Budget Hearing
August 26, 2025
Library, Arts, and
Culture Department
FY 26 Proposed
Budget Overview
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Key Services
WHO IS LIBRARY, ARTS AND CULTURE?
Our Mission:
We champion literacy, cultural
empowerment, and knowledge for
all—fueling our diverse and evolving
community through inclusive access to
information, inspiration, and
opportunity at every stage of life.
Our Vision:
To be a dynamic community
cornerstone where curiosity is sparked,
literacy is celebrated, and everyone can
grow, connect, and thrive.
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Accomplishments
COMMUNITY-FOCUSED,
EDUCATION-CENTERED
• Enabled 20 adults to earn a diploma
through Career Online High School
• Taught 160 families about children’s
health in Dive Into Parenting workshops
• Celebrated preschoolers who read “1000
Books Before Kindergarten”
• Awarded 3rd Annual Youth Poet Laureate
and four Poet Ambassadors
• Opened the Filipino American Cultural
Heritage Collection at Bret Harte Library
• Empowered 170 middle schoolers at
SEED Creative City Lab summer camp
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Accomplishments
PROVIDING ACCESS AND CONNECTION
• Reopened Bay Shore Library after a
16-month renovation
• Kicked off transformation of Michelle
Obama Library’s outdoor space into a
sustainable garden
• Expanded digital access of 150,000
non-English-language titles
• Upgraded public library catalog and
interface, migrating 2 million patron
records
• Released our first LBPL Annual Report
• Launched 2025-2030 Strategic Plan
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Accomplishments
LBPL BY THE NUMBERS: FY24 to FY25
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FY 26 Focus and Proposed Budget Highlights
CULTURAL AFFAIRS DIVISION
• FY26 positions: Cultural Affairs
Officer and Clerk-Typist III
• Explore LAC’s expanded role within
the City’s cultural affairs ecosystem
• Build relationships with cultural
centers and Long Beach Arts
Council
• Make connections with community
cultural leadership
• Division creation and future growth
based upon recommendation of
six-month Cultural Affairs study
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FY 26 Focus and Proposed Budget Highlights
ENHANCING LIFELONG LEARNING
• Structurally sustain six days of service at Bay Shore, Burnett and Harte Libraries, preventing elimination this year.
• Increased structural budget for Youth Poet Laureate Program • Transition of Automated Services Bureau to Information Systems Bureau
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Challenges
• Staff and patron safety at all locations
• Deferred maintenance on aging facilities
• Continued need for social services presence and
outreach, exacerbated by funding cuts
• Navigating political and moral implications of
current cultural environment
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Opportunities
• Foster relationships with cultural centers and Measure B organizations • Enhanced community outreach and collaboration
• Increased focus on system-wide adult programming
• Implementation of 2025-2030 Strategic Plan
Thank You!
11 Budget Hearing
August 26, 2025
Technology and
Innovation
Department
FY 26 Proposed
Budget Overview
12 Key Services
Providing the City Workforce with a fast and reliable
communications infrastructure.
Enhancing workforce productivity by delivering cost effective technology solutions and support services.
Ensuring the confidentiality, integrity and availability of the City’s information and the security of the City’s network.
Providing innovative solutions to enable open and transparent government in partnership with the City departments.
Vision: We are the heart of a connected, secure, and future-ready Long Beach.
Mission: Provide a customer-focused environment that integrates people, process and technology to increase the efficiency and effectiveness of City services. We do this by...
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TID Organizational Structure
Executive Office:
• Executive Leadership
• Civic Innovation
• Cyber Security
• Technology Planning
& Partnerships
• Digital Equity & Inclusion
Business Operations
Bureau:
• Financial Services
• Human Resources
Administration
• Communications
• Training Coordination
Digital Services Bureau:
• Email, Web, Document
Mgmt. Services;
Collaboration Systems
• Application Development
& Specialized Systems;
Database Administration
and Reporting; Data
Management / Open Data
• Geographic Information
Systems (GIS)
• Dedicated Departmental
Support Services
Director
Technology and Innovation
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TID Organizational Structure cont.
