2026-04-14 CC Agenda SPC - PRESENTATION - ITEM 1 - FY26-30_StrategicPlanWorkshopCITY OF
EL E GUNDO
FY 26=30 Strategic Plan Workshop
April 14, 2026
Mayor's Opening Remarks
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245
City Council's Opening Remarks
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245
City Manager's Opening Remarks
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245
Program Overview
N
• Summary of Staff and Executive Team Feedback
• Review of Current Goals and Progress Update
• Development of New and/or Modified Goals
• Development of Strategies
• Lunch
• Strategy Prioritization and Presentation of New Priority Strategies
• Next Steps and Department Handoff to Develop Action Items
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Employee Feedback
Overall Sentiment
Staff are broad) supportive of the
engagement in �he organization's
priorifes, coupled with practical cc
organizational capacity.
StrateWeedback
s Plan's direction and demonstrate strong
future. reflects alignment with leadership
p
)ncerns about execution, workload, and
Top Priority Goals
• Goal 4 — Quality Workforce
• Goal 1 - Infrastructure and Technology
Modernization
• Goal 5 - Fiscal Sustainability
Implementation G, knsiderations
• Infrastructure and Technology is
perceived as both highly important
and highly difficult to implement.
• Workforce challenges including
recruitment, retention, performance
expectations, and morale are viewed
as complex and resource intensive.
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Executive Team Feedback
Overall Sentiment
The Executive Team broadly supports the current Strategic Plan framework.
Feedback reflects strong alignment around core priorities, with recommendations
focused on refinement and execution discipline rather than structural overhaul.
Top Priority Goals
• Goal 1 - Develop and maintain quality
infrastructure and technology
• Goal 5 - Champion economic
development and fiscal sustainability
Suggested Refinement
• Separating infrastructure and technology
into distinct focus areas
• Incorporating environmental regulatory
compliance
• Elevating customer service as an explicit
priority
• Reframing organizational excellence
toward becoming an employer of choice
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Executive Team Feedback
Suggested Priority Strategies
• Capital improvement project
implementation
• Technology modernization
• Business attraction and retention
• Strengthening fiscal sustainability
measures
Implementation Considerations
• Structural budget pressures driven by
rising costs and flat or declining
revenues
• Potential structural deficits
• Staffing capacity and workload
constraints
• Long term infrastructure maintenance
funding
• Economic volatility affecting business
retention and lease renewals
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 8
Strategic Plan Components
Goals (City Council) - Reflective of community priorities, Council's
vision and values, and the City's operational and financial capacity.
It
Strategies (City Council) -Broad approach the City will use to
advance each goal. Strategies focus on methods and approaches
rather than specific initiatives.
It
Action Items (City Manager and Department Directors) —Specific
initiatives, tasks, and projects necessary to achieve the goals.
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Progress Update
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Current Goals
Progress
(As of April 10, 2026)
Total
number
of
strategies: 17
Total
number
of
action items: 172
• Completed: 45
• Ongoing/Work in progress: 82
• Completed or work in progress: 74%
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GOAL #1 - DEVELOP AND MAINTAIN QUALITY INFRASTRUCTURE AND TECHNOLOGY
Strategy A:
Seek opportunities to implement and expedite the projects in the Capital Improvement Program and ensure
that City -owned infrastructure is well maintained, including streets, entryways, and facilities.
Strategy B: Technology
Seek opportunities to implement the use of innovative technology to improve services, efficiency, and
transparency.
Strategy C: General Plan/LUE Update (also part of Goal 5)
Maintain an innovative General Plan to ensure responsible growth while preserving El Segundo's quality of
life and small-town character.
Strategy D: Improve mobility and transportation throughout the city.
Total # of action items: 45
Completed: 12
Ongoing/Work in progress: 26
Completed or in progress: 84%
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GOAL #2 - OPTIMIZE COMMUNITY SAFETY AND PREPAREDNESS
Strategy A: PATCHES
Comprehensively address the unsheltered homeless population.
Strategy B: Fire/Emergency Response
Provide cost-effective and excellent fire protection and emergency response services.
Strategy C: Emergency Preparedness
Protect and prepare the El Segundo community and staff for any emergency, disaster, or environmental
violation.
