2021-04-20 CC Agenda SPC - Additional Information - Attachment G - Strategic Plan 2020-2022City of El Segundo
Strategic Plan
2020
to
2022
ki-
August 2020
k `
■
Prepared for the City of El Segundo by Management Partners
Managex
Partners
Drew
Boyles
Mayor
Scot
Nicol
Councilmember
Chris
Pimentel
Mayor Pro Tem
Carol
Pirsztuk
Councilmember
Lance
Giroux
Councilmember
"" City Strategic Plan August 2019
Table of Contents
Messagefrom the City Manager................................................................................................................................ 1
StrategicPlan Overview............................................................................................................................................ 2
Opportunities and Challenges Facing El Segundo........................................................................................................ 4
City's Mission, Vision, Values and Culture.................................................................................................................. 5
Top Council Priorities for FY 2019-20.......................................................................................................................... 6
Goal 1: Enhance Customer Service, Engagement, and Communication; Embrace Diversity, Equity, and Inclusion......... 8
Goal 2. Support Community Safety and Preparedness.............................................................................................. 10
Goal 3. Develop as a Choice Employer and Workforce.............................................................................................. 11
Goal 4. Develop and Maintain Quality Infrastructure and Technology....................................................................... 12
Goal 5. Champion Economic Development and Fiscal Sustainability.......................................................................... 14
Conclusion.............................................................................................................................................................. 16
AttachmentA. City Overview.................................................................................................................................. 17
Attachment B. Strategic Plan Approach................................................................................................................... 18
This Page Purposely Left Blank
i8�
Message from the City Manager J
Ige
Message from the City Manager
Members of the City Council and Valued Community Members of
ElSegundo:
On behalf of the City organization, I am pleased to present the City of El Segundo's Fiscal
Year 2020 - 2022 Strategic Plan. The plan serves as a roadmap for El Segundo's vision as a
"hub for innovation where big ideas take off."
With this Strategic Plan, the City will continue its work toward making El Segundo a premier
place to live, work, recreate and visit. Our citizens and business community expect us to
provide a high level of service while keeping the community safe at all times and by
providing programs and services which enhance the quality of life.
As we implement the projects and programs outlined in this strategic plan, we will continue
to work with our community and build upon the partnerships we have established.
I am excited about joining the El Segundo team and look forward to being part of achieving
the City Council goals for El Segundo. Success will be a team effort between the Council,
staff, and community, and I'll do all I can to support each person's work.
Respectfully,
Scott Mitnick
City Manager
August 2019
Strategic Plan August 2019
Strategic Plan OverviewStrategic Plan Overview
ge 2
I
'V
.A _
The City initiated its strategic planning process in 2016 to
chart a clear path for the future.
The Strategic Plan has five long range goals, each of which has
objectives to be met. City staff provide a quarterly update
showing progress on each of the activities within the Strategic
Plan. Key performance indicators (KPIs) have been established
within each department and improvements are made on the
basis of information learned through those KPIs.
The Council and executive team update the Strategic Plan
annually. The intention is that the plan be modified on an
ongoing basis to ensure that the stated goals are aligned with
the needs of the community.
Strategic Plan August 2019
Strategic Plan Overview
Multi -Year Goals
r.
Through a series of outreach efforts, the City
identified five key goals to advance El Segundo as
"a hub for innovation where big ideas take
Off." The goals and a brief description of what we
are seeking to achieve by each goal are provided
below.
Goal 1. Enhance Customer Service, Engagement, and
Communications; Embrace Diversity, Equity, and Inclusion
• El Segundo provides unparalleled service to internal and external
customers.
• El Segundo's engagement with the community ensures
excellence.
Goal 2. Support Community Safety and Preparedness
• El Segundo is a safe and prepared community.
Goal 3. Develop as Choice Employer and Workforce
• El Segundo is a city employer of choice and consistently hires for
the future.
• The El Segundo workforce is inspired, world -class, engaged, with
increasing stability and innovation.
Goal 4. Develop Quality Infrastructure and Technology
• El Segundo's physical infrastructure supports an appealing, safe,
and effective community.
• El Segundo's technology supports effective, efficient, and
proactive municipal operations.
Goal 5. Champion Economic Development and Fiscal
Sustainability
• El Segundo promotes community engagement and economic
vitality.
• El Segundo approaches its work in a financially strategic and
responsible way.
LA
Opportunities and Challenges Facing El Segundo
The context for this Strategic Plan is
a series of opportunities and
challenges facing the City of El
Segundo, highlighted below.
