CITY OF MONTEBELLO
CITY COUNCIL
REGULAR MEETING
WEDNESDAY, JUNE 12, 2024 AT 6:00 PM
CITY HALL COUNCIL CHAMBERS
1600 WEST BEVERLY BOULEVARD
MONTEBELLO, CALIFORNIA
CITY COUNCIL
Scarlet Peralta, Mayor
Salvador Melendez, Mayor Pro Tem
Angie M. Jimenez, Councilmember
Georgina Tamayo, Councilmember
David N. Torres, Councilmember
CITY MANAGER
Raul Alvarez
CITY TREASURER
David Matanga
CITY ATTORNEY
Arnold M. Alvarez-Glasman
CITY CLERK
Christopher Jimenez
DEPARTMENT HEADS
Assistant City Manager
Fire Chief
Police Chief
Director of Finance
Director of Human Resources
Director of Planning/Community Development
Director of Public Works
Director of Recreation and Community Services
Acting Director of Transportation
Arlene Salazar
Fernando Pelaez
Paul Espinosa
Michael Solorza
Ramon Figueroa
Joseph Palombi
Cesar Roldan
David Sosnowski
John Soria
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NOTICES
This City Council Meeting ("Council") will be held in person and will meet at City Hall – City Council Chambers, 1600 West Beverly Boulevard, Montebello, California. The meeting will be live streamed and can be watched on the City’s website and YouTube Channel via the following link: https://www.montebelloca.gov, and may also be viewed on Spectrum Public Access Channel 3 for all Spectrum cable subscribers.
AMERICANS WITH DISABILITIES ACT: In compliance with the Americans with Disabilities Act (ADA) any person with a disability who requires special accommodations in order to participate in a meeting should contact the Administration Office at (323) 887-1437 Monday-Thursday from 7:30 a.m.-5:30 p.m. Please call 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II 1203). If you require translation services, please contact the City Clerk’s office 72 hours before this meeting. Si necesita servicios de traducción, comuníquese con la Oficina del Secretario Municipal 72 horas antes de esta reunión. 如果您需要翻译服务，请在会议前 72 小时联系市书记员办公室.
RULES OF DECORUM:
Pursuant to Section 54957.95 of the Government Code, the presiding member of the legislative body conducting a meeting, or their designee, is authorized to remove, or cause the removal of, an individual for disrupting the meeting.
Any such removal will be preceded by a warning to the disruptive individual by the presiding member of the legislative body or their designee that the individual’s behavior is disrupting the meeting and that the individual’s failure to promptly cease their disruptive behavior may result in their removal.
PUBLIC COMMENTS:
In-Person: For those interested in participating during the Public Comment period(s) or public testimony period for Public Hearings of the City Council meetings, you may address the City Council in person only the day of the meeting.
Speakers will be required to fill out a speaker card provided at the door and submit it to City Clerk staff prior to each Public Comment announcement period. Staff will number and call each speaker card in the order received. Closed Session begins at 6:00 p.m. and Regular Session begins immediately thereafter; if there is no Closed Session, Regular Session will begin at 6:00 p.m.
AGENDA MATERIALS: The agenda and/or agenda packet are available for public inspection at City’s website at:
Agendas, Minutes, and Videos,
June 12, 2024: City Council Meeting Page 3 of 7
IN CONSIDERATION OF OTHERS, PLEASE TURN OFF, OR MUTE, ALL CELL PHONES AND PAGERS
THANK YOU FOR YOUR COOPERATION
OPENING CEREMONIES
CALL TO ORDER - 6:00 P.M.
ROLL CALL
ANNOUNCEMENT OF CLOSED SESSION ITEMS
PUBLIC COMMENTS ON CLOSED SESSION ITEMS
At this time, the public may submit a speaker card to the City Clerk staff for Closed Session items, prior to the beginning of this statement. Speakers will be called in the order received. Please be aware that the maximum time allotted for members of the public to speak on Closed Session items shall not exceed three (3) minutes per person. State Law prohibits the City Council from taking action or entertaining extended discussion on a topic not listed on the agenda. Please show courtesy to others and direct all of your comments to the Mayor and City Council.
CLOSED SESSION
The City Attorney shall provide a briefing on the item listed for Closed Session as follows:
1. CONFERENCE WITH LABOR NEGOTIATORS
Government Code Section 54957.6
Agency Negotiators: Raul Alvarez
Labor group: Montebello Police Officers Association
2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Government Code Section 54956.8
Property: Topgolf Site
City’s Negotiators: Raul Alvarez, City Manager
Negotiating Party: Topgolf Montebello
Under negotiation: Terms of Lease
REGULAR SESSION - IMMEDIATELY FOLLOWING CLOSED SESSION
CLOSED SESSION REPORT
INVOCATION
PLEDGE OF ALLEGIANCE
CORRECTIONS TO THE AGENDA - CITY MANAGER
CEREMONIAL ITEMS/PRESENTATIONS
3. PROCLAMATION FOR LESBIAN, GAY, BISEXUAL, TRANSGENDER, QUEER, AND INTERSEX (LGBTQI+)
PRIDE MONTH
4. PROCLAMATION FOR JUNETEENTH - FREEDOM DAY
5. PROCLAMATION FOR POST-TRAUMATIC STRESS DISORDER (PTSD) AWARENESS DAY
6. PROCLAMATION FOR NATIONAL SCLERODERMA AWARENESS MONTH
7. PROCLAMATION FOR NATIONAL GUN AWARENESS DAY
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PUBLIC COMMENTS ON NON-AGENDA ITEMS (30 MINUTES)
At this time, the public may submit speaker card(s) to the City Clerk staff, for both agenda and non-agenda items, prior to the beginning of this statement; Public Hearing items do not require a speaker card.
The City Council will address non-agenda items during this section and speakers will be called in the order received. Those persons not accommodated during this 30-minute period will have an opportunity to speak under “Public Comments – Continued”, after all scheduled matters have been considered. Public Hearing, Regular Business and/or Consent Calendar items will be addressed at the time that matter of business is heard, in the order received.
Please be aware that the maximum time allotted for members of the public to speak shall not exceed three (3) minutes per speaker. State Law prohibits the City Council from taking action or entertaining extended discussion on a topic not listed on the agenda. Please show courtesy to others and direct all of your comments to the Mayor and City Council.
STAFF COMMUNICATIONS ON ITEMS OF COMMUNITY INTEREST
REGULAR BUSINESS
8. ADOPTION OF FISCAL YEAR 2024-25 OPERATING AND CAPITAL BUDGET RECOMMENDATION: It is recommended that the City Council:
1. Approve Resolution No. 24-40 adopting the Fiscal Year 2024-25 operating and capital budgets for all funds; and,
2. Approve Resolution No. 24-41 adopting the compensation plan, table of organization and job classifications for Fiscal Year 2024-25 and,
3. Approve Resolution No. 24-42 establishing a Fiscal Year 2024-25 appropriations limit per Government Code Section 7190 (Gann Limit); and,
4. Take such additional, related action that may be desirable.
CONSENT CALENDAR
All matters listed under the Consent Calendar are considered to be routine. Any items a member wishes to discuss, including any items the public submitted speaker cards for, should be designated at this time. All other items may be approved in a single motion. Such approval will also waive the reading of any Ordinance.
9. ANNUAL APPROVAL OF INVESTMENT POLICY
RECOMMENDATION: It is recommended that the City Council:
1. It is recommended that the City Council adopt Resolution No. 24-39 approving the Investment Policy Statement for the City and Successor Agency as required by Government Code Section 53601 et al.; and,
2. Take such additional, related action that may be desirable.
10. APPROVE AMENDMENT NO. 5 TO AGREEMENT NO. 3937 WITH SPORTFIVE GOLF, LLC FOR
ADDITIONAL ARCHITECTURAL AND ENGINEERING SERVICES FOR THE MONTEBELLO MUNICIPAL
GOLF COURSE RENOVATION PROJECT
RECOMMENDATION: It is recommended that the City Council:
1. Approve Amendment No. 5 to Agreement No. 3937 with SPORTFIVE Golf, LLC for additional architectural and engineering services in the amount not-to-exceed $59,450; and
2. Authorize the City Manager to execute the amendment; and
3. Take such additional, related action that may be desirable.
11. ADOPT RESOLUTION NO. 24-34 APPROVING THE FISCAL YEAR 2024-25 PROJECT LIST FOR SENATE BILL 1 "THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017" FUNDED PROJECTS
June 12, 2024: City Council Meeting Page 5 of 7
RECOMMENDATION: It is recommended that the City Council:
1. Adopt Resolution No. 24-34 approving the Fiscal Year 2024-25 project list for Senate Bill 1, the Road Repair and Accountability Act of 2017 funded projects; and
2. Authorize staff to submit the resolution and project list to the California Transportation Commission (CTC); and,
3. Take such additional, related action that may be desirable.
12. APPROVE PROFESSIONAL SERVICES AGREEMENT NO. 4205 WITH MCA CONSULTANTS TO
IMPLEMENT THE CALIFORNIA DEPARTMENT OF RESOURCES RECYCLING AND RECOVERY (CALRECYCLE) SB1383 LOCAL ASSISTANCE AND GRANT PROGRAM
RECOMMENDATION: It is recommended that the City Council:
1. Award Professional Services Agreement No. 4205 to MCA Consultants to provide SB 1383 Local Assistance Grant Program services for a three (3) year term in a total not-to-exceed amount of $167,713; and,
2. Authorize the City Manager to execute the Agreement; and,
3. Take such additional, related action that may be desirable.
13. APPROVE AMENDMENT NO.1 TO AGREEMENT 3871 WITH JAIRO’S PLUMBING, INC. TO PROVIDE
CITYWIDE ON-CALL SERVICES
RECOMMENDATION: It is recommended that the City Council:
1. Approve Amendment No. 1 to Agreement 3871 between the City of Montebello and Jairo’s Plumbing, Inc. for a One (1) Year Extension; and,
2. Authorize the City Manager to execute the Amendment; and,
3. Take such additional, related action that may be desirable.
14. APPROVE AMENDMENT NO. 1 TO AGREEMENT 4123 WITH JOHNSON CONTROLS, INC. TO PROVIDE
CITYWIDE HEATING, VENTILATION AND AIR CONDITIONING (HVAC) SERVICES RECOMMENDATION: It is recommended that the City Council:
1. Approve Amendment No. 1 to Agreement No. 4123 between the City of Montebello and Johnson Controls to increase the not-to-exceed amount from $320,000 to $400,000; and,
2. Take such additional, related action that may be desirable.
15. RECEIVE AND FILE AND ADOPT THE CITY OF MONTEBELLO’S FINAL SYSTEMIC SAFETY ANALYSIS
REPORT PROGRAM (SSARP) AND LOCAL ROAD SAFETY PLAN (LRSP) RECOMMENDATION: It is recommended that the City Council:
1. Receive and file and adopt the City of Montebello’s final Systemic Safety Analysis Report Program (SSARP) and Local Road Safety Plan (LRSP) prepared by Mark Thomas & Company, Inc.; and,
2. Take such additional, related action that may be desirable.
16. APPROVE RECEIPT OF FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) HAZARD MITIGATION
GRANT PROGRAM (HMGP) FUNDS
RECOMMENDATION: It is recommended that the City Council:
1. Approve receipt of $209,800 in grant funding awarded by the Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program (HMGP); and
2. Amend the Fiscal Year 2023-24 budget by increasing appropriations by $209,800 in Account No. 265- 85-858-6040.10 (Grants, Fire, FEMA-HMGP, Other Contract Services [Expenditures]) and Account No. 265-99-4198.16 (Grants, FEMA-HMGP [Revenue]); and
June 12, 2024: City Council Meeting Page 6 of 7
3. Take such additional, related action that may be desirable.
17. APPROVE PROFESSIONAL SERVICES AGREEMENT NO. 4206 WITH GEORGE HILLS TO PROVIDE
GENERAL LIABILITY THIRD-PARTY ADMINISTRATION SERVICES
RECOMMENDATION: It is recommended that the City Council:
1. Approve Professional Services Agreement No. 4206 with George Hills for an initial three (3) year term in the amount that shall not exceed $291,500 over the three years; and,
2. Authorize the City Manager to execute Professional Services Agreement No. 4206; and,
3. Take such additional, related action that may be desirable.
18. APPROVE AMENDMENT NO. 1 TO PROFESSIONAL SERVICES AGREEMENT NO. 4115 WITH CARE SOLACE, INC.,TO PROVIDE ASSISTANCE WITH COMMUNITY BASED COUNSELING RECOMMENDATION: It is recommended that the City Council:
1. Approve Amendment No. 1 to Professional Services Agreement No. 4115 between Care Solace, Inc., (“Care Solace”) and the City of Montebello to continue providing assistance to residents with finding community-based counseling; and,
2. Authorize the City Manager to execute Amendment No. 1 between Care Solace and the City of Montebello; and,
3. Take such additional, related action that may be desirable.
19. APPROVAL OF MINUTES: MAY 22, 2024, CITY COUNCIL MEETING RECOMMENDATION: It is recommended that the City Council:
1. Approve said Minutes as is.
20. PAYMENT OF BILLS: ADOPT RESOLUTION NO. 24-38 APPROVING THE CITY WARRANT REGISTER OF DEMANDS DATED JUNE 12, 2024
RECOMMENDATION: It is recommended that the City Council:
1. Adopt Resolution No. 24-38 approving the Warrant Register dated June 12, 2024.
PUBLIC COMMENTS - CONTINUED
AB 1234 TRAVEL REPORTS
Members will provide a brief report on meetings attended at the expense of the local agency as required by Government Code Section 53232.3(d).
COUNCIL/AGENCY ORALS
Announcements and requests for future agenda items.
• Salvador Melendez, Mayor Pro Tem
1. Implement a vacant property registration program.
• Angie M. Jimenez, Councilmember
• Georgina Tamayo, Councilmember
• David N. Torres, Councilmember
June 12, 2024: City Council Meeting Page 7 of 7
• Scarlet Peralta, Mayor
CLOSED SESSION - CONTINUED
ADJOURNMENT
The City of Montebello will adjourn to the next Regular Meeting on June 26, 2024, at 6:00 p.m., which can be livestreamed at https://www.montebelloca.gov (Click on Live Stream).
I, Kimberly Guillen, Senior Deputy City Clerk for the City of Montebello, hereby certify that a copy of this agenda has been posted on or before Sunday, June 9, 2024, no later than 6:00 p.m.
Kimberly Guillen, Senior Deputy City Clerk
EXHIBIT - CITY OF MONTEBELLO FORECASTED AGENDA
Please note, the attached exhibit is a draft version that is to be used for reference purposes only; agenda items, information, and dates are subject to change. The exhibit will be placed at the end of the Agenda Packet. • CITY OF MONTEBELLO FORECASTED AGENDA
ITEM # 8
CITY OF MONTEBELLO
CITY COUNCIL AGENDA STAFF REPORT
TO: Honorable Mayor and City Council Members
FROM: Raul Alvarez, City Manager
BY: Michael Solorza, Director of Finance
SUBJECT: ADOPTION OF FISCAL YEAR 2024-25 OPERATING AND CAPITAL BUDGET
DATE: June 12, 2024
RECOMMENDATION(S):
It is recommended that the City Council:
1. Approve Resolution No. 24-40 adopting the Fiscal Year 2024-25 operating and capital budgets for all funds; and,
2. Approve Resolution No. 24-41 adopting the compensation plan, table of organization and job classifications for Fiscal Year 2024-25 and,
3. Approve Resolution No. 24-42 establishing a Fiscal Year 2024-25 appropriations limit per Government Code Section 7190 (Gann Limit); and,
4. Take such additional, related action that may be desirable.
FISCAL IMPACT:
The City of Montebello celebrates its second century of incorporation with this presentation of the proposed Fiscal Year 2024-25 Operating and Capital budget. The City is faced with a unique combination of opportunities and challenges, with many new projects underway – and some major ones recently completed – that will propel economic development in the community. The past fiscal year witnessed the continuation of progress towards financial sustainability.
The proposed all-funds budget includes $226,869,719 in expenditures and 224,476,069 in revenue (Attachment A, Exhibits A1 and A2, "All funds Revenue" and "All Funds Expenditures"). The majority of the difference between proposed expenditures and revenue is from utilizing available fund balance in the various Special Revenue Funds for capital projects such as reconstructing and paving City streets.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
The General Fund budget, which provides funding for everyday services our residents depend on – Police, Fire, community services, code enforcement, street and park maintenance – is projected to have a $562,700 surplus. General Fund expenditures of $76,100,900 are less than estimated revenues of $76,663,6000, as summarized in the table below:
Total, all funds appropriations (expenditures and revenue) include General Fund operations as well as Transit (Montebello Bus Lines), the Hilton Garden Inn and Home2Suites, the various Capital Improvement Program (CIP) projects funded with Local Return Funds (i.e., Measure R, Proposition C) and Federal and State grants, Community Development Block Grant (CDBG) programs, several grant awards across multiple departments (Fire, Parks and Recreation, Police, etc.), Property Tax Override payment of Pension Obligation Bond debt service, Successor Agency (former Redevelopment Agency) enforceable obligations, and many other projects, programs and operations utilizing various special and restricted funding sources The progress in right-sizing the City’s General Fund over the past five fiscal years has been significant. Staff has worked diligently to review all revenue and expenditure items, performing a “modified” zero-based budgeting exercise for the fifth consecutive year. This budget represents the fifth year of a five-year budget development process, with the end goal being the achievement of a sustainable and healthy budget that incorporates City Council priorities while providing funding for essential daily operations. More information about the strategic budget development process can be found in the Budget Message (Attachment E).
General Fund
Total General Fund revenue is projected to be $76,663,300, a $3.347 million increase (4.6%) over the FY 2023-24 adopted budget. The table below shows historical General Fund revenue by major category, from FY 2021-22 (actuals) to FY 2024-25 (projected) and the variance from last fiscal year to this fiscal year.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
Sales tax overall is projected to increase $540,000 year over year (2.1%) when compared to the FY 2023-24 budget. The projected uptick in sales tax revenue is based on a stable economy, tempered by projections of a possible slowdown during the 2024-25 fiscal year.
The FY 2024-25 budget includes the fifth full year of Measure H revenue and more accurately reflects the expected amount as more data has become available about this transaction and use tax source, which allows for more accurate forecasts.
Property Tax is also proving strong, with a 5.2% increase in citywide Assessed Value, as well as additional revenue flowing in from the Metro Heights development, providing an additional $1.447 million in the adopted budget. It must be noted that the positive impact of the Metro Heights project is now being seen in the current property tax revenue forecast. The County assesses properties every January 1, as well as when an existing property is sold. While there were some completed Metro Heights properties as of January 1, 2023, the assessment that occurred on January 1, 2024 has positively impacted FY 2024-25 property tax revenue.
Licenses and Permits forecasts to be essentially flat year-over-year ($7.548 million vs. $7.651 million). Various permits (building, plumbing, mechanical) and plan check fees are seeing a several year bump as the Metro Heights development progresses. The Topgolf project contributed new streams of revenue in this category in FY 2023-24. Since that project has been completed, the additional revenue is not included for FY 2024-25, contributing to the flatness year-over-year.
Franchise Fees are projected to increase $270,000, a combination of increases in Southern California Gas Company, Southern California Edison, and solid waste franchise revenue. Fiscal Year 2024-25 will be the second full year of SB 1383 related organic waste franchise fees, projected to bring in $300,000.
Transfers In (non-Operating Revenue) are up $300,000 year-over-year. The increase is from additional reimbursement of retirement related expenses in the General Fund. The City collects additional voter approved property tax for retirement expenses (i.e,CalPERS). The General Fund is reimbursed for these expenses through a transfer of revenue on a quarterly basis. With additional staff added over the years, and increased wages from recent (i.e., 2022) labor contract approvals, PERS related expenses have increased. Therefore, the Transfer In reimbursement has increased for FY 2024-25 to match forecaster expenses.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
The City of Montebello is a full-service city, providing Police, Fire, Public Works, Parks and Recreation, Transit and various building, planning and internal support functions (i.e., Finance, Human Resources, Information Technology, etc.) to the community. The Fiscal Year 2024-25 General Fund expenditures budget that supports day-to-day functions is $76,100,900, a $3.413 million increase (4.7%) over the FY 2023-24 adopted budget.
The table below provides a department level view of expenditures for FY 2024-25, with comparisons to prior year budgets and actuals:
The 4.7% increase in appropriations encompasses many changes across all departments and expenditure types. With salary and benefits comprising 62.1% of the General Fund budget, any changes made in this category will have the greatest impact on expenditures. Maintenance and Operations comprises 33.6%, and Debt and Lease Payments make up the remaining 4.3% of the adopted General Fund budget:
It should be noted that approximately 96% of the City’s General Fund budget appropriations are “spoken for” in the way of commitments from MOUs, contracts, debt service payments, professional service agreements, utilities and other such expenses the City is obligated to pay. The table below provides an overview of the major expenditure categories and how much these commitments comprise of the General Fund budget (with a comparison to FY 2023-24):
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
This table illustrates how little leeway exists in the General Fund for re-directing appropriations or re-prioritizing spending from one area to another. The City obviously has commitments to its employees through City Council approved MOUs, and long-term debt service and lease arrangements commit additional funds, while insurance and workers compensation expenses must be paid. The Contract Services category encompasses landscape, custodial, street sweeping, graffiti removal, legal services, software licenses and many other types of required services.
Supplemental Requests: Maintenance and Operations / Staffing A few supplemental requests are included in the 2024-25 budget. As noted above in the discussion of “fixed costs,” there is relatively little room in the General Fund for supplemental expenses – whether one-time or recurring. Therefore, the FY 2024-25 budget reflects a very modest inclusion of the total amount of supplemental requests submitted by Departments.
The tables below provide a summary and detailed listing of the various supplemental items included in the budget, separated by General Fund ($221,100 in supplemental items) and non-General Fund items ($150,000). There is a total of $371,100 in supplemental requests included in the proposed budget:
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
Of the $371,100 in supplemental items included across all funds, $202,300 is one-time or non-recurring in nature. In other words, they are equipment and/or durable supply items with relatively long useful lives (five or more years). While these items will need to be replaced eventually, the costs associated with acquisition do not need to be budgeted annually. The recurring items (i.e., signage, vehicle maintenance expenses, software licenses, etc.) total $168,800 and will become permanently budgeted items going forward.
As can be seen by the descriptions above, many of the supplemental items are necessary due to increased and improved programs and services – public safety K-9 and dispatch related software to improve responses, record keeping and analysis, various audiovisual equipment for community events, replacement information technology hardware for employee productivity, supplies for the newly created community emergency response team (CERT), etc. The supplemental requests included in the FY 2024-25 budget are spread across several departments. However, every operating department continues to identify unmet needs and such items will continue to be included in subsequent budgets
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
as funding is available.
The FY 2024-25 budget presents a net increase of 20.0 full-time equivalent (FTE) positions (Attachment A, Exhibit A3, "Master Position Control"). This includes elimination of un-needed positions in Public Works, the shifting of the Building Safety Division back to Community Development, the consolidation of Public Affairs in Parks and Recreation, and the addition of seven (7.0) full-time positions in the Police Department for the newly created Park Safety Bureau (both sworn and non-sworn). The table below shows total FTE and the year-over-year change:
Over the last five fiscal years, key positions have been added in the areas of public safety, homeless assistance, public information, engineering, budget analysis, information technology, street/parks maintenance supervision, community services management, code and parking enforcement, transit and community beautification, Police Officers, Code Enforcement Officers, Fire Battalion Chief and Captains, Firefighter/Paramedic, Social Worker and Caseworker, Public Information Officer, Crime Analyst, Senior Management Analyst, Community Services Coordinator, Bus Operator, Police Community Service Officer, etc.
For FY 2024-25, several departments requested positions through the supplemental budget process. The summary table below shows the new positions in the proposed budget that were included as part of the supplemental budget request process.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
Attached to this agenda report is the “Compensation Plan Resolution” (Attachment B) that lists every approved position classification and the accompanying salary range. It should be noted that as of May 2022 a comprehensive, standard salary matrix now exists. That matrix has been included for reference, as Exhibit B1 to Attachment B.
Other Funds
The majority of revenue and expenditures comprising the City’s total budget are recorded in Special Funds, Enterprise Funds, Grant Funds, Trust and Agency Funds and Successor Agency Funds. Under governmental accounting rules, these funds are more restricted, and the use of revenue is dictated by certain guidelines based on the source of funding.
For example, the Los Angeles Country Metropolitan Transportation Authority (Metro) provides Local Return Funds (LRF) to cities in Los Angeles County for various transit, road and street uses. These funds are recorded in their own separate funds: Measure M, Measure R, Proposition A, and Proposition C. Montebello utilizes these revenues for transit projects, street rehabilitation, debt service on "Paving the Way" bonds and related road projects.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
The City also uses Enterprise Funds to account for Transit, Golf and Hotel (Hilton Garden Inn and Home2Suites) operations. The table below presents a high-level overview of all funds revenue and expenditures, proposed for FY 2024-25, grouped by “fund type:” The table below provides a high level, historical overview of the major enterprise funds, followed by a brief description of each and highlights for the 2024-25 fiscal year.
Transit
The largest enterprise fund -- as measured by total expenditure and revenue appropriations – is Transit, Fund 600 (Montebello Bus Lines). This fund accounts for the various sources (Metro Transit revenue, Federal Transit Administration, etc.) and uses of funds (salaries, maintenance, equipment purchases, etc.) that are utilized to fund daily bus operations and maintenance of the fleet. The FY 2024-25 Transit budget – excluding grants (Fund 270) and Senate Bill 1 (SB 1) State of Good Repair funding (Fund 202) – includes $38.402 million in expenditures balanced against $35.161 million in revenue.
It should be noted that certain Transit-specific American Rescue Plan Act (ARPA) funds remain available for Transit operations and will be claimed as allowed expenses are incurred. This additional revenue has not been added to the projected FY 2024-25 budget. However, once recognized, revenue for FY 2024-25 will come in higher than the current projection. (For example, a portion of this “pandemic era” funding was used to offset salary and benefit expenses over the prior three fiscal years.)
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
The table below provides an overview of Transit Fund expenditures and budgets from FY 2021-22 to FY 2024-25, by division:
There is a $3,246,650 year-over-year increase in the Administration Division. This is due to salary increases as vacancies have been filled (i.e., Sr. Management Analyst, Administrative Manager, etc.) in the past fiscal year. There is also the Transit share of the citywide solar project, as new financing expenses are budgeted for the first time in FY 2024-25. The largest increase from FY 2023-24 is a $1.4 million transfer to the Information Technology Infrastructure Upgrade project capital fund (Fund 325). This transfer covers Transit’s share of this project, as a portion of the City’s information technology backbone is utilized by Transit operations.
The Operations Division will see a decrease of $1,695,700. Even with increased salaries from the recently approved MOU with SMART-TD, there is still a decrease over the FY 2023-24 adopted budget. The sole reason for this is that salary and benefit appropriations for FY 2023-24 were budgeted too high. Therefore, the more accurate budgeting for FY 2024-25 reflects a decrease from the prior year’s budget. It should be noted that vacancies continue to be a challenge in this Division, contributing to lower than expected salary and benefit costs. Management continues to recruit steadily, and the new MOU – which wages increased considerably to market levels – should assist in recruitment efforts.
The Corporate Shop Division will see a $1,691,000 decrease vs. last year. One of the reasons for this decrease is the absence of $800,000 in supplemental requests that were included in FY 2032-24: “bus wraps” to complete the rebranding of the Montebello Bus Lines fleet; and purchase a heavy-duty scrubber and a ride-on sweeper -- both one-time expenditures.
In addition to the operating budget found in Fund 600, capital and equipment projects and purchases are also funded through grants and state funding. Additional details can be found in the budget book: Transit Grant expenditures (Fund 270) and SB1/SGR projects (Fund 202).
Hotels
The City owns two hotels and contracts with a third-party management company to operate them. The Hilton Garden Inn (HGI) underwent a complete remodel in 2020, the first since it opened over seventeen years ago, and reopened to the public in September 2020 after being closed for more than six months.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
As business and leisure travel patterns continue to recover to pre-pandemic levels, the Hilton Garden Inn’s performance continues to improve. The hotel forecasts a surplus in FY 2024-25. The refinancing of HGI debt (December 2019) was a positive financial move, providing significant debt service savings for three years by restructuring the debt to be interest only during the pandemic. This refinancing made economic sense – taking advantage of historically low interest rates – and was fortuitous in timing. The reduced debt service coinciding with reduced income from lower occupancy.
The Home2Suites hotel’s occupancy also suffered in 2020 due to the pandemic.
However, in recent years, occupancy has been climbing and performance appears to have returned to pre-pandemic levels as business travel returns. The debt service on the Home2Suites (H2S) is greater than Hilton Garden Inn, given the larger outstanding balance (Series 2016A) of bond funds. Home2Suites forecasts a comfortable operating surplus for FY 2024-25.
The table below provides an overview of the two hotels’ financial performance, from FY 2019-20 to FY 2024-25. As can be seen for fiscal years 2019-20 and 2020-21, the pandemic severely impacted both hotels negatively. But in recent years, surpluses have grown:
Both hotels are well positioned to take advantage of the continuing post-coronavirus rebound in leisure and business travel. Their revenue accounts are healthy, and projected operating revenue will be sufficient to support operations and debt service payments with no negative impact on the General Fund.
Golf
The City’s 118 acre golf course underwent a complete transformation from Fall 2022 to Spring 2024. The 18 hole public course has been re-imagined and rebuilt to match the golfing needs of the 21st century. A new 9 hole executive lighted course has opened, along with a 6 hole course that plays short and can be combined with other holes for a 10 hole experience – the addition of lights allows for night play for the first time in the course’s history. The construction of a new clubhouse – completion expected summer
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
2024 – will round out the redevelopment of the over 100 year old course, breathing new life into this public space and introducing golf to a new generation of players.
In addition, on 15 acres located at the northeast corner of the course, a Topgolf entertainment complex opened in Spring 2024. The three-story, 100 bay entertainment and conference complex has revitalized the golf course campus, introducing a new style of golf to the community and adding a destination amenity for casual and serious golfers alike. The Topgolf facility offers meeting rooms that allow for an additional space for conferences, meetings, etc. for the community.
These projects will bring new sources of sales tax and lease revenue to the General Fund and Golf Fund. Moreover, they contribute to the City’s economic development efforts, helping to revitalize a portion of the community.
The FY 2024-25 budget includes debt service and construction expenses related to these projects. The FY 2024-25 budget also includes projected revenue from these two projects, as well as reflect expenses related to the management and operations of the revitalized public golf course.
Capital Improvement Program
The proposed Capital Improvement Program (CIP) budget for FY 2024-25 includes a mixture of new appropriations and carryover of previously appropriated but not yet spent funds (Attachment D, as well as Exhibit A5 to Attachment A). The total (estimated) CIP budget for FY 2024-25 is $40.115 million. This amount is comprised of $6.239 million in new appropriations, $28.976 million in (estimated) carryover funds, plus $1.153 million in Maintenance and Operations expenditures. It should be noted that the final carryover amounts will not be known until after year-end close (June 30, 2024). As has been done in prior fiscal years, subsequent City Council action will be requested to appropriate the carryover amounts.
