2018 Aug 14 CC PACKET SPC Budget Study Workshop #2 f ?'* SPECIAL AGENDA
EL SEGUNDO CITY COUNCIL
COUNCIL CHAMBER - 350 MAIN STREET
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, AUGUST 14, 2018
EL SEGUNDO COUINCIL CHAMBER— 350 MAIN STREET
2:30 PM
(Budget Study Workshop #2 for FY 2018-19)
2:30 P.M. SESSION
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
PUBLIC COMMUNICATIONS — (Related to Citv Business OnlvJ — 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.
1
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 (FY) 2018-2019 budget. Staff will present on the following
matters:
A. Public Comments
B. Recap of the July 17th Budget Study Session
i. Review of revised Strategic Plan Document which summarizes the
Council's priority items for Fiscal Year 2018-19. Provide direction to
staff regarding finalizing the Plan (Exhibit A).
ii. Review of the Commission's, Committee's, and Board's survey
(Exhibit B)
C. Overview of Preliminary FY 2018-19 Budget
i. Continue Department Overviews (proposed changes, work plan
highlights, requested budget increases, & discussion regarding
department personnel vacancies)
ii. Review of proposed Capital Improvement Budget (Exhibit C)
D. Council to discuss and provide direction on potential uses of General Fund
Unallocated Fund Balance for FY 2018-19 (Exhibit D)
E. City Council additional priorities and direction
F. Wrap Up and Next Steps
2. Council may raise other 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: ID 4
TIME: q 5'5
NAME.b NeW,00
2
City
Strategic Plan
2019
r --- to
■ * 2021
_ 7
# j
CitySegundoof EI
City Council
I r
Drew Carol Dr. Don
Boyles Pirsztuk Brann
Mayor Mayor Pro-Tem Councilmember
00
I
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Chris Scot
Pimentel Nicol
Councilmember Councilmember
I
Table of Contents
A Messaae from the City Manaaer ,.,.,.......,....,....,,..................,........,.....,.......,.........................,,,.,,,, 1
Executive Summary.,.,,,,, 2
Opportunities and Challenaes Facina El Seaundo,,.,..................... 3
Strateaic Plan Components .............................................................,.......
;:,,,,,,,
Citv of EI Seaundo Mission, Vision, Values and Culture. ....., 5
Top Council Priorities for FY 2018-19 ............. „,,........ 6
Goal 1 : Enhance Customer Service and Enaaaement.,,.,,,...,,.....,,................................ 8
Goal 2: Support Communitv Safetv and Preparedness......,.,.,...................................... 10
Goal 3: Develop as a Choice Emolover and Workforce............................................... 1 l
Goal 4: Develop and Maintain Qualitv Infrastructure and Technoloav ..................... 12
Goal 5: Champion Economic Development and Fiscal Sustainabilitv ....................... 14
5
A Message from the City Manager
Honorable Mayor Boyles, Members of the City Council and Valued Community
,t Members of EI Segundo:
L- r
I We are pleased to present the City of EI Segundo's 2019-2021 Three-Year Strategic
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. Our 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
community to and build upon the partnerships we have established.
I 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
August 2018
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6 I Poge
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 1: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 2: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 Quality 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.
.+ 4Y .
Page
Opportunities and Challenges
Facing El 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.
a
X - #
Opportunities
• Attracting new technology
businesses through access to
land, employees and j
transportation
• Improving our downtown and
supporting existing businesses _
• Determining the future of the
east side of the community
Attracting young
professionals and families to
move into EI Segundo
i
Challenges
-�` 0 Growing pension liability
• Replacing outdated
technology
Growing infrastructure
replacement and
l maintenance costs
• Planning for future
development on east side of
--- the community
• Engaging community more in
emergency preparedness
• Recruiting and retaining
employees in a tightening
public sector job market
83 1 Page
Vision
Mis�ian
Values
Goals
Priorities
Objectives and Activities
Key Performance Indicators
..
