LOS ALAMITOS
STORM DRAIN &
CATCH BASIN
SYSTEM OVERVIEW
April 20, 2026
INTRODUCTION & PURPOSE
• City’s storm drain system is aging, fragmented, and in some areas undersized for current stormwater demands.
• Importance – effective management is essential to protecting residents, property, and public facilities.
• NPDES and MS4
• Los Alamitos is required to comply with state and federal stormwater regulations and requirements. These regulations mandate that cities manage stormwater runoff, reduce pollutants entering waterways, and implement best management practices to protect water quality. 2
3 BACKGROUND: EXISTING
INFRASTRUCTURE
Public Works & Engineering maintains a 32,000 LF storm drain system that has developed over several decades, resulting in a network of pipes, catch basins, culverts, outfalls, and pump stations of varying ages, materials, and conditions.
Several components no longer meet modern capacity standards and current regulatory requirements.
4 STORM DRAIN
MASTER PLAN
• A Storm Drain Master Plan (SDMP) is a long-range planning document that evaluates the condition, capacity, and performance of a city’s stormwater conveyance system — including pipes, catch basins, culverts, channels, and related infrastructure. It identifies existing deficiencies, future needs, regulatory requirements, and capital improvements necessary to protect public safety, reduce flooding, and maintain compliance with state and federal stormwater regulations.
• In short, it is the blueprint for how Los Alamitos will manage, upgrade, and invest in its storm drainage system over the next 10–20 years.
• 129 Catch Basins
• 1 Lift Station
• Fenley Pump
5 CURRENT SYSTEM
6 STORM DRAIN MASTER PLAN
7 FUNDING STRATEGIES
Grants
• State Stormwater Grants
• OCTA Transportation Funds
• CPS Installation
• Regional water-management programs
8 FUNDING ROADMAP
1. Assess
Infrastructure
Needs
2. Identify
Funding Sources
3. Develop
Project Scope
4. Prepare Grant
Material
5. Submit
Application
6. Secure
Funding & Match
7. Implement
Project
8. Report,
Maintain
Compliance,
Reimbursement
THANK
YOU
Proposed FY 26/27 Budget
• Mid-year budget presented to Council on March 23rd.
• Meetings were conducted with the City Manager,
department heads, and city staff.
• Finance staff met with the Budget Standing Committee on 4/14.
• The draft budget represents a product of these meetings.
Two Year Budget Cycle
• Budget reflects 2 fiscal years: adoption of FY26-27,
projection for FY27-28.
• The city initiated the practice in 2021.
• Will assist the City in focusing on the short—and longterm, as well as the strategic aspects of projects and operations planning.
• Assists in the development of further financial planning tools.
• Finance has been closely tracking the economy.
• Budget incorporates information from various sources, including HdL, Beacon Economics, and the U.S. Treasury.
• Economic Forecasts – CSUF College of Business & Economics and Chapman University Economics & Business: forecast for slow growth coupled with inflation (“Stagflation”).
• Other factors remain in play:
• Inflation, uncertainty with tariffs, and their effect on U.S. and global markets
• Further interest rate moves by the U.S. Treasury,
• Conflict with Iran and other geopolitical risks.
Current Market Conditions and Economy
Revenue Projections
• Projected revenues FY26-27 at $30.8 million; FY27-28 $32.0 million. • Anticipate City will continue to experience slow growth, flattening sales tax, and anticipation that FY28-29 will see a return to a more normal growth rate. • TOT ballot measure planned for November election.
• Property taxes are expected to continue an upward trend. • Cost Recovery (fees) planned CPI increase.
General Fund Revenue Highlights
• UUT: $2.9m
• Franchise Fees: $1.1M
• License & Permits: $1.5M
• Investment earnings: $650k; smaller portfolio due to investment in City projects and market changes with anticipated Treasury moves. • Fines & Forfeitures: estimate $1.7M, reflects return to “normalized” level • Offset to cost for Police programs and activities.
General Fund Revenue Highlights (cont.)
Gen Fund
Expenditures
General Fund Expenditures Highlights
The Proposed Budget for FY2026-27 is higher than the Adopted Budget for the current fiscal year.
This is largely due to previously approved changes to the MOU for salary and benefits (approximately $700 thousand) and other exceptional programs and services the Council has approved and added.
