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2025-05-05 CC Agenda Packet SPCSPECIAL AGENDA EL SEGUNDO CITY COUNCIL SPECIAL MEETING MONDAY, MAY 5, 2025 2:00 PM OPEN SESSION CITY COUNCIL CHAMBER 350 MAIN STREET, EL SEGUNDO, CA 90245 Chris Pimentel, Mayor Ryan W. Baldino, Mayor Pro Tern Drew Boyles, Council Member Lance Giroux, Council Member Michelle Keldorf, Council Member Susan Truax, City Clerk Executive Team Darrell George, City Manager Barbara Voss, Deputy City Manager Saul Rodriguez, Police Chief Michael Allen, Community Development Dir. Paul Silverstein, Interim IT Director Aly Mancini, Recreation, Parks & Library Dir. Mark Hensley, City Attorney Paul Chung, CFO/City Treasurer George Avery, Fire Chief Rebecca Redyk, HR Director Elias Sassoon, Public Works Dir. MISSION STATEMENT: "Provide a great place to live, work, and visit." VISION STATEMENT: "Be a global innovation leader where big ideas take off while maintaining our unique small-town character." 1 Page 1 of 130 The City Council, with certain statutory exceptions, can only act upon properly posted and listed agenda items. Any writings or documents given to a majority of City Council regarding any matter on this agenda that the City received after issuing the agenda packet are available for public inspection in the City Clerk's Office during normal business hours. Such documents may also be posted on the City's website at www.elseaundo.org and additional copies will be available at the City Council meeting. Unless otherwise noted in the agenda, the public can only comment on City -related business that is within the jurisdiction of the City Council and/or items listed on the agenda during the Public Communications portions of the Meeting. Additionally, members of the public can comment on any Public Hearing item on the agenda during the Public Hearing portion of such item. The time limit for comments is five (5) minutes per person. Those wishing to address the City Council are requested to complete and submit to the City Clerk a "Speaker Card" located at the Council Chamber entrance. You are not required to provide personal information in order to speak, except to the extent necessary for the City Clerk to call upon you, properly record your name in meeting minutes and to provide contact information for later staff follow-up, if appropriate. When a Council Member duly requires AB 2449 teleconferencing to attend the City Council meeting the public will also be able to access the meeting and provide public comment via Zoom. To access Zoom from a PC, Mac, iPad, iPhone, or Android device, use URL https:Hzoom.us/i/ 81951332052 and enter PIN: 903629 or visit www.zoom.us on device of choice, click on "Join a Meeting" and enter meeting ID: 81951332052 and PIN: 903629. If joining by phone, dial 1-669-900-9128 and enter meeting ID and PIN. To reiterate, attending a City Council meeting by Zoom will only be used when AB 2449 is used. NOTE: Your phone number is captured by the Zoom software and is subject to the Public Records Act, dial *67 BEFORE dialing in to remain anonymous. Members of the public will be placed in a "listen only" mode and your video feed will not be shared with City Council or members of the public. REASONABLE ACCOMMODATIONS: In compliance with the Americans with Disabilities Act and Government Code Section 54953(g), the City Council has adopted a reasonable accommodation policy to swiftly resolve accommodation requests. The policy can also be found on the City's website at https.11www.else_-gundo.or_g4govemment/departments/city-clerk. Please contact the City Clerk's Office at (310) 524-2307 to make an accommodation request or to obtain a copy of the policy. 2 Page 2 of 130 2:00 PM — CONVENE OPEN SESSION — CALL TO ORDER I ROLL CALL PLEDGE OF ALLEGIANCE — PUBLIC COMMUNICATIONS — (RELATED TO CITY BUSINESS ONLY — 5 MINUTE LIMIT PER PERSON, 30 MINUTE LIMIT TOTAL) Individuals who have received value of $50 or more to communicate to the City Council on behalf of another, and employees speaking on behalf of their employer, must so identify themselves prior to addressing the City Council. Failure to do so shall be a misdemeanor and punishable by a fine of $250. While all comments are welcome, the Brown Act does not allow Council to take action on any item not on the agenda. The Council will respond to comments after Public Communications is closed. CITY MANAGER FOLLOW-UP COMMENTS — (Related to Public Communications) A. PROCEDURAL MOTIONS Read All Ordinances and Resolutions on the Agenda by Title Only Recommendation - Approval B. STAFF PRESENTATIONS 1. FY 2025-26 Budget Study Session Recommendation - 1. City Council to conduct a Budget Study Session and provide direction as necessary. 2. Alternatively, discuss and take other action related to this item. F-Al oil Eel I1001►yil=1kih1 POSTED: DATE: May 1, 2025 TIME: 4:00 PM BY: Susan Truax, City Clerk 3 Page 3 of 130 City Council Agenda Statement F I, F, G t I) O Meeting Date: May 5, 2025 Agenda Heading: Staff Presentations Item Number: B.1 TITLE: FY 2025-26 Budget Study Session RECOMMENDATION: 1. City Council to conduct a Budget Study Session and provide direction as necessary. 2. Alternatively, discuss and take other action related to this item. FISCAL IMPACT: Total proposed FY 2024-2025 budget appropriations (for all funds) equal $219,080,572 with off -setting estimated revenues and use of reserves. Of these amounts, proposed general fund appropriations equal $104,908,631 with off -setting estimated revenues and use of reserves. All applicable City financial policies are being fully adhered to. BACKGROUND: DISCUSSION: I. Study Session Overview II. Background Items III. Proposed FY 2024-25 Budget A. Overview of Revenues, Expenditures, and Fund Balance B. Departmental Budgets C. Capital Improvement Program CITY STRATEGIC PLAN COMPLIANCE: Page 4 of 130 FY 2024-25 Budget Study Session May 5, 2025 Page 2 of 2 Goal 5: Champion Economic Development and Fiscal Sustainability Objective 5B: El Segundo approaches its work in a financially strategic and responsible way. PREPARED BY: Liz Lydic, Management Analyst REVIEWED BY: Paul Chung, Chief Financial Officer APPROVED BY: Barbara Voss, Deputy City Manager ATTACHED SUPPORTING DOCUMENTS: 1. Exhibit A - Departmental Budget Line Items 2. Exhibit B - General Fund Reserve Policy 3. Exhibit C - Economic Uncertainty Reserve Policy 4. Exhibit D - Topgolf Revenue Allocation Policy 5. Exhibit E - Proposed 5 Year CIP Program spreadsheet 04-14-2025 6. Exhibit F - FY25-26 Personnel Summary 7. Exhibit G - Department Profiles FY 25-26 8. Budget Study Session —May 5, 2025_Council Budget Study Session_PPT_Budget Study Session Page 5 of 130 EXHIBIT Department CITY ATTORNEY Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 1,072,592 892,399 897,450 825,000 Maintenance & Operations 1,072,592 892,399 897,450 825,000 6214 Professional & Technical - - - - 6253 Postage - - 150 - 6254 Telephone - - 300 - 6301 Legal Counsel 689,686 769,461 655,000 655,000 6302 Plaintiff/Defense Litigation 216,402 38,368 150,000 100,000 6310 Labor Negotiation 166,477 84,256 62,000 50,000 6311 Code Enforcement 27 313 30,000 20,000 Grand Total 1,072,592 892,399 897,450 825,000 Page 6 of 130 Department CITY CLERK Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 387,475 352,661 658,095 596,780 Salaries & Benefits 275,021 291,981 487,752 501,290 4101 Salaries Full Time 191,361 213,799 363,620 371,366 4102 Salaries Part Time 7,263 - - - 4103 Overtime 998 115 - 4117 Opt - Out Payments - - - - 4201 Retirement CalPERS 22,270 18,185 34,080 34,549 4202 FICA 14,462 15,599 27,817 28,409 4203 Workers' Compensation 1,397 1,437 2,545 2,600 4204 Group Insurance 37,270 42,846 59,690 64,367 4207 CalPERS UAL Expense - - - 4210 OPEB Expense - - - - Maintenance & Operations 112,454 60,680 170,343 95,490 5204 Operating Supplies 14,872 5,455 4,000 4,000 5220 Computer Refresh Program Equipment - - - - 6201 Advertising/Publishing 2,915 2,548 5,500 5,500 6206 Contractual Services - - - - 6207 Equipment Replacement Charge - - - - 6208 Dues & Subscriptions 820 664 2,990 3,300 6211 Insurance & Bonds 1,000 - - - 6213 Meetings & Travel 3,354 2,662 5,500 5,500 6214 Professional & Technical 56,222 22,907 107,500 32,500 6219 Network Operating Charge 6,953 7,925 8,203 8,490 6223 Training & Education 3,090 800 5,450 3,750 6224 Vehicle Operating Charge - - - - 6245 Employee Engagement 750 6253 Postage 141 192 200 200 6254 Telephone 2,299 1,544 4,000 4,000 6255 ESMC Recodification 12,000 10,197 15,000 15,000 6260 Equipment Leasing Costs 8,788 5,785 12,000 12,500 Capital Outlay - - - - 8104 Equipment - - - - Grand Total 387,475 352,661 658,095 596,780 Page 7 of 130 Department CITY COUNCIL Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 (001) GENERAL FUND 257,563 202,642 224,272 (1101) CITY COUNCIL 257,563 202,642 224,272 Salaries & Benefits 181,734 172,453 177,116 4101 Salaries Full Time 54,475 54,292 54,000 4201 Retirement CalPERS 2,720 2,392 4,402 4202 FICA 3,643 3,379 4,131 4203 Workers' Compensation 549 380 378 4204 Group Insurance 120,348 112,011 114,205 4210 OPEB Expense - - - Maintenance & Operations 75,828 30,189 47,156 5204 Operating Supplies 3,339 3,277 3,000 5206 Computer Supplies - - 6,250 5220 Computer Refresh Program Equipment - - - 6201 Advertising/Publishing 1,100 3,300 5,000 6208 Dues & Subscriptions 7,473 2,094 10,000 6213 Meetings & Travel 18,737 13,742 18,000 6214 Professional & Technical 35,857 - - 6219 Network Operating Charge 1,700 1,938 2,006 6253 Postage 23 19 400 6254 Telephone 7,599 5,820 2,500 6403 Sister City - - - Grand Total 257,563 202,642 224,272 Projected FY 25-26 227,098 227,098 177,872 53,976 5,149 4,129 378 114,240 49,226 5,000 6,250 5,000 10,000 18,000 2,076 400 2,500 227,098 Page 8 of 130 Department CITY MANAGER Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 2,602,671 2,786,842 2,807,177 3,140,747 Salaries & Benefits 1,746,474 1,860,006 1,837,691 1,991,807 4101 Salaries Full Time 1,196,934 1,301,840 1,279,702 1,390,770 4102 Salaries Part Time 149,461 149,502 123,710 130,703 4103 Overtime 7,239 4,072 10,000 10,000 4117 Opt - Out Payments - 500 - - 4118 Replacement Benefit Contributions 3,275 6,154 - - 4201 Retirement CalPERS 119,762 107,082 124,192 127,015 4202 FICA 98,062 98,884 96,508 105,379 4203 Workers' Compensation 22,425 24,185 18,561 24,009 4204 Group Insurance 101,889 118,585 138,151 160,256 4207 CalPERS UAL Expense - - - 4210 OPEB Expense - 4210 OPEB liability - - - - 4211 401(a) Employer's Contribution 36,178 38,341 36,607 34,555 4221 Car Allowance 11,250 10,863 10,260 9,120 Maintenance & Operations 856,196 896,836 969,486 1,148,940 5201 Office Supplies 193 860 2,500 2,500 5204 Operating Supplies 45,381 22,934 56,700 34,500 5220 Computer Refresh Program Equipment - - - - 6201 Advertising/Publishing 287,719 326,570 319,500 354,500 6203 Copy Machine Charges - - - - 6205 Other Printing & Binding 1,065 4,585 14,500 13,200 6206 Contractual Services 187,139 132,285 157,700 146,000 6207 Equipment Replacement Charge 22,629 22,629 24,940 23,766 6208 Dues & Subscriptions 43,241 34,023 81,722 69,689 6213 Meetings & Travel 31,302 34,673 43,990 45,970 6214 Professional & Technical 175,503 229,307 183,600 320,100 6215 Repairs & Maintenance 998 1,201 1,200 1,200 6217 Software Maintenance 6,964 7,139 7,140 7,140 6219 Network Operating Charge 11,650 13,279 13,744 14,225 6223 Training & Education 1,525 1,499 7,100 5,000 6245 Employee Engagement 60,000 6253 Postage 8 1 150 150 6254 Telephone 6,759 9,612 6,000 4,000 6260 Equipment Leasing Costs - - - - 6401 Community Promotion - 1,999 4,000 2,000 6406 LAX Master Plan Intervention 34,119 54,239 45,000 45,000 6407 State and Local Lobbiest - - - - Capital Outlay 30,000 - - 8105 Automotive 30,000 8108 Computer Hardware - - - - Grand Total 2,602,671 2,786,842 2,807,177 3,140,747 Page 9 of 130 - Department COMMUNITY DEVELOPMENT DEPARTMEL_ Actual FY 22-23 ' Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 2,790,513 2,624,236 3,745,094 3,957,955 Salaries & Benefits 2,238,263 2,086,971 2,813,822 2,789,279 4101 Salaries Full Time 1,612,111 1,526,693 1,950,204 2,081,201 4102 Salaries Part Time 17,694 12,329 88,338 - 4103 Overtime 6,364 8,092 18,500 17,000 4113 Reimbursable Overtime 51,930 14,106 60,000 25,000 4117 Opt - Out Payments - - - - 4201 Retirement CalPERS 187,198 145,195 194,319 195,769 4202 FICA 125,058 118,685 150,985 155,419 4203 Workers' Compensation 46,729 41,909 52,812 77,255 4204 Group Insurance 176,591 204,259 283,393 222,574 4205 Unfiorm Allowance - - - - 4205 Uniform Allowance 410 402 380 570 4207 CalPERS UAL Expense - - - 4209 PARS Expense - 4210 OPEB Expense 4210 OPEB liability - - - - 4211 401(a) Employer's Contribution 9,178 10,275 9,931 9,931 4215 Uniform Replacement 197 400 - 4217 Early Retirement Incentive - - - - 4221 Car Allowance 5,000 4,828 4,560 4,560 Maintenance & Operations 552,250 537,265 931,272 1,168,677 5204 Operating Supplies 10,319 27,400 14,000 14,000 5206 Computer Supplies - - 6,100 - 5220 Computer Refresh Program Equipment - - - 6102 Electric Utility 13 35 - - 6201 Advertising/Publishing 9,196 11,511 11,000 11,000 6205 Other Printing & Binding - - - - 6206 Contractual Services 5,080 8,253 50,000 50,000 6207 Equipment Replacement Charge 6,010 11,390 32,751 35,529 6208 Dues & Subscriptions 5,939 4,263 17,455 17,481 6213 Meetings & Travel 2,668 3,447 11,900 16,600 6214 Professional & Technical 444,257 392,306 675,000 900,000 6215 Repairs & Maintenance - - - - 6219 Network Operating Charge 47,000 53,571 55,446 57,387 6223 Training & Education 12,926 7,155 21,000 28,900 6245 Employee Engagement - 6253 Postage 1,556 3,606 6,500 7,500 6254 Telephone 5,136 10,932 11,520 11,680 6260 Equipment Leasing Costs - - - - 6263 Commissioners Expense 2,150 2,722 18,600 18,600 6267 Zoning Text Amendment 675 Grand Total 2,790,513 2,624,236 3,745,094 3,957,955 Page 10 of 130 FINANCE DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26_ (001) GENERAL FUND 2,489,085 2,706,282 2,766,646 2,807,702 Salaries & Benefits 2,052,467 1,966,509 2,277,922 2,264,176 4101 Salaries Full Time 1,536,148 1,465,954 1,708,347 1,681,630 4102 Salaries Part Time 31,560 29,486 5,408 39,686 4103 Overtime 2,936 2,686 4,000 8,000 4113 Reimbursable Overtime - - - - 4117 Opt - Out Payments 3,018 1,500 - - 4201 Retirement CalPERS 165,598 130,966 159,775 154,810 4202 FICA 120,043 115,659 128,549 128,509 4203 Workers' Compensation 11,309 11,174 12,170 12,035 4204 Group Insurance 173,435 204,127 246,631 226,463 4207 CalPERS UAL Expense - - - 4210 OPEB Expense - - - - 4211 401(a) Employer's Contribution 5,410 3,396 8,937 8,937 4221 Car Allowance 3,010 1,560 4,104 4,104 Maintenance & Operations 428,510 739,773 488,723 543,526 4999 Cash Over/Short 100 (78) - - 5201 Office Supplies - - - - 5204 Operating Supplies 12,953 8,542 13,200 12,700 5214 Housing Supplies - - - - 5220 Computer Refresh Program Equipment 6139 Bank Service Charges - - - - 6201 Advertising/Publishing 560 280 250 250 6203 Copy Machine Charges - - - - 6205 Other Printing & Binding 1,639 1,425 1,850 2,500 6206 Contractual Services - - - - 6207 Equipment Replacement Charge - - - - 6208 Dues & Subscriptions 2,053 2,155 4,920 3,290 6213 Meetings & Travel 22,030 21,951 43,450 34,550 6214 Professional & Technical 327,213 643,730 347,550 414,960 6217 Software Maintenance 840 840 - - 6219 Network Operating Charge 37,900 43,199 44,711 46,276 6223 Training & Education 8,414 4,777 14,350 11,800 6245 Employee Recognition 182 - 1,000 1,000 6253 Postage 4,379 4,811 6,100 4,900 6254 Telephone 10,247 8,142 11,342 11,300 6260 Equipment Leasing Costs - - - - Capital Outlay 8,108 - 8104 Equipment 8,108 - Grand Total 2,489,085 2,706,282 2,766,646 2,807,702 Page 11 of 130 Department FIRE DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 12,876,872 14,470,014 15,663,956 18,231,095 Salaries & Benefits 11,318,095 12,509,569 13,664,000 15,240,583 4101 Salaries Full Time 4,951,264 6,188,440 7,410,656 7,529,802 4102 Salaries Part Time 69,872 107,199 31,262 33,808 4103 Overtime 5,250 15,758 30,000 30,000 4103 Overtime - Professional Development Coverage 119,480 181,094 175,000 170,000 4104 Overtime - Unplanned 5,450 395,000 735,000 4105 Holiday Pay 269,393 271,959 326,574 434,924 4107 Overtime - FLSA Expenditures 622,466 566,498 625,000 615,000 4110 Overtime - Safety Staffing Coverage 1,722,229 1,661,790 970,000 875,000 4113 Overtime - Reimbursable 15 8,348 33,500 73,500 4117 Opt - Out Payments - - - - 4118 Replacement Benefit Contributions 7,141 11,336 45,000 18,000 4201 Retirement CalPERS 1,403,051 1,267,317 1,467,294 1,618,813 4202 FICA 155,435 168,542 150,031 160,926 4203 Workers' Compensation 1,180,250 1,205,020 1,031,644 1,031,880 4204 Group Insurance 781,802 821,491 926,123 903,652 4205 Uniform Allowance 2,340 2,491 1,976 1,368 4207 CalPERS UAL - - - 966,409 4209 PARS Expense - 4210 OPEB Expense 4211 401(a) Employer's Contribution - - - - 4215 Uniform Replacement 28,107 26,833 44,940 42,500 Maintenance & Operations 1,558,777 1,960,445 1,795,926 2,990,512 5201 Office Supplies 3,550 3,652 2,000 2,000 5203 Repair & Maintenance Supplies 3,958 9,001 12,400 12,400 5204 Operating Supplies 172,367 178,466 254,700 271,500 5207 Small Tools & Equipment 4,380 9,655 10,500 10,500 5214 Housing Supplies 9,608 16,342 18,720 19,000 5218 Training Materials & Supplies 7,366 5,194 11,250 11,250 5220 Computer Refresh Program Equipment - - - - 5255 CPR Class Operating Supplies - - - - 5255 CPR Class Supplies 1,740 2,498 2,500 2,500 6101 Gas Utility 6,056 4,098 8,250 6,500 6102 Electric Utility 37,683 42,696 38,000 40,000 6103 Water Utility 8,064 9,138 10,500 11,500 6201 Advertising/Publishing - 2,161 5,000 2,000 6205 Other Printing & Binding 697 312 1,050 1,050 6207 Equipment Replacement Charge 305,211 332,597 129,612 369,632 6208 Dues & Subscriptions 9,624 12,819 16,543 18,824 6211 Insurance & Bonds 350,000 400,000 400,000 475,101 6213 Meetings & Travel 8,331 17,764 59,700 52,700 6214 Professional & Technical 470,370 587,547 425,085 725,250 6215 Repairs & Maintenance 21,391 95,517 104,920 86,960 6217 Software Maintenance 25,570 36,608 - 5,500 6219 Network Operating Charge 10,300 11,740 12,151 12,576 6221 Educational Incentive - - - - 6223 Training & Education 35,206 51,007 90,900 89,700 6245 Employee Engagement 1,000 6249 Fees & Licenses - 5,359 5,783 - 6251 Communication/Mobile Radio 4,861 40,617 82,307 682,314 6253 Postage 1,217 809 1,100 1,100 6254 Telephone 59,226 44,345 45,955 49,155 6257 Public Education 2,000 8,303 32,000 20,500 6259 Breathing Apparatus - 32,199 15,000 10,000 6260 Equipment Leasing Costs - - - Capital Outlay 204,031 8104 Capital/Equipment - 8104 Equipment - - 8105 Automotive - 204,031 - Grand Total 12,876,872 14,470,014 15,663,956 18,231,095 Page 12 of 130 Department HUMAN RESOURCES DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26_ (001) GENERAL FUND 1,586,742 1,354,386 2,194,785 2,059,083 Salaries & Benefits 692,114 699,798 918,519 856,249 4101 Salaries Full Time 535,789 552,323 713,274 687,519 4102 Salaries Part Time - - - - 4103 Overtime 5,000 4117 Opt - Out Payments - - - - 4201 Retirement CalPERS 54,352 45,109 65,290 60,303 4202 FICA 37,547 39,821 52,126 49,452 4203 Workers' Compensation 3,782 3,505 4,993 4,813 4204 Group Insurance 47,884 45,447 69,795 36,121 4207 CalPERS UAL Expense - - - 4210 OPEB Expense - - - - 4211 401(a) Employer's Contribution 8,260 9,248 8,937 8,937 4221 Car Allowance 4,500 4,345 4,104 4,104 Maintenance & Operations 894,628 654,588 1,276,265 1,202,834 5201 Office Supplies - - - - 5204 Operating Supplies 4,831 6,052 6,300 6,300 5206 Computer Supplies 5,779 - 3,500 3,500 5220 Computer Refresh Program Equipment - - - - 5221 Employee Physicals 33,211 39,035 45,250 75,250 5222 Wellness 13,441 3,144 10,500 11,566 6201 Advertising/Publishing 7,581 9,143 8,500 7,000 6203 Copy Machine Charges - - - - 6205 Other Printing & Binding - 121 300 300 6206 Contractual Services 37,501 37,500 37,500 38,625 6207 Equipment Replacement Charge - - - - 6208 Dues & Subscriptions 9,059 3,169 7,000 7,000 6213 Meetings & Travel 5,665 6,445 8,000 8,000 6214 Professional & Technical 507,511 266,612 697,200 650,000 6215 Repairs & Maintenance - - 120 - 6217 Software Maintenance - - - - 6219 Network Operating Charge 8,600 9,802 10,145 10,501 6221 Tuition Reimbursement - - 10,000 10,000 6223 Citywide Training 97,764 138,390 151,100 151,100 6225 Department Training 2,153 1,712 10,000 10,000 6231 Employee Service Awards 4,703 2,514 - - 6245 Employee Engagement - 34,734 100,000 41,000 6253 Postage 643 313 800 500 6254 Telephone 3,107 1,862 4,560 6,703 6260 Equipment Leasing Costs - - - - 6262 Testing/Recruitment 153,077 94,039 165,490 165,490 Grand Total 1,586,742 1,354,386 2,194,785 2,059,083 Page 13 of 130 INFORMATION TECHNOLOGY DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 3,494.004 3.541,956 3.912.086 4.107.350 Salaries & Benefits 880,967 1,241,530 1,482.785 1,601.248 4101 Salaries Full Time 648,124 949,845 1,098,661 1,189,423 4102 Salaries Part Time - - 18,054 18,957 4103 Overtime 6,796 2,631 20,000 20,000 4116 Standby Pay - 2,680 8,500 4201 Retirement CalPERS 85,202 87,412 109,016 110,639 4202 FICA 53,711 70,883 82,157 89,269 4203 Workers' Compensation 4,583 6,580 7,811 8,452 4204 Group Insurance 71,092 106,396 132,595 141,518 4207 CalPERS UAL Expense - - - 4210 OPEB Expense - - - - 4211 401(a) Employer's Contribution 7,659 10,275 9,931 9,931 4221 Car Allowance 3,800 4,828 4,560 4,560 Maintenance & Operations 1,808.150 1.596,641 2,429.301 2.506.102 5204 Operating Supplies 1,741 2,312 5,000 5,125 5206 Computer Supplies 38,348 32,402 48,000 45,000 5220 Computer Refresh Program Equipment - - - - 6081 Miscellaneous Computer - 39,786 54,000 57,000 6203 Copy Machine Charges 46,739 64,479 36,000 36,000 6206 Contractual Services 89,951 132,604 231,650 215,000 6207 Equipment Replacement Charge 266,798 225,646 224,830 224,073 6208 Dues & Subscriptions 179 1,130 4,000 3,000 6213 Meetings & Travel 722 - 15,000 15,000 6214 Professional & Technical 538,409 197,021 570,000 500,000 6215 Repairs & Maintenance 10,800 884 15,000 10,000 6216 GASB 96 SBITA-Debt Service Principle&lnt 416,048 621,895 651,191 - 6217 Software Maintenance 759,358 504,079 766,188 1,597,654 6218 Hardware Maintenance 12,000 241,208 276,000 284,000 6219 Network Operating Charge (432,103) (515,998) (534,058) (552,750) 6223 Training & Education 6,791 - 10,000 8,000 6245 Employee Engagement 253 403 1,500 1,500 6254 Telephone 52,117 48,790 55,000 57,500 6260 Equipment Leasing Costs - - - - Capital Outlav 804.887 703.785 8108 Capital/Computer Hardware 804,887 703,785 Grand Total 3.494.004 3.541.956 3.912.086 4.107.350 Page 14 of 130 Department NON DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 6,530,745 8,024,695 6,785,227 7,508,339 Salaries & Benefits 5,108,647 5,637,801 4,626,282 5,403,163 4101 Salaries Full Time - - - - 4102 Salaries Part Time 4103 Overtime - - - - 4108 Vacation Leave Payout 884,901 858,483 492,282 492,282 4109 Vac/Sick Pay - Termination - - - - 4112 Sick Leave Payout 583,673 619,782 400,000 400,000 4113 Reimbursable Overtime - - - - 4201 Retirement CaIPERS (31,085) (16) 4202 FICA 39,048 - 4203 Workers' Compensation - - - - 4204 Group Insurance 3,462,009 3,925,551 3,500,000 3,500,000 4207 CalPERS UAL - - - 781,381 4209 PARS Expense 170,100 234,000 234,000 229,500 4220 Pers Amortization - - - - 4251 CalPERS Payments - - - - Maintenance & Operations 1,422,098 2,386,895 2,158,945 2,105,176 4907 Interest Expense 20,156 152,835 18,900 18,900 4908 Golf Course Loan Pmt to ERF - - 520,000 520,000 4999 Cash Over/Short (4) 97 - - 5204 Operating Supplies 2,319 5206 Computer Supplies - 5220 Computer Refresh Program Equipment 5420 Reimbursable Expenditures (168,652) 6106 Covid Vaccinations 6116 Building Lease Charge - - - - 6139 Bank Service Charges 55,032 63,687 25,000 25,000 6172 Bad Debt Expense 63 10 - - 6203 Copy Machine Charges - - 6205 Other Printing & Binding - - - - 6206 Contractual Services 15,742 16,285 26,000 26,000 6207 Equipment Replacement Charge - 500,000 200,000 - 6208 Dues & Subscriptions - 1,422 - - 6211 Insurance & Bonds 750,000 700,000 700,000 831,426 6213 Meetings & Travel - 209 - - 6214 Professional & Technical 19,706 17,632 25,000 25,000 6216 GASB 87 Lease -Debt Service Principle&lnt 141,973 53,474 100,000 110,000 6219 Network Operating Charge 8,600 9,802 10,145 10,501 6222 Lease Payment Parking Garage 302,250 308,951 310,000 310,000 6223 Training & Education 4,464 6244 Other Unclassified Expense 658 304,947 - - 6245 Employee Recognition (22) - - - 6247 Unemployment Compensation 60,760 21,412 20,000 