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2022-04-12 CC Agenda - Additional Information - Strategic Work Plan Progess Report_FY 2021-22FY 21-22 2nd Quarter City of El Segundo Strategic Plan 2020-2022 Year 3 Update as of January 31, 2022 This document contains all of 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 Council in 2018. Activity was Completed in FY 2020-21 or prior year GOAL 1: I Enhance Customer Service, Engagement, and Communication Goal 1A. I El Segundo provides unparalleled service to internal and external customers Tier 1 Priority Activities a. Obtain an "Age -Friendly City" designation Community Services 1 Activity to be Activity completed in delayed for the or underway foreseeable in FY 2021-22 future; may need to modify AARP notified the City in May 2020 that the City's membership application to the Livable Communities Network was approved, and the Age -Friendly City designation typically takes between 2-5 years. 272 Community Surveys targeting the needs of older adults were collected in November 2021, including 21 from Park Vista. An Action Plan based on top livability opportunities identified within El Segundo will be considered by City Council in FY 21-22. A regional Age -Friendly initiative is under discussion with the SBCCOG. FY 21-22 2nd Quarter Other Activities b. Complete the implementation of the new building Development and planning permitting system Services Information Technology c. Complete the business center for increased Development Services customer service and efficiency Public Works Activity was Completed in FY 2020-21 or prior year 2 Activity to be �mr Activity completed in delayed for the or underwayfuture; may foreseeable Waus and (Comments in FY 2021-22 need to modify X The project is currently at 80% completion; however, the vendor changed technology platforms midstream, and is currently working through software upgrades/challenges. Throughout the project internal resources for Subject Matter Experts (SMEs) have been a challenge due to the workload of Development Services, and other perspective departments. Currently, reviewing options to get the project back on track by reassigning SMEs and escalating the technical challenges to the vendor's executive team. Currently 50% of the project budget has been spent. X The proposed Development Services Center remodeling was presented to City Council on September 7, 2021 for authorization to advertise the project for bid. Construction began in January 2022 and is scheduled for completion by April 2022. The Electronic Sign -Sheet will be implemented as part of the remodeling which will allow the applicants visiting the Development Services Center to sign in using their mobile devise by scanning a QR Code and be notified when it is their turn by receiving a text message. FY 21-22 2nd Quarter 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 "r Activity Activity was Activity to be delayed for the Completed in completed in FY 2020-21 or underway foreseeable Status and Comments future; may or prior year in FY 2021-22 need to modify X The City website platform officially launched in February 2020 and has been overwhelmingly successful in providing the community with timely and accurate information throughout the COVID-19 pandemic and Hyperion sewage spill and recovery effort. Staff also developed and launched the intranet in June 2021 to enhance internal communications and provide employees with a centralized location to easilyfind policies, forms, and other essential internal documents. e. Clarify roles and expectations of the Council, City Manager X Organizational consultant Amistad Associates committees, boards, subcommittees, and task interviewed Councilmembers and staff working with forces Committees to clarify bylaws. Staff will continue to work on reducing the number of committees. The Gateway Committee and Technology Committee were concluded. 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 X Working relationship among City Council and E-Team executives, and staff remained professional. Amistad and Associates is administering the DISC survey to E Team and City Council to learn about our communication and working style preferences. 3 FY 21-22 2nd Quarter g. Streamline the contract policy for greater Finance/City efficiency and effectiveness Clerk h. Enhance collaborative teen programs between Community Recreation and Parks, Library, and other agencies Services Activity was :ompleted in Activity to be completed in "r Activity delayed for the�l foreseeable FY 2020-21 or underway future; may or prior year in FY 2021-22 need to modif4i x X 4 S ratus and Comments Contract Management process utilizing Laserfiche. Ongoing for FY 2022-2023. Information Systems Charter was completed to implement potential technology solutions related to inter -departmental processes. Portions of the contract processing were streamlined within City Clerk's Office. Information Systems and City Attorney Office staff conducted a review of contracts with City staff. Improvements are still needed within some departments to ensure timely payments of source contracts. Recreation and Library staff provided a collaborative approach to the after school SPARK program at El Segundo Middle School, established a relationship with the National Charity League to offer teen volunteer opportunities