City Council Meeting Agenda
March 8, 2022

PROPOSED WORK PLANS FOR CITY DEPARTMENTS
Status Update for FY 2021/2022
New Work Plans for FY 2022/2023

DEPARTMENT PAGE

• Police Department ........................................................................ 2 • Fire Department ............................................................................ 26 • Parks, Recreation & Community Services Department ................. 35 • City Attorney Department .............................................................. 44 • Public Works Department ............................................................. 61 • Transportation Department ........................................................... 82 • Community Development Department .......................................... 102 • Information Technology Department ............................................. 148 • Administrative Services Department
o Finance Department .......................................................... 159 o Human Resources/Risk Management ............................... 166 • City Manager Department ............................................................. 173 o City Clerk ........................................................................... 184 o Cultural Affairs ................................................................... 190

POLICE DEPARTMENT

Police
Department Mission
The Culver City Police Department is committed to enhancing our community’s quality of life through progressive policing, timely response, and public partnerships.

DEPARTMENT VALUES
 Professionalism: The men and women of our organization maintain a level of professionalism worthy of the trust bestowed upon us and striving to serve as the model in the law enforcement profession through accountability, transparency, and best practices.  Progressive Policing: Whether it be investigative techniques, technology, policy, or programs we strive to be at the forefront of law enforcement as a profession.  Partnerships: Public partnerships and building trust with our community is at the foundation of everything we do, and we strive each day to foster and preserve the trust and relationship between our Department and the community we serve.

Department Description
The Police Department is comprised of the following bureaus: the Office of the Chief of Police, the Operations Bureau, the Patrol Bureau, the Special Operations Bureau, and the Administration Bureau.

The Police Department is responsible for responding to calls for service, providing highly visible patrols, conducting criminal investigations, traffic enforcement and investigations, emergency preparedness, and community outreach. The Department strives to enhance pu blic safety through community centered policing, the deterrence/prevention of crime, the apprehension of offenders, and the education of the public in self-protective measures to minimize victimization.

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

FISCAL YEAR 2021/2022 WORK PLANS

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Ensure
Long-term
Financial Stability
Assess
Department
resource needs
(staffing,
contract services,
etc.) to improve
efficiency and
effectiveness

Explore options
to civilianize
current positions
performed by
sworn personnel
Review staffing
and/or
contractual
service needs to
improve
efficiency and
effectiveness and
reduce costs

Existing Staff Ongoing Delivery of
service
improvements
and reduced
costs
Status: The City Council FY2021/2022 Adopted Budget eliminated eight Police Officer positions and added four (4) Management Analyst positions. Four of the eliminated Police Officer positions performed duties that did not require a sworn police officer to complete. The tasks were reassigned to the Management Analysts. Frequently, the Department’s workload is assessed, evaluated, and, if need be, reallocated to the appropriate Divisions with the appropriate staffing levels. In January 2022, the Department put into effect a revamped Organizational Chart to better reflect the community expectations (i.e., Transparency, data collection and reporting, and emergency preparedness) and the current best practices being implemented in law enforcement. The Department continually reviews staffing needs and contractual services to improve the delivery of services while reducing costs.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS

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

Evaluate
Department
Maintenance &
Operations
(M&O)
expenditures

Identify and
Submit training
reimbursement
opportunities to
the California
Peace Officer
Standard and
Training for
eligible
POST-certified
courses

Review all
expenditures

Existing Staff Ongoing Reduced costs
Status: Staff regularly submits, and monitors, training reimbursement requests to the California Peace Officer Standard and Training (POST) for eligible POST certified courses. Based on the State of California POST fluctuating budget from year to year, the reimbursement processing time and receiving the reimbursement may be delayed from one year to the next. Over the last twelve months, the Department submitted reimbursement requests in the amount of $40,846.58.

Staff consistently monitors the Department’s Maintenance & Operations expenditures. Expenditures are reviewed and evaluated based on need. Staff regularly contacts vendors to obtain current pricing for items purchased on a routine basis for price comparisons.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Explore Grant
Opportunities
Pursue grant
funding for
improved traffic
programs,
community
outreach,
technology,
equipment,
vehicles, and
mental health
resources
Existing Staff Ongoing Grant funds are
awarded

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

Status: On August 18, 2021, the Department received a FY2022 $105,000.00 grant award from the California Office of Traffic Safety, Select Traffic Enforcement Program. Grant funds are used to conduct DUI Chec kpoints, DUI Saturations, Bicycle and Pedestrian Safety Operations, Distracted Driving Operations and Traffic Safety Educational Presentations. The efforts are ongoing. The grant is to be completed by September 30, 2022.

On October 8, 2021, the Department received a FY2021 $13,852.00 grant award from the U.S.

Department of Justice, Bureau of Justice Assistance, and Edward Byrne Memorial Justice Assistance Grant (JAG) Program-Local Solicitation to purchase additional body -worn cameras for professional staff to utilize while on duty.

On October 14, 2021, the Departme nt received a FY2021 $18,768.42 grant award from the U.S.

Department of Justice –Bulletproof Vest Partnership to cover one -half the costs of the Department’s purchased bulletproof vests over the next two fiscal years.

On July 21, 2021, the Department submitted a FY2021 Department of Justice, Community Oriented Policing Services-Community Policing grant application in the amount of $199,588.00 requesting funds to implement the Police Executive Research Forum (PERF) Integrating Communications, Assessment, and Tactics (ICAT) Program and to procure Virtual Reality Training technology to build and expand the Department’s de-escalation proficiency.

On January 25, 2022, the D epartment submitted a FY2022 -23 Selective Traffic Enforcement Program grant application to the California Office of Traffic Safety in the amount of $110,080.00 requesting funds to continue and expand Traffic Safety Operations and Educational Presentations.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Enhance Mobility
and
Transportation
Local Roads
Safety Plan;
Improve the
safety of
motorists,
cyclists,
pedestrians on
streets and
sidewalks
Apply for
California Office
of Traffic Safety
grants to cover
overtime costs to
conduct Bicycle
and Pedestrian
Operations, and
Traffic Safety
Existing Staff Ongoing Achieve the
grant objectives
and improving
traffic safety

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

presentations

Status: The Police Department was able to meet nearly its entire enforcement grant objectives in 2021, which included the operation of one very successful DUI checkpoint conducted with the assistance of additional personnel from our local California Highway Patrol office. Due to the continued presence of COVID-19 and the resulting restrictions on public gatherings, the Police Department was unable to meet its educational grant objectives in 2021. Given the changed national approach to handling the presence of COVID -19, including reduced quarantine periods and fewer stay -at-home recommendations, it is hoped that the Police Department will be able to resume some of the educational programs listed in the OTS grant objectives in 2022.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Local Roads
Safety Plan;
Improve the
safety of
motorists,
cyclists,
pedestrians on
streets and
sidewalks
Evaluate the
automated
red-light photo
enforcement
program. Survey
intersections and
review the
feasibility to
relocate and/or
increase the
number of
approaches based
on violations and
accidents
Existing Staff Ongoing Reduction in
traffic accidents
Status: The positive trend of reduced fatal traffic collisions seen during the last five -year period continued last year, with only a single fatality collision occurring in 2021. Observed traffic volumes in 2021 increased greatly from 2020. This was expected as COVID -19 stay at home restrictions were largely removed, allowing workers to return to the workplace and students to return to in -person classes at our schools. This increase in roa dway usage was reflected in the number of reported traffic collisions

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

that occurred in 2021, with an increase of reported injury traffic collisions climbing from 130 in 2020 to 183 in 2021. Reported injury traffic collisions in red -light photo enforced intersections continued to stay low, with 13 reported collisions in 2019, 4 r eported collisions in 2020 and 7 reported collisions in 2021. In 2021 the City had 20 operational approaches.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Local Roads
Safety Plan;
Improve the
safety of
motorists,
cyclists,
pedestrians on
streets and
sidewalks

Access collision
data to identify
intersections that
have a higher
rate of traffic
collisions
Existing Staff Ongoing Reduction in
traffic accidents

Status: To reach the goals set forth under Vision Zero, monthly traffic collision data is assessed to monitor collision rates on all city roadways. Annual collision rates are also examined to obtain larger sample sizes and to identify any long-term trends. Traffic violation enforcement efforts target any areas identified as having higher rates of traffic collisions and are adjusted based on data obtained. Traffic safety complaints from residents and other roadway users are also collected and directed enforcement is utilized to address observed traffic safety concerns which may not be identifiable solely through traffic collision data. COVID-19 continued to impact our community in 2021, however, with many of the stay-at-home restrictions reduced or completely removed there was a return in traffic volume nearing that of pre-COVID conditions. With more people on our roadways, we did see an increase in injury traffic collisions from the previous year. The numbers of injury traffic collisions were still down from the last pre-COVID year of 2019, decreasing in number from 264 in 2019 to 183 in 2021. The new refocused patrol directive adopted by the Police Department puts greater focus on enforcement of hazardous traffic violations by Patrol personnel, which is expected to help further reduce the number of injury collisions in the upcoming year.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS

7 City of Culver City Adopted Budget FY 2021/2022 Police

Local Roads
Safety Plan;
Improve the
safety of
motorists,
cyclists,
pedestrians on
streets and
sidewalks

Enhance
communication
with the Public
Works
Department for
traffic
engineering
improvements
Collaboration
between Public
Works & Police
Department Staff
Ongoing Improved
circulation, road
sharing and
pedestrian safety
Status: Personnel from the Traffic Section of the Police Department and the Traffic Engineering Division of the Public Works Department conduct quarterly meetings to discuss and coordinate safety and mobility improv ement efforts. During the planning phases of larg e-scale traffic engineering projects, such as Move Culver City, Traffic Section personnel are asked to assess the impact these projects will have on traffic safety and to address enforcement concerns. The Traffic Section of the Police Department provides updated traffic collision data to the Mobility & Traffic Engineering Division of the Public Works Department to enable this division to i ndependently review the data to further implement measures to improve traffic safety through traffic engineering improve ments. The Police Department continues to work with the Public Works Department, including the M obility and Traffic Engineering Division, to coordinate on upcoming traffic projects in the City and to maximize the effectiveness of t he Police Department’s enforcement efforts when projects are completed. Collision data gathered by t he Police Department is forwarded to the Mobility and Traffic Engineering Division on a regular basis, to allow for further analysis of the traffic collision data by that office. Th e Police Department also offers feedback to the Public Works Department on roadway issues reported by residents, as well as observations made by Police Department personnel while conducting enforcement and patrol functions in the City.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Move Culver City
Project;
Reimagining of
public spaces
and prioritize
people over cars
in the design of
public streets

Collaborate with
the
Transportation
Department in
furtherance of
the Move Culver
City Project
through high
visibility patrol
and directed
enforcement
Collaboration
between
Transportation &
Police
Department Staff
Ongoing Improvement in
overall traffic
and pedestrian
safety

8 Police City of Culver City Adopted Budget FY 2021/2022

Status: Personnel from the Traffic Section of the Police Department attended the M OVE Culver City Project planning meetings and offered input related to future traffic enforcement in the areas that were part of the pr oject. Since the public opening of the M OVE Culver City Project on 11/20/21, Police Department personnel have patrolled the project areas, assessed the new traffic patterns, and handed out educational pamphlets to drivers who were not following the new postings and regulations. The educational period was scheduled to last 45 days from the day of the public opening on 11/20/21, however, due to recommendations made based in part on the public feedback to the M OVE Culver City Project the educational period was extended until Fe bruary 1 st, 2022. Once the educational period
expires, Police Department personnel will commence normal traffic enforcement operations in the area.

In addition to addressing traffic violations in the project area, t he Police Department is working directly with the Transportation Department to development an automated e nforcement program to enforce parking violations in the new bus-only lane, pursuant to the passing of AB 917.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Revitalize
Ballona Creek
Improve the
Creek’s safety for
pedestrians and
cyclists
District Patrol
Units will
continue to
patrol the creek
and maintain a
visible
presence

The Mental
Evaluation Team,
along with Code
Enforcement,
Fire, Public
Works, and the
Office of the City
Manager will
visit homeless
encampments in
the creek to offer
outreach and
assist with
cleanup and
sanitation
efforts.

Existing Staff Ongoing The effectiveness
on crime
reduction and
prevention

9 City of Culver City Adopted Budget FY 2021/2022 Police

Status: When staffing allows, t he Police Department deploys officers assigned to the “Park, Bike, Walk, and Talk” program, to conduct high visibility patrols in the La Ballona Creek and adjacent neighborhoods. Officers assigned to the “ Park, Bike, Walk, and Talk ” detail patrol the Creek on bicycles and also walk foot beats to promote public safety, deter crime, and actively engage members of the community in the interest of developing community partnerships. Additionally, the district pa trol units conduct high visibility patrols in the Creek several times a day and night to prevent and deter crime from occurring. Over the past 12 months, staffing constraints have made it difficult to conduct the “Park, Bike, Walk, and Talk” program (currently suspended).

The Police Department’s Mental Health Evaluation Team (MHET) works in collaboration with the Fire Department, Code Enforcement, Public Works, Housing Department, along with various non-profit organizations. Through a combined effort, these groups frequently visit the homeless encampments in the La Ballona Creek to offer outreach, participate in cleanup and sanitation efforts, and provide coordinated social services case management.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Enhance
Housing and
Homeless
Services
Identify
homeless and
mental health
resources for
officers to
provide on
patrol

Expand mental
health resources
and homeless
partnerships with
other
government
entities and
non-profits
Existing Staff Ongoing Additional
resources are
utilized
Status: The Cu lver City Police Department’s Mental Health Evaluation Team (MHET) continues to collaborate with other government entities, as well as local non-profits to expand its mental health resources and homeless outreach partnerships. In an effort to enhance its homeless and mental health resources, the Culver City Police Department continues to partner with the following non -profits and government entities: St. Joseph Center, Upward Bound House, Daniel’s Place, PATH- People Assisting the Homeless, LA County Depart ment of Mental Health, LA Homeless Services Authority (LAHSA), U.S.

Veteran’s Affairs Department and Chrysalis.

In addition, the Police Department, and the Mental Health Evaluation Team partner with several government entities such as the Fire Departmen t, Code Enforcement, Sanitation, Public Works, Housing Department, as well as the Assistant to the City Manager on Homelessness. Collaboratively, these groups provide info rmation to the unhoused about medical, housing, and food resources, and conduct

10 Police City of Culver City Adopted Budget FY 2021/2022

mental health assessments. Additionally, they initiate and arrange transportation of individuals who are in need of medical attention to local hospitals and participate in weekly encampment cleanups to ensure the health and safety of our unhoused population. L astly, they provide coordinated social services case management with the ultimate goal of providing the unhoused with long-term housing solutions.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Identify
homeless and
mental health
resources that
can serve as an
alternative from
law enforcement
response to
mental health
related calls

Collaborate with
homeless and
mental health
resource
providers to
provide
coordinated case
management
and encourage
communication
among all parties
involved
Collaborate with
the City Council
Subcommittee
and City Staff to
help with the
development of
a Mobile Crisis
Response Pilot
Program
Existing Staff

Ongoing

An increase in
collaboration
and
communication
among all parties

Pilot Program
Launched

Status: The City Council allocated $1.5 million in the FY2021/2022 City Budget to develop a Mobile Crisis Intervention Service (MCIS) pilot program. The goal of the MCIS pilot program is for non -police city staff to r espond to calls for service related to individuals experiencing issues related to mental health, drug use, being unhoused or other health and welfare concerns.

The Police Department continues to work in collaboration with the City Council Subcommittee and City Staff in creating and developing best practices that will ensure a non- police response to non-violent and

11 City of Culver City Adopted Budget FY 2021/2022 Police

non-criminal mental health related calls for service through the MCIS pilot program. The intention of the program is to send out teams made up of a mental health and medical professionals to non-violent psychiatric emergencies in an effort to avoid a rrests, trauma, and violence relate d to individuals suffering from a mental health crisis.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Transform
Inglewood Oil
Field
At the future site,
provide public
safety
Provide routine
patrols
Existing Staff Ongoing To be
determined

Status: When the Inglewood Oil Field is re-purposed, the Police Department will provide routine patrol.

ADDITIONAL POLICE DEPARTMENT GOALS

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Continue to
participate in the
Youth Diversion
and Development
Program
Continue to
Collaborate with
the Los Angeles
County
Department of
Health Services
and a local
community-base
d organization
Continue to
expand the
number of cases
we refer, follow
progress, and
meet frequently
to address
issues

Continue to
create and
implement
strategies to
improve the
process
Existing Staff Ongoing Minor youth
offenders are
diverted and not
entering the
criminal justice
system

12 Police City of Culver City Adopted Budget FY 2021/2022

Status: During FY2021-2022, the Culver City Police Department continued its commitment to the Youth Diversion Program. The diversion program has different components, which include collaborating with private and public entities to prevent juveniles from entering t he Juvenile Justice System, while also forging partnerships with the youth. The Culver City Police Department, Los Angeles County Department of Health Services and New Earth School have collaborated to provide the Youth Diversion and Development Program (Y DD). Since the inception of the YDD Program in August 2019, all of our juvenile offenders were considered for the diversion program. Based on legal qualifying criteria, we diverted a total of 66 out of 115 cases, or 57.4%, away from the criminal justice system.

The Police Department also continued their commitment to the Young Achiever’s Program (My Brother’s Keeper). For 8 weeks, members of the Department who were either Latino or African American virtually interacted with Culver City Middle School stude nts who were also from the Latino or African American community. Topics of discussion were self-worth, “The Talk”, social skills, respect towards authority, and the school to prison pipeline. The Police Department has participated in the program for several years and will continue to collaborate with the Middle School to keep the program going.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Update, Enhance
and Expand the
Department’s
Information
Technology
Improve
Information
Technology
Stability and
Sustainability
Rewire the Police
Station’s
Network
Upgrade the
Station’s Security
System

Hardware
Equipment
Replacement

Additional
Funding for
contractual
services,
Hardware and
Software
To be
determined
Project
Completed
Status: The FY2021/2022 City Council Adopted Budget included two Information Technology (IT) Capital Improvement Projects related to the Police Department; Network Cable 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.

On December 13, 2021, the City Council approved a contract with CelPlan Technologies, Inc. in the amount of $767,911.00 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 June 2022 (depending on equipment availability and delivery timeline).

13 City of Culver City Adopted Budget FY 2021/2022 Police

The Hardware Equipment Replacement Project is ongoing. The Information Technology-Public Safety Division continues to replace legacy systems and devices.

Status: In the summer of 2021, the Police Department entered into a contract with Conor Consulting to facilitate a Strategic Planning workshop. Due to COVID-19 restrictions, this process was postponed.

The workshop was held in late February 2022; the three-year strategic plan will be completed by the end of 2022.

GOAL OBJECTIVE ACTION STEPS REQUIRED EST. SUCCESS

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Create and
Implement a
Three-Year
Department
Strategic Plan
Identify
Department
Goals

Identify Effective
and Efficient
Allocation of
Resources

Succession Plan
by identifying
Employee
Development
Needs
Work with a
Consultant to
Solicit
Community, Staff
and Other
Stakeholder’s
Dialogue,
Participation,
and Input

Existing Staff Ongoing Completed and
Implemented

14 Police City of Culver City Adopted Budget FY 2021/2022

RESOURCES COMPLETION INDICATORS
Engage in the
General Plan
Update
Participate in the
long-range
planning
document that
sets forth the
City’s goals,
policies, and
direction for the
twenty-five
years.

Engage with the
City Consultant
and the
Community
Development
Department to
provide public
safety
information and
input on the
future growth
and expansion of
the City
Existing Staff Ongoing Completed

Status: The Police Department has and will continue to engage in the City’s general plan update.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Improve General
Data Collection
and
Transparency

Continue Racial
and Identity
Profiling Act
(RIPA) Data
Collection and
Reporting
Continue
Monthly
Reporting of Use
of Force and
Professional
Standards Unit
Investigations
data
Work to improve
data collection
practices and
public reporting
for increased
department
transparency
Assess data
collected to
evaluate possible
alternative
policing
methods
Existing Staff/ To
be
determined

Ongoing

Increased Data
Reporting and
Transparency

Status: For many years, the Culver City Police Department has published a monthly report. This report, which is available to anyone on our Department website, contains a tremendous amount of data and information related to Police Department activities including: crime and case clearance statistics,

15 City of Culver City Adopted Budget FY 2021/2022 Police

employee demographic information, traffic accident and citation information, and much more. In 2020, the Department expanded the monthly report to include additional data.

In October of 2020, t he Police Department began collecting and reporting “stop data” to the California Department of Justice in accordance with the Racial and Identity Profiling Act (RIPA) , well before the statutory requirement of 2023. Around this same time, we began reporting this data to the Cul ver City community in our monthly report. We continue to explore ways in which the time -consuming process of collecting and reporting this data can be made more efficient. In January of 2022, we moved away from using paper forms and began using a new module within our already existing records management system (Mark43) to collect RIPA data , which has proven to be more time efficient. In July 2021, we utilized $49,777.88 grant funding to purchase tablets in the hopes that this technology will help expedite the process of collecting RIPA data in the field. We are currently in the process of working with a vendor to implement this program.

In June of 2020, we began collecting and reporting in our monthly reports our use of force data, i.e., how many times a member of our Department used force on a person within a given month. Around the same time, we started reporting the number of complaints and investigations received by our Department in our monthly r eport. In August of 2020, we implemented a new crime mapping software that is available to the Culver City community on our Department website. In addition, to evaluate the most serious crimes more effectively we deal with, our Department transitioned from the FBI’s Uniform Tracking Reporting Program to their National Incident -Based Reporting System (NIBRS) in March of 2021. This data is also available in our monthly report.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Increase
Training

Procedural Justice,
Implicit Bias, Fair
and Impartial
Policing and 21 st
Century Policing
Training

De-escalation,
Crisis Intervention,
Conflict resolution
and Duty to
Intercede Training

Use of Force
Work with Peace
Officers Standards
and Training
(POST), outside
private and public
agencies, to seek
and develop
training
opportunities.

Develop internal
subject matter
experts and
instructors

Existing Staff/
Additional
Training Funds

Ongoing

Ensure
department-wide
completion of all
listed trainings
Assess through
community
interactions and
Data (personnel
investigations,
uses of force,
RIPA)

16 Police City of Culver City Adopted Budget FY 2021/2022

Policy retraining

Status: During the budget process of FY2021/22, t he Police Department worked with the City Manager’s Office and the Finance Department to budget for $100,000 in additional training funds to increase our staff’s training in the areas outlined in the above goal. Since then, we have worked hard to obtain h igh quality training for our staff in these areas. During the months of September through November of 2021, all sworn staff received 4 hours of Implicit Bias training presented by the L os Angeles County Regional Training Center, this is the 5 -year minimum requirement by POST. In addition, during this same time period, all Department employees r eceived 8 hours of Principled Policing Training presented by the Center for Criminal Justice Research and Training, Cal ifornia State University Long Beach. In October of 2021, our Department’s internal use of force training team underwent an 8 hour Integrated Communication Assessment and Tactics (ICAT) de -escalation “train the trainer” course through the Police Executive Research Forum. In October of 2021, all swor n staff received 8 hours of arrest and control training conducted by the CCPD Arrest and Control Team. This training was not only meant to train and update our staff on recent changes to use of force law and policy, but the training also incorporated ICAT de-escalation techniques and philosophies. In the spring of 202 2, the Department will expand the ICAT training to include scenario -based training, which will i nclude all sworn staff and Fire Department personnel.

In addition to the above -described training, staff attended training in the targeted areas collectively completing 40 hours of Principled Policing and 542 hours of de-escalation /use of force training.

FISCAL YEAR 2022/2023 WORK PLANS

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS

17 City of Culver City Adopted Budget FY 2021/2022 Police

Ensure
Long-term
Financial Stability
Explore Grant
Opportunities
Pursue grant
funding for
improved traffic
programs,
community
outreach,
technology, and
vehicles.

Existing Staff Ongoing Grant funds are
awarded

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Enhance Mobility
and
Transportation
Local Roads
Safety Plan;
Improve the
safety of
motorists,
cyclists,
pedestrians on
streets and
sidewalks

Improve traffic
safety around
school sites

Assist with the
Implementation
of AB917
Continue to
apply for
California Office
of Traffic Safety
grants to cover
overtime costs to
conduct Bicycle
and Pedestrian
Operations, and
Traffic Safety
presentations

Research and
acquire contract
crossing guard
services

Collaborate with
City
Departments to
implement an
automated
parking
enforcement
system on select
City buses to
facilitate
enforcement of
Existing
Staff/Funding for
Contract
Services/Additio
nal Staff
December 2022 Achieve the
grant objectives
and improving
traffic safety

Increase crossing
guard staffing

AB917
Implementation

18 Police City of Culver City Adopted Budget FY 2021/2022

parking
violations along
the new MOVE
Culver City bus
lanes.

MOVE Culver
City Project;
Reimagining of
public spaces
and prioritize
people over cars
in the design of
public streets

Collaborate with
the
Transportation
Department in
furtherance of
the MOVE Culver
City Project
through high
visibility patrol
and directed
enforcement
Collaboration
between
Transportation &
Police
Department Staff
Ongoing Improvement in
overall traffic
and pedestrian
safety

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Revitalize
Ballona Creek
Improve the
Creek’s safety for
pedestrians and
cyclists
Fill Department
vacancies in
order to restore
the Park, Bike,
Walk, and Talk
Program

In collaboration
with Code
Enforcement,
Fire Dept., Public
Works, and the
Office of the City
Manager, our
Mental Health
Evaluation Team
will visit
homeless
encampments in
the creek to offer
Existing Staff Ongoing The effectiveness
on crime
reduction and
prevention

19 City of Culver City Adopted Budget FY 2021/2022 Police

outreach and
assist with
cleanup and
sanitation
efforts.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Enhance
Housing and
Homeless
Services
Assist in the
development
and
implementation
of a new Mobile
Crisis Response
Pilot Program.

Collaborate with
City staff,
Consultant, and
service providers.

Existing Staff Ongoing An increase in
collaboration
and
communication
among all
parties.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Transform
Inglewood Oil
Field
At the future site,
provide public
safety
Provide routine
patrols
Existing Staff Ongoing To be
determined

20 Police City of Culver City Adopted Budget FY 2021/2022

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Improve General
Data Collection
and
Transparency

Streamline and
automate Racial
and Identity
Profiling Act
(RIPA) Data
Collection and
Reporting
Research and
evaluate data
collection
technology.

Implement
tablets to
streamline data
collection in the
field.

Existing Staff/
Funding for
software and
hardware.

Ongoing

Increased
efficiency in data
reporting and
transparency.

DEPARTMENT SPECIFIC GOALS

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Update, Enhance
and Expand the
Department’s
Information
Technology
Improve
Information
Technology
Stability and
Sustainability
Enhance Mobile
Audio Video
Infrastructure

Enhance
Network Security

Review/Enhance
Wi-Fi Network

Hardware
Equipment
Replacement
Additional
Funding for
contractual
services,
Hardware and
Software
June 2023 Project
Completed

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Create and
Implement a
Three-Year
Department
Strategic Plan
Identify
Department
Goals

Develop a
Succession
Plan

Work with a
Consultant to
conduct a
strategic plan
workshop.