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 0 Support and recognition
• Ethics Stewardship 0 Leadership by example
• Service 0 Proactive action
• Challenging ourselves 0 Problem solving - getting to yes
• Continuous improvement and
reflection
4 Ira
do
Top Council Priorities for FY 2018- 19
In June 2018, the City Council
identified their priorities for
Their2018-19. top priorities
the -. are shown below,
The full list of • - • •
activities forare shown on
subsequent pages of
v
■ Develop an effective strategy for improving
,Goal 1. Enhance Customer communications with the public.
'Service, Engagement, and • Clarify roles and expectations of the Council, committees,
Communications boards, subcommittees and task forces,
Strengthen relationships between Council, executives and
staff.
Goal 2. Support Community Implement strategies for recruitment and training of police
Safety and Preparedness officers,
■ 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.
{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,
iGoal 4. Developpand
(Maintain vel y • Focus on improving City facilities through completing a
needs assessment and making improvements.
Infrastructure and Successfully implement new technology as prioritized in the
'Technology Technology Master Plan,
,Goal 5. Champion + Advocate for the City's interests regarding the impacts of
(Economic Development LAX.
and Fiscal Sustainability Continue to implement a strategy to shrink pension liabilities.
• Continue on a sustainable financial path, solve future
structural deficits and maintain reserves.
116 1 Page
Goals , Strategic Direction ,
Objectives , Planned Activities,
f..4
and Key Performance
Indicators
This section includes fire broad goals,
the council's strategic direction for
each goal and the full fist of council
priority activities for FV �fl18-� 9. This
section includes other activities that
are planned to be accomplished
ager the next three years. It also
. includes the key performance
�� ° °° indicators �KPIs� for each of the goals.
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Goal 1 : Enhance Customer Service
and Engagement
Strategic -
Our team of dedicated City staff are committed to creating an environment that supports
our community and encourages people to be engaged, Staff are proactive problem solvers
who understand the needs of our customers and offer innovative solutions to address
underlying challenges. Information and ouireach materials about our programs and services
are designed to be accessible and easy-to-use.
Objective IA: El 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.
3. Strengthen relationships between Council, executives and staff.
Ties 7 DriGFities
Stmngthon rcistianohipc botcocn 03unoil, aimo .:tivoc Snd ctaff. (moved to Tier 1)
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.
b. 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 pian check reviews
(P&BS)
Average time to process flim permits(Finance)
* Monthly report on Resident/Business satisfaction surveys
(CM) _
* Turnaround time to process all City contracts (City Clerk)
Pace
Goal 1 : Enhance Customer Service
and Engagement
(Continued)
Objective 18: 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
✓ Quarterly status report to City Council on the strategic work plan (Finance)
✓ Annual report on Net Promoter Score for resident and business satisfaction
surveys (Finance)
✓ Number of library users attending programs offered (Library)
V Enrollment in programs offered and event attendance (Rec/Park)
17.
4r !}
149 Page
t -
Goal 2: Support Community Safety
and Preparedness
Strategic On
A prepared El Segundo Is a safe El Segundo. We are aciiveiy preparing to be ready
to respond os 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 • us recover ■ disasters while meeting Industry standards,
Objective: EI Segundo is a safe and prepared city.
Tier 1 Priorities
1 , Implement strategies for recruitment and training of police officers.
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.
Tier 2 Priority
3. Romain fc�j-u� on traffic and pc/lctrisn vafuty, Enhance the public safety in the
City's streets and sidewalks.
Other Activities
4. Initiate the fire accreditation process, to include a response coverage study,
Rcmratn fo=ios� on trcffin anal pcd`-vtricn ►'Of&/- (moved to Tier 2)
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
v Monthly report on Crime Statistics (P.D.) .
V Monthly report on Priority 1 response times(P.D.)
V Number of CERT members trained annuatly (F.D.)
V Average total response time- Fire and EMS calls(F.D.)
v" Number of service calls per sworn FTEs (P.D. and F.D.)
1�0 Page
Goal 3: Develop as a Choice
Empland meaningful training and development programs that promote thoughtful
oyer and Workforce
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
succession - positions.