at City events and programs, partnered with the ESHS English Department to redesign the Teen Summer Reading Program, and offered virtual programming during the COVID-19 pandemic. A collaboration with the Fire Department led to the City's first Girls' Empowerment Camp planned for March 2022. A new Teen Advisory Committee for 71h-12 graders meets monthly to help expand teen programming and services in El Segundo. FY 21-22 2nd Quarter i. Develop options for expanding Library services Community Services Develop a Veteran's Recognition Program Police/ Community Services Activity was Activity to be �mr Activity Completed in completed in delayed for the foreseeable FY 2020-21 or underway Status and Comments future; may or prior year in FY 2021-22 need to modify X Staff created and implemented the Cultural Development Program in partnership with the Arts and Culture Advisory Committee. The Library Park Activation Project is in the design phase with the landscaping and civil package almost complete. Completion of Phase 1 of the project in 2022 —the Learning Garden outside of the Children's Library — will help expand Library services and programs outdoors. A second phase, including creation of a Storybook Loop, is also under development. Library to Go curbside services, virtual programming, and expanded electronic resources were offered during the COVID-19 pandemic. X Staff will review and provide options for City Council consideration. FY 21-22 2nd Quarter k. Provide GIS software access to basic property Information information and relevant documents Technology Goa118: El Segundo's engagement with the community ensures excellence. Other Activities a. Obtain customer feedback, assess customer City Manager 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) Activity was Activity to be �mr Activity Completed in completed in delayed for the FY 2020-21 or underway foreseeable future; may-F S a Wus and Comments or prior year in FY 2021-22 need to modify X Staff researched and developed a road map to improve Geographic Information Systems (GIS) across the City. The Information Technology Services Department (ITSD) conducted an assessment of the City's GIS software and data resources available to City staff for the purpose of developing a strategic road map designed to assess geospatial needs and establish objectives for improving the overall value proposition of GIS within the organization. The documentation captured serves to describe the state of current GIS technical resources and allows IT staff to baseline items in need of improved availability for users. The roadmap objectives in the assessment focus on the management of transitional steps required to move away from map publishing and into enabling users with a "self -serve environment". Staff will execute the roadmap over the next 18 months. X 4t" annual Net Promoter Score (NPS) survey to continue for residents and businesses complete. Staff surveyed businesses and solicited feedback related to City Council actions to safely reopen business. The Police Department continued its use Elucd survey system throughout the year. The "Report It" function on the website enables staff to track and measure responses to community inquiries. Staff started to research development of "transaction -based surveys" for the City's varied customers. Goal is to commence with a test "transaction -based survey" model in late FY 2021- 2022 and share outcome with City Council. [1 FY 21-22 2nd Quarter b. Proactively identify City successes and highlight City Manager them to the public c. Update the website and create a mobile app for Information full interface with the website Technology d. Expand use of social media as communication tool City Manager "r Activity Activity was Activity to be delayed for the :ompleted in completed in foreseeable FY 2020-21 or underway future; may Status and Comments or prior year in FY 2021-22 need to modify J X As part of the City's adopted Communications Program, staff used multiple e-blasts, newsletters, media releases, social media, video "public service announcements," and the "News" section of the City website to communicate with the community and local businesses throughout the year. X The City Communications Plan was updated in April 2021 and continued to serve as an effective framework for building a comprehensive communications programs that fostered effective, proactive two-way engagement with all stakeholders. For example, the Communications Team comprised of El Segundo Media launched the City Council Recap and El Segundo News programs in 2020 to provide greater transparency to the community. X Use of social media by the City continued to increase significantly during the COVID-19 pandemic and during the Hyperion sewage spill in July 2021. The timing of the new Citywide website and social media enhancements was perfect and considerably enhanced the efficacy of the City's communication tools. Social media continues to be a valuable resource to share city -related information with the public. I•I FY 21-22 2nd Quarter Goal 2: Support Community Safety and Preparedness Goal 2A: El Segundo is a safe and prepared city. Other Activities a. Initiate the fire accreditation process, to include a response coverage study Fire Activity was Completed in FY 2020-21 or prior year E:3 Activity to be PF Activity