Identify
Employee
Development
Needs
Existing Staff December 2022 Completed and
Implemented

21 City of Culver City Adopted Budget FY 2021/2022 Police

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Improve
Efficiency and
Effectiveness of
the Department
Training
Program

Continue with
the development
and
implementation
of the
Department
wide training
plan.

Research,
identify, and
implement
training tracking
software.

Continue to work
with Peace
Officers
Standards and
Training (POST),
to seek out and
develop training
opportunities in
key areas such as
procedural
justice,
de-escalation
and more.

Continue to
identify
leadership and
development
courses for
staff.

Work with the
Fire Department
to research and
develop training
for dual
response
approach for
crisis
intervention with
combative
subjects.

Existing Staff/
Funding for
software

Ongoing

Department
wide mandated
and position
specific training
is completed.

Impact on Use of
Force incidents.

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS

22 Police City of Culver City Adopted Budget FY 2021/2022

Employee
Wellness

Increase wellness
resources and
access to those
resources

Identify
strategies to
reduce on-duty
injuries

Research and
acquire wellness
software/
application.

Grow peer
support program
to include annual
check-ins,
regular wellness
presentations,
and peer support
briefings for all
new employees.

Research and
implement load
bearing vests.

Existing Staff/
Funding for
Wellness
software

June 2023 Decrease
workplace
injuries

Implement
Wellness
software

Improve staff
retention rate

23 City of Culver City Adopted Budget FY 2021/2022 Police

GOAL OBJECTIVE ACTION STEPS REQUIRED

RESOURCES
EST.

COMPLETION

SUCCESS

INDICATORS
Utilize
Community
Oriented
Policing (C.O.P.)
to Deter Crime
and Improve
Quality of Life

Continue
community
engagement and
awareness
through social
media platforms,
community
meetings and
programs.

Identify crime
prevention and
community
engagement
technologies.

Crime prevention
and improved
quality of life for
all through
Partnerships in
Policing (PIP).

Relaunch the
Citizen’s Police
Academy

Research
community
engagement
technologies

Enhance the PIP
program to
further engage
the public in
community
policing
strategies.

Existing Staff/
Funding for
community
engagement
technologies.

June 2023 Increased
community
engagement
events

Completion of
Citizen’s Police
Academy

Decrease in
violent crime

Implement
community
engagement
technologies

FIRE DEPARTMENT

Fire
Department Mission
The mission of the Culver City Fire Department is to protect life, property, and the environment by providing prompt and professional fire protection and life safety services.

Department Description
The Culver City Fire Department provides emergency services, including fire suppression, emergency medical services (EMS ), technical rescue and hazardous materials mitigation, to the Culver City com- munity. The Department also provides several other important supportive functions, such as fire pre- vention, emergency preparedness, and public education services. The Fire Department is composed of six divisions: The Office of the Fire Chief, Fire Suppression, Emergency Medical Services, Emergency Preparedness, Community Risk Reduction, and Telecommunications.

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

FISCAL YEAR 2021/2022 WORK PLANS

CITY STRATEGIC PLAN INITIATIVE
Enhance Homeless Services
 Improve the Department’s outreach to better assist the homeless community.

DEPARTMENTAL INITIATIVES

OFFICE OF THE CHIEF
 Obtain the Assistance to Firefighters Grant (AFG) to fund the purchase of patient gurneys and new self-contained breathing apparatus (SCBA).

Status: The department was unsuccessful at obtaining the grant funds but has included the SCBA replacement project in the equipment replacement fund schedule. Department funds will be shifted, and basic patient gurneys will be purchased within the existing budget.  Complete the Commission on Fire Accreditation International (CFAI) 2021 Annual Compliance Report.

Status: Complete. The report was submitted in July 2021 and approved in October 2021.  Explore the feasibility of implementing a third rescue ambulance to utilize previously awarded SAFER grant funds.

Status: The department is on track to implement the third rescue in April 2022.  Complete the rollout of a public -facing platform for fire department metrics.

Status: The department is slated to release the dashboard in March 2022.

SUPPRESSION
 Provide expanded mental health and crisis intervention training to all Culver City firefighters.

Status: Complete. All members completed an 8-hour training as part of the Alternate Destinations program.

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

 Build a firefighter survival training simulator at the Fire Department Training Facility.

Status: Complete. All members have had initial training in the simulator. Annual training will be done at a minimum.
 Provide Major Incident Management Simulator Training for Captains and Battalion Chiefs through the Regional Training Group’s Green Cell Division.

Status: Training with the Green Cell is scheduled for March/April 2022.

EMERGENCY MEDICAL SERVICES
 Work with the Los Angeles County EMS Agency to develop and implement an Alternate Destination Transport Program which will allow Culver City paramedics to transport patients directly to psychiatric and sobering centers for focused care.  Status: Complete. The program went live at the end of January 2022.  Implement a digital narcotics prog ram to track narcotic use via a secured web-based platform.  Status: The implementation of the digital narcotics program will be implemented by the end of FY 2021/2022.
 Replace seven aging patient gurneys and create an asset replacement fund for f uture gurney replacement.
 Status: Two new gurneys were purchased and placed into service in October 2021. The remaining gurneys will be purchased and placed into service by the end of FY 2021/2022.

EMERGENCY PREPAREDNESS
 Update the Emergency Operations Plan (EOP) and submit it to the California Office of Emergency Services. Incorporate the comprehensive Disaster Cost Recovery Plan into the EOP.

Status: Staff were in the process of updating the EOP and creating the Disaster Cost Recovery Plan when the COVID-19 pandemic hit in 2020. Focus has remained on recovery and the Emergency Operations Center (EOC) remains activated in support of the declared COVID-19 emergency. The update to the EOP will continue to FY 2022/2023.  Review and replace expired disaster supplies and stored water located throughout the City and update expired items in employee emergency backpacks.

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

Status: The updates to the backpacks have been completed. The water update is in progress and should be completed by the end of FY 2021/2022.
 Enhance the Community Emergency Response Team (CERT) program, focusing on training, coordination, and recruitment.

Status: Complete. Enhanced and creative virtual training opportunities were made available this past fiscal year because of COVID-19. Additionally, there was more focused outreach via social media for recruitment and education. CERT also purchased new software that will help streamline disaster service worker registration, deployment, and training/recruitment, as well as improve record keeping.

COMMUNITY RISK REDUCTION
 Ident ify dangerous fuel loads in the Very High Fire Hazard Severity Zone.

Status: CRR has identified dangerous fuel loads in the VHFSZ. The most dangerous fuel loads below Mary Crest were removed and a fire break was put in place. Other areas of concern are currently being mapped and will assist in annual checks.  Clear overgrown brush and fuel and establish a 1-, 3 - or 5-year schedule to address fire danger areas.

Status: Complete. Overgrown brush and fuel were cleared. Mapping is taking place with 1-, 3- and 5-year schedules being identified.
 Create detailed digitized pre -fire plans for 100 buildings using the new First Due program.

Status: Complete. Over 100 digitized pre-fire plans have been created.  Implement a Fall Prevention Program in Culver City senior living facilities.

Status: CRR staff developed informational materials and will begin to implement in-person visits and education as the pandemic allows.

TELECOMMUNICATIONS
 Explore the cost, benefits, and technical requirements of moving local government radio users (e.g., Public Works, PRCS, Transportation) from the current public safety radio system to a commercial system. Consider partnership with CCUSD.

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

Status: Staff is planning to initiate Phase One in early summer 2022.  Work with the Police Department, Public Works Department, and Transportation Department to identify and replace mobile/portable radios that are reaching the end of their service life.

Status: Complete. Portable and mobile radios were upgraded.  Add capacity to the existing battery backup at the Baldwin Hills Tower site. Ensure that there is a minimum of 48 hours of battery backup for this mission critical communications infrastructure.

Status: The batteries have been purchased and the installation will begin in early Spring 2022.  Improve reliability and coverage of mobile data computer (MDC) terminals, through hardware and software enhancements. Explore feasibility of wholesale component replacement.

Status: Complete. All MDC tablets are now operating on latest firmware, application version and Microsoft OS. Most now are using internal air card modems, improving coverage and reliability of cellular connection.

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

 FISCAL YEAR 2022/2023 WORK PLANS

CITY STRATEGIC PLAN INITIATIVE
Enhance Homeless Services
 Improve the d epartment’s outreach to better assist the homeless community.  Provide fire safety education to the underhoused.

DEPARTMENTAL INITIATIVES

OFFICE OF THE CHIEF
 Explore the feasibili ty of a more structured approach to annual medical evaluations and fitness evaluations.
 Obtain the Assistance to Firefighters Grant to fund the purchase of fire hose and chest compression devices.
 Complete the Commission on Fire Accreditation International (CFAI) 2022 Annual Compliance Report.

SUPPRESSION
 Provide training for all Fire Department members in Air -to-Ground communications and helicopter safety through Los Angeles City Fire Department’s Air Operations Division.  Provide Pe er Support training for selected members of the Fire Department through the Chiron Group.
 Provide Major Incident Management Simulator Training for all captains and battalion chiefs through the Regional Training Group’s Green Cell Division. This training is annual.

7 City of Culver City Adopted Budget FY 2021/2022 Fire

EMERGENCY MEDICAL SERVICES
 Train firefighters to be certified paramedics. With the difficulty in hiring new firefighters who have their paramedic certification and many firefighter/paramedics who have retired, the department needs to focus on paramedic training for its members.  Work with the Human Resources Department to help streamline the hiring process for Ambulance Operator.

EMERGENCY PREPAREDNESS
 Update the Emergency Operations Plan (EOP) and submit it to the California Office of Emergency Services.
 Participate in the Community Resilience Program with the Dr. Lucy Jones Center for Science and Society that the city applied for and was awarded.
 Train staff and volunteers on the use of the new Galaxy software, whi ch will help streamline registration, deployment, disaster service worker registration and training/recruitment recordkeeping and processes for the Community Emergency Response Team (CERT).

COMMUNITY RISK REDUCTION
 Repeal and replace Chapter 9.02 of Title 9 of the Culver City Municipal Code and adopt by reference the 2022 California Fire Code with local amendments.  Develop and implement a s afety checklist for residences and business to be distributed by fire crews and CRR personnel.
 Provide fire safety education to the underhoused.

TELECOMMUNICATIONS
 Source, purchase , and install environmental monitoring and security camera equipment for the City’s radio tower site – providing telemetry for commercial/generator/battery power status, vault temperature and a live video feed from tower site cameras.  Replace both radio tower t runking and conventional receiver antennas with ones better designed for the Culver City coverage area. Begin the process of replacing other old antennas

8 Fire City of Culver City Adopted Budget FY 2021/2022

from the radio tower and removing unused antennas and microwave dishes to reduce excessive loading.

PARKS, RECREATION &

COMMUNITY SERVICES

Parks, Recreation and Community Services
Department Mission
To support our community’s well-being and improve quality of life for residents and guests by:

Improving and protecting our parks and natural resources through best environmental practices Working constantly to make our parks safe, clean and healthful Facilitating and providing recreation and leisure opportunities Promoting health, wellness and human development
Strengthening our sense of cultural unity through recognizing our cultural diversity Strengthening our community’s image and sense of place through collaboration with community members and groups
Department Description
The Parks, Recreation and Community Services Department is responsible for providing recreational, wellness and park-related services, maintaining the City’s parks, and, facilitating the delivery of certain community services to assist in the health and well-being of the public.

2 Parks, Recreation, and Community Services City of Culver City Adopted Budget FY 2021/2022

THE CITY COUNCIL STRATEGIC PLAN 2018 – 2023 AND THE PRCS DEPARTMENT GOALS FOR FISCAL YEAR 2021/2022
A) Ensure Long-term Financial Stability
Marketing: Diversify advertising and marketing of PRCS programs, events and services in order to reach a wider audience, including those who do not subscribe to GovDelivery or follow the Department/City on Social Media.

This includes, but is not limited to brochure printing and mailing, door hangers, direct mail, and paid advertis- ing.

1. For this fiscal year, the primary goal is to collect evaluation form data and identify which me thod of mar- keting are working best including QR Codes. As well as identify partner businesses and organizations that can include PRCS QR Codes in their mailings. Finally, identify opportunities to have QR Codes included in any City direct mailing campaign.

Status: In October 2021, PRCS implemented the use of QR codes at the 2021 Fiesta La Ballona event. This was the first time a QR code was used. In January 2022, the department generated QR codes for the Martin Luther King Day event and the Fiesta La Ballona 2022 survey. The QR codes have been an easy way to advertise and gain feedback from patrons. Staff will continue to develop a diverse marketing mix (brochure printing, direct mailing, door hangers, QR codes, and paid advertising) to attract all community members.

2. The action steps are to:
a) Review and compile two sessions of evaluation forms to collect data. b) Begin to identify the most effective types of marketing tools based on this data. c) Reach out to businesses and organizations, including the Culver City Unified School District (CCUSD), to get information regarding their customer/subscriber notification/publication practices. Then, we will create a master notification calendar using this information. This calendar will provide an avenue for PRCS to request that these groups include our marketing pieces (e.g., flyers, postcards, notes with QR Codes, etc.) along with their notifications/publications.
d) Reformat electronic and hard copy program, event and service evaluation forms as needed.

Status: Staff have created special events and program surveys to capture feedback from patrons. Surve ys are given online and in -person at the Senior Center. These surveys have proven to be an asset in developing high quality customer-oriented programs. Moving forward, PRCS will develop a thorough method of evaluation to de- termine the most effective types of marketing tools. Staff continues to develop relationships with businesses and organizations to learn their successful marketing strategies. Through these relationships, PRCS will be able to tap into their social networks for marketing and advertising pu rposes. PRCS’ electronic and hard copy programs and evaluation forms are reviewed monthly. These items including the Culver City Living (PRCS program brochure) are updated consistently throughout the marketing and publication timeframe.

3 City of Culver City Adopted Budget FY 2021/2022 Parks, Recreation, and Community Services

3. The human resources necessary to complete the action will be accomplished by re-directing existing staff at all levels to lead small teams to address these action steps in a defined, timely manner.

Status: Existing staff at all levels have been re- directed to address these action steps. Progress updates are dis- cussed on a consistent basis within small teams at staff meetings. The small teams include field staff that are as- signed to work directly with Culver City’s patrons daily. Progress updates are relayed to the Division and Depart- ment Heads for further evaluation and implementation.

4. The timeframe for the action steps is July 2021 through June 2022.

Status: The department is on track to meeting its goal within the action steps timeframe.

5. The indicator for success will be applying the information/data collected to adapt programming, services, and events to better meet the needs of the community.

Status: Data collection and program modifications will occur ongoing to ensure the programs and services are meeting the needs and desires of the community.

FISCAL YEAR 2021/2022 WORK PLANS
 AB-1881 Model Water Efficient Landscape Ordinance (MWELO) Compliance: Partner with the contracted irrigation consultants to continue conducting citywide irri gation audits of all the parks, City facilities and common areas, including the medians, parkways, and greenbelts, per the state mandated requirements of the Model Water Efficient Landscape Ordinance (MWELO) AB -1881. A primary goal is to determine current irrigation system levels of noncompliance with MWELO. Staff and consultants will then ascertain the necessary system upgrades and their costs to bring the City’s irrigation into compliance with the ordinance. A related goal is to continue working with the IT Department and Calsense to upgrade the Calsense Central Controllers System to the new wireless systems throughout the City.

Status: The 2020 -2021 Model Water Efficient Landscape Ordinance (MWELO) Report will be submitted in Febru- ary 2022. The Parks Division Irrigation Technicians are conducting City -wide irrigation audits of all the parks, City facilities and common areas, including the medians, parkways, and greenbelts . They are doing repairs and modifications to irrigation systems as needed.
 Infield Maintenance Schedule: In an effort to better maintain high use park ball field infields, staff is creating a manageable maintenance schedule to fill in low spots, level infields, and keep the perimeters es- tablished, per the PRCS-initiated Turf Consultant’s Report on Park Fields in Culver City. (“Turf Report”). Ex- isting outdated equipment will be used until new equipment, per the recommendations of the Turf Report, can be purchased through the equipment replacement fund. The schedule will include a timeline for fence line & backstops repairs and replacement of outdated bleachers.

4 Parks, Recreation, and Community Services City of Culver City Adopted Budget FY 2021/2022

Status: Field renovations at three ball fields in Culver City Park are in progress, including leveling fields, adding soil and sod, re-engineering sprinkler heads, and repairing and replacing fencing.  SB-1383 Compliance: The City is mandated to use 3,100 tons of organic material (mulch and compost) in all of the city’s landscape areas and facilities, where applicable. The goal of the mandate is to displace that amount of green waste tonnage going into landfills. The City is now required by the state to track and report quantitatively how they are complying with this new mandate through accurate record keeping of the purchase of the certified organic material, where it was used, and regularly reporting to the state.

Ongoing discussions are being held with Public Works Department/Environmental Programs and Operations staff on the details and how to implement this, and the cost impact to the City and each department’s budget.

Status: The Parks Division is working with Public Works/Environmental Programs and Operations to identify areas to distribute organic material.
 Expand Youth Programs: Continue the expansion of programs for teenagers beyond Teen Center-based activities which have historically attracted only middle school aged students. The focus will be on connecting teens to outdoor recreation experiences at various parks, community, and cultural field trips (when allowed) and other diverse offerings where respect, inclusion and fun are key elements. Senior & Social Services will continue to research and expand teen resources for mental health support including identifying viable space to host services . We’ll continue working with CCUSD on collaborative outreach plan and the development of programs and services to target this age group.

Status: The current levels of staffing have impacted the expansion of youth programs. However, an open re- cruitment for part-time employees will open on Monday March 7, 2022. In addition, the department is currently in the process of hiring three (3) Recreation and Community Services Coordinators. PRCS manage ment staff have been in communication with a non-profit organization called “Insight Treatment.” The organization provides var- ious programs for teens and youth including mental health services, teen speaker panels and educational support.

In addition, curr ent staff assigned to youth and teen programs will begin offering teen art classes and monthly youth appreciation events. Art classes and monthly youth appreciation events are part of the youth program ex- pansion plan. Once the staffing levels increase, the plan to offer additional youth and teen programs and services can be executed.
 Develop Non- Traditional Programming: The pandemic has underlined the value and necessity of non-traditional programming. We will continue the development of virtual programming and events for all age groups. Special emphasis will be placed on senior citizens who may be isolated and unable to participate in site -based activities. New programing will include, but not be limited to, education, art and fitness classes, live performances and “drive-by” or “drive-in” events.

Status: PRCS continues to offer virtual programming and events for patrons such as the Spring Egg-stravaganza (April 2022), Mother’s Day Tea event (May 2022), and virtual concerts and workshops for senior citizens. We will continue to conduct surveys and needs assessments to determine which new programs we should offer.

5 City of Culver City Adopted Budget FY 2021/2022 Parks, Recreation, and Community Services

 Offer More Safety Trainings: Increase the number of safety trainings offered for both staff and the public. Each of our five part- time swimming pool managers has current certification to teach CPR, First Aid and Lifeguard Training courses. This resource was left untapped this year due to the coronavirus pandemic. We are very hopeful that we can resume these programs and expand their reach in the 2021/22 fiscal year.

Status: Since the previous work plan Culver City Aquatics has added a Water Safety Instructor Trainer to their roster this has now enable PRCS to train the general public to become swim instructors as well as lifeguards and certified CPR and First Aid administrators. As we emerge from the pandemic beginning this past January 2022 PRCS pool managers and staff are scheduled to host either an American Red Cross First Aid and CPR, Lifeguard- ing and/or Water Safety Instructor course every month. The classes will be offered on the first weekend of every month (with the exception of April and January which will be offered the third weekend of the month due to the holidays and the spring maintenance closure at the plunge) and will rotate each month between the three cours- es.
 Evaluate Field Allocation Practices: Continue the process of evaluating and refining historic practices as they relate to field allocation and use by community sports organizations and other organizations.

Define and clarify field allocation procedures for increased transparency, inclusiveness and equity for all age groups, skills levels, and organizations.

Status: This project is currently in the research and information gathering phase. Staff is currently in conversa- tions with local youth sports organizations, making them aware of the City’s intent to develop an inclusive and equitable policy for field usage.

6 Parks, Recreation, and Community Services City of Culver City Adopted Budget FY 2021/2022

THE CITY COUNCIL STRATEGIC PLAN 2018 – 2023 AND THE PRCS DEPARTMENT GOALS FOR FISCAL YEAR 2022/2023
B) Maintain an Effective Workforce

1. The short-term (1 year) objective is
a) Provide staff with the tangible and intangible tools needed to be successful and effective on the job.

2. The action steps are
a) Staff will participate in mandatory trainings in leadership, customer service, community engagement, management, conflict resolution, cultural competence, mental health, and program design. These train- ings will enhance the staffs’ skill sets and align with the department’s vision and mission. b) Develop ongoing opportunities for patrons to provide feedback on staff performance, programs, and park facilities. The feedback will be evaluated by the Division and Department Heads for review and consideration.
c) To ensure the department is running efficiently, an analysis and restructure is necessary. Staff will be reassigned to different program areas. Prior to the reassignment, staff will be trained and provided with all the tools needed to be successful in their new role. The restructure will allow for an effective work- flow.

3. The human and financial resources necessary to accomplish these action steps will be a) Existing staff will be reassigned to different program areas. Additional trainers will be necessary to accomplish these action steps.

4. The timeframe for the action steps is July 2022 through June 2023.

5. The indicator for success will be improvements in staff performance as measured by both formal and in- formal evaluations made by patrons and supervisory staff.

FISCAL YEAR 2022/2023 WORK PLANS
 Parks and Recreation Facilities Master Plan: Hire a consultant to work with the community and staff in producing an update to, and extension of , the 2009 Parks and Recreation Master Plan. The Master Plan will comply with, and conform to, State of California Planning Law for the purpose of being incorporated as the “Parks and Recreation Element” of the City of Culver City’s General Plan. It will include an evaluation of the condition of the City’s parks and recreation facilities and the priority of each need in relation to the

7 City of Culver City Adopted Budget FY 2021/2022 Parks, Recreation, and Community Services

others. Extensive community outreach will be done. Based on this feedback, a 20 -year vision for the fu- ture of Parks and Recreation will be created. It is anticipated that the Master Plan will be reviewed annu- ally with major revisions and updates undertaken every five years or as the community’s socio -economic conditions would so dictate.
 Park Regulations Update: Continue to solicit feedback from staff, the Parks, Recreation and Commu- nity Services Commission and the community on potential updates to CCMC Chapter 9.10, Parks, Public Buildings and Property. Work with the City Attorney's Office to present the draft u pdates to the City Council for review and (if desired) approval.
 Park Field Allocation Practices: Continue the process of evaluating and refining historic practices as they relate to field allocation and use by community sports organizations and other organizations. Define and clarify field allocation procedures for increased transparency, inclusiveness and equity for all age groups, skills levels, and organizations.
 CityRide (Senior Mobility) Services (collaboration with Transportation): With the onset of COVID-19, the use of the Dial-A-Ride vehicle services fell to 23% of FY19 demand. Both the Transportation Depart- ment and the Community Services Division of the Parks, Recreation and Community Services Department began community engagement with our senior community to reimagine a CityRide Senior Mobility pro- gram. Staff have conducted a series of focus groups and will use the feedback and input garnered from these sessions to draft and seek council support on a Reimagined Senior Mobility Services Program that would include a new software to support the provision of on-demand services as well as streamline the booking of group mobility trips, sharing the costs and trips with micro-transit, and educations of our resi- dents in the use of alternative mobility services.
 Community Outreach, Marketing, and Recruitment: Develop a community outreach, marketing and recruitment plan that provides awareness of all PRCS programs and special events to the community at large. The plan will include internal and external marketing strategies, best recruitment practices, and ef- fective community outreach methods.
 Community Engagement through Volunteerism: To create more opportunities for patrons to be truly engaged in their community , PRCS will expand the volunteer program. This more extensive program will allow patrons to assist with special events, recreation programming, and cultural activities. College and high school students will be able to complete their internships/volunteer hours in the PRCS volunteer program.  AB-1881 Model Water Efficient Landscape Ordinance (MWELO) : Continue upgrading citywide irriga- tion systems to ensure AB -1881 compliance. Partner with Public Works Department and Planning to en- sure MWELO annual report is completed. Work with Information Technology Department and Calsense to upgrade the Calsense Central Controllers throughout the City.  SB-1383 ( Organic Waste Recycling Requirement ): Continue to partner with Public Works Department/Environmental Programs and Operations to comply with SB -1383. Staff is creating a priority list of viable project sites.

8 Parks, Recreation, and Community Services City of Culver City Adopted Budget FY 2021/2022

 Infield Maintenance Schedule: Continue field maintenance including filling low sp ots, grading, leveling, re-engineering valve placement, adding dust control measures, seeding, and sodding. Maintain contract with fencing company to replace/repair park fencing throughout the park system. Continue to evaluate existing equipment and repair and replace as needed.  Park Hydration Stations: Survey parks and add additional hydration stations where needed .

CITY ATTORNEY

1 City of Culver City Adopted Budget FY 2021/2022 City Attorney

City Attorney
Department Mission
The mission of the City Attorney’s Office is to provide high quality, t imely and cost effective legal guidance, support and representation for all City Officials and City Staff on matters of law pertaining to their duties and responsibilities.

Department Description
The City Attorney’s Office advises and represents the City Council, all City boards, commissions, com- mittees, and all City officers and departments on matters of law pertaining to their duties and respon- sibilities. The City Attorney also supervises all litigation matters including liability claims for all City ac- tivities. The City Attorney’s Office is responsible for the prosecution of all violations of the Culver City Municipal Code and City Charter.

FISCAL YEAR 2021/2022 WORK PLANS
 General Legal Assistance: Provide legal assistance to other Departments relating to their respective Work Plans.

Status (a/o 02/16/2022): Ongoing.
 Litigation and Claims. Ongoing review and approval or denial of claims. Review and manage all litigation and liability matters involving the City.

Status (a/o 02/16/2022): Ongoing. The City Attorney’s Office continues to review and approve/deny each claim that is filed with the City and manages all pending litigation.  Training: Conduct and/or facilitate training on various legal requirements applicable to City operations, including, but not limited to, the Brown Act, the Public Records Act, conflict of interest regulations, public contracting and subpoenas. The next AB1234/Brown Act/Conflict of Interest Training will be held on June 24, 2021, during the last quarter of FY 20-21. It is anticipated our Office will be conducting a Public Records Act training and a claims and litigation training with Department liaisons.