20,000 6250 Volunteer Recognition - - - - 6253 Postage 890 1,424 - - 6254 Telephone 6,070 5,878 7,500 7,500 6260 Equipment Leasing Costs 613 639 - - 6297 Credit Card Fees 36,895 57,798 15,000 15,000 6301 Legal Councel - - - - 6401 Community Promotion - - 1,400 - 6405 ESUSD Funding Agreement 171,368 163,608 180,000 185,850 6406 LAX Master Plan Intervention - - - - 6407 Washington Lobbiest Transportation & Inf - - - - Grand Total 6,530,745 8,024,695 6,785,227 7,508,339 Page 15 of 130 Department POLICE DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 20,039,722 21,843,672 22,231,649 25,192,018 Salaries & Benefits 16,010,176 17,341,744 17,825,235 20,701,645 4101 Salaries Full Time 8,924,734 10,267,317 10,789,157 11,838,996 4102 Salaries Part Time 139,362 152,708 224,278 176,032 4103 Overtime 1,232,830 1,493,049 925,000 867,000 4105 Holiday Pay 504,362 512,865 557,590 614,864 4113 Reimbursable LA County - TRAP 1,236 - - - 4113 Reimbursable Overtime 163,803 38,562 158,000 4117 Opt - Out Payments 3,518 - - - 4118 Replacement Benefit Contributions 24,557 10,336 88,461 30,000 4201 Retirement CaIPERS 2,138,865 1,977,684 2,101,546 2,359,624 4202 FICA 292,948 314,283 290,727 309,915 4203 Workers' Compensation 1,285,637 1,329,909 1,303,143 1,440,490 4204 Group Insurance 1,204,006 1,231,032 1,533,210 1,660,707 4205 Uniform Allowance 2,831 14,000 8,413 7,894 4207 CalPERS UAL - - - 1,148,122 4209 PARS Expense - 4210 OPEB Expense 4211 401(a) Employer's Contribution - - - 4215 Uniform Replacement 91,488 - 3,710 90,000 Maintenance & Operations 4,029,547 4,463,823 4,406,414 4,490,373 5204 Operating Supplies 65,332 75,904 67,000 70,350 5206 Computer Supplies 3,447 4,632 4,000 7,000 5211 Photo & Evidence Supplies 5,727 5,965 5,500 5,500 5212 Prisoner Meals 123 - - - 5215 Vehicle Gasoline Charge 527 - - - 5218 Training Materials & Supplies 35,719 34,607 39,000 55,000 5220 Computer Refresh Program Equipment - - - - 6205 Other Printing & Binding 16,065 18,196 15,900 16,400 6206 Contractual Services 2,192,966 2,498,891 2,573,727 2,104,110 6207 Equipment Replacement Charge 378,554 479,996 479,616 680,804 6208 Dues & Subscriptions 13,262 11,964 8,060 12,579 6211 Insurance & Bonds 550,000 500,000 500,000 593,876 6212 Laundry & Cleaning 6,622 6,314 - 8,000 6213 Meetings & Travel 55,387 60,163 26,650 65,750 6214 Professional & Technical 217,985 227,152 225,750 226,450 6215 Repairs & Maintenance 4,005 7,346 3,000 163,904 6216 Rental Charges 15,000 15,000 15,000 9,600 6219 Network Operating Charge 129,300 147,378 152,536 157,875 6223 Training & Education 35,676 35,138 31,500 34,500 6224 Vehicle Operating Charge - - - - 6225 PD Admin/POST Training & Education 1,655 5,457 6245 Employee Engagement 6251 Communication/Mobile Radio - - - - 6253 Postage 5,279 4,800 3,675 3,675 6254 Telephone 164,530 180,706 135,000 145,000 6260 Equipment Leasing Costs 8,498 8,313 - - 6272 Court Costs - - - - 6273 In -Custody Medical Charges 53,768 53,097 53,000 53,500 6274 Investigations Expense 12,117 12,891 10,000 10,000 6275 K-9 Dog Care Services 7,108 9,768 7,000 14,000 6278 Computer Charges - - - - 6288 S.W.A.T.Program 12,868 12,347 10,500 12,500 6289 Education Reimbursement 38,025 47,798 40,000 40,000 Capital Outlay - 38,104 - - 8103 Capital/Other Improvements - 8104 Equipment - 8105 Automotive 38,104 - - Grand Total 20,039,722 21,843,672 22,231,649 25,192,018 Page 16 of 130 Department PUBLIC WORKS DEPARTMENT Actual FY 22-23 Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 7,231,148 8,165,794 9,844,794 9,916,735 Salaries & Benefits 3,127,174 3,504,906 4,370,388 4,178,611 4101 Salaries Full Time 2,007,260 2,272,279 2,881,644 2,845,126 4102 Salaries Part Time 32,386 28,319 25,543 25,543 4103 Overtime 133,031 150,130 135,000 140,000 4113 Reimbursable Overtime - 20 - - 4116 Standby Pay 27,410 31,278 29,000 45,500 4117 Opt - Out Payments 6,992 6,950 6,270 - 4201 Retirement CaIPERS 224,365 210,929 282,310 267,555 4202 FICA 171,318 193,229 222,782 217,117 4203 Workers' Compensation 207,092 229,788 260,676 188,400 4204 Group Insurance 307,396 370,871 502,021 424,227 4207 CalPERS UAL Expense - - - 4209 PARS Expense - 4210 OPEB Expense - 4210 OPEB liability - - - 4211 401(a) Employer's Contribution 6,424 7,193 6,951 6,951 4215 Uniform Replacement - 540 15,000 15,000 4221 Car Allowance 3,500 3,380 3,192 3,192 Maintenance & Operations 4,054,063 4,660,888 5,474,406 5,738,124 5201 Office Supplies 82 - - - 5203 Repair & Maintenance Supplies 62,898 55,851 90,000 90,000 5204 Operating Supplies 301,036 421,113 605,200 536,200 5206 Computer Supplies 1,000 327 2,500 2,500 5207 Small Tools & Equipment 3,892 7,390 18,000 17,000 5215 Vechicle Gasoline Charge 308,773 473,943 350,000 350,000 5220 Computer Refresh Program Equipment - - - - 6101 Gas Utility 13,849 9,499 57,000 37,000 6102 Electric Utility 786,933 816,104 615,000 718,000 6103 Water Utility 46,900 52,990 79,000 89,000 6104 Electricity Charges 77,264 89,808 70,000 70,000 6105 Aquatics Gas Utilities 162,076 120,708 200,000 100,000 6201 Advertising/Publishing 1,391 1,344 5,000 5,000 6204 Fleet Operating Charge - - - - 6205 Other Printing & Binding - - - - 6206 Contractual Services 1,599,810 1,941,216 2,302,500 2,826,727 6207 Equipment Replacement Charge 99,606 125,813 81,595 87,056 6208 Dues & Subscriptions 8,786 4,658 10,450 8,750 6209 Dump Fees - - - - 6210 Hazard Material Disposal Fee 383 1,715 10,000 8,000 6212 Laundry & Cleaning 9,992 15,136 19,500 18,500 6213 Meetings & Travel 1,616 3,965 19,500 14,500 6214 Professional & Technical 27,668 35,312 44,500 56,500 6215 Repairs & Maintenance 29,667 25,824 70,000 50,000 6216 Rental Charges - - - - 6217 Software Maintenance 2,000 - 2,000 - 6219 Network Operating Charge 32,200 36,702 37,987 39,316 6223 Training & Education 4,679 5,658 33,000 37,000 6224 Vehicle Operating Charge 307,308 108,720 457,536 460,000 6245 Employee Engagement - 6249 Fees & Licenses - 19,877 21,463 - 6253 Postage 418 5,499 1,125 1,125 6254 Telephone 20,759 21,133 21,550 25,950 6260 Equipment Leasing Costs - - - - 6281 Emergency Facilities Maintenance 121,194 30,324 200,000 50,000 6282 Emergency Repair 11,606 4,843 50,000 40,000 6304 Smoky Hollow Parking in Lieu 10,277 225,415 - - Capital Outlay 49,910 8104 Equipment 49,910 Grand Total 7,231,148 8,165,794 9,844,794 9,916,735 Page 17 of 130 - Department RECREATION PARK AND LIBRARY DEPARTMENT Actual FY 22.23 IL Actual FY 23-24 Adopted FY 24-25 Projected FY 25-26 (001) GENERAL FUND 8,427,089 8,367,798 10,744,896 11,200,080 Salaries & Benefits 5,612,099 5,567,190 7,474,644 7,619,110 4101 Salaries Full Time 2,620,872 2,615,754 2,959,095 3,024,813 4102 ESUSD - Salaries Part Time 104,002 111,035 118,884 118,450 4102 Salaries Part Time 1,521,386 1,514,295 2,818,136 2,949,253 4103 Overtime 51,879 52,666 52,000 64,000 4113 Reimbursable Overtime - 600 - - 4116 Standby Pay 5,861 4117 Opt - Out Payments 6,623 1,250 - - 4201 Retirement CaIPERS 323,069 265,726 286,878 285,252 4202 FICA 335,640 332,375 440,075 454,900 4203 Workers' Compensation 271,761 272,795 334,027 257,365 4204 Group Insurance 350,635 384,361 440,695 446,223 4205 Unfiorm Allowance - - - - 4207 CalPERS UAL Expense 4210 OPEB Expense - - - - 4211 401(a) Employer's Contribution 9,178 10,275 10,453 10,453 4215 Uniform Replacement 6,193 1,230 9,600 3,600 4221 Car Allowance 5,000 4,828 4,800 4,800 Maintenance & Operations 2,814,990 2,800,608 3,270,252 3,580,970 4999 Cash Over/Short - - - - 5201 Office Supplies 13 5203 Repair & Maintenance Supplies 5,824 - - - 5204 Operating Supplies 263,783 274,310 355,618 401,830 5206 Computer Supplies - - - - 5207 Small Tools & Equipment 2,277 1,095 2,700 2,700 5220 Computer Refresh Program Equipment - - - - 5501 Adult Books & Other Printed Material 63,734 35,928 28,656 - 5501 Books/Other Printed Material - 32,027 50,300 52,315 5503 Author Event/Printed Materials - - - 5505 Young Peoples Books 39 20,200 5507 School Library Material 9,800 6082 Broadband Fiber - - - 6101 Gas 221 - 10,000 10,000 6101 Gas Utility 43,135 40,743 50,000 50,000 6102 Electric Utility 173,011 187,548 184,000 184,000 6103 Water Utility 226,664 204,939 265,024 265,066 6201 Advertising/Publishing 29,709 27,637 66,300 66,425 6201 Advertising/Publishing - Library Admin - 150 - - 6201 Advertising/Publishing-Library Youth Ser 722 792 1,158 500 6205 Other Printing & Binding 1,851 784 2,500 - 6206 Contractual Services 905,686 789,035 975,751 1,142,000 6207 Equipment Replacement Charge 228,063 343,711 202,828 318,823 6208 Dues & Subscriptions 5,212 6,512 9,865 12,800 6211 Insurance & Bonds 16,600 - - - 6212 Laundry & Cleaning 7,074 7,228 8,000 8,000 6213 Meetings & Travel 2,855 10,191 24,897 23,000 6214 Professional & Technical 319,762 496,593 522,260 491,392 6215 Repairs & Maintenance 249,804 69,707 197,013 198,540 6216 Rental Charges 96 - - - 6217 Software Maintenance - - - - 6219 Network Operating Charge 137,900 157,181 162,682 168,376 6223 Training & Education 9,829 10,534 28,453 32,550 6245 Employee Engagement - 6249 Fees & Licenses 8,235 14,600 18,250 18,470 6253 Postage 59 114 3,000 3,000 6254 Telephone 60,637 66,083 64,441 63,433 6260 Equipment Leasing Costs - - - - 6263 Commissioners Expense 2,450 800 2,500 2,500 6277 Resource Databases 27,371 1,117 6,875 6,800 6409 Audiovisual Materials 1,192 2,300 2,750 2,750 6410 E-Books 21,183 18,950 24,432 25,700 Capital Outlay - - 8104 Equipment 8105 Automotive 8108 EXPENDITURES - - - _ 8,427,089 8,367,798 10,744,896 11,200,080 Page 18 of 130 General Fund Balance Policy EXHIBIT B Purpose - To mitigate current and future risks and to ensure a balanced budget While our financial reserves provide us security against unexpected emergencies and contingencies, our policies for setting those target levels should be periodically reviewed to balance our community's level of risk tolerance against our operating expenditure needs. 1. Beginning with the Fund Balance for Fiscal Year ended June 30, 2024, establish target General Fund Unassigned Fund Balance at a minimum of 25% of General Fund Expenditures. 2. The long-term General Fund reserve policy objective is to maintain the target General Fund Unassigned Fund Balance at 25% of General Fund Expenditures. Balanced Operating Budget The City Council's policy is that General Fund annually adopted Appropriations must not exceed General Fund annually adopted Estimated Revenues. 4/12/23 12:41 PM Page 19 of 130 rXHIBII C Economic Uncertainty (Revenue Offset) Reserve Policy Purpose - To mitigate current and future risks due to fluctuations in the City's core tax revenues (net of Chevron). These core revenues are Transient Occupancy Tax (T.O.T.), Business License Tax, Sales and Use Tax, Property Tax, and Utility Users Taxes. Based on a staff recommendation the City Council has elected to adopt a Revenue Offset Reserve Policy to address the instability of the City's Core Revenues. 1. For Fiscal Year ending June 30, 2026, maintain the Economic Fund Uncertainty Balance at $2,000,000. 2. Thresholds established: a. Minimum target balance of $2,000,000 in subsequent years. b. The maximum balance shall be any excess reserves as designated by City Council. 3. Once target level is reached, reevaluate the appropriate funding level each fiscal year during the budget adoption process. Use of Reserves This policy requires that these funds be used for balancing the General Fund Operating Budget in those years when the core revenues are experiencing downward swings. Annually, to determine if the Fund reserves should be used to offset revenue loss, staff will calculate the baseline 5-year rolling average for the aggregate of the five major revenue categories. In a year that the revenues are under performing to this calculation, reserves may be transferred to the General Fund to offset this loss of revenue and reported to City Council. If revenues are over performing to this calculation the above maximum target level funding should be followed. 5/ 1 /24 Page 20 of 130 EXHIBIT D City of El Segundo Topgolf Revenue Allocation Policy Purpose The primary goal of dedicating Topgolf revenues to specific City Council strategic goals and initiatives is to ensure that sufficient funds will be allocated towards the delivery of City Council's direction. Establishing sound policy guidelines promotes adherence to the long-term strategic plan. The City's overall objective is to fund CALPERS pension plan near 100%, to repay the loan owed to the Equipment Replacement Fund, and to establish a dedicated revenue source to the development of much needed infrastructure and capital projects. Policy Background The Topgolf facility is projected to generate over $1,920,000 in recurring General Fund and Golf Fund revenues/investment, including the following: • Annual $1,300,000 driving range ground lease payment (with a 10% adjustment every five years); • Annual $200,000 Community Benefit Contribution; • Annual $200,000 Golf Course and Driving Range Capital Contribution; • Recurring 3% beverage fee payment at driving range and golf course (with a minimum guarantee of $200,000 from the driving range); and • Annual $20,000 golf course ground lease payment (with a 10% adjustment every five years). The Topgolf Revenue Allocation Policy is to provide guidance on dedicating this new revenue source towards City Council strategic goals and initiatives related to funding pension liabilities and development of City infrastructure needs. This funding policy should also support the decision -making process of City Council and should be consistent with the overall purpose and goals of the City's pension plan. The proposed Policy recognizes that it is fiscally prudent to do the following: • Maintain the City's sound financial position; • Ensure the City has the flexibility to respond to changes in future service priorities, revenue levels, and operating expenditures; • Protect the City's creditworthiness; Page 21 of 130 • Ensure that all pension funding decisions are structured to protect both current and future taxpayers, ratepayers, and residents of the City; • Ensure that City debt is consistent with City's strategic planning goals, objectives, capital improvement program, and operating budget; and • Ensure existing City infrastructure is properly maintained and developed and there is a dedicated funding source to address these needs. Policy Discussion The City is committed to fiscal sustainability by employing long-term financial planning efforts, maintaining appropriate reserve levels, and employing prudent practices in governance, management, budget administration, and financial reporting. This proposed policy is intended to make all relevant information readily available to decision -makers, City employees, and members of the public to improve the quality of decisions, identify policy goals, and demonstrate a commitment to sound, long-term financial planning. Adherence to this proposed policy signals to rating agencies and capital markets that the City is well -managed and able to meet its financial obligations in a timely manner. The purpose of the funding policy is to establish a framework for funding the repayment of the Equipment Replacement Funds ($5.6 million) borrowed by the Golf Fund, funding future liabilities associated with the City of El Segundo's defined benefit pension plan, and funding capital maintenance and infrastructure improvement projects within the City. There are several advantages to developing a policy to address how this new revenue source will be dedicated to implementing City Council's strategic goals and initiatives. These advantages include the following: • Provides framework to ensure proper management of future liabilities and to minimize effects on operations. Adoption of a funding policy will ensure a disciplined decision -making process, which will contribute to better predictability in funding. • Having a written summary of the funding policy that is accessible to employees and the public will help improve transparency of funding decisions and increase the understanding of pension and infrastructure funding issues. Policy Framework Page 22 of 130 • An annual amount of $200,000 will be dedicated towards recreation infrastructure; • After the aforementioned $200,000 dedication, 60%-70% of the revenue will be dedicated towards funding pension related liabilities; • 30%-40% of the revenue will be dedicated towards funding the debt owed to the Equipment Replacement Fund; and • Once the debt to the Equipment Replacement Fund is paid in full, the 30%-40% will be dedicated towards City infrastructure. Page 23 of 130 EXHIBIT E City of El Segundo Proposed Five -Year Capital Improvement Program Rev.4/14/2025 No. 1By Fund and Project Prior Years (Carryover) FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 FY 2029/30 Total per project Water Fund 1 Annual Water Main Maintenance 0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,0013 $10,000,000 2 Water Facilities Maintenance 0 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 $5,000,000 3 Parks and Median Irrigation Conversion to Reclaimed water 350,000 1,000,000 0 0 0 0 $1,350,000 4 Water Division Office and Maintenance Yard Improvements 0 0 465,000 0 0 0 $465,000 5 Green Space conversion of the Abandoned Reservoir 650,000 0 0 0 0 0 $650,000 6 Water Valve Replacements 01 300,0001 300,000 300,000 300,0001 300,000 $1,500,000 Total Water Fund 1,000,0001 4,300,0001 3,765,0001 3,300,0001 3,300,0001 3,300,0001 $18,965,000 Wastewater Fund 7 Wastewater Infrastructure Replacement (Annual Program) 1 01 1,500,0001 1,500,0001 1,500,0001 1,500,0001 1,500,0001 $7,500,000 Total Wastewater Fund 01 1,500,0001 1,500,0001 1,500,0001 1,500,0001 1,500,0001 $7,500,000 Transportation Funds (Gas Tax/Prop C/SB 1/Measure R/Measure M) 8 Roadway Rehabilitation (Annual Program) 0 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 $5,000,000 9 Sidewalk Maintenance Program (Annual Program) 0 200,000 250,000 250,000 250,000 250,000 $1,200,000 10 Smoky Hollow Parking 0 0 0 0 0 0 $0 11 Arena Street Improvements 0 0 0 100,000 0 0 $100,000 12 Safe Routes to School Projects 0 0 400,000 0 0 0 $400,000 13 Local Travel Network (LTN) 0 925,000 0 0 0 0 $925,000 Total Transportation Funds 01 2,125,0001 1,650,0001 1,350,0001 1,250,000 1,250,0001 $7,625,000 Storm Water Fund (Measure W) 14 Imperial HWY Median Improvements Collaborating with LAWA &City of LA 0 600,000 25,000 25,000 25,000 25,00 $700,000 15 Infiltration projects 1 01 200,0001 400,0001 400,0001 400,0001 400,0001 $1,800,000 Total Stormwater Fund 1 01 800,0001 425,0001 425,0001 425,0001 425,0001 $2,500,000 Special Revenue Funds/Other 16 ADA Improvements - CDBG Funds 90,000 50,000 50,000 50,000 50,000 50,000 $340,000 17 Library Elevator (State Grant) 0 0 0 0 0 0 $0 18 EOC Upgrades (Grant) 0 0 0 0 0 0 $0 19 Park Vista Senior Improvements (Senior Housing Fund) 178,000 0 50,000 0 50,000 50,000 $328,000 20A Measure A Playground 800,000 100,000 100,000 100,000 100,000 100,000 $1,300,000 20B Playground Replacement (Equipment Replacement Fund) 300,000 01 01 0 01 0 $300,000 21 EV Charging station and EV infrastructure 100,0001 350,0001 350,000 Total Special Revenue Funds/Other 1,468,0001 500,0001 550,0001 150,0001 200,0001 200,0001 $3,068,000 General Fund 22 Library Elevator 30,000 0 0 0 0 0 $30,000 23 EOC Upgrades 107,500 0 0 0 0 0 $107,500 24 EV Charging Station 50,000 0 0 0 0 0 $50,000 25 HVAC (Citywide) 250,000 250,000 250,000 250,000 250,000 250,000 $1,500,000 26 Citywide Facilities access control 0 0 400,000 400,000 0 0 $800,000 27A Dog Park Hillside Stabilization 0 300,000 0 0 0 0 $300,000 27B Dog Park Fence, Drainage, and Landscape Improvements 0 200,000 0 0 0 0 $200,000 28 Main Street Banner Poles Replacement 100,000 0 0 0 0 0 $100,000 29 Pump station #16 0 0 0 2,500,000 0 0 $2,500,000 30 Pump Station #17, pumps replacement 0 0 0 0 0 2,500,000 $2,500,000 31 Fire Alarm Panels (Citywide) 80,000 0 0 0 0 0 $80,000 32 Citywide Misc. Repair 100,000 100,000 100,000 100,000 100,000 100,000 $600,000 33 Plumbing (Citywide) 100,000 100,000 100,000 100,000 100,000 100,000 $600,000 34 Miscellaneous Electrical (Citywide) 120,000 130,000 130,000 250,000 250,000 250,000 $1,130,000 35 Miscellaneous Equipment (Citywide) 50,000 50,000 115,000 50,000 50,000 50,000 $365,000 36 Fire Sprinklers (Citywide) 0 0 0 0 700,000 0 $700,000 37 Main Facilities ADA Compliance Projects 769,934 250,000 0 0 0 0 $1,019,934 38 Roofing 0 0 130,000 0 0 0 $130,000 39 Roofing (Maintenance Yard) 0 0 1,000,000 0 0 0 $1,000,000 40 Library Interior Maintenance 0 0 350,000 350,000 0 0 $700,000 41 The Plunge Rehabilitation 1,500,000 1,000,000 0 0 0 0 $2,500,000 42 Recreation Park Projects Phase I Reserve (Teen Center, Ball Fields, Horseshoe area) 7,900,000 1,000,000 0 0 0 0 $8,900,000 43 Recreation Park Projects Phase 11 Reserve (Fence Posts, Walls, Cracks) 0 1,200,000 200,000 0 0 0 $1,400,000 44 Recreation Park Projects Phase III Reserve (Clubhouse) 0 0 750,000 0 8,000,000 0 $8,750,000 45 Recreation Park Projects Phase IV Reserve (Joslyn Center) 0 0 0 750,000 0 5,000,000 $5,750,000 46 Playground Equipment Replacement 0 0 300,000 300,000 300,000 300,000 $1,200,000 47 Playground Equipment Reserve 0 0 300,000 300,000 300,000 300,000 $1,200,000 48 Citywide Projects Reserve 0 0 500,000 500,000 500,000 500,000 $2,000,000 49 Downtown Beautification / crosswalk pedestrian lighting 70,000 200,000 0 0 0 0 $270,000 50 Finance Office Remodel 0 150,000 0 0 0 0 $150,000 51 HR Office and City Clerk Redesign 0 0 0 500,000 0 0 $500,000 52 Police Department Elevator 0 300,000 0 0 0 0 $300,000 53 Aquatics Center Heater Repair 700,000 0 0 0 0 0 $700,000 54 General CIP reserve 0 0 0 0 0 0 $0 Total General Fund 11,927,434 1 5,230,000 1 4,625,000 1 6,350,000 10,550,000 1 9,350,000 48,032,434 TOTAL CIP (51 Projects) 1 $14,395,434 1 $14,455,000 1 $12,515,000 1 $13,075,000 $17,225,000 1 $16,025,000 1 $87,690,434 Page 24 of 130 CITY OF EL SEGUNDO EXHIBIT F FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Citv Council City Council* 5.00 5.00 5.00 5.00 Executive Assistant - - - - Total City Council 5.00 5.00 5.00 5.00 City Clerk City Clerk* 1.00 1.00 1.00 1.00 Assistant City Clerk 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 Deputy City Clerk I - - - - Deputy City Clerk II - - - - Records Technician 1.00 1.00 1.00 1.00 Sub -total Full -Time 4.00 4.00 4.00 4.00 Part -Time FTEs Office Specialist 1 1.00 1.00 - - Sub -total Part -Time 1.00 1.00 - - Total City Clerk 5.00 5.00 4.00 4.00 * Elected part-time positions City Manager's Office City Manager 1.00 1.00 1.00 1.00 Communications & Legislature Affairs Manage 1.00 - - - Communications Manager - 1.00 1.00 1.00 Community Cable Program Specialist 1.00 1.00 - - Computer Graphics Designer 1.00 1.00 1.00 1.00 Deputy City Manager 1.00 1.00 1.00 1.00 Economic Development Coordinator - - - - ** Executive Assistant 2.00 2.00 2.00 1.00 Management Analyst 1.00 - - 1.00 Media Specialist - - 1.00 1.00 Media Supervisor 1.00 1.00 1.00 1.00 Office Assistant 1.00 - - - Office Specialist I - 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 Special Projects Administrator - 1.00 1.00 1.00 Sub -total Full -Time 11.00 11.00 11.00 11.00 Page 25 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Part -Time FTEs Administrative Intern - - - - Media Specialist 0.50 0.50 0.50 0.50 Video Technician - - - - Senior Video Technician/ II 3.08 3.08 2.33 2.33 Sub -total Part -Time 3.58 3.58 2.83 2.83 Total City Manager's Office 14.58 14.58 13.83 13.83 Information Technology Services Administrative Specialist 1.00 1.00 1.00 1.00 GIS Analyst 1.00 1.00 1.00 1.00 Information Systems Manager 1.00 1.00 1.00 1.00 Information Systems Specialist 1.00 1.00 1.00 2.00 Information Technology Services Director 1.00 1.00 1.00 1.00 Information Technology Services Manager - 1.00 1.00 1.00 Senior Network Assistant 1.00 1.00 1.00 - Technical Services Analyst 3.00 2.00 2.00 2.00 Sub -total Full -Time 9.00 9.00 9.00 9.00 Part -Time FTEs Administrative Intern 0.50 0.50 0.50 0.50 Sub -total Part -Time 0.50 0.50 0.50 0.50 Total Information Systems 9.50 9.50 9.50 9.50 Human Resources Department Director of Human Resources 1.00 1.00 1.00 1.00 Human Resources Analyst - 2.00 2.00 2.00 Human Resources Assistant - - - - Human Resources Manager 1.00 1.00 1.00 1.00 Human Resources Technician 2.00 1.00 1.00 1.00 Risk Manager - 1.00 1.00 1.00 Senior Human Resources Analyst 1.00 1.00 1.00 1.00 Sub -total Full -Time 5.00 7.00 7.00 7.00 Part -Time FTEs Administrative Intern - - - - Sub -total Part -Time - - - - Total Human Resources Department 5.00 7.00 7.00 7.00 Page 26 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Finance Department Chief Financial Officer 1.00 1.00 1.00 1.00 Account Specialist 1/11 1.00 - - - Accountant 2.00 2.00 2.00 2.00 Accounting Supervisor 1.00 1.00 1.00 1.00 Accounting Technician 2.00 2.00 2.00 2.00 Administrative Technical Specialist 1.00 1.00 1.00 1.00 City Treasurer* 1.00 1.00 1.00 - Deputy City Treasurer 1 1.00 1.00 1.00 1.00 Deputy City Treasurer II 1.00 1.00 1.00 1.00 Finance Manager 1.00 1.00 1.00 1.00 License Permit Specialist 1/11 2.00 2.00 2.00 2.00 Management Analyst - 1.00 1.00 1.00 Office Specialist II - - - - Payroll Accountant 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 Revenue Inspector 1.00 1.00 1.00 1.00 Risk Manager 1.00 - - - Senior Management Analyst 1.00 - - - Treasury & Customer Service Manager 1.00 1.00 1.00 1.00 Sub -total Full -Time 20.00 18.00 18.00 17.00 Part -Time FTEs Accountant P/T - 0.50 0.50 0.50 Administrative Intern - - - Office Specialist - - - - Sub -total Part -Time - 0.50 0.50 0.50 Total Finance Department 20.00 18.50 18.50 17.50 * Elected part-time positions Police Department Administrative Specialist - 1.00 1.00 1.00 Chief of Police 1.00 1.00 1.00 1.00 Crime Prevention Analyst 1/11 2.00 2.00 2.00 2.00 Crime Scene Investigator II 1.00 1.00 1.00 2.00 Crime Scene Investigator/Property Officer 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 1.00 Management Analyst 1.00 - - - Police Assistant 1/II 7.00 6.00 5.00 5.00 Police Captain 2.00 2.00 2.00 2.00 Page 27 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Police Lieutenant 5.00 5.00 5.00 5.00 Police Officer 42.00 42.00 43.00 50.