Objective: El 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 Priority
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 Key Performance
Indicators
6. Engage a third-party to conduct a Human Number of vacancies(H,R )
Resources audit to identify best practices that will
Vacancy rate citywide and
enable the City to become a choice employer,
�
7. Improve our attention on employee development by department (H.R,)
and engagement (e.g., develop leadership bench- Turnover percentage (H.R.)
strength professional development plans, V Applicant surveys (H.R.)
meaningful employee evaluations, succession Number of Internal
planning), promotions (H.R.)
8. Enhance employee safety and reduce accidents
and costs. ,
9. Implement formal and informal methods of
recognizing employees which are valued by the Inks_
employees,
1�1 Page
Foal 4: Develop and Maintain
Quality Infrastructure and Technology
Strotegic Direction
Objective 4A: EI Segundo's physical infrastructure supports an
appealing, safe and effective community.
Tier 1 Priority
1, Focus on improving City facilities through completing a needs assessment and
making improvements.
Tier 2 Priorities
Nonitor fh/3 dasollniiation plant projoat of tho aotor dirtrbt. (moved below)
2, Develop and deliver a multi-year capital improvement plan (CIP).
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. Monitor the desalinization plant project of the water district,
Dovolop enol coliver o multi oopitol irrrrvvQrnvnt pa n (CII ). (moved to Tier 2)
Key Performance Indicators
v Quarterly report on status of capital improvement plan implementation (PW)
V Monthly report on number of pothole repairs and sidewalk repairs completed (PW)
�1�2 Page
Goal 41) : Develop and Maintain
Quality Infrastructure and Technology
(Continued)
Objective 48: EI Segundo's technology supports effective, efficient, ai
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
4. Use the full potential of software.
5. Implement paperless goals.
6. Install WI-Fl in all critical City facilities.
Key Performance Indicators
• Status update of IS master plan implementation (1S)
• Number of online transactions conducted from residents, businesses and
employees (Citywide/Finance to report)
• Monthly anolyfiicaI anoiysis 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)
r
r r�
4 Page
Goal 5: Champion Economic
Development and Fiscal Sustainability
Strategic -
We promote economic growth through programs, public relations, marketing and
communication strategies that promote the benefits of locating within El Segundo, Our
modern office developments, low tax rates, highly skilled workforce and range of corporate
office and manufacturing space make us uniquely poised to attract new companies, Our
business friendly practices are balanced with dedication to ensuring our local governmentis
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, now
and in the future. We champion financial transparency and accountability.
Objective 5A: El Segundo promotes economic growth and vitality for
businesses and the community.
Tier 1 Priority
1 , Advocate for the City's interests regarding the impacts of LAX.
Tier 2 Priorities
2. Complete the golf course request for proposals process and determine the future of
the property.
3. Implement the accessory dwelling unit ordinance, reflecting amendments as
necessary.
Ad.000te fcx tho City'o intcrmts rcgcr�ing tho irn-c0a cf LAY..
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 the downtown, promoting
the downtown and creating a funding source for marketing the downtown.