Status (a/o 02/16/2022): Completed and ongoing. The AB1234/Brown Act/Conflict of Interest Training was held virtually on June 24, 2021. This training is now conducted annually in June of

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

each year, and as needed, after new appointments are made to the various City commissions, boards and committees. The next training will be held in June 2022 . It is also anticipated that our Office will conduct Public Records Act (PRA) training and claims and litigation training with Department liaisons during FY 21-22 and FY 22-23. The PRA training will occur in February/March 2022, in conjunction with the roll out of the City’s new public records system NextRequest. The claims and litigation training is anticipated to occur during calendar year 2022.  Oil Drilling: (1) Amortization Program for the IOF; (2) Community Advisory Panel (CAP) for the County of Los Angeles Baldwin Hills Community Standards District (CSD) and related study groups, including Health Working Group and Health Assessment Steering Committee; (3) California Air Resources Board’s (CARB) Study of Neighborhood Air Near Petroleum Sources (SNAPS) Program; (4) Monitoring and, when applicable, commenting on and participating in workshops and/or meetings relating to, federal, state and local agency regulations, including collaborating agencies, regarding oil drilling operations (i.e., fracking, air and water quality, health setbacks, etc.; and (5) Inglewood Oil Field (IOF) Specific Plan Project (Ordinance/Regulations). (Note: The Specific Plan project remains on hold and may be abandoned and superseded by the Amortization Program, if adopted.) (Joint project with Community Development Department.) Status (a/o 02/16/2022): (1) Partially completed and ongoing. Amortization Study was released in Summer 2020, followed by an 18-month review period involving multiple public meetings and presentation of interim reports, all culminating in the preparation of a draft Amortization Program targeting the termination of nonconforming oil uses. On October 25, 2021, the City Council adopted the Oil Termination Ordinance to resolve nonconforming oil and gas uses throughout the City and require their removal within a five-year time period. Preparation of an Implementation Program related to the adopted Oil Termination Ordinance remains to be completed, including preparation of the draft Fee Resolution and Insurance and Bond Resolution, both anticipated to be presented to the City Council for consideration during FY 22-23, and also including coordination related to protocols with entities that will be responsible for implementation of the Oil Termination Ordinance; (2) Ongoing. Regular attendance at CAP meetings for the Baldwin Hills CSD and ongoing review of compliance reports and oil field activity within the CSD.

Participation with the CAP Health Working Group, the CHAAP and tracking of the County’s Baldwin Hills Community Health Assessment Study; (3) Ongoing. Air quality monitoring of Baldwin Hills communities, including Culver City, has been delayed due to COVID-19, possibly to initiate in Fall 2022. Regular coordination with the CARB and SNAPS public process, including review of periodic reports and attendance at periodic workshops, anticipated through 2022 and into 2023; (4) Ongoing. Staff continues to monitor and, when applicable, comment on and participate in workshops/meetings relating to, federal, state and local agency regulations regarding to oil drilling operations (i.e., fracking, air and water quality, health, setbacks, etc.). New to FY 21-22 is the City’s regular attendance and participation with the Los Angeles County & City of Los Angeles collaborative partnership for the Just Transition Task Force (JTTF) addressing transition away from

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

urban oil drilling; and (5) Removed. The Specific Plan project was abandoned and superseded by the Amortization Program, which is currently in progress. (See Work Plan Item #1, above. )  City Council Policies – Comprehensive Update: Working 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 be completed by the end of FY 21-22. (Joint Project with Administrative Services Department.)
Status (a/o 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. Several policies (approximately 20) involving various subject matters have been reviewed and revised to date. Subcommittee and staff will conti nue to review Policies throughout FY 22-23. (Note: Due to resources being diverted to emergency operations and pandemic-related issues throughout calendar years 2020 and 2021, other City Council priorities, and a transition in key staff, this project has been delayed.)  Telecommunications Applications Processing: Assist the Public Works Department with the processing of wireless antenna applications in a manner that complies with the related federal time limitations. Monitor state and federal telecommunications law and regulations. (Joint project with Public Works Department.)
Status (a/o 02/16/2022): Ongoing. Continue to assist the Public Works Department with the processing of wireless antenna applications in a manner that complies with the related federal time limitations for these applications. City Attorney’s Office also continues to monitor federal and state telecommunications laws and regulations.
 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 (Joint Project with Information Technology Department.)
Status (a/o 02/16/2022): Partially completed and ongoing. A Working Group, consisting of staff from the City Manager’s Office, IT Department, Administrative Services Department and City Attorney’s Office 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 Inf ormation (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

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pandemic-related issues throughout calendar years 2020 and 2021, as well as other City Council priorities, this project has been delayed.
 Pipeline Franchise Renewals: Complete the renewal of the Torrance Valley Pipeline franchise agreement. Review and update the City’s oil pipeline franchises, using the Torrance Valley franchise agreement as a template. (Assist City Manager’s Office.) Status (a/o 02/16/2022): Ongoing. The City completed the new franchise agreement with Torrance Valley Pipeline on June 28, 2021. The City Attorney’s Office will continue to assist the City Manager’s Office with revisions to the remaining three oil pipeline agreements to be in alignment with the provisions of the Torrance Valley Pipeline agreement.  Zoning Code Amendments: Multiple amendments/updates to Zoning Code. Amendments will be considered throughout FY 21-22. (Assist Community Development Department.) Status (a/o 02/16/2022): Ongoing. Working in partnership with the Community Development Department regarding several Zoning Code Amendments to update and clarify provisions in the Zoning Code. This work commenced during FY 13 -14 and has continued through FY 21-22. Thus far in FY 21-22, several amendments are in progress and are expected to be completed this fiscal year, including emergency shelter revision, downtown ground floor uses, mixed use residential streamlining, and comprehensive parking standards update. Additional amendments will continue in FY 22-23, including, but not limited to, short-term rentals, sign code, permit extensions, architectural features related to solar installations and height exemptions, conformance to state law requirements, and application submittal requirements for comprehensive plans, site plan reviews, conditional and administrative use permits and administrative modifications.  LAX/FAA Overflights and FAA Regulations: The City Attorney’s Office will continue to advise and assist the LAX/FAA Ad Hoc Subcommittee and the City Manager’s Office regarding LAX and the FAA, including, local and regional overflight concerns related to noise and air quality, monitoring the LAX Specific Plan expansion project, new and proposed development adjacent to LAX, and proposed transit facility. Our Office will also work with the Subcommittee as needed on the FAA’s program announced in FY 20-21, to develop new regulations for unmanned aerial vehicles (UAVs, commonly called drones). Additionally, to the extent the lawsuit against the FAA related to the implementation of changes to three flight paths that impact the City remains unresolved, the City Attorney’s Office will continue to manage the litigation in FY 21-22. City Attorney’s Office will continue to assist where necessary with the Subcommittee’s work through national groups, including the National League of Cities, to continue Congressional lobbying and policy-making efforts.

Status (a/o 02/16/2022): In progress and ongoing. The City Attorney’s Office will continue to assist the LAX/FAA Subcommittee and the City Manager’s Office regarding LAX and the FAA,

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including, local and regional overflight concerns related to noise and air quality, monitoring the LAX Specific Plan expansion project and submitting comments on the various documents released to the public for review and comment; monitor new and proposed development adjacent to LAX, and the proposed transit facility. Our Office will also work with the Subcommittee as needed on the FAA’s program announced in FY 20-21, to develop new regulations for unmanned aerial vehicles (UAVs, commonly called drones). In the absence of a federal lobbyist, our Office assists where necessary with the Subcommittee’s work through national groups, including the National League of Cities, to continue Congressional lobbying and policy-making efforts. A decision was rendered by the Ninth Circuit in the City’s litigation against the FAA related to the implementation of changes to three flight paths that impact the City. The litigation was commenced by the City of Los Angeles in June 2019, and Culver City intervened in July 2019. The Court ruled in favor of Los Angeles and Culver City, and ordered the FAA to conduct the appropriate environmental study of the changes to the three flight paths. Our O ffice will monitor the FAA’s progress with the environmental study.  Municipal Fiber Network: Assist Information Technology Department as needed.

Status (a/o 02/16/2022): 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. City Attorney legal services continue to be required for drafting and reviewing agreements related to lateral development (property easements and building access agreements), and customer license/service agreements authorizing the use of the network.  Ting Internet’s Citywide Fiber Network Project: Assist the City Manager’s Office and the Information Technology and Public Works Departments with the Project as needed.

Status (a/o 02/16/2022): 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, and the development of a program to provide free internet service to Culver City serving non-profit organizations. The City Attorney’s Office will continue to assist the City Manager’s Office and the Information and Public Works Departments, as needed.

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 Contracting/Purchasing Ordinance and Policies Update Working Group Project: Conduct a comprehensive update of RFB, RFP and RFQ documents and bid protest procedures, and review insurance and indemnity issues, relating to City contracting and purchasing. (CCMC amendments were adopted by City Council during FY 17-18 and 19-20, completing Phase 1 of the project. Working Group is continuing with Phase Two— updating related procurement templates, as needed; and Phase Three— implementation and training.) (Joint Project with Finance, Public Works and Transportation Departments, and the City Attorney’s Office.) Status (a/o 02/16/2022): Partially completed and carryover. The Working Group has identified additional amendments to CCMC provisions that it plans to present in FY 21-22. Once Council approves, the project will continue with the template development for Phase Two followed by Phase Three into FY 22-23. During FY 20- 21, some work was initiated with regard to insurance requirement updates, accessibility requirements and the creation of an online bid process. (Note:

Due to resources being diverted to emergency operations and pandemic-related issues throughout calendar years 2020 and 2021, as well as other Council priorities, this project has been delayed.)  Historic Preservation Program Update: Update to City’s Historic Preservation Program, including CCMC Amendments (Assist the Administrative Services Department – Cultural Affairs Division).

Status (a/o 02/16/2022): In progress an d ongoing. Our Office will assist the Cultural Affairs Division throughout the project. Due to resources being diverted to emergency operations and pandemic-related issues, including various Economic Recovery Task Force efforts, throughout calendar years 2020 and 2021, this project has been delayed. Staff anticipates returning to City Council with an update and recommendations in spring 2022.  Implementation of CCMC and Bylaws Amendments Relating to LTMB: Implementation of amendments to the CCMC and LTMB Bylaws regarding LTMB role and new notice provisions for landlords regarding availability of mediation services. (Joint Project with the Community Development Department/Housing Division.)
Status (a/o 02/16/2022): Partially completed and carryover. Amendments to the LTMB Bylaws and an Ordinance amending the CCMC were adopted by the City Council on June 10 and June 24, 2019, respectively. Housing staff and the City Attorney’s Office were in the process of taking steps to implement the CCMC and Bylaws amendments. Due to resources being diverted to the implementation of the Rent Control and Tenant Protections Program, as well as resources being diverted to emergency operations and pandemic-related issues throughout calendar years 2020 and 2021, this work plan has been delayed. It is anticipated that work, including greater outreach to the public regarding mediation services, will recommence and be completed during the first half of FY 22-23.

7 City of Culver City Adopted Budget FY 2021/2022 City Attorney

 Housing Ordinances and Programs: Committee on Homelessness – LA County Homeless Initiative/Economic Empowerment Ordinance; Landlord Tenant Mediation Board - Implementation of CCMC Chapter 15.09; 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); interpretation and implementation of Rent Control and Tenant Protection Ordinances; and interpretation and implementation of SB91. (Assist the Community Development Department/Housing Division) Status (a/o 02/16/2022): In progress. Staff has commenced work on one or more of these projects and the City Attorney’s Office is assisting as needed. Thus far during FY 21-22, the City Attorney’s Office has assisted the Housing Division with an update to the Advisory Committee on Housing and Homeless bylaws; the submission of the Project Homekey grant application, including matters relating to the purchase of two motels for emergency shelter and supportive housing use; and other programs serving the unhoused population, including the development of an Emergency Voucher Participation Agreement.
 Sign Code Update: Comprehensive review of CCMC Chapter 17.330 and Subchapter 13.02.200 et seq., pertaining to sign regulations. (Joint Project with the Community Development Department/Planning Division.)
Status (a/o 02/16/2022): Carryover. Due to resources being diverted to emergency operations and pandemic-related issues throughout calendar years 2020 and 2021, as well as other City Council priorities, this project has been delayed. It is anticipated this project will get underway during FY 22-23.
 Update Disaster and Emergency Services Ordinance and Continue Implementation of Emergency Plan: Prepare necessary amendments to CCMC Chapter 3.09, Disasters and Emergencies; and continue to implement various emergency preparedness measures, including working on any Emergency Plan components, such as the Debris Management Plan. (Joint Project with the Fire Department.)
Status (a/o 02/16/2022): Completed. The City Attorney’s Office participated in the development of the Mass Debris Management Plan, which was adopted by City Council in May 2021. Per discussion with Fire Department Emergency Preparedness staff, no additional activity is scheduled on this item at this time.
 Sidewalk Vending Regulations: The City Attorney’s Office will work with the Council Ad Hoc Subcommittee, City Manager’s Office, Enforcement Services Division and PRCS Department on amendments to the CCMC pursuant to the new state law in effect as of January 1, 2019. It is anticipated that amendments to the CCMC will be presented to the City Council during FY 21-22.

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Status (a/o 02/16/2022): In progress. Our Office continues to work with the City Manager’s Office on this proposed ordinance. Several issues to be resolved, including ensuring consistency with the Town Plaza use policy, and various policies in the parks, before this proposed ordinance may be brought to City Council. Due to resources being diverted to emergency operations and pandemic-related issues throughout calendar years 2020 and 2021, this project was placed on hold.

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.
 Micro Kitchens: Monitor potential amendments to state law, as well as the status of the County of Los Angeles Public Health program that is currently on hold, as they continue to monitor state law as well. Potentially assist staff with adopting CCMC amendments should the need arise.

Status (a/o 02/16/2022): Monitoring. Our Office participated in a call with Los Angeles County Public Health, and the County continued to conduct outreach to cities to determine whether to allow residential micro kitchens in Los Angeles County. The County did not provide a timeline on when they will take the matter to the Board of Supervisors. City staff and the City Attorney’s Office will continue to monitor this matter.
 Equity Projects: Continue to advise and assist the City Council Equity Ad Hoc Subcommittee, Administrative Services, and the City Manager’s Office with equity initiatives in the City, including the implementation of the Racial and Equity Action Plan (REAP), and continue to advise the Equity and Human Relations Advisory Committee (EHRAC).

Status (a/o 02/16/2022): Ongoing. The Equity and Human Relations Advisory Committee (EHRAC) held its first meeting in July 2020, after members were appointed by City Council at the end of FY 19-20. The City Attorney’s Office continued to advise the EHRAC at its meetings as the EHRAC began to hold programs in FY 21-22 based on its approved work plan. The work plan was approved by City Council in January 2021. The City Attorney’s Office will continue to advise and assist the EHRAC, and staff liaisons assigned to the EHRAC as it implements its work plan.  Review and Revise Certain Civil Service Rules: Joint Project with Human Resources Division to revise and update various Civil Service Rules; on hold until staff discusses various issues with the bargaining groups and the role of the Civil Service Commission is determined.

Status (a/o 02/16/2022): Carryover. In 2019, an Ad Hoc Subcommittee was appointed by the Civil Service Commission to work on updating certain rules, however for various reasons the Subcommittee’s work was delayed. Staff and the current Ad Hoc Subcommittee continue to work on Rule revisions. This item will be carried over to FY 21-22.

9 City of Culver City Adopted Budget FY 2021/2022 City Attorney

 Implementation of Commercial Cannabis Ordinance: The City Attorney’s Office will continue to work with the City Manager’s Office and Finance Department to implement the ordinance, including any legal issues that arise during the application and selection processes for storefront retail establishments, permit applications and renewals for the non-retail businesses, and any enforcement issues that may arise.

Status (a/o 02/16/2022): Ongoing. The City Attorney’s Office has been assisting City staff with legal issues as they arise during the implementation of the ordinance, which includes contracting with the County for health inspections, the application and permit processing, as well as the permit renewal process. During FY 21-22, the City permitted two manufacturing/distribution/home- delivery cannabis businesses and one storefront retail cannabis. The permitting process for storefront retail is ongoing, as the City’s regulations permit up to three storefront retailers.

Currently, there are a total of eight permitted cannabis businesses operating in the City: one storefront retail, three manufacturing/distribution/home-delivery, two distribution/home-delivery, one home-delivery, and one distribution. On September 27, 2021, the City Council adopted 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, two indoor cultivation, and four testing laboratory permits in Culver City. The implementation of the Cannabis Ordinance and City regulations will continue into FY 22-23, as additional businesses obtain permits to operate in the City.  Short-Term Rental Ordinance: Assist the City Manager’s Office and Community Development Department with the development of a comprehensive ordinance permitting and regulating short term residential rentals. If approved by the City Council, work with the City Manager’s Office and Community Development to develop the application process and forms, and a permit review and monitoring program. If needed, assist with the issuance of an RFP for a consultant to assist with permitting, monitoring and enforcement.

Status (a/o 02/16/2022): Ongoing and carryover. Continue to assist the City Manager’s Office, as needed, with monitoring the collection of transient occupancy taxes (TOT) from hosting platforms. 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 p roject was delayed due to resources being diverted to emergency operations and pandemic-related issues throughout calendar years 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.

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 Rent Control and Tenant Protection Program: Assist the City Manager’s Office and the Housing Division with the implementation and operation of the City’s permanent Rent Control and Tenant Protection Program, including the development of guidelines, procedures and forms; and the development of the residential rental registration process and collection of a residential rental fee, if approved by City Council.

Status (a/o 02/16/2022): Partially completed and ongoing. 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 City Attorney’s Office has assisted the Housing Division with inquiries from landlords and tenants regarding interpretation and enforcement of the regulations, as well as the processing of landlord rent adjustment applications and tenant petitions regarding reductions to housing services. 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 are due on March 31, 2022. Development of additional guidelines and forms are ongoing.
 Amendments to Polystyrene Ban: Assist the Public Works Department with CCMC amendments to the existing polystyrene ban.

Status (a/o 02/16/2022): Completed. In July 2021, the City Council adopted an Ordinance expanding the scope of the City’s polystyrene regulations.  City Manager’s Working Group on Homelessness: The City Attorney’s Office will continue to participate in this Working Group led by the City Manager’s Office, consisting of staff from the Community Development, Public Works and Police Departments and the City Attorney’s Office, to monitor and address various issues relating to homelessness.

Status (a/o 02/16/2022): Ongoing. The City Attorney’s Office continues to advise staff on developing issues pertaining to unhoused persons living in Culver City. This item is ongoing and will be carried over to FY 22-23.
 COVID-19 Local Emergency: During the pendency of the COVID-19 Local Emergency proclaimed in March 2020, the City Attorney’s Office: (1) will continue to prepare Public Orders for the City Manager in his capacity as the Director of Emergency Services, advise the City Manager’s office and City staff on legal matters pertaining to the implementation of the Public Orders, as well as work with staff on the reopening of City Hall when appropriate; (2) continue to review and assist with policies and procedures pertaining to COVID-19 protocols in City facilities and for City

11 City of Culver City Adopted Budget FY 2021/2022 City Attorney

employees; (3) continue to work with the Economic Recovery Task Force (ERTF) as the community addresses the wide-ranging effects of COVID-19 on the City’s businesses; and (4) work jointly with the Community Development Department – Economic Development Division to implement and enforce the Commercial Tenant Eviction Moratorium.

Status (a/o 02/16/2022): During FY 21 -22, the City Attorney’s Office worked with the City Manager’s Office on the continuing issues associated with the Local Emergency, including advising on and preparing Public Orders for the City Manager, and working with the City Manager’s Office and Human Resources staff on new policies and procedures related to vaccinations and associated exemptions, COVID testing programs, City Hall recovery programs, and coordinating supplemental leave per state law. In addition, our Office worked with the City Manager’s Office on AB361 requirements that affected the process to hold virtual Brown Act meetings during the pandemic.

Our Office also worked with the Community Development Department – Economic Development Division to respond to inquiries regarding enforcement of the Commercial Tenant Eviction Moratorium. This item will be carried over to FY 22-23, as the Local Emergency, County Public Health Emergency and State of California emergency are all still in effect.  Park Regulations Update: Assist the Parks, Recreation and Community Services Department with updates to CCMC Chapter 9.10, Parks, Public Buildings and Property.

Status (a/o 02/16/2022): In progress. Several amendments to Chapter 9.10 have been reviewed by the PRCS Commission for recommendation to the City Council. It is anticipated the remaining provisions will be presented to the Commission prior to the end of FY 21-22. Once approved by the Commission, the completed amendments to Chapter 9.10 will be presented to the City Council for consideration. (Note: Due to resources being diverted to emergency operations and pandemic-related issues throughout calendar years 2020 and 2021, as well other City Council priorities, this project has been delayed.)
 Waste Regulations Updates: Assist the Public Works Department with various CCMC amendments and other projects and issues relating to City’s compliance with waste regulations, including, but not limited to, compliance with SB 1383.

Status (a/o 02/16/2022): Partially completed. Assisted the Public Works Department in drafting an Ordinance amending the CCMC to add SB 1383 mandated waste regulations. The Ordinance was adopted by the City Council in September 2021. The City Attorney’s Office will continue to assist with issues relating to the City’s compliance with waste regulations, including, but not limited to, implementation and compliance with the Ordinance.

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FISCAL YEAR 2022/2023 WORK PLANS
 General Legal Assistance: Provide legal assistance to other Departments relating to their respective Work Plans, including preparation/review of related ordinances, resolutions, agreements and other documents.
 Litigation and Claims. Ongoing review and approval or denial of claims. Review and manage all litigation and liability matters involving the City. In conjunction with the Community Development Department – Enforcement Services Division, proactively enforce the CCMC through civil litigation.
 Training: Conduct and/or facilitate training on various legal requirements applicable to City operations, including, but not limited to, the Brown Act, the Public Records Act, conflict of interest regulations, public contracting and subpoenas. The next AB1234/Brown Act/Conflict of Interest Training will be held in June 2022, during the last quarter of FY 21-22. It is anticipated our Office will be conducting a Public Records Act training and a claims and litigation training with Department liaisons.
 Oil Drilling: (1) Implementation of the Amortization Program for the IOF; (2) Community Advisory Panel (CAP) for the County of Los Angeles Baldwin Hills Community Standards District (CSD) and related study groups, including Health Working Group, Health Assessment Steering Committee and County Health Assessment Advisory Panel (CHAAP); (3) California Air Resources Board’s (CARB) Study of Neighborhood Air Near Petroleum Sources (SNAPS) Program; (4) Los Angeles County & City of Los Angeles collaborative partnership for the Just Transition Task Force (JTTF) addressing transition away from urban oil drilling; and (5) Monitoring and, when applicable, commenting on and participating in workshops and/or meetings relating to, federal, state and local agency regulations, including collaborating agencies, regarding oil drilling operations (i.e. fracking, air and water quality, health, setbacks, etc.). (Joint project with Community Development Department.) [2018 Strategic Plan Reference: Goal: Transform Inglewood Oil Field; Objective: Create a vision for future use of the Inglewood Oil Field; Initiative:

Conduct Amortization Study.]
 City Council Policies – Comprehensive Update: Working 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 FY 22-23. (Joint Project with Administrative Services Department.)
 Telecommunications Applications Processing: Assist the Public Works Department with the processing of wireless antenna applications in a manner that complies with the related federal

13 City of Culver City Adopted Budget FY 2021/2022 City Attorney

time limitations. (Joint project with Public Works Department.) Monitor state and federal telecommunications law and regulations.
 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 (Joint Project with Information Technology Department and Administrative Services Department.)  Pipeline Franchise Renewals: Review and update the City’s three remaining oil pipeline franchises, using the Torrance Valley franchise agreement (updated in FY 21-22) as a template. (Assist City Manager’s Office.)
 Zoning Code Amendments: Multiple amendments/updates to Zoning Code. Amendments will be considered throughout FY 22-23. (Assist Community Development Department.)  LAX/FAA Overflights and FAA Regulations: The City Attorney’s Office will continue to advise and assist the LAX/FAA Ad Hoc Subcommittee and the City Manager’s Office regarding LAX and the FAA, including, local and regional overflight concerns related to noise and air quality, which are ongoing, monitoring the LAX Specific Plan expansion project, new and proposed development adjacent to LAX, and proposed transit facility. Our Office will also work with the Subcommittee as needed on the FAA’s program announced in FY 20-21, to develop new regulations for unmanned aerial vehicles (UAVs, commonly called drones). The City Attorney’s Office will continue to monitor the FAA’s progress as it conducts its court-mandated environmental study related to the changes to three flight paths that were the subject of the lawsuit filed by Los Angeles in 2019 and joined by Culver City. Our Office will also continue to assist where necessary with the Subcommittee’s work through national groups, including the National League of Cities, to continue Congressional lobbying and policy-making efforts.  Municipal Fiber Network: Assist Information Technology Department as needed.  Ting Internet’s Citywide Fiber Network Project: Assist the City Manager’s Office and the Information Technology and Public Works Departments with the Project as needed.  Contracting/Purchasing Ordinance and Policies Update Working Group Project: Working group, consisting of Finance, Public Works and Transportation Departments, and the City Attorney’s Office, to conduct a comprehensive update of RFB, RFP and RFQ documents and bid protest procedures, and review insurance and indemnity issues, relating to City contracting and purchasing. (CCMC amendments were adopted by City Council during FY 17-18 and 19-20, completing Phase 1 of the project. Working Group is continuing with Phase Two— updating related procurement templates, as needed; and Phase Three— implementation and training.)

14 City Attorney City of Culver City Adopted Budget FY 2021/2022

 Historic Preservation Program Update: Update to City’s Historic Preservation Program, including CCMC Amendments (Assist the Administrative Services Department – Cultural Affairs Division).  Implementation of CCMC and Bylaws Amendments Relating to LTMB: Implementation of amendments to the CCMC and LTMB Bylaws regarding LTMB role and new notice provisions for landlords and greater outreach to the public regarding availability of mediation services. (Joint Project with the Community Development Department/Housing Division.)  Housing Ordinances and Programs: Committee on Homelessness – LA County Homeless Initiative/Economic Empowerment Ordinance; Landlord Tenant Mediation Board - Implementation of CCMC Chapter 15.09; 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); interpretation and implementation of Rent Control and Tenant Protection Ordinances; and interpretation and implementation of SB91. (Assist the Community Development Department/Housing Division) [2018 Strategic Plan Reference: Goal: Enhance Housing and Homeless Services; Objectives: Decrease homelessness and increase options for affordable housing; Initiatives: Increase transitional housing for homeless families and work with private developers to increase affordable housing.]  Sign Code Update: Comprehensive review of CCMC Chapter 17.330 and Subchapter 13.02.200 et seq., pertaining to sign regulations. (Joint Project with the Community Development Department/Planning Division.)
 Sidewalk Vending Regulations: The City Attorney’s Office will work with the Council Ad Hoc Subcommittee, City Manager’s Office, Enforcement Services Division and PRCS Department on amendments to the CCMC pursuant to state law. It is anticipated that amendments to the CCMC will be presented to the City Council by the 1
st quarter of FY 22-23.
 Micro Kitchens: Continue to monitor potential amendments to state law, as well as the status of the County of Los Angeles Public Health program, as the County conducts outreach and determines whether to permit residential micro kitchens in Los Angeles County. Potentially assist staff with adopting CCMC amendments should the need arise.  Equity Projects: Continue to advise and assist the City Council Equity Ad Hoc Subcommittee, Administrative Services, and the City Manager’s Office with equity initiatives in the City, including the implementation of the Racial and Equity Action Plan (REAP), and continue to advise the Equity and Human Relations Advisory Committee (EHRAC).