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Police Sergeant 11.00 11.00 11.00 11.00 Police Services Officer 1/11 5.00 5.00 6.00 6.00 Police Trainee 2.00 3.00 3.00 3.00 Senior Management Analyst - 1.00 1.00 1.00 Sub -total Full-time 82.00 83.00 84.00 91.00 Part -Time FTEs Personnel Officer Part -Time - - 0.50 - Police Cadet 6.26 4.40 4.40 4.40 Police Services Officer 1/11 1.00 0.50 - - Sub -total Part -Time 7.26 4.90 4.90 4.40 Total Police Department 89.26 87.90 88.90 95.40 Fire Department Administrative Specialist 1.00 1.00 - - Battalion Chief 3.00 3.00 3.00 3.00 Emergency Management Coordinator - 1.00 1.00 1.00 Environmental Safety Manager 1.00 1.00 1.00 1.00 Fire Captain 7.00 9.00 9.00 9.00 Fire Chief 1.00 1.00 1.00 1.00 Fire Engineer 9.00 9.00 9.00 9.00 Fire Marshal 1.00 1.00 1.00 1.00 Fire Prevention Specialist 1/11 2.00 3.00 3.00 3.00 Firefighter - - - - Firefighter/Paramedic 21.00 21.00 21.00 21.00 Management Analyst (CUPA) 1.00 1.00 1.00 1.00 Principal Environmental Specialist (CUPA) 1.00 1.00 1.00 1.00 Senior Administrative Specialist - - 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 Sub -total Full-time 49.00 53.00 53.00 53.00 Part -Time FTEs Administrative Intern 0.25 0.25 - - Fire Prevention Specialist P/T 0.50 - - - License/Permit Specialist 11 - - 0.50 0.50 Sub -total Part -Time 0.75 0.25 0.50 0.50 Total Fire Department 49.75 53.25 53.50 53.50 Page 28 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Community Development Department Director of Community Development 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 2.00 2.00 Assistant Planner 1.00 1.00 2.00 2.00 Building Inspector I / II 1.00 2.00 2.00 2.00 Building Official - - 1.00 1.00 Building Safety Manager 1.00 1.00 - - Code Compliance Inspector 1.00 1.00 1.00 1.00 License Permit Specialist 1/11 2.00 2.00 1.00 1.00 Plan Check Engineer 2.00 2.00 2.00 2.00 Planning Manager 1.00 1.00 1.00 1.00 Planning Technician 1.00 1.00 1.00 1.00 Principal Planner 2.00 2.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Senior Building Inspector 2.00 1.00 1.00 1.00 Senior Plan Check Engineer 1.00 1.00 1.00 1.00 Sub -total Full -Time 18.00 18.00 18.00 18.00 Part -Time FTEs Administrative Analyst - - - - Code Compliance Inspector 1.00 0.50 1.00 - Sub -total Part -Time 1.00 0.50 1.00 - Total Community Development Dept. 19.00 18.50 19.00 18.00 Public Works Department Director of Public Works 1.00 1.00 1.00 1.00 Administrative Specialist 1.00 1.00 3.00 2.00 Administrative Technical Specialist (Water Fur 1.00 1.00 1.00 1.00 Associate Engineer - 1.00 - - City Engineer 1.00 1.00 1.00 1.00 Custodian 1.00 1.00 1.00 1.00 Engineering Technician 1.00 1.00 1.00 1.00 Environmental Programs Manager - - 1.00 1.00 Equipment Maintenance Supervisor 1.00 1.00 1.00 1.00 Equipment Mechanic 1/II 2.00 2.00 2.00 2.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 Facilities Systems Mechanic 3.00 3.00 3.00 3.00 Fire Equipment Mechanic 2.00 1.00 - - General Services Manager 1.00 - - - Page 29 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 General Services Superintendent Maintenance Craftworker Management Analyst Meter Reader / Repairer Office Specialist I Pool Maintenance Technician Principal Civil Engineer Public Works Inspector Senior Civil Engineer Senior Engineer Associate Senior Equipment Mechanic Senior Management Analyst Street Maintenance Leadworker Street Maintenance Supervisor Street Maintenance Worker 1/11 Utilities Superintendent Wastewater Leadworker Wastewater Maintenance Leadworker Wastewater Supervisor Water Maintenance Leadworker Water Maintenance Worker 1/11 Water Meter Reader/Repairer Water Supervisor Water/Wastewater Maintenance Worker 1/11 Water/Wastewater Supervisor Sub -total Full -Time Part -Time FTEs Administrative Specialist Custodian Park Maintenance Workers Facilities Maintenance Worker Street Maintenance Worker Water Maintenance Worker 1/11 Sub -total Part -Time Total Public Works Department - 1.00 1.00 1.00 - 1.00 - - - - 1.00 1.00 - 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 2.00 2.00 - 1.00 2.00 2.00 1.00 - 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 - 1.00 1.00 1.00 - - 1.00 1.00 1.00 1.00 - - - - 1.00 1.00 2.00 2.00 2.00 2.00 4.00 4.00 2.00 2.00 1.00 1.00 - - 1.00 1.00 - - 6.00 7.00 8.00 8.00 1.00 1.00 1.00 1.00 48.00 51.00 53.00 53.00 - 0.50 0.50 0.50 - 0.50 0.50 0.50 48.00 51.50 53.50 53.50 Page 30 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Recreation, Parks, and Library Department Director of Recreation, Parks, and Library Director of Recreation & Parks Director of Library Services Aquatics Manager Cultural Arts Coordinator Executive Assistant Librarian I Librarian II Library Assistant Library Service Manager Park Facilities Maintenance Technician Park Maintenance Superintendent Park Maintenance Supervisor Park Maintenance Worker II Recreation Coordinator Recreation Manager Recreation Superintendent Recreation Supervisor Senior Administrative Analyst Senior Administrative Specialist Senior Librarian Senior Library Assistant Tree Maintenance Worker Sub -total Full -Time Part -Time FTEs Library Assistant Library Clerk I Lifeguard Lifeguard Trainee Park Maintenance Worker I Recreation Leader Recreation Specialist Senior Lifeguard Senior Recreation Leader Shuttle Driver Swim Instructor Sub -total Part -Time Total Recreation, Parks, and Library Department 1.00 1.00 1.00 1.00 - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 2.00 2.00 2.00 2.00 - - 1.00 1.00 1.00 1.00 - - 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 31.00 31.00 32.00 32.00 4.25 5.25 5.15 5.15 3.05 3.55 3.50 3.50 51.50 43.00 15.70 15.76 - - 4.62 - 2.00 3.00 3.00 3.00 16.75 32.00 5.68 5.90 - 6.08 10.30 10.65 - 8.50 4.84 6.21 - 13.20 15.14 17.42 - 0.76 - - - 2.00 1.81 1.89 77.55 117.34 108.55 148.34 69.74 69.48 101.74 101.48 Page 31 of 130 CITY OF EL SEGUNDO FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT FISCAL YEARS 2022-23 TO 2025-26 ADOPTED ADOPTED ADOPTED ADOPTED DEPARTMENT/POSITION TITLE FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Total Full -Time Positions* Total Part -Time (FTE's) Grand Total 282.00 290.00 294.00 300.00 91.64 129.07 80.47 78.71 373.64 419.07 374.47 378.71 * Includes 6 part-time elected officials. ** Frozen Position (See Department's Personnel Summary for details) Page 32 of 130 CITY OF EL SEGUNDO EXHIBIT G CITIZENS OF EL SEGUNDO CITY CITY CITY TREASURER I COUNCIL I I CLERK CITY CITY MANAGER ATTORNEY INFORMATION TECHNOLOGY SERVICES HUMAN RESOURCES FINANCE POLICE FIRE COMMUNITY DEVELOPMENT PUBLIC WORKS RECREATION, PARKS, AND LIBRARY Page 33 of 130 CitLegal Services Legal Advisor Attorney Litigation City Council City Attorney (Contract) The City Attorney's Office is classified as a General Government Support function. It is a contracted service to provide legal services to the City Council, the City Manager, and City management overall. The City Attorney provides legal counsel and advice during official Council meetings and study sessions; serves as a legal advisor to City staff, prepares and reviews City ordinances, resolutions, contracts, and legal documents; represents the City in civil and criminal litigation; oversees the work of outside private counsel when hired to assist in litigation; and coordinates/reviews claims filed against or for the City with the City's Risk Manager. Page 34 of 130 City Council City Council City Manager City Policy Ordinance & Resolution Adoption Annual Budget Adoption City Attorney The five -member City Council is the legislative body of the City. Councilmembers are elected to serve four-year overlapping terms with no term limits; City Council votes on the Mayor to serve a two-year term. The last regular City Council election was held on November 5, 2024. The next regular City Council election will be held November 3, 2026, at which time two City Council seats will be open. The City Council establishes City policies; adopts ordinances and resolutions; appoints the City Manager, City Attorney, and members that serve on various committees, commissions and boards; adopts an annual budget that establishes City services and service levels; establishes tax rates, license fees, assessments, franchise fees, and other forms of revenue as set forth by the Government Code; sets compensation levels for all City employees, appointed and elected officials; directs the development of the City by adopting a General Plan and supporting Zoning Code; and authorizes contracts and leases, as well as the disposal of City real and personal property. Major issues facing the City Council in the coming years include ensuring financial stability; representing the City's interests with respect to the LAX Modernization Project (LAMP); maintaining public infrastructure; advocating for business retention/attraction; protecting the local revenue base; approving land use decisions; continuing to monitor and address issues related to the Hyperion Wastewater Treatment Plant; finalizing significant capital improvement projects, and implementing elements of the 2022-26 Strategic Plan. Page 35 of 130 City Clerk Mission Statement City Clerk Assistant City Clerk Administration/ Records Administration/Records Legislative/Elections Legislative/ Elections Serve all residents of the City in a responsive manner that is above reproach; accurately record the legislative body's actions and safeguard the records emanating from these actions; administer open and free elections in accordance with statutory requirements. The City Clerk is an elected part-time official supported by an Assistant City Clerk, Deputy City Clerk, and a Records Technician. The department has two divisions: Administrative and Elections, as described below. Administrative Division: Administers the City's legislative process and provides a complete, open, accurate, and timely legislative history while safeguarding all official records of the City; assembles, reproduces, and distributes City Council meeting agendas; records official minutes of City Council proceedings; administers all Fair Political Practices Commission (FPPC) filings as required by law for Conflict of Interest code for the Elected Officeholders, all Committees, Commissions and Boards and identified key City Staff; executes and monitors contracts and insurance; processes and records real property documents; conducts bid openings; maintains and updates El Segundo's Municipal Code; monitors and controls all ordinances and resolutions; oversees a records management system that provides for the electronic research and storage of City records and records Page 36 of 130 destruction, assists and tracks Public Records Act requested from the General Public. Assists and tracks all Claims. Elections Division: Coordinates the City's consolidated municipal elections with the County of Los Angeles and assists the County of Los Angeles during primary, general, and special elections. Administers all Fair Political Practices Commission (FPPC) filings as required by law, campaign statements for candidates, political action committees (PAC) and applies modern management theories in interpreting public law and policy decisions for the benefit of the community. ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025: • Successfully assisted County of Los Angeles with the March 5, 2024, Presidential Primary Election and the November 5, 2024, General Election. • Successfully prepared, reproduced, posted to the City's website, and distributed City Council meeting agenda packets and recorded official minutes of the City Council meetings. • Successfully completed Citywide records destruction. • Successfully managed the City's compliance responsibilities for appropriate establishment, maintenance, and disposition of official City records of the City Council, ordinances, resolutions, code, and other official government documents in accordance with Federal, State, and local regulations and laws. • Processed 311 City agreements and maintained insurance database to ensure adequate coverage. Assisted staff with agreements and insurance requirements. • Assisted staff in using the document imaging system and researching projects; worked with all departments to provide efficient and friendly customer service to all residents. • Successfully processed 357 Public Records Act Requests (PRAR) from the General Public. • Continued training staff on the Contract policy for greater efficiency and effectiveness. GOALS AND OBJECTIVES FOR FY 2025-2026: • Assist County of Los Angeles with the November 4, 2025, General & City Elections. • Continue to coordinate the implementation of Online FPPC filing system for City Council, City's Committees, Commissions and Boards and City employees. • Coordinate with all City Departments the organization and clean-up of the City's offsite storage, Iron Mountain. • Expand knowledge of Laserfiche, the City's document imaging system. Review existing processes, develop a document management process and expand automation using Laserfiche to support document management. • Coordinate the Implementation of a Contract Management Systems for all City Departments. • Training and education for the City Clerk, Assistant City Clerk, Deputy City Clerk and Records Technician. • Continue the implementation of the Agenda Management System for all the City's Committees, Commissions and Boards. Page 37 of 130 City Manager's Office City Manager Deputy City Manager Administration Economic Developmer Communications Special Projects Administration Economic Communications Special Projects Development Mission Statement The City Manager's Office provides day to day management and leadership to the organization by implementing City Council policy; including the City Council Strategic Plan; ensures operations are conducted within revenue limitations; provides employees with the necessary resources to accomplish the City's goal of delivering high -quality municipal services to its residents, businesses, and visitors. The City Manager works with Federal, State and County elected officials on matters related to the city and the broader region. The City Manager's Office is comprised of three divisions: Administration, Economic Development and Communications. Administration: The City Manager is the administrative head of the City government, under the direction of City Council. The City Manager enforces all laws and ordinances of the City and oversees the day-to-day operations of all City departments. The City Manager serves as the director of emergency services in the event of an emergency or disaster; is responsible for the annual budget preparation and its submittal to City Council; exercises general supervision over all public buildings, parks, and other City -owned or controlled property; advises City Council on matters pertaining to City business and makes recommendations for City Council's action. The Deputy City Manager oversees the communications and economic development divisions, City Page 38 of 130 Council meeting agendas, strategic planning, and projects that are high priority to City Council and the community. Communications: The Communications Plan, originally approved by City Council in 2019 and most recently updated in October 2023, identifies opportunities to share the City's messages by utilizing multiple channels to ensure transparency and inclusion with all constituents. The goal of the Communications Division is to improve interaction between all key stakeholders in the city and ensure that communications are consistent, proactive, and collaborative. Clear and timely messaging improves efficiency, trust, understanding, and engagement among residents, visitors, employees, and businesses. City Council identified the need for a centralized Communications Program to support and oversee communications standards, news/media needs, branding, content creation, social media, and marketing -related areas of opportunity. The Communications Team provides strategic marketing, community outreach support, and creative services to departments and, in the process, delivers City information to the public. El Segundo Media provides original content programming and media services delivered through multiple broadcast and digital channels. El Segundo Media programming supports public engagement through creative content programming, developing promotional and informational videos, broadcasting open civic meetings, transmitting local emergency alerts, and promoting community and City events. Economic Development: The Economic Development Division maximizes the resources of both public and private sectors to promote business, investment, and economic growth. The Division develops and implement strategies to attract and support venture capital investment and startups; leads marketing efforts; facilitates relationships between the local business community and the City; and efficiently dedicates City and community resources to increase economic vitality that will benefit the entire El Segundo community: residents, schools, visitors, the Downtown and Smoky Hollow districts, hotels, retailers, and businesses of all sizes. Economic Development staff oversees marketing, public relations, communications, and branding; facilitates industry diversification, job generation, business attraction, retention, and expansion; and promotes the city as a destination for tourism. Special Projects: The Special Projects Administrator provides high-level project management support, develops and implements processes to streamline city services, and manages special projects for all City departments. This role is also responsible for driving continuous improvement in business processes by identifying areas of inefficiency and introducing innovative solutions. By leveraging technology and data, the Special Projects Administrator works to reduce operational bottlenecks and improve service delivery across all departments. They collaborate with department heads to design, test, and deploy automated systems and tools that enhance interdepartmental communication, foster collaboration, and simplify complex tasks. ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025: Administration • Led the implementation of the City's Strategic Plan. • Successfully balanced Citywide (all funds) Budget. • Working with Sanitation District's General Manager, monitors and recommends improvements at the Hyperion Water Reclamation Plant. • Facilitates ongoing town hall program for City Staff to engage with the City Manager. Page 39 of 130 • Works with Executive Team to coordinate, facilitate, and encourage all programs, projects, and staffing Economic Development Business Attraction & Retention Initiatives • Hosted a cohort of 30 Ukrainian entrepreneurs from the Deep Tech Security Accelerator, underscoring the city's role as a global innovation leader and cross -border collaboration. • Partnered with Sidebar Summit to host a roundtable at Mantis Venture Capital in Santa Monica as part of LA Tech Week to drive more awareness to the venture capital community across the region about El Segundo's vibrant startup ecosystem. • Organized and hosted the "Accelerating Growth: Investing in Space & Defense Startups + Strategies for Scalable Infrastructure" a venture capital event in El Segundo, to welcome Silicon Valley startup community members and entrepreneurs to drive more venture capital investment to the city. • Convened a group of key commercial real estate developers, brokers, and entrepreneurs to discuss real estate and power needs, challenges and solutions for startups. • Supported and facilitated business -related events in the city, including the El Segundo Tech Breakfast Club and Cambium's new headquarters ribbon cutting. • Launched a "New Business Welcome" campaign. Each message in the series of emails provides helpful resources to support new businesses get started and connected to the community. • Implemented ongoing economic development digital marketing campaign spotlighting El Segundo as a strategic location for companies to do business and resulting in nearly 33,000 new visits to the campaign webpage(Bigldeas.ElSegundoBusiness.com) and over 1.7M impressions on Google Ads. • Secured a podcast feature with Silicon Valley Impact to spotlight El Segundo's role as a dynamic hub for early -stage companies. • Partnered with Bloomberg Technology for a high -profile feature highlighting El Segundo's growing tech startup landscape and reaffirming the city's reputation as a hub of cutting -edge innovation. • Secured an interview with Payload Space on a piece titled, "SoCat Will Be Space Central With or Without Eton, Experts Say," to emphasize El Segundo's robust aerospace and defense ecosystem, underscoring how the region remains a pivotal hub for the industry due to its strategic location and engineering talent pool. • Partnered with the Los Angeles Business Journal (LABJ), a premier source for business news in Los Angeles, to design and publish a full -page ad spotlighting El Segundo as the ideal location for businesses. • Created and published monthly Business Portfolio and El Segundo Happenings e-newsletters distributed to 6,248 and 5,465 opt -in subscribers, respectively. Hospitality & Tourism Initiatives • Presented to the Hospitality Committee, comprised of hotel general managers and sales directors, outlining the city's hospitality and tourism digital marketing campaign, its creative execution, and performance. • Planned and hosted a group of nearly 100 RTX employees to downtown for a guided evening tour of tastings and cultural experience aimed at building awareness of El Segundo's dining scene and unique offerings within the RTX campus. • Implemented the City's hospitality/tourism marketing campaign "Start Here" to further position the city as a destination to visit and stay overnight, resulting in over 60,000 new visits to the campaign webpage (Start. Destination ElSegundo.com) and over 9M impressions on Facebook and Instagram. • Secured editorial piece on TravelingMitch.com, "Things to Do in El Segundo: How to Spend a Weekend in This Airport -Adjacent Town in Southern California," positioning El Segundo as a go -to destination for visitors. • Partnered with Sunset Magazine, a renowned regional lifestyle publication, to curate an exclusive "El Segundo Insider" feature for the Aug/Sept print issue. Page 40 of 130 • Maintained the economic development website - ElSegundoBusiness.com and the hospitality/tourism website - Destination ElSegundo.com Special Projects • Launched a pilot project designed to streamline the process for tracking and managing staff leave requests across multiple departments, including the Community Development Department (CDD), Recreation, Parks, and Library (RPL), as well as the CMO itself. This new automated system replaces the previous method, which required employees to manually complete and submit leave request forms. In addition to simplifying the leave request process, the system also provides these participating departments with a shared calendar, allowing them to easily