City Council Meeting Agenda
March 8, 2022

34 Community Development City of Culver City Adopted Budget FY 2021/2022

New Projects / Programs
 Collaborate on 9814 Washington Boulevard (Paskan Property redevelopment) - Identify developer and initiate construction for 9814 Washington Boulevard via a Request for Proposals process.
 Continue collaboration on mobility initiatives with Public Works and Transportation Departments such as Move Culver City, Tactical Mobility Lane, mobility grants, long range mobility planning in General Plan.
 Continue implementation of Soft Story Seismic Ordinance Phase III – “Virtual Fair”, commence issuing public notice and order to comply to Soft Story Ordinance, coordinate landlord appeals and tenant relocation as necessary for retrofit work.
 Adopt Phase II REACH code amendment to mandate building electrification within the City.  Prepare department budget, administer contracts, workflow and financial administration for seven Divisions, coordinate record retention implementation for all Department divisions; coordinate related public outreach as necessary.
 Town Plaza Use Policy: Working group of the Community Development Department and oth- er Departments, and the City Manager’s and City Attorney’s Offices, to prepare a comprehensive use policy for the City’s Town Plaza.

35 City of Culver City Adopted Budget FY 2021/2022 Community Development

FISCAL YEAR 2022/2023 WORK PLANS

BUILDING DIVISION
On-Going Projects / Programs
 Continue to provide the core services of the Building Safety Division:

1. Process permit applications

2. Issuing construction permits

3. Coordinate inter-divisional workflow and routing of plans to various City Divisions

4. Conduct plan reviews for building code and municipal code compliance

5. Perform inspections for building code and Municipal code compliance

6. Facilitate with processing business license

7. Provide property record reports to real estate transactions

8. Provide documents for Public Records Requests

9. Collect Fees associated with building permits such as school fee, sewer facility fees, in-lieu Parkland fee, Art in Public Places fee, Development impact fee, etc.

10. Interdepartmental and interdivisional plan reviews

 Continue to expand Accela online permitting capabilities. Create new Accela record types for soft story tracking and implement GIS mapping of building hazards.  Continue to work with IT Department on the testing and implementation of an electronic plan check software.
 Continue to work with Finance and IT Department on integration of Accela payment and cashier system.
 Continue to enhance Building Safety website information such as applications and code information and bulletins and handouts.

36 Community Development City of Culver City Adopted Budget FY 2021/2022

 Continue Implementation of the Permit Center:

1. Create interdepartmental application process for selected types of permits to simplify and coordinate permitting among various divisions and departments in development services to improve customer services.

2. Reorganize counter service and customer queuing and workflow and create customer service computer kiosk to query permit and process information.

3. Refine and implement Permit Tech II rotation schedule.  Adopt and implement Phase II (All Electric) “Reach” Code Amendment to establish more energy efficient City Building standards. Phase I has been implemented.  Prepare any energy Reach Code website.
 Implement Soft Weak Open-Front (SWOF) Ordinance for mandatory Soft-Story Seismic Retrofit Code Program.
 Construction coordination for Apple/Culver Crossing, 11111 Jefferson, and 8511 Warner.  Continue digitization of building records.
 Work with IT Department on the selection and implementation of an electronic plan check and customer query software.
 Assist in the new fee study, resolution, and adoption of revised Building and Safety fees.  Permit Center evaluation for physical reconfiguration to enhance development service workflow. - customer computer kiosk (with necessary hardware and software) to query permit and process applications.

New Projects/New Programs
 Research, evaluate, and adopt 2022 California Code of Regulations with local amendments.  Website management and migration to new software solutions.

37 City of Culver City Adopted Budget FY 2021/2022 Community Development

FISCAL YEAR 2022/2023 WORK PLANS

ENFORCEMENT SERVICES
 Continue ongoing programs including enforcement of regulations for Leaf Blowers, Cannabis, Massage, and Amnesty. (see above)
 Continue ongoing programs including enforcement of regulations for Leaf Blowers, Cannabis, Massage, and Amnesty. (see above) Continue ongoing general enforcement and assistance for in- terdepartmental and interdivisional collaboration with Public Works, Current Planning, Building Safety, Housing, Finance and Parks, Recreation & Community Services.  Implement Safety Plan for Code Enforcement Officers per State Law SB 296.

FISCAL YEAR 2022/2023 WORK PLANS

ADVANCE PLANNING

VII. Strategic Plan 2018-2023, Goal 1 – Ensure Long-Term Financial Stability  GPU Grant Funding – Continue to manage existing grants and seek new grant funding and partnership opportunities to support the GPU process. Consider SB 2 funding to support efforts in the GPU related to housing, including the Housing Element. Coordinate with the AECOM planning and consulting firm to support the GPU process. Recruit a part-time intern to help research affordable housing programs and funding to implement programs in the GPU and Housing Element.

VIII. Strategic Plan 2018-2023, Goal 2 – Enhance Mobility and Transportation  Traffic Demand Management (TDM) – Advance Planning will participate in development of a Citywide Transportation Demand Management (TDM) Plan Request for Proposal (RFP) to update the existing TDM Ordinance.

38 Community Development City of Culver City Adopted Budget FY 2021/2022

 Support prioritized City-wide Mobility Initiatives with Transportation and Public Works De- partments as outlined in Short Range Mobility Plan.

IX. Strategic Plan 2018-2023 – Goals 1 and 2 – Ensure Long-Term Financial Stability and Enhance Mo- bility and Transportation
 Travel Demand Forecast Model (TDFM) – Continue coordinating with Public Works and Transportation staff to update the Transportation Study Criteria and Guidelines and with the consultant to prepare the mobility analysis and transportation impact analysis to support the GPU’s CEQA compliance.

X. Strategic Plan 2018-2023, Goal 3 – Revitalize Ballona Creek  Ballona Creek Revitalization (BCR) – Continue to collaborate with the CDD Administration and Economic Development Divisions to support the Public Works Department in the new initiative - Greening the Greenway project and other initiatives that arise related to revitalizing the creek.

XI. Strategic Plan 2018- 2023, Goals 2 and 4 – Enhance Mobility and Transportation and Enhance Housing and Homeless Services
 GPU State Regulation Compliance – Ensure GPU policies comply with recent major State regulations including Senate Bills (SB) 32 and 375 (greenhouse gas emissions), SB 1241 (fire risk), SB 1000 (environ- mental justice), SB 379 (climate adaptation), SB 743 (vehicle miles traveled and level of service), Assembly Bill (AB) 1358 (Complete Streets), AB 1397 and SB 166 (housing), SB 18 and AB 52 (Tribal consultation), among others.

XII. Strategic Plan 2018-2023, Goals 1, 2, and 5 – Ensure Long-Term Financial Stability, Enhance Mobility and Transportation, and Transform Inglewood Oil Field
 Carbon Disclosure Project – Continue to conduct annual reporting, in collaboration with City Departments, to quantify the City’s progress in reducing greenhouse gas emissions.

XIII. Strategic Plan 2018 -2023 – Fulfills all Goals and the Plan’s commitment to civic/community en- gagement, equity and sustainability.
 Governmental Alliance on Race Equity (GARE) – Continue helping with the Public Safety Review initiative and any other GARE initiatives as requested by the City Manager’s Office.

39 City of Culver City Adopted Budget FY 2021/2022 Community Development

 General Plan Update (GPU) – Continue working on the GPU project, including equitable community engagement (for example, by distributing more citywide mailers, providing translation services at events, and translating community documents), land use alternatives, plan preparation, technical analysis, and CEQA compliance.

41 City of Culver City Adopted Budget FY 2021/2022 Community Development

FISCAL YEAR 2022/2023 WORK PLANS

On-Going Projects / Programs
XIV. Strategic Plan 2018-2023, Goal 4 – Enhance Housing and Homeless Services  Continue investigation of short and long-term funding sources for the continuation of Housing Division administration, programs, and projects.
 Continue the annual single audit with Finance Department.  Continue file retention and destruction program.
 Continue staffing the Committee on Homelessness (COH).  Continue staffing the Landlord Tenant Mediation Board (LTMB).  Coordinate all request for mediation through the LTMB.  Provide notice to all landlords of requirement for LTMB and mediation services under CCMC Chapter 15.09
 Development Community Outreach and Education Campaign to better inform public about mediation services including a Decision Tree to help guide when mediation is appropriate.  Continue joint administration of SB2 grant funding with Advance Planning.

XV. Rent Control/ Tenant Protection Ordinance
 Continue implementation of Rent Control and Tenant Protection Ordinances including contract administration and monitoring, coordination of hearings and hearing officer, housing and tenant rights, rental adjustment analysis, rental registration/fees, program guidelines and procedures, community outreach, and monitoring and enforcement of program guidelines.  Monitor rent registration including number of registered units and rent registration fees collected

42 Community Development City of Culver City Adopted Budget FY 2021/2022

XVI. Homeless Services and Prevention
 Implement the Homekey Interim and Permanent Supportive Housing Motel Conversion Project.  Complete feasibility study, funding options and present findings to City Council for the production of up to 24 interim and/or permanent supportive housing units at the Virginia Lot and up to 12 at the Venice Lot.
 Implement the local Homeless Management Information System (HMIS) to identify, track and maintain a database on the unhoused community.
 Continue implementation and messaging campaign for public outreach about unhoused community.
 Work with City Manager’s office to implement Safe Parking Program.  Restart outreach for implementation of Cedars Sinai Homeless Awareness and Education Program.  Continue Upward Bound House Homeless Outreach and Case Management Contract Implementation.
 Explore funding options for Homeless Outreach contract services through contract service with the Saint Joseph Center (SJC).
 Continue administration of Rapid Re-Housing Program for six program participants as part of the Los Angeles County Homeless Initiative
 Investigate and implement strategies of the Los Angeles County Homeless Initiative include an Economic Empowerment Ordinance.
 Continue LA County Homeless Incentive Program (HIP) (including holding fee/signing bonus, vacancy loss, security deposit, and damage claims) to attract landlord participation.  Continue work with Committee on Homelessness (COH) to coordinate the 2023 Homeless Count.
 Continue implementation of Senior/Disabled Persons Mobile Home Replacement Program.

XVII. Low- and Moderate-Income Housing Fund
 Continue administration of RAP Program serving 13 households.

43 City of Culver City Adopted Budget FY 2021/2022 Community Development

 Continue all affordable housing covenant monitoring (400 units).  Continue administration Mortgage Assistance Program (MAP) – 13 units; Loan Monitoring ($2,000).
 Continue monitoring Metropolitan Property Management contract for 9 units at Jackson Avenue Apartments.
 Finalize rehabilitation of Jackson Avenue Apartments including installation of new roof and new kitchen and bathroom countertops and cabinets.
 Finalize rehabilitation of Braddock/Lafayette Group to address termite damage.  Continue Neighborhood Preservation Program Rehabilitation grant (minor code compliance rehabilitation) program (estimated 5 grants to be awarded).  Continue Section 8 Landlord Incentive Program administration (lease/retainer fee and security deposit – up to $2,500).
 Continue implementation of Neighborhood Preservation Program Senior and Disabled grants for life safety repairs.
 Inclusionary Housing Mixed-Use Ordinance covenant monitoring (new projects since 2020).

