2018 Jul 17 - CC PACKET SPC Budget Study Workshop SPECIAL AGENDA
EL SEGU N DG CITY COUNCIL
EI Segundo City Council Chambers
350 Main Street, EI Segundo, CA 90245
The City Council, with certain statutory exceptions, can only take action upon properly posted and listed agenda items.
Unless otherwise noted in the Agenda, the Public can only comment on City-related businesses that are within the
jurisdiction of the City Council and/or items listed on the Agenda during the Public Communications portion of this
Meeting. The time limit for comments is five (5) minutes per person.
Before speaking to the City Council, please come to the podium and state: Your name, residence, and the
organization you represent, if desired. Please respect the time limits.
In compliance with the Americans and Disabilities Act, if you need special assistance to participate in this
meeting, please contact the City Clerk, 524-2305. Please notify 48 hours prior to the meeting, which will
enable the City to make reasonable arrangements to ensure accessibility to this meeting.
SPECIAL MEETING OF THE EL SEGUNDO CITY COUNCIL
TUESDAY, July 17, 2018
EI Segundo City Hall
350 Main Street, EI Segundo, CA 90245
2:00 p.m.
(Budget Study Workshop for FY 2018-19)
2:00 P.M. SESSION
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
PUBLIC COMMUNICATIONS — (Related to Citv Business Only) — 5 minute limit per person,
30 minute limit total) Pursuant to Government Code § 54954.3(a), the only public comment that will be
permitted during this Special Meeting is that pertaining to the agenda item listed below. Individuals who have
received value of$50 or more to communicate to the City Council on behalf of another, and employees speaking on
their 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.
SPECIAL ORDERS OF BUSINESS:
1. Consideration and possible action regarding a budget study workshop resulting in City
Council receiving and filing of staff's discussion, analysis, and recommendations in
preparation for the Fiscal Year 2018-2019 budget for the general fund and which
encompass the majority of the City's revenues and expenditures. Staff will present on the
following matters:
A. Public Comments
B. Introduction: Review Agenda and Session Objectives
C. Comments from the City Manager
D. Recap of the June 13th Strategic Planning Study Session
i. Review of revised Strategic Plan Document which summarizes the
Council's priority items for Fiscal Year 2018-2019. Provide direction
to staff regarding finalizing the Plan.
E. Economic Overview (Treasury Department): Review of the City's investment
portfolio and returns as well as fund balances.
F. Overview of Preliminary Fiscal Year 2018-19 Budget
i. Department Overviews (proposed changes, work plan highlights,
requested budget increases, & discussion regarding department
employment position vacancies)
G. Council to discuss and provide direction on potential uses for General Fund surplus
revenues and unexpended revenues for Fiscal Year 2018-19
H. City Council additional priorities and direction regarding 2018-19 budget for
preliminary discussion which will be brought back for potential action at a future
meeting.
I. Wrap Up and Next Steps
2. Council may raise other revenue and expenditure issues relating to staff's preparation of
the FY 2018-2019 Budget Study Session.
Recommendation: 1) City Council consider and discuss input regarding objectives
for the FY 2018-2019 Budget Study Workshop; and 2) Alternatively, take such
additional, related, action that may be desirable.
ADJOURNMENT
POSTED: DATE:
TIME:
NAM 1�-1
City of El Segundo
Strategic Plan
r—
2019
to
2021
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City Council
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Drew Carol Dr. Don
Boyles Pirsztuk Brann
Mayor Mayor Pro-Tem Councilmember
Chris Scot
Pimentel Nicol
Councilmember Councilmember
Table of Contents
A Messaae from the Citv Manaaer .................................................................................... 1
ExecutiveSummary ...............................................................................................................3
Opportunities and Challenaes Facina EI Seaundo ..........................................................4
StrategicPlan Components .................................................................................................5
Citv of EI Seaundo Mission, Vision, Values and Culture ................................................... 6
Top Council Priorities for FY 2018-19 .................................................................................... 7
Goal 1 : Enhance Customer Service and Enaaaement...................................................9
Goal 2: Support Communitv Safetv and Preparedness ................................................ 11
Goal 3: Develop as a Choice Emplover and Workforce............................................... 12
Goal 4: Develop and Maintain Qualitv Infrastructure and Technoloav ..................... 13
Goal 5: Champion Economic Development and Fiscal Sustainabilitv ....................... 15
A Message from the City Manager
Honorable Mayor Bayles, Members of the City Council and Valued Community
Members of Fl Segundo:
we are pleased to present the City of EI Segundo's 2019-2021 Three-Year Strategic
Imo` Plan.The plan serves as a roadmap for EI Segundo's vision as a "hub for innovation
where big ideas take off." The plan provides goals, objectives and strategies to help
the City achieve this vision.
