2021-04-20 CC Agenda SPC - Additional Information related to Work Plan Progess ReportCity of El Segundo Strategic Plan 2020-2022
Update as of March 31, 2021
This document contains the goals, objectives and activities in the current strategic plan. The status of each activity is shown. The items
highlighted in green are the Priority Activities as determined by the City Council.
V Activity
Activity to be delayed for the
completed in Oforeseeable 06 Status and Comments
2021-22 future; may
need to modify mp
GOAL 1: Enhance Customer Service, Engagement, and Communication
Goal 1A: El Segundo provides unparalleled service to internal and external customers
Tier 1 Priority Activities
a. Obtain an "Age -Friendly City" designation Community X AARP approved El Segundo's membership
Services application to the Liveable Communities Network
and advised that the entire Age Friendly City
designation typically takes between 2-5 years.
Preliminary community conversations,
implementation of Active Aging Weeks and other
collaborative programming, and development of an
Age Friendly Library Plan are complete. Next steps
include a community needs assessment and
development of an Action Plan for City Council
approval. An AARP Community Challenge grant in
partnership with SBCCOG is under development.
Other Activities
b. Complete the implementation of the new building Development X Project Kick off occurred in March 2020; Business
and planning permitting system Services Use Discovery began in April- Working with
development team depts. (Fire; Planning, Bldg
Information Safety, Public Works, Finance, and Rec & Parks).
Technology Anticipated Project Completion is first quarter of FY
21/22
c. Complete the business center for increased Development
Services
customer service and efficiency
Public Works
d. Implement the City's Communications Plan and City Manager
launch website, intended to enhance
communications externally with the community
and internally within the organization
e. Clarify roles and expectations of the Council, City Manager
committees, boards, subcommittees, and task
forces
Activity
Activity
Activity to be
delayed for the
Vatus
Completed/
completed in
foreseeable 6-
Underway in ,
2021-22
future; may
and CommentsFY
2020-21
need to modify
X
Remodel of customer service area is anticipated to
go in to design phase first quarter of 2021; Project is
anticipated to be completed in the fall of 2021 .
Working with Public Works — CIP project.
X Implemented FY 2019-21 communications plan and
updated plan for FY 202-22. Established citywide
communications committee and website
committee. Implemented crisis communications
plan in response to the COVID-19 and civil unrest
emergencies utilizing the website, social media,
ESTV, YouTube, and GovDelivery communication
platform, the communications team kept the
community informed through daily updates, videos,
and media releases. Developing intranet to further
enhance internal communications and access to
information.
X Organizational consultant Amistad Associates
interviewed Councilmembers and staff working with
Committees to clarify bylaws. Amistad Associates
will continue to work with E-Team to strategize and
further clarify roles and expectations, as they tie to
implementation of the City Strategic Plan.
f. Strengthen relationships between Council, City Manager
executives, and staff
g. Streamline the contract policy for greater
efficiency and effectiveness
h. Enhance collaborative teen programs between
Recreation and Parks, Library, and other agencies
Finance/City
Clerk
Community
Services
Activity
Activity
Activity to be delayed for the
0
Completed/
completed in foreseeable
Underway in
2021-22 future; may
.1 Status and Comments
FY 2020-21
need to modify
X
See comments above. Amistad and Associates will
provide guidance and advice with respect to team -
building and improving the working relationships
between City Council and E-Team, including an
emphasis on reducing the disconnect with City
employees. This will include development and use
of an employee survey.
X Completed IS Charter to implement possible
technology solutions related to inter departmental
processes. Streamlined portions of the contract
processing within the City Clerk's office. Conducted
a review workshop for City staff with the City
Attorney's Office. New Risk Manager will spearhead
this work effort.
X Community Services established a relationship with
the National Charity League to offer recreation and
library volunteer opportunities.
3
The Library and Recreation divisions teamed up to
offer coordinated and innovative virtual programs
as a result of COVID related closures.
The Library collaborated with the El Segundo High
School English Department to redesign the Teen
Summer Reading Program.
The Recreation Division started a new Teen
Advisory Committee for 71h-121h graders that meets
monthly to identify teen needs, suggest creative
solutions, work with City officials, and assist with
special events.
i. Develop options for expanding Library services Community
Services
j. Develop a Veteran's Recognition Program
k. Provide GIS software access to basic property
information and relevant documents
Police/
Community
Services
Information
Technology
Activity
Activity
Activity to be
delayed for the
ratus
Completed/ completed in
foreseeable 6-
Underway in ,
2021-22
future; may
S and Comments
FY 2020-21
need to modify
X
Developed, implemented, and currently manage a
new Cultural Development Program that is
estimated to raise $685,000 annually for public art
and programming in El Segundo from a 1% art
requirement on commercial and industrial
development exceeding $2,000,000. Expanded
responsibilities include facilitating developers' on -
site public art projects as well as managing related
City public art projects and programming.
