CITY MANAGER’S OFFICE
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The City Manager’s Office (Division 10110100) provides
leadership, guidance, and support for the efficient day-to-day management of the City organization and implements the
policies, goals, and objectives established by the City Council.
The City Manager is appointed by the Council and
coordinates all City departments, directly supervising the Assistant City Managers, department directors, and executive staff. The Office develops program and policy alternatives; recommends financial, human-resource, and program needs; maintains intergovernmental relationships; coordinates
public information and community relations; and serves as Executive Director of the Successor Agency and the Parking, Housing, and Redevelopment Financing Authorities.
City Manager | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
City Manager
Infrastructure &
Innovation
Economic, Vitality
& Equity
Fiscal
Sustainability
Communications
& Public Affairs
Talent Development,
Labor & Inclusion
City Manager Odis Jones 10.00 FTE | GF $4.32M FY27 | Personnel $3.54M | O&M $0.79M | pp. 138-139
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the City Manager’s Office Advances This Goal Strengthening long-term financial sustainability Lead a disciplined, priority-based budgeting approach; stabilize the General Fund, diversify revenue, and strengthen long-term financial planning and transparency.
Investing in Public Infrastructure and Community
Spaces
Coordinate citywide capital planning and the CIP across departments and oversee delivery of facilities, mobility, and community-space projects.
Enhancing Affordability & Addressing
Homelessness
Coordinate housing, human-services, and affordability
initiatives with regional partners.
Deliver High-Quality Public Services Coordinate all departments in executing Council policy, establish administrative procedures, and advance process- improvement and service-delivery initiatives citywide.
Community Engagement & Transparency Coordinate public information and community-relations activities, lead Community Conversations, and develop the citywide transparency and performance dashboards.
Intergovernmental & Legislative Affairs Maintain intergovernmental relationships; review proposed legislation and prepare position letters; and serve as Executive Director of the City’s financing authorities.
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CITY MANAGER’S OFFICE
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, City Manager’s Office (p. 130) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
City Manager
Social media followers & subscribers 125,628 138,616 148,837 156,000 GovDelivery Social media posts 3,871 3,227 2,400 2,600 City SP
City Manager (cont.)
GovDelivery emails 566 675 689 700 GovDelivery
Press releases & news articles 239 291 325 350 City SP
Communications reach 3,531,780 3,814,890 4,368,026 4,800,000 City SP Engagement rate per post N/A 4.57% 4.81% 5.0% City SP
Economic Development
Number of business visitations 16 20 20 40 City SP
Total event attendance 65,500 72,500 80,000 85,000 City SP
Cultural Affairs
Artworks under Art in Public Places 115 117 125 140 City SP Performing Arts Grant audience 10,741 12,475 15,000 17,000 City SP
BUDGET SUMMARY (FY27 PROPOSED, BY OBJECT) — Source: FY27 Budget Book, pp. 138-139
GENERAL
FUND
$4.32M
FY27 Proposed
PERSONNEL
(All GF)
$3.54M
FY27 Proposed
OPERATING &
MAINT.
$0.79M
FY27 Proposed
REGULAR
SALARIES
$2.29M
FY27 Proposed
BENEFITS & OTHER
$1.24M
FY27 Proposed
TOTAL
DIVISION
$4.32M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, City Manager’s Office Division (10110100), pp. 138-139. FY27 Proposed (City Manager Recommended). Funded entirely by the General Fund ($4.32M). Personnel $3.54M (Regular Salaries $2.29M; Benefits & Other $1.24M) and Operating & Maintenance $0.79M. Division total: 10.00 FTE, $4,322,371.
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WORK PLAN PRIORITIES (FY 2026/27) — City Manager’s Office focus areas • Citywide Transparency & Performance Dashboards → Community Engagement & Transparency (w/ IT) • Priority-Based Budgeting Implementation → Financial Sustainability (w/ Finance) • Continual Process-Improvement Program → Deliver High-Quality Public Services (citywide) • Capital Projects & CIP Coordination → Public Infrastructure & Community Spaces (w/ PW)
CULTURAL AFFAIRS
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Cultural Affairs Division of the City Manager’s Office advances the arts and culture of Culver City, supports its creative economy, and delivers programs that sustain a
dynamic cultural life. The Division oversees the Art in Public Places program and the City’s public art
collection; manages performing arts grants, an artist
laureate program, and historic preservation; and
partners with artists, organizations, and businesses to cultivate equitable access to the arts.
Cultural Affairs Manager | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Cultural Affairs Manager
Art in
Public Places
Performing
Arts Grants
Historic
Preservation
Cultural
Program
Events &
Partnerships
Supports the Cultural Affairs Commission CMO Division | 3.50 FTE | GF $0.72M FY27 | pp. 141-145
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How Cultural Affairs Advances This Goal Strengthening long-term financial sustainability Support the creative economy through public art, grants, and cultural events that drive visitation and local business activity, leveraging the Cultural Trust Fund and strategic partnerships.
Increase Community Engagement Deliver public art, performances, an artist laureate program, and community cultural events; develop the 2028 Olympic cultural program and Public Art Master Plan.
Provide High-Quality Public Services Administer the Art in Public Places program, annual performing arts grants, public art maintenance, and
administrative support to the Cultural Affairs Commission.
Improve and Maintain Public Infrastructure and
Community Spaces
Install and maintain public art (including A Frame for a Tree), conserve the City’s public art collection, and advance historic preservation of cultural resources.
Promote Diversity, Equity and Inclusion Advance a Community Cultural Equity & Public Art Master Plan and strategic partnerships to expand equitable, inclusive access to arts and culture across all communities.
Advance Environmental Sustainability and
Climate Action
Integrate sustainable practices into public art and cultural events and support historic preservation that sustains the City’s cultural heritage for future generations.
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CULTURAL AFFAIRS
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: Cultural Affairs FY27 Performance Measures Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Public Art & Collection
Development projects w/ public art 21 20 20 18 Cultural Affairs Total extant artworks (Art in Public Places) 115 117 125 140 Cultural Affairs Maintenance & Programs
Permanent artwork maintenance 14 15 20 25 Cultural Affairs CA programs, meetings & events hosted N/A N/A 7 20 Cultural Affairs Perf. Arts Grant — applications 32 34 46 45 Cultural Affairs Perf. Arts Grant — grant awards 30 21 26 26 Cultural Affairs Grants & Engagement
Perf. Arts Grant — audience attendance 10,741 12,475 15,000 17,000 Cultural Affairs Cultural Affairs tour books distributed 850 800 500 1,000 Cultural Affairs
Artist Programs
Artist engagement — Studio Visits N/A 30 35 40 Cultural Affairs Artist Laureate — programs & workshops 20 35 20 25 Cultural Affairs
BUDGET SUMMARY (FY27 PROPOSED) — Source: FY27 Budget Book, pp. 127, 141-144, 575
GENERAL
FUND FY27
$0.72M
FY27 Proposed
PERSONNEL
(GF FY27)
$0.63M
FY27 Proposed
CULTURAL
TRUST FUND
$0.45M
FY27 Proposed
PERMANENT STAFF
3.50 FTE
FY27 Proposed
ALL FUNDS
(APPROX.)
$1.17M
FY27
Source: FY 2026-2027 Proposed Budget Book, pp. 127, 141-144,575. Cultural Affairs is a division of the City Manager’s Office.
General Fund $715,010; Cultural Trust Fund supports public art and events.