Some of these include the Senior Program, Sunburst Field, and the EV transportation program, all totaling approximately $400 thousand.
Additional programs and services have necessitated higher part-time costs, approximately $400 thousand.
General Fund Expenditures Highlights (cont.)
• Increased contractual obligations and general market increases in materials and supplies are also driving higher costs (approximately $500 thousand). • The new budget also includes new General Funded CIP (approximately $500 thousand).
• Altogether, these new Council-approved programs and higher costs of doing business have contributed to the $2.5 million cost differential from the current adopted budget.
General Fund Expenditures Highlights cont.
Staffing changes are being proposed to increase operational efficiency. No new full-time positions are being proposed:
521-Police Administration
Full-time Secretary open recruitment
P/T Police Aide, expectation that another Aide will be leaving – no additional cost. 522-Police Patrol
Police Reserves PT (4) Expected offsets: reductions in OT, additional patrol, and increases in revenue from parking and traffic violations to offset Police programs. 526 – Police Community Outreach
Part-time Media Assistant
551 – Recreation Admin
Deputy Director Rec (was budgeted last year, but not filled).
Full-Time Recreation Coordinator (was budgeted last year, never filled).
DEPARTMENTAL OVERVIEWS
City Manager Goals: • Maintain a balanced budget and improve financial transparency through guidance of city staff and organizational structure. • Expand efforts to identify alternative funding sources and cost offsets. • Invest in workforce development to increase institutional knowledge and maintain staff with high morale. • Improve on robust community engagement with tools such as the Los Al Loop and other communications forums. • Strengthen partnerships with residents, businesses, OCFA, JFTB, and regional stakeholders. • Implement a citywide strategy for responsible growth and economic development aligned with the City Council-approved Economic Development Strategic Plan (EDSP). • Continue to modernize internal processes, data management, and service delivery systems. • Continue Civic Center transformation and identify additional community programming sites.
City Clerk Accomplishments: • Proactively monitored evolving legislation to ensure the City remained fully compliant and ahead of emerging requirements • Successfully launched the inaugural year of The Los Al Loop, helping strengthen transparency and deepen community trust • Initiated a comprehensive overhaul of Citywide policies to boost efficiency, consistency, and long-term adaptability • Took the lead on the City-Wide Branding Project, setting the foundation for a refreshed and unified community identity Communications Accomplishments: • Strengthened interdepartmental collaboration, creating a smoother, more unified City message across every platform • Expanded the City’s overall reach, boosting visibility and engagement across all communication channels City Clerk Goals: • Successfully conduct the November 3, 2026, General Municipal Election, ensuring a smooth, transparent,
and compliant process for electing two Council seats
and one ballot measure
• Continue advancing automation efforts to streamline
processes, reduce manual workloads, and improve
service delivery
• Ensure full compliance with ADA requirements and SB
707, reinforcing the City’s commitment to
accessibility, transparency, and legal excellence
Communications Goals: • Launch the City-Wide Branding Initiative to establish a unified, streamlined visual identity that strengthens recognition, reinforces consistency, and elevates the
City’s overall presence across all platforms
• Continue to develop the Department by establishing
a clear organizational framework, defining specialized
roles, and implementing integrated workflows that
support long-term growth, elevate service delivery,
and strengthen the City’s unified voice
• Proactively seek collaboration opportunities with
departments and community stakeholders to
strengthen alignment and amplify impact
Administrative Services Department Goals:
• 2025/26:
• Paperless timesheets & implementation of UKG e-payroll. • 95% digital footprint, eliminating paper resources and time. • Banking RFP and selection, reduce costs, and modernize processes. • Cashless processing and mobile credit card readers
• First-time GFOA Distinguished Budget Award FY 25/26.
• Timely filing of ACFR and audit for FY 25/26.
• 2026/27:
• CSMFO – Meritorious Budget Award (1st time)
• Accounts Payable Automation
• Reducing checks cut replaced by ACH payments, with savings on postage, staff time, and AI invoice capturing. • Digital PAFs
• Reduce staff time to backdate department changes, and allow for better system tracking for changes. • Other
• Modernize ERP Financial System (27/28)
Administrative Services Achievements:
• GFOA Award for Excellence in Financial Reporting – ACFR FY23-24
• Anticipating an award for FY24- 25
• GFOA Distinguished Budget Award (1st time) FY25-26
• Anticipating continued award for FY 26-27
• AAA credit rating
• Investment portfolio earnings of $1.1M (before adjustments) • 95% Paperless workflow, including digital footprint.
