Pursuant to Section 8-8.401 of the Artesia Municipal Code, the City Engineer serves as the Floodplain Administrator and is responsible for administering, implementing, and enforcing the City’s floodplain management regulations through the review and approval of development permits. Section 8-8.402 further outlines the duties and responsibilities of the Floodplain Administrator, including reviewing development permit applications to ensure compliance with the City’s floodplain management requirements, verifying that all necessary state and federal permits have been obtained, and determining that proposed development sites are reasonably safe from flooding.
In accordance with Section 8-8.402(b) of the Artesia Municipal Code, the Floodplain Administrator is also responsible for obtaining, reviewing, and utilizing available flood hazard data from federal and state agencies to identify Areas of Special Flood Hazard within the City. Through implementation of these regulations and continued participation in the NFIP, the City maintains compliance with applicable federal floodplain management requirements and continues to incorporate flood risk considerations into future development and infrastructure planning efforts.
For more information, floodplain management policies are listed in the City’s Municipal Code, which supports the City’s continued compliance with NFIP expectations.
Repetitive Loss/Severe Repetitive Loss Properties and Flood Recommendations At the time of this Plan update, no repetitive loss or severe repetitive loss properties were identified within the City. This is generally consistent with the City’s overall FEMA Zone X designation, which reflects a relatively low level of mapped flood risk. However, the absence of identified repetitive loss properties or mapped high-risk flood zones does not eliminate the potential for localized flooding associated with intense rainfall, stormwater runoff, and drainage system exceedance.
The City remains committed to reducing flood risk, particularly in areas that may experience localized flooding during heavy rainfall events. Mitigation Action 2026.HMP.14 calls for assessing City of Artesia Hazard Mitigation Plan Flood-14
drainage capacities throughout the City and identifying infrastructure improvements needed to improve stormwater drainage. This effort will help the City identify areas where drainage systems may not adequately handle heavy rainfall, reducing the potential for roadway flooding, stormwater buildup, and impacts to nearby neighborhoods and public facilities. In addition, Mitigation Action 2026.HMP.15 supports updating flood hazard mapping, flood management policies, and related procedures as new state and federal information becomes available. Together, these actions will help the City better manage localized flooding, support future infrastructure planning efforts, and maintain consistency with NFIP requirements. Drainage improvements and infrastructure evaluations may continue to be addressed through future planning efforts and capital improvement projects as needs are identified.
City of Artesia Hazard Mitigation Plan Drought-1
TABLE OF CONTENTS
G.1 Drought Identification and Background...................................................................Drought-2 G.2 Drought Location....................................................................................................Drought-3 G.3 Drought Extent .......................................................................................................Drought-3 G.4 Drought History ......................................................................................................Drought-5 G.5 Drought Probability.................................................................................................Drought-6 K.6 Drought Vulnerability...............................................................................................Drought-7
LIST OF TABLES
Table G.1: Drought Loss Estimate Table .......................................................................Drought-7
LIST OF FIGURES
Figure G.1: U.S. Drought Monitor for California.............................................................Drought-5 Appendix G
Drought
City of Artesia Hazard Mitigation Plan Drought-2
G.1 Drought Identification and Background
A drought or an extreme dry periodic climate is an
extended period where water availability falls below the statistical requirements for a region. Drought is not a purely physical phenomenon, but rather an relationship
between natural water availability and human demands
for water supply. The precise definition of drought is
made complex owing to political considerations, but
there are generally four types of conditions that are
referred to as drought:
• Meteorological drought is brought about
when there is a prolonged period with less than average precipitation. • Agricultural drought is brought about when there is insufficient moisture for average crop or forage production. This condition can arise, even in times of average precipitation, owing to soil conditions or agricultural techniques.
• Hydrologic drought is brought about when the water reserves available in sources such as aquifers, lakes, and reservoirs fall below the statistical average. This condition can arise, even in times of average (or above average) precipitation, when increased usage of water diminishes the reserves.
• Socioeconomic drought associates the supply and demand of water services with elements of meteorological, hydrologic, and agricultural drought. Socioeconomic drought occurs when the demand for water exceeds the supply as a result of weather-related supply shortfall.
Due to the extensive nature of water supply infrastructure – reservoirs, groundwater basins, and inter-regional conveyance facilities – mitigation for the effect of short-term dry periods is implicit for most systems. Defining when a drought begins is a function of drought impacts to water users.
Hydrologic conditions constituting a drought for water users in one location may not constitute a drought for water users elsewhere, or for water users having a different water supply. Individual water suppliers may use criteria such as rainfall/runoff, amount of water in storage, or expected supply from a water wholesaler to define their water supply conditions.
City of Artesia Hazard Mitigation Plan Drought-3
Drought is a gradual phenomenon. Although droughts are sometimes characterized as emergencies, they differ from typical emergency events. Most natural disasters, such as floods or wildland fires, occur relatively rapidly and afford little time for preparing for disaster response.
Droughts, however, occur slowly and over a multi-year period. There is no universal definition of when a drought begins or ends. Impacts of drought are typically felt first by those most reliant on annual rainfall – ranchers engaged in dryland grazing, rural residents relying on wells in low-yield rock formations, or small water systems lacking a reliable source. Drought impacts increase with the length of a drought, as carry-over supplies in reservoirs are depleted and water levels in groundwater basins decline.
Droughts may cause a shortage of water for human and industrial consumption, hydroelectric power, recreation, and navigation. Water quality may also decline, and the number and severity of wildland fires may increase. Severe droughts may result in the loss of agricultural crops and forest products, undernourished wildlife and livestock, lower land values, and raise unemployment.
G.2 Drought Location
The City of Artesia (City) is located within an urbanized portion of southeastern Los Angeles County and is fully dependent on imported and regional water supplies provided by outside water purveyors. Because the City is almost entirely developed with residential, commercial, and public land uses, drought conditions have the potential to affect the entire planning area rather than one isolated geographic area. Although the City does not contain major agricultural operations or extensive open space areas that are typically associated with severe drought impacts, prolonged drought conditions may still affect the City through increased regional water demand, mandatory conservation measures, outdoor watering restrictions, and stress to landscaped areas, trees, and public spaces throughout the community. Community beautification efforts and landscaped corridors may be particularly vulnerable during extended periods of reduced water availability.
G.3 Drought Extent
Drought in the City is typically characterized by prolonged periods of below-average precipitation, resulting in a significant shortage of water resources. The extent of a drought event is typically determined by several factors, including the severity of rainfall deficits, the duration of dry periods, and the impact on the availability of water for public, agricultural, and environmental use. The City’s average annual rainfall is approximately 14 inches, with most precipitation occurring in the City of Artesia Hazard Mitigation Plan Drought-4
winter months (November to March). Drought conditions typically arise when annual rainfall falls below 75% of the average, indicating a significant deficit that can strain water supply systems.
The extent of drought can be measured by its duration and the severity of water shortages it causes. Short-term droughts (lasting less than a year) may lead to temporary water restrictions, while long-term droughts (lasting several years) can result in substantial reductions in water supply, which may affect both the quantity and quality of available water. In addition to low rainfall, drought conditions can also be measured by tracking streamflow, groundwater levels, and reservoir storage. During drought conditions, streamflow typically decreases, and groundwater levels may drop, which exacerbates the overall water shortage. In Southern California, reliance on imported water from sources such as the State Water Project and the Colorado River further compounds the effects of drought, especially when these sources also experience low flows. The City relies heavily on imported water, with local groundwater resources being insufficient to meet the City’s demand during drought periods. In the event of a severe or extended drought, water deliveries from sources may be reduced, triggering mandatory water conservation measures. The extent of drought is also influenced by the availability of storage systems, such as reservoirs, which can buffer short-term shortages but may be inadequate in prolonged droughts.
The U.S. Drought Monitor provides a nationwide system for tracking drought severity, using categories ranging from "Abnormally Dry" to "Exceptional Drought." This system is used to evaluate the extent of drought across California. Figure G.1 on the following page shows the latest data from the U.S. Drought Monitor, which highlights the current drought conditions for the state of California.
City of Artesia Hazard Mitigation Plan Drought-5
Figure G.1: U.S. Drought Monitor for California
Source: U.S. Drought Monitor
G.4 Drought History
California has experienced several major droughts over the past century. The 1929 to 1934 drought stands as one of the earliest and most widespread water shortages in the state’s history.
Although the City was not yet incorporated at the time, this drought laid the groundwork for California’s large-scale water infrastructure projects, including reservoirs, aqueducts, and groundwater management systems. These projects would later support the development of communities like the City during its post-incorporation growth.
City of Artesia Hazard Mitigation Plan Drought-6
Another severe drought occurred between 1987 and 1992, often referred to as California’s longest drought of the 20th century. Lasting six years, this event strained statewide water systems and revealed the vulnerability of local agencies that depended on limited or single sources of water.
One of the most significant droughts in California’s recorded history occurred from 2011 to 2017.
This event was characterized by severely dry conditions, record-low snowpack, reduced reservoir storage, and limited groundwater recharge. In response, the State implemented mandatory water restrictions, and urban water suppliers throughout California were required to reduce water use.
Although Hazard Mitigation Planning Committee (HMPC) members noted that the City did not experience water service interruptions or fire suppression issues during this period, the drought increased statewide and regional emphasis on water conservation, long-term water reliability, and drought-resilient planning.
While droughts are a natural part of California’s climate cycle, climate change is expected to increase the frequency and severity of these events. Historical droughts have shown the importance of long-term planning, diversified water supplies, and conservation measures to protect water security for the City. On October 19, 2021, California Governor Gavin Newsom issued a Statewide Drought Emergency Proclomation due to prolonged and severe drought conditions affecting all 58 counties. Because Los Angeles County was included in this proclamation, the City was covered under this statewide declaration. No federal major disaster declarations for drought have been issued for Los Angeles County, where the City is located, since 2019.
G.5 Drought Probability
Drought is a recurring hazard in California and is expected to become more frequent and severe in the future due to the effects of climate change. While droughts do not follow a predictable pattern, the combination of prolonged dry periods, reduced snowpack, and increasing temperatures across the state significantly increases the likelihood of future drought events. Given historical patterns, ongoing climate trends, and statewide water management forecasts, the probability of future droughts affecting the City is considered realtively low to moderate. Although the city has emergency connections to nearby agencies and participates in regional water planning, future droughts are likely to lead to increased conservation mandates, higher water costs, and potential supply constraints.
City of Artesia Hazard Mitigation Plan Drought-7
The HMPC identified drought as a recurring hazard for the City, occurring as frequently as approximately once every seven years, depending on regional climate conditions and precipitation patterns. This corresponds to an estimated annual probability of occurrence of approximately 14 percent or greater. Although drought conditions may vary in severity and duration, they have the potential to create widespread regional impacts throughout Southern California. As such, prolonged drought conditions remain a significant concern due to their potential impacts on regional water supplies, landscaping, vegetation, and long-term water reliability.
K.6 Drought Vulnerability
Vulnerability to Structures
Drought poses minimal direct risk to physical structures throughout the City. As reflected in the loss estimate table presented in Chapter 3, the HMPC assigned a damage estimate of 0% for all city-owned structures for the drought hazard. This percentage reflects the nature of drought, which, unlike earthquakes or floods, does not physically damage buildings, roads, or other infrastructure. However, prolonged drought can increase operational strain on city systems, particularly in the areas of landscaping, parks, and water infrastructure. To help improve longterm drought resilience, the City identified Mitigation Action 2026.HMP.16, which calls for evaluating and using data analytics, including water usage trends and messaging strategies, to promote water-use reduction and improve community water resilience. This effort may help the City and regional water providers better understand usage patterns, encourage conservation efforts, and reduce unnecessary water demand during drought conditions.
Table G.1: Drought Loss Estimate Table
ASSET NAME
REPLACEMENT
VALUE % DAMAGE LOSS ESTIMATE
Artesia City Hall $3,673,000 0% $0
Artesia Public Works Yard $2,930,000 0% $0
Albert O. Little Community
Center
$5,112,000 0% $0
City of Artesia Hazard Mitigation Plan Drought-8
Artesia Town Center $9,540,000 0% $0
North Artesia Community
Center
$1,591,468 0% $0
New Public Services
Center
$1,909,134 0% $0
Frampton House $832,696 0% $0
Old Fire Station #30 $842,808 0% $0
Water Tower $1,020,000 0% $0
Note: Values provided by the December 2023 Insurance Survey conducted by CBIZ Valuation Group, LLC, FEMA’s Benefit-Cost Analysis (BCA) Reference Guide, and the HAZUS 6.1 Inventory Technical Manual. These values are to be used for planning purposes only.
Vulnerability to People
While drought may not directly damage structures, it can still have significant impacts on people throughout the City, particularly vulnerable populations such as older adults, low-income households, and individuals with health conditions. Extended drought conditions may result in increased utility costs, restricted water use, and reduced landscaping and vegetation throughout the community. These impacts may disproportionately affect residents with limited financial resources or mobility, especially those who may struggle to absorb higher water costs or maintain drought-tolerant landscaping. In addition, reduced vegetation and stressed landscaping during prolonged drought conditions may contribute to the urban heat island effect, worsening extreme heat conditions throughout the City. This represents a compounding hazard that may further impact public health, particularly for vulnerable populations who are more sensitive to heat-related illness and poor air quality. To help reduce these impacts, the City identified Mitigation Action 2026.HMP.17, which supports expanding public outreach related to drought conditions, water conservation requirements, and available incentives for drought-tolerant landscaping and other water-saving measures. By increasing public awareness and encouraging long-term conservation practices, this action helps improve community resilience and supports more sustainable water use during future drought conditions.
City of Artesia Hazard Mitigation Plan Cyberattack-1
TABLE OF CONTENTS
H.1 Cyberattack Identification and Background...................................................... Cyberattack-2 H.2 Cyberattack Location....................................................................................... Cyberattack-2 H.3 Cyberattack Extent .......................................................................................... Cyberattack-2 H.4 Cyberattack History ......................................................................................... Cyberattack-3 H.5 Cyberattack Probability.................................................................................... Cyberattack-4 H.6 Cyberattack Vulnerability ................................................................................. Cyberattack-5
LIST OF TABLES
Table H.1: Cyberattack Loss Estimate Table .......................................................... Cyberattack-6 Appendix H
Cyberattack
City of Artesia Hazard Mitigation Plan Cyberattack-2
H.1 Cyberattack Identification and Background
A cyberattack is a deliberate attempt to compromise the confidentiality, integrity, or availability of a computer system, network, or data. Cyberattacks can take many forms, including hacking, phishing, ransomware, and denial-of-service attacks, and they may be carried out by cybercriminals, insider threats, or organized crime networks. In some cases, these attacks are politically motivated and aim to disrupt critical infrastructure, steal sensitive information, or undermine public trust. When such actions are tied to an ideological or political cause, they may be classified as cyber terrorism, where the intent is to advance a specific agenda through the disruption or destruction of digital systems.
For a city, a cybersecurity attack can have significant and widespread consequences, threatening essential services and public safety. As municipal systems controlling utilities like water, electricity, and transportation increasingly rely on digital technology, they become prime targets for attackers.
A ransomware attack, for example, could lock City officials out of vital systems, delaying emergency responses or halting traffic management. Similarly, a breach of public records could expose sensitive personal data or disrupt critical processes like emergency response coordination. Such attacks not only disrupt operations but also damage the trust residents place in their local government.
H.2 Cyberattack Location
The City of Artesia’s (City) critical facilities, such as City Hall and Public Works facilities, are essential for managing municipal operations and public services. These facilities increasingly rely on digital networks, making them potential targets for cyberattacks. While such attacks would not cause physical damage, they could disrupt services citywide. For example, if City Hall's administrative systems were compromised, it could delay public services and emergency responses. Therefore, safeguarding the cybersecurity of these critical facilities is important to ensure delivery of essential services to the community.
H.3 Cyberattack Extent
The extent of a cybersecurity attack on the City would depend on the target and nature of the attack. If City systems, such as those housed at City Hall or the Public Works Yard, were compromised, the impacts could disrupt a wide range of municipal operations and services. For example, a ransomware attack could prevent City staff from accessing critical administrative City of Artesia Hazard Mitigation Plan Cyberattack-3
systems, interrupt communications, delay permitting and financial operations, and hinder the City’s ability to provide essential services to residents and businesses. Depending on the severity of the incident, disruptions caused by a cyberattack could affect the entire planning area.
While a cybersecurity attack would not typically result in direct physical damage to infrastructure, the operational and financial consequences could be significant. Essential City functions, including internal communications, records management, emergency coordination, and other technology-dependent operations, could experience delays or interruptions. In addition, unauthorized access to sensitive or personal information stored within City databases could expose residents, employees, or contractors to risks such as identity theft, fraud, or privacy breaches.
A cybersecurity attack could also increase pressure on the City to respond quickly to ransom demands or other extortion attempts, particularly if critical systems or data become inaccessible.
The inability to restore systems in a timely manner could prolong operational disruptions, impact public trust, and create additional financial burdens associated with system recovery and potential legal or regulatory obligations. As local governments become increasingly reliant on digital systems and interconnected technologies, cybersecurity incidents continue to represent a growing operational risk with the potential for citywide impacts.
H.4 Cyberattack History
Although the City has not experienced any known major cybersecurity incidents that significantly disrupted municipal operations, cyberattacks targeting local governments and public agencies throughout Southern California and across the nation demonstrate that municipalities of all sizes remain vulnerable to evolving cybersecurity threats. These incidents highlight the growing reliance on interconnected digital systems and the potential for operational, financial, and information security impacts associated with a successful cyberattack.
San Bernardino County Sheriff’s Department Cyberattack
In April 2023, various news outlets, including ABC 7 Los Angeles and the San Bernadino Sun, reported the San Bernardino County Sheriff's Department experienced a significant cyberattack that disrupted its digital systems for several days. The attack was initiated through a phishing email that appeared to originate from a trusted external contractor, allowing the attackers to infiltrate the Sheriff Department’s network. Once inside, the hackers encrypted critical data and demanded a ransom for its release. In response, the county decided to pay a $1.1 million ransom.
City of Artesia Hazard Mitigation Plan Cyberattack-4
Although the attack did not compromise public safety operations, it caused significant disruptions, and the department lost data spanning five years. In the aftermath, the Sheriff's Department has taken steps to replace the compromised database, upgrade outdated hardware, and improve its overall cybersecurity posture.
Orange County Transportation Authority (OCTA) Cyberattack As explained in an Orange County Register article dated August of 2016, the Orange County Transportation Authority (OCTA) became a victim of a significant cyberattack that exploited vulnerabilities in a third-party vendor’s system. This ransomware attack encrypted critical files, rendering them inaccessible and disrupted OCTA’s operations. The attackers demanded a ransom for the decryption key, and while some data was eventually restored, irreplaceable information was permanently lost. The financial impact was substantial, with the agency spending over $500,000 on recovery efforts, including enhanced cybersecurity measures and system restoration. This incident not only disrupted OCTA’s ability to deliver transportation services effectively but also highlighted the risks posed by external vendors.
Orange County District Attorney's Office Breach
In 2023, ABC 7 Los Angeles reported that the Orange County District Attorney's Office experienced a major data breach. The breach exposed sensitive information, such as case files and personal details tied to ongoing investigations, raising serious concerns about privacy and security. This incident disrupted the office’s operations and sparked public scrutiny, with residents questioning the effectiveness of the office’s data protection policies. In response, the District Attorney’s Office launched a review of its cybersecurity practices and strengthened its security measures to prevent similar breaches in the future.
H.5 Cyberattack Probability
Determining the exact probability of a cyberattack impacting the City is challenging, as it depends on several factors. However, the City recognizes that the frequency of cyberattack incidents has been steadily increasing in recent years, suggesting that cities are becoming more vulnerable.
The rise in cyberattacks targeting neighboring cities and regions highlights a growing trend, with digital systems progressively more exposed to threats. As the City continues to increasingly rely on digital infrastructure for daily operations, the risk of being targeted by cybercriminals also rises.
With the evolution of cyberattacks, it is more likely that the City could be targeted at some point in the future. While the City has made strides in improving its cybersecurity, the growing City of Artesia Hazard Mitigation Plan Cyberattack-5
sophistication of cybercriminals means that municipalities remain attractive targets due to potential vulnerabilities. While the likelihood of an attack cannot be precisely determined, the Hazard Mitigation Planning Committee (HMPC) emphasized that preparing for such scenarios is vital, as the consequences of an attack could deeply affect the city’s ability to function and meet residents’ needs.
H.6 Cyberattack Vulnerability
Vulnerability to Structures:
Unlike natural hazards, cybersecurity incidents are not expected to result in direct physical damage to City-owned structures or infrastructure. As a result, the City’s cybersecurity loss estimate analysis assumes 0% physical damage to facilities throughout the planning area.
However, while structural damage is not anticipated, cyberattacks have the potential to significantly disrupt the operations and functionality of City facilities and services that rely on interconnected digital systems and communications technology.
Critical facilities such as City Hall and the Public Works Yard may be particularly vulnerable to operational disruptions caused by ransomware attacks, unauthorized access, system outages, or other cybersecurity incidents affecting administrative systems, communications platforms, records management systems, financial systems, or operational technologies. A successful cyberattack could temporarily limit the City’s ability to provide essential services, coordinate emergency response activities, access digital records, or maintain routine government operations.
To help reduce these vulnerabilities, the City identified Mitigation Action 2026.HMP.18, which calls for implementing recurring cybersecurity awareness training for City employees to strengthen preparedness against evolving cyber threats and reduce system vulnerabilities. Regular employee training may help improve awareness of phishing attempts, ransomware threats, suspicious activity, and other common cybersecurity risks that could compromise City systems or operations.
City of Artesia Hazard Mitigation Plan Cyberattack-6
Table H.1: Cyberattack Loss Estimate Table
ASSET NAME
REPLACEMENT
VALUE % DAMAGE LOSS ESTIMATE
Artesia City Hall $3,673,000 0% $0
Artesia Public Works Yard $2,930,000 0% $0
Albert O. Little Community
Center
$5,112,000 0% $0
Artesia Town Center $9,540,000 0% $0
North Artesia Community
Center
$1,591,468 0% $0
New Public Services
Center
$1,909,134 0% $0
Frampton House $832,696 0% $0
Old Fire Station #30 $842,808 0% $0
Water Tower $1,020,000 0% $0
Note: Values provided by the December 2023 Insurance Survey conducted by CBIZ Valuation Group, LLC, FEMA’s Benefit-Cost Analysis (BCA) Reference Guide, and the HAZUS 6.1 Inventory Technical Manual. These values are to be used for planning purposes only.
To address these risks, the City has developed Mitigation Strategy 2024.HMP.06, which focuses on bolstering cybersecurity protections and ensuring the resilience of critical systems. The HMPC emphasized that while an attack might not occur in the next five years, the potential consequences if it did would be severe and could disrupt vital services across the city.
Vulnerability to People:
Although cybersecurity incidents are not expected to directly injure residents or damage physical structures, they may still significantly impact people throughout the City by disrupting essential City of Artesia Hazard Mitigation Plan Cyberattack-7
government services, communications, and access to important information. Residents may experience delays in City services, interruptions to online payment systems, reduced access to public information, or disruptions to emergency communications if City systems are compromised during a cyberattack. Certain populations may be more vulnerable to the impacts of a cybersecurity incident, including older adults, individuals with limited access to technology, nonEnglish-speaking residents, and those who rely heavily on City services or digital communication platforms. In addition, unauthorized access to personal or sensitive information stored within City systems could expose residents, employees, or contractors to risks such as identity theft, fraud, or privacy breaches. Cybersecurity incidents may also affect public trust and create confusion during emergency situations if communication systems or public information platforms become unavailable. As the City continues to rely on digital systems and interconnected technologies to support daily operations and public services, cybersecurity threats remain an ongoing concern with the potential to impact the broader community.
City of Artesia Hazard Mitigation Plan Cyberattack-1
TABLE OF CONTENTS
I.1 Unhoused Related Risk Identification and Background ................... Unhoused Related Risk-2 I.2 Unhoused Related Risk Location .................................................... Unhoused Related Risk-2 I.3 Unhoused Related Risk Extent........................................................ Unhoused Related Risk-3 I.4 Unhoused Related Risk History....................................................... Unhoused Related Risk-4 I.5 Unhoused Related Risk Probability ................................................. Unhoused Related Risk-4 I.6 Unhoused Related Risk Vulnerability .............................................. Unhoused Related Risk-5
LIST OF TABLES
Table I.1: Unhoused Related Risk Loss Estimate Table........................ Unhoused Related Risk-5 Appendix I
Unhoused Related Risk
City of Artesia Hazard Mitigation Plan Cyberattack-2
I.1 Unhoused Related Risk Identification and
Background
Unhoused population-related risks refer to public safety, infrastructure, operational, and firerelated concerns associated with transient activity and unauthorized encampments. These risks may include trespassing into restricted or hazardous areas, fires associated with cooking or warming activities, pedestrian safety concerns near transportation corridors, damage to public infrastructure, theft or vandalism of property, and increased demand on public safety and maintenance resources.
Unhoused activity may occur near freeway corridors, railroad tracks, utility infrastructure, public facilities, parks, vacant properties, or other areas that provide temporary shelter or limited visibility.
Potential impacts associated with this hazard may include localized fires, infrastructure damage, broken irrigation or utility systems, theft of copper wiring or materials, unauthorized occupation of public spaces, and operational disruptions requiring response from law enforcement, public works, maintenance personnel, or emergency responders.
Although most incidents associated with this hazard are localized and relatively small in scale, repeated occurrences may create ongoing maintenance, operational, and public safety concerns.
Fires or unsafe activities occurring near populated areas, transportation infrastructure, or public facilities may also create broader community concerns even when physical damage remains limited.
I.2 Unhoused Related Risk Location
Unhoused population-related risks within the City of Artesia (City) are primarily associated with areas near major transportation corridors, railroad tracks, freeway embankments, and other isolated or less visible locations where transient activity may occur. Hazard Mitigation Planning Committee (HMPC) members identified areas near Interstate 91, including on-ramps and offramps north of Pioneer Boulevard, as locations where fires, encampments, and other transientrelated concerns have occurred. These areas are of particular concern because individuals may occupy spaces not intended for pedestrian access, including freeway-adjacent areas and railroad corridors, creating potential safety risks for both unhoused individuals and the surrounding community.
City of Artesia Hazard Mitigation Plan Cyberattack-3
HMPC members noted concerns related to activity occurring near active transportation corridors and railroad tracks where individuals may be traversing or occupying hazardous areas. Because these locations are adjacent to heavily traveled roadways and transportation infrastructure, incidents occurring in these areas may create broader public safety concerns, traffic disruptions, or emergency response challenges. Certain public facilities and infrastructure located near transportation corridors may also be more vulnerable to impacts associated with transient activity.
HMPC members specifically identified museum properties adjacent to the railroad tracks as areas of concern due to the potential for trespassing, unauthorized occupancy, or fire-related incidents.
Isolated areas behind buildings, along freeway walls, and near landscaped or utility areas were also noted as locations where encampments, infrastructure damage, or unauthorized access have occurred.
Although incidents are generally concentrated in localized areas, the hazard has the potential to affect multiple portions of the planning area due to the movement of transient individuals between neighboring jurisdictions and along regional transportation corridors.
I.3 Unhoused Related Risk Extent
The extent of unhoused population-related risks within the City is generally localized rather than citywide. Most incidents involve isolated impacts occurring near freeway corridors, railroad tracks, public spaces, landscaped areas, utility infrastructure, or other locations where transient activity and encampments may occur. However, even relatively small incidents may create broader operational and public safety concerns depending on their location and proximity to populated areas or critical infrastructure.
Potential impacts associated with this hazard may include localized fires, damage to irrigation or sprinkler systems, theft of copper wiring or utility materials, vandalism, fence damage, unauthorized access to restricted areas, and pedestrian activity occurring in unsafe locations near transportation infrastructure. HMPC members also noted concerns related to the use of portable cooking materials or open flames near freeway embankments and vegetated areas, which may increase the risk of localized fire ignition.
Although most incidents are relatively limited in scale and duration, the hazard has the potential to disrupt City operations and require response from law enforcement, fire personnel, maintenance crews, or public works staff. Fires or unsafe conditions occurring near heavily traveled corridors or populated areas may also generate significant public concern even when City of Artesia Hazard Mitigation Plan Cyberattack-4
physical damage remains limited. Repeated incidents may contribute to ongoing maintenance costs and increased demand on City resources over time.
I.4 Unhoused Related Risk History
HMPC members noted that the City has experienced recurring issues associated with transient activity and unauthorized encampments, particularly near freeway corridors and railroad tracks.
Although the City has not experienced a major disaster associated with this hazard, City staff reported several localized incidents that have required response or mitigation efforts over time.
According to HMPC members, fires have occurred near freeway embankments and along the Interstate 91 corridor north of Pioneer Boulevard. In one incident, individuals accessed an isolated area behind buildings near a freeway wall after damaging portions of an iron fence and subsequently started a fire. Although no structures were damaged, the incident created concern among nearby residents due to the proximity of the fire to populated areas and transportation infrastructure. HMPC members also identified recurring operational and infrastructure-related impacts associated with transient activity throughout the City. Reported incidents included broken sprinkler lines, theft of copper wiring from public lighting infrastructure, unauthorized use of public water fountains for bathing, and problematic interactions involving City staff. In addition, City staff noted concerns related to pedestrian activity occurring near railroad tracks and freeway-adjacent areas where individuals may occupy locations not intended for public access. While the City’s unhoused population remains relatively small, HMPC members noted that transient movement between neighboring jurisdictions and along regional transportation corridors contributes to recurring activity within the City.
I.5 Unhoused Related Risk Probability
The HMPC identified unhoused population-related risks as a recurring hazard within the City.
Based on HMPC input, lower-level incidents associated with transient activity, unauthorized access, infrastructure damage, or public safety concerns occur periodically throughout the year, with some type of operational concern occurring approximately once every one to two weeks.
Because the City is located adjacent to major regional transportation corridors and railroad infrastructure, the movement of transient individuals through the planning area is expected to continue over time.
City of Artesia Hazard Mitigation Plan Cyberattack-5
Although most incidents are localized and relatively small in scale, the frequency of public safety concerns, infrastructure-related impacts, and fire-related incidents suggests that the probability of continued occurrences within the City remains moderate to high. HMPC members also noted that activity may increase in future years due to broader regional trends associated with housing affordability, movement between neighboring jurisdictions, and continued use of freeway and rail corridors for regional travel
I.6 Unhoused Related Risk Vulnerability
Vulnerability to Structures:
Although unhoused population-related risks are not expected to result in widespread structural damage, certain City-owned facilities and infrastructure may remain vulnerable to localized impacts associated with trespassing, vandalism, theft, unauthorized access, and fire-related incidents. Facilities located near freeway corridors, railroad tracks, utility corridors, or isolated areas may face greater exposure to encampment activity and related operational concerns.
Based on the City’s loss estimate analysis, most City-owned facilities are anticipated to sustain relatively minor damage during incidents associated with this hazard, generally estimated at approximately 1% damage. However, facilities located near railroad corridors or areas with recurring transient activity were assigned higher damage estimates due to increased vulnerability to unauthorized access, vandalism, or fire-related incidents. HMPC members specifically identified the North Artesia Community Center, Frampton House, and Old Fire Station #30 as facilities with slightly elevated vulnerability due to their proximity to areas where transient activity has occurred. Potential impacts may include fence damage, vandalism, theft of utility materials or copper wiring, damage to irrigation systems, and localized fire impacts affecting landscaped or undeveloped portions of properties. Table I.1 below summarizes estimated unhoused related risk related loss estimates for City assets. These values are intended for planning purposes only and represent generalized planning-level estimates rather than anticipated actual damages.
Table I.1: Unhoused Related Risk Loss Estimate Table
ASSET NAME
REPLACEMENT
VALUE % DAMAGE LOSS ESTIMATE
Artesia City Hall $3,673,000 1% $36,730
City of Artesia Hazard Mitigation Plan Cyberattack-6
Artesia Public Works Yard $2,930,000 1% $29,300
Albert O. Little Community
Center
$5,112,000 1% $51,120
Artesia Town Center $9,540,000 1% $95,400
North Artesia Community
Center
$1,591,468 5% $79,573
New Public Services
Center
$1,909,134 1% $19,091
Frampton House $832,696 5% $41,635
Old Fire Station #30 $842,808 5% $42,140
Water Tower $1,020,000 1% $10,200
Note: Values provided by the December 2023 Insurance Survey conducted by CBIZ Valuation Group, LLC, FEMA’s Benefit-Cost Analysis (BCA) Reference Guide, and the HAZUS 6.1 Inventory Technical Manual. These values are to be used for planning purposes only.
To help reduce these vulnerabilities, the City identified Mitigation Action 2026.HMP.19, which calls for identifying and, when possible, hardening vulnerable infrastructure near freeway edges, utility corridors, and known encampment areas through measures such as protective barriers, secured access lids, locking valve covers, and tamper-resistant enclosures. These measures may help reduce unauthorized access and infrastructure damage associated with recurring transient activity. In addition, Mitigation Action 2026.HMP.20 supports improved implementation of the City’s Vacant Property Ordinance to reduce unauthorized access, encampment-related hazards, and property damage at vacant or vulnerable properties throughout the City.
Vulnerability to People:
Unhoused population-related risks may affect both individuals experiencing homelessness and the broader community. Individuals occupying areas near freeway corridors, railroad tracks, or utility infrastructure may face increased exposure to unsafe conditions, including traffic hazards, fire-related incidents, extreme weather, and other dangerous environments not intended for public City of Artesia Hazard Mitigation Plan Cyberattack-7
access. At the same time, residents, City staff, and visitors may experience concerns related to fires near populated areas, unauthorized access to public facilities, pedestrian activity occurring in hazardous locations, and repeated public safety or maintenance incidents. City staff and maintenance personnel may also experience increased operational demands associated with responding to infrastructure damage, encampments, vandalism, or unsafe conditions on public property. In addition, recurring incidents may contribute to community concerns regarding safety, property impacts, and the use of public spaces and facilities throughout the City.
To help reduce risks associated with this hazard, the City identified Mitigation Action 2026.HMP.19, which supports hardening vulnerable infrastructure in areas where recurring activity has occurred, and Mitigation Action 2026.HMP.20, which focuses on improving implementation of the City’s Vacant Property Ordinance to reduce unauthorized access and related hazards. Together, these actions may help reduce public safety concerns and improve the safety and security of public facilities and infrastructure throughout the City.
City of Artesia Hazard Mitigation Plan 4-1
TABLE OF CONTENTS
4.1 Mitigation Goals and Objectives........................................................................................ 4-2
4.2 Identification of Mitigation Recommendations ................................................................... 4-4
4.3 Prioritization of Mitigation Recommendations.................................................................. 4-10
4.4 Implementation Strategy ................................................................................................. 4-16
LIST OF TABLES
Table 4.1 Overall Plan Goals and Objectives .......................................................................... 4-2 Table 4.2 Mitigation Action Identification.................................................................................. 4-5 Table 4.3 Benefit-Cost Analysis Summary Table ....................................................................4-11 Table 4.4 Status Update of the 2020 Mitigation Strategies .................................................... 4-17 Chapter 4
Mitigation Strategies
City of Artesia Hazard Mitigation Plan 4-2
4.1 Mitigation Goals and Objectives
To structure goals and objectives that produce appropriate mitigation actions, the hazard profiles and loss estimates were thoroughly reviewed to identify patterns in the location of potential hazard events and the vulnerability of the
infrastructure identified within those locations. This information was used to develop clear goals to mitigate the effects of natural hazard events.
The mitigation goals provide guidelines for developing mitigation projects to provide prioritized hazard reduction. The goals are based on the findings of the Risk Assessment and input from the Hazard Mitigation Planning Committee (HMPC) and characterize long-term hazard reduction targets and the enhancement of current mitigation capabilities.
Table 4.1 includes the Plan goals and corresponding mitigation objectives. These strategies were developed and reviewed by the HMPC using knowledge of the local area (including high-hazard areas and sensitive populations), review of past efforts, findings of the Risk Assessment, and identification of mitigation projects.
Table 4.1: Overall Plan Goals and Objectives
PLAN GOALS SUPPORTING GOAL OBJECTIVES
PROTECT LIFE &
PROPERTY
• Objective 1.1: Implement activities to protect lives, property, future developments, and critical facilities by ensuring homes, businesses, and infrastructure are more resistant to losses from natural hazards in the City.
• Objective 1.2: Gather and assess hazard assessment
information to monitor high-hazard areas and encourage
preventative measures to assets as vulnerability changes.
Step 1:
Develop
Mitigation Goals &
Objectives
Step 2:
Identify and
Prioritize
Mitigation Actions
Step 3:
Prepare an
Implementation
Strategy
Step 4:
Document the
Mitigation
Planning Process
Step 5:
Develop
Complete Hazard
Mitigation Plan
44 CFR §201.6(c)(3)(i): [The hazard
mitigation strategy shall include a]
description of mitigation goals to
reduce or avoid long-term
vulnerabilities to the identified
hazards.
City of Artesia Hazard Mitigation Plan 4-3
ENHANCE PUBLIC
AWARENESS AND
EDUCATION
• Objective 2.1: Develop and consistently update outreach programs to increase awareness of the risks associated with natural hazards in the City.
• Objective 2.2: Use quantitative data to enhance information dissemination regarding the natural hazards that impact the City.
PRESERVE AND
RECLAIM NATURAL
SYSTEMS
• Objective 3.1: Monitor new data for evolving weather patterns and implement improvement projects to strengthen resilience and mitigate future impacts of climate change
• Objective 3.2: Review the City’s General Plan in responding to changing weather patterns.
• Objective 3.3: Support management and land use planning policies to preserve, reclaim, and enhance natural systems for the City’s hazard mitigation functions.
STRENGTHEN
PARTNERSHIPS AND
IMPLEMENTATION
• Objective 4.1: Encourage City leadership to strengthen communication and coordinate participation between the City and public organizations (utilities, public safety, neighboring cities, fire and law enforcement) to prioritize and implement local and regional hazard mitigation practices.
• Objective 4.2: Promote collaboration between the City and businesses to protect property, encourage business continuity planning, and minimize hazard impacts through independent mitigation action implementation.
IMPROVE EMERGENCY
MANAGEMENT
CAPABILITIES
• Objective 5.1: Improve coordination with regional agencies and organizations and expand on programs that prepare City personnel to support emergency operations through
educational exercises and collaboration.
• Objective 5.2: Establish mutual aid agreements with
neighboring jurisdictions and partners.
Following the development of the overall Plan goals and strategies, each hazard was reviewed to determine hazard-specific mitigation objectives. These objectives were developed based on the overall plan goals, hazard profiles, and mitigation strategies identified in the previous Hazard Mitigation Plan and were used to guide the development of mitigation action items. While the previous plan established broad mitigation goals, it did not include specific objectives associated with each hazard. As part of this update, the HMPC developed hazard-specific objectives to City of Artesia Hazard Mitigation Plan 4-4
provide clearer direction and strengthen the connection between identified risks and proposed mitigation actions. Many of the goals from the previous plan remained consistent in nature; however, the wording was revised to better reflect the current priorities, planning efforts, and longterm resilience goals of the City.
4.2 Identification of Mitigation Recommendations
Mitigation actions are administrative and/or engineering project recommendations that reduce the City’s
vulnerability to the identified hazards. City employees provide the insight required in the development of actions and projects that are designed to mitigate these hazards and solve problems cost-effectively, as well as ensure
consistency with the City’s long-term mitigation goals and capital improvement projects. During the fourth and fifth HMPC meeting, a team-based approach was used to
brainstorm mitigation projects based on the identified
hazards and associated loss estimates.
The evaluation and prioritization of hazard risks were used as aids to produce a list of recommended mitigation actions to incorporate into the plan. Each of the mitigation action recommendations listed in Table 4.2 fell into one or more of the following categories:
Table 4.2 provides an overview of the mitigation actions and other relevant information, in no specific order. Following the identification of mitigation actions, a Benefit-Cost Analysis was conducted in order to determine a prioritization of the items. Section 4.4 contains more information on the Benefit-Cost Analysis and the prioritization of the projects. 44 CFR §201.6(c)(3)(ii): [The
mitigation strategy shall include a]
section that identifies and analyzes a
comprehensive range of specific
mitigation actions and projects being
considered to reduce the effects of
each hazard, with particular emphasis
on new and existing buildings and
infrastructure.
Updates to
Local Plans and
Regulations
Structure and
Infrastructure
Projects
Natural Systems
Protections
Education and
Awareness
Programs
City of Artesia Hazard Mitigation Plan 4-5
Table 4.2 Mitigation Action Identification
MITIGATION ACTIVITY
HAZARDS
MITIGATED
MITIGATION
ACTION CATEGORY
CORRESPONDING
GOALS
RESPONSIBLE
DEPARTMENT
POTENTIAL
FUNDING
SOURCES
ESTIMATED
PROJECT
COSTS
TIMEFRAME
PROTECTS
NEW
BUILDINGS
PROTECTS
EXISTING
BUILDINGS
2026.HMP.01: Implement seismic studies
throughout city facilities and develop a plan to
implement structural improvement projects
accordingly.
Earthquake
Structure and
Infrastructure
Projects
1,5 Public Works
Grant Funding
(HMGP/BRIC)/
General Fund /
Staff Time
$ 250,000 Medium N Y
2026.HMP.02: Review NEHRP guidance and
applicable state requirements to ensure local
building code implementation aligns with the
most current seismic safety standards
Earthquake
Updates to Local
Plans and
Regulations
1 Community
Development
General Fund /
Staff Time
Staff Time Short Y Y
2026.HMP.03: Expand public outreach and
education regarding voluntary residential seismic
retrofitting options.
Earthquake
Education and
Awareness Programs
2 Administration
General Fund /
Staff Time
Staff Time Short N Y
2026.HMP.04: Coordinate with utility providers to
upgrade and/or bury overhead utility lines to
reduce windstorm-related damage and service
disruptions.
Windstorm
Structure and
Infrastructure Projects 1,4
Public Works /
Community
Development
Grant Funding
(HMGP/BRIC) $10,000,000 Long Y Y
2026.HMP.05: Develop and maintain a Debris
Management Plan, including debris clearance
procedures, contractor coordination, and
staging/disposal protocols.
Windstorm
Updates to Local
Plans and
Regulations
1,5 Public Works Grant Funding
(HMGP/BRIC) $ 50,000 Medium N Y
2026.HMP.06: Coordinate with City contractors
to remove dead or hazardous trees in a timely
manner to reduce high wind event impacts.
Windstorm Natural Systems
Protection
1,3 Public Works
General Fund /
Staff Time
Staff Time Short N Y
City of Artesia Hazard Mitigation Plan 4-6
2026.HMP.07: Implement the Urban Forest
Management Plan to reduce hazards from falling
tree limbs and downed power lines during high
wind and severe weather events.
Windstorm Natural Systems
Protection
1,3 Public Works
Grant Funding
(HMGP/BRIC) /
General Fund /
Staff Time/
$50,000 annually Short Y Y
2026.HMP.08: Conduct an EOC tabletop
exercise that focuses on dam failure response
and evacuation coordination.
Dam Failure
Education and
Awareness Programs
5 Administration
General Fund /
Staff Time
Staff Time Short N N
2026.HMP.09: Develop and maintain an
evacuation plan in coordination with local and
regional partners (e.g., Fire, Police, and
neighboring jurisdictions).
Dam Failure
Updates to Local
Plans and
Regulations
1,4,5 Administration Grant Funding
(HMGP/BRIC) $100,000 Short N Y
2026.HMP.10: Coordinate with Southern
California Edison (SCE) to harden electrical
distribution infrastructure (e.g., covered
conductors and equipment upgrades) in high-risk
areas to reduce ignition potential and urban fire
risk.
Urban Fire
Structure and
Infrastructure Projects 1,4 Public Works Grant Funding
(HMGP/BRIC) $100,000 Medium Y Y
2026.HMP.11: Evaluate feasibility and pursue
designation as a FireWise USA community.
Urban Fire
Education and
Awareness Programs
1,2 Administration
General Fund /
Staff Time
Staff Time Short Y Y
2026.HMP.12: Strengthen implementation and
enforcement of the City’s Property Maintenance
Standards.
Urban Fire
Updates to Local
Plans and
Regulations
1 Community
Development
General Fund /
Staff Time
Staff Time Short Y Y
2026.HMP.13: Implement Urban Forest
Management Plan goals to expand the urban
tree canopy to reduce heat exposure and
mitigate the urban heat island effect.
Extreme Heat Natural Systems
Protection
1,3
Public Works /
Administration
Grant Funding
(HMGP/BRIC)/
General Fund /
Staff time
$1.5M Medium Y Y
2026.HMP.14: Assess drainage capacities
throughout the city and determine the elements
Flood
Structure and
Infrastructure Projects
1 Public Works
General Fund /
Staff Time
Staff Time Medium Y Y
City of Artesia Hazard Mitigation Plan 4-7
of infrastructure that require improvement to
allow for proper drainage.
2026.HMP.15: Update flood hazard mapping,
flood management policies, and related
procedures as new state and federal data or
guidance becomes available.
Flood
Updates to Local
Plans and
Regulations
1,4
Administration /
Community
Development
General Fund /
Staff Time
Staff Time Medium Y Y
2026.HMP.16: Evaluate and use data analytics
(e.g., usage trends and messaging) to promote
water-use reduction and improve community
water resilience.
Drought
Education and
Awareness Programs
2,3 Administration
General Fund /
Staff Time
Staff Time Short N N
2026.HMP.17: Expand public outreach on
drought conditions, water conservation
requirements, and available incentives for
drought-tolerant landscaping and other watersaving measures.
Drought
Education and
Awareness Programs
2,3 Administration
General Fund /
Staff Time
Staff Time Short N N
2026.HMP.18: Implement recurring (bi-annual or
quarterly) cybersecurity awareness training for
City employees to strengthen preparedness
against evolving cyber threats and reduce
system vulnerabilities.
Cyberattack
Education and
Awareness Programs
5 Finance
General Fund /
Staff Time
Staff Time Short N Y
2026.HMP.19: Identify and, when possible,
harden vulnerable infrastructure near freeway
edges, utility corridors, and known encampment
areas (e.g. using protective barriers, secured
access lids, locking valve covers, and tamperresistant enclosures).
Unhoused
Related Risk
Structure and
Infrastructure Projects
1 Public Works /
Community
Development
General Fund /
Staff Time $50,000 Medium Y Y
2026.HMP.20: Improve implementation of the
City’s Vacant Property Ordinance to reduce
Unhoused
Related Risk
Updates to Local
Plans and
Regulations
1 Community
Development
General Fund /
Staff Time
Staff Time Short Y Y
City of Artesia Hazard Mitigation Plan 4-8
unauthorized access, encampment related
hazards, and property damage.
2026.HMP.21: Construct new Emergency
Operations Center (EOC) to support emergency
coordination, communications, and continuity of
operations.
Multi-Hazard
Structure and
Infrastructure Projects 1,5 Administration
Grant Funding
(HMGP/BRIC)/
General Fund /
Staff Time
$ 2,000,000 Medium Y Y
2026.HMP.22: Install alternative power sources
(e.g., emergency generator, solar panels) to
ensure continued use of recreation center as a
shelter/cooling center in the event of loss of
power.
Multi-Hazard
Structure and
Infrastructure Projects 1,5 Maintenance Grant Funding
(HMGP/BRIC) $1,000,000 Long N Y
2026.HMP.23: Update and maintain City GIS
mapping to incorporate fault lines, FEMA flood
hazard data, evacuation routes, vulnerable
populations, and heat mapping layers.
Multi-Hazard
Updates to Local
Plans and
Regulations
1,4,5
Administration/
Community
Development
General Fund /
Staff Time $60,000 Short Y Y
2026.HMP.24: Coordinate with public safety
partners to establish and maintain Genasys
evacuation zones for use during emergency
incidents.
Multi-Hazard
Updates to Local
Plans and
Regulations
1,4,5 Administration
General Fund /
Staff Time
Staff Time Short N Y
2026.HMP.25: Coordinate with Caltrans to
maintain ignition-risk reduction areas along
freeway edges.
Multi-Hazard Natural Systems
Protection
1,3,4
Public Works /
Administration
General Fund /
Staff Time
Staff Time Medium N Y
2026.HMP.26: Implement a Citywide reporting
and tracking process for encampment-related
incidents impacting City assets (fires, vandalism,
utility access, illegal dumping), including GIS
mapping and trend reporting to inform targeted
mitigation and resource allocation.
Multi-Hazard
Updates to Local
Plans and
Regulations
1,4,5 Administration
General Fund /
Staff Time $30,000 Short N Y
City of Artesia Hazard Mitigation Plan 4-9
2026.HMP.27: Develop and distribute accessible,
multilingual public education materials on natural
hazards (e.g., English, Spanish, and other
identified languages) to improve public
awareness.
Multi-Hazard
Education and
Awareness Programs
2,5 Administration
General Fund /
Staff Time
Staff Time Short N N
2026.HMP.28: Enhance and expand the CERT
program to increase volunteer capacity and
improve readiness to support emergency
response and recovery operations.
Multi-Hazard
Education and
Awareness Programs
2,5 Administration
General Fund /
Staff Time
Staff Time Short N N
Notes: 1. Values provided by the HMPC
2. Timeframe definitions are as follows.
a) Short: Task to be completed within 1-2 years
b) Medium Task to be completed within 3-5 years
c) Long: Task to be completed after the 5-year planning period
3. Additional Potential Grant Funding Resources are listed in Chapter 5 City of Artesia Hazard Mitigation Plan 4-10
Mitigation Actions Not Included in the Hazard Mitigation Plan During the Planning process, the HMPC proposed several ideas on how to improve resiliency throughout the City. All developed mitigation actions were included in the final plan. All discussed actions are represented on Table 4.2 as Mitigation Actions.
4.3 Prioritization of Mitigation Recommendations
A simplified Benefit-Cost Analysis was applied to prioritize the mitigation recommendations for implementation. The priority for implementing mitigation recommendations depends upon the overall cost effectiveness of the recommendation, when considering monetary and non-monetary costs and benefits associated with each action. Additionally, the following questions were considered when developing the Benefit-Cost Analysis:
• How many people will benefit from this action?
• How large of an area is impacted?
• How critical are the facilities that benefit from the action? • Environmentally, does it make sense to do this project for the overall community? Table 4.4 provides a detailed benefit-cost analysis for each mitigation recommendation, as well as a relative priority rank (High, Medium, and Low) based upon the judgment of the HMPC. The general category guidelines are listed below.
• High – Benefits are perceived to exceed costs without further study or evaluation.
• Medium – Benefits are perceived to exceed costs, but may require further study or evaluation prior to implementation. • Low – Benefits and cost evaluations require additional evaluation prior to implementation.
It should be noted that the values for cost (cons) are estimates only.
City of Artesia Hazard Mitigation Plan 4-11
Table 4.3 Benefit-Cost Analysis Summary Table
MITIGATION ACTIVITY BENEFITS COSTS PRIORITY
2026.HMP.01: Implement seismic studies throughout city facilities and develop a plan to implement structural improvement projects accordingly. • Avoided physical damage
• Reduced casualties/injuries
• Improved infrastructure or structural reliability
• Avoided loss of functions costs
• Improved continuity of government
• $ 250,000 High
2026.HMP.02: Review NEHRP guidance and applicable state requirements to ensure local building code implementation aligns with the most current seismic safety standards
• Avoided physical damage
• Reduced casualties/injuries
• Improved infrastructure/structural reliability
• Staff Time High
2026.HMP.03: Expand public outreach and education regarding voluntary residential seismic retrofitting options.
• Avoided physical damage
• Reduced casualties/injuries
• Improved infrastructure or structural reliability
• Improved community understanding of hazard
vulnerabilities
• Reduced need for emergency response due to
lower event severity
• Staff Time High
2026.HMP.04: Coordinate with utility providers to upgrade and/or bury overhead utility lines to reduce windstorm related damage and service disruptions.
• Avoided physical damage
• Reduced casualties/injuries
• Improved infrastructure or structural reliability
• Avoided loss of functions costs
• Reduced need for emergency response due to
lower event severity
• Improved continuity of critical services
• $ 10M Low
2026.HMP.05: Develop and maintain a Debris Management Plan, including debris clearance procedures, contractor coordination, and staging/disposal protocols.
• Reduced emergency management costs
• Improved emergency management capabilities
• Improved continuity of critical services
• Improved coordination with contractors
• $ 50,000 Medium
2026.HMP.06: Coordinate with City contractors to remove dead or hazardous trees in a timely manner to reduce high wind event impacts. • Avoided physical damage
• Reduced casualties/injuries
• Reduced need for emergency response due to
lower event severity • Staff Time High
City of Artesia Hazard Mitigation Plan 4-12
2026.HMP.07: Implement the Urban Forest Management Plan to reduce hazards from falling tree limbs and downed power lines during high wind and severe weather events.
• Avoided physical damage
• Reduced casualties/injuries
• Reduced need for emergency response due to
lower event severity
• Improved heat mitigation through increased
canopy cover
• $50,000 annually Medium
2026.HMP.08: Conduct an EOC tabletop exercise that focuses on dam failure response and evacuation coordination.
• Improved hazard awareness
• Improved emergency management capabilities
• Improved coordination with the community
• Improved coordination with regional partners
• Improved continuity for government when
applied to critical assets
• Staff Time High
2026.HMP.09: Develop and maintain an evacuation plan in coordination with local and regional partners (e.g., Fire, Police, and neighboring jurisdictions). • Improved coordination with regional partners
• Reduced casualties/injuries
• Improved emergency management capabilities
• $ 100,000 High
2026.HMP.10: Coordinate with Southern California Edison (SCE) to harden electrical distribution infrastructure (e.g., covered conductors and equipment upgrades) in high-risk areas to reduce ignition potential and urban fire risk. • Avoided physical damage
• Reduced casualties/injuries
• Improved infrastructure/structural reliability
• Avoided loss of function costs
• Reduced need for emergency response due to
lower event severity
• Improved continuity of critical services
• $100,000 Low
2026.HMP.11: Evaluate feasibility and pursue designation as a FireWise USA community.
• Improved hazard awareness
• Decreased emergency management costs
• Reduced need for emergency response due to
lower event severity
• Staff Time High
2026.HMP.12: Strengthen implementation and enforcement of the City’s Property Maintenance Standards.
• Avoided physical damage
• Reduced casualties/damages
• Improved community safety
• Improved community understanding of hazard
vulnerabilities
• Reduced need for emergency response due to
lower event severity
• Staff Time High
City of Artesia Hazard Mitigation Plan
4-13
2026.HMP.13: Implement Urban Forest Management Plan goals to expand the urban tree canopy to reduce heat exposure and mitigate the urban heat island effect.
• Avoided physical damage
• Reduced casualties/injuries
• Reduced need for emergency response due to
lower event severity
• Improved heat mitigation through increased
canopy cover
• Reduced energy demand • Reduced heat exposure
• $1.5M Medium
2026.HMP.14: Assess drainage capacities throughout the city and determine the elements of infrastructure that require improvement to allow for proper drainage.
• Reduced physical damage • Reduced flooding impacts • Improved infrastructure • Reduced need for emergency response due to
lower event severity
• Reduced number of claims filed against the
city
• Avoided loss of functions cost
• Staff Time High
2026.HMP.15: Update flood hazard mapping, flood management policies, and related procedures as new state and federal data or guidance becomes available.
• Improved community understanding of hazard
vulnerabilities
• Reduced need to emergency response due to
reduction in severity
• Avoided loss of functions costs
• Staff Time Medium
2026.HMP.16: Evaluate and use data analytics (e.g., usage trends and messaging) to promote water-use reduction and improve community water resilience.
• Improved water reliability • Reduced water demand
• Improved drought resilience • Improved resource allocation • Staff Time High
2026.HMP.17: Expand public outreach on drought conditions, water conservation requirements, and available incentives for drought-tolerant landscaping and other water-saving measures.
• Improved community understanding of hazard
vulnerabilities
• Improved water reliability • Reduced water demand
• Improved drought resilience • Improved resource allocation • Staff Time High
2026.HMP.18: Implement recurring (bi-annual or quarterly) cybersecurity awareness training for City employees to strengthen preparedness against evolving cyber threats and reduce system vulnerabilities. • Improved continuity for government when
applied to critical assets
• Reduced cyber incident risks
• Avoided loss of functions costs • Improved system reliability • Staff Time High
2026.HMP.19: Identify and, when possible, harden vulnerable infrastructure near freeway edges, utility corridors, and known encampment areas (e.g. • Avoided physical damage • Reduced fire risk
• Improved infrastructure reliability • Improved public safety • $50,000 Medium
City of Artesia Hazard Mitigation Plan 4-14
using protective barriers, secured access lids, locking valve covers, and tamper-resistant enclosures).
• Reduced need for emergency response due to
lower event severity
• Avoided loss of function costs
2026.HMP.20: Improve implementation of the City’s Vacant Property Ordinance to reduce unauthorized access, encampment related hazards, and property damage.
• Avoided physical damage
• Reduced fire risk
• Improved infrastructure reliability
• Improved public safety
• Reduced need for emergency response due to
lower event severity
• Avoided loss of function costs
• Staff Time High
2026.HMP.21: Construct new Emergency Operations Center (EOC) to support emergency coordination, communications, and continuity of operations.
• Improved emergency management capabilities
• Improved coordination
• Improved continuity for government when
applied to critical assets
• Improved continuity of essential services
• Avoided loss of functions costs
• Improved continuity in operations
• $ 2,000,000 High
2026.HMP.22: Install alternative power sources (e.g., emergency generator, solar panels) to ensure continued use of recreation center as a shelter/cooling center in the event of loss of power.
• Improved emergency management capabilities
• Improved coordination
• Improved continuity for government when
applied to critical assets
• Improved continuity of essential services
• Avoided loss of function costs
• Improved continuity in operations
• Reduced heat related injuries
• $1,000,000 High
2026.HMP.23: Update and maintain City GIS mapping to incorporate fault lines, FEMA flood hazard data, evacuation routes, vulnerable populations, and heat mapping layers.
• Improved understanding of hazards
• Improved emergency managing capabilities
• Improved planning and decision making
• Improved resource allocation
• Improved functionality of government
• $60,000 High
2026.HMP.24: Coordinate with public safety partners to establish and maintain Genasys evacuation zones for use during emergency incidents. • Improved hazard awareness
• Improved emergency managing capabilities
• Improved planning and decision making
• Improved resource allocation
• Improved functionality of government
• Reduced casualties/injuries
• Improved coordination with partners
• Improved public safety
• Staff Time Medium
City of Artesia Hazard Mitigation Plan 4-15
2026.HMP.25: Coordinate with Caltrans to maintain ignition-risk reduction areas along freeway edges.
• Reduced fire risk
• Avoided physical damage
• Improved infrastructure
• Improved public safety
• Reduced need for emergency response due to
lower event severity
• Staff Time Low
2026.HMP.26: Implement a Citywide reporting and tracking process for encampment-related incidents impacting City assets (fires, vandalism, utility access, illegal dumping), including GIS mapping and trend reporting to inform targeted mitigation and resource allocation.
• Improved resource allocation
• Improved hazard awareness
• Improved data driven decision making
• Improved coordination with regional partners
• $30,000 Medium
2026.HMP.27: Develop and distribute accessible, multilingual public education materials on natural hazards (e.g., English, Spanish, and other identified languages) to improve public awareness.
• Improved community understanding of
hazards
• Reduced need for emergency response due to
lower event severity
• Reduced casualties/injuries
• Improved coordination with community
• Increase accessibility to hazard information
•
• Staff Time High
2026.HMP.28: Enhance and expand the CERT program to increase volunteer capacity and improve readiness to support emergency response and recovery operations.
• Improved community understanding of
hazards
• Improved community resilience
• Reduced emergency response costs
• Improved emergency management capabilities
• Improved coordination with community
• Staff Time Medium
City of Artesia Hazard Mitigation Plan 4-16
4.4 Implementation Strategy
Mitigation actions classified as high-priority provide the most significant vulnerability reduction, as related to cost and probability, and are typically implemented before other improvements. The City, however, may find that a mitigation action classified as low-priority recommendation may need to be implemented before a higher priority recommendation. The priority levels associated with each improvement are indicated on the “Mitigation Action Prioritization: Benefit-Cost Analysis” table in the previous section.
2020 Hazard Mitigation Plan Strategies
The HMPC reviewed the mitigation strategies and actions from the 2020 Hazard Mitigation Plan. The 2020 Plan outlined mitigation strategies scheduled for completion in the near future and additional projects for consideration. However, as many of these projects are contingent on the City receiving grant funding to implement, some of these have yet to be implemented.