view and coordinate staff availability. This improvement enhances overall efficiency and communication among departments, ensuring better planning and resource management. • Launched a pilot project to introduce an automated system for managing and tracking contracts within the Recreation, Parks, and Library Department (RPL), Police Department (PD), and CMO. This system replaces the outdated method of using Excel spreadsheets. Moving forward, the CMO plans to collaborate with the Human Resources (HR), Public Works (PW), and City Clerk (CC) departments to expand the implementation of this project, further enhancing contract management across additional departments. • Implemented an automated system for managing and tracking tasks within the Recreation, Parks, and Library Department (RPL), Police Department (PD), and CMO. This system replaces the outdated methods of using notepads, MS Word, and other manual tools. By streamlining task management, this initiative will enhance accountability and transparency across all departments. • Developed a project management database and workflow for the PATCHES team to maintain statistics related to homelessness outreach and case management utilizing Monday.com. The software allows police officers to complete an online form to track interactions with people experiencing homelessness, replacing the old process of filling out a paper form. The data from the form is collected in the database and each interaction is tracked. The new system also automates referrals to service providers and tracks outcomes. Service providers complete an online form that will go directly to the database, so activity is measured consistently and accurately. • Developed a Monday.com workspace for The Plunge Project where project documents and information such as schedules, change orders, submittals, and request for information can be stored and shared. • Completed the Digital Cities Survey application for the City of El Segundo. T The National Digital Cities Survey, overseen by the Center for Digital Government, acknowledges cities that use technology to improve digital services and transparency, bolster cybersecurity, protect digital privacy rights, promote digital equity, and creatively address social challenges. The City of El Segundo earned 5th place in the "population 75,000 or less" category. • Conducted Monday.com training for staff, covering how to organize department workspaces, manage tasks and projects using boards, automate workflows, and utilize other key features of the program. • Successfully completed the downtown light enhancement project by installing solar fixtures on the existing planter poles along Grand Ave. • Completed the repainting of the planter poles along Main St. in downtown El Segundo. Communications Community -Focused Communications • Implemented the annual objectives of the City's Communication Plan, which included providing timely and relevant communication to the community via established communication channels. • Provided integrated communications support for key City initiatives: PATCHES Program, The Plunge Renovation Capital Campaign, El Segundo Connect Launch, Sidebar Summit LA Tech Week, LA County Fires, Hyperion activities, ESPD Recruitment, 2024 Municipal/Presidential Primary Election, major construction projects, Residential Parking Survey, announcements of new Fire and Police Chiefs and more. Page 41 of 130 • Shared timely updates on the Hyperion web page on the City's website, including City activities, legislation, AQMD, LA Water Board, lawsuit, and perimeter road project. This includes the Hyperion Dashboard which provides a visual status update on Hyperion's implementation of the 44 recommendations made by the Hyperion Ad Hoc Committee, with 34 completed tasks and 10 ongoing. • Developed a dedicated webpage and logo for The Plunge Capital Campaign on the website, including Plunge Memories, a special page that showcases community members' photos and cherished memories of The Plunge. • Conducted regular outreach via the website, social media, monthly newsletter, and monthly ES News program regarding multiple major construction projects, including the El Segundo Blvd. Improvement Project, Wastewater Infrastructure Improvements Project, Sidewalk, Curb, and Gutter Improvement Project, to name a few. • Proactively pitched and secured media coverage on various news angles for the City, including the grand openings of new businesses to the ESFD Homecoming Event. Employee -Focused Communications • Developed City-wide brand guidelines for internal and external use. • Created writing guidelines for staff reports and website content, which are housed on the intranet for easy reference and access. • Coached Communications Committee staff on email signature guidelines and procedures to create a consistent and branded signature block. • Set the intranet homepage as the de facto launch page when logging onto City computers to increase engagement and use of the intranet. • Created fresh and timely intranet content for City staff for internal communication needs. • Supported the Employee Engagement Committee with internal outreach about various events. • Managed, scheduled, and created talking points for employee Quarterly Town Halls with the City Manager. Communications Management • Proactively managed content and updates for the City's main website homepage and supported subsites and Communication Committee members. • Held monthly meetings with the Communications Committee. • Maintained Website and Intranet Governance policies. • Monitored and audited the City's websites utilizing Sitelmprove software. • Collaborated with City contractor KNB Consulting to create Citywide Brand Guidelines to ensure a unified and consistent brand identity across all City's platforms. Presented to City Council on January 21, 2025. • Provided training to new and existing City employees on creating and editing content on the City's website, intranet site, and GovDelivery, encouraging the use of GovDelivery as a citywide email communication tool for internal communications, agendas, and other messaging. Key Metrics & Actions • Total pageviews of 407K for the main City website from March 1, 2024 - February 28, 2025, per Google Analytics. • From March 1, 2024 - February 28, 2025, the City's 17 social media accounts across Facebook, Instagram, Twitter, and Linkedln executed 3,632 posts, garnering 4.3M impressions; post shares of 27K, post reactions of 98K and average post engagement rate of 9%; and more than 63K followers per Hootsuite metrics data. • Distributed 1,043 communications bulletins to the community and City staff to 25,944 subscribers via GovDelivery from March 1, 2024 - February 28, 2025, on a variety of City -related topics to keep the community informed and engaged. Garnered 892K impressions and an engagement rate of 67.8%. This includes general informational emails, newsletters, drip campaigns, and agendas and minutes. \ • Created 195 "News" stories for the website March 1, 2024 -February 28, 2025 Page 42 of 130 • Responded to 37 internal requests for communications support, including writing, editing, video production, and graphic design from March 1, 2024 -February 28, 2025. • Distributed 10 monthly Strategic Plan Updates to City Council and all staff from March 1, 2024 - February 28, 2025, with a focus on notable strategic plan accomplishments and the implementation status of the top 10 priorities identified during the 2024 Strategic Planning Session. • Wrote script and distributed 20 City Council Recap Videos to the community from March 1, 2024 -February 28, 2025. Each City Council Recap video bulletin distribution averages a 43% open rate and is shared via social media channels. • Created and distributed 20 bi-monthly Hyperion Update bulletins reaching 9,894 subscribers with a 44% open rate from March 1, 2024 - February 28, 2025. • City News email newsletter was written and distributed monthly to an average of 9,842 subscribers with an engagement rate of 45%. • Administered and managed the annual residents and businesses survey in Spring 2024, garnering a response from over 800 businesses and residents. El Segundo Media • Increased annual YouTube engagement via viewership and subscriptions from March 1, 2024 - February 28, 2025, adding 317 new subscribers, 131 new videos uploaded, 837 likes, 2,071 shares,1,330,783 impressions, 135,113 views, and more than 5,700 hours of programming watched. • Since the channel launched in 2009 there have been 2,704,136 views and 2,638 videos uploaded. The channel now has 4,080 subscribers. • Completed field production coverage of in -person community events, including holiday gatherings, parades, fairs, and sporting events. • Partnered with numerous City departments to produce informational videos for key stakeholders. Produced 10 monthly news program, El Segundo News, to better inform community stakeholders about City -related topics. • Produced 20 City Council Recap videos for each City Council meeting to summarize key decisions and discussion points for the public. • Produced and distributed 42 shows featuring City department initiatives, local business profiles (Business Matters!), and health and wellness information. • Produced and distributed 31 What's Up El Segundo shows, with highlights from a number of community events. • Updated look and feel of recurring programs, including City Council Recap, Monthly News, and What's Up El Segundo to align with new Citywide Brand Guidelines. • Completed the transition to City Hall and initiated upgrade to El Segundo Media studio to improve quality of in -studio productions. GOALS & OBJECTIVES FOR FISCAL YEAR 2025-2026: Administration • Ensure financial stability by recommending a balanced budget, enhanced reserve levels, and opportunities for stronger and more diversified revenues to address fiscal challenges. • Provide comprehensive information to City Council and implement City Council policy directives. • Ensure timely delivery of quality community services and support efforts to streamline service delivery. • Carry out the objectives of the 2022-2026 Strategic Plan. • Lead the development of the 2027-2031 Strategic Plan • Technology and Capital Improvement Program implementation. • Continue to hold Hyperion accountable for violations that place residents/businesses quality of life and health at risk. • Implement the terms of the City's agreement with LAWA. Page 43 of 130 Economic Development • Sponsor, coordinate and launch a private -public incubator program. • Enhance long-term economic stability and employment opportunities through business attraction and industry diversification. o Aggressively attract new businesses, and high -quality jobs. o Partner with a network of regional economic development and real estate development leaders to identify potential new businesses, provide site -selection assistance, and promote development. o Continue media relations to build awareness and showcase real estate opportunities in the city to real estate professionals in Southern California. • Support business retention through pro -active, Citywide economic development assistance. o Meet quarterly with hoteliers to inform and seek input on hospitality and tourism efforts. o Conduct meetings with existing El Segundo businesses to address challenges and introduce business assistance programs and resources. o Facilitate streamlined and efficient permit approval process by serving as a liaison between the business community and the City. o Work with regional entities to assist with permits external to the City. o Implement annual economic development and hospitality and tourism marketing initiatives Special Projects • Assessed areas within each City department that could benefit from enhancements, and develop creative, forward -thinking solutions by leveraging current tools and resources. By thoroughly analyzing operational processes, identifying inefficiencies, and understanding departmental needs, propose tailored strategies that streamline workflows, increase productivity, and improve service delivery, all while making the best use of the tools and technology already in place. • Continue to support and coordinate key capital improvement projects, including the Plunge renovation and Recreation Park renovation projects. • Continue managing the Hyperion Dashboard and provide updates, as necessary. • Manage the Strategic Plan Dashboard and provide updates and reports, as necessary. • Support and coordinate City process improvement projects. • Continue to manage the KPI database. • Support grant applications and other special projects as needed. Communications • Continue to proactively deliver timely and accurate communications to internal and external audiences. • Monitor and audit the City's website the ensure professional and up-to-date content and images. • Collaborate closely with all City departments to support communication needs. • Inform the public of policy issues and/or changes with ample lead time. • Foster a culture of transparency and partnership with the community. • Promote and communicate a clear understanding of the City's responsibilities, services, programs, and events. • Solicit feedback from residents and businesses through an annual survey. • Develop strong relationships with media outlets to enhance partnership in providing information to the public. • Continue to improve upon and encourage the use of the intranet for City employee use. • Continue to hold consistent quarterly townhalls for City staff with the City Manager to foster feedback, collaboration, and transparency. • Finalize and roll -out a comprehensive style guide for all City communications. • Nurture relationships with key stakeholders including top employers, community organizations, neighboring facilities (NRG, Hyperion, LAWA, DWP) and elected officials. Page 44 of 130 • Collaborate with emergency management coordinator and the Crisis Communications Team to implement, and update as needed, the City's Crisis Communication Plan. • Research social and editorial listening tools to help support and develop key strategies. El Segundo Media • Evolve El Segundo Media programming to feature more local content and maximize the use and reach of content created. • Develop strategic and efficient production partnerships with outside agencies to promote economic development in the city. • Continue to enhance recruitment efforts to attract highly skilled part-time media professionals. • Leverage El Segundo Media social media channels for further amplification of content. Page 45 of 130 Community Development Mission Statement Administration Planning Building & Safety Community Services Community Development Director Planning Building & Community Administration Safety Services Meet the needs of the community through responsible planning while maintaining a safe built environment for El Segundo's residents, businesses, and visitors. The Community Development Department has 18 full-time equivalent positions spread among three primary divisions. Administration: Provides the overall administrative direction for the department; provides management and technical oversight of the divisions. Planning Division: The Planning Division promotes and enhances the well-being of residents, visitors, property owners, and businesses of the City of El Segundo. Long-range planning is accomplished through the General Plan, which serves as the City's road map and guides the overall built form of the City. Division staff develop and implement the General Plan; administers land uses through the zoning, subdivision, and environmental codes; and provides staff support to the Planning Commission. Building & Safety Division: The Building and Safety Division ensure the health, safety, and welfare of the residents of the City of El Segundo by regulating the construction and occupancy of buildings. Division staff provide development and building services by educating, administering, and enforcing State and local construction regulations to maintain property and protect life, safety, and health of all occupants; conducts plan reviews; issues permits; and provides inspection services in a professional, flexible, and equitable manner. Community Services Division: The Community Services Division focuses on providing support to residents and business owners to engage and advocate for efforts advancing the City's legislative priorities, community Page 46 of 130 engagement, and protecting and preserving the quality of life in El Segundo. The Division is comprised of several operations, including: Neighborhood Preservation Section: Our neighborhoods are the environment in which we live and raise our families. Blight and nuisances can devalue, detract, and degrade the quality of any neighborhood. Recognizing the importance of protecting this environment, Code Compliance Inspectors work closely with the community to help provide, protect, and preserve public health and safety regulations including environmental, housing, public nuisance, zoning, and building code. Housing Section: The City manages an affordable housing fund, and senior housing fund, intended to provide support services to Department staff in the development and management of affordable housing and senior housing units, services, and programs. The City's Housing programs are guided by an Affordable Housing Strategic Plan, establishing policy guidance for the creation and management of affordable housing units to meet the needs of low- and moderate -income residents and state -mandated affordable housing goals. Community Development Block Grant (CDBG) Program: Federal funding is available from the Department of Housing and Urban Development (HUD) through the CDBG program, administered by Los Angeles County. The City receives approximately $65,000 in funding annually through Los Angeles County Development Authority (LACDA) CDBG program. The City uses CDBG funds for programs serving seniors, persons with disabilities, and to fund infrastructure improvements. Accomplishments Completed in Fiscal Year 2024-25 • Implemented measures to improve Department Key Performance Indicators from Department Assessment • Created engaging and informative Department materials regarding Development Services and codes • Completed Affordable Housing Strategic Plan • Implemented monthly Department customer service satisfaction survey • Implemented SolarAPP+ software by which applicants can apply and obtain permits for solar panels for residential projects online • Awarded new contract service agreement for Building plan check services based on fee percentage basis as opposed to hourly rate basis • Completed roll out of OpenGov permit software for all Building and Safety permits • Improved customer satisfaction rating above 70% to more than 80% • Improved success rate of standard plan review times above 89% • Completed staffing recruitment to build out Management Analyst • Completed Smokey Hollow Specific Plan Update • Completed Downtown Specific Plan Update • Completed implementation of Downtown Outdoor Dining program development • Completed residential parking permit demand study/survey • Completed development of Los Angeles Chargers headquarters and practice facility • Initiated LAWA sponsored RSI program • Expanded OpenGov permit software for Code Enforcement, Planning, Public Works, Fire, and Recreation, Parks and Library use • Completed the following Housing Element Programs: o (1) Residential Sound Insulation o (2) Code compliance inspection program o (3) Accessory Dwelling Units o (4) Affordable Housing Strategy o (5) Urban Lot Split Page 47 of 130 o (6) Provision of adequate sites for affordable housing ■ Increase density in the R3 Zone and creating Mixed Use and Housing Overlays for sites identified in the Housing Element's sites inventory o (7) Monitoring of no net loss o (8) Lot consolidation o (9) Municipal code amendments ■ ZTAs for Emergency Shelters, LBNC, Residential Care Facilities and Senior Citizen Housing, and new Reasonable Accommodations section o (10) Community Outreach ■ Monthly presence at the Farmers Market, Presentations to various CCBs (i.e., Planning Commission, Senior Board and DEI Committee) o (11) Fair housing • Adopted permanent provision for short term home share program • Initiated quarterly City Hall Pop -Up Event • Initiated General Plan Land Use Element Update Page 48 of 130 Community Development Department Key Performance Indicators Measure Target Metric 2024-2025 Performance Plan Checks Processed (includes Building, Planning, Fire, Public Works, Police, and Rec.& Parks review) 80% Complete in 1-week, 2-week, 3-week window 871 80.6% Completed in target date Planning Division Zoning Conformance Letters 10 days 10 (6 day avg) <10 days Covenants 3 days 44 <3 days Sign Permits 5 days 13 5 days Master Sign Programs 20 days 1 4 days Preliminary Plan Review 30 days 10 15 days Temporary Use Permit 15 days 19 5 days Amplified Sound Permit 2 days 23 <2 days Administrative Use Permits Alcohol - 3 months Signs - 45 days 2 - Alcohol 2 months Adjustments < 60 days 0 N/A Design review Director - 45 days Planning Commission - 3 months 0 N/A Development Project Entitlements Less than 6-months 9 30 days to 5 months Building Permits Issued Less than 30-day average 871 Inspections 100% Within 24-hours 3,482 100% Within 24-hours Building/Project Finals 129 Building and Safety Code Enforcement Cases Initiated 371 Code Enforcement Cases Closed 80% 304 82% Administrative Citations Issued 118 *Data generated July 2024-April 2025 Page 49 of 130 Community Development Department How would you rate the City's permit service compared to other cities in which you do business? Worse [11%] — Same [26°%] i Better [63°6J On a scale from 0-10, how likely are you to recommend the Community Development Department to a friend or colleague? Responses 0 ,i 50.00 Page 50 of 130 Community Development Department 4.1 4 3.9 3.8 3.7 3.6 3.5 3.4 3.3 Annual NPS Business Survey Customer Service Satisfaction with CDD (1. Very Dissatisfied, 2. Dissatisfied, 3. Neutral, 4. Satisfied, 5. Very Satisfied) •--00- 3.66 3.64 3.58 2017 2018 2019 3.98 3.9 3.81 3.68 2020 2022 2023 2024 Page 51 of 130 Finance Department Administration Accounting Services Business Services Payroll Treasury Chief Financial Officer/City Treasurer Accounting Business Administration Services Services Payroll Treasury Mission Statement To provide all City stakeholders with accurate and timely financial information, extraordinary customer service, and ensure long-term financial stability of the City. The Finance Department has 17 full-time employees. Finance has three divisions with distinct functions as follows: Administration: Provide overall direction of the department's multi -operations; advise the elected officials and management on fiscal matters; develop strong internal controls through industry best practices; assist in the development of the City's strategic plan; safeguard the City's assets; identify funding for City services; assist in labor negotiations process; and manage all purchasing operations. Accounting Services: Develop and provide accurate and timely financial reports, including the Annual Comprehensive Financial Report (ACFR); coordinate the annual financial audit and other audits required by Federal, State, County and other government agencies; process accounts payable; reconcile bank statements; process journal entries; prepare the Annual State Controller's report and the Annual Streets (Gas Tax) report; issue 1099 reports; generate periodic revenue and expenditure reports; process cash receipts; plan and develop the City's annual budget process including producing the preliminary and adopted budget documents; and manage all payroll activities including issuing the bi-weekly payroll and the annual W-2's. Page 52 of 130 Business Services: Collect all City revenues; administer the business licensing function; conduct transient occupancy tax (TOT) audits; collaborate with the California Department of Tax & Fee Administration (CDTFA) to ensure sellers' permits are properly allocated to the City for sales tax purposes; coordinate with the City's consultants on property tax and sales tax revenues; develop revenue projections during the annual budget process; and manage the utility -billing and collection functions ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025: • Coordinated Strategic Planning Sessions to set long-term goals and objectives. • Drafted and presented the FY 2025-2026 Operating & Capital Improvement Projects Budget. • Started