Agenda packet — Hermosa Beach City Council, November 12, 2024 (part 6 of 14)

Tool 11: Operations & Maintenance Plan 269
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 44 of 65 Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Rebuild basins around young trees and shrubs.
• Remove stakes and ties from maturing trees where they are no longer needed. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

Three/Four Times Annual Tasks
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.

Semi-Annual Tasks
• Fertilize all turf areas.

Annual Tasks
• Contractor’s employee shall, on or before May 1st of each year, meet with City representatives to inspect each soccer field and determine the necessary heavy maintenance work to be completed prior to the opening of the soccer season.

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Tool 11: Operations & Maintenance Plan 270
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 45 of 65 May
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.

Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare. o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately. • Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Lawn Bowling Facility-- mow two times a week (Tuesday and Thursday), diagonally in both directions each day during the growing season. This can be reduced to two times a week diagonally in one direction each day during the dormant season.

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Tool 11: Operations & Maintenance Plan 271
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 46 of 65 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Trim and replant ground cover as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Clear grass away from sprinkler heads in lawns where they are needed. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users and adjacent to trails. • Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

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Tool 11: Operations & Maintenance Plan 272
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 47 of 65 Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.

Semi-Annual Tasks
• Replace sand or wood fibers in all play areas.

Annual Tasks
• All horseshoe pits will be repaired, repainted, and sand added as needed.

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Tool 11: Operations & Maintenance Plan 273
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 48 of 65 June
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.

Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare. o No wet/dry areas.
• Edge all turf perimeters.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately. • Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Lawn Bowling Facility-- mow two times a week (Tuesday and Thursday), diagonally in both directions each day during the growing season. This can be reduced to two times a week diagonally in one direction each day during the dormant season.

Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

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Tool 11: Operations & Maintenance Plan 274
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 49 of 65 Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Clean and adjust irrigation heads on a regular basis throughout summer. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

Three/Four Times Annual Tasks
• Quarterly inspection of all lights. Initiate repairs within 48 hours. • Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed.

Utilize humus or mushroom compost.
• Within the same week of aeration, apply a measured fertilizer such as a 26-4-8 at a rate of onepound actual nitrogen per 1,000 sq. ft.

Semi-Annual Tasks
• Replenish wood chips throughout the entire Greenbelt pathway.

Annual Tasks
• None.

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Tool 11: Operations & Maintenance Plan 275
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 50 of 65 July
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.

Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare. o No wet/dry areas.
• Edge all turf perimeters.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately. • Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Lawn Bowling Facility-- mow two times a week (Tuesday and Thursday), diagonally in both directions each day during the growing season. This can be reduced to two times a week diagonally in one direction each day during the dormant season.

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Tool 11: Operations & Maintenance Plan 276
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 51 of 65 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

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Tool 11: Operations & Maintenance Plan 277
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 52 of 65 Three/Four Times Annual Tasks
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.

Semi-Annual Tasks
• None.

Annual Tasks
• None.

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Tool 11: Operations & Maintenance Plan 278
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 53 of 65 August
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.

Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

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Tool 11: Operations & Maintenance Plan 279
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 54 of 65 Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Prune vegetation for line-of-sight obstruction at street intersections and park entrances. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Cut out spent blossom spikes on all shrubs.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

Three/Four Times Annual Tasks
• None.

Semi-Annual Tasks
• Overseed all turf areas.
• Replace sand or wood fibers in all play areas.

Annual Tasks
• None.

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Tool 11: Operations & Maintenance Plan 280
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 55 of 65 September
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.

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Tool 11: Operations & Maintenance Plan 281
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 56 of 65 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Trim “suckers” and “water shoots” off trees.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed.

Utilize humus or mushroom compost.
• Within the same week of aeration, apply a measured fertilizer such as a 26-4-8 at a rate of onepound actual nitrogen per 1,000 sq. ft. • Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.

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Tool 11: Operations & Maintenance Plan 282
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 57 of 65 • Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
• Quarterly inspection of all lights. Initiate repairs within 48 hours.

Semi-Annual Tasks
• Hand weed control to be done for control of warm and cool season weeds in turf. • Contractor shall provide a complete non-pesticide/herbicide solution to insect, disease, and pest control as necessary or as directed by the City representative so as to keep plant materials in a healthy condition and free from insects and disease.
• Cleaning/power wash of park amenities such as drinking fountains, restrooms, and walkways.

Annual Tasks
• None.

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Tool 11: Operations & Maintenance Plan 283
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 58 of 65 October
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.

Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches. • Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare. o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately. • Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Lawn Bowling Facility-- mow two times a week (Tuesday and Thursday), diagonally in both directions each day during the growing season. This can be reduced to two times a week diagonally in one direction each day during the dormant season. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.

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Tool 11: Operations & Maintenance Plan 284
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 59 of 65 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

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Tool 11: Operations & Maintenance Plan 285
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 60 of 65 Three/Four Times Annual Tasks
• None.

Semi-Annual Tasks
• Fall sports field renovation to address filling in or regarding of low spots, divots, sink holes, or other unevenness of the turf area.
• Fall pruning/trimming of trees less than five years old for structure and proper health. Remove all suckers.
• Remove overhanging branches within 84” of trail surface.

Annual Tasks
• If appropriate reduce the number of trash containers within park sites due to lower usage. • Inspection and thinning of all trees as needed to prevent damage from wind. • Regrading or renovation of turf areas as needed. Work to be scheduled and completed based on specific season ending dates for each user group.
• Inspect turf areas for thatch build up and dethatch as needed. • Inspect storm drains removing debris as required from interior piping.

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Tool 11: Operations & Maintenance Plan 286
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Operations and Maintenance Plan (02-06-24) Page 61 of 65 November
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.

Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare. o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately. • Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Lawn Bowling Facility-- mow two times a week (Tuesday and Thursday), diagonally in both directions each day during the growing season. This can be reduced to two times a week diagonally in one direction each day during the dormant season. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.

Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

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• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Start pruning deciduous trees, shrubs, and vines as required. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check edges of culverts, drainage v-ditches, and catch basins for erosion of soil. • Check for damage to drain structures.
• Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

Three/Four Times Annual Tasks
• Quarterly inspection of all lights. Initiate repairs within 48 hours.

Semi-Annual Tasks
• None.

Annual Tasks
• Test soil to ensure application of appropriate nutrients as needed. Testing to occur in three parks, turf, and shrub bed locations.
• Repaint all outdoor court lines as needed.
• Annually free fences of dead woody plant debris.
• Paint park benches and picnic tables, as needed.
• Landscape contractor shall meet with the City to inspect each ball diamond and determine necessary heavy maintenance work to be completed on or before December 1st.

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Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events. • Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery. Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery. • Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed. • Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.

Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding. • Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery. • Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.

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• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Continue dormant pruning as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Community Center and the tennis courts, basketball courts, and pickleball courts at Clark Field. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours. • Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days.
• Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar. • Verticut Lawn Bowling facility diagonally in both directions.

Three/Four Times Annual Tasks
• None.

Semi-Annual Tasks
• None.

Annual Tasks
• Paint fading or indistinct park, directional, or instructional signs as needed. • Paint parking lot curbs—red no parking/handicapped/yellow loading zone. • Restripe parking lots every three years.

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APPENDIX A
City of Hermosa Beach
Public Works Department
Estimated Hours Spreadsheet

ESTIMATED HOURS

PARK FACILITIES

STANDARDS PARK SUMMARY

TIME IN FREQUENCY TOTAL TIME FREQUENCY HOURS

TASK UNITS SIZE HOURS PER YEAR SOURCE INVENTORY SIZE EACH TASK PER YEAR PER YEAR MOW--TRACTOR--20" WALKING 1 ACRE 2.8 52 1 ACRE 0.00 -
MOW--TRACTOR--24" WALKING 1 ACRE 2.2 52 1 ACRE 0.00 -
MOW--TRACTOR--30" RIDING 1 ACRE 2 52 1 ACRE 0.00 -
MOW--TRACTOR--72" RIDING 1 ACRE 0.35 52 1 7.50 ACRE 2.63 52 136.50 MOW--HAND 1000 SQ FT 0.11 52 3 SQ FT 0.00 -
AERATE--TRACTOR 1 ACRE 0.70 3 1 ACRE 0.00 -
AERATE--WALK BEHIND 1000 SQ FT 0.10 3 1 SQ FT 0.00 -
FERTILIZE--24" SPREADER 1000 SQ FT 0.16 3 1 SQ FT 0.00 - FERTILIZE--TRACTOR TOWED 1 ACRE 0.43 3 1 ACRE 0.00 -
FERTILIZE--PUSH 1 ACRE 2.96 3 1 ACRE 0.00 -
FERTILIZE--SHRUBS 1000 SQ FT 0.05 3 1 SQ FT 0.00 -
CUT AND PLANT SOD 1000 SQ FT 1.00 1 1 SQ FT 0.00 -
OVERSEEDING 1 ACRE 0.80 1 1 ACRE 0.00 -
CLEAN RESTROOM 1 RESTROOM 0.75 365 2 10.00 RESTROOM 7.50 365 2,737.50 CLEAN RESTROO/SHOWERS 1 RESTROOM 1.25 365 2 RESTROOM 0.00 - EDGE/TRIM 1000 LINEAR FT 1.01 26 2 LINEAR FT 0.00 -
LITTER PICK-UP 0.5 ACRE 1.00 104 2 ACRE 0.00 -
SHRUB BED MAINTENANCE 1000 SQ FT 1.00 26 2 SQ FT 0.00 - PESTICIDE APP--TRUCK 1000 SQ FT 0.45 3 3 SQ FT 0.00 -
PESTICIDE APP--HAND 1000 SQ FT 0.68 3 3 SQ FT 0.00 -
INSECT/RODENT CONTROL 1 ACRE 0.80 2 2 ACRE 0.00 -
BLOW WALKS 1000 SQ FT 0.10 156 2 SQ FT 0.00 -
LEAF DISPOSAL--30" VACUUM 1000 SQ FT 0.08 6 1 ACRE 0.00 - LEAF DISPOSAL--RAKE 1000 SQ FT 0.42 6 1 SQ FT 0.00 -
WEED MOWING--TRACTOR 1 ACRE 1.21 3 3 ACRE 0.00 -
EQUIPMENT MAINTENANCE 1 UNIT 1.20 52 2 UNIT 0.00 -
FLOWER BED PREP 100 SQ FT 0.90 2 2 SQ FT 0.00 -
HAND WATERING--TREES 1 TREE 0.17 3 2 TREE 0.00 -
HAND WATERING--SHRUBS 100 SQ FT 0.22 26 3 SQ FT 0.00 -
IRRIGATION SYSTEM INSPECTION 1 ACRE 1.00 12 4 ACRE 0.00 IRRIGATION--MANUAL 1 ACRE 0.41 100 3 ACRE 0.00 -
PLANTING--SHRUBS 1 SHRUB 0.75 1 2 SHRUB 0.00 -
PLANTING--TREES 1 TREE 0.70 1 2 TREE 0.00 -
PRUNING SHRUBS 1 SHRUB 0.50 1 2 SHRUB 0.00 -
PRUNING--6' TREES 1 TREE 0.50 1 2 TREE 0.00 -
PRUNING--12' TREES + 1 TREE 1.10 1 2 TREE 0.00 -
SAETY INSPECTIONS 1 REVIEW 2.00 12 2 REVIEW 0.00 -
TRASH REMOVAL 1 CAN 0.08 156 2 CAN 0.00 -
BUILDING MAINTENANCE 1 BUILDING 1.25 52 4 BUILDING 0.00 - PARK PATROL 1 PARK 1.00 365 4 PARK 0.00 -
GROUP AREA PREP 1 AREA 2.00 2 4 AREA 0.00 -
BALLFIELD LINING 1 BALLFIELD 1.50 168 4 SURFACE 0.00 -
BATTING CAGE MAINTENANCE 1 BAT CAGE 4 B CAGE 0.00 -
SPRAY PARK MAINTENANCE 1 SPRAY PARK 168 4 SPRAY PARK 0.00 - SPRAY PARK RESURFACING 1 SPRAY PARK 1 4 SPRAY PARK 0.00 - PAINT BENCHES/TABLES 1 BEN/TABLE 1 4 BEN/TABLE 0.00 -
TOTAL HOURS RECOMMENDED 2,874.00

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 1 of 15 City of Hermosa Beach – Parks Master Plan
Staffing Assessment for
Public Works & Community Resources Departments
A portion of the Parks Master Plan process was to evaluate the current staffing levels and organizational structure based upon the existing department and potential modifications, reductions, and/or growth with the development of the Master Plan. The Master Plan will offer financial recommendations for any proposed new development both for capital and operations and maintenance costs.

This analysis, for Public Works, must consider current maintenance standards, ongoing replacement schedules for equipment, vehicles, and park and facility infrastructure, and future growth projected due to recommendations within the Parks Master Plan.

For the Community Resources Department, the Master Plan process will help to identify customer needs, analyze current levels of recreational programming, and review the program development process, measurement systems, competitive analysis, and marketing initiatives that the Department may have undertaken or are recommended within the Master Plan.

Staffing Levels
What are the common signs that staffing levels might not be adequate within Community Resources and Public Works?
• Critical tasks are not completed, or they are completed later than scheduled. • Backlog of maintenance and increased work levels.
• Increased overtime levels.
• Increased absence due to stress, fatigue, and other ill health. • Increased staff turnover due to high workload, stress, and fatigue.

How many staff does an agency need and at what times? The answer to this question is all about assessing workload. Several factors affect the evaluation of workload:
• What level of staffing is needed to ensure parks, buildings, and special event coverage are clean, safe, and hazard free.
• Is the workload flat, time independent, or variable?
• What is the workload and the related skills needed to accomplish each task? • What is the agencies absenteeism rate?
• Will there be project work and training requirements? • Will a proposed change to staffing levels allow for new work and programming? The ultimate staffing level is based on an estimate of how much an agency can produce based on a given set amount of people, equipment, and infrastructure.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 2 of 15 Cities often use trial and error as opposed to detailed calculations to determine a level of staffing. Trial and error are a perfectly valid method however the errors are very expensive. If you err on being overstaffed, it is inefficient. If you err on being understaffed it could lead to the loss of customers, lower programming levels, burnout and feeling undervalued, failure of the organization to meet community goals, and unsafe public facilities.

Benchmarking, as discussed within this report, is another vehicle to establish staffing levels, especially for park maintenance activities. One of the most underutilized benefits of benchmarking is its use to develop staffing levels for existing or new facilities. Traditionally many public agencies focus on the construction costs and other aspects of the occupancy process such as furniture, the move in, and equipment. Completely overlooked are the staffing plans to operate, maintain, and program a facility. Benchmarking with similar public agencies can help evaluate an adequate level of staffing to operate, maintain, and program the city’s recreation facilities.

For a public park facility, operating costs often represent a vast majority of the life-cycle costs and the appropriate staffing levels have a significant impact on the overall condition of the facility. Using benchmarking is a straightforward process that shows the importance and the impact of staffing decisions over the life cycle of the public facility. Without good benchmarking comparisons, agencies may not realize that staffing levels may need to be increased or decreased, the level of service is too low, or which best practices may have the most impact on improving the staff utilization.

For many public agencies including park and recreation and public works, adequate staffing levels are often a determination of what staff can accomplish and complete. Are they able to meet the existing workload and little more? Are they able to reach out to the community, determine needs, and design new programming? Are they able to conduct safety evaluations, perform preventative maintenance tasks, update and develop policies and procedures, and perform other tasks to meet the needs of the park and recreational system and the public? Without adequate staffing, the answer to these questions is generally negative.

Scope and Budget of Hermosa Beach Parks and Recreation
Recreation programming by the Community Resources Department is heavily focused on the beach environment central to the City of Hermosa Beach. The Department further identifies several key functions and programming areas as:
• Recreation programming - Department hosted community events: Coastal Cleanup (with Heal the Bay), Community Movie Nights, Sand Snowman Contest, Surfers Walk of Fame Weekend, and Veterans Day Wreath Laying Ceremony; P.A.R.K. After School Program; Valley Park Summer Day Camp; Hermosa FiveO Senior Activity Center; and excursions (open to all). • Contract management - Contract Class Program: adult sports leagues, youth and adult classes and camps in creative arts, enrichment, and recreation; Hermosa Beach Little League; Hermosa Beach Youth Basketball; Farmer’s Market; Chamber of Commerce (for outdoor special events); and Kiwanis Tree Lot.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 3 of 15 • Facilities and open space management - Indoor and outdoor facility rentals (including the Outdoor Fitness Program and Field Allocation Permits), and indoor facilities lease management. o Clark Facility, 861 Valley Drive – Clark Building: Multi-purpose event hall, Kelly Courts: pickleball, tennis and basketball, and Clark Field
o Community Center Complex, 710 Pier Avenue - multi-purpose rooms, Community Theatre, 2nd Story Theatre, gymnasium, skate park, tennis courts, and Hermosa Five-O Senior Activity Center. o Lawn Bowling Club Building
o South Park Community Building - Multi-purpose rooms
o Valley Park Community Buildings (Kiwanis Club and Rotary Club) o Parks
o Beach
• Permits - Filming/Still Photo Permit Program, Special Event Permit Program (including the Long-Term Agreement Program and Fee Waiver Grant Program).
• Parks, Recreation and Community Resources Advisory Commission - serves in an advisory capacity to the City Council on matters pertaining to leisure, cultural, social services, and educational programming; provides guidance and approvals for certain special events held within the City; and formulates policies on the services, programs, and lease agreements of the Department, subject to approval of the City Council.

Park and building maintenance activities primarily fall under the leadership of the Public Works Department within two divisions responsible for Parks and another for Building Maintenance. A separate division handles Landscape Districts and Medians and another Division is responsible for Building Maintenance and Street Lighting, respectively. Public Works also provides substantial support for special events during the year, primarily through the Division responsible for Street Maintenance and Traffic Safety. Support for park-related functions comes from the entire Public Works Department, not just from staff directly assigned to park or building maintenance.

Table 1 displays the overall general fund totals for both the Community Resources Department and Public Works Divisions responsible for Parks, Medians, Sewers, and Storm Drains and Building Maintenance. Although impacted by special event support, the remainder of the Public Works budget is not displayed. It is important to note that since Fiscal Year 21/22 the overall budgets have risen but in the case of Community Resources, budgets have remained relatively flat.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 4 of 15 Table 1
City of Hermosa Beach - Budget Comparisons
Budget Unit Actual
FY 20/21
Revised
FY 21/22
Projected
FY 22/23
Proposed
FY 23/34
Community Resources
Community Resources—General
Fund
$1,326,493 $1,888,321 $1,964,967 $2,084,635
Recreation Transportation -- -- $26,000 $46,000
Special Event Shuttle -- $35,000 $35,000 $35,000
Equipment Replacement Fund $8,262 $8,429 $19,553 $11,935 Concert Series -- -- -- $66,000
Community Resources Total $1,334,755 $1,931,750 $2,045,520 $2,243,570 Public Works*
Park Maintenance $1,265,265 $1,614,880 $2,251,742 $2,483,539 Equipment Replacement Fund $20,051 $21,821 $7,500 $7,500 Parks Maintenance Total $1,285,316 $1,636,701 $2,259,242 $2,491,039 Building Maintenance $683,205 $796,592 $998,295 $1,681,798 Equipment Replacement Fund $40,943 $78,774 $95,347 $126,404 Building Maintenance Total $724,148 $1,117,809 $1,093,642 $1,808,202 Landscape and Lighting Fund $594,596 $695,718 $797,337 $949,795 Equipment Replacement Fund $26,584 $17,583 $24,325 $24,325 Landscape and Lighting Total $621,180 $782,744 $815,616 $974,120 Public Works Sub Total $2,630,644 $3,537,254 $4,168,500 $5,273,361 Community Resources/
Public Works Total $3,965,399 $5,469,004 $6,214,020 $7,516,931 *The Streets Division budget is not listed; however the Streets Division within Public Works spends significant time in support of Community Resources including street maintenance and closures/traffic control at special events as well as beach maintenance. NRPA standards do not include street divisions within Public Works. Hermosa Beach is unique in that the Streets Division provides support for Community Resources.

Public Works
Currently the City maintains the parks and landscaped areas with contracted landscaping services for parks, street trees, medians. The current contract was awarded to Merchants Landscape Services in July 2022 and expires at the end of June 2025. There are additional contracts for maintenance on cleaning of all park restrooms and for trash removal. All contracted park services require extensive oversight and management by Public Works staff.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 5 of 15 Additionally, Public Works is responsible for maintenance of City owned facilities, including City Hall, City Yard, Clark Building, Community Center, Community Services Building, Hermosa Beach Police Department, City Parks and restrooms, beach equipment, beach restrooms, South Park Building, 530 4th Street, 1110 6th Street, and the municipal pier structure. The Hermosa Beach Library landscaping is maintained by the City and the interior is maintained by the County.

Due to the aging nature of City buildings and facilities, Public Works is significantly impacted by the demands of these older facilities. Aging infrastructure needs continuous follow-up and maintenance. Without proper staffing and funding, poor building maintenance reduces the value of existing public buildings, increases budgets for deferred maintenance needs, increased costs for emergency repairs, insufficient provision, and direct impacts to the delivery of public services.

Public Works has seen a dramatic increase in the number of work orders over the last two fiscal years. Work orders are generated through the GoHermosa system where residents can use an app or online form to enter a request, staff identified issues, or requests from internal departments. For Fiscal Year 21/22 Public Works received a total of 2,671 work orders or an average of 7.3 per day. For Fiscal Year 22/23 there was a dramatic increase to 3,817 work orders, an average of 10.5 per day. This increase of over 30% is a combination of increased maintenance backlog and an increased popularity in the online system vs using phone calls/emails.

There are a wide range of work orders submitted from broken play equipment, park graffiti, to no poop bags in the park. For the most recent fiscal year, the Community Center generated 284 work orders, Community Services Building 70, Clark Field and Building 163, South Park 147, and Valley Park 132.

Public Works responsibility for park and building maintenance activities are located with three budget units, Parks, Medians, Sewers, and Storm Drains Division and the Building Maintenance and Street Lighting Division.

Special Event coverage and support by Public Works impact is often significantly felt Departmental wide. For the prior calendar year, Public Works recorded 144 hours of overtime for special event coverage. These hours include the total hours Public Works was required to be onsite within the event footprint to oversee set-up and tear-down, and the time spent in pre-event planning meetings which occurred in addition to regular workweek hours. This number does not reflect time spent on special event support during the regular workweek.

The Department recently reviewed staffing levels within the functions with those units responsible for parks and buildings maintenance, and special event support. A method of self-estimating additional hours needed to complete basic work tasks was utilized by staff. The following methodology was utilized:
• A--Survey sheets were developed based on the specifications of typical public works activities. • B--Survey sheets were distributed to staff members. The Superintendent provided each team member with instructions and a timeline to complete the forms. Staff were instructed to indicate the number of hours spent on each task during a typical week and then the number of hours required to do the task properly. In many cases staff members added additional duties not identified on the list. • C--Once completed the forms were reviewed. Areas were identified for follow-up and calibration with the staff members.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 6 of 15 • D--The City’s Public Works Consultant grouped the activities into core functions to gain a better understanding of areas of focus. Identified were activities that have large shortfalls and are a higher priority to address that shortfall. This summary identified four activity groups:
o Core Activities
o Admin & Supervision Activities
o Response Activities (these are ones requested by others and only occur if requested) o Beach Activities
For Fiscal Year 23/24 Public Works requested and received approval for five (5) additional positions including an Assistant Superintendent and four (4) Maintenance Worker II’s.

Description for the Assistant Superintendent was stated as:
“to assist the department with heavy workload and demand for deferred maintenance, resident requests, and desire for beautification projects. The Assistant Superintendent will be responsible for helping with managing the day-to-day operations of the works crews, documentation of work efforts, ensuring regular inspection efforts are being conducted, obtaining bids from contractors, and responding to resident requests.”
Description for the (4) Maintenance Worker II’s was stated as:
“to assist the department with the significant need for deferred maintenance. These positions will allow the PW team to more readily pursue requested beatification projects; address deferred maintenance needs; develop and proactively perform more regular inspections of the public right of way, parks, and facilities; and more quickly respond to resident requests.” Figure 1 shows the staffing level for FY 22/23 and identified shortfalls from the self-assessment for the four activity groups. The assessment identified a shortfall in staffing of 12 Full-Time Equivalent (FTE). As part of the FY 23/24 budget process, Public Works requested and received five additional staff to provide a meaningful improvement to staffing needs and allow the department to then re-evaluate staffing.

Figure 1
City of Hermosa Beach Self-Assesment Results
The four (4) new Maintenance II workers will be placed across the three (3) divisions within Public Works, including one in the Building Maintenance and Street Lighting Division, the second to Street Maintenance and Traffic Safety, and the final two were allocated to the Parks, Medians, Sewers, and Storm Drains Division. The new Assistant Superintendent will oversee those three divisions in addition to Equipment Mechanics. All four divisions have responsibility in supporting Community Resources, by maintaining parks vehicles, event setup,

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 7 of 15 actual park maintenance, parks building maintenance, etc.

Funding for these positions did not become available until July 1, 2023 and the recruitment process has taken time even as staff has been aggressively working to fill the new positions. The Assistant Superintendent began in October 2023, one of the new maintenance workers began in November 2023 and two additional maintenance workers are scheduled to begin on February 8, 2024. Staff is also nearing the conclusion of the recruitment process for the fourth maintenance worker position.

According to the FY 23/24 budget, the staffing level for the Parks Division, responsible for all park maintenance functions, amounts to 4.53 FTE. A portion of this amount are percentage charges to other full-time personnel including:
• Public Works Superintendent—0.15
• Public Works Crew Supervisor—0.88
• Maintenance Worker I—1.90
• Maintenance Worker II—0.90
The FY 23/24 budget identifies the current staffing for the Building Maintenance Division as now 8.4 FTE with a position breakdown of:
• Public Works Director—0.1
• City Engineer—0.2
• Associate Engineer—0.1
• Associate Engineer—0.2
• Assistant Engineer—0.1
• Public Works Superintendent—0.15
• Assistant Superintendent—0.1
• Public Works Crew Supervisor--1
• Maintenance II—5.55
• TOTAL—8.4
A smaller division is responsible for Lighting, Landscaping, and Medians. This Division has a staffing level of 0.85 FTE and broken down by the following positions:
• Public Works Director—0.05
• Associate Engineer—0.1
• Public Works Superintendent—0.1
• Public Works Crew Supervisor—0.1
• Maintenance II—0.5

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 8 of 15 Benchmarking for Public Works Budget
Benchmarking with other Park and Recreation agencies is another method of comparison. A recent report by the National Park and Recreation Administration 2023 NRPA Agency Performance Review reported that the typical park and recreation agency has annual operating expenses of $94.77 on a per capita basis for park maintenance activities. The denser the population served by an agency, the higher the per capita operating expenses. A typical agency serving a jurisdiction with less than 500 people per square mile has per capita operating expenses of $60.73, while one serving an area with more than 2,500 people per square mile has a median of $116.01 per resident. The City of Hermosa Beach had an estimated population density of 13,795 per square mile based on the 2022 population figures of 19,314 and an incorporated area of 1.4 miles. With that level of density, it would be expected that Hermosa Beach operating expense per capita would tend toward the higher end. Based on FY 23/24 budget for the Parks Maintenance Division of $2,491,030, Hermosa Beach has an operating expense per capita of $128.97.