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WORK PLAN PRIORITIES (FY 2026/27)
• Community Cultural Equity & Public Art Master Plan (final draft Mar 2027) → Promote Diversity, Equity & Inclusion • “A Frame for a Tree” installation & public engagement; Art in Public Places → Investing in Public Infrastructure & Community Spaces
• 2028 Olympic Cultural Program framework & strategic partnerships → Increase Community Engagement • Historic preservation program & Performing Arts Grant / Music in the Chambers → Provide High-Quality Public Services
COMMUNITY
PROGRAMS
$0.27M
FY27 Proposed
ECONOMIC DEVELOPMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Economic Development Division of the City
Manager’s Office works to retain, expand, and attract
preferred businesses that enhance the City’s economic
vitality and strengthen its economic base. The Division administers the City’s and Agency’s Economic
Development and Real Property programs — including
business attraction, retention and expansion, marketing, special events, parking structure management, and the
development and marketing of opportunity sites —
while producing high-quality cultural events and
supporting local businesses citywide.
Economic Development Director | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Econ Dev Director
Business
Attraction
Special
Events
Real
Property Parking
Marketing /
Tourism
A division of the City Manager’s Office CMO Division | 5.55 FTE | GF $2.62M FY27 | pp. 146-148
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How Economic Development Advances This Goal Strengthening long-term financial sustainability Attract, retain, and expand businesses; produce events that grow sales tax revenue; expand workforce/talent
development; and manage City property and parking
structures.
Increase Community Engagement Produce the Summer Music and Jazz Series, Farmer’s Market, and new Hispanic Heritage, Lunar New Year, and Food/Wine festivals; support 20+ City special events annually.
Provide High-Quality Public Services Operate a business concierge program, Love Local programming, ribbon cuttings, JumpStart, Elevate Culver City, small-business workshops, and a monthly newsletter.
Improve and Maintain Public Infrastructure and
Community Spaces
Implement capital improvements to commercial corridors
(West Town Plaza, Art District medians); facilitate Icon West and Culver Commons development.
Promote Diversity, Equity and Inclusion Coordinate with JVS and Housing & Human Services to promote workforce opportunities for individuals returning to work, and support equitable access to small-business
resources.
Advance Environmental Sustainability and
Climate Action
Manage and maintain City property assets — three downtown parking structures, Kirk Douglas Theatre, Media Park, and Town Plaza — under relevant public/private partnerships and leases.
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ECONOMIC DEVELOPMENT
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book; Economic Development (incl. in CMO measures) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Business Engagement
Business visitations 16 20 20 40 Econ Dev
Business cluster stakeholder meetings 19 25 26 35 Econ Dev Events & Visitation
City events produced 22 20 20 25 Econ Dev
City-sponsored events assisted/supervised 18 27 29 30 Econ Dev Total event attendance 65,500 72,500 80,000 85,000 Econ Dev Annual downtown visitation 4.2M 4.7M 4.8M 5.0M Econ Dev Small Business Support
Ribbon cuttings / grand openings 14 12 12 20 Econ Dev
Small business permit reimbursement N/A $25,000 $25,000 $55,000 Econ Dev
Workshops & Engagement
Small business workshop attendance 100 50 50 100 Econ Dev Industry clusters / businesses engaged 150 175 170 200 Econ Dev
BUDGET SUMMARY (FY27 PROPOSED) — Source: FY27 Budget Book, pp. 146-147
PERSONNEL
(FY27)
$1.48M
FY27 Proposed
OPERATING
& MAINT.
$1.13M
FY27 Proposed
PROPERTY
MGMT
$0.28M
FY27 Proposed
OTHER
CONTRACT
$0.53M
FY27 Proposed
MARKETING
$0.16M
FY27 Proposed
TOTAL
DIVISION
$2.62M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget Book, pp. 146-147. FY27 Proposed figures (City Manager Recommended). Economic Development is a division of the City Manager’s Office; total FY27 expenditures $2,616,978.
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WORK PLAN PRIORITIES (FY 2026/27)
• Expand workforce/talent development with colleges & JVS → Strengthening Long-Term Financial Sustainability • Capital improvements to commercial corridors; facilitate Icon West & Culver Commons development → Investing in Public Infrastructure & Community Spaces
• Visitation, engagement & special event management; tourism campaign → Strengthening Long-Term Financial Sustainability
• Business attraction/retention; manage City property assets (parking, theatre, Media Park) → Strengthening Long-Term Financial Sustainability
CITY CLERK
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The City Clerk’s Office administers the legislative and democratic processes that ensure compliance,
transparency, accessibility, and efficient governance in Culver City. Serving as the link between the public and its local government, the Office maintains the City’s
legislative history; administers municipal elections;
ensures compliance with the Ralph M. Brown Act,
Political Reform Act, and California Public Records Act; manages the City’s records program; and facilitates all City Council meetings and the City’s boards,
commissions, and committees.
City Clerk | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
City Clerk
Election
Services
Public
Meetings
Public
Records Council
Boards &
Commissions
Core functions of the City Clerk’s Office 4 Functional Areas | 4.00 FTE | GF $1.79M FY27 | pp. 149-166
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the City Clerk Advances This Goal Strengthening long-term financial sustainability Administer cost-effective elections, maintain efficient records and legislative operations, and pursue process improvements that reduce long-term operational costs.
Increase Community Engagement Expand public access to records, agendas, and meetings; support boards and commissions; and conduct community
outreach to increase participation in local government.
Provide High-Quality Public Services Provide accurate agendas, minutes, and legislative support; administer the records management program; and ensure
compliance with the Brown Act, PRA, and Political Reform Act.
Improve and Maintain Public Infrastructure and
Community Spaces
Implement electronic records, e-recording with LA County, and ADA-accessible electronic documents to modernize the City’s legislative and records infrastructure.
Promote Diversity, Equity and Inclusion
Ensure ADA-accessible documents and meetings, multilingual access where feasible, and equitable public participation in elections, on boards and commissions and the legislative process.
Advance Environmental Sustainability and
Climate Action
Advance paperless agendas, electronic records, and e-recording to reduce paper use and support the City’s environmental sustainability goals.
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CITY CLERK
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, City Clerk (pp. 149-166) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Legislative & Meeting Support
Regular City Council Meetings 25 23 21 21 City Clerk
Agenda packets posted on time (%) 100 100 100 100 City Clerk Records & Public Access
Public Record Requests (PRRs) 809 1,000 1,009 1,247 City Clerk Subpoenas and claims 154 276 448 803 City Clerk
Recognition documents prepared 193 171 153 137 City Clerk Avg. business days to initial CPRA response <10 <10 <10 <10 City Clerk Boards, Commissions & Compliance
Recruitment applications for CBC bodies 105 80 100 120 City Clerk CBC vacancies 4 7 10 5 City Clerk
Compliance & Outreach
Executed ordinances 10 14 18 20 City Clerk
16 & 17-year-old pre-registered voters N/A 41 80 120 City Clerk
BUDGET SUMMARY (FY27 PROPOSED) — Source: FY27 Budget Book, p. 150
GENERAL
FUND FY27
$1.79M
FY27 Proposed
FY26
REVISED
$1.50M
FY26 Revised
FY26
ADOPTED
$1.08M
FY26 Adopted
FY24
ACTUAL
$0.86M
FY24 Actual
FY25
$1.12M
FY25 Actual
PERMANENT
STAFF
4.00 FTE
FY27 Headcount
Source: FY 2026-2027 Proposed Budget Book, p. 150. The City Clerk’s Office is General Fund-only; FY27 Proposed General Fund $1,793,198. Cards show the multi-year expenditure trend and current staffing.
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WORK PLAN PRIORITIES (FY 2026/27)
• Prepare for the 2026 General Municipal Election → Strengthening Long-Term Financial Sustainability • Charter Review (Art. XIX, §1900); update Council/CBC procedures & CCMC → Strengthening Long-Term Financial Sustainability
• ADA-accessible electronic documents (Title II, by Apr 2027); e-recording with LA County → Strengthening Long-Term Financial Sustainability
• Research/update legislation & Council Policies; youth outreach & involvement in government → Financial Sustainability
CITY ATTORNEY’S OFFICE
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Attorney’s Office provides high-quality, timely, and cost-effective legal guidance, support, and representation for the City Council, the City’s Commissions, Boards and Committees, and all City Departments. The Office advises and represents on matters of law pertaining to their duties; the City Attorney or designee serves as legal advisor at City Council, Commission, Board, and Committee
meetings. The Office oversees all liability and litigation matters, enforces the Culver City Municipal Code and City Charter, performs legal research for City business, prepares and reviews all ordinances, resolutions, and contracts, and reviews all public records requests.