DEVELOPMENT
SERVICES
BUILDING &
SAFETY
PUBLIC WORKS
PLANNING
ENGINEERING FLEET & IT
SERVICES
NEIGHBORHOOD
PRESERVATION
ECONOMIC
DEVELOPMENT
Development Services Mission Statement
Development Services establishes the physical development of the Community through two primary divisions:
Community Development and Public Works. Through these main divisions, we establish the long-range vision for Los Alamitos and maintain the mechanisms to guide physical development to promote livability, aesthetic value, and economic development. The Department shall also plan, design, operate, and maintain public infrastructure, including streets, street landscaping, parks, storm drains, buildings, vehicles, equipment, including technology, and to safely, efficiently, and effectively protect the City’s physical investments through maintenance replacement and repairs of all assets, thereby providing a safe, clean, and pleasant environment for all.
BUILDING & SAFETY
The Building & Safety Division is committed to protecting the health, safety, and welfare of Los Alamitos by ensuring that all construction within the City complies with applicable building codes, laws, and regulations. Through plan review, permitting, and inspections, the Division helps ensure that structures are safe, resilient, and built to established standards.
2024 2025
Permits Issued 78 107
Plan Checks 25 31
Inspections 540 1,945
NPDES Inspections 68
BUILDING & SAFETY
• OBJECTIVES
• Collaborate with other divisions – “PREMIER SERVICE PROGRAM” • Upgrade technology to make operations faster, smarter, and more efficient • Implement and expand digital plan review, e-plan software • Integrate GIS to track permits and inspections
• Adopt mobile inspection tools for real-time notes, photos, and approved tagging
ECONOMIC DEVELOPMENT
• OBJECTIVES
• BUSINESS ALLIANCE – A collaborative partnership between the City and local businesses, working to support economic vitality, enhance communication, and promote a strong, connected business community
• BUSINESS WATCH – A collaborative effort with Los Alamitos PD, this program is aimed at enhancing public safety, reducing crime, and fostering communication through shared awareness and proactive reporting
• LUNCH PATROL
• ART PROGRAM – The art program enriches the community by promoting public art, supporting local artists, and enhancing the City’s identity through creative placemaking and cultural experience
• Collaborate with other divisions – “PREMIER SERVICE PROGRAM”
ECONOMIC DEVELOPMENT
The Economic Development Division works to strengthen Los Alamitos’s economic vitality by attracting, retaining, and supporting businesses while fostering a diverse and resilient local economy. Through strategic partnerships, business assistance, and proactive development initiatives, the Division helps create jobs, expand the tax base, and enhance residents’ overall quality of life.
2024 2025
Pine StrEATS 15 Restaurants 15 Restaurants
Discover Los Al 560 Followers 2798 Followers
Business License 1,448 2,464
ECONOMIC DEVELOPMENT
• OBJECTIVES
• BUSINESS ALLIANCE – A collaborative partnership between the City and local businesses, working to support economic vitality, enhance communication, and promote a strong, connected business community
• BUSINESS WATCH – A collaborative effort with Los Alamitos PD, this program is aimed at enhancing public safety, reducing crime, and fostering communication through shared awareness and proactive reporting
• LUNCH PATROL
• ART PROGRAM – The art program enriches the community by promoting public art, supporting local artists, and enhancing the City’s identity through creative placemaking and cultural experience
• Collaborate with other divisions – “PREMIER SERVICE PROGRAM”
ENGINEERING
The Engineering Division is responsible for planning, designing, and delivering infrastructure projects that support the City’s safety, mobility, and long-term sustainability.
Through management of the Capital Improvement Program, development review, and contract administration, the Division ensures that public improvements are efficiently executed, cost-effective, and built to high standards.