Director
Technology and Innovation
Enterprise Information
Services Bureau:
• Financial, Human
Resource, & Payroll
Systems
• Billing & Revenue
Systems; Land
Management Systems;
Utility Billing Systems
• Business Intelligence
• Payment Services
Infrastructure Services
Bureau:
• Network Services
• Radio Services
• Operations Center
Services
Technology Engagement &
Support Bureau:
• TI Help Desk
• Computing Services
(Hardware, Desktop Software,
Printers, Peripherals,
Conference Room Technology,
etc.)
• IT Equipment – Asset
Management
• Mobile Devices
• Reprographics
• City Mail/Messenger Services
• Video Communications (LBTV)
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Accomplishments
Enabling secure customer and community access to City information and Services Awarded 1st place in the Center for Digital Government’s “Top Digital Cities” ranking for the fourth consecutive year.
Recognized as a 2024 Visionary Digital Inclusion Trailblazer by the National Digital Inclusion Alliance.
Launched second cohort of the Long Beach Collaboratory (LB Co-Lab), empowering residents to co-design tech solutions and gain career skills.
Grew the Long Beach Data Learning Community to nearly 600 City staff, building capacity in data literacy, analysis, and collaboration tools.
Processed over 42,000 service requests through the Go Long Beach app, a 7% increase over the prior year, while improving constituent communication.
Conducted four data privacy workshops and updated Generative AI Guidance, including six trainings for staff on responsible AI use.
Deployed numerous tools to improve cybersecurity capabilities and reduce risk exposure.
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Accomplishments
Providing fast & reliable communications infrastructure Completed design of the Citywide Fiber Network Infrastructure Initiative to deliver fiber backbone within two miles of any location in the City.
Upgraded to faster network services and installed 265 network cameras over the past year at multiple parks and community centers, enhancing safety and connectivity.
Continued expansion of the City’s network camera system to over 2,800 cameras in partnership with Police and Public Works Departments.
Completed transition of the City’s legacy mainframe computing environment to a cloud- hosted solution.
Initiated transition of Disaster Recovery technology to a modern, cloud-hosted platform to enhance resilience.
Implemented Over-the-Air radio programming, eliminating manual radio updates and significantly enhancing radio update efficiency for Fire and Police departments.
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Accomplishments
Enhancing workforce productivity by delivering cost-effective technology Replaced approximately 950 computers and certified applications and systems for Windows 11 to ensure secure, modern computing environments.
Launched citywide Time Entry project to replace paper timesheets; three departments are in Phase I.
Launched LB BUILDS, a citywide replacement of the legacy permitting and licensing system, using a phased implementation approach.
Received and resolved nearly 45,000 technology service requests and incidents, including handling 19,100 calls via the TI Help Desk.
Initiated planning to modernize City call-taking and customer self-service by evaluating next-generation call center technologies.
Continued deployment of automated digital workflows to streamline repetitive tasks and enhance operational efficiency, such as the Collateral Employment Form.
Reduced the department-wide vacancy rate from 21.92% as of July 2024 to 15.16% this month.
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Technology and Innovation Budget and MOU
13 MOUs
• CIS
• Customer Application Systems
• Data Center
• Land Management
• Payment Services Systems
• Radio Services
• Email and Web Services
• Financial and HR Systems
• GIS
• Mobile
• Network Services
• PC and Desktop Support
• Dedicated Support
TID MOU is Comprised of 13 separate MOUs allocating costs by services provided
The total TID operating budget is allocated through the MOUs.