15 City of Culver City Adopted Budget FY 2021/2022 City Attorney

 Review and Revise Certain Civil Service Rules: Joint Project with Human Resources Division to revise and update various Civil Service Rules; on hold until staff discusses various issues with the bargaining groups and the role of the Civil Service Commission is determined.  Implementation of Commercial Cannabis Ordinance: The City Attorney’s Office will continue to work with the City Manager’s Office and Finance Department to implement the ordinance and City regulations, including any legal issues that arise during the application and selection processes for storefront retail establishments, permit applications and renewals for the non-retail businesses, and any enforcement issues that may arise.
 Short-Term Rental Ordinance: Assist the City Manager’s Office and Community Development Department with the development of a comprehensive ordinance permitting and regulating short term residential rentals. If approved by the City Council, work with the City Manager’s Office and Community Development to develop the application process and forms, and a permit review and monitoring program. If needed, assist with the issuance of an RFP for a consultant to assist with permitting, monitoring and enforcement.
 Rent Control and Tenant Protection Program: Assist the Housing Division with the implementation and operation of the City’s permanent Rent Control and Tenant Protection Program, including the continuing development of guidelines, procedures and forms. [2018 Strategic Plan Reference: Goal: Enhance Housing and Homeless Services; Objectives: Decrease homelessness and increase options for affordable housing.]  City Manager’s Working Group on Homelessness: The City Attorney’s Office will continue to participate in this Working Group led by the City Manager’s Office, consisting of staff from the Community Development, Public Works, Police and Fire Departments and the City Attorney’s Office, to monitor and address various issues relating to homelessness.  COVID-19 Local Emergency: During the pendency of the COVID-19 Local Emergency proclaimed in March 2020, which is ongoing, the City Attorney’s Office: (1) will continue to prepare Public Orders for the City Manager in his capacity as the Director of Emergency Services, advise the City Manager’s office and City staff on legal matters pertaining to the implementation of the Public Orders; (2) continue to review and assist with policies and procedures pertaining to COVID-19 protocols in City facilities and for City employees, including the policies for employee vaccination and COVID testing; (3) continue to work with the Economic Recovery Task Force (ERTF) as the community addresses the wide-ranging effects of COVID-19 on the City’s businesses; and (4) work jointly with the Community Development Department – Economic Development Division to implement and enforce the Commercial Tenant Eviction Moratorium.  Park Regulations Update: Assist the Parks, Recreation and Community Services Department with updates to CCMC Chapter 9.10, Parks, Public Buildings and Property.

16 City Attorney City of Culver City Adopted Budget FY 2021/2022

 Waste Regulations Updates: Assist the Public Works Department with issues relating to the City’s compliance with waste regulations, including, but not limited to, implementation and compliance with SB 1383 mandated regulations adopted by the City Council in September 2021.  2022 Election: Assist the City Manager’s Office and City Clerk’s Office on all legal matters pertaining to proposed ballot measure(s) and the City Council election. [ 2018 Strategic Plan Reference: Goal: Ensure Long-term Financial Stability; Objective: Identify new revenue sources to maintain financial stability; Initiative: Revise Business Tax Structure.]  Town Plaza Use Policy: Working group of the Community Development Department and other relevant Departments, and the City Manager’s and City Attorney’s Offices, to prepare a comprehensive use policy for the City’s Town Plaza.
 Evaluation of Committee on Permits and Licenses: Working group of the Finance Department and the City Manager’s and City Attorney’s Office to evaluate the role and utility of the Committee on Permits and Licenses (COPL) and review the existing interdepartmental workflow to increase overall efficiency. In addition, should the City Council determine to dissolve the COPL, based on staff’s review and evaluation, the working group will prepare related CCMC amendments for City Council’s consideration.
 AB 917 Ordinance/Video Surveillance Enforcement of Parking Violations in Mobility Lanes: Assist and advise the Transportation Department and Police Department on a pilot program in FY 22-23 pursuant to a new state law that allows transit agencies to place cameras on buses to enforce parking regulations at bus stops and bus-only lanes.

PUBLIC WORKS

Public Works
Public Works

Department Mission
To provide quality services for efficient and effective design, construction and maintenance of the City’s facilities and infrastructure; oversee the City’s mobility program in the areas of active trans- portation, traffic and parking; delivery of refuse and sewage removal services; and management of the City’s environmental programs for sustainability, energy efficiency, recycling and waste re- duction and water quality in order to enrich the quality of life for the community using profession- alism, dedication, and teamwork.

Department Description
The Public Works Department is responsible for providing engineering services to the public and other City departments; managing capital improvement projects throughout the City; overseeing the City’s traffic and active transportation programs; providing maintenance and repair for the City’s fixed assets, which include buildings, streets, sidewalks, storm drains, sewers, traffic sig- nals, street lighting, and other components of the infrastructure, and coordinating graffiti removal, street sweeping and tree trimming services for the City. The Department manages two separate enterprise operations that are responsible for refuse collection and disposal and sewer collection and disposal. Additionally, the Public Works Department also manages the City’s environmental programs relating to sustainability, energy efficiency, recycling and waste reduction, and water quality. The Public Works Department administers and coordinates the activities of the following divisions: Administration, Engineering, Mobility & Traffic Engineering, Maintenance Operations, and Environmental Programs & Operations.

FISCAL YEAR 2021/2022 WORK PLANS - Status Update

STRATEGIC PLAN INITIATIVES – 2018- 2023 Priorities

• Goal: Enhance Mobility and Transportation
Initiative – Improve circulation by creating alternative modes of transportation. Develop Expo-to-Downtown Connector plan by taking into account bicycle, pedestrian and transit modes. Implement Metro Bike Share.

Status: A portion of the Expo- to-Downtown Connector plan has been implemented as part of the Move Culver City project, but work continues. The Transportation Department is working with LA Metro on planning for an integrated bike share program.

• Goal: Revitalize Ballona Creek
Initiative - Extend Ballona Creek bike path to improve mobility and provide greater access to the Metro. Seek grant opportunities to evaluate the feasibility of extending the Ballona Creek bike path easterly from the Syd Kronenthal Park to Washington Blvd, and with the cooperation of the City of Los Angeles, further east to the termination of the open channel near Cochran Ave. Studies shall be coordinated with the City of Los Angeles, Los Angeles County Public Works, and US Army Corps of Engineers, the agencies that share responsi- bility for management and maintenance of the Ballona Creek and the bike path.

Status: The Public Works Department began design of sustainability, accessibility, and safety improvements to the Ballona Creek Bike Path between Duquesne Ave and National Blvd, funded in part by a grant from the Baldwin Hills Conservancy. Construction is ex- pected to begin in FY 22-23.

In 2021, the City Council approved a letter of support for the Streets For All initiative to ex- tend the Ballona Creek bike path from where it currently ends at Syd Kronenthal Park to where the creek ends at Cochran Ave and Venice Blvd in the City of Los Angeles.

ADMINISTRATION

• Veterans Memorial Complex/Senior Center Microgrid Next Steps: Restart project placed on hold as a result of pandemic -related budget constraints. Hire a consultant to modify existing electric load profiles to reflect electrification (decarbonization) of the facili- ties as an additional option to consider, to prepare updated solar/battery cost estimates as a result, to prepare bid documents to hire an energy firm that would own the equipment via a Power Purchase Agreement, to help staff evaluate and select an energy firm, and to ne- gotiate a contract with the selected energy firm.

Status: CIP funding to hire a consultant was included in the FY 21- 22 Budget (PF -022).

Currently the project scope is being reevaluated because the City applied for the Clean Power Alliance “Power Share” program that, if implemented, would remove the S enior Center from the project.
• Employee EV Charging at City Hall: Restart project placed on hold as a result of pandemic-related budget constraints to increase City Hall’s eight existing 240-volt (Level 2) charging stations on P2 for employee use by an additional 4 for a new total of 12 (the ex- isting transformer capacity will handle up to 4 more stations). Nearly all the existing EV charging stations are now occupied and expanding the program to include 4 additional sta- tions will encourage staff to acquire EVs.

Status: In light of the overwhelming number of participants in the City’s new telecommuting program and accompanying reduced frequency in which employees charge EVs at City Hall, CIP funding was not allocated to this project in FY 21- 22 and the project has been suspended.
• Certified Sustainable Business Certification Progra m: Resume program placed on hold as a result of pandemic -related budget constraints. Proposed and approved to con- tinue the program for a fourth year under the existing 2-year consultant contract.

Status: Annual program resumed in FY 21-22.

• Jackson Ave Pedestrian Walkway Renovation: Continue project #PS014 to demolish and rebuild the pedestrian walkway between Jackson and Farragut. In FY 20- 21, $50,000 was set aside to hire an architect to prepare construction documents. In FY 21- 22, $200K to be budgeted to construct the project.

Status: Project remains on course and its budget has not changed. • City Hall Centennial Garden: Resume this project #PF019 placed on hold as a result of pandemic -related budget constraints. Construction documents completed in FY 20 -21.

Propose bidding out and building Phase One (along Lafayette) at cost of $895K.

Status: Project failed to obtain a budget allocation to implement the first phase of construc- tion and has been suspended.
• Develop a department newsletter that will update the public on department activities.

Target a semi -annual newsletter initially with newsletters produced in July and January.

Depending on staff capacity, consider transitioning to a quarterly newsletter. The Admin- istration Division will coordinate information from all Divisions to produce the newsletter.

Status: Project has been suspended.
• Update the City/CCUSD Hazard Mitigation Plan. The City hired a consultant to pre- pare and submit a FEMA/OES application in hopes of securing grant funds to cover the cost to update the City’s/CCUSD’s Hazard Mitigation Plan. FEMA requires the plan to be updated every five years to remain eligible to receive natural disaster relief funding.

Status: Staff will submit a CIP funding request in FY 22- 23 to hire a consultant to complete the 5-year update.

ENGINEERING

Implement Capital Improvement Program FY 21-22 - multiple projects • Design and upgrade the Hayden Sewer Pump Station: This project will move the electrical components of the station from below ground to a new above ground building.

Design is expected to begin in third quarter FY 21-22.

Status: Design has been postponed to FY 22-23 due to staff time dedicated to other, higher priority projects.
• Street Paving: Centinela Ave from Bristol Pkwy to westerly City limits will be com- pleted in second quarter of FY 21-22.

Status: Work delayed. Scheduled to go to bid in the spring of 2022 and construction will begin in the summer of 2022.
• Ballona Creek Bike Path and Landscape Improvement Project: Complete the design and manage the construction of this project from National Blvd to Duquesne Ave. $1.9 mil- lion of the $2.8 million project total is funded by the Baldwin Hills Conservancy.

Status: Project is currently being designed and construction is expected to begin in FY 22-23.
• Sidewalk Survey: Survey the condition of about 25% of the City’s sidewalks.

Status: Design has been postponed to FY 22-23 due to staff time dedicated to other, higher

priority projects. Temporary repairs will continue to be made to ensure safety and reduce liability to the City.
• Plan Check & Inspection of Citywide Ting Microfiber Project: This project will begin construction in April 2021 and expected to be completed by third quarter of FY 20-21.

Status: Project underway but work delayed. Completion expected by end of calendar year 2022.
• Pump Station Diversion Project: Construction of the Bristol and Fox Hills Sewer Pump Station diversion to the new Bankfield Sewer Pump Station is expected to begin in the second quarter of FY 21-22 and be completed by summer 2023.

Status: Work delayed. Completion of design is expected by end of calendar year 2022. • New Left Turn Phasing: Complete the construction of the $2 million Highway Safety Improvement of new left turn phasing at 12 major intersections by the second quarter FY 21-22.

Status: Project underway. Construction was completed in 3 rd quarter of FY-21-22 and final
acceptance of work is expected by the spring of 2022.
• Higuera Bridge Replacement Project: Construction of the new $7 million federally funded Higuera Bridge over Ballona Creek. Work will begin in the Summer of 2021 and be completed by the spring of 2023.

Status: Project under construction. Completion expected by the spring of 2023. • Culver Boulevard Realignment Project: Construction of the Culver Blvd realignment between Sepulveda Blvd and Elenda St will be completed by the second quarter FY 21-22.

Status: Project underway but work slightly delayed. Completion expected in March 2022.

MOBILITY & TRAFFIC ENGINEERING

• Seek Grant Funds: Apply for regional, state, and federal grants to fund infrastructure and non-infrastructure projects that advance the City’s multi -modal transportation system, including projects contained in the Bicycle and Pedestrian Action Plan, Local Roads Safety Plan, and bicycle and pedestrian mobility projects listed for funding by development fees.

Status: Ongoing.
• Bike Share Program: Join the Metro Bike Share Program with a fleet of classic and electric bikes in FY 22-23.

In the meantime, deploy an alternative bikeshare program to support multi -modal mobility in the area. To facilitate future conversion/retrofit to the Metro Bike Share Program, staff is researching a number of vendors and options, including dockless electric bikes.

Status: Coordinating with the Transportation Department. Program delayed to integrate with Los Angeles’ Metro Bike Share Program.
• Multi-modal Data Collection Program: The Mobility and Traffic Engineering Division established a comprehensive multi-modal database, using data collected over the ten- year period of 2009 to 2019 from the City’s General Plan update, developments traffic impact analysis, and other traffic studies. In FY 21- 22, Division staff will continue to collect data documented during upcoming development projects and City capital projects, which will al-

low staff to focus resources on conducting speed surveys post -pandemic. Available speed surveys data is more than seven years old, and updating the data is essential for setting speed limits on the differing street types, evaluating traffic calming projects, and supporting the Police Department’s enforcement efforts without being challenged.

Status: As a result of pandemic -related constraints, this program was placed on hold. Traf- fic data will be collected in FY 22- 23 as part of a new Engineering & Traffic Survey to es- tablish posted speed limits citywide.
• City’s Neighborhood Traffic Management Program (NTMP): Complete update of the NTMP to maximize benefits of the program and improve its time frame and budget effi- ciency. The updated NTMP is planned for City Council consideration in FY 21-22.

Status: Project delayed. In FY 22- 23, the new NTMP draft will be reviewed, further updat- ed, circulated for comment by Fire, Police, and Community Development Departments, and a final draft will be presented to the City Council for consideration. • Traffic Calming Projects: Complete construction of the Rancho Higuera Neighbor- hood Traffic Management Plan (NTMP). Also proceed with review of other areas, such as the Fox Hills neighborhood, once it is again possible to collect data post-pandemic.

Status: Temporary trial traffic calming improvements in the Rancho Higuera area will be completed in the third quarter of FY 21- 22. Following a one- year trial period, final design plans will be completed in consultation with the neighborhood. Construction will begin in FY 23-24.
• Implement Safe Routes to Schools: Implement improvement plans for all elemen- tary, middle, and high school areas. Plan recommendations include: enhancement of sign- age and pavement markings; limited intersection design modifications using temporary traf- fic control devices; adjustment to signal operations (where feasible); changes in parking regulations to improve visibility and operational conditions; and the addition of curb ramps where deficient.

Status: CIP funding will be requested for FY 22- 23 and if allocated, implementation ex- pected in FY 22-23.
• Intelligent Transportation System (ITS) improvements: Continue coordination with Los Angeles World Airports (LAWA), Caltrans, and the City of Inglewood on completing the design and construction of the Decision Support System (DSS) and other ITS project ele- ments, including signals upgrade and the Dynamic Messaging Sign (DMS) planned for in- stallation in Culver City.

Status: Ongoing. Work continues with LAWA and other agencies to finalize the design for the technology infrastructure and to construct the physical improvements. • Signal Adaptive System: Operate and test the already implemented traffic signals adaptive system on major corridors throughout the City as warranted by traffic volumes and street configurations post-pandemic.

Status: As a result of pandemic -related impacts on traffic patterns, this project was post- poned and will resume in FY 22-23.
• Implement Safety Improvements: The Local Road Safety Plan (LRSP) will be con- sidered by the City Council in April 2021. The Mobility and Traffic Engineering Division staff will continue to seek grant funds, development fees, and other project funds to gradually implement safety improvements contained in the LRSP. LRSP improvements include: re-

placement of faded LED signal lamps; installation of reflective back plates; other systematic signal upgrades; implementing protected left -turn operation at recommended locations; enhancements to street lighting; application of high friction pavement surfaces; enhance- ments to signage and pavement markings; and upgrades to traffic control devices at inter- sections and crossings.

Status: The LRSP was adopted by the City Council in November 2021. Three of six High- way Safety Improvements Program grant applications were awarded to fund the 0.17 mile high-risk segment of Overland Ave containing ten signalized, and twelve unsignalized high-risk intersections identified in the LRSP. Public Works will seek further grants to fund other LRSP identified safety projects.
• Congestion-Relief Project – Sawtelle Blvd, I -405 Ramps at Matteson Ave, Sepul- veda Blvd: In addition to the planned community outreach and consultation, staff will coor- dinate with Caltrans and the City of Los Angeles to achieve improvements that could re- lieve congestion at project locations. Planning, design, and construction is planned for FY 21-22 and FY 22-23.

Status: As a result of pandemic -related constraints, this project was postponed and will re- sume in FY 22-23.
• Paid Parking Program Upgrade: The Mobility and Traffic Engineering Division staff will complete implementation of the 558 smart parking meters and thirty pay stations pre- viously approved by the City Council.

Status: Implementation will be completed in the second quarter of FY 22-23. • Staff will assess the overall Paid Parking Program. This review will consider: the eliminated metered parking spaces resulting from expansion of outdoor dining and imple- mentation of mobility lanes; the feasible number of and locations for additional paid parking deployment; the possibility of using the program funds to meet other parking needs of the community; and the deployment of mobile phone applications to facilitate parking payment.

Status: Assessment of additional locations for metered parking is ongoing. Evaluation will be completed and a pilot project of mobile phone applications will begin in the downtown area during the fourth quarter of FY 21-22.
• Real Time Information: Staff will research feasible applications for deployment in Culver City that provide real -time information about traffic incidents, construction activities, traffic congestion, etc. Staff will consider implementing pilot projects to minimize the fiscal impacts of initial deployment and monitoring.

Status: Research continuing through the fourth quarter of FY 21- 22, and probable pilot to be launched in FY 22-23.
• Transportation Demand Management (TDM) Program: Achieving TDM is essential for reducing Vehicle Mil es Traveled (VMT) by development projects and reducing overall Greenhouse Gas (GHG) emissions. Internally, the City’s departments of Community De- velopment, Transportation, and Public Works will continue to collaborate on all TDM ele- ments covering parking, cycling, walking, use of transit, land use intensification and con- nectivity, management of peak traffic, and other factors. The City will also continue to coor- dinate with Metro, SCAG, and neighboring cities on similar efforts, including consideration of congestion pricing.

Status: Program led by Transportation Department in collaboration with various Depart-

ments, including Public Works, affecting TDM measures.
• Multi-Modal Safety Education and Encouragement Program: Unsafe travel behav- iors are the primary factors in traffic collisions, including fatal and severe injury collisions.

Expansion of the multi -modal traffic safety education program is intended to ameliorate such behaviors as DUI, distracted driving, speeding, and right of way violations. The Pro- gram will also seek to increase cycling and walking by community members of all ages and physical abilities.

Status: In September 2021, Public Works completed safety education outreach funded by a grant from the Office of Traffic Safety (OTS). A new OTS grant funding expansion of the safety education program commenced in October 2021 and will conclude in September 2022.
• California Manual on Uniform Traffic Co ntrol Devices (MUTCD) Requirements RE:

Signage, Pavement Markings and Other Traffic Control Devices: The Mobility and Traffic Engineering Division staff will continue to work with the Maintenance Operations Division on the gradual enhancement of signage and pavement markings to meet current MUTCD requirements, including installation and retro-reflectivity requirements.

Division staff will also establish a database for systematic tracking of inventory and up- grades to enhance efficiency and facilitate future work.

Status: Progress continues on enhancement of signage and pavement markings to meet current MUTCD traffic sign retro- reflectivity requirements. Ongoing collaboration continues between Public Works and Police Departments to ensure City signage provides adequate public notification of appropriate speeds, lane assignment and configuration, and parking enforcement. In FY 22 -23, an RFP will be issued to create an online sign database to in- ventory all signs in the City, as well as track their maintenance and retro- reflectivity com- pliance.
• Interactive Map and GIS Supporting Information: This project will be initiated to facil- itate community input on traffic and parking operational conditions, safety conditions, and construction and other activities. The tool will also be utilized to inform the public of com- plete, ongoing, and planned infrastructure and development projects.

A new MT&E intern proficient with GIS will update the collisions heat maps, prepare exhib- its included in grant applications, and develop transportation related maps/GIS layers. Such maps could include, for example, location and types of traffic calming devices throughout the City.

Status: Project initiated but placed on hold. Work on GIS -related mapping can continue in FY 22-23 if current staffing level is increased.
• Pilot Slow Streets Program: Following an evaluation of the Pilot Slow Streets Pro- gram, staff will continue to work with the cooperating neighborhoods to meet their travel and safety needs on a more permanent basis. The evaluation will benefit from the update of the NTMP and improvements recommended in the BPAP and LRSP.

Status: A Slow Street s pilot project has been in effect since the fall of 2020. Further en- hancement of the program with a new pilot is being considered based on new authority given to local jurisdictions by State Assembly Bill 773 to limit or close streets to vehicular traffic. Following the pilot, implementation of a citywide Slow Streets program may be con- sidered.

• Outdoor Dining Program: In addition to the outdoor dining accommodations made during the pandemic, Public Works staff developed Guidelines for a permanent Parkl et Program, typically established in parking zones without the need for lane closures. Staff will promote the Parklet Program and will work with restaurants and other businesses who are interested in its deployment.

Status: Parklet Program was approved by City Council in August 2021 and immediately launched. Program will be evaluated in FY 22-23.
• Implementation of Mobility Lanes: The Public Works staff will continue to work with the Transportation Department on implementation of Mobility Lanes along Cul ver Blvd and Washington Blvd, including changes in signage, pavement marking, delineations, and traf- fic signal modifications.

Status: Phase one of the Move Culver City Project was launched by the Transportation Department with assistance from the Public Works Department in 2021. Collaboration will continue in FY 22- 23, focusing on clarifying movements for all modalities and adjusting project signage, pavement markings, and signalization.
• Public Works staff will proceed with the Metro Active Transportat ion (MAT) grant-funded pedestrian improvements and protected bicycle facilities in the area sur- rounding the E-Line Station.

Status: In November 2021, MAT grant -funded pedestrian and protected bicycle facilities were installed along the segment of Washington Blvd, between Landmark Ave and Wesley St, as part of the Move Culver City Project.
• Capital Improvement Projects (CIP) Support: The Mobility and Traffic Engineering Division staff will continue to support and coordinate with Public Works Engineering a nd Environmental Programs & Operations Divisions on CIP, including grant -funded projects such as the Culver Blvd Realignment, Ballona Creek Bike Path Improvements, and Wash- ington Blvd Stormwater and Urban Runoff projects.

Status: Culver Blvd Realignment Project nears completion in the third quarter of FY 21- 22.

Ballona Creek Bike Path improvement project has begun planning and will begin construc- tion in FY 22- 23. The Washington Blvd Stormwater project will begin construction in the fourth quarter of FY 21-22.
• Implement public improvements in the Opportunity Corridor of Farragut Dr between Duquesne Ave and Overland Ave (approximately 0.7 miles) as outlined in the Bicycle and Pedestrian Action Plan adopted by the City Council. As a designated “Bicycle Boulevard,” improvements on Farragut Dr will include physical traffic calming devices, bikeway en- hancements, signage, and pavement markings.

Status: Project is unfunded. Staff will seek grant and local funding to begin design. Design improvements will also include ADA compliant curb ramps and construction of segments of missing sidewalks. Construction is contingent upon securing local and/or grant funds.

ENVIRONMENTAL PROGRAMS & OPERATIONS (EPO)

• Organics Recycling Program Commercial: Ongoing. Implement food waste and compostable paper products recycling program for commercial accounts. Staff will continue to add businesses in accordance with State Assemble Bill 1826 (AB1826) and State Sen-

ate Bill 1383 (SB 1383).

Status: RFP was issued and in November 2021, a contract was awarded to consulting firm; Go2zero. Meetings began with consultant in January 2022. Consultant scheduled to begin conducting site assessments of all commercial and multi -family service recipients to evalu- ate space availability for additional equipment required for implementation. Once assess- ments are completed, required additional staffing and equipment will be quantified and budgeted.
• Organics Recycling Program Technology: Res earch, review and use alternative technologies for processing organic materials.

Status: As a result of pandemic-related constraints, this program has been placed on hold. • Update municipal code in first quarter FY 21 -22 to include new recycling and organ- ics mandates required by state legislation and by the City.

Status: The new Waste Reduction Regulations Ordinance was adopted by the City Council on July 12, 2021.
• Food Recovery Program: Continue developing a plan to evaluate businesses, non-profits, and other local agencies for participation in a food recovery program in com- pliance with SB 1383 requiring no less than 20 percent of edible food be recovered for hu- man consumption by 2025. Evaluate effectiveness of program. Research pub- lic/private/non-profit partnership.

Status: Evaluation underway of current business customer data to identify Tier I and Tier II edible food waste generators, based on CalRecycle Food Recovery Programs criteria. Ini- tial outreach to edible food generators as required was sent prior to the February 1, 2022 deadline.
• Restart food recovery program with CCUSD and WLA College project in first quarter and second quarters FY 21-22, which was placed on hold as a result of pandemic.

Status: As a result of pandemic -related constraints, this program was placed on hold.

CCUSD assigned a new staff member and new meetings have been requested. Review underway of the feasibility of developing a general agreement template to be used for any food generator to be included in the program in future. • Provide businesses with information on how to report pounds of food donated on quarterly basis beginning third quarter FY 21-22.

Status: Education letter explaining the requirements for edible food generators sent to the Tier I and Tier II customers prior to the February 1, 2022 deadline. Research underway re- garding feasibility of utilizing the self -reporting portal Recyclist Program to capture data provided by businesses.
• Polystyrene Ban: Environmental Compliance Inspector will continue visiting food preparation establishments to ensure compliance with both the original Polystyrene Ordi- nance and amendments if approved by the City Council in the fourth quarter FY 20- 21. If amendments are approved, staff will develop outreach for the amended ordinance.

Status: Polystyrene ban was renamed Waste Reduction Regulations. New regulations were approved by City Council on July 12, 2021, with Phase 1 for business effective Janu- ary 1, 2022. Additional costs will be incurred beginning in FY 22- 23 for inspections an d outreach.

• Zero Waste at City Facilities: Resumption of Zero Waste Program placed on hold as a result of pandemic -related budget constraints. Staff will begin implementation at the Po- lice Station in the first and second quarters FY 21- 22 and Parks/Vet erans Building in the third and fourth quarters FY 21-22.

Status: Zero Waste Program was on placed hold as a result of pandemic -related budget constraints. In FY 22-23, EPO will begin discussions with Police and PRCS Departments to begin roll-out, which is now required by SB 1383 regulations. • Household Hazardous Waste Collection Program: Curbside collection will be availa- ble for residents in first quarter FY21-22.

Status: Contract with ActEnviro has been approved by the City Council, with first collect ion scheduled in January 2022. Additional resident outreach planned. • Transfer Station Structural Improvements: Construction of a new transfer station push wall will begin in first quarter FY 21-22.

Status: Push wall construction began December 2021. Completion estimated March 2022. • To eliminate operational disruptions resulting from power outages, EPO will install a backup generator at the facility during fourth quarter FY 21-22, which will be able to provide power to the Transfer Station and Customer Service office.