44 Community Development City of Culver City Adopted Budget FY 2021/2022

 Work with Current Planning to develop Property Management and Maintenance Plan for the Wende Affordable Housing Units.
 Oversee implementation of Linkage fee to fund affordabl e housi ng.  Continue implementation of Affordable Housing Accessory Dwelling Unit (ADU) Incentive and Amnesty Program ($300,000). Project delayed due to pandemic and requirement to accumulate linkage fee and in-lieu inclusionary fees.

XVIII. Section 8
 Continue administration of the Section 8 Program serving 210 households.  Conduct required Housing Quality Standard (HQS) Inspection per US Department of Housing and Urban Development (HUD) and California Redevelopment Law (CRL) rules/regulations.  Continue contract monitoring of Section 8 Family Self Sufficiency (FSS) Program serving 25-27 households
 Apply for the HUD FSS Coordinator Grant
 Prepare and Submit for HUD approval the Section 8 Annual Year Plan.  Conduct SEMAP review and submit to HA and HUD for approval.  Submit HUD required monthly PIC reports with a score of 98%-100%.  Coordinate renter protection provision and capital pass-through appeals related to Soft Story implementation.
 Housing Ordinances and Programs: Committee on Homelessness – LA County Homeless Initi- ative/Economic Empowerment Ordinance; Inclusionary Housing Ordinance; interpretation and implementation of the housing statues (SB2, SB35, etc.); interpretation and implementation of local incentives to enhance affordable housing activity (i.e. fee waivers, parking reduction, SB1818, Mixed-Use Ordinance/Community Benefits, employer tax credit).

45 City of Culver City Adopted Budget FY 2021/2022 Community Development

FISCAL YEAR 2022/2023 WORK PLAN

Economic Development

 Manage Construction of Culver City Market Hall.

 Coordinate tenant buildout of The Culver Steps and Ivy Station Redevelopment.

 Manager construction of TOD crosswalk improvements.

 Coordinate construction of TOD streetscape improvements with new developments projects.

 Manage West Washington Business Association.

 Manage Business Resource Center for new and expanded business permitting.

 Manage parking operations and complete improvements to the parking office, parking lots and installation of security cameras in the City garages.

 Work with Information Technology and City Manager’s Office to implement the City’s fiber network business plan.

 Meet with creative economy, retail/restaurant/services, automotive, hospitality, real estate/development and non-profit stakeholders, and the City’s top sales tax producers.

 Create new BIDs where possible (including the Hayden Tract).

 Manage Code Enforcement actions and/or research other opportunities to activate vacant/disinvested storefronts and properties with art.

 Produce business/educational workshops in collaboration with the Chamber of Commerce, Los Angeles Economic Development Corporation (LAEDC) and Small Business Development Centers (SBDC).

 Promote and highlight the City, new construction and other programming via social media platforms.

46 Community Development City of Culver City Adopted Budget FY 2021/2022

 Implement programs identified in the Economic Development Implementation Plan (EDIP).

 Prepare 2022-2023 City Profile.

 Identify developer via a Request for Proposals process and initiate construction for 9814 Washington Boulevard.

 Issue a Request for Proposals and select a vendor for modular housing design and installation at 10858 Culver Boulevard.

 Administer the Community Development Block Grant (CDBG) program.

 Renew Memorandum of Understanding (MOU) with Chamber of Commerce.

 Administer Farmers’ Market operations.

 Administer Downtown BID and assist with renewal and implementation, including funds disbursement, permit assistance and the Management Agreement.

 Administer Arts District BID and assist with mixers, promotion, website development and Artwalk events.

 Serve as liaison for city community events, administer related agreements as required, including production for annual calendar for Culver Steps and Town Plaza Expansion.

 Conduct Arts District Visioning.

 Staff Emergency Operations Center (EOC) as necessary.

 Manage Economic Recover Task Force (ERTF) efforts related to the Buy Local campaign and transition the ERTF into an economic resiliency task force with a focus on mid- and long-term economic vitality strategies and policies in conjunction with the General Plan Update and EIDP. Continue to convene task force to maintain connections with businesses, not-for-profits, associations and residents to understand real-time recovery and economic issues impacting our community.

 Partner with Public Works to obtain grant for Reimagine Fox Hills plan.

47 City of Culver City Adopted Budget FY 2021/2022 Community Development

 Meet with Culver City biotechnology businesses.

 Complete Media Park improvement plan and related implementation measures.

 Implement AIP Phase IV Median Construction Drawings and Bid Project.

 Implement Downtown Outdoor Expansion Space Project.

 Implement Pop-up Retail - Prepare policies and procedures that facilitate retail businesses to operate on a temporary/short-term/exploratory basis.

 Coordinate Ballona Creek Revitalization (BCR) project – Obtain project funding, prepare BCR Action plan that complements existing conditions and provides for future improvements on Ballona Creek as a public-private partnership. Coordinate program and related outreach with Advance Planning Division.

INFORMATION

TECHNOLOGY

1 City of Culver City Adopted Budget FY 2021/2022 Information Technology

Information Technology
Department Mission
To provide technology services that align with the City’s strategic vision, enhance the productivity of City departments, facilitate collaboration for effective decision making, and enable access to public information to ensure government transparency.

Department Description
The Information Technology Department is responsible for providing centralized network services, telecommunications, and technology solutions support. Information Technology provides project management, implementation, and programmin g support for the enhancement of software sys- tems. Support services include: system analysis, application development, hardware and infrastruc- ture maintenance, and training. The IT Public Safety Division provides technology support services to the Police and Fire Department. The Graphic Services Division provides custom printing support, fax and copier support, and mail services. The Department also oversees operations for the Municipal Fiber Network which is marketed as Culver Connect.

2 Information Technology City of Culver City Adopted Budget FY 2021/2022

FISCAL YEAR 2021/2022 WORK PLANS

IT Strategic Direction and Policy
 Continue implementation of Wi -Fi strategy that leverages the municipal fiber infrastructure and extends the City’s Wi-Fi to municipal locations in support of department specific operations.

1. a. Replace end-of-life Wi-Fi infrastructure at City Hall b. Extend City’s Wi-Fi to Fire Station #1 and Fire Drill Yard c. Extend City’s Wi-Fi to the Senior Center
Status: Ongoing. The outdoor installation of Wi -Fi at Veterans Memorial Park was completed in Oc- tober 2021 and successfully provided Wi-Fi to the public during Fiesta La Ballona. Staff is currently working with a consultant to plan and design the replacement of the Wi-Fi infrastructure at City Hall, and to extend Wi-Fi to the Fire Station facilities and the Senior Center. Staff will also be exploring op- tions to extend Wi-Fi to city parks and upgrade the service in the downtown corridor.

Technology Support
 Continue to support and implement technology enhancements for remote workforce. The IT Department will continue to support the remote workforce of City staff by procuring laptops, assisting with printers/scanners needed for home business use, and making web-based solutions available where possible.

Status: Ongoing. Provided support for 178 laptops of which 124 were provisioned as loaners to facilitate staff working remotely. Additionally, supplied printers and desk phones to replicate office functionality as needed. Continue to support and enhance configuration for staff to make and receive office calls from their mobile device using Cisco Jabber. Continue to setup and train users on using the meeting/conference platforms (MS Teams and Webex) to facilitate remote meetings. Continue to work with departments to develop online forms to facilitate city operations.  Implement an enterprise management solution for the increasing quantity and use of City iPads. Cloud based software will provide next-generation device management for the entire lifecycle of Apple devices including deploying and maintaining software, responding to security threats, distributing settings, installing updates, and asset management.

3 City of Culver City Adopted Budget FY 2021/2022 Information Technology

Status: Complete. Staff procured, implemen ted, and configured inventory management software to track and manage iPads citywide. The software enables routine operating system updates to ensure optimal security. The procurement process for purchasing iPads has also been enhanced. At the time of purchase, the city’s enterprise iPad account is provided to the vendor and the device is delivered preconfigured so that it automatically integrates into the management software eliminating the need for IT staff to setup the unit prior to usage.
 Support Finance Department with implementation of upgrades to the City’s financial system. IT will provide review and guidance of technical specifications, creating a virtual server environment, and assisting the vendor Tyler with software installation and configuration of the software which includes a budget dashboard and a tool for supporting budget book development.

Status: Ongoing. Conducted a technical review of server infrastructure, updated and prepared new environment in anticipation of the financial software upgrade. Assisted the Finance Department with meeting milestones and completed the financial system software upgrade. Provided support for the newly implemented budget book application. IT staff will continue to coordinate and support the Finance Department with additional system upgrades as needed. Staff will review system requirements and evaluate resources to assist with a cost/benefits analysis that com-pares keeping the software environment on-premise versus a cloud hosted Software as a Service (SaaS) solution  Support Public Works Department with implementation of new system from vendor Cubic for traffic analysis and facilitating decision-making. IT will provide review and guidance of technical specifications and vetting compatibility and use on City PCs and the network environment.

Status: Ongoing. Staff continues to support the Public Works Department in the upgrade of existing traffic management hardware and software. Will continue to collaborate and explore possibilities of connecting this software on the City network and integration with the City’s Geographical Information Systems (GIS) platform.
 Provide technical support as needed to the Transportation Department in support of technology improvements related to intelligent transit systems and related mobility enhancements.

Status: Ongoing. Provided technical support for the Transportation CAD System, assisted with trouble-shooting with the Computrol System, and provided technical support for various projects and endeavors including recruitment events. Provided project management support with newly configured MaintStar work order system.
 Plan and collaborate with the Transportation Department on the installation of new security camera system throughout the Transportation Facility. The security camera system must meet the State of California’s regulations for recording and storage retention through the procurement of upgraded equipment. The current surveillance system has reached the end of its useful life and

4 Information Technology City of Culver City Adopted Budget FY 2021/2022

lacks the capacity established by the state of California. Metro’s Prop 1B Transit Security Bridge funds have been allocated to the Transportation Department to use for this project.

Status: Ongoing. In collaboration with the Transportation Department and the Police Department, IT staff drafted and released a Security Camera Replacement Project Request for Proposal (RFP). The team evaluated the proposals and selected a vendor. City Council awarded the contract to the vendor, CelPlan Technologies, Inc on December 13, 2021. The project was initiated in February 2022 and is anticipated to be completed by July 2022 (which is dependent on equipment availability and delivery timelines). This project will establish an enterprise solution which will al-low staff to leverage the software and extend its use to additional departments.

Technology Enhancement & Replacements
 Ongoing development and support of online payment solutions that integrate between the City’s permit management system, Accela, and a public facing means of submitting payments for permits in a fashion that reduces error while improving ease of the customers’ experience.

Status: Ongoing. Completed major software upgrade to the Accela Permitting system. Deployed and supported a full complement of mobile devices for field inspections and remote work. Staff developed and implemented customizations to the plan check and permit expiration workflow that included User Acceptance Training (UAT) before go-live in the Accela system.  Continue to provide video -conferencing and virtual networking solutions that support telecommuting/remote work and virtual city meetings. Evaluate enhancements to further facilitate hybrid virtual City Council meetings, commission meetings and board meetings.

