A G E N D A
SPECIAL MEETING OF THE CITY COUNCIL
Tuesday, September 20, 2022 ~ 9:00 AM
Fire Station 48 Community Center
3131 North Gate Road
Seal Beach, California
JOE KALMICK
MAYOR
First District
MIKE VARIPAPA
MAYOR PRO TEM
Third District
THOMAS MOORE
COUNCIL MEMBER
Second District
SCHELLY SUSTARSIC
COUNCIL MEMBER
Fourth District
SANDRA MASSA-LAVITT
COUNCIL MEMBER
Fifth District
This Agenda contains a brief general description of each item to be considered. No action or discussion shall be taken on any item not appearing on the agenda, except as otherwise provided by law. Supporting documents, including agenda staff reports, and any public writings distributed by the City to at least a majority of the Council Members regarding any item on this agenda are available for review on the City’s website at www.sealbeachca.gov.
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Check the SBTV3 schedule for a rebroadcast of the meetings — meetings are available on-demand on the website (starting 2012).
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CALL TO ORDER
COUNCIL ROLL CALL
PUBLIC COMMENTS
At this time members of the public may address the Council regarding items on the agenda. Pursuant to the Brown Act, the Council cannot discuss or take action on any items not on the agenda unless authorized by law. Matters not on the agenda may, at the Council' s discretion, be referred to the City Manager and placed on a future agenda.
Those members of the public wishing to speak are asked to come forward and state their name for the record. All speakers will be limited to a period of five (5) minutes.
Speakers must address their comments only to the Mayor and entire City Council, and not to any individual, member of the staff or audience. Any documents for review should be presented to the City Clerk for distribution.
CITY COUNCIL WORKSHOP
ADJOURNMENT
City Council Priorities Workshop
HANDOUT
Tuesday, September 20, 2022
9:00 am – 3:00 pm
Orange County Fire Authority Station 48
3131 North Gate Road
Table of Contents
Attachment A - Agenda
Attachment B - Department Accomplishments
Attachment C - Strategic Priorities Status Report
Attachment A
Facilitated by Management Partners
City Council Workshop
AGENDA
Tuesday, September 20, 2022
9:00 am – 3:00 pm
Orange County Fire Authority Station 48
3131 North Gate Road
Workshop Objectives
• Review key accomplishments and challenges
• Establish Council priorities for FY 2022-23
• Welcome and Call the Meeting to Order
• Public Comments
• Comments from Mayor Joe Kalmick
• Comments from City Manager Jill Ingram
• Review Today’s Agenda
• Review Key Accomplishments and Challenges
Break
• Introduction and Context for Priority Setting Discussions • Discuss and Establish Top Priorities for FY 2022-23
Lunch Break will be around the noon hour
• Wrap up and next steps
FINANCE
§ Received GFOA Distinguished Budget and CSMFO Operating Budget Excellence Awards
§ Implemented New Financial Software
§ Updated Fleet Leasing Program
§ Established Payment Kiosks for City Hall and Police Department to enhance customer service
§ Completed comprehensive cost recovery and fee study
§ Transitioned Business License Processes
§ Balanced FY 2022-23 Budget without cuts to services
COMMUNITY DEVELOPMENT
§ Timely delivered an adopted Housing Element to HCD, and initiated numerous related efforts:
§ Re-zoning and related CEQA
§ Airport Land Use Commission
§ Updates to the Safety Element and drafting of Environmental Justice Element
§ Ongoing coordination with HCD for certification
§ Initiated multiple zoning code amendments, one completed and two underway for clearer direction to property owners and simplified review processing, and two more implementing State law
§ Supported numerous high-profile projects including the Beach House, two service station projects, the Old Ranch Country Club Specific Plan § Completed first phase of new permitting software implementation § Coordinated partnership with the Orange County Housing Finance Trust § Supported substantial increase in code enforcement activities § Conducted 350 plan checks, issued 1600 building permits, and held 3,400 building inspections
§ Responded to approximately 200 public records requests, about 60% of all requests received
§ Revised internal processes to streamline service, including changes to online building permit processes, addressing, licensing, document storage and organization, and reporting
Department/Division Accomplishments
Attachment B 1
Department/Division Accomplishments
CITY CLERK
§ Continued to coordinate and provide Zoom and Zoom
Webinar training to City Council and staff
§ Responded to 469 California Public Records requests
§ Coordinated the 2022 General Municipal Election with the County of Orange
§ Coordinated Free the Files Day
§ Received, logged and distributed 31 Claims against the City to our Insured
§ Continued to contribute to the City’s governmental
transparency with timely posting and updates
CITY MANAGER
§ Established an IT Committee to evaluate current infrastructure and strategically develop goals and objectives for the future
§ Staff retained a solid waste and recycling consultant to assist with bargaining of a new solid waste agreement, as well as to negotiate SB 1383 rates between the City and Republic Services
§ Established an Analyst Working Group to discuss City challenges, and more importantly to seek and develop solutions to internal and external issues § Partnered with CSULB staff to create an Internship Program that will give university students the opportunity to gain local government experience while at the same time provide additional staffing resources