With this Strategic Plan, the City will continue its work toward making EI Segundo the
best place to live, work and visit. Dur citizens and business community expect us to
provide a high level of service while keeping the community safe at all times and by
providing programs and services which enhance quality of life. As we implement the
projects and programs outlined in this strategic plan, we will continue to work with our 1
community to and build upon the partnerships we have established.
1 look forward to being part of our progress in achieving the Council's goals for EI
r Segundo, and extend my personal appreciation to our executive team and staff for
their hard work and commitment to completing this Three-Year Strategic Plan.
Respectfully,
Greg Carpenter
City of EI Segundo City Manager
July 2018
le
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DRAFT 7]6]8 2Page
III
Executive Summary
This strategic plan is a living document, featuring a comprehensive framework that can be
adjusted based on the current needs of the community. It sets forth City Council priorities to
be met by City staff. Staff provides periodic updates to the Council on the progress and
performance of each goal. It is intended that the plan can be modified to ensure that
stated goals are aligned with the needs of the community.
Through a series of outreach efforts, the City identified five key goals that will advance
EI Segundo as "a hub for innovation where big ideas take off." The goals and a brief
description of what we are seeking to achieve by each goal are provided below.
Goal I:Enhance Customer Service, Engagement, and Communications
■ EI Segundo provides unparalleled service to internal and external customers.
■ EI Segundo's engagement with the community ensures excellence.
Goal Z: Support Community Safety and Preparedness
• EI Segundo is a safe and prepared community.
Goal 3: Develop as a Choice Employer and Workforce
■ EI Segundo is a city employer of choice and consistently hires for the future
• The EI Segundo workforce is inspired, world-class, engaged, with increasing stability
and innovation.
Goal 4:Develop Qualify Infrastructure and Technology
■ EI Segundo's physical infrastructure supports an appealing, safe and effective
community.
• EI Segundo's technology supports effective, efficient, and proactive municipal
operations.
Goal 5:Champion Economic Development and Fiscal Sustainability
■ EI Segundo promotes community engagement and economic vitality.
• EI Segundo approaches its work in a financially strategic and responsible way.
Specific objectives and activities have been identified in the strategic plan to support and
achieve these five goals. To aid in implementation, an Action Plan Worksheet is utilized as a
management tool for the strategic plan, which indicates the responsible departments and
divisions for carrying out the goals, objectives and activities.
1
1
DRAFT 7-16-18 3 Page
Opportunities and Challenges
Facing EI Segundo
The context for this Three-Year Strategic Plan is a series of opportunities and challenges
facing the City of EI Segundo. Both are briefly highlighted below.
Opportunities
■ Attracting new technology
p
businesses through access to '
land, employees and _
transportation
■ Improving our downtown and � � 1
supporting existing businesses
■ Determining the future of the ��► a ; -
�, fJ
east side of the community
■ Attracting young ` s
professionals and families to
move into EI Segundo
Chaffenges
• Growing pension liability
• Replacing outdated
technology
Growing infrastructure
replacement and
maintenance costs
p - Planning for future
L development on east side of
the community
• Engaging community more in
emergency preparedness
• Recruiting and retaining
employees in a tightening
public sector job market
DRAFT 7-16-18 4 1 Page
Vision
Mission
Values
Goals
PflDfitleS
Objectives and Activities
Key Performance Indicators
DRAFT 7-1 • i 5 Page
Mission Vision
Provide a great place to live, A hub for innovation where
work and visit. big ideas take off.
