Agenda — Monterey Park City Council, May 25, 2022

CITY COUNCIL OF MONTEREY PARK

THE CITY COUNCIL ACTING ON BEHALF OF THE SUCCESSOR AGENCY OF THE FORMER

REDEVELOPMENT AGENCY, THE HOUSING AUTHORITY, THE MONTEREY PARK FINANCING

AUTHORITY AND THE MONTEREY PARK GEOLOGIC HAZARD ABATEMENT DISTRICT AGENDA

SPECIAL MEETING

Monterey Park City Hall Council Chambers
320 W. Newmark Avenue, Monterey Park, CA 91754

Wednesday
May 25, 2022
6:30 p.m.

GENERAL INFORMATION
Documents related to an Agenda item are available to the public in the City Clerk’s Office located at 320 West Newmark Avenue, Monterey Park, CA 91754, during normal business hours and the City’s website at http://www.montereypark.ca.gov/AgendaCenter/City-Council-17.

The public may watch the meeting live on the city’s cable channel MPKTV (AT&T U -verse, channel 99 or Charter Communications, channel 182) or by visiting the city’s website at http://www.montereypark.ca.gov/133/City-Council-Meeting-Videos.

PUBLIC PARTICIPATION
You may speak up to 5 minutes on Agenda item. You may combine up to 2 minutes of time with another person’s speaking. No person may speak more than a total of 10 minutes. The Mayor and City Council may change the amount of time allowed for speakers. Written Communication will be accepted up to 24 hours before the meeting via email to [email protected].

Per the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call City Hall at (626) 307-1359 for reasonable accommodation at least 24 hours before a meeting.

Council Chambers are wheelchair accessible.

CALL TO ORDER Mayor
FLAG SALUTE Mayor
ROLL CALL Peter Chan, Hans Liang, Henry Lo, Yvonne Yiu

AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS

MISSION STATEMENT
The mission of the City of Monterey Park is to provide excellent services to enhance the quality of life for our entire community.

Monterey Park City Council Agenda, May 25, 2022 - Page 2

PUBLIC COMMUNICATIONS:

While all comments are welcome, the Brown Act does not allow the City Council to take action on any item not on the agenda. The Council may briefly respond to comments after Public Communications is closed. Persons may, in addition to any other matter within the City Council's subject-matter jurisdiction, comment on Agenda Items at this time. If you provide public comment on a specific Agenda item at this time, however, you cannot later provide comments at the time the Agenda Item is considered.

NEW BUSINESS

1. FISCAL YEAR 2022-2023 BUDGET
It is recommended that the City Council consider:
(1) Receiving and filing the Preliminary Budget documentation for Fiscal Year 2022-2023; and (2) Alternatively, take such additional, related, action that may be desirable

Consideration and possible action regarding the Fiscal Year 2022-2023 Budget. Staff will present a brief overview of policy issues, financial prospect and economic development, challenges/solutions, goals and strategies associated with the budget including, without limitation, the following matters

• City 2022-2023 spending plan overview;
• Proposed staffing changes to reflect efficient core staffing mix; • Proposed capital improvement projects;
• Goals and Objectives presented by all departments.

Council may raise other development, policy, capital project and potential budget adjustment items for consideration as part of the Budget.

ADJOURN TO TUESDAY, MAY 31, 2022, 6:30 P.M. IF NEEDED

City of Monterey ParkCalifornia
PreliminaryBudget
FY 2022-2023
1 CITY OF MONTEREY PARK

PRELIMINARY BUDGET
FY 2022-2023

TABLE OF CONTENTS
BUDGET MESSAGE……………………..…………………………………………………………………… A1

FUND LEVEL
FUND ACTIVITY....………………………………………………………………………………… C1
SOURCE OF FUNDS ………………………………….…………………………………………... C4
SUMMARY OF REVENUES & TRANSFERS-IN ………………………………………………. C7 FY 2021–2022 FUND BALANCE CHANGE SUMMARY..……………………………...…… C9 REVENUE GRAPHS ……………………………………………………..………………………… C10
FIVE-YEAR SUMMARY OF REVENUES & TRANSFERS-IN BY FUND TYPES………….. C11 FIVE-YEAR SUMMARY OF EXPEPNDITURES & TRANSFERS-IN BY FUND TYPES.... C12 EXPENDITURES BY FUND AND CHARACTER ………………….…………………………… C13 SOURCE OF FUNDS BY DEPARTMENT .……………………………………………………… C14 FIVE-YEAR GENERAL FUND REVENUE AND EXPENSE FORECAST ………..………….. C15 CITYWIDE PERSONNEL SUMMARY…………………………………………………………… C17
DE

PARTMENT OPERATING LEVEL
CITY COUNCIL ……………………………………………………………………………….. D1
City Council -1101 ……………………………………..………………………….. D3
Regional Associations -1110 ……………………………………………………. D6
CITY MANAGER ……………………………………………………………………………….

City Manager -1201 …………………………………..…………………………….

E1
E4
SA for the Former RDA -1203 …………………………………………………… E7
Economic Development -1205 …………………………………………………. E8
Media Production and Communications -1209 …………………………….. E10 Business Improvement District Area No. 1 -1111…………..……..………. E12 2 CITY CLERK -1301 ........................................................................................ F1 CITY TREASURER -1501 ............................................................................... G1 CITY ATTORNEY -1601 ................................................................................. H1 MANAGEMENT SERVICES DEPARTMENT ………………………………………… I1
Finance -1403 ................................................................................... I5 Data Processing Management -1404 ................................................ I8 Community Housing Assistance -1405 ............................................. I10 Revenue Collection -1406 ................................................................. I13 Central Support Services -1407 ........................................................ I15 HU
MAN RESOURCES & RISK MANAGEMENT …………………………………... J1
Human Resources -1801 ................................................................... J4 Risk Management -1802 ................................................................... J7 COMMUNITY DEVELOPMENT …………………….............................................. K1 Planning -1701 ………………… .......................................................... K4 Building & Safety -1702 .................................................................... K8 POLICE DEPARTMENT ………………………………………………………………... L1
Administration -3101 ........................................................................ L7 Traffic Bureau -3102 ......................................................................... L10 Field Services -3103 ......................................................................... L13 Investigations -3104 ........................................................................ L16 Animal Services -3111 ...................................................................... L19 Communications -3112 ..................................................................... L22 Jail -3113 .......................................................................................... L25 Records -3114 ................................................................................... L28 Computer Services -3115 ................................................................. L31 Community Engagement Bureau -3120 ........................................... L33 FIRE DEPARTMENT ……………………………………………………………………. M1
Administration -3201 ........................................................................ M5 Fire Prevention -3205……………………………………………………….. .. M7
Emergency Operations -3210 ........................................................... M10 Emergency Medical Services -3220 .................................................. M13 Community Risk Reduction -3230 .................................................... M15 Code Compliance -3240 .................................................................... M18 3 MONTEREY PARK BRUGGEMEYER LIBRARY ……………………………………. N1
Library Administration -6001 …………………….. ............................... N6 Reference and Adult Services -6002 ................................................ N8 Technical Services -6003 .................................................................. N11 Literacy -6005 ................................................................................... N14 Children Services -6006 .................................................................... N17 RECREATION & COMMUNITY SERVICES DEPARTMENT …………………….. O1 Recreation Facilities -6502………………………………………………… O5
Aquatics -6503………………………………………………………………… O7
Senior Programs -6505……………………………………………………… O9
Youth Programs -6506 ………………………………………………………. O12
Recreation Programs -6507……………………………………………….. O14
Special Events -6508 .………………………………………………………. O16
Community Transportation -6511 ………………………………………. O18
PUBLIC WORKS DEPARTMENT……………………………………………………… P1
Community Transportation -4201 .................................................... P7 Street Maintenance -4202 …………………………………………….…... P9
Storm Drain Maintenance -4203 ..................................................... P11 Sanitary Sewer Maintenance -4204 ................................................ P13 Street Cleaning -4205 ……………………………………………..……….. P15
Traffic Control -4206 …………… ....................................................... P17 Street Lighting -4207 …………… ...................................................... P19 Refuse Collection -4208 ………. ........................................................ P21 Building Maintenance -4210 ………….. ............................................. P23 Motor Pool Shop -4211 ………… ....................................................... P25 Engineering -4212 …………………………………………………………… P28
Parkway Maintenance -4216 ………….. ............................................ P31 Parks -4217 …………………………………………………………………… P33
Water Administration -4220 … ......................................................... P36 Water Commercial -4221 ………………………………………………….. P38
Water Production -4222 ……………. ................................................. P40 Water Distribution -4223 …………. ................................................... P42 Well No. 5 -4226 …..…………………………………………………………. P45
Well No. 12 Treatment Plant -4227 …..………………………………… P47
Well No. 1, 3, 10 -4229 …………………………………………………….. P49
Well 12 Dual Barrier -4230 … ........................................................... P51 Well 15 -4231 ………………………………. ........................................... P53 4 NON-DEPARTMENTAL ........................................................................................... Q1 General Liabilities Program -5101 ..................................................................... Q2 Post-Employment -5102 ………… ....................................................................... Q3 Workers’ Compensation -8301 .......................................................................... Q5 CAPITAL IMPROVEMENT PROGRAM .............................................................................. R1 Street Construction -5001 ………… .................................................................... R3 Community Improvements -5002 ..................................................................... R4 Enterprise Capital Projects -5005 ..................................................................... R5 Five-Year Capital Improvement Program…………………………………………….. R6 DEBT SERVICE .............................................................................................................. S1

CITY OF MONTEREY PARK

320 West Newmark Avenue • Monterey Park • California 91754-2896 www.montereypark.ca.gov
Ci
ty Council
Peter Chan
Hans Liang
Henry Lo
Yvonne Yiu
Cit
y Clerk
Vincent D. Chang
Ci
ty Treasurer
Joseph Leon
May 25, 2022
Honor
able Mayor and Members of the City Council
It is
my privilege to present the Preliminary Budget for all operations of the City of Monterey Park for the fiscal year 2022-2023. The City’s 2022-2023 spending plan, which funds public safety, community and economic development, transportation, parks and open space, recreation and library, infrastructure investments, and city facility upgrades, is developed in the most responsive manner toward achieving the goals and strategic programs following City Council's priorities and policy direction. This year is no exception that our focus clearly remains on how to best offer a myriad of services to our diverse community as we continue to maneuver through the economic uncertainties.

Ec
onomic Environment
Ac
cording to data released by the California Employment Development Department (EDD), California’s unemployment rate decreased to 4.9 percent in March 2022. This reduction is a significant drop from March 2021 at 8.4 percent and even more from the historical high of 16.0 percent unemployment rate recorded in April 2020 due to the COVID -19 pandemic. The Los Angeles Area unemployment rate in March 2022 decreased to 4.9 percent from the 10.9 percent rate recorded in March 2021. The March 2022 unemployment rate has reached near pre -pandemic rates. The current issue in today’s labor market is the decrease in the U.S. labor force, which has occurred over the last eighteen months. While unemployment typically rises in a downturn, the labor force does not typically decline. The current contraction has been driven primarily by retiring baby boomers. Record job openings indicate that there are ample opportunities for workers, and that labor shortages are the fundamental constraint on employment expansion.

Cur
rent and next year’s economy influences include high inflation passed along in the cost of goods and expected interest rate increases by the Federal Reserve. Food service, hospitality and retail trade industries struggle to find and retain employees. Impacted by the Ukraine - Russia crisis, fuel prices remain volatile. Supply chain and raw material interruptions could disrupt some sales. COVID -19 continues to remain a public health challenge.

In
the City of Monterey Park, economic development is an integral component of the City’s revenue generating activities. With 500,000 square feet, the Market Place, located along the Pomona Freeway, is the largest commercial shopping center ever developed in the community. Since its opening in May of 2018, the Market Place development has been a constant revenue generator. The City is projecting the Market Place to continue a steady revenue flow with a moderate increase for the upcoming year.

T
he City has also welcomed the hotel industry in establishing new hotels along the North Atlantic Boulevard corridor to meet the growing demand for visitor accommodations in the greater San Gabriel Valley area. A new 288-room Courtyard by Marriott hotel opened in March 2021 along the 10 FWY (San Bernardino Freeway). The City anticipates a new 134-room with 84 condominium units Holiday Inn and Suites hotel , inc luding a residential mixed -use component currently under construction scheduled to open in 2022-2023.

C
eladon at Garvey & Garfield is a mixed-use development in Downtown Monterey Park that will offer 108 units of family housing with 70,000 square feet of retail and food establishments. Residents of the building will have access to three major common areas, all of which are integrated with the outdoors to take advantage of the mild Monterey Park climate. Celadon developers and architects embraced the new urbanist concepts of compact, dense, and walkable communities to improve both quality of life for the residents, as well as lighten the community’s footprint on the environment. Estimated completion was anticipated for mid -2023, however, development progress has been slow and completion is unknown at this time.

A
dditional commercial projects currently in the works or recently opened include:
• A 7-Eleven store and gas station on 616 New Avenue,
• A Starbucks and gas station on 2439 S. Garfield,
• A Raising Cane on 1970 South Atlantic Blvd.,
• Two self-storage facilities, one on 2500 Davidson and another one on 505 Monterey Pass Road, • A mixed-use commercial and retail development on 540 W. Garvey Avenue, • A mixed-use residential and retail development on 808 W. Garvey Avenue, and • A multi-tenant medical office and commercial condominium on 120 W. Hellman.

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he City of Monterey Park experienced a net taxable value increase of 3.4% for the 2021/22 property tax roll, that was slightly less than the increase experienced countywide at 3.6%. The assessed value increase between 2020/21 and 2021/22 was $289 million. The change attributed to the 1.036% Proposition 13 inflation adjustment was $83.2 million. That accounted for 29% of all growth experienced in the City.

G
rowth in home sales strengthened in the summer of 2020 and many cities saw an increase in properties for sale. Sales price increases in 2020 were reflected on the 2021/22 tax rolls. North Bay counties saw mild declines in median prices in late 2019 and early 2020 and Southern California counties saw a flattening of prices in many areas. Homes prices increased in the second half of 2020. Sale prices grew due to low inventory and the declining mortgage rates. These conditions have continued to cause prices to rise in 2021. The median sale price of a detached single family residential home in Monterey Park from January through October was $830,000. This represents a $109,500 (15.20%) increase in median sale price from 2020.

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he 2022-2023 Preliminary Budget
T
he proposed City’s FY 2022-2023 Operating, Debt and Capital Budget total is $149.2 million of which $50.5 million is in the General Fund and $5.4 million are from one-time American Rescue Plan Act (ARPA) funds. This budget provides a road map for the City’s successful delivery of vital core services and infrastructure improvements, which can be seen in detail via the Fund, Department and Capital pages that follow. A careful and methodical approach was taken in preparing the budget A2

c
onsistent with City Council’s practice to exercise fiscal prudence with funding requests and the preservation of the General Fund reserves. Departmental budget requests were scrutinized considering essential operational needs and limiting the ongoing demand on the City’s finances. This operating budget takes the stance of status quo with escalations only where the cost -of-service delivery has increased and ARPA funds have been allocated.

T
he Preliminary Budget continues reflecting the Successor Agency (SA) budget of $2.7 million for enforceable obligations and administrative costs for winding down procedures of the former Monterey Park redevelopment agency.

M
onterey Park uses a five- year forecast to enable us to anticipate and adapt to economic challenges and to make decisions today with the next five years in mind. The five -year forecast aids the City’s administration in seeing our financial challenges before they are realized – giving the City the opportunity to identify and communicate with City Council and the community to implement solutions in advance. To this end the proposed budget does not attempt to fix the long- term structural issues facing the City, but further advances efforts to transition the City from financial stability to financial sustainability.

G
eneral Fund Revenue
G
eneral Fund is the main operating fund of the City and pays for the majority of the police, fire, building, zoning, public works, park maintenance, recreation, and library services. It is our practice to conservatively estimate all revenues included in the budget to avoid over committing to future service expansions.
(Amounts in 000s) Approved Est. Actual Estimated
2021-22 2021-22 2022-23
Property Tax $20,134 $20,134 $21,471
Sales Tax 8,563 9,509 9,544
Utility User Tax 2,800 2,800 2,961
Transient Occupancy Tax 1,983 1,522 1,827
Business License Tax 915 850 869
Other Taxes 1,220 1,220 1,279
Licenses & Permits 1,279 1,344 1,525
Service Charges 6,511 6,742 6,903
Other Revenue 4,047 4,047 4,173
Transfer-In
Total 47,452 48,168 50,552
P
roperty tax, and sales tax continue to be the largest revenue sources, representing 61 percent of the total General Fund's revenue. Each key revenue assumption for 2022-2023 is summarized as following:

Property Tax The property tax is an annual levy and is based on the value of land and structur es.

Property taxes constitute 42% percent of all City own-s ource revenue. Total gross assessed value for 2022 is $8.9 billion, up 3% or $278 million from last year . Prices for single family homes have A3

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ontinued to rise in response to lower inventory and interest rates. The median sale price of a detached single family residential home in Monterey Park from January through November 2021 was $830,000.

Furthermore, the largest value change came from the various commercial and industrial parcels located on N. Atlantic, Atlas Ave and Monterey Pass Rd. The parcels increased in value by $36.8 million.

Sal
es Tax The sales taxes represent the second -largest sources of local tax revenue. The sales tax is imposed on the retail sale of goods. In FY 2021 -2022, the City received corrected revenue from a misallocation of the Home Depot sales tax in previous fiscal years. For 2022-2023, the sales tax allocation correction is complete, and assumptions include: sales tax trends and economic drivers.

U
tility User Tax The City’s utility user tax rates are 3% for residential and 5.5% for commercial users.

The tax is applied to the consumption of electric, gas, and telephone services. The overall UUT revenue is projected to increase by 1% based on trends and historically data.

Transient Occupancy Tax Transient occupancy tax, TOT (hotel/lodging tax) is imposed on the rent of hotels and motels in the City. The current hotel tax rate is 12%. The amount includes projected hotel tax receipts from the Courtyard by Marriott Hotel. In addition, the City has implemented a strategy to collect TOT from short -term rental properties rented through home sharing services like Airbnb.

Currently, the increase in TOT revenue is unknown for short -term rental properties and will be monitored and reported once more information is received.

O
ther Taxes This category consists of property transfer tax and franchise tax. The property transfer tax is the real estate transfer tax at a rate of $1.10 per $1,000 of value transferred. Cities and county share the tax equally. Franchise tax is imposed by the City on gas, electric, and cable television for the privilege of using City streets. Revenues in Other Taxes projected to increase by 3% based on trends and historically data.

L
icenses and Permits Business license revenues are projected to increase slightly in FY2022-2023 as businesses are opened back up and new businesses start to emerge. The City is cautiously optimistic revenues will begin to increase in this category.

C
harge for Services This category includes charges for fee -supported City services. As we begin to recover from the pandemic, City services are returning to pre -pandemic levels, thus, revenues in this category are expected to increase to pre-pandemic amounts.

O
ther Revenues This category includes investment earnings, rents, fines, and miscellaneous revenue accounts. The City’s overall investment return is expected to increase in FY2022-2023 as interest rates begin to rise. The City is optimistic that other revenues will increase by 2% in the new fiscal year.

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G
eneral Fund Estimated Expenditures
B
elow is the summary of the General Fund expenditures and transfers for FY 2022-2023.

General Fund Expenditures & Transfers
(Amounts in 000s) Est. Actual Proposed
2021-2022 2022-2023
Police $18,918 $20,120
Fire 12,509 13,337
Public Works 3,214 2,995
Library 2,304 2,433
Community and Economic Development 1,586 2,015
Recreation/Community Services 2,067 1,744
General Administration 5,351 5,964
Non-Departmental 1,736 1,888
Capital Improvements 1,797
Total $49,482 $50,496
G
eneral Fund Balances
F
und Balances are often used to bridge economic cycles or weather emergency times so that community services can continue to be provided uninterrupted. Adequate fund balances are an indication of sound financial management. To tal General Fund reserve for 2022-2023 is projected to be $ 33.8 million, including $2.2 million as Unassigned. The unassigned portion can be used for any purpose.

G
eneral Fund Balance
2022-2023
(Amounts in 000s)
Estimate Estimate
2021-2022 2022-2023
Beginning Balances $35,137 $33,823
Revenues & Transfers 48,168 50,552
Expenditures & Transfers 47,685 50,496
*Capital Projects 1,797
Ending Balances $33,823 $33,879
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P
roposed Budget for Other Funds
O
ther City funds are classified as restricted funds. The restricted funds include Special Revenue Funds, Enterprise Funds, Internal Service Funds, and Successor Agency Funds. The se funds are kept separately for specific expenditures authorized by laws or City policies. The FY 2022-2023 Operating, Debt and Capital Budget expenditures for the restricted funds is $98.7 million and total projected revenues and transfers are $76.4 million. Below is a discussion of the major restricted funds.

Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes.

R
etirement Fund Funding of the City’s pension programs comes from a special property tax approved by the voters in 1946 and 1952. The City’s retirement tax rate has remained at $0.091175 per $100 of the assessed valuation since 1983. For 2022-2023, the projected retirement revenue is $9.5 million, and total appropriations are $13.5 million. The difference comes from various fund supplemental $ 4 million and the remaining Retirement Fund reserve. The supplements are projected to grow much higher in the next five years due to changes in CalPERS discount rates.

P
roposition A, C, Measure R, M, and W Fund These funds continue to be used for the City’s spirit bus, dial -a-ride, taxi coupons, bus pass programs, traffic signal upgrades, and various street and roadway improvements. For 2022-2023, total estimated reven ue is $ 3.9 million and total budgeted expenditures are $2.1 million.

R
oad Maint and Rehabilitation Act (SB1) Fund The Road Repair and Accountability Act of 2017 provides substantial new and more stable funding for state and local streets and roads over a period of ten years. For 2021-2022, the City expects to receive over $1.1 million from the SB1 funds and will be used for various street resurfacing rehabilitations per the City’s Pavement Management Study.

A
sset Forfeiture Fund Federal and State laws allow law enforcement agencies to retain assets seized in the drug- related arrests. These funds can only be used to augment investigation and enforcement activities. Distributions through the justice system are irregular. For 2022-2023, the estimated revenue is $20,000.

M
aintenance District Fund The City formed a Maintenance District in 1993 to finance the maintenance and operation of streetlights, street trees, and medians in accordance with the Landscaping and Lighting Act of 1972. Rates have never been adjusted since 1996. The projected revenue is $1.03 million. This revenue combines with a General Fund supplemental payment of $409,654 to fund the total district maintenance expenditure of $1.4 million.

Development Impact Fee Fund Pursuant to Chapter 3.110 of the MPMC Ordinance No. 2134, the City establishes development impact fees for safety, circulation, water, sewer, library 653,410, which will be used for improvements per Government Code Section 66006.

G
rants Fund The City is allocated $15 million in one-time ARPA funds. These one-time funds have allowed the City to return to pre-pandemic service levels. Once these funds are depleted and/or expire by December 2024, the City will have to reduce services or find another sustainable funding source.

Enterprise Funds a ccount for activities financed and operated like those of business enterprise and are restricted for that specific purpose. The City is anticipating a Proposition 218 rate increase for water, sewer and refuse in 2022-2023.

Refuse Fund The refuse service includes trash collection, waste management, and recycling. The City r
efuse rates, which were last established on September 1, 2017, reflect calculated payments for the franchise contract with the disposal company and the City's administrative costs of the services.

Annually, the trash service providers can adjust their charge rates based on the Consumer Price Index.

The projected budget for 2022-2023 is $6.3 million for revenue $7.7 million for expenses. The increased in expenses are mainly for contract costs.

Sewer Fund The sewer rate is charged based on a customer and meter sized fixed rate. The Sewer Master Plan provided the City with a comprehensive assessment of $12.8 million to address 35% of the City’s sewer system. The projected budget for 2022-2023 is $2.9 million for revenue and $5.5 million for expenses and capital improvements.

Water Funds The City’s water system serves approximately 95% of Monterey Park residents. The system has 12 wells, 13 reservoirs, 5 treatment plants, 11 pumping stations, and 134 miles of water mains. The projected water revenues for water operation and treatment funds for 2022-2023 total $15.8 million, and proposed expenses are and capital improvements are $25.4 million. The water revenues are to cover the costs for the production, distribution, commercial, treatment, and capital improvements.

Internal Service Funds
T
he purpose of Internal Service (IS) funds is to centralize the services such as general liability claims, workers’ compensation insurance, motor pool operations and replacement, technology development, employee separation benefits, and post-employment medical liability. These funds are a cost allocation toll and financed through charges to departments. The 2022-2023 internal service fund charges are:
workers’ compensation $3.6 million, motor shop pool $3.2 million, separation benefits $1.1 million, technology $1 million, general liability $5 million and post-employment medical liability $1 million.

Debt Service and Outstanding Loans
O
ngoing update and replacement of City’s infrastructure and capital assets is important to ensure quality service delivery. The cost for improvement is capital intensive and often times, it would not be feasible for the City to bank funds until sufficient amount can be accumulated. To fund improvement needs in a timely manner, the City has secured loans to finance various major improvements. Table below is a summary of the debt service payments for 2022-2023 and loan maturity years.

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D
ebt Services for 2022-2023
Fiscal Year Fiscal Year
Fund Type of Debt Description 2021-2022 2022-2023
621 Bonds Sales Tax Revenue Bonds Series 2021 613,627 1,051,450 (Final date: 06/2051)
101 Lease
Purchase SIEMENS Energy Efficiency Project 127,265 134,329 401 (Final date: 06/2030) 721,163 761,199
Sub-Total 848,428 895,199
401 Loan I-Bank La Loma/Highland Reservoirs 112,779 112,193 (Final date: 08/2030)
101
Lease
Purchase Police Mobile Radios & System 307,745 307,745
(Final date: 09/2032)
362 Note HUD Section 108 527,175 545,603
(Final date: 08/2022)
506 Bonds Pension Obligation Bonds 2004 1,137,877 1,112,819 Pension Obligation Bonds 2021 Series A 6,199,347 6,224,602 Merge with 2004 POBs (Final date: 06/2043)
Sub-Total 7,337,224 7,337,421
501 Lease
Purchase Fire Ladder & Engine Trucks 420,258 420,258
(Final date: 09/2025)
Total $10,167,236 $10,669,869
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Compensation and Staffing Level
S
taff affects the budget more than we often assume. As with most public agencies, personnel costs are the City's single largest operating expenditure. Total staffing for 2022-2023 is 386 full time equivalent (FTE) positions, adjusted up by 2 full time staff from 2021-2022. The City continues evaluating its organizational structure for the most efficient core staffing mix . It has always been the City’s goal to achieve the optimal service delivery within a given personnel budget.

T
able below summaries position changes in 2022-2023 to meet the proposed service levels.

P
roposed Staffing Changes
2022-2023
Pension Funding
O
n February 16, 2021, the City issued Pension Obligation Bonds in the amount of $106,335,000, paying off in its entirety the City’s Unfunded Accrued Liability (UAL). While this payment brought the City’s UAL to a zero balance in February of 2021, moving forward the City may continue to incur additional UAL costs. The City has implemented an Unfunded Pension Liability Policy to mitigate additional UAL costs. The second bond payment is scheduled for July 2022.

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ension costs including bond payment are projected to be $11.8 million for 2022-2023, which will be funded by the Retirement Fund and various other funds. Other funds supplement the pension cost for 2022-2023 at $ 4 million, $ 300,000 more than last year’s $ 3.7 million. The City’s personnel costs represent 75% of the City's budget. Like many state and local governments, the City has experienced fiscal pressures in meeting its retirement plan obligations and will continue to seek remedies.

T
he table below shows the required and projected employer contributions for the next five fiscal years.

The projection assumes that all actuarial assumptions will be realized and that no further changes to assumptions, contributions, benefits, or funding will occur during the projection period. The projected normal cost percentages in the projections below reflect that the normal cost will continue to decline over time as new employees are hired into PEPRA or other lower cost benefit tiers. The percentages below include new UAL charges: $181,144 for Miscellaneous and $13,209 for Safety in FY2022-23.

De partme nt Position FTE Salary & Be ne fits
Management Services Information System Specialist 1.00 $57,824 City Manager's Office Media Production and Communications 1.00 $55,424 Total FTE 2.00 $113,247
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O
ther Post-Employment Benefits (OPEB) Funding
Post-employment medical benefits are important because they are a form of promised deferred compensation and represent a significant and often growing element of employee -related costs. The net OPEB liability is reported on the annual financial report, which is approximately $24.4 million based on a 30- year amortization. The City started addressing the unfunded liabilities associa ted with retiree health care in 2012 and established a formal trust account with CalPERS CERBT Program to systematically accumulate resources in trust to fund the retiree health care liabilities. Through this advance funding method, the City is to ensure its sustainable promises over time and to systematically reduce the unfunded accrued liabilities, thus achieving the City's goal in addressing the retiree medical liabilities. For 2022-2023, the City continues a $1.0 million OPEB trust contribution to proac tively manage the retiree medical unfunded liability.

I
nfrastructure and Capital Improvements
C
ontinued investment in the City’s infrastructure and capital improvements is the key to a long- term economic success and better quality of life for our community. For 2022-2023, the City is proposing a total of $ 25.5 million from various funds for our inf rastructure and capital investments. All project information is in the Capital Improvement Program of the document.

I
n Closing
T
he FY 2022/23 Proposed Budget transitions the City from a pandemic state to a post-pandemic world.

It addresses Council priorities for the next fiscal year and continues the work of the City to deliver high quality services to the community. The entire community, including the City organization, has experienced an unforgettable and previously unimaginable time over the past 24 months. This budget is forward -looking, while learning from our collective experience. We have learned new ways to conduct business, many of which will carry forward to allow service delivery to continue at high levels and with even greater efficiencies. W e have improved transparency, both with this budget document, but also through new technologies and practices. We look forward as an organization to continuing on this path.

I
am focused on continuing to support our residents and businesses as we continue to navigate through these times together. I am committed to implement the City Council’s direction to further advance efforts to transition from a financially stable organization to an organization that is financially sustainable by seeking ways to promote economic development, retain local businesses, and maintain revenues needed to continue to provide excellent service.

P lan Projected
2022-2023
Projected
2023-2024
Projected
2024-2025
Projected
2025-2026
Projected
2026-2027
Safety 19.54% 19.70% 19.90% 20.20% 20.10%
Miscellaneous 12.09% 11.80% 11.50% 11.30% 11.00%

31.63% 31.50% 31.40% 31.50% 31.10%
A10

I
will continue to closely monitor budget allocations and recommend adjustments as revenues are received and recorded. The City’s focus is to continue maintaining excellent community service while being fiscally responsible.

I
would like to thank City Council for your leadership and all the stakeholders for their continue support during the COVID-19 pandemic, as difficult discussions and decisions must be made in directing the financial affairs of our City in the most responsible manner. We also extend our appreciation to all City departments and Management Services staff for their hard work in completing this 2022-2023 Preliminary budget.

R
espectfully,
R
on Bow
City Manager
A11

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CITY OF MONTEREY PARK

FUND ACTIVITY
The City of Monterey Park’s fiscal activities are budgeted and accounted for through the use of funds. A fund is a separate fiscal entity, which is self-balancing and free standing. The use of funds enables the maintaining of separate records for particular purposes. Government Finance Officers Association (GFOA) recommends that every state or local government that uses fund accounting establish clear criteria for determining whether a given fund in its accounting system should be treated as a fund for purposes of external financial reporting. The application of these criteria to individual funds should be documented and then periodically reviewed to take into account changes in circumstances (for example, a significant decrease in a revenue source reported as a separate special revenue fund). A government’s periodic review of its fund structure ought to specifically consider whether the goals of general purpose external financial reporting could better be achieved by combining similar funds in the accounting system into a single fund for financial reporting purposes. For example, for budget reporting, all small Special Revenue funds are consolidated in this financial plan.

The fund categories are: Governmental Funds, Proprietary Funds, and Fiduciary Funds. The five fund types are: General, Special Revenue, Enterprise, Internal Services, and Agency.

Governmental Funds – Funds generally used to account for tax-supported activities. • The General Fund is the primary operating fund of the City. The General Fund is used to account for resources traditionally associated with government which are not required by law or by sound financial management practice to be accounted for in another fund. • Special Revenue Funds (SRFs) account for the proceeds of revenue sources that are restricted by law or administrative action to expend for specific purposes. Primary sources of SRF revenue are federal, state, local and private grants; contractual agreements. Special revenue funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for speci fied purposes other than debt service or capital projects.

Proprietary Funds – Funds used to account for a government's ongoing organizations and activities that are similar to businesses found in the private sector. These funds are considered self- supporting in that the services rendered by them are generally financed through user charges or on a cost reimbursement basis.
• Enterprise Funds are established to account for activities of a government that provide goods or services primarily to the public at large on a consumer charge basis. Most business-type activities of a government are accounted for and reported in this fund.

CITY OF MONTEREY PARK

FUND ACTIVITY
• Internal Service F unds are established to finance, administer, and account for departments or agencies of a government whose exclusive or nearly exclusive purpose is to provide goods or services (e.g. Technology services) to the government's other departments on a cost reimbursement basis.

Fiduciary Funds – Funds account for assets held by the government in a trustee or agent capacity such as taxes collected and held on behalf of local governments, pension plans, and trusts that receive external donations for the benefit of parties external to the government. • A
gency Funds are holding accounts for assets belonging to an entity other than the government. For example, Successor Agency funds for the payment of bonds are agency funds.

City of Monterey Park Account Structure:

T
he City’s financial system is organized around a structure that is commonly found in most public agencies.

Fund*
Organization
Object
Project
*Council adopts the
Citywide Budget at the
Fund Level.

CITY OF MONTEREY PARK

FUND ACTIVITY
Fund: Each fund represents a self-balancing group of accounts and a balance sheet that allows for the segregation of resources from all others maintained by the City. For example, the General Fund accounting structure accumulates, and tracks monies collected for the purpose of providing the services that fulfill the general government role of the City. These costs include those for central administration including the City Manager’s Office, Human Resources and the Management Services Department. Other general government costs included are Police, Fire Protection , Recreation and Library.

Organization: The
organization or org code identifier (also referred to as division) is used within the City’s accounting system to identify a specific program assigned to a department division.

Thus, a single department can have one or more organization codes assigned to it in order to capture revenues and expenses for each separate function.

Object: The basic unit of the City’s accounting structure is the object code. The purpose of the object code is to provide a means for separating each type of revenue and expense from another.

For example, full-time salaries are charged to Object Code 5103.

Project: A project tracks Capital and/or
a specific revenue or expense. For example, w ithin each project, there could be specific revenue funding the project such as grant revenue.

CITY OF MONTEREY PARK

SOURCE OF FUNDS

GOVERNMENTAL FUNDS
G
eneral Fund:

G
eneral Fund (101/105) The City's primary operating fund and support for most basic services. All revenues that by law or the requirements of sound financial management do not have to be placed in a separate, restricted fund are deposited in the General Fund.

R
ecreation Fund (102) accounts for the costs of adult recreational activities, after -school da ycare programming and community classes offered by the Recreation and Parks Department.

P
assport Services (111/112) accounts for cost for services providing to U.S. citizens applying for their passport.

Sp
ecial Revenue Funds:

P
ublic Safety Augmentation Fund (201) accounts for the City's share of a one-half percent sales tax approved by the electorate in November 1993, as applied exclusively to public safety services.

R
etirement Fund (202) accounts for revenue received for voter-approved tax on real property to fund employee retirement costs, as established pursuant to Monterey Park Municipal Code Section 2.40.060.

D
evelopment Impact Fee Fund (204/205/231) accounts for the proceeds of a development fee used for the purpose of improvements and related expenditures for Law Enforcement, Fire Suppression /Medic, Circulation, Water Distribution, Sewer Collection, Library Facilities and Collection, Public Meeting Facilities, Community Facilitie s, Aquatics Facilities and Park Land Improvements, as established pursuant to Monterey Park Municipal Code ordinance No. 2134.

H
ousing Fund (206) accounts for the SERAF loan payments to fund the housing activities including the City’s rental rehabilitation programs, the critical maintenance program and the new affordable housing programs to reach a greater number of eligible residents.

CE
RCLA Liability Fund (216) accounts for fees collected from waste haulers to provide protection against environmental liability exposure, particularly incidents falling under the Comprehensive Environmental Response Cleanup and Liability Act (CERCLA). Haulers are assessed on the basis of waste tonnage disposed as a prerequisite to obtaining a business license.

B
usiness Improvement Area #1 Fund (219) accounts for receipts and expenditures relating to the development and promotion of business activities in the downtown area of the City.

CITY OF MONTEREY PARK

SOURCE OF FUNDS
Ma
intenance District 93-1 Fund (220) accounts for receipts and expenditures relating to the Citywide benefit assessment district for street lighting and median maintenance.

B
ike Routes Fund (236) accounts for expenditures financed by State of California Transportation Development Act, Article 3, funds for bike routes and pedestrian facilit ies improvements.

R
oad Maintenance and Rehabilitation SB1 (237) accounts for the City’s share of RMRP funds to address deferred maintenance of the local streets a nd road systems. S B1 was approved and filed in April of 2017.

P
roposition A Fund (238) accounts for the City's share of a one -half percent sales tax approved by the electorate in November 1980 and collected by the County of Los Angeles to finance transportation programming and related capital projects.

Mea
sure R Fund (239) accounts for revenue derived from the one -half percent sales tax approved pursuant to Assembly bill 2321, Measure R Ordinance of the LACMTA. The funds are to be used to augment for transportation purpose.

Mea
sure M Fund (240) accounts for the City’s share of a one-half percent sales tax approved by the electorate in November 2016, to finance transit operations, local street improvements, bicycle and pedestrian connections, and transit services.

Prop
osition C Fund (241) accounts for the City's share of a one -half percent sales tax approved by the electorate in November 1990, as collected by the County of Los Angeles to finance transportation programming and related capital projects.

G
as Tax Fund (242) accounts for expenditures financed by money apportioned from taxes on the purchase of gasoline fuel under the Streets and Highway Code of the State of California.

A
ir Quality Improvement Fund (247) accounts for the City's shar e of additional motor vehicle registration fees imposed by the South Coast Air Quality Management District to finance the implementation of mobile source emission reduction programs and the provisions of the California Clean Air Act.

G
rant Funds (300s) accounts for special purpose financing provided by Federal, State, County or other agencies requiring segregated fund accounting.

A
sset Forfeiture Fun d (301/302/307) accounts for revenues derived from monies and property seized by the Police Department in drug- related incidents. Application of funds restricted to enhancement of drug enforcement activities.

CITY OF MONTEREY PARK

SOURCE OF FUNDS

PROPRIETARY FUNDS
E
nterprise Funds:

W
ater Operation Fund (401) used to account for financial resources for the water operation including commercial, production, distribution, and implementation of Water Master Plan.

W
ater Treatment Fund (402) used to account for financial r esources for the treatment of certain chemical contaminations to meet water quality standards.

S
ewer Fund (411) accounts for construction and improvement to deficient sanitary sewer mains identified in the Sewer Master Plan, as established pursuant to Monterey Park Municipal Code Section 14.06.060.

Ref
use Fund (421) accounts for receipts and expenditures relating to waste management activities including refuse collection, disposal, and recycling.

I
nternal Service Funds:

C
ity Shop Fund (501) accounts for the purchase and upkeep of all motorized equipment used by City departments.

T
echnology/Data Processing Fund (502) accounts for the costs of centralized data processing activities, including computer networking, and replacement of telephone system.

Ge
neral Liability Fund (503) accounts for the City's general liability insurance program, including claims management, legal and other expenses.

W
orkers' Compensation Fund (504) accounts f or th e City's workers' compensation insurance program, including claims management, legal and other expenses.

Se
paration Benefits Fund (505) accounts for costs resulting from employee separation from service (accrued vacation, sick, compensatory, and holiday leave time).

O
ther Post-Employment Benefits (OPEB) Fund (507) accounts for annual set-asides for retiree medical costs per Governmental Accounting Standards Board Statement 45.

