Bellflower City Council
April 21, 2025

PROPOSED BUDGET
2025-2027
April 2025
1 Budget Calendar & Strategic Planning
Meeting
2 STRATEGIC PLANNING MEETING 1/16/2025 (Thursday)
(9:00 am - 1:30 pm)
COUNCIL STUDY SESSION #1 4/21/2025 (Monday)
(2:00 pm - 5:30 pm)
COUNCIL STUDY SESSION #2 4/29/2025 (Tuesday)
(2:00 pm - 5:30 pm)

LAST DATE TO SUBMIT PROPOSED

PROJECT/PROGRAM REQUESTS / BUDGET

CHANGES TO CITY MANAGER
5/6/2025 (Tuesday)
Via email / phone / walk-in

COUNCIL TO VOTE ON PROPOSED

BUDGET CHANGES
5/12/2025 (Monday)
(3:00 pm - 5:00 pm)
BUDGET ADOPTION (A)6/9/2025 (Monday)
(Regular Council Meeting)
(A) If the budget is not adopted on this date, then on 06/23/2025.

Strategic Plan Overarching Goals
1. Enhance Public Safety
Bellflower will be a safe and secure City.
2. Increase Public Outreach, Education and Connection
Bellflower will be an open and connected City that tells its story. 3. Continue Investing in a High-Performing and Efficient City Team Bellflower will be a City that wisely invests in its future and builds on its strengths. 4. Improve Quality of Life & Visual Appeal in the City Bellflower will be a City that demands high performance and excellence and sets a model for other communities.
5. Strengthen Economic Development
Bellflower will be a City that supports and attracts high-quality development and economic opportunity.
3 GENERAL
FUND
BUDGET
4 2024-25 2025-26 2026-27

BUDGET PROPOSED PROPOSED
Total Revenues and
Transfers In $ 51,052,710 $55,108,800 $56,310,641
Total Appropriations and
Transfers Out $ 47,471,833 $53,660,666 $55,283,091
General Fund Surplus $ 3,580,877 $ 1,448,134 $ 1,027,550 Allocation to General
Fund Property Acquisition
Reserve $ 0 $ 1,000,000 $ 500,000
Unassigned General Fund
Reserve $ 3,580,877 $ 448,134 $ 527,550
Effective FY 2024-2025, consider adopting a policy to
allocate actual annual GF surplus in excess of $2M:
50% to the General Fund Property Acquisition
Reserve with minimum funding of $1M in FY 25-26
and $500K in FY 26-27 (for property purchases and
developer loans) and 50% for future General Fund
capital projects.

General Fund (GF) Surplus
Policy Illustration
5 Allocation
Developer
Loan / Property
Purchase
During the FY Cash
If Actual General Fund Surplus is 7,000,000$
General Fund Surplus to Unassigned GF Reserve 2,000,000 Total General Fund Surplus to Allocate 5,000,000$
50% to GF Property Acquisition Reserve 2,500,000$ 2,500,000$ -$ 50% to GF Capital Projects Fund 2,500,000 2,500,000 $2M to Unassigned GF Reserve 2,000,000 2,000,000 Total GF Surplus 7,000,000$ 2,500,000$ 4,500,000$ Allocation
Developer
Loan / Property
Purchase
During the FY Cash
If Actual General Fund Surplus is 7,000,000$
General Fund Surplus to Unassigned GF Reserve 2,000,000 Total General Fund Surplus to Allocate 5,000,000$
50% to GF Property Acquisition Reserve 2,500,000$ 2,500,000$ -$ 50% to GF Capital Projects Fund 2,500,000 2,500,000 $2M to Unassigned GF Reserve 2,000,000 2,000,000 Total GF Surplus 7,000,000$ 2,500,000$ 4,500,000$

$8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $8.0 $10.0 $10.0 $10.0 $10.0 $10.0 $9.4 $7.2 $7.1 $7.7 $6.4 $6.6 $6.6 $4.4 $5.3 $3.9 $4.2 $5.3 $7.9 $16.0
$22.9
$33.2
$42.4
$43.7
$44.3 $44.1
$2.5 $2.5 $2.5
$2.2 $2.9 $2.9
$2.3
$1.8
$1.9
$5.0
$5.0
$5.0 $6.0 $6.5
$0
$10
$20
$30
$40
$50
$60
07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24- 25B
25-26
PB
26-27
PB
Currently $5M: Property Held for Development/Resale ($3.8M) & City Ventures Loan ($1.2M)
$2.5M City Ventures Loan out of Available GF Reserve
Unassigned General Fund Reserve
$8M / $10M Contingency Reserve
Available General Fund Reserve
(From 2007-08 to 2026-27 Proposed Budget)6
Note: Above figures are in millions. The available General Fund reserve excludes nonspendable and restricted balances (e.g., long-term advances receivable from Successor Agency, IRC Section 115 Trust Fund, and other long-term deposits).

PROPERTIES HELD FOR DEVELOPMENT/

RESALE, LOAN & CASH RESERVE
7 GENERAL FUND PROPERTY ACQUISITION RESERVE:
16730 Bellflower Boulevard (Former MPower)$ 1,950,517 16824 Bellflower Boulevard (Former Bank of the West)1,700,000 9443 Artesia Boulevard (Vacant lot across the street from DMV)175,000 9903 Flower Street ($3.7M Total Loan to City Ventures; $1.2M out of Property Acquisition Reserve; balance of $2.5M out of other Available General Fund Reserve) 1,174,483
TOTAL PROPERTIES HELD FOR DEVELOPMENT / RESALE & LOAN $ 5,000,000 Future $2.5M City Venture loan repayment (plus interest when known)2,500,000 General Fund Surplus Allocation FY 25-26 (minimum)1,000,000 General Fund Surplus Allocation FY 26-27 (minimum)500,000 TOTAL PROPERTIES HELD & CASH RESERVE $ 9,000,000
PUBLIC PROJECTS FUND:

Funded with MWS sales proceeds, GF Transfer, investment earnings and rent 9835 Flower Street (USPS)$ 5,008,311
9818 Artesia Boulevard (Shoe Kingdom)1,201,407
TOTAL PROPERTIES HELD FOR DEVELOPMENT / RESALE $ 6,209,718 COMBINED TOTAL PROPERTIES & CASH RESERVE $ 15,209,718

General Fund Revenues8
General Fund
2024-25 2025-26 2026-27

BUDGET PROPOSED PROPOSED
Revenues:

Property Tax (incl. VLF in-lieu) $15,399,000 $16,456,000 $17,043,000 Sales Tax 8,900,000 9,480,000 9,790,000
Measure M Sales Tax 6,800,000 6,980,000 7,210,000
Utility Users Tax 3,700,000 4,033,000 4,134,000
Cannabis Tax 3,500,000 3,694,000 3,786,000
Franchise Fee 2,728,000 2,711,000 2,770,000
Other Revenues (TOT, fees,
rents, interest, etc.) 8,582,210 10,274,300 10,060,141
Gas Tax Transfer 1,443,500 1,480,500 1,517,500
$51,052,710 $55,108,800 $56,310,641

9 P.1 of Budget Salaries,TOTAL
Benefits and Operating Capital Debt EXCLUDING
Taxes Costs Outlay Service TRANSFERS
2025-2026 23,959,775 41,908,415 53,032,812 2,060,615 120,961,617 2026-2027 25,551,050 43,763,720 26,229,451 2,061,379 97,605,600 Total 49,510,825 85,672,135 79,262,263 4,121,994 218,567,217 23%39%36%2%100%
Budget Summary – By Expenditure Type

10 Budget Summary – By Function
P.2 of Budget 2025-2026 2026-2027

PROPOSED PROPOSED
Legislative and Administrative 10,520,586 10,935,570
Public Safety 21,605,315 21,888,771
Economic Development 4,103,622 6,079,231
Planning 5,234,782 5,003,085
Public Works 16,538,609 16,905,618
Parks and Recreation 7,133,189 7,710,558
Capital Projects 52,207,995 25,478,500
Debt Service 2,066,615 2,067,379
IT & Equipment Replacement 1,550,904 1,536,888
Total 120,961,617 97,605,600

11 P.3 of Budget 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027

ACTUAL ACTUAL ACTUAL BUDGET PROPOSED PROPOSED
Expenditures/Appropriations 69,795,055 98,522,322 70,713,313 132,889,927 124,404,484 101,751,151 Less: Transfers Out (21,506,723)(26,234,466)(4,434,633)(4,131,644)(3,442,867)(4,145,551) Net 48,288,332 72,287,856 66,278,680 128,758,283 120,961,617 97,605,600 Annual Increase (Decrease) - $23,999,524 (6,009,176)62,479,603 (7,796,666)(23,356,017) Annual Increase (Decrease) - %50%-8%94%-6%-19%
Budget Summary – Expenditure Trend

12 SUMMARY OF FUND BALANCES / NET ASSETS (38 FUNDS)

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027

FUND BALANCES:
010 GENERAL FUND 38,924,957 52,419,048 63,986,888 67,567,765 69,015,899 70,043,449 LESS: L/T SA LOAN EXCL. INTEREST (4,070,609)(3,189,383)(2,272,659)(1,310,475)(304,887)0 LESS: L/T MWS LOAN EXCL.