Status: Ongoing. IT staff continues to provide technical support for v irtual Council meetings and CBC meetings. Staff continues to provide one -on-one training to city staff to facilitate enhanced virtual meetings. Implemented technology to support hybrid Council meetings which will enable public/staff participating virtually or onsite. Rollout of this functionality is pending direction from City Council regarding the return to in-person meetings.
 The City’s IT service management system will be expanded in order to create workflows that make managing tickets, responding to user needs, and technical tasks performed by IT staff more efficient.

Status: On Hold. This work program item has been placed on hold pending availability of staff resources.

5 City of Culver City Adopted Budget FY 2021/2022 Information Technology

 Development of the City-wide electronic document management system (EDMS) components and workflows to provide public and internal access to various official city documents. In develop- ment for FY 2021-22 implementation is the completion of a WORM-compliant records center and automated workflow.

Status: Ongoing. Workflows and components for the WORM-Compliant records center were placed on hold for the majority 2021-22 due to staff resources being devoted to emergency operations and pandemic-related issues. These projects will carry -over to the FY22/23 Work Plan.  Email Retention, Electronically Stored Information (ESI), and Employee Use of Social Media Policies: Drafting and implementation of new policies and procedures relating to Email Retention, Electronically Stored Information (ESI) and Employee Use of Social Media.

Status: Partially completed and ongoing. A Working Group, consisting of staff from the City Manager’s Office, City Attorney’s Office, Administrative Services Department, and Information Technology are working to prepare Administrative Policies and Procedures for an employee use of social media policy, with an anticipated completion date in 4th quarter of FY 21-22 or 1st quarter of FY 22-23. With regard to the Email Retention and Electronically Stored Information (ESI) policies, the Working Group is in the process of reviewing best practices and sample policies from other cities, with the goal of completing Email Retention and ESI policies during 4th quarter of FY 21-22 or 1st quarter of FY 22-23. (Note: Due to resources being diverted to emergency operations and pandemic -related issues throughout calendar year 2020 and 2021, as well as other City Council priorities, this project has been delayed.

Network Infrastructure Enhancements
 To ensure redundancy, availability of services, and securing the City’s data:

a. Replacement of current end-of-life data storage system Status: Ongoing. On February 14, 2022, the City Council approved a contract with the [Re]DESIGN Group for the purchase, configuration, and install of a Dell EMC VxRail data storage system. The project will begin in March 2022 and is anticipated to be completed by June 2022.

b. Continue replacement of virtual environment infrastructure Status: Completed. On December 2021, staff completed the replacement of all the virtual Hosts that the Enterprise servers and applications are dependent upon.

6 Information Technology City of Culver City Adopted Budget FY 2021/2022

 Work with the City Manager’s Office to leverage Culver Connect, the City’s fiber-optic net- work, to stimulate economic development by providing high speed internet access to City business- es. Maximize the efficiency and utilization of the network by working with new operator to expand the customer base and provide ISP services to small businesses. Expand the Culver Connect network through joint-build activities with Ting Internet.

Status: Ongoing. The City’s network operator, Onward, lit its first internet service commercial customer on October 6, 2021. The City has continued to work with Onward to identify and market to new customers, including the development of marketing materials, as well as expanding and fulfilling service to the City’s existing customers. On June 14, 2021, the City Council approved allowing Onward to provide residential internet services to multi-family residential customers, and it is expected that Onward will be able to begin marketing to these customers before the end of FY21/22.

Development of potential joint-build activities with Ting have continued throughout the year.  In order to meet the public demand for additional options for high- speed home internet service, work with the City Manager’s Office to assist with the completion of Ting Internet’s citywide fiber network, including citywide fiber-to-the-home. Through partnerships with Ting establish a free public wi-fi location.

Status: Ongoing. It is anticipated that Ting will complete its Culver City network buildout in FY22/23. On June 28, 2021, the City Council approved the terms of an Aff ordable Housing Internet Connectivity Program Agreement with Ting, and selected Culver City Park as the location at which Ting will provide free public Wi-Fi. Staff continues to work with Ting on finalizing the agreement so that Ting can begin to provide free service to affordable housing residents. Staff and Ting also continue to work together on the planning and provisioning of a free public Wi-Fi location at Culver City Park, and the development of a program to provide free internet service to Culver City serving non-profit organizations.

Public Safety Division
 Rewiring Police Department’s network cables - The Police Department’s network cabling was installed over twenty years ago and digital usage has increased dramatically over the years. The current cabling is inadequate and there is failing network wiring in certain parts of the building which highlights the need to replace the network cables. The new cabling will meet and exceed the department’s need for the foreseeable future and will help provide resiliency to the department’s network.

Status: Ongoing. The FY2021/2022 City Council Adopted Budget included two Information Technology (IT) Capital Improvement Projects in support of the Police Department; Network Cable

7 City of Culver City Adopted Budget FY 2021/2022 Information Technology

Replacement Project and the Security Camera Replacement Project. The Network Cable Project is in the bid process and a vendor will be selected in March 2022.  Replace Security Camera System – The current security camera system provides external and internal monitoring of the police station, including the jail facility. On many occasions, the system has failed and required extensive troubleshooting to bring the system back online.

Status: Ongoing. On December 13, 2021, the City Council approved a contract with CelPlan Technologies, Inc. to install/replace, configure, and support security cameras at Transportation and Police Department facilities. The project began in February 2022 and is anticipated to be completed by July 2022 (depending on equipment availability and delivery timeline).

FISCAL YEAR 2022/2023 WORK PLANS
IT Strategic Direction and Policy
 Continue implementation of Wi -Fi strategy that leverages the municipal fiber infrastructure and extends the City’s Wi-Fi to municipal locations in support of department specific operations.

Complete a Wi-Fi assessment with the goal of extending service to city parks and the downtown corridor.
 Continue to support and implement technology enhancements for online services and remote workforce. Support process automation by making additional public services accessible online.

Continue to convert paper and PDF forms and applications so they can be submitted online.

Build automated workflow around internal processes for efficiently and tracking.

8 Information Technology City of Culver City Adopted Budget FY 2021/2022

Technology Support
 Support Finance Department with implementation of upgrades to the City’s financial system. IT will provide review and guidance of technical specifications, creating a virtual server environment, and assisting the vendor Tyler with software installation and configuration of the software which includes a budget dashboard and a tool for supporting budget book development.  Support Public Works Department with implementation of new system from the vendor, Cubic for traffic analysis and facilitating decision-making. IT will provide review and guidance of technical specifications and vetting compatibility and use on City PCs and the network environment.
 Collaborate with the Transportation Department in completion of the Transportation Technology Roadmap which will guide staff to implement and phase in new technology solutions for transportation as well maintain existing ones. This roadmap will also address a long-standing issue with creating a city radio system that can support the Transportation, Public Works, and Parks and Recreation department, outside of the Public Safety system. The Transportation Technology roadmap will include a 10-year projection of funding required for implementation.  In collaboration with the Transportation Department implement public Wi -Fi on the CityBus and CityRide vehicles by the end of the Fiscal Year 2022-2023. All the hardwar e necessary has already been secured and was installed in the vehicles with the implementation of Next CCBus in 2021. Additionally, staff will explore the viability of implementing Public Wi-Fi at 10 major bus stops within Culver City as part of our Mobility Hub efforts.  Provide support to the Transportation Department in the viability analysis and secure proposals on a design of a Mobility As a Service App, either tapping into our existing Next CCBus app or designing something new. The vision is to have an app that allows you to select mobility choices and see viable paths, available equipment and recommendation of trip including auto payment.

It will allow any person to plan a bus trip, see all the bike or bus paths, available micro-mobility vehicles, or even available garage or street paid parking.

Technology Enhancement & Replacements
 Ongoing development and support of online payment solutions that integrate between the City’s permit management system, Accela, and a public facing means of submitting payments for

9 City of Culver City Adopted Budget FY 2021/2022 Information Technology

permits in a fashion that reduces error while improving ease of the customers’ experience.

Updates for the upcoming fiscal year include:
 Updated Accela Citizen Access citizen portal for online permitting w/online payments functionality
 Integration with the City’s Geographic Information System (GIS)  Accela Cannabis permits solution enhancements
 Accela system migration to cloud hosted platform - Software as a Service (SaaS)  System enhancements to integrate and streamline e -signatures and document retention  Implement a staff on/off boarding systems (including change management) to improve the process of managing and coordinating this process between departments. This effort will include collaboration with the Finance Department and Human Resources Department. This software solution will integrate with existing systems where possible to reduce the amount of manual data entry while also improving efficiency and communication.  Continue to provide video -conferencing and virtual networking solutions that support telecommuting/remote work and virtual city meetings. Evaluate enhancements to further facilitate hybrid virtual City Council meetings, commissions and boards and committee (CBC) meetings.
 The City’s IT service management system will be expanded in order to create workflows that make managing tickets, responding to user needs, and technical tasks performed by IT staff more efficient.
 Development of the City -wide electronic document management system (EDMS) components and workflows to provide public and internal access to various official city documents. In development for FY 2021-22 implementation is the completion of a WORM-compliant records center and automated workflow. Analyze implementation of automated electronic document retention policies.
 Email Retention, Electronically Stored Information (ESI), and Employee Use of Social Media Policies: Drafting and implementation of new policies and procedures relating to Email Retention, Electronically Stored Information (ESI) and Employee Use of Social Media.  Complete an equipment analysis for the Council Chambers audio -visual components that are approaching end-of-life and upgrade as necessary. Analyze opportunities to enhance the AV experience for Council and Commission meetings that are held in the Chambers.

10 Information Technology City of Culver City Adopted Budget FY 2021/2022

 Upgrade Geographical Information Systems (GIS) infrastructure including servers, database management system, and versions of Esri software which will enhance the GIS program to take advantage of new enterprise solutions. Explore improvements to current and new GIS web applications, including cloud-based solutions, that facilitate access to map information.  Deploy an Employee Portal on SharePoint for centralized location of employee documents.

Employee specific documents are typically located across various department sites on Culver Central (SharePoint repository). Having information in an easy -to-use format in one location would benefit all staff and especially new employees. I nformation Technology will work with Administrative Services and other departments to create a section on SharePoint where staff can easily search and retrieve all employee related information.

Network Infrastructure Enhancements
 Continue replacement of Network environment infrastructure that is at end-of -life to support best industry practices and security controls.
 Work with the City Manager’s Office to leverage Culver Connect, the City’s fiber -optic network, to stimulate economic development by providing high speed internet access to City businesses.

Maximize the efficiency and utilization of the network by working with new operator to expand the customer base and provide ISP services to small businesses. Expand the Culver Connect network through joint-build activities with Ting Internet.  In order to meet the public demand for additional options for high- speed home internet service, work with the City Manager’s Office and the Public Works Department to permit the completion of Ting Internet’s citywide fiber network, including citywide fiber-to-the-home. Develop partnerships with Ting to provide high-speed internet at a lower cost for affordable housing residents, free internet service to Culver City serving non-profit organizations, and a free public Wi-Fi location.

Public Safety Division
 Continue Rewiring Police Department’s network cables. The Police Department’s network cabling was installed over twenty years ago and digital usage has increased dramatically over the years. The current cabling is inadequate and there is failing network wiring in certain parts of the building which highlights the need to replace the network cables. The new cabling wil l meet and exceed the department’s need for the foreseeable future and will help provide resiliency to the department’s network.