The NRPA report found that operations and maintenance are the primary work responsibility of park and recreation professionals amounting to 46% of all park and recreation staff hours nation-wide. The nation-wide breakdown into the following general activities is:
• Operations/Maintenance—46%
• Programming—30%
• Administration—17%
• Capital Development—3%
• Other—4%
Within city government, park maintenance is managed in a variety of ways from the utilization of city employees, contract vendors, or a combination of both methods. Utilization of contracted employees results in additional workload for contract management and oversight for those remaining full-time city staff.

A common method of comparison is per capita spending on park maintenance. According to the 2023 NRPA report, agencies serving a jurisdiction with a population less than 20,000, the range Hermosa Beach falls into, the median figure for per capita expenditure is $120.79 with an upper quartile of $229.61. Table 2 shows shortage in the upper quartile of $2.6 million for Hermosa Beach based on per capita spending comparisons.

Table 2
Hermosa Beach - Public Works/Parks Operational Per Capita Funding Needed Funding Level Per Capita
Spending
Shortage from
Hermosa Beach
Current Level
Additional Funds
Needed
Hermosa Beach Current $117.80 ------
NRPA Median Quartile $120.79 -$2.99 $57,749
NRPA Upper Quartile $229.61 -$134.84 $2,604,999
Another evaluation format is to compare cost per acre of developed parkland. For costs per acre, NRPA found the median costs to be $7,338 with an upper quartile cost of $17,668.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 9 of 15 The City of Hermosa Beach has a total of 110.39 acres of developed parkland. This includes the heavily utilized Hermosa Beach and Strand. With a population density of 13,795 per square mile, it would be expected that park maintenance cost for Hermosa Beach would be close to the higher quartile. Table 3 compares the NRPA research with current Hermosa Beach levels and identifies a shortfall of $319,468.

A comparison was made with the neighboring City of Manhattan Beach. Utilizing a population of 34,668 and proposed park maintenance budget of $3,834,527, Manhattan Beach has a cost per acre of $55,572, almost triple the amount funded for Hermosa Beach. Additionally, the city area of Manhattan Beach is 3.88 miles and a population density of 8,940, far lower than the 13,795 for Hermosa Beach.

Table 3: Hermosa Beach - Public Works/Parks Cost Per Acre Funding Level Cities Less Than
20,000
Population
Shortage from
Hermosa Beach
Current Level
Additional Funds
Needed
Median $7,495 0
Lower Quartile $3,692 0
Higher Quartile $23,506 -$2,894 $319,468
Hermosa Beach Current $20,612 0 0
Manhattan Beach $55,572 0 0
Benchmarking Hermosa Beach with the results of the NRPA study indicates that Hermosa Beach is underfunded for park maintenance activities both in the per capita spending and cost per acre to maintain a park. The basic funding level a city should provide for park maintenance should be sufficient to keep parks and other public recreation spaces clean, safe, and functional. This includes activities like mowing, planting, and pruning, as well as cleaning and general repair of park infrastructures such as roads, buildings, and playgrounds.

The current funding level for park and building maintenance at Hermosa Beach is insufficient to properly maintain facilities on a long-term basis even with the increase of positions for FY 23/24. The staffing level study completed last year by Public Works found a shortage of 10.5 employees, leaving a current shortage of over 5 employees based on the staffing assessment. While the Department is able to deliver quality public facilities, there is a current shortfall in staffing to complete other mandatory tasks including:
• A fully operational preventative maintenance program and schedule. Currently only limited time is available for preventative maintenance activities.
• A dramatic increase in work orders of over 30% in a single year. • Over 144 hours in overtime for the current calendar year, just for special event support. This represents the overtime hours Public Works was required to be onsite within the event footprint to oversee set-up and tear-down, and the time spent in pre-event planning meetings. This number does not reflect internal conversations or time spent during office hours between the Community Resources Department and Public Works Department preparing for events or the time spent on the event. This number also doesn’t include the time spent in response to emergency calls Public Works had to respond to regarding maintenance needs resulting from large event crowds. • No current staff trained in playground safety inspection through the Certified Playground Safety Inspector (CPSI) program, offered by the National Recreation and Park Association. Staff is currently going through the process of certification.
• Limited ability to perform regular and formal safety inspections of park and building facilities by City staff.
• Backlog of deferred maintenance projects within the City buildings and the park system. • Limited ability to perform proactive basic equipment maintenance, including playgrounds, fields, nets,

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 10 of 15 showers, fountains, and other public amenities.
• Additional work hours dedicated to completing backlog of maintenance projects and special event supports including significant amounts of overtime.
• Aging infrastructure of City buildings results in increased level of maintenance, repair, and special projects.
• Significant time needed for coordination and oversight of landscape janitorial, and trash contractors. • Little to no time is available to develop new sustainability programs and policies.

Community Resources
The Community Resources Department is responsible for providing recreational resources, programs, and activities and to “promote preservation and interpretation of historical, cultural resources, the natural environment and human resources.” The recreation component is under the supervision of a Community Resources Manager who directly supervises a Senior Recreation Supervisor. Additional full-time staff include two Recreation Coordinators and an Office Assistant.

Part-time staff total 10.47 full-time equivalent and is composed of the following position allocations:
• Lead Theatre Technician—0.4
• Recreation Leader—4.58
• Seasonal Recreation Leader—0.70
• Recreation Specialist—0.8
• Youth Program Counselor—3.47
• Lead Youth Program Counselor—0.52
For the Fiscal Year 23/24, the Department is proposed to have a staffing level of 16.47 FTE, an increase from

16.27 the prior year. This increase is the result of adding a full-time Recreation Specialist. Full-time positions include the Community Resource Manager, Senior Recreation Supervisor, 2 Recreation Coordinators, Recreation Specialist, and Office Assistant.

As part of the Master Plan process an assessment of the current level of recreational programming was conducted. While the Department is providing a quality level of service and offers some in-house recreational programs, a vast majority of time and effort is related to contracted programming, special events permitting, and oversight of non-departmental special events. It is clear that at the current level of staffing there is little time to develop new in-house programming, fully handle the number of special events/film permits, develop marketing programs, or to develop and update policies and procedures.

In Spring of 2023, the Community Resources Department staff conducted a self-assessment tracking time spent on selected major work functions. The self-assessment was conducted prior to the start of the special event peak season (Memorial Day to Labor Day) which would have impacted hours spent on special events. It is estimated, since the level of events greatly increases in the peak season, that the time spent on special events would double during the peak season, resulting in a decrease in time spent in other responsibilities for the Senior Recreation Supervisor and the Community Resources Manager.

The results from the Spring assessment for each position were:
• Community Resources Manager
o 33.6% Special Events non-departmental permitting
o 25.9% Department Oversight
o 25.0% City Council Liaison

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 11 of 15 o 19.0% Park, Recreation, and Community Resources Advisory Commission Liaison • Senior Recreation Supervisor
o 25.0% Department Oversight
o 35.3% Special Events--primarily non-departmental special events o 10.6% Theater Reservations
• Recreation Coordinator
o 35.0% P.A.R.K. After School Program
o 25.7% Office Administration
o 14.4% Field Allocations
o 11.5% Valley Park Summer Camp
• Recreation Coordinator
o 32.0% Office Administration
o 31.2% Contract Classes, Camps, and Leagues
o 20.2% Senior Activity Center
• Office Assistant
o 38.3% General Office Operations
o 12.7% Miscellaneous
o 11.5% Facility Reservations
o 10.3% Document Retention
An initial review of staffing levels for Hermosa Beach indicates that while the Department delivers exceptional programming, staff have limited time to work with the community on the creation or modification of policy and develop new programming.

An interesting result of this short self-assessment is the finding that the top two positions within the Department, spend the most amount of their time administering non-departmental special events above all other responsibilities.

A significant outcome is the fact that the Community Resources Manager and Senior Recreation Supervisor spend more time administering special events than departmental administration. In 2023, the Department estimates there have been almost 120 special event days with 53 events. It should be noted, as of 2022, the Department manages the Chamber of Commerce agreements for its events, previously coordinated through the City Manager’s office.

Film permits continue to be an issue for the department due to the lack of available work time and staffing. This past year 6 applications were denied due to the limited processing timeline as they did not meet the 14-day review window and another 5 applications were denied due to the weekday only policy. The Department shares the 14-day review window is in place due to the limited staff time available to process these permits.

Further related to special events, departmental staff spends a substantial amount of time in interrelationships and coordination with other City Departments/ Public agencies such as Public Works, Police, Planning, Los Angeles County Lifeguards, etc. Coordination of these functions could be handled organizational within the City Mangers office or within Community Resources. Trained Community Resources staff are familiar with the development, management, and oversight of special event permitting which have a basic recreation and park component.

A final and noteworthy issue with special events permitting relates to the actual amount of revenue collected by the Department in comparison to the amount of fees waived for special events by the City of Hermosa Beach.

Through January of 2023, the Department has collected $53,174, comprised of $38,101 for Impact Level III events and $15,033 for Impact Level II events. During the same time period the City has waived fees in the total

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 12 of 15 amount of $242,267 amounting to $10,455 in direct costs and $231,812 in indirect costs. Current fee waivers fall into several categories:
• Fee Waiver Grant Program $8,079
• Long-Term Agreements $78,307
• Chamber of Commerce Events $139,440
• City as Supporting Partner $16,441

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 13 of 15 Future Staff Workload Implications
For a complete evaluation of workload and staffing considerations for both Public Works and Community Resources, there are a significant number of additional issues that will in the short-term place increased demands on both Departments. These are:
• The management of illegal non-permitted commercial and non-commercial uses of Hermosa Beach public facilities. These range from fitness and health programs to special events that have not been involved in the special events permit process. Management of these types of activities falls again to the Department and/or the City’s two Code Enforcement Officers, although their availability is limited due to priority given to building and safety issues and general lack of availability during weekends and holidays.
• Adoption of the Municipal Lease Policy that staff has drafted will require additional staff resources and expenses to the City to take over the maintenance and operations of three buildings: Lawn Bowling Club, Kiwanis Club and Rotary Club, and its uses, detailed below:
o Creation of new policies and rental applications for three new buildings by the Community Resources Department.
o Facility reservation oversight of three new buildings by the Community Resources Department. o Part-time building monitors for private rentals by the Community Resources Department. o The costs of utilities and maintenance for the oversight of three new buildings as estimated by the current providers are:
▪ Approximately $52,000 annually for Kiwanis Club
▪ Approximately $15,000 annually for Rotary Club
▪ Unknown amount for the Lawn Bowling Club
o The additional to the City will be much higher to bring the facilities up to current standards and regulatory compliance including oversight of the CIP’s by the Engineering Division. • Currently the City does not maintain 53 volleyball courts within what is known as the “residential zone”.

The City only maintains 23 volleyball courts in the commercial zone (10th to 15th street). This is a practice the City needs to correct to reduce liability for the City, while ensuring safety for the general public and be considered in any recommendations for additional funding and staffing in the Public Works Department, or consideration of funding to hire an outside company to maintain them.

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 14 of 15 Recommendations:

City of Hermosa Beach Recommendations
• City administrative staff should review the annual amount of “lost” revenue from waived special event fees and long-term agreements with the goal of reducing fees waived for those events that are sponsored by organizations outside the City structure. The outcome target of this review is to create a system where fees are equitable for all non-City sponsored events. As identified earlier, the City has waived over $200,000 in special event fees through September of 2023. • The City should fund a Fixed Asset study of all parks and public buildings to determine the current maintenance needs and renovation costs of these facilities. Included in this study should be the development of a Life-Cycle Maintenance program with objectives of planning and forecasting capital costs over the life of a park or building while minimizing on-going maintenance expenses. • With new/updated agreements for Volleyball, Lawn Bowling, Kiwanis, and Rotary the City will need to evaluate the need for additional staffing and operational funds, within both Departments, to maintain and operate these programs.

Community Resources Recommendations
• Due to the excess amount of time currently spent on special event permitting and the filming permit program, the City should create a new division within Community Resources dedicated to the Special Event Permit Program and the Film/Still Photo Permit Program. Significant benefits would arise from the creation of this program including allowing departmental administrative staff time for management of the department, enhancing the procedures and policies with the Special Events Permit Program , reduction 50% in processing timeline for the Film/Still Photo Permit Program, and ability to process film/still photo permits on weekend days where there are currently no events to increase revenue for the Film/Still Photo Permit Program.
• To manage non-permitted uses of public facilities the City should add a full-time equivalent Park Ranger who would be responsible for compliance of non-permitted uses and coordination and assistance as needed for permitted special events. This position would report to the Community Resources Department and coordinate activities with current Code Enforcement staff. • Currently the Community Resources Department is overseen by a Manager position. The city should upgrade the Community Resources Manager position to Director of Community Resources. The scope of work and level of responsibility includes the design and development of strategies that move not only the Department but the city towards a specific goal or purpose. • The City should also upgrade the current Senior Recreation Supervisor to Recreation Manager reporting directly to the Director.
• An additional staff position at the Recreation Supervisor level should be added to the Department directly under the “Manager”. Within the current departmental organizational structure, there is a gap between the current Senior Recreation Supervisor positions and full-time field staff. In addition to staff and program oversight, this position could be tasked with the development of a community relations program that includes organization of a public outreach effort, volunteer coordination, and surveying public needs.
• With limited staffing currently available for the development and implementation of new programming, the Department should first prioritize potential new recreation programming and provide a recommended costs and implementation schedule for the development of that programming.

Public Works Recommendations
• The addition of a Senior Analyst or Administrative Services Manger to assist with all contract and budget issues. Contract issues would include the management of independent contractors currently utilized for

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308.01/Hermosa Beach Parks Master Plan/Staffing Assessment (02/07/24) Page 15 of 15 park maintenance, restroom, cleaning, and trash removal. • A minimum of four future additional Maintenance Workers should be added and programmed for the Park Maintenance Division. This additional staff will increase the ability of the Department to develop and fully implement a deferred and preventative maintenance program. An additional portion of this recommendation is for a corresponding increase in maintenance funding to support the needs of the program as they are identified and prioritized. This recommendation may be phased due to the current lack of space at the City Yard. A CIP for a new City Yard is currently being programmed. • Due to on-going issues with independent contractors, the City should move forward with developing a blend of contracted services and completion of skilled tasks by trained City employees. Skilled tasks would include at a minimum tree trimming, irrigation management, and turf care activities such as aeration, fertilization, and reseeding. This evaluation should include the additional staffing levels, beyond what is recommended above, that would be needed by Public Works. • When the Fixed Asset study and Life-Cycle Maintenance program are funded and completed, the Department should add a Project Manager position, within engineering, to oversee and implement the scope of these studies.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 1 of 22 City of Hermosa Beach - Parks Master Plan
Financial Review (07/18/24)
The cornerstone of the success of the Parks Master Plan is Hermosa Beach’s ability to secure adequate and stable funding for the development and operation of parks, recreation facilities, and programs. Two major cost centers require funding to implement the Master Plan. One is capital costs which includes potential acquisition and development of new required parklands and facilities and renovation of existing parks. The second major cost center is to develop long-term sustainable resources for operations and maintenance of existing and new facilities.

This report provides information on existing funding and funding options for park development, maintenance, and operations to assist Hermosa Beach in preparing for plan implementation. It discusses current funding mechanisms and identifies future funding opportunities to accomplish the vision and goals of the Parks Master Plan.

Community Resources Department - Revenue
In the periodic budget process that every municipality goes through, there are negotiations for the level of general fund support. The general fund pays for usual and on-going municipal expenses that are generally not supported by a stream of revenue. Tracking revenue is an important component for all municipal functions and comparing that to the cost-of-service delivery, or revenue rate, can present a clear picture of the success of departmental operations.

Revenue rate describes the percentage of income that is produced from fees and charges contrasted with total direct expenditures for the program. Direct expenditure does not include general overhead and City administration.

Figure 1 displays revenue comparisons for the Community Resources Department over the past two fiscal year and current year projections. Figures are not shown for Fiscal Year 20/21 due to the impact of the Covid pandemic and the temporary closure of facilities and programming.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 2 of 22 Figure 1
City of Hermosa Beach - Community Resources Department
2021-2024 Revenue Comparisons
Revenue Total
FY 21/22
Estimated
FY 22/23
Proposed
FY 23/34
Open Fire Permit $1,393 $1,500 $1,500
Community Center Leases $16,168 $33,104 $33,104
Community Center Rentals $219,154 $187,000 $187,000
Community Center Theatre $62,779 $70,000 $70,000
Special Events $73,394 $70,000 $70,000
Beach/Plaza Promotions $55,429 $43,259 $26,544
Film Permits $51,980 $15,000 $15,000
Refund Transaction Fee $5,070 $6,000 $6,000
Recreation Program Transaction Fee $81,902 $70,000 $70,000 Contract Recreation Classes $817,223 $700,000 $700,000
Other Recreation Programs $117,021 $127,800 $127,800
Admin Fee/TULIP Ins Certificate $205 $62 --
Hermosa Sr. Center Donations $2,763 $3,000 $3,000
Total Revenue $1,504,485 $1,283,466 $1,266,689
Community Resources Budget $1,931,750 $2,045,520 $2,243,570 Revenue Rate 77.88% 62.74% 56.45%
City of Hermosa Beach - Revenue
Property Tax: The City of Hermosa Beach property taxes represent 38% of General Fund revenue. The increase is estimated at 5.3% for 2022–23. Growth was projected at 3.7% for FY 21/22 with actual increases for the previous four years ranging between 6 and 8%. Figure 2 shows a summary of property tax revenue actuals and projections. (The City has not posted projected revenues for FY23/24 as of the date of this report.)
Figure 2
City of Hermosa Beach
Property Tax Revenue
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Budget
FY 2022-23
Budget
FY 2023-24
Projected
$14,428,526 $15,231,923 $16,249,218 $16,852,301 $17,745,473 Not Posted General Obligation Bonds: A General Obligation Bond is secured by the public agency's taxing power and is the least expensive form of public debt for public improvements. A general obligation bond is essentially a loan taken out by a city, county, or special district against the value of the taxable property in the locality. A bond requires two‐thirds voter approval. If passed by voter’s ad valorem taxes are simply increased by a specific amount for a specific period. Bond measures require strong support from the community to pass. The advantage of the bonds is that they allow for immediate purchase of land, renovation of existing or development of new facilities. Bond proceeds cannot be used for maintenance and operations.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 3 of 22 Revenue Bonds: These are paid from a tax levied for the use of a specific public project or with the proceeds from the fees charged to those who use the facility that the bonds finance. These bonds are not constrained by debt ceilings like general obligation bonds. Voter approval is rarely required since the government is not obligated to repay the debt if the revenue stream does not flow as predicted.

Revenue bonds are more expensive to repay than general obligation bonds.

Certificates of Participation (COP's): COP’s are financing techniques that provide long term financing through a lease, installment sale agreement, or loan agreement. They do not constitute indebtedness under the state constitutional debt limitation and are not subject to the statutory requirement applicable to bonds. They are securities designed for the small investor. The COP's require identification of a revenue source for repayment before issuance. Park and recreation facilities with user fees such as golf courses, swimming pools, theatres, are the most viable improvements for this type of financing. Cities, districts, and counties will often pool several public facilities in one issue and pledge future general fund or enterprise revenue for the repayment.

Development Related Fees
Development Impact Fees: Development Impact Fees (AB 1600 fees) on development are another option for local agencies. The fees or exactions are based on the premise that new development generates new demand for park and recreation facilities. The fees only apply to new developments and may only be assessed for new capital cost related to the development. A defined nexus or benefit/beneficiary relationship must be established. The fees are paid by the developer to offset costs for the infrastructure caused by new development. The fees are not limited to the cost of land and can be assessed for improvements. Some cities have used this fee mechanism to assess a capital equipment fee to acquire the equipment needed to maintain the new parks. The fees are often used in combination with development agreements. The advantages of impact fees, sometimes called mitigation fees, are that they can be assessed for non-subdivision land uses. Fees can be assessed under the premise that tourists, employers, and employees all benefit from and use community parks. This allows for assessment of commercial and industrial development. Once the nexus is established that proves the need for additional facilities because of new development, a fee program can be implemented. The fee cannot be assessed to subsidize existing shortfalls or benefit existing residents.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 4 of 22 Governor Newsom signed AB 602 (Grayson, D-Concord) on September 28, 2021, to change how cities and counties impose impact development impact fees on housing. It was effective January 1, 2022. The new bill establishes new:
• Transparency requirements such as requiring cities and counties to post impact fees to the web. • Standards for nexus studies.
• Public comment procedures for new or increased impact fees.

AB 602’s new standards for nexus studies take effect in two steps. Cities and counties conducting nexus studies on or after January 1, 2022, must identify the existing level of service for each public facility studied and the proposed new level of service the fee will fund and explain why the new level of service is appropriate.

Starting July 1, 2022, new nexus studies must provide for fees that are proportional to the square footage of new development unless the study establishes one of the following. • Square footage is not an appropriate metric to calculate impact fees for a project. • An alternative method of calculating the fee establishes a reasonable relationship between the fee charged and the burden the development poses.
• Smaller developments will not be charged disproportionately.

For Hermosa Beach, Park and Recreation and Building Permit fees represent the largest development fees charged. For a typical 2,000-square-foot single-family dwelling (excluding any demolition or entitlement cost), cumulative permit fees were estimated within the Hermosa Beach 2013-2021 Housing Element at approximately $20,000 per unit or $10,000 if the new unit replaced a 1,500-square-foot house (2013). Fees for a 2,000-square-foot condominium unit (part of a typical two-unit project) that replaced a 1,500-square-foot dwelling would be about $20,000, or $30,000 if no replacement was involved.

Nearly all multi-family projects are small condominium projects which allow owners to maximize investment on small lots. Currently Hermosa Beach charges a fee of $8,925 per person constructing a new dwelling unit and $14,096 per condominium unit. The amount of the tax adjusted on an annual basis using the percentage increase in the cost of living as calculated by the United States Bureau of Labor Statistics for the Los Angeles-Anaheim-Riverside Standard Metropolitan Statistical Area for each new dwelling unit except when an existing, or previous single-family unit is replaced with another singlefamily unit. The increase in June 2022 was 8.6%.

Quimby Parkland Dedication: The "Quimby Act" enables local governments to exact the dedication of land or in‐lieu fees for parks as part of the subdivision approval process. Although the Act has provided for the acquisition of land for parks in new subdivisions, it has limitations when an area is built out. It can provide funds for improvements, but not maintenance. The dedication or fee is based on the local agencies adopted park standards per thousand population. Local cities and counties must pass an ordinance to enact Quimby provisions. It is also only applicable to residential subdivisions and does not address park demands created through in‐fill development, condominium conversions or commercial and industrial developments.

The in‐lieu fees are based on the cost of land and do not provide adequate funding for park development. The fees can be used for improvements, but that use is restricted to the area where the fee is collected. In 2013 the state Quimby ordinance was amended to permit cities and counties to use developers paid Quimby Act fees to provide parks in neighborhoods other than the one in which the developer’s subdivision is located. This amendment, based on Assembly Bill 1359, provided cities and

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 5 of 22 counties with opportunities to improve parks and create new parks in areas that would not have benefited before.

Development Agreements: A Development Agreement is a negotiated contract between a local agency and a land developer. The developer is given the vested right to subdivide and develop in exchange for negotiated exactions. These exactions may include public utilities and public park and recreation facilities. These are voluntary agreements, and the agency can negotiate public facility improvements beyond those required by state or local mandates. The improvements required may benefit those outside the development area, thus avoiding the "nexus" requirement of impact fees.

Other Taxes
Sales Taxes: The cornerstone of the state‐local revenue system in virtually every region of the country, the sales tax is the second largest source of income for state and local governments and typically the most popular tax among voters. Sales taxes are either general or specific in form. General sales taxes are levied on the sale of goods or services at the retail level. Specific or selective sales taxes are imposed on specific items such as alcohol, tobacco and gasoline and sometimes earmarked for specific projects.

On April 25, 2019, California passed Assembly Bill No. (AB) 147 which amended Revenue and Taxation Code Section 6203 requiring retailers located outside of California (remote sellers, including foreign sellers located outside of the United States) to register with the California Department of Tax and Fee Administration and collect California use tax if, during the preceding or current calendar year, the total combined sales of tangible personal property for delivery in California by the retailer and all persons related to the retailer exceed $500,000. It was estimated that in 2017 between $1.0 and $1.7 billion of California sales and use taxes went unpaid.

According to the Revenue and Taxation Code, the State imposes 7.25% sales and use tax on all taxable sales in the City, of which 1% is allocated to the City. Overall, California law caps the City’s sales tax rate at a maximum of 10.25%. The sales tax rate for Los Angeles County is currently 9.5%. This is composed of 6.25% for the State, 0.5% for Proposition A Transportation, 0.5% for Proposition C Transportation,

0.5% for Measure R Transportation, 0.25% for Measure H Los Angeles County Homeless Programs, 0.5% for Measure M Los Angeles County Traffic Improvement Plan, and City of Hermosa Beach receiving 1%.

Locally Inglewood and El Monte are at 10% and many cities including Gardena, Long Beach, and Compton are at 10.25%.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 6 of 22 Sales tax represents 8% of total General Fund revenue. Within Hermosa Beach, sales tax revenue from the Pacific Coast Highway geographic area produces 38% of sales tax revenue and the Pier/Valley/Monterey geographic area produces 31% percent. Figure 3 displays a summary of sales tax revenue actuals and projections.

Figure 3
City of Hermosa Beach
Sales Tax Revenue
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Revised
Budget
FY 2022-23
Budget
FY 2023-24
Projected
$3,133,311 $2,722,468 $3,192,853 $3,411,295 $3,550,145 Not Posted Transit Occupancy Tax (TOT): often called bed taxes can be assessed on hotel rooms, campgrounds, and other lodging facilities. The taxing authority is the local government agency. This use tax impacts tourists and not residents, so it is easier to implement. Since the beach and many park facilities serve tourists in addition to residents, these funds can be used for both park development and maintenance.

