Beaumont City Council
September 15, 2026

City of Beaumont Annual Budget 2026-2027
Transmittal Letter
Honorable Mayor, City Council Members, and Beaumont Residents:

It is my honor to present the City of Beaumont's Proposed Annual Operating Budget and Five -Year Capital Improvement Plan for Fiscal Year 2026-2027. The proposed budget is structurally balanced and maintains reserve levels consistent with City policy, providing the financial flexibility necessary to support ongoing operations, respond to unforeseen events, and invest in Beaumont's future. The proposed budget was developed in accordance with the City's adopted financial policies, including maintaining structurally balanced operations, preserving adequate reserves, and ensuring that ongoing expenditures are supported by sustainable recurring revenues.

As I began serving as City Manager, I have had the opportunity to see firsthand the strong financial foundation that has been established through years of responsible leadership, sound fiscal management, and thoughtful decision -making. Beaumont is a financially stable organization with a long-standing commitment to prudent budgeting, conservative financial practices, and strategic investments that have positioned the City to meet today's needs while preparing for tomorrow's opportunities.

This budget reflects that continued commitment to fiscal responsibility, operational excellence, and transparent government.

It builds upon the City's history of maintaining balanced budgets, preserving healthy reserves, investing in critical infrastructure, and delivering high -quality public services in a financially sustainable manner. As Beaumont continues to grow, we remain focused on protecting taxpayer resources while making strategic investments that enhance public safety, improve infrastructure, and maintain the exceptional quality of life our residents expect and deserve.

The FY 2026-2027 General Fund budget proposes $75.6 million in expenditures, representing a 4.9% increase over the prior year's adopted budget. This increase is primarily driven by rising personnel costs, inflationary pressures on goods and services, and the City's continued investment in maintaining high -quality public services. On the revenue side, the proposed General Fund budget includes $75.6 million in projected revenues, a 3.0% increase from the prior year's adopted budget.

This growth is primarily attributable to continued strength in the local economy, with projected increases in both sales tax and property tax revenues. These revenues provide the financial capacity to sustain essential services while supporting strategic investments that align with the City's long-term priorities.

To continue meeting the needs of our growing community the FY 2026-2027 Proposed Budget includes targeted General Fund enhancements that strengthen public safety and operational effectiveness. The proposed budget adds one new full-time Animal Control Project Manager position within the Public Safety Department to enhance animal care services. In addition, the budget includes $332,223 in operational enhancements to fund a comprehensive citywide fee study, the required local match for cybersecurity grant funding, artificial intelligence software to improve Community Enhancement operations, an on - call maintenance services contract to increase responsiveness and efficiency, and specialized software that enhances public safety operations. The proposed budget also invests $550,000 in General Fund capital improvements to preserve City assets, improve infrastructure, and support the reliable delivery of essential public services.

5 City of Beaumont Annual Budget 2026-2027
In preparing this budget, my office worked closely with the Finance Department and all departments to develop a comprehensive long-term financial forecast. Throughout the budget development process, careful consideration was given to distinguishing one-time expenditure from ongoing operational costs to ensure recurring revenues continue to support ongoing City services. As always, my office will remain vigilant in monitoring economic trends and will work with City Council to adjust courses as needed to preserve the City's long-term fiscal health.

In addition to operational priorities, the FY 2026-2027 budget advances major capital investments aligned with our Strategic Plan, including:
• $200,000 for City Entry and Wayfinder Signage (Road and Bridge DIF) • $300,000 for Citywide Traffic Analysis (Traffic Signal DIF) • $3 million over five years for the California Grade Separation (Railroad Crossing and Transportation DIF) • $1 million for Transit Yard improvements (Basic Services DIF) • $615,000 over 3 years for Trevino Park Inclusive Playground (Neighborhood Park DIF) The City remains committed to maintaining strong and financially sustainable enterprise operations. As Beaumont continues to experience significant residential and commercial growth, the City's wastewater collection system has experienced increased flows and greater operational demands. To ensure the continued reliability and efficiency of this essential infrastructure, the FY 2026-2027 Wastewater Fund budget includes the addition of one Collections Worker I/II position. This enhancement will strengthen preventive maintenance efforts, improve system responsiveness, and support the City's ability to provide safe, reliable wastewater services while accommodating future growth and protecting critical public infrastructure In closing, I believe the FY 2026-2027 Proposed Budget represents a thoughtful, forward -looking approach to managing Beaumont's growth. As Beaumont continues to grow and evolve, this budget provides a responsible and sustainable framework for meeting the needs of our community today while preparing for the opportunities of tomorrow. It reflects our commitment to sound financial management, strategic investment, and the responsible stewardship of public resources. By maintaining fiscal discipline, investing in critical infrastructure, enhancing public safety, and supporting exceptional municipal services, we are positioning Beaumont for continued success and long-term prosperity. I appreciate the partnership of the Mayor, City Council, City staff, and our residents, whose collaboration and shared commitment make these accomplishments possible. Together, we will continue building a resilient, financially strong, and vibrant community for current and future generations.

Respectfully submitted,
Christopher Boatman
City Manager
City of Beaumont

6 City of Beaumont Annual Budget 2026-2027
History of Beaumont
"Beaumont is a vibrant city whose charm is exceeded only by the remarkable people who call it home. While times have changed, the friendliness and hospitality that recall a simpler era have not. In Beaumont, residents enjoy a way of life that includes not only the charming characteristics of a small town but all the amenities of a dynamic suburban environment."

7 City of Beaumont Annual Budget 2026-2027
A City Elevated
Beaumont has a rich history and is nestled in the foothills of the San Bernardino National Forest. Originally settled in the mid - 1800s as a stop along the Southern Pacific Railroad, people drawn to the beautiful mountain views, crisp air and abundance of apple orchards remained in the area and the City of Beaumont was incorporated on November 18, 1912.

Beaumont's continued growth can be attributed to its desirable location and its reputation as an affordable community that offers a high quality of life. Local of officials, supported by engaged community members, have worked tirelessly to prepare for a sustainable future and a vibrant community. Exceptional public services that are provided for the community include community oriented public safety, an excellent school system, and 17 scenic parks and recreation areas, ensuring that Beaumont is a great place to live, work and explore.

8 City of Beaumont Annual Budget 2026-2027
Elected Officials
The Beaumont City Council is the City's elected governing body and is responsible for establishing policy, adopting the annual budget, enacting local ordinances, and providing strategic direction for municipal operations. The Council consists of five members elected at -large to staggered four-year terms, with elections held in November of even -numbered years. Each Council Member has equal voting authority on matters before the Council.

Annually, the City Council selects one of its members to serve as Mayor and another as Mayor Pro Tem. The Mayor presides over Council meetings, serves as the ceremonial head of the City, and represents the City at official functions, while the Mayor Pro Tem performs these duties in the Mayor's absence.

The City Council establishes the City's vision, goals, and priorities and provides policy direction to the City Manager, who is responsible for implementing Council policies and overseeing the day-to-day administration of City operations. Through public meetings, the Council considers community needs, allocates public resources, adopts financial and operational policies, and makes decisions that promote the long-term fiscal sustainability, economic vitality, and quality of life for Beaumont residents.

Key Responsibilities
Establish City Policy — Adopt ordinances, resolutions, and policies that guide municipal operations and community development.

Adopt the Annual Budget — Review, amend, and approve the City's annual operating and capital budgets to ensure resources align with community priorities and long-term financial sustainability.

9 City of Beaumont Annual Budget 2026-2027
Provide Strategic Direction — Establish the City's vision, strategic goals, and policy priorities that guide service delivery, infrastructure investment, and economic development.

Exercise Fiscal Oversight — Monitor the City's financial condition, approve major expenditures and contracts, establish financial policies, and safeguard public resources.

Represent the Community — Respond to resident concerns, encourage public participation, and make decisions through open and transparent public meetings.

Appoint Key Officials — Appoint and evaluate the City Manager and City Attorney, and appoint members to advisory boards, commissions, and committees.

Approve Major Contracts and Capital Projects — Authorize significant public works projects, professional service agreements, land use actions, and other matters requiring Council approval.

Provide Oversight of City Services — Ensure municipal programs and services are delivered efficiently, effectively, and in accordance with Council policy through oversight of the City Manager.

Serve on Related Public Agencies — Act as the governing board for the Beaumont Financing Authority, Beaumont Utility Authority, Beaumont Parking Authority, and the Beaumont Successor Agency.

In addition to its legislative responsibilities, the City Council appoints the City Manager, City Attorney, and members of the City's boards, commissions, and committees. The Council also serves as the governing board for the Beaumont Financing Authority, Beaumont Utility Authority, Beaumont Parking Authority, and the Beaumont Successor Agency, providing oversight of these entities in accordance with applicable state law.

10 City of Beaumont Annual Budget 2026-2027
Organizational Chart
The City of Beaumont was incorporated on November 18, 1912. It is a "general law" city governed by a City Council/City Manager form of government. Within the City of Beaumont are multiple special districts that are separate from the city and have their own governing boards.

EXECUTIVE TEAM FY 26/27

ORGANIZATIONAL CHART

11 City of Beaumont Annual Budget 2026-2027
Demographics

12 City of Beaumont Annual Budget 2026-2027
Geographic Location

GEOGRAPHIC LOCATION
The City of Beaumont is located in western
Riverside County ii Southern California.

It lies at the base of the San Gorgonio Pass,
along Interstate 10, approximately 84 rniles,
east of Los Angeles and 22 miles west of
Palm Springs,
9 Coun�tyr Riverside County
Region: Inland Empire
Interstate Access: V-10
Distance to Major Cities:

Las Angeles, CA - 84 miles west
San Bernardino, CA - 36 miles west
Palm Springs. CA - 22 mules east
Elevation; Approx. 2447 feet above sea level
Coordinates: 33.922' N. 116.977' W
Incorporated: April 18, 1912
Beaumont experiences a semi -and Mediterranean
climate wvlth warm, dry summers and mild, wet
winters. The city enjoys over 28o days of sunshine
nnually..

ATE HIGHLIGHTS
Average Annual Sunshine: 283 days
Average Annual Tomperaturer. 65.6 F
Average Annual Precipitation; 1033 inches
Snowfall: Very rare
L
Los Angeles.

Month

CLIMATE SUMMARY
January
February
March
April
May
June
July
August
September
October
November
December
Annual
Temperature {®F)

66.2 69.1
73,.9
87:1

96.6 102.4
102.0
96,9

86.7 73 ..3

65.8 84.8
San Bernardino
Riverside
Beaumont

RIVERSIDE
COUNTY
4,. lira: anti

AVERAGE MONTHLY CLIMATE DATA
Average High Average Low +hernia
Temperature CF)

39.7 41.3

43.8 46.8

52.4 59..3

64.7 64 .,1
414

34.1 5f 6
Precipitation iin,'1

1.45 1,32

0.55 0,23

0.07 0.02

0.,03

0..09

0.24 0.75

2.37 10,33
Source: P OAA Climate iNormafs If 991-7020;" . OCai tmaPt Mra,^icipaf Airpnrt o'KBNG) Palm Springs
Average
Humidity MO
67 63
59 53
48 43
39 40
45 53.
61 fah
54

13 City of Beaumont Annual Budget 2026-2027
Population Overview
Beaumont's population has grown rapidly from 36,880 in 2010 to 60,063 in 2025 and is projected to reach 63,715 by 2030.

The forecast annual growth rate of 1.19% indicates continued, but moderating, growth. The median age of 37.9 reflects a balanced community of young families and working -age residents.

Source: Esri Community Profile
Age Distribution
65000 _
55O00 -
5[!010 -
45000
40000 -
P
iO€r1 I'sr
2010 2020
2025 2030

25.44 15-24
45-64

14 City of Beaumont Annual Budget 2026-2027
Household Analysis
Households increased from 11,804 in 2010 to 19,074 in 2025 and are expected to reach 20,266 by 2030. Average household size is 3.14 persons and most households are families, indicating a strong family -oriented community.

Source: Esri Housing Profile
Household Growl
20000 -
14000
12000 -
2010
2020
2025
2030

15 City of Beaumont Annual Budget 2026-2027
Housing Overview
Housing construction continues to expand, with housing units projected to increase from 19,672 in 2025 to 20,872 by 2030.

Homeownership remains high at more than 81%, while median home values are expected to rise from $565,807 to $632,447.

Continued residential growth will require investments in transportation, utilities, public safety, and parks.

Source: Esri Housing Profile
Owner-Oc
ied Horne ribution 12425}
2025 Occupancy
nter

16 City of Beaumont Annual Budget 2026-2027
Economic Analysis
The city's economic outlook is strong. Median household income is $107,960 in 2025 and is projected to increase to $119,187 by 2030. Rising average and per -capita incomes indicate increasing purchasing power and economic
stability.

Sources: Esri Household Income Profile
Median Household income
Educational Attainment
Educational attainment shows a well-educated workforce, with over 42% of adults holding an associate degree or
higher. High school graduates and residents with some
college account for a significant share of the population.

Source: Esri Community Profile
20^
15 10
nal Attainment
GEL) Same Assoc. Bachelor Graduate
CoIh g

17 City of Beaumont Annual Budget 2026-2027
Fund Structure
The City's accounting records are organized on the basis of funds. Each fund is a separate accounting entity with a self - balancing set of accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures. Governmental resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.

The City uses separate funds to account for its operations and the various funding sources that support operations. These are divided into three large categories.

Operating Funds
This included the General Fund, Wastewater Fund, and Transit Fund. These funds are used to budget for the direct City operations provided. These funds manage both direct revenues and operating expenses.

Special Revenue Funds
These funds are used to receive and track funds received for specific purposes. There are minimal direct expenses from these funds. Instead, these funds are generally transferred to the operating funds, capital improvement, and capital maintenance projects, or to make debt service payments.

Internal Service Funds
This fund was established to account for operating and replacement costs associated with City vehicles, equipment, facilities, and IT infrastructure. Departments provide an annual contribution to the fund based on a usage/depreciation schedule.

Capital Project Funds
These funds are used to receive and track funds received from a variety of sources that are used to directly support the City's infrastructure and capital improvement projects. Since the funds are used for specific purposes and are often restricted in the type of use, they are separated into several different funds. These funds are transferred to provide funding for the various capital improvement initiatives of the City.

Major Funds
The audited financial statements of the City aggregate funds by fund type for reporting purposes. Major funds are funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds. Any other fund may be reported as a major fund if the government's financials believe that the fund is particularly important to financial statement users. The major funds of the City are:
• General Fund - This fund accounts for all revenues and expenditures used to finance the traditional services associated with a municipal government which are not accounted for in the other funds. In Beaumont, these services include general government, public safety, public works, community development and community services. • Community Facilities Districts (CFD) Special Revenue Fund - This fund is used to account for bond and annual tax assessment proceeds to be used for the construction and implementation of off -site infrastructure improvements. In addition, the fund accounts for services and administration assessment received annually.

18 City of Beaumont Annual Budget 2026-2027
• Development Impact Fees (DIF) Special Revenue Fund - This fund is used to account for the receipt and expenditure of mitigation fees on specified capital projects.
• Community Facilities Districts (CFD) Capital Projects Fund - This fund is used to account for bond and annual tax assessment proceeds to be used for the construction and implementation of off -site infrastructure improvements. In addition, the fund accounts for services and administration assessments received annually. • General Capital Projects Fund - This fund is used to account for financial resources to be used for acquisition, construction and improvement of the city's major capital facilities. • Beaumont Financing Authority/Beaumont Public Improvement Authority Debt Service Funds- These funds are authorized to borrow money for the purpose of financing the acquisition of bonds, notes and other obligations of, or for the purpose of making loans to the City and/or to refinance outstanding obligations of the City.

Fiduciary Fund
This fund is used to report assets held in a trustee or agency capacity for others. The City is the trustee, or fiduciary, for certain amounts held on behalf of developers, property owners, and others.

Fund Directory
The following directory identifies the principal funds and fund groups included in the City's annual budget. Each fund is a separate accounting entity established to account for resources designated for specific governmental or business -type purposes.

Fund or fund group
General Fund
Wastewater Operations
Fund
Fund type
Governmental —
General
Proprietary —
Enterprise
Proprietary —
Transit Operations Fund
Enterprise
Gas Tax Funds
Measure A Fund
Governmental —
Special Revenue
Governmental —
Special Revenue
Purpose
Accounts for traditional municipal services,
including general government, public
safety, community development,
community services, and public works.

Accounts for the operation, maintenance,
repair, and administration of the City's
wastewater system.

Accounts for the operation and
administration of the City's public transit
services.

Accounts for state revenues used for eligible
street maintenance and transportation
purposes.

Accounts for local transportation sales tax
revenues used for eligible transportation
Primary revenue sources
Property tax, sales tax, utility users
tax, franchise fees, licenses,
permits, charges for service,
fines, and transfers
Wastewater service charges,
connection fees, investment
earnings, and transfers
Passenger fares, federal and state
transportation funding, grants, and
transfers
State gas tax allocations
Measure A sales tax allocations

19 City of Beaumont Annual Budget 2026-2027
Road Maintenance and
Rehabilitation Fund
Grant Funds
Public Safety Funds
Community Facilities
District Administration and
Maintenance Funds
Development Impact Fee
Funds
General Capital Projects
Fund
Community Facilities
District Capital Project
Funds
Wastewater Capital Project
Funds
Equipment Replacement
Fund
Self -Insurance Fund
Financing Authority and
Public Improvement
Authority Debt Service
Funds
Community Facilities
Governmental —
Special Revenue
Governmental —
Special Revenue
Governmental —
Special Revenue
Governmental —
Special Revenue
Governmental —
Special Revenue
Governmental —
Capital Projects
Governmental —
Capital Projects
Proprietary —
Enterprise
Proprietary —
Internal Service
Proprietary —
Internal Service
Governmental —
Debt Service
Governmental —
District Debt Service Funds Debt Service
projects and programs.

Accounts for Senate Bill 1 revenues used for
road maintenance and rehabilitation.

Accounts for restricted grant revenues used
for specified programs, equipment,
services, and projects.

Accounts for revenues restricted to police,
fire, animal control, and other public safety
programs.

Accounts for special taxes and assessments
used to provide authorized public services
and district administration.

Accounts for fees collected to mitigate the
effects of new development on public
facilities and infrastructure.

Accounts for resources used to acquire,
construct, or improve major City facilities
and infrastructure.

Accounts for CFD resources used to
construct authorized public infrastructure.

Accounts for major wastewater
State SB 1 allocations
Federal, state, county, and regional
grants
Public safety taxes, grants, asset
forfeiture proceeds, donations,
and assessments
CFD special taxes and assessments
Development impact fees and
investment earnings
Transfers, grants, bond proceeds,
developer contributions, and other
capital funding
Bond proceeds, special taxes,
assessments, and investment
earnings
Wastewater charges, connection
rehabilitation, replacement, expansion, and fees, debt proceeds, grants, and system improvement projects.

Accounts for the replacement and major
transfers
Departmental replacement
repair of City vehicles, equipment, facilities, charges, transfers, and investment and technology assets.

Accounts for insurance premiums, claims,
risk management, and related Citywide
liabilities.

Accounts for principal and interest
payments on City and authority financing
obligations.

Accounts for CFD special taxes and
assessments used to pay bond principal,
earnings
Internal service charges and
transfers
Transfers, pledged revenues,
assessments, and investment
earnings
CFD special taxes, assessments,
and investment earnings

20 City of Beaumont Annual Budget 2026-2027
interest, and related costs.

To account for collections received from
Custodial Fund Fiduciary special assessment districts and their disbursement to bondholders.

Special assessment collections and
related investment earnings

21 City of Beaumont Annual Budget 2026-2027
Basis of Budgeting
The annual budget is the primary mechanism for the implementation of City Council policies and the achievement of their goals and objectives. The budget is a policy document, an operations guide, a financial plan and a communications device. It is the single most important means of setting up spending policies and priorities of the City. It constitutes approval by the City Council of service levels and operating programs and provides resources to finance them. Expenditures must be kept within total appropriations for all Accounting Funds.

All Accounting Funds are included in the annual budget, and all revenues and other financing sources are appropriated by the City Council each fiscal year in the annual budget. All Accounting Funds included in the City's annual audited financial statements are reviewed by the City's independent certified public accountants. The accounting basis in the City's annual budget is the same as the accounting basis used by the City's annual audited financial statements.

All governmental funds are accounted for on a spending or "current financial resources" measurement focus and a modified accrual basis of accounting. Proprietary (Enterprise) funds are accounted for using the "economic resources" measurement focus and the accrual basis of accounting. Fiduciary Funds use the flow of "economic resources" measurement focus and the accrual basis of accounting. Annual operating budgets in the General Fund and Enterprise Funds are carefully reviewed to ensure that budget appropriations are conservative because the City feels government units function more efficiently under conservative budgets than where excess funds are made available.

For the FY2027 budget process, departments continued to budget on a program basis. Each department applied costs to individual programs, which were then rolled up to the department's overall budget. This is the fourth year of program budgeting for the departments, data measurements and goals are compared to determine program progress.

Budget Goals

1. Make prudent use of public resources.

2. Include financial forecast information for resources, uses and ending fund balances to ensure that the City is planning adequately for current and future needs.

3. Provide adequate opportunity for public review and input.

4. Provide adequate opportunity for City Council review and deliberations.

5. Provide information on accomplishments and service levels vis-a-vis community needs.

6. Comply with the City Code, State of California Local Budget Law, bond covenants and other promulgations.

22 City of Beaumont Annual Budget 2026-2027
Financial Policies
Commitment to Long -Term Financial Policies
The City of Beaumont is committed to maintaining a comprehensive framework of entity -wide, long-term financial policies that guide the budget process and support sustainable fiscal stewardship. These policies address financial planning, revenue generation, expenditure controls, fund balance management, capital investment, and debt oversight. They serve as a foundation for decision -making by the City Council and management, ensuring the City's resources are used efficiently and effectively to meet both current service needs and long-term strategic goals. This section provides a detailed overview of the City's financial policies and establishes parameters for operational activities in alignment with best practices and the principles of responsible government finance.

Financial Policies
The budget serves as the City of Beaumont's key policy document, allocating financial and personnel resources to achieve the goals set by the City Council. To guide these decisions, the City maintains a comprehensive Financial Policies Manual, approved by the City Council on May 5, 2026. This manual is reviewed annually and ensures budgetary compliance with sound fiscal practices, legal requirements, and community expectations.

The following is a summary of the major financial policies used in the preparation and administration of the annual budget:

General Accounting Policy
The City develops and administers accounting systems in accordance with Generally Accepted Accounting Principles (GAAP) and Governmental Accounting Standards Board (GASB) requirements. These systems support transparency, accountability, and fiscal stewardship.

Cash Management Policy
The City manages its cash assets in compliance with California Government Code §§53600-53635. Key activities include:
• Establishing bank accounts
• Managing cash receipts and disbursements
• Safekeeping investments
• Negotiating banking services
• Investing idle funds
• Maintaining internal controls
The City's Investment Policy is reviewed and adopted by the City Council annually.

Capital Asset Policy
The City maintains a capital asset management system to ensure proper reporting and safeguarding of assets in line with GASB 34. Capital assets are recorded at cost in government wide financial statements and tracked as expenditures in governmental funds.

Financial Management Policy

23 City of Beaumont Annual Budget 2026-2027
This policy ensures responsible, ethical, and transparent management of public funds. Goals include:
• Supporting long-term planning and sustainability
• Protecting City assets
• Promoting efficient and cost-effective service delivery • Maintaining the City's creditworthiness
• Ensuring legal compliance and internal controls
• Enhancing public communication and accountability
Budget Development Guidelines

1. Balanced Budget: Resources must equal or exceed expenditures in each fund.

2. Use of One -Time Funds: May be used for ongoing needs only with a transition or exit plan.

3. General Fund Revenues: Not earmarked unless directed by Council.

4. Interfund Transfers: Must be explained, scheduled, and adopted with the budget; additional transfers require Council action.

5. Efficiency and Effectiveness: Services should be cost-effective and coordinated with other providers.

6. Full Cost Recovery: Fees and charges aim to recover all costs (direct, indirect, depreciation, etc.) and are reviewed annually.

7. Cost Allocation: Overhead costs are allocated using consistent, GAAP-compliant methodologies.

8. Contingency Funding: Each operating fund includes contingency appropriations for unforeseen needs.

9. Lapsed Appropriations: Unspent funds are not carried over unless reappropriated by the City Council.

Fund Balance Policy
Governmental Funds
The City maintains fund balances to ensure financial stability, smooth cash ow, and risk mitigation. Targets include:
• Working Capital Reserve: 16% of General Fund operating budget • Budget Stabilization Reserve: $5 million
• Emergency Disaster Reserve: $1 million
Enterprise & Fiduciary Funds
The goal is to maintain reserves equal to 25% of operating costs, with surplus funds allocated to a Repair and Replace Reserve to address capital maintenance.

Capital Improvement Policy
Capital projects are defined as public investments over $25,000 with a lifespan of more than two years. The Capital Improvement Plan (CIP) prioritizes projects that provide essential public services, support long-term infrastructure needs, and optimizes use of available resources.

Debt Management Policy

24 City of Beaumont Annual Budget 2026-2027
The City uses debt strategically for major capital investments while maintaining fiscal responsibility. Key principles include:
• Limiting debt to capital projects and equipment with a life equal to or exceeding the debt term • Preferring revenue -backed or special fee debt over general obligation bonds • Maintaining strong communication with stakeholders and rating agencies • Ensuring compliance with the City's Disclosure Procedures Budgetary Compliance Statement
The Fiscal Year 2026-27 Budget is in full compliance with the City of Beaumont's adopted financial policies. These policies serve as the foundation for responsible fiscal management and are reviewed annually to ensure continued alignment with the City's goals, statutory requirements, and best practices in public finance. The budget reflects adherence to principles of financial planning, transparency, and accountability, and provides the resources necessary to maintain essential services and advance long-term community priorities.

25 City of Beaumont Annual Budget 2026-2027
Strategic Plan
On January 29, 2025, the Beaumont City Council held an interactive strategic planning workshop, engaging in a participatory process with staff and community members to shape the City's future priorities. This workshop marked an important step in reaffirming the City's ongoing commitment to enhancing the quality of life for all Beaumont residents. The Strategic Plan reflects the City's dedication to responsible governance, community engagement, and forward -thinking leadership.

The City Council formally adopted the updated 2025-2027 Strategic Plan on April 15, 2025. The plan serves as the City's guiding document, establishing long-term policy direction while informing the development of the annual budget and department work plans. It provides a framework for aligning City resources to meet current needs while preparing for future growth and challenges.

Strategic Plan Reporting is a part of Beaumont's performance management efforts. The City has established a systematic process to track and communicate progress on Strategic Plan implementation. City staff developed and circulated a community outreach survey during the Fall of 2024 through the City's website, social media platforms, and in -person pop-up events at local businesses, ensuring broad community input.

During the strategic planning process, the City Council reaffirmed the following five major strategic targets:

26 City of Beaumont Annual Budget 2026-2027

STRATEGIC PLAN PRIORITIES
Five Focus Areas. One Shared Future.

Communication
and Relationships

STRATEGIC
PLAN
2025 - 2027
V Focused today. Prepared for tomorrow. Committed to our community.

Communication and Relationships: Enhancing public
engagement, strengthening community partnerships, and
improving citywide communication.

Infrastructure, Projects, and Traffic: Advancing major
infrastructure projects, including roadway expansions,
interchange improvements, and the development of a new
police station to meet public safety and mobility needs.

Economic Development and Downtown Revitalization:

Attracting new businesses and industries, revitalizing the downtown area, and creating a citywide marketing strategy to expand economic opportunities.

Financial Stability and Resource Development: Ensuring
the City remains financially strong and well-resourced to provide essential services and maintain long-term
sustainability, including creating funding mechanisms such as Road and Bridge Benefit Districts and advancing water sustainability efforts.

Quality of Life: Investing in parks, community facilities, and cultural events, including projects such as the Sports Park enhancements, Stewart Park construction, development of a new Community Center, and implementation of the Parks Master Plan.

Annual Strategic Plan Review: To ensure continued alignment with community priorities and organizational objectives, the City Council and City staff convene annually to review the Strategic Plan, assess progress made toward established goals and action items, and identify any necessary updates or refinements. Progress on implementation efforts, completed initiatives, and upcoming priorities is presented during a City Council open session meeting, promoting transparency, accountability, and ongoing public engagement in advancing the City's strategic vision.

27 City of Beaumont Annual Budget 2026-2027
Budget Process and Timeline
The City of Beaumont operates on a fiscal year that begins July 1 and ends June 30. The budget serves as the City's central financial planning document, aligning the allocation of resources with community priorities, strategic goals, and operational needs. The City Council has adopted budgetary procedures that require the legal adoption of an annual budget for all accounting funds, including Governmental, Proprietary, and Fiduciary Funds.

Annual Budget Development Process The budget process is initiated each December, when a detailed timeline is presented to the City Council for approval. Once adopted, the Budget Team and City Manager meet to finalize the process structure and coordinate a budget kickoff meeting. This meeting includes the City's management team and key budget contributors. During the kickoff, participants receive guidance on deadlines, expectations, and are encouraged to provide input and suggestions for the upcoming cycle.

The following steps outline the administrative procedures that guide the City's annual budget development:

Departmental Preparation Department heads meet with their teams to develop proposed operating and capital budgets.

These proposals are grounded in departmental goals, service levels, and performance standards, following direction from the Finance Director, City Manager, and City Council.

Budget Review and Refinement Departmental budget proposals are submitted to the Finance Department. The Budget Team and City Manager then meet individually with each department to review, refine, and align submittals with citywide objectives and available resources.

Draft Budget Development By the end of April, a consolidated Proposed Budget is prepared. This document outlines the City's financial position and presents projected revenues, proposed expenditures, and funding sources for all operational and capital activities in the upcoming fiscal year.

Public Review and Adoption City Council conducts one or more public budget workshops to review the proposed budget.

These sessions are open to the public, providing an opportunity for community input, transparency, and discussion of key policy choices. Based on feedback and Council direction, the final budget is prepared and formally adopted prior to the start of the new fiscal year.

28 City of Beaumont Annual Budget 2026-2027

THE BUDGET PROCESS
A collaborative process focused on responsible planning, transparency, and community priorities.

DEPARTMENTAL

PREPARATION
Departments assess needs,
review priorities, and
develop budget requests
aligned with strategic goals.

AND
Finance arid leadership
review requests, evaluate
o¢itie ns. and refine
A balanced draft budget
is developed that reflects
priorities, resources„ and
community needs.

The public is invited to
review and provide input,
The budget is finalized
and adopted.

LID RP

AND ADOPTION
Working together for a strong financial future and a thriving community.

FY 2026/27 BUDGET TIMELINE

DECEMBER

JAPLUARY
Council approve the proposed timeline
Budget Kickoff
Strategic Plan
Finance & Audit Committee review long-term forcasting
Departmental budget and CIP request
Finance to review Budget and CIP request
City Manager to review Budget workbooks and CIP request City Council Workshop
2nd City Council Workshop
Budget Adoption
Approve Requisition list
Budget Book submitted to Council

29 City of Beaumont Annual Budget 2026-2027
Budget Resolution 2026-31
The Resolution of City Council for the City of Beaumont, approving the appropriation limit for Fiscal Year 2026-2027 signed by Jessica Voigt and adopted on June 16, 2026.

RESOLUTION NO, 2026-31
RESOLUTION OF TEIE, CITY COUNCIL OF THE CITY OF BEAUMON'T;, CALIFORNIA AHOrTIIa G.kN O 'or: E 1'F'ING BUDGET T OF x,E N ITUl(LS FOR THE PERIOD OF JC,riN I, ;x026 TO JUNE 30„ 21727
WHEREAS THE. City is required to adopt the. Fiscal Year 2027 budget, WHEREAS, in tits mouth of April 207.26 ;.nttct "slay 2026, a budget workshop was held with the City Council to discuss development al the Fiscal War 2il27 budget.