FINANCE DEPARTMENT

1 City of Culver City Adopted Budget FY 2021/2022 Finance Finance
Department Mission
To provide sound fiscal advice, information and service to City officials, City departments and the general public that ensures a financially strong and effective city government, in a timely, cost-effective and professional manner.

Department Description
The Finance Department plays a key role in each financial transaction of the City, ranging from cash handling to debt management; from financial forecasting to budgetary controls. The Department re- sponsibilities include: financial administration, budgetin g and financial analysis, accounting and au- diting of City resources, establishment of sound internal controls, cash management, debt manage- ment, purchasing, investments, billing and collection of monies due the City, issuing of business li- censes, accounts payable and payroll. The Department assists the City Manager in preparing and ad- ministering the operating and capital improvement budgets, ensures accurate fiscal analysis on items presented to the City Council, and through the City Manager provides an annual audited statement of the City’s financial condition to the City Council, prepared in accordance with generally accepted ac- counting standards.

2 Finance City of Culver City Adopted Budget FY 2021/2022

FISCAL YEAR 2021/2022 WORK PLANS

STRATEGIC PLAN INITIATIVES
Citywide User Fee Study
 Complete Citywide User Fee Study and review of Development Impact Fees and bring to City Council for adoption.

Status: In progress. The City has retained a consultant , NBS, to prepare a User Fee Study in conjunction with updates to the City’s Cost Allocation Plan. The Fee Study’s methodology and calculations will comply with the cost of service-based requirements provided by Article XIIIC, Section 1, of the California Constitution. Article XIIIC defines the difference between charges that qualify as fees for services, as opposed to taxes. Fees for services (except for penalties and fees for entrance to or use of government property), qualify as such if the amount charged does not exceed the cost of providing the service. The User Fee Study will require approximately four months to complete a final report, and up to eight months to include the formal public hearing and adoption process. The User Fee Study will be completed in FY2022/2023.

Full roll-out of Measure RE and audit program
 Culver City residents approved the amendments to the collection rate of Real Property Transfer Tax in November 2020 elections. The new Measure RE will be in effect from April 1, 2021. The City will be rolling out the new process of collecting additional tax under Measure RE and audit program for this revenue type during FY 2021/2022.

Status: Complete. The Measure RE tax collections process has been established since April 2021. The City has contracted with HdL Companies to monitor and audit the program on an ongoing basis.

HdL also assists City staff with answering questions about the program.

Conduct Transient Occupancy Tax (TOT) Audit Program and work with the Finance Advisory Committee (FAC) to determine ways to recover TOT revenues  HdL has been selected to conduct the TOT audit program. Staff and HdL will develop a program with guidelines and provide training to hotels/motels on preparing TOT remittance forms and submitting the correct amount of TOT.

3 City of Culver City Adopted Budget FY 2021/2022 Finance

Status: On hold. The audit has been put on hold due to the COVID-19 pandemic. In the interim, Staff has been working with outside legal counsel to update the current ordinance. Once the update is complete, education sessions for the hotels will be held in Fiscal Year 2022/2023.  Staff will work with the FAC members and the City Attorney to look at potential revenue sources to recover lost TOT revenues as a result of the Corporate Housing program.

Status: Complete. A recommendation was received and filed with the City on September 13, 2021.

The FAC determined the best course of action to address the impacts from the Extended Stay Hotel/Motel land use is for the City to consider entering into development agreements with any Extended Stay Hotel/Motel project applicants should the occasion arise.

DEPARTMENTAL INITIATIVES
Policy Project Development – Part II of Internal Audit Function  Staff will continue to update policies and procedures on a regular basis as recommended by Moss Adams.
 Finalize the implementation of the remaining Moss Adams internal control recommendations, including recommendations that require software changes or implementation of new software modules.
Status: These initiatives have been moved to the City Manger’s Workplan for FY 2022/2023 due to the shifting of the Internal Audit Division to the City Manager’s Office.

Budget Program Updates/Processes
 Continue roll -out of the Central Budget Entry Program to assist City Departments and Divisions with developing their annual budget submittals, along with streamlining review capabilities during the fiscal year.

Status: Complete. Initial roll-out of the Central Budget Entry Program was completed in preparation of the Fiscal Year 2021/2022 Budget . Staff developed and held training city wide and on a department level. Additional training will be held as part of the roll out for the Fiscal Year 2022/2023 Budget.
 Work with City Departments and Divisions in developing material to meet new criteria requirements for the Government Finance Officers Association (GFOA) aw ard program. Items will include Performance Measures and Department organizational charts.

4 Finance City of Culver City Adopted Budget FY 2021/2022

Status: In Progress – Will be completed for Fiscal Year 2022/2023 Budget book. Staff c onducted a training session with the departments in January regarding Perfor mance Measures. Departments have submitted draft performance measures which are currently under review and will be included in the Fiscal Year 2022/2023 Budget book. Staff is working with Human Resources to create updated Departmental organizational charts.
 Continued implementation of system enhancements to further reduce paper processes and improve overall City efficiencies, which will include deployment/upgrades to modules such as Personnel Actions, Employee Expense, and Accounts Payable programs within the City’s financial enterprise resource planning (ERP) software.

Status: In Progress. Implementation of P ersonnel Actions and paperless cash receipt batch processing is complete. Following the City’s ERP upgrade in February 2022, additional program enhancements will be scheduled.

5 City of Culver City Adopted Budget FY 2021/2022 Finance

FISCAL YEAR 2022/2023 WORK PLANS
Strategic Plan Initiatives Citywide User Fee Study
 Compl ete Citywide User Fee Study and review of Development Impact Fees and bring to City Council for adoption.

Conduct Transient Occupancy Tax (TOT) Audit Program and continue to monitor/ recover TOT revenues
 HdL has been selected to conduct the TOT audit program. Legal counsel will review and update the TOT ordinance for clarity. Staff, HdL, and legal counsel will develop a program with guidelines and provide training to hotels/motels on preparing TOT remittance forms and submitting the correct amount of TOT.

Assist With Development of Revenue Generation Strategies  Work with City Manager’s Office and support City Council and the FAC to develop new revenue sources to maintain fiscal stability and to mitigate for known expenditure increases in comin g years for pension obligation costs.
 Business Tax Review : Resume the review of the City’s Business Tax Structure that had be en paused during the COVID-19 pandemic and explore placing a Ballot Measure for Business Tax on a future General Municipal Election.
 Affordable and Workforce Housing Ballot Measure: Explore the possibilities for placing a Ballot Measure for Affordable and Workforce Housing on a future General Municipal Election.

DEPARTMENTAL INITIATIVES
Budget Program Updates/Processes
 Ongoing training and system updates (as needed) of the Central Budget Entry Program (CBE) to assist City Departments and Divisions with developing their annual budget submittals, along with streamlining review capabilities during the fiscal year. Staff will explore the enhancement capability of CBE in Fiscal Year 2022/2023.
 Work with City Departments and Divisions in maintaining and updating material to meet criteria requirements for the Government Finance Officers Association (GFOA) award program.

6 Finance City of Culver City Adopted Budget FY 2021/2022

 Continued implementation of system enhancements to further reduce paper processes and improve overall City efficiencies, which will include deployment/upgrades to modules such as Vendor Self-Service (VSS), Employee Expense, Accounts Payable and Project/Grant Accounting programs within the City’s financial enterprise resource planning (ERP) software.

HUMAN RESOURCES

Human Resources
FISCAL YEAR 2021/2022 WORK PLANS

ADMINISTRATION

• Public Safety Review
 Directed by the City Council to lead a comprehensive 90- day review to examine public safety resources and services , and to review and recommend changes to the Culver City Police Department’s use of force policy.

Status: Continuing. City Council reviewed reports and recommendations at its October 12, 2020 and January 25, 2021 meetings. Staff was directed to work with the Ad Hoc Public Safety Subcommittee to develop a Request for Proposal (RFP) to obtain a project manager to assist with the development of a mobile crisis intervention program. The consultant was selected by the Ad Hoc Public Safety Subcommittee in Fall 2021 and work started January 2022. Additional updates are provided in the City Manager’s Workplan

Human Resources

• Administrative Policies
 Review and revise relevant Administrative Policies in collaboration with the City Attorney’s Office.

Status: Administrative Policy review was placed on hold due to staff resources being reassigned to COVID -19 related issues throughout calendar year 2020 and 2021 .

Throughout 2021, policy development, administration and training has been focused on responding to the COVID-19 pandemic. The following policies and procedures have been implemented:
 Mandatory Vaccination Policy
• Religious and Medical Exemptions
• Expanded Family Medical Leave Act
 COVID-19 Prevention Guide
 Weekly Covid-19 Testing for the Unvaccinated
 Daily Infection Reporting Procedures
 Cleaning and Disinfecting Policies
 Physical Distancing Policy
 Customer Service Protocols
 Employee Testing and Return to Work
 Building Access and Public Appointment Portal
 Telecommuting Policy and Agreement
 Emergency Operations Center (EOC) Staff Reassignment

 AB 685 Notification to Employees and Labor Representatives

• Core Human Resources (HR) Functions
 Continue to manage core HR functions such as conduct classification and compensation studies, administer recruitment s, testing and selection, administer protected leave programs, conduct and oversee personnel investigations and provide support to departments on employee performance management.

Status: Ongoing. Throughout the year, HR representatives’ coach, counsel, and advise employees and departments on various issues pertaining to relevant Memoranda of Understanding and city policies/procedures , including interpretation and applicability ; staffing and reorganization options; performance management; employee benefits; and retirement issues.

• Equity Programming and Support
 U pdate the City’s Equal Employment Opportunity (EEO) Plan; Provide staff support for the Equity and Human Relations Advisory Committee; and facilitate diversity, equity and inclusion training for elected and appointed officials, and city staff.

• Status: Staff developed bylaws for the Equity and Human Relations Advisory Committee (EHRAC); provided support, technical advice and administrative assistance to new EHRAC members as well as assistance in creating and implementing the Equity and Human Relations Advisory Committee’s approved work plan, that included a community survey and community input; facilitated three equity -related community conversations with the City Council Ad Hoc Equity Subcommittee and a diversity, equity and inclusion training session to appointed officials . The Equity and Human Relations Advisory Committee held several special event meetings and engaged participation from the Culver City community and members of the public. The Equity and Human Relations Advisory Committee received community feedback through a community survey offered in English and Spanish, to better understand how the City may serve the Spanish speaking community. The goal was to gain information on the preferences from the Spanish speaking community regarding various City departments’ function, available services, and how to access such services. The survey was distributed at Fiesta La Ballona and electronically posted to the City’s website.

A request for proposals (RFP) was developed and consultants were interviewed for the development of the City’s Racial Equity Action Plan (REAP). The City selected Mason Tillman Associates to serve as the Racial Equity consultant; however, Mason Tillman Associates was terminated due to professional reasons. The City is currently reviewing t he requests for proposals (RFP’s) submitted from three other consultants that were also interviewed to prepare and assist with the implementation of the City’s Racial Equity Action Plan (REAP) with both short-term and long-term initiatives and goals.

The City is an official member of the Government Alliance on Race and Equity (GARE).

GARE is a national network of local governments working directly with their communities to address structural racism and racial inequity. Communities within the GARE netwo rk work together to achieve racial equity and advance opportunities for all. Culver City is one of 111 local and regional government jurisdictions committed to this work.