completed in delayed for the aw or underway foreseeable Status and Comments in FY 2021-22 0 future; may need to modify pr X The first phase of the fire accreditation process (community -driven strategic plan) was completed in December 2019. The second phase, Community Risk Assessment (CRA) and Standard of Coverage (SOC) will be initiated in FY 2020-2021. This phase is ongoing and involves a comprehensive report that highlights risk, resource deployments, concentration of personnel, and strategic recommendations to ensure safe and effective emergency response. Thus far, Modules 1 -3 have been completed and Module 4 (Self -Assessment) commenced in July 2021 with is anticipated to be completed by August 2022. FY 21-22 2nd Quarter b. Establish and maintain a local all -hazard Incident Emergency Management Team (IMT) Management Activity was Activity to be �mr Activity Completed in completed in delayed for the FY 2020-21 or underway foreseeable future; may-rS a Wusand Comments or prior year in FY 2021-22 need to modify X The AHIMT has continued to support El Segundo and the COVID-19 pandemic response. Since July 2021, the activated team has consisted entirely of temporary hired personnel allowing all other departments to have full use of their staff for regular operations. The continued development of our regular employee full time staff must remain a priority for city staff to maintain a fully capable team that is prepared for disaster response after the current COVID-19 has been disbanded. %] El Segundo has offered numerous training opportunities for city staff to develop staff proficiency in incident management. In August 2021, El Segundo hosted the All -Hazards Incident Commander Course in partnership with Los Angeles County Fire Department. In January 2022, El Segundo held its annual team training course for the AHIMT. Staff attendance at future trainings must be a priority for all city departments to maintain the AHIMT capability. There have been a number of retirements and people previous on the team that have left city service. Sustaining the team with new staff needs to occur for succession reasons. The city has enabled the emergency management office to send staff to the training and incidents by providing the office with an appropriate budget. The emergency management office will work with the department heads to continue to fill the 44 positions of qualified personnel the team needs to maintain. FY 21-22 2nd Quarter 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 �mr Activity Activity was Activity to be delayed for the "alus rand Completed in completed in foreseeable FY 2020-21 or underway future; may (Comments or prior year in FY 2021-22 need to modify+ X City staff continued to get the word out to residents to remain prepared for future disasters. Due to COVID-19 restrictions, additional classes were not held. However, once Los Angeles County Public Health Orders allow for in -person training, the Community Emergency Team (CERT) will resume when appropriate. X Some vacant positions continue to be frozen in FY 2021-2022. A promotional recruitment process is planned for Captain. Police Officer testing is conducted monthly. Human Resources purchased a Scantron machine to be able to score exams as they are administered and to reduce the total testing process by 2-3 weeks. Goal 3: Develop as a Choice Employer and Workforce 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 HR X HR partnered with Kaiser to bring wellness programs to City employees and was recognized as a "Wellness Champion" for 2021. We are continuing to plan a variety of service providers to bring enhanced financial, health, and wellness webinars to City employees. A wellness challenge is planned with Kaiser and the City of Manhattan Beach for Spring 2022. kill FY 21-22 2nd Quarter b. Improve our employees' experience in our HR organization and enhance employee/management relations Activity was Activity to be �mr Activity delayed for the Wus Completed in completed in foreseeable S Comments FY 2020-21 or underway future; may-F a and or prior year in FY 2021-22 need to modify X NeoGov Onboard and Perform modules are in the implementation phase and expect to be completed by the end of Fiscal Year 2022-23. We are working with CPS to launch a Citywide employee engagement survey in late February 2022. Enhance employee safety and reduce accidents HR X The new Risk Manager position was established and and costs filled in April 2021. The Risk Manager 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 throughout FY 2021-2022. HR implemented various COVID related policies and guidelines. d. Conclude labor negotiations HR X Labor negotiations with the Firefighter's Association (ESFFA) and Police Officer Association (ESPOA) for contracts expiring on September 30, 2021 are in progress. Labor negotiations will begin towards the end of FY 2022-23 with the Police support Services Employees (PSSEA) and Supervisory and Professional Employees Association (SPEA) for the contracts expiring September 29, 2022. 