2026-04-14 CC Agenda SPC - Additional Information - Strategic Plan Workshop 2026STRATEGIC PLAN WORKSHOP
EL SEGUNDO LIBRARY — SUE CARTER ROOM
APRIL 14, 2026
Time Item Facilitator/Lead
9:00 a.m. — 9:15 a.m. Mayor's opening remarks and City Council Mayor and City Council
welcome comments
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9:15 a.m. — 9:20 a.m. City Manager's opening remarks City Manager
9:20 a.m. — 9:25 a.m. ; Program overview ; City Manager
9:25 a.m. — 9:40 a.m.
Summary of Staff and Executive Team
City Manager/Deputy
Feedback
City Manager
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9:40 a.m. — 9:55 a.m.
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Review of Current Goals and Progress Update
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Deputy City
Manager/City Manager
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9:55 a.m. -10:45 a.m.
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Development of New and/or Modified Goals
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City Manager
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10:45 a.m. —11:35 a.m.
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Review of current strategies and
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Deputy City
development of new strategies
Manager/City Manager
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11:35 a.m. — 12:20 p.m.
Lunch
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12:20 p.m. —12:40 p.m.
Strategy prioritization and presentation of
Deputy City
new priority strategies
Manager/City Manager
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12:40 p.m. —12:50 p.m.
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Next steps and department handoff
City Manager
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12:50 p.m. —1:00 p.m.
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Closing remarks
Mayor and City Council
1
Rev 4/13/2026
GOAL 1
GOAL 2
GOAL 3
GOAL 4
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FY 2025-26 Strategic Plan Year -End Report
Overall Progress (July 2025 —April 2026)
26.7% Done
32.4% Done
22.9% Done
37.1% Done
Goal 1 total number of strategies: 4
Goal 1 total number of action items: 45
Completed: 12
Ongoing/Work in progress: 26
Goal 2 total number of strategies: 4
Goal 2 total number of action items: 34
Completed: 11
Ongoing/Work in progress: 16
Goal 3 total number of strategies: 2
Goal 3 total number of action items: 35
Completed: 8
Ongoing/Work in progress: 15
Goal 4 total number of strategies: 3
Goal 4 total number of action items: 35
Completed: 13
Ongoing/Work in progress: 10
Goal 5 total number of strategies: 4
Goal 5 total number of action items: 23
4.3% Done
Completed: 1
Ongoing/Work in progress: 15
2
Rev 4/13/2026
FY 2025-26 Goals and Strategies
GOAL 1: DEVELOP AND MAINTAIN QUALITY INFRASTRUCTURE AND TECHNOLOGY
1. 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.
2. Strategy B: Seek opportunities to implement the use of innovative technology to improve
services, efficiency, and transparency.
3. Strategy C: Maintain an innovative General Plan to ensure responsible growth while preserving
El Segundo's quality of life and small-town character.
4. Strategy D: Improve mobility and transportation throughout the city.
GOAL 2: OPTIMIZE COMMUNITY SAFETY AND PREPAREDNESS
1. Strategy A: Comprehensively address the unsheltered homeless population.
2. Strategy B: Provide cost-effective and excellent fire protection and emergency response
services.
3. Strategy C: Protect and prepare the El Segundo community and staff for any emergency,
disaster, or environmental violation.
4. Strategy D: Ensure that the community feels safe and is satisfied with the services of the El
Segundo Police Department.
GOAL 3: DELIVER SOLUTION -ORIENTED CUSTOMER SERVICE, COMMUNICATION, DIVERSITY,
EQUITY, AND INCLUSION
Strategy A: Enhance proactive community engagement program to educate and inform the
public about City services, programs, and issues.
Strategy B: Implement Diversity, Equity, and Inclusion (DEI) initiatives to cultivate representation
and opportunities for all the members of the community.
GOAL 4: PROMOTE AND CELEBRATE A QUALITY WORKFORCE THROUGH TEAMWORK AND
ORGANIZATIONAL EXCELLENCE
1. Strategy A: Enhance staff recruitment, retention, and training to ensure delivery of unparalleled
City services and implementation of City Council policies.
2. Strategy B: Improve organizational excellence by implementing processes and tools that
facilitate effective data collection and analysis while promoting data -driven decision making.
3. Strategy C: Reduce the number of workers' comp. and general liability claims and expedite the
resolution of existing claims.