In addition, there will be some remaining uncommitted funds in certain funds that could be used for new capital projects (those not included in the current CIP project list) or for expanding approved projects if necessary. In other words, available fund balance exists that has not been committed to a particular project – either with previous budgets or with the FY 2024-25 proposed CIP budget. The Director of Public Works will work with staff and the City Council to determine potential priority projects to which these unprogrammed funds can be obligated. Subsequent City Council action would appropriate the unprogrammed funds depending on decisions made about new or expanded CIP projects.
The $40.115 million CIP budget utilizes funding from Gas Tax, Metro Local Return Funds (i.e., Proposition C, Measure R, etc.), Measure W (Los Angeles County stormwater fee), Paving the Way Bond Proceeds, and Federal and State grants (i.e., HSIPL, Sewer Infrastructure) for a host of various projects. A separate CIP document providing more detailed descriptions of each project can be found in Attachment D.
The table below provides a high-level overview of CIP appropriations by fund (NOTE: not included in the amounts below are appropriations for debt service and administration –
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
allowed charges for salaries and benefits):
There are several new projects as well as existing projects having their budgets increased that are in different stages of planning: engineering studies/analysis, design, construction, maintenance or debt service/other expenses:
o Bluff Road Slope Stabilization project would commit $469,000 towards repair work o Signal synchronization work along Washington Blvd would utilize $559,800 in Proposition C funding
o Design and construction work for Plaza Drive would commit $894,100 in Proposition C funds for this project in the northeast corner of the City o The City has an annual street resurfacing program, encompassing “grind and overlay,” “slurry seal,” “reconstruction,” and “HYRAP” work, depending on the condition of the street. These annual projects will have more than $3.4 million committed to them in FY 2024-25 from Measure M, Measure R, SB1/RMRA and TDA-3 funds
o Regular maintenance such as replacing signs, maintaining traffic signals, striping, and other related work will be funded utilizing State Gas Tax funds ($805,000) o New for FY 2024-25 is the use of $346,000 in Proposition C funds to help offset the citywide street sweeping contract, reducing the burden on the General Fund o The City will also continue utilizing the remaining Paving the Way bond funds ($15.661 million) to repair and pave streets throughout Montebello. Additional details and plans will be provided at subsequent City Council meetings as construction contracts are put out to bid and awarded.
As discussed more fully in the Budget Message (Attachment E), staff have improved cost
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
allocation methods, and will be utilizing the maximum amount allowed per Metro Local Return Fund guidelines to offset administrative costs. Public Works staff and consultants conducting engineering, planning and related work charge their time to Proposition A, Proposition C, Measure M and Measure R on an “hours worked" basis. This allocation of time relieves the General Fund of these expenses, allowing for additional budget capacity.
BACKGROUND/DISCUSSION:
This budget builds upon the progress made in the past four years’ award-winning budgets and continues moving the organization forward by funding the services and programs key to the City Council’s priorities. The City once again received the Government Finance Officers Association (GFOA) “Distinguished Budget Presentation Award” for the adopted Fiscal Year 2023-24 budget document – the fourth consecutive year. Receiving this award demonstrates the City’s commitment to producing an accessible budget document that effectively communicates the City’s financial priorities in a transparent and accessible manner. Staff will submit the FY 2024-25 budget for this award and fully expect to receive it for a fifth consecutive year.
Moreover, for the first time, the City hosted community budget forums as part of budget development. The three public sessions held in February 2024 provided a “Budget 101” overview for the community, and staff solicited questions and feedback from residents on all manner of budget and operational issues. The feedback from the community was incorporated into budget development, with residents’ requests submitted to the City Council for consideration.
Staff also improved upon community outreach efforts that began last fiscal year by refining the community budget survey. The survey was available for several weeks in March 2024 through the City’s website and all social media channels. In combination with the feedback from the community budget forums, Staff was able to present community budget needs and wants to the City Council. The FY 2024-25 budget has been developed with significant community input – a first for the City of Montebello.
Below is a small sample of recent accomplishments that positively impact the organization in Fiscal Year 2024-25:
o Completion of the transformation of the City’s public golf course – a re-opened Bella Verde Golf Course (Spring 2024) that provides an improved golfing experience for the community
o Opening of the 100th Topgolf Entertainment Complex in Spring 2024 – transforming 15 acres of the former golf course into a destination site o Continued growth in revenue from the three-quarter cent sales tax measure (Measure H), approved by 62% of Montebello’s voters in March 2020 Continued progress in upgrading the City’s streets and roadways through use of $25 million in bond funding for the “Paving the Way” program
o Approval of an updated General Plan, the first such endeavor since 1973
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
o Upgraded the City’s vehicle fleet, purchasing replacement vehicles for Police, Public Works and Fire
o Expanded community programs with a season-long Farmer’s Market (Night Market), Pet Vaccine Clinics, a summer street-fest, and other resident favorite programs
o Significant progress toward completion of an affordable housing project in downtown Montebello (6th Street) developed by the Cesar Chavez Foundation o Continued progress towards completion of 1,200 housing units as part of the Metro Heights development
o Sale of the City’s Water System, satisfying a State Auditor recommendation from 2018
o Significant upgrades to the City’s Police Department headquarters building, an investment of $1.25 million in facility and equipment improvements These and dozens of additional accomplishments provide a clear indication that Montebello is making progress towards financial sustainability and fiscal stability – with significant assistance from the City’s economic development team. This budget continues movement towards those goals.
ENVIRONMENTAL:
N/A
ANALYSIS:
N/A
SUMMARY:
The budget presented provides essential services to Montebello residents and visitors while advancing the City Council’s vision and strategic plan. The Fiscal Year 2024-25 budget solidifies recent positive financial and operational changes while moving the City closer to long-term financial stability. The clearest evidence of this progress is the presentation of a balanced General Fund budget, with a $562,700 surplus. Additional details can be found by reviewing the Budget Message, included as Attachment E, as well as reviewing the various exhibits to Attachment A which provide overviews of revenue, expenditures, positions and the Capital Improvement Program (CIP).
City Council is being asked to approve the operating and capital budgets (Attachment A), approve the compensation resolution (Attachment B) and approve a resolution setting an appropriations limit as required by State Government Code (i.e., GANN limit, Attachment C).
The “Budget Message” is attached as well (Attachment E), which provides a greater discussion of the overall budget, providing in-depth details on various aspects of the City’s operations.
CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 12, 2024
ATTACHMENT(S)
1. Attachment A - Budget Adoption Resolution No. 24-40 FY 2024_25, 06_12_2024
2. EXHIBIT A1 - All Funds REVENUE
3. EXHIBIT A2 - All Funds EXPENDITURES
4. EXHIBIT A3 - Master Position Control FY 2024_25, 06_12_2024
5. EXHIBIT A4 - General Fund reserve policies 06_12_2024
6. EXHIBIT A5 - CIP Budget Overvew FY 2024_25, 06_12_2024
7. Attachment B - Compensation Plan Resolution No. 24-41 FY 2024_25, 06_12_2024
8. EXHIBIT B1 - Salary Matrix Annual _ 2% Increase
9. EXHIBIT B2 - New Job Classifications - FY 2024_25
10. Attachment C - GANN Limit Resolution No. 24-42 FY 2024_25, 06_12_2024
11. EXHIBIT C1 -GANN Limit Calculation FY 2024_25
12. EXHIBIT C2 -GANN Limit Calculation FY 2024_25
13. ATTACHMENT D - CIP Summary and Detailed Project Descriptions, 06_12_2024
14. ATTACHMENT E - Budget Message PROPOSED FY 24_25
NEXT STEPS:
N/A
ATTACHMENT A
RESOLUTION NO. 24-40
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MONTEBELLO, CALIFORNIA, ADOPTING AN OPERATING
AND CAPITAL BUDGET FOR FISCAL YEAR 2024-25
WHEREAS, the City Council has received and considered the Proposed budget for Fiscal Year 2024-25 presented through staff reports, budget presentations, memorandum, community forums, community feedback surveys and information received in noticed, regular meetings on the City Budget; and,
WHEREAS, the original of said Proposed Budget will be revised so as to reflect each and all of the amendments, changes, and modifications which the City Council, up to the time of adoption of this resolution including any actions taken at the June 12, 2024 meeting, believes should be made in said Proposed Budget as so submitted and to correct any non-substantive errors discovered.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MONTEBELLO HEREBY RESOLVES, FINDS, AND DECLARES AS FOLLOWS:
SECTION 1. That the Proposed Budget for Fiscal Year 2024-25, a complete copy of which has been proposed to the City Council and made available to the public and incorporated by this reference as though fully set forth herein, and which is summarized in Exhibits A1 and A2, attached hereto, is hereby approved and adopted.
SECTION 2. That the Estimated Revenue and Transfers In for all funds for Fiscal Year 2024-25, a summary of which is attached as Exhibit A1 and incorporated by this reference as though fully set forth here, is hereby approved and adopted. When combined with reserves (i.e., fund balance or fund equity), the Estimated Revenue and Transfers In for Fiscal Year 2024-25 are sufficient to fund the appropriations set forth in the Proposed Budget for Fiscal Year 2024-25.
SECTION 3. That the Proposed Appropriations and Transfers Out for all Funds for Fiscal Year 2024-25, a summary of which is attached as Exhibit A2 and incorporated by this reference as though fully set forth herein, providing appropriations summaries of details currently contained in the City’s accounting system, including technical adjustments related to Transfers In and Transfers Out, and detail of estimated revenue, is approved and adopted.
SECTION 4. That the Master Position Control, attached hereto as Exhibit A3, and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. The City Manager, subject to compliance with all applicable Municipal Code and Personnel Rules and Regulations, may revise the Tables of Organization and Master Position Control as needed and necessary for the operation of the City.
RESOLUTION NO. 24-40
SECTION 5. That the Salary Schedules/Tables for all authorized positions are updated and approved so as to reflect the salary provisions in effect for all approved Memoranda of Understanding (MOU) between the City and all recognized bargaining groups as detailed in the separate “Resolution Adopting the Compensation Plan and Table of Organization” that is also adopted at the same meeting as the Fiscal Year 2024-25 Operating and Capital Budget, and fully operationalizes the standardized salary matrix establishing ranges and steps for each approved job classification.
SECTION 6. That the “General Fund Reserve Polices” as presented in Exhibit A4 remain unchanged from those most recently adopted on June 14, 2023 and are hereby reaffirmed by approval of this resolution.
SECTION 7. That from the effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments for the respective objects and purposes therein named; provided however that:
SECTION 7.1. Department Directors are hereby authorized to move appropriations from one object to another, within each budgetary program/division and within the same fund, provided that total approved appropriations for a budget program and within the same fund are not exceeded nor increased beyond their originally adopted amounts; and,
SECTION 7.2. The Director of Finance is hereby authorized to transfer operating budget appropriations within the same fund between departments, divisions, programs and/or object codes, provided total appropriations for a Department by fund are not increased.
SECTION 8. That changes to total Department appropriations, total fund appropriations, all other changes to Capital Improvement Program appropriations not specified in Section 7 et al of this resolution, transfers to and/or from appropriated reserves, cancellation of appropriations, and appropriations of fund balances shall require the majority approval of the City Council.
SECTION 9. That the Capital Improvement Program (CIP) contained in the Proposed Budget for Fiscal Year 2024-25 (Exhibit A5) is hereby approved in concept, and the Director of Public Works, or his/her designee is authorized to publicly advertise for bids on these projects in accordance with State of California statues and City of Montebello Municipal Code.
SECTION 10. That construction of Capital Improvement Projects requires the use of professional services such as engineering oversight, geo-technical, water testing, project management, design, survey and other required studies and activities. Funding for these professional services is included within each Capital Improvement Project’s budget as set forth in the Proposed Budget for Fiscal Year 2024-25, and specifically as summarized in Exhibit A5. Consistent with State of California statutes and City of Montebello Municipal
RESOLUTION NO. 24-40
Code sections 3.20 et al covering procurement of professional services, the City Council hereby authorizes the City Manager, or designee, to enter into any necessary professional services agreements to facilitate the completion of an approved Capital Improvement Project.
SECTION 11. That all encumbrances remaining as of June 30, 2024, after thorough review by appropriate Finance Department staff, will either be released or re-appropriated for use in Fiscal Year 2024-25 as appropriate, in the respective funds, departments, programs and accounts/objects, thus adjusting the adopted budget by the encumbered amount carried over without further City Council action required.
SECTION 12. That all active Capital Improvement Program and Federal, State and Local Grant appropriation balances that existed as of June 30, 2024 will be re-appropriated for use in Fiscal Year 2024-25, as appropriate without further City Council action required.
SECTION 13. That at various times throughout the fiscal year, employee engagement, recruitment and retention and morale building activities will be programmed and held. Furthermore, it is in the interest of the public good that these activities be provided to help build and maintain an effective and professional staff, so motivated and engaged as to provide the best customer service possible to Montebello residents and the community at large. Therefore, it is in the public interest that funds have been and will be appropriated in the Fiscal Year 2024-25 budget for these uses, and the City Council by adoption of the Fiscal Year 2024-25 budget finds it in the public interest to expend funds towards these uses.
SECTION 14. That the budget contains appropriations for the funding of the following community service organizations/projects: (1) Sister City of Artsakh ($5,000); (2) Sister City of Ashiya ($5,000); (3) YMCA ($5,000); (4) Historical Society ($5,000); (5) Montebello Chamber of Commerce ($5,000); (6) Montebello Rotary ($5,000); (7) Montebello Lions ($5,000); and (8) Montebello Soroptimists ($5,000). In making these appropriations, and any additional appropriations to community service organizations/projects on or after adoption of the FY 2024-25 budget, the City Council finds, determines and declares that with respect to each matter: (1) the project and/or organization provides a service for the City that complements or enhances a service that the City may lawfully provide itself; (2) the project and/or organization provides a secondary benefit to the residents of the City within the City’s authority; and (3) the project and/or organization provides a specific service to the City that the City could perform, but chooses not to perform or perform fully. City Council hereby approves the contributions described in this section to the projects/organizations listed above or added or amended on June 12, 2024.
SECTION 15. That the City Clerk shall certify and record the adoption of this Resolution and the same shall be in full force and effect unless repealed or superseded.
RESOLUTION NO. 24-40
APPROVED AND ADOPTED THIS 12TH DAY OF JUNE 2024.
_______________________________
Scarlet Peralta, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Christopher Jimenez, City Clerk Arnold M. Alvarez-Glasman, City Attorney
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:
CITY OF MONTEBELLO )
I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 24-40 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the 12th day of June, 2024 and that said Resolution was adopted by the following vote, to-wit:
AYES:
NOES:
ABSTAIN:
ABSENT:
The undersigned, City Clerk of the City of Montebello, does hereby attest and certify that the foregoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.
DATE:
Christopher Jimenez, City Clerk
Fund
# Fund Description
FY 2019-20
Actuals
FY 2020-21
Actuals
FY 2021-22
Actuals
FY 2022-23
Adopted Budget 2022-23 Actual
FY 2023-24
ADOPTED
BUDGET
FY 2024-25
PROPOSED
BUDGET
100 General 48,604,255 67,522,958 73,420,972 68,685,800 96,779,112 73,316,400 76,663,600 200 Highway Users Tax 1,469,626 1,386,509 1,483,659 1,729,200 1,596,664 1,686,400 1,769,715 201 SB1 - Road Maint. & Rehab. (RMRA 1,160,068 1,181,176 1,274,755 1,403,200 1,389,072 1,528,700 1,628,200 202 SB1 - Transit-State of Good Repairs (STA/SGR - 191,693 1,554,134 1,453,000 1,634,045 1,565,000 2,235,700 205 Retirement 13,029,222 15,010,965 14,667,207 14,541,000 16,530,170 15,618,400 16,798,000 210 Prop A - Streets 1,308,604 1,312,714 1,632,172 1,554,900 1,775,815 1,801,000 1,763,900 215 Prop C - Streets 12,109,954 1,090,874 1,348,800 1,286,000 2,564,932 1,484,000 1,465,200 220 Measure R - Streets 8,656,047 813,324 1,005,649 959,900 1,100,605 1,116,000 1,109,700 221 Measure A - Parks - - 37,688 1,071,100 260,376 2,104,600 1,908,700 222 Measure M Streets 10,046,163 921,594 1,138,635 1,083,000 1,254,452 1,264,000 1,253,500 223 TDA - Sidewalks 89,696 - 49,373 59,200 46,968 72,100 63,300 225 Metro-Link - - - - - -
229 Measure W - SCW 914,580 869,375 900,000 834,842 900,000 902,500 230 Drug Enforcement - Asset Forfeitures 712,481 170,933 992,411 501,000 142,629 501,000 500,000 235 Supplemental Law Prop. 72 158,933 156,727 161,285 160,000 165,271 165,000 165,000 240 Justice Assistance Grants (JAG 1,255 200 181 - 25,943 - 25,000 241 Inmate Welfare Fund 17,438 269 - 41 -
245 Air Quality Management District Grant (AQMD 92,379 85,839 81,657 85,000 84,867 83,500 84,500 250 Park Development 486 115 104 - 371 -
255 Community Development Block Grants (CDBG 661,324 690,719 721,551 1,347,500 1,026,160 704,100 633,100 260 HOME funds 47,245 26 174,091 665,800 65,148 2,286,800 1,796,500 262 Cal OES EOC Program 2,211,745
263 Sewer Infrastructure Improvement 2,100,000
264 George Miller Estate Donation 325,000 1,761 1,152 500 3,406 1,000 3,000 265 Grants 3,020,575 2,650,695 2,112,657 375,100 1,418,775 1,410,962 2,147,350 266 Interim Housing Services (CCOGIHS) - 876,000 876,000 267 Cal-ICH- Encampment Res Funding 86,831 1,168,774 1,180,774 268 Prop 64 Public Hlth & Sfty 1,279,000 1,279,000
269 SAFER-Fire 1,883,625
270 Transit Grants 3,490,661 1,872,189 8,768,890 - 8,047,962 - - 295 Stay Arts Gallery - - 250,000 -
300 Prop A Exchange 1,394 - - - -
310 Golf Course Renovation Project 140,400 15,000,000 15,000,000 312 TopGolf Project - -
320 Solar-Roof-HVAC Project 3,000,000
325 Information Technology Upgrades - - 4,700,000 3,613,179 1,000,000 3,400,000 410 Debt Service (Golf Course/City Hall Bonds 142,847,323 11,031,528 11,040,008 11,143,000 11,043,353 11,040,800 11,048,400 500 Trust & Agency 250,370 99,324 97,264 120,250 121,756 120,250 135,200 600 Transit 32,210,635 34,358,671 34,158,897 51,283,800 51,119,210 39,373,500 35,161,010 605 Water 2,572,472 2,594,142 2,612,254 2,702,500 16,991,437 - - 610 Golf 2,893,584 3,470,078 2,952,111 2,504,500 1,654,436 500,000 3,647,000 615 Detention - -
620 Hilton 4,482,116 2,073,794 5,359,743 5,601,000 6,655,126 6,175,000 6,950,000 625 Home2Suites 9,064,121 8,360,802 12,062,484 12,130,000 13,431,144 13,150,000 13,425,000 700 Self Insurance 7,659,496 7,524,399 9,515,322 6,733,400 7,000,616 6,950,400 7,582,000 720 Corporate Shop - - - - -
800 Successor Agency 6,715,018 7,496,314 7,099,286 8,155,670 5,618,003 4,657,000 2,674,050 810 Housing Authority Successor 4,320 - 12,461 10,000 5,579 10,000 5,800 Grand Total 313,684,823 173,002,081 196,406,497 203,195,320 254,228,696 208,909,686 224,476,069 City of Montebello
Citywide (All Funds) Summary
Revenue by Fund
FY 2018-19 - FY 2024-25
Exhibit A1
Fund
# Fund Description
FY 2019-20
Actuals
FY 2020-21
Actuals
FY 2021-22
Actuals
FY 2022-23
Adopted
Budget 2022-23 Actual
FY 2023-24
ADOPTED
BUDGET
FY 2024-25
PROPOSED
BUDGET
100 General 59,774,549 69,385,371 66,316,193 67,990,100 80,215,663 72,687,450 76,100,900 200 Highway Users Tax 477,789 916,251 1,241,579 2,357,800 1,886,207 1,128,400 3,254,100 201 SB1 - Road Maint. & Rehab. (RMRA 6,197 847,938 1,743,445 1,500,900 3,342,453 2,223,400 1,124,100 202 SB1 - Transit-State of Good Repairs (STA/SGR - 168,459 610,832 433,100 176,795 23,400 24,100 205 Retirement 11,117,156 11,098,421 11,231,589 11,652,600 12,161,784 12,337,900 13,124,400 210 Prop A - Streets - 61,742 133,683 679,700 424,073 3,129,800 439,900 215 Prop C - Streets 2,855,065 1,967,247 980,127 1,166,400 775,606 2,427,400 2,296,800 220 Measure R - Streets 2,440,470 4,752,740 1,815,834 1,117,000 1,486,627 2,025,400 2,029,900 221 Measure A - Parks - - 37,688 21,000 260,376 1,803,850 1,908,700 222 Measure M Streets 1,740,828 5,141,828 2,398,738 1,083,300 1,743,554 2,603,100 2,826,600 223 TDA - Sidewalks 80,968 56,315 1,785 - 46,547 - 163,300 225 Metro-Link - - - -
229 Mesure W - SCW 700,000 869,375 903,700 817,172 861,900 822,900 230 Drug Enforcement - Asset Forfeitures 487,273 450,343 473,863 1,018,300 892,900 1,476,550 122,900 235 Supplemental Law Prop. 72 296,492 320,338 161,285 257,100 102,585 7,300 232,500 240 Justice Assistance Grants (JAG 19,988 - - 12,010 - 20,000 241 Inmate Welfare Fund 16,943
245 Air Quality Management District Grant (AQMD 26,457 494,050 19,134 227,900 19,904 20,800 123,000 250 Park Development - - - -
255 Community Development Block Grants (CDBG 625,699 939,720 1,146,146 1,632,400 1,067,439 2,012,500 1,544,100 260 HOME funds - 7,188 38,764 25,800 63,458 998,250 1,796,600 262 Cal OES EOC Program 2,229,245
263 Sewer Infrastructure Improvement 2,103,500
264 George Miller Estate Donation 55,354 73,226 83,200 7,332 83,300 71,500 265 Grants 2,918,536 3,308,714 1,655,519 344,625 1,132,369 1,567,277 2,405,375 266 Interim Housing Services (CCOGIHS) 857,900 876,000
267 Cal-ICH- Encampment Res Funding 74,509 1,168,774 1,180,774 268 Prop 64 Public Hlth & Sfty 1,279,000 1,255,600
269 SAFER-Fire 1,901,125
270 Transit Grants 5,387,165 2,480,676 2,780,211 4,375,000 1,664,829 - - 295 Stay Arts Gallery 250,000 -
300 Prop A Exchange 95,319 31,391 - -
310 Golf Course Renovation Project 13,355,075 15,000,000 15,000,000 312 TopGolf Project 10,502,618 - 4,292,300
320 Solar-Roof-HVAC Project 2,817,407 3,000,000
325 Information Technology Upgrades 4,700,000 3,653,045 1,000,000 2,000,000 400 Debt Service I - - - 1
410 Debt Service 142,811,845 11,051,073 11,046,157 11,043,000 11,967,822 14,548,900 11,056,600 500 Trust & Agency 256,268 1,232,470 306,420 205,000 186,775 205,000 250,000 600 Transit 31,671,371 40,628,675 25,889,252 35,504,650 38,316,736 38,395,050 38,401,700 605 Water 2,364,399 2,296,631 2,343,197 2,467,700 18,683,618 - - 610 Golf 2,481,440 2,870,419 2,735,237 2,581,960 (10,229,512) 1,466,800 4,350,600 615 Detention - - - -
620 Hilton 4,739,897 3,367,169 5,088,671 5,241,000 5,944,554 5,902,800 6,144,200 625 Home2Suites 8,602,562 7,993,039 9,782,114 9,278,000 11,157,032 10,027,700 10,718,900 700 Self Insurance 7,402,781 7,971,766 14,959,332 8,344,200 8,838,622 8,374,900 9,138,700 720 Corporate Shop 108,369 - - -
725 Equipment Reserve - - - 1
800 Successor Agency 1,957,133 1,652,339 3,440,898 7,884,900 488,964 5,758,300 2,538,500 810 Housing Authority Successor 156,518 41,733 25,083 22,800 300 22,800 300 900 Capital Assets Fund 3,101,792 3,150,468 3,401,001 - 3,771,600 1 Grand Total 294,004,326 185,439,868 172,763,321 184,393,135 227,828,848 211,425,904 226,869,719 City of Montebello
Citywide (All Funds) Summary
Expenditures by Fund
FY 2018-19 - 2024-25
Exhibit A2
EXHIBIT C
*Supplemental requests, new positions recommended
**Positions moved from one Department to another
FY 2021-22
FY 2022-23
AMENDED
FY 2023-24
ADOPTED
FY 2023-24
AMENDED
FY 2024-25
PROPOSED Variance
Elected
City Councilmember 5.0 5.0 5.0 5.0 5.0 0.0
City Clerk 1.0 1.0 1.0 1.0 1.0 0.0
City Treasurer 1.0 1.0 1.0 1.0 1.0 0.0
7.0 7.0 7.0 7.0 7.0 0.0
Administration
City Manager 1.0 1.0 1.0 1.0 1.0 0.0
Assistant City Manager 1.0 1.0 1.0 1.0 1.0 0.0
Senior Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 0.0
Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 0.0
Records Coordinator 1.0 1.0 1.0 1.0 1.0 0.0
Management Analyst 0.0 0.0 1.0 1.0 1.0 0.0
Office Manager 1.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant 0.0 2.0 1.0 1.0 1.0 0.0
8.0 11.0 8.0 8.0 8.0 0.0
Finance
Director of Finance 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director or Finance 1.0 1.0 1.0 1.0 1.0 0.0
Accounting Manager 1.0 1.0 1.0 1.0 1.0 0.0
Finance Manager 0.0 0.0 1.0 1.0 1.0 0.0
Principal Risk Officer 0.0 0.0 0.0 0.0 1.0 1.0
Senior Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Senior Accountant 0.0 0.0 1.0 1.0 1.0 0.0
Accountant 4.0 5.0 5.0 5.0 6.0 1.0
Lead Finance Technician 0.0 0.0 1.0 1.0 1.0 0.0
Senior Finance Technician 5.0 5.0 8.0 8.0 8.0 0.0
Finance Technician 5.0 5.0 2.0 2.0 2.0 0.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 0.0
21.0 22.0 24.0 24.0 26.0 2.0
Fire
Fire Chief 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Fire Chief 1.0 1.0 1.0 1.0 1.0 0.0
Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0 0.0
Fire Battalion Chief 3.0 4.0 6.0 6.0 6.0 0.0
Fire Captain 14.0 14.0 14.0 14.0 14.0 0.0
Fire Engineer 12.0 12.0 12.0 12.0 12.0 0.0
Firefighter (EMT) 24.0 24.0 24.0 24.0 24.0 0.0
Firefigher (Paramedic) 0.0 0.0 0.0 18.0 18.0 0.0
Firefighter/Paramedic Trainee 4.0 4.0 4.0 4.0 4.0 0.0
Fire Marshal 1.0 1.0 1.0 1.0 1.0 0.0
Senior Fire Inspector 1.0 1.0 1.0 1.0 1.0 0.0
Fire Inspector 2.0 2.0 2.0 2.0 2.0 0.0
Assistant Diretor of Fire 1.0 1.0 1.0 1.0 1.0 0.0
Senior Management Analyst* 2.0 2.0 3.0 3.0 3.0 0.0
Public Saftey Radio Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Public Safetry Radio Technician 1.0 2.0 2.0 2.0 2.0 0.0 Social Work Supervisor 1.0 1.0 2.0 2.0 2.0 0.0
Field Response Case Coordinator 1.0 1.0 2.0 2.0 2.0 0.0 Senior Finance Technician 0.0 0.0 0.0 0.0 1.0 1.0
Senior Administrative Assistant 2.0 2.0 2.0 2.0 2.0 0.0
76.0 76.0 80.0 98.0 99.0 1.0
City of Montebello
Fiscal Year 2024-25 Budget
Master Position Control, by Department
Exhibit A3
EXHIBIT C
*Supplemental requests, new positions recommended
**Positions moved from one Department to another
FY 2021-22
FY 2022-23
AMENDED
FY 2023-24
ADOPTED
FY 2023-24
AMENDED
FY 2024-25
PROPOSED Variance
City of Montebello
Fiscal Year 2024-25 Budget
Master Position Control, by Department
Human Resources
Director of Human Resources / Risk Management 1.0 1.0 1.0 1.0 1.0 0.0 Assistant Director of Human Resources / Risk Management 0.0 1.0 1.0 1.0 1.0 0.0 Principal Risk Officer 0.0 1.0 1.0 1.0 0.0 -1.0
Human Resources Manager 1.0 1.0 2.0 2.0 2.0 0.0
Risk Manager 1.0 1.0 1.0 1.0 1.0 0.0
Senior Human Resources Analyst 2.0 2.0 2.0 2.0 2.0 0.0
Human Resources Analyst 1.0 2.0 4.0 4.0 4.0 0.0
Human Resources Technician 1.0 1.0 1.0 1.0 1.0 0.0
Risk Management Assistant 0.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 0.0
14.0 18.0 15.0 15.0 14.0 -1.0
Planning and Community Development
Director of Planning and Community Development 1.0 1.0 1.0 1.0 1.0 0.0 Assistant Director of Planning and Community Development 1.0 1.0 1.0 1.0 1.0 0.0 Deputy Director - Economic Development 0.0 0.0 0.0 0.0 1.0 1.0 Building Official 1.0 0.0 0.0 0.0 1.0 1.0
Housing Manager 1.0 1.0 1.0 1.0 1.0 0.0
Planning Manager 1.0 1.0 1.0 1.0 1.0 0.0
Economic Development Manager 0.0 1.0 1.0 1.0 1.0 0.0
Planner 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Planner 2.0 2.0 2.0 2.0 3.0 1.0
Code Enforcement Manager 1.0 1.0 1.0 1.0 1.0 0.0
Code Enforcement Coordinator 1.0 1.0 1.0 1.0 1.0 0.0
Code Enforcement Officer 4.0 4.0 4.0 4.0 4.0 0.0
Parking Control Officer 0.0 2.0 2.0 2.0 2.0 0.0
Combination Builidng Inspector 1.0 0.0 0.0 0.0 1.0 1.0
Buiding Permit Technician 2.0 0.0 0.0 0.0 2.0 2.0
Senior Management Analyst 1.0 1.0 1.0 1.0 2.0 1.0
Management Analyst 2.0 2.0 2.0 2.0 3.0 1.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 0.0
21.0 20.0 20.0 20.0 28.0 8.0
Police
Police Chief 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Police Chief 1.0 1.0 1.0 1.0 1.0 0.0
Police Captain 2.0 2.0 2.0 2.0 2.0 0.0
Police Lieutenant 6.0 6.0 6.0 6.0 7.0 1.0
Police Sergeant 10.0 10.0 10.0 10.0 11.0 1.0
Police Corporal 23.0 23.0 23.0 23.0 24.0 1.0
Police Officer 32.0 32.0 36.0 36.0 38.0 2.0
Police Community Service Officer 0.0 0.0 0.0 0.0 2.0 2.0 Police Records Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Dispatch Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Police Dispatcher II 5.0 5.0 5.0 5.0 5.0 0.0
Police Dispatcher I 5.0 5.0 5.0 5.0 5.0 0.0
Police Records Technician 9.0 9.0 9.0 9.0 9.0 0.0
Property and Evidence Technician 2.0 2.0 2.0 2.0 2.0 0.0 Crime Analyst 0.0 1.0 1.0 1.0 1.0 0.0
Court Liaison 1.0 1.0 1.0 1.0 1.0 0.0
Grants and Project Administrator 1.0 1.0 1.0 1.0 1.0 0.0 Senior Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 0.0 103.0 103.0 107.0 107.0 114.0 7.0
EXHIBIT C
*Supplemental requests, new positions recommended
**Positions moved from one Department to another
FY 2021-22
FY 2022-23
AMENDED
FY 2023-24
ADOPTED
FY 2023-24
AMENDED
FY 2024-25
PROPOSED Variance
City of Montebello
Fiscal Year 2024-25 Budget
Master Position Control, by Department
Public Works
Director of Public Works 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director of Public Works 1.0 2.0 2.0 2.0 1.0 -1.0 Deputy Director 0.0 1.0 1.0 1.0 1.0 0.0
Administrative Manager 0.0 0.0 0.0 0.0 1.0 1.0
Principal Engineer 0.0 1.0 1.0 1.0 0.0 -1.0
Assistant Engineer 2.0 2.0 2.0 2.0 2.0 0.0
Traffic Engineer 0.0 0.0 1.0 1.0 0.0 -1.0
Building Official 0.0 1.0 1.0 1.0 0.0 -1.0
Combination Builidng Inspector 0.0 1.0 1.0 1.0 0.0 -1.0 Buiding Permit Technician 0.0 2.0 2.0 2.0 0.0 -2.0
Public Works Inspector 1.0 1.0 1.0 1.0 0.0 -1.0
Public Works Superintendent 1.0 1.0 1.0 1.0 1.0 0.0
Public Works Manager 0.0 1.0 1.0 1.0 1.0 0.0
Park Maintenance Supervisor 0.0 1.0 1.0 1.0 1.0 0.0
Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Building Maintenance Tradeworker II 0.0 2.0 2.0 2.0 2.0 0.0 Electrician 0.0 1.0 1.0 1.0 1.0 0.0
Plumber 0.0 1.0 1.0 1.0 1.0 0.0
Maintenance Worker 14.0 22.0 22.0 22.0 22.0 0.0
Senior Management Analyst 1.0 1.0 1.0 1.0 2.0 1.0
Management Analyst 1.0 1.0 1.0 1.0 2.0 1.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 0.0 Administrative Assistant 0.0 0.0 0.0 0.0 1.0 1.0
25.0 45.0 46.0 46.0 42.0 -4.0
Information Technology
Senior Management Analyst 0.0 0.0 1.0 1.0 0.0 -1.0
Public Information Officer 0.0 0.0 2.0 2.0 0.0 -2.0
Senior Administrative Assistant 0.0 0.0 1.0 1.0 0.0 -1.0 Information Systems Manager 0.0 0.0 2.0 2.0 1.0 -1.0
Information Systems Supervisor 0.0 0.0 1.0 1.0 1.0 0.0
Information Systems Analyst 0.0 0.0 3.0 3.0 4.0 1.0
0.0 0.0 11.0 10.0 6.0 -4.0
Recreation and Community Services
Director of Recreation and Community Services 1.0 1.0 1.0 1.0 1.0 0.0 Assistant Director of Recreation and Community Services 1.0 1.0 1.0 1.0 1.0 0.0 Recreation Manager 1.0 1.0 1.0 1.0 1.0 0.0
Recreation & Community Services Superintendent 1.0 1.0 1.0 1.0 1.0 0.0 Golf Course Facilities Manager 0.0 0.0 0.0 0.0 1.0 1.0
Recreation Supervisor 0.0 1.0 1.0 2.0 3.0 1.0
Community Services Coordinator 4.0 4.0 5.0 6.0 6.0 0.0
Public Affairs Manager 0.0 0.0 0.0 0.0 1.0 1.0
Senior Management Analyst 0.0 0.0 0.0 0.0 1.0 1.0
Public Information Officer 0.0 0.0 0.0 0.0 2.0 2.0
Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 2.0 1.0 Administrative Assistant 0.0 0.0 0.0 0.0 1.0 1.0
21.0 11.0 12.0 14.0 22.0 8.0
EXHIBIT C
*Supplemental requests, new positions recommended
**Positions moved from one Department to another
FY 2021-22
FY 2022-23
AMENDED
FY 2023-24
ADOPTED
FY 2023-24
AMENDED
FY 2024-25
PROPOSED Variance
City of Montebello
Fiscal Year 2024-25 Budget
Master Position Control, by Department
Transportation
Director of Transportation 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director of Transportation 1.0 1.0 1.0 1.0 1.0 0.0 Deputy Director 2.0 1.0 1.0 1.0 1.0 0.0
Transit Administration Manager 2.0 1.0 1.0 1.0 1.0 0.0
Transit Operations Manager 1.0 1.0 1.0 1.0 1.0 0.0
Fleet Maintenance Manager 1.0 1.0 1.0 1.0 1.0 0.0
Maintenance Manager 1.0 1.0 1.0 1.0 1.0 0.0
Fleet Maintenance Supervisor 4.0 4.0 4.0 4.0 6.0 2.0
Transit Dispatch Supervisor 15.0 15.0 13.0 13.0 13.0 0.0 Transit Assistant Manager 3.0 3.0 3.0 3.0 3.0 0.0
Warehouse Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Fleet Services Supervisor 1.0 1.0 2.0 2.0 2.0 0.0
Senior Management Analyst 0.0 1.0 3.0 3.0 3.0 0.0
Management Analyst 3.0 4.0 5.0 5.0 5.0 0.0
Transit Planner 1.0 1.0 1.0 1.0 1.0 0.0
Account Clerk 1.0 1.0 1.0 1.0 1.0 0.0
Lead Finance Technician 0.0 0.0 0.0 0.0 1.0 1.0
Finance Technician 3.0 3.0 3.0 3.0 3.0 0.0
Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 0.0 Bus Operator 120.0 150.0 150.0 150.0 150.0 0.0
Heavy Equipment Mechanic 15.0 15.0 15.0 15.0 15.0 0.0
Fleet Service Worker 13.0 13.0 13.0 13.0 13.0 0.0
Body Shop Mechanic 1.0 1.0 2.0 2.0 2.0 0.0
Building Maintenance Tradeworker II 1.0 2.0 2.0 2.0 2.0 0.0 Storekeeper 3.0 3.0 4.0 4.0 4.0 0.0
Administrative Assistant 5.0 5.0 3.0 3.0 3.0 0.0
204.0 234.0 233.0 233.0 236.0 3.0
Total Full-Time Employees 500.0 547.0 563.0 582.0 602.0 20.0 Total Full-Time Employees Net Elected 493.0 540.0 556.0 575.0 595.0 20.0 FY 2021-22
FY 2022-23
AMENDED
FY 2023-24
ADOPTED
FY 2023-24
AMENDED
FY 2024-25
PROPOSED Variance
Administration 8.0 11.0 8.0 8.0 8.0 0.0
Community Development 21.0 20.0 20.0 20.0 28.0 8.0
Finance 21.0 22.0 24.0 24.0 26.0 2.0
Fire 76.0 76.0 80.0 98.0 99.0 1.0
Human Resources 14.0 18.0 15.0 15.0 14.0 -1.0
Parks and Recreation 21.0 11.0 12.0 14.0 22.0 8.0
Police 103.0 103.0 107.0 107.0 114.0 7.0
Public Works 25.0 45.0 46.0 46.0 42.0 -4.0
Information Technology 0.0 0.0 11.0 10.0 6.0 -4.0
Transit 204.0 234.0 233.0 233.0 236.0 3.0
493.0 540.0 556.0 575.0 595.0 20.0
1 | Page
Reserve Policies
Adopted Jun e 1 2, 2024
CITY OF MONTEBELLO
General Fund Reserve Policies
Fund balance refers to the difference between assets and liabilities in the City’s governmental funds balance sheet. This information is one of the most widely used elements of State and local government financial statements. Financial statement users examine fund balance information to identify the available liquid resources that can be used to pay down unfunded liabilities, finance capital improvements, or enhance the overall financial position of the City.