implementation and transition to new City-wide ERP system. (18 months process) • Have a long-term financial strategic plan in place. • Lead discussions with the Finance Committee. • Fulfilled the FY 2023-2024 annual financial audit in January 2024 with no findings. • Received the Certificate of Achievement for Excellence in Financial Reporting Award from the Government Finance Officers Association (GFOA) for its FY 2022-2022 ACFR. • Streamlined the annual budget process. • Updated the City's master fee schedule with a cost -of -living factor (CPI). • Implemented the new Business License Tax Measure that took effect January 2024. • Implemented the water and wastewater fee increase per the approved rate study to support the water and wastewater systems. • Fulfilled the FY 2022-2023 MTA funds audit. • Reduced the City's subsidy for collection of solid waste through EDCO. GOALS & OBJECTIVES FOR FISCAL YEAR 2025-2026: • Continue implementation of City-wide ERP system. o Complete the following modules: Financial Management (Accounting, AP, Budgeting, Capital Assets, Cash Management, Purchasing) . o Provide citywide staff training on using the new ERP system. o Decentralize Accounts Payable processing. • Draft the FY 2026-2027 Proposed Operating & Capital Improvement Projects Budget. • Improve on the various annual budget process: o Enhance the annual budget book with robust KPI metrics, graphs, and graphics/pictures. o Interactive web -based budget module to provide additional transparency and information to the community. • Conduct the annual financial audit and receive a clean audit. • Update the City's master fee schedule with a cost -of -living factor (CPI). • Continue on a sustainable financial path, solve future structural deficits, and maintain reserves. • Continue to monitor unfunded pension liabilities. • Enhance existing revenues and look for new revenue sources (grants, economic development, tax measures). • Restore the department's staffing at full strength with new members fully functioning in their respective divisions. • Update the Citywide Travel Policy. • Conduct the Prop 218 process for the upcoming Water/Wastewater rate study. • Complete the annual audit with no findings and on time. Page 53 of 130 Fire Department Administration Mission Statement Fire Chief Administration Fire Suppression Emergency Medical Servic Fire Prevention Environmental Safety Emergency Management 1 Emergency ' Environmental Fire Suppression' Medical Services Fire Prevention Safety Emergency Management Through Courtesy & Service, the El Segundo Fire Department is Committed to Protecting Our Community from All Risks with Integrity, Compassion, Dedication, Teamwork and Professionalism. The Fire Department has six divisions, each representing a critical fire and life safety service delivery component with distinct functions as follows: Administration: Fire Administration is tasked with the overall effectiveness and efficiency of the fire department. Consisting of the Fire Chief, three Battalion Chiefs, a Senior Management Analyst, and a Senior Administrative Specialist, the fire administration division is responsible for the leadership, management and coordination of all activities within the department. Responsibilities include budget coordination and management, personnel and payroll administration, grant administration, contract management, billing, cashiering, revenue recovery, procurement, planning and organizational development. Administration supports each division within the department to provide the most effective and efficient service level given available resources. The Battalion Chiefs are responsible for incident command, suppression and EMS operations, and staffing. In addition, each Battalion Chief is assigned to specific department functions including EMS operations, apparatus maintenance and replacement, and comprehensive department -wide training. 6 FTEs. Fire Suppression: Fire Suppression personnel respond to all hazards the community may encounter including fires, floods, medical aid calls, hazardous material incidents and specialized technical rescue calls, while Page 54 of 130 also providing non -emergency public assistance. When requested, our personnel respond and provide fire and life safety service to other communities throughout the State of California, through the California Master Mutual Aid System. This division also conducts fire prevention inspections, pre -fire planning, training, apparatus maintenance and communication. 18 FTEs. Emergency Medical Services Division: The Emergency Medical Services (EMS) Division provides pre -hospital basic and advanced life support and patient stabilization, including ground ambulance transportation to medical facilities as necessary. Quickly becoming the most utilized service within the fire department, the EMS Division is positioned to provide efficient, effective life support to the injured and ill, while meeting mandated continuing education requirements to ensure quality assurance for patient care by all EMS personnel. 21 FTEs. Fire Prevention: The Fire Prevention Division is tasked with one of the most important aspects in the fire service, reducing the likelihood of fires and fire related injuries while mitigating the potential severity of these events when they occur. Fire Prevention activities include inspections of buildings and premises for code compliance; Consultation with developers and businesses on fire protection requirements; Plan reviews for all proposed construction and tenant improvements including technical fire suppression equipment, above ground tanks and exiting systems; Fire investigation; Preparing and revising laws and codes; Safety and fire prevention public education; And enforcement of fire regulations. 4 FTEs and 1 PTE. Environmental Safety Division: The Environmental Safety Division is one of only 83 Certified Unified Program Agencies (CUPA) designated and approved by the State of California to protect public health and the environment, and to implement environmental programs. The Division operates by guidance of State legislation to be self-sufficient and derives revenues through the requirements of business compliance. The division, as a CUPA, regulates the following programs: Hazardous Materials Business Plan; California Accidental Release Prevention; Risk Management Plan; Hazardous Waste Generation; Treatment of Hazardous Waste; Underground Storage Tank; and Aboveground Petroleum Storage Act facilities. The division works in conjunction with the Fire Suppression Division, as a technical reference, on hazardous material release incidents. It also serves as the liaison to the local health officer for hazardous materials clean-up. The Division is also responsible for inspection and enforcement, public outreach, administration of the CUPA, annual billing of the regulated facilities, issuing annual operating permits and providing environmental data for public inquiries. 3 FTEs. Emergency Management Division: The Emergency Management Division is tasked with making the city resilient. The division works with all city departments, city businesses, residents, neighboring jurisdictions, and other stakeholders to mitigate hazards; prepare the city through planning, training, exercising, and equipping; coordinating and supporting response operations; and facilitating recovery to recoup costs and rebuild damage. The division maintains crisis communication systems including a mass notification system and an emergency radio system. The division focuses efforts in two programs - The All -Hazards Incident Page 55 of 130 Management Team which is used to unify the efforts of the city in response to hazards when incidents occur and the Disaster Service Worker program which prepares city employees to serve the city during disasters. The division maintains all disaster and emergency related plans including the emergency operations plan. The division regularly works with residents and businesses to encourage best practices of personal, family, and business preparedness thereby improving overall city readiness. 1 FTE ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025: Fire Administration • Recommended and obtained City Council's approval to purchase ladder truck for suppression division. • Procured replacement vehicle for Fire Chief using equipment replacement funds. • Purchased replacement safety equipment, such as thermal imagers and ajaws of life, for suppression division using equipment replacement funds. • Purchased seven new AED machines to strategically place around the City. • Continued administration of FY 24 Emergency Operations Center (EOC) grant. • Completed administration of FY 21 SHSP and FY 24 Fire Prevention grants. • Contracted with vendor to complete the City's Hazard Mitigation Plan. • Worked with the Finance department to refine the equipment replacement schedule. • Entered Auto -Aid agreement with the City of Los Angeles. • Co -leading a response plan with the Police Department to address Homelessness effectively and compassionately. • Established agreement for stand-by paramedic services with the Los Angeles Chargers. • Updated fire department website to make it more user-friendly. • Facilitated "Stuff a Backpack," drive to provide backpacks and school supplies to the victims of the Palisades and Altadena fires. Over 260 backpacks were collected and donated. • Successfully implemented OpenGov software to replace outdated permit system for more efficient plan check and permit services. • Reduced financial impact of sending Firefighters to paramedic school. • Made fire and EMS incident reports accessible from any device. Fire Suppression/EMS Division • Sent one strike team to assist the community and victims the Mountain Fire. • Sent two strike teams to assist the community and victims of the Palisades Fire. • Responded to 3,385 incidents in calendar year 2024. • Implemented TeleStaff Software. • Implemented SIMS U Share and Fire Engineering training software. • Developed and implemented our Comprehensive Annual Training Program. • Participated in all Area G training sessions. • Conducted Fire Engineering training program. • Two department members completed oil firefighting training. • Logged 5,200 hours of training. • All Battalion Chiefs opened task books to become Strike Team Leaders in the California Master Mutual Aid systems. • Completed Captains Exam. • Promoted two Engineers, and two Firefighter Paramedics. • Hired five Firefighter Paramedics. • Re -certified 15 personnel as paramedics. • Implemented full paramedic model for personnel staffing. Page 56 of 130 • Sent two Firefighters to the new hybrid online and in person paramedic school program. • Completed EMS program audit by L.A. County Dept. of Health Services with no corrective actions or recommendations. • Began new EMS/Paramedic standby program with the LA Chargers and handled their entire 2024 season (July -Dec). • Refined command and control processes, policies, procedures, and training for incident command. • Installed seven state of the art AEDs installed in several public spaces including pickleball courts and Park Vista. • Organized several community events such as Super CPR Saturday, and Fire Department Open House, Spark of Love, CPR for high school and City employees, and the PTA. • Collected and distributed 3,100 toys to families in need for the Spark of Love toy drive. • Hosted four community CPR events. • Nominated and selected firefighter of the year. Fire Prevention Division • Accomplished 100% cost recovery for fire prevention services. • Fire Prevention Specialists received additional training and certifications in plan review and fire investigations. • Hired anew full-time Fire Prevention Specialist. • Organized engaging public events, including smoke alarm demonstrations, battery replacement services, and interactive fire safety games and crafts for children, fostering a fun and educational environment for all ages. • Reached hundreds of community members with hands-on fire safety activities, helping families improve fire preparedness and awareness. • Regularly post fire safety tips and prevention strategies on social media to raise community awareness and encourage safe practices. • Completed 304 new -construction inspections, 371 plan checks, and issued 145 plan check permits. Environmental Safety Division • El Segundo Environmental Safety Division was recognized by the State of CA as meeting or exceeding the State's regulatory compliance Standards. • Issued 1 enforcement notices to violators of Environmental Statutes and Regulations. • Provided 2 free training session on hazardous materials and hazardous waste to regulated sites. • Completed 336 inspections,10 plan checks, and added 18 new sites to the regulated sites. • CUPA Worked with City's Community Development to streamline new permitting procedures. • Completed 31 Public records request for environmental assessments in redevelopment properties for Smoky Hollow, Chargers facility, and Douglas complex. Emergency Management Division • Held disaster service worker training for city employees. • Organized and facilitated city-wide Great ShakeOut Earthquake Drill. • Progressed CERT program with in -person classes. • Enhanced communication capabilities through TitanHST. • Engaged local businesses for the Disaster Resilience Program through the Chamber of Commerce partnership. GOALS & OBJECTIVES FOR FISCAL YEAR 2025-2026: • Continue engine company participation in the California Master Mutual Aid System. Page 57 of 130 • Implement Battalion Chief participation in the California Master Mutual Aid System. • Conduct Engineer and Battalion Chief exams. • Enter Auto -Aid agreement with Manhattan Beach. • Ensure city employees and emergency responders are well -trained and prepared. • Expand professional development opportunities offered to administrative personnel. • Complete State Mandated fire inspections with 100% compliance. • Perform in-house plan checks for tenant improvements, special events, and film permits • Increase community engagement via social media and in -person community events. • Educate and engage residents, workers, and businesses in emergency preparedness and response. • Host six CPR community events. • Work with El Segundo School District to launch a Firefighter/EMT pathway program for high school students to establish careers with El Segundo Fire Department. • Establish a state-of-the-art EOC to facilitate coordinated emergency response and management. • Replace Environmental Safety Response Truck and associated equipment with two inspector base vehicles • Obtain the Refinery Safety Certification from OSHA Agency to increase safety program and implement efficiency steps. • Participate in refinery safety State of California task force to bring Chevron latest implementation rules information. • Upgrade Inspection software and vendor to line up with the new California Environmental Reporting System requirements. • Revise the fee accountability study for accurate permit fees and reduce burden on small businesses. • Implement Fire Engineering Training Platform. • Implement Sims U Share Training Platform. • Implement Streamline inspection software. • Hire a Deputy Fire Marshal. • Hire a part-time License Permit Specialist II. • Hire an Emergency Management Coordinator. • Hire a Principal Environmental Specialist. • Hire a Management Analyst. • Create user -manual for Telestaff, which will include tutorials for all TeleStaff functions for succession planning. • Update incident command policies and procedures. • Continue to improve comprehensive training program for all three shifts. • Join police department's drone program to increase intelligence during disasters, major incidents, and police related incidents using fire's command vehicle and drone. • Assist public works in identifying infrastructure problems with fire and police incident command vehicles and drones. Page 58 of 130 Human Resources Department Human Resources Director Recruitment Labor & Employee Relatio Risk Management Benefits & Wellness Employee Training & DevE Classification & Compens Labor & Employee Risk Benefits & Classification & Recruitment Employee Management Wellness Training& Compensation Relations Development Mission Statement To be a strategic partner while providing leadership and operational support to City departments to enhance their ability to recruit, retain, and develop a qualified and diverse workforce while effectively managing labor relations, administering employee benefits, and acting as a reliable resource to both internal and external customers. The Human Resources Department works collaboratively with the City Council, Elected Officials, Executive Management Team, employees, and the public to create strategies designed to support the City's Strategic Plan and Human Resources best practices, providing a framework for future workforce growth and sustainability. The Human Resources department is budgeted with seven (7) full-time positions: Human Resources Director, Human Resources Manager, Risk Manager, Senior Human Resources Analyst, two (2) Human Resources Analysts, and a Human Resources Technician. CORE SERVICES: Recruitment & Selection - Provide the leadership and operational support needed to attract, retain, and develop a qualified and diverse workforce so that all City departments can effectively and efficiently meet operational goals while providing essential services to the community with exceptional customer service. Benefits Administration & Wellness - Oversee the design, development, implementation, and maintenance of City- sponsored wellness, health, disability, life, and other benefit programs for employees. Training & Employee Development - Facilitates training organizational development and employee engagement opportunities to provide professional development for employees and enhance organizational culture. Page 59 of 130 Labor & Employee Relations - Negotiates and administers labor agreements with various employee associations, provides assistance to departments regarding employee performance issues and disciplinary matters; ensures City compliance with all Federal and State employment laws; and investigates employee complaints. Classification & Compensation - Manage all job classifications and conducts studies to ensure classifications are relevant and meet the operation needs of City Departments. Risk Management - Mitigate potential loss stemming from a variety of exposures, including but not limited to those associated with workers' compensation, employee safety, and minimize public liability risks. ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025 • Conducted recruitment and selection activities for the following positions: 33 full-time,10 part-time, and 11 full-time promotional opportunities including Police Sergeant, City Engineer, Facilities Systems Mechanic, Fire Captain, Revenue Inspector, Assistant City Clerk, and Street Maintenance Leadworker. • Hired 36 full-time employees and 66 part-time employees. • Coordinated an in -person benefits fair for open enrollment with health screenings, benefits plan providers, and wellness vendors. Partnered with Ca[PERS medical plan provider for on -site Mobile Health Vehicle biometric screenings, webinars, and the "One In A Million" wellness challenge for City employees. • Hosted in -person Citywide training and development opportunities for employees on a variety of topics including Workplace Violence, Substance Abuse and Reasonable Suspicion for Supervisors, Staff Report Writing, Defensive Driver, Heat and Illness, Emotional Intelligence, Risk Transfer, and Pesticide Safety. • Prepared and presented more than 25 staff reports for City Council's consideration. • Revised and/or created several classification specifications including Aquatics Manager, Communications Coordinator (P/T), Fire Engineer, Recreation Superintendent, Environmental Programs Manager, GIS Analyst and Fire Paramedic, and Public Works Inspector. • Processed more than 500 personnel action forms (PAFs) for new hire appointments, salary changes, promotions, leave requests, scheduling changes, and separations/retirements. • Optimized City services through contracting with outside vendors. Prepared and executed over 20 contracts and amendments to secure agreements providing goods or services to the City. • Maintained and enhanced the employee Intranet including the Staff Directory, and various Human Resources forms, templates, policies, and procedures. GOALS & OBJECTIVES FOR FISCAL YEAR 2025-2026 • Negotiate a successor contract to the Terms and Conditions with the Police Officers' Association (POA). • Conduct public hearing for A132561 to report status of vacancies • Develop employee engagement plan with activities and events throughout the year. • Implement Disaster Service Worker training and notification systems for City employees regarding safety and emergency management in the event of a disaster. • Conduct a Fair Labor Standards Act (FLSA) audit. • Update various citywide policies. • Implementation of HR module for Enterprise Resources Planning (ERP) system. • Continue providing required training throughout the year such as Harassment Prevention, Workplace Violence Prevention, Cybersecurity, Mandated Reporter. • Continue to enhance the internet and employee intranet with resources and benefit information. Page 60 of 130 Information Technology Services Mission Statement F 1 Service Desk Planning, Administrati( Infrastructure Solution I Information 1 Technology Services Director Planning, Infrastructure Service Desk Administration Solutions &GIS Through leadership, expertise, and strategic partnerships, the City of El Segundo's Information Technology Services Department delivers innovative, effective, and secure technologies that enable citywide services and enhance value, engagement, and accessibility to the community. The Information Technology Services Department OTSD) is composed of 3 functional teams with talented individuals who are dedicated to the City of El Segundo and deliver innovative, reliable, and secure solutions. The Service Desk team oversees personal computing devices and business solutions. The Planning and Administration team oversee department procurement, strategic planning, budget, and project management. The Infrastructure Solutions team oversees server, network infrastructure digital security. In addition, the ITSD Department includes a GIS Analyst who supports the City's geographical data needs including urban planning and related initiatives. ACCOMPLISHMENTS FISCAL YEAR 2024-2025: • Successfully led the ERP replacement selection process. Presented to and approved by City Council in August 2024. • Oversaw and implemented El Segundo's first digital 311 solution - El Segundo Connect. Web, iOS, and Android services were brought online in October 2024. • Enhanced digital security by deploying multi -factor authentication. This technology significantly reduces the risk of El Segundo's data being compromised. • Implemented an Access Anywhere Anytime approach to commonly used digital tools. Introduced web - based tools of both Outlook and Microsoft Teams to the city. Requiring all future cloud -based applications Page 61 of 130 to support Single Sign -On in order to take advantage of multi -factor authentication. • Successfully led the RFP effort to replace over 25 copiers throughout the city. Negotiated a new lease with Sharp Business System in May 2024. Replaced end -of -life devices throughout the city. • Successfully implemented an updated Technology Use Policy and a Cellular Phone Policy. • Initiated deployment of digital signatures using Docusign. GOALS & OBJECTIVES FOR FISCAL YEAR: 2025-2026: • Assist with the deployment of Tyler Technologies ERP system. • Begin migration off end -of -life datacenter storage. • Replace all desktops throughout the city. • Continue the deployment of security cameras at city buildings. • Initiate a digital transparency effort beginning with the deployment of an open -data GIS portal. • Begin planning effort to migrate city domain (email and websites) from .ORG to .GOV. • Continue deployment of digital signatures using Docusign. Page 62 of 130 Police Department Administrative Division Mission Statement Police Chief Administrative Services Bureau Special Operations Division Field Operations Bureau Patrol Division Administration Special Operations Patrol Investigative Investigative Division Our Mission is to provide a safe and secure community while treating all people with dignity and respect. The Police Department is approved for 94 full-time positions: 72 sworn and 22 non -sworn personnel. The Department consists of two bureaus: Administrative Services Bureau and Field Operations Bureau. ADMINISTRATIVE SERVICES BUREAU: Hasjurisdiction over the following: Administrative Division: Coordinates the maintenance of department vehicles and equipment; inventory and distribution of supplies and equipment; preparation of the department budget, compliance with custody of official police records; investigation of personnel complaints and compliance with training mandates; Strengthens relationships with the community; coordinates volunteer programs. Special Operations Division: Ensures safe and efficient movement of traffic in the city through high -visibility enforcement and public education; enforces parking control; coordinates special events. FIELD OPERATIONS BUREAU: Has jurisdiction over the following: Patrol Division: Patrols the City; enforces penal codes and municipal codes; maintains public order; enforces traffic law; provides public assistance as circumstances require. Page 63 of 130 Investigative Division: Follow-up investigation and assist in the prosecution of all crimes. Utilization of resources to identify and combat crime trends; coordinates with Community Lead Officers and School Resource Officers. ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025: • Established a Drone as First Responder Program to assist with faster response times, enhanced situational awareness and increased safety for personnel and the public. • Hosted three e-bike safety courses aimed to educate youth on safe and responsible riding skills. • Hired fourteen Police Officers in efforts to meet the approved seventy-two Police Officers. • Conducted comprehensive Tactical Action Plans which included directed patrols or operations targeting specific crime trends. • Collaborated with city staff to create the Proactive Approach to Combating Homelessness in El Segundo (PATCHES) Program. FOCUS AREAS FOR FISCAL YEAR 2025-2026: • Reduce crime rates through proactive policing, effective crime prevention strategies, and quick response times. • Provide information and awareness to the public through social media and other media outlets. • Continue hiring efforts to reach full staffing and adjust patrol beats and division personnel. • Continue to adopt new technologies to improve law enforcement effectiveness. • Prioritize the physical and mental well-being of officers with department -wide initiatives. Page 64 of 130 Public Works Department Administration Mission Statement Public Works Director Administration Environmental/Solid Wast General Services Engineering Utilities Environmental/ General Services Engineering Utilities Solid Waste To deliver the highest quality public works services to residents and businesses in the City of El Segundo by providing outstanding public service, diligently maintaining City facilities and public infrastructure, and delivering the projects in the City's Capital Improvement Program (CIP) in a safe, logical, expedient, and cost-effective manner. The Public Works Department has 53.5 FTE's spread among four distinct divisions. While a portion of the Department's operating costs are funded by the General Fund, the majority of the Department's operating budget is comprised of the City's Water Enterprise Fund and Wastewater Enterprise Fund. PUBLIC WORKS ADMINISTRATION: Provides overall administrative direction; ensures the Department provides the best service to the residents and the businesses in the City; represents the City with regard to regional, inter -agency and outside organization issues; manages the delivery of various projects; provides technical support to the Planning Commission and other Committees, other City Departments, the City Manager, and the City Council. ENVIRONMENTAL AND COLLECTION DIVISION: Solid Waste: Administers the City's exclusive franchise collection contract for single-family and duplex properties along with City -owned facilities; administers the City's Source Reduction and Recycling (SRRE) Program; supports the Environmental Committee and provides technical assistance and outreach to increase awareness of waste reduction and recycling. It also manages the City's Commercial and Multi -Family Solid Waste Page 65 of 130 Collection Permit Program to meet current State -mandated requirements, including AB 341 (Commercial Recycling), AB 1826 (Organics Recycling), and SB 1383 (Organic Recycling). Environmental: Manages environmental issues with the Hyperion Water Reclamation Plant, Scattergood Generating Station, and Chevron Refinery and supports the Hyperion Citizen's Advisory Committee. GENERAL SERVICES DIVISION: Government Buildings: Operates and maintains several City owned facilities comprised of over 260,000 square feet of space, including: City Hall, Fire Stations 1 & 2, the Police Station, Library, Maintenance Facility (the "Yard"), Water Facility, the Aquatics Center, Hilltop Pool, the Plunge, and Rec Park facilities. Street Maintenance: Maintains approximately 57 miles of City streets and 6 miles of alleyways. Performs graffiti abatement in public property and public Right -Of -Way. Repairs and/or replaces concrete curb, gutter and sidewalk and roadway surfaces. Cleans spills of various non -hazardous materials in the public right-of-way, installs community banners and provides First Responder services to emergencies in coordination with Police and Fire Departments, administers the street sweeping contract and provides personnel and equipment to transport debris generated by City Departments to a transfer station. Manages the street lighting contract with Southern California Edison and coordinates contractual traffic signal maintenance services with the LA County Department of Public Works. Maintains all roadway striping, marking and signage, crosswalks, parking stalls, street name signs, and posts temporary signs for community events. Equipment Maintenance: Maintains both motorized and portable equipment for the Fire, Police, Community Development, Public Works, and Recreation, Parks and Library Departments; manages the fuel purchase for all City vehicles; readies for service new Police and Fire equipment; administers the equipment replacement and vehicle operating budgets; evaluates equipment for replacement; prepares specifications necessary for the acquisition of the equipment; and determines the disposal of vehicles and equipment to be sold at auction. Equipment Maintenance also coordinates the annual Department of Transportation Smog Program audits, the annual California Highway Patrol inspections, the annual CAL -OSHA crane inspection, and the operation of the fuel storage and monitoring systems. ENGINEERING DIVISION: The Engineering Division performs the review, approval, and construction of public and private improvements in the public right-of-way, reviews and approves encroachment permits, develops and implements the Capital Improvement Program, reviews and provides approval conditions for private development applications and projects in support of the Community Development Department, manages the Capital Improvement Program Advisory Committee; and ensures compliance with and participation in various regional programs such as the NPDES Permit and South Bay Cities COG initiatives and projects. Engineering Division also provides grant oversight and administration; keeps and maintains record drawings of City -owned infrastructure; and provides engineering support to other City Departments and other Divisions within the Public Works Department. UTILITIES DIVISION: Wastewater: Operates and maintains the City's wastewater collection system, which consists of nine sewer lift stations with 18 pumps, and approximately 57 miles of sewer mains. In addition, Wastewater operates and Page 66 of 130 maintains approximately 18 miles of underground storm sewer pipes, including approximately 400 catch basins, 3 lift stations, and several underground force mains which play a critical role in assuring the City is safe from rising storm runoff waters. The sewer lift stations run in an automatic mode 24 hours per day, 365 days a year and the stormwater lift stations operate on demand as necessary. The City's sewer lift stations convey flow of over a half -billion gallons of sewage effluent to treatment plants operated by LA City and LA County. Wastewater Operators are continuously on call to assist the city's businesses and residents when issues arise stemming from sewer related backups and storm water runoff, mitigating hazardous conditions to the community we serve. Water: Operates, maintains, and repairs the City's water distribution system consisting of approximately 65 miles of pipe, 5,000 meters, 3 million gallon (MG) and 6 MG reservoirs, and the 200,000-gallon elevated tank and other water related assets. Follows stringent guidelines set by the EPA and the State of California Water Resources Control Board to assure the water delivery to the City's water customers is safe for consumption and meets all water quality and regulatory standards. Monitors numerous facets of the City's water related projects stemming from Capital Improvement Projects to renovation projects from private residents and business owners, assuring the integrity of the City's water delivery system. Works closely with water purveyors at West Basin and Metropolitan Water District to ensure City's water customers benefit from water conservation programs and rebates during these times of drought. Assures accuracy within its water meter reading systems through its "smart" meter reading software to provide the upmost in customer service transparency through its billing system. Works closely with the City's Finance Department given their partnership in assuring all water related financial responsibilities are met. Water Operators are continuously on call to assure the City's water customers have access to safe, potable water as well as assuring the City's Fire Department has the capacity to suppress and control any fire related emergency that should present itself. ACCOMPLISHMENTS IN FISCAL YEAR 2024-25: • Continuous delivery of an aggressive $39M Capital Improvement Program including Citywide Roadway Resurfacing, City Hall Phase 2 Improvements, Wastewater Infrastructure Improvements, Sidewalk Maintenance, City Hall Phase I HVAC Improvements, Library Wall Repairs and Waterproofing, Water Main Improvements, Library Elevator Modernization, Plunge Renovation Project, Main Street and Imperial Hwy Monument Sign Project, El Segundo Boulevard Improvement Project, and design of various projects at the Recreation Park Complex and Aquatics Center Heater Design. • Implemented the Preferential Parking Zone 3 Pilot Permit Program in an area bound by Mariposa Avenue, Indiana Street, and Holly Avenue, and Kansas Street. • Tracked tonnage, diversion and per capita disposal rates for recyclables, organics, bulky -items, and various roll -offs for City Facilities through Residential Solid Waste and Recycling Services provider (EDCO). • Cooperatively improved the City's disposal and recycling programs with CalRecycle to ensure compliance with State laws and maintain compliance with external agency requirements and regulations by enforcing the new commercial and multi -family permit regulations. • Prepared and published a Request for Qualifications (RFQ) and a Request for Proposals (RFP) for the implementation of franchise agreements for Commercial Solid Waste Collection, Recycling, and Disposal Services for the City. • Collaborated with the Community Development Department and EDCO in the removal of all abandoned bulky items in the public right-of-way. • Applied for grants to use towards the Citywide School District Traffic and Pedestrian Safety Design. • Maintained and repaired streets, sidewalks, sewer mains, water mains, valves and meters, pump stations, generators, signage, vehicles, and other motorized equipment. • Managed a compliant stormwater program; cleaned catch basins; and ensured public health and safety during storm events. Page 67 of 130 • Responded to emergencies in an expeditious manner. • Provided support to other departments for City events such as the Farmer's Market and Candy Cane Lane, including traffic control; signage; banners, holiday decorations, and clean-up. • Administered more than 100 contracts, including large contracts for street sweeping, trash collection, signal maintenance, and custodial services. • Reviewed, issued, and inspected 255 encroachment permits for construction activities in public right-of- way. • Implemented an outdoor dining program for establishments in the Downtown area interested in participating in the program. • Revised the Public Works organizational chart and hired the newly created "Utilities Superintendent" position. • Promoted a tenured Water Division employee to the Water Supervisor position and filled Wastewater and Water Division vacancies to continue to serve the community with the upmost in quality customer service. • Established numerous contracts with various consulting firms to assure all state and federal regulatory water resource mandates are met. • Leased to own critical piece of equipment for the maintenance and emergency response of the City's sewer system. • Implemented a new fuel and fleet management software to track the maintenance and expenses of City vehicles. • Continued to provide staff with educational opportunities to assure staff is meeting all regulatory mandates and compliance matters for their divisions. GOALS & OBJECTIVES FOR FISCAL YEAR 2025-2026: • Continue providing great level of service to the residents and business of El Segundo, maintain the roads and sidewalks in a safe condition for pedestrians, bicyclists, and motorists. • Commence the recommended improvements from the Citywide Facilities Condition Assessment and develop a multi -year CIP Programs in cooperation with the Finance Department. • Maintain and repair the City's equipment and infrastructure as needed, including sewer mains, water mains, streets, sidewalks, curbs, gutters, pump stations, potable water reservoirs, vehicles other motorized equipment, and buildings. • Deliver the annual Capital Improvement Program as approved by City Council. • Ensure consistent, effective, and efficient maintenance services and installation of new pool heaters are provided at the Aquatics Center, in cooperation with Recreation, Parks, and Library Department. • Deliver the completed Plunge Renovation Project to the community for use by early 2026. • Commence construction of the Phase 1 Teen Center and Skatepark. • Provide staff support as needed for City events and emergencies, including traffic accidents; sewer overflows; main breaks; and abandoned items in the right-of-way. • Provide outstanding customer service for all customers - internal and external; continue to represent the City's interests in regional programs and issues; coordinate with and outreach to the general public, residents, developers, contractors, utility companies and other public agencies. • Effectively administer and oversee City contracts for services and support. • Continue to cooperatively improve the City's disposal and recycling programs with CalRecycle to ensure compliance with State laws and maintain compliance with external agency requirements and regulations by enforcing the new commercial and multi -family permit regulations. • Enforce Commercial and Multi -Family Permit Program. • Execute Franchise Agreements with selected haulers for Commercial Solid Waste Collection. • Improve training and educational opportunities for all Public Works staff. • Continue to seek and secure grants for a variety of Public Works activities and projects; and to investigate more cost-effective ways to maintain and improve the City's infrastructure. • Provide water customers with more options to pay water invoices. Page 68 of 130 • Continue to work with our water partner agencies such as the West Basin Water District, Metropolitan Water District, and other South Bay Cities • Continue to support all City Boards, Commission and Committees. Page 69 of 130 Recreation, Parks, and Library Administration/ Cultural Arts Mission Statement, Vision, & Core Values Recreation, Parks, & Library Director Administration/Cultural Arts Library Recreation Parks Aquatics Library Recreation Parks Aquatics MISSION STATEMENT: The El Segundo Recreation, Parks, and Library Department strives to enrich the lives of all with excellence, through inclusive and innovative services, in clean, safe, and sustainable environments. VISION: To be the heart of the community, engaging generations, cultivating lifelong learning and memorable experiences in our welcoming places and spaces. CORE VALUES: Positivity • Communication • Respect • Teamwork - Passion The Recreation, Parks, and Library Department has 32 full-time positions and 69.74 part-time FTE positions within the Library and Recreation Divisions. ADMINISTRATION AND CULTURAL ARTS: Provides overall direction and resources for continual improvements in services, programs, and facilities based on community input and in collaboration with the Library Board of Trustees, Recreation and Parks Commission, Arts and Culture Advisory Committee, Friends of the Library, El Segundo Unified School District (ESUSD), Wiseburn Unified School District, developers, and other partners. Provides staff support for public art and experiences via the Cultural Development Program. Page 70 of 130 LIBRARY: Cultivates the library and community as environments for learning, connections, and vitality by conducting enriching literary and cultural programs for all ages Supports educational development by providing a wide-ranging collection of books and other materials to meet varying needs and interests as well as staff assistance in locating and using print and electronic resources. In coordination with the Friends of the Library, provides access to the History Room Archives and Photograph Collection. RECREATION: Provides opportunities for people of all ages to participate in a multitude of classes, programs, events and transportation services throughout El Segundo's parks, fields, and facilities. Works in cooperation with residents, community groups and other City departments to be collaborative in-service delivery. Facilitates and liaisons with community stakeholders, including the Youth Sports Council and El Segundo Co -Op Nursery School to provide well-balanced community services. PARKS: The Parks Division oversees the landscape maintenance operations of all city parks, including Rec Park, Imperial Strip, and city owned facilities including City Hall, Fire Station 1 + 2, the Downtown District, Camp Eucalyptus and Campus El Segundo. The Tree Division oversees tree maintenance operations for nearly 6,000 city owned trees including tree trimming, tree removals, new tree plantings and tree staking. ACCOMPLISHMENTS IN FISCAL YEAR 2024-2025 Administration • Hired Senior Administrative Analyst for Department • Completed Recreation, Parks and Library Department Strategic Plan • Completed Cultural Arts Master Plan • Retained consulting firm to complete department wide Staffing Analysis • Retained consulting firm to create comprehensive Aquatics Business Plan • Worked with South Bay Sports, Health and Recreation to raise $1.8 million dollars towards Plunge Capital Campaign • Conducted two Community Clean Up events at Blue Butterfly Habitat on Imperial Highway and El Segundo Dog Park • Hosted three Coffee with the Director events to engage the Senior residents of El Segundo • Provided school busses for El Segundo Unified School District's 4t" grade students to attend cultural educational attractions for extended learning opportunities. Library • As part of the California State Library's Building Forward Infrastructure grant, received by the library in 2022, Library staff worked with Public Works staff to coordinate repair of the moisture -damaged south wall, assisted in clearing several thousand books from the Page 71 of 130 shelves to allow repair work to begin, and provided quarterly reports on the grant's progress. Library staff also met with Public Works staff and other contractors to prepare for the grant -funded elevator replacement project. • Acquired a new set of tables and chairs for use in the Sue Carter Friends of the El Segundo Public Library Community Room. Also, with the help of Public Works and Information Systems staff, installed a large digital display in the Library's main entry area to publicize library services and programs. • Increased staff attendance at professional development workshops and conferences including the American Library Association Annual Conference, the California Library Association Annual Conference, the Innovative Users Group OUG) Conference, and various online webinars. • Hosted four successful "Book Tasting" events, part of a new outreach program in partnership with the Richmond Bar & Grill, which introduced attendees to new reading genres and promoted library services in a relaxed atmosphere outside of the Library. • Built a collection of native plant gardening books and a seed library in partnership with members of the El Segundo Blue Butterfly Conservancy and members from the City's Environmental Committee. • New programs and events included Song Writers in the Round; two Japanese flute performances by Yuki Shibamoto; separate programs of Junk Journaling for teens and adults by Natalie Strong; a discussion of Owen Elliot-Kugell's memoir My Mama and Henry Diltz's photography of Mama Cass Elliot; and a presentation by New York Times bestselling author J. Ryan Stradal. • Worked alongside the department's Strategic Planning Team to plan and implement a Recreation, Parks and Library retreat, which focused on staff development and establishing multi -year goals for each division. • Made major changes to bookshelf displays, both in the adult and children's areas, to enhance the collections' appearance, promote collection use and encourage patrons to consider borrowing books that they might not otherwise be aware of. • Partnered with Recreation staff to develop newjoint programming including "Switch It Up," a teen gaming program; Tiny Tots events featuring a "Bubblemania" performance, a "Rhythm and Roots" program, "Dinovember," "Family Holiday Storytime" and more. Library staff also collaborated with staff of the City's Community Development Department to present a Community Development story time. Recreation • Designed, published, and printed a vibrant, updated Recreation, Parks, and Library Activity Guide. • Increased field usage transparency by creating an Athletic Field Allocations and Youth Sports Advisory Committee webpage. • Increased contract program offerings. • Updated the Recreation Program Scholarship Program • Completed design plans for the Teen Center and Teen Plaza as part of Phase 1 of the Recreation Park Renovation Page 72 of 130 • Provided a Candy Cane Lane shuttle that eased traffic congestion and improved efficiencies for the event. • Made improvements to furnishings at the Joslyn Center and enhanced senior program offerings. • Collaborated with the Library Division to provide joint early childhood and teen programming. • Reimagined the former Youth Volunteer program into a Leadership in Training Camp. • Integrated new technology with Monday.com for work management and Procare for program communication. • Re -imagined Joy Around the World Festival of Holidays to bring back community feel while also offering professional entertainment and traditional holiday activities. Aquatics • Increased the frequency of lifeguard training to ensure top -tier safety and response readiness. • Enhanced the quality of swim lessons through structured training and full program oversight. • Implemented new staff scheduling practices, improving efficiency and ensuring adequate coverage for all shifts. • Strengthened employee morale through engagement programs. • Maintained high facility cleanliness and safety standards, improving overall guest satisfaction. • Expanded lap swimming hours during downtime of other programs. • Introduced a monthly Dive -In Movie Night during the summer, fall, and spring months. • Increased participation in swim programs, leading to higher community engagement and revenue growth. • Hosted special events and themed swim nights to attract new participants and create a more vibrant aquatics community. • Strengthened lifeguard readiness through updated emergency action plans. • Implemented