Strategy D: Public Safety Satisfaction
Ensure that the community feels safe and is satisfied with the services of the El Segundo Police Department.
Total # of action items: 34
Completed: 11
Ongoing/Work in progress: 16
Completed or in progress: 79%
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GOAL #3 - DELIVER SOLUTION -ORIENTED CUSTOMER SERVICE,
COMMUNICATION, DIVERSITY, EQUITY, AND INCLUSION
Strategy A: Communications
Enhance proactive community engagement program to educate and inform the public about City
services, programs, and issues.
Strategy B: DEI Committee Workplan/Arts and Culture
Implement Diversity, Equity, and Inclusion (DEI) initiatives to cultivate representation and
opportunities for all the members of the community.
Total # of action items: 35
Completed: 8
Ongoing/Work in progress: 15
Completed or work in progress: 66%
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GOAL #4 - PROMOTE AND CELEBRATE A QUALITY WORKFORCE THROUGH
TEAMWORK AND ORGANIZATIONAL EXCELLENCE
Strategy A:
Enhance staff recruitment, retention, and training to ensure delivery of unparalleled City services and
implementation of City Council policies.
Strategy B: Process Improvement
Improve organizational excellence by implementing processes and tools that facilitate effective data collection
and analysis while promoting data -driven decision making.
Strategy C: Claims Reduction/Resolution
Reduce the number of workers' comp. and general liability claims and expedite the resolution of existing
claims.
Total # of action items: 35
Completed: 13
Ongoing/Work in progress: 10
Completed or work in progress: 66%
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GOAL #5 - CHAMPION ECONOMIC DEVELOPMENT AND FISCAL SUSTAINABILITY
Strategy A: Increase Revenue
Identify opportunities for new revenues, enhancement of existing revenues, and exploration of potential
funding options to support programs and projects.
Strategy B: Long -Term Financial Planning
Utilize the City's long-term financial plan to make financial decisions that support the goals of the strategic
plan.
Strategy C: Economic Development
Implement strategic initiatives to attract new businesses and foster business to business networking and
collaboration to retain and grow existing businesses.
Strategy D: Land Use/Neighborhood Preservation (also part of Goal 1)
Implement community planning, land use, and enforcement policies that encourage growth while preserving
El Segundo's quality of life and small-town character.
Total # of action items: 23
Completed: 1
Ongoing/Work in progress: 15
Completed or in progress: 70%
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Current Goals
• Goal 1: Develop and Maintain Quality Infrastructure and Technology
• Goal 2: Optimize Community Safety and Preparedness
• Goal 3: Deliver Solution Oriented Customer Service, Communication,
Diversity, Equity, and Inclusion
• Goal 4: Promote and Celebrate a Quality Workforce Through Teamwork and
Organizational Excellence
• Goal 5: Champion Economic Development and Fiscal Sustainability
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draft FY 2026-2030 Goals
(Based on preliminary feedback from City Council, E-Team, and Staff.)
Infrastructure
Current Goal: Develop and Maintain Quality Infrastructure
Options
A. Goal: Deliver High -Quality Infrastructure that Enhances Quality of Life.
Develop and Maintain High -Quality Infrastructure that Enhances Quality of Life.
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draft FY 2026-2030 Goals
(Based on preliminary feedback from City Council, E-Team, and Staff.)
Public Safety
Current Goal: Optimize Community Safety and Preparedness
Options
A. Goal: Advance Community Safety, Health, and Emergency Preparedness.
Optimize Community Safety, Emergency Preparedness, and Regulatory
Compliance.
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draft FY 2026-2030 Goals
(Based on preliminary feedback from City Council, E-Team, and Staff.)
Customer Service/Community Engagement
Current Goal: Deliver Solution Oriented Customer Service, Communication, Diversity, Equity,
and Inclusion
Options
A. Goal: Optimize Technology for Better Customer Service and Communication
B. Goal: Provide Exceptional Customer Service and Clear Communication
C. Goal: Foster a Connected and Inclusive Community for All Who Live and Work Here
Q Leverage Technology to Deliver Exceptional Customer Service and Clear
Communication.
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draft FY 2026-2030 Goals
(Based on preliminary feedback from City Council, E-Team, and Staff.)