PURPOSE
The purpose of these policies is to provide guidance on maintaining reasonable levels of reserves in the City’s General Fund. In addition, these policies help improve financial reporting by establishing fund balance classifications that create a hierarchy based on the extent to which the City is bound to observe spending constraints that govern how the City can use amounts reported in the governmental fund balance sheet. These policies will also help guide current and future allocation levels to various reserve categories in the General Fund, setting out specific target amounts based on widely used and accepted best practices. As referencing governmental funds, this policy satisfies t h e r e q u i r e m e n t s of Governmental Accounting Standards Board (GASB) Statement No. 54 and incorporates all previous City Council policies regarding GASB Statement No. 54.
POLICY
It is the policy of the City of Montebello to identify the various classifications of the City’s governmental fund balances in its Comprehensive Annual Financial Report (CAFR). These classifications take into consideration the City’s long-term infrastructure needs, non-current liabilities, funds necessary to mitigate economic uncertainties, funding that has spending constraints such as grants and fixed assets that will not easily convert to cash. These policies will also increase transparency by clearly designating appropriate reserve levels and categories based on City Council direction and long-term financial planning needs.
The fund balance is a tool the City uses to have an effective long-term financial plan, as well as ensure sufficient liquidity to meet its financial obligations in the short-term.
OBJECTIVES
The City of Montebello’s Reserve Policies have two primary objectives:
1. To determine the available liquid resources; and,
2. To provide the information necessary to make informed financial decisions The fund balance classifications of the City’s General Fund are designed to clarify the extent to which the City is bound to honor constraints on the specific purposes for which amounts in the fund can be spent, rather than to simply represent the financial resources available for appropriation.
Exhibit A4
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Reserve Policies
Adopted Jun e 1 2, 2024
OVERVIEW
There are three categories of funds per generally accepted accounting principles:
• Governmental Funds: the General Fund, Special Revenue Funds (e.g., State Highway Users Tax), and Capital Projects Funds
• Proprietary Funds: Transit Operations Enterprise Fund • Fiduciary Funds: Successor Agency (i.e., former Redevelopment Agency) The GASB 54 classifications only apply to Governmental Funds. For the City of Montebello, these policies will apply only to the General Fund.
The fund balance is only an approximate measure of liquidity or working capital. Therefore, it is necessary for the City to recognize how fund balance is constituted and isolates funds that are needed for longer-term obligations, discern what funds are restricted for specified purposes, and classify those funds that are not available at all. To accomplish this goal, the City’s financial statements for governmental funds are comprised of five fund balance categories, as spelled out in GASB Statement No. 54:
• Nonspendable Funds
• Restricted Funds
• Committed Funds
• Assigned Funds
• Unassigned Funds
NON-SPENDABLE AND RESTRICTED FUND BALANCE
The first two classifications are subject to requirements outside the local governing body’s control for financial decision making and planning purposes. “Nonspendable” resources are essentially irrelevant because, by their nature, they are not liquid (i.e., land or similar non-cash assets). “Restricted” resources are of no discretionary value given the restrictions placed upon them by a third-party outside of the City’s control (i.e., reserve funds required to be set aside by bond documents). Accordingly, this policy will just briefly describe these two classifications.
Nonspendable Funds
Some of the assets that are included in determining the City’s fund balance are inherently nonspendable:
• Assets that will never convert to cash, such as prepaid items and inventories • Assets that will not convert to cash within sixty (60) days from the start of the fiscal year, such as long-term loans receivable, and non-financial assets held for resale • Assets that must be maintained intact pursuant to legal or contractual requirements, such as an endowment
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Reserve Policies
Adopted Jun e 1 2, 2024
Restricted Funds
Restricted funds describe the portion of the fund balance that is subject to externally enforceable legal restrictions, these restrictions fall into three (3) categories:
Restrictions are imposed by parties altogether outside the scope of the City’s governance:
• Creditors (typically through a debt covenant)
• Grantors (typically State, Federal and other governmental agencies) • Contributors
• Other governments
Restrictions that arise when the authorization to raise revenues is conditioned upon the revenue being used for a particular purpose:
• Gas taxes must be used for street repair
• Proposition C funds must be used for fixed transit routes • Proposition A funds must be used for transit programs • Measure R must be used for local street repair
Long-term loans receivable and non-financial assets that are collected can also be considered Restricted if the collected funds are subject to an externally enforceable restriction on how they can be spent.
PROCEDURES
This section provides a comprehensive protocol on what is legally deemed the unrestricted (or spendable) portion of the General Fund fund balance, and the order in which the classifications are spent. The unrestricted portion of the fund balance is comprised of the General Fund’s resources classified as “Committed,” “Assigned,” or “Unassigned.”
UNRESTRICTED (SPENDABLE) FUND BALANCE
Committed Funds
Committed funds describe a portion of the fund balance that is constrained by limitations imposed by the Montebello City Council. The City Council imposed limitation must occur no later than the close of the reporting period (i.e., end of the fiscal year) and remains binding unless removed under the same manner. A commitment is made by City Council adoption of a resolution that states the amount and purpose of the commitment.
This policy requires the commitment to be made as part of the annual budget adoption process (which typically occurs in June of each year). Furthermore, this policy sets out two distinct commitments:
Economic Uncertainties Reserve and Unfunded Liabilities Reserve.
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Reserve Policies
Adopted Jun e 1 2, 2024
Committed Funds – Economic Uncertainties Reserve
This reserve policy establishes a Commitment for Economic Uncertainties equal to an amount calculated as twenty-five percent (25%) of the General Fund’s annual operating revenues.
Appropriations from the Economic Uncertainties Reserve can only be made by formal City Council action (i.e., resolution appropriating use of these reserve funds).
Generally, appropriations and access to these Committed funds will be reserved for emergency situations. Examples of such emergencies include, but are not limited to:
• Reduction in revenue equal to or greater than 20% of adopted General Fund revenues in a given fiscal year
• An unplanned, major, catastrophic event such as a natural disaster requiring expenditures over
• 10% of General Fund adopted appropriations in a given fiscal year • Unfunded and/or unpredictable State or Federal legislative or judicial mandates • Any other unforeseen event that causes the City to expend funds in excess of 10% of General
• Fund adopted appropriations in a given fiscal year
Committed Funds – Unfunded Liabilities Reserve
This reserve policy establishes a Commitment for Unfunded Liabilities equal to an amount calculated as five percent (5%) of the General Fund’s annual operating revenues.
Appropriations from the Unfunded Liabilities Reserve can only be made by formal City Council action (i.e., resolution appropriating use of these reserve funds).
Generally, appropriations and access to these Committed funds will be reserved to pay-down unfunded liabilities. Examples of such uses include, but are not limited to:
• Establishment of a Section 115 irrevocable trust to pay-down Other Post-Employment Benefits (OPEB) liabilities
• Making Additional Discretionary Payments (ADP) related to the City’s pension plan (i.e., PERS) • Funding other unfunded liabilities as identified or needed Assigned Funds
Assigned funds describe the portion of the General Fund reserves that reflect the use of resources by the Montebello City Council intended to provide a means and source of funding for various near-term and long-term needs. Funds can be designated “assigned” to address equipment replacement needs as well as to set-aside funding for unfunded/unprogrammed future capital and/or infrastructure projects.
This policy grants authority to assign funds to the Director of Finance. Assignment of reserves may be modified by the Director of Finance as part of the annual budget process. Use of assigned funds
5 | Page
Reserve Policies
Adopted Jun e 1 2, 2024
requires formal action by the City Council to appropriate funds in the appropriate account.
Specifically, this reserve policy establishes assignments for the following short-term and long-term needs, at the various levels specified:
• Equipment/Technology Replacement and Upgrades
• Capital Improvement (Unfunded/Un-programmed)
• Deferred Maintenance/Infrastructure Maintenance
• Energy Efficiency Projects
• Self-insured Retention
• Economic Sustainability
Additional assignments can and will be made by the Director of Finance as part of the preparation of the annual Comprehensive Annual Financial Report (CAFR). These assignments generally include reserving funds for deposits, debt service and bond defeasance. The CAFR will include a detailed accounting of all GASB Statement No. 54 fund balance classifications, including all Assigned Funds.
Equipment/Technology Replacement and Upgrade Assignment An assignment for equipment and/or technology replacement and upgrade needs will be made that is equal to five (5%) of the General Fund’s annual operating revenues.
This assignment is intended to be utilized for non-routine or extraordinary equipment replacement needs, and would include not just rolling stock but other equipment such as computers, network and telecom systems, furniture and related equipment, and other critical citywide “equipment” needs.
Capital Improvement (Unfunded/Un-programmed) Assignment An assignment will be made that is equal to five percent (5%) of the General Fund’s annual operating revenues for the purposes of providing funding for any unfunded, unprogrammed or otherwise un-planned capital improvement projects that required a General Fund funding component.
The purpose of this assignment is to provide an auxiliary means of funding capital improvement projects that do not have a dedicated or restricted funding stream (i.e., non-General Fund source of funding).
Deferred Maintenance/Infrastructure Maintenance Assignment An assignment will be made that is equal to $1,000,000 for the purpose of providing funding for deferred maintenance on the City’s building assets (i.e., City Hall, community centers), sports fields and other related infrastructure items.
The purpose of the Deferred Maintenance/Infrastructure Maintenance assignment is to provide a reserve for deferred maintenance on the City’s buildings, sports fields, parks, community centers and other related infrastructure. The Deferred Maintenance assignment could also be utilized to replace items such as equipment in community centers, parks, etc. This assignment could be used to supplement
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Reserve Policies
Adopted Jun e 1 2, 2024
the Equipment/Technology Replacement and Upgrade assignment for these types of “one-time” furniture and equipment purchases. The amount of this assignment will be evaluated on a regular basis and either decreased or increased based on updated deferred maintenance needs and priorities as well as available fund balance.
This assignment is separate and distinct from the “Capital Improvement” assignment, which is intended to fund capital projects related to roads, sewer systems, rights of way and similar areas.
Insurance – Risk Management Assignment
An assignment will be made that is equal to $500,000 and is intended to meet the City’s “self-insured retention” for various insurance needs.
The intent of this assignment is to supplement funding in the City’s Self-Insurance Fund (Fund 700) if necessary based on workers compensation and/or liability claims expenditures. This amount will be reevaluated and adjusted as necessary.
Economic Sustainability Assignment
An assignment will be made equal to $1,000,000 to fund economic development sustainability efforts within the C i t y of M o n t e b e l l o . Funds can only be appropriated through formal action by the City Council taken approving a specific economic development project, mission or other t a r g e t e d e f f o r t aimed at increasing the City’s sales tax and/or property tax revenue.
The Economic Sustainability assignment would establish a pool of funds that could be utilized to improve the City’s sales tax and/or property tax base. Use of these funds would be controlled through a strategic effort that would require a specific, City Council approved plan for how the funds would be utilized.
Unassigned Funds
The General Fund may have net resources in excess of what is classified in one of the four previous categories (non-spendable, restricted, committed or assigned). This amount is presented as the Unassigned Fund Balance amount. Only the General Fund can report a positive unassigned fund balance. However, all governmental funds can report a negative unassigned fund balance.
This policy dictates that any amount of fund balance will be classified as “unassigned” after funding the Economic Uncertainties Reserve and Unfunded Liabilities Commitments plus the various Assigned reserves made in accordance with the preceding section. This policy allows for “unassigned” funds and places no specific restrictions on their use. In general, the City Council could choose to utilize “unassigned” fund balance for one-time projects or uses in a given fiscal year, such as technology upgrades, infrastructure improvements, economic development efforts, paying down long-term liabilities, or other such uses either not allocated for in this policy or in addition to the reserve policies set forth herein.
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Reserve Policies
Adopted Jun e 1 2, 2024
Use of Resources
In circumstances when an expenditure is made for a purpose for which amounts are available in multiple fund balance classifications, the order of allocation of these available funds is first restricted, second committed, third assigned and lastly unassigned amounts.
REPLENISHMENT OF COMMITTED AND/OR ASSIGNED RESERVES
In keeping with the principles discussed in this policy, when either Committed or Assigned funds are utilized for their specific, intended purposes, or the levels fall below the policy levels as described and set forth herein, the City Council will develop a reserve replenishment plan to return the various reserves to their policy levels. This plan will seek to return the Committed and/or Assigned reserves to their policy levels within one (1) to three (3) years, per City Council direction. Furthermore, Unassigned funds will be first utilized to maintain and/or return the Committed and/or Assigned reserves to their policy levels.
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Reserve Policies
Adopted Jun e 1 2, 2024
SUMMARY
Components of Fund Balance
• Nonspendable Fund Balance
o Inherently nonspendable
o Portion of net resources that cannot be spent because of their form o Portion of net resources that cannot be spent because they must be maintained intact
• Restricted Fund Balance
o Externally enforceable limits on use
o Limitations imposed by creditors, grantors, contributors, or laws and regulations of other governments
o Limitations imposed by law through constitutional provisions or enabling legislation • Committed Fund Balance
o Council/Agency self-imposed limitations set in place prior to the end of the fiscal year
o Limitation imposed at the highest level of decision making that requires formal action at the same level to remove
• Assigned Fund Balance
o Limitation resulting from intended use
o Intended use established by Director of Finance
• Unassigned Fund Balance
o Total fund balance in the General Fund in excess of nonspendable, restricted, committed and assigned fund balance (surplus)
o Excess of nonspendable, restricted, and committed fund balance over total fund balance
(deficit)
• Use of Fund Balance
o Restricted
o Committed
o Assigned
Fund/Funding
Source Project Description Project # Amount Carryover?* Gas Tax (Fund 200)
Via San Clemente Entry Road CP 918 1,400,000 C
Bluff Road Slope Stabalization CP 901 300,000 C
Bluff Road Slope - Property Research CP 884 169,000
Various Intersection Improvements CP 851 282,000 C
ATP Cycle 7 Active Transportation CP 921 500,000 C
Yunex Contract (Signal Maint) 280,000
Signs, Hardeare, Asphalt 250,000
Street Striping 200,000
3,381,000
Proposition A (Fund 210)
Garfield / Via Campo Bus Turnout CP 890 1,309,300 C
Metrol Local Return Admin Expenses 350,000
Capital Reserve - Green Line Station 6,000,000 C
7,659,300
Proposition C (Fund 215)
Plaza Drive Reconstrucion CP 917 784,200 C
Plaza Drive Reconstrucion CP 918 109,900
Various Intersection Improvements CP 851 609,300 C
TSSP - Washington Blvd CP 912 559,800 C
Paving the Way Debt Service 704,600
SGV COG 30,000
Gateway COG 30,000
Metro Local Return Admin Expense 300,000
Nationwide Street Sweeping 334,600
Paving the Way Bond Proceeds 11,698,200 C
15,160,600
Measure M (Fund 222)
Via San Clemente Entry Road CP 918 175,000 C
Annual Street Resurfacing - Grind / Overlay CP 913 977,000 C Annual Street Resurfacing - Reconstruction CP 914 600,000 C Annual Street Resurfacing - Slurry Seal CP 915 150,000 C Traffic Signal Maintenance CP 902 200,000 C
Paving the Way Debt Service 595,700
Metro Local Return Admin Expense 100,000
Precision Concrete Cutting 25,000
Paving the Way Bond Proceeds 2,214,840 C
5,037,540
City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Appropriations Overview
FY 2024-25 Budget
Exhibit A5
Fund/Funding
Source Project Description Project # Amount Carryover?* City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Appropriations Overview
FY 2024-25 Budget
Measure R (Fund 220)
Via San Clemente Entry Road CP 918 175,000 C
Various Intersection Improvements CP 851 85,000 C
Annual Street Resurfacing - Reconstruction CP 914 582,000 C Annual Street Resurfacing - Slurry Seal CP 915 143,000 C Annual Street Resurfacing - HYRAP CP 916 144,000 C
Traffic Signal Maintenance CP 902 200,000
Paving the Way Debt Service 532,300
Metro Local Return Admin Expenses 250,000
Paving the Way Bond Proceeds 1,748,445 C
3,859,745
Meausre W (Fund 229)
East LA Sustinable Storm Water Project 758,106
East LA Sustinable Storm Water Project M&O 36,000
ULAR Contribtion 26,800
820,906
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) Olympic Blvd Street Feasability CP 905 C 300,000
Annual Street Resurfacing - HYRAP CP 916 800,000 C
1,100,000
TDA-3 (Fund 223)
Annual Street Resurfacing - Grind / Overlay CP 913 C 100,000 Precision Concrete Cutting 63,300
163,300
Sewer Infrastructure (Fund 263
Sewer Infrastructure Repair 2,100,000 C
2,100,000
HSIPLProject (Fund 265, Grant)
Various intersection improvements CP 851 833,100 C
833,100
TOTAL FY 2022-23 CIP BUDGET (New and Carryover) 40,115,491 "c" = Carryover amount from prior fiscal year/projected not started
Amount Phase* Detailed Project Description
Gas Tax (Fund 200)
Via San Clemente Entry Road 1,400,000 D/C New entry road required for Topgolf facility Bluff Road Slope Stabilization 300,000 D/C Continuing work related to sewer line extension project and repairing slope destabilized by sewer line break
Bluff Road Slope Stabilization - Property Resear D/C Continuing work related to 169,000 sewer line extension project and repairing slope destabilized by sewer line break
Various Intersection Improvements 282,000 D/C Minor improvements for intersections citywide, as needed.
ATP Cycle 7 Active Transportton Program 500,000 D/C
Yunex Contract (Signal Maint) 280,000 M Annual signal maintenance contract Signs, Hardware, Asphalt 250,000 M As-needed replacement of road signs citywide, patching/repairing roads and other required preventative maintenance work
Street Striping 200,000 M Re-striping streets citywide to ensure safe lane demarcations and other on-road markings
3,381,000
Proposition A (Fund 210)
Garfield / Via Campo Bus Turnout 1,309,300 ES Creation of dedicated bus turnout lane on Garfield designed to relieve traffic congestion and assist with Montebello Bus Lines service (carryover funding previously approved)
Metrol Local Return Admin Expenses 350,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Capital Reserve - Green Line Station 6,000,000 DS/O "Reserve Fund" for future estiamted expenditures for Green Line Station (carryover funding previously approved)
7,659,300
Proposition C (Fund 215)
Plaza Drive Reconstrucion 784,200 D/C Complete roadway reconstruction Plaza Drive Reconstrucion 109,900 D/C Complete roadway reconstruction Various Intersection Improvements 609,300 D/C Minor improvements for intersections citywide, as needed.
TSSP - Washington Blvd 559,800 M Signal synchronization project coordinated with LA County (carryover funding previously approved)
Paving the Way Debt Service 704,600 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")
SGV COG 30,000 DS/O Annual Council of Government dues payment Gateway COG 30,000 DS/O Annual Council of Government dues payment Metro Local Return Admin Expense 300,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Nationwide Street Sweeeping 334,600 M
Paving the Way Bond Proceeds 11,698,200 D/C Available bond proceeds from 2019 Sales Tax Revenue Bonds, to be programmed for citywide street paving and repair 15,160,600
Funding Source / Project Description
City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Detailed Description
FY 2024-25 Budget
Funding Source / Project Description Amount Phase* Detailed Project Description City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Detailed Description
FY 2024-25 Budget
Measure M (Fund 222)
Via San Clemente Entry Road 175,000 D/C New entry road required for Topgolf facility Annual Street Resurfacing - Grind / Overlay 977,000 M Annual road repair program for grind and overlay (citywide) Annual Street Resurfacing - Reconstruction 600,000 M Annual road repair program for complete reconstruction of selected streets (citywide)
Annual Street Resurfacing - Slurry Seal 150,000 M Annual slurry seal program for citywide strett repair Traffic Signal Maintenance 200,000 M Annual citywide as-needed signal maintenance Precision Concrete Cutting 25,000 M
Paving the Way Debt Service 595,700 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")
Metro Local Return Admin Expense 100,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Paving the Way Bond Proceeds 2,214,840 D/C Available bond proceeds from 2019 Sales Tax Revenue Bonds, to be programmed for citywide street paving and repair 5,037,540
Measure R (Fund 220)
Via San Clemente Entry Road 175,000 D/C New entry road required for Topgolf facility Various Intersection Improvements 85,000 D/C Minor improvements for intersections citywide, as needed.
