Agenda, special meeting, first session — Monterey Park City Council, May 24, 2023

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

REGULAR CITY COUNCIL MEETING

MONTEREY PARK CITY HALL COUNCIL CHAMBERS
320 W. NEWMARK AVENUE, MONTEREY PARK, CA 91754

Wednesday
May 24, 2023
5:30 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 Henry Lo, Vinh Ngo, Jose Sanchez, Thomas Wong, Yvonne Yiu

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.

LAND ACKNOWLEDGMENT
We would like to acknowledge that the land we inhabit today was once known as Tovangaar, the home of the Gabrieleño- Tongva people. We show our respect to the Gabrieleño-Tongva people, as well as all Indigenous people, past, present, and future, and honor t heir labor as original caretakers of this land. We commit to uplifting the Gabrieleño-Tongva people, invite you to acknowledge the history, and join us in caring for this land.

Monterey Park City Council Agenda, May 24, 2023 - Page 2

AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS

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.

STAFF COMMUNICATIONS

NEW BUSINESS

1. FISCAL YEAR 2023-2024 BUDGET
It is recommended that the City Council consider:
(1) Receiving and filing the Preliminary Budget documentation for Fiscal Year 2023-2024; and (2) Alternatively, take such additional, related, action that may be desirable

Consideration and possible action regarding the Fiscal Year 2023-2024 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 2023-2024 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

City of Monterey ParkCalifornia
PreliminaryBudget
FY 2023-2024
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CITY OF MONTEREY PARK

320 West Newmark Avenue • Monterey Park • California 91754-2896 www.montereypark.ca.gov
C
ity Council
Henry Lo
Vinh Ngo
Jose Sanchez
Thomas Wong
Yvonne Yiu
Ci
ty Clerk
Maychelle Yee
C
ity Treasurer
Amy Lee
May 24, 2023
H
onorable Mayor and Members of the City Council
I
t is my privilege to present the Preliminary Budget for all operations of the City of Monterey Park for the fiscal year 2023-2024. The City’s 2023-2024 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 p olicy 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 balance the spending plan of the City while maintaining fiscal sustainability.

E
conomic Environment
California’s unemployment rate stayed constant from March 2022 and remained at 4.4 percent for March 2023 as the state’s employers added 8,700 nonfarm payroll jobs to the economy, according to data released by the California Employment Development Department (EDD). The seasonally adjusted unemployment rate in Los Angeles County increased over the month to 5.0 percent in March 2023, from a revised 4.9 percent in February 2023, and was below the rate of 5.3 percent one year ago.

Industry added jobs include leisure and hospitality, government, information, and education and health services,
The COVID-19 pandemic upended the status quo—changing how we work and where we live, snarling global supply chains, driving rapid price increases, and prompting m assive government aid. After the initial shock of job losses, Californians are back to work and unemployment is low. But continued inflation, interest rate hikes, and a volatile stock market are raising concerns about an upcoming recession. The City of Monterey Park stays vigilant and moves forward fiscally conservative.

I
n 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

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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 2023-2024.

A
dditional commercial projects currently in the works include:
• A 7-Eleven store and gas station on 616 New Avenue
• A Silverlake Ramen Restaurant on 2150 S. Atlantic Blvd • A 65-unit multi-family residential project on 338-410 Alhambra Avenue • A 40-unit senior housing project on 130-206 Chandler Avenue • Two self-storage facilities, one on 2500 Davidson and another one on 505 Monterey Pass Road, • A 63-unit two-story townhome project on 126 New Avenue • A mixed-use retail and 77-unit residential development on 808 W. Garvey Avenue • A 27-unit multi-family residential apartment project on 816-824 Hellman, and • An 8-unit residential condominium project on 2011 Potrero Grande T
he City of Monterey Park experienced a net taxable value increase of 5.57% for the 2022/23 property tax roll, that was more of an increase than the increase experienced countywide at 3.6%. The assessed value increase between 2021/22 and 2022/2 3 was $ 488 m illion. The change attributed to the 2 % Proposition 13 inflation adjustment was $91.4 million. That accounted for 46% of all growth experienced in the City.