4
The Library Park Activation Project remains in the
design phase with the landscaping and civil package
almost complete. Completion of Phase 1 of the
Project — the Learning Garden outside of the
Children's Library — will help expand Library services
and programs outdoors.
X Additional research will be done.
X Continuing research to develop a road map to
improve GIS services across the City. Latest
accomplishments are as follows:
• The GIS Roadmap 90% complete
• GIS is 80% complete with integration into
the Central Square (Permitting Application
Software).
• Optimized Arch GIS Online
ActActivity
ivity Activity to be delayed for the
Completed/
• . completed in foreseeable
Underway in ,
FY 2020-21 2021-22 future; may
need to modify
Goal 18: El Segundo's engagement with the community ensures excellence.
Other Activities
a. Obtain customer feedback, assess customer
satisfaction and use it to improve services through
surveys and other methods (e.g., annual resident
and business survey, transactional and event
questionnaires, and personal outreach throughout
the year)
b. Proactively identify City successes and highlight
them to the public
c. Update the website and create a mobile app for
full interface with the website
City Manager
City Manager
Information
Technology
d. Expand use of social media as communication tool City Manager
X 4th annual NIPS survey to continue for residents and
businesses complete. Staff surveyed businesses
and solicited feedback related to City Council
actions to safely reopen business. The "Report It"
function on the website enables staff to track and
measure responses to community inquiries.
Researching transaction -based surveys for FY 21-22
X Part of the Communications Program utilizing e-
blasts, newsletters, media releases, social media,
video announcement and the News section of the
City website.
X The website was launched officially on February 14,
2020. Also launch a mass communication
application (Gov Delivery), and
the ReportlT application (311) for public use.
The Intranet is the last component remaining and is
expected to be launched in June 2021
X Use of social media increased with communications
program to be expanded with website replacement.
Implemented social media management and
monitoring tool.
5
Goal 2: Support Community Safety and Preparedness
Goa12A: El Segundo is a safe and prepared city.
Other Activities
a. Initiate the fire accreditation process, to include a
response coverage study
b. Establish and maintain a local all -hazard Incident
Management Team (IMT)
Fire
Emergency
Management
Activity I
Activity
Activity to be delayed for the
Completed/ Underway in completed in Oforeseeable Status and CommentsFY 2020-21 2021-22 future; may
need to modify
The first phase of the accreditation process
(community -driven strategic plan) was completed in
December 2019. The second phase, a Community
Risk Assessment and Standards of Response
Coverage (a comprehensive report that highlights
risk, resource deployments, concentration of
personnel and strategic recommendations to
ensure safe and effective emergency response) is
currently underway with an anticipated Summer
2021 completion date.
X COVID-19 activation is ongoing, and this activity will
continue through the close out of the pandemic.
One benefit of the COVID-19 AHIMT activation is
that many team members have been able to solidify
their training and complete position task books.
The AHIMT has successfully managed the City
responses to COVID-19 and has proven to be a very
successful work unit. This pandemic has challenged
the City but has also shown the tremendous vision
on the part of City Council which stood this unit up
several years ago with great success.
0
c. Increase community awareness of the need for PD/Fire
preparedness; increase the number of people who
are prepared for disaster and involved in CERT
services we offer
d. Be proactive in filling vacant police positions HR
Activity
Wr
Activity
Activity to be
delayed for the
or
Completed/
completed in
foreseeable 6-
Underway in ,
2021-22
future; may
Status and CommentsFY
2020-21
need to modify
X
COVID-19 has impacted this program due to County
Health Orders preventing CERT training. As health
orders are amended, the department will look to re-
engage community awareness and CERT training.
X Promotional recruitment processes planned for
Sergeant and Captain. Processes are underway to
fill the following vacancies: Police Officer (3), Police
Cadet (4) and Police Assistant (1).