INTEREST (1,557,803)0 0 0 0 0
LESS: PROPERTIES & RESERVE (1,876,401)(5,000,000)(5,000,000)(5,000,000)(6,000,000)(6,500,000) LESS: SEC 115 PENSION STAB.

TRUST FUND (500,000)(1,043,408)(1,903,064)(2,605,743)(3,491,485)(4,453,711) LESS: OTHER (3,019)(3,018)(2,460,585)(4,946,585)(4,946,585)(4,946,585) GENERAL FUND - AVAILABLE 30,917,125 43,183,239 52,350,580 53,704,962 54,272,942 54,143,153 (INCLUDING $10M CONTINGENCY RESERVE)
011 GENERAL FUND PROJECTS 11,956,796 16,476,953 17,776,206 3,706,938 11,179,953 1,909,953 012 PUBLIC PROJECTS FUND (140,931)12,274,456 12,952,002 7,069,002 8,368,002 6,242,002 013

DOT HIGHWAY RELINQUISHMENT
FUND 4,412,786 3,272,125 3,457,428 3,141,428 3,663,428 3,349,428 015 TDA ARTICLE 3 BIKEWAY FUND 0 0 0 0 0 0
020 PUBLIC ARTS FUND 305,388 258,927 0 0 0 0
022 PUBLIC FACILITIES FUND 159,236 3,249 0 32,500 64,000 95,500 024 PARK FACILITIES FUND 1,258,096 1,513,757 846,908 480,120 1,227,120 1,233,120 026 PUBLIC SAFETY FACILITIES FUND 0 0 1,632 100 22,032 32,332 028 TRANSPORTATION FACILITIES FUND 0 0 35,572 231,572 377,572 523,572 030 GRANT PROJECTS FUND (929,208)541,896 530,119 2,219,646 185,289 185,289 037 DRUG EDUCATION/REHAB FUND 246,836 301,178 274,190 174,190 152,490 21,590 040 PEG FUND 834,747 898,013 980,449 787,109 82,109 155,109 050 CA COPS GRANT FUND 249,958 335,190 416,695 425,495 378,495 319,995 070 MEASURE A FUND 0 (419,021)(236,542)0 0 0
100 PROPOSITION A FUND 2,124,465 2,492,514 2,562,313 2,449,027 1,997,213 1,491,695 115 MEASURE M FUND 2,181,736 3,640,103 2,653,355 2,394,148 1,259,367 47,079 125 MEASURE R FUND 1,920,396 2,506,724 2,753,016 800,440 770,494 88,617 135 PROPOSITION C FUND 2,176,547 2,257,459 2,381,198 70,138 150,064 107,823 140 STATE GAS TAX FUND 4,339,280 5,213,746 6,202,013 1,339,596 1,662,596 1,748,596 145

ROAD MAINT REHAB ACCT FUND /
SB 1 3,289,925 5,092,707 6,952,009 3,675,229 3,663,229 954,229

13 SUMMARY OF FUND BALANCES / NET ASSETS (38 FUNDS)

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027

FUND BALANCES:
150 AQMD FUND 330,498 321,464 190,720 16,447 179,720 292,720 230 SEWER RECONSTRUCTION FUND 316,278 316,278 316,278 266,278 266,278 266,278 320 MEASURE W FUND 1,384,509 1,687,834 2,201,016 654,065 1,870,666 1,063,001 510 ECONOMIC DEVELOPMENT FUND 1,753,902 2,926,874 3,118,247 1,468,247 1,869,247 1,273,247 540 GIS UPDATE FUND 210,835 244,636 267,477 271,407 276,977 292,977 542

GENERAL PLAN/ZONING UPDATE
FUND 617,052 969,940 1,048,247 356,988 387,306 306
600 BUILDING AND SAFETY FUND 0 114,997 115,500 0 0 0
602

CASP CERTIFICATION AND TRAINING
FUND 86,216 101,756 116,720 119,670 123,570 127,470
700 DEBT SERVICE FUND (BPFC)0 0 0 0 0 0
710 DEBT SERVICE FUND (BFA)1,313 0 0 0 0 0
720 DEBT SERVICE (BFA) - TRANSP COPS 0 58 2,016 2,516 3,516 4,516 730 DEBT SERVICE FUND - POBS 13,605 921 557 0 1,000 2,000 900

COMMUNITY DEV BLOCK GRANT
FUND 0 0 0 0 148,190 435,638
910 HOME FUND 1,327,275 1,238,000 1,238,000 1,238,000 1,310,572 1,795,725 920 ARPA SLFRP FUND 0 0 0 0 0 0
944 PARKING DISTRICT NO. 1 FUND 0 0 0 0 0 0
974

SUCCESSOR HOUSING LMIHAF
(CASH, NET )448,189 379,964 440,185 300,388 263,770 91,218 TOTAL - FUND BALANCES 71,792,850 108,145,937 121,944,106 87,395,646 97,177,207 78,294,178 NET ASSETS (INCLUDES FIXED ASSETS):
31X MUNICIPAL WATER SYSTEM 2,750,687 0 0 0 0 0
530

IT & EQUIPMENT REPLACEMENT
FUND 1,186,657 1,321,340 1,593,998 1,675,667 1,817,148 1,825,834 TOTAL - NET ASSETS 3,937,344 1,321,340 1,593,998 1,675,667 1,817,148 1,825,834

TRANSFERS OUT (P.395)14
2025-2026 2026-2027
GENERAL FUND (Fund 010):
1,138,617 805,343
Provides for:
2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027

ACTUAL ACTUAL ACTUAL BUDGET PROPOSED PROPOSED
A. BPFC Lease Financing 230,500 230,500 230,500 230,501 230,501 230,501 B. General Capital Projects 870,000 500,000 1,150,000 270,000 0 0 C. Economic Development Fund 240,000 240,000 500,000 500,000 0 0 D. Building and Safety *0 115,500 0 641,467 555,128 195,216 E. Parking District 979 6,696 23,248 17,000 30,284 33,012 F.Bellflower Financing Authority 1,873 490 1,770 871 3,711 3,440 G.CDBG Fund 22,914 22,466 102,703 203,907 230,428 251,076 H.HOME Fund 0 0 0 0 88,565 92,098
With savings from ARPA funding:

I.General Capital Projects 10,217,144 3,398,218 0 0 0 0 J.Economic Development Fund 533,000 1,205,000 0 0 0 0
12,116,410 5,718,870 2,008,221 1,863,746 1,138,617 805,343 A. Principal and interest payments on the 2015/2021 Financing Agreement with Bank of America/Capital One B. Capital projects funded with the General Fund resources C. Funding for various economic development projects/programs D. General support services provided by the Building and Safety Fund * $115,500 transfer in 2022-23 for online permitting & plan submittal software (with savings from ARPA funding) E. Parking District No. 1 maintenance costs in excess of annual special assessment F.To eliminate BFA Fund cash deficit
G.CDBG program and admin costs in excess of CDBG funding and cap H.HOME program and admin costs in excess of HOME funding I.Capital projects funded with savings realized through ARPA funding J.Economic Development programs funded with savings realized through ARPA funding TRANSPORTATION (Fund 100):819,950 818,908
PROPOSITION C (Fund 135):3,000 3,000
Debt service on 2018/2021 Transportation COPS (Regional Transit Center and Parking Structure) STATE GAS TAX (Fund 140):1,480,500 1,517,500
To reimburse the General Fund for qualified street improvements and maintenance costs CERTIFIED ACCESS SPECIALIST - CASP (Fund 602):800 800
To reimburse the General Fund for administrative costs

OUTSTANDING DEBT (P.358)15
Uses of the Debt Proceeds
•BPFC Lease Financing – Energy efficiency improvement project. •BFA MTB Enterprises Note Payable – Acquisition of portion of property developed as the Butterfly Garden.
•BFA Transportation COPS – Construction of Regional Transit Center and Parking Structure. •Pension Obligation Bonds – Payoff of CalPERS unfunded pension liability. •GASB 87 Leases: GASB requires reporting of long-term leases as debt. •GASB 96 SBITAs: GASB requires reporting of subscription-based information technology arrangement as debt.