Annual Street Resurfacing - Reconstruction 582,000 M Annual road repair program for complete reconstruction of selected streets (citywide)
Annual Street Resurfacing - Slurry Seal 143,000 M Annual slurry seal program for citywide strett repair Annual Street Resurfacing - HYRAP 144,000 M Annual slurry seal program for citywide strett repair Traffic Signal Maintenance 200,000 M Annual citywide as-needed signal maintenance Paving the Way Debt Service 532,300 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")
Metro Local Return Admin Expenses 250,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Paving the Way Bond Proceeds 1,748,445 DS/O Available bond proceeds from 2019 Sales Tax Revenue Bonds, to be programmed for citywide street paving and repair 3,859,745
Funding Source / Project Description Amount Phase* Detailed Project Description City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Detailed Description
FY 2024-25 Budget
Meausre W (Fund 229)
ULAR Contribution 26,800 DS/O
East LA Sustinable Storm Water Project M&O DS/O 36,000
East LA Sustinable Storm Water Project 758,106 DS/O
Required annual contribution (5 year commitment) to LA
County stormwater runoff project
820,906
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) Olympic Blvd Street Feasability 300,000 ES Study to determine updates/upgrades to Olympic Blvd Annual Street Resurfacing - HYRAP 800,000 M Annual slurry seal program for citywide strett repair 1,100,000
TDA-3 (Fund 223)
Annual Street Resurfacing - Grind / Overlay 100,000 M
Annual road repair program for grind and overlay (citywide) Precision Concrete Cutting 63,300 M
163,300
Sewer Infrastructure (Fund 263
Sewer infrastruture project 2,100,000 M
2,100,000
HSIP (Fund 265, Grant)
Various Intersection Improvements 833,100 D/C
Minor improvements for intersections citywide, as needed. 833,100
40,115,491
*Phase Legend:
ES Engineering studies
D/C Design/Construction
M Maintenance
DS/O Debt service and other expenses
ATTACHMENT B
RESOLUTION NO. 24-41
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF MONTEBELLO ADOPTING THE COMPENSATION PLAN AND
TABLE OF ORGANIZATION (POSITION LISTING)
THE CITY COUNCIL OF THE CITY OF MONTEBELLO DOES RESOLVE AS FOLLOWS:
SECTION 1. That the City Council of the City of Montebello has determined that the following listing of positions shall be the official and prescribed position titles and if applicable in accordance with the respective range numbers pertaining thereto and herein indicated in accordance with provisions of the Montebello Municipal Code and/or the Civil Service Rules and Regulations as previously enacted by this City Council:
ELECTED OFFICIALS
MONTHLY SALARY
RANGES
City Councilmembers $1,032 - $1,032
City Clerk $695 - $695
City Treasurer $695 - $695
CLASSIFIED MANAGEMENT RANGE
ANNUAL
MINIMUM
ANNUAL
MAXIMUM
Fire Battalion Chief 57 $135,307 $168,980
Fire Captain 46 $103,123 $128,787
Police Captain 67 $173,204 $216,308
Police Lieutenant 61 $149,354 $186,522
Police Sergeant* 51* $114,387 $142,854
Senior Fire Inspector 38 $84,638 $105,702
CLASSIFIED NON-MANAGEMENT RANGE
ANNUAL
MINIMUM
ANNUAL
MAXIMUM
Account Clerk 7 $39,366 $49,163
Administrative Assistant 5 $37,470 $46,794
Assistant Engineer 33 $74,808 $93,425
Assistant Planner 30 $69,467 $86,754
Body Shop Mchanic** 23 $58,440 $72,983
Building Inspector 27 $64,507 $80,560
Building Maintenance Tradeworker I 13 $45,653 $57,014
Building Maintenance Tradeworker II 16 $49,163 $61,398
Bus Operator** 20 $54,267 $67,772
Business License Technician 12 $44,540 $55,624
Combination Building Inspector 37 $82,574 $103,123
Community Outreach Specialist 21 $55,624 $69,467
Community Risk Reduction Coordinator 32 $72,983 $91,146 Community Services Coordinator 13 $45,653 $57,014
Court Liaison 12 $44,540 $55,624
RESOLUTION NO. 24-41
Custodian 7 $39,366 $49,163
Electrician 27 $64,507 $80,560
Engineering Technician 22 $57,014 $71,203
Finance Technician 16 $49,163 $61,398
Fire Engineer 40 $88,923 $111,053
Fire Inspector 21 $55,624 $69,467
Firefighter 35 $78,595 $98,154
Fleet Service Worker** 12 $44,540 $55,624
Heavy Equipment Mechanic** 28 $66,119 $82,574
Human Resources Technician 27 $64,507 $80,560
Lead Finance Technician 24 $59,901 $74,808
Maintenance Worker 10 $42,393 $52,944
Parking Control Officer 12 $44,540 $55,624
Payroll Coordinator 24 $59,901 $74,808
Payroll Specialist 23 $58,440 $72,983
Permit Technician 18 $51,652 $64,507
Plumber 27 $64,507 $80,560
Police Community Service Officer 16 $49,163 $61,398
Police Corporal* 44* $92,230 $120,178
Police Dispatcher I 22 $57,014 $71,203
Police Dispatcher II 27 $64,507 $80,560
Police Officer* 41* $89, 359 $111, 597
Police Records Technician 10 $42,393 $52,944
Property & Evidence Technician I 20 $54,267 $67,772
Property & Evidence Technician II 23 $58,440 $72,983
Public Information Coordinator 24 $59,901 $74,808
Public Safety Radio Technician 31 $71,203 $88,923
Public Works Inspector 28 $66,119 $82,574
Records Coordinator 22 $57,014 $71,203
Senior Building Inspector 34 $76,678 $95,760
Senior Finance Technician 22 $57,014 $71,203
Senior Permit Technician 21 $55,624 $69,467
Storekeeper** 18 $51,652 $64,507
UNCLASSIFIED MANAGEMENT RANGE
ANNUAL
MINIMUM
ANNUAL
MAXIMUM
Accounting Manager 44 $98,154 $122,581
Accounting Supervisor 30 $69,467 $86,754
Assistant City Manager 77 $217,369 $274,464
Administrative Manager 44 $98,154 $122,581
Assistant Director of Finance 56 $132,007 $164,858
Assistant Director of Fire 54 $125,646 $156,915
Assistant Director of Human Resources 56 $132,007 $164,858 Assistant Director of Planning and Community Development 55 $128,787 $160,837
RESOLUTION NO. 24-41
Assistant Director of Public Affairs 55 $128,787 $160,837 Assistant Director of Public Works 54 $125,646 $156,915 Assistant Director of Recreation & Community Services 51 $116,675 $145,711 Assistant Director of Transportation 54 $125,646 $156,915 Assistant Fire Chief 62 $153,087 $191,185
Assistant Police Chief 69 $178,405 $222,803
Associate Engineer 40 $88,923 $111,053
Building Maintenance Supervisor 30 $69,467 $86,754
Building Official 49 $111,053 $138,690
City Manager ^ $334,624 $334,624
Code Enforcement Manager 38 $84,638 $105,702
Construction Manager 48 $108,344 $135,307
Crime Prevention Supervisor 34 $76,678 $95,760
Deputy Director of Public Works 52 $119,592 $149,354
Deputy Director of Transportation 52 $119,592 $149,354
Deputy Director of Economic Development 52 $119,592 $149,354 Deputy Fire Chief 58 $138,690 $173,204
Director of Finance 71 $187,463 $234,082
Director of Human Resources 71 $187,463 $234,082
Director of Planning & Community Development 68 $174,053 $217,369 Director of Public Affairs/Information Technology 68 $174,053 $217,369 Director of Public Works/City Engineer 72 $192,222 $239,934 Director of Recreation & Community Services 67 $169,808 $212,067 Director of Transportation 69 $178,405 $222,803
Dispatch Supervisor 32 $72,983 $91,146
Economic Development Manager 50 $113,829 $142,157
Finance Supervisor 32 $72,983 $91,146
Finance Manager 44 $98,154 $122,581
Fire Chief 74 $201,848 $252,081
Fire Marshal 50 $113,829 $142,157
Fleet Maintenance Manager 44 $98,154 $122,581
Fleet Maintenance Supervisor 33 $74,808 $93,425
Fleet Services Manager 42 $93,425 $116,675
Fleet Services Supervisor 22 $57,014 $71,203
Golf Course Facilities Manager 35 $78,595 $98,154
Grants & Project Administrator 36 $80,560 $100,608
Housing Manager 48 $108,344 $135,307
Human Resources Analyst 34 $76,678 $95,760
Human Resources Manager 48 $108,344 $135,307
Information Systems Manager 49 $111,053 $138,690
Information Systems Supervisor 39 $86,754 $108,344
Management Analyst 30 $69,467 $86,754
Maintenance Manager 44 $98,154 $122,581
RESOLUTION NO. 24-41
Office Manager 27 $64,507 $80,560
Park Maintenance Supervisor 30 $69,467 $86,754
Planner 35 $78,595 $98,154
Planning Manager 49 $111,053 $138,690
Police Chief 75 $206,895 $258,383
Police Records Supervisor 31 $71,203 $88,923
Principal Engineer 52 $119,592 $149,354
Principal Risk Officer 59 $142,157 $177,534
Public Affairs Manager 35 $78,595 $98,154
Public Information Officer 32 $72,983 $91,146
Public Safety Radio Supervisor 39 $86,754 $108,344
Public Works Inspector 28 $66,119 $82,574
Public Works Manager 37 $82,574 $103,123
Public Works Superintendent 43 $95,760 $119,592
Recreation Manager 35 $78,595 $98,154
Recreation Supervisor 29 $67,772 $84,638
Revenue Supervisor 30 $69,467 $86,754
Risk Management Analyst 30 $69,467 $86,754
Risk Manager 50 $113,829 $142,157
Senior Deputy City Clerk 39 $86,754 $108,344
Senior Economic Development Coordinator 34 $76,678 $95,760 Senior Human Resources Analyst 41 $91,146 $113,829
Senior Management Analyst 36 $80,560 $100,608
Senior Planner 41 $91,146 $113,829
Senior Procurement Analyst 33 $74,808 $93,425
Social Work Supervisor 40 $88,923 $111,053
Street Maintenance Supervisor 32 $72,983 $91,146
Superintendent/Facility Manager 38 $84,638 $105,702
Transit Administration Manager 45 $100,608 $125,646
Transit Assistant Manager 34 $76,678 $95,760
Transit Operations Manager 47 $105,702 $132,007
Transit Planner 36 $80,560 $100,608
Transit Supervisor 26 $62,933 $78,595
Warehouse Supervisor 26 $62,933 $78,595
^The City Manager’s salary is set by separate City Council approved contract. *Classifications reqpresented by MPOA do not receive the 2.0% increase effective July 2024. The current MPOA MOU expires June 30, 2024. Negotiations are currently underway on a successor MOU. MPOA represented classifications will be updated upon approval of a successor MOU.
**Classifications represented by SMART-TD. A new MOU was approved in May, 2024, and SMART-TD represented classifications are now on the standardized City salary schedule.
UNCLASSIFIED NON-MANAGEMENT RANGES
ANNUAL
MINIMUM
ANNUAL
MAXIMUM
Accountant 26 $62,933 $78,595
RESOLUTION NO. 24-41
Code Enforcement Coordinator 10 $42,393 $52,944
Code Enforcement Officer 27 $64,507 $80,560
Crime Analyst 32 $72,983 $91,146
Deputy City Clerk 24 $59,901 $74,808
Economic Development Coordinator 26 $62,933 $78,595
Field Response Case Coordinator 11 $43,453 $54,267
Firefighter/Paramedic Trainee 21 $55,624 $69,467
Information Systems Analyst 36 $80,560 $100,608
Information Systems Technician 18 $51,652 $64,507
Police Trainee 41 $91,146 $113,829
Senior Accountant 35 $78,595 $98,154
Senior Administrative Assistant 14 $46,794 $58,440
HOURLY CLASSIFICATION
HOURLY
MINIMUM
HOURLY
MAXIMUM
Administrative Analyst 16.00 24.45
Administrative Secretary 18.55 23.41
Building Maintenance Tradeworker 16.00 20.31
Bus Operator 18.93 20.68
Clerical Assistant 16.00 18.33
Code Enforcement Technician 16.00 16.84
Community Services Aide - SYEP 16.00 16.00
Equipment Service Worker 16.00 19.11
Field Maintenance Worker 16.00 16.73
Fire Engineer 27.43 35.02
Fire Inspector 22.56 28.80
Heavy Duty Fire Equipment Mechanic 45.41 49.10
Human Resources Manager 42.22 51.32
Information Systems Specialist 16.00 18.33
Intern 16.00 18.33
Lifeguard 16.00 16.64
Maintenance Worker 16.00 20.31
Mechanic's Assistant 16.00 17.49
Park Ranger 16.00 19.30
Parking Control Officer 18.72 21.28
Police Cadet 16.00 19.33
Police Community Services Officer 16.00 16.66
Police Dispatcher 26.35 31.25
Police Officer 32.49 41.43
Police Trainee 18.99 24.06
Police Youth Program Coordinator 17.55 22.45
Pool Manager 16.66 20.00
Property & Evidence Technician 16.66 24.45
RESOLUTION NO. 24-41
Public Works Manager 34.72 42.23
Recreation Leader I 16.00 16.22
Recreation Leader II 16.00 17.79
Recreation Leader III 16.00 18.75
Recreation Leader IV 16.71 20.55
Risk Management Assistant 16.00 21.45
Secretary 16.00 17.90
Senior Lifeguard 16.15 18.27
Senior Project Manager 63.87 77.66
Sports Official 16.00 24.45
Swim Instructor – Lifeguard 17.50 21.00
Transportation Revenue Coordinator 16.00 20.22
Transportation Specialist 16.00 24.45
SECTION 2. That the City Clerk shall certify to the adoption of this resolution, shall distribute copies to the Director of Human Resources and the Director of Finance, and the resolution shall be in full force and effect immediately upon ratification.
APPROVED AND ADOPTED THIS 12TH DAY OF JUNE 2024
_______________________________
Scarlett Peralta, Mayor
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Christopher Jimenez, City Clerk Arnold M. Alvarez-Glasman, City Attorney
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:
CITY OF MONTEBELLO )
I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 24-41 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the 12th day of June 2024 and that said Resolution was adopted by the following vote, to-wit:
RESOLUTION NO. 24-41
AYES:
NOES:
ABSTAIN:
ABSENT:
The undersigned, City Clerk of the City of Montebello, does hereby attest and certify that the foregoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.
DATE:
Christopher Jimenez, City Clerk
City of Montebello Salary Schedule
Effective July 1, 2024
Salary
Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
1 $33,946 $34,794 $35,664 $36,556 $37,470 $38,406 $39,366 $40,351 $41,359 $42,393 2 $34,794 $35,664 $36,556 $37,470 $38,406 $39,366 $40,351 $41,359 $42,393 $43,453 3 $35,664 $36,556 $37,470 $38,406 $39,366 $40,351 $41,359 $42,393 $43,453 $44,540 4 $36,556 $37,470 $38,406 $39,366 $40,351 $41,359 $42,393 $43,453 $44,540 $45,653 5 $37,470 $38,406 $39,366 $40,351 $41,359 $42,393 $43,453 $44,540 $45,653 $46,794 6 $38,406 $39,366 $40,351 $41,359 $42,393 $43,453 $44,540 $45,653 $46,794 $47,964 7 $39,366 $40,351 $41,359 $42,393 $43,453 $44,540 $45,653 $46,794 $47,964 $49,163 8 $40,351 $41,359 $42,393 $43,453 $44,540 $45,653 $46,794 $47,964 $49,163 $50,392 9 $41,359 $42,393 $43,453 $44,540 $45,653 $46,794 $47,964 $49,163 $50,392 $51,652 10 $42,393 $43,453 $44,540 $45,653 $46,794 $47,964 $49,163 $50,392 $51,652 $52,944 11 $43,453 $44,540 $45,653 $46,794 $47,964 $49,163 $50,392 $51,652 $52,944 $54,267 12 $44,540 $45,653 $46,794 $47,964 $49,163 $50,392 $51,652 $52,944 $54,267 $55,624 13 $45,653 $46,794 $47,964 $49,163 $50,392 $51,652 $52,944 $54,267 $55,624 $57,014 14 $46,794 $47,964 $49,163 $50,392 $51,652 $52,944 $54,267 $55,624 $57,014 $58,440 15 $47,964 $49,163 $50,392 $51,652 $52,944 $54,267 $55,624 $57,014 $58,440 $59,901 16 $49,163 $50,392 $51,652 $52,944 $54,267 $55,624 $57,014 $58,440 $59,901 $61,398 17 $50,392 $51,652 $52,944 $54,267 $55,624 $57,014 $58,440 $59,901 $61,398 $62,933 18 $51,652 $52,944 $54,267 $55,624 $57,014 $58,440 $59,901 $61,398 $62,933 $64,507 19 $52,944 $54,267 $55,624 $57,014 $58,440 $59,901 $61,398 $62,933 $64,507 $66,119 20 $54,267 $55,624 $57,014 $58,440 $59,901 $61,398 $62,933 $64,507 $66,119 $67,772 21 $55,624 $57,014 $58,440 $59,901 $61,398 $62,933 $64,507 $66,119 $67,772 $69,467 22 $57,014 $58,440 $59,901 $61,398 $62,933 $64,507 $66,119 $67,772 $69,467 $71,203 23 $58,440 $59,901 $61,398 $62,933 $64,507 $66,119 $67,772 $69,467 $71,203 $72,983 24 $59,901 $61,398 $62,933 $64,507 $66,119 $67,772 $69,467 $71,203 $72,983 $74,808 25 $61,398 $62,933 $64,507 $66,119 $67,772 $69,467 $71,203 $72,983 $74,808 $76,678 26 $62,933 $64,507 $66,119 $67,772 $69,467 $71,203 $72,983 $74,808 $76,678 $78,595 27 $64,507 $66,119 $67,772 $69,467 $71,203 $72,983 $74,808 $76,678 $78,595 $80,560 28 $66,119 $67,772 $69,467 $71,203 $72,983 $74,808 $76,678 $78,595 $80,560 $82,574 29 $67,772 $69,467 $71,203 $72,983 $74,808 $76,678 $78,595 $80,560 $82,574 $84,638 30 $69,467 $71,203 $72,983 $74,808 $76,678 $78,595 $80,560 $82,574 $84,638 $86,754 31 $71,203 $72,983 $74,808 $76,678 $78,595 $80,560 $82,574 $84,638 $86,754 $88,923 32 $72,983 $74,808 $76,678 $78,595 $80,560 $82,574 $84,638 $86,754 $88,923 $91,146 33 $74,808 $76,678 $78,595 $80,560 $82,574 $84,638 $86,754 $88,923 $91,146 $93,425 34 $76,678 $78,595 $80,560 $82,574 $84,638 $86,754 $88,923 $91,146 $93,425 $95,760 35 $78,595 $80,560 $82,574 $84,638 $86,754 $88,923 $91,146 $93,425 $95,760 $98,154 36 $80,560 $82,574 $84,638 $86,754 $88,923 $91,146 $93,425 $95,760 $98,154 $100,608 37 $82,574 $84,638 $86,754 $88,923 $91,146 $93,425 $95,760 $98,154 $100,608 $103,123 38 $84,638 $86,754 $88,923 $91,146 $93,425 $95,760 $98,154 $100,608 $103,123 $105,702 39 $86,754 $88,923 $91,146 $93,425 $95,760 $98,154 $100,608 $103,123 $105,702 $108,344 40 $88,923 $91,146 $93,425 $95,760 $98,154 $100,608 $103,123 $105,702 $108,344 $111,053 41 $91,146 $93,425 $95,760 $98,154 $100,608 $103,123 $105,702 $108,344 $111,053 $113,829 41-POA $89,359 $91,593 $93,883 $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 42 $93,425 $95,760 $98,154 $100,608 $103,123 $105,702 $108,344 $111,053 $113,829 $116,675 43 $95,760 $98,154 $100,608 $103,123 $105,702 $108,344 $111,053 $113,829 $116,675 $119,592 44 $98,154 $100,608 $103,123 $105,702 $108,344 $111,053 $113,829 $116,675 $119,592 $122,581 44-POA $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 $114,387 $117,247 $120,178 45 $100,608 $103,123 $105,702 $108,344 $111,053 $113,829 $116,675 $119,592 $122,581 $125,646 46 $103,123 $105,702 $108,344 $111,053 $113,829 $116,675 $119,592 $122,581 $125,646 $128,787 47 $105,702 $108,344 $111,053 $113,829 $116,675 $119,592 $122,581 $125,646 $128,787 $132,007 48 $108,344 $111,053 $113,829 $116,675 $119,592 $122,581 $125,646 $128,787 $132,007 $135,307 49 $111,053 $113,829 $116,675 $119,592 $122,581 $125,646 $128,787 $132,007 $135,307 $138,690 50 $113,829 $116,675 $119,592 $122,581 $125,646 $128,787 $132,007 $135,307 $138,690 $142,157 51 $116,675 $119,592 $122,581 $125,646 $128,787 $132,007 $135,307 $138,690 $142,157 $145,711 51-POA $114,387 $117,247 $120,178 $123,182 $126,262 $129,418 $132,654 $135,970 $139,369 $142,854 52 $119,592 $122,581 $125,646 $128,787 $132,007 $135,307 $138,690 $142,157 $145,711 $149,354 53 $122,581 $125,646 $128,787 $132,007 $135,307 $138,690 $142,157 $145,711 $149,354 $153,087 54 $125,646 $128,787 $132,007 $135,307 $138,690 $142,157 $145,711 $149,354 $153,087 $156,915 55 $128,787 $132,007 $135,307 $138,690 $142,157 $145,711 $149,354 $153,087 $156,915 $160,837 Salary Range - Annually
6/3/2024
Exhibit B1
City of Montebello Salary Schedule
Effective July 1, 2024
Salary
Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Salary Range - Annually
56 $132,007 $135,307 $138,690 $142,157 $145,711 $149,354 $153,087 $156,915 $160,837 $164,858 57 $135,307 $138,690 $142,157 $145,711 $149,354 $153,087 $156,915 $160,837 $164,858 $168,980 58 $138,690 $142,157 $145,711 $149,354 $153,087 $156,915 $160,837 $164,858 $168,980 $173,204 59 $142,157 $145,711 $149,354 $153,087 $156,915 $160,837 $164,858 $168,980 $173,204 $177,534 60 $145,711 $149,354 $153,087 $156,915 $160,837 $164,858 $168,980 $173,204 $177,534 $181,973 61 $149,354 $153,087 $156,915 $160,837 $164,858 $168,980 $173,204 $177,534 $181,973 $186,522 62 $153,087 $156,915 $160,837 $164,858 $168,980 $173,204 $177,534 $181,973 $186,522 $191,185 63 $156,915 $160,837 $164,858 $168,980 $173,204 $177,534 $181,973 $186,522 $191,185 $195,965 64 $160,837 $164,858 $168,980 $173,204 $177,534 $181,973 $186,522 $191,185 $195,965 $200,864 65 $164,858 $168,980 $173,204 $177,534 $181,973 $186,522 $191,185 $195,965 $200,864 $205,885 66 $168,980 $173,204 $177,534 $181,973 $186,522 $191,185 $195,965 $200,864 $205,885 $211,033 67 $173,204 $177,534 $181,973 $186,522 $191,185 $195,965 $200,864 $205,885 $211,033 $216,308 67-MEMA $169,808 $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 68 $177,534 $181,973 $186,522 $191,185 $195,965 $200,864 $205,885 $211,033 $216,308 $221,716 68-MEMA $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 69 $181,973 $186,522 $191,185 $195,965 $200,864 $205,885 $211,033 $216,308 $221,716 $227,259 70 $186,522 $191,185 $195,965 $200,864 $205,885 $211,033 $216,308 $221,716 $227,259 $232,940 71 $191,185 $195,965 $200,864 $205,885 $211,033 $216,308 $221,716 $227,259 $232,940 $238,764 71-MEMA $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 72 $195,965 $200,864 $205,885 $211,033 $216,308 $221,716 $227,259 $232,940 $238,764 $244,733 72-MEMA $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 73 $200,864 $205,885 $211,033 $216,308 $221,716 $227,259 $232,940 $238,764 $244,733 $250,851 74 $205,885 $211,033 $216,308 $221,716 $227,259 $232,940 $238,764 $244,733 $250,851 $257,123 74-MEMA $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 75 $211,033 $216,308 $221,716 $227,259 $232,940 $238,764 $244,733 $250,851 $257,123 $263,551 75-MEMA $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 76 $216,308 $221,716 $227,259 $232,940 $238,764 $244,733 $250,851 $257,123 $263,551 $270,140 77 $221,716 $227,259 $232,940 $238,764 $244,733 $250,851 $257,123 $263,551 $270,140 $276,893 77-MEMA $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 $264,843 $271,464 78 $227,259 $232,940 $238,764 $244,733 $250,851 $257,123 $263,551 $270,140 $276,893 $283,815 79 $232,940 $238,764 $244,733 $250,851 $257,123 $263,551 $270,140 $276,893 $283,815 $290,911 80 $238,764 $244,733 $250,851 $257,123 $263,551 $270,140 $276,893 $283,815 $290,911 $298,184 *The MOU for MPOA (Sergeant, Corporal and Police Officer Classifications) expires June 30, 2024. Negotiations are ongoing for a successor MOU. Therefore, there will be no changes to those salary ranges applicable to MPOA classifications until after the ratification and approval of a successor MOU. Those salary ranges are noted above and remain unchanged.
**The MOU repesenting Directors (MEMA) expires June 30, 2024. Therefore there will be no adjustments to those salary ranges applicable to the job classifications covered by the MEMA MOU.
6/3/2024
Proposed 05/20/2024 DRAFT
CITY OF MONTEBELLO
Administrative Manager
Proposed Salary – Range 41
Job Description
Under general supervision, this position performs complex technical and difficult administrative work, planning, organizing, and overseeing the operation and maintenance of the Public Works Department, Capital Improvement Projects and budgets. An employee in this class performs a full variety of semiskilled and skilled tasks, which are necessary to maintain fiscal responsibility to the city. This is a supervisory position with responsibility for assigning, supervising, and directing the work of staff assigned to the administrative division including grants and project administration, budget preparation, accounting, payroll, and revenue control.
EXAMPLES OF ESSENTIAL DUTIES
• Assists Department Director by performing detailed administrative analysis. • Assists the Department Director on administrative issues and procedures; provides professional advice to supervisor.
• Provides supervision, direction, and work coordination for staff assigned to the Public Works Administrative Division including grants and project administration, accounting, payroll, and revenue control.
• Supervises, prepares, and administers budgets, purchases, revenues and expenditures, as well as future projections.
• Lead multiple work streams of procurement transformation (i.e., purchasing, contracts, payables, etc.) to ensure consistency across; vision and strategy; policy, legal, practices and process; technology; and organization.
• Assists in the determination of work procedures, prepares work schedules, and workflow; studies and standardizes procedures to improve efficiency and effectiveness of operations. • Creates the development of short- and long-range plans; gathers, interprets, and prepares data for studies, reports and recommendations.
• Carries out major assignments in conducting the operations of the City by interpreting and implementing management policies and/or operating procedures. • Develops criteria by which to evaluate program effectiveness and budgetary requirements. • Maintains, prepares, and interprets highly technical reports and departmental policies to operating divisions.
• Plans, designs, and implements a variety of management information and reporting systems. • Reviews and makes recommendations on operating programs and procedures. • Acts as a liaison with regulatory agencies regarding financial and grant administration issues. • Assures compliance with all Federal, State, and County regulatory requirements. • Interviews, selects, trains, motivates and evaluates assigned staff; reviews progress and directs changes as needed.
• To supervise professional and clerical staff; direct and plan the work of employees, including determining the techniques to be used by employees.
• Plan, organize, develop, monitor, and supervise the administrative division of the Public Works Department
• Set job performance standards for employees and ensure that standards are met.
Exhibit B2
Proposed 05/20/2024 DRAFT
• Responsible for employee discipline when necessary.
• Represents the City at conferences and meetings.
• Assists other agencies, groups and individuals in connection with the coordination of departmental activities as needed.
• Performs any other related duties as required or assigned.
KNOWLEDGE, SKILLS AND ABILITIES
• Thorough knowledge of Modern principles, practices, and techniques of public administration and accounting.
• Thorough knowledge of budget development, preparation, and administration. • Knowledge of applicable City, County, State, and Federal laws, codes, and regulations affecting public Works
• Knowledge of grant accounting and administration.
• Knowledge of Principles of local government, organization, and financing. • Knowledge of Computer applications, especially as related to accounting and grant administration.
• Knowledge of Microsoft Office Suite,
• Ability to think clearly and quickly and to analyze and solve technical problems involving organization and management.
• Ability to make sound analyses and evaluations and effectively present findings. • Ability to supervise employees.
• Ability to operate computer printer, copy machine, scanner, telephone, and calculator. • Ability to plan and supervise the work of technical, clerical and maintenance personnel and private contractors as applicable.
• Ability to prepare, maintain and monitor detailed technical and financial records. • Ability to communicate effectively both verbally and in writing. • Ability to serve the public and fellow employees with honesty and integrity in full accord with the letter and spirit of all city ethics and conflicts of interest policies. • Ability to establish and maintain effective working relationships with the general public, coworkers, city officials and members of diverse cultural and linguistic backgrounds regardless of race, religion, age, sex, disability or political affiliation
MINIMUM QUALIFICATIONS
• Five years of progressively responsible and varied professional administrative support experience, preferably with a government agency, including at least three years in a management, supervisory, or administrative function.
• Graduation from an accredited "four" year college or university with major course work in accounting, public administration, finance, or closely related field. • Masters in Public Administration highly desired
PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Incumbents in this classification sit, speak clearly, hear normal voice conversation, see small details, use a calculator, and work on a personal
Proposed 05/20/2024 DRAFT
computer.
The work environment described here is representative of those an employee encounters while performing the essential functions of this job. Incumbents in this classification work in an open office environment.
Proposed 05/20/2024 DRAFT
CITY OF MONTEBELLO
Finance Manager
Proposed Salary – Range 44
Job Description
Under general direction, plans, organizes, oversees, coordinates, and manages the staff and operations of the Finance Department; Performs highly complex professional municipal accounting duties including preparing, monitoring, forecasting, and analyzing financial information.
DEFINITION
DISTINGUISHING CHARACTERISTICS
Incumbents in this class will be responsible for the budgeting and financing functions of the City; provides complex technical support to the Finance Director in areas of expertise; Assists in preparation of the budget and special projects; functions as a member of the Department's management team; and performs related work as required.
EXAMPLES OF DUTIES
Participates in the development and implementation of goals, objectives, policies, and priorities for general finance functions and assigned programs, ensuring compliance with laws, regulations and City policies.
Participates in the development, administration, and oversight of City and department budgets; determines funding needed for staffing, equipment, materials, and supplies; ensures compliance with budgeted funding; oversees and develops annual and quarterly revenue projections and estimates used in connection with preparation of annual budgets; researches and monitors new revenue sources.
Participates in annual budget preparation; identifies resource needs; prepares detailed cost estimates with appropriate justifications; submits budget recommendations; monitors expenditures; advises and consults with management on accounting and budgetary concerns; provides information and recommendations as appropriate.
Develops and standardizes procedures and methods to improve and continuously monitor the efficiency and effectiveness of assigned programs, service delivery methods, and procedures; assesses and monitors workload, administrative and support systems, and internal reporting relationships; identifies opportunities and makes recommendations for improvement.
Participates in the selection of, trains, motivates, and evaluates assigned personnel; works with employees and Human Resources to correct deficiencies; recommends and implements discipline and termination procedures.
Develops and manages requests for proposals for professional and/or contracted services; prepares scope of work and any technical specifications; evaluates proposals and recommends award; negotiates contracts; administers contracts to ensure compliance with City specifications and service quality.
Supervises, participates in, and reviews the work of employees maintaining the City's general ledger and chart of accounts and preparing monthly and annual financial statements and schedules; analyzes, prepares, and reviews journal entries; coordinates monthly and annual closing activities, taking action to ensure the accurate processing and timing of all required accounting transactions to present accurate statements of the City's financial position.
Proposed 05/20/2024 DRAFT
Oversees and administers City debt and related tax assessments as appropriate; participates in the bond issuance process; assures compliance with bond covenants, accounting standards, and budgeting requirements.
Maintains stewardship for financial assets and debt; ensures the maintenance of City’s liquidity and financial stability.
Manages the City’s investment portfolio and ensures compliance with the City’s investment policy.
Responds to requests for information and advises City departments, other governmental agencies and the public on City financial and accounting practices, policies, procedures and data.
Prepares and presents staff and agenda reports and other necessary correspondence related to assigned activities and services; presents reports to various commissions, committees, boards and Montebello residents and businesses.
Conducts a variety of organizational and operational studies and investigations; recommends modifications to assigned programs, policies, and procedures, as appropriate.
Serves as a liaison for assigned functions with other City departments, divisions, and outside agencies; provides staff support to commissions, committees, and task forces, as necessary.
Monitors changes in regulations and technology that may affect operations; recommends and implements policy and procedural changes after approval.
Receives, investigates, and responds to difficult and sensitive problems and complaints in a professional manner; identifies and reports findings and takes necessary corrective action.