The HMPC for this update was composed entirely of new members, as staff turnover at the City meant very few of the previous participants remained involved. With fresh perspectives and an understanding of current challenges, the HMPC decided to take a more focused approach by streamlining the mitigation actions and setting achievable goals for this plan. To ensure greater clarity for future review, the new team focused on creating mitigation actions that were both specific and actionable, so that over the next five years, even with potential staff changes, future teams would easily understand and implement the strategies.
The HMPC opted to start fresh, creating a new list of actions that better align with today’s priorities rather than carrying over many of the past items. None of the actions from the 2020 Plan were carried over into this update, largely because they were either completed or considered ongoing efforts. These ongoing actions continue to be part of the City’s standard mitigation activities, which are regularly addressed through established processes and do not require new, separate implementation strategies. As such, these actions were not included as new items but remain integral to the City’s continuous hazard mitigation efforts.
Table 4.4 on the following page provides an overview of mitigation strategies from the 2020 Plan and indicates which actions were completed since the last update. As previously noted, only some of the original mitigation actions received the funding necessary for implementation.
City of Artesia Hazard Mitigation Plan 4-17
Table 4.4 Status Update of the 2020 Mitigation Strategies
MITIGATION ACTIVITY
HAZARDS
MITIGATED
STATUS NOTES
Develop a program to assess the City for soft story
buildings requiring seismic retrofitting. Consider
implementing a Soft Story Seismic Retrofit Ordinance.
Earthquake Not complete Implementation of this action was delayed due to staffing changes and turnover, which limited the City’s ability to advance the program during the planning cycle.
Encourage seismic strength evaluations of critical
facilities in the City to identify building integrity. Earthquake Not Complete Staff turnover and competing priorities limited the City’s ability to coordinate and complete seismic strength evaluations of critical facilities.
Coordinate with Los Angeles County on hazard mitigation efforts for Artesia to protect two-way radio equipment from hazards by bracing antennas, securing repeaters, etc.,
from hazards
Earthquake Not Complete
While the City owns and operates the two-way radio system used to communicate with the Los Angeles County Sheriff’s Department, additional hazard mitigation measures for the system have not yet been implemented.
Acquire the latest Emergency Action Plan for the Whittier Narrows Dam. Participate in annual training and
exercises on dam emergencies.
Dam Inundation Not Complete Staffing changes and competing priorities limited coordination efforts related to dam emergency planning and participation in annual training activities.
Increase public awareness of dam failure hazards and
mitigation measures to address them.
Dam Inundation Partially completed Public outreach regarding dam failure hazards was conducted during development of the previous LHMP; however, additional outreach and continued education efforts are still needed.
Develop warning system (e.g., warning sirens,
loudspeakers on city vehicles) to warn residents of
impending flooding from dam failure.
Dam Inundation Complete (Alternate) Although warning sirens were not installed, the City implemented an alternative emergency notification method through the acquisition of the RAVE Mobile Safety reverse notification system.
In coordination with the County, develop stormwater
management plans for areas subject to flooding.
Flood Partially complete Coordination efforts related to stormwater management planning have occurred; however, additional collaboration with Public Works and Los Angeles County is needed to fully implement this action.
Develop and implement a plan to decrease the likelihood and severity of potential flooding of City Hall. Flood Completed The City completed flood mitigation improvements, including resealing the basement in 2023, and is continuing efforts to expand the bioswale system to improve stormwater runoff and reduce localized flooding potential.
City of Artesia Hazard Mitigation Plan 4-18
Continue to work with local water purveyors to encourage property owners to replace sod with drought tolerant
landscaping.
Drought Ongoing The City continues to promote drought-tolerant landscaping through outreach efforts and by advertising available grant funding opportunities to residents and property owners.
Encourage property owners to plant hardier trees that
resist drought. Drought Complete
The City implemented actions through the Urban Forest Management Plan, including guidance on appropriate tree species and planting locations, and completed the installation of more than 400 trees.
Continue to update building and fire codes. Urban Fire Ongoing The City continues to review and update applicable building and fire codes to remain consistent with current standards and best practices.
Reach out to homeowners to hire licensed electricians for residential electrical work.
Urban Fire Partially Complete Licensed electrical work is required through the permitting process; however, the City has not implemented a formal public outreach campaign related to this mitigation action.
Install alternative power source (e.g., emergency
generator, solar panels) to ensure continued use of
recreation center as a shelter/cooling center in the event of loss of power.
Multi-Hazard Ongoing The project remains under consideration and is pending future approval and funding for implementation.
Implement program to maintain tree health on city and
streets including removal of dead or dying trees and
branches.
Multi-Hazard Ongoing
The City continues to implement tree maintenance activities through the Urban Forest Management Plan, which establishes procedures for maintaining tree health and reducing hazard risks associated with downed limbs and power lines.
Encourage the school district and private landowners to maintain the health of trees on their properties.
Multi-Hazard Not Completed Coordination and outreach efforts with schools and private property owners regarding tree maintenance have not yet been formally implemented.
Implement program for routine monitoring of weather
channel and NOAA advisories for early warning of severe weather.
Multi-Hazard Completed The City participates in regional emergency management coordination efforts and routinely receives severe weather alerts and advisories through NOAA and Disaster Management Area notifications.
Develop plan for pre-staging emergency supplies. Multi-Hazard Ongoing The City continues to maintain and update emergency supply inventories through quarterly Safety Committee meetings and by maintaining emergency supply storage at recreation facilities.
Evaluate City and non-City facilities identified as potential shelter sites for structural integrity. All Hazards Not Completed Evaluation of potential shelter facilities has not yet been completed and remains dependent on securing structural engineering support.
City of Artesia Hazard Mitigation Plan 4-19
Develop alternative communications systems (i.e.,
satellite phones, radios) to maintain city communications in the event that primary systems are inoperative.
All Hazards Completed The City acquired satellite phones and provided staff training to improve communication capabilities during emergency events that impact primary systems.
Develop a public outreach and awareness program about
the hazards in Artesia and mitigation actions community members can do in their homes.
All Hazards Ongoing The City conducts ongoing public outreach and preparedness education efforts through activities such as National Preparedness Month social media campaigns and community public safety events.
Place more stress on the risks associated with natural and manmade hazards at public awareness campaigns
conducted by various City departments.
All Hazards Completed The City has incorporated hazard awareness and risk management information into departmental trainings and public awareness efforts across multiple departments.
Integrate appropriate items from the Local Hazard
Mitigation Plan (LHMP) into the Safety Element of the
General Plan and other regulatory documents as
appropriate.
All Hazards Not Completed Staffing changes and competing priorities delayed integration of LHMP components into the General Plan Safety Element and related regulatory documents.
Strengthen communication and coordination with public
agencies, residents, non-profit organizations, business and industry to create interest in the implementation of mitigation measures.
All Hazards Ongoing The City continues to strengthen coordination and outreach efforts through preparedness campaigns, community events, newsletters, and partnerships with local stakeholders.
Partner with insurance companies to encourage
homeowners and businesses to implement hazard
mitigation measures.
All Hazards Not Completed The City has not yet established formal coordination efforts with insurance companies related to promoting hazard mitigation measures.
Coordinate with the utility companies and vendors to
strengthen, safeguard, or take other appropriate
measures such as providing supplemental services, to
protect and secure highvoltage lines, water, sewer,
natural gas and petroleum pipelines, and trunk electrical and telephone conduits from hazards.
All Hazards Ongoing The City continues to coordinate with utility providers and vendors through franchise agreement updates and ongoing Public Works coordination efforts to improve infrastructure resilience.
City of Artesia Hazard Mitigation Plan 5-5
TABLE OF CONTENTS
5.1 Mitigation Progress Monitoring ...............................................................................5-2
5.2 Planning Mechanisms ............................................................................................5-2
5.3 Periodic Assessment Requirements .....................................................................5-12
5.4 Update Requirements ..........................................................................................5-13
LIST OF TABLES
Table 5.1: Planning/Regulatory Tools Table ..................................................................5-6 Table 5.2: Administrative/Technical Tools Table ............................................................5-6 Table 5.3: Fiscal Tools Table.........................................................................................5-7 Table 5.4: Grant Funding Tools Table ...........................................................................5-7 Table 5.5: Outreach and Partnership Tools...................................................................5-9 Table 5.6: Hazard Mitigation Plan Goals.....................................................................5-14 Table 5.7: Action Item Implementation........................................................................5-16 Chapter 5
Plan Maintenance
City of Artesia Hazard Mitigation Plan 5-5
5.1 Mitigation Progress Monitoring
The Mitigation Strategy section in the Hazard Mitigation Plan identifies mitigation actions that have been prioritized based on the loss estimates and the probability of each hazard, which will typically be implemented according to the priority rank. To thoroughly track hazard mitigation status, the City of Artesia (City) must continuously monitor and document the progress of the implementation of
mitigation actions. Though mitigation actions may be delegated to different departments within the City, the Management Analyst will have the responsibility of monitoring overall progress.
To facilitate this monitoring process, Table 5.7: “Action Item Implementation” was developed to provide a mechanism for monitoring the overall implementation progress.
The table is designed to monitor mitigation actions according to project managers, inclusive of project status, and project milestones. The table can be found at the end of this chapter.
5.2 Planning Mechanisms
The City maintains the following processes to incorporate mitigation strategies of the Hazard Mitigation Plan into planning mechanisms:
Website
The City’s Hazard Mitigation Plan will be posted on the City’s website to enable citizens to review and provide feedback regarding mitigation objectives and strategies. Feedback from residents can be incorporated during the annual review or five-year update of the Hazard Mitigation Plan and expand the Hazard Mitigation Planning Committee’s (HMPC) Step 1:
Adopt the
mitigation plan
Step 2:
Implement Plan
Recommendations
Step 3:
Evaluate Your
Planning
Results
Step 4:
Revise the
Plan
Step 5:
Monitor
Mitigation Plan
Effectiveness
§201.6(c)(4)(i): [The plan
maintenance process shall
include a] section describing
the method and schedule of
monitoring, evaluating, and
updating the mitigation plan
within a five-year cycle.
§201.6(c)(4)(ii): [The plan shall include a] process by which local governments incorporate the requirements of the mitigation plan into other planning mechanisms such as comprehensive or capital improvement plans, when appropriate.
City of Artesia Hazard Mitigation Plan 5-5
understanding of the public’s opinion on hazard vulnerability. In addition, the website can be used as a vehicle to maintain an ongoing conversation with the public regarding upcoming mitigation projects and provide an avenue for hazard education.
City Council
The City Council is responsible for approving projects, plans, and programs on a City-wide level. By providing mitigation planning concepts to the City Council, mitigation actions and projects may be incorporated into relevant planning efforts. Department heads may expand mitigation efforts by working with Council Members to encourage the inclusion of mitigation goals and objectives for any project or planning efforts which are reviewed by the City Council.
Public Works Department
The Public Works Department provides infrastructure and maintenance services to City assets and to the public. Hazard mitigation will be integrated into Public Works programs through its involvement in the HMPC. The Public Works Department can expand mitigation activities by implementing safety mechanisms throughout the City to maximize resilience.
Any project improving City-owned structures would likely be carried out or overseen by the Public Works Department.
Public Safety Department
The City’s Public Safety Department supports the health, safety, and welfare of the community through services such as code enforcement, parking control, emergency preparedness, and coordination with public safety partners. The department plays an important role in hazard mitigation by helping address nuisance and code-related conditions, supporting public awareness and emergency notification efforts, and coordinating with regional law enforcement and emergency response agencies to strengthen community preparedness and resilience.
Community Development Department
The City’s Community Development Department oversees planning, zoning, code enforcement, economic development, and building and safety activities throughout the City. The department is responsible for reviewing development proposals, administering building codes and regulations, and conducting plan review and inspection activities to help protect public health, safety, and welfare through safe building design and construction practices.
City of Artesia Hazard Mitigation Plan 5-5
Commissions
Several City commissions may support Hazard Mitigation Plan implementation during the five-year planning period by providing input on land use, public safety, community education, parks and public facilities, drought-tolerant landscaping, and maintenancerelated mitigation activities. • Planning Commission
• Public Safety Commission
• Parks and Recreation Commission
• Beautification and Maintenance Commission
Assembly Bill (AB) 2140
Passed in 2006, AB 2140 compliance would allow the City to be considered for additional state cost-share on eligible Public Assistance. To be eligible, the City must have an approved Hazard Mitigation Plan and adopt that plan into the Safety Element of the City’s general plan. Doing so would allow the City to bring in more grant funding and reduce the administrative burden of implementing mitigation projects. The City intends to adopt the current plan into the City’s Safety Element for future planning purposes.
Grant Funding
Grant Funding can be obtained through many different
Federal, State, and specialty organizations. Searching for and obtaining additional funding for the City allows the City to implement improvement projects while limiting the burden of project costs. As part of the implementation
strategy of this plan, obtaining grant funding will be crucial to the success of implementing large mitigation actions.
Table 5.4: Grant Funding includes a list of some of the programs the City can explore to obtain supplemental funding to implement resiliene action.
Resource Tables
The following section serves as a high-level capability assessment of the City’s resources through which hazard mitigation objectives may be achieved. The following subsections attempt to document the Planning/Regulatory, Administrative/Technical, Fiscal, Grant funding, and Outreach/Partnership resources available to the City.
City of Artesia Hazard Mitigation Plan 5-6
Table 5.1: Planning/Regulatory Tools Table
Regulatory Tool Updated Comments
City of Artesia General Plan 2030 2010 The City’s current General Plan was adopted by the City Council in 2010. The General Plan covers the planning period from November 2010 through November 2030 and serves as the City’s primary policy document guiding land use, circulation, housing, public safety, infrastructure, and economic development. The City’s Housing Element has been updated since adoption of the General Plan, with the most recent update completed in 2026. The General Plan and Housing Element support hazard mitigation by encouraging coordinated planning, safe development, and long-term community resilience.
Hazard Mitigation Plan 2020, Update in Progress The Hazard Mitigation Plan is the City’s primary resource for hazard resilience and long-term risk reduction. Updated every five years with input from City departments, stakeholders, and the public, the plan identifies hazards, assesses vulnerabilities, and establishes mitigation strategies to reduce risk and improve community resilience.
Emergency Operations Plan 2020 The City’s Emergency Operations Plan establishes the framework for coordinated response and recovery during emergencies. It identifies organizational responsibilities, communication protocols, and coordination mechanisms. The EOP complements the Hazard Mitigation Plan by providing operational guidance to reduce impacts from hazard events.
City of Artesia Building Codes– Title 8
of the Municipal Code
2026 The City has adopted Title 26 of the Los Angeles County Code, including the California Building Code, 2025 Edition (California Code of Regulations Title 24, Part 2), as part of the Artesia Municipal Code. These regulations establish minimum standards for structural integrity, fire and life safety, and hazard-resistant construction throughout the City. The adopted code includes provisions related to earthquake resistance, flood protection, fire safety, and other hazard-specific design standards intended to reduce risks to life and property. The City may continue to strengthen resilience through future building code updates and local amendments as needed.
Table 5.2: Administrative/Technical Tools Table
Regulatory Tool Personnel/Resources
City Council The City Council can review and approve mitigation propositions for implementation.
Community Development Department The Community Development Department is responsible for planning, zoning, building and safety, code enforcement, and development review activities within the City. This department can incorporate hazard mitigation considerations into new development and redevelopment projects and help ensure compliance with applicable building and safety regulations. Pursuant to Section 8-8.401 of the Artesia Municipal Code, the City Engineer serves as the Floodplain Administrator and is responsible for administering and enforcing the City’s floodplain management regulations, including reviewing development permits and utilizing flood hazard data to support flood risk reduction efforts.
Public Works Department The Public Works Department is responsible for street improvements and overall City maintenance. This department can implement hazard mitigation activities as part of planned maintenance and City upgrades.
City of Artesia Hazard Mitigation Plan 5-7
Public Safety Department The Public Safety Department supports emergency preparedness, code enforcement, public awareness, and coordination with regional emergency response agencies. The Department can assist with hazard mitigation through community outreach, preparedness initiatives, and efforts to reduce risks associated with public safety hazards and nuisance conditions.
Parks and Recreation Department The Parks and Recreation Department manages parks, recreational facilities, and community programs throughout the City. The Department may support hazard mitigation efforts through maintenance of public spaces, drought-tolerant landscaping initiatives, community outreach activities, and use of recreational facilities during emergency response or recovery operations.
Administrative Services Department Administration is a multi-faceted resource. The City may utilize experts in its many departments.
Los Angeles County Sheriff’s Department The Los Angeles County Sheriff’s Department provides law enforcement services to the City under contract, supporting public safety before, during, and after hazard events.
The Department assists in emergency response coordination, evacuation operations, and dissemination of hazard-related information to the public. Its resources and personnel play a key role in implementing mitigation actions related to public safety and emergency communications.
Los Angeles County Fire Department The Los Angeles County Fire Department provides fire protection, emergency medical response, and specialized rescue services for the City through a contractual agreement. The Department contributes technical expertise in fire prevention, hazardous materials management, and emergency response planning.
Table 5.3: Fiscal Tools Table
Regulatory Tool Available for Use
General Fund Yes, with approval
Capital Improvement Plan Yes
Authority to impose taxes for specific
purposes
Yes, with voter approval
Table 5.4: Grant Funding Tools Table
Grant Funding Tool Agency Purpose Contact
Building Resilient Infrastructure
and Communities (BRIC)
U.S. Department of Homeland
Security, Federal Emergency
Management Agency
To support states, local communities, tribes and territories in undertaking pre-disaster hazard mitigation projects and capability/capacity-building activities that reduce risks from natural hazards.
FEMA
500 C Street S.W.
Washington, DC 20472
Phone (202) 646-4621
www.fema.gov
City of Artesia Hazard Mitigation Plan 5-8
Hazard Mitigation Grant
Program (HMGP)
U.S. Department of Homeland
Security, Federal Emergency
Management Agency
To prevent future losses of lives property due to disasters; to implement State of local hazard mitigation plans; to enable mitigation measures to be implemented during immediate recovery from a disaster; and to provide funding for previously identified mitigation measures to benefit the disaster area.
FEMA
500 C Street S.W.
Washington, DC 20472
Phone (202) 646-4621
www.fema.gov
Flood Mitigation Assistance
(FMA)
U.S. Department of Homeland
Security, Federal Emergency
Management Agency
To help States and communities plan and carry out activities designed to reduce the risk of flood damage to structures insurable under the NFIP.
FEMA
500 C Street S.W.
Washington, DC 20472
Phone (202) 646-4621
www.fema.gov
Emergency Management
Performance Grants (EMPG)
U. S. Department of Homeland
Security; Federal Emergency
Management Agency
To encourage the development of comprehensive emergency management at the State and local level and to improve emergency management planning, preparedness, mitigation, response, and recovery capabilities.
FEMA
500 C Street S.W.
Washington, DC 20472
Phone (202) 646-4621
www.fema.gov
Community Development Grant
Program (CDBG)
U.S. Department of Housing
and Urban Development
To develop viable urban communities by providing decent housing and a suitable living environment. Principally for low-to-moderate income individuals.
HUD
451 7th Street, S. W.
Washington, DC 20410-7000
Phone: (202) 708-3587
www.hud.gov
Public Assistance Program (PA)
U.S. Department of Homeland
Security, Federal Emergency
Management Agency
To provide supplemental assistance to States, local governments, and certain private nonprofit organizations to alleviate suffering and hardship resulting from major disasters or emergencies declared by the President. Under Section 406, Public Assistance funds may be used to mitigate the impact of future disasters.
FEMA
500 C Street S.W.
Washington, DC 20472
Phone (202) 646-4621
www.fema.gov
Emergency Watershed
Protection
U.S. Department of Agriculture,
Natural Resource
Conservation Service
To provide emergency technical and financial assistance to install or repair structures that reduce runoff and prevent soil erosion to safeguard life and property.
NRCS
PO BOX 2890
Washington, DC 20013
Phone: (202) 720-3527
www.nrcs.usda.gov
Disaster Mitigation and
Technical Assistance Grants
U.S. Department of
Commerce, Economic
Development Administration
To help States and localities to develop and /or implement a variety of disaster mitigation strategies.
EDA
Herbert C. Hoover Building
Washington, DC 20230
Phone: (800) 345-1222
www.eda.gov
Watershed Surveys and
Planning
U.S. Department of Agriculture,
Natural Resource
Conservation Service
To provide planning assistance to Federal, State, and local agencies for the development of water coordination and related land resources programs in watersheds and river basins NRCS
PO Box 2890
Washington, DC 20013
Phone: (202) 720-3527
www.nrcs.usda.gov
City of Artesia Hazard Mitigation Plan 5-9
National Earthquake Hazards
Reduction Program (NEHRP)
U.S. Department of Homeland
Security, Federal Emergency
Management Agency
To mitigate earthquake losses that can occur in many parts of the nation providing earth science data and assessments essential for warning of imminent damaging earthquakes, land-use planning, engineering design, and emergency preparedness decisions.
FEMA
500 C Street S.W.
Washington, DC 20472
Phone (202) 646-4621
www.fema.gov
Engineering for Natural
Hazards
National Science Foundation Supports fundamental research that advances knowledge for understanding and mitigating the impact of natural hazards on constructed civil infrastructure.
National Science Foundation
Phone: (703) 292-7024
https://www.nsf.gov
Table 5.5: Outreach and Partnership Tools
Regulatory Tool Available for Use
City Website The City website is an online medium for providing public information, along with the City’s various social media platforms. The website will be the main conduit for disseminating information regarding the Hazard Mitigation Plan, along with instructions on how the public may submit comments and feedback.
Mutual Aid Agreements As part of expanding its resilience to the impacts of hazard events, the City will periodically review its current mutual aid agreements, identify gaps, and secure new agreements to expand its available mutual resources when necessary.
City Social Media The City utilizes multiple social media platforms to engage residents, share timely information, and promote hazard mitigation initiatives. These platforms provide a direct, interactive channel for communicating preparedness tips, promoting community events, and highlighting ongoing mitigation projects.
City E-Newsletter The City’s email newsletter serves as an effective communication tool to reach residents directly with updates on mitigation projects, preparedness campaigns, and public safety information.
It can also be used to highlight success stories and encourage community participation in hazard mitigation activities.
City of Artesia Hazard Mitigation Plan 5-10
Building on Existing Capabilities
As part of the plan update, potential improvements to the City’s existing capabilities were discussed. The City is cognizant of the need to continually evaluate its efforts and take an active role in promoting resilience within and throughout the City. The City currently utilizes its Public Works Department to train its staff and reach out to the community regarding preventative and preparedness strategies for hazard events. The Capital Improvement Program (CIP) directs funding to improve infrastructure, and the City continually searches for grant opportunities to allow the City to accomplish additional improvements that address hazard mitigation efforts for public facilities. In addition to the City’s current efforts, the following is a list of potential new initiatives that would improve the City’s ability to promote resilience. • Regulatory/Fiscal: Enhance the CIP proposal procedure to include a Mitigation/Resilience element to be considered for each project proposal. The intent is to consider how each CIP project might contribute to mitigation efforts, citing the HMP when proposed projects align with hazard mitigation planning efforts. • Administrative: Expand the Emergency Management program to provide specialized natural disaster training and safety measures for City personnel and the public, as appropriate.
• Grant Funding: Expand search for grant funding, specifically to assist with aging infrastructure improvements, water reliability, energy efficiency, and facility upgrades. • Outreach/Education: Engage City commissions and committees, and increase volunteer opportunities, to work with the public and gain community participation for individualized resilience efforts and projects.
Progress for Mitigation Incorporation
The sections above demonstrate the many resources available to the City for successful mitigation action implementation. Since the previous planning cycle, the City has continued to make progress toward reducing hazard risks and improving community resilience through a combination of infrastructure improvements, emergency preparedness initiatives, public outreach, and ongoing coordination efforts. Completed actions during the planning period included implementation of an alternative emergency notification system through acquisition of the RAVE Mobile Safety reverse notification system, completion of flood mitigation improvements at City Hall including basement resealing and bioswale expansion efforts, acquisition of satellite phones to maintain communications during emergency events, and continued implementation of the City’s Urban Forest Management Plan, including the planting of more than 400 trees. The City also City of Artesia Hazard Mitigation Plan 5-11
continued public outreach and preparedness education efforts through community events, social media campaigns, and coordination with regional partners. Additional mitigation activities, including updates to building and fire codes, utility coordination efforts, emergency supply planning, and drought-tolerant landscaping initiatives, remain ongoing and continue to strengthen the City’s long-term resilience.
Available Planning Mechanisms to Incorporate Mitigation Requirements
The City uses the following local planning mechanisms for incorporating the mitigation requirements of the Hazard Mitigation Plan.
General Planning
The City is responsible for updating and incorporating mitigation actions and concepts into the General Plan. The General Plan is evaluated on a periodic basis, which includes a review of the policies and programs associated with land use and development, among other things. Mitigation actions from the Hazard Mitigation Plan will be reviewed during the update of the General Plan and incorporated as applicable. As part of this review, ordinances and codes will be reviewed to ensure they are consistent with the mitigation strategies and referred to the appropriate regulatory authority, as needed.
Emergency Operations Plan
The City maintains an Emergency Operations Plan (EOP) that includes profiles and specific responses for the hazards identified in the Hazard Mitigation Plan. The City will incorporate the Risk Assessment into the EOP, in addition to using emergency scenarios outlined in the report to flesh out potential mitigation actions.
Capital Improvements Program
The City maintains a Capital Improvements Program (CIP) with projects that are budgeted for at least a five-year period. Engineering mitigation projects are included within the CIP. Additionally, the projects already included within the CIP are reviewed for mitigation improvements (e.g., areas prone to flooding are configured with mitigation elements, current seismic design criteria is applied to construction, facility locations are reviewed for special hazards, etc.).
Progress for Planning Mechanism Incorporation
The City has integrated the Hazard Mitigation Plan into other planning mechanisms where appropriate. The City’s EOP incorporates hazard information and planning considerations from the Hazard Mitigation Plan to support emergency preparedness, response, and recovery City of Artesia Hazard Mitigation Plan 5-12
activities. In addition, the City’s General Plan Annual Progress Report identified adoption of the 2020 Hazard Mitigation Plan as part of implementation of the General Plan Safety Element. These examples demonstrate that the Hazard Mitigation Plan has been used to inform both emergency management planning and broader safety-related planning efforts. Under the direction of the City’s Management Analyst, the City will continue to evaluate opportunities to incorporate mitigation strategies and hazard information from the Hazard Mitigation Plan into future updates of applicable plans, programs, policies, and development review processes.
5.3 Periodic Assessment Requirements
Mitigation planning is an ongoing process, and as such, the Hazard Mitigation Plan should be treated as a living document that must grow and adapt in order to keep pace with changes occurring in the City. A continuing practice from the 2020 Plan, an annual assessment will be
completed to document any changes in site hazards (e.g., updated FIRM maps, contemporary seismic studies, etc.)
or the installation and purchase of new equipment (e.g., back-up generators, emergency response equipment, etc.) to ensure there are no major effects on City’s hazard vulnerabilities that would impact the conclusions or actions associated with the Hazard Mitigation Plan. In addition, these reviews will track the progress of proposed mitigation actions and the incorporation of mitigation planning in other City planning documents. As needed, these reviews can be used to promote mitigation action with the City or alter mitigation strategies within the plan, as appropriate. If any of the above-mentioned goals have not made progress, plan objectives may be brought to department heads for review. The criteria for progress will be evaluated by the completion of mitigation actions, references of the HMP in planning mechanisms, and the frequency with which public comments are obtained.
Prior to the fifth year of the revision cycle and after the third annual review, these annual observations will be evaluated to determine what changes should be implemented in the next required Hazard Mitigation Plan Update. The results of the annual evaluations will be folded back into each phase of the planning process and will yield decisions on how to update each section of the plan. The official plan update is expected to begin at least one year prior to the five-year anniversary date.
The City’s Management Analyst has the responsibility of implementing these annual and five-year requirements. During the annual review, if any updates are deemed minor, then the Management Analyst, or designee, will perform the updates. However, if more major updates are required, then §201.6(c)(4)(i): [The plan
maintenance process shall include
a] section describing the method and
schedule of monitoring, evaluating,
and updating the mitigation plan
within a five-year cycle.
City of Artesia Hazard Mitigation Plan 5-13
the HMPC will be reconvened to discuss the effects on the Plan. For the fifth-year revision, the entire HMPC will reconvene in order to use their expertise to update the Plan in its entirety.
In addition to these periodic requirements, any significant modification to the City’s facilities should be considered with respect to a possible impact on the Hazard Mitigation Plan. All HMPC members are responsible for providing updates for the Plan to the Management Analyst, as necessary. As noted in the following section, the completed Hazard Mitigation Plan will be available on the City’s website to allow the public to continue to be involved during these periodic reviews.
5.4 Update Requirements
The Emergency Management and Assistance regulations (44 CFR Part 201) state that it is the responsibility of local agencies (i.e., the City) to “at a minimum, review and, if necessary, update the local mitigation plan every five years from date of plan approval to continue program eligibility.” As stated in Section 5.3, this responsibility lies with the City’s Management Analyst. The evaluation procedures listed below will provide insight into the major changes that need to be included in the five-year update and submitted to FEMA:
• Annual Hazard Mitigation Plan review with respect to changes in hazard vulnerability (e.g., additional hazards identified, natural hazard events, etc.) • Annual Hazard Mitigation Plan review with respect to development of new facilities • Five-year comprehensive update to address the findings of the annual reviews • Submittal of the updated Hazard Mitigation Plan to CalOES/FEMA Additionally, the risk assessment portion of the plan will be reviewed to determine if the information should be updated or modified. Each department responsible for the various implementation actions will report on:
• Status of their projects,
• Implementation processes,
• Any difficulties encountered,
• How coordination efforts are proceeding, and
• Strategies that should be revised.
City of Artesia Hazard Mitigation Plan 5-14
Plan Update
The City’s Hazard Mitigation Plan was last updated in 2020. During HMPC Meeting #2, the Plan goals were reviewed for consistency and applicability to the City, along with the goals from the 2023 California State Hazard Mitigation Plan and 2025 Los Angeles County All-Hazards Mitigation Plan. Table 5.6 illustrates the changes in the priorities of the Plan.
Table 5.6: Hazard Mitigation Plan Goals
2020 Plan Goals Current Plan Goals
Protect life, property, and reduce potential
injuries from natural, technological, and
human-caused hazards including the
potentially catastrophic threats posed by
the USACE owned Whittier Narrows Dam,
which is a high hazard dam, and a large
regional earthquake measuring greater
than 7.0M
Protect Life and Property
Improve public understanding, support of
and need for hazard mitigation measures
Enhance Public Awareness and Education
Promote disaster resilience for Artesia’s
natural, existing, and future built
environment
Preserve and Reclaim Natural Systems
Strengthen partnerships and collaboration
to implement hazard mitigation activities
Strengthen Partnerships and Implementation
Enhance the City’s ability to effectively and
immediately respond to disasters Improve Emergency Management Capabilities As shown in Table 5.6, the overall intent of the Plan goals remains consistent with the 2020 Hazard Mitigation Plan; however, the goals were refined and streamlined to improve clarity, readability, and ease of implementation. The previous goals were more detailed and descriptive, while the updated goals use concise language that is easier to understand and apply throughout the planning process. For example, the previous goal to “Protect life, property, and reduce potential injuries from natural, technological, and human-caused hazards” was simplified to City of Artesia Hazard Mitigation Plan 5-15
“Protect Life and Property,” while “Improve public understanding, support of and need for hazard mitigation measures” was revised to “Enhance Public Awareness and Education.” Although the wording was updated, the overall purpose and intent of the goals remain consistent with the previous planning cycle. Details regarding the Plan goals and objectives can be found in Chapter 4 of this Plan.
Continued Public Involvement
To facilitate ongoing public input, the completed and adopted Hazard Mitigation Plan will be posted on the City’s website and social media outlets to allow the public to remain engaged and provide feedback. Additionally, the City’s social media outlets and e-newsletter will be used to inform the public on mitigation action implementation, including the progress and completion of projects. These outreach platforms also provide an opportunity to highlight the City’s “wins”, emphasizing how mitigation efforts protect public safety, reduce long-term recovery costs, and demonstrate responsible use of public funds. When updating the Hazard Mitigation Plan, the City will solicit participation from HMPC participants to discuss any issues that need to be addressed in the Hazard Mitigation Plan update. Public participation will be solicited through public notices and advertised on the website.
The goal of public outreach is to solicit public involvement in the HMPC, which brainstorms the hazards facing the City and discusses ways to mitigate those hazards. The public was encouraged to participate in the hazard mitigation process through the release of a public survey and discussions at City events. Results from the survey highlighted the hazards that were of most concern to the community. The City used the information from the survey results when deciding which mitigation actions to implement. More detailed information regarding the survey results can be found in Appendix D.
If Plan revisions are needed, City will request involvement from the public, inclusive of vulnerable groups, within the City. It is anticipated that public announcements via online platforms will be supplemented by targeted outreach materials, such as letters and surveys, that City representatives will deliver to representatives of vulnerable communities. This will guarantee that outreach efforts directed towards obtaining the involvement of vulnerable populations are more extensive.
City of Artesia Hazard Mitigation Plan 5-16
Table 5.7: Action Item Implementation
Action ID Action Description Responsible Department Completion Timeframe
Status Details/Status Summary
2026.HMP.01 Implement seismic studies throughout city facilities and develop a plan to implement structural improvement projects accordingly.
Public Works Medium Open
2026.HMP.02 Review NEHRP guidance and applicable state requirements to ensure local building code implementation aligns with the most current seismic safety standards Community Development Short Open 2026.HMP.03 Expand public outreach and education regarding voluntary residential seismic retrofitting options.
Administration Short Open
2026.HMP.04 Coordinate with utility providers to upgrade and/or bury overhead utility lines to reduce windstorm related damage and service disruptions.
Public Works / Community
Development Long Open
2026.HMP.05 Develop and maintain a Debris Management Plan, including debris clearance procedures, contractor coordination, and staging/disposal protocols.
Public Works Medium Open
2026.HMP.06 Coordinate with City contractors to remove dead or hazardous trees in a timely manner to reduce high wind event impacts.
Public Works Short Open
2026.HMP.07 Implement the Urban Forest Management Plan to reduce hazards from falling tree limbs and downed power lines during high wind and severe weather events.
Public Works Short Open
2026.HMP.08 Conduct an EOC tabletop exercise that focuses on dam failure response and evacuation coordination.
Administration Short Open
2026.HMP.09 Develop and maintain an evacuation plan in coordination with local and regional partners (e.g., Fire, Police, and neighboring jurisdictions).
Administration Short Open
2026.HMP.10
Coordinate with Southern California Edison (SCE) to harden electrical distribution infrastructure (e.g., covered conductors and equipment upgrades) in high-risk areas to reduce ignition potential and urban fire risk.
Public Works Medium Open
2026.HMP.11 Evaluate feasibility and pursue designation as a FireWise USA community. Administration Short Open 2026.HMP.12 Strengthen implementation and enforcement of the City’s Property Maintenance Standards. Community Development Short Open
City of Artesia Hazard Mitigation Plan 5-17
2026.HMP.13 Implement Urban Forest Management Plan goals to expand the urban tree canopy to reduce heat exposure and mitigate the urban heat island effect.
Public Works / Administration Medium Open
2026.HMP.14 Assess drainage capacities throughout the city and determine the elements of infrastructure that require improvement to allow for proper drainage.
Public Works Medium Open
2026.HMP.15 Update flood hazard mapping, flood management policies, and related procedures as new state and federal data or guidance becomes available.
Administration / Community
Development
Medium Open
2026.HMP.16 Evaluate and use data analytics (e.g., usage trends and messaging) to promote water-use reduction and improve community water resilience.
Administration Short Open
2026.HMP.17 Expand public outreach on drought conditions, water conservation requirements, and available incentives for drought-tolerant landscaping and other water-saving measures.
Administration Short Open
2026.HMP.18
Implement recurring (bi-annual or quarterly) cybersecurity awareness training for City employees to strengthen preparedness against evolving cyber threats and reduce system vulnerabilities.
Finance Short Open
2026.HMP.19
Identify and, when possible, harden vulnerable infrastructure near freeway edges, utility corridors, and known encampment areas (e.g. using protective barriers, secured access lids, locking valve covers, and tamper-resistant enclosures).
Public Works / Community
Development
Medium Open
2026.HMP.20 Improve implementation of the City’s Vacant Property Ordinance to reduce unauthorized access, encampment related hazards, and property damage. Community Development Short Open 2026.HMP.21 Construct new Emergency Operations Center (EOC) to support emergency coordination, communications, and continuity of operations.
Administration Medium Open
2026.HMP.22 Install alternative power sources (e.g., emergency generator, solar panels) to ensure continued use of recreation center as a shelter/cooling center in the event of loss of power.
Maintenance Long Open
2026.HMP.23 Update and maintain City GIS mapping to incorporate fault lines, FEMA flood hazard data, evacuation routes, vulnerable populations, and heat mapping layers.
Administration/ Community
Development
Short Open
2026.HMP.24 Coordinate with public safety partners to establish and maintain Genasys evacuation zones for use during emergency incidents.
Administration Short Open
2026.HMP.25 Coordinate with Caltrans to maintain ignition-risk reduction areas along freeway edges. Public Works / Administration Medium Open City of Artesia Hazard Mitigation Plan 5-18
2026.HMP.26
Implement a City-wide reporting and tracking process for encampment-related incidents impacting City assets (fires, vandalism, utility access, illegal dumping), including GIS mapping and trend reporting to inform targeted mitigation and resource allocation.
Administration Short Open
2026.HMP.27
Develop and distribute accessible, multilingual public education materials on natural hazards (e.g., English, Spanish, and other identified languages) to improve public awareness.
Administration Short Open
2026.HMP.28 Enhance and expand the CERT program to increase volunteer capacity and improve readiness to support emergency response and recovery operations.
Administration Short Open
City of Artesia Hazard Mitigation Plan A-1
ANNEX A. GLOSSARY
Active fault - For implementation of Alquist-Priolo Earthquake Fault Zoning Act (APEFZA) requirements, an active fault is one that shows evidence of, or is suspected of having experienced surface displacement within the last 11,000 years. APEFZA classification is designed for land use management of surface rupture hazards. A more general definition (National Academy of Science, 1988), states "a fault that on the basis of historical, seismological, or geological evidence has the finite probability of producing an earthquake" (see potentially active fault).
Aftershocks - Minor earthquakes following a greater one and originating at or near the same place.
Asset - Any man-made or natural feature that has value, including, but not limited to people, buildings, infrastructure like bridges, roads, and sewer and water systems; lifelines like electricity and communication resources; or environmental, cultural, or recreational features like parks, dunes, wetlands, or landmarks.
A zone - Under the National Flood Insurance Program, area subject to inundation by the 100-year flood where wave action does not occur or where waves are less than 3 feet high, designated Zone A, AE, A1-A30, A0, AH, or AR on a Flood Insurance Rate Map (FIRM).
Base flood - Flood that has a 1 percent probability of being equaled or exceeded in any given year. Also known as the 100-year flood.
Bedrock - The solid rock that underlies loose material, such as soil, sand, clay, or gravel.
Contour - A line of equal ground elevation on a topographic (contour) map.
Critical facility - Facilities that are critical to the health and welfare of the population and that are especially important following hazard events. Critical facilities include, but are not limited to, shelters, police and fire stations, and hospitals.
Debris - (Seismic) The scattered remains of something broken or destroyed; ruins; rubble; fragments. (Flooding, Coastal) Solid objects or masses carried by or floating on the surface of moving water.
Debris flow - A saturated, rapidly moving saturated earth flow with 50 percent rock fragments coarser than 2 mm in size which can occur on natural and graded slopes.
City of Artesia Hazard Mitigation Plan A-2
Duration - How long a hazard event lasts.
Earthquake - Vibratory motion propagating within the Earth or along its surface caused by the abrupt release of strain from elastically deformed rock by displacement along a fault.
Epicenter - The point at the Earth's surface directly above where an earthquake originated.
Erosion - Under the National Flood Insurance Program, the process of the gradual wearing away of landmasses. In general, erosion involves the detachment and movement of soil and rock fragments, during a flood or storm or over a period of years, through the action of wind, water, or other geologic processes.
Essential facility - Elements that are important to ensure a full recovery of a community or state following a hazard event. These would include: government functions, major employers, banks, schools, and certain commercial establishments, such as grocery stores, hardware stores, and gas stations.
Extent - The size of an area affected by a hazard or hazard event.
Fault - A fracture in the continuity of a rock formation caused by a shifting or dislodging of the earth's crust, in which adjacent surfaces are differentially displaced parallel to the plane of fracture.
Fault slip rate - The average long-term movement of a fault (measured in cm/year or mm/year) as determined from geologic evidence.
Federal Emergency Management Agency (FEMA) - Independent agency created in 1978 to provide a single point of accountability for all Federal activities related to disaster mitigation and emergency preparedness, response and recovery.
Flash flood - A flood event occurring with little or no warning where water levels rise at an extremely fast rate.
Flood - A general and temporary condition of partial or complete inundation of normally dry land areas from (1) the overflow of inland or tidal waters, (2) the unusual and rapid accumulation or runoff of surface waters from any source, or (3) mudflows or the sudden collapse of shoreline land.
Floodplain - Any land area, including watercourse, susceptible to partial or complete inundation by water from any source.
City of Artesia Hazard Mitigation Plan A-3
Frequency - A measure of how often events of a particular magnitude are expected to occur. Frequency describes how often a hazard of a specific magnitude, duration, and/or extent typically occurs, on average. Statistically, a hazard with a 100-year recurrence interval is expected to occur once every 100 years on average and would have a 1 percent chance – its probability – of happening in any given year. The reliability of this information varies depending on the kind of hazard being considered.
Geographic Information Systems (GIS) - A computer software application that relates physical features on the Earth to a database to be used for mapping and analysis.
Ground motion - The vibration or shaking of the ground during an earthquake. When a fault ruptures, seismic waves radiate, causing the ground to vibrate. The severity of the vibration increases with the amount of energy released and decreases with distance from the causative fault or epicenter, but soft soils can further amplify ground motions.
Ground rupture - Displacement of the earth's surface as a result of fault movement associated with an earthquake.
Hailstorm – Storm associated with spherical balls of ice. Hail is a product of thunderstorms or intense showers. It is generally white and translucent, consisting of liquid or snow particles encased with layers of ice. Hail is formed within the higher reaches of a well-developed thunderstorm. When hailstones become too heavy to be caught in an updraft back into the clouds of the thunderstorm (hailstones can be caught in numerous updrafts adding a coating of ice to the original frozen droplet of rain each time), they fall as hail and a hailstorm ensues.
Hazard - A source of potential danger or adverse condition. Hazards in this how-to series will include naturally occurring events such as floods, earthquakes, tornadoes, tsunami, coastal storms, landslides, and wildfires that strike populated areas. A natural event is a hazard when it has the potential to harm people or property.
Hazard event - A specific occurrence of a particular type of hazard.
Hazard identification - The process of identifying hazards that threaten an area.
Hazard mitigation - Sustained actions taken to reduce or eliminate long-term risk from hazards and their effects.
Hazard Mitigation Grant Program (HMGP) – Authorized under Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, HMGP is administered by FEMA and provides grants to states, tribes, and local governments to implement hazard City of Artesia Hazard Mitigation Plan A-4
mitigation actions after a major disaster declaration. The purpose of the program is to reduce the loss of life and property due to disasters and to enable mitigation activities to be implemented as a community recovers from a disaster.
Hazard Mitigation Plan – A collaborative document in which hazards affecting the community are identified, vulnerability to hazards assessed, and consensus reached on how to minimize or eliminate the effects of these hazards.
Hazard profile - A description of the physical characteristics of hazards and a determination of various descriptors including magnitude, duration, frequency, probability, and extent. In most cases, a community can most easily use these descriptors when they are recorded and displayed as maps.
Hazardous Material Facilities – Facilities housing industrial and hazardous materials, such as corrosives, explosives, flammable materials, radioactive materials, and toxins.
HAZUS (Hazards U.S.) - A GIS-based nationally standardized earthquake loss estimation tool developed by FEMA.
Hurricane - An intense tropical cyclone, formed in the atmosphere over warm ocean areas, in which wind speeds reach 74-miles-per-hour or more and blow in a large spiral around a relatively calm center or "eye." Hurricanes develop over the north Atlantic Ocean, northeast Pacific Ocean, or the south Pacific Ocean east of 160°E longitude. Hurricane circulation is counter-clockwise in the Northern Hemisphere and clockwise in the Southern Hemisphere.
Hydrology - The science of dealing with the waters of the earth. A flood discharge is developed by a hydrologic study.
Infrastructure - Refers to the public services of a community that have a direct impact on the quality of life. Infrastructure includes communication technology such as phone lines or Internet access, vital services such as public water supplies and sewer treatment facilities, and includes an area's transportation system such as airports, heliports; highways, bridges, tunnels, roadbeds, overpasses, railways, bridges, rail yards, depots; and waterways, canals, locks, seaports, ferries, harbors, drydocks, piers and regional dams.
Landslide - A general term covering a wide variety of mass-movement landforms and processes involving the downslope transport, under gravitational influence, of soil and rock material en masse.
City of Artesia Hazard Mitigation Plan A-5
Liquefaction - Changing of soils (unconsolidated alluvium) from a solid state to weaker state unable to support structures; where the material behaves similar to a liquid as a consequence of earthquake shaking. The transformation of cohesionless soils from a solid or liquid state as a result of increased pore pressure and reduced effective stress.
Magnitude - A measure of the strength of a hazard event. The magnitude (also referred to as severity) of a given hazard event is usually determined using technical measures specific to the hazard.
Mitigation plan - A systematic evaluation of the nature and extent of vulnerability to the effects of natural hazards typically present in the state and includes a description of actions to minimize future vulnerability to hazards.
Nor'easter - An extra-tropical cyclone producing gale-force winds and precipitation in the form of heavy snow or rain.
Peak Ground Acceleration (PGA) - The greatest amplitude of acceleration measured for a single frequency on an earthquake accelerogram. The maximum horizontal ground motion generated by an earthquake. The measure of this motion is the acceleration of gravity (equal to 32 feet per second squared, or 980 centimeter per second squared), and generally expressed as a percentage of gravity.
Potentially active fault - A fault showing evidence of movement within the last 1.6 million years (750,000 years according to the U.S. Geological Survey) but before about 11,000 years ago, and that is capable of generating damaging earthquakes.
Probability - A statistical measure of the likelihood that a hazard event will occur.
Replacement value - The cost of rebuilding a structure. This is usually expressed in terms of cost per square foot and reflects the present-day cost of labor and materials to construct a building of a particular size, type and quality.
Retrofit - Any change made to an existing structure to reduce or eliminate damage to that structure from flooding, erosion, high winds, earthquakes, or other hazards Richter scale - A numerical scale of earthquake magnitude devised by seismologist C.F.
Richter in 1935. Seismologists no longer use this magnitude scale because of limitations in how it measures large earthquakes and prefer instead to use moment magnitude as a measure of the energy released during an earthquake.
Risk - The estimated impact that a hazard would have on people, services, facilities, and structures in a community; the likelihood of a hazard event resulting in an adverse City of Artesia Hazard Mitigation Plan A-6
condition that causes injury or damage. Risk is often expressed in relative terms such as a high, moderate or low likelihood of sustaining damage above a particular threshold due to a specific type of hazard event. It also can be expressed in terms of potential monetary losses associated with the intensity of the hazard.
Seismicity - Describes the likelihood of an area being subject to earthquakes.
Tectonic plate - Torsionally rigid, thin segments of the earth's lithosphere that may be assumed to move horizontally and adjoin other plates. It is the friction between plate boundaries that cause seismic activity.
Topographic - Characterizes maps that show natural features and indicate the physical shape of the land using contour lines. These maps may also include manmade features.
Tornado - A violently rotating column of air extending from a thunderstorm to the ground.
Tsunami - Great sea wave produced by a submarine earthquake, landslide, or volcanic eruption.
Vulnerability - Describes how exposed or susceptible to damage an asset is. Vulnerability depends on an asset's construction, contents, and the economic value of its functions.
Like indirect damages, the vulnerability of one element of the community is often related to the vulnerability of another. For example, many businesses depend on uninterrupted electrical power – if an electric substation is flooded, it will affect not only the substation itself, but a number of businesses as well. Often, indirect effects can be much more widespread and damaging than direct ones.
Vulnerability assessment - The extent of injury and damage that may result from a hazard event of a given intensity in a given area. The vulnerability assessment should address impacts of hazard events on the existing and future built environment.
Wildfire - An uncontrolled fire spreading through vegetative fuels, exposing and possibly consuming structures.
Zone - A geographical area shown on a Flood Insurance Rate Map. 100-year flood – A flood that has a 1-percent chance of being equaled or exceeded in any given year. This flood event is also referred to as the base flood. The term "100-year flood" can be misleading; it is not the flood that will occur once every 100 years. Rather, it is the flood elevation that has a 1- percent chance of being equaled or exceeded each year. Therefore, the 100-year flood could occur more than once in a relatively short period of time. The 100-year flood, which is the standard used by most federal and state City of Artesia Hazard Mitigation Plan A-7
agencies, is used by the National Flood Insurance Program (NFIP) as the standard for floodplain management to determine the need for flood insurance. 500-year flood – A flood that has a 0.2-percent chance of being equaled or exceeded in any one year.
City of Artesia Hazard Mitigation Plan B-1
ANNEX B. REGULATIONS
The Disaster Mitigation Act of 2000 (P.L. 106-390) facilitates a new and revitalized approach to mitigation planning. DMA 2000 amended the Robert T. Stafford Disaster Relief and Emergency Assistance Act by repealing the previous mitigation planning provisions (Section 409) and replacing them with a new set of mitigation plan requirements (Section 322). This new section emphasizes the need for state, Tribal, and local entities to closely coordinate mitigation planning and implementation efforts. The following pages provide a description of the Disaster Mitigation Act of 2000, as well as the Interim Final Rule for mitigation planning.
PUBLIC LAW 106–390—OCT. 30, 2000
DISASTER MITIGATION ACT OF 2000
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Public Law 106–390
106th Congress
An Act
To amend the Robert T. Stafford Disaster Relief and Emergency Assistance Act to authorize a program for predisaster mitigation, to streamline the administration of disaster relief, to control the Federal costs of disaster assistance, and for other purposes.
Be it enacted by the Senate and House of Representatives of the United States of America in Congress assembled,
SECTION 1. SHORT TITLE; TABLE OF CONTENTS.
(a) SHORT TITLE.—This Act may be cited as the ‘‘Disaster Mitigation Act of 2000’’.
(b) TABLE OF CONTENTS.—The table of contents of this Act is as follows:
Sec. 1. Short title; table of contents.
TITLE I—PREDISASTER HAZARD MITIGATION
Sec. 101. Findings and purpose.
Sec. 102. Predisaster hazard mitigation.
Sec. 103. Interagency task force.
Sec. 104. Mitigation planning; minimum standards for public and private structures.
TITLE II—STREAMLINING AND COST REDUCTION
Sec. 201. Technical amendments.
Sec. 202. Management costs.
Sec. 203. Public notice, comment, and consultation requirements.
Sec. 204. State administration of hazard mitigation grant program.
Sec. 205. Assistance to repair, restore, reconstruct, or replace damaged facilities.
Sec. 206. Federal assistance to individuals and households.
Sec. 207. Community disaster loans.
Sec. 208. Report on State management of small disasters initiative.
Sec. 209. Study regarding cost reduction.
TITLE III—MISCELLANEOUS
Sec. 301. Technical correction of short title.
Sec. 302. Definitions.
Sec. 303. Fire management assistance.
Sec. 304. Disaster grant closeout procedures.
Sec. 305. Public safety officer benefits for certain Federal and State employees.
Sec. 306. Buy American.
Sec. 307. Treatment of certain real property.
Sec. 308. Study of participation by Indian tribes in emergency management.
TITLE I—PREDISASTER HAZARD
MITIGATION
SEC. 101. FINDINGS AND PURPOSE.
(a) FINDINGS.—Congress finds that—
42 USC 5133
note.
42 USC 5121
note.
Disaster
Mitigation Act of
2000.
Oct. 30, 2000
[H.R. 707]
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(1) natural disasters, including earthquakes, tsunamis, tornadoes, hurricanes, flooding, and wildfires, pose great danger to human life and to property throughout the United States; (2) greater emphasis needs to be placed on—
(A) identifying and assessing the risks to States and
local governments (including Indian tribes) from natural disasters;
(B) implementing adequate measures to reduce losses
from natural disasters; and
(C) ensuring that the critical services and facilities
of communities will continue to function after a natural disaster;
(3) expenditures for postdisaster assistance are increasing without commensurate reductions in the likelihood of future losses from natural disasters;
(4) in the expenditure of Federal funds under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5121 et seq.), high priority should be given to mitigation of hazards at the local level; and
(5) with a unified effort of economic incentives, awareness and education, technical assistance, and demonstrated Federal support, States and local governments (including Indian tribes) will be able to—
(A) form effective community-based partnerships for
hazard mitigation purposes;
(B) implement effective hazard mitigation measures
that reduce the potential damage from natural disasters; (C) ensure continued functionality of critical services; (D) leverage additional non-Federal resources in
meeting natural disaster resistance goals; and
(E) make commitments to long-term hazard mitigation
efforts to be applied to new and existing structures.
(b) PURPOSE.—The purpose of this title is to establish a national disaster hazard mitigation program—
(1) to reduce the loss of life and property, human suffering, economic disruption, and disaster assistance costs resulting from natural disasters; and
(2) to provide a source of predisaster hazard mitigation funding that will assist States and local governments (including Indian tribes) in implementing effective hazard mitigation measures that are designed to ensure the continued
functionality of critical services and facilities after a natural disaster.
SEC. 102. PREDISASTER HAZARD MITIGATION.
(a) IN GENERAL.—Title II of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5131 et seq.) is amended by adding at the end the following:
‘‘SEC. 203. PREDISASTER HAZARD MITIGATION.
‘‘(a) DEFINITION OF SMALL IMPOVERISHED COMMUNITY.—In this section, the term ‘small impoverished community’ means a community of 3,000 or fewer individuals that is economically disadvantaged, as determined by the State in which the community is located and based on criteria established by the President. ‘‘(b) ESTABLISHMENT OF PROGRAM.—The President may establish a program to provide technical and financial assistance to States and local governments to assist in the implementation of President.
42 USC 5133.
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predisaster hazard mitigation measures that are cost-effective and are designed to reduce injuries, loss of life, and damage and destruction of property, including damage to critical services and facilities under the jurisdiction of the States or local governments. ‘‘(c) APPROVAL BY PRESIDENT.—If the President determines that a State or local government has identified natural disaster hazards in areas under its jurisdiction and has demonstrated the ability to form effective public-private natural disaster hazard mitigation partnerships, the President, using amounts in the National Predisaster Mitigation Fund established under subsection (i) (referred to in this section as the ‘Fund’), may provide technical and financial assistance to the State or local government to be used in accordance with subsection (e).
‘‘(d) STATE RECOMMENDATIONS.—
‘‘(1) IN GENERAL.—
‘‘(A) RECOMMENDATIONS.—The Governor of each State
may recommend to the President not fewer than five local governments to receive assistance under this section.
‘‘(B) DEADLINE FOR SUBMISSION.—The recommendations under subparagraph (A) shall be submitted to the President not later than October 1, 2001, and each October 1st thereafter or such later date in the year as the President may establish. ‘‘(C) CRITERIA.—In making recommendations under
subparagraph (A), a Governor shall consider the criteria specified in subsection (g).
‘‘(2) USE.—
‘‘(A) IN GENERAL.—Except as provided in subparagraph
(B), in providing assistance to local governments under this section, the President shall select from local governments recommended by the Governors under this subsection. ‘‘(B) EXTRAORDINARY CIRCUMSTANCES.—In providing
assistance to local governments under this section, the President may select a local government that has not been recommended by a Governor under this subsection if the
President determines that extraordinary circumstances justify the selection and that making the selection will further the purpose of this section.
‘‘(3) EFFECT OF FAILURE TO NOMINATE.—If a Governor of
a State fails to submit recommendations under this subsection in a timely manner, the President may select, subject to the criteria specified in subsection (g), any local governments of the State to receive assistance under this section.
‘‘(e) USES OF TECHNICAL AND FINANCIAL ASSISTANCE.—
‘‘(1) IN GENERAL.—Technical and financial assistance provided under this section— ‘‘(A) shall be used by States and local governments
principally to implement predisaster hazard mitigation
measures that are cost-effective and are described in proposals approved by the President under this section; and ‘‘(B) may be used—
‘‘(i) to support effective public-private natural disaster hazard mitigation partnerships; ‘‘(ii) to improve the assessment of a community’s
vulnerability to natural hazards; or
President.
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‘‘(iii) to establish hazard mitigation priorities, and
an appropriate hazard mitigation plan, for a community. ‘‘(2) DISSEMINATION.—A State or local government may use not more than 10 percent of the financial assistance received by the State or local government under this section for a fiscal year to fund activities to disseminate information regarding cost-effective mitigation technologies.
‘‘(f ) ALLOCATION OF FUNDS.—The amount of financial assistance made available to a State (including amounts made available to local governments of the State) under this section for a fiscal year—
‘‘(1) shall be not less than the lesser of—
‘‘(A) $500,000; or
‘‘(B) the amount that is equal to 1.0 percent of the
total funds appropriated to carry out this section for the fiscal year;
‘‘(2) shall not exceed 15 percent of the total funds described in paragraph (1)(B); and
‘‘(3) shall be subject to the criteria specified in subsection (g).
‘‘(g) CRITERIA FOR ASSISTANCE AWARDS.—In determining
whether to provide technical and financial assistance to a State or local government under this section, the President shall take into account—
‘‘(1) the extent and nature of the hazards to be mitigated; ‘‘(2) the degree of commitment of the State or local government to reduce damages from future natural disasters; ‘‘(3) the degree of commitment by the State or local government to support ongoing non-Federal support for the hazard mitigation measures to be carried out using the technical and financial assistance;
‘‘(4) the extent to which the hazard mitigation measures to be carried out using the technical and financial assistance contribute to the mitigation goals and priorities established by the State;
‘‘(5) the extent to which the technical and financial assistance is consistent with other assistance provided under this Act;
‘‘(6) the extent to which prioritized, cost-effective mitigation activities that produce meaningful and definable outcomes are clearly identified;
‘‘(7) if the State or local government has submitted a mitigation plan under section 322, the extent to which the activities identified under paragraph (6) are consistent with the mitigation plan; ‘‘(8) the opportunity to fund activities that maximize net benefits to society;
‘‘(9) the extent to which assistance will fund mitigation activities in small impoverished communities; and
‘‘(10) such other criteria as the President establishes in consultation with State and local governments.
‘‘(h) FEDERAL SHARE.—
‘‘(1) IN GENERAL.—Financial assistance provided under this section may contribute up to 75 percent of the total cost of mitigation activities approved by the President.
President.
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‘‘(2) SMALL IMPOVERISHED COMMUNITIES.—Notwithstanding
paragraph (1), the President may contribute up to 90 percent of the total cost of a mitigation activity carried out in a small impoverished community.
‘‘(i) NATIONAL PREDISASTER MITIGATION FUND.—
‘‘(1) ESTABLISHMENT.—The President may establish in the Treasury of the United States a fund to be known as the ‘National Predisaster Mitigation Fund’, to be used in carrying out this section.
‘‘(2) TRANSFERS TO FUND.—There shall be deposited in the Fund—
‘‘(A) amounts appropriated to carry out this section,
which shall remain available until expended; and
‘‘(B) sums available from gifts, bequests, or donations of services or property received by the President for the purpose of predisaster hazard mitigation.
‘‘(3) EXPENDITURES FROM FUND.—Upon request by the
President, the Secretary of the Treasury shall transfer from the Fund to the President such amounts as the President determines are necessary to provide technical and financial assistance under this section.
‘‘(4) INVESTMENT OF AMOUNTS.—
‘‘(A) IN GENERAL.—The Secretary of the Treasury shall
invest such portion of the Fund as is not, in the judgment of the Secretary of the Treasury, required to meet current withdrawals. Investments may be made only in interestbearing obligations of the United States. ‘‘(B) ACQUISITION OF OBLIGATIONS.—For the purpose
of investments under subparagraph (A), obligations may
be acquired—
‘‘(i) on original issue at the issue price; or
‘‘(ii) by purchase of outstanding obligations at the
market price.
‘‘(C) SALE OF OBLIGATIONS.—Any obligation acquired
by the Fund may be sold by the Secretary of the Treasury at the market price.
‘‘(D) CREDITS TO FUND.—The interest on, and the proceeds from the sale or redemption of, any obligations held in the Fund shall be credited to and form a part of the Fund.