DEPT.2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 NO.DESCRIPTION ACTUAL ACTUAL ACTUAL BUDGET PROPOSED PROPOSED Outstanding Debt Principal Balances:
5500 BPFC Lease Financing 1,894,193 1,700,127 1,502,151 1,300,186 1,094,150 883,963 5520 HUD Section 108 Loan 1,520,000 1,037,000 531,000 0 0 0 5530
BFA MWS COPS (paid off in Nov
2022)5,750,000 0 0 0 0 0
BFA MTB Enterprises Note
Payable 784,316 745,899 703,971 658,814 610,625 559,317 5540 BFA Transportation COPS 7,975,000 7,330,000 6,670,000 5,995,000 5,305,000 4,600,000 5550 Pension Obligation Bonds 13,030,000 12,495,000 11,875,000 11,250,000 10,620,000 9,980,000 GASB 87 Leases:

New Hope Building Lease 733,810 606,189 0 0 0 0
GASB 96 SBITAs:

Subscription-Based Information 0 145,423 109,015 43,465 11,550 0 Technology Arrangements
Total 31,687,319 24,059,638 21,391,137 19,247,465 17,641,325 16,023,280

DEBT SERVICE (P.358)16
Sources of Debt Repayments
•BPFC Lease Financing – Energy cost savings (General Fund). •BFA MTB Enterprises Note Payable – Mostly billboard and pump station ground leases.
•BFA Transportation COPS – Proposition A and Proposition C funds (if necessary, Measure R and Measure M funds).
•Pension Obligation Bonds – UAL payments that would have been made to CalPERS (mostly General Fund).

DEPT.2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 NO.DESCRIPTION ACTUAL ACTUAL ACTUAL BUDGET PROPOSED PROPOSED Annual Debt Service Payments:
5500 BPFC Lease Financing DS 230,500 230,500 230,500 230,501 230,501 230,501 5520 HUD Section 108 Loan DS 506,540 518,218 528,218 538,567 0 0 5530 BFA MWS COPS (paid off in Nov 2022)477,054 5,829,055 0 0 0 0 BFA MTB Note Payable DS 68,980 70,448 72,359 72,871 76,991 78,100 5540 BFA Transportation COPS DS 924,520 823,078 823,070 823,648 822,950 821,908 5550 Pension Obligation Bonds DS 0 933,539 937,888 938,562 936,173 936,870 Building (per GASB 87)(Annual lease payments are budgeted in each operating department.) SBITA (per GASB 96)(Annual lease payments are budgeted in each operating department.) Total 2,207,594 8,404,838 2,592,035 2,604,149 2,066,615 2,067,379 Note: The above amounts include applicable trustee fees.

IRC Section 115 Trust Fund Deposits for Future Pension Stabilization Section 115 Trust
Fund deposits per
Resolution No. 21-25
Funding Target:
15% of Entry Age
Normal Accrued
Liability. Currently,
($77.5M * 15%) = $11.6M
FY Ending
POBs
Savings
Successor
Agency Loan
Repayments
Total
Deposits
6/30/2022 - 500,000 500,000
6/30/2023 35,292 500,000 535,292
6/30/2024 114,093 500,000 614,093
6/30/2025 202,679 500,000 702,679
6/30/2026 260,742 500,000 760,742
6/30/2027 312,226 500,000 812,226
6/30/2028 345,058 500,000 845,058
6/30/2029 375,906 500,000 875,906
6/30/2030 409,151 500,000 909,151
6/30/2031 445,228 500,000 945,228
6/30/2032 478,850 - 478,850
6/30/2033 461,005 - 461,005
6/30/2034 442,869 - 442,869
6/30/2035 398,013 - 398,013
6/30/2036 327,067 - 327,067
6/30/2037 200,118 - 200,118
Total 4,808,298 5,000,000 9,808,298
17 As of March 31, 2025, the trust fund balance was approx. $2M.

Strategic Plan Overarching Goals
1. Enhance Public Safety
Bellflower will be a safe and secure City.
2. Increase Public Outreach, Education and Connection
Bellflower will be an open and connected City that tells its story. 3. Continue Investing in a High-Performing and Efficient City Team Bellflower will be a City that wisely invests in its future and builds on its strengths. 4. Improve Quality of Life & Visual Appeal in the City Bellflower will be a City that demands high performance and excellence and sets a model for other communities.
5. Strengthen Economic Development
Bellflower will be a City that supports and attracts high-quality development and economic opportunity.
18 Full-Time & Part-Time Positions
(Details: Tab 1, P.C2-C4)
FULL-TIME POSITIONS:2024-2025 2025-2026 2026-2027
City Manager's Office 6 6 6
City Clerk's Office 3 4 4
Finance 7 7 7
Public Safety (including Code Enforcement)14 15 16
Economic Development 5 5 6
Planning 7 9 10
Public Works 37 42 42
Parks and Recreation 10 12 13
Total Full-Time 89 100 104
PART-TIME POSITIONS (Rounded nearest 0.5):2024-2025 2025-2026 2026-2027 City Manager's Office 0.5 0.5 0.5
City Clerk's Office 0 0 0
Finance 1 1 1
Public Safety (including Code Enforcement)6 6 6
Economic Development 0 0 0
Planning 1.5 1.5 1.5
Public Works 8 11 11
Parks and Recreation 33 38 41
Approximate FTE 50 58 61
19 Proposed Additional and New /
Reclassified Full-Time Positions
20 New / Reclassified Full-Time Positions:

Accounting Technician II to Accounting Technician III (Finance) Recreation and Marketing Supervisor to Communications and Marketing Manager (P&R) Sr. Marketing Specialist to Sr. Project Manager - Business Development (ED) Management Analyst II to Sr. Project Manager - Housing / Real Property (ED) Management Analyst I/II to ED Specialist I/II (ED - Title Change Only) Additional Full-Time (FT) Positions City Clerk PS Plan PW P&R ED Total FY 2025-2026
Management Analyst I 1 1
Community Services Officer I 1 1
Senior Planner 1 1
Assistant Planner 1 1
Maintenance Crew Leader 1 1
Maintenance Worker I 4 4
Recreation Supervisor I 1 1
Administrative Assistant 1 1
Total FT Addition in Year 1 1 1 2 5 2 0 11
FY 2026-2027
Code Enforcement Inspector I 1 1
Assistant Planner 1 1
ED Specialist I 1 1
Recreation Coordinator 1 1
Total FT Addition in Year 2 0 1 1 0 1 1 4
Total FT Addition 1 2 3 5 3 1 15

City Manager's Office
Org Chart 2025-2027
21 City Manager's Office
Strategic Plan Goals & Objectives
Goal 1: Enhance Public Safety
Objective 1.8 - Set a direction to tap into Measure funds and other available funding sources to support programming that addresses homeless challenges in the City.