Performs other duties as assigned.
EMPLOYMENT STANDARDS
Knowledge of:
• Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and project management. • Principles and practices of budget development and administration. • Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and the training of staff in work procedures. • Principles and practices of leadership.
• Principles and techniques for working with groups and fostering effective team interaction to ensure teamwork is conducted smoothly.
• Applicable federal, state, and local laws, regulatory codes, ordinances, and procedures relevant to assigned areas of responsibility.
• Organization and management practices as applied to the development, analysis, and evaluation of programs, policies, and operational needs of the assigned area of responsibility. • Principles and practices of contract administration and management. • Governmental Accounting Standards Board (GASB) and Generally Accepted Accounting Principles (GAAP).
• Principles and practices of general, fund, and governmental accounting including financial statement preparation and methods of financial control and reporting. • Annual Comprehensive Financial Reporting (ACFR) for municipal agencies. • Principles and practices of cost accounting.
• Internal control and compliance audit principles, practices, and methods.
Proposed 05/20/2024 DRAFT
• Principles and practices of municipal budgeting.
• Types and sources of municipal revenues and financing. • City functions and associated financial management and reporting issues. • Principles and practices of business data processing particularly related to the processing of accounting and financial information, including applicable software packages. • The operations, requirements, and codes of the City's automated general ledger system. • Techniques for effectively representing the City in contacts with governmental agencies, community groups, and various business, professional, educational, regulatory, and legislative organizations.
• Recent and on-going developments, current literature, and sources of information related to the operations of the assigned division.
• Methods and techniques of preparing technical and administrative reports, and general business correspondence.
• City and mandated safety rules, regulations, and protocols. • Modern equipment and communication tools used for business functions and program, project, and task coordination, including computers and software programs relevant to work performed. • The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
Ability to
• Plan, organize, oversee, and manage the Finance Department staff and operations. • Develop and implement goals, objectives, practices, policies, procedures, and work standards. • Prepare and administer large and complex budgets; allocate limited resources in a cost-effective manner.
• Provide administrative, management, and professional leadership for the department. • Select and supervise staff, provide training and development opportunities, ensure work is performed effectively, and evaluate performance in an objective and positive manner. • Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Evaluate and develop improvements in operations, procedures, policies, or methods. • Operate a computer and spreadsheet software; analyze and make sound recommendations on complex financial data and operations.
• Plan and evaluate financial programs and make sound recommendations for improvement. • Understand, interpret, explain, and apply City, state, and federal laws regulating financial accounting, reporting, and record keeping.
• Understand and accurately use the City's Chart of Accounts and schedules of rates and fees. • Develop and implement financial procedures and controls. • Perform complicated mathematical calculations and analyses. • Prepare clear, concise, and comprehensive reports, correspondence, financial statements, policies, procedures, and other written materials.
• Make clear, concise, and persuasive presentations.
• Research, analyze, and evaluate new service delivery methods, procedures, and techniques. • Analyze, interpret, summarize, and present technical information and data in an effective manner. • Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
• Effectively represent the division and the City in meetings with governmental agencies, community groups, and various businesses, professional, and regulatory organizations, and in meetings with individuals.
• Direct the establishment and maintenance of a variety of filing, record-keeping, and tracking systems.
Proposed 05/20/2024 DRAFT
• Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments. • Effectively use computer systems, software applications relevant to work performed, and modern business equipment to perform a variety of work tasks.
• Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
And
Training and Experience: Any combination of training and experience which would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education:
Equivalent to a bachelor’s degree from an accredited college or university with major coursework in accounting, finance, business administration, or a related field.
Work Background:
Six (6) years of increasingly responsible experience in the management of public finance, of which three (3) years should be in a management or supervisory capacity.
Proposed 05/20/2024 DRAFT
CITY OF MONTEBELLO
Golf Course Facilities Manager
Proposed Salary – Range 35
Job Description
Under general supervision, this position performs complex technical and difficult administrative work, planning, organizing, and overseeing the operation and maintenance of the municipal golf course, special projects and budgets. An employee in this class performs a full variety of semiskilled and skilled tasks, which are necessary to properly maintain public golf courses. Assignments involve oversight of fieldwork requiring considerable knowledge of various methods of specialized turf maintenance and proper operation of mechanized mowing, irrigation, and fertilization equipment. This position is responsible for supervising contracted staff, complex fiscal control, and any other related work as required, communicating any recommended actions to the Recreation Department Director.
EXAMPLES OF ESSENTIAL DUTIES
• Supervision of the golf course to achieve goals within available resources; plans and organizes workloads and coordinates schedules for operation of the golf course • Trains, motivates and evaluates assigned staff; reviews progress and directs changes as needed. • Creates the development of short- and long-range plans; gathers, interprets, and prepares data for studies, reports and recommendations.
• Coordinates Golf Division activities with other departments and agencies as needed; maintains necessary operating records.
• Frequently inspects the golf course and related areas to evaluate how well management standards are being achieved and to effect changes in management programs. • Responsible for inventory control and oversees the equipment maintenance programs. • Assists in the determination of work procedures, prepares work schedules, and workflow; studies and standardizes procedures to improve efficiency and effectiveness of operations. • Provides professional advice to supervisors; makes presentations to supervisors, boards, commissions, civic groups and the general public.
• Supervises, prepares and administers budgets, purchases, revenues and expenditures, as well as future projections.
• Supervises the collection and receipt of fees and concession revenues for the golf course. • Maintains and prepares a variety of reports and records. • Develops and recommends standard operating procedures and rules and regulations for the public and enforces same.
• Evaluates the work performance of contracted and/or City golf employees. • Recommends disciplinary action, hiring and termination for City employees assigned to the Golf Division.
• Oversees functions and operations of GolfNow and point-of-sale computer systems. • Performs any other related duties as required or assigned.
KNOWLEDGE, SKILLS AND ABILITIES
• Thorough knowledge of the principles, methods, materials, and equipment used in the maintenance and repair of golf courses.
Proposed 05/20/2024 DRAFT
• Considerable knowledge of the various types, application, storage requirements and effects of pesticides, insecticides, fungicides, and herbicides.
• Knowledge of operational characteristics and occupational hazards associated with landscape maintenance.
• Knowledge of U.S.G.A. Golf Course specifications.
• Knowledge of OSHA and EPA laws and regulations.
• Knowledge of agronomy and turfgrass management practices. • Knowledge of golf facility construction principles, practices, and methods. • Knowledge and a thorough understanding of the rules and strategies of the game of golf. • Knowledge of current federal, state, and local laws and regulations affecting the management of golf course operations.
• Knowledge of employment, safety and environmental stewardship standards, laws, and regulations. •Knowledge of Microsoft Office Suite,
• Ability to operate computer printer, copy machine, scanner, telephone, and calculator. • Ability to safely operate a motor vehicle.
• Ability to plan and supervise the work of technical, clerical and maintenance personnel and private contractors as applicable.
• Ability to prepare, maintain and monitor detailed technical and financial records. • Ability to communicate effectively both verbally and in writing. • Ability to serve the public and fellow employees with honesty and integrity in full accord with the letter and spirit of all city ethics and conflicts of interest policies. • Ability to establish and maintain effective working relationships with the general public, co-workers, city officials and members of diverse cultural and linguistic backgrounds regardless of race, religion, age, sex, disability or political affiliation
• Skill in the use of various close tolerance mowing and spraying equipment, maintenance equipment and golf cart fleet.
MINIMUM QUALIFICATIONS
- Ten years golf course management experience
- experience in a public owned course in Southern California is desired - prior experience supervising the maintenance and operation of golf courses - A comparable amount of training and experience may be substituted for the minimum qualifications.
PHYSICAL REQUIREMENTS
While performing the duties of this job, the employee is frequently required to stoop, reach, stand, walk, lift, pull, push, grasp, talk, hear, see and use repetitive motions. The employee may frequently lift and/or move up to 20 pounds. The position requires the individual to meet multiple demands from several people and interact with the public and other staff. The employee frequently works in outside weather conditions and is frequently exposed to hot, wet and/or humid conditions, airborne particles, animals/insects, dust, vapors, fumes, and poisons.
Proposed 05/20/2024 DRAFT
CITY OF MONTEBELLO
Lead Finance Technician
Proposed Salary – Range 24
Job Description
DEFINITION
Under general supervision, oversee daily general accounting and booking operations in the Finance department. In a lead role, perform a variety of difficult technical accounting work and statistical recordkeeping assignments related to the preparation, processing, and maintenance of City financial data, reports and funds; and to perform related work as required.
DISTINGUISHING CHARACTERISTICS
Incumbents in this class may be assigned to Payroll, Purchasing, Accounts Payable, Accounts Receivable or other general accounting duties in the Finance Department, as determined by the needs of the Department.
EXAMPLES OF DUTIES
Perform routine accounting work; verifies, categorizes, posts and reconciles revenue and expenditures to proper accounts.
Compiles, analyzes and prepares financial reports, schedules and summaries for various City funds.
Performs preliminary review and approves weekly warrant package; Reviews for correct account numbers, proper documentation, valid payment authorization, correct vendor name and addresses, completeness, and compliance with City policies.
Oversees printing of Warrant Register; Prepares resolutions and staff report for City Council.
May provide general assistance in budget development and administration; audits contracts, purchase orders, vouchers and CalPers compensation reporting, maintains accounting and budget documents for capital improvements projects.
Maintains computerized spreadsheets; keeps records of City-owned or leased equipment; Participates in year-end fixed asset capitalization process; assists with annual closing of ledgers and reconciliations.
Performs assigned accounting activities with requisite data processing system and reporting; Coordinates accounting and financial analysis with City Departments; Prepares memos and letters for both internal and external correspondence;
Processes and maintains payroll records; Inputs and reviews the accuracy of time cards; Prepares and calculates taxes, payroll deductions, retroactive pay, taxable fringe benefits; Coordinates and transmits direct deposits and deferred compensation deductions and deposits; Prints and distributes AP checks and payroll checks; Coordinates wage reporting or levies and garnishments with other governmental agencies including the Internal Revenue Service (IRS), the Employment Development Department (EDD), the Franchise Tax Board (FTB), the Public Employees Retirement System (CalPERS) and any other associated retirement benefit providers; Assists in the administration of the City’s 401(a)h and 457 plans; Processes year end W-2s; 1095 and 1099 reporting; Completes payroll, accounting and any other adjustments as necessary.
Proposed 05/20/2024 DRAFT
Provides operational supervision to lower level accounting staff in assigned areas; Provides technical guidance and training. Coordinates workload and distribution of assignments and projects; Assists in preparing performance evaluations of lower level staff in assigned areas.
Monitors operations and identifies potential improvements in service delivery methods; Oversees the City’s encumbrance system; Researches and reconciles purchase orders in the encumbrance system, making adjustments and closing purchase orders as needed; Assists departments with questions regarding assigned areas.
Reviews accounts payable invoices for processing at year-end; Assign to appropriate fiscal year; Maintains documentation for audit; Prepares year-end warrant schedule; Maintains master signature authority listing; Monitors weekly accounts payable postings to the General Ledger; Processes void warrants, and monitors pay requests; Coordinates the Purchasing Card program; Transmits weekly Positive Pay and Direct Deposit files to City’s bank.
Provides assistance and training to other city personnel regarding assigned account/bookkeeping tasks and Finance policies; Provides assistance to the public as needed; Provides support for independent audits.
Compiles data and prepares various reports and schedules; Utilizes a variety of computer databases.
Utilizes computerized spreadsheet applications; Prepares and provides financial charts, graphs, information, statistical reports and statements as requested.
Maintains knowledge of City policies and procedures; basic governmental accounting principles; and City’s automated information systems.
Coordinates with other City departments on finance-rated issue and performs other related duties as required.
EMPLOYMENT STANDARDS
Knowledge of:
- Principles and practices of record-keeping, payroll processing, Accounts Payable or routine accounting procedures and internal controls.
- Policies and procedures of an assigned specialized area of the City’s financial and account record-keeping systems.
- Laws and regulations affecting the area of assignment. - Financial analysis and research techniques.
- Preparation of financial statements and financial reports and schedules - Solid understanding and knowledge of the use of financial and data processing systems - Modern office methods, practices, and procedures
And
Ability to
- Understand, interpret and apply City’s policies and procedures. - Perform a wide variety of specialized financial and statistical record-keeping assignments. - Lead, motivate and train lower level staff.
- Prepare and maintain complex records, information, and reports. - Use data processing terminals, software and equipment for imputing financial data and generating reports.
- Make arithmetical calculations quickly and accurately. - Use standard office equipment such as computers, calculators, scanners and copiers. - Interpret the City Memoranda of Understanding (MOU) related to payroll. - Interpret and apply the terms of vendor contracts.
Proposed 05/20/2024 DRAFT
- Provide information to others concerning payroll or financial records. - Effectively represent the functions of the Department with concerned individuals and other governmental agencies.
- Communicate effectively orally and in writing.
And
Training and Experience:
Any combination of training and experience which would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education:
Graduation from high school or G.E.D., supplemented by courses in general and governmental accounting, bookkeeping, finance, taxes and related areas is desirable.
Work Background:
Five years of progressively responsible work experience in the area of finance, banking, accounting and administration.
Proposed 05/20/2024 DRAFT
CITY OF MONTEBELLO
Public Affairs Manager
Proposed Salary – Range 35
Job Description
Under general direction, plans, develops, implements, and organizes comprehensive communication, branding, crisis communications and marketing strategies for the City of Montebello’s many Departments; plans, designs, writes, edits, and produces public informational materials, community outreach campaigns, and online content; coordinates efforts with community groups, City departments, and a variety of committees to foster community support for department operations and activities; plans organizes, promotes and increases awareness of law enforcement operations, services, events, and programs; and performs related work as assigned.
ESSENTIAL DUTIES:
• Plans, develops, implements, and organizes the City’s communications, public information, public relations, and community outreach strategies and activities; • Advises staff on communication strategies and implementation; • Develops and administers the implementation of goals, objectives, policies, procedures and work standards for the section;
• Facilitates programs for citizens designed to achieve a greater level of participant understanding of public policy and programs;
• Selects and appoints Division staff and provides for their morale, productivity, and professional development;
• Develops and administers marketing information for staff, community organizations, and general media inquiries;
• Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures;
• Coordinates, trains and aligns inter-departmental program functions to ensure consistent communication and engagement;
• Develops short- and long-range planning to meet current and future marketing, event, outreach, and engagement needs;
• Plans, coordinates, and conducts events, presentations, and educational programs with the community;
• Collaborates with City staff, departments and divisions to communicate and market programs and services;
• Represents the department effectively in meetings with commissions, community groups, city council, the media, and the public;
• Provides guidance to staff on communicating difficult and complex matters; • Directs and recommends the selection and the purchase of materials, equipment, and contractual services;
• Develops strategies for existing program expansion;
• Administers and maintains the City’s website and social media accounts;
Proposed 05/20/2024 DRAFT
• Oversees the production of all written material, media and graphics posted on the department website and media accounts; develops, reviews, edits, and authorizes content; • Prepares and presents comprehensive analytical and statistical reports that present and interpret data, identify alternatives, and present and justify conclusions, forecasts, and recommendations based on data summaries and other findings.
Minimum Qualifications
Training & Experience:
• A Bachelor’s Degree from an accredited college or university in communications, public relations, marketing, journalism, public relations, or a closely related field; AND • Four (4) years of increasingly responsible program experience, including experience in employee supervision and program development and implementation. OR • An equivalent combination of training, education, and experience, which will provide the capabilities to perform the described duties.
Knowledge of:
• Marketing and brand management principles, photography, advertising, target clients, community assets and events, graphic design, production, and printing techniques; • Practices of public administration; organization and operation of municipal government; • Methods and techniques of social media use; principles, trends, methods, and techniques used in customer service, public relations, public information, and program education and promotion; • Principles and practices of leadership, motivation, team building, and conflict resolution; • Methods of program evaluation, policies, and operational needs related to area of assignment; • Principles and practices of supervision, training, and personnel management; • Principles and practices of public relations, including understanding of requirements of various media;
• Techniques and methods used in development and evaluation of communications; • Advanced principles in the applications business writing including spelling, grammar, and punctuation;
• Event planning from idea conception to publicizing, to event execution; • Organization, services, and functions of municipal government; and • Principles and practices of public speaking.
Ability to:
• Provide professional leadership and direction in matters involving marketing, branding, and public relations;
• Positively represent the City of Montebello by coordinating and assisting in marketing efforts, special events, branding, department initiatives, and public relations; • Communicate effectively both orally and in writing;
• Coordinate multiple activities with conflicting deadlines;
Proposed 05/20/2024 DRAFT
• Obtain, analyze, evaluate, and draw logical conclusions from relevant data. • Update and maintain various website and/or social media; • Organize and prioritize multiple timelines and project schedules in an effective and timely manner;
• Exercise tact, diplomacy and political acumen in dealing with sensitive political, public policy, and community situations;
• Create a cohesive and comprehensive approach to marketing and branding; • Utilize computer systems and related software program including word processing, spreadsheet, database, and graphics applications;
• Plan, organize, develop, and implement marketing strategies aimed at promoting the department’s public image between various internal and external stakeholders, such as City staff, City Council, citizens, and media outlets; and
• Establish and maintain effective working relationships with clients, media representatives, community organizations, staff, and volunteers.
Licenses, Certificates, and Special Requirements:
• Possession of a valid California Class “C” driver’s license.
Physical Conditions or Special Working Conditions:
• Standard office environment and working conditions;
• Must be able to drive a vehicle for work-related events and duties as assigned; • May include nights, weekends, and holidays.
Distinguishing Characteristics
The Public Affairs Manager is a single incumbent class that functions as a program leader within the Police Department, responsible for marketing, brand management, crisis management and public information requests and communications.
CITY OF MONTEBELLO 1104F
TRANSIT PLANNER
DEFINITION
Under the general supervision of the Operations Manager, this position is responsible for performing technical, professional, and analytical work related to transit service planning and scheduling. This position will analyze route performance, develop and implement master service plans, develop Operator forecasts, compose technical, regulatory reports, maintain an active repository of stops and amenities, and conduct public outreach related to service changes.
MANAGEMENT RESPONSIBILITY
Receives general direction from management personnel. May exercise supervision over assigned staff
EXAMPLES OF DUTIES
Assists with developing plans for fixed-route transit service, including evaluating system performance, and making recommendations for change as needed to provide safe and reliable service; Applies knowledge of databases to track, maintain and update inventory of bus stops, geo-coordinates, amenities, and use reasoning skills to identify and correct data as needed; Conducts interagency review of transportation plans; reviews and comments on proposed land use developments or road projects to promote the incorporation of pro-transit policies and measures; Coordinate printing and review of schedule data for passenger information panels posted at bus stops, conduct field work as needed to ensure information is correctly displayed, and conduct field assessments at bus stops; Collects and summarizes feedback from bus operators and passengers and make appropriate recommendations; Assists with creation of fixed route bus schedules, run cuts and route changes, including exporting data from scheduling software systems and interface with other systems such as automatic passenger counters, vehicle location systems and other transit technology; Assists with coordination of public outreach events, including set up, speaking with members of the public, working with internal staff and transit guides to disseminate information to the public; Reads and analyze demographic and geographic data, apply spatial data analysis skills to graphically display ridership and demographic trends, and communicate trends; Collects and record ridership and other service data using appropriate software to prepare reports as required; Monitors and evaluates on-time performance data, propose schedule adjustments as needed; Initiates and performs research and document findings, makes written recommendations including maps and graphics to display concepts; Researches complaints, problems and prepare responses for management, including composing correspondence; Provides support for Paratransit Operations, including preparing reports, researching contract compliance, analyzing ridership and performance data and other duties as required; and Performs related duties as assigned.
TRANSIT PLANNER
SPECIAL REQUIREMENTS
Possession of an appropriate California driver's license.
EMPLOYMENT STANDARDS
The desired candidate will possess the following:
• Knowledge of transit service planning principles
• Strong quantitative, analytical, and problem-solving skills • Excellent verbal and written communication skills, interpersonal skills, and visual communication and presentation skills
• Strong organization skills with the ability to prioritize multiple tasks and balance competing deadlines
• Ability to work independently and in a team
• Proficient in Microsoft Office (Excel, Word, PowerPoint, SharePoint, Access) • Experience with ESRI ArcGIS, Tableau, Power BI, R, Python, Adobe InDesign, Adobe Illustrator.
and
Ability to:
• Analyze operating data, identify issues and recommend appropriate solutions. • Work independently, self-starter, using strong organizational and time management skills.
• Ability to learn to use a scheduling software system
• Establish and maintain cooperative relationships with those contacted during work.
• Develop, read, and interpret rules, policies, and procedures. • Operate standard office equipment.
• Maintain tact, poise, and professional demeanor in the workplace and public. • Prepare reports and presentations.
• Interpret, explain, apply, and enforce various laws, rules, and regulations. • Effectively represent the functions of the Department with constituents, community organizations, and other governmental agencies.
Training and Experience: Any combination of training and experience which would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
A Bachelor’s Degree from an accredited college or university in Planning, Transportation Planning, Geography, Environmental Science, or related field; AND a minimum of (1 year) of professional experience. A Master’s Degree from an accredited college or university in Planning, Transportation Planning, Geography, Environmental Science, or related field may substitute for experience. OR;
A combination of related education and professional experience conducting transit/transportation planning or scheduling may substitute for education on a year-for-year basis, depending on the type of experience.
04/27/2022
ATTACHMENT C
RESOLUTION NO. 24-42
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MONTEBELLO, CALIFORNIA, ESTABLISHING AN
APPROPRIATIONS LIMIT IN ACCORDANCE WITH CALIFORNIA
GOVERNMENT CODE, SECTION 7910
RECITALS
WHEREAS, Article XIII-B of the California State Constitution, informally known as the “Gann Appropriations Limit,” provides limits regarding the total amount of appropriations in any fiscal year from “The Proceeds of Taxes;” and, WHEREAS, The Article further provides that appropriations from designated reserve funds are not appropriations from the proceeds of taxes; and, WHEREAS, Section 7910 of the Government Code, added in 1980 by the State Legislature, provides that “each year the governing body of each local jurisdiction shall by resolution establish its appropriations limit for the following year.”
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF
MONTEBELLO DOES RESOLVE AS FOLLOWS:
SECTION 1. The Fiscal Year 2023-24 appropriations limit was $61,605,197.
SECTION 2. The Fiscal Year 2024-25 appropriations limit is $64,039,578 calculated as shown on the worksheet attached hereto and known as Exhibit C1.
SECTION 3. The Fiscal Year 2024-25 appropriations subject to the above limit are $44,121724 and is within the limit calculated as shown on Exhibit C2.
SECTION 4. That the City Clerk shall certify to the adoption of this resolution and the same shall be in full force and effect.
APPROVED AND ADOPTED THIS 12TH DAY OF JUNE 2024.
_______________________________
Scarlet Peralta, Mayor
RESOLUTION NO. 24-xx
ATTEST: APPROVED AS TO FORM:
________________________________ _______________________________ Christopher Jimenez, City Clerk Arnold M. Alvarez-Glasman, City Attorney
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:
CITY OF MONTEBELLO )
I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 24-42 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the 12th day of June 2024 and that said Resolution was adopted by the following vote, to-wit:
AYES:
NOES:
ABSTAIN:
ABSENT:
The undersigned, City Clerk of the City of Montebello, does hereby attest and certify that the foregoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.
DATE:
Christopher Jimenez, City Clerk
AMOUNT
A. LAST YEAR'S LIMIT 61,605,197
B. ADJUSTMENT FACTOR
1. Population % 100.32
2. Inflation % 103.62
Total Adjustment % 103.95
C. ANNUAL ADJUSTMENT $ 2,434,381
D. OTHER ADJUSTMENTS:
Lost Responsibility (-)
Transfer to Private (-)
Transfer to Fees (-)
Assumed Responsibility (+)
Sub-total -
E. TOTAL ADJUSTMENTS 2,434,381
F. THIS YEAR'S LIMIT 64,039,578
City of Montebello
Gann Liimit Calculation
EXHIBIT C1
Exhibit C1
AMOUNT
A. PROCEEDS OF TAXES 44,121,724
B. EXCLUSIONS 0
C. APPROPRIATIONS SUBJECT TO LIMITATION 44,121,724
D. CURRENT YEAR LIMIT 64,039,578
E. OVER/(UNDER) LIMIT (19,917,854)
City of Montebello
Gann Liimit Calculation
Appropriations Subject to Limitation, EXHIBIT C2
Exhibit C2
Fund/Funding
Source Project Description Project # Amount Carryover?* Gas Tax (Fund 200)
Via San Clemente Entry Road CP 918 1,400,000 C
Bluff Road Slope Stabalization CP 901 300,000 C
Bluff Road Slope - Property Research CP 884 169,000
Various Intersection Improvements CP 851 282,000 C
ATP Cycle 7 Active Transportation CP 921 500,000 C
Yunex Contract (Signal Maint) 280,000
Signs, Hardeare, Asphalt 250,000
Street Striping 200,000
3,381,000
Proposition A (Fund 210)
Garfield / Via Campo Bus Turnout CP 890 1,309,300 C
Metrol Local Return Admin Expenses 350,000
Capital Reserve - Green Line Station 6,000,000 C
7,659,300
Proposition C (Fund 215)
Plaza Drive Reconstrucion CP 917 784,200 C
Plaza Drive Reconstrucion CP 918 109,900
Various Intersection Improvements CP 851 609,300 C
TSSP - Washington Blvd CP 912 559,800 C
Paving the Way Debt Service 704,600
SGV COG 30,000
Gateway COG 30,000
Metro Local Return Admin Expense 300,000
Nationwide Street Sweeping 334,600
Paving the Way Bond Proceeds 11,698,200 C
15,160,600
Measure M (Fund 222)
Via San Clemente Entry Road CP 918 175,000 C
Annual Street Resurfacing - Grind / Overlay CP 913 977,000 C Annual Street Resurfacing - Reconstruction CP 914 600,000 C Annual Street Resurfacing - Slurry Seal CP 915 150,000 C Traffic Signal Maintenance CP 902 200,000 C
Paving the Way Debt Service 595,700
Metro Local Return Admin Expense 100,000
Precision Concrete Cutting 25,000
Paving the Way Bond Proceeds 2,214,840 C
5,037,540
City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Appropriations Overview
FY 2024-25 Budget
ATTACHMENT D
Fund/Funding
Source Project Description Project # Amount Carryover?* City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Appropriations Overview
FY 2024-25 Budget
Measure R (Fund 220)
Via San Clemente Entry Road CP 918 175,000 C
Various Intersection Improvements CP 851 85,000 C
Annual Street Resurfacing - Reconstruction CP 914 582,000 C Annual Street Resurfacing - Slurry Seal CP 915 143,000 C Annual Street Resurfacing - HYRAP CP 916 144,000 C
Traffic Signal Maintenance CP 902 200,000
Paving the Way Debt Service 532,300
Metro Local Return Admin Expenses 250,000
Paving the Way Bond Proceeds 1,748,445 C
3,859,745
Meausre W (Fund 229)
East LA Sustinable Storm Water Project 758,106
East LA Sustinable Storm Water Project M&O 36,000
ULAR Contribtion 26,800
820,906
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) Olympic Blvd Street Feasability CP 905 C 300,000
Annual Street Resurfacing - HYRAP CP 916 800,000 C
1,100,000
TDA-3 (Fund 223)
Annual Street Resurfacing - Grind / Overlay CP 913 C 100,000 Precision Concrete Cutting 63,300
163,300
Sewer Infrastructure (Fund 263
Sewer Infrastructure Repair 2,100,000 C
2,100,000
HSIPLProject (Fund 265, Grant)
Various intersection improvements CP 851 833,100 C
833,100
TOTAL FY 2022-23 CIP BUDGET (New and Carryover) 40,115,491 "c" = Carryover amount from prior fiscal year/projected not started
Amount Phase* Detailed Project Description
Gas Tax (Fund 200)
Via San Clemente Entry Road 1,400,000 D/C New entry road required for Topgolf facility Bluff Road Slope Stabilization 300,000 D/C Continuing work related to sewer line extension project and repairing slope destabilized by sewer line break
Bluff Road Slope Stabilization - Property Resear D/C Continuing work related to 169,000 sewer line extension project and repairing slope destabilized by sewer line break
Various Intersection Improvements 282,000 D/C Minor improvements for intersections citywide, as needed.
ATP Cycle 7 Active Transportton Program 500,000 D/C
Yunex Contract (Signal Maint) 280,000 M Annual signal maintenance contract Signs, Hardware, Asphalt 250,000 M As-needed replacement of road signs citywide, patching/repairing roads and other required preventative maintenance work
Street Striping 200,000 M Re-striping streets citywide to ensure safe lane demarcations and other on-road markings
3,381,000
Proposition A (Fund 210)
Garfield / Via Campo Bus Turnout 1,309,300 ES Creation of dedicated bus turnout lane on Garfield designed to relieve traffic congestion and assist with Montebello Bus Lines service (carryover funding previously approved)
Metrol Local Return Admin Expenses 350,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Capital Reserve - Green Line Station 6,000,000 DS/O "Reserve Fund" for future estiamted expenditures for Green Line Station (carryover funding previously approved)
7,659,300
Proposition C (Fund 215)
Plaza Drive Reconstrucion 784,200 D/C Complete roadway reconstruction Plaza Drive Reconstrucion 109,900 D/C Complete roadway reconstruction Various Intersection Improvements 609,300 D/C Minor improvements for intersections citywide, as needed.
TSSP - Washington Blvd 559,800 M Signal synchronization project coordinated with LA County (carryover funding previously approved)
Paving the Way Debt Service 704,600 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")
SGV COG 30,000 DS/O Annual Council of Government dues payment Gateway COG 30,000 DS/O Annual Council of Government dues payment Metro Local Return Admin Expense 300,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Nationwide Street Sweeeping 334,600 M
Paving the Way Bond Proceeds 11,698,200 D/C Available bond proceeds from 2019 Sales Tax Revenue Bonds, to be programmed for citywide street paving and repair 15,160,600
Funding Source / Project Description
City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Detailed Description
FY 2024-25 Budget
Funding Source / Project Description Amount Phase* Detailed Project Description City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Detailed Description
FY 2024-25 Budget
Measure M (Fund 222)
Via San Clemente Entry Road 175,000 D/C New entry road required for Topgolf facility Annual Street Resurfacing - Grind / Overlay 977,000 M Annual road repair program for grind and overlay (citywide) Annual Street Resurfacing - Reconstruction 600,000 M Annual road repair program for complete reconstruction of selected streets (citywide)
Annual Street Resurfacing - Slurry Seal 150,000 M Annual slurry seal program for citywide strett repair Traffic Signal Maintenance 200,000 M Annual citywide as-needed signal maintenance Precision Concrete Cutting 25,000 M
Paving the Way Debt Service 595,700 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")
Metro Local Return Admin Expense 100,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Paving the Way Bond Proceeds 2,214,840 D/C Available bond proceeds from 2019 Sales Tax Revenue Bonds, to be programmed for citywide street paving and repair 5,037,540
Measure R (Fund 220)
Via San Clemente Entry Road 175,000 D/C New entry road required for Topgolf facility Various Intersection Improvements 85,000 D/C Minor improvements for intersections citywide, as needed.