§ Established the Pool Ad Hoc Committee and Historic Resources Foundation § Enhanced the Ask City Hall platform to increase customer engagement and implemented analytic tools to track service requests
§ Retained a consultant to assist with the implementation of the Citywide VOIP (“cloudbased” phones) project § Worked with CJPIA to develop Worker’s Compensation training tailored to the City for supervisors and managers in an effort to reduce liability and decrease employee injuries § Staff assisted and participated in a Centenarian Birthday Celebration and a Health Fair in Leisure World
§ Recruited, interviewed, selected, and onboarded numerous staff members to join the City across departments
§ City staff along with SBTV-3 representatives attended a Council Chamber technology tour hosted by the City of Simi Valley to view their new audio/visual equipment, and discuss virtual meeting challenges and opportunities with cities from across Southern California Attachment B 2
COMMUNITY SERVICES § Summer recreation program returned in force: 47 camps, 30 classes, 750 individuals in recreational swim program, 300 individuals in swim lessons, and 4 adult recreation leagues. Launched new beach spikeball program; Juniors Tennis Academy sold out for the first time.
§ 265 pickleball members at the SBTPC; an additional court was permanently converted (4 total in 2 years); new partnership with the Seal Beach Pickleball Association; successful first annual open house
§ Launched the Zoeter pop up dog park and in coordination with the Recreation Commission and Public Works, will convert to a permanent installation § Advanced the Edison Community Garden programming with new clean ups, bbq, and new partnership with Food Finders who collect excess produce for those in need
§ Oversaw a new shade structure at Bluebell Park, resurfacing of the Edison Park basketball court, partnered with Los Alamitos USD to replace the McGaugh Gym floor
§ Restarted the Senior Transportation program, continued coordination with Meals on Wheels through distribution changes
§ Supported the return of many large-scale events including the Tree Lighting, Holiday Parade, and Car Show
§ Processed 36 special event applications and 9 film permits to date in 2022 § Launched new Instagram, Facebook, and Next Door accounts, with an account reach of 13,000 on next door, and 3,800 on Instagram.
PUBLIC WORKS
§ Received approximately $200k of Prop 68 Per Capita funding for park enhancements.
§ Received $200k of PMRF funds for roadway rehabilitation work. § Partnered with Golden Rain Foundation to apply for a OCTA ECP grant to enhance water quality through catch basin inserts
§ Entered into an intergovernmental support agreement with NWS for beach grooming services.
§ Provided close coordination for major capital projects being constructed by outside agencies
§ Obtained a grant to complete the City’s Local Roadway Safety Plan. § Updated the City’s Water Shortage Contingency Plan and adopted the Water Shortage Contingency Response Ordinance
§ Maintained good street conditions as recently rated in the 2022 Pavement Management Plan.
§ Completed 10 capital projects, not including on-going O&M items § Coordinated with communication companies to introduce high speed fiber communication options to the City.
Department/Division Accomplishments
Attachment B 3
MARINE SAFETY
§ Implemented an on-line training program for training new and recurrent lifeguards
§ Implemented a Lifeguard specific Computer Aided Dispatch (CAD) program
§ Held a statewide Beach Driving course in Seal Beach
§ 10 Lifeguards were specially trained to deliver the COVID-19 vaccination
§ Continued to administer the Citywide AED program, including training 40 City staff
§ Added Adult Lap Swim hours to provide City residents
opportunities for exercise during the COVID-19 pandemic § Increased revenue to cover additional staff costs with increased swim pass sales and pool rentals
POLICE
§ Moved to virtual City Council meetings for Continuity of Operations § Coordinated testing and vaccination response for City Employees § Authored comprehensive COVID-19 After Action Report
§ Sought Disaster Cost Recovery for City through federal relief funds § Coordinated procurement of personal protective equipment for City employees
§ Messaged COVID impacts to the public through multiple outlets § Assisted County of Orange with Incident Management team Point of Dispensing super sites
§ Liaison to Orange County Health Care agency for information requests from community and Council members
FIRE
§ Responded to Seal Beach 4,492 calls last year
§ Continued active shooter incident training exercises and other joint trainings with Seal Beach PD
§ Continued to update and modify as needed mutual and auto aid agreements between surrounding fire jurisdictions
§ Inclusivity capital projects continue at fire stations Department/Division Accomplishments
Attachment B 4
Attachment C
September 20, 2022 Page 1
City Council Workshop
September 20, 2022
Strategic Priorities Status Report
Introduction: This document contains the status of the strategic priorities established at the City Council workshop held March 31, 2021, as well as several other key items requiring significant staff time and resources. This report will be discussed during the September 20, 2022 Council goal setting workshop. The objective of the discussions about priorities will be for the Council to establish their top priorities for focused attention during the remainder of FY 2022-23 so that resources can be aligned with those.