C6
Summary of Revenues and Transfers-In
FY 2021-2022 Budget
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2020-2021 2021-2022 2021-2022 2022-2023 101 GENERAL FUND 146,213,082 47,338,011 48,053,852 50,372,827 102 RECREATION 7,577 64,250 64,250 129,500
112 LIBRARY PASSPORT SERVICES 12,279 50,000 50,000 50,000 Total General Fund 146,232,939 47,452,261 48,168,102 50,552,327 201 PUBLIC SAFETY AUGMENTATION FUND 789,917 780,000 780,000 790,000 202 RETIREMENT FUND 11,485,784 11,418,368 11,418,368 13,473,370 204 CIRCULATION SYSTEM DIF FUND 27,281 200,000 200,000 100,000 205 LAW ENFORCEMENT_FIRE DIF FUND 37,046 215,500 215,500 215,100 206 CITY HOUSING SPECIAL REVENUE FUND 7,029 137,342 137,342 137,342 209 RECORDS MANAGEMENT FEE TRUST FUND 0 20,000 20,000 0 210 ELAC INSTRUCTIONAL SERVICE PROGRAM 0 60,000 60,000 0 212 GENERAL PLAN REVIEW TRUST 0 61,085 61,085 0
216 CERCLA LIABILITY FUND 136,869 235,375 235,375 138,484 218 MAINTENANCE TRUST 0 149,350 149,350 0
219 BUSINESS IMPROVEMENT AREA 1 65,805 75,000 75,000 75,000 220 MAINTENANCE DISTRICT 93_1 1,000,490 999,775 999,775 1,026,920 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 48,196 164,310 164,310 164,310 232 PROP A_PER PARCEL 0 0 0 7,944
235 ASPHALT_CONCRETE INCENTIVE 0 30,000 30,000 0
236 BIKE ROUTE FUND 0 44,489 44,489 56,848
237 ROAD MAINTENANCE AND REHABILITATION ACCOU 1,134,820 1,105,881 1,105,881 1,252,121 238 PROPOSITION A FUND 1,261,962 1,401,492 1,401,492 1,580,078 239 MEASURE R FUND 783,501 768,007 768,007 917,410
240 MEASURE M FUND 888,929 865,741 865,741 1,038,598
241 PROPOSITION C FUND 1,039,279 1,019,843 1,019,843 1,223,379 242 STATE GAS TAX FUND 1,326,733 1,568,579 1,568,579 1,634,556 247 AIR QUALITY IMPROVEMENT FUND 79,566 80,500 80,500 80,100 248 MEASURE W FUND 728,186 740,000 740,000 740,000
249 SB2 FUND 0 310,000 310,000 0
280 MEASURE B 0 0 0 110,601
Sub-Total Other Special Revenues 20,841,394 22,450,637 22,450,637 24,762,161 300 DISASTER FUND 840,782 0 0 0
301 ASSET FOREFEITURE FUND - JUSTICE 32,109 35,000 35,000 0 302 ASSET FOREFEITURE FUND - TREASURY 60,639 25,000 25,000 20,000 303 BULLETPROOF VEST POLICE GRANT 3,547 6,845 6,845 8,347 304 STC STANDARDS_TRAINING_CORREC 0 6,600 6,600 46,600
305 POST 35,901 40,000 40,000 35,000
306 AB109 TASK FORCE GRANT 0 80,125 80,125 0
307 ASSET FOREFEITURE FUND - STATE & COUNTY 49 20,000 20,000 0 308 STATE LAW ENFORCE SVC_COPS 158,009 150,000 150,000 153,807 310 SELECTIVE TRAFFIC ENFORCE_6 50,010 20,000 20,000 0
316 URBAN AREA INITIATIVE 2018 0 75,000 75,000 0
319 SELECTIVE TRAFFIC ENFORCE_7 40,082 109,000 109,000 0 320 CALIFORNIA FIRE FOUNDATION 14,750 14,750 14,750 15,000 321 GROUND EMERGENCY MEDICAL TRANSPORTION 0 46,000 46,000 40,000 324 EDISON FIRE SAFE COMMU 0 23,182 23,182 0
326 ASSIST TO FF COVID SUPPLE 0 20,000 20,000 20,000
327 HOMELAND SECURITY GRANT_2018 17,585 11,700 11,700 0 328 HOMELAND SECURITY GRANT_2019 0 0 106,444 0
331 URBAN AREA INITIATIVE 2019 0 42,451 42,451 0
334 OTS 8 0 0 114,000 40,000
351 WIOA GRANT 46,183 39,163 39,163 48,928
353 CALLIBRARY LITERACY SERVICES GRANT 38,264 43,477 43,477 38,992 361 HOME HOUSING PROGRAM 419,849 324,520 324,520 324,520 362 CDBG FUND 1,746,023 747,611 747,611 637,173
363 ARPA FUNDS 2,095 0 7,521,592 7,521,592
371 USED OIL RECYCLING BLOCK GRANT 7,250 7,339 7,339 8,542 C7
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2020-2021 2021-2022 2021-2022 2022-2023 373 BEVERAGE CONTAINER RECYCLING 0 15,206 15,206 15,236 383 ELAC INSTRUCTIONAL SERVICE PROGRAM 41,175 0 0 43,765 385 LEAP 0 0 0 300,000
Sub-Total Grants 3,554,303 1,902,969 9,645,005 9,317,502 Total Special Revenues Funds 24,395,697 24,353,607 32,095,643 34,079,663 401 WATER FUND 10,132,615 8,888,000 8,938,000 10,258,000 402 WATER TREATMENT WQA EPA FUND 5,631,564 6,450,000 6,450,000 5,520,000 409 WATER DIF 24,097 150,000 150,000 150,000
411 SEWER FUND 3,298,645 2,801,300 2,801,300 2,901,300
419 SEWER DIF 3,452 24,000 24,000 24,000
421 REFUSE FUND 6,911,320 5,830,000 5,830,000 6,330,000 Total Enterprise Funds 26,001,693 24,143,300 24,193,300 25,183,300 501 CITY SHOP FUND 2,183,900 2,703,000 2,703,000 3,210,400 502 TECHNOLOGY INTERNAL SERVICE FUND 438,604 515,400 515,400 1,003,643 503 GENERAL LIABILITY FUND 4,229,642 4,530,250 4,530,250 5,037,813 504 WORKERS COMP FUND 2,900,945 2,900,000 2,900,000 3,624,125 505 SEPARATION BENEFITS FUND 1,098,645 1,145,000 1,145,000 1,045,994 507 OPEB INTERNAL SERVICE FUND 1,000,000 1,000,000 1,000,000 1,000,000 Total Internal Services Funds 11,851,735 12,793,650 12,793,650 14,921,975 Total City-Wide Revenues 208,482,064 108,742,818 117,250,695 124,737,265 841 ATLANTIC_GARVEY SA 1,607,741 1,954,819 1,954,819 1,508,755 842 MERGED SA 1,247,648 747,081 747,081 755,580
Total Successor Agency 2,855,389 2,701,900 2,701,900 2,264,335 Total City-Wide & SA Funds 211,337,452 111,444,718 119,952,595 127,001,600 C8
City of Monterey Park
FY2021-2022 Fund Balance Change Summary
Estimated Fund
Balance Revenue Available Expenditure
Estimated Fund
Balance Fund Balance
Fund Description June 30, 2022 Budget Resources Budget June 30, 2023 Change 101 GENERAL FUND 32,708,308 50,372,827 83,081,135 44,319,288 38,761,847 6,053,540 102 RECREATION (27,349) 129,500 102,151 90,999 11,151 38,501 105 GENERAL FUND ADMINISTRATION 0 0 0 6,011,690 (6,011,690) (6,011,690) 112 LIBRARY PASSPORT SERVICES 2,910 50,000 52,910 74,273 (21,363) (24,273) Total General Fund 32,683,869 50,552,327 83,236,196 50,496,250 32,739,946 56,077 201 PUBLIC SAFETY AUGMENTATION FUND 4,000 790,000 794,000 814,800 (20,800) (24,800) 202 RETIREMENT FUND 81,838 13,473,370 13,555,208 11,787,153 1,768,055 1,686,217 204 CIRCULATION SYSTEM DIF FUND 334,345 100,000 434,345 0 434,345 100,000 205 LAW ENFORCEMENT_FIRE DIF FUND (130,495) 215,100 84,605 85,799 (1,194) 129,301 206 CITY HOUSING SPECIAL REVENUE FUND 2,452,424 137,342 2,589,766 60,000 2,529,766 77,342 216 CERCLA LIABILITY FUND 367,752 138,484 506,236 292,969 213,267 (154,485) 219 BUSINESS IMPROVEMENT AREA 1 137,847 75,000 212,847 89,539 123,308 (14,539) 220 MAINTENANCE DISTRICT 93_1 64,867 1,026,920 1,091,787 1,010,467 81,320 16,453 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 497,976 164,310 662,286 500,000 162,286 (335,690) 232 PROP A_PER PARCEL 526 7,944 8,470 7,944 526 0
236 BIKE ROUTE FUND 0 56,848 56,848 0 56,848 56,848
237 ROAD MAINTENANCE AND REHABILITATION ACCOUNT 2,661,671 1,252,121 3,913,792 0 3,913,792 1,252,121 238 PROPOSITION A FUND 3,446,589 1,580,078 5,026,667 2,394,661 2,632,006 (814,583) 239 MEASURE R FUND 2,309,447 917,410 3,226,857 697,725 2,529,132 219,685 240 MEASURE M FUND 3,156,517 1,038,598 4,195,115 23,308 4,171,807 1,015,290 241 PROPOSITION C FUND 2,246,174 1,223,379 3,469,553 957,283 2,512,270 266,096 242 STATE GAS TAX FUND 854,406 1,634,556 2,488,962 1,553,175 935,787 81,381 247 AIR QUALITY IMPROVEMENT FUND 307,771 80,100 387,871 55,653 332,218 24,447 248 MEASURE W FUND 128,187 740,000 868,187 442,215 425,972 297,785 249 SB2 FUND 376,024 0 376,024 40,744 335,280 (40,744)
280 MEASURE B 0 110,601 110,601 110,601 0 0
300 DISASTER FUND (108,847) 0 (108,847) 0 (108,847) 0
301 ASSET FOREFEITURE FUND - JUSTICE 5,967 0 5,967 0 5,967 0 302 ASSET FOREFEITURE FUND - TREASURY 702,260 20,000 722,260 50,000 672,260 (30,000) 303 BULLETPROOF VEST POLICE GRANT 1,604 8,347 9,951 8,348 1,603 (1) 304 STC STANDARDS_TRAINING_CORREC 6,600 46,600 53,200 6,600 46,600 40,000 305 POST (63,108) 35,000 (28,108) 35,000 (63,108) 0
306 AB109 TASK FORCE GRANT 198,476 0 198,476 72,725 125,751 (72,725) 307 ASSET FOREFEITURE FUND - STATE & COUNTY 19,210 0 39,210 7,244 32,195 12,985 308 STATE LAW ENFORCE SVC_COPS 255,177 153,807 408,984 0 408,984 153,807 310 SELECTIVE TRAFFIC ENFORCE_6 (11,894) 0 (11,894) 0 (11,894) 0 316 URBAN AREA INITIATIVE 2017 4,117 0 4,117 66,794 (62,677) (66,794) 319 SLECTIVE TRAFFIC ENFORCE_7 54,000 0 54,000 57,750 (3,750) (57,750) 320 CALIFORNIA FIRE FOUNDATION 0 15,000 15,000 14,750 250 250 321 GROUND EMERGENCY MEDICAL TRANSPORTION (11,000) 40,000 29,000 35,000 (6,000) 5,000 326 ASSIST TO FF COVID SUPPLE 0 20,000 20,000 20,000 0 0 327 HOMELAND SECURITY GRANT_2018 0 0 11,700 11,700 0 0
333 UASI 2020 0 0 97,531 97,531 0 0
334 OTS 8 1,611 40,000 41,611 41,611 0 (1,611)
340 SGV HOMELESS 0 0 40,000 18,937 21,063 21,063
351 WIOA GRANT 6,827 48,928 55,755 23,014 32,741 25,914 353 CALLIBRARY LITERACY SERVICES GRANT 0 38,992 38,992 38,988 4 4 361 HOME HOUSING PROGRAM 112 324,520 324,632 303,391 21,241 21,129 362 CDBG FUND 135,000 637,173 772,173 766,844 5,329 (129,671) 363 ARPA FUNDS 5,147,444 7,521,592 12,669,036 5,420,504 7,248,532 2,101,088 371 USED OIL RECYCLING BLOCK GRANT 30,983 8,542 39,525 8,542 30,983 0 373 BEVERAGE CONTAINER RECYCLING 91,073 15,236 106,309 15,236 91,073 0 383 ELAC INSTRUCTIONAL SERVICE PROGRAM 65,235 43,765 109,000 43,765 65,235 0 385 LEAP 0 300,000 300,000 300,000 0 0
401 WATER FUND 19,592,595 10,258,000 29,850,595 20,148,869 9,701,726 (9,890,869) 402 WATER TREATMENT WQA EPA FUND 1,245,974 5,520,000 6,765,974 5,280,313 1,485,661 239,687 409 WATER DIF FUND 462,016 150,000 612,016 499,832 112,184 (349,832) 411 SEWER FUND 6,952,301 2,901,300 9,853,601 5,528,399 4,325,202 (2,627,099) 419 SEWER DIF FUND 65,865 24,000 89,865 0 89,865 24,000 421 REFUSE FUND 667,679 6,330,000 6,997,679 7,683,353 (685,674) (1,353,353) 501 CITY SHOP FUND 946,786 3,210,400 4,157,186 3,751,456 405,730 (541,056) 502 TECHNOLOGY INTERNAL SERVICE FUND 582,689 1,003,643 1,586,332 1,043,422 542,910 (39,779) 503 GENERAL LIABILITY FUND (6,244,871) 5,037,813 (1,207,059) 5,532,781 (6,739,840) (494,969) 504 WORKERS COMP FUND (8,420,621) 3,624,125 (4,796,496) 2,721,356 (7,517,852) 902,769 505 SEPARATION BENEFITS FUND 1,295,749 1,045,994 2,341,743 1,149,100 1,192,643 (103,106) 507 OPEB INTERNAL SERVICE FUND 0 1,000,000 1,000,000 1,000,000 0 0 621 SALES TAX STREET BONDS 0 0 13,671,106 13,671,106 0 0 841 ATLANTIC_GARVEY SA 0 1,508,755 1,508,755 1,515,836 (7,081) (7,081) 842 MERGED SA 0 755,580 755,580 745,867 9,713 9,713
75,658,745 127,001,600 216,500,682 149,156,251 67,344,659 (8,314,085) C9
Revenues by Type
FY 2022-2023
General Fund
Sp
ecial Revenues Funds
C10
Actual Actual Actual Revised Proposed
2019 2020 2021 2022 2023
General Fund
General Fund 45,070,464 43,599,517 146,232,939 48,168,102 50,552,327 Special Revenue
Retirement 9,982,234 11,561,630 11,485,784 11,418,368 13,473,370 Gas Taxes 1,227,331 1,339,333 1,326,733 1,568,579 1,949,656 Proposition A 1,471,393 1,411,166 1,261,962 1,401,492 1,580,078 Proposition C 1,045,748 1,023,860 1,039,279 1,019,843 1,223,379 RMRA SB1 1,311,241 1,163,799 1,134,820 1,105,881 1,252,121 Maintenance District 996,506 987,667 1,000,490 999,775 1,020,500 Other Funds 4,835,441 3,166,706 3,592,326 4,936,700 4,263,057 Grants 3,996,601 1,941,171 3,554,303 9,645,005 9,317,502 Enterprise
Refuse 6,696,196 6,748,472 6,911,320 5,830,000 6,330,000 Sewer 3,679,238 3,281,520 3,302,096 2,825,300 2,925,300 Water 18,362,515 16,661,435 15,788,276 15,538,000 15,928,000 Internal Service
City Shop Fund 1,996,930 2,128,604 2,183,900 2,703,000 3,210,400 General Liability 2,476,520 2,873,250 4,229,642 4,530,250 5,037,813 Other Post Employment Benefit 950,000 1,000,000 1,000,000 1,000,000 1,000,000 Seperation Benefits 1,372,423 1,303,738 1,098,645 1,145,000 1,045,994 Technology & Communication 287,259 320,833 438,604 515,400 1,003,643 Workers' Compensation 1,968,558 2,154,555 2,900,945 2,900,000 3,624,125 Successor Agency
Successor Agency 2,884,189 3,211,170 2,855,389 2,701,900 2,264,335 Total 110,610,787 105,878,426 211,337,452 119,952,595 127,001,600 Five-Year Summary of Revenues & Transfers-In by Fund Types FY2022-2023 Budget
C11
Actual Actual Actual Revised Proposed $ Change
2019 2020 2021 2022 2023 over 2022
General Administration
City Council / Regional Associatons 189,388 187,854 158,266 223,929 227,439 3,510 City Manager 402,033 356,458 814,865 678,245 1,163,602 485,357 City Treasurer 19,821 20,968 22,002 33,207 30,863 (2,344) City Attorney 558,990 700,855 601,173 649,100 688,046 38,946 City Clerk 445,009 415,162 707,340 490,154 719,585 229,432 Management Services 2,608,107 3,732,284 4,927,652 4,567,256 5,473,033 905,777 HR & Risk Management 1,273,856 1,417,723 1,039,312 1,227,838 1,478,726 250,888 General Administration 5,497,204 6,831,303 8,270,610 7,869,729 9,781,294 1,156,665 Public Safety
Fire 14,631,696 14,548,174 16,147,803 14,835,163 15,875,025 1,039,862 Police 20,421,929 20,764,693 21,858,082 21,489,982 22,781,064 1,291,083 Public Safety 35,053,625 35,312,868 38,005,884 36,325,145 38,656,090 2,330,945 Community Services & Improvements
Library 2,437,903 2,560,985 2,293,721 2,509,118 2,651,431 142,313 Recreation & Communtiy Services 3,498,964 3,315,824 1,983,947 2,927,091 2,625,049 (302,042) Community & Economic Development 4,769,163 2,273,861 1,623,177 1,881,972 2,756,339 874,367 Community Services & Improvements 10,706,030 8,150,670 5,900,845 7,318,181 8,032,819 572,325 City Infrastructure
Public Works 28,109,328 29,117,661 31,517,762 37,826,788 41,291,827 3,465,039 Capital Improvement Projects 2,271,417 4,139,648 1,485,152 6,895,607 22,904,868 16,009,261 City Vehicles 725,966 525,000 (200,966)
City Infrastructure 30,380,745 33,257,309 33,002,914 45,448,361 64,721,695 19,273,334 Non-Department/Internal Services
Worker's Compensation 3,528,722 3,802,412 2,526,133 2,281,000 2,445,300 164,300 General Liability 3,307,685 4,497,287 4,993,048 4,467,275 5,579,438 1,112,163 Post-Employement Activity 8,648,039 11,222,005 107,598,258 11,927,325 12,257,409 330,084 15,484,446 19,521,704 115,117,440 18,675,600 20,282,146 1,606,546 ARPA Projects 3,671,435 5,420,504 1,749,069
Successor Agency 4,996,046 5,313,913 13,429,835 2,259,213 2,261,702 2,490 Total 102,118,096 108,387,767 213,727,528 121,567,663 149,156,251 26,691,374 Five-Year Summary of Expenditures & Transfers-In by Fund Types FY2022-2023 Budget
C12
Expenditures by Fund and Character
FY 2022-2023
Combined City and Successor Agency
Expenditures by Fund:

E
xpenditures by Character:

2.3 15.2

39.1 7.5

34.6 50.5

0.0 10.0 20.0 30.0 40.0 50.0 60.0
Successor Agency
Internal Services
Enterprise
Grants
Special Revenue
General Fund

14.8 27.5

21.4 4.6

29.4 51.5

0.0 10.0 20.0 30.0 40.0 50.0 60.0
Debt Service/Other Payments
Capital Expenditures
Internal Services
Commodities
Services
Salary and Benefits
C13
Source of Funds by Department
FY 2022-2023 Budget
General State Measure Measure Other Internal Successor
DEPARTMENT Fund Retirement Gas Tax Prop C Prop A M R MD Grants Special Rev. Water Sewer Refuse Services Agency Total City Council $222,551 $4,888 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $227,439 City Manager $1,466,801 $71,799 $0 $0 $0 $0 $0 $0 $0 $89,539 $0 $0 $0 $0 $2,261,702 $3,889,841 City Clerk $692,076 $27,510 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $719,585 City Treasurer $28,297 $2,566 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,863 City Attorney $688,046 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $688,046 Management Services $2,702,665 $131,192 $0 $0 $0 $0 $0 $0 $1,822,813 $60,000 $184,794 $180,607 $183,818 $1,037,227 $0 $6,303,116 HR/Risk Management $601,191 $62,197 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $815,338 $0 $1,478,726 Community Development $1,578,363 $75,562 $0 $0 $0 $0 $0 $0 $300,000 $40,744 $133,126 $92,652 $71,356 $0 $0 $2,291,802 Police $20,119,731 $1,780,682 $0 $0 $0 $0 $0 $0 $1,575,536 $407,400 $0 $0 $0 $0 $0 $23,883,349 Fire $13,337,362 $1,082,116 $0 $0 $0 $0 $0 $0 $262,673 $603,800 $133,634 $133,168 $135,594 $257,343 $0 $15,945,689 Library $2,433,044 $156,385 $0 $0 $0 $0 $0 $0 $488,355 $0 $0 $0 $0 $0 $0 $3,077,784 Recreation/Community Sr $1,743,788 $64,453 $0 $0 $745,617 $0 $0 $0 $873,591 $7,944 $36,484 $13,381 $13,381 $0 $0 $3,498,641 Public Works $2,994,765 $77,494 $1,520,407 $951,508 $1,372,497 $23,308 $689,061 $1,010,467 $23,778 $1,257,985 $17,914,488 $2,806,386 $7,237,994 $3,411,688 $0 $41,291,827 Capital Expenses $0 $0 $0 $0 $245,000 $0 $0 $0 $2,117,528 $13,409,656 $7,325,212 $2,240,000 $0 $210,000 $0 $25,547,396 Non-Departmental $1,887,569 $8,250,310 $32,769 $5,775 $31,547 $0 $8,664 $0 $0 $294,302 $201,276 $62,205 $41,211 $9,466,520 $0 $20,282,146 Total Funds $50,496,250 $11,787,153 $1,553,175 $957,283 $2,394,661 $23,308 $697,725 $1,010,467 $7,464,274 $16,171,370 $25,929,014 $5,528,399 $7,683,353 $15,198,115 $2,261,702 $149,156,251 Fund Codes:

General Fund: General Fund, Recreation, Passport Services Special Revenues: Retirement; State Gas Tax; Prop C; Prop A; Measure M; Measure R; SB1; Maintenance District; Development Impact Fees; Grants; SB2; Measure W; Business Improvement Area 1; CERCLA; Other Special Revenues Proprietary:

Enterprise: Water; Sewer: Refuse
Internal Services: City Shop; Technology; General Liability; Worker's Comp; Seperation Benefits;

SOURCE OF FUNDS BY DEPARTMENT
C14
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 Notes
Beginning Fund Balance 32,509,447 35,137,092 32,693,274 20,749,351 15,458,130 14,087,229 Prepaid 72,590 72,590 72,590 72,590 72,590 72,590
Committed - Catastrophic 4,340,000 4,840,000 5,340,000 5,840,000 6,340,000 6,340,000 (1) Committed - Stabilization 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Committed - Comm.Devt 1,886,927 1,886,927 1,886,927 1,886,927 1,886,927 1,886,927 Assigned - Capital Improv 21,418,237 20,288,687 10,449,834 4,658,613 2,787,712 1,266,850 (2) Unassigned 4,419,338 2,605,070 0 0 0 0
Ending Fund Balance 35,137,092 32,693,274 20,749,351 15,458,130 14,087,229 12,566,367 Recurring Revenues:

Property Taxes 20,260,667 20,133,826 21,470,692 22,157,754 22,866,802 23,598,540 (3) Sales Tax 9,063,297 9,508,660 9,544,249 10,473,942 10,903,374 11,350,412 (4) Utility User Tax 2,931,943 2,800,000 2,961,263 2,990,876 3,020,784 3,050,992 (5) Transient Occupancy Tax 953,200 1,522,398 1,827,566 1,882,393 1,938,865 1,997,031 (6) Business License Tax 721,601 860,000 868,634 894,693 921,534 949,180 (7) Other Taxes 1,672,079 1,220,000 1,278,931 1,319,857 1,362,092 1,405,679 (8) Licenses & Permits 1,128,230 1,334,060 1,525,022 1,570,773 1,617,896 1,666,433 (7) Charges for Services 6,344,336 6,741,823 6,903,095 7,041,157 7,181,980 7,325,620 (9) Other Revenue 2,362,545 4,047,335 4,172,875 4,256,333 4,341,459 4,428,288 (9) Transfers-In
Total Revenues 45,437,898 48,168,102 50,552,327 52,587,777 54,154,786 55,772,175 Expenditures:

Salaries & Benefits 26,484,602 31,383,255 31,754,323 33,653,724 35,797,669 37,050,587 (10) Services 5,248,508 6,046,892 6,558,080 6,689,242 6,823,026 6,959,487 (11) Commodities 950,060 1,275,100 1,465,264 1,494,569 1,524,460 1,554,950 (11) Internal Service Chgs 5,327,500 4,982,224 6,303,512 6,618,688 6,949,622 7,297,103 (12) Capital Purchase 8,020,508 1,797,389 0 0 0 0
GF Suppl to Pension 2,819,394 2,764,400 3,172,413 3,172,413 3,172,413 3,172,413 OPEB - Prepay 767,400 798,100 800,584 800,584 800,584 800,584 POB -Cost of Issuance 743,285 0 0 0 0 0
Debt Service - Motorola 0 307,745 307,745 307,745 307,745 307,745 Debt Service - Siemens 120,686 127,265 134,329 142,033 150,167 150,167

Total Expenditures 50,481,942 49,482,370 50,496,250 52,878,998 55,525,687 57,293,037 Surplus/(Deficit) * (5,044,044) * (1,314,268) 56,077 (291,221) (1,370,901) (1,520,862) *Deficit is related to carryover expenses.

General Fund Five Year Projection
FY 2022-2023 Budget
5-Year Long-Term Projection
C15
(1) City recommendation to increase Committed-Catastrophic by $500K each Fiscal Year to reach $6.3 million by end of 2024-2025
(2) Estimated cost for the Goodviews project is $17M. In FY22-23, Unassigned & Assigned funds are reduced by $12M and in FY23-24 Assigned funds are reduced by $5M. (3) HdL Property Tax Consultants are projecting an average increase of 3.2% for the next four Fiscal Years (4) HdL Sales Tax Consultants are projecting a sales tax increase of 5% in FY22-23; 3.5% in FY23-24;

4.1% in FY24-25 and 4.1% in FY25-26; Costco sales tax share with Montebello will decrease from 50% to 18% in FY23-24. FY22-23 revenue is flat due to Home Depot sales tax allocation correction in FY21-22 (5) 1% increase calculated using historical trends and current economy (6) Projection includes the opening of the Marriott April 2021 and an estimated 3% annual increase (7) 3% increase calculated using historical trends and current economy and the opening businesses (8) 3.2% increase calculated using historical trends, current economy, and last five year average (9) 2% increase calculated using historical trends, current economy and last five year average (10) Salary and benefits are projected to increase 3.5%; FY23-24 includes a GF increase of $788K as APRA funds diminish; FY24-25 includes a GF increase of $975K due to expiration of on-time ARPA funds (11) 2% Services and Commodities increase
(12) 5% Increase in General Liability & Worker's Compensation Costs General Fund Five Year Projection
FY 2022-2023 Budget
C16
Full Time Part Time Full Time Part Time Full Time Part Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 0.00 Mayor Pro Tem 1 - 1 - 1 0.00 Council Members 3 - 3 - 3 0.00 CITY COUNCIL TOTAL 5 - 5 - 5 0.00 CITY MANAGER - 1200
City Manager 1 - 1 1 0.00 Assistant City Manager 1 - 1 1 0.00 Community Communications Coordinator 1 - 1 - 1 0.00 Community Media Specialist - 0.26 - 0.26 0 0.50 Video Technician - 0.00 - 0.00 1 0.00 Director of Management Services 0.20 - 0.20 - 0.20 0.00 Economic Development Manager 1 - 1 1 0.00 Economic Development Specialist 1 - 1 1 0.00 Secretary to the City Manager 1 - 1 1 0.00 Senior Clerk Typist 1 - 1 1 0.00 CITY MANAGER TOTAL 7.20 0.26 7.20 0.26 8.20 0.50 CITY CLERK - 1300
City Clerk - Elected Official 1 - 1 - 1 0.00 Deputy City Clerk 1 - 1 - 1 0.00 Assistant Deputy City Clerk 1 - 1 - 1 0.00 Senior Clerk Typist - - 1 - 1 0.00 Clerk Typist - 0.50 - 0.50 - 0.50 Minutes Clerk - 0.75 - - - 0.00 CITY CLERK TOTAL 3 1.25 4 0.50 4 0.50 MANAGEMENT SERVICES - 1400
Director of Management Services 1 - 1 - 1 0.00 Account Clerk 1 0.95 1 0.95 1 1.00 Accountant 1 1.00 2 - 2 0.00 Admin Intern - 0.50 - 0.50 0 0.50 Admin Secretary 1 - 1 - 1 0.00 Finance Manager 1 - 1 - 1 0.00 2020-2021 2021-2022 2022-2023
City of Monterey Park
Citywide Personnel Summary - 2022-2023

FY FY FY
C17
Full Time Part Time Full Time Part Time Full Time Part Time 2020-2021 2021-2022 2022-2023
City of Monterey Park
Citywide Personnel Summary - 2022-2023

FY FY FY
Information System Specialist 1 - 1 - 2 0.00 Information Technology Manager - 1 - 1 0.00 Information Technology Technician - - 1 - 1 0.00 Payroll Technician 1 - 1 - 1 0.00 Principal Management Analyst - - - 0.50 0 0.50 Senior Account Clerk 6 - 6 - 6 0.00 Senior Accountant 0.50 - 0.50 - 0.50 0.00 Support Services Manager 1 - 1 - 1 0.00 Support Services Supervisor 1 - 1 - 1 0.00 MANAGEMENT SERVICES TOTAL 16 2.45 18.50 1.95 19.50 2.00 CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 0.00 CITY TREASURER TOTAL 1 - 1 - 1 0.00 COMMUNITY DEVELOPMENT - 1700
Acting Director of Community Development - - - 0.50 0 0.50 Assistant Planner 1 - 1 - 1 0.00 Planning Manager 1 - 1 - 1 0.00 Senior Planner - - 1 - 1 0.00 Planning Intern - 0.96 - 0.46 0 0.50 Planning Technician - 0.00 1 1 0.00 Building Inspector 2 - 2 - 2 0.00 Building Official 1 - 1 - 1 0.00 Permit Technician I 1 - 1 - 1 0.00 Permit Technician II 1 - 1 - 1 0.00 Plan Checker 1 - 1 - 1 0.00 COMMUNITY DEVELOPMENT TOTAL 8 0.96 10 0.96 10 1.00 HUMAN RESOURCES AND RISK MANAGEMENT - 1800
Director of Human Resources/Risk Management 1 - 1 - 1 0.00 Human Resources Analyst 1 - 1 - 1 0.00 Human Resources Assistant 1 - 1 - 1 0.00 Human Resources Technician 1 - 2 - 2 0.00 Senior Management Analyst 1 - - - 0 0.00 Human Resources/Risk Manager - - 1 - 1 0.00 Senior Clerk Typist - 0.50 - - 0 0.00 Clerk Typist - 0.50 - - - 0.00 HR AND RISK MANAGEMENT TOTAL 5 1 6 - 6 0.00 C18
Full Time Part Time Full Time Part Time Full Time Part Time 2020-2021 2021-2022 2022-2023
City of Monterey Park
Citywide Personnel Summary - 2022-2023

FY FY FY
POLICE - 3100
Police Chief 1 - 1 - 1 0.00 Animal Services Officer 1 1 2 - 2 0.00 Community Services Officer 2 3.35 3 2.50 3 2.50 Communications Supervisor - - 1 - 1 0.00 Crime Analyst - 0.50 0.50 0 0.50
Crossing Guard 4.37 4.50 0 4.50
Dispatcher 9 0.24 8 1.25 8 1.25 Evidence Officer 1 0.80 2 0.00 2 0.00 Jailer 5 0.50 4 1.00 4 1.00
Jailer Supervisor - - 1 - 1 0.00 Principal Management Analyst 1 - 1 - 1 0.00 Outreach and Housing Navigation Coordinator 1 - 1 - 1 0.00 Police Administrative Assistant 1 - 1 - 1 0.00 Police Cadet - 2 - 2 0 2.00 Police Captain 2 - 2 - 2 0.00 Police Clerk 11 - 10 - 10 0.00 Police Corporal 14 - 14 - 14 0.00 Police Lieutenant 7 - 7 - 7 0.00 Police Officer 43 - 43 - 43 0.00 Police Records Cadet 0.50 0.50 0 0.50
Police Records Clerk 1 1 0 1.00 Police Records Management System Technician 1 - 1 - 1 0.00 Police Records Supervisor - - 1 - 1 0.00 Police Sergeant 9 - 9 - 9 0.00 Secretary 1 - 1 - 1 0.00 POLICE TOTAL 110 14.26 113 13.25 113 13.25 C19
Full Time Part Time Full Time Part Time Full Time Part Time 2020-2021 2021-2022 2022-2023
City of Monterey Park
Citywide Personnel Summary - 2022-2023

FY FY FY
FIRE - 3200
Fire Chief 1 - 1 - 1 0.00 Code Enforcement Officer 4 - 4 - 4 0.00 Division Chief 3 - 3 - 3 0.00 Fire Apprentice - 0.50 - 0.50 0 0.50 Fire Captain 12 - 12 - 12 0.00 Fire Clerk Typist - 1 - 1 0 1.00 Fire Engineer 12 - 12 - 12 0.00 Fire Fighter 11 - 11 - 12 0.00 Fire Fighter/Paramedic 13 - 13 - 12 0.00 Fire Intern - 0.50 - - 0 1.50 Fire Marshal 1 - 1 - 1 0.00 Fire Prevention Permit Technician I 1 - 1 - 1 0.00 Fire Safety Specialist 1 - 1 0.50 1 0.50 Principal Management Analyst 1 - 1 - 1 0.00 PT EMS - 1.80 - 1.80 0 0.00 Senior Account Clerk 1 - 2 - 2 0.00 Senior Clerk Typist 1 - 1 - 1 0.00 FIRE TOTAL 62 3.80 63 3.80 63 3.50 PUBLIC WORKS - 4200
Director of Public Works 1 - 1 - 1 0.00 Assistant City Engineer 1 - 1 - 1 0.00 Administrative Intern - 0.24 - 0.24 0 0.25 Administrative Secretary 1 - 1 - 1 0.00 Auto Shop Technician 1 - 1 - 1 0.00 Building Trades Technician 1 - 1 - 1 0.00 Civil Engineering Associate 2 - 3 - 2 0.00 Civil Engineering Associate (water) - - - - 1 0.00 Civil Engineering Assistant 1 - 1 - 1 0.00 Civil Engineering Technician 2 - 2 - 2 0.00 Consumer Services Representative 2 - 2 - 2 0.00 Crew Leader 3 - 3 - 3 0.00 Cross Connection Control Inspector 2 - 2 - 1 0.00 Electrician 1 - 1 - 1 0.00 Engineering Aide - 0.96 - 0.96 0 1.00 Equipment Mechanic 2 - 2 - 2 0.00 Equipment Service Specialist 0.50 0 0.50
C20
Full Time Part Time Full Time Part Time Full Time Part Time 2020-2021 2021-2022 2022-2023
City of Monterey Park
Citywide Personnel Summary - 2022-2023

FY FY FY
Facilities Maintenance Supervisor 1 - 1 - 1 0.00 Lead Equipment Mechanic 1 - 1 - 1 0.00 Maintenance Worker 9 7.96 9 6.96 9 7.00 Management Analyst 1 - 1 - 1 0.00 Park Maintenance Crew Leader 2 - 2 - 2 0.00 Park Maintenance Worker 3 - 3 - 3 0.00 Park Supervisor 1 - 1 - 1 0.00 Principal Management Analyst 2 - 2 - 2 0.00 Public Works Maintenance Manager 1 - 1 - 1 0.00 Public Works Maintenance Supervisor 1 - 1 - 1 0.00 Senior Clerk Typist 1 - 1 - 1 0.00 Senior Maintenance Worker 4 - 4 - 6 0.00 Senior Water Production System Operator 1 - 1 - 1 0.00 Water Distribution Crew Supervisor 1 - 1 - 1 0.00 Water Distribution Lead Worker 2 - 2 - 2 0.00 Water Operation Supervisor 1 - 1 - 1 0.00 Water Production Supervisor 1 - 1 - 1 0.00 Water Production System Operator 4 - 4 - 4 0.00 Water Utility Maintenance Worker 5 - 5 1.00 4 1.00 Water Utility Manager 1 - 1 - 1 0.00 Accountant - 1.00 - - 0 0.00 Sr. Accountant - - 0.5 - 0.5 - PUBLIC WORKS TOTAL 63.00 10.16 64.50 9.66 64.50 9.75
MONTEREY PARK BRUGGEMEYER LIBRARY - 6000
City Librarian 1 - 1 - 1 0.00 Adult Literacy Coordinator 1 - 1 - 1 0.00 Janitor - 1.70 - 0 0.00
Librarian 3 0.52 4 - 4 1.00 Library Circulation Serv Supervisor 1 - 1 - 1 0.00 Library Assistant 5 2.82 4 0.38 4 3.50 Library Page - 1.95 - 1.00 0 2.50 Library Technician 2 - 2 - 2 0.00 Administrative Secretary 1 - 1 - 1 0.00 Senior Librarian 3 - 3 - 3 0.00 Senior Library Assistant 1 - 1 - 1 0.00 LIBRARY TOTAL 18.00 6.99 18.00 1.38 18.00 7.00
C21
Full Time Part Time Full Time Part Time Full Time Part Time 2020-2021 2021-2022 2022-2023
City of Monterey Park
Citywide Personnel Summary - 2022-2023

FY FY FY
RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 0.00 Adminitrative Aide 1 - 1 - 1 0.00 Assistant Pool Manager - 0.40 - 0.40 0 0.50 Dial-A-Ride Driver 3 2.00 3 2.00 3 0.00 Cashier - 0.30 - 0.00 0 0.00 Child Care Coordinator 1 - 1 - 1 0.00 Child Care Teacher - 3.40 - 3.40 0 3.25 Clerk Typist - 0.50 - 0.50 0 0.00 Dial-A-Ride Dispatcher 1 - 1 - 1 0.00 Janitor 1 - 1 - 1 0.00 Junior Lifeguard - 0.24 - 0.00 0 0.00 Lifeguard - 0.48 - 1.36 0 1.50 Locker Room Attendant - 0.34 - 0.00 0 0.00 Pool Maintenance Worker 1 - 1 - 1 0.00 Pool Manager - 3.54 - 3.54 0 3.50 Program Coordinator 2 - 2 - 2 0.00 Recreation Leader - 8.04 - 8.04 0 10.50 Recreation Manager 1 - 1 - 1 0.00 Recreation Supervisor 2 - 2 - 2 0.00 Senior Clerk Typist 1 - 1 - 1 0.00 Senior Lifeguard - 0.67 - 0.67 0 1.00 Senior Recreation Leader - 2.00 - 2.00 0 1.50 RECREATION / COMM. SERVICES TOTAL 15.00 21.91 15.00 21.91 15.00 21.75 CITYWIDE TOTAL 313 63 325 54 327 59 C22
City Council Department
FY 2022-2023 Preliminary Budget

Department Overview
Under the Council-Manager form of government, the Monterey Park City Council is responsible for the legislative functions of the City, which includes establishing policies and priorities, developing an overall vision, and approving annual spending plans for the City.

Programs and Services
The activities provide the resources and support needed by the City Council to carry out the legislative and fiduciary responsibilities and establish City policies based on information provided by staff, advisory boards and commissions, and the community. The City Council has identified the following core strategies:
• Maintain a fiscally healthy and financially sound municipal government; • Provide a safe, well-maintained community that affords a good quality of life; • Create a civil, fair, and democratic community which maintains a well balance for its residents and businesses;
• Ensure a responsive and transparent municipal government that facilitates opportunities for community involvement in decision-making;
• Seek and support solutions to regional issues such as public health, housing/homelessness, economic growth, job creation, and environmental sustainability that promote intergovernmental relationships and public-private partnerships.

Department Budget Summary

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget City Council 1101 $85,263 $142,929 $142,929 $146,439
Regional Associations 1110 $73,003 $81,000 $81,000 $81,000 Total Expenditures $158,266 $223,929 $223,929 $227,439
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00
Expenditures by Program
City Council Department
FY 2022-2023 Preliminary Budget

Significant Changes
There are no significant changes to report.

Department Personnel Summary

Department Organizational Chart

Funding Source by Type

Full TimePart Time Full TimePart Time Full TimePart Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 0.00 Mayor Pro Tem 1 - 1 - 1 0.00 Council Members 3 - 3 - 3 0.00 CITY COUNCIL TOTAL 5 - 5 - 5 0.00 2020-2021 2021-2022 2022-2023

FY FY FY
At-Large At-Large District 2 District 3
Residents of
Monterey Park
Henry Lo Hans Liang Peter Chan Yvonne Yiu Vacant
Mayor Council Member Council Member Council Member Council Member FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $219,041 $219,041 $222,551 General Fund $89,280 $0 $0 $0
Special Revenue $33,821 $4,888 $4,888 $4,888
Enterprise $35,165 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $158,266 $223,929 $223,929 $227,439
City Council Department
FY 2022-2023 Preliminary Budget
P
rogram: City Council
Program No.: 1101
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $71,113 $72,729 $72,729 $72,729
Services $10,831 $44,500 $44,500 $49,500
Commodities $3,319 $6,500 $6,500 $6,500
Internal Services $0 $19,200 $19,200 $17,710
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $85,263 $142,929 $142,929 $146,439
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00
D3
City Council Department
FY 2022-2023 Preliminary Budget
P
rograms Details
The City Council is the legislative and policy-making body for the City of Monterey Park. In May 2019, the City Council adopted Ordinance No. 2160 transitioning from at -large to by- district elections creating 5 districts. In March 2020, Districts 2, 3 and 4 were voted on. Districts 1 and 5 remain at-large until 2022 election. Under the new by- district election, the Council Members are elected by-district for four-year, overlapping terms of office. Per City Ordinance No. 2096, each public official can only serve no more than two consecutive terms or a full eight -year term. The Mayor presides over all Council meetings and is the ceremonial head of the City for official functions. The City Council reorganizes in accordance with the resolution allowing rotation of the Mayor.

T
he City Council is responsible to the electorate for keeping pace with changing community needs; for establishing the quality of municipal services and the community environment; for promoting accountability and confidence in local government through open conduct of public affairs; and for encouraging constructive citizen participation. The Council determines service levels and revenue obligations through the adoption of an annual budget; authorizes City contracts and expenditures; establishes municipal service goals and operating policies; and adopts such regulatory measures as may be necessary to establish community protection.

C
ouncil Members represent the City on various intergovernmental organizations to achieve governmental cooper ation, legislation, and programs that are consistent with the needs of the community.
2022-2023 Goals and Objectives
• Develop a 2022-2023 Strategic Plan listing prioritized goals and objectives. • C onduct a community needs survey to assist in providing City Council guidance about the needs and priorities of community members.
2021
-2022 Major Accomplishments
• Coordination and implementation of 2021 Strategic Plan establishing goals and objectives.
o Conducted community outreach and input regarding potential revenue measure o Adopted 2021-2029 Housing Element
o Implemented quarterly Community Clean-up Events to support the annual Spring- Cleaning Event to enhance the appearance of the community. o Enhanced Public Art at various parks by artistically painting the lion statues that were originally installed by the Lion’s Club.

D4
City Council Department
FY 2022-2023 Preliminary Budget
F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $138,041 $138,041 $141,551 General Fund $53,332 $0 $0 $0
Special Revenue $9,941 $4,888 $4,888 $4,888
Enterprise $21,990 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $85,263 $142,929 $142,929 $146,439
D5
City Council Department
FY 2022-2023 Preliminary Budget
Program: Regional Associations
Program No.: 1110
Programs Details
This activity provides financial support memberships in outside agencies and organizations, interested in achieving regional, state, and federal action and programming consistent with the articulated needs of the community.

Organizations Amount
Independent Cities Association $6,100
League of California Cities $22,825
League of California Cities – Los Angeles County Division $2,600 Southern California Association of Governments $6,300
San Gabriel Valley Council of Governments
California Contract Cities Association
San Gabriel Valley Economic Partnership
International Council of Shopping Centers
$27,000
$5,200
$7,875
$3,600
$81,500
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $0 $0 $0 $0
Services $73,003 $81,000 $81,000 $81,000
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $73,003 $81,000 $81,000 $81,000
D6
City Council Department
FY 2022-2023 Preliminary Budget
Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $81,000 $81,000 $81,000 General Fund $35,948 $0 $0 $0
Special Revenue $23,880 $0 $0 $0
Enterprise $13,175 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $73,003 $81,000 $81,000 $81,000
D7

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City Manager Department
FY 2022-2023 Preliminary Budget
E1

Department Overview
The City Manager serves as the Chief Executive Officer of the City under the direction of the City Council.

As a result of organizational realignments, Media Production and Communications as well as the Economic Development and Business Improvement District (BID) functions, are moved under the purview of the City Manager’s Office. This move increases efficiency and communication, which in turn will work to promote the economic vitality of the City.

