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Home My WebLink About05 - CC-6 - Monthly Update of Strategic Plan Goals - 6/15/20211 CITY COUNCIL AGENDA REPORT MEETING DATE: JUNE 15, 2021 ITEM NUMBER: CC-6 SUBJECT: MONTHLY UPDATE OF STRATEGIC PLAN GOALS AND SIX MONTH OBJECTIVES DATE: JUNE 3, 2021 FROM: LORI ANN FARRELL HARRISON, CITY MANAGER PRESENTATION BY: ALMA REYES, ASSISTANT TO THE CITY MANAGER FOR FURTHER INFORMATION CONTACT: ALMA REYES, ASSISTANT TO THE CITY MANAGER (714) 754-5090 RECOMMENDATION: Staff recommends that the City Council approve the June update to the work plan for the 2021 Strategic Plan’s six-month objectives. BACKGROUND: On Friday, January 29, 2021, the City conducted a strategic planning workshop to develop a new Mission Statement for the City, updated Three Year Goals, and key objectives over the next six months. The key objectives identified in January are in addition to the goals established by the City Council in 2019, and other high priority projects previously approved by the City Council. On February 16, 2021, the City Council adopted the Strategic Plan and a future workshop is slated for Summer 2021 to further develop the City’s goals and objectives through December 31, 2021 and beyond. A detailed work plan will be updated and presented to the City Council on a monthly basis through July 1, 2021 regarding the status of completing the City’s six-month objectives. ANALYSIS: The January 2021 strategic planning workshop included a discussion of citywide accomplishments and challenges, as well as internal and external factors impacting the City including the pandemic, national and regional economy and other factors. The City Council and leadership team participated in breakout groups for each of the five goals. Each group developed key objectives to implement during the next six-month period. A detailed work plan was prepared with specific deliverables for each Goal including timeframes that will be updated and monitored monthly through July 2021. 2 ALTERNATIVES CONSIDERED: The City Council can provide alternate direction to staff regarding the June update to the Strategic Plan. FISCAL REVIEW: Many of the stated priorities and action steps have been funded within the current (FY 2020- 21) budget. Other actions will be included in the Proposed Budget for FY 2021-2022 as needed, either in whole, or as part of a multi-year funding plan. As discussed on January 29, 2021, the City Manager will be working closely with the Human Resources Manager and all Departments citywide to evaluate existing staffing levels to identify additional resources that may be needed, or staffing realignments that should be proposed to accomplish the new and previously approved objectives. LEGAL REVIEW: The City Attorney reviewed and approved this report as to form. CONCLUSION The City Council in collaboration with the City’s leadership team established a Mission Statement, goals and objectives as well as a work plan for the first six months of 2021. Staff recommends that the City Council approve the June update to the 2021 Strategic Plan. ALMA L. REYES CAROL MOLINA Assistant to the City Manager Finance Director LORI ANN FARRELL HARRISON KIMBERLY HALL BARLOW City Manager City Attorney ATTACHMENTS: 1. City of Costa Mesa Strategic Plan (Updated June 2021) C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) A1 THREE–YEAR GOAL: RECRUIT AND RETAIN HIGH QUALITY STAFF WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. July 1, 2021 City Manager Develop recommendations for City Council consideration regarding increased staffing to address critical needs. X 2/16/21– City Council approved multiple staffing realignments during Mid–Year Budget. 3/2/21– City Council approved Cannabis Program staffing plan. Increasing City headcount by 7 FTE’s. 4/3/21 – City Council approved use of American Rescue Plan funds to end furloughs, increasing productivity to address critical needs. Additional recommendations to be presented for City Council approval during FY 21–22 Annual Budget process. 2. July 15, 2021 Human Resources Manager, in consultation with the Department Directors Develop a framework for a market analysis of employee compensation for hard–to–fill positions and present the results to the City Manager. X Working with departments to identify hard–to– fill positions. Reviewing current processes for market/compensation analysis and preparing additional options for consideration. 3. July 15, 2021 Human Resources Manager Issue a Request for Proposal’s (RFP) for a consultant who will identify opportunities to innovate and modernize recruitment, hiring and retention through succession and talent management planning. X Statement of Work completed and submitted to Purchasing. RFP completed and will be issued week of June 14th. Attachment 1 C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) A2 THREE–YEAR GOAL: RECRUIT AND RETAIN HIGH QUALITY STAFF WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 4. July 15, 2021 Human Resources Manager Develop a framework for a robust training, mentorship and leadership development program and present the results to the City Manager. X Researching various training/leadership development programs such as “Costa Mesa U” and 360 Evaluations. City participating in Claremont Graduate University Public Sector Leadership Insights Webinar Series and Liebert Cassidy Whitmore Webinar trainings. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) B1 THREE–YEAR GOAL: ACHIEVE LONG–TERM FISCAL SUSTAINABILITY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. By June 1, 2021 City Manager – Lead, Finance Director, Economic and Development Services Director, City Attorney Present the Measure Q Cannabis Permitting Fees, Ordinance, Procedures, and staffing to City Council for action. X 3/2/21 – City Council approved Cannabis Program staffing plan. 2/22/21 – Cannabis Ordinance(s) draft presented to the Planning Commission. 3/22/21 – 2nd draft Cannabis Ordinance(s) returned to Planning Commission for consideration/action. Planning Commission recommended approval with modifications to City Council. 4/12/21– Cannabis Ad Hoc Committee met with Cannabis industry to receive feedback. 4/20/21– First reading of ordinances 2021–08 and 2021–09 5/4/21 – Second reading of ordinances 2021– 08 and 2021–09 (modified, required new first reading) 6/1/21 – Cannabis permitting fees adopted by City Council 6/1/21 – New first reading of ordinances 2021– 08 and 2021–09 6/15/21 – Scheduled new second reading and adoption of ordinances 2021–08 and 2021–09 C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) B2 THREE–YEAR GOAL: ACHIEVE LONG–TERM FISCAL SUSTAINABILITY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 2. By July 15, 2021 City Manager and Economic and Development Services Director Develop the scope of work for the Economic Development planning consulting contract and present to the City Council. X Draft comprehensive scope of work for RFP approximately 70% complete. Plan to present to City Council in July 2021. 3. By July 1, 2021 Finance Director Develop and define a quarterly reporting format, including financial metrics, to improve fiscal transparency and report to the City Council and FIPAC. X A draft report format has been developed and will be presented to FIPAC and City Council in June 2021. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) C1 THREE–YEAR GOAL: STRENGTHEN PUBLIC SAFETY AND KEEP THE COMMUNITY SAFE WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. By March 15, 2021 and periodically thereafter City Manager Lead – working with Fire Chief, Police Chief, Emergency Management Administrator, and Parks and Community Services Director. Provide updates to the City Council regarding management of the COVID pandemic, including management of COVID vaccinations. X Continued Regular Updates to City Council, including:  State, County and City Overview Update  Vaccination Access (i.e., transition to greater health care distribution – Blue Shield, Cal Optima, Hoag, Kaiser, etc.)  Potential targeted efforts and partnerships (i.e., VA hospital, mobile pods, senior communities, pharmacies, Providence Health Care etc.)  OC Fairgrounds open with ADA Drive Through and Extended Hours on Thursdays (12pm–8pm) and walk–up vaccinations are now available at any time during operating hours.  Fairview ACS moved into a warm close status on 3/15/2021.  A substantial commitment by our City team has remained in place to help manage the pandemic. The Fire & Rescue Dept. continues to be actively engaged, currently working with our neighboring and regional Fire Service agencies in providing OC Fairground Super POD Management, Leadership and Paramedic ALS Site Support. Additionally, CMPD has successfully provided ongoing POD traffic management. Parks & Community Services has played a key role in connecting with our seniors for vaccine clinics for our most vulnerable population. The City PIO team has continued to ensure citywide messaging is shared. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) C2 THREE–YEAR GOAL: STRENGTHEN PUBLIC SAFETY AND KEEP THE COMMUNITY SAFE WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED  The OC Fairgrounds Super POD anticipated to close between June 5–7, if not sooner.  The OC Fairgrounds Super POD officially closed on June 6th.  We are preparing for a thoughtful approach to reopening the City Council Chambers and City Hall.  Realignment of City regulations and resolutions to comply with State guidance. 