The EEO Plan update has been delayed and will be completed in FY 2022/2023.

• Labor Relations
 Labor contract negotiations with the Firefighter Association, Fire Management, Police Officer Association and the Police Management will begin in spring of 2022.

• My Brother’s Keeper
 In accordance with the adopted Local Action Plan, expand the Student Internship Program for My Brother’s Keeper (MBK) members for a paid summer internship.

Develop a mentoring program for all students who participate in the Student Internship Program. The goal of this program is to develop leaders, introduce and encourage public sector employment and provide peer mentoring.

Status: On hold due to COVID-19.

• Succession Planning
 Develop internal training, job shadowing and knowledge transfer program to address potential workforce gap.

Status: On hold due to COVID-19.

• Training Program
 Develop a comprehensive citywide training program to address skills gap and provide professional development to prepare for promotional opportunities.

Status: Ongoing. Training sessions focused on policies related to COVID-19 and return to work protocols. Mandatory sexual harassment prevention training provided to employees and supervisors.

RISK MANAGEMENT

• Re-establish the Risk Management Division in the Human Resources Department. The division will be managed by a certified Risk Manager to oversee and direct complex risk management and safety prevention programs.

• Develop and implement a City-wide Light Duty and Return to Work Program to quickly return employees to work to fill vacancies in the City.

• Continue to offer a comprehensive Employee Wellness Program. Conduct a survey to solicit feedback from employees on current program and potential program ideas.

Status: Ongoing. Promoted health and wellness benefits offered by the City through a customized video, printed publications and virtual training sessions. Also facilitated the purchase and placement of hand sanitizing stations at City facilities.

• Expand Departmental Employee Safety Recognition Incentive Programs.

Status: On hold due to COVID-19.

• Evaluate the City’s safety program for opportunities to enhance the program to create an organizational safety culture.

Status: Ongoing. Developed and administered comprehensive return to work procedures related to COVID-19. Continued to facilitate and monitor mandatory Cal-OSHA training and ensure facilities are inspected on a regular basis. Updated the City’s Injury Illness Prevention Plan (IIPP). Coordinated the following safety training sessions:

 OSHA – Personal Protective Equipment
 DOT Drug Testing
 Hearing Conservation
 Respiratory Protection
 Slips, Trips and Falls

• Continue providing quarterly claim reports to each department, providing a summary of reported claims/losses and incurred expenses.

Status: Ongoing. Continue to provide reports to departments to use as a tool to inform training, safety and equipment needs, as well as to highlight the cost of injuries.

• Continue to update Essential Functions Job Analysis (EFJA) for various job classifications in support of the workers compensation program.

Status: Ongoing. No EFJA’s have been updated in FY 2020/2021.

• Oversee the worker’s compensation claims program, ensuring timely reporting of workers' compensation claims to the third- party administrator; Compiling facts, data, completing mandated forms, accident reports, and coordinating investigations.

Status: Ongoing. Risk Management and Department staff work together to ensure prompt reporting of claims. The early notification allows for timely delivery of benefits, better claims management, and reduction in litigation. While 92 new claims have been opened to date in FY 2021/2022, 44 of those have already been closed.

• Review and evaluate settlement recommendations. Identify the City’s short and long- term risk exposures through coordination with the claims administrator and legal counsel for best possible results.

Status: Ongoing. In regular communications with the Third-Party Administrator and legal counsel to strategize on claims settlement. A total of 12 cases have been settled in FY 2021/2022.

• Implement and monitor the citywide Certificate of Insurance Program.

Status: On hold due lack of staffing in Risk Management.

• Oversee property valuations on all city owned property.

Status: Complete.

• Continue to manage EDD/unemployment/State Disability Insurance Claims

Status: Ongoing management of claims. Due to increased benefits and the unavailability of work hours for certain staff due to site and program closures, staff has processed an unprecedented number of claims in FY 2020/2021.

FISCAL YEAR 2022/2023 WORK PLANS

Human Resources

• Administrative Policies
 Review and revise relevant Administrative Policies in collaboration with the City Attorney’s Office.

• Core Human Resources Functions
 Continue to manage core HR functions such as conduct classification and compensation studies, administer recruitment, testing and selection, administer protected leave programs, conduct personnel investigations and provide support and advice to employees and departments on personnel-related matters.

• Equity Programming and Support
 U pdate the City’s Equal Employment Opportunity (EEO) Plan; Continue to provide staff support for the Equity and Human Relations Advisory Committee; and facilitate diversity, equity and inclusion training for elected and appointed officials, and city staff. Continue to develop programming related to My Brother’s Keeper and related initiatives adopted by City Council in the Local Action Plan.

• Labor Relations
 Continue to engage with labor groups in relation to revisions to the Civil Service Rules and alternatives to the Civil Service Commission.

• Succession Planning
 Develop internal training, job shadowing and knowledge transfer program to address potential workforce gap.

• Training Program
 Develop a comprehensive citywide training program to address skills gap and provide professional development to prepare for promotional opportunities.

RISK MANAGEMENT

• Continue to offer a comprehensive Employee Wellness Program.

• Expand Departmental Employee Safety Recognition Incentive Programs.

• Evaluate the City’s safety program for opportunities to enhance the program to create an organizational safety culture.

• Continue providing quarterly claim reports to each department, providing a summary of reported claims/losses and incurred expenses.

• Continue to update Essential Functions Job Analysis (EFJA) for various job classifications in support of the workers compensation program.

• Oversee the worker’s compensation claims program, ensuring timely reporting of workers' compensation claims to the third -party administrator; Compiling facts, data, completing mandated forms, accident reports, and coordinating investigations.

• Review and evaluate settlement recommendations . Identify the City’s short and long-term risk exposures through coordination with the claims administrator and legal counsel for best possible results.

• Continue to manage EDD/Unemployment/State Disability Insurance Claims.

• Implement and monitor the citywide Certificate of Insurance Program.

CITY MANAGER'S
OFFICE

1 City of Culver City Adopted Budget FY 2021/2022 City Manager's Office (10110100)

City Manager's Office
Department Mission
To provide leadership, guidance, and support to the City organization in the efficient and effective day-to-day management of the City organization; and to implement policies, annual goals, and objec- tives as established by the City Council.

Department Description
The City Manager is appointed by the City Council and is responsible for managing the day -to-day operation of the entire City through the coordination of all City departments in executing the policies and objectives formulated by the City Council. The City Manager provides direct supervision of the following staff: Assistant City Managers, Parks, Recreation and Community Services Director, Commu- nity Development Director, Public Works Director, Chief Transportation Officer, Chief Information Of- ficer, Chief Financial Officer, Assistant to the City Manager on Homelessness, and Assistant to the City Manager. Further, as provided in the City Charter, the City Manager also directs and supervises the administration of all City departments.

The City Manager is responsible for the development of program and policy alternatives for consider- ation by the City Council and recommends to the City Council current and future financial, human re- source and program needs of the City; establishes administrative procedure s, which will enhance the effectiveness and efficiency of City operations; develops and maintains intergovernmental relation- ships and intra-agency activities beneficial to the City, coordinates the City’s public information and community relations activities, and serves as the Executive Director of the Successor Agency to the Culver City Redevelopment Agency, the Culver City Parking Authority, the Culver City Housing Au- thority, and the Redevelopment Financing Authority. In addition, the City Manager’s offi ce reviews and analyzes proposed legislation and prepares position letters regarding support, opposition, and/or comments on legislation.

2 City Manager's Office (10110100) City of Culver City Adopted Budget FY 2021/2022

FISCAL YEAR 2021/2022 WORK PLANS
 The City Manager will continue to lead the City’s response to COVID-19 as the Emergency Services Director. The City Manager and staff continue to work with all departments through the EOC on issues such as public orders and compliance with health guidelines to keep the public safe, public and employee communications, employee policies and procedures, vaccination planning, fiscal stabilization, and cost recovery. 2018 Strategic Plan Reference: N/A Status: The City Manager issued three Supplements to Public Order in FY2021/2022. The 37 th and
38th Supplements extended the waiver of outdoor dining and valet parking license fees, and extended temporary use permits for certain outdoor dining. The 38th Supplement required verification of proof of vaccination at certain indoor businesses and City facilities. Staff coordinated a public education campaign and developed collateral materials to support the vaccination requirement. The City Manager’s office implemented the vaccine mandate for City Employees and contractors, including a weekly testing program for those employees with religious and medical exemptions to the mandate, and has worked with the Fire Department to provide vaccination and boosting opportunities for City Employees. The City Manager’s office continues to drive public communications to encourage vaccination and educate staff and the public about the latest public health orders and recommendations.

 Work with Finance to continue to enhance internal controls and oversight based on the recommendations of the Cash Handling, Grants Management Compliance, Enterprise Risk Assessment, and Internal Control Review. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability
Status: The Finance Department received approval for the Fraud, Waste, and Abuse hotline policy with the Internal Audit Framework from City Council. The Internal Audit staff is in the final stage of updating various financial policies and procedures such as Accounts Payable, Purchasing, Purchas- ing Card, Travel & Expense Reimbursement, Cash Handling and Grant Submission & Management.

The policies & procedures are being updated based on the recommendations of Moss Adams. Once the policies & procedures are updated, staff will present to the Policy Committee for their review.

Some of the Moss Adams recommendations required new software, which will take additional time and funding to transition. Most recently, staff implemented the Personal Action Entry module in the Financial System, which allows multiple managerial approvals for Personal Actions.

 Work with the Housing Division and City Attorney’s Office to implement the permanent rent control and tenant protections programs. Complete development of the residential rental

3 City of Culver City Adopted Budget FY 2021/2022 City Manager's Office (10110100)

registration process and collection of a residential rental fee, if approved by City Council. Created any additional processes, forms, and administrative policies necessary. Bring on board new staff and consultants to assist with the implementation of the program. Communicate about the program to stakeholders including tenants and landlords. 2018 Strategic Plan Reference: Enhance Housing and Homeless Services
Status: Complete. The Permanent Rent Control and Tenant Protections Program was adopted by City Council in September 2020 and went into effect in October 2020. During FY 21/22, staff continued with the implementation of the Program and additional guidelines and forms have been completed or are in progress. The Rent Control and Tenant Protections webpage has been updated and improved and additional communications, including mailers, brochures, flowcharts, a video, and social media have been completed or are in progress. Development of cost recovery fees were completed and adopted by the City Council in May 2021. Staff coordinated the first annual citywide residential rental registration process, including the payment of annual fees, which was due on March 31, 2022. Development of additional guidelines and forms are ongoing. After new Rent Control staff are onboarded during FY21/22, this project will continue and be led by the Housing Division, assisted by the City Attorney’s office.
 Work with the Housing Division, Code Enforcement, Police and Fire Departments, and other affected City departments to streamline the City’s response to homelessness and support the City Council’s direction regarding efforts to identify housing opportunities and address homelessness.