Goal 2: Increase Public Outreach, Education and Connection Objective 2.2 - Explore tools for connecting residents to each other and to the City
Objective 2.7 - Improve collaboration and relationship with school district and other service providers
Goal 3: Continue Investing in a High-Performing and Efficient Team at City Hall Objective 3.1 - Improve communication and collaboration between departments
Objective 3.4 - Invest in training and career development for employees Objective 3.5 - Conduct a full classification and compensation study Objective 3.6 - Build organization capacity through staff hiring and strategic contract for services that yield productivity enhancements Objective 3.7 - Modernize City policies that are ineffective or inefficient as currently written
Goal 5: Strengthen Economic Development
Objective 5.6 - Revisit cannabis policy, licensing and industry activity in Bellflower
22 Major Department Changes –
CITY MANAGER'S OFFICE (P.122)
23 2024-2025 BUDGET:1,846,721
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 303,848 ➢Standard adjustments: merit increases, benefits, taxes, etc.171,848 ➢Previously authorized but unbudgeted Management Assistant 132,000 position due to savings from prior vacancies
m Total Class & Compensation Study (HR)1st Year 2025-2026 60,000 60,000 2nd Year 2026-2027 160,000
Total Costs 220,000
Aggregate change in other categories 36,984
Net change - 1st year:400,832 21.7%
2025-2026 BUDGET:2,247,553
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes 90,826 ➢Standard adjustments: merit increases, benefits, taxes, etc. m Increase in Total Class & Compensation Study (HR): $60K 1st Year vs. $160K 2nd Year 100,000 Aggregate change in other categories (11,458)
Net change - 2nd year vs. 1st year:179,368 8.0%
2026-2027 BUDGET:2,426,921

24 FUND:010 GENERAL 010-XXXXX-1400
DEPT:1400 CITY ATTORNEY
2025-2026 2026-2027
42032 LEGAL SERVICES 422,000 443,000
Provides for legal services rendered by the City Attorney's Office (monthly retainer plus other billable services).
42098 SPECIAL LEGAL SVCS/SETTLEMENTS 10,000 10,000
Provides for litigation services rendered by the City Attorney's Office and/or by external counsel and related settlement payments.

CONTRACTED LEGAL SERVICES
DEPT.2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 NO.DESCRIPTION ACTUAL ACTUAL ACTUAL BUDGET DRAFT DRAFT

CITY OF BELLFLOWER
1350 LABOR ATTORNEY 25,008 19,899 14,926 100,000 50,000 50,000 1400 CITY ATTORNEY 249,602 261,061 285,447 299,000 432,000 453,000 2230 DISTRICT ATTORNEY 142,259 0 0 0 0 0
3105 STORMWATER MANAGEMENT PROGRAM 6,284 1,479 0 8,000 8,000 8,000 4105 CITY PROSECUTOR - GF 39,580 91,679 105,024 97,500 120,000 120,000 4152 CITY PROSECUTOR - CDBG 45,873 44,893 81,069 60,000 70,000 70,000 4150 CDBG ADMINISTRATION 0 0 0 250 250 250
4210 HOME ADMINISTRATION 0 0 0 1,000 500 500
6010 MUNICIPAL WATER SYSTEM 55,314 9,529 0 0 0 0
7320 SUCCESSOR HOUSING AGENCY 0 1,645 222 2,500 2,000 2,000 8010 NEW HOPE TEMPORARY SHELTER SERVICES 0 0 39,280 75,000 100,000 100,000 TOTAL - CITY OF BELLFLOWER 563,920 430,185 525,968 643,250 782,750 803,750 Major Department Changes –
CITY ATTORNEY'S OFFICE (P.132)

New Hope Temporary Shelter Services
(P. 164)
25 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027

ACTUAL ACTUAL ACTUAL BUDGET DRAFT DRAFT
EXPENDITURES / BUDGET:

MERCY HOUSE

CONTRACT
1,974,508 2,199,955 2,199,578 2,307,524 2,246,000 2,359,000

TEMPORARY SHELTER
RENT
143,596 147,904 171,768 182,976 182,976 182,976

OPERATING AND

MAINTENANCE COSTS
52,734 54,503 105,473 147,300 579,600 582,050
TOTAL EXPENDITURES 2,170,838 2,402,362 2,476,819 2,637,800 3,008,576 3,124,026 FUNDING SOURCES:

GENERAL FUND 1,372,506 1,023,823 2,052,322 1,658,874 2,168,250 2,283,700 HCD PLHA GRANT 0 1,676,871 0 440,326 440,326 440,326

HCD HHAP GRANT
(THRU L.A. CO.)
0 0 0 963,600 0 0

MEASURE A

HOMELESS FUNDS
0 0 0 0 400,000 400,000
L.A. COUNTY GRANT 0 500,000 0 0 0 0

TOTAL FUNDING
SOURCES 1,372,506 3,200,694 2,052,322 3,062,800 3,008,576 3,124,026

EXP OVER (UNDER)
FUNDING 798,332 -798,332 424,497 -425,000 0 0

City Clerk’s Office
Existing Structure
26 City Clerk
•City Council Support
•Department Head
•Form 700 for GC87200 Filers
•Campaign Statements
•Agenda Management
•Council Meeting Management
•Research for Staff
•Elections Official
Management Assistant
•Agreement Processing
•Records Management Tasks
•Council Meeting Attendance
& Support
•Research for Staff
•Election Support
Management Assistant
•Public Records Act Requests
•Subpoenas for Records
•Claims
•Council Meeting Attendance
& Support
•Form 700s (except GC 87200 Filers)
•Research for Staff
•Election Support
Full-time Staff 3.0
Part-time Staff 0.20
Total Staff
(FTE/Full Time Equivalent)3.20

27 Where we want to be (Strategic Plan goals):
•Maintain a high-performing and efficient team.
•Maintain a high standard of customer service for the public and City staff.
•Maintain a high level of compliance with applicable laws and procedures.
•Brown Act
•Public Records Act
•Political Reform Act
•Elections Code
•AB1234
•Agreement Procedures
•Records Retention Schedule
•Continue focusing on the Citywide Records Management Program to ensure compliance, increase efficiencies, minimize costs, and reduce legal exposure.
•Create a long-term succession plan.

City Clerk’s Office
Future Strategic Plans

28 City Clerk’s Office
Strategic Plan Goals Addressed
Goal #3: Continue Investing in a High-Performing and Efficient Team at City Hall
•Objective 3.1: Improve communication and collaboration between departments by establishing a biennial schedule for internal staff training, instead of on an “as-needed” basis.
•Records Management
•Agenda Management
•Meeting Management for Commissions
•Agreement Processing
•Objective 3.2: Invest in technology by leveraging current systems such as Laserfiche and SharePoint and adding new systems such as electronic filing for Political Reform Act requirements (i.e., Form 700 and Campaign Statements).
•Objective 3.6: Build organizational and department capacity by creating a Management Analyst I position for the City Clerk’s Office.

29 City Clerk’s Office
Strategic Plan Goals – Continued
Why build capacity in the City Clerk’s Office?
•Strategic Plan Goals
•The City Clerk’s Office is not a project-oriented department, but rather functions as a support team for the City as a whole.
•Trend in Increased Public Records Act Requests
•Over the last twelve years, the number of PRA requests received and processed by the City have more than tripled.
•2012: 173 requests
•2024: 730 requests
•Focus on Citywide Records Management
•Records Management has been on the “back burner” for decades due to capacity issues.
•We’ve come a long way in the last 10 years, but more work is needed. •Retention Schedule Update every two years
•Annual Destruction Schedule
•Recent Laserfiche Upgrade (leveraged for Agreement tracking) •Records Management Training for City Staff every two years •New records storage vendor (70% reduction in ongoing annual costs) •Long-term Succession Planning
•Allows for a focus on long-term department planning.
•Gradual growth to a Deputy City Clerk position in the future.

City Clerk’s Office
Proposed Structure
30 City Clerk
•City Council Support
•Department Head
•Form 700 for GC87200 Filers
•Campaign Statements
•Agenda Management
•Council Meeting Management
•Elections Official
Management
Assistant
•Agreement Processing
•Claims
•Research for Staff
•Election Support
Management
Assistant
•Public Records Act
Requests
•Subpoenas for Records
•Research for Staff
•Election Support
Full-time Staff 4.0
Part-time Staff 0
Total Staff
(FTE/Full Time Equivalent)4.0
Management Analyst
•Records Management
•Council Meeting
Attendance & Support
•Form 700s (except GC
87200 Filers)
•Research for Staff
•Election Support

Major Department Changes –
CITY CLERK'S OFFICE (P.142)
31 2024-2025 BUDGET:1,084,190
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes (excluding election)206,719 ➢Standard adjustments: merit increases, benefits, taxes, etc.83,719 ➢One full-time position addition: Management Analyst I 123,000 m Decrease in management cost; prior FY has records transfer/termination cost (109,600) m Prior November 2024 election budget (342,153)
Aggregate change in other categories 47,744
Net change - 1st year:(197,290)-18.2%
2025-2026 BUDGET:886,900
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes (excluding election)23,684 ➢Standard adjustments: merit increases, benefits, taxes, etc. m November 2026, election budget 158,653
Aggregate change in other categories (21,937)
Net change - 2nd year vs. 1st year:160,400 18.1%
2026-2027 BUDGET:1,047,300