Transient Occupancy Tax (TOT) is generally imposed on persons staying 30 days or less in a hotel, inn, motel, tourist home or other lodging facilities. The TOT tax rate increased from 12 percent to 14 percent on January 1, 2020, as a result of the passage of Measure H on the November 2019 ballot.

Occupancy for the first seven months at 75.3% is higher than last year’s occupancy of 28.6% for the same period. In addition to travel rebounding as COVID-19 restrictions lessened, a new boutique hotel opened downtown in October 2020 and five short-term vacation rental locations were approved in the commercial district since March 2021.

TOT revenue is estimated to increase by 7.4% in 2022–23 and was 41% over 2020–22. The 2022–23 estimate is 19% over 2018–19. TOT represents 8% of the General Fund revenue. Figure 4 shows the revenue collected and projected for five budget years.

Figure 4
TOT Revenue/Projections
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Revised
Budget
FY 2022-23
Budget
FY 2023-24
Projected
$3,251,349 $2,599,810 $2,552,964 $3,589,305 $3,856,344 Not Posted Utility User Tax (UUT): This is a tax approved by local voters and assessed on various utilities, including businesses that engage in transportation, communications, and the supply of energy, natural gas, and water to raise funds for that jurisdiction. The tax may exist in lieu of a business and occupation (B&O) tax. Such taxes are governed by state laws, which vary by state.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 7 of 22 Voters, in November 2007, approved a modernized UUT ordinance by a 72% margin to ensure continued collection of the UUT as technology changes the way UUT is applied to services. Voters also approved a reduction of the rate for video and telecom from 6% to 5.5% to keep revenue neutral. The rate of electricity, gas and water remains at 6%.

Compared to other Los Angeles County cities with a UUT, Hermosa Beach is the mid-range with the City of Bell the highest at 11%.

The UUT is a vital element in the funding of critical city services and is projected to increase by 1.2%.

UUT comprises 5% of General Fund revenue with $700,000 of the revenue transferred annually to the Storm Drain Fund for operations and maintenance. Figure 5 shows Utility Users Tax revenue actuals and projections.

Figure 5
City of Hermosa Beach
Utility User Tax
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Revised
Budget
FY 2022-23
Budget
FY 2023-24
Projected
$2,195,815 $2,092,231 $2,171,538 $2,236,149 $2,262,450 Not Posted Funding Recommendations
Sales Tax Increase
Called a transaction and use tax, this is essentially a sales tax increase that can be imposed by a city or county for local purposes including parks and recreation. Often the vote is for a designated period of time, 10-20 years, requiring a new vote to extend the sales tax increase. Currently Hermosa Beach has a rate of 9.5%. This is composed of 6.25% for the State, 0.5% for Proposition A Transportation, 0.5% for Proposition C Transportation, 0.5% for Measure R Transportation, 0.25% for Measure H Los Angeles County Homeless Programs, 0.5% for Measure M Los Angeles County Traffic Improvement Plan, and City of Hermosa Beach receiving 1%.

A significant revenue source for the City of Hermosa Beach is Sales and Use Tax, contributing 8% of the City’s overall general fund revenue base. Within Hermosa Beach, sales tax revenue from the Pacific Coast Highway geographic area produces 38% of sales tax revenue and the Pier/Valley/Monterey geographic area produces 31% percent. Sales Tax revenue was projected to slightly increase to $3,550,145 for Fiscal Year 22/23. For each 0.5 increase the City would generate approximately $175,000 to $190,000 annually.

TOT Increase
The City could consider an increase in the Transient Occupancy Tax (TOT) to provide long-term funding for capital upgrades to the City’s park and recreation system. The current tax rate for Carson is 14%, as approved by voters in 2020. Other cities at that level include Los Angeles, Inglewood, Culver City, and Diamond Bar at 14% with Riverside, Long Beach, and Hawthorne at 12%. Malibu and Anaheim have a 15% rate. For each 1% increase in the TOT would bring approximately $275,000 in new revenue annually.

Develop a Fee Policy

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 8 of 22 Fees and charges are necessary to provide financial support to Hermosa Beach’s Community Resources and parks for the operation and maintenance of programs and facilities. The revenue generated by these fees constitutes only a portion of funds required for operating and maintaining a park and recreation system. Development of a fee policy would provide a framework and guidance to staff as they develop ideas and proposals for fees and charges. This policy and procedure could also be used by decision-makers to help ensure fees and charges are developed and implemented in a consistent and equitable manner and to not unduly limit access to the City’s programs and facilities.

The City should compare fee policies of other jurisdictions with the City’s and establish a policy that supports established revenue generation goals for each program taking into consideration equity, cost recovery, and consistency.

Landscape and Lighting District Overlay
Hermosa Beach City Council approved $25,000 in the FY 22/23 Budget to study the current Landscape and Lighting District rates and to consider creating a new supplemental district. The Hermosa Beach Landscaping and Street Lighting District was created in FY 89/90 for street lighting and landscaping located within parkways or medians. The assessment rate per dwelling unit has not increased since the passage of Proposition 218 in 1996 and is currently set at $41.45. For FY 22/23, the City projects revenue of $457,649, with an additional $240,835 transferred from the RTI Undersea Cable Fund to cover the shortfall for maintaining the citywide Landscaping and Street Lighting District for FY 22/23.

The study will seek to address the annual operating deficit, so that no further subsidies from the General Fund or other discretionary funds will be required. The study is designed to include District-related recommendations from the Parks Master Plan, thereby, shifting completion of the study to FY 23/24 and any proposed rate increase would not occur until that time.

Proposed rate increase resulting from the study and the Park Master Plan would need to be processed in compliance with Proposition 218. For each $9 increase, the District would generate $100,000. The District would need a $22 increase just to cover the current deficit.

Naming Rights
Actively search for contributions from corporations and businesses to acquire naming or licensing rights from the City to advertise their name/product, in light of the proposed development of new public facilities. This practice has several different levels and can include the naming of buildings, advertising on public property or license rights to the agency’s name and other intellectual property.

Prioritize Support Foundations
Prioritize support and development of a Hermosa Beach Parks Foundation “501c3” organization to a fully functioning organization. The primary mission of a Foundation should be based on:
• To aid, sponsor, promote, advance, and assist in the provision of public parks, recreation, and Community Resources in the Hermosa Beach area.
• To receive, invest, and manage funds acquired through dues, donations, grants, gifts, bequests, and solicitations in furtherance of the purposes and goals of the City.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 9 of 22 The specific facilities and improvements to be paid for need are identified within this Master Plan and a public relations effort is required to enlist the support of the electorate. The greater the demand and recognition of the need by the public, the greater will be the chance of success.

State and Federal Grants
Numerous state and federal governmental agencies provide grant opportunities for local park and recreation agencies. Many grant programs are dependent on the passage of bond measures and state or federal legislative action. The availability of funds can vary from year to year. Many require matching funds from the local agency. The programs have specific project criteria that applicants must meet.

Although there are some grants available for operations and recreation/educational programs, most of the state and federal programs focus on the acquisition, development and improvement of parks, trails, recreation facilities and the protection of natural resources. Some agencies such as the Department of Education, Department of Health Services, and Environmental Protection Administration provide funding for educational programs. In the future, the City can increase its potential for grants by collaborating with other public agencies and local school districts. The agency may not always need to be the lead agency applying for the grant. In some cases, it may be the facilitator or partner in seeking funds with other agencies or non‐profit organizations.

Land and Water Conservation Act: Created by Congress in 1965, the Land and Water Conservation Fund (LWCF) was a bipartisan commitment to safeguard natural areas, water resources and our cultural heritage, and to provide recreation opportunities. The LWCF state assistance program provides matching grants to help states and local communities protect parks and recreation resources. Running the gamut from wilderness to trails and neighborhood playgrounds, LWCF funding has benefited nearly every county in America, supporting over 41,000 projects. This 50/50 matching program is the primary federal investment tool to ensure that families have easy access to parks and open space, hiking and riding trails, and neighborhood recreation facilities.

In August 2020, the President Trump signed the Great American Outdoors Act into law, which requires that the LWCF be funded at $900 million yearly, a significant increase from previous funding levels.

Outdoor Recreation Legacy Partnership (ORLP): Established in 2014, ORLP is funded through the Land and Water Conservation Fund. ORLP is a nationally competitive program targeting grant assistance to help economically disadvantaged urban communities with no, or almost no, access to publicly available, close-by, outdoor recreation. The National Park Service made $192 million available to local communities in 2022 with applications accepted through May 2023.

Matching grants are available to help acquire and/or develop public land for all manner of outdoor recreation activities such as hiking, camping, unstructured play, picnicking, cycling, field and court sports, fishing, bird watching, swimming, paddling, and skating. Funds can be used for directly recreational facilities as well as some supporting facilities and infrastructure such as restrooms, cabins, pool houses, lighting, and parking areas, as part of a larger project to develop recreation facilities.

Prevention and Public Health Grants: These grant programs are administered through the Centers for Disease Control, to support state and community level programs that prevent and control obesity and other chronic diseases. The Prevention Fund must be used “to provide for expanded and sustained national investment in prevention and public health programs to improve health and help restrain the rate of growth in private and public health care costs.” $65 million was allocated to California in 2016.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 10 of 22 Older Americans Act Reauthorization Act: The Older Americans Act was reauthorized through the Supporting Older Americans Act of 2020. It addresses the health, welfare, and economic needs of older individuals by promoting senior center modernizations and evidence based chronic disease management and falls prevention. Reauthorization added 6 additional appropriations for services: inhome services for the frail elderly, long-term care ombudsman, assistance for special needs, health education and promotion, prevention of elder abuse, neglect, and exploitation, and outreach activities for persons who may be eligible for benefits under supplemental security income (SSI), Medicaid, and food stamps.

Community Development Block Grants (CDBG): The CDBG program is a flexible program that provides communities with resources to address a wide range of unique community development needs.

Beginning in 1974, the CDBG program is one of the longest continuously run programs at Housing and Urban Development. The annual CDBG appropriation is allocated between States and local jurisdictions called "non-entitlement" and "entitlement" communities respectively. Entitlement communities are comprised of central cities of Metropolitan Statistical Areas (MSAs); metropolitan cities with populations of at least 50,000; and qualified urban counties with a population of 200,000 or more (excluding the populations of entitlement cities). States distribute CDBG funds to non-entitlement localities not qualified as entitlement communities. Historically the City of Hermosa Beach receives $135,000+/- annually.

Other Federal Grants: There are some federal agencies that directly manage grant programs that provide funding that can benefit local parks and recreation including the following:
• Department of Agriculture
• National Endowment for the Arts
• National Endowment for the Humanities
• Environmental Protection Agency
• Institute of Museum and Library Services
• Department of Energy
• Department of Education
• NOAA Coastal Zone Estuaries
• North America Wetlands Conservation Act
• Health and Human Service Department
• Center for Disease Control (CDC)
• Housing and Urban Development
State Grants: State agencies historically have managed the legislative funding and voter‐approved propositions that provide funds for park and recreation agencies. In addition, federal funds are often funneled through state agencies that manage the grant programs. For example, the Land and Water Conservation Fund (LWCF) grants are managed by the California State Department of Parks and Recreation.

Some of the key state departments that manage grants that benefit local parks and recreation include the following:
• California Resources Agency
o California River Parkways
o Urban Greening/Sustainable Communities
o Environmental Enhancement Mitigation Fund (EEMP)
o California Cultural and Historical Endowment

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 11 of 22 • Department of Conservation
• Department of Fish and Game
• Wildlife Conservation Board
• Department of Boating and Waterways
• Department of Forestry and Fire Prevention
• Department of Parks and Recreation
o Habitat Conservation Fund
o Land and Water Conservation Fund
o Recreation Trails Fund
• Department of Water Resources
o Flood Protection Corridor Program
o Urban Stream Restoration
o Proposition 1E Floodway Corridor Program
• California Conservation Corps
• State Coastal Conservancy
o California Coastal Commission Whale’s Tail Program
• Department of Transportation (CALTRANS)
• California State Library‐California Cultural Heritage Endowment • California Environmental Protection Agency (EPA)
• Integrated Waste Management
• Department of Agriculture
• Department of Education
• Department of Health Services
• California Arts Council
• Office of Criminal Justice Planning
• Office of Historic Preservation
• CA Department of Aging
• Housing and Community Development
• University of California
California Coastal Conservancy: The Coastal Conservancy currently has significant funding available for projects that benefit public access, natural resources, working lands, and climate resiliency at the coast, coastal watersheds, and the San Francisco Bay. Most Conservancy grants are awarded through a rolling pre-application solicitation. This includes Climate Ready, Wildfire Resilience, and all regional grant programs.

The application is a two-step process, though all applicants are encouraged to request a technical assistance consultation with the Regional Manager covering the project area to discuss project eligibility before beginning the application process.

California Strategic Growth Council (SGC): SGC has made $8.5 million in funding available through the Regional Climate Collaboratives (RCC) program, which is part of the Community Assistance for Climate Equity suite of programs. The RCC program funds cross-sectoral partnerships to build capacity for climate mitigation, adaptation, and resilience within under-resourced communities. In Round 2 of the RCC program, SGC will award small grants ranging between $500,000 and $999,999 and large grants ranging between $1,000,000 and $1,750,000. Grantees will use the funds to strengthen local coordination, leadership, knowledge, skills, and expertise with a focus on increasing access to funding for project planning and implementation.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 12 of 22 Sustainable Transportation Planning Grant Program: The Sustainable Transportation Planning Grant Program was created to support the California Department of Transportation’s (Caltrans) mission to provide a safe and reliable transportation network that serves all people and respects the environment.

A total of $84 million is currently available for transportation planning projects statewide.

The California Legislature passed, and Governor Edmund G. Brown Jr. signed into law, Senate Bill 1 (SB 1, Beall, Chapter 5, Statutes of 2017), the Road Repair and Accountability Act of 2017, a transportation funding bill that will provide a reliable source of funds to maintain and integrate the State’s multi-modal transportation system. In addition to the $9.5 million in traditional State and federal grants, approximately $25 million in SB 1 funds for Sustainable Communities Grants is available for the FT 22/23 grant cycle. The period of grant fund availability spans over three fiscal years.

The SB 1 grant funding is intended to support and implement Regional Transportation Plan, Sustainable Communities Strategies, and to ultimately achieve the State’s greenhouse gas reduction target of 40 and 80 percent below 1990 levels by 2030 and 2050, respectively.

Eligible planning projects must have a transportation nexus and to directly benefit the multi-modal transportation system. These grants will also improve public health, social equity, environmental justice, the environment, and provide other important community benefits.

Outdoor Equity Grants Program: The Outdoor Equity Grants Program, established by Assembly Bill 209 (Limón) in 2019, is aimed to increase the ability of residents in low income urban and rural communities to participate in outdoor experiences at state parks and other public lands. Proposed projects should be designed to improve the health and wellness of Californians by connecting underserved communities to natural areas in the community and throughout California. Eligible Applicants include public agencies (local, state, and federal government, school districts and educational agencies, joint powers authorities, open-space authorities, regional open-space districts, and other relevant public agencies) and non-profit organizations with 501(c)(3) status.

Proposition 64-- The Adult Use of Marijuana Act: Proposition 64, approved by the voters in November 2016, legalizes specified personal use and cultivation of marijuana for adults 21 years of age or older; reduces criminal penalties for specified marijuana-related offenses for adults and juveniles; and authorizes resentencing or dismissal and sealing of prior, eligible marijuana-related convictions. The Proposition also established the Public Health and Safety Grant Program coordinated by the Board of State and Community Corrections.

Numerous California agencies have received grants through this program. The City of Pomona received a grant award of $1 million from Proposition 64, allocated over three years focusing on addressing the impacts from its nascent Commercial Cannabis Permit Program. The grant establishes a Public Health and Safety and Youth Development Program. The Program has three priorities:
• First, to fund Community Services partially with a Recreation Coordinator position, to enhance after-school youth programming, classes and activities occurring in Pomona’s parks and Community Centers, specifically in its most vulnerable census tracts and adjacent to legal cannabis operators.
• Second, to fund the creation of a Public Health Coordinator position, who will take a social determinants of public health model towards the impact of cannabis on the Pomona community and will actively work towards improving the Commercial Cannabis Program and serve as the liaison between City and community stakeholders.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 13 of 22 • Third, is to fund the increased capacity of Code Enforcement and Police to proactively enforce both illegal and legal cannabis operators citywide.

Other jurisdictions that have received grant funding include Alameda County, Contra Costa County, Sonoma County, and the City of Marysville.

Proposition 68-- California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access For All Act: With a yes vote over 57%, Proposition 68, the California Clean Water, Climate, Coastal Protection and Outdoor Access for All Act, introduced by Assembly Member Eduardo Garcia, was approved by the voters. This act authorized the issuance of bonds in the amount of $4,100,000,000 to finance a clean water, climate, coastal protection, and outdoor access for all programs. Key components of the ballot measure included:
• Environmental and Social Equity
• California Outdoor Spaces
• State Parks
• Trails and Greenway
• Rural Recreation, Tourism, and Economic Enrichment Investment • River, Creek, and Waterway
• Conservancies and wildlife
• Clean Drinking Water and Drought Preparedness
• Ocean and Coastal Protection
• Climate Preparedness, Habitat Resiliency
• Flood Protection and Repair
• Regional Water Sustainability
Foundation Grants
There are many foundations throughout the nation that offer funding opportunities that could benefit park and recreation agencies. Funding is often available for programs unlike state grants that focus on park improvement and facilities. The foundations often focus on programs with current interests in environmental education, arts, health, and wellness. Some well-known California foundations that have provided grant funding to public park and recreation agencies include: The Packard Foundation, Kaiser Foundation, Irvine Foundation, The California Endowment, and the Wellness Foundation. Community Foundations also support local programs. Many foundations will give directly to a public agency; others will give only to non‐profit 501(c) 3 organizations. An agency could also collaborate with other public agencies and non‐profit organizations in pursuit of grants that identify local partnership as grant criteria.

National Park and Recreation Association has numerous grants made available through partnerships with various foundations. Complete details can be found at-- https://www.nrpa.org/our-work/grantfundraising-resources/ Recent examples include:

Resilient Park Access Grant: In July 2021 NRPA awarded grant funding totaling more than $2.5 million to support the advancement of community-driven, systems-level strategies for equitable park access that improve the environmental resilience and health of communities. The grant funding also will provide ongoing peer learning and coaching, professional development, and access to networks of likeminded park and recreation professionals throughout the country. Grant awards range from $300,000 to $433,800.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 14 of 22 Healthy Foods: In August 2020, the Walmart Foundation provided a $2.5 million grant to NRPA to fund 15 local park and recreation agencies that will provide field work to implement community nutrition hubs to help expand access to healthy foods and nutrition education.

Out-of-School Time Youth Mentoring: This NRPA grant will provide $50,000 in funding over 2.5 years to organizations in 20 communities nationwide. This grant is focused on delivering mentoring services through park and recreation-based out-of-school time programs to the target populations. Applications are due March 2023.

Whole Kids Foundation Garden Grant: This program supports schools, non-profit organizations, and government entities in turning outdoor spaces into powerful hands-on learning gardens that connect kids with food, spark their curiosity, and support classroom curriculum. Funds may be used to support new or existing edible educational gardens. Awards up to $3,000 are available. Applications are due March 1, 2023.

USTA Tennis Venue Services: Funding is available to upgrade existing facilities or add new facilities.

Funding Category 1 supports basic facility improvements for up to $5,000. Category 2 supports resurfacing and converting existing tennis courts for up to $35,000, and Category 3 supports new construction and reconstruction of tennis courts, lighting, and the addition of structures over existing tennis courts for up to $55,000. Applications are accepted on a rolling basis.

Revenue from Operations
User Fees: Fees for use of park and recreation facilities and programs are common throughout the nation. User fees include picnic area reservations, facility rentals, and parking and entry fees. Fees for events and programs offered by park agencies are often used. If the program has value, the public will pay. Many public agencies charge non‐resident fees for users outside their jurisdiction.

Hermosa Beach recreation programs are projected to increase by $55,000 or 46.1%. The Park After School Program only allowed 20 children during the 2021–22 school year due to COVID-19 precautionary measures versus the pre-COVID-19 numbers of 90. Staff will be allowing up to 90 students for the 2022–23 school year (to match pre-COVID-19 numbers) but anticipate an enrollment of up to 60 students.

Property Leases: Because park agencies have extensive land holdings the potential to lease land for special uses that are compatible with park and recreation use can generate additional revenue. Radio and cell phone tower lease agreements have become prevalent throughout California.

Sponsored Facilities Programs and Events (Naming Rights): It is common for public agencies to secure businesses and organizations to sponsor events. There is an opportunity to expand the current sponsorship activities for park improvements and amenities. There is a growing recognition by corporations, associations, and others in the private sector that parkland and recreation programs have positive public values worth associating with. Further there is a growing justified need on the part of park agencies to ask for financial payments in return for those associations. This is leading to a wide array of sponsored programs ranging from one‐time large group activities such as runs, 4th of July events, or concerts, to advertising promotions that utilize a park as a backdrop, to the use of logos or brand names in return for donations of money, goods, or services.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 15 of 22 Raising corporate and philanthropic money to construct, improve or rehabilitate physical structures in parks is often relatively easy. Contributions to acquire naming or licensing rights from the City to advertise their name/product should be given careful consideration, considering the development of new and remodeled public facilities. This practice has several different levels and can include the naming of buildings, advertising on public property or license rights to the agency’s name and other intellectual property. Typically, the agency and corporation negotiate terms for the granting of the rights. This can be an effective tool particularly for highly visible facilities or events.

Private Giving
Non-Profit Foundation: Many individuals, private foundations, and corporations are happy to contribute to park agencies and programs solely to improve the community in which they live or operate.

Donations can be made for capital projects as well as programs. This method of funding is greatly enhanced when a 501(c) 3 organization is in place to support the effort of the public park agency. This would provide a vehicle for a capital fund drive and a means to build community support. There should be well-defined facilities and specific costs to be funded. The foundation acts as a conduit for receiving private donations from entities which might otherwise be reluctant to donate to a public entity. In addition, the donor can receive tax benefits. Another option is to set up a Donor Advised‐Restricted Fund with a local Community Foundation. Either option provides an organization that can partner with other non‐profits (such as churches, service clubs and organizations) as well as private companies to jointly develop park and recreation facilities. Through a planned giving program, the potential to receive bequests and endowments for parks and recreation will grow in the next 15 years when there will be a nationwide, intergenerational transfer of wealth estimated at $16 trillion.

Voluntary Utility Donations: Several municipalities have partnered with Utilities Districts allowing customers to donate for parks/ and or recreation programs as part of their monthly bill. Scottsdale Cares in Scottsdale, AZ has raised $1 million with one dollar at a time added to utility bills to fund local youth programs.

Adopt‐a‐Park Programs: This type of program could generate funds from corporate or individual donations or volunteers to provide maintenance for parks or facilities.

Fund‐Raising Events: While these are not a major source of funds, special events could contribute to an overall effort toward capital funding for a specific facility. Funds raised from such events could be channeled through the non‐profit foundation described above.

Planned Giving/Capital Campaigns
Many individuals, private foundations, and corporations contribute to local non-profits solely to improve the community in which they live or operate. Donations can be made for capital projects as well as programs. This method of funding is greatly enhanced when a 501(c) 3 organization, such as a Parks Foundation, is in place to support and operate the program providing a vehicle for a capital fund drive and a means to build community support. To enhance the program there should be well defined facilities and specific costs to be funded. The non-profit would act as a conduit for receiving private donations from individuals and/or entities which might otherwise be reluctant to donate to a public entity. In addition, the donor can receive tax benefits. Another option is to set up a Donor Advised‐ Restricted Fund through the non-profit.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 16 of 22 A planned giving program, the potential to receive bequests and endowments, is expected to grow in the next 15 years where there will be a nationwide, intergenerational transfer of wealth estimated at $16 trillion. Specific examples are explained below.

Bequest: Donors include a provision in their will directing that a gift be paid to an organization after their death or the death of one of their survivors. Donors can give the organization either a specific amount of money or item of property (a “specific” bequest), or a percentage of the balance remaining in their estate after taxes, expenses, and specific bequests have been paid (a “residual” bequest). Also, donors can state how to use their bequest for a particular program or activity at an organization or allow its use to be discretionary (“restricted” and “unrestricted” bequests).

Charitable Gift Annuity: Donors make a gift to an organization and in return, the organization agrees to make fixed payments to the donor for life. Payments may be made to a maximum of two beneficiaries.

At the death of the last beneficiary, the remaining balance of the annuity is used by the organization for the purpose that the donor specified when the gift was made. Gift annuities operate under a simple contract between an organization and the donor. They are not trusts, but rather income obligations backed by the organization’s assets. Payments from a gift annuity can be arranged to commence at a future date (a “deferred” gift annuity). Deferring the start of payments gives donors a higher income rate and a larger charitable deduction than they could secure from annuities whose payments start immediately.

Charitable Remainder Unitrust: This trust pays income to the donor and/or other beneficiaries for life or a term of years, and then pays the remaining balance to charity. Income is paid as a fixed percentage of the unitrust’s value – which is revalued annually. Income and appreciation more than the required payments to the beneficiaries are held in the unitrust to allow growth.

Charitable Remainder Annuity Trust: This trust pays the donor and/or other beneficiaries a fixed-dollar amount of income for life or a term of years, and then pays the remaining balance to charity. Unlike income from a unitrust, payments from an annuity trust do not fluctuate during the term of the trust.

Charitable Lead Trust: This trust pays income to an organization for a term of years or for the lifetime of the donor. When the lead trust terminates, the remaining balance is returned to the donor or to the donor’s heirs. Donors who arrange their lead trusts to return the assets to themselves may claim a charitable income tax deduction when they make their gift, for the present value of the anticipated payments to charity. They are liable for income tax on the lead trust’s annual earnings.

Life Insurance: The death benefit of a life insurance policy can be paid to an organization as a charitable gift. Donors have several options in giving life insurance:
• Contribute a fully paid-up policy.
• Contribute a policy on which some premiums remain to be paid (In both of these cases, the donor can claim a charitable deduction for the value of the donated policy, and the organization can “cash in” the policy in advance of the donor’s death). • Donors can (revocably) name an organization as the beneficiary of a life insurance policy that they continue to own and maintain.
• They can name an organization the owner and beneficiary of a new life insurance policy and make ongoing gifts that offset the premiums you will pay to maintain the policy.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 17 of 22 Retirement Plans: Donors can name an organization the successor beneficiary of all or a portion of their IRA, 401(k), or other retirement accounts. The designation is revocable and does not generate a charitable income tax deduction.