City Attorney | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
City Attorney
Assistant
City Attorney
Deputy City
Attorneys
Risk / SIF
Liability Paralegals /
Litigation
Support
City Attorney Heather Baker 8.00 FTE | GF $2.86M | All Funds $5.12M FY27 | pp. 159-167
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the City Attorney Advances This Goal Strengthening long-term financial sustainability Advise on financing tools (JPA, Housing Trust Fund) and update the Contracting/Purchasing Ordinance, policies, and administration to support sound fiscal stewardship.
Investing in Public Infrastructure and Community
Spaces
Complete a comprehensive update of City Council Policies, update AI and social media policies, manage Inglewood Oil Field settlement matters, monitor LAX/FAA overflight issues, and update Free Speech Guidelines.
Enhancing Affordability and Addressing
Homelessness
Update the Rent Control and Tenant Protections Ordinances and the Minimum Wage Ordinance and advise on housing
projects and affordable housing initiatives.
Provide High-Quality Public Services
Prepare and review ordinances, resolutions, contracts, and staff reports; respond to public records requests; advise Council, boards, and commissions; and provide legal training across City departments.
Manage Litigation & Liability Oversee the review and disposition of claims, manage defense and initiated litigation, and resolve City litigation matters favorably to protect the City’s legal and fiscal interests.
Legally Mandated Functions Handle and manage all legal matters pertaining to the 2026 elections and other legally mandated obligations of the City.
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CITY ATTORNEY’S OFFICE
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES - Source: FY27 Budget Book, City Attorney (p. 163) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
City Attorney
Resolutions prepared/reviewed 81 128 128 128 City Clerk SP Ordinances prepared/reviewed 10 14 14 14 City Clerk SP
City Attorney (cont.)
Contract documents prepared/reviewed 458 548 553 553 I:Cycom Drive Public records requests reviewed 809 1,000 1,180 1,180 NextRequest Council/Commission staff reports 418 385 444 444 Dept / agendas City policies prepared/reviewed N/A 6 8 8 Dept folders
Litigation & Liability
Liability/property claims processed 143 146 146 140 CityLaw DB Open defense lawsuits 47 44 53 44 CityLaw DB
Litigation & Liability (cont.)
Open initiated lawsuits 3 4 5 4 CityLaw DB
BUDGET SUMMARY (FY27 PROPOSED, BY FUND/OBJECT) - Source: FY27 Budget Book, pp. 160-167
RISK MGMT
FUND
$2.23M
FY27 Proposed
GENERAL
FUND
$2.86M
FY27 Proposed
FIBER NETWORK
FUND
$0.03M
FY27 Proposed
GF
PERSONNEL
$2.28M
FY27 Proposed
GF O&M
$0.58M
FY27 Proposed
TOTAL
ALL FUNDS
$5.12M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, City Attorney (pp. 160-167). FY27 Proposed (City Manager Recommended). Funded across the General Fund ($2.86M), Risk Management Fund ($2.23M), and Municipal Fiber Network Fund ($0.03M). General Fund splits into Personnel $2.28M and Operating & Maintenance $0.58M. Department total: 8.00 FTE, all funds $5.12M.
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WORK PLAN PRIORITIES (FY 2026/27)
• City Council Policies - Comprehensive Update → Public Infrastructure (w/ City Clerk, CMO) • Contracting/Purchasing Ordinance Update → Financial Sustainability (w/ Finance) • Rent Control & Tenant Protections Update → Affordability & Homelessness (w/ HHS) • 2026 Elections legal management → Legally Mandated (w/ City Clerk)
FINANCE DEPARTMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Finance Department provides sound
fiscal advice, information, and service to City officials, departments, and the public, ensuring a financially
strong and effective city government. The Department
manages every financial transaction of the City — from
cash handling and debt administration to budgeting,
accounting, auditing, purchasing, investments, billing, business licenses, accounts payable, and payroll. The
Department assists the City Manager in preparing the
operating and capital budgets and provides the annual
audited statement of the City’s financial condition.
Chief Financial Officer Stephen J. Agostini | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Chief Financial Officer
Finance
Administration
General
Accounting
Budget & Fin.
Operations Treasury
Purchasing /
Central Stores
Chief Financial Officer: Stephen Agostini 6 Divisions | GF Expenditures $9.17M FY27 | pp. 173-194
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the Finance Department Advances This Goal Strengthening long-term financial sustainability Maintain a balanced budget, produce clean audits, update the financial forecast, implement annual user fee updates, pursue GFOA awards, maintain bond rating, and support grants.
Increase Community Engagement Increase public engagement in the budget process through transparent reporting, accessible materials, and community participation opportunities.
Provide High-Quality Public Services Deliver timely, accurate financial operations across accounting, payroll, accounts payable, treasury, and
purchasing for all City departments.
Improve and Maintain Public Infrastructure and
Community Spaces
Support capital planning and financing, maintain financial systems infrastructure, and administer debt to fund public infrastructure investment.
Promote Diversity, Equity and Inclusion Apply equity principles to procurement, vendor outreach, and access to budget information, supporting fair access and transparent participation across the community.
Advance Environmental Sustainability and
Climate Action
Steward funding for sustainability programs and provide financial planning for the City’s long-term environmental commitments.
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FINANCE DEPARTMENT
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, Finance Department Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Financial Stewardship (ClearPoint KPIs + budget book)
Clean Audit Opinion (F-001) No No Yes Yes Finance Dept Unassigned Fund Balance Ratio (F-037) N/A N/A N/A 27% ClearPoint Forecasting & Planning
Bond Rating Maintenance (F-041) N/A N/A Yes Yes Finance Dept Grants supported 59 57 57 57 Finance Dept
Five-Year Forecast Update (F-040) N/A N/A N/A 100% ClearPoint Revenue Diversification Ratio (F-030) N/A N/A N/A 25% ClearPoint Operations
Payments processed (AP & Payroll) 38,833 40,596 40,000 41,000 Finance Dept Business tax transactions processed 8,238 8,318 8,102 8,219 Finance Dept
Purchasing
Competitive bidding opportunities 58 55 55 65 Finance Dept Purchase orders placed 4,690 4,359 3,700 4,500 Finance Dept
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, pp. 173-194
FINANCE
ADMIN
$2.21M
FY27 Proposed
GENERAL
ACCOUNTING
$1.48M
FY27 Proposed
BUDGET &
FIN. OPS
$2.89M
FY27 Proposed
TREASURY
REVENUE
$1.50M
FY27 Proposed
PURCHASING
$1.42M
FY27 Proposed
CENTRAL
STORES
$2.72M
Self-supporting
Source: FY 2026-2027 Proposed Budget book, pp. 173–194. FY27 Proposed figures (City Manager Recommended). Central Stores is a self-supporting revolving fund. Department total all funds: $12.22M.
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WORK PLAN PRIORITIES (FY 2026/27) — All align with: Strengthening long-term financial sustainability • Address Audit Findings and Produce Clean Audit → Long-Term Financial Sustainability • Update the City’s Financial Forecast → Long-Term Financial Sustainability • Increase Public Engagement in the Budget Process → Community Engagement • Implement Annual User Fee Update → Long-Term Financial Sustainability
HUMAN RESOURCES DEPARTMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Human Resources Department provides
effective advice and support to the City Council, City
Manager, boards, commissions, and internal staff. HR
plans, directs, coordinates, and implements internal
services, programs, and special projects including talent management, employee and labor relations, learning
and development, classification and compensation,
benefits, leaves administration, organizational and
leadership development, and risk management for 700+
City employees. HR Director Dana Anderson | culvercity.org
ORGANIZATIONAL STRUCTURE
CHIEF HUMAN RESOURCES
OFFICER
Human
Resources
Org Dev &
Effectiveness
Risk
Management EEO
Chief Human Resources Officer: Dana Anderson 4 Functional Areas | 20.30 FTE | GF $6.84M FY27 | pp. 196-199
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the HR Department Advances This Goal Provide High-Quality Public Services Advance Workforce Development by implementing citywide training that addresses skill gaps, reduces reliance on external recruitment, and supports succession planning and mobility.