WHEREAS, at a public meeting on April 28, 21226 and Slay 21. 2(726,. the City Council conducted a public meeting regarding. the, Fiscal Year 2027 budget; and 9% LrI_R rA° a, a copy" atf the I ise: 9 year 2027 opi alan;g budget is otti hie with the City Farailxrfaatiarse lire each capital prtntc4 t is automatically carried over from ;'tsc;al year to tr soli year tmtil the funds of the individual iduvl capita] ptofeci are expended or the capital project is cane ld:d bp' the illy 'atatnager. Fulicytriug the completion of the individual capital projects, the unexpended appropriation attach a rpi ed t dad at I'aroec^t shall be catacaked., .and the Capital project„:' funding sources Hull be neleana.cd from, thcai' tete:Tended flooding commitment,
Section 3, At the, end of the Fiscal w"earr 025..2ti, certain parthaye orders exist as 010,10,6,16 Cnamlbra ri rr,I,or4centing CoalraCbliYl obligation$ of previously budgeted funds,. In aatdttteon, ceefun arncaunts have hcc i ira .lulled art the hiatiul Year 202E-26 butt -get that are. Mated 10 one.iim' asst?catitans tier ,S c.oftr, projects and. sei"vi es but rentals aatisp:nt, OuiMixnding eancumbrunecs asatl nrnspaint erne-tinee allocations may be carried Seerd,o .„ The. CH,.
attached requisition aas7 toad porch
Year 2026-27 Operating Itatdge , provided that soda.
approved budget ap^ptoprautions_ till prcun n rat uc'r
accordance with the City's adopted pun•.Iai;tsirty l3cFiEcis.s wad peones tires No purshcaws shat,!] tai made without appropriate budget authurizatiam and apprarval an iueraaafanre t,eodr City c) t]at„rat n"F.`aa,C a.rnt:t.
irl
land process
axl is isc t]
,iuth,olizi.td.ap•prtpriations
cc'.attp cte'd Kir eitpitres, Any unet.pcndo'd a4alhoriized sang eeil ttre budget is automatically ezrried
aEtc ue:d al titrat'et are expended" the
„rant i., cAnc4edcrl by the grantor d C„iLy "vtanager,
$ e ., rn 6... 'The d it = 9at yr `s amll be authorized to arincndbudgeits within rr Jtspar fbentael dtpprrapn_tttiasn bat wharves es m mpbyerc eau alS must ht rup,proycd biy the City" Council., S ctE,1t 7., The City vTnagtil, thraau,gh the. Finance Departnnent,, will periodically report lit lte ( 4y Council financial gals report; on rverituas and ertsroditur'en to date, and the l vale -end fund balances., The City. lidaanager vui,lL am a quarterly trans, tv s sc ,�dl s, a record to Council on financial to tilts lad ra cy trrriaatad Fastaracf at rdgel's. tin H.Plejai planning land goals_
dotigneie is hereby authorized and directed to takco
d dais rcanluaon'a, nut:hiding minor
leper aiiture cstietaatCcs,
FASSED,and ADOPTED this 16a'day ofAMC' 211'2216, by'the fac:+saangxote:

AYES, [Nara, Foul
NOhjSii
ATIs PAIN:

M1 Iitil- ;tit:

30 City of Beaumont Annual Budget 2026-2027
GFOA Award
The Government Finance Officers Association of the United States and Canada (GFOA) presented the Distinguished Budget Presentation Award to the City of Beaumont for its annual budget for the fiscal year beginning July 1, 2025.

To receive this award, a government agency must publish a budget document that meets GFOA program criteria as a policy document, operations guide, financial plan, and communication tool. The award is valid for one year.

The City of Beaumont first received this recognition in 2022 and has received it each year since. We believe the current budget continues to meet GFOA program requirements and will submit it for consideration for another award.

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentahon
Award

PRESENTED TO
City- of Beaumont
California
For the Fiscal Year Beginning
July 01, 2025
Executive Director

31 City of Beaumont Annual Budget 2026-2027
CSMFO Award
The City of Beaumont is honored to have received the California Society of Municipal Finance Officers (CSMFO) Excellence Award for the Fiscal Year 2025/2026 Operating Budget. This prestigious recognition acknowledges the City's commitment to excellence in governmental budgeting, fiscal transparency, and effective communication of financial information. The award reflects Beaumont's dedication to developing a budget that serves as a strategic planning tool, promotes accountability, and provides residents, City Council, and stakeholders with clear and comprehensive information about the City's financial priorities and long-term goals. The City remains committed to maintaining the highest standards in budgeting and financial management.

32 City of Beaumont Annual Budget 2026-2027
orma Society of Municipal
Finance a !ext.'s
For Meeting the criteria established t© achieve a CSMF© Award in Budgeting.

33 City of Beaumont Annual Budget 2026-2027
Budget Overview
Following adoption, the City monitors revenues, expenditures, and projected year-end fund balances throughout the fiscal year. The City Manager, through the Finance Department, presents quarterly financial status reports to the City Council and recommends any budget adjustments necessary to maintain the City's financial planning goals, address significant variances, or respond to changing operational needs. A comprehensive mid -year budget review is also presented to the City Council for review and approval, including updated revenue and expenditure projections, estimated ending fund balances, identified negative financial results, and recommended corrective actions.

City Council appropriations are controlled at the department level within each accounting fund and may not be exceeded without City Council approval. The City Manager may amend appropriations within an individual department, provided the department's total appropriation is not increased; however, changes in authorized employee counts, transfers between accounting funds, and increases to department- or fund -level appropriations require City Council approval. Unexpended appropriations lapse at the end of the fiscal year unless they are formally reappropriated by the City Council.

34 City of Beaumont Annual Budget 2026-2027
Mission, Vision and Values
An organization's mission, vision, and values serve as guiding principles that shape strategic priorities, resource allocation, and service delivery. The City of Beaumont's leadership has adopted the following statements to ensure that municipal operations remain aligned with community goals and expectations.

Mission Statement - The City of Beaumont is committed to providing core services that ensure the community remains a desirable place to live, work, and play. Through responsible and professional leadership —and in partnership with local agencies —the City will strive to achieve common goals, leverage shared resources, and enhance the quality of life for all who live and work in Beaumont.

Vision Statement - The City of Beaumont will maintain its reputation as a safe, thriving community while evolving to meet the needs of its growing residential and commercial population. The City aims to create an economically balanced and fiscally sustainable future by maximizing the use of resources and preserving Beaumont's natural beauty for generations to come.

Organizational Values - The City of Beaumont ASPIRES to reach new heights in public service through the following core values:
• Accountability — We hold ourselves accountable for our actions and strive for transparency with each other and with the community.
• Stewardship — We will be responsible stewards of the City's financial, physical, and natural resources. • Promote Trust — We foster trust by communicating openly, respectfully, and consistently, both internally and externally. • Integrity & Ethics — We uphold the highest ethical standards to maintain the trust and confidence of the public. • Responsibility — We take ownership of our actions and focus on achieving meaningful, measurable results. • Excellence — We strive to deliver high -quality services and continuously improve in all areas of government operations.

35 City of Beaumont Annual Budget 2026-2027
City Council Goals
The City Council annually reviews and reaffirms its strategic goals as part of the budget development process. These goals establish the policy framework that guides decision -making, prioritizes initiatives, and aligns financial resources with the community's highest priorities. The adopted budget reflects the City Council's commitment to these objectives by directing limited public resources toward programs, services, and capital investments that support Beaumont's long-term vision and enhance the quality of life for residents and businesses.

V Public Safety
•Quality of Life
i Community Services
$Sustainable Community
Intergovernmental and Interagency
Relationships
Economic Development
Ensure that Beaumont
maintains its reputation as, a
safe community and evolves
to meet the needs of
Beaumont's residential
and commercial
growth.

ECONOMIC DEVE OPMENT
Create an economically
balanced community
to achieve fiscal
sr lity.

QUALITY OF LIFE
Enhance intent
imrrnt's n au
1INAB*CO U$r"
itt t y
�iniz '
to ann t n s
irKr ii tit

36 City of Beaumont Annual Budget 2026-2027
Short -Term Factors
The FY 2027 Citywide Budget reflects a responsive and data -informed approach to meeting the City of Beaumont's current operational and capital needs. Several short-term factors have influenced the development of this year's budget, shaping both revenue expectations and expenditure priorities.

Revenue Considerations
• Sales Tax Growth: Sales tax revenue is projected to increase by $2.08 million over the amended FY 2026 budget, reflecting continued economic development, new commercial investment, and sustained consumer spending within Beaumont.
• Building and Permits decrease: Building permit revenue is projected to decrease by approximately $900,000 due to a slowdown in residential construction activity and a reduction in the number of new housing permits anticipated during the fiscal year.
• Stabilization of Other Revenues: Other General Fund revenue categories such as property taxes, franchise fees, and cost recovery reflect modest adjustments based on current -year trends, with conservative forecasting assumptions used for investment earnings given market volatility.

Expenditure Pressures
• Personnel Cost Increases: Personnel costs are projected to increase by approximately $3.1 million, primarily due to the implementation of the Citywide Classification and Compensation Study and salary adjustments resulting from negotiated Memoranda of Understanding (MOUs).
• Operating Cost Stabilization: Operating expenditure remains relatively stable in the current budget, as no significant operating enhancements were included and only standard Consumer Price Index (CPI) adjustments were applied to ongoing operating costs.

Budget Flexibility and Use of Surplus
The FY 2027 proposed budget is structurally balanced, with ongoing revenues sufficient to fund ongoing expenditures, including approximately $332,000 in operational enhancements recommended by the City Manager. The budget maintains the City's commitment to fiscal sustainability while preserving established reserve levels to provide financial stability and flexibility for unforeseen needs.

Planning and Forecasting
The FY 2027 budget is based on stable planning assumptions, with revenue forecasts reflecting a conservative 2.5% growth in recurring revenues. By utilizing prudent revenue estimates and maintaining disciplined expenditure planning, the budget supports continued service delivery while preserving the City's long-term financial stability.

37 City of Beaumont Annual Budget 2026-2027
Assumptions
The development of the Fiscal Year 2026-2027 Budget is grounded in a set of conservative and consistent financial assumptions that support sound fiscal planning and minimize risk due to economic volatility. These assumptions, developed by the Finance Department in collaboration with departments and outside consultants, guide both revenue and expenditure forecasts across all funds.

Revenue estimates are based on multi -year historical trends, expert forecasting data, and established contract terms. Key revenue assumptions include:
• Property Taxes: Estimates are based on analysis and forecasts provided by HDL Companies, which specializes in property tax and sales tax analytics. Staff reviewed HDL projections to ensure consistency with local growth patterns. • Sales and Use Taxes: HDL-provided data, adjusted for current year economic activity and expected changes, informs the sales tax revenue projections.
• Franchise Fees: Estimates for utilities (electric, gas, cable, telecom, waste services) are informed by compliance reviews and forecasting services provided by Neumo, with conservative adjustments made for sectors experiencing long-term declines, such as cable.
• Utility Users Tax, Transient Occupancy Tax, and Business Licenses: Forecasts are supported by Neumo data, with adjustments reflecting audited compliance and updated economic trends. • Permits, Fees, and Charges for Services: Most are projected using three-year averages or baseline trends from General Ledger data, with new programs budgeted at 90%-95% of current year projections to account for variability in activity. • Cost Recovery and Credit Card Fees: Reflects projected increases in electronic transactions; based on three-year trend data.
• Interest Earnings: Projected at 1% due to expected Federal Reserve rate adjustments and reduced fund balances for capital expenditures.
• Interfund Transfers: Estimated based on consultant data (e.g., CFD Administration, SLESA), anticipated grant reimbursements, and the adopted Capital Improvement Plan.

Expense projections were developed in partnership with departments and reflect the best available data on inflation, market trends, and contractual obligations. Core assumptions include:
• Personnel Costs: Includes Citywide Classification and Comp Study and scheduled MOU adjustments. • Utilities and Fuel: Projected using regional CPI indexes. Electricity is expected to increase by 6.5%, water by 7.5%, and fuel by 4.5%.
• Administrative and Operating Expenses: Forecasted using CPI and market indexes:

O Food, lodging, and travel costs follow the Travel Price Index (ranging from 2.6% to 4.5%) O Office, IT, and building supplies are increased by 4.6% based on CPI for All Items Less Food and Energy

38 City of Beaumont Annual Budget 2026-2027
0 Fleet maintenance and services rise by 4.6% per CPI for Services • Software and Contractual Services: Based on actual contract terms or vendor quotes; no across-the-board percentage assumption used.
• Vehicles and Equipment: Vehicles assume a 0.6% increase based on the CPI for Vehicles; equipment and leasing costs are adjusted by 4.5%.
• Capital Projects: Estimated using the California Construction Cost Index with a 3.9% increase applied for structural investments.

39 City of Beaumont Annual Budget 2026-2027
Your Budget at Work
The FY 2026-27 Budget is designed to maintain high -quality City services while responding to the needs of a growing community. Across all funds, the City expects approximately $168.0 million in revenues and will support operations with 284.50 authorized full-time equivalent positions. The budget also includes three new full-time positions in Animal Control, Wastewater, and Transit to strengthen service delivery in key operational areas.

The City of Beaumont's FY 2026-27 Budget is focused on turning public resources into services and investments that residents experience every day. City revenues support safe neighborhoods, reliable streets and infrastructure, parks and recreational opportunities, responsive development services, public transportation, wastewater services, and well -maintained public facilities. The budget also makes strategic investments that prepare Beaumont for continued growth while protecting the community's long-term financial stability. Residents will see these investments through street and sidewalk repairs, public safety and emergency response, parks and community programs, improved mobility, reliable essential infrastructure, and capital projects designed to improve safety, accessibility, and quality of life. By combining responsible financial management with measurable service delivery, the City seeks to ensure that every public dollar contributes to a safe, connected, well - maintained, and thriving Beaumont.

Residents see these resources at work every day through public safety, street and infrastructure maintenance, parks and recreation, development services, transit, wastewater operations, technology, and general government services. The FY 2026-27 budget continues to invest in these core services while balancing rising personnel costs, changing development activity, and long-term financial sustainability. Personnel costs are projected to increase by approximately $3.1 million, largely due to the Citywide Classification and Compensation Study and negotiated salary adjustments, while sales tax revenue is projected to increase by approximately $2.08 million and building permit revenue is expected to decline by approximately $900,000.

Public Safety
The budget supports police, fire protection, emergency communications, animal control, and other public safety services.

Investments are focused on maintaining emergency response capability, strengthening staffing and technology, and preparing for the needs of a growing population. The City also continues long-term planning for future public safety infrastructure, including the anticipated financing of a new police station.

Streets and Infrastructure
The City continues to invest in the maintenance and improvement of streets, sidewalks, storm drains, traffic systems, and other public infrastructure. For FY 2026-27, Street Maintenance plans to complete 100,000 square feet of asphalt crack sealing, repair approximately 12,000 linear feet of sidewalks, and clean approximately 500 linear feet of storm drains. These efforts help extend the useful life of City infrastructure, improve safety, and reduce future repair costs.

Capital Investments
The City's FY 2027-2031 Capital Improvement Plan includes approximately $46.01 million in planned capital expenditures, with approximately $16.35 million programmed and funded in FY 2026-27. Investments include transportation, public safety, parks and recreation, transit, wastewater, technology, and public facilities. Major projects such as the Pennsylvania Avenue

40 City of Beaumont Annual Budget 2026-2027
Grade Separation are intended to improve safety, reduce congestion, support faster emergency response, and strengthen community connectivity.

Parks, Recreation, and Community Services
The budget supports parks, recreation programs, community facilities, neighborhood services, and community events that contribute to Beaumont's quality of life. These services provide opportunities for recreation, community engagement, youth programming, and the ongoing maintenance of City facilities and public spaces.

Transit and Mobility
Beaumont Transit provides fixed -route service, Commuter Link regional service, and ADA Dial -A -Ride. The City continues to focus on service reliability, increased ridership, schedule adherence, and improved access to employment, education, healthcare, and regional transit connections. Transit ridership increased by approximately 20% during FY 2025-26, demonstrating continued demand for these services.

Wastewater and Essential Utilities
Wastewater revenues support the operation, maintenance, repair, and long-term improvement of the City's wastewater system. The capital program includes ongoing pipeline replacement, lift station improvements, equipment replacement, and other investments necessary to maintain system reliability and accommodate future growth.

Planning for the Future
The City continues to use long-range forecasting, reserve management, and conservative financial assumptions to protect service levels and maintain financial stability. Although the near -term outlook remains stable, the City's long-term forecast identifies future pressures from service expansion, inflation, capital needs, and anticipated public safety debt service. These projections allow the City to plan early and evaluate strategies such as revenue diversification, expenditure controls, and disciplined capital planning.

The FY 2026-27 Budget reflects the City's commitment to providing essential services today while making strategic investments that support Beaumont's continued growth, safety, mobility, and long-term financial sustainability.

41 City of Beaumont Annual Budget 2026-2027
Personnel at a Glance
The FY2026-2027 Adopted Budget includes strategic staffing adjustments to support service delivery, enhance operational capacity, and meet the needs of a growing community. Through the budget process for all funds, the City Council authorized a total of 3 new Full -Time position (1) General Funded, (1) Wastewater and (1) Transit, ending with a grand total of 284.50 FTE.

Workforce Trends and Staffing Outlook
The City continues to actively monitor staffing levels, vacancies, recruitment activity, and employee retention to ensure adequate staffing for the delivery of public services. As of June 1, 2026, the City had 281.50 budgeted full-time equivalent positions and an overall vacancy rate of approximately 7 percent.

Recruitment activity remains strong. Since the prior year fiscal year 2025-2026 budget, the City hired 38 full-time employees and 11 seasonal part-time employees, conducted 63 recruitments, and reviewed approximately 3,311 employment applications. Vacancies during the period resulted from retirements, internal promotions, resignations, terminations, and other employee transitions.

During the same period, 27 employees separated from City service for a variety of reasons, including retirement, promotional or higher -paying opportunities with other public agencies, relocation, private -sector employment, and other voluntary and involuntary separations. Workforce retention therefore continues to be an important component of the City's personnel planning and service -delivery strategy.

To support employee recruitment and retention, the City continues to implement departmental succession planning, classification and compensation review, regular meetings with represented labor groups, employee recognition programs, professional development opportunities, enhanced recruitment strategies, and improvements to the employee onboarding process. These efforts are intended to maintain a skilled and resilient workforce, reduce the operational impacts of vacancies, and ensure continuity of essential City services.

For FY 2026-27, the adopted budget includes three new full-time positions to address service and operational needs: an Animal Control Project Manager in the General Fund, a Wastewater Collections position, and a Transit Bus Driver. These additions bring the City's authorized staffing level to 284.50 FTE and reflect targeted investments in service areas affected by community growth and operational demands.

Personnel costs are projected to increase by approximately $3.1 million in FY 2026-27. The primary drivers are implementation of the Citywide Classification and Compensation Study and salary adjustments resulting from negotiated Memoranda of Understanding. These investments are intended to maintain competitive compensation, support employee retention, and strengthen the City's ability to recruit and retain qualified employees in a competitive labor market.

42 City of Beaumont Annual Budget 2026-2027
FY 2026-27
Authorized. FTE
New FTE
Overall Vacancy Rate as of July 1, 2026
Full -Time Employees Hired Since May 2025
Seasonal Part -Time Employees Hired
!284.50..

3.0 'H
Recruitments Conducted
Applications Reviewed
63 F3
Employee Separations i27
Represented Bargaining Units Above 20% Vacancy 0..,...

PERSONNEL CHANGES
GENERAL FUND:

Animal Control - Project Manager
ENTERPRISE FUNDS:

Wastewater - Collections I/II
Transit - Bus Driver
These staffing enhancements are aligned with the City's strategic goals and are designed to strengthen internal support functions, enhance public safety, and improve service levels across key operational areas.

43 City of Beaumont Annual Budget 2026-2027
FTE Summary
FTE Summary shows changes from year to year.

The FY 2026-27 Adopted Budget includes strategic staffing adjustments to support service delivery, enhance operational capacity, and meet the needs of a growing community. Through the budget process for all funds, the City Council authorized a total of 3 new Full -Time positions, 1 General Funded, 1 Wastewater and 1 in Transit, ending with a grand total of 284.50 FTE.

Authorized Positions ft r Fiscal Year ending June 0
Administration
Animal Control
Building and Safety
Buidling & Facility Maint
City Clerk
City Council
Communication (new)
Community Development/Planning
Community Enhancement
Economic Development
Finance/Budget
Grounds Maintenance
Human Resources/Risk Mgmt
Information Technology
Parks and Recreation
Police
Police Support
Public Works
Street Maintenance

TOTAL GENERAL FUND PERSONNEL

8.0 6.0 5.0 1.0 6.00

2.0 2.0 2.0 2.00

5.0 7.0 7.0 7.00

0.0 4.0 4.0 1.b 5.00

2.0 2.0 3.0 3.00

5.0 5.0 5.0 5.00

0.0 0.0 to 1.00

7.0 5.5 6.5 7.50

2.0 2.0 2.0 2.00

0.0 2.0 2.0 2.00

7.0 8.0 10.0 10.00

20.0 19.5 2t5 0.5 22.00

3.0 3.75 4.75 4.75

4.0 5.0 6.0 6.00

5.0 7.5 9.0 0.5 5..0 1430

49.0 54.0 57.0 3..0 60.00

18.0 23.0 27.5 1.0 28.50

6.5 9.0 11.0 -1 +1 11.00

7.0 7.0 9.0 WOO
150.50 172.25 193.25 0.50 11.50 0.00 206.25
Enterprise Funds FTE Count
Wastewater 14.50 17.00 15.00
Transit 23.00 23.25 23.25 2.50
TOTAL ENTERPRISE FUND PERSONNEL 37.50 40.25 38.25 2.50
GRAND TOTAL ALL CITY PERSONNEL 1&8.00 212.50 231.50 3.00

0.00 11.50

15.00 25.75

0.00 40.75

0.00 247.00
2:00
7:00
2 7,00
1 400

5.00 1 2.00
2 0 9,50
1 3:00
3:00
2 12.00
1 23,00
1 5.75

1.5 7,50

3.5 1930
2 63.00
2 30,50 0.50
2 2 15.00
3 12:00

5.00 25.00 239.75 1.00

25.75 1 41,75

26.00 281.50

0.50 2.50

7.00 7.00

4.00 5.00

2.00 9.50

3.00 3.00

12.00 23.00

5.75 7.50

19.51 63.00

31.00 15.00

12.00 240.75
17 1 2615

2.00 4,3.75

3.00 284.50

44 City of Beaumont Annual Budget 2026-2027
Challenges, Opportunities, and Financial Strategies
Challenges and Opportunities Ahead
As Beaumont continues to grow, the City faces the ongoing challenge of investing in critical infrastructure while maintaining high -quality services for residents and businesses. Continued residential, commercial, and industrial growth places increasing demands on streets, public facilities, public safety, parks, and other essential services. A significant long-term priority is the need for a new police station that can provide the space, technology, and operational capacity necessary to serve Beaumont's growing community.

At the same time, Beaumont's continued economic development provides opportunities to expand the local economy and strengthen the City's revenue base. The Oak Valley Shopping Center, anticipated to open in spring or summer 2027, is expected to add new retail, dining, and service opportunities, including Target, Sprouts Farmers Market, a daycare center, CAVA, Farmer Boys, and other businesses. The City is also advancing improvements to the Potrero Boulevard interchange and on- and off -ramps, with completion anticipated in 2028, to improve access and help alleviate traffic within Beaumont's growing industrial area.

Future and Deferred Costs
As part of its long-term financial planning, the City must also consider the future costs associated with maintaining and expanding infrastructure and public facilities. Capital projects are prioritized through the City's Capital Improvement Plan and may be phased based on available funding, project readiness, and community needs. While phasing or deferring certain infrastructure investments can reduce near -term financial pressures, delays may result in higher construction, maintenance, or replacement costs in future years. New facilities and infrastructure also create ongoing operating and maintenance obligations that must be incorporated into future budgets. The City therefore evaluates both the initial capital investment and the long-term operating impact of projects when establishing priorities to ensure that today's decisions remain financially sustainable.

Responding to the Challenge
To address these long-term pressures, the City will continue to pursue state, federal, regional, and other grant opportunities to leverage local resources and reduce the General Fund burden of infrastructure investment. The City will also evaluate additional revenue strategies, including a potential local sales tax initiative, to help fund infrastructure, public safety, and other community priorities. These strategies, combined with responsible expenditure management, capital planning, and preservation of reserves, will help Beaumont maintain existing service levels while preparing for the needs of a growing community

45 City of Beaumont Annual Budget 2026-2027

46 City of Beaumont Annual Budget 2026-2027
GANN Limit
California Proposition 4, also known as the Gann Limit, was approved by voters in 1979 to restrict the growth of state and local government spending. The measure set a baseline cap on appropriations in 1978-79 levels, adjusted annually for changes in population and inflation. The limit was later modified by Proposition 111 (1990), which introduced updated adjustment formulas and increased flexibility for local governments.

The Appropriations Limit is based on actual appropriations during a base fiscal year —either FY1986-87 or the entity's first full year of operation —and is adjusted each year using established growth factors. Importantly, the limit applies only to revenues categorized as "proceeds of taxes."
Exclusions from the Limit
Certain expenditures from tax revenues are excluded from the Appropriations Subject to Limit, including:
• Voter -approved debt
• Qualified capital outlays
• Costs related to court orders or federal mandates
Treatment of State Subventions
To ensure tax proceeds are only counted once within government limits, the law distinguishes between general-purpose and restricted state funds:
• If the state provides funds to a local agency for general purposes, those funds are treated as state subventions and included in the local agency's Appropriations Limit.
• If the funds are restricted to specific use by the Legislature, they are counted toward the state's Appropriations Limit, not the local agency's.

Managing Excess Revenues
A government entity may not appropriate tax proceeds in excess of its Appropriations Limit during any fiscal year. If excess revenues are received:
• They may be carried forward to the following fiscal year. • If not used by the end of the second year, the excess must be returned to taxpayers, typically through reduced tax rates or fees.
• Alternatively, a local agency may seek voter approval for a temporary override, which allows an increase to the Appropriations Limit for up to four years.

47 City of Beaumont Annual Budget 2026-2027

CITY OF BEAUMONT

APPROPRIATION LIMIT CALCULATION
FOR THE YEARENDING E.30. 2027
A.PPPOP TIOu LIMIT TUNE 3O 2026 $ 192373.452
PRICE CHANGE (1):

PER CAPITA LCOME.

NON-RESIDENTIAL
a

NEW CONSTRUCTION

GREATER OF TWO OPTIONS
4_95%
7rS2%

7.82:

POPUE. TIO CHANGE OE (2):

BEAUMO T 111/26 6.31
'ERSIDE COUNTY NTY 111124 0(42%
GREATER OF TWO OPTIONS 0.4
CALCULATION FACTOR FOR RINE 3[fie 3CJ3;6

PER CAPITA PERCENTAGE INC ASE

POPULATION PERCENTAGE DICREASE
TOTAL (PER CAPITA x POPULATION)
GROSS:. APPROPRIATION LIMIT JUNE 30. 2027
JIaST11ENTS:
.4)PPROPRIATIONS Lain FOR 2026-2O27

PROCEEDS OF TAXES SUBJECT TO APPROPRLATJO''
AMOUNT Lain EXCEEDS TAXES SUBJECT JECT TO L
II
L0782
1:0042

1.08272844
0 $ 308,388 308

63.148.028.
$ 146,140-.179
CONCLUSION: THE CITY HAS NOT E C EEDED ITS a PPRO ' TIOI4 LIMIT FOR THE 25226 YEAR THE .'ITT' WILL NOTE CEEL1 ITS APPROPRL4.TION LIMIT FOR THE '26427 YEAR. (1) ALLOWED TO USE THE LARGER OF STATE'S PER CAPITA INCOME INCREASE OR E CITY" S

INCREASE EN TAXABLE PROPERTY VALUES DUE TO NON-RESIDENTIAL CONSTRUCTION AS PERCENTAGE OF THE TOTAL TY. LE VALUE Ii°C ASE.
(2) ALLOWED TO USE. THE LARGER OF CITY'S OR COUNTY'S PERCENTAGE GE POPULATION DICREASE

48 City of Beaumont Annual Budget 2026-2027
Long Term Fiscal Forecast
The City of Beaumont maintains a proactive approach to long-range financial planning to ensure continued fiscal sustainability and service delivery for residents. The General Fund Long -Term Fiscal Forecast (LTFF), covering FY 2027 through FY 2036, incorporates all known variables as of the budget development period and reflects both strategic priorities and emerging fiscal pressures.

Forecast Overview
The LTFF projects steady revenue growth through FY 2029, with General Fund revenues rising from $75.6 million in FY 2027 to approximately $82.2 million in FY 2030. However, expenditures are anticipated to grow more rapidly due to service expansion, inflationary pressure, and capital investments. Beginning in FY 2030, the City is projected to experience annual budget deficits, which grow incrementally to over $12.3 million by FY 2036.

Fiscal Year Revenues ($M) Expenditures ($M) Surplus/(Deficit) ($M) FY2027 75.6 75.6 0
FY2029 80.0 80.7 (.07)
FY2031 84.3 91.0 (6.7)
FY2033 88.6 97.6 (9.0)
As illustrated in the adjacent chart, the structural gap between revenues and expenditures widens over time, indicating the need for long-term corrective measures. The FY 2026-27 Budget maintains General Fund reserves consistent with the City's adopted Fund Balance Policy, including a 16% Working Capital Reserve, a $5 million Budget Stabilization Reserve, and a $1 million Emergency Disaster Reserve. These reserves provide an important financial safeguard against economic downturns, emergencies, and temporary revenue disruptions; however, they are not intended to serve as an ongoing funding source for structural operating deficits. As the long-term forecast begins to show expenditures growing faster than recurring revenues, the City will continue to evaluate sustainable revenue and expenditure strategies to preserve reserve levels and maintain long-term financial stability
Future Financial Challenges
Debt Service for Public Safety Infrastructure
Beginning in FY 2030, the forecast includes the estimated debt service costs associated with financing a new police station. While this facility is necessary to accommodate the City's growth and public safety needs, the new debt obligations represent a substantial and ongoing fiscal commitment.

Planning and Preparation
To address the emerging structural imbalance and safeguard the City's fiscal health, the following strategies are being considered:
• Revenue Diversification: Reduce reliance on sales tax by exploring additional revenue sources such as updated development impact fees, user fees, and cost recovery mechanisms.

49 City of Beaumont Annual Budget 2026-2027
• Expenditure Control: Implement efficiency measures, explore cost -saving innovations, and evaluate program delivery models for long-term sustainability.
• Capital Planning Discipline: Phase capital projects and align future debt issuance with long-term cash flow capacity and grant opportunities.
• Reserve Management: Maintain and, where feasible, increase General Fund reserves, including the Budget Stabilization Reserve and Emergency Reserve, to help offset projected shortfalls during downturn years. • Early Scenario Modeling: Regularly update multi -year forecasts and conduct what -if analysis to evaluate policy options and respond quickly to fiscal changes. The LTFF underscores the importance of strategic foresight and disciplined action. While the short-term fiscal outlook remains positive, future challenges demand early planning and sustained attention to structural balance. By taking decisive steps now, the City can continue to provide high -quality services and infrastructure while maintaining long-term fiscal stability.