Economy and Finance
Current Goal: Champion Economic Development and Fiscal Sustainability.
Options
A. Goal: Promote Economic Growth and Financial Sustainability.
B. Goal: Advance Fiscal Sustainability and Long -Term Financial Planning and Foster
Economic Growth through Business Attraction, Retention, and Expansion
Two Goals:
Advance Fiscal Sustainability and Long -Term Financial Planning.
R*/ Foster Economic Growth through Business Attraction, Retention, and
Expansion.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 21
draft FY 2026-2030 Goals
(Based on preliminary feedback from City Council, E-Team, and Staff.)
Staff Support
Current Goal: Promote and celebrate a quality workforce through teamwork and
organizational excellence
Options
A. Goal: Cultivate a high -performing and supportive workplace to position the City of El
Segundo as an employer of choice
E*/, Cultivate aHigh-Performing and Supportive Workplace.
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Strategic Goals for FY 26=27, FY 27=28, FY 28=29, FY 29=30
• GOAL: Champion Economic Development and Fiscal Sustainability.
• GOAL: Develop and Maintain High -Quality Infrastructure and Technology.
• GOAL: Optimize Community Safety, Emergency Preparedness, and
Regulatory Compliance.
• GOAL: Deliver Exceptional Customer Service and Clear Communication.
• GOAL: Cultivate aHigh-Performing Workforce and Supportive Workplace.
• GOAL: Foster a Connected and Inclusive Community for All Who Live,
Work, and Visit El Segundo
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Development of Strategies
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Development of General Strategies
DEFINITION
• A general strategy is a high-level statement that outlines a broad
approach the City will use to advance a goal. Strategies should focus
on methods and approaches rather than specific initiatives,
timelines, or departmental assignments.
OUTPUT
• Set of five to seven general strategies
strategies will provide clear policy direction
for subsequent prioritization, departmental
performance measurement.
for each goal. These
and serve as the basis
action planning, and
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Infrastructure/Technology Strategies
Current Strategies
• Seek opportunities to implement and expedite the
projects in the Capital Improvement Program and
ensure that City -owned infrastructure is well maintained,
including streets, entryways, and facilities.
• Maintain an innovative General Plan to ensure
responsible growth while preserving El Segundo's
quality of life and small-town character.
• Improve mobility and transportation throughout the City.
Proposed Strategies
• Implement the projects in the Capital Improvement
Program.
• Implement proactive, data -driven maintenance
programs to extend asset life and reduce costs.
• Maintain an innovative General Plan to ensure
responsible growth while preserving El Segundo's
quality of life and small-town character.
• Improve mobility and transportation throughout the City.
• Integrate sustainability, climate adaptation, water
efficiency, and energy performance, into infrastructure
planning and delivery.
• Implement the use of innovative technology to improve
safety, services, efficiency, and transparency.
• Transition from traditional software -based contracts to
scalable, AI -driven solutions, and prioritizing intelligent
automation to improve efficiency.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 26
Public Safety Strategies
Current Strategies
• Comprehensively address the unsheltered
homeless population.
• Provide cost-effective and excellent fire
protection and emergency response
services.
• Protect and prepare the El Segundo
community and.staff for anyemergency,
disaster, or environmental violation.
• Ensure that the community feels safe and
is satisfied with the services of the El
Segundo Police Department.
Proposed Strategies
• Comprehensively address the unsheltered
homeless population.
• Provide cost-effective and excellent fire
protection and emergency response
services.
• Ensure that the community feels safe and
maintains high satisfaction with the
services provided by the El Segundo
Police and Fire Departments.
• Implement disaster readiness through
interagency coordination and updated
response plans.
• Address air quality and industrial adjacent
impacts.
• Deliver timely, accurate, and actionable
emergency information to the public.
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Customer Service/Community
Engagement Strategies
Current Strategies Proposed Strategies
Seek opportunities to implement the use
of innovative technology to improve
services, . efficiency, and transparency.
Y p Y
Improve organizational excellence by
implementing processes and tools that
facilitate effective data collection and
analysis while promoting data -driven
decision making.
Enhance proactive community
engagement program to educate and
inform the public about Cityservices,
programs, and issues.