Programs and Services
• Provide overall direction and coordination of City operations and community programs to ensure that the City Council’s adopted service objectives are met or exceeded, and that costs do not exceed budget restrictions.

• Provide continual monitoring and evaluation of services and programming to assure the City Council that City services, laws, and programs remain relevant to community needs and are administered in an equitable manner.

• Provide useful and timely data to the City Council so that alternatives are considered and decisive policy action is taken to accommodate changing needs and conditions without crisis and without interruption in services.

• Oversee an aggressive program of resour ce development that results in measurable increases in the productivity of City operations each year, procurement of available grant funds to achieve special projects, and new commercial and industrial development that expands the economic base of the City.

• Create and administer programs designed to stimulate economic activity and enhance City revenues. This includes the development of quality neighborhoods, commercial activities, business support services, aggressive marketing, and establishing mutual support between the residential community and local businesses.

• Produce programs in compliance with the Economic Development Strategy Plan and the City’s Focus General Plan Update 2040.

• Promote public annual events to businesses including decorations, music and activities within the Business Improvement District (BID) area.

• Continues preparing the Recognized Obligation Payment Schedule (ROPS) to the Department of Finance (DOF) and secure administrative costs to reduce General Fund expenditures.

City Manager Department
FY 2022-2023 Preliminary Budget
E2

Department Budget Summary

Significant Changes
Effective FY 2022-2023, the Media Production and Communications program (6509) is no longer under the Recreation and Community Services Department. Instead, it’s assigned to the City Manager’s Department Division 1209.

Department Personnel Summary

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget City Manager 1201 $549,289 $678,245 $678,245 $742,275
SA For Former RDA 1203 $13,427,099 $2,259,213 $2,259,213 $2,261,702 Economic Development 1205 $316,843 $506,170 $506,170 $464,537 Media Production & Comm. 1209 $211,914 $246,503 $246,503 $331,788 Business Improvement Area No. 1111 $53,662 $89, 539 $89,539 $89,539 Total Expenditures $14,558,808 $3,779,669 $3,779,669 $3,889,841 Authorized Full-Time
Equivalent Positions 7.46 7.46 7.46 8.70
Expenditures by Program
CITY MANAGER - 1200
City Manager 1 - 1 1 0.00 Assistant City Manager 1 - 1 1 0.00 Community Communications Coordinator 1 - 1 - 1 0.00 Community Media Specialist - 0.26 - 0.26 0 0.50 Video Technician - 0.00 - 0.00 1 0.00 Director of Management Services 0.20 - 0.20 - 0.20 0.00 Economic Development Manager 1 - 1 1 0.00 Economic Development Specialist 1 - 1 1 0.00 Secretary to the City Manager 1 - 1 1 0.00 Senior Clerk Typist 1 - 1 1 0.00 CITY MANAGER TOTAL 7.20 0.26 7.20 0.26 8.20 0.50 City Manager Department
FY 2022-2023 Preliminary Budget
E3

Department Organizational Chart

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $636,425 $636,425 $1,024,153 General Fund $625,141 $674,501 $674,501 $442,647
Special Revenue $232,402 $166,261 $166,261 $161,338
Enterprise $274,165 $43,270 $43,270 $0
Internal Service $0 $0 $0 $0
Successor Agency $5,565,740 $2,259,213 $2,259,213 $2,261,702 Total $6,697,449 $3,779,669 $3,779,669 $3,889,841
P
rogram: City Manager
Program No.: 1201
Programs Details
As a result of an initiative measure adopted by the voters of Monterey Park in 1948, the City Manager serves as the Chief Executive Officer of the City under the direction of the City Council.

The initiative imposes specific duties and powers, which are outlined in Municipal Code Section

2.08. Specific service objectives are:

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $519,836 $490,155 $490,155 $545,618 Services $17,867 $51,400 $51,400 $62,900
Commodities $1,186 $3,200 $3,200 $3,200
Internal Services $10,400 $133,490 $133,490 $130,557
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $549,289 $678,245 $678,245 $742,275
Authorized Full-Time
Equivalent Positions 2.80 2.80 2.80 3.50
E4
City Manager Department
FY 2022-2023 Preliminary Budget
• P
rovide overall direction and coordination of City operations to ensure that the City Council adopted service objectives are met or exceeded, and that costs do not exceed budget restrictions.
• P
rovide continual monitoring and evaluation of services and programming to assure the City Council that City services, laws, and programs remain relevant to community needs and are administered in an equitable manner.
• Provide useful and timely data to the City Council so that alternatives are considered and decisive policy action is taken to accommodate changing needs and conditions without crisis and without interruption in services.
• Oversee an aggressive program of resource development that results in measurable increases in the productivity of City operations each year, procurement of available grant funds to achieve special projects, and new commercial and industrial development that expands the economic base of the City.
• C
reate and administer programs designed to stimulate economic activity and enhance City revenues. This includes the development of quality neighborhoods, commercial activities, business support services, aggressive marketing, and establishing mutual support between the residential community and local businesses.
• Produce programs in compliance with the Economic Development Strategy Plan and the City’s Focus General Plan Update 2040.
• Promote public annual events to businesses including decorations, music and activities within the Business Improvement District (BID) area.
• Continues preparing the Recognized Obligation Payment Schedule (ROPS) to the Department of Finance (DOF) and secure administrative costs to reduce General Fund expenditures.
2022-2023 Goals and Objectives
• Continue to implement the communication and marketing plan to improve and enhance aesthetics of materials and communication efforts.
• C ontinue hillside stabilization of Goodviews Abetment Project (GAP.) • E valuate, study, report, and provide recommendations to enhance community transportation.
• E valuate current and future City facilities s pace needs and provide recommendations of viable solutions.

E5
City Manager Department
FY 2022-2023 Preliminary Budget
2021-2022 Major Accomplishments
• Provided support to City Council to establish a City Council Strategic Plan FY 2021- 2022
• Initiate maintenance and hillside stabilization of Goodviews Abetment Project (GAP.) • Spearheaded partnerships to provide community vaccination and testing clinics for COVID-19
• Reopening of City facilities for in-person programs and services.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $636,425 $636,425 $698,364 General Fund $225,991 $0 $0 $0
Special Revenue $75,986 $41,820 $41,820 $43,911
Enterprise $247,312 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $549,289 $678,245 $678,245 $742,275
E6
City Manager Department
FY 2022-2023 Preliminary Budget
E7

Program: Successor Agency For The Former RDA
Program No.: 1203

Programs Details
Under AB1X 26 redevelopment agencies were dissolved and replaced with Successor Agencies responsible for winding down the affairs of the redevelopment agencies including disposing of their assets. Under Resolution No. 11455 City of Monterey Park became the Successor Agency for its former redevelopment agency as well as retained housing assets and functions. The Successor Agency became operative on February 1, 2012. The Successor Agency continues preparing the Recognized Obligation Payment Schedule (ROPS) to the Department of Finance (DOF).

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $120,215 $112,911 $112,911 $121,100 Services $7,926,018 $59,224 $59,224 $59,376
Commodities $1,341 $4,200 $4,200 $4,200
Internal Services $1,050 $17,290 $17,290 $12,189
Capital Outlay $0 $0 $0 $0
Debt Service $5,378,476 $2,065,588 $2,065,588 $2,064,838 Total Expenditures $13,427,099 $2,259,213 $2,259,213 $2,261,702 Authorized Full-Time
Equivalent Positions 0.40 0.40 0.40 0.40
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget Successor Agency $5,565,740 $2,259,213 $2,259,213 $2,261,702 Total Expenditures $5,565,740 $2,259,213 $2,259,213 $2,261,702 City Manager Department
FY 2022-2023 Preliminary Budget
Program: Economic Development
Program No.: 1205
P
rograms Details
The Economic Development Division is responsible for encouraging business investment opportunities, expanding the City’s tax base, supporting business retention and attraction activities, and assisting business rebuilding efforts due to the pandemic. Staff provides assistance and support to local businesses, developers, and property owners, while balancing private sector needs with neighborhood quality of life issues. The Division also provides staff support to the Economic Development Advisory Commission and the Business Improvement District Advisory Committee, both of which have a common goal of building a solid economic foundation for the community.

The Division’s specific service objectives include:
• Take steps to speed recovery after the worst of the health crisis, rebuild the local economy, and make recovery and growth more robust, resilient, and sustainable. • Attract a variety of needed services, commercial/retail, and restaurant uses minimizing sales tax and revenue loss due to the pandemic and leakage to the surrounding communities enabling the City to provide the essential services to the community. • Develop and maintain a marketing program promoting the City through various media. • Work with the Economic Development Advisory Commission and the Business Improvement Advisory Committee to improve the City’s image and sales tax base.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $288,675 $327,740 $327,740 $265,056 Services $3,796 $64,200 $64,200 $73,076
Commodities $24,372 $38,700 $38,700 $38,700
Internal Services $0 $75,530 $75,530 $87,705
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $316,843 $506,170 $506,170 $464,537
Authorized Full-Time
Equivalent Positions 3.00 3.00 3.00 2.30
E8
City Manager Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Promote collaborative and sustainable economic development: Create a new economic development strategy centered on collaboration across City departments, EDAC/BIDAC, businesses, nonprofits, and other community stakeholders. • Ensure safe and orderly economic growth: Encourage reinvestment and economic growth by attracting, retaining, and expanding businesses and high-quality developments that reflect community values, enhance the local tax base, and increase the living standards for Monterey Park.
• Stimulate local business community growth: Leverage the El Encanto facility and economic development partners to provide local small businesses, start-ups, and entrepreneurs free and low-cost expert consulting, practical training, and access to resources for growth and long- term success.
2021-2022 Major Accomplishments
• Successfully launched Monterey Park Rewards, an innovative smartphone-based shop local app created to address the struggles that local businesses face during the pandemic by rewarding residents and visitors for shopping and dining locally. • Organized and conducted COVID-19 Economic Recovery Task Force meetings comprised of various community stakeholders and economic development partners to provide the City with recommendations for economic recovery during and post-pandemic. • Focused on attracting high-quality and successful businesses, retaining existing businesses, and preventing sales tax leakage to neighboring cities.

Serv
ice objectives are:
• Thr
ough a variety of media sources, provide communication and dissemination of information for events, projects, and cultural and recreational activities to residents and businesses in the City.
• Ov
ersee the State’s Cable Television Franchise Agreement and stay up to date on the latest changes in local, State and Federal regulations pertaining to cable television. • Assist City Departments through the creation of brochures, cable programs, public service announcements and/or graphic design, to allow them to enhance, promote and inform residents of the various City programs, services, activities and events. • Oversee the agreement for the City’s website.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $120,353 $116,035 $116,035 $195,559 Services $10,349 $13,180 $13,180 $13,180
Commodities $75,712 $88,938 $88,938 $88,938
Internal Services $5,500 $28,350 $28,350 $34,111
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $211,914 $246,503 $246,503 $331,788
Authorized Full-Time
Equivalent Positions 1.50 1.50 1.50 2.50
E10
City Manager Department
FY 2022-2023 Preliminary Budget
2022
-2023 Goals and Objectives
• Collaborate with website vendor and city staff to complete a visual redesign of the city website.
• Assist City Departments with completing their website “department header” projects.
• Continue to enhance community communications utilizing various methods including social media, e-newsletters, Cascades Newspaper, etc.
2021-2022 Major Accomplishments
• Produced original special programming for MPK -TV and streaming such as: the elected officials’ statement on attacks on Asian Americans ; El Encanto opening; police and fire chief’s oaths; tree memorial ceremonies; MPK Rewards App launch; Holiday Snow Village; Veterans Day ; Monster Mash; Fire Station 62 ribbon cutting; and Patriot Day.
• Assisted the Economic Development division in creating, implementing and marketing the Monterey Park Rewards app to local small businesses and residents.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $0 $0 $325,790
General Fund $154,744 $194,891 $194,891 $5,998
Special Revenue $30,317 $8,342 $8,342 $0
Enterprise $26,853 $43,270 $43,270 $0
Internal Service $0 $0 $0 $0
Total Expenditures $211,914 $246,503 $246,503 $331,788
E11
C ity Manager Department
FY 2022-2023 Preliminary Budget
Program: Business Improvement Area No. 1
Program No.: 1111
Programs Details
Pursuant to California Streets and Highway Code Section 36500 et seq, the Business Improvement District (BID) is allowed to impose an assessment on businesses within self-designated downtown areas, beyond the general business license tax. The revenue can be used for the following purposes:
 Publi
c amenities such as benches, trash receptacles, fountains, kiosks and street lighting;  Landscaping;
 Promotion of public events to promote businesses within the business district including decorations and music; and
 Creation of activities to promote businesses within the area.

Monte
rey Park established a business improvement district in 1983. The District encompasses the commercial area on Garvey Avenue, from Ramona to Nicholson, and Garfield Avenue from Emerson to south of Newmark Avenue.
2022-2023
Goals and Objectives
• Improve district beautification: Continue providing janitorial services and Christmas Holiday decorations to the district.

FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $0 $0 $0 $0
Services $53,662 $89,539 $89,539 $89,539
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $53,662 $89,539 $89,539 $89,539
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
E12
C ity Manager Department
FY 2022-2023 Preliminary Budget
• Stim
ulate district economic growth: Continue collaboration with BIDAC to develop strategies to enhance economic growth within the district. • Support local district businesses hard hit by the pandemic: Strive to cover the annual program cost for 2023 without increasing the assessment fees in support of district businesses negatively impacted by the pandemic.
2021-2022 Major Accomplishments
• Continued janitorial services within the district and added the Downtown parking lot on Garvey and Lincoln Avenues to the City’s maintenance contract while minimizing the total maintenance cost for the BID compared to previous years. • Continued Christmas decorations on Garvey Avenue within the district, while locking-in the contracted installation cost for the next two years as a hedge against inflation.

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City Clerk Department
FY 2022-2023 Preliminary Budget
F1

Department Overview
The City Clerk is an elected position whose office
is responsible to the electorate for administering
the democratic processes such as elections,
access to city records, and ensuring legislative
actions are transparen t and accessible to the
public.

The Office of the City Clerk is a service
department within the municipal government
upon which the City Counc il, all City
departments, and the general public rely for
information regarding the operations and
legislative history of the City. The City Clerk
serves as the liaison between the public and City
Council and provides related municipal services.

The statutes of the State of California prescribe the basic functions and duties of the City Clerk, and the Government Code and Elections Code provide precise and specific responsibilities and procedures to follow.

Programs and Services
The City Clerk is an elected position whose office is responsible to the electorate for keeping a complete and accurate record of City Council proceedings, maintaining official city records, supplying public information and conducting municipal elections according to the stipulations of State and Federal laws. Specific service objectives are:

• Ensure that legal requirements regarding public meetings, hearings, attestations and petitions are handled properly and according to applicable rules and laws.

• Accurately record the proceedings and actions of the City Council for legal references, historic information and continuity of government.

• Understand and administer the provisions of the Political Reform Act.

• Provide accurate technical and procedural support to the City Council.

• Maintain safe, efficient storage and use of official city documents and records.

City Clerk Department
FY 2022-2023 Preliminary Budget
F2

• Ensure that municipal elections are conducted in an economical and error-free manner with maximum convenience to the voter, while complying with the Federal Voting Rights Act.

• Understand and administer the provisions of the Political Reform Act so that all related reports are filed in a timely manner according to law.

• Provide convenient voter registration services to citizens.

• Serve as a source of public information and referral.

• Maintain accurate records of all City Commissioner terms of office and posting of vacancies in accordance with state regulations; accept applications for commissions and arrangements for City Council interviews.

Department Budget Summary

Department Personnel Summary

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Preliminary City Clerk 1301 $707,340 $478,154 $490,154 $719,585
Total Expenditures $707,340 $478,154 $490,154 $719,585
Authorized Full-Time
Equivalent Positions 4.25 4.50 4.50 4.50
Expenditures by Program
CITY CLERK - 1300
City Clerk - Elected Official 1 - 1 - 1 0.00 De puty City Cle rk 1 - 1 - 1 0.00 Assistant Deputy City Clerk 1 - 1 - 1 0.00 Senior Clerk Typist - - 1 - 1 0.00 Clerk Typist - 0.50 - 0.50 - 0.50 Min u tes Cler k - 0.75 - - - 0.00 CITY CLERK TOTAL 3 1.25 4 0.50 4 0.50 City Clerk Department
FY 2022-2023 Preliminary Budget
F3

Department Organizational Chart

City Clerk Department
FY 2022-2023 Preliminary Budget
F4

Program: City Clerk
Program No.: 1301

Program Measurements
Actual
2020-2021
Estimated
2021-2022
Projected
2022-2023

General Municipal Election
Voter Turnout
November 2020

74.6%
Not an
Election Year
November 2022
35%
Public Records Act Requests

378

367 440
Certificate Requests 116 443 600

2022-2023 Goals and Objectives
• Prepare, plan, and implement the General Municipal Election in November 2022 to fill council seats, a city clerk and a city treasurer seat, and possible ballot measure(s).

• Research cost effectiveness and the need for a Fair Political Practices Commission online reporting system to improve efficiency.

• Research cost effectiveness for implementation of a California Public Records Request tracking system to promote transparency and improve efficiency in response time.

• A continuous effort working toward identifying and improving processes, procedures, and implementing guidelines for working toward going green.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $335,359 $323,487 $323,487 $326,447 Services $337,669 $64,067 $76,067 $279,767
Commodities $19,288 $25,800 $25,800 $26,800
Internal Services $15,025 $64,800 $64,800 $86,571
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $707,340 $478,154 $490,154 $719,585
Authorized Full-Time
Equivalent Positions 4.25 4.50 4.50 4.50
City Clerk Department
FY 2022-2023 Preliminary Budget
F5

2021-2022 Major Accomplishments
• Implemented and streamlined the agenda process moving from paper format to digital format to improve effectiveness and efficiency and reduce paper product.

• Working with consultant National Demographics Corporation, implemented the 2021 redistricting map as directed by the City Council.

• Improved the efficiency of conducting council meetings via Zoom platform and incorporating a hybrid form of meetings to promote public participation.

Funding Source by Type

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Preliminary Budget General Fund - Administration $0 $451,954 $463,954 $692,076 General Fund $548,151 $0 $0 $0
Special Revenue $77,747 $26,200 $26,200 $27,510
Enterprise $81,443 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $707,340 $478,154 $490,154 $719,585

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City Treasurer Department
FY 2022-2023 Preliminary Budget

DEPARTMENT: City Treasurer

DIVISION: City Treasurer

DIVISION NO.: 1501
Department Budget Summary

Department Overview
The City Treasurer is an elected position and is responsible for overseeing the custody and investment of the City monies. Specific service objectives include:

• Receive and safely keep the City Funds and schedule their availability to meet cash disbursement requirements.

• Provide overall investment management and strategy in the order of safety, liquidity, and yield in order to safeguard public funds in accordance with the City’s investment policy and State laws.

• Provide monthly and annual investment reporting to the City Council.

• Update and submit the City’s investment policy reflecting current law changes to the City Council on an annual basis.

Significant Changes
There were no significant changes in Fiscal Year 2022-2023.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget City Treasurer 1501 $22,002 $33,207 $33,207 $30,863
Total Expenditures $22,002 $33,207 $33,207 $30,863
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Program
City Treasurer Department
FY 2022-2023 Preliminary Budget

Department Personnel Summary

2022-2023 Goals and Objectives

• Continue evaluating investment options and investing City funds using the criteria of safety, liquidity, and yields.

• Continue reviewing City’s investment policy and internal controls over investment and treasury functions to ensure the proper segregation of duties and asset safeguarding.

• Submit monthly and annual investment reports.

2021-2022 Major Accomplishments
• Presented Annual City Investment Policy to the City Council on September 15, 2021.

• Managed the City’s investment portfolio prudently and conservatively in maximizing interest earnings during the 2021-2022 fiscal year.

• Continued receiving the Investment Policy Certificate of Excellence Award from the Association of Public Treasurers of the United States and Canada.

CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 - CITY TREASURER TOTAL 1 - 1 - 1 - City Treasurer Department
FY 2022-2023 Preliminary Budget

Expenditures by Character

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $21,705 $25,792 $25,792 $22,453
Services $0 $1,955 $1,955 $1,955
Commodities $297 $360 $360 $360
Internal Services $0 $5,100 $5,100 $6,095
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $22,002 $33,207 $33,207 $30,863
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $30,763 $30,763 $28,297 General Fund $11,896 $0 $0 $0
Special Revenue $3,619 $2,444 $2,444 $2,566
Enterprise $6,487 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $22,002 $33,207 $33,207 $30,863

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City Attorney Department
FY 2022-2023 Preliminary Budget
H1

DEPARTMENT: City Attorney

DIVISION: City Attorney

DIVISION NO.: 1601

Department Budget Summary

Department Overview
The City Attorney acts as the City’s legal counsel. In this capacity, the City Attorney advises the City Council and Staff on legal matters relating to the operation of the municipal government and is responsible for the review and preparation of resoluti ons, ordinances, and agreements. The services of the City Attorney are provided via contractual services with a private legal firm.

In addition, special legal services for personnel matters, labor relations, and municipal code prosecutions that are provided by other private legal firms are also included in this Activity.

Specific service objectives are:

• Provide expert legal advice to the City Council and its committees and commissions, as well as the City Manager, the Library Board of Trustees and all C ity departments so that policies are established, and programs administered according to the legal guidelines established by City, State and Federal laws.

• Ensure the City and its officers are properly represented in all actions arising from performance of City business.

• Ensure that all City ordinances, resolutions, agreements and contracts are correct as to form.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Preliminary City Attorney 1601 $601,173 $649,100 $649,100 $688,046
Total Expenditures $601,173 $649,100 $649,100 $688,046
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Expenditures by Program
City Attorney Department
FY 2022-2023 Preliminary Budget
H2

Significant Changes
There are no significant changes to report.

Expenditures by Character

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $0 $0 $0 $0
Services $601,173 $649,100 $649,100 $688,046
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $601,173 $649,100 $649,100 $688,046
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Source s by Type Actual Original Budge t Proje cte d Budge t Pre liminary Budge t General Fund - Administration $0 $649,100 $649,100 $688,046 General Fund $373,143 $0 $0 $0
Special Revenue $465 $0 $0 $0
Enterprise $227,564 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $601,173 $649,100 $649,100 $688,046
Management Services Department
FY 2022-2023 Preliminary Budget
Department Overview
The goals of Management Services Department are: to employ best practices and be transparent in financial management, to strengthen and make judicious use of financial resources to achieve and build City financial resilience, and to focus on internal and external customer services in various support services. The Department works to preserve a strong financial condition by creating responsible financial
strategies, effectively managing the
City’s resources, and providing
analysis and recommendations that
ensure optimal economic outcomes.

P
rograms and Services
The Management Services Department provides centralized revenue collection, financial planning, budgeting, reporting and analysis, treasury and investment, debt management, grant accounting, purchasing, accounts payable, payroll, and audits. In addition, the Department establishes and maintains the City’s administrative policies and procedures for internal controls.

The Department follows Federal and State laws, rules, and regulations to prepare many mandated reports.

The Management Services Department oversees and maintains the City’s information systems and communication systems. The Department maintains a customer service counter and serves as the central cashiering point for the City. It prepares utility billing and administers laws related to business license, utility tax, transient occupancy tax, admissions tax, and franchise tax.

I
n addition, the City’s HUD CDBG, Home, and Housing programs are also managed by the Management Services Department, under Activity 1405, Community Assistance Housing.

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Management Services Department
FY 2022-2023 Preliminary Budget
Depa
rtment Budget Summary
Significant Changes
The Data Processing Division, 1404, has been renamed to Information Technology (IT).

Beginning in Fiscal Year 2022- 2023, the division will be comprised of both City staff and contracted services. There are three factors driving this approach: the City’s need to maintain control of its data for security purposes, the cost -effectiveness of contracted some of the services and the desire for an IT division to respond ask quickly as possible to rapidly changing business needs. We anticipate this approach to be the most appropriate for the City of Monterey Park.

The Communication and Duplication Division, 1408, was dissolved. The FTEs and services were moved to Divisions 1404, 1406 or 1407. IT Division, 1404, is now responsible for Communications including land line telephones, data cabling, and cellular telephones. Central Support Services Division, 1407, is now responsible for the mailroom coordination and its equipment.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Finance 1403 $972,718 $1,356,388 $1,356,388 $1,483,506
Data Processing 1404 $675,751 $568,322 $593,322 $1,889,008 Community Housing Assistance 1405 $2,006,208 $1,032,962 $1,032,962 $1,052,730 Revenue Collection 1406 $550,047 $687,496 $687,496 $1,009,382 Central Support Services 1407 $449,348 $602,864 $602,864 $868,489 Communication/Duplication 1408 $273,580 $308,855 $308,855 $0 Total Expenditures $4,927,652 $4,556,886 $4,581,886 $6,303,116 Authorized Full-Time
Equivalent Positions 18.00 18.95 20.50 21.50
Expenditures by Program
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Management Services Department
FY 2022-2023 Preliminary Budget
Depa
rtment Personnel Summary
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Management Services Department
FY 2022-2023 Preliminary Budget
Department Organizational Chart
F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $2,619,243 $2,619,243 $2,702,665 General Fund $634,419 $0 $0 $0
Special Revenue $2,243,982 $1,167,789 $1,167,789 $1,183,922 ARPA $0 $0 $0 $830,083
Enterprise $1,405,726 $222,197 $222,197 $549,219
Internal Service $643,525 $547,657 $572,657 $1,037,227
Total $4,927,652 $4,556,886 $4,581,886 $6,303,116
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Management Services De partment
FY 2022-2023 Preliminary Budget
Program: Finance
Program No.: 1403
P
rograms Details
The Accounting Division is responsible for the accounting operations of the City, which includes cash management, debt administration, accounts payable, accounts receivable, payroll, grant accounting, auditing, financial reporting, and the development and monitoring of the City Budget.

F
inance prepares various financial reports to City Council, City management and departments for fiscal monitoring.

Finance also publishes the City’s Annual Comprehensive Financial Report, Single Audit Report, Cost Allocation Plan, Investment Report, Midyear Financial Report, and Budget Manual, and prepares the citywide lighting and landscaping assessment district tax submittals.

Finance maintains the City’s financial records and prepares financial reports to various State and Federal agencies. Finance works with City Treasurer in monitoring the City’s cash flow and investing idle funds in accordance with the City’s investment policy.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $879,122 $858,488 $858,488 $918,720 Services $43,019 $264,700 $264,700 $307,810
Commodities $21,652 $22,300 $22,300 $22,300
Internal Services $28,925 $210,900 $210,900 $234,676
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $972,718 $1,356,388 $1,356,388 $1,483,506 Authorized Full-Time
Equivalent Positions 9.10 9.10 9.65 9.65
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Management Services De partment
FY 2022-2023 Preliminary Budget

PROGRAM MEASUREMENTS
T
he City’s Annual Budget and the Comprehensive Annual Financial Report, prepared by the Finance Division, have received numerous awards for excellence from various professional organizations at both the state and national levels.

Actual
2020-21
Estimated
2021-22
Projected
2022-23
Number of years received awards from
Government Finance Officers Association
(GFOA) and California Society of Municipal
Finance Officers Association (CSMFO) for
excellence in budgeting.
30 31 32
Number of years received awards from GFOA
for excellence in financing reporting.
32 33 34
Number of audits performed. 13 13 13
2022-2023 Goals and Objectives
• Issue a Request for Proposal for the City’s new Independent Auditors • Continue the task of implementing Phase II of the new Enterprise Resource Planning (ERP) System.
• Continue to analyze and monitor sales tax and property tax revenues generated from the Monterey Park Market Place and the hotel projects.
• Implement new utility rates to improve and enhance City Water and Sewer infrastructure.
• Review and update administrative policies and procedures. 2021-2022 Major Accomplishments
• Implemented the Tyler Munis Payroll Module
• Implemented the Tyler Munis Financial Data Transparency Tool (Module) found at https://montereyparkca.finance.socrata.com/#!/dashboard. • Issued a sales tax revenue bond Series 2021 for street resurfacing. • Received awards for excellence from (GFOA) and (CSMFO) for the City’s 2021-22 Annual Budget and from (GFOA) for the 2020- 21 Comprehensive Annual Financial Report.
• Implemented tight budget controls to tackle the lowered revenue due to COVID-19.

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Management Services De partment
FY 2022-2023 Preliminary Budget
Funding Source by Type
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Management Services De partment
FY 2022-2023 Preliminary Budget
Program: Information Technology
Program No.: 1404
P
rograms Details
The Information Technology Division (IT) has the responsibility of supporting and maintaining the computer and network infrastructure, all IT related hardware, approved software, and operating systems used by the City of Monterey Park agency. In addition, IT is responsible for the design, build out, and integration of new infrastructure and
technology solutions needed to meet demands; for
ensuring security of the environment by configuring,
maintaining, and supporting firewalls, anti -virus/anti- malware tool s, spam filtering, and backups for all
application server; and evaluating the short and long-term technology needs of both the organization and
community to facilitate the efficient delivery of services and promote continued economic development.

Serv
ices
• Designs, builds, and integrates new infrastructure and technology solutions as needed • Ensures security of the technology environment.
• Provides desktop support for approximately 500 computers and 100 tablets. • Provides application support for over 300 different software applications. • Provides Phone support for approximately 450 desk phones and 50 cell phones. • Supports and maintains network file servers, network and wireless infrastructure, telephone and e-mail systems.

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Management Services De partment
FY 2022-2023 Preliminary Budget
• Supports and maintains technology infrastructure (Local Area Network) switches, database servers, firewalls, application servers, routers for connectivity between sites. • S
upports and Maintain data systems Tyler MUNIS ERP, CRW for Permits, Microsoft SQL Server, Microsoft Windows Server, Microsoft SharePoint, West Covina CAD/RMS (Police), ESRI Geographic Information Systems (GIS), Laser fiche document management, Chameleon Animal Care and Control, Microsoft Exchange eMail, ActiveNet program registration, Granicus for streaming public meetings, VMWare virtualization, Veeam backup and recovery, Other departmental system applications. 2022-2023 Goals and Objectives
• Implement segmentation of Network to improve security • Upgrade Servers to a more up to date Operating System • Remove all desktops that have reached end of life support • Upgrade firewalls that have reached end of life support • Upgrade city wide internet from 300Mbps to 1 Gps
• Upgrade current PBX Phone System with a hybrid PBX/VoIP System 2021-2022 Major Accomplishments
• Upgrade All City infrastructure switches from 10/100 switches to 10/100/1000 • Upgrades City and PD Virtual Machine Servers to state of the art servers • Implementing a robust onsite back up system
• Implementing Veeam cloud storage with Ransomware protection • Upgraded 100 workstations with current Windows Operating Systems • Implemented a regular schedule for Vulnerability scanning of internal/external systems • Implementing a system of tracking accounts and access of employees being changed positions
Funding Source by Type
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Management Services Depa rtment
FY 2022-2023 Preliminary Budget
Program: Community Housing Assistance
Program No.: 1405
Prog
rams Details
Responsibilities within this activity include general administration of the City’s Community Development Block Grant (CDBG) program and Home/Housing programs. HUD grant funds received annually from the U.S. Department of Housing and Urban Development (HUD), are the primary source of funding for the Division’s activities.

Community Development Block Grant (CDBG) funds are utilized to provide assistance with fair housing, repayment of a Section 108 loan and to cover administrative costs.

The HOME program, distinct from the CDBG program, provides funds only for affordable housing activities. Acquisition, rehabilitation, rental assistance, and new construction are all eligible uses for the program monies. The City is allowed two years to commit and five years to exhaust its annual HOME entitlement. The City continues to use its HOME funds to provide loans and lead- based paint abatement grants to income qualified homeowners through its Residential Rehabilitation Program.

Under
the CARES Act enacted by Congress on March 27, 2020, the City received CDBG -CV funds to prepare, prevent and respond to the COVID-19 virus. These funds can be used to provide assistance to local businesses and residents who have been affected by the virus.

Through t
he American Rescue Plan Act of 2021, the City was allocated a one- time HOME-ARP grant. This primary objective of this grant is to assist individuals or households who are homeless, at risk of homelessness, and other vulnerable populations, by providing housing, rental assistance, FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $33,887 $26,815 $26,815 $28,155
Services $1,463,419 $478,380 $478,380 $478,380
Commodities $17 $592 $592 $592
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $508,886 $527,175 $527,175 $545,603
Total Expenditures $2,006,208 $1,032,962 $1,032,962 $1,052,730 Authorized Full-Time
Equivalent Positions 0.00 0.10 0.10 0.10
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Management Services Depa rtment
FY 2022-2023 Preliminary Budget
supportive services, and non- congregate shelter, to reduce homelessness and increase housing stability across the country.

Under
AB 1x26 redevelopment agencies ar e dissolved and replaced with Successor Agencies responsible for winding down the affairs of the former redevelopment agency including disposing of their assets. The City continues receiving repayment of SERAF and Housing Deferral funds from the State Department of Finance once the State approves the repayment schedule. The City will continue evaluating various affordable housing projects and programs.

PROGRAM MEASUREMENTS
CDBG
Actual Estima ted Projected
2020-21 2021-22 2022-23
Agencies assisted from
Com
munity Fund 1 1 1
Numbe
r of Housing Rights Center 93 120 120
clients assisted
Busi
ness Assistance (COVID-19) 35 0 0
HOME
Resi
dential Rehab Participants 1 3 5
Tenan
t Based Rental Assistance 31 0 0
Hom
eless Supportive Services 0 0 20
2022-2023 Goals and Objectives
• Continue to proactively identify recipients and provide community fund assistance to local organizations, businesses and residents with an emphasis on activities that respond the affects of the COVID-19 virus.
• Create a transitional housing support services program to assist persons and households experiencing homelessness.
• Conti
nue implementing all goals as identified in the City of Monterey Park 2020-2024 Five- Year Consolidated Plan.

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Management Services Depa rtment
FY 2022-2023 Preliminary Budget
2021-2022 Major Accomplishments
• Proactively identified recipients and provide d community fund assistance to local organizations, businesses and residents with an emphasis on activities that respond to the effects of the COVID-19 virus.
• Began implementing all goals as identified in the City of Monterey Park 2020-2024 Five-Year Consolidated Plan.
• Prom
oted fair housing through the Housing Rights Center by assisting over 90 residents. • Began developing a plan for the implementation of a transitional housing and supportive services program in collaboration with the Monterey Park Police Department.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $0 $0 $0
General Fund $19,018 $0 $0 $0
Special Revenue $1,987,191 $1,032,962 $1,032,962 $1,052,730 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $2,006,208 $1,032,962 $1,032,962 $1,052,730 I12
Management Services De partment
FY 2022-2023 Preliminary Budget
Program: Revenue Collection
Program No.: 1406
P
rograms Details
This activity provides for a range of revenue -related
services, including preparing the Master Schedule of Fees and Charges, accounts receivable, cashiering services, the billing and collection of license fees and utility
charges, the processing of applications for new
businesses and water and trash services, the processing of special permits, the issuance of business licenses and the collection of delinquent accounts. Specific service objectives are:
• Ensure prompt and courteous customer services
• Collect all money received by the City
• Maintain information on water utility, trash and
business license services
• Bill and collect for water/trash accounts every two months • Bill and collect yearly for business licenses
• Ensure prompt and courteous enforcement of the City's business license regulations • Administer and monitor revenue programs for the Transient Occupancy Tax, Admissions Tax, and Utility Users Tax
• Administer and monitor Utility Users Tax Exemption Program and the lifeline rates for water and rubbish services
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Management Services De partment
FY 2022-2023 Preliminary Budget
P

ROGRAM MEASUREMENTS
Actual
2020-21
Estimated
2021-22
Projected
2022-23
Business Licenses Issued 4,297 4,383 4,500
Utility Bills Mailed 80,450 81,000 81,400
2022-2023 Goals and Objectives
• Assist with RFP for new banking service and assist finance division for a smooth and seamless transition to the new selected bank.
• Continue to work with utility rate consulting firm and establish Proposition 218 utility rates. • E
stablish payment tablet at public works department counter for residents to utilize the City’s payment portal to streamline payment process.
2021-2022 Major Accomplishments
• Successfully awarded agreement to utility rate consulting firm and conducted preliminary work to establish proposed new rates for Proposition 218 process. • Took lead on preparing revenue projections and preparing CIP project list and funding for new year budget.
• I
mplemented new version of Tyler Cashiering to streamline cash receipts process.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $447,029 $447,029 $440,980 General Fund $53,132 $0 $0 $0
Special Revenue $14,950 $18,270 $18,270 $19,183
Enterprise $481,965 $222,197 $222,197 $549,219
Internal Service $0 $0 $0 $0
Total Expenditures $550,047 $687,496 $687,496 $1,009,382 I14
Management Services Dep artment
FY 2022-2023 Preliminary Budget
Program: Central Support Services
Program No.: 1407
Pr
ograms Details
This division assists all City Departments with the following services:
• Assist City departments with the purchase of supplies and services at best value for use by the City departments.
• Assist City departments in evaluation of most cost effective services and supplies. • Assist City departments in setting up the best specifications for the acquisition of needed supplies and services needed.
• Ensure that supplies and equipment re quiring central storage are maintained in a safe, readily accessible, and economical manner.
• Review and evaluate office automation technology.
• Report ICR (Independent Contractor Reporting) to the State. • Monitor & maintain the City’s GoMPK Service Request System. • Oversee the City’s custodial contract for City Hall and various City facility cleaning. • Maintain the City’s postage equipment and coordinate mailroom pickup and sorting of departmental and US Mail.

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Management Services Dep artment
FY 2022-2023 Preliminary Budget
PRO

GRAM MEASUREMENTS
Actual
2020-21
Estimated
2021-22
Projected
2022-23
GoMPK Submissions from residents and staff 4,052 6,400 6,800 2022-2023 Goals and Objectives
• Work with GoMPK program developers to maximize the application for both City staff as well as our customers.
2021-2022 Major Accomplishments
• Successfully assisted in upgrading new version of Munis and conducted refresher training for City staff on contract and purchase order entry.
• Issued a Request for Proposals (RFP) and awarded a contract for Citywide janitorial services. • Im
plemented new electronic agreement routing software for streamlined contract routing.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $584,875 $584,875 $849,601 General Fund $199,757 $0 $0 $0
Special Revenue $44,258 $17,989 $17,989 $18,889
Enterprise $205,333 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $449,348 $602,864 $602,864 $868,489
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Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J1
Department Overview
The Human Resources & Risk Management Department is responsible for the administration of a comprehensive personnel system based on merit principles and the City’s risk management program. Its primary function is to provide recruitment, employment, employee relations and training services to other City departments and to minimize risk exposure through loss prevention and control.

Department Budget Summary
P
rograms and Services
The Human Resources Division is the core of the City’s employment, benefit administration and training operations. HR centralizes recruitment and selection, job classifications, benefits, employment records management, employer/employee relation’s administration, employee development programs and contract negotiations.

The Risk Management Division provides loss prevention control services, which includes insurance procurement, claims process management for property, workers compensation, general liability losses, and oversight of the City’s safety management and training programs.

Significant Changes
There were no significant changes for Fiscal Year 2022-2023.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Human Resources 1801 $441,794 $679,469 $729,469 $850,330 Risk Management 1802 $597,518 $498,370 $498,370 $628,396 Total Expenditures $1,039,312 $1,177,838 $1,227,838 $1,478,726 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
Expenditures by Program
Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J2
Department Personnel Summary
Depa
rtment Organizational Chart
HUMAN RESOURCES AND RISK MANAGEMENT - 1800
Director of Human Resources/Risk Management 1 - 1 - 1 0.00 Human Resources Analyst 1 - 1
- 1

0.00 Hum an Resources Assistant 1 - 1
- 1

0.00 Human Resources Technician 1 - 2
- 2

0.00 Senior Management Analyst 1 - -
- 0

0.00 Human Resources/Risk Manager -
- 1
- 1

0.00 Senior Clerk Typist -

0.50 -
- 0 0.00
Clerk Typist -

0.50 -
- -

0.00 HR AND RISK MANAGEMENT TOTAL 5 1 6 - 6 0.00

Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J3
Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $487,042 $537,042 $601,191 General Fund $515,478 $0 $0 $0
Special Revenue $77,670 $59,235 $59,235 $62,197
Enterprise $215,984 $0 $0 $0
Internal Service $230,181 $631,561 $631,561 $815,338
Total $1,039,312 $1,177,838 $1,227,838 $1,478,726
Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J4
P
rogram: Human Resources
Program No.: 1801
Programs Details
The Human Resources Division supports all departments by providing a wide range of personnel services, which are divided among the following separate, but integrated program areas:

Employee Development: Training and development programs to enhance employees’ job skills and abilities as well as assist them in achieving career development goals. Supervisory training, tuition reimbursement for approved formal education, and in-house workshops are coordinated by and funded through the Human Resources Division. During the upcoming 2022-23 fiscal year, employee training will focus on continued professional development, compliance, and loss prevention programs. The department provides comprehensive training opportunities through various resources, including membership in professional organizations such as a Joint Power Authority risk pool, the San Gabriel Valley - Employment Relations Consortium, SCPMA-HR, as well as training provided by contract and in-house Human Resources staff and on-line venues.

Employee Relations: An effective program of employer/employee relations has been built through the negotiation process and through administration of labor contracts with the City’s eight represented employee groups. This also includes employee and supervisory counseling on personnel policies, procedures and best practices, providing assistance in handling employee grievances and disciplinary actions, negotiation and implementation of new labor contract provisions, communication meetings with labor representatives, and promoting new programs to enhance the quality, efficiency and responsiveness of municipal services.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $220,202 $359,219 $359,219 $476,557 Services $204,399 $240,950 $290,950 $273,400
Commodities $3,793 $6,100 $6,100 $6,100
Internal Services $13,400 $73,200 $73,200 $94,273
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $441,794 $679,469 $729,469 $850,330
Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50
Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J5
Recruitment and Selection: Recruitment and selection activities include job analyses, advertising, focused outreach efforts, testing administration, pre -employment medical examinations, comprehensive background checks, including Live Scan fingerprinting, reference checks and other testing as needed. This section also ensures that recruitment efforts are in compliance with adopted merit system requirements and related employment laws.

Employee Benefits: The City provides a comprehensive group benefits program, including medical insurance obtained through CalPERS, dental insurance, long -term disability, life insurance, vision insurance, deferred compensation, an employee ass istance program (EAP), Flexible Spending Account (FSA), Dependent Care Account (DCA), and retired medical savings plan (Health Reimbursement Account, PORAC Retiree Healthcare Trust, Health Savings Account) and retirement plans.

Personnel Management: The City reviews and revises class specifications, administrator employee performance evaluations, digitize and modernize Monterey Park HR with the GRM document management system and develop administrative policies and procedures relating to personnel issues. For 2022-2023, Human Resources will conduct a City -wide classification and compensation study to update class specifications and review compensation with local public sector market.