50 City of Beaumont Annual Budget 2026-2027
Funding Sources

51 Major Revenue Sources
The major revenue sources summary includes all funds associated with the City of Beaumont, such as the General Fund, Special Revenue Funds, Capital Projects Fund, Internal Service Fund, Enterprise Fund, and Fiduciary Funds. The actual revenues for FY25 have increased by 6.6%, or $10.9 million, compared to the previous year across various funds. Notably, Sales tax revenue accounted for $5.8 million of the increase, property tax accounted for $1.5 million, and vehicle in lieu taxes accounted for $1.2 million. Charges for Services decreased by $11.4 million, primarily reflecting reduced Development Impact Fee revenues associated with the moderation of residential development activity. This decline was offset by growth in other major revenue sources, resulting in overall increase in City revenues. Intergovernmental revenues have risen by $4.1 million, Interest increased by $1.5 million, Developer contributions by $6.4 million. Additionally, proprietary revenue for Wastewater has increased by $1.8 million, contributing to the adopted Rate Study conducted in 2023 and new connections from homebuilding. Transfers are excluded from this summary to avoid duplicating revenue, but the Transfer Schedule is provided at the end of this summary.
100%
75%
50%
25%
0%
FY 2022-2023
FY 2023-2024
FY 2024-2025
• 40 - TAXES • 41 .. LICENSES •
• 43 - FRANCHISE FEES • 45 INTERGOVERNMENTAL •
• 50 - FINES AND FORFEITURES 54 MISCELLANEOUS REVENUES • • 58 - OTHER FINANCING SOURCES • 80 - DEBT SERVICE •
FY 2025-2026
FY 2026-2027
42 - (PERMITS
47 - CHARGES FOR SERVICE.
56 PROPRIETARY REVENUES
90 -TRANSFERS

52 Revenue by Source
Funding for Department Programs is considered by the revenue sources. This is the fourth year in program -based budgeting for the departments. Revenue sources consider the difference between the program's funding levels and the expected results within the programs. FY2027 Taxes are 33% which is used for majority of the Departments programs. Intergovernmental revenues are 6% and Proprietary revenue are at 10.0%. The attached 2026/2027 Budget Program List provides detailed information about the program's total cost and the revenues allocated by source. • 40 - TAXES I $56.3M (33%)
• 58 - OTHER FINANCING SOURCES $39.0M (23%)
• 90 - TRANSFERS I $24.1M (14°i%)
• 56 - PROPRIETARY REVENUES I $16.8M (10%)
• 47 - CHARGES FOR SERVICE I $11.4M (7%)
• 45 - INTERGOVERNMENTAL I $9.7M (6%)
• 54 - MISCELLANEOUS REVENUES I $5.3M (3%)
43 - FRANCHISE FEES I $3.6M (2%)
• 41 LICENSES I slAM (1%)
• 42 - PERMITS I $321.6K (0%)
II 50 - FINES AND FORFEITURES $193.0NK (0%)

53

54 Revenue by Type of Tax
• 4050 - SALES & USE TAXES I $138.3M (54%)
• 4060 - MOTOR VIER IN -LIEU TAXES I $41.8M (16%)
4 4005 - SECURED PROPERTY TAX I $38.2M (15%)
• 4075 - UTILITY USERS TAX I $12.7M (5%)
• 4057 - TAXES -MEASURE A I $5.1 M (2%)
• 40'15 - STREET LIGHT ASSESSMENT
`' c ENT (PROP 13) I :h4.2M (2%)
• 4030 - 2103 GAS TAX $2.6M (1%)
) 4037 - 2107 GAS TAX = $2.4M (1%)
• 4010 - PROPERTY TRANS TAX I $2.1M (1%)
• 4090 - TRANSIENT OCCUPANCY TAX I $2.1M (1%)
• 4032 - 2105 GAS TAX I $1.8M (1%)
• 4008 - UNSECURED PROPERTY TAX I $1AM (1%)
• 4055 -, 1/2% SALES TAX-PBLC SETY $1,3M (0%)
et, , w � � ^i,, ., , ,� Amy
1/2 r

55 Revenue by Category
• 9950 - TRANSFERS IN I $369.2M (31%)
• 4445 - ALLOCATED
f� ASSESSMENTS $142.6M (12%)
4 4050 - SALES & USE TAXES I $138.3M (11%)
• 4460 - GRANTS I $122.8M (10%)
• 4750 - SEWER SERVICE FEES I $73.3M (6%)
• 4060 - MOTOR VEH IN -LIEU TAXES $41.8M (3%)
• 4672 - ARTICLE, 4 - CAPITAL I $39.9M (3%)
) 400.E - SECURED PROPERTY TAX I $38.2M (3%)
• 4915 - MITIGATION FEES I $34.'7M (3%)
• 4660 - PRINCIPAL RECD - CFID [ $20.3M (2%)
• 4650 - INTEREST I $15.7M (1%)
• 4670 -ARTICLE 4 - TRANSIT $14.4M (1%)
• 4075 - UTILITY USERS TAX I $12.7M (1%)
is ,-,t1N.FeN3 03,,r^ ,^r,"` m �o �N nat,
1/18

56 CATEGORY
GL ACCOUNT TOTAL REVENUE FOR FY2027
BUDGET
40 - T X
43 - F A C
Major Revenue Sources by Category
E F E
FY2027 lJliiI ET
$ 56,256,302
4005 - SECURED PROPERTY TAX $ 8,889,588
4008 - UNSECURED PROPERTY TAX $ 342,901
4010 - PROPERTY TRANS TAX $ 390,360
4015 - STREET LIGHT ASSESSMENT (PROP . . . $ 972,894
4030 - 2103 GAS TAX $ 583,733
4032 - 2105 GAS TAX $ 390,332
4035 - 2106 GAS TAX $ 249,367
4037 - 2107 GAS TAX $ 521,962
4050 - SALES & USE TAXES $ 29,111,541
4055 - 1/2% SALES TAX-PBLC SFTY $ 259,759
4057 - TAXES -MEASURE A $ 1,281,423
4060 - MOTOR VEH IN -LIEU TAXES $ 9,878,214
4065 - VEH.LICENSE COLLECTION $ 86,108
4075 - UTILITY USERS TAX $ 2,903,833
4090 - TRANSIENT OCCUPANCY TAX $ 394,287
$ 3,576,663
4020 - PEG FEES $ 11,200
4080 - FRANCHISE FEES - EDISON $ 715,291
4082 - FRANCHISE FEES - CABLE $ 249,597
4085 - FRANCHISE FEES- VERIZON $ 42,987

57 CATEGORY
GL ACCOUNT TOTAL REVENUE FOR FY2027
BUDGET
47 - C E F VIC
4087 - FRANCHISE FEES- GAS COMPANY $ 294,084
4088 - FRANCHISE FEES - WASTE MANAGE... $ 2,263,504
$ 11,421,856
4100 - BILLING TO DEPARTMENTS $ 2,562,518
4210 -ANIMAL LICENSE $ 40,000
4211 -ANIMAL LICENSE - LATE FEE $ 1,260
4212 -ANIMAL LICENSE - REPLACEMENT $ 950
4330 - BUILDING PLAN CHECK $ 469,196
4507 -ANIMAL CARE - RETURN OF ANIMAL $ 728
4521 -ANIMAL CARE CITATION $ 2,440
4525 - CODE ENFORCEMENT -WEED ABATE... $ 72,000
4526 - CODE ENFORCEMENT -TURBO DATA $ 6,000
4527 - CODE ENFORCEMENT LIEN RECOVERY $ 2,500
4528 - PROPERTY ABATEMENT $ 5,000
4530 - LIVE SCAN -FINGERPRINTING $ 18,200
4535 - NOTARY FEES $ 200
4556 - PLANNING DEPARTMENT REVENUE $ 260,000
4562 - SPECIAL POLICE SERVICES $ 220,000
4565 - SCHOOL RESOURCE OFFICER PROG... $ 637,942
4567 - PUBLIC WORKS -PLAN CHECK $ 11,052
4568 - PUBLIC WORKS/ENGINEERING $ 149,213
4569 - PUBLIC WORKS - INSPECTIONS $ 285,036
4570 - COMMUNITY PROGRAMS $ 123,620
4578 - BOND ISSUANCE $ 6,600
4579 - BOND REDUCTION/EXONERATION $ 21,146
4590 - BUILDING RENTAL $ 56,690

58 CATEGORY
GL ACCOUNT TOTAL REVENUE FOR FY2027
BUDGET
41 - LICE
42 P IT
45 - I TE VE E T
4591 - PARK RENTAL $ 35,360
4595 - COMMUNITY SERVICE STAFF TIME $ 19,590
4599 - SALE OF MISC COPIES $ 3,800
4819 - JAG GRANT $ 13,579
4820 - ADMINISTRATIVE FEES $ 62,551
4821 -ADMINISTRATIVE FEE - PLANNING $ 51,700
4822 - ADMINISTRATIVE FEES - PUBLIC WO... $ 124,884
4828 - PARKS AND REC CONTRACT CLASSES $ 16,820
4915 - MITIGATION FEES $ 6,141,281
$ 1,371,594
4200 - BUSINESS LICENSES $ 424,086
4310 - BUILDING PERMITS $ 947,508
$ 321,640
4315 - YARD SALE
4318 - TRANSPORTATION PERMITS
4320 - MISC PERMITS
4325 - ENCROACHMENT PERMITS
4551 - RAILCAR FEES
4566 - PUBLIC WORKS -PERMITS
4572 - FIRE DEPT FEES
4574 - FIRE INSPECTION FEES
4359 - OTS FEDERAL GRANT
4360 - JAG FEDERAL GRANT
4380 - AB2766 -DMV/AIR POLLUTION
$ 5,400
$ 4,788
$ 650
$ 8,436
$ 5,892
$ 11,901
$ 219,073
$ 65,500
$ 9,716,463
$ 176,000
$ 4,580
$ 74,371

59 CATEGORY
GL ACCOUNT TOTAL REVENUE FOR FY2027
BUDGET
58 - IIIKT E FI A C
54 - IC
L
50 - FI E A F FEIT
VE U
4385 - COPS FUNDING
4469 - PROPOSITION 1B FUND
4670 - ARTICLE 4 - TRANSIT
4672 - ARTICLE 4 - CAPITAL
4689 - COST RECOVERY -POST
4445 - ALLOCATED ASSESSMENTS
4660 - PRINCIPAL RECD - CFD
4700 - BOND PROCEEDS (EV CHARGING)
4852 -ADMIN OVERHEAD REVENUE
4600 - RELEASE OF LIEN
4601 - SUPEONA REVENUE
4650 - INTEREST
4685 - COST RECOVERY
4687 - COST RECOVERY-OES
4688 - COST RECOVERY -UTILITIES
4693 - INSURANCE RECOVERY
4815 - DONATION
4816 - DONATION - PINK PATCHES
4817 - GRANT CAL -RECYCLE
4825 - MISCELLANEOUS REVENUE
4830 - LEASE REVENUE
4897 - CAL CARD REBATE
$ 100,000
$ 1,675,318
$ 3,433,582
$ 4,232,612
$ 20,000
$ 38,982,389
$ 30,825,794
$ 4,010,000
$ 2,517,565
$ 1,629,030
$ 5,260,057
$ 13,000
$ 100
$ 3,988,525
$ 885,680
$ 40,000
$ 18,710
$ 65,000
$ 96,074
$ 2,500
$ 15,250
$ 8,850
$ 117,218
$ 9,150
4640 -ABANDONED VEHICLE PROGRAM $ 10,000
$ 193,000

60 CATEGORY
GL ACCOUNT TOTAL REVENUE FOR FY2027
BUDGET
56 -P PI"°I TA Y
90 - T FE
4641 - GENERAL FINES $ 25,000
4643 - PARKING FINE REVENUE $ 68,000
4647 - CA VEHICLE CODE FINES $ 90,000
$ 16,800,721
4673 - ROUTE 3 FAREBOX $ 12,717
4674 - ROUTE 4 FAREBOX $ 10,637
4675 - ROUTE 3/4 FAREBOX $ 1,124
4676 - STATE OF GOOD REPAIR (SGR) GRANT $ 64,864
4677 - ROUTE 7 FAREBOX $ 18,335
4678 - ROUTE 9 FAREBOX $ 8,726
4680 - ROUTE 120 PASSES $ 20,731
4682 - DIAL -A -RIDE BUS PASSES $ 8,800
4683 - ROUTE 125 FAREBOX $ 3,910
4684 - FIXED ROUTE BUS PASSES $ 28,706
4691 - FARES - DIAL RIDE $ 2,827
4750 - SEWER SERVICE FEES $ 16,619,344
$ 24,126,341
,027,02

61 City of Beaumont Annual Budget 2026-2027
Transfer Schedule
Most of these funds are used to support programs or capital improvements and are transferred into the funds making the expenditure.

62 City of Beaumont Annual Budget 2026-2027
City of Beaumont
FY 2026-2027 Proposed Budget

INTER -FUND REVENUES
Governmental Funds
Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
Capital Projects Fund
GL Account Description
100-0000-9950-0000 FM 240 Donations for K9
100-0000-9950-0000 FM 250 CFD .Admin
100-0000-9950-0000 FM 215 Grants
100-0000-9950-0000 FM 220 SI-ES,A For Cadets
100-0000-9950-0000 FM 240 Military Banners
100-0000-9950-0000 FM 240 State of the City Sponsorship 100-0000-9950-0000 FM 255 CFD Services For Parks
100-0000-9950-0000 FM 255 CFD Maint For PAN
100-0000-9950-0000 FM 255 CFD! For Streets
100-0000-9950-0000 FM 260 CFD For Fire
100-0000-9950-0000 FM 260 CFD For PD
100-0000-9950-0000 FM 200 Gas Tax for Streets
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
500-0000-9950-0000
FM 120 For R27-05
FM 552 For F26-03
FM 552 For T25-01
FM 255 For R27-01
FM 202 For R27-01
FM 200 For R27-01
FM 201 For R27-01
FM 556 For R27-06
FM 562 For R27-04
FM 569 For P27-01
FM 561 For R27-02
FM 561 For R27-03
FM 569 For P26-01
FM 558 For R27-02
FY2O2O-2027
Proposed
Budget
9,000.00
1,108,487.00
181„280.00
71,579.00
1„167.01
60,000.00
1,,513,393.00
293,991.00
2,250,048.00
642,264.00
1,536,887.00
1,438,557.00
9,106,653.00
500,000.00
430,000.00
1,000,000.00
1,413,233.00
1,061,045.00
327,897.00
1,724,018.00
300,000.00
200,000.00
45,000.00
508,850.00
150,000.00
155,750.00
91,150.00
7,906,943.00

63 City of Beaumont Annual Budget 2026-2027
Total Governmental Funds. 17,013,596.00
Enterprise Funds
Wastewater CapitaL Projects Fund 710-0000-9950-0000 FM 700 For Debt Service Wastewater Capitak Projects Fund 710-0000-9950-0000 FM 705 For Debt Service Wastewater Capitat. Projects Fund 710-0000-9960-0000 FM 700 For Repair and Replace Contribution Wastewater CapitaL Projects Fund 710-0000-9950-0000 FM 705 For 27-05 aste ater apital Projects Fund' 710-0000-9950-0000 FM 705 For 25-15 Wastewater Capital Projects Fund 710-0000-9950-0000 FM 705 For 6-03 Total Enterprise Funds
*Enterprise Fund transfers are eliminated in the consolidation process for financial reporting. 4,,012,443.00
756,907.00
1,649,995, 00
25,000.00
92,400.00
276,000.01
7,112,745.00

64 City of Beaumont Annual Budget 2026-2027
City of Beaumont
FY 2026-2027 Proposed det

INTER -FUND SE
Governmental Funds
Fund
Account Description
Self insurance Fund 120-0000-9960-0000 TO 500 for P27-05 City Hatt PubLic Parking Lot Gas Tax
Gas Tax
S1
acre
Grants
200-0000-9060-0000 TO 100 for Streets.
200-0000-9960-0000 TO 500 for R27-01 i ide Street Rehab 201-0000-9960-0000 TO 500 for 7-01 Ci ide Street Rehab
202-0000-9960-0000 TO 500 for 7-01 Ci ride Street Rehab 215-0000-9960-0000 TO 100 for OTS Grant for Overtime, Travel and Traiier 215-0000-9960-0000 TO 100 for OTS VP Grant for Uniforms SLESA 220-0000-9960-0000 TO 100 for Cadets
Donations
OFD Admin
240-0000-9960-0000 TO 100 for K
240-0000-9960-0000 TO 100 for State of the City Sponsorship 240-0000-9960-0000 TO 100 for Mititary Banners
FY2026-2027
Proposed
Budget
500,000.00
500,000.00
1,438,557.00
827,897.00
1,766,454.00
1,724,018,00
1,724,01 .00
1,061,045,00
1,061,045.00
176,700.00
4,580,00
181,280.00
71,579,00
71,57 .00
9,000.00
60,000,00
1,167.00
70,167.00
250-0000-9960-0000 TO 100 for,drnin Costs 1,108,487.00
1,108,487.00

65 City of Beaumont Annual Budget 2026-2027
CFD aint
F aint
CFD aint
F aint
CFD Public Safety
CFD Public Safety
Basic Services 11F
Basic Services I IF
255-0000-9960-0000 TO 100 for Streets
255-0000-9960-0000 TO 100 for Public Works
255-0000-9960-0000 TO 100 for Parks
255-0000-9960-0000 TO 500 for 7-01 C ride Street Rehab
260-0000-9960-0000 TO 100 for Fire
260-0000-9960-0000 TO 100 for P
552-0000-9960-0000 TO 500 for F26-03 514 California Rehab 552-0000-9960-0000 TO 500 for T25-01 City and Transit Yard 2,250,048.00
293,991,00
1,513,383,00
1,413,233.00
5,470,665.00
642,264, 00
1,536,887,00
2,176,151.00
430,000,00
1,000,000,00
1,430,000.00
Traffic Signal DIF 556-0000-9950-0000 TO 500 for 7-06 300,000.00 300,000.00
Railroad Crossing DIF 558-0000-9960-0000 TO 500 For 7-02 California Grade Separation 91,150,00 Transportation DIF
Transportation DIF
561-0000-9960-0000 TO 500 For P27-02 California Grade Separation 561-0000-9960-0000 TO 500 For 7-03 Ci ide Traffic Signal Upgrade 91,150.00
508,850.00
150,000.00
658,850.00
Road and ridge DIF 562-0000-9960-0000 TO 500 For 7-04 200,000.00 Neighborhood Park DIF 569-0000-9960-0000 TO 500 For P26-01 Wildflower Park eighborhood Park DIF 569-0000-9960-0000 TO 500 For P27-01 Trevino Park Total Governmental Funds
Enterprise Funds
Wastewater Operations 700-4050-9960-0000 TO 710 for Repair and Replace Contribution Wastewater Operations 700-4050-9960-0000 TO 710 for Debt Service 200,000.00
155,750,00
45,000.00
200,750.00
17,013,596.00
1,649,995.001
4,312,443.00
5_982.428_00

66 City of Beaumont Annual Budget 2026-2027
Wastewater
Wastewater
Wastewater
Wastewater
ation
ation
ation
ation
705-0000-9960-0000 TO 710 for Debt Service 756,907.00
705-0000-9960-0000 To 710 For 7-05 Upper Oak Lift Station 25,000.00 705-0000-9960-0000 TO 710 For 25-15 Aeration Sleeves 92,400,00 705-0000-9960-0000 TO 710 Fo 6-03 Oak ali Parkway Gran ain 276,000,00 Total Enterprise Funds
*Enterprise Fund transfers are eliminated in the consolidation process for financial. reporting. 1,150,307x00
1,1.12,145.00

67 City of Beaumont Annual Budget 2026-2027
Funding for Programs
All programs within the General Fund, Wastewater and Transit Departments total $96.2 million in FY2027 overall. This is an increase of $3.7 million, or 4.0%, from the prior year.

Program Costs with FTE Count
2O 6/27 BUDGET PRO RAMS LIST
...._..._. ...._...._. ..._..._._. ._.._....._..

Program and Description

REVENUE

TRANSFER

From Fund FTE
Ralence Count
Cost of
Program
User Fees
Taxasr" 3 Tax Frain
General Gov't From Fund Mist Grant/Donation
Revenue 200 Revenue Revenue From CFD5
From
Enterprise
Funds
.k
t }
} T
>..u;.,„,. ,, t, ,>. . : �. ,.., . , > ..�.,,. ��,.,..,:> , .Fv, c.sE». . ,..�.,. ,
,t . ,
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,�,
r. , ":J3., s„
�
..>z 3 •r
•, • {,.
} 1
..rl� . r ,..d . e.L.>;.

City CaandltAperaeinn.s.

.... Cfl Advk3ga'd&fd�i'm the CiC c+ua+e:l
t4'Ri¢1N UNCIL eUDC3'ET
$ 2x,60a
$ .33O277
5 sz.n 5'4
), 44 44 44 44 44 4
3z �::•» v:t„n, z'Jj .,at..u,xSh .. ... �.... �.,z...a„. � :: nu4 ai h; s':. tt6.t ,: :,,: :,wax 3 Ur end,,SQ:; :f::
k
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t
tf wr Jaf, b. vw».»a > x" : rnt,. >..d ., .>.:..,.,yCt, ;f,.

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t.>.., .. ... . F. ,..a.,,. >..,
t t
t.,ss .t :>a H�
i
,. r. .Y ,.,,., ,,.,., e3V,r*bt�
AGENDA01555 EMERJT -ro pr Tara an agenda Foe#2t fqr sa't8t Criy legrvla't3trk 8b+3Y`. Fa.: Crty{_quhtiI, C*lann in [:gngxt}i8&darv. 44.4SCdH drr(JAW{;dC 4G f(r rl5itkkE: EC6rA+.wtvd0 peyre@pY5rea'.Q 6�C!?'fU'S112k22. T'Cki?th GU4rACA7 BrYb eN`ly^Dthee batfb: arg% meets Crown As„ repoireme'nts.

Ft EviANAG₹,hkEN7 the maintenance and
$ 543,002
$ {'1.20,0735
$ (4,
2'n3`,i1791
ELECTIONS T6 ECirtatnismt the men IdeaW daemon do estabRsta Ccg4 CeiJilslEYadrmGdc^s, C?ti` T.......rand La€,y .egvk.........................................................................................................

GRANiX TGTAt �dTM CtERIK 8l& .
. .. . _ DGET
b 759,7x9
$ ��309
$
-
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yi >.>•t}r, >3 >3 ,3.. >3 >3 , >fSt;', PE,�, .> „'a"T",:> , ��•, '��i, r, ., >,> r ,•xt,. .: : : •: .: . :> , EISE'Ai. Liv! .I iC H i S r ..'P, C PWXNN15'G AND AOMINSST3iATIWll • af:,nwidea .....r.. QYer'bign.E aF tfs9 G.K7'' €Inana rc, inrJudrng debt nd bodge devetorment. Coordinates rvtifYthe Cigy Cauncll#a lrtxaiernenY pol3a drrecpivt Loads .it man•x7e ,r 1 .k,v, n,,,��, 4
t
s
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Cj'HCr.ER 'fr iCE,'"EUSS often.... facept the Cey, l4' ntalvdcs gne.etel Clad doedie, a m w er%Own^.s anda mprfad of a up crvswnd g2ne.rai tnYgrrruxEtmm. Scsa`ze in@BInEt and paymemBs as wtedB ngatt.',aanY.e.. 5 A57,tl7tt
$
[1$sdaj
S (3GY,392i
g (dt3,232j
C,tfi AAANAGER'S OFFICE: INTERGOVERNMENTAL AFFAIRS • Me Iaionden rsr tatiOnS0043 a) the st0t4, degnnng and Far.9I ie4roTl fi3 hElp Nrp ces maa:e forxrare ',pith andivtNes that reopen cokko rtnatann and ccnr:i4nactoh P.e., ccaCractssak 4-0r9 servdtes.6nun2y .... .,". :, .a „ tYa>„ z..d', }k ..> >»>:; .,
$
w :;,d
-
4}b �:.e t. , tr'
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CFTYCC3MMUN6CA71ON "dntL*rr,al;wnd d"t.raPCrtxrhn i ng9Crd tterats,prxy ra"r3a ti hs'tiu2. 5 35,Rxt� _ a
S ix°•a.7d7d
$ (1S.{r+.13
5 C4yh:4ik431red('Ant'NM13 iD`=anRr{dtR an`d fapkU'+�sF�`wCFaP �u•£eetN lir:w the �"Id42 aF th£Ch=Y and She. nrtgrtarN L'vnnner profrarn,
} 320,810
$ i'3?6.&9T¢ 5
("1,113)
C'UMI10liii'11 '4ISPECI.31 EWENTS=Mai'kctSr4g thak.e+tgaq,BdS t'EYE Cffifl'tntunty, prx7mlSJEeS dc-mttelatF ••, ,,,.,:x: S 'i; is ✓rn>f ,,:, �ET':�EMS!RaFbS����.��� �w.: a ...,�dv„
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:.It» ,�.}>: ...
r
t » . .,.t .. .. 3
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. Sw..x,,y s
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y'IS-"tech nolagy used t'ro cadatore s'C'axreanaly4e. rnaxmge.ward oegPnt sP Y6allor ge98rapha¢data_ 5 w•43;'P23
i
-
$ i.9i 5, 731 T
-.

NETWORK MUUMUUS-Ertsustn il'be ce1d4V3ts9ety, woody, add p4 [nenarace of an doge Miaatiofl'3 b3 ipt4'tasttExtalre dn'd eg_h G4 U ndOnd.00 ddn ri& rnaande d✓ nn, Andd+L } i , ndnnn7d.

INTERNAtSUPl'rIii- Ern{rloyeesleave reliable access to teehnobngy ty prov.d.ng tech ea l assistance, system R43infdt5361C@,4 iS#Y14. tnsfllu:015
CY8£fiSEtURR'pY->rotect.s and organiraY'oan's xp'sterns,n .fixer&s, and data frnan aWheetheeais #hraugh Nsk rnarebTertren C, tltfe8t eldi'.FCtiCn, artd SeCur¢Sy en4micemee?t. $ 46Z4 d7
1�K133R57
5 wFx{I,3d0
$
5 $

9`IIJ',iAdr0
S 19,864
S s#ti9',&147}
6RAN�'1 TA,L rr f3E RT9i7ENT BUDGET'
$ 2,51x227
$
_'
S [i',996.234i $ _ '$
$ _
$ (323 331)
$
710

68 City of Beaumont Annual Budget 2026-2027
2026/27 BUDGET PROGRAMS LEST

REVENUE
TRANSFE ::
bas Tax Fro aar Frown
from Fund Mist Grant/Donation Enterprise
2047 Revenue Revenue From CFDS Funds
From Fund FTE
Bellewe Count
Cost of
Pro m and F2esergptiott Program L.Isar Fee's
1"axes/
General Gov't
Revenue

43.44 $ U € }.

MESS II RETENTIONAND APrDACT1aN-00034 [C rEtaifl 0x743,3 awsfirte55£5and 0,t1 t. 3, 14 Crs@340%he 0¢4y by o6ltant'dying anF; 4, 43,344,1434 14te nge1 faced 404 LLIrrrent G,G feoim, offering i, o.otave`„ry JIM 1 pray•wl Mg Me (Ay I'o pmtenaiol la'res;ars �r rau+parte5. S 5144,34
$
S 45343084
s f
T s
S -
4' Dt43f4RCE D NT - En0 0t thai:.heae 8S a 5334Ike4 3Rd mrztpet:i'.ere vworkbcrce me 90031 iSu59rEEiSCS.

Gtrila4, 43,0 vtaat'n 1001340, 4,31rtx4,1ct034,,, Sr'Alxt ir5337an 43,O 030,81tt1 crtatew 4,06I;I5OIIIdas€IiCa54t59541330 budh 4910 c3§v's ectoan,im naedn- 5 Y t%M
5 d0308331ij"
3 -

0.6^4
93004000 P0ANN4NG & REDEVELOPMENT- Intficaence sandng„ iflt'rastruchok, Improv,G,m. Ms, an3 o1Gah Mvel 4,34ie04 pmgeata ehat su Pon 4usanery 0 3 enhancetho c 9yemli 5irra$i4Elp mew 324',,01 N2rre55 P:De Irnrasti'nent- $ ig}3�PCN1 1155,0430
S IxiO„000
5 d 205„1045

.................... ................. �....................� 5 S ... d
0,
004
C;3M7M43N000 E0043 COOMENT AND E{I)N(1M00 EQITY- PKIITIO:e t abtlp,0100 growth gp,gncvtdl 343 oppcstur 33,00€n3 or d2sr'opoP0,110401000', 0401005 inc4Nn0 i oquabaty, a0433001340 Mettle 03the 6(000n,c b0oett5nl dtuel 00enen€ 400'o,oYA$oo, r 8404001,0 r,34000,0313nt 30 e: 4y. 3 71/,909 m .. .. ., mm
gf.IWMO WN REYPITA41;r`,A"✓'i16N-?rarn+ate inC,a+NIvOgrgesC4+bY Pnxwideng pppryrt4nz91g5 f'cu' uerdaerapru;,;a1n#aV7 431 03as, 4,443 3t iccronre MeguaGty, and ensure rhat 740000000 ntrbn.ne334o of development ere. spread u toss eIi OafSbrzt4tt'ti'4 or,,u,,l iw'000014. a 144,0100
iaRAND TOTAL Ed7OMDMIC DEVELOr°'MEN'r 9EPA L80043T $ 1.274,7000° f $ �iip.74,75ba
$ $ - $ - S •
$
a.aa
,4 al S t
k J E ill f t
x }u'3 -xis. LS .a, }w., }e. ,.,, �sw .,',. .c �,,., #.�`.,`t�i,,.��».^uF'�,d, ..f,..>...,_ .,, wa.;f, r .s S,,..... s , , .i...}.'.,.wy .,,t.t.,.a,a „�.. ud.i f t
K t
v .t,} ., .., x, ,ru s„a,..n t ...>'.fS.�.x SL>n„.,1,.s F .�„i ..., ,.0 .,. } }
n,,., > ,404 ,..,e,...r,.•...,.

P¢; RSrJRJNEIMICp\4'Ef'ftkC3304'Pa!4F.N'C- Thi1 P,a4lUi5e0 0014 100 enana mk'n4 mC 0304,01540 rec@I'd3,.l:Cring', 041301 1'.3 Cr1, 4,334304,,nd,1ec301e4r3300r' MID. Mills teal ng,etd,. safeky Ira i41113wm0.N,R and 1NOfkp 1000 Gcdencce prkwar+1Imitlar4,np...
.,.,....,... 6x79°..P.
5 d�2zs,9or i
{a3:0 ""0)
i..la
33 1.30
..._._......_.
$ - 7015
............................................................................................................................................................................................................................................ �.,.,....,...3.Pt,cf22 ,S,.,....,....,....,....,....,....,....,...�.,....,... k.t4S5 030FO54FRE MGM"r/Rib, 430NTRCYL AN IT 4'NAAA430000«. MaRaggnvr„nb of 0460 0xl'sasure dt.¢xs'I4+ GCa[0a0 aggint 4he C rty - Intl udiegxrorkees.corneensa9(an,TORT el.alms or ether genera£ claims agaang4001033'p, /'his a€sa lnclud0' ta+a3,sx1 $
fi�9YYii'4Jf't�9a9r Sr:S.aCdfoty Inmrlttrf�tvapa .Is .)_ebCdri�kY�YekS�dH£9 ana15bs» 0 3,iw +• i. ._......_ $...
.. .,....,....,....,....,....,....,....,.W.,....,....,....,....,....,...,.....,....,....,....,....,....,....,....,....,....,....,,,....,.,.,....,....,....,....,....,.....,.$.,.,....,... .,:4`.,....,....,....,....,....w.w..,....,....,...