Factors to Consider: There are several factors to consider when establishing priorities:
• Is it financially feasible and sustainable?
• Is there sufficient staff capacity to successfully implement and sustain it? • How does it relate to the City’s core services and how does it impact those? • Is it in alignment with the City’s long-term goals?
Table 1: Status of March 2021 Strategic Priorities
Table 2: New Proposed Priorities
Attachment C
September 20, 2022 Page 2
Table 1: Status of March 2021 Strategic Priorities
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
1. Fiscal
Sustainability
1. Develop a 3-to-5-year
general fund financial
forecast to inform Council
regarding the financial
condition of the City as
part of the annual budget
The need for a five-year
financial forecast can be
removed as staff should
be addressing this
annually by incorporating
it into the City’s budget
process
• Has been addressed and was presented in the FY
2022-23 Budget; will be incorporated in future
budgets.
X
2. Study the feasibility of
reducing the City’s
pension liability and other
long-term debt
obligations, including an
analysis of issuing
pension obligation bonds
(POB)
Continue to explore the
feasibility of pension
obligation bonds
• In Process (CalPERS presentation at 9/12/22 Council
meeting).
3. Review revenue
generated from Measure
BB, history of
expenditures, and
spending plan going
forward
Has been made part of
the budget process
• Has been addressed and will be included in FY 2022-
23 budget documents and 5-Year Financial Forecast.
X
2. Organizational
Efficiencies*
1. Assess the existing
phone system, identify
deficiencies and solicit
proposals for
replacement
A new phone system is
warranted as it impacts
how we do business
• Project team formed to assess, develop a Request for
Proposals (RFP) and implement a new phone system.
• Vendor selected to draft/manage RFP process.
• RFP to be finalized and published mid-September.
• Anticipate recommending RFP award to Council in
October/November 2022.
X
Attachment C
September 20, 2022 Page 3
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
2. Organizational
Efficiencies*
(continued)
2. Develop an IT Master
Plan and Needs
Assessment, to
include the
identification of
software
improvements
An IT Master Plan remains
a need; IT security is a
concern; a
hardware/software audit
might be in order
• A comprehensive IT Master Plan remains in progress.
• The IT Working Group is currently adopting more
immediate objectives which include eliminating
points of failure in all critical Citywide IT
infrastructure, enhancing the security of the IT
environment, and improving efficiency via
automated processes and leveraging data driven
approaches to guide decision making.
X
3. Prepare and present
assessment of City’s
development review
and permitting
process and identify
possible process
improvements
Concerns about length of
time for City to issue
permits and for the
permitting process
• Has been addressed. This assessment resulted in the
purchase of a new land use management system,
Energov, which is a Tyler Technologies product like the new financial system.
• Energov implementation is underway, with the first
phase “assess and define” completed, the vendor is
currently customizing the software for use. The next
phase includes creating connectivity with historical
records and other software for mapping and digital
mark up of plans. Staff is currently obtaining quotes
for these supplementals and will be preparing
contracts for Council review this Fall. The final phase involves training and testing which should be
completed by the end of the fiscal year.
• As an interim solution while Energov is built and
deployed, staff has modified web pages, instructional
materials and forms for ease of digital interaction.
Virtually all building plan checks are now submitted
digitally, which has been well received by the
development community.
Attachment C
September 20, 2022 Page 4
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
3. Community
Outreach and
Capital
Projects
1. Improve
communication with
the community
through enhanced
use of social media
and other outlets
• Police Department is
doing a good job
• However, the rest of
the City needs to
engage the
community more
especially when
public input is needed
on important capital
and financial matters
Has been addressed based on the following efforts:
• Inter-departmental social media training completed
and facilitated by PD media staff.
