2024-04-30 CC Agenda Packet SPC - Additional Information - ITEM #1 - Strategic Plan WorksheetStrategic Planning Session Participant Worksheet
What wire your Expectations?
IDefliniti n affeirims
• MISSION — Describes our purpose for which we were founded and why we exist.
• VISION — Defines where we want to be.
• GOAL— What are we trying to do? It is how we move from where we are now (current state) to
where we want to be (vision).
• STRATEGY — How are we aligning our services to achieve our goals?
• ACTION ITEMS/PROJECTS — What are the specific work that we need to do to support our
strategies? (Note: Action items and projects need to be SPECIFIC, MEASURABLE, ACHIEVABLE,
RELEVANT, and TIME -BOUND. Day-to-day activities will not be included under this classification.)
• RESOURCES —Anything needed to complete a task or project. This includes supplies, budget,
personnel, technology, and any other items or services
Reaffirm the IFive (5) Goalls
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
Vision: Be a global innovation leader "where big ideas take off" while maintaining our unique
small-town character.
Mission: Provide a great place to live, work, and visit.
V llue m 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.
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Cell lbir t(i Ing Successes: Achievements and Ongoing liniti tiv
Goal
Achievements/Completed Projects
Ongoing/Work in Progress
GOAL #1— Enhance Customer •
State of the City
•
Communications Plan implementation
Service, Diversity, Equity, •
FY 23-25 Communications Plan
•
Communications Committee
Inclusion, and Communication •
Annual resident and business survey
•
Monthly news program & newsletter
•
AB 1216 (Hyperion)
•
Improved communications with older
•
ESFD and ESPD community outreach programs
adults
•
City— ESUSD Joint Use Agreement
•
E-Bike safety awareness
•
Monthly strategic plan update to City Council
•
DEI Workplan implementation
•
"City Hall on the Road" Program
•
Youth Advisory Council
•
ESPD and ESFD community events throughout the year
•
Assist LA County with Nov. 8 general and
•
Assisted LA County with March 5 election
city election
GOAL #2—Support Community •
Hired Fire Chief and Police Chief
•
Crisis Communication Plan implementation
Safety and Preparedness •
Hired Emergency Management Coordinator
•
Establish state-of-the-art EOC
•
Police Officer Recruitment
•
Local Hazard Mitigation Plan
•
Emergency response to severe storm
•
Incident Action Plans for Emergency
•
Hosted CERT meetings
Responses
•
Security cameras (Ocularis and Avigilon)
•
Enhance services for homelessness
•
Neighborhood Watch Program
•
Continue E-bike awareness, education, and
•
Weekend hours for Neighborhood Preservation Program
enforcement
•
Homeless Outreach
•
Interdepartmental response to
•
Implemented StarChase and LiveView
homelessness
•
Created the "You Are Not Alone Program"
•
Disaster service worker training for City
employees.
GOAL#3— Promote a Quality •
Strategic Plan Management System (Monday.com)
•
Employee recruitment
Workforce through Teamwork •
Electronic onboarding and offboarding processes
•
Staff training
and Organizational Efficiencies •
Expansion of OpenGov to streamline Special Events, TUP,
•
Develop Employee Engagement Plan
and Filming Permit processes
•
Implement NeoGov performance
•
Enhanced use of intranet for employee
management module
communications/resources
•
Town hall meetings with the City Manager
•
Recruitment of key executive positions and ongoing
recruitments
•
Revised or created several classification specifications
•
Employee engagement activities (Health Fair & Wellness
Challenges, Employee Engagement Committee)
•
Employee Training and Development
GOAL#4— Develop and •
Multiple street maintenance projects
•
Entryway Feature Project
Maintain Quality Infrastructure •
Graffiti removal within 24 hours
•
The Plunge Renovation Project
and Technology •
Approval of Entryway Feature
•
Recreation Parks Phase 1 Renovation
•
Construction award of "The Plunge" Project
Project
•
Agreement award for the design of the "Recreation Park
•
ERP/HRIS Project
Phase 1 Renovation" Project
•
Security camera system replacement
•
Automated Library Management System
•
Geographic Information System (GIS)
•
Local Travel Network Pilot
GOAL#5 — Champion Economic •
Presented long-range financial plan/forecast
•
Campaign to raise funds for the renovation
Development and Fiscal •
State of the City Event — 400+ Attendees
of The Plunge
Sustainability •
Economic Development Strategy FY 23-24
•
General Plan Land Use Element Update
•
Sidebar Summit partnership
•
Streamline annual budget process
•
Smoky Hollow Specific Plan update
•
Conduct Prop 218 process for
•
Downtown Specific Plan Update
water/wastewater rate study
•
Start-up events
•
Begin implementation of ERP system
•
Hospitality, public relations, and marketing campaigns
•
Housing element, R3, and Mixed -use overlay zone
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IIdentifyingthe'Tolp 10 Priority Strategies
Goal 1 Strategy A: Enhance proactive community engagement program to educate and inform the
public about City services, programs, and issues.