6. Implement the economic development strategic
plan in order to promote business attraction, retention Key Performance
of existing businesses, and industry diversification. Indicators
7. Conduct proactive outreach with existing businesses
as part of the City's business retention program. V Tracking of economic
8. Enhance new business attraction, marketing and indicators and tax revenue
branding efforts through public relations and annually (Econ Dev)
advertising, Business retention,
9. Launch hospitality and tourism marketing program, attraction, and satisfaction
10. Identify EI Segundo's advantages for employers and surveys(Econ Dev)
use that to inform marketing campaigns to attract
new employers. (new)
1b4 I Page
Goal 5: Champion Economic
Develo m nt and Fiscal Sustainability
(Continued)
Objective 58: EI 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. Conduct an annual review of the City's master fee schedule and cost recovery
policy to support City programs and needs,
Key Performance Indicators
Monthly OpenGov status reports on budget versus actuals (accessed via City
website) (Finance)
Quarterly status report to City Council on the strategic work pian progress(Finance I
f investment policy compliance (Treasury)
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This document prepared by Management Partners,
a local government-:consulting firm, for the City of EI Segundo,
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Partners
Costa Mesa I San Jose I Cincinnati
Managementpartners.com
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City of El Segundo
Strategic Planning Survey EXHIBIT B
Committee, Commissions, and Boards
Goal 1:Enhance Customer Service and Engagement
Goal 1:Enhance Customer Service and Engagement 25
20
Results % 20
Very Important 20 51%
Somewhat lmportant 16 41% 16
Of Little Importance 2 5% 15
Unimportant 0 0°h
Don't Know 1 3% 10
Total 39 100%
S
C 0 rs
Very Important Somewhatlmportant Of Little Importance Unimportant Don'tKn—
Goal 2:Support Community Safety and Preparedness Goal 2:Support Community Safety and Preparedness
Results % 30 26
Very Important 28 70ab
Somewhat Important 11 28% 25
Of Little Importance 1 3%
zo
Unimportant 0 0°h
Don't Know 0 0%
15
Total 40 100% 11
10
5
t 0 0
O �
Very Important Somewhatlmportant Of Little Importance Unimportant Dont K—
Goal 3:Develop as a Choice Employer and Workforce Goal 3:Oevelop as a Choice Employer and Workform
25
Results % 20
Very Important 20 53% 20 22
Somewhatlmportant 17 45%
Of Little Importance 0 0%
Unimportant 0 0% 76
Don't Know 1 3%:
Total 38 100%
• n n 1
o
very lmper1-1 Somewhatlmportant Of Little l mportance Unimportant Oaay K.raw
Goal 4:Develop Quality Infrastructure and Technology
Goal 9:Develop Quality Infrastructure and Technology
Results % 35 30
Very Important 30 77% 30
Somewhatlmportant 9 23% 25
Of Little Importance 0 0% 20
Unimportant 0 0% i5
Don't Know 0 0% 10 9
Total 39 100% 5 ■
0 o D
0
Very Important Somewhatlmportant Of Little Importance Unimportam ptwk■e0v.
Goal 5:Champion Economic Development and Fiscal Sustainability
Results % Goal 5:Champion Economlc Development and FI—I Sustainablllty
Very Important 35 90% 40
Somewhat Important 4 10% 35
Of Little Importance 0 0%
Unimportant 0 0% 30
Don't Know 0 0% 25
Total 39 100%
20
15
10
5
o -
Verylmportant Somewhatlmportant Of Little l mportance Unimportant p¢nT Er.—.
Page 1
24
City of El Segundo
Strategic Planning Survey
Committee,Commissions, and Boards
1 A EI Segundo provides unparalleled service to Internal and external customers.
I.A.EI Segundo provides unparalleled service to Internal and
OxIemal Customers. 20 19 19
18
Results % 16
Very lmoortam 19 1a
Somewhat Important 19 49%
Of Little Importance 1 3% 1z
Unimportant 0 0% 10
Don't Know 0 0% 41
Total 39 1001/6
i
i o 0
0
Very Important Somewhat Important IN Liulr Uretttsr U--n ortaat olwYnp
2.A EI Segundo Is a safe and prepared community. 2A EI Segundo r,a safe and prepared tommunny.
Results tJQ 30 28
Very Important 28 72%
Somewhat Important 11 28% zs
Of Little Importance 0 0°.6
20
Unimportant 0 0%
Don't Know 0 0% _ 15
Total 39 100a/e 11
10
s
0 0 0
0
Very Important SOmarrlW ttnpp m Of Little Importance Vntmpon— opm An Q.v
3.A EI Segundo Is a city employer of choice and consistently hires
for the future 3.A ElSegundoisachyemployerofdtoiceandconsirtentlyhire,for thefuture
zs
Rrxtlts % 20
Very Important 20 53% z0
Somewhat Important 15 39% ]s
5
Of Little Importance 2 5%
Unimportant 0 Doo/ 10
Don't Know 1 i'.:
Total 38 100% s1 1 2
Very Important Somewhat Important Of Litue lmporlance Unimportant Don't Know
4.A.EI Segundo's physical Infrastructure supports an appealing,safe
and effective community. 4.A EI Segundo',physical iofra,lru m supports an appealing,sera and effective community.