Occupational Health: Activities that ensure employment candidates and employees are medically and psychologically qualified for the job. Additionally, the Division coordinates Fire Department biennial physicals, medical examinations for respiratory fitness, DMV Class B license renewal, Hepatitis A inoculations for first responders, fitnes s-for-duty medical evaluations and statutory drug testing.
2022-2023 Goals and Objectives
• N
egotiate with non-sworn employee association groups with Memorandums of Understanding expiring June 30, 2023.
• C
onduct a City-wide classification and compensation study. • E
valuate recruitment strategies and City branding for recruitment processes and procedures.
2021
-2022 Major Accomplishments
• A
ssisted Management Services with implementing Munis – Human Resources and Payroll module.
• C
ontinued to monitor practices, procedures and policies related to COVID-19 pandemic.

Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J6
• Negotiations with sworn employee association groups with Memorandums of Understanding expiring June 30, 2022.
• I
n FY2021-2022, hired 63 employees – 30 full-time and 33 part-time employees.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $487,042 $537,042 $601,191 General Fund $320,969 $0 $0 $0
Special Revenue $24,381 $25,965 $25,965 $27,263
Enterprise $75,844 $0 $0 $0
Internal Service $20,601 $166,462 $166,462 $221,875
Total Expenditures $441,794 $679,469 $729,469 $850,330
Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget

Program: Risk Management
Program No.: 1802

Programs Details
The Risk Management Division serves to protect the personnel and physical assets of the City from injury and loss. To accomplish this, a variety of program services are established including:
identification and measurement of potential losses, loss prevention, programs for elimination of unsafe working conditions, safety training, insurance purchase, and claims handling for liability, property damage, unemployment, and workers’ compensation.

The City maintains General Liability and Auto Liability insurance coverage through the City’s participation in a Joint Power Authority risk sharing pool for Liability and Workers Compensation Programs.

The Risk Management Division seeks to minimize the City’s financial exposure by ensuring that tort liability claims are processed and brought to closure as expeditiously as possible, fully investigating all claims, and by subrogating claims where third party liability exists, to recover losses.

The City maintains workers compensation insurance coverage to statutory limits per occurrence (policy will pay out per statute with no coverage limit) through the City’s participation in a Joint Power Authority risk sharing pool Workers Compensation Program. The Risk Management Division seeks to minimize the City’s workers compensation financial exposure by p erforming risk exposure analysis, loss control programs, and by thorough claim investigation, evaluation and processing, and continuing an active safety training program for employees.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $268,699 $422,810 $422,810 $476,852 Services $316,637 $39,410 $39,410 $39,900
Commodities $986 $1,450 $1,450 $1,450
Internal Services $7,850 $34,700 $34,700 $110,195
Capital Outlay $0 $0 $0 $0
Debt Service $3,346 $0 $0 $0
Total Expenditures $597,518 $498,370 $498,370 $628,396
Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50
Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J8
The Risk Management Division manages the City’s insurance and self -insurance programs for property, public official bonds, automobile, and property damage. The division tracks and administers the City’s unemployment insurance claims as well.

PROGRAM MEASUREMENTS

LIABILITY CLAIMS FILED
Actual
2019-2020
Actual
2020-2021
Actual
2021-2022*
Community Development 0 0 0
Fire 0 1 1
General Government 2 2 3
Management Services 1 0 0
Police 4 4 2
Public Works 38 24 13
Recreation & Comm Svc 1 0 0
TOTAL 46 31 19
*A
s of April 26, 2022
WORKERS’ COMPENSATION CLAIMS FILED
Actual
2019-2020
Actual
2020-2021
Actual
2021-2022*
Fire 8 18 10
General Government 0 0 0
Library 0 1 0
Management Services 0 0 2
Police 27 26 31
Public Works 5 3 4
Recreation & Comm Svc 1 1 0
TOTAL 41* 49* 47*
*
Includes all claims that are OSHA recordable. As of April 26, 2022 2022-2023 Goals and Objectives
• Transition risk pool membership to an alternate Joint Power Authority to realize premium savings.
• P
repare and solicit Request for Proposals for Third-Party Administration Services for Liability and Workers’ Compensation programs.
• T
ransition Liability and Workers’ Compensation claims to electronic format.

Human Resources and Risk Management Department
FY 2022-2023 Preliminary Budget
J9
2021-2022 Major Accomplishments
• Reduced number of litigated liability claims filed.
• S
olicited and evaluated proposals for membership from alternate Joint Power Authorities. • I
nitiated transition of Liability and Workers’ Compensation claims to electronic format. • S
ubrogation efforts produced recovery of over $40,000.

Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund - Administration $0 $0 $0 $0
General Fund $194,509 $0 $0 $0
Special Revenue $53,289 $33,271 $33,271 $34,934
Enterprise $140,140 $0 $0 $0
Internal Service $209,580 $465,099 $465,099 $593,462
Total Expenditures $597,518 $498,370 $498,370 $628,396

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Community Development Department
FY 2022-2023 Preliminary Budget
Department Overview
The Community Development Department reviews all residential, commercial, and industrial projects in the city . The Planning Division writes and updates the City’s General P lan and Specific Plan s as well as Municipal Code Amendments to implement the General Plan . The Department reviews all projects for zoning compliance, processes zoning and land division applications and prepares/reviews all environmental assessments and reports. The Building Division reviews all building and construction plans for compliance with applicable building codes, issues permits, and inspects all buildings during construction phases. The Department also coordinates the development process with other City departments and agencies.

Programs and Services
Building and Safety Division
The Building and Safety Division enforces Title 16 of the Monterey Park Municipal Code.

Division personnel are also required to enforce through plan check and site inspections the Uniform Building Codes (i.e., Building, Plumbing, etc.), as well as State and Federal regulations relating to the construction of structures and their safety. This Division’s personnel must also maintain a high degree of knowledge and expertise in the areas of new technologies of construction and materials as well as on the numerous revisions that are promulgated by the professional building industry. It is also responsible for being the liaison to the City’s Modification Committee.

Planning Division
The Planning Division administers Title 21 of the Monterey Park Municipal Code. Personnel comment on and process all applications for Design Review and Planning Commission land use actions. Staff also conducts field inspections and research which provides the basis for professionally prepared staff reports, and recommendations made for approval, denial, or approval with conditions. It also is the lead agency for all environmental reviews consistent with the California Environmental Quality Act (CEQA).

Significant Changes
The city has reorganized the Planning and Building Divisions, removing them from Public Works and recreating a Community Development Department. This reorganization has been accomplished to better serve homeowners, businesses, and the development Community. Initial efforts are geared towards providing appropriate staffing levels, re -opening after the Covid-19 emergency and refined the development review process.

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Community Development Department
FY 2022-2023 Preliminary Budget
Department Budget Summary
Depa
rtment Personnel Summary
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Planning 1701 $370,441 $401,675 $401,675 $988,696
Building & Safety 1702 $935,893 $974,127 $974,127 $1,303,106 Total Expenditures $1,306,334 $1,375,802 $1,375,802 $2,291,802 Authorized Full-Time
Equivalent Positions 9.06 9.06 11.00 11.00
Expenditures by Program
Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Source s by Type Actual Original Budge t Proje cte d Budge t Budge t General Fund $1,043,507 $1,105,833 $1,105,833 $1,578,363 Special Revenue $194,986 $189,582 $189,582 $416,306
Enterprise $67,842 $80,387 $80,387 $297,134
Internal Service $0 $0 $0 $0
Total $1,306,334 $1,375,802 $1,375,802 $2,291,802
COMMUNITY DEVELOPMENT - 1700
Acting Director of Community Development - - - 0.50 0 0.50 Assistant Planner 1 - 1 -
1 0.00
Planning Manager 1 - 1 - 1

0.00 Senior Planner - - 1 -
1 0.00
Planning Intern - 0.96 - 0.46 0 0.50
Planning Technician - 0.00 1 1

0.00 Building Inspector 2 -
2 -
2 0.00
Building Official 1 -
1 - 1

0.00 Permit Technician I 1 -
1 - 1

0.00 Permit Technician II 1 -
1 - 1

0.00 Plan Checker 1 -
1 - 1

0.00 COMMUNITY DEVELOPMENT TOTAL 8 0.96 10 0.96 10 1.00 K2
Community Development Department
FY 2022-2023 Preliminary Budget
K3
Community Development Department
FY 2022-2023 Preliminary Budget
Program: Planning
Program No.: 1701
P
rogram Details
This program is intended to promote the orderly development of the City and to maintain a high quality, resident, and business friendly community consistent with applicable State laws and the goals, policies, objectives, and programs of the General Plan, Specific Plans, and Monterey Park Municipal Code. The Planning Division is responsible for this program. Currently, the program is comprised of Discretionary Project Review, Subdi vision Review, Environmental Review, General Plan Implementation, and Zoning Administration. • Discretionary Project Review provides the review and processing necessary to ensure projects comply with City, County, and State development regulations. The Pla nning Division works closely with property owners, developers, design staff, and the interested public from inception of a development project to completion of a project. • S
ubdivision Review Many of the residential, commercial, and industrial projects reviewed and approved by the C ity involve the subdivision of land, creating individual lots. The subdivision review process involves coordination with City departments, public utilities, and outside agencies. The Planning Division is responsible to ensure all projects are consistent with the goals and objectives of the General Plan, as required by the State Subdivision Map Act.
• E
nvironmental Review Under provisions of the California Environment al Quality Act (CEQA), most discretionary projects within the City are required to receive some level of environmental review. This review provides information regarding environmental impacts associated with particular projects and identifies mitigation measures, which may FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $236,260 $304,584 $304,584 $513,493 Services $113,584 $48,050 $48,050 $358,550
Commodities $1,922 $5,900 $5,900 $6,100
Internal Services $18,675 $43,141 $43,141 $110,553
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $370,441 $401,675 $401,675 $988,696
Authorized Full-Time
Equivalent Positions 3.01 3.01 5.00 5.00
K4
Community Development Department
FY 2022-2023 Preliminary Budget
reduce or eliminate significant impacts. The Planning Division ensures environmental review occurs in a rapid and cost -effective manner while complying with CEQA. In addition, the C ity monitors all construction projects for compliance wit h mitigation measures according to State law.
• G
eneral Plan Implementation The Planning Division is responsible for maintaining and updating the City’s General Plan so that the goals, policies, and implementation measures are current and reflect the existing and future needs of the City as required by State law.

Subdivision maps, Specific Plans, capital projects, and various land use permits must be consistent with an up-to date, adopted General Plan.
• Z
oning C ode Administration The Planning Division prepares Zoning Code Amendments to address emerging issues or to comply with changing statutes. The Planning Division works closely with the City Attorney’s Office to ensure that proposed amendments are consistent with local, State, and Federal regulations, as well as , with the City’s General Plan.

Program Measurements
DISCRETIONARY APPLICATIONS: These types of applications require, as necess ary, Planning Commission, Design Review Board and City Council review. The Planning entitlements listed below will take from 2 to 6 months to process depending on the complexity of the project.

Actual
2020-21
Estimated
2021-22
Projected
2022-23
Administrative Use Permits 0 3 8
Code Amendments* 9 3 5
Conditional Use Permits 1 6 5
General Plan Amendments 0 1 1
Specific Plan 0 1 0
Parcel Maps 2 1 3
Tentative Tract Maps 4 2 5
Time Extensions 3 0 3
Variances 0 0 0
Zone Changes 0 1 2
CEQA
Environmental Impact Reports 0 0 0
Negative Declarations 1 2 2
Categorical Exemptions 2 0 5

DESIGN REVIEW
K5
Community Development Department
FY 2022-2023 Preliminary Budget
Signs 0 2 2
Remodels, No increase of floor area 0 2 0
Remodels, Increase of floor area 0 0 0
New Construction < 10,000 SF 1 1 2
New Construction > 10,000 SF 0 0 0
Landscaping 0 0 0
Single-Family Residential 8 1 9
ADMINISTRATIVE APPLICATIONS:

Banners 0 2 10
Minor Departure 0 0 0
Short Term Rentals 0 0 0
Site Plan Review 2 2 5
Temporary Use Permits 3 4 5
Traffic/Parking Study 0 0 0
Yard Sales 20 57 60
*Most Code Amendments are City initiated. Therefore, no fees were collected. 2022-2023 Goals and Objectives
• Planning Division will continue to provide excellent planning services to help residents make home improvements, business owners open their businesses, and developers build new commercial, industrial and residential buildings, among others. • A
s a follow -up to the adopted Land Use Element and Housing Element of the General Plan, commence with an update to the zoning code to create consistency amongst the General Plan Land Use Element, the City’s Zoning Ordinance and Zoning Map. • C
onduct a series of updates to the Monterey Park Municipal Code to correct inconsistencies and to implement recent changes to State law as they pertain to wireless telecommunications facilities, accessory dwelling units, and density bonus, among others.
• W
ork collaboratively with the City’s Economic Development Division to help existing businesses thrive, streamline the approval of new businesses, and indentify new development opportunities with interested developers.
• W
ork collaboratively with other departments/divisions providing development services, including, Building & Safety Division, Fire Department, and Public Works D epartment, to provide guidance to developers, residents and business owners developing properties with the City.

K6
Community Development Department
FY 2022-2023 Preliminary Budget
• Planning Division w ill spearhead a community -wide campaign called “Going Green”, which will involve all City Departments and will be rooted in the community to develop and implement strategies which will help mitigate climate change and adapt to climate change that is already occurring.
2021-2022 Major Accomplishments
• The Planning Division oversaw the General Plan Amendment to update Housing (6th C
ycle – 2021-2029) and Safety Elements, and add Environmental Justice Element. • C
ontinued to provide superior planning services through the COVID-19 pandemic amid challenges faced due to illnesses, staffing shortages, and social distancing requirements.

We offered contactless option through electronic submittals which allowed the Planning Division to continue providing services while protect the health and safety for the public and City staff.
• C
ontinued implementation of virtual meetings and in-person appointments for planning services in accordance to CDC guidelines to provide the general public additional options in receiving assistance.
• C
ontinued the implementation of electronic plan review and plan submittal for all Planning related applications.
• I
mplemented streamlined planning processes which were approved as part of the Monterey Park Business Recovery Program to help businesses that were hardest hit by the COVID-19 pandemic.
• P
rocessed planning entitlements for a new multi-family residential project, expansion of an existing convenience store, a mixed-use project involving a commercial space and residential units, and a self-storage facility.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $309,350 $272,620 $272,620 $600,314
Special Revenue $51,725 $119,121 $119,121 $363,202
Enterprise $9,367 $9,934 $9,934 $25,180
Internal Service $0 $0 $0 $0
Total Expenditures $370,441 $401,675 $401,675 $988,696
K7
Community Development Department
FY 2022-2023 Preliminary Budget
Program: Building & Safety
Program No.: 1702
P
rograms Details
The Building Division is established per the mandate
of California Health and Safety Code to facilitate
compliance with State and local building standards
concerning structural integrity, fire and life safety,
sanitation, security, accessibility, and energy
efficiency of constructions within the local
jurisdiction. It provides staff support to the City
Council, Modification Committee and other City
departments in analyzing issues relating to safety of
buildings.

T
he Division’s specific service objectives include:
• R
eview building plans and inspect
construction work for compliance with
building safety technical codes. The State
and Municipal codes that are enforced by
the Division include the building code,
electrical code, mechanical code,
plumbing code, building conservation
code, spa and swimming pool code, energy
conservation standards and accessibility
standards.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $655,595 $691,597 $691,597 $789,168 Services $230,215 $97,700 $97,700 $347,700
Commodities $5,258 $10,700 $10,700 $15,819
Internal Services $44,825 $174,130 $174,130 $150,419
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $935,893 $974,127 $974,127 $1,303,106 Authorized Full-Time
Equivalent Positions 6.05 6.05 6.00 6.00
K8
Community Development Department
FY 2022-2023 Preliminary Budget
• Provide code interpretation, reference resources and other technical assistance to the public in a manner that facilitates compliance of design and construction with applicable building standards.
• C
oordinate with various departments and outside agencies in the plan review process, and serve as the contact point for permit applications.
• M
onitor property maintenance and abate life s afety hazards through Certificate of Occupancy inspections and special abatement programs such as the un- reinforced masonry (URM) buildings retrofit program.
• M
aintains building plans and permit records, and make the information readily available to the public.

Program Measurements
Actual
2020-21
Estimated
2021-22
Projected
2022-23

PERMITS
Building Permits:
a. Residential, New 10 14 25
b. Residential, Add/Alter 478 313 313
c. Non -Residential, New 5 1 2
d. Non -Residential, Add/Alter 73 52 55
e. Miscellaneous 156 112 120
Building Permits Total 722 492 515
Electrical Permits 369 302 350
Mechanical Permits 226 185 220
Plumbing Permits 233 203 220
All Permits Total 1,550 1,182 1,305
ANNUAL PERMIT VALUATION 42 27.5 30

PLAN CHECKS
Total Number Processed 536 413 500
Processed In-House 28 50 0
Contracted Out 72 50 100
4,200

INSPECTIONS
Construction Inspections 5563 3,748
Certificate of Occupancy 0 1 5
All Inspections Total 5563 3,749 4,201
K9
Community Development Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Our goal is to implement EPlanSoft, a cloud-based electronic plan review software, which will allow all divisions to review developments plans in real time and assist the coordination between divisions. This implementation will reduc e plan review turnaround times in all divisions and expediting approvals.
2021-2022 Major Accomplishment
• The Building Division was able to go digital with all our applications, reducing paper storage and cost of scanning physical documents. We implemented upgrades to the current permitting management software (Accela) allowing applicant to submit permit application through an online portal. With this implementation it will assist expediting the process for the applicant to obtain building permits.

F
unding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $734,157 $833,214 $833,214 $978,049
Special Revenue $143,261 $70,461 $70,461 $53,104
Enterprise $58,475 $70,453 $70,453 $271,954
Internal Service $0 $0 $0 $0
Total Expenditures $935,893 $974,127 $974,127 $1,303,106 K10
Po lice Department
FY 2022-2023 Preliminary Budget
Our Mission:

We are dedicated to serving our community with respect and pride.

Our Core Beliefs:

Honor. Integrity. Accountability.

L1
Po lice Department
FY 2022-2023 Preliminary Budget
Department Overview
The Monterey Park Police Department is a full-service police department providing public safety and law enforcement services to the City of Monterey Park. The Department is committed to providing professional, fair, compassionate, and dedicated law enforce ment with integrity and respect. The Department coordinates with other City Departments to produce outstanding overall service to the community.

Members of the Monterey Park Police Department recognize that to deliver the highest level of p
olice services , contemporary issues in our community and challenges facing the Police Department must be studied on a continuous basis. Identifying the best solutions to address community safety and quality of life issues is a core responsibility of the Police Departme nt. To strengthen our community partnership, we maintain a high level of attention to significant issues that make an impact on the community’s safety and quality of life.

The Department is organized into two Operational Divisions performing various activities, which are each overseen by a Captain. The Operations Division consists of Field Services, Investigations Bureau, and Traffic Bureau. The Support Services Division consists of Administration, Animal Services, Community Engagement Bureau, Jail Operations, Records Bureau, and Computer Services.

An analysis of the crime statistics in Monterey Park reflects that for 2021, there was a 2% increase in Part I crimes as compared to the previous year. In 2021, the categories of burglary and assault decreased, while the categories of larceny and grand theft auto increased. The total number of robberies for 2021 remained the same as the previous year. The significant increase in grand theft autos was consistent with general crime trends in Los Angeles County.

Robbery Larceny Burglary Grand Theft
Auto Assault
0% 8% -18% 8% -2%
-20%
-15%
-10%
-5%
0%
5%
10%
Percentage Change to Specified Crimes for 2021
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Po lice Department
FY 2022-2023 Preliminary Budget
An annual account of Monterey Park’s Part I crime trends and traffic fatalities are listed below:

Calendar Year 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 % Change in Part I Crime 14% -3% 16% -10% 26% 23% -14% 0% -14% -8% 2% # Traffic Fatalities 2 2 3 5 4 4 0 2 3 4 1
Programs and Services
The Department continues to maintain a strong partnership with the community to address crime and quality of life issues. The Monterey Park Police Department is meeting the challenges brought by issues such as COVID -19 and the demand for police accountability through proper planning, strategic implementation, training, and commitment in delivering the highest level of police services to our community. All officers received de-escalation and additional use of force training.

Our staff has done an excellent job of adapting and has worked diligently to engage the community through social media and virtual community engagement sessions. We are building the P olice Department’s neighborhood watch, business watch, social media , and virtual engagement programs to proactively engage with the community through dialogue, collaboration, community input, panel discussions, and working with community leaders to better understand the needs and concerns of the community.

The Department h as built on our multidisciplinary approach to provide services to individuals experiencing homelessness and/or having a mental health crisis. The multidisciplinary model is being used to bring together differing disciplines and areas of expertise to provide holistic services to various members of the community through creative strategies and collaboration with various community stakeholders.

The Department is also focused on recruitment, hiring, and succession planning. The Department continues to update our brand and hiring process. Resources have been dedicated to hiring new employees and training all employees to ensure our members serve with a public servant’s heart with an understanding of de-escalation and community-oriented policing and its application. The Department has a Peer Support Program to help decrease the day -to-day stress and support our members throughout their careers.

The Police Department is a source of pride for our many employees and volunteers, many of whom live in Monterey Park. Police Reserves, Monterey Park Emergency Communications, Citizen’s Patrol, Police Explorers, Chaplains, and interns volunteered over 2,010 hours in 2021.

L3
Po lice Department
FY 2022-2023 Preliminary Budget
Significant Changes
There were no significant changes in Fiscal Year 2022-2023.

Depa
rtment Budget Summary
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget P olice Admin 3101 $835,902 $1,734,665 $1,734,665 $2,034,203 Traffic Bureau 3102 $1,483,407 $1,587,719 $1,587,719 $1,825,543 Field Services 3103 $10,911,283 $9,703,011 $9,753,011 $11,203,012 Investigations 3104 $3,179,628 $2,690,677 $2,690,677 $2,660,526 Animal Services 3111 $227,712 $307,304 $307,304 $374,305 Communications 3112 $1,616,165 $1,738,485 $1,738,485 $1,803,775 Jail 3113 $904,900 $728,872 $728,872 $731,326
Records 3114 $1,121,823 $1,061,030 $1,061,030 $1,051,478 Computer Services 3115 $745,287 $543,990 $543,990 $665,157 Community Engagement 3120 $831,975 $1,344,229 $1,344,229 $1,534,024 Total Expenditures $21,858,082 $21,439,982 $21,489,982 $23,883,349 Authorized Full-Time
Equivalent Positions 124.26 124.26 126.25 126.25
Expenditures by Program
L4
Po lice Department
FY 2022-2023 Preliminary Budget
Department Personnel Summary
POLICE - 3100
Police Chief 1 -
1 -
1 0.00
Animal Services Officer 1 1 2 - 2 0.00
Co
mmunity Services Officer 2 3.35 3 2.50 3 2.50 Communications Supervisor - - 1 - 1 0.00
Crime Analyst -

0.50 0.50 0 0.50
Crossing Guard 4.37 4.50 0 4.50
Dispatcher 9 0.24 8 1.25 8 1.25 Evidence Officer 1 0.80 2 0.00 2 0.00 Jailer 5 0.50 4 1.00 4 1.00
Jailer Supervisor - - 1 - 1 0.00
Principal Management Analyst 1 -
1 -
1 0.00
Outreach and Housing Navigation Coordinator 1 - 1 -
1 0.00
Police Administrative Assistant 1 -
1 -
1 0.00
Police Cadet -
2 -
2 0

2.00 Police Captain 2
- 2
-
2 0.00
Police Clerk 11
- 10
-
10 0.00
Police Corporal 14
- 14
-
14 0.00
Police Lieutenant 7
- 7 - 7

0.00 Police Officer 43
- 43
-
43 0.00
Police Records Cadet 0.50 0.50 0 0.50
Police Records Clerk 1 1 0 1.00 Police Records Management System Technician 1 - 1 -
1 0.00
Police Records Supervisor - - 1 -
1 0.00
Police Sergeant 9 -
9 -
9 0.00
Se cre tary 1 -
1 -
1 0.00
POLICE TOTAL 110 14.26 113 13.25 113 13.25 Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $15,549,875 $18,868,415 $18,918,415 $20,119,731 Special Revenue $6,308,207 $2,571,567 $2,571,567 $2,661,333 ARPA $0 $0 $0 $1,102,285
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $21,858,082 $21,439,982 $21,489,982 $23,883,349
L5
Polic e Department
FY 2022-2023 Preliminary Budget
L6
Po lice Department
FY 2022-2023 Preliminary Budget
Program: Police Administration
Program No.: 3101
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $655,621 $1,433,260 $1,433,260 $1,477,808 Services $102,823 $97,925 $97,925 $98,075
Commodities $30,159 $35,390 $35,390 $36,884
Internal Services $47,300 $168,090 $168,090 $421,436
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $835,902 $1,734,665 $1,734,665 $2,034,203 Authorized Full-Time
Equivalent Positions 4.00 8.00 8.00 8.00
L7
Po lice Department
FY 2022-2023 Preliminary Budget
Programs Details
The Administration Bureau is responsible for ensuring that the administrative needs of the Police Department are met and that the Police Department’s mission is carried out in the most efficient manner. The Administration Bureau is commanded by the Chief of Police. The Chief of Police is a cooperative and collaborative member of the City Manager’s executive team who leads, directs, and coordinates the activities of the Police Department to ensure the com munity’s safety by providing effective and positive police services.

Pr
eparing and maintaining the Department’s budget, grants, policies, preparing payroll for the entire department, contracts and procurement of goods/services/equipment, administrative investigations, and various staff projects are assigned to the Administration Bureau. This Bureau is also responsible for the P olice Department’s compliance with Peace Officer Standards and Training (POST) and Standards and Training for Corrections (STC) training mandates and guidelines, and maintenance of all technology-related equipment within the Police Department. 2022
-2023 Goals and Objectives
• Continually evaluate the Department’s organizational effectiveness and make changes as needed that further the Department’s commitment to the principles and practice of service through a Community Policing model.
• Maintain and update personnel records of Department employees and ensure compliance with State and Federal laws regarding personnel files.
• Prepare required reports to governmental and other oversight agencies regarding concealed weapons permits, citizen complaints, use of force, and other matters. • Implement liability controls by c onducting internal audits, inspect various agency processes, research, develop best practices and updating Lexipol policy manual. • Process and conduct administrative investigations.
• Manage Police Department’s S tate and F ederal grant funds to ensure the receipt and expenditure of funds are completed within grant requirements, ensuring that all required reporting and deadlines are met.
• Facilitate Police Department purchases to ensure all contract requirements are met. • Ensure the timely and accurate completion of payroll and budget. • Provide training and career development for all members of the Department and maintain compliance with POST and STC training requirements.
• Implementation of technology initiatives to ensure organizational efficiencies and effectiveness.
• Integrate new scheduling software with payroll system to increase efficiency by providing a better method of employee scheduling/staffing, overtime management, and accuracy.

L8
Po lice Department
FY 2022-2023 Preliminary Budget
2021
-2022 Major Accomplishments
• I
nstallation and implementation of a trunked, encrypted radio system and transition to the ICI Regional Public Safety communications system as well as Hosted Radio Management System.
• Implementation of Veritone software to collect and report Racial and Identify Profiling Act (RIPA) information to comply with AB953.
• Implementation of IA Pro software to improve organizational efficiency in the preparation of internal affairs investigations.
• New furniture purchased and facility painted.
• POST Team Building Workshop for all staff.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $539,619 $1,453,161 $1,453,161 $1,750,252
Special Revenue $296,283 $281,505 $281,505 $283,951
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $835,902 $1,734,665 $1,734,665 $2,034,203 L9
Police Department
FY 2022-2023 Preliminary Budget
Program: Traffic Bureau
P
rogram No.: 3102
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $1,260,359 $1,114,589 $1,114,589 $1,268,557 Services $11,949 $11,100 $11,100 $12,510
Commodities $22,625 $24,100 $24,100 $24,986
Internal Services $163,675 $437,930 $437,930 $519,490
Capital Outlay $24,800 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,483,407 $1,587,719 $1,587,719 $1,825,543 Authorized Full-Time
Equivalent Positions 14.22 13.97 14.00 14.00
L10
Police Department
FY 2022-2023 Preliminary Budget
Programs Details
The Traffic Bureau addresses traffic safety issues within the City of Monterey Park. The Bureau places emphasis on reducing and preventing traffic collisions, enforcing parking laws, and educating the community on traffic safety and pertinent laws.

T
raffic Bureau personnel provide the City with five-day-a-week Motorcycle Officer coverage and seven-day-a-week Par king Enforcement Officer coverage. The Traffic Bureau also includes a Traffic Investigator who is assigned to handle all post-collision investigations and related arrests.

In providing a full range of services, the Traffic Investigator’s skill and experti se in collision reconstruction assist in the identification of collision patterns and trends so that specific education and enforcement efforts can be implemented in problem areas.

P
arking Enforcement Officers provide enforcement for all parking- related issues such as permit parking, street sweeping, parking for the disabled, fire lane violations as well as respond to citizens’ requests for services. Parking Enforcement personnel help ensure safe and orderly parking around schools, in commercial distric ts, and on all City streets. Removal of abandoned vehicles is also a primary responsibility of these officers. 2022
-2023 Goals and Objectives
• Identify the five highest traffic collision locations per month for enforcement of primary collision factor violations.
• Conduct weekly radar enforcement in areas where speed has been identified as the primary collision factor.
• Conduct two Bicycle Safety Rodeos to educate riders of all ages on safe riding practices. • Conduct two Merit Badge training courses in collaboration with Scouts BSA covering the subjects of traffic safety, crime prevention, and fingerprinting. • Conduct four community T raffic Safety Presentations to educate students and the public on the topic of pedestrian safety, bicycle safety, and safe driving practices. • Conduct twelve DMV certified Mature Driver training courses.

Actual Estimated Projected
2020-21 2021-22 2022-23
Number of Citations:

Traffic 3,504 2,100 2,802
Parking 10,058 6,841 8,449
Traffic Collision Incidents:

Fatal 1 3 (YTD) 2
Injury 124 165 144
Non-injury 355 320 337
Persons Injured 164 218 191
L11
Police Department
FY 2022-2023 Preliminary Budget
2021-2022 Major Accomplishments
• Received a $114,000 grant from the California Office of Traffic Safety to enhance safety in the community through DUI, Distracted Driving, Pedestrian and Bike Enforcement operations. The overall goal was to lower the number of both injury and fatal collisions. • The Traffic Bureau conducted five community Traffic Safety Presentations . One presentation was conducted for a Merit Badge for a Scouts BSA troop. Four presentations were conducted for school PTA members. This program provided awareness to parents and students about the importance of traffic safety.

Funding
Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,033,977 $1,431,783 $1,431,783 $1,401,178 Special Revenue $449,430 $155,936 $155,936 $205,343
ARPA $0 $0 $0 $219,022
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,483,407 $1,587,719 $1,587,719 $1,825,543 L12
Po lice Department
FY 2022-2023 Preliminary Budget
Program: Field Services
L13
Po lice Department
FY 2022-2023 Preliminary Budget
Program No.: 3103
P
rograms Details
Field Services Bureau personnel are the first responders to calls for service. Most of the Departments’ officer -citizen contacts occur within this Bureau. As first responders, these officers handle all emergencies, alarms, crime report requests, disputes, hazards, traffic enforcement, traffic accident investigations and various other calls for service. As time permits these officers also address problem oriented policing concerns to enhance the quality of life in the community. Services are provided twenty-four hours a day, seven days a week, ranging from low priority (parking complaints, keep the peace, etc.) to high priority (preliminary investigations of serious crimes like homicides and felony assaults) calls for service. The Special Response Team (SRT) supports F ield Services when necessary. The team has been established to provide specialized support in handling critical field operations where intense negotiations and/or special tactical deployment methods beyond the capacity of field officers appear to be necessary.

Attached to the Field Services Bureau is the Canine Unit. The canine teams are a valuable part of daily law enforcement operations. Police dogs are trained in handler protection, searching techniques, article searches, and narcotics detection. A canine team can search quickly and effectively, resulting in increased officer safety, the apprehension of suspects, and increased safety for the community. The canine teams have effectively apprehended dangerous suspects, located evidence, and recovered narcotics that were hidden by drug dealers. Canine officers provide demonstrations and education programs to community groups and students. 2022-2023 Goals and Objectives
• Field Services Bureau is committed to delivering the highest level of police services. • Monthly body-worn video/in-car video, MDC, call information, and stop data audits will be conducted to ensure compliance with Monterey Park Police Department’s Bias Based Policing Policy.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $9,274,762 $7,684,258 $7,734,258 $8,194,496 Services $23,833 $46,500 $46,500 $48,000
Commodities $125,713 $176,053 $176,053 $254,600
Internal Services $1,486,975 $1,796,200 $1,796,200 $2,194,703 Capital Outlay $0 $0 $0 $511,214
Debt Service $0 $0 $0 $0
Total Expenditures $10,911,283 $9,703,011 $9,753,011 $11,203,012 Authorized Full-Time
Equivalent Positions 51.50 51.00 51.00 51.00
L14
Po lice Department
FY 2022-2023 Preliminary Budget
Actual
2020-21
Estimated
2021-22
Projected
2022-23
Calls for Service
Citizen Requests: 31,661 32,258 32,855
Officers Observed: 17,493 14,719 16,106 Total Calls for Service: 49,154 46,977 48,961
Priority I (Emergency) Response
T
ime (minutes/seconds): 9,790 calls 3:32 3:27 3:29 P
riority II Response Time: 9,059 calls 5:05 5:52 5:29 P
riority I: Where danger to life and/or property is imminent, or a crime of a serious nature is in progress.

Examples: (1) An armed robbery (2) A person shot
P
riority II: Where a threat to a person or property is possible, or a breach of the peace is occurring.

Examples: (1) A trespass in progress (2) Disturbances caused by juveniles 2021-2022 Major Accomplishments
• New 40mm less than lethal foam impact launchers were implemented for patrol officers.

Each patrol vehicle is equipped with a launcher, replacing the outdated bean bag less lethal munitions.
• On three separate occasions, officers administered life -saving techniques and saved the lives of three individuals. Two were calls of a suicide in progress and one was an unconscious person. In all three of the situations, had the officers not taken action it is highly unlikely that the individuals would have survived.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $7,405,105 $8,285,096 $8,335,096 $9,116,427 Special Revenue $3,506,179 $1,417,914 $1,417,914 $1,525,628 ARPA $0 $0 $0 $560,957
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $10,911,283 $9,703,011 $9,753,011 $11,203,012 L15
Po lice Department
FY 2022-2023 Preliminary Budget
Program: Investigation
P
rogram No.: 3104
P
rograms Details
The Investigations Bureau conducts follow -up investigations on all crimes occurring within the City. The Bureau is responsible for the resolution and disposition of all criminal and non-criminal cases ranging from homicides to identity theft, as well as non- criminal matters, such as missing persons and lost property. This Bureau is also responsible for tracking registered sex offenders, parolees, and probationers, and conducting compliance checks on those persons.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $2,677,866 $1,979,545 $1,979,545 $1,913,283 Services $48,111 $86,382 $86,382 $87,282
Commodities $3,751 $8,970 $8,970 $9,060
Internal Services $449,900 $615,780 $615,780 $631,151
Capital Outlay $0 $0 $0 $19,750
Debt Service $0 $0 $0 $0
Total Expenditures $3,179,628 $2,690,677 $2,690,677 $2,660,526 Authorized Full-Time
Equivalent Positions 17.55 14.30 14.50 14.50
L16
Po lice Department
FY 2022-2023 Preliminary Budget
The Property and Evidence Section is under the management of the Investigations Bureau. The Property and Evidence Technicians are responsible for the care and custody of all property booked into the Monterey Park Police Department, submitting evidence to the crime lab for analysis, preparing evidence for court proceedings including all body camera/in-car video, booked property to be returned to owner, and property destruction in accordance with applicable laws. 2022-2023 Goals and Objectives
• Audit through case review to maintain the highest standards of the Bureau. • Provide learning and training opportunities to Officers and Corporals who are not assigned to the Bureau. This expands our O fficers’ and Corporal s’ investigative skills and helps them gain a better understanding of the functions and duties of a detective. • Audit all criminal cases that are rejected by the District Attorney’s Office to ensure that all prosecutable cases are filed.
• Utilize the Department’s bar-coding computer system and maintain thorough records of all property and all property transactions with proper chain of custody procedures. • Conduct monthly and annual inspections of the Property Room to address and eliminate any potential safety hazards relating to the booking and storage of property and evidence. • Conduct regular audits of the property system.
• Conduct an annual review of policies and procedures relating to the booking and destruction of property to ensure compliance with changes in applicable laws. • Coordinate with the Neighborhood Engagement Team to establish protocols in tracking persons held per 5150 WIC, who have also committed a crime to ensure the appropriate booking and prosecution.

A ctual Estimated Projected
2020-21 2021-22 2022-23
P
art I Crimes Investigated 1484 1600 1650
Part I Clearance Rate 21% 23% 23%
2021
-2022 Major Accomplishments
• The Investigations Bureau along with the Los Angeles County District Attorney’s Office implemented its Electronic Charge Evaluation Request Portal (eCER). The eCER system is a web application through which law enforcement agencies may submit crime reports and other supporting documentation for charge evaluation by the District Attorney’s Office.
• The Investigations Bureau implemented Lexis Nexis Accurint investigative software to help enhance their investigative capabilities.

L17
Po lice Department
FY 2022-2023 Preliminary Budget
• The Investigations Bureau in cooperation with the Field Services Bureau, Los Angeles County Sheriff’s Department , and the Department of Homeland Security located and arrested a murder suspect as well as recovered important evidence. This team effort resulted in the successful filing of two counts of murder charges against the suspect.

F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $2,408,536 $2,453,472 $2,453,472 $2,366,861 Special Revenue $771,091 $237,205 $237,205 $241,063
ARPA $0 $0 $0 $52,603
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $3,179,628 $2,690,677 $2,690,677 $2,660,526 L18
Po lice Department
FY 2022-2023 Preliminary Budget
Program: Animal Services
P
rogram No.: 3111
P
rograms Details
The Animal Services Bureau is responsible for the enforcement of all Municipal, County, and State codes, which pertain to the care, welfare, and protection of all animals. The Animal Services Bureau investigates reports of animal neglect, animal abuse, ani mal bites, and complaints on pet shops or anywhere animals are sold. The Animal Services Bureau is also responsible for the enforcement of leash laws and stray animal services.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $157,682 $122,214 $122,214 $172,479 Services $13,197 $138,285 $138,285 $149,740
Commodities $1,109 $1,855 $1,855 $2,710
Internal Services $55,725 $44,950 $44,950 $49,376
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $227,712 $307,304 $307,304 $374,305
Authorized Full-Time
Equivalent Positions 2.20 2.00 2.00 2.00
L19
Po lice Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Respond to requests for service and patrol neighborhoods including protecting the community from dangerous animals, rescuing sick/injured animals, removing deceased animals from public areas.
• Reunite lost pets with their owners.
• Enforce and educate the public on animal ordinances.
• Through an agreement with the Los Angeles County Department of Animal Care & Control, provide licensing and socially conscious animal shelter services in compliance with State and local laws.
• Animal Services will conduct community engagement at City events, local schools, and using virtual forums.
• The Animal Services Bureau will conduct at least one low- cost vaccination/licensing clinics during the year.

Actual Estimated Projected
2020-21 2021-22 2022-23
N
umber of Dog Bites Investigated 10 3 10 Stray Animals 1,039 484 672
Warnings/Citations 61 64 75
Injured Animals 168 100 120
Dead Animals 633 318 650
Calls for service:

Citizen Initiated 796 1084 1,200
Calls Handled by L.A.C.D.A.C.C. * 77 92 50
Officer Observed 1,248 303 600
Total calls for service: 2,121 1,483 1,850
*L.A.C.D.A.C.C. = Los Angeles County Department of Animal Care and Control 2021-2022 Major Accomplishments
• The 2021-2022 fiscal year posed many challenges for the Animal Services Bureau due to staffing shortages, while remaining operational during the pandemic. During this time, the bureau kept its focus on creating and maintaining a positive presence in the community. • Reunited 42 lost pets with their owners in lieu of being placed in an animal shelter.

L20
Po lice Department
FY 2022-2023 Preliminary Budget
F
unding Source by Type:

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $184,105 $300,466 $300,466 $345,222
Special Revenue $43,606 $6,839 $6,839 $7,181
ARPA $0 $0 $0 $21,902
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $227,712 $307,304 $307,304 $374,305
L21
Police Department
FY 2022-2023 Preliminary Budget
Program: Communications
P
rogram No.: 3112
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $1,340,565 $946,750 $946,750 $1,008,148 Services $223,753 $234,120 $234,120 $234,120
Commodities $2,298 $2,900 $2,900 $2,920
Internal Services $49,550 $246,970 $246,970 $250,841
Capital Outlay $0 $0 $0 $0
Debt Service $0 $307,745 $307,745 $307,745
Total Expenditures $1,616,165 $1,738,485 $1,738,485 $1,803,775 Authorized Full-Time
Equivalent Positions 9.94 9.24 10.00 10.00
L22
Police Department
FY 2022-2023 Preliminary Budget
Programs Details
The Communications Bureau serves the community by maintaining twenty-four hours a day, seven days a week, communication services for the Police Department in the City of Monterey Park. The Communications Bureau is the central answering point for all traditional and wireless 9-1- 1 calls within the City limits. Communications Dispatchers are tasked with quickly identifying problems and sending the appropriate assistance to the caller , including transferring calls to Verdugo Fire Communications.

I
n critical incidents, when danger is imminent, it is imperative to have highly trained personnel quickly identify, and problem solve by effectively utilizing the available resources in a timely manner. Deployment of public safety services and other resources depends on the ability of this Bureau to make timely decisions based on the information obtained from the caller s. Immediate access to translation services through on-duty translators and telephone translation services for the non-English speaking and the hearing-impaired community enhances our service.

T
o better serve the community and enhance the safety of our first responders, Communications Bureau personnel input and maintain critical premise history information received from all City departments and other governmental agencies.
2022-2023 Goals and Objectives
• Maintain an emergency dispatch time of less than 60 seconds for Priority I calls. • Conduct monthly performance audits of each Dispatcher to ensure quality service delivery and identify training needs.
• Continue training in relation to customer service, stres s management, and critical call responses. Provide Dispatchers with specific training courses, which will enable them to maintain a high level of professional and courteous service to callers. • Continue participation in programs focused on educating the public and raising the awareness of policing issues for both the staff and the community.