11 FY 21-22 2nd Quarter Conduct a review of part-time classifications and wages to ensure the City can attract and retain needed staff f. Develop a new approach to human resources that will position the City for being a choice employer and meeting future workforce needs HR Activity was Activity to be �mr Activity Completed in completed in delayed for the foreseeable FY 2020-21 or underway Status and Comments future; may or prior year in FY 2021-22 need to modify X Adjustments were made to positions impacted by the minimum wage increase. The minimal essential coverage (MEC) amounts under the Affordable Care Act (ACA) was also taken to for Council approval. Currently, a salary survey of part time Recreation positions is being conducted and proposed adjustments will be taken to Council for approval in March 2022 to remain competitive for summer recruitments. X This is an on -going continual process improvement strategy. In support of Diversity, Equity, and Inclusion (DEI) efforts, a mandatory training series on Microaggressions was launched for all City employees. 12 We hired a new benefits broker, offered new and enhanced plans (dental, vision, life) and conducted an online Open Enrollment process through EASE system. Pet insurance is being offered to all employees (at their own cost) in February 2022. FY 21-22 2nd Quarter Activity was Activity to be FF Activity delayed for the PW Completed in completed in foreseeable FY 2020-21 or underway Status 0 andomments future; may or prior year in FY 2021-22 need modifyPW Goal 4: Develop and Maintain Quality Infrastructure and Technology Goal 4A: 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 13 X On February 18, 2020, City Council authorized staff to solicit proposals from consultants to conduct a "Needs Assessment" for the entire Recreation Park site, which includes the Teen Center. Due to COVID-19, this project was put on -hold and will be re -visited in FY 2020-2021. On April 20, 2021, City Council awarded a professional services agreement (PSA) to RJM Design Group to prepare a Recreation Park Needs Assessment, including public engagement, recreation and park trends analysis, comprehensive review of City recreation programming, facility condition assessments, accessibility survey and ADA requirements, and master plan recommendations including cost estimates. On October 20, 2021, RJM Design Group presented summary information about their analysis and professional recommendations to the Recreation and Parks Commission. On November 16, 2021, RJM Design Group made a presentation to City Council. There were a few questions raised by Council members. A Joint Study Session with City Council and the Recreation and Parks Commission is being planned for March 2022 to discuss the recommendations made by RJM and next steps. FY 21-22 2nd Quarter Other Activities c. Develop a plan to utilize increased transportation funding Public Works Activity was Activity to be Completed in completed in FY 2020-21 or underway or prior year in FY 2021-22 0 14 �mr Activity delayed for the foreseeable future; may need to modify This effort is part of the multi -year CIP Program. Funding has been included for routine street maintenance projects. Also, The City of El Segundo recently concluded negotiations with Los Angeles World Airports (often referred to as "LAWA") and El Segundo City Council, LAWA Board of Commissioners, and LA City Council approved a settlement agreement which includes a commitment by LAWA to make significant improvements to the Imperial Highway medians (between California Street and Pershing Drive) and north parkways. The scope also includes enhanced stormwater improvements within the median including bioswales, landscaping, irrigation system, reclaimed water connection, fencing, and ongoing maintenance. The cost of the improvements was set not to exceed $4M in this agreement. Staff is working with LAWA staff to develop a schedule to start these capital improvements. FY 21-22 2nd Quarter d. Identify funding and commitment to future Public Works infrastructure needs. Activity was ' Activity to be Completed in completed in FY 2020-21 or or underway prior year in FY 2021-22 051 15 Activity elayed for the foreseeable VIS a Vusand Comments future; may need to modify The evolving multi -year CIP will assist with this process. In January 2021, LA Metro executed funding agreement for $5.3 million in Measure R funding for Park Place design. LA Metro also approved $4 M in Measure M funding for El Segundo Blvd. Improvements project and the funding agreement is in the work. In July 2020, County Supervisor Janice Hahn committed support to use a portion of future L.A. County property tax increment revenue (EIFD) to generate hundreds of thousands of dollars for this project. New Water and wastewater rates were approved and implemented in 2021. Staff applied and obtained the approval for the Electrical Vehicle Charge Ready Program grant offered by SCE for an estimated amount of $74,000. Under this grant, SCE will provide the electrical infrastructure needed to install four EV chargers at the existing parking lot at Richmond & Franklin in downtown. The City's share of this grant is for the purchase and installation of the EV chargers for an estimated cost of only $2,900, which can be paid from already available AQMD grant funds. FY 21-22 2nd Quarter e. Monitor the desalinization plant project of the City Manager water district f. Conduct a public transportation assessment to identify alternatives g. Identify funding and commence improvements identified in the completed facility assessment study Public Works Public Works