Opportunities
• Attracting new technology businesses through access to land, employees, and transportation.
• Improving our downtown and supporting existing businesses.
• Determining the future of the east side of the community.
• Attracting young professionals and families to El Segundo.
Challenges
• Growing pension liability.
• Replacing outdated technology.
• Growing infrastructure replacement and maintenance costs.
• Planning for future development on the east side of the community.
• Engaging the community more in emergency preparedness.
• Recruiting and retaining employees in a tightening public sector job market.
CityY s Mission, Vision, Values and Culture
11,121-7 W 119MR
0 f, V� t ,.
:F
4
J�A
Values and Culture
El Segundo's values define how we serve and El Segundo strives to create a working culture
manage our City. We practice... of...
• Accountability • Innovation
• Productivity • Support and recognition
• Ethics Stewardship 0 Leadership by example
• Service • Proactive action
• Challenging ourselves • Problem -solving — getting to yes
• Continuous improvement and reflection
Strategic Plan August 2019
Top Council Priorities for FY 2019-20
Top Council Priorities for FY 2019-20
In June 2019, the City Council identified
their priorities for FY 2019-20.
Their nine top priorities for the year are
shown below.
The full list of strategic plan activities is
contained in subsequent pages of this
document.
1 2 3
Obtain an "Age Friendly Determine future of the Continue to advocate for
City" designation. Teen Center. El Segundo's interests
regarding LAX expansion.
( 4) 5 6
Consider guidelines for Identify further Attract senior living
use of potential revenue
infrastructure and facilities to El Segundo.
downtown improvements
from golf course lease. for Main Street.
7 8 9
Identify areas within the Conduct a study of Develop a unique value
community that are repurposing City Hall. proposition for attracting
appropriate for housing. new businesses.
10
Ensure that the City is
positioned for post-
COVID-19 recovery
Strategic Plan August 2019
Top Council Priorities for FY 2019-20 Page 7
Goals, Strategic Direction, Objectives,
Planned Activities, and Key
Performance Indicators
r�r6 --
��_ ! K.• �wt �i`y�act =
� ��_ S_��-s,kl i�l� - v�Q'-
- _
City Strategic Plan
7 -_-
August 2019
Goal I Enhance Customer Service, Engagement, and
Communication; Embrace Diversity, Equity, and Inclusion
Strategic Direction
Our team of dedicated City staff are committed to creating an environment that supports our community and
encourages people to be engaged. Staff are proactive problem solvers who understand the needs of our
customers and offer innovative solutions to address underlying challenges. Information and outreach materials
about our programs and services are designed to be accessible and easy -to -use.
Objective 1A: El Segundo provides unparalleled
service to internal and external customers.
• City operations are unified and integrated.
• City services are convenient, efficient and user-friendly
for all residents, businesses, and visitors.
Council Priority for FY 2019-20
1. Obtain an "Age -Friendly City" designation.
Activities
2. Complete the implementation of the new building and planning
permitting system.
3. Complete the business center for increased customer service and
efficiency.
4. Implement the City's Communications Plan and launch website,
intended to enhance communications externally with the community
and internally within the organization.
5. Clarify roles and expectations of the Council, committees, boards,
subcommittees, and task forces.
6. Strengthen relationships between Council, executives, and staff.
7. Streamline the contract policy for greater efficiency and effectiveness.
8. Enhance collaborative teen programs between Recreation and Parks,
Library, and other agencies.
9. Develop options for expanding Library services.
10. Develop a Veteran's Recognition Program.
11. Provide GIS software access to basic property information and relevant
documents.
Key Performance
Indicators
✓ Average time to process
various plan check
reviews
✓ Average time to process
film permits
✓ Turnaround time to
process all City contracts
L Pag.4
Goal 1 Enhance Customer Service, Engagement, and
Communication; Embrace Diversity, Equity, and Inclusion
IF
it I -, .
ii .lii'C �xIMA� 44
Activities
Objective 18: El Segundo's
engagement with the community
ensures excellence.
1. 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).
2. Proactively identify City successes and highlight them to the
public.
3. Update the website and create a mobile app for full interface
with the website.
4. Expand the use of social media as a communication tool.
Key Performance
Indicators
✓ Annual report on Net
Promoter Score for
resident and business
satisfaction surveys
✓ Enrollment in programs
offered and event
attendance
✓ Physical and E-Book
Circulation Metric
✓ Annual Library Visits per
Resident
Goal 2. Support Community Safety and Preparedness
Strategic Direction
A prepared El Segundo is a safe El Segundo. We are actively preparing to be ready to respond as soon as
possible during times of crisis. Our outcome -focused approach to reducing risk and crime is bolstered by
detailed planning and accreditation efforts that help us recover from disasters while meeting industry
standards.