IRI)
lement Diversity, Equity, and Inclusion
initiatives to cultivate re resentation
(p
and opportunities for all the members of
the community.
Enhance proactive community
engagement program to educate and
inform the public about Cityservices
programs, events, and issus.
• Implement the interdepartmental crisis
communication plan.
• Deliver excellent customer service.
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Finance Strategies
Current Strategies
• Identify opportunities for new •
revenues, enhancement of
existing revenues, and
exploration of potential funding
options to support programs and
projects.
• Utilize the City's long-term
financial plan to make financial
decisions that support the goals
of the strategic plan.
Proposed Strategies
Utilize the City's Ion term
financial plan to make financial
decisions that support the goals
of the strategic plan.
Ensure long-term fiscal
sustainabiRy by adopting a
balanced bud g et and optimizing
operational efficiency.
• Identify opportunities for new
revenues, enhancement of
existing revenues, and
exploration of potential funding
options to support programs and
projects.
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Economic Development Strategies
Current Strategies
• Implement strategic initiatives to
attract new businesses and
foster business to business
networking and collaboration to
retain and grow existing
businesses.
• Implement community planning,
land use, and enforcement
policies that encourage growth
while preserving El Segundo's
quality of life and small-town
character.
Proposed Strategies
• Implement strategic initiatives to
retain, attract, and grow, a
diverse mix of businesses and
high -quality jobs.
• Foster business -to -business
networking and collaboration.
• Implement community planning,
land use, and enforcement
policies that encourage growth
while preserving El Segundo's
quality of life and small-town
character.
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Staff Support Strategies
Current Strategies
Proposed Strategies
• Enhance staff recruitment, is Implement retention and employee
retention, and training to ensure engagement strategies that foster
delivery of unparalleled City a positive workplace culture and
services and implementation of enhance morale.
City Council policies. • Strengthen and modernize hiring
g
• Reduce the number of workers' strategies to attract highly qualified
comp. and general liability claims and diverse talent pool.
and expedite the resolution of is Provide ongoing trainingand
existingclaig g
claims. development to equip employees
with the skills needed to deliver
high -quality city services, while
ensuring a safe and secure work
environment.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 31
New Goal (6th) Strategies
Foster a connected and inclusive community
for all who live, work, and visit El Segundo
Proposed Strategies
• Cultivate representation and opportunities for all the members of the
community.
• Implement hospitality and tourism initiatives to welcome visitors to the
community.
• Create opportunities for community engagement and celebration.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 32
New Strategies
Champion Economic Development and Fiscal Sustainability.
• Utilize the City's long-term financial plan to make financial decisions that support
the goals of the strategic plan.
• Ensure long-term fiscal sustainability by adopting a balanced budget and
optimizing operational efficiency.
• Identify opportunities for new revenues, enhancement of existing revenues, and
exploration of potential funding options to support programs and projects.
• Implement strategic initiatives to retain, attract, and grow a diverse mix of
businesses and high -quality jobs.
• Foster business -to -business networking and collaboration.
• Implement
encourage
character.
community planning, land use, and enforcement policies that
growth while preserving El Segundo s quality of life and small-town
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 33
New Strategies
Develop and Maintain High -Quality Infrastructure and Technology.
• Implement the projects in the Capital Improvement Program.
• Implement proactive, data -driven maintenance programs to extend asset life and reduce
costs.
• Maintain an innovative General Plan to ensure responsible growth while preserving El
Segundo s quality of life and small-town character.
• Improve mobility and transportation throughout the City.
• Integrate sustainability, climate adaptation, water efficiency, and energy performance, into
infrastructure planning and delivery.
• Implement the use of innovative technology to improve safety, services, efficiency, and
transparency.
• Transition from traditional software -based contracts to scalable, AI -driven solutions, and
prioritize intelligent automation to improve efficiency.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 34
New Strategies
Optimize Community Safety, Emergency Preparedness, and Regulatory
Compliance.
• Comprehensively address
• Provide cost-effective and
response services.
the unsheltered homeless population.
excellent fire protection and emergency
• Ensure that
the community
feels safe and maintains
high
satisfaction with
the services
provided by the
El Segundo Police and
Fire
Departments.
• Implement disaster readiness through interagency coordination and
updated response plans.