Finance32
Implement a new financial software to
modernize financial processes
Reclassification of Accounting Technician II
to Accounting Technician III position
Strategic Goal #3 Continue Investing in a High-
Performing and Efficient City Team
Existing Structure
Proposed Structure

Major Department Changes –
FINANCE (P.153)
33 2024-2025 BUDGET:1,642,604
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 202,221 ➢Standard adjustments: merit increases, benefits, taxes, etc.122,560 ➢Vacation and Sick Leave Payout 71,261
➢Finance Department Reclassification 8,400
m New ERP software, consultant, training, and support 595,352 Implementation Annual Total
2025-2026 Year 1 489,750 105,602 595,352
2026-2027 Year 2 489,750 105,602 595,352
Total 979,500 211,204 1,190,704
Aggregate change in other categories 16,358
Net change - 1st year:813,931 49.6%
2025-2026 BUDGET:2,456,535
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes (48,045) ➢Standard adjustments: merit increases, benefits, taxes, etc.(48,045) Aggregate change in other categories (28,542)
Net change - 2nd year vs. 1st year:(76,587)-3.1%
2026-2027 BUDGET:2,379,948

Major Department Changes –
NON-DEPARTMENTAL (P.159)
34 2024-2025 BUDGET:1,069,500
2025-2026 CHANGES:1st Year
m Increase in property and earthquake insurance premiums 23,000 m Increase in building and grounds maintenance 30,000
m Increase (decrease) in equipment replacement & IT charges (64,250) Aggregate change in other categories 10,362
Net change - 1st year:(888)-0.1%
2025-2026 BUDGET:1,068,612
2026-2027 CHANGES:2nd Year
m Increase in property and earthquake insurance premiums 60,000 m Increase (decrease) in equipment replacement charges (56,250) Aggregate change in other categories 38
Net change - 2nd year vs. 1st year:3,788 0.4%
2026-2027 BUDGET:1,072,400

Public Safety Department
Existing Structure
Director Public Safety
Public Safety Manager
Code Enforcement
Supervisor
Executive Assistant III
Executive Assistant I
Senior Community
Services Officer
Community
Services Officer II
Community
Services Officer II
Community
Services Officer II
Code Enforcement
Inspector II
Code Enforcement
Inspector II
Code Enforcement
Inspector II
Code Enforcement
Inspector II
Executive Assistant I
Public Safety Full-time Staff 8
Code Enforcement Full-time Staff 6
Part-time Staff 5.70
(fulltime equivalent
35 36 Public Safety Department
Major Contract Services Deployment
Los Angeles County Sheriff
40-Hour Units 4
56-Hour Units 14.61
Special Assignment Officers (SAO’s)6
Motor Unit 1
40-Hour Grant Unit 2
Southwest Patrol
Armed 40-Hour Guards 8
Unarmed 40-Hour 1

37 •Where we want to be, where are we going?
•Develop proactive responses to homelessness and visual blight concerns •Coordinate or take advantage of community resources related to addiction and mental health support
•Keep the community informed of department efforts related to crime and arrests, more social media presence
•Improve/streamline resident and staff reporting of blight issues •Utilize more Sheriff resources
•Invest in technology to support public safety efforts
Public Safety Department
Future Strategic Plans

38 Public Safety Department
Strategic Plan Goals Addressed
•Goal #1: Enhance Public Safety
•Objective 1.3: Encourage resident awareness and reporting to help them be partners in addressing crime, disaster preparation and blight issues. •Objective 1.5: Finalize and implement public safety assessment recommendations. •Objective 1.9: Aggressively work to address homeless population areas in the city, including space outside city jurisdiction to reduce the homeless population. •Objective 1.10: Solidify emergency preparedness training among staff, ensure a degree of self-reliance after a disaster and communicate plan to the public. •Goal #3: Continue Investing in a High-Performing and Efficient Team at City Hall •Objective 3.2: Invest in technology resources for staff. •Objective 3.6: Build organizational capacity through staff hiring and strategic contract for services that yield productivity enhancements.
•Goal #4: Improve Quality of Life and Visual Appeal in the City •Objective 4.3: Raise standards of private property maintenance requirements. •Objective 4.5: Allocate resources for traffic safety.

39 Public Safety Department
Year 1 Major Changes
•Addition of fulltime Community Services Officer for the Bellflower Enforcement and Safety Team (BEAST)
•In partnership with Public Works, will coordinate proactive and daily inspections of encampment areas offering resources, performing cleanups, and issue criminal citations as needed.
•Increase in Part-Time Community Service Officer salaries •Additional part-time staff to perform parking enforcement during peak times (weekends and evening hours).
•Re-establishment of LASD Motor Deputy
•Focus on traffic enforcement and promotion of overall traffic safety. This item was previously removed starting in the FY23-24 budget due to LASD unable to fill the position but it will be filled in FY25-26.
•Local Hazard Mitigation Plan Update (75% grant funded) •Solidifying our responses to disasters and emergencies as identified in the strategic plan. Staff emergency preparedness training and awareness. •License plate readers for parking enforcement
•Utilizing technology to improve efficiency and proactiveness of staff.

•Assumed 5% contract increase for LASD
•Southwest Patrol hourly rate increase; $55 per hour to $60.

40 Public Safety Department
Year 2 Major Changes
•Addition of fulltime Code Enforcement Inspector
•Increased staff to focus on visual blight, property nuisances, and overall property maintenance standards
•Assumed 5% contract increase for LASD
•Replacement of City radio equipment
•Investment in continued ability of staff to effectively communicate on a day-to-day basis and during emergency situations. Existing equipment is over 20 years old and has reached end of life.

Major Department Changes – YEAR 1;
PUBLIC SAFETY (P.175)
41 2024-2025 BUDGET:20,701,048
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 365,130 ➢Standard adjustments: merit increases, benefits, taxes, etc.215,733 ➢One full-time position addition: CSO I 92,000
➢Part-time salaries increase 57,397
m Increase (decrease) in the cost of Sheriff's Department contract services 527,785 ➢Addition of Motor Deputy position (item was removed from FY 23/24 396,173 budget as LASD was unable to fill vacancy)
➢Assumed increase in annual contract (5%)670,752
➢Other adjustments; prior FY budget variance (539,140)
m Hazard Mitigation Plan update 217,600
m Increase in security guard patrol (General Fund portion)51,000 ➢Hourly rate increase of $55 to $60 per hour
m Increase (decrease) in the following contract services 121,708 Dept 2000 - PM law enforcement services 68,000
Dept 2050 - Crossing guard 20,588
Dept 2230 - Animal Control 33,120
m Station Cities Public Safety Authority (annual funding)50,000 m Increase (decrease) in nuisance abatement and legal services (477,500) m Increase (decrease) in IT charges 113,512
m Increase (decrease) in equipment purchases and replacement charges:(50,000) Prior Year Budget Year 1
➢Equipment purchases and replacement charges 109,741 59,741 Proposed replacements/purchases (Equipment Replacement Fund):
➢License plate readers for parking enforcement (ERF)80,000 Note: ERF costs are amortized and surcharged over a 5 year period.

Aggregate change in other categories (14,968)
Net change - 1st year:904,267 4.4%
2025-2026 BUDGET:21,605,315

Major Department Changes – YEAR 2
PUBLIC SAFETY (P.176)
42 2025-2026 BUDGET:21,605,315
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes 291,431 ➢Standard adjustments: merit increases, benefits, taxes, etc.165,431 ➢One full-time position addition: CE I 106,000
➢Part-time salaries increase 20,000
m Increase (decrease) in the cost of Sheriff's Department contract services 705,449 ➢Assumed increase in annual contract cost (5%)723,210
➢Other adjustments (17,761)
m Increase (decrease) in nuisance abatement and legal services (500,000) m Increase (decrease) in programs funded by the Drug Education / Rehabilitation Fund 39,200 m Prior FY items:(250,182)
➢Hazard Mitigation Plan update (217,600)
➢Increase (decrease) in IT charges (32,582)
m Increase (decrease) in equipment purchases and replacement charges:(4,991) Budget Year 1 Budget Year 2
➢Equipment purchases and replacement charges 59,741 54,750 Proposed replacements/purchases (Equipment Replacement Fund):
➢City radios (ERF)75,000
Note: ERF costs are amortized and surcharged over a 5 year period.