Status: As a result of pandemic-related constraints, this project has been placed on hold. • Route Optimization Program : Restart Routing Optimization program placed on hold as a result of pandemic-related budget constraints. Staff has previously researched various software programs to enhance collections performance.

Status: Evaluation underway with the Finance Department to compare Routeware Encore Customer Service software with current system, including features and compatibility with the existing Tyler Munis financial system.
• Customer Billings Software: Restart project placed on hold as a result of pandem- ic-related budget constraints. Current software used to bill customers for waste manage- ment monthly services is outdated and needs replacing. Purchase and implementation of new billing system will be dependent upon rate structure.

Status: Evaluation underway with the Finance Department to compare Routeware Encore Customer Service software with the current system, including features and compatibility with the existing Tyler Munis financial system.
• Storm Water Pollution Prevention Plan (SWPPPs) for City facilities: Staff will be as- signed to determine SWPPP’s for city facilities.

Status: As a result of pandemic-related constraints, this project has been placed on hold. • Stormwater Quality Master Plan: Staff will continue developing a Stormwater Quality Master Plan comprised of regional, green streets, and low impact development projects that collectively move the City toward compliance with the Ballona Creek EWMP and MS4 Permit. Work will include: (1) data collection; (2) coordination with other City departments, the Ballona Creek Watershed Group, utility companies, and the Culver City Unified School District; (3) project prioritization based on a 5- year and 10- year program; (4) identification of private- public partnership opportunities and investigate the potential for an in- lieu pro- gram for developments; (5) preparation of concept reports; (6) coordination and implemen- tation of public outreach; (7) and pursuit of grant funding opportunities.

Status: The Stormwater Quality Master Plan was approved by the City Council on August 23, 2021. Implementation has begun.
• For FY 21-22, City will request $300,000 from Measure W fund to obtain a Feasibil- ity Study for a Syd Kronenthal Project. Concept is a multi -benefit project that has the ability to consider offsite projects and has the potential to capture 100% of the water -volume of the watershed area.

Status: Funding was granted. Culver City and Los Angeles County will collaborate with a consultant to conduct the feasibility study in FY 22-23. • Storm Water Public Outreach and Facility Inspections: Produce and disseminate materials to educate residents, businesses and school children about storm water pollution.

Status: Education and community outreach planned for the fourth quarter of FY 21- 22, fol- lowing completion of the Culver Blvd Storm Water project. • Conduct facility inspections of restaurants, retail fueling stations, and other commer- cial/industrial sites to verify appropriate storm water BMPs are used.

Status: As a result of pandemic-related constraints, this program was placed on hold. In FY 22-23, an RFP will be issued for facility inspections.
• Implement Clean Bay Restaurant Certification Program (Clean Bay Program) through the Santa Monica Bay Restoration Commission (SMBRC).

Status: As a result of pandemic-related constraints, this program has been placed on hold. • Continue stormwater outreach through community meetings and CCUSD.

Status: As a result of pandemic-related constraints, this program has been placed on hold. • Establish truck signage program and update signs throughout the year to provide information on existing programs.

Status: New signs were purchased promoting the City’s recycling program. New inventory of signs will be periodically rotated .
• Culver Blvd Median Infiltration Project : Implement 85 th percentile storm storage, re-
tention, and infiltration system along Culver Blvd from Sepulveda Blvd to Elenda St to com- ply with Ballona Creek Watershed EWMP . Construction completion anticipated in August 2021 for the stormwater portion of the project and October 2021 for the realignment of Culver Blvd. This project is being coordinated with the Engineering Division.

Status: Construction completion projected in February 2022. The project received an award from the American Public Works Association (APWA) for B.E.S.T. Project in December 2021.
• Mesmer Pump Station Diversion Project: Develop Mesmer Pump Station as a dual sanitary sewer station and dry weather diversion pump station. Urban runoff from Centinela Creek will be diverted to the Mesmer Pump Station for conveyance to the Hyperion Treat- ment Plant for treatment to comply with Ballona Creek Bacteria TMDL. Bid to be devel- oped, issued, and awarded in the first quarter FY 21- 22, and construction to begin second quarter FY 21-22.

Status: Construction will begin in the fourth quarter of FY 21- 22, with completion in FY 22-23. Memorandum of Understanding under development with project partners Los An- geles County and the City of Inglewood to share costs for Ballona Creek dry weather pro-

jects.
• Washington Blvd: The Washington Blvd Stormwater and Urban Runoff Project will help the City comply with the Los Angeles Regional Water Quality Control Board’s Munici- pal Storm Sewer System Permit. The City is partnering with Costco to capture stormwater and urban runoff before it enters the storm drain systems . Construction kick- off in second quarter FY 21-22.

Status: Construction will begin in the fourth quarter of FY 21- 22, with completion in FY 23-24.
• FEMA Grant: The City was awarded $196,000 from FEMA (administered by CalOES) to address mitigation items associated with drought, flooding, and wildfire as iden- tified in Multi- Jurisdictional Hazard Mitigation Plan (MJHMP) developed in 2017. In FY 21-22 City will complete update to the Multi-Jurisdictional Hazard Mitigation Plan.

Status: Consultant currently prioritizing project opportunities and meeting with community groups. Project completion estimated in June 2022.
• Disaster Debris Management Plan (DDMP): The DDMP is a guidance document to help prepare the City and residents in the event of a disaster. The Plan focus is on disaster debris collection and FEMA reimbursements. Tetra Tech will simulate a disaster during the first or second quarter of FY 21-22.

Status: Disaster Debris Management Plan was completed and approved by the City Coun- cil on May 5, 2021.
• Homeless Encampments: Clean-up is ongoing.

Status: Clean-up ongoing. New contract initiated with Woods Maintenance to provide re- lated graffiti abatement and pressure washing services. • Short-Lived Climate Pollutants: Senate Bill 1383: Adopt an enforcement ordinance, Environmental Preferable Purchasing Policy (EPP), provide additional organics container to all commercial establishments, and conduct quarterly and annual waste audits to be in compliance with SB 1383 by the third quarter FY 21-22.

Status: City Environmental Preferable Purchasing Policy updated, approved by City Man- ager, and disseminated to all City Staff.
• Create a quarterly newsletter to provide information on service programs and re- quirements, including bulk collection program, street sweeping, seasonal events, and pro- motion of a party truck program.

Status: As a result of pandemic-related constraints, this program has been placed on hold. • Cart Replacement Program: EPO currently services approximately 24,000 carts on a weekly basis. Due to wear and tear, staff estimates 60% of the existing carts are in poor condition and require replacement. In FY 21- 22, staff will evaluate the cart supply and de- termine the number of carts requiring replacement.

Status: Change order requests underway to approve increases in existing container equipment purchase orders.
• Cart and Bin Cleaning Program: Staff will issue an RFP in FY 21 -22 to provide commercial and residential cart and bin cleaning services.

Status: As a result of pandemic -related constraints, this program has been placed on hol d

and will be re-evaluated in FY 22-23.
• New Pedestrian Litter Collection Truck Delivery: To ease collection operations, in FY 20-21, the City purchased a new Pedestrian Litter Collection Vehicle, which will be deliv- ered in the first quarter of FY 21-22.

Status: Truck received in December 2021 and placed into service. • City also expects delivery of dual system trash and recycling containers for pedes- trian use ordered in FY 20-21.

Status: New containers have been purchased. Installation tentatively scheduled for March 2022.
• Grant Monitoring and Reporting: EPO currently has 14 grants and other contractual funding agreements, totaling over $21 million with various federal, state, county, local agencies and private and public non-profit entities for numerous programs and construction projects. Staff will submit reimbursement requests, monitor revenue, manage partnership agreements, and continue to submit reports as required.

Status: Ongoing. All reporting deadlines have been met.

MAINTENANCE OPERATIONS

Intentionally left blank.

FISCAL YEAR 2022/2023 WORK PLANS

STRATEGIC PLAN INITIATIVES – 2018- 2023 Priorities

• Goal: Enhance Mobility and Transportation
Initiative – Improve circulation by creating alternative modes of transportation. Develop Expo-to-Downtown Connector plan by taking into account bicycle, pedestrian and transit modes. Implement Metro Bike Share.
• o Begin the design of the Robertson Blvd segment of the Expo- to-Downtown Connector Project. Completion expected in FY 23-24.
• o Collaborate with Transportation Department on partnership with LA Metro to implement a coordinated bike share program. Completion expected in FY 22-23.

• Goal: Revitalize Ballona Creek
Initiative - Extend Ballona Creek bike path to improve mobility and provide greater access to the Metro. Seek grant opportunities to evaluate the feasibility of extending the Ballona Creek bike path easterly from the Syd Kronenthal Park to Washington Blvd, and with the cooperation of the City of Los Angeles, further east to the termination of the open channel near Cochran Ave. Studies shall be coordinated with the City of Los Angeles, Los Angeles County Public Works, and US Army Corps of Engineers, the agencies that share responsi- bility for management and maintenance of the Ballona Creek and the bike path. • o Complete design, bid project, and begin construction of sustainability, acces- sibility, and safety improvements on the Ballona Creek Bike Path between Duques- ne Ave and National Blvd, funded in part by a grant from the Baldwin Hills Conserv- ancy. Completion expected in FY 23-24.

ADMINISTRATION

• Complete planning stage of Veterans Memorial Complex/Senior Center Microgrid Project. Consultant will finalize modification of existing electric load profiles, prepare up- dated solar/battery cost estimates, and prepare bid documents to hire an energy firm t hat would own the equipment via a Power Purchase Agreement. With consultant’s assistance, Public Works Department will then bid project, select an energy firm, and negotiate a con- tract. The scope of the project, however, may be changed. Scope will be deter mined once the status of the City’s application to participate in the Clean Power Alliance’s “Power Share” program is known. The Power Share Program would install a solar + battery system at the Senior Center at no cost to the City. If the City enters into an agreement with the Clean Power Alliance, then the Senior Center will be removed from the Microgrid Project scope and the consultant will focus on performing the tasks only for the Veterans Memorial Complex (Vets Auditorium, teen center, park restrooms, and municipal plunge). Estimated design and construction dates will be set once project scope is determined and planning completed.
• Continue annual Certified Sustainable Business Certification Program.

• Complete design and begin construction of Jackson Ave Pedestrian Walkway Ren- ovation Project (#PS014) to demolish and rebuild the pedestrian walkway between Jackson Ave and Farragut Dr. Budget allocation will be requested to construct the project. Estimat- ed construction dates will be determined once design is completed. • Begin tracking Public Works Department performance measure metrics for all divi- sions.
• Update the Culver City/Culver City Unified School District Hazard Mitigation Plan.

FEMA requires the plan be updated every five years to remain eligible to receive natural disaster relief funding in the future. The City previously hired a consultant to prepare and submit a FEMA/OES application in hopes of securing grant funds to cover the cost to up- date the Hazard Mitigation Plan. In FY 22- 23, a consultant will be hired to complete the 5-year update.

ENGINEERING

• Present final Sewer User’s Service Charge rate study to City Council and recom- mend any rate changes in first quarter of FY 22-23.
• Present to City Council the final Pavement Management Report study in first quarter of FY 22-23.
• Complete preliminary engineering to determine feasibility of diverting six Culver City properties on Hetzler Rd and Tompkins Way to the public sewer system. • Collaborate with Finance Department to completely shift management of the Indus- trial Waste Program to the County of Los Angeles.
• Collaborate with Public Works Department EPO to seek grant funding or allocate Measure CW funds to improve unpaved alleys.
• Apply for grant funding to improve City public works infrastructure through the $1.2 trillion Infrastructure Investment and Jobs Act.
• Complete final design of the Bristol and Fox Hills Sewer Pump Station Diversion Project diversion to the new Bankfield Sewer Pump Station by the second quarter of FY 22-23 and begin construction in fourth quarter of FY 22-23. • Complete street paving of Centinela Ave from Bristol Pkwy to westerly city limits and Jefferson Blvd from 405 Freeway to Sepulveda Blvd. Completion expected in second quarter of FY 22-23.
• Complete street paving of Sepulveda Blvd from Venice Blvd to southerly city limits.

Completion expected in summer 2023.
• Complete the design and begin construction on the Ballona Creek Bike Path and Landscape Improvement Project from National Blvd to Duquesne Ave. ($1.9 million of the $2.8 million project total is funded by Baldwin Hills Conservancy.) Completion expected FY 23-24.
• Complete construction of Higuera Bridge Replacement and Bicycle Ramp Project by third quarter of FY 22- 23, creating new bridge over Ballona Creek and new bicycle access ramp from Higuera St to the Ballona Creek Bike Path.

• Design and upgrade of the Hayden Sewer Pump Station, moving the electrical components of the station from below ground to a new above ground building. • Complete Citywide Sidewalk Survey.
• Manage multiple Capital Improvement Projects (CIP) for other City departments. • Complete video of sewer mains and conditions assessments for sections that have not been lined with CIPP (cured-in-place liner).

MOBILITY & TRAFFIC ENGINEERING

• Apply for grant funding to continue design and construction of bicycle and pedestrian improvement projects in the City’s Bicycle and Pedestrian Action Plan. • Apply for grant funding to continue design and construction of safety projects con- tained in the City’s Local Road Safety Plan.
• Reapply for funding for the Fox Hills Master Plan, covering land use and transporta- tion. The transportation system analysis would include parking supply and management to meet shortage in the residential areas of the neighborhood. • Pursue funding of emergency vehicle preemption sensors and traffic signal up- grades citywide.
• Pursue funding for upgrade of traffic signal interconnectivity citywide from copper to fiber optic and install battery back-up systems for all traffic signal citywide. • Review and update the 2004 Neighborhood Traffic Management Project to reduce project timeline, introduce quick-delivery countermeasures to reduce cut-through traffic and excessive speeding, and reduce implementation costs.
• Update the Local Road Safety Plan to identify current high- risk intersections and roadway segments in order to inform grant applications to fund traffic safety improvements. • Update citywide traffic signal timing plans to improve travel time on the arter ial net- work, reduce congestion and greenhouse gas emissions, and reduce cut -through traffic through residential neighborhoods. Adjust the citywide adaptive traffic signal control system as needed.
• Perform citywide sign retroreflectivity study to implem ent a Citywide web-based sign database to inventory all signs in the City and track their maintenance and retro-reflectivity compliance. Perform on-street parking and curb markings inventory. Provide an interactive citywide GIS map and database.
• Explore expansion of the Slow Streets Program citywide with a new pilot launched under the authority given to local jurisdictions by Assembly Bill 773 to limit or close streets to vehicular traffic.
• Review Assembly Bill 43 legislation affecting speed zoning and perform engineering and traffic survey to take advantage of any flexibilities in the legislation to establish safe speed limits on Culver City roadways.
• Begin traffic studies for phase two of the RH -NTMP to explore possible redesign of signalized intersections at Higuera St/Hayden Ave- Hayden Pl and Higuera St -Robertson

Blvd/Washington Blvd in order to address cut-through traffic. • Design and install the Fox Hills neighborhood bikeway network and the Fox Hills Neighborhood Traffic Management Program traffic calming countermeasures developed in FY 21-22.
• Review Ince Blvd EIR -required dedicated right -turn lanes into The Culver Studios, determine necessity, and accordingly, install speed cushions and bike lanes as appropri- ate.
• Implement the Safe Routes to School improvement plans at all public school neigh- borhoods, including painting, signage, traffic control measures, and curb ramps. • Implement redesign of Main St traffic operations and use. • Launch potential pilot for real time information about traffic incidents, construction activities, and traffic congestion.
• Complete project design of “Bicycle Boulevard” improvements on Farragut Dr be- tween Duquesne Ave and Overland Ave as outlined in the Bicycle and Pedestrian Ac tion Plan and pursue funding for construction.
• Perform GIS-related mapping with additional staffing support in order to implement interactive map to facilitate community input on traffic and parking operational and safety conditions and inform the public of complete, ongoing, and planned infrastructure and de- velopment projects.
• Coordinate with Transportation Department and LA Metro on planning for a coordi- nated bike share program and continue research on temporary alternatives. • Coordinate with Los Angeles World Airports (LAWA), Caltrans, and the City of In- glewood on completing the ongoing design and construction of the Decision Support Sys- tem (DSS) and other Intelligent Transportation System project elements, including signals upgrade and the Dynamic Messaging Sign (DMS) planned for installation in Culver City. • Perform community outreach in partnership with Caltrans and the City of Los Ange- les to explore operational traffic improvements to the intersection of Matteson Ave and Sawtelle Blvd and pursue funding of design and construction of a consensus plan. • Perform community outreach with the Rancho Higuera neighborhood to evaluate and adjust trial measures implemented as phase one of the Rancho Higuera Neighborhood Traffic Management Program, (RH -NTMP) and develop a concept plan for permanent in- stallation of traffic and safety improvements. Begin design and construction in FY 22-23. • Perform community outreach with the Culver Crest neighborhood to inform im- provements to the Quick-Build temporary redesign of the Kelmore Ave/Ranch Rd/Overland Ave intersection and seek funds to design and construct permanent intersection redesign. • Perform community outreach with the Rancho Higuera neighborhood to further in- form improvements to the temp orary redesign of the Ince Blvd/Lucerne Ave intersection and seek funds to design and construct temporary and permanent intersection redesign. • Install approximately 500 new parking meters at locations. • Install 20 additional BlueTOAD devices to inform cut -through traffic through residen- tial area.
• Install video detection cameras at 20 additional intersections in order to manage ve-

hicular, bike, and pedestrian detection, and collect turning movement counts. • Upgrade existing pedestrian yellow beacons at intersections of Boise Ave/Washington Blvd and Hannum Ave/Sumner Way.
• Support other Public Works division and other City Department CIP projects.

ENVIRONMENTAL PROGRAMS & OPERATIONS (EPO)

• Implement Food Waste and Compostable Paper Products Recycling Program for commercial accounts in accordance with California state regulations Assembly Bill 1826 (AB 1826) and Senate Bill 1383 (SB 1383). Consultant Go2Zero will complete site as- sessments of all commercial and multi-family service recipients to evaluate space availabil- ity for additional equipment required for implementation of the new mandated collection services. Once assessments are completed, required additional staffing and equipment will be quantified and budgeted.
• Continue evaluation of businesses, non- profits, and other local agencies for partici- pation in Food Recovery Program in compliance with SB 1383 and develop a collection plan. Evaluate effectiveness of program. Research private/non-profit partnerships. • Review capabilities of Recyclist and Go2zero applications to provide infrastructure for edible food generation data collection and to initiate self-reporting portal for businesses. • Restart Food Recovery Program with Culver City Unified School District (CCUSD) and West LA College placed on hold during pandemic. Complete review of Memorandum of Understanding with CCUSD.
• Develop standardized Food Recovery Program Memorandum of Understanding for any businesses wanting to participate in program.
• Continue education and enforcement of Phase 1 of Waste Reduction Ordinance in coordination with Environmental Compliance Inspector and Code Enforcement staff. Envi- ronmental Compliance Inspector to begin site specific outreach for applicable Phase 2 lo- cations.
• Resume Zero Waste implementation at City Facilities. Begin implementation at Po- lice Department, Fire Stations, and Veteran’s Memorial and other park buildings. • Complete installation of backup generator at the Transfer Station and EPO customer service office facility to eliminate operational disruptions resulting from power outages. • Complete evaluation in coordination with Finance and IT Departments of Routeware Encore Customer Service software and other options to replace outdated customer billing software used for waste management services.
• Complete Storm Water Pollution Prevention Plan for City facilities. • Complete feasibility study for the Syd Kronenthal Project, which could capture as much as 80% of the water -volume of the watershed area. Project in partnership with Los Angeles County and to use Measure W funds.
• Produce and disseminate materials to educate residents, businesses, and school children about storm water pollution.

• Begin on- call facility inspections of restaurants, retail fueling stations, and other commercial/industrial sites to verify appropriate use of storm water best management prac- tices.
• Continue construction of Washington Blvd Storm Water and Urban Runoff Project, developed in partnership with Costco to assist with compliance with the Los Angeles Re- gional Water Quality Control Board’s Municipal Storm Sewer System Permit. Completion estimated FY 23-24.
• Stage a disaster simulation produced by consulting firm TetraTech. • Develop a bi-annual newsletter to provide information on EPO service programs and requirements, including bulk collection program, street sweeping, seasonal events, and promotion of the party truck program.
• Continue monitoring and reporting for grants and other contractual agreements with various federal, state, county, local agencies, and private and public non- profit entities fo r funding of numerous programs and construction projects. (14 grants totaling over $21 mil- lion).
• Research, evaluate, and apply for new grant opportunities. • Begin new Citywide Bioretention Basin Project (Prop 50 Grant funded) by hiring consultant to assist with outreach and design.
• Evaluate establishing a stormwater “in- lieu” development fee for projects above a certain threshold that cannot incorporate stormwater sustainability to instead pay into a stormwater fund used to build stormwater projects.
• Compile a list and inspect projects constructed under the City’s Low Impact Devel- opment Ordinance and identify the best management practices installed as required every 2 years.
• Complete design of full capture systems for installation at the estimated 366 catch basins within the Culver City boundaries that are without trash excluder inserts. Catch ba- sins are either owned by Culver City or the Los Angeles County Flood District. Obtain nec- essary signed agreements and permits with the Los Angeles County Flood Control District and Los Angeles County Department of Public Works to relinquish ownership of catch ba- sins to Culver City.
• Implement Clean Bay Restaurant Certification Program offered through the Santa Monica Bay Restoration Commission.

MAINTENANCE OPERATIONS

• Implement a new work order system (MaintStar) in order to increase efficiency in tracking and record-keeping of all work orders received by the Maintenance Operations Di- vision, leading to reduced response times and an increase in preventative maintenance.

Requires an increase in staffing.
• Initiate a new graffiti abatement program called Graffiti Free Fridays in which all Maintenance Operations crews take one hour out of their day on Fridays and abate graffiti at multiple locations throughout the City.

• Initiate a project in celebration of the 150 th anniversary of Arbor Day to plant addi- tional trees throughout the City.
• Coordinate with Police Department to decrease the number of parking meters re- quiring service. (3,600 blocked meters serviced in 2021) • Increase sidewalk replacement by 50%. (3,457 sq ft of sidewalk in 2021) Requires an increase in staffing and materials allocation.
• Increase the percentage of school crosswalks repainted annually from 50% to 100%. Requires an increase in staffing.
• Increase the percentage of potholes filled throughout the City annually. Requires an increase in staffing.
• Decrease graffiti abatement response time. (800+ requests in 2021) Requires an in- crease in staffing.

TRANSPORTATION

Transportation
Department Mission
We plan, operate and maintain the movement of people to, through and from Culver City … t hrough our service, with our people and in our culture.

Department Description
Our department strives to be influencers of change and shift the paradigm for responsibl e, for- ward-thinking transportation solutions. To do this, we focus on our V ision: rethinking mobility, con- necting community and enhancing the quality of life. We provide four types of service with CityBus, CityRide, CityShare and CityFleet. Additionally, we have an administrative division to handle planning and general management of the department.

CityBus (Culver City Municipal Bus Lines) provides public transit service on seven regular routes throughout Culver City and the region, servicing major employment, health, commercial, educational, and recreational centers. The Culver CityBus’s service area encompasses a 33 square mile area that serves Culver City and the Los Angeles communities of Century City, Marina del Rey, Mar Vista, Palms, Playa Vista, Rancho Park, Venice, West Los Angeles, Westchester, and Westwood. Service runs from the University of California at Los Angeles (UCLA) to the north, to the Metro Green Line Station to the south, and from Fairfax Ave. to the east, to Venice Beach to the west; and connects with the Exposition Light Rail Line (E Line) at three different rail stations.

CityRide provides local service with smaller buses a nd vehicles to deliver alternative ride services within the City of Culver City that include Circulator fixed route transit, on-demand Senior Services (previously known as Dial -A-Ride) and the future implementation of Micro -Transit within the City boundaries.

CityShare is our alternative shared services that include our Scooter Share and Bike Share programs.

This brand also covers Culver City's RideShare program, and the future implementation of a Citywide Transit Demand Management program.

CityFleet is ou r division that maintains and replaces all city vehicles and equipment to support the operation of those vehicles, including the fueling systems.

Administrative responsibilities include planning service; securing adequate local, state and federal revenues for all our mobility services; preparing the annual budget; recording service statistics; providing staff for city -wide committees or task forces; participating in public transit and mobility in- dustry activities; and providing general oversight for mobility services that include CityBus, CityRide, CityShare, and CityFleet.

2 Transportation Services City of Culver City Adopted Budget FY 2021/2022

NEW WORK PROGRAMS FOR FISCAL YEAR 2021/2022

FY19-2023 Culver City Strategic Goal: Enhance Mobility and Transportation

Mobility Services
 CityBus and CityRide Services: Continue to monitor and evaluate existing fixed route and on-demand services and initiatives to propose and implement adjustments to service and operations in response to the changing transportation landscape and post pandemic period.

Utilize performance measures/key performance indicators to prioritize and improve service delivery.

Status: In FY 2021-2022 the Department continues to face declining ridership as a result of COVID-19 as well as a labor shortage. It is the goal of the Department to achieve at least 50% of pre-COVID ridership. CityBus has continued to deliver vital service throughout the fiscal year amounting to 77% of pre-pandemic service levels. Despite these challenges the Department was able to maintain an on-time performance of 90%, which is significantly higher than the industry standard of 81%. Furthermore, to help address the impacts of the nationwide labor shortage, the Department has worked closely with Human Resources to ramp up recruitment efforts, even holding its first ever one day Bus Operator hiring event. Throughout the rest of the fiscal year, staff will continue monitoring service and identifying opportunities for improving passenger experience.  Circulator Service: The Transportation Department has expanded its fixed route service with the implementation of a new one-year pilot Circulator service in late 2021. Staff will continue to monitor and adjust as needed to serve the mobility needs of the community. In addition to evaluating performance, staff will research, and consider additional alternative mobility choices to meet our goal of moving people easily throughout the downtown corridor with the intent of returning to council with a plan to either continue, modify, or terminate the service altogether. Staff will consider revenue options (such as standard fare collection, establishing a fee for private use of the mobility lane, etc), alternative vehicles (such as smaller vehicles with higher frequency, autonomous vehicles etc), and service delivery (such as on-demand, flexible feeder service etc).

Status: In FY 2021-2022, the department was able to introduce two pilot circulator programs – the Downtown Circulator and the Expanded CCUSD school service. Route 1C1 is a high frequency route servicing the downtown corridor using the first in the nation Electric Minibus. In conjunction with the GoPass program that provides free fare for students of CCUSD, the Department implemented two

3 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

new circulator routes that service Culver City Unified High School and Middle School. Along with Route 5 these new circulator routes (5C1 and 5C2) are meant to provide students with alternative mobility options as well as reduce congestion in Culver City.

 Fare Equity Initiatives: In order to support the goal of creating an accessible, equitable, and sustainable public transportation system, staff intends to work with and explore a partnership with LA Metro and the LA County free fare initiative. As a first step, staff will explore and seek funding for a pilot program to provide free fare for low-income residents (target date January 2022) and for students K-12 (target date August 2022). Staff will budget funds necessary to perform a Title VI review, establish metrics for measuring success and to return with a recommendation to Council in the 2nd Quarter of FY2021-2022.