Goal 1 Strategy B: Promote Diversity, Equity, and Inclusion (DEI) in the community and within the
City organization.
Goal 2 Strategy A: Comprehensively address the unsheltered homeless population.
Goal 2 Strategy B: Provide cost-effective and excellent fire protection and emergency response
services.
Goal 2 Strategy C: Hold large-scale operations within or in close proximity to the city accountable
for environmental violations that place the quality of life and health of residents and businesses at
risk.
Goal 2 Strategy D: Prepare the El Segundo community and staff for any natural and/or man-made
disasters.
Goal 2 Strategy E: Increase community awareness for emergency preparedness.
Goal 2 Strategy F: Ensure that the community feels safe and is satisfied with the services of the El
Segundo Police Department.
Goal 3 Strategy A: Monitor established key performance indicators (KPIs).
Goal 3 Strategy B: Enhance staff recruitment, retention, and training to ensure delivery of
unparalleled City services and implementation of City Council policies.
Goal 3 Strategy C: Improve organizational efficiency by implementing processes and tools that
facilitate effective data collection and analysis while promoting data -driven decision making.
Goal 4 Strategy A: Implement the projects in the Capital Improvement Program and ensure that
City -owned infrastructure is well maintained, including streets, entryways, and facilities.
Goal 4 Strategy B: Implement the use of technology to improve services, efficiency, and
transparency.
Goal 4 Strategy C: Develop a multi -year plan to address a comprehensive update to the General
Plan.
Goal 4 Strategy D: Improve mobility and transportation throughout the city.
Goal 5 Strategy A: Identify opportunities for new revenues, enhancement of existing revenues, and
exploration of potential funding options to support programs and projects.
Goal 5 Strategy B: Utilize the City's long-term financial plan to make financial decisions that
support the goals of the strategic plan.
Goal 5 Strategy C: Implement strategic initiatives to attract new businesses and foster business to
business networking and collaboration to retain and grow existing businesses.
Goal 5 Strategy D: Implement community planning, land use, and enforcement policies that
encourage growth while preserving El Segundo's quality of life and small-town character.
Goal 5 Strategy E: Reduce the number of workers' comp. and general liability claims and expedite
the resolution of existing claims.
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What Chainged / What's New?
• From 36 strategies to 20 strategies
• New strategies for FY 2024-25:
o Improve organizational efficiency by implementing processes and tools that facilitate effective data
collection and analysis while promoting data -driven decision making (Goal 3, Strategy C).
o Improve mobility and transportation throughout the City (Goal 4, Strategy D).
o Reduce the number of workers' comp. and general liability claims and expedite the resolution of existing
claims (Goal 5, Strategy E).
Proposed ed IKey Performance Ilindi toir (IKIPII ) -for IFY 202 -25
GOAL #1— ENHANCE CUSTOMER SERVICE, DIVERSITY, EQUITY, INCLUSION AND COMMUNICATION
Key Performance Indicators:
Maintain a "Great" (50-70) resident NPS score with a minimum of 600 responses.
Residents are satisfied with the responsiveness of City services, as measured by:
o The average score of the annual community and business survey questions related to responsiveness of
various departments and City Council; and
o Results from the Community Development Department ongoing transaction surveys.
GOAL #2 — SUPPORT COMMUNITY SAFETY AND PREPAREDNESS
Key Performance Indicators:
• Residents feel safe, as measured by ESPD/ZenCity social media survey.
Other Data Collected:
• Homeless resolutions, as measured by the numbers of interactions, types of interactions, and outcomes.
• Number of calls for ESPD and ESFD services categorized by type.
GOAL #3 — PROMOTE A QUALITY WORKFORCE THROUGH TEAMWORK AND ORGANIZATIONAL EFFICIENCIES
Key Performance Indicators:
• Improved employee engagement score as measured by annual employee survey results.
• Employee training as measured by the amount of training provided and 100% compliance with state -
mandated training.
• 100% compliance with all applicable employment laws.
• Decrease the average time to fill vacancies from the time the position is posted to the new employee's first
day (year 1 will set the baseline).
• Decrease the number of workers' comp. and general liability claims.
• Decrease the time to resolve existing claims.
GOAL #5 — CHAMPION ECONOMIC DEVELOPMENT AND FISCAL SUSTAINABILITY
Key Performance Indicators:
• Year -over -year growth in employee headcount and square footage (business license process).
• Improve organizational efficiency as measured by growth in funds available for CIP projects.
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