Actual
2020-21
Estimated
2021-22
Projected
2022-23
Police Service Calls
Officer Observations
31,661
17,493
32,258
14,719
32,855
16,106
Animal Service Calls 1,377 1,483 1,850
Total Police Service Calls 50,531 48,460 50,811
Priority I Dispatch Time
Emergency (min/sec):

Calls Transferred to Verdugo Fire
Communications
0:57
2,389
0:46
2,430
0:48
2,451
L23
Police Department
FY 2022-2023 Preliminary Budget
2021-2022 Major Accomplishments
• Communications Personnel gave a virtual presentation in conjunction with the Community Engagement Bureau. The presentation focused on dispatch procedures, the proper usage of the 9-1-1 telephone system, and what to expect when dialing 9-1-1. • The existing VHF two- way radio system was upgraded to the Interagency Communications Interoperability (ICI) UHF Trunking System, which is a local government -owned Land Mobile Radio (LMR) Network that hosts more than 70 Regional Public Safety Agencies and 30 regional 9-1- 1 Public Safety Dispatch Centers. The system’s 11 trunked cells and 37 repeater sites blanket virtually the entire 4,500 square miles of Los Angeles County with digital radio coverage that can be accessed by all member agencies and their resources.

F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Preliminary Budget General Fund $1,308,802 $1,669,396 $1,669,396 $1,676,475 Special Revenue $307,363 $69,090 $69,090 $72,544
ARPA $0 $0 $0 $54,756
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,616,165 $1,738,485 $1,738,485 $1,803,775 L24
Police Department
FY 2022-2023 Preliminary Budget
Program: Jail
P
rogram No.: 3113
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $818,615 $482,144 $482,144 $502,533 Services $35,655 $46,858 $46,858 $48,175
Commodities $16,180 $35,600 $35,600 $35,850
Internal Services $34,450 $164,270 $164,270 $144,768
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $904,900 $728,872 $728,872 $731,326
Authorized Full-Time
Equivalent Positions 6.70 5.50 6.00 6.00
L25
Police Department
FY 2022-2023 Preliminary Budget
Programs Details
The Jail Bureau is responsible for operating and maintaining a safe and secure jail environment as it receives and processes persons booked for violations of the law. It is a critical component of the criminal justice process and serves a tremendously diverse population. The jail has the responsibility to appropriately house and manage this diverse population while they are in custody.

Bookings involving juveniles and warrant arrests are short -term detentions. Arrests for serious crimes may require processing and prisoner maintenance over several days. The Jail Bureau also operates a fee-paying prisoner program. Persons who are accepted into this program are low- risk misdemeanant offenders and federal prisoners.
2022
-2023 Goals and Objectives
• To receive and process people arrested and taken into custody by law enforcement. • Maintain compliance with all jail inspections conducted by the Board of Corrections, the Grand Jury, and other outside agencies with above-average ratings. • M
aintain compliance with State and County guidelines by conducting intake screenings on all prisoners (i.e., health, mental health, etc.).
• Monitor performance through regular audits, reviews, and quality assessments.

Actual
2020-21
Estimated
2021-22
Projected
2022-23
Prisoners Booked
(Excluding fee-paying)
861 740 765
Fee-Paying Prisoners Booked 15 0 0
Total Prisoners Booked 876 740 765
2021-2022 Major Accomplishment
• Jail Staff implemented using the LA County Sheriff’s Livescan Fingerprint machine technology to create wristbands for inmates when our wristband machine was no longer functioning. Using this technology saved costs to the department by eliminating the need for a new computer and compatible software.

L26
Police Department
FY 2022-2023 Preliminary Budget
Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Preliminary Budget General Fund $692,591 $695,868 $695,868 $674,771
Special Revenue $212,309 $33,003 $33,003 $34,653
ARPA $0 $0 $0 $21,902
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $904,900 $728,872 $728,872 $731,326
L27
Po lice Department
FY 2022-2023 Preliminary Budget
Program: Records
P
rogram No.: 3114
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $968,703 $749,200 $749,200 $735,604 Services $83,017 $83,930 $83,930 $85,230
Commodities $24,053 $29,530 $29,530 $31,360
Internal Services $46,050 $198,370 $198,370 $199,284
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,121,823 $1,061,030 $1,061,030 $1,051,478 Authorized Full-Time
Equivalent Positions 11.20 10.50 11.00 11.00
L28
Po lice Department
FY 2022-2023 Preliminary Budget
Programs Details
The Records Bureau systematically processes, maintains, and distributes records and reports of all documented police incidents occurring within the City’ s boundaries. Significant Bureau tasks include: compiling crime statistics and information; inputting data into the Records Management System, accessing information in State and National law enforcement databases; maintaining and preparing purchasing reque sts of P olice Department supplies; preparing complaints for court; providing assistance at the Police public counter; responding to requests for information and assistance of citizens; and receiving fees for services provided at the public counter. 2022
-2023 Goals and Objectives
• C
omplete the Department’s transition to the FBI’s new crime data collection system in the National Incident-Based Reporting System (NIBRS).
• Coordinate destruction of official Department records pursuant to the City’s Retention Policy. • Process and transmit complaints for court twenty-one days in advance of the appearance date. • Submit the monthly statistical reports to the Department of Justice by the tenth day of each month.
• Process requests for reports within ten days of receiving the request. • Complete data entry of reports into the Records Management System within seven days of receipt.
• Implement Laserfiche for digital document scanning.
• Implementation of DOJ/court-ordered record sealings.

Actual
2020-21
Estimated
2021-22
Projected
2022-23
Reports Processed: 4,413 4,341 4,500
Traffic Citations Processed: 3,369 3,174 3,300
Data Entry Completion (within 7 days) 96% 96% 97%
Complaints Processed for Court (within 21 days) 96% 97% 97% 2021-2022 Major Accomplishments
• Coordinated the implementation and reporting of compiled data to the California Department of Justice as required by the Racial and Identity Profiling Act (RIPA) Assembly Bill 953. • Continued troubleshooting, maintenance, and training on the upgraded Mobile Enterprise and the updated NCIC forms found on the Law Enforcement Records Software (LERMS). • Implemented the Electronic Charge Evaluation Request ( eCER) for the use of filing court complaints electronically directly to the District Attorney’s Office.

L29
Po lice Department
FY 2022-2023 Preliminary Budget
Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Preliminary Budget General Fund $879,611 $1,009,098 $1,009,098 $964,097
Special Revenue $242,212 $51,932 $51,932 $54,528
ARPA $0 $0 $0 $32,853
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,121,823 $1,061,030 $1,061,030 $1,051,478 L30
Police Department
FY 2022-2023 Preliminary Budget

L31

Program: Computer Services

Program No.: 3115

Programs Details
The Computer Services Bureau provides data processing and basic maintenance and configuration of Police Department computers and networks. Computer Services is also tasked with identifying emerging technologies that can be implemented to increase the effectiveness and efficiency of the Police Department.

Contract personnel provide training to employees on a variety of applications and use of external systems operated by Federal, State, and local criminal justice organizations. Contract personnel also provide consulting services in developing strategies to bring the Department to optimal operating levels.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $0 $0 $0 $0
Services $491,276 $541,540 $541,540 $577,287
Commodities $422 $2,450 $2,450 $2,470
Internal Services $87,721 $0 $0 $0
Capital Outlay $0 $0 $0 $85,400
Debt Service $165,868 $0 $0 $0
Total Expenditures $745,287 $543,990 $543,990 $665,157
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Police Department
FY 2022-2023 Preliminary Budget

L32

2022-2023 Goals and Objectives
• Evaluate, maintain, and support all technology equipment (servers, desktops, laptops, mobile digital computers, cameras, etc.) needed by staff to complete their respective tasks. • Implement dual cellular modems in all squad cars. This will provide a backup internet connection in case the primary fails.
• Implement Laserfiche. This will allow the police department to convert most paper records to digital format and will make it easier to stay in compliance with records retention.
• Segment network into an individual department to increase network security.

2021-2022 Major Accomplishments
• Upgraded network infrastructure from 10/100 switches to 10/100/1000 POE switches. • Upgraded VM servers to now HP Simplivity servers and migrated all VM images to a new system.
• Upgraded onsite backup system and added cloud offsite back storage. • Completed a remodel of cabling and rearranging of phone and data jacks. • Implemented a patch management system to help in maintaining all updated servers and computers.

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Preliminary Budget General Fund $486,064 $436,440 $436,440 $579,757
Special Revenue $259,223 $107,550 $107,550 $0
ARPA $0 $0 $0 $85,400
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $745,287 $543,990 $543,990 $665,157
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Po lice Department
FY 2022-2023 Preliminary Budget
Program: Community Engagement Bureau
L33
Po lice Department
FY 2022-2023 Preliminary Budget
P
rogram No.: 3120
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Preliminary Budget Salary and Benefits $741,490 $1,169,419 $1,169,419 $1,149,247 Services $1,927 $8,190 $8,190 $8,598
Commodities $3,433 $8,280 $8,280 $27,552
Internal Services $85,125 $158,340 $158,340 $339,539
Capital Outlay $0 $0 $0 $9,087
Debt Service $0 $0 $0 $0
Total Expenditures $831,975 $1,344,229 $1,344,229 $1,534,024 Authorized Full-Time
Equivalent Positions 6.95 9.75 9.75 9.75
L34
Po lice Department
FY 2022-2023 Preliminary Budget
Programs Details
The Community Engagement Bureau is overseen by a Lieutenant and is divided into two divisions, the Neighborhood Engagement Team and Community Engagement Team.

The Neighborhood Engagement Team (NET) is a multidisciplinary team including: one Sergeant, one D etective, three O fficers, one Mental Health Clinician from the Los Angeles County Department of Mental Health, and one Outreach and Housing Navigation Coordina tor. The team is tasked with the primary function of identifying and formulating long- term solutions to resolve community issues, rather than a reactive response to calls for service. As a Community -Based Policing program, NET uses creative strategies to solve problems through collaboration with various community stakeholders (i.e. residents, business owners, apartment owners/managers, private and public organizations, and all departments within the municipality) to provide a permanent solution to an identified problem.

Part of the strategy is to build on our multidisciplinary approach to provide services to individuals experiencing homelessness and/or having a mental health crisis. The team uses an outreach and service connection approach to engage people experiencing unsheltered homelessness and not place handcuffs on them. The team has worked to establish linkages with the local faith- based community, service groups, and regional providers to secure resources for people expe riencing homelessness, connect people with emergency food and motel resources, transportation to re - connect with families, and interim and permanent housing resources. Team members are projected to make 562 contacts this year and facilitate shelter for 42 individuals experiencing homelessness.

The Mental Health Clinician assists patrol officers with crisis intervention and mental health calls.

The co-response model is designed to bring together differing disciplines and areas of expertise to provide holistic services to various members of the community. The team also engages in outreach to those who have been hospitalized for a mental health crisis and their families to ensure proper support and ongoing care by providing connections with service providers.

The Detective assigned to this unit handles crimes with a victim or suspect who is homeless, crimes with a mental health nexus, psychiatric holds and follow-up, prostitution, gambling, vandalism, Alcohol Beverage Control (ABC) issues, and narcotics.

The Community Engagement Team also has a Sergeant and part-time Community S ervice Officers, who offer services to the community such as Neighborhood and Business Watch programs, residential and business inspections, and various virtual engagement sessions designed to meet the specific needs of the community. This Sergeant is responsible for the recruitment/hiring of all Police Department personnel.

The Monterey Park Citizen ’s Patrol, Chaplain, Reserve Officers, Police Explorers, and social media programs are also part of this team’s responsibility. These programs enable the community to become an integral part of the Police Department.

L35
Po lice Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Hire new employees with a public servant’s heart with an understanding of community- oriented policing and its application.
• Develop a program that provides transitional housing and emergency housing to meet the city’s needs of the unsheltered population that will be supported through service providers who will provide case management.
• Use the multidisciplinary model to bring together differing disciplines and areas of expertise to provide holistic services to various members of the community through creative strategies and collaboration with various community stakeholders. • Build the Police Department’s Neighborhood Watch, Business Watch, social media , and virtual engagement programs in order to proactively engage with the community through dialogue, collaboration, community input, panel discussions, and working with community leaders to better understand the needs and concerns of the community. • Maintain the Monterey Park Reserve Officers’ and Citizen’s Patrol memberships to provide services to address the needs of the community and the Police Department. • Maintain the Police Explorer Scouts membership to meet the needs of the Explorer Scouts, Community, and the Police Department.
2021-2022 Major Accomplishments
• NET collaborated with various nonprofits and faith-based organizations to identify clients in need and through the partnership with the San Gabriel Valley Council of Governments, utilized a problem-solving fund to assist individuals who were experiencing homelessness and people at risk of experiencing homelessness.
• Re-e
stablished the Police Explorer and Gang Resistance Education and Training (G.R.E.A.T) Program in partnership with Alhambra Unified School District. • E stablished the Police Department’s Unmanned Aerial System (UAS) Program . • T he Community Engagement Bureau, in partnership with Garfield Hospital, held a Toy Drive during the Christmas holiday and provided toys for underprivileged children in the city.

F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Preliminary Budget General Fund $611,463 $1,133,635 $1,133,635 $1,244,692
Special Revenue $220,511 $210,595 $210,595 $236,442
ARPA $0 $0 $0 $52,890
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $831,975 $1,344,229 $1,344,229 $1,534,024 L36
F ire Department
FY 2022-2023 Preliminary Budget
M1
Depa
rtment Overview
The Fire Department is entrusted with the
responsibility of providing this community,
its citizens and guests, with the highest level
of standard care and emergency response in
support of our organizational mission, the
preservation of life, property, and the
environment. Typical of most other Southern California cities, Monterey Park is subjected to naturally occurring events, such as earthquakes, brush fires, flooding, and mud slides. The Fire Department is charged with the task of managing numerous hum an-caused hazards as well, including building fires, environmental hazardous conditions, multi -casualty medical events and numerous other catastrophic occurrences. Three of the most heavily traveled state highways border this city. This proximity results in numerous transportation accidents, which require specialized mitigation equipment, the treatment and transportation of injured patients to the community hospitals, and the probability of a transportation vehicle incident with a resulting release of hazardous materials. These and other complex incidents remain a major concern to the Fire Department and the community.

P
rograms and Services
The Department is organized into six divisions: Fire Administration, Fire Prevention, Emergency Operations, Emergency Medical Services, Community Risk Reduction, and Code Enforcement.

The Fire Chief is the administrative manager of the Department with the Emergency Operation Division being divided into three platoons with each managed by a Battalion Chief.

F ire Department
FY 2022-2023 Preliminary Budget
M2
The Operations Division is primarily responsible for emergency response, training, and fleet and facilities maintenance. The Emergency Medical Services Division is responsible for operating life support ambulances and overseeing our paramedic program. The Community Risk Reduction and Fire Prevention Divisions are responsible for the development and operation of the Monterey Park Emergency Operations Center, disaster preparedness; identifying community risks, arson investigations, life safety code enforcement, and community education. The Code Enforcement Division enforces Section 4.30 of the Monterey Park Municipal Code (i.e., Property Maintenance Ordinance), but also enforce s portions of Chapter 21 (Zoning Code) along with other related sections of the Monterey Park Municipal Code. The Code Enforcement Division is responsible for the City’s coordination of the annual L.A. County “Weed Abatement” program. The men and women of the Fire Department take great pride in providing service to the community with character, commitment, and competency.

Significant Changes
There were no significant changes in Fiscal Year 2022-2023.

Depa
rtment Budget Summary
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Fire Admin 3201 $521,114 $538,640 $538,640 $635,243
Fire Prevention 3205 $632,855 $559,664 $559,664 $592,076 Emergency Operations 3210 $9,320,149 $8,565,539 $8,565,539 $9,218,016 Emergency Medical Services 3220 $4,267,352 $3,650,034 $3,650,034 $3,929,815 Community Risk Reduction 3230 $814,814 $775,649 $775,649 $811,864 Code Enforcement 3240 $591,519 $745,637 $745,637 $758,675 Total Expenditures $16,147,803 $14,835,163 $14,835,163 $15,945,689 Authorized Full-Time
Equivalent Positions 65.80 65.80 65.80 66.50
Expenditures by Program
F ire Department
FY 2022-2023 Preliminary Budget
M3
Department Personnel Summary
F
unding Source by Type
FIRE - 3200
Fire Chief 1 - 1 - 1 0.00
Code Enforcement Officer 4 -
4 -
4 0.00
Division Chief 3 -
3 -
3 0.00
Fire Apprentice -

0.50 -

0.50 0

0.50 Fire Captain 12 -
12 -
12 0.00
Fire Clerk Typist -
1 -
1 0

1.00 Fir e Engineer 12 -
12 -
12 0.00
Fire Fighter 11 -
11 -
12 0.00
Fire Fighter/Paramedic 13 -
13 -
12 0.00
Fire Inte rn -

0.50 -
- 0 1.50
Fire M arshal 1
- 1
-
1 0.00
Fire Prevention Permit Technician I 1
- 1
-
1 0.00
Fire Safety Specialist 1
- 1

0.50 1 0.50
Principal Management Analyst 1
- 1
-
1 0.00

PT EMS -

1.80 -

1.80 0

0.00 Senior Account Clerk 1
- 2
-
2 0.00
Senior Clerk Typist 1
- 1
-
1 0.00
FIRE TOTAL 62 3.80 63 3.80 63 3.50 FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $11,383,157 $12,509,469 $12,509,469 $13,337,362 Special Revenue $4,278,917 $1,719,577 $1,719,577 $1,877,925 ARPA $0 $0 $0 $70,664
Enterprise $259,852 $355,874 $355,874 $402,395
Internal Service $225,876 $250,243 $250,243 $257,343
Total $16,147,803 $14,835,163 $14,835,163 $15,945,689
Fire Department
FY 2022-2023 Preliminary Budget
Monterey Park Fire Department
Organizational Chart
Fire Chief
Administration
Principal Mgmt Analyst (.80)
Sr. Account Clerk (.75)
Clerk Typist PT

Fire Prevention
Fire Marshal (.50)
Fire Safety Specialist (1)
F.P. Permit Technician (1)
Fire Safety Specialist PT

Code Enforcement
Fire Marshal (.50)
Code Enforcement Officers (4)
Sr. Clerk Typist (1)

Community Risk
Reduction
Division Chief (1)
Fire Captain (1)

Emergency Operations
Division Chief (1)
Fire Captain (10)
Fire Engineer (10)
Firefighter/Paramedic (1)
Firefighter (12)
Emergency Medical Services
Division Chief (1)
Fire Captain (1)
Fire Engineer (2)
Firefighter/Paramedic (11)
Principal Mgmt Analyst (.20)
Sr. Account Clerk (.25)
M4
Fire Department
FY 2022-2023 Preliminary Budget
M5

Program: Fire Administration

Program No.: 3201

Programs Details
Fire Administration consists of the Fire Chief and his/her Administrative Staff. The Fire Chief, under the direction of the City Manager and City Council, is responsible for long-range planning, budgeting, and personnel development. The Fire Chief is also tasked with setting and meeting goals and objectives relative to maintaining and improving levels of services to the community.

The Fire Chief maintains consistent levels of performance and productivity by continuous evaluation and review of the progress made towards the stated objectives.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $252,093 $257,708 $257,708 $339,194 Services $171,033 $161,202 $161,202 $151,303
Commodities $35,013 $54,150 $54,150 $62,650
Internal Services $62,975 $65,580 $65,580 $82,096
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $521,114 $538,640 $538,640 $635,243
Authorized Full-Time
Equivalent Positions 2.85 2.85 2.85 3.00
F ire Department
FY 2022-2023 Preliminary Budget
M6
T
he Fire Chief achieves these standards by employing a variety of modern management techniques and leadership. The Fire Chief recruits, selects, and provides continuous employee development to ensure a high level of competence and integrity in his/her staff. The service objectives of the Fire Department are currently achieved by maintaining three strategically located fire stations and one Emergency Operations Center within the community. Residents benefit from prompt 24-hour response of emergency service units.

The Fire Chief and his/her administrative staff seek to develop and implement new programs and innovations to maintain the highest level of service to the community at the most reasonable cost.

This occurs through participation in area automatic and mutual aid agreements that augment our emergency resources available for single and multiple alarms within the City. This is also accomplished through programs that utilize our CERT volunteers and improved life -safety programs that includes the citizens we serve.
202
2-2023 Goals and Objectives
• Research and apply for additional industry specific grant funding to enhance public safety services and equipment in the community and region.
• Review the feasibility of rebuilding or relocating Fire Station 63. 2021-2022 Major Accomplishment
• Completed the Fire Station 62 rebuild project.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $327,358 $382,810 $382,810 $430,560
Special Revenue $193,755 $155,830 $155,830 $134,019
ARPA $0 $0 $0 $70,664
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $521,114 $538,640 $538,640 $635,243
F ire Department
FY 2022-2023 Preliminary Budget
M7
Program: Fire Prevention
P
rogram No.: 3205
Programs Details
The Fire Prevention Division promotes life -saving and property protection through on- site inspections, field investigations, engineering efforts, field inspection of construction projects, and community relations. The Division conducts inspections mandated by the California Health and Safety Code to facilitate compliance of State and local standards for new and existing buildings and facilities. The efforts of this Division are divided into two major programs, Fire Safety and Environmental Safety. The Fire Safety Programs mitigate hazards associated with life or property loss. These activities include reviewing architectural and fire protection plans for fire safety , issuing fire permits, and conducting field inspections and investigations. Environmental Safety FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $411,189 $356,571 $356,571 $357,147 Services $96,750 $78,933 $78,933 $78,933
Commodities $6,642 $15,200 $15,200 $15,200
Internal Services $118,275 $108,960 $108,960 $140,796
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $632,855 $559,664 $559,664 $592,076
Authorized Full-Time
Equivalent Positions 3.60 3.60 3.60 4.00
F ire Department
FY 2022-2023 Preliminary Budget
M8
Programs mitigate hazards that may endanger or damage the environment . This includes responsibilities related to hazardous materials handling and industrial waste mitigation.

T
his Division is also responsible for recovering costs for inspection services, plan reviews, and fire permits required by the California Fire Code, local regulations, and field investigations. 2022-2023 Goals and Objectives
• Improve organizational effectiveness and efficiency: As required by State mandate, adopt the 2022 California Code of Regulations, Title 24, to include the California Fire Code with local code amendments.
• I
mprove organizational eff ectiveness and efficiency: Digitize Fire Prevention plans and records management . This system places all properties into one platform for effective analytics, report ing, and accurate documentation . The use of a cloud -based software platform to create a centralized depository of this data in an electronic format aids in code enforcement and fulfill s the requirements of the Insurance Service Office (ISO) . The Insurance Service Office sets the fire insurance rates for all the properties within the City to maintain the Fire Department’s Class 1 rating.
• C
omplete Market Place and other m ajor projects: Continue to collaborate with design professionals for the Market Place Development, Best Western Hotel, the Holiday Inn Suites, and other major development projects. This is done with permits for their dynamic fire protection systems, fire service features, and operations. The Fire Prevention Division works in collaboration with City Building, Planning, and Public Works departments to complete the Market Place project and other major projects in a timely manner. 202
1-2022 Major Accomplishments
• Collaborated with developers, design professionals, and contractors for the construction of our new Fire Station on South Garfield, and the Courtyard by Marriott project to facilitate fire clearance for tenant o ccupancy. Comprehensive review of the installation for fire protection systems under construction at the Holiday Inn Suites, Shell Gas Station , Starbucks, Raising Canes, and other developments in the city. • D
iligent and effective management of the annual vapor mitigation system permits . This system ensures properties continue to maintain and test the soil gas mitigation systems at the Market Place in accordance with the Declaration of Covenant Agreement with the City.

F ire Department
FY 2022-2023 Preliminary Budget
M9
• C
ommunicating fire and life safety to the public and raising awareness about community risk reduction programs by sending letters to multi-family property owners and publishing articles in our Cascades Newspaper to promote the safety and well-being of all community members.
• D
igitized 20 percent of inspection records into an electronic format. This process included the Apartment Inspection Program, Business Inspection program, and fire permits . This was done for migration into the City’s Go Gov software to aid in enforcement, improve efficiency, and create a centralized depository of the data. • M
igrated 20 percent of records into a one software system for the Apartment and Business Inspection Program. This electronic format allows for the central depository of documents.

With this process, records management schedules are now easily identified for appropriate destruction in accordance with the City’s Retention Schedule.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $531,469 $530,351 $530,351 $561,297
Special Revenue $101,386 $27,314 $27,314 $28,679
Enterprise $0 $0 $0 $0
Internal Service $0 $2,000 $2,000 $2,100
Total Expenditures $632,855 $559,664 $559,664 $592,076
F ire Department
FY 2022-2023 Preliminary Budget
M10
Program: Emergency Operations Division
P
rogram No.: 3210
P
rograms Details
The Emergency Operations Division is charged with providing rapid and efficient emergency response to fires, hazardous conditions, rescues, illnesses, or other incidents where the health, safety, and welfare of the public is in jeopardy. One measurement of the Emergency Operations Division’s efficiency is the class rating assigned to the City by the Insurance Service Organization (I.S.O.). This national rating system reviews and takes into consideration the municipal water system, 911 communications system, response staffing, employee training, and readiness of city facilities. This rating classification is used by the insurance industry to determine fire insurance rates for homeowners and businesses within the community. On a national scale of one to ten , with one being the highest to obtain and maintain. T he City of Monterey Park enjoys a rating of “Class 1” for three national evaluation periods.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $8,109,879 $6,551,573 $6,551,573 $6,764,522 Services $370,525 $406,360 $406,360 $452,463
Commodities $161,496 $207,926 $207,926 $237,926
Internal Services $678,250 $1,399,680 $1,399,680 $1,763,105 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $9,320,149 $8,565,539 $8,565,539 $9,218,016 Authorized Full-Time
Equivalent Positions 34.20 34.20 34.20 34.25
Fi re Department
FY 2022-2023 Preliminary Budget
M11
Com
mand and control of Emergency Operations is provided on a daily basis by three 24-hour platoon schedule Battalion Chiefs. In addition to daily emergency operations, each Battalion Chief performs several staff assignments. These include: Emergency Medical Coordinator, Personnel Administration, Training Coordinator, Disaster Preparedness Coordinator, Incident Safety Officer, and Fleet/Facility Maintenance.

Th
e Emergen cy Operations Division strives to achieve the highest quality of dependable, economical services possible. This is accomplished through the use of clearly established operational guidelines and by recruiting , training, and focused career development of the most motivated and skilled personnel.

Sp
ecific Service Objectives are:
• Mitigate and, wherever possible, prevent the loss of life and/or property destruction. To protect the environment from fires and human-caused, or natural disasters. • Ef
fectively manage disaster incidents resulting from natural, human- caused, and civil actions; minimize loss of life, property damage, and environmental impact through Emergency Disaster Preparedness and training.
• De
velop and implement long- range fire/rescue planning objectives for future fire needs through best practices, continuing education, and regional operational forecasting. • Pr
ovide for the initial determination of causation and origin of all fires occurring within the jurisdiction.
• Mak
e effective use of all methods and means available to educate and advertise the services and programs offered to the community through social media, print media, public event participation.
• Pr
ovide training and career development opportunities for personnel using accepted models with an emphasis on meeting long-range organizational goals. 2022-2023 Goals and Objectives
• Provide comprehensive training on our new APS records management and training program. This training will enable us to track our training activities and communications coverage. Additionally, APS allows the Department to adhere to federal requirements with NFIRS (National Fire Incident Reporting System) reporting.

Fi re Department
FY 2022-2023 Preliminary Budget
M12
2021
-2022 Major Accomplishments
• Provided comprehensive training to all F ire Department members on the functionality of the recently purchased tri-band radios for public safety interoperability.

Funding
Source by Type
FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $6,238,509 $7,169,358 $7,169,358 $7,765,068 Special Revenue $2,898,010 $1,187,938 $1,187,938 $1,239,705 Enterprise $0 $0 $0 $0
Internal Service $183,630 $208,243 $208,243 $213,243
Total Expenditures $9,320,149 $8,565,539 $8,565,539 $9,218,016 F ire Department
FY 2022-2023 Preliminary Budget
M13
Program: Emergency Medical Services
P
rogram No.: 3220
P
rograms Details
The Emergency Medical Services Division is charged with the responsibility of providing prompt and efficient emergency medical care for our community. This division provides a fee-for-service and/or subscription Paramedic ambulance transport service using cross -trained, dual -role, Firefighter/Paramedics. The program operates two fully equipped advanced life support Paramedic ambulances and two Paramedic Assessment Engine Companies.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $3,369,775 $2,541,433 $2,541,433 $2,613,989 Services $370,113 $390,911 $390,911 $393,761
Commodities $93,492 $111,050 $111,050 $111,050
Internal Services $433,972 $606,640 $606,640 $700,414
Capital Outlay $0 $0 $0 $110,601
Debt Service $0 $0 $0 $0
Total Expenditures $4,267,352 $3,650,034 $3,650,034 $3,929,815 Authorized Full-Time
Equivalent Positions 17.45 17.45 17.45 17.50
Fi re Department
FY 2022-2023 Preliminary Budget
M14
Sp
ecific Service Objectives are:
• Mai
ntain advance life support (ALS) service in a timely manner to all areas of the community using state -of-the-art equipment and personnel trained in the most modern emergency medical techniques.
• Ma
intain the highest level of emergency medical services to the community using best practices for training, in person Nurse education, and re-evaluation of these skills through our UCLA contracted Quality Improvement Program.
2022
-2023 Goals and Objectives
• Expand “Tactical Medicine” training to our membership through UCLA. • Designation of Quint 61 as a Paramedic Assessment Unit. • Continue with UCLA provided training in Post Cardiac Arrest management. 2021-2022 Major Accomplishments
• Participated in multiple studies through Los Angeles Department of Health Services and UCLA in the last year for Traumatic Brain Injuries, Post Near Drowning Resuscitation, Cardiac Arrest/ROSC outcomes, Pediatric Base Contacts/Transport study.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $3,415,951 $3,354,562 $3,354,562 $3,509,969 Special Revenue $820,213 $265,471 $265,471 $388,346
Enterprise $0 $0 $0 $0
Internal Service $31,188 $30,000 $30,000 $31,500
Total Expenditures $4,267,352 $3,650,034 $3,650,034 $3,929,815 F ire Department
FY 2022-2023 Preliminary Budget
M15
Program: Community Risk Reduction
Program No.: 3230
P
rograms Details
The Community Risk Reduction Division within the Fire Department has several key responsibilities that fall under two categories. The first is the organization and operational readiness of the Monterey Park Emergency Operations Center. This includes maintaining the readiness of the EOC as well as trai ning City personnel to assume their roles during planned and unplanned events or disasters. The second category of this Division is Emergency Preparedness Services. This component is the public interface for disaster planning and response. It also includes the CERT Program and community education events and services.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $686,592 $563,556 $563,556 $578,869 Services $73,505 $65,763 $65,763 $66,063
Commodities $26,841 $29,750 $29,750 $29,750
Internal Services $27,875 $116,580 $116,580 $137,182
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $814,814 $775,649 $775,649 $811,864
Authorized Full-Time
Equivalent Positions 2.20 2.20 2.20 2.25
F ire Department
FY 2022-2023 Preliminary Budget
M16
T
hrough this Division, the City provides a comprehensive Emergency Preparedness program that includes both an Emergency Operations Plan and Local Hazards Mitigation Plan. Both of which are reviewed biannually and approved by Cal OES and FEMA.

T
he following are the specific service objectives:

EOC Development and Operations
• D
evelop hardware and program elements using “Best practices” whenever practical to ensure that the City of Monterey Park is ready and able to respond to all -risk hazards, both natural and man-made.
• C
oordinate with all City departments to produce a cohesive emergency response framework.
• Follow the National Response Framework and comply with the requirements of the National Incident Management System (NIMS).
• Prepare for and participate in planned events that require a unified command for efficiency and success.
• Highest level of readiness, utilize all resources made available to the City to further disaster readiness and training of City personnel to function before, during, and after an incident.

Emergency Preparedness Services
• M
aintain the CERT Program, lines of communication with CERT members, exchange of information, etc.
• C
onduct classes for new CERT members to increase community preparedness and the City’s volunteer corps.
• Work with community groups interested in emergency preparedness, trailer presentations, Neighborhood Watch, business watch, and local civic organizations.

Community Risk Reduction
• D
evelop partnerships with the community to implement programs, init iatives, and services that prevent and/or mitigate the risk of human caused or natural disasters and their long-term impact on the city as a whole.

F ire Department
FY 2022-2023 Preliminary Budget
M17
Fire Prevention & Arson
• C
ombine resources with Community Risk Reduction and Fire Prevention to identif y existing and potential hazards in the community for the implementation of an efficient identification and prevention component , risk reduction measures, and the environmentally sensitive mitigation of those hazards.
2022-2023 Goals and Objectives
• As the city emerges from the pandemic, the CRR division will be able to provide the following training opportunities to improve Community Risk Reduction, disaster preparedness, and public communications:
o R
esident/teen CERT training
o City staff CERT training
o City staff EOC drills
• E
nhance disaster preparedness with designated EOC city personnel. Staff will complete the following FEMA courses: IS-100 (Introduction to the Incident Command System) and IS-700 (Introduction to the National Incident Management System). 2021-2022 Major Accomplishments
• The CRR division completed a technology upgrade of the EOC which included new displays, new chrome book computers for EOC disaster operations and improvement of the internet network access points.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $602,692 $701,689 $701,689 $734,205
Special Revenue $201,064 $63,961 $63,961 $67,159
Enterprise $0 $0 $0 $0
In
ternal Service $11,058 $10,000 $10,000 $10,500
Total Expenditures $814,814 $775,649 $775,649 $811,864
Authorized Full-Time
Equivalent Positions 1.95 2.20 2.20 2.20
F ire Department
FY 2022-2023 Preliminary Budget
M18
Program: Code Compliance
Program No.: 3240
P
rograms Details
The Code Compliance Division enforces a variety of code provisions including Titles 4, 5, 6, 9, 13, 14, 16, 20 and 21 of the Monterey Park Municipal Code. Division personnel are also involved in the enforcement of certain aspects of the Uniform codes which include: UAC, UBC, UHC, UPC, NEC, and UMC, as well as Federal, State, and Los Angeles County Codes.

T
he Code Compliance Division is responsible for maintaining high neighborhood st andards through code compliance techniques through zoning/land use, property maintenance, housing codes as well as city business license enforcement. The division coordinates with internal city departments and external agencies ensuring compliance. The program is intended to promote voluntary compliance but is designed to effectuate the appropriate corrective action.

The Division’s specific service objectives include:
• Continue the Division’s policy of investigating all Council, citizen, or staff complaints concerning residential or commercial property maintenance violations. Inspectors make initial contact within 48 hours of receiving a complaint. Then followed up by contact with complainants review of findings and the planned course of action is usually initiated within 72 hours.
• Proactively identify violations of the municipal code relating to zoning/land use, property maintenance, yard sales, banners, business license renewals, signage, inoperable vehicles (On private property), and substandard housing/buildings etc. • Monitor residential businesses to comply with City Home Occupation requirements.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $527,845 $500,387 $500,387 $497,461 Services $16,177 $30,610 $30,610 $30,610
Commodities $7,747 $8,980 $8,980 $8,980
Internal Services $39,750 $205,660 $205,660 $221,624
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $591,519 $745,637 $745,637 $758,675
Authorized Full-Time
Equivalent Positions 5.50 5.50 5.50 5.50
Fi re Department
FY 2022-2023 Preliminary Budget
M19
• Monitor and evaluate complaints concerning the National Pollution Discharge Elimination System (NPDES) on private property.
• Provide follow- up to discretionary permits, when requested by Planning Division (Conditional Use and Temporary Use Permits, etc.).
• Promote voluntary compliance through public education/awareness programs such as community access channel, attendance at City sponsored events, distribution of handouts/brochures, Code Compliance Volunteer Program, Citizen Academy, etc. • Supervise the Code Compliance Volunteer program on the weekends. 2022-2023 Goals and Objectives
• Im
prove organizational effectiveness and efficiency: As required by State mandate (Senate Bill 296) each local jurisdiction that employs a Code Enforcement Officer will evaluate risks, threats, and hazards applicable to the City’s Code Enforcement Officers and develop appropriate safety standards.
• Im
prove organizational effectiveness and efficiency: Work in partnership with the community to raise awareness of the City’s regulations, reduce neighborhood degradation, and enhance the quality of neighborhood. This is accomplished by publishing articles in the Cascades newspaper, active participat ion in community meetings and city sponsored events to foster community engagement.
2021-2022 Major Accomplishments
• Developed a property maintenance brochure published in the Cascades Newspaper about the City’s regulations to promote public education and awareness. • Par
tnered with the Fire Prevention Division to inspect multi-family properties for enforcement of the City’s property maintenance regulations. • Par
tnered with residents promoting voluntary compliance. This was accomplished by educating community members about the City’s property maintenance regulations and publishing monthly articles in the Cascades Newspaper. The goal of raising awareness was to protect property owner investmen ts and enhance the quality of neighborhoods was addressed.

Fi re Department
FY 2022-2023 Preliminary Budget
M20
• The
Code Compliance Division actively partner ed with the Public Works Department to proactively monitor residential and commercial areas for abandoned shopping car ts, banners/signs, litter, and bulky items discarded on public property and streets. These efforts resulted in removal of over 4,000 items to keep the city looking its best , beautification of the neighborhoods, and keeping the community safe.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $267,178 $370,698 $370,698 $336,263
Special Revenue $64,488 $19,064 $19,064 $20,017
Enterprise $259,852 $355,874 $355,874 $402,395
Internal Service $0 $0 $0 $0
Total Expenditures $591,519 $745,637 $745,637 $758,675
L ibrary Department
FY 2022-2023 Preliminary Budget
Department Overview
The mission of the Monterey Park Bruggemeyer Library is to meet the cultural, educational, and informational needs of the residents of the City of Monterey Park by providing free and open access to its resources and services.

N1
L ibrary Department
FY 2022-2023 Preliminary Budget
Programs and Services
The Library serves the entire community by maintaining a diversified collection of print and electronic books, magazines, periodicals and audio- visual materials in community languages; providing public computer access , Wi-Fi in the building, internet hotspots and laptops for home use to support digital literacy and address the digital divide; teaching English and helping residents become citizens; supporting children and families with collections, services and partnerships to encourage early literacy, school readiness and academic success, and lifelong learning; providing opportunities for personal growth and workforce development through Career Center services; and preserving Monterey Park’s heritage by collecting local information and materials of historical significance.

Sig
nificant Changes
Effective FY 2022-2023, responsibility for the operations of the Circulation division has moved under the Technical Services Senior Librarian. The staff of the Circulation division have been cross trained to work across the divisions of the Library and are assigned to the three public facing programs: Reference Services, Literacy, and Children’s Services.

Department Budget Summary
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Library Admin 6001 $551,131 $508,391 $508,391 $721,100
Reference & Adult Services 6002 $426,797 $413,729 $413,729 $692,750 Technical Services 6003 $522,659 $538,866 $538,866 $573,833 Circulation 6004 $304,751 $436,451 $436,451 $0
Literacy 6005 $170,291 $243,606 $243,606 $534,979
Children Services 6006 $318,093 $368,076 $368,076 $555,123 Total Expenditures $2,293,721 $2,509,118 $2,509,118 $3,077,784 Authorized Full-Time
Equivalent Positions 24.99 19.38 19.38 25.00
Expenditures by Program
N2
L ibrary Department
FY 2022-2023 Preliminary Budget
Depa
rtment Personnel Summary
MONTEREY PARK BRUGGEMEYER LIBRARY - 6000
City Librarian 1 - 1 - 1 0.00
Adult Literacy Coordinator 1 -
1 -
1 0.00
Janitor -

1.70 - 0

0.00 Librarian 3 0.52 4
-
4 1.00
Library Circulation Serv Supervisor 1 - 1 -
1 0.00
Library Assistant 5 2.82 4

0.38 4 3.50
Library Page -

1.95 -

1.00 0 2.50
Library Technician 2
- 2
-
2 0.00
Administrative Se cre tary 1
- 1
-
1 0.00
Se nior Librarian 3
- 3
-
3 0.00
Senior Library Assistant 1
- 1
-
1 0.00
LIBRARY TOTAL 18.00 6.99 18.00 1.38 18.00 7.00
N3
L ibrary Department
FY 2022-2023 Preliminary Budget
Department Organizational Chart
N4
L ibrary Department
FY 2022-2023 Preliminary Budget
F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,682,542 $2,304,048 $2,304,048 $2,433,044 Special Revenue $611,179 $205,070 $205,070 $218,388
ARPA $0 $0 $0 $426,353
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $2,293,721 $2,509,118 $2,509,118 $3,077,784
N5
L ibrary Department
FY 2022-2023 Preliminary Budget
Program: Library Administration
Program No.: 6001
P
rograms Details
The Administration Division is responsible for the overall leadership, management, coordination and marketing of the Monterey Park Bruggemeyer Library. Specific service objectives are to:
• D
evelop policies and procedures to ensure free and open access to library services. • S
erve as liaison to the Library Board of Trustees, which promotes and strengthens the development of the Monterey Park Bruggemeyer Library.
• C
oordinate with the Friends of the Monterey Park Library and Monterey Park Library Foundation, as well as community agencies and organizations, to support and enrich library programs through fundraising.
• S
eek out state, federal and private grants to provide additional public services and programs.
• A
nalyze community needs and library usage to develop collections and services which meet the identified needs.
• Direct the operations of all divisions of the Library. • N
etwork and share resources with other state and local libraries, and actively participate as a member of the Southern California Library Cooperative (SCLC).