G
rowth in home sales remained strong through the summer of 2021. Many cities saw median price increases due to low interest rates, high demand, and limited properties for sale. Sales price increases in 2021 were reflected on the 2022/23 tax rolls. Tracking activity into 2022, new concerns over rising interest rates and inflation are decreasing the volume of home sales. For many locales, median prices have waned slightly in recent months, but still represent increases in sale price when compared to the prior year. The median sale price of Monterey Park detached single-family homes from January through November 2022 was $908,000, an increase of $70,000 (8.4%) from the median sale price in the same period for 2021.

T
he 2023-2024 Preliminary Budget
T
he proposed City’s FY 2023-2024 Operating, Debt and Capital Budget total is $173 million of which $61.8 million is in the General Fund and $3.8 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 consistent 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 includes the salary compensation increase resulting from the City’s compensation study and escalations only where the cost-of-service delivery has increased, and ARPA funds have been allocated.

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The Preliminary Budget continues reflecting the Successor Agency (SA) budget of $2.2 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
2022-23 2022-23 2023-24
Property Tax $21,471 $21,628 $22,385
Sales Tax $9,544 $10,948 $18,586
Utility User Tax $2,961 $3,294 $3,328
Transient Occupancy Tax $1,827 $2,796 $2,880
Business License Tax $869 $885 $912
Other Taxes $1,279 $1,279 $1,671
Licenses & Permits $1,525 $1,525 $1,716
Service Charges $6,903 $6,903 $7,194
Other Revenue $4,173 $4,173 $4,714
Transfer-In
Total $50,552 $53,431 $63,386
P
roperty tax, and sales tax continue to be the largest revenue sources, representing 64 percent of the total General Fund's revenue. Each key revenue assumption for 2023-2024 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 35% percent of all City own- source revenue. Total gross assessed value for 2023 is $9.3 billion, up .4% or $488 million from last year . Prices for single family homes have continued 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 2022 was $908,000.

Furthermore, the largest value change came from the various commercial and industrial parcels located on N. Atlantic Blvd., Atlas Ave . and Monterey Pass Rd. The parcels increased in value b y $12.3 million.

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Sal
es Tax The sales tax represent the second -largest source of local tax revenue. The sales tax is imposed on the retail sale of goods. On the November 8, 2022, voters adopted Mea sure MP which authorizes a ¾ cent transactions and use (sales) tax. The measure was adopted based upon a 58.14% voter approval. This tax began to be collected by businesses on April 1, 2023and is projected to generate $8 million in FY2023-2024.

Utility 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 historical 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.

Other 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. The City 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 are projected to increase by 3% based on trends and historical data.

Licenses and Permits Business license revenues are projected to increase slightly in FY2023-2024 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.

Charge for Services This category includes charges for fee-supported City services. As we continue to move past the pandemic, City services continue to return to pre-pandemic levels, thus, revenues in this category are expected to increase to pre-pandemic amounts.

Other Revenues This category includes investment earnings, rents, fines, and miscellaneous revenue accounts. The City’s overall investment return is expected to increase in FY2023-2024 as the Federal government increases rates to mitigate the possibility of a recession.

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General Fund Estimated Expenditures
B
elow is the summary of the General Fund expenditures and transfers for FY 2023-2024.

General Fund Expenditures & Transfers
(Amounts in 000s) Est. Actual Proposed
2022-2023 2023-2024
Police $20,593 $25,462
Fire $13,811 $16,141
Public Works $2,995 $2,879
Library $2,433 $2,637
Communiity and Economic
Development $2,015 $2,974
Recreation/Community Services $1,744 $2,065
General Administration $5,964 $6,307
Non-Departmental $1,888 $1,051
Capital Improvements $8,959 $2,257
Total $60,402 $61,773
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. Total General Fund reserve for FY 2023-2024 is projected to be $20.7 million.