2024 2025
C.I.P. $11 Million $10 Million
Encroachment Permits 138 79
Wide Load Permits 131 252
ENGINEERING
• OBJECTIVES
• Collaborate with other divisions – “PREMIER SERVICE PROGRAM” • C.I.P – Deliver high-quality projects on budget, on time • Capital Planning & Funding – Identify grant opportunities, refine project prioritization, and ensure CIP and Maintenance investments are aligned with longterm community needs • Upgrade technology to make operations faster, smarter, and more efficient • Wide Load Permits
• Encroachment Permits
NEIGHBORHOOD PRESERVATION
The Neighborhood Preservation Division is protecting community character, safety, and quality of life by ensuring properties are well-maintained and in compliance with the Municipal Code. The division responds to issues such as substandard buildings, property maintenance concerns, inoperative vehicles, weed abatement, and land-use violations, working collaboratively with residents and businesses to resolve problems and prevent neighborhood deterioration.
2024 2025
Cases Generated 929 1,420
Total Case Closed 876 1,235
Community Cleanup 70,000 lbs. 117,396 lbs.
NEIGHBORHOOD PRESERVATION
• OBJECTIVES
• Support Community Cleanliness & Safety – Serve Los Al Project, provide additional Community Cleanup Days
• Improve Compliance through Education – Expand outreach efforts to help residents and businesses understand municipal codes, thus reducing violations through proactive communication
• Implement or expand technology for better, more efficient results – Utilize digital tools for case tracking, field reporting, and data analysis to improve accuracy and transparency
PLANNING
The Planning Division in Los Alamitos is focused on shaping a well-designed, vibrant, and sustainable community by guiding land-use decisions and ensuring development aligns with the City’s General Plan, zoning standards, and long-term vision. The division reviews development proposals, supports housing and economic vitality goals, and works closely with residents, businesses, and decision-makers to promote thoughtful growth. 2025
Average Time to Review & Process Building Permit – 3 days Average Time to review a Zoning Permit – 2 days
12 ADUs completed in 2025
PLANNING
• OBJECTIVES
• Develop Land Use & Design Standards – Create clear and consistent guidelines that support high-quality development, reinforce community character, and align with long-range planning goals
• Expand outreach efforts - Assist residents and businesses in understanding municipal codes, thus reducing violations through proactive communication • Implement or expand technology for better, more efficient results – Utilize digital tools for case tracking, field reporting, and data analysis to improve accuracy and transparency
• Collaborate with other divisions – “PREMIER SERVICE PROGRAM”
PUBLIC WORKS
Public Works in Los Alamitos is dedicated to maintaining the city’s essential infrastructure and ensuring safe, reliable services for the community. The department oversees streets, sidewalks, traffic systems, storm drains, and public facilities, and manages capital improvement projects that enhance long-term resilience and quality of life. 2024 2025
Service Requests 1,578 1,910
Tree Trimmed 238 568
Tree Removed 15 37
Traffic Signals Maint. 102 404
PUBLIC WORKS
• OBJECTIVES
• Maintain Clean Streets and Maintenance Standards – Enhance right-of-way upkeep and overall maintenance practices to ensure clean, safe, and wellmaintained public spaces • Update the City’s Emergency Operation Plan (EOP) – Collaboration with PD to strengthen preparedness, improve coordination, and support continuity of operations during critical events
• Integrate OpenGov Asset Management Software
• Transition to Internet-Based Irrigation Controllers
IT & Fleet Services
IT Services plays a key role in keeping the City’s technology secure, reliable, and responsive so staff can deliver high-quality services to the community. The division manages network infrastructure, cybersecurity, hardware and software support, and digital systems that power daily operations across all departments.
Fleet Services maintains and repairs the City’s vehicles and equipment, keeping police, public works, and other units safe, reliable, and ready for daily use. Fleet Services handles preventative maintenance, diagnostics, repairs, and regulatory compliance while also managing vehicle purchasing and replacement planning.