GOAL 5: CHAMPION ECONOMIC DEVELOPMENT AND FISCAL SUSTAINABILITY
1. Strategy A: Identify opportunities for new revenues, enhancement of existing revenues, and
exploration of potential funding options to support programs and projects.
2. Strategy B: Utilize the City's long-term financial plan to make financial decisions that support the
goals of the strategic plan.
3. Strategy C: Implement strategic initiatives to attract new businesses and foster business to
business networking and collaboration to retain and grow existing businesses.
4. Strategy D: Implement community planning, land use, and enforcement policies that encourage
growth while preserving El Segundo's quality of life and small-town character.
Rev 4/13/2026
Capital Improvement Projects Status Report
Project Status Estimated Completion Budget
PENDING/WORK-IN-PROGRESS
The Plunge
In construction
June 2026
$15,000,000
Teen Center / Plaza
Recreation Park Cosmetic Wall
Repairs
Hilltop Reservoir Demolition
Bidding
Fall 2027
$5,000,000
Pre -construction
August 2026
$900,000
In construction
June 2026
$800,000
City Hall Phase 2 HVAC System
Bidding
December 2027
$700,000
Clubhouse HVAC System
Pre -construction
May 2026
$150,000
Fire Station #2 HVAC System
Construction
March 2026
$150,000
Annual Pavement Rehabilitation
Project (FY25/26)
Annual Concrete Project
In construction
March 2026
$1,000,000
In construction
April 2026
$150,000
CDBG / ADA Concrete Project
Pre -construction
April 2026
$155,000
EV Charging Station in Exec
Parking Lot
EOC Remodeling
Maintenance Yard Roof Project
Pre -construction
In Design
May 2026
$100,000
May 2027
$430,000
In Design
(Budgeted CIP for
FY26/27)
June 2027
$1,000,000
COMPLETED PROJECTS
City Hall Phase 1 HVAC System
Completed
July 2025
$700,000
Permanent Repair of Pool Heaters
at ESWAC
Completed
September 2025
$600,000
Main Street Banner Pole Project
(Removal)
Completed
August 2025
$20,000
Library Elevator Project
Completed
October 2025
$270,000
Annual Pavement Rehabilitation
Project(FY24/25)
Completed
May 2025
$2,100,000
Rev 4/13/2026
Mid Year Budget Insights
FY 2025-26 Year -To -Date (YTD): Revenues
• All Funds Revenues YTD Actuals: $67,810,762 versus budget: $185,171,641
• General Fund Revenues YTD Actuals: $29,526,607 versus budget: $104,573,049
56,000,000
$5,000 nr
54.000.000
53,000,000
$2,OOO,OD0
51,000,ODO
$o
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• General Fund had realized $29.5M or 28% current year revenues versus $28.5M or 30% prior
year
• Revenue highlights:
0 4 of the 5 top General Fund Revenues are on budget or expected to exceed budget.
■ Sales Tax revenues are tracking lower than prior year due to a slowing economy
and a departure of a business.
■ Business License is expected to be flat year -over -year.
■ Transient Occupancy Tax (TOT) is expected to meet or exceed budget as
Average Room Rate and Occupancy Rates remain high. The budget did not
include the impacts to upcoming World Cup, so TOT should come in higher than
expected.
■ Property Tax revenues remain strong, coming in at 3% or higher. Strong demand
for properties in El Segundo.
■ Utility Users Tax (UUT) will be less than last year, which was expected as utility
rates have come down over the years but is on pace to meet budget.
o Tax Resolution Agreement (TRA) with Chevron should come in higher than budgeted as
Sales Tax and UUT are coming in lower than anticipated. Chevron's annual true -up
payment should make up the difference.
5
Rev 4/13/2026
FY 2025-26 Year -To -Date (YTD): Expenditures
• All Funds Expenditures YTD Actuals: $92,920,124 versus budget: $216,775,097
• General Fund Expenditures YTD Actuals: $46,566,143 versus budget: $104,960,713
$13,000.000
$12.000.000
511,000,000
510,000.000
59.000.000
58,000.000
57,000.000
$6,000.000
$5,000.000
54,000.000
53.000.000
$2.000,000
51,000.000
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• General Fund has expended $46.4M or 44% current year versus $46M or 47% prior year
• Expenditure highlights:
o Vacancy savings are tracking 8-10%, lower than historic 11%-13%
o Overall expenditures are lower than last year due to Plunge project nearing completion.
o Majority of Operations & Maintenance (O&M) costs are on pace with budget
■ Various departments O&M (Professional & Technical, Contractual Services) are
underspend
o Overtime in Public Safety are tracking approximately 65% of the OT budget spent 6
months into the year. OT expenses tend to be higher due to the various special events
that happen during the first half of the year.