• “Ask City Hall” continues to be a popular means of
reaching staff by residents and was recently
improved. New features include data tracking of
inquiries and more of a focus on response times.
• New biweekly City Manager newsletter distributed
to Council, staff and available on City website.
• SBPD Twitter, Instagram, Facebook, and Nixle Alert
systems updated.
• SBPD Policy and Procedures manual posted online.
• Press Releases uploaded to the website when sent.
• Sun Newspaper “Briefing Room” articles published
weekly with citywide information.
• Public Works partnered with regional agencies (i.e.,
OC San, OCTA, OCWD) to conduct in-person/virtual
public workshops, email/text message blasts, and
regular literature distribution for construction
activity awareness.
• Public Works has used available media outlets (i.e.,
Leisure World Newsletter, Shoreline Recreation
Guide, door-to-door construction notice distribution)
to disseminate information and will continue to
explore possible City-wide and department-based
social media accounts.
• Community Services launched new accounts in Dec
2021 and Jan 2022. Followers as of 8/17/22:
o Instagram – 663
o Facebook Page – 67
o Nextdoor – 13,000 (entire service area for
platform)
o Instagram insights from the past 30 days
X
Attachment C
September 20, 2022 Page 5
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
3. Community
Outreach and
Capital
Projects
(continued)
▪ Reached 3,821 users which is a
772% increase from the previous
cycle
▪ 137 users engaged which is a 101%
increase from the previous cycle
▪ 4.2% increase in followers
• Marine Safety has designated a lead social media
representative, with the goal of posting once per
week. We have increased our following tenfold over
this summer.
• Staff has been more actively participating in
community events via the Pop-Up City Hall booth
and engaging with community organizations more
directly to enhance events that are co-hosted or
supported by the City (e.g., Leisure World Health
Expo).
• Increased the number of presentations given to
community groups such as the Sunshine Club in
Leisure World and the Chamber of Commerce
Breakfasts.
2. Compile results of
community outreach
from stakeholder
committee and
schedule a
presentation for
Council on
preliminary scope,
project cost and
options to finance
the Community Pool
City needs to clearly
define the scope of work
and financial parameters,
and have staff work more
closely with the
consultant
• Council-approved initiating McGaugh Pool feasibility
study.
• Council created Ad-Hoc Pool Project Committee.
• Acting Public Works Director and Assistant City
Manager working closely with consultant on the
project scope of work.
• Recreation swim was free this summer to increase
pool use and engage the community. This resulted
in a large increase in daily pool use.
X
Attachment C
September 20, 2022 Page 6
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
3. Community
Outreach and
Capital
Projects
(continued)
3. Undertake
community outreach
with stakeholder;
Staff to solicit and
present design
concept for
Downtown
street/sidewalk
enhancements
Downtown enhancements
still need to be addressed
• In process.
• Stakeholder committee reconvened after COVID
pandemic delay.
• Staff is addressing parklets, parking, shuttle
transportation, and intersection improvements as
separate projects.
X
4. Engage community in
a discussion about
whether or not to
allow a restaurant at
the end of the Pier
Need to engage
community and discuss
possible options before
any Council decision is
made
• In process.
• Staff hired a real estate professional to evaluate
options including a built in-place restaurant, modular
buildings, mobile trailer units, and food trucks.
• Next step is for staff/consultant to present an update of options to Council and various options for public
outreach. Anticipated options to be presented in
October.
X
4. Parklets 1. Decide on
permanent
consideration of
dining parklets, need
to establish plan and
secure Coastal
Commission approval
2. Develop a plan that
considers design,
construction and
operating costs,
locations, number of
parking spaces, etc.
• Need to develop
aesthetic guidelines
• Make a decision on
cost recovery for
parklets
• Get community input
before making a
decision on
permanent parklets
• This item was discussed at the September 12 City
Council meeting.
• The temporary program has been successful and
direct costs of barrier rental have been shifted to
business owners.
• Staff is currently working to draft rules and
regulations for parklets (to address aesthetics and
safety issues) if they were to stay in place, including obtaining cost estimates for permanent parklet
construction and determining if owners would
accept a rental fee based upon hard costs and
overhead/enforcement expenses.
• Staff is also pursuing grant funding to pilot a microtransit program in Old Town, which may be a solution to the parking loss created by the parklets.