G
eneral Fund Balance
2023-2024
(Amounts in 000s)
Estimate Estimate
2022-2023 2023-2024
Beginning Balances $28,965 $21,994
Revenues & Transfers 53,431 63,386
Expenditures & Transfers 60,402 61,773
Ending Balances $21,994 $23,607

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Proposed 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 2023-2024 Operating, Debt and Capital Budget expenditures for the restricted funds are $111.2 million and total projected revenues and transfers are $82.1 million. Below is a discussion of the major restricted funds.

S
pecial 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 2023-2024, the projected retirement revenue is $8.7 million, and total appropriations are $12.2 million. The difference comes from various fund supplemental of $3.5 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 2023-2024, total estimated revenue is $ 5.6 million and total budgeted expenditures are $11 million.

R
oad Maintenance and Rehabilitation Act (SB1) Fund The Road Repair and Accountabi lity Act of 2017 provides substantial new and more stable funding for state and local streets and roads over a period of ten years. For 2023-2024, the City expects to receive over $ 1.6 million from the SB1 funds and will be used for various street resurfacing rehabilitations per the City’s Pavement Management Study.

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 million . This revenue combines with a General Fund supplemental payment of $571,221 to fund the total district maintenance expenditure of $1.6 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 $788,600, which will be used for improvements per Government Code Section 66006.

Grants 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 account 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 2023-2024.

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Refuse Fund The refuse service includes trash collection, waste management, and recycling. The City refuse 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 2023-2024 is $6.9 million for revenue and $7.9 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 2023-2024 is $4.1 million for revenue and $7.3 million for expenses and capital improvements.

Water Fund The City’s water system serves approximately 95% of Monterey Park residents. The system has 12 wells, 13 reservoirs, 5 treatment pla nts, 11 pumping stations, and 134 miles of water mains. The projected water revenues for water operation and treatment funds for 2023-2024 total $17.6 million, and proposed expenses are and capital improvements are $21.6 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 2023-2024 internal service fund charges are:
building maintenance $1.6 million, workers’ compensation $4 million, motor shop pool $3.7 million, separation benefits $ 1.2 million, technology $1.4 million, general liability $ 6.9 million and post - employment medical liability $2.2 million.

D
ebt Service and Outstanding Loans
O
ngoing update and replacement of City’s infrastructure and capital assets is important to ensure quality service delivery. Capital improvements are costly and often times, it is not feasible for the City to use a pay-as-you go method or to bank funds until a sufficient amount can be accumulated. To fund improvement needs in a timely manner, the City has secured loans to finance various major improvements. The table below is a summary of the debt service payments for 2023-2024 and loan maturity years.

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D
ebt Services for 2023-2024
Fiscal Year Fiscal Year
Fund Type of
Debt Description 2022-2023 2023-2024

621 Bonds Sales Tax Revenue Bonds Series 2021 1,051,450 1,051,200 (Final date: 06/2051)
101 Lease
Purchase SIEMENS Energy Efficiency Project 134,329 142,033 401 (Final date: 06/2030) 761,199 946,883
Sub-Total 895,199 1,088,916
401 Loan I-Bank La Loma/Highland Reservoirs 112,193 112,193 (Final date: 08/2030)
101
Lease
Purchase Police Mobile Radios & System 307,745 2,255,799 (Final date: 09/2032)
362 Note HUD Section 108 545,603 0
(Final date: 08/2022)
506 Bonds Pension Obligation Bonds 2004 1,112,819 1,072,761 Pension Obligation Bonds 2021 Series
A 6,224,602 6,265,609
Merge with 2004 POBs (Final date:
06/2043)
Sub-Total 7,337,421 7,338,370
501 Lease
Purchase Fire Ladder & Engine Trucks 420,258 420,25 7
(Final date: 09/2025)
403 Loan SGVMWD 400,000
(Final date: 12/2033)
Total $10,669,869 $12,666,735

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C
ompensation 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 2023-2024 is 387 full time equivalent (FTE) positions, adjusted up by 5 full time staff from 2022-2023. The City continues evaluating its organizational structure for the most efficient core staffing combination. It has always been the City’s goal to achieve the optimal service delivery within a given personnel budget.