2. April 1, 2021 Asst. to the City Manager, working with the Public Information Officers Establish a community communication and engagement plan to support health and safety initiatives. X Recent Public Communications included:  COVID–19, with a focus on vaccine and reopening strategies  Hazard Mitigation Plan update  Active Transportation Plan social media  Neighborhood Parking Study communications  Continued incorporation of bilingual messaging across social media platforms  Development of more formal plan underway  Housing Element Update  Earth Day & Sustainability Events  Bike Month, AAPI Month  Active Transportation Plan social media  Love Costa Mesa Day  Development of a formal communications plan underway  Housing Element Update  Virtual Town Halls  Planning of District based community outreach meetings C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) C3 THREE–YEAR GOAL: STRENGTHEN PUBLIC SAFETY AND KEEP THE COMMUNITY SAFE WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 3. June 1, 2021 Public Services Director and Police Chief, working with a consultant Develop approaches to mitigate collisions and injuries on roadways, including providing 3–5 options for City Council direction. X 3/10/21 – Selection of consultant for Local Roadway Safety Plan underway. To be presented to City Council in April 2021. 4/20/21 – City Council approved Professional Services Agreement with Kimley–Horn for the LRSP. 5/3/21 – Kick off meeting held with consultant and City team including Public Services and PD staff. 5/5/21 – Bikeway and Walkability Committee briefed on the study. 5/18/21 – Proclamation of SCAG Traffic Safety Pledge. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) C4 THREE–YEAR GOAL: STRENGTHEN PUBLIC SAFETY AND KEEP THE COMMUNITY SAFE WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 4. July 1, 2021 City Manager, working with the Police Chief Develop a plan for expanding our community policing and report to the City Council with a timeframe for implementation. X 2/21 – The Assistant City Manager initiated an interdepartmental working group called the Neighborhood Improvement Task Force to identify, strategize and respond to issues that impact quality of life for Costa Mesa residents. To date, the group has reviewed and developed action plans to address trash and large item pick–up and identified locations of high calls for service from PD. The group is comprised of PD, Fire, Public Services, Development Services, City Manager, and City Attorney offices. 3/9/21 – Item to expand Police Officer ranks by 2.0 FTEs to address Cannabis Measure Q implementation, among other community policing services approved by City Council. 5/6/21 – Created and filled new lieutenant position to cover organization needs and free up CPU Sergeant to focus on CPU responsibilities. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) D1 THREE–YEAR GOAL: MAINTAIN AND ENHANCE THE CITY’S INFRASTRUCTURE, FACILITIES, EQUIPMENT AND TECHNOLOGY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. March 16, 2021 Parks and Community Services Director Provide an update to the City Council on the Arts and Culture Master Plan. X 3/16/21– Arts & Culture Master Plan presented to City Council. 5/3/21 – Master Plan is being printed for distribution to Mayor, Council, Commission, and Arts Committee 2. June 1, 2021 Parks and Community Services Director Provide an update to the City Council on the Open Space Master Plan. X 3/9/2021 – Working with a consultant for the final phase of the Open Space Master Plan. 5/11/21 – Funding for completion of the Open Space Master Plan is included in the FY 21–22 CIP budget presented to City Council. 3. July 15, 2021 IT Director and Public Services Director Implement IT backup system, refresh Wi–Fi, and IT room chiller upgrade. X 3/16/21 – FY 21–22 CIP budget to include the chiller upgrade. Staff will be soliciting bids for installation in July 2021. Backup Equipment and Software install is completed and in production for Public Safety and City Hall networks. 5/3/21 – Wi–Fi study completed for Public Safety. Working with purchasing to order hardware and software for install to complete upgrade. City Hall new Wi–Fi turned on June 11, 2021 5/12/21 – Departments including City Manager’s office, IT, Public Services, PD and Fire participated in a review of next steps to C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) D2 THREE–YEAR GOAL: MAINTAIN AND ENHANCE THE CITY’S INFRASTRUCTURE, FACILITIES, EQUIPMENT AND TECHNOLOGY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED address power/emergency generator issues. Staff identified short–term and long–term solutions. 5/12/21 – A new temporary transfer switch to be installed at City Hall for the generator. Emergency Response Coordinator to review power issues with SCE representative. 4. July 15, 2021 at a Council Study Session Public Services Director Present the Pedestrian Master Plan Update, including results from Community Outreach and walk audits. X 3/31/21 – Began pedestrian walk audits and continued to April. Six walk audits were conducted between March 31 and April 15. Pedestrian Master Plan improvements also to be discussed in context of FY 21–22 CIP Budget. 5/5/21 – Staff presented update was emailed to the Bikeway and Walkability Committee as discussed during the May committee meeting. 5. July 15, 2021 Fire Chief and Public Services Director Develop long–range facility and equipment needs assessment and report the results to the City Manager. X City Manager working with Finance Director, Public Services Director, & Fire Chief in development of FY 21–22 CIP budget to address multiple Fire facility and equipment needs. 