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $307,700 $258,501 $258,501 $266,695 Services $131,889 $168,550 $168,550 $234,170
Commodities $7,520 $19,800 $19,800 $16,800
Internal Services $104,021 $61,540 $61,540 $71,873
Capital Outlay $0 $0 $0 $131,562
Debt Service $0 $0 $0 $0
Total Expenditures $551,131 $508,391 $508,391 $721,100
Authorized Full-Time
Equivalent Positions 3.70 2.00 2.00 2.00
N6
L ibrary Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Create a 3 to 5 year strategic plan, with input from residents, staff and stakeholders, that identifies community priorities and needs, and sets strategic areas of focus, as well as specific goals and actions to ensure the Library’s collections, programs and services continue to meet the needs of all residents.
• Restore public service hours at the Library to 40 hours per week. 2021-2022 Major Accomplishments
• Presented Pop-Up Library services including checkout, storytimes, crafting meetups and senior fitness sessions at vari ous sites in Monterey Park including Barnes Park, Langley Senior Center and outside the Library, to meet the needs of the community during the Library closure.
• Offered mobile Wi-Fi hotspots and Chromebooks for checkout to close the digital divide by providing residents with access to technology and high-speed internet. • Added access to online learning platforms for test preparation, career change, small business startup and digital skill building to provide workforce development assistance. • Offered free digital access to more than 7,000 newspapers and magazines from over 120 countries in 60 different languages.
• Partnered with Recreation and Community Services to host the City ’s Monster Mash Halloween program, assisting with the trick-or-treating and carnival games and organizing the performers.
• Participated in the City ’s Holiday Snow Village event, distributing free books and craft kits to families and sharing information about Library services and programs. • Installed UV air purifiers to eliminate airborne pathogens and microorganisms and improve air quality in the Library for visitors and staff.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $471,674 $487,919 $487,919 $528,042
Special Revenue $79,457 $20,472 $20,472 $21,495
APRA $0 $0 $0 $171,562
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $551,131 $508,391 $508,391 $721,100
N7
L ibrary Department
FY 2022-2023 Preliminary Budget
Program: Reference and Adult Services
Program No.: 6002
P
rograms Details
The Reference and Adult Services Division assists adults and teens in finding information through the library collection, online and other research resources. This Division is responsible for organizing, selecting and maintaining the adult, teen, and international collections as well as Government Documents and Special Collection materials. Specific service objectives are to:
• Answer in -person, telephone, text, and email requests for information and recommend books and authors to library users.
• Provide adults and teens with information referrals to community partners and local organizations.
• Instruct library users on how to locate materials and information using the Online Public Access Catalog, electronic resources and the internet.
• Assist adults and teens with technology including computers, laptops, tablets and 3D printing.
• Assist patrons in using the Career Center, which includes computers, books, and online job search, resume writing, and interview preparation resources. • Conduct computer classes in Cantonese, English, Mandarin, Spanish, and Vietnamese to help adults gain confidence using technology.
• Maintain a Home Delivery Program to provide access to library materials to seniors and homebound members of the community.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $379,574 $328,659 $328,659 $510,049 Services $3,315 $5,000 $5,000 $5,000
Commodities $27,158 $27,200 $27,200 $30,916
Internal Services $16,750 $52,870 $52,870 $146,786
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $426,797 $413,729 $413,729 $692,750
Authorized Full-Time
Equivalent Positions 3.65 3.00 3.00 5.00
N8
L ibrary Department
FY 2022-2023 Preliminary Budget
• Develop and implement adult and teen programs and events including legal clinics, author talks, health and wellness sessions, film screenings and cultural programs for diverse community audiences.
• Partner with schools, nonprofits and community organizations to expand and enhance library services.

Actual Estimated Projected
2020-2021 2021-2022 2022-2023
Reference Transactions 1,1781 1,325 1,600
Adult/YA Programs Presented 54 48 100
Adult/YA Program Attendance 495 1,000 2,050
2022-2023 Goals and Objectives
• Bring back in-person programming including Adult Beginning Computer Classes, Computer Lab, Get Fit While You Sit senior exercise program, movie screenings, educational lectures and adult craft programs.
• Recruit members for the Library’s Junior Friends teen volunteer group to assist the Library in developing new and engaging library programs and services for teens. • Collaborate with the Monterey Park Historical Museum to create programs to increase awareness about the museum and the Library’s local history collection. Work with the museum to host the annual film program featuring film historian Foster Hirsch. • Collaborate with community agencies, City departments and committees to promote the Library’s services.
2021-2022 Major Accomplishments
• Im
plemented a weekly outdoor Pop- Up Library at Barnes Park where patrons could register and/or renew their library card, check out books, access free Wi -Fi and read newspapers in a comfortable outdoor seating area.
• Partnered with Chinatown Service Center’s Behavioral Health Division to offer a two-day mental health fair online. Participants attended four workshops focused on managing anxiety and depression and how to improve sleep using holistic methods. Staff also led an art therapy activity and moderated a mental health panel discussion focusing on the Asian American Pacific Islander community.

N9
L ibrary Department
FY 2022-2023 Preliminary Budget
• Created new content for the Get Fit While You Sit senior exercise program and increased attendance by offering the program at the Langley Senior Center.

F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $239,791 $382,046 $382,046 $600,919
Special Revenue $187,006 $31,682 $31,682 $57,966
ARPA $0 $0 $0 $33,865
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $426,797 $413,729 $413,729 $692,750
N10
L ibrary Department
FY 2022-2023 Preliminary Budget
Program: Technical Services
Program No.: 6003
P
rograms Details
The Technical Services Division is responsible for ordering, receiving, cataloging and preparing all materials received by the library , maintaining the library automation system and the library’s online databases , and loaning all circulating print and non- print materials to cardholders.

Collection maintenance and the repair of all materials fall within this program. Staff troubleshoots computers, printers, network connections and telecommunication problems. • I
mplement library circulation policies established by the Library Board of Trustees. • Manage library card registrations, maintain patron records and ensure patron privacy. • C
heck in and check out all circulating library materials; shelve and organize materials to facilitate access to the collection.
• Manage patron holds of requested materials, including retrieval, notification, processing and pick up.
• Notify cardholders of long overdue, lost or damaged materials; calculate and collect f ees; record and deposit money daily.
• Order, receive and catalog all library materials; process invoices for print and non-print items. Coordinate and monitor budget allocations and expenditures. • M
anage and administer, in conjunction with the City Librarian, the library’s integrated automation system and assist as a liaison with the vendor.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $435,640 $382,482 $382,482 $403,723 Services $59,837 $63,714 $63,714 $59,502
Commodities $5,957 $6,000 $6,000 $4,000
Internal Services $21,225 $86,670 $86,670 $106,608
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $522,659 $538,866 $538,866 $573,833
Authorized Full-Time
Equivalent Positions 4.22 4.00 4.00 4.00
N11
L ibrary Department
FY 2022-2023 Preliminary Budget
• Purchase, install and maintain all computers, printers, peripherals, network software and telecommunications connections.
• M
aintain the collection by managing the processing of all items for public and staff use, and repairing damaged items.
• B
orrow materials via interlibrary loan and keep statistics.

PROGRAM MEASUREMENTS
Actual Estimated Projected
2020-21 2021-22 2022-23

ITEMS CIRCULATED
Total 32,425 100,000 150,000
Annual Circulation Per Capita 0.541 1.66 2.5
Annual Hours of Opening 164 800 1,500
Amount Saved by Borrowing
Instead of Purchasing
$318,786 $700,000 $1,200,000
1 Population figure used for calculation: 60,380
Actual Estimated Projected
LIBRARY USERS 2020-21 2021-22 2022-23
User Visits Per Day 112 200 300
Total User Visits Per Year 4,597 40,000 75,000
New Cardholders Registered 569 750 800
Total Library Cardholders 39,967 40,050 40,100
Number of Holds Fulfilled 15,506 9,500 5,000
Actual Estimated Projected
2020-21 2021-22 2022-23

NEW ITEMS ADDED
Cataloged Books 3,395 4,300 4,300
Cataloged Audio-Visual 216 350 350
Government Documents 24 80 80
Total Cataloged Items Added 3,635 4,730 4,730
N12
L ibrary Department
FY 2022-2023 Preliminary Budget

COLLECTION TOTALS
All Items 101,428 104,000 104,200
2022
-2023 Goals and Objectives
• Improve Wi-Fi access within the Library for the public by upgrading hardware. 2021-2022 Major Accomplishments
• Successfully awarded the California State Library COVID -19 recovery funds to provide 16 Chromebooks and 25 Wi -Fi hotpots for the public and implemented Hotspots and Chromebooks kits lending programs outside the library.
• P
artnered with the California State Library to provide ProQuest STEM resources to K-12 students.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $418,125 $509,447 $509,447 $536,647
Special Revenue $104,534 $29,419 $29,419 $30,890
ARPA $0 $0 $0 $6,295
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $522,659 $538,866 $538,866 $573,833
N13
L ibrary Department
FY 2022-2023 Preliminary Budget
Program: Literacy
Program No.: 6005
P
rograms Details
The Literacy Services Division provides individual tutoring to adult learners with low literacy skills and classroom instruction to English language learners. This division recruits and trains volunteers to tutor adults in one-to-one, small group or large class settings; provides instruction to adult learners to improve their speaking, reading and writing skills to get a job, assist their family or become naturalized citizens; develops partnerships with workforce programs to help new immigrants find work; and maintains program data and generates reports for federal and state grants. Specific service objectives are to:
• Recruit, train, match, monitor and support volunteer tutors. • A
ssess learners and assist them in setting personal goals and a path to reach them. • M
onitor, support and provide educational guidance for tutor-learner pairs. • S
elect print and non- print consumable and non- consumable materials appropriate to the interest, level and needs of the program’s participants. • N
etwork with neighboring literacy programs, community partners and agencies to provide literacy activities in response to the needs of the community. • E
xecute U.S. passport applications following federal regulations through verifying documents, the identity and signatures of applicants and forwarding application materials to the U. S. Department of State for an issuance determination.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $137,855 $206,855 $206,855 $424,762 Services $2,441 $2,441 $2,441 $3,739
Commodities $15,820 $5,330 $5,330 $16,497
Internal Services $14,175 $28,980 $28,980 $89,980
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $170,291 $243,606 $243,606 $534,979
Authorized Full-Time
Equivalent Positions 3.45 2.38 2.38 4.50
N14
L ibrary Department
FY 2022-2023 Preliminary Budget

PROGRAM MEASUREMENTS
Actual Estimated Projected
2020-21 2021-22 2022-23
Number of Students Participating 198 200 250
Number of Student Hours 5,550 5,000 7,500
Number of Tutors 24 20 35
Number of Tutor Volunteer Hours 919 750 1,400
Number of Students who became
U.S. Citizens
21 15 20
Number of Passports Executed 125 800 800
2022-2023 Goals and Objectives
• Collaborate with Adult and Children’s Services Divisions to create new library programming for adult learners to expand upon the current English as a Second Language (ESL) classes and offer adult learners additional learning opportunities. • Increase volunteer and student recruitment and retention to improve student scores and achievements.
• Expand professional development opportunities for volunteer ESL instructors and tutors to increase effectiveness of teaching methods and lesson planning. 2021-2022 Major Accomplishments
• Created and launched online tutor training courses for new and current volunteer tutors, which contain modules on best approaches to adult education, English- language learning and reading and writing instruction.
• Expanded professional development opportunities for volunteer instructors and tutors by organizing quarterly tutor meetups to discuss new approaches to tutoring, new strategies for English-language learning and new materials for tutors and learners. • Updated the curriculum for beginning, intermediate and advanced ESL classes with course materials proven successful in adult education schools.

N15
L ibrary Department
FY 2022-2023 Preliminary Budget
• Created ESL websites for each class to provide tutors and learners with supplemental activities and materials which include videos, vocabulary games, grammar handouts and links to additional readings.
• Created an additional beginning literacy class to meet the growing demand for beginning- level instruction.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $59,058 $164,249 $164,249 $395,724
Special Revenue $111,233 $79,357 $79,357 $85,122
ARPA $0 $0 $0 $54,132
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $170,291 $243,606 $243,606 $534,979
N16
L ibrary Department
FY 2022-2023 Preliminary Budget
Program: Children Services
Program No.: 6006
P
rograms Details
The Children’s Services Division is responsible for services to children, caregivers, educators and schools. This division provides the full range of library services from infants through middle school; assists children, teachers and caregivers in locating and using library materials in the Children’s area; provides professional level expertise in the selection and management of the library’s print, audiovisual and electronic collections in the Children’s area; conducts storytimes, Summer Reading Program and other children’s programs; and provides outreach into the community as well as tours and storytimes for visiting school groups.

Specific service objectives are to:
• Answer in-person and telephone requests for information and advise the community in the use of materials and services through individual instruction. • Instruct the community on locating materials and information via the Online Public Access Catalog, electronic databases and the Internet.
• Conduct library tours and provide instruction in the use of library materials and services for school classes, community organizations and other interested groups. • Select print, audiovisual and electronic materials for children in the languages used in the community in order to meet the educational, informational and recreational needs of the residents.
• Target the informational and educational needs of the community by working with the community and governmental groups to respond with appropriate library services and materials.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $273,822 $277,807 $277,807 $449,728 Services $599 $599 $599 $599
Commodities $27,197 $27,500 $27,500 $27,500
Internal Services $16,475 $62,170 $62,170 $77,296
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $318,093 $368,076 $368,076 $555,123
Authorized Full-Time
Equivalent Positions 3.75 3.75 3.75 4.50
N17
L ibrary Department
FY 2022-2023 Preliminary Budget
• Encourage reading and promote the pleasure of reading by conducting storytimes. • Encourage reading and improve literacy by conducting a Summer Reading Program for infants through sixth grade students.
• Schedule cultural and educational programs for children that reflect the needs and desires of Monterey Park residents.
• Provide homework assistance services via library volunteers on weekdays during the school year for students up to sixth grade.
• Partner with City departments to expand and enhance services for children and their families.

Program Measurements
Actual Estimated Projected
2020-2021 2021-2022 2022-2023
Reference Transactions 1,178 2,500 3,500
Children’s Programs 225 200 250
Children’s Program Attendance 6,952 10,000 12,000
Children’s Outreach Attendance 280 700 1,200
2022
-2023 Goals and Objectives
• Build connections and enhance the L ibrary’s presence in the community through staff outreach to public and private schools and by hosting field trips which educate children, parents and teachers on the services of the Library.
• Recruit and train high school volunteers to offer in -person Homework Help on weekdays during the school year.
2021-2022 Major Accomplishments
• P
rovided outdoor programming, including storytimes, Afterschool Art and Music & Movement to meet the educational and social -emotional needs of families in the community.

N18
L ibrary Department
FY 2022-2023 Preliminary Budget
• Doubled participation in Summer Reading Program, which included reading incentives, crafts and outdoor activities for over 500 children.
• Hosted the In-N-Out Cover to Cover Reading Program for over 800 children ages 4-12. • Partnered with City’s Recreation and Community Services Department to offer Summer Rec & Read programming for children and their families. • Partnered with the Boys & Girls Club to offer monthly science, technology, engineering and math (STEM) programming for children ages 6-8.
• Migrated over 100 previously recorded virtual storytimes from YouTube to Niche Academy, an online platform that provides on-demand access to digital content, to ensure copyright compliance and improve the viewing experience for children and their families.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $251,338 $346,254 $346,254 $371,711
Special Revenue $66,755 $21,822 $21,822 $22,913
ARPA $0 $0 $0 $160,498
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $318,093 $368,076 $368,076 $555,123
N19

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Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O1
Depart
ment Overview
The Recreation and Community Services Department
strives to enrich lives and foster harmony within the community through an array of citywide programs and
special events. The Department believes quality of life is improved through healthy life styles, educational and
recreational opportunities, public participation, respect, compassion, and the enhancement of our urban forest.

The Department accomplish es their goals through
community outreach, quality programming, activities and events, safe, and well-maintained parks and facilities, and an aesthetically pleasing environment that is provided by professional and caring employees, contractors and
volunteers.

Programs and Services
The Recreation and Community Services Department is responsible for the development, implementation, coordination, and delivery of a variety of recreational and leisure time activities and programs to promote the well -being and enjoyment of life of the City’s residents through the fulfillment of their recreation, cultural, social and educational needs.

In
addition to traditional programs, the Recreation and Community Services Department operates Community Dial-A- Ride, volunteer program, and state licensed Child Care programs; and schedules Facility and Picnic Reservations. The department is also liaison to four City Commissions: Recreation and Parks Commission, Commission on Aging, Sister Cities Commission, and Community Participation Commission.

Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O2
The Recreation and Community Services Department operates many of their programs through alternative revenue sources. Specialized Recreation classes, Aquatics, Day Care and Reservations are partially self-supported through the levy of user fees and charges. The Dial -A-Ride Program is financed by Los Angeles County voter approved one-quarter percent sales tax revenue.

Significant Changes
Ef
fective FY 2022 -2023, the Media Production and Communications program (6509) is no longer under the Recreation and Community Services Departm ent. Instead, it’s assigned to the City Manager’s Department.

Depart
ment Budget Summary
Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Facilities Supervision 6502 $315,807 $455,836 $455,836 $853,948 Aquatics 6503 $390,622 $752,028 $752,028 $758,325
Langley Center 6505 $331,603 $545,258 $545,258 $510,879 Childcare Activities 6506 $197,264 $186,509 $186,509 $296,186 Recreation Activities 6507 $65,092 $80,560 $80,560 $85,667 Community Participation 6508 $162,868 $213,098 $213,098 $252,108 Community Transportation 6511 $520,690 $693,802 $693,802 $741,527 Total Expenditures $1,983,947 $2,927,091 $2,927,091 $3,498,641 Authorized Full-Time
Equivalent Positions 35.08 36.91 36.91 36.75
Expenditures by Program
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Source s by Type Actual Original Budge t Proje cte d Budge t Budge t General Fund $1,218,457 $2,066,678 $2,066,678 $1,743,788 Special Revenue $749,249 $795,324 $795,324 $818,014
ARPA $0 $0 $0 $873,591
Enterprise $15,432 $65,090 $65,090 $63,247
Internal Service $808 $0 $0 $0
Total $1,983,947 $2,927,091 $2,927,091 $3,498,641
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O3
Department Personnel Summary
Full TimePart Time Full TimePart Time Full TimePart Time RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 0.00 Adminitrative Aide 1 - 1 - 1 0.00
Assistant Pool Manager - 0.40 - 0.40 0 0.50
Dial-A-Ride Driver 3 2.00 3 2.00 3 0.00
Cashier - 0.30 - 0.00 0 0.00
Child Care Coordinator 1 - 1 - 1 0.00
Child Care Teacher - 3.40 - 3.40 0 3.25
Clerk Typist - 0.50 - 0.50 0 0.00
Dial-A-Ride Dispatcher 1 - 1 - 1 0.00
Janitor 1 - 1 - 1 0.00
Junior Lifeguard - 0.24 - 0.00 0 0.00
Lifeguard - 0.48 - 1.36 0 1.50
Locker Room Attendant - 0.34 - 0.00 0 0.00
Pool Maintenance Worker 1 - 1 - 1 0.00
Pool Manager - 3.54 - 3.54 0 3.50
Program Coordinator 2 - 2 - 2 0.00
Recr eation Leader - 8.04 - 8.04 0 10.50
Recreation Manager 1 - 1 - 1 0.00
Recreation Supervisor 2 - 2 - 2 0.00
Senior Clerk Typist 1 - 1 - 1 0.00
Senior Lifeguard - 0.67 - 0.67 0 1.00
Senior Recr eation Leader - 2.00 - 2.00 0 1.50
RECREATION / COMM. SERVICES TOTAL 15.00 21.91 15.00 21.91 15.00 21.75 2020-2021 2021-2022 2022-2023

FY FY FY
City of Monterey Park
Recreation and Community Services
Director of Recreation & Community Services
Recreation Manager (1)
Administrative Aide
(1)
Sr. Clerk Typist
(1)
Recreation
Supervisor (1)
Program
Coordinator (1)
Recreation
Leaders (PT)
Pool Maintenance Worker
(1)
Pool Managers &
Asst. Pool Managers
(PT)
Senior Guards (PT)
Lifeguards &
Recreation
Leaders (PT)
Recreation
Supervisor (1)
Program
Coordinator (1)
Janitor (1)
Sr. Recreation
Leader (PT)
Recreation
Leaders (PT)
Child Care
Coordinator (1)
Child Care
Teachers (PT)
Recreation
Leaders (PT)
DAR Dispatcher (1)
DAR Drivers (3)
DAR Driver (PT)
OO
OO4
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O5
Program: Recreation Facilities
Program No.: 6502
Pr
ograms Details
This activity provides for the supervised operation, maintenance, programming and scheduling of the City’s facilities: gymnasiums, picnic shelters, meeting rooms, and buildings, ball fields and sports fields that are used by the public, civic organizations, youth and senior citizen groups, schools and education classes.

Ser
vice objectives are:

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $182,351 $244,821 $244,821 $615,786 Services $54,713 $92,700 $92,700 $91,245
Commodities $8,369 $20,015 $20,015 $29,515
Internal Services $70,375 $98,300 $98,300 $110,645
Capital Outlay $0 $0 $0 $6,756
Debt Service $0 $0 $0 $0
Total Expenditures $315,807 $455,836 $455,836 $853,948
Authorized Full-Time
Equivalent Positions 10.11 10.11 10.11 10.00
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O6
• Provide for safe use of parks, facilities and playgrounds in the participation of activities, programs and events.
• Provide sufficient diversified facilities, conveniently accessible, so that residents of all ages may participate in various leisure, community and athletic activities. • Pr
ovide various locations for youth and/or adult groups to carry out their athletic, social and cultural programs.
• Provide facilities for non- profit groups, community based organizations and the public to utilize for parties, receptions, meetings, concerts, and athletic events. 2022
-2023 Goals and Objectives
• Improve community beautification by collaborating with local artists to add art pieces at City facilities and in parks.
• De
velop and implement a Park bench, picnic table and bike rack sponsorship program to help replace old park items with new products made of recycled materials. 2021
-2022 Major Accomplishments
• Collaborated with the Public Works Department to upgrade Barnes Park amenities to include four additional Pickleball courts.
• Ex
panded available locations for picnic reservations to include picnic shelters at Sierra Vista Park and Sunnyslopes Park.

Funding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $276,037 $443,126 $443,126 $352,606
Special Revenue $39,770 $12,710 $12,710 $13,220
APRA $0 $0 $0 $488,123
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $315,807 $455,836 $455,836 $853,948
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
Program: Aquatics
Program No.: 6503
P
rograms Details
This activity supports the operation and maintenance of the Cascades Waterfall and the 70’ x 125’ pool in George Elder Park. The pool provides opportunities for Swim Development swim instruction and public swimming. Mark Keppel High School Water Polo and Swim Team, utilize the pool during the school yea r. The George Elder Park pool is open for year - round lap swim, the Manta Ray s competitive swim team
workouts, private party rentals and for use by elementary schools and local youth organizations for graduation parties, fun days and year-end awards programs.

Ser
vice objectives are:
• P
rovide an Aquatics instructional program for al l levels to ensure that all residents have an opportunity to learn to swim.
• Provide a variety of aquatic programs that include social, recreational, education, safety, fitness, and competitive activities for public enjoyment. • Maintain optimum water temperature and facility conditions to meet accepted health standards for the overall enjoyment of patrons.
• Provide highly trained and customer service friendly aquatics personnel to ensure safe and efficient operations, and for quality programming at the swimming pool.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $224,269 $483,104 $483,104 $433,527 Services $90,685 $149,235 $149,235 $115,350
Commodities $40,968 $71,629 $71,629 $60,860
Internal Services $34,700 $48,060 $48,060 $148,588
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $390,622 $752,028 $752,028 $758,325
Authorized Full-Time
Equivalent Positions 7.02 8.02 8.02 8.00
O7
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Improve organizational effectiveness by scheduling pool maintenance staff to attend trainings focused on the preventative maintenance of the new RayPak heater and other pool equipment at George Elder pool.
• Collaborate with the Public Works Department to install LED underwater pool lights and overhead deck lights at George Elder Pool to improve visibility and energy efficiency. 2021-2022 Major Accomplishments
• Implemented tracking system for the lap swim program utilizing QR codes to help accurately track usage levels on a daily, weekly, and monthly basis. • Installed a new pool heating system at the George Elder pool. • Updated and repaired the Cascades waterfall by applying new epoxy paint and replacing led lighting.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $340,156 $735,181 $735,181 $507,931
Special Revenue $50,466 $16,848 $16,848 $17,547
ARPA $0 $0 $0 $232,847
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $390,622 $752,028 $752,028 $758,325
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Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
Program: Senior Programs
Program No.: 6505
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $279,290 $365,894 $365,894 $296,746 Services $26,499 $70,115 $70,115 $59,015
Commodities $10,739 $40,069 $40,069 $43,569
Internal Services $15,075 $69,180 $69,180 $111,549
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $331,603 $545,258 $545,258 $510,879
Authorized Full-Time
Equivalent Positions 4.90 4.90 4.90 5.00
O9
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
Programs Details
This activity provides for the operation of
Langley Center, the City’s Senior Citizen Center.

Langley Center provides activities for the local
seniors and active older adults, including
specialized classes, trips and tours, health and
wellness screening, and a range of other services.

Activities include dances, lunch program,
billiards, table tennis, fitness classes, computer
and technology classes, mature driver training
course, social clubs, health fair expo, and special
events.

L
angley Center offers a comprehensive community- wide program that promotes good health, independence, recreation, education and social fulfillment for all older adults.

Ser
vice objectives are:
• Pr
ovide needed services and programs for senior citizens at Langley Center. • P
rovide free health screenings, including eye exams, blood pressure checks and periodic heart disease and stroke screenings and flu shots through the assistance of local agenc ies and non-profit organizations.
• P
rovide a variety of senior programs to include social, recreational, educational, and fitness activities for the seniors’ enjoyment.
• W
ork with local senior citizen clubs and organizations to further cultural goodwill among the growing ethnic community.
• Provide lunches for seniors at Langley Center. The City currently works in conjunction with YWCA Intervale Senior Services of San Gabriel Valley to provide meals at Langley Center. • Provide a “Cooling Center ” relief cen ter on days when the outside temperature is over 95 degrees, or when designated by Los Angeles County.
202
2-2023 Goals and Objectives
• Increase evening time participation through expanded hours and available fitness opportunities for active older adults.
• E
xpand city staff knowledge by attending annual trainings focused on active older adults and current aging program trends.

O10
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
2021
-2022 Major Accomplishments
• Implemented an outdoor community health fair with resource booths and free health screenings to over 300 participants.
• Expanded the Langley Fitness center space to 1,100 square feet and added 15 new commercial grade pieces of fitness equipment.

F
unding Source by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $260,086 $490,598 $490,598 $448,481
Special Revenue $70,709 $54,660 $54,660 $62,398
ARPA $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $808 $0 $0 $0
Total Expenditures $331,603 $545,258 $545,258 $510,879
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Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
Program: Youth Programs
Program No.: 6506
P
rograms Details
The City of Monterey Park provides a quality and affordable youth activities . This activity provides after -school recreational programs and care to youth year around. This division also operates a state licensed program that provides accountability, safety and a high quality, low-cost program to the participating families.

S
ervice objectives are:
• P
rovide an after -school program at Barnes Park Community Center. The program operates during the school year from 11:00 a.m. to 7:00 p.m., and 6:30 a.m. to 7:00 p.m. when schools are closed for vacation or staff development days.
• P
rovide a Tiny Tots program that gives children 3 to 5 years old an introduction to reading, social skills, math, science, and large & fine motor skills in a fun environment. • P
rovide positive reinforcement and build self -esteem in the youth of our community through their participation in the programs and activities offered by the Recreation and Community Services Department.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $155,386 $151,037 $151,037 $239,197 Services $780 $692 $692 $1,050
Commodities $1,823 $9,000 $9,000 $11,000
Internal Services $39,275 $25,780 $25,780 $44,939
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $197,264 $186,509 $186,509 $296,186
Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50
O12
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
202
2-2023 Goals and Objectives
• Develop a mediation and relaxation space where the youth can participate in quiet activities that help promote peace, balance, and reduce anxiety.
• H
ost activities that introduce and teach youth the rules and fundamentals of the paddle sport , “Pickleball”.
2021-2022 Major Accomplishments
• Maintained full enrollment by successfully implementing a virtual Tiny Tots program for children ages 3-5 years old that later transitioned into in-person learning.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $162,631 $177,350 $177,350 $178,240
Special Revenue $34,634 $9,159 $9,159 $9,617
ARPA $0 $0 $0 $108,329
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $197,264 $186,509 $186,509 $296,186
O13
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
Program: Recreation Programs
Program No.: 6507
Programs Details
This activity provides the public with
special interest recreation and leisure time
programs and activities. Programs include
Specialized Recreation Activity Classes,
Summer Youth Lunch Program, and
Adult Athletic Leagues. The programs
represented in this activity category are
self-sustaining programs and requires
either a registration or league fee, grant
funds or sponsor donations to cover the
cost.

Ser
vice objectives are:
• T
o offer a variety of specialized programs, adult athletic leagues, and special events to allow residents the opportunity to participate and identify with the community, to expand their skills and interests, and social, cultural and educational horizons. • C
ontinue to provide opportunities for individuals to initiate and/or maintain physical and mental fitness through a variety activities.
• Pr
ovide opportunities for community residents of all ages to learn, utilize, improve and enjoy new skills; and to experience recreational, social and cultural relationships through expanded programs, activities and events.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $40,553 $47,820 $47,820 $50,211
Services $9,714 $20,310 $20,310 $20,310
Commodities $0 $0 $0 $0
Internal Services $14,825 $12,430 $12,430 $15,146
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $65,092 $80,560 $80,560 $85,667
Authorized Full-Time
Equivalent Positions 0.80 1.63 1.63 1.50
O14
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Increase available walkability routes in parks and implement a community walking challenge that will incentivize and encourage residents to walk and track their progress. • Expand community participation by exploring the development of an adult pickleball league. 202
1-2022 Major Accomplishments
• Developed and implemented the 1st annual Pickleball Tournament at Barnes Park which hosted over 100 participants from throughout California. • Participated as a Regional host for the Major League Baseball Jr. Homerun Derby.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $65,092 $80,560 $80,560 $85,667
Special Revenue $0 $0 $0 $0
ARPA $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $65,092 $80,560 $80,560 $85,667
O15
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O16
Program: Special Events
Program No.: 6508
P
rograms Details
This Division coordinates all Citywide Special Events. Traditional events conducted annually include, but are not limited to: Lunar New Year Celebration, Cherry Blossom Festival, Cinco de Mayo, MPK Birthday, Summer Movies and Concerts, Holiday Snow Village and the Independence Day Celebration . Special functions include Council Reorganization Functions, Farmers’ Market and Volunteer Recognition. The Department serves as the liaison to Commissioners, Special Contractors
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $132,263 $99,499 $99,499 $111,246
Services $3,223 $6,499 $6,499 $13,450
Commodities $23,383 $72,390 $72,390 $107,290
Internal Services $4,000 $34,710 $34,710 $20,122
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $162,868 $213,098 $213,098 $252,108
Authorized Full-Time
Equivalent Positions 1.05 1.05 1.05 1.00

Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
O17
a
nd/or Community Organizations in the promotion,
fund raising, planning, coordination and administration of community events and cultural activities. In addition, this division organizes a special recognition program
for the volunteers who supplement the City’s work
force.

Service objectives are:
• Assist with the recruitment and recognition of volunteers for special programs and events. • Maintain overall success of the Special Event Programs through continuous coordination with the individuals and groups.
• Assist with planning, logistics and implementation of citywide special events. 202
2-2023 Goals and Objectives
• R
evamp and reinstate the community volunteer program to give residents the opportunity to participate in the planning and implementation of city activities and special events. 2021-2022 Major Accomplishments
• Re-established in-person events including Movies in the Park, Holiday Snow Village, Spring Egg Hunt, Cinco de Mayo, Play Days and SGV Pride.
• C
ollaborated with the Bruggemeyer Library to host the massive Monster Mash event and provide a Read and Ride program that encourages youth to read and earn Play Days carnival ride tickets.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $114,455 $139,864 $139,864 $170,864
Special Revenue $32,981 $8,144 $8,144 $8,551
ARPA $0 $0 $0 $9,446
Enterprise $15,432 $65,090 $65,090 $63,247
Internal Service $0 $0 $0 $0
Total Expenditures $162,868 $213,098 $213,098 $252,108

Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
Program: Community Transportation
Program No.: 6511
P
rograms Details
This activity provides for the City’s Dial-A- Ride transportation services for Sen ior Citizens and persons with disabilities . The transit program allows senior citizens opportunities for mobil ity and independence to meet their medical, shopping, recreational, cultural, social and nutritional needs.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $337,742 $373,234 $373,234 $426,742 Services $16,620 $75,088 $75,088 $75,088
Commodities $678 $11,000 $11,000 $11,000
Internal Services $165,650 $234,480 $234,480 $228,697
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $520,690 $693,802 $693,802 $741,527
Authorized Full-Time
Equivalent Positions 6.70 6.70 6.70 6.75
O18
Recreation and Community Services Department
FY 2022-2023 Preliminary Budget
S
ervice objectives are:
• P
rovide for the mobility of the City’ s residents to accommodate their medical, shopping, social and recreation needs in the safe, reliable, and courteous operation of the City’s Dial-A- Ride transportation service.
• S
ubsidize M.T.A. bus fares through the sale of TAP cards, to encourage residents , especially seniors and students, to utilize public transit facilities. • Oversees supplemental service agreement utilizing taxi services. 202
2-2023 Goals and Objectives
• Update the GPS tracking system to be compatible with 5G wireless technology. • E
nhance Dial a Ride marketing to increase service awareness and ridership. 202
1-2022 Major Accomplishments
• Developed participant survey to better understand how riders are utilizing Dial a Ride and ways to enhance their experience.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $520,690 $693,802 $693,802 $706,681
ARPA $0 $0 $0 $34,846
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $520,690 $693,802 $693,802 $741,527
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Public Works Department
FY 2022-2023 Preliminary Budget

Department Overview
The Public Works Department is responsible for providing and maintaining the City’s infrastructure in a manner that ensures the health, safety, and welfare of the City’s residents and visitors. This includes the design, construction, repair and maintenance of public land, roadways, sidewalks, sewers, and storm drains; public buildings and structures; water production, storage and delivery facilities; the repair and maintenance of City vehicles and equipment; and transportation services. The Department is made up of seven divisions: Maintenance Services, Engineering, Community Transportation, Water Utility, Parks, Building and Safety, and Planning.

Programs and Services
Maintenance Services Division
The Public Works Maintenance Services Division is responsible for the maintenance and repair of the City’s streets, alleys, sidewalks, curbs, and gutters. Maintenance activities include street striping, asphalt, and concrete patching and replacement, sidewalk grinding, and traffic and street name sign replacement. The Division also oversees Fleet Maintenance for the City’s vehicles and equipment.

Engineering Division
The Engineering Division is responsible for providing all engineering services to the City, including the design and construction of all public streets, storm drains, traffic signals, parks,

Public Works Department
FY 2022-2023 Preliminary Budget

recreational facilities, and public buildings that are authorized by the City Council. Additionally, the Division reviews and makes recommendations on development and zoning matters such as tracts, parcel maps, variances, conditional use permits, and building permits. The Division also issues grading permits, public works construction permits, encroachment permits, etc. Another function of the Division is traffic engineering. All traffic issues, including signal timing, traffic related improvements, and citizen complaints are handled by the Division. The Division coordinates retrofits to City facilities necessary under the Americans With Disabilities Act (ADA).

The Division also administers the City’s contract for solid waste collection and recycling services, street sweeping services, and storm water pollution prevention program. It is also responsible for being the liaison to the City’s Environmental Commission and Traffic Commission.

Community Transportation Division
The Community Transportation Division is responsible for providing the local, fixed- route bus system, and coordinating regional transit service including the Spirit Bus Transportation Program, recreational transit for the youth, and Dial -A-Ride services for senior citizens and residents. The Division also oversees the City’s Employee Ride share Program and Air Quality Management District (AQMD) Rule 2202 Employee Commute Reduction Program compliance.

Water Utility Division
The Water Utility Division is responsible for supplying water to 95% of Monterey Park’s residents.

Private water companies service the remaining portions of the City, which include the southwesterly corner, a small neighborhood in the southeasterly corner, and a few properties on North New Avenue.

The City’s water system is composed of 12 deep wells in the vicinity of the Rio Hondo River outside the City limits, 134 miles of 2” to 24” mains, approximately 2,073 gate valves, approximately 1,063 fire hydrants, 13 storage reservoirs, and 11 pumping stations. There are approximately 13,643 water meters connected to the City’s mains. In addition, the City has five treatment facilities to ensure the City’s water meets and exceeds safe drinking water standards.

The quality of water in the City’s system is regulated by federal, state and county agencies. The Water Utility Division ensures that the City stays in
full compliance with the State and Federal
standards. Since the Water Utility Division produces all its water supply from an adjudicated basin, the Main San Gabriel Basin, and the City’s annual production exceeds its production rights, the City must replace the amount of water it over-pumps.

Public Works Department
FY 2022-2023 Preliminary Budget

Parks Division
The Parks Division responsibilities include the development and maintenance of public parks and facilities, landscaped areas, and street medians and trees.

Building and Safety Division
The Building and Safety Division enforces Title 16 of the Monterey Park Municipal Code.

Division personnel are also required to enforce through plan check and site inspections the various Model codes (i.e., Building, Plumbing, etc.), as well as State and Federal regulations relating to the construction of structures and their safety. This Division’s personnel must also maintain a high degree of knowledge and expertise in the areas of new technologies of construction and materials as well as on the numerous revisions that are promulgated by the professional building industry. It is also responsible for being the liaison to the City’s Modification Committee.

Planning Division
The Planning Division enforces Title 21 of the Monterey Park Municipal Code. Personnel comment on and process all applications for both Design Review Board and Planning Commission land use actions. Staff also conducts field inspections and research which provides the basis for professionally prepared staff reports, and recommendations made for approval, denial, or approval with conditions. It also is the lead agency for all environmental reviews consistent with the California Environmental Quality Act (CEQA). The Division is also responsible for being the liaison to the Design Review Board and Planning Commission. 2022-2023 Goals and Objectives
• Complete Phase 1 and 2 of the Street Bond Resurfacing Project • Water Meter Replacement Project and Water Conservation Initiatives • Improve Pedestrian and Vehicular Safety

2021-2022 Major Accomplishments
• Encanto and Cascades Rehabilitation Project
• Completed Road Pavement Project
• Traffic Signal Improvements -Garfield and Graves
• Completed Northeast Mainline Phase I and II to improve fire safety

Public Works Department
FY 2022-2023 Preliminary Budget

Department Budget Summary

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Community Transporation 4201 $393,612 $1,830,174 $1,830,174 $1,939,345 Street Maintenance 4202 $1,120,203 $1,320,720 $1,320,720 $2,459,044 Storm Drain Maintenance 4203 $291,645 $422,368 $422,368 $650,856 Sanitary Sewer Maintenance 4204 $1,840,991 $2,041,191 $2,041,191 $2,289,331 Street Cleaining 4205 $340,497 $358,733 $358,733 $379,248 Traffic Control 4206 $640,351 $588,579 $588,579 $630,706 Street Lighting 4207 $732,164 $539,419 $539,419 $582,542 Refuse Collections 4208 $5,973,099 $6,408,391 $6,433,391 $6,721,959 Building Maintenance 4210 $838,244 $968,300 $1,090,300 $1,014,925 Motor Pool Shop 4211 $2,700,204 $2,742,886 $2,832,886 $3,418,966 Engineering 4212 $1,048,681 $1,614,311 $1,614,311 $1,719,619 Parkway Maintenance 4216 $1,107,294 $897,155 $897,155 $993,669 Parks 4217 $1,064,542 $1,374,086 $1,374,086 $1,450,183
Water Admin 4220 $183,319 $275,533 $352,533 $661,576
Water Commercial 4221 $1,210,119 $1,564,181 $1,564,181 $1,778,070 Water Production 4222 $4,218,923 $4,761,986 $4,801,986 $5,079,435 Water Distribution 4223 $3,290,304 $3,976,969 $3,976,969 $4,386,940 Well No. 5 4226 $765,362 $1,278,314 $1,278,314 $1,322,303 Well No. 12 Treatment Plant 4227 $1,020,088 $1,142,838 $1,142,838 $1,202,082 Well No's 1, 3, & 10 4229 $773,565 $1,127,980 $1,127,980 $1,149,461 Well No. 12 Dual Barrier 4230 $534,809 $819,358 $819,358 $847,029 Well No. 15 4231 $428,985 $607,302 $607,302 $614,540
Total Expenditures $30,517,003 $36,660,774 $37,014,774 $41,291,827 Authorized Full-Time
Equivalent Positions 73.16 74.16 74.25 74.25
Expenditures by Program
Funding Sources by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Source s by Type Actual Original Budge t Proje cte d Budge t Budge t General Fund $3,277,939 $3,092,095 $3,214,095 $2,994,765 Special Revenue $3,242,011 $5,224,567 $5,224,567 $5,875,056 Enterprise $21,350,838 $25,654,317 $25,796,317 $27,958,868 Internal Service $2,646,214 $2,689,796 $2,779,796 $3,411,688 Debt Service $0 $0 $0 $1,051,450
Total $30,517,003 $36,660,774 $37,014,774 $41,291,827
Public Works Department
FY 2022-2023 Preliminary Budget

Department Personnel Summary

PUBLIC WORKS - 4200
Dire ctor of Public Works 1 - 1 - 1 0.00 Assistant City Engineer 1 - 1 - 1 0.00 Administrative Intern - 0.24 - 0.24 0 0.25 Administrative Se cre tary 1 - 1 - 1 0.00 Auto Shop Technician 1 - 1 - 1 0.00 Building Trades Technician 1 - 1 - 1 0.00 Civil Engineering Associate 2 - 3 - 2 0.00 Civil Engineering Associate (water) - - - - 1 0.00 Civil Engineering Assistant 1 - 1 - 1 0.00 Civil Engineering Technician 2 - 2 - 2 0.00 Consum er Ser vices Repr esentative 2 - 2 - 2 0.00 Cr ew Leader 3 - 3 - 3 0.00 Cross Connection Control Inspector 2 - 2 - 1 0.00 Electrician 1 - 1 - 1 0.00 Engineering Aide - 0.96 - 0.96 0 1.00 Equipment Mechanic 2 - 2 - 2 0.00 Equipment Service Specialist 0.50 0 0.50
Facilities Maintenance Supervisor 1 - 1 - 1 0.00 Lead Equipment Mechanic 1 - 1 - 1 0.00 Maintenance Wor ker 9 7.96 9 6.96 9 7.00 Management Analyst 1 - 1 - 1 0.00 Par k Maintenance Cr ew Leader 2 - 2 - 2 0.00 Park Maintenance Worker 3 - 3 - 3 0.00 Park Supervisor 1 - 1 - 1 0.00 Principal Management Analyst 2 - 2 - 2 0.00 Public Works Maintenance Manager 1 - 1 - 1 0.00 Public Works Maintenance Supervisor 1 - 1 - 1 0.00 Senior Clerk Typist 1 - 1 - 1 0.00 S
enior Maintenance Wor ker 4 - 4 - 6 0.00 Senior Water Production System Operator 1 - 1 - 1 0.00 Water Distribution Crew Supervisor 1 - 1 - 1 0.00 Water Distribution Lead Worker 2 - 2 - 2 0.00 Water Operation Supervisor 1 - 1 - 1 0.00 Water Production Supervisor 1 - 1 - 1 0.00 Water Production System Operator 4 - 4 - 4 0.00 Water Utility Maintenance Worker 5 - 5 1.00 4 1.00 Water Utility Manager 1 - 1 - 1 0.00 Accountant - 1.00 - - 0 0.00 Sr. Accountant - - 0.5 - 0.5 - PUBLIC WORKS TOTAL 63.00 10.16 64.50 9.66 64.50 9.75
P6

Public Works Department
FY 2022-2023 Preliminary Budget
Program: Community Transportation
Program No.: 4201
P
rograms Details
The Community Transportation Program is responsible for the fixed -route transit operation and Employee Ridership Program. Specific service objectives are to:
• P
rovide for a transit system that is safe, convenient, and reliable through the operation of the local, fixed-route bus – Spirit – and the support of the Dial-A-Ride service. • W
ork with outside agencies to improve regional transportation services. • E
stablish and maintain a transportation infrastructure that encourages the use of public transit, affords mobility, and supports the City's goals of economic vitality and community beautification.
• I
mplement a commute program for City employees to comply with air quality requirements and reduce mobile emissions.