S �O,y $ i155,₹50
(YT00 009ATF4IN 3SN 49330000 9 Elrrpivbea 9alurtey,44,404333,33,14 lacerttrn4f nnC2.rrltvec0030rol}xa#,0rg h'411hfdenta((ursf011 lt1,1,1 tuama2, 5070010x4 fang -term 33,080nl15. peeGon,f450/454 c3€2teria. Plan ai#m[nis9rat¢ara and01004,1500 d40034010prOgrans 3 3712.454077 S - S 'p ""0003y
_ _
$ {23304
EMPLOYE RELATIONS t La 301043114031 pri",'}1433, 003033040300 0, Prti"I03'I4'tc,_wapprmiisd S+at+,003,,darrpe0k'Re zi't¢xnr4, S'ea's.0,5004,0=4 003'1 eupenss0. 7RA1N3NG AND DEUEt 4SPMENT 0c 00n13,00,00,1`'l013lon, exmm Yee.x, `wave!a.xpeo en snfemai030$Corns Et toou/trormY5'lNIdiOp. 4104, 40 0 43030"'104(0, i(Eitiil 2" I,4£ifS, 1 t S

5.75 DRA:TID TOTAL A 1 EN 0 4SOE,a09 $ •'
$ .tof, 1
$ • •$ {0404,0033 $ $ • •$ ''' 1
-
t,. F
,.,5
e5.

L2�al x409`1€00 to 00710 City 5 1,5"'/,0074
i (a„5£,@571
4234,'Nk3I
4 ..
5503
O0.ANDTOTAt LEGAL BUDGET $ 3 9n10E#D '$ -
$ 1 92To9T3
$ $ $ - $ (3140,9433
$ -..

0.oa,
...mm
mmm �,
...mm ,�,,,
(,. t �R t t
pYL } t

4. 5,
r
J f t7
Tt i
Y
Yt $
AGY0NCEO 4,0.4040004E^SEa6a-:'+a&¢xdadNd 60, oral PNln 8,10004,0 ath;a¢1,e 349ae1t3 330300€1 f"ftic:'08143 tnrA003143G 330084stla3l 000n.ndrren[S.S0°5tit Flan 1004 rig 0)3034000:4,rr'004r0erst',. 4mpfei'n,d3nkziiun al General p'Ian 3304,0300- d 303,000 33 {33214007
$ $51 R3L1@
33 {39,7597
S -
39'0403
C4iRREN0 P00000ING , 030000t 413333 RI6.f+ra'an1 pl000lr,g dpp4icat5pn0 including 0 03303G5tra{ GT.., 4,,0059 jtld,CEal4 Red tegtsda5tue pp66catr hat range tram h9rraa occu}xakionska cc+ndit3ona3 ore pYcrn3k.s and tenkat3000 rns430 $ d)'S,404 $ (152,600 S {542,014)
$ -

5.fi2
PLAN GREEK AND INSPECTION t E03ninatko r avid 0434,10 •a3 of Lor+St'rull 0,1 Glans am 2n54tr9 ec+.03143 Code a;rd 00003,,000 oI3151T0002)04014400r0 Ir3,bp41000300303034377065 t55n$idta c5¢rr 43 4'54:r. pd gp4,000416140 need,}lions 014 '80 080 404 1 ,1, 03 r43cctde. s 010100 5 (55./00 5 /0041 5d
5 -

0.65 GRAND TOTAL COMEPIi1NIT4' DEVE0OPPAENT Bt9OGET $ 1, tT9 F01' �3i3370O a
$,.LL,o....., 'i 8 tl
$ ft
,........ ....,,�,......m.
„ ,.w...�..,,.,...,a,�„�...m,,.s,A., .. „� . .. _. .....,...,,,�, ,- .,.m,.....m.,m^.., ,._, ,,.nm....m„�m.,,. ,,,.,A..W,.�m� .:.,�.�,,.��„a,.d..A . ,. m$ .. ..,m.. ..,,,, emm.,,. , ._ .. a,.,m,,.., o
t„t t
t �y yyii �tA F f J{
5 T
S'
$ -
3081
GENERAL COMMUNITY PROGRAMS Srouide ggmml ru aalun preen:01 Inalu4ingeeeve 300 than f3.5tes roraarv¢unl'C'g well,Gei 31, 0046]018430 phys4e,at fitness„art/pr+am€xie,00,80 irtCflad r1ob gYEsidee10 o3411833.es. S 77L1,530 $ [11),500 $ d140001Gi1
4041091 RECREATION PROGRAMS- Provide diverse year, program4 Oral I,oOrn610 4,2'3503140 growth. . 04VII a�Nei.np3nena.,andeo3n¢a,0000engagemant,00000304380000Math. 0siesthat mans*ereairet1taeolen00at0onn.. 5 12)0110 5 d3.a0bx 5 d3Ta•4i0
S -
'0'034
SENIOR PROfGRrRMS - Prvvdd10 d₹fE@100:4 pscgrafnming and 70053005 to a{f4 000'0341 spa.*04031 h4004,arad,r lo3e5558f 0330 3,05000 r45 aandar o, 440044erra5Krcar,5,0040 erslmat334k0 3,3 gu01:{p 43 C $ S Is, A02� $ 00106,25
G31T4018,
5 S .,
➢..9

1...:....
^31STb':4
6013R7°S P7ki}GRAMtlY-03003/0e 0aea.^!lr 0114430 s.Rd,egatrta'pr0430ams Sh»t300'000e00YKbcal fr₹ness, teamnyark', @Rd F"EKSCrhd.l d000le33,00,0 0 0330 000813 ng opportunities for ro30donts t0 enj00 heal lhy '0mp01040 In a Ad71!!AOOCS PR01 MM - ORrrtroR31e 4 en,2008.0mer of the E4.310 #n 5eta335 3 15431 3 to trnpo 00 ,,:p3n3nt31 13 afCCSS wad0 430 eme0 30 0030 3 0 thaaftity III 9,9027
,
^,.

FACILITY RENTAL- 3 a', 014, 004he dao 15 rervvs90,00000 bp•0ctst3aiikimgt emansg0m0'r18Pakl pv1Gliw faMtity .0 r0Q,,,e,t, ...lag efecr env,' ,edra S,03004`t03003000413@r ,ACS400r ipso $ 14?, i72 S (50,500) SPECIAL EVENTS-Fasi 0n'tnsu~t'.p x4,7101. and iu`3[Iusivi7y by nrgarxtz3ng 3aage stake, caky avtde. eue.ntskhdt CeIe5rate 10681 to turoL 2,00e0e 3 004411001D Opp000€lotles, and 100000401310 £441/1433 L40033rp0033 S. 5 0 0ol{,004 5 045,46,24
$ {0 02+4 0303

5 S -
1,565
3'.221
:GRANT6TOTA3 PA KEA A liiDGOT $ 3.X32,0000 "'$ (3116701) $ 3,d7'Ar l
$ • $ $ $ •
$ -
39717

69 City of Beaumont Annual Budget 2026-2027
2026/27 BUDGET PROGRAMS LEST REVENUE TRANSFERS.;
- .- .. .„ Taxes/ Gas Tax Frain From ,.

Cost of General Gov't 'from Fund Mtsc Grant/Donation Enterprise From Fund FTE Program and DesCriptian Program User Fees Revenue 2114 Revenue Revenue From CFps Funds Balance Count } 4 4
to }
Annum (051001- Aaina04 mnum8, llcormi ,, pet mines edroutron, short slinks,'foau an CM code, MC $ 728,760 $ (4S,373) 5 025,302. $ - Y.3C GRANDTDTAT ANIMAL CONTROL BUDGET $ 72tF,76F' $ 145,378) $ {676.6621 $ " $ $ - $ - $ - 260 S 3 } } 1 1 4 t t r
MIEEr1 A44330MENT• PRIVATE "Ptew3lt*;5rp{ferct' ti-aeEd:e0044 5t ,52 S 4310 i8E 5 (8300 5 257,57k .. ....... .. ..AAAAAAAAAAA, 441AAAAAAAAAAAAAAAAAAAAAAA ...AAA .. .AAAAAAAAAAA.,�AAAAAAAAA....MAAAAAAAAAAAAAAAA ..AA� .......AAAAAAAAA AAAA.�..mA NA11iAtIC£ASATEMENT , r:�.`orpRnvem6Cf k4ntnR b=ad 414Y;{tng Ca+feh„ pip^@r2y4 dia73h Axed smfet'y @6 tae/4 A4 Mal
probe3431,r esonance. S fie47.75 1 (E0„000) (,7,'9'7.0) $ - 3-M}' GRAND TOTAL COMMUNITY ENHANCEMENT BUDGET $ 5,.027�,B38' $ 115500) $ 1878.8971 $ - $ $ (61,4611 $ - $ - 4.35 t Y Y Y rr
t S f 'T3 .iTki t} .j
PATR01- gonersenxy,ca4Ps for serene $ 10,3334,04 $. (3.„�D,300 $ 1a.'P00,1fi�72 $ {J33, 4 `� 36..13'0 COMMUNITY POiLKINfdfMET/TASP. FO23(LSIPETECT41fE5 homeless 0 3leach, Liesieess Ri0ts'ein, 0O1114,einefy EY l4?f LTAT,tr4ta llrs;iRb. 5........3s?5 St74 S (6.n i7y'}+::" .2 s ............................................................. ..............................,.6..01014 TRAFFIC ENFORCEMENT - Collision 000 003430 000 r O 00 dt osr aiwarenesa, dvtiver 301Katk n, athd CarsH'41 ':'444L, 44,9&w dT7 S Ids&,{1Q➢j S (4.603.377@ S 5.215
ADMINISTRATION - 9,ec4Rel, 000'' 1, p,,,,,rag, irntoroka0341.rry.. peke a non„gramxzrt, er000@ermy plena m. $ 2.343,334 9 (7440) S (0=3,0403et4 $ 4.$ INVESTI1A'IONS - Fallow up on violent tense, Follow upon felony teSso 'rimes eipanst children. Rang 41011ber4 00 1 14 03 011 n53t4t041, aadi Y2 r00000003000AEG L}E4"{ii, $ 2,S1'➢dCD4 5 1035001}4 $ 12,3049„t30B(, .............. S - 6.2.5 80457 .�.4, www A rvvvvvvvvv ..............81,2 0) $ rev RA TOTAL. POLICE DERARTIh9'.ENT BUDGET $ 1a581,a5A $ (1529,65X) $ 118,070,202) $ '$ (181yXait) '$ _ $ - $ 54:70 } 3
F t s
{ S } t„ }. U f 3 t': ( i k 4 c
1 Y .s �P
h �t5s�t» $4� utt;r!:.{',7,{,7,{, I:sro>.s��tn
Police K-3 Operation4 $ '1.11315 °} - $ 0434,3354 '$ 1153401 $ - 105 GRAND TOTAL POLICE KO DEPARTMENT BUDGET $ 435,043' $ - $ 1430.336) $ $ (5,000) $ $ "' $ _ 1-30 S t F F i �
1 1 4 t
5 } N S j R.

C0MMIJN1CATIOONVOIsPATCl4. ell's, 04o1oU;Nt ra.dicaaaSls,. 4ru1whines lines inhout. 5 3,✓7$,154 S $ C 757451$ 5 (05. Ti 5 _ENO
REC0RRS/FRONT COUNTS45620.6 Sp, lser es sfspsfilrepsto f:o, hecessisleteseses co me stlt5, $ 5013450 5 0,10,91A (135356.4., .,,.. " w, , , , , , , , , , , , , ,,,,,$ , .7w
Cf4MMUNITY SERVICE OFF1(ESTS (0503] COMMUNITY YOEAINTEER PROGRAM 04304 44015 PROGRAM - The 55U3 re depraved to bole pod ire officers by respond ing to. and invest(,gat Ins I000.00IMtinrity CO,for rename. Or elfasys police off trees to rental available to respond Solo Oren priority emergency calls and have more time. for 00 ,Jinn t rfo,000 ,eoE. 5 425,4;30 S $ 625,483¢ $ 5 5.35 GRAND TOTAL POLICE "SUPPORT DEPARYIAENT 018001? $ 3,8(0,4+0' $ (3,800) $ (3,u379705) $ - $` 033, 4 $ - $ (1.535,8851 $ " $ - 2Y_ri4 Y } t3 } i } . u.ttttltttttt .

FIR€PROTECTION - 1'h' 5 €ntlode.s operation of one fire,511400 and 031414unding of personnel for a second fire irt0 to provide re 400 arpeSel tee within the C+ t. 5 15,09'1,052 '$ - 5 3,508,735 $ 33,'265 $ n.... 1 2 �..._h.�..l................

Mes ......................

TICAlR....__.

ML-Dif#4 RESPONSE •01+46 Pm., t4l.'.4°mn4x`fiPp pmPeenP?wfz 3uP31Ws6l9s ereirER+rr4 nrndM.ad aerwlc@§Wdxare tee ally limps, 5 13,124 S - S (15,524.2 5
MIDLAND WIRE TiROTECTIO @ AGREEMENT- This presides €0r se.Prago esir'E 5'tete 1 ke rm... lair, heeit04 sets, rrtuxtd 0t0f fe' f en xupp 53AGrs in xw 1d94n4 srwax w Its th4 C6IY r; of . e. .", - ... 111 .., '03401a2a rtes nsPF it it ®.n"ss. S X05, 323 S - 5 235128, S - EIRE P1EVENUONADEE4CE Or FIREMA10SN4A14- Th199frolodo ,0rw?o,0044na rite MdrS.h144 ₹o 00,,,e bb Or current fl re codes and here regatred paeeen3400 practises in place fart nave Ion 3013,00 and merst40(nun ees se, 3 0404 in or pOermo. This also provides for 4usineo 6453 0 0, 0rity 08 Caisain regarding fire se I'e(y best 44r"yg{eel frees 105,000, n Personnel.
:,,.. .

FIRE EXPLORER PROGRAM -'This erchTra0 gives youth a tent lr000 exgrprt2nee 4R e.<Oai PS 00 433 4, and ph044108 5 .ekes to he 0 0,Oto351orral for01 50ter. S 24407,4 5 S (2Y.37:A) $ 043200 TOTAL lIRE OEFART138lo1' 800012 $ 18,261,330. $ (249,673) $ 41,344,0634 $ S - $ $ (042,204) $ sit F tr s' s
( }. F 4 f
. S f = 4 . ..a £. .,«;,.,. t„, +T ,,. �.,,�., ..S���E(„�, ,�✓£.,. t s.£, �..I.h tL U,... 1ua s.. ut.A.i. }t ,t,„.3...n F . .,,. ,s, ,.:, v t , ,..?,t ,; , }., at td:r,. 3 ,.w..,i fy }£vt; ,, rV ..s., x,.i _ .. - .. .. _„
PLAN% IiXAMNRING „Soon 401Ei�4n arm} approval of tiY}n G31004i0 plo'o Se 011010 CCrd4'r4olal10100 to sefeg00rdtfre ,. " puhlic heath,. safety, welfare and ameserbi I Sty' and to 04000e sane access to emergency ltrs:005310 dens. $ 500,456 $ (6469,134) $ (00,21!54 INSPECTIONS - &.Center 0000,1 04'400 f.ites to ensure Pompeian. of 4ir14"'aaed pP001 and codes to seleglaard the peters heel., welfare and oolr'osrblIrim. Oraeme,'ifk0 sa FR 3', '&'S &4a en2e150l10y @7.51101110'101,. $ 730,171 5 1740,009: 5 045 °PR'MITSPRCACE$54NIG- Facilitate the processing 0f4,44 Ong persni34 a.nd the v1 tlattlien.of devehspmeu4, perms and 'mmar,. roviu o loos. S 4003.1.5 S 4210,3291 S 143„58fr2 2A4Y ...$
GRAND TOTAL. BUILDING AND' SAFETY OEPARTMENT BUDGET $ 1,594,150° $ (1,416,7041 $ 4232,045) $ - - S - $ - $ - 7-36

70 City of Beaumont Annual Budget 2026-2027
2026/27 BUDGET PROGRAMS LIST REVENUE
TRANSF ERIS"
Frown
Enterprise From Fund FTE
From CFDS Funds Balance Count
Taxes Gas Tax From
Cost of General Gov't from Fund Mist Grant/Donation
Program end Description Program User Fees Revenue 200 Revenue Revenue t.
�.. .,.vvaua-
fl fl fl fl fl fl fl fl fl, 41 i1 i1 f1 { k is 7
3 3 1 1 1 1 1 1 t 3 3 1 1 1 1 '} r
,aa�,aw�•., { k,.,w�uar�d,._,..5,,..�a�.�.., .,�. ._.,.,., .. a�'�„ � NSPECTION S)r2IG AtrRFi'Morm ANQ LOCATE IUSA� ^ P,00 Fr GCy torpE¢'ti,aay Or or obY't "oar a encrc,a+Phe erk and D5r5,ytrtFCi'1ot 04,u[mfl£S. Id proFroto Pries I'.4 so0000Cttbolo ensure protasis, ion of CfPy 365LY5 o'r tlor 30 Otfi3l d tro'rttOrr fJl' 100000.. 5 [7'2,'590 0 {119, 2'10) 5 paid -95N S it it it fl 414 141
}tt; .. . , Y.4,
f1 flf } t
,.1,., t.a.� ,F,z•,.ia,'�..,u...,, 1.z.,r�.S
S - 9
- 0=S50.
0000AL IMPROVEMENT PROJECTS -Oversee and implement City Colman approved Cies tor ubripu5 related trFrattrssMN pc j00,0 t^,,00.O,01 the City, irolueive of ,natter plan lever patella - $ 1,910,'314 $ L 60.013,9391 5 (4.10.107) 5
SAN
PERMITTING - process permits lot all work is dad,. City right of way to resddents, business owners a e50'.rasszors:
uNIe4Y•W,TI 557,300 S (Od, 33i7) S 05,117„'s&4}
�$ $
_.__.__.__.
$ - 5
....,_.... 3.005
- 2.000
WAN Cr0000SERVICES - 0rc0anenrtng plan tt o * o of 414 to raEVurtuxe evt�#ed fsians for or Itlrnsn¢rs# arttl "„ e0000€E'.too,(n¢Fusave a₹trartaous2ecitnr[;Ns'Ftidy rodeo (tnarti, hydrology server studies, etc. i 5 935;3.t't S 1400,1'101 5 000t,40) SOHO WASTE.. Poor3on and manage rec'ent'ly eppr orod 000 -Yves Flit/ wage ortrttfett wills "Wave M3nageme art_ [email protected] Caf-He,dln rerb.914rrmenl's. 01 5 ............ $$.90 m ........................`-^,,,, $ TOTAL Pi7etlfi WORK9 DEPARTMENT aDOBET
.
r
5 - 0.@
t t
F 9 { t t }
t
t
51`RtFIrT'Y R+PAVEMENT MANAGEMENT V RMA4-4 3'ik" Wis4m,sfdmU&ti-}reae. ei#V!uid2 pavement maraapermet andr'nainters'anoo prapranr{r^namterance etsttee'.p atoren drams, st,001Iig ss wedCrty. iefres'r ct r0 34,:55703 $ 157 &454' 0
_.G➢tANt7 TCitAL ffiTHiEEtl'MAINt'EN+4NCE DEPARTIMENT aDOGET $ 9p6s5,e7fi:1 $ _.._.._.._.._ ;._,_.._$.._ .._..¢_.._.., i5,966;4s4) _.._.._.._.., a.. $ (1915301 5
f3919,aQT)' 3
- 12.01
..12 not
}
CUSTODIAL MAINTENANCE 003000toeing nation amd management of all Ply -Pained ` 0 F'to, Tart includes establishing a 030rCLOtFS a rt tract+ for rooting rnainrona,tce ssttet0000ei 3,00 terieibi Ian Of issues t9 enhance the €unr,Nnnallt,` c3 city fart litres- $ 1,019000 $ d0 ?Fg7 $ (0010,0000 S - $ l$,7$'3F $
_ 7.2
..a„•,...n—__.,.e-,,._.a.....,,,---saaaa,..,GRAND TOTAL CUSTODIAL MAFNTEN#ANCE AEPARTMONT 90080.70 J,_137S„.600 $ L3 B'11a1 ' .,..,,, ,vaaam ,esaa•_,..,,a,., $ ^......� '� 733
.,e
720
z
. t ,11111111 11111' 1111'
t tttc� t .t
t
2 -t,
}„
PARR MAINTENANCE Central coordination and Otanag0ntent or rna'mtainarty all city -boned parks. This includes removal Cf Ya{#ti or ott awned parks. $ 23730➢9 5 50,09)1 0 009 50.3 :U.0901 4.
$ (1,511,393
., ................lid,... .�__
$ (40x006005 $ {4,1101 5
. . . . .
�..,.....w_....e
- 9.90
.....____t . . . . . nY,nsutlpee to Crvmnswn 905 Trust 34W and Oral rt' 150 CY mtri lrutioh $ ,19,6'17 S - _
(2$1,441)
_
$ 47,045,0701 $ ii,6"Ta647)'$
- 2431.75
GRAND TotA4 FOR GENERAL FURO $ 75.44x,776. $ IR,�440. 3y $ I5T427,7QB) 3 11,766,t"u4f S 15692.4'7} 3 2026/27 BUDGET PROGRAMS LIST
. . .,m.^...................,.......................................................................................................................... ,,..............................

Program and Description
} {
Program and Description
a....._.__OLLECo._....sl cs... ...., ..... ... ...., .........._...,_..._......,..._.,..._.....,_ 4441 ^ GSOLLECTFONS,f4DNWEYNRCE ^ Caries wash4 Wd;ee rgileCt'sd {tyq+a Oprtteb atu1 l}g4,rteg4eR,7Ytoc•.gh to id Rtgi amid piping to tFtm OnaktreaatorPedigo et for I lip Cost of
Program
Cost of
Program
5 1.051,405

REVENUE

TRANSFERS
Taxes/ Gas Tax
General Gov't from Fund
User Fees Revenue 200
General Gov i from Fund
Rates Collected Revenue 200
...................._......_.._. ....,.........._.., .._..........,.._._....,_., 5 {1,841„4051
From
Mist Grant/Donation
Revenue Revenue From CFOs
Mist Grant/f7Gnation
Revenue Revenue From CFOs
...._,_.__, _....__........,,
From
4050^ TREATMENT NANT- treatment Ot sarirt'u,FXer to ir0000000'lb/federal regale ttors9 $ $.765309
S
{a,4(00.000j
0 f₹00.0397
5 5
9-75
4000- PRE-TREATMENT - Permitting and monitoring of orsch0r0ere to the sewer system tt, protect 000 treatment platti mnd oomsufg rpgulaLgfl cord[5(iant0
4000 • MANE LINE MAINTEN000c0 MN'nR,'V a4u;e elf 3d Ive Y e+, Otto :ake,ai 4&5n-RGCxCIEqWATfN-preYCuctamaci'r�cyiled+water
S 3190 004 's
(1 805,712
(1 190 034),,.

$
S
2,45
TRANSFERS OUT DEBT SERVICE PAYMENTS/Capital ₹igertse3
$ 5,10,0,490
$
{5,902,430)
OM000TOTAE4VASTE0TJATEBBeOGET
L.,
$ 107BL 333
.
$ 96,019344, $
.. .
$ -
$ .161939
$ $ -
$ -
$ -

17.00 Program and Description
Cost of
Program
Taxes/ Gas Tax
General Gov't from Fund
Fares sRR[acted Revenue 200
Anise
Revenue
From
Grant/Donation From CODs
Revenue
From
Enterprise
Funds
From Fund
Balance
FTE
Count
Tuned C1pt44004c
5 4 000744
5 (100 i t5)
0 (111.0iO4i
5 39,074.0055
$ -

20.00 GRAND TOTAL TRANSIT BUDGET
$ 3,x,744
$
1510,7701 $
$
$ )111004)
$ )3,e7s,Bo5) $ w
$ -
$ -
26,95
.
_
V
Grand Total 0104 PTE Omit
lease

71 City of Beaumont Annual Budget 2026-2027
Fund Summaries
Fund Balance Impacts and Policy Review
General Fund — To ensure business continuity, the fund balance needs to be monitored and determined to be in compliance with the City's overall fund balance policy. Below is a calculation to determine that the estimated fund balance in the General Fund is in compliance with the City's policies. The available fund balance is reviewed with the completion of the City's Annual Comprehensive Financial Report and discussed with the City Council. Due to the potential for adjustments from the audit, this amount can potentially change but still provides staff with guidance on policy compliance.

Estimated Fund Balance
Working Cash Flow Reserves
Budget Stabilization Reserve
Emergency Disaster Reserve
Estimated Available Fund Balance
Working Cash Flow Reserve Calculation
General Fund FY27 Operating Budget
Policy
Reserve Requirement
$38,549,197
$12,089,981
$ 5,000,000
$ 1,000,000
$20,459,216
$75,562,383
$ ,2,089,981
16%
The use of additional fund balance has not been identified in the FY2026-2027 budget.

Wastewater Fund — To ensure the Wastewater Treatment Plant operations are not disturbed, compliance with the reserve policy is essential. Revenues for service are billed in arears and therefore working cash flow reserves are essential for daily operations. Below is the calculation of the estimated ending fund balance to determine compliance with the planned FY2026-2027 budget.

Estimated Fund Balance $7,598,498
Reserve Requirement $4,195,321
Estimated Available Fund Balance $3,403,177
Wastewater Reserve Requirement Calculation
Wastewater FY27 Revenue Budget $16,781,283
Policy
Reserve Requirement
25%
$ 4,195,321

72 City of Beaumont Annual Budget 2026-2027
General Fund
GENERAL. FUND
Accounts for resources
traditionally associated with
government which are not
required to be accounted for
in another fund.

The City of Beaumont is entering Fiscal
Year 2027 with a conservative financial
outlook. According to the latest
projections, total revenues are expected
to reach $75.6 million, reflecting a 4.4%
increase over the FY2026 budget. At the
same time, budgeted expenditure is
projected to rise 4.9%, or $3.5 million,
totaling approximately $75.6 million.

The FY 2027 General Fund Budget
reflets a structurally balance financial
plan, with ongoing revenues supporting
The General Fund is the City's primary operating fund and supports a broad range of essential municipal services, including public safety, parks and recreation, street maintenance, administration, finance, permitting, and code enforcement. It is classified as a major governmental fund and includes two components within the City's budget:
• General Fund: The core fund that supports day-to-day operations and services.
• Self -Insurance Fund: A committed fund established by the City Council to address claims and judgments arising from regular City operations.

All departments listed in the "City Departments" section of the budget book are funded through the General Fund, with the exception of Wastewater and Transit, which are classified as Enterprise Funds and operate separately.

The City Council retains broad authority over how General Fund resources are allocated. While some revenues transferred into the General Fund are restricted for specific purposes, the majority of General Fund revenues are discretionary and may be allocated by the Council in alignment with City priorities and community needs.
$©
$-20 M
$-40 M
$-6@ M
$-60 M

73 City of Beaumont Annual Budget 2026-2027
ongoing expenditures. This balance
approach demonstrates the City's
commitment to sound fiscal
management, long-term financial
sustainability, and the continued
delivery of essential services and
strategic investments.
$80
$60 M
J)
d
$40 M
$20 M
$0
$-1140 M
0 100 - GENERAL.. FUND • 12(➢ - SELF INSURANCE
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 100 - GIENERALL.... FUND • 120 - SELF INSURANCE
General Fund budgeted
expenses increased from
approximately $72.1 million
in FY 2025-2026 to $76.0
million in FY 2026-2027, an
increase of approximately
$3.6 million, or 4%. The
increase is primarily driven by
higher personnel costs, which
increased by approximately
$5.0 million, including
increased salaries, health
insurance, pension
contributions, and other
employee benefits. Public
Safety accounts for the largest
divisional increase, with
additional funding for Police,
Police Support, and Fire
services, while Community
Services also increases due in
part to higher building
maintenance, parks, and
recreation costs. These
increases are partially offset
by reductions in transfers,
capital improvement
spending, non -departmental
expenses, and selected
Community Development and
Public Works expenditures.

The Self Insurance Fund will
transfer $437,659 to the

74 City of Beaumont Annual Budget 2026-2027
Capital Fund to support the
funding of parking lot
rehabilitation, utilizing self-
insurance resources for this
one-time capital investment.

Comprehensive Fund Summary - General Fund
2022-2023 FY 2023-3024 FY 2024-2025
Actual a Actual ® Actual
Fiscal
Beginning Fund Balance

48.048213 S 53.626216 N/A
2025-2026 FAY 2026-2027
:udgeta Budget el
45673.428 $
41,785.498 $
Revenues
Taxes
Licenses
Permits
Franchise Fees
Intergovernmental
Charges for Service
Fines and Forfeitures
Miscellaneous Revenues
Gain/Loss
Other Financing Sources
Cost Recovery
Transfers
Total Revenues
546,656,731
5378,398
55,226,732
53,253,677
S1,600,750
5196,127
52,335,429
(5222.„189)
S444,762
54,955,114
58,342,314
$73,167,846
548,419,016
5419,887
54,474,966
53,347,040
51,438,316
5216,123
52,844,835
51,385,394
;5153,706)
S 1,676,691
58,208,390
$72,276,952
556,950,681 550,143,017 553,229,485
5427,858 5450,000 5420,000
52,175,709 52,071,119 51,269,148
53,358,769 53,419,570 53,565,463
526,250
52,574,806 52,717,534 52,704,478
5268,169 S220,000 5193,000
54,205,079 52,535,593 52,478,077
5454,777
S1,589,325 S 1,623,468 S 1,629,030
S 1,210,006 51,103,297 51,029,390
57,028,831 58,118,211 59,106,653
$80,270,260 $72,401,809 $75,624,724
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
Total Expenditures
Total Revenues Less Expenditures
Ending Fund Balance
$23,975,093
$17,022,851
$3,077,005
$32,979,827
$77,055,776
($3,887,930)
$41,785,498
$27,876,198
$18,617,079
$4,098,549
$15,422,411
$66,014,236
$6,262,715
$48,048,213
$29,181,116 $37,760,112 $42,295,862
$23,936,595 $30,234,178 $30,448,436
$2,522,152 $3,450,872 $2,667,085
$19,052,393 $670,000 $650,000
$74,692,257 $72,115,162 $76,062,383
$5,578,003 $286,647 ($437,659)
$53,625,216 $53,912,863 N/A

75 City of Beaumont Annual Budget 2026-2027
Special Revenue Fund

SPECIAL REVENUE FUND
Accounts for specific revenues
that are legally restricted
to expenditures for
particular purposes
Special Fund revenues are
budgeted at approximately
$18.4 million for FY 2026-27,
a decrease of about $387k, or
2%, compared with the $18.7
million FY 2025-26 budget.

The decline is primarily due to
lower anticipated
reimbursable grant revenue
and reduced development -
Special Revenue Funds are used to account for revenues that are legally restricted or committed for specific purposes. These funds ensure that resources received for designated programs or activities are properly segregated and spent in accordance with their intended use.

The City of Beaumont maintains several types of Special Revenue Funds, including the following:

Community Facilities District (CFD) Funds
These funds account for annual special tax assessments within CFD districts.

Revenues are used for the construction and maintenance of off -site infrastructure improvements, as well as funding the annual costs of public services and administrative functions tied to the CFDs.

Development Impact Fee (DIF) Funds
These funds track the collection and use of mitigation fees paid by developers.

The fees are restricted for use on specific capital projects that support growth, such as streets, public facilities, and parks.

Gas Tax Funds
Revenues from state -distributed gas taxes are accounted for separately and must be used exclusively for street and road maintenance, construction, and related transportation infrastructure.