Strengthening long-term financial sustainability Embrace digital transformation: digitize forms, deploy video interviewing, modernize onboarding, and streamline
workflows to lower administrative cost and improve service.
Promote Diversity, Equity and Inclusion Operate an enhanced EEO complaint portal with anonymous reporting and implement the Racial Equity Action Plan (REAP) across City operations.
Promote Public Safety Deliver targeted safety training, ensure OSHA compliance, administer Workers’ Compensation, and roll out the
Workplace Violence Prevention Program citywide.
Increase Community Engagement Position the City as an Employer of Choice through expanded wellness resources, EAP , and meaningful recognition events that strengthen engagement and retention.
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HUMAN RESOURCES DEPARTMENT
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, HR Department Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Human Resources
Total hires (all positions) 155 146 120 140 Tyler Munis Employee terminations 142 130 105 126 Tyler Munis
Recruitment & Onboarding
Completed recruitments 85 78 77 80 Neogov Analytics
Average time to hire (days) 104 150 105 90 Neogov Analytics New employee onboarding sessions 26 26 35 26 Onboard Tracking New employee training hours 48 48 48 48 Onboard Tracking Risk Management — Worker Claims Reported
Police Department 15 46 20 8 IVOS
Fire Department 21 15 14 6 IVOS
Public Works 10 8 3 1 IVOS
Worker Claims — Other Departments
Transportation 19 16 11 4 IVOS
Parks, Rec & Community Services 5 17 5 2 IVOS
All Other Locations 0 0 0 0 IVOS
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, pp. 196-199 HUMAN
RESOURCES
$4.14M
FY27 Proposed
RISK
MANAGEMENT
$1.77M
FY27 Proposed
EMPLOYEE
DISABILITY (IOD)
$0.93M
FY27 Proposed
PREMIUM /
CLAIMS
$8.12M
Passthrough
OPERATIONAL
TOTAL (OT)
$6.84M
FY27 Proposed
ALL FUNDS
TOTAL (AFT)
$14.96M
Incl. Premium/Claims
Source: FY 2026-2027 Proposed Budget, Human Resources (pp. 196-199). FY27 Proposed (City Manager Recommended).
Operational total = General Fund HR ($4.14M) + Risk Management ($1.77M) + Employee Disability/IOD ($0.93M).
Premium/Claims ($8.12M) is primarily insurance premium passthrough rather than HR operating expense; All Funds total $14.96M.
HR-2
WORK PLAN PRIORITIES (FY 2026/27)
• Implement Citywide training program and inclusive talent development → Workforce Development • Digital transformation across HR service delivery → Modernize Operations • Utilize EEO complaint portal to strengthen early reporting → Eliminate Workplace Discrimination, Harassment, and Retaliation • Reduce injuries 10–20% and workers’ comp costs 8–15% → Safety and Compliance • Expand wellness resources, EAP , and meaningful recognition events → Employee Wellness and Recognition • Implement Racial Equity Action Plan recommendations across City operations → Promote Diversity, Equity, and Inclusion
INFORMATION TECHNOLOGY
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Information Technology Department
delivers and supports the technology infrastructure,
applications, cybersecurity, and digital services that
enable every City department to operate effectively.
IT manages servers and virtual machines, network and
wireless infrastructure, endpoints across the workforce, cybersecurity, GIS, the service desk, and citywide
application support, while leading process improvement
and digital transformation initiatives.
Information Technology | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Chief Information Officer
Information
Technology
Graphic
Services
IT Public
Safety
Fiber
Network
Chief Information Officer (CIO) 5 Functional Areas | GF $7.72M FY27 | pp. 212-225
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the IT Department Advances This Goal Increase Community Engagement Develop transparency and process improvement dashboards providing real-time visibility into City operations and technology performance for public accountability and data-driven decisions.
Provide High-Quality Public Services Deliver reliable citywide technology services including service desk, applications support, cybersecurity, business continuity, and disaster recovery for all City departments and residents.
Strengthening long-term financial sustainability Partner with departments on process reviews to eliminate redundant workflows, modernize legacy practices, and consolidate licensing and aging hardware.
Improve and Maintain Public Infrastructure and
Community Spaces
Complete foundational GIS work for a citywide geospatial digital twin, supporting infrastructure planning, maintenance, and analytics across community spaces and public assets.
Promote Public Safety Modernize wireless infrastructure with zero-trust segmentation and certificate-based authentication. Support IT Public Safety division and dedicated cybersecurity.
Promote Diversity, Equity and Inclusion Provide equitable digital access through Municipal Fiber Network operations and ensure City technology services support
participation by all residents.
IT-1
INFORMATION TECHNOLOGY
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, IT Department Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Delivery & Process
System process reviews completed N/A N/A 5 10 IT Dept
IT projects delivered on time and in budget N/A N/A N/A 90% IT Dept Service Desk
Tickets resolved 2,722 3,437 3,377 3,200 Service Desk
Standard requests resolved within 24 hours N/A N/A 41% 50% Service Desk Standard requests resolved within 5 days N/A N/A 67% 75% Service Desk Urgent incidents resolved within 24 hours N/A N/A N/A 80% Service Desk Endpoints & Systems
Endpoints managed (all devices) 1,672 2,147 1,853 1,700 IT Dept Servers / virtual machines managed 100 114 85 80 IT Dept Software applications supported 57 60 84 90 IT Dept
Cybersecurity & Reliability
Uptime for critical systems N/A N/A 98% 99.90% IT Dept
User phishing click rate N/A N/A N/A 5% KnowBe4
Employees completing annual
cybersecurity training
50% 72% 78% 100% KnowBe4
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, pp. 212-225
INFORMATION
TECHNOLOGY
$6.49M
FY27 Proposed
GRAPHIC
SERVICES
$0.43M
FY27 Proposed
IT PUBLIC
SAFETY
$0.80M
FY27 Proposed
FIBER
NETWORK
$1.54M
FY27 Proposed
BUILDING
SURCHARGE
$0.25M
FY27 Proposed
ALL FUNDS
TOTAL
$9.50M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget Book, pp. 212-225. GF Total: $7.72M | All Funds: $9.50M.
IT-2
WORK PLAN PRIORITIES (FY 2026/27)
• Transparency & Process Improvement Dashboards → Increase Community Engagement • Citywide Technology Best Practices & Business Continuity → Provide High-Quality Public Services • Continual Improvement Business Process Review → Strengthening long-term financial sustainability • GIS Digital Foundation (Geospatial Digital Twin) → Improve and Maintain Public Infrastructure • Wireless Network Improvements (Zero-Trust) → Promote Public Safety • Data Center Hardware Replacement → Strengthening long-term financial sustainability PARKS, RECREATION & COMMUNITY SERVICES City of Culver City Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Parks, Recreation & Community Services
Department enhances quality of life by managing parks,
facilities, and recreational programs. Organized into six divisions — Administration, Recreation Services, Pool & Aquatics, Parks, Community Services, and Disability
Services — the Department offers sports fields,
playgrounds, community centers, and aquatics, plus
programs for all ages including youth sports, the Culver City After School Program, senior services, and
enrichment classes. Parks, Recreation & Community Services Director | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
PRCS Director
Admini-
stration
Recreation
Services
Pool &
Aquatics Parks
Community
Services
Sixth division: Disability Services (CDBG) 6 Divisions | 89.05 FTE | GF $12.89M FY27 | pp. 253-266
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How PRCS Advances This Goal Strengthening long-term financial sustainability Conduct financial analysis of enrichment classes, assess Veterans Memorial Complex rental revenue, and grow Culver City Plunge aquatics revenue.