Values and Culture
EI Segundo's values define how we serve EI Segundo strives to create a working
and manage our City. We practice culture of
Accountability 0 Innovation
• Productivity . Support and recognition
• Ethics Stewardship 0 Leadership by example
• Service 0 Proactive action
• Challenging ourselves ■ Problem solving -getting to yes
• Continuous improvement and
reflection
Top Council Priorities for FY 2018- 19
In June
uncil
-. - . . - .
Their2018-19. top priorities
- year are shown below,
goal.
The full list of strategic plan
activities for • - shown an
subsequent pages of f M1`
•■ --
Goal 1. Enhance Customer • Develop an effective strategy for improving
Service, Engagement, and communications with the public.
Communications • Clarify roles and expectations of the Council,
committees, boards, subcommittees and task forces.
Goal 2. Support Community . Implement strategies for recruitment and training of
Safety and Preparedness police officers
Goal 3. Develop as a Choice Develop a new approach to human resources that will
Employer and Workforce position the City for being a choice employer and
meeting future workforce needs.
Goal 4. Develop and • Focus on improving City facilities through completing a
Maintain Quality needs assessment and making improvements.
Infrastructure and • Successfully implement new technology as prioritized in
Technology the Technology Master Plan.
Goal 5. Champion Economic Continue to implement a strategy to shrink pension
Development and Fiscal liabilities.
Sustainability Continue on a sustainable financial path, solve future
structural deficits and maintain reserves.
DRAFT 7-16-18 7 1 Page
S
Objectives,,
` Activities,
and Key Performance
Indicators
This section includes five broad goals,
the Council's strategic direction for
each goal and the full list of Council
priority activities for FY 2018-19. This
section includes other activities that
are planned to be accomplished
over the next three years. It also
includes the key performance
indicators �KPIs� for each of the goals.
• e
40
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-r7
Gaal 1 : Enhance customer Service
and Engagement
•1 - •- •I ffilgly N• ■- ■ - •I I- • • -- ■
Objective IA: Fl Segundo provides unparalleled service to internal
and external customers.
■ City operations are unified and integrated.
■ City services are convenient, efficient and user-friendly for all residents,
businesses, and visitors.
Tier 1 Priorities
1. Develop an effective strategy for improving communications with the public.
2. Clarify roles and expectations of the Council, committees, boards, subcommittees
and task forces.
Tier 2 Priorities
3. Strengthen relationships between Council, executives and staff.
Other Activities
4. Streamline the contract policy for greater efficiency and effectiveness.
5. Develop and implement an operations and management plan for the new aquatics
center.
6. Implement the business center for increased customer service and efficiency.
7. Develop options for expanding Library services.
8. Provide GIS software access to basic property information and relevant documents.
Key Performance Indicators
✓ Average time to process various plan check reviews
(P&BS)
✓ Average time to process film permits (Finance)
✓ Monthly report on Resident/Business satisfaction surveys -=
(CM)
✓ Turnaround time to process all City contracts (City Clerk)
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OEM
IN 1
Goal 1 : Enhance Customer Service
and Engagement
(Continued)
Objective T8: El Segundo's engagement with the community
ensures excellence.
Other Activities
1. Obtain customer feedback, assess customer satisfaction and use it to improve
services through surveys and other methods (e.g., annual resident and business
survey, transactional and event questionnaires, and personal outreach
throughout the year).
2. Proactively identify City successes and highlight them to the public.
3. Update the website and create a mobile app for full interface with the website.
4. Expand use of social media as communication tool.
Key Performance Indicators
V Quarterly status re;�orf to City Councii on the strategic work plan (Finance)
Annual report on Net Promoter Score for resident and business satisfaction
surveys (Finance)
V Number of library users attending programs offered (Library)
Enrollment in programs offered and event attendance (Rec/Park)
1 � �
DRAFT 7-16-18 10 Page
Goal 2: Support Community Safety
and Preparedness
NEW- _V_
Strategic Direction
A prepared El Segundo is a safe El Segundo. We are actively preparing to be ready
to respond as soon as possible during times of crisis. Our outcome focused approach
to reducing risk and crime is bolstered by detailed planning and accreditation efforts
that help us recover from disasters while meeting industry standards.