X
Attachment C
September 20, 2022 Page 7
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
5. Housing
Element
1. Address the concerns
of HCD to get the
Housing Element
Adopted and address
the mandated by
State to
accommodate 1,243
units.
Need a status update and
not sure how the City will
accommodate 1,243 units
• The adopted Housing Element was not certified by
HCD, and the City was without consultant help
between December 2021 and July 2022. Staff has
been working directly with HCD to make changes
that will put us in compliance, and we have recently
found another project manager to provide some
additional assistance.
• HCD states our analysis does not adequately
demonstrate that the RHNA can be met because
most sites are developed and no proof of viability
has been included in the document. Further, as the
City does not have a track record of redevelopment,
HCD is questioning site adequacy without substantial
changes in policy to accommodate growth.
• Additional resources are necessary, specifically a
series of financial analyses to demonstrate the
feasibility of housing development at the selected
sites. Further outreach to the property owners is also
necessary. HCD is looking for letters of interest to
support the likelihood of housing development.
• Additional and substantive programs to incentivize
housing are in development with direction from HCD
that the Council will need to consider. These include
financial incentives/fee reductions, increased density
bonuses, and inclusionary zoning. Additional policies
or zoning changes may need to be incorporated
based on the result of the financial analyses,
including increases in height limits and reductions in
minimum unit sizes.
• The Zoning Code Update, which is a critical
implementation tool for the Housing Element, is
underway. The deadline for this effort is October 15,
2022; however, the City will not meet it. The zoning
X
Attachment C
September 20, 2022 Page 8
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
5. Housing
Element
(continued)
itself will need to align with the Housing Element
work, which is ongoing. Further challenges arise
from the lack of available CEQA consultants. The City
has yet to obtain a formal proposal for the EIR that
must accompany the zoning update, though one firm
has verbally agreed to provide a proposal. The
preliminary cost estimate is $350k-$400k and will
take approximately one year to complete.
6. Local Coastal
Plan
1. Complete the land
use plan, prepare
implementation plan,
and conduct public
review before City
Council approval and
Coastal Commission
adoption.
Need a status update • The Local Coastal Plan is in process. The project manager is continuing to draft the Implementation
Plan, and portions are under staff review. Staffing
shortages and substantial competing priorities are
impacting progress on this issue.
• Public review and City Council approval timeline is
unknown, but it will not be prior to summer 2023.
X
7. Capital
Improvement
needs
1. Identify unmet
capital
improvements
needs, focusing on
extraordinary
maintenance of
facilities and
equipment.
City’s capacity to address
unmet capital
improvement needs
should be addressed
annually in the City’s
budget process; some
interest in a capital
improvement program
longer than five years in
length
• Has been addressed as staff has identified some of
the following unmet capital improvements in the
General Fund:
o Storm Drain – West End Pump Station is in
need of upgrades.
o Buildings – 2011 Facility Condition
Assessment identified over $47 million
(2017 dollars) of improvement costs;
however, only a limited number of smaller
scale upgrades have been made.
o Parks – 2013 Parks and Community Master
Plan recommends a number of unfunded
improvements.
o ADA – the City is required to fulfill Title II of
ADA requirements. Draft financial plan
shows over $10 million of ADA
improvements required.
X
Attachment C
September 20, 2022 Page 9
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
7. Capital
Improvement
needs (continued)
• In addition to the above:
o The Water/Sewer rates were adjusted in
2021 to support near-term water/sewer
infrastructure needs. However, rates will
need to be revisited to determine if
revenues/expenditures are consistent with
rate model.
o Beach/Pier – Aside from Stage 13, there is
not an established sand replenishment/pier
inspection and maintenance fund for
incidental needs.
8. Sand
replenishment
plan
1. Support efforts to
proceed with Army
Corps-funded
Surfside-Sunset
Beach Nourishment
Project Stage 13
Has been adequately
addressed
• Has been partially addressed through the successful
partnership with Representative Steel, County of
Orange, Huntington Beach, Newport Beach, and
Surfside; Stage 13 sand replenishment has been
federally funded. We are currently working with
State Parks on an agreement to fund the matching
component. Seal Beach/Surfside’s component is
anticipated to be a nominal amount; however, we
will plan for future sand replenishment needs in the
CIP document.
• Ongoing East Beach Sand Replenishment Needs will
be addressed in future budget process by way of the
CIP document.
X
9. Address staffing
needs
1. Analyze new
compensation plan
and pay structure for
part-time employees
to bring forward to
the Council for
consideration.