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $74,426 $81,272 $81,272 $83,987
Services $88,650 $1,250,492 $1,250,492 $1,258,152
Commodities $186 $2,200 $2,200 $2,200
Internal Services $230,350 $496,210 $496,210 $595,006
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $393,612 $1,830,174 $1,830,174 $1,939,345 Authorized Full-Time
Equivalent Positions 0.40 0.40 0.40 0.40
P7
Public Works Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Implement recommendations from the Transit System e valuation to improve and revitalize the City’s transit services to better address the community’s mobility needs
2021-2022 Major Accomplishments
• The Spirit Bus service was suspended in April 2020 in response to the Covid-19 pandemic. Staff worked with local transportation providers such as the Metro Bus line, and Montebello Bus Line to ensure public transit was available to residents and visitors.
• The City started a Transit System evaluation to assess the existing fixed-route transit system and identification of areas of improvement of the City’s community transit services.

Funding Sources by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $393,612 $1,830,174 $1,830,174 $1,939,345 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $393,612 $1,830,174 $1,830,174 $1,939,345 P8
Public Works Department
FY 2022-2023 Preliminary Budget
P
rogram: Street Maintenance
Program No.: 4202
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $463,895 $494,836 $494,836 $512,180 Services $66,789 $119,508 $119,508 $120,973
Commodities $162,648 $295,610 $295,610 $307,610
Internal Services $426,871 $410,766 $410,766 $466,830
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $1,051,450
Total Expenditures $1,120,203 $1,320,720 $1,320,720 $2,459,044 Authorized Full-Time
Equivalent Positions 10.49 10.49 10.50 10.50
P
rograms Details
Monterey Park has 119.27 miles of improved streets, 10 miles of alleys and 225.22 miles of sidewalks, curbs and gutters. In addition, the City has within its 7.7 square miles two public parking districts, three Civic Center parking lots, one police and fire parking lot, 10 parking lots serving City parks, and 5 parking lots at various other City facilities. To ensure the City maintains the integrity of a sound structural road system, Street Maintenance crews inspect all streets to detect
pavement failures. The need for street repair is mainly caused by pavement stresses, base failures, increased traffic volume, pavement oxidation due to age, wear and/or weather
conditions. Maintenance of sidewalks, curbs and gutters is also imperative to both safe movement of pedestrian traffic and free flow of runoff nuisance water. Street Maintenance also provides weed abatement services on public rights- of - way throughout the City. Citywide graffiti re moval and clean team task are also included in this activity.

S
pecific Service objectives are:
• Inspect the areas scheduled to be slurry sealed to locate pavement failures, assess the extent of these failures, prioritize the need for their repair, and sc hedule repairs according to the project schedule.

P9
Public Works Department
FY 2022-2023 Preliminary Budget
• In
spect sidewalks to locate uplifted sections that may obstruct or impede pedestrian travel and schedule those for timely repair and/or replacement. Identify and schedule for repair sections of sunken or displa ced curbs and gutters that may impede pedestrians or the normal flow of water off the roadway.
• W
ithin two days of notification, ramp sidewalks that are raised ½ inch or more with temporary asphalt, grind down sidewalks that are raised ½ inch or les s, and cut problem tree roots to eliminate future uplifts.
2022-2023 Goals and Objectives
• Continue the implementation of a defined cross -training based rotation of divisional employees between asphalt/concrete operations, sanitary sewer operations, traffic painting/sign operations, and graffiti/clean team operations. • Replace the City ’s asphalt service vehicle, unit #091, with a compliant, efficient, and serviceable unit.
• Continue the sidewalk and tree well grinding program
on the main boulevards in conjunction wit h the Ficus
Tree replacement project
2021-2022 Major Accomplishments
• Removed and replaced sidewalk, masonry, and made
asphalt repairs at El Encanto as part of the
beautification and rehabilitation of the property
exterior.
• Removed, replaced, and fortified the adjoining asphalt areas of the concrete MTA bus pads located on the
main boulevards.

Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $635,403 $401,005 $401,005 $411,423
Special Revenue $387,244 $834,398 $834,398 $856,949
Enterprise $97,556 $85,317 $85,317 $139,222
Internal Service $0 $0 $0 $0
Debt Service $0 $0 $0 $1,051,450
Total Expenditures $1,120,203 $1,320,720 $1,320,720 $2,459,044 P10
Pu blic Works Department
FY 2022-2023 Preliminary Budget
Program: Storm Drain Maintenance
Program No.: 4203
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $85,038 $122,307 $122,307 $125,666
Services $162,273 $246,141 $246,141 $464,079
Commodities $468 $0 $0 $0
Internal Services $43,866 $53,920 $53,920 $61,111
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $291,645 $422,368 $422,368 $650,856
Authorized Full-Time
Equivalent Positions 1.45 1.45 1.45 1.45
P
rograms Details
Monterey Park’s storm sewer system is
maintained to ensure that all storm water runoff
is carried out of the City to prevent and
minimize flooding and soil erosion in the
community. This system is comprised of 12.43
miles of main lines and 298 catch basins, and 25
miles of open slope drains that are located on
1,096 private properties.

S
pecific Service objectives are:
• R
outinely inspect and clean catch basins
and grates prior to th e rainy season.

During the rainy season, crews supplemented by other Public Works Division personnel, substantially increase the number of catch basins and grates inspected and cleaned to ensure that all drains function properly.
• I
nspect and maintain in clean order all 298 City- owned catch basins at a minimum of once a year. Clean priority A & B catch basins quarterly. • I
nspect and clean the 11 City-owned slope drains located on city property.

P11
Pu blic Works Department
FY 2022-2023 Preliminary Budget
• I
mplement the City's National Pollution Discharge Elimina tion System (NPDES) program and comply w ith the Los Angeles County municipal storm water permit requirements.
• T
he City is committed through the MS4 NPDES Permit to implementing its Enhanced Watershed Management Program (EWMP).
202
2-2023 Goals and Objectives
• To complete stormwater capture projects that will reduce trashing draining into the storm drain system to comply with the Total Maximum Daily Load (TMDL) requirements • Complete installation of approximately 130 trash captur e devices to prevent debris from entering Storm Drain system
• Continued participation in the Rio Hondo LRS project, which aim s to address Lo s Angeles River Bacteria TMDL, which the City is subject to • Continue to identify new locations that require additional and recurring cleaning to provide the most efficient follow-up in removing restricting debris from roadway gutters. 2021-2022 Major Accomplishments
• Completion of the County's East LA Sustainable Median Stormwater Capture Project that the City is cost-sharing for NPDES compliance.
• Continued to moni tor storm drain system program and implementation of the City’ s Enhanced Watershed Management Program (EWMP) for compliance with MS4 NPDES Permit requirements.

Fu
nding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $468 $0 $0 $0
Special Revenue $100,363 $153,094 $153,094 $247,726
Enterprise $190,814 $269,274 $269,274 $403,130
Internal Service $0 $0 $0 $0
Total Expenditures $291,645 $422,368 $422,368 $650,856
P12
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Sanitary Sewer Maintenance
Program No.: 4204
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $608,428 $593,040 $593,040 $622,692 Services $35,714 $68,435 $68,435 $68,435
Commodities $5,969 $24,000 $24,000 $24,000
Internal Services $906,975 $1,040,335 $1,040,335 $1,243,054 Capital Outlay $0 $0 $0 $0
Debt Service/ Other Payments $283,905 $315,381 $315,381 $331,150 Total Expenditures $1,840,991 $2,041,191 $2,041,191 $2,289,331 Authorized Full-Time
Equivalent Positions 6.75 6.75 6.75 6.75
P
rograms Details
The City’s sanitary sewer system is a gravity -flow system connecting to seven county sanitation district trunk lines.

These lines collect more than two billion gallons of raw sewage annually and convey it out of the City. While these lines are cleaned annually, these lines are monitored and evaluated to determine if repairs or additional lines are warranted as the City ’s residential and business footprint grows. The sewer system is comprised of 126 miles of
mainline sewers ranging in size from 8” to 15” pipe and approximately 2,498 sewer manholes.

S
pecific Service objectives are:
• Inspect and clean all main lines annually to ensure
pr
oper functioning of the system.
• Minimize stoppages by cleaning mainline sewers that
have restricted flow velocity. Clean selected lines that are known for accumulation of grease deposits. These lines are cleaned at 2- week, 6 -week, 3 -month, or 6-month intervals depending upon either a history of stoppages or position in the conveyance tract. • R
espond to all sewer problems within 15 minutes during working hours and within 30- 45 minutes upon being dispatched after-hours.

P13
Public Works Department
FY 2022-2023 Preliminary Budget
• Oversee the construction of infrastructure improvements that are identified in th e Sewer Master Plan.

G
oals and Objectives

1. • Continuation of the City’s annual maintenance program where manholes are treated and sprayed for rodents and insect control. The City plans on increasing the treatment rate to treat 100% of City manholes in FY 2022-23.
• C
ontinue conducting visual inspections of City sewer main lines via Closed -Circuit Television (CCTV) as a standard maintenance practice. This maintenance operation is performed in -house with a CCTV equipped vehicle and trained personne l assigned to Sewer operations.
2021
-2022 Major Accomplishments
• Identified and purchased new alternative fuel Hydro Jet Sewer Excavator Vehicle that met SCAQMD Rule # 1196 regulations. City expects to take possession of new unit in the Fall of 2022.

F
unding Sources by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,840,991 $2,041,191 $2,041,191 $2,289,331
Internal Service $0 $0 $0 $0
Total Expenditures $1,840,991 $2,041,191 $2,041,191 $2,289,331 P14
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Street Cleaning
Program No.: 4205
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $9,427 $8,208 $8,208 $8,263
Services $303,945 $346,845 $346,845 $346,800
Commodities $0 $0 $0 $0
Internal Services $27,125 $3,680 $3,680 $24,186
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $340,497 $358,733 $358,733 $379,248
Authorized Full-Time
Equivalent Positions 0.05 0.05 0.05 0.05
Programs Details
Monterey Park has 119.27 miles of streets, 10.7
miles of alleys, and 22 City- owned parking lots,
each of which accumulates several thousand cubic
yards of litter and debris annually. An eff ective
street cleaning program is necessary to maintain
the sanitation and aesthetic requirements of the
City’s rights -of-way. This program keeps gutters
and storm drains clear, and helps protect the value
of private properties within the community. In
addition, street cleaning is major component of
complying with the Los Angeles County
municipal storm water permit requirements. The
City has an outlay of a.m. / p.m. restricted parking
for street sweeping throughout the City. A private contractor provides the City with sweeping services. Approximately 20,576 curb miles are swept annually.

S
pecific Service objectives are:
• S
weep all residential streets and alleys once every week, and all boulevards four times a week.
• S
weep center medians and parking lots once a week, and commercial Parking Districts No. 1 and No. 2 twice a week.

P15
Public Works Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Continue to maintain a collaborative and mutually communicative relationship with Athens Services Field Supervisors to provide the highest level of service to the community. The City ’s 24- hour response time req uirement to address complaints and concerns is a vital component of the customer service standards the City endeavors to consistently provide for its residents.
2021-2022 Major Accomplishments
• There were 7 annual complaints received and recorded for the 19.963 households within City limits is a complaint percentage rating of less than 0.0003% of total City Households F
unding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $340,497 $358,733 $358,733 $379,248
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $340,497 $358,733 $358,733 $379,248
P16
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Traffic Control
Program No.: 4206
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $150,975 $159,459 $159,459 $160,273 Services $310,354 $265,570 $265,570 $279,570
Commodities $74,347 $94,500 $94,500 $85,500
Internal Services $104,675 $69,050 $69,050 $105,363
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $640,351 $588,579 $588,579 $630,706
Authorized Full-Time
Equivalent Positions 1.81 1.81 1.75 1.75
P
rograms Details
This program is essential to the safe and orderly flow of vehicular and pedestrian traffic throughout the City by providing the maintenance and installation of regulatory and warning signs, m aintenance and installation of street name signs, painting of traffic legends that include stops, stop bars, centerlines, curbs, and approximately 335 crosswalks. In addition, there are 62 City-owned, five City/County-owned, six City/State-owned, and two City/County/State -owned traffic signals located in the City that are maintained through this program.

S
pecific Service objectives are:
• R
epaint 35 miles of centerline and lane striping on
boulevards annually.
• R
epaint 30 miles of centerline on residential streets annually. • R
epaint 148 school crosswalks and 39 school pavement markings once a year. • R
epaint pavement markings on streets that are resurfaced or slurry sealed as soon as the projects are completed.

P17
Public Works Department
FY 2022-2023 Preliminary Budget
• A
nnually replace stop signs that have lost legibility or reflectivity. • R
eplace missing or damaged regulatory signs within eight hours after notification and missing or damaged warning signs within 24 working hours after notification. • M
aintain 62 City -owned traffic signals to ensure that all emergency repairs are made within 24 hours of notification.
• Replace regulatory signs to meet new standards according to the Manual on Uniform Traffic Control Devices (MUTCD) yearly.
2022-2023 Goals and Objectives
• Complete city-wide installation of blue Rais ed P avement Markers on all City streets.

These blue reflective markers assist Fire Department Engineers in locating hydrants in nighttime hours under emergency conditions.
•
Complete traffic and excess speed mitigation measures on S. Garfield, between Graves and El Repetto . Work in t his area will include new striping, traffic control devices, speed limit warning flashers, and a defined, striped parking lane. 202
1-2022 Major Accomplishments
• Completed re-striping and new striping, along with directional painted ground markings on Monterey Pass Road to mitigate traffic congestion and traffic blocking in this area.

These new markings were completed with the cooperation and coordination of the Police Department.

Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $238,801 $152,663 $152,663 $166,750
Special Revenue $401,550 $435,916 $435,916 $463,956
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $640,351 $588,579 $588,579 $630,706
P18
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Street Lighting
Program No.: 4207
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $128,901 $107,833 $107,833 $110,744 Services $587,085 $414,406 $414,406 $409,625
Commodities $3,347 $3,500 $3,500 $3,500
Internal Services $12,831 $13,680 $13,680 $58,674
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $732,164 $539,419 $539,419 $582,542
Authorized Full-Time
Equivalent Positions 0.94 0.94 0.95 0.95
P
rograms Details
Monterey Park’s street lighting system
consists of 3,359 streetlights, including 376
City-owned lights. Generally, the lighting
system assists nighttime driving, reduces
nighttime crime while aiding police patrols,
facilitates evening traffic flow, and promotes
local business and industry during the
evening hours.

S
pecific Service objectives are:
• R
eplace burned out City-owned lamps
within two days after an outage has
been reported.
• R
epair City-owned faulty circuits within seven days after a failure has been detected. • R
eplace City-owned light poles that are damaged in traffic accidents within 14 days of notification.
• I
nspect streetlights once a year.
• I
nspect bus shelter lighting once a month and perform necessary maintenance.

P19
Public Works Department
FY 2022-2023 Preliminary Budget
2022-2023 Goals and Objectives
• Develop a more efficient street lighting maintenance program, to i nclude the use of photocells and LED lighting where feasible.
• R
esearch and identify benefits of using warm LED type lamps and their effect on existing decorative lighting wiring along Garvey Ave. Business District. 2021-2022 Major Accomplishments
• Assisted with the installation and maintenance of LED converted lighting in City Parks and residential streets.

Funding Sources by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $57,140 $63,863 $63,863 $69,006
Special Revenue $675,024 $475,556 $475,556 $513,537
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $732,164 $539,419 $539,419 $582,542
P20
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Refuse Collection
Program No.: 4208
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $165,319 $103,545 $103,545 $108,723 Services $5,119,025 $5,310,261 $5,335,261 $5,600,770
Commodities $722 $5,800 $5,800 $5,500
Internal Services $678,013 $988,785 $988,785 $1,006,967 Capital Outlay $0 $0 $0 $0
Debt Service $10,021 $0 $0 $0
Total Expenditures $5,973,099 $6,408,391 $6,433,391 $6,721,959 Authorized Full-Time
Equivalent Positions 0.62 0.62 0.50 0.50
P
rograms Details
The Waste Management Program provides for the
removal of refuse and recyclables from the City
and ensures Monterey Park’s compliance with
environmental regulations, most notably the State
Assembly Bill 939 (AB 939) waste diversion
mandate.

T
he City’s residential and commercial waste
streams are processed through a Materials
Recovery Facility (MRF) to allow for the
recovery of recyclables prior to waste being sent
to the landfill. Solid was te collection for single -
family residential properties is a two -container program: one container for refuse and recyclables and a second for organics waste. Multiple -family dwellings and commercial properties are provided roll -off bin service. Residents are also provided with year -round bulky item pickup (pre -scheduled) to allow for the disposal of large items not classified as normal household refuse.

P
ublic education and recycling programs have been implemented to ensure that hazardous materials such as used automobile oil and electronics are properly disposed of either at special collection events or at permanent collection facilities.

Specific service objectives are:
• Oversee the removal of refuse from the City’s residential and commercial properties in an environmentally safe and efficient manner.

P21
Public Works Department
FY 2022-2023 Preliminary Budget
• M
aintain trash containers placed at public locations and ensure that those that are located in high-litter areas are emptied at a frequency that prevents spillover. • Resolve all collection-related service complaints within 24 hours. • Encourage the participation of Monterey Park residents in City- and Los Angeles County- sponsored “Household Hazardous Waste and Electronic Waste Roundups.” 2022-2023 Goals and Objectives
• Work with solid waste haulers to maintain a comprehensive waste collection program in compliance with applicable law and to ensure that the City’s overall per capita diversion rate does not exceed the State’s target rate of five (5) pounds per person per day. • Continue to educate residents and businesses about state recycling laws, including Mandatory Commercial Organics Recycling (AB1826) and Organic Waste Methane Emissions Reductions (SB1383) to ensure the City is in compliance with state regulations.
2021-2022 Major Accomplishments
• Organized and hosted three community clean up events providing the community an opportunity to dispose of unwanted bulky items
• Adopted an Ordinance addressing organic waste collection and recycling per the state’s SB1383 law
• Joined the San Gabriel of Valley Council of Governments (SGVCOG) Regional Food Recovery Program to support businesses comply with organics recycling regulations.

Funding Sources by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $27,295 $31,261 $31,261 $35,983
Enterprise $5,945,804 $6,377,130 $6,402,130 $6,685,976
Internal Service $0 $0 $0 $0
Total Expenditures $5,973,099 $6,408,391 $6,433,391 $6,721,959 P22
Pu blic Works Department
FY 2022-2023 Preliminary Budget
Program: Building Maintenance
Program No.: 4210
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $230,472 $281,315 $281,315 $294,311 Services $346,268 $340,900 $452,900 $340,900
Commodities $75,170 $85,000 $95,000 $98,500
Internal Services $65,650 $133,820 $133,820 $146,885
Capital Outlay $0 $0 $0 $0
Debt Service $120,685 $127,265 $127,265 $134,329
Total Expenditures $838,244 $968,300 $1,090,300 $1,014,925 Authorized Full-Time
Equivalent Positions 2.75 2.75 2.75 2.75
P
rograms Details
Building Maintenance is responsible for the upkeep of City- owned structures. Monterey Park presently owns 16 major structures and numerous smaller structures that require varying degre es of maintenance, upkeep, rehabilitation, and remodeling. Regular structural, plumbing, electrical, janitorial, and heating and air -conditioning maintenance must be performed to ensure operable working conditions and encourage the public use of all facilities.

S
pecific Service objectives are:
• Complete minor repairs (leaky faucets, vandalism, light outages, broken windows, etc.) within three days after requests are received.
• C
omplete major repairs (painting, cabinet work, structural alterations, etc .) within 30 days after work order requests are received.
• R
espond to emergency building maintenance repairs such as sewer stoppages, leaking pipes, etc.

P23
Pu blic Works Department
FY 2022-2023 Preliminary Budget
• M
onitor heating and air -conditioning maintenance contract for City facilities to ensure contractor is performing all required services.
• P
erform preventive maintenance on all heating, ventilating and air conditioning units. 2022-2023 Goals and Objectives
• Secure funding to replace the Emergency Back-up Generator. The generator serves 10 emergency electrical panels that feed all of City Hall, including PD and the Jail. The generator also serves 10 emergency electrical panels to Fire Station #1. The unit is 44 years old and has exceeded its useful service life. Approximately 60K has been invested in it over the past 36 months to keep it running. Parts are now obsolete. • Secure funding for and implementation of a phased removal and replacement schedule, over 24 months, for 21 AC package units identified as at their “end of life”. Of the 125 units servicing 16 City buildings 21 remain identified as such. Nineteen are targeted for R&R during Fiscal 22-23.
• Create and administer a Facilities Master Plan for all 16 City Buildings. 2021-2022 Major Accomplishments
• Completed an entire refurbishment of the exterior lighting system at El Encanto as part of the beautification and refurbishment project. This included in-ground well lighting, stairway lighting, and decorative fountain renovation, and building wall fixture lighting. • Constructed additional workspace in the Human Resources Department and installed ninety-six touchless plumbing fixtures at City Hall, MPK Service Club, Bruggemeyer Library, and Langley Senior Center.
• Began Phase 1 of AC replacements at City-owned facilities. Staff replaced two roof mounted packaged units at Fire Station 1 and one unit at MPK Service Club. City secured funding for the replacement of an additional sixteen AC units Funding Sources by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $583,897 $656,512 $778,512 $680,052
Special Revenue $26,774 $9,112 $9,112 $9,567
Enterprise $227,573 $302,676 $302,676 $325,305
Internal Service $0 $0 $0 $0
Total Expenditures $838,244 $968,300 $1,090,300 $1,014,925 P24
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Motor Pool Shop
Program No.: 4211
P
rograms Details
Monterey Park’s motorized fleet consists of 197 driver- operated vehicles (sedans, trucks, tractors, rollers, etc.) and 454 non- driver type units (air compressors, pumps, lawn mowers, chain saws, etc.). Effective and timely maintenance and repairs are required to ensure all vehicles and equipment are operating in a safe and efficient manner, thus maximizing life expectancy. The shop is operated on a revolving fund basis with vehicle operational costs and depreciation charged to the appropriate department.

Specific Service objectives are:
• A
nnually identify and replace vehicles that have
exceeded their useful life expectancy through an annual appropriation, lease-purchase financing arrangement, or lease. • P
erform preventive maintenance service on vehicles and equipment at regularly required intervals.
• Conduct safety inspections on vital items such as brakes, suspension systems, and fluid levels, etc. on all vehicles during preventive maintenance service.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $494,377 $443,928 $443,928 $466,124 Services $275,088 $356,880 $406,880 $472,360
Commodities $514,555 $578,700 $618,700 $638,115
Internal Services $469,275 $758,120 $758,120 $1,104,609 Capital Outlay $60,747 $185,000 $185,000 $317,500
Debt Service $886,162 $420,258 $420,258 $420,258
Total Expenditures $2,700,204 $2,742,886 $2,832,886 $3,418,966 Authorized Full-Time
Equivalent Positions 4.65 4.65 4.65 4.65
P25
Public Works Department
FY 2022-2023 Preliminary Budget
• Complete mandated reports and maintain City fleet vehicles and equipment to be in compliance with BA R (Bureau of Automotive Repair), SC AQMD (South Coast Air Q
uality Management District), CARB (California Air Resources Board), CUPA (Certified Unified Program Agencies) and DOSH ( Division of Occupational Safety and Health) regulations.
• P
urchase fuel for the operation of City vehicles and Monterey Park Spirit buses. • Complete smog checks of fleet vehicles to meet State requirements. This is a bi -annual program using an odd-even year system that corresponds with the last digit of a vehicle’s identification number.
• Maintain City-owned vehicles and equipment per manufacturer's specifications. Maintain records of preventive maintenance and repairs to track the cost for each vehicle to create a cost-based potential schedule for vehicle replacement.
2022-2023 Goals and Objectives
• Research and procure a new Vehicle Management Software program. The existing Extra Fleet system is over 20 years old and is no longer efficient. A new system with features included in systems like Zubie, Avrios, AUTOsist, and Fleetio will enable the Fleet Services Division to properly, and in real-time, monitor a variety of activities including complete driver diagnostics, automated maintenance, and service tracking, etc. via desktop or mobile app.
• R
esearch and procure a new Fuel Management and CNG Delivery System. • C
onduct a formal review and evaluation of the cost/benefit of the operation and maintenance of the City’s current CNG Station.
• I
mplement recommendations resulting from the fleet audit to improve efficiency and enhance services provided by Motor Pool Shop.
2021-2022 Major Accomplishments
• Performed and completed a total vehicle maintenance history of all over the road driver - operated vehicles from 1st day of City service until the present day for 197 vehicles. • City contracted with an outside consultant to perform a fleet department audit. Fleet support staff worked closely with consultants to provide necessary information and data for the evaluation.

P26
Public Works Department
FY 2022-2023 Preliminary Budget
Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $53,989 $67,500 $67,500 $7,278
Enterprise $0 $0 $0 $0
Internal Service $2,646,214 $2,675,386 $2,765,386 $3,411,688 Total Expenditures $2,700,204 $2,742,886 $2,832,886 $3,418,966 P27
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Engineering
Program No.: 4212
P
rograms Details
The Engineering Division is responsible for providing all engineering services to the City, including the design and construction of all public facilities, streets, water, sewers, storm drains, sidewalks, traffic signals, parks, and
recreation facilities. The Division manages the
programming, design, contracting, and inspection of all capital improvement projects, and reviews and comments
on various development and zoning matters such as tract and parcel maps, variances, and conditional use permits.

The Division conducts specialized engineering functions, including studies on grading, geology, traffic, pavement, water systems, sewer systems, and assessment districts, and handles the survey and disposition of City real
property. The Division also manages e mergency projects involving the repair/reconstruction of City streets and facilities during and after major environmental disasters such as storms, mudslides, and earthquakes.

T
he Engineering Division coordinates the administrative
activities of the Public Works Department and is also
responsible for working with and advising the City
Council, the City Manager, the Traffic Commission, the
Planning Commission, and other public and private
agencies regarding the planning, design, construction, and financing of public works and capital FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $882,387 $1,027,736 $1,027,736 $1,066,468 Services $108,432 $185,735 $185,735 $180,460
Commodities $6,787 $12,300 $12,300 $22,350
Internal Services $51,075 $388,540 $388,540 $450,341
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,048,681 $1,614,311 $1,614,311 $1,719,619 Authorized Full-Time
Equivalent Positions 8.19 9.19 8.25 8.25
P28
Public Works Department
FY 2022-2023 Preliminary Budget
improvement projects in the City. The Division also oversees the City’s Americans with Disabilities Act (ADA) Title II compliance activities.

Sp
ecific Service objectives are:
• Im
plement the Water Master Plan and develop a comprehensive street maintenance program in accordance with the City’s Pavement Management Study. • An
nually administer the capital improvement program for City streets, water system, and parks.
• Le
verage Local Return Funds and various State and Federal Program funds to obtain maximum use of financial resources for local roadway improvement projects and actively pursue additional funding sources.
• Wor
k with other City Departments/Divisions to support various City programs, such as economic development projects and community events.
2022
-2023 Goals and Objectives
• Continue to implement recommendations from the updated Pavement Management Program, including additional street resurfacing and rehabilitation improvements at various locations throughout the City
2021-2022 Major Accomplishments
• Wor
ked with Metro to finalize project scopes and funding agreements for SR-710 Mobility Improvement Projects
• Completed street resurfacing and rehabilitation improvements at various locations throughout the City as recommended by the Pavement Management Study.

Program Measurements
Actual
2019-20
Actual
2020-21
Projected
2021-22
Capital Improvement Projects (CIP)
Commenced and/or Completed 6 10 13
Dollar Value of CIP Projects Completed $4.1 $4.8 $14.2
P29
Public Works Department
FY 2022-2023 Preliminary Budget
Actual
2019-20
Actual
2020-21
Projected
2021-22
($ Millions)
Subdivisions Processed:

Tentative Tract Maps 2 4 2
Tentative Parcels Maps 4 2 2
Final Tract Maps 1 3 2
Final Parcel Maps 1 2 2
Lot Line Adjustments Reviewed 0 1 2
Conditional Use Permits Reviewed 3 1 3
Variances Reviewed 0 0 0
Site and Plan Checks for Building Permits 65 57 80
Concrete, Excavation, Utilities,
Transportation, Sewer, Water,
Undergrounding Permits Issued 552 426 480
Grading Permits Issued 3 9 10
Traffic Engineering Issues Investigated 21 15 20
Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $109,465 $183,212 $183,212 $195,296
Special Revenue $314,588 $542,541 $542,541 $614,377
Enterprise $624,628 $888,558 $888,558 $909,946
Internal Service $0 $0 $0 $0
Total Expenditures $1,048,681 $1,614,311 $1,614,311 $1,719,619 P30
Public Works Department
FY 2022-2023 Preliminary Budget
Pr
ogram: Parkway Maintenance
Program No.: 4216
Pr
ograms Details
This activity provides for the care and
maintenance of approximately 10,000 City
Street & Parkway trees and 358,087 sq. ft. of
work areas that include 68 boulevard medians,
gardens, selected parkways, and parking lots.

City trees consist of 37 different species, and
are of various sizes, shapes and age. These
trees are strategically placed along
approximately 203 miles of easements and
parkways, to create visually appealing
neighborhoods. Trees are an excellent means
for enhancement of the environment, by way
of air filtration, noise absorption, aesthetics, and safety of vehicular and pedestrian movement. The City boulevard medians cover 182,990 sq. ft. of turf, trees, plants, and irrigation.

Th
is division plays a vital role in maintaining the City’s attractive overall appearance. The results of this Division’s efforts serve to create a positive impression of the City for current and potential homeowners, and businesses. The work accomplished by this division in properly maintaining the tree inventory, helps the environment by providing the cooling and cleaning effect trees have on surrounding air quality.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $265,406 $269,645 $269,645 $270,837 Services $624,349 $562,430 $562,430 $612,430
Commodities $13,938 $18,300 $18,300 $18,300
Internal Services $203,600 $46,780 $46,780 $92,102
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,107,294 $897,155 $897,155 $993,669 Authorized Full-Time
Equivalent Positions 3.55 3.55 3.50 3.50
P31
Public Works Department
FY 2022-2023 Preliminary Budget
The
majority of tree work tasked to this division is provided by contractors. Each tree, under contract, is electronically inventoried and trimmed based on our 14 -grid system that schedules between four to five grids each year. Trees may also be trimmed when service requests are submitted by residents. The trees located along the three main corridors (Atlantic, Garvey, & Garfield) are trimmed every year, and are delegated to their own separate grid (Grid #13). The contractor is also responsible for tree removals and planting of new trees.

Sp
ecific service objectives are:
• Trimming of trees as needed to provide for effective aesthetic value, traffic sign visibility, streetlamp clearance, and for proper mobility on streets and sidewalks. • Provide attractive and healthy trees through regularly scheduled inspection, trimming, removal, and replacement when possible.
2022-2023 Goals and Objectives
• Continue efforts to develop a new Master Tree Plan for the City’s three major boulevards:

Garvey, Garfield, and Atlantic to include the removal and replacement of obtrusive and overgrown mature Ficus trees. This project is targeted for completion by January 2023. • To continue maintaining at least a 1:1 tree replacement ratio on removals. We currently have positive ratio of 1:1.5 removal to replacement ratio. 2021-2022 Major Accomplishments
• Monterey Park, for the second year, has been reported by West Coast Arborists to be the only City in California with a Hazardous Risk inventory quantity of 0. This unique achievement serves to greatly reduce the City’s liability exposure. This accomplishment has never been achieved by any other city that WCA services. The Monterey Park Public Works Manager recently presented our methodology in a JPIA workshop with MPK as a featured City.

Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $715,949 $637,683 $637,683 $387,634
Special Revenue $391,345 $259,472 $259,472 $606,036
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,107,294 $897,155 $897,155 $993,669 P32
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Parks
Program No.: 4217
Pr
ograms Details
Thi
s activity provides for the maintenance of the
City’s eight large parks, five small parks, one
hiking trail, and one demonstration garden,
totaling 113.64 acres. There is a park located
within one -half mile of every Monterey Park
household. This activity also provides for the
exterior maintenance of 13 free standing
restroom facilities, 16 tennis courts and two
warm up courts, three outdoor basketball courts,
and multiple picnic facilities. Additionally, this
Division also provides the landscape
maintenance for the Monterey Park
Bruggemeyer Library, the Service Club House, Langley Center, El Encanto, Beth Ryan Park, and City employee parking lots.

The
Parks Division maintains a very important part of our City’s infrastructure. The Division makes a significant impact, helping enrich the lives of residents and all Park users. This Division provides staffing to all parks, 365 days a year. The Parks Division plays an integral role part in maintaining a safe and clean environment. Residents and all Park users can relax, e xercise, and enjoy their family and friends in parks that are clean and green. Residents have the choice of participating in various programs and sports leagues that all are offered in our healthy and friendly atmosphere. Our park sites are host to many of the City’s special event celebrations throughout the year that welcomes thousands of participants.

FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $515,323 $607,536 $607,536 $622,843 Services $266,193 $348,400 $348,400 $236,820
Commodities $33,502 $72,200 $72,200 $72,200
Internal Services $249,525 $345,950 $345,950 $518,320
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,064,542 $1,374,086 $1,374,086 $1,450,183 Authorized Full-Time
Equivalent Positions 6.07 6.07 6.00 6.00
P33
Public Works Department
FY 2022-2023 Preliminary Budget
Specific service objectives are:
• Mai
ntain Parks to meet or exceed the Standards as set forth by the Recreation and Parks Commission, providing safe, attractive, and user-friendly recreation facilities. • Wi
th water conservation no longer a goal, but a standard, continued use of drought tolerant turf, plants and shrubs, and irrigation techniques.
2022
-2023 Goals and Objectives
• In the interest of community -wide beautification and development, review and flesh out viable ideas involving targeted areas with potential for modification and improvement.

These locations include the frontage roads/median islands of S. Atlantic between El Repetto and Brightwood & S. Garfield between El Repetto and Keller. • Remove and replace worn benches (125) and picnic tables (33) throughout City Parks. 2021-2022 Major Accomplishments
• Though Parks activities have been greatly impacted since the start of the Covid -19 pandemic, Parks staff have remained diligent in responding to ever evolving stages of closing, opening, modifying, securing, masking, sanitizing in addition to all normal maintenance of all 14 Park locations. Parks staff thanks the residents for their patience and assistance during what have been challenging times for park usage. • Completed a beautification and rehabilitation
of the exterior landscape of El Encanto. The
work contributed by Parks staff included
complete removal and replacement of all sub-
surface irrigation systems, r emoval and
replacement of all trees on the property and
those on El Portal north to Atlantic,
installation of new turf, decomposed granite
surfaces, plants both in ground and potted,
resting benches and two (2) water saving re -
circulating water fountains.

P34
Public Works Department
FY 2022-2023 Preliminary Budget
Funding
Sources by Type
FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $936,815 $997,158 $997,158 $1,084,604
Special Revenue $127,727 $226,809 $226,809 $201,055
Enterprise $0 $135,710 $135,710 $164,524
Internal Service $0 $14,410 $14,410 $0
Total Expenditures $1,064,542 $1,374,086 $1,374,086 $1,450,183 P35
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Water Administration
Program No.: 4220
Pr
ograms Details
This activity provides the overall direction and administrative guidance for the Water Utility Division, including preparation of all required water quality and production reports.

Sp
ecific Service objectives are:
• Represent the City in the management of the Main
San Gabriel Basin by attending monthly meetings.
• De
velop long range planning alternatives and
strategies to enable the utility to maintain water
usage, including the development and construction of
water treatment facilities and alternatives, to conform to State and Federal potable water quality
requirements.
• Monitor and assess the costs to produce, treat, and
deliver water to each category of customer and
determine the overall efficiency of water operations.
• Pr
epare numerous operations, production, and water quality reports to meet WaterMaster, Federal, State, County, and City requirements.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits ($14,948) $113,164 $113,164 $223,397 Services $117,920 $70,599 $147,599 $270,888
Commodities $12,115 $21,250 $21,250 $21,250
Internal Services $36,550 $70,520 $70,520 $146,041
Capital Outlay $0 $0 $0 $0
Debt Service $31,682 $0 $0 $0
Total Expenditures $183,319 $275,533 $352,533 $661,576
Authorized Full-Time
Equivalent Positions 1.00 1.00 2.00 2.00
P36
Public Works Department
FY 2022-2023 Preliminary Budget
• Continue involvement with the San Gabriel Valley Groundwater clean- up projects with special emphasis on the South El Monte Operable Unit (SEMOU) to recover costs and the possibility of obtaining Title 16 and/or Federal Restoration Funds. • Identify and track Federal and State regulations that could require large capital investments for treatment of specific contaminants (e.g., PFOS/PFOA, arsenic, volatile organic compounds, Perchlorate, 1,4-Dioxane, 1,1-DCA, MTBE, Chromium 6, etc.) 2022
-2023 Goals and Objectives
• Complete the rehabilitation of two steel tanks at Russell Reservoir. • Co
mplete the mainline improvement project that serves the Monterey Park Golf Course. • Co
mplete the Water Master Plan Update.
2021-2022 Major Accomplishments
• Completed the construction of the Centralized Groundwater Treatment System (CGTS) that includes the per- and polyfluoroalkyl substance (PFAS) removal system and obtained the permit to operate the new treatment plant.
• Pu
rchased a new utility truck for the Water Division’s operations. • Bu
ilt the new employee kitchen and lunch room for the Water Division’s distribution and customer service staff at the City Yard.

Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $945 $0 $0 $0
Enterprise $182,374 $275,533 $352,533 $661,576
Internal Service $0 $0 $0 $0
Total Expenditures $183,319 $275,533 $352,533 $661,576
P37
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Water Commercial
Program No.: 4221
Programs Details
This program, in coordination with the Management
Services Department, provides for approximately
80,249 meter readings, billing, and collection of
revenue from approximately 13,643 water meters.

The City’s consumers average 917 requests for
service per mo nth for routine problems including
billing, leaks, water quality, general water service
inquiries, backflow/cross -connection, and water
conservation education.

Sp
ecific Service objectives are:
• Pr
ovide all City served water accounts with a
water meter calibrated to American Water
Works Association (AWWA) standards for
accuracy to be read, billed, and maintained
on a bi-monthly schedule.
• Not
ify consumers of high consumption when readings appear to be significantly higher than normal.
• Pe
rform annual tests on 101 City- owned backflow devices and report results to the Los Angeles County Department of Health Services.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $665,036 $797,796 $797,796 $837,686 Services $12,945 $50,850 $50,850 $55,850
Commodities $99,913 $138,950 $138,950 $166,450
Internal Services $432,225 $576,585 $576,585 $718,084
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,210,119 $1,564,181 $1,564,181 $1,778,070 Authorized Full-Time
Equivalent Positions 6.85 6.85 6.75 6.75
P38
Public Works Department
FY 2022-2023 Preliminary Budget
• Track and maintain 1,3 83 private backflow prevention assemblies for water system protection as required by the State Water Resources Contr ol Board Division of Drinking Water (DDW) standards.
• On a
bimonthly reading cycle, report any safety hazards or code violations to the proper department.
• In
conjunction with the Water Distribution section continue to evaluate and upgrade large meter installations to replace older water meters to ensure meter accuracy. 2022
-2023 Goals and Objectives
• Upgrade meter infrastructure with Advanced Metering Infrastructure (AMI) technology that includes integrated leak detection sensors.
• As
sist residential and business community with ongoing water conservation efforts as California suffers through a third year of drought.
• Expl
ore fees for customer backflow test submittals to recover city costs for the backflow inspection program.
2021
-2022 Major Accomplishments
• Upgraded Tokay backflow software program to a web-based system that streamlines inspections and reporting.
• Re
searched smart meter technology to identify equipment that can meet the State’s new requirements for water conservation and improve the Water Division’s current water meter system.
• Im
plemented a Water Conservation Ordinance that includes several stages of drought emergency to allow the city to implement more stringent measures as necessary to meet more severe drought situations.

Funding
Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $921 $0 $0 $0
Enterprise $1,209,198 $1,564,181 $1,564,181 $1,778,070
Internal Service $0 $0 $0 $0
Total Expenditures $1,210,119 $1,564,181 $1,564,181 $1,778,070 P39
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Water Production
Program No.: 4222
Pr
ograms Details
This program provides for producing, treating, and delivering to the City’s customers, potable water that meets or exceeds all water quality standards established by Federal and State regulatory agencies. The operation and inspection of 12 wells, 11 pumping stations, and 13 reservoirs are provided by California Department of Public Health certified water treatment personnel to meet an average daily demand of approximately 8 million gallons of water.

Wa
ter quality is ensured by use of mandated State Water Resources Control Board Division of Drinking Water (DDW) certified water treatment operators and regulated operations for the safe FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $61,533 $63,427 $63,427 $62,050
Services $3,102,523 $3,335,190 $3,375,190 $3,413,990
Commodities $124,045 $166,300 $166,300 $246,300
Internal Services $889,725 $1,084,290 $1,084,290 $1,244,603 Capital Outlay $0 $0 $0 $0
Debt Service $41,097 $112,779 $112,779 $112,492
Total Expenditures $4,218,923 $4,761,986 $4,801,986 $5,079,435 Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
P40
Public Works Department
FY 2022-2023 Preliminary Budget
and efficient production of water for the community. In compliance with Title 22, State of California, Department of Public Health, weekly, monthly, quarterly, and yearly samples are collected for volatile organic chemicals, perchlorate, and general mineral levels. Additionally, production personnel collect a monthly average of 180 chlorine residuals, 90 bacteriological samples, and 19 general physical samples at the wells, pump stations, treatment plants, reservoirs and at various locations in the water distribution system. Continuously conduct maintenance and/or supervise the maintenance of the wells, pump stations, treatment plants, and reservoirs. In addition, maintain, monitor, and control the wells, booster stations, and pumps through use of the newly integrated SCADA System.
2022-2023 Goals and Objectives
• Upgrade the pump skid from two pumps to three pumps for the chlorination system at the Delta Plant.
• Upgr
ade 22 P rogrammable Logic Controllers (PLCs) that are industrial computers programmed to control the pumps, valves and alarms that operate the city’s water system.

The old PLCs are obsolete and replacement parts are no longer available. • Up
grade the electrical systems at the booster stations at Delta. 2021-2022 Major Accomplishments
• Upgraded the Supervisory Control and Data Acquisition (SCADA) software to Ignition that is more powerful with added functionality.
• Re
placed old communication radios at all reservoirs, booster stations, and Delta Plant with new ethernet radios that are faster and provide more reliability and security. • Imp
lemented Virtual Private Network (VPN) login for the SCADA system to establish a protected network connection for security access.
• Replaced the pump skid for the acid system at Well 12.