Objective: FI Segundo is a safe and prepared city.
Tier 1 Priorities
1. Implement strategies for recruitment and training of police officers.
Tier 2 Priorities
2. Increase community awareness of the need for preparedness, increase the
number of people who are prepared for disaster and involved in CERT services we
offer.
Other Activities
3. Initiate the fire accreditation process, to include a response coverage study.
4. Remain focused on traffic and pedestrian safety.
5. Meet and where feasible exceed national standards for in-service training and
employee development.
6. Establish and maintain a local all-hazard Incident Management Team (IMT).
Key Performance indicators
•� Monthly report on Crime Statistics (P.D.)
V Monthly report on Priority i response times (P.D.)
Number of CERT members trained annually (F.D.) '
V Average total response time— Fire and EMS calls (F.D.)
J Number of service calls per sworn FTEs (P.D. and F.D.)
DRAFT 7-16-18 11 Page
Gaal 3: Develop as a Choice
Employer and Workforce
Strategic -
planningEl Segundo's ability to provide quality programs and services depends on our ability
to attract and retain the best staff. We support our inspired and engaged workforce
by encouraging innovation and celebrating success as well as through our robust
and meaningful training and development programs that promote thoughtful
succession - positions.
Objective: FI Segundo is a City employer of choice and consistently
hiring for the future, with a workforce that is inspired, world-class and
engaged, demonstrating increasing stability and innovation.
Tier 1 Priorities
1. Develop a new approach to human resources that will position the City for being
a choice employer and meeting future workforce needs.
Tier 2 Priorities
2. Complete current labor negotiations.
3. Improve our employees' experience in our organization and enhance
employee/management relations.
4. Conduct a review of part-time classifications and wages to ensure the City can
attract and retain needed staff.
5. Fill vacant positions in order to provide needed services to the community.
Other Activities
6. Engage a third-party to conduct a Human Key Performance
Resources audit to identify best practices that Indicators
will enable the City to become a choice ./ Number of vacancies (H.R.)
employer. .� Vacancy rate citywide and
7. Improve our attention on employee by department (H.R.)
development and engagement (e.g., develop Turnover percentage (H.R.)
leadership bench-strength professional Applicant surveys (H.R.)
development plans, meaningful employee Number of internal
evaluations, succession planning).
8. Enhance employee safety and reduce promotions (H.R.)
accidents and costs.
9. Implement formal and informal methods of
recognizing employees which are valued by 1'- ,
the employees.
DRAFT 7-16-18 12 Page
Goal 4: Develop and Maintain
Quality Infrastructure and Technology
Strategic -
El Segundo's small town charm is due in large part to ou�1:5eadtiful tree-lined streets, award-
g parks and well-maintainedfacilities. g and inve��ting
infrastructure assets is vital for the well-being of our community. We perform preventive,
maintenance and look for opportunities to enhance and replace existing assets to improve
and safety.
Objective 4A: El Segundo's physical infrastructure supports an
appealing, safe and effective community.
Tier 1 Priorities
1. Focus on improving City facilities through completing a needs assessment and
making improvements.
Tier 2 Priorities
2. Monitor the desalinization plant project of the water district.
Other Activities
3. Develop a plan to utilize increased transportation funding.
4. Regularly assess Citywide facility needs meet safety standards and best
practices.
5. Identify funding and commitment to future infrastructure needs.
6. Develop and deliver a multi-year capital improvement plan (CIP).
Key Performance Indicators
f Quarterly report on status of capital improvement plan implementation (PW)
f t0onthiy report on number of pothole repairs and sidewalk repairs completed (PW)
VSE
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DRAFT 7-16-18 13 Page
Goal 4: Develop and Maintain
Quality Infrastructure and
Technology
(Continued)
Objective 4B: FI Segundo's technology supports effective, efficient, of
proactive operations.
