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2023 May 16 - CC PACKET SPCSPECIAL AGENDA STRATEGIC PLANNING WORKSHOP EL SEGUNDO CITY COUNCIL 1:00 PM SPECIAL SESSION TUESDAY, MAY 16, 2023 EL SEGUNDO LIBRARY, SUE CARTER ROOM 111 W. MARIPOSA AVENUE, EL SEGUNDO, CA 90245 Drew Boyles, Mayor Chris Pimentel, Mayor Pro Tern Carol Pirsztuk, Councilmember Lance Giroux, Councilmember Ryan W. Baldino, Councilmember Tracy Weaver, City Clerk Matthew Robinson, City Treasurer Executive Team Darrell George, City Manager Barbara Voss, Deputy City Manager Jaime Bermudez, Police Chief Michael Allen, Comm. Development Dir Elias Sassoon, Public Works Director Aly Mancini, Rec., Parks, & Library Dir. Mark Hensley, City Attorney David Cain, Interim CFO Robert Espinosa, Interim Fire Chief Rebecca Redyk, HR Director Jose Calderon, IT Director MISSION STATEMENT: "Provide a great place to live, work, and visit." VISION STATEMENT: "Be a global innovation leader where big ideas take off while maintaining our unique small-town character." 1 The City Council, with certain statutory exceptions, can only act upon properly posted and listed agenda items. Any writings or documents given to a majority of City Council regarding any matter on this agenda that the City received after issuing the agenda packet are available for public inspection in the City Clerk's Office during normal business hours. Such documents may also be posted on the City's website at www.elseguqdo.org and additional copies will be available at the City Council meeting. Unless otherwise noted in the agenda, the public can only comment on City -related business that is within the jurisdiction of the City Council and/or items listed on the agenda during the Public Communications portions of the Meeting. Additionally, members of the public can comment on any Public Hearing item on the agenda during the Public Hearing portion of such item. The time limit for comments is five (5) minutes per person. Those wishing to address the City Council are requested to complete and submit to the City Clerk a "Speaker Card" located at the Council Chamber entrance. You are not required to provide personal information in order to speak, except to the extent necessary for the City Clerk to call upon you, properly record your name in meeting minutes and to provide contact information for later staff follow-up, if appropriate. When Council Member duly requires AB 2449 teleconferencing to attend the City Council meeting, the public will also be able to access the meeting and provide public comment via Zoom teleconference. To access Zoom from a PC, Mac, iPad, iPhone, or Android device, use URL s://zoom.us// 81951332052 and enter PIN: 903629 or visit www.zoom.us on device of choice, click on "Join a Meeting" and enter meeting ID: 81951332052 and PIN: 903629. If joining by phone, dial 1-669-900-9128 and enter meeting ID and PIN. To reiterate, attending a City Council meeting by Zoom will only be used when AB 2449 is used. NOTE: Your phone number is captured by the Zoom software and is subject to the Public Records Act, dial *67 BEFORE dialing in to remain anonymous. Members of the public will be placed in a "listen only" mode and your video feed will not be shared with City Council or members of the public. REASONABLE ACCOMMODATIONS; In compliance with the Americans with Disabilities Act and Government Code Section 54953(g), the City Council has adopted a reasonable accommodation policy to swiftly resolve accommodation requests. The policy can also be found on the City's website at https:llvvww,elsieundo.oLglgovemmentldeDartmientslcitv-clerk. Please contact the City Clerk's Office at (310) 524-2308 to make an accommodation request or to obtain a copy of the policy. 2 STRATEGIC PLANNING WORKSHOP EL SEGUNDO CITY COUNCIL TUESDAY, MAY 16, 1:00 PM CALL TO ORDER ROLL CALL PLEDGE OF ALLIGIANCE PUBLIC COMMUNICATION — (Related to City Business Only — 5-minute limit per person, 30-minute limit total Individuals who have received value of $50 or more to communicate to the City Council on behalf of another, and employees speaking on behalf of their employer, must so identify themselves prior to addressing City Council. Failure to do so shall be a misdemeanor and punishable by a fine of $250. While all comments are welcome, the Brown Act does not allow City Council to take action on any item not on the agenda. City Council and/or City Manager will respond to comments after Public Communications is closed. SPECIAL ORDERS OF BUSINESS: 1. Strategic Planning Workshop to discuss the City's Current Strategic Goals and Top Priorities for Fiscal Year (FY) 2022-2023 through FY 2026-2026. The Strategic Planning Workshop includes the following: A. Welcome from Mayor Boyles B. Comments from City Manager, Darrell George C. Introductions — Review Agenda — Expectations What will be achieved during the meeting and from the strategic planning process. D. Facilitator Presentation of Staff and Council Interview Results E. Three "C's" Discussion: Close Out, Carry Forward, and Create New Strategies under the Existing Five Goals. • This process is for reviewing the Work Plan and proposed new goals and strategies to determine which have been completed, which will continue to be worked on and potentially what could be added to the list. F. "Top Ten" — Prioritizing of Strategies under the Existing Five Goals This process is for discussing and determining; in turn, Council will prioritize of the City's goals and strategies for the next fiscal year. 3 G. Wrap Up & Next Steps Recommendation, Receive, discuss, and provide direction regarding current Strategic Plan for FY 2022-2023 through FY 2025-2026. ADJOURNMENT POSTED: DATE: Thursday, May 11, 2023 BY: Tracy Weaver, City Clerk TIME: 8:00 AM 4 0 0 a . a 0 A 0 'Ll a QUESTION #1: What are the things that the City of El Segundo is doing well? Goal: Staff` Responses: City Council Member Responses: #1-5 VisionlFuturelFocus on Priorities/Leadership 'Vision/Future/Focus on Priorities/Leadership • Looking at the big picture Good job of reinventing ourselves as a City internally— it's a • City Council focusing on policy reboot • Long-term planning • Staff is starting its succession planning process which is good • City trying to move in progressive direction • Spent last 5 years on IT initiatives Reinvent itself as a modern City • Great directors + City Council is moving forward in a positive direction The manner in which things are getting done has improved • Getting things done— the Council is lining up our priorities • Leadership team is working well • More flexible to accommodate minor things • We are poised to be successful in our endeavors if we allow ourselves to be successful • We have a more collaborative and calmer approach to getting things done QUESTION #11: (Continued) What are the things that the City of El Segundo is doing well? Goal: Staff Responses: City Council Member Responses: #2,4,5 Fundina/Resourceslinfrastructure Funding/Resources/infrastructure • Finances and infrastructure • Overall doing a good job financially and with the budget City financially sound/good decision -making Refinancing of pension obligations • Bringing in revenue where possible • Financial sustainability • Good CIP program Excellentjob with our public works projects • GIP is good #11,2 Community Services & InclusivenessCommunity . ......................... Services & Inclusiveness • Trying to be more inclusive for residents • Customer service in Planning has improved greatly 0 Safe/clean community We offer great events/programs/library programs • Streets are well maintained Very responsive to community Staff is approachable . . . ............... . #5 Econi�mic-Deveiooment/GrowthlBrandin;nI Economic Development/Growth/Branding a Doing well at economic development 0 Doing a good job of economic development The City continues to manage growth and development • Doing a good job of branding the City well • Branding itself to bean innovative City • Proactive with our businesses Doing economic development well Doing communications well with the community (e.g. Social Media, Intranet and Internet) .._ ......... #1 Communication/Community Engagement (internal and Communication/Community Engagement (internal. and External) External) a Communication with the staff is improving Robust communication program We manage crisis communication well Enhanced communications We are very transparent Responding to residents well 0 Communications Department is a success • Communicate with our citizens well Good at community outreach .. .. .. Communications are improving . .. ............ . . . . ......................... L ....... ......................................... . . QUESTION #1. (Continued) What are the things that the City of El Segundo is doing well? Goal: Staff Responses: City Council Member Responses: #3 Employee/Labor Relations/CiEganizational ffevelopment Rebuilding trust • Engaging employees • Addressing existing resentment employees have • Allocating resources to recruiting and staffing • Supporting staff growth • Supporting department enhancements to improve services Morale is slowly improving • The City is starting to think about succession planning QUESTION #2 What are the areas you feel could be improved? Goa Staff Responses: onses: C dYCounc. l Member Responses: #3 Em to ee/Labor RelationslOr anizational Develo ment Em to eell.abor Relations/Organizational Development • Employee engagement at all levels • Employee morale • Make employees feel they are part of the process . Look at the organizational culture and how to improve, so we can • Management/confidential salaries • Employee relations/improve labor negotiation become the employer of choice relationships • Try to improve the morale of the employees • Man agement/Confidential Group could use some equality Morale needs to be improved • Staff retention • Retention and recruitment #1-5 Administrative ImprovementslAccountability, ........ ............. Administrative Improvements/Accountability • Red tape and the bureaucracy make it difficultto get Relying far too much on consultants/experts things done • Should rely more on common sense Accountability to see things through • Organizational innovation • Management of City Council priorities Accountability across the board • Policies need to be developed or addressed Have a true performance management system in place • Find a way to get to yes ................._ ...... #1 Communicat'ion/Communi Eng a ement internal and Communication/Community Engagement internal and External External • Continue streamlining of communications— it is only going to be • Educate community on how the City runs and the successful if there is organizational buy -in staff/resources necessary to do the job Not saying no needs to be addressed Trust level needs to be improved between staff and Council QUESTION #2 (Continued) What are the areas you feel could be improved? Goal: ' Staff Responses: City Council Member Responses: #2,4,5 Funding/Resources/infrastructure Not enough resources to meet Council's priorities • Staffing levels need to be improved • Public safety doesn't have the resources to match the infrastructure we have to protect • The Plunge • The Gateway sign QUESTION #3 What are the top 5 challenges the City faces? Goal: Staff Responses: City Council Member Responses: #3 Em to ee/Labor Relations/ Organizational Development Em toYee/Labor Relations/ Organizational Development • Our sense of pride is developing • Employee engagement, attraction, and retention • How to create organizational training and development . Labor/Bargaining Units could be a better partner for the City — programs at all levels focus on the whole, not the individual • Attracting higher competency levels • Union relationships • Civil service system is challenging Labor relations * Hiring practices/rule of three (3) Hard to work with labor on the business side of things/looking for Staffing/hiring/the need for more agility flexibility (employee/labor relations) • Retention and attraction . Concerns with how nimble/flexible we are • Employee morale • Flexibility to hire the right person forthe right job • Employee morale • Constant turnover of employees is an issue • Employee training • Employee attraction and retention • Future of the workforce (office space) • Low morale • Finding qualified people/all department levels • Employee morale • How to find affordable housing for our top employees • Labor environment • Labor negotiations QUESTION #3, (Continued) What are the top 5 challenges the City faces? Goal # Staff Responses: City Council Member Responses: #2,4,5 Funding/Resources/infrastructure FundinalResourceslinfrastructure • How will we fund infrastructure 0 Capital improvement projects • Availability of resources • Potentially developing anew tax base Conflicting priorities « More parks space • How to financially improve City facilities • More ball fields • Addressing how to look at recession impacts Improving our financial position a Public safety budgets Finding new revenue sources • Providing adequate public safety Thinking about the upcoming recession and how it effects our Implement technology replacement schedule economics Aging infrastructure • Infrastructure needs work F-#5 Economic DevelopmentiGrowth/Brandinci Economic Development/ Growth/Branding • Addressing State mandates (e.g. housing and 0 Housing element/Sacramento pressure development issues) 0 Look at future plan for East side of town • Addressing private market/Eastside issues • Housing element • Complying with State mandates (e.g. housing element Affordable housing and development issues) • Economic development • Housing is a challenge • Commercial office market has changed a lot (shrinking footprints) . . ................. ................. #1 . ...... ................ Communication/Community Engagement (internal and External) • How to create citizen engagement on how to pay for services Address and identify social needs of the community • Challenging community/activists • Social media can be an issue .... ............ . ................... . . .................. . .. .. .. .. .. .. ............ QUESTION #3 (Continued) What are the top 5 challenges the City faces? Goal # Staff Responses: City Council Member Responses: ......... #2-5 Administrative Improvements/Accountability • The need to pivot quicker on issues and topics How to make Hyperion accountable QUESTION #4 What is the one thing the City should consider changing? Goal Staff Responses: City Council Member Responses: #1-5 Administrative Improvements/Accountability, Administrative Improvements/Accountability • Consider taking the personnel rules and regulations out • Overuse of consultants/experts of the municipal code City Manager structure/willingnessto hire outside of the Handcuffed by civil service system organization/explore changes • Civil service system needs to be addressed • Modernize our work environment • Streamline the bureaucracy to get it done— too much red tape • Share information on our procurement process #1-5 Vision/Future/Focus on Priorities/Leadership Vision/Future/Focus on PrioritieslLeadershlp Need to implement and consistently challenge ourselves to • Spend time prioritizing the services/projects the Council wants to get done define and redefine our goals Formalize long term business plan • More adherence to the Strategic Plan ratherthan a reactive approach ...... ........... ..... _____ #3 Em to ee/Labor Relations Q3r anizational mevelo merit • Training for employees • There is a need to value the employees « Possibly consider remote work in some instances • Improve City morale • Improve attraction and retention of employees QUESTION #4 Continued What is the one thing the City should consider changing? Goal Staff Responses: City Council Member Responses: #5 Economic Development/Growth/Branding • Improving economic development and continuing the progress the City is making in that area ........... #1 Communication/Community Engagement internal and External • Improving our communications— at times we tend to be reactive, not anticipating public concerns QUESTION #S What is the one thing the City can do better? Goal # Staff Responses: City Council Member Responses: #2,4,5 Fundin /Resources/infrastructure Fundin /Resources/Infrastructure • City infrastructure needs improvement • Fire, Public Works, Parks & Recreation need more support • Hire more staff 41 Communication/Communit En a ement Internal and Communication/Community Engagement internal and External External • Outward communication is lacking How to better educate the community on Getting the word out to the community environmental issues • How do we announce our activities • We may possibly need a PR firm QUESTION #5 What is the one thing the City can do better? Goal # Staff Responses: City Council Member Responses: Engage our residents on how to interact and engage with City Hall Be more proactive with our citizens • Improving communications across the board • Communication can be improved 4- Economic Development/GrowthiBrandingi • Invest more on the business development side of the City • Really being able to engage with our businesses to determine what their real needs are ............ ..... #3 Employee/Labor Relations/ Organizational Development • Employee engagement- unrepresented groups Build cohesiveness within the organization The City can do better at recognizing the staff • Figure out away to create new or additional steps in the salary ranges ...... . ............. — ........ . ............. . . ...... . . ............. . ............ QUESTION #5 (Continued) What is the one thing the City can do better? Goal # Staff Responses: City Council Member Responses: #1_5 Administrative Improvements/Accountablilly, 0 Have the agility to pivot on topics 0 Streamline the bureaucracy to get it done— too much red tape ......... . . #1 -5 Vision/Kit—urWi0ocus, on Priorities/Leadershi . ...... .... e Further deve!qpjn City Council priorities/deliverables . ................. IE QUESTION #5 (Gontinued), What is the one thing the City can do better? Goal # Staff Responses: City Council Member Responses: For the City to have a better regional/state-wide perspective on issues QUESTION What are your personal goals/interests for the City of El Segundo (e.g. programs, projects, or processes)? Goal # Staff Responses: City Council Member Responses: #3,4,5 Funding/Resources/infrastructure Funding/Resourceslinfrastructure • Tackle pension issue More field space for recreational uses • Complete renovation of the Plunge project » Get as many CIP projects done as soon as possible Continue and build upon the recreation/park improvement plan • Update our existing facilities and infrastructure throughout the City ........ ...... #5 _ p Economic Development/Growth/Branding ment/Growth/Branding Economic Development/Growth/Branding s Navigate/develop strategy from a development Invest more on the business development side of the City perspective on how to maintain sustainability and facilitate growth vs. while maintaining existing • Economic development There is a need to revisit our Eastside development environment . Explore entertainment venue opportunities #1 Communication/Community En a ement Internal and Communication/Community Engagement Linternal and External' External Communication with our residents • Do more with transparency • Information distribution w Engagement with our residents #1-5 ........................ Vision/Future/Focus on Priorities/M eadership Vision/Future/Focus on Priorities/Leadership Long-term business plan Set the stage for El Segundo for the next 100 years Build proactive IT department What are your personal goals/interests for the City of El Segundo (e.g. programs, projects, or processes)? Goal # 1 Staff Responses: City Council Member Responses: • Become a leader in cutting edge technology gUESTION #6 (Continued) What are your personal goals/interests for the City of El Segundo (e.g. programs, projects, or processes)? Goal # Staff Responses: City Council Member Responses: #1-5 Administrative Improvements/Accountability • Clean things up/best practices • Job descriptions need work • Do more with less • Get records retention on a yearly schedule •, Hire staff to organize records at Iron Mountain, reduce fees we pay them #3 Em to ee/Labor Relations/Organizational Develo ment • Stability at the executive team level • Provide training/wellness for employees • Make it a work environment where people want to be « Provide more tools for employees Organizational training and development programs • Bringing in classes from the outside to help our employees with specific life skills and training • Agreement on minimum staffing for Fire • Professional development of front line supervisors • Training/DEI 12 QUESTION #7 What are your priorities? Goal# Staff Responses: City Council Member Responses: #3 Em to eelLaborRelations/ Or anizational Development Employee/Labor Relations/ • Finish labor negotiations Organizational Develop ment « Update administrative code (starting to update) • Get Unions to settle • Reorganize departments so that they can align with the needs of the City while keeping things running smoothly Reorganize and rethink staffing structure for community development department • Building a cohesive and productive team • Supporting employee professional growth To be the best team player possible Safety/health/wellness of Firefighters ___................ #2,4,5 Funding/Resources/infrastructure _---- _ Funding/Resources/Infrastructure • Get a sales tax measure implemented « Hire an Assistant City Clerk • Get the pool working • We area low/no-tax City/property tax —we need to revisit this Invest in our infrastructure public works projects « Get the Plunge done Getthe CIP done • Get Parks projects done • Stay financially conservative « How do we ensure the aquatics program is financially sustainable ........ #1-5 Vision/Future/Focus on (Priorities/Leadershi Vision/Future/Focus on Priorities/Leadership • Develop a clear vision Leave City in a better spot than it was #5 Economic Develo rnent/Growth]Brandin • Continue oureconomic development growth 13 QUESTION # 7 Continued What are your priorities? Goal # Staff Responses: City Council Member Responses: #1-5 Administrative Im rovements/Accountabili • Implementation of the new ERP system • Managing existing and creating new resources Improve the City across the board operationally • Streamline the public records request process More technology to streamline paper ......................... .. ............. #1 Communication/Community Engagement (Internal and External • Improve communication and morale across the board ........ .._.. #1,2 _ Community Services & Inclusiveness • Enhancing community development services to address the community • To satisfy our residents with our customer service and completed projects Provide excellent EMS services for the community 14 MAN all, , t t t f r 1 r y r r i I i f 11 l r i f Cl l f 1 l I r 1 I I J 1 1 1 I 1 � A. E.Iinhamne otAir Ilpiirr-oactive comrmmurnum°miiity eingagernent Ilpirogira!m to educate and linfoirm°n time publlliic, about City semrv'iiices, Ilpirogiram°ns, amid issues. _.. _ _..... B. Implement the City Council -approved recommendations from ........_. the Diversity, Equity and Inclusion (DEI) Committee reports to City Council. ._..... . .,,,,, _... C. Institute process streamlining and automation for permitting, online _, 24-hour services, customer service -oriented practices and providing materials online. p ..... p ntservicesandbusiness Complete remodel of development D. Com mm� services center for increased customer service (concierge) and efficiency. .............. ........ ,, E. Adopt and implement Livability Action Plan and obtain the "Age - Friendly City" designation from the American Association of Retired Persons (AARP). i,.s 2: GOAL PREPAREDNESS / 1YIY i i I r 1 / � 1 I I C 1 I i i ..- -.. A. Address quallfuty of life issues pertaiinling try homelessness, graffiti, noise, cirirne, air quiiallity and otheir concerns. . B. Conduct an anaiy isgo include a resoise coverage _ study to ._. deterrri'ine tlhe best and nn st cost-effective response mcidell foie° the F1re Deliiartment. C. Develop a long-term strategy to hold large-scale neighboring municipal operations accountable for environmental violations that place the quality of life and health of residents and businesses at risk. �.............. D. Clearly define our disaster preparedness program to ensure the City is prepared for a variety of disasters, including our facilities and staff. ........... .......................... E. Implement the recommendations approved by City Council in the ........ ._. Diversity, Equity, and Inclusion Committee (DEI) Rubric ft_y Re. F. Increase community awareness for emergency preparedness; for significantly increase the number of people who are prepared disaster and involved in the Community Emergency Response Team (CERT) services. .w..... G. Complete and implement the Fire Department's accreditation process. .............. ............ .......... _ H. Ensure that police services are provided in a cost-effective manner, _.... including meeting unfunded state mandates. THROUGH TEAMWORK AND ORGANIZATIONAL EFFICIENCIES Y ) 1 l / l r it r i I 1 r 1 � t r r t � i 1 i 1 I l � l I I ermine oill tiniai staffing Illlevelllls requiredto dellliveur unparallllllellled City seurvices aiu°md ensure City Councillll pollllicles acre fuiiy Illy nupieui°neiunted. B. Institute methods to improve our competitive edge to hire and retain top quality staff. C. Institute methods of understanding employees' interests and needs regarding training, job satisfaction, and engagement to aid in employee development, retention and succession planning„ D. Implement the recommendations approved by the City Council in the Diversity, Equity, and Inclusion Committee (DEI) Citywide Or anig ztion Report, E. Review and update key performance indicators (KPIs) to ensure they can be tracked with data and the results used to make improvement decisions. F. Support initiatives designed to improve the pp overall health, wellness and safety of employees. ir G. Provide training to employees to ensure they are able to perform the jobs safely, includingcarrying out their emergency response roles in the event of a disaster. H. Streamline the contract policy for greater efficiency and effectiveness. ............ I. De _...... Develop a workplan to institute a records management program and _ related systems. J.. Embrace the use of the Intranet as a one -stop site for employee information and services to enhance internal communications. Ur. 1 r 1 1 / rT � i ( C r r l I 1 1 / f 1 � l A. Identify pairking solutions thi oughout the conirrirrnity. .... ...._ .... ..._.. ..................m........... . B. iinipllernei it the c,,aplit l irunlpiroveirnerrt plan ioir parks, recreation, ........................ facfflti(�s, Illiilbirairy, and (Park Vista senior hiving facility. C. Examine options regarding the expansion of thefiberinfrastructure......_. within El Segundo for economic development ur oses ......_ _........ _..__.... D. Initiate a comprehensive update to the General Plan. E. Implement a new ERP/HRIS (enterprise resourcesplanning/human_ p ( p �..... resource information system) to improve efficiency and transparency. ........ ........ _ _ .......... F. Complete the Park Place extension project. G. Renovate the indoor swimming facility, the Plunge. H. Determine the future of �... ........_�.-._..... .......... the Teen Center. � ... __...�._.. ...... _ _.... _... �_ _......._ I. Implement El Segundo Boulevard improvements (to include multi - ........................ modal approaches, roadway rehabilitation, new bike lanes, Americans with Disabilities Act ramps and sidewalks, and landscaping). J. Adopt and implement the Recreation and Parks Master Plan guided p p g d by community engagement data, and a commitment to equity. _ _ _ - g demand transportation services for K. Offer convenient, integrated on- cost efficiency and reliability, and encourage the use of Metro rideshare. _.. ._.......... _ L. Update the Technology Master Plan with anew prioritized list for funding and implementation (see Attachment B). M. Implement technologies to enhance customer service while maintaining a human connection in the delivery of City services N. Implement the geographic information system (GIS) roadmap that will provide software access to basic property information and relevant documents. ..... _........ _._.... ........_.�._..________ .... 0. Expand the new agenda management program to automate processes for Commissions, Committees and Boards (CCBs). P. Pursue collaboration with the City and County of Los Angeles to beautify the entryways into El Segundo to include parking lot and beach. J, r l i l l r I 1 i 1 1 1 f 1 � % i 1 � C i I C A. Conduct a long-term finainciall analysis to identify waysto maximize and enhance fiscal sustainai iiity frorn a variety of souirces t°o support, City services .. .Ileveioll� �� robiuW�sapproach'to ciiininoct°iing Ibusines ses to eammlii other and conducting (proactive outreach to gromi our business community. ..... _._. C. Implement the goals and objectives of the Economic Development Program aimed at industry diversificationbusiness , g ess attraction, retention, expansion, and promoting the City as a tourist destination. _____ ..... i D. identify o i or-tuinii.iies...for ne revenues, enhainceimrnent of existing y i Ip revenues, and exlploiiratioin of potential funding options to suplport unfunded capital Improvements and deferred rriainteinarice, to address the aging irifrastr°ucture tliirougi°ioi,rt the City. ................ ___- _._ ...._..... _.__ ..... _ incubator E. Sponsor, coordinate and launch a private -public program. I, .........._. ...... _.........._ . F. Facilitate the move of the LA Chargers headquarters in El Segundo. ......... .. ........... .....® i ..... y ............... f . i"ncouram a�^ITl rogress in'the devello ° ment of the Smoky Hollow business _.... zone. .- ._...... .......____ ......_ .. H Collaborate with South Bay cities to spur innovation, promote problem ......_........ solving and create cost savings. ....._..11 . I. Identify areas within the community that are appropriate for housing, Af ly ' facilities, while preserving the R including senior living fac t p g -1 zone. ' J. Engage in a dialogue about housing east of Pacific ....-_ � g g Coast Highway, while preserving the R-1 zone. K. Update land use regulations to encourage development and entitlement projects (including the Downtown Specific Plan, Housing Element and other planning documents). ......... L. Update the Administrative Code on business licenses, as well as an update to the Municipal Code which will require City Council to consider a future ballot initiative to effect changes. 11. Complete the implementation of the new building and planning permitting system 2. Develop Citywide fiber optic strategy and install WiFi in all critical facilities. _.— .. _ ......., _._._._ _. _._..... _. 3. Upgrade the network and Cyber Security System ....... ................ ........ 4. Continue to evaluate the geographic information system (GIS) ......... _.. strategy 5. Implement paperless goals; implement records management and retention schedule to reduce digital and physical records 6. Upgrade asset management and facility maintenance system 7. Develop an enterprise data management strategy and continued cloud roadmap - business information dashboards (Smart Cities) 8. Provide security camera and door system for City facilities and structures 9. Begin upgrade assessments to replace ._._.. g' pg p the City Enterprise Resource ......._.101 Planning (ERP) and HR system (Eden - end of life in 2027) 10. Implement a contract and insurance management system 11. Automate the request for pro posals and bidding process, ..�.� ......_._.. ......._.�._.. .............. 12. Implement anautomated library management system. _....... ..... CityCouncil............. .............. .................,..........A .................. ....... , ., ......................... ..... ...,, .,,. ......,............. 1 ExecutiveSummary..,..—.,,,.,.... .... .... ........................,,, ,,,............................. 2 StrategicPlan Overview.,...... ......... ...................... ............... .................. ................................................ 3 Vision, Mission and Values ............................... ................................,,,..,, ......,., ,,.,... ,.,............................... 4 Opportunitiesand Challenges .................. ............... ............., ,..... ............,. ........W....,.,...,............................... 5 Multi -Year Goals ................................................»,.. ..........,...,,....,.... ,.......... ,,....... .,...,.., ..,..,,., ,.,................ 6 TopCity Council Priorities...................................................................................................................................... 7 Goal 1: Enhance Customer Service, Diversity, Equity, Inclusion and Communication... ..... ..... ...................... 8 Goal 2: Support Community Safety and Preparedness ............. ....... .................... 9 Goal 3: Promote a Quality Workforce Through Teamwork and Organizational Efficiencies. .... ..... ........... 10 Goal 4: Develop and Maintain Quality Infrastructure and Technology............................................................... 12 Goal 5: Champion Economic Development and Fiscal Sustainability....................................... ........................... 14 ProgressReports ....,.,...—..... ...................—.,, .......... ....................,. ,,... ........, ..,,..,,, ......., . ,.,.. ............. 16 Conclusions......................................................................................................................................................... 17 Attachment A - Highlights of Accomplishments ............ .................. ...........,. ......,..,,.,... ........,.,,,..,.,............ 18 Attachment B - Technology Projects and Needs ............ ............. .. ......... ,...,........... ...,,......... ........... 19 N // / II J / � i / � r i �ii l l m. r,rr ,.,,.,, ,,,.� ,�...�... ,,r+, l 1 / % i � I. � / �� j I „�,,, fir, � �� l / i � J / t r / % � / / � / � �' i �/ I l / � 1 �� i l / lI l � � � I � I � I / �i�� I f l � � / I � / � / I � ( I � %��/�� i �� / � / � � � / / � �/ � � �� / � � � / / �� /// � f'�l I /, i�� l � lii / I � rr l / 1 ll i � I � � I , � / �/, �� I � � � I l l l l .�%�/��l��ll l I � , � i� �'ll� Illll l , /l% ��/ ��f %/%%//,,�11%11�II��I�l1�Illl��1/llllll///�%//////%�/ll��l/ C,��1��1�%l�ll�I1O��1/��l��f//0��/��I�IlIIl01��ll��i��l�"I��1��If��Illl��lll�lll�'I��II11/lll� ��ll�ll [� 41il'"'511""', '111"Mm", 1, LIT-1110,11-M 4yl iv r f i I r„ f I r r i f, r I f i I r f f 1 I I l 1 C 1 � 1 I � I 1 � C The Strategic Plan sets the path for the City of El Segundo for the next four years, covering the period FY 2022-23 through FY 2025-26. It builds upon our previous Strategic Plan which the City Council updated in 2020. Much has happened since then, including a pandemic, changes in the economy, a tight labor market, new state mandates, rising housing costs, and more. Our strategic planning began with each member of City Council being interviewed to learn about their priorities; a gap analysis conducted with City departments; an environmental scan prepared by City staff; input from the City's committees, commissions, and boards, and a City Council workshop conducted on April 12, 2022. Our Strategic Plan is focused on achieving our vision, which is: Be a global innovation leader 'where big ideas take off' while maintaining our unique small-town character. The Strategic Plan has five multi -year goals: • Enhance customer service, diversity, equity, inclusion and communication. Support community safety and preparedness . + Promote a quality workforce through teamwork and organizational efficiencies. M Develop and maintain quality infrastructure and technology Champion economic development and fiscal sustainability. Our work relies on collaboration with others, and we are dedicated to being good partners and service providers. Success of the City of El Segundo will always rely on a team effort. Respectfully, oa,,�_a%-0Ov Darrell George City Manager �!- I f ,. �.,,�. ,. ,; , �.; o .� � .. , � �, ,. r � r i i i ,� � r� � � „�. „�,,, t l ,,,,,,,,, ,,,�,,, y�,, � n � r� � � r r i i �� 1 � 1 � � / i � r r i � 1 �r l t /i/� 0 I ( I P I ( 1 tll �(i / rr// l � 1 l� 1 I� � �� / // iI� � ( � � �� // � l ID ( 1 ) �I /!� f �� I � f �� 1 ,� � 1 I �l � I O � � 1 , Illll �l �� l�� 1 Ili � C1l��I�Jf1111, JJ11� � / �, I � I I � III II,IIII��ll��/ ti�//% /� Illlll� � � � � � 1�I�C',��l�l��l��/I��1��0�11)f�1JI�J�i��J��JJJ��JJ��1��1D1�(��i��I�VI(��1��I��,I��1��.J� �t��rx�lr� � u� u��ro��i�i �` ��P1,� q� `��, �� "1M, i � ; ��; � � r' JOH ............... AIN',1"', r r i r / / 1 r 0 Be a global innovation leader 'where big ideas take off' while maintaining our unique small-town character. Provide a great place to live, work and visit. Service. We work to provide exceptional services and continuously improve our practices and processes. Ethics. We are accountable and responsible for our actions, transparent in our processes, and follow professional standards. Collaboration. We work as "one team" on behalf of our community. a ,F r i r I 1 I l l i l 1 l l i I l� I l � 1� 1 l � l I I� � / 1 11 1� lllflll llllllll��, / IJ I Cl� , �� 111, l � 1flllllll'�I��l��lllllll�ll/�11�N�b��1 Major Factors Since Adoption of Last Strategic Plan Significant changes have occurred since the most recent Strategic Plan was adopted by the City Council in 2020. Key factors are shown below. Highlights of accomplishments are shown in Attachment A. , r , r r 1. 