Funding
Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $136 $0 $0 $0
Enterprise $4,218,787 $4,761,986 $4,801,986 $5,079,435
Internal Service $0 $0 $0 $0
Total Expenditures $4,218,923 $4,761,986 $4,801,986 $5,079,435 P41
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Water Distribution
Program No.: 4223
Pr
ograms Details
This program provides for the installation of new service taps, renewed water service taps, repair of water mains and services as necessary, and the maintenance of water facilities.

Within the distribution system there are 13,456 water
accounts, 134 miles of distribution mains, approximately 1,063 fire hydrants, and 2,073 gate valves.

Thi
s program also provides maintenance and new
installations of piping for the entire system. Water
Distribution personnel are California Department of Health Services cert ified, licensed and prepared to perform
expedient and professional services under emergency
conditions.

Sp
ecific service objectives are:
• Ens
ure water section personnel productivity and safety through adherences to annual training objectives.
• Op
erate annual valve exercise program for 2,073 distribution system valves. • Ma
intain water service standards by repairing City water distribution facilities to ensure that residents and commercial accounts will have reliable water service.

FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $672,154 $455,238 $455,238 $477,999 Services $86,092 $119,450 $119,450 $157,450
Commodities $135,638 $140,880 $140,880 $198,730
Internal Services $665,650 $895,540 $895,540 $1,064,628 Capital Outlay $0 $0 $0 $0
Debt Service/Other Payments $1,730,770 $2,365,861 $2,365,861 $2,488,132 Total Expenditures $3,290,304 $3,976,969 $3,976,969 $4,386,940 Authorized Full-Time
Equivalent Positions 6.85 6.85 6.75 6.75
P42
Public Works Department
FY 2022-2023 Preliminary Budget
• Continue to upgrade service and meter installation to current standards. • He
lp maintain water quality with an active flushing program. • Ma
intain all pressure relief stations, pressure-sustaining stations, and check valve stations in the distribution system to increase reliability.
• Id
entify needs to improve distribution system reliability. 2022
-2023 Goals and Objectives
• Research GIS-based software program s that can precisely identify and map valves that need to be exercised for shutdowns during emergency repairs and routine maintenance. • In
stall three new main blow -offs at dead ends to ensure optimal water quality within the water distribution system. After the completion of this year’s installations, 98 blow-offs remain.
• Rep
lace one-18” plug valve to improve the reliability of the water distribution system. 2021-2022 Major Accomplishments
• Installed 8” fire, 2” domestic, and 1” irrigation lines and relocated a fire hydrant in the construction of the new Fire Station 2 at Garfield and Elmgate avenues.
• Rep
laced old and deteriorating, metal-can enclosures for air release valves with new composite housing that improves safety for servicing staff and aesthetics for the
neighborhood.
• Re
moved a large vault that stored an 18” valve and
installed a new replacement valve at the Traffic
Signal/ADA Pedestrian Improvement Project at Garfield
and Graves avenues.

P43
P ublic Works Department
FY 2022-2023 Preliminary Budget
Funding So
urces by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $3,290,304 $3,976,969 $3,976,969 $4,386,940
Internal Service $0 $0 $0 $0
Total Expenditures $3,290,304 $3,976,969 $3,976,969 $4,386,940 P44
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Well No. 5
Program No.: 4226
Pr
ograms Details
This activity provides for the costs associated with ground water remediation for Well No. 5 for volatile organic
compounds that may be found in the groundwater. This
includes the operation and maintenance of the Granular
Activated Carbon (GAC) treatment plant portion of Well
No. 5 put into service on September 22, 1999. This well has a current capacity of 1,600 gallons per minute.

Cos
ts for this activity include personnel costs, electricity, GAC replacement, capital lease payment, contractual
maintenance, and laboratory analyses. This activity will also cover costs for possible future remediation activities.

Sp
ecific Service objectives are:
• Cont
inue to seek outside funding for operation and maintenance of this facility from South El Monte Potentially Responsible Parties and other potential sources. • Cont
inue to operate and maintain plant per State Water Resources Control Board Division of Drinking Water (DDW) requirements.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $308,433 $250,801 $250,801 $241,855 Services $147,040 $372,513 $372,513 $421,613
Commodities $92,377 $300,100 $300,100 $300,100
Internal Services $209,944 $354,900 $354,900 $358,735
Capital Outlay $0 $0 $0 $0
Debt Service $7,568 $0 $0 $0
Total Expenditures $765,362 $1,278,314 $1,278,314 $1,322,303 Authorized Full-Time
Equivalent Positions 2.19 2.19 2.25 2.25
P45
Public Works Department
FY 2022-2023 Preliminary Budget
Funding
Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $765,362 $1,278,314 $1,278,314 $1,322,303
Internal Service $0 $0 $0 $0
Total Expenditures $765,362 $1,278,314 $1,278,314 $1,322,303 P46
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Well No. 12 Treatment Plant
Program No.: 4227
Programs Details
This activity provides for the costs associated with water remediation activities for Wells No. 9, No. 12, and No. 15 for the removal of volatile organic compounds and
future contaminants that may be found in the system.

This includes the operation and ma intenance of the Air Stripper treatment plant.

Costs for this activity include personnel, electricity, water treatment chemicals, laboratory analyses,
equipment maintenance and legal fees.

Specific Service objectives are:
• Continue to seek outside funding for the
operation and maintenance of this facility from South El Monte Potentially Responsible Parties and other potential sources.
• Continue to operate and maintain as required by the State Water Resources Control Board Division of Drinking Water (DDW) regulations.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $297,811 $268,471 $268,471 $299,816 Services $350,743 $352,307 $352,307 $372,307
Commodities $163,340 $200,000 $200,000 $200,000
Internal Services $208,194 $322,060 $322,060 $329,959
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,020,088 $1,142,838 $1,142,838 $1,202,082 Authorized Full-Time
Equivalent Positions 2.25 2.25 2.25 2.25
P47
Public Works Department
FY 2022-2023 Preliminary Budget
Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,020,088 $1,142,838 $1,142,838 $1,202,082
Internal Service $0 $0 $0 $0
Total Expenditures $1,020,088 $1,142,838 $1,142,838 $1,202,082 P48
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Well No. 1, 3, & 10
Program No.: 4229
Programs Details
This activity provides for
the costs associated with
ground water remediation
for Wells No. 1, No. 3, No.
10 and Fern Well for
volatile organic compounds
(VOC) and future
contaminants that may be
found in the system. This
includes the operation and
maintenance of the Granular
Activated Carbon (GAC)
treatment system for these
wells. This treatment plant
has a capacity of 4,500
gallons per minute and
requires continual scheduled
maintenance and monitoring.

Costs for this activity include personnel costs, G AC replacement, electricity, capital lease payments, equipment maintenance, and laboratory analyses. This activity will also cover costs for possible future remediation activities.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $232,309 $217,691 $217,691 $220,286 Services $253,652 $319,514 $319,514 $329,514
Commodities $118,361 $320,000 $320,000 $320,000
Internal Services $169,244 $270,775 $270,775 $279,661
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $773,565 $1,127,980 $1,127,980 $1,149,461 Authorized Full-Time
Equivalent Positions 1.86 1.86 2.00 2.00
P49
Public Works Department
FY 2022-2023 Preliminary Budget
Funding
Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $773,565 $1,127,980 $1,127,980 $1,149,461
Internal Service $0 $0 $0 $0
Total Expenditures $773,565 $1,127,980 $1,127,980 $1,149,461 P50
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Well No. 12 Dual Barrier
Program No.: 4230
Programs Details
This activity provides for the costs associated with
water remediation activities for the Dual Barrier
treatment facility, which is operated for use by
Well Nos. 9, 12, and 15 for removal of volatile
organic compounds not removed by the Well No.
12 Air Stripper. These costs include personnel,
laboratory analyses, and equipment maintenance.

Cos
ts for this activity include personnel costs,
Granular Activated Carbon replacement,
equipment maintenance, and laboratory analyses.

Sp
ecific Service objectives are:
• Se
ek outside funding for the operation and
maintenance of this facility from South El
Monte Potentially Responsible Parties and
other potential sources.
• Op
erate and maintain the system per the
State Water Resources Control Board.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $226,915 $199,671 $199,671 $205,465 Services $48,579 $217,297 $217,297 $221,797
Commodities $128,971 $200,000 $200,000 $200,000
Internal Services $130,344 $202,390 $202,390 $219,767
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $534,809 $819,358 $819,358 $847,029
Authorized Full-Time
Equivalent Positions 1.79 1.79 2.00 2.00
P51
Public Works Department
FY 2022-2023 Preliminary Budget
Funding
Sources by Type
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $534,809 $819,358 $819,358 $847,029
Internal Service $0 $0 $0 $0
Total Expenditures $534,809 $819,358 $819,358 $847,029
P52
Public Works Department
FY 2022-2023 Preliminary Budget
Program: Well No. 15
Program No.: 4231
Pr
ograms Details
This activity is for the operation and maintenance of Well No. 15 as indicated by the Environmental Protection Agency’s Interim Action Record of Decision (IROD) to help facilitate the removal of Perchlorate and Volatile Organic Compounds (VOC) in the groundwater from the San Gabriel Valley Water Basin.

Cos
ts for this activity include personnel costs, equipment and maintenance supplies, laboratory analyses, compliance reports, electricity service, and fees to other governmental agencies.

Specific Service objectives are:
• Continue to seek outside funding for the operation and maintenance of this facility from the South El Monte
Potentially Responsible Parties and other potential sources. • Continue to operate and maintain the treatment facility as mandated b y the State Water Resources Control Board Division of Drinking Water (DDW).

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $207,867 $195,260 $195,260 $200,834 Services $126,901 $156,907 $156,907 $160,907
Commodities $3,922 $100,000 $100,000 $100,000
Internal Services $90,294 $155,135 $155,135 $152,799
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $428,985 $607,302 $607,302 $614,540
Authorized Full-Time
Equivalent Positions 1.68 1.68 1.75 1.75
P53
Public Works Department
FY 2022-2023 Preliminary Budget
Funding Sources by Type
FY 2020-21 FY 2021-22 FY 2021- 22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $428,985 $607,302 $607,302 $614,540
Internal Service $0 $0 $0 $0
Total Expenditures $428,985 $607,302 $607,302 $614,540
P54
Non-Department
FY 2022-2023 Preliminary Budget

Department Overview
The Non-Departmental function accounts for costs that are not generally associated with a specific department. These programs include General Liability, Post Employment, and Workers’ Compensation.

Programs and Services

The General Liability Internal Ser vice Fund was established for the management and funding of the City’s general liability risk exposure. Charges are made to all City funds to pay for operating expenses as well as to fund the outstanding liabilities of the General Liability Fund.

The costs of retiree medical insurance premiums and separation benefits are included in the Post - Employment program. Charges are made to all City funds to pay for the benefits at separation and for the retiree medical insurance premiums. A true-up is completed at year-end.

The Workers’ Compensation Internal Service Fund was established for the management and funding of the City’s workers’ compensation risk exposure. Charges are made to all City funds to pay for operating expenses as well as to fund the liabilities of the Worker’s Compensation Fund.

Non-Department Budget Summary

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget General Liability 5101 $4,993,048 $4,467,275 $4,467,275 $5,579,438 Post-Employment 5102 $107,600,994 $11,927,325 $11,927,325 $12,257,409 Worker's Comp 8301 $2,526,133 $2,281,000 $2,281,000 $2,445,300 Total Expenditures $115,120,175 $18,675,600 $18,675,600 $20,282,146 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Expenditures by Program
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $102,831,720 $1,736,375 $1,736,375 $1,887,569 Special Revenue $2,246,657 $8,359,000 $8,359,000 $8,623,366 Enterprise $663,378 $274,300 $274,300 $304,692
Internal Service $9,375,685 $8,305,925 $8,305,925 $9,466,520 Total $115,117,440 $18,675,600 $18,675,600 $20,282,146
Non-Department
FY 2022-2023 Preliminary Budget

Program: General Liability
Program No.: 5101

Programs Details
The General Liability Internal Service Fund was established for the management and funding of the City’s general liability risk exposure. The City maintains General Liability and Auto Liability insurance coverage through the City’s participation in a Joint Power Authority risk sharing pool for Liability and Workers Compensation Programs.

Charges are made to all City funds to pay for operating expenses as well as to fund the outstanding liabilities of the City . FY 2022-2023 expenses are anticipated to be $ 5.6 million. This includes earthquake, property damage insurance, and the City’s JPA member costs.

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $0 $0 $0 $0
Services $4,495,998 $3,995,025 $3,995,025 $4,990,000
Commodities $0 $0 $0 $0
Internal Services $497,050 $468,750 $468,750 $585,938
Capital Outlay $0 $0 $0 $0
Debt Service $0 $3,500 $3,500 $3,500
Total Expenditures $4,993,048 $4,467,275 $4,467,275 $5,579,438 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $309,550 $234,375 $234,375 $292,969
Special Revenue $187,500 $234,375 $234,375 $292,969
Enterprise $0 $0 $0 $0
Internal Service $4,495,998 $3,998,525 $3,998,525 $4,993,500 Total Expenditures $4,993,048 $4,467,275 $4,467,275 $5,579,438 Non-Department
FY 2022-2023 Preliminary Budget
Program: Post Employment
Program No.: 5102
P
rograms Details
Separation Benefits
T
he Separation Benefits Internal Service Fund provides an ongoing method of financing the costs associated with employee separation from City service. Upon separation, an employee is entitled to compensation for accrued vacation, holiday, compensation time earned in-lieu of overtime, and a percentage of his or her accrued sick leave depending on provisions of each particular bargaining unit. Charges are made to City departments to pay for operating expenses as well as to fund outstanding liabilities of the Separation Benefits Fund. Liabilities and charges of employee accrued leaves are recorded as compensated absences payable in the general ledger and the amount for 2022-2023 is estimated for $5.8 million.

P
ost-Employment Benefits
T
he costs of retiree medical insurance premiums are presented in this activity, as are contributions to the Empower Retirement Plan. Administrative and actuarial fees for retirement plan administration are also presented herein. The City joined in the OPEB trust program to pre -fund its OPEB liabilities. As a result of this prefunding plan, the City’s retiree medical unfunded liabilities were substantially reduced. The Actuarially Determined Contribution ( ADC) for the fiscal year ending June 30, 2022, is $ 2.5 million. The Empower Retirement Plan predates the commencement of the City’s participation in the California Public Employees’ Retirement System (CalPERS) in 1976. The Plan provides partial retirement benefits for miscellaneous employees over age 55 at April 1, 1976 and currently, there are 32 vested members in the Empower Plan. As for the OPEB, there are 556 inactive employees, retirees, and active employees eligible for City - paid retiree medical benefits.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $105,509,902 $4,525,100 $4,525,100 $4,774,244 Services $179,577 $65,000 $65,000 $125,000
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $20,744
Capital Outlay $0 $0 $0 $0
Debt Service $1,911,515 $7,337,225 $7,337,225 $7,337,421 Total Expenditures $107,600,994 $11,927,325 $11,927,325 $12,257,409 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Q3
Non-Department
FY 2022-2023 Preliminary Budget
O
n February 16, 2021, the City issued Pension Obligation Bonds in the amount of $106,335,000; paying off in its entirety the City’s Unfunded Accrued Liability. The second bond payment is scheduled for July 2022.

C
osts in this division include OPEB Medical prefunding of $1,000,000 million to be deposited in the retiree medical trust account (CERBT) and the second payment of the Pension Obligation Bond Series 2021 in the amount of $7,337,421 million.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $102,522,170 $1,502,000 $1,502,000 $1,594,600 Special Revenue $2,059,157 $8,124,625 $8,124,625 $8,330,397 Enterprise $663,378 $274,300 $274,300 $304,692
Internal Service $2,353,553 $2,026,400 $2,026,400 $2,027,720 Total Expenditures $107,598,258 $11,927,325 $11,927,325 $12,257,409 Q4
Non-Department
FY 2022-2023 Preliminary Budget

Program: Workers’ Compensation
Program No.: 8301

Programs Details
The Workers’ Compensation Internal Service Fund was established for the management and funding of the City’s workers’ compensation risk exposure. Workers’ compensation laws in the State of California, both those of constitutional and statutory origin, cre ate a compulsory responsibility for all employers to compensate any and all of their workers for injuries or disabilities arising out of the scope and in the course of employment.

California workers’ compensation law provides medical treatment, temporary disability benefits, permanent disability benefits, vocational rehabilitation benefits, medical benefits and death benefits for work related injuries. The law also provides for preventative measures in the form of safety laws and administrative rules.

Funding Source by Type

FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $1,986,550 $1,586,000 $1,586,000 $1,665,300 Services $539,583 $695,000 $695,000 $780,000
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $2,526,133 $2,281,000 $2,281,000 $2,445,300 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $2,526,133 $2,281,000 $2,281,000 $2,445,300 Total Expenditures $2,526,133 $2,281,000 $2,281,000 $2,445,300

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Capital Improvement Program
FY 2022-2023 Preliminary Budget

Department Overview
The Capital Improvement Program (CIP) is a projection of the City’s capital investments over a five-year period. The CIP is a fiscal and planning tool that allows the City to monitor all capital project costs, funding sources, departmental responsibilities, and timing. Each year, the CIP will be reviewed within the context of ongoing city, county, state, and federal planning programs and policies. Capital investments involve major City projects that produce outputs having long and useful life spans.

Programs and Services

The CIP includes projects and funding sources in the following three (3) categories:
• Enterprise Capital Projects
• Street Construction Projects
• Community Improvement Capital Projects

Capital Improvement Program Budget Summary

FY 2021-2022 Authorized Projects
• Enterprise Capital Projects
o $887,000 from fund 411 for cured-in pipe relining at various locations: project number 99014.
o $1,282,000 from fund 411 for spot repairs at various locations: project number 99015. o $71,000 from fund 411 for CCTV field equipment upgrade: project number 99016. o $387,341 from fund 409, for PLC upgrade: project number 99022. o $112,491 from fund 409 for water main replacement – northeast: project number 99023.
o $1,755,380 from fund 401 for water main replacement – northeast: project number 99023.
o $5,000,000 from fund 401 for water meter replacements: project number 99024.

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Program Name Program No. Actual Original Budget Projected Budget Budget Enterprise Captial 5005 $1,742,500 $4,395,000 $4,395,000 $9,495,212 Street Construction 5001 $161,126 $1,303,381 $1,496,235 $12,909,656 Community Capital Improvement 5002 $6,116,882 $43,326 $163,326 $3,142,528 $8,020,508 $5,741,707 $6,054,561 $25,547,396
Expenditures by Program
Capital Improvement Program
FY 2022-2023 Preliminary Budget

• Street Construction Projects
o $1,232,004 from Bond Funds for slurry seal - various locations: project num ber 96030.
o $11,388,652 from Bond Funds for street rehabilitation – various locations: project number 96031.
o $200,000 from Measure W for the Sierra Vista stormwater improvements: project number 96032.
o $90,000 from Measure W for the catch basin CPS units; project number 96033. • Community Improvement Capital Projects
o $500,000 from fund 231 to expand the library story-room ($30,000); conversion of the George Elder Park practice court ($40,000); upgrade the Langley restrooms ($200,000) and the Barnes gym restrooms ($230,000).
o $1,930,000 from ARPA fund 363 to replace various park place ground equipment including Edison Trails, Sequoia, Garvey Ranch, Bella Vista and Highlands. o $60,000 from ARPA fund 363 to purchase a security gate for second floor city parking
o $127,528 from ARPA fund 363 to purchase dual modem MDC’s for Police Department.
o $525,000 from fund 401 (Water), fund 501 (Shop) and fund 238 (Prop A) for the purchase of city vehicles.

Funding Source by Type

FY 2020-21 FY 2021-22 FY 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $5,545,693 $0 $120,000 $0
Special Revenue $732,315 $1,346,707 $1,539,561 $1,035,000 ARPA Funds $0 $0 $0 $2,117,528
Enterprise $1,742,500 $4,395,000 $4,395,000 $9,565,212
Internal Service $0 $0 $0 $210,000
Bond Funds $0 $0 $0 $12,619,656
Total $8,020,508 $5,741,707 $6,054,561 $25,547,396
Capital Improvement Program
FY 2022-2023 Preliminary Budget
Program: Street Construction
Program No.: 5001
P
rograms Details
The City contains 119.27 miles of streets, 225.22 miles of sidewalk, 75 traffic signals and 10 miles of improved alleys. Major improvements are needed to accommodate the increased flow of pedestrian and vehicle traffic. This program provides for street improvements including parking, lighting, traffic signals, and landscaping administered through the Public Works Department. The 2022-2023 street improvements include the following:
• $
1,232,004 from Bond Funds for slurry seal - various locations: project number 96030. • $11,388,652 f
rom Bond Funds for street rehabilitation – various locations: project number 96031.
• $200,000 f
rom Measure W for the Sierra Vista stormwater improvements: project number 96032.
• $90,000 f
rom Measure W for the catch basin CPS units; project number 96033.

Funding Source by Type
FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $0 $0 $0 $0
Services $0 $0 $0 $0
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $1,742,500 $4,395,000 $4,395,000 $9,495,212 Debt Service $0 $0 $0 $0
Total Expenditures $1,742,500 $4,395,000 $4,395,000 $9,495,212 FY 2020-21 FY 2021-22 F Y 2021-22 FY 2022-23
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,742,500 $4,395,000 $4,395,000 $9,495,212
Internal Service $0 $0 $0 $0
Total Expenditures $1,742,500 $4,395,000 $4,395,000 $9,495,212 R5
Five Year Capital Improvement Program
FY 2022-2023 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2021-2022 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 Needs Enterprise Capital Projects
86005 411 SEWER MASTER PLAN $200,000.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 86005 419 SEWER MASTER PLAN $71,177.00 $0.00 $71,177.00 $0.00 $0.00 $0.00 $0.00 $0.00 $71,177.00 96007 411 SEWER REPAIRS & PIPE RELINING $609,235.00 $0.00 $609,235.00 $0.00 $0.00 $0.00 $0.00 $0.00 $609,235.00 99008 411 GLADYS AVENUE PIPELINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $310,000.00 $0.00 $0.00 $0.00 $310,000.00 99009 411 CHANDLER AVENUE PIPELINE REPLACEMENT $160,000.00 $0.00 $160,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $160,000.00 99010 411 EMERSON AVENUE PIPELINE RELINING $245,000.00 $0.00 $245,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $245,000.00 99011 411 EMERSON AVENUE PARALLEL PIPELINE $615,000.00 $0.00 $615,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $615,000.00 96001 411 N. ATLANTIC SEWER IMPROVEMENT $1,810,676.00 $321,737.00 $1,488,939.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,810,676.00 99014 411 CURED-IN PLACE PIPE RELINING- VARIOUS LOCATIONS (GARVEY) $0.00 $0.00 $0.00 $887,000.00 $0.00 $0.00 $0.00 $0.00 $887,000.00 99015 411 SPOT REPAIRS AT VARIOUS LOCATIONS $0.00 $0.00 $0.00 $1,282,000.00 $0.00 $0.00 $0.00 $0.00 $1,282,000.00 99016 411 CCTV FIELD EQUIPMENT UPGRADE $0.00 $0.00 $0.00 $71,000.00 $0.00 $0.00 $0.00 $0.00 $71,000.00 99017 411 PIPELINE REPLACEMENT - BRIARCLIFF WAY $0.00 $0.00 $0.00 $0.00 $82,402.00 $0.00 $0.00 $0.00 $82,402.00 99018 411 PIPELINE REPLACEMENT - ALPINE TERRACE $0.00 $0.00 $0.00 $0.00 $118,929.00 $0.00 $0.00 $0.00 $118,929.00 99019 411 CURED IN PLACE RELINING (VARIOUS LOCATIONS) $0.00 $0.00 $0.00 $0.00 $1,401,687.00 $0.00 $0.00 $0.00 $1,401,687.00 99020 411 SEWER SYSTEM INVENTORY & MAPPING AND STAFF TRAINING $0.00 $0.00 $0.00 $0.00 $156,435.00 $0.00 $0.00 $0.00 $156,435.00 99021 411 PIPELINE REPLACEMENT - CIPRIANO AND EL PORTAL $0.00 $0.00 $0.00 $0.00 $0.00 $304,886.00 $0.00 $0.00 $304,886.00 Sewer Sub-total $3,711,088.00 $321,737.00 $3,389,351.00 $2,240,000.00 $2,069,453.00 $304,886.00 $0.00 $0.00 $8,325,427.00 86003 421 SOLID WASTE CONTRACT $80,680.00 $0.00 $80,680.00 $0.00 $0.00 $0.00 $0.00 $0.00 $80,680.00 Solid Waste Sub-total $80,680.00 $0.00 $80,680.00 $0.00 $0.00 $0.00 $0.00 $0.00 $80,680.00 86007 401 WATER MASTER PLAN $280,000.00 $0.00 $280,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $280,000.00 99012 402 GROUNDWATER TREATMENT SYSTEM $105,541.02 $11,090.00 $94,451.02 $0.00 $0.00 $0.00 $0.00 $0.00 $105,541.02 99012 403 GROUNDWATER TREATMENT SYSTEM $4,837,000.00 $3,165,308.02 $1,671,691.98 $0.00 $0.00 $0.00 $0.00 $0.00 $4,837,000.00 96002 401 WATER MAIN REPLACEMENT - NORTHEAST PHASE 2 $4,008,043.00 $1,896,190.79 $2,111,852.21 $0.00 $0.00 $0.00 $0.00 $0.00 $4,008,043.00 99005 401 MIRA VALLE WATER PROJECT $0.00 $0.00 $0.00 $0.00 $540,000.00 $0.00 $0.00 $0.00 $540,000.00 99006 401 MPK GOLF COURSE WATER MAIN EXTENSION $0.00 $0.00 $0.00 $0.00 $630,000.00 $0.00 $0.00 $0.00 $630,000.00 99007 401 RUSSELL STREET RESERVOIR $800,000.00 $0.00 $800,000.00 $0.00 $800,000.00 $0.00 $0.00 $0.00 $1,600,000.00 96001 401 N. ATLANTIC WATER IMPROVEMENT $1,038,500.00 $3,374.05 $1,035,125.95 $0.00 $0.00 $0.00 $0.00 $0.00 $1,038,500.00 99022 409 PLC UPGRADE $0.00 $0.00 $0.00 $387,341.00 $0.00 $0.00 $0.00 $0.00 $387,341.00 99023 409 WATER MAIN REPLACEMENT - NORTHEAST $0.00 $0.00 $0.00 $112,491.00 $0.00 $0.00 $0.00 $0.00 $112,491.00 99023 401 WATER MAIN REPLACEMENT - NORTHEAST $0.00 $0.00 $0.00 $1,755,380.00 $2,000,000.00 $2,132,129.00 $0.00 $0.00 $5,887,509.00 99024 401 WATER METER REPLACEMENTS $0.00 $0.00 $0.00 $5,000,000.00 $4,000,000.00 $0.00 $0.00 $0.00 $9,000,000.00 Water Sub-total $11,069,084.02 $5,075,962.86 $5,993,121.16 $7,255,212.00 $7,970,000.00 $2,132,129.00 $0.00 $0.00 $28,426,425.02 Enterprise Capital Projects Subtotal $14,860,852.02 $5,397,699.86 $9,463,152.16 $9,495,212.00 $10,039,453.00 $2,437,015.00 $0.00 $0.00 $36,832,532.02 RR6
Five Year Capital Improvement Program
FY 2022-2023 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2021-2022 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 Needs Street Construction Capital Projects
86006 101 ATLANTIC BANNER POLE $24,907.51 $0.00 $24,907.51 $0.00 $0.00 $0.00 $0.00 $0.00 $24,907.51 96014 101 STATION 63 SIDEWALK/SLOPE IMPROVEMENTS $15,000.00 $0.00 $15,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $15,000.00 96004 239 DOWNTOWN TRAFFIC SIGNAL IMPROV $343,744.00 $0.00 $343,744.00 $0.00 $0.00 $0.00 $0.00 $0.00 $343,744.00 96004 246 DOWNTOWN TRAFFIC SIGNAL IMPROV $832,500.00 $0.00 $832,500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $832,500.00 96012 101 POTRERO GRANDE RENOVATION $3,582,048.00 $0.00 $3,582,048.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,582,048.00 96013 239 MTA MONTEREY PASS BIKE GRANT $300,000.00 $30,540.00 $269,460.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 96013 379 MTA MONTEREY PASS BIKE GRANT $1,993,627.00 $0.00 $1,993,627.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,993,627.00 96013 238 MTA MONTEREY PASS BIKE GRANT $750,000.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 96013 242 MTA MONTEREY PASS BIKE GRANT $800,000.00 $0.00 $800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $800,000.00 96023 239 GARFIELD AVENUE CAPACITY IMPROVEMENT $700,000.00 $0.00 $700,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $700,000.00 96024 239 ATLANTIC AVENUE CAPACITY IMPROVEMENT $250,000.00 $0.00 $250,000.00 $0.00 $1,650,000.00 $0.00 $0.00 $0.00 $1,900,000.00 96025 239 RAMONA ROAD CAPACITY IMPROVEMENT $575,000.00 $0.00 $575,000.00 $0.00 $175,000.00 $1,000,000.00 $650,000.00 $0.00 $2,400,000.00 96026 239 ADAPTIVE TRAFFIC/TRAFFIC RESPONSIVE CONTROL SYSTEM $1,700,000.00 $0.00 $1,700,000.00 $0.00 $2,250,000.00 $5,000,000.00 $0.00 $0.00 $8,950,000.00 96027 601 PAVEMENT MANAGEMENT STUDY $179,232.00 $0.00 $179,232.00 $0.00 $100,768.00 $0.00 $0.00 $0.00 $280,000.00 96028 246 GARFIELD AVE TRAFFIC SIGNAL IMPROVEMENTS $537,200.00 $0.00 $537,200.00 $0.00 $0.00 $0.00 $0.00 $0.00 $537,200.00 96001 239 N. ATLANTIC WATER/SEWER IMPROVEMENT $300,000.00 $300,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 96030 621 SLURRY SEAL - VARIOUS LOCATIONS $0.00 $0.00 $0.00 $1,231,004 1,032,933$ $0.00 $0.00 $0.00 $2,263,936.97 96031 621 STREET REHABILITATION -VARIOUS LOCATIONS $0.00 $0.00 $0.00 $11,388,652 7,029,985$ $0.00 $0.00 $0.00 $18,418,637.08 96034 ### SCHOOL AND CROSSWALK SAFETY ENHANCEMENT PROJECT $0.00 $0.00 $0.00 $0 -$ $0.00 $0.00 $0.00 $0.00 $0.00
Street Sub-total $12,883,258.51 $330,540.00 $12,552,718.51 $12,619,655.55 $12,238,686.50 $6,000,000.00 $650,000.00 $0.00 $44,391,600.56 99003 248 EAST LA SUSTAINABLE MEDIAN STORMWATER $1,800,000.00 $600,000.00 $600,000.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 2,400,000.00$ 96032 248 SIERRA VISTA STORMWATER IMPROVEMENTS $0.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 200,000.00$ 96033 248 CATCH BASIN CPS UNITS $0.00 $0.00 $0.00 $90,000.00 $0.00 $0.00 $0.00 $0.00 90,000.00$ Drainage Sub-total $1,800,000.00 $600,000.00 $600,000.00 $290,000.00 $600,000.00 $0.00 $0.00 $0.00 $2,690,000.00 -$
Street Construction Capital Projects Subtotal $14,683,258.51 $930,540.00 $13,152,718.51 $12,909,655.55 $12,838,686.50 $6,000,000.00 $650,000.00 $0.00 $47,081,600.56 R7
Five Year Capital Improvement Program
FY 2022-2023 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2021-2022 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 Needs Community Capital Improvement Projects
81401 502 IT EMERGENCY / MASTER PLAN $50,000.00 $0.00 $50,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $50,000.00 87001 101 COMPREHENSIVE GENERAL PLAN $346,632.27 $248,876.36 $97,755.91 $0.00 $0.00 $0.00 $0.00 $0.00 $346,632.27 91401 502 NETWORK EQUIPMENT (ERP) $1,133,563.16 $713,438.09 $420,125.07 $0.00 $0.00 $0.00 $0.00 $0.00 $1,133,563.16 91402 502 NETWORK EQUIPMENT (ERP) PSA $209,945.00 $6,287.50 $203,657.50 $0.00 $0.00 $0.00 $0.00 $0.00 $209,945.00 93004 363 CITYWIDE CAMERAS $1,312,127.00 $839,149.86 $472,977.14 $0.00 $0.00 $0.00 $0.00 $0.00 $1,312,127.00 95002 101 AMPHITHEATER SEATING/ADA $45,171.00 $21,711.00 $23,460.00 $0.00 $0.00 $0.00 $0.00 $0.00 $45,171.00 96018 101 DOWNTOWN PARKING LOT IMPROVEMENTS $567,153.00 $0.00 $567,153.00 $0.00 $0.00 $0.00 $0.00 $0.00 $567,153.00 96019 101 VAGABOND RETAINING WALL REPAIR $39,231.98 $11,731.00 $27,500.98 $0.00 $0.00 $0.00 $0.00 $0.00 $39,231.98 96029 363 CITY HALL A/C UNITS REPLACEMENT $250,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $250,000.00 95011 231 LIBRARY STORYROOM EXPANSION $0.00 $0.00 $0.00 $30,000.00 $0.00 $0.00 $0.00 $0.00 $30,000.00 95012 231 GEORGE ELDER PARK PRACTICE COURT CONVERSION $0.00 $0.00 $0.00 $40,000.00 $0.00 $0.00 $0.00 $0.00 $40,000.00 95013 231 BARNES GYM RESTROOMS UPGRADES $0.00 $0.00 $0.00 $230,000.00 $0.00 $0.00 $0.00 $0.00 $230,000.00 95014 231 LANGLEY RESTROOMS UPGRADES $0.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 95015 101 CITY HALL CARPET $190,000.00 $0.00 $190,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $190,000.00 95016 363 GATE RAMP $0.00 $0.00 $0.00 $60,000.00 $0.00 $0.00 $0.00 $0.00 $60,000.00 95017 363 EDISON TRAILS PARK PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 95018 363 SEQUOIA PARK SMALL PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $220,000.00 $0.00 $0.00 $0.00 $0.00 $220,000.00 95019 363 GARVEY RANCH PARK BIG PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $480,000.00 $0.00 $0.00 $0.00 $0.00 $480,000.00 95020 363 GARVEY RANCH PARK SMALL PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $175,000.00 $0.00 $0.00 $0.00 $0.00 $175,000.00 95021 363 BELLA VISTA PARK PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 95022 363 HIGHLANDS PARK SMALL PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $175,000.00 $0.00 $0.00 $0.00 $0.00 $175,000.00 95023 363 LASER CUT BASEBALL FIELDS $0.00 $0.00 $0.00 $30,000.00 $0.00 $0.00 $0.00 $0.00 $30,000.00 95024 363 HIGHLANDS PARK BIG PLAYGROUND REPLACEMENT $0.00 $0.00 $0.00 $450,000.00 $0.00 $0.00 $0.00 $0.00 $450,000.00 95025 363 DUAL MODEM MDC'S $0.00 $0.00 $0.00 $127,528.00 $0.00 $0.00 $0.00 $0.00 $127,528.00 ### 501 FIRE VEHICLE $0.00 $0.00 $0.00 $60,000.00 $0.00 $0.00 $0.00 $0.00 $60,000.00 ### 501 PUBLIC WORKS VEHICLE $0.00 $0.00 $0.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 ### 238 RECREATION AND COMMUNITY SERVICES VEHICLES $0.00 $0.00 $0.00 $245,000.00 $0.00 $0.00 $0.00 $0.00 $245,000.00 ### 401 PUBLIC WORKS VEHICLE (WATER) $0.00 $0.00 $0.00 $70,000.00 $0.00 $0.00 $0.00 $0.00 $70,000.00 Community Capital Improvement Projects Subtotal $4,143,823.41 $1,841,193.81 $2,052,629.60 $3,142,528.00 $0.00 $0.00 $0.00 $0.00 $7,286,351.41 R8
Five Year Capital Improvement Program
FY 2022-2023 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2021-2022 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 Needs

AL ALL FUNDS
101 GENERAL FUND $4,810,143.76 $282,318.36 $4,527,825.40 $0.00 $0.00 $0.00 $0.00 $0.00 $4,810,143.76 231 PUBLIC/PARKS/LIBRARY DIF $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 238 PROP A $750,000.00 $0.00 $750,000.00 $245,000.00 $0.00 $0.00 $0.00 $0.00 $995,000.00 239 MEASURE R $4,168,744.00 $330,540.00 $3,838,204.00 $0.00 $4,075,000.00 $6,000,000.00 $650,000.00 $0.00 $14,893,744.00 242 GAS TAX $800,000.00 $0.00 $800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $800,000.00 246 HIGHWAY SAFETY IMPROV PROGRAM $1,369,700.00 $0.00 $1,369,700.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,369,700.00 248 MEASURE W $1,800,000.00 $600,000.00 $600,000.00 $290,000.00 $600,000.00 $0.00 $0.00 $0.00 $2,690,000.00 363 ARPA $1,562,127.00 $839,149.86 $472,977.14 $2,117,528.00 $0.00 $0.00 $0.00 $0.00 $3,679,655.00 379 MTA MONTEREY PASS BIKE GRANT $1,993,627.00 $0.00 $1,993,627.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,993,627.00 401 WATER $6,126,543.00 $1,899,564.84 $4,226,978.16 $6,825,380.00 $7,970,000.00 $2,132,129.00 $0.00 $0.00 $23,054,052.00 402 WATER TREATMENT $105,541.02 $11,090.00 $94,451.02 $0.00 $0.00 $0.00 $0.00 $0.00 $105,541.02 403 WATER TREATMENT $4,837,000.00 $3,165,308.02 $1,671,691.98 $0.00 $0.00 $0.00 $0.00 $0.00 $4,837,000.00 409 WATER - DIF $0.00 $0.00 $0.00 $499,832.00 $0.00 $0.00 $0.00 $0.00 $499,832.00 411 SEWER $3,639,911.00 $321,737.00 $3,318,174.00 $2,240,000.00 $2,069,453.00 $304,886.00 $0.00 $0.00 $8,254,250.00 419 SEWER - DIF $71,177.00 $0.00 $71,177.00 $0.00 $0.00 $0.00 $0.00 $0.00 $71,177.00 421 REFUSE $80,680.00 $0.00 $80,680.00 $0.00 $0.00 $0.00 $0.00 $0.00 $80,680.00 501 SHOP $0.00 $0.00 $0.00 $210,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 502 TECHNOLOGY $1,393,508.16 $719,725.59 $673,782.57 $0.00 $0.00 $0.00 $0.00 $0.00 $1,393,508.16 601 STREET BONDS $179,232.00 $0.00 $179,232.00 $0.00 $100,768.00 $0.00 $0.00 $0.00 $280,000.00 621 SALES TAX BONDS $0.00 $0.00 $0.00 $12,619,655.55 $8,062,918.50 $0.00 $0.00 $0.00 $20,682,574.05 GRANTS GRANTS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL ALL FUNDS $33,687,933.94 $8,169,433.67 $24,668,500.27 $25,547,395.55 $22,878,139.50 $8,437,015.00 $650,000.00 $0.00 $90,990,483.99 R9

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Debt Service
FY2022-2023 Preliminary Budget
S1

DEBT SERVICE
Debt service obligations of the City and budgeted amounts required to meet these obligations are presented in this section. These obligations involve long-term debt, which was used to build capital facilities or to acquire equipment that the City is now using.

Sales Tax Revenue Bonds Series 2021
On October 1, 2021, the City issued Sales Tax Revenue Bonds Series 2021 to fund the rehabilitation a various City streets. This is a 30 -year bond funded with Measure M, Measure R and Proposition C revenues.

Siemens Energy Efficiency Project
On September 23, 2014, the City entered into a 15- year lease purchase agreement with Siemens Public, Inc. for the purchase and installation of interior lighting retrofits, exterior lighting retrofits, HVAC equipment repla cement at select sites, building automation system and water meter replacements. Funding for this lease purchase is approximately 85% water fund,401, and 15% general fund,101.

I-Bank La Loma/Highland Reservoirs
In January of 2001, the City entered into a 30-year loan agreement with the California Infrastructure and Economic Development Bank for the construction of the La Loma and Highland reservoirs. This loan is funding using the water fund, 401.

Police Mobile Radios & System
In March 2021, the City entered into a 10-year lease purchase agreement with Motorola Solutions, Inc., for the purchase of Motorola APX radios and related accessories for the Police Department.

This lease purchase is funded using the general Fund, 101.

HUD Section 108
In August 2001, the US Department of Housing and Urban Development awarded a $6.5 million Section 108 loan to the City for the Market Place shopping center project. The loan has a term of 20-years from August 2003 to August 2022 and is funding with Community Development Block Grant funds, 362.

Debt Service
FY2022-2023 Preliminary Budget
S2

Pension Obligation Bonds 2021 Series A
On February 16, 2021, the City issued Pension Obligation Bond 2021 Series A. The bond merged POB 2004 and paid off the full Unfunded Actuarial Liability through FY2020-2021. This is a 22- year bond payment and is funded with the City’s retirement fund, 506.

Fire Ladder & Engine Trucks
On September 28, 2018, the City entered into a 7- year lease purchase agreement with Banc of America Capital Corp., Inc. for the purchase of two fire engines and one fire ladder truck. Funding for this lease purchase is from the internal service shop fund, 501.

Fiscal Year Fiscal Year
Fund Type of Debt Description 2021-2022 2022-2023

621 Bonds Sales Tax Revenue Bonds Series 2021 613,627 1,051,450 (Final date: 06/2051)

101 Lease
Purchase SIEMENS Energy Efficiency Project 127,265 134,329 401 (Final date: 06/2030) 721,163 761,199
Sub-Total 848,428 895,199

401 Loan I-Bank La Loma/Highland Reservoirs 112,779 112,193 (Final date: 08/2030)

101
Lease
Purchase Police Mobile Radios & System 307,745 307,745 (Final date: 09/2032)

362 Note HUD Section 108 527,175 545,603
(Final date: 08/2022)

506 Bonds Pension Obligation Bonds 2004 1,137,877 1,112,819 Pension Obligation Bonds 2021 Series A 6,199,347 6,224,602 Merge with 2004 POBs (Final date: 06/2043)
Sub-Total 7,337,224 7,337,421

501 Lease
Purchase Fire Ladder & Engine Trucks 420,258 420,258
(Final date: 09/2025)

Total $10,167,236 $10,669,869

Monterey Park City CouncilMay 25, 2022

Monterey Park City Council
May 25, 2022