‘‘(E) TRANSFERS OF AMOUNTS.—
‘‘(i) IN GENERAL.—The amounts required to be
transferred to the Fund under this subsection shall
be transferred at least monthly from the general fund
of the Treasury to the Fund on the basis of estimates
made by the Secretary of the Treasury.
‘‘(ii) ADJUSTMENTS.—Proper adjustment shall be
made in amounts subsequently transferred to the
extent prior estimates were in excess of or less than
the amounts required to be transferred.
‘‘( j) LIMITATION ON TOTAL AMOUNT OF FINANCIAL ASSISTANCE.— The President shall not provide financial assistance under this section in an amount greater than the amount available in the Fund.
‘‘(k) MULTIHAZARD ADVISORY MAPS.—
‘‘(1) DEFINITION OF MULTIHAZARD ADVISORY MAP.—In this
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on which hazard data concerning each type of natural disaster is identified simultaneously for the purpose of showing areas of hazard overlap.
‘‘(2) DEVELOPMENT OF MAPS.—In consultation with States, local governments, and appropriate Federal agencies, the President shall develop multihazard advisory maps for areas, in not fewer than five States, that are subject to commonly recurring natural hazards (including flooding, hurricanes and severe winds, and seismic events).
‘‘(3) USE OF TECHNOLOGY.—In developing multihazard
advisory maps under this subsection, the President shall use, to the maximum extent practicable, the most cost-effective and efficient technology available.
‘‘(4) USE OF MAPS.—
‘‘(A) ADVISORY NATURE.—The multihazard advisory
maps shall be considered to be advisory and shall not
require the development of any new policy by, or impose any new policy on, any government or private entity.
‘‘(B) AVAILABILITY OF MAPS.—The multihazard advisory
maps shall be made available to the appropriate State
and local governments for the purposes of—
‘‘(i) informing the general public about the risks
of natural hazards in the areas described in paragraph
(2);
‘‘(ii) supporting the activities described in subsection (e); and ‘‘(iii) other public uses.
‘‘(l) REPORT ON FEDERAL AND STATE ADMINISTRATION.—Not
later than 18 months after the date of the enactment of this section, the President, in consultation with State and local governments, shall submit to Congress a report evaluating efforts to implement this section and recommending a process for transferring greater authority and responsibility for administering the assistance program established under this section to capable States. ‘‘(m) TERMINATION OF AUTHORITY.—The authority provided by this section terminates December 31, 2003.’’.
(b) CONFORMING AMENDMENT.—Title II of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5131 et seq.) is amended by striking the title heading and inserting the following:
‘‘TITLE II—DISASTER PREPAREDNESS
AND MITIGATION ASSISTANCE’’.
SEC. 103. INTERAGENCY TASK FORCE.
Title II of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5131 et seq.) (as amended by section 102(a)) is amended by adding at the end the following:
‘‘SEC. 204. INTERAGENCY TASK FORCE.
‘‘(a) IN GENERAL.—The President shall establish a Federal interagency task force for the purpose of coordinating the implementation of predisaster hazard mitigation programs administered by the Federal Government. 42 USC 5134.
Deadline.
President.
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‘‘(b) CHAIRPERSON.—The Director of the Federal Emergency Management Agency shall serve as the chairperson of the task force.
‘‘(c) MEMBERSHIP.—The membership of the task force shall include representatives of—
‘‘(1) relevant Federal agencies;
‘‘(2) State and local government organizations (including Indian tribes); and
‘‘(3) the American Red Cross.’’.
SEC. 104. MITIGATION PLANNING; MINIMUM STANDARDS FOR PUBLIC AND PRIVATE STRUCTURES.
(a) IN GENERAL.—Title III of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5141 et seq.) is amended by adding at the end the following:
‘‘SEC. 322. MITIGATION PLANNING.
‘‘(a) REQUIREMENT OF MITIGATION PLAN.—As a condition of receipt of an increased Federal share for hazard mitigation measures under subsection (e), a State, local, or tribal government shall develop and submit for approval to the President a mitigation plan that outlines processes for identifying the natural hazards, risks, and vulnerabilities of the area under the jurisdiction of the government.
‘‘(b) LOCAL AND TRIBAL PLANS.—Each mitigation plan developed by a local or tribal government shall—
‘‘(1) describe actions to mitigate hazards, risks, and
vulnerabilities identified under the plan; and
‘‘(2) establish a strategy to implement those actions.
‘‘(c) STATE PLANS.—The State process of development of a mitigation plan under this section shall— ‘‘(1) identify the natural hazards, risks, and vulnerabilities of areas in the State;
‘‘(2) support development of local mitigation plans;
‘‘(3) provide for technical assistance to local and tribal governments for mitigation planning; and
‘‘(4) identify and prioritize mitigation actions that the State will support, as resources become available.
‘‘(d) FUNDING.— ‘‘(1) IN GENERAL.—Federal contributions under section 404 may be used to fund the development and updating of mitigation plans under this section. ‘‘(2) MAXIMUM FEDERAL CONTRIBUTION.—With respect to
any mitigation plan, a State, local, or tribal government may use an amount of Federal contributions under section 404 not to exceed 7 percent of the amount of such contributions available to the government as of a date determined by the government. ‘‘(e) INCREASED FEDERAL SHARE FOR HAZARD MITIGATION MEASURES.— ‘‘(1) IN GENERAL.—If, at the time of the declaration of a major disaster, a State has in effect an approved mitigation plan under this section, the President may increase to 20 percent, with respect to the major disaster, the maximum percentage specified in the last sentence of section 404(a). ‘‘(2) FACTORS FOR CONSIDERATION.—In determining whether to increase the maximum percentage under paragraph (1), the President shall consider whether the State has established— President.
42 USC 5165.
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‘‘(A) eligibility criteria for property acquisition and other types of mitigation measures;
‘‘(B) requirements for cost effectiveness that are related to the eligibility criteria;
‘‘(C) a system of priorities that is related to the eligibility criteria; and ‘‘(D) a process by which an assessment of the effectiveness of a mitigation action may be carried out after the mitigation action is complete.
‘‘SEC. 323. MINIMUM STANDARDS FOR PUBLIC AND PRIVATE STRUCTURES. ‘‘(a) IN GENERAL.—As a condition of receipt of a disaster loan or grant under this Act—
‘‘(1) the recipient shall carry out any repair or construction to be financed with the loan or grant in accordance with applicable standards of safety, decency, and sanitation and in conformity with applicable codes, specifications, and standards; and ‘‘(2) the President may require safe land use and construction practices, after adequate consultation with appropriate State and local government officials.
‘‘(b) EVIDENCE OF COMPLIANCE.—A recipient of a disaster loan or grant under this Act shall provide such evidence of compliance with this section as the President may require by regulation.’’. (b) LOSSES FROM STRAIGHT LINE WINDS.—The President shall increase the maximum percentage specified in the last sentence of section 404(a) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5170c(a)) from 15 percent to 20 percent with respect to any major disaster that is in the State of Minnesota and for which assistance is being provided as of the date of the enactment of this Act, except that additional assistance provided under this subsection shall not exceed $6,000,000. The mitigation measures assisted under this subsection shall be related to losses in the State of Minnesota from straight line winds.
(c) CONFORMING AMENDMENTS.—
(1) Section 404(a) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5170c(a)) is
amended—
(A) in the second sentence, by striking ‘‘section 409’’ and inserting ‘‘section 322’’; and
(B) in the third sentence, by striking ‘‘The total’’ and inserting ‘‘Subject to section 322, the total’’.
(2) Section 409 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5176) is repealed.
TITLE II—STREAMLINING AND COST
REDUCTION
SEC. 201. TECHNICAL AMENDMENTS.
Section 311 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5154) is amended in subsections (a)(1), (b), and (c) by striking ‘‘section 803 of the Public Works and Economic Development Act of 1965’’ each place it appears President.
42 USC 5165a.
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and inserting ‘‘section 209(c)(2) of the Public Works and Economic Development Act of 1965 (42 U.S.C. 3149(c)(2))’’.
SEC. 202. MANAGEMENT COSTS.
(a) IN GENERAL.—Title III of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5141 et seq.) (as amended by section 104(a)) is amended by adding at the end the following:
‘‘SEC. 324. MANAGEMENT COSTS.
‘‘(a) DEFINITION OF MANAGEMENT COST.—In this section, the term ‘management cost’ includes any indirect cost, any administrative expense, and any other expense not directly chargeable to a specific project under a major disaster, emergency, or disaster preparedness or mitigation activity or measure.
‘‘(b) ESTABLISHMENT OF MANAGEMENT COST RATES.—Notwithstanding any other provision of law (including any administrative rule or guidance), the President shall by regulation establish management cost rates, for grantees and subgrantees, that shall be used to determine contributions under this Act for management costs.
‘‘(c) REVIEW.—The President shall review the management cost rates established under subsection (b) not later than 3 years after the date of establishment of the rates and periodically thereafter.’’. (b) APPLICABILITY.—
(1) IN GENERAL.—Subject to paragraph (2), subsections (a) and (b) of section 324 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (as added by subsection (a)) shall apply to major disasters declared under that Act on or after the date of the enactment of this Act.
(2) INTERIM AUTHORITY.—Until the date on which the President establishes the management cost rates under section 324 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (as added by subsection (a)), section 406(f ) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172(f )) (as in effect on the day before the date of the enactment of this Act) shall be used to establish management cost rates.
SEC. 203. PUBLIC NOTICE, COMMENT, AND CONSULTATION REQUIREMENTS.
Title III of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5141 et seq.) (as amended by section 202(a)) is amended by adding at the end the following:
‘‘SEC. 325. PUBLIC NOTICE, COMMENT, AND CONSULTATION REQUIREMENTS. ‘‘(a) PUBLIC NOTICE AND COMMENT CONCERNING NEW OR MODIFIED POLICIES.— ‘‘(1) IN GENERAL.—The President shall provide for public notice and opportunity for comment before adopting any new or modified policy that—
‘‘(A) governs implementation of the public assistance
program administered by the Federal Emergency Management Agency under this Act; and ‘‘(B) could result in a significant reduction of assistance under the program.
President.
42 USC 5165c.
42 USC 5165b
note.
Deadline.
Regulations.
42 USC 5165b.
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‘‘(2) APPLICATION.—Any policy adopted under paragraph
(1) shall apply only to a major disaster or emergency declared on or after the date on which the policy is adopted.
‘‘(b) CONSULTATION CONCERNING INTERIM POLICIES.—
‘‘(1) IN GENERAL.—Before adopting any interim policy under the public assistance program to address specific conditions that relate to a major disaster or emergency that has been declared under this Act, the President, to the maximum extent practicable, shall solicit the views and recommendations of grantees and subgrantees with respect to the major disaster or emergency concerning the potential interim policy, if the interim policy is likely—
‘‘(A) to result in a significant reduction of assistance to applicants for the assistance with respect to the major disaster or emergency; or
‘‘(B) to change the terms of a written agreement to
which the Federal Government is a party concerning the
declaration of the major disaster or emergency.
‘‘(2) NO LEGAL RIGHT OF ACTION.—Nothing in this subsection confers a legal right of action on any party. ‘‘(c) PUBLIC ACCESS.—The President shall promote public access to policies governing the implementation of the public assistance program.’’.
SEC. 204. STATE ADMINISTRATION OF HAZARD MITIGATION GRANT PROGRAM.
Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5170c) is amended by adding at the end the following:
‘‘(c) PROGRAM ADMINISTRATION BY STATES.—
‘‘(1) IN GENERAL.—A State desiring to administer the
hazard mitigation grant program established by this section with respect to hazard mitigation assistance in the State may submit to the President an application for the delegation of the authority to administer the program.
‘‘(2) CRITERIA.—The President, in consultation and
coordination with States and local governments, shall establish criteria for the approval of applications submitted under paragraph (1). The criteria shall include, at a minimum— ‘‘(A) the demonstrated ability of the State to manage
the grant program under this section;
‘‘(B) there being in effect an approved mitigation plan under section 322; and
‘‘(C) a demonstrated commitment to mitigation activities. ‘‘(3) APPROVAL.—The President shall approve an application submitted under paragraph (1) that meets the criteria established under paragraph (2). ‘‘(4) WITHDRAWAL OF APPROVAL.—If, after approving an
application of a State submitted under paragraph (1), the President determines that the State is not administering the hazard mitigation grant program established by this section in a manner satisfactory to the President, the President shall withdraw the approval. ‘‘(5) AUDITS.—The President shall provide for periodic
audits of the hazard mitigation grant programs administered by States under this subsection.’’.
President.
President.
President.
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SEC. 205. ASSISTANCE TO REPAIR, RESTORE, RECONSTRUCT, OR REPLACE DAMAGED FACILITIES.
(a) CONTRIBUTIONS.—Section 406 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172) is amended by striking subsection (a) and inserting the following:
‘‘(a) CONTRIBUTIONS.—
‘‘(1) IN GENERAL.—The President may make contributions— ‘‘(A) to a State or local government for the repair,
restoration, reconstruction, or replacement of a public facility damaged or destroyed by a major disaster and
for associated expenses incurred by the government; and ‘‘(B) subject to paragraph (3), to a person that owns
or operates a private nonprofit facility damaged or
destroyed by a major disaster for the repair, restoration, reconstruction, or replacement of the facility and for associated expenses incurred by the person. ‘‘(2) ASSOCIATED EXPENSES.—For the purposes of this section, associated expenses shall include— ‘‘(A) the costs of mobilizing and employing the National Guard for performance of eligible work;
‘‘(B) the costs of using prison labor to perform eligible work, including wages actually paid, transportation to a worksite, and extraordinary costs of guards, food, and
lodging; and
‘‘(C) base and overtime wages for the employees and
extra hires of a State, local government, or person described in paragraph (1) that perform eligible work, plus fringe benefits on such wages to the extent that such benefits were being paid before the major disaster.
‘‘(3) CONDITIONS FOR ASSISTANCE TO PRIVATE NONPROFIT
FACILITIES.—
‘‘(A) IN GENERAL.—The President may make contributions to a private nonprofit facility under paragraph (1)(B) only if—
‘‘(i) the facility provides critical services (as defined by the President) in the event of a major disaster;
or
‘‘(ii) the owner or operator of the facility—
‘‘(I) has applied for a disaster loan under section 7(b) of the Small Business Act (15 U.S.C. 636(b)); and
‘‘(II)(aa) has been determined to be ineligible
for such a loan; or
‘‘(bb) has obtained such a loan in the maximum
amount for which the Small Business Administration determines the facility is eligible. ‘‘(B) DEFINITION OF CRITICAL SERVICES.—In this paragraph, the term ‘critical services’ includes power, water (including water provided by an irrigation organization or facility), sewer, wastewater treatment, communications, and emergency medical care.
‘‘(4) NOTIFICATION TO CONGRESS.—Before making any contribution under this section in an amount greater than $20,000,000, the President shall notify—
‘‘(A) the Committee on Environment and Public Works
of the Senate;
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‘‘(B) the Committee on Transportation and Infrastructure of the House of Representatives; ‘‘(C) the Committee on Appropriations of the Senate;
and
‘‘(D) the Committee on Appropriations of the House
of Representatives.’’.
(b) FEDERAL SHARE.—Section 406 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172) is amended by striking subsection (b) and inserting the following:
‘‘(b) FEDERAL SHARE.—
‘‘(1) MINIMUM FEDERAL SHARE.—Except as provided in paragraph (2), the Federal share of assistance under this section shall be not less than 75 percent of the eligible cost of repair, restoration, reconstruction, or replacement carried out under this section.
‘‘(2) REDUCED FEDERAL SHARE.—The President shall
promulgate regulations to reduce the Federal share of assistance under this section to not less than 25 percent in the case of the repair, restoration, reconstruction, or replacement of any eligible public facility or private nonprofit facility following an event associated with a major disaster— ‘‘(A) that has been damaged, on more than one occasion
within the preceding 10-year period, by the same type
of event; and
‘‘(B) the owner of which has failed to implement appropriate mitigation measures to address the hazard that caused the damage to the facility.’’.
(c) LARGE IN-LIEU CONTRIBUTIONS.—Section 406 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172) is amended by striking subsection (c) and inserting the following:
‘‘(c) LARGE IN-LIEU CONTRIBUTIONS.—
‘‘(1) FOR PUBLIC FACILITIES.—
‘‘(A) IN GENERAL.—In any case in which a State or
local government determines that the public welfare would not best be served by repairing, restoring, reconstructing, or replacing any public facility owned or controlled by the State or local government, the State or local government may elect to receive, in lieu of a contribution under subsection (a)(1)(A), a contribution in an amount equal to 75 percent of the Federal share of the Federal estimate of the cost of repairing, restoring, reconstructing, or replacing the facility and of management expenses.
‘‘(B) AREAS WITH UNSTABLE SOIL.—In any case in which
a State or local government determines that the public
welfare would not best be served by repairing, restoring, reconstructing, or replacing any public facility owned or controlled by the State or local government because soil instability in the disaster area makes repair, restoration, reconstruction, or replacement infeasible, the State or local government may elect to receive, in lieu of a contribution under subsection (a)(1)(A), a contribution in an amount equal to 90 percent of the Federal share of the Federal estimate of the cost of repairing, restoring, reconstructing, or replacing the facility and of management expenses.
‘‘(C) USE OF FUNDS.—Funds contributed to a State
or local government under this paragraph may be used—
President.
Regulations.
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‘‘(i) to repair, restore, or expand other selected
public facilities;
‘‘(ii) to construct new facilities; or
‘‘(iii) to fund hazard mitigation measures that the
State or local government determines to be necessary
to meet a need for governmental services and functions
in the area affected by the major disaster.
‘‘(D) LIMITATIONS.—Funds made available to a State
or local government under this paragraph may not be used for—
‘‘(i) any public facility located in a regulatory
floodway (as defined in section 59.1 of title 44, Code
of Federal Regulations (or a successor regulation)); or ‘‘(ii) any uninsured public facility located in a special flood hazard area identified by the Director of the Federal Emergency Management Agency under the
National Flood Insurance Act of 1968 (42 U.S.C. 4001
et seq.).
‘‘(2) FOR PRIVATE NONPROFIT FACILITIES.—
‘‘(A) IN GENERAL.—In any case in which a person that
owns or operates a private nonprofit facility determines that the public welfare would not best be served by
repairing, restoring, reconstructing, or replacing the
facility, the person may elect to receive, in lieu of a contribution under subsection (a)(1)(B), a contribution in an amount equal to 75 percent of the Federal share of the
Federal estimate of the cost of repairing, restoring, reconstructing, or replacing the facility and of management expenses.
‘‘(B) USE OF FUNDS.—Funds contributed to a person
under this paragraph may be used—
‘‘(i) to repair, restore, or expand other selected
private nonprofit facilities owned or operated by the
person;
‘‘(ii) to construct new private nonprofit facilities
to be owned or operated by the person; or
‘‘(iii) to fund hazard mitigation measures that the
person determines to be necessary to meet a need
for the person’s services and functions in the area
affected by the major disaster.
‘‘(C) LIMITATIONS.—Funds made available to a person
under this paragraph may not be used for—
‘‘(i) any private nonprofit facility located in a regulatory floodway (as defined in section 59.1 of title 44, Code of Federal Regulations (or a successor regulation)); or ‘‘(ii) any uninsured private nonprofit facility
located in a special flood hazard area identified by
the Director of the Federal Emergency Management
Agency under the National Flood Insurance Act of
1968 (42 U.S.C. 4001 et seq.).’’.
(d) ELIGIBLE COST.—
(1) IN GENERAL.—Section 406 of the Robert T. Stafford
Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172) is amended by striking subsection (e) and inserting the following:
‘‘(e) ELIGIBLE COST.—
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‘‘(1) DETERMINATION.— ‘‘(A) IN GENERAL.—For the purposes of this section, the President shall estimate the eligible cost of repairing, restoring, reconstructing, or replacing a public facility or private nonprofit facility—
‘‘(i) on the basis of the design of the facility as
the facility existed immediately before the major disaster; and ‘‘(ii) in conformity with codes, specifications, and
standards (including floodplain management and
hazard mitigation criteria required by the President
or under the Coastal Barrier Resources Act (16 U.S.C.
3501 et seq.)) applicable at the time at which the
disaster occurred.
‘‘(B) COST ESTIMATION PROCEDURES.—
‘‘(i) IN GENERAL.—Subject to paragraph (2), the
President shall use the cost estimation procedures
established under paragraph (3) to determine the
eligible cost under this subsection.
‘‘(ii) APPLICABILITY.—The procedures specified in
this paragraph and paragraph (2) shall apply only
to projects the eligible cost of which is equal to or
greater than the amount specified in section 422.
‘‘(2) MODIFICATION OF ELIGIBLE COST.—
‘‘(A) ACTUAL COST GREATER THAN CEILING PERCENTAGE
OF ESTIMATED COST.—In any case in which the actual cost of repairing, restoring, reconstructing, or replacing a facility under this section is greater than the ceiling percentage established under paragraph (3) of the cost estimated under paragraph (1), the President may determine that the
eligible cost includes a portion of the actual cost of the repair, restoration, reconstruction, or replacement that exceeds the cost estimated under paragraph (1).
‘‘(B) ACTUAL COST LESS THAN ESTIMATED COST.—
‘‘(i) GREATER THAN OR EQUAL TO FLOOR PERCENTAGE OF ESTIMATED COST.—In any case in which the actual cost of repairing, restoring, reconstructing, or replacing a facility under this section is less than 100 percent of the cost estimated under paragraph (1),
but is greater than or equal to the floor percentage
established under paragraph (3) of the cost estimated
under paragraph (1), the State or local government
or person receiving funds under this section shall use
the excess funds to carry out cost-effective activities that reduce the risk of future damage, hardship, or
suffering from a major disaster.
‘‘(ii) LESS THAN FLOOR PERCENTAGE OF ESTIMATED
COST.—In any case in which the actual cost of
repairing, restoring, reconstructing, or replacing a
facility under this section is less than the floor percentage established under paragraph (3) of the cost estimated under paragraph (1), the State or local government or person receiving assistance under this section shall reimburse the President in the amount of the
difference.
‘‘(C) NO EFFECT ON APPEALS PROCESS.—Nothing in this
paragraph affects any right of appeal under section 423.
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‘‘(3) EXPERT PANEL.— ‘‘(A) ESTABLISHMENT.—Not later than 18 months after the date of the enactment of this paragraph, the President, acting through the Director of the Federal Emergency
Management Agency, shall establish an expert panel, which shall include representatives from the construction industry and State and local government.
‘‘(B) DUTIES.—The expert panel shall develop recommendations concerning— ‘‘(i) procedures for estimating the cost of repairing,
restoring, reconstructing, or replacing a facility consistent with industry practices; and ‘‘(ii) the ceiling and floor percentages referred to
in paragraph (2).
‘‘(C) REGULATIONS.—Taking into account the recommendations of the expert panel under subparagraph (B), the President shall promulgate regulations that
establish—
‘‘(i) cost estimation procedures described in
subparagraph (B)(i); and
‘‘(ii) the ceiling and floor percentages referred to
in paragraph (2).
‘‘(D) REVIEW BY PRESIDENT.—Not later than 2 years
after the date of promulgation of regulations under
subparagraph (C) and periodically thereafter, the President shall review the cost estimation procedures and the ceiling and floor percentages established under this paragraph. ‘‘(E) REPORT TO CONGRESS.—Not later than 1 year after
the date of promulgation of regulations under subparagraph (C), 3 years after that date, and at the end of each 2-year period thereafter, the expert panel shall submit to Congress a report on the appropriateness of the cost estimation procedures.
‘‘(4) SPECIAL RULE.—In any case in which the facility being repaired, restored, reconstructed, or replaced under this section was under construction on the date of the major disaster, the cost of repairing, restoring, reconstructing, or replacing the facility shall include, for the purposes of this section, only those costs that, under the contract for the construction, are the owner’s responsibility and not the contractor’s responsibility.’’. (2) EFFECTIVE DATE.—The amendment made by paragraph
(1) takes effect on the date of the enactment of this Act and applies to funds appropriated after the date of the enactment of this Act, except that paragraph (1) of section 406(e) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (as amended by paragraph (1)) takes effect on the date on which the cost estimation procedures established under paragraph (3) of that section take effect. (e) CONFORMING AMENDMENT.—Section 406 of the Robert T.
Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172) is amended by striking subsection (f ).
SEC. 206. FEDERAL ASSISTANCE TO INDIVIDUALS AND HOUSEHOLDS. (a) IN GENERAL.—Section 408 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5174) is amended to read as follows:
42 USC 5172
note.
Deadline.
Deadline.
President.
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‘‘SEC. 408. FEDERAL ASSISTANCE TO INDIVIDUALS AND HOUSEHOLDS. ‘‘(a) IN GENERAL.—
‘‘(1) PROVISION OF ASSISTANCE.—In accordance with this
section, the President, in consultation with the Governor of a State, may provide financial assistance, and, if necessary, direct services, to individuals and households in the State who, as a direct result of a major disaster, have necessary expenses and serious needs in cases in which the individuals and households are unable to meet such expenses or needs through other means.
‘‘(2) RELATIONSHIP TO OTHER ASSISTANCE.—Under paragraph (1), an individual or household shall not be denied assistance under paragraph (1), (3), or (4) of subsection (c) solely on the basis that the individual or household has not applied for or received any loan or other financial assistance from the Small Business Administration or any other Federal agency. ‘‘(b) HOUSING ASSISTANCE.—
‘‘(1) ELIGIBILITY.—The President may provide financial or other assistance under this section to individuals and households to respond to the disaster-related housing needs of individuals and households who are displaced from their predisaster primary residences or whose predisaster primary residences are rendered uninhabitable as a result of damage caused by a major disaster.
‘‘(2) DETERMINATION OF APPROPRIATE TYPES OF ASSISTANCE.— ‘‘(A) IN GENERAL.—The President shall determine
appropriate types of housing assistance to be provided
under this section to individuals and households described in subsection (a)(1) based on considerations of cost effectiveness, convenience to the individuals and households, and such other factors as the President may consider appropriate. ‘‘(B) MULTIPLE TYPES OF ASSISTANCE.—One or more
types of housing assistance may be made available under this section, based on the suitability and availability of the types of assistance, to meet the needs of individuals and households in the particular disaster situation.
‘‘(c) TYPES OF HOUSING ASSISTANCE.—
‘‘(1) TEMPORARY HOUSING.—
‘‘(A) FINANCIAL ASSISTANCE.—
‘‘(i) IN GENERAL.—The President may provide
financial assistance to individuals or households to
rent alternate housing accommodations, existing rental
units, manufactured housing, recreational vehicles, or
other readily fabricated dwellings.
‘‘(ii) AMOUNT.—The amount of assistance under
clause (i) shall be based on the fair market rent for
the accommodation provided plus the cost of any
transportation, utility hookups, or unit installation not provided directly by the President.
‘‘(B) DIRECT ASSISTANCE.—
‘‘(i) IN GENERAL.—The President may provide temporary housing units, acquired by purchase or lease, directly to individuals or households who, because of
a lack of available housing resources, would be unable
President.
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to make use of the assistance provided under subparagraph (A). ‘‘(ii) PERIOD OF ASSISTANCE.—The President may
not provide direct assistance under clause (i) with
respect to a major disaster after the end of the 18-
month period beginning on the date of the declaration
of the major disaster by the President, except that
the President may extend that period if the President
determines that due to extraordinary circumstances
an extension would be in the public interest.
‘‘(iii) COLLECTION OF RENTAL CHARGES.—After the
end of the 18-month period referred to in clause (ii),
the President may charge fair market rent for each
temporary housing unit provided.
‘‘(2) REPAIRS.—
‘‘(A) IN GENERAL.—The President may provide financial
assistance for—
‘‘(i) the repair of owner-occupied private residences,
utilities, and residential infrastructure (such as a private access route) damaged by a major disaster to a safe and sanitary living or functioning condition;
and
‘‘(ii) eligible hazard mitigation measures that
reduce the likelihood of future damage to such residences, utilities, or infrastructure. ‘‘(B) RELATIONSHIP TO OTHER ASSISTANCE.—A recipient
of assistance provided under this paragraph shall not be required to show that the assistance can be met through other means, except insurance proceeds.
‘‘(C) MAXIMUM AMOUNT OF ASSISTANCE.—The amount
of assistance provided to a household under this paragraph shall not exceed $5,000, as adjusted annually to reflect changes in the Consumer Price Index for All Urban Consumers published by the Department of Labor. ‘‘(3) REPLACEMENT.—
‘‘(A) IN GENERAL.—The President may provide financial
assistance for the replacement of owner-occupied private residences damaged by a major disaster.
‘‘(B) MAXIMUM AMOUNT OF ASSISTANCE.—The amount
of assistance provided to a household under this paragraph shall not exceed $10,000, as adjusted annually to reflect changes in the Consumer Price Index for All Urban Consumers published by the Department of Labor. ‘‘(C) APPLICABILITY OF FLOOD INSURANCE REQUIREMENT.—With respect to assistance provided under this paragraph, the President may not waive any provision
of Federal law requiring the purchase of flood insurance as a condition of the receipt of Federal disaster assistance. ‘‘(4) PERMANENT HOUSING CONSTRUCTION.—The President
may provide financial assistance or direct assistance to individuals or households to construct permanent housing in insular areas outside the continental United States and in other remote locations in cases in which—
‘‘(A) no alternative housing resources are available;
and
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‘‘(B) the types of temporary housing assistance
described in paragraph (1) are unavailable, infeasible, or not cost-effective.
‘‘(d) TERMS AND CONDITIONS RELATING TO HOUSING ASSISTANCE.— ‘‘(1) SITES.—
‘‘(A) IN GENERAL.—Any readily fabricated dwelling provided under this section shall, whenever practicable, be located on a site that—
‘‘(i) is complete with utilities; and
‘‘(ii) is provided by the State or local government,
by the owner of the site, or by the occupant who
was displaced by the major disaster.
‘‘(B) SITES PROVIDED BY THE PRESIDENT.—A readily
fabricated dwelling may be located on a site provided by the President if the President determines that such a site would be more economical or accessible.
‘‘(2) DISPOSAL OF UNITS.—
‘‘(A) SALE TO OCCUPANTS.—
‘‘(i) IN GENERAL.—Notwithstanding any other
provision of law, a temporary housing unit purchased
under this section by the President for the purpose
of housing disaster victims may be sold directly to
the individual or household who is occupying the unit
if the individual or household lacks permanent housing. ‘‘(ii) SALE PRICE.—A sale of a temporary housing
unit under clause (i) shall be at a price that is fair
and equitable.
‘‘(iii) DEPOSIT OF PROCEEDS.—Notwithstanding any
other provision of law, the proceeds of a sale under
clause (i) shall be deposited in the appropriate Disaster Relief Fund account.
‘‘(iv) HAZARD AND FLOOD INSURANCE.—A sale of
a temporary housing unit under clause (i) shall be
made on the condition that the individual or household
purchasing the housing unit agrees to obtain and maintain hazard and flood insurance on the housing unit. ‘‘(v) USE OF GSA SERVICES.—The President may
use the services of the General Services Administration to accomplish a sale under clause (i).
‘‘(B) OTHER METHODS OF DISPOSAL.—If not disposed
of under subparagraph (A), a temporary housing unit purchased under this section by the President for the purpose of housing disaster victims—
‘‘(i) may be sold to any person; or
‘‘(ii) may be sold, transferred, donated, or otherwise
made available directly to a State or other governmental entity or to a voluntary organization for the sole purpose of providing temporary housing to disaster victims in major disasters and emergencies if, as a
condition of the sale, transfer, or donation, the State, other governmental agency, or voluntary organization
agrees—
‘‘(I) to comply with the nondiscrimination
provisions of section 308; and
‘‘(II) to obtain and maintain hazard and flood
insurance on the housing unit.
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‘‘(e) FINANCIAL ASSISTANCE TO ADDRESS OTHER NEEDS.— ‘‘(1) MEDICAL, DENTAL, AND FUNERAL EXPENSES.—The President, in consultation with the Governor of a State, may provide financial assistance under this section to an individual or household in the State who is adversely affected by a major disaster to meet disaster-related medical, dental, and funeral expenses. ‘‘(2) PERSONAL PROPERTY, TRANSPORTATION, AND OTHER
EXPENSES.—The President, in consultation with the Governor of a State, may provide financial assistance under this section to an individual or household described in paragraph (1) to address personal property, transportation, and other necessary expenses or serious needs resulting from the major disaster. ‘‘(f ) STATE ROLE.—
‘‘(1) FINANCIAL ASSISTANCE TO ADDRESS OTHER NEEDS.—
‘‘(A) GRANT TO STATE.—Subject to subsection (g), a
Governor may request a grant from the President to provide financial assistance to individuals and households in the State under subsection (e).
‘‘(B) ADMINISTRATIVE COSTS.—A State that receives a
grant under subparagraph (A) may expend not more than
5 percent of the amount of the grant for the administrative costs of providing financial assistance to individuals and households in the State under subsection (e).
‘‘(2) ACCESS TO RECORDS.—In providing assistance to
individuals and households under this section, the President shall provide for the substantial and ongoing involvement of the States in which the individuals and households are located, including by providing to the States access to the electronic records of individuals and households receiving assistance under this section in order for the States to make available any additional State and local assistance to the individuals and households.
‘‘(g) COST SHARING.—
‘‘(1) FEDERAL SHARE.—Except as provided in paragraph
(2), the Federal share of the costs eligible to be paid using assistance provided under this section shall be 100 percent. ‘‘(2) FINANCIAL ASSISTANCE TO ADDRESS OTHER NEEDS.—
In the case of financial assistance provided under subsection (e)—
‘‘(A) the Federal share shall be 75 percent; and
‘‘(B) the non-Federal share shall be paid from funds
made available by the State.
‘‘(h) MAXIMUM AMOUNT OF ASSISTANCE.—
‘‘(1) IN GENERAL.—No individual or household shall receive financial assistance greater than $25,000 under this section with respect to a single major disaster.
‘‘(2) ADJUSTMENT OF LIMIT.—The limit established under
paragraph (1) shall be adjusted annually to reflect changes in the Consumer Price Index for All Urban Consumers published by the Department of Labor. ‘‘(i) RULES AND REGULATIONS.—The President shall prescribe rules and regulations to carry out this section, including criteria, standards, and procedures for determining eligibility for assistance.’’. (b) CONFORMING AMENDMENT.—Section 502(a)(6) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5192(a)(6)) is amended by striking ‘‘temporary housing’’.
President.
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(c) ELIMINATION OF INDIVIDUAL AND FAMILY GRANT PROGRAMS.—Section 411 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5178) is repealed.
(d) EFFECTIVE DATE.—The amendments made by this section take effect 18 months after the date of the enactment of this Act.
SEC. 207. COMMUNITY DISASTER LOANS.
Section 417 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5184) is amended— (1) by striking ‘‘(a) The President’’ and inserting the following:
‘‘(a) IN GENERAL.—The President’’;
(2) by striking ‘‘The amount’’ and inserting the following:
‘‘(b) AMOUNT.—The amount’’;
(3) by striking ‘‘Repayment’’ and inserting the following:
‘‘(c) REPAYMENT.—
‘‘(1) CANCELLATION.—Repayment’’;
(4) by striking ‘‘(b) Any loans’’ and inserting the following:
‘‘(d) EFFECT ON OTHER ASSISTANCE.—Any loans’’;
(5) in subsection (b) (as designated by paragraph (2))— (A) by striking ‘‘and shall’’ and inserting ‘‘shall’’; and (B) by inserting before the period at the end the following: ‘‘, and shall not exceed $5,000,000’’; and (6) in subsection (c) (as designated by paragraph (3)), by adding at the end the following:
‘‘(2) CONDITION ON CONTINUING ELIGIBILITY.—A local
government shall not be eligible for further assistance under this section during any period in which the local government is in arrears with respect to a required repayment of a loan under this section.’’.
SEC. 208. REPORT ON STATE MANAGEMENT OF SMALL DISASTERS INITIATIVE.
Not later than 3 years after the date of the enactment of this Act, the President shall submit to Congress a report describing the results of the State Management of Small Disasters Initiative, including—
(1) identification of any administrative or financial benefits of the initiative; and
(2) recommendations concerning the conditions, if any,
under which States should be allowed the option to administer parts of the assistance program under section 406 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5172).
SEC. 209. STUDY REGARDING COST REDUCTION.
Not later than 3 years after the date of the enactment of this Act, the Director of the Congressional Budget Office shall complete a study estimating the reduction in Federal disaster assistance that has resulted and is likely to result from the enactment of this Act.
Deadline.
42 USC 5121
note.
Deadline.
42 USC 5121
note.
42 USC 5174
note.
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TITLE III—MISCELLANEOUS
SEC. 301. TECHNICAL CORRECTION OF SHORT TITLE.
The first section of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5121 note) is amended to read as follows:
‘‘SECTION 1. SHORT TITLE.
‘‘This Act may be cited as the ‘Robert T. Stafford Disaster Relief and Emergency Assistance Act’.’’.
SEC. 302. DEFINITIONS.
Section 102 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122) is amended— (1) in each of paragraphs (3) and (4), by striking ‘‘the Northern’’ and all that follows through ‘‘Pacific Islands’’ and inserting ‘‘and the Commonwealth of the Northern Mariana Islands’’;
(2) by striking paragraph (6) and inserting the following:
‘‘(6) LOCAL GOVERNMENT.—The term ‘local government’
means—
‘‘(A) a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; ‘‘(B) an Indian tribe or authorized tribal organization, or Alaska Native village or organization; and
‘‘(C) a rural community, unincorporated town or village, or other public entity, for which an application for assistance is made by a State or political subdivision of a State.’’; and
(3) in paragraph (9), by inserting ‘‘irrigation,’’ after ‘‘utility,’’.
SEC. 303. FIRE MANAGEMENT ASSISTANCE.
(a) IN GENERAL.—Section 420 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5187) is amended to read as follows:
‘‘SEC. 420. FIRE MANAGEMENT ASSISTANCE.
‘‘(a) IN GENERAL.—The President is authorized to provide assistance, including grants, equipment, supplies, and personnel, to any State or local government for the mitigation, management, and control of any fire on public or private forest land or grassland that threatens such destruction as would constitute a major disaster. ‘‘(b) COORDINATION WITH STATE AND TRIBAL DEPARTMENTS OF FORESTRY.—In providing assistance under this section, the President shall coordinate with State and tribal departments of forestry. ‘‘(c) ESSENTIAL ASSISTANCE.—In providing assistance under this section, the President may use the authority provided under section 403.
President.
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‘‘(d) RULES AND REGULATIONS.—The President shall prescribe such rules and regulations as are necessary to carry out this section.’’. (b) EFFECTIVE DATE.—The amendment made by subsection (a) takes effect 1 year after the date of the enactment of this Act.
SEC. 304. DISASTER GRANT CLOSEOUT PROCEDURES.
Title VII of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5101 et seq.) is amended by adding at the end the following:
‘‘SEC. 705. DISASTER GRANT CLOSEOUT PROCEDURES.
‘‘(a) STATUTE OF LIMITATIONS.— ‘‘(1) IN GENERAL.—Except as provided in paragraph (2), no administrative action to recover any payment made to a State or local government for disaster or emergency assistance under this Act shall be initiated in any forum after the date that is 3 years after the date of transmission of the final expenditure report for the disaster or emergency.
‘‘(2) FRAUD EXCEPTION.—The limitation under paragraph
(1) shall apply unless there is evidence of civil or criminal fraud.
‘‘(b) REBUTTAL OF PRESUMPTION OF RECORD MAINTENANCE.— ‘‘(1) IN GENERAL.—In any dispute arising under this section after the date that is 3 years after the date of transmission of the final expenditure report for the disaster or emergency, there shall be a presumption that accounting records were maintained that adequately identify the source and application of funds provided for financially assisted activities.
‘‘(2) AFFIRMATIVE EVIDENCE.—The presumption described
in paragraph (1) may be rebutted only on production of affirmative evidence that the State or local government did not maintain documentation described in that paragraph. ‘‘(3) INABILITY TO PRODUCE DOCUMENTATION.—The inability of the Federal, State, or local government to produce source documentation supporting expenditure reports later than 3 years after the date of transmission of the final expenditure report shall not constitute evidence to rebut the presumption described in paragraph (1).
‘‘(4) RIGHT OF ACCESS.—The period during which the Federal, State, or local government has the right to access source documentation shall not be limited to the required 3-year retention period referred to in paragraph (3), but shall last as long as the records are maintained.
‘‘(c) BINDING NATURE OF GRANT REQUIREMENTS.—A State or
local government shall not be liable for reimbursement or any other penalty for any payment made under this Act if—
‘‘(1) the payment was authorized by an approved agreement specifying the costs;
‘‘(2) the costs were reasonable; and
‘‘(3) the purpose of the grant was accomplished.’’.
SEC. 305. PUBLIC SAFETY OFFICER BENEFITS FOR CERTAIN FEDERAL AND STATE EMPLOYEES.
(a) IN GENERAL.—Section 1204 of the Omnibus Crime Control and Safe Streets Act of 1968 (42 U.S.C. 3796b) is amended by striking paragraph (7) and inserting the following:
‘‘(7) ‘public safety officer’ means—
42 USC 5205.
42 USC 5187
note.
President.
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‘‘(A) an individual serving a public agency in an official capacity, with or without compensation, as a law enforcement officer, as a firefighter, or as a member of a rescue squad or ambulance crew;
‘‘(B) an employee of the Federal Emergency Management Agency who is performing official duties of the Agency in an area, if those official duties—
‘‘(i) are related to a major disaster or emergency
that has been, or is later, declared to exist with respect to the area under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5121 et seq.);
and
‘‘(ii) are determined by the Director of the Federal
Emergency Management Agency to be hazardous
duties; or
‘‘(C) an employee of a State, local, or tribal emergency management or civil defense agency who is performing
official duties in cooperation with the Federal Emergency Management Agency in an area, if those official duties— ‘‘(i) are related to a major disaster or emergency
that has been, or is later, declared to exist with respect to the area under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5121 et seq.);
and
‘‘(ii) are determined by the head of the agency
to be hazardous duties.’’.
(b) EFFECTIVE DATE.—The amendment made by subsection (a) applies only to employees described in subparagraphs (B) and (C) of section 1204(7) of the Omnibus Crime Control and Safe Streets Act of 1968 (as amended by subsection (a)) who are injured or who die in the line of duty on or after the date of the enactment of this Act.
SEC. 306. BUY AMERICAN.
(a) COMPLIANCE WITH BUY AMERICAN ACT.—No funds authorized to be appropriated under this Act or any amendment made by this Act may be expended by an entity unless the entity, in expending the funds, complies with the Buy American Act (41 U.S.C. 10a et seq.).
(b) DEBARMENT OF PERSONS CONVICTED OF FRAUDULENT USE
OF ‘‘MADE IN AMERICA’’ LABELS.—
(1) IN GENERAL.—If the Director of the Federal Emergency Management Agency determines that a person has been convicted of intentionally affixing a label bearing a ‘‘Made in America’’ inscription to any product sold in or shipped to the United States that is not made in America, the Director shall determine, not later than 90 days after determining that the person has been so convicted, whether the person should be debarred from contracting under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5121 et seq.). (2) DEFINITION OF DEBAR.—In this subsection, the term
‘‘debar’’ has the meaning given the term in section 2393(c) of title 10, United States Code.
SEC. 307. TREATMENT OF CERTAIN REAL PROPERTY.
(a) IN GENERAL.—Notwithstanding the National Flood Insurance Act of 1968 (42 U.S.C. 4001 et seq.), the Flood Disaster Deadline.
42 USC 5206.
42 USC 3796b
note.
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Protection Act of 1973 (42 U.S.C. 4002 et seq.), or any other provision of law, or any flood risk zone identified, delineated, or established under any such law (by flood insurance rate map or otherwise), the real property described in subsection (b) shall not be considered to be, or to have been, located in any area having special flood hazards (including any floodway or floodplain). (b) REAL PROPERTY.—The real property described in this subsection is all land and improvements on the land located in the Maple Terrace Subdivisions in the City of Sycamore, DeKalb County, Illinois, including—
(1) Maple Terrace Phase I;
(2) Maple Terrace Phase II;
(3) Maple Terrace Phase III Unit 1;
(4) Maple Terrace Phase III Unit 2;
(5) Maple Terrace Phase III Unit 3;
(6) Maple Terrace Phase IV Unit 1;
(7) Maple Terrace Phase IV Unit 2; and
(8) Maple Terrace Phase IV Unit 3.
(c) REVISION OF FLOOD INSURANCE RATE LOT MAPS.—As soon
as practicable after the date of the enactment of this Act, the Director of the Federal Emergency Management Agency shall revise the appropriate flood insurance rate lot maps of the agency to reflect the treatment under subsection (a) of the real property described in subsection (b).
SEC. 308. STUDY OF PARTICIPATION BY INDIAN TRIBES IN EMERGENCY MANAGEMENT.
(a) DEFINITION OF INDIAN TRIBE.—In this section, the term ‘‘Indian tribe’’ has the meaning given the term in section 4 of the Indian Self-Determination and Education Assistance Act (25 U.S.C. 450b).
(b) STUDY.—
(1) IN GENERAL.—The Director of the Federal Emergency
Management Agency shall conduct a study of participation by Indian tribes in emergency management.
(2) REQUIRED ELEMENTS.—The study shall—
(A) survey participation by Indian tribes in training,
predisaster and postdisaster mitigation, disaster preparedness, and disaster recovery programs at the Federal and State levels; and
(B) review and assess the capacity of Indian tribes
to participate in cost-shared emergency management programs and to participate in the management of the programs. (3) CONSULTATION.—In conducting the study, the Director shall consult with Indian tribes.
(c) REPORT.—Not later than 1 year after the date of the enactment of this Act, the Director shall submit a report on the study under subsection (b) to—
(1) the Committee on Environment and Public Works of
the Senate;
(2) the Committee on Transportation and Infrastructure
of the House of Representatives;
(3) the Committee on Appropriations of the Senate; and
Deadline.
42 USC 5121
note.
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LEGISLATIVE HISTORY—H.R. 707 (S. 1691):
HOUSE REPORTS: No. 106–40 (Comm. on Transportation and Infrastructure).
SENATE REPORTS: No. 106–295 accompanying S. 1691 (Comm. on Environment and Public Works).
CONGRESSIONAL RECORD:
Vol. 145 (1999): Mar. 4, considered and passed House.
Vol. 146 (2000): July 19, considered and passed Senate, amended.
Oct. 3, House concurred in Senate amendment with an
amendment.
Oct. 5, Senate concurred in House amendment with an
amendment.
Oct. 10, House concurred in Senate amendment.
Æ
(4) the Committee on Appropriations of the House of Representatives.
Approved October 30, 2000.
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ANNEX B. REGULATIONS
The Disaster Mitigation Act of 2000 (P.L. 106-390) facilitates a new and revitalized approach to mitigation planning. DMA 2000 amended the Robert T. Stafford Disaster Relief and Emergency Assistance Act by repealing the previous mitigation planning provisions (Section 409) and replacing them with a new set of mitigation plan requirements (Section 322). This new section emphasizes the need for state, Tribal, and local entities to closely coordinate mitigation planning and implementation efforts. The following pages provide a description of the Disaster Mitigation Act of 2000, as well as the Interim Final Rule for mitigation planning.
Tuesday,
February 26, 2002
Part III
Federal Emergency
Management Agency
44 CFR Parts 201 and 206
Hazard Mitigation Planning and Hazard
Mitigation Grant Program; Interim Final
Rule
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FEDERAL EMERGENCY
MANAGEMENT AGENCY
44 CFR Parts 201 and 206
RIN 3067–AD22
Hazard Mitigation Planning and Hazard
Mitigation Grant Program
AGENCY: Federal Emergency
Management Agency.
ACTION: Interim final rule.
SUMMARY: This rule addresses State
mitigation planning, identifies new
local mitigation planning requirements,
authorizes Hazard Mitigation Grant
Program (HMGP) funds for planning
activities, and increases the amount of
HMGP funds available to States that
develop a comprehensive, enhanced
mitigation plan. This rule also requires
that repairs or construction funded by a
disaster loan or grant must be carried
out in accordance with applicable
standards and says that FEMA may
require safe land use and construction
practices as a condition of grantees
receiving disaster assistance under the
Stafford Act.
DATES: Effective Date: February 26,
2002.
Comment Date: We will accept
written comments through April 29,
2002.
ADDRESSES: Please send written
comments to the Rules Docket Clerk,
Office of the General Counsel, Federal
Emergency Management Agency, 500 C
Street, SW., room 840, Washington, DC
20472, (facsimile) 202–646–4536, or
(email) [email protected].
FOR FURTHER INFORMATION CONTACT:
Margaret E. Lawless, Federal Insurance
and Mitigation Administration, Federal
Emergency Management Agency, 500 C
Street, SW., Washington, DC, 20472,
202–646–3027, (facsimile) 202–646–
3104, or (email)
[email protected].
SUPPLEMENTARY INFORMATION:
Introduction
Throughout the preamble and the rule
the terms ‘‘we’’, ‘‘our’’ and ‘‘us’’ refer to
FEMA.
Section 322 of the Robert T. Stafford
Disaster Relief and Emergency
Assistance Act (Stafford Act or the Act),
42 U.S.C. 5165, enacted under § 104 the
Disaster Mitigation Act of 2000, (DMA
2000) P.L. 106–390, provides new and
revitalized approaches to mitigation
planning. This section: (1) Continues
the requirement for a Standard State
Mitigation plan as a condition of
disaster assistance; (2) provides for
States to receive an increased
percentage of HMGP funds (from 15 to
20 percent of the total estimated eligible
Federal assistance) if, at the time of the
declaration of a major disaster, they
have in effect a FEMA-approved
Enhanced State Mitigation Plan that
meets the factors listed in this rule; (3)
establishes a new requirement for local
mitigation plans; and (4) authorizes up
to 7 percent of the HMGP funds
available to a State to be used for
development of State, tribal, and local
mitigation plans. We will give Indian
tribal governments the opportunity to
fulfill the requirements of § 322 either as
a grantee or a subgrantee. An Indian
tribal government may choose to apply
for HMGP funding directly to us and
would then serve as a grantee, meeting
the State level responsibilities, or it may
apply through the State, meeting the
local government or subgrantee
responsibilities.
Section 322, in concert with other
sections of the Act, provides a
significant opportunity to reduce the
Nation’s disaster losses through
mitigation planning. In addition,
implementation of planned, preidentified, cost-effective mitigation measures will streamline the disaster
recovery process. The Act provides a
framework for linking pre- and postdisaster mitigation planning and initiatives with public and private
interests to ensure an integrated,
comprehensive approach to disaster loss
reduction. The language in the Act,
taken as a whole, emphasizes the
importance of strong State and local
planning processes and comprehensive
program management at the State level.
The new planning criteria also support
State administration of the HMGP, and
contemplate a significant State
commitment to mitigation activities,
comprehensive State mitigation
planning, and strong program
management.
The planning process also provides a
link between State and local mitigation
programs. Both State level and local
plans should address strategies for
incorporating post-disaster early
mitigation implementation strategies
and sustainable recovery actions. We
also recognize that governments are
involved in a range of planning
activities and that mitigation plans may
be linked to or reference hazardous
materials and other non-natural hazard
plans. Improved mitigation planning
will result in a better understanding of
risks and vulnerabilities, as well as to
expedite implementation of measures
and activities to reduce those risks, both
pre- and post-disaster.
Section 409 of the Stafford Act, 42
U.S.C. 5176, which required mitigation
plans and the use of minimum codes
and standards, was repealed by the
DMA 2000. These issues are now
addressed in two separate sections of
the law: mitigation planning is in
section 322 of the Act, and minimum
codes and standards are in section 323
of the Act. We previously implemented
section 409 through 44 CFR Part 206,
Subpart M. Since current law now
distinguishes the planning from the
codes and standards in separate
sections, we will address them in
different sections of the CFR. We
address the new planning regulations in
Part 201 to reflect the broader relevance
of planning to all FEMA mitigation
programs, while the minimum
standards remain in Part 206, Federal
Disaster Assistance, Subpart M. The
regulations implementing the Hazard
Mitigation Grant Program are in Part
206, Subpart N. This rule also contains
changes to Subpart N, to reflect the new
planning criteria identified in section
322 of the Act.
The administration is considering
changes to FEMA’s mitigation programs
in the President’s Budget for FY 2003.
However, States and localities still
would be required to have plans in
effect, which meet the minimum
requirements under this rule, as a
condition of receiving mitigation
assistance after November 1, 2003.
Implementation Strategy. States must
have an approved hazard mitigation
plan in order to receive Stafford Act
assistance, excluding assistance
provided pursuant to emergency
provisions. These regulations provide
criteria for the new two-tiered State
mitigation plan process: Standard State
Mitigation Plans, which allow a State to
receive HMGP funding based on 15
percent of the total estimated eligible
Stafford Act disaster assistance, and
Enhanced State Mitigation Plans, which
allow a State to receive HMGP funds
based on 20 percent of the total
estimated eligible Stafford Act disaster
assistance. Enhanced State Mitigation
Plans must demonstrate that the State
has developed a comprehensive
mitigation program, that it effectively
uses available mitigation funding, and
that it is capable of managing the
increased funding. All State Mitigations
Plans must be reviewed, revised, and reapproved by FEMA every three years.
An important requirement of the
legislation is that we must approve a
completed enhanced plan before a
disaster declaration, in order for the
State to be eligible for the increased
funding.
We will no longer require States to
revise their mitigation plan after every
disaster declaration, as under former
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We recommend, however, that States
consider revising their plan if a disaster
or other circumstances significantly
affect its mitigation priorities. States
with existing mitigation plans, approved
under former section 409, will continue
to be eligible for the 15 percent HMGP
funding until November 1, 2003, when
all State mitigation plans must meet the
requirements of these regulations. If
State plans are not revised and
approved to meet the Standard State
Mitigation Plan requirements by that
time, they will be ineligible for Stafford
Act assistance, excluding emergency
assistance.
Indian tribal governments may choose
to apply directly to us for HMGP
funding, and would therefore be
responsible for having an approved
State level mitigation plan, and would
act as the grantee. If an Indian tribal
government chooses to apply for HMGP
grants through the State, they would be
responsible for having an approved
local level mitigation plan, and would
serve as a subgrantee accountable to the
State as grantee.
This rule also establishes local
planning criteria so that these
jurisdictions can actively begin the
hazard mitigation planning process.
This requirement is to encourage the
development of comprehensive
mitigation plans before disaster events.
Section 322 requires local governments
to have an approved local mitigation
plan to be eligible to receive an HMGP
project grant; however, this requirement
will not fully take effect until November
1, 2003. FEMA Regional Directors may
grant an exception to this requirement
in extenuating circumstances. Until
November 1, 2003, local governments
will be able to receive HMGP project
grant funds and may prepare a
mitigation plan concurrently with
implementation of their project grant.
We anticipate that the Predisaster
Mitigation program authorized by
section 203 of the Act, 42 U.S.C. 5133,
will also support this local mitigation
planning by making funds available for
the development of comprehensive local
mitigation plans. Managing States that
we approve under new criteria
established under section 404 of the
Act, 42 U.S.C. 5170c(c), as amended by
section 204 of DMA 2000 will have
approval authority for local mitigation
plans. This provision does not apply to
States that we approved under the
Managing State program in effect before
enactment of DMA 2000.
Our goal is for State and local
governments to develop comprehensive
and integrated plans that are
coordinated through appropriate State,
local, and regional agencies, as well as
non-governmental interest groups. To
the extent feasible and practicable, we
would also like to consolidate the
planning requirements for different
FEMA mitigation programs. This will
ensure that one local plan will meet the
minimum requirements for all of the
different FEMA mitigation programs,
such as the Flood Mitigation Assistance
Program (authorized by sections 553
and 554 of the National Flood Insurance
Reform Act of 1994, 42 U.S.C. 4104c
and 42 U.S.C. 4104d), the Community
Rating System (authorized by section
541 of the National Flood Insurance
Reform Act of 1994, 42 U.S.C. 4022), the
Pre-Disaster Mitigation Program
(authorized by section 203 of the
Stafford Act), the Hazard Mitigation
Grant Program (authorized by section
404 of the Stafford Act), and the
mitigation activities that are based upon
the provisions of section 323 and
subsections 406(b) and (e) of the
Stafford Act. The mitigation plans may
also serve to integrate documents and
plans produced under other emergency
management programs. State level plans
should identify overall goals and
priorities, incorporating the more
specific local risk assessments, when
available, and including projects
identified through the local planning
process.
Under section 322(d), up to 7 percent
of the available HMGP funds may now
be used for planning, and we encourage
States to use these funds for local plan
development. In a memorandum to
FEMA Regional Directors dated
December 21, 2000, we announced that
this provision of section 322 was
effective for disasters declared on or
after October 30, 2000, the date on
which the Disaster Mitigation Act of
2000 became law. Regional Directors are
encouraging States to make these funds
immediately available to local and
Indian tribal governments, although the
funds can be used for plan development
and review at the State level as well.
As discussed earlier in this
Supplementary Information, subsection
323(a) of the Stafford Act, 42 U.S.C.
5166(a), requires as a precondition to
receiving disaster assistance under the
Act that State and local governments, as
well as eligible private nonprofit
entities, must agree to carry out repair
and reconstruction activities ‘‘in
accordance with applicable standards of
safety, decency, and sanitation and in
conformity with applicable codes,
specifications, and standards.’’ In
addition, that subsection authorizes the
President (FEMA, by virtue of Executive
Order 12148, as amended) to ‘‘require
safe land use and construction practices,
after adequate consultation with
appropriate State and local officials’’ in
the course of the use of Federal disaster
assistance by eligible applicants to
repair and restore disaster-damaged
facilities.
At the same time that we implement
the planning mandates of section 322 of
the Stafford Act, we are also
implementing the Minimum Standards
for Public and Private Structures
provision of section 323 of the Act. This
rule appears at Subpart M of Part 206 of
Title 44 of the Code of Federal
Regulations. As mentioned earlier, the
section 322 planning regulations are in
Part 201, while Part 206, Subpart M
includes only the minimum codes and
standards regulations mandated in
§ 323. The rule to implement § 323 of
the Act reinforces the link between predisaster planning, building and construction standards, and postdisaster reconstruction efforts.
We encourage comments on this
interim final rule, and we will make
every effort to involve all interested
parties prior to the development of the
Final Rule.
Justification for Interim Final Rule
In general, FEMA publishes a rule for
public comment before issuing a final
rule, under the Administrative
Procedure Act, 5 U.S.C. 533 and 44 CFR
1.12. The Administrative Procedure Act,
however, provides an exception from
that general rule where the agency for
good cause finds the procedures for
comment and response contrary to
public interest. Section 322 of the
Stafford Act allows States to receive
increased post-disaster grant funding for
projects designed to reduce future
disaster losses. States will only be
eligible for these increased funds if they
have a FEMA-approved Enhanced State
Mitigation Plan.
This interim final rule provides the
criteria for development and approval of
these plans, as well as criteria for local
mitigation plans required by this
legislation. In order for State and local
governments to be positioned to receive
these mitigation funds as soon as
possible, these regulations must be in
effect. The public benefit of this rule
will be to assist States and communities
assess their risks and identify activities
to strengthen the larger community and
the built environment in order to
become less susceptible to disasters.
Planning serves as the vital foundation
to saving lives and protecting
properties, having integrated plans in
place can serve to both streamline
recovery efforts and lessen potential
future damages. Therefore, we believe it
is contrary to the public interest to delay
VerDate 11<MAY>2000 10:58 Feb 25, 2002 Jkt 197001 PO 00000 Frm 00003 Fmt 4701 Sfmt 4700 E:\FR\FM\26FER2.SGM pfrm04 PsN: 26FER2 8846 Federal Register / Vol. 67, No. 38 / Tuesday, February 26, 2002 / Rules and Regulations the benefits of this rule. In accordance
with the Administrative Procedure Act,
5 U.S.C. 553(d)(3), we find that there is
good cause for the interim final rule to
take effect immediately upon
publication in the Federal Register in
order to meet the needs of States and
communities by identifying criteria for
mitigation plans in order to reduce risks
nationwide, establish criteria for
minimum codes and standards in postdisaster reconstruction, and to allow States to adjust their mitigation plans to
receive the increase in mitigation
funding.
In addition, we believe that, under the
circumstances, delaying the effective
date of this rule until after the comment
period would not further the public
interest. Prior to this rulemaking, FEMA
hosted a meeting where interested
parties provided comments and
suggestions on how we could
implement these planning requirements.