Th
e table below summaries position changes in 2023-2024 to meet the proposed service levels.

P
roposed Staffing Changes
2023-2024
Department Position FTE Salary & Benefits
City Manager's Office Principal Management Analyst 1.00 $132,818 Police Department Police Officers 2.00 $243,386
Police Department Dispatcher 1.00 $124,922
Fire Department Battalion Chief 1.00 $153,379
Public Works Department Maintenance Workers 2.00 $142,128 Public Works Department Maintenance Workers - (Part-Time) (5.50) ($146,481) Public Works Department Building Trades Technician 1.00 $72,739 Library Library Assistant - (Part-Time) 2.50 $117,176
Total FTE 5.00 $840,067
P
ension 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 2023.

P
ension costs including bond payment are projected to be $12.5 million for 2023-2024, which will be funded by the Retirement Fund and various other funds. Other funds supplement the pension cost for 2023-2024 at $ 3.5 million, $ 500,000 less than last year’s $ 4 million. The City’s personnel costs represent 60% 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.

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Plan Projected
2023-2024
Projected
2024-2025
Projected
2025-2026
Projected
2026-2027
Projected
2027-2028
Safety 20.70% 20.20% 19.60% 19.00% 18.40%
Miscellaneous 11.80% 11.90% 11.60% 11.30% 11.00%

32.50% 32.10% 31.20% 30.30% 29.40%
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 $19.2 million based on a 30- year amortization. The City started addressing the unfunded liabilities associated 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 funding advancement method, the City ensures 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 2023-2024, the City continues a $1.0 million OPEB trust contribution to proactively 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 long -term economic success and better quality of life for our community. For 2023-2024, the City is proposing a total of $29.2 million from various funds for our infrastructure and capital investments. All project information is in the Capital Improvement Program of the document.

I
n Closing
T
he FY 2023/24 Proposed Budget 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, experienced an unforgettable tragedy in January of 2023. This budget reflects changes to services that include the addition of public safety staff to increase safety for our residents, businesses, and visitors. We will continue to deliver high levels of service with even greater efficiency.

We have improved transparency, both with this budget document, but also through new technologies and practices. We look forward as an organization to continue on this path.

I
am focused on support ing our residents and businesses as we navigate through the next fiscal year together. I am committed to implementing 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.

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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 w
ould like to thank City Council for your leadership and all the stakeholders for their continue d support, 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 Finance staff for their hard work in completing this 2023-2024 Preliminary budget.

Res
pectfully,
Ron B
ow
City Manager

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City Maps & Statistics
FY2023-2024 Budget

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About the City of Monterey Park

Monterey Park Government

Monterey Park was incorporated in 1916 as a general law city. The City operates under the council/manager form of government. In March 2020, voters experience d district voting for the first time. Candidates for City Council must reside within Districts 2 , 3 and

4. Only voters within said districts will be eligible to vote for candidates vying to represent their respective district. In November 2022, voters in Districts 1 and 5 will vote under the same procedures as described. The elected positions of City Treasurer and City Clerk will remain at-large and will be voted on in November 2022. The term of office for all City elected positions will remain four-years. All voters will vote for City’s ballot measures in the election it was proposed. Click on map for larger view. The City Council appoints the City Manager, who has the responsibilities of overseeing all City services and operations.

City Maps & Statistics
FY2023-2024 Budget

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City History

The City of Monterey Park is located at the western
gateway to the San Gabriel Valley, in Los Angeles
County, California, just a few miles east of downtown Los Angeles. It is a vibrant and culturally diverse community of medium size population. Its municipal boundaries
encompass 7.73 square miles.

The area in which the City is now located was originally inhabited by the Tongya Indians, later renamed Gabrielino Indians by the Spaniards. Following Spanish settlement of the region during the early 1800’s, the area was part of the Mission San Gabriel de Arcangel.