Increase Community Engagement Offer community events and classes through staff and partnerships, operate the Teen Center and Senior & Social Services, and build volunteer support systems.
Provide High-Quality Public Services Deliver the Culver City After School Program, camp programs, pool & aquatics, sports, and recreation & enrichment
programming for residents of all ages.
Improve and Maintain Public Infrastructure and
Community Spaces
Maintain parks, playgrounds, sports fields, and facilities; implement AB 1572 non-functional turf conversions effective Jan. 1, 2027.
Promote Diversity, Equity and Inclusion Provide inclusive Disability Services programming (CDBG- funded) and equitable access to recreation, aquatics, and enrichment opportunities citywide.
Advance Environmental Sustainability and
Climate Action
Advance sustainable landscaping by removing ornamental turf under AB 1572 and re-doing landscaping to reduce potable water use across the park system.
PRCS-1
PARKS, RECREATION & COMMUNITY SERVICES
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, PRCS (pp. 253-266) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Culver City After School Program
After-school program participants 181 177 186 186 PRCS
After-school participants waitlisted 227 161 154 146 PRCS Park, Community & Teen Programs
Camp program participants 2,404 2,013 2,067 2,067 PRCS
Park Division CRM requests completed 57 53 55 60 PRCS
Community events offered (staff/partners) 90 157 166 166 PRCS Community classes offered (staff/partners) 107 110 116 116 PRCS Facilities, Aquatics & Enrichment
Teen Center members 208 323 381 390 PRCS
Veterans Memorial Complex rental permits 3,711 3,946 4,581 4,750 PRCS
Aquatics & Contracted Programs
Aquatic programming participants 78,400 144,728 130,725 131,000 PRCS Contracted program participants 4,142 3,910 4,150 4,900 PRCS
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, p. 256 ADMIN +
VETERANS
$2.12M
FY27 Proposed
RECREATION
SERVICES
$1.42M
FY27 Proposed
PARKS
DIVISION
$3.97M
FY27 Proposed
COMMUNITY
SERVICES
$1.60M
FY27 Proposed
POOL & AQUATICS
$0.89M
FY27 Proposed
DISABILITY
SERVICES
$52K
CDBG FY27
Source: FY 2026-2027 Proposed Budget Book, p. 256. FY27 Proposed figures (City Manager Recommended). Cards show major divisions; total General Fund $12.89M, all funds $12.94M (incl. CDBG Disability Services).
PRCS-2
WORK PLAN PRIORITIES (FY 2026/27)
• AB 1572 turf removal & sustainable re-landscaping (eff. 1/1/2027) → Public Infrastructure & Community Spaces • In-depth financial analysis of youth/adult enrichment classes → Financial Sustainability • Financial assessment of Veterans Memorial, Senior & Teen Center rentals → Financial Sustainability • Volunteer/partnership program & Culver City Plunge revenue growth → Financial Sustainability
HOUSING & HUMAN SERVICES
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Housing & Human Services Department
produces and provides access to decent, safe, sanitary, and affordable housing while addressing homelessness, mental health, and quality-of-life needs across the community.
Created through the restructuring of the former Community Development Department, HHS administers affordable
housing production, the Housing Choice Voucher Program
(Section 8), Rent Stabilization and Tenant Protections, code and municipal enforcement, park patrol, and a Human
Services and Crisis Intervention Division providing interim and permanent supportive housing through Project
Homekey, mobile crisis response, and non-enforcement
outreach.
Housing & Human Services Director | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
HHS Director
Housing
Services
Enforcement
Services
Human Svcs /
Crisis Interv.
Rent
Stabilization
Section 8 /
Grants
HHS Director 5 Divisions | 29.75 FTE | GF $19.27M FY27 | pp. 288-300
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How HHS Advances This Goal
Strengthening long-term financial sustainability Pursue external grant funding to support key programs and reduce reliance on the General Fund across housing,
homelessness, and enforcement operations.
Enhancing affordability and addressing
homelessness
Increase access to affordable, interim, and permanent housing through Section 8, Project Homekey, Wellness Village, and the Motel Master Lease Program, and expand tenant protections.
Promote Public Safety Operate the Mobile Crisis Team for non-enforcement behavioral health response and enforce municipal and safety codes for substandard housing and right-of-way obstructions.
Investing in Public Infrastructure and Community
Spaces
Prioritize enforcement of municipal and safety codes related to substandard housing, unpermitted construction, and right- of-way obstructions to protect life safety.
Increase Community Engagement Provide public education and outreach on Rent Control and Tenant Protections Ordinances and rent registration to build understanding among tenants and landlords.
Support Planning & Development Partner with the Planning & Development Department on housing affordability initiatives and developments that expand affordable housing and improve access to housing stability programs.
HHS-1
HOUSING & HUMAN SERVICES
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, HHS (pp. 294-296) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Human Services & Crisis Intervention
Homeless outreach requests 628 274 500 550 HHS Dept
Mobile Crisis Team calls for service 413 1,122 1,150 1,200 HHS / DPHCS Enforcement Services Division
Requests for service opened (complaints) 1,198 1,538 1,198 1,200 HHS Dept Enforcement cases w/ action 700 926 900 807 HHS Dept
Requests for service closed 968 1,268 1,045 844 HHS Dept Households served by RAP 10 9 8 9 HHS Dept
Housing & Rent Control Division
Landlord rental registrations 6,080 6,837 6,494 6,575 HHS Dept Households served by Section 8 210 67 210 71 HHS Dept
Project Homekey & Interim Housing
Homekey interim housing participants 29 48 35 33 HHS Dept Meals served (Motel Master Lease) 28,902 89,121 60,000 60,000 HHS Dept
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, pp. 290-292
HOUSING
SERVICES
$6.81M
FY27 Proposed
ENFORCEMENT
SERVICES
$1.49M
FY27 Proposed
HUMAN SVCS /
CRISIS INT.
$1.76M
FY27 Proposed
RENT
STABILIZATION
$1.05M
FY27 Proposed
HOMEKEY /
$8.15M
FY27 Proposed
TOTAL
GENERAL FUND
$19.27M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, Housing & Human Services (pp. 290-292). FY27 Proposed (City Manager Recommended). Homekey/Wellness = Interim ($2.50M) + Permanent ($2.45M) + Wellness Village ($3.20M). All Funds total $22.22M (GF $19.27M + Operating Grants $0.94M + Section 8 $1.81M + Housing Authority $0.20M).
HHS-2
WORK PLAN PRIORITIES (FY 2026/27)
• Pursue external grant funding to reduce General Fund reliance → Financial Sustainability • Increase access to interim & permanent housing (Section 8, Homekey, Wellness Village) → Affordability & Homelessness • Expand the Mobile Crisis Team for behavioral health response → Affordability & Homelessness • Enforce codes for substandard housing & right-of-way obstructions → Public Infrastructure
POLICE DEPARTMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Police Department provides
comprehensive law enforcement services to protect life
and property, preserve peace, and promote public
safety. Core functions include patrol operations, criminal investigations, traffic enforcement, community
engagement, and emergency response. The Department
operates under two bureaus — Office of the Chief and
Operating Bureaus — and is supported by specialized
units including CCMET (mental health co-response),
School Resource Officer, and a dedicated traffic unit. Chief of Police Jason Sims | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Chief of Police
Patrol
Operations
Captain Assistant
Police Chief
Captain Special
Operations
K-9/SET/
CCMET
Records
Section
Professional
Standards Investigations Traffic Section
Chief of Police: Jason Sims Two Bureaus | GF $60.2M FY27 | pp. 337-352
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How CCPD Advances This Goal Promote Public Safety Deliver 24/7 response to calls for service. Reduce violent crime, rapid response times, and maintain traffic safety across Culver City.