Status: In collaboration with LA Metro and Culver City Unified School District, Culver City was the first and largest agency to implement a free fare program in August 2021 (GoPass) with the start of the CCUSD school year. From August through January 2022, Culver CityBus has maintained the highest cumulative ridership of any municipal operator. During that same period, Culver CityBus provided more than 15,000 free rides for students since implementing the program. Staff anticipates growth leveling out within the context of school ridership over the period of January to June 2022 but sustaining the strong ridership as is consistent with data reported through regional far media Transit Access Pass (TAP).
 Microtransit: Staff is partnering with LA Metro to implement Microtransit service in late FY 2021-2022 utilizing our operators and leased vehicles. The Microtransit pilot will leverage regional platform, branding, and Microtransit technology to reduce overall program costs while providing seamless connectivity and mobility user experience across the region and maintaining Culver City’s management and operations of such service. Goal is to have a partnership agreement with Metro in place by end of calendar year 2021 and implement the service in calendar year 2022 for the first pilot area in Hayden Tract Business District, E Line Culver City Station, and Downtown Culver City. Staff will work with the businesses to assess the transportation needs and timing of employees’ returning to work to determine the service implementation date and refine the service to address the demands. After the service is established, Staff will evaluate the pilot and recommend how this new mobility service would integrate with and refine the CityBus and CityRide services.

Status: In FY 2021-2022, the Department has been working with LA Metro to develop the Microtransit partnership agreement, with the goal of executing the agreement by end of FY2022. The project has been put on hold, pending the return of workforce in the Hayden Tract Business District.

4 Transportation Services City of Culver City Adopted Budget FY 2021/2022

Staff has also been working on vehicle research for procurement and service design in FY2022 with the goal to implement service in CY2023.
 Expand Battery Ele ctric Bus Fleet: In accordance with the Innovative Clean Transit rule and in compliance with City policy related to fleet electrification, the Transportation Department will procure and place into revenue service six additional battery electric buses by December 2022.

Staff will continue to monitor performance and develop procedures to improve operator performance, route performance, maximize battery life, charge management, and electricity management.

Status: In FY 2021-2022, Culver CityBus took delivery of its first four (4) battery electric buses and executed a purchase order for six (6) additional buses to be delivered during FY 2022-23. Staff continues to monitor each vehicle’s performance using a variety of on-vehicle and diagnostic data sources and is actively refining benchmarks and performance indicators by which to measure performance, cost, and overall emissions savings.
 CityShare (Micromobility) Services: Staff will continue to manage the City’s e-scooter share program, expanding when possible and collaborate with Public Works Department to establish bikeshare service as part of the City’s micromobility program. As the Council approved LA Metro bike share program has been postponed to FY2022-2023 due to LA Metro’s recommendation, staff will work collaboratively with Public Works to deploy an alternative bikeshare program in FY2021-2022 to support multi-modal mobility in the area.

Status: In FY 2021-2022, the Department conducted a competitive request for qualifications process to expand the micromobility program to include a second operator for the scooter share service and adding the bikeshare as an interim solution to LA Metro’s bike share program. Bird Rides, Inc. (Bird) was selected as the operator to provide both the scooter share and the bikeshare service. Bird started the scooter share service in Culver City in November 2021 and is anticipated to launch its bikeshare service in April 2022.
 CityShare (RideShare) Services: Staff will be reviewing and modifying the existing Culver City RideShare program in light of the pandemic to better understand how best to support the shift of traffic demands and to promote working from home and / or use of other mobility services should they come to work. CityShare will eventually encompass the management of programs and monitoring of local business rideshare programs, as developed in the Transportation Demand Management program.

Status: In FY 2021-2022, the Department conducted analyses of City’s existing rideshare program, researched the best practices, and is working to create a pilot program that will include creative and robust strategies to manage City employees’ transportation demands and reduce single-occupancy vehicle trips. The goal is to wrap this program into City’s future TDM program to showcase as a

5 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

model program. Staff anticipate implementing the new pilot program by the end of FY2022, with the goal to monitor and evaluate the pilot performance in FY2023 and recommend a permanent program in FY2024.

Mobility Management:
 Prioritized City -wide Mobility Initiatives: The Transportation Department will engage and collaboratively support the joint initiative of Community Development, Public Works, and the Transportation departments to develop a process to identify and prioritize city-wide mobility initiatives. This three-year strategic plan will provide the basis for the individual departments to secure funding, perform preliminary planning and implement a project plan by the individual departments.

Status: In FY 2021-2022, staff continued to meet on a bi-weekly basis discussing city-wide mobility initiatives including the General Plan Update mobility element, Move Culver City program, Transportation Demand Management policies, review of proposed development projects etc… Staff not only discuss plans and ways to collaborate, but ways to fund and prioritize projects for competitive and discretionary mobility funding as needed. The group met this objective by converting the 3-year Short Range Transit Plan into a longer 5-year Short Range Mobility Plan (SRMP). The group added sections to the plan to highlight the collaboration required of the three departments, a summary listing of city-wide mobility initiatives, and local discretionary funding that could be utilized for funding these efforts. The SRMP will be a guiding roadmap to the future, maintaining a forward-thinking focus on improved mobility services with a continued dedication to customer service and fiscal responsibility. This plan covers so much more than traditional transit services - it’s pedestrians, scooters, bicycles, motorcycles, personal automobiles, public & private shuttles, buses and trains. It also cover s the infrastructure from roadways, traffic signals, signage, mobility hubs and, of course, technology.
 Transportation Demand Management (TDM): The Transportation Department will engage and collaboratively support the joint initiative of Community Development, Public Works, and the Transportation Departments to prepare interim parking and mobility zoning code amendments for new entitlements projects in the pipeline pending development of a new TDM Ordinance in 2021-2022. The departments will utilize a consultant to research best practices and will include a program to incentivize and promote the use of alternative modes of transportation by residents, visitors, and workers.

Status: In FY 2021-2022, staff is preparing to release a Request for Proposals seeking a consultant to conduct the Citywide Transportation Demand Management Study. The study will develop a comprehensive TDM Plan, with the goal to update the TDM Ordinance and create a Citywide TDM Program. Staff anticipates the RFP process to be completed by end of FY2022 and commencing the

6 Transportation Services City of Culver City Adopted Budget FY 2021/2022

study at the beginning of FY2023, with the target to complete the study in FY2023 and create the TDM Program in FY2024.

Improving Transportation Infrastructure
 MOVE Culver City: Staff will continue to develop and implement quick-build mobility lane pilots on three major transit and access arterials (Culver and Washington Boulevards, Sepulveda Boulevard, and Jefferson Boulevard). With guidance from City Council, Mobility Planning Staff began the design and implementation of the mobility lanes on the first corridor (Culver and Washington Boulevards) starting in October 2020 and will procure the contractor(s) and materials and install the mobility lanes with the go live targeted for May/June 2021. In FY 2021-2022, Transportation staff will closely monitor the first corridor pilot project to respond and pivot to any changes needed to make the lane successful, report quarterly on the performance of the mobility lane, and to come back with a recommendation on next steps after the first twelve months. During the first part of the fiscal year, Transportation stall will work with Public Works and the Community Development departments and the Downtown Business Association to also assess and create a long-term vision for the Downtown. In the latter half of the fiscal, staff will also kickoff the preliminary planning and designing concepts for the additional tactical mobility lanes in the Sepulveda and Jefferson corridors. Staff intends to bring a recommendation by the end of the Fiscal Year on these two corridors, with a goal of implementations being done in FY2022-2023.

Status: In FY2021-2022, the Department, in collaboration with Public Works and other City departments, successfully implemented and launched the quick-build mobility lane pilot for the Downton corridor (Culver and Washington Boulevards) in November 2021. Since the implementation, the project team has been adjusting the lane design based on feedback and observations as well as monitoring and evaluating project performance as part of the pilot. The team will present the performance of the mobility lane quarterly to the Mobility, Traffic, and Parking Subcommittee starting in April 2022 and will complete the evaluation in FY2023. The preliminary planning and the conceptual design of Sepulveda and Jefferson corridor mobility lanes is scheduled to commence in CY2023 to allow for the evaluation of the first corridor to complete.  Transportation Facility Electrification: In support of the goal to electrify the bus fleet by 2028, Transportation staff will complete the Long-Term Facility Electrification Plan by 2nd Quarter FY 2021-2022. Staff anticipates that construction of permanent infrastructure (Phase I of LT Facility Electrification Plan) to support operations of 10 battery electric buses will begin in early 2022 and completed by the end of CY 2022.

Status: In

7 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

In September 2021, Culver City Council adopted the Long-Term Transportation Electrification Transition Plan, a roadmap that guides the Culver City Transportation Department to implement a 100% zero-emission fleet by 2028. This plan helps Culver City’s meet its commitment to the Transportation Electrification Partnership (TEP) and to comply with the Innovative Clean Transit (ICT) regulation enacted by the California Air Resources Board (CARB). The rollout plan outlines the facility and infrastructure improvements required to transition to zero emission, as well as the total cost of investment for transitioning to an all-electric fleet, including costs for vehicle acquisition, fuel, maintenance, and operations.

This project includes a design build approach with the goal of converting the Department’s existing facilities and infrastructure to support the transition to all electric by 2028. A five-phase design and construction plan has been developed which includes the installation of charging stations, overhead gantries, improvements, and upgrades to existing electrical infrastructure, as well as the demolition and replacement of a new parking garage for the purpose of adding a floor to accommodate additional e-bus parking on the ground floor, electric vehicle charging on the second floor and increasing the amount of light duty parking on higher floors of the structure. The plan also outlines the City’s goal of installing photovoltaic (PV) solar panels on the overhead gantries to incorporate resiliency and redundancy to the Department’s fueling and infrastructure plans.

Phase 1 and 2 are under design and anticipated to be completed and bid by the end of the FY2022 – 2023. Construction of the first two phases will include the SCE infrastructure necessary for full electrification and the installation of a gantry over one half of the bus yard, and charging for up to 10 buses by the end of CY2022. This phase will include the installation of solar panels over the gantry.

Since adoption of the plan, staff has been working on securing the funding for this project to include a potential mix of Federal 5307, 5339(c), DOT grants for Buses and Bus Facilities Program, FTA Low or No Emission Vehicle Program, CEC Competitive Grants and any additional grant funding opportunities that are identified.
 Bus Stop Improvements – Phase III: In FY 2020-2021, staff created a Comprehensive Bus Stop Improvement Plan (BSIP) to update all of Culver City bus stops by the end of CY2022, establish a new mobility guideline to support buses and alternative mobility options, and to expand our security and real-time information efforts for all bus stops within the system, with a target of serving 2/3 of our customer base. In FY 2021-2022, we will continue our efforts in all these areas.

Status: In FY 2021-2022 the Transportation Department was able to complete Phase II of the bus stop improvements, which accounts for 2/3 of all bus stops with furniture being upgraded. This work included securing a five-year agreement for any future bus stop furniture. Staff has ordered the

8 Transportation Services City of Culver City Adopted Budget FY 2021/2022

furniture for the remaining stops and as a result of supply issues, is extending the upgrade of all bus stop furniture with 48 more stops to be completed in the coming FY 2022-2023.  Technology Roadmap: In order to best support the agency’s business initiatives going forward, staff will implement a technology roadmap process for the Transportation Department in collaboration with the Information Technology department. By creating a plan of action, or technology roadmap, staff will implement and phase in new technology solutions as well maintain existing ones. Our technology roadmap process will integrate strategic goals, new system capabilities, release plans, milestones, resources, training, challenges, and status reports, and will serve as an important tool to improve the technological systems and efficiency of the Transportation Department. Staff will incorporate and develop plans for new initiatives such as:
 Radio Communications
 Computer-Aided Dispatch/Automatic Vehicle Location (CAD/AVL)  Micro-transit App (Public/Dispatch)
 Public Wi-Fi (Onboard/Bus Stops)
 Mobility-as-a-Service
 Business Intelligence Reporting and Visualization Tools  Internet of Things
 Digital Fare Media
 Bus Stop Technology Systems
 Electric Vehicle Charging and Monitoring Systems
 Onboard Vehicle Architecture
 Digital Marketing
 Transit Signal Priority
 Payroll & Timekeeping
 Facility & Vehicle Surveillance Systems
 Network Environments (Wireless & Wired)
 Server Environments (On-Premise & Cloud)

9 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

 Digitized Business Process Workflows
 Public Website & Application Environment
 Bus Mobility Lane Camera & Ticketing System
Status: In FY 2021-2022, a contract has been awarded to a firm to assist with the development of a roadmap that will help the Department map out its technology needs over the next 5-10 years. The firm will conduct an audit of all current technology, review the Department’s current projects, develop a needs assessment, and provide a roadmap forward on how best to procure and implement the technology needed for the Department’s vision. The final report, ancticipated to be completed in February 2023, will be inclusive of all City stakeholders’ requirements and needs as part of Transportation’s future technological development.
 Facility Video Surveillance: Plan and collaborate with the City’s Information Technology 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 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: In FY 2021-2022, The Transportation department, Police Department and Information Technology department issued a joint Request for Proposals (RFP) to solicit a vendor to upgrade the video surveillance systems for the Transportation Facility and Culver City Police Department (CCPD).

A vendor was selected through the competitive bid process and consent was granted by council in December of 2021, with an anticipated go-live by the end of the Fiscal Year. Upon completion of the project, the new equipment will help both departments meet the storage retention requirements set by the state of California and provide expanded video surveillance coverage to continue to safeguard employees and equipment. The new equipment will also help the City offer scalability for future video surveillance projects across the organization.

FY19-2023 Culver City Strategic Goal: Ensure Long-Term Financial Stability.  Ten -Year Capital Forecast: Building on FY 2020-2021 efforts, the Transportation Department will begin to construct a financial model that will factor in all capital sources of funding and program them against evolving project estimates to create a long-term forecast and outlook. This will be folded into the Operational Revenue and Expenditure plans. Staff will utilize a third-party consultant to assist with the development financial intelligence that will inform and validate the model. The resulting ten-year forecast will provide a working document for continual update and ongoing review as additional sources of capital are identified and secured.

10 Transportation Services City of Culver City Adopted Budget FY 2021/2022

Status: In FY 2021-2022, The Transportation Department has begun creation of a financial model that will factor capital sources of funding and program them against evolving project estimates to create a long-term operating and capital plan. The model, presently in development with consultants Urban Futures, will map the dynamic funding environment that includes more than 30 distinct revenue sources. A fully working model is expected by the end of Fiscal Year 2022, with an initial tool by the end of February 2022. The model is intended to be a roadmap to guide the Transportation Department efforts to apply to and secure discretionary grants.  Equipment Replacement Fund (ERF): Transportation Department staff will reconcile the ERF against vehicle replacement data derived during staff’s study of asset utilization (to be completed by January 2022). During FY 2021-2022, staff will be implementing a new capital asset management software that will allow staff to perform whole life costing and analyze the total cost of each fleet asset over its lifetime, from budget approval and procurement through to disposal including purchase, utilization, maintenance, operation, and disposal. This system will also automate forecasting of fleet capital needs and associated expenditures, thus replacing our current manual process.

Status: In FY 2021-2022, the Transportation Department began its implementation of a new capital asset management software that allows staff to analyze the life cycle cost of each fleet asset and more accurately predict the most economical time at which each asset should be replaced based real-time age, use, and maintenance cost statistics. The Transportation Department also worked with each City department to which fleet assets are assigned to conduct an asset utilization study in effort to right-size the City’s fleet and ensure that the Equipment Replacement Fund may continue to support the Department’s efforts to maintain the fleet in a state of good repair.  Grant s Management: Recognizing the long-term funding gap identified in prior fiscal years, the Transportation Department will seek and apply for federal, state, and local opportunities to increase departmental revenue to finance the prioritized capital projects. Additionally, the department will apply for any new opportunities it identifies or is awarded from intergovernmental sources such as federal stimulus. The department will also ensure it remains in good standing with all grant funding organizations, including the completion of program updates this year on Title VI and the Equal Employment Opportunities. Staff will collaborate with the Human Resources department on the update of our citywide EEO program to meet the federal requirements. Transportation will further standardize its reporting and processes to ensure it is utilizing all available funding resources in the most efficient and productive way and maintains full compliance with all grant funding requirements.

Status: In FY 2021-2022, The Transportation Department has been awarded two grants in Fiscal Year 2022 for the Electrification of its infrastructure for a total amount $5.2 million. Additionally, it has applied to the Federal Bus and Bus Facilities program for $16 million. It is also intending to

11 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

apply to Federal Low or No Emissions Vehicle Program in FY2022. There are several other grant opportunities on the horizon the department is considering based on potential increases to appropriations for grant programs at the state and federal level.

To maintain compliance with FTA requirements, the department hired SGN and Associates to conduct updates to its Title VI and EEO Plans. These plans will be filed with the FTA by the close of February 2022. Completion of the Title VI and EOO plans will close out the remaining Triennial Review findings the department received for the period of 2017-2019. Lastly, the department has moved to implement standardized quarterly reporting for capital and other grant related projects.

This effort uses existing resources to provide a common operating picture between administrative and project staff for reporting progress to the various granting agencies related to project milestones and financial activity.

Departmental Initiatives
 Workforce Management & Business Process Improvements: The Transportation Department has committed to embracing technology with the goal of enhancing its service and improving overall operations and business processes. To achieve this goal, the agency has contracted with Clever Devices, Ltd. to implement the MAIOR software suite. This software solution is an integrated system to our CleverCAD system that provides fixed-route scheduling and run-cutting tasks as well as improves the efficiency of routinely performed operational tasks including management of employee personnel information, bidding, daily scheduling, workforce management, daily dispatching, employee performance management, and timekeeping / payroll integration. Staff will complete the Design Phase the MAIOR Workforce Management software and begin the development phase in FY 2020-2021. Staff is anticipating the deployment of this phase by Spring of 2022. Phase II will carry into future years.

Status: In FY 2021-2022, staff completed a comprehensive business process review and design document outlining the needed functionality of a new workforce management and scheduling software. The Department has gone live with certain modules of the software and are currently in development for additional functionality that will be rolled out later in the fiscal year. This software will significantly streamline operational business processes and help attain efficiencies. Furthermore, an agreement is being executed for the provision of route scheduling and run cutting services that will leverage the integration offered by an end to end software solution.  Facility Master Plan: Staff will be incorporating the findings of the Transportation Facility Condition Assessment completed during FY21 and the Long-Term Electrification Transition Plan that will be completed during FY 2021-2022 into a detailed Facility Maintenance and Facility Asset Management Plan for the Transportation Facility. The plan will include a twenty-year forecast of capital improvements required to maintain the Culver City Transportation Facility in a state of

12 Transportation Services City of Culver City Adopted Budget FY 2021/2022

good repair. This Plan will guide immediate and short-term capital improvement projects including charging station installations, air conditioning replacements, and roof repairs as well as longer term projects like renewable energy generation and storage solutions.

Status: In FY 2021-2022, staff was able to implement an asset management software for Transportation Facilities that supports the asset management functions of an asset inventory, condition assessment, active preventive maintenance program, corrective maintenance work orders and forecasting of replacements. The system continues to be developed and will be operational by the end of the fiscal year, managing the corrective and preventive maintenance programs for transportation assets.
 Short Range Transportation Plan FY 2022 -2024: In FY 2021-2022, staff will begin updating the agency’s Short-Range Transportation Plan (SRTP) for Fiscal Years 2022 through 2024. As a recipient of Federal and State funding, the Culver City Transportation Department is required to complete and submit a plan to LA Metro as LA County’s Transportation Planner on a triennial basis. The SRTP outlines the agency’s challenges, financial position, priorities, and initiatives, and is intended as a strategic guide for implementing the agency’s mission and vision over the next three years.

Status: As part of the Interdepartmental mobility collaboration efforts, the Transportation Department along with Public Works and the Community Development Departments decided to expand the three-year Short-Range Transit Plan into a comprehensive five year Short Range Mobility Plan (SRMP). The group added sections to the plan to highlight the collaboration required of the three departments, a summary listing of city-wide mobility initiatives, and local discretionary funding that could be utilized for funding these efforts. The S RMP will be taken to City Council in the latter part of FY 2021-2022 for adoption and will be a guiding roadmap to the future, maintaining a forward-thinking focus on improved mobility services with a continued dedication to customer service and fiscal responsibility. This plan covers so much more than traditional transit services - it’s pedestrians, scooters, bicycles, motorcycles, personal automobiles, public & private shuttles, buses and trains. It also covers the infrastructure from roadways, traffic signals, signage, mobility hubs and, of course, technology.

13 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

NEW WORK PROGRAMS FOR FISCAL YEAR 2022/2023

FY19-2023 Culver City Strategic Goal: Enhance Mobility and Transportation Mobility Services
 CityBus : Continue to monitor and evaluate existing fixed route and on-demand services and initiatives to propose and implement adjustments to service and operations in response to the changing transportation landscape and post pandemic period. Utilize performance measures/key performance indicators to prioritize and improve service delivery. The Transit Operations division will continue to strive to improve business processes through leveraging existing technology systems that enhance the customer experience.
 CityRide (Senior Mobility) Services: With the onset of COVID-19, the use of the Dial-A-Ride vehicle services fell to 23% of FY19 demand. Both the Transportation Department and the Senior Services division of the Parks & Recreation Department began community engagement with our senior community to reimagine a CityRide Senior Mobility program. Staff have conducted a series of focus groups and will use the feedback and input garnered from these sessions to draft and seek council support on a Reimagined Senior Mobility Services Program that would include a new software to support the provision of on-demand services as well as streamline the booking of group mobility trips, sharing the costs and trips with micro-transit, and educations of our residents in the use of alternative mobility services.
 CityRide (Circulator) Service: The Transportation Department will monitor and adjust the Downtown Circulator (1C1) and School Circulator (5C1 and 5C2) services to serve the ridership needs of the community. Both programs are considered pilots and have established goals for success. Staff will consider revenue options (such as standard fare collection, establishing a fee for private use of the mobility lane, etc..), alternative vehicles (such as smaller vehicles with higher frequency, autonomous vehicles etc..), and service delivery (such as on-demand, flexible feeder service etc… ).
 CityRide (Jefferson Circulator) Service: The Transportation Department will explore a new Jefferson Circulator service that will turn Jefferson corridor into a high-quality transit corridor to support City’s growth and sustainability and mobility goals. This service will connect major transportation nodes including Westfield Culver City Transit Center, Metro E Line La Cienega Station, and major commercial and residential areas along Jefferson Blvd. This service aligns with the GPU’s overarching goals and policies of leveraging transit to balance and mitigate the VMT

14 Transportation Services City of Culver City Adopted Budget FY 2021/2022

impacts of development along this corridor ; provides the service that will create the transportation paradigm shift and attract people to use transit and active transportation ; and supports the need for future mobility lane and bus rapid transit service on this corridor.  Fare Equity Initiatives: In order to support the goal of creating an accessible, equitable, and sustainable public transportation system, staff will continue to work with LA Metro and the LA County free fare initiative. Council has authorized a two-year pilot program (GoPass) with CCUSD ending June 30, 2023 so staff will continue to monitor and adjust as needed. Staff will also explore the implementation of free fare on CityBus utilizing a monthly pass that is subsidized for low-income residents, utilizing the LA County LIFE program (target date January 2023). Staff will budget funds necessary to perform a Title VI review, establish metrics for measuring success and to return with a recommendation to Council in the 2nd Quarter of FY2022-2023.  CityRide ( Microtransit) Service : The Department is partnering with LA Metro to implement Microtransit service . The Microtransit pilot will leverage regional platform, branding, and Microtransit technology to reduce overall program costs while providing seamless connectivity and mobility user experience across the region and maintaining Culver City’s management and operations of such service. This service will be integrated into the Metro Micro Program that the riders will utilize the same mobile application platform with service operated by Culver CityBus, which will offer a seamless experience for riders throughout the region. The department will implement the first pilot service in the Hayden Tract Business District, E Line Culver City Station, and Downtown Culver City. Staff will work with the businesses to assess the transportation needs and timing of employees’ returning to work to determine the service implementation date and refine the service to address the demands. Staff will also procure and prepare the vehicles for this service. After the service is established, Staff will evaluate the pilot and recommend how this new mobility servi ce would integrate with and refine the CityBus and CityRide services. Pending the results of the pilot, Staff will explore implementing a second pilot in the Westfield Culver City/Culver Pointe area and consider upgrading the dial -a-ride paratransit service an d/or replacing the late -night, less productive Culver CityBus fixed-route service with Microtransit .

Staff anticipates implementing this service in CY2023.
 CityShare (Micromobility) Services: Staff will continue to manage the City’s e -scooter share program and electric-bike share private program . Staff will also collaborate with Public Works Department and LA Metro to establish an equity -based bikeshare service as part of the City’s micromobility program. The details of this equity based bike share program is pending LA Metro’s future bikeshare study to redesign the bikeshare program (the RFP to solicit a consultant for the study anticipated to be conducted in CY2022).
 CityShare (RideShare) Services: Staff will monitor and evaluate the new pilot program (currently planned to implement by end of FY2022). This new pilot program aims to manage City

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employees’ transportation demands and reduce single -occupancy vehicle trips through c reative and robust program measures. The goal is to eventually wrap this program into City’s future TDM program to showcase as a model program. Staff anticipates completing the pilot evaluation and recommend a permanent program in FY2024.

Mobility Management:
 Prioritized City -wide Mobility Initiatives: The Transportation Department will continue to collaboratively support the joint initiative of Community Development, Public Works, and the Transportation departments as outlined in the adopted Short Range Mobility Plan. This five-year strategic plan provides the basis for the individual departments to secure funding, perform preliminary planning and implement a project plan by the individual departments.  Transportation Demand Management (TDM): The Transportation Department will lead the TDM consultant to carry out a Citywide TDM Study in a joint initiative with Community Development and Public Works Department. The effort will include preparing and adopting a TDM Ordinance and the TDM Program, establishing staffing to manage the program, and developing an education and outreach program to foster mobility mode shifts. The program will incorporate innovative mobility management strategies to help achieve the City’s mobility goals of improving circulation and reducing traffic congestion. The project will research TDM best practices and engage with developers, employers, and other stakeholders through the public outreach process. The project will also recommend a practical and comprehensive TDM Plan, update relevant City policies and provide a roadmap for implementing other TDM -related recommendations. Staff anticipates completing the program in FY2023 and implementing the TDM program in FY2024.

Improving Transportation Infrastructure
 MOVE Culver City: The project intends to create the mobility paradigm shift through street transformation, expanded mobility services, enhanced access to mobility services, and better mobility user experience. The Downtown corridor tactical mobility lane on Culver and Washington Boulevards was launched in November 2021, with a minimum of a one -year assessment of performance. The Transportation and Public Works Departments will evaluate the performance of the mobility lanes on the improvement of mobility alternatives, while minimizing the impact on personal vehicular traffic. The Transportation Department will report quarterly on the performance of the mobility lane and conduct two evaluations as part of the pilot period, with a goal to complete the evaluation in and returning to the City Council with results of the evaluation and recommendations on next steps in FY2023. In addition to monitoring and evaluating the performance of the Downtown corridor mobility lane , staff will commence the

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preliminary planning and designing concepts for the additional tactical mobility lanes (Sepulveda Boulevard and Jefferson Boulevard) in CY2023. As MOVE Culver City project continues, the Department will continue looking at funding options and securing monies for improvements.  Expand Battery Electric City Bus Fleet: In accordance with the Innovative Clean Transit rule and in compliance with City policy to electrify CityBus by 2028, the Transportation Department will procure and place into revenue service six (6) additional battery electric buses by March 2023.