Other Special Revenue Funds
This category includes funds established to manage restricted revenues from grants, donations, or other special-purpose funding sources. $30 M
$20 M
To
$10 M
$0
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 200 - HIGHWAY USERS TAX (Gas)

76 City of Beaumont Annual Budget 2026-2027
related revenues, partially
offset by increased
Community Facilities District
assessments, transportation
funding, and investment
earnings.
$0
0 $-25M
> $-5© M
201 - STATE - SB1 FUNIDING
202 - SALES TAX - MEASURE A
205 - MOTOR VEHICLE SUBVENTION (AB2766-AOMD)
- PUBLIC, EDUCATIONAL, GOVT (PEG)
- GRANTS S (REIMBURSABLE)
220 - CITIZEN OPTION PUBLIC SAFETY (COPS)
225 ASSET SEIZURES (STATE)
230 _ ASSET SEIZURES (FEDERAL)
240 - OTHER RESTRICTED FUNDS
1/4
200 - HIGHWAY USERS TAX (Gas)
201 _ STATE - SB1 FUNDING
202 - SALES TAX - MEASURE A
205 - MOTOR VEHICLE SUBVENTION (AB2766-AOMD)
210 PUBLIC, EDUCATIONAL, GOVT (PEG)
2I5 GRANTS (REIMBURSABLE)
220 - CITIZEN OPTION PUBLIC SAFETY (COPS)
225 ASSET SEIZURES (STATE)
230 -ASSET SEIZURES (FEDERAL)
240 OTHER RESTRICTED FUNDS
Ilk En r' rn,crnur-r / nirnt ninnnuni
�rnme�on c
The FY 2026-27 Special Funds
expenditure budget totals
approximately $17.0 million, a decrease
of $685k, or 3.8%, compared with the
FY 2025-26 budget of approximately
$17.7 million. The decrease is primarily
related to the timing and completion of
capital projects, including a significant
reduction in the Road and Bridge
Development Fund.

77 City of Beaumont Annual Budget 2026-2027
Beginning Fund Balance
1/4
Comprehensive Fund Summary Special Fund
2022-2023 FY 2023-2024
Actual a Actual a
2024-2025 FY 2025-2026 FY 2026-2027
Actual 0 Budget a Budget
17,802 093 $

27.079438 $
37,486,897 $
39,405,939 N/A
Revenues
Taxes
Licenses
Permits
Franchise Fees
Intergovernmental
Charges for Service
Federal Asset Seizure
Miscellaneous Revenues
Debt Service
Other Financing. Sources
Cost Recovery
Transfers
Total Revenues
S2,285,948
S3,054
S2,472,465
S9,402,837
S944
S1,229,422
S6,775,370
S1,320,100
$23,490,140
S2,620,612
S10„165
S2,990,444
515,726,373
S2,428,858
S7,612,946
S2,034,539
$33,423,936
S2,563,711
S3,901
S9,908
S4,537,550
S6,012,780
S2,457,946
S400
S8,281,064
5669,920
$24,537,178
S2,512,250 S2,781,394
S4,086 S4,086
521,123 511,200
S1,789,268 S2,030,269
S3,817,702 S3,833,704
51,935,091 S685,463
58,690,637
S9,036,768
$18,770,157 $18,382,884
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
Total Expenditures
Total Revenues Less Expenditures
Ending Fund Balance
$707,497
$173,008
$13,332,290
$14,212,795
$9,277,345
27,079,438
$515,594
$86,819
$22,314,065
$23,016,478
$10,407,459
$ 37,485,897
$200352
$589,920
$801,491
$21,025,374
$22,618,136
$1,919,042
$ 39,40.5,939
$190,844 -
$517,032 $535,208
$16,926,273 $16,513,595
$17,734,149 $17,048,804
$1,036,008 $1,334,080
$ 40,441,947 N/A

78 City of Beaumont Annual Budget 2026-2027
Capital Projects Fund
CAPITAL p R ,JECT,S F ND
Accounts for financial
resources used for the
acquisition or construction
of major capital facilities
and infrastructure.

Capital Project Fund revenues
are budgeted at
approximately $8.8 million
for FY 2026-27, a decrease of
approximately $8.1 million,
or 47.7%, compared with the
$16.8 million FY 2025-26
budget. The reduction is
primarily due to a $3.1
million decrease in transfers
in, and elimination of a one-
time $5.0 million general
fund transfer.

Capital Projects Funds are a type of governmental fund used to account for financial resources dedicated to the design, construction, and improvement of the City's capital infrastructure. These funds ensure that revenues allocated for long-term capital investments are managed separately from operating funds.

The City of Beaumont utilizes the following Capital Projects Funds:

General Capital Projects Fund
This fund is used to manage all capital project expenditures citywide. Revenues from various appropriated funding sources —such as grants, development impact fees, or interfund transfers —are deposited into this fund to support the costs associated with approved capital projects.

CFD Capital Projects Fund
This fund accounts for Pay -As -You -Go (PayGo) revenues and future facility assessments collected from Community Facilities Districts (CFDs). These funds are restricted to capital projects that serve the needs of the CFD areas and are aligned with the specific improvement plans and agreements established for each district.

Capital Projects Funds are a vital component of the City's long term investment strategy, supporting infrastructure improvements that enhance mobility, public safety, economic development, and quality of life for the community. $175 M
$150 M
$125 M
$10o M
$75 M
$50 M
$25 M

79 City of Beaumont Annual Budget 2026-2027
so
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 500 - GENERAL CAPITAL PROJECTS
w 510 - COMMUNITY FACILITIES DISTRICT (CFD) oo. CAPITAL FUND so
$-50 NI
$-200 M
5-250 M
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 500 - GENERAL CAPITAL PROJECTS
• 510 oo. COMMUNITY FACILITIES DISTRICT (CFD) oo. CAPITAL FUND Capital Project Fund
expenditures decreased from
approximately $15.8 million
in FY 2025-26 to $7.9 million
in FY 2026-27, a reduction of
approximately $7.9 million,
or 50%. The decrease is
primarily attributable to
substantially lower funding
for infrastructure
improvements.

80 City of Beaumont Annual Budget 2026-2027
Fiscal Yeas
Beginning Fund Balance
Revenues
Comprehensive Fund Summary - Capital Project Fund
022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 Fib 26-2027 Actual a Actual U Actual a Budget a Budget a
21,352,138 $
52,315932 $
63,674.367 $
72,198,680
NIA
Intergovernmental
Miscellaneous Revenues
Other Financing Sources
Transfers
Total Revenues
5248,658
5705,713
52,025,462
S37,744,633
$40,724,466
5554,482 5732,866
52,368,877 57,750,546
51,947,679 5669,994
S30,230,764 532,287,674
$35,101,803 $41,441,081
5E6,805,949
510,078,062
$16,884,011
5655,266
5264,859
S7,906,943
$8,827,068
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
Total Expenditures $9,770,672 $23,743,367 $32,916,768 $15,828,062 $7,906,943 Total Revenues Less Expenditures $30,953,794 $11,358,436 $8,524,313 $1,055,949 $920,125 Ending Fund Balance $ 52,315,932 $ 63,674,367 $ 72,198,680 $ 73,254,629 N/A $384,445 $1,055,859 $6,769,760 $500,000
$8,995,662 $21,505,899 $17,870,162 $14,578,062
$390,566 $1,181,609 $8,276,845 $750,000
$7,906,943

81 City of Beaumont Annual Budget 2026-2027
Internal Services Fund

INTERNAL SERVICES FUND
Accounts for goods or services
provided by one department
to other departments of the
City on a cost -reimbursement
basis.

Ad A
Internal Services Fund
revenues are budgeted at
approximately $2.64 million
for FY 2026-27, an increase of
$193,598, or 7.9%, compared
with approximately $2.44
million in FY 2025-26. The
increase is primarily due to
higher departmental billings,
which increased by $319,371,
partially offset by a $125,773
decrease in projected
investment earnings.

City operations rely on essential infrastructure such as buildings, vehicles, equipment, and information technology systems. The costs associated with replacing and maintaining these assets can fluctuate significantly from year to year, making it impractical to fund them solely through the annual operating budget.

To address this challenge, it is a best practice in municipal finance to utilize Internal Service Funds. These funds are established to accumulate resources over time, allowing the City to plan for and fund major capital expenditures in a predictable and sustainable manner. By distributing the cost of capital assets over their useful life, Internal Service Funds help to:
• Stabilize the budget by avoiding large, one-time expenditures • Ensure departments contribute proportionally to the assets they use • Promote long-term planning and asset lifecycle management This approach provides a more consistent and fiscally responsible method for funding essential infrastructure and capital needs across all City departments. $3 000 K
$2 500 K
$2 000 K
00 K
$1 000 K
$500 K
tzn

82 City of Beaumont Annual Budget 2026-2027
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 505 - EQUIPMENT REPLACEMENT • 600 - INTERNAL SERVICE FUND $0
$-2 M
$-4 M
$-6 M
$-8
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 505 - EQUIPMENT REPLACEMENT • 600 - INTERNAL. SERVICE FUND Internal Services Fund
expenditures are budgeted at
approximately $2.70 million
for FY 2026-27, an increase of
approximately $2.17 million,
or 238.8%, compared with
$524k in FY 2025-26. The
increase is primarily driven by
higher funding for vehicle
replacement, facility
improvements, equipment
replacement, and information
technology equipment, along
with new contractual services
costs.

83 City of Beaumont Annual Budget 2026-2027
Beginning Fund Balance
Comprehensive Fund Summary - Internal Services Fund
2022-2023 X 2023-2024 ' 024-2025
Actual 5 Actual a Actual

20.25-2026 FY 2026-20.27
� a Budget a
Revenues
Charges for Service
Miscellaneous Revenues
Other Financing Sources
Total Revenues
7,460.856 $
S1,143,578
S146,727
$1,290,305

8.359,175 $
51,814,483
S278,797
514,740
$2,108,020
9,719,887 $
51,585,017
S296,582
510,355
$1,891,954
10,651,218
S2,243,147
S199,538
$2,442,685
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
Total Expenditures $391,985 $747,308 $960,623 $524,276 $2,695,018 Total Revenues Less Expenditures $898,320 $1„360,712 $931,331 $1,918,409 S58,735) Ending Fund Balance $ 8,3.59475 $ 9,719,887 $ 10,651,218 $ 12,569,527 N/A $325,466
$66,519
$603,906
$143,402
$836,952
$123,671
$524,276
N/A
52,562,518
S73,765
$ 2,636,283
$598,637
$2,096,381

84 City of Beaumont Annual Budget 2026-2027
Fiduciary Funds

FIDUCIARY FUNDS
Accounts for resources held by
the City in a trustee or agency
capacity for individuals, private
organizations, or other
governments,
Fiduciary Fund revenues are
budgeted at approximately
$21.5 million for FY 2026-27,
a decrease of approximately
$679k, or 3.1%, compared
with $22.2 million in FY 2025-

26. The decrease is primarily
attributable to lower
Community Facilities District
allocated assessment
revenue, partially offset by a
Fiduciary Funds are used to account for assets that the City holds in a trustee or custodial capacity on behalf of others. These funds are not available for City operations, as they must be used solely for the benefit of the external parties for whom the funds are held. Fiduciary Funds are reported using the full accrual basis of accounting.

The City of Beaumont manages two types of Fiduciary Funds:
• Community Facilities District (CFD) Agency Fund - This fund accounts for the collection of special tax assessments from property owners within designated districts. The funds are then disbursed to bondholders in accordance with debt service schedules. The City acts solely as an agent in this process and has no discretion over the use of these funds. • Private -Purpose Trust Fund - This fund was established to account for donations and funds held by the City on behalf of individuals, developers, private organizations, and other governmental agencies. It also included the activities of the Successor Agency to the dissolved Beaumont Redevelopment Agency. Although the Successor Agency Fund was officially dissolved in FY 2023, it is presented in the City's financial reports for historical reference.

Fiduciary Funds provide accountability and transparency for resources that the City manages on behalf of others, ensuring that those funds are properly segregated and administered according to their legal or contractual requirements.
$25 M
$20 M
$15 M

85 City of Beaumont Annual Budget 2026-2027
small increase in Evidence
Fund investment earnings.
$0
$-10 M
$i5 M
$-20 M
$-25 M
$5 M
$0
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 840 - COMMUNITY FACILITIES DISTRICT (CFD) - BOND MGMT O 860 - EVIDENCE FY 2022-2023 FY 202.3-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 O 840 - COMMUNITY FACILITIES DISTRICT (CFD) - BOND MGMT O 860 - EVIDENCE Fiduciary Fund expenditures
are budgeted at
approximately $20.8 million
for FY 2026-27, a decrease of
approximately $382k or 1.8%,
compared with $21.1 million
in FY 2025-26. The reduction
is primarily due to lower CFD
debt service costs, partially
offset by a modest increase in
budgeted interest and penalty
expenses.

86 City of Beaumont Annual Budget 2026-2027
Beginning Fund Balance
Comprehensive Fund Summary Fiduciary Fund
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 6-202
Actual a Actual a Actual a Budget a Budget a
$ (220,427,137.18) $ (202,820 145 37) S (205,319.063.45) S (211.309.877 68) N/A
Revenues.

Charges for Service
Fines and Forfeitures
Miscellaneous Revenues
Gain/Loss
Other Financing Sources
Cost Recovery
Transfers
S550
$374,816
529,599,894
$18,430
51,336,372
$22,544,302
9,600)
51,333,092
S22,632,575
S6,329,280
5927
$22,203,976 $21,524,167
Total Revenues
$29,975,260
$23,899,104
$30,275,348
$22,203,976
$21,525,094
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
$9,895,076
$2,468,474
$8,731,006
$17,667,015
$9,031,939
$27,234,222
$9,135,092
$11,999,716
$9,244,062
$11,509,091
Total Expenditures
Total Revenues Less Expenditures
Ending Fund Balance
$12,363,551 $26,398,022 $36,266,162 $21,134,808
$17,611,710 (S2,498,918) (55,990,814) $1,069,168
$ ((202,815,427.57) $ (205,319,063.45) $ (211,309,877.68) $ (210,240,709.68) $20,753,153
$771,941
N/A

87 City of Beaumont Annual Budget 2026-2027
Debt Service Funds
'T SE IC
Accounts for the accumulation
of resources for, and the
ment of general long-term
debt principal and interest
The City of Beaumont maintains several dedicated Debt Service Funds to manage the financing and refinancing of long-term obligations. These funds support the City's commitment to fiscal transparency, structured debt management, and strategic capital Investment.

Purpose and Function
Debt service funds are authorized and utilized to:
• Acquire bonds, notes, or other financial obligations issued by or on behalf of the City.
• Make loans to the City for infrastructure projects and other legally authorized purposes.
• Refinance existing debt to obtain more favorable interest rates or improve cash flow through restructuring.

These funds serve as fiscal agents for:
• Beaumont Financing Authority (BFA)
• Beaumont Public Improvement Authority (BPIA)
• Other lease -revenue and debt -financed obligations with a legal or budgetary tie to the City.

Benefits of Structured Debt Funds
By centralizing long-term obligations within designated debt service funds, the City is able to:
• Track debt -related revenues and expenditures separately from operating budgets.
• Ensure legal compliance, especially in relation to bond covenants and reporting requirements.
• Provide clear visibility to the public, rating agencies, and investors on the City's financial commitments.
• Support critical infrastructure and community investment without disrupting operational funding.

88 City of Beaumont Annual Budget 2026-2027
Debt Service Fund revenues
are budgeted at
approximately $6.4 million
for FY 2026-27, an increase of
about $224k, or 3.1%,
compared with $6.2 million in
FY 2025-26. The increase
reflects higher principal
receipts and other financing
sources in the Beaumont
Public Improvement
Authority Fund, offset by the
elimination of budgeted
revenues in the Beaumont
Financing Authority Fund.
$0
$-2 M

2. $-4 M
$-6 M
$-8 M
$8 M
$6 M
4M
$2 M
$0
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 350 - BEAUMONT FINANCING AUTHORITY (CFD)
• 855 - BEAUMONT PUBLIC IMPROVEMENT AUTHORITY
FY 2022-2023 FY 202.3-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 850 - BEAUMONT FINANCING AUTHORITY (CFD)
• 855 - BEAUMONT PUBLIC IMPROVEMENT AUTHORITY
Debt Service Fund
expenditures are budgeted at
approximately $6.4 million
for FY 2026-27, an increase of
about $224K or 3.6%,
compared with $6.2 million in
FY 2025-26. The increase is
primarily attributable to
higher debt service and
interest costs in the
Beaumont Public
Improvement Authority Fund,
partially offset by the removal
of budgeted expenditures
from the Beaumont Financing
Authority Fund.

89 City of Beaumont Annual Budget 2026-2027
Comprehensive Fund Summary - Debt Service Funds
2:022-2023 FY 2O23 -2O24 FY 2024-2025 FT 20 -2026
Fib Year ® Actual a Actual a Awl a Budget .'
6-2027
u dget
Beginning Fund Balance

80.461.642
83,730,860 $

71.038,997 $
67, 374,843
N/A
Revenues
Interest- CFD Payments
Miscellaneous Revenues
Other Financing. Sources
Transfers
S2,G28,707
S133,985
S8,438,742
536,733,778
S2,326,717
S178,697
LbC)i fs 5 i t)
52,286,320
S300,000
S6,203,618
S6,427,205
Total Revenues
$47,935,212
($6,397,121)
$2,586,320
$6,203,618
$6,427,205
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
Total Expenditures
Total Revenues Less Expenditures
Ending Fund Balance
$2,522,657
$5,409,559
$36,733,778
$44,665,994 $6,294,743
$3,269,218 ($12,691,863)
83,730,860 $ 71,033,997 $
$2,319,143
$3,975,600
$2,215,474
$4,035,040
$6,250,474
($3,664,154)
67,374,843 $
$2,083,618
$4420,000
$6,203,618
67,374,843
$2,417,205
$4,010,004
$6,427,205
N/A

90 City of Beaumont Annual Budget 2026-2027
Enterprise Funds

ENTERPRISE FUNDS
Accounts for operations that
are financed and operated :in
a manner similar to private
business enterprises.

Enterprise Fund revenues are
budgeted at approximately
$34.6 million in the FY 2026-
27, an increase of about
$715k, or 2.1%, compared
with $33.8 million in FY 2025-

26. The increase is primarily
due to an increase in Article 4
funding for the transit fund.

Enterprise Funds, also known as Proprietary Funds, are used to account for activities that operate similarly to private businesses —where fees are charged to external users for goods or services. These funds are reported using the full accrual basis of accounting, which includes all revenues earned and expenses incurred, regardless of when cash is exchanged. The City of Beaumont maintains two Enterprise Funds:
• Wastewater Fund - This fund supports the operations, maintenance, and capital improvements to the City's sewer system. Revenues are derived from sewer service charges and sewer facility connection fees. These funds are used to ensure the safe and efficient disposal of wastewater and to nance the construction of new outlet sewers as the City grows.
• Transit Fund - The Transit Fund accounts for the financial operations of Beaumont Transit, including both fixed -route and dial -a -ride services. It reflects the cost of providing public transportation services and the revenues generated through fares, grants, and service agreements.

Enterprise Funds help ensure that the true cost of delivering these services is measured and that user fees are appropriately aligned with operational and capital needs. $80 M
$60 M
$40 IM
$20 M
$6
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 564 - RECYCLED WATER DEVELOPMENT
• 700 - WASTEWATER FUND
• 705 WASTEWATER DEVELOPMENT
• 710 WASTEWATER CAPITAL PROJECTS
750 - TRANSIT FUND
7F _ TPANICIT r- RRR C='N 4nl�i

91 City of Beaumont Annual Budget 2026-2027
760 - TRANSIT CAPITAL PROJECTS
SO
5-25 M
5-50 M
5-75 M
■
•
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 • 564 - RECYCLED WATER DEVELOPMENT
• 700 - WASTEWATER FUND
• 705 - WASTEWATER DEVELOPMENT"
• 710 WASTEWATER CAPITAL PROJECTS
750 - TRANSIT FUND
• 755 - TRANSIT GASB68 FUND
• 760 - TRANSIT CAPITAL. PROJECTS
Enterprise Fund expenditures
are budgeted at
approximately $31.6 million
for FY 2026-27, a decrease of
approximately $1.7 million,
or 5.2%, compared with
$33.3 million in FY 2025-26.

The reduction primarily
reflects lower planned capital
project spending, partially
offset by changes in
wastewater operations,
transit services, personnel,
equipment, and other
operating costs.

92 City of Beaumont Annual Budget 2026-2027
Beginning Fund Balance
Comprehensive Fund Summary - Enterprise Funds
2022-2023
Actual -
2023-2024 FY 2024- 62.5
Aral a Actual
O2:
udget
2026-2027
Budget
144.254 730 $
127506.684 $
128,627,928 S
132J00 828
N/A
Revenues.

Taxes
Fines and Forfeitures
Intergovernmental
Charges for Service
Cost Recovery
Miscellaneous Revenues
Proprietary Revenues
Other Financing Sources
Gain/Loss on Sale of Assets
Transfers
Total Revenues
S160,667
S2,755,874
S4;558,542
S12„0,55
52,168,066
513,340,084
$23,767
2 3 0 04,,970)
S9,787,747
$9,901,931
S169,000
518,432
S5,358,016
52,809,549
S8,604
51,148,370
513,594,597
S45,672
S9,188,324
$32,340,564
S199,000
S85,500
S7,666,502
S1,898„702
S172,164
S",512,318
515, 270,453
S71,980
510,851,278
$38,727,899
8'206,123
S3,627,530
S2,428,776
S8,053
5690,367
S16,139,629
51,585,638
S9,202,903
$33,889,019
S245,423
S7,728,836
S2,321,155
S357,169
S16,738,079
S100,360
S7,112,745
$34,603,768
Expenditures
Personnel Expenses
Operating Expenses
Capital Costs
Other Financing
Total Expenditures
Total Revenues Less Expenditures
Ending Fund Balance
$3,439,726
$14,775,999
$390,965
$8,043,288
$26,649,978
(V6,748,047)
$ 127,506,684 $
$4,771,588
$17,080,504
$148,192
$9,218,736
$31,219,320
$1,121,244
128,627,928
$4,975,513
$20,399,775
$298,886
$8,980,823
$34,654,999
$4,072,901
$ 132,700,828
S5,650,472
$11,594,605
$5,008,332
$11,002,223
$33,355,632
$533,387
$ 133,234,215
$5,352,453
$11,454,799
$4,742,337
$9,038,739
$31,598,338
$3,005,430
N/A

93 All Funds Summary provides a
comprehensive view of the
City's total financial activity
by combining all budgeted
funds into a single summary.

This includes revenues and
expenditures across every
fund category, offering a full
picture of the City's fiscal plan
for the year. The summary
includes the following fund
types:

City of Beaumont Annual Budget 2026-2027
All Funds Summary

GENERAL FUND

SAL REVENUE FUND
Accounts for specific
revenues that are legally.
retnoted to expenditures
for particular purposes.

DEBT SERVICE FUND
Accounts for the
cumulation of resources
for, and the payment of,
general long-term debt.
principal and interest.

Accounts for resources held
trre City irta trustee or
egency capacity for
notltiiduals„ private
atganiaztions, or other
ovamments.

Accounts for resources
traditionally associated'
with government which
are not required to be
accounted for in another fund..

Provides a consolidated
overview of all funds
to show the total
financial position
of the City.

INTERNAL SERVICES FUND
Accounts for goods or
services provided by one
department to other
departments of the City
on a cost -reimbursement
basis.

Together, these funds represent the entirety of the City's budgeted revenues and expenditures. The All Funds Summary is presented in various formats throughout the budget document to highlight different perspectives —such as by fund type, functional category, and department —to promote transparency and support informed decision -making.

94 City of Beaumont Annual Budget 2026-2027
All Fund Summary revenues
are budgeted at
approximately $168.0 million
for FY 2026-27, a decrease of
approximately $3.7 million,
or 2%, compared with $171.7
million in FY 2025-26. The
decrease is primarily
attributable to lower Capital
Project Fund and Enterprise
Fund revenues, partially
offset by increased General
Fund, Debt Service Fund, and
Internal Services Fund
revenues.
$400
$200 M
$0
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 100 GENERAL FUND
120 - SELF INSURANCE
200 - HIGHWAY USERS TAX (Gas)
201 - STATE - SB1 FUNDING
202 - SALES TAX - MEASURE A
205 -- MOTOR VEHICLE SUBVENTION (AF32766--AC)IMD)
X10 - PUBLIC, EDUCATIONAL, GOVT (PEG)
215 - GRANTS (REIMBURSABLE)
220 - CDTIZEN OPTION PUBLIC SAFETY (COPS)
225 - ASSET SEIZURES (STATE)
1/5

95 City of Beaumont Annual Budget 2026-2027
$0
$-200 M
in
00 M
$-600 M
1/5
FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 100 GENERAL FUND
120 SELF INSURANCE

2.00 - HIGHWAY USERS TAX (Gas)
201 - STATE _ SB1 FUNDING
202 - SALES TAX - MEASURE A
205 MOTOR VEHICLE SUBVENTION (AI32766-ACME)
210 - PUBLIC, EDUCATIONAL, GOVT (PEG)
215.. GRANTS (REIMBURSABLE)
220 - CITIZEN OPTION PUBLIC SAFETY (COPS)
-ASSET SEIZURES (STATE)
MA Cr C:6"R' C`Ir o"7 Irl
All Fund Summary
expenditures are budgeted at
approximately $162.5 million
for FY 2026-27, a decrease of
approximately $4.3 million,
or 2.5%, compared with
$166.8 million in FY 2025-26.

The reduction is primarily
driven by significantly lower
Capital Project Fund,
Enterprise Fund, and Special
Fund spending, partially
offset by higher General
Fund, Internal Services Fund,
and Debt Service Fund
expenditures.

96 City of Beaumont Annual Budget 2026-2027

97 City of Beaumont Annual Budget 2026-2027
FY2026-2027 Proposed vs pte. Budget- An Funds
Account Type
Fund: 100 - GENERAL FUND
Revenue
Expense
Fund: 120 - SELF INSURANCE
Revenue
Expense
Fund: 200 - HIGHWAY USERS TAX (Gas)
Revenue
Expense
Fund: 201 - STATE - SB1 FUNDING
Revenue
Expense
Fund: 202 - SALES TAX - MEASURE A
Revenue
Expense
Fund: 205 - MOTORVEHICLE SUBVENTION (AB2166-AQMD)
Revenue
Expense
Fund: 210 - PUBLIC. EDUCATIONAL, GOVT (PEG)
Revenue
Expense
Fund: 215 - GRANTS (REIMBURSABLE)
Revenue
Expense
Fund: 220 - CITIZEN OPTION PUBLIC SAFETY (COPS)
Revenue
Expense
Fund: 225 - ASSET SEIZURES (STATE)
Revenue
Expense
Fund: 230 - ASSET SEIZURES (FEDERAL)
Revenue
Expense
FY2 2 ,-2027 FY 2026-2027
Proposed Adopted
$ 76,381,183 75,562,383
75,048,880 75,562,383
332,223
62,341
-
62,341
500,000
62,341 (437,669)
1,766,453 1,766,464
- 1,766,464
1: 7 64.,..5.3.i
1,724,018 1,724,018
- 1,724,818
5 1,724,018
25,045 1,061,045
- 1,961,946
25,045
S
76,896
-
76,896
76,896 76,896
22,794 11,628
-
22,794 11,628
201,436
-
201,436
181,280
201,436 26,166
184,395 104,395
148,693 182,272
(36,298) (77,877)
1,672
-
1,672
1,672 1,672'
1,263
-
1,253
C0 1C'

98 City of Beaumont Annual Budget 2026-2027
Fund: 240 - OTHER RESTRICTED FUNDS
Revenue
Expense
Fund: 250 - COMMUNITY FAC DISTRICT ( FD) ) - ADMIN
Revenue
Expense
Fund: 255 - COMMUNITY FAC DISTRICT ( FD) ) - MAINT SERVICES Revenue
Expense
Fund: 268 - COMMUNITY FAC DISTRICT (CFD) - PUBLIC SAFETY Revenue
Expense
Fund: 500 - GENERAL CAPITAL PROJECTS
Revenue
Expense
102,007 5 138,195
38,507 182,740
63,588 (44,545)
1,420,429 1,420,429
5 1,420,429 1;426,429
-
18,923
-
5,479,665
5,470,665
18,923
8,077
-
2,179,151
2,179,151
S
5 Fund: 510 - COMMUNITY FACILITIES DISTRICT (CFD) - CAPITAL FUND Revenue
Expense
Fund: 558 - DEVELOPMENT IMPACT (MITIGATION)
Revenue
Expense
Fund: 552 - BASIC SERVICES, DEVELOPMENT
Revenue
Expense
Fund: 554 - GENERAL PLAN DEVELOPMENT
Revenue
Expense
Fund: 555 - RECREATIONAL FACILITIES DEVELOPMENT
Revenue
Expense
Fund: 556 - TRAFFIC IMPACT DEVELOPMENT
Revenue
Expense
8,077
614,313
614,313
8,521,256
7,906,943
614,313
40,953 305,812
-
5 S
40,953 305,812
76 76
76 76
134.036 5 134,036
- 5 1,430,000
134,036 (1,295,964)
12,441
-
12,441
12,441 12,441
396,836 396,836
-
S
396,836 396,836
12,213
-
12,213
300,000
12,213 5 (287,787)

99 City of Beaumont Annual Budget 2026-2027
at - r r DIu
Revenue
Expense
Fund: 558 - RAILROAD CROSSING DEVELOPMENT
Revenue
Expense
Fund: 559 - POLICE FACILITIES DEVELOPMENT
Revenue
Expense
Fund: 560 - FIRE STATION DEVELOP ,.

Revenue
Expense
ENT
Fund: 561 - TRANSPORTATION MITIGATION
Revenue
Expense
Fund: 562 - ROAD AND BRIDGE DEVELOPMENT
Revenue
Expense
Fund: 563 - STORM DRAIN DEVELOPMENT
Revenue
Expense
Fund: 564 - RECYCLED WATER DEVELOPMENT
Revenue
Expense
Fund: 565 - TRAILS DEVELOPMENT
Revenue
Expense
Fund: 566 - EM

ERGENCY PREPAREDNESS DEVELOPMENT
Revenue
Expense
Fund: 561 - COMMUNITY UNI PARK DEVELOPMENT
Revenue
Expense
Fund: 568 - REGINL PARK DEVELOPMENT
Revenue
Expense
Fund: 569 - NEI HB RHOO LO PARK DEVELOPMENT
726,661 5 726,661
-
726,661 5 726,661
24,858 5 24,858
- 91,160
24,888 5 (66,292)
360,468 360,468
-
360,468 5 366,468
160,778 160,778
160,778 5 160,778
1,2495526 1.249,526
- 5 658,850
1,249,525 5 690,676
136,766 136,766
- 5 200,000
136,766 5 (63,235)
202,981 202,981
-
202,981 5 202,981
187,591 187591
5 187,591 5 187,691
4,672
..
4,672
4,672 5 4,672
18,018
-
18,018
18,018 5 18,018
2557,656 257,565
-
257,555 5 257,566
18,710
-
18,710
18,710 5 18,710

100

City of Beaumont Annual Budget 2026-2027
Revenue
Expense
Fund: 6 - INTERNAL SERVICE FUND
Revenue
Expense
Fund: 700 - WASTEWATER FUND
Revenue
Expense
Fund: 705 - WASTEWATER DEVELOPMENT
Revenue
Expense
Fund: 710 - WASTEWATER CAPITAL PROJECTS
Revenue
Expense
Fund: 750 - T N SIT FUND
Revenue
Expense
Fund: 760 - TFtAN SIT CAPITAL PROJECTS
Revenue
Expense
- 200,750
321,473 5 120,723
2,636,283 2,636,283
2,695,018 2,695,018
(58,735) 5 (58,735)
16,781,283 16,781,283
16,781,283 16,781,283
-
5 2,483,730
5 756,907
1,726,823
22,012
22,012
3,908,744
3,816,744
5 5
5 5
2,483,730

1.150,307
1,333,423
7,134, 757
5,462,750
1,672.007
3,908,744
3,908,744
Fund: 840 - COMMUNITY FACILITIES DISTRICT ( FD) ) - BOND MGMT Revenue
Expense
Fund: 855 - BEAU NT PUBLIC IMPROVEMENT AUTHORITY
Revenue
Expense
Fund: 860 - EVIDENCE
Revenue
Expense
92,000
4,295,254
4,295,254
21,524,169 21,524,167
20,753,153 20,753,153
771,016 771,014
5 6,427,205 6,427,205
6,427,205 6,427,205
S
-
927
-
927
S
927 927
Report Surplus (Deficit)
11,703,289 $ 5,18.2

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City of Beaumont Annual Budget 2026-2027
City Departments
BtAA VIONT

DEPARTMENTS

CITY ELEVATED

ADMINISTRATION
City Council
Community
Development -
Planning
City Clerk.