2. Hire new
Management Analyst
Compensation and pay
structure still need to be
updated
• Staff anticipates bringing part-time compensation
and pay structure recommendations to Council for
their consideration in October.
• Staff working to identify funding sources for parttime employee pay increases for Marine Safety. • New Management Analyst was hired.
X
Attachment C
September 20, 2022 Page 10
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
to assist with IT
Master Plan and IT
project
implementation.
10. COVID-19
related activities
1. Initiate the Main
Street communal
dining program (Al
Fresco at Eisenhower
Park).
2. Assist with the
distribution and
delivery of Senior
Meals.
3. Facilitate the Small
Business Economic
Development Grant
Program (77 grants
issued to date with
22 additional by end
of March 2021).
4. Report all financial
information for all
COVID-19 funding
sources (FEMA,
CARES, CDBG-CV,
County General
Fund, etc.).
5. Track time related to
COVID-19 for payroll
and reimbursement
purposes.
6. Implement the State
Reopening Plan.
Needs to be addressed a
little longer and a decision
needs to be made on the
use of the remaining
ARPA funding with
consideration given to
one-time capital expenses
• Items Completed:
o Eisenhower Park dining was successful and
completed.
o Small Business Economic Development
Grant Program completed (144 checks
issued in two rounds for a total amount of
$556,976).
o State reopening plan implementation was
completed.
o Completed tracking of time related to
COVID-19 for payroll and reimbursement
purposes.
o Completed financial reporting for all COVID19 funding sources (FEMA, CARES, CDBGCV, County General Fund, etc.) • Ongoing Items:
o Senior meal delivery has been ongoing for
qualified residents, with grab-and-go meals
available for others; staff is working closely
with Meals on Wheels to continuously
adapt services as needed, including
planning for a transition back to congregate
meals.
o FEMA/ARPA financial reporting ongoing.
o Need to identify the use for the remaining
$2.5M in ARPA funding.
X
Attachment C
September 20, 2022 Page 11
Category Strategic Priority
Councilmember
Comments
Significant Work Underway and Planned for Remainder
of FY 2022-23
Recommend Keeping as a
FY 2022-23
Strategic Priority
Yes No
10. COVID-19
related activities
(continued)
7. Assist vaccine
administration with
the assistance of
Marine Safety and
Police Department.
8. Procure PPE,
sanitization,
technology, etc.
11. Financial
software upgrade
1. Implement the Tyler
financial software
Has been adequately
addressed
• Implementation is complete. Performing user
review.
X
*The category of Organizational Efficiencies was previously entitled Organizational Culture but has been renamed to reflect the actual work involved.
Attachment C
September 20, 2022 Page 12
Table 2: New Proposed Priorities
Proposed Priority Significant Work Underway and Planned for Remainder of FY 2022-23 Recommend Adding as a
FY 2022-23
Strategic Priority
Yes No
Address landscaping median
along Pacific Coast Highway
• Explore the possibility of a Community Facility District (CFD) to fund improvements
• Private donors and/or partnerships with adjacent businesses and community members
• Continue to look for viable grant opportunities
Develop consistent citywide
water conservation measures
• Conservation measures are largely based on recently adopted Water Shortage Contingency Plan and Ordinance. Residents and businesses will be more familiar with conservation measures as more educational outreach is conducted
• Continue to monitor State mandates and communicate them as soon as they are released
Establish customer service
standards regarding response
back to the public
• Staff has discussed this item and it has been adequately addressed as we have a 24-hour response practice in place
Explore alternative revenue
sources that do not impact
local residents
• Staff continually look for grants that may be available to the City of Seal Beach. These are one-time dollars that are useful but do not pay for ongoing services and the associated cost increases (e.g., pension, operating expenses, etc.). Competitive grants for projects are difficult to obtain due to the economic constitution of Seal Beach residents.
Many grants prioritize low-resource communities.
• Potential sources could include raising the transient occupancy tax (TOT) from the current 12% to something higher (each 1% increase could bring in approximately $100,000)
• Evaluate options to redesign the business license tax structure to address inequities and update city code. The current structure is a flat fee generating approximately $500,000 a year. An updated structure could be employee-based or determined on gross receipts generating an estimated $100,000-300,000 in additional revenue, subject to voter approval.
Attachment C
September 20, 2022 Page 13
Proposed Priority Significant Work Underway and Planned for Remainder of FY 2022-23 Recommend Adding as a
FY 2022-23
Strategic Priority
Yes No
• Parking Meters
• Examples of revenue sources that do not involve taxing residents include attracting large sales tax producing companies, new hotels, automotive dealers or cannabis businesses.