Objective: El Segundo is a safe
and prepared city.
Activities Key Performance
Indicators
1. Initiate a fire accreditation process to include a response ✓ Monthly report on Crime
coverage study. Statistics
2. Establish and maintain a local all -hazard Incident Management ✓ Monthly report on Priority 1
Team (IMT). response times
3. Increase community awareness of the need for preparedness; ✓ Number of CERT members
increase the number of people who are prepared for a disaster trained annually
and involved in CERT services we offer.
✓ Average total response time
— Fire and EMS calls Number
4. Be proactive in filling vacant police positions. of service calls per sworn
5. Complete COVID-19 emergency response analysis. FTEs
kb August 2019
Goal 3. Develop as a Choice Employer and Workforce
Strategic Direction
El Segundo's ability to provide quality programs and services depends on our ability to attract and retain the
best staff. We support our inspired and engaged workforce by encouraging innovation and celebrating
success as well as through our robust and meaningful training and development programs that promote
thoughtful succession planning for key positions.
Objective: El Segundo is a city
employer of choice and consistently
hires for the future, with a workforce
that is inspired, world -class and
engaged, demonstrating increasing
stability and innovation.
Activities
1. Implement new phases of employee engagement.
2. Improve our employees' experience in our organization and
enhance employee/management relations.
3. Enhance employee safety and reduce accidents and costs.
4. Conclude labor negotiations.
5. Conduct a review of part-time classifications and wages to ensure
the City can attract and retain needed staff.
6. Develop a new approach to human resources that will position
the City for being a choice employer and meeting future
workforce needs.
Key Performance
Indicators
✓ Vacancies: metrics for
citywide vacancies
✓ Recruitment Metric:
Recruitment Average
Timeline from opening
recruitment to onboarding
Goal 4. Develop and Maintain Quality Infrastructure and
Technology
Strategic Direction
El Segundo's small-town charm is due in large part to our beautiful tree -lined streets, award -winning
parks, and well -maintained public facilities. Protecting and investing in our physical infrastructure assets is
vital for the well-being of our community. We perform preventive maintenance and look for opportunities
to enhance and replace existing assets to improve efficiency and safety.
4-
Objective 4A: El Segundo"s
physical infrastructure supports
- an appealing, safe and effective
1.
community.
Council Top Priority for FY 2019-20
• Determine the future of the Teen Center.
Other Activities
• Develop a plan to utilize increased transportation funding.
• Identify funding and commitment to future infrastructure needs.
• Monitor the desalinization plant project of the water district.
• Conduct a public transportation assessment to identify alternatives.
• Identify funding and commence improvements identified in the
completed facility assessment study.
• Implement adoption of required State building standards code.
• Update the City's housing element as required by State law.
• Develop a plan for renovating the Plunge.
• Review the following Environmental Proposals:
• Single -use Plastic Policy
• Green Business Recognition program
• Green Construction Standards & Incentives
• Explore joining Clean Power Alliance; and
• Expand water conservation efforts.
Key Performance
Indicators
✓ Quarterly report on
status of capital
improvement plan
implementation
✓ Metric on Citywide
Annual Paving Program
and measuring the
Pavement Condition
Index (PCI)
"I Cit�Strat�egiic an
Goal 4 Develop and Maintain Quality Infrastructure and
Technology (Continued)
0
Activities
Objective 48: El Segundo's
technology supports effective,
efficient, and proactive operations.
1. Successfully implement new technology as prioritized in the
Technology Master Plan.
2. Use the full potential of software.
3. Implement paperless goals.
4. Install Wi-Fi in all critical City facilities.
s. Digitize document imaging of historical plans and records to aid
in public accessibility.
6. Implement an emergency operations center (EOC) software.
Key Performance
Indicators
✓ Status update of IS master
plan implementation
✓ Monthly analytical analysis
of City website traffic:
number of visitors (hits),
what webpage was most
viewed, and how many
inquiries were made from
community via web tools
Goal 5. Champion Economic Development and Fiscal
Sustainability
Strategic Direction
We promote economic growth through programs, public relations, marketing, and communications strategies that
promote the benefits of locating within El Segundo. Our modern office developments, low tax rates, highly skilled
workforce, and range of corporate office and manufacturing space make us uniquely poised to attract new companies. Our
business -friendly practices are balanced with the dedication to ensuring our local government is financially sustainable. We
are committed to maintaining a structurally balanced budget with appropriate reserve levels as we provide the highest
quality services for our community, now and in the future. We champion financial transparency and accountability.