MOUs are calculated based on either inventory (usage), a weighted average of budget and FTEs or actuals
TID MOU Fund Impact:
General Fund: 52%; All Other Funds: 48%
Total Proposed TID budget: $90,433,210 Total Budgeted FTEs: 208.50 • Operating: $76,976,561
• Debt Service Fund: $12,695,449
• Measure A Camera Modernization Funds: $761,200
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FY 26 Focus and Proposed Budget Highlights
Strengthening the City’s Cybersecurity Posture and Ensure Regulatory Compliance Investments in Technology & Software
Protect sensitive City data, modernize IT infrastructure, and ensure compliance with cybersecurity regulations.
$375,000 to procure software to
support data privacy for regulated and
sensitive information, $250,000 as a
one-time.
$150,000 one-time for a cybersecurity
consultant for tool development and
policy implementation along with
additional software enforcement tools
for data privacy.
$500,000 to utilize one-time staffing to
ensure devices are compliant with
security configurations for the Mobile
Device Management software.
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FY 26 Focus and Proposed Budget Highlights
Investments in Staffing
Add positions to strengthen and
implement cybersecurity initiatives.
Add a System Support Specialist III
to the Mobile Device Team to
manage device replacements to
decrease our cyber security risk and
ensure they are on supported
software versions.
Add a System Support Specialist III
position to the Desktop Support
Team to ensure all desktop software
is updated and patched.
Add a Communication Specialist IV
to the Data Network Team for 24/7
support and to refresh aged
network equipment throughout the
City.
Strengthening the City’s Cybersecurity Posture and Ensure Regulatory Compliance
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FY 26 Focus and Proposed Budget Highlights
Investments in Project &
Department Support
Expand Project Management
Office and department support.
Add one System Support
Specialist I to manage printer
support and new requests.
Create a new Project
Management Office to
manage technology projects
and address key challenges
identified in TID 28
stakeholder engagement.
Add three 3.0 Business
Systems Specialist V, upgrade
a BSS VI to a Project
Management Officer and
reallocate 2 existing Project
Manager roles to the newly
formed Office.
Add a Business Systems
Specialist V to provide
dedicated support to the
Human Resources
Department.
Meeting Demand for Technology Services:
Improve project delivery, coordination, and department support across the City
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Challenges
Capacity, Compliance & Equity
Managing day-to-day technology operations while advancing high-impact projects continues to challenge staff capacity and resource allocation.
Keeping up with growing compliance demands and evolving data privacy laws at both the State and federal levels.
Limited and inconsistent funding availability for digital inclusion, civic innovation, and Smart City technologies despite community needs and demand.
Outdated hiring processes and position classifications that hinder recruitment and retention in a competitive IT job market.
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Challenges
Modernization, Infrastructure & Strategic Alignment
Securing funding to implement TID28, the City’s IT Strategic Plan.
Addressing data governance and appropriate use, rising cyber security threats and evolving attack vectors targeting municipal operations and resident and employee data.
Upgrading aging infrastructure outside of the Civic Center, including modernization of outdated or unsupported systems in facilities citywide.
Maintaining legacy HR/Payroll/budget systems with limited vendor support, outdated technology, and insufficient staffing capacity.
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Opportunities
Governance, Resilience & Innovation
Establishing an IT Governance structure to prioritize technology investments, align with citywide goals, and manage project intake and evaluation.
Enhancing City resilience through redundant infrastructure, cloud-hosted disaster recovery, and cybersecurity
modernization.
Investing in foundational technology infrastructure to support major events like the 2028 Olympic and Paralympic Games and long-term economic development.
Responsibly deploying AI, robotic process automation, and modern analytics tools to increase operational efficiency and improve service delivery.
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Opportunities
Talent, Equity & Digital Experience
Streamlining the hiring process and modernizing job
classifications to attract, grow, and retain a diverse and skilled tech workforce.
Continuing to expand professional development for TID staff and delivering citywide digital skills training to increase organizational tech competency.
Advancing digital equity through community programs like LB Co-Lab, device access, and digital literacy resources.
Improving user experience and accessibility of digital services, including the City website, Go Long Beach app, permitting portal, and utility billing systems.
Thank You!
27 Q&A