Aggregate change in other categories 2,549
Net change - 2nd year vs. 1st year:283,456 1.3%
2026-2027 BUDGET:21,888,771

43 44

Economic Development Department
Existing Structure
Director of Economic
Development
Executive Assistant II
Management Analyst IISenior Marketing
Specialist Management Analyst I/II
45 Strategic Plan Goals – Econ Development
Goal #5: Strengthen Economic
Development
Goal 5.1 – Continue strategic and creative property acquisitions.

Goal 5.2 – Execute on City-controlled property to make impact in the community.

Goal 5.3 – Explore an economic development plan that aligns areas in Bellflower with focused economic development themes, industries and related land-use strategy.

Goal 5.4 – Begin planning for comprehensive General Plan update (specific land use corridors in conjunction with the Planning Department).

Goal 5.5 – Solidify the vision and plan for the future of Downtown (more residential units, parking, complementary business types, etc.)
Goal 5.7 – Evaluate alternative revenue sources and land use measures 46 Strategic Plan Goals – Economic
Development
Goal 2.3 – Establish communication channels to engage with smaller businesses Goal 2.7 – Improve collaboration and relationship with the school district (Bellflower Connect)
Goal 3.6 – Consider departmental plans for capacity building as part of the budget process and implement over time.

Goal 4.3 – Raise standards of private property maintenance requirements.

Goal 4.4 – Activate public spaces to connect residents by expanding community events in non-traditional locations
Goal 4.6 – Explore ways to attract young families as residents.

Goal 4.7 – Explore strategies to address developed and undeveloped vacant properties. 47 Economic Development & Housing
Department Revamp
Director of Economic
Development
Executive Assistant II
Senior Project Manager
Housing/Real Property
Senior Project Manager
Business Development
Economic Development
Specialist I
FY 2026-2027
Economic Development
Specialist I/II
48 Department Reorganization
Separation into an Economic Development Division, a Housing Division and a Real Property Division.

What does this reorganization achieve?
•It increases the department’s capacity and flexibility to begin to implement the Strategic Plan goals and to adjust to changing priorities, special projects, and potential new programs while maintaining the day-to-day operations and tasks associated with current programs.
•It delineates duties/tasks/responsibilities providing clear expectations for staff as to what they should be doing to successfully achieve the Strategic Plan Goals by taking the necessary tactical steps while also providing opportunities to collaborate and cross train.

And long term…
•It creates a proper hierarchy to the department, which will encourage staffs’ professional growth, employee/talent retention, and it positions the department well to continue this mission into the future.
49 Major Department Changes – YEAR 1
ECONOMIC DEVELOPMENT (P.208)
50 2024-2025 BUDGET:7,545,498
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 290,396 ➢Standard adjustments: merit increases, benefits, taxes, etc.162,396 ➢ED Department Reclassifications 21,000
➢Increase in ED's payroll costs (in Department 4000) due to reduction of 107,000 ED staff charges in Departments 3610 and 1010 (now under P&R) m Increase (decrease) in economic development activities (658,000) Prior Year Budget Year 1 Change
➢COMMUNITY PROMOTIONS 80,000 70,000 (10,000)
➢CONTRACT SERVICES 340,000 250,000 (90,000)
➢WIRELESS BROADBAND 1,000,000 1,000,000 0
➢ECONOMIC DEVELOPMENT 630,000 200,000 (430,000)
➢PUBLIC SPACE IMPROVEMENTS 100,000 50,000 (50,000)
➢BUSINESS ASSISTANCE-GRANTS 156,000 78,000 (78,000)
m Increase (decrease) in CDBG/HOME/SHA/ARPA activities (3,185,151) Prior Year Budget Year 1 Change
➢FORGIVABLE LOAN PROGRAM 150,000 150,000 0 (CDBG/CV)
➢FAIR HOUSING ASSISTANCE 18,000 18,000 0 (CDBG)
➢KINGDOM CAUSES 25,000 25,000 0 (CDBG)
➢SINGLE-FAMILY REHABILITATION 250,000 250,000 0 (HOME)
➢CHDO SET ASIDE 3,292,866 107,715 (3,185,151)(HOME/ARP) ➢LOW INCOME HOUSING ASSISTANCE 25,000 25,000 0 (SHA)
➢AFFORDABLE HOUSING PROJECTS 60,000 60,000 0 (SHA)
➢RAPID RE-HOUSING/HOMELESS PREVENTION250,000 250,000 0 (SHA) m Subscription and cloud-based software platforms related to business relations 54,945 management, messaging, demographics, commercial listings, sales, and lease data, and business assistance forgivable loan and grant tracking, etc.

Aggregate change in other categories 55,934
Net change - 1st year:(3,441,876)-45.6%
2025-2026 BUDGET:4,103,622

Major Department Changes – YEAR 2
ECONOMIC DEVELOPMENT (P.209)
51 2025-2026 BUDGET:4,103,622
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes 238,395 ➢Standard adjustments: merit increases, benefits, taxes, etc.115,395 ➢One full-time position addition: ED Specialist 123,000 m Increase (decrease) in economic development activities (1,048,000) Budget Year 1 Budget Year 2 Change
➢COMMUNITY PROMOTIONS 70,000 50,000 (20,000)
➢CONTRACT SERVICES 250,000 300,000 50,000
➢WIRELESS BROADBAND 1,000,000 0 (1,000,000)
➢ECONOMIC DEVELOPMENT 200,000 200,000 0
➢PUBLIC SPACE IMPROVEMENTS 50,000 50,000 0
➢BUSINESS ASSISTANCE-GRANTS 78,000 0 (78,000)
m Increase (decrease) in CDBG/HOME/SHA/ARPA activities 2,795,030 Budget Year 1 Budget Year 2 Change
➢FORGIVABLE LOAN PROGRAM 150,000 0 (150,000)(CDBG/CV)
➢FAIR HOUSING ASSISTANCE 18,000 18,000 0 (CDBG)
➢KINGDOM CAUSES 25,000 25,000 0 (CDBG)
➢SINGLE-FAMILY REHABILITATION 250,000 250,000 0 (HOME)
➢CHDO SET ASIDE/HOME/HOME-ARP 107,715 3,052,745 2,945,030 (HOME/ARP) ➢LOW INCOME HOUSING ASSISTANCE 25,000 25,000 0 (SHA)
➢AFFORDABLE HOUSING PROJECTS 60,000 60,000 0 (SHA)
➢RAPID RE-HOUSING/HOMELESS PREVENTION250,000 250,000 0 (SHA) Aggregate change in other categories (9,816)
Net change - 2nd year vs. 1st year:1,975,609 48.1%
2026-2027 BUDGET:6,079,231

Planning Department
Existing Structure
52 Director of Planning and
Building Services
Executive Assistant III
Planning Manager
Executive Assistant II
(Business License & Special Permits)
Senior Planner
Assistant Planner
Associate Planner
Part-Time Staff
Administrative Assistant 2
Contract Building & Safety Division
Contract Staff 6.5
Contract Building &
Safety Division

53 Strategic Plan Goals
Goal #3: Continue Investing in a High-Performing and Efficient Team at City Hall Objective 3.2: Invest in technology resources for staff. Objective 3.3: Modernize systems to support resident feedback. Objective 3.6: Build organizational capacity through staff hiring and strategic contract for services that yield productivity enhancements.
Goal #4: Improve Quality of Life & Visual Appeal in the City. Objective 4.6: Explore ways to attract young families as residents. Objective 4.7: Explore strategies to address developed and undeveloped vacant properties. Goal #5: Strengthen Economic Development
Objective 5.2: Execute on City-controlled property to make impacts in the community. Objective 5.3: Explore an economic development plan that aligns areas in Bellflower with focused economic development themes, industries and related land use strategies. Objective 5.4: Begin planning for comprehensive General Plan update. Objective 5.5: Solidify vision and plan for the future of Downtown (more residential units, parking, complementary business types).
Objective 5.7: Evaluate alternative revenue sources and land use measures.