Results % _ 35
Very Important 29 74% 30 29
Somewhat Important 9 23% 25
Of Little Importance 0 0% 20
Unimportant 0 0% 15
Don't Know 1 3% 10 8
Total 39 1001% 5 ■
D o r
0
Very Important Somewhat Important of Utirelmpp nzc Uryrnpprtan: Doer Kh"
5.A EI Segundo promotes community engagement and economic vitality.
Results % 5.A EI Segundo promotes community engagement and economic vitality.
Very Important 28 72% 30 28
Somewhat Important 11 28%
Of Little Importance 0 0% 25
Unimportant 0 0%
Don't Know 0 0% 20
Total 39 100%
15
11
10
5
0 0 0
0
Very Important 5--hat Important Of Little Importance Unimportant Don't Know
Page 2
25
City of El Segundo
Strategic Planning Survey
Committee,Commissions, and Boards
1.K El Segundo's engagement with the mmmunxy anwres eumllence.
1.11. EI Segundo's engagement with the community ensures excellence. 30
26
Results % 25
VerV l+tmnn ant
Somewhat Important 13 33% 20
Of Litt le Importance 0 0%
Unimportant 0 0% 15 13
Don't Know a
Tolal 39 1 10
5
9 0 a
0
Very Important Somewhat Important Of Little Importance Unimportant Do"t Segtrr
3.B The El Segundo workforce is Inspired,world-class,engaged,with 3.6 The El Segundo workforce is nspired,world-class,engaged,with lnoeasing slabglH and
in—ti,n.
Results % 25
23
Very Important 23 59%
Somewhat Important 11 28%
20
Of Little Importance 4 10%
Unimportant 0 0%
Don't Know 1 3% is
Total 39 1000A 11
10
g'
■ 0 1
P �
Very Important Somewhat Important Of Little Importance Unimportant Don't Know
4.B EI Segundo's technology supports effective,efficient,and 4 B EI Segund,'s technology supports eft,"Ive,efficlenl,and proactive municipal operations
proactive municipal operations.
Results % 30 26
Very Important 26 67% 25
Somewhat Important 12 31%
Of Little Importance 0 0% 20
Unimportant 0 Oe/, 15
12
Don't Know 1 3%
10
Total 19 100% is
0
Very lm portant Somewhat Important Of Little Importance Unimportant I4MT gln,n
S.B EI Segund,approaches As work in a fin—Wily strategic end responsible way.
5.B EI Segundo approaches Its work In a financially strategic and
responsible way. 3D
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20
Very Important 33 83% 15
Somewhat Important 5 13%
Of Little Importance 1 3% 10 ,
Unimportant 0 0%
Don't Know 1 3%
Total 40 100% Very Important Somewhat Important Of Little Importance unimportant .0�n1/fiRrY
Page 3
26
City of El Segundo
Strategic Planning Survey
Committee, Commissions,and Boards
Challenges Facing the City of EI Segundo Top Priorities
Results
Long Term Financial Health ?F_— -29 Economic Development/Downtown/Work-Residential Combo buildings 12
Growing Pension Liability 21 S Financial Health of the City/Long Term Financial Health/Fiscal Responsibility 13
lEconomic Development 17 Growing pension Liability 6
Planning for future development on the east side of Development both east and west of PCH(including residential and work/residential combo 6
the community 9 west of PCH)/cohesiveness between east/west
'
Physical Infrastructure(including George E.Gordon Clubhouse and all city structures) 6
Implementing downtown improvements 7 Support for Arts/Culture 3
Condition of City Buildings 7 Safety for Citizens/Public Safety 3
1 Impacts of LAX expansion 7 Retain great employees/Replace vacancies with high quality staff/improve morale 2
Communications with the Community 6 Senior Affordable Housing/Low Income Housing 2
Attracting and retaining employees 5 Proactive planning for future:Technology,infrastructure,land use 2
Condition of local streets 3 General Fund spending on widely utilized needs,not specialized requests 1