6
Rev 4/13/2026
Strategic Goal Development Worksheet
Purpose
Please complete this worksheet prior to the Strategic Planning Workshop to draft and refine proposed strategic goals for the next five years. Strategic goals should describe the
long-term outcomes the city seeks to achieve and guide decision making across the organization.
Consider the following inputs:
Use the questions below to test and refine the goal statements:
• Key findings from community and business surveys
• What long term outcome does this goal seek to achieve?
• Employee engagement and staffing capacity insights
• Is the goal outcome focused rather than action or project focused?
• Financial conditions and budget constraints
• Is the goal understandable to the public without additional explanation?
• Progress and lessons learned from prior strategic goals
• Does the goal apply across departments and service areas?
• Council values and long-term community vision
• Is this goal supported by data and community or organizational input?
GOAL #
DRAFT GOAL (BASED ON INITIAL FEEDBACK FROM COUNCIL, E-TEAM, AND STAFF)
Goal 1
Develop and Maintain High -Quality Infrastructure that Enhances Quality of Life.
Goal 2
Optimize Community Safety, Emergency Preparedness, and Regulatory Compliance.
Goal 3
Leverage Technology to Deliver Exceptional Customer Service and Clear Communication.
Goal 4
Advance Fiscal Sustainability and Long -Term Financial Planning.
Goal 5
Foster Economic Growth through Business Attraction, Retention, and Expansion.
Goal 6
Cultivate a High -Performing and Supportive Workplace.
Rev 4/13/2026
Drafting the General Strategies for FY 2026-28
Purpose
The purpose of this exercise is to identify a set of general strategies that describe how the city will
pursue each adopted strategic goal. These strategies are intended to provide clear policy direction while
allowing departments flexibility in determining specific actions, programs, and projects.
Definition of a General Strategy
A general strategy is a high-level statement that outlines a broad approach the city will use to advance a
strategic goal. Strategies should focus on methods and approaches rather than specific initiatives,
timelines, or departmental assignments.
Instructions to City Council
1. For each adopted strategic goal, the City Council will collaboratively identify five to seven
general strategies that support achievement of that goal.
2. Strategies should be informed by workshop data and discussion, including community input,
employee engagement findings, performance trends, staffing capacity, capital needs, and fiscal
conditions.
3. Each strategy should clearly relate to the associated goal and describe a Citywide approach
rather than a departmental task or specific project.
4. Strategies should be written in clear, concise language that is understandable to the public and
usable by departments for implementation planning.
Guide Questions
1. What broad approaches must the city take to achieve this goal over the next five years?
2. Based on the data and prior experience, what must the city do differently or more consistently
to reach this outcome?
3. How can these strategies balance ambition with the City's financial, staffing, and operational
capacity?
4. What approaches would best align City operations with community expectations and Council
priorities?
5. If limited to five to seven strategies for this goal, which approaches are most essential?
Expected Output
At the conclusion of this exercise, the City Council will have a set of five to seven general strategies for
each adopted strategic goal. These strategies will provide clear policy direction and serve as the basis for
subsequent prioritization, departmental action planning, and performance measurement.
Rev 4/13/2026
General Strategy Development Worksheet
Purpose
Use this worksheet to identify general strategies that describe how the city will pursue each adopted strategic goal. Strategies should provide direction while allowing
departments flexibility in implementation.
Instructions
Identify five to seven general strategies that support achievement of this goal. Each strategy should describe a broad Citywide approach rather than a specific program, project,
or departmental task.
Review each strategy using the questions below:
• Does this strategy clearly support the associated goal? • Can multiple departments reasonably align their work to this strategy?
• Is the strategy broad enough to remain relevant for five years? • Is the strategy realistic given financial and staffing capacity?
• Does it avoid prescribing specific projects, solutions, or departments?
GOAL
PROPOSED STRATEGIES
1. Implement the projects in the Capital Improvement Program.
2. Implement proactive, data -driven maintenance programs to extend asset life and reduce costs.
Infrastructure
3. Maintain an innovative General Plan to ensure responsible growth while preserving El Segundo's quality of life and small -
town character.
4. Improve mobility and transportation throughout the City.
5. Integrate sustainability, climate adaptation, water efficiency, and energy performance, into infrastructure planning and
delivery.
