2016 Nov 07 - CC MIN SPC SPECIAL MEETING OF THE EL SEGUNDO CITY COUNCIL
MONDAY, NOVEMBER 7, 2016
El Segundo Public Library
111 W. Mariposa Avenue, El Segundo, CA 90245
12:00 p.m.
(Strategic Planning Workshop No. 3)
12:00 P.M. SESSION
CALL TO ORDER — Mayor Fuentes at 12:02 PM
PLEDGE OF ALLEGIANCE — Mayor Pro Tern Boyles
ROLL CALL
Mayor Fuentes Present
Mayor Pro Tern Boyles - Present
Council Member Dugan Present
Council Member Brann - Present
Council Member Pirsztuk Present
PUBLIC COMMUNICATIONS — (Related to City Business Only) — 5 minute limit per person, 30
minute limit total) None
SPECIAL ORDERS OF BUSINESS:
1. Consideration and possible action regarding the development of a specific work plan related
to the City's current strategic planning and resulting in City Council defining the City of El
Segundo's short term and long term work priorities. Receiving, filing and providing direction
regarding staff's analysis and recommendations for the specific work plan. Staff will also
present measurable metrics directly related to the work plan.
Recommendation: 1) City Council consider and discuss input regarding the specific work
plan related to Strategic Planning; and 2) alternatively, take such additional, related, action
that may be desirable.
Greg Carpenter, City Manager, introduced the item and outlined the meeting process.
Sara A Peterson, Management Consultant and facilitator, recapped the previous meetings and
stated the goals for the meeting.
The meeting was a forum for the Council and each department to discuss and ask questions
pertaining to the 2016-2019 Draft Strategic Work Plan handout (attached to this document for
reference).
Recessed at 1:14 PM
Reconvened at 1:24 PM
Continued discussion
MINUTES OF THE SPECIAL CITY COUNCIL MEETING
NOVEMBER 7,2016
PAGE NO. I
The final 2016-2019 Strategic Work Plan will be approved at the December 20, 2016 City Council
Meeting. All comments and suggested edits to the Draft Strategic Plan will be emailed directly to
Joe Lillio, Finance Director and Sara A Peterson, Management Consultant and together they will
finalize the 2016-2019 Strategic Plan for the City of El Segundo.
Council requested monthly reports from each department in correlation with the Strategic Plan and
how each department is doing on 2-3 metrics from each goal area and quarterly reports green,
yellow and red lining of the Strategic Work Plan.
Attached is the meeting summary from Sara A. Peterson, Management Consultant.
ADJOURNMENT at 3:00 PM
Tracy Weav .;r, City Clerk
MINUTES OF THE SPECIAL CITY COUNCIL MEETING
NOVEMBER 7.,2016
PAGE NO.2
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Strategic Plan
Table of Contents
Message from the City Manager, Greg Carpenter
Executive Summary
Part I: Mission, Vision &Values
Part II: Goals & Objectives
Part III: Work Plan for FY 2016-2019
Appendix: Draft Key Performance Indicators (KPIs)
2 �,
M1
Message from the City Manager
To: Honorable Mayor Fuentes and Members of City Council
I am pleased to present the City of El Segundo's 2016-2019 Three-Year Strategic Plan. The plan will serve
as a roadmap of El Segundo's vision for the future through a number of goals, objectives and strategies.
With this Strategic Plan, the City will continue to work towards making El Segundo the best place to live,
work, and play. The citizens and the business community continue to expect the City to provide a high
level of service by keeping the City safe at all times and by providing programs and services that enhance
the quality of life.
As the City implements the various projects and programs o„�tltned in the Strategic Plan, City Staff will
continue to work with our community to build upon the pa"rtner a s we have established.
look forward to many years of progress and important d^9y'6opments within our City, and extend my
personal appreciation to the Department Heads and City% ff for their hard work and cooperation while
completing this Three-Year Strategic Plan. I1I
Respectfully,
45P%.
N �
Greg Carpenter
City Manager °
M1
3 P a c
Executive Summary
A Strategic Plan is a living document which features a comprehensive framework that can be adjusted
based on the current needs of the community; and to ensure that the priorities set by the City Council are
clear, concise, and are being met by City staff. On a periodic basis, the City will provide updates on the
progress and performance of each goal, objective, and strategy. As such, the plan may be modified to
ensure that stated goals are aligned with the needs of the community.