Some years later, Richard Garvey, a mail rider for the U.S. Army, settled in Kings Hills and began developing the nearby land. To pay for the development (and personal debts), Garvey sold off portions of his property. In 1906, the first subdivision in the area, Ramona Acres, was formed.

In 1916, residents of the
area, initiated action to
incorporate as a California
city when the neighboring
communities of Pasadena,
South Pasadena, and
Alhambra proposed the
construction of a large waste
treatment facility in the area.

Monterey Park voted itself
into cityhood on May 29, 1916, by a 455 to 33 margin. The City’s first Board of Directors immediately outlawed sewage plants within City boundaries. Then they gave their new city a name taken from old government maps that described the oak -covered inclines that made up the area as Monterey Hills. This year, 2023, marks the 107 th Birthday of the City
of Monterey Park!

Today, the City of Monterey Park is a General Law city operating under the Council - Manager form of municipal government. The City of Monterey Park is a full -service municipal government, offering its residents police and fire and emergency medical protection, water, sewer and refuse collections, public infrastructure improvements and culture and leisure programming.

Monterey Park
City Maps & Statistics
FY2023-2024 Budget

B3
City’s Economic Condition and Priority Development

Monterey Park covers an area of 7.73 square
miles with a population of approximately
61,153. The City is located six miles east of
Los Angeles and is primarily a residential
community, with 78% of its land zoned for
single and multiple family housing uses.

The median home price in Monterey Park is
$868,000. The net taxable property value
during the FY 2022-2023 assessment period
was $ 9.3 billion, representing a 6.4 %
increase over the previous year. Major
businesses include food and drug, auto sales
and service, banking, restaurants, hotels,
hospitals and medical offices, printing , and
light manufacturing.

Housing assistance programs in the City
include residential critical maintenance,
rental rehabilitation, and first- time
homebuyer programs. The City’s own
Housing Fund, Community Development
Block Grant, and Home Fund monies
primarily finance these activities. In most
cases, public/private partnerships are
formed.

The Market Place, which is located along the Pomona Freeway, is the largest commercial shopping center ever developed in the community. Some of the well -known national and regional tenants in operation include Home Depot, Costco, Chick-fil-A, Guitar Center, In- N-Out, Buffalo Wild Wings, Mod Pizza, Ono Hawaiian BBQ, and Starbucks.

Population
59,288
-----------------------------
Average
Household
Income
$68,497
-----------------------------
Median Home
Value
$868,000

City Maps & Statistics
FY2023-2024 Budget

Celadon at Garvey & Garfield is a mixed -use development in Downtown Montere y Park that offers 1 51 units of family housing with 70,000 square feet of retail and food establishments. Residents of the building have access to three major common areas, all of which are integrated with the outdoors to take advantage of the mild Montere y 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 is mid-2025.

City Maps & Statistics
FY2023-2024 Budget

In April of 2021, a new 288 room
Courtyard by Marriott hotel opened
along the 10 FWY (San Bernardino
Freeway) and is expected to generate
much needed revenue for the City.

The City is also anticipating the opening of a new 136 hotel room with 84 condominium units Holiday Inn and Suites hotel in mid FY 2022- 2023. The project, located on a two - acre site at 420 N. Atlantic Boulevard, will consist of a five-story edifice containing a 136- room hotel, 84 condominiums, and 5,381 square feet of ground floor restaurant space. The new construction replaces a smaller 55-room motel and a 13-unit apartment building.

• Transportation Services and Information

Public transportation services that are available to the community of Monterey Park include a local fixed-route circulator - the Spirit Bus - and regional bus service that is provided by

City Maps & Statistics
FY2023-2024 Budget

B6
two operators - Los Angeles County Metro Bus and Montebello Bus Lines. Also available to the community are Metrolink commuter trains, local Dial-A-Ride service for seniors and disabled persons, and regional paratransit service for disabled persons that is provided by Access Services, Inc.

• Spirit Bus

The Spirit Bus Service links residential neighborhoods to schools and the commercial and retail areas. The service includes 5 routes that run every 30 to 40 minutes and operates 6 days a week, Monday through Saturday.