Participants in this meeting included
representatives from the National
Emergency Management Association,
the Association of State Floodplain
Managers, the National Governors’
Association, the International
Association of Emergency Managers, the
National Association of Development
Organizations, the American Public
Works Association, the National League
of Cities, the National Association of
Counties, the National Conference of
State Legislatures, the International
City/County Management Association,
and the Bureau of Indian Affairs. We
took comments and suggestions
provided at this meeting into account in
developing this interim final rule.
Therefore, we find that prior notice and
comment on this rule would not further
the public interest. We actively
encourage and solicit comments on this
interim final rule from interested
parties, and we will consider them in
preparing the final rule. For these
reasons, we believe we have good cause
to publish an interim final rule.
National Environmental Policy Act
44 CFR 10.8(d)(2)(ii) excludes this
rule from the preparation of an
environmental assessment or
environmental impact statement, where
the rule relates to actions that qualify for
categorical exclusion under 44 CFR
10.8(d)(2)(iii), such as the development
of plans under this section.
Executive Order 12866, Regulatory
Planning and Review
We have prepared and reviewed this
rule under the provisions of E.O. 12866,
Regulatory Planning and Review. Under
Executive Order 12866, 58 FR 51735,
October 4, 1993, a significant regulatory
action is subject to OMB review and the
requirements of the Executive Order.
The Executive Order defines
‘‘significant regulatory action’’ as one
that is likely to result in a rule that may:
(1) Have an annual effect on the
economy of $100 million or more or
adversely affect in a material way the
economy, a sector of the economy,
productivity, competition, jobs, the
environment, public health or safety, or
State, local, or tribal governments or
communities;
(2) Create a serious inconsistency or
otherwise interfere with an action taken
or planned by another agency;
(3) Materially alter the budgetary
impact of entitlements, grants, user fees,
or loan programs or the rights and
obligations of recipients thereof; or
(4) Raise novel legal or policy issues
arising out of legal mandates, the
President’s priorities, or the principles
set forth in the Executive Order.
The purpose of this rule is to
implement section 322 of the Stafford
Act which addresses mitigation
planning at the State, tribal, and local
levels, identifies new local planning
requirements, allows Hazard Mitigation
Grant Program (HMGP) funds for
planning activities, and increases the
amount of HMGP funds available to
States that develop a comprehensive,
enhanced mitigation plan. The rule
identifies local mitigation planning
requirements before approval of project
grants, and requires our approval of an
Enhanced State Mitigation plan as a
condition for increased mitigation
funding. The rule also implements
section 323 of the Stafford Act, which
requires that repairs or construction
funded by disaster loans or grants must
comply with applicable standards and
safe land use and construction practices.
As such the rule itself will not have an
effect on the economy of more than
$100,000,000.
Therefore, this rule is a significant
regulatory action and is not an
economically significant rule under
Executive Order 12866. The Office of
Management and Budget (OMB) has
reviewed this rule under Executive
Order 12866.
Executive Order 12898, Environmental
Justice
Under Executive Order 12898, Federal
Actions to Address Environmental
Justice in Minority Populations and
Low-Income Populations, 59 FR 7629,
February 16, 1994, we incorporate
environmental justice into our policies
and programs. The Executive Order
requires each Federal agency to conduct
its programs, policies, and activities that
substantially affect human health or the
environment, in a manner that ensures
that those programs, policies, and
activities do not have the effect of
excluding persons from participation in
our programs, denying persons the
benefits of our programs, or subjecting
persons to discrimination because of
their race, color, or national origin.
No action that we can anticipate
under the final rule will have a
disproportionately high or adverse
human health and environmental effect
on any segment of the population.
Section 322 focuses specifically on
mitigation planning to: Identify the
natural hazards, risks, and
vulnerabilities of areas in States,
localities, and tribal areas; support
development of local mitigation plans;
provide for technical assistance to local
and tribal governments for mitigation
planning; and identify and prioritize
mitigation actions that the State will
support, as resources become available.
Section 323 requires compliance with
applicable codes and standards in repair
and construction, and use of safe land
use and construction standards.
Accordingly, the requirements of
Executive Order 12898 do not apply to
this interim final rule.
Paperwork Reduction Act of 1995
As required by the Paperwork
Reduction Act of 1995 (44 U.S.C.
3507(d)) and concurrent with the
publication of this interim final rule, we
have submitted a request for review and
approval of a new collection of
information, which is contained in this
interim final rule. Under the Paperwork
Reduction Act of 1995, a person may
not be penalized for failing to comply
with an information collection that does
not display a currently valid Office of
Management and Budget (OMB) control
number. The request was submitted to
OMB for approval under the emergency
processing procedures in OMB
regulation 5 CFR 1320.1. OMB has
approved this collection of information
for use through August 31, 2002, under
OMB Number 3067–0297.
We expect to follow this emergency
request with a request for OMB approval
to continue the use of the collection of
information for a term of three years.
The request will be processed under
OMB’s normal clearance procedures in
accordance with provisions of OMB
regulation 5 CFR 1320.10. To help us
with the timely processing of the
emergency and normal clearance
submissions to OMB, we invite the
general public to comment on the
collection of information. This notice
and request for comments complies
with the provisions of the Paperwork
VerDate 11<MAY>2000 10:58 Feb 25, 2002 Jkt 197001 PO 00000 Frm 00004 Fmt 4701 Sfmt 4700 E:\FR\FM\26FER2.SGM pfrm04 PsN: 26FER2 Federal Register / Vol. 67, No. 38 / Tuesday, February 26, 2002 / Rules and Regulations 8847 Reduction Act of 1995 (44 U.S.C.
3506(c)(2)(A)).
Collection of Information
Title: State/Local/Tribal Hazard
Mitigation Plans under Section 322 of
the Disaster Mitigation Act of 2000.
Abstract: Section 322 of the Robert T.
Stafford Disaster Relief and Emergency
Assistant Act, as amended by Section
104 of the Disaster Mitigation Act of
2000, provides new and revitalized
approaches to mitigation planning. To
obtain Federal assistance, new planning
provisions require that each state, local,
and tribal government prepare a hazard
mitigation plan to include sections that
describe the planning process, an
assessment of the risks, a mitigation
strategy, and identification of the plan
maintenance and updating process. The
Act provides a framework for linking
pre- and post-disaster mitigation
planning and initiatives with public and
private interests to ensure an integrated,
comprehensive approach to disaster loss
reduction. Under Section 322 there is a
two-tiered State mitigation plan process.
State mitigation plans must be
reviewed, revised, and submitted to us
every 3 years.
(1) A Standard State Mitigation Plan
must be approved by us in order for
States to be eligible to receive Hazard
Mitigation Grant Program (HGMP)
funding based on 15 percent of the total
estimated eligible Federal disaster
assistance. This plan demonstrates the
State’s goals, priorities, and
commitment to reduce risks from
natural hazards and serves as a guide for
State and local decision makers as they
commit resources to reducing the effects
of natural hazards.
(2) An Enhanced State Mitigation
Plan must be approved by us for a State
to be eligible to receive HMGP funds
based on 20 percent of the total
estimated eligible Federal disaster
assistance. This plan must be approved
by us within the 3 years prior to the
current major disaster declaration. It
must demonstrate that a State has
developed a comprehensive mitigation
program, is effectively using available
mitigation funding, and is capable of
managing the increased funding.
To be eligible to receive HMGP
project grants, local governments must
develop Local Mitigation Plans that
include a risk assessment and mitigation
strategy to reduce potential losses and
target resources. Plans must be
reviewed, revised, and submitted to us
for approval every 5 years.
To receive HMGP project grants, tribal
governments may apply as a grantee or
subgrantee, and will be required to meet
the planning requirements of a State or
local government.
Estimated Total Annual Burden:
Type of collection/forms No. of respondents
Hours per responseAnnual burden
hours
Update state or tribal mitigation plans (standard state mitigation plans) .................................... 18 320 5,760 State review of local plans .......................................................................................................... 500 local plans
8 4,000
States develop Enhanced State Mitigation Plans ....................................................................... 7 100 700 Local or tribal governments develop mitigation plans ................................................................. 500 local plans
300 150,000
Total burden ......................................................................................................................... ........................ ........................ 160,460 Comments: We are soliciting written
comments to: (a) Evaluate whether the
proposed data collection is necessary for
the proper performance of the agency,
including whether the information shall
have practical utility; (b) evaluate the
accuracy of the agency’s estimate of the
burden of the proposed collection of
information; (c) obtain
recommendations to enhance the
quality, utility, and clarity of the
information to be collected; and (d)
evaluate the extent to which automated,
electronic, mechanical, or other
technological collection techniques may
further reduce the respondents’ burden.
FEMA will accept comments through
April 29, 2002.
Addressee: Interested persons should
submit written comments to Muriel B.
Anderson, Chief, Records Management
Section, Program Services and Systems
Branch, Facilities Management and
Services Division, Administration and
Resource Planning Directorate, Federal
Emergency Management Agency, 500 C
Street, Street, SW., Washington, DC
20472.
FOR FURTHER INFORMATION CONTACT: You
may obtain copies of the OMB
paperwork clearance package by
contacting Ms. Anderson at (202) 646–
2625 (voice), (202) 646–3347 (facsimile),
or by e-mail at
[email protected].
Executive Order 13132, Federalism
Executive Order 13132, Federalism,
dated August 4, 1999, sets forth
principles and criteria that agencies
must adhere to in formulating and
implementing policies that have
federalism implications, that is,
regulations that have substantial direct
effects on the States, or on the
distribution of power and
responsibilities among the various
levels of government. Federal agencies
must closely examine the statutory
authority supporting any action that
would limit the policymaking discretion
of the States, and to the extent
practicable, must consult with State and
local officials before implementing any
such action.
We have reviewed this rule under
E.O.13132 and have concluded that the
rule does not have federalism
implications as defined by the Executive
Order. We have determined that the rule
does not significantly affect the rights,
roles, and responsibilities of States, and
involves no preemption of State law nor
does it limit State policymaking
discretion.
However, we have consulted with
State and local officials. In order to
assist us in the development of this rule,
we hosted a meeting to allow interested
parties an opportunity to provide their
perspectives on the legislation and
options for implementation of § 322.
Stakeholders who attended the meeting
included representatives from the
National Emergency Management
Association, the Association of State
Floodplain Managers, the National
Governors’ Association, the
International Association of Emergency
Managers, the National Association of
Development Organizations, the
American Public Works Association, the
National League of Cities, the National
Association of Counties, the National
Conference of State Legislatures, the
International City/County Management
Association, and the Bureau of Indian
Affairs. We received valuable input
from all parties at the meeting, which
we took into account in the
development of this rule. Additionally,
we actively encourage and solicit
comments on this interim final rule
from interested parties, and we will
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rule.
Executive Order 13175, Consultation
and Coordination With Indian Tribal
Governments
We have reviewed this interim final
rule under Executive Order 13175,
which became effective on February 6,
2001. Under the Hazard Mitigation
Grant Program (HMGP), Indian tribal
governments will have the option to
apply for grants directly to us and to
serve as ‘‘grantee’’, carrying out ‘‘State’’
roles. If they choose this option, tribal
governments may submit either a Statelevel Standard Mitigation Plan for the 15 percent HMGP funding or a Statelevel Enhanced Mitigation Plan for 20 percent HMGP funding. In either case,
Indian tribal governments would be able
to spend up to 7 percent of those funds
on planning. Before developing this
rule, we met with representatives from
State and local governments and the
Bureau of Indian Affairs, to discuss the
new planning opportunities and
requirements of § 322 of the Stafford
Act. We received valuable input from all
parties, which helped us to develop this
interim final rule.
In reviewing the interim final rule, we
find that it does not have ‘‘tribal
implications’’ as defined in Executive
Order 13175 because it will not have a
substantial direct effect on one or more
Indian tribes, on the relationship
between the Federal Government and
Indian tribes, or on the distribution of
power and responsibilities between the
Federal Government and Indian tribes.
Moreover, the interim final rule does
not impose substantial direct
compliance costs on tribal governments,
nor does it preempt tribal law, impair
treaty rights or limit the self-governing
powers of tribal governments.
Congressional Review of Agency
Rulemaking
We have sent this interim final rule to
the Congress and to the General
Accounting Office under the
Congressional Review of Agency
Rulemaking Act, Public Law 104–121.
The rule is a not ‘‘major rule’’ within the
meaning of that Act. It is an
administrative action in support of
normal day-to-day mitigation planning
activities required by section 322 and
compliance under section 323 of the
Stafford Act, as enacted in DMA 2000.
The rule will not result in a major
increase in costs or prices for
consumers, individual industries,
Federal, State, or local government
agencies, or geographic regions. It will
not have ‘‘significant adverse effects’’ on
competition, employment, investment,
productivity, innovation, or on the
ability of United States-based
enterprises to compete with foreignbased enterprises. This final rule is subject to the information collection
requirements of the Paperwork
Reduction Act, and OMB has assigned
Control No. 3067–0297. The rule is not
an unfunded Federal mandate within
the meaning of the Unfunded Mandates
Reform Act of 1995, Public Law 104–4,
and any enforceable duties that we
impose are a condition of Federal
assistance or a duty arising from
participation in a voluntary Federal
program.
List of Subjects in 44 CFR Part 201 and
Part 206
Administrative practice and
procedure, Disaster assistance, Grant
programs, Mitigation planning,
Reporting and recordkeeping
requirements.
Accordingly, Amend 44 CFR,
Subchapter D—Disaster Assistance, as
follows:
1. Add Part 201 to read as follows:
PART 201—MITIGATION PLANNING
Sec.
201.1 Purpose.
201.2 Definitions.
201.3 Responsibilities.
201.4 Standard State Mitigation Plans.
201.5 Enhanced State Mitigation Plans.
201.6 Local Mitigation Plans.
Authority: Robert T. Stafford Disaster
Relief and Emergency Assistance Act, 42
U.S.C. 5121–5206; Reorganization Plan No. 3
of 1978, 43 FR 41943, 3 CFR, 1978 Comp.,
p. 329; E.O. 12127, 44 FR 19367, 3 CFR, 1979
Comp., p. 376; E.O. 12148, 44 FR 43239, 3
CFR, 1979 Comp., p. 412; and E.O. 12673, 54
FR 12571, 3 CFR, 1989 Comp., p. 214.
§ 201.1 Purpose.
(a) The purpose of this part is to
provide information on the polices and
procedures for mitigation planning as
required by the provisions of section
322 of the Stafford Act, 42 U.S.C. 5165.
(b) The purpose of mitigation
planning is for State, local, and Indian
tribal governments to identify the
natural hazards that impact them, to
identify actions and activities to reduce
any losses from those hazards, and to
establish a coordinated process to
implement the plan, taking advantage of
a wide range of resources.
§ 201.2 Definitions.
Grantee means the government to
which a grant is awarded, which is
accountable for the use of the funds
provided. The grantee is the entire legal
entity even if only a particular
component of the entity is designated in
the grant award document. Generally,
the State is the grantee. However, after
a declaration, an Indian tribal
government may choose to be a grantee,
or may act as a subgrantee under the
State. An Indian tribal government
acting as grantee will assume the
responsibilities of a ‘‘state’’, as
described in this part, for the purposes
of administering the grant.
Hazard mitigation means any
sustained action taken to reduce or
eliminate the long-term risk to human
life and property from hazards.
Hazard Mitigation Grant Program
means the program authorized under
section 404 of the Stafford Act, 42 U.S.C
5170c and implemented at 44 CFR Part
206, Subpart N, which authorizes
funding for certain mitigation measures
identified through the evaluation of
natural hazards conducted under
section 322 of the Stafford Act 42 U.S.C
5165.
Indian tribal government means any
Federally recognized governing body of
an Indian or Alaska Native tribe, band,
nation, pueblo, village, or community
that the Secretary of Interior
acknowledges to exist as an Indian tribe
under the Federally Recognized Tribe
List Act of 1994, 25 U.S.C. 479a. This
does not include Alaska Native
corporations, the ownership of which is
vested in private individuals.
Local government is any county,
municipality, city, town, township,
public authority, school district, special
district, intrastate district, council of
governments (regardless of whether the
council of governments is incorporated
as a nonprofit corporation under State
law), regional or interstate government
entity, or agency or instrumentality of a
local government; any Indian tribe or
authorized tribal organization, or Alaska
Native village or organization; and any
rural community, unincorporated town
or village, or other public entity.
Managing State means a State to
which FEMA has delegated the
authority to administer and manage the
HMGP under the criteria established by
FEMA pursuant to 42 U.S.C. 5170c(c).
FEMA may also delegate authority to
tribal governments to administer and
manage the HMGP as a Managing State.
Regional Director is a director of a
regional office of FEMA, or his/her
designated representative.
Small and impoverished communities
means a community of 3,000 or fewer
individuals that is identified by the
State as a rural community, and is not
a remote area within the corporate
boundaries of a larger city; is
economically disadvantaged, by having
an average per capita annual income of
residents not exceeding 80 percent of
national, per capita income, based on
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unemployment rate exceeds by one
percentage point or more, the most
recently reported, average yearly
national unemployment rate; and any
other factors identified in the State Plan
in which the community is located.
The Stafford Act refers to the Robert
T. Stafford Disaster Relief and
Emergency Assistance Act, Public Law
93–288, as amended (42 U.S.C. 5121–
5206).
State is any State of the United States,
the District of Columbia, Puerto Rico,
the Virgin Islands, Guam, American
Samoa, and the Commonwealth of the
Northern Mariana Islands.
State Hazard Mitigation Officer is the
official representative of State
government who is the primary point of
contact with FEMA, other Federal
agencies, and local governments in
mitigation planning and
implementation of mitigation programs
and activities required under the
Stafford Act.
Subgrantee means the government or
other legal entity to which a subgrant is
awarded and which is accountable to
the grantee for the use of the funds
provided. Subgrantees can be a State
agency, local government, private nonprofit organizations, or Indian tribal government. Indian tribal governments
acting as a subgrantee are accountable to
the State grantee.
§ 201.3 Responsibilities.
(a) General. This section identifies the
key responsibilities of FEMA, States,
and local/tribal governments in carrying
out section 322 of the Stafford Act, 42
U.S.C. 5165.
(b) FEMA. The key responsibilities of
the Regional Director are to:
(1) Oversee all FEMA related pre- and
post-disaster hazard mitigation
programs and activities;
(2) Provide technical assistance and
training to State, local, and Indian tribal
governments regarding the mitigation
planning process;
(3) Review and approve all Standard
and Enhanced State Mitigation Plans;
(4) Review and approve all local
mitigation plans, unless that authority
has been delegated to the State in
accordance with § 201.6(d);
(5) Conduct reviews, at least once
every three years, of State mitigation
activities, plans, and programs to ensure
that mitigation commitments are
fulfilled, and when necessary, take
action, including recovery of funds or
denial of future funds, if mitigation
commitments are not fulfilled.
(c) State. The key responsibilities of
the State are to coordinate all State and
local activities relating to hazard
evaluation and mitigation and to:
(1) Prepare and submit to FEMA a
Standard State Mitigation Plan
following the criteria established in
§ 201.4 as a condition of receiving
Stafford Act assistance (except
emergency assistance).
(2) In order to be considered for the
20 percent HMGP funding, prepare and
submit an Enhanced State Mitigation
Plan in accordance with § 201.5, which
must be reviewed and updated, if
necessary, every three years from the
date of the approval of the previous
plan.
(3) At a minimum, review and, if
necessary, update the Standard State
Mitigation Plan by November 1, 2003
and every three years from the date of
the approval of the previous plan in
order to continue program eligibility.
(4) Make available the use of up to the
7 percent of HMGP funding for planning
in accordance with § 206.434.
(5) Provide technical assistance and
training to local governments to assist
them in applying for HMGP planning
grants, and in developing local
mitigation plans.
(6) For Managing States that have
been approved under the criteria
established by FEMA pursuant to 42
U.S.C. 5170c(c), review and approve
local mitigation plans in accordance
with § 201.6(d).
(d) Local governments. The key
responsibilities of local governments are
to:
(1) Prepare and adopt a jurisdictionwide natural hazard mitigation plan as a condition of receiving project grant
funds under the HMGP, in accordance
with § 201.6.
(2) At a minimum, review and, if
necessary, update the local mitigation
plan every five years from date of plan
approval to continue program eligibility.
(e) Indian tribal governments. Indian
tribal governments will be given the
option of applying directly to us for
Hazard Mitigation Grant Program
funding, or they may choose to apply
through the State. If they apply directly
to us, they will assume the
responsibilities of the State, or grantee,
and if they apply through the State, they
will assume the responsibilities of the
local government, or subgrantee.
§ 201.4 Standard State Mitigation Plans.
(a) Plan requirement. By November 1,
2003, States must have an approved
Standard State Mitigation plan meeting
the requirements of this section, in
order to receive assistance under the
Stafford Act, although assistance
authorized under disasters declared
prior to November 1, 2003 will continue
to be made available. In any case,
emergency assistance provided under 42
U.S.C. 5170a, 5170b, 5173, 5174, 5177,
5179, 5180, 5182, 5183, 5184, 5192 will
not be affected. The mitigation plan is
the demonstration of the State’s
commitment to reduce risks from
natural hazards and serves as a guide for
State decision makers as they commit
resources to reducing the effects of
natural hazards. States may choose to
include the requirements of the HMGP
Administrative Plan in their mitigation
plan.
(b) Planning process. An effective
planning process is essential in
developing and maintaining a good
plan. The mitigation planning process
should include coordination with other
State agencies, appropriate Federal
agencies, interested groups, and be
integrated to the extent possible with
other ongoing State planning efforts as
well as other FEMA mitigation programs
and initiatives.
(c) Plan content. To be effective the
plan must include the following
elements:
(1) Description of the planning
process used to develop the plan,
including how it was prepared, who
was involved in the process, and how
other agencies participated.
(2) Risk assessments that provide the
factual basis for activities proposed in
the strategy portion of the mitigation
plan. Statewide risk assessments must
characterize and analyze natural
hazards and risks to provide a statewide
overview. This overview will allow the
State to compare potential losses
throughout the State and to determine
their priorities for implementing
mitigation measures under the strategy,
and to prioritize jurisdictions for
receiving technical and financial
support in developing more detailed
local risk and vulnerability assessments.
The risk assessment shall include the
following:
(i) An overview of the type and
location of all natural hazards that can
affect the State, including information
on previous occurrences of hazard
events, as well as the probability of
future hazard events, using maps where
appropriate;
(ii) An overview and analysis of the
State’s vulnerability to the hazards
described in this paragraph (c)(2), based
on estimates provided in local risk
assessments as well as the State risk
assessment. The State shall describe
vulnerability in terms of the
jurisdictions most threatened by the
identified hazards, and most vulnerable
to damage and loss associated with
hazard events. State owned critical or
operated facilities located in the
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addressed;
(iii) An overview and analysis of
potential losses to the identified
vulnerable structures, based on
estimates provided in local risk
assessments as well as the State risk
assessment. The State shall estimate the
potential dollar losses to State owned or
operated buildings, infrastructure, and
critical facilities located in the
identified hazard areas.
(3) A Mitigation Strategy that provides
the State’s blueprint for reducing the
losses identified in the risk assessment.
This section shall include:
(i) A description of State goals to
guide the selection of activities to
mitigate and reduce potential losses.
(ii) A discussion of the State’s preand post-disaster hazard management policies, programs, and capabilities to
mitigate the hazards in the area,
including: an evaluation of State laws,
regulations, policies, and programs
related to hazard mitigation as well as
to development in hazard-prone areas; a
discussion of State funding capabilities
for hazard mitigation projects; and a
general description and analysis of the
effectiveness of local mitigation
policies, programs, and capabilities.
(iii) An identification, evaluation, and
prioritization of cost-effective,
environmentally sound, and technically
feasible mitigation actions and activities
the State is considering and an
explanation of how each activity
contributes to the overall mitigation
strategy. This section should be linked
to local plans, where specific local
actions and projects are identified.
(iv) Identification of current and
potential sources of Federal, State, local,
or private funding to implement
mitigation activities.
(4) A section on the Coordination of
Local Mitigation Planning that includes
the following:
(i) A description of the State process
to support, through funding and
technical assistance, the development of
local mitigation plans.
(ii) A description of the State process
and timeframe by which the local plans
will be reviewed, coordinated, and
linked to the State Mitigation Plan.
(iii) Criteria for prioritizing
communities and local jurisdictions that
would receive planning and project
grants under available funding
programs, which should include
consideration for communities with the
highest risks, repetitive loss properties,
and most intense development
pressures. Further, that for nonplanning grants, a principal criterion for prioritizing grants shall be the extent to
which benefits are maximized according
to a cost benefit review of proposed
projects and their associated costs.
(5) A Plan Maintenance Process that
includes:
(i) An established method and
schedule for monitoring, evaluating, and
updating the plan.
(ii) A system for monitoring
implementation of mitigation measures
and project closeouts.
(iii) A system for reviewing progress
on achieving goals as well as activities
and projects identified in the Mitigation
Strategy.
(6) A Plan Adoption Process. The plan
must be formally adopted by the State
prior to submittal to us for final review
and approval.
(7) Assurances. The plan must
include assurances that the State will
comply with all applicable Federal
statutes and regulations in effect with
respect to the periods for which it
receives grant funding, in compliance
with 44 CFR 13.11(c). The State will
amend its plan whenever necessary to
reflect changes in State or Federal laws
and statutes as required in 44 CFR
13.11(d).
(d) Review and updates. Plan must be
reviewed and revised to reflect changes
in development, progress in statewide
mitigation efforts, and changes in
priorities and resubmitted for approval
to the appropriate Regional Director
every three years. The Regional review
will be completed within 45 days after
receipt from the State, whenever
possible. We also encourage a State to
review its plan in the post-disaster
timeframe to reflect changing priorities,
but it is not required.
§ 201.5 Enhanced State Mitigation Plans.
(a) A State with a FEMA approved
Enhanced State Mitigation Plan at the
time of a disaster declaration is eligible
to receive increased funds under the
HMGP, based on twenty percent of the
total estimated eligible Stafford Act
disaster assistance. The Enhanced State
Mitigation Plan must demonstrate that a
State has developed a comprehensive
mitigation program, that the State
effectively uses available mitigation
funding, and that it is capable of
managing the increased funding. In
order for the State to be eligible for the
20 percent HMGP funding, FEMA must
have approved the plan within three
years prior to the disaster declaration.
(b) Enhanced State Mitigation Plans
must include all elements of the
Standard State Mitigation Plan
identified in § 201.4, as well as
document the following:
(1) Demonstration that the plan is
integrated to the extent practicable with
other State and/or regional planning
initiatives (comprehensive, growth
management, economic development,
capital improvement, land
development, and/or emergency
management plans) and FEMA
mitigation programs and initiatives that
provide guidance to State and regional
agencies.
(2) Documentation of the State’s
project implementation capability,
identifying and demonstrating the
ability to implement the plan,
including:
(i) Established eligibility criteria for
multi-hazard mitigation measures.
(ii) A system to determine the cost
effectiveness of mitigation measures,
consistent with OMB Circular A–94,
Guidelines and Discount Rates for
Benefit-Cost Analysis of Federal
Programs, and to rank the measures
according to the State’s eligibility
criteria.
(iii) Demonstration that the State has
the capability to effectively manage the
HMGP as well as other mitigation grant
programs, including a record of the
following:
(A) Meeting HMGP and other
mitigation grant application timeframes
and submitting complete, technically
feasible, and eligible project
applications with appropriate
supporting documentation;
(B) Preparing and submitting accurate
environmental reviews and benefit-cost
analyses;
(C) Submitting complete and accurate
quarterly progress and financial reports
on time; and
(D) Completing HMGP and other
mitigation grant projects within
established performance periods,
including financial reconciliation.
(iv) A system and strategy by which
the State will conduct an assessment of
the completed mitigation actions and
include a record of the effectiveness
(actual cost avoidance) of each
mitigation action.
(3) Demonstration that the State
effectively uses existing mitigation
programs to achieve its mitigation goals.
(4) Demonstration that the State is
committed to a comprehensive state
mitigation program, which might
include any of the following:
(i) A commitment to support local
mitigation planning by providing
workshops and training, State planning
grants, or coordinated capability
development of local officials, including
Emergency Management and Floodplain
Management certifications.
(ii) A statewide program of hazard
mitigation through the development of
legislative initiatives, mitigation
councils, formation of public/private
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actions that promote hazard mitigation.
(iii) The State provides a portion of
the non-Federal match for HMGP and/
or other mitigation projects.
(iv) To the extent allowed by State
law, the State requires or encourages
local governments to use a current
version of a nationally applicable model
building code or standard that addresses
natural hazards as a basis for design and
construction of State sponsored
mitigation projects.
(v) A comprehensive, multi-year plan
to mitigate the risks posed to existing
buildings that have been identified as
necessary for post-disaster response and
recovery operations.
(vi) A comprehensive description of
how the State integrates mitigation into
its post-disaster recovery operations.
(c) Review and updates. (1) A State
must review and revise its plan to
reflect changes in development,
progress in statewide mitigation efforts,
and changes in priorities, and resubmit
it for approval to the appropriate
Regional Director every three years. The
Regional review will be completed
within 45 days after receipt from the
State, whenever possible.
(2) In order for a State to be eligible
for the 20 percent HMGP funding, the
Enhanced State Mitigation plan must be
approved by FEMA within the three
years prior to the current major disaster
declaration.
§ 201.6 Local Mitigation Plans.
The local mitigation plan is the
representation of the jurisdiction’s
commitment to reduce risks from
natural hazards, serving as a guide for
decision makers as they commit
resources to reducing the effects of
natural hazards. Local plans will also
serve as the basis for the State to
provide technical assistance and to
prioritize project funding.
(a) Plan requirement. (1) For disasters
declared after November 1, 2003, a local
government must have a mitigation plan
approved pursuant to this section in
order to receive HMGP project grants.
Until November 1, 2003, local
mitigation plans may be developed
concurrent with the implementation of
the project grant.
(2) Regional Directors may grant an
exception to the plan requirement in
extraordinary circumstances, such as in
a small and impoverished community,
when justification is provided. In these
cases, a plan will be completed within
12 months of the award of the project
grant. If a plan is not provided within
this timeframe, the project grant will be
terminated, and any costs incurred after
notice of grant’s termination will not be
reimbursed by FEMA.
(3) Multi-jurisdictional plans (e.g.
watershed plans) may be accepted, as
appropriate, as long as each jurisdiction
has participated in the process and has
officially adopted the plan. State-wide
plans will not be accepted as multijurisdictional plans. (b) Planning process. An open public
involvement process is essential to the
development of an effective plan. In
order to develop a more comprehensive
approach to reducing the effects of
natural disasters, the planning process
shall include:
(1) An opportunity for the public to
comment on the plan during the
drafting stage and prior to plan
approval;
(2) An opportunity for neighboring
communities, local and regional
agencies involved in hazard mitigation
activities, and agencies that have the
authority to regulate development, as
well as businesses, academia and other
private and non-profit interests to be
involved in the planning process; and
(3) Review and incorporation, if
appropriate, of existing plans, studies,
reports, and technical information.
(c) Plan content. The plan shall
include the following:
(1) Documentation of the planning
process used to develop the plan,
including how it was prepared, who
was involved in the process, and how
the public was involved.
(2) A risk assessment that provides
the factual basis for activities proposed
in the strategy to reduce losses from
identified hazards. Local risk
assessments must provide sufficient
information to enable the jurisdiction to
identify and prioritize appropriate
mitigation actions to reduce losses from
identified hazards. The risk assessment
shall include:
(i) A description of the type, location,
and extent of all natural hazards that
can affect the jurisdiction. The plan
shall include information on previous
occurrences of hazard events and on the
probability of future hazard events.
(ii) A description of the jurisdiction’s
vulnerability to the hazards described in
paragraph (c)(2)(i) of this section. This
description shall include an overall
summary of each hazard and its impact
on the community. The plan should
describe vulnerability in terms of:
(A) The types and numbers of existing
and future buildings, infrastructure, and
critical facilities located in the
identified hazard areas;
(B) An estimate of the potential dollar
losses to vulnerable structures identified
in paragraph (c)(2)(i)(A) of this section
and a description of the methodology
used to prepare the estimate;
(C) Providing a general description of
land uses and development trends
within the community so that mitigation
options can be considered in future land
use decisions.
(iii) For multi-jurisdictional plans, the
risk assessment section must assess each
jurisdiction’s risks where they vary from
the risks facing the entire planning area.
(3) A mitigation strategy that provides
the jurisdiction’s blueprint for reducing
the potential losses identified in the risk
assessment, based on existing
authorities, policies, programs and
resources, and its ability to expand on
and improve these existing tools. This
section shall include:
(i) A description of mitigation goals to
reduce or avoid long-term
vulnerabilities to the identified hazards.
(ii) A section that identifies and
analyzes a comprehensive range of
specific mitigation actions and projects
being considered to reduce the effects of
each hazard, with particular emphasis
on new and existing buildings and
infrastructure.
(iii) An action plan describing how
the actions identified in paragraph
(c)(2)(ii) of this section will be
prioritized, implemented, and
administered by the local jurisdiction.
Prioritization shall include a special
emphasis on the extent to which
benefits are maximized according to a
cost benefit review of the proposed
projects and their associated costs.
(iv) For multi-jurisdictional plans,
there must be identifiable action items
specific to the jurisdiction requesting
FEMA approval or credit of the plan.
(4) A plan maintenance process that
includes:
(i) A section describing the method
and schedule of monitoring, evaluating,
and updating the mitigation plan within
a five-year cycle.
(ii) A process by which local
governments incorporate the
requirements of the mitigation plan into
other planning mechanisms such as
comprehensive or capital improvement
plans, when appropriate.
(iii) Discussion on how the
community will continue public
participation in the plan maintenance
process.
(5) Documentation that the plan has
been formally adopted by the governing
body of the jurisdiction requesting
approval of the plan (e.g., City Council,
County Commissioner, Tribal Council).
For multi-jurisdictional plans, each
jurisdiction requesting approval of the
plan must document that it has been
formally adopted.
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submitted to the State Hazard Mitigation
Officer for initial review and
coordination. The State will then send
the plan to the appropriate FEMA
Regional Office for formal review and
approval.
(2) The Regional review will be
completed within 45 days after receipt
from the State, whenever possible.
(3) Plans must be reviewed, revised if
appropriate, and resubmitted for
approval within five years in order to
continue to be eligible for HMGP project
grant funding.
(4) Managing States that have been
approved under the criteria established
by FEMA pursuant to 42 U.S.C. 5170c(c)
will be delegated approval authority for
local mitigation plans, and the review
will be based on the criteria in this part.
Managing States will review the plans
within 45 days of receipt of the plans,
whenever possible, and provide a copy
of the approved plans to the Regional
Office.
PART 206—FEDERAL DISASTER
ASSISTANCE FOR DISASTERS
DECLARED ON OR AFTER
NOVEMBER 23, 1988
2. The authority citation for part 206
is revised to read as follows:
Authority: Robert T. Stafford Disaster
Relief and Emergency Assistance Act, 42
U.S.C. 5121–5206; Reorganization Plan No. 3
of 1978, 43 FR 41943, 3 CFR, 1978 Comp.,
p. 329; E.O. 12127, 44 FR 19367, 3 CFR, 1979
Comp., p. 376; E.O. 12148, 44 FR 43239, 3
CFR, 1979 Comp., p. 412; and E.O. 12673, 54
FR 12571, 3 CFR, 1989 Comp., p. 214.
2a. Revise Part 206, Subpart M to read
as follows:
Subpart M—Minimum Standards
Sec.
206.400 General.
206.401 Local standards.
206.402 Compliance.
§ 206.400 General.
(a) As a condition of the receipt of any
disaster assistance under the Stafford
Act, the applicant shall carry out any
repair or construction to be financed
with the disaster assistance in
accordance with applicable standards of
safety, decency, and sanitation and in
conformity with applicable codes,
specifications and standards.
(b) Applicable codes, specifications,
and standards shall include any disaster
resistant building code that meets the
minimum requirements of the National
Flood Insurance Program (NFIP) as well
as being substantially equivalent to the
recommended provisions of the
National Earthquake Hazards Reduction
Program (NEHRP). In addition, the
applicant shall comply with any
requirements necessary in regards to
Executive Order 11988, Floodplain
Management, Executive Order 12699,
Seismic Safety of Federal and Federally
Assisted or Regulated New Building
Construction, and any other applicable
Executive orders.
(c) In situations where there are no
locally applicable standards of safety,
decency and sanitation, or where there
are no applicable local codes,
specifications and standards governing
repair or construction activities, or
where the Regional Director determines
that otherwise applicable codes,
specifications, and standards are
inadequate, then the Regional Director
may, after consultation with appropriate
State and local officials, require the use
of nationally applicable codes,
specifications, and standards, as well as
safe land use and construction practices
in the course of repair or construction
activities.
(d) The mitigation planning process
that is mandated by section 322 of the
Stafford Act and 44 CFR part 201 can
assist State and local governments in
determining where codes,
specifications, and standards are
inadequate, and may need to be
upgraded.
§ 206.401 Local standards.
The cost of repairing or constructing
a facility in conformity with minimum
codes, specifications and standards may
be eligible for reimbursement under
section 406 of the Stafford Act, as long
as such codes, specifications and
standards meet the criteria that are
listed at 44 CFR 206.226(b).
§ 206.402 Compliance.
A recipient of disaster assistance
under the Stafford Act must document
for the Regional Director its compliance
with this subpart following the
completion of any repair or construction
activities.
Subpart N—Hazard Mitigation Grant
Program
3. Revise § 206.431 to read as follows:
§ 206.431 Definitions.
Activity means any mitigation
measure, project, or action proposed to
reduce risk of future damage, hardship,
loss or suffering from disasters.
Applicant means a State agency, local
government, Indian tribal government,
or eligible private nonprofit
organization, submitting an application
to the grantee for assistance under the
HMGP.
Enhanced State Mitigation Plan is the
hazard mitigation plan approved under
44 CFR part 201 as a condition of
receiving increased funding under the
HMGP.
Grant application means the request
to FEMA for HMGP funding, as outlined
in § 206.436, by a State or tribal
government that will act as grantee.
Grant award means total of Federal
and non-Federal contributions to
complete the approved scope of work.
Grantee means the government to
which a grant is awarded and which is
accountable for the use of the funds
provided. The grantee is the entire legal
entity even if only a particular
component of the entity is designated in
the grant award document. Generally,
the State is the grantee. However, an
Indian tribal government may choose to
be a grantee, or it may act as a
subgrantee under the State. An Indian
tribal government acting as a grantee
will assume the responsibilities of a
‘‘state’’, under this subpart, for the
purposes of administering the grant.
Indian tribal government means any
Federally recognized governing body of
an Indian or Alaska Native tribe, band,
nation, pueblo, village, or community
that the Secretary of Interior
acknowledges to exist as an Indian tribe
under the Federally Recognized Tribe
List Act of 1994, 25 U.S.C. 479a. This
does not include Alaska Native
corporations, the ownership of which is
vested in private individuals.
Local Mitigation Plan is the hazard
mitigation plan required of a local or
Indian tribal government acting as a
subgrantee as a condition of receiving a
project subgrant under the HMGP as
outlined in 44 CFR 201.6.
Standard State Mitigation Plan is the
hazard mitigation plan approved under
44 CFR part 201, as a condition of
receiving Stafford Act assistance as
outlined in § 201.4.
State Administrative Plan for the
Hazard Mitigation Grant Program means
the plan developed by the State to
describe the procedures for
administration of the HMGP.
Subgrant means an award of financial
assistance under a grant by a grantee to
an eligible subgrantee.
Subgrant application means the
request to the grantee for HMGP funding
by the eligible subgrantee, as outlined in
§ 206.436.
Subgrantee means the government or
other legal entity to which a subgrant is
awarded and which is accountable to
the grantee for the use of the funds
provided. Subgrantees can be a State
agency, local government, private nonprofit organizations, or Indian tribal government as outlined in § 206.433.
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subgrantee are accountable to the State
grantee.
4. Revise § 206.432(b) to read as
follows:
§ 206.432 Federal grant assistance.
* * * * *
(b) Amounts of assistance. The total of
Federal assistance under this subpart
shall not exceed either 15 or 20 percent
of the total estimated Federal assistance
(excluding administrative costs)
provided for a major disaster under 42
U.S.C. 5170b, 5172, 5173, 5174, 5177,
5178, 5183, and 5201 as follows:
(1) Fifteen (15) percent. Effective
November 1, 2003, a State with an
approved Standard State Mitigation
Plan, which meets the requirements
outlined in 44 CFR 201.4, shall be
eligible for assistance under the HMGP
not to exceed 15 percent of the total
estimated Federal assistance described
in this paragraph. Until that date,
existing, approved State Mitigation
Plans will be accepted.
(2) Twenty (20) percent. A State with
an approved Enhanced State Mitigation
Plan, in effect prior to the disaster
declaration, which meets the
requirements outlined in 44 CFR 201.5
shall be eligible for assistance under the
HMGP not to exceed 20 percent of the
total estimated Federal assistance
described in this paragraph.
(3) The estimates of Federal assistance
under this paragraph (b) shall be based
on the Regional Director’s estimate of all
eligible costs, actual grants, and
appropriate mission assignments.
* * * * *
5. Section 206.434 is amended by
redesignating paragraphs (b) through (g)
as paragraphs (c) through (h),
respectively; adding a new paragraph
(b); revising redesignated paragraphs (c)
introductory text and (c)(1); and revising
redesignated paragraph (d) to read as
follows:
§ 206.434 Eligibility.
* * * * *
(b) Plan requirement. (1) For all
disasters declared on or after November
1, 2003, local and tribal government
applicants for subgrants, must have an
approved local mitigation plan in
accordance with 44 CFR 201.6 prior to
receipt of HMGP subgrant funding.
Until November 1, 2003, local
mitigation plans may be developed
concurrent with the implementation of
subgrants.
(2) Regional Directors may grant an
exception to this requirement in
extraordinary circumstances, such as in
a small and impoverished community
when justification is provided. In these
cases, a plan will be completed within
12 months of the award of the project
grant. If a plan is not provided within
this timeframe, the project grant will be
terminated, and any costs incurred after
notice of grant’s termination will not be
reimbursed by FEMA.
(c) Minimum project criteria. To be
eligible for the Hazard Mitigation Grant
Program, a project must:
(1) Be in conformance with the State
Mitigation Plan and Local Mitigation
Plan approved under 44 CFR part 201;
* * * * *
(d) Eligible activities. (1) Planning. Up
to 7% of the State’s HMGP grant may be
used to develop State, tribal and/or local
mitigation plans to meet the planning
criteria outlined in 44 CFR part 201.
(2) Types of projects. Projects may be
of any nature that will result in
protection to public or private property.
Eligible projects include, but are not
limited to:
(i) Structural hazard control or
protection projects;
(ii) Construction activities that will
result in protection from hazards;
(iii) Retrofitting of facilities;
(iv) Property acquisition or relocation,
as defined in paragraph (e) of this
section;
(v) Development of State or local
mitigation standards;
(vi) Development of comprehensive
mitigation programs with
implementation as an essential
component;
(vii) Development or improvement of
warning systems.
* * * * *
6. Revise § 206.435(a) to read as
follows:
§ 206.435 Project identificaiton and
selection criteria.
(a) Identification. It is the State’s
responsibility to identify and select
eligible hazard mitigation projects. All
funded projects must be consistent with
the State Mitigation Plan. Hazard
Mitigation projects shall be identified
and prioritized through the State, Indian
tribal, and local planning process.
* * * * *
7. Revise § 206.436 to read as follows:
§ 206.436 Application procedures.
(a) General. This section describes the
procedures to be used by the grantee in
submitting an application for HMGP
funding. Under the HMGP, the State or
Indian tribal government is the grantee
and is responsible for processing
subgrants to applicants in accordance
with 44 CFR part 13 and this part 206.
Subgrantees are accountable to the
grantee.
(b) Governor’s Authorized
Representative. The Governor’s
Authorized Representative serves as the
grant administrator for all funds
provided under the Hazard Mitigation
Grant Program. The Governor’s
Authorized Representative’s
responsibilities as they pertain to
procedures outlined in this section
include providing technical advice and
assistance to eligible subgrantees, and
ensuring that all potential applicants are
aware of assistance available and
submission of those documents
necessary for grant award.
(c) Hazard mitigation application.
Upon identification of mitigation
measures, the State (Governor’s
Authorized Representative) will submit
its Hazard Mitigation Grant Program
application to the FEMA Regional
Director. The application will identify
one or more mitigation measures for
which funding is requested. The
application must include a Standard
Form (SF) 424, Application for Federal
Assistance, SF 424D, Assurances for
Construction Programs, if appropriate,
and an narrative statement. The
narrative statement will contain any
pertinent project management
information not included in the State’s
administrative plan for Hazard
Mitigation. The narrative statement will
also serve to identify the specific
mitigation measures for which funding
is requested. Information required for
each mitigation measure shall include
the following:
(1) Name of the subgrantee, if any;
(2) State or local contact for the
measure;
(3) Location of the project;
(4) Description of the measure;
(5) Cost estimate for the measure;
(6) Analysis of the measure’s costeffectiveness and substantial risk reduction, consistent with § 206.434(c);
(7) Work schedule;
(8) Justification for selection;
(9) Alternatives considered;
(10) Environmental information
consistent with 44 CFR part 9,
Floodplain Management and Protection
of Wetlands, and 44 CFR part 10,
Environmental Considerations.
(d) Application submission time limit.
The State’s application may be amended
as the State identifies and selects local
project applications to be funded. The
State must submit all local HMGP
applications and funding requests for
the purpose of identifying new projects
to the Regional Director within 12
months of the date of disaster
declaration.
(e) Extensions. The State may request
the Regional Director to extend the
application time limit by 30 to 90 day
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days. The grantee must include a
justification in its request.
(f) FEMA approval. The application
and supplement(s) will be submitted to
the FEMA Regional Director for
approval. FEMA has final approval
authority for funding of all projects.
(g) Indian tribal grantees. Indian tribal
governments may submit a SF 424
directly to the Regional Director.
Subpart H—Public Assistance
Eligibility
* * * * *
8. Revise § 206.220 to read as follows:
§ 206.220 General.
This subpart provides policies and
procedures for determinations of
eligibility of applicants for public
assistance, eligibility of work, and
eligibility of costs for assistance under
sections 402, 403, 406, 407, 418, 419,
421(d), 502, and 503 of the Stafford Act.
Assistance under this subpart must also
conform to requirements of 44 CFR part
201, Mitigation Planning, and 44 CFR
part 206, subparts G—Public Assistance
Project Administration, I—Public
Assistance Insurance Requirements, J—
Coastal Barrier Resources Act, and M—
Minimum Standards. Regulations under
44 CFR part 9—Floodplain Management
and 44 CFR part 10—Environmental
Considerations, also apply to this
assistance.
9. Section 206.226 is amended by
redesignating paragraphs
(b) through (j) as paragraphs (c)
through (k), respectively; adding a new
paragraph (b); and revising redesignated
paragraph (g)(5) to read as follows:
§ 206.226 Restoration of damaged
facilities.
* * * * *
(b) Mitigation planning. In order to
receive assistance under this section, as
of November 1, 2003, the State must
have in place a FEMA approved State
Mitigation Plan in accordance with 44
CFR part 201.
* * * * *
(g) * * *
(5) If relocation of a facility is not
feasible or cost effective, the Regional
Director shall disapprove Federal
funding for the original location when
he/she determines in accordance with
44 CFR parts 9, 10, 201, or subpart M
of this part 206, that restoration in the
original location is not allowed. In such
cases, an alternative project may be
applied for.
* * * * *
Dated: February 19, 2002.
Michael D. Brown,
General Counsel.
[FR Doc. 02–4321 Filed 2–25–02; 8:45 am]
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ANNEX C. HAZARD ANALYSIS
The City of Artesia (City) hazard identification and ranking was obtained primarily from Hazard Identification exercise. The Hazard Identification exercise was conducted as a participatory Hazard Mitigation Planning Committee (HMPC) exercise to identify the potential hazards within the City. The exercise was facilitated utilizing an automated interactive software spreadsheet program that asked specific questions on potential hazards and then rates them accordingly. These questions guided the team in the correct facilitation and application of the program. The following spreadsheet summarizes the Hazard Identification exercise risk ranking results, including the descriptions of each hazard factor, and provides the specific descriptor choices for each risk factor and description. Additionally, a risk ranking matrix is provided to designate the overall ranking score and categorization of each hazard.
Hazard Identification and Risk Ranking
Each hazard profile included a profile
ranking of the hazard (ranging from low risk
to high risk). The HMPC determined this
initial profile ranking based on all the hazard
identification and profile research
summarized and group discussion and
evaluation of all of the data, including
numerical rankings (1-5) of the following
criteria:
• Consequence/Severity – How
wide spread is the impact area?
• Secondary Effects – Could the event trigger another event and separate response?
• Probability/Frequency – Historical view of how often this type of event occurs locally and projected recurrence intervals.
• Warning/Onset – Advance warning of the event, or none. • Duration – Length of elapsed time where response resources are active. • Recovery – Length of time until lives and property return to normal.
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Table C.1 Risk Factors for Hazard Identification
RISK FACTOR DESCRIPTION DESCRIPTORS VALUE
PROBABILITY/ FREQUENCY Prediction of how often a
hazard will occur in the future.
Rare event - occurs less than once every 50 years 1
Infrequent event - occurs between once every 8 years
and once every 50 years (inclusive)
2 Regular event - occurs between once a year and
once every 7 years
3 Frequent event - occurs more than once a year 4
CONSEQUENCE/SEVERITY
Physical Damage - structures
and lifelines
Economic Impact – loss of
function for power, water,
sanitation, roads, etc., as
applicable
No damage 1
Minor/slight damage to buildings and structures, no
loss of lifelines 2
Moderate building damage, minor loss of lifelines
(less than 12 hours) 3
Moderate building damage, lifeline loss (less than 24
hours) 4
Extensive building damage, widespread loss of
lifelines (water, gas, electricity, sanitation, roads), loss of life
5 VULNERABILITY
Impact Area - area impacted by
a hazard event,
Secondary Impacts - Capability
of triggering additional hazards
Onset - Period of time between
initial recognition of an
approaching hazard and when
the hazard begins to impact the
community
No physical damage, no secondary impacts 1
Localized damage area 2
Localized damage area, minor secondary impacts,
delayed hazard onset 3
Moderate damage area, moderate secondary
impacts, moderate warning time 4
Widespread damage area, significant secondary
impacts, no warning time 5
City of Artesia Hazard Mitigation Plan C-3
Each profile includes a ranking of the hazard. The hazard rankings were determined by assigning each hazard the appropriate risk factors as described above. The risk factors were then used with a hazard ranking matrix to determine the final hazard score. The following table provides the matrix used for determining each hazard’s score.
Table C.2 Risk Rank Matrix
City of Artesia Hazard Mitigation Plan C-4
The hazard scores from the Hazard Ranking Matrix were compared to the hazard rank criteria to finally categorize each hazard with a hazard ranking. The table below provides the value determinations for each hazard ranking.
Table C.3 Risk Rank Categorization
High Hazard 49-64
Moderately High Hazard 27-48
Moderate Hazard 16-26
Moderately Low Hazard 5-15
Low Hazard 1-4
The hazard ranking worksheets are provided in the following pages.
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Table C.4 Hazard Identification and Risk Ranking
EARTHQUAKE
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Infrequent event - occurs between once every 8 years and once every 50 years (inclusive)
2 Consequence Extensive building damage, widespread loss of lifelines (water, gas, electricity, sanitation, roads), loss of life
4 Vulnerability Widespread damage area, significant secondary impacts, no warning time 4 Risk Moderately High 32
Comments The steering committee provided comments on the magnitude of the Northridge earthquake for comparison. The team mentioned a 10ft depth water table - The team mentioned they are located under the Central Basin. There have been issues with liquefaction and a growing number of sinkholes.
WINDSTORM
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Regular event - occurs between once a year and once every 7 years 3 Vulnerability Moderate building damage, lifeline loss (less than 24 hours), severe injury or disability
3 Consequence Moderate damage area, moderate secondary impacts, moderate warning time 3 Risk Moderately High 27
Comments Trees down (above ground electric wires and road blockages) and roof damage at both community centers. The team mentioned they have more wind events than fire events which justified the increased perceived vulnerability.
City of Artesia Hazard Mitigation Plan C-6
DAM FAILURE
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Rare event - occurs less than once every 50 years 1 Consequence Extensive building damage, widespread loss of lifelines (water, gas, electricity, sanitation, roads), loss of life
5 Vulnerability Widespread damage area, significant secondary impacts, no warning time 4 Risk Moderate 20
Comments The team noted that, while the likelihood is low, if it happened, the impact to the City infrastructure would be devastating. As a result, this hazard weas ranked higher.
URBAN FIRE
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Infrequent event - occurs between once every 8 years and once every 50 years (inclusive)
2 Consequence Moderate building damage, lifeline loss (less than 24 hours), severe injury or disability
3 Vulnerability Moderate damage area, moderate secondary impacts, moderate warning time 3 Risk Moderate 18
Comments Last major fire was Dollar Tree circa 4/11/2021 South St. (Vacant lot) - The concern is dense housing areas (apartments etc), The concern is temporary housing especially when there is any weather event.
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EXTREME HEAT
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Frequent event - occurs more than once a year 4 Consequence Moderate building damage, minor loss of lifelines (less than 12 hours), lost time injury but no disability
2 Vulnerability Localized damage area, minor secondary impacts, delayed hazard onset 2 Risk Moderate 16
Comments The team mentioned that Extreme Heat is an element of Climate Change and so this hazard was included to address long term efforts to mitigation. The City is beginning the development of a climate action plan. The City mentioned summer branch drop and tenting of sidewalks due to heat impact. Sinkholes noted within the last year - tied to investor-owned utilities. (County sewer line - property owner sewer line).
FLOOD
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Infrequent event - occurs between once every 8 years and once every 50 years (inclusive)
2 Vulnerability Moderate building damage, lifeline loss (less than 24 hours), severe injury or disability
3 Consequence Localized damage area, minor secondary impacts, delayed hazard onset 2 Risk Moderately Low 12
Comments The mid-2000s there was a rain event and the City Hall Basement flooded.
City of Artesia Hazard Mitigation Plan C-8
DROUGHT
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Regular event - occurs between once a year and once every 7 years 3 Consequence Minor/slight damage to buildings and structures, no loss of lifelines, first aid injury and no disability
1 Vulnerability Moderate damage area, moderate secondary impacts, moderate warning time 3 Risk Moderately Low 9
Comments Water savings - Beautification Award in the spring - the community is encouraged to implement sustainable landscaping.
CYBERATTACK
RANK FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Infrequent event - occurs between once every 8 years and once every 50 years (inclusive)
2 Vulnerability Moderate building damage, minor loss of lifelines (less than 12 hours), lost time injury but no disability
2 Consequence Localized damage area, minor secondary impacts, delayed hazard onset 2 Risk Moderately Low 8
Comments 2024 Incident. There was no ransom note and the City was able to catch it, but the breach was noted.
City of Artesia Hazard Mitigation Plan C-9
UNHOUSED
RELATED RISK
RANK
FACTORS HAZARD FACTOR DESCRIPTION RANK
Probability Regular event - occurs between once a year and once every 7 years 3 Consequence Moderate building damage, minor loss of lifelines (less than 12 hours), lost time injury but no disability
2 Vulnerability Localized damage area 1
Risk Moderately Low 6
Comments Multiple incidents in the City. Near transportation corridors.
City of Artesia Hazard Mitigation Plan D-1
ANNEX D. PUBLIC PARTICIPATION AND
PLANNING PROCESS
Public participation is a crucial component of the Hazard Mitigation Planning process, ensuring that the voices of all community members, including those from vulnerable populations, are incorporated into the development of effective mitigation strategies. For the City of Artesia (City), the planning team prioritized inclusive outreach through a variety of engagement methods designed to encourage participation from a broad cross-section of the community.
To support a comprehensive outreach effort, the City utilized a combination of digital outreach, in-person engagement, public events, and formal presentations throughout the planning process. These outreach activities were intentionally designed to meet residents where they are and provide multiple opportunities for community members to learn about the planning process, share concerns regarding local hazards, and provide feedback on mitigation priorities.
A public survey was launched and hosted on the City’s website throughout the duration of the planning process, providing residents with a convenient and accessible way to participate. The survey gathered information regarding residents’ concerns about hazards, prior experiences with disasters, and preparedness actions taken within their households.
The survey was promoted through City communication platforms and during outreach events to encourage broad participation.
In-person outreach efforts were conducted at several community events and facilities to engage residents directly. The planning team hosted a dedicated outreach booth at the International Street Fair and Diversity Festival on October 4, 2025, where HMPC members distributed informational materials, promoted the public survey, and discussed local hazard concerns with attendees. Additional outreach was conducted at the Dog Day Afternoon event on February 21, 2026, where planning team members again engaged residents in discussions regarding hazard risks, community resilience, and mitigation opportunities.
To provide additional opportunities for public input and transparency, the HMPC also presented information regarding the hazard mitigation planning process at public meetings, including presentations to the Public Safety Commission and City Council.
City of Artesia Hazard Mitigation Plan D-2
These presentations provided updates on the planning process, discussed hazard-related concerns within the City, and encouraged community participation and feedback.
Finally, the draft Hazard Mitigation Plan was made publicly available on the City’s website for review and comment and was presented at a City Council meeting on [DATE], providing an additional opportunity for the public and City officials to review the draft Plan and provide final comments prior to adoption.
By utilizing multiple outreach methods and engagement opportunities, the City was able to encourage meaningful public participation throughout the planning process and ensure that community concerns and perspectives were reflected in the final Plan.
Survey Content and Responses
This section includes the survey questions followed by the responses received. Over a period of several weeks, the City received 34 responses from the public through the online survey. Those responses were tabulated and listed on the following pages.
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Inferences
The results of the public survey served three main purposes. It created a profile of the group of responders, provided insight regarding the methods the public would like to receive safety information, and, lastly, it provided the Hazard Mitigation Planning Committee (HMPC) with the public’s opinion of the hazard ranking. Conclusions drawn from the collected responses for each of these areas are discussed in more detail in the following subsections
Participant Profile
The public survey responses collected during the LHMP update process provided valuable insight into community perceptions of hazard risks, preparedness levels, and preferred methods of receiving emergency information. Most survey participants were Artesia residents, and a large percentage reported living in the community for more than 20 years, with many respondents indicating residency periods exceeding 30, 40, or even 50 years.
This suggests that the survey captured feedback from individuals with extensive knowledge of the community and firsthand experience with local conditions and past hazard events.
More than half of respondents indicated that they or a member of their household had experienced a hazard event within the past five years. Among those respondents, earthquakes were by far the most commonly experienced hazard, followed by extreme heat and windstorms. A smaller number of respondents reported experiences related to flooding, drought, urban fire, and public safety concerns. These responses demonstrate that many residents have direct experience with hazards that affect Southern California and may therefore have heightened awareness of disaster risks.
The survey results also suggest that residents are generally aware of the importance of emergency preparedness. Many respondents reported maintaining basic emergency supplies such as water, food, flashlights, batteries, first aid kits, and fire extinguishers.
Additionally, a large percentage reported having smoke detectors installed throughout their homes. However, fewer respondents indicated that they had developed family communication plans, discussed utility shutoffs, or created household evacuation and reconnection plans. While residents appear reasonably prepared for short-term disruptions, the survey suggests opportunities for additional education regarding family emergency planning and disaster response procedures.
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Overall, the survey results indicate a community that is generally aware of hazard risks and has taken steps toward preparedness. However, the findings also highlight opportunities to expand preparedness education and encourage residents to move beyond supply-based preparedness toward more comprehensive emergency planning.
The information gathered through the survey helped the HMPC better understand community concerns and informed the development of mitigation actions and outreach strategies included within the Plan.
Methods for Successful Outreach
Public education and outreach are essential components of hazard mitigation planning because they increase community awareness, encourage preparedness, and help reduce the impacts of future disasters. Throughout the planning process, the HMPC sought to better understand how Artesia residents receive information and which outreach methods would be most effective for future preparedness campaigns.
Survey results indicated that a majority of respondents had not recently received information regarding hazard preparedness or methods for protecting their families and homes from disasters. This finding suggests that there may be opportunities to expand public education efforts and increase the visibility of preparedness resources within the community. Despite this, many respondents reported maintaining emergency supplies, indicating that residents may be obtaining preparedness information through informal channels or personal experience rather than through direct outreach efforts.
When asked how they preferred to receive emergency preparedness information, respondents expressed a strong preference for electronic communication methods. Email was the most frequently selected outreach method, followed by social media, internet searches, mail, and informational brochures available at City facilities and events.
Television news and public workshops also received moderate support. These results suggest that future outreach efforts should utilize a combination of digital and traditional communication methods to maximize effectiveness and reach diverse segments of the population.
