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2025-03-04 CC Item D12 - Strategic Plan 2022-2026 - Updated August 2024o 4 ILI, og i Mp MW 1 r 1 i MWA EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 2025-26 JULY 2024 PAGE 1 DREW BOYLES MAYOR CAROL PIRSZTUK COUNCILMEMBER CHRIS PIMENTEL MAYOR PRO TEM 0 LANCE GIROUX COUNCILMEMBER RYAN BALDINO COUNCILMEMBER EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 2025-26 JULY 2024 EXECUTIVE SUMMARY The Strategic Plan outlines the City of El Segundo's direction for four years, STRATEGIC PLANNING spanning FY 2022-23 to FY 2025-26. The Plan is reviewed annually to track GUIDANCE PROVIDED BY: progress and adjust priorities in response to community needs. City Council Tracy Weaver City Clerk (Elected) Darrell George City Manager Barbara Voss Deputy City Manager Saul Rodriguez Police Chief George Avery Fire Chief Paul Chung Chief Financial Officer Elias Sasson Public Works Director Rebecca Redyk Human Resources Director Michael Allen Community Development Director Ally Mancini Recreation, Parks, and Library Director Jose Calderon Information Technology Services Director Joaquin Vazquez Assistant City Attorney A Strategic Planning Session was held on April 30, 2024. During this session, both the City Council and the Executive Team actively engaged in a collaborative process and were able to accomplish the following: • City Council and staff reaffirmed the five multi -year goals: • GOAL 1: Develop and Maintain Quality Infrastructure and Technology o GOAL 2: Optimize Community Safety and Preparedness o GOAL 3: Deliver Solution -Oriented Customer Service, Communication, Diversity, Equity, and Inclusion • GOAL 4: Promote and Celebrate a Quality Workforce Through Teamwork and Organizational Excellence o GOAL 5: Champion Economic Development and Fiscal Sustainability • Staff provided a progress update on the Strategic Plan accomplishment for FY2023-24, specifically the top ten priorities identified in 2023. • Staff proposed twenty strategies for FY2024-25, which were discussed and consolidated, resulting in a total of seventeen strategies. • City Council participated in a voting exercise which resulted in the identification of six top priorities were for FY2024-25. As next step, the City Manager and Executive Team will develop comprehensive action plans for each identified strategy, outlining timelines and assigning responsibilities. The intent is for El Segundo's Strategic Plan to adapt over time, with regular reviews to monitor progress and adjust priorities as necessary. Executing the Strategic Plan hinges on collaborative efforts, and we are committed to fostering strong partnerships and delivering excellent services to residents, businesses and visitors. Respectfully, Darrell George City Manager PAGE 3 11riblurl, O , AND VALUES VISION Be a global innovation leader 'where big ideas take off' while maintaining our unique small-town character 01 MISSION Provide a great place to live, work, and visit SE;GU ow q VALUES Qd Service. We work to provide ati exceptional services and continuously improve our practices and processes. CULTUREEthics. We are accountable and responsible for our El • • strives to create a working culture • actions, transparent in our processes, and follow • Innovation professional standards, Support• • recognition while taking calculated risks • Leadership by example to provide solutions. Proactive• • Collaboration. We work as • Problem solvingto yes one team on behalf of our Engaging• • community. EL SEGUNDO STRATEGIC PLAN FY 2022-23 THROUGH FY 2025-26 JULY 2024 MULTI -YEAR GOALS GOAL 1 ° Develop and Maintain Quality ° O Infrastructure and Technology GOAL 2 Optimize Community Safety and �✓ Preparedness GOAL 3 Deliver Solution -Oriented Customer Service, Communication, Diversity, Equity, and Inclusion ck GOAL 4 �= Promote and Celebrate a Quality o Q Workforce Through Teamwork and g Organizational Excellence GOAL 5 661 Champion Economic Development and Fiscal Sustainability The City Council determined its top priorities during the strategic planning session held on April 30th, 2024. The priorities are intended to convey the City Council's collective top areas of focus for Fiscal Year 2024-25. GOAL 5 Implement strategic initiatives to attract new businesses and foster business to STRATEGY C business networking and collaboration to retain and grow existing businesses. GOAL 5 Implement community planning, land use, and enforcement policies that encourage STRATEGY D growth while preserving El Segundo's quality of life and small-town character. GOAL 4 Enhance staff recruitment, retention, and training to ensure delivery of unparalleled STRATEGY A City services and implementation of City Council policies. GOAL 1 Seek opportunities to implement and expedite the projects in the Capital STRATEGY A Improvement Program and ensure that City -owned infrastructure is well maintained including streets, entryways, and facilities. GOAL 1 Seek opportunities to implement the use of innovative technology to improve STRATEGY B services, efficiency, and transparency. GOAL 2 Comprehensively address the unsheltered homeless population. STRATEGY A OP 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 the community. The City performs preventive maintenance and seeks opportunities to enhance and replace existing assets to improve efficiency and safety. DEVELOP AND MAINTAIN QUALITY INFRASTRUCTURE AND TECHNOLOGY STRATEGIES STRATEGY A Seek opportunities to implement and expedite the projects in the Capital Improvement Program and ensure that City -owned infrastructure is well maintained, including streets, entryways, and facilities.