Through a series of outreach efforts, the City identified five key goals:
1. Enhance Customer Service and Engagement
2. Support Community Safety and Preparedness
3. Develop as a Choice Employer and Workforce
4. Develop Quality Infrastructure and Environment
5. Optimize Impact of Technology " °9
Each of these goals have specific objectives and strata "dies ,identified"and outlined in order to support,
implement, accomplish these goals.The strategies are "s i#ntially the series of steps leading to the action
an Action ulPlan Worksheet. This section takes tl� p� qV ' goals.The Strategic Plan also incorporates
p Y Y p
a objectives, and Strategies and assigns the
responsible department and division.
IIOII �i,i',o,
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Part : I issio u, Vision & Values
Mission — What is our purpose?
The Mission of the City of El Segundo is to "Provide a great place to live, work and visit."
This serves as the "destination" that our strategies should lead towards and provides the context for our
decisions.
Vision — Where do we want to be in the future?
El Segundo residents enjoy a high quality of life as evidenced by reduced crime, improved schools, and a
sense of vibrant community—of fun! It is a tolerant, kind and compassionate community. It is recognized
as best place to raise a family and a center of innovation. The appeal of working for the City is such that
there are application backlogs for jobs in the area. It has engaging, sophisticated, capitalized events that
showcase tradition and match the City's evolving demographics, We also have a robust network and
service structure in place to support aging in place.
The City has transformed. We are leading the way with ir1, ton a renvironmental responsibility.With
fewer people driving cars, we have adapted our streetR,ab r "'fig and land use plans. We have high-speed
fiber optics as a utility to support ���� "
p y pport more work from hors" and fewer brick and mortar businesses. The
downtown is vibrant with successful businesses af; �`d y��nn wening pedestrian activity. The east side of
town has become denser (especially near the rail G $1j'tuding a high level of service with retail and a
school to support �a
pport it. While our revenu� ra � ha hifted to changing businesses, we are financial)
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sustainable and growing because we 11�, ft ,jf; on the changes. In fact, we have more invested
capital per square mile (commerci,17 tin' other California city. All of that said, we still have the Air
Force base in part because we fou6t forl" ,e r
'¢o
The City has also changed as a se,rvicy �vider. Customer service has increased. There is easy access to
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City information (1-click to answer an or a single point of entry/contact for services) and an ability to do
virtually everything online for real time access to services. Pathways for citizen and business feedback are
easy and comfortable. The City is seen as a nimble partner to businesses and residents with cutting edge
infrastructure and scalable processes/systems. At the same time, interactions are personal to keep the
small town feel.
Values & Culture — How will we serve and manage our city?
a Accountability El Segundo works to create a working culture of
* Productivity 9 Innovation
* Ethics » Support and recognition
Stewardship 0 Leadership by example
0 Service 0 Proactive action
6 Challenging ourselves 0 Problem-solving—getting to yes
0 Continuous improvement and reflection
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City ofE| Segundo — Meeting Summary
PARTICIPANTS
�'------
�—
Elected Appointed&Department Heads --'----Guests --------'-
Greg(arpen^e,'City Manager
Suzanne puen^e�, Kxnyu, David King,Assistant City Attorney
Drew Boyles, Mayor Pro rem
Michael Dugan, i-ovnci| K4emher Joseph U||io' Finance
Carol pin�mk'Council Member Chief Chris Donovan, Fire
���«� pe»eoun.Management Consultant
Dr. Don mrann'Council Member Martha DUkst,a,HumanResources
Debra Brighton,ubmrysewice, s|se�undory
rmcYV«ea"e',Ci�0e,k Sam�e' p|anning&Bui|dinKSa�� rwpmbeou��hepubUc
C,ista Binder,City Treasurer Chief Mitch Tavera' Police
Ken Berkman, Public Works
Meredith Petit, Recreation&Parks �
�
� ... --- �� ...... �� � ����
AGENDA
Kmtroduaimn
Confirm Overall Direction& Document Approach
Discuss Draft Goals,Objectives&Activities
° Are we comfortable with the direction of each?
*
Are vve comfortable with the components proposed for the goal areas?
°
Are there any questions to answer or gaps tofill?