• Examine and review options for potential increased TOT revenue for newly permitted short-term rentals
Fund the Westminster bikeway
and walking path
• Golden Rain Foundation (GRF) indicated a potential use for the site.
The City has shared previously drafted concept plans and will discuss partnership opportunities.
• Consider allocating additional matching funds to make future grant applications stronger.
• This project has already been discussed with our grants consultant and will continue to seek grant funding opportunities.
September 20, 2022
9:00 am – 3:00 pm
Orange County Fire Authority Station 48
3131 North Gate Road
Rick Haydon and Ashley Garcia
City of Seal Beach
City Council Goal Setting Workshop
Welcome from the Mayor
Joe
Kalmick
Mayor, District 1
Mike
Varipapa
Mayor Pro Tem, District 3
Sandra
MassaLavitt
Councilmember, District 2
Thomas
Moore
Councilmember, District 4
Schelly
Sustarsic
Councilmember, District 5
2 Public
Comment
3 Comments from
Mayor
Joe Kalmick
4 Comments from
City Manager
Jill Ingram
5 Workshop
Objectives
Review progress
on March 2021
priorities
Reach Council
consensus on
priorities through
June 2023
6 Today’s Agenda
✓ Review key accomplishments,
challenges
✓ Review progress on March 2021
priorities
✓ Review proposed new priorities
for FY 2022-23
✓ Reach consensus on priorities for
the remainder of FY 2022-23
✓ Wrap up and next steps
7 Workshop Ground Rules
8 Listen to
understand
each other’s
point of view
Seek
consensus
Assume good
intent
Speak up if we
need course
correction
Stay focused
Bike Rack
9 ✓Things to discuss at
another time will be
tracked separately
✓Time management tool
City Civility
Principles
• Treat everyone courteously
• Listen to others respectfully
• Exercise self-control
•Give open-minded consideration to all
viewpoints
• Focus on the issues and avoid
personalizing debate
• Embrace respectful disagreement and
dissent as democratic rights, inherent
components of an inclusive public process,
and tools for forging sound decisions
10 Context for
Discussing
Strategic
Priorities
Mission: The City of Seal Beach provides excellent city services to enhance the quality of life and to preserve our small town character.
11 Key
Accomplishments
Highlighted by
Members of Council
12 • Maintained City operations during the
pandemic
• Assisted our business district along
Main Street by allowing outdoor dining
• Adopted a balanced budget and
ended the year with a small surplus
• Hired an architect to design a new
tennis center/pickleball facility
• Quickly distributed COVID relief funds
to businesses
• Identified Community pool location
(McGaugh School)
Key
Accomplishments
Highlighted by
Members of Council
(continued)
13 • Completed Sand Replenishment Project
• Continued city services in light of key
employee turnover
• Continued to address infrastructure needs
and planning for future capital
improvements
• Shifted some City services online
• Implemented a new financial software
and utility billing system
• Transitioned back into live/active
recreational programs
Key
Accomplishments
Highlighted by
Members of
Council (continued)
14 • Communicated our water conservation
efforts to the community
• Improved response time back to the
public on concerns
• Brought animal control field operations
in-house to reduce costs
• Enhanced parking enforcement in beach
lots
• Police has done a good job in
communicating with the public through
social media
• The “Ask City Hall” program on the
website has been beneficial
Additional Key
Accomplishments
Highlighted by City
Staff
15 • Timely delivered an adopted Housing Element to
HCD, and initiated numerous related efforts:
• Re-zoning and related CEQA
• Airport Land Use Commission
• Updates to the Safety Element and drafting
of Environmental Justice Element
• Ongoing coordination with HCD for
certification
• Completed comprehensive cost recovery and fee
study
• Coordinated partnership with the Orange County
Housing Finance Trust
• Revised internal Community Development
processes to streamline service, including
changes to online building permit processes,
addressing, licensing, document storage and
organization, and reporting
Additional Key
Accomplishments
Highlighted by City
Staff (continued)
• Met challenging compliance for State mandates AB 1594 and AB 1826 for solid waste and organics requirements
• Utilized $2.6 million phase one ARPA funding for capital improvement project at the Seal Beach Tennis and
Pickleball Center
• Updated the City’s Water Shortage Contingency Plan and adopted the Water Shortage Contingency Response
Ordinance
• Secured approximately $200,000 of Prop 68 Per Capita
funding for park enhancements
• Completed installation of Office 365 citywide
• Created Community Pool Project Ad-Hoc Committee and
Historic Resources Foundation