7
Activity
Activity I
Activity to be delayed for the
Completed/
completed in
0foreseeable
Underway in
2021-22 future; may
FY 2020-21
MEhMrodify
r
Goal 3: Develop as a Choice Employer and Workforce
"Statusd Comments
Goal 3A: El Segundo is a City employer of choice and consistently hiring for the future, with a workforce that is inspired, world -class and engaged, demonstrating
increasing stability and innovation
Other Activities
a. Implement new phases of employee engagement
b. Improve our employees' experience in our
organization and enhance employee/management
relations
HR X
Employee Engagement Committee suspended meetings;
COVID-19 and budgetary restrictions resulted in
cancellation of Leadership Academy.
Partnering with Kaiser to bring wellness programs to
employees that are within current budget. Launching
Worldwide Wellness program and webinars on mental
health. Kaiser Mobile Health Vehicle is scheduled for
February 2022 for onsite employee biometric screenings.
Working with ICMA to bring financial health webinars to
employees.
HR X Ongoing, continual process improvement strategy.
Current HR Department outreach to all Labor
Associations, for ongoing communication on policy
updates, benefits broker RFP.
Establishing monthly meetings with HR and Fire
Administration BC and ESFFA to improve
communications.
Website updates to provide more information to
employees. Once intranet is operative, will provide other
employee resource materials on health plans, forms,
wellness activities. Revamp new hire benefits orientation
process.
Implement NeoGov Perform module to provide electronic
performance evaluations and tracking.
Activity Activity Responsible Completed/ Activity to be delayed for the OFGoal and Activity completed in foreseeable (_ Status and Comments
FY 2020-21
DepartmentUnderway in , 2021-22 future; may orneed to modify
c. Enhance employee safety and reduce accidents HR X Risk Manager position established and recruitment
and costs completed. Candidate selected and will begin work
with the City in late April 2021. Will perform
comprehensive analysis of claims and make
recommendations to enhance employee safety,
prevent and reduce accidents. Safety training to be
provided through the City's risk pool.
d. Conclude labor negotiations HR X Labor negotiations will be conducted with the
Firefighter's Association (ESFFA) and Police Officer
Association (ESPOA) for contracts expiring on
September 30, 2021. Labor negotiations will begin
towards the end of FY21-22 with the Police Support
Services Employees (PSSEA) for the contract
expiring September 29, 2022.
HR staff will continue to meet/confer with our labor
partners for clean-up and review of processes and
procedures.
e. Conduct a review of part-time classifications and HR X This project was completed. However, an annual
wages to ensure the City can attract and retain review of part time salaries for compliance with
needed staff minimum wage as well as minimal essential
coverage (MEC) amounts under the Affordable Care
Act (ACA) will be conducted and provided for
Council approval.
4
f. Develop a new approach to human resources that HR
will position the City for being a choice employer
and meeting future workforce needs
Activity
Activity
Activity to be delayed for the
Completed/
completed in
0foreseeable
Underway in
2021-22 future; may
FY 2020-21
need to modify
X
10
.1.
This is an on -going continual process improvement
strategy. Implement online training for legally
required and other topics, such as Diversity, Equity
and Inclusion, through KnowBe4 system and utilize
training module through City's risk pool for safety
related topics.
Implement NeoGov Onboarding module for
electronic onboarding of new employees.
Complete benefits broker RFP; market ancillary
plans (dental, vison, life, etc.) for possible
enhancements within current rate structure.
Activity
Activity I
Activity to be delayed for the
Completed/
completed in
0foreseeable
Underway in
2021-22 future; may
FY 2020-21
need to modify
Goal 4: Develop and Maintain Quality Infrastructure and Technology
Goa14A: El Segundo's physical infrastructure supports an appealing, safe and effective community.
Tier 1 Priority Activities
a. Determine the future of the Teen Center Community
Services
Public Works
11
"Status Comments
On Feb. 18, 2020, City Council authorized staff to
solicit proposals for a consultant to conduct a
Recreation Park Needs Assessment in order to
obtain a more comprehensive understanding of
community needs with respect to all Recreation
Park facilities and operations as well as facility
conditions prior to spending a large amount of
money renovating the Teen Center.
The project was placed on hold during the mid -year
budget adjustments on May 5, 2020 as a result of
financial impacts of COVID-19.
The project was started again in FY 20-21, and the
RFP closed on January 21, 2021.
A Contract Award for the Recreation Park Needs
Assessment will be considered by the City Council at
their meeting on April 20, 2021. If approved, City
staff expects the Recreation Park Needs Assessment
will take approximately nine months from project
kick-off in May 2021. This process will help
determine the future of the Teen Center.