Work continues on addressing numerous priorities: increasing housing options and the number of people served; expansion of homelessness prevention programming; enhancement of data tracking and homeless outreach activities among city staff and service providers; expansion of community education efforts around homelessness; creation of local programs to increase workforce training and job opportunities; and strengthening local and regional coordination. 2018 Strategic Plan Reference: Enhance Housing and Homeless Services Status: These efforts are ongoing. Working with staff from the Housing Division and Community Development Department, the City submitted a Project Homekey application to support the purchase of two motels. If awarded, the motels will to be converted into 73 interim and permanent supportive housing units.
 Work with the Ad Hoc Public Safety Subcommittee to hire a project manager who will lead the work to design a Crisis Intervention Program for behavioral and mental health needs. 2018 Strategic Plan Reference: Enhance Housing and Homeless Services Status: Project Manager has been hired and work is underway. Program is anticipated to launch in Summer 2022.

4 City Manager's Office (10110100) City of Culver City Adopted Budget FY 2021/2022

 Work with Information Technology Department to leverage Culver Connect, the City’s fiber-optic network, to stimulate economic development by providing high speed internet access to City businesses. Maximize the efficiency and utilization of the network by working with new operator to expand the customer base and provide ISP services to small businesses. Expand the Culver Connect network through joint-build activities with Ting Internet. 2018 Strategic Plan Reference: N/A
Status: Ongoing. The City’s network operator, Onward, lit its first internet service customer on October 6, 2021. The City has continued to work with Onward to identify and market to new customers, including the development of marketing materials, as well as expanding and fulfilling service to the City’s existing customers. On June 14, 2021, the City Council approved allowing Onward to provide residential internet services to multi-family residential customers, and it is expected that Onward will be able to begin marketing to these customers before the end of FY21/22.

Development of potential join-build activities with Ting have continued throughout the year.  In order to meet the public demand for additional options for high-speed home internet service, work with the Public Works Department and the Information Technology Department to permit the completion of Ting Internet’s citywide fiber network, including citywide fiber-to-the-home. Develop partnerships with Ting to provide high-speed internet at a lower cost for affordable housing residents, free internet service to Culver City serving non-profit organizations, and a free public wi-fi location. 2018 Strategic Plan Reference: N/A Status: Ongoing. It is anticipated that Ting will complete its Culver City network buildout in FY22/23.

On June 28, 2021, the City Council approved the terms of an Affordable Housing Internet Connectivity Program Agreement with Ting, and selected Culver City Park as the location at which Ting will provide free public wi-fi. Staff continues to work with Ting on finalizing the agreement so that Ting can begin to provide free service to affordable housing residents. Staff and Ting also continue to work together on the planning and provisioning of a free public wi-fi location at Culver City Park, the development of a program to provide free internet service to Culver City serving non-profit organizations and responding to residential complaints and concerns about construction impacts.
 Work with the Finance Department to complete the permitting process for five non-storefront and three storefront cannabis businesses who are currently in the application process. Re-open the non-storefront permit application process for the remaining permit slots that are available.

Work with Finance to develop auditing and annual inspection procedures. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability
Status: Ongoing. The City permitted two manufacturing/distribution/home-delivery cannabis businesses and one storefront retail cannabis business during FY21/22. The City now has eight permitted cannabis businesses: one storefront retailer, three

5 City of Culver City Adopted Budget FY 2021/2022 City Manager's Office (10110100)

manufacturer/distributer/home-deliverers, two distributor/home-deliverers, one home-deliverer, and one distributor. On September 27, 2021, the City Council approved a resolution increasing the maximum number of home-delivery, manufacturing, distribution, and cultivation commercial cannabis business permits to allow a total of 15 home-delivery, 10 manufacturing, 15 distribution, 2 indoor cultivation, and 4 testing laboratory permits in Culver City.  Work with the City Attorney’s Office to update three remaining oil pipeline franchise agreements, out of the City’s five oil pipeline franchises, using the Torrance Valley franchise agreement (anticipated to be completed in FY21) as a template. 2018 Strategic Plan Reference:

N/A
Status: Ongoing. The City completed the new franchise agreement with Torrance Valley Pipeline on June 28, 2021. The City Manager’s office continues to work with the City Attorney’s office on revising the remaining three oil pipeline agreements to be in alignment with the provisions of the Torrance Valley Pipeline agreement.
 Work with the City Attorney’s Office and Community Development Department to develop and obtain City Council approval for a comprehensive ordinance permitting and regulate short term residential rentals. If approved by the City Council, develop the application process and forms, and a permit review and monitoring program. Issue RFP, if necessary, for a consultant for permitting, monitoring and enforcement. Monitor collection of transient occupancy taxes from hosting platforms. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability Status: Ongoing. The City continues to collect TOT through a voluntary collection agreement with users of the marketplaces’ largest short term residential rental platform, Airbnb. Completion of development of the short term residential rental program was placed on hold pending the completion of the permanent Rent Control and Tenant Protection Program, which went into effect in October 2020. Subsequently, this project was delayed due to resources being diverted to emergency operations and pandemic-related issues throughout calendar year 2020 and 2021, as well as other City Council priorities. Staff met with the City Council Ad-Hoc Short-Term Rental Subcommittee in September 2021, to review the project status and policy direction that was given by the City Council in February 2019. The next step will be to bring forward the Subcommittee’s recommendations to City Council for consideration and approval before an ordinance is drafted.  Work with the Finance Department to implement the new tiered rate structure for the City’s real property transfer tax, approved by voters as Measure RE in November 2020, including communications, audit and recovery mechanisms, and a process to determine eligibility for affordable and new multi-family residences. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability

6 City Manager's Office (10110100) City of Culver City Adopted Budget FY 2021/2022

Status: Complete. The City and County of Los Angeles Registrar-Recorder/County Clerk signed a revised agreement on March 31, 2021 for the Registrar-Recorder to collect the new documentary transfer tax for the City and remit it to the City. The agreement also provides for information sharing between the two entities, which has allowed the City to begin to audit DTT payments and transactions. Staff communicated with escrow companies about the new tax rates through the development of a new webpage, as well as information distributed by email and an online tax calculator. Staff completed forms and processes for the collection, and payment of refunds for those sales considered to be affordable and new multi-family residences.  Collaborate with the Culver City Unified School District and West Los Angeles Community College (WLAC) on projects and initiatives of shared interest. Actively participate in CC-CCUSD Liaison Committee and CC-WLAC Liaison Committee meetings and provide support to WLAC to engage the community. 2018 Strategic Plan Reference: N/A Status: Ongoing. The City Manager’s office and CCUSD officials have discussed a potential partnership to produce affordable and workforce housing for CCUSD employees on CCUSD-owned land. The City Council approved the formation of an Ad Hoc Affordable and Workforce Housing Ballot Measure Subcommittee on January 10, 2022 to further consider a potential tax ballot measure that could generate the necessary funding. Throughout the year, the City Manager’s office has coordinated with CCUSD on COVID-19 related policies, such as quarantine and isolation requirements for children who attend the CCARP after school programs. Due to the pandemic, the City of Culver City/Culver City Unified School District Liaison Committee and the City of Culver City/West Los Angeles College Liaison Committee have not met during FY 2021/2022 as 2/15/2022.  Work with the Transportation Department on strategy and policy development for improving circulation and reducing traffic congestion through expanding numerous modes of transportation. 2018 Strategic Plan Reference: Enhance Mobility and Transportation Status: Staff continues to work with the Transportation Department (lead) and other City Departments on the MOVE Culver City Downtown Corridor project. Efforts include the work with City staff and stakeholders on the new filming policy in the project area and the participation of the Community Project Advisory Committee. Staff helps guide the project team and consultant on various aspects of community engagement with the general public.  Develop a plan and funding mechanism to restructure and reorient the offices in City Hall, creating a more efficient use of space, considering current work from home changes, and potentially increasing opportunities for public meeting space. 2018 Strategic Plan Reference:

Ensure Long-term Financial Stability
Status: In progress. Due to the ongoing safety priorities associated with the COVID-19 pandemic, many City Hall staff have continued to telecommute on full and part-time bases. As such, the formal

7 City of Culver City Adopted Budget FY 2021/2022 City Manager's Office (10110100)

planning for restructuring and reorienting of the offices in City Hall has been put on hold. The spaces in the City Manager’s Office have been reorganized to accommodate the workspace needs of the current staff.
 Work to improve the City’s overall communications and increase opportunities for community engagement and public notification. Expand access to information and allow stakeholders to play an active role in discussing public policy and setting priorities. 2018 Strategic Plan Reference:

N/A
Status: In progress. Staff has been working with several departments on targeted community engagement and communications on various projects and programs. The City Manager’s Office works with other City staff on a regular basis to help ensure quality communications.

As of January 2022, the City has seen continued growth in the size of its audience on social media.

There are 5,762 followers on the City’s Facebook Page; 7,183 followers on the City’s Twitter Feed; 15,610 Nextdoor Members; 3,031 followers on the City’s Instagram feed; 593 followers on the City’s Volunteer Twitter Feed; 1,251 followers on Fire Department’s Facebook Page; 1,515 followers on the Fire Department’s Twitter Feed; 3,339 followers on the Fire Department’s Instagram Account; 4,618 followers on the Police Department’s Facebook Page; 7,219 followers on the Police Department’s Twitter Feed; 8,230 followers on the Police Department Instagram Account; 1,703 followers on the PRCS Department’s Facebook Page; 955 followers on the Culver CityBus Facebook Page; 510 followers on the Culver CityBus Twitter Feed; and over 42,000 subscribers on the City’s GovDelivery platform. The City’s communications consultant and staff have monitored comments, inquiries, and requests for service from stakeholders through various social media channels and the media.

Whenever appropriate, staff and the consultant have noted the comments and questions and have informed other City staff to respond to inquiries.
 Work with the City Attorney’s Office and various City departments on updates to the Culver City Municipal Code, policies and procedures which may be needed following the adoption of new legislation. 2018 Strategic Plan Reference: N/A
Status: This work is ongoing. Staff has renewed efforts to work on the Sidewalk Vending Ordinance and other City policies with the support of various staff and will convene the Ad Hoc Street Vendors Subcommittee. It is anticipated that amendments to the CCMC will be presented to the City Council during the 4
th Quarter of FY 21-22 or the 1st Quarter of FY 22-23.

8 City Manager's Office (10110100) City of Culver City Adopted Budget FY 2021/2022

FISCAL YEAR 2022/2023 WORK PLANS
 The City Manager will continue to lead the City’s response to COVID-19 as the Emergency Services Director. The City Manager and staff continue to work with all departments through the EOC on issues such as public orders and compliance with health guidelines to keep the public safe, public and employee communications, employee policies and procedures, vaccination planning, fiscal stabilization, and cost recovery. As public health conditions allow, the City Manager will modify existing public health restrictions to allow a return to normalcy while ensuring the public’s safety. 2018 Strategic Plan Reference: N/A  Work with Information Technology Department to leverage Culver Connect, the City’s fiber-optic network, to stimulate economic development by providing high speed internet access to City businesses and multi-family residences. Maximize the efficiency and utilization of the network by working with the City’s operator, Onward, to expand the customer base and provide ISP services to small businesses and multi-family residences. Expand the Culver Connect network through joint-build activities with Ting Internet. 2018 Strategic Plan Reference: N/A  In order to meet the public demand for additional options for high-speed home internet service, work with the Public Works Department and the Information Technology Department to permit the completion of Ting Internet’s citywide fiber network, including citywide fiber-to-the-home. Develop partnerships with Ting to provide high-speed internet at a lower cost for affordable housing residents, free internet service to Culver City serving non-profit organizations, and a free public wi-fi location. 2018 Strategic Plan Reference: N/A  Work with the Finance Department to complete the permitting process for three non-storefront and two storefront cannabis businesses who are currently in the application process. Re-open the non-storefront permit application process for the additional permit slots.