Annual Street Resurfacing - Reconstruction 582,000 M Annual road repair program for complete reconstruction of selected streets (citywide)
Annual Street Resurfacing - Slurry Seal 143,000 M Annual slurry seal program for citywide strett repair Annual Street Resurfacing - HYRAP 144,000 M Annual slurry seal program for citywide strett repair Traffic Signal Maintenance 200,000 M Annual citywide as-needed signal maintenance Paving the Way Debt Service 532,300 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")
Metro Local Return Admin Expenses 250,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects
Paving the Way Bond Proceeds 1,748,445 DS/O Available bond proceeds from 2019 Sales Tax Revenue Bonds, to be programmed for citywide street paving and repair 3,859,745
Funding Source / Project Description Amount Phase* Detailed Project Description City of Montebello
Capital Improvement Program (CIP)
Project Listing by Fund, Detailed Description
FY 2024-25 Budget
Meausre W (Fund 229)
ULAR Contribution 26,800 DS/O
East LA Sustinable Storm Water Project M&O DS/O 36,000
East LA Sustinable Storm Water Project 758,106 DS/O
Required annual contribution (5 year commitment) to LA
County stormwater runoff project
820,906
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) Olympic Blvd Street Feasability 300,000 ES Study to determine updates/upgrades to Olympic Blvd Annual Street Resurfacing - HYRAP 800,000 M Annual slurry seal program for citywide strett repair 1,100,000
TDA-3 (Fund 223)
Annual Street Resurfacing - Grind / Overlay 100,000 M
Annual road repair program for grind and overlay (citywide) Precision Concrete Cutting 63,300 M
163,300
Sewer Infrastructure (Fund 263
Sewer infrastruture project 2,100,000 M
2,100,000
HSIP (Fund 265, Grant)
Various Intersection Improvements 833,100 D/C
Minor improvements for intersections citywide, as needed. 833,100
40,115,491
*Phase Legend:
ES Engineering studies
D/C Design/Construction
M Maintenance
DS/O Debt service and other expenses
ATTACHMENT D
Amount Phase* Detailed Project Description
Gas Tax (Fund 200)
Via San Clemente Entry Road 1,400,000 D/C New entry road required for and new golf course Clubhouse and Topgolf. Provides vehicular access as well as a public corridor for utilities serving both facilities.
Bluff Road at Beach Street Slope Stabilization ES Preliminary engineering for the restoration of the sl 300,000 ope erosion related to the Beach Street Storm Drain. The storm drain was replaced last year upstream of the intersection of Bluff Road and Beach Street, along Beach Street. A temporary outlet down the slope into the County's Spreading Grounds was constructed. A permanent storm drain outlet needs tobe constructed following the restoration of the eroded slope. Coordination with LA County Public Works is required for a permit issuance.
Various Intersection Improvements 282,000 D/C Local Match for HSIP Cycle 7 Grant.Yunex Contract (Signal Maint) 280,000 M Annual Traffic signal maintenance and repair services (Yunex Contract)Signs, Hardware, Asphalt 250,000 M As-needed replacement of road signs citywide, patching/repairing roads and other required preventative maintenance work
Street Striping 200,000 M Re-striping streets at various locations citywide to restore existing striping and ensure safe lane demarcations and other on-road markings
Bluff Road Property Detrmination Survey Scope 169,000 D/C The existing fencing is the property of the Los Angeles County Flood Control District and is maintained by the Los Angeles County Department of Public Works. It consists mostlyof a dilapidated chain link fence. The project proposes the replacement of the existing fence with a wrought iron fence that will result in aesthetic and safety improvements inthe community. Aprroved by City Council on 4/24/24 ATP Cycle 7 - LAMTA Active Transportation Program 500,000 The Active Transportation Program (ATP) is to encourage increased use of active modes of transportation, such as biking and walking. Increase the safety and mobility of non-motorized users. Approved by City Council 3/27/24. 3,381,000
City of Montebello
Capital Improvement Program (CIP)
Enhanced/Detailed Project Descripion
FY 2024-25 Budget
Funding Source / Project Description
ATTACHMENT D
Amount Phase* Detailed Project Description
City of Montebello
Capital Improvement Program (CIP)
Enhanced/Detailed Project Descripion
FY 2024-25 Budget
Funding Source / Project Description
Proposition A (Fund 210)
Garfield / Via Campo Bus Turnout 1,309,300 D/C Improvements along Via Campo and Garfield Avenue between State Route 60 and Via San Clemente, the improvements consist of widening Garfield Avenue for the creation of a dedicated bus turnout lane to eliminate the conflict between the buses stopping at the bust stop and vehicular traffic flow sharing the same driving lane (carryover funding previously approved)
Metrol Local Return Admin Expenses 350,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects Capital Reserve - Green Line Station 6,000,000 DS/O "Reserve Fund" for future estimated expenditures for Green Line Station (Carryover fund previously approved) 7,659,300
Proposition C (Fund 215)
Plaza Drive Reconstrucion 784,200 D/C Reconstruction of deteriorated asphalt pavement on Plaza Drive between Montebello Boulevard and San Gabriel Boulevard, including removal of existing asphalt pavement section and construction of new asphalt and road base with minor sidewalk repairs. Approved by the City Council on 2/8/23.
Plaza Drive Reconstrucion 109,900 D/C Reconstruction of deteriorated asphalt pavement on Plaza Drive between Montebello Boulevard and San Gabriel Boulevard, including removal of existing asphalt pavement section and construction of new asphalt and road base with minor sidewalk repairs. Approved by the City Council on 5/22/24.
Nationwide Street Sweeping 334,600 M City-wide Street SweepingVarious Intersection Improvements 609,300 D/C Local Match for HSIP Cycle 7 Grant.Paving the Way Debt Service 704,600 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")SGV COG 30,000 DS/O Annual Council of Government dues paymentGateway COG 30,000 DS/O Annual Council of Government dues paymentMetro Local Return Admin Expense 300,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects Paving the Way Bond Proceeds 11,698,200 D/C Available bond proceeds from 2019 Sales Tax Revenue Bonds available for arterial streets. Arterial streets included in the program include: 1) Montebello Blvd from Lincoln Ave to Whittier Blvd; 2) Beverly Blvd from Via Altamira to West City Limit; 3) Whittier Blvd from East City Limit to West City Limit; 4) WIlcox Ave from Beverly Blvd to Whittier Blvd; 5) Mines Ave from Greenwwod Ave to Vail Ave; 6) Maple Ave from Washington Blvd to Date St; 7) Date St from Maple Ave to Greenwood Ave; 8) Union St from Greenwwod Ave to Gage Rd; 9) Gage Rd.
TSSP -- Washington Blvd 559,800 Signal synchronization project coordinated with LA County (carryover funding previously approved) 15,160,600
ATTACHMENT D
Amount Phase* Detailed Project Description
City of Montebello
Capital Improvement Program (CIP)
Enhanced/Detailed Project Descripion
FY 2024-25 Budget
Funding Source / Project Description
Measure M (Fund 222)
Via San Clemente Entry Road 175,000 D/C New entry road required for and new golf course Clubhouse and Topgolf. Provides vehicular access as well as a public corridor for utilities serving both facilities.
Annual Street Resurfacing - Grind / Overlay 977,000 M Conventional grind-and-overlay is the preferred resurfacing method for streets with pavement condition index that ranges from 50 to 69. The work consists of pavement grinding and other preparatory work followed by pavement resurfacing with conventional hot-mix asphalt. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Annual Street Resurfacing - Reconstruction 600,000 M Street reconstructionof streets that are severely damaged with an existing pavement condition index that ranges from 0 to
29. The work consists of removing the existing roadway pavement structural section (including asphalt and base) and replace it with a new roadway structural section. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Annual Street Resurfacing - Slurry Seal 150,000 M Slurry Seal is applied on streets with pavement condition index that ranges from 70 to 89 and the work consists of the application of asphalt emulsion slurry seal, a maintenance treatment that prolongs the life of the asphalt. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Traffic Signal Maintenance 200,000 M Annual citywide as-needed signal maintenance (i.e. equipment replacement) Paving the Way Debt Service 595,700 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")Metro Local Return Admin Expense 100,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects Paving the Way Bond Proceeds 2,214,840 D/C Available bond proceeds from 2019 Sales Tax Revenue Bonds available for arterial streets. Arterial streets included in the program include: 1) Montebello Blvd from Lincoln Ave to Whittier Blvd; 2) Beverly Blvd from Via Altamira to West City Limit; 3) Whittier Blvd from East City Limit to West City Limit; 4) WIlcox Ave from Beverly Blvd to Whittier Blvd; 5) Mines Ave from Greenwwod Ave to Vail Ave; 6) Maple Ave from Washington Blvd to Date St; 7) Date St from Maple Ave to Greenwood Ave; 8) Union St from Greenwwod Ave to Gage Rd; 9) Gage Rd.
Precision Conrete Cutting 25,000 M Sidewalks are an important component of the public transportation network. Since 1941, the California Streets and Highways Code has placed the responsibility to maintain public sidewalks on the adjacent property owners.The City requires sidewalk inventory services to identify tripping hazards within the City’s right-of-way and at City facilities (i.e., City Hall, parks, senior center, etc.).Approved by the City Council on 5/22/24. 5,037,540
ATTACHMENT D
Amount Phase* Detailed Project Description
City of Montebello
Capital Improvement Program (CIP)
Enhanced/Detailed Project Descripion
FY 2024-25 Budget
Funding Source / Project Description
Measure R (Fund 220)
Via San Clemente Entry Road 175,000 D/C New entry road required for and new golf course Clubhouse and Topgolf. Provides vehicular access as well as a public corridor for utilities serving both facilities.
Various Intersection Improvements 85,000 D/C Local Match for HSIP Cycle 7 Grant.Annual Street Resurfacing - Reconstruction 582,000 M Street reconstructionof streets that are severely damaged with an existing pavement condition index that ranges from 0 to
29. The work consists of removing the existing roadway pavement structural section (including asphalt and base) and replace it with a new roadway structural section. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Annual Street Resurfacing - Slurry Seal 143,000 M Slurry Seal is applied on streets with pavement condition index that ranges from 70 to 89 and the work consists of the application of asphalt emulsion slurry seal, a maintenance treatment that prolongs the life of the asphalt. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Annual Street Resurfacing - HYRAP 144,000 M HyRAP is applied on streets with pavement condition index that ranges from 50 to 69 and are not eligible for a conventional grind-and-overlay. The work consists of pavement micro-grinding and other preparatory work followed by pavement resurfacing with a two-layered system. The bottom pavement layer is an Asphalt-Ruber Aggregate Membrane ( ARAM) and is top with the final layer of HYRAP asphalt pavement. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Traffic Signal Maintenance 200,000 M Annual citywide as-needed signal maintenancePaving the Way Debt Service 532,300 DS/O Annual debt Service on Series 2019 Sales Tax Revenue Bonds ("Paving the Way")Metro Local Return Admin Expenses 250,000 DS/O Allowed administrative/salary charges related to managing Proposition A funded projects Paving the Way Bond Proceeds 1,748,445 DS/O Available bond proceeds from 2019 Sales Tax Revenue Bonds available for arterial streets. Arterial streets included in the program include: 1) Montebello Blvd from Lincoln Ave to Whittier Blvd; 2) Beverly Blvd from Via Altamira to West City Limit; 3) Whittier Blvd from East City Limit to West City Limit; 4) WIlcox Ave from Beverly Blvd to Whittier Blvd; 5) Mines Ave from Greenwwod Ave to Vail Ave; 6) Maple Ave from Washington Blvd to Date St; 7) Date St from Maple Ave to Greenwood Ave; 8) Union St from Greenwwod Ave to Gage Rd; 9) Gage Rd. 3,859,745
ATTACHMENT D
Amount Phase* Detailed Project Description
City of Montebello
Capital Improvement Program (CIP)
Enhanced/Detailed Project Descripion
FY 2024-25 Budget
Funding Source / Project Description
Meausre W (Fund 229)
East LA Sustinable Storm Water Project 758,106 DS/O Required annual contribution (5 year commitment) to LA County stormwater runoff projectEast LA Sustainable Storm Water Project M&O 36,000 M Required annual contribtion to maintain and opeerate the LA County stormwater runoff projectUpper Los Angeles River (ULAR) Contribution 26,800 DS/O FY 24/25 Annual Contribution. Approved by City Council 8/9/23 820,906
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) Olympic Blvd Complete Street Feasability Study ES Study to identify vehicular and pedestrian/bicycle sa 300,000 fety improvements along the Olympic Blvd corridor.
Annual Street Resurfacing - HYRAP 800,000 M HyRAP is applied on streets with pavement condition index that ranges from 50 to 69 and are not eligible for a conventional grind-and-overlay. The work consists of pavement micro-grinding and other preparatory work followed by pavement resurfacing with a two-layered system. The bottom pavement layer is an Asphalt-Ruber Aggregate Membrane ( ARAM) and is top with the final layer of HYRAP asphalt pavement. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023. 1,100,000
TDA-3 (Fund 223)
Annual Street Resurfacing - Grind / Overlay 100,000 M Conventional grind-and-overlay is the preferred resurfacing method for streets with pavement condition index that ranges from 50 to 69. The work consists of pavement grinding and other preparatory work followed by pavement resurfacing with conventional hot-mix asphalt. Annual road repair program for selected streets throughout the city as presented to the Streets Ad Hoc Committee in April 2023.
Precision Conrete Cutting 63,300 M Sidewalks are an important component of the public transportation network. Since 1941, the California Streets and Highways Code has placed the responsibility to maintain public sidewalks on the adjacent property owners.The City requires sidewalk inventory services to identify tripping hazards within the City’s right-of-way and at City facilities (i.e., City Hall, parks, senior center, etc.). Approved by the City Council on 5/22/24. 163,300
ATTACHMENT D
Amount Phase* Detailed Project Description
City of Montebello
Capital Improvement Program (CIP)
Enhanced/Detailed Project Descripion
FY 2024-25 Budget
Funding Source / Project Description
HSIP (Grant)
Various Intersection Improvements 833,100 D/C HSIP Cycle 7 Grant for traffic signal improvements to the following intersections: 1) Findlay Ave and Via Campo; 2) Garfield Ave and Via Campo; and 3) Garfield Ave and Whittier Blvd. 833,100
SEWER (Grant)
Sewer Improvements 2,100,000 D/C Upgrades to the sanitary sewer network on Whittier Blvd between Montebello Blvd and the east city limits. The project consists of the replacement of 5,100 linear feet of cement sewer in the City’s downtown area along Whittier Boulevard between Montebello Boulevard and Rio Hondo, including the alleyways north and south of Whittier Boulevard. Approvedby City Council on 11/8/24. 2,100,000
TOTAL 40,115,491
*Phase Legend:
ESEngineering studies
D/Design/ConstructionMMaintenanceD Debt service and other expenses
City of Montebello
Budget Message
Fiscal Year 2024-25 Proposed Budget
The City of Montebello celebrates its second century of incorporation with presentation of the proposed Fiscal Year 2024-25 Operating and Capital budget. The City is faced with a unique combination of opportunities and challenges, with many new projects underway – and some major ones recently completed – that will propel economic development in the community. The past fiscal year witnessed the continuation of progress towards financial sustainability.
This budget builds upon the progress made in the past four years’ award-winning budgets and continues moving the organization forward by funding the services and programs key to the City Council’s priorities. The City once again received the Government Finance Officers Association (GFOA) “Distinguished Budget Presentation Award” for the adopted Fiscal Year 2023-24 budget document – the fourth consecutive year. Receiving this award demonstrates the City’s commitment to producing an accessible budget document that effectively communicates the City’s financial priorities in a transparent and accessible manner. Staff will submit the FY 2024- 25 budget for this award and fully expect to receive it for a fifth consecutive year.
Moreover, for the first time the City hosted community budget forums as part of budget development. The three public sessions held in February 2024 provided a “Budget 101” overview for the community, and staff solicited questions and feedback from residents on all manner of budget and operational issues. The feedback from the community was incorporated into budget development, with residents’ requests submitted to the City Council for review and consideration.
Staff also improved upon community outreach efforts begun last fiscal year by refining the community budget survey. The survey was available for several weeks in March 2024 through the City’s website and all social media channels. In combination with the feedback from the community budget forums, Staff was able to present community budget needs and wants to the City Council. The FY 2024-25 budget has been developed with significant direct community input – a first for the City of Montebello.
Below is a small sample of recent accomplishments that positively impact the organization in Fiscal Year 2024-25:
• Completion of the transformation of the City’s public golf course – a re-opened Bella Verde Golf Course (Spring 2024) that provides an improved golfing experience for the community • Opening of the 100th Topgolf Entertainment Complex in Spring 2024 – transforming 15 acres of the former golf course into a destination site
ATTACHMENT E
Budget Message, FY 2024-25
ii
• Continued growth in revenue from the three-quarter cent sales tax measure (Measure H), approved by 62% of Montebello’s voters in March 2020
• Continued progress in upgrading the City’s streets and roadways through use of $25 million in bond funding for the “Paving the Way” program • Approval of an updated General Plan, the first such endeavor since 1973 • Upgraded the City’s vehicle fleet, purchasing replacement vehicles for Police, Public Works and Fire
• Expanded community programs with a season-long Farmer’s Market, Night Market, Pet Vaccine Clinics, a summer street-fest, and other resident favorite programs • Significant progress toward completion of an affordable housing project in downtown Montebello (6th Street) developed by the Cesar Chavez Foundation • Continued progress towards completion of 1,200 housing units as part of the Metro Heights development
• Sale of the City’s Water System, satisfying a State Auditor recommendation from 2018 • Significant upgrades to the City’s Police Department headquarters building, an investment of $1.25 million in facility and equipment improvements These and dozens of additional accomplishments provide a clear indication that Montebello is making progress towards financial sustainability and fiscal stability – with significant assistance from the City’s economic development team. This budget continues movement towards those goals.
The proposed all-funds budget includes $226,869,719 in expenditures and $224,476,069 in revenue. The majority of the difference between proposed expenditures and revenue is from utilizing available fund balance in the various Special Revenue Funds for capital projects such as reconstructing and paving City streets. The General Fund budget, which provides funding for everyday services our residents depend on – Police, Fire, community services, code enforcement, street and park maintenance – is projected to have a $562,700 surplus. General Fund expenditures of $76,100,900 are less than forecasted revenues of $76,663,600, as summarized in the table below:
FY 2024-25
Proposed
Budget
General Fund Expenditures 76,100,900
General Fund Revenue 76,663,600
Surplus / (Deficit) 562,700
Total, all funds appropriations (expenditures and revenue) include General Fund operations as well as Transit (Montebello Bus Lines), the Hilton Garden Inn and Home2Suites, the various Capital Improvement Program (CIP) projects funded with Local Return Funds (i.e., Measure R, Proposition C) and Federal and State grants, Community Development Block Grant (CDBG)
Budget Message, FY 2024-25
iii
programs, several grant awards across multiple departments (Fire, Parks and Recreation, Police, etc.), Property Tax Override payment of Pension Obligation Bond debt service, Successor Agency (former Redevelopment Agency) enforceable obligations, and many other projects, programs and operations utilizing various special and restricted funding sources The progress in right-sizing the City’s General Fund over the past five fiscal years is significant.
Staff has worked diligently to review all revenue and expenditure items, performing a “modified” zero-based budgeting exercise for the fifth consecutive year. This budget represents the fifth year of a five-year strategic budget development process, with the end goal being the achievement of a sustainable and healthy budget that incorporates City Council priorities while providing funding for essential daily operations. A section in the following pages is devoted to explaining this fiveyear plan in greater detail.
The fifth year of this strategic effort sought to refine prior year actual expenditures to adjust FY 2024-25 budget requests based on well analyzed and researched trends. Most importantly, significant emphasis was placed on continuing the proper and accurate allocation of maintenance and operations appropriations as well as allocating employee salary and benefit costs to nonGeneral Fund sources (i.e., Gas Tax, Local Return Funds, Montebello Hills project deposit, Transit Fund, grant funds, etc.) where appropriate and allowed.
Traditionally, Montebello had done a less than ideal job charging maintenance and operations and staff time to projects using grant or local return fund sources of revenue. This standard practice – especially in the Public Works realm – relieves the General Fund of certain expenses that can be correctly charged to restricted revenue sources. Charging off eligible expenses to special funds provides additional budget “room” for General Fund programs such as code enforcement, community services, park landscape maintenance, etc. These improved allocation methods have relieved the General Fund of over $10 million in expenditures over the past five fiscal years. That is additional appropriations “room” in the General Fund for services and programs such as: landscape and facilities maintenance, community services programming, emergency response, etc.
For example, $1,193,300 in salary and benefit costs are charged to the Transit Fund – representing the direct support provided across the organization to Transit operations (i.e., Human Resources, payroll, accounts payable, administration, information technology, etc.). In addition, approximately $1,000,000 in salary and benefit costs will be charged to various Local Return Funds (e.g., Measure C, Measure M, etc.), recouping costs related to Public Works engineering and Finance support in managing capital projects using Metro funding.
The following pages provide a detailed discussion of the Fiscal Year 2024-25 budget, as well as an update on selected major infrastructure projects and details of the five-year fiscal sustainability/budget improvement plan. The emphasis on budget figures will be on the General
Budget Message, FY 2024-25
iv
Fund, but key special and enterprise fund operations will be highlighted (e.g., hotels, golf course, Transit). Details on every fund and account can be found in the budget book.
Basis of Budgeting
The City of Montebello adopts annual budgets using a method consistent with generally accepted accounting principles ("GAAP"). Appropriations for a majority of the City's Funds are developed using a modified cash basis. Using this practice to establish the budget ensures compliance with enacted budgets according to applicable statutes and administrative procedures.
For all Funds, except for the General Fund, the total amount appropriated or budgeted to be spent may not exceed the fiscal year's estimated revenue available plus the unappropriated surplus fund balance (or less deficit) of the preceding fiscal year(s). The City's fiscal year begins July 1st and ends June 30.
It is important to note that the Basis of Budgeting is different from the Basis of Accounting. The Basis of Accounting refers to the time various financial transactions are recognized and/or recorded. Although not directly related to the annual budget development, the Basis of Accounting is instrumental in establishing local financial practices and completing financial reports such as the Annual Comprehensive Financial Report (ACFR).
Budget Development – A Five-Year Journey
Attaining fiscal sustainability involves developing and instituting a budget process that establishes a culture of fiscal accountability. The FY 2024-25 budget development process represents the fifth year of the five-year strategic budget development process first implemented with the FY 2020-21 budget.
The five-year budget development improvement process creates a set of building blocks, based on the ability to improve a subsequent year’s budget based on progress made in the current year.
Each year the process becomes more sophisticated, with the end goal being a self-sustaining budget built around strategic goals. The image below encapsulates this iterative process, showing the basic building blocks for each year and the emphasis placed on a grouping of tasks designed to continuously improve the budget – and by extension the organization:
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 …
Year 1 Year 2 Year 3 Years 4 - 5
Assess Analyze Research Analyze
Fix Refine Improve Refine
Present Prepare Strategize Improve
Budget Message, FY 2024-25
v
The first year (FY 2020-21) was focused on assessing the budget in its current state and then fixing “low hanging fruit” that would immediately improve the overall budget situation. A budget was presented that represented the best and most comprehensive planning document possible, given the myriad fixes necessary – and the complicated factors of a global pandemic at the time.
The FY 2021-22 budget used the improved base created in FY 2020-21. There was a deeper focus on analyzing revenue and expenditure trends, utilizing additional information and data available. The refinement of the budget development process further improved the budget that was proposed and eventually adopted. The FY 2021-22 budget was more fully and comprehensively prepared and incorporated additional information not available in the prior fiscal year.
The FY 2022-23 budget focused on research, improvement (continued) and strategy. Utilizing focused and more in-depth research of revenue and expenditure trends allows for a much more accurate budget to be developed and presented. Research into specific expenses and whether they are one time or continuing, and whether they are being recorded to the correct account, leads to improved budget requests and management. The same goes for revenue and having a deeper ability to more accurately forecast revenue across all funds by better understanding the flow of various revenue streams and their relative cyclicality.
For the FY 2023-24 budget, the improvement effort continued, and moved into an analyze and refine mode. Analysis of the previous year’s revenue and expenditure actuals against the adopted and amended budget provided a better understanding of trends. This information helps guide the development of the FY 2024-5 budget, allowing for refinement of budget requests and estimates.
The FY 2024-25 budget document is more comprehensive, and the continued improvements will help the organization operate more efficiently.
Ultimately, the five-year process is designed to produce greater financial stability and promote fiscal responsibility. Fiscal sustainability can only be achieved when all parts of the organization are moving in the same direction and focused on achieving the same outcomes. Through a structured and strategic budget process, improvements can be made that will help fund essential operations while making these improvements part of the organizational culture.
The remaining pages of this Budget Message provide a discussion of General Fund revenue and expenditures, a focus on changes to Department staffing and operations, and an overview of major non-General Fund operations such as Transit and the Capital Improvement Program (CIP).
Extensive details on department budgets, organizational charts, staffing levels, and other funds can be found in the budget document itself.
Budget Message, FY 2024-25
vi
General Fund Revenue
Total General Fund revenue is projected to be $76,663,300, a $3.347 million increase (4.6%) over the FY 2023-24 adopted budget. The table below shows historical General Fund revenue by major category, from FY 2021-22 (actuals) to FY 2024-25 (projected) and the variance from last fiscal year to this fiscal year.
2021-22
Actual
2022-23
Actual
2023-24
Adopted
Budget
FY 24-25
PROPOSED Variance
SALES TAX 25,378,979 26,351,605 26,085,000 26,625,000 540,000 PROPERTY TAX 14,195,128 15,324,568 15,612,800 17,060,000 1,447,200 OTHER TAXES 2,931,593 3,664,069 3,680,000 3,985,000 305,000 LICENSES AND PERMITS 8,239,936 9,514,255 7,651,000 7,548,000 -103,000 FINES AND FORFEITURES 2,499,502 3,389,726 2,940,000 3,140,000 200,000 CHARGES FOR SERVICES 7,248,267 8,024,239 7,940,100 8,372,600 432,500 OTHER REVENUE 9,290,219 27,614,678 5,107,500 5,233,000 125,500 TRANSFER IN (NON-OPERATING) 3,637,348 4,315,381 4,300,000 4,700,000 400,000 73,420,972 98,198,521 73,316,400 76,663,600 3,347,200
Sales tax overall is projected to increase $540,000 year over year (2.1%) when compared to the FY 2023-24 budget. The projected uptick in sales tax revenue is based on a stable economy, tempered by projections of a possible slowdown during the 2024-25 fiscal year. The FY 2024-25 budget includes the fifth full year of Measure H revenue and more accurately reflects the expected amount as more data is available about this transaction and use tax source, which allows for more accurate forecasts.
Property Tax is also proving strong, with a 5.2% increase in Assessed Value, as well as additional revenue flowing in from the Metro Heights development, providing an additional $1.447 million in the adopted budget. It must be noted that the positive impact of the Metro Heights project is now being seen in the current property tax revenue forecast. The County assesses properties every January 1, as well as when an existing property is sold. While there were some completed Metro Heights properties as of January 1, 2023, the assessment that occurred on January 1, 2024 has positively impacted FY 2024-25 property tax revenue.
Licenses and Permits forecasts to be essentially flat year-over-year ($7.548 million vs. $7.651 million). Various permits (building, plumbing, mechanical) and plan check fees are seeing a several year bump as the Metro Heights development progresses. The Topgolf project contributed new streams of revenue in this category in FY 2023-24. Since that project has been completed, the additional revenue is not included for FY 2024-25, contributing to the flatness yearover-year.
Franchise Fees are projected to increase $270,000, a combination of increases in Southern California Gas Company, Southern California Edison, and solid waste franchise revenue. Fiscal
Budget Message, FY 2024-25
vii
Year 2024-25 will be the second full year of SB 1383 related organic waste franchise fees, projected to bring in $300,000.
Transfers In (non-Operating Revenue) are up $400,000 year-over-year. The increase is from additional reimbursement of retirement related expenses in the General Fund. The City collects additional voter approved property tax for retirement expenses (i.e,CalPERS). The General Fund is reimbursed for these expenses through a transfer of revenue on a quarterly basis. With additional staff added over the years, and increased wages from recent (i.e., 2022) labor contract approvals, PERS related expenses have increased. Therefore, the Transfer In reimbursement has increased for FY 2024-25 to match expenses.
The pie chart below provides an overview of the various categories of General Fund revenue and their proportional slice of the revenue pie. Following the pie chart are detailed explanations of the major revenue categories, and highlights of the changes seen in the proposed FY 2024-25 budget. As noted previously, staff continues to work on updating revenue forecasts and analyzing the reason for year-over-year changes through presentation of the budget for adoption.
Sales Tax
Sales tax accounts for 34.7% of total General Fund revenue. The City receives sales tax from three main sources: Bradley Burns 1%, Measure H ¾ percent transaction and use tax and Monterey Park Marketplace sales tax sharing. In total, Montebello is projected to receive $26.625
Budget Message, FY 2024-25
viii
million in revenue from all three sources combined (an increase of $540,000 over last year’s adopted budget). The table below presents details of these three important sources of sales tax revenue:
2021-22
Actual
2022-23
Actual
2023-24
Adopted
Budget
FY 24-25
PROPOSED
Bradley Burns Sales Tax 14,617,152 14,851,025 14,935,000 15,525,000 Monterey Park Martketplace 1,378,534 1,525,665 1,300,000 900,000 Measure H 9,383,293 9,974,915 9,850,000 10,200,000
25,378,979 26,351,605 26,085,000 26,625,000
Sales tax is the most important piece of the City’s General Fund budget, and the FY 2024-25 forecast is tempered by projections of an economic slowdown sometime in the next year. In addition, recent changes to tax law in California due to the Wayfair vs. South Dakota Supreme Court decision in 2018 have increased the amount of sales tax coming to Montebello via the County Pool. The County Pool records sales tax from on-line sales (as well as other non-point of sale transactions) and apportions it to cities in each county based on their relative share of total sales tax.
The pandemic changed buying behavior – more on-line transactions as people were forced to shelter in place – and this change in consumer behavior manifests itself in increased revenue from the county pool. Of all the major industry areas providing sales tax to Montebello, the share from the county pool shows the greatest area of continued strength in growth. This is not unique to Montebello, as all cities in California have gained additional sales tax income from the taxing of on-line activity and the overall growth in county pools.
The recent opening of Topgolf in Montebello will have a positive impact on the City’s overall sales tax. Additional retail opportunities – including a Chick-Fil-A – will also improve sales tax in FY 2024-25. While some modest adjustments have been made to the forecasted revenue, it will take several months to see actual sales tax performance from any new retail vendors. Staff will adjust sales tax projections during FY 2024-25 as part of normal quarterly budget updates. The end goal will be more accurate forecasting for FY 2025-26 and beyond.