The success of the City's outreach activities further supports this conclusion. Throughout the planning process, the City utilized multiple engagement methods, including the online survey, participation in community events, presentations to the Public Safety Commission and City Council, and public review of the draft Plan. Community events such as the International Street Fair and Diversity Festival and Dog Day Afternoon provided opportunities to engage residents directly, distribute information, and collect feedback City of Artesia Hazard Mitigation Plan D-18
from members of the public who may not otherwise have participated in the planning process. These events demonstrated the value of combining face-to-face engagement with digital outreach efforts.
Based on the survey findings and outreach experiences, the HMPC concluded that future preparedness campaigns should continue to utilize a multi-faceted approach that incorporates email notifications, social media, online resources, printed materials, community events, and public meetings. By leveraging multiple communication channels, the City can maximize public participation and ensure preparedness information reaches a broad and diverse audience.
Hazard Profiling
To fulfill FEMA’s requirement to include the public in the planning process, the survey participants were asked to rank the hazards identified in the first HMPC meeting. The participants ranked the hazards based on their level of concern. The results were tallied and organized greatest to least to create a public hazard ranking. The list created by the HMPC and the public ranking were reviewed side by side as shown below.
HMPC Hazard Ranking Survey Participant Hazard Rankin
Earthquake Earthquake
Windstorm Cyberattack
Dam Failure Unhoused Related Risk
Urban Fire Drought
Extreme Heat Extreme Heat
Flood Urban Fire
Drought Windstorm
Cyberattack Flood
Unhoused Related Risk Dam Failure
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To satisfy FEMA's requirement for public participation in the hazard mitigation planning process, survey participants were asked to identify their level of concern regarding hazards affecting the City. The results provided valuable insight into how residents perceive local risks and helped the HMPC compare public concerns with the technical risk assessment conducted during the planning process.
Survey responses indicated that earthquakes remain the hazard of greatest concern to the community. This finding is consistent with the City's location within a seismically active region and aligns closely with the HMPC's assessment of earthquake risk. Respondents also expressed elevated concern regarding cyberattacks, unhoused related risk, drought, extreme heat, and urban fire. These concerns likely reflect both recent events and residents' awareness of hazards that can directly affect daily life, public safety, and community well-being.
The survey results generally aligned with the HMPC's evaluation of hazard risks. Both the HMPC and survey participants identified earthquake as the City's highest-priority hazard, and both ranked extreme heat, urban fire, and cyberattacks among the more significant hazards facing the community. Some variation existed between public perceptions and the HMPC's technical assessment. For example, residents expressed comparatively higher concern regarding cyberattacks and unhoused related risk, while the HMPC ranked windstorm and dam failure higher due to their potential impacts on City infrastructure, operations, and critical facilities. These differences are likely attributable to the fact that public perceptions are often shaped by visibility, personal experience, and recent events, whereas the HMPC's evaluation considered historical data, probability, vulnerability, and potential consequences.
The HMPC concluded that the public's perception of risk provides valuable context for mitigation planning and outreach efforts. While technical analyses remain the foundation for hazard prioritization, understanding which hazards generate the greatest public concern can help the City better communicate risks, focus preparedness messaging, and develop mitigation actions that resonate with residents. The strong alignment between the public and HMPC rankings for several of the City's highest-priority hazards reinforces the overall validity of the hazard assessment process, while the differences identified provide useful insight into areas where additional outreach and education may be beneficial. The HMPC intends to continue considering public input during future plan maintenance activities and mitigation implementation efforts to ensure community perspectives remain integrated into the City's hazard mitigation program.
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Potential Hazard Mitigation Planning Committee
Participants
The following list outlines potential HMPC participants that were invited to participate in the Plan update. Documentation of invitations to be included during the plan update process can be found at the end of this Annex.
1. City of Artesia Administration
2. City of Artesia Public Works
Department
3. City of Artesia Public Safety
Department
4. City of Artesia Community
Development Department
5. City of Artesia Public Safety
Commission
6. City of Artesia City Council
7. Los Angeles County Fire
Department
8. Los Angeles County Sheriff’s
Department
9. SoCal Edison
10. Golden State Water Company
11. ABC Unified School District
12. Artesia Chamber of Commerce
13. City of Paramount
14. City of Bellflower
15. City of Cerritos
16. City of Norwalk
17. City of La Palma
18. City of Cypress
19. City of Los Alamitos
20. American Red Cross
21. Holy Family Catholic Church
22. New Life Community Church
23. Sahara (South Asian Helpline and
Referral Agency)
24. PATH (People Assisting the
Homeless)
25. Kingdom Causes Bellflower
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Planning Process
The following sections provide additional information and supporting documentation about the planning process implemented by the Hazard Mitigation Planning Committee to update the Hazard Mitigation Plan. For descriptions of the content of each Hazard Mitigation Planning Committee meeting, please refer to Chapter 1.
www.RMPCorp.com
CITY OF ARTESIA
HAZARD MITIGATION PLAN UPDATE
Shireen Kulkarni
Ryan Bray
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
MEETING AGENDA
• Project Overview and Background
• Hazard Mitigation Planning Committee Goals
• Risk Assessment Background
• Hazard Identification and Ranking
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PROJECT OVERVIEW
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DISASTER MITIGATION ACTION OF 2000
• Revitalized Federal Planning Requirements
State and Local Hazard Mitigation Plans
Plans must be updated every five years
• Federal Grant Funding Eligibility
Hazard Mitigation Grant Program (HMGP)
Building Resilient Infrastructure Communities (BRIC)
• Disaster Mitigation Act of 2000 is intended to facilitate cooperation between state and local authorities on risk reduction measures and to expedite funding allocation
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PUBLIC PROCESS
DMA 2000 Stresses Public Participation:
• An open public involvement process that is
comprehensive, continuous and starts early
• Coordination with neighboring communities and
various interest groups in Plan development
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HAZARD MITIGATION PLANNING
COMMITTEE GOALS
• Review existing Plan for implementation
• Review the list of potential hazards and add
additional hazards for the revision
• Determine the hazard impacts throughout the City
• Interface with partner agencies to determine existing mitigation measures
• Develop possible approaches to projects which will
reduce the impacts
• Prioritize mitigation projects for implementation
www.RMPCorp.com
RISK ASSESSMENT
METHODOLOGY
www.RMPCorp.com
RISK ASSESSMENT METHODOLOGY
• Risk Assessment provides the foundation for the mitigation planning process, which is focused on identifying and prioritizing actions to reduce risk to hazards
• FEMA recommended steps for conducting a risk assessment Describe Hazards
Identify Community Assets
Analyze Risks
Summarize Vulnerability
• Risk Management Professionals incorporates each of these steps into the Plan update process and has acquired CalOES and FEMA approval using this methodology many times.
www.RMPCorp.com
FEMA’S NATIONAL RISK INDEX
www.RMPCorp.com
FEMA’S NATIONAL RISK INDEXIDENTIFIED HAZARDS
• Drought: Relatively Low
• Earthquake: Very High
• Heat Wave: Relatively High
• Landslide: Relatively High
• Riverine Flooding: Relatively
Moderate
• Strong Wind: Relatively
Moderate
• Tornado: Relatively High
• Tsunami: Relatively Moderate
• Wildfire: Very High
www.RMPCorp.com
RISK ASSESSMENT – HAZARDS
FROM THE PREVIOUS PLAN
Earthquake/Seismic Hazards
Extreme Heat
Flood
Urban Fire
High Wind
Dam Failure
Drought
Climate Change
www.RMPCorp.com
RISK RANK METHODOLOGY
• The risk ranking is facilitated using an
automated interactive spreadsheet
program that asks specific questions on
potential hazards and then assigns a
relative value to each potential hazard
accordingly.
• The result of the workshop will be a
ranked list of hazards to be studied in
detail in the Hazard Mitigation Plan.
www.RMPCorp.com
www.RMPCorp.com
RISK RANKING –
PROBABILITY/FREQUENCY
• Recurrence Interval – Prediction of how often a
hazard will occur in the future, including projected
return intervals
www.RMPCorp.com
RISK RANKING –
CONSEQUENCE/SEVERITY
Physical Damage – Structures and lifelines
Economic Impact – Loss of power, water, sanitation,
roads, etc.…
www.RMPCorp.com
RISK RANKING - VULNERABILITY
• Impact Area – Area impacted by a hazard event
Secondary Impacts – Capability of triggering additional hazards
Onset - Period between initial recognition of an approaching hazard and when the hazard begins to impact the community www.RMPCorp.com
RISK RANKING - MATRIX
www.RMPCorp.com
RISK RANK CATEGORIZATION
Risk Rank Equation
Risk = Probability x Consequence x Vulnerability
www.RMPCorp.com
QUESTIONS?
Shireen Kulkarni
Ryan Bray
[email protected]
[email protected]
Risk Management Professionals, Inc.
(949) 282-0123
(949) 385-6004
www.RMPCorp.com
www.RMPCorp.com
CITY OF ARTESIA
HAZARD MITIGATION PLAN UPDATE
HAZARD MITIGATION PLANNING COMMITTEE MEETING #2
Shireen Kulkarni
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
MEETING AGENDA
• Review Hazard Ranking
• Review Previous HMP Mitigation Goals and Objectives
• Engage in discussions to review and develop Goals and Objectives specific to the needs of the City
• Discuss Next Steps
www.RMPCorp.com
HAZARD RANKING REVIEW
www.RMPCorp.com
HAZARD RANKING SUMMARY
Rank Score
High
Moderately High
Earthquake 32
Windstorm 27
Moderate
Dam Failure 20
Urban Fire 18
Extreme Heat 16
Moderately Low
Flood 12
Drought 9
Cyberattack 8
Unhoused Related Risk 6
Low
www.RMPCorp.com
MITIGATION GOALS AND OBJECTIVES
www.RMPCorp.com
OVERALL PLAN GOALS (2018)
• Goal 1: Protect life, property, and reduce potential injuries from natural, technological, and human-caused hazards
including the potentially catastrophic threats posed by the USACE owned Whittier Narrows Dam, which is a high
hazard dam, and a large regional earthquake measuring
greater than 7.0M
• Goal 2: Improve public understanding, support of and
need for hazard mitigation measures
• Goal 3: Promote disaster resilience for Artesia’s natural, existing, and future built environment
• Goal 4: Strengthen partnerships and collaboration to
implement hazard mitigation activities
• Goal 5: Enhance the City’s ability to effectively and immediately respond to disasters
www.RMPCorp.com
NEXT STEPS…
www.RMPCorp.com
ASSET
INVENTORY
• Types and number of
existing and future
buildings
• Infrastructure
• Critical Facilities
Review
Asset
Inventory
• Review each asset
category and assign
potential percentage of
damage expected due to
each identified hazard
Loss
Estimates
• Identify groups that face
an increased risk for each
identified hazard
Identify
Vulnerable
Populations
www.RMPCorp.com
QUESTIONS?
Shireen Kulkarni
[email protected]
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
CITY OF ARTESIA
HAZARD MITIGATION PLAN UPDATE
COMMITTEE MEETING #3
Shireen Kulkarni
Ryan Bray
Risk Management Professionals, Inc. (949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
MEETING AGENDA
Review Asset Inventory List
Vulnerability Assessment with Loss Estimate
Calculations
Discuss Populations at Risk from Identified
Hazard Events
www.RMPCorp.com
ASSET INVENTORY &
LOSS ESTIMATES
www.RMPCorp.com
ASSET INVENTORY
Review each asset and assign potential percentage of damage expected due to each identified hazard
www.RMPCorp.com
COMMUNITY IMPACTS
www.RMPCorp.com
COMMUNITY IMPACTS
• Evaluation of people at risk to hazards
• Vulnerable Populations include:
Elderly (+65 years)
Youth (Under 17 but particularly under 10)
Economically Disadvantaged Households
English Language Proficiency
Neighborhoods with one way in/out
Residents located near hazard prone areas
www.RMPCorp.com
NEXT STEPS…
www.RMPCorp.com
MITIGATION
ACTIONS
• Summarize mitigation
project specifications
• Identify project goal
categories
Develop Mitigation
Actions
• Prevention
• Property Protection
• Public Awareness
• Natural Resource Protection
• Emergency Services
• Structural Projects
Action Categories
www.RMPCorp.com
QUESTIONS?
Shireen Kulkarni
Ryan Bray
[email protected]
[email protected]
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
CITY OF ARTESIA
HAZARD MITIGATION PLAN UPDATE
HAZARD MITIGATION PLANNING COMMITTEE MEETING #4
Shireen Kulkarni
Kevin Cardoza
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
MEETING AGENDA
• Review Mitigation Goals
• Develop Potential Mitigation Actions
• Discuss Next Steps of the Planning Process
www.RMPCorp.com
MITIGATION GOALS AND OBJECTIVES
REVIEW
www.RMPCorp.com
OVERALL PLAN GOALS
• Protect Life and Property
• Enhance Public Awareness and Education
• Preserve and Reclaim Natural Systems
• Strengthen Partnerships and
Implementation
• Improve Emergency Management
Capabilities
www.RMPCorp.com
IDENTIFY POTENTIAL MITIGATION
ACTIONS
www.RMPCorp.com
EARTHQUAKE
EXAMPLE MITIGATION PROJECTS
• Implement seismic studies throughout city facilities and implement structural improvement projects accordingly
• To protect public health in the event of an earthquake and ensure continuity of water service, consider replacing aging and undersized water main lines with flexible materials, more resistant to ground movement, throughout the City. • Incorporating structural seismic strengthening into new and ongoing building plans and activities to ensure that facilities remain operational for years to come.
• Installing window film at critical City facilities to prevent injuries from shattered glass
• Developing an outreach program to encourage homeowners to secure furnishings, storage cabinets and utilities to prevent injuries and damage • Educating homeowners about structural retrofitting of vulnerable homes and encouraging retrofitting.
www.RMPCorp.com
WINDSTORM
EXAMPLE MITIGATION PROJECTS
• Work with SCE to find funding opportunities to upgrade/bury utility lines to mitigate damage from wind scenarios.
• Consider emergency backup power for critical City facilities. • Explore and develop a program to assist in tree trimming services for private properties which pose a hazard to
community safety. Develop this program with an emphasis of providing relief to vulnerable populations (i.e. seniors/mobility issues)
• Identify and close gaps in the City tree maintenance program to ensure timely measures at vulnerable locations prior to forecasted wind/storm conditions.
• Reviewing building codes and structural policies to ensure they are adequate to protect older structures from wind damage. • Informing residents of shelter locations and evacuation routes. www.RMPCorp.com
DAM FAILURE
EXAMPLE MITIGATION PROJECTS
• Develop or update dam failure emergency response
plans, ensuring coordination with local agencies, fire, and police services.
• Update the City’s Emergency Operations Plan to
include provisions for holding exercises that focus on
dam failure scenarios.
• Ensure that a mass notification system is ready for
service and used as needed.
www.RMPCorp.com
URBAN FIRE
EXAMPLE MITIGATION PROJECTS
• Conduct a study to assess the capacity of existing water lines and infrastructure, identifying areas where flow rates and water pressure can be improved to better support fire suppression efforts during urban fire events.
• Work with water utility provider to improve water
lines/infrastructure throughout the City to increase flow rates and water pressure to support fire suppression capabilities. • Consider providing public education materials with regards to urban fires.
www.RMPCorp.com
EXTREME HEAT
EXAMPLE MITIGATION PROJECTS
• Increase tree plantings around buildings to provide shade for parking lots and along public rights-of-way, prioritizing high-traffic areas and vulnerable populations, to reduce heat exposure and mitigate the urban heat island effect.
• Explore developing a process to ensure access to City pools during high heat events by advertising them as cooling options alongside cooling centers, and, if pool use is restricted, temporarily expand access to those who might not typically have access, and prioritize vulnerable populations if capacity limits are reached.
• Develop and distribute educational materials through the City’s website, social media, and community events to raise awareness of the benefits of cool roofing, including its role in cooling buildings, reducing heat-related health risks, and improving overall energy efficiency.
• Educating citizens regarding the dangers of extreme heat and cold and the steps they can take to prevent themselves when extreme temperatures occur. www.RMPCorp.com
FLOOD
EXAMPLE MITIGATION PROJECTS
• Assess drainage capacities throughout the city and
determine the elements of infrastructure that require
improvement to allow for proper drainage.
• Implement a CERT program to better utilize/prepare
volunteer support to assist in emergency support,
particularly in support of vulnerable populations.
• Expand public outreach to provide education to the
businesses and the community with regard to
resources for flood preparation. (I.e. roof protection, sandbag availability, CERT participation)
www.RMPCorp.com
DROUGHT
EXAMPLE MITIGATION PROJECTS
• Determine ways to utilize reclaimed water for
landscaping throughout the City and implement
capital projects.
• Consider how data analytics can be used to
encourage the population to reduce water use and
improve water resilience.
• Expand public outreach regarding drought and
available incentive programs for residents to develop
alternative landscaping as well as implement other
water saving initiatives.
www.RMPCorp.com
CYBERATTACK
EXAMPLE MITIGATION PROJECTS
• Conduct regular cybersecurity assessments of City systems to identify vulnerabilities and implement necessary updates and improvements to protect against cyber threats.
• Develop and implement a City-wide cybersecurity training program for employees to ensure they are aware of current threats and best practices for maintaining system security. • Establish a cybersecurity incident response plan that includes clear protocols for identifying, reporting, and mitigating cyberattacks to minimize disruption to City operations. • Upgrade the City’s IT infrastructure to incorporate advanced security technologies, such as firewalls, encryption, and multi- factor authentication, to safeguard sensitive data and systems. www.RMPCorp.com
UNHOUSED RELATED RISK
EXAMPLE MITIGATION PROJECTS
• Identify and harden vulnerable water, sewer, and gas infrastructure near freeway edges, utility corridors, and known encampment areas using protective barriers, secured access lids, locking valve covers, and tamper-resistant enclosures.
• Develop a standing coordination protocol between the City, LA County, local utility providers (gas/water), and Caltrans for rapid response to utility damage, leaks, line breaks, or dangerous activity near critical infrastructure corridors.
• Reduce ignition risk near freeway edges and City-maintained rights-of-way by implementing vegetation management, debris removal, and fire-resistant landscaping where feasible to create defensible space and reduce fire spread potential. • Install or upgrade security lighting and camera coverage at recurring impact areas (utility access points, maintenance yards, public facilities near freeway corridors) and coordinate monitoring with law enforcement/public safety partners. • Evaluate feasibility of placing fire suppression support resources near high-risk corridors to improve response time and limit fire spread.
• Implement a Citywide reporting and tracking process for encampment-related incidents impacting City assets (fires, vandalism, utility access, illegal dumping), including GIS mapping and trend reporting to inform targeted mitigation and resource allocation. • Provide training and SOPs for Public Works/field staff on safe response procedures (hazard recognition, suspected gas leaks, fire hazards, sharps safety, who to call, documentation standards), reducing injury risk and improving response consistency. www.RMPCorp.com
QUESTIONS? [email protected]
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
CITY OF ARTESIA
HAZARD MITIGATION PLAN
HAZARD MITIGATION PLANNING COMMITTEE #5
Shireen Kulkarni
Kathia Brown
Risk Management Professionals, Inc.
(949) 282-0123
www.RMPCorp.com
www.RMPCorp.com
DISCUSSION TOPICS
• Review Public Feedback
• Review Mitigation Actions/Revise if Needed
• Benefit-Cost Analysis of Mitigation Projects
• Discuss schedule for last steps of update process
www.RMPCorp.com
PUBLIC OUTREACH EVENTS
• “Emergency preparedness seminars for all
Artesia residents”
• “Consider checking in on seniors with a call
or visit for safety purposes”
• “Information on what to do in the event of
an emergency would be helpful”
www.RMPCorp.com
PUBLIC INPUT RESULTS
• Total Responses: 34
• In the past five years, about 60% of people
who responded have experienced a hazard
event
• For those who have, it was mainly
earthquake, extreme heat, windstorm,
drought or public safety risks associated
with homeless population.
• About 40% of respondents have received
information about how to make themselves
safer from local hazards.
www.RMPCorp.com
www.RMPCorp.com
MITIGATION ACTION REVIEW/
BENEFIT COST REVIEW
www.RMPCorp.com
PURPOSE OF BENEFIT-COST REVIEW
• FEMA requires the Steering Committee to prioritize actions for implementation
• The process is designed to help the Steering Committee weigh pros and cons for each action
• RMP’s method utilizes a qualitative methodology with a High, Medium, and Low range
High – Benefits are perceived to exceed costs without further study or evaluations; or the action is critical
Medium – Benefits are perceived to exceed costs, but may require further study or evaluation prior to implementation
Low – Benefits and costs require evaluation prior to implementation www.RMPCorp.com
BENEFIT-COST REVIEW
• Review each identified mitigation project and quantify the benefits and costs of implementing each project
Assign a priority based on the benefit-cost review
www.RMPCorp.com
BENEFIT-COST REVIEW EXAMPLE
• Example from FEMA
www.RMPCorp.com
NEXT STEPS…
www.RMPCorp.com
NEXT
STEPS…
RMP will work on the Draft Hazard Mitigation
Plan, which will be provided to each member for
review. Once comments are implemented, the
Public Review Draft Hazard Mitigation Plan will
be presented.
www.RMPCorp.com
CONTACT
INFORMATION
Shireen Kulkarni
Kathia Brown
[email protected]
Risk Management Professionals, Inc.
(949) 282-0123
(877) 532-0806
www.RMPCorp.com
www.RMPCorp.com
CITY OF ARTESIA
2026 HAZARD MITIGATION PLAN
www.RMPCorp.com
DISASTER MITIGATION ACT OF 2000
• Plans must be updated every
five years
• Federal Grant Funding Eligibility
• Hazard Mitigation Grant
Program (HMGP)
• Building Resilient Infrastructure
and Communities (BRIC)
• Disaster Mitigation Act of 2000
is intended to facilitate
cooperation between state and
local authorities on risk
reduction measures and to
expedite funding allocation
Protects Lives
and
Properties
Qualifies for
Federal
Funding
Enhances
Emergency
Preparedness
Strengthens
Community
Resilience
Reduces
Economic
Impacts
www.RMPCorp.com
TIMELINE OF PLANNING PROCESS
HMPC
Meeting #1
September
29, 2025
International
Street Fair
and Diversity
Festival
October 4,
2025
HMPC
Meeting #2
October 14,
2025
HMPC
Meeting #3
November
18, 2025
HMPC
Meeting #4
January 14,
2026
Dog Day
Afternoon
February
21, 2026
HMPC
Meeting #5
March 23,
2026
Public
Safety
Commission
Meeting
April 9,
2026
www.RMPCorp.com
HMPC MEETINGS
Meeting #1
• Planning Process Overview, Hazard Identification, and Hazard Ranking Meeting #2
• Update to Plan Goals and Objectives
Meeting #3
• Vulnerability Assessment and Critical Facilities Loss Estimates Meeting #4
• Mitigation Action Development
Meeting #5
• Benefit Cost Analysis
www.RMPCorp.com
RISK
RANKING
www.RMPCorp.com
UPDATED PLAN GOALS
Protect Life
and Property
Improve Emergency
Management Capabilities
Preserve and
Reclaim Natural
Systems
Enhance Public
Awareness &
Education
Strengthen Partnerships and
Implementation
www.RMPCorp.com
Strengthening Infrastructure
Improving the resilience of City
facilities and infrastructure through
seismic studies, drainage
improvements, and utility hardening to
better withstand hazards.
Enhancing Public Awareness
Expanding multilingual outreach and
education on hazards, including
earthquake preparedness, drought
conservation, and emergency
readiness.
Protecting Public Health
Supporting safe community conditions
through heat mitigation efforts, reliable
cooling centers, and improved access
to emergency information and
resources.
Improving Emergency Response
and Communication
Strengthening emergency coordination
through evacuation planning, EOC
development, enhanced mapping
tools, and training exercises.
Managing Natural Hazards
Implementing proactive measures
such as urban forest management,
floodplain updates, and vegetation
maintenance to reduce risks from
wind, flooding, and drought.
Enhancing Cybersecurity
Reducing risks through cybersecurity
training, infrastructure protection
measures, and coordination to
address threats near critical facilities.
Strengthening Utility Resistance
Planning for power disruptions and
improving water and electrical systems
to ensure continuity of critical services
during emergencies.
Supporting Vulnerable
Populations
Enhancing emergency planning and
outreach to better serve vulnerable
groups through accessible resources
and targeted preparedness efforts.
www.RMPCorp.com
NEXT
STEPS…
The Draft Hazard Mitigation Plan will be submitted to CalOES for review. Once approved, the Plan will be submitted to FEMA for final review.
FEMA will provide the City with a letter of approval pending adoption before granting final approval.
Timeframe could be as long as six months or as short as a few weeks.
CITY COUNCIL AGENDA REPORT
MEETING DATE: June 8, 2026 ITEM NO: 11C.
TO: Mayor and Members of the City Council
SUBJECT: Consideration of a Financial Plan and Approving a Budget for Fiscal Year 2026-27 FROM: Jamie Murguia, Finance Manager
REVIEWED AND APPROVED BY:
Melissa Burke, Deputy City Manager
Abel Avalos, City Manager
RECOMMENDATION:
Staff recommends that the City Council, by motion, adopt:
1. Resolution No. 26-3098, Adopting a Financial Plan and Approving a Budget for Fiscal Year 2026-27;
2. Resolution No. 26-3099, Determining and Adopting an Appropriations Limit for Fiscal Year 2026-27 for the City of Artesia in Accordance With Article XIIB of the Constitution of the State of California;
3. Resolution No. 26-3100, Approving and Adopting a City-Wide Salary Schedule as Required by the California Public Employees’ Retirement System (CalPERS) For, Respectively, Unrepresented Management Employees, Employees of the Managers and Supervisors Unit, and Employees of the General Unit;
4. Resolution No. 26-3101, Adopting a Citywide Capital Improvement Program; and
5. Resolution No. 26-3103, Approving a Statement of Investment Policy, and Repealing Resolution No. 26- 3080.
BACKGROUND:
The Fiscal Year 2026-27 Budget process kicked off with the City Council holding two citywide meetings to hear from community stakeholders and gain input in setting priorities for the upcoming fiscal year. The first meeting was a Town Hall, held on February 19, 2026 at the Albert O. Little Community Center. The second was the Council Goal Setting Meeting, held in the City Council Chambers on February 23, 2026.
Council's goals established the strategic direction of the FY 2026-27 spending plan. Six Goals were identified as Council's priorities for the coming year:
1. City Beautification
2. Prioritize High Quality Public Safety Services
3. Refine Capital Improvement Projects Delivery
4. Invest in Staff Development and robust performance culture focused on continuous improvement
5. Create a comprehensive Communications Plan for the City
6. Enhance Economic Development Program Delivery
Following these meetings, Staff convened the Council Finance Committee on March 6, 2026 at City Hall. Internally, the City Manager and Finance Manager held a Budget Kickoff meeting on March 18, 2026 with Department Heads to get their input and further communicate the direction of the Fiscal Year 2026-27 spending plan, as established by Council's goals. Staff has carefully considered the Council's direction and aligned budget requests with Council's goals to establish a draft budget.
Finally, Council held a Budget Study Session on May 12, 2026, wherein Staff made a detailed presentation of the proposed Fiscal Year 2026-27 Budget for review and direction.
ANALYSIS:
The FY 2026-27 Budget advances all of the goals set by the City Council, with significant financial investment in City Beautification, Public Safety, and Capital Improvements.
GENERAL FUND REVENUES
The City’s General Fund revenue is up, in large part due to continued revenue growth as a result of the passage of Measure AAA, which implemented the City’s Transaction and Use Tax (TUT). For Fiscal Year 2026-27, TUT revenue will account for an estimated $3.5 million of the General Fund, or 17% of General Fund Revenue. As shown in the Chart below, the City relies heavily on Sales Tax for General Fund Revenue. The addition of TUT funds significantly increases the revenue base, allowing for a higher level of service delivery to the Artesia community. Increased enforcement of the City's Business License Tax, as well as related taxes and fees are also making a significant impact on the proposed Budget. Business License Taxes are estimated to be up $167,000 or
26.2%. Overall, General Fund Revenue is budgeted at $20,637,581, up 6.11% from FY 2025-26. 1 GENERAL FUND REVENUES
The Budget estimates a General Fund surplus of $295,176.
GENERAL FUND EXPENDITURES
The FY 2026-27 General Fund Budget funds the City’s general operating expenses; including public safety, public works, parks and facility maintenance, community events, recreational programs, senior services, and personnel to serve the community. FY 2026-27 General Fund expenditures are $20,342,405 an increase of 12.11% over Fiscal Year 2025-26.
2 GENERAL FUND EXPENDITURES
In furtherance of the Council’s goals, the Budget includes funding for numerous contracts, programs, capital improvement projects, and personnel development.
City Beautification
To combat illegal dumping and graffiti, as well as promote property maintenance on private and public property, the Fiscal Year 2026-27 Budget allocates $46,000 to fund a Mobile Surveillance Camera Program with mobile camera trailers. With specific locations throughout the City having routine illegal dumping and graffiti occurrences, the mobile camera trailers will serve as a key asset to Code Compliance and Law Enforcement after hours. The Budget funds a recently-approved Citywide landscape maintenance contract with expanded scope of work to maintain all public rights-of-way, parks and open spaces, and City facilities. Further, two part-time positions were added to the Public Works Department. These part-time positions will provide weekend coverage to maintain City buildings, as well as parks and open spaces.
Prioritize High Quality Public Safety Services
In an effort to ensure the most effective service delivery and community safety, the Fiscal Year 2026-27 Budget aims to integrate and coordinate LA County Sheriff Services, private patrols, and technology. The above-referenced Mobile Surveillance Camera Program is one example of how the City will accomplish this goal. Another example is that the Budget allocates $30,000 to expand the residential Security Rebate Program to commercial properties.
The expanded Program will help residents and businesses alike deter crime throughout the City, while providing more avenues for law enforcement to work with the community to catch criminal offenders. Further, in addition to fully funding the LA County Sheriff's services at $6.3 million, the Budget also allocates more than $350,000 for specialized security services, including private security which provides valuable security and quality-of-life monitoring services throughout the City.
Refine Capital Improvement Projects Delivery
The Fiscal Year 2026-27 Budget assists with accomplishing this goal by continuing to invest in the staff responsible for developing policies, managing grants, and updating the City’s website to ensure timely completion of capital projects. In addition to increased salaries and benefits, the Budget provides resources for staff to receive necessary training to accomplish these goals. The Budget also allocates funding to create a Citywide Communications Plan, which will guide staff in the best practices to keep the community informed about capital improvement projects.
Invest in Staff Development and robust performance culture focused on continuous improvement Following the implementation of market-rate salaries across all positions in Fiscal Year 2025-26, Council’s focus shifted to improving performance culture as a means of Staff Development. The Budget accomplishes this goal by increasing training and professional association memberships across all departments. It also introduces Wellness and Burnout Prevention as development while continuing to fund programming to deliver leadership-focused management retreats to strengthen alignment, collaboration, and organizational culture.
Create a Comprehensive Communications Plan for the City With a renewed focus on communications, the Budget allocates more than $70,000 for printed materials, which will be delivered to each address throughout the City. Resources continue to be allocated toward the City’s quarterly informational publication, The Artesian; however, additional funds were allocated to print and mail informational flyers. These mailers will focus on informing the community about changes to the Artesia Municipal Code, as well as promote upcoming events. Communication, however, is a two-way street, and the Council takes pride in engaging with and hearing from the community. Towards that end, $7,000 was allocated towards online community surveys, to aid community engagement and feedback.
Enhance Economic Development Program Delivery
Artesia has a unique and diverse small business community, and the Budget allocates nearly $180,000 in programs and services to further small business development. With a culturally rich restaurant scene throughout the City, continued investment in the City’s Restaurant Week was a Council priority. The Budget allocates $7,000 to this event, with an additional $2,000 allocated towards incentives for participating restaurants. Revitalization of the City’s downtown commercial corridor has also been a top priority for Council. The Budget allocates $56,000 towards the completion of the formation of a Business Improvement District (BID). The BID is a critical component of downtown revitalization, as it could support enhancements such as additional public safety services, additional sidewalk cleaning, additional decorative lighting, coordinated marketing and tourism efforts, and community events designed to boost business activity, property values, and overall community vitality.
Appropriations Limit
In November 1979 Voters approved Proposition 4, adding Article XIIIB to the State of California's Constitution, which established annual Appropriations Limits on state and local governmental entities. This is also referred to as the “GANN Limit,” and establishes a limit on the proceeds of taxes that may be appropriated for spending in a fiscal year. Proceeds of taxes would include, for example, revenues derived from regulatory licenses, user charges, and user fees to the extent that the proceeds exceed the cost of providing the regulation, product or service; state subventions for general purposes; and interest earned from the investment of the proceeds of taxes. Of the City's General Fund revenue, $16,285,068 is considered proceeds of taxes. The annual adjustment is calculated using population and per-capita personal income inflation factors provided by the State of California's Department of Finance. For Fiscal Year 2026-27, the Appropriations Limit has been calculated to be $16,909,982. The City is within its GANN limit based on applicable proceeds of taxes revenue by $624,914.
Capital Improvement Plan
As part of the Budget, Resolution No. 26-3101 would adopt the City's updated five-year Capital Improvement Plan (CIP) for Fiscal Years 2026-27 through 2030-31. The CIP proposes to invest $25,115,739 in 26 projects over the next five years, with more than $22.7 million worth of improvements proposed for Fiscal Year 2026-27. The City continues to utilize competitive grant funds, as well as local, state, and federal appropriations to maximize investment in the City's infrastructure and open spaces. Of the $22.7 million investment in capital projects for Fiscal Year 2026-27, 96% comes from other funding sources. This frees up General Fund resources for investment in public safety, beautification, and other high quality programs and services.
FISCAL IMPACT:
General Fund Expenditures and Transfers-out total $20,342,405, while General Fund Revenues and Transfers-in total $20,637,581. The impact of adopting the Fiscal Year 2026-27 Budget is a net surplus of $295,176 to the General Fund.
RECOMMENDED COUNCIL ACTION:
Staff recommends that the City Council, by motion, adopt:
1. Resolution No. 26-3098, Adopting a Financial Plan and Approving a Budget for Fiscal Year 2026-27;
2. Resolution No. 26-3099, Determining and Adopting an Appropriations Limit for Fiscal Year 2026-27 for the City of Artesia in Accordance With Article XIIB of the Constitution of the State of California;
3. Resolution No. 26-3100, Approving and Adopting a City-Wide Salary Schedule as Required by the California Public Employees’ Retirement System (CalPERS) For, Respectively, Unrepresented Management Employees, Employees of the Managers and Supervisors Unit, and Employees of the General Unit;
4. Resolution No. 26-3101, Adopting a Citywide Capital Improvement Program; and
5. Resolution No. 26-3103, Approving a Statement of Investment Policy, and Repealing Resolution No. 26- 3080.
Attachments
Attach 1 - Resolution 26-3098 (Budget).pdf
Fiscal Year 26-27 Budget.pdf
Attach 2 - Resolution 26-3099 (GANN).pdf
Attach 2 - Exhibit A - Resolution 26-3099 FY 26-27 GANN Limit.pdf Attach 3 - Resolution 26-3100 (Salary Schedule).pdf
Attach 3 - Exhibit A - Resolution 26-3100 FY 2026-27 Salary Schedule.pdf Attach 4 - Reso. No. 26-3101 (CIP).pdf
Attach 5 - Resolution 26-3103 FY 2026-27 Investment Policy.pdf Attach 5 - Exhibit A - Resolution 26-3103 FY 2026-27 Investment Policy.pdf 1 RESOLUTION NO. 26-3098
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARTESIA, CALIFORNIA, ADOPTING A FINANCIAL PLAN
AND APPROVING A BUDGET FOR FISCAL YEAR 2026-27
WHEREAS, a budget is a financial guide that funds the City Council’s continuing commitment to providing a high level of service to residents, visitors, and the business community.
WHEREAS, the 2026-27 Fiscal Year Budget reflects the City Council’s strategic priorities and activities and has been designed to enhance the City’s long-term financial viability.
WHEREAS, the 2026-27 Fiscal Year Budget, the proposed budget for the City of Artesia for the Fiscal Year beginning July 1, 2026, as presented by the Finance Manager, has been provided to, reviewed, and studied by the City Council; WHEREAS, the City Council will continue to re-evaluate the status of current resources, expenditures, and the State of California’s financial impact on cities throughout the Fiscal Year.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARTESIA, CALIFORNIA, DOES HEREBY FIND, ORDER, AND RESOLVE AS FOLLOWS:
SECTION 1. Approve Fiscal Year 2026-27 Budget for the City of Artesia and authorizing the City Manager to execute implementation.
SECTION 2. The City Clerk shall certify to the adoption of this Resolution.
PASSED, APPROVED, AND ADOPTED this 8th day of June, 2026 ________________________________
RENE TREVINO, MAYOR
ATTEST:
_________________________________
JENNIFER ALDERETE, CITY CLERK
APPROVED TO FORM:
_________________________________
BEST BEST & KRIEGER, CITY ATTORNEY
TABLE OF CONTENTS
Introduction5
City Council Intro 10
Budgeting Process 12
Budget Timeline 13
Executive Summary 14
Priorities and Issues 15
Organizational Chart 26
Personnel Changes 27
Salary Schedule 31
Departments Summary 34
General Fund 35
City Council 46
City Attorney 52
City Manager 56
City Clerk 62
Administrative Services 68
Human Resources 76
Risk Management 82
Artesia Towne Center 87
Fiscal Services 92
Planning 101
Building and Safety 108
Economic Development 114
City Engineer 119
Code Compliance 124
Parks and Recreation 131
Community Promotions 140
Public Works 144
Public Safety 152
Funds Summary Overview 157
150 - Summer Lunch Program 160
200 - Artesia Housing Authority 165
205 - OGALS 171
210 - Bicycle/Pedestrian TDA 3 176
215 - Public, Education and Government (PEG) 181
220 - Billboard 186
225 - CNRA Specified Grant 191
227 - Housing Urban Development 196
235 - Youth Activities League (YAL) Grant 201
237 - Youth Community Access (YCA) Grant 206
240 - Citizen Options Public Safety (COPS) 211
245 - Artesia Parking Authority 216
260 - Community Facilities District 223
270 - Community Development Block Grant (CDBG) 228
290 - STPL 233
295 - Transportation Planning Grant 237
320 - Measure M 242
330 - Measure R 247
340 - LA County MTA TOD 252
350 - RPOSD Measure A 257
360 - Proposition A 262
370 - Proposition C 268
375 - SB1 Road Maintenance and Rehabilitation Account 273 377 - SB 1383 Local Assistance Grant 278
390 - SC AQMD 283
420 - State Gas Tax 288
440 - Street Light Maint. District 293
460 - Cal Fire Urban Grant 298
470 - Development Impact Fees 303
480 - Measure W 308
490 - Recycled Oil 314
500 - Capital Projects Fund 318
510 - Bond Project Pioneer Blvd. 323
520 - Bond Project Historical District 327
530 - Congressionally Directed Spending 329
800 - Successor Agency Admin 334
810 - Successor Agency Bond 338
820 - Successor Agency RORF 343
Capital Improvement Plan 348
Multi-Year Plan 349
Project Types 351
Departments 353
Capital Projects 355
Capital Improvement 356
AJ Padelford Park Expansion 357
AJ Padelford Park Facilities Improvement Project 358
AJ Padelford Park Playground Resurfacing 360
Artesia Botanical Garden Project 361
Artesia Park Basketball Court Refurbishment 363
Artesia Park Playground Resurfacing 364
Artesia Park Restroom Replacement Project 365
Artesia Park Tennis Court Refurbishment and Addition of Pickle-Ball 367 Artesia Towne Center Improvements 368
Artesia Water Tower Improvement Project 369
Bus Stop Improvements at Pioneer Blvd. and at Artesia Blvd. 370 Citywide License Plate Reader System Expansion 371
Climate Action & Adaptation Plan 373
Council Chamber Modernization Project 375
Emergency Generators 376
Highway Safety Improvement Program and Traffic Calming Street Improvement Project 377 Historical Museum Bell Tower 379
HVAC Replacement for City Facilities 380
Local Hazard Mitigation Plan Update 381
Monument Sign Replacement Project 383
Pioneer Blvd. Median Improvements 385
Pioneer Boulevard Traffic Synchronization Project 386
Public Service Center 388
Roadway Pavement Rehabilitation Project 390
Sidewalk Replacement Project 391
Traffic Signal Upgrades 392
Appendix 394
Glossary 395
INTRODUCTION
TRANSMITTAL LETTER
CITY OF ARTESIA
BUDGET MESSAGE AND TRANSMITTAL LETTER
June 8, 2026
Honorable Mayor and Members of the City Council,
I am pleased to convey to you the proposed Fiscal Year (FY) 2026-27 Budget. The Budget is the result of a collaborative effort, led by the City Manager’s Office and the Finance Department. Department Heads and City personnel worked hard to ensure that City Council goals and priorities are met, and the highest-level services are provided to the Artesia community, while remaining focused on the City’s long-term financial health.
Steady and measured revenue growth in the City’s General Fund is anticipated in FY 2026-27. The General Fund continues to benefit from the passage of Measure AAA in November 2024, which implemented the City’s Transaction and Use Tax (TUT). For the upcoming fiscal year, TUT revenue is anticipated to account for 17% of all General Fund revenue. Continued efforts to facilitate business license compliance are also expected to have a meaningful impact on the General Fund, with an anticipated increase of $167,000 in business license revenue. These efforts are important, as they reflect a commitment to revenue collection which ensures the City has the resources necessary to meet the community’s needs, as well as accomplish Council priorities.
The foundation of the FY 2026-27 Budget was laid on February 23, 2026, when Council met and developed priorities for the City of Artesia. The goal-setting session developed from and expanded upon the previous annual goal-setting session from 2025. Significant progress was made on the prior year’s goals, allowing Council to broaden its goal setting to focus on long-term programs and organizational culture development. The goals for the upcoming fiscal year include:
1. City Beautification;
2. Prioritize High Quality Public Safety Services;
3. Refine Capital Improvement Projects Delivery;
4. Invest in Staff Development and robust performance culture focused on continuous improvement;
5. Create a comprehensive Communications Plan for the City; and
6. Enhance Economic Development Program Delivery.
I am pleased to share that the FY 2026-27 Budget advances all these goals, in meaningful ways that will have a positive and direct impact on the residents of and business-owners in Artesia.
GENERAL FUND REVENUES AND EXPENDITURES
Introduction
Fiscal Year 2026-27 Budget | Artesia Page 5
The City’s General Fund revenue is up, in large part due to continued revenue growth because of the passage of Measure AAA, which implemented the City’s Transaction and Use Tax (TUT). For Fiscal Year 2026-27, TUT revenue will account for an estimated $3.5 million of the General Fund, or 17% of General Fund Revenue. As shown in the chart below, the City relies heavily on Sales Tax for General Fund Revenue. The addition of TUT funds significantly increases the revenue base, allowing for a higher level of service delivery to the Artesia community. Increased enforcement of the City's Business License Tax, as well as related taxes and fees, are also making a significant impact on the proposed Budget. Business License Taxes are estimated to be up $167,000 or 26.2%.
Overall, General Fund Revenue is budgeted at $20,637,581, up 6.11% from FY 2025-26. Due to steady and measured revenue growth, the Budget estimates a General Fund surplus of $295,176.
1 GENERAL FUND REVENUE
The FY 2026-27 General Fund Budget funds the City’s general operating expenses; including public safety, public works, parks and facility maintenance, community events, recreational programs, senior services, and personnel to serve the community. General Fund Expenditures total $20,342,405, an increase of 12.11% over Fiscal Year 2025-26. 2 GENERAL FUND EXPENDITURES
Introduction
Fiscal Year 2026-27 Budget | Artesia Page 6
HIGHLIGHTS OF PROPOSED FISCAL YEAR 2025-26 BUDGET
In furtherance of the Council’s goals, the Budget includes funding for numerous contracts, programs, capital improvement projects, and personnel development.
City Beautification
To combat illegal dumping and graffiti, as well as promote property maintenance on private and public property, the Fiscal Year 2026-27 Budget allocates $46,000 to fund a Mobile Surveillance Camera Program with mobile camera trailers. With specific locations throughout the City having routine illegal dumping and graffiti occurrences, the mobile camera trailers will serve as a key asset to Code Compliance and Law Enforcement after hours. The Budget funds a recently approved Citywide landscape maintenance contract with expanded scope of work to maintain all public rights-of-way, parks and open spaces, and City facilities. Further, two part-time positions were added to the Public Works Department. These part-time positions will provide weekend coverage to maintain City buildings, as well as parks and open spaces.
Prioritize High Quality Public Safety Services
To ensure the most effective service delivery and community safety, the Fiscal Year 2026- 27 Budget aims to integrate and coordinate LA County Sheriff Services, private patrols, and technology. The above-referenced Mobile Surveillance Camera Program is one example of how the City will accomplish this goal. Another example is that the Budget allocates $30,000 to expand the residential Security Rebate Program to businesses. The expanded Program will help residents and businesses alike deter crime throughout the City, while providing more avenues for law enforcement to work with the community to catch criminal offenders. Further, in addition to fully funding the LA County Sheriff's Introduction
Fiscal Year 2026-27 Budget | Artesia Page 7
services at $6.3 million, the Budget also allocates more than $350,000 for specialized security services, including private security which provides valuable security and qualityof-life monitoring services throughout the City.
Refine Capital Improvement Projects Delivery
The proposed Budget assists with accomplishing this goal by continuing to invest in the staff responsible for developing policies, managing grants, and updating the City’s website to ensure timely completion of capital projects. In addition to increased salaries and benefits, the Budget provides resources for staff to receive necessary training to accomplish these goals. The Budget also allocates funding to create a Citywide Communications Plan, which will guide staff in the best practices to keep the community informed about capital improvement projects.
Invest in Staff Development and robust performance culture focused on continuous improvement
Following the implementation of market-rate salaries across all positions in Fiscal Year 25-26, Council’s focus shifted to improving performance culture as a means of Staff Development. The Budget accomplishes this goal by increasing training and professional association memberships across all departments. It also introduces Wellness and Burnout Prevention as development while continuing to fund programming to deliver leadership-focused management retreats to strengthen alignment, collaboration, and organizational culture.
Create a Comprehensive Communications Plan for the City With a renewed focus on communications, the Budget allocates more than $70,000 for printed materials, which will be delivered to each address throughout the City. Resources continue to be allocated toward the City’s quarterly informational publication, The Artesian; however, additional funds were allocated to print and mail informational flyers.
These mailers will focus on informing the community about changes to the Artesia Municipal Code, as well as promoting upcoming events. Communication, however, is a two-way street, and the Council takes pride in engaging with and hearing from the community. Towards that end, $7,000 was allocated towards online community surveys, to aid community engagement and feedback.
Enhance Economic Development Program Delivery
Artesia has a unique and diverse small business community, and the Budget allocates nearly $180,000 in programs and services to further small business development. With a culturally rich restaurant scene throughout the City, continued investment in the City’s Restaurant Week was a Council priority. The Budget allocates $7,000 to this event, with an additional $2,000 allocated towards incentives for participating restaurants.
Revitalization of the City’s downtown commercial corridor has also been a top priority for Council. The Budget allocates $56,000 towards the completion of the formation of a Business Improvement District (BID). The BID is a critical component of downtown revitalization, as it could support enhancements such as additional public safety services, additional sidewalk cleaning, additional decorative lighting, coordinated marketing and tourism efforts, and community events designed to boost business activity, property values, and overall community vitality.
CONCLUSION
It is my sincere pleasure to present the Council with a balanced budget that provides meaningful progress towards the Goals established by Council earlier this year. The Fiscal Year 2026-27 Budget focuses on investing in the Artesia community – its residents, Introduction
Fiscal Year 2026-27 Budget | Artesia Page 8
businesses, and the personnel that serve it. I am proud to say that the proposed Budget achieves a high level of service delivery and programming while maintaining the City’s fiscal integrity.
It is my recommendation that the City Council adopt the Fiscal Year 2026-27 Budget as presented.
Sincerely,
Abel Avalos
City Manager
Introduction
Fiscal Year 2026-27 Budget | Artesia Page 9
ARTESIA CITY COUNCIL
The City Council is the legislative and policy-making body for the City of Artesia. Council is comprised of five members, elected by the voters at-large in Artesia. Terms for City Council seats are staggered every four years, with non-partisan elections held every two years. The positions of Mayor and Mayor Pro Tem rotate annually in December, following a vote by Council.
Key functions of the City Council include:
Enacting local law and ordinances
Adopting the annual city budget
Approving city programs
Appropriating funding to provide public services for Artesia residents and local businesses City Council Intro
Fiscal Year 2026-27 Budget | Artesia Page 10
City Council Intro
Fiscal Year 2026-27 Budget | Artesia Page 11
BUDGETING PROCESS
To kickoff the Fiscal Year 2026-27 Budget process, the City Council held two citywide meetings to hear from community stakeholders and gain input in setting priorities for the upcoming fiscal year. The first meeting was a Town Hall, held on February 19, 2026 at the Albert O. Little Community Center. The second was the Council Goal Setting Meeting, held in the City Council Chambers on February 23, 2026.
Following these meetings, Staff convened the Council Finance Committee on March 6, 2026 at City Hall. And, internally, the City Manager and Finance Manager held a Budget Kickoff meeting on March 18, 2026 with Department Heads to get their input and further communicate the direction of the Fiscal Year 2026-27 spending plan, as established by Council's goals. Staff has carefully considered the direction of the Council, and aligned budget requests with Council's goals to establish a draft budget.
Finally, Council held a Budget Study Session on May 12, 2026, wherein Staff made a detailed presentation of the proposed Fiscal Year 2026-27 Budget for review and direction.
The proposed Fiscal Year 2026-27 Budget is being presented for Council consideration and adoption on June 8, 2026.
Budgeting Process
Fiscal Year 2026-27 Budget | Artesia Page 12
BUDGET TIMELINE
Budget Calendar
February 19, 2026
Town Hall (Albert O. Little Community Center)
February 23, 2026
City Council Goal Setting Session (City Council Chambers) March 6, 2026
Finance Committee Meeting (City Hall)
March 18, 2026
Executive Management Budget Kickoff Meeting
May 12, 2026
Budget Study Session (City Council Chambers)
June 8, 2026
Budget Adoption (City Council Chambers)
Budget Timeline
Fiscal Year 2026-27 Budget | Artesia Page 13
EXECUTIVE SUMMARY
Executive Summary
Fiscal Year 2026-27 Budget | Artesia Page 14
PRIORITIES AND ISSUES
City of Artesia Goal
Setting Report
ReportAssembledBy:
Authors:
MikeEgan, Director
Sofia Gonzalez, Junior Business Analyst
February 2026
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 15
Table of Contents
Table of Contents - 1
Executive Summary - 2
Goal #1: City Beautification - 4
Goal #2: Prioritize High Quality Public Safety Services: Focus on the integration and coordination of Sheriff Services, private patrols and technology to ensure the most effective service delivery and community safety - 6 Goal #3: Refine Capital Improvement Projects Delivery: Improve timeliness of capital project delivery and maintain routine reporting to City Council and community on regular progress - 7 Goal #4: Invest in Staff Development and robust performance culture focused on continuous improvement - 8 Goal #5: Create a comprehensive Communications Plan for the City - 9 Goal #6: Enhance Economic Development Program Delivery - 10 Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 16
Executive Summary
Purpose
On February 23, 2026, Tripepi Smith facilitated a public goal-setting session with the Artesia City Council and members of the City’s executive team. The Council discussed a broad range of overall goals. The goal-setting session developed from and expanded upon the previous annual goal-setting session from 2025. At the time of establishing that 2025 plan, the City was just beginning to receive critical new revenues from two voter-approved measures; a new three-quarter (.75%) cent business use tax and the initiation of commercial retail cannabis operations in the City. The 2025 plan established early action goals focused on enhancing public safety, infrastructure projects and investment in staff development. As reported by the City Management team, much of those early action goals were accomplished and, with further knowledge of revenue performance, the City is now well positioned to broaden its goal setting to focus on longer-term programs and organizational culture development.
City of Artesia Background
The City of Artesia is a small, vibrant community celebrated for its rich cultural diversity, thriving small business sector, outstanding restaurants, quality parks programs and innovative public education system.
The City initiated this goal-setting effort to focus resources on important community projects and to enhance organizational capacity, aiming to maintain its positive trajectory in service delivery.
In recent years, Artesia has made significant strides. In late 2021, the City faced serious financial challenges, including insufficient revenue, inadequate financial reporting and high staff turnover in critical positions. However, over the past few years, Artesia has successfully addressed these issues.
The City expanded its revenue base by implementing voter-approved cannabis sales and securing voter approval for Measure AAA. In August 2024, Artesia’s Finance Department received a clean audit report for the Fiscal Year 2022-23, marking the completion of a backlog in financial reporting that spanned multiple years – an important achievement. Additionally, the City received a clean audit report for the Fiscal Year 2023-24 in February 2025, demonstrating Artesia’s commitment to responsible financial management and transparency. For Fiscal Year 2024-25 the City Finance Department received its first Certificate of Achievement in Financial Reporting from the Government Finance Officers Association (GFOA) in many years, a milestone achievement! Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 17
Goal Setting Process
The City of Artesia engaged Tripepi Smith to lead its goal-setting process to guide the upcoming 2026-27 Fiscal Year Budget.
Tripepi Smith, along with the City’s executive team, reported on accomplishments from the past year based on the goals established by the City Council in 2025. Following this report, Tripepi Smith facilitated a Council discussion on setting new goals for the coming year. Following thorough discussion, the Council agreed on six comprehensive goals.
Based on City Council input, Tripepi Smith created a work plan for each goal, as outlined below.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 18
Goal #1: City Beautification
Councilmembers reported that residents routinely comment on the need to address deficient property maintenance on private and public property.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 19
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 20
Goal #2: Prioritize High Quality Public Safety Services Focus on the integration and coordination of Sheriff Services, private patrols and technology to ensure the most effective service delivery and community safety.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 21
Goal #3: Refine Capital Improvement Projects Delivery
Improve timeliness of capital project delivery and maintain routine reporting to City Council and community on regular progress.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 22
Goal #4: Invest in Staff Development
Promote a culture of prompt and effective service delivery grounded in accountability, integrity, continuous improvement and mutual respect. Implement best practices in hiring and staff development through training and shared commitment to purpose.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 23
Goal #5: Create a comprehensive Communications
Plan for the City
Improve communications to ensure the highest possible level of public awareness of City programs.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 24
Goal #6: Enhance Economic Development Program
Delivery
Focus on market strengths and forthcoming development opportunities.
Priorities and Issues
Fiscal Year 2026-27 Budget | Artesia Page 25
ORGANIZATIONAL CHART
Organizational Chart
Fiscal Year 2026-27 Budget | Artesia Page 26
POSITION SUMMARY
CITY COUNCIL
Mayor Elected
Mayor Pro Tem Elected
Councilmember Elected
Councilmember Elected
Councilmember Elected
CITY MANAGER
City Manager 1.000
Executive Assistant 1.000
PARKS AND RECREATION
Parks & Recreation Manager 1.000
Parks & Recreation
Supervisor
1.000
Recreation Program
Coordinator
1.000
Recreation Program
Coordinator
1.000
Recreation Program
Coordinator (YAL Grant
Funded)
1.000
Parks & Recreation
Specialist
1.000
Recreation Program
Coordinator (YCA Grant
Funded)
0.475
Recreation Program
Coordinator (YCA Grant
Funded)
0.475
Parks & Recreation Leader
III
0.475
Parks & Recreation Leader II 0.475
Personnel Changes
Fiscal Year 2026-27 Budget | Artesia Page 27
Parks & Recreation Leader I 0.475
Parks & Recreation Leader I 0.475
Parks & Recreation Leader I 0.475
Parks & Recreation Leader I 0.475
Parks & Recreation Leader I 0.475
Parks & Recreation Leader I 0.475
Parks & Recreation Leader I
(YAL Grant Funded)
0.475
Parks & Recreation Leader I
(YAL Grant Funded)
0.475
Parks & Recreation Leader I
(YCA Grant Funded)
0.475
Parks & Recreation Leader I
(YCA Grant Funded)
0.475
ADMINISTRATION
Deputy City Manager 1.000
Management Analyst 1.000
Management Analyst 1.000
Management Analyst 1.000
Management Analyst 1.000
Management Intern 0.475
FINANCE
Finance Director 1.000
Accounting Manager 1.000
Senior Accountant 1.000
Administrative Analyst 1.000
Accounting Technician II 1.000
PUBLIC WORKS
Public Works Manager 1.000
Special Projects Manager 1.000
Public Works Supervisor 1.000
Personnel Changes
Fiscal Year 2026-27 Budget | Artesia Page 28
Administrative Analyst 1.000
Maintenance Specialist I 1.000
Maintenance Specialist I 1.000
Maintenance Worker II 1.000
Maintenance Worker II 1.000
Maintenance Worker II 1.000
Maintenance Worker II 0.475
Maintenance Worker II 0.475
COMMUNITY
DEVELOPMENT
Community Development
Director
1.000
Code Compliance
Supervisor
1.000
Code Compliance Officer 1.000
Code Compliance Officer 1.000
Parking Enforcement
Officer
0.475
Parking Enforcement
Officer
0.475
Parking Enforcement
Officer
0.475
PLANNING
Planning Manager 1.000
Assistant Planner 1.000
Planning Clerk 1.000
HUMAN RESOURCES
Human Resources Manager 1.000
Human Resource Analyst 1.000
Senior Administrative
Assistant
1.000
Administrative Assistant 1.000
Personnel Changes
Fiscal Year 2026-27 Budget | Artesia Page 29
CITY CLERK
City Clerk 1.000
Administrative Assistant 0.475
Position Summary Total 53.975
Personnel Changes
Fiscal Year 2026-27 Budget | Artesia Page 30
FISCAL YEAR 2026-27 SALARY SCHEDULE
FISCAL YEAR 2026-27 SALARY SCHEDULE
Unit Job Title Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Contract
City Manager N/A $237,472.44 $243,409.32 $249,494.52 $255,731.88 $262,125.24 $268,678.32 Unrepresented Management
Deputy City Manager R1 $178,629.56 $187,561.02 $196,939.05 $206,786.01 $217,125.28 $227,981.56 Community Development
Director R2 $162,390.50 $170,510.03 $179,035.47 $187,987.32 $197,386.60 $207,255.94 Finance Director R2 $162,390.50 $170,510.03 $179,035.47 $187,987.32 $197,386.60 $207,255.94 Human Resources
Manager R3 $147,627.72 $155,009.11 $162,759.57 $170,897.52 $179,442.36 $188,414.48 HR Analyst R8 $91,665.22 $96,248.43 $101,060.92 $106,113.94 $111,419.59 $116,990.61 Executive Assistant R8 $91,665.22 $96,248.43 $101,060.92 $106,113.94 $111,419.59 $116,990.61 Managers and Supervisors
Economic Development
Manager R4 $134,206.98 $140,917.35 $147,963.17 $155,361.37 $163,129.50 $171,285.87 Parks and Recreation
Manager R4 $134,206.98 $140,917.35 $147,963.17 $155,361.37 $163,129.50 $171,285.87 Public Works Manager R4 $134,206.98 $140,917.35 $147,963.17 $155,361.37 $163,129.50 $171,285.87 Accounting Manager R5 $122,006.43 $128,106.70 $134,512.03 $141,237.60 $148,299.48 $155,714.49 Planning Manager R5 $122,006.43 $128,106.70 $134,512.03 $141,237.60 $148,299.48 $155,714.49 City Clerk R5 $122,006.43 $128,106.70 $134,512.03 $141,237.60 $148,299.48 $155,714.49 Special Projects
Manager R6 $110,914.93 $116,460.62 $122,283.66 $128,397.78 $134,817.69 $141,558.59 Assistant Parks and
Recreation Manager R7 $103,291.04 $105,873.29 $111,166.95 $116,725.24 $122,561.51 $128,689.60 Management Analyst R8 $91,665.22 $96,248.43 $101,060.92 $106,113.94 $111,419.59 $116,990.61 Parks and Recreation
Supervisor R9 $85,364.46 $87,498.54 $91,873.49 $96,467.20 $101,290.57 $106,355.08 Code Compliance
Supervisor R9 $85,364.46 $87,498.54 $91,873.49 $96,467.20 $101,290.57 $106,355.08 Maintenance Supervisor R9 $85,364.46 $87,498.54 $91,873.49 $96,467.20 $101,290.57 $106,355.08 Business License
Specialist/Revenue
Officer R9 $85,364.46 $87,498.54 $91,873.49 $96,467.20 $101,290.57 $106,355.08 General Unit
Senior Accountant R7 $103,291.04 $105,873.29 $111,166.95 $116,725.24 $122,561.51 $128,689.60 Administrative Analyst R10 $75,756.29 $79,544.14 $83,521.34 $87,697.41 $92,082.37 $96,686.47 Lead Maintenance
Specialist R10 $75,756.29 $79,544.14 $83,521.34 $87,697.41 $92,082.37 $96,686.47 Assistant Planner R10 $75,756.29 $79,544.14 $83,521.34 $87,697.41 $92,082.37 $96,686.47 Code Compliance Officer R11 $68,869.43 $72,312.92 $75,928.47 $79,724.97 $83,711.19 $87,896.78 Recreation Program
Coordinator R11 $68,869.43 $72,312.92 $75,928.47 $79,724.97 $83,711.19 $87,896.78 Accounting Technician II R11 $68,869.43 $72,312.92 $75,928.47 $79,724.97 $83,711.19 $87,896.78 Maintenance Specialist I R11 $68,869.43 $72,312.92 $75,928.47 $79,724.97 $83,711.19 $87,896.78 Maintenance Worker II R12 $62,608.59 $65,739.01 $69,025.90 $72,477.19 $76,101.14 $79,906.16 Sr. Administrative
Assistant R13 $56,916.81 $59,762.70 $62,750.85 $65,888.44 $69,182.75 $72,641.94 Planning Clerk R14 $51,742.67 $54,329.74 $57,046.22 $59,898.54 $62,893.49 $66,038.12 Administrative Assistant R15 $47,038.70 $49,390.68 $51,860.21 $54,453.22 $57,175.88 $60,034.62 Recreation Specialist R15 $47,038.70 $49,390.68 $51,860.21 $54,453.22 $57,175.88 $60,034.62 Salary Schedule
Fiscal Year 2026-27 Budget | Artesia Page 31
General Unit - Part Time
Management Intern $25.00
Parking Enforcement $25.47
Recreation Leader I $18.47
Recreation Leader II $19.47
Recreation Leader III $20.47
Salary Schedule
Fiscal Year 2026-27 Budget | Artesia Page 32
Salary Schedule
Fiscal Year 2026-27 Budget | Artesia Page 33
DEPARTMENTS SUMMARY
Departments Summary
Fiscal Year 2026-27 Budget | Artesia Page 34
GENERAL FUND
The General Fund accounts for the revenues and expenditures used to carry out basic governmental activities of the City, such as general government, public safety, parks and recreation, public works, and community development.