Increase Community Engagement Operate CCMET mental health co-response, School Resource Officer program, and community outreach initiatives to
continue building community trust and legitimacy.
Strengthening long-term financial sustainability Pursue COPS and SLESF grant funding. Optimize staffing vs. authorized ratios. Utilize cost-saving technology including body-worn cameras and RMS upgrades.
Improve and Maintain Public Infrastructure and
Community Spaces
Maintain police vehicle fleet, technology systems, and law enforcement facilities and equipment.
Provide High-Quality Public Services Achieve sub-4-minute emergency response times. Achieve 65% violent crime clearance rate and reduce injury traffic collisions.
Advance Environmental Sustainability and
Climate Action
Transition police fleet toward lower-emission vehicles in coordination with citywide fleet replacement plan and
emerging vehicle technology standards.
PD-1
POLICE DEPARTMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPLOYMENT & SERVICE OVERVIEW (FY 2026-2027)
• Patrol Operations — 24/7 citywide coverage
• Special Operations Bureau — Detectives and specialized units
• Traffic Unit — collision investigation and enforcement • CCMET — mental health co-response with Los Angeles
Department of Mental Health
• School Resource Officer — CCUSD partnership
• Special Enforcement Team — Bicycle Unit
• 109 sworn officers | 49.82 non-sworn staff
STRATEGIC GOAL ALIGNMENT
Initiative / Program Council Strategic Goal
Community Outreach & Engagement Increase Community Engagement CCMET Mental Health Co-Response Program Public Safety + Community Engagement Traffic Safety & Collision Reduction Public Safety + Public Infrastructure School Resource Officer Program Community Engagement + Public Safety Emergency Preparedness Planning Promote Public Safety
Body-Worn Camera Program Public Safety + Financial Sustainability Employee Wellness & Retention Strengthening long-term financial sustainability Fleet & Technology Replacement Public Infrastructure + Community Spaces PD-2
CAPITAL AND EQUIPMENT PRIORITIES
• Body-worn camera technology and maintenance
• Police vehicle fleet replacement and maintenance
• IT equipment — hardware and software upgrades
• Departmental special equipment
• Law enforcement facilities maintenance
PROFESSIONAL STANDARDS NOTE
CCPD maintains adherence to California POST (Peace Officer Standards and Training) for all sworn personnel.
Performance measures are tracked through a variety of
CCPD Records Management Systems and transparency
reports.
BUDGET SUMMARY (FY27 PROPOSED) — Source: FY27 Budget Book, pp. 337-352 OFFICE
OF CHIEF
$1.17M
FY27 Proposed
OPERATING
BUREAUS
$59.05M
FY27 Proposed
TOTAL
GENERAL FUND
$60.22M
FY27 Proposed
OPERATING
GRANTS
$155K
COPS/SLESF FY27
ASSET
SEIZURE
$155K
Fed Justice FY27
TOTAL
ALL FUNDS
$60.53M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget Book, pp. 337-352. FY27 Proposed figures (City Manager Recommended). All Funds total includes General Fund, Operating Grants, and Asset Seizure Fund.
POLICE DEPARTMENT
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Sources: FY27 Budget p.341 & CCPD 2025 Year-End Report Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Response Times
Emergency response (min) 4:14 4:08 4:07 4:00 Budget p.341 Non-emergency response (min) 9:34 10:02 10:36 10:00 Budget p.341 Crime Statistics
Total violent crime incidents 533 512 585 500 Budget p.341 Violent crime case clearance rate 48.80% 63.30% 63.2% 65% Budget p.341 Total Group A crimes 4,403 3,974 3,888 3,700 CCPD 2025 YE Total calls for service 46,957 48,311 48,478 49,000 CCPD 2025 YE Traffic Safety
Total traffic collisions 1443 1439 1476 1400 CCPD 2025 YE Injury traffic collisions 180 211 197 190 Budget p.341
DUI arrests 166 142 146 160 CCPD 2025 YE
Community & Operations
Use of force incident % per contact 0.3 0.23 0.14 0.1 CCPD 2025 YE 1Civilian complaints sustained 3 0 1 1 CCPD 2025 YE
Mental Health Calls for Service 935 1116 822 1000 CCPD 2025 YE PD-3
WORK PLAN PRIORITIES (FY 2026/27)
• Pursue grant funds for Department programs and technology → Strengthening long-term financial sustainability • Assess Department workload and resource allocation to improve efficiency → Strengthening long-term financial sustainability
• Employee Wellness, Retention, and Professional Development → Strengthening long-term financial sustainability • Improve safety of motorists, cyclists, and pedestrians → Improve and Maintain Public Infrastructure • Emergency Preparedness → Improve and Maintain Public Infrastructure
FIRE DEPARTMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Fire Department provides 24/7 all-
hazards emergency services to protect life, property,
and the environment. Core functions include fire
suppression, advanced and basic life support emergency
medical response, hazardous materials mitigation,
technical rescue, and wildfire response. The
Department serves as the Authority Having Jurisdiction
for fire and life-safety enforcement, conducting
inspections, plan review, CUPA compliance, and wildfire risk mitigation. Fire Chief Kenneth Powell | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Fire Chief
Fire
Administration Fire Suppression
Emergency
Medical Services
Community Risk
Reduction
EMS
Division
Community Risk
Reduction Div.
Communications
Division
Fire Chief: Kenneth Powell 6 Divisions | GF $38.58M | 90.54 FTE | pp. 369-395
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How the Fire Department Advances This Goal Promote Public Safety Provide proactive, professional emergency services and risk reduction across fire suppression, EMS, and hazardous
materials response.
Increase Community Engagement Educate and partner with the community to build resilience through public safety education and emergency preparedness programs.
Strengthening long-term financial sustainability Deliver efficient, high-quality services and pursue cost-saving initiatives, including grant funding and assessment fee programs.
Invest in Public Infrastructure and Community
Spaces
Maintain and enhance fire apparatus, stations, and
communications infrastructure that supports public safety and operational readiness.
Provide High-Quality Public Services Ensure operational readiness, accountability, and continuous improvement through accreditation, training, and data
management.
Advance Environmental Sustainability and
Climate Action
Review SOPs for Very High Fire Hazard Severity Zones and acquire a Type 6 brush engine to enhance wildfire protection and mitigation capacity.
FD-1
Emergency
Preparedness
Tele-
communications
FIRE DEPARTMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPLOYMENT & SERVICE OVERVIEW (FY 2026/27)
• 3 Fire Stations | 3 Engine Companies
• 1 Truck Company | 3 ALS Rescue Units
• 1 BLS Ambulance
• Minimum 3-person staffing on all engine companies
• 75% of personnel certified as ALS Paramedics
• Authority Having Jurisdiction (CUPA)
• California Master Mutual Aid System participant
STRATEGIC GOAL ALIGNMENT
Initiative / Program Council Strategic Goal
Recovery Plan EOP Annex Promote Public Safety
UCLA Mobile Stroke Unit Program Public Safety / High Quality Services Fire Explorer Program Community Engagement / High Quality Services VHFHSZ SOP Review Promote Public Safety
Assessment / No-Transport Fee Program Financial Sustainability Medical Supply Lockers Financial Sustainability
Grant Funding Pursuit Financial Sustainability
Type 6 Brush Engine Acquisition Invest in Infrastructure / Promote Public Safety FD-2
CAPITAL AND EQUIPMENT PRIORITIES
• Type 6 Brush Fire Engine acquisition
• Medical supply locker equipment
• Ongoing apparatus replacement and lifecycle
maintenance
• Communications and technology infrastructure upgrades
PROFESSIONAL STANDARDS NOTE
The Culver City Fire Department maintains accreditation compliance, training, and data management to ensure
operational readiness and regulatory compliance.