Property Tax
The second largest share of General Fund revenue is from property tax: $17.060 million, or
22.3% of General Fund revenue. The majority of property tax revenue comes from the “In-Lieu of VLF” source ($9.025 million), which is a remnant of the “triple-flip” instituted in 2005 as part of the State’s effort to balance its budget. At the time, the state swapped vehicle license fee (VLF) revenue allocated to local agencies to help better fund K-12 education and replaced VLF revenue with property tax. This source of revenue grows at generally the same rate as the overall assessed value in the City (i.e., for FY 2024-25, that is a 5.0% growth rate from prior year projected actuals).
Budget Message, FY 2024-25
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Montebello also receives traditional property tax from residential, commercial and industrial property owners. The City receives approximately nine cents out of every property tax dollar paid to the County of Los Angeles. The assessed value of the City is projected to increase 5.0% when compared to last year. This increase is close to the twenty-year trend of year-over-year changes in assessed value, with that average at about 4.0%
Single Family Residential (SFR) median prices have increased significantly in recent years, averaging 6.2% annual growth between the first quarters of 2018 and 2024. The median SFR price in Montebello is $810,000 (Quarter 1, 2024), a 12.3% increase from the first quarter of 2023.
While the median price continues to increase quarter over quarter, the pace of sales has slowed in the past year There have been fewer full value sales in 2023 (144) when compared to 2022 (178). The first quarter of 2024 had 35 full value sales, a slight decrease from the same quarter of 2023 (37). These changes are not surprising, as mortgage rates have increased concomitant with the Federal Reserve’s increase to the Federal Funds rate. However, overall assessed value – as noted above – is still increasing by 5.2% year-over-year, showing continued strength in property values across all property types.
Finally, the City is projected to receive $1.686 million in residual property tax revenue. This is the flow of former tax increment from redevelopment project areas. Post redevelopment dissolution (i.e., after January 2012), local agencies receive residual (i.e., left over) tax increment after various pass-through agreements and enforceable obligations are satisfied. As Montebello’s enforceable obligations such as debt service are paid off, an increased amount of residual property tax flows to the City. In addition, the completion and sale of Metro Heights housing units will contribute to this source of property tax, as that development was a former redevelopment project area. Residual revenue is up $386,000 over the FY 2023-24 budget and will continue to see growth as additional housing units are built and sold in Metro Heights.
Franchise and Other Taxes
The City receives $3.325 million in revenue from various franchise agreements. The two largest sources of franchise revenue are from Southern California Edison (SCE) and the various nonresidential refuse/solid waste haulers. These two franchises account for $2.125 million of total franchise revenue projected for FY 2024-25. Franchise revenue from cable providers and towing companies is projected to be flat when compared to the prior fiscal year.
There is a new source of franchise revenue that began in August, 2022: SB 1383 organic waste.
The $300,000 projected from this source of revenue is attributable to the State requirement that communities offer the recycling of organic waste materials. An agreement with the City’s residential refuse hauler allows them to collect and process this organic waste, and the City receives a portion of the hauling fees.
Budget Message, FY 2024-25
x
Montebello also receives transient occupancy tax (TOT) revenue – forecasted to be $385,000 in FY 2024-25, $10,000 more than the FY 2023-24 adopted budget. Given the economic impacts of the coronavirus – and the specific negative impacts on travel related businesses – this revenue source will continue to be forecast conservatively. The three fiscal years prior to the pandemic saw TOT averaging $412,000 per year. But FY 2019-20 saw it drop to $376,424, with FY 2020- 21 coming in even lower at $223,620, and a slight increase to $340,195 in FY 2021-22. The eight-year average for TOT – which includes the “pandemic years” – is $363,000.
Another source of “other taxes” revenue that has seen an increase despite the recessionary impacts of the coronavirus is Property Transfer Tax. This revenue is generated each time a residential property is sold in Montebello. Property Transfer Tax revenue is forecasted at $275,000. Even with the drop in single family residential property sales (see “Property Tax” section above), the increase in assessed value will lead to an increase in this source of revenue since this tax is calculated as a percentage of the property’s value.
Charges for Services
The City charges for various services based on City Council approved fee schedules and agreements, recouping the costs associated with providing the service. For FY 2024-25, a projected $8.373 million in revenue will come from various charges for services: development agreements, facility rentals, electronic billboard agreements, radio frequency lease agreements, recreation classes, extended childcare programs, etc. Charges for Services revenue is projected to be $432,500 more than FY 2023-24, a 5.4% increase over budget. This source represents
10.9% of total General Fund revenue.
One-fourth of the projected increase ($107,000) is from residential refuse revenue. The residential charge for trash service appears on property tax bills. The County collects this revenue and remits it to the City. In turn, the City pays the residential refuse hauls (i.e., Athens Services) for this service. The revenue is essentially a pass-through, covering expenditures completely.
Each year, the franchise trash hauler is entitled to adjusting rates by the change in inflation.
Therefore, the year-over-year increase anticipates this increase.
The other changes in Charges for Services is from additional electronic billboard revenue ($65,000), increases to Fire related plan check and inspection services ($50,000), and increases to recreation program revenue such as youth and adult sports ($65,000).
Fines and Forfeitures
This category of revenue is projected to bring $3.140 million in revenue for FY 2024-25, a $200,000 increase over FY 2023-24 (6.8%). The majority of this revenue comes from “Vehicle Code Fines,” also known as moving violations. The eight-year average of this revenue source is $1.596 million, however that includes two years where the pandemic impacted the issuance and collection of moving violations. Recent experience (FY 2022-23 actuals of $2.83 million and FY 2023-24 projections of $2.300 million) shows a return to pre-pandemic levels.
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While only accounting for 4.1% of total General Fund revenue, this source does serve as an important deterrent to unsafe vehicle operations on Montebello’s streets. Finance, working closely with Police Department staff, will continue to monitor the revenue trends of parking and moving violations, and will provide updated projections based on updated year-to-date information.
Other Revenue/Non-Operating Revenue
Montebello has a Property Tax Override (PTO) assessment that generates annual revenue utilized for paying all pension related costs. This property tax override has been in place since 1946, when Montebello residents first voted to approve the parcel tax. This voter approved tax can only be utilized to pay for pension related costs (i.e., California Public Employee Retirement System, PERS). The City annually uses this revenue to pay the Unfunded Actuarial Liability (UAL) and Normal Cost expenses associated with the City’s contract with PERS to provide retirement benefits to safety and miscellaneous employees. All General Fund related pension expenses due to PERS are paid for by utilizing the PTO revenue (the Transit Fund pays directly for PERS related costs of the Montebello Bus Lines operations).
The City utilizes the Non-Operating Transfer-In method to reimburse the General Fund for PERS related Normal Costs expenditures. For FY 2024-25, a $4.400 million Transfer In has been budgeted for this purpose. Beginning in FY 2021-22, the majority of PTO revenue is being utilized to pay debt service on the Pension Obligation Bonds (POBs, Series 2020). In an effort to manage rising pension costs, the City issued POBs in June 2020. The $153.4 million in POBs wiped out the existing UAL (as of June 30, 2018). (More information on expected revenue and associated expenses can be found by reviewing the Fund 205, Retirement detail page in the budget book.) The City will continue paying Normal Costs to PERS on a bi-weekly basis, as is standard for all public agency employers. The PTO revenue remaining after paying annual debt service will be used for this purpose. In addition, as subsequent actuarial valuations are completed by PERS, new UAL bases will be paid annually with available PTO. A portion of PERS costs – both UAL and Normal Cost – is paid for by the Transit Fund. A portion of debt service on the Series 2020 POBs will be paid utilizing PTO. A cost allocation plan study determined that Transit is responsible for 27% of pension related costs. Transit will continue paying this share of retirement costs, in the form of debt service, as well as any new UAL created with future PERS actuarial studies and the full share of normal costs associated with transit operations.
The largest increase in the “Other Revenue” category in FY 2023-24 is from the Administrative Overhead charge ($202,500). The updated 2022 cost allocation plan provides a basis for reimbursing the General Fund for administrative and overhead support provided to various special revenue and enterprise funds (i.e., Gas Tax, Transit, Hotels, Local Return Funds, etc.). The amount established by this plan is updated annually based on the average increase in salary and benefit costs. Staff review each of the charges and adjust them as necessary to ensure the
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General Fund is properly reimbursed for the internal support (i.e., indirect costs) provided by Finance, Human Resources, City Clerk, Information Technology and related functions to these non-General Fund operations.
This improved cost allocation – a pillar of the many budget improvements being made to provide long-term financial stability to Montello – provides $3.701 million in non-operating revenue to the General Fund. Finance staff will continue to review operations and find more opportunities to properly charge support staff salary and benefit costs to non-General Fund operations.
General Fund Expenditures
The City of Montebello is a full-service city, providing Police, Fire, Public Works, Parks and Recreation, Transit and various building, planning and internal support functions (i.e., Finance, Human Resources, Information Technology, etc.) to the community. The Fiscal Year 2024-25 General Fund expenditures budget that supports day-to-day functions is $76,100,900, a $3.413 million increase (4.7%) over the FY 2023-24 adopted budget.
The table below provides a department level view of expenditures for FY 2024-25, with comparisons to prior year budgets and actuals:
FY 2020-21
Actuals
2021-22
Actuals
2022-23
Actuals
2023-24
Adopted
Budget
2024-25
PROPOSED
BUDGET
Variance, FY
24-25 vs FY
23-24
Administration 2,473,138 2,709,803 4,804,612 2,221,900 2,828,200 606,300 Community Development 1,752,274 2,375,062 2,725,754 2,739,200 3,467,700 728,500 Finance 2,201,468 2,684,390 2,657,374 3,082,650 2,967,200 (115,450) Fire 15,310,306 15,625,500 18,158,612 17,074,150 18,226,100 1,151,950 Human Resources 1,742,602 2,172,884 2,796,197 1,684,500 1,453,700 (230,800) Parks & Recreation 5,078,363 6,002,391 4,030,430 4,170,450 5,215,500 1,045,050 Police 18,916,427 19,317,618 20,420,284 20,158,500 21,527,200 1,368,700 Public Works 9,998,328 10,827,022 16,981,915 16,752,800 15,478,100 (1,274,700) Information Technology - - - 1,656,600 1,229,800 (426,800) Non-Departmental 11,912,014 5,352,367 9,338,925 3,146,700 3,707,400 560,700 69,384,920 67,067,037 81,917,275 72,687,450 76,100,900 3,413,450 Police comprise 28.3% of the General Fund budget, with Fire making up 23.9%. The remaining
47.7% of General Fund appropriations will be committed to planning, building, community services, engineering, payroll, human resources, risk management, landscape maintenance, payroll, accounting, code enforcement and other essential services. The pie chart below shows the relative percentage each Department comprises of the General Fund budget:
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Management committed to “zero-based budgeting” beginning with the adopted FY 2020-21 budget. This effort is aimed at right-sizing the budget, aligning ongoing revenues with ongoing expenditures, and creating a solid base upon which to build future budgets. This effort was shortcircuited somewhat due to the coronavirus pandemic – necessitating an abbreviated budget process for FY 2020-21. However, significant progress was made in cleaning up the General Fund budget and working with Departments to utilize prior year spending data to create a sustainable and better aligned budget for subsequent years. As discussed above, progress is being made in the five-year budget development improvement process, with the FY 2024-25 budget utilizing improved trend data and additional research and analysis to reflect priorities and expense needs more accurately.
The long-term goal is to annually provide consistent, essential services to Montebello’s residents, visitors and businesses in a fiscally responsible manner. Consistently preparing and presenting balanced budgets is step one towards fiscal sustainability, and a key part of the five-year strategic budget development plan. Hence, the importance of creating a permanent culture of fiscal responsibility that permeates the organization and sustains efforts towards the long-term goal of achieving financial sustainability.
The 4.7% increase in appropriations encompasses many changes across all departments and expenditure types. With salary and benefits comprising 62.1% of the General Fund budget, any changes made in this category will have the greatest impact on expenditures. Maintenance and Operations comprises 33.6%, and Debt and Lease Payments make up the remaining 4.3% of the proposed General Fund budget:
Administration
3.7%
Community
Development
4.6%
Finance
3.9%
Fire
23.9%
Human
Resources
Parks & 1.9%
Recreation
6.9%
Police
28.3%
Public Works
20.3%
Information
Technology
1.6%
NonDepartmental
4.9%
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2024-25 Proposed
Adopted Budget % of Budget
Salary and Benefits 47,267,300 62.1%
Maintenance Operations 25,553,500 33.6%
Debt and Lease Payments 3,280,100 4.3%
76,100,900 100%
It should be noted that approximately 96% of the City’s General Fund budget appropriations are “spoken for” in the way of commitments from MOUs, contracts, debt service payments, professional service agreements, utilities and other such expenses the City is obligated to pay.
The table below provides an overview of the major expenditure categories and how much these commitments comprise of the General Fund budget (with a comparison to FY 2023-24):
Major Expenditure Category
FY 23-24 6040.xx
Amount
FY 24-25 6040.xx
Amount
SALARIES AND BENEFITS $ 42,329,250 $ 44,196,400
OTHER CONTRACT SERVICES $ 5,576,000 $ 5,596,000
ADDITIONAL CONTRACT SERVICES $ 11,535,950 $ 11,664,000
UTILITIES AND VEHICLE MAINTENANCE $ 4,006,200 $ 3,843,600 DEBT SERVICE/LEASES $ 2,225,200 $ 3,255,100
INSURANCE $ 4,060,400 $ 4,322,000
TOTAL FROM CATEGORIES ABOVE => $ 69,733,000 $ 72,877,100 GENERAL FUND BUDGET => $ 72,687,450 $ 76,100,900
% COMMITTED TO "FIXED COSTS" => 95.9% 95.8%
This table illustrates how little leeway exists in the General Fund for re-directing appropriations or re-prioritizing spending from one area to another. The City obviously has commitments to its employees through City Council approved MOUs, and long-term debt service and lease arrangements commit additional funds, while insurance and workers compensation expenses must be paid. The Contract services category encompasses landscape, custodial, street sweeping, graffiti removal, legal services, software licenses and many other types of required services.
The paragraphs below provide an overview of the major spending categories in the General Fund, followed by a discussion of key initiatives and operational changes throughout the organization, focusing on certain Departments and the budget variances from prior years.
Salary and Benefits
The Salaries and Benefits category is comprised of wages paid to full-time and part-time employees, overtime, health related benefits (health insurance, vision and dental plans, life insurance, etc.), PERS related retirement expenditures, retiree medical expenses (Other Post Employment Benefits [OPEB]), workers compensation insurance premiums and payments and related employee fringe benefit costs (e.g., certification and education incentive pay, longevity
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pay, public safety “special pays,’ etc.). This entire category comprises 62.1% of the General Fund budget, or $47,267,300. This represents a $1.991 million increase over the FY 2023-24 adopted budget (4.4%).
The majority of this increase is in the regular salaries category: $462,100 (1.7%) – from $26.983 million in FY 2023-24 to $27.446 million in FY 2024-25. There are several reasons for this increase in regular (i.e., full-time) salaries: filling vacancies, adding needed positions across the organization, and wage increases from multi-year Memoranda of Understanding (MOU) approved in May, 2022 with nine out of ten of the City’s labor groups. These MOUs, successors to the MOUs which expired in December 2021, incorporate the salary adjustment results from the comprehensive classification and compensation study conducted in 2021.
This “class and comp study” results determined the majority of positions (83%) in the organization were below market rates. Over an eighteen-month period, Human Resources staff worked closely with every labor group to explain the methodology and outcomes of the study. The City Council approved MOUs implemented the classification and compensation study recommendations, with the majority reaching market pay levels in less than three years (i.e., by July 2023). In addition, several outdated job classifications (i.e., “Clerk/Typist”) were updated to reflect modern working titles (i.e., “Administrative Assistant”).
The FY 2024-25 budget funds the third full year of updated wages and fringe benefit payments from the approved MOUs and citywide salary table. (There is one notable exception, the Montebello Police Officers Association [MPOA] MOU expires June 30, 2024. Negotiations on a successor MOU are ongoing as of the writing of this Budget Message. Subsequent City Council action will amend the FY 2024-25 budget as necessary).
In addition to wages, the MOUs increased longevity pay for Fire Department sworn (i.e., safety) personnel, increased education incentive pay for most bargaining groups, and increased EMT and Paramedic certification pay. Some of these items such as longevity are calculated as a percentage of base pay. Therefore, as hourly wages increase, so does longevity pay. The various changes to wages and wage-based benefits such as longevity have increased salary expenses across all departments. The projected increase in salaries in FY 2024-25 is expected, based on the various provisions that are new to the MOUs approved in May 2022.
In addition to improvements in total compensation, over the past five fiscal years, management has conducted a rigorous, organization-wide review of operations. Each Department has been charged with reviewing how they provide service – to external and internal customers – and designing a table of organization that can efficiently and effectively provide a full-range of services, as well as respond to the expansion of services to meet resident demand and City Council priorities. This organizational staffing review has often led to the need to add key positions, filling long-vacant positions, and making other staffing adjustments to each department.
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The FY 2024-25 budget presents a net increase of 20.0 full-time equivalent (FTE) positions. This includes elimination of un-needed positions in Public Works, the shifting of the Building Safety Division back to Community Development, the consolidation of Public Affairs in Parks and Recreation, and the addition of seven (7.0) full-time positions in Police for the newly created Park Safety Bureau (both sworn and non-sworn). The table below shows total FTE and the year-overyear change:
FY 2021-22
FY 2022-23
AMENDED
FY 2023-24
ADOPTED
FY 2023-24
AMENDED
FY 2024-25
PROPOSED Variance
Administration 8.0 11.0 8.0 8.0 8.0 0.0
Community Development 21.0 20.0 20.0 20.0 28.0 8.0
Finance 21.0 22.0 24.0 24.0 26.0 2.0
Fire 76.0 76.0 80.0 98.0 99.0 1.0
Human Resources 14.0 18.0 15.0 15.0 14.0 -1.0
Parks and Recreation 21.0 11.0 12.0 14.0 22.0 8.0
Police 103.0 103.0 107.0 107.0 114.0 7.0
Public Works 25.0 45.0 46.0 46.0 42.0 -4.0
Information Technology 0.0 0.0 11.0 10.0 6.0 -4.0
Transit 204.0 234.0 233.0 233.0 236.0 3.0
493.0 540.0 556.0 575.0 595.0 20.0
Over the last five fiscal years, key positions have been added in the areas of public safety, homeless assistance, public information, engineering, budget analysis, information technology, street/parks maintenance supervision, community services management, code and parking enforcement, transit and community beautification: Police Officers, Code Enforcement Officers, Fire Battalion Chief and Captains, Firefighter/Paramedic, Social Worker and Caseworker, Public Information Officer, Crime Analyst, Senior Management Analyst, Community Services Coordinator, Bus Operator, Police Community Service Officer, , etc..
For FY 2024-25, several departments requested positions through the supplemental budget process. The summary table on the next page shows the new positions in the proposed budget that were included as part of the supplemental budget request process.
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xvii
DEPARTMENT REQEUSTED POSITION
Community Development Deputy Director
Sr. Management Analyst
Management Analyst
Fire Sr. Finace Technician
Parks and Recreaton Adminisrative Assistant
Golf Course Facilities Manager
Public Affairs Manager
Public Works Administrative Manager
Sr. Management Analsyt
Administrative Assistant
Police Police Community Service Officer (x2)
Lieutenant
Sergeant
Corporal
Police Officer
Transit Fleet Maintenance Supervisor (x2)
Salary and Benefit budgets also reflect increased PERS costs, associated with higher employer rates. However, as part of previously negotiated MOUs, the complete phase-out of employer paid employee retirement costs occurred by January 2021 – reducing the pension burden on the City with employees picking up their full share (either 8% or 9% for Classic employees, with new PERS members always having picked up their full share of 7.25%). Furthermore, public safety employees (Fire and Police) agreed to pay a 12% rate – picking up the full 9% employee share plus 3% of the employer rate. The 2024-25 fiscal year budget shows the continued positive impact from employees paying their full share of retirement costs, coupled with the addition of nonClassic (i.e., PEPRA) employees to the organization who have lower PERS related expenses.
Also related to pension costs is the May 2020 issuance of $153.4 million in Pension Obligation Bonds (POBs). The issuance of these bonds allowed the City to fully extinguish its Unfunded Accrued Liability (UAL) for both miscellaneous and safety retirement plans with PERS (based on the June 30, 2018 actuarial valuation report). The City has levied a pension tax override since
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1946 when first approved by Montebello voters. The revenue from this property tax can only be used to pay for retirement related expenses.
The City tracks this revenue in a separate special revenue fund (Retirement Fund 205). Annual lump-sum UAL payments are made each July utilizing these Fund 205 resources. Ongoing, biweekly normal cost expenses are reimbursed on a quarterly reconciliation basis, utilizing a transfer out/in from Fund 205 to the General Fund. The Transit Fund (600) pays for its share of miscellaneous PERS expenses – both UAL and normal costs – directly from its operating funds.
The combination of employees paying their full share of retirement costs coupled with lower overall normal costs as non-classic (i.e., PEPRA) employees make up a larger overall share of the City’s employees, has led to a moderation of the year-over-year increases in retirement costs.
Estimated General Fund PERS employer costs for FY 2024-25 are $4.551 million. This represents a $390,400 increase from the FY 2023-24 adopted budget. It must be noted that these PERS costs are estimates, assuming a certain position “occupancy rate.” These General Fund expenses are offset completely by the Property Tax Override revenue Transfer In from the Retirement Fund (Fund 205). The mechanism for this is explained in the preceding “General Fund Revenue” section of this Budget Message.
Another large, positive impact to containing the amount of Salary and Benefit expenditures charged to the General Fund is the continuation and refinement of cost allocation throughout the organization. This standard practice of charging payroll costs to non-General Fund sources was initiated with the FY 2020-21 budget. For example, a significant portion of Public Works staff involved in project management and engineering are now appropriately charge their time to nonGeneral Fund sources such as Local Return Funds (i.e., Measure M, Proposition C, etc.) and Federal/State grants. This effort also included staff in Administration, Finance, Fire and Community Development charging time to the Metro Hills project, and Finance, Human Resources, and Information Technology staff being charged to the Transit fund – reducing the overall impact of payroll costs on the General Fund. In addition, certain staff in the Community Development Department charge time to the CDBG and HOME Federal programs.
The initial cost allocation efforts that began in FY 2020-21 are continued – and improved upon – in the FY 2024-25 budget. With additional operational data available, a larger share of certain positions can now be charged to Transit and Local Return Funds, since those positions support those functions/areas. In addition, a larger selection of employees can be cost allocated.
Another change first initiated with the FY 2020-21 adopted budget that enhanced transparency and presented more accurate operating budgets for each Department is the move of Other Post Employment Benefit (OPEB) charges to a Non-Departmental account. The City provides retirees – based on years of service and bargaining unit at the time of retirement – monthly health benefit cost reimbursement. Prior year budgets included these costs in each department, inflating operating budgets (most acutely in Police and Fire) based on the final department an employee
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worked for prior to retirement. The FY 2024-25 budget includes appropriations for OPEB expenses ($935,000), recording these expenses in Non-Department accounts, providing a truer picture of what daily operating expense needs are for each operating department.
Maintenance and Operations
The Maintenance and Operations category comprises 33.6% of the FY 2024-25 General Fund budget ($25,553,500). This broad category provides funding for office supplies, personal protective equipment for Fire personnel, professional engineering services, auditing services, grant writing and legislative advocacy, contract landscape and tree maintenance, computer software and hardware purchases, street sweeping, utilities (e.g., electricity, gas, water, cell phones), custodial services, facility repair and maintenance such as electricians and plumbers, uniforms and safety equipment for Police personnel, contract community services instructor payments, vehicle maintenance and repair services, software licenses (Office 365), graffiti removal and many other expenses that provide the programs and services that Montebello residents enjoy.
This category is increasing $402,350 (1.6%) when compared to the FY 2023-24 adopted budget.
The majority of this increase (66.7%) comes from the various “supplies” accounts, accounting for $241,850 of this increase. This is a varied category that includes: janitorial, office and medical supplies, as well as uniform expenses, professional dues and subscriptions, training and travel reimbursement and the Citywide education reimbursement as outlined in the various labor association MOUs.
There is a reduction in Equipment ($55,200) and Miscellaneous Expenses ($29,500) that reflects certain one-time supplemental budget requests that were included in the FY 2023-24 budget that are absent from the FY 2024-25 proposed budget.
Utilities and fuel-related expenses (i.e., electricity, water, fuel for vehicles) are essentially flat yearover-year -- $32,100 increase. Vehicle Maintenance associated costs remain relatively flat compared to the prior year ($29,800 increase). The replacement of more than fifty vehicles in Police, Public Works, Code Enforcement, Fire and Parks and Recreation in the past four years has contributed to this trend. A newer fleet equates to lower maintenance costs, and improved service to residents.
There are annual Debt and Lease payments related to bond issuances (e.g., Series 2014ABC) and lease payments on equipment (e.g., Parks and Recreation vehicles, Public Works tractor, etc.) included in the FY 2024-25 budget. There are also new debt and lease payments reflected in the 2024-25 budget, increasing expenses by $1.029 million from FY 2023-24.
There is $652,700 in new financing costs related to the Citywide solar project. The intent of this project is to reduce electricity expenses so that annual financing costs are covered by the “savings” to be realized by the use of solar power citywide. The project is currently under
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construction, with installation of solar panel having begun in Spring, 2024. Should any reductions in utilities materialize, they will not be reflected until the FY 2025-26 budget.
There is also a $450,500 increase in the Fire Department related to the financing costs for a new Fire Truck purchased in 2022. The Fire Truck is expected to be delivered and put into service by the end of 2024. The first financing payment (on a 10-year term) will be recorded in FY 2024-25.
There are notable changes in the following Department’s budgets year over year (more detail on each department follows later in this Budget Message):
Administration: The net year-over-year increase is $606,300, with the largest single increase related to the 2024 General Election cost of $180,000 This is a bi-annual cost and appears and disappears from the budget every even and odd year, accordingly. There is an increase of $62,000 related to the new “Care Solace” mental health service contract, and additional expenses related to continued digitization of records (i.e., scanning planning and building documents).
It should be noted that there is $40,000 in appropriations dedicated to various Montebello service organizations and non-profits. This continues the practice first implemented in FY 2023-24 of providing additional funding to groups such as the Chamber of Commerce and Ashiya Sister City for their operations.
Community Development: There is an overall net increase of $728,500 in this Department. The single largest increase is due to the re-integration of Building Services. This division had been in the Public Works Department in prior fiscal years. The move back to Community Development adds $750,000 to the FY 2024-25 budget. This increase is offset by adjustments to supplies and contract services in the Planning and Commercial Cannabis Divisions.
Fire: The $1.152 million net increase from last year is spread across all divisions, with the largest increase in the Suppression Division ($831,400), offset by decreases in Communications ($131,900) and Administration ($107,700). There is a net decrease of $89,100 in full-time salaries across the Department – primarily from the charging of staff time to various homeless services, radio communications and firefighter staffing grants. However, these savings are offset by a $634,900 increase to overtime. As noted above, the $450,500 increase in financing costs is from the acquisition of a new Fire Truck.
Parks and Recreation: This department is seeing a year-over-year increase of $1.045 million.
Half of this increase ($563,200) is in the Recreation Division and is from increased full and parttime staffing expenses. As the City improves and increases the number of community events (e.g., Summer Streetfest, farmers market, night market, 4th of July, pet vaccine clinics), it is necessary to increase the number of staff – primarily part-time – assigned. In addition, the annual increase to the State’s minimum wage increases personnel costs. This Department has also added full-time staff -- Coordinators and Supervisors – necessary to stage the number and quality
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of events the community has come to expect. There is an additional $467,200 increase from the integration of the Public Affairs Division for FY 2024-25.
Police: The net increase in this Department of $1,368,700 is primarily from the Patrol Division ($1,238,800), offset by decreases in the Support Services and Investigations Divisions. As noted earlier in this Budget Message, City Council approval of MOUs in May 2022 increased base salaries. There have been subsequent MOUs approved for both MPOA and MPMA (i.e., Lieutenants and Captains) since 2022, increasing wages and benefits again. These MOUs have increased salaries as well as certain fringe benefits and special pays such as longevity, education incentives, and one-time wellness stipends. Overtime in the Patrol Division reflects a year-overyear increase of $300,000. The Communications (i.e., Dispatch) and Records Divisions are fully staffed as of the writing of this Budget Message, increasing wages by $174,000 vs. the prior year.
Public Works: There is a $1,274,700 decrease projected for FY 2024-25. The largest decrease is from the movement of the Building Services Division to Community Development ($685,850).
The $392,900 decrease in the Streets Division is from lower utility expenses (i.e., electricity) related to the upgrade by SCE of streetlights to LEDs. In addition, part-time wages and overtime are reduced slightly to reflect forecasted actuals. The Engineering Division reflects a $465,000 decrease year over year. This reduction is due to more accurate projections of contract services needs. It should be noted that the City continues its recent commitment to replacing trees Citywide, with $50,000 provided towards this endeavor included in the FY 2023-24 budget (Trees Division).
Non-Departmental: The $560,700 increase in this Division (reflected as part of the Finance Department budget page) is from the new financing costs for the Citywide solar project. The intent of the project is to reduce electricity expenses so that annual financing costs are covered by these “savings.” The project is currently under construction and any potential savings will not be realized until FY 2025-25. However, financing costs have begun, and the new expenses are reflected for the first time in the proposed budget.
Supplemental Requests
A few Maintenance and Operations (M&O) supplemental requests are included in the 2024-25 budget. As noted above in the discussion of “fixed costs,” there is relatively little room in the General Fund for supplemental expenses – whether one-time or recurring. Therefore, the FY 2024-25 budget reflects a very modest inclusion of the total amount of supplemental requests submitted by Departments.