V-Z� -C
r', ZN_ - -
Objective SA: El Segundo promotes
economic growth and vitality for
businesses and the community.
Council Top Priorities for FY 2019-20
Key Performance
1. Continue to advocate for the City's interests regarding the impacts of LAX.
Indicators
2. Identify further infrastructure and downtown improvements for Main Street.
V
Tracking of
3. Conduct a study of repurposing City Hall.
4. Attract senior living facilities to the City.
economic
indicators and tax
5. Identify areas within the community that are appropriate for housing.
revenue annually
6. Develop a unique value proposition for attracting new businesses.
✓
Website
Other Activities
engagement and
7. Complete the lease negotiations and enable development of Top Golf.
metrics
8. Secure funding and commence design phase of Park Place.
✓
Increase in
9. Consider a fee (1% of commercial project valuation) on development for art in
NetPromoter score
✓
GovDelivery
public places.
Metrics
10. "Re -imagine" the downtown, which includes developing a vision, beautification,
V
Social media
promoting the downtown and creating a funding source for marketing it.
engagement
11. Implement the economic development strategic plan to promote business
metrics
attraction, retention of existing businesses, and industry diversification.
✓
Track new building
12. Refine our focus on economic development to define who we want to attract and
construction square
why.
footage
13. Develop an El Segundo Gross Domestic Product (GDP) metric, and then
✓
Track Annual El
incorporate into a Key Performance Indicator (KPI)
Segundo GDP
EISECUN 0City Strategic Plan
, . ,
Goal 5. Champion Economic Development and Fiscal
Sustainability (Continued)
Objective 58: El Segundo approaches
its work in a financially strategic and
responsible way.
Top Council Priority
1. Consider guidelines for the use of potential revenue from golf course lease
Other Activities
2. Continue on a sustainable financial path, solve future structural
deficits, and maintain reserves.
3. Continue to pay down unfunded pension liabilities.
4. Bring proposed business license tax to City Council for a future ballot.
S. Provide for an annual adjustment of the master fee schedule to consider CPI.
6. Conduct a water and sewer rate study to ensure the adequacy of rates
to support the water and sewer system.
7. Enhance existing revenues and look for new revenue sources (grants,
economic development, tax measures).
8. Conduct a development impact fee update.
9. Explore developing a strategy in collaboration with other cities to get relief
from low property tax with the potential of working toward a future
statewide ballot measure.
10. Evaluate creating a risk manager position to establish a coordinated program
of management and reduction of costs associated with liability claims and
workers' compensation.
11. Determine the right reserve level so excess reserves can be used for services.
Key Performance
Indicators
✓ Online v. manual
transactions
✓ Measure the
unfunded pension
liability per capita
✓ Investment policy
compliance
Conclusion
Conclusion
FYI;
jm.*•
1 y ' 491AP
The El Segundo City Team looks forward to
continuing to achieve our mission of providing a great
place to live, work and play during FY 2019 - 20.
Attachment f City Overview
fx PPO —M
t
jr
With a mission to provide a great place to live, work and visit, the City
of El Segundo is committed to fulfilling our vision of being a hub for
innovation where big ideas take off.
The City's organization chart is provided below.
CITIZENS OF
EL SEGUNDO
CITY
TREASURER
CITY
MANAGER
CITY CITY
COUNCIL CLERK
CITY
ATTORNEY
INFORMATION
SYSTEMS
HUMAN
RESOURCES
FINANCE
POLICE
FIRE
PLANNING &
BUILDING SAFETY
PUBLIC
WORKS
RECREATION
& PARKS
LIBRARY
OF
Strategic Plan August 2019
Attachment 6 Strategic Plan Approach
City Council provided
leadership for the strategic
plan
Process
Input was provided by the Council, members of the City's boards and
commissions, and the executive team in preparing this update to the City's
Strategic Plan. The City Council and executive team held a one -day strategic
planning workshop on June 11, 2019, during which the Council set its annual
priorities, and department heads reported key results of the prior year and their
major focus for FY 2019-21.
Strategic Plan Components
Desired future of the City
Vi$iOn►\
Mission Purpose of the organization
Values How we will act
Goals Our focus and direction
Objectives and Activities How we will
achieve our goals
■
r1Z1JFCity Strategic Plan
t