Activity was ' Completed in =Y 2020-21 or prior year 051 X Mel Activity to be Activity �mr�elayed Vla completed in for the Vand or underway foreseeable us d Comments in FY 2021-22 future; may need to modify West Basin's Board of Directors voted to terminate this project in Dec. 2021. X Staff analyzed the Dial -a -Ride program and reviewed various options regarding this program and concluded that the best practical option was to utilize a private transportation services provider for these various services. A temporary agreement with Lyft was executed in November 2021 as a pilot project where the residents can receive the needed services and rides from curb to curb. The Prop A funds are used to subsidize and pay for the costs. This pilot project proved to be effective and successful. Staff has issued a "RFP" to solicit proposals from transportation services provider firms for these services. It is anticipated to complete this process and have this program implemented by FY 2022-2023. Further, to augment transportation services, the residents have been informed that they can also utilize the services that are provided by Metro Micro Transit program for a nominal fee. Staff will continue to pursue efforts to identify outside funding for energy efficiency projects, ADA compliance, and general building improvements. FY 21-22 2nd Quarter 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 �mr Activity Activity was Activity to be Oforeseeable elayed for the Completed in completed inFY 2020-21 or , orunderway nd Comments prior year in FY 2021-22 future; may IF need to modify X In December 2019, required State Building Standards Code was adopted by City Council. X In Fall 2020, staff -initiated work on the Housing Element update. Staff conducted a community outreach meeting on April 13, 2021 and developed a preliminary housing Site Inventory Map. The City Council and Planning Commission held a joint study session on June 14, 2021 to obtain input on the Site Inventory Map. Follow up meetings were held with City Council and Planning Commission in September. An updated Site Inventory map and a draft Housing Element was brought to the Planning Commission and City Council for review and approval in January and February 2022. The adopted Housing Element will be submitted to HCD on February 11, 2022. A third -round review by HCD is anticipated. X Mithun's approved conceptual design was approved at the City Council Meeting on June 1, 2021 after extensive community engagement, needs assessment, and conceptual design development. The engineering and architectural design and consulting services agreement related to renovation and improvements of the Plunge is scheduled to be presented to City Council for review and approval in March 2022. 17 FY 21-22 2nd Quarter Activity was Activity to be �mr Activity :ompleted in completed in delayed for the FY 2020-21 or underway future; may foreseeable Womments )r prior year in FY 2021-22 need to modify Goal 48: El Segundo's technology supports effective, efficient, and proactive operations Other Activities a. Successfully implement new technology as Information X Information Technology Services Department prioritized in the Technology Master Plan Technology worked on high priority Technology Master Plan projects during the fiscal year. Seven projects were successfully completed. Eight projects are in various stages and expected completion in 2022. b. Use the full potential of software Information X Information Technology Services Department staff Technology worked with other departments to promote efficiency and process improvement. The following business applications were enhanced or implemented to promote efficiency: Upgrade of the Library systems, transition of Library Wi-Fi from Cenic to City support Wi-Fi, which saves $20k per year; Transition to Office 365 and cloud email services; Completed backlog of scanning documents for Development Services and the Police Departments. c. Implement paperless goals. Information X Information Technology Services Department staff Technology continued to work with departments to identify /All City ways to reduce paper use and automate processes. Departments Examples included: Use of Eden requisition modules and replaced City's multi -function printers. A Citywide printer use reduction of 15% was achieved. FY 21-22 2nd Quarter d. Install Wi-Fi in all critical facilities. Information Technology e. Digitize document imaging of historical plans and Information records to aid in public accessibility X Technology f. Implement emergency operations center (EOC) Fire software X �mr Activity Activity was Activity to be delayed for the "alus rand Completed in completed in foreseeable FY 2020-21 or underway future; may (Comments or prior year in FY 2021-22 need to modify X Wi-Fi was installed in The Police and Fire Department. Library Wi-Fi was also upgraded. X Scanning of backlog of plans and records for PD and Developments Services was completed. In FY 2021- 2022 operational procedures will be implemented to prevent a growing backlog. X Emergency Management software was purchased and successfully used during the COVID — 19 pandemic. Project should be completed in FY 2020- 2021, after COVID-19 emergency is over. 