The tables below provide a summary and detailed listing of the various supplemental items included in the budget, separated by General Fund ($221,100 in supplemental items) and nonGeneral Fund items ($150,000). There is a total of $371,100 in supplemental requests included in the proposed budget:
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FIRE
Prevention 25,000
INFORMATION TECHNOLOGY
Division of Info Tech 53,000
PARKS AND RECREATION
Public Affairs 7,000
Recreation 82,300
POLICE
Dispatch 10,800
Patrol 3,200
PUBLIC WORKS
Adminisration 4,500
Streets 35,300
TRANSIT
Operations 150,000
GENERAL FUND 221,100
TRANSIT 150,000 Page 110 of 856
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Supplemental Request Description Account No. Amount
FIRE
CERT Program Supplies (various) 100-85-870-6000.40 25,000 25,000
PARKS AND RECREATION
Summer Youth Employment Program 82,300
82,300
PUBLIC AFFAIRS
Audio Equipment - Podcast - mixer, microphones 100-21-210-6010.10 1,000 Event Camera 100-21-210-6010.10 1,000
Outdoor PA System - Step & Repeat, Podium, Audio 100-21-210-6010.10 5,000 7,000
PUBLIC WORKS
No Parking Signs, etc. 100-30-310-6025 4,000
Dues & Subscribtions (Trade Magazines) 100-30-300-6030 500 Vehicle Maintenance/Expenses 100-30-310-6080-30 300
Steel Plates (Emgergencies) 100-30-310-6000.40 35,000
39,800
INFORMATION TECHNOLOGY
Keyboards/Mice (citywide replacement as needed) 100-21-420-6010.50 4,000 WiFi Access Points Citywide 100-21-420-6010.50 10,000
Cabling Services 100-21-420-6010.50 15,000
Stock Laptops (Department "loaners") 100-21-420-6010.50 20,000 Security Door for DoIT offices 100-21-420-6000.40 4,000 53,000
POLICE
Dispatch - cloud back up software 100-80-820-6010.40 7,800 Dispatch - Geo mapping (GIS services) 100-80-820-6010.40 3,000 ACE Watch Dog system (K-9 heat warning system) 100-80-815-6010.40 3,200 14,000
TRANSIT
Project Management Service - Hydrogen Fuel Station 600-90-900-6040-95 100,000 Fueling Software Program 600-90-915-6010-40 50,000
150,000
GENERAL FUND => 221,100
NON-GENERAL FUND => 150,000
Of the $371,100 in supplemental items included across all funds, $202,300 is one-time or nonrecurring in nature. In other words, they are equipment and/or durable supply items with relatively long useful lives (five or more years). While these items will need to be replaced eventually, the
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costs associated with acquisition do not need to be budgeted annually. The recurring items (i.e., signage, vehicle maintenance expenses, software licenses, etc.) total $168,800 and will become permanently budgeted items going forward in the appropriate department.
As can be seen by the descriptions above, many of the supplemental items are necessary due to increased and improved programs and services – public safety K-9 and dispatch related software to improve responses, record keeping and analysis, various audio-visual equipment for community events, replacement information technology hardware for employee productivity, supplies for the newly created community emergency response team (CERT), etc. The supplemental requests included in the FY 2024-25 budget are spread across several departments. However, every operating department continues to identify unmet needs and such items will continue to be included in subsequent budgets as funding is available.
The table below shows the total amount of supplemental budget requests Departments submitted, illustrating the continued need for equipment, infrastructure upgrades and other large investments in the City’s operations:
Department
Amount
Reqquested
ADMINISTRATION $ 12,400
PUBLIC AFFAIRS $ 87,000
INFORMATION TECHNOLOGY $ 143,000
PUBLIC WORKS $ 10,915,300
COMMUNITY DEVELOPMENT $ 1,635,200
PARKS AND RECREATION $ 1,238,700
POLICE $ 1,995,200
FIRE $ 1,547,500
TRANSIT $ 2,890,000
$ 20,464,300
Only 1.8% ($371,100) of the total items requested (as calculated by dollar amount) have been included in the FY 2024-25 proposed budget. There are several reasons for not being able to include all requested items: available funding, likelihood of procurement during the fiscal year, and need for additional research and quotes before approving inclusion of the request in the budget. The majority of the supplemental requests in Public Works, Fire and Parks and Recreation are infrastructure/capital projects: $12.103 million or 59.1% of the total requested ($29.464 million) can be categorized as such.
Citywide and Department Highlights
The FY 2024-25 budget includes various changes to individual Department budgets – adding staff and equipment, re-organizing divisions, etc. While basic services remain funded, there are enhancements in different key areas. The General Fund budget for all departments is $76,100,900, a $3,413,450 (4.7%) increase over the FY 2023-24 adopted budget. The ability to
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continue funding all basic services, while providing for some unmet and deferred needs, is predicated on a concerted effort to right-size the City’s budget coupled with improved revenue forecasts. The five-year budget development process created to assist in these efforts has provided additional analysis and improvement efforts to better refine and balance ongoing expenditures against ongoing revenues (see section above for a more detailed discussion of the City’s five-year strategic budget development process).
The table below shows each Department’s proposed budget and the variance from last year’s adopted budget, as well as three years of actuals for comparison purposes:
FY 2020-21
Actuals
2021-22
Actuals
2022-23
Actuals
2023-24
Adopted
Budget
2024-25
PROPOSED
BUDGET
Variance, FY
24-25 vs FY
23-24
Administration 2,473,138 2,709,803 4,804,612 2,221,900 2,828,200 606,300 Community Development 1,752,274 2,375,062 2,725,754 2,739,200 3,467,700 728,500 Finance 2,201,468 2,684,390 2,657,374 3,082,650 2,967,200 (115,450) Fire 15,310,306 15,625,500 18,158,612 17,074,150 18,226,100 1,151,950 Human Resources 1,742,602 2,172,884 2,796,197 1,684,500 1,453,700 (230,800) Parks & Recreation 5,078,363 6,002,391 4,030,430 4,170,450 5,215,500 1,045,050 Police 18,916,427 19,317,618 20,420,284 20,158,500 21,527,200 1,368,700 Public Works 9,998,328 10,827,022 16,981,915 16,752,800 15,478,100 (1,274,700) Information Technology - - - 1,656,600 1,229,800 (426,800) Non-Departmental 11,912,014 5,352,367 9,338,925 3,146,700 3,707,400 560,700 69,384,920 67,067,037 81,917,275 72,687,450 76,100,900 3,413,450 The paragraphs below provide a discussion of the major changes in each Department’s budget for FY 2024-25.
Administration and Elected
Overall, the budgets for elected officials (City Council, City Treasurer, and City Clerk) and Administration increased a net $606,300. As noted previously, the largest single increase is the expense related to the 2024 General Election: $180,000 in estimated expense to be paid to the Los Angeles County Registrar of Voters for administering the election on the City’s behalf. An additional $13,000 has also been added for election related mailers and other “get out the vote” promotional items.
There are also new professional services (Care Solace mental health referral, $62,000) and increased digitization efforts (scanning of planning and building related documents, $104,000).
There is also a slight increase of $50,000 for City Attorney-related expenditures. This additional amount is based solely on prior and current year trends, as Staff attempt to budget accurately for all services provided. There is also $40,000 in funding for various Montebello service clubs and organizations, an increase over the $25,000 provided in FY 2023-24.
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Community Development
The Community Development Departments’ total budget of $3,467,700 (4.6% of total General Fund appropriations) represents a $728,500 net increase over FY 2023-24. The single largest increase is from the re-integration of Building Services, moving this function from the Public Works Department. In August, 2023, a decision was made to move Building Services back to Community Development (where it had last been in FY 2021-22). This division includes building inspection and plan check services, provided by a combination of full-time staff and professional engineering consultants.
There is also a slight increase of $52,600 in the Code Enforcement Division. Compared to last fiscal year, this division is fully staff with full-time Code Enforcement and Parking Enforcement Officers. The City’s contract with the third-party parking enforcement company has been adjusted to reflect actual expenditures – based on several years of actual data.
Fire
The FY 2024-25 budget of $18,226,100 represents a $1,151,950 increase over the FY 2023-24 adopted budget, a 6.7% year-over-year increase. There are increases in the Suppression and Fire Prevention Divisions ($831,400 and $109,650 respectively), offset by decreases in the Prevention and Administration Divisions of $131,900 and $107,700. There is also a $450,500 increase related to the acquisition of a new Fire Truck that is new for FY 2024-25. The increase represents the first annual finance payment due – with expenses continuing for the ten-year financing term.
Regular Salaries and Overtime in the Suppression Division are forecasted to be $220,000 and $456,000 (respectively) higher than FY 2023-24. As noted previously in this Budget Message, recently approved MOUs increased base salaries as well as wage-based items such as longevity pay and EMT and Paramedic certification pay. These adjustments to sworn safety personnel wages and wage dependent special pays contribute to the year-over-year increase. In addition, vacancies have been filled at all ranks, and continuous recruitment aims to bring stability in staffing to the Department during the fiscal year.
The decrease in the Administration and Communications Divisions is due to increased use of new grant funding. In Administration, additional homeless services staff are charging hours to several grants received in the past two fiscal years. The expansion of the MCAP program – adding two full-time employees – was made possible by these State homeless services grants.
The Communications Division received funding from Congresswoman Sanchez, over $2.0 million in grant revenue. In addition to providing for radio communications hardware and software, Staff can charge their time to this grant.
The City also received a SAFER grant, that allows for recently hired firefighters to charge their time to this award. The three-year grant will support numerous firefighters as the Department
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seeks to fill vacancies. The $1.883 million annual award helps offset General Fund expenses, while assisting the Department with hiring first responders.
There are two supplemental requests included in the FY 2024-25 budget: $25,000 in supplies for the recently implemented Community Emergency Response Team (CERT) program; and one (1.0) full-time Senior Finance Technician that will assist the Department with payroll, purchase orders, invoices and other essential administrative tasks.
Parks and Recreation
The Parks and Recreation budget of $5,215,500 is increasing by $1,045,050. The majority of this increase is directly attributable to the expansion of special events and programs over the past three fiscal years. Fiscal Year 2024-25 represents the third full year of Staff projecting expenses for special events such as the Farmers Market, Night Market, 4th of July, Summer Street Festival, Utility Box Art, pet vaccine clinics, volunteer days, etc.
Part-time salaries in the Department have increased $266,600 from FY 2023-24 – primarily due to the additional staff needed for the multitude of year-round events, combined with the increase to the State’s minimum wage. Supplies (both non-durable and durable) are up approximately $58,000. These increased Maintenance and Operations costs are associated with purchasing additional supplies for the expansion of community events throughout the year.
There is an increase of $467,200 in the FY 2024-25 budget due to the integration of the Public Affairs Division. With the elimination of a separate department, this division is now housed under Parks and Recreation. Public Affairs provides public information officer services (dedicated, fulltime City employees), as well as manages all of the City’s social media.
As noted above, there is $89,300 worth of supplemental requests included in the FY 2024-25 Department’s General Fund budget. There is $82,300 dedicated to the City’s Youth Employment Program (YEP). Typically, a large portion of this program is funded by the Community Development Block Grant (CDBG) program. However, for FY 2024-25, there is limited CDBG funding for YEP expenses, hence the need to fund it entirely from the General Fund. It is anticipated this expense will return to the CDBG fund in FY 2025-26, reducing projected expenses in the General Fund for next fiscal year. Also included is $7,000 in audio/visual equipment to assist Public Affairs with its duties.
The Department also has supplemental requests for three (3.0) full-time positions: Golf Course Facilities Manager, Public Affairs Manager and Administrative Assistant. The Golf Course Facilities Manager will be funded 100% from the Golf Fund and will serve as the liaison between the City and the Bella Verde Golf Course operations and landscape management company (Troon Golf). The Public Affairs Manager would provide oversight of the Public Affairs Division.
The addition of the Administrative Assistant would provide consistent service at the Department’s
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main offices, serving as front-line receptionist and primary customer service representative for phone inquiries and walk-ins.
Police
The Police Department budget is $21,527,200, a $1,368,700 increase (6.8%) over the adopted FY 2023-24 budget. There are increases in the Administration, Patrol, Traffic, Communications and Records Divisions. These increases are offset by year-over-year reductions in the Support Services and Investigative Services Divisions. None of the decreases impact service or staffing levels. As Staff gains a greater appreciation for spending patterns – in salaries and maintenance and operations – refinements to budgets can be made which better reflect actual expenses. In addition, certain expenses have been moved to more appropriate divisions (i.e., crossing guard services). This is yet another by-product of the research being done as part of the five-year budget development improvement.
The majority of the increases come from salary changes due to approved MOUs between 2022 and 2024 as well as the successful filling of vacancies at the Police Officer rank/classification.
The Patrol Division is impacted the most from the MOU adjustments and filling of vacancies, with full-time regular salaries increasing $554,000, overtime increasing $300,000, and PERS expenses increasing $206,000 vs. FY 2023-24. This Division also saw a slight increase in cellular services as more phones are being provided to Police Officers as vacancies are filled.
The increase in the Traffic Division ($236,200) is twofold: additional salary costs ($93,000) as vacancies are filled, and the movement of crossing guard services from the Investigations Division ($81,000). There are increases in both the Communications and Records Divisions ($118,100 and $55,900 respectively). Regular Salaries increased year-over-year in both Divisions as vacancies are filled and staffing levels remain stable. The Communications Division has had numerous vacancies over the past three fiscal years. During FY 2023-24, vacancies have been filled and the anticipation is staffing would remain stable through the fiscal year.
The Police Department budget includes $14,000 in supplemental items. There is $10,800 committed to cloud back-up and GIS software for Communications (Dispatch) and $3,200 for the K-9 unit for a heat warning system to ensure the safety of the City’s police canines.
There are also six (6.0) full-time positions added to the FY 2024-25 budget. In order to implement the Park Safety Program, the hiring of two (2.0) full-time Police Community Service Officers is required, as well as the addition of one each in the classifications of: Lieutenant, Sergeant, Corporal and Officer. There are additional salary/benefit appropriations included for the two nonsworn Police Community Service Officer positions that would provide additional park security throughout the City.
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Public Works
The Public Works Department FY 2024-25 budget is $15,478,100, a $1,274,700 decrease from the prior fiscal year. However, none of this decrease will impact direct service such as street maintenance, tree and landscape services, pothole repair, graffiti removal or any of the daily duties Public Works staff perform that keep the City safe and beautiful. Instead, $1.032 million of the total decrease from FY 2023-24 is from two reasons: movement of the Building Services Division to the Community Development Department ($685,850), and the charging of a portion of the citywide street sweeping contract to Proposition C Metro Local Return Funding ($309,600).
In addition to these two reductions to the Department’s budget, there is a projected decrease in electrical utility expenses. SCE recently transitioned the City’s street lights to LED from incandescent light bulbs during FY 2023-24. LED lighting is more economical and saves electricity, reducing annual utility bills.
The Streets Division -- responsible for road maintenance, graffiti removal, street sweeping, etc. – has a $50,000 increase to the graffiti removal budget, offset by a $309,600 decrease to the street sweeping budget. This division also records the expenses related to residential refuse services:
$4.815 million total. Since the City receives the revenue from the refuse collection expenses charged to residents, the cost is offset completely.
The Trees Division maintains the commitment made in FY 2023-24 towards improving the City’s tree canopy and increasing shade equity. There is $50,000 committed to tree replacement, and $400,000 for tree trimming and maintenance services.
The Engineering Division realizes a reduction of $465,0000 from FY 2023-24. The majority of this decrease is in contractual appropriations for various consultants. As part of the modified zero-based budgeting process, Staff reviewed the FY 2023-24 budget and realized some items had been “over-budgeted.” Therefore, the FY 2024-25 Engineering Division budget reflects a more accurate set of appropriations, based on prior year actuals and anticipated use of various third-party engineering firms for a host of services.
In the Facilities Division, there is $169,550 in additional funds for various trades related contracts:
electrical, plumbing, elevator maintenance, locksmith service, etc. The City’s aging facilities require more regular maintenance, and the use of on-call trades services has increased over the last several years. The City’s janitorial needs have also increased as more special events are held (see Parks and Recreation Department overview). There is also additional funding for a second full-time Facilities Maintenance Tradeworker II, and anticipation of filling the vacant Electrician and Plumber full-time vacancies. These three positions will complement the contracted services and provide immediate, on-site response capabilities for routine facilities requests.
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The Department’s budget includes $39,800 in supplemental requests: vehicle maintenance, professional dues and subscriptions, signage and steel plates for temporary road work. The Department is also requesting an additional three (3.0) full-time positions: Public Works Manager, Administrative Manager and Administrative Assistant. The Public Works Manager will provide additional oversight in the Streets and Parks Division, assisting the Superintendent and Maintenance Workers with routine and emergency maintenance tasks. The Administrative Manager and Administrative Assistant would provide oversight and support to the Director and coordinate budget preparation and oversight – operating and capital – as well as streamline work orders and related tasks.
Transit
The largest enterprise fund -- as measured by total expenditure and revenue appropriations – is Transit, Fund 600 (Montebello Bus Lines). This fund accounts for the various sources (Metro Transit revenue, Federal Transit Administration, etc.) and uses of funds (salaries, maintenance, equipment purchases, etc.) that are utilized to fund daily bus operations and maintenance of the fleet. The FY 2024-25 Transit budget – excluding grants (Fund 270) and Senate Bill 1 (SB 1) State of Good Repair funding (Fund 202) – includes $38.402 million in expenditures balanced against $35.161 million in revenue.
It should be noted that certain Transit-specific American Rescue Plan Act (ARPA) funds remain available for Transit operations and will be claimed as allowed expenses are incurred. This additional revenue has not been added to the projected FY 2024-25 budget. However, once recognized, revenue for FY 2024-25 will come in higher than the current projection. (For example, a portion of this “pandemic era” funding was used to offset salary and benefit expenses over the prior three fiscal years).
The table below provides an overview of expenditures and budgets from FY 2021-22 to FY 2024- 25, by division:
2021-22
Actual
2022-23
Actual
2023-24
ADOPTED
BUDGET
FY 2024-25
PROPOSED
BUDGET Variance
Transit Administration 8,200,860 12,513,739 10,515,450 13,762,100 3,246,650 Transit Operations 9,952,839 15,700,616 17,166,600 15,470,900 (1,695,700) Metrolink Station 87,695 109,848 98,300 154,900 56,600
Corporate Shops 4,529,545 6,772,119 10,111,000 8,420,000 (1,691,000) Capital Projects 2,831,676 6,212,202 - - -
Prop C 5% Security 272,768 394,707 483,700 573,800 90,100 Bus Advertising 13,869 15,000 20,000 20,000 -
Non-Departmental - (3,374,502) - - -
25,889,252 38,316,730 38,395,050 38,401,700 6,650
There is a $3,246,650 year-over-year increase in the Administration Division. This is due to salary increases as vacancies have been filled (i.e., Sr. Management Analyst, Administrative Manager, etc.) in the past fiscal year. There is also the Transit share of the citywide solar project financing
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costs, as these new expenses are budgeted for the first time in FY 2024-25. The largest increase from FY 2023-24 in the Administration Division is a $1.4 million transfer out to the Information Technology Infrastructure Upgrade project capital fund (Fund 325). This transfer covers Transit’s share of this essential project, as a portion of the City’s information technology backbone is utilized by Transit operations.
The Operations Division will see a decrease of $1,695,700. Even with increased salaries from the recently approved MOU with SMART-TD, there is still a decrease over the FY 2023-24 adopted budget. The sole reason for this is that salary and benefit appropriations for FY 2023-24 were budgeted too high. Therefore, the more accurate budgeting for FY 2024-25 reflects as a decrease from the prior year’s budget. It should be noted that vacancies continue to be a challenge in this Division, contributing to lower than expected salary and benefit costs.
Management continues to recruit steadily, and the new MOU – which raised wages considerably to market levels – should assist in recruitment efforts, as well as the ongoing hiring incentive program.
The Corporate Shop Division will see a $1,691,000 decrease vs. last year. One of the reasons for this decrease is the absence of $800,000 in supplemental requests that were included in FY 2032-24: “bus wraps” to complete the rebranding of the Montebello Bus Lines fleet; and purchase of a heavy-duty scrubber and a ride-on sweeper.
In addition to the operating budget found in Fund 600, capital and equipment projects and purchases are also funded through grants and state funding. Additional details can be found in the budget book: Transit Grant expenditures (Fund 270) and SB1/SGR projects (Fund 202) related sections.
Hotels – Hilton Garden Inn and Home2Suites
The City owns two hotels and contracts with a third-party management company to operate them.
The Hilton Garden Inn (HGI) underwent a complete remodel in 2020, the first since it opened over seventeen years ago, and reopened to the public in September 2020 after being closed for more than six months.
As business and leisure travel patterns continue to recover to pre-pandemic levels, the Hilton Garden Inn’s performance continues to improve as occupancy rates increase. The hotel is forecasted to have a surplus in FY 2024-25 of $805,800. The refinancing of HGI debt (December 2019) was a positive financial move, providing significant debt service savings for three years by restructuring the debt to be interest only during the pandemic. This refinancing made economic sense – taking advantage of historically low interest rates – and was fortuitous in timing. The reduced debt service coinciding with reduced income from lower occupancy.
The Home2Suites hotel’s occupancy also suffered in 2020 due to the pandemic. However, in recent years occupancy has been climbing and performance appears to have returned to prePage 119 of 856 Budget Message, FY 2024-25
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pandemic levels as business travel returns. The debt service on the Home2Suites (H2S) is greater than Hilton Garden Inn, given the larger outstanding balance (Series 2016A) of bond funds. Home2Suites is forecasted to have a comfortable operating surplus for FY 2024-25 of $2,706,100.
The table below provides an overview of the two hotels’ financial performance, from FY 2019-20 to FY 2024-25. As can be seen for fiscal years 2019-20 and 2020-21, the pandemic severely impacted both hotels negatively. But in recent years, surpluses have grown:
FY 2019-20
ACTUALS
FY 2020-21
ACTUALS
FY 2021-22
ACTUALS
FY 2022-23
ACTUALS
FY 2023-24
ADOPTED
BUDGET
FY 2024-25
PROPOSED
BUDGET
Hilton Garden Inn
EXPENDITURES 4,739,899 3,367,167 5,088,666 5,944,554 5,902,800 6,144,200 REVENUE 4,482,116 2,073,794 5,359,743 6,655,126 6,175,000 6,950,000 SURPLUS / (DEFICIT) -257,783 -1,293,373 271,077 710,572 272,200 805,800 FY 2019-20
ACTUALS
FY 2020-21
ACTUALS
FY 2021-22
ACTUALS
2022-23
Actual
FY 2023-24
ADOPTED
BUDGET
FY 2024-25
PROPOSED
BUDGET
Home2Suites
EXPENDITURES 8,602,561 7,993,039 9,782,112 11,157,029 10,027,700 10,718,900 REVENUE 9,064,121 8,360,803 12,062,484 13,431,144 13,150,000 13,425,000 SURPLUS / (DEFICIT) 461,560 367,764 2,280,372 2,274,115 3,122,300 2,706,100 Both hotels are well positioned to take advantage of the continuing post-coronavirus rebound in leisure and business travel. Their revenue accounts are healthy, and projected operating revenue will be sufficient to support operations and debt service payments with no negative impact on the General Fund.
Golf Course Operations
The City’s 118 acre golf course underwent a complete transformation between Fall 2022 and Spring 2024. The 18 hole public course has been re-imagined and rebuilt to match the golfing needs of the 21st century. A new 9 hole executive lighted course has opened, along with a 6 hole course that plays short and can be combined with other holes for a 10 hole experience – the addition of lights allows for night play for the first time in the course’s history. The construction of a new clubhouse – completion expected Summer 2024 – will round out the redevelopment of the over 100 year old course, breathing new life into this public space and introducing golf to a new generation of player.
The golf course operations are recorded in Fund 610. For FY 2024-25, expenses related to golf course and landscape management by the Troon Company will be approximately $1.947 million.
In addition, utility expenses of $500,000 are projected – water and electricity. The lease costs for the fleet of new golf carts will be $104,800. It should be noted there is continuing debt service
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from previous refinancing bonds (Series 2014C Lease Revenue Bonds) as well as the more recent Series 2022A bonds that were issued to fund course reconstruction.
Recognizing that golf fees had not been adjusted since 2010, the City Council approved a new “tee sheet” of updated green fees and cart rental charges. Given the expansion of the golf course and the ability to offer new golfing experiences, Staff was able to craft fees that are reasonable and provide sufficient revenue to continue upkeep of the brand-new course. Early forecasts indicate $2.647 million in golf related fee revenue. Staff will continuously monitor revenue and make adjustments to forecasts throughout the fiscal year. The goal of crafting the updated fee schedule for the golf course was to bring in sufficient revenue to end the years of subsidization of a course that operated at a chronic deficit.
In addition to the reconstruction of the Golf Course, on 15 acres of land located at the northeast corner of the course, a Topgolf entertainment complex opened in Spring 2024. The three-story, 100 bay entertainment and conference complex has revitalized the golf course campus, introducing a new style of golf to the community and adding a destination amenity for casual and serious golfers alike. The Topgolf facility offers meeting and gathering spaces as well that provide additional space on the campus for conferences, meetings, etc.
These projects will bring new sources of sales tax and lease revenue to the General Fund.
Moreover, they contribute to the City’s economic development efforts, helping to revitalize a portion of the City that will draw additional, new development in future years.
Capital Improvement Program
The proposed CIP budget for FY 2024-25 includes a mixture of new appropriations and carryover of previously appropriated but not yet spent funds. The total (estimated) CIP budget for FY 2024- 25 is $40.115 million. This amount is comprised of $6.239 million in new appropriations, $28.976 million in (estimated) carryover funds, plus $1.153 million in Maintenance and Operations expenditures. It should be noted that the final carryover amounts of projects in progress will not be known until after year-end close (June 30, 2024). As was done in prior fiscal years, subsequent City Council action will be requested to appropriate the carryover amounts.
In addition, there will be some remaining uncommitted fund balance in certain funds that could be used for new capital projects (those not included in the current CIP project list) or for expanding approved projects if necessary. In other words, available fund balance exists that has not been committed to a particular project – either with previous budgets or with the FY 2024-25 proposed CIP budget. The Director of Public Works will work with staff and the City Council to determine potential priority projects to which these unprogrammed funds can be obligated. Subsequent City Council action would appropriate the unprogrammed funds depending on decisions made about new or expanded CIP projects.
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The $40.115 million CIP budget utilizes funding from Gas Tax, Metro Local Return Funds (i.e., Proposition C, Measure R, etc.), Measure W (Los Angeles County stormwater fee), Paving the Way Bond Proceeds, and Federal and State grants (i.e., HSIPL, Sewer Infrastructure) for a host of various projects. The budget document contains additional pages and detail of the CIP plan.
The following paragraphs will provide highlights and other information about the City’s FY 2024- 25 capital improvement program. The table below provides a high-level overview of CIP appropriations by fund (NOTE: not included in the amounts below are appropriations for debt service and administration – allowed charges for salaries and benefits):
Fund Description Fund Number
New
Appropriations
Carryover
Approprations*
M&O
Expenditures** Total Funding:
Gas Tax 200 - 2,651,000 730,000 3,381,000
Proposition A 210 - 7,309,300 7,309,300
Proposition C 215 885,100 1,168,900 334,600 2,388,600
Measure M 222 2,102,000 - 25,000 2,127,000
Measure R 220 1,294,000 85,000 1,379,000
Measure W 229 758,106 - 758,106
SB1/RMRA 201 1,100,000 - 1,100,000
TDA-3 223 100,000 - 63,300 163,300
Sewer Infrastructure 263 - 2,100,000 2,100,000
HSIPL Grant (265) 833,100 - 833,100
SSARP Grant (265) - - -
Prop C - Paving the Way 215 - 11,698,200 11,698,200
Meas M - Paving the Way 222 - 2,214,840 2,214,840
Meas R - Paving the Way 220 - 1,748,400 1,748,400
7,072,306 28,975,640 1,152,900 37,200,846
**Maintenance and Operations appropriations include signs, markings, street sweeping, concrete cutting/sidewalk repair and other releted expenses. Not included are expenses related to administration (i.e., salaries, benefits) or debt service on the Paving the Way Bonds *These amounts are estimates; actual amounts will not be known until after June 30, 2023. Subsequent City Council action will follow to re-appropriate carryover funds for applicable CIP projects.
There are several new projects as well as existing projects having their budget increased, that are in different stages of planning: engineering studies/analysis, design, construction, maintenance or debt service/other expenses:
• Bluff Road Slop Stabilization project would commit $469,000 towards repair work • Signal synchronization work long Washington Blvd would utilize $559,800 in Proposition C funding
• Design and construction work for Plaza Drive would commit $894,100 in Proposition C funds for this project in the northeast corner of the City
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• The City has an annual street resurfacing program, encompassing “grind and overlay,” “slurry seal,” “reconstruction,” and “HYRAP” work, depending on the condition of the street. These annual projects will have more than $3.4 million committed to them by using Measure M, Measure R, SB1/RMRA and TDA-3 funds
• Regular maintenance such as replacing signs, maintaining traffic signals, striping, and other related work will be funded utilizing State Gas Tax funds ($805,000) • New for FY 2024-25 is the use of $346,000 in Proposition C funds to help offset the citywide street sweeping contract, reducing the burden on the General Fund The City will also continue utilizing the remaining Paving the Way bond funds ($15.661 million) to repair and pave streets throughout Montebello. Additional details and plans will be provided at subsequent City Council meetings as construction contracts are put out to bid and subsequently awarded.
As discussed earlier in this Budget Message, staff have improved cost allocation methods, and will be utilizing the maximum amount allowed per Metro Local Return Fund guidelines to offset administrative costs. Public Works staff and consultants conducting engineering, planning and related work charge their time to Proposition A, Proposition C, Measure M and Measure R on an “hours worked" basis. This allocation of time relieves the General Fund of these expenses, allowing for additional budget capacity.
Conclusion
The Fiscal Year 2024-25 budget is being prepared under promising, yet tempered, conditions as the economic and social impacts of the global pandemic continue to wane since the spring of 2020. The entire $227.109 million all-funds spending plan provides appropriations across the full range of services that Montebello provides: fire, police, transit, public works, community services, planning, building, code enforcement, information technology, financial planning, homeless outreach, street improvements, recruitment, and so forth. There will be $222.423 million in revenue from various sources to fund the myriad expenditures across all operations.
This budget provides an expansion of certain services and programs, while continuing the process of modified zero-based budgeting that will place Montebello on sound financial footing. It represents the final year of the five-year plan designed to create a culture of fiscal responsibility throughout the organization. Right sizing the budget by re-evaluating prior methods by which budgets were built will continue, providing funding where appropriate while ensuring the City lives within its means and manages public funds responsibly and transparently while meeting the needs of residents and responding to City Council priorities.
The myriad accomplishments of the past year, and the projects and programs planned and funded in the Fiscal Year 2024-25 budget will help Montebello in its second century of incorporation. The efforts and positive strides forward will ensure the next 100 years see more successes and keep Montebello progressing forward.
ITEM # 9
CITY OF MONTEBELLO
CITY COUNCIL AGENDA STAFF REPORT
TO: Honorable Mayor and City Council Members
FROM: Raul Alvarez, City Manager
BY: Michael Solorza, Director of Finance
SUBJECT: ANNUAL APPROVAL OF INVESTMENT POLICY
DATE: June 12, 2024
RECOMMENDATION(S):
It is recommended that the City Council:
1. It is recommended that the City Council adopt Resolution No. 24-39 approving the Investment Policy Statement for the City and Successor Agency as required by Government Code Section 53601 et al.; and,
2. Take such additional, related action that may be desirable.
FISCAL IMPACT:
Approval of the updated Investment Policy Statement (Attachment B) has no immediate fiscal impact. State Government Code requires annual review and approval of the investment policy by a City’s governing body, even if no changes are made to the policy.
The attached policy remains unchanged from the version approved by the City Council last year (June 14, 2023). Staff is bringing the policy for City Council review and approval so this process remains aligned with annual budget development and adoption.
BACKGROUND/DISCUSSION:
State Government Code requires cities to have a City Council approved investment policy that guides the investment of idle cash. The policy is intended to provide specific criteria for the prudent investment of City and Successor Agency funds. The ultimate goal of the policy is to enhance the economic status of the City while protecting funds under management and meeting daily cash flow needs.