2020-07-22 CC Agenda Packet - PRESENTATION - Strategic Plan Study SessionJuly 22, 2020
12:00 pm
Welcome
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Public
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1. Introduction
2. Organizational Status Update:
• Financial Outlook
• land Use Projects
• FY 2019-20 Challenges and Successes
FY 2020-2021 City Strategic Plan
• City Mission
• Vision Statement
• City Values & Culture
• Five Broad Goals & Top 9 Priorities
4. Wrap Up
• Next Steps
• Concluding Remarks
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General Fund: N$13M (20%)
Economic Uncertainty: $2M (per policy)
Worker -'s Comp Fund: $7.1M ("70% funded)
General Liability Fund: $1M (actuary)
Pension Trust: $4.3M
(June
30,
2020)
OPEB Trust: $26.1M
(June
30,
2020)
^j40% funded
$100.,000.,0()0
$901,0001,000
$80,000,000
$70,000,000
$50,000,000
$3o,000,000
- - -20 2020-21
Expenditure 8
Fiscal Year (FY) Revenues Expenditures Fund Balance GFOA Minimum
16.66/ reserve
2018-19 (actual)
$80,014,542
$78,056,312
$22,298,953
$12,956,700
2019-20 (Estimated)
67,107,993
741595,883
160811,063
12,4321150
2020-21
59,174,109
60,703,262
15,281,910
1071167806
2021-22
77,036,780
80,089,122
121229,568
13,3471653
2022-23
78,622,452
82,945,246
71906,774
13,823,655
2023-24
8012201799
8519211209
212061364
14,319,629
2024-25
$81.,859,,887
$88,100,604
$-4,.034,353
$14,682,847
CalPERS portfolio return is 4.7% for June 30, 2020
(2.3% below target of 7%)
� Results in an additional unfunded liability of $6.4M
� Potential additional costs of:
FY 2022-23: $160k
➢ FY 2023-24: $318k
➢
FY
2024-25:
$478k
➢
FY
2025-26:
$637k
FY 2026-2042: $796k /year
Continued CaIPERS Unfunded Liability
Water and Wastewater Rates
Master Fee Study
TopGolf Start Date
Implementation of new technology
Future Development
Employee Engagement Program
Labor negotiations with Police &Fire Unions
Business License Tax
Need for Financial Stability
Long-term Strategic Financial Plan
Land Use Projects
914
Challenges
14
Successes
15
9 Top City Council Priorities for FY
2019-20
✓ 9 underway
63 Total Activities in Strategic Plan
41 have been completed = 65%
19 of the other activities are underway & will
continue into FY 2020-21
3 will begin to be addressed in FY 2020-21 & may
continue into FY 2021-22
W
City Mission Statement
Provide a great place to live, work, and visit
City Vision Statement
A hub for innovation where big ideas take off
City Values
EI Segundo's values define how we serve and manage our City. We
practice...
Accountability
Productivity
Ethics Stewardship
Service
Challenging ourselves
Continuous improvement &reflection
City Culture
EI Segundo strives to create a working culture of...
Innovation
Support & recognition
Leadership by example
Proactive action
Problem -solving, getting to yes
1
Enhance customer service,
engagement, and communication
Proposed revised Goal 1:
Embrace Diversity, Equity, &
Inclusion; Enhance customer
service,, engagement,, and
communication
Support community safety and
preparedness
Support community safety and
preparedness
Add proposed new Activity #5:
Prepare COVID-19 response analysis
Develop as a choice employer and
workforce
Develop and maintain quality
infrastructure and technology
Develop and maintain quality
infrastructure and technology
Add new proposed Activity #10:
Review the following Environmental proposals:
Elimination of single -use plastics,-
Establish
lastics;Establish Green Business Recognition program;
Develop Green Construction Standards,-
Clean
tandards;Clean Power Alliance membership; and
Expanded water conservation efforts.
Champion economic development
and fiscal sustainability
1) Obtain an "Age Friendly City" designation
2� Determine future of the Teen Center
3� Continue to advocate for EI Segundo's interests regarding LAX expansion
4) Consider guidelines for use of potential revenue from golf course lease
5� Identify further infrastructure and downtown improvements for Main
Street
6) Attract senior living facilities to EI Segundo
7� Identify areas within the community that are appropriate for housing
8� Conduct a study of repurposing City Hall
9� Develop a unique value proposition for attracting new businesses
Next Steps
7\
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Concluding R
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