°
What sort of performance indicators is the Council interested in seeing for each goal area?
Wrap Up& NeXt Steps
SLMMARY
Since thi.s meeting wms largely mwmck/hrough the emerging plan dooument, &h�summary presents the broad feedback
received nothpr&hon detailed edits Dp1oils:from the disc:s-s/bn will be integrated into ffie plan dmcu,nent./or/rvievu
Feedbacl< rethe OveraUUDirection & DocuKnent
The Council expressed their appreciation for Khework done tm date and direction of the plan while offering the following
t.m guide stiff in completing Kheclmconnent.
°
Review all items to ask if we are setting the bar high enough. in doing so, set specific measurement targets.
w
Review all items for active versus passive statements, and bring performance indicators into the document body.
�
Roll tactics up into comprehensive strategy statements that fill the space between 50,000 feet and the day-to-
day work of the City.
Feedback re Customer Service & Engagement Goal
Again'the Council approved of the direction for this goal area with suggestions that!
• The strategies should address not only virtual customer service but also in-person for more balanced approach,
• Both the plan and department heads in carrying i1 out it should embed a substantial process early onin
implementation to define the "E| Segundo customer experience." Doing snwill result in more intentional data
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collection, measurement,improvement efforts, etc. This process should include discussions about the City's
hours of business, response times,etc.
• The plan should incorporate performance indicators related to:
• Satisfaction levels for both residents and businesses;
• Understanding customer feedback(good and bad) by category;and
• Use of new.systems(e.g., percent of transactions completed online versus manually).
Feedback re Safe & Prepared City Goal
Council suggestions here included the following:
There should be a discussion of how the City will reach the community re safety and preparation,especially East
of Sepulveda, and how it will communicate/coordinate this work internally.
• The plan should incorporate performance indicators related to:
• Crime rates,
• Response times, and
• Insurance incidents and claim costs.
• The Fire Chief also mentioned the development of a disaster"readiness"score and tracking of CERT-trained
residents over time as possible performance indicators.
Feedback re Choice Employer & Work Force Goal
Council suggestions here included the following:
• Make a direct link between this goal and the first(customer service and engagement)since success for the first is
dependent upon success here.
• Make sure the strategies include a culture that nurtures improvement,innovation, and collaboration.
• The plan should incorporate performance indicators related to:
• Some form of external rating(e.g.,Glassdoor);
• Time to hire,which may vary by department because of external requirements(e.g., police);
• Promotions from within (evidence of staff development and succession planning);and
• Workers compensation and time between incidents or type of incidents.
Feedback re Infrastructure & Environment Goal
Council suggestions here included the following:
• This goal area should include a commitment to preventive maintenance,effective use of new facilities, longer-
term projections re what the City should be developing,and fiscal strategies to maintain momentum.
• The plan should incorporate performance indicators related to:
• Satisfaction levels for both residents and businesses re quality of infrastructure;
• Utilization of equipment;and
• Links to the indicators for other goals since City infrastructure is a means to arrive at other City goals.
Feedback re Technology Goal
Council suggestions here included the following:
• Ensure that the plan is not simply a series of projects and upgrades but that it is also about the integration of
technology across the City, the integration of systems with each other, and the centralization of information.
• The plan should incorporate performance indicators related to:
• Integration of online versus manual systems,and
• Perceptions of the City's use of technology given its business base.
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Feedback re Other Plan Elements
What is Missing?
After the Council discussed each goal as presented,they were asked: "what is missing?" In response, Council discussed
fiscal sustainability, economic development,and environmental sustainability as possible goals. They decided to amend
the infrastructure goal to include stewardship of the environment. They agreed that the plan should add a fiscal goal
focused on planning ahead, stewardship of funds,and transparency. They also felt that the economic development
elements included in the current draft should be paired with fiscal goals.
Reporting
Before closing the meeting,staff and Council discussed preliminary guidelines for reporting process toward Strategic Plan
goals. They agreed on:
Monthly updates by goal;
Quarterly reports assessing progress as green(on target),yellow(slowed), or red (on hold or interrupted);and
Ongoing data transparency at the department level.
The Council reiterated that they are not interested in data for the sake of data or for creating work/reports that detract
from the goals themselves or result in mission creep. Rather they are interested in trends that will help them to make
better, more strategic decisions.
NEXT STEPS
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