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 regarding the impacts of LAX. A proposed Settlement Agreement was presented to City Council in Closed Session in September 2021. Working with LAWA on the Settlement Agreement implementation process. b. Identify further infrastructure and downtown Public Works X Power washing of Downtown sidewalks was improvements for Main Street expanded from primarily Main Street twice a year to several Downtown street sidewalks quarterly. During the COVID-19 emergency, staff authorized a series of temporary outdoor dining improvements on City parkways, sidewalks, and streets. Staff is working with local business leaders to produce additional Downtown improvements to coincide with an update to Downtown Special Plan and possible future use of Business Improvement District (BID). Staff is working on development of a policy regarding outside dining (parklet program). FY 21-22 2nd Quarter c. Conduct a study of repurposing City Hall City Manager d. Attract senior living facilities to the City Development Services Activity was Completed in FY 2020-21 or prior year 0 W1 Activity to be �mr Activity completed in delayed for the or underway foreseeable future; may Status and Comments in FY 2021-22 need to modify On October 16, 2020, the City released an RFQ for development companies to assist with studying/planning for the redevelopment of the Civic Center site. Staff and outside land use consultant evaluated responses to the RFQ and narrowed down the list to two firms. The review process was completed in September 2021. The approved developer will commence the public outreach and design process in late 2021. It is anticipated that a completed project design will be brought to City Council for approval by August 2022. X Planning staff applied for two housing grants: a $165,000 SB 2 Grant which was awarded in July 2020 and a $65,000 LEAP Grant which was awarded in January 2021. Funding will be used to prepare housing opportunities studies for a range of housing needs, including senior housing. The studies covered under these two grants will be completed in first quarter 2022. In addition, the City initiated a Housing Element update that will consider and include goals and policies related to a range of housing types, including senior housing. The Housing Element update will be completed by February 2022. FY 21-22 2nd Quarter d. Identify areas within the community that are Development appropriate for housing Services Activity was Activity to be Activity Completed in completed in delayed for the FY 2020-21 or underwayfuture; may foreseeable • • or prior year in FY 2021-22 need to modify X A $165,000 SB 2 Grant was awarded in July 2020 and a $65,000 LEAP Grant was awarded in January 2021. In addition, the City initiated a Housing Element update in fall 2020. The primary goal of the Housing Element update is to identify areas in the City that are appropriate for housing. Staff conducted a community outreach meeting on April 13, 2021 and developed a preliminary Site Inventory Map. The City Council and Planning Commission held a joint study session on June 14, 2021 to obtain input on the Site Inventory Map. A final draft Housing Element was presented to the Planning Commission and City Council for review January/February 2022 and will be submitted to HCD on February 11, 2022. The overall project will be completed by February 2022. Develop a unique value proposition for attracting City Manager X Staff prepared a comprehensive report of the City's new businesses unique value proposition for developers and businesses and submitted to City Council on March 2021. Other Activities f. Complete the lease negotiations and enable City Manager X Obtained City Council approval in November 2019. development at Top Golf Construction began on February 15, 2021 and expected to be completed by May 2022. g. Secure funding and commence design phase Public Works X Staff issued an RFP for the engineering design of Park of Park Place Place project. A total of 5 proposals were received. The top 3 firms were identified and interviewed by a panel, and a PSA was awarded to the firm of Maffatt & Nichol by the City Council on December 21, 2021. The design efforts have been initiated. 21 FY 21-22 2nd Quarter h. Consider a fee (1% of commercial project Community valuation) on development for art in public Services places i. "Re -imagine" the downtown, which includes City Manager developing a vision, beautification, promoting the downtown and creating a funding source for marketing it �mr Activity Activity was Activity to be Oforeseeable elayed for the Completed in completed in FY 2020-21 or , orunderway Status and Comments prior year in FY 2021-22 future; may op need to modify X On November 19, 2019, City Council adopted Ordinance 1594 establishing a Public Art requirement or In -Lieu Fee for new commercial and industrial development exceeding $2 million in value. Approximately $700,000 has been allocated from the new Cultural Development Fund to date for projects, including Gateway, Library Park Activation, Festival of Holidays, El Segundo Poet Laureate, and more. An additional $800,000 of on -site public art projects are in development. X During FY 2019-2020, staff completed landscaping upgrades and ongoing maintenance, installed lighting in over three Downtown intersections, worked on parklet design review and approval. The Downtown area was highlighted in