Staff will continue to monitor performance and develop procedures to improve operator performance, route performance, maximize battery life, charge management, and electricity management.
 Transportation Facility Electrification: In support of the goal to electrify the bus fleet by 2028, Transportation staff will continue with the implementation of the Long-Term Facility Electrification Plan adopted by Council in September 2021. Staff will complete construction of Phase I of the plan, adding the permanent infrastructure to support operations of 10 battery electric buses by the end of CY 2022. Staff will also continue with the planning of Phase III of the plan to remove and replace the existing parking garage with a first level supporting battery electric buses, second level supporting the charging of mini-buses, departmental vehicles and employee incentive electric charging, and the third and fourth levels to be used for general parking. Staff will start procurement at the end of FY23 and build in FY24.

Phase I implementation of the Infrastructure is building the first half of a gantry structure over the east half of the bus yard, eventually charging the first 20 electric buses. This phase requires close collaboration with SCE and is partially funded by SCE’s charge ready program. As sustainability, is our goal – we have included in the design as an option and will recommend the building of solar panels on top of the gantry and on the two buildings. The panels will be used to lower the electricity for the Transportation site. Funding will come from a federal grant.

Additionally, staff has secured a grant from the state of California Energy Commission to fund the design and build of a pilot electric charging management system in collaboration with MOEV a UCLA based initiative. The initiative is one of the first in the nation to not only help coordinate all vehicle charging data (regardless of vehicles or charging equipment), feed all interdependent software, provide a data warehouse for all reporting and ultimately manage and reduce the overall costs of electricity, including the buildings and balancing with the solar panels. Staff has an agreement to operate this software over four years and will look at this as a potential city-wide tool to manage the costs of electricity as a fuel and for building use. Staff will collaborate with Public Works during the pilot and potential city-wide implementation.  Bus Stop Improvements – Phase III: In FY 2020-2021, staff created a Comprehensive Bus Stop Improvement Plan (BSIP) to update all of Culver City bus stops by the end of CY2022, establish a new mobility guideline to support buses and alternative mobility options, and to expand our

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security and real-time information efforts for all bus stops within the system, with a target of serving 2/3 of our customer base. In FY 2022-2023, we will continue our efforts in all these areas. Staff will also implement a project to upgrade and introduce a new single-poled shelter for the Arts District that will include LED lighting, a new-real time electronic display and arts display case.
 Technology Infrastructure Enhancements: In FY 2022 – 2023 staff will continue its collaboration with the Information Technology department and complete a technology roadmap that 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 City Police and Fire network. The Technology roadmap will include a 10-year projection of funding required for implementation. Staff has already identified some key projects for implementation in FY 2022-2023 that can enhance the rider experience for those utilizing CityBus and CityRide Services.

The Transportation Department will collaborate with the Culver City Technology Department and implement public Wi-Fi on the CityBus and CityRide vehicles by the end of the Fiscal Year 2022-2023. All the hardware 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.

The Transportation Department will also do a 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.
 Video Surveillance Enforcement Pilot Program: Staff is exploring ways to use techn ology to enforce bus only lanes in the downtown corridor as is allowed under CA new law enacted on January 1, 2022. The Transportation Department is working collaboratively with the City Attorney’s office and the Police Department to pilot a program in FY 2022-2023 on our CityRide vehicles operating the Downtown Circulator. The law allows transit agencies to put cameras on buses to enforce parking violations at bus stops and in bus-only lanes. It helps transit agencies to deter drivers from violating bus-only lane designations, increasing the reliability of public transit and keeping riders safe by discouraging vehicles from parking at bus stops, providing a safe boarding area for passengers as they embark and disembark from buses.

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 CityFleet Electric Vehicle Pilots: The Transportation Department remains committed to the electrification of the City’s entire vehicle fleet. In FY 2022-2023, staff will work with each City department to introduce at least one electric vehicle into their fleet by June 2023. Electric vehicles will be introduced either as one-for-one replacements in instances where vehicle lifecycles, vehicle market maturity, and operating conditions support such a decision, or as an addition to the fleet in pilot status. Culver City remains committed to partnering with equipment manufacturers to pilot new technologies in real world applications in an effort to improve their reliability and bring new electric vehicles to market.
 City and Public Battery Electric Charging Infrastructure: In support of its effort to expand zero emission vehicles within the City, the Transportation Department staff will work with the Public Works Department on installation of Battery Electric Charging Infrastructure. The Transportation Department will take the lead in assessing and drafting concept plans for all City sites for both departmental and public charging, improving each operating department’s access to reliable and efficient charging infrastructure. The Public Works department will continue its assessment of public infrastructure needs and bring recommendations to council in FY2022-2023.

FY19-2023 Culver City Strategic Goal: Ensure Long-Term Financial Stability.  Ten -Year Financial Projections and Funding: Leveraging work conducted in FY2022, the department will utilize a model to project funding for major capital efforts while maintaining amounts required to meet operational needs for continuing service. Additionally, the Department’s staff maintains leadership roles in regional entities which influence the direction of long-term funding. Staff will use it’s role to shape policy and funding decisions which will make for favorable circumstances for municipal bus operators like Culver CityBus. Staff anticipates multiple opportunities to seek federal assistance under the Bi-Partisan Transportation Infrastructure bill passed by Congress. There is also a large state surplus expected for which Transportation is anticipating even further opportunities to leverage existing sources as match and fully fund its largest capital efforts like electrification of its fleet by 2028.  Equipment Replacement Fund (ERF): Transportation Department staff will continue working with the resulting Citywide vehicle utilization and electrification analysis, with a goal of enhancing and automating the funding needs for the ERF. Staff will expand the capital asset management software to include whole life costing and analyze the total cost of each fleet asset over its lifetime, from budget approval and procurement through to disposal including purchase, utilization, maintenance, operation, and decommissioning. This system will also automate forecasting of fleet capital needs and associated expenditures, thus replacing our current manual process.

19 City of Culver City Adopted Budget FY 2021/2022 Transportation Services

 Grant Management: The Transportation department will further standardize its operating revenue and capital project reporting and processes to ensure it is utilizing all available funding resources in the most efficient way and maintains full compliance with all grant funding requirements. The department will collaborate with the Finance Department to utilize the Capital Improvement Program system and Tyler Munis to provide timely tracking and management of all capital projects. The department will also ensure it remains in good standing with all grant funding organizations, including preparing for and responding to the Federal Triennial audit anticipated to occur in FY2023.

Departmental Initiatives
 Workforce Management & Business Process Improvements: The Transportation Department continues to embrace technology with the goal of enhancing its service and improving overall operations and business processes. During FY 2022-2023 staff will continue with the implementation of the Scheduling and Workforce Management software secured with the MAIOR software suite. This software solution is an integrated system to our CleverCAD system that provides fixed-route scheduling and run-cutting tasks as well as improves the efficiency of routinely performed operational tasks including management of employee personnel information, bidding, daily scheduling, workforce management, daily dispatching, employee performance management, and timekeeping / payroll integration.

Staff is collaborating with the Finance and Human Resources department to replace the Transportation manual timekeeping system and will automate the feed into the Cities payroll system using this software. Additionally, staff is automating the absence management system during FY 2022-2023 and will use this a trigger, along with Accidents/Incidents module, and the Customer Response Management system to initiate any Personnel records into the.City Wide systems.

Staff will also continue to expand its facilities asset management software to include all costs associated with the maintenance of facilities, management of projects and to forecast the replacement of all capital equipment and other facility projects.  Transportation Asset Management Master Plan: Staff will be incorporating the findings of the Transportation Facility Condition Assessment and the Long-Term Electrification Transition Plan that were both completed during FY 2021-2022 into the Transportation Asset Management Plan. The plan will include a ten-year forecast of capital improvements required to maintain our assets in a state of good repair. This Plan will guide immediate and short-term capital improvement projects for all assets and outline software enhancements used to manage the operations, maintenance and replacements as required.

COMMUNITY

DEVELOPMENT

COMMUNITY DEVELOPMENT DEPARTMENT
FISCAL YEAR 2021/2022 WORK PLANS

ADMINISTRATION DIVISION
On-Going Projects / Programs
I. Strategic Plan 2018-2023, Goal 2 – Enhance Mobility and Transportation  Continue to collaborate with Public Works and Transportation Departments on new mobility and TDM initiatives and a draft TDM Ordinance. Prepare new parking and mobility conditions for project entitlements and parking and mobility related Zoning Code amendments to advance mobility goals.

STATUS: On going - d rafted parking ordinance recommendations and presented to Planning Commission and Public Works and Transportation departments; collaborated on TDM planning and worked on MOVE Culver City; public outreach and planning;

II. Strategic Plan 2018-2023, Goal 3 - Revitalize Ballona Creek  Continue to coordinate Division work to develop a Ballona Creek Revitalization (BCR) action plan.

STATUS: On hold due to pandemic and lack of funding

 Adopt recommendations of the BCR action plan as part of the General Plan Update Mobility Element.

STATUS: Included as discussion topic in Land Use Element update.

 Identify and determine feasibility of potential BCR recreational improvements including incorporating PRCS Recreational Master Plan in General Plan Update.

STATUS: Included as discussion topic in Recreational Element update.

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

III. Strategic Plan 2018-2023, Goal 4 – Enhance Housing and Homeless Services  Implement affordable housing programs with Housing Division.

STATUS: Advanced the Affordable ADU program by obtaining $220K of grant funding and realigning Measure H funding to subsidize units and created a method to match potential homeowner ADU applicants with eligible potential ADU tenants; Adopted a Linkage Fee Ordinance to fund new affordable housing units with a fee applied to major commercial development projects; purchased 2 new affordable mobile home coaches with covenants; Obtained 2 planning grants (SB 2 and LEAP grant) to study how to increase housing production along City commercial corridors and facilitate work on the GPU Housing Element; completed a Motel Reuse Study, for property purchase to repurpose for an emergency shelter and permanent supportive housing, completed property appraisals, negotiated Purchase and Sale Agreement (PSA) for two motels, conducted due diligence , Phase I and Phase II Soil studies, building condition survey, prepared operating agreement with Exodus Recovery for facility operations, obtained contract services for tenant relocation, worked collaboratively with City Manager’s Office in obtaining State Grant and County funding for project.  Collaborate on implementation of approved Homeless Services Programs.

STATUS: Collaborated with the City Attorney and City Manager’s office on production and adoption of the Rent Stabilization and Renter Protection Ordinances; During the pandemic, implemented a statewide renter eviction moratorium; established the Emergency Rental Assistance Program (ERAP)

IV. Transform Inglewood Oil Field - Strategic Plan 2018-2023, Goal 5  In collaboration with City Attorney: 1.) With City Council direction, implement findings and recommendations of Amortization Program for non-conforming uses in Inglewood Oil Fields; 2.) Continue to work with County of Los Angeles Baldwin Hills Community Standards District (CSD) and California Air Resources Board (CARB): 3.) Study Neighborhood Air Near Petroleum Sources (SNAPS); and 4.) Monitor related workshops and meetings related to Federal, State and local agency oil field regulations related to oil drilling operations.

STATUS:

Inglewood Oil Field (IOF) Specific Plan Project (Ordinance/Regulations) on hold and may be aban- doned and superseded by the Amortization Program, if adopted.

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

Amortization Study released in Summer 2020 partially completed, following 18- month review period with multiple public meetings culminating in the preparation of a draft Amortization Program f or nonconforming oil uses. Oil Termination Ordinance adopted for nonconforming oil and gas uses throughout the City with a five -year period. Oil Termination Ordinance implementation including draft Fee Resolution and Insurance and Bond Resolution, anticipated to be presented to the City Council for consideration during FY 22-23.

 Incorporate findings in General Plan Update (GPU) Land Use Element.

STATUS: Inglewood Oil Field background information included in GPU Update and documents and Land Use Map.

V. Development Services Improvements
 Continue implementation of “Permit Center” – online payments, expand online permitting, area improvements (customer kiosk, signage, computer, printer) STATUS: Expanded on-line permitting/applications; work with Finance to install credit card machine on the second floor for permit payment; digitized building plans and permits transitioning from paper records to digital records; Permit tech rotation among Departments delayed due to pandemic.

VI. Administration
 Prepare department budget, administer contracts, workflow and financial administration for seven Divisions, including new Rent Stabilization Unit, in Community Development Department; coordinate record retention implementation for all Department divisions; coordinate related public outreach
STATUS: Continue to o versee Department budget for seven divisions; Adoption of Soft Story Seismic Retrofit Ordinance and program implementation including collaboration with Building and Safety Division on updating information on City Website and contract administration; Continue record retention in all Divisions; continue interdepartmental public outreach coordination through Nextdoor, Govdelivery; newspaper publication; maintain city contracts on development projects.

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

 Pro m o te a n d h igh ligh t n e w Cit y constructi on and program s via s o cia l m e d ia p la tfo rm s .

STATUS: Promoted for C ommunity D ev elopment, Cit y information, public meetings, news stories, press releases and project updates on the web and v ia G ov D eliv ery .

New Projects / Programs
 Prepare new Transportation Demand Management (TDM) implementation measures in collaboration with Transportation and Public Works Departments on new TDM Ordinance STATUS: On-going and worked on Mobility collaboration with Public Works and Transportation on work scope for contract TDM Ordinance production.
 Mixed-Use Ordinance/Inclusionary implementation
STATUS: Completed
 Linkage Fee Ordinance implementation
STATUS: Completed
 Rent Stabilization Ordinance implementation and new Housing Division Unit organization STATUS: Establishment of Rent Stabilization Unit within the Housing Division including new staff:

Rent Stabilization Coordinator, Analyst, and Administrative Clerk; positions recruited but delayed hire due to pandemic, recruitments underway.
 9814 Washington Boulevard (Paskan Property) implementation STATUS: Collaborated with Economic Development on obtaining project developer through RFP.  Wende Comprehensive Plan/Community Garden Adoption
STATUS: Comprehensive Plan adopted January 2022; Affordable Housing agreements and lease agreement being drafted. Modular affordable housing research has commenced.  Collaborate on new mobility initiatives such as Move Culver City, Tactical Mobility Lane, mobility grants, long range mobility planning in General Plan.

STATUS: On-going

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

FISCAL YEAR 2021/2022 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.

STATUS: Ongoing: building anticipates coordinating and issuance of approximately 3000 permits a 5% annual increase. (number of permits will change May, with new info.)  Continue to expand Accela online permitting capabilities. Create new Accela permit types for supplemental permits (separate addendum permits for additional work outside of permit scope or revised scope of work), GIS mapping of special (building hazard areas or permit districts and special permit issuance requirements).

STATUS: In Progress. Currently, the division can issue over the counter permits electronically for projects that do not require plan check; GIS integrated mapping for soft story is in the test phase and will be ready to launch by the soft story implementation schedule.  Continue to work with IT Department on the selection and implementation of an electronic plan check software.

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

STATUS: Completed evaluation of EPR software and provided feedback on selection to Information Technology Department.
 Work with Information Technology Department on integration of Accela payment and Finance cashier system.

STATUS: Completed implementation and usage of a credit card terminal at Building front counter.

Further work on streamlining financial payments is still being explored by IT and Finance with new software.
 Continue to enhance Building Safety website information such as applications and code information and bulletins and handouts.

STATUS: Ongoing. Numerous documents have been updated including the 10 day 100’ construction notice and CALGreen checklist.
 Continue Implementation of the Permit Center:

1. Create inter-departmental 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.

STATUS:

Deferred due to City Hall closure resulting from COVID-19 and delayed due to a lack of staffing, Building will work with the Community Risk Reduction,, Public Works and Current Planning to complete.

A key milestone is ACA going live for use in the kiosk query.  Continue implementation of Phase II (Electrification) “Reach” Building Code Amendment to establish more energy efficient City Building standards.

STATUS: In progress. Prepare a draft code amendment in early 2022 for adoption with CBC Code Adoption.
 Continue implementation of Soft Weak Open-Front (SWOF) Ordinance for mandatory Soft-Story Seismic Retrofit Code Program.

STATUS: Phase I and Phase II completed -SWOF Ordinance adopted. Phase III implementation:
prepare public outreach notification, issue notice and order to comply with adopted schedule;

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

coordinate screening review, plan review and potential appeal process; and any landlord and tenant appeals related to Seismic Retrofit work.
 Construction coordination for Entrada, Brick and Machine, The Culver Studios, 11141 Washington Assisted Living Facility, Culver Public Market, Synapse Automated Parking Garage (8888 Washington), and 8511 Warner.

STATUS: Projects completed except 8511 Warner construction (permits issued and construction has commenced) and Culver Public Market which has been delayed due to pandemic.  Staff Recruitments – Recruitments for Building Official, Deputy Building Official, 1 Permit Tech I, 1 Permit Tech II, 1 Building Inspector, and 1 Plan Check Engineer.

STATUS: In process - completing Building Division recruitments for Building Official, Deputy Building Official, Plan Check Engineer, 1 Inspector, 1 Permit Tech I and 1 Permit Tech II.  Continue digitization of plans and permits.

STATUS: In progress. Most backlogged plan storage has been eliminated (approximately 85%). Going forward new plans will be digitally stored as required.

New Projects / Programs
 New building permit fee study and new fee resolution to be adopted.

STATUS: An interim review of building fees has been prepared for use in a comprehensive external fee study. The Finance Department will be initiating a Comprehensive Fee Study.  Permit Center physical reconfiguration to enhance development service workflow. - customer computer kiosk (with necessary hardware and software) to query permit and process applications.

STATUS: Deferred due to City Hall closure resulting from COVID-19, staff turnover and staff recruitment – project to resume upon full staffing.
 Recruit Permit Tech II staff to implement inter-division, inter-departmental work rotation schedule.

STATUS: Recruitment of Permit Tech II positions will allow for interdepartmental staff rotations to facilitate development services..

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

FISCAL YEAR 2021 – 2022 work plans

ENFORCEMENT SERVICES DIVISION
Ongoing Projects / Programs Status
 General Enforcement Complaints – Continue ongoing citywide enforcement services.

Respond to complaints and violations observed. Requests for Service: Year 2020 – 779.

Status: Year 2021 – Requests - 731
 Leaf Blower Regulations – Continue permitting process for gardeners who use leaf blowers.

Continue educational processes to inform permit holders of changes to take effect in November 2022.

Status: Ongoing. Year 2021 - 49 Leaf Blower permits issued.  Cannabis Regulations – Continue assisting with permitting process and inspections for Cannabis businesses.

Status: Inspections conducted as needed for businesses. Continued Enforcement of unlawful Cannabis businesses.
 Massage Establishments – Continue to work with other city departments for inspection and enforcement of permit requirements for massage establishments.

Status: Ongoing
 Homeless Encampments – Continue working in collaboration with the City Manager, City Attorney, Housing Division, St. Joseph’s Center, Police Department, Public Works, and Park and Recreation Departments for cleanup of homeless encampments on public property.

Status: Ongoing
 Amnesty Program – Continue to oversee the enforcement and case review of the Amnesty Program.

Status: 144 properties currently under Amnesty. Actively working with 15 property owners on resolution.

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

 Park Patrol - Continue to provide patrol officers for the Parks, Recreation and Community Services Department.

Status: On -going
 Continue Interdepartmental and interdivisional collaboration - Assist Public Works with en- forcement of streets and sidewalk encroachments, polystyrene ban, illicit discharges to storm drains, outdoor dining regulations, parkway landscaping, solid waste services and homeless en- campments. Assist Housing Division, Current Planning, and Building Safety Division with Code Enforcement and Housing Programs (e.g. Mobile Home Replacement Program, tenan t/landlord issues, homeless encampment cleanups; zoning enforcement, and unpermitted construction.

Status: On -going.
 Complete staff recruitment for 1 vacant Secretary Position.

Status: Recruitment completed .

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

FISCAL YEAR 2021/2022 WORK PLANS

ADVANCE PLANNING DIVISION
On-Going Programs / Projects

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.

STATUS: Ongoing. Continu e managing the California Department of Housing and Community Development grants awarded for the GPU project including: Local Early Action Planning (LEAP) - $150,000 – to study affordable housing feasibility along the Sepulveda Corridor and a Senate Bill 2 (SB 2) grant - $82,500 - covering Housing Element update costs.

VIII. Strategic Plan 2018-2023, Goal 2 – Enhance Mobility and Transportation  MOVE Culver City – Continue assisting the Transportation and Public Works Departments with the Tactical Mobility Lanes Pilot, including Corridor 1 (Downtown Culver Blvd & Washington Blvd), Corridor 2 (Sepulveda Blvd), and Corridor 3 (Jefferson Blvd).

STATUS: Ongoing. Staff participated in advisory committee meetings and coordinated with Transportation De- partment staff on aligning timelines with the GPU tactical urbanism demonstration project, which is located at the eastern end of the Corridor 1 pilot. Staff will continue to help and coordinate between projects as needed.  Traffic Demand Management (TDM) – Continue to coordinate with the Current Planning Division and Transportation and Public Works Departments on TDM strategies and programs, including Parking and TDM Ordinance
STATUS: Ongoing. Coordinated with the Current Planning Division on how the Housing Element and General Plan Update address parking requirements. The Current Planning Division is preparing a revised Parking Ordi- nance for Planning Commission and City Council to review, incorporating this information. AP Staff will continue to coordinate with the Community Development (CDD), Public Works (PWD), and Transportation Departments (TD) to update the TDM Ordinance. Staff in CDD, PWD, and TD drafted an RFP for a TDM evaluation and imple- mentation study for selecting, funding, and implementing transportation demand management (TDM) strategies.

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

IX. Strategic Plan 2018-2023 – Goals 1 and 2 – Ensure Long-Term Financial Stability and Enhance Mobil- ity and Transportation
 Travel Demand Forecast Model (TDFM) – Continue working on and refining the TDFM project, including setting up the mobility fee program with the Public Works, Transportation , and Finance Departments and coordinating with the consultant to prepare the mobility analysis and transportation impact analysis in support of GPU CEQA compliance; and providing ongoing TDFM operations and management support.

STATUS: Ongoing. The Mobility Fee Improvement Ordinance was adopted and is in effect. The remaining work to be prepared under the TDFM project is to coordinate with the City’s consultant to conduct GPU modeling and prepare the transportation impact analysis for 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.

STATUS: Completed. The Greening the Greenway project is underway through Public Works. Advance Planning staff is always available to support creek and path improvement projects. The GPU project is updating long-term goals and policies for the creek separately through that effort. Continue to work with the Economic Development Division to progress the Ballona Creek Revitalization via public/private partnerships.

XI. Strategic Plan 2018 -2023, Goals 2 and 4 – Enhance Mobility and Transportation and Enhance Hous- ing 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 (environmental 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.

STATUS: Ongoing - Housing Element Update policies drafted to comply with State laws where applicable. HEU CEQA process complies with SB 18 and AB 52 as does GPU’s EIR timeline. A s the other Elements are drafted, the GPU team will ensure the policies align with applicable State regulations.

XII. Strategic Plan 2018-2023, Goals 1, 2, and 5 – Ensure Long-Term Financial Stability, Enhance Mobility and Transportation, and Transform Inglewood Oil Field

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

 Carbon Disclosure Project – Continue to conduct annual reporting, in collaboration with City Departments, to quantify the City’s progress in reducing greenhouse gas emissions.

STATUS: Carbon Disclosure Coordinating complete.

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.

STATUS: Ongoing.
 General Plan Update (GPU) – Continue working on the GPU project, including equitable community engagement, land use alternatives, policy frameworks, technical analysis, plan preparation, and CEQA compliance.

STATUS: Ongoing. The GPU is in Phase 4 of the five GPU project phases, “Policy + Plan Develop- ment.” The Advance Planning team is continually improving its community engagement process to ensure it is more equitable. The GPU team prepared and enacted a robust engagement plan for the GPU project. The most current summary of the key engagement events held to date can be found in the Housing Element, Appendix D. To engage different segments of the community and help encourage community members to participate, the GPU t eam recruited a volunteer communications network, in- cluding local Community-Based Organizations, for the GPU. Coming up, the GPU team will ensure it is reaching SB 1000 neighborhoods during the Health and Environmental Justice workshop it is planning in April 2022.

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

FISCAL YEAR 2021/2022 WORK PLANS

CURRENT PLANNING DIVISION
On-Going Projects / Programs
 Provide core Division work including: providing general information, preparing property reports, zoning confirmation letters, application and project reviews for licenses and permits, plan checks, and discretionary permits. Process bi-annual zoning code clean-up text amendments, annual conditions of approval update, and lookback conditions update. Review proposed development projects and environmental documents in adjacent jurisdictions for potential impacts to Culver City. Participate in regional/sub regional planning efforts with Southern California Association of Government activities and Westside Cities group. Assist in preparation of Environmental Review documents, and studies (i.e. bicycle and pedestrian action plan, general plan, sustainability plans, travel demand modeling and transportation demand management ordinance, vehicle miles traveled model, mobility linkage fee). Monitor State and local initiatives regarding mobility, housing, transportation, and update zoning code accordingly.

Status: On track to complete annual projections of (as of January 31, 2022) : Assisting 4,296 members of the public, conducting 333 p roperty reports, preparing 21 zoning confirmation letters, reviewing 487 applications for licenses and permits, conducting 973 Building and Engineering plan checks, and managing 62 Discretionary Permits including Site Plan Review s, Conditional Use Permits , Zone Changes, General Plan Amendments, Comprehensive Plans, and Conditional Use Permits including associated Environmental Analysis. Clean-up Zone Text Amendments were not necessary this year.

Ongoing review and analysis of proposed development projects and related environmental documents for projects located in Los Angeles and abutting jurisdictions for potential impacts to Culver City, and coordination with Culver City Mobility and Traffic Engineering for analysis of traffic impacts.

Ongoing participation in regional/sub regional planning efforts including coordination with Southern California Association of Government activities related to the development and establishment of the 7th cycle Regional Housing Needs Assessment, Regional Transportation Plan, and Palms Neighborhood Venice Boulevard Ad Hoc Committee.

Ongoing assistance in preparing and reviewing environmental review documents and studies for the 2021-2029 Housing Element, Comprehensive General Plan Update , Mobility Plan and Sustainability / Climate Action Plan s. Ongoing monitoring, research and reporting of Residential Entitlement

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

Streamlining, Affordable Housing and California Environmental Quality Act Guideline legislations (i.e.

SB 8, 9 and 10).
 Coordinate Planning Commission site visits of previously entitled and built projects. Coordinate joint City Council and Planning Commission meetings to discuss development issues. Provide annual report to Planning Commission on development activity and lookback conditions. Initiate staff annual training and professional memberships and development in CEQA, Subdivision Map Act, Urban Design, and Land Use and Zoning Law.

Status: Site Visits to previously entitled and built projects as well as reporting on look back conditions were not conducted due to COVID 19 pandemic in FY 21 -22. Joint Planning Commission and City Council meeting have not occurred in FY21 -22. Staff attended various online virtual training classes related to Housing, CEQA, Subdivision Map Act, Urban Design, Land Use and Zoning Law, Accela permitting software updates, conducting online WebEx or Zoom meetings, and Computer Security.