Collaborative Financing
Public Agency Joint Development/Use Agreements: Public agencies can enter joint development/use agreements with other local agencies, most often a school district, special district, city, or county for development or use of land and facilities. Both agencies may participate in the funding of the improvement, for guaranteed use of the facilities. The agencies negotiate terms of the agreements. The land usually remains in the ownership of one agency. Generally, one agency will assume responsibility for maintenance of the facilities.

Public/Private Partnership Ventures: This type of venture takes advantage of the potential revenue generating facilities such as golf courses, multi‐ sports complex, restaurant, and snack facilities. Projects can be jointly funded using public and private financing. Another method is the public agency provides that land and outsources the development and operation to a private company that will build and operate turn‐key facilities through lease or concession agreements. Private capital is used for the improvements to the public facility and in turn the developer makes a profit from the fee-based recreation activity. This concept works well for large regional parks or large planned developments that can accommodate specialized uses.

Public/Non-Profit Partnerships: Joint ventures with local non‐profit organizations can be an effective approach for some recreation facilities. These might be youth serving organizations or special interest groups such as bicycling clubs, dog owners and other community organizations that need facilities. By joining forces, fundraising ability can be enhanced and joint development of community recreational facilities in public parks can be accomplished. With their strong volunteer support these organizations often provide in‐kind labor to improve park facilities for their use.

Non‐profit Conservation Organizations: Organizations such as Land Trusts, Friends of the River, Sierra Club, and others can be instrumental in working with public agencies to acquire and preserve open space, sensitive habitats, or natural areas.

Volunteerism: Californians have shown a high willingness to contribute to their communities by volunteering. Volunteer labor and donations of money, services or material are potentially attractive resources for agencies that cannot afford to pay additional staff or make purchases beyond the budget for expenditures. As baby boomers age and retire there will be a growing pool of talented volunteers.

Examples of volunteer projects at senior facilities include meal deliveries, gift shop management, front desk, and other office assistance. Park and Recreation agencies can consider seeking out scout groups for specific Eagle Scout or Gold Award projects such as picnic table slabs, painting projects, trails, murals, gardens, or gazebos. Agencies can also seek out Sheriff’s work crews or court‐mandated community service crews for projects like litter removal, creek clean up, or trail maintenance.

Service Organizations: Most communities have service clubs, (Rotary, Kiwanis, Lions, Soroptimists) a Chamber of Commerce and business associations, faith‐based and neighborhood associations who can contribute to the betterment of park and recreation programs in their area. Many of these groups do support community programs. To sustain the interest and support of these groups it helps if agency staff members actively participate as members of the organization or serve on the boards of directors.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 18 of 22 Another way to form this connection is to invite those organizations to serve on the park and recreation agency’s committees and advisory boards.

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308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 19 of 22 Capital Needs and Upgrades
With limited financial resources, it will be challenging to find the capital required to renovate or enhance parks and facilities as well as maintain existing parks and infrastructure. Another vexing task will be sustaining the affordability of recreation fee supported programs to meet needs and demands for residents. Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and funding.

The City’s Capital Improvement Program (CIP) for the Fiscal Year 2024-25 includes 38 projects, with six projects in Park Improvements and thirteen projects for Public Building and Ground Improvements that support Parks and Recreation needs (see Exhibit 4.2-1). Not all of the projects are fully funded, and many are only feasibility assessments, and will require future funding commitments following further scope identification and refinement.

The City’s Five-Year CIP also identifies other future project needs, and subsequent phases of currently programmed projects, detailed in the Deferred and Unfunded Future Project list, many of which are Parks and Recreation related (see Exhibit 4.2-2). The list has grown substantially over time as the City works to address backlog of deferred maintenance needs and other community requests. Staff revisits the list annually as part of the Budget process when considering the prioritization and availability of funding to address current Capital needs.

Included in Exhibit 4.2-3 are recommended projects for the City to consider based on the community outreach and professional site analysis during the Master Plan process.

The City should review and evaluate all available grant opportunities for each of the new projects considered. For major improvements, which include such facilities as community buildings, and sports facilities, the use of a capital project fund-raising effort may be needed. Most grant programs are competitive, require certain conditions, have time constraints, and all require varying levels of grant administration work and reporting requirements.

The City will need to develop new revenue sources beyond those currently in use and/ or increase funding levels for park maintenance and capital expenditures. Proposals for future park operations must include adequate funding at a level necessary to sustain quality and safety in the City’s parks, and costeffective maintenance practices as described in the Operations and Maintenance Management Plan.

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Tool 12: Financial Review & Recommendations 325
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 20 of 22 Exhibit 4.2-1: Fiscal Year 2024/25 Programmed CIPs
PARK IMPROVEMENTS CIP #
City-wide
• ADA Improvements CIP 625
Clark Complex - 6.628 Acres
• City Park Lighting Conceptual Design (KS1)
• Kelly Courts Improvements (KS1)
CIP 503
CIP 619
Fort Lots-o-Fun - 0.238 Acres
• Wall and Gate Improvements CIP 610
Greenbelt - 18.615 Acres
• Pedestrian Trail (KS2) CIP 502
South Park - 4.48 Acres
• City Park Lighting Conceptual Design
• Slope, Irrigation and Landscape Improvements
CIP 503
CIP 603
Valley Park - 8.75 Acres
• City Park Lighting Conceptual Design CIP 503
PUBLIC BUILDING AND GROUND IMPROVEMENTS CCIP #
Beach
• 14th Street Beach Restroom Improvements (KS2) CIP 692 City-wide
• City Facilities Condition and Needs Assessment (KS1)
• New Corporate Yard Facilities
• Tsunami Siren
• City Facilities Roof Repair
• CDBG Improvements
CIP 605
CIP 615
CIP 618
CIP 620
CIP 624
Civic Center
• Charging Stations
• Real Time Crime Center
CIP 617
CIP 685
Clark Complex - 6.628 Acres
• Clark Building Renovations (KS1) CIP 689
Downtown
• Comprehensive Lighting Design
• Pier Structural Inspection and Evaluation
CIP 621
CIP 623
Parking Lots
• Parking Lot D Improvements
• Parking Lot C (Structure) Improvements
CIP 682
CIP 699
Note: (KS#) indicates which recommend key strategy the project would be identified under.

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Tool 12: Financial Review & Recommendations 326
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 21 of 22 Exhibit 4.2-2: Fiscal Year 2024/25 Deferred and Unfunded Future CIPs

PARK IMPROVEMENTS
Clark Complex - 6.628 Acres
• City Park Lighting Final Design and Construction (KS1) • Clark Stadium Bleachers (KS1)
Fort Lots-o-Fun - 0.238 Acres
• Fort Lots-o-Fun Park Improvements
South Park - 4.48 Acres
• City Park Lighting Final Design and Construction
Valley Park - 8.75 Acres
• City Park Lighting Final Design and Construction

PUBLIC BUILDING AND GROUND IMPROVEMENTS
City-wide
• Gateway and Wayfinding Signage Final Design, Fabrication, and Installation (KS4)
Civic Center
• Civic Center Deferred Maintenance
• Library Community Project Phase II Assessment
Community Center
• Emergency Operations Center (EOC) Renovations
• Community Theatre Renovations
• Community Center Windows
• Records Center Renovations Design and Construction
Downtown
• Strand Bollards Permitting, Design, and Construction
• Stand Bikeway and Walkway Improvements at 35th Street • Pier Plaza Safety and Lighting Enhancements
• Downtown Lighting Final Design and Construction
• Pier Deck Repairs and Other Structural Improvements
Parking Lots
• Parking Structure (Lot C) Improvements Phase 2
Note: (KS#) indicates which recommend key strategy the project would be identified under.

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Tool 12: Financial Review & Recommendations 327
City of Hermosa Beach | Parks Master Plan
308.01 Hermosa Beach Parks Master Plan/Financial Review (07/18/24) Page 22 of 22 Exhibit 4.2-3: Recommended Projects

PARK IMPROVEMENTS
City-wide
• Develop parks tree planting list and landscape guidelines Clark Complex - 6.628 Acres
• Clark Field Improvements – Field and Amenities (KS1)
• Lawn Bowling Building Improvements (KS1)
• Public Works Maintenance Shed Improvements
• Retaining Wall Restoration
Edith Rodaway Park - 0.511 Acres
• Basketball Court Resurfacing
Fort Lots-o-Fun - 0.238 Acres
• Playground Equipment Upgrades
• Prospect School Building Renovation
Greenbelt - 18.615 Acres
• Enhanced pedestrian access to the Greenbelt across Valley and Ardmore (e.g., 25th Street at Ardmore)
• Irrigation system upgrades.

Moondust Parkette - 0.082 Acres
• Basketball Court Resurfacing
Seaview Park - 0.284 Acres
• Additional Seating
• Playground Equipment Upgrades and Shade Structure
Schaeffer Park - 4.48 Acres
• Additional Seating
West of Valley School - 0.096 Acres
• Trail Improvements
Valley Park - 8.75 Acres
• Playground Equipment Upgrades and Shade Structure
• Amphitheater Improvements

PUBLIC BUILDING AND GROUND IMPROVEMENTS
Community Center
• Parking Expansion (KS4)
• Skate Park Renovations (KS4)
• Enhanced landscaping and supporting irrigation at south entrance • Enhanced accessibility in accordance with City’s Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan

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Photo by City of Hermosa Beach

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COVER STORY

TABLE OF CONTENTS
FISCAL YEAR 2024-2025

CITY OF HERMOSA BEACH

ADOPTED BUDGET AND

CAPITAL IMPROVEMENT PROGRAM
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Introduction
Cover Story, page 6
City Officials, page 7
City Manger's Budget Message, page 8
Strategic Plan/PLAN Hermosa, page 12
Community Profile, page 14
Understanding the Budget, page 17
City Organization Chart, page 25
Budget Program Award, page 26
Budget Overview, page 27
Summaries Revenue
Budget Summary, page 42
Schedule of Revenue by Fund, page 52
Schedule of Expenditures by Fund
General Fund, page 55
Special Revenue Fund, Part 1, page 56
Special Revenue Fund, Part 2, page 60
Debt Service Fund, page 63
Capital Improvement Fund, page 64
Internal Service Fund, page 65
Budget Transfers, page 66
Revenue by Source Chart, page 68
General Fund Revenue Chart, page 69
Property Tax Breakdown, page 70
Revenue Detail by Fund
General Fund, page 71
Special Revenue Fund, Part 1, page 76
Special Revenue Fund, Part 2, page 83
Capital Improvement Fund, page 89
Agency Fund, page 90
Internal Service Fund, page 93
Personnel
Personnel Allocation Summary, page 95
Table of Contents
2024-25 Budget Book
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Department Budgets
Appropriations Charts City Council
Appropriations by Function Chart, page 96
General Fund Appropriations Chart, page 97
General Fund with Organization Chart, page 98
Equipment Replacement Fund, page 101
Administrative Services City Attorney
Organization Chart and Performance Measures, page
102
Finance Administration Division
General Fund, page 104
Equipment Replacement Fund, page 107
Revenue Services Division
General Fund, page 109
Bus Pass Subsidy, page 111
Bayview Drive and Beach Drive Assessment
Districts, page 112
Lease Revenue Bonds, page 114
Human Resources Division
General Fund, page 115
Equipment Replacement Fund, page 118
General Appropriations
General Fund, page 119
Equipment Replacement Fund, page 120
Insurance Fund
Auto/Property/Bonds, page 121
Liability Insurance, page 123
Unemployment, page 125
Worker's Compensation, page 126
General Fund, page 128
Litigation Division, page 129
City Clerk/Elections City Manager
General Fund with Organization Chart and
Performance Measures, page 130
City Clerk Equipment Replacement Fund, page 133
General Fund with Organization Chart, page 134
Equipment Replacement Fund, page 138
Green Business and Source Reduction and
Recycling Fund - AB-939, page 140
Air Quality Management District Fund, page 142
Cal Recycle - SB1383 Grant, page 144
Mobile Mental Health Grant, page 145
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Information Technology Prospective Expenditures
Information Technology with Performance
Measures, page 1460
Prospective Expenditures, page 149
City Prosecutor City Treasurer
City Prosecutor, page 150 General Fund with Performance Measures, page 151
Community Development Community Resources
Organization Chart and Performance Measures, page
153
Building and Safety/Code Enforcement Division
General Fund, page 155
Equipment Replacement Fund, page 158
Planning Division
General Fund, page 160
Equipment Replacement Fund, page 163
Commuter Express Participation, page 165
Housing Element Update, page 167
Coastal Permit Authority Grant, page 169
Zoning Ordinance, page 170
CalAPP Grant, page 172
Community Resources
General Fund with Organization Chart and
Performance Measures, page 174
Equipment Replacement Fund, page 177
Concert Series, page 179
Transportation Fund
Recreation Transportation, page 181
Special Event Shuttle, page 182
Fire Police
County Fire District with Performance Measures,
page 183
Fire Department Legacy Costs, page 186
Organization Chart and Performance Measures, page
187
Police
General Fund, page 189
Equipment Replacement Fund, page 193
Bulletproof Vest Partnership, page 195
Body Worn Cameras, page 196
Alcoholic Beverage Control Grant, page 197
Mental Health and Wellness Grant, page 198
C.O.P.S. Program, page 199
Community Services Division
General Fund, page 201
Equipment Replacement Fund, page 204
Crossing Guards, page 206
Dial-A-Taxi Program, page 207
Asset Seizure Program - Police K-9 Program, page
208
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Public Works
Organization Chart and Performance Measures, page
210
Public Works Administration and Engineering
General Fund, page 212
Equipment Replacement Fund, page 215
Building Maintenance Division
General Fund, page 217
Equipment Replacement Fund, page 219
Downtown Business Area Enhancement Division
General Fund, page 221
Lighting/Landscaping/Medians Division
Lighting/Landscaping Fund, page 223
Equipment Replacement Fund, page 225
Pier Parking Structure, Parking Lot A, and County
Share of Parking Structure Revenue, page 227
Parks Division
General Fund, page 230
Equipment Replacement Fund, page 232
Sewer Division
Sewer Fund, page 233
Equipment Replacement Fund, page 236
Storm Drain Division
Storm Drain Fund, page 237
Equipment Replacement Fund, page 239
Street Maintenance/Traffic Safety Division
General Fund, page 241
State Gas Tax Fund, page 243
Equipment Replacement Fund, page 244
Equipment Services Division, page 246
Capital Improvement Program,
page 248
Five Year Forecast
Five Year Forecast, page 361
Financial Policies
Financial Policies, page 368
Appendix
Resolution: Adopting the Budget, page 376
Resolution: Appropriations Limit, page 378
Department Supplemental Requests, page 380
Personnel Requests/Recommendations, page 392
Revenue History by Fund
General Fund, page 395
Special Revenue Fund, Part 1, page 396
Special Revenue Fund, Part 2, page 398
Capital Improvement Fund, page 400
Agency Fund, page 401
Internal Service Fund, page 402
Revenue Category Detail, page 403
Expenditure History by Fund
General Fund, page 404
Special Revenue Fund, Part 1, page 405
Special Revenue Fund, Part 2, page 407
Debt Service Fund, page 409
Capital Improvement Fund, page 410
Internal Service Fund, page 411
Explanation of User Charge Allocations, page 412
Debt Service - Debt Analysis and 2020 Refunding
Lease Revenue Bonds, page 413
Replacement Schedules
Vehicle Replacement, page 415
Communications Equipment Replacement, page
420
Business Machine Replacement, page 430
Schedule of Restricted/Discretionary Funds, page
431
Glossary, page 432
Index, page 438
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The cover pictures are as follows, moving clockwise:

Hermosa Beach Endless Summer Classic Car Show. Photo courtesy of Community Resources staff. Owls on the Greenbelt. Photo courtesy of Doug Krauss, Environmental Manager for the City of Hermosa Beach.

NFL Rams Football Draft Event on the beach. Photo courtesy of Sara Russo, Management Analyst for the City of Hermosa Beach.

Sea Lion*
* The City of Hermosa Beach, along with the other member cities of the South Bay City Council of Governments (SBCCOG), are working with the Marine Mammal Rescue Center to formalize a public-private partnership through a service contract and annual appropriation from each member of the SBCCOG. This will ensure continued marine mammal stranding response in Hermosa Beach and all of Los Angeles County. To find out more about the Marine Mammal Rescue Center, visit https://marinemammalcare.org.

Cover Story
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MAYOR

JUSTIN MASSEY

MAYOR PRO TEMPORE

DEAN FRANCIOS

COUNCILMEMBERS

MICHAEL DETOY RAYMOND JACKSON ROB SAEMANN

CITY OFFICIALS

KAREN NOWICKI, CITY TREASURER

CITY MANAGER

SUJA LOWENTHAL

ADMINISTRATIVE SERVICES DIRECTOR

VIKI COPELAND

CITY CLERK

MYRA MARAVILLA
City Officials
2024-25 Adopted Budget
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May 15, 2024
Honorable Mayor, Councilmembers, and Hermosa Beach Community:

On behalf of our incredible City organization, it is my pleasure to present the Proposed Fiscal Year 2024–25 Budget and Capital Improvement Program. The Proposed Budget is balanced and focuses on investing in public safety to ensure that Hermosa Beach continues to be the safest little beach city; addressing core infrastructure and environmental maintenance needs to ensure a safe, clean, and sustainable environment for our residents and visitors; providing quality recreational and outdoor programs to support active healthy lifestyles for our residents and to position our community as a regional and statewide coastal destination; addressing mandated costs attributed to expanding legislative requirements; and continuing to modernize our City operations for greater efficiency, transparency, and improved customer service. Overall, this spending plan will continue our efforts to achieve the vision of the City’s General Plan, Plan Hermosa, to ensure “Hermosa Beach is the small town others aspire to be; a place where our beach culture, strong sense of community, and commitment to sustainability intersect.” As a small city with finite resources, we face unique challenges in providing professionalized municipal services, modernized to ensure that we are delivering the high-quality services our community deserves and has come to expect. However, despite these challenges, our dedicated staff, efficient operations, and strategic investments allow us to accomplish more with less, ensuring that our community remains vibrant and resilient.

In recent years, we have witnessed the remarkable achievements made possible by the dedication of our exceptionally talented staff and our commitment to fiscal responsibility and prudent management. From enhancing public safety measures to maintaining our picturesque coastline, every dollar spent is a testament to our unwavering dedication to the wellbeing and prosperity of our community.

For FY 2024–25, the Proposed Budget totals $94 million across all funds. This includes a $64 million operating budget (two percent overall increase), $1 million for capital outlay, $1 million for debt service, and $28 million in capital improvement projects. Also included are contributions to maintain the City’s contingency funds at 20 percent of operating expenditures. In FY 2023–24, the reserve fund balance goal was changed from 16 percent of General Fund appropriations to 20 percent. The reserve fund contributions are not only guided by the City’s financial policies, but a strong commitment to fiscal responsibility to ensure that our City can balance long-term costs and sustain core operations despite economic uncertainties and unforeseen emergencies.

Additional details on various funding sources, expenditures, and the use of reserves are included in the Budget Summary.

The Budget is informed by, and informs, the Five-Year Financial Forecast. Our City Council recognizes that there is still time to make decisions to reverse any negative trends and has taken great strides to carefully review revenue streams—not increased in many years—and has had tough conversations to ensure that everyone is paying their fair share of the costs of providing services in the City.

City Manager's Budget Message
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Certainly, as we have done in the past and as many of our neighbors have done, expanding locally controlled revenue sources will help maintain stability and ensure local funding for City services. To that end, our City Council voted during its February 15 Special Council Meeting in favor of placing a locally controlled sales tax measure on the November 5, 2024 General Municipal Election ballot. If approved by voters, the measure would provide $3 million annually in additional General Fund revenue to fund general City services that residents have prioritized in previous City surveys, such as preventing and deterring property crimes, supporting emergency response, recruiting and retaining police officers, addressing homelessness, protecting coastal waters and beaches, supporting safe schools, and keeping parks and public spaces safe and clean.

Until such time that long-term revenue is stabilized, the City is conservative in adding ongoing programs and services and aggressively seeks grants and other outside funding sources to support one-time needs. This year, U.S. Representative Ted Lieu helped us secure $963,000 in federal grant funding to begin developing a Real-Time Crime Center for the Hermosa Beach Police Department. We thank Representative Lieu for this investment that represents an important first step in ensuring our police department is equipped with the latest technology to continue to keep our community safe.

Public Safety
The FY 2024–25 Budget includes other investments in public safety such as: a minor restructuring of positions to create an additional Lieutenant position at no additional cost through consolidation of positions; an increase in funding for part-time Community Services Officers to assist with parking enforcement and other quality of life issues; officer wellness initiatives; technology to support a less-than-lethal method to tag, track, and locate a fleeing vehicle; an upgrade to our Police Department’s Property and Evidence Room; and critical vehicle replacements.

Infrastructure
Last year, City Council supported staff recommendation to focus our efforts on foundational projects that include deferred and preventative maintenance, and safety projects including resurfacing, sidewalk repair, and sewer improvements. We strongly recommended this back-to-basics approach of directing our investment of staff time and funds to reduce maintenance and future capital costs. The goal was to prioritize our foundational maintenance projects over enhancements and to be collectively disciplined to only allow new projects related to critical infrastructure or safety needs. Over the past year, we are pleased to report that our focused efforts resulted in significant progress on many of the current 55 Capital Improvement Projects.

In FY 2024–25, staff proposes to continue our back-to-basics strategy so that we may truly have a lasting impact on our critical infrastructure; so that future administrations do not inherit deferred maintenance. This continued strategy will help reduce future capital costs and alleviate the volume of daily maintenance requests.

As your City Manager, I am committed to ensuring that this staff team is the last one working against a daunting backlog, that has grown over time, and that our residents can always expect timely maintenance of the infrastructure that they rely upon daily.

In addition to strategic investments in our Capital Improvement Program (CIP), staff recommends small investments in tools and equipment for our Operations and Maintenance Division including funds to support specialized equipment for use during emergency storm events; purchase of electric riding carts for efficient and environmentally responsible transportation for field work; continued investment in our in-house sign shop; and equipment to support asphalt and vehicle repairs.

Recreation
The City’s Community Resources Department provides truly world class programming and services to residents, visitors, businesses, and special event producers. The growing demand and complexity for these services, as well as the benefit that they provide to our local economy and quality of life, necessitates an investment in this area.
th
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This year, staff recommends creation of a Specials Events and Filming Division consisting of one full-time Special Events and Filming Coordinator and one full-time Lead Special Events and Filming Coordinator. The newly created division would work with other City Departments to process special event permits, still photo and filming permits, and for non-profit and commercial organizations on City property.

In addition, based on the increasing responsibility and complexity of the duties of the Community Resources Manager position, it is recommended that the position be reclassified to Community Resources Director in this year’s budget.

Legislative Mandates
While our Community Development Department continues to work diligently to secure certification of the 2021–2029 Housing Element, its staff continues to forge ahead with other State required actions. This year’s budget includes funding to support a required update to the Safety Element of the City’s General Plan; the comprehensive update of the City's Zoning Code to implement the City's General Plan, Plan Hermosa; and required environmental reviews for City-initiated advanced planning efforts such as the Noise Ordinance Update, Zoning Code Update, Safety Element Update, Historic Preservation work and zoning cleanups.

Operational Improvements
As we do each year, City staff evaluates its operations to propose strategic improvements to align resources to meet our community’s needs. In FY 2024–25, the City Manager’s Office proposes to reclassify the Finance Director position to Administrative Services Director. The Administrative Services Director will, under the direction of the City Manager, still oversee Citywide financial activities and advise the City Council, the City Manager, and Department Directors on matters involving the City’s budget and fiscal affairs and practices. In addition, the newly reclassified position will oversee the human resources and risk management functions of the City.

Other notable operational improvements include continued investment in digitizing the City’s records; securing a website accessibility tool to ensure that all individuals may equally access City information, programs, and services available through the website; and cybersecurity services to protect the City from the increasing global cybersecurity threats that could shut down operations and cost the City significantly if hit by ransomware.

As your staff team, we are proud of the systematic service, program, and operational improvements we have introduced over the last several years. Nevertheless, we recognize that there are always areas for improvement and opportunities for growth. In the face of evolving legislative requirements and increasing demands on our services, we must remain vigilant in our efforts to prioritize effectively and allocate resources efficiently. By leveraging innovative solutions and fostering collaborative partnerships, we can ensure resilience against future challenges and continue to thrive as a model city.

In the coming fiscal year, we will build upon our past successes and embrace the challenges that lie ahead with optimism and determination. Together, we will continue to shape Hermosa Beach into a community that not only meets the needs of today but also paves the way for a brighter and more sustainable future for all.

The work of our Hermosa Beach staff continues to be a great source of pride for me as your City Manager.

Staff consistently and professionally addresses the large volume and variety of community needs, maintains customer service, and seeks to build community trust. I continue to be optimistic and excited about the improvements that our City Council and dedicated City staff are making to retain our reputation as the “Best Little Beach City” while simultaneously enhancing our local economy and making strides to improve the health of our environment and our residents.
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Thank you for your continued support and trust in our shared vision. I am humbled by and proud of the City team you have entrusted me to build. They are the most talented group of individuals I have had the privilege to serve alongside. I am in awe of their commitment to our community and grateful for their dedication.

Together, we will ensure that Hermosa Beach remains a place where people want to live, work, and play, and where aspirations become reality.

Respectfully submitted,
Suja Lowenthal, DPPD
City Manager
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Strategic Plan
The complete Strategic Plan is available to view.

Strategic Plan/PLAN Hermosa
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PLAN Hermosa
The complete PLAN Hermosa is available to view.
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Date of Incorporation:

January 14, 1907
Population:
19,018
Land Area:

1.43 Square Miles
Location:

Six Miles south of Los Angeles
International Airport
Form of Government:

Council - City Manager
Assessed Valuation
$9.3 Billion
Residents
Housing Units - 10,046
Persons per Household - 2
Homeownership Rate - 51.4%
Median Home Value - $1,862,000
Median Household Income -
$136,702
Median Age - 39.5
Parks & Public Facilities
Beach - 36.52 acres
Beach Frontage - 1.8 miles
20 City Parks - 21.70 acres
Hermosa Greenbelt - 19.50 acres
1 Community Theatre
1 Los Angeles County Branch
Library
Infrastructure
Sanitary Sewers - 37 miles
City Storm Drains - 2.2 miles
Number of Street Lights
City-owned - 400
Electric Utility - 904
Parking Meters - 1,570
Miles of Streets - 40
Parcels (7,149)
Residential - 6,403
Commercial - 520
Vacant - 93
Other - 133
Employees
150 Full-Time
Public Safety
1 Police Station - 38 Safety
Personnel
1 Fire Station - Fire Services are
provided by
Los Angeles County Fire
Department,
beginning December 30, 2017
Top Employers
City of Hermosa Beach - 168
Von's Companies - 121
Lazy Acres - 107
Trader Joe's - 94
Hermosa Beach School District -
90 CITY OF HERMOSA BEACH COMMUNITY PROFILE
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Hermosa At A Glance
A sunny small beach City of 1.43 square miles, Hermosa Beach sits at the center of Los Angeles County's South Bay coastline, just 6 miles south of Los Angeles International Airport and twenty-one miles from Downtown Los Angeles. A bedroom community with a flourishing downtown, the City of Hermosa Beach serves a stable population of 19,018, according to the State's latest population estimate. However as a lively beach city and tourist destination, Hermosa experiences a high visitor population. Due to this high visitor population, the City operates in many ways like a larger city. During the 2022-23 fiscal year, beach attendance ranged from a low of 81,900 in November 2022 to a high of 898,000 in July 2022, according to the Los Angeles County Fire Department, Lifeguard Division.