4/13/21 – Discussions regarding priorities, site assessments and inspections at Fire facilities, including Fire stations and satellite facilities. 5/11/21 – Working with the City Manager and Public Services Director, Chief Stefano shared C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) D3 THREE–YEAR GOAL: MAINTAIN AND ENHANCE THE CITY’S INFRASTRUCTURE, FACILITIES, EQUIPMENT AND TECHNOLOGY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED the need to replace Fire Station #2 (1966 structure) inclusive of funding for the design phase funding in the proposed FY 21–22 CIP Budget and the reconstruction funding in FY 22–23. Additionally, Chief Stefano also presented the need to prepare for reconstruction of the living quarters at Fire Station #4 (1967 structure). The apparatus bay has been remodeled with an extension to better fit all Fire apparatus and includes a vehicle storage area for the ambulance program. The City is also concurrently working on potential grants from state or federal funding to assist with the reconstruction of the Fire Station #4 Training Facility (1967 structure). 5/11/21 – FY 21–22 Proposed CIP Budget and Five Year CIP City Council Study Session was conducted. 6. July 15, 2021 Parks and Community Services Director Provide an update to the City Council on the development of the Community Center, Shalimar Park and Ketchum–Libolt Park improvements and other strategies to increase park access. X 3/2/21– Council approved Resolution to apply for Prop 68 grant funds for expansion of Ketchum–Libolt Park. Additional items to be included in development of FY 21–22 Budget. 5/11/21 – The Capital Budget includes funding for Ketchum Libolt Park Improvements. Currently funding is in place to begin design for Shalimar Park improvements. Ketchum–Libolt Park Improvements C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) D4 THREE–YEAR GOAL: MAINTAIN AND ENHANCE THE CITY’S INFRASTRUCTURE, FACILITIES, EQUIPMENT AND TECHNOLOGY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 7. July 15, 2021 Council Members Chavez and Gameros, with Public Services Director and the City Attorney Review the Community Workforce Agreement and present to the City Manager for future City Council action. X Review will commence in April/May 2021. 5/27/21 – Staff met with City Attorney and Councilmember Chavez to discuss an outline and develop a plan. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) E1 THREE–YEAR GOAL: DIVERSIFY, STABILIZE AND INCREASE HOUSING TO REFLECT COMMUNITY NEEDS WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. July 1, 2021 Economic and Development Services Director and Finance Director, co–leads Complete resource planning to implement longer–term programs such as ADU's, STR's, and HOME funds and present the results to the City Manager. X 2/16/21 – City Council approved a Grant Administrator position to manage grants including HOME programs. 3/09/21 – City Council approved 3.0 new FTEs for Development Services to assist with Measure Q implementation and day–to–day operations. Resource planning is underway to address other long–term programs in the context of the FY 21–22 Budget. 2. July 1, 2021 Economic and Development Services Director and Human Resources Manager, co–leads Evaluate and identify short–term and long–term staffing needs to assist with core Development Services Department programs. X 2/16/21 – City Council approved an upgrade for a Senior Building Inspector position to provide skilled inspection work. Ongoing – Utilizing contract staff in the Building Division to address immediate customer service needs. Staff planning to be addressed in upcoming FY 21–22 budget. C I T Y O F C O S T A M E S A SIX–MONTH STRATEGIC OBJECTIVES January 29, 2021 through July 31, 2021 (Updated June 2021) E2 THREE–YEAR GOAL: DIVERSIFY, STABILIZE AND INCREASE HOUSING TO REFLECT COMMUNITY NEEDS WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 3. July 15, 2021 Economic and Development Services Director Complete a Public Review Draft Housing Element and present to the City Council. X 3/1/21 – Housing Element Study Session held with Planning Commission. 3/23/21 – Housing Element Study Session held with City Council. 4/27/21 – Joint Planning Commission/City Council Housing Element Study Session scheduled. Preparation of the Public Review Draft is underway. 4. July 15, 2021 Economic and Development Services Director – Lead, City Attorney, Public Services Director, Assistant City Manager Present a Development Program to the City Council for senior housing at the Senior Center site. X City Attorney exploring options for City Council consideration to present at a future date. Exclusive Negotiating Agreement (ENA) with Jamboree Housing circulating for signature. Signatures should be finalized by May 20, 2021, so that parties can begin exploring detail of proposal. The ENA with Jamboree has been fully executed; parties can begin exploring proposal details.