Revenue is recorded by source (e.g., taxes, licenses and permits, intergovernmental, charges for services and fines and forfeitures). General Fund expenditures are made primarily for current day-to-day operations and operating equipment. They are recorded by major functional classification and operating departments. This fund accounts for all financial transactions not properly accounted for in another fund.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Surplus Revenue Budgeted
Expenditures Actual Expenditures Budgeted
2023 2024 2025 2026 2027
0 $5M
$10M
$15M
$20M
$25M
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance $15,431,680.80 -
Revenues
Taxes $14,227,342.00 $15,135,587.00
Licenses & Permits $1,544,561.34 $1,804,100.00
Special Revenue $15,000.00 $24,827.00
Miscellaneous (Interest, Rent, etc.) $1,549,729.96 $1,450,095.01 Fees for Recreation and Passports $127,600.00 $142,500.00 Franchises and Peg Fees $900,000.00 $900,000.00
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 35
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Planning, Building and Safety, and
Community Development Fees
$270,000.00 $292,500.00
Fines, Forfeitures & Penalties $85,000.00 $80,000.00
Transfers In $713,881.00 $791,972.00
Misc. $7,425.00 $7,000.00
General $9,000.00 $9,000.00
Total Revenues $19,449,539.30 $20,637,581.01
Expenditures
Salaries $4,120,393.00 $4,814,348.30
Other Pay $87,674.00 $87,674.00
Benefits $1,374,854.00 $1,477,433.52
Stipend $700.00 $700.00
Other Expenses $1,895,387.97 $3,103,869.20
Programs $979,629.84 $1,172,070.00
Planning Commission Expenses $3,800.00 $3,800.00
Professional Services $1,639,562.95 $1,596,783.75
Contract Services $5,552,294.00 $5,018,240.00
Utilities $1,619,637.57 $1,769,878.81
Supplies $89,395.76 $112,850.00
Systems Maintenance - $30,000.00
Maintenance/Repairs $222,429.29 $225,776.00
Facility Maintenance $79,600.00 $95,100.00
Capital $301,390.00 $695,644.00
Transfers $143,497.00 $98,237.00
Senior and Recreation Programs $35,000.00 $40,000.00
Total Expenditures $18,145,245.38 $20,342,404.58
Total Revenues Less Expenditures $1,304,293.92 $295,176.43 Ending Fund Balance $16,735,974.72 $295,176.43
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 36
Revenues by Object
Historical Revenue by Object
Adopt-A-Wall Donations Graffiti Restitution Massage Service Permit Outstanding Check Revenue Handicap Parking Permit Candidates Fees Business License Permit Sheriff Cost Recoveries Youth Soccer Late/early a.m./film permit Int'l St Fair Fees Banner Program Adult Sports Forfeited Permits Solid Waste Delinquent Admin Fees Road/Procession Permit Application Fee Pay Station coin income Miscellaneous Revenue Land Use Fee Sponsorships
Merchant Paid Parking C&D Program Admin Fee State Mandated Reimbursement Cell Tower Rent Passport Applic Accept Fee Motor Vehicle In-Lieu VFL Facility Use Fees Pay station credit income Cannabis Permit Baseball Fees (Youth) Recreation Fees (General) Code Enforcement Fines Settlement Payments City Parking Fines Grant Income
Int'l St Fair Fees/Sponsors Transfer Tax Inspection Fee Solid Waste Agreement Fees SA Admin Allowance Industrial Waste Inspection Cannabis Community Benefit Parking/Traffic Fines Miscellaneous Reimbursements RPTTF Disbursement/AB1290 Prior Deposit Revenue Capital Transfer In Measure V
Rental Income Planning Fees Transfer in
Cannabis Tax Transient Occupancy Interest Income
Business License Franchise fees No Tax City
Building Permits Transaction and Use Tax Prop tax in-lieu of VLF Sales and Use Tax
$12M
$17M $15M
$19M
$21M
FY2023 FY2024 FY2025 FY2026 FY2027
-$10M
0 $10M
$20M
$30M
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 37
FY27 Revenues by Object
Sales and Use Tax $4,510,000 21.85%
Transaction and Use Tax $3,549,000 17.20%
Prop tax in-lieu of VLF $2,767,164 13.41%
Building Permits $1,750,000 8.48%
No Tax City $1,352,423 6.55%
Business License $977,000 4.73%
Cannabis Tax $900,000 4.36%
Franchise fees $900,000 4.36%
Transfer in $758,592 3.68%
Interest Income $750,000 3.63%
Transient Occupancy $550,000 2.67%
Rental Income $262,005 1.27%
Measure V $250,000 1.21%
Planning Fees $225,000 1.09%
Settlement Payments $200,688 0.97%
RPTTF Disbursement/AB1290 $200,000 0.97%
Cannabis Community Benefit $105,000 0.51%
Solid Waste Agreement Fees $65,902 0.32%
Industrial Waste Inspection $60,000 0.29%
Transfer Tax Inspection Fee $55,000 0.27%
Cannabis Permit $50,000 0.24%
Parking/Traffic Fines $45,000 0.22%
Cell Tower Rent $39,000 0.19%
Code Enforcement Fines $35,000 0.17%
Recreation Fees (General) $35,000 0.17%
SA Admin Allowance $33,380 0.16%
Facility Use Fees $30,000 0.15%
Baseball Fees (Youth) $30,000 0.15%
Int'l St Fair Fees/Sponsors $25,000 0.12%
Motor Vehicle In-Lieu VFL $25,000 0.12%
State Mandated Reimbursement $24,827 0.12%
Passport Applic Accept Fee $17,000 0.08%
Sponsorships $15,000 0.07%
Miscellaneous Reimbursements $10,000 0.05%
Solid Waste Delinquent Admin
Fees
$9,000 0.04%
C&D Program Admin Fee $7,500 0.04%
Int'l St Fair Fees $7,000 0.03%
Application Fee $2,000 0.01%
20.6M
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 38
Road/Procession Permit $2,000 0.01%
Adult Sports $1,500 0.01%
Miscellaneous Revenue $1,000 0.00%
Youth Soccer $1,000 0.00%
Sheriff Cost Recoveries $1,000 0.00%
Banner Program $1,000 0.00%
Late/early a.m./film permit $1,000 0.00%
Business License Permit $600 0.00%
Graffiti Restitution $500 0.00%
Handicap Parking Permit $500 0.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 MidYear vs. FY 2027
Budgeted (% Change)
Sales and Use Tax $4,341,639.00 $4,510,000.00 3.88%
Prop tax in-lieu of VLF $2,635,428.00 $2,767,164.00 5.00% No Tax City $1,295,080.00 $1,352,423.00 4.43%
Measure V $200,000.00 $250,000.00 25.00%
Business License $810,000.00 $977,000.00 20.62%
Motor Vehicle In-Lieu
VFL
$50,000.00 $25,000.00 -50.00%
Transient Occupancy $590,000.00 $550,000.00 -6.78%
RPTTF
Disbursement/AB1290
$191,500.00 $200,000.00 4.44%
Late/early a.m./film
permit
$1,000.00 $1,000.00 -
Business License Permit $600.00 $600.00 -
Building Permits $1,500,000.00 $1,750,000.00 16.67%
Handicap Parking
Permit
- $500.00 -
Road/Procession Permit $2,000.00 $2,000.00 -
Grant Income $75,000.00 - -100.00%
Transfer Tax Inspection
Fee
$55,000.00 $55,000.00 -
State Mandated
Reimbursement
$15,000.00 $24,827.00 65.51%
Application Fee $2,000.00 $2,000.00 -
Banner Program $1,000.00 $1,000.00 -
Baseball Fees (Youth) $30,000.00 $30,000.00 -
Adult Sports $3,000.00 $1,500.00 -50.00%
Facility Use Fees $20,000.00 $30,000.00 50.00%
Franchise fees $900,000.00 $900,000.00 -
IndustrialWaste
Inspection
$60,000.00 $60,000.00 -
Int'l St Fair
Fees/Sponsors
$24,100.00 $25,000.00 3.73%
Passport Applic Accept
Fee
$16,500.00 $17,000.00 3.03%
Recreation Fees
(General)
$30,000.00 $35,000.00 16.67%
Revenues by Object
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 39
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 MidYear vs. FY 2027
Budgeted (% Change)
Sheriff Cost Recoveries $1,000.00 $1,000.00 -
Youth Soccer $1,000.00 $1,000.00 -
Code Enforcement Fines $30,000.00 $35,000.00 16.67%
Parking/Traffic Fines $55,000.00 $45,000.00 -18.18%
Planning Fees $200,000.00 $225,000.00 12.50%
C&D Program Admin
Fee
$10,000.00 $7,500.00 -25.00%
Interest Income $750,000.00 $750,000.00 -
Rental Income $262,000.00 $262,005.20 -
Cell Tower Rent $30,000.00 $39,000.00 30.00%
Miscellaneous Revenue $1,000.00 $1,000.00 -
Miscellaneous
Reimbursements
$10,000.00 $10,000.00 -
Sponsorships $10,000.00 $15,000.00 50.00%
SA Admin Allowance $33,380.00 $33,380.00 -
Transfer in $680,501.00 $758,592.00 11.48%
Transaction and Use Tax $3,308,695.00 $3,549,000.00 7.26% Cannabis Tax $750,000.00 $900,000.00 20.00%
Cannabis Permit $40,961.34 $50,000.00 22.07%
SolidWaste Agreement
Fees
$63,885.96 $65,901.81 3.16%
Graffiti Restitution $500.00 $500.00 -
Cannabis Community
Benefit
$105,000.00 $105,000.00 -
Int'l St Fair Fees $7,425.00 $7,000.00 -5.72%
SolidWaste Delinquent
Admin Fees
$9,000.00 $9,000.00 -
Settlement Payments $241,344.00 $200,688.00 -16.85%
Total Revenues $19,449,539.30 $20,637,581.01 6.11%
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 40
Expenditures by Department
Historical Expenditures by Department
General Parking Enforcement Artesia Towne Center
City Engineer Economic Development Community Promotions City Clerk Legal Services City Manager
City Council Building & Safety Human Resources
Code Compliance Risk Management Planning
Fiscal Services Parks & Recreation Administrative Services Public Works Maintenance Law Enforcement
$11M
$14M
$15M
$19M
$20M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $10M
$20M
$30M
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 41
FY27 Expenditures by Department
Law Enforcement $6,242,486 30.69%
Public Works Maintenance $2,878,026 14.15%
Administrative Services $1,690,112 8.31%
Parks & Recreation $1,658,824 8.15%
Fiscal Services $1,340,701 6.59%
Risk Management $871,768 4.29%
Human Resources $663,972 3.26%
Code Compliance $640,591 3.15%
Building & Safety $595,890 2.93%
Planning $578,945 2.85%
City Council $501,975 2.47%
City Clerk $461,549 2.27%
Legal Services $436,500 2.15%
Community Promotions $432,150 2.12%
City Manager $387,040 1.90%
Artesia Towne Center $336,204 1.65%
Economic Development $311,450 1.53%
City Engineer $215,984 1.06%
General $98,237 0.48%
For the General Fund Fiscal Year Expenditures by Department, Law Enforcement accounts for $6.2 million, representing 30.71% of the total. Public Works Maintenance follows with $2.9 million, or 14.12%. Administrative (General) expenditures total $1.7 million, making up 8.29%, while Parks & Recreation (General) is close behind at $1.6 million, or
8.05%. Fiscal Services (General) expenditures are $1.3 million, which is 6.58% of the total.
Risk Management expenditures amount to $871,768, representing 4.29%. Human Resources accounts for $662,863, or
3.26%, and Code Compliance is $658,287, making up 3.24%. Building & Safety expenditures total $595,890, which is
2.93%, and Planning accounts for $579,264, or 2.85%. Ten smaller categories are not included in this summary.
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 MidYear vs. FY 2027
Budgeted (% Change)
General $143,497.00 $98,237.00 -31.54%
City Council $481,802.00 $501,975.18 4.19%
Legal Services $424,400.00 $436,500.00 2.85%
City Manager $366,763.00 $387,040.29 5.53%
City Clerk $353,649.00 $461,548.98 30.51%
20.3M
Expenditures by Department
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 42
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 MidYear vs. FY 2027
Budgeted (% Change)
Administrative Services $1,417,675.00 $1,690,111.58 19.22% Human Resources $639,250.00 $663,971.81 3.87%
Risk Management $661,205.00 $871,768.03 31.85%
Artesia Towne Center $137,636.00 $336,204.49 144.27%
Fiscal Services $1,214,967.00 $1,340,701.39 10.35%
Planning $904,777.81 $578,944.74 -36.01%
Building & Safety $280,796.61 $595,890.36 112.21%
Economic Development $262,505.00 $311,450.07 18.65%
City Engineer $220,638.82 $215,984.00 -2.11%
Code Compliance $515,714.90 $640,590.89 24.21%
Parks & Recreation $1,567,524.00 $1,658,823.92 5.82%
Community Promotions $363,812.24 $432,150.00 18.78%
PublicWorks
Maintenance
$2,076,086.00 $2,878,025.84 38.63%
Law Enforcement $6,112,546.00 $6,242,486.00 2.13%
Total Expenditures $18,145,245.38 $20,342,404.58 12.11% Expenditures by Expense Type
Historical Expenditures by Expense Type
Expense Stipend Planning Commission Expenses
Systems Maintenance Senior and Recreation Programs Transfers Supplies Other Pay Facility Maintenance
Maintenance/Repairs Capital Programs
Benefits Utilities Professional Services
Other Expenses Salaries Contract Services
$11M
$14M
$15M
$19M
$20M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $10M
$20M
$30M
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 43
FY27 Expenditures by Expense Type
Contract Services $5,018,240 24.67%
Salaries $4,814,348 23.67%
Other Expenses $3,103,869 15.26%
Utilities $1,769,879 8.70%
Professional Services $1,596,784 7.85%
Benefits $1,477,434 7.26%
Programs $1,172,070 5.76%
Capital $695,644 3.42%
Maintenance/Repairs $225,776 1.11%
Supplies $112,850 0.55%
Transfers $98,237 0.48%
Facility Maintenance $95,100 0.47%
Other Pay $87,674 0.43%
Senior and Recreation Programs $40,000 0.20%
Systems Maintenance $30,000 0.15%
Planning Commission Expenses $3,800 0.02%
Stipend $700 0.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 MidYear vs. FY 2027
Budgeted (% Change)
Salaries $4,120,393.00 $4,814,348.30 16.84%
Other Pay $87,674.00 $87,674.00 -
Benefits $1,374,854.00 $1,477,433.52 7.46%
Stipend $700.00 $700.00 -
Other Expenses $1,895,387.97 $3,103,869.20 63.76%
Programs $979,629.84 $1,172,070.00 19.64%
Planning Commission
Expenses
$3,800.00 $3,800.00 -
Professional Services $1,639,562.95 $1,596,783.75 -2.61% Contract Services $5,552,294.00 $5,018,240.00 -9.62%
Utilities $1,619,637.57 $1,769,878.81 9.28%
Supplies $89,395.76 $112,850.00 26.24%
Systems Maintenance - $30,000.00 -
Maintenance/Repairs $222,429.29 $225,776.00 1.50%
Facility Maintenance $79,600.00 $95,100.00 19.47%
20.3M
Expenditures by Expense Type
General Fund
Fiscal Year 2026-27 Budget | Artesia Page 44
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 MidYear vs. FY 2027
Budgeted (% Change)
Capital $301,390.00 $695,644.00 130.81%
Transfers $143,497.00 $98,237.00 -31.54%
Senior and Recreation
Programs
$35,000.00 $40,000.00 14.29%
Total Expenditures $18,145,245.38 $20,342,404.58 12.11% General Fund
Fiscal Year 2026-27 Budget | Artesia Page 45
CITY COUNCIL
MANAGING DEPARTMENT HEAD: City Council
PRIMARY ACTIVITIES:
The City Council establishes goals and objectives and sets policy on issues affecting the City. This includes enacting laws and directing actions as required to provide for the general welfare of the community through programs, services, and activities. The City Council is also charged with adopting the annual operating budget and ensuring that it includes sustainable revenue for essential City services. As the elected representatives for the residents of Artesia, the City Council interacts and collaborates with the City’s state and federal representatives, and serve on intergovernmental task forces, committees and joint public authorities. The City Council also provides policy guidance to City staff on local, state and federal matters affecting Artesia.
FY 2025-26 ACCOMPLISHMENTS:
Hosted a Town Hall with Department heads to engage directly with residents and address community questions and concerns to guide future goal setting
Held a Goal Setting Study Session to set FY 2026-27 goals based on resident feedback Continued community engagement initiatives, including Neighborhood Watch, “Coffee with the Captain,” and community BBQ events to strengthen relationships with residents.
Attended the California League of Cities annual legislative tour to meet with the City’s state officials in Sacramento and advocate for the City’s projects.
Visited Washington D.C. to advocate funding for City projects Attended five annual conferences to discuss and learn from other cities best practices and innovative ideas to guide Artesia.
Represented the City on 15 external committees ensuring the City has a voice in boards affecting residents and businesses.
Working with City staff on 12 internal committee groups focused on making recommendations on important issues affecting the community.
City Council
Fiscal Year 2026-27 Budget | Artesia Page 46
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
$600K
City Council
Fiscal Year 2026-27 Budget | Artesia Page 47
Expenditures by Object
Historical Expenditures by Object
Water Overtime IT Services
Special Program Activities City 457 Match Copy Paper
Postage Security HVAC System Service/Maintenance
Phone Allowance Website Maintenance Maintenance/Repair
SELACO WIB Stipend Equipment/Property Rental Retention Bonus Flex Deductible Reimb Wages (Part Time) Telephone
Leave Buy Back Medicare / Social Security Tax Printing
Council Workshops Travel & Meeting - Mayor Pro Tem Retirement - Employer Contr Travel & Meeting - Mayor Mayoral Transition Office/Department Supplies Miscellaneous Expense Automobile Allowance League/CCCA Conferences PERS - Unfunded Liability Dues/Subscription/Publication Travel & Meeting - Councilmember Retiree Health Insurance Employee Benefits Lobbyist
Special Contract Services Salaries
$$225533KK
$$334444KK
$$339955KK
$$446688KK
$$550022KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
City Council
Fiscal Year 2026-27 Budget | Artesia Page 48
FY27 Expenditures by Object
Salaries $112,647 22.44%
Lobbyist $103,800 20.68%
Employee Benefits $47,233 9.41%
Retiree Health Insurance $34,521 6.88%
League/CCCA Conferences $30,000 5.98%
Dues/Subscription/Publication $28,800 5.74%
Travel & Meeting - Councilmember $22,830 4.55%
Special Contract Services $20,500 4.08%
Miscellaneous Expense $16,500 3.29%
PERS - Unfunded Liability $11,896 2.37%
Automobile Allowance $10,800 2.15%
Printing $9,400 1.87%
Council Workshops $9,000 1.79%
Retirement - Employer Contr $8,074 1.61%
Mayoral Transition $7,750 1.54%
Travel & Meeting - Mayor $7,610 1.52%
Travel & Meeting - Mayor Pro Tem $7,610 1.52%
Office/Department Supplies $6,000 1.20%
Leave Buy Back $3,000 0.60%
Medicare / Social Security Tax $2,305 0.46%
SELACO WIB Stipend $700 0.14%
Phone Allowance $600 0.12%
Flex Deductible Reimb $400 0.08%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $110,267.00 $112,646.51 2.16%
Leave Buy Back $3,000.00 $3,000.00 -
Retirement - Employer
Contr
$7,915.00 $8,074.03 2.01%
PERS - Unfunded Liability $11,896.00 $11,896.00 -
Medicare / Social Security
Tax
$2,270.00 $2,304.85 1.54%
Employee Benefits $45,303.00 $47,232.60 4.26%
Flex Deductible Reimb $1,080.00 $400.00 -62.96%
Automobile Allowance $10,800.00 $10,800.00 -
Phone Allowance $600.00 $600.00 -
502K
Expenditures by Object
City Council
Fiscal Year 2026-27 Budget | Artesia Page 49
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Retiree Health Insurance $34,521.00 $34,521.00 -
SELACOWIB Stipend $700.00 $700.00 -
Lobbyist $103,800.00 $103,800.00 -
Special Contract Services $20,000.00 $20,500.00 2.50%
Dues/Subscription/Public
ation
$24,000.00 $28,800.00 20.00%
Office/Department
Supplies
$6,000.00 $6,000.00 -
Printing $5,600.00 $9,400.00 67.86%
CouncilWorkshops $8,700.00 $9,000.00 3.45%
League/CCCA
Conferences
$30,000.00 $30,000.00 -
Travel & Meeting - Mayor
Pro Tem
$7,500.00 $7,610.04 1.47%
Travel & Meeting -
Councilmember
$23,000.00 $22,830.12 -0.74%
Travel & Meeting - Mayor $7,500.00 $7,610.04 1.47%
Mayoral Transition $6,750.00 $7,750.00 14.81%
Miscellaneous Expense $10,600.00 $16,500.00 55.66%
Total Expenditures $481,802.00 $501,975.18 4.19%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Stipend Utilities Other Pay
Supplies Programs Benefits
Professional Services Salaries Other Expenses
$$225533KK
$$334444KK
$$339955KK
$$446688KK
$$550022KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
City Council
Fiscal Year 2026-27 Budget | Artesia Page 50
FY27 Expenditures by Expense Type
Other Expenses $251,517 50.11%
Salaries $112,647 22.44%
Benefits $69,411 13.83%
Professional Services $49,300 9.82%
Supplies $9,400 1.87%
Programs $6,000 1.20%
Other Pay $3,000 0.60%
Stipend $700 0.14%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $110,267.00 $112,646.51 2.16%
Other Pay $3,000.00 $3,000.00 -
Benefits $67,968.00 $69,411.48 2.12%
Stipend $700.00 $700.00 -
Other Expenses $244,267.00 $251,517.20 2.97%
Programs $6,000.00 $6,000.00 -
Professional Services $44,000.00 $49,300.00 12.05%
Supplies $5,600.00 $9,400.00 67.86%
Total Expenditures $481,802.00 $501,975.18 4.19%
Personnel Summary
FTE Summary: 5.5
Councilmembers - 5
Executive Assistant - .5
502K
Expenditures by Expense Type
City Council
Fiscal Year 2026-27 Budget | Artesia Page 51
CITY ATTORNEY
MANAGING DEPARTMENT HEAD: City Attorney
PRIMARY ACTIVITIES:
The City Attorney’s office is a contracted service (Best, Best & Krieger LLP), which provides legal representation, support, and counsel to staff and the City Council on all legal matters relating to the City’s operations. The City Attorney reviews a variety of legal documents for the City, including Agreements, municipal code amendments, resolutions, litigation matters, and ensures compliance with State and County laws.
FY 2025-26 ACCOMPLISHMENTS:
Successfully closed existing litigation related to transient occupancy tax.
Worked closely with City Staff to move the Egin House housing project forward for approvals to City Council.
Assisted the City to update its Codes regarding Accessory Dwelling Units each time legislation on the topic changed, ensuring the City’s code was compliant.
Worked with City Staff to do a code clean up of various code sections to ensure the City’s code is compliant and up to date.
Worked with Staff to receive Housing Element Certification.
Summary of Goals
FY 2026-27 OBJECTIVES:
Assist the City to implement the Artesia Municipal Code to its fullest extent, ensuring proper remittance of taxes, upkeep of property, adherence to required vending and use of public right of way regulations, and ensuring the quality of life of the community.
Bring a favorable conclusion to the City’s existing litigation proceedings.
Work with City Staff to continue amending outdate sections of the Artesia Municipal Code to ensure the City runs efficiently and effectively.
Work with staff to update Franchise Agreements adopted with the City’s other two water purveyors.
Update all City Agreement Templates to ensure consistency with industry standards.
Work with Staff to address new developments within the new Mixed-Use Overlay Zone to ensure compliance.
City Attorney
Fiscal Year 2026-27 Budget | Artesia Page 52
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Attorney Services Settlement City Manager
Attorney Spec Services Code Enforcement Planning
City Council Projects Special Contract Services
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
$$333377KK
$$337733KK
$$333333KK
$$442255KK $$443377KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
City Attorney
Fiscal Year 2026-27 Budget | Artesia Page 53
FY27 Expenditures by Object
Special Contract Services $195,000 44.67%
Planning $85,000 19.47%
Attorney Spec Services $60,000 13.75%
City Council Projects $45,000 10.31%
Code Enforcement $30,000 6.87%
City Manager $21,500 4.93%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Attorney Spec Services $74,000.00 $60,000.00 -18.92%
Code Enforcement $30,000.00 $30,000.00 -
Planning $62,000.00 $85,000.00 37.10%
Special Contract Services $188,400.00 $195,000.00 3.50% City Manager $20,000.00 $21,500.00 7.50%
City Council Projects $50,000.00 $45,000.00 -10.00%
Total Expenditures $424,400.00 $436,500.00 2.85%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Professional Services
437K
Expenditures by Object
$$333377KK
$$337733KK
$$333333KK
$$442255KK $$443377KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
City Attorney
Fiscal Year 2026-27 Budget | Artesia Page 54
FY27 Expenditures by Expense Type
Professional Services $436,500 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Professional Services $424,400.00 $436,500.00 2.85%
Total Expenditures $424,400.00 $436,500.00 2.85%
437K
Expenditures by Expense Type
City Attorney
Fiscal Year 2026-27 Budget | Artesia Page 55
CITY MANAGER
MANAGING DEPARTMENT HEAD: City Manager
PRIMARY ACTIVITIES:
The City Manager’s Office serves as the executive arm of the City, providing overall direction and coordination of all City operations, to ensure that the City Council’s objectives and goals are met or exceeded and that costs do not exceed the adopted budget. The City Manager’s Office oversees the following functions: personnel management, budget adoption, legislative advocacy, economic development, intergovernmental relations, public safety, capital improvements, and legal services. In addition, the City Manager’s Office assists the City Council in the development and formulation of policies, goals and objectives, provides direction to all City departments, and represents the City’s interests throughout the region.
FY 2025-26 ACCOMPLISHMENTS:
Achieved certification of 6 Cycle Housing Element
Engaged residents by holding town hall event and dedicated budget workshop Implemented vacant property ordinance to beautify the community Revamped Community Development Department by filling long-vacant positions, transitioning to contracted Building Services and acquiring new plan check and permitting software Continued to foster transparency, interdepartmental collaboration, and strong partnerships with State and Federal representatives
Contributed to a 20% reduction in major crimes through enhanced public safety strategies and technology, including license plate reader cameras
Maintained transparency in all city operations.
Implemented goal setting workshop with City Council for citywide visioning.
Advanced citywide infrastructure improvements, including residential street rehabilitation and Phase 1 of the sidewalk replacement program
Expanded community engagement through tools such as a monthly e-newsletter and FlashVote, improving transparency and responsiveness
Strengthened the City’s commitment to sustainability, earning the Gold Level Gateway Cities Energy Action Award for the third consecutive year
Implemented traffic calming measures that reduced vehicle speeds and increased community support for safety enhancements
Ensured strong financial stewardship by completing the FY 2024–2025 audit (ACFR) and receiving national recognition
Supported economic and community development through the launch of the Community Benefits Pilot Grant Program, awarding $99,000 to local nonprofits
Continued quarterly All Hands meetings with upper and lower management to collaborate on city issues, moving the city forward.
th
City Manager
Fiscal Year 2026-27 Budget | Artesia Page 56
Summary of Goals
FY 2026-27 OBJECTIVES:
Ensure that policies and program objectives set by the City Council are executed effectively and efficiently.
Seek grant opportunities and explore innovative methods to fund critical projects.
Explore revenue generation opportunities to expand the City’s ability to serve the public.
Foster a positive work environment that encourages innovation and collaboration.
Continue to build morale and support staff for maximum productivity.
Strengthen partnerships with neighboring municipalities and regional bodies.
Hold a management retreat to discuss the goals and objectives of the City Council.
Increase community outreach surrounding public engagement and participation to ensure the City’s programs and services meet the needs of the community.
Implement collaborative approach to address gang issues with community partners within and surrounding the City with the goal to reduce gang activity.
Ensure the implementation of 2026-27 goals and objectives.
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
$600K
City Manager
Fiscal Year 2026-27 Budget | Artesia Page 57
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Water IT Services
Copy Paper Postage Printing
Security HVAC System Service/Maintenance Maintenance/Repair Website Maintenance Equipment/Property Rental Retention Bonus Telephone Phone Allowance Flex Deductible Reimb
Office/Department Supplies Medicare / Social Security Tax Automobile Allowance Wages (Part Time) Leave Buy Back Dues/Subscription/Publication Special Contract Services Travel and Meeting City 457 Match Retirement - Employer Contr PERS - Unfunded Liability Employee Benefits Retiree Health Insurance Salaries
$$226688KK
$$552255KK
$$336644KK $$336677KK $$338877KK
FY2023 FY2024 FY2025 FY2026 FY2027
-$200K
0 $200K
$400K
$600K
City Manager
Fiscal Year 2026-27 Budget | Artesia Page 58
FY27 Expenditures by Object
Salaries $199,551 51.56%
Retiree Health Insurance $72,366 18.70%
PERS - Unfunded Liability $20,132 5.20%
Retirement - Employer Contr $19,802 5.12%
Employee Benefits $18,862 4.87%
Travel and Meeting $12,500 3.23%
Special Contract Services $11,000 2.84%
City 457 Match $10,030 2.59%
Dues/Subscription/Publication $8,000 2.07%
Office/Department Supplies $4,300 1.11%
Automobile Allowance $4,200 1.09%
Medicare / Social Security Tax $2,796 0.72%
Telephone $1,500 0.39%
Phone Allowance $1,200 0.31%
Flex Deductible Reimb $800 0.21%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $185,846.00 $199,551.42 7.37%
Retirement - Employer
Contr
$18,426.00 $19,802.21 7.47%
PERS - Unfunded Liability $20,132.00 $20,132.00 -
Medicare / Social Security
Tax
$2,695.00 $2,796.10 3.75%
Employee Benefits $17,210.00 $18,862.38 9.60%
City 457 Match $9,892.00 $10,030.17 1.40%
Flex Deductible Reimb $1,996.00 $800.00 -59.92%
Automobile Allowance $4,200.00 $4,200.00 -
Phone Allowance $1,200.00 $1,200.00 -
Retiree Health Insurance $72,366.00 $72,366.00 -
Special Contract Services $11,000.00 $11,000.00 -
Dues/Subscription/Public
ation
$8,000.00 $8,000.00 -
Office/Department
Supplies
$4,300.00 $4,300.00 -
Travel and Meeting $9,500.00 $12,500.00 31.58%
Telephone - $1,500.00 -
387K
Expenditures by Object
City Manager
Fiscal Year 2026-27 Budget | Artesia Page 59
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Total Expenditures $366,763.00 $387,040.29 5.53%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Supplies Utilities Other Pay
Programs Professional Services Benefits
Other Expenses Salaries
FY27 Expenditures by Expense Type
Salaries $199,551 51.56%
Other Expenses $92,498 23.90%
Benefits $57,691 14.91%
Professional Services $19,000 4.91%
Programs $16,800 4.34%
Utilities $1,500 0.39%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $185,846.00 $199,551.42 7.37%
Benefits $55,619.00 $57,690.86 3.73%
Other Expenses $92,498.00 $92,498.00 -
$$226688KK
$$552255KK
$$336644KK $$336677KK
$$338877KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
387K
Expenditures by Expense Type
City Manager
Fiscal Year 2026-27 Budget | Artesia Page 60
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Programs $13,800.00 $16,800.00 21.74%
Professional Services $19,000.00 $19,000.00 -
Utilities - $1,500.00 -
Total Expenditures $366,763.00 $387,040.29 5.53%
Personnel Summary
FTE Summary: 1
City Manager - .5
Executive Assistant - .5
City Manager
Fiscal Year 2026-27 Budget | Artesia Page 61
CITY CLERK
MANAGING DEPARTMENT HEAD: City Clerk
PRIMARY ACTIVITIES:
The City Clerk is one of five positions in general law cities that is required per Government Code. The City Clerk acts as a compliance officer for federal, state, and local statutes; including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk oversees local elections, maintains custody and provides access to all City records and legislative actions, ensuring transparency to the public. The City Clerk is responsible for preparation of agendas and minutes for meetings of the City Council, Successor Agency to the Artesia Redevelopment Agency, and Housing Authority and ensures completion of actions directed by those governing bodies. The Department manages, certifies, and distributes ordinances, resolutions, contract execution and other documents as appropriate and/or legally required.
FY 2025-26 ACCOMPLISHMENTS:
Legal Advertising: Coordinated 46 legal notices required by State and local regulations including public hearings and ordinance summaries to ensure compliance with California Government Code.
Processed 19 ordinances and 35 resolutions approved by City Council.
Attested to 48 documents and agreements ensuring proper execution on behalf of all departments.
Processed and published 32 sets of agendas and minutes, ensuring Compliance with the Brown Act.
Responded to 221 Public Records requests in accordance with California Government Code.
Secured Records Management contract; updated Records Retention Schedule and coordinating training.
Trained Planning Commission Clerk on proper meeting management and recordation of minutes.
Trained staff on meeting management system and agenda management system.
Attended City Clerks trainings and meetings.
Implement changes to Brown Act by SB 707.
Continued updating the City’s Resolution and Ordinance Indexes.
Continued digitizing records in the City Clerk's office.
City Clerk
Fiscal Year 2026-27 Budget | Artesia Page 62
Summary of Goals
FY 2026-27 OBJECTIVES:
Administer 2026 Municipal Election:
Update and distribute nomination papers and candidate packets to City Councilmember candidates.
Continue to refine and standardize City Council on-boarding procedures.
Continue implementation of on-boarding procedures for all City commissions.
Invest in staff by developing and implementing a training tool to guide staff agenda report writing.
Develop training for council, commission and committee agenda production and minutes to further develop staffing skills across all departments.
Invest in staff training by coordinating and implementing training on Records Management and Destruction to ensure the Records Retention Schedule is followed.
Continue to implement Public Records Request automation software, Next-Request, to streamline communication between records requestors and responses from the City.
Continue the digitization of permanent records within the City Clerks department to ensure document preservation and provide accessibility to City Departments.
Continue administration of City Council duties, including creating and posting agenda, minutes, and packets; legal advertising; legislative processing; and Public Records Act Requests.
Continue audit of City’s Resolution Index and Ordinance Index to ensure accurate record keeping.
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
City Clerk
Fiscal Year 2026-27 Budget | Artesia Page 63
Expenditures by Object
Historical Expenditures by Object
Water IT Services Copy Paper
Overtime Passport Postage Security
HVAC System Service/Maintenance Website Maintenance Maintenance/Repair Postage Printing Equipment/Property Rental
Municipal code On-Line Telephone Dues/Subscription/Publication Flex Deductible Reimb Retention Bonus Travel and Meeting Automobile Allowance Leave Buy Back Tuition Reimbursement Medicare / Social Security Tax Office/Department Supplies Staff Training City 457 Match Codification & Supplementation Wages (Part Time) Retirement - Employer Contr PERS - Unfunded Liability Employee Benefits Retiree Health Insurance Legal Publications Elections
Special Contract Services Salaries
$$221100KK $$221122KK
$$338833KK
$$332266KK
$$446622KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
City Clerk
Fiscal Year 2026-27 Budget | Artesia Page 64
FY27 Expenditures by Object
Salaries $149,661 32.43%
Special Contract Services $84,109 18.22%
Elections $75,000 16.25%
Retiree Health Insurance $29,366 6.36%
Wages (Part Time) $25,865 5.60%
Legal Publications $23,500 5.09%
PERS - Unfunded Liability $15,007 3.25%
Employee Benefits $12,949 2.81%
Retirement - Employer Contr $11,868 2.57%
Codification & Supplementation $9,000 1.95%
City 457 Match $4,165 0.90%
Tuition Reimbursement $3,500 0.76%
Medicare / Social Security Tax $3,159 0.68%
Staff Training $3,000 0.65%
Office/Department Supplies $3,000 0.65%
Leave Buy Back $3,000 0.65%
Travel and Meeting $2,000 0.43%
Automobile Allowance $1,200 0.26%
Dues/Subscription/Publication $1,100 0.24%
Flex Deductible Reimb $800 0.17%
Printing $300 0.06%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $138,838.00 $149,660.59 7.80%
Wages (Part Time) - $25,865.28 -
Leave Buy Back $3,000.00 $3,000.00 -
Retirement - Employer
Contr
$11,051.00 $11,868.08 7.39%
PERS - Unfunded Liability $15,007.00 $15,007.00 -
Medicare / Social Security
Tax
$2,013.00 $3,159.43 56.95%
Employee Benefits $11,373.00 $12,948.60 13.85%
City 457 Match $4,165.00 $4,165.00 -
Flex Deductible Reimb $2,090.00 $800.00 -61.72%
Automobile Allowance $1,200.00 $1,200.00 -
Tuition Reimbursement $3,500.00 $3,500.00 -
462K
Expenditures by Object
City Clerk
Fiscal Year 2026-27 Budget | Artesia Page 65
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Retiree Health Insurance $29,366.00 $29,366.00 -
Codification &
Supplementation
$9,000.00 $9,000.00 -
Special Contract Services $86,446.00 $84,109.00 -2.70%
Dues/Subscription/Public
ation
$600.00 $1,100.00 83.33%
Office/Department
Supplies
$3,000.00 $3,000.00 -
Printing $300.00 $300.00 -
Legal Publications $25,600.00 $23,500.00 -8.20%
Staff Training $2,600.00 $3,000.00 15.38%
Travel and Meeting $1,500.00 $2,000.00 33.33%
Elections $3,000.00 $75,000.00 2,400.00%
Total Expenditures $353,649.00 $461,548.98 30.51%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Supplies Utilities Other Pay
Programs Benefits Professional Services
Other Expenses Salaries
$$221100KK $$221122KK
$$338833KK
$$332266KK
$$446622KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
City Clerk
Fiscal Year 2026-27 Budget | Artesia Page 66
FY27 Expenditures by Expense Type
Salaries $175,526 38.03%
Other Expenses $131,873 28.57%
Professional Services $108,709 23.55%
Benefits $34,141 7.40%
Programs $8,000 1.73%
Other Pay $3,000 0.65%
Supplies $300 0.06%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $138,838.00 $175,525.87 26.42%
Other Pay $3,000.00 $3,000.00 -
Benefits $31,892.00 $34,141.11 7.05%
Other Expenses $59,873.00 $131,873.00 120.25%
Programs $7,100.00 $8,000.00 12.68%
Professional Services $112,646.00 $108,709.00 -3.50%
Supplies $300.00 $300.00 -
Total Expenditures $353,649.00 $461,548.98 30.51%
Personnel Summary
FTE Summary: 1.475
City Clerk - 1
Administrative Assistant - .475
462K
Expenditures by Expense Type
City Clerk
Fiscal Year 2026-27 Budget | Artesia Page 67
ADMINISTRATIVE SERVICES
MANAGING DEPARTMENT HEAD: Deputy City Manager
PRIMARY ACTIVITIES:
The Administrative Services Department provides general government support functions to serve the Public, City Council, City Manager, department heads, employees and residents. The primary functions of the Department include providing administrative support to other departments, reviewing and making recommendations on City agreements, reviewing City Council agenda reports, managing City contracts, preparing and overseeing the issuance of request for proposals, and applying for and managing grants. Specific services include support for areas including: Public Safety, Emergency Management, Public Information, Legislative Affairs, Economic Development, and Business Licenses. The Administrative Services Department also administers the City's community benefits programs, which includes issuing grants to non‐profit organizations supporting residents.
FY 2025-26 ACCOMPLISHMENTS:
Collected donations, processed applications and issued eight graduating seniors’ scholarships to continue their education.
Received City Council approval on the Artesia Botanical Garden design and submitted for plan check.
Managed seven active grants supporting improvements across Parks and Recreation, Public Works, and Public Safety, ensuring compliance, timely reporting, and progress toward community enhancement goals.
Completed the Sidewalk and ADA Compliant Improvements Project to address tripping hazards and enhance public infrastructure.
Applied for grants to expand public EV charging facilities, and improve roadways in the City to increase green space, advance sustainability, and improve how people move in the City.
Completed a series of Emergency Operations Center (EOC) Workshop trainings including a full-scale disaster event simulation to strengthen staff readiness and emergency response capabilities.
Completed the design for the Public Service Center Project Awarded $193,400 in Community Benefits Grant funding to eight local non-profit organizations, supporting services and programs that directly benefit the Artesia community.
Strengthened community engagement and expanded the City’s digital presence across multiple platforms.
Increased Instagram followers by 132.1% while remaining consistent with Facebook followers.
Grew Instagram reach by 21.7%, significantly expanding visibility and engagement.
Achieved a 1.34% increase in website traffic, with over 95,255 visitors in total Launched community on-line surveys to receive feedback from residents.
Launched, and successfully issued, monthly E-Newsletters to update the community on City Council actions, upcoming events, programs and projects.
City Council approval for the City’s 2026 Legislative Platform to support and guide advocacy efforts.
Initiated Phase II of the City Council Chamber Modernization Project.
Successfully implemented the first year of the Management Internship Program to develop future public sector leaders.
Completed updates to the City’s Local Hazard Mitigation Plan and submitted to state for review.
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 68
Summary of Goals
FY 2026-27 OBJECTIVES:
Continue delivering administrative support to all City departments to facilitate effective governance and the implementation of City programs and services.
Manage grants supporting parks and recreation improvements, public works infrastructure projects, policy and planning projects, and youth programming to enhance community amenities, services, and quality of life for residents.
Secure additional funding to support City initiatives by identifying and pursuing grant opportunities to implement City Council Goals.
Award a construction contract for the Artesia Botanical Garden to create a new beautiful green space for the community to enjoy.
Develop and implement a Communications Plan to improve engagement with the community about changes to City codes, programs, and events.
Initiate development of a mobile application to streamline service requests and enhance communications with residents about City services.
Facilitate the 2027 update to the City’s website in line with the Communications Plan.
Complete Phase II of the Council Chamber Modernization Project to improve functionality, appearance, and overall meeting experience.
Continue developing the Emergency Operations Center (EOC) Workshop series to enchance public safety by ensuring staff are well trained to respond in an emergency.
Complete the City’s first Climate Action and Adaptation Plan to guide long-term strategies for reducing emissions and increasing community resilience to climate change.
Receive state and federal approval of the City’s updated Local Hazard Mitigation Plan (LHMP) to strengthen public safety disaster preparedness and maintain eligibility for federal hazard mitigation funding.
Develop Staff through training and participation in professional organizations.
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 69
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Budgeted
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 70
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Beautification Awards Pre-Employment/First Aid Vehicle Service/Maintenance Commissioner Recognition Natural Gas Facility Maintenance Overtime Printing
Bilingual Pay IT Service Contingencies HVAC System Service/Maintenance Unemployment Graffiti Removal Program Tuition Reimbursement Water Passport Postage Bank fees
Copy Paper Network Software Maintenance/Repair
Office/Department Supplies Equipment Maintenance Phone Allowance Automobile Allowance Retention Bonus Flex Deductible Reimb Postage Security Street Sweeping
Dues/Subscription/Publication Miscellaneous Expense Website Maintenance Light and Power Travel and Meeting PEPRA - Employer Contr Medicare / Social Security Tax Equipment/Property Rental Wages (Part Time) Leave Buy Back City 457 Match Disaster/Emergency Preparedness Telephone Retirement - Employer Contr Library Custodial Services PERS - Unfunded Liability Special Contract Services Animal Control Employee Benefits School Crossing Guards Salaries
$$$111,,,222666777KKK $$$111,,,222777222KKK
$$$111,,,444444555KKK
$$$111,,,555555888KKK
$$$111,,,666999000KKK
FY2023 FY2024 FY2025 FY2026 FY2027
-$500K
0 $500K
$1,000K
$1,500K
$2,000K
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 71
FY27 Expenditures by Object
Salaries $665,045 39.35%
School Crossing Guards $262,584 15.54%
Special Contract Services $148,675 8.80%
Animal Control $123,821 7.33%
Employee Benefits $86,972 5.15%
PERS - Unfunded Liability $79,796 4.72%
Retirement - Employer Contr $59,097 3.50%
Library Custodial Services $38,510 2.28%
Wages (Part Time) $24,500 1.45%
Telephone $22,000 1.30%
Travel and Meeting $20,100 1.19%
City 457 Match $16,852 1.00%
Disaster/Emergency Preparedness $16,675 0.99%
Leave Buy Back $15,000 0.89%
Equipment/Property Rental $14,143 0.84%
Miscellaneous Expense $12,000 0.71%
Medicare / Social Security Tax $11,517 0.68%
Website Maintenance $10,235 0.61%
Dues/Subscription/Publication $10,000 0.59%
Security $9,200 0.54%
Postage $9,000 0.53%
Street Sweeping $6,060 0.36%
Automobile Allowance $5,970 0.35%
Office/Department Supplies $5,200 0.31%
Flex Deductible Reimb $3,960 0.23%
Tuition Reimbursement $3,500 0.21%
Copy Paper $3,000 0.18%
Passport Postage $2,000 0.12%
Bilingual Pay $1,500 0.09%
Phone Allowance $1,200 0.07%
Printing $1,000 0.06%
Commissioner Recognition $500 0.03%
Unemployment $500 0.03%
1.69M
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 72
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $570,368.00 $665,044.78 16.60%
Wages (Part Time) $24,700.00 $24,500.00 -0.81%
Leave Buy Back $15,000.00 $15,000.00 -
Retirement - Employer
Contr
$50,853.00 $59,096.52 16.21%
PERS - Unfunded
Liability
$79,796.00 $79,796.00 -
Medicare / Social Security
Tax
$10,160.00 $11,517.40 13.36%
Employee Benefits $83,822.00 $86,971.89 3.76%
City 457 Match $17,111.00 $16,852.23 -1.51%
Flex Deductible Reimb $9,126.00 $3,960.00 -56.61%
Automobile Allowance $5,760.00 $5,970.00 3.65%
Phone Allowance $1,140.00 $1,200.00 5.26%
Bilingual Pay $1,500.00 $1,500.00 -
Tuition Reimbursement $3,500.00 $3,500.00 -
Unemployment $500.00 $500.00 -
Animal Control $81,341.00 $123,821.00 52.22%
Library Custodial Services $38,138.00 $38,510.00 0.98%
School Crossing Guards $246,960.00 $262,584.00 6.33%
Special Contract Services $50,000.00 $148,674.75 197.35% Dues/Subscription/Publi
cation
$5,400.00 $10,000.00 85.19%
Copy Paper $3,000.00 $3,000.00 -
Office/Department
Supplies
$3,500.00 $5,200.00 48.57%
Postage $4,000.00 $9,000.00 125.00%
Printing $1,000.00 $1,000.00 -
Passport Postage $1,850.00 $2,000.00 8.11%
Website Maintenance $9,844.00 $10,235.00 3.97%
Travel and Meeting $9,500.00 $20,100.00 111.58%
Telephone $21,000.00 $22,000.00 4.76%
Security $8,500.00 $9,200.00 8.24%
Street Sweeping $6,000.00 $6,060.00 1.00%
Commissioner
Recognition
$500.00 $500.00 -
Disaster/Emergency
Preparedness
$26,663.00 $16,675.00 -37.46%
Equipment/Property
Rental
$14,143.00 $14,143.00 -
Miscellaneous Expense $13,000.00 $12,000.00 -7.69%
Total Expenditures $1,417,675.00 $1,690,111.58 19.22%
Expenditures by Object
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 73
Expenditures by Expense Type
Historical Expenditures by Expense Type
Maintenance/Repairs Planning Commission Expenses Systems Maintenance Supplies Other Pay Utilities
Professional Services Other Expenses Benefits
Programs Salaries
FY27 Expenditures by Expense Type
Salaries $689,545 40.80%
Programs $466,890 27.62%
Benefits $187,068 11.07%
Professional Services $158,675 9.39%
Other Expenses $103,856 6.14%
Utilities $55,578 3.29%
Other Pay $15,000 0.89%
Supplies $13,000 0.77%
Planning Commission Expenses $500 0.03%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $595,068.00 $689,544.78 15.88%
Other Pay $15,000.00 $15,000.00 -
Benefits $179,472.00 $187,068.05 4.23%
$$$111,,,222666777KKK $$$111,,,222777222KKK
$$$111,,,444444555KKK
$$$111,,,555555888KKK
$$$111,,,666999000KKK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
1.69M
Expenditures by Expense Type
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 74
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Other Expenses $104,646.00 $103,856.00 -0.75%
Programs $406,102.00 $466,890.00 14.97%
Planning Commission
Expenses
$500.00 $500.00 -
Professional Services $55,400.00 $158,674.75 186.42%
Utilities $53,487.00 $55,578.00 3.91%
Supplies $8,000.00 $13,000.00 62.50%
Total Expenditures $1,417,675.00 $1,690,111.58 19.22%
Personnel Summary
FTE SUmmary: 5.85
Deputy City Manager - 1
Management Analyst - 3.9
Intern - .475
Administrative Services
Fiscal Year 2026-27 Budget | Artesia Page 75
HUMAN RESOURCES
MANAGING DEPARTMENT HEAD: Human Resources Manager
PRIMARY ACTIVITIES:
The Human Resources Department is responsible for supporting all new, existing, and prospective employees while advancing a high-performing, compliant, and service-oriented workforce. The Department partners with all City departments to recruit and retain qualified talent, develop employees, and ensure consistent application of personnel policies and practices. Core services and competencies include recruitment and selection, employee onboarding and retention, organizational development and training, job classification and compensation, performance management, employee relations, and benefit administration. The Department also plays a critical role in risk management, workplace safety, and the administration of workers’ compensation programs to reduce liability and support employee well-being. In addition, Human Resources oversees labor relations, including contract administration and negotiations, and ensures compliance with federal, state, and local employment laws. The Department provides guidance to management on organizational development, disciplinary processes, and leave administration, while promoting a culture of accountability, equity, and continuous improvement. Through these efforts, the Department supports operational efficiency, mitigates organizational risk, and protects the City’s financial and legal interests.
FY 2025-26 ACCOMPLISHMENTS:
Expanded Human Resources from a single-person operation to a staffed department, improving service delivery and operational capacity.
Launched the Artesia Excellence Awards program to enhance employee engagement and retention.
Implemented structured onboarding tools and improved recruitment and employer branding efforts.
Facilitated 18 staff development trainings including Workplace Violence Prevention, Communication Skills for Supervisors, Bloodborne Pathogens, Report Writing, and Tactical Communication..
Introduced performance management tools aligned with FRISK principles to support consistent and defensible practices.
Coordinated the City’s annual management retreat to strengthen leadership development.
Coordinated and completed 14 recruitments.
Hired 15 new employees.
Partnered with a local nonprofit to deliver cultural competency awareness training; supporting a more inclusive and informed workplace.
Established a third-party partnership for bilingual testing, improving efficiency, standardizing evaluations, and reducing turnaround time to 1–2 days.
Led policy development and updates, including ADA policies and progress toward a comprehensive Employee Handbook.
Coordinated the SELACO Youth at Work Program through on-boarding over 20 applicants for the City.
Facilitated and participated in the successful audit and inspection of the City’s passport facilities.
Implemented standardized Human Resources workflows.
Human Resources
Fiscal Year 2026-27 Budget | Artesia Page 76
Summary of Goals
FY 2026-27 OBJECTIVES:
Complete and implement a comprehensive Employee Handbook aligned with MOUs and applicable regulations to support and provide valuable resources to staff.
Enhance recruitment strategies to attract diverse and qualified candidates and invest in future staff.
Invest in staff by expanding employee development and training programs.
Strengthen performance management processes and supervisor accountability to assist supervisors in staff investment and growth.
Invest in staff by continuing to build a culture of engagement, recognition, and retention.
Leverage Human Resources technology to improve efficiency and reporting capabilities.
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
$800K
Human Resources
Fiscal Year 2026-27 Budget | Artesia Page 77
Expenditures by Object
Historical Expenditures by Object
Water Benefit Admin Cost Copy Paper
Printing Security HVAC System Service/Maintenance
Postage Maintenance/Repair Website Maintenance
Equipment/Property Rental Crime Insurance Overtime
Telephone Repair/Service Phone Allowance Bilingual Pay
Retention Bonus City 457 Match Telephone
Background Checks Miscellaneous Expense Leave Buy Back
Wages (Part Time) Retiree Health Insurance Flex Deductible Reimb Tuition Reimbursement Automobile Allowance Office/Department Supplies Medicare / Social Security Tax Travel and Meeting Pre-Employment/First Aid HR Systems and Compliance Tools Organizational Development Dues/Subscription/Publication Employee Appreciation Retirement - Employer Contr Employment ads Contract Services PERS - Unfunded Liability Employee Benefits Labor Consultant Salaries
$$221144KK
$$229955KK
$$335522KK
$$660077KK
$$666644KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
Human Resources
Fiscal Year 2026-27 Budget | Artesia Page 78
FY27 Expenditures by Object
Salaries $304,861 45.91%
Employee Benefits $62,595 9.43%
PERS - Unfunded Liability $35,917 5.41%
Retirement - Employer Contr $35,766 5.39%
Organizational Development $35,000 5.27%
Employment ads $35,000 5.27%
HR Systems and Compliance Tools $30,000 4.52%
Employee Appreciation $30,000 4.52%
Contract Services $28,000 4.22%
Dues/Subscription/Publication $20,000 3.01%
Automobile Allowance $6,480 0.98%
Medicare / Social Security Tax $5,376 0.81%
Travel and Meeting $5,000 0.75%
Office/Department Supplies $5,000 0.75%
Pre-Employment/First Aid $5,000 0.75%
Tuition Reimbursement $3,500 0.53%
Flex Deductible Reimb $3,040 0.46%
Bilingual Pay $2,700 0.41%
Telephone Repair/Service $2,500 0.38%
Phone Allowance $2,160 0.33%
Telephone $2,000 0.30%
City 457 Match $1,977 0.30%
Background Checks $1,500 0.23%
Overtime $500 0.08%
Printing $100 0.02%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $339,933.00 $304,861.39 -10.32%
Overtime $500.00 $500.00 -
Retirement - Employer
Contr
$35,059.00 $35,765.56 2.02%
PERS - Unfunded Liability $35,917.00 $35,917.00 -
Medicare / Social Security
Tax
$4,929.00 $5,375.87 9.07%
Employee Benefits $66,343.00 $62,595.34 -5.65%
City 457 Match $1,735.00 $1,976.65 13.93%
664K
Expenditures by Object
Human Resources
Fiscal Year 2026-27 Budget | Artesia Page 79
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Flex Deductible Reimb $6,269.00 $3,040.00 -51.51%
Automobile Allowance $6,480.00 $6,480.00 -
Phone Allowance $2,060.00 $2,160.00 4.85%
Bilingual Pay $2,175.00 $2,700.00 24.14%
Employment ads $22,000.00 $35,000.00 59.09%
Employee Appreciation $27,750.00 $30,000.00 8.11%
Tuition Reimbursement $3,500.00 $3,500.00 -
Background Checks $1,500.00 $1,500.00 -
Pre-Employment/First
Aid
$5,000.00 $5,000.00 -
Contract Services $28,000.00 $28,000.00 -
Dues/Subscription/Public
ation
$20,000.00 $20,000.00 -
Office/Department
Supplies
$5,000.00 $5,000.00 -
Printing $100.00 $100.00 -
Travel and Meeting $5,000.00 $5,000.00 -
Telephone - $2,000.00 -
Telephone Repair/Service - $2,500.00 -
Organizational
Development
$20,000.00 $35,000.00 75.00%
HR Systems and
Compliance Tools
- $30,000.00 -
Total Expenditures $639,250.00 $663,971.81 3.87%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Expense Supplies Other Pay
Systems Maintenance Programs Professional Services
Utilities Benefits Other Expenses
Salaries
$$221144KK
$$229955KK
$$335522KK
$$660077KK
$$666644KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
Human Resources
Fiscal Year 2026-27 Budget | Artesia Page 80
FY27 Expenditures by Expense Type
Salaries $305,361 45.99%
Other Expenses $144,417 21.75%
Benefits $120,093 18.09%
Utilities $32,500 4.89%
Systems Maintenance $30,000 4.52%
Professional Services $20,000 3.01%
Programs $11,500 1.73%
Supplies $100 0.02%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $340,433.00 $305,361.39 -10.30%
Benefits $125,050.00 $120,093.42 -3.96%
Other Expenses $114,167.00 $144,417.00 26.50%
Programs $11,500.00 $11,500.00 -
Professional Services $20,000.00 $20,000.00 -
Utilities $28,000.00 $32,500.00 16.07%
Supplies $100.00 $100.00 -
Systems Maintenance - $30,000.00 -
Total Expenditures $639,250.00 $663,971.81 3.87%
Personnel Summary
FTE Summary: 3.8
Human Resources Manager - .8
Human Resources Analyst - 1
Sr. Administrative Assistant - 1
Administrative Assistant - 1
664K
Expenditures by Expense Type
Human Resources
Fiscal Year 2026-27 Budget | Artesia Page 81
RISK MANAGEMENT
MANAGING DEPARTMENT HEAD: Human Resources Manager
PRIMARY ACTIVITIES:
The Risk Management Division is responsible for managing the City's internal and external risks in a cost-effective manner. The department plays a crucial role in reviewing City agreements to ensure the presence of proper insurance and indemnification clauses. Risk Management handles the processing of insurance claims against private parties or through City insurance, as well as claims from private parties against the City. The department also submits restitution claims for crimes committed against public property, working in collaboration with the Sheriff’s Department and District Attorney. Through diligent risk assessment, efficient claims processing, and pursuit of restitution, the Risk Management Department safeguards the City's interests, financial stability, and public assets.
FY 2025-26 ACCOMPLISHMENTS:
Met quarterly with the Safety Committee to ensure compliance checks occur and to address risk mitigation throughout the organization.
Completed a comprehensive Risk Inspection through the CJPIA.
Established structured oversight of the City’s risk management program.
Coordinated ongoing compliance with the City’s Workplace Violence Prevention Plan.
Strengthened claims management processes and injury reporting protocols.
Improved risk-related policies.
Collaborated with JPIA and legal counsel on liability and compliance matters.
Integrated risk management practices into Human Resources operations and decision-making.