Community Buflding &
Enhancement. Safety
Administration
Communications
0 ;a

COMMUNITY SERVICES
Community Custodial Parks and
Services Maintenance Grounds
Maintenance

PUBLIC WORKS
Street
Maintenance
tr,=
Sewer
Finance and
Budget
...DEVELOPMENT,:

Development
Co&ectian
Operations
I.T.

Risk and
Human Resources
cr
Legal
Police
Wpm

PUBLIC SAFETY
Animal Polk
Control Department
K-9
Fire
Transit Admin

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City of Beaumont Annual Budget 2026-2027
1050 - CITY COUNCIL
Department Overview
The City Council serves as the legislative and policy -making body of the City and is responsible for establishing the City's vision, goals, and priorities. The City Council adopts ordinances and resolutions, approves the annual operating and capital budgets, establishes municipal policies, appoints key officials, and provides oversight to ensure the effective delivery of public services. Through regular public meetings, strategic planning efforts, and community engagement, the City Council promotes transparency, accountability, fiscal stewardship, and responsive local government.

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105O - CITY COUNCIL FY 26/27

ORGANIZATIONAL CHART
Programs
Program 1: City Council
Program 2: Youth Council
Goals and Accomplishments
Program 1: City Council
Adopt a balanced annual operating and capital budget in accordance with statutory deadlines.

Conduct regular City Council meetings in compliance with applicable open meeting laws and City policies.

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City of Beaumont Annual Budget 2026-2027
Establish and monitor progress toward City Council goals and strategic priorities.

Maintain prudent fiscal oversight to support the City's long-term financial stability.

Encourage public participation and transparent decision -making through accessible meetings and communications.

Support collaborative relationships with residents, businesses, regional partners, and other governmental agencies.

Program 2: Youth Council
Serve as an advisory body to the City Council by identifying and discussing issues of interest and importance to local youth.

Provide opportunities for Youth Council members to develop leadership, communication, and civic engagement skills.

Encourage participation in community events, volunteer activities, and City -sponsored programs.

Establish annual goals and objectives that align with the Youth Council's mission and support City initiatives.

Foster an understanding of local government processes and promote positive relationships between youth and City officials.

Performance Metric
Program 1: City Council
Budget Adopted before 06/30/2026
Legislative Update Provided on a monthly basis
Quorum reached at all scheduled meetings
Program 2: Youth Council
Attendance at all regularly scheduled meetings
Update provided to City Council after every scheduled Youth Council meeting All Goals and Objectives set by Youth Council were completed.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$430.3K
Budget Year
FY 2026-2027
FY2027 Budget
$-430.3K
100% of total
FY2026 Budget
$-276.0K
100% of total
FY2025 Actual FY2025 Budget
$-351.6K -358.1K
100% of total 100% of total
FY2024 Actual FY2024 Budget
$-88,7K S -202.1K
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-500 K $-450 K $400 K $-350 K $4300 K $-250 K $-200 K $-150 K $100 K $ 50 $0 1050 CITY COUNCIL,

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City of Beaumont Annual Budget 2026-2027
1150 - CITY CLERK
Elaine Morgan
City Clerk
Department Overview
Nicole Wheelwright
Deputy City Clerk
The City Clerk's office provides a wide range of assistance, information and services to the public and staff. As the official, the City Clerk's office is responsible for ensuring the adherence to the California Elections Code, Political Reform Act, California Public Records Act, the Brown Act, and the regulations set forth by the Fair Political Practices Commission. The City Clerk's office is responsible for the City's elections, records, and maintenance thereof; updates to the Municipal Code, administering

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City of Beaumont Annual Budget 2026-2027
Programs
oaths of office, legal noticing, preparation of agendas and is the liaison between the public and the City's public records. It is the goal of the City Clerk's office to strengthen the relationship between the City and its constituents by way of communication and transparency.
1150 - CITY CLERK FY 26/27

ORGANIZATIONAL CHART
Program 1 Agenda Management -To prepare an agenda packet for each City legislative body. Ex.: City Council, Planning Commission, Financial and Audit Committee, Economic Development Committee Program 2 Records - Youth Council and any other body that meets Brown Act requirements; to maintain City records in an orderly and regulated manner to be accessible by staff and the public; Program 3 Elections - Administer the Municipal Election to establish City Council Members, City Treasurer and City Clerk

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City of Beaumont Annual Budget 2026-2027
Performance Measures
City Cterk Department
Performance Metrics- Measurable/Qu ntitiable
Program 1- Agen a1 m
Agenda Packets Produced
Program 2- Record Managern
Pubtic Records Requests
Program ram 3Election
Use City Hanes a Vote Center
arra
ent
Acutal
Data
FY23/24
3rd QRT
Acutal Data + 4th Projected
Data QTR Est. Goals
FY24/25 FY25/26 FY26/27
57 17
ND
61 471
ND
60 436
ND
0 450
ND
ND -No data
Goals and Accomplishments
City Record Scanning Project:

Completion of a 3 -year project of document imaging and archiving of city records. This project was initiated to digitize thousands of documents. Each document was digitized, indexed, boxed, then uploaded to Laserfiche for long-term retention and search capability. This project was key to preserving city records.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$685.7K
Budget Year
FY 2026-2027
FY2027 Budget
$-685.7K
100% of total
FY2026 Budget
$-587.0K
100% of total
FY2025 Actual FY2025 Budget
$-656.9K S -736.2K
100% of total 100% of total
FY2024 Actual FY2024 Budget
$-483AK S -570.9K
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-800 K $-700 K $-600 K $-500 K $-400 K $-300 K $-200 K $-100 K $0 1150 CITY CLERK

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City of Beaumont Annual Budget 2026-2027
1200 - ADMINISTRATION
Christopher Boatman
City Manager
Department Overview
The Administration Department has four programs that have been identified and rated by the City Council and the city's executive staff. They are all tied to the mission, vision, values and goals set by the City Council. These programs support core government functions, promote transparency, and foster regional collaboration.

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City of Beaumont Annual Budget 2026-2027
Programs
1200 - ADMINISTRATION FY 26/27

ORGANIZATIONAL CHART
Program 1- Fiscal Oversight, Strategic Planning and Administration - Review all audit materials
- Perform internal informal audits quarterly
- Formally adopt a strategic plan and review and monitor annually Program 2 - Customer Service
- Supervise audit of customer contacts
- Preform quarterly audits of work product - audit accounts - On -time utility billing
- Send additional notice prior to lien or property tax posting Program 3 - City Manager's Office - Intergovernmental Affairs - Attend/assign representation at local and neighboring intergovernmental meetings Program 4 - City Manager's Office - Grants and Legislative Review - Assess progress made on critical projects either through amount of funding received or support given

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City of Beaumont Annual Budget 2026-2027
- Maximize external funding opportunities to support City priorities by pursuing competitive grant resources, maintaining full compliance with grant requirements, and effectively administering awarded funds.

Program Performance Measures
Administration Department
Performance Metrics Measurable/Quantifiable
Program 1 -Fiscal Oversight
Review alt audit materials
Perform internal informal audits quarterly
Formally adopt a strategic plan and review and monitor annually Program 2- Customerervice
Supervise audit of customer contacts
Perform quarterly audits of work. products - audit accounts On -time utility billing
Send additional notice before lien or property tax posting Program 3- Into Affairs
Attend local and neighboring intergovernmental meetings Program 4- Legislative Reviewi
Assess the process made on critical projects, eitherthrough the amount of funding received or supportgiven.

Projected
Acutal Data Acutal Data Actual Data Goals
1'23/24 FY24/25 FY25/26 FY26/27
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Yes Yes Yes Yes
Goals and Accomplishments
Program 1: Fiscal Oversight, Strategic Planning & Administration — FY 2026/27 Focus During FY 2026/27, the Department will continue to promote fiscal sustainability through prudent financial oversight, implementation of Strategic Plan initiatives, and alignment of resources with City Council priorities. Efforts will focus on supporting the annual budget process, monitoring organizational performance, evaluating funding strategies, and enhancing operational efficiencies to ensure effective service delivery.

Program 2: Customer Service — FY 2026/27 Focus
During FY 2026/27, the Department will maintain its commitment to providing responsive, accurate, and efficient customer service to residents, businesses, and internal departments. Key efforts will include maintaining sewer billing operations, improving access to information, streamlining processes, and identifying opportunities to enhance service delivery and public engagement.

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City of Beaumont Annual Budget 2026-2027
Program 3: City Manager's Office — Intergovernmental Affairs — FY 2026/27 Focus During FY 2026/27, staff will continue to strengthen partnerships with federal, state, regional, and local agencies to advance City priorities, secure resources, and support compliance efforts. Focus areas will include transportation initiatives, emergency management planning, housing programs, fire service coordination, economic development activities, and participation in regional advocacy efforts.

Program 4: City Manager's Office — Legislative Review and Grants Administration — FY 2026/27 Focus During FY 2026/27, the City Manager's Office will continue monitoring legislative activity, assessing potential impacts to City operations, and coordinating implementation efforts to support informed decision -making and regulatory compliance. Staff will also centralize grant administration activities by pursuing external funding opportunities, strengthening grant development practices, maintaining compliance requirements, and maximizing available resources to support Citywide programs, infrastructure projects, and community initiatives.

Program 1: Fiscal Oversight, Strategic Planning & Administration — FY 2025/26 Accomplishments During FY 2025/26, the City Manager's Office continued to support the City's long-term fiscal stability through coordinated budget development, financial monitoring, and implementation of strategic initiatives aligned with City Council priorities.

Staff assisted in the preparation and administration of the annual operating and capital budgets, monitored expenditures and revenues throughout the fiscal year, and evaluated funding opportunities and resource allocation strategies to maximize organizational effectiveness. The City also continued implementation and performance tracking efforts associated with the Strategic Plan through Envisio, supporting departmental accountability, measurable outcomes, and transparent reporting of organizational progress. In addition, staff coordinated special projects, conducted operational analyses, and provided executive -level support to advance Council -directed initiatives and enhance organizational efficiency.

Program 2: Customer Service — FY 2025/26 Accomplishments During FY 2025/26, the City Manager's Office maintained a strong commitment to providing responsive and effective customer service to residents, businesses, elected officials, and internal departments. Staff continued administration of sewer billing operations, coordinated responses to constituent inquiries, and served as a central point of contact for complex community concerns requiring interdepartmental collaboration. Efforts were undertaken to improve access to information, streamline internal processes, and support communication initiatives designed to enhance transparency and public engagement. Through timely issue resolution and cross -departmental coordination, staff worked to ensure residents received efficient and professional service while maintaining high standards of customer satisfaction.

Program 3: City Manager's Office — Intergovernmental Affairs — FY 2025/26 Accomplishments During FY 2025/26, the City Manager's Office strengthened relationships with federal, state, regional, and local partners to advance key City priorities and leverage external resources. Staff coordinated legislative advocacy efforts, participated in regional meetings and committees, and worked collaboratively with partner agencies on transportation planning, housing initiatives, emergency management preparedness, economic development activities, and fire service coordination. Significant

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City of Beaumont Annual Budget 2026-2027
efforts included advancing updates to emergency management planning documents, supporting wildfire resilience initiatives, coordinating transit -related activities, and engaging with regional stakeholders to promote projects that support economic growth and infrastructure investment. These collaborative efforts enhanced the City's ability to address emerging challenges while positioning Beaumont to capitalize on future opportunities.

Program 4: City Manager's Office — Legislative Review and Grants Administration — FY 2025/26 Accomplishments During FY 2025/26, the City Manager's Office expanded its role in legislative monitoring and centralized grant administration activities to support informed decision -making and maximize external funding opportunities. Staff tracked and analyzed state and federal legislation affecting municipal operations, prepared legislative updates for City Council consideration, and coordinated implementation efforts to maintain regulatory compliance. Grant administration efforts included identifying funding opportunities, preparing and submitting grant applications, overseeing grant compliance requirements, and coordinating interdepartmental efforts to secure funding for public safety, transportation, parks, emergency preparedness, and community development initiatives. The City also achieved placement on the Fire Risk Reduction Community List, enhancing eligibility for wildfire mitigation funding and demonstrating Beaumont's commitment to proactive emergency preparedness and community resilience.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$23M
Budget Year
FY 2026-2027
FY2027 Budget
$-2.3M
100% of total
FY2026 Budget
$-2.1M
100% of total
FY2025 Actual FY2025 Budget
-' 3M S -1.4M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-1.1 M S -2.6M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-3 000 Il( $-2 500 K $m2 000 K $m'1 500 K $-1 000 K $-500 K $0 1200 ADMINOSTfRATI©N

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City of Beaumont Annual Budget 2026-2027
1210 - COMMUNICATIONS
Julie Van Hook
PubLic Fnformation Officer
Department Overview
The City of Beaumont Communications Division serves as the central hub for internal and external communication, ensuring residents, businesses, media, and City staff receive clear, timely, and accurate information about City services, initiatives, and priorities. The division supports transparency and public trust by managing the City's official messaging, branding, and public information efforts across multiple platforms, including the City website, social media channels, press releases, newsletters, and public outreach campaigns.

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City of Beaumont Annual Budget 2026-2027
1210 - COMMUNICATIONS FY 26/27

ORGANIZATIONAL CHART

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City of Beaumont Annual Budget 2026-2027
Programs
Program #1 — Public Information ($106,526). This program supports the City's core communications and day-to-day public information services. With a focus on ongoing public information delivery, digital communications infrastructure, and internal support for Citywide messaging.

Program #2 — Special Projects ($241,647). This program funds larger, project -based communications initiatives that support City priorities, particularly economic development and major initiatives. With a focus on: High -impact marketing, economic development communications, and large-scale or one-time strategic initiatives.

Program #3 — Special Events ($108,100). This program supports the planning, promotion, and execution of City -hosted events and public celebrations. With a focus on: City events such as ceremonies, community celebrations, and public engagement events.

Program Performance Measures
Communication Department
Performance Metrics- Measurable/Quantifiable
Program 1- City Corrnunication
instagram follower growth by 50) . (Goal is 80 )
City website visits. (Increase by 1534 each year)
Decrease time perwebsite user (goal is under 2 minutes) Program 2 - Special Proje_,
Number of targetted marketing campaigns for regional each (including di; Number of new military banners installed
Program - Special Event
Measure engagement through social media interactions..

Track specific engagement actions like shares (cross all platforms) Track the number of media plcements and sentiment on SOCIAL (neutral or positive) Track the number of media placements and sentiment on ONLINE and PRINT (neutral or positive) Track the number of media placements and sentiment on TV (neutral or positive) 4th QTR Projected
Acutal Data Est. Goals
FY24/25 25/2 FY2,6/27
7,900 10.500
19,932 22,000

2.4 01.47
10 18
15,01001
25,01001

01.3.5 15
20 568 750
2,727 2,827 3,000
n/a 89% 90%
n!a 69% }5%
nia 65% 75%

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City of Beaumont Annual Budget 2026-2027
Goals and Accomplishments
In FY 2026-27, the Communications Division will focus on strengthening its role as a strategic advisor and integrated communications partner across all City departments, ensuring early alignment on messaging for key initiatives, projects, and Council priorities.

The Division will also prioritize enhanced proactive community engagement, including increased in -person outreach and improved two-way communication with residents and stakeholders.

Additional focus areas include growing digital and multimedia storytelling, expanding the City's video and social media presence, and improving internal efficiency through expanded in-house graphic design and streamlined workflows.

During FY 2025-26, the Communications Division made significant progress in strengthening strategic communications, public engagement, and economic development marketing while serving as both a strategic advisor and tactical implementation partner across the organization.

A key milestone was the successful launch of the City's first -ever State of the City (SOTC) event, which exceeded expectations and will transition to a larger venue next year due to strong community interest and attendance. The Division also received the CAPIO "Power in Pairs" Award, recognizing excellence in collaborative communications.

Public outreach expanded through the continued publication of the quarterly City magazine, distributed to more than 20,000 households, as well as the execution of six+ major City events, including groundbreakings, ribbon cuttings, and community celebrations.

Economic development marketing efforts were strengthened through participation in ICSC, increasing Beaumont's visibility to national developers and business audiences, alongside targeted campaigns such as Cherry Festival marketing.

The Division also launched a new City video series, enhancing digital storytelling and public engagement.

Operationally, the Division expanded proactive outreach, including increased in -person engagement with stakeholders and regional partners, while significantly growing in-house graphic design services to improve efficiency, consistency, and turnaround times across departments.

Overall, the Division continued to elevate City communications, support organizational priorities, and enhance Beaumont's visibility, transparency, and community connection.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$869.1K
Budget Year
FY 2026-2027
FY2027 Budget
$.--8691K
100% of total
FY2026 Budget
$-987.5K
100% of total
FY2025 Actual FY2025 Budget
$-494.7K -603.9K
00% of total 100% of total
FY2024 Actual FY2024 Budget
$-340.1 K S -393.8K
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
1210 - COMMUNICATIONS

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City of Beaumont Annual Budget 2026-2027
1225 - FINANCE AND BUDGETING
Lisa Leach
Interim Finance Director
Department Overview
The Finance and Budget Department is composed of three key divisions —Accounting, Budget/Finance, and Purchasing —all overseen by the Finance Director. The department is supported by eleven full-time employees, in addition to the City Treasurer. Together, these divisions are responsible for facilitating the City's financial transactions, safeguarding public funds, and ensuring accurate and transparent financial reporting to the City Council, City Manager, City departments, and the public.

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City of Beaumont Annual Budget 2026-2027
Accounting Division
The Accounting Division ensures proper internal controls and fiscal compliance. Key responsibilities include:

1.Oversight of financial transaction policies and procedures

2.Timely processing of invoices and vendor payments

3. Cash and revenue management Account reconciliation and financial reporting

4.Coordination of the annual audit
Budget/Finance Division
This division is responsible for long-range financial planning and operational support, including:

1. Reporting Construction -in -Progress (CIP) accounting

2. Administration of Community Facilities Districts (CFDs)

3. Debt service and investment management Oversight of developer impact fees and fiscal analysis

4. Contract financial compliance and monitoring
Purchasing Division
The Purchasing Division supports citywide procurement functions and contract management Key responsibilities include:

1. Coordination and issuance of Requests for Proposals (RFPs)

2. Centralized oversight of goods and services procurement

3. Monitoring and tracking of active contracts

4. Ensuring grant -funded purchases are properly documented and reported to Finance

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City of Beaumont Annual Budget 2026-2027
1225 - FINANCE FY 26/27

ORGANIZATIONAL CHART
Programs
.................................
.............................

The Finance Department is organized into five key programs, each aligned with the City Council's mission, vision, values, and strategic goals. These programs have been identified and prioritized by the City Council and executive staff to support effective financial management and accountability.

Program 1— Accounting:

Responsible for implementing accounting policies and managing all financial transactions, including purchasing, accounts payable, and daily, monthly, and annual reconciliations.

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City of Beaumont Annual Budget 2026-2027
Program 2 — Revenue and Cash Management: Oversees the receipt and recording of revenues, accounts receivable, cash ow monitoring, bank reconciliations, and grant administration.

Program 3 — Budget: Provides centralized coordination and oversight of the City's annual operating and capital budgets, including monitoring, reporting, and mid -year updates.

Program 4 — Project and Debt Management: Manages the financial tracking and reporting of capital improvement projects, Development Impact Fee (DIF) funds, Community Facilities District (CFD) funds, and debt service obligations, including reconciliation and compliance.

Program 5 — Purchasing and Contracts: Administers procurement processes, including RFP coordination, purchasing, contract administration, and inventory control, to ensure transparency and efficiency.

Program Performance Measures
Finance Department
Performance Metrics- Measurable/Quantifiable
Program 1 -Accounting,
Percent of payables paid with AP automation. (Goal is 80%) Number of auditor adjustment entries. (Goat is no more than 3) Program 2 - Revenue/Cash Management
Net interest income to average assets (NII) ratio. (Goal is higher than LAIF rate) Percentage of accounts receivable over 90 days at end of year. (Goal is no more than 5%) Program 3- Budget
Budget to Actuals. General Fund Revenues
Budget to Actuals. General Fund Expenses.

Program 4 Project/Debt Management
Governmental debt per capita
% of annual budget used to service Debt obligation
Program 5 - Purchasing and Contracts
% of PO Change orders to total POs
4 of Contracts under Management
Acutal
Data
FY22/23
Acutal
Data
FY23/24
3rd QRT
Acutal Data +4th Projected
Data QTR Est. Goals
FY24/25 FY25/26 FY26/27

39.©1% 61.99% 59.99% 68.31% 89.99%
4 5 9 3 3

5.8% 19.2%
ND 7.6%

1.57% 5.9% 5.86%

6.9% 4.2% 5.93%

9.58% 5.35% 15.24% 14.9% 11.04%
-6.99% -13.21% -19.99% -12.9% -19.55%
$1,414 $1,482 $2,408 $2,448 $1,938

5.94% 1.50% 3.77% 3.74% 3.74%
29% 24%
499 665
21% 19A% 23.27%
582 595 655
ND = No data
Goals and Accomplishments
The Finance Department continues to operate with several key vacancies, which has placed added pressure on existing staff and affected overall capacity. In the upcoming budget year, the department is prioritizing efforts to fill these positions and restore stable staffing levels. Addressing these vacancies will strengthen internal controls, improve service delivery, and

125

City of Beaumont Annual Budget 2026-2027
ensure the department can fully support the City's financial operations.

Goals
Update the City's Cost Allocation Plan and complete a Fee study together. The Cost allocation plan will ensure the equitable and accurate distribution of overhead and administrative costs across all departments, funds, and programs. The updated plan will reflect current organizational structure, service delivery models, and cost drivers, providing a transparent and defensible basis for internal cost recovery, grant reimbursement, and fee development. This effort will support fiscal sustainability and improve compliance with state and federal funding requirements.

A fee study will reset the City's fees to reflect the true cost of providing services after years of inflation, ensuring the community is no longer subsidizing services below cost. It will analyze labor, materials, overhead, and operational changes to determine updated, defensible fee levels that comply with California law. Ultimately, the study will restore financial sustainability by aligning fees with actual service demands and modern cost structures.

Accomplishments
The City of Beaumont earned the GFOA Triple Crown Award for June 30, 2024 reporting, a national recognition only given to governments that achieve excellence in financial reporting, budgeting, and public communication. This award requires meeting the highest professional standards in the Annual Comprehensive Financial Report, the annual budget document, and the Popular Annual Financial Report. Receiving all three awards in the same year demonstrates Beaumont's commitment to transparency, accountability, and strong financial stewardship. It also signals to residents, investors, and partner agencies that the city manages public funds responsibly and plans strategically for the future. This achievement places Beaumont among a small percentage of governments nationwide that operate at this level of excellence.

The addition of the Buyer and Purchasing Manager positions completes the City's Purchasing Division and creates a centralized, professional procurement function. Together, these roles streamline purchasing activities, strengthen compliance with all regulations, and improve consistency across departments. They also enhance transparency and internal controls while supporting departments more efficiently. With dedicated staff managing vendor relations, competitive sourcing, and contract administration, the City is now better positioned to achieve cost savings and operate with greater accountability

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$2.8M
Budget Year
FY 2026-2027
FY2027 Budget
$-2.8M
100% of total
FY2026 Budget
$-2.6M
100% of total
FY2025 Actual FY2025 Budget
$-2.9M S -2.9M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-1.8M S -2.0M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-3 500 K $m3 000 K $-2 500 K $-2 000 K $-1 500 K $-1 000 K $-500 K $0 122` - FINANCE AND BUDGETING

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City of Beaumont Annual Budget 2026-2027
1235 - ECONOMIC DEVELOPMENT
Kirk Pelser
Economic Development Director
Department Overview
The Economic Development Department is responsible for promoting economic vitality, supporting business growth, and fostering investment opportunities throughout the City of Beaumont. The Department serves as the primary liaison between the City, businesses, developers, brokers, property owners, workforce organizations, and community stakeholders. Through strategic planning, business assistance, workforce development initiatives, downtown revitalization efforts, and community engagement, the Department works to create a business -friendly environment that encourages job creation, private investment, and long-term economic sustainability. The Department also oversees the administration of economic development incentive programs, manages partnerships with regional workforce agencies, and supports operation of the Pass Area Business Hub (Biz Hub).

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City of Beaumont Annual Budget 2026-2027
1235 - ECONOMIC DEVELOPMENT FY 26/27

ORGANIZATIONAL CHART
...........................................

Programs
Program 1: Business Retention, Expansion, and Attraction The Business Retention, Expansion, and Attraction Program focuses on supporting existing businesses while encouraging new investment and commercial growth throughout Beaumont. Staff works directly with business owners, developers, brokers, and site selectors to facilitate expansion opportunities, attract new businesses, and market Beaumont as a premier destination for investment. The program administers economic development incentive programs, conducts business outreach, participates in recruitment efforts, and provides assistance to prospective and existing businesses seeking to establish or expand operations within the City.

Program 2: Workforce Development

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City of Beaumont Annual Budget 2026-2027
The Workforce Development Program seeks to connect local businesses and residents with employment, training, and educational opportunities. The Department collaborates with workforce agencies, educational institutions, regional partners, and employers to support workforce readiness and economic mobility. Services include hosting job fairs, coordinating workforce development initiatives, facilitating business resource programs, and supporting activities at the Pass Area Business Resource Center. The program aims to strengthen the local workforce while helping employers meet their staffing needs.

Program 3: Community Development
The Community Development Program supports economic growth by encouraging strategic investment and development opportunities throughout the City. The Department works closely with developers, property owners, and other stakeholders to facilitate commercial, industrial, and mixed -use projects that contribute to Beaumont's long-term economic success.

Responsibilities include implementing economic development policies, supporting redevelopment initiatives, identifying regulatory improvements, and assisting with development agreements and investment opportunities.

Program 4: Community Engagement
The Community Engagement Program promotes collaboration between the City, businesses, residents, and community organizations. Through outreach efforts, public participation opportunities, and economic activation initiatives, the Department works to strengthen relationships and encourage community involvement in economic development activities.

The program also supports events and initiatives designed to increase community awareness, enhance quality of life, and encourage local economic activity.

Program 5: Downtown Revitalization
The Downtown Revitalization Program is dedicated to enhancing Downtown Beaumont as a vibrant destination for residents, visitors, and businesses. The Department supports downtown business retention and attraction efforts, administers incentive programs, coordinates revitalization projects, and promotes economic activation within the downtown area. These efforts seek to preserve downtown's character while encouraging investment, increasing business activity, and creating a more attractive and economically vibrant environment.

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City of Beaumont Annual Budget 2026-2027
Program Performance Measures
u ber of cusiness a raction a vertisin e arts.,
r of incentive r 'ra s un e
er of eetin s ith businessesitu r, 41
Goals and Accomplishments
Goals
During FY 2026/27, the Economic Development Department will continue to focus on business attraction, retention, workforce development, and strategic investment initiatives that support the City Council's economic development goals.

Staff will expand marketing and recruitment efforts through targeted industry outreach, participation in business attraction events, and continued engagement with brokers, developers, and site selectors.

The Department will continue promoting and administering economic development incentive programs to encourage business expansion, attract new investment, and support revitalization efforts throughout the City. Additional emphasis will be placed on expanding programming and utilization of the Pass Area Business Resource Center through workshops, training opportunities, and enhanced partnerships with workforce development organizations and educational institutions.

Staff will also pursue additional regulatory streamlining opportunities to improve customer service, reduce barriers to investment, and enhance the City's competitiveness. Efforts to support commercial, industrial, and mixed -use development projects will continue through proactive engagement with developers and property owners.

Downtown revitalization will remain a key priority, with continued implementation of projects and initiatives designed to increase business activity, improve the public realm, and attract new investment to Downtown Beaumont. The Department will also expand community engagement efforts and utilize performance metrics to evaluate program effectiveness and identify opportunities for continuous improvement. Through these initiatives, the Department will continue working to strengthen Beaumont's economy, increase employment opportunities, and enhance the overall quality of life for residents and businesses.

Accomplishments

131

City of Beaumont Annual Budget 2026-2027
During FY 2025/26, the Economic Development Department continued to advance Beaumont's economic development objectives through business outreach, workforce initiatives, community engagement, and investment attraction efforts. Staff conducted more than 40 meetings with businesses, brokers, developers, and property owners to support retention, expansion, and attraction opportunities throughout the City. The Department also expanded marketing efforts through targeted advertising campaigns and participation in regional and national economic development events designed to promote Beaumont as a destination for investment.

The Department continued implementation of several economic development incentive programs, including the Fagade Improvement Program, Fire Upgrade Program, Business Attraction and Expansion Program, and Downtown Fee Waiver Program. These programs have helped encourage private investment, support business growth, and facilitate redevelopment opportunities throughout the community.

Workforce development efforts remained a priority during the fiscal year, with staff coordinating job fairs, participating in workforce partnership meetings, and expanding services available through the Pass Area Business Resource Center. The Department also supported economic activation efforts throughout the City, including Beaumont Nights and other community -focused initiatives that contributed to increased activity at key commercial areas.

Additional accomplishments included implementation of regulatory streamlining initiatives designed to improve the business development process, advancement of development opportunities through collaboration with property owners and developers, continued activation of the Pass Area Business Resource Center, and support of downtown revitalization efforts intended to enhance Beaumont's commercial core. Collectively, these efforts have strengthened the City's economic competitiveness and positioned Beaumont for continued growth.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$1.2M
Budget Year
FY 2026-2027
FY2027 Budget
.2M
100% of total
FY2026 Budget
$-2.1M
100% of total
FY2025 Actual FY2025 Budget
$-630.6K S -2.0M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-32704K S -1.9M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
ECONOMfIC DEVELOPMENT

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City of Beaumont Annual Budget 2026-2027

GENERAL SERVICES
The General Services Division is comprised of four
departments under the Administrative Services Director; Human Resources/Risk Management, Information
Technology, Legal and Transit. The division has a total of

13.25 FTEs (full-time employees) in the General Fund and

26.75 FTEs within Transit. Human Resources ensures
employees' needs are met, establishes a safe workplace, and aids each department in recruiting new employees.

Human Resources also manages the City's payroll, benefits, and retirement systems for all 284.5 City employees. Risk Management manages claims led against the City and
ensures the city's insurance coverage is maintained and appropriate. Information Technology (IT) manages the user and backbone infrastructure that makes up the city's
network. IT establishes security and data backup protocols to ensure network reliability and stability. Legal provides regular guidance to City staff and City Council on routine legal matters. RCTC manages the Transit Program as a
whole, but the employees belong to the City of Beaumont and are managed under the Administrative Services
Director. She is currently acting as Interim Deputy City Manager.

Karp Mendoza
Administrative Services Director

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City of Beaumont Annual Budget 2026-2027
1230 - I.T.

Department Overview
The Department of Information Technology (IT) was established in March 2018 to increase the efficiency and effectiveness of the City's information technology services and support. IT personnel provide customer -driven services utilizing networks, desktop and mobile devices, application development, radios, telephones and project management. The IT Department prides itself on providing innovation, service and technology to all City Departments.

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City of Beaumont Annual Budget 2026-2027
1230 - INFORMATION TECHNOLOGY FY 25/26

ORGANIZATIONAL CHART
Programs
Program #1- Geographic Information Systems (GIS) -Technology used to capture, store, analyze, manage, and present spatial or geographic data.

Program #2 - Network Operations - Ensures the reliability, security, and performance of an organization's IT infrastructure through continuous monitoring, maintenance, and incident response.

Program #3 - Internal Support - Employees have reliable access to technology by providing technical assistance, system maintenance, issue resolution.

Program #4 - Cybersecurity - Protects an organization's systems, networks, and data from cyber threats through risk management, threat detection, and security enforcement.