Fleet 62 Vehicles
IT
577 Residential Parking Permit
556 Visitor Permits
88 1-day Parking Permits
50 Oversized Vehicle Permits
Get-A-Permit
• Adaptive Recreation
• Aquatics
• Classes
• Day Camp
• Events
• Facility Reservations
• Party Packages
• Parks Program
• Preschool Program
• Senior Services
• Youth & Adult Sports
• Sunburst Field Operation
• Youth Volunteer Program
• Intergovernmental Affairs
• Grants & Partnerships
2025 2024 2023
Total registrations 4,351 4,373 3,868
Aquatics Attendance 3,000 3,000 885
Seniors & C.S. Programs Attendance 31,573 23,000 23,760 Day Camp Attendance 4,900 4,900 4,840
Summer Parks Program Attendance 1,800 2,000 2,000
Sports Programs Attendance 19,000 17,200 17,248
Classes Attendance 13,500 12,000 12,100
Special Events Attendance 37,750 42,000 41,650
# of Facility Rentals 59 18 30
# of Picnic Shelter Rentals 107 96 123
Preschool Program Attendance 1,208 1,515 1,364
Total staff hired 29 33 30
Events
Administration
The Administration Division is staffed
with one sworn peace officer and one
professional employee and plays a
critical role in supporting the
Department’s mission. This team
ensures the effective and efficient
delivery of police services by
promoting accountability,
strengthening organizational culture,
enhancing morale, and supporting
staffing needs. The resources
outlined in this budget will allow the
Division to continue fostering a
collaborative and mission-driven
environment that upholds the highest
standards of public service.
Account
ability
Budget
Mission
Captain
Gallaugher
Captain
South
Morale Culture
Staffing Chief Michael Claborn
Exec. Asst.
Veronica
Wilson
Administration Goals
• FY 2025/2026
• Develop & mentor supervisors within the organization as part of a succession plan. • Provide relevant leadership training at all levels of the organization. • Reach full staffing of sworn police officer positions. • Currently at 24/25 sworn positions filled. • Currently at 14/14 professional staff positions filled. • Currently at 9/11 Volunteers in Policing (Active Recruitment). • FY 2026/2027 • Continue to pursue full staffing until every sworn police officer position is filled. • Add a 26th sworn peace officer position, assigned to a federal task force, which would be subsidized by proceeds from asset forfeitures. • Strategize on the effect of a future 27th sworn police officer position.
Morale Culture
Staffing Organizational Success
Operations
The Operations Division is authorized for
eighteen sworn peace officers and four
professional staff members, making it
the largest and most visible component
of the Police Department. This division
encompasses both the Patrol Bureau
and the Traffic Bureau, which together
provide the frontline services that
directly impact public safety. Their core
responsibilities include reducing crime,
enhancing traffic safety, and improving
the overall quality of life for the
community we serve. The Operations
Division’s staffing, resources, and daily
engagement with the public are
essential to fulfilling the Department’s
mission and maintaining the highest
standard of service.
K-9
Parking
Control
Motor
Patrol Traffic
Captain Kain Gallaugher
Red
Flex HLO
Patrol Goals
• FY 2025/2026
• Evaluate the Field Training Officer Program and update the FTO Manual. • Reimplement our Police Reserve program. • Research and acquire body worn cameras. • Deploy body worn cameras. • Recruit and fill the vacant sergeant and Corporal positions. • Cultivate collaboration and build morale with teambuilding events. • FY 2026/2027 • Modernize men’s and women’s locker rooms to support officer wellness and readiness. • Replace outdated body armor with updated load-bearing vests to improve safety and reduce physical strain. • Implement a structured mentoring program to develop future leaders and strengthen organizational culture. • Digitize the FTO manual to improve accessibility, consistency, and training effectiveness. • Expand community policing by increasing proactive officer engagement with local businesses. • Upgrade duty handguns to Glock Gen5 MOS with red dot optics to enhance accuracy and performance. • Expand the Police Reserve program to increase operational capacity in a fiscally responsible manner.
Traffic Goals
• FY 2025/2026
• Acquire and utilize new traffic safety and traffic enforcement equipment. • Lidars, lighting equipment, cones, etc. • Increase traffic enforcement utilizing the Motor Officer and grant funding. • Conduct distracted driving enforcement using OTS grant funding. • Hire two additional police aides • Provide 7-day a week coverage for parking enforcement • FY 2026/2027 • Expand training and operational capabilities of the Serious Traffic Accident Response (STAR) Team to improve major collision investigations. • Increase deployment of the bicycle team to enhance visibility, enforcement, and community engagement. • Conduct targeted traffic safety operations combined with community outreach to improve voluntary compliance. • Utilize data-driven software to identify traffic hot spots and strategically deploy enforcement resources. • Modernize collision response and evidence collection equipment to improve investigative accuracy and efficiency.