Attended Risk Management Academy to strengthen knowledge of risk management principles and best practices. Gained tools and strategies to support a proactive risk management culture and improve organizational decision-making.
Attended ongoing ADA training covering key compliance areas, including legal requirements, physical accessibility, Human Resources practices, and website accessibility; increasing insight into current standards and best practices to support ADA compliance and reduce risk.
Achieved 100% compliance with CPR training.
Assigned new staff to earn certification in ergonomic assessment, strengthening the City’s capacity to proactively identify and mitigate workplace injury risks.
Summary of Goals
FY 2026-27 OBJECTIVES:
Enhance risk assessment and mitigation strategies across departments.
Expand training on workplace safety and risk awareness.
Strengthen claims tracking and reporting processes.
Invest in staff by providing additional contract risk transfer training to continue improving contract review and insurance compliance standards across all departments.
Ensure ongoing compliance with Cal/OSHA and regulatory requirements ensuring a safe working environment for employees.
Promote a proactive culture of risk identification and prevention to improve safety in the community.
Risk Management
Fiscal Year 2026-27 Budget | Artesia Page 82
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Overtime Phone Allowance Wages (Part Time)
Flex Deductible Reimb Retention Bonus City 457 Match
Tuition Reimbursement Automobile Allowance Medicare / Social Security Tax Leave Buy Back Miscellaneous Expense Retirement - Employer Contr Special Professional Services Crime Insurance PERS - Unfunded Liability Special Department Supplies Employee Benefits Salaries
Workers Comp Insurance Property Insurance Liability Insurance Expenditures Actual Expenditures Budgeted
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
$800K
$1,000K
$$442211KK
$$554488KK
$$662200KK
$$666611KK
$$887722KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
$1,000K
Risk Management
Fiscal Year 2026-27 Budget | Artesia Page 83
FY27 Expenditures by Object
Liability Insurance $472,865 54.24%
Property Insurance $150,823 17.30%
Workers Comp Insurance $104,174 11.95%
Salaries $103,571 11.88%
Special Department Supplies $10,000 1.15%
Employee Benefits $6,312 0.72%
Miscellaneous Expense $5,000 0.57%
Special Professional Services $5,000 0.57%
Retirement - Employer Contr $4,051 0.46%
PERS - Unfunded Liability $3,935 0.45%
Crime Insurance $3,670 0.42%
Automobile Allowance $720 0.08%
Tuition Reimbursement $700 0.08%
Medicare / Social Security Tax $546 0.06%
Phone Allowance $240 0.03%
Flex Deductible Reimb $160 0.02%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $36,585.00 $103,571.34 183.10%
Retirement - Employer
Contr
$3,937.00 $4,050.91 2.89%
PERS - Unfunded Liability $3,935.00 $3,935.00 -
Medicare / Social Security
Tax
$530.00 $546.40 3.09%
Employee Benefits $5,832.00 $6,312.38 8.24%
Flex Deductible Reimb $426.00 $160.00 -62.44%
Automobile Allowance $720.00 $720.00 -
Phone Allowance $240.00 $240.00 -
Tuition Reimbursement $700.00 $700.00 -
Special Professional
Services
$5,000.00 $5,000.00 -
Liability Insurance $344,215.00 $472,865.00 37.37%
Workers Comp Insurance $80,134.00 $104,174.00 30.00%
Crime Insurance $3,839.00 $3,670.00 -4.40%
Special Department
Supplies
$10,000.00 $10,000.00 -
872K
Expenditures by Object
Risk Management
Fiscal Year 2026-27 Budget | Artesia Page 84
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Property Insurance $165,112.00 $150,823.00 -8.65%
Miscellaneous Expense - $5,000.00 -
Total Expenditures $661,205.00 $871,768.03 31.85%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Pay Supplies Benefits
Salaries Other Expenses
FY27 Expenditures by Expense Type
Other Expenses $746,167 85.59%
Salaries $103,571 11.88%
Benefits $12,030 1.38%
Supplies $10,000 1.15%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $36,585.00 $103,571.34 183.10%
Benefits $11,685.00 $12,029.70 2.95%
Other Expenses $602,935.00 $746,167.00 23.76%
Supplies $10,000.00 $10,000.00 -
$$442211KK
$$554488KK
$$662200KK
$$666611KK
$$887722KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
$1,000K
872K
Expenditures by Expense Type
Risk Management
Fiscal Year 2026-27 Budget | Artesia Page 85
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Total Expenditures $661,205.00 $871,768.03 31.85%
Personnel Summary
FTE Summary: .2
Human Resources Manager - .2
Risk Management
Fiscal Year 2026-27 Budget | Artesia Page 86
ARTESIA TOWNE CENTER
MANAGING DEPARTMENT HEAD: Finance Director
PRIMARY ACTIVITIES:
The Artesia Towne Center (ATC) is a City-owned commercial center at the northwest corner of Pioneer Boulevard and 183 Street. This two-story center provides over 38,000 square feet of leasable space for retail and office tenants in a high-traffic area of the City. The ATC is an important revenue-generator for the City and helps to diversify the City’s revenue streams.
FY 2025-26 ACCOMPLISHMENTS:
Overall occupancy at ATC remained consistent throughout the Fiscal Year, with the first floor remaining at an all-time high of 96% occupancy.
Improved the property’s financial performance, allowing for the continuation of quarterly reserve allocations to support long-term capital planning and sustainability.
Executed three new multi-year leases, including an established coffee shop expanding from another market, strengthening tenant diversity and increasing long-term occupancy stability.
Performed improvements, including drought tolerant landscaping, to attract new tenants and support longterm retention of existing tenants.
Successfully completed the Fire Life Safety project, enhancing building safety systems, ensuring code compliance, and improving overall protection for tenants and occupants.
Secured an ideal second-floor suite for the Artesia Chamber of Commerce, establishing their first official office and strengthening the Artesia Towne Center’s community presence.
Summary of Goals
FY 2026-27 OBJECTIVES:
Continue reconditioning the roof to extend its lifespan, prevent potential issues, and support long-term facility maintenance.
Renovate both second floor common area restrooms, increasing second floor appeal to potential tenants.
Finalize and permit ADA improvements throughout the parking lot ensuring the facility is accessible for all.
Renovate the monument sign to improve visibility and align with current design standards and beautify the center.
Enhance economic development by strengthening revenue generated by the ATC through increased occupancy.
Increase second floor occupancy and achieve 100% occupancy on the first floor. rd
Artesia Towne Center
Fiscal Year 2026-27 Budget | Artesia Page 87
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Retention Bonus Phone Allowance Flex Deductible Reimb
Medicare / Social Security Tax Automobile Allowance City 457 Match Contract Services Leave Buy Back Employee Benefits
Retirement - Employer Contr PERS - Unfunded Liability Salaries Property Rehabilitation Property Insurance
Expenditures Actual Expenditures Budgeted
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
$600K
$$113377KK
$$111177KK
$$113377KK
$$333366KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
Artesia Towne Center
Fiscal Year 2026-27 Budget | Artesia Page 88
FY27 Expenditures by Object
Property Rehabilitation $200,000 59.49%
Property Insurance $60,000 17.85%
Salaries $54,589 16.24%
PERS - Unfunded Liability $5,902 1.76%
Retirement - Employer Contr $5,124 1.52%
Leave Buy Back $3,000 0.89%
City 457 Match $2,797 0.83%
Employee Benefits $2,710 0.81%
Automobile Allowance $870 0.26%
Medicare / Social Security Tax $772 0.23%
Phone Allowance $240 0.07%
Flex Deductible Reimb $200 0.06%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $54,713.00 $54,588.69 -0.23%
Leave Buy Back $3,000.00 $3,000.00 -
Retirement - Employer
Contr
$5,082.00 $5,124.44 0.84%
PERS - Unfunded Liability $5,902.00 $5,902.00 -
Medicare / Social Security
Tax
$793.00 $772.06 -2.64%
Employee Benefits $3,537.00 $2,709.94 -23.38%
City 457 Match $2,841.00 $2,797.36 -1.54%
Flex Deductible Reimb $628.00 $200.00 -68.15%
Automobile Allowance $900.00 $870.00 -3.33%
Phone Allowance $240.00 $240.00 -
Property Insurance $60,000.00 $60,000.00 -
Property Rehabilitation - $200,000.00 -
Total Expenditures $137,636.00 $336,204.49 144.27%
336K
Expenditures by Object
Artesia Towne Center
Fiscal Year 2026-27 Budget | Artesia Page 89
Expenditures by Expense Type
Historical Expenditures by Expense Type
Utilities Other Pay Benefits
Salaries Other Expenses
FY27 Expenditures by Expense Type
Other Expenses $265,902 79.09%
Salaries $54,589 16.24%
Benefits $12,714 3.78%
Other Pay $3,000 0.89%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $54,713.00 $54,588.69 -0.23%
Other Pay $3,000.00 $3,000.00 -
Benefits $14,021.00 $12,713.80 -9.32%
Other Expenses $65,902.00 $265,902.00 303.48%
Total Expenditures $137,636.00 $336,204.49 144.27%
$$113377KK
$$111177KK
$$113377KK
$$333366KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
336K
Expenditures by Expense Type
Artesia Towne Center
Fiscal Year 2026-27 Budget | Artesia Page 90
Personnel Summary
FTE Summary: .3
City Manager - .1
Finance Director - .1
Management Analyst - .1
Artesia Towne Center
Fiscal Year 2026-27 Budget | Artesia Page 91
FISCAL SERVICES
MANAGING DEPARTMENT HEAD: Finance Director
PRIMARY ACTIVITIES:
The Finance Department plays a vital role in maintaining the fiscal health of the City. It is responsible for managing the City’s budget, coordinating financial resources, and providing support for the internal computer network system.
The department oversees a comprehensive range of municipal financial operations, including:
Budget development and monitoring
Financial reporting and audit compliance
Payroll administration
Treasury management
Information Technology (IT)
Business licensing
Throughout the year, the department ensures that all financial practices comply with regulatory standards and follow best practices. By delivering accurate financial information and strategic guidance, the Finance Department supports informed decision-making and promotes transparency and accountability across City operations.
FY 2025-26 ACCOMPLISHMENTS
FINANCE:
Completed the Fiscal Year 2024-25 audits.
Published the Fiscal Year 2024-25 Annual Comprehensive Financial Report (ACFR) in compliance with audit standards.
Received a Certificate of Achievement for Excellence in Financial Reporting (COA) for the Fiscal Year 2024–25 Annual Comprehensive Financial Report (ACFR) from the Government Finance Officers Association (GFOA).
Expanded the Budgeting module in ClearGov to support enhanced budget planning, including capital projects, and personnel management.
Updated the City Investment Policy to allow diversifiction of investments and increased financial standing for the City.
BUSINESS LICENSE:
Maintained timely processing and support for business license applications and renewals, achieving a 90% renewal rate.
Performed regulatory inspections to ensure compliance with municipal licensing requirements.
Collaborated with internal departments, including Planning, Building and Safety, and Code Compliance, to streamline workflows and support consistent application of licensing standards.
Provided frequent guidance and training to supporting Staff to ensure consistency in business license review procedures.
Achieved consistent 24-hour response time for general business license inquiries, supporting effective and responsive customer service.
Made additions to the City’s Business License page to ensure easier access to relevant pages and resources available for existing, new, and prospective businesses.
Offered alternative payment structures to ensure compliance and bring existing accounts to a current status.
INFORMATION TECHNOLOGY:
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 92
Completed the third year of the Computer Replacement Program.
Continued upgrading equipment including: firewalls at all City facilities, server switch, phone system at all City facilities, and fiber optic internet connection at the Public Works Yard.
Created the City’s Intranet page to serve as a resource center for departmental documents.
ACCOUNTING:
Performed detailed reconciliation and periodic audits of the liability accounts.
Organized and transitioned accounting records to a digital format, significantly reducing paper usage and improving data accessibility.
Worked with various departments to implement a process for deposit reconciliation.
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 93
Summary of Goals
FY 2026-27 OBJECTIVES
FINANCE:
Evaluate and update fiscal policies and procedures.
Optimize the functionality of the accounting system.
Diversify the City’s investment portfolio while maintaining safety, liquidity, and maximizing returns.
Submit application for the Distinguished Budget Presentation Award for Fiscal Year 2026-27.
Earn the Certificate of Achievement for Excellence in Financial Reporting (COA) for the Fiscal Year 2025-26 Annual Comprehensive Financial Report (ACFR) from the Government Finance Officers Association (GFOA) BUSINESS LICENSE:
Build on the 90% renewal rate for business licenses until 100% compliance is reached.
Maintain ongoing compliance monitoring throughout the year, by incorporating email and phone call campaigns and coordinating with Code Enforcement. Provide training for Staff on business license procedures and where to find information on the website to share with the public. Continue to improve communication with the public by ensuring the website remains to make it easier for businesses to access relevant resources and tools to manage the BL accounts.
Continue to collaborate with community partners, including the Chamber of Commerce, to promote business license compliance and renewal timelines.
Increase collaboration efforts with the Chamber of Commerce to facilitate further Grand Openings for businesses.
Continue to increase public awareness of Measure V Business License Tax through updated digital content, printed materials, and community engagement. efforts.
INFORMATION TECHNOLOGY:
Continue the equipment replacement and upgrade program.
Implement Dual Factor Authentication. Conduct semi-annual phishing training.
Modernize the Supervisory Alarm (SA) system by transitioning from analog to a digital format.
Implement a Primary Rate Interface (PRI) system as a contingency measure to maintain communication capabilities during total power and internet failures. I would like to know more about this project if it hasn’t been completed yet.
ACCOUNTING:
Reduce the number of paper checks issues by exploring digital payment alternatives.
Conduct cost analysis on monthly utilities to identify savings opportunities.
Expand utilization of ERP system.
Explore options for payroll system and human resources system to improve efficiency, enhance compliance, streamline processes and improve employee experience
Streamline and automate the purchase order (P.O.) process to improve workflow and reduce processing time.
Automate billing processes to reduce manual errors and save time.
Enhance cross-training responsibilities within the department.
Streamline communication with other departments to effectively manage overpayments and emerging payment issues.
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 94
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
$1,000K
$1,250K
$1,500K
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 95
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Water Postage
Copy Paper Security HVAC System Service/Maintenance
Website Maintenance Maintenance/Repair Equipment/Property Rental Bilingual Pay Phone Allowance Telephone
PEPRA - Unfunded Liability Wages (Part Time) Overtime
Printing Office/Department Supplies Check Fraud
Automobile Allowance Capital equipment Retention Bonus
Flex Deductible Reimb Travel and Meeting Leave Buy Back Medicare / Social Security Tax Retiree Health Insurance City 457 Match IT Services Dues/Subscription/Publication Bank fees
Retirement - Employer Contr IT Service Contingencies PERS - Unfunded Liability Employee Benefits Contract Services Salaries
$$662244KK
$$883300KK $$889911KK
$$$111,,,111888888KKK
$$$111,,,333444111KKK
FY2023 FY2024 FY2025 FY2026 FY2027
-$500K
0 $500K
$1,000K
$1,500K
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 96
FY27 Expenditures by Object
Salaries $637,856 47.58%
Contract Services $265,000 19.77%
Employee Benefits $86,704 6.47%
PERS - Unfunded Liability $59,755 4.46%
Retirement - Employer Contr $54,330 4.05%
Bank fees $50,000 3.73%
IT Service Contingencies $50,000 3.73%
IT Services $30,000 2.24%
Dues/Subscription/Publication $28,000 2.09%
City 457 Match $19,136 1.43%
Retiree Health Insurance $15,458 1.15%
Leave Buy Back $10,074 0.75%
Medicare / Social Security Tax $9,249 0.69%
Travel and Meeting $8,000 0.60%
Automobile Allowance $4,140 0.31%
Flex Deductible Reimb $3,920 0.29%
Office/Department Supplies $2,500 0.19%
Overtime $2,500 0.19%
Printing $1,500 0.11%
Bilingual Pay $1,500 0.11%
Phone Allowance $1,080 0.08%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $572,010.00 $637,856.23 11.51%
Overtime $2,500.00 $2,500.00 -
Leave Buy Back $10,074.00 $10,074.00 -
Retirement - Employer
Contr
$48,919.00 $54,330.00 11.06%
PERS - Unfunded
Liability
$59,755.00 $59,755.00 -
Medicare / Social Security
Tax
$8,294.00 $9,248.92 11.51%
Employee Benefits $78,993.00 $86,703.56 9.76%
City 457 Match $17,160.00 $19,135.69 11.51%
Flex Deductible Reimb $8,334.00 $3,920.00 -52.96%
1.34M
Expenditures by Object
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 97
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Automobile Allowance $4,140.00 $4,140.00 -
Phone Allowance $1,080.00 $1,080.00 -
Bilingual Pay $1,250.00 $1,500.00 20.00%
Retiree Health Insurance $15,458.00 $15,458.00 -
Contract Services $250,000.00 $265,000.00 6.00%
IT Services $30,000.00 $30,000.00 -
IT Service Contingencies $50,000.00 $50,000.00 -
Dues/Subscription/Publi
cation
$25,000.00 $28,000.00 12.00%
Office/Department
Supplies
$2,500.00 $2,500.00 -
Printing $1,500.00 $1,500.00 -
Travel and Meeting $6,000.00 $8,000.00 33.33%
Bank fees $22,000.00 $50,000.00 127.27%
Total Expenditures $1,214,967.00 $1,340,701.39 10.35%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Supplies Capital Other Pay
Professional Services Programs Other Expenses
Benefits Utilities Salaries
$$662244KK
$$883300KK
$$889911KK
$$$111,,,111888888KKK
$$$111,,,333444111KKK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 98
FY27 Expenditures by Expense Type
Salaries $640,356 47.76%
Utilities $345,000 25.73%
Benefits $180,058 13.43%
Other Expenses $75,213 5.61%
Programs $60,500 4.51%
Professional Services $28,000 2.09%
Other Pay $10,074 0.75%
Supplies $1,500 0.11%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $574,510.00 $640,356.23 11.46%
Other Pay $10,074.00 $10,074.00 -
Benefits $168,170.00 $180,058.16 7.07%
Other Expenses $75,213.00 $75,213.00 -
Programs $30,500.00 $60,500.00 98.36%
Professional Services $25,000.00 $28,000.00 12.00%
Utilities $330,000.00 $345,000.00 4.55%
Supplies $1,500.00 $1,500.00 -
Total Expenditures $1,214,967.00 $1,340,701.39 10.35%
1.34M
Expenditures by Expense Type
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 99
Personnel Summary
FTE Summary: 4.9
Finance Director - .9
Accounting Manager - 1
Administrative Analyst - 1
Senior Accountant - 1
Accounting Technician II - 1
Fiscal Services
Fiscal Year 2026-27 Budget | Artesia Page 100
PLANNING
MANAGING DEPARTMENT HEAD: Community Development Director PRIMARY ACTIVITIES:
The Planning Division is part of the Community Development Department and administers the City’s comprehensive planning programs, processes development permits and agreements, and carries out state mandates related to housing. Planning prepares, maintains and implements the General Plan, Zoning, and Subdivision of parcels. Planning provides assessments and recommendations of developments to the Planning Commission and City Council. The Planning Division’s goal is a well-designed City with a physically attractive built environment.
FY 2025-26 ACCOMPLISHMENTS:
Adopted the Housing Element and received certification from the California Department of Housing and Community Development.
Permitted 44 new residential units, including:
8 accessory dwelling units (ADUs)
31 multifamily units
5 single-family units
Processed 33 entitlement projects requiring public hearings for commercial and residential development.
Processed 9 Temporary Use Permits and 4 Procession Permits supporting community events.
Initiated digitization of planning records through the Laserfiche platform to improve records access and workflow efficiency.
Upgraded planning software to OpenGov, a new electronic system for Planning case management which facilitates online plan submittal, review, and payment services.
Adopted and revised the Mixed-Use Overlay Zone, expanding opportunities for residential and mixed-use development in targeted areas.
Completed and submitted the Annual General Plan Progress Report in compliance with State requirements.
Adopted an ordinance updating the City’s ADU regulations to maintain consistency with State law.
Adopted the Artesia Downtown Specific Plan establishing a framework for future mixed-use development, pedestrian improvements, and economic revitalization.
Adopted the Housing Element and received certification from the California Department of Housing and Community Development.
Planning
Fiscal Year 2026-27 Budget | Artesia Page 101
Summary of Goals
FY 2026-27 OBJECTIVES:
Implement Housing Element programs and ensure ongoing compliance with State Housing Laws, including ongoing monitoring of program implementation and outcomes, monitoring program performance, maintaining adequate sites inventory consistent with No Net Loss requirements, advancing Affirmatively Furthering Fair Housing (AFFH) objectives, and implementing regulatory tools such as Density Bonus, ADU provisions, reasonable accommodation, and ministerial (by-right) processing supported by objective development standards.
Adopt and implement a Reasonable Accommodation Ordinance to provide flexibility in development standards for qualifying housing projects.
Update and implement residential development standards to streamline project review, reduce regulatory constraints, and align with current Building Code requirements, including removal or modification of governmental constraints identified in the Housing Element.
Adopt and implement objective design and ministerial (by-right) processing procedures for qualifying housing developments consistent with adopted objective standards and State streamlining laws.
Pursue and secure external funding to implement infrastructure and public realm improvements identified in the Housing Element and Downtown Specific Plan that support new development, including pedestrian and streetscape enhancements which will assist in driving economic development and the beautification of the City.
Continue to upgrade the City’s electronic permitting platform to OpenGov to allow for online application submittals, fee payments, and interdepartmental coordination and project streamlining which enables economic and housing development.
Conduct and update the City’s Planning Fee Schedule to ensure cost recovery while not constraining new development.
Planning
Fiscal Year 2026-27 Budget | Artesia Page 102
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
$1,000K
$1,250K
Planning
Fiscal Year 2026-27 Budget | Artesia Page 103
Expenditures by Object
Historical Expenditures by Object
Water IT Services Copy Paper
Security HVAC System Service/Maintenance Maintenance/Repair Website Maintenance Equipment/Property Rental Phone Allowance Telephone Vehicle/Equipment Fuel Printing
Postage City 457 Match Vehicle Service/Maintenance
Retention Bonus Tuition Reimbursement Automobile Allowance Travel and Meeting Flex Deductible Reimb Wages (Part Time) Commissioners Stipends Overtime Dues/Subscription/Publication Office/Department Supplies Medicare / Social Security Tax Building Inspection Plan Cks Leave Buy Back Settlement Retirement - Employer Contr
Legal Publications PERS - Unfunded Liability Special Professional Services Employee Benefits Salaries Special Contract Services
$$446633KK $$444433KK
$$$111,,,000888444KKK
$$883311KK
$$557799KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
Planning
Fiscal Year 2026-27 Budget | Artesia Page 104
FY27 Expenditures by Object
Salaries $312,808 54.03%
Special Contract Services $105,000 18.14%
Legal Publications $34,000 5.87%
Employee Benefits $30,697 5.30%
PERS - Unfunded Liability $29,923 5.17%
Retirement - Employer Contr $24,806 4.28%
Dues/Subscription/Publication $6,000 1.04%
Medicare / Social Security Tax $4,536 0.78%
Overtime $4,500 0.78%
Automobile Allowance $4,455 0.77%
Travel and Meeting $4,000 0.69%
Tuition Reimbursement $3,500 0.60%
Commissioners Stipends $3,000 0.52%
Flex Deductible Reimb $2,520 0.44%
Postage $2,500 0.43%
Vehicle Service/Maintenance $2,000 0.35%
Office/Department Supplies $2,000 0.35%
Phone Allowance $1,200 0.21%
Vehicle/Equipment Fuel $1,000 0.17%
Printing $500 0.09%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $173,933.00 $312,808.18 79.84%
Overtime $3,000.00 $4,500.00 50.00%
Retirement - Employer
Contr
$15,169.00 $24,805.69 63.53%
PERS - Unfunded Liability $29,923.00 $29,923.00 -
Medicare / Social Security
Tax
$2,522.00 $4,535.72 79.85%
Employee Benefits $38,581.00 $30,697.15 -20.43%
Flex Deductible Reimb $4,915.00 $2,520.00 -48.73%
Automobile Allowance $1,500.00 $4,455.00 197.00%
Phone Allowance $360.00 $1,200.00 233.33%
Tuition Reimbursement $3,500.00 $3,500.00 -
Commissioners Stipends $3,000.00 $3,000.00 -
Special Contract Services $583,721.52 $105,000.00 -82.01% 579K
Expenditures by Object
Planning
Fiscal Year 2026-27 Budget | Artesia Page 105
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Dues/Subscription/Public
ation
$4,000.00 $6,000.00 50.00%
Office/Department
Supplies
$750.00 $2,000.00 166.67%
Postage $750.00 $2,500.00 233.33%
Printing $500.00 $500.00 -
Legal Publications $34,000.00 $34,000.00 -
Travel and Meeting $2,000.00 $4,000.00 100.00%
Vehicle
Service/Maintenance
$1,653.29 $2,000.00 20.97%
Vehicle/Equipment Fuel $1,000.00 $1,000.00 -
Total Expenditures $904,777.81 $578,944.74 -36.01%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Maintenance/Repairs Utilities Supplies
Planning Commission Expenses Programs Other Pay
Other Expenses Benefits Salaries
Professional Services
$$446633KK $$444433KK
$$$111,,,000888444KKK
$$883311KK
$$557799KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
Planning
Fiscal Year 2026-27 Budget | Artesia Page 106
FY27 Expenditures by Expense Type
Salaries $317,308 54.81%
Professional Services $145,000 25.05%
Benefits $68,214 11.78%
Other Expenses $34,423 5.95%
Programs $6,000 1.04%
Supplies $3,000 0.52%
Planning Commission Expenses $3,000 0.52%
Maintenance/Repairs $2,000 0.35%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $176,933.00 $317,308.18 79.34%
Benefits $63,047.00 $68,213.56 8.19%
Other Expenses $34,423.00 $34,423.00 -
Programs $2,750.00 $6,000.00 118.18%
Planning Commission
Expenses
$3,000.00 $3,000.00 -
Professional Services $621,721.52 $145,000.00 -76.68%
Supplies $1,250.00 $3,000.00 140.00%
Maintenance/Repairs $1,653.29 $2,000.00 20.97%
Total Expenditures $904,777.81 $578,944.74 -36.01%
Personnel Summary
FTE Summary: 3.15
Community Development Director - .2
Planning Manager - .95
Assistant Planner - 1
Planning Clerk - 1
579K
Expenditures by Expense Type
Planning
Fiscal Year 2026-27 Budget | Artesia Page 107
BUILDING AND SAFETY
MANAGING DEPARTMENT HEAD: Community Development Director PRIMARY ACTIVITIES:
The City contracted with Los Angeles County for Building, Safety, Plan Check, and Inspection services since 1959 through May 2026. In Fiscal Year 2025-26, City Council approved a contract for Building Plan Check and Inspection Services with BPR Consulting Group. The County Building and BPR Building Plan Check and Inspector services currently enforce the regulations of the Los Angeles County and California Building Code, which the City adopts by reference. In Fiscal Year 2026-27, BPR Consulting Group will work with private contractors, property owners, and residents to ensure construction is completed in compliance with state and local codes and is safe for occupation. The Building and Safety Department’s goal is to ensure construction is completed efficiently and in compliance with state and local codes and is safe for occupation.
FY 2025-26 ACCOMPLISHMENTS
Initiated 425 building permits.
Issued 354 building permits.
Finalized 317 building permits.
Upgrade building software to OpenGov, a new electronic system for Building Plan Check and Inspection Services. This electronic platform facilitates building plan submittal, plan review, inspection, permit processing, and payment services.
Implemented solar permitting through OpenGov in coordination with Solar App+ as required by State law for automated permitting for qualified projects.
Provided inspections within three business day of request.
Provided weekly status reports to City staff for all projects, improving communication between County contractors, City, and applicants.
Digitized building permits through the existing Laserfiche program.
Building and Safety
Fiscal Year 2026-27 Budget | Artesia Page 108
Summary of Goals
FY 2026-27 OBJECTIVES:
Adopt the latest edition of the California Building Code and related codes to ensure alignment with State law and maintain compliance, while limiting local amendments to those necessary to address documented local conditions.
Establish new building permit fees that allow for full cost recovery, supported by conducting a comprehensive fee study consistent with California Government Code Section 66014.
Establish a building permit workflow to work collaboratively with BPR, the City’s Building & Safety and Inspection Services consultant. This will improve the permit process and create new educational material to more effectively communicate with users.
Create building permit handouts, policies, and processes to improve communications so applicants can obtain clear and objective information related to building permit requirements, including standardized checklists to reduce incomplete applications and resubmittals.
Implement a pre-approved plans program for common residential projects, including accessory dwelling units (ADUs), patio covers, and minor additions, to streamline plan review and reduce processing times.
Expedited review using OpenGov and same-day permit issuance for minor permits, such as water heaters, HVAC replacements, and electrical panel upgrades, to improve customer service and reduce staff workload.
Utilize virtual meeting platform to assist customers with building plan checks and inspection service questions, including virtual counter hours.
Maintain the goal of providing inspections within one business day of request and monitor performance through system tracking and reporting tools.
Continued implementation and improvement of a citywide electronic permitting solution through OpenGov to facilitate online payments, interdepartmental workflow, and real-time permit tracking across all departments.
Develop performance metrics and reporting dashboards to track permit turnaround times, inspection response times, and overall service efficiency to support data-driven decision-making and budget transparency.
Evaluate emerging technologies, including automated plan review tools, to improve efficiency, reduce plan check times, and support staff capacity in a resource-constrained environment.
Prioritize permit processing for housing-related projects, including ADUs and multifamily developments, to support Housing Element implementation and facilitate timely residential development.
Building and Safety
Fiscal Year 2026-27 Budget | Artesia Page 109
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Overtime Retention Bonus Automobile Allowance
Flex Deductible Reimb Medicare / Social Security Tax Leave Buy Back Retirement - Employer Contr PERS - Unfunded Liability Employee Benefits Special Contract Services Salaries Industrial Waste
Building Inspection Plan Cks
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
$600K
$700K
$$330055KK
$$446644KK
$$335544KK
$$339999KK
$$559966KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
Building and Safety
Fiscal Year 2026-27 Budget | Artesia Page 110
FY27 Expenditures by Object
Building Inspection Plan Cks $460,000 77.20%
Industrial Waste $60,000 10.07%
Salaries $33,515 5.62%
Special Contract Services $31,000 5.20%
Employee Benefits $4,917 0.83%
PERS - Unfunded Liability $3,020 0.51%
Retirement - Employer Contr $2,658 0.45%
Medicare / Social Security Tax $486 0.08%
Flex Deductible Reimb $160 0.03%
Automobile Allowance $135 0.02%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $18,641.00 $33,514.73 79.79%
Retirement - Employer
Contr
$1,484.00 $2,657.72 79.09%
PERS - Unfunded Liability $3,020.00 $3,020.00 -
Medicare / Social Security
Tax
$270.00 $485.96 79.99%
Employee Benefits $4,593.00 $4,916.95 7.05%
Flex Deductible Reimb $596.00 $160.00 -73.15%
Automobile Allowance $135.00 $135.00 -
Building Inspection Plan
Cks
$174,847.24 $460,000.00 163.09%
Special Contract Services $17,210.37 $31,000.00 80.12%
IndustrialWaste $60,000.00 $60,000.00 -
Total Expenditures $280,796.61 $595,890.36 112.21%
596K
Expenditures by Object
Building and Safety
Fiscal Year 2026-27 Budget | Artesia Page 111
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Pay Other Expenses Benefits
Salaries Professional Services
FY27 Expenditures by Expense Type
Professional Services $551,000 92.47%
Salaries $33,515 5.62%
Benefits $8,356 1.40%
Other Expenses $3,020 0.51%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $18,641.00 $33,514.73 79.79%
Benefits $7,078.00 $8,355.63 18.05%
Other Expenses $3,020.00 $3,020.00 -
Professional Services $252,057.61 $551,000.00 118.60%
Total Expenditures $280,796.61 $595,890.36 112.21%
$$330055KK
$$446644KK
$$335544KK
$$339999KK
$$559966KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
596K
Expenditures by Expense Type
Building and Safety
Fiscal Year 2026-27 Budget | Artesia Page 112
Personnel Summary
FTE Summary: .2
Community Development Director - .2
Building and Safety
Fiscal Year 2026-27 Budget | Artesia Page 113
ECONOMIC DEVELOPMENT
MANAGING DEPARTMENT HEAD: City Manager
PRIMARY ACTIVITIES:
The Economic Development Division pursues opportunities for the City to broaden its tax base, diversify the City’s commercial offerings, expand existing businesses and invite in new businesses. Economic Development oversees business retention and attraction as well as maintaining relationships with the City’s merchants, owners, investors and residents. The Economic Development Department’s goal is to expand the City’s local economy.
FY 2025-26 ACCOMPLISHMENTS:
Coordinated the City’s fifth Restaurant Week, aimed at promoting local dining establishments.
Partnered with the Southeast Los Angeles County Workforce Development Board (SELACO) to deliver free career services such as resume assistance, job training, and business development while providing on-thejob training to two adult workers placed at City Hall.
Collaborated with ABC Unified School District’s WorkAbility Program to mentor and train two student workers at City Hall, equipping them with hands-on experience and professional skills to support future career success.
Inspected and processed the renewal of three retail cannabis business licenses, ensuring regulatory compliance and enabling continued operations that generate revenue for the City.
Executed the second year of the City’s Community Benefits Pilot Grant Program, supporting local initiatives aligned with community development goals.
Awarded a Community Benefit Grant to the Artesia Chamber of Commerce to assist with their operational needs.
Became an active member of the Artesia Chamber of Commerce Executive Board to further support local businesses in the City.
Formed an Enhanced Infrastructure Financing District to revitalize infrastructure in the City.
Awarded a contract to a consultant and initiated the process to form a Business Improvement District to enhance the downtown area.
Created a highest and best use Artesia Boulevard Corridor Study to enhance vacant property along Pioneer Boulevard.
Summary of Goals
FY 2026-27 OBJECTIVES:
Approve and implement the Infrastructure Financing Plan for the Infrastructure Financing District (EIFD) to improve economic development and revitalize public infrastructure and landscaping within the City.
Assist in the formation of the Business Improvement District (BID) to support economic development and area beautification.
Continue collaborating with developers to attract mixed-use developments that generate new opportunities and increase economic development in the City.
Initiate the process to develop the Housing Authority Property.
Enhance Staff development by joining professional organizations and attending trainings and programs.
Economic Development
Fiscal Year 2026-27 Budget | Artesia Page 114
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Dues/Subscription/Publication Staff Training Flex Deductible Reimb Phone Allowance Medicare / Social Security Tax Automobile Allowance Travel and Meeting Leave Buy Back Wages (Part Time)
Employee Benefits City 457 Match Retirement - Employer Contr PERS - Unfunded Liability Economic Development Special Contract Services Salaries Contract Services
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$$115577KK
$$119922KK
$$220077KK
$$226633KK
$$331111KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
Economic Development
Fiscal Year 2026-27 Budget | Artesia Page 115
FY27 Expenditures by Object
Contract Services $153,550 49.30%
Salaries $98,739 31.70%
Retirement - Employer Contr $10,614 3.41%
PERS - Unfunded Liability $9,837 3.16%
Economic Development $9,000 2.89%
Special Contract Services $8,000 2.57%
City 457 Match $7,021 2.25%
Travel and Meeting $4,880 1.57%
Employee Benefits $4,665 1.50%
Automobile Allowance $1,680 0.54%
Medicare / Social Security Tax $1,364 0.44%
Staff Training $700 0.22%
Dues/Subscription/Publication $700 0.22%
Phone Allowance $420 0.13%
Flex Deductible Reimb $280 0.09%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $90,811.00 $98,739.28 8.73%
Retirement - Employer
Contr
$9,771.00 $10,614.47 8.63%
PERS - Unfunded Liability $9,837.00 $9,837.00 -
Medicare / Social Security
Tax
$1,317.00 $1,363.54 3.53%
Employee Benefits $4,200.00 $4,664.65 11.06%
City 457 Match $6,924.00 $7,021.12 1.40%
Flex Deductible Reimb $745.00 $280.00 -62.42%
Automobile Allowance $1,680.00 $1,680.00 -
Phone Allowance $420.00 $420.00 -
Contract Services $125,000.00 $153,550.00 22.84%
Economic Development $11,000.00 $9,000.00 -18.18%
Special Contract Services - $8,000.00 -
Dues/Subscription/Public
ation
- $700.00 -
Staff Training - $700.00 -
Travel and Meeting $800.00 $4,880.00 510.00%
311K
Expenditures by Object
Economic Development
Fiscal Year 2026-27 Budget | Artesia Page 116
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Total Expenditures $262,505.00 $311,450.07 18.65%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Pay Other Expenses Programs
Professional Services Benefits Salaries
Utilities
FY27 Expenditures by Expense Type
Utilities $153,550 49.30%
Salaries $98,739 31.70%
Benefits $26,044 8.36%
Programs $14,580 4.68%
Other Expenses $9,837 3.16%
Professional Services $8,700 2.79%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $90,811.00 $98,739.28 8.73%
Benefits $25,057.00 $26,043.78 3.94%
Other Expenses $9,837.00 $9,837.00 -
$$115577KK
$$119922KK
$$220077KK
$$226633KK
$$331111KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
311K
Expenditures by Expense Type
Economic Development
Fiscal Year 2026-27 Budget | Artesia Page 117
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Programs $11,800.00 $14,580.00 23.56%
Professional Services - $8,700.00 -
Utilities $125,000.00 $153,550.00 22.84%
Total Expenditures $262,505.00 $311,450.07 18.65%
Personnel Summary
FTE Summary: .35
City Manager - .35
Economic Development
Fiscal Year 2026-27 Budget | Artesia Page 118
CITY ENGINEER
MANAGING DEPARTMENT HEAD: Public Works Manager
PRIMARY ACTIVITIES:
The City Engineer is a contracted service with two engineering firms: Kimley-Horn, and Ron Ibarra Engineering. They provide engineering support services to the Public Works Department. Services include: environmental, construction management/inspections, intra/interagency coordination, and construction inspections affecting the public right of way for compliance with the Municipal Code and other safety and industry standards. The City Engineer also provides grant and contract management for City public works projects.
FY 2025-26 ACCOMPLISHMENTS:
Secured contract for engineering services for the Roadway Pavement Rehabilitation Project.
Secured contract with Los Angeles County to complete the Pioneer Boulevard Traffic Signalization Project.
Reviewed and approved 41 encroachment permits for public utilities and private work within the public right of way.
Coordinated with SoCal Gas for additional utility relocation for the Southeast Gateway Line.
Oversaw plans, specifications and estimates for a capital improvement project using Congressional Directed Spending Program grant funds to make pavement improvements in District 2 and 3.
Completed review of final draft plans, specifications and estimates for the Pedestrian Enhancement Project capital improvement project.
Summary of Goals
FY 2026-27 OBJECTIVES:
Implement a citywide electronic permitting solution through the City’s new OpenGov software to facilitate online payments and interdepartmental workflow.
Continue review, issuance and inspection of encroachment permits, including timely close out of completed projects or expired permits to ensure public right of way is well maintained for the safety and quality of life of the community.
Work with staff and consultants to implement the Artesia Botanical Garden Capital Improvement Project.
Implement the Pedestrian Enhancement Project that would make pavement improvements and install traffic-calming measures in District 5 furthering public roadway safety for the community.
Oversee plans, specifications and estimates for the A.J. Padelford Park Expansion Capital Improvement Project for demolition and development of purchased properties into open space.
City Engineer
Fiscal Year 2026-27 Budget | Artesia Page 119
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Bilingual Pay Overtime Automobile Allowance
Retention Bonus Flex Deductible Reimb Medicare / Social Security Tax Retirement - Employer Contr Leave Buy Back PERS - Unfunded Liability Employee Benefits Annual Fee Storm Sewer Engineering/Architectural Salaries Contract Services
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $50K
$100K
$150K
$200K
$250K
$$222266KK
$98K
$$221144KK $$222211KK $$221166KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
City Engineer
Fiscal Year 2026-27 Budget | Artesia Page 120
FY27 Expenditures by Object
Contract Services $200,000 92.60%
Salaries $8,564 3.97%
Annual Fee Storm Sewer $3,400 1.57%
Leave Buy Back $1,500 0.69%
PERS - Unfunded Liability $915 0.42%
Retirement - Employer Contr $685 0.32%
Employee Benefits $620 0.29%
Medicare / Social Security Tax $124 0.06%
Bilingual Pay $75 0.03%
Automobile Allowance $60 0.03%
Flex Deductible Reimb $40 0.02%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $8,315.00 $8,564.29 3.00%
Leave Buy Back $1,500.00 $1,500.00 -
Retirement - Employer
Contr
$662.00 $685.10 3.49%
PERS - Unfunded Liability $915.00 $915.00 -
Medicare / Social Security
Tax
$121.00 $124.18 2.63%
Employee Benefits $569.00 $620.43 9.04%
Flex Deductible Reimb $74.00 $40.00 -45.95%
Automobile Allowance $60.00 $60.00 -
Bilingual Pay $75.00 $75.00 -
Contract Services $196,600.00 $200,000.00 1.73%
Engineering/Architectural $8,347.82 - -100.00%
Annual Fee Storm Sewer $3,400.00 $3,400.00 -
Total Expenditures $220,638.82 $215,984.00 -2.11%
216K
Expenditures by Object
City Engineer
Fiscal Year 2026-27 Budget | Artesia Page 121
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Pay Other Expenses Benefits
Professional Services Salaries Utilities
FY27 Expenditures by Expense Type
Utilities $200,000 92.60%
Salaries $8,564 3.97%
Professional Services $3,400 1.57%
Benefits $1,605 0.74%
Other Pay $1,500 0.69%
Other Expenses $915 0.42%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $8,315.00 $8,564.29 3.00%
Other Pay $1,500.00 $1,500.00 -
Benefits $1,561.00 $1,604.71 2.80%
Other Expenses $915.00 $915.00 -
Professional Services $11,747.82 $3,400.00 -71.06%
Utilities $196,600.00 $200,000.00 1.73%
Total Expenditures $220,638.82 $215,984.00 -2.11%
$$222266KK
$98K
$$221144KK $$222211KK $$221166KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
216K
Expenditures by Expense Type
City Engineer
Fiscal Year 2026-27 Budget | Artesia Page 122
Personnel Summary
FTE Summary: .05
Public Works Manager - .05
City Engineer
Fiscal Year 2026-27 Budget | Artesia Page 123
CODE COMPLIANCE
MANAGING DEPARTMENT HEAD: Community Development Director PRIMARY ACTIVITIES:
The Code Compliance Division is part of the Community Development Department and is responsible for the enforcement of the Artesia Municipal Code (AMC). Division staff work with residents, property owners, and businesses to ensure the AMC regulations for building standards, land use, zoning, and property maintenance are followed. The Code Compliance Division’s goal is to gain voluntary compliance from the community to adhere to the AMC.
FY 2025-26 ACCOMPLISHMENTS:
Opened 714 Code Enforcement cases and successfully abated and closed 609 cases.
Achieved voluntary compliance to resolve code violations in 85.3% of cases.
Upgrade to citywide electronic permitting OpenGov system to facilitate online payments and interdepartmental workflow correspondence, partnership, and compliance standards.
Implemented blight neighborhood improvement program consisting of a 1-year pilot program for the mobilization of two mobile surveillance cameras to deter bulky item dumping and graffiti.
On an interim basis, mobilize one Southwest Patrol officer Friday-Sunday to conduct bulky item management in alleyways and hot spots in the City and report back to Code Enforcement with necessary evidence to cite property owners and address timely removal with CR&R.
Conducted a bulky item mailing campaign to property owners and tenants located on Alburtis Avenue.
Conducted outreach and education during Public Safety Expo event to engage residents and promote code compliance.
Developed and shared targeted social media campaigns to increase public awareness and help reduce code violations.
Continued the Graffiti Abatement Program that provides discounted paint to residents and businesses to support property maintenance.
Hosted four free bulky item pick-up events in collaboration with the City’s waste hauler, CR&R, to promote responsible disposal and maintain neighborhood cleanliness.
Effectively conducted a business license renewal campaign through a mailing and email compliance objective to business owners.
Resulting in decreasing the number of outstanding licenses.
Updating and aligning license record updates between HDL and City records.
Identifying opportunities where Measure V was not captured and implemented appropriately to improve revenue.
Updated various sections of the municipal code to reflect current standards and improve enforceability.
Through the Vacant Property Registration process, identify forty vacant properties requiring business owners to register and bring their property(s) into property maintenance compliance, adding to the city-wide beautification program.
Enforced a prohibition against property owners on short-term rentals identifying twenty properties to align with community and zoning standards.
Strengthened regulations related to the sale and operation of safe and sane fireworks stands.
Enhanced procedures for nuisance abatement to ensure timely and effective resolution of code violations.
Enforce City’s regulations regarding when waste carts can be left on public streets to remove nuisances from public view.
Enforced Standard Operating Procedures (SOPs) and conducted comprehensive training for the Code Enforcement team to ensure consistency and professionalism in field operations and adjusted accordingly.
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 124
Summary of Goals
FY 2026-27 OBJECTIVES:
Implement a phone campaign in addition to the email and mailing campaign already underway for business license renewal to further improve compliance and improve compliance.
Secure an agreement with a code enforcement firm to assist staff in managing graffiti and illegal dumping enforcement.
Develop a housing site monitoring program for developers using the vacant lot program to meet the housing implementation requirements.
Continue to offer quarterly bulky item pick-up events in collaboration with CR&R to promote proper disposal and maintain community cleanliness to meet housing implementation requirements.
Begin an 8-year improvement program focused on a dumping initiative for property owners failing to manage property maintenance.
Improve communications with the community by:
Conducting a bulky item mailing campaign to property owners and tenants in areas of illegal dumping.
Proactively raising awareness about common violations such as improper trash bin placement, illegal dumping, and graffiti to encourage prevention.
Enhance the City’s social media presence by launching campaigns that educate the public about common code violations and changes in the AMC to promote community responsibility.
Update the Code Enforcement webpage for presale inspection ordinance requirements to meet housing implementation requirements enhancing communications with residents.
Establish partnerships with local non-profits and faith-based organizations to provide volunteer opportunities that support elderly and disabled residents with code enforcement issues.
Build and strengthen interdepartmental and external agency partnerships to support long-term collaboration and joint initiatives.
Utilize historical violation data to forecast trends and proactively address recurring code issues.
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 125
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Budgeted
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
$800K
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 126
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Water IT Services
Phone Allowance Website Maintenance Copy Paper
Equipment Maintenance Maintenance/Repair Tuition Reimbursement Automobile Allowance Travel and Meeting Vehicle/Equipment Fuel Telephone Equipment/Property Rental Postage
Bank fees Printing Flex Deductible Reimb
Retention Bonus Office/Department Supplies Vehicle Service/Maintenance Uniforms Leave Buy Back Overtime
Security Medicare / Social Security Tax Retiree Health Insurance Dues/Subscription/Publication Citation Administration City 457 Match Wages (Part Time) Retirement - Employer Contr PERS - Unfunded Liability Contract Services Employee Benefits Salaries
$$332277KK
$$443322KK
$$446677KK
$$556633KK
$$664411KK
FY2023 FY2024 FY2025 FY2026 FY2027
-$250K
0 $250K
$500K
$750K
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 127
FY27 Expenditures by Object
Salaries $328,008 51.20%
Employee Benefits $85,901 13.41%
Contract Services $84,000 13.11%
PERS - Unfunded Liability $33,996 5.31%
Retirement - Employer Contr $26,409 4.12%
Citation Administration $10,000 1.56%
City 457 Match $9,163 1.43%
Dues/Subscription/Publication $9,000 1.40%
Retiree Health Insurance $8,041 1.26%
Postage $7,200 1.12%
Leave Buy Back $5,000 0.78%
Overtime $5,000 0.78%
Medicare / Social Security Tax $4,746 0.74%
Uniforms $4,100 0.64%
Printing $4,000 0.62%
Travel and Meeting $3,000 0.47%
Flex Deductible Reimb $2,640 0.41%
Office/Department Supplies $2,600 0.41%
Bank fees $2,000 0.31%
Vehicle Service/Maintenance $1,776 0.28%
Telephone $1,350 0.21%
Equipment/Property Rental $1,260 0.20%
Automobile Allowance $840 0.13%
Copy Paper $500 0.08%
Phone Allowance $60 0.01%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $297,318.00 $328,008.07 10.32%
Overtime $5,000.00 $5,000.00 -
Leave Buy Back $5,000.00 $5,000.00 -
Retirement - Employer
Contr
$24,766.00 $26,408.82 6.63%
PERS - Unfunded Liability $33,996.00 $33,996.00 -
Medicare / Social Security
Tax
$4,311.00 $4,746.38 10.10%
Employee Benefits $70,180.00 $85,901.33 22.40%
641K
Expenditures by Object
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 128
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
City 457 Match $8,731.00 $9,163.29 4.95%
Flex Deductible Reimb $5,147.00 $2,640.00 -48.71%
Automobile Allowance $1,440.00 $840.00 -41.67%
Phone Allowance $260.00 $60.00 -76.92%
Uniforms $2,498.97 $4,100.00 64.07%
Retiree Health Insurance $8,041.00 $8,041.00 -
Citation Administration $2,500.00 $10,000.00 300.00%
Contract Services $7,034.78 $84,000.00 1,094.07%
Dues/Subscription/Public
ation
$5,090.00 $9,000.00 76.82%
Copy Paper $200.00 $500.00 150.00%
Office/Department
Supplies
$2,597.27 $2,600.00 0.11%
Postage $1,000.00 $7,200.00 620.00%
Printing $145.76 $4,000.00 2,644.24%
Travel and Meeting $1,118.33 $3,000.00 168.26%
Telephone $3,000.00 $1,350.00 -55.00%
Security $20,000.00 - -100.00%
Equipment Maintenance $650.00 - -100.00%
Vehicle
Service/Maintenance
$1,776.00 $1,776.00 -
Bank fees $2,000.00 $2,000.00 -
Equipment/Property
Rental
$1,913.79 $1,260.00 -34.16%
Total Expenditures $515,714.90 $640,590.89 24.21%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Maintenance/Repairs Other Pay Supplies
Professional Services Programs Utilities
Other Expenses Benefits Salaries
$$332277KK
$$443322KK
$$446677KK
$$556633KK
$$664411KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $250K
$500K
$750K
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 129
FY27 Expenditures by Expense Type
Salaries $333,008 51.98%
Benefits $129,760 20.26%
Utilities $86,610 13.52%
Other Expenses $46,137 7.20%
Programs $17,600 2.75%
Supplies $11,700 1.83%
Professional Services $9,000 1.40%
Other Pay $5,000 0.78%
Maintenance/Repairs $1,776 0.28%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $302,318.00 $333,008.07 10.15%
Other Pay $5,000.00 $5,000.00 -
Benefits $114,835.00 $129,759.81 13.00%
Other Expenses $44,535.97 $46,137.00 3.59%
Programs $8,215.60 $17,600.00 114.23%
Professional Services $5,090.00 $9,000.00 76.82%
Utilities $32,598.57 $86,610.00 165.69%
Supplies $1,345.76 $11,700.00 769.40%
Maintenance/Repairs $1,776.00 $1,776.00 -
Total Expenditures $515,714.90 $640,590.89 24.21%
Personnel Summary
FTE Summary: 3.3
City Manager - .05
Community Development Director - .25
Code Compliance Supervisor - 1
Code Compliance Officer - 2
641K
Expenditures by Expense Type
Code Compliance
Fiscal Year 2026-27 Budget | Artesia Page 130
PARKS AND RECREATION
MANAGING DEPARTMENT HEAD: Parks and Recreation Manager
PRIMARY ACTIVITIES:
The Parks & Recreation Department provides opportunities for residents of all ages to enjoy recreational and community service programs. These include youth and adult sports programs, a variety of recreational classes and activities for families, and social events and social service programs for older adults. The Department strengthens the community by providing programming for at-risk youth and teens; and by promoting cultural unity and diversity through the variety of special events held throughout the year. The Department oversees two community centers with park facilities at Artesia Park and AJ Padelford Park, a neighborhood park (Baber Park), the Historic District which includes the City’s museums and the Walking Trail, along with the future Artesia Botanical Garden.
FY 2025-26 Accomplishments:
Implemented the refurbishment of the Albert O. Little Community Center through the re-painting of the Albert O. Little Community Center interior.
Increased volunteer opportunities for the Artesia Leaders Teen Mentorship Program.
Expanded the amount of free programming available for seniors including Mahjong, Senior Club, and Yoga classes in conjunction with SAAHAS For Cause.
Held 28 excursion available to youth and seniors . New excursions include Theme Parks, Hiking trips, Beach trips, Movies, and Museums.
Provided support to 152 disadvantaged families during the holidays through the Project Joy Program.
Continued the Summer Food Service Program at AJ Padelford Park and provided 500 meals to youth 18 and under.
Expanded the youth baseball and softball programs by 22%.
Expanded the youth flag football league by 30%
Expanded the youth basketball league to two seasons a year, providing year-round opportunities for youth sporting activities.
Implemented the Youth Activities League afterschool program for children ages 5-12 in conjunction with law enforcement personnel from the Lakewood Sheriff's Station.
Continued the Youth-At-Work program administered through SELACO Workforce Development Board and hired 30 youth workers to provide valuable job training.
Continued the Youth Workability Program administered through ABC Unified School District and provided work opportunities for 5 students.
Completed the refurbishment of the North Artesia Community Center roof.
Raised $24,000 in funds for Youth Programming at the Annual Golf Tournament .
Received the California National Resources Agency Youth Community Access Grant for $430,005 to launch the Artesia Great Adventure Program, a new 15-month initiative that will expand opportunities for local youth to connect with California’s natural and cultural resources.
Received $2 million in grant funds from the Los Angeles County Regional Park and Open Space District (RPOSD) Measure A funds which will be used for the construction of the Artesia Botanical Garden.
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 131
Summary of Goals
FY 2026-27 OBJECTIVES:
Improve Park facilities by completing the Artesia Park Playground Restroom Capital Project to deliver a project which provides an accessible restroom in the most active part of the park.
Continue to create community by providing safe spaces for families and individuals to gather and interact with neighbors by offering recreational programing, holding special events, and ensuring well-kept facilities.
Improve amenities at Artesia Park by refurbishing the tennis court to include multi-functional use for tennis and pickleball and expanding the pour-in-place surfacing at the playground Complete the Capital Improvement Project to improve the North Artesia Community Center including replacement of the security shutters, sandblasting and recoating the community center exterior, replacement of the AJ Padelford Park playground sand with pour-in-place material and remodel the facility to create dedicated spaces for teen and youth programming.
Begin construction on the Capital Improvement Project to develop tthe Artesia Botanical Garden.
Expand free programming for the entire community.
Continue to expand services through the Project Joy Holiday Assistance Program to disadvantaged families.
Continue to increase activities and excursions for youth and seniors.
Continue to expand youth sports league registration numbers.
Continue to expand the Youth-At-Work Program with SELACO to provide work opportunities for more youth in the community.
Continue to expand the Workability Program with ABC Unified School district to provide more work opportunities for students.
Expand the Youth Activities League afterschool program at Artesia Park in conjunction with the City’s law enforcement personnel and provide transportation to the park from the schools to provide more opportunities to youth to participate.
Continue to seek grant funding to enhance park programming and facilities.
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 132
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Budgeted
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 133
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Miscellaneous Expense City Hall Supplies/Other Website Maintenance Natural Gas - 178th St Contract Services Light and Power - 178th St Phone Allowance Special Department Supplies City Hall Contractual Staff Training Background Checks
Vehicle Service/Maintenance Bilingual Pay Adult Softball Equipment Maintenance Dues/Subscription/Publication Automobile Allowance Vehicle/Equipment Fuel Travel and Meeting Maintenance - 178th St.