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City of Beaumont Annual Budget 2026-2027
Program Performance Measures
IT Department Acutal Acutal Projected
Data Data Goals
Performance Metrics - Measurable/Quantifiable FY24/2,5 FY25/26 FY26/2,7 Program 1 - GIS - Data Availability
Number of GIS datasets or interactive layers available
**
91 --
Active applications, surveys & projects
* `
48 -
Custom project requests
""
32 --
Program 2 -Network Operations
Network Uptime (%} - Percentage of time the network is operational and available ""
99,99E
100.0%
Mean Time to Resolve (MTTR) -Average time taken to fix network issues after detection **

4.1 Hrs
3 Hrs
Program 3- Internal. Support
TicketVol.ume- Number of support tickets logged over a calendar year ""
2,667
1,500-2,480
Response Time -Average time taken to acknowledge and respond to a support request (Based on alltechs response};,
10-15 Mins
7-10 Mins
Program 4- Cybersec u rity
Patch Management Compliance (%) - Percentage of systems updated with the latest security patches:
99,0%
100,09
Security Awareness Training Completion Rate (%) - Percentage of employees completing cybersecurity training programs: CH
* *
100.0%
100.0%
Security Awareness Training: Completion Rate (%) - Percentage of employees completing cybersecurity training programs: PD
**
97,0%

99.0°
"No historical. data available
Goals and Accomplishments
Goals
Replacement and installation of a new telephone system city-wide.

To review and implement Al tools city-wide.

Support Police Department's RFP process for a new ticket writing solution.

Accomplishments
Implementation of NinjaOne IT ticketing solution with Al technology built in for assistance.

Upgrade city's badge reading applications with Verkada Solutions.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$23M
Budget Year
FY 2026-2027
FY2027 Budget
$-2.3M
100% of total
FY2026 Budget
$-2.4M
100% of total
FY2025 Actual FY2025 Budget
$-2.2M S -2.0M
100% of total 100% of total
FY2024 Actual FY2024 Budget
$-1.2M S -2.0M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department

12.30 - L.T.

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City of Beaumont Annual Budget 2026-2027
1240 - RISK AND HUMAN RESOURCES
Department Overview
The Human Resources/Risk Management Department plays a critical role in supporting the City's workforce and safeguarding its operations. Guided by the City Council's mission, values, and strategic goals, five key programs have been developed, refined, and formally rated by both Council and executive staff. These programs ensure the effective administration of human capital, organizational health, and municipal risk exposure. 1240 - HR/RISK MANAGEMENT FY 26/27

ORGANIZATIONAL CHART

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City of Beaumont Annual Budget 2026-2027
Programs
Program 1- Personnel Management/Recruitment
The HR/Risk Department's primary function is personnel management and recruitment, which are essential to building an effective, efficient, and responsive local government. By attracting, hiring, and retaining qualified employees, the department supports several key City goals:
• Public Safety: Recruiting qualified public safety personnel helps maintain a safe community. • Quality of Life: Hiring skilled employees ensures the effective delivery of essential services, including maintenance, transportation, sanitation, law enforcement, and community programs. • Community Services: Well -trained and qualified staff provide high -quality services that benefit residents. • Economic Development: Effective recruitment helps attract talent that supports the City's growth and prosperity.

Through these efforts, personnel management and recruitment contribute directly to the City's safety, well-being, and economic success.

Program 2 — Loss Exposure Management/Risk Control and Financing HR/Risk also provides loss exposure management and risk control services that protect the City's financial stability and reduce the risk of lawsuits and legal claims. These efforts support key City goals:
• Public Safety: Proactive risk management helps reduce harm to people, property, and the environment, making Beaumont a safer place to live, work, and play.
• Sustainable Community: Minimizing financial losses preserves City resources, allowing continued investment in infrastructure, parks, and other community priorities.

By effectively managing risk, the City protects public assets, strengthens financial sustainability, and enhances the overall quality of life for residents.

Program 3 — Compensation and Benefits
HR/Risk oversees employee compensation and benefits to support workforce stability, service excellence, and organizational effectiveness. These efforts support key City goals:
• Sustainable Community: Competitive compensation and benefits help attract and retain employees, ensuring continuity of services and institutional knowledge.
• Intergovernmental/Interagency Relationships: Fairly compensated employees are more engaged and responsive, leading to greater efficiency and improved service delivery.

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City of Beaumont Annual Budget 2026-2027
• Community Services: A committed and motivated workforce provides higher -quality services to residents. • Economic Development: A strong compensation and benefits program attracts top talent and enhances the City's reputation as an employer of choice.

By maintaining a competitive compensation and benefits program, the City strengthens the efficiency, effectiveness, and quality of services provided to the community.

Program 4 — Employee Labor Relations
HR/Risk oversees employee and labor relations to promote fair treatment, mutual respect, and a positive workplace culture.

These efforts support key City goals:
• Community Services: Employees who feel valued are more engaged, productive, and committed to providing high -quality service to residents.
• Intergovernmental/Interagency Relationships: Strong collaboration between management and employees fosters a positive work environment and supports effective governance.

By maintaining positive employee and labor relations, the City strengthens workforce engagement, improves service delivery, and builds public trust in local government.

Program 5 — Training and Development
HR/Risk manages the City's training and development programs to ensure employees have the skills and knowledge needed to serve Beaumont effectively. These efforts support key City goals:
• Public Safety: Training prepares employees to respond effectively to emergencies and minimize community impacts. • Quality of Life: Ongoing development improves efficiency, supports innovation, and enhances service delivery. • Community Services: Skilled employees provide higher -quality services to residents. • Intergovernmental/Interagency Relationships: Training promotes collaboration and teamwork among staff and community partners, resulting in more coordinated services.

By investing in employee development, the City strengthens service delivery, enhances public safety, and improves community outcomes.

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City of Beaumont Annual Budget 2026-2027
Program Performance Measures
Performance
FY24/25
rics - Measurable/Quantifiable Performance Metrics
FY25/26
surable/Quantifiable
1 Number of successfully filled vacancies:

2. Employee Retention Rate:

3. Number of Employee Departures
4_ Number of Applications Reviewed
3 Total Vacancy Rate:
94% Number of Employee Departures

35.5 Employee Retention Rate::
2 678 Number of FT Employees Hired in FY25 26
Number of Seasonal Employees Hired
Number of Recruitments Managed'
Number of Applications Reviewed
Performance Metrics Measurable/Quantifiable

1. Number of Workers' Compensation Claims

2. Number of tort Claims

3. Property DamagerSubro Claims
Performance Metrics - Measurable1Quantifiable
Participation in Medical -
Performance Metrics Measurable/Quantifiable
Current labor contracts -
Number of grievances
8%
27 92%
38 11
63 3,311
Performance Metrics Measurable/Quantifiable
41 Number of Open Workers Compensation Claims
36 Number of Open Tort Claims
38 Property Damage/Subro Claims
Performance Metrics MeasurablefQuantifiable
38 33
13 179 Participation in Medical -
Participation in Lincoln Financial -
Compensation Competitiveness -
Performance Metrics Measurable/Quantifiable
206 Employees
4 Employees
Class & Comp study Completed by Evergreen
4 Current labor contracts- 4 Contracts Negotiated for FY26-29 1 Performance Metrics MerasurablefQurantifiable

1. Number of Trainings HR Team Attended 8
2 Number of staff who received Harassment Training 245

3. Number of staff who received Harassment Training 146 Goals and Accomplishments
Goals
Number of grievances O
Performance Metrics Measurable1Quantifiable
Number of Workplace Safety trainings provided to Staff FY 25-2& - 7 Number of Compliance and Workplace Policies Trainings Provided to Staff - 4 Number of Specialized (Leadership) trainings provided to Staff:

Number of professional certifications obtained by City staff & Sent to HR during FY 25-26: 19 1 1) Leadership Training — Conduct a leadership training course for existing and new supervisors and or managers — training on employee relations, performance management, and workplace expectations. 2) Reduce workplace injury and liability exposure through proactive safety programs, risk assessments, and loss prevention strategies. Taking proactive measures and conducting more roundtable discussions with management to assess the need for department -specific safety training. Roll out a ride -along program for the Risk Staff. 3) Integrate the Attract Negov module to enhance the City's recruitment process by increasing applicant outreach, improving candidate engagement, and reducing time -to -fill for vacant positions.

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City of Beaumont Annual Budget 2026-2027
Accomplishments
1) HR/Risk department completed a comprehensive Classification and Compensation Study conducted by Evergreen, providing valuable market data to evaluate compensation competitiveness and support the City's efforts to attract and retain a qualified workforce.
2) Successfully completed a transition to the new deferred compensation provider Voya, ensuring the continued delivery of retirement planning and investment services to employees. 3) Successfully transitioned medical pools (VEBA) to enhance benefit offerings, secure competitive premium rates, and provide employees with quality healthcare options for all levels of coverage. 4) Conducted a Request for Proposal to solicit qualified third -party administrators to manage the City's Workers' Compensation Program. The HR/Risk department evaluated proposals and elected the best bidder. 5) Coordinated the Annual Benefits Fair to enhance employee engagement and awareness of available benefit programs, resources, and wellness offerings.
6) Hosted annual employee appreciation luncheon
7) Transitioned the onboarding experience to a virtual and more seamless process for all new employees. 8) Provided in -person training on the following topics: Travel training, Workplace Violence, and Harassment prevention. 9) Provided upgraded first -aid cabinets and AED(s) to all occupied City Buildings.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$4.6M
Budget Year
FY 2026-2027
FY2027 Budget
$-4.6M
100% of total
FY2026 Budget
$-4.6M
100% of total
FY2025 Actual FY2025 Budget
$-3.5M S -3.8M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-2.9M S -3.6M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
1240 - RISK AND HUMAN RESOURCES
$-5M $-4M
$-3 Nl $-2 M
$-1 fill $a

144

City of Beaumont Annual Budget 2026-2027
1300 - LEGAL
Department Overview
Legal services are provided through a third -party vendor that offers ongoing legal counsel and support to City staff and the City Council. Services include guidance on routine municipal legal matters such as land use and development reviews, City ordinances, contracts and agreements, state and federal legislation, labor and employment matters, claims against the City, and litigation.

The City's legal services support lawful and effective City operations while helping to identify and reduce legal risk. Legal counsel helps ensure that City decisions, policies, and actions comply with applicable laws, protects the City's interests, and provides representation when legal disputes or claims arise.

Goals and Accomplishments
Goals
Continuing to safeguard the city's legal interests by delivering responsive legal counsel, managing litigation, ensuring regulatory compliance, reducing risk and costs, and supporting the successful implementation of city priorities through proactive legal guidance.

Accomplishments
The Legal Department has protected the City's financial interests by recovering public funds and mitigating financial losses arising from litigation and other legal matters.

145

City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$1.5M
Budget Year
FY 2026-2027
FY2027 Budget
.5M
100% of total
FY2026 Budget
$-1.5M
100% of total
FY2025 Actual FY2025 Budget
-' 1M S -1.5M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-1AM S -1.5M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-1 600 K $-1 400 K $-1 200 K $-1 000 K $-800 K $-600 K $-400 K $-200 K $0 1300 - LEGAL

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City of Beaumont Annual Budget 2026-2027

COMMUNITY DEVELOPMENT DIVISON
The Community Development Division is comprised of three departments: Community Development: Planning, Building and Safety, Community Enhancement (Code Enforcement). These departments guide the City's growth and development while helping create a safe, attractive, and vibrant community. The Departments work to create a community where residents can live, work, and play and where businesses can thrive. Through responsible development, effective code compliance, and thoughtful economic and environmental planning, the Department supports a high quality of life while promoting the responsible use of community resources. The Department's mission is to provide professional, courteous, and responsive service while implementing City Council goals, supporting community values, protecting the environment, and promoting the wise use of resources.

COMMUNITY
BEAUMONT DEVELOPMENT:

C d i. ' r ,D a to I n-.- PLANNING TODAY • BUILDING TOMORROW

ENHANCING OUR COMMUNITY
Community Development guides Beaumont's growth, white preserving quality of life am �Scrsterin vafo vltsrant neighborhoods. The department delivers corn' services t nt?ejh I$Vildurng wad Safety, Cornmsovty Ertl, ,pr cem ra"tt,, Planning, tend the QOffitvt. trf the Fire Marshal, By belancung tang. -range planning with dally coperations, Community Devel'o'pmanl supports residents and businesses through permitting, code enforcement, and the ado, and implemeorati ors of land use planning tend ectr ing - enscnring Beaumont remains a welt -planned, livable, and thriving community,

BUILDING

AND SAFETY
Ensuring sate constriction
and compliance through
plan review, pr.rnittrng.
nspecticos, end
iz enforcement.

MISSION
the Ova 0011) Co rnortty
I Department is
VISION
to cnn herntc icNc
Brataffint cornmun
ale, n olu=sivx•, rod
prosperous future.

COMMUNITY

ENHANCEMENT
ng neighborhoods
ode compliance,
property maintenance,
and community
t csrouement initiatives.

MOTTO
Flcidire1
11Crtdr
together.

OUR CORE SERVICES

PLANNING
Ouridng the City's futwe
through fang -range plannnng,
lend rase, mnI itlements.
zoning, and environmental
review.

CORE VALUES
Accountability

OUR COMMUNITY

OUR PRIORETY

SAFE, VIBRANT,
WE LL, PLAN''MED.
t/,1
SERVICE.

INTER,grrP, TRUST.

OFFICE OF THE

FIRE MARSHAL
I'•otnotlnzt Fife safety tt
fire prevention, plan rev
Inslsertians, and piablin
education,

CHOOSE BEAUMONT
`rte Ct,y nrReaa::rto,o. 'cadues pond) ir<esttcere is, cur ': nnocrri nito qxtgll eve
ioflrnn' iaon'K:I�aprn
team is ticciicate I da prnniding hanc .an pinups to prune a smooth timely path trot application to op t completion.

147

City of Beaumont Annual Budget 2026-2027
Steven Jones
Community Development Director

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City of Beaumont Annual Budget 2026-2027
1350 - PLANNING
Department Overview
The Planning Department guides Beaumont's long-term physical, economic, and environmental development through thoughtful land use planning and development review. The Division processes development applications, including site plans, conditional use permits, subdivisions, zoning requests, and environmental reviews, while ensuring consistency with adopted plans, policies, and development standards. Through coordination with applicants, City departments, outside agencies, decision -makers, and the community, Planning provides a transparent and predictable development process. The Department also leads long-range planning efforts, responds to changes in state law and planning practices, and uses community input to develop policies and programs that support responsible growth, economic opportunity, and a safe, sustainable, and resilient community.
1350 - PLANNING DIVISION FY 26/27

ORGANIZATIONAL CHART

149

City of Beaumont Annual Budget 2026-2027
Programs
Program 1- Advance Planning - State mandated General Plan and RHNA, Advance planning project processing including General Plan Amendments, Specific Plan, Zoning Ordinance Amendments, implementation of General Plan polices.

Program 2 - Current Planning - Processing of current planning applications including administrative, quasi-judicial, and legislative applications that range from home occupations to conditional use permits and tentative maps.

Program 3 - Plan Check and Inspections - Examination and approval of construction plans to ensure zoning code and conditions of approval compliance. Inspect development sites to ensure compliance of approval plan, conditions of approval and the zoning code.

Program Performance Measures
Goals and Accomplishments
Goals
Looking ahead, the Planning Division is focused on continued improvements that support efficient, well -managed growth.

Upcoming priorities include streamlining the development review process through the development and release of one application for all land use, business license issuance, permits, and entitlements, deployment of digital tools, clearer submittal standards, and enhanced interdepartmental coordination. The division is committed to advancing sustainable and resilient planning practices, including updates to long-range planning documents, integration of climate -adaptation strategies, and support for infrastructure and public realm improvements that align with Beaumont's vision for a vibrant, connected community. By fostering transparency, predictability, and innovation, the Planning Division aims to ensure that future development is both responsive to community values and adaptable to emerging challenges.

Through these efforts, the Beaumont Community Development Planning Division remains dedicated to guiding growth responsibly, supporting community vitality, and upholding a planning framework that promotes a thriving, resilient future for all who live, work, and invest in the City of Beaumont.

Accomplishments
Over the past year, the Planning Division has achieved significant accomplishments in modernizing and improving Beaumont's regulatory framework. A major milestone included comprehensive updates to Titles 15, 16, and 17 of the Beaumont Municipal Code to align local ordinances for building safety, fire and wildland urban interface provisions, zoning and subdivision regulation with recent changes in state housing law, environmental compliance requirements, and local policy priorities. These updates streamline procedures, increase legal consistency, and ensure the City's regulations are current,

150

City of Beaumont Annual Budget 2026-2027
enforceable, and supportive of both community character and state mandates. The division also advanced zoning refinements and strengthened standards that promote responsible development and enhance clarity for applicants, staff, and decision -makers.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$1AM
Budget Year
FY 2026-2027
FY2027 Budget
.M
100% of total
FY2026 Budget
$-1.3M
100% of total
FY2025 Actual FY2025 Budget
$-765.0K S -999.5K
100% of total 100% of total
FY2024 Actual FY2024 Budget
$-900.0K S -926.7K
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-1 750 K $-1 500 K $-1 250 K $-11 000 K $-750 K $-500 K $-250 K $0 1350 .. COMMUNITY DEVELOPMENT'

PLANNING DIVISION

152

City of Beaumont Annual Budget 2026-2027
2030 - COMMUNITY ENHANCEMENT
Department Overview
The Community Enhancement Department (Code Enforcement) promotes safe, attractive, and well -maintained neighborhoods by administering and enforcing the Beaumont Municipal Code. Community Enhancement Officers work with residents, businesses, and property owners to address code compliance concerns related to health and safety, property maintenance, zoning, building standards, and neighborhood conditions.

Through education, voluntary compliance, and enforcement when necessary, the Division helps address issues such as unsafe or substandard properties, overgrown vegetation, abandoned vehicles, illegal construction, stormwater compliance, and property maintenance. These efforts protect public health and safety, preserve community appearance, and enhance the overall quality of life in Beaumont.
2030 COMMUNITY ENHANCEMENT DIVISION FY 26/27

ORGANIZATIONAL CHART

153

City of Beaumont Annual Budget 2026-2027
Programs
Program 1- Weed Abatement: To ensure the city has a reduced hazard from dry and overgrown brush. Monitor private property vegetation issues to minimize fire, vector and other public safety hazards Program 2 - Nuisance Abatement: Investigate complaints received regarding nuisance, zoning, construction and other life, health, and safety conditions. Property Inspections - respond to calls or visual observations related to municipal code violations Education and compliance - provide understandable information to residents and business owners to encourage understanding of and compliance with the code.

Program Performance Measures
Community Enhancement
Performance Metrics- Measurable Quantifiable
Program 1- N9eead Abatement (Private Lent])
Weed abatement compled by end of June annually.

Program 2 -Nuisance Abate
3rd QRT
Data + 4th Projected
Acutal Data Acutal Data Acutal Data QTR Est. Goals
FY22/23 FY23/24 FY24/25 FY25/26 FY2 /27
Board and Secure properties ° ithn24 hours of identification 95%
05 0
100%, 100% 100%,
95%
100%
100%
Goals and Accomplishments
Goals
Start a proactive Abandoned Vehicle Abatement (AVA) Program.

Accomplishments
Started the 2026 Weed Abatement in May of this year.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$642.7K
Budget Year
FY 2026-2027
FY2027 Budget
$-642.7K
100% of total
FY2026 Budget
$-773.5K
'100% of total
FY2025 Actual FY2025 Budget
$-343.4K S -425.1K
00% of total 100% of total
FY2024 Actual FY2024 Budget
$-3812K S -399.2K
100% of total 1 00% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
2030 - COMMUNITY ENHANCEMENT

155

City of Beaumont Annual Budget 2026-2027
2150 - BUILDING AND SAFETY
Department Overview
The Building and Safety Department administers building codes, local municipal codes, and state laws related to building construction, maintenance, use, repair, and rehabilitation for the development of a safe, accessible, and energy -efficient community. This ensures standards are met for an energy -efficient built environment for persons living, working, and visiting the community. This is accomplished through the plan review of construction drawings and calculations before any work begins, and through inspections of all work throughout the completion of each project. 2150 - BUILDING & SAFETY FY 26/27

ORGANIZATIONAL CHART

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City of Beaumont Annual Budget 2026-2027
Programs
The Building and Safety Division is responsible for safeguarding life, property, and the public welfare by ensuring that all new construction, tenant improvements, renovations, and repairs within the City of Beaumont comply with applicable building, electrical, mechanical, plumbing, energy, accessibility, and fire -life safety codes. Through comprehensive plan review and field inspection programs, the division provides essential services that uphold state -mandated standards, enforce local regulations, and support safe, high -quality development.

Program 1: Plan Review
The division's plan review program evaluates construction documents submitted for residential, commercial, and industrial development to confirm that proposed work meets the requirements of the California Building Standards Code, local ordinances, and all relevant state and federal regulations.

Through these services, the plan review team helps guide safe and code -compliant project design while offering early identification of issues that could otherwise lead to costly construction delays.

Program 2: Inspection
The inspection program provides on -site verification that construction is performed in accordance with approved plans, building codes, and safety standards. Certified inspectors conduct systematic inspections at key stages of construction to ensure proper installation of foundations, framing, utilities, fire -life safety systems, and accessibility features.

Program 3: Permit Processing
The Building Permits and Fee Collection initiate at the primary stage of the permitting process. The Building Permit Technicians, with skillfully technics, screen the submitted Building Permit Applications to the proposed scope of work and completeness of information to decide if construction drawings and plan check fees are required. When construction drawings are required, they are screened for completeness prior to accepting them; they are sent to the Building Plan Reviewing staff when construction drawings are required and are complete, and after fees are collected for plan review; thereafter, building permits are issued when the construction drawings are approved by the City's departments, and fees are collected for the building permits and inspections.

Together, these programs form the foundation of the City's building regulatory framework. They ensure that development is built to modern safety standards, comply with state and local regulations, and contribute to the City of Beaumont's vision for a safe, sustainable, and well -constructed built environment. By integrating professional expertise, interdepartmental coordination, and customer -focused services, the Building and Safety Division supports both public safety and high -quality community development.

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City of Beaumont Annual Budget 2026-2027
Program Performance Measures
Building and Safety
Performance Metrics - Measurable/Quantifiable
Program 1 - Plans Exanting
3rd QRT
Data + 4th Projected
Acutal Data AcutaI. Data Acutal Data QTR Est. Goals
FY22/23 FY23/24 FY 125 FY25/26 FY26/27
Plan Reviews Performed in Standard Turn -Around Times
% Performed
Performed
Program 2 ffi Inspection
Inspections Competed Next usiness Day
% Performed
Performed
Pr y gram 3 m P it Processing
95% of Permits Processed within 48 hours
of Applications Processed

99.75% 98.36% 99.40% 100%
1578 1468 1539 1200
100% 100% 100% 100% 100%
12421 13508 12111 11000
100% 100% 100% 100% 100
2336 2242 2399 1750
Goals and Accomplishments
Goals
1) Increase the number of streamlined permit processes for automatically issuances, including photovoltaic, water heaters, re -roofs, and other typical over the counter permits.
2) Create video help for easily accessible answers to frequently asked questions.

Accomplishments
1) Updated our streamline photovoltaic permit to include additions of solar and/or battery energy storage. Additionally, we implemented a plan review process to expedite inspection for these types of projects in the field for contractors and owners. 2) Developed handouts for retaining wall requirements to assist in reducing the confusion of homeowners when a permit is required. This is in an attempt to reduce the number of unpermitted walls that are identified.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$1.6M
Budget Year
FY 2026-2027
FY2027 Budget
.6M
100% of total
FY2026 Budget
$-1.6M
100% of total
FY2025 Actual FY2025 Budget
-' 3M S -1.7M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-1.2M S -1.6M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
2150 BUILDING AND SAFETY

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City of Beaumont Annual Budget 2026-2027

COMMUNITY SERVICES DIVISION
The Community Services Division enhances quality of life in Beaumont by providing well -maintained public spaces, facilities, recreational opportunities, and community programs. Through Parks and Recreation, Building Maintenance, and Park and Ground Maintenance, the Division ensures City parks, trails, open spaces, and facilities remain safe, clean, accessible, and welcoming. The Division also manages recreational programs and coordinates community -wide events that encourage active lifestyles, strengthen neighborhood connections, and create memorable experiences for residents of all ages. Through responsive service and responsible stewardship of public facilities and spaces, Community Services supports a vibrant and connected Beaumont.

COMMUNITY

BEAUMONT SERVICES DIVISIO

CALIFORNIA --
A CITY ELEVATED Parks & Recreation • Building Maintenance Park & Ground Maintenance
OUR MISSiON
To provide high -quality services, activities, programs, and facilities for those who live, work, and play in
the city of Beaumont.

PARKS & RECREATION
Pirovidesrecreational' opportunities and programs
for ail ages and abilities. Manages parks, trails.
sports facilities, and community events that
promote healthy, active lifestyles and bring
our community together.

BARKS
Maintains and repairs City -awned buildings
and facilities to ensure they are safe, clean„
efficient, and welcoming environments for staff
and the community' we serve.

PARK & GROUND MAINTENANCE
Keeps parks, open spaces, medians, and
landscapes well maintained. beautiful, and
sustainable through regular maintenance,
clean-np, and environmental stewardship.

ENRICHING LIVES. BUILDING COMMUNITY. PRESERVING OUR SPACES.

VENTS

FACILITIES
A
TRAILS

WE SERVE OUR
COMMUNITY BY:

Maintaining
Sale & Clean
Spaces
• Creating
Melmnrette
Experiences
Building Community
Through Programs
& Events
Protecting &
Enhancing Our
Environment

BEAUMONT

BETTER TOGETHER

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City of Beaumont Annual Budget 2026-2027
Doug Story
Director of Community Services

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City of Beaumont Annual Budget 2026-2027
1550 - PARKS AND RECREATION
Department Overview
The Parks and Recreation Department enhances the quality of life for Beaumont residents and visitors by providing safe, accessible recreational programs, community events, and public services. The department offers a wide range of activities that promote health, wellness, and social engagement, including youth programs, senior services, sports, aquatics, and facility rentals. The department also fosters community connection through special events and cultural programming that bring residents together and promote civic pride. Through these efforts, Parks and Recreation supports a vibrant, active, and engaged community.

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1550 - RECREATION FY 26/27

ORGANIZATIONAL CHART
Programs
PROGRAM 1 GENERAL RECREATION - Include activities that foster community well-being, encourage physical fitness, and promote social interaction among residents of all ages. These programs are accessible and inclusive, reflecting the diverse interests and needs of the entire community.

PROGRAM 2 YOUTH ACTIVITIES - Promote personal growth, skill development, and community engagement, ensuring access to activities that empower our future generations.

PROGRAM 3 SENIOR ACTIVITIES - Provide tailored programming and services to address the specific needs and interests of senior residents and ensure access to resources that enhance their quality of life.

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PROGRAM 4 SPORT ACTIVITIES — Promote physical fitness, teamwork, and personal development while creating opportunities for residents to enjoy healthy competition in a supportive and inclusive environment.

PROGRAM 5 AQUATICS - Centralized management of the Learn to Swim program to improve community access and engagement to support healthy lifestyles.

PROGRAM 6 FACILITY RENTAL - Streamline and enhance the facility rental process by centralizing the management of all public facility use requests, ensuring efficiency and consistency to improve user satisfaction.

PROGRAM 7 SPECIAL EVENTS - Foster community spirit and inclusivity by organizing large-scale, city-wide events that celebrate local culture, provide recreational opportunities, and engage residents from all backgrounds.

Program Performance Measures
FY24-25 Programs FY25-26 Programs increase
28 9
36 35 21%
17 89%
43 19%

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Recurring Recreation Program
Opportunities
Total Progran7 Particrpants
20 30,000
11 22,200
13 25,000
16 27,000
Reccuring Youth ProPan7 Opportunities
15 10
10 13
Reccur-/ng' Senior Progr3177 Opportunities
Senior Falrs: Social Events
Senior- M03/5 Served 1 'eek/v
20 25
250
9 13
175
17 21
200
18 24
225
Seasonal Program Opportunities
15 8
12 14
ss Participants 's
Percentage of Classes with Waitlist
500 490
096 096
350 400
0% 0%
Total Facility Rentals
620 663
640 640
Total C"onrn7ur7rty-Jtide Events
25 23
22 24
Renta/s are down and will contrnue because we ar-e e,A 3a.r7ding ourprogran7s which take aMray aV3113hrli'ty for others to rent the facrlity.

Swim went L 179^ n due to red of
Goals and Accomplishments

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City of Beaumont Annual Budget 2026-2027
FY2026-2027 Goal #1
Expand recreational programming to meet the needs of Beaumont's growing and diverse community. The Parks and Recreation Division will continue to develop new opportunities for youth, adults, seniors, and individuals with special needs by introducing innovative classes, leagues, tournaments, and enrichment programs. The department's goal is to increase recreational programming and participation by at least 15% through the addition of new activities and expanded community outreach.

FY2026-2027 Goal #2
Enhance arts, culture, and educational programming by providing opportunities for residents to engage in creative, cultural, and lifelong learning experiences. The Parks and Recreation Division will support local artists, musicians, and community partners while offering programs focused on topics such as art, cooking, gardening, technology, and wellness. The department will host a minimum of four cultural events and provide regular educational workshops throughout the fiscal year.

FY2026-2027 Goal #3
Strengthen community engagement by expanding participation in parks, recreation programs, and special events. The Parks and Recreation Division will enhance established events such as Beaumont Nights, Blizzard Bash, and Monster Mash while developing new opportunities that encourage family participation, community connection, and partnerships with local businesses. The department will focus on increasing attendance, public awareness, and resident involvement in City - sponsored events and activities.

FY2025-2026 Accomplishment #1
The Parks and Recreation Division achieved a 21% increase in recreational programming through the addition of six new weekly classes, bringing the total number of offerings to 35. New programs included General and Youth Programs such as Sprout in Spring, Puzzle Swap, and Spring Break Sports Camp, as well as new Sports Programs including a Futsal Clinic and Adult Volleyball Tournament. The City's community gym, featuring three half basketball courts, four pickleball courts, and three volleyball courts, provided enhanced recreational space to support these expanded programs and increase opportunities for community participation.

FY2025-2026 Accomplishment #2
In addition to General, Youth, and Sports programs, the Parks and Recreation Division expanded programming for Beaumont's senior population by offering a variety of fitness, educational, and social engagement opportunities. Programs included technology assistance for mobile devices, insurance and healthcare information sessions, scam prevention workshops, and arts and crafts activities designed to promote creativity and dexterity. The number of Senior Programs increased by 89% during the fiscal year, including the introduction of new programs such as Chair Volleyball, Decks and Dots, and Senior Sing & Sip Karaoke. These offerings provided meaningful opportunities for seniors to remain active, engaged, and connected within the community.

FY2025-2026 Accomplishment #3
The Parks and Recreation Division expanded its community event offerings by introducing eight new events, contributing to a 19% increase in citywide events. While continuing popular events such as Blizzard Bash, Teen Flashlight Egg Hunt, and

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Beaumont Nights, the Division enhanced its senior services through new events including the Veterans Workshop, BBQ Bash, and Creative Hands Market. These events were designed to promote social connection, provide educational.