Performance measures are tracked through the First Due
RMS and Digital EMS systems and cross-referenced with
FY27 Budget Book figures. Fire Chief: Kenneth Powell.
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, pp. 369-380 OFFICE
OF CHIEF
$2.31M
FY27 Proposed
FIRE
SUPPRESSION
$18.98M
FY27 Proposed
EMERGENCY
MED SERVICES
$13.48M
FY27 Proposed
OTHER
DIVISIONS
$3.81M
Prep/CRR/Comms
TOTAL
GENERAL FUND
$38.58M
FY27 Proposed
OPERATING
GRANTS
$8.1K
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, Fire Department (pp. 369-380). FY27 Proposed (City Manager Recommended). Operating Grants = Emergency Management Performance Grant. Six divisions: Office of the Chief, Fire Suppression, EMS, Emergency Preparedness, Community Risk Reduction, Communications.
FIRE DEPARTMENT
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, Fire Dept & Emergency Reporting RMS Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Community Risk Reduction
Business fire/life safety inspections 3,439 3,207 3,134 3,200 FD RMS 90th% Turnout Time (min) 2:45 2:12 2:07 3:00 FD RMS
Fire Suppression
90th% Travel Time (min) 4:56 5:27 5:40 5:00 FD RMS
90th% Total Response–First Due (min) 7:28 8:14 8:07 7:30 FD RMS Fire calls related to underhoused 113 102 75 50 FD RMS
Emergency Medical Services
90th% Turnout Time (min) 2:18 2:07 2:10 1:20 FD RMS
90th% Travel Time (min) 5:24 5:24 5:35 4:00 FD RMS
90th% Total Response–First Due (min) 7:45 7:33 7:50 6:50 FD RMS Emergency Medical Services (cont.)
Number of Transports 3,569 3,882 4,000 4,000 Digital EMS EMS calls related to underhoused 691 643 550 200 Digital EMS
FD-3
WORK PLAN PRIORITIES (FY 2026/27)
• Implement an assessment / no-transport fee to generate revenue → Strengthen Long-Term Financial Sustainability • Deploy medical supply lockers → Strengthen Long-Term Financial Sustainability • Pursue additional grant funding → Strengthen Long-Term Financial Sustainability • Enter into an agreement to acquire Type 6 brush engine (Cal OES) → Invest in Public Infrastructure & Community Spaces
PLANNING & DEVELOPMENT
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Planning & Development Department guides and facilitates the growth and development of the City in a sustainable, equitable, and efficient manner. Comprised of four divisions — Administration, Advance Planning, Building Safety, and Current Planning — the Department reviews
proposed developments, updates land use policies and
regulations, advances housing production, conducts long- term community and neighborhood planning, and ensures
buildings are constructed and maintained safely in
compliance with State building standards. The Department is a net contributor to the General Fund through permit, plan check, and inspection fee revenue.
Planning & Development Director | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
P&D Director
Admini-
stration
Advance
Planning
Building
Safety
Current
Planning
P&D Director 4 Divisions | 33.00 FTE | GF $7.42M FY27 | pp. 398-405
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How P&D Advances This Goal
Strengthening long-term financial sustainability Maximize permit fee revenue recovery, increase cost efficiency, and implement digital process improvements while pursuing grant funding.
Enhancing affordability and addressing
homelessness
Entitle housing and commercial development (4,400+ units in review), update zoning codes for State housing compliance, and develop the SB 79 TOD/Arts District Plan.
Invest in Public Infrastructure and Community
Spaces
Administer mandatory code enforcement, the Soft Story
Retrofit Program for seismic safety, and long-range planning studies including the Baldwin Hills Oil Fields Plan.
Provide High-Quality Public Services Deliver entitlement and land use review, online permit and inspection services, building permit issuance, plan check, and building inspection in compliance with State codes.
Provide High-Quality Public Services
Advance digital transformation toward fully paperless
permitting by January 2027: online permit portal, virtual appointments, lobby queue management, website upgrades, and records digitization.
Strengthening long-term financial sustainability Update local codes to comply with State housing and land use mandates including SB 9, SB 684, SB 1123, SB 79, AB 1397, and AB 1223, protecting the City from legal liability and unlocking housing capacity.
PND-1
PLANNING & DEVELOPMENT
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, Planning & Development (p. 401) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Building Safety
Permit submittals (all) 5,855 5,265 6,250 6,000 Bldg Safety Submittals requiring plan check 3,368 2,956 3,000 3,050 Bldg Safety Building Safety (cont.)
Permits issued 3,718 2,771 3,000 3,025 Bldg Safety
Annual inspections 11,796 10,893 11,750 12,000 Bldg Safety Valuation of permits issued $70.8M $138M $130M $140M Bldg Safety Solar instant plan check (KPI) N/A N/A N/A 85% Bldg Safety Current Planning
Administrative non-discretionary cases 1,295 1,150 1,031 1,245 Curr Planning Administrative discretionary cases 85 63 51 56 Curr Planning
Advance Planning
Fox Hills & Hayden Tract Specific Plans N/A 20% 60% 100% Adv Planning In-person engagement events 5 5 8 5 Adv Planning
BUDGET SUMMARY (FY27 PROPOSED, BY DIVISION) — Source: FY27 Budget Book, pp. 399-405
ADMINI-
STRATION
$0.79M
FY27 Proposed
CURRENT
PLANNING
$2.16M
FY27 Proposed
ADVANCE
PLANNING
$0.81M
FY27 Proposed
BUILDING
SAFETY
$3.66M
FY27 Proposed
TOTAL
$7.42M
FY27 Proposed
BLDG
SURCHARGE
$4.0K
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, Planning & Development (pp. 399-405). FY27 Proposed (City Manager Recommended).
Four GF divisions total $7.42M; Building Surcharge Fund adds $4.0K. The Department is a net General Fund contributor through permit and plan check fee revenue (development pipeline projected at ~$21M).
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WORK PLAN PRIORITIES (FY 2026/27)
• Entitlement of housing & commercial development projects → Housing Affordability • Implement, promote & optimize online processes → Financial Sustainability • Zoning code updates for State legislation compliance → Housing Affordability • Develop SB 79 TOD Alternative / Arts District Plan → Housing Affordability
PUBLIC WORKS
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Public Works Department safeguards public health and safety, manages and protects property, supports economic growth, and enhances quality of life. Operating through five divisions, the Department provides civil
engineering, mobility and traffic engineering, citywide refuse, recycling and organics collection, sewer and stormwater services, and maintenance of buildings, streets, sidewalks, traffic signals, streetlights, parking meters, and the urban forest. It manages most of the City’s capital improvement program and two enterprise operations — Refuse and Sewer .
Public Works Director / City Engineer Yanni Demitri | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
PW Director / City Engineer
Admini-
stration
Engineering
Services
Mobility &
Traffic Eng.
Maintenance
Operations
Environmental
Programs & Ops
Director: Yanni Demitri 5 Divisions | 135.70 FTE | GF $18.31M FY27 | pp. 424-430
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How Public Works Advances This Goal Strengthening long-term financial sustainability Reassess Refuse and Sewer enterprise fund fees, reallocate staff costs to enterprise funds, pursue capital and program grants, and oversee collection of development and service fees.
Improve and Maintain Public Infrastructure and
Community Spaces
Maintain streets, sidewalks, sewers, traffic signals, streetlights, bridges, and public buildings; deliver street resurfacing, ADA upgrades, and capital improvement projects.
Advance Environmental Sustainability and
Climate Action
Provide citywide refuse, recycling, and organics collection; implement SB 1383 and Waste Reduction Regulations; manage the urban forest; and oversee stormwater quality.