1 I I � r i � I i 6 1�11 II � ifU�la�go9 �r"�Y161d n�E ,,,; �^. ,,,,,,, iW'✓�` ,. mr7✓,�i The Strategic Plan has five multi -year goals. Each goal has an associated set of strategies for achievement over the life of the Strategic Plan. Each goal has been updated during this process to reflect plans for the next four years. Goal 1: Enhance Customer Service, Diversity, Equity, Inclusion and Communication Goal 2: Support Community Safety and Preparedness Goal 3: Promote a Quality Workforce through Teamwork and Organizational Efficiencies Goal 4: Develop and Maintain Quality Infrastructure and Technology Goal 5: Champion Economic Development and Fiscal Sustainability Y l fl 1 f l I I l � f f l / 1 l � f i l l � � f t l ,l � l Illl � f 1, t l lllll,�llllllllllllllll // �l%/�%if��11�� The City Council determined it's top priorities during a strategic planning session held on April 12, 2022. The priorities are intended to convey the Council's collective top areas of focus for the first two years of the Strategic Plan. FY 2022-23 and FY 2023-24. The Goal and Strategy references in the left-hand column correspond to those listed in subsequent pages. Enhance our proactive community engagement program to educate and inform the public about City services, programs and issues. • Conduct an analysis to include a response coverage study to determine the best and most cost-effective model for the Fire Department. • Address quality of life issues pertaining to the homeless, graffiti, noise and other concerns. • Determine optimal staffing levels required to deliver unparalleled City services and ensure Council policies are fully implemented. • Identify parking solutions throughout the community. Implement the capital improvement plan for parks, recreation, City facilities, library and Park Vista senior living facility. • Encourage progress in the development of the Smoky Hollow business zone. • Conduct a long-term financial analysis to identify ways to maximize and enhance fiscal sustainability from a variety of sources to support City services. • Identify opportunities for new revenues, enhancement of existing revenues, and exploration of potential funding options to support unfunded capital) improvements and deferred maintenance to address the aging infrastructure throughout the City. • Develop robust approach to connecting businesses to each other and conducting proactive outreach to grow our business community. • Aft r , ��. l� e� rMr, u.; 1 � �r71 Strategic Direction City Council and staff are committed to creating an environment that is inclusive and supportive of the community and encourages engagement. Staff are proactive problem solvers who strive to understand the needs of our customers and offer innovative solutions to address challenges. A. Enhance our proactive community engagement program to educate ✓ and inform the public about City services, programs, and issues. ......... ........... h City Council -approved recommendations from the B. Implement the y pp ✓ Diversity, Equity and Inclusion (DEI) Committee reports to City Council. C. Institute process streamlining and automation for permitting, online 24-hour services, customer service -oriented practices and providing ✓ _ materials online. D. Completethe remodel of the development services and business services ✓ center for increased customer service (concierge) and efficiency. E Ado t......... p...a._ n -d implement Livability Action Plan and obtain the "Age -Friendly City" designation from the American Association of Retired Persons ✓ (AARP). � r i I I I (1 t ! 1 1 r � � IIICCC/ll 1 Strategic Direction El Segundo is ready to respond to any public safety incident through training, planning, and regional collaboration. Continuing w Strategic erategies St from Prior ra St tegic�Pla�� lan Item A. Address quality of life issues pertaining to homelessness, graffiti, noise, crime, air quality and other concerns. B. Conduct an analysis to include a response coverage study to determine ✓ the best and most cost-effective response model for the Fire Department. ..................................... -... _. ............. C. Develop a long-term strategy to hold large-scale neighboring municipal operations accountable for environmental violations that place the ✓ quality of life and health of residents and businesses at risk. D. Clearly define our disaster preparedness program to ensure the City is prepared for a variety of disasters, including our facilities and staff. E. Implement the recommendations approved by City Council in the ✓ Diversity, Equity, and Inclusion Committee (DEI) Public Safely Re F. Increase community awareness for emergency preparedness; significantly increase the number of people who are prepared for ✓ disaster and involved in the Community Emergency Response Team (CERT) services. G. Complete and implement the Fire Department's accreditation process. ✓ H. Ensurethatservices are providedinacost-effective manner, ' ✓ meetinthlce g unfunded state ........_._._. ......... , r 1 r 1 l I r I 1 ( t 1 i f I C 1 J C I C1 � CCC J. Illl 11I llilll l�lllll s� ,If�'�� Strategic Direction El Segundo's ability to provide quality programs and services depends on our ability to attract and retain the best staff. We provide for the safety of our employees. We inspire and engage our workforce by encouraging innovation and celebrating success. We plan for the future through meaningful training, mentoring, and development programs that promote thoughtful succession planning for key positions. A. Determine optimal staffing levels required to deliver unparalleled City services and ensure City Council policies are fully implemented. B. Institute methods to improve our competitive edge to hire and retain ✓ top quality staff. C. Institute methods of understanding employees' interests and needs regarding training, job satisfaction, and engagement to aid in employee ✓ development, retention and succession planning. D. Implement the recommendations approved by the City Council in the Diversity, Equity, and Inclusion Committee (DEI) City id Organization„ ✓ Report. / r f / f J I f � f P j 1 l l i l 1 1 C � / llll I 1 ( lllll� llll / � Il I , � l l� I C 111111111�1��lllll'��011111 E. Review and update key performance indicators (KPIs) to ensure they can be tracked with data and the results used to make improvement decisions. . ............ .._.�..... F. Support initiatives designed to improve the overall health, wellness and safety of employees. _._..... .................... G. Provide training to employees to ensure they are able to perform their jobs safely, including carrying out their emergency response roles in ✓ the event of a disaster. H. Streamline the contract policy for greater efficiency and effectiveness. __._... .._._.. I Develop a workplan to institute a records management program and related systems. J. Embrace the use of the Intranet as a one -stop site for employee information and services to enhance internal communications/Wu r •"'""""= r r, r rr r r l l ✓ , I l / J l r ✓ 1 I t l 1 1 I 7/ ✓ i t l r l 1 r 1 l ✓ f f l f l I / / 1 l r f 1 I I / I , I � 1 l I I 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 seek opportunities to enhance and replace existing assets to improve efficiency and safety. Cl�� +J jIj(QI �! pp ✓ a i ul � ! .� .� � r � +i��jr�JJ+I t �� f�ff�9J//!/%////%%�I • • • M A. Identify parking solutions throughout the community. ......... B. Implement the capital improvement plat .......... n for parks, recreation, City ✓ facilities, library, and Park Vista senior living facility. ._ ........ C. Examine options regarding the expansion of the fiber infrastructure ✓ within El Segundo for economic development purposes. D. Initiate a comprehensive update to the General Plan. ✓ _mmmmE. Im lement a new ERP/HRI p S (enterprise resources planning/human ....... ✓ resource information system) to improve efficiency and transparency. F. Complete the Park Place extension project. ✓ G. Renovate the indoor swimming facility, the Plunge. ✓ /l ��llll//allllllllll i ( / I t ��d�i✓��I��INJC��l��f1��II��I1111��IIII��, ��II��J��? �� I i l 1 l / i / H. Determine the future of the Teen Center. ✓ i. Im lement El Segundo Boulevard improvements (to p - g p include multi - modal approaches, roadway rehabilitation, new bike lanes, Americans with Disabilities Act ramps and sidewalks, and landscaping). mmmmmmmmmmmmp ^^^^ Adoptp ter Plan guided by J lGrand � I ✓ a commitment to Yequity. ommun engagement dat K. Offer convenient, integrated on -demand transportation services for ✓ cost efficiency and reliability, and encourage the use of Metro rideshare. L. Update the Technology Master Plan with a new prioritized list for funding ✓ and implementation (see Attachment B). M. Implement technologies to enhance customer service while maintaining ✓ a human connection in the delivery of City services __..