Engaging the community in emergency preparedness 2 Stopping residential development east of PCH 1
Environmental Stewardship 1
Customer Service at City Hall 0 Long term development&financial impact of ES coast desalinization plant 1
Garbage fees should be paid by residents 1
Emergency Preparedness 1
Encouraging Entrepreneurship,creativity,sustainability 1
Green Thinking for staff,residents,and businesses 1
Community Engagement/Public Forums 1
Homelessness 1
More Police Officers 1
Customer Service 1
Implementing Bike Lanes 1
Develop Smokey Hollow 1
Keeping the end user in mind when making decisions 1
Broadening interaction with people who are in EI Segundo daily 1
Creation of Revenue Streams 1
N
4
Page 4
EXHIBIT C
City of EI Segundo-Capital Improvement Program -Current and Future Needs(FY 2018/19) 8/14/2018
Special
Developer Revenues/
General Fund Impact Fees Sewer Fund Water Fund Grants Unfunded
Ongoing Projects be completed in FY 2018-19 with FY 2017-18 budget-Estimated Carryover Balance(Original budget shown in parentheses)
Access Control System-Facility Security for Police and Fire S 55,000 S 144,000
Holly Valley Playground $ 50,000 $ 125,000
Campus Athletic Field Shade Structure $ 75,000 $ 50,000
Acacia Park Concept Design S 50,000
Hockey Rink Replacement $ 80,000
Fire Station#1 Small Bathrooms $ 45,000
Business Center Design S 70.000
Library Wi-Fi Zone Conversion $ 63,000 $ 75,000
Community Cameras&Fixed License Plate Readers $ 375,000
Pump replacement at storm water pump station#17 S 220.000
Downtown Upgrades&Beautification $ 188,000
Cedar,Walnut Water Main Improvement $ 600,000
Subtotal S 951,000 S 664,000 $ S 600,000 $ 50,000 $ $ 2,265,000
Funded and Scheduled for FY 2018-19
Indiana Water Main $ 700,000
Water Valve Replacements S 300,000
Water Main Improvements(TBD) $ 1,500,000
Annual Sewer Infrastructure Improvements $ 500,000
Annual ADA Ramp Installation(CDBG) $ 80,000
Pump Station Rehabilitation $ 500,000
Arterial&Local Street Rehab and Residential Slurry Seal $ 1,200,000
Annual Curb,Gutter&Sidewalk Repair $ 250,000
Subtotal $ $ $ 1,000,000 $ 2,500,000 $ 1,530,000 $ $ 5,030,000
CIPAC/Staff/Community Recommendations-Unfunded
Citywide Facilities Repairs(Placeholder,Projects TBD) $ 1,000,000
The Plunge Replacement Scope Assessment $ 100,000
Acacia Park Construction(partial funding) $ 350,000
Washington Park Playground Replacement $ 270,000
Main and Imperial Entryway Beautification Project S 150,000
Softball Field Bleacher Replacement $ 70,000
1500 Block E.Walnut Ave.Drainage Improvement $ 265,000
800 Block McCarthy Court Street Improvement S 275,000
Richmond Field Renovation with ADA Accessibility $ 100,000 $ 350,000
Class III Bike Route Improvements Project $ 150,000
California Street Storm Drain Improvement $ 150,000
EI Segundo Blvd.Drainage Improvement bet.Penn&Arena $ -
JSkate Park Repairs $
Subtotal $ - $ - $ $ $ 100,000 $ 3,130,000 $ 3,230,000
Grand Total $ 951,000 $ 664,000 $ 1,000,000 $ 3,100,000 $ 1,680,000 $ 3,130,000 $ 10,525,000
Acacia Park Construction
Total construction cost is unknown as conception design is underway. CIPAC recommends that$350,000 of the construction cost should be funded in the FY
2018/19 budget. $200,0000 of the remaining amount is anticipated to be funded by the Sewer Fund. Staff is taking the position the sewer fund caused the
demo of Acacia Park and should pay for a portion of the new construction. If needed,the rest of the project funding will be requested after design and cost
estimate is completed in 2019.