Other Activities
c. Develop a plan to utilize increased transportation Public Works
funding
d. Identify funding and commitment to future Public Works
infrastructure needs.
e. Monitor the desalinization plant project of the City Manager
water district
f. Conduct a public transportation assessment to Public Works
identify alternatives
g. Identify funding and commence improvements Public Works
identified in the completed facility assessment
study
F�mlS aVd
Activity Activity
Activity to be delayed for the
Completed/ Underway in , completed in foreseeable
FY 2020-21 2021-22 future; may
need to modify
X In process as part of the multi -year CIP Program.
Staff has aggressively accelerated the paving
schedule and the Pavement Condition Index (PCI)
has increased 11% from previous PCI of 66 to 73.
X New Multi -year CIP will assist with this process.
$4M in Measure M and $5M in Measure R awarded
for El Segundo Boulevard and Park Place projects,
respectively. Water and Wastewater rate updates
proposed and include capital component. Staff will
continue to secure available grants such as
community transportation fund through
Congressman Ted Lieu's office.
X Comments provided on draft EIR— waiting for
release of FEIR.
X This is related to the Dial -a -Rides and possible
LAWA use of Beach Cities Transit in our city. On-
going coordination with R&P and LAWA. Public
Works is collaborating with Community Services to
find ways to enhance the efficiency of all City
transportation related services provided to
residents.
X In general, there are no grant programs outside of
energy efficiencies and ADA compliance to use for
building improvements. As with all CIPs, staff will
continue to seek opportunities to avoid using GF
money. A five year CIP program that incorporates
needed facility improvement is being developed
and will be presented as part of the FY2021-2022
budget
12
h. Implement adoption of required State building Development
standards code Services
i. Update the City's housing element as required by Development
State law Services
j. Develop a plan for renovating the Plunge Community
Services
Activity
Activity
Activity to be
delayed for the
Completed/
completed in
foreseeable
6-
Underway in ,
2021-22
future; may
Status and Comments
FY 2020-21
need to modify
X
Task completed in December 2019; ongoing
training.
X
RFP summer of 2020; Goal is the comply with State
RHNA numbers; Project will be completed in the
Fall of 2021
X
A design team was selected in June 2020 to
complete Phase 1— Community Engagement and
Conceptual Design Development. The Conceptual
Design is currently scheduled to be presented to the
Recreation and Parks Commission on April 21, 2021
and the City Council on May 18, 2021.
Goal 48: El Segundo's technology supports effective, efficient and proactive operations
Other Activities
a. Successfully implement new technology as Information
prioritized in the Technology Master Plan Technology
13
Phase 2 will include development of design and
construction documents. Funding availability will
impact the timing of Phase 3 — construction.
X ITSD has complete the following upgrades and
major tasks:
1. Windows 10
2. Virtual Desktops
3. A new timekeeping system for Part Timers
4. Relocated the City Data Center
5. Server infrastructure
6. Completed back -log of document scanning
for PD & Development Services
7. Rolled out ALPR
8. Upgraded WiFi infrastructure
Outstanding in an update to the Technology
Master Plan.
b. Use the full potential of software Information
Technology
Activity
Wr
Activity
Activity to be
delayed for the
or
Completed/
completed in
foreseeable 6-
Underway in ,
2021-22
future; may
Status and CommentsFY
2020-21
need to modify
X
ISD continues to work with departments to
promote efficiency and process improvement.
Analysis of several preexisting business applications
is in process to increase usage and efficiency where
applicable:
14
• Eden Requisition Module — use of the electronic
automated requisition module completed — reduces
paper usage and routing time by making it all
electronic
• Expanded usage of the conference call capability
to include video conferences
• Use of document imaging system to optimize city
wide contract & insurance management processes —
99% complete
• Utility Billing process — Deployment of new
payment processing application to optimize utility
payment processing - 70% complete.
• Deployment of Mobile Data Computers (MDC) for
PD
c. Implement paperless goals. Information
Technology
/All City
Departments
d. Install Wi-Fi in all critical facilities.
Information
Technology
Activity I
Activity
Activity to be delayed for the
Completed/ completed in foreseeable
Underwayin • Comments
FY 2020-21 2022-21 future; may
need to modify
X ISD staff is continuing to work with Departments to
identify stretch goals to reduce paper use and
automate processes.
15
Examples: Expanded use of the Eden requisition
modules which allows City staff to submit purchase
requisitions to the purchasing agent in an
automated/paperless fashion.
ISD has replaced the City's Multifunction Printers
(MFP) fleet with newer models. Software was
installed to monitor and manage the City's print
volumes to promote conservative printing practices
and reduce the City's print volumes.