• Regional Transportation Services

The Metro Bus operates 6 lines in the City: 30/31 (Pico/First Street), 68 (West LA, Montebello Town Center), 70 (LA/El Monte), 170 (Cal State LA, South El Monte Station), 258 (Arizona Ave., Fremont Ave., Alhambra), and 260 (Pasadena, Artesia Blue Line Station).

• Commuter Train Service

Commuter Train Service is provided by Metrolink. The nearest station is located less than half a mile fro m the city boundary, on Campus Drive at the California State University, Los Angeles (CSULA) campus, adjacent to the Busway Station.

• Paratransit Service - Dial A Ride and Access Services

Paratransit service, door -to-door service, is available to senior citizens and disabled persons. Through the Langley Senior Citizen Center, the City operates a local paratransit service (within the City jurisdiction) for residents
who are 55 years or older and/or disabled.

City Maps & Statistics
FY2023-2024 Budget

Annual Community Events

Each year Monterey Park delivers a
variety of recreational and leisure time
activities to promote the well- being and
enjoyment of life for its residents, as well
as to light the way for more understanding
among residents of its community’s
multitude of rich cultures.

Monterey Park Birthday – The event is to celebrate the annual birthday of the City of Monterey Park. The event is held in May, featuring a home-town parade and four days of carnival rides, game booths, food, and entertainment.

Cherry Blossom Festival – It is a celebration of the
sights, sounds, and tastes of Japanese culture. The two- day event in April features Taiko drumming, martial arts, contemporary Japanese music, crafts, games, and
displays.

Spring Egg Hunt – This event provides games, entertainment, and an opportunity to collect some of the over 6,000 plastic eggs with candy and prizes. Eggs are scattered throughout Barnes Park field in designated sections separated by age groups.

Earth Day Festival – This is a joint event with the Cherry Blossom Festival and i s held at Barnes Park to celebrate with Bike Ride events, which include the Family Ride and Hill Challenge Ride.

Cinco de Mayo – This Fiesta offers an unforgettable afternoon of Mexican Culture, featuring Mariachi music, Mexican folkloric, and authentic Mexican food.

4 th of July – A wide variety of food, spectacular entertainment, fireworks, games, and music are all on tap for Monterey Park’s celebration of Independence Day.

Veterans, Military, and Public Safety Recognitions - Ceremonies commence each Memorial Day, Veterans Day, and Patriot Day to recognize and honor those who have served in the armed forces and remember those that have lost their lives.

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FY2023-2024 Budget

B8
Monterey Park Community Clean-up Days – Being held throughout the year and in various locations, these free events provide an opportunity for residents to dispose of non- hazardous bulky items and electronic waste.

Farmers’ Market – Every Thursday night the Monterey Park Farmers Market features the freshest fruits and vegetables, delicious bread, and a number of hot food items, plus entertainment and surprises - a great way to start the weekend.

Monster Mash Halloween Event – Each October the monsters come out to play. This event features carnival games, trick -or-treating, food trucks and live entertainment for all to enjoy.

Holiday Snow Village – Held in early December, this event features over 20 tons of snow, including a play area and two snow sled rides. Bands and choirs from local schools provide entertainment to kickoff the holiday season.

Lunar New Year Festival – Each year the Business Advisory Committee hosts a Lunar New Year celebration by holding street festival along Garvey Avenue. Entertainment, vendors and community organizations are brought together for this two-day event that has attracted over 200,000 people to Monterey Park.

San Gabriel Valley PRIDE – Co-hosted with the Alhambra Teachers Association during LGBTQ Pride Month, this event includes a community march from Mark Keppel High School to a festival at Barnes Park with music, resource booths and giveaways.

Summer Movie Night – Being held throughout the summer months these free events bring the community together to experience movies in various parks throughout the City.