* STRATEGY B Seek opportunities to implement the use of innovative technology to improve services, efficiency, and transparency.* STRATEGY C Maintain an innovative General Plan to ensure responsible growth while preserving El Segundo's quality of life and small-town character. STRATEGY D Improve mobility and transportation throughout the City. *Identified as City Council Top Priority STRATEGIC DIRECTION El Segundo is ready to respond to any public safety incident through training, planning, and regional collaboration. KEY PERFORMANCE INDICATOR O Feeling Safe Residents feel safe, as measured by ESPD/ZenCity social media survey. OTHER DATA COLLECTED OHomeless resolutions, as measured by the numbers of interactions, types of interactions, and outcomes. O Number of calls for ESPD and ESFD services categorized by type. OPTIMIZE COMMUNITY SAFETY AND PREPAREDNESS STRATEGIES STRATEGY A Comprehensively address the unsheltered homeless population.* STRATEGY B Provide cost-effective and excellent fire protection and emergency response services. STRATEGY C Protect and prepare the El Segundo community and staff for any emergency, disaster, or environmental violation. STRATEGY D Ensure that the community feels safe and is satisfied with the services of the El Segundo Police Department. *Identified as City Council Top Priority OP STRATEGIC DIRECTION The City Council and staff are committed to creating an environment that is inclusive and supportive of the community. Proactive and timely communications are critical to keeping the community engaged and informed. Staff are proactive problem solvers who strive to understand the needs of our customers and offer innovative solutions to address challenges. KEY PERFORMANCE INDICATORS ONetpromoter Score Maintain a "Great" (50-70) resident Netpromoter score with a minimum of 600 responses. OCity Responsiveness Residents are satisfied with the responsiveness of City services, as measured by: • The average score of the annual community and business survey questions related to responsiveness of various departments and City Council • Community Development ongoing transaction surveys. x ILA 4. DELIVER SOLUTION -ORIENTED CUSTOMER SERVICE, COMMUNICATION, DIVERSITY, EQUITY, AND INCLUSION STRATEGIES STRATEGY A Enhance proactive community engagement program to educate and inform the public about City services, programs, and issues. STRATEGY B Implement Diversity, Equity, and Inclusion (DEI) initiatives to cultivate representation and opportunities for all the members of the community. •1i\NrA STRATEGIC DIRECTION El Segundo's ability to provide quality programs and services depends on the City's 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. KEY PERFORMANCE INDICATORS 0 Employee Engagement Improved employee engagement score as measured by annual employee survey results. OEmployee Training Employee training as measured by the amount of training provided and 100% compliance with state -mandated training. OEmployment Laws 100% compliance with all applicable employment laws. OTime to Fill Decrease the average time to fill vacancies from the time the position is posted to the new employee's first day. OWorkers' Comp, and Claims • Decrease the number of workers' comp. and general liability claims. • Decrease the time to resolve existing claims. hum Mini i�Innand�i�iunu�iiu�I��i6I���juIII�UI�II��IIIIII�IIIN .i amicE PROMOTE AND CELEBRATE A QUALITY WORKFORCE THROUGH TEAMWORK AND ORGANIZATIONAL EXCELLENCE STRATEGIES STRATEGY A Enhance staff recruitment, retention, and training to ensure delivery of unparalleled City services and implementation of City Council policies. STRATEGY B Improve organizational excellence by implementing processes and tools that facilitate effective data collection and analysis while promoting data -driven decision making. STRATEGY C Reduce the number of workers' comp and general liability claims and expedite the resolution of existing claims. *Identified as City Council Top Priority STRATEGIC DIRECTION The City Council and staff work collaboratively to develop a balanced budget build strong reserves, and prepare for the future through long-term financial planning. 