Expenditures Summary by Department I -$3.3M
Budget Year
FY 2026-2027
FY2027 Budget
$-3.3M
100"/u of total
FY2026 Budget
$-3.OM
100% of total
FY2025 Actual FY2025 Budget
$-1.8M
100% of total
-2.2M
100% of total
Y2 024 Actual FY2024 Budget
$-1.6M S -1.9M
1004- of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-3 500 K $-3 000 K $-2 500 K $-2 000 K $-1 500 K $-1 000 K $-500 K 1550 Parks and Recreation
$0

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City of Beaumont Annual Budget 2026-2027
6000 - BUILDING MAINTENANCE
Department Overview
The Building Maintenance Department is responsible for the cleanliness, sanitation, and maintenance of all City -owned facilities. The division ensures that municipal buildings, community centers, and other public facilities remain safe, sanitary, and fully operational for staff and the public. In addition to custodial services, the division performs preventative maintenance and repairs on key building systems, including HVAC, plumbing, electrical, mechanical, and security systems, as well as interior and exterior facility components. This work supports the long-term functionality and reliability of City facilities while maintaining safe and efficient public spaces. Through consistent maintenance and high operational standards, the Building Maintenance Division plays a critical role in supporting City services and reinforcing the City's commitment to service excellence.

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60O0 - CUSTODIAL MAINTENANCE FY 26/27

ORGANIZATIONAL CHART
Programs
PROGRAM 1 CUSTODIAL MAINTENANCE — Centralized coordination and management of custodial services for all city -owned facilities. This includes implementing a structured approach to routine cleaning, sanitation, and upkeep to ensure a safe, hygienic, and welcoming environment for staff and the public. The program supports the daily operations of municipal buildings by addressing cleanliness standards, supply management, and timely resolution of custodial -related concerns.

PROGRAM 2 BUILDING MAINTENANCE — Maintenance of all city -owned facilities comprising over 100,000 square feet of space. Among other responsibilities, department staff ensure building safety and the optimal performance of building systems by providing preventative maintenance and repair of mechanical, HVAC, electrical, plumbing, building security systems and interior/exterior repairs and renovations.

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Program Performance Measures
Custodial Maintenance Department
utadial Maintenance
Work Orders Completed Within 14 Days
Total Work Orders Completed
Graffiti Removed Within 3 Days of Request
udding nte an
uilding Maintenance
Preventative Maintenance Work Orders Completed
Within 30 Days of Scheduled Due Date
Target
FY 24-25
Act:uals
FY 25-26
Actual 3rd
Qtrwith4th FY26-27
Qtr Projection Goal
956 8496 9
1000 650 760 875
95% 90% 90% 95%
70% 60% 65% 70%
Goals and Accomplishments
FY2026-2027 Goal #1
Establish on -call service agreements with qualified contractors for plumbing, electrical, HVAC, gate and door, and concrete and asphalt services to improve response times, support preventative maintenance efforts, and ensure the timely resolution of facility and infrastructure issues.

FY2026-2027 Goal #2
Expand the Building Maintenance Division by hiring a Facilities Technician and a Building Maintenance Supervisor to enhance supervisory capacity, improve service delivery, and support the growing maintenance needs of City facilities.

FY2025-2026 Accomplishment #1
Expanded facility maintenance services through the implementation of preventative maintenance practices and enhanced custodial operations. Custodial schedules were restructured to provide all -day facility coverage, improving service

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City of Beaumont Annual Budget 2026-2027
consistency, cleanliness, and support for City operations.

FY2025-2026 Accomplishment #2
Advanced the City's asset management efforts by updating facility condition data and assessing newly acquired and previously unassessed City -owned facilities to support future maintenance and capital improvement planning.

FY2025-2026 Accomplishment #3
Completed Phase 3 improvements at Fire Station 66, including the installation of new bay doors, updated building signage, a bathroom remodel, and interior room conversions to optimize space utilization. These improvements enhanced the functionality of the station while improving safety and operational efficiency for fire personnel.

Expenditures Summary by Department I -$1.6M
Budget Year
FY 2026-2027
FY2027 Budget
$-.1.6M
100% of total
FY2026 Budget
$-659.9K
100% of total
FY2025 Actual FY2025 Budget
$-1.3M S -1.4M
100% of total C• 100% of total
FY2024 Actual
$-1.1M
1 OO% of total
IFY2024 Budget
$-1.2M
100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-1 750 K $-1 500 K $-11 250 K $-1 000 K $-750 K $ 500 K $-250 K $0 6000 - Building Maintenance

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City of Beaumont Annual Budget 2026-2027

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City of Beaumont Annual Budget 2026-2027
6050 - PARKS AND GROUND MAINTENANCE
Department Overview
The Parks and Grounds Maintenance Division is responsible for maintaining Beaumont's parks, landscaped areas, and other public spaces to ensure they remain safe, clean, and accessible. The division provides routine maintenance, landscaping, and care of parks, trails, street medians, sports fields, and recreational amenities. The department currently maintains 18 parks, which include 24 playgrounds, 14 basketball courts, 8 baseball fields, 8 park restrooms, 8 multi -use fields, 6 park pavilions, 3 pickleball courts, and additional amenities, ensuring these facilities remain clean, safe, and enjoyable for the community. 6050 - GROUNDS, PARKS, & FACILITIES FY 26/27

ORGANIZATIONAL CHART

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City of Beaumont Annual Budget 2026-2027
Programs
PROGRAM 1 PARKS MAINTENANCE - Central Coordination and management for maintaining all city -owned parks.

PROGRAM 2 PARK FACILITY MAINTENANCE - Central Coordination and management for maintaining all city -owned park facilities including restrooms, gazebos, and pavilions.

PROGRAM 3 CITY OWNED RIGHT-OF-WAY MAINTENANCE - Central Coordination and management for maintaining all city owned right-of-way.

PROGRAM 4 TREE MAINTENANCE - Bi-annually maintain all trees on City -owned property program to promote the health, safety, and quality of city -owned trees and public spaces.

PROGRAM 5 WEED ABATEMENT - Effectively manage city-wide weed abatement to reduce unwanted vegetation in city - owned properties and public spaces to reduce fire hazards.

Program Performance Measures

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City of Beaumont Annual Budget 2026-2027
Parks Maintenance
Sq Ft. of Turf Planed Annually.

Sq Ft: ~Hutch Replaced Annually
Sq Ft: Fertilized and ,Re -seeded
Target
350,000
1,500
' 5,200,000
FY 25-26
Actual 3rd
FY 24-25 Qtr with 4th FY 26-27
Actuals Est, Qtr Projection Coal
211,000
784
175,000
295,000
1,342
000,000
330,000
1,342
5,200,000 •
Park Facility Maintenance (Restrooms, Pavillions, Gazebos) completed within 14 days.
95% 80%
90% 90%
Right of Way Maintenance
Sq Ft. Mulch Replaced Annually
1,940 714
1,940 1,940
Tree Maintenance
Percentage of maintalning a 2 -year tree
77a d'M(Ften3'nc Cycle
Work Orders completed within 14 days.
100% 100%
100% 100%
100% 100'4
100% 100'4
Weed Abatement
Acres Abated Annually
2,400 2,400
2,400 2,400
Goals and Accomplishments
FY2026-2027 Goal #1
Continue advancing the Sports Park Field Lighting and Expansion Project through the installation of a new playground. This addition will enhance recreational opportunities and provide expanded family -friendly amenities as part of the overall park improvements.

FY2026-2027 Goal #2
Complete the design phase for Trevino Park improvements to enhance accessibility, comfort, and usability of the park. The

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City of Beaumont Annual Budget 2026-2027
project includes new shade structures and a redesigned inclusive playground intended to support children of all abilities, along with an accessible wheelchair swing. These improvements reinforce the City's commitment to providing inclusive recreational spaces that serve a diverse range of community needs.

FY2026-2027 Goal #3
Implement a turfplaning program for all parks and sports fields using newly procured City equipment. Turfplaning is a maintenance process that levels and smooths athletic fields to improve safety and playability. This program will improve efficiency and reduce reliance on contracted services for routine field upkeep.

FY2025-2026 Accomplishment #1
The City advanced the Sports Park Field Lighting and Expansion Project by initiating construction activities to expand and enhance athletic facilities. Work includes grading, landscaping, electrical infrastructure, and site preparation for synthetic turf fields, field lighting, fencing, irrigation, and related improvements. Upon completion, the project will convert two natural grass fields into durable, all-weather synthetic turf fields designed for U-12 and U-19/High School -level soccer play, supporting year-round use and expanded youth sports programming and regional events.

FY2025-2026 Accomplishment #2
The City assumed maintenance responsibilities for Sorenstam Park, expanding the Parks and Grounds Maintenance Division's inventory of maintained park facilities. Sorenstam Park, developed by a private developer, is now maintained by the City as part of its ongoing park system operations.

FY2025-2026 Accomplishment #3
The City advanced the Stewart Park Improvement Project (Phase I) by completing required grant prerequisites and preparing for implementation of the next phase of improvements. Supported by $2.5 million in secured Outdoor Recreation Legacy Partnership (ORLP) funding, this work ensures continued progress toward the full revitalization of Stewart Park and positions the City for timely and efficient use of grant resources in alignment with community priorities.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$63M
Budget Year
FY 2026-2027
FY2027 Budget
$-6.3M
100% of total
FY2026 Budget
$-6.1 M
100% of total
FY2025 Actual FY2025 Budget
$-4.4M S -4.7M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-4.8M S -5.9M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
6050 - Parks and Grounds Maintenance
$-7 M $6 M $-5 M $•4 M $-3 M $-2 M
$0

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City of Beaumont Annual Budget 2026-2027

PUBLIC SAFETY DIVISON
The Public Safety Division is committed to providing high -quality law enforcement, animal control, and emergency management services that protect the community and enhance quality of life. Through proactive community partnerships, fair and unbiased enforcement, ongoing training, and exceptional public service, the Division works to uphold its values of integrity, respect, accountability, and teamwork while honoring its motto, "Commitment to Community." Christopher Ramos
Chief of Police

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OUR PURPOSE:

We serve our community with, dedication, innovation,
proactive enforcement, and community partnerships.

POLICE DEPARTMENT
OUR MOTTO:
'Commitment to Community"
UNITS
eaatcTiVE Mama,
NIT
s'Pteaaa TOMS
OUR VALUES:

We value atl members of <ro t organization .and out community_ We are committed to providing exceptional public service through our TRA.17r:.

SERVICE * INTEGRITY fr RESPECT * EXCELLENCE
'S tr. tt v" t iw c FHF PPP , ?' 1" eF E fz E:.A t,P

TEAMWORK
Akt
ai
S ,4" ..tireeR. n mnkr:`
'i. srl Mn I:�Y Lts ,

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City of Beaumont Annual Budget 2026-2027

CHIEF OF POLICE
Executive Assistant
Operations Captain
Operations
Lieutenant
Operations
Lieutenant
Administrative Sergeant!PSB
Academy
Trainees
Team 1
Patrol.

Sergeant
Patrol
Officers
(5)
CSO
Team 2
Patrol.

Sergeant
Corporal
(1)
Patrol.

Officers
(5)
creams
Patrol.

Sergeant
Corporal
(1)
Patrol.

Officers
CSO
Team 4 Team 5
Patrol. Patrol.

Sergeant Sergeant
Corporal K9
(1) Corporal
(1)
Patrol.

Officers
(5)
Team G
K9
Corporal
(1)
CSO
Swings
Cadets
Part-time
(4)
Fr Patrol (2)
CSO
I Swings
Catezen
Volunteers
(varlies}
Explorers
Support
Services
Supervisor
Dispatch
Lead
Public
Safety
scratchers
(S)
Part-time
Public
Safety
Dispatchers
(1)
fanagement
Analyst
Support
Services
Supervisor
COPPS
Sergeant
Traffic
Sergeant
(motor)
Detective
Sergeant
Support
Services
Specialists
(4)
Property
Evidence
Animal.

Control
(2)•
COPPS
Corporal
(1)
Homeless
Liaison
Officers (2)
Business
Officer
(1)
School.

Resource
Officer
(3)
CSO
Support
Lieutenant
Motor
Officers
(4)
Commercial
Enforcement
Officers
(2)
Corporal
(1)
Detectives
(4)
GIT
Detective
RAID
Detective
(1)
PACT
Officer
(l)
GTF
Officer
(1)

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City of Beaumont Annual Budget 2026-2027
2000 - ANIMAL CONTROL
Department Overview
Animal Control Services is dedicated to enhancing the quality of life for both residents and animals within the community through professional, compassionate, and effective service. The division is responsible for enforcing state and local animal - related laws and regulations, promoting responsible pet ownership, protecting public safety, and ensuring the humane treatment of animals. Core functions include animal law enforcement, response to animal -related calls for service, investigations of animal welfare concerns, management of dangerous animal cases, and administration of the City's dog licensing program. Through proactive education, community outreach, and enforcement efforts, Animal Control Services supports a safe, healthy, and responsible environment for both people and pets.

Programs
Program 1— Animal Control
Animal Control Services provides animal control enforcement, dog licensing administration, pet owner education, and enforcement of applicable provisions of the California Food and Agriculture Code and the Beaumont Municipal Code (BMC).

The program is responsible for protecting public safety, promoting responsible pet ownership, responding to animal -related calls for service, investigating animal welfare concerns, and ensuring compliance with state and local regulations.

In addition, the program supports the development and enhancement of animal sheltering and adoption services through partnerships, community engagement, and resource development efforts designed to increase opportunities for animal placement, reunification, and adoption. These efforts help improve animal welfare outcomes, reduce shelter populations, and strengthen the City's commitment to providing humane and compassionate care for animals within the community.

Program Performance Measures

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City of Beaumont Annual Budget 2026-2027
City Target
Program 1- Animal Control
Quality of UifeJ elL Being
Quality of life ell Being
Quality of fife ell Being
Quality of fife ell Being
Department Goal
Responsible pet ownership
Partnering for no kill.

Responsible pet ownership
Responsible pet ownership
Performance Metrics
Actual Actual Actual
Data Data Goals
easurable/Quantifiable 2023 2024 2025
Calls for service
Animals impounded
Animals returned to owner
Animal licenses issued
2,737 2,428 2,147
610 482 127
116 10 41
1,609 1,409 977
Projected
Goals
2026
1,933
115
49 1,074
Goals and Accomplishments
Goals
1) Complete the rehabilitation of the City's animal shelter facility (Building E) and establish local animal sheltering services to provide safe, humane, and efficient care for animals within the community. 2) Develop and implement a successful pet adoption program that increases placement opportunities for adoptable animals, promotes responsible pet ownership, and improves animal welfare outcomes. 3) Coordinate and expand access to pet microchipping services to assist residents in quickly reuniting with lost pets and to reduce the number of unclaimed animals entering the shelter system. 4) Establish a community -supported donation program that allows residents, businesses, and community partners to contribute resources and funding in support of Animal Control Services, animal welfare initiatives, shelter operations, medical care, adoption efforts, and other programs that enhance services to the community.

Accomplishments
1) Conducted extensive research and evaluation of animal sheltering options to identify sustainable and effective solutions for providing animal sheltering services within the community. 2) Obtained City Council approval to begin the rehabilitation of a City -owned facility (Building E) to support the future implementation of local animal sheltering services, expanding the City's capacity to care for and house animals in need. 3) Ensured all Animal Control Officers completed the specialized Animal Control and Care Academy, a nationally recognized training program recommended by animal welfare organizations, including PETA and other animal advocacy groups. This training enhanced officers' knowledge and skills in animal behavior, humane handling techniques, animal welfare best practices, and the safe management of aggressive or dangerous animals, further strengthening the Department's commitment to compassionate and professional animal care.

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City of Beaumont Annual Budget 2026-2027
Expenditures Summary by Department I -$560.3K
Budget Year
FY 2026-2027
FY2027 Budget
$-5603K
100% of total
FY2026 Budget
$-492AK
'100% of total
FY2025 Actual FY2025 Budget
$-313.8K S -372.2K
00% of total
100% of total
FY2024 Actual FY2024 Budget
$-370o5K S -389.9K
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-600'G $-500 K $-400 K $-300 K $-200 K $-100 K $0
2000-ANNMAIL CONTROL.

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City of Beaumont Annual Budget 2026-2027
2050 - POLICE
Department Overview
The 2050 Division serves as the core public safety function of the Beaumont Police Department and is responsible for providing professional law enforcement services to the community 24 hours a day, seven days a week. Sworn personnel are tasked with protecting life and property, preserving the peace, enforcing state and local laws, preventing crime, and responding to emergency and non -emergency calls for service.

The Division consists of Patrol Operations, Investigations, Traffic Enforcement, School Resource Officers, K-9 Operations, Crime Suppression, Special Enforcement assignments, and specialized regional task force partnerships. These units work collaboratively to address crime, traffic safety, quality -of -life concerns, and emerging public safety challenges throughout the City.

Patrol officers serve as the Department's first responders and are responsible for answering calls for service, conducting preliminary investigations, enforcing traffic laws, engaging in proactive policing efforts, and building relationships with residents and businesses. Detectives conduct follow-up investigations involving crimes against persons, property crimes, narcotics offenses, and other complex criminal cases. Specialized units provide focused enforcement and investigative resources targeting traffic safety, criminal activity, gang suppression, school safety, and community concerns.

The Division emphasizes a balanced approach to public safety through proactive enforcement, community engagement, problem -oriented policing, and strategic partnerships. Sworn personnel regularly collaborate with residents, businesses, schools, community organizations, and regional law enforcement agencies to identify concerns, develop solutions, and enhance the overall quality of life within the community.

As Beaumont continues to experience significant residential, commercial, and retail growth, the Sworn Operations Division remains committed to leveraging technology, data -driven policing strategies, specialized training, and innovative public safety programs to meet increasing service demands while maintaining high levels of responsiveness, professionalism, and community trust.

The Division directly supports the Department's mission of serving the community through dedication, innovation, proactive enforcement, and community partnerships while advancing the City Council's vision for a safe, vibrant, and thriving Beaumont.

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City of Beaumont Annual Budget 2026-2027
Programs
The Police Department operates five core programs that have been strategically identified and prioritized by the City Council and the City's executive leadership. These programs are directly aligned with the City's mission, vision, values, and strategic goals, and collectively provide a comprehensive approach to public safety, community engagement, accountability, and service delivery. Each program fulfills a distinct but interconnected role in protecting the community, reducing crime, improving quality of life, and maintaining public trust.

Program 1— Patrol: Emergency Response and Community Safety The Patrol Program serves as the foundation of the Department's public safety mission and is responsible for providing 24 - hour emergency and non -emergency response services to the community. Patrol officers are the Department's primary first responders and are tasked with responding to calls for service, conducting proactive patrols, enforcing laws, investigating crimes, and maintaining a visible police presence throughout the city.

Patrol personnel play a critical role in protecting life and property, preserving the peace, addressing quality -of -life concerns, and fostering positive relationships with community members. Through proactive policing strategies, rapid emergency response, and community engagement, the Patrol Program supports the City's commitment to safety, responsiveness, and exceptional public service.

Program 2 — Community Policing: Engagement and Support Services The Community Policing Program reflects the Department's commitment to collaborative problem -solving, relationship - building, and addressing community concerns through proactive engagement. This program focuses on strengthening partnerships between law enforcement, residents, businesses, schools, service providers, and community organizations.

Key responsibilities include homeless outreach and coordination of services for vulnerable populations, business liaison activities, neighborhood engagement, youth outreach programs, mental health response coordination, and other community - oriented policing initiatives. The program works closely with clinicians, social service providers, and community partners to address underlying causes of public safety concerns and improve overall quality of life.

By emphasizing prevention, trust -building, and collaboration, the Community Policing Program supports the City's goals of fostering a connected, inclusive, and resilient community.

Program 3 — Traffic Enforcement: Roadway Safety and Education The Traffic Enforcement Program is dedicated to improving roadway safety and reducing traffic -related injuries and fatalities through education, enforcement, and proactive traffic safety initiatives. The program focuses on collision prevention, traffic law enforcement, and public education efforts designed to promote safe driving behaviors.

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City of Beaumont Annual Budget 2026-2027
Core responsibilities include traffic enforcement operations, collision investigations, pedestrian and bicycle safety initiatives, school zone enforcement, DUI enforcement, traffic safety education, and child passenger safety services, including car seat inspections and installations.

Through a combination of enforcement and education, the Traffic Enforcement Program supports the City's commitment to maintaining safe transportation corridors and enhancing the overall safety and well-being of residents and visitors.

Program 4 —Administration: Strategic Leadership and Organizational Support The Administration Program provides the strategic leadership, oversight, and organizational support necessary to ensure the effective operation of the Police Department. This program is responsible for policy development, fiscal management, personnel administration, organizational planning, risk management, and accountability measures that support the Department's mission and long-term success.

Key functions include budget development and management, strategic planning, professional standards and internal affairs investigations, training oversight, personnel management, grant administration, technology planning, emergency management coordination, and regulatory compliance.

The Administration Program promotes transparency, accountability, ethical leadership, and operational excellence while ensuring the Department remains prepared to meet both current and future public safety challenges.

Program 5 — Investigations: Criminal Investigations and Offender Accountability The Investigations Program provides specialized investigative services focused on solving crimes, identifying offenders, supporting victims, and enhancing community safety. Detectives conduct thorough and evidence -based investigations involving violent crimes, property crimes, crimes against children, financial crimes, narcotics offenses, and other complex criminal cases.

The program also supports proactive enforcement efforts aimed at disrupting criminal activity, identifying gang members, recovering stolen vehicles, locating wanted offenders, and removing illegal firearms and narcotics from the community.

Through comprehensive investigations and collaboration with prosecutors, regional task forces, and allied law enforcement agencies, the Investigations Program helps ensure offenders are held accountable and victims receive the support and justice they deserve.

Together, these five programs provide a balanced and comprehensive public safety framework that supports the City's strategic priorities and evolving community needs. By integrating enforcement, prevention, community engagement, education, and organizational excellence, the Police Department remains committed to delivering professional, innovative, and responsive public safety services to the Beaumont community.

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Program Performance Measures
City Target
Program 1,- Patrol
QuaLit; of Life/WelE. Being
Quality of Life/Wet1 Being
Q u a f `vty of Life/Well Being
Program 2- Community Policing
Communications/Relationships
Communications/Relationships
Quality of Life/Wet1 Being
Program 3. Traffic Enforcement
Infrastructure/Projects/Traffic
Infrastructure/Projects/Traffic
Infrastructure/Projects/Traffic.

Infrastructure/Projects/Traffic
Program 4 -Administration
Finances/Resources
Finances/Resources
Finances/Resources
Program 5- Investigations
Quality of Lffe/WeLE Being
Q u a f `sty of Life/Well l Being
Decreaserespon.

Reduce crime
Increase proactive patrol.

Performance Metrics -
Measurable/Quantifiable
Responsetssmes to priority 41 calls
Reduce violent crime
Proactive encounters
Engage the community in an educational partnership Community education Connecting the homeless to resources/continuum care Homeless contacts Reduce repetitive mental health service calls Mental health referrals increase motor safety Fatal collisions
Increase motor safety
Increase driver awareness
Increase motor safety
Maintain a Balanced Budget
Succession development plan
Peport Procedural Compliance
Solve crime
Arrests from Investigations
Injury collisions
Traffic citations
DUI checkpoints per year
Set budget to council. goals
Succession Development Plan
Pass compliance/audits from DOJ
Cases cteared
Arrests made from Cases
Actual Actual Actual
Data Data Data
2023 2024 2025
n... 6:::33 3:::39
Yes Yes Yes
10515 12,914 19,740
2 28 45
460 414 1,123
233 210 520
2 0 0
139 125 168
4,070 4,477 6,089
2 4 1
Yes Yes Yes
N/A Yes Yes
Yes Yes Yes
130 140 305
Unk 21 64
Projected
Goals
2026
Yes
15,000
45 1,500
520
2 170
8,000
2 Yes
Yes
300
64 Goals and Accomplishments
Goals

1. Implement a Drone First Responder (DFR) Program
The Department will implement a Drone First Responder (DFR) program to enhance emergency response capabilities, improve officer safety, and provide real-time situational awareness during critical incidents. Utilizing strategically positioned drones capable of rapid deployment, the program will allow personnel to assess incidents before officers arrive on scene, providing critical information that improves decision -making and resource allocation.

The DFR program will support responses to crimes in progress, missing person incidents, traffic collisions, perimeter searches, disaster response, and other emergencies. By providing aerial intelligence before officers arrive, the program is expected to improve response effectiveness, reduce risks to officers and the public, increase suspect apprehension rates, and reduce the need for multiple officers to respond to lower -risk incidents. The program will also enhance transparency and accountability while leveraging technology to deliver more efficient and effective public safety services.

2. Expand Employee Performance, Leadership, and Resiliency Development Programs The Department will continue investing in employee development by expanding programs focused on performance improvement, leadership growth, resiliency, and professional development. These initiatives will provide personnel at all levels of the organization with tools and resources designed to enhance decision -making, communication, leadership

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effectiveness, stress management, and overall job performance.

As the demands placed upon law enforcement professionals continue to evolve, the Department remains committed to developing a workforce that is adaptable, resilient, and prepared to meet future challenges. These efforts will complement existing wellness initiatives while fostering a culture of continuous learning, personal accountability, and organizational excellence. By investing in employee growth and resilience, the Department will strengthen its ability to deliver exceptional service to the community while supporting the long-term success and well-being of its personnel.

3. Leverage Technology to Enhance Efficiency, Resource Deployment, and Crime Reduction The Department will continue leveraging emerging technologies, data analytics, and artificial intelligence tools to improve operational efficiency, maximize resource deployment, and support crime reduction strategies. Key initiatives include expanding crime analysis capabilities, enhancing data -driven policing efforts, improving workload and staffing analysis, and utilizing technology to identify crime trends and emerging public safety concerns.

The Department will also continue exploring technologies that reduce administrative burdens, improve investigative efficiency, automate routine processes, and provide personnel with actionable intelligence. By utilizing data and technology to support strategic decision -making, the Department will be better positioned to deploy resources effectively, proactively address crime trends, improve service delivery, and achieve measurable public safety outcomes while maintaining fiscal responsibility.

Accomplishments

1. Implemented a Comprehensive Information Distribution System The Department identified a need to improve the consistency of information sharing between shifts, divisions, and workgroups. In response, a department -wide information distribution system was implemented to ensure all employees begin their shifts with the same operational awareness.

The system distributes critical incident updates, officer safety information, investigative developments, organizational announcements, and emerging community concerns across all assignments and shifts. As a result, information gaps have been reduced, operational preparedness has improved, and coordination between divisions has been strengthened. Most importantly, the system enhances officer safety by ensuring personnel have timely access to critical information needed to perform their duties effectively.

2. Expanded Management Oversight Within Patrol Operations To strengthen operational leadership and ensure consistent management oversight throughout the week, the Department added a second Operations Lieutenant position. This organizational enhancement increased command -level availability to support field personnel, supervise patrol operations, address community concerns, and manage critical incidents.

The additional lieutenant position has improved continuity of leadership, expanded supervisory coverage across the Patrol Division, enhanced decision -making capabilities, and strengthened accountability throughout the organization. This change also supports succession planning and the Department's ability to meet the increasing demands of a growing community.

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3. Established a Mandatory Annual Wellness Check -In Program Recognizing the cumulative effects of stress and trauma associated with public safety professions, the Department implemented a mandatory annual wellness check -in program for all employees. This proactive initiative represents one of the first comprehensive wellness programs of its kind in the region and reflects the Department's commitment to employee well- being.

The program promotes resilience, normalizes mental health support, and provides employees with resources designed to maintain long-term wellness. Beyond supporting personnel, the program helps reduce organizational risks associated with stress -related injuries, absenteeism, and workers' compensation claims while strengthening the overall health of the workforce.

4. Rebranded the Department Around a Clear, Future -Focused Identity The Department completed a comprehensive rebranding effort that included the adoption of a new mission statement and redesign of the Department patch. These changes reflect the organization's commitment to service, innovation, professionalism, and community partnership while honoring the traditions and values that have guided the Department throughout its history.

The rebranding initiative has strengthened organizational unity, increased employee pride, and established a clear vision for the future of the Department.

5. Expanded Digital Resources for Field Personnel
Working collaboratively with the City's Information Technology Division, the Department expanded the digital resources available to personnel in the field. These enhancements provide officers with improved access to investigative databases, reports, and operational tools without requiring a return to the police station.

The result has been increased field presence, improved investigative efficiency, faster access to critical information, and enhanced service delivery to the community.

6. Secured a Modern AI -Driven Body -Worn Camera Platform The Department completed a comprehensive evaluation and procurement process resulting in the selection of a next - generation body -worn camera and digital evidence management platform. Following extensive vendor evaluations, field testing, stakeholder input, and cost -benefit analysis, the Department secured a solution that positions Beaumont at the forefront of law enforcement technology.

The new platform incorporates advanced artificial intelligence capabilities designed to improve efficiency, transparency, and service delivery. Features include AI -assisted report writing, real-time language translation, automated activation during

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critical incidents, AI -assisted video and report redaction, enhanced digital evidence management, and performance analytics tools.

Collectively, these technologies are expected to save thousands of personnel hours annually, improve investigative effectiveness, streamline public records and discovery processes, enhance accountability and transparency, reduce employee burnout, and strengthen public trust. This investment represents a significant step toward modernizing Department operations and building a more efficient, responsive, and data -driven public safety organization.

7. Expanded Investigative Resources Through the Addition of a Fifth Detective Position To address increasing investigative demands and ensure timely follow-up on criminal cases, the Department added a fifth Detective position to the Investigations Unit. As Beaumont continues to experience significant residential, commercial, and retail growth, the volume and complexity of criminal investigations have increased accordingly.

The additional Detective position enhances the Department's capacity to investigate crimes against persons, property crimes, financial crimes, crimes against children, and other complex investigations. It also improves case management, reduces investigative caseloads, accelerates follow-up investigations, and increases opportunities for proactive enforcement efforts targeting repeat offenders, organized retail theft, gang activity, illegal firearms, and narcotics -related crimes.

By expanding investigative staffing, the Department is better positioned to improve case clearance rates, provide enhanced victim services, hold offenders accountable, and maintain a high level of investigative effectiveness as the community continues to grow.

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Expenditures Summary by Department I -$20.9M
Budget Year
FY 2026-2027
FY2027 Budget
$-20.9M
100% of total
FY2026 Budget
$-19.8M
100% of total
FY2025 Actual FY2025 Budget
$-'7.1M $-17.5M
100% of total
100% of total
FY2024 Actual FY2024 Budget
$-16,6M S -16.8M
100% of total 100% of total
Amount I Sorted By(FY2027 Budget) I Broken down by Department Expenditures Summary by Department
$-22.5 M $m20 M $-17.5 M $-'95 1 $-125 M $-10 M $m7.5 M $m5 M $-2,5 M $0 2050 - POLI(:;E

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City of Beaumont Annual Budget 2026-2027
2080 - K-9
Department Overview
The Beaumont Police Department operates a K-9 Detection Program utilizing two highly trained K-9 teams that serve as a force multiplier in support of public safety operations. The capabilities of a K-9 and handler team are unmatched in their ability to assist with crime prevention, criminal apprehension, narcotics detection, evidence recovery, and public safety missions.

The program is designed to prevent the loss of life by locating suspects, missing persons, and critical evidence more efficiently and safely than traditional methods alone. K-9 teams enhance the Department's detection and enforcement capabilities, support efforts to reduce narcotics activity throughout the region, and improve officer and community safety during high -risk incidents.

In addition to their enforcement role, K-9 teams serve as valuable community engagement ambassadors. Through demonstrations, school visits, community events, and public education programs, the K-9 Program helps strengthen relationships between the Police Department and the community, fostering trust, transparency, and positive interactions with residents of all ages.

The K-9 Detection Program directly supports the Department's mission by combining proactive enforcement, innovative policing strategies, and community partnerships to enhance public safety and quality of life in Beaumont.

Programs
Program 1— K-9 Operations
The Beaumont Police Department's K-9 Program provides specialized law enforcement capabilities that enhance public safety, support crime reduction efforts, and strengthen community engagement. Utilizing two highly trained K-9 teams, the program serves as a force multiplier by providing capabilities that cannot be replicated through traditional policing methods. The program directly supports the City's mission, vision, values, and strategic goals by promoting community safety, proactive enforcement, and positive community partnerships.

Overview of K-9 Unit Operations