The town is the very essence of the Southern California lifestyle, with temperatures ranging on average from highs of 78 degrees in the summer to 65 degrees in winter, and nighttime temperatures that rarely fall below 55 degrees. There are architecturally diverse residences on the Strand, bungalows scattered throughout the town, and multilevel homes in the hills with ocean views. There are a myriad of regular outdoor activities such as volleyball, surfing, skateboarding, and boogie boarding to name a few. Other favorite activities include jogging, skating or biking along the Strand - the paved strip paralleling the beach and connecting Hermosa with the neighboring beach cities. The City has a police department, a robust park system, green belt, and exceptional schools and facilities. Beginning December 30, 2017, the City contracted with the Los Angeles County Fire Department for Fire Services.

Hermosa Beach is also well known for its entertainment offerings, which include live music from rock to jazz, as well as festivals and special events which abound on weekends. The three-day weekends of Memorial Day and Labor Day bring thousands of visitors to the Fiesta Hermosa street fair, which has been a tradition for many years and features hundreds of crafters, artists and musicians. In addition, Hermosa Beach is well known for its diverse restaurants and shops along the City’s avenues.

HISTORY
Hermosa Beach was originally part of the 1784 Rancho San Pedro Spanish land grant that later became the tenmile Ocean frontage of Rancho Sausal Redondo. In 1900, a tract of 1,500 acres was purchased for $35 per acre from A. E. Pomroy, then owner of the greater part of Rancho Sausal Redondo. Messrs. Burbank and Baker, agents, bought this land for Sherman and Clark who organized and retained the controlling interest in the Hermosa Beach Land and Water Company.

In the early days, Hermosa Beach — like so many of its neighboring cities — was one vast sweep of rolling hills covered with fields of grain. During certain seasons of the year, large herds of sheep were grazed over this land, and corrals and large barns for storing the grain, as well as providing shelter for horses and farm implements were located on the ranch between Hermosa and Inglewood.

The first official survey was made in the year 1901 for the board walk on the Strand, Hermosa Avenue and Santa Fe Avenue; with work on these projects commencing soon after. In 1904, the first pier was built, constructed entirely of wood by the Hermosa Beach Land and Water Company. In 1913 this old pier was partly washed away and later torn down and replaced with one built of concrete and paved with asphalt its entire length. The Los Angeles Pacific Railway, a "trolley" system, was the first railway in Hermosa Beach, running the entire length of Hermosa Ave. on its way from L.A. to Redondo Beach. A few years later it was merged with most all other "trolley" companies in the region to form the new Pacific Electric Railway Company. In 1926, the Santa Fe Railway Company built a modern stucco depot and installed Western Union telegraph service on the railway platform near Santa Fe Avenue, which would later be renamed Pier Avenue.

The first city election for city officers was held December 24, 1906. On January 14, 1907, Hermosa Beach became the nineteenth incorporated city of Los Angeles County. 15

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GOVERNMENT AND SERVICES
Hermosa Beach functions under a Council-Manager form of government. Policy-making and legislative authority are vested in a governing council consisting of five members of the City Council elected on a non-partisan basis at large for a four-year term. In December 2016, City Council adopted Ordinance 16-1373 to move the date of the City’s General Municipal Election from the first Tuesday after the first Monday in November of odd-numbered years to the first Tuesday after the first Monday in November of even-numbered years starting with the November 2022 General Election. Council members typically serve four-year, staggered terms, with an election every two years. One member is chosen by fellow members to serve as Mayor for a period of nine months; one is chosen to serve as Mayor Pro Tem. The Council is responsible for, among other things, establishing policy, passing ordinances, adopting an annual budget; appointing members to various City Commissions and Boards and hiring the City Manager and City Attorney. The City Manager is responsible for carrying out the policies and ordinances of the City Council, for overseeing the day-to-day operations of the government, and for appointing the heads of the various departments.

In the California State Legislature, Hermosa Beach is in the 24th Senate District, represented by Democrat Ben Allen, and in the 66th Assembly District, represented by Democrat Al Muratsuchi. In the United States House of Representatives, Hermosa Beach is in California's 36th congressional district, represented by Democrat Ted Lieu.

The City offers a full range of municipal services, including police, community development (planning and zoning), cultural, recreation and parks, maintenance and construction of public improvements, parking and animal control, and general administration. Fire protection services are provided by the Los Angeles County Fire Department (LACoFD), under contract, as of December 30, 2017.

LOCAL ECONOMY
Hermosa Beach is a “bedroom community” as evidenced by a household count of +10,000 and an in-city business count of under 1,000 (excluding apartments and home occupations). As of the 2023 Assessor’s Report Hermosa Beach had growth of 8.5 percent in secured and unsecured assessed valuation, as compared to 5.9 percent for Los Angeles County. The 8.5 percent growth was the 8th highest of 88 cities in Los Angeles County.

Median home prices in Hermosa Beach as of February 2024 were $2,345,000, compared to $817,100 for Los Angeles County. Home values adjacent to the beach increased for the eleventh year in a row after declining 2009-2011.

As a beach city, the three highest occupations are management, sales, and administrative support, however residents enjoy access to a much more diverse employment base with the close proximity of all of the other cities in Los Angeles County, as well as many of the largest and best known names in corporate America in such fields as aerospace, high tech, industrial, service and finance. The unemployment rate in Hermosa Beach is 3.2 percent, compared with 5.3 percent for Los Angeles County, and 4.9 percent for California as of June 2023. 16

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Budget Process
Work begins on the budget process in February. Department Heads prepare estimates of revenues and departmental expenditures for submission to the Administrative Services Director. The City Manager and Administrative Services Director meet with each department to review the estimates and discuss requests. From these meetings, the preliminary budget is developed. The Capital Improvement Budget and Five Year Capital Improvement Plan, which are part of the same document, follow the same process.

The City Manager is required to submit a preliminary budget to the City Council on or before May 15th of each year. One or two public workshops are held in May and June to review the budget and receive public input. One formal public hearing is held in June, prior to budget adoption. The City Council must adopt an annual budget, by resolution, on or before June 30 for the coming fiscal year (July 1 – June 30). If the budget is not adopted by that date, the preliminary budget, except for capital outlays, goes into effect until the budget is adopted.

The budget may be amended during the year as necessary. A Midyear Budget Review is conducted in February, at which time adjustments to revenue estimates and appropriations are made. Expenditures may not exceed appropriations at the fund level. The City Manager may approve transfers of appropriation within funds; transfers of appropriations from one fund to another require City Council approval.

Budgets are adopted for all governmental and proprietary funds (see later Explanation of City Funds) on a basis consistent with generally accepted accounting principles. 2024 - 2025 Budget Calendar
Wednesday - February 28, 2024
Budget Instructions to departments.

Preliminary February Revenue Report available for departments to run.

Thursday - March 21, 2024
Department budget requests/Capital Improvement Program due to Administrative Services Director.

Revenue estimates due to Administrative Services Director.

Wednesday/Thursday – April 3 & 4, 2024
CIP Review with Public Works Director, City Manager/Administrative Services Director.

Tuesday/Wednesday/Thursday – April 9-11, 2024
Department meetings with City Manager/Administrative Services Director.

Thursday - April 18, 2024, 6:00 pm
Understanding the Budget
17

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CIP Study Session.

Wednesday, May 15, 2024 (per HBMC)
Preliminary Budget to City Council.

Tuesday - June 4, 2024, 6:00 pm
Budget/CIP workshop.

Wednesday - June 11, 2024, 6:30 pm
Public Hearing/Budget Adoption.

Budget Content
The following areas offer quick insight into the budget.

City Manager's Budget Message
The message presents the City Manager's budget strategy and out look.

Budget Overview
The overview presents the highlights and major changes in narrative form.

Budget Summaries
The Budget Summary contains condensed information on the budget by presenting estimated beginning and ending fund balances and projected revenues and expenditures for each fund. The Schedule of Revenues by Fund and the Schedule of Expenditures by Fund show comparisons between the 2022–23 actuals, the revised budget for 2023–24 and the requested amount for 2024–25.

Revenue
A listing of line items entitled “Revenue Detail by Fund” shows each revenue item, organized by fund. The columns on the report are explained below under “Department Budgets.” Personnel Authorizations
These pages present a summary of the City’s authorized personnel by department and provide quick reference to any new/eliminated positions and the City’s total staffing.

Performance Measures
Performance Measures provide a snapshot of how well departments are doing in meeting their work objectives and desired outcomes.

Department Budgets
The Table of Contents lists the pages for all activities separately budgeted. Each Department budget begins with a department description and a summary of personnel positions. A listing of line items is entitled “Department Expenditure Detail”.

Capital Improvement Program and Five Year Capital Improvement Plan These are the City’s comprehensive plans to develop and maintain capital facilities and infrastructure. These projects are usually of high cost, take a year or more to complete, and result in the creation of a capital asset. 18

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Debt Service
The City issued Lease Revenue Bonds of $11,600,000 in August of 2015 for oil settlement costs. Debt service costs are shown in Fund 201 for the 2015 Lease Revenue Bonds.

In September 2020, City Council approved Resolution 20-7258, which approved the issuance and sale of refunding lease revenue bonds sufficient to refund the remaining outstanding 2015 Lease Revenue Bonds.

This will result in a cash flow savings of approximately $1,000,000 through 2035. For further information, refer to the Debt Service Schedule in the Appendix.

How to Read the Reports
Columns on the Revenue and Expenditure reports are explained as follows:

Understanding the Budget 2024-25 : How to Read the Reports Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes 2022-23 2023-24 2023-24 2023-24 2024-25
Received /
Expended
Total Budget Received /
Expended YTD
thru January
Year End Estimate Department
Request
Reflects actual
revenue/
expenditures for
2022-23 fiscal
year.

Reflects the
revised budget
amounts through
January 31, 2024.

Reflects the actual
revenue/
expenditure through
January 31, 2024.

Reflects the department's
best estimate of what
revenue/ expenditures will
be received/ incurred
through year-end, June
30, 2024.

Represents the
2024-25
Department
Request.

Explanation of City Funds
This section explains the funds shown in the Budget Summary.

Governments use fund accounting; each fund is considered to function as a separate fiscal and accounting entity. The basis for budgeting in all funds is the same as the fund type basis for accounting in accordance with generally accepted accounting principles.

GOVERNMENTAL FUNDS
The City uses three fund types to account for governmental-type activity. These are the General Fund, Special Revenue Funds, and Debt Service Fund. The accounting basis for these funds is modified accrual, which recognizes revenues when measurable and available and expenditures when the liability is incurred.

SPECIAL REVENUE FUNDS - A special revenue fund is used to account for the proceeds of specific revenue sources that are restricted or earmarked for specific purposes.

DEBT SERVICE FUND - A debt service fund is used to account for and report financial resources that are restricted, committed, or assigned to expenditures for principal and interest.

PROPRIETARY FUNDS
Two fund types are used to account for a government’s business-type activities, or those that receive a significant portion of their funding through user charges. These are the Enterprise Fund and the Internal Service Fund. The basis for accounting in these funds is full accrual, which recognizes revenue and expenses as they 19

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occur, not when they are received or spent. Capital assets (land, equipment, etc.) are accounted for in these funds.

ENTERPRISE FUNDS - The Enterprise Fund is used to account for services provided to the public on a user charge basis. (The City does not currently have enterprise funds).

INTERNAL SERVICE FUNDS - The Internal Service Fund is used to account for activity that provides services or goods to other funds on a cost reimbursement basis.

FIDUCIARY FUNDS
Governments often hold or manage financial resources in a trustee or agency capacity. A trust or agency fund type is used to account for a government’s fiduciary activities. The City’s fiduciary funds are all agency funds, with a modified accrual basis of accounting.

AGENCY FUNDS – The Agency fund is used in situations where the government plays a limited financial management role on behalf of a third party.

FUND BALANCE REPORTING
GASB 54 - Governmental Accounting Standards Board (GASB) Statement 54, Fund Balance Reporting and Governmental Type Definitions, which is effective for fiscal years beginning after 6/15/10, affects how we present the fund balance section of the budget.

The primary impact of this statement is that the Contingency Fund, Retirement Stabilization Fund and Compensated Absences Fund are no longer separate funds; the amounts are in the General Fund and are shown in the fund balance section under the “committed” and “assigned” categories. This presentation may be seen on the first page of the Budget Summary, at the bottom, and on the next page.

The definitions for classifications of fund balance we are using are as follows:

Restricted fund balances are the portion of fund balance that have externally enforceable limitations on their usage through legislation or limitations imposed by creditors, grantors, laws and regulations of other governments or enabling legislation.

Committed fund balances are self-imposed limitations by the highest level of decision-making authority, namely the City Council, prior to the end of the reporting period. City Council approval is required to commit resources or to rescind the commitment.

Assigned fund balances are limitations imposed by management based on the intended use of the funds.

Modifications or rescissions of the constraints can be removed by the same type of action that limited the use of the funds.

The estimated fund balance at 6/30/25 (as presented in the Budget Summary) is classified as follows:
20

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Understanding the Budget 2024-25 : Estimated Fund Balance Restricted Amount
Nuisance Abatement-Restrooms $14,700 To be used for future restroom construction costs
PEG Grant $241,134 Grant for Public, Educational and
Governmental Programming
Marquee Donation $50,000 Donation from Chamber of Commerce Committed
In Lieu Fee/Parking Facility $404,600 Fee paid in lieu of providing parking Assigned
Contingencies $10,560,684 For economic uncertainties, unforeseen emergencies
Reserve for FEMA Claims $926,345 For COVID-19 related claims Retirement Rate Stabilization $1,021,575 To be placed in a Retirement Trust Retirement Trust $829,060 To be placed in a Retirement Trust Compensated Absences $294,170 25% of current liability
22-23 Prop A Fund Exchange $430,683
$14,772,951
21

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Description of City Funds
Understanding the Budget 2024-25 : City Funds, page 1
Fund Type Fund Name Description Basis of Accounting
and Budgeting
General Fund 001 GENERAL FUND
(Major Fund)
The General Fund is the principal operating
fund of the City.

Modified Accrual
Special
Revenue Fund
105

LIGHTING/LANDSCAPING
FUND
Funds of the benefit assessment district,
created pursuant to Street and Highway Code
22500-22679, are expended for
lighting/median maintenance and are
accounted for in this fund.

Modified Accrual
Special
Revenue Fund 115 STATE GAS TAX FUND
City share of state gasoline tax restricted for
use on public streets. Restricted
Transportation Development Act (TDA) funds
from Metropolitan Transit Authority (MTA) are
also held in this fund.

Modified Accrual
Special
Revenue Fund 117 AB939 FUND
Recycling fees generated in connection with
solid waste collection are used to implement a
Source Reduction and Recycling Element and
a Household Waste Element of the General
Plan.

Modified Accrual
Special
Revenue Fund
121 PROPOSITION A

OPEN SPACE FUND
Funds generated by passage of the L.A.

County Safe Neighborhood Parks Bond Act by
county voters for the purpose of improving
parks and recreational facilities. Interest is not
allocated to this fund because City funds are
advanced, then reimbursed by this grant.

Modified Accrual
Special
Revenue Fund 122 TYCO FUND
Funds received from an easement granted for
construction of a transpacific, submarine fiber
optic cable system originating in Japan with a
landing in Hermosa Beach. The project will
provide additional capacity for global voice and
data transmission.

Modified Accrual
Special
Revenue Fund
123 TYCO TIDELANDS
FUND
Funds set aside according to the Tyco
easement agreement to construct one new
bathroom and repair three existing bathrooms
at the beach. Remaining funds are to be used
for renovations, repair or improvement of the
pier or beach.

Modified Accrual
Special
Revenue Fund
125 PARK RECREATION

FACILITY TAX FUND
Accumulation of subdivision fees and park,
recreation facility tax fees on new dwellings.

Generally, the funds are to be used for
acquisition, improvement and expansion of
park or recreational facilities.

Modified Accrual
Special
Revenue Fund
135 BAYVIEW DRIVE

DISTRICT

ADMINISTRATIVE

EXPENSE FUND
This fund temporarily holds funds for payment
of administrative expenses for the assessment
district. These funds are invested but interest
is not allocated to this fund because it is not
required by the bond documents.

Modified Accrual
Special
Revenue Fund
138 LOMA DISTRICT

ADMINISTRATIVE

EXPENSE FUND
Funds collected from utility undergrounding
assessments in the Loma Drive
Undergrounding District for administration are
deposited in this fund. Costs incurred by the
City or its Fiscal Agent in administration of the
assessments are paid from these funds.

Modified Accrual
Special
Revenue Fund
139 BEACH DRIVE

ASSESSMENT DISTRICT

ADMINISTRATIVE

Modified Accrual
Special
Revenue Fund
140 COMMUNITY

DEVELOPMENT BLOCK

GRANT FUND
Funds received from participation in the federal
block grant program. Projects must be
approved by the County Community
Development (CDC) Commission. Interest is
not allocated to this fund because City funds
are advanced, then reimbursed by this grant.

Modified Accrual
Special
Revenue Fund
145 PROPOSITION A
FUND
Portion of sales tax (currently .5 percent)
distributed to cities on a population basis for
public transit purposes. Proposition A funds
may be exchanged with other agencies for
unrestricted funds, typically at a discounted
rate.

Modified Accrual
Special
Revenue Fund
146 PROPOSITION C
FUND
Voter-approved .5 percent sales tax for transit
purposes. Funds may be used for street
improvements on bus routes.

Modified Accrual
Special
Revenue Fund 147 MEASURE R FUND
Voter-approved .5 percent sales tax for
transportation investments that will relieve
traffic congestion, provide transit alternatives
and improve air quality. Funds are less
restrictive than Propositions A and C.

Modified Accrual
22

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Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes Description of City Funds Continued
Understanding the Budget 2024-25 : City Funds, page 2
Fund Type Fund Name Description Basis of Accounting
and Budgeting
Special
Revenue Fund 148 MEASURE M FUND
Voter-approved .5 percent sales tax to improve
transportation and ease traffic congestion
consistent with the Measure M Ordinance #16-

01. Modified Accrual
Special
Revenue Fund 149 MEASURE W FUND
Voter-approved property tax of 2.5 cent per
square foot of impermeable surface area to
capture and treat stormwater in order to
increase water supply and improve water
quality.

Modified Accrual
Special
Revenue Fund 150 GRANT FUND
State and Federal grants for specific projects
are accounted for in this fund. Interest is not
allocated to this fund because City funds are
advanced, then reimbursed by these grants.

Modified Accrual
Special
Revenue Fund
152 AIR QUALITY

IMPROVEMENT FUND
Funds collected by the Department of Motor
Vehicles and distributed to cities on a
population basis for use in reducing air
pollution.

Modified Accrual
Special
Revenue Fund
153 SUPPLEMENT LAW

ENFORCEMENT

SERVICES FUND
Funds received from the Citizen's Option for
Public Safety (COPS) program, established by
the State legislature in fiscal year 1996-97, are
accounted for in this fund. Funds must be used
for front line municipal police services and
must supplement and not supplant existing
funding.

Modified Accrual
Special
Revenue Fund
157 FEDERAL

EMERGENCY

MANAGEMENT AGENCY
(FEMA) FUND
This fund is used to account for emergency
related expenditures reimbursable by the
Federal Emergency Management Agency
(FEMA).

Modified Accrual
Special
Revenue Fund 158 CARES ACT FUND
This fund is used to account for COVID-19
related expenditures reimbursable under the
Federal Coronavirus Aid, Relief, and Economic
Security (CARES) Act.

Modified Accrual
Special
Revenue Fund
159 AMERICAN RESCUE

PLAN ACT (ARPA) FUND
Federal funds for eligible expenditures related
to COVID-19 or a negative economic impact,
premium pay for eligible workers, government
services to the extent of revenue losses, and
investments in water, sewer, and broadband
infrastructure.

Modified Accrual
Special
Revenue Fund 160 SEWER FUND
Funds derived from a sewer service charge
and miscellaneous service charges are spent
on the Sewer Department and capital sewer
projects.

Modified Accrual
Special
Revenue Fund 161 STORM DRAIN
Funds derived from a portion of the six percent
Utility User Tax and miscellaneous service
charges are spent on the Sewer/Storm Drain
Department and capital projects.

Modified Accrual
Special
Revenue Fund
170 ASSET FORFEITURE
FUND
Funds seized as a result of illegal activity and
forfeited to the Police Department. Funds must
be used for law enforcement purposes to
supplement, not replace or decrease existing
appropriations.

Modified Accrual
Special
Revenue Fund
180 FIRE PROTECTION
FUND
Fire flow fees collected are used to upgrade
and enhance the fire flow capabilities of the fire
protection system.

Modified Accrual
Special
Revenue Fund 190 RTI FUND
Funds derived from the easement agreements
to use the beach and public rights of way with
RAM Telecom International, Inc. IRTI) for up to
six trans-Pacific undersea fiber-optic cable
systems. Funds are unrestricted as to use.

Modified Accrual
Special
Revenue Fund 191 RTI TIDELANDS FUND
Funds derived from the easements
agreements to use tidelands and submerged
lands with RTI for up to six trans-Pacific
undersea fiberoptic cable systems. Funds are
restricted to use in the tidelands.

Modified Accrual
Special
Revenue Fund
201 LEASE REVENUE

BONDS FUND
Funds for debt service on bonds issued in
2015 for payment of an oil settlement. Bonds
were refunded in 2020.

Modified Accrual
Special
Revenue Fund
301 CAPITAL

IMPROVEMENT FUND
Funds set aside for Capital Improvement
Projects. Modified Accrual
Special
Revenue Fund
313 GREENWICH

VILLAGE NORTH UTILITY

UNDERGROUND

IMPROVEMENT FUND
Funds used to account for special assessment
collections for the Greenwich Village North
Utility Underground project
Modified Accrual
23

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Description of City Funds
Continued
Understanding the Budget 2024-25 : City Funds, page 3
Fund Type Fund Name Description Basis of Accounting
and Budgeting
Agency Fund
609 BAYVIEW DRIVE

ASSESSMENT DISTRICT

REDEMPTION FUND
This fund is used to account for special
assessment collections and debt service for
the Bayview Drive Assessment District Bonds.

Modified Accrual
Agency Fund
610 LOWER PIER

DISTRICT REDEMPTION
FUND
This fund is used to account for special
assessment collections and debt service for
the Lower Pier Avenue Assessment District
Bonds.

Modified Accrual
Agency Fund
611 BEACH DRIVE

ASSESSMENT DISTRICT

REDEMPTION FUND
This fund is used to account for special
assessment collections and debt service for
the Beach Drive Assessment District Bonds.

Modified Accrual
Agency Fund
612 BEACH DRIVE

ASSESSMENT DISTRICT

RESERVE FUND
This fund is used to account for a reserve set
aside for the Beach Drive Assessment District
Bonds.

Modified Accrual
Agency Fund 617 MYRTLE AVENUE

ASSESSMENT FUND
This fund is used to account for special
assessment collections and debt service for
the Myrtle Avenue Utility Undergrounding
District Bonds.

Modified Accrual
Agency Fund 618 LOMA DRIVE

ASSESSMENT FUND
This fund is used to account for special
assessment collections and debt service for
the Loma Drive Utility Undergrounding District
Bonds.

Modified Accrual
Agency Fund 619 BAYVIEW DRIVE

RESERVE FUND
This fund is used to account for a reserve set
aside for the Bayview Drive Assessment
District Bonds.

Modified Accrual
Internal Service
Fund 705 INSURANCE FUND
The Insurance Fund is an Internal Service
Fund which pays all costs of liability, workers’
compensation, unemployment, and property
insurance with funds generated by service
charges to all departments. Service charges
are calculated based on separate formulas for
each type of insurance. The City Council’s goal
for net assets is $3,000,000. (See Appendix for
replacement schedules)
Accrual
Internal Service
Fund
715 EQUIPMENT

REPLACEMENT FUND
The Equipment Replacement Fund is an
Internal Service Fund established to provide
ongoing funds to replace assets at the end of
the asset’s useful life. Vehicles, heavy
equipment, communications equipment
(computers and radios) and business
machines are included in the fund. In 2010-11
user charges were added for maintenance of
City buildings. The City Council’s goal for net
assets is the “accumulated amount” calculated
and shown in the Equipment Replacement
Schedules. (See Appendix for replacement
schedules)
Accrual
24

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City Organizational Chart
25

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Budget Award
26

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Revenue for FY 2024–25 is up 3 percent over FY 2023–24. All of the City’s largest revenue sources, property tax, transient occupancy tax, sales tax and utility users tax are faring well as the pandemic has come to a close.

Unspent funds of $729,769 remain from the Midyear 2023–24 Budget and will be recommended for use to meet target goals for certain funds per adopted financial policies. Recommendations for use of those funds, along with unspent funds anticipated at the end of the 2023–24 fiscal year are detailed later in this overview with the budget balancing actions.

The past three annual budgets have been balanced with the use of American Rescue Plan Act (ARPA) funds.

The City used the last of the $4.3 million in ARPA funds in FY 2023 –24. The FY 2024–25 Budget was balanced without the use of contingency or “rainy day’ funds. Council approved the increase to the level of contingency funds from 16 percent of operating budget to 20 percent in the FY 2023–24 Budget and the FY 2024–25 maintains the contingency balance at 20 percent.

The City Manager is recommending supplemental department requests of $299,532 and position requests of $524,363 from the General Fund. The Preliminary Budget recommends the reorganization of several departments, which would increase the overall authorized full-time positions by one. Details of those follow later in this overview. Reports of supplemental requests and personnel requests for full-time and part-time personnel may be found in the Appendix.
2024-25 Revenue Trends and Assumptions
Since the General Fund pays for the majority of operating expenses (82 percent), analysis of revenue and expenditures herein focus on that fund. Most of the revenue in the other funds comes either from grants, onetime funds, or funds which are restricted by use; therefore, an overall comparison is not meaningful.