Community Oriented Policing
Updated Equipment Every 15 Minutes
Organizational Success
SWAT Parking Enforcement
Investigations &
Administrative
Services
The Investigations & Administrative
Services Division is authorized to
have six sworn peace officer
positions and seven professional
staff employees. The Detective
Bureau’s primary responsibility is to
investigate criminal cases and
present them to the district
attorney’s office for filing. The
Administrative Services Division’s
primary responsibility is to maintain
confidential police records, property
& evidence, and multiple other law
enforcement systems.
SRO
Front
Counter
Property
&
Evidence
Detectives
Bureau Records
OCATT
Captain Luke South
Internal
Affairs
Investigations Goals
• FY 2025/2026
• Educate our aging community members to better identify internet and phone-based scams. • Contract with vendors who provide innovative technology to further criminal investigations and increase data sharing with other police departments. • Increase the number of cases successfully closed or brought to a resolution by streamlining case management, focusing on solvable cases, and utilizing more proactive strategies such as community outreach and surveillance. • Recruit, select, and train the newest member of the Detective Bureau. • FY 2026/2027 Partner with an external cybercrime agency (ICAC) to deploy the new technology and ensure proper training and familiarization. Facilitate effective information exchange between detectives and patrol officers to improve operational awareness and response. Analyze geographic crime trends and other relevant data to support investigations of major crimes.
Records and Property & Evidence Goals
• FY 2025/2026
• Cross-train police aides and VIPs to scan and digitize historical department records using Laserfiche. • Digitize police records, creating a paperless system to improve organization, accessibility, and retention tracking of reports. • Hire and train police aides to assist with servicing the front counter, parking enforcement, and assisting records with various projects. • FY 2026/2027
• Improve efficiency and public access through an online records request portal. • Research and evaluate the feasibility of implementing a civilian Records Supervisor position. • Complete the accelerated purge of all property and evidence items from 2017–2020. • Conduct a secondary review of ineligible items to identify those that may qualify for purge with supervisor approval.
Youth Program Goals
• FY 2025/2026
• Partner with the school to combat the vaping epidemic by providing them with training and education regarding tobacco-related laws and programs. • Become more involved with after-school programs/groups. • Dedicate more time and energy to the other schools in the district, not focusing solely on the high school. • Attend advanced training for juvenile sex crimes and programs geared toward assisting and educating youth. • FY 2026/2027
• Collaborate with the district to educate and mitigate risks related to social media and AI image generation. • Support school attendance efforts and reduce truancy across all campuses. • Provide ongoing education on substance abuse prevention and decision-making skills. • Strengthen relationships between students and law enforcement through regular engagement and mentorship.
Investigations Youth Programs
Records Property & Evidence
Organizational Success Organizational Success
Support Services
The Support Services Division is
authorized to have one civilian
manager, one part-time professional
staff employee, and nine Volunteers
in Police Services (VIPs). Their
primary responsibilities are to
support department personnel with
community engagement, emergency
management, peer support, training,
special events, and social media.
Training
PIO
Peer
Support
Support
Services
Emergency
Mngmnt.
Special
Events
Social
Media
Support Services Manager
Robert Acosta Volunteer
Services
Comm.
Engmnt.