Work with Finance to develop auditing and annual inspection procedures for eight existing businesses. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability  Work with the City Attorney’s Office to update three remaining oil pipeline franchise agreements, out of the City’s five oil pipeline franchises, using the Torrance Valley franchise agreement (which was completed in FY21) as a template. 2018 Strategic Plan Reference: N/A  Work with the City Attorney’s Office and Community Development Department to develop and obtain City Council approval for a comprehensive ordinance permitting and regulate short term residential rentals. If approved by the City Council, develop the application process and forms, and a permit review and monitoring program. Issue RFP, if necessary, for a consultant for

9 City of Culver City Adopted Budget FY 2021/2022 City Manager's Office (10110100)

permitting, monitoring and enforcement. Monitor collection of transient occupancy taxes from hosting platforms. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability  Collaborate with the Culver City Unified School District and West Los Angeles Community College (WLAC) on projects and initiatives of shared interest. Actively participate in CC-CCUSD Liaison Committee and CC-WLAC Liaison Committee meetings and provide support to WLAC to engage the community. 2018 Strategic Plan Reference: N/A  Work with staff from the City Attorney’s Office, Administrative Services Department, and the City Council Policies Ad Hoc Subcommittee to complete a comprehensive review of all City Council Policies and finalize a new policy manual. 2018 Strategic Plan Reference: N/A  Work with the Ad Hoc Public Safety Subcommittee and Police and Fire Departments, City Attorney’s Office, Housing Division, and other affected Departments to launch the mobile crisis intervention program. 2018 Strategic Plan Reference: Enhance Housing and Homeless Services  Work with the Housing Division, Code Enforcement, Police and Fire Departments, and other affected City departments to streamline the City’s response to homelessness and support the City Council’s direction regarding efforts to identify housing opportunities and address homelessness.

Work continues on addressing numerous priorities: increasing housing options and the number of people served; expansion of homelessness prevention programming; enhancement of data tracking and homeless outreach activities among city staff and service providers; expansion of community education efforts around homelessness; creation of local programs to increase workforce training and job opportunities; and strengthening local and regional coordination. 2018 Strategic Plan Reference: Enhance Housing and Homeless Services
 Examine and plan for the future use of space at City Hall, taking into consideration how the pandemic has changed work, such as the increased use of telework, as well as the community’s need for more public meeting space. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability
 Work to improve the City’s overall communications and increase opportunities for community engagement and public notification. Expand access to information and allow stakeholders to play an active role in discussing public policy and setting priorities. 2018 Strategic Plan Reference: N/A  Work with the City Attorney’s Office and various City departments on updates to the Culver City Municipal Code, policies and procedures which may be needed following the adoption of new legislation. 2018 Strategic Plan Reference: N/A
 Update policies and procedures on a regular basis as recommended by Moss Adams. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability

10 City Manager's Office (10110100) City of Culver City Adopted Budget FY 2021/2022

 Continue to implement the remaining Moss Adams internal control recommendations, including recommendations that require software changes or implementation of new software modules. 2018 Strategic Plan Reference: Ensure Long-term Financial Stability

CITY CLERK

City Clerk
FISCAL YEAR 2021/2022 WORK PLANS

CITY CLERK

• Core City Clerk Functions

 Administer core City Clerk ’s Office functions such as access to public records, managing public inquiries and relationships, arranging for ceremonial and official functions, ensuring proper record- keeping of legislative actions and other documents, acting as compliance officer for state and local statues and providing excellent customer service.

Status: Ongoing. As of February 15, 2022, the City Clerk’s Office has ensured proper record keeping for 61 new resolutions, 9 new ordinances and has authored and provided 70 recognitions and reviewed 32 sets of minutes during FY21/22. In February 2022, the City Clerk’s Office began to provide auto- reply email responses to alert the public that their emails have been received, and to provide immediate answers to FAQs, as well as an initial phone greeting to provide similar information

• Legislative and Advisory Body Support

 Oversee City Council Meetings and provide other support and guidance to staff that serve as secretaries to Commissions, Boards and Committees (CBCs.)

Status: Ongoing. Provided routine training, advice and support to Council and CBCs. Developed hybrid meeting protocols, documentation and training in preparation for a return to a new hybrid City Council meeting. This will enable and guide the public to attend meetings virtually and in-person, once public health conditions allow.

 City Council Policies – Comprehensive Update: Working with t he City Council Policies Ad Hoc Subcommittee to complete a comprehensive review of all City Council Policies and finalize a new policy manual. It is anticipated this project will be completed by the end of FY21/22. (Joint Project with City Attorney’s Office.)
Status ( as of 02/16/2022): Partially completed and ongoing. Staff from the Administrative Services Department and City Attorney’ s Office are working with the City Council Policies Ad Hoc Subcommittee to conduct a comprehensive review of all City Council Policies and make recommendations to the City Council. Approximately 20 policies involving various subject matters have been

reviewed and revised to date. Subcommittee members and staff will continue to review Policies throughout FY22 /23. Due to resources being diverted to emergency operations and pandemic -related issues throughout calendar year 2020 and 2021, as well as a transition in key staff, this project was not completed in FY21/22 as projected.

 Provide and/or track mandated trainings for elected and appointed officials and City employees.

Status: Ongoing. AB1234 annual training will occur at the end of June 2022.

AB1661 annual training plan for elected and appointed officials is being developed jointly with the Human Resources Division.

 Oversee the annual CBC candidate recruitment outreach and selection process.

Status: Ongoing. 2021 recruitment was completed in June 2021. New members were onboarded and received training to take their positions as of July 1, 2021.

A special interim recruitment was completed in February 2022. Preparations for 2022 annual recruitment will occur between April and June 2022. Applications have been made available year-round and staff is implementing an outreach plan to increase awareness of available CBC positions.

 Develop and implement a process for a b iannual written report-back to City Council on CBC activities.

Status: Completed. The biannual written report -back p rocess has been developed and implemented for all CBCs , with the first report- back to be provided to the City Council in April 2022.

• Municipal Elections

 Prepare for municipal elections and provide services related to recall and initiative inquiries and petitions.

Status: Ongoing. As of 2/16/22, the City Clerk’s Office received and processed two failed recall petitions , responded to numerous initiative inquiries accepted one Notice of Intent to file a petition.

 Continue to work with LA County, providing outreach regarding Vote Centers/New Voting System.

Status: Complete and ongoing. Coordinated with LA County to establish vote centers and Vote By Mail Drop-Off Box Locations in Culver City for the June 7, 2022 Statewide Direct Primary Election and the November 8, 2022 General Election.

 Continue outreach to citizens and Culver City youth about the importance of voting.

Status: Outreach to citizens and youth on voting using social media, email, and other methods will accelerate closer to the date of the June 7, 2022 primary election.

• Document Management System (Joint project with IT Department)  Development of the City-wide electronic document management system (EDMS) components and workflows to provide public and internal access to various official city documents. In development for FY 2021-22 implementation is the completion of a WORM-compliant records center and automated workflow

Status: Workflows and components WORM-compliant records center were placed on hold for the majority FY21/22 due to staff resources being devoted to emergency operations and pandemic -related issues . These projects will carry - over to the FY22/23 Work Plan.

• Records Retention and Destruction Schedule
 C ontinue to provide oversight and direction on the process for citywide records destruction. An updated schedule will be completed in FY21/22.

Status: In progress. The citywide records destruction schedule is being updated to include new legislation and any needed changes by departments and will be adopted prior to the end of the FY21/22.

• Public Records Act – Electronic Request/Processing System  Procure Electronic Request Processing System for Public Records Requests (PRR) and provide training for Departmental staff PRR processes.

Status: Completed. Next Request is the new online PRR processing system , which was implemented in January 2022. City Clerk Staff trained all city staff who respond to PRRs on how to use the program to provide responsive documents.

The program went live on February 21, 2022. City Clerk and City Attorney provided an educational training on February 22, 2022 on the Public Records Act and the legal requirements of the Act and staff continues to tailor the program to fit the needs of the City.

• Electronic Filing System for FPPC Forms
 Implement an online program for electronic filing of forms required by the Fair Political Practices Commission

Status: Ongoing. The electronic filing program is now used for candidate filings (Forms 400 501, etc.), Forms 700 for 87200 filers and those st aff listed in the City’s Conflict of Interest Code . The semi -annual Form 460 deadline was January 31, 2022 and the Annual for 700 deadline is April 1, 2022. All FPPC filings can now be filed electronically and are available to the public through the City website.

PROPOSED FISCAL YEAR 2022/2023 WORK PLANS

CITY CLERK

• Core City Clerk Functions

 Continue to administer core City Clerk’s Office func tions such as providing access to public re cords, managing public inquiries and relationships, arranging for ceremonial and official functions, ensuring proper record- keeping of legislative actions and other documents, acting as compliance officer for state and local statues and providing excellent customer service.

• Legislative and Advisory Body Support
 City Council Meetings and O ther Commissions, Boards and Committees (CBC) Body Support – Continue to w ork with the IT Department to implement and document hybrid meeting attendance models. Hybrid meetings will allow remote and in-person participation at City Council meetings by the public during pandemic restrictions and beyond.
 Keep abreast of the latest virtual and hybrid meeting methodologies and adopt them as applicable to ensure the City is using solutions that maximize public participation and transparency.
 Ongoing review of agenda format and related meeting documents and processes.
 City Council Policies Comprehensive Update (Joint Project with City Attorney’s Office): Work with the City Council Policies Ad Hoc Subcommittee to complete a comprehensive review of all City Council Policies and finalize a new policy manual. It is anticipated this project will continue through FY22/23.  Provide and track mandated trainings for elected and appointed officials and City employees.
 Oversee the annual recruitment and appointment process and implement an outreach plan to increase awareness of year-round opportunities to serve on a CBC.

• Document Management System (Joint Project with IT Department)  Continue d evelopment of the City -wide electronic document management system (EDMS) components and workflows to provide public and internal access to various official city documents , including completion of a WORM -compliant records center and automated workflow.

• Record Accessibility
 Continue training of new Council and CBC members on use of Electronic FPPC Form filing system. Track and archive entered records.
 Implement and populate online portal for searchable City records and documents  Review and update webpages to ensure ease of access.
 Implement new software to convert microfiche and microfilm records into electronic documents, contingent on funding.

• Records Retention and Destruction Schedule

 Continue to provide oversight and direction on the process for citywide records retention and destruction.
 Draft and implement new policies and procedures rela ted to Email Retention, Electronically Stored Information (ESI) and Employee Use of Social Media. (Joint Project with Information Technology Department and City Attorney’s Office.)

• Public Records Act – Electronic Request/Processing System  Continue development of Next Request , including populat ing the portal with searchable records and documents.

• Municipal Elections
 Prepare for the November 8, 2022 General Municipal Election , to be consolidated with Los Angeles County , for election of two Council Members and any future ballot measures (if applicable). The election is expected to be called at a City Council Meeting in July 2022. Los Angeles County is scheduled to finalize and certify the results in time for approval and declaration at the December 12 , 2022 City Council Meeting.
 Continue outreach to citizens and Culver City youth about the importance of voting.