new safety protocols, specifically integrating the updated Red Cross Lifeguard Program (R.26). Parks • Trimmed 312 trees. • Planted 37 trees. • Removed 42 trees. • Nash Street median and Right of Way added to city maintenance responsibility. • Pollinator garden established at Library Park. • Replaced trashcans throughout Recreation Park. • Clutters Park improvements including new benches, trash receptacles, repainted handrails. Page 73 of 130 FOCUS AREAS FOR FISCAL YEAR 2025-2026 Administration • Continue fundraising for the Plunge Capital Campaign. • Develop implementation plan for Department's Strategic Plan and infuse goals of into work plans and annual evaluations. • Complete design for new playgrounds at Recreation Park and secure Measure A funding for project. • Creatively find ways to continue to reduce high subsidy levels of programs and services Library • Assist Public Works staff in preparation and implementation of the Building Forward Infrastructure grant elevator replacement, ensuring the construction work has minimal impact on the public's use of the library. • Ahead of the California requirements in SB321, begin outreach work to local El Segundo private schools and continue outreach to the El Segundo School District to ensure that the majority of school age children have library cards. • Develop new, engaging programming for teens to continue building their awareness and use of Library services. • If approved in the budget, collaborate with Public Works staff to repaint the Library exterior. • As outlined in the Recreation, Parks and Library department's new Strategic Plan, begin the process of identifying areas in the Library for possible updating, including interior paint work, new furniture and fixtures, and more. • Participate in local events to develop a Library presence in the public, engage with the community, encourage new users and increase circulation of Library materials. • Further staff professional development by continuing to increase staff attendance at professional conferences and participation in online training. • Develop a music series funded by a recent donation to the Friends of the Library. • Work with the El Segundo History Committee to begin adding archival materials, found in the Library's Heritage Room, in the library's online catalog and making the materials more accessible to researchers. • Implement new collection use reporting software and apply tabulated data to inform collection development decisions. Recreation • Install new signage in parks: courts, picnic areas, and facilities. • Enhance customer service online, through marketing material, and in -person at facilities. • Update registration software and procedures to ensure best practices are being used. • Increase year-round program offerings to better serve our community. Page 74 of 130 • Break ground on the Teen Center and Teen Plaza project. • Review all recreation programming and operations for long-term viability and reduced subsidy • Complete design plans for the Softball and George Brett Field as part of Phase 1 of the Recreation Park Renovation. • Continue to enhance recreation facilities with a focus on programming and community needs. Aquatics • Work with consultant group Counsilman-Hunsaker to create a comprehensive business plan for the Aquatics Section. • Open the newly renovated Aquatics Stadium, "The Plunge," using the business plan as a foundation for success. • Expand Red Cross Certification Trainings, aiming for six Lifeguard Certification courses per year, and increase marketing efforts via word-of-mouth, flyers, and social media. • Certify staff as Water Safety Instructor Trainers and provide additional swim instruction training for lifeguards to improve the quality of the Swim Lesson Program. Parks • Replace Playgrounds at Recreation Park • Update amenities at El Segundo Dog Park. • Complete City Hall HR entry improvements. • Complete Laser grading of all ballfields. • Conduct detailed Monthly Park Inspections and Park Inspection Matrix to ensure problem areas are addressed immediately. • Replace "Christmas Tree" at Library Park • Replant all planters at Library Park • Complete trash receptacle replacement at all City parks • Conduct quarterly "Community Clean Up Days" • Assist in renovations/updates to Gordon Clubhouse and Joslyn Center. Page 75 of 130 CITY OF ELSEGUNDO Fiscal Year 2025-26 Budget Study Session May 5, 2025 Page 77 of 130 Presentation Agenda 1. Overview of Revenues, Expenditures, Fund Balances, 5/10 Yr. Forecast 2. Departmental Budgets 3. Capital Improvement Program (CIP) I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 3 Budget Highlights TY 2025-26 Proposed Budget is balanced" "Departments held their line" "Expenditures rising faster than revenues" I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 4 Budget Highlights ✓ Diverse revenue stream ✓ Location, location, location ✓ AAA Rating ✓ Low debt ✓ POB @ 2.7% ✓ General Fund Reserves @ 25% ✓ Strong reserves t 1 •�i it R n I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 5 Budget Highlights 1. Revenues remain flat 2. Additional police officers previously approved by City Council 3. $2.91VI Unfunded Accrued Liability (UAL) 4. POA MOU expires June 2025 5. Plunge Construction & Operations (6 months) 6. $5.31VI (General Fund) Capital projects 7. Public Safety Overtime budget 8. 5% vacancy rate used for Personnel Budget 9. Potential structural deficit starting FY 2027-28 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 I:LSEGU-4DO 6 5/1 /2025 FY 2025-26 Proposed Revenues $104,483,049 56.4% TOTAL ALL FUNDS REVENUES: $185,106,334 $80,623,285 Non -General Funds 43.6% General Fund City of El Segundo 1 350 Main St. El Segundo, CA 90245 7 GLSEGUNDO 1 w General Fund $103,459,641. 58.9% $104,483,049. .................................................. 56.40) ...................... 2 .................................................................................................. ...................................... Water Fund ........................................................................... 34,630,32y .............................................................. 19.7%* : 37,223,245. 20.10) .................... 3 ...................... ................................................................................................ .......................................................... Transportation Funds ................................................................................................. ............................................................. ..................................... 21604,345 ................................................... 11.5% ..................................................... ................................................. 2,646,436. ................................................. 1.40) 4 ...................... Debt Service POBs . ................................................................................................. .............................................................. 9,500,324. ................................................... 5.4%. .............................................................. : 9,505,304. ................................................. 5.10) 5 i Wastewater Fund ................................................................................................... i 5,742,073. 3.3%. : 6,214,470 3.40) ...................... 6 ...................... 1 .............................................................. General Fund CIP .................................................................................................. ........................................................... ................................................... 5,160,732 .................................................. .............................................................. 2.9%. .............................................................. .............................................. 5,302,000 ! ................................................. .. 2.90) 7 ...................... Equipment Replacement Fund ................................................................................................................................................................. 1,686,456 ................................................... 1.0%. .............................................................. 2,027,142 ................................................. 1.10) 8 4 Workers Compensation Fund 3,542,207 2.0%. 3,622,043 2.00, ...................... 9 ................................................................. General Liability Fund : 3,105,000 1.8%. 3,687,030 : 2.09 ...................... 10 ................................................................................................... ................................................................................................................................................................................. Dev. Services Trust : 270,000 0.2%. ................................................. 250,006. 0.19 ...................... 11 ...................... .................................................................................................. .............................................................. :Public Safety Special Rev. ................................................................................................................................................................ ................................................... 2,326,200: ................................................... .............................................................. 1.3% ................................................. 3,084,987. ........................ : ................................................. 1.70) 12 I Other Special Rev. .. .. .. .. .. .. .. .. .. .. .. .. .............. I 977,363. ......................................... ................................................... 0.6% .............................................................. 1,124,20. : .............................................. 0.60) .. 13 . Rec & Econ Dev Trust Funds 6; 1,124,256. 0.6% 5,144,406. 2.80) ...................... 14 .................................................................................................. .............................................................. Cultural Dev. Trust Fund ................................................... 250,000 .............................................................. 0.1%. ................................................. 257,500 0.10, ........................................................................................................................................................................................................................................................................................................................................................... 15 Debt Service Fund 35,000 0.0%; 36,050 0.00) ...................... 16 ................................................................................................................................................................ Solid Waste Fund .................................................................................................................................................................... 300,000. 0.2%; 211,000 0.19 17 ...................... Senior Housing FundMMMF� ........................... ............................................................... .. .. 1,038,771: a .................................................................................................................................................................... .. .. .. .. .............................................................................................................. 0.6%; 287,414 �� .. 0.20, Page 83 of 130 1 :Sales & Use Tax 2 :Business License .............. ...:............................................................................................... 3 ................................................................................................................. Transient Occupancy Tax 4 .................:............................................................................................... :Property Tax 5 :Chevron Tax Reso Agreement .................:............................................................................................... 6 :Utility User Tax (UUT) :................................................................. ................. 7 .............................. :Charges for Services .................:............................................................................................... 8 Transfers In .................:............................................................................................... 9 :Franchise Tax ................................................................................................................. 10 :Other Revenues .................:............................................................................................... 11 .................:............................................................................................... Intergovernmental 12 :License & Permits ................................................................................................................ 13 :Interest & Rental Income .................:............................................................................................... 14 ................. Fines & Forfeitures :............................................................................................... $16,805,001 $16,804,178................................................. ($822)...............................-0.005% ....................................................................................... 14,090,976. 14,090,976. 0. 0.0% ................................................................:................................................................. ................................................. :................................................... Q........� 0.0% ...............................14,800,OO1?..............14,800,000.......... 13,775,000 14,037,884 262,884 1.90/( .......................................................................... s.................................................................:.................................................:.................................................. 5,600,000 RP .................................................................:................................................................. 6,100,000.500,000. .................................................:.................................................. . 8.90/c . 11,065,706 11,093,769: 28,063 0.30/c ......:.................................................................:...................................................................................................................:................................................... 5,878,000 .......................................................................... s.................................................................:.................................................:.................................................. 5,810,748: (67,253) -1.1 % . 4,754,994 4,754,994 t 0.0O/C .................................................................:................................................................. 5,125,000. .......:....................................................................................................................................:.................................................................................................... .................................................:.................................................. 5,200,000 75,000. . 1.5% . 2,875,178 s 2,875,178: Q 0.00/( .......................................................................... ...................................................................................................................:.................................................. 355,000 355,000 0 . 0.00/( ..................................................................:................................................................. 2,282,500 ........................................................................:.................................................................:.................................................:.................................................. .................................................:.................................................. 2,329,000. 46,500 . 2.00/c . 5,707,OO1 ........................................................................................................................................... 5,886,646. :................................................. 179,646 :................................................... 3.1 % 344,677. ..................................................................:................................................................. 344,677 ................................................. 11 :................................................... 0.0% Page 84 of 130 $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-2022 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Actuals Actuals Actuals Actuals Actuals Actuals Estimated Actuals Proposed Budget - Property Tax -Sales & Use Tax -Utility User Tax (UUT) -Transient Occupancy Tax -Business License Page 85 of 130 5/1 /2025 FY 2025-26 Proposed Appropriations TOTAL ALL FUNDS APPROPRIATIONS: $104,908,631 $114,171,942 47.9% 52.1% City of El Segundo 1 350 Main St. El Segundo, CA 90245 $219,080,572 Non -General Funds General Fund 1:LSEGU-4DO 11 1 General Fund $97,472,672.. 46.2% $104,908,631 : 47.9% ................................................................................................................................................................................................................................................................................................. 2 Water Fund 39,315,822 18.6% .................................................. 39,449,617. : . 18.0% ................................................................................................................................................................................................................................................................................................. 3 Transportation Funds 3,957,036 1.9% .................................................. 2,020,037. : . 0.9% ................................................................................................................................................................................................................................................................................................ 4 :Debt Service POBs 9,500,314 4.5% .................................................. 9,497,648. : . 4.3% ................................................................................................................................................................................................................................................................................................ 5 Wastewater Fund 7,837,440 3.7% .................................................. 7,962,952 . 3.6% ................:.................................................................................................:.............................. 6 ................................................................................................................................................................................:...................................................:.............................................................;................................................... :General Fund CIP .....................;.................................................................................................................;................................................... 30,112,501 14.3% 28,830,349. 13.2% 7 Equip. Replcmt. Fund 9,674,613 i 4.6% 7,539,906. ; 3.4% ................:................................................................................................. 8 Workers Comp. Fund ............................................................................................................................................................................... 3,418,321: i 1.6%: ................................................... 3,498,106 1.6% .................................................................................................................. 9 :General Liability Fund .............................................................. .................................................................................................................. 3,769,563 1.8% ................................................... 3,777,967 1.7% .....................................................................................................................................................................................................................................:................................................................................................................. 10 :Dev. Services Trust :.............................. 800,000 :.............................................................. :................................ 0.4% 975,000 0.4% ................ 11 .................................................................................................................................................................................:...................................................:.............................................................:................................................... ................................................................... :Public Safety Spcl. Rev. 2,541,360. ...................:.............................................................:................................................... 1.2% 3,135,849. 1.4% 12 ..................................................................................................................:..............................................................:...................................................:.............................................................:................................................... Other Special Rev. 1,253,035 0.6%' 1,381,277 0.6% 13 Rec & Econ Dev Trust :.............................. 136,000 :................................................................................................................. 0.1 % 4,948,394 :................................................... 2.3% ................ 14 ...................................................................:.............................................................. Cultural Dev. Trust Fund :................................................................................................. 272,604 :...........................................................:................................................... 0.1 % :............................................... 251,611. 0.1 % ................ 15 Debt Service Fund :..................................... ... = 542,851 :......................... = 0.3% ............... ................................................... = 541,606 = 0.2% ................ 16 ............................................................. :Solid Waste Fund .............................................................. 330,006 ........................................................................................................................................ 0.2% 346,006 ..... 0.2% ..................................................................................................................:.............................................................:.................................................................................................................:................................................... 17 .................................................................................................................................................................................:..................................................................................................................................................................... Senior Housing Fund 16,295 0.0% 15,621 0.0% . Page 87 of 130 1 :Police ................................................................................................... :....................................................... $22,231,649 :...................................................... $25,192,018. : $2,960,369. :....................................................... 