new websites. W Tree up lighting project was completed. Increased power washing of Downtown sidewalks took place. Staff will continue to work with Chamber of Commerce staff and local businesses to bring about improved public infrastructure. Downtown Specific Plan will be updated. On August 18, 2020 City Council approved soliciting RFQs from developers to re -imagine Downtown and possibly repurpose portions of the civic center and begin process to update the Downtown Specific Plan. FY 21-22 2nd Quarter j. Implement the economic development City Manager strategic plan in order to promote business attraction, retention of existing businesses, and industry diversification. I. Refine our focus on economic development to define who we want to attract and why. FF Activity Activity was Activity to be delayed for the Completed in completed in foreseeableStatus FY 2020-21 or underway future; may andComments or prior year in FY 2021-22 need to modify X Ongoing for FY 2021-2022. Implementation is ongoing. See Economic Development Annual Report for details: https://www.elsegundobusiness.com/Home/Show Document?id=3204 City Manager X Goal SB: 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 X Completed research study to reposition marketing strategy for post -pandemic commercial real estate world. Topgolf Revenue Allocation Policy approved by City Council on April 12, 2021. This was a major achievement for the City. Other Activities b. Continue on a sustainable financial path, solve Finance X Staff addressed a $9 million budget shortfall for the future structural deficits, and maintain reserves. FY 2021-2022 budget and shifted to a July 1-June 30 Fiscal Year. City Council approved formal UAL Policy on March 16, 2021. City Council authorized issuing Pension Obligation Bonds (POBs) on May 12, 2021. City Council approved a balanced FY 2021-2022 Budget on June 15, 2021. Staff is in the process of developing a ten-year Long -Term Financial Strategic Plan for the organization. c. Continue to pay down unfunded pension liabilities Finance X City Council approved a formal UAL Policy on March 16, 2021. City Council authorized issuing Pension Obligation Bonds (POBs) on May 12, 2021. POBs were issued at 95% of the outstanding Pension liability, saving the City —$83M over 19 years. 23 FY 21-22 2nd Quarter d. Bring proposed business license tax to City Council Finance 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. g. Enhance existing revenues and look for new revenue sources (grants, economic development, tax measures) h. Conduct a development impact fee update Finance Finance Finance Activity was Activity to be �mr Activity Completed in completed in delayed for the FY 2020-21 or underway foreseeable future; may-F S a Wus and Comments or prior year in FY 2021-22 need to modify X Staff will work with City Council to determine if timing is appropriate to place on the November 2022 ballot. X A full City-wide Fee Study was conducted in 2018. First Consumer Price Index (CPI) update to fee schedule took place in 2019. Annual CPI updates will continue. X City Council held the Prop. 218 ballot protest on December 8th, the public hearing was held on February 16, 2021, and the adoptions of the new rate structure and 5-year rate adjustments were approved on March 2, 2021. The City has water and wastewater rates stability and system security for the next five years. X This is a continuous work effort that is achieved each year. For FY 2020-2021 the following occurred: CPI increase to the Master Fee Schedule, the Water & Wastewater rate increases were successful, Topgolf lease was approved and the construction of the facility is underway, and City Council approved a formal Topgolf Revenue Policy, and a CPI rate increase on the residential solid waste fees went into effect. The following are scheduled for FY 2021-22: Development Impact Fee Study, and CPI Increase to Master Fee Schedule. Finance X 24 The latest Development Impact Fee Study will be completed in March 2022 and is scheduled to be presented to City Council on March 15, 2022. FY 21-22 2nd Quarter i. Explore developing a strategy in collaboration with Finance other cities to get relief from low property tax with the potential of working toward a future statewide ballot measure. k. Evaluate creating a risk manager position to establish a coordinated program of management and reduction of costs associated with liability claims and workers' compensation. Determine the right reserve level so excess reserves can be used for services HR/Finance Finance �mr Activity Activity was Activity to be delayed for the Completed in completed in foreseeable FY 2020-21 or underway future; may Status and Comments or prior year in FY 2021-22 need to modify X Staff will attempt to work with other low property tax cities, League of California Cities, South Bay Cities Council of Governments, City's Financial Advisor, and outside lobbyists to determine the likelihood of success. X City Council authorized the risk manager position in FY 2020-2021. The position was filled in April 2021. X On June 15, 2021, City Council adopted a 20% GF reserve for FY 2021-2022 with the goal to get up to 25% in subsequent fiscal years. The Economic Uncertainty reserve is $1.9 million for FY 2021-2022 with the goal of funding it at $2 million in subsequent fiscal years. NO