Staff also maintains membership with APA and AEP to keep updated on current Planning principles and best practices
 Provide publicly accessible computer and printer at Permit Center for public use to look up zoning information, development requirements, information on current projects, fill out and submit online applications, and print resources. Build out Development Permit Center on second floor including cubicle rearrangement, furniture, related equipment and supplies, software, and counter configuration. Enhance reporting and use of Accela permitting software for application submittal and tracking.

Status: Many of the Permit Center improvements have been delayed due to the pandemic, however, the following has been implemented: 1. Improvements have been made for public accessibility by providing access and drop off bins for plans and documents outside the City Hall building, 2. Providing ability to pay fees online, by allowing for submittal of plans online, and by developing online submittals of development permit applications.

New Projects / Programs
 Text Amendments:

1. Condominium and Townhome Subdivision

Status: Will be included in Residential Streamlining Code Amendment

2. Number Permit Extensions Allowed (Chapter 17.595)

Status: Will commence in FY22/23

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

 Architectural Features Related to Solar Installations and Height Exemptions – (Chapter 17.300.025)

Status: Will commence in FY22/23

 Application Requirements – Conformance with new State Housing Law Mandate with City permit requirements (Comprehensive Plans, SPR, CUP, AUP, AM Submittal Requirements)

Status: Completion in FY22/23

 Conform Code Requirements to State Law

Status: In Progress, research completed on relevant codes impacted. Code Amendment to be completed FY22/23

 Complete Emergency Shelter Revision

Status: Complete February 2022

 Complete Downtown Ground Floor Uses

Status: In progress, expected completion April 2022

 Complete Mixed Use Residential Streamlining

Status: In progress, expected completion in FY 21/22

 Complete Comprehensive Parking Standards Update

Status: In progress, expected completion in FY 21/22
 Sign Code Update: Comprehensive review of CCMC Chapter 17.330 and Subchapter 13.02.200 et seq., pertaining to sign regulations.

Status: In process due to pandemic delays and necessary Division recruitments

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

Current Planning Division FY 21-22 – FY 22-23
Pending and Antici pated Development Projects

PROJECT ADDRESS DESCRIPTION STATUS
11469 Jefferson Blvd. 150+ room boutique hotel; SPR Approved July 2021 11039 Washington Blvd. 4 new auto bays for Volvo
dealership car repair; CUP
Anticipated completion June
2022
5914 Blackwelder Street New office building; ASPR Pending application submittal

4044 Madison Ave. 4-Unit Condominium; ASPR
TPM
Approved February 2021
12727 Washington Blvd. Mixed Use in both CC and
LA 82 Units in CC, 35
Units in LA, 17880 sq. ft. of
ground floor retail, CP
Anticipated completion June
2022
11111 Jefferson Blvd. Mixed Use 50,000 sq. ft. of
retail with 200+ residential
Approved October 2021
Project completion FY 2023
5977 Washington Blvd. CUP for car stacker Pending application submittal 2929 La Cienega Blvd. CUP/Mod to add Vehicle
Spray Booth
Pending application submittal
4464 Sepulveda Blvd. Mixed Use with 100% affordable
units with religious facility and
pre-school; Letter of
Compliance with SB 35
Ministerially approved, January
2022. Reviewed under SB 35 –
Streamline Infill Affordable
Project.

Project in collaboration with
Culver City Housing Authority.
13341-13463 Washington Blvd.

Fueling Station at Costco Anticipated completion Spring 2022

8902 Hubbard Street 2 Unit Condominium; TPM Anticipated completion Spring 2022

3906 Huron Ave. 5 Unit Condominium; TPM,
ASPR
Completion Spring 2022

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

10876 Culver Blvd. Wende Museum, Creative
Community Center, Affordable
Housing, CP
Comprehensive Plan approved
January 2022. Affordable
Housing agreements and Phase
III Affordable Housing
Development FY 2022
4164-4170 Lincoln Ave. 2, 2-Unit Condominiums; TPM Completion Spring 2022

9925 Jefferson Blvd. 51,000 sq. ft. Office; SPR Approved February 2022 4044 Lincoln Ave. 4-Unit Apartment Completion Spring 2022 3800 Sepulveda Blvd. Cannabis, CUP Completion June 2022 8631 Hayden Pl. 230,000 sq. ft. office; SPR Completion Fall 2022 5861-5863 Washington Blvd. 3-story office; SPR, AM Completion March 2022 8825 National Blvd. Creative Office in both CC and
LA, 168,000 sq. ft. in CC and
368,000 in LA.; Comprehensive
Plan, PD Zone
Completion December 2022
10202 Washington Blvd Sony Pictures Scenic Arts
Conformance Review
Approved August 2021
Completion December 2022

10000 Culver Blvd CUP – Sweet Flower Cannabis
Retailer Storefront
Completed January 2022

3828 Delmas Terrace Relocation of ER at So. California
Hospital; SPR-MOD
Approved November 2021
Completion December 2022
Amazon Studios Theater Tenant Improvements to create
new Theater venue for Amazon
Studios
Completion August 2022

 Parkland In-Lieu Fee Update
Status: Project to commence in FY22/23

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

FISCAL YEAR 2021/2022 WORK PLANS

HOUSING DIVISION
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.

Status: Ongoing. Application submitted to HCD for $29 million under Project Homekey Round 2 for a motel conversion project. (All due diligence, building conditions survey, Phase I and II surveys, operator MOU, purchase and sale agreement and funding in process)  Continue the annual audit of Section 8 and the Low Mod Income Asset Fund with Finance Department.

Status: Annual audit commenced in October 2021.
 Continue file retention and destruction program.

Status: Ongoing
 Continue staffing the Committee on Homelessness (COH).

Status: Ongoing.
 Continue staffing the Landlord Tenant Mediation Board (LTMB).

Status: Ongoing
 Coordinate all request for mediation through the LTMB.

Status: Due to the pandemic and various Federal, State and local Eviction Moratoriums, there were no request for mediations from July 1, 2021 to present.
 Provide notice to all landlords of requirement for LTMB and mediation services under CCMC Chapter 15.09
Status: O ngoing.
 Continue joint administration of SB2 grant funding with Advance Planning.

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

Status: Two reimbursement requests were submitted to HCD for the Housing Element Update. The first reimbursement in the amount of $14,800 was received. The second reimbursement request of $15,100 is pending HCD approval.
 Implementation of the COVID ERAP Program
Status: To prevent homelessness among low-income Culver City renters impacted by the pandemic Council established the COVID-19 Emergency Rental Assistance Program (ERAP). The provide consisted of two components, A 3-month catch grant and 12-month rental subsidy. Five household were assisted under the 3-month component and 47 households were assisted under the 12-month program.

XV. Rent Control/ Tenant Protection Ordinance
 Continue implementation of statewide Eviction Moratorium (dispute resolution) until rescinded.

Status: All Federal, State and local Eviction Moratoriums were lifted.  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.

Status: Since July 1, 2021, the Housing Division has received and responded to 133 telephone calls and 4,952 emails related to various provisions of the Rent Control and Tenant Protection Ordinances. Two Rent Adjustment Applications were received. Both were analyzed by BAE Urban Economics and approved. Two Reduction in Rental Services Applications were received and are currently pending analysis by BAE Urban Economics. There are a total of registered units and the amount of $ has been collected in rent registration fees. Housing staff has made 50 referrals to Bet Tzedek for legal services. Bet Tzedek has served 30 residents and opened 16 cases.

XVI. Homeless Services and Prevention
 Homeless Outreach Request
Status: Housing staff received and responded to 223 homeless activity requests via the Homeless Hotline and the City Website.
 Ongoing implementation of emergency shelter feasibility study and funding options.

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

Status: Staff has engaged United Dwelling to provide concept plans and site plans for the development of modular housing units at the Virginia and Venice parking lots. The concepts plans and site plans were provided to the Council Housing and Homeless Subcommittee for review on December 8, 2021.  Research with City Manager’s office, establishment of local Homeless Management Information System (HMIS) to identify, track and maintain a database on the unhoused community.

Status: On December 13,2021, Council approved a Professional Service Agreement in an amount not to exceed $85,200 with Akido Labs for the development of the Culver City Connect Application (App), for the development of a Homeless Management Information System (HMIS), the development of data governance polices, user licenses, and the creation and maintenance of data sharing platform for first responders and case managers.
 Research with City Manager’s office, investigation, implementation and messaging campaign for public outreach about unhoused community.

Status: Council approved a professional service agreement in an amount not-to-exceed $112,500 with RALLY to develop and implement a public communications and messaging program to education and engage the public about homelessness and the proposed HomeKey Motel Reuse Projects.  Research internal alternative outreach, wellness and response measures for unhoused residents.

Status: The City Manager’s Office selected Critical Responses in Supportive Integrated Services (CRISIS) consulting through an RFP process to develop the Mobile Crisi Intervention Program to conduct non-enforcement response to citizens experiencing a mental health crisis or domestic violence calls for service.
 Work with City Manager’s office to implement Safe Parking Program.

Status: At its May 13, 2021, meeting, the Council Subcommittee on Housing and Homelessness discussed the implementation of a Safe Parking Program at a City -owned parking lot. Based upon that discussion, it was recommended to pursue an Request for Proposal (RFP) process to identify a qualified operator. On October 11, 2021 Council approved the release of a Safe Parking RFP. The Safe Parking RFP is projected to be released February 2022.  Restart outreach for implementation of Cedars Sinai Homeless Awareness and Education Program.

Status: Ongoing.
 Continue Upward Bound House Homeless Outreach and Case Management Contract Implementation.

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

Status: From January 1, 2021, to September, 2021 the following individuals and families have been provided services and access to housing.

Families Served = 41
Persons Served = 98
Children Served = 51
Families Placed in Permanent Housing = 19
Persons Placed in Permanent Housing = 46
Children Placed in Permanent Housing = 27
 Explore funding options for Homeless Outreach contract services through contract service with the Saint Joseph Center (SJC).

Status: Research of funding options is ongoing. Since July 1, 2021, to January 27, 2022 the following have been served through the Saint Joseph Center (SJC) Outreach Team:

Number of Unhoused Enrolled=81
Number of Unhoused Engaged=34
Number of Unhoused Referred to Services=73
Number Permanently Housed =11
Emergency Motel Voucher Nights =106
 Continue administration of Rapid Re-Housing Program for six program participants as part of the Los Angeles County Homeless Initiative
Status: Ongoing.
 Investigate and implement strategies of the Los Angeles County Homeless Initiative include an Economic Empowerment Ordinance.

Status: Ongoing.
 Continue LA County Homeless Incentive Program (HIP) (including holding fee/signing bonus, vacancy loss, security deposit, and damage claims) to attract landlord participation.

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

Status:: A total of two persons were served with $1,604 in a Holding Fee, and $1,604 Security Deposit.  Continue work with Committee on Homelessness (COH) to coordinate the 2022 Homeless Count.

Status: Due to the pandemic, the 2022 Count is postponed to February 23, 2022. Culver City will continue to follow COVID protocol and utilize an internal group of enumerators from the City Manager’s Office, members of the ACOHH, CCPD and CCFD and the SJC Outreach Teams.  Continue implementation of Senior/Disabled Persons Mobile Home Replacement Program.

Continue implementation of COVID-19 Emergency Rental Assistance Program (COVID-19 ERAP).

Continue implementation of Internal Emergency Motel Voucher Program.

Status: One household was served and received their new mobile home. The City purchased a second mobile home and will seek qualified low-income applicants to purchase.

XVII. Low- and Moderate-Income Housing Asset Fund
 Continue administration of RAP Program serving 16 households.

Status: This program is ongoing. There are currently 13 households remaining on the program with a Housing Assistance Payments (HAP) of $17,925 per month.  Continue all affordable housing (400 units) covenant monitoring.

Status: This program is ongoing. Covenant monitoring commences in December 2021.  Continue administration Mortgage Assistance Program (MAP) – 13 units; Loan Monitoring ($2,000).

Status: This program is ongoing. There are currently 11 outstanding MAP loans totally $495,740.  Continue monitoring Metropolitan Property Management contract for 9 units at Jackson Avenue Apartments.

Status: Ongoing.
 Continue rehabilitation of Jackson Avenue Apartments including installation of new roof and new kitchen and bathroom countertops and cabinets.

Status: This program is ongoing. Council approved a budget authority in October 2022. Housing is working with Econ Dev to approve a contract with KOA to serve as construction management.

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

 Continue Neighborhood Preservation Program Rehabilitation grant (minor code compliance rehabilitation) program.

Status: One $5,000 grant was provided since July 1, 2021.  Continue Section 8 Landlord Incentive Program administration Status: Two incentives were provided.
 Continue implementation of Neighborhood Preservation Program Senior and Disabled grants for life safety repairs.

Status: Ongoing.
 Inclusionary Housing Mixed-Use Ordinance covenant monitoring.

Status: Ongoing.
 Oversee the implementation Inclusionary Housing Mixed Use and monitoring of all income and affordable rent restricted units.

Status: Ongoing.
 Oversee implementation of Linkage fee to fund affordable housing.

Status: Ongoing.
 Continue implementation of Affordable Housing Accessory Dwelling Unit (ADU) Incentive and Amnesty Program ($300,000).

Status: Housing staff has developed outreach materials and will work with Code Enforcement to facilitate participation.

XVIII. Section 8
 Continue administration of the Section 8 Program serving 210 households.

Status: Ongoing.
 Conduct required Housing Quality Standard (HQS) Inspection per US Department of Housing and Urban Development (HUD) and California Redevelopment Law (CRL) rules/regulations.

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

Status: Ongoing. Due to the pandemic HCD allowed Self-Certification/Virtual inspection of HQS Requirements. When necessary, in person inspections were conducted. A total of 22 in-person inspections were conducted.
 Continue contract monitoring of Section 8 Family Self Sufficiency (FSS) Program serving 25-27 households.

Status: Section 8 program participants enrolled in the FSS program. Three FSS participants have graduated.
 Apply for the HUD FSS Coordinator Grant
Status: The Authority was awarded $67,000 in FSS Coordinator Grant funds from HCD.  Prepare and Submit for HUD approval the Section 8 Annual Year Plan.

Status: Submission is April 2022.
 Conduct SEMAP review and submit to HA and HUD for approval.

Status: Due to the pandemic, HUD waived the SEMAP requirement.

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

FISCAL YEAR 2021/2022 WORK PLANS

Economic Development Division

On-Going Projects / Programs

 Complete Construction of Culver City Market Hall.

Status : Project construction delay ed due to the pandemic. T he developer to res ume construction in Summer 2022.

 C oordi nate tenant bui l dout of T he C ul ver Steps and I vy Stati on R edevel opment.

Status : Philz C offee, M endocino F arms, E rewhon M arket and Pop’ s B agels tenant assistance at C ulver Steps.

 Manage constructi on of T OD crosswal k i mprovements.

Status : Production of project construction plans and specifications. Project B I D documents commence Summer 2022.

 C oordi nate constructi on of T ransi t Ori ented Di stri ct ( T OD) streetscape i mprovements wi th new devel opments proj ects.

Status : Implemented with each new T OD project .

 Manage West Washi ngton Busi ness A ssoci ati on

Status : C ontinued outreach regarding economic recov ery efforts and programs. Prov ide updates and information regarding M arket H all construction.

 Manage B usi ness R esource C enter for new and expanded busi ne s s p e rm ittin g.

Status : R esponded to dedicated email, online requests and business hotline inquiries. Prov ide guidance on permitting, project feasibility and prov ide commercial property reports as necessary.

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

 Manage parki ng operati ons and compl ete i mprovements to the parki ng offi ce, parki ng l ots and i nstal l ati on of securi ty cameras i n the C i ty garages.

Status: Co m p le t e d parking office construction plans and specifications. B idding is anticipated to occur i n Sum m er 2022. Security ca m era s will be insta lled Sum m er 2022. Pa rking lot improv ements are currently on hold as affordable housing opportunities are being investiga ted.

 W ork wi th I nformati on T echnol ogy and C i ty Manager’ s Offi ce to i mpl ement the City’ s fib e r network busi ness pl an.

Status : A ssisted with business outreach and promotion as requested.

 I mpl ement I vy Substati on capi tal i mprovements.

Status: C ompleted C onstruction drawings for the structure’ s roof and walls. F inal rev iew in process with Public W orks, B uilding S afety and C ultural A ffairs. C onstruction M anagement Plan and bid specifications being prepared for issuance in S ummer 2022.

 Meet wi th entertai nment/technol ogy, retai l , automoti ve and hospi tal i ty stakehol ders, and the C i ty’ s top sal es tax producers.

Status : C onducted v irtual meetings with hospitality and entertainment/ technology stakeholders.

R etail and automotive stakeholders were commu nica ted with via the City’ s COV ID-19 outreach channel (GovDelivery) or direct emai l

 C reate new B usi ness I mprovement Di stri cts ( B I D) where possi bl e ( i ncl udi ng the Hayden T ract and W est W ashi ngton B oul evard) .

Status : S urv ey ed H ay den T ract stakeholders regarding when to initiate the B I D formation process.

S takeholders indicated a preference to begin the B I D formation process after the number of C OV I D cases subsides. S takeholders will be surv ey ed again in S pring 2022 . Meet with W est W ashington stakeholders on forming a BID.

 C ol l aborate wi th C ode E nforcement to address vacant di s i nvested storefronts and properti es wi th pop -up retai l and art.

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

Status : I dentified v acant properties and interested participants in program. C oordinating with E R T F and C ultural A ffairs to expand locations, finalize program guidelines and solicit a pplica tions from loca l a rtists.

 Pursue L os A ngel es E conomi c Devel opment C or porati on ( L A E DC ) Most B usi ness F ri endl y C i ty A ward and other grants/awards.

Status : A pplied for the L A E D C B usiness F riendly C ity A ward and was selected as a finalist.

 Produce busi ness/educati onal workshops i n col l aborati on wi th the C hamber of C ommerc e, L os A ngel es E conomi c Devel opment C orporati on ( L A E DC ) and S mal l B usi ness Devel opment C enters ( SB DC ) .

Status: Fa cilita ted business -focused webinar in A ugust 2021 with J V S S oC al and produced one webinar for job seekers to obtain information on resource s in S eptember 2021. S taff plans on producing two business webinars focused on financial literally for businesses and workforce dev elopment resources, both tentatively scheduled S pring 2022.

 Pro m o te a n d h igh ligh t n e w Cit y constructi on and program s via s o cia l m e d ia p la tfo rm s .

Status : Promoted the C ity with the assistance of the C ity M anager’ s Office and C ommunity D ev elopment D epartment A dministration by posting news stories, press releases and project updates on the web and v ia G ov D eliv ery .

 I mpl ement programs i denti fi ed i n the E conomi c Devel opment I mpl ementati on Pl an (EDIP).

Status : Partially implemented due to C OV I D-19. I mplemented 26 of the 43 work program items identified in the E D I P.

 Prepare 2021- 2022 City Profile.

Status : C omplete in Summer 2022.

 Identi fy devel oper for 9814 W ashi ngton B oul evard vi a a R equest for Proposal s process .

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

Status : 9814 W ashington Boulevard - I ssued a R equest for Proposals for a mixed- used development with an arts related use on the ground floor and housing above in J anuary 2022.

R esponses are due F ebruary 2022.

 C ol l aborate wi th C urrent Pl anni ng, Housi ng and A dmi ni strati on Di vi si ons to i denti fy a modul ar housi ng vendor for 10858 Culver Boulevard .

Status: 10858 C ulv er B oulev ard modular housing – select vendor for modular housing design and installation to be administered jointly by W ende and the C ity . I ssue a R equest for Proposals to select vendor in 2022.

 A dmi ni ster the C ommuni ty Devel opment Block Grant (CDBG) program.

Status : A pprov ed, programmed and administered the C ity ’ s funding allocation.

 A dmi ni ster Memorandum of Understandi ng ( MOU) wi th C hamber of C ommerce.

Status : Delayed due to the C OV ID-19 pandemic. M OU discussion will resume in S ummer 2022.

 A dmi ni ster F armers’ Market and exami ne potenti al si te al ternati ves.

Status : A dministered F armers’ M arket. U ndertaking an audit in preparation of releasing a R equest for Proposal in F ebruary 2022 for market manager services.

 A dmi ni ster Downtown B I D and act as l i ai son for renewal and i mpl ementati on, i ncl udi ng funds di sbursement, per mi t assi stance and the Management A greement.

Status : W orked with D owntown B I D to progress their 2022 workplan, assessment collection, business outreach, extend its management agreement and update its M emorandum of U nderstanding for E v ents with the C ity .

Ad m in is te r Cu lve r City Arts Dis trict (CCAD) BID a n d a s s is t with m ixe rs , p ro m o tio n , we b s ite devel opment and A rtwal k events.

Status : W orked with C C A D B I D to progress their 2022 workplan, assessment collection and business outreach. C ompleted media n replanting project in coordination with Public W orks and Parks R ecreation and C ommunity S erv ices. E xtended management agreement and facilitated permit approv als and superv ised 2021 A rtwalk and R oll E v ent.

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

 Serve as liaison for city com m unity eve nts, a dmi ni ster rel ated agreements as requi red, i ncl udi ng producti on for annual cal endar for C ul ver Steps and T own Pl aza E xpansi on.

Status: A ssisted a pproxim a tely four events including A sia n World Film Festiva l, Heidi Duckler Da nce Perfor mance, D owntown B usiness A ssociation T ree L ighting and S creenland 5K marathon. U pcoming ev ents include No K id H ungry in J une 2022. W orking to produce an annual calendar of ev ents for the C ulv er S teps and expanded T own Plaza.

 Co n d u ct Arts Dis trict Vis io n in g.

Status : D elay ed due to funding and economic results from the C OV I D -19 pandemic.

 S taff E mergency Operati ons C enter ( E OC ) as necessary.

Status : Participated in the E OC during the C OV I D-19 p ublic emergency.

Manage E conomi c R ecover T ask F orce ( E R T F ) i ncl udi ng expansi on of the Buy L ocal and Open for B usi ness programs.

Status: Fa cilita ted external stakeholder meetings and related sector subcommittees every eight weeks to understand current impact of pandemic and related recov ery support. Partnered with J V S S oC al to promote E mploy er subsidy programs and hiring strategies. I nstalled C hoose C ulv er C ity banners in the right-of-way . C urrently working on L ov e L ocal M usic and S torefront A rt Program.

 Partner wi th Publ i c Works to obtai n grant for R ei magi ne F ox Hi l l s pl an.

Status : S ubmitted G rant application but did not receiv e funding. W orking with A dv ance Planning to incorporate project goals and objectiv es in the G eneral Plan U pdate.

 R evi ew and reorgani ze the technol ogy stakehol der group to effecti vel y represent the di gi tal entertai nment and technol ogy i ndustry.

Status : C reated a nd met with the C reative E conomy S takeholder G roup comprised of members from the arts and culture, digital entertainment/technology , architecture/engineering and design, adv ertising/marketing/graphic design, performing/v isual arts, and digital entertainmen t/technology sectors. Next meeting scheduled for S ummer 2022.

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

 F orm new archi tecture/engi neeri ng and desi gn stakehol der group.

Status: I ncorporated architecture/engineering and design in the C reative E conomy Stakeholder G roup.

 C onduct busi ness outreach meetings with Culver City biotechnology businesses.

Status : C onducted meeting with B ioS cience L A to identify biotechnology businesses and outreach methods. T he first outreach meeting will occur in S pring 2022.  Prepare Medi a Park improvement plan and related implementation measures.

Status: T wo conceptual plan prepared based on community input received in February and April 2021 and presented to City Council, Cultural Affairs and Parks, Recreation and Community Services Division and The Actors’ Gang. Project funding being explored.

 Finalize AIP Phase IV Median Construction Drawings and Bid Project Status: Prepared construction documents and bid specifications to construction sev en medians be- tween B eethoven S treet and G lencoe A v enue in conjunctio n with Public Works storm wa ter project.

A nticipated bid release in S ummer 2022.

 I mpl ement Downtown Outdoor E xpansi on Space Proj ect

Status : Prep a red Design Developmen t D rawings to expand outdoor dining space along v acant sidewalk in D owntown C ulv er C ity . C oordinated with Public W orks to select contractor and implement project in S pring 2022.

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

FISCAL YEAR 2022/2023 WORK PLANS

ADMINISTRATION DIVISION
On-Going Projects / Programs
I. Strategic Plan 2018-2023, Goal 2 – Enhance Mobility and Transportation  Transportation Demand Management (TDM) Ordinance - The City is integrating all aspects of mobility planning proposed by the Inter-departmental mobility team of Community Development, Transportation and Public Works Departments. Within Community Development, Advance Plan- ning, Current Planning and Administration Divisions will participate in development of a Citywide Transportation Demand Management (TDM) Plan Request for Proposal (RFP) to update the existing TDM Ordinance. Culver City’s TDM Ordinance production will be accomplished over FY 22 -23 with TDM implementation on -going thereafter. Staff will be deployed on an interde- partmental basis to carry out work on the TDM plan (Plan), ordinance preparation and program implementation. The Plan will outline new development TDM requirements, program funding, program evaluation and monitoring, recommended city policy changes and TDM short and long-term implementation strategies that may apply to developers, employers, and resi- dents. The Plan may also include a feasibility study for creation of a Transportation Management Agency that promotes, educates, and provides technical assistance to developers, employers and residents to ensure program compliance.
 Support prioritized City-wide Mobility Initiatives with Transportation and Public Works De- partments as outlined in Short Range Mobility Plan.

II. Strategic Plan 2018-2023, Goal 3 - Revitalize Ballona Creek  Develop a Ballona Creek Revitalization (BCR) action plan – project carried over to obtain new funding.
 Adopt recommendations of the BCR action plan as part of the General Plan Update Mobility Element – GPU background studies incorporate BCR recommendations.  Identify and determine feasibility of potential BCR recreational improvements including incorporating PRCS Recreational Master Plan in General Plan Update – GPU background studies to include BCR recommendation improvements.

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

III. Strategic Plan 2018-2023, Goal 4 – Enhance Housing and Homeless Services  Implement affordable housing programs with Housing Division – new affordable housing programs include purchase and rehabilitation of two motels for a homeless shelter and permanent supportive housing and submittal of State grant funding application.

IV. Strategic Plan 2018-2023, Goal 5 – Transform Inglewood Oil Field  Joint project with City Attorney - implementation of the Amortization Program for the IOF and related interagency coordination on drilling operations (i. e., fracking, air and water quality, health, setbacks, etc.).
 Incorporate findings in General Plan Update Land Use Element – ongoing.

V. Development Services Improvements
 Continue implementation of “Permit Center” – online payments, expand online permitting, area improvements (customer kiosk, signage, computer, printer) – complete Building Division recruitments for Building Official, Deputy Building Official, Plans Examiner, 1 Inspector, 1 Permit Tech II and 1 Permit Tech to implement project.

VI. Administration
 Prepare department budget, administer contracts, workflow and financial administration for seven Divisions, including new Rent Stabilization Unit, in Community Development Department; coordinate record retention implementation for all Department divisions; coordinate related public outreach – ongoing.
 Promote and hi gh ligh t n e w Cit y constructi on and program s via s o cia l m e d ia p la tfo rm s – ongoing.