Tier 1 Priorities
1. Successfully implement new technology as prioritized in the Technology Master Plan.
Tier 2 Priorities
2. Digitize document imaging of historical plans and records to aid in public
accessibility.
3. Implement emergency operations center (EOC) software.
Other Activities
7. Use the full potential of software.
8. Implement paperless goals.
9. Install Wi-Fi in all critical City facilities.
Key Performance Indicators
Status update of IS mcster plan implementation (IS)
Number of online transactions conducted from residents, businesses and
i employees (Citywide/Finance to report)
Monthly analytical analysis of City website traffic: number of visitors (hits), what
webpage was most viewed, and how many inquiries were made from
community via web tools (IS)
DRAFT 7-16-18 14 Page
Goal 5: champion Economic
Development and Fiscal Sustainability
Strategic -
We promote economic growth through programs, public relatlicins, marketin g and
communication strategies that promote the benefits of locating within El Segundo. Our
modern office developments, low tax rates, highly skilled workforce Ord range of corporate
office and manufacturing space make us uniquely poised to attract new companies. Our
business friendly practices are balanced with dedication . ensuring cur localgovernment
financially sustainable. We are committed to maintaining a structurally balanced budget with
appropriate reserve levels as we provide the highest quality services for our community, row
Ord in the future. We charnplicin firainclial transparency and accourtcbil'ity.
Objective 5A: El Segundo promotes economic growth and vitality for
businesses and the community.
Tier 2 Priorities
1. Complete the golf course request for proposals process and determine the future
of the property.
2. Implement the accessory dwelling unit ordinance, reflecting amendments as
necessary.
3. Advocate for the City's interests regarding the impacts of LAX.
4. Refine our focus on economic development to define who we want to attract
and why.
Other Activities
5. Implement Downtown improvements and "re-
imagine" the downtown, which includes
downtown beautification, developing a vision for Key Performance
the downtown, promoting the downtown and Indicators
creating a funding source for marketing the
downtown. V Tracking of economic
6. Implement the economic development strategic indicators and tax
plan in order to promote business attraction, revenue annually (Econ
retention of existing businesses, and industry Dev)
diversification. ✓ Business retention,
7. Conduct proactive outreach with existing
businesses as part of the City's business retention attraction, and
satisfaction surveys
program.
8. Enhance new business attraction, marketing and (Econ Dev)
branding efforts through public relations and
advertising.
9. Launch hospitality and tourism marketing program.
DRAFT 7-16-18 15 1 Page
Goal a: Champion Economic
Development and Fiscal Sustainability
(Continued)
Objective 5B: El Segundo approaches its work in a financially
strategic and responsible way.
Tier 1 Priorities
1. Continue to implement a strategy to shrink pension liabilities.
2. Continue on a sustainable financial path, solve future structural deficits and
maintain reserves.
Tier 2 Priorities
3. Negotiate the trash contract, assess services, and determine how to pay for the
services.
4. Identify new revenue options for operations and infrastructure.
5. Explore developing a strategy in collaboration with other cities to get relief from
low property tax with the potential of working toward a future statewide ballot
measure.
6. Create a development fee for the arts to help with economic development.
7. Review the business license tax to determine the appropriate level.
8. Evaluate creating a risk manager position to establish a coordinated program of
management and reduction of costs associated with liability claims and workers'
compensation.
Other Activities
9. Conduct a water and sewer rate study to ensure adequacy of rates to
support the water and sewer system.
10.
11. Annual review of the City's master fee schedule and cost recovery policy to
support City programs and needs.
Key Performance Indicators
N'sonihly openGov status reports on budget versus actuals (accessed via City
website) (Finance)
Quarterly status report to City Council on the strategic work plan progress (Finance)
Investment policy compliance (Treasury)
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DRAFT 7-16-18 16 1 Page
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This document prepared by Management Partners,
a local government consulting firm, for the City of EI Segundo.
Management
Partners
Costa Mesa I San Jose I Cincinnati
Managementpartners.com
408.437.5400
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