• Electronic Filing System for FPPC Forms
 Update the Conflict of Interest Code in Spring 2023, as part of a biennial update.

• Succession Planning
 Provide training, job shadowing and knowledge transfer within City Clerk’s Office for future continuity within the office.

CULTURAL AFFAIRS

Cultural Affairs

FISCAL YEAR 2021/2022 WORK PLANS - STATUS UPDATES

CULTURAL AFFAIRS

• Continue core division functions, including support of the Cultural Affairs Commission (CAC) and its various subcommittees in implementing Cultural Affairs programs and projects.

Status: Ongoing. The CAC meets on average 10 times per year with a small staff managing and coordinating all related activities and functions . Review and update of CAC’s public meeting minutes is ongoing. Approved minutes that are missing from the City’s website (41 sets from 2004 to 2017) , were collected and are being prepared for posting. To date, for FY 2021-2022, the CAC considered and provided input on items pertaining to the General Plan Update, the revitalization of Media Park ; considered recommendations for grants for the 202 2 Performing Arts Grant Program; reviewed Artist Laureate Alexey Steele’s activities for calendar year 2021; and, reviewed two quarterly reports and an annual plan as presented by Culver City Arts Foundation. The CAC has seven subcommittees, four of which have been very active and meet up to 1- 2 times per month: Public Art, 2022 Performing Arts Grant Program, Culver City Arts Foundation Liaison and Artist Laureate. Of these, the Public Art Subcommittee is a standing subcommittee that requires noticing and minutes in accordance with the Brown Act.

• Continue to participate and implement various initiatives of the Economic Recovery Task Force as pertain to Cultural Affairs, including a Virtual Performance Center.

Status: Ongoing. Cultural Affairs has coordinated with Economic Development staff and participated in the ERTF . Cultural Affairs has been involved in supporting and facilitating discussions of the ERTF Arts and Culture Working Group, implementation of the Virtual Perform ance Center on the City’s website, and development of a pilot program involving temporary art in empty storefronts and businesses.

• Continue to implement the Art in Public Places Program, including commission of new artworks, development of new cultural facilities, completion of major restorations and ong oing maintenance. Review and recommend revisions to Culver City Municipal Code Chapter 15.06 pertaining to the Art in Public Places Program.

Status: Ongoing.

New Development/New Artworks:

Eight new permanent artwork s in conjunction with development projects, were installed or completed installation since July 1, 2021:
o Sculpture by Rob Ley for Entrada (6181 W. Centinela Ave.) o Sculptures by Sage Vaughn and Tomokazu Matsuyama
o Mural by Steph Hendrix for the hotel on the Ivy Station campus o Glass art by Veronika Kellndorfer for Brick & Machine (9735 Washington Blvd.) o Two Murals by Alex Prager for 8888 Washington Blvd.
o Sculptural entry canopy by Luna Ikuta for Haven (11924 Washington Blvd.)

Culver Current, a digital temporary artwork created and installed at City Hall in 2019 by Nate Mohler, was extended through spring 2022 with two new digital shows and additional public outreach.

Staff continues to work with Hackman Capital Partners, Redcar , Ltd., Hillside Memorial Park, and The Wende Museum, Bastion Development Corporation, and the developer for the project at 11111 Jefferson Blvd. on fulfillment of the Art in Public Places Program (APPP) requirement in conjunction with their projects . Coordination Current Planning on new applications that trigger the APPP requirement is ongoing.

In conjunction with the City’s art consultants Dyson & Womack for the Washington/National TOD Gateway project, the CAC Public Art Subcommittee supported a recommendation by a selection panel for a concept by Los Angeles based artist, Charles Gaines , for the green open space; the concept is currently undergoing further review.

Artwork Collections Management:

o Completed major restoration of The Lion’s Fountain sculpture, fountain and surrounding plaza area which included fabrication and installation of a sphere, new signage, and new fabrication and placement of engraved donor bricks , and repainting of entryway columns.

o Annual cleaning of 19 City-owned artworks (including three with water components) has been completed, plus the City Seal and all the Heritage Courtyard plaques.

o Continued coordination with Hackman Capital Partners on the restoration and re -siting of the artwork Studio Pass by Jim Heimann, to a new location near Gate 2 at The Culver Studios.

Art in Public Places Ordinance:

Updating the CCMC regarding the Art in Public Places Program was placed on hold due to resources being devoted to emergency operations and other pandemic-related issues. The project is now moving forward with review at the staff and CAC subcommittee level and will include a cultural equity statement.

• Continue to improve outreach and marketing efforts (e.g. updating public artworks on City website and promotion of Cultural Affairs programs).

Status: Ongoing.

o Cultural Tours Book and Otocast Mobile Phone App – Staff is fulfilling weekly requests submitted online for the (red) tours books which are being distributed locally, regionally , and elsewhere within the US , plus updating image, sound, and text components to the mobile phone app walking tour. 530 copies of the second edition of the tours book were distributed in 2021.
o Augmented Reality Postcards – Two postcards (featuring The Lion’s Fountain and Culver Current at City Hall Courtyard) were created in the summer of 2021 to help attract visitors and locals to downtown. These are publicly available at site of the artworks in specially designed acrylic boxes and are replenished weekly. To date over one thousand have been distributed, with over two hundred video views on the app. o Print Publications - January 2022 saw the first of monthly articles in the magazine Culver City Neighbors on the activities of the Cultural Affairs Division. o Culver Blvd Urban Stormwater Project - Contributed with research in the form of images, captions, and didactic text for two of the three educational walkway panels. o Public Events – Cultural Tours Books and postcards are distributed at events such as Fiesta La Ballona, the DBA’s Hip and Historic Halloween, and those sponsored by Culver City Arts Foundation.
o City Website News and GovDelivery Bulletins - Cultural Affairs staff post new promotional content weekly on the City website and send frequent email bulletins to subscribers about City-sponsored events. The public is regularly informed about cultural activities (public art improvements, virtual performances a nd online art experiences ) and is encouraged to visit public art and to attend local music, theatre and dance events.
o Public Art Archive - In partnership with Western States Arts Federation (WESTAF), staff is implementing a database. This will serve both as a collections management tool for artworks under the purview of the APPP , and simultaneously provide content for featuring Culver City’s art collection in the online Public Art Archive , the only database featuring public art throughout the US.

• Continue to implement the Historic Preservation Program in conjunction with new development projects. Review Historic Preservation Program and recommend updates as appropriate.

Status: Ongoing. Staff continues to work closely with Current Planning staff and developers on development projects involving historical resources to ensure conformance with the

City’s Historic Preservation Program and CEQA . Current projects include Citizen Public Market, The Culver Studios, 5790 Washington Blvd., American Legion Building and Helms Bakery Complex . Work involves c oordinating and monitoring improvements in conformance with the US Secretary of the Interior’s Standards for Rehabilitation.

Updates to the CCMC pertaining to the Historic Preservation Program had been delayed due to COVID -19 and the necessity to reallocate staff resources to various Economic Recovery Task Force efforts. Per Council direction and approval, staff anticipates returning to Council with an update and recommendations in spring 2022.

• Continue to implement and promote the Performing Arts Grant Program, including technological upgrades and focus on increasing the number of applications and diversity of the applicants.

Status: Ongoing. During 2021, Staff administered contracts and promoted performances on behalf of 21 grant recipients. Due to pandemic delays, contract extensions were given to five (5) of th ose grantees, resulting in overlap of the 2021 and 2022 performances. Ten (10) of the contracts were fulfilled with virtual performances on a variety of digital platforms (YouTube, Vimeo, Zoom). Eleven (11) of the contracts were completed with in -person music, theatre and dance events, that welcomed live audiences to outdoor and indo or venues. Various safety measures, including vaccination confirmation, social distancing and masking protocols were enforced at those events . Notably, most live performances took place at City events (Fiesta La Ballona) or City-owned facilities (City Hall Courtyard, Senior Center, and Ivy Substation). Based on evaluation reports collected from the grant recipients, over 2,500 people attended performances and 10,000 online viewe rs participated during 2021.

Grants for the 2022 season have been awarded to 23 performing arts organizations for in- person events that will begin in March. Virtual performances were not eligible in 2022.

Partnered with the LA County Department of Arts and Culture for a grant -funded intern from West LA College.

• Continue the Artist Laureate Program including new public programming and activities.

Status: Ongoing. With the continuation of COVID-19, public programming continued to take place online. In the fall of 2021, two additional moderated virtual live drawing sessions were held featuring Culver City residents Rich Yamashita and George Kahn. Alexey Steele travelled to Russia where he participated in celebrations honoring the work of his father and promoted Culver City and his work here as Artist Laureate. Mr. Steele provided the CAC with a detailed report of his 2021 activities in January of this year. Due to the pandemic, Mr. Steele’s term has been extended to a third year, through December 2022.

Staff and the CAC Artist Laureate Subcommittee will begin working on the recruitment of a new Artist Laureate in late spring/early summer of 2022.

• Continue to partner with Community Development Department on the cultural and preservation elements of the General Plan Update. Incorporate goals identified in the Creative Economy engagement process.

Status: Ongoing. Worked with Advance Planning staff and the GPU consultants on completing tasks related to the General Plan Update as they relate to Cultural Affairs .

These included participation in Technical Advisory Committee meetings, review and comment of an Arts and Culture Policy Framework and coordinating an update to the Cultural Affairs Commission in September 2021.

• Continue partnership with Culver City Arts Foundation to raise additional funds and promote awareness of the City’s cultural programming.

Status: Ongoing. Donations were received for 2021 and 2022 Performing Arts Grant Program and to support the Artist Laureate Program. Culver City Arts Foundation reported on their activities at the Cultural Affairs Commission meeting in October 2021.

FISCAL YEAR 2022/2023 WORK PLANS

CULTURAL AFFAIRS

• Continue core division functions, including support of the Cultural Affairs Commission (CAC) and its various subcommittees in implementing Cultural Affairs programs and projects.

• Continue to assist and coordinate with other City departments/divisions on programs and projects that require specialized cultural knowledge.

• Continue to implement the Art in Public Places Program, including commission of new artworks, development of new cultural facilities, completion of major restorations and ongoing maintenance. Review and recommend revisions to Culver City Municipal Code Chapter 15.06 pertaining to the Art in Public Places Program.

• Continue to improve outreach and marketing efforts (e.g. , updating public artworks online and promot ing Cultural Affairs programs ). Explore connections with the Los Angeles Department of Cultural Affairs regarding plans for the 2028 Olympics.

• Continue to implement the Historic Preservation Program in conjunction with new development projects. Continue r eview of Historic Preservation Program , including designation plaques, and recommend updates as appropriate.

• Continue to implement and promote the Performing Arts Grant Program and focus on increasing the engagement with audiences and diversity of the applicants.

• Continue the Artist Laureate Program including new public programming and activities.

• Continue to partner with Community Development Department on the cultural and preservation elements of the General Plan Update. Incorporate goals identified in the creative economy engagement process.

• Continue partnership with Culver City Arts Foundation on programs and projects, and to raise additional funds and promote awareness of the City’s cultural programming.

• Develop a new Community Cultural Plan for Cultural Affairs that aligns with the Cultural Element of the General Plan Update and includes a Public Art Master Plan.