Richmond Field Renovation with ADA Accessibility
Potential$100,000 donation from little league for the project.
28
Exhibit D Current Strategic Goals
City of EI Segundo Goal 1:Enhance customer service and engagement
FY18-19 Budget Study Session-Action Plan - Goal 2:Support community safety and preparedness
Allocation of unallocated General Fund Reserves E Goal 3:Develop as a choice employer and workforce
August 14,2018 Goal 4:Develop quality infrastructure and technology
' Goal 5:Champion economic development and fiscal sustainability
Appropriation Appropriation
IRequest from Request fromI[On
Descriptions Strategic Goal Action Approval
Action Type Zen..or pecial Revenue General Fund
Fund
(a)Department Requests (itemized details listed below) , $1,263,800 $1,765,214 YesNo
• Professional Services-Consultant for records retention/destruction one-time $20,000 Goals 1,4
• Professional Services-Consultant to assist with Laserfische imaging one-time $30,000 Goals 1,4
i City Clerk's Office-Operational Budget Professional Services-Develop specific strategic work plan goals one-time $8,000 Goals 1,4
Requests
• Electronic Kiosk for public notices(to be placed in City Hall quad) one-time $12,000 Goal 1
Remodel of City Clerk's Office(reconfigure desks and install dutch-style one-time $14,000 Goal 3
• door)
Current Economic Development Manager-Upgrade the position to
• Economic Development&Communications Officer or Deputy City Ongoing $18,500 Goals 1,3
Manager
ii City Manager's Office-Personnel Requests New position-Full-time Economic Development Specialist/coordinator/ Ongoing $128,000 Goals 1,5
• or Analyst(100%General Fund)
New position-Communications Management Analyst/Senior Ongoing $140,000 Goals 1,5
• Management Analyst(100%General Fund)
City Manager's Office-Operational Budget Annual marketing and tourism allocation one-time $300,000 Goals 1,5
iii Requests q �• City Manager recruitment one-time $30,000 Goals 1,3
Full-time License Permit Specialist 1/11(Currently vacant,leave unfilled Ongoing ($86,766) Goal 5
• for 18-19),salary savings
iv Finance Department-Personnel Requests Part-time Office Specialist I to Full-time Office Specialist 1/11(current Ongoing $30,221 Goals 1,3
$36,733 to$66,954)
Full-time Admin Specialist-Upgrade to Admin Technical Specialist Ongoing $16,296 Goals 1,3
• (current$91,763 to$108,059)
• Annual Net Promoter Score business and resident satisfaction surveys one-time $25,000 Goal 1
v Finance Department-Operational Budget Recurring
ring transactional surveys located at various customer service one-time $21,000 Goal 1
Requests Annual review and update to the cost allocation plan and the City-wide
• schedule of fees and services Ongoing $9,000 Goal 5
• Utility User's Tax compliance audit(one-time) one-time $21,000 Goal 5
...