�..... . ........... N. Implement the geographic information system (GIS) roadmap that will provide software access to basic property information and relevant documents. O. Expand the new agenda management program to automate processes ✓ for Commissions, Committees and Boards (CCBs). ...� ...._ P. Pursue collaboration with the City and County of Los Angeles to beautify ✓ the entryways into El Segundo to include parking lot and beach. ,., �,i,.ry _i_Y. ,.. ,.. , ➢ �r„ are �y�.i,.., �� ,. i /Ilf�� r / 11ffC ;� i� Ilf � � f� I� f � ��,��, � � I� � 7 f i / 1 % f ! / I / I 1 I / l I I I 1 � I I j I I F. Facilitate the move of the LA Chargers headquarters in El Segundo. G. Encourage progress in the development of the Smoky Hollow business ✓ zone. H Collaborate with South Bay cities to spur innovation, promote problem solving and create cost savings.. I. Identify areas within the community that are appropriate for housing, including senior living facilities, while preserving the R-1 zone. I J. Engage in a dialogue about housing east of Pacific Coast Highway, while preserving the R-1 zone. ......... _...... _._._._. _._.... .. .... K. Update land use regulations to encourage development and entitlement projects (including the Downtown Specific Plan, Housing Element and ✓ other planning documents). L. Update the Administrative Code on business license _._ p s, as well as an update to the Municipal Code which will require City Council to consider f a future ballot initiative to effect changes. /I 0■ ON ■■ : 00 ■0 ■■ 00 ■■ ■■ O■ ■■ ■■ s■ ■■ ■■ �■ ■■ DAL 5: CHAMPION ECONOMIC DEVELOPMENT AND FISCAL SUSTAINABILITY r / nr l l / r ( f / f )r r 1 � i l I � � � l I r I1JJ11J I Il � 1 C � tllll.If� C � I r l 111 � I l �L , IIIIII llll Strategic Direction City Council and staff work collaboratively to develop a balanced budget while proactively taking steps to build strong reserves, prepare for the future through long-term financial planning, and provide the highest quality services for the community. Our economic development focus is one of maximizing the resources of both public and private sectors to promote business, investment, and economic growth. Deliberate leadership and strategic action position the City of El Segundo to continue to be a global innovation leader where big ideas take off, while maintaining our unique small-town character. _, y I11�,' 7 � � I�,... r. r➢, (f1 raff�111��11//��-I,�jJJf ��((il' "' ,,, "1�..�.r�..., �r, ,-y -, I ,,r� Y 'I 'rl i r��y��...,� y/I 'Contini.iing New Strategic Strategies from Prior Plan Item Strategic Plan A. Conduct a long-term financial analysis to identify ways to maximize and enhance fiscal sustainability from a variety of sources to support City services. B. Develop a robust approach to connecting businesses to each other and conducting proactive outreach to grow our business community. _..�.._.... C. Implement the goals and objectives of the Economic Development Program aimed at industry diversification, business attraction, retention, expansion_ , and promoting the City as tourist destination. D. Identifyopportunities for new revenues,enh ancement of existing revenues, and exploration of potential funding options to support unfunded capital improvements and deferred maintenance to address the aging infrastructure throughout the City. E. Sponsor, coordinate and launch a private -public incubator program. �/ ,� .,, . �� ,, �Y,- , ,. �� , � r r i� � � r r � I �„ �» / . ��. � �, , � 1 i � ,,, � tr �lrpY r ,i % Jl 1 l i 1 1r � � ��' � %; ��1 � 1 llr �1 � lCr� � t f � rr r � � � l �011,� � rr �� , f��1��.��1��,��I��f ��' �� r �, �� '��l��l ,, r ... �, , W t �. ,,. , „v .., � � r � � � i i f C � i 1 � r � 1 i r r I l D/ ( 1� i � � l l � / � � I � � �/ j ,, � � � D � I ( ( I l / / � l � � / � � � ,� / �� l I � ill, � l� C/1 �1 ()C // � l I I � � I Il f� �111 llllll l ��I�� l 1 t� IIII t� 11 I l �� l l l � ll��ff I / // II 1 / I .I � 111 l,� Ill. , I � III i�,��101/�ll��l ///// I Il III �� I � �� II �l� t 1 � ,�I � �l � I,�� I �� l��l�I��ll/��DO�I��a��' / I 1 I� I I� I� IC �' %��Il�f,/��/ I ��,�%��%��i�l��y��ll��i'�l��i�l��I��l��%%��%�l�%/111�t>Iloll%1��,�'��I�I��I�II��II�I��I�J�l�ll/1111�1�I�f��llll�ff��I�I ��I��l��. � 1 �� Many Accomplishments since 2020 • Effective multi -pronged pandemic response • Support of businesses through the pandemic • Strong financial position and policies; issuance of pension obligation bond; Topgolf revenue allocation policy approved • Development and approval of a five-year water and wastewater rate plan to ensure fiscal sustainability in the enterprise funds • Changes in policing approach since 2016, handled social justice issues well • Streets continue to be well -maintained within resources available • Approval of conceptual, design of The Plunge • Approved settlement agreement with Los Angeles World Airports and City of Los Angeles for significant improvements to Imperial Highway medians and north parkways (including enhanced stormwater improvements and ongoing maintenance) • Established a City Council -appointed Diversity, Equity, and Inclusion Committee to address social justice' concerns • Updated and implemented the City Communications Plan; significantly enhanced citywide communications efforts and streamlined through one office • Developed and implemented award -winning economic development initiatives in response to the pandemic • Enhanced public communications through multiple channels, including social media, website email and community cable • Fourth annual Net Promoter Score (NPS) survey for residents and businesses completed • Established and maintained an All -Hazard Incident Management Team (IMT) for disaster response • Proactive recruitment of police positions with monthly police officer testing • Partnered with Kaiser Permanente to bring wellness programs to City employees and recognized as a "Wellness Champion" in 2021 • Launched employeetraining series as part of diversity, equity and inclusion efforts • Approval of Electric Vehicle (EV) Charge Ready Program grant from Southern California Edison for four EV chargers at Richmond and Franklin parking lot in downtown • Implemented significant technology enhancements •, Art in public places revenue received and allocated -----.-.. Other Strategic Plan Items Well Underway • Implementation of new building and planning permitting system • Remodel of the Community Development Services Center for "one -stop" customer service • Update of the Housing Element, which involves: goals and policies related to a range of housing types including senior living facilities and others • Construction of Topgolf • Design of Park Place • Development impact fee study • Downtown Specific Plan update • Recreation and park needs assessment next steps. EL SEOU"$TRATEGIC PLAN ,, 10 ATTACHMENT 8 - TECHNOLOGY PROJECTS AND NEEDS / I / r / � r / I i i � r i Introduction The following table contains a list of technology projects that are either underway or have been initially identified as important for productivity improvements or customer service. Any projects not currently underway or funded are listed as those to be prioritized as part of an updated Technology Master Plan as noted in Goal 4. The items to be considered as part of Technology Master Plan are not intended to be a comprehensive or complete list. They represent the items at this time to be priorities for productivity and customer service. Strategies Currently Status To b- Considered as Underway ..Technology Master Plan 1. Complete the implementation of the new building and planning ✓ permitting system 2. Develop Citywide fiber optic strategy and install WiFi in all critical ✓ facilities. 3. Upgrade the network and Cyber Security System ✓ 4. Continue to evaluate the geographic information system (GIS) ✓ strategy 5. Implement paperless goals; implement records management and ✓ retention schedule to reduce digital and physical records 6. Upgrade asset management and facility maintenance system ✓ 7. Develop an enterprise data management strategy and continued ✓ cloud roadmap - business information dashboards (Smart Cities) 8. Provide security camera and door system for City facilities and ✓ structures 9. Begin upgrade assessments to replace the City Enterprise Resource Planning (ERP) and HR system (Eden - end of life in 2027) 10. Implement a contract and insurance management system ✓ 11. Automate the request for proposals and bidding process. ✓ 12. Implement an automated library management system. ✓ City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Responsible Goal and Activity 11 Activity to be completed in Status and Comments Department 2022-23 GOAL 1: ENHANCE CUSTOMER SERVICE DIVERSITY EQUITY, INCLUSION AND COMMUNICATION A. Enhance our proactive community Hired new, experienced Communications Manager. engagement program to educate and Updated the Communications Plan. Continue to inform the public about City services, City Manager x enhance engagement efforts. programs, and issues B. Implement the City Council Implementation is underway for the public safety and approved recommendations from the citywide organization/local economy Diversity, Equity, and Inclusion (DEI) City Manager x recommendations. Community at Large Committee reports to City Council recommendations will be presented to City Council May 2023. C. Institute process streamlining and Ongoing update to Building, Planning, Housing, and automation for permitting, online 24- Neighborhood Preservation resources/materials on hour services, customer service- website. Building permitting (via OpenGov) to be all oriented practices and providing online by end of FY, beginning to roll out by Summer materials online. 