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. KEY PERFORMANCE INDICATORS OBusiness License Process Year -over -year growth in employee headcount and square footage O Funding for CIP Projects Improved organizational efficiency as measured by growth in funds available for CIP projects. 0000 ME 000000 \�1\ %M M��Mi�����t0000 j / 200 J J ,{ J J J J .may CHAMPION ECONOMIC DEVELOPMENT AND FISCAL SUSTAINABILITY STRATEGIES STRATEGY A Identify opportunities for new revenues, enhancement of existing revenues, and exploration of potential funding options to support programs and projects. STRATEGY B Utilize the City's long-term financial plan to make financial decisions that support the goals of the strategic plan. STRATEGY C Implement strategic initiatives to attract new businesses and foster business to business networking and collaboration to retain and grow existing businesses. * 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.* *Identified as City Council Top Priority 40 PROGRESS UPDATES Implementation Action Plan: Action Items and Projects An Implementation Action Plan will accompany the Strategic Plan. It will contain specific action items per strategy. Performance Metrics and 0 Key Performance Indicators (KPIs) •' I KPIs and performance metrics will be established to determine the successful completion of the action 0 items and/or projects. Monitoring and Tracking The Implementation Action Plan, along with the identified KPIs and performance metrics, will be monitored and tracked through the City's project management tool. Reporting 004 Progress reports on the overall Strategic Plan will be provided twice a year to the City Council. Periodic status reports on specific items will also be provided. CONCLUSION The Strategic Plan serves as a roadmap directing the efforts of the City of El Segundo over the four-year span from FY 2022-23 to FY 2025-26. This plan outlines the City's vision, mission, and values while setting forth goals, priorities, and strategies for the future. Regular annual reviews and periodic updates will ensure alignment with our evolving priorities and changing needs. Ell Segundo remains dedicated to ongoing collaboration with our numerous partners to accomplish the objectives outlined in this Strategic Plan. Thank you to everyone who contributed to our Strategic Plan. • Enhanced Communications Program and Updated • Successfully Negotiated POA and FFA MOUs Communications Plan. • Expansion of OpenGov to Streamline Special Events, 0 282 Communications Bulletins, 178 News Stories Temporary Use, and Filming Permit processes for Intranet/Website/Social Media • Communications/Resources 0 10 Monthly News Programs and 13 City Council • Town Hall Meetings with the City Manager Recap Videos • Recruitment of Key Executive Positions and Ongoing d Produced 32 What's Up El Segundo shows and 14 Recruitments (Fire Chief, Police Chief, Chief Financial Community Interest Programs Officer) 0 117 Videos Uploaded to ESMedia YouTube • Updated Job Descriptions to Better Align with • Hyperion Current Departmental Priorities 0 Implemented Hyperion Communications Plan • Employee Engagement Activities (Health Fair, 0 Assembly Bill 1216 - Wastewater Treatment Wellness Challenge, Employee Engagement Plants: Monitoring of Air Pollutants Committee) 0 Established Hyperion Ad -Hoc Committee • Employee Training and Development 0 Dashboard and Monitoring • Multiple MOU settlements (POA, FEA) • 7th Annual Net Promoter Survey of Residents and • Multiple Street, Sidewalk, and Sewer Maintenance Businesses (scores of 49 and 55, respectively - 1,402 and Repair Projects responses). • Graffiti Removal Within 24 hours • Enhanced Use of Intranet for Employee • Aquatics Center Pool Heater Implementation Communications/Resources • Approval of Entryway Feature • Little League World Series - Communications, Viewing • Construction Award of "The Plunge" Project Parties, Parade, Rose Parade • Agreement Award for the Design of the "Recreation • Monthly Strategic Plan Update to City Council Park Phase 1 Renovation" Project • Lateral Police Officer Recruitment • Automated Library Management System • Emergency Response to Severe Storm • Local Travel Network Pilot • Secured $350,000 grant for EOC Upgrade • Long -Range Financial Forecast Model Update • CERT Meetings • State of the City Event - 500+ Attendees • Security Cameras (Ocularis and Avigilon) • Economic Development Strategy FY 2023-24 • Neighborhood Watch Program • Sidebar Summit Partnership • Weekend hours for Neighborhood Preservation • Start-up Event Support Program • Hospitality & Tourism, Business Attraction • E-Bike Safety Outreach and Training Marketing Campaigns • Homeless Outreach • Housing Element, R3, and Mixed -Use Overlay Zone • ESPD "You Are Not Alone Program" • Smoky Hollow Specific Plan Cleanup • Strategic Plan Management System Implementation • Downtown Specific Plan Update • Electronic Onboarding and Offboarding (NeoGov)