Manage Mobility and Transportation Manage traffic control devices, parking meters, and transportation permitting; advance Vision Zero, the Bicycle/Pedestrian Action Plan, and Complete Streets.
Deliver Permitting & Engineering Services Provide development review, utility and right-of-way permitting (incl. underground fiber and 5G), sewer user charge determination, and capital project engineering.
Increase Community Engagement Host community sustainability programs and events, manage the Bicycle & Pedestrian Advisory and Mobility Council
subcommittees, and lead recycling outreach.
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PUBLIC WORKS
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, Public Works Department Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Projected)
2026-27
(Goal)
Methodology
/ Source
Streets & Mobility Infrastructure
Composite pavement quality score 71 71 71 >70 Engineering Share of sidewalks rated in good condition 60 60 60 >65 Engineering Streets & Mobility (cont.)
Lane miles of streets repaved 5 7.8 In progress 15 Engineering Linear miles of sidewalk improvements N/A N/A 2 3.5 Engineering Potholes filled & street repairs 4,900 4,500 2,800 2,800 Maintenance Traffic study reviews completed 9 5 6 6 Permitting
Parking & Refuse Services
Parking permits issued 16,500 18,747 19,365 18,500 Permitting Tons of recycling collected & diverted N/A N/A N/A 8,400 EPO
Permitting & Engineering
Trees maintained 2,066 2,896 3,500 5,500 Sustainability Trees planted by City 60 121 151 200 Sustainability
BUDGET SUMMARY (FY27 PROPOSED, BY FUND) — Source: FY27 Budget Book, pp. 425-427
GENERAL
FUND (GF)
$18.31M
FY27 Proposed
REFUSE
DISPOSAL FUND
$26.88M
FY27 Proposed
SEWER
ENTERPRISE
$9.33M
FY27 Proposed
STREETS
(GF)
$3.21M
FY27 Proposed
BLDG MAINT
(GF)
$3.11M
FY27 Proposed
TOTAL
ALL FUNDS
$54.57M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, Public Works (pp. 425-427). FY27 Proposed (City Manager Recommended). General Fund $18.31M spans 11 program areas (incl. Streets $3.21M, Building Maint. $3.11M, Engineering $2.62M, Mobility & Traffic $1.88M and others). Enterprise funds: Refuse $26.88M, Sewer $9.33M. All Funds total $54.57M (incl. Operating Grants $0.05M).
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WORK PLAN PRIORITIES (FY 2026/27)
• Reassess Refuse & Sewer enterprise fund fees to align with cost of service → Strengthening long-term financial sustainability
• Deliver street resurfacing, ADA upgrades & capital improvement projects → Improve and Maintain Public Infrastructure • Implement SB 1383 & Waste Reduction Regulations; expand recycling outreach → Advance Environmental Sustainability and Climate Action
• Advance Vision Zero, Complete Streets & the Bicycle/Pedestrian Action Plan → Improve and Maintain Public Infrastructure
TRANSPORTATION SERVICES
City of Culver City
Proposed Budget
FY 2026-2027
DEPARTMENT OVERVIEW
The Culver City Transportation Services Department plans, operates, and maintains the movement of people to,
through, and from Culver City. The Department oversees four mobility brands: CityBus (Culver City Municipal Bus Lines) operating public transit on seven regular routes; CityRide delivering Senior Services, RideShare, and Micro-Transit; CityShare covering Scooter and Bike Share; and CityFleet maintaining and replacing City vehicles. Responsibilities include securing local, state, and federal mobility revenues, budgeting, and service-statistics reporting.
Transportation Director | culvercity.org
ORGANIZATIONAL STRUCTURE (SUMMARY)
Transportation Director
Transit
Administration
Transit
Operations
Equipment
Maintenance
Paratransit
Services
Mobility
Brands
Nick Zornes 4 Divisions | 200.30 FTE | All Funds $48.85M FY27 | pp. 482-489
ALIGNMENT WITH CITY COUNCIL STRATEGIC GOALS
City Council Strategic Goal How Transportation Advances This Goal Strengthening long-term financial sustainability Ensure on-time bus reliability and improve the ridership experience of Culver CityBus, and secure local, state, and federal mobility revenues to sustain transit operations.
Investing in Public Infrastructure
and Community Spaces
Procure replacement of aging City buses and paratransit vehicles, enhance service along congested corridors, and deliver capital improvement projects that advance multi- modal transportation.
Enhance Mobility and Transportation
Advance the MOVE Culver City multi-modal program, the
Short Range Mobility Plan, Mobility Hubs, and CityShare (Metro Bike Share) to deliver equitable, convenient, and sustainable mobility options.
Provide High-Quality Public Services Operate CityBus fixed-route and CityRide demand-response service, maintain a 60-vehicle fleet through CityFleet, and sustain on-time performance and transit asset management standards.
Provide High-Quality Public Services Attract, retain, and develop frontline operations and fleet staff through training, a permanent transit operations supervisor rotation program, and leadership-development initiatives.
Strengthening long-term financial sustainability Improve farebox and operating efficiency, secure grant and formula funding, and prepare specialized service planning for the 2028 Olympic Games to support long-term fiscal sustainability.
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TRANSPORTATION SERVICES
PERFORMANCE MEASURES
City of Culver City
Proposed Budget
FY 2026-2027
PERFORMANCE MEASURES — Source: FY27 Budget Book, Transportation (p. 487) Metric 2023-24
(Actual)
2024-25
(Actual)
2025-26
(Goal)
2026-27
(Goal)
Methodology
/ Source
CityBus / CityRide Fixed Route
Unlinked passenger trips (NTD) 2,887,456 3,360,670 3,761,232 3,761,232 NTD Vehicle revenue miles (NTD) 1,543,218 1,582,750 1,665,924 1,665,924 NTD CityBus / CityRide Fixed Route (cont.)
Passengers per VRH 21.9 23.0 24.4 24.4 NTD
Operating expenses per trip $10.06 $9.07 $8.51 $8.51 NTD On-time performance 92.10% 90.00% 90.00% 90.00% Dept
Transit Asset Mgmt % within useful life 88.00% 67.60% 88.00% 88.00% TAM CityRide Demand Response
Senior Service trips 3,832 2,984 3,014 3,014 NTD
Passengers per VRH 4.43 5.50 5.50 5.50 NTD
CityRide Demand Response (cont.)
Operating expenses (NTD) $545,317 $572,583 $601,212 $601,212 NTD Vehicle revenue miles (NTD) 8,149 5,323 5,376 5,376 NTD
BUDGET SUMMARY (FY27 PROPOSED, BY FUND/DIVISION) — Source: FY27 Budget Book, pp. 483-485
MUNICIPAL
BUS LINES FUND
$36.39M
FY27 Proposed
TRANSIT
OPERATIONS
$27.06M
FY27 Proposed
EQUIPMENT
MAINT. FUND
$11.12M
FY27 Proposed
TRANSIT
ADMIN
$4.28M
FY27 Proposed
PARATRANSIT
$1.19M
FY27 Proposed
TOTAL
ALL FUNDS
$48.85M
FY27 Proposed
Source: FY 2026-2027 Proposed Budget, Transportation Services (pp. 483-485). FY27 Proposed (City Manager Recommended).
Municipal Bus Lines Fund $36.39M includes Transit Admin $4.28M, Transit Operations $27.06M, Ops-Facilities $0.39M, and Preventative Maintenance $4.67M. Other funds: Equipment Maintenance $11.12M, Para Transit $1.19M, AQMD/AB 2766 $0.15M. All Funds total $48.85M.
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WORK PLAN PRIORITIES (FY 2026/27)
• Ensure on-time bus reliability & improve CityBus ridership experience → Financial Sustainability • Procure replacement of aging buses & paratransit vehicles → Public Infrastructure • Deliver capital projects to enhance multi-modal transportation → Public Infrastructure • Prepare specialized service planning for the 2028 Olympic Games → Financial Sustainability