1. Comprehensively address the unsheltered homeless population.
2. Provide cost-effective and excellent fire protection and emergency response services.
Public Safety
3. Ensure that the community is safe and maintains high satisfaction with the services provided by the El Segundo Police
Department.
4. Implement disaster readiness through interagency coordination and updated response plans.
5. Address air quality and industrial adjacency impacts.
Rev 4/13/2026
1.
Implement the use of innovative technology to improve services, efficiency, and transparency.
2.
Enhance proactive community engagement program to educate and inform the public about City services, programs, and
Customer
Service/Community
issues.
Engagement
3.
Implement Diversity, Equity, and Inclusion (DEI) initiatives to cultivate representation and opportunities for all the
Strategies
members of the community.
4.
Seek opportunities for community engagement and participation - Vision 2050.
1.
Implement strategic initiatives to attract, grow, and retain a diverse mix of businesses and high -quality jobs.
Economic
2.
Foster business -to -business networking and collaboration.
Development
3.
Align land use decisions with economic development goals and community character.
1.
Identify opportunities for new revenues, enhancement of existing revenues, and exploration of potential funding options
to support programs and projects.
Finance
2.
Utilize the City's long-term financial plan to make financial decisions that support the goals of the strategic plan.
3.
Ensure long-term fiscal sustainability by adopting a balanced budget, optimizing resource allocation, and responsibly
managing public funds.
1.
Strengthen and modernize hiring strategies to attract highly qualified and diverse talent pool.
2.
Provide ongoing training and development to equip employees with the skills needed to deliver high -quality city services.
Staff Support
3.
Promote employee engagement strategies that foster a positive workplace culture, enhance morale, and improve
retention.
10
Rev 4/13/2026
Strategy Prioritization
Purpose
The purpose of this exercise is to identify the general strategies that should receive the highest level of
focus and resource consideration in Fiscal Year 2026-28. This prioritization will help guide near term
planning, budgeting, and departmental work programs.
Method
The City Council will use a weighted dot voting exercise to rank the relative priority of the drafted
general strategies.
Voting Instructions
1. Each Councilmember will receive three voting credits.
2. Councilmembers may cast their voting credit on one strategy or across multiple strategies
through https://dotstorming.com/b/699e2cic014fdc2Oeb5lfd10. Dots may be placed only on
strategies that have been finalized during the strategy drafting exercise.
3. Strategies receiving the highest total point values will be identified as the top priorities for FY26-
28.
4. The results of this exercise will inform departmental work planning, budget development, and
the sequencing of implementation efforts.
Criteria for Prioritization
1. Alignment with adopted strategic goals
2. Responsiveness to community and employee input
3. Urgency of need or opportunity
4. Feasibility given staffing capacity and operational constraints
5. Fiscal impact and alignment with available or anticipated resources
11
Rev 4/13/2026
Top Priorities for FY 2026-27 and FY 2027-28
PRIORITY #
STRATEGY
POINTS
1
2
3
4
5
6
7
12
Rev 4/13/2026
Department and Staff Engagement
Purpose
The purpose of the departmental handoff is to transition the adopted strategic goals and prioritized
general strategies into actionable, measurable, and coordinated action items.
Direction to Department Directors
1. Department Directors review the adopted goals and the prioritized strategies identified for
Fiscal Year 2026-28.
2. Each department will assess how its programs, services, and projects support one or more of the
adopted goals and strategies.
3. Department Directors are responsible for actively engaging their staff in the development of
action items. Staff input is essential to ensure feasibility, identify resource needs, and leverage
operational expertise.
4. Departments are encouraged to collaborate across functional areas, as appropriate, to develop
coordinated action items for strategies that span multiple departments.
5. Action items for each department will be discussed and finalized at a future E-Team meeting
(anticipated July 14, 2026).
Development of Action Items
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 may be required.
Timeline and Deliverables
• Directors will submit their draft action items within the timeframe established by the City
Manager following the workshop.
• Submitted action items will be reviewed by the City Manager to ensure alignment with City
Council direction, feasibility, and cross departmental coordination.
• Refined action items will be used to inform the Fiscal Year 2026-28 departmental work
programs and performance reporting.
Ongoing Accountability
Department Directors will monitor progress on assigned action items and report monthly to City
Manager on status and outcomes. Adjustments may be necessary as conditions, resources, and/or
prioritiees arise. Status reports provided to Council and all staff monthly.
13
Rev 4/13/2026