2023. All staff scheduled to attend annual customer Comm. Dev x service based trainings. Annual CDD customer service survey initiated in Oct. 2022, and will be completed annually. Community Development best practices report complete, to be programmed for phased in implementation. D. Complete the remodel of the Community Development and Business Services center for increased Comm. Dev x customer service (concierge) and efficiency. Page 1 City of El Segundo Strategic Plan Work Plan Update 2022-23 through 2025-26 Goal and Activity Responsible - Activity to be completed in Status and:Comiimgnts Department ; 2022-23 E. Adopt and implement Livability The City submitted their application to AARP in Action Plan and obtain the "Age 2020 and was approved on March 11, 2020. Friendly City" designation from the RPL/CM x A survey was sent to residents and the city American Association of Retired received 272 responses. The City is currently in Persons (AARP) progress with creating an action plan. GOAL 2: SUPPORT COMMUNITY SAFETY AND PREPAREDNESS A. Address quality of life issues Public Works has teamed up with the Police Dept. for pertaining to homelessness, graffiti, graffiti, air quality issues, and other concerns. The PD noise, crime, air quality and other also continues to work collaboratively with the concerns Neighborhood Preservation Division to address quality of life issues. In 2022, the PD worked with code PD/PW x enforcement officers on issues related to graffiti, illegal dumping, and noise. The PD is working towards giving DMV access to Code Enforcement officers in an effort to facilitate the Administrative Citation process utilized by code enforcement officers to address municipal code violations. B. Conduct an analysis to include a Swift Hawk Consulting has been hired to complete the response coverage study to determine analysis and present findings to City Council in May the best and most cost-effective Fire x 2023 response model for the Fire C. Develop a long-term strategy to Public Works is working with the Environmental hold large-scale neighboring municipal Committee to develop this long-term strategy and operations accountable for work -plan. environmental violations that place PW x the quality of life and health of residents and businesses at risk. Page 2 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Goal and Activity Responsible Activity to be completed in Status and Comments Department . 2022-23 D. Clearly define our disaster In order to update the disaster preparedness program, program t o ensure the preparedness P B the Cit 's General Plan also needs to updated. Y p City is prepared for a variety of Emergency Management Coordinator will be hired in disasters, including our facilities and Fire x FY 23-24 to complete this task in conjunction with staff. various departments in charge of the General Plan. E. Implement the recommendations Many of the recommendations listed in the DEI approved by City Council in the Committee Public Safety Report have been Diversity, Equity, and Inclusion PD x implemented. The remaining recommendations are Committee (DEI) Public Safet Re_port either on -going or in the initial planning stages. F. Increase community awareness for CERT class is scheduled for April 1, 2023. Registration is emergency preparedness; significantly currently low. A marketing/outreach campaign will be increase the number of people who implemented in an effort to increase participation. are prepared for disaster and involved Fire x in the Community Emergency Response Team (CERT) services. G. Complete and implement the Fire Accreditation is on hold due to the current shut down Department's accreditation process. Fire x of Engine 32. Data collection during FY 22-23 will be skewed due to the engine shut down. H. Ensure that police services are The PD is utilizing best law enforcement practices, provided in a cost-effective manner, including the implementing of new technologies, to including meeting unfunded state ensure police services are being provided in a cost - mandates. PD x effective manner. The PD has expanded its fleet of drones to supplement patrol services, and has secured a portable camera trailer that's intended to be deployed in high crime areas. Page 3 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Activity to be completed in 2022-23 3: PROMOTE A QUALITY WORKFORCE THROUGH TEAMWORK AND A. Determine optimal staffing levels required to deliver unparalleled City services and ensure City Council policies are fully implemented B. Institute methods to improve our competitive edge to hire and retain top quality staff. EFFICIENCIES Completed a comprehensive review of the Public Works department. Created Utilities Superintendent position and reorganized structure so that water and waste water functions are under Utilities Section. Updates to PW job descriptions are in process. Mid- year budget requests included restructuring of IT to include a second IT (Help Desk) Manager, an additional HR Analyst for HR, and an additional Fire Prevention Specialist for Fire. Management Analyst position in CIVIC) converted to Special Projects Administrator. Admin Classification Series study in progress for all departments. Reclass of Police Assistant (Traffic) to Administrative Specialist and Police Management Analyst to Senior Management Analyst. Created part- time Accountant. Labor negotiations in process for 4 bargaining units for wages and terms, conditions of employment. Trial HR x 4/10 work schedule in progress for Management Confidential group. Page 4 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Activity to be completed in 2022-23 C. Institute methods of Hosted Citywide trainings for: DISC, Conflict Resolution, understanding employees' interests Power & Influence, Persuasive Presentations, and needs regarding training, job Performance Evaluations, Emotional Intelligence, and satisfaction, and engagement to aid in Implicit Bias for E Team. Participated in Open Meetings employee development, retention, HR x with the City Manager to listened to employee and succession planning. feedback. Revised several job classifications to align with career series to promote succession planning. D. Implement the recommendations approved by the City Council in the Diversity, Equity, and Inclusion CM Committee (DEI) Citywide E. Review and update Key Performance Indicators (KPIs) to ensure they can be tracked with data and the results used to make CM x improvement decisions F. Support initiatives designed to Conducted wellness walking challenge with the City of improve the overall health, wellness, Manhattan Beach, hosted in -person health fair with and safety of employees HR x food truck and flu shots, provided onsite biometric health screenings with Kaiser Mobile Health Vehicle. Page 5 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Activity to be completed in 2022-23 G. Provide training to employees to Activity to resume in FY 23-24 with the assistance of ensure they are able to perform their the incoming Emergency Management Coordinator jobs safely, including carrying out their HR/Fire x and the HR Department. emergency response roles in the event of a disaster. H. Streamline the contract policy for City Clerk x greater efficiency and effectiveness. I. Develop a workplan to institute a The Workplan has been instituted. However, a full records management program and City Clerk x investigation of Iron Mountain still needs to be related systems. conducted. This will occur once we hire an ACC. J. Embrace the use of the Intranet as Added additional resources on both intranet and a one -stop site for employee internet for employees. Updating staff directory, information and services to enhance added link to jobs page on intranet. Working with IT to internal communications. link staff directory info to ERP for automatic (rather HR x than manual) updating. Revised Education Reimbursement Form for pre authorization and post payment. Emails for change in address and to update 'GOAL 4: DEVELOP AND MAINTAIN QUALITY INFRASTRUCTURE AND TECHNOLOGY Page 6 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Activity to be completed in 2022-23 A. Identify parking solutions Completed GIS study of theoretical on -street parking throughout the community capacity in residential neighborhoods. Will bring discussion item to City Council in summer 2023 to PW/CCD x identify next steps in implementing residential parking permit program. B. Implement the Capital Public Works is collaborating with the Recreation, Improvement Plan for Parks, PW/ RPL x Parks, & Library Department and Community Services Recreation, City facilities, Library, and Department regarding these CIP projects. Park Vista Senior living facility C. Examine options regarding the Not aware of any existing effort made by previous ITS expansion of the fiber infrastructure ITS x Director within El Segundo for Economic Development purposes. D. Initiate a comprehensive update Phased over 4-years. Several