Emergency Management Goals
• FY 2025/2026
• Increase functional EOC position-specific training to increase depth and improve expertise (sit/stat, documentation, facilities, supply, etc.) • Update EOC IT capabilities to meet or exceed best practices • Establish a West-County EOC located inside JFTB
• Secure funding for the West-County EOC
• Conduct a full-scale EOC drill in Q4 (2025) • Participate in a large-scale regional EOC activation • FY 2026/2027
• Add to the EOC team with advanced training and credentialing, including a California Emergency Manager Certificate and a graduate-level education in Emergency Management, to enhance expertise and readiness. • Conduct a full-scale EOC drill in Q4 • Participate in a large-scale regional EOC activation
Volunteer Program Goals
• FY 2025/2026
• Provide quarterly training for the VIPs to further develop the program • Recruit two more VIPs to increase capabilities but still allow for a manageable span of control • Expand the capabilities of the VIPs program to include duties that do not currently exist • FY 2026/2027
• Hire and train the two new VIPs currently in backgrounds • Transfer Citizen Academy facilitator duties to the VIPs team • Conduct a CERT Academy to reinforce our existing team • Implement the Neighborhood Watch program
Community Engagement Goals
• FY 2025/2026
• Introduce the new armored personnel carrier (arrival date TBD) at a public event • Refine the Citizens Academy content to drive the community’s demand to participate in the program
• FY 2026/2027
• Add a part-time Social Media Coordinator to the police department Social Media Team, who will be assisting departments city-wide with social media campaigns. • Expand digital engagement through social media, short-form video, and realtime updates to increase transparency and reach • Implement regular community feedback mechanisms (surveys, town halls, listening sessions) to guide department priorities
• Increase visibility of specialized units (K9, SWAT, Traffic, etc.) through community demonstrations and events
VIPs Special Events
Training Emergency Management
Community Engagement Organizational Success
Challenges
• Recruitment & Retention
• Evolution of the Peer Support/Officer Wellness Programs • Mandatory Wellness Check-Ins (Two Year Implementation) • Find ways to leverage technology to become more efficient • BWC / LEFTA / Drones Goals
• Implement a West-County Emergency Operations Center located on the Joint Forces Training Base
• Add a sworn peace officer position (#26), to be assigned to a federal task force, which would be subsidized through proceeds from asset forfeitures • Create an after-school youth program run by an additional sworn peace officer (#27) and potentially supported by part-time Parks & Recreation personnel • Complete renovations to the police station
• Reimplement the Police Reserves program
Capital Improvement Projects
• CIP is largely multi-year and grant-funded.
• FY26-27 General Fund $2.4 million.
• Other Funds $1.3 million (Gas Tax, Measure M, SB-1, CDBG, Facilities, Traffic Safety).
CIP Proj # Project Carryover New Total
Street Improvements GL Accounts
26-570-5501.2402 $240,800 $ 240,800
Katella St Rehab Proj - PS&E Measure M Fund
23/24-4 26
24/25-05 Pine Street Proj $7,000,000
Federal Complete Streets Grant 10‐570‐5501.2419 $5,000,000 $ 5,000,000 General Fund 10‐570‐5501.2419 $2,000,000 $ 2,000,000
24/25-06 Bloomfield Ave Proj $745,000
Federal Complete Streets Grant (M Steel) 10‐570‐5501.2507 $582,410 $ 582,410 General Fund 10‐570‐5501.2507 $162,590 $ 162,590
25/26-01 FY 25/26 Streets Improvement Proj (Walnut & Farquar Drainage) $1,348,000 Combine w/ FY 26/27 St Improvement Proj (Chestnut, Florista, Corp Center Dr)
SB-1 20-570-5501.2601 $300,000 $300,000 $ 600,000
Gas Tax20-570-5501.2602 $190,000 $447,000 $ 637,000
Measure M Fund 26 26-570-5501.2603 $55,000 $56,000 $ 111,000 25/26-06 Reagan Street Improv Proj $500,000
CDBG Fund 19 19-570-5501.XXXX $300,000 $ 300,000
General Fund 10-570-5501.XXXX $200,000 $ 200,000
CIP (cont.)
Traffic Improvements
26-570-5501.XXXX $125,000 $ 125,000
Los Alamitos Blvd Striping Project Measure M Fund
26/27-01 26
10‐570‐5501.2506 $50,000 $ 50,000
Neighborhood Signage Replacement / Phase 2 General
24/25-09 Fund
Landscape/Park Improvements
10-570-5501.XXXX $35,000 $ 35,000
Stansbury Park Proj (Design) General
25/26-08 Fund
Facility Improvements
10-570-5501.2606 $1,900,000 $ 1,900,000
Community Center 2 Renovation Project General
24/25-12 Fund
52-570-5501.2308 $400,000 $ 400,000
Emergency Generator Proj (PD, IT) Facilities Fund
24/25-13 52
10 -570-5501.2608 $100,000 $ 100,000
Sunburst Fields Improvements General
25/26-05 Fund
Special Projects
10-570-5501.XXXX $150,000 $ 150,000
ADA Tansitition Master Plan General
26/27-14 Fund
10-570-5501.2503 $15,000 $15,000 $ 30,000
Bridge Maintenance Assessment General
26/27-15 Fund
10-570-5501.XXXX $50,000 $ 50,000
Pavement Management Plan General
26/27-16 Fund
29-570-5501.XXXX $35,000 $ 35,000
Traffic Safety Lights Traffic Safety Fund
26/27-17 29
• CalPERS and Changes to UAL
• Current study (ALM) underway, changes become effective July 1, 2026. • Potential changes to wage growth rate (2.75%) , discount rate (6.8%) , and mortality factors .