Summer Concerts – Being held during the summer months,
these free concerts bring the community together to dance and enjoy live music at the Barnes Park Amphitheater

City Maps & Statistics
FY2023-2024 Budget

City Maps

City Maps & Statistics
FY2023-2024 Budget

B10
Miscellaneous Statistics

Date of Incorporation: May 29, 1916

Form of Government: Council / Manager

Area: 7.73 Square Miles

Miles of Streets: 119.27

Number of Street Lights: 3,359

Fire Protection:

Number of Fire Stations: 3
Number of Sworn Firefighters
and Non-Sworn Personnel: 65

Police Protection:

Number of Stations: 1
Number of Sworn Police Officers
and Non-Sworn Personnel: 129

Municipal Water Department:

Number of Water Meters: 13,293
Average Daily Consumption: 6,730,000
Miles of Water Distribution Lines: 134
Number of Fire Hydrants: 1,063
Number of Gate Valves 2,073

Miles of Sewers:

Sanitary Sewers: 126
Storm Drains: 12.43

Building Permits Issued: 515

Recreation and Culture:

Number of Parks & Gardens: 14 (107.64 Acres)
Number of Pools: 1
Number of Libraries: 1
Number of Library Collection Volumes: 104,200
Number of Library Cardholders: 40,100

Number of Employees:

Elected Officials: 7
Full-Time: 327
Part-Time: 59

Population: 59,288
Budget Calendar
FY2023-2024 Budget

B11

Budget Process

Each year the City develops an annual financial plan. The budget offers a road map for the City to deliver vital core services and infrastructure improvements. The City used the following process to develop the annual budget:

January
/March Work began on the 2022-2023 Midyear Budget Review Report. The Midyear Report, include s a comprehensive Long -Term Financial Plan, establishe s preparatory guidelines for the 2023-2024 Budget. It contains estimations of budgetary outcomes as well as discussion of important financial issues facing the City, many of which are reproduced in the Budget document. The Mid-Year Financial Report was presented to Council on March 1, 2023.

January
/March Based on community priorities, the Finance Division developed and allocated resources for each activity. Budget targets, together with other materials requisite to the budgeting process, were distributed to departments for assembly of budget proposals to fund their activity A ction Pl ans. Budget Kick- Off meeting was held on January 30, 2023.

March /
April The Budget preparation month and proposal submission deadline was scheduled on March 23, 2023. City Manager's proposal review meetings with department representatives were scheduled during the week of April 10 to April 13, 2023.

May Following department proposal revisions, the City Manager's proposed budget reflected both external and internal expectations, was assembled and published for City Counci l consideration on May 17, 2023. The City Council publ ic hearing meeting was conducted on May 24, 2023.

June Staff revises the preliminary budget by incorporating all Council directions and policies into the final budget. City Council formally approved the Final Budget by Resolution on June 21, 2023.

January 30 & March 1
April 10 to April 13
May 24; June 21
Jan 30 - Budget
Kickoff
March 1– Midyear
presentation

CM review
meetings with
Departments
April 10 to13
Budget Workshop
May 25
Adoption of Budget &
Resolutions June 21
City of Monterey Park
Long-Term Goals and Priorities
T
he proposed budget echoes our continued investment in City services to our residents and businesses, but also to those we invite to work and/or visit the City of Monterey Park.

A number of economic development efforts have been a City focus for sever al years, with job creation and economic growth being at the forefront. This continues to be a priority for our City, including ensuring a positive working relationship with the business community, so that the City’s business attraction efforts successfully bring targeted industries and retailers to our community. Monterey Park strives to provide services that promote a safe community to our residents, businesses, and visitors.

The financial plan r eflects the desired operational outcomes of each City depar tment as they relate to the City ’s strategic goals and provide a clear direction for the City to move toward achieving the quality and desired community of the future as its further articulated in the City’s General Plan.