• Established partnership with the new non-profit Seal
Beach Pickleball Association to enhance pickleball
opportunities at the Tennis and Pickleball Center
Additional Key
Accomplishments
Highlighted by City
Staff (continued)
• Implemented citywide improvements to IT
services in order to provide many in-person
services to residents and customers in a virtual
environment
• Partnered with CSULB staff to create an
Internship Program that will give university
students the opportunity to gain local
government experience while at the same time
provide additional staffing resources
• Created a Staff Engagement Team to focus on
staff morale, promote health and wellness,
develop departmental relations and
communication, connect staff to the community,
and encourage professional development
• Maintained ongoing working group meetings
and partnerships with the Los Alamitos USD,
Leisure World/Golden Rain Foundation, Naval
Weapons Station, and Chamber of Commerce
City’s continued COVID-19 response
• Transitioned to parklet enforcement, and seeking permanent program options
• Continued to improve online services
• Maintained City services amidst significant staff shortages due to illness
• Moved to virtual City Council meetings for Continuity of Operations • Coordinated testing and vaccination response for City Employees • Authored comprehensive COVID-19 After Action Report
• Sought Disaster Cost Recovery for City through federal relief funds 18 City’s continued COVID-19 response
• Coordinated procurement of personal protective equipment for City employees
• Messaged COVID impacts to the public through multiple outlets • Assisted County of Orange with Incident Management team Point of Dispensing super sites
• Liaison to Orange County Health Care agency for information requests from community and Council members
• Enhanced electronic permit and development review processes to minimize in-person contact
• Completed the Small Business Economic Development Grant Program 19 Key Challenges
Highlighted by
Councilmembers
• Insufficient revenues to sustain operational
expenses, especially if a recession is on the
horizon
• Lack of funding to do important capital projects
(examples: pier restrooms, lifeguard building, IT
improvements)
• Need to make a decision on the parklets and
their aesthetics
• Upcoming labor negotiations with employee
bargaining groups and ever-increasing costs of
personnel and contractual services
20 Key Challenges
Highlighted by
Councilmembers
(continued)
• Address information technology security
concerns and finalize the IT Master Plan
• Responding to unfunded mandates
• Approval of our Housing Element and ability
to address our regional housing needs
allocation numbers
• Approval of our Local Coastal Plan
• Potential controversial land-use projects
21 Additional Key Challenges Identified by Staff
• Financial Resources Concerns
• Aging Infrastructure
• Increased Demand with Lean Staffing
• Police Reform
• Substantial Advanced Planning Work
• State Mandates
• COVID-19 Recovery
• City Brand and Identity
• New Finance System Post-Launch
Challenges
• Growth in Recreation and Events and
related costs
Setting Priorities
23 We can’t do
everything
But we can
do some
things well
23 24
Staff available to work on special
projects or Council initiatives include
the Executive Team, and some
managers and management analysts.
All have ongoing responsibilities in
their roles and assignments.
Staff Numbers
at a Glance
149.7
73.7 50
14 12
149.7
73.7 50
14 How
Management’s
Time is Spent
25 85%
5%
5%
5%
Management’s Time
Day-to-day management of municipal services
Unforseen challenges
Strategic improvements and training
New initiatives
Why Prioritize?
• Limits on staff time
and available
resources
• Establish consensus
that guides
operational decisions
• Measure the City’s
performance
26 Priorities enable Council and
staff to move in the same
direction
“Big Rocks”
•Don’t fill up the buckets with so many small rocks that you can’t fit the big ones in.
•Start with the big rocks.
27 27
Upcoming Discussion: Review Individual
Strategic Priorities
ASSESS CURRENT STATUS OF
EACH PRIORITY
DOES LAST COLUMN MEET
COUNCIL’S EXPECTATIONS?
28 Break
29 Seeking Council
Direction Using the
matrix handout,
discuss each
strategic
priority
30 Council/Staff Partnership
to Achieve Strategic Priorities
City Manager will
operationalize these
priorities, including identifying
additional resources needed
Staff will provide progress
updates
Council will focus on these
priorities and defer new
initiatives to future goal
setting sessions
31 Next Steps and
Wrap Up Workshop
Report
Closing
Comments
Progress
Updates
32 Closing Comments
33 Reflections and key
takeaways
Rick Haydon| [email protected]
Ashley Garcia | [email protected]
Thank you!
34 Lunch
Break
35