13.3% ............... 2 Fire :................................................................................................... :....................................................... 15,663,956 :....................................................... ....................................................... 18,231,095 :....................................................... 2,567,139. :....................................................... 16.4% ............... 3 ..................................................................................................................:.......................................................: Transfers Out 14,996,546. ...................................................... 15,138,640 <............................................................................................................... 142,102 0.9% 4 :Public Works :........................................................ 9,844,794 :................................................................................................................ 9,916,735 71,941 :....................................................... 0.7% ................................................ 5 .................................................................. :Non -Departmental 6,785,227. 7,508,339. 723,112 10.7% ..................................................................................................................:.......................................................:......................................................:.......................................................:....................................................... 6 ...................................................................................................................:.......................................................:.......................................................:.......................................................:....................................................... :Recreation, Park and Library 10,744,896 11,200,080 455,184 4.2% 7 :Community Development Department i 3,745,094 s 3,957,955. 212,861 5.7% .................................................................................................................. 8 Information Technology ....................................................... ..............................................................................................................:....................................................... 3,912,086 4,107,350 195,264 5.0% ..................................................................................................................:........................................................:.......................................................:.......................................................:....................................................... 9 :City Manager MM..............................;......... 2,807,177 3,140,747 333,570 11.9% ......................................................... 10 ...................................................................................................................................................................................................................................:.......................................................:....................................................... :Finance 2,766,646 2,807,702 41,056 1.5% 11 :Human Resources ................................................................................................... :....................................................... 2,194,786. :....................................................... 2,059,081 (135,702� :................. (6.2%) ............... 12 ..........................................................................................................................................................................:.......................................................:....................................................... City Attorney 897,450 ....................................................... 825,000 (72,450) :....................................................... ...................................... (8.1 %) 13 City Clerk 658,095. 596,780. (61,315) (9.3%) ...............:..................................................................................................:.......................................................:......................................................:.......................................................:....................................................... 14 ...............:...........................................................................................................................................................:..............................................................................................................:....................................................... ;City Council 224,272 227,098 2,826. 1.3% Page 88 of 130 Y 2025-26 Appropriations (General Fund) Summary of General Fund Appropriations (Excluding Capital Outlay & Transfers Out) Grand Total 1 $82,272,096 1 $89,769,982 1 $7,497,886 1 9.1 % * UAL payment of $2.9M 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 14 I I I (.I \DO FY 2025-26 Appropriations (General Fund) —Transfers Out • Transfers Out = $15,138,648 ➢ Debt Service Fund (POB Payments): $9,497,648 ➢ GF CIP Fund: $5,230,000 ➢ Solid Waste Fund: $200,000 ➢ Senior Housing Fund: $211,000 I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 15 FY 2025-26 Full -Time Equivalent (FTE) FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Department Adopted Adopted Adopted Proposed Change Personnel Personnel Personnel Personnel 73.64 419.07 374.47 378.71 GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 16 1 ...................... Recreation, Park and Library :................................................................................................................................................ 108.55. :........................................... 148.34 :.......................................... 101.74 :........................................... 101.48 :.......................................... (0.26; 2 :Police 89.26 87.90 88.90: 95.40: 6.5C 3 Fire 49.75 53.25 53.50 53.50 O.00 4 :Public Works :..................................................................................................... :.......................................... 48.00 <...........................................:...................................................................................... 51.50 53.50. 53.50: i O.00 ...................... 5 Community Development Department 19.00 18.50 19.00 .......................................... 18.00 (1.00; 6 Finance 20.06 18.56 18.50 17.50.(1.00 7 :City Manager 14.58. 14.58. 13M. 13.83 O.00 .......................................................................................................................................................................:............................................................................................................................................................................. 8 Information Technology 9.50 9.50 9.50: 9.50: O.00 9 Human Resources 5.00 <......................................................................................:...................................................................................... 7.00 7.00 7.00.0.0C ....................................................................................................................................................................... 10 City Council 5.00 5.00 5.00 5.00: O.00 ......................:............ 11 _ _.......................................................................;..........................................:...........................................:...........................................:...........................................:........................................... City Clerk 5.00 5.00 4.00 4.00 O.00 12 City Attorney O.00F O.00F O.00F 0.00 0.0C Page 92 of 130 FY 2025-26 Reserves • General Fund Reserve: 25% ($24.9m) • Economic Uncertainty Reserve: 2M • OPEB Reserve: $36.7M • Pension Trust Reserve: $6.3M • General Fund CIP Reserve: 400k I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 18 Description Proposed Estimated Beginning Unassigned Fund Balance on July 1, 2025 $33,053,905 Proposed FY 2025-26 Revenues $104,483,049 Proposed FY 2025-26 Appropriations (Net of GF CIP) $(99,678,631) Estimated Ending Fund Balance (June 30, 2026) $35,858,323 25% Reserve Requirement (based on proposed recurring appropriations) $24,919,658 Estimated Ending Unassigned Fund Balance after meeting 25% reserve $12,938,665 01 ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 1 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 19 Page 94 of 130 $150,000,000 $130,000,000 $110,000,000 $90,000,000 $70,000,000 $50,000,000 $30,000,000 $10,000,000 $(10,000,000) $(30,000,000) � Revenue � Expenditure -FB Page 95 of 130 I F�� $170,000,000 IN FY 2025- FY 2026- FY 2027- FY 2028- FY 2029- FY 2030- $(30,000,000) 26 27 28 29 30 Q � Revenue Expenditure FY 2031- FY 2032- FY 2033- FY 2034- 32 33 34 35 FB Page 96 of 130 Revenue Options • Sales Tax Measure C, currently at 9.5% ✓ 0.75% increase: additional $91VI annually • Transient Occupancy Tax rate (TOT), currently at 12% ✓ 1 % increase: additional $1 M annually • Utility Users Tax, currently at 3% ✓ 1 % increase: additional $500k-$1 M annually • Chevron TRA (agreement expires Sept 27') I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 22 Proposed FY 2025-26 Debt Service Funds • Douglas Street Gap Closure ➢ Funded with Traffic Mitigation Fees ➢ $4,777,801 estimated beginning fund balance on 7/1 /2025 ➢ Annual debt service payment of-$507,000 ➢ Final payment: August 1, 2035 • Pension Obligations Bonds (POBs) • Funded primarily by the General Fund & minimal amount from Enterprise Funds • $120,626,238 estimated beginning fund balance on 7/1/2025 • Annual payment of $9.7M • FY 2025-26 will be the fourth year of principal payment towards the POB • Final payment is due in June 2040 I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 23 Proposed FY 2025-26 Special Revenue Funds • Transportation Funds: $2,020,037 • Public Safety Special Revenue Funds: $3,135,849 • Other Special Revenue Funds: $1,381,277 • Senior Housing Funds: $15,621 Total of all Special Revenue Funds = $69552,784 I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 24 Proposed FY 2025-26 Enterprise Funds • Water Fund ➢$52,417,876 estimated beginning fund balance on 7/1/2025 ➢ Estimated Revenues = $37,223,245 ➢ Proposed Operating Budget = $39,449,617 ➢ Proposed Capital Budget = $4,300,000 • Wastewater Fund ➢ $11,119,251 estimated beginning fund balance on 7/1 /2025 5/1 /2025 ➢Estimated Revenues = $6,214,470 ➢ Proposed Operating Budget = $7,962,952 ➢ Proposed Capital Budget = $1,500,000 City of El Segundo 1 350 Main St. El Segundo, CA 90245 25 GSLEGU-4DO Proposed FY 2025-26 Internal Service Funds • Equipment Replacement Fund ➢ $18,722,035 estimated beginning fund balance on 7/1/2025 ➢ Estimated Revenues = $2,027,142 ➢ Proposed Budget = $7,539,900 • General Liability ➢ ($7,376,300) estimated beginning fund balance on 7/1/2025 ➢ Estimated Revenues = $3,687,030 ➢ Proposed Budget = $3,777,967 • Workers' Compensation ➢ ($3,937,720) estimated beginning fund balance on 7/1/2025 ➢ Estimated Revenues = $3,622,043 ➢ Proposed Budget = $3,498,108 I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 26 Proposed FY 2025=26 Departmental Budgets GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 27 Budget Year City Council Total Expenditures F$2,826-1 L +1% J Personnel I _ M&O Proposed Budget Changes Personnel: • Increase for CaIPERS pension contribution • Increase in Operating Supplies ($+2k) 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 Positions FT/PT 28 11 SEGUNDO City Attorney Proposed Budget Changes • Decreases to litigation, labor negotiation, and code enforcement costs 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 29 Budget Year Total Personnel M&OR Positions Expenditures FT/PT City Clerk Proposed Budget Changes Personnel. • Increases in full-time salaries and benefits • Decreased election budget due to fiscal year not being an election year (-$80k) 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 GLSEGUNDO 30 City Manager Proposed Budget Changes Personnel: • Unfreeze Management Analyst (formerly Sr. Executive Assistant) position (+$129k) M&O: • Moved $60k Employee Engagement Budget to CM from HR • Increase for State/federal lobbyist (+$36k), decrease for Strategic Planning Session Facilitator (-$10k) • Increases for Econ Dev Sidebar Summit/Redwood Collective (+$25k); new program Tech Breakfast Club (+$27k); Advertising/Publishing for marketing promotions for upcoming major events ($35k) • Increase for Citywide Staffing Assessment (+$100k) 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 31 City Manager Proposed Budget Changes (cont.) • Decreased software budget (Hootsuite & Siteimprove) to IT's budget (-$42k) • Decreased budget for 1 x Operating Supplies for ES Media Studio relocation ($-25k) • Decrease budget for Social Media Monitoring Service ($-8k) I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 32 Finance & Treasury Personnel: Budget Year Total Positions JL Expenditures L FT/PT FY 2025-26 (Proposed) $2,807,702 $2,264,176 $543,526 FY 2024-25 $2,766,646 $2,277,922 $488,723 18.0 / 0.50 (Adopted) Change +/_ +$41 056 $130746 +$54,802 +2 / L 0 1 /0 +11 /o � it Proposed Budget Changes • Decreases due to City Treasurer being appointed position (-$47k) • Upgrade License Permit Specialist I to II (+$6k) %4 R • Increase for ERP Temp Employee Budget (+$50k) • Increase for GASB 87 & 96 reporting (+$5k) Positions • Eliminate City Treasurer (-1.0 FTE) 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 33 Human Resources Proposea tsuaget Lnanges Personnel: • Decreases in full-time salaries due vacant positions being budgeted at step c and lower starting salaries M&O: • Employee Engagement budget ($60k) was moved to City Manager's Budget • Decrease in Professional & Technical budget for legal services (-$47k) • Increase in Employee Physical (+$30k) GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 34 Information Systems Proposed Budget Changes • Reclassify Senior Network Assistant to Information Systems Specialist (+$77k) ✓Support the increasing complexity of computing environments ✓Requiring more advanced technical skills in security, cloud and automation along with a need to work independently M&U • Software licenses and change of services increase (+180k) • Decrease in contractual services for router support (-$16k) • Decrease in professional & technical IT professional support (-$70k) 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 35 Community Development Proposed Budget Changes • Decreases from elimination of part-time code enforcement officers previously budgeted (-$98k) • Increase for True North / Willdan plan check, inspection, and customer service contracts (+$250k) (Revenue offset) • Decrease for Scanning Services (-$50k) • Eliminate two (2) P/T Code Enforcement officers (-1.0 FTE) 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 36 Police Department Proposed Budget Changes Personnel: • Seven (7) additional officers' salaries and benefits (+$1.1 M) • Increases to CaIPERS UAL (+$1.1 M) • Delete one (1) Personnel Officer P/T (-$73.5k) • Increase in Overtime (+$100k) • Seven (7) additional officers; eliminate one (1) P/T Personnel Officer 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 37 Police Department Proposed Budget Changes (cont.) M&O: Admin Division • Increase to Equipment Replacement Fund, adding back part of 4% cut (+$201 k) • Increase costs associated with additional officers (+$173k), for ammunition, uniforms, gear, and trainings. • Increase to repairs and maintenance budget utilizing old DIF funds (+$161 k) • Increase to Insurance (+$94k) • Increase in various contractual services (+$37k) M&a: Communications uei ter Division • Move SBRPCA Dispatch to Fire Department (-$582k) GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 38 Fire Department Proposed Budget Changes Personnel: • Increases to CaIPERS UAL (+$966K) • Unfreeze Fire Marshal position (+$183k) • Increases in overtime (+$270k) I I 1 (.1 NDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 39 Fire Department Proposed Budget Changes (Cont.) M&O: Administration Division • Increase to Insurance (+$75k) M&O: Suppression Division • Increase to Equipment Replacement Fund, adding back part of 4% cut (+$190k) • Moved SBRPCA Dispatch to Fire Department (+$582k) M&O: Paramedic Division • Increase to Equipment Replacement Fund, adding back part of 4% cut (+$60k) • Increase to transport billing (+$45k) (Offset by revenues) • Increase for service of hydraulic gurneys (+$10k) M&O: Prevention Division • Increase in plan check contractor services (+$40k) (Offset by revenues) GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 40 Budget Year Total I Personnel I M8,0 Positions Expenditures FT/PT Public Works Proposed Budget Changes Personnel: • Decreases in full-time salaries due vacant positions being budgeted at step c and lower starting salaries M&O: Government Building Division • Increase Utility budget to reflect Plunge operations ($+80k) • Decrease Aquatics Gas Utility to reflect usage (-$100k), total budget $150k for 3 pools Engineering Division • Increase Contractual Services for Facility Assessment ($150k)& Civil Design ($75k) and decrease for PW Inspection (-$125k) 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 GLSEGUNDO 41 Public Works Proposed Budget Changes (cont.) M&O: Street Services Division • Increase Contractual Services for Annual Street Sweeping Contract due to prevailing wages (+$290k) total contract $507,345 M&O: Street Maintenance Division • Decrease Operating Supplies for Street Maintenance material (-$55k) M&O; Solid Waste Recycling Division • Increase Contractual Services for Solid Waste Consultant (+$75k) total contract $175k M&O: Storm Drains Division • Decrease Gas Utility (-$10k) • Decrease Repairs & Maintenance (-$20k) GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 42 Budget Year Total Personnel M& Positions Expenditures FT/PT ecreation, Parks and Library (RPL) ••• -• Proposed Budget Changes Personnel: • MOU salaries and benefit changes; Includes 6 month of Plunge operations Positions: • Reclassify Library Assistant to Librarian I (+$28k) ✓ Assist with staff scheduling and supervising, development of policies, initiating contracts, budget preparation • Overall Part-time hours remain flat, but no impact to community programming ✓ 6 months Plunge operations (7.31 FTE) ✓ 2 months closure of Aquatics Center (4.86 FTE) ✓ extended hours at Hilltop due to Aquatics Center closure (0.54 FTE) GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 43 Recreation, Parks and Library (RPL) Proposed Budget Changes (Cont.) M&O: Recreation • Plunge operations (6 months of activity): Total: $38k ✓O4erating supplies ($24k), Emergency Repairs ($10k), Training & Education ($ ) • Recreation increase for operating supplies at Clubhouse and to increase Tiny Tots programming (+$10k) • Increase in Joslyn Center pro ramming: Senior Events ($4k), Senior program ($2k), raised planter beds in garden j$10k) • Increase in Special Events: expanded scope of events ✓ 4t" of July: Increase budget by (+$19k) ✓ Concerts in the park: Moved to Cultural Arts Fund (-$15k) • Decrease for Wiseburn Aquatic Center due to two -month closure in summer 2025, some expenses move to Hilltop Pool (-$10k) I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 44 Recreation, Parks and Library (RPL) Proposed Budget Changes (Cont.) M&O: Parks Operations • Increase in Parks division for landscape vendor (+$154k), total landscape budget $550k • Increase to Equipment Replacement Fund, adding back part of 4% cut (+$115k) M&O: Library • Decrease in annual online cataloging as the budget was moved to IT (-$22K) • Decrease in one-time library furnishings (-$11 k) • Increase in books/other printed material and e-books (+$3k) I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 45 Proposed 5-Year Capital Improvement Program (CIP) o � 0000 Goal 4: Develop Quality Infrastructure and Technology Objective: El Segundo's physical infrastructure supports an appealing, safe, and effective community. 5/1 /2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 GLSEGUNDO 46 Highlight: CIP Projects Completed or Soon to Be Completed • Center St. Storm Drain Improvement Project - $174,000 FY24/25 Pavement Rehabilitation Project - $2,203,000 Water Main Improvements Project - $1,730,000 • FY24/25 Annual Concrete Project - $170,000 ADA Ramp Project (CDBG) - $239,000 • City Hall HVAC Project (Phase 1) - $720,000 Monument Sign Project - $418,000 I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 47 CIP Projects In Progress • Recreation Parks Projects Phase 1 — Teen Center, Skatepark, and Ballfields ✓ In Design — 100% construction documents expected by August 2025 ✓ City Council to adopt plans and specifications forbidding by August 2025 • Recreation Parks Projects Phase 2 — Repair of fence posts, walls, courts damages ✓ In Design — 100% construction documents expected: Summer 2025 ✓ City Council to adopt plans and authorize advertisement: Fall 2025 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 48 ELSEGUNDO CIP Projects In Progress • Urho Saari Swim Stadium / Plunge Renovation Project ✓ In construction, anticipated construction completion by December 2025 ✓ Locker rooms have been framed, drywalled, and paint is in progress ✓ Fire alarms, fire suppression system, electrical connections, plumbing, HVAC, and lighting are in progress ✓ Roof is currently being replaced 5/1 /2025 ✓ Bleachers are in progress ✓ Pool plumbing is nearly complete, including main drains, skimmers, and return lines installed. Pool tiles and finishes still in progress ✓ Work is ongoing with mechanical room equipment ✓ Fore more pictures and updates: www.elsegundo.org/ThePIungePromect City of El Segundo 1 350 Main St. El Segundo, CA 90245 49 GUNDO CIP Projects In Progress • Dog Park Hillside Stabilization Project ✓ In design, anticipated to be ready for bid in August 2025 _- — — — Imperial Hwy._ • Hilltop Reservoir Demolition Project ✓ In design, anticipated to be ready for bid in August 2025 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 50 ELSEGUNDO CIP Projects In Progress • Playground Replacement- Rec Park ✓ $900,000 Measure A Funding ✓ $300,000 Equipment Replacement Fund ✓ Community Workshops/design (FY 2025-26) ✓ Construction (FY 2026-27) 5/1 /2025 ', 01 I l l ft ,v rl , City of El Segundo 1 350 Main St. El Segundo, CA 90245 51 GLSEGUNDO Proposed FY 2025-26 CIP Projects for All Funds • Carryover projects in progress or about to begin = $14,395,434 • New Projects = $1494559000 • $2,125,000 Proposed Transportation Funds Appropriations • $5,8007000 Proposed Enterprise Funds Appropriations • $ 500,000 Proposed Special Revenue Funds Appropriations • $ 8001000 Proposed Stormwater Fund Appropriations • $5,230,000 Proposed General Fund Appropriations $28,850,434 (Total) I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 52 Proposed FY 2025-26 General Fund CIP (#25) $ 250,000 (#27) $ 500,000 (#32) $ 100,000 (#33) $ 100,000 (#34) $ 130,000 (#35) $ 50,000 (#37) $ 250,000 (#41) $ 1,000,000 (#42) $ 1,000,000 (#43) $ 1,200,000 (#49) $ 200,000 (#50) $ 150,000 (#52) $ 300,000 $5,230,000 5/1 /2025 HVAC (Citywide) Dog Park Hillside Stabilization Citywide Misc. Repair Plumbing (Citywide) Miscellaneous Electrical (Citywide) Miscellaneous Equipment (Citywide) Main Facilities ADA Compliance Projects The Plunge Rehabilitation Recreation Park Projects Phase I Reserve Recreation Park Projects Phase II Reserve Downtown Beautification Finance Office remodel Police Department Elevator (Total) City of El Segundo 1 350 Main St. El Segundo, CA 90245 53 GSLEGU-4DO Proposed FY 2025-26 Next Steps • FY 2025-26 Budget Public Hearing and Adoption (June 3, 2025) • Beginning of FY 2025-26 (July 1, 2025) I:LSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 54 Questions GLSEGUNDO 5/1/2025 City of El Segundo 1 350 Main St. El Segundo, CA 90245 55