54 Permit & Project Trends
Year Construction Permits ADUs
2024 1251 86
2023 1194 56
2022 964 51
2021 1124 64
2020 1017 34
Year CUPs DRs
Plan
Checks TUPs
2024
(4 planners)13 9 509 28
2019
(5 planners)10 12 385 19
Building Permit Data
Planning Project Data

Planning Department
Proposed Structure
55 Director of Planning and
Building Services
Executive Assistant III
Planning Manager
Executive Assistant II
(Business License & Special Permits)
Senior Planner
Assistant Planner
Associate Planner
Senior Planner
Assistant Planner
FY 2026-2027
Assistant Planner
Current Planning DivisionAdvance Planning Division
Part-Time Staff
Administrative Assistant 2
Contract Building &
Safety Division
Contract Building & Safety Division
Contract Staff 6.5

56 Advance Planning Division Projects
General Plan Amendments
➢Housing Element
➢Land Use Element
➢Environmental Justice Element
➢Open Space Element
➢Circulation Element
Hollywood Sports Park – ZC, GPA, SP, EIR, EJ Element
Specific Plan Amendments – WASP & Specific Plan No. 1
DFD Amendments
Arts District Implementation
ADU Pre-Approved Plans
BMC Amendments:
➢Water Treatment Facilities
➢Home Occupation
➢Outside Storage
➢Appeals
➢Low Intensity Educational Uses

57 Major Department Changes PLANNING
(P.235)
2024-2025 BUDGET:4,455,356
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 187,775 478,775 ➢Standard adjustments: merit increases, benefits, taxes, etc. ➢Two full-time position addition:Senior Planner 166,000 Assistant Planner 125,000
m Increase (decrease) in funding for:152,559
➢Planning contract services 296,000
➢Building and Safety contract services 79,000
➢GIS contract services (44,000)
➢General Plan and Zone Update contract services (178,441) Aggregate change in other categories (mainly IT charges)148,092 Net change - 1st year:779,426 17.5%
2025-2026 BUDGET:5,234,782
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes 235,078 ➢Standard adjustments: merit increases, benefits, taxes, etc.108,078 ➢One full-time position addition:Assistant Planner 127,000 m Increase (decrease) in funding for:(426,000)
➢Planning contract services (26,000)
➢Building and Safety contract services 16,000
➢Building and Safety software (100,000)
➢General Plan and Zone Update contract services (316,000) Aggregate change in other categories (40,775)
Net change - 2nd year vs. 1st year:(231,697)-4.4%
2026-2027 BUDGET:5,003,085

Parks & Recreation Department
Existing Structure
58 Director
Recreation Manager
Recreation
Supervisor I
The Oak Center
Youth/Sr Programs
Recreation
Supervisor I
Thompson
Park/Aquatic Center
Recreation
Supervisor I
Special Events
Caruthers Park
Recreation
Coordinator
Special Events
Recreation &
Marketing Supervisor
P&R Marketing
Simms Park
Recreation
Coordinator
Volunteer Center
Information
Technology Manager
(City IT Division)
Executive Assistant III

Strategic Plan Goals/Objectives
Parks & Recreation Department
Communications/Marketing Division | IT Division
Goal #4: Improve Quality of Life & Visual Appeal in the City Objective 4.1 Implement Parks & Recreation Master Plan Objective 4.4 Activate public spaces to connect residents by expanding community events in non-traditional locations
Objective 4.6 Explore ways to attract young families as residents Goal #5: Strengthen Economic Development
Objective 5.1 Continue strategic and creative property acquisitions Goal #3: Continue Investing in a High-Performing and Efficient Team at City Hall
Objective 3.2 Invest in technology resources for staff Objective 3.3 Modernize systems to support resident feedback Objective 3.4 Invest in training and career development for employees Objective 3.6 Build organizational capacity through staff hiring and strategic contract services that yield productivity enhancements. 59 Strategic Plan Goals/Objectives
Parks & Recreation Department
Communications/Marketing Division | IT Division

GOALS RELATED TO CITYWIDE COMMUNICATIONS
Goal #2 Increase Public Outreach, Education and connection Objective 2.1 Explore communication methods that reach multi-generations with focus on most effective methods
Objective 2.2 Explore tools for connecting residents to each other and to the City
Objective 2.4 Develop a strategy to leverage video, digital and paper communications to balance reaching across the community Objective 2.5 Bring a unified, consistent and strategically chosen voice and visual presence to communications across City channels and platforms. Objective 2.6 Conduct communications assessment on platforms and processes.
Goal #1: Enhance Public Safety
Objectives 1.2, 1.3, 1.6 (Communication support for Public Safety) 60 Proposal Key Focus Areas
Parks & Recreation Department
Communications/Marketing Division | IT Division
Implement Parks & Recreation Master Plan
Communications & Marketing Division
Consolidate Parks & Recreation marketing and Citywide communications into one focused division
Conduct Citywide communications assessment
Leverage Parks & Recreation brochure success, rebrand and grow into City News heavy publication and add 4th annual edition
Information Technology Division
Maintain and enhance a secure, modern IT infrastructure – supporting both staff and customer-facing technology services, strengthen and maintain cybersecurity, and invest in technology resources for staff
Maintain Current Operational Standards and Build Capacity for Growth Reorganize and restructure to address focus areas of the Parks & Recreation Master Plan and Citywide communications goals
Hire staff and strategically contract services to address focus areas of the Parks & Recreation Master Plan and also address the scalability of Citywide communications goals
61 Parks & Recreation Department
Proposed Structure
62 Director
Parks & Recreation Department
Communications & Marketing Division
City Information Technology Division
Recreation Manager
Operations & Special Events Division
Recreation Supervisor I
The Oak Center/Youth & Sr
Programs
Recreation Supervisor I
Recreation
Programming/Thompson Park/
Aquatic Center
Recreation Supervisor I
Special Events
Recreation Coordinator
Operations/Special Events
Communications & Marketing
Manager
Comms/Marketing Division
Recreation Supervisor I
Recreation Programming/Simms
Park
Recreation Coordinator
Volunteer Center/BRIM
Recreation Coordinator
Permits FY 2026-2027
Information Technology
Manager
City IT Division
Executive Assistant III Administrative Assistant

Major Department Changes – YEAR 1
PARKS & RECREATION (P.311)
63 2024-2025 BUDGET:5,789,199
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 581,879 ➢Standard adjustments: full-time employees merit increases,207,959 and overall benefits and taxes, etc.
➢Two full-time position addition:

Administrative Assistant 88,000
Recreation Supervisor I 124,000
➢P&R Department Reclassification 14,000
➢Part-time wages increase 254,920
➢Reduction of ED staff charges from Departments 1010 and 3610 (107,000) (now managed by P&R)
m Increase (decrease) in:
➢Administration operating costs inc. meetings, contract services and software 47,135 ➢Special Interest programs, excursions, and program activation 70,000 ➢Communications and Marketing Tools and Efforts 240,738 (City News/Seasonal Brochure, Contract Services, Software, Supplies, etc.) ➢Volunteer Center Family Assistance Donations Programs 30,000 ➢Youth and Senior Center programming, marketing, and other operating costs 25,600 ➢Special Events excluding personnel related costs 22,400 ➢Contract services for holiday downtown and trees decorations 50,000 ➢Transportation Contract Services and other supplies 43,006 ➢Small tools and equipment 73,225
➢IT Charges 139,356
➢Equipment replacement charges 19,875
Proposed Replacements:

Aquatic Center: lane lines, lane line reel, and elliptical/treadmill 12,500 or other commercial gym equipment
Special Events: platform stage system/Tree Lighting/ misc. events 68,500 and annual upgrades holiday decorations
Note: ERF costs are amortized and surcharged over a 5 year period.

Aggregate change in other categories 776
Net change - 1st year:1,343,990 23.2%
2025-2026 BUDGET:7,133,189

Major Department Changes – YEAR 2
PARKS & RECREATION (P.312)
64 2025-2026 BUDGET:7,133,189
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes 435,451 ➢Standard adjustments: full-time employees merit increases 111,843 and overall benefits and taxes, etc.
➢One full-time position addition:Recreation Coordinator 109,000 ➢Part-time wages increase 214,608
m Increase (decrease) in:
➢Youth and Senior Center programming, marketing, and other operating costs 102,400 ➢D-A-R Contract services and other supplies 42,321
➢Small Tools and Equipment (34,650)
➢IT Charges (44,164)
➢Equipment replacement charges (5,875)
Proposed Replacements:

Aquatic Center: lane lines, lane line reel, elliptical/treadmill or other 84,000 commercial gym equipment, ADA lift and outdoor pool cover and reels Special Events: annual upgrades holiday decorations 30,000 Note: ERF costs are amortized and surcharged over a 5 year period.