Over a one year period the City has reduced
printing by 15%
Wi-Fi has been installed in the most critical
facilities; this is an ongoing project and will take
several years to fully optimize:
-A wireless assessment was complete and a
hardware and Internet Service Provider (ISP)
upgrade has been completed. This upgrade
provides more capacity and offers additional Wi-Fi
options.
-Recently ISD upgraded the Library WiFi which
results in savings $15k per year of savings
e. Digitize document imaging of historical plans and Information
records to aid in public accessibility X
f. Implement emergency operations center (EOC)
software X
Activity
Completed/
Underwayin
FY 2020-21
x
Technology
Fire x
16
Activity
Activity to be delayed for the
completed in foreseeable
2021-22 future; may
need to modify
Plan has been created and scanning is in process.
Currently 99% complete with scanning of historical
and backlog plans.
Completed an RFP and awarded a contract to a
vendor who is currently testing and developing the
product for regional use
Activity Activity Completed/ Activity to be delayed for the PWGoal and Activity Underway in completed in Oforeseeable ,Status and Comments
FY 2020-21 2021-22 future; may
need to modify
Goal 5: Champion Economic Development and Fiscal Sustainability
Goal SA: El Segundo promotes economic growth and vitality for businesses and the community.
Tier 1 Priority Activities
a. Continue to advocate for the City's interests City Manager X Negotiations with LAWA continue. Updates to City
regarding the impacts of LAX. Council continue.
b. Identify further infrastructure and downtown Public Works X Beginning in Summer 2020 downtown sidewalks
improvements for Main Street and high use areas will be power washed on a
quarterly basis. Staff is working on a series of
Downtown improvements, including an update to
the Downtown Specific Plan.
c. Conduct a study of repurposing City Hall City Manager X In Progress. Staff is working on an update of the
Downtown Specific Plan. Completed RFQs for
downtown development proposals. Plan to select
qualified developer in summer 2021.
d. Attract senior living facilities to the City Development X Senior living facility and affordable housing will be
Services included in the work done in partnership with Many
Mansions.
Exclusive negotiation will be completed summer of
2021.
17
d. Identify areas within the community that are Development
appropriate for housing Services
e. Develop a unique value proposition for attracting
new businesses
Other Activities
f. Complete the lease negotiations and enable
development at Top Golf
g. Secure funding and commence design phase
of Park Place
City Manager
City Manager
Public Works
FF
Activity Activity Completed/ Activity to be delayed for the
Jnderway in completed in foreseeable Status and Comments
FY 2020-21 2021-22 future; may
need to modify
X Part of the state housing element mandate (RHNA)
and wll be included in the work done in partnership
with Many Mansions.
Housing element will be completed in the Fall of
2021
X Staff prepared a comprehensive report of the City's
unique value proposition for developers and
businesses.
X Completed. Construction underway and expected
to be complete in May 2022.
X On -going with Council -approved contract with
Kosmont. Proposals for Design RFP is due on April
27, 2021. Design to commence summer 2021 with
Metro Board approval of $5M design funding in
Summer 2020. Staff is applying for community
transportation grant through Congressman Ted
lieu's office and working with Metro to secure
additional funds.
IN
h. Consider a fee (1% of commercial project Community
valuation) on development for art in public Services
places
Activity
Completed/
Underway in
FY 2020-21
X
19
W Activity
' Activity to be delayed for the
completed in foreseeable _
2021-22 future; may 1W Status
nd Comments
need to modify
On November 19, 2019, City Council adopted
Ordinance 1594 amending Title 15 of the El
Segundo Municipal Code establishing a Public Art or
In -Lieu Fee Requirement and a Cultural
Development Fund. The requirement applies to
specific commercial and industrial developments
with a project cost exceeding $2,000,000. The new
requirement should equate to approximately
$685,000 in public art and fee revenues per year.
The Cultural Development Fund currently has
$598,628 from seven development projects.
$300,000 is allocated for the Gateway Project and
$100,000 for the Library Park Activation Project.
The Arts and Culture Advisory Committee will make
recommendations for five new projects to be
funded by the Cultural Development Fund in FY 21-
22 at the City Council Meeting on April 20, 2021.
Projects include Outdoor Dining Enhancements,
Festival of Holidays, Poet Laureate Program, TEDx El
Segundo, and IDEA: An After -School Art Program.
Several additional development projects have on -
site public art in various stages of development.
i. "Re -imagine" the downtown, which includes City Manager
developing a vision, beautification, promoting
the downtown and creating a funding source
for marketing it
j. Implement the economic development City Manager
strategic plan in order to promote business
attraction, retention of existing businesses,
and industry diversification.