GI' ate the H.R.nn
..nage.Deci1'e alary savings($166K) Ongeing $0 Gnal 5
Ki- n sotmen Risk ManageF(at will)budgeted In ISF GeneFa!C,n.l
vi HR Department-Personnel Requests o oOngoing
Part-time H.R.Management Analyst to Full-time H.R.Senior Analyst Ongoing $83,000 Goals 1,3
• (current$40,000 to$123,000)
vii IS Department-Operational Budget RequestsProfessional&Technical Services(consultants to address project one-time $241,850 Goal 1,4
• implementations)
viii IS Department-Personnel Request Convert Intern position to full-time Administrative Specialist Ongoing $66,290 Goal 1,4
• Fire Dept.Accreditation Program one-time $106,220 Goals 2,3
Fire Department-Operational Budget Fire Prevention Laserfische one-time $25,000 Goals 1
ix Requests Enhance Wellness Program one-time $55,000 Goal 3
/Ongoing
• Professional Contract-Plan Checker Ongoing $19,000 Goal 1
Replacement Fire Engine(fully equipped)-Equipment Replacement Ongoing $800,000 $0 Goal 2
• funds,Developer Fee's&State Strike Team Reimbursements
x Fire Department-Capital EquipmentREMS Vehicle- (Brush Fire Responses)-State Strike Team Ongoing $140,000 $0 Goal 2
• Reimbursement&Equipment Replacement Funds
• Technical Rescue Air Bags one-time $8,615 Goal 2
• Vehicle Stabilization Struts one-time $5,500 Goal 2
• Self-Contained Breathing Apparatus Parts one-time $11,500 Goal 2
A Library Department-Personnel Request Discussion regarding revision to part-time staff Ongoing $0 $18,100 Goal 1
Professional&Technical Services for Building Safety Div.(Muni Permit one-time $105,000 Goal 1
• system transition,increase in inspections)
xii Planning&Building Safety Department- Professional&Technical Services(Crime prevention plan check ongoing $25,000 Goal 1
Operational Budget Requests consultant-PD)
• Professional&Technical Services for Planning Div. one-time $30,000 Goal 1
xifi Planning&Building Safety Department- Reclassification of Office Specialist II to Senior Administrative Specialist Ongoing $3,163 Goal 3
Personnel Request
xiv Police Department-Operational Budget Increase to Contractual Services(Lexipol Policy Manual(annual Ongoing $82,132 Goals 1,3
Request renewal),Contract Crime Analyst)
xv Police Department-Personnel Request • CSI/Property Officer(non-sworn) Ongoing $92,893 Goals 1,2,3
SWAT Van($271,752 from Asset Forfeiture Funds/$48,248 from
xvi Police Department-Capital Equipment Equipment Replacement Funds) Ongoing $320,000 Goals 1,3
Recreation&Parks Department-Personnel Two(2)new Part-Time PERS-enrolled positions
xvii Requests (1)Sr.Video Tech II-$17.87/hour-approx.30 hours per week Ongoing $50,700 Goal 1
(2)Video Tech III-$12.45/hour-approx.25 hours per week
xviii Public Works Department-Personnel Upgrade current Senior Admin Specialist to Admin Technical Specialist Ongoing $3,800 Goal 5
Requests
(b)Employee Engagement (a selection of examples listed below) $200,000 0
• Employee recognition/appreciation
Management/Supervisory professional development/leadership
Staff recommends earmarking$200,000 for programs Ongoing $200,000 Goal 3
City-wide employee engagement items City-wide wellness program which includes programs geared at
• encouraging healthier lifestyles
• Employee Lunch-N-Learn training series
(c)Capital Improvements Projects (itemized details listed below) $100,000 $3,130,000 es No
• Citywide Facilities Repairs(Placeholder,Projects TBD) one-time $1,000,000 4
• The Plunge Replacement Scope Assessment one-time $100,000 4
• Acacia Park Construction(partial funding) one-time $350,000 4
• Washington Park Playground Replacement one-time $270,000 4
• Main and Imperial Entryway Beautification Project one-time $150,000 4
• Softball Field Bleacher Replacement one-time $70,000 4
• 500 Block E.Walnut Ave.Drainage Improvement one-time $265,000 4
• 800 Block McCarthy Court Street Improvement one-time $275,000 4
• Richmond Field Renovation with ADA Accessibility one-time $100,000 $350,000 4
• Class III Bike Route Improvements Project one-time $150,000 4
• California Street Storm Drain Improvement one-time $150,000 4
• EI Segundo Blvd Drainage Improvement Project one-time 4
• Skate Park Repairs one-time 4
• Other Projects as determined by City Council one-time 4
(d) $1,000,000 Yes No
• Payment towards the section 115 Pension Trust one-time $1,000,000 Goal 5
(e)Pay down CalPERS unfunded pension liabiliti $748,000 Yes No
• Additional funding towards unfunded pension liabilities with Ca1PERS one-time $748,000 Goal 5
(f)Other Action Types determined by City Court $0
Total of all recommended requests :ii
Page 1