• All influence City’s UAL; Finance to monitor and report when information is available.
Other Budget Considerations
• Funding to continue for UAL pay-down
Consists of $260K annual ADP + $50K monthly installment to Trust As of March 31, 2026, $1.5 million has been applied toward reducing the UAL.
Budget FY25-26, FY26-27 Take Aways
• This budget represents the City’s sixth consecutive structurally balanced budget. If adopted, it will also be the sixth straight budget to include a surplus. • The projections for FY26-27 and FY27-28 reflect surplus. • City is continuing to pursue and utilize grant funding where available to accomplish CIP projects, including facilities, streets/bike lanes, parks, and technology upgrades.
• The Gen Fund Reserves continue to be used to fund multi-year CIP.
Budget FY26-27, FY27-28 Summary
Fiscal Impact
• The budget projection and estimate for FY26-27 and FY27-28 are balanced. • Reflect surplus for FY26-27 and FY27-28.
AB 2561
Presentation:
Los Alamitos’ Vacancies and Recruitment Efforts Calendar 2025 At the heart of our work is a shared
commitment to how we show up for
one another and for the community we
serve. To help ground us in that
commitment, we align our daily work
around LOS AL, a simple set of values
that guide our actions and decisions.
WORKFORCE
INFO - GENERAL
• Total Budgeted/Authorized Full-Time Positions: 79
• Services Rendered to Public by Budgeted/Authorized Workforce :
• Non-Represented Employee
• Police Officers Association (POA)
• California Teamsters 911 (Teamsters)
DEPARTMENT Full-Time Part-Time TOTAL
CITY COUNCIL 0 5 5
ADMINISTRATION 7 2 9
FINANCE 5 0 5
DEVELOPMENT SERVICES 24 7 30
POLICE 27 12 39
RECREATION & COMMUNITY SERVICES 11 71 82
TOTAL NUMBER OF EMPLOYEES 74 97 170
• Average % of Vacancies at the End of Each Month : 5.8% • Highest % of Vacancies at the End of a Month : 10.1%
• Lowest % of Vacancies at the End of a Month : 1.3%
VACANCY INFO -
GENERAL
Calendar Year
2025 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Total # of
Vacancies 8 7 8 6 5 3 3 3 3 1 3 5
# of Budgeted
FTEs 79 79 79 79 79 79 79 79 79 79 79 79
% of Vacancies 10.1% 8.9% 10.1% 7.6% 6.3% 3.8% 3.8% 3.8% 3.8% 1.3% 3.8% 6.3%
HIRING ISSUES
- GENERAL
• The City reviewed applicable policies, procedures, and recruitment activities to identify any potential obstacles in our hiring process. • The City Identified the following potential obstacles:
• Competitive Job Market
• Getting the right person for the job
• Attracting qualified candidates (talent shortage)
• Maintenance Worker, weekend schedule
• The City will make the following changes to address obstacles:
• Continue with exit interviews, making sure staff members are leaving happy and fulfilled from the City of Los Alamitos .
RETENTION INFO
BARGAINING UNITS
Retention Statistics:
• Total # of Vacancies Created During 2025 : 9
⚬ # of Vacancies Created by Newly Budgeted Positions: 4 ⚬ # of Vacancies Created by Internal Promotion : 2
⚬ # of Vacancies Created by Internal Transfer: 0
⚬ # of Vacancies Created by Retirement: 0
⚬ # of Vacancies Created by Involuntary Separation: 2
⚬ # of Vacancies Created by Voluntary Separation: 5
￭ % of Vacancies Resulting From Voluntary Attrition : 6% • Annual Staffing Turnover Rate: 9%
VACANCY INFO -
BARGAINING UNITS
Bargaining Unit # of Vacancies # of Budgeted FTEs % of Vacancies Police Officers Association (POA) 1 21 4.7%
California Teamsters 911 (Teamsters) 4 34 11.8%
THANK YOU