Activity
Activity Activity to be delayed for the
Completed/
completed in foreseeable 6--
Underway in ,
2021-22 future; may
Status and Comments
op
FY 2020-21
need to modify
X
Completed landscaping upgrades and ongoing
maintenance, refurbished hanging basket poles and
installed flower baskets, and installed lighting over
two downtown intersections. Created outdoor
dining program to help businesses during the
pandemic. The downtown area is highlighted on
new websites, (ElSegundoBusiness.com and
Destination ElSegundo.com). Tree up lighting project
was completed last year. Increased power washing
of sidewalks will take place. City staff will continue
to work with Chamber staff and local businesses to
develop a better market and maintain Downtown
public infrastructure. Staff is working on an update
of the Downtown Specific Plan. Staff selected a
vendor in April 2021.
X
Implementation is ongoing. See Economic
Development Annual Report for details.
https://www.elsegundobusiness.com/Home/Sho
wDocument?id=3204
I. Refine our focus on economic development to City Manager X
define who we want to attract and why.
Goal 58: El Segundo approaches its work in a financially
strategic and responsible way.
Tier 1 Priority Activities
a. Consider guidelines for the use of potential Finance
revenue from golf course lease
20
Ongoing. Completed research study to reposition
marketing strategy for post -pandemic commercial
real estate world.
A draft policy has been discussed in the City's
Pension ad -hoc Committee. A proposed policy is
scheduled to go to City Council in April/May 2021.
Other Activities
b. Continue on a sustainable financial path, solve
future structural deficits and maintain reserves
c. Continue to pay down unfunded pension liabilities
d. Bring proposed business license tax to City Council
for a future ballot
e. Provide for an annual adjustment of the master
fee schedule to consider CPI
f. Conduct a water and sewer rate study to ensure
adequacy of rates to support the water and sewer
system.
Finance
Finance
Finance
Finance
Finance
F�mlS aVd
Activity Activity
Activity to be delayed for the
Completed/ Underway in , completed in foreseeable
FY 2020-21 2021-22 future; may
need to modify
X City Council approved a balanced budget for FY
2020-21. In addition to the development of the
Strategic Plan and annual Budget, staff is in the
process of developing a Long -Term Financial
Strategic Plan.
X Ongoing effort lead by the Chief Financial Officer.
Over the past 4 years, the proactive efforts to
address the unfunded pension liabilities have saved
the City $13M.
City Council approved issuing Pension Obligation
Bonds which have the potential to save the City
$61M (present value) over the next 19-years. The
POBs are scheduled to go to market in early June
2021.
X To be discussed during Strategic Planning 2021. The
next ballot opportunity will be March 2022.
X Full City-wide fee study was conducted in 2018.
First CPI updated to Fee schedule was in 2019 and a
subsequent cpi update was done in 2020 Annual CPI
updates will continue.
X The Prop. 218 rate study was approved by City
Council in December 2020. Ratepayers did not
successfully protest the proposed new rates. The
new water and wastewater rates were approved by
City Council in February 2021 and were effective on
April 2, 2021.
21
Wr Activity
- • Activity
Goal
Activity
Completed/
Activity to be delayed for the
completed in Oforeseeable
Underway in
Status - • Comments
FY 2020-21
2021-22 future; may
need to modifyA
g. Enhance existing revenues and look for new
Finance X
Ongoing continuous process.
revenue sources (grants, economic development,
tax measures)
h. Conduct a development impact fee update
Finance X
The process will begin in FY 2020-21 & completed in
FY 2021-22. The study will begin in April 2021.
i. Explore developing a strategy in collaboration with
Finance
X In preliminary discussions with other cities. There is
other cities to get relief from low property tax
currently no support from the California Legislature
with the potential of working toward a future
or CA Governor to consider legislation that would
statewide ballot measure.
change the existing property tax structure to be
more equitable for low property tax municipalities.
j. Evaluate creating a risk manager position to
HR/Finance X
During the development of the FY 2020-21 budget,
establish a coordinated program of management
City Council approved adding the Risk Manager
and reduction of costs associated with liability
position. A recruitment was conducted and a
claims and workers' compensation.
candidate was selected. The new Risk Manager
begins with the City on April 26, 2021.
k. Determine the right reserve level so excess
Finance X
The appropriate reserve level is discussed with City
reserves can be used for services
Council every year during the strategic planning
study session and budget study sessions.
22