• Address air quality and industrial adjacency impacts.
• Deliver timely, accurate, and actionable emergency information to the
public.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 35
New Strategies
Deliver Exceptional Customer Service and Clear Communication.
• Enhance proactive community engagement program to educate
and inform the public about City services, programs, and
issues.
• Implement the interdepartmental crisis communication plan.
• Maintain high level of customer satisfaction.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 36
New Strategies
Cultivate a
Workplace.
High -Performing Workforce and Supportive
• Implement retention and employee engagement strategies that
foster a positive workplace culture and enhance morale.
• Strengthen and modernize hiring strategies to attract a highly
qualified and diverse talent pool.
• Provide ongoing training and development to equip employees
with the skills needed to deliver high -quality city services, while
ensuring a safe and secure work environment.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 37
New Strategies
Foster a Connected and Inclusive Community for All Who Live,
Work, and Visit El Segundo
• Cultivate representation and opportunities for all the members
of the community.
• Implement hospitality and tourism initiatives to welcome visitors
to the community.
• Create opportunities for community engagement and
celebration.
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 38
Strategy Prioritization
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Strategy Prioritization
INSTRUCTIONS
• Each Council member will receive three voting credits.
• Council members may use their voting credits on one strategy or across multiple
strategies.
• Dots may be placed only on strategies that have been finalized during the
strategy drafting exercise.
THINGS TO CONSIDER FOR PRIORITIZATION
• Alignment with adopted strategic goals
• Responsiveness to community and employee input
• Urgency of need or opportunity
• Feasibility given staffing capacity and operational constraints
• Fiscal impact and alignment with available or anticipated resources
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Priority Strategies for FY 26=27 and FY 27=28
1. Implement disaster readiness through interagency coordination
and updated response plans. (2 —Chris, Michelle)
2. Transition from traditional software -based contracts to scalable, AI -
driven solutions, and prioritize intelligent automation to improve
efficiency. (2 —Lance, Drew)
3. Implement the projects in the Capital Improvement Program. (2 —
Michelle, Ryan)
4. Implement strategic initiatives to retain, attract, and grow a diverse
mix of businesses and high -quality jobs. (2 —Drew, Lance)
5. Ensure long-term fiscal sustainability by adopting a balanced
budget and optimizing operational efficiency. (2 —Drew, Chris)
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Priority Strategies for FY 26=27 and FY 27=28
6. Maintain high level of customer satisfaction. (1 -Ryan)
7. Implement proactive, data -driven maintenance programs to extend
asset life and reduce costs. (1 -Lance)
8. Implement community planning, land use, and enforcement
policies that encourage growth while preserving El Segundo's
quality of life and small-town character. (1 —Chris)
9. Identify opportunities for new revenues, enhancement of existing
revenues, and exploration of potential funding options to support
programs and projects. (1 -Michelle)
10. Utilize the City's long-term financial plan to make financial
decisions that support the goals of the strategic plan. (1 - Ryan)
4/14/2026 City of El Segundo 1 350 Main St. El Segundo, CA 90245 42
Next Steps and Department Handoff
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Next Steps and Department Handoff
• Department Directors review the adopted strategic goals and
strategies.
• Each department will assess how its programs, services, and
projects support one or more of the adopted goals and strategies.
• Department Directors will engage their staff in the development of
action items.
• Departments are encouraged to collaborate across
as appropriate, to develop coordinated action items
that span multiple departments.
functional areas,
for strategies
• Action items for each department will be discussed and finalized at a
future E-Team meeting (anticipated July 14, 2026).
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Department Handoff
Action items include the following elements:
• Clearly defined and measurable actions aligned to the intent of the strategy
• Expected outcomes and performance measures
• Key milestones and anticipated timelines
• Preliminary assessment of fiscal impacts or budget considerations
Action items should prioritize achievable outcomes within existing
resources where possible and clearly identify where additional
resources or policy direction maybe required.
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Ongoing Accountability
• Department
items and
outcomes.
Directors will monitor progress on
report monthly to City Manager
assigned action
on status and
• Adjustments may be necessary as conditions, resources, and/or
priorities arise.
• Status reports provided to Council and all staff monthly.
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Closing Remarks
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