Total revenue for the General Fund is estimated at approximately $54.3 million. Revenue for FY2024–25 is estimated to increase three percent over FY 2023–24 as shown in the table below.

Budget Overview
2024-25 Budget
27

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General Fund Revenue Summary
001 General Fund Revenue
Revenues
Taxes $36,926,342 $39,120,676 $39,762,744 $642,068 2%
Licenses And Permits $1,049,519 $765,742 $829,966 $64,224 8% Fines & Forfeitures $1,431,512 $1,621,950 $1,739,040 $117,090 7% Use Of Money & Property $1,317,705 $1,480,603 $1,704,063 $223,460 15% Intergovernmental/State $120,277 $220,738 $139,944 -$80,794 -37% Current Service Charges $7,567,352 $9,293,427 $9,957,984 $664,557 7% Other Revenue $153,818 $157,086 $122,351 -$34,735 -22%
REVENUES TOTAL $48,566,525 $52,660,222 $54,256,092 $1,595,870 3% Taxes
Since Taxes represent 73 percent of General Fund revenue, a discussion of the largest tax sources follows.

Secured Property Tax. Secured property taxes, shown in the chart below, represent 37 percent of General Fund revenue. The assumed increase is estimated at 4 percent or $801,723 for 2024–25; growth is projected at 8.1 percent for 2023–24. Actual increases for the previous four years were 6 percent, 5 percent, 7 percent, and 6 percent. Growth expected for 2024-25, is expected to be lower since sales volumes have cooled even though prices are holding up. Higher interest rates continue to impact sales as well.

The tax rate is 1 percent of the assessed valuation. Property taxes are remitted to the County and then distributed by the County to each city. The Los Angeles County Assessor releases the assessment roll in July each year, however cities do not know their actual tax levy until December.

Secured Property Tax
Visualization
2020-21 Actual2021-22 Actual2022-23 Actual2023-24
Revised Budget
2024-25
Budget
Fiscal Year

0.0 5.0M

10.0M

15.0M

20.0M
Dollars
Current Year Secured
Sort By Chart of Accounts 
16,249,218 17,001,253 18,040,397 19,508,335 20,310,127
16,249,218 17,001,253 18,040,397 19,508,335 20,310,127
Current Year Secured
Total
2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Revised Budget 2024-25 Budget 22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
28

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Transient Occupancy Tax (TOT). Transient occupancy tax or “hotel tax” represents 9 percent of General Fund revenue. Occupancy for the first seven months at 69.4 percent is lower than last year’s occupancy of 74.3 percent for the same period. Due to the decline in occupancy, TOT is estimated to decrease by 1 percent in FY 2024–25.

The TOT tax rate increased from 12 percent to 14 percent on January 1, 2020 as a result of the passage of Measure H on the November 5, 2019 ballot. In addition tax rate increase in 2020, a new boutique hotel opened downtown in October 2020, seven short-term vacation rental locations with a total of 17 rental units were approved in the commercial district since March 2021 and a new hotel opened April 2023, all of which have helped contribute to the projected 57 percent growth since 2018–19.

Hotels are generally the highest revenue-producing use for the city for property in Hermosa Beach. An advantage of the transient occupancy tax as a local revenue source is that it is paid by visitors, rather than residents, to help maintain our city services and the tax is collected by and stays in Hermosa Beach rather than going to the State or County coffers first.

Transient Occupancy Tax
Visualization
2020-21 Actual2021-22 Actual2022-23 Actual2023-24
Revised Budget
2024-25
Budget
Fiscal Year

0.0 1.0M

2.0M

3.0M

4.0M

5.0M
Dollars
Transient Occupancy Tax
Sort By Chart of Accounts 
Sales Tax. Sales tax is estimated at $3.8 million, a 2 percent decrease from 2023–24 Budget.

Sales tax data lags by one quarter since the State collects the revenue for cities and makes the detailed data available on a quarterly schedule. The 2024–25 estimate is based on a forecast by our consultant for each business type and each quarter.
2,552,964 4,730,760 5,151,136 5,168,328 5,092,622
2,552,964 4,730,760 5,151,136 5,168,328 5,092,622
Transient Occupancy Tax
Total
2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Revised Budget 2024-25 Budget 29

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Sales Tax
Visualization
2020-21 Actual2021-22 Actual2022-23 Actual2023-24
Revised Budget
2024-25
Budget
Fiscal Year

0.0 1.0M

2.0M

3.0M
Dollars
Sales Tax
Sort By Chart of Accounts 
3,192,853 3,848,960 3,621,875 3,858,624 3,800,000
3,192,853 3,848,960 3,621,875 3,858,624 3,800,000
Sales Tax
Total
2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Revised Budget 2024-25 Budget The highest revenue is generated by the Eating/Drinking Places category at 31 percent of the total. The category decreased by 3 percent from the previous year. The second highest revenue producing category is the County and State Pool that represents almost 19 percent of the total and increased 12 percent. Auto Dealers and Supplies increased 32 percent.

The City of Hermosa Beach and Redondo Beach have a tax sharing agreement for the dealership located in both cities. The revenue is shared relative to the portion of the dealership located in each city. Tax filings by the dealer have been inconsistent but the State is assisting in assuring each city receives its fair share.

Sales Tax by Class, July 2023 - December 2023
30

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Sales Tax Comparison by Geographic Area
As shown above, revenue from the Downtown geographic area produces 48 percent of revenue and the PCH geographic area produces 39 percent.

Sales tax represents 10 percent of total General Fund revenue. The sales tax rate for Los Angeles County is currently 9.5 percent distributed as follows: 6.25 percent State; Proposition A Transportation .5 percent; Proposition C Transportation .5 percent; Measure R Transportation .5 percent; Measure H (Los Angeles County Homeless Programs) .25 percent; Measure M (Los Angeles County Traffic Improvement Plan) .5 percent; City of Hermosa Beach 1 percent (or city point of sale, generally). This means that the City receives 1 percent of each dollar, or $1 for each $100 in sales that are taxable.

Utility User Tax
Visualization
2020-21 Actual2021-22 Actual2022-23 Actual2023-24
Revised Budget
2024-25
Budget
Fiscal Year

0.0 500.0K

1.0M

1.5M

2.0M

2.5M
Dollars
Utility User Tax
Sort By Chart of Accounts 
2,171,538 2,369,269 2,761,918 2,782,472 2,761,918
2,171,538 2,369,269 2,761,918 2,782,472 2,761,918
Utility User Tax
Total
2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Revised Budget 2024-25 Budget 31

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Utility User Tax. Revenue for the UUT is estimated to be down by 1 percent for FY 2024–25. Actual increases for the previous four years were 17 percent, 9 percent, 4 percent, and -5 percent Utility User Tax (UUT), which applies to use of electricity, gas, water, video (cable), and telecom comprises 5 percent of General Fund revenue. $700,000 of the revenue is transferred annually to the Storm Drain Fund for operations and maintenance.

Historical Note: Voters, in November 2007, realizing the importance of this revenue source to the City, approved a modernized UUT ordinance by a 72 percent margin to ensure continued collection of the UUT as technology changes the way UUT is applied to services. Voters also approved a reduction of the rate for video and telecom from 6 percent to 5.5 percent to keep revenue neutral. The rate on electricity, gas and water remains at 6 percent.

Non-Tax Revenue
Licenses and Permits are estimated to increase by 8 percent or $64,224 primarily due to estimated increases to building, electric, and plumbing permits.

Fines and Forfeitures are estimated to increase by 7 percent or $117,090. Court Fines/Parking have been on the decline due to unfilled positions and staff performing emergent quality of life duties other than parking, such as animal control (dogs on the beach and dogs off leash at city parks) and e-bike violations. The proposed restructuring and staffing changes outlined later in the budget overview aims to prioritize the management of the City’s limited parking resources to ensure equitable access. Parking fines are estimated to increase by 6 percent.

Administrative fines are estimated to increase due to increased enforcement of animal control regulations and other code enforcement.

Use of Money and Property is estimated to increase by 15 percent or $223,460 due in part to higher interest rates on investments. Community Resources also estimates higher Community Center Rental and Theater Revenue. The increase could be attributed to the efforts of the Senior Recreation Supervisor on enhancing the awareness of the theatre through the return of marketing materials for upcoming shows and enhancing the theatres policies and procedures following feedback from the renters, as well as more renters comfortability returning post COVID-19. Two positions dedicated to special events and filming are also recommended in the FY 2024–25 Budget, which is anticipated to increase special events and filming revenue.

Intergovernmental/State revenue shows a decrease of 37 percent primarily due to one-time mandated costs received in 2023–24 for multiple years. Unreimbursed mandated costs will be reimbursed as funds are available at the state level.
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Current Service Charges are estimated to increase by almost $664,557 or 7 percent due to changes in the following accounts:

Outdoor Dining Encroachment Permits are estimated to increase by $181,627 primarily due to the fee structure approved in 2022–23 by City Council. 2024–25 will be year two of the three-year fee implementation.

Temporary permits were allowed during the pandemic however businesses will now have to reapply for permits to become permanent. Many modifications to outdoor dining rules have been made by City Council.

Outdoor dining permits, which were previously combined with other encroachment permits are now shown in a new account which has been established in the General Fund with the account number 6890 on the Revenue Detail by Fund Report.

The City Council approved an increase in Residential Parking Permits at the end of 2022-23, which had not been changed since 2008, and adopted new regulations to disincentivize the saturation of parking permits and improve parking for all residents. Permits are estimated to increase by $52,744. Parking lot and other permits in the business district were also increased.

In 2023–24 Parking meter rates on streets and in downtown lots were increased from $1.25 per hour to $2.00 per hour. From 8:00 p.m. to 2:00 a.m. rates were increased from $1.50 per hour to $2.50 per hour. These changes will likely result in an increase of $1.1 million in 2023-24 with an additional four percent in 2024-25.

Other Revenue is estimated to decrease by -$34,735 or 22 percent. The City does not budget for the Refunds/Reimbursements Previous Year and Contribution Non-Government accounts in advance. 2024-25 Budget Overview : Balancing Summary
Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes General Fund Summary of Budget Balancing Actions for 2024-25 Revenue 54,256,092
Transfers In
20,557
419,382
439,939
Appropriations (51,979,527)
Transfers Out (1,805,256)
Changes to Fund Balance 77,426
Available General Fund Balance 988,674
Changes in Appropriations
Supplemental Requests (299,532)
Position Requests (524,363)
Change in Fund Balance Reserves
Changes to Contingency Balances (164,779)
Projected Unrestricted Fund Balance for 6/30/2025 0
Additional Proposition A Open Space Transfers
Recurring Transfers
The balancing summary above indicates a balance of $988,674 remaining after considering revenue assumptions and transfers in and out. Supplemental requests from departments and position requests are funded at levels shown. Details are provided in the Appendix.

As a part of the Midyear Budget Review on February 27, 2024, staff recommended assigning the unspent General Funds from Midyear 2023–24 of $729,769 in for the 2024–25 Budget process, at which time it would be determined if the funds need to remain in the General Fund or should transfer to meet funding goals, in accordance with the City’s financial policies.

Staff recommends that unspent funds remaining from Midyear 2023–24 be used for the following:
$337,424 to increase the fund balance in the Equipment Replacement Fund to the funding goal. 33

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6/30/2024 is below the goal, however claims liabilities in the Insurance Fund will be updated when the actuarial reports provided by the insurance pool actuary are received in June 2024. If funds are still available after reaching the Insurance Fund goal amount, it is recommended that the remaining funds be transferred to the Capital Improvement Fund for future CIP funding needs.

Personnel Changes
The following personnel changes occurred during the 2023-24 fiscal year. 2024-25 Budget Overview : Personnel Changes
Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes During Fiscal Year 2023-2024
Department Position Comments
City Clerk Office Assistant Reclassified the Part-Time/Temporary Office Assistant to Full-Time/Permanent
City Manager Intern New part-time/temporary position to assist with development and implementation of City
programs, public communications,
management level special projects, and
research and analysis as needed.

Finance Finance Manager Reclassified the Accounting Manager to Finance Manager
Senior Finance Analyst Added one Part-Time/Temporary Senior Finance Analyst at Midyear
Public Works Senior Engineer Reclassified one Associate Engineer to Senior Engineer
The following personnel changes are included in the 2024–25 Budget:
2024-25 Budget Overview : New Full-Time/Permanent Positions Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes 2024-2025 Budget
New Full-Time/Permanent Positions
Department Position Comments
Community Resources Lead Special Events and Filming
Coordinator
New, full-time/permanent position. Will
process special event permits and still photo
and filming permits for non-profit and
commercial organizations on City property.

Special Events and Filming
Coordinator
New, full-time/permanent position. Will assist
the new Lead Special Events and Filming
Coordinator in processing special event
permits and still photo and filming permits for
non-profit and commercial organizations on
City property.

Police Department Lieutenant New, full-time/permanent position. The new Lieutenant will allow the Police Department to
restructure job assignments.
2024-25 Budget Overview : Part-Time/Temporary Positions Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes Part-Time/Temporary
Department Position Comments
Police Department Community Services Officers Two additional part-time/temporary Community Services Officers to assist with
parking enforcement duties throughout the
week and other responsibilities.
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2024-25 Budget Overview : Other Position Changes Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes Published by Google Sheets – Report Abuse – Updated automatically every 5 minutes Other Position Changes
Department Position Comments
Administrative Services Administrative Services Director Reclassify the Finance Director to Administrative Services Director. The
Administrative Services Director will oversee
Finance and Human Resources.

Revenue Services Supervisor Reclassify the Finance Cashier Supervisor to Revenue Services Supervisor (title change
only).

Community Resources Community Resources Director Reclassify the Comunity Resources Manager to Community Resources Director.

Human Resources Human Resources Manager Reclassify the Human Resources Manager from the Management Group to the
Unrepresented Group.

Police Department Police Sergeant Eliminate one Police Sergeant position.

Community Services Manager Eliminate the Community Services Manager position.

Expenditures
General Fund Expenditure Summary
001 General Fund Expenses
Expenses
Operating
Salaries and Benefits $24,159,859 $27,343,045 $29,725,535 $2,382,490 9% Contract Services $13,018,140 $15,930,081 $15,252,251 -$677,830 -4% Materials/Supplies/Other $6,300,139 $7,391,583 $7,825,636 $434,053 6% Equipment/Furniture $121,141 $124,179 $0 -$124,179 -100% OPERATING TOTAL $43,599,278 $50,788,888 $52,803,422 $2,014,534 4% Capital
Contract Services $52,611 $247,389 – -$247,389 -100%
CAPITAL TOTAL $52,611 $247,389 – -$247,389 -100%
EXPENSES TOTAL $43,651,889 $51,036,277 $52,803,422 $1,767,145 3% Overall expenditures in the General Fund are budgeted at $52.8 million. This equates to a four percent increase over 2023–24. Expenditures for each department are presented in the department budget sections that follow later in the document.

The Salaries and Benefits comparison above shows an increase of approximately nine percent to the 2023–24 Budget. Personnel changes are explained under the Personnel heading.

Contract Services/Private shows a decrease of $578,358 or 4 percent. This decrease is due to one-time funds in the 2023–24 Revised Budget that were reappropriated from 2022–23 making the 2023-24 total higher. The overall increase in Contract Services/Private from the 2023–24 Adopted Budget without reappropriations is $102,874 or 1.6 percent.

Contract Services/Government is unchanged at $8.3 million. FY 2024–25 will be the 8th year of the contract with Los Angeles County Fire. For reference, the contract states that during the initial 5-year period, the Annual Fee Limitation shall not exceed 4 percent per fiscal year. During the 6th year, the Annual Fee Limitation shall be the average of the immediately preceding 4 years' percentage increases in the Actual Annual Fee plus 1 percent.

During the 7th year and each subsequent fiscal year, the Annual Fee Limitation shall be the average of the immediately preceding 5 years' percentage increases in the actual Annual Fee plus 1 percent. 22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
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where the annual fee is under the annual cap, the City is required to pay down the annual fee limitation excess rolled over from prior years, the City paid an additional $357,929 that accumulated since the start of the contract in December 2017. This resulted in only a slight decrease to the City’s 2023–24 overall payment of $17,837.

The maximum annual fee for FY 2024–25 is $6,711,571, which is a 5.87 percent increase over the 2023-24 annual fee, but only a $14,197 from the FY 2023–24 total payment of $6,697,374, which includes both the annual fee and paying down the excess rolled over from prior years. It is not anticipated that the annual payment will remain flat as it is for 2024–25 but will continue to increase by 5.5 to 6 percent over the remainder of the contract. See the Five-Year Forecast for more information.

Materials/Supplies/Other increased by 6 percent primarily due to Insurance User Charges, which represent the cost of General Liability, Worker’s Compensation, Auto/ Property/Bonds, and Unemployment claims liability and insurance incurred in the Insurance Fund and allocated to the departments. The City of Hermosa Beach terminated coverage with Independent Cities Risk Management Authority (ICRMA) on June 30, 2023 and joined California Joint Powers Insurance Authority (CJPIA) effective July 1, 2023. The City of Hermosa Beach joined CJPIA because the total premium costs remained lower than the estimated total cost of coverage with ICRMA. In addition to the cost-benefit, CJPIA offered risk management support and access to risk management resources, provided the best value in terms of mitigating the City’s level of risk and liability while delivering high quality risk management training and loss control services There are ongoing costs from ICRMA associated with exiting the pool; claims administration, liability assessment through FY2026-2027, and exiting administrative fees through FY2025-2026. The final premium amounts for FY 2024-2025 are still pending, however, CJPIA suggested the City conservatively estimate a 20 percent increase for liability and workers compensation programs, and 25 percent increase for the property programs. During this last year, the City has utilized the resources CJPIA has to offer. City staff has attended multiple CJPIA hosted trainings, summits and academics, with positive feedback.

These training resources are all at no-cost to the City. Staff has also utilized the designated Senior Risk Manager to assist with various risk management tasks and projects For 2024–25, $239,982 is provided in the General Fund account Prospective Expenditures for unanticipated expenditures.

Equipment purchases are not generally budgeted from the General Fund. Equipment is usually budgeted in the Equipment Replacement Fund, which is why there is a 100 percent decrease in that category in the General Fund.

Personnel. As a service business, most of the City’s costs are in personnel (56 percent of General Fund).

Personnel costs are 9 percent higher than the 2023–24 Budget.

Regular salaries are estimated to increase by 5.4 percent. As listed in the Personnel Changes section of this overview, two new full-time permanent employees are recommended in the 2024–25 Budget, two full-time permanent positions would be eliminated, four positions would be reclassified, and three part-time positions would be added in addition to continuing the part-time temporary positions included in the 2023–24 Budget.

Two full-time permanent positions would be added to the Community Resources department to create a Special Events and Filming Division. The Lead Special Events and Filming Coordinator and Special Events and Filming Coordinator roles would work with other city departments to process special event permits, still photo and filming permits, and for non-profit and commercial organizations on City property. Additionally, the Community Resources Manager would be reclassified to Community Resources Director to reflect the increased responsibilities and complexity of duties.

The Police Department would add one full-time permanent Lieutenant position, which would oversee the Community Services Division. One Sergeant position would be eliminated and the Community Services Manager position, which has been vacant since 2022 would also be eliminated. Two additional part-time Community Services Officers (CSO) would be added, bringing the total number to four part-time CSOs. 36

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It is recommended that the Finance Director position be reclassified to Administrative Services Director. The Administrative Services Director would still oversee City-wide financial activities and advise the City Council, the City Manager, and Department Directors on matters involving the City’s budget and fiscal affairs and practices. In addition, the newly reclassified position would oversee the human resources and risk management functions of the City. The Finance Cashier Division will be retitled to Revenue Services as an updated and more representative indication of services. As such, the Finance Cashier Supervisor will be reclassified as Revenue Services Supervisor which is a title change only. The Human Resources Manager would be reclassified from the Management Group to Unrepresented.

The City entered into three-year Memorandums of Understanding (MOU’s) with all employee labor groups in FY 2022–23. Year three salary increases ranging from 2.5 percent to 3 percent are budgeted. Additionally, regular step increases are budgeted for employees who have been with the City less than five years and whose performance meets expectations. The City also continues to budget for signing and retention bonuses in order to hire and retain quality staff in a competitive job market.

Medical benefits are assumed to increase 11.9 to 13.9 percent, depending on the plan, and Employee Assistance Program (EAP) by 3 percent in January 2025 based on estimated information from the City’s insurance broker.

The estimate is usually conservative so actual increases are typically lower. The budget reflects a 4.9 percent increase in benefit costs due to the effective date of the increases, the City’s cap on medical contributions, and the current employees’ plan elections.

Retirement. Retirement costs are budgeted to increase by 23 percent, primarily due to increased unfunded actuarial liability payments. CalPERS reported a -6.1 percent return on investments for 2021-22 which affects the rate for fiscal year 2024–25 . If the investment return does not cover the unfunded actuarial liability, cities must make up the difference. The City continues to budget for the prepayment of the annual unfunded liability payment, a savings of 3.3 percent over making monthly payments.

Changes from Previous Year’s Valuation
On July 12, 2021, CalPERS reported a preliminary 21.3 percent net return on investments for FY 2020–21. Since the return exceeded the 7 percent discount rate sufficiently, the CalPERS Funding Risk Mitigation policy allows CalPERS to use a portion of the investment gain to offset the cost of reducing the expected volatility of future investment returns. Based on the thresholds specified in the policy, the excess return of 14.3 percent prescribes a reduction in investment volatility that corresponds to a reduction in the discount rate of 0.2 percent, from 7 percent to 6.8 percent.

On November 17, 2021, the board adopted new actuarial assumptions based on the recommendations in the November 2021 CalPERS Experience Study and Review of Actuarial Assumptions. This study reviewed the retirement rates, termination rates, mortality rates, rates of salary increases, and inflation assumption for public agencies. These new assumptions are incorporated in the 2021 actuarial valuations, which impacts the required contribution for FY 2023–24. In addition, the board adopted a new strategic asset allocation as part of its Asset Liability Management process. The new asset allocation along with the new capital market assumptions and economic assumptions support a discount rate of 6.8 percent. This includes a reduction in the price inflation assumption from 2.5 percent to 2.3 percent. These changes in policies also affect retirement rates.

Historical Note: Side fund accounts for Fire, Police and Miscellaneous employees (as defined by CalPERS) were created when CalPERS made the decision to pool small cities in the 2003 actuarial valuation. The City’s unfunded liability at that time was put into a separate account, called a “side fund”, with amounts owed amortized over approximately 15 years. The amount has been paid over that time as part of our retirement contribution which is expressed as a percent of payroll. As the rates have dropped after the side funds have been paid off, rates decline. With the 2018-19 Financial Plan, City Council approved utilizing the side fund savings toward stabilizing our rates and depositing the funds to a retirement trust.

In the 2019–20 Budget, the City set aside $829,060 of the savings from the Police side fund paying off. The City also has an additional $1,021,575 in retirement stabilization funds set aside, to eventually be placed in a retirement trust. Due to the sudden economic uncertainty during the COVID-19 pandemic, no additional funds 37

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Funding for Retiree Health Benefits. A new actuarial study was completed in April 2023 (June 30, 2021 Actuarial Valuation Date). Funds for the Annual Required Contribution (ARC) for these benefits as determined by the actuarial study are adjusted for the current budgeted salaries and are included in the budget. The contributions for 2024–25 will decrease by 27 percent due to the funding status of the OPEB trust. Based on the latest actuarial report, it is recommended that the City contributes only for the following employee groups: Police, Police Management, and Unrepresented. Having started putting funds aside for funding of these benefits in 2003-04, the City is 110 percent funded as of 2021. A new actuarial report will be completed in 2024.

Historical Note: As of August, 2007, the City placed funds for the OPEB costs in an irrevocable trust, although the City had been setting funds aside for OPEB since 2002-03. Higher investment earnings should be realized over time since the trust is structured as legally distinct from the city, and therefore not subject to the legal restrictions placed on city investments. Earning a higher rate of interest reduces our Annual Required Contribution. Separate investment policies exist for the trust.

A new reporting requirement for Other Post-Employment Benefits (OPEB), GASB (Governmental Accounting Standards Board) 75, Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions, was effective for the Annual Comprehensive Financial Report (ACFR) for fiscal year 2017-18. GASB 75, as it is called, parallels the recently implemented standards for reporting retirement costs. Similar to the changes for pension reporting, GASB 75, impacts financial reporting only, and does not change the way the City funds its OPEB. By funding the Annual Required Contribution, and setting aside funds in a trust, the City is meeting its contribution requirement, as we do with CalPERS.

Insurance Fund. The City’s established goal for net assets in the Insurance fund is $3,000,000. After the recommended transfer of $392,345 from the Midyear 2023–24 unspent funds, the projected balance at 6/30/2025 is under the goal at $2,698,566. The claims liabilities in the Insurance Fund will be updated based on the most recent actuarial reports provided by the insurance pool actuary at year end. If the balance in the Insurance Fund is lower than the $3 million goal once the claims liabilities are recorded, it is recommended that the funds left unspent in the General Fund at 6/30/2024 be transferred to the Insurance Fund to bring the total back to the goal amount.

Claim levels are reviewed as part of the preparation of the Annual Comprehensive Financial Report (ACFR) and at Midyear Budget Review.

Equipment Replacement Fund (ERF). The Police Department is requesting the replacement of three vehicles for Police and two vehicles for Community Services. The Vehicle Replacement Schedule may be found in the Appendix. Communications equipment (including computers and peripherals) and business machines are budgeted as scheduled. The schedules for these are also found in the Appendix. Public Works is also requesting 38

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to purchase two electric carts as transportation for necessary fieldwork. This request is in lieu of requesting fullsize vehicles and is a greener alternative. $553,394 has been set aside through department charges for building maintenance in the Equipment Replacement Fund. After the recommended transfer of $337,424 from 2023-24 Midyear unspent funds in the General Fund to cover supplemental requests and to bring the fund up to its funding goal, the projected balance in the fund is $3,862,768.

Capital Improvements. The Capital Improvement Program includes funds budgeted for 2024–25 and a FiveYear Capital improvement Plan that includes a list of unfunded capital needs. The Capital Improvement Program totals $28.4 million for 2024–25, which includes $18.4 million in estimated carryover funds from 2023–24. The prior year funding column on the Capital Improvement Program Summary represents projects that are underway. $10 million in new funds is budgeted.

Of the new funds, $3,043,515 is budgeted for Street Improvements, $1,129,764 for Sewer and Storm Drain Improvements, $870,000 in Park Improvements, and $4,945,480 for Public Building and Grounds Improvements. The details may be viewed in the Capital Improvement Plan 2024–25 section.