revisions are in progress, to the General Plan. including Downtown Specific Plan Update and Smoky Hollow Specific Plan Update. Additionally, Land Use Comm. Dev x x Element will be updated to include R3 density increase and Mixed Use Overlay to allow residential by summer 2023. E. Implement a new ERP/HRIS Partnering with Finance/HR to issue RFP in 2023-24 (Enterprise Resources ITS x Planning/Human Resource Information System) to improve F. Complete the Park Place extension This is an on -going project and the design is underway. PW x project Page 7 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Activity to be completed in 2022-23 G. Renovate the indoor swimming This is an on -going project and the design is underway„. facility, The Plunge. PW x H. Determine the future of the Teen Included in the Rec Park Renovation Project Center RPL x I. Implement El Segundo Boulevard This is an on -going project. The construction was improvements (to include multi -modal awarded by City Council and construction will approaches, roadway rehabilitation, commence by Summer 2023. new bike lanes, Americans with PW x Disabilities Act ramps and sidewalks, and landscaping. J. Adopt and implement the This is an on going project. The Public Works Recreation and Parks Master Plan RPL/PW x Department is collaborating with the Recreation, Parks, guided by community engagement & Library Department regarding this project. data, and a commitment to equity. K. Offer convenient, integrated on - demand transportation services for RPL cost efficiency and reliability, and x encourage the use of Metro rideshare. L. Update the Technology Master Unable to locate any historical Master Plan. Begun to Plan with a new prioritized list for update ITS policies. Will start to build IT Master Plan funding and implementation (see ITS x once policies are updated. Attachment B). M. Implement technologies to Prioritizing updates of department -wide policies and enhance customer service while ITS strategic plans before addressing GIS roadmap. maintaining a human connection in x the delivery of City Services. Page 8 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Goal and Activity Responsible Activity to be completed in M9 Status and Comments .P a n ; DepartmentIN 2022-23 N. Implement the geographic Prioritizing updates of department -wide policies and information system (GIS) roadmap strategic plans before addressing GIS roadmap. that will provide software access to ITS x basic property information and relevant documents. O. Expand the new agenda IT Project Mgr. went on leave, therefore, project was management program to automate ITS/City Clerk x put on hold until a new PM is assigned. This project is processes for Commissions, near completion, it just needs fine tuning and Committees and Boards (CCBs). execution. P. Pursue collaboration with the City The Public Works Department is collaborating with the and County of Los Angeles to beautify City and County of Los Angeles regarding this project. the entryways into El Segundo to PW x included parking lot and beach. GOAL 5: CHAMPION ECONOMIC DEVELOPMENT AND FISCAL SUSTAINABILITY A. Conduct a long-term financial ongoing -some examples include: Measure BT, analysis to identify ways to maximize developer impact fee study, annual cpi increase for and enhance fiscal sustainability from master fee schedule, prop 218 process for water & a variety of sources to support City Finance x wastewater rates, issuance of POBs, retain strong services. reserves, and implement full cost recovery on services provided. B. Develop a robust approach to Ongoing outreach to the business community through connecting businesses to each other "Business Portfolio' e-newsletter, social media posts, and conducting proactive outreach to Econ/Dev x attending business networking events and serving on grow our business community. the Chamber Board. Proactive outreach to highlight businesses in the "Business Matters" program and media opportunities. Page 9 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Responsible Activity to be Goal and Activity completed in 1K Status and Comments Department' 2022-23 Implemented the goals and objectives of the City's C. Implement the goals and objectives of the Economic economic development and hospitality and tourism Development Program aimed at Econ/Dev x marketing efforts and targeted business attraction industry diversification, business efforts. attraction, retention, expansion, and promoting the City as a tourist D. Identify opportunities for new ongoing - some examples include: Measure BT, revenues, enhancement of existing developer impact fee study, annual cpi increase for revenues, and exploration of potential master fee schedule, prop 218 process for water & funding options to support unfunded Finance x wastewater rates, issuance of POBs, and future Capital Improvements and deferred revenues sources such as Business Improvement maintenance to address the aging Districts (BIDs), streetlighting districts, & potential tax infrastructure throughout the City. measure(s) on ballot. E. Sponsor, coordinate and launch a Working with Sunstone Management and USC Price to private -public incubator program. CM x launch an El Segundo Accelerator. F. Facilitate the move of the LA Project entitled in 2022, construction of corporate Chargers headquarters in El Segundo. Comm Dev. x headquarters and practice facility to be complete by April 2024. G. Encourage progress in the Smoky Hollow Specific Plan clean up and update to be development of the Smoky Hollow complete by summer 2023, including eliminating business zone. Comm Dev. x barriers to development or locating creative businesses within the Smoky Hollow district. Working with SBCCOG and South Bay City Manager's H. Collaborate with South Bay cities Association to spur innovation, promote problem CM x solving and create cost savings. Page 10 City of El Segundo Strategic Plan Work Plan Update 2022-23through 2025-26 Responsible Activity to be Goal and Activity completed in st Status and Comments Department 2022-23 Housing Element adopted in November 2022. I. Identify areas within the community that are appropriate for Goals/Programs as a result of the adopted Housing housing, including senior living Comm Dev. x Element to be implemented between 2021-2029. facilities, while preserving the R-1 J. Engage in a dialogue about housing', South Bay COG conducting feasibility study of housing east of Pacific Coast Highway, while Comm Dev. x east of PCH. preserving the R-1 zone. K. Update land use regulations to Downtown Specific Plan Update, Smoky Hollow Specific encourage development and Plan Update to both be completed by summer, 2023. entitlement projects (including the Housing Element complete in Nov. 2022. Several zone Downtown Specific Plan, Housing Comm Dev. x text amendments are in draft to be considered by Element and other planning Planning Commission and City Council by end of FY. documents.) L. Update the Administrative Code on Measure BT was on the November 2022 ballot and business licenses, as well as an update passed by voters. to the Municipal Code which will Finance x require City Council to consider a future ballot initiative to effect ATTACHMENT B - TECHNOLOGY PROJECTS AND NEEDS 1. Complete the implementation of Roll out of new system (OpenGov) to begin in April, the new Development Services Comm Dev. x and continue roll out of all Building Safety permitting permitting system. systems by end of FY. 2. Develop Citywide fiber optic Nearly all city locations are connected to fiber and strategy and install Wi-Fi in all critical x provide Wi-Fi. Planning to document in 23/24. facilities. 3. Upgrade the network and Cyber Security system. x Page 11 City of El Segundo Strategic Plan Work Plan Update 2022-23 through 2025-26 Activity to be completed in 2022-23 4. Continue to evaluate the Geographic Information System (GIS) x 5. Implement paperless goals; Laserfiche has been deployed. Currently evaluating implement records management and opportunities to expand Laserfiche to other retention schedule to reduce digital x departments. Examining printer usage, looking to and physical records. reduce cost and replace with digital solutions. 6. Upgrade asset management and Part of a larger project that PW is working on facility maintenance system. x 7. Develop an Enterprise Data Plan to complete in 2023/24. Providing time to new IT Management Strategy and continued Management to assess operations. cloud roadmap - Business Information x dashboards (Smart Cities). Completed floor diagram outlining locations for 8. Provide security camera and door cameras and upgraded door locks. Project is co - system for City facilities and x sponsored by PW and ITSD. Next step is to review structures. results with E-Team. 9. Begin upgrade assessments to Effort for RFP will kickoff in 2023 replace the City Enterprise Resource Planning (ERP) and HR system (Eden - x end of life in 2027) 10. Implement a contract and Planning to investigate this requirement in 23/24 and insurance management system x incorporate requirement into ERP RFP. 11. Automate the request for Planning to incorporate this requirement in El proposals and bidding process. x Segundo's ERP RFP. 12. Implement an automated Library PO has been generated. Coordinating schedule with (Management system. x vendor Page 12