Copyright Licensing Uniforms Natural Gas
Leave Buy Back Office/Department Supplies Flex Deductible Reimb Senior Programming Program Advertising & Promotion Tuition Reimbursement Teen/Youth Program Capital equipment Water - 178th St
Equipment/Property Rental Retention Bonus City 457 Match Field maintenance Telephone Library Facility Maintenance Overtime Youth Sports (other) Recreation Instructor Payment State Parks Grant - AP/AJPP Albert O'Little Center Maint Umpires/Referees/Judges AJ Padelford Center Maint Medicare / Social Security Tax Spec Prog-Youth Base/Softball Special Program/Commissioner Senior Citizen Programs Retirement - Employer Contr Water Security Park Improvements
Botantical Garden PERS - Unfunded Liability Facility Maintenance Retiree Health Insurance HVAC System Service/Maintenance Light and Power Employee Benefits Wages (Part Time) Salaries
$$889988KK
$$$111,,,222555111KKK $$$111,,,222555333KKK
$$$111,,,444666999KKK
$$$111,,,666555999KKK
FY2023 FY2024 FY2025 FY2026 FY2027
-$500K
0 $500K
$1,000K
$1,500K
$2,000K
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 134
FY27 Expenditures by Object
Salaries $505,927 30.50%
Wages (Part Time) $129,644 7.82%
Employee Benefits $111,671 6.73%
HVAC System Service/Maintenance $100,000 6.03%
Light and Power $81,000 4.88%
Retiree Health Insurance $75,150 4.53%
Security $61,000 3.68%
Facility Maintenance $60,000 3.62%
PERS - Unfunded Liability $53,350 3.22%
Retirement - Employer Contr $44,497 2.68%
Botantical Garden $37,600 2.27%
Water $36,000 2.17%
Recreation Instructor Payment $35,000 2.11%
Senior Citizen Programs $35,000 2.11%
Special Program/Commissioner $25,000 1.51%
AJ Padelford Center Maint $25,000 1.51%
Umpires/Referees/Judges $20,000 1.21%
Park Improvements $18,390 1.11%
Medicare / Social Security Tax $18,252 1.10%
Youth Sports (other) $15,000 0.90%
Albert O'Little Center Maint $15,000 0.90%
Overtime $15,000 0.90%
Spec Prog-Youth Base/Softball $14,500 0.87%
Library Facility Maintenance $12,500 0.75%
City 457 Match $9,394 0.57%
Telephone $8,500 0.51%
Tuition Reimbursement $7,000 0.42%
Capital equipment $6,500 0.39%
Equipment/Property Rental $6,000 0.36%
Leave Buy Back $5,100 0.31%
Teen/Youth Program $5,000 0.30%
Program Advertising & Promotion $5,000 0.30%
Senior Programming $5,000 0.30%
Field maintenance $5,000 0.30%
State Parks Grant - AP/AJPP $4,600 0.28%
Travel and Meeting $4,000 0.24%
Office/Department Supplies $4,000 0.24%
Flex Deductible Reimb $4,000 0.24%
Bilingual Pay $3,900 0.24%
1.66M
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 135
Copyright Licensing $3,500 0.21%
Uniforms $3,500 0.21%
Water - 178th St $3,300 0.20%
Vehicle/Equipment Fuel $3,000 0.18%
Natural Gas $2,700 0.16%
Dues/Subscription/Publication $2,500 0.15%
Adult Softball $2,000 0.12%
Equipment Maintenance $2,000 0.12%
Staff Training $2,000 0.12%
Phone Allowance $1,800 0.11%
Automobile Allowance $1,800 0.11%
Background Checks $1,500 0.09%
Special Department Supplies $750 0.05%
Natural Gas - 178th St $500 0.03%
Light and Power - 178th St $500 0.03%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $487,583.00 $505,926.81 3.76%
Wages (Part Time) $107,692.00 $129,644.20 20.38%
Overtime $10,000.00 $15,000.00 50.00%
Leave Buy Back $5,100.00 $5,100.00 -
Retirement - Employer
Contr
$42,700.00 $44,496.66 4.21%
PERS - Unfunded
Liability
$53,350.00 $53,350.00 -
Medicare / Social Security
Tax
$15,308.00 $18,251.97 19.23%
Employee Benefits $104,635.00 $111,670.68 6.72%
City 457 Match $9,155.00 $9,393.60 2.61%
Flex Deductible Reimb $8,411.00 $4,000.00 -52.44%
Automobile Allowance $1,800.00 $1,800.00 -
Phone Allowance - $1,800.00 -
Bilingual Pay $3,100.00 $3,900.00 25.81%
Tuition Reimbursement $7,000.00 $7,000.00 -
Background Checks $1,500.00 $1,500.00 -
Uniforms $3,500.00 $3,500.00 -
Retiree Health Insurance $75,150.00 $75,150.00 -
Copyright Licensing $3,000.00 $3,500.00 16.67%
Umpires/Referees/Judge
s
$15,000.00 $20,000.00 33.33%
Dues/Subscription/Publi
cation
$2,000.00 $2,500.00 25.00%
Office/Department
Supplies
$4,000.00 $4,000.00 -
Special Department
Supplies
$750.00 $750.00 -
Staff Training $2,000.00 $2,000.00 -
Travel and Meeting $3,000.00 $4,000.00 33.33%
Expenditures by Object
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 136
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Light and Power $94,000.00 $81,000.00 -13.83%
Light and Power -178th
St
$500.00 $500.00 -
Natural Gas $1,800.00 $2,700.00 50.00%
Natural Gas -178th St $400.00 $500.00 25.00%
Telephone $8,000.00 $8,500.00 6.25%
Water $40,000.00 $36,000.00 -10.00%
Water -178th St $3,000.00 $3,300.00 10.00%
Security $48,000.00 $61,000.00 27.08%
Albert O'Little Center
Maint
$12,000.00 $15,000.00 25.00%
HVAC System
Service/Maintenance
$100,000.00 $100,000.00 -
Library Facility
Maintenance
$7,000.00 $12,500.00 78.57%
AJ Padelford Center
Maint
$18,000.00 $25,000.00 38.89%
Equipment
Maintenance
$2,000.00 $2,000.00 -
Vehicle/Equipment Fuel $3,000.00 $3,000.00 -
Field maintenance $5,000.00 $5,000.00 -
Facility Maintenance $55,000.00 $60,000.00 9.09%
Adult Softball $2,000.00 $2,000.00 -
Special
Program/Commissioner
$25,000.00 $25,000.00 -
Equipment/Property
Rental
$6,000.00 $6,000.00 -
Senior Citizen Programs $35,000.00 $35,000.00 -
Spec Prog-Youth
Base/Softball
$14,500.00 $14,500.00 -
Youth Sports (other) $10,000.00 $15,000.00 50.00%
Botantical Garden $37,600.00 $37,600.00 -
Senior Programming $5,000.00 $5,000.00 -
State Parks Grant -
AP/AJPP
$4,600.00 $4,600.00 -
Program Advertising &
Promotion
$5,000.00 $5,000.00 -
Capital equipment $6,000.00 $6,500.00 8.33%
Park Improvements $18,390.00 $18,390.00 -
Recreation Instructor
Payment
$30,000.00 $35,000.00 16.67%
Teen/Youth Program $5,000.00 $5,000.00 -
Total Expenditures $1,567,524.00 $1,658,823.92 5.82%
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 137
Expenditures by Expense Type
Historical Expenditures by Expense Type
Supplies Maintenance/Repairs Professional Services
Other Pay Senior and Recreation Programs Capital
Facility Maintenance Programs Benefits
Other Expenses Utilities Salaries
FY27 Expenditures by Expense Type
Salaries $650,571 39.22%
Utilities $301,500 18.18%
Other Expenses $205,500 12.39%
Benefits $195,313 11.77%
Programs $137,600 8.30%
Facility Maintenance $95,100 5.73%
Senior and Recreation Programs $40,000 2.41%
Capital $24,890 1.50%
Other Pay $5,100 0.31%
Professional Services $2,500 0.15%
Supplies $750 0.05%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $605,275.00 $650,571.01 7.48%
$$889988KK
$$$111,,,222555111KKK $$$111,,,222555333KKK
$$$111,,,444666999KKK
$$$111,,,666555999KKK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
1.66M
Expenditures by Expense Type
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 138
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Other Pay $5,100.00 $5,100.00 -
Benefits $185,109.00 $195,312.91 5.51%
Other Expenses $200,000.00 $205,500.00 2.75%
Programs $126,600.00 $137,600.00 8.69%
Professional Services $2,000.00 $2,500.00 25.00%
Utilities $303,700.00 $301,500.00 -0.72%
Supplies $750.00 $750.00 -
Facility Maintenance $79,600.00 $95,100.00 19.47%
Capital $24,390.00 $24,890.00 2.05%
Senior and Recreation
Programs
$35,000.00 $40,000.00 14.29%
Total Expenditures $1,567,524.00 $1,658,823.92 5.82%
Personnel Summary
FTE Summary: 12.65
Parks and Recreation Manager - 1
Parks and Recreation Supervisor - 1
Recreation Program Coordinator - 2
Recreation Program Coordinator - Grant-Funded (FT) - 1
Recreation Program Coordinator - Grant-Funded (PT) - .95 Parks and Recreation Specialist - 1
Parks and Recreation Leader III - .475
Parks and Recreation Leader II - .475
Parks and Recreation Leader I - 2.85
Parks and Recreation Leader I - Grant-Funded - 1.9
Parks and Recreation
Fiscal Year 2026-27 Budget | Artesia Page 139
COMMUNITY PROMOTIONS
MANAGING DEPARTMENT HEAD: Parks and Recreation Manager
PRIMARY ACTIVITIES:
The Community Promotions budget funds events and programs managed by the Parks & Recreation Department to encourage community engagement. These include organizing community events, publishing The Artesian newsletter quarterly, running assistance programs like Project Joy, and supporting community groups through the Community Benefits Grants program.
FY 2025-26 ACCOMPLISHMENTS:
Held 51 community events for the public, aiding in creating community for the benefit of residents.
Increased the number of participants in all community programs by 20%.
Maintained the publication of the Artesian on a quarterly basis.
Procured $24,100 in sponsorship funding for the International Street Fair & Diversity Festival.
Expanded the Restaurant Week program through community engagement to determine awards for participating restaurants.
Secured 6 discretionary grants through LA County Supervisor Hahn’s office totaling $26,000 to support community programs.
Held a Community Health Fair at AJ Padelford Park to provide free health services and resources for low income and at-risk members of the community.
Held the annual National Night Out Program and Public Safety Expo and supported the creation of a new Community Hero Award to recognize community members who perform heroic deeds in the City.
Hosted the second annual 5K and offered a wellness event for the enjoyment of our community.
Summary of Goals
FY 2026-27 OBJECTIVES:
Continue to improve the implementation and delivery of all City events.
Continue to increase sponsorship funding for the International Street Fair & Diversity Festival and other community programs and events.
Add additional Community Health Fair events to provide resources for the community and improve the health safety of residents.
Enhance social media efforts to increase participation in community events.
Enhance community participation in the Graduate Banner Program and Veteran Banner Program.
Expand communications with the public through implementing a Comprehensive Communications Plan.
Increase public advertising through the use of targeted mailers on important law changes and upcoming events.
Community Promotions
Fiscal Year 2026-27 Budget | Artesia Page 140
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Beautification Awards Dues/Subscription/Publication Red Ribbon "Say No To Drugs" Community Benefits Grant Gateway Managers Monthly Mtg Summer Concert Series Banner Program Human Service Providers Special Program Activities Miss Artesia Pageant Special Contract Services SB 1383 Giveaway Special Event Equipment Historical Fire Station 30 The Artesian Int'l St Fair/Diversity Festival Monthly Program Events Expenditures Actual Expenditures Budgeted
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
$500K
$$222200KK
$$228833KK $$229999KK
$$334433KK
$$443322KK
FY2023 FY2024 FY2025 FY2026 FY2027
-$200K
0 $200K
$400K
$600K
Community Promotions
Fiscal Year 2026-27 Budget | Artesia Page 141
FY27 Expenditures by Object
Monthly Program Events $163,750 37.89%
Int'l St Fair/Diversity Festival $140,000 32.40%
The Artesian $74,800 17.31%
Historical Fire Station 30 $12,000 2.78%
Special Contract Services $12,000 2.78%
Banner Program $10,000 2.31%
Special Event Equipment $10,000 2.31%
Human Service Providers $6,500 1.50%
Gateway Managers Monthly Mtg $2,000 0.46%
Miss Artesia Pageant $600 0.14%
Red Ribbon "Say No To Drugs" $500 0.12%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Special Contract Services $12,000.00 $12,000.00 -
The Artesian $45,000.00 $74,800.00 66.22%
Historical Fire Station 30 $12,000.00 $12,000.00 -
Gateway Managers
Monthly Mtg
$2,000.00 $2,000.00 -
Human Service Providers $5,000.00 $6,500.00 30.00%
Int'l St Fair/Diversity
Festival
$130,000.00 $140,000.00 7.69%
Miss Artesia Pageant $4,997.49 $600.00 -87.99%
Monthly Program Events $133,450.00 $163,750.00 22.71%
Red Ribbon "Say No To
Drugs"
$500.00 $500.00 -
Special Event Equipment $8,864.75 $10,000.00 12.81%
Banner Program $10,000.00 $10,000.00 -
Total Expenditures $363,812.24 $432,150.00 18.78%
432K
Expenditures by Object
Community Promotions
Fiscal Year 2026-27 Budget | Artesia Page 142
Expenditures by Expense Type
Historical Expenditures by Expense Type
Professional Services Programs
FY27 Expenditures by Expense Type
Programs $420,150 97.22%
Professional Services $12,000 2.78%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Programs $351,812.24 $420,150.00 19.42%
Professional Services $12,000.00 $12,000.00 -
Total Expenditures $363,812.24 $432,150.00 18.78%
$$222200KK
$$228833KK
$$229999KK
$$334433KK
$$443322KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $200K
$400K
$600K
432K
Expenditures by Expense Type
Community Promotions
Fiscal Year 2026-27 Budget | Artesia Page 143
PUBLIC WORKS
MANAGING DEPARTMENT HEAD: Public Works Manager
PRIMARY ACTIVITIES:
The Public Works Department is responsible for the planning, construction, maintenance and operation of public infrastructure in the City of Artesia. The Department operates approximately 41 centerline miles of roadway and manages improvements from minor maintenance such as filling pot-holes to complete street reconstructions.
Additionally, the Department operates and maintains all sidewalks, medians, and traffic signals in the City and is responsible for the general maintenance of all municipal buildings and City parks and graffiti removal in the public right-of-way. The Department supervises contracts for regular street tree maintenance, storm water and sewer management, street sweeping, solid waste management and street light maintenance. The Department also oversees City public works projects and the City’s contract engineers.
FY 2025-26 ACCOMPLISHMENTS:
Pruned a total of 968 community trees and removed 25 hazardous or dead community trees located at City facilities, medians, and residential parkways
Planted 41 new drought-tolerant trees throughout the City creating more beautiful public spaces in the City.
Completed sidewalk trip hazard remediation by removing and reconstructing broken or uplifted panels at 40 different locations in the City to improve public safety.
Completed electric vehicle charging facility expansion project at Artesia Park.
Completed irrigation and landscape installation along the Historical District Recreational Trail.
Completed installation and cleaning of all trash capture devices City-wide.
Completed 3 traffic-calming demonstrations and received a grant from the Southern California Association of Governments to conduct the first one.
Secured a contract for HVAC and fire suppression services for City facilities.
Secured a contract for citywide landscaping services with a new contractor.
Adopted updated Sewer System Management Plan.
Installed new landscaping and repainted red curbs in the Downtown parking lot to beautify the space.
Completed crosswalk, striping, and signage improvements at six locations City-wide.
Maintenance responded to a total of 481 public service calls that included, but not limited to graffiti removal, illegal dumping, and pothole repair.
Removed and replaced 4 hazardous roadway asphalt segments City-wide.
Replaced 2 aging Public Works vehicles with new models.
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 144
Summary of Goals
FY 2026-27 OBJECTIVES:
Continue maintaining the City’s urban forest by trimming and maintaining trees in residential parkways in City-wide to ensure healthy trees to maintain community beautification.
Complete the Sidewalk Removal and Replacement Capital Improvement Project to ensure ADA compliant paths of travel, increasing overall public safety in the community.
Complete the City’s portion of Gateway Cities Fiber Optic Network.
Manage grant funds to implement the Pedestrian Safety Enhancement capital improvement project related to pavement improvements and the installation of traffic calming measures in District 5.
Manage grant funds and implement Roadway Pavement Rehabilitation Capital Improvement Project to make pavement improvements in District 2 and 3.
Complete the Pioneer Boulevard Traffic Signalization Capital Improvement Project in coordination with Los Angeles County Public Works.
Complete necessary demolitions of City-owned properties at AJ Padelford Park for park expansion and maintain the expanded open space once completed.
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
$3,000K
$3,500K
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 145
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Alley Maintenance/Resurfacing Adopt-A-Tree Holiday Home Decoration Awards Commissioner Recognition Natural Gas Streets/Medians Electric Power Public Notices Beautification Awards Travel and Meeting City Hall Supplies/Other City Hall Contractual Postage Printing Office/Department Supplies
Security Automobile Allowance Bilingual Pay
Staff Training Equipment/Property Rental Street Maintenance/Repairs HVAC System Service/Maintenance Retention Bonus Telephone Special Department Supplies Uniforms Flex Deductible Reimb Dues/Subscription/Publication City 457 Match Leave Buy Back Vehicle Lease Water Medicare / Social Security Tax
Vehicle Service/Maintenance Vehicle/Equipment Fuel Wages (Part Time) Light and Power On Call Graffiti Removal Program
Equipment Maintenance Water Tower Refurbishment Facility Maintenance Overtime Retirement - Employer Contr Contract Services
PERS - Unfunded Liability Retiree Health Insurance Right of Way Maintenance Employee Benefits Capital equipment Salaries
$1M
$1M
$1M
$2M
$3M
FY2023 FY2024 FY2025 FY2026 FY2027
-$1M
0 $1M
$2M
$3M
$4M
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 146
FY27 Expenditures by Object
Salaries $975,922 33.91%
Capital equipment $513,754 17.85%
Employee Benefits $234,619 8.15%
Right of Way Maintenance $204,000 7.09%
Retiree Health Insurance $92,608 3.22%
Retirement - Employer Contr $90,980 3.16%
Water Tower Refurbishment $85,000 2.95%
PERS - Unfunded Liability $75,861 2.64%
Wages (Part Time) $65,575 2.28%
Facility Maintenance $65,000 2.26%
Equipment Maintenance $55,000 1.91%
Graffiti Removal Program $50,000 1.74%
Overtime $50,000 1.74%
Contract Services $49,000 1.70%
Light and Power $41,000 1.42%
Vehicle Lease $32,000 1.11%
On Call $32,000 1.11%
Vehicle Service/Maintenance $18,000 0.63%
City 457 Match $17,013 0.59%
Medicare / Social Security Tax $16,659 0.58%
Water $15,000 0.52%
Dues/Subscription/Publication $15,000 0.52%
Vehicle/Equipment Fuel $14,487 0.50%
Leave Buy Back $10,000 0.35%
Flex Deductible Reimb $7,880 0.27%
HVAC System Service/Maintenance $7,500 0.26%
Special Department Supplies $6,000 0.21%
Uniforms $6,000 0.21%
Bilingual Pay $5,250 0.18%
Street Maintenance/Repairs $4,200 0.15%
Equipment/Property Rental $4,000 0.14%
Staff Training $4,000 0.14%
Telephone $3,000 0.10%
Automobile Allowance $2,535 0.09%
Streets/Medians Electric Power $2,033 0.07%
Public Notices $1,000 0.03%
Printing $1,000 0.03%
Postage $1,000 0.03%
Office/Department Supplies $1,000 0.03%
2.88M
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 147
Security $800 0.03%
Beautification Awards $650 0.02%
Natural Gas $500 0.02%
Travel and Meeting $500 0.02%
Holiday Home Decoration Awards $300 0.01%
Commissioner Recognition $300 0.01%
Alley Maintenance/Resurfacing $100 0.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $831,840.00 $975,921.88 17.32%
Wages (Part Time) - $65,574.61 -
Overtime $50,000.00 $50,000.00 -
On Call $32,000.00 $32,000.00 -
Leave Buy Back $10,000.00 $10,000.00 -
Retirement - Employer
Contr
$75,621.00 $90,980.10 20.31%
PERS - Unfunded
Liability
$75,861.00 $75,861.00 -
Medicare / Social Security
Tax
$12,754.00 $16,659.10 30.62%
Employee Benefits $205,012.00 $234,619.45 14.44%
City 457 Match $13,566.00 $17,012.89 25.41%
Flex Deductible Reimb $14,097.00 $7,880.00 -44.10%
Automobile Allowance $1,890.00 $2,535.00 34.13%
Bilingual Pay $1,350.00 $5,250.00 288.89%
Uniforms $4,000.00 $6,000.00 50.00%
Retiree Health Insurance $92,608.00 $92,608.00 -
Contract Services $49,000.00 $49,000.00 -
Dues/Subscription/Publi
cation
$5,000.00 $15,000.00 200.00%
Office/Department
Supplies
$1,000.00 $1,000.00 -
Postage $1,000.00 $1,000.00 -
Printing $1,000.00 $1,000.00 -
Special Department
Supplies
$3,450.00 $6,000.00 73.91%
Public Notices $1,000.00 $1,000.00 -
Staff Training $1,000.00 $4,000.00 300.00%
Travel and Meeting $500.00 $500.00 -
Light and Power $46,000.00 $41,000.00 -10.87%
Streets/Medians Electric
Power
- $2,032.81 -
Natural Gas $500.00 $500.00 -
Telephone $3,000.00 $3,000.00 -
Water $14,000.00 $15,000.00 7.14%
Security $1,000.00 $800.00 -20.00%
HVAC System
Service/Maintenance
$7,500.00 $7,500.00 -
Expenditures by Object
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 148
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Equipment
Maintenance
$58,500.00 $55,000.00 -5.98%
Vehicle
Service/Maintenance
$15,000.00 $18,000.00 20.00%
Vehicle/Equipment Fuel $14,487.00 $14,487.00 -
Facility Maintenance $52,000.00 $65,000.00 25.00%
Street
Maintenance/Repairs
$4,200.00 $4,200.00 -
Alley
Maintenance/Resurfacin
g
$100.00 $100.00 -
Right ofWay
Maintenance
$204,000.00 $204,000.00 -
Commissioner
Recognition
$300.00 $300.00 -
Graffiti Removal Program $50,000.00 $50,000.00 -
Equipment/Property
Rental
$4,000.00 $4,000.00 -
Beautification Awards $650.00 $650.00 -
Holiday Home
Decoration Awards
$300.00 $300.00 -
Capital equipment - $513,754.00 -
Water Tower
Refurbishment
$85,000.00 $85,000.00 -
Vehicle Lease $32,000.00 $32,000.00 -
Total Expenditures $2,076,086.00 $2,878,025.84 38.63%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Planning Commission Expenses Contract Services Programs Professional Services Other Pay Supplies
Maintenance/Repairs Utilities Capital
Other Expenses Benefits Salaries
$1M
$1M
$1M
$2M
$3M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
$4M
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 149
FY27 Expenditures by Expense Type
Salaries $1,091,496 37.93%
Capital $630,754 21.92%
Benefits $374,937 13.03%
Other Expenses $258,156 8.97%
Maintenance/Repairs $222,000 7.71%
Utilities $177,833 6.18%
Supplies $58,100 2.02%
Other Pay $42,000 1.46%
Professional Services $15,000 0.52%
Programs $6,450 0.22%
Contract Services $1,000 0.03%
Planning Commission Expenses $300 0.01%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Salaries $881,840.00 $1,091,496.48 23.77%
Other Pay $42,000.00 $42,000.00 -
Benefits $324,290.00 $374,936.54 15.62%
Other Expenses $243,156.00 $258,156.00 6.17%
Programs $3,450.00 $6,450.00 86.96%
Planning Commission
Expenses
$300.00 $300.00 -
Professional Services $5,000.00 $15,000.00 200.00%
Contract Services $1,000.00 $1,000.00 -
Utilities $183,500.00 $177,832.81 -3.09%
Supplies $55,550.00 $58,100.00 4.59%
Maintenance/Repairs $219,000.00 $222,000.00 1.37%
Capital $117,000.00 $630,754.00 439.11%
Total Expenditures $2,076,086.00 $2,878,025.84 38.63%
2.88M
Expenditures by Expense Type
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 150
Personnel Summary
FTE Summary: 8.8
Public Works Manager - .9
Special Projects Manager - .9
Administrative Analyst - 1
Lead Maintenance Specialist - 1
Maitenance Specialist - 2
Maintenance Worker II - 3
Public Works
Fiscal Year 2026-27 Budget | Artesia Page 151
PUBLIC SAFETY
MANAGING DEPARTMENT HEAD: Deputy City Manager
PRIMARY ACTIVITIES:
The City of Artesia contracts with the Los Angeles County Sheriff's Department for law enforcement services. The law enforcement contract provides for a team of deputies to provide law enforcement services including crime prevention and traffic enforcement, neighborhood watch and community relations, homeless outreach activities, and the general enforcement of the laws of Artesia. Public Safety also administers community safety programs such as neighborhood security, automated license plate reader cameras, at-risk youth programing, grants, and rebate programs.
FY 2025-26 ACCOMPLISHMENTS:
Achieved a reduction of 20.83% part-one crime rate over the previous year.
Held monthly city-wide meetings with Neighborhood Watch captains to discuss and address public safety concerns of residents, along with 5 additional localized Neighborhood Watch meetings.
Participated in 8 emergency preparedness school safety drills.
Continued Downtown Foot Patrol Program with two deputies on Fridays, Saturdays, and local community holidays.
Increased public relations by holding two “Coffee” with the Captain events at various locations in the City, a Community Baseball BBQ, two Business Meet and Greets with city merchants, and participated in several city events during the holiday season related to Christmas which included collecting 12 Christmas trees and delivering them to families in need.
Conducted homeless outreach twice a month with City Staff to offer and provide services with community partners.
Made 7 arrests for illegal possession of firearms and recovered 12 firearms.
Continued monitoring probationary individuals by conducting 4 parole probation compliance checks to ensure compliance with release terms.
Conducted 7 search warrants contributing to ongoing enforcement efforts.
Continuously monitored illegal street vending within the City.
Installed 4 additional license plate reader cameras throughout the City to enhance public safety and support efforts in crime prevention and investigation.
Initiated the Youth Activities League in coordination with the Parks and Recreation Department.
Approved contract with Southwest Patrol to enhance public safety through increased presence and visibility with night time neighborhood patrols.
Purchased new vehicle for the City’s dedicated Seargeant.
Expanded security camera rebate program to include commercial properties to further deter crime and dumping in the City.
Provided scholarships for three at-risk youth to attend a weeklong overnight summer camp program.
Updated the City’s fireworks code to hold property owners responsible for illegal fireworks on or immediately adjacent to their properties and created higher penalties for those found in violation.
Deployed mobile security cameras in a pilot program to deter and enforce against illegal dumping in the City.
Implemented drone coverage to add extra enforcement layers related to the use and possession of illegal fireworks.
Public Safety
Fiscal Year 2026-27 Budget | Artesia Page 152
Summary of Goals
FY 2026-27 OBJECTIVES:
Prioritize High Quality Public Safety:
Through targeted enforcement and patrol, continue to reduce part one crime occurrence in the City.
Increase community participation in Neighborhood Watch program to have more residents looking out for and reporting public safety matters to law enforcement to create a safer community.
Hold 3 “Coffee” with the Captain events to further public relations with the community and law enforcement.
Hold 2 Catalytic Converter Etching Events to further deter theft.
Host 1 Gun Buy Back event to improve public safety in the community.
Install 4 additional license plate readers throughout the City.
Implement new commercial security camera program and advertise the residential home alarm rebate program to enhance community safety by encouraging crime prevention efforts.
Monitor mobile security camera pilot program for effectiveness with enforcement and deterrence.
Continue utilizing Southwest Patrol to increase visibility and deter crime in the City.
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Over Budget Expenditures Budgeted FY2023 FY2024 FY2025 FY2026 FY2027
0 $2M
$4M
$6M
$8M
Public Safety
Fiscal Year 2026-27 Budget | Artesia Page 153
Expenditures by Object
Historical Expenditures by Object
Telephone Vehicle/Equipment Fuel City 457 Match
Overtime Medicare / Social Security Tax Wages (Part Time) PERS - Unfunded Liability Special Department Supplies Employee Benefits IT Services Equipment Maintenance Salaries
Equipment/Property Rental Dues/Subscription/Publication Capital equipment Contract Services Liability Insurance Special Law Enforcement General Law Enforcement
FY27 Expenditures by Object
General Law Enforcement $4,240,310 67.93%
Special Law Enforcement $776,930 12.45%
Liability Insurance $734,438 11.77%
Contract Services $350,000 5.61%
Equipment/Property Rental $46,090 0.74%
Capital equipment $40,000 0.64%
Dues/Subscription/Publication $30,000 0.48%
IT Services $10,940 0.18%
Equipment Maintenance $8,778 0.14%
Special Department Supplies $5,000 0.08%
$5M
$5M $5M
$6M $6M
FY2023 FY2024 FY2025 FY2026 FY2027
-$3M
0 $3M
$5M
$8M
6.24M
Public Safety
Fiscal Year 2026-27 Budget | Artesia Page 154
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Contract Services $351,500.00 $350,000.00 -0.43%
General Law
Enforcement
$5,391,294.00 $4,240,310.00 -21.35%
IT Services $6,474.00 $10,940.00 68.98%
Special Law
Enforcement
$160,000.00 $776,930.00 385.58%
Liability Insurance - $734,438.00 -
Dues/Subscription/Publi
cation
$29,500.00 $30,000.00 1.69%
Special Department
Supplies
$5,000.00 $5,000.00 -
Equipment
Maintenance
$8,778.00 $8,778.00 -
Equipment/Property
Rental
- $46,090.00 -
Capital equipment $160,000.00 $40,000.00 -75.00%
Total Expenditures $6,112,546.00 $6,242,486.00 2.13%
Expenditures by Expense Type
Historical Expenditures by Expense Type
Supplies Benefits Salaries
Professional Services Capital Utilities
Other Expenses Contract Services
Expenditures by Object
$5M
$5M
$5M
$6M $6M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $3M
$5M
$8M
Public Safety
Fiscal Year 2026-27 Budget | Artesia Page 155
FY27 Expenditures by Expense Type
Contract Services $5,017,240 80.37%
Other Expenses $734,438 11.77%
Utilities $415,808 6.66%
Capital $40,000 0.64%
Professional Services $30,000 0.48%
Supplies $5,000 0.08%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Other Expenses - $734,438.00 -
Professional Services $29,500.00 $30,000.00 1.69%
Contract Services $5,551,294.00 $5,017,240.00 -9.62%
Utilities $366,752.00 $415,808.00 13.38%
Supplies $5,000.00 $5,000.00 -
Capital $160,000.00 $40,000.00 -75.00%
Total Expenditures $6,112,546.00 $6,242,486.00 2.13%
6.24M
Expenditures by Expense Type
Public Safety
Fiscal Year 2026-27 Budget | Artesia Page 156
FUNDS SUMMARY OVERVIEW
Restricted Funds Descriptions
Artesia Housing Authority Fund: The Artesia Housing Authority facilitates the development of affordable housing projects by supporting planning efforts, partnerships, and initiatives that increase access to housing for low-income and moderate-income households.
Artesia Parking Authority: To account for revenue and expenditures associated with the paid parking programs within the City.
Bicycle and Pedestrian TDA Fund: Transportation Development Act, Article 3 funds are local return funds from Los Angeles County Metropoliant Transportation Authority (LACMTA) and are used by Artesia for the planning and construction of bicycle and pedestrian facilities.
Billboard Fund: This fund receives revenue from the billboard located at AJ Padelford Park and is used to make improvements to parks and recreation facilities serving at-risk youth populations.
Bond Project Historical District: This fund records expenditures related to the improvement of the Historical District Recreational Trails Project Area.
Bond Project Pioneer Blvd.: This fund records expenditures related to the improvement of Pioneer Boulevard.
Cal Fire Urban Grant: The CAL Fire Urban Grant program is a Grant from the State of California to expand the City's Urban Forest and reduce greenhouse gases and urban heat island impacts through tree planting.
California Natural Resources Agency: This fund is comprised of two separate grants from the State of California to develop and improve parks and recreation facilities. The Artesia Botanical Garden received $2 Million in funding for the development of the new park space. The Fund also includes a $1.2 million grant for the Artesia Parks Facility Improvements Project which includes projects at both Artesia Park and AJ Padelford Park.
California Street Grant Fund: The California Street Grant Fund records the CalTrans Grants for Street improvements.
Capital Projects Fund: Dedicated fund to account for acquisition or construction of major capital assets.
CDBG Fund: The Community Development Block Grant (CDBG) program provides federal funds to the City through the State of California or the Los Angeles Urban County. These funds support a wide range of eligible activities aimed at creating viable urban communities by improving public infrastructure, expanding economic opportunities, and enhancing community facilities and services.
Citizens' Option for Public Safety (COPS) Fund: Citizens' Option for Public Safety (COPS) is a fund to account for grant funds the City receives from the State of California for supplemental law enforcement services funding of frontline law enforcement and juvenile justice programs.
Community Facilities District: Finances public services within the district, including police protection, storm drainage system maintenance, flood control, and the upkeep and lighting of parks, streets, and open spaces.
Congressionally Directed Spending: Accounts for projects that are funded with Congressional earmark grants.
Funds Summary Overview
Fiscal Year 2026-27 Budget | Artesia Page 157
County Discretionary Grants: Accounts for projects that are funded with County funds, generally granted by the Supervisor's Office.
Development Impact Fees: The City’s Development Impact Fees are charged on specific developments for the purpose of defraying all or a portion of the cost of public facilities related to the development project. All money received by the City is used for specific projects under the following five categories: public facilities, traffic facilities, storm drain facilities, parks and recreation facilities, and community center facilities.
Housing and Urban Development (HUD) Fund: The HUD fund accounts for a Federal grant from the Community Project Fund to develop the Artesia Botanical Garden. The HUD Grant provides $3 Million in federal appropriation for the Artesia Botanical Garden
LACMTA Measure M Fund: Measure M is a fund from Los Angeles County Metropolitan Transportation Authority (LACMTA). Funds are intended to ease traffic congestion, repave streets, repair potholes, synchronize signals, improve neighborhood streets and intersections, and enhance bike and pedestrian connections.
LACMTA Measure R Fund: Measure R is a fund from Los Angeles County Metropolitan Transportation Authority (LACMTA) to account for the engineering, administrative, traffic median, and parking overflow improvements related to transportation services.
LACMTA Proposition A – Transportation Fund: Proposition A is a fund from Los Angeles County Metropolitan Transportation Authority (LACMTA) to provide the benefit of public transit such as fixed-route, dial-a-ride, and recreation transportation programs.
LACMTA Proposition C – Expanded Transportation Fund: Is a Fund from Los Angeles County Metropolitan Transportation Authority (LACMTA) which supports the maintenance, operation, and improvement of arterial streets and transit-related infrastructure, including traffic signals, medians, and roadway striping, to enhance mobility and safety.
LA County MTA TOD: The Transportation Oriented Development (TOD) Planning fund is a grant-funded project from the Los Angeles County Metropolitan Transportation Authority (LACMTA) to develop the TOD Plan for Downtown Artesia and areas surrounding the commuter transit line planned in the LACMTA right of way.
Measure A/Park Improvements Fund: Measure A is a that supports the development, improvement, and maintenance of local parks and recreational facilities through various grants provided through Los Angeles County Measure W: Supports the implementation of programs that improve surface water quality, enhance stormwater drainage, promote water conservation and recycling, and maintain the City’s stormwater management system.
OGALS: AJ Padelford Park Expansion Project: The AJ Padelford Park Expansion Project is a grant‐funded project to expand the size of AJ Padelford Park through the acquisition of surrounding properties.
Public, Education and Government (PEG): PEG fees are paid by utility franchises to the City, and revenue can be used by the City to facilitate public access to City Council Meetings to the public via live-stream.
Regional Parks and Open Space District (RPOSD) Grant: This a grant from the Los Angeles County Recreation, Parks, and Open Space District to fund development of new park spaces.
Recycled Oil Fund: Supports citywide public education that promote the recycling of used motor oil with funding from CalRecycle’s Used Oil Payment Program.
Funds Summary Overview
Fiscal Year 2026-27 Budget | Artesia Page 158
SB1 RMRA Fund: The State SB1 Fund holds monies for maintenance and construction of roads, engineering and administration apportioned annually under the Streets and Highways Code of the State of California.
SB 1383 Local Assistance Grant: This is a grant from the State of California to help local governments implement SB 1383, organic waste recycling, requirements.
South Coast Air Quality Control: The South Coast Air Quality Control accounts for AB 2766 Subvention Program funds used to implement projects that reduce motor vehicle emissions and improve air quality.
State Gas Tax Fund: The State Gas Tax Fund holds monies for maintenance and construction of roads, engineering and administration apportioned under the Streets and Highways Code of the State of California.
Street Light Maintenance District: The Street Light Maintenance District was formed by the voters to fund the cost of electricity for streetlights in residential areas of the City. The assessment does not cover the cost of the electricity for these areas and the general fund covers the annual shortfall each year.
STPL: The Surface Transportation Program Local accounts for funds granted through the federal-aid program administered by Caltrans. which provides flexible funding for state and local transportation projects, such as roadway rehabilitation, safety improvements, and active transportation initiatives.
Successor Agency Administration: The Successor Agency Recognized Obligation Payment Schedule (ROPS) Fund pays the obligations on the State approved ROPS Form.
Successor Agency Bond: The Successor Agency Recognized Obligation Payment Schedule (ROPS) Fund pays the obligations on the State approved ROPS Form.
Successor Agency RORF: The Successor Agency Redevelopment Obligation Retirement (RORF) received Real Property Tax Trust Fund (RPTTF) revenues and transfers them to the ROPS and General Funds.
Summer Lunch Program: The Summer Lunch Program is a State Grant to provide lunches to youth ages 18 and under during the Summer when schools are not in session.
Transportation Planning Grant: The Transportation Planning Grant is a fund for two grant funded projects related to community planning and resilience; the City’s first Climate Action and Adaptation Plan providing the City with plans and goals to address climate change and increased density in the City and an update to the City’s Local Hazard Mitigation Plan, ensuring the City is working towards mitigation of natural disasters.
Youth Activities League (YAL) Grant: The YAL Fund is a grant provided by the Los Angeles County Department of Probation to fund an after-school program in conjunction with City Staff and Los Angeles County Sheriff's Deputies to provide positive activities to youth.
Youth Community Access (YCA) Grant: This program provides for the implementation and administration of the Artesia Great Adventure program which will expand opportunities for local youth to connect with California’s natural and cultural resources.
Funds Summary Overview
Fiscal Year 2026-27 Budget | Artesia Page 159
SUMMER LUNCH PROGRAM
The Summer Lunch Program is a State Grant to provide lunches to youth ages 18 and under during the Summer when schools are not in session.
FY 25-26 - Accomplishment(s):
Provided 500 meals to youth at AJ Padelford Park during the summer months FY 26-27 - Objective(s):
Provide meals for youth during the summer when school is not in session.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2023 2024 2025 2026 2027
0 $10K
$20K
$30K
$40K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance - -
Revenues
Special Revenue $18,000.00 $18,000.00
Total Revenues $18,000.00 $18,000.00
Expenditures
Other Expenses $3,500.00 $3,500.00
Programs $14,500.00 $14,500.00
150 - Summer Lunch Program
Fiscal Year 2026-27 Budget | Artesia Page 160
Revenues by Object
Historical Revenue by Object
Summer Lunch Program
FY27 Revenues by Object
Summer Lunch Program $18,000 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Summer Lunch Program $18,000.00 $18,000.00 -
Total Revenues $18,000.00 $18,000.00 -
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Total Expenditures $18,000.00 $18,000.00
Total Revenues Less Expenditures - -
Ending Fund Balance - -
$3K
$6K
$18K $18K $18K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $5K
$10K
$15K
$20K
18K
Revenues by Object
150 - Summer Lunch Program
Fiscal Year 2026-27 Budget | Artesia Page 161
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Summer Lunch Program
FY27 Expenditures by Object
Summer Lunch Program $14,500 80.56%
Administrative Allowance $3,500 19.44%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Administrative Allowance $3,500.00 $3,500.00 -
Summer Lunch Program $14,500.00 $14,500.00 -
Total Expenditures $18,000.00 $18,000.00 -
$4K
$8K
$18K $18K $18K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $5K
$10K
$15K
$20K
18K
Expenditures by Object
150 - Summer Lunch Program
Fiscal Year 2026-27 Budget | Artesia Page 162
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Expenses Programs
FY27 Expenditures by Expense Type
Programs $14,500 80.56%
Other Expenses $3,500 19.44%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Other Expenses $3,500.00 $3,500.00 -
Programs $14,500.00 $14,500.00 -
Total Expenditures $18,000.00 $18,000.00 -
$4K
$8K
$18K $18K $18K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $5K
$10K
$15K
$20K
18K
Expenditures by Expense Type
150 - Summer Lunch Program
Fiscal Year 2026-27 Budget | Artesia Page 163
Fund Balance
Fund Balance Projections
Summer Lunch Program
$7K
FY2024
0 $3K
$5K
$8K
$10K
150 - Summer Lunch Program
Fiscal Year 2026-27 Budget | Artesia Page 164
ARTESIA HOUSING AUTHORITY
The Artesia Housing Authority facilitates the development of affordable housing projects by supporting planning efforts, partnerships, and initiatives that increase access to housing for low- and moderate-income households.
FY 25-26 - Accomplishment(s):
Received certification on the 6 Cycle Housing Element.
FY 26-27 - Objective(s):
Implement the 6th Cycle Housing Element and initiate the surplus land act process for the development of Housing Authority Property.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
th
Revenue Actual Revenue Surplus Revenue Budgeted
Expenditures Actual Expenditures Budgeted
2023 2024 2025 2026 2027
0 $50K
$100K
$150K
$200K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance $783,670.00 -
Revenues
Miscellaneous (Interest, Rent, etc.) $106,358.00 $106,358.00 Total Revenues $106,358.00 $106,358.00
Expenditures
Salaries $15,503.00 $16,757.37
200 - Artesia Housing Authority
Fiscal Year 2026-27 Budget | Artesia Page 165
Revenues by Object
Historical Revenue by Object
Interest Income Rental Income
FY27 Revenues by Object
Rental Income $86,358 81.20%
Interest Income $20,000 18.80%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Interest Income $20,000.00 $20,000.00 -
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Benefits $4,945.00 $4,817.32
Other Expenses $4,105.00 $4,105.00
Professional Services - $8,850.00
Utilities $267,083.00 $83,400.00
Maintenance/Repairs $5,000.00 $5,000.00
Total Expenditures $296,636.00 $122,929.68
Total Revenues Less Expenditures -$190,278.00 -$16,571.68 Ending Fund Balance $593,392.00 -$16,571.68
$79K
$$111199KK
$$110044KK $$110066KK $$110066KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $50K
$100K
$150K
106K
Revenues by Object
200 - Artesia Housing Authority
Fiscal Year 2026-27 Budget | Artesia Page 166
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Rental Income $86,358.00 $86,358.00 -
Total Revenues $106,358.00 $106,358.00 -
Expenditures by Object
Historical Expenditures by Object
Phone Allowance Flex Deductible Reimb Retention Bonus
Automobile Allowance Leave Buy Back Medicare / Social Security Tax City 457 Match Retirement - Employer Contr PERS - Unfunded Liability Property Maintenance Administrative Allowance Dues/Subscription/Publication Employee Benefits Salaries Contract Services
$34K
$44K $36K
$$115533KK
$$112233KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $50K
$100K
$150K
$200K
200 - Artesia Housing Authority
Fiscal Year 2026-27 Budget | Artesia Page 167
FY27 Expenditures by Object
Contract Services $83,400 67.84%
Salaries $16,757 13.63%
Dues/Subscription/Publication $8,850 7.20%
Property Maintenance $5,000 4.07%
Employee Benefits $2,458 2.00%
PERS - Unfunded Liability $2,105 1.71%
Administrative Allowance $2,000 1.63%
Retirement - Employer Contr $1,329 1.08%
City 457 Match $307 0.25%
Automobile Allowance $300 0.24%
Medicare / Social Security Tax $243 0.20%
Phone Allowance $100 0.08%
Flex Deductible Reimb $80 0.07%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $15,503.00 $16,757.37 8.09%
Retirement - Employer
Contr
$1,668.00 $1,328.86 -20.33%
PERS - Unfunded Liability $2,105.00 $2,105.00 -
Medicare / Social Security
Tax
$225.00 $242.98 7.99%
Employee Benefits $2,160.00 $2,458.48 13.82%
City 457 Match $307.00 $307.00 -
Flex Deductible Reimb $185.00 $80.00 -56.76%
Automobile Allowance $300.00 $300.00 -
Phone Allowance $100.00 $100.00 -
Administrative Allowance $2,000.00 $2,000.00 -
Contract Services $267,083.00 $83,400.00 -68.77%
Dues/Subscription/Public
ation
- $8,850.00 -
Property Maintenance $5,000.00 $5,000.00 -
Total Expenditures $296,636.00 $122,929.68 -58.56%
123K
Expenditures by Object
200 - Artesia Housing Authority
Fiscal Year 2026-27 Budget | Artesia Page 168
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Pay Maintenance/Repairs Professional Services
Other Expenses Benefits Salaries
Utilities
FY27 Expenditures by Expense Type
Utilities $83,400 67.84%
Salaries $16,757 13.63%
Professional Services $8,850 7.20%
Maintenance/Repairs $5,000 4.07%
Benefits $4,817 3.92%
Other Expenses $4,105 3.34%
$34K
$44K $36K
$$115533KK
$$112233KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $50K
$100K
$150K
$200K
123K
200 - Artesia Housing Authority
Fiscal Year 2026-27 Budget | Artesia Page 169
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Salaries $15,503.00 $16,757.37 8.09%
Benefits $4,945.00 $4,817.32 -2.58%
Other Expenses $4,105.00 $4,105.00 -
Professional Services - $8,850.00 -
Utilities $267,083.00 $83,400.00 -68.77%
Maintenance/Repairs $5,000.00 $5,000.00 -
Total Expenditures $296,636.00 $122,929.68 -58.56%
Fund Balance
Fund Balance Projections
ARTESIA HOUSING AUTHORITY
Personnel Summary
FTE Summary: .1
Community Development Director - .1
Expenditures by Expense Type
$$884455KK
$$778844KK
FY2024 FY2025
0 $250K
$500K
$750K
$1,000K
200 - Artesia Housing Authority
Fiscal Year 2026-27 Budget | Artesia Page 170
OGALS
The AJ Padelford Park Expansion Project is a grant‐funded project through California State Parks Office of Grants and Local Services to expand the size of AJ Padelford Park through the acquisition of residential properties.
FY 25-26 - Accomplishment(s):
Acquired two additional properties to increase green space at AJ Padelford Park and support future park expansion.
FY 26-27 - Objective(s):
Increase open space at AJ Padelford Park by acquiring one additional property and demolishing and redeveloping up to four adjacent properties.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2023 2024 2025 2026 2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance $79,417.00 -
Revenues
Miscellaneous (Interest, Rent, etc.) $1,401,619.00 $1,204,000.00 Total Revenues $1,401,619.00 $1,204,000.00
Expenditures
Contract Services $1,500.00 $9,500.00
205 - OGALS
Fiscal Year 2026-27 Budget | Artesia Page 171
Revenues by Object
Historical Revenue by Object
Grant Income
FY27 Revenues by Object
Grant Income $1,204,000 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Grant Income $1,401,619.00 $1,204,000.00 -14.10%
Total Revenues $1,401,619.00 $1,204,000.00 -14.10%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Utilities $44,000.00 $40,500.00
Capital $1,092,855.76 $1,154,000.00
Total Expenditures $1,138,355.76 $1,204,000.00
Total Revenues Less Expenditures $263,263.24 -
Ending Fund Balance $342,680.24 -
0 $1M
$2M
$1M
$1M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
1.2M
Revenues by Object
205 - OGALS
Fiscal Year 2026-27 Budget | Artesia Page 172
Expenditures by Object
Historical Expenditures by Object
Publicity Appraisal Fees Administrative Allowance
Contract Services Property Relocation Fees Property Acquisition Capital Outlay
FY27 Expenditures by Object
Capital Outlay $658,000 54.65%
Property Acquisition $496,000 41.20%
Contract Services $40,500 3.36%
Appraisal Fees $9,500 0.79%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Appraisal Fees $1,500.00 $9,500.00 533.33%
Contract Services $44,000.00 $40,500.00 -7.95%
Capital Outlay $517,855.76 $658,000.00 27.06%
Property Acquisition $575,000.00 $496,000.00 -13.74%
Total Expenditures $1,138,355.76 $1,204,000.00 5.77%
$$339988KK
$$220022KK
$$$111,,,999222777KKK
$$$111,,,444000222KKK
$$$111,,,222000444KKK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
1.2M
Expenditures by Object
205 - OGALS
Fiscal Year 2026-27 Budget | Artesia Page 173
Expenditures by Expense Type
Historical Expenditures by Expense Type
Contract Services Other Expenses Utilities
Programs Capital
FY27 Expenditures by Expense Type
Capital $1,154,000 95.85%
Utilities $40,500 3.36%
Contract Services $9,500 0.79%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Contract Services $1,500.00 $9,500.00 533.33%
Utilities $44,000.00 $40,500.00 -7.95%
Capital $1,092,855.76 $1,154,000.00 5.59%
Total Expenditures $1,138,355.76 $1,204,000.00 5.77%
$$339988KK
$$220022KK
$$$111,,,999222777KKK
$$$111,,,444000222KKK
$$$111,,,222000444KKK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
1.2M
Expenditures by Expense Type
205 - OGALS
Fiscal Year 2026-27 Budget | Artesia Page 174
Fund Balance
Fund Balance Projections
OGALS
$$110099KK
$79K
FY2024 FY2025
0 $50K
$100K
$150K
205 - OGALS
Fiscal Year 2026-27 Budget | Artesia Page 175
BICYCLE/PEDESTRIAN TDA 3
Transportation Development Act, Article 3 funds are local return funds from Los Angeles County Metropoliant Transportation Authority (LACMTA). The funds are used by Artesia for the planning and construction of bicycle and pedestrian facilities.
FY 25-26 - Accomplishment(s):
Made repairs to the Historic District Recreational Trails, which included landscape improvements, concrete repairs and graffiti removal. These funds are also used for the planning and construction of future bicycle and pedestrian facilities.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2023 2024 2025 2026 2027
0 $10K
$20K
$30K
$40K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance $1,151.00 -
Revenues
Special Revenue $12,806.00 $12,806.00
Miscellaneous (Interest, Rent, etc.) $100.00 $100.00
Total Revenues $12,906.00 $12,906.00
Expenditures
Capital $12,806.00 $12,806.00
Total Expenditures $12,806.00 $12,806.00
210 - Bicycle/Pedestrian TDA 3
Fiscal Year 2026-27 Budget | Artesia Page 176
Revenues by Object
Historical Revenue by Object
Interest Income TDA Local Return
FY27 Revenues by Object
TDA Local Return $12,806 99.23%
Interest Income $100 0.77%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
TDA Local Return $12,806.00 $12,806.00 -
Interest Income $100.00 $100.00 -
Total Revenues $12,906.00 $12,906.00 -
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Total Revenues Less Expenditures $100.00 $100.00
Ending Fund Balance $1,251.00 $100.00
$0K
$17K
$13K $13K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $5K
$10K
$15K
$20K
12.9K
Revenues by Object
210 - Bicycle/Pedestrian TDA 3
Fiscal Year 2026-27 Budget | Artesia Page 177
Expenditures by Object
Historical Expenditures by Object
Bicycle Pathways
FY27 Expenditures by Object
Bicycle Pathways $12,806 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Bicycle Pathways $12,806.00 $12,806.00 -
Total Expenditures $12,806.00 $12,806.00 -
$5K
$17K
$13K $13K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $5K
$10K
$15K
$20K
12.8K
Expenditures by Object
210 - Bicycle/Pedestrian TDA 3
Fiscal Year 2026-27 Budget | Artesia Page 178
Expenditures by Expense Type
Historical Expenditures by Expense Type
Capital
FY27 Expenditures by Expense Type
Capital $12,806 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Capital $12,806.00 $12,806.00 -
Total Expenditures $12,806.00 $12,806.00 -
0 $5K
$17K
$13K $13K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $5K
$10K
$15K
$20K
12.8K
Expenditures by Expense Type
210 - Bicycle/Pedestrian TDA 3
Fiscal Year 2026-27 Budget | Artesia Page 179
Fund Balance
Fund Balance Projections
BICYCLE/PEDESTRIAN TDA 3
$$$111,,,000999111
$$$111,,,111555111
FY2024 FY2025
0 $500
$1,000
$1,500
210 - Bicycle/Pedestrian TDA 3
Fiscal Year 2026-27 Budget | Artesia Page 180
PUBLIC, EDUCATION AND GOVERNMENT
(PEG)
PEG fees are paid by utility franchises to the City, and revenue can be used by the City to facilitate public access to City Council Meetings to the public via live-stream.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2023 2024 2025 2026 2027
0 $50K
$100K
$150K
$200K
$250K
$300K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance -$11,617.00 -
Revenues
Miscellaneous (Interest, Rent, etc.) $1,000.00 $1,000.00 Franchises and Peg Fees $20,000.00 $20,000.00
Total Revenues $21,000.00 $21,000.00
Expenditures
Utilities $15,163.00 $19,265.00
Total Expenditures $15,163.00 $19,265.00
Total Revenues Less Expenditures $5,837.00 $1,735.00
Ending Fund Balance -$5,780.00 $1,735.00
215 - Public, Education and Government (PEG)
Fiscal Year 2026-27 Budget | Artesia Page 181
Revenues by Object
Historical Revenue by Object
Interest Income Verizon PEG Fee
FY27 Revenues by Object
Verizon PEG Fee $20,000 95.24%
Interest Income $1,000 4.76%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Verizon PEG Fee $20,000.00 $20,000.00 -
Interest Income $1,000.00 $1,000.00 -
Total Revenues $21,000.00 $21,000.00 -
$24K
$27K
$21K $21K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $10K
$20K
$30K
21K
Revenues by Object
215 - Public, Education and Government (PEG)
Fiscal Year 2026-27 Budget | Artesia Page 182
Expenditures by Object
Historical Expenditures by Object
Capital equipment Contract Services
FY27 Expenditures by Object
Contract Services $19,265 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Contract Services $15,163.00 $19,265.00 27.05%
Total Expenditures $15,163.00 $19,265.00 27.05%
$2K
$$226644KK
$23K $19K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
19.3K
Expenditures by Object
215 - Public, Education and Government (PEG)
Fiscal Year 2026-27 Budget | Artesia Page 183
Expenditures by Expense Type
Historical Expenditures by Expense Type
Capital Utilities
FY27 Expenditures by Expense Type
Utilities $19,265 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Utilities $15,163.00 $19,265.00 27.05%
Total Expenditures $15,163.00 $19,265.00 27.05%
$2K
$$226644KK
$23K $19K
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
19.3K
Expenditures by Expense Type
215 - Public, Education and Government (PEG)
Fiscal Year 2026-27 Budget | Artesia Page 184
Fund Balance
Fund Balance Projections
PUBLIC, EDUCATION AND GOVERNMENT (PEG)
$$222266KK
--$$1122KK
FY2024 FY2025
-$100K
0 $100K
$200K
$300K
215 - Public, Education and Government (PEG)
Fiscal Year 2026-27 Budget | Artesia Page 185
BILLBOARD
This fund is revenue collected by the City through agreements related to billboards at various locations.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Surplus Revenue Budgeted
Expenditures Actual Expenditures Over Budget Expenditures Budgeted 2023 2024 2025 2026 2027
0 $100K
$200K
$300K
$400K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance $592,592.00 -
Revenues
Miscellaneous (Interest, Rent, etc.) $173,250.00 $173,250.00 Total Revenues $173,250.00 $173,250.00
Expenditures
Transfers $165,000.00 $100,000.00
Total Expenditures $165,000.00 $100,000.00
Total Revenues Less Expenditures $8,250.00 $73,250.00
Ending Fund Balance $600,842.00 $73,250.00
220 - Billboard
Fiscal Year 2026-27 Budget | Artesia Page 186
Revenues by Object
Historical Revenue by Object
Interest Income Van Wagner Billboard
FY27 Revenues by Object
Van Wagner Billboard $165,000 95.24%
Interest Income $8,250 4.76%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
VanWagner Billboard $165,000.00 $165,000.00 -
Interest Income $8,250.00 $8,250.00 -
Total Revenues $173,250.00 $173,250.00 -
$$115555KK
$$229944KK
$$118800KK $$117733KK $$117733KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
$400K
173K
Revenues by Object
220 - Billboard
Fiscal Year 2026-27 Budget | Artesia Page 187
Expenditures by Object
Historical Expenditures by Object
Engineering/Architectural Contract Services Equipment Maintenance Capital equipment Special Contract Services Transfer out FY27 Expenditures by Object
Transfer out $100,000 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Transfer out $165,000.00 $100,000.00 -39.39%
Total Expenditures $165,000.00 $100,000.00 -39.39%
$17K
$$117733KK
$$226688KK
$$116655KK
$$110000KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
100K
Expenditures by Object
220 - Billboard
Fiscal Year 2026-27 Budget | Artesia Page 188
Expenditures by Expense Type
Historical Expenditures by Expense Type
Capital Utilities Professional Services
Transfers
FY27 Expenditures by Expense Type
Transfers $100,000 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.
FY 2027 Budgeted (%
Change)
Transfers $165,000.00 $100,000.00 -39.39%
Total Expenditures $165,000.00 $100,000.00 -39.39%
$17K
$$117733KK
$$226688KK
$$116655KK
$$110000KK
FY2023 FY2024 FY2025 FY2026 FY2027
0 $100K
$200K
$300K
100K
Expenditures by Expense Type
220 - Billboard
Fiscal Year 2026-27 Budget | Artesia Page 189
Fund Balance
Fund Balance Projections
BILLBOARD
$$668899KK
$$559933KK
FY2024 FY2025
0 $250K
$500K
$750K
220 - Billboard
Fiscal Year 2026-27 Budget | Artesia Page 190
CNRA SPECIFIED GRANT
This fund is comprised of two separate grants from the State of California to develop and improve parks and recreation facilities. The Artesia Botanical Garden received $2 Million in funding for the development of the new park space. The Fund also includes a $1.2 million grant for the Artesia Parks Facility Improvements Project which includes projects at both Artesia Park and AJ Padelford Park.
FY 26-27 - Objective(s):
Award a construction contract and begin construction of the Artesia Botanical Garden.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Budgeted Expenditures Actual Expenditures Budgeted 2023 2024 2025 2026 2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance -$289,004.00 -
Revenues
Miscellaneous (Interest, Rent, etc.) $2,000,000.00 $1,916,251.00 Total Revenues $2,000,000.00 $1,916,251.00
Expenditures
Utilities $1,895,000.00 $1,944,707.11
Total Expenditures $1,895,000.00 $1,944,707.11
Total Revenues Less Expenditures $105,000.00 -$28,456.11 225 - CNRA Specified Grant
Fiscal Year 2026-27 Budget | Artesia Page 191
Revenues by Object
Historical Revenue by Object
Grant Income
FY27 Revenues by Object
Grant Income $1,916,251 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Grant Income $2,000,000.00 $1,916,251.00 -4.19%
Total Revenues $2,000,000.00 $1,916,251.00 -4.19%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Ending Fund Balance -$184,004.00 -$28,456.11
$2M $2M $2M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
1.92M
Revenues by Object
225 - CNRA Specified Grant
Fiscal Year 2026-27 Budget | Artesia Page 192
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Capital equipment Contract Services FY27 Expenditures by Object
Contract Services $1,944,707 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Contract Services $1,895,000.00 $1,944,707.11 2.62%
Total Expenditures $1,895,000.00 $1,944,707.11 2.62%
$0M
$2M $2M $2M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
1.94M
Expenditures by Object
225 - CNRA Specified Grant
Fiscal Year 2026-27 Budget | Artesia Page 193
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Expenses Capital Utilities
FY27 Expenditures by Expense Type
Utilities $1,944,707 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Utilities $1,895,000.00 $1,944,707.11 2.62%
Total Expenditures $1,895,000.00 $1,944,707.11 2.62%
$0M
$2M $2M $2M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
1.94M
Expenditures by Expense Type
225 - CNRA Specified Grant
Fiscal Year 2026-27 Budget | Artesia Page 194
Fund Balance
Fund Balance Projections
CNRA SPECIFIED GRANT
---$$$222999,,,777666222
---$$$222888999,,,000000444
FY2024 FY2025
-$400,000
-$300,000
-$200,000
-$100,000
0 225 - CNRA Specified Grant
Fiscal Year 2026-27 Budget | Artesia Page 195
HOUSING URBAN DEVELOPMENT (HUD)
This Fund accounts for a Federal grant from the Community Project Fund to develop the Artesia Botanical Garden. The HUD grant provides $3 Million in federal appropriations for the Artesia Botanical Garden.
FY 26-27 - Objective(s):
Award a construction contract and begin construction of the Artesia Botanical Garden.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Budgeted Expenditures Actual Expenditures Budgeted 2023 2024 2025 2026 2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
$3,000K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance $16,486.00 -
Revenues
Miscellaneous (Interest, Rent, etc.) $1,000,000.00 $2,850,000.00 Total Revenues $1,000,000.00 $2,850,000.00
Expenditures
Other Expenses $25,000.00 $26,038.55
Utilities $1,000,000.00 $2,830,852.83
Total Expenditures $1,025,000.00 $2,856,891.38
227 - Housing Urban Development
Fiscal Year 2026-27 Budget | Artesia Page 196
Revenues by Object
Historical Revenue by Object
Grant Income
FY27 Revenues by Object
Grant Income $2,850,000 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Grant Income $1,000,000.00 $2,850,000.00 185.00%
Total Revenues $1,000,000.00 $2,850,000.00 185.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Total Revenues Less Expenditures -$25,000.00 -$6,891.38 Ending Fund Balance -$8,514.00 -$6,891.38
$0M
$1M
$3M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
2.85M
Revenues by Object
227 - Housing Urban Development
Fiscal Year 2026-27 Budget | Artesia Page 197
Expenditures by Object
Historical Expenditures by Object
Administrative Allowance Contract Services
FY27 Expenditures by Object
Contract Services $2,830,853 99.09%
Administrative Allowance $26,039 0.91%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Administrative
Allowance
$25,000.00 $26,038.55 4.15%
Contract Services $1,000,000.00 $2,830,852.83 183.09%
Total Expenditures $1,025,000.00 $2,856,891.38 178.72%
$0M $0M
$1M
$3M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
2.86M
Expenditures by Object
227 - Housing Urban Development
Fiscal Year 2026-27 Budget | Artesia Page 198
Expenditures by Expense Type
Historical Expenditures by Expense Type
Other Expenses Utilities
FY27 Expenditures by Expense Type
Utilities $2,830,853 99.09%
Other Expenses $26,039 0.91%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year
vs. FY 2027 Budgeted (%
Change)
Other Expenses $25,000.00 $26,038.55 4.15%
Utilities $1,000,000.00 $2,830,852.83 183.09%
Total Expenditures $1,025,000.00 $2,856,891.38 178.72%
$0M $0M
$1M
$3M
FY2023 FY2024 FY2025 FY2026 FY2027
0 $1M
$2M
$3M
2.86M
Expenditures by Expense Type
227 - Housing Urban Development
Fiscal Year 2026-27 Budget | Artesia Page 199
Fund Balance
Fund Balance Projections
HOUSING URBAN DEVELOPMENT (HUD)
--$$1166KK
$16K
FY2024 FY2025
-$20K
-$10K
0 $10K
$20K
227 - Housing Urban Development
Fiscal Year 2026-27 Budget | Artesia Page 200
YOUTH ACTIVITIES LEAGUE (YAL) GRANT
The YAL Fund is a grant provided by the Los Angeles County Department of Probation to fund an after-school program in conjunction with City Staff and Los Angeles County Sheriff's Deputies to provide positive activities to youth.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Budgeted Expenditures Budgeted
2023 2024 2025 2026 2027
0 $100K
$200K
$300K
$400K
$500K
$600K
Comprehensive Fund Summary
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
Beginning Fund Balance - -
Revenues
Miscellaneous (Interest, Rent, etc.) $500,000.00 $500,000.00 Total Revenues $500,000.00 $500,000.00
Expenditures
Salaries $102,432.00 $108,382.04
Benefits $40,036.00 $38,989.84
Utilities $220,000.00 $300,000.00
Total Expenditures $362,468.00 $447,371.88
Total Revenues Less Expenditures $137,532.00 $52,628.12 Ending Fund Balance $137,532.00 $52,628.12
235 - Youth Activities League (YAL) Grant
Fiscal Year 2026-27 Budget | Artesia Page 201
Revenues by Object
Historical Revenue by Object
Grant Income
FY27 Revenues by Object
Grant Income $500,000 100.00%
Category FY 2026 FY 25-26 Mid-Year FY 2027 Budgeted
FY 2026 FY 25-26 Mid-Year vs.