Capital Improvement Fund. The Capital Improvement Fund has also been funding payments to L.A. County Fire for the renovation of the Fire Station, which cost $2,033,671. The payments were spread over five years, starting January 2018 and ending December 2023.

As mentioned in the General Fund Budget Balancing Actions earlier in the overview, once the Insurance Fund is brought up to its funding goal, staff recommends that any unspent funds from FY 2023–24 be transferred to the Capital Improvement Fund to provide funding for CIP funding requests.

The Capital Improvement Fund has funds reserved for construction of a Corporate City Yard. The amount set aside to date is $1,889,278. The amount reserved for Capital Faculties is $841,393. After accounting for the reserve funds and prior to a year end transfer of funds, the estimated fund balance as of June 30, 2025 would be $1,692.

Performance Measures.

Using performance measurement for decision making is a generally accepted best practice and a management pillar recommended by the Government Finance Officers Association (GFOA). GFOA recommends that program and service performance measures be developed and used as an important component of long-term strategic planning and decision making which should be linked to governmental budgeting.

In 2014, the City established performance measures for the following departments/divisions: City Clerk, City Treasurer, Community Development, Community Resources, Finance, Fire and Emergency Management Services (EMS), Human Resources, Information Technology (listed in the City Manager Department Equipment Replacement Fund), Police and Public Works. Performance measure dashboards displaying key departmental metrics and goal achievement over the past four fiscal years are included at the front of each respective department’s budget section. Trend assessments are provided to indicate areas where performance is trending positively (marked in green), negatively (marked in red) indicating a need for the City to redirect effort and resources, or neutral (marked in white). To describe year-over-year changes where “Positive” or “Negative” might not be appropriate, “Increasing” or “Decreasing” trend assessments (marked in white) are assigned. An example of where this may be applicable is, in past years, an increase in Community Resources expenditures per capita may have been assessed as “Negative” when, in fact, the change may actually be attributed to increased recreation program participation with corresponding revenues. Therefore, the trend assessment is better reflected as “Increasing.”
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Finally, where a performance measure goal has been “met or exceeded”, a check-mark (ü) is used instead of a trend assessment.

Budget Highlights
Many items included in the budget that reflect City Council adopted goals and other items of note are:

Presentation of a Capital Improvement Plan for 2024–25 and Five-Year Capital Improvement Program to identify the city’s longer term funded infrastructure needs. A total of $28.4 million is funded with $10 million in new funding. As a part of the budget balancing process, all proposed CIPs were reviewed, and changes were made to prioritize the use of restricted funds and reduce the use of discretionary funds. A City Council Study Session was held on April 18, 2024 for a separate review of the Capital Improvement Projects.

Fire Services. As previously mentioned, the annual payment to the County is only estimated to increase by $14,197 in 2024–25. Final payments to L.A. County Fire for the remaining six payments for renovation of the fire facility were made in 2023–24. The fire equipment conversion costs ended in FY 2022–23. Payments for fire facility renovation and equipment conversion costs were spread over five years as a part of the agreement when Fire Services transferred to the County.
$686,161 is transferred from the General Fund for debt service related to the oil settlement (Lease Revenue Bonds). The 2015 Lease Revenue Bonds were refunded in 2020–21, saving approximately $1 million over the life of the bonds. The bonds will be paid off in December 2035. See the Appendix for debt service payment schedules.

A facilitator is added to the City Council budget for the City Manager evaluation process.

Consulting services for election ballot measure preparation is added to the City Manager’s budget to provide ballot measure preparation/communication services for the next Local and Municipal Election in November 2024.

Marine Mammal Care Center public- private partnership is included in the City Manager’s budget. In order to provide adequate public safety, timely response, and invaluable care for the variety of marine mammals – including many species of cetaceans and pinnipeds, that are stranded or in distress on beaches throughout LA County – the Marine Mammal Care Center (MMCC) is seeking to formalize a public-private partnership through a service contract and annual appropriation from each member of the South Bay City Council of Governments (SBCCOG).

Contract services funds for the Safety Element Update, environmental review for advance planning projects, and the Local Coastal Program Update are included in the Community Development Budget.

Included in the Police Department’s Budget are funds for the following items, which will be funded from the Supplemental Law Enforcement Services Fund (SLESF) and Asset Forfeiture Funds:

Less Lethal Weapons
eCite Machines
Officer Resting Quarters
Vehicle Pursuit GPS Tracking Device System
Property and Evidence Room Upgrades
Two level three electric chargers will be installed on Bard Street, primarily funded by the Air Quality Management District (AQMD) Fund.

The rental cost of specialized equipment to maintain the outfalls during storm events will be split between the General Fund and the Storm Drain Fund.
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Replacement of five vehicles, three for Police and two for Community Services. Additionally, two new electric carts are requested for Public Works staff in lieu of additional full-sized vehicles. All vehicles are budgeted from the Equipment Replacement Fund.

Included in the Equipment Replacement Fund are funds for digitizing and records management, a new agenda management platform, replacement laptops for the Emergency Operations Center (EOC), cyber security services, Community Center security and safety upgrades, CNG vehicle repairs and tank and fuel station inspections.
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2024-25 Budget Summary : Page 1
Major Fund Special Revenue Funds

LIGHTING

GENERAL LANDSCAPING STATE GAS

FUND FUND TAX FUND
001 105 115

ESTIMATED REVENUE
Taxes $39,762,744 $461,555 $0
Licenses/Permits $829,966 $0 $0
Fines/Forfeitures $1,739,040 $0 $0
Use of Money/Property $1,704,063 $3,366 $49,735
Intergovernmental/State $139,944 $0 $1,047,031
Intergovernmental/County $0 $0 $0
Intergovernmental/Federal $0 $0 $0
Current Service Charges $9,957,984 $0 $0
Other Revenue $122,351 $0 $0
TOTAL ESTIMATED REVENUE $54,256,092 $464,921 $1,096,766 INTERFUND TRANSFERS IN $439,939 $419,095 $0
ESTIMATED FUNDS AVAILABLE $54,696,031 $884,016 $1,096,766

FUND BALANCE
7/1/24 $15,415,367 $ (25,491) $713,560
TOTAL FUNDS AVAILABLE $70,111,398 $858,525 $1,810,326

APPROPRIATIONS
Operating Budget $52,803,422 $847,471 $150,000
Capital Outlay $0 $0 $0
Capital Improvements- PY $0 $0 $594,701
Capital Improvements $0 $0 700,000
TOTAL APPROPRIATIONS $52,803,422 $847,471 $1,444,701
INTERFUND TRANSFERS OUT $2,535,025 $11,054 $357,865
TOTAL APPROPRIATIONS/TRANSFERS OUT $55,338,447 $858,525 $1,802,566

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $14,772,951 (a) $0 $7,760 (a) CLASSIFICATIONS OF FUND BALANCE:

Restricted Previous Balance Current Balance
General Plan Maintenance Fee $149,099 $0
Nuisance Abatement-Restrooms $14,700
PEG Fees, Cable Franchise $204,414 $241,134
CASp Fees $66,700 $0
Marquee Donation $50,000 $50,000
Committed
In Lieu Fee/ Parking Facility $404,600 $404,600
Assigned
Contingencies $9,979,017 $10,560,684
Reserve for FEMA Claims $1,030,568 $926,345
2022-23 Unspent Funds $0 $0
2023-24 Midyear Unspent Funds $0 $0
Retirement Rate Stabilization $1,021,575 $1,021,575
Retirement Trust $829,060 $829,060
Compensated Absences $294,170 $294,170
Prop A Fund Exchange- Engineer Funding $58,546 $0
21-22 Prop A Fund Exchange- Engineer $128,001 $0
22-23 Prop A Fund Exchange $490,000 $430,683
CIP Carry Forward $0 $0
$14,699,451 $14,772,951
Available Fund Balance 6/30/25 $0 $0 $7,760
Budget Summary
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2024-25 Budget Summary : Page 2
Special Revenue Funds
AB 939 OPEN SPACE TYCO

FUND FUND FUND
117 121 122

ESTIMATED REVENUE
Taxes $0 $0 $0
Licenses/Permits $0 $0 $0
Fines/Forfeitures $0 $0 $0
Use of Money/Property $15,752 $0 $457,587
Intergovernmental/State $0 $0 $0
Intergovernmental/County $0 $96,123 $0
Intergovernmental/Federal $0 $0 $0
Current Service Charges $64,000 $0 $0
Other Revenue $0 $0 $0
TOTAL ESTIMATED REVENUE $79,752 $96,123 $457,587
INTERFUND TRANSFERS IN $0 $0 $0
ESTIMATED FUNDS AVAILABLE $79,752 $96,123 $457,587

FUND BALANCE
7/1/24 $229,296 $ (30,603) $2,094,793
TOTAL FUNDS AVAILABLE $309,048 $65,520 $2,552,380

APPROPRIATIONS
Operating Budget $27,317 $0 $0
Capital Outlay $0 $0 $0
Capital Improvements- PY $0 $0 $1,369,096
Capital Improvements $0 $0 $1,174,832
TOTAL APPROPRIATIONS $27,317 $0 $2,543,928
INTERFUND TRANSFERS OUT $0 $65,520 $0
TOTAL APPROPRIATIONS/TRANSFERS OUT $27,317 $65,520 $2,543,928

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $281,731 $0 $8,452
Available Fund Balance 6/30/25 $281,731 $0 $8,452

PROPOSITION A
43

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2024-25 Budget Summary : Page 3
Special Revenue Funds

PARK/ BAYVIEW DRIVE BEACH DRIVE DISTRICT

RECREATION DISTRICT ADMIN ADMINISTRATIVE

EXPENSE EXPENSE

FUND FUND FUND
125 135 139

ESTIMATED REVENUE
Taxes $57,526 $0 $0
Licenses/Permits $0 $0 $0
Fines/Forfeitures $0 $0 $0
Use of Money/Property $17,683 $317 $221
Intergovernmental/State $0 $0 $0
Intergovernmental/County $0 $0 $0
Intergovernmental/Federal $0 $0 $0
Current Service Charges $0 $0 $0
Other Revenue $60,000 $5,000 $4,000
TOTAL ESTIMATED REVENUE $135,209 $5,317 $4,221
INTERFUND TRANSFERS IN $0 $0 $0
ESTIMATED FUNDS AVAILABLE $135,209 $5,317 $4,221

FUND BALANCE
7/1/24 $298,134 $6,042 $3,895
TOTAL FUNDS AVAILABLE $433,343 $11,359 $8,116

APPROPRIATIONS
Operating Budget $0 $1,800 $1,600
Capital Outlay $0 $0 $0
Capital Improvements- PY $337,046 $0 $0
Capital Improvements $70,000 $0 $0
TOTAL APPROPRIATIONS $407,046 $1,800 $1,600
INTERFUND TRANSFERS OUT $0 $3,000 $2,500
TOTAL APPROPRIATIONS/TRANSFERS OUT $407,046 $4,800 $4,100

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $26,297 $6,559 $4,016
$26,297 $6,559 $4,016

FACILITY TAX
Available Fund Balance 6/30/25
44

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2024-25 Budget Summary : Page 4
Special Revenue Funds

PROPOSITION PROPOSITION

A C MEASURE R

FUND FUND FUND
140 145 146 147

ESTIMATED REVENUE
Taxes $0 $534,912 $443,697 $332,772
Licenses/Permits $0 $0 $0 $0
Fines/Forfeitures $0 $0 $0 $0
Use of Money/Property $0 $18,205 $84,925 $49,645
Intergovernmental/State $0 $0 $0 $0
Intergovernmental/County $0 $0 $0 $0
Intergovernmental/Federal $147,148 $0 $0 $0
Current Service Charges $0 $900 $0 $0
Other Revenue $0 $0 $0 $0
TOTAL ESTIMATED REVENUE $147,148 $554,017 $528,622 $382,417 INTERFUND TRANSFERS IN $0 $0 $0 $0
ESTIMATED FUNDS AVAILABLE $147,148 $554,017 $528,622 $382,417

FUND BALANCE
7/1/24 $3,192 $597,797 $1,109,630 $785,739
TOTAL FUNDS AVAILABLE $150,340 $1,151,814 $1,638,252 $1,168,156

APPROPRIATIONS
Operating Budget $0 $162,858 $320,000 $0
Capital Outlay $0 $0 $0 $0
Capital Improvements- PY $147,148 $0 $738,143 $710,105
Capital Improvements $0 $500,000 $450,000 $380,000
TOTAL APPROPRIATIONS $147,148 $662,858 $1,508,143 $1,090,105 INTERFUND TRANSFERS OUT $0 $0 $0 $0
TOTAL APPROPRIATIONS/TRANSFERS OUT $147,148 $662,858 $1,508,143 $1,090,105

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $3,192 $488,956 $130,109 $78,051 Available Fund Balance 6/30/25 $3,192 $488,956 $130,109 $78,051

COMMUNITY / DEV

BLOCK GRANT
45

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2024-25 Budget Summary : Page 5
Special Revenue Funds

AIR QUALITY

MEASURE M MEASURE W GRANT IMPROVEMENT

FUND FUND FUND FUND
148 149 150 152

ESTIMATED REVENUE
Taxes $377,141 $158,426 $0 $0
Licenses/Permits $0 $0 $0 $0
Fines/Forfeitures $0 $0 $0 $0
Use of Money/Property $59,837 $25,662 $0 $5,561
Intergovernmental/State $0 $0 $1,033,802 $25,000
Intergovernmental/County $0 $211,675 $0 $0
Intergovernmental/Federal $0 $0 $1,865,251 $0
Current Service Charges $0 $0 $0 $0
Other Revenue $0 $0 $14,938 $0
TOTAL ESTIMATED REVENUE $436,978 $395,763 $2,913,991 $30,561 INTERFUND TRANSFERS IN $0 $0 $0 $0
ESTIMATED FUNDS AVAILABLE $436,978 $395,763 $2,913,991 $30,561

FUND BALANCE
7/1/24 $221,301 $672,102 $446,271 $109,431
TOTAL FUNDS AVAILABLE $658,279 $1,067,865 $3,360,262 $139,992

APPROPRIATIONS
Operating Budget $0 $0 $1,107,371 $10,000
Capital Outlay $0 $0 $0 $125,000
Capital Improvements- PY $150,305 $428,322 $1,052,149 $0 Capital Improvements $390,000 $200,000 $963,000 $0
TOTAL APPROPRIATIONS $540,305 $628,322 $3,122,520 $135,000 INTERFUND TRANSFERS OUT $0 $0 $0 $0
TOTAL APPROPRIATIONS/TRANSFERS OUT $540,305 $628,322 $3,122,520 $135,000

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $117,974 $439,543 $237,742 $4,992 Available Fund Balance 6/30/25 $117,974 $439,543 $237,742 $4,992 46

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2024-25 Budget Summary : Page 6
Special Revenue Funds

SUPPLEMENTAL

LAW ENFORCEMENT

SERVICES FEMA SEWER STORM DRAIN

FUND FUND FUND FUND
153 157 160 161

ESTIMATED REVENUE
Taxes $145,000 $0 $0 $0
Licenses/Permits $0 $0 $0 $0
Fines/Forfeitures $0 $0 $0 $0
Use of Money/Property $24,505 $0 $188,456 $137,239
Intergovernmental/State $0 $0 $0 $0
Intergovernmental/County $0 $0 $0 $25,000
Intergovernmental/Federal $0 $0 $0 $0
Current Service Charges $0 $0 $1,272,278 $0
Other Revenue $0 $0 $0 $0
TOTAL ESTIMATED REVENUE $169,505 $0 $1,460,734 $162,239 INTERFUND TRANSFERS IN $0 $0 $0 $700,000
ESTIMATED FUNDS AVAILABLE $169,505 $0 $1,460,734 $862,239

FUND BALANCE
7/1/24 $493,051 $ (922,424) $4,196,683 $2,568,708
TOTAL FUNDS AVAILABLE $662,556 $ (922,424) $5,657,417 $3,430,947

APPROPRIATIONS
Operating Budget $140,169 $0 $777,060 $573,158
Capital Outlay $139,281 $0 $0 $0
Capital Improvements- PY 0 $0 $2,491,394 $1,880,725
Capital Improvements 0 $0 779,764 850,000
TOTAL APPROPRIATIONS $279,450 $0 $4,048,218 $3,303,883
INTERFUND TRANSFERS OUT $0 $0 $0 $0
TOTAL APPROPRIATIONS/TRANSFERS OUT $279,450 $0 $4,048,218 $3,303,883

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $383,106 $ (922,424) $1,609,199 $127,064 Available Fund Balance 6/30/25 $383,106 $ (922,424) $1,609,199 $127,064 47

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2024-25 Budget Summary : Page 7
Special Revenue Funds
RTI

ASSET SEIZURE/ FIRE RTI UNDERSEA CABLE

FORFEITURE PROTECTION UNDERSEA CABLE TIDELANDS

FUND FUND FUND FUND
170 180 190 191

ESTIMATED REVENUE
Taxes $0 $0 $0 $0
Licenses/Permits $0 $0 $0 $0
Fines/Forfeitures $0 $0 $0 $0
Use of Money/Property $29,776 $299 $539,274 $211,136
Intergovernmental/State $0 $0 $0 $0
Intergovernmental/County $0 $0 $0 $0
Intergovernmental/Federal $0 $0 $0 $0
Current Service Charges $0 $0 $0 $0
Other Revenue $0 $4,000 $0 $0
TOTAL ESTIMATED REVENUE $29,776 $4,299 $539,274 $211,136 INTERFUND TRANSFERS IN $0 $0 $0 $0
ESTIMATED FUNDS AVAILABLE $29,776 $4,299 $539,274 $211,136

FUND BALANCE
7/1/24 $578,687 $8,847 $1,109,582 $390,045
TOTAL FUNDS AVAILABLE $608,463 $13,146 $1,648,856 $601,181

APPROPRIATIONS
Operating Budget $17,874 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Capital Improvements- PY $0 $0 $1,109,582 $168,315
Capital Improvements $0 $0 $425,000 141,600
TOTAL APPROPRIATIONS $17,874 $0 $1,534,582 $309,915
INTERFUND TRANSFERS OUT $0 $0 $0 $0
TOTAL APPROPRIATIONS/TRANSFERS OUT $17,874 $0 $1,534,582 $309,915

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $590,589 $13,146 $114,274 $291,266 Available Fund Balance 6/30/25 $590,589 $13,146 $114,274 $291,266 48

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2024-25 Budget Summary : Page 8
Debt Service Fd Special Revenue Funds Agency Funds

GREENWICH LOWER PIER

CAPITAL VILLAGE N DISTRICT DISTRICT

LEASE REVENUE UNDERGROUND REDEMPTION REDEMPTION

BOND FUND FUND UTILITIES FUND FUND
201 301 313 609 610

ESTIMATED REVENUE
Taxes $0 $0 $0 $0 $0
Licenses/Permits $0 $0 $0 $0 $0
Fines/Forfeitures $0 $0 $0 $0 $0
Use of Money/Property $0 $644,355 $0 $3,772 $163
Intergovernmental/State $0 $0 $0 $0 $0
Intergovernmental/County $0 $0 $0 $0 $0
Intergovernmental/Federal $0 $0 $0 $0 $0
Current Service Charges $0 $0 $0 $0 $0
Other Revenue $0 $0 $0 $0 $0
TOTAL ESTIMATED REVENUE $0 $644,355 $0 $3,772 $163
INTERFUND TRANSFERS IN $686,161 $0 $0 $0 $0
ESTIMATED FUNDS AVAILABLE $686,161 $644,355 $0 $3,772 $163

FUND BALANCE
7/1/24 $31,039 $12,331,476 $58,573 $103,865 $3,288
TOTAL FUNDS AVAILABLE $717,200 $12,975,831 $58,573 $107,637 $3,451

APPROPRIATIONS
Operating Budget $0 $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0 $0
Capital Improvements- PY $0 $7,278,905 $0 $0 $0
Capital Improvements $0 2,964,563 $0 $0 $0
TOTAL APPROPRIATIONS $0 $10,243,468 $0 $0 $0
INTERFUND TRANSFERS OUT $0 $0 $0 $0 $0
TOTAL APPROPRIATIONS/TRANSFERS O $0 $10,243,468 $0 $0 $0 DEBT SERVICE PAYMENT $717,200 $0 $0 $0 $0
ESTIMATED FUND BALANCE 6/30/25 $0 $2,732,363 $58,573 $107,637 $3,451 Reserved for New Corporate City Yard Construction $1,889,278 Reserve for Capital Facilities $841,393
Available Fund Balance 6/30/25 $0 $1,692 $58,573 $107,637 $3,451

BAYVIEW DRIVE

IMPROVEMENT
(with contingency)
49

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2024-25 Budget Summary : Page 9
Agency Funds

BEACH DRIVE BEACH DRIVE MYRTLE LOMA

DISTRICT DISTRICT AVENUE DRIVE

REDEMPTION RESERVE ASSESSMENT

FUND FUND FUND FUND
611 612 617 618

ESTIMATED REVENUE
Taxes $0 $0 $0 $0
Licenses/Permits $0 $0 $0 $0
Fines/Forfeitures $0 $0 $0 $0
Use of Money/Property $1,350 $240 $0 $0
Intergovernmental/State $0 $0 $0 $0
Intergovernmental/County $0 $0 $0 $0
Intergovernmental/Federal $0 $0 $0 $0
Current Service Charges $0 $0 $0 $0
Other Revenue $0 $0 $0 $0
TOTAL ESTIMATED REVENUE $1,350 $240 $0 $0
INTERFUND TRANSFERS IN $0 $0 $0 $0
ESTIMATED FUNDS AVAILABLE $1,350 $240 $0 $0

FUND BALANCE
7/1/24 $44,340 $1,787 $51,709 $90,230
TOTAL FUNDS AVAILABLE $45,690 2,027 $51,709 $90,230

APPROPRIATIONS
Operating Budget $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Capital Improvements- PY $0 $0 $0 $0
Capital Improvements
TOTAL APPROPRIATIONS $0 $0 $0 $0
INTERFUND TRANSFERS OUT $0 $0 $0 $0
TOTAL APPROPRIATIONS/TRANSFERS OUT $0 $0 $0 $0

ADJUST FUND BALANCE FOR

FIXED ASSET ADDITIONS
ESTIMATED FUND BALANCE 6/30/25 $45,690 $2,027 $51,709 $90,230 Available Fund Balance 6/30/25 $45,690 $2,027 $51,709 $90,230

ASSESSMENT
50

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2024-25 Budget Summary : Page 10
Agency Fund Internal Service Funds

BAYVIEW

DRIVE EQUIPMENT

RESERVE INSURANCE TOTAL

FUND FUND FUND (MEMORANDUM
619 705 715 ONLY)

ESTIMATED REVENUE
Taxes $0 $0 $0 $42,273,773
Licenses/Permits $0 $0 $0 $829,966
Fines/Forfeitures $0 $0 $0 $1,739,040
Use of Money/Property $788 $0 $0 $4,273,912
Intergovernmental/State $0 $0 $0 $2,245,777
Intergovernmental/County $0 $0 $0 $332,798
Intergovernmental/Federal $0 $0 $0 $2,012,399
Current Service Charges $0 $3,927,895 $1,989,281 $17,212,338 Other Revenue $0 $0 $0 $210,289
TOTAL ESTIMATED REVENUE $788 $3,927,895 $1,989,281 $71,130,293 INTERFUND TRANSFERS IN $0 $392,345 $337,424 $2,974,964
ESTIMATED FUNDS AVAILABLE $788 $4,320,240 $2,326,705 $74,105,256

FUND BALANCE
7/1/24 $5,512 $2,606,211 $11,446,142 $58,644,588
TOTAL FUNDS AVAILABLE $6,300 $6,926,451 $13,772,847 $131,953,063

APPROPRIATIONS
Operating Budget $0 $4,227,885 $2,857,670 $64,025,655
Capital Outlay $0 $0 $619,129 $883,410
Capital Improvements- PY $0 $0 $0 $18,455,936
Capital Improvements $0 $0 $0 $9,988,759
TOTAL APPROPRIATIONS $0 $4,227,885 $3,476,799 $93,353,760 INTERFUND TRANSFERS OUT $0 $0 $0 $2,974,964
TOTAL APPROPRIATIONS/TRANSFERS OUT $0 $4,227,885 $3,476,799 $96,328,724 DEBT SERVICE PAYMENT $717,200
ADJUST FUND BALANCE FOR $619,129 $619,129
FIXED ASSET ADDITIONS 2
ESTIMATED FUND BALANCE 6/30/25 $6,300 $2,698,566 $10,915,177 $35,526,268 Designated Building Maintenance Funds $553,394
Investment in Fixed Assets $5,322,940
Assigned reserve for Police Department Radio Equipment/South Bay $30,000 Interoperability Project.

