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Pull quotes:
- “The right answer is the one that works. Don’t fall in love with your plan — be ready to change it.” — Chris Pimentel, Mayor of El Segundo
- “We stay in our lane and focus on what cities do, and that allows the economy and the population around us to flourish.” — Chris Pimentel
- “Predictable, responsive government is the secret sauce.” — Chris Pimentel
- “Bringing clarity and speed to permitting turns problems into opportunities — that’s good government in action.” — Chris Pimentel
Article: El Segundo, CA — El Segundo Mayor Chris Pimentel says the city’s formula for success is simple: focus on core city responsibilities, deliver predictable services quickly, and stay adaptable when problems require new solutions.
Tucked between LAX, an air force base and a historic Chevron refinery, El Segundo’s 5.5 square miles have become a hub for “deep tech,” defense primes, and major sports franchises. Over the past five years the city has generated roughly $24 billion in economic activity and hosts facilities for the Lakers, Kings and Chargers. Mayor Pimentel credits that success to an intentional governance style that prioritizes responsiveness, transparency and a business‑friendly regulatory environment.
“Our permitting process takes about 21 days,” Pimentel told the Good Government Show. “We make it easy for innovators to set up physical operations, with a predictable tax and permitting framework so they can focus on building things, not fighting bureaucracy.” That streamlined approach includes online business licensing, clear zoning guidance and planning staff who provide constructive direction rather than a checklist of roadblocks.
Pimentel — an ex‑Marine whose leadership style emphasizes practical problem solving — describes his city’s work as staying “in our lane.” Rather than chasing regional or national issues that fall outside municipal authority, El Segundo keeps its energy on local infrastructure, public safety, pavement, pension management and services that directly affect residents and businesses.
Fixing a looming fiscal problem was a test of that discipline. Faced with nearly half‑billion dollars in unfunded pension liabilities, the city negotiated a multi‑year plan with labor groups and issued pension bonds when market conditions were favorable, locking in lower costs and saving the city tens of millions. “We had to show moral courage,” Pimentel said. “If we didn’t act, the city of 2030 would look very different.”
The mayor emphasizes civic education and continual resident engagement to keep public expectations aligned with what the city can deliver. When citizens bring issues that aren’t solely municipal problems, he insists the city treat them as shared problems — explain who owns the solution, what the city is doing, and how residents can help. That blunt clarity, Pimentel says, builds trust even when the answer isn’t immediate.
El Segundo also balances growth with community character. Main Street remains a small‑town neighborhood hub — the mayor points to Wendy’s Diner as the quintessential local hangout where leaders and residents mix. City officials prioritize walkable neighborhoods, shade and tree programs (addressing decades‑old issues with ficus and invasive palms), and recreational amenities like ice rinks and sports practice facilities that serve both pro teams and residents.
Pimentel is candid about the practical politics of local government: social media and rumor cycles require quick, factual responses; residents should come with tangible feedback and possible solutions; and officials must be willing to abandon policies that don’t work. “You don’t fall in love with your plan B,” he said. “Be immediately ready to change your plan and discard it.”
Small procedural wins offer a clear example of the city’s approach. When a business purchased equipment for a dry cleaner that wasn’t legally permitted in its zone after the LA Times moved into town, the council fast‑tracked a legal, environmentally sound zoning fix within days — coffee and eggs at a Friday meeting, he remarked — turning a potential regulatory headache into a local amenity.
For other cities seeking growth without losing local control, Pimentel offers a simple prescription: be ruthlessly disciplined about scope, invest in clear, fast permitting and licensing systems, and engage residents year‑round, not just at election time. The payoff, he says, is tangible: a flourishing economy, functioning neighborhoods, and public officials who can correct course quickly when real problems emerge.