Aggregate change in other categories 81,886
Net change - 2nd year vs. 1st year:577,369 8.1%
2026-2027 BUDGET:7,710,558

Information Technology Budget
(P.378)
65 FY 2025-26 FY 2026-27
Personnel Budget $ 259,301 $ 273,904
Other Expenses (Operating
and IT Capitalized Projects)719,265 510,718
Total $ 978,566 $ 784,622

Public Works Existing
Organization Chart
Assistant City
Manager/
Director of Public
Works
Contract - City
Engineer
Public Works
Manager
Streets
Division Head
Crew Leader (4)
Maint. Worker II (8)
Maint. Worker I (1)
Facilities
Division Head
Crew Leader (4)
Maint. Worker II (7)
Maint. Worker I (2)
Inspection Services
Division Head
Management
Analyst II
Management
Analyst I
Public Works
Coordinator
Executive Assistant
II
Executive Assistant
I
66 Goal #1 – Enhance Public Safety

1.9 – Aggressively work to address homeless population
areas in the City, including spaces outside of City jurisdiction to reduce the homeless population in the City.

Public Works Effort to Achieve
❖Support the proposed Bellflower Enforcement and Safety Team (BEAST) by adding two (2) new Maint. Worker I positions dedicated to daily activities and assignments of the support team.
❖Purchase one stakebed truck with liftgate to be used as part of support team’s process of removing and clearing focused areas of debris and misc. materials.
67 Strategic Plan Goals/Objectives
Public Works

Goal #3 – Continue to invest in high-performing and efficient team at the City

3.6 – Build organizational capacity through staff hiring and strategic service contracts that yield productive
enhancements.

Public Works Efforts to Achieve
❖Proposed five (5) new FT positions
❖Roving Crew (1 Crew Leader & 2 MW I positions) to support Strategic Goal 4.2 to improve quality of maintenance
throughout public areas
❖BEAST Team (2 MW I positions) to support Strategic Goal 1.9 to aggressively work to address homeless areas throughout the City
68 Strategic Plan Goals/Objectives
Public Works

Strategic Plan Goals/Objectives
Public Works
Goal #4 – Improve quality of life and visual appeal throughout the City

4.2 – Improve quality of maintenance throughout public areas

4.5 – Allocate resources for traffic safety improvement studies Public Works Effort to Achieve
❖Create Roving Crew (1 Crew Leader & 2 MW I positions) to support Strategic Goal 4.2 by increasing total labor hours to generate a more equitable distribution of labor hours amongst parks and open space areas for maintenance purposes
❖Establish a CIP line item to annually fund studies to support Strategic Goal 4.5 for traffic calming and traffic safety improvements. These studies are necessary to determine the viability of potential traffic safety improvement projects 69 Public Works Proposed
Organization Chart
70 Assistant City
Manager/
Director of Public
Works
Contract - City
Engineer
Public Works
Manager
Streets
Division Head
Crew Leader (4)
Maint. Worker II (8)
Maint. Worker I (1)
*NEW*
Maint. Worker I (2)
Facilities
Division Head
Crew Leader (4)
Maint. Worker II (7)
Maint. Worker I (2)
*NEW*
Crew Leader (1)
Maint. Worker I (2)
Inspection Services
Division Head
Management
Analyst II
Management
Analyst I
Public Works
Coordinator
Executive Assistant
II
Executive Assistant
I

Major Department Changes – YEAR 1;
PUBLIC WORKS (P.255)
71 2024-2025 BUDGET:14,187,733
2025-2026 CHANGES:1st Year
m Increase (decrease) in salaries, wages, benefits and taxes 1,876,110 ➢Standard adjustments: merit increases, benefits, taxes, etc.1,128,458 ➢Five full-time position addition:

One Maintenance Crew Leader 128,000
Four Maintenance Worker I 392,000
➢Part-time wages increase 227,652
m Increase (decrease) in:342,800
➢Tree management D3100 and 3910 19,000
➢Landscape maintenance contracts D3100 and 3900 35,000
➢Building and grounds maintenance for City facilities D3900 27,000 ➢Utilities / fuel Various 261,800
m Increase (decrease) in recycling programs 56,128
m Increase (decrease) in Measure W stormwater contract services and other operating costs 84,000 m Increase (decrease) in equipment purchases and replacement charges:(85,148) Prior Year Budget Year 1
➢Equipment purchases and replacement charges 529,773 444,625 Proposed replacements (Equipment Replacement Fund):
➢Replacement of one Public Safety vehicle (AQMD Fund)65,000 ➢Replacement of one Code Enforcement Safety vehicle (AQMD Fund)65,000 Total SRF replacements 130,000
➢F350 SRW Dump Truck (ERF)95,000
➢Pick-Up Trucks (2)(ERF)120,000
➢CMS Electronic Reader Board (1 each year)(ERF)25,000
➢Truck Mounted Arrow Board Replacement (ERF)10,000
➢Concrete Sidewalk Grinders (1 each year)(ERF)5,000
➢Water Tank Replacement for Asphalt Zipper (ERF)6,500
➢Pick-up Trucks (2 units)(ERF)120,000
➢Park Utility Vehicle (2 units in Yr 1 and 1 unit in Yr 2)(ERF)40,000 ➢2 Axle Trailer (ERF)7,000
➢Tow Behind Brush Chipper (ERF)4,000
Total ERF replacements (costs/surcharge over 5 years for budget)432,500 Total SRF purchases and ERF replacements 562,500
Aggregate change in other categories 76,986
Net change - 1st year:2,350,876 16.6%
2025-2026 BUDGET:16,538,609

Major Department Changes – YEAR 2;
PUBLIC WORKS (P.256)
72 2025-2026 BUDGET:16,538,609
2026-2027 CHANGES:2nd Year
m Increase (decrease) in salaries, wages, benefits and taxes 303,748 ➢Standard adjustments: merit increases, benefits, taxes, etc.303,748 m Increase (decrease):153,300
➢Tree management D3100 and 3910 16,000
➢Building and grounds maintenance for City facilities D3900 50,000 ➢Utilities / fuel Various 57,300
➢Security Guard Patrol D3560 and 3910 30,000
m Increase (decrease) in recycling programs (175,000)
m Increase (decrease) in equipment purchases and replacement charges:(6,750) Budget Year 1 Budget Year 2
➢Equipment purchases and replacement charges 444,625 437,875 Proposed replacements (Equipment Replacement Fund):
➢Pick-Up Trucks (2)(ERF)120,000
➢CMS Electronic Reader Board (1 each year)(ERF)25,000
➢Walk-Behind Mower (ERF)10,000
➢Pressure Washer (ERF)18,000
➢DRW Dump Truck w/ lift gate & light bar (ERF)110,000
➢Boom Truck/Aerial Tower (ERF)160,000
➢Concrete Sidewalk Grinders (1 each year)(ERF)5,000
➢Tractor Loader (ERF)150,000
➢Park Utility Vehicle (2 units in Yr 1 and 1 unit in Yr 2)(ERF)20,000 618,000
Aggregate change in other categories 91,711
Net change - 2nd year vs. 1st year:367,009 2.2%
2026-2027 BUDGET:16,905,618

CAPITAL PROJECTS (P.382)73
2025-2026 2026-2027
Carryover PROPOSED PROPOSED Total
General Fund / Public Projects Fund 11,283,123 12,160,108 12,235,000 24,395,108 31.4% Special Grants
(Federal, State, County)8,635,368 11,752,961 5,935,000 17,687,961 22.8% Proposition A, C, Measure M, R 5,057,473 8,384,473 3,970,000 12,354,473 15.9% State Gas Tax 2,497,033 3,087,033 710,000 3,797,033 4.9% Others (see below)14,670,420 16,823,420 2,628,500 19,451,920 25.0% Measure W 12,875,650 13,325,650 950,000 14,275,650 18.4% Measure A 649,770 1,633,770 900,000 2,533,770 3.3%
Developer Fees 695,000 695,000 317,000 1,012,000 1.3%
TDA Article 3 - 69,000 61,500 130,500 0.2%
PEG Fees - 1,050,000 0 1,050,000 1.4%
DOT Highway Relinquishment 400,000 0 400,000 400,000 0.5% Sewer Reconstruction 50,000 50,000 0 50,000 0.1%
Total 42,143,417 52,207,995 25,478,500 77,686,495 100.0%

Capital Improvement Projects
Streets
74 75 Capital Improvement Projects
Parks and Playgrounds

76 Capital Improvement Projects
Stormwater