Records Technology Fee $812,430
Assigned reserve for Accounting ERP $333,645
Available Fund Balance 6/30/25 $6,300 $2,698,566 $3,862,768 $10,970,237

REPLACEMENT
51

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All Funds
Revenues
General Fund
Taxes $36,926,342 $39,225,874 $39,762,744 $536,870 1%
Licenses And Permits $1,049,519 $1,240,746 $829,966 -$410,780 -33% Fines & Forfeitures $1,431,512 $1,758,450 $1,739,040 -$19,410 -1% Use Of Money & Property $1,317,705 $1,482,066 $1,704,063 $221,997 15% Intergovernmental/State $120,277 $220,738 $139,944 -$80,794 -37% Current Service Charges $7,567,352 $9,734,351 $9,957,984 $223,633 2% Other Revenue $153,818 $160,733 $122,351 -$38,382 -24%
GENERAL FUND TOTAL $48,566,525 $53,822,958 $54,256,092 $433,134 1% Lightg/Landscapg Dist Fund
Taxes $462,005 $465,000 $461,555 -$3,445 -1%
Use Of Money & Property -$1,637 $4,348 $3,366 -$982 -23% LIGHTG/LANDSCAPG DIST FUND TOTAL $460,368 $469,348 $464,921 -$4,427 -1% State Gas Tax Fund
Use Of Money & Property -$4,649 $43,606 $49,735 $6,129 14% Intergovernmental/State $949,111 $1,058,225 $1,047,031 -$11,194 -1% STATE GAS TAX FUND TOTAL $944,462 $1,101,831 $1,096,766 -$5,065 0% AB939 Fund
Use Of Money & Property -$1,539 $13,343 $15,752 $2,409 18% Current Service Charges $63,489 $64,000 $64,000 $0 0%
AB939 FUND TOTAL $61,951 $77,343 $79,752 $2,409 3%
Prop A Open Space Fund
Use Of Money & Property – – $0 $0 –
Intergovernmental/County $20,557 $96,123 $96,123 $0 0%
PROP A OPEN SPACE FUND TOTAL $20,557 $96,123 $96,123 $0 0% Tyco Fund
Use Of Money & Property $286,338 $446,188 $457,587 $11,399 3% TYCO FUND TOTAL $286,338 $446,188 $457,587 $11,399 3%
Tyco Tidelands
Use Of Money & Property – – $0 $0 –
TYCO TIDELANDS TOTAL – – $0 $0 –
Park/Rec Facility Tax Fund
Taxes $0 – $57,526 $57,526 –
Use Of Money & Property -$1,516 $15,499 $17,683 $2,184 14% Other Revenue $60,966 $60,966 $60,000 -$966 -2%
PARK/REC FACILITY TAX FUND TOTAL $59,450 $76,465 $135,209 $58,744 77% Bayview Dr Dist Admin Exp Fund
Use Of Money & Property -$16 $275 $317 $42 15%
Other Revenue $5,000 $5,000 $5,000 $0 0%
BAYVIEW DR DIST ADMIN EXP FUND TOTAL $4,984 $5,275 $5,317 $42 1% Lower Pier Admin Exp Fund
Use Of Money & Property – – $0 $0 –
LOWER PIER ADMIN EXP FUND TOTAL – – $0 $0 –
Myrtle Dist Admin Exp Fund
Use Of Money & Property – – $0 $0 –
Schedule of Revenue by Fund
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 24-25 DEPARTMENT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
52

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MYRTLE DIST ADMIN EXP FUND TOTAL – – $0 $0 –
Loma Dist Admin Exp Fund
Use Of Money & Property $0 $1 $0 -$1 -100%
LOMA DIST ADMIN EXP FUND TOTAL $0 $1 $0 -$1 -100%
Beach Dr Assmnt Dist Admin Exp Fund
Use Of Money & Property -$9 $193 $221 $28 14%
Other Revenue $3,950 $4,000 $4,000 $0 0%

BEACH DR ASSMNT DIST ADMIN EXP FUND
TOTAL $3,941 $4,193 $4,221 $28 1%
Community Dev Block Grant
Use Of Money & Property $0 – $0 $0 –
Intergovernmental/Federal $217,825 $366,406 $147,148 -$219,258 -60% COMMUNITY DEV BLOCK GRANT TOTAL $217,825 $366,406 $147,148 -$219,258 -60% Proposition A Fund
Taxes $511,264 $554,063 $534,912 -$19,151 -3%
Use Of Money & Property $6,159 $20,313 $18,205 -$2,108 -10% Current Service Charges $1,160 $1,139 $900 -$239 -21%
PROPOSITION A FUND TOTAL $518,582 $575,515 $554,017 -$21,498 -4% Proposition C Fund
Taxes $424,079 $459,580 $443,697 -$15,883 -3%
Use Of Money & Property -$6,167 $75,452 $84,925 $9,473 13% PROPOSITION C FUND TOTAL $417,911 $535,032 $528,622 -$6,410 -1% Measure R Fund
Taxes $761,528 $344,685 $332,772 -$11,913 -3%
Use Of Money & Property -$12,341 $38,368 $49,645 $11,277 29% Other Revenue – – $0 $0 –
MEASURE R FUND TOTAL $749,187 $383,053 $382,417 -$636 0% Measure M
Taxes $359,689 $390,643 $377,141 -$13,502 -3%
Use Of Money & Property -$7,168 $50,105 $59,837 $9,732 19% MEASURE M TOTAL $352,521 $440,748 $436,978 -$3,770 -1%
Measure W Fund
Taxes $370,002 $157,832 $158,426 $594 0%
Use Of Money & Property -$1,966 $19,805 $25,662 $5,857 30% Intergovernmental/County – – $211,675 $211,675 –
MEASURE W FUND TOTAL $368,036 $177,637 $395,763 $218,126 123% Grants Fund
Use Of Money & Property – – $0 $0 –
Intergovernmental/State $214,847 $3,616,476 $1,033,802 -$2,582,674 -71% Intergovernmental/Federal $0 $1,099,865 $1,865,251 $765,386 70% Other Revenue $86,538 $65,595 $14,938 -$50,657 -77%
GRANTS FUND TOTAL $301,385 $4,781,936 $2,913,991 -$1,867,945 -39% Air Quality Mgmt Dist Fund
Use Of Money & Property -$588 $4,902 $5,561 $659 13%
Intergovernmental/State $25,307 $25,000 $25,000 $0 0%
AIR QUALITY MGMT DIST FUND TOTAL $24,719 $29,902 $30,561 $659 2% Supp Law Enf Serv Fund (SLESF)
Taxes $128,805 $138,525 $145,000 $6,475 5%
Use Of Money & Property -$1,781 $21,056 $24,505 $3,449 16% SUPP LAW ENF SERV FUND (SLESF) TOTAL $127,024 $159,581 $169,505 $9,924 6% FEMA/Cal OES
Use Of Money & Property – – $0 $0 –
Intergovernmental/Federal $116,836 – $0 $0 –
FEMA/CAL OES TOTAL $116,836 – $0 $0 –
CARES Act
Intergovernmental/Federal – – $0 $0 –
CARES ACT TOTAL – – $0 $0 –
Storm Drain
Use Of Money & Property $50,158 $119,869 $137,239 $17,370 14% Intergovernmental/County – – $25,000 $25,000 –
STORM DRAIN TOTAL $50,158 $119,869 $162,239 $42,370 35% Asset Seizure/Forft Fund
Fines & Forfeitures $4,650 – $0 $0 –
Use Of Money & Property -$1,482 $26,561 $29,776 $3,215 12% ASSET SEIZURE/FORFT FUND TOTAL $3,168 $26,561 $29,776 $3,215 12% 22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 24-25 DEPARTMENT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
53

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Fire Protection Fund
Use Of Money & Property -$71 $264 $299 $35 13%
Other Revenue $10,745 $9,794 $4,000 -$5,794 -59%
FIRE PROTECTION FUND TOTAL $10,674 $10,058 $4,299 -$5,759 -57% RTI Undersea Cable
Use Of Money & Property $395,775 $277,522 $539,274 $261,752 94% RTI UNDERSEA CABLE TOTAL $395,775 $277,522 $539,274 $261,752 94% RTI Tidelands
Use Of Money & Property $199,568 $25,011 $211,136 $186,125 744% RTI TIDELANDS TOTAL $199,568 $25,011 $211,136 $186,125 744% Greenwich Village N Utility Undergrnd Im
Use Of Money & Property – – $0 $0 –
Other Revenue – $62,325 $0 -$62,325 -100%

GREENWICH VILLAGE N UTILITY UNDERGRND
IM TOTAL – $62,325 $0 -$62,325 -100%
American Rescue Plan Act (ARPA)
Use Of Money & Property – – $0 $0 –
Intergovernmental/Federal $2,310,877 – $0 $0 –
AMERICAN RESCUE PLAN ACT (ARPA) TOTAL $2,310,877 – $0 $0 – Sewer Fund
Use Of Money & Property -$20,095 $160,477 $188,456 $27,979 17% Intergovernmental/State – – $0 $0 –
Intergovernmental/County $8,790 $25,000 $0 -$25,000 -100% Current Service Charges $1,217,242 $1,272,432 $1,272,278 -$154 0% SEWER FUND TOTAL $1,205,937 $1,457,909 $1,460,734 $2,825 0% Bayview Dr Redemption Fund 2004-2
Use Of Money & Property -$732 $3,383 $3,772 $389 11%
BAYVIEW DR REDEMPTION FUND 2004-2 TOTAL -$732 $3,383 $3,772 $389 11% Lwr Pier Dist Redemption Fund
Use Of Money & Property -$12 $144 $163 $19 13%
LWR PIER DIST REDEMPTION FUND TOTAL -$12 $144 $163 $19 13% Beach Dr Assessment Dist Redemption Fund
Use Of Money & Property -$331 $1,288 $1,350 $62 5%

BEACH DR ASSESSMENT DIST REDEMPTION
FUND TOTAL -$331 $1,288 $1,350 $62 5%
Beach Dr Assessment Dist Reserve Fund
Use Of Money & Property -$18 $210 $240 $30 14%

BEACH DR ASSESSMENT DIST RESERVE FUND
TOTAL -$18 $210 $240 $30 14%
Myrtle Ave Assessment Fund
Use Of Money & Property $381 – $0 $0 –
MYRTLE AVE ASSESSMENT FUND TOTAL $381 – $0 $0 –
Loma Drive Assessment Fund
Use Of Money & Property -$77 – $0 $0 –
LOMA DRIVE ASSESSMENT FUND TOTAL -$77 – $0 $0 –
Bayview Dr Reserve Fund 2004-2
Use Of Money & Property -$61 $690 $788 $98 14%
BAYVIEW DR RESERVE FUND 2004-2 TOTAL -$61 $690 $788 $98 14% Insurance Fund
Use Of Money & Property – – $0 $0 –
Current Service Charges $3,114,147 $3,593,757 $3,927,895 $334,138 9% Other Revenue $37,450 $16,662 $0 -$16,662 -100%
INSURANCE FUND TOTAL $3,151,597 $3,610,419 $3,927,895 $317,476 9% Equipment Replacement Fund
Use Of Money & Property – – $0 $0 –
Current Service Charges $2,102,296 $2,208,043 $1,989,281 -$218,762 -10% Other Revenue $21,908 – $0 $0 –
EQUIPMENT REPLACEMENT FUND TOTAL $2,124,204 $2,208,043 $1,989,281 -$218,762 -10% Capital Improvement Fund
Use Of Money & Property -$77,631 $551,256 $644,355 $93,099 17% Other Revenue $10,117 – $0 $0 –
CAPITAL IMPROVEMENT FUND TOTAL -$67,513 $551,256 $644,355 $93,099 17% REVENUES TOTAL $62,986,197 $71,904,223 $71,130,292 -$773,931 -1% 22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 24-25 DEPARTMENT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
54

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001 General Fund Expenditures
001 General Fund Expenses
Expenses
Legislative $1,538,192 $1,778,613 $1,843,898 $65,285 4% Mgmt/Support $5,709,679 $6,712,509 $6,849,773 $137,264 2% Public Safety $24,991,982 $27,701,226 $29,295,556 $1,594,330 6% Public Works $7,315,554 $9,689,751 $9,798,006 $108,255 1% Comm Dev $2,102,016 $2,786,004 $2,651,603 -$134,401 -5% Parks/Recreation $1,941,856 $2,120,785 $2,364,586 $243,801 11% CIP-Public Building and Ground Improvements $52,611 $247,389 – -$247,389 -100% EXPENSES TOTAL $43,651,889 $51,036,277 $52,803,422 $1,767,145 3% Schedule of Expenditures by Fund - General Fund
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
55

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105 Lighting/Landscaping District Fund Expenditures
105 Lighting/Landscaping Dist. Fund
Expenses
Public Works $795,259 $961,250 $847,471 -$113,779 -12%
EXPENSES TOTAL $795,259 $961,250 $847,471 -$113,779 -12% 115 State Gas Tax Fund Expenditures
115 State Gas Tax Fund Expenses
Expenses
Public Works $26,824 $50,000 $150,000 $100,000 200%
CIP-Street and Highway Improvements $540,667 $1,424,725 $1,294,701 -$130,024 -9% EXPENSES TOTAL $567,491 $1,474,725 $1,444,701 -$30,024 -2% 117 AB939 Fund Expenditures
117 AB939 Fund Expenses
Expenses
Mgmt/Support – – $24,000 $24,000 –
Comm Dev $2,526 $138,736 $3,317 -$135,419 -98%
EXPENSES TOTAL $2,526 $138,736 $27,317 -$111,419 -80%
Schedule of Expenditures by Fund - Special
Revenue Fund, Part 1
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
56

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122 Tyco Fund Expenditures
122 Tyco Fund Expenses
Expenses
CIP-Street and Highway Improvements – $250,000 $490,000 $240,000 96% CIP-Sewer and Storm Drain $0 $82,125 $19,148 -$62,977 -77% CIP-Park Improvements $0 $260,000 $460,000 $200,000 77% CIP-Public Building and Ground Improvements $309,959 $1,803,160 $1,574,780 -$228,380 -13% EXPENSES TOTAL $309,959 $2,395,285 $2,543,928 $148,643 6% 125 Park/Rec Facility Tax Fund Expenses
125 Park/Rec Facility Tax Fund Expenses
Expenses
CIP-Park Improvements $28,276 $373,361 $362,861 -$10,500 -3% CIP-Public Building and Ground Improvements $40 $44,185 $44,185 $0 0% EXPENSES TOTAL $28,316 $417,546 $407,046 -$10,500 -3%
135 Bayview Drive District Admin Expense Fund Expenditures 135 Bayview Drive District Admin Expense Fund Expenses
Expenses
Mgmt/Support $1,538 $1,900 $1,800 -$100 -5%
EXPENSES TOTAL $1,538 $1,900 $1,800 -$100 -5%
139 Beach Drive Assessment District Admin Expense Fund
Expenditures
139 Beach Dr Assessment District Admin Expense Fund Expenses Expenses
Mgmt/Support $1,484 $1,500 $1,600 $100 7%
Transfers $2,500 $2,500 – -$2,500 -100%
EXPENSES TOTAL $3,984 $4,000 $1,600 -$2,400 -60%
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
57

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140 Community Development Block Grant Expenditures
140 Community Development Block Grant Expenses
Expenses
CIP-Street and Highway Improvements $217,825 $15,264 – -$15,264 -100% CIP-Public Building and Ground Improvements – $147,148 $147,148 $0 0% EXPENSES TOTAL $217,825 $162,412 $147,148 -$15,264 -9%
145 Proposition A Fund Expenditures
145 Proposition A Fund Expenses
Expenses
Mgmt/Support $700,324 $10,100 $10,100 $0 0%
Transfers $0 – – $0 –
Public Safety $24,881 $30,000 $32,500 $2,500 8%
Comm Dev $43,894 $56,757 $56,758 $1 0%
Parks/Recreation $51,042 $81,000 $63,500 -$17,500 -22%
CIP-Street and Highway Improvements – – $500,000 $500,000 – EXPENSES TOTAL $820,141 $177,857 $662,858 $485,001 273% 146 Proposition C Fund Expenditures
146 Proposition C Fund Expenses
Expenses
Public Safety $262,672 $300,000 $320,000 $20,000 7%
Description pending $1,000 – – $0 –
CIP-Street and Highway Improvements $84,363 $1,789,605 $1,188,143 -$601,462 -34% CIP-Studies and Needs Assessments $846 – – $0 –
EXPENSES TOTAL $348,880 $2,089,605 $1,508,143 -$581,462 -28% 147 Measure R Fund Expenditures
147 Measure R Fund Expenses
Expenses
CIP-Street and Highway Improvements $44,278 $1,346,199 $1,090,105 -$256,094 -19% EXPENSES TOTAL $44,278 $1,346,199 $1,090,105 -$256,094 -19% 22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
58

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148 Measure M Fund Expenditures
148 Measure M Fund Expenses
Expenses
CIP-Street and Highway Improvements $20,738 $1,470,907 $540,305 -$930,602 -63% EXPENSES TOTAL $20,738 $1,470,907 $540,305 -$930,602 -63% 149 Measure W Fund Expenditures
149 Measure W Fund Expenses
Expenses
CIP-Street and Highway Improvements $0 $146,740 $123,262 -$23,478 -16% CIP-Sewer and Storm Drain $0 $259,000 $235,690 -$23,310 -9% CIP-Public Building and Ground Improvements $0 $69,370 $269,370 $200,000 288% EXPENSES TOTAL $0 $475,110 $628,322 $153,212 32%
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
59

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150 Grant Fund Expenses
150 Grant Fund Expenses
Expenses
Mgmt/Support $49,735 $1,213,587 $1,000,942 -$212,645 -18% Public Safety -$34,156 $148,296 $37,189 -$111,107 -75%
Public Works – $2,000 $0 -$2,000 -100%
Comm Dev $68,624 $73,664 $69,240 -$4,424 -6%
CIP-Park Improvements $0 $189,849 $189,849 $0 0%
CIP-Public Building and Ground Improvements $1,540,629 $1,642,300 $1,825,300 $183,000 11% CIP-Studies and Needs Assessments $0 – – $0 –
EXPENSES TOTAL $1,624,832 $3,269,696 $3,122,520 -$147,176 -4% 152 Air Quality Management District Fund Expenses
152 Air Quality Management District Fund Expenses
Expenses
Mgmt/Support $3,705 $60,000 $135,000 $75,000 125%
EXPENSES TOTAL $3,705 $60,000 $135,000 $75,000 125%
153 Supplemental Law Enforcement Service Fund (SLESF)
Expenditures
153 Supplemental Law Enforcement Service Fund (SLESF)Expense Expenses
Public Safety $74,223 $255,290 $279,450 $24,160 9%
EXPENSES TOTAL $74,223 $255,290 $279,450 $24,160 9%
Schedule of Expenditures by Fund - Special
Revenue Fund, Part 2
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
60

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160 Sewer Fund Expenditures
160 Sewer Fund Expenses
Expenses
Mgmt/Support $1,775 $3,846 $0 -$3,846 -100%
Public Works $589,580 $628,848 $777,060 $148,212 24%
CIP-Sewer and Storm Drain $108,455 $2,699,288 $3,217,300 $518,012 19% CIP-Public Building and Ground Improvements $12,582 $181,946 $53,858 -$128,088 -70% EXPENSES TOTAL $712,393 $3,513,928 $4,048,218 $534,290 15% 161 Storm Drains Fund Expenditures
161 Storm Drain Fund Expenses
Expenses
Public Works $446,557 $555,325 $573,158 $17,833 3%
CIP-Sewer and Storm Drain $4,446 $1,731,319 $1,853,183 $121,864 7% CIP-Public Building and Ground Improvements $0 $408,206 $877,542 $469,336 115% EXPENSES TOTAL $451,003 $2,694,850 $3,303,883 $609,033 23% 170 Asset Seizure/Forfeiture Fund Expenditures
170 Asset Seizure/Forfeiture Fund Expenses
Expenses
Public Safety $60,792 $8,080 $17,874 $9,794 121%
EXPENSES TOTAL $60,792 $8,080 $17,874 $9,794 121%
180 Fire Protection Fund Expenditures
180 Fire Protection Fund Expenses
Expenses
Public Safety $21,531 – $0 $0 –
EXPENSES TOTAL $21,531 – $0 $0 –
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
61

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190 RTI Undersea Cable Fund Expenditures
190 RTI Undersea Cable Fund Expenses
Expenses
CIP-Street and Highway Improvements $0 $442,260 $536,380 $94,120 21% CIP-Sewer and Storm Drain $0 $14,848 – -$14,848 -100%
CIP-Public Building and Ground Improvements $0 $705,833 $1,139,802 $433,969 61% EXPENSES TOTAL $0 $1,162,941 $1,676,182 $513,241 44%
191 RTI Undersea Cable Tidelands Fund Expenditures
191 RTI Undersea Cable Tidelands Fund Expenses
Expenses
CIP-Sewer and Storm Drain $0 $168,315 $168,315 $0 0%
CIP-Public Building and Ground Improvements $39,600 $350,400 – -$350,400 -100% EXPENSES TOTAL $39,600 $518,715 $168,315 -$350,400 -68% 22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
62

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201 Lease Revenue Bonds Fund Expenditures
201 Lease Revenue Bond
Expenses
Mgmt/Support $716,598 $728,600 $717,200 -$11,400 -2%
EXPENSES TOTAL $716,598 $728,600 $717,200 -$11,400 -2%
Schedule of Expenditures by Fund - Debt Service
Fund
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
63

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301 Capital Improvement Fund Expenses
301 Capital Improvement Fund Expenses
Expenses
Mgmt/Support $36,324 $83,675 $0 -$83,675 -100%
Public Safety $371,695 $181,836 $0 -$181,836 -100%
Public Works -$2,000 – $0 $0 –
CIP-Street and Highway Improvements $85,254 $1,120,072 $984,802 -$135,270 -12% CIP-Sewer and Storm Drain $5,833 $28,059 – -$28,059 -100% CIP-Park Improvements $325,764 $3,306,774 $3,349,287 $42,513 1% CIP-Public Building and Ground Improvements $805,366 $5,366,291 $5,909,379 $543,088 10% EXPENSES TOTAL $1,628,236 $10,086,707 $10,243,468 $156,761 2% Schedule of Expenditures by Fund - Capital
Improvement Fund
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
64

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705 Insurance Fund Expenditures
705 Insurance Fund Expenses
Expenses
Legislative $251,298 $250,000 $300,000 $50,000 20%
Insurance Fund $4,535,374 $3,658,728 $3,927,885 $269,157 7% EXPENSES TOTAL $4,786,673 $3,908,728 $4,227,885 $319,157 8% 715 Equipment Replacement Fund Expenditures
715 Equipment Replacement Fund Expenses
Expenses
Legislative $20,735 $43,805 $0 -$43,805 -100%
Mgmt/Support $955,674 $1,507,766 $1,102,872 -$404,894 -27% Public Safety $771,665 $2,090,068 $1,297,681 -$792,387 -38% Public Works $613,695 $935,179 $1,005,986 $70,807 8%
Comm Dev $8,217 $85,888 $64,192 -$21,696 -25%
Parks/Recreation $9,483 $11,935 $6,068 -$5,867 -49%
EXPENSES TOTAL $2,379,469 $4,674,641 $3,476,799 -$1,197,842 -26% Schedule of Expenditures by Fund - Internal Service
Fund
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
22-23 ACTUALS ($) 23-24 REVISED BUDGET ($) 2024-25 DEPT REQUEST FY2023 FY2024 FY2025 Variance ($) % Change
65

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General Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
From Lighting/Landscaping Fund , Administration $11,054 $0 From State Gas Tax Fund, Street Maintenance, Traffic Safety Operations $357,865 $0 From Prop A Open Space Fund, Parks Maintenance Allocation $65,520 $0 From Beach Drive Assessment District Administrative Expense Fund, Agency Administration $2,500 $0 From Bayview Drive Administrative Expense Fund, Agency Administration $3,000 $0 To Lighting/Landscaping Fund, Cover Deficit $0 $419,095 To Equipment Replacement Fund, Midyear 23-24 Unspent Funds to Bring Balance to Funding Goal $0 $337,424 To Insurance Fund, Midyear 23-24 Unspent Funds towards Funding Goal $0 $392,345 To Lease Revenue Bond Fund, Bond Payment $0 $686,161
To Storm Drain Fund, From Utility User Tax $0 $700,000
$439,939 $2,535,025
Lighting/Landscaping Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
To General Fund, Administration $0 $11,054
From General Fund, Cover Deficit $419,095 $0
$419,095 $11,054
State Gas Tax Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
To General Fund, Street Maintenance, Traffic Safety Operations $0 $357,865 $0 $357,865
Proposition A Open Space Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
To General Fund, Parks Maintenance Allocation $0 $65,520 $0 $65,520
Beach Drive Assessment District Administrative Expense Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
To General Fund, Agency Administration $0 $2,500
$0 $2,500
Bayview Drive Administration Expense Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
To General Fund, Agency Administration $0 $3,000
$0 $3,000
Lease Revenue Bond Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
From General Fund, For Bond Payments $686,161 $0
$686,161 $0
Budget Transfers
2024-25 Budget
66

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Storm Drain Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
From General Fund, From Utility User Tax $700,000 $0
$700,000 $0
Insurance Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
From General Fund, Midyear 23-24 Unspent Funds towards Funding Goal $392,345 $0 $392,345 $0
Equipment Replacement Fund

FUND/DESCRIPTION TRANSFERS IN TRANSFERS OUT
From General Fund, Midyear 23-24 Unspent Funds to Bring Balance to Funding Goal $337,424 $0 $337,424 $0
67

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p g
Reset
Broken down by
Revenues* Initiatives
 History  
 Funds  
Visualization
Taxes
$42,273,773 (64.8%)
Current Service Charges
$11,295,162 (17.3%)
Use Of Money & Property
$4,273,912 (6.6%)
Intergovernmental/State
$2,245,777 (3.4%)
Fines & Forfeitures
$1,739,040 (2.7%)
Intergovernmental/Federal
$2,012,399 (3.1%)
Licenses And Permits
$829,966 (1.3%)
Other Revenue
$210,289 (0.3%)
Intergovernmental/County
$332,798 (0.5%)
 Back
2024-25 Budget  
Taxes
Current Service Charges
Use Of Money & Property
Intergovernmental/State
Fines & Forfeitures
Intergovernmental/Federal
Licenses And Permits
Other Revenue
Intergovernmental/County
Sort Large to Small 
    
Insurance and Equipment Replacement Funds are excluded. 41,627,559 42,273,773
10,630,844 11,295,162
3,396,931 4,273,912
4,600,039 2,245,777
1,621,950 1,739,040
1,262,277 2,012,399
765,742 829,966
359,092 210,289
121,123 332,798
64,385,557 65,213,116
Taxes
Current Service Charges
Use Of Money & Property
Intergovernmental/State
Fines & Forfeitures
Intergovernmental/Federal
Licenses And Permits
Other Revenue
Intergovernmental/County
Total
Expand All 2023-24 Revised Budget 2024-25 Budget
Revenue by Source Chart
2024-2025 Budget
68

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p g
Reset
Broken down by
Revenues* General Fund Initiatives
 History  
 
Visualization
Taxes
$39,762,744 (73.3%)
Current Service Charges
$9,957,984 (18.4%)
Fines & Forfeitures
$1,739,040 (3.2%)
Use Of Money & Property
$1,704,063 (3.1%)
Licenses And Permits
$829,966 (1.5%)
Intergovernmental/State
$139,944 (0.3%)
Other Revenue
$122,351 (0.2%)
 Back
2024-25 Budget  
Taxes
Current Service Charges
Fines & Forfeitures
Use Of Money & Property
Licenses And Permits
Intergovernmental/State
Other Revenue
Sort Large to Small 
    
39,120,676 39,762,744
9,293,427 9,957,984
1,621,950 1,739,040
1,480,603 1,704,063
765,742 829,966
220,738 139,944
157,086 122,351
52,660,222 54,256,092
Taxes
Current Service Charges
Fines & Forfeitures
Use Of Money & Property
Licenses And Permits
Intergovernmental/State
Other Revenue
Total
Expand All 2023-24 Revised Budget 2024-25 Budget
General Fund Revenue Chart
Where the Money Comes From
2024-2025 Budget
69

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Revenue - Property Tax Dollar Breakdown
70

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Hermosa Beach City CouncilNovember 12, 2024

Hermosa Beach City Council
November 12, 2024