H
ere are the nine strategic goals that the City prioritizes for the next five years:
 C
reate a cleaner and more attractive City
 E
nhance community and neighborhood development
 E
nsure quality customer service
 F
ocus on Redevelopment
 I
mprove and develop the City’s infrastructure
 Im
prove services through the effective use of technology
 P
ractice sound fiscal management
 L
ive within our means while investing in the future
 I
nvest in the City’s employees through development and recognition B12
Citizens of Monterey Park

CITY OF MONTEREY PARK

ORGANIZATIONAL CHART
City Manager
City Council
Jose Sanchez
Mayor

City Clerk
Maychelle Yee
City Treasurer
Amy Lee
City Attorney
Boards & Commissions
Fire
Recreation &
Community Services
Bruggemeyer
Library
Human Resources
& Risk Management
Police
Public Works
Finance
The City is a council-manager government, whose five council members are elected for a four -year, overlapping terms of office.

Henry Lo
Council Member
District 4
Thomas Wong
Mayor Pro Tem

Vinh Ngo
Council Member
District 5
Yvonne Yiu
Council Member
District 2
Community
Development

Monterey Park
Citizens
City Clerk
Mayor &
City Council
City Manager
*Successor Agency
*Media Production and Communications
Police Department
*Police Administration
*Traffic Bureau
*Field Services
*Investigations
*Animal Services
*Communications
*Jail
*Records
*Computer Services
*Community Engagement
Fire Department
*Fire Administration
*Fire Prevention
*Emergency Operations
*Emergency Medical Services
*Comm. Risk Reduction
*Code Compliance
Human Resources & Risk
Management
*Human Resources
*Risk Management
Finance
Department *Finance
*Information Technology
*Community Housing Assistance
*Revenue Collection
M.P. Bruggemeyer Library
*Library Administration
*Reference & Adult Services
*Technical Services
*Literacy
*Children Services
Public Works
*Community Transportation
*Street Maintenance & Street Cleaning
*Storm Drain Maintenance
*Sanitary Sewer Maintenance
*Traffic Control & Street Lighting
*Refuse Collection
*Building Maintenance
*Motor Pool Shop
*Engineering
**Parks & Parkway Maintenance
*Water & Wells
Recreation & Community
Services
*Recreation Facilities
*Aquatics
*Senior Programs
*Youth Programs
*Recreation Programs
*Special Events
*Community Transportation
Community
Developement
*Planning
*Building Safety
*Economic Development
*Business Improvement Area
Boards &
Commissions
City Attorney
City
Treasurer
City of
Monterey
Park
Organization
Chart

THIS PAGE INTENTIONALLY LEFT BLANK

CITY OF MONTEREY PARK

FUND ACTIVITY
C1
T
he 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 fun d 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 Fiducia ry 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 specified 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.

CITY OF MONTEREY PARK

FUND ACTIVITY
C2
• 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. • Internal Service Funds 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:

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

CITY OF MONTEREY PARK

FUND ACTIVITY
C3
The City’s financial system is organized around a structure that is commonly found in most public agencies.

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
C4

GOVERNMENTAL FUNDS
General Fund:

General 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.

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

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

Special Revenue Funds:

Public 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.

Retirement 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.

Development 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 Facilities, Aquatics Facilities and Park Land Improvements, as established pursuant to Monterey Park Municipal Code ordinance No. 2134.

Housing 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.

CERCLA 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.

CITY OF MONTEREY PARK

SOURCE OF FUNDS
C5
Business 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.

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.

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

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

Proposition 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.

Measure 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.

Measure 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.

Proposition 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.

Gas 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.

Grant Funds (300s) accounts for special pu rpose financing provided by Federal, State, County or other agencies requiring segregated fund accounting.

CITY OF MONTEREY PARK

SOURCE OF FUNDS
C6
Asset 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.

PROPRIETARY FUNDS
E
nterprise Funds:

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

Water 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.

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

Internal Service Funds:

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

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

General 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.

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

Building Maintenance Fund (506) accounts for costs related to the upkeep of city owned structures 16 major structures and numerous smaller structures.

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

Summary of Revenues and Transfers-In
FY 2023-2024 Budget
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2021-2022 2022-2023 2022-2023 2023-2024 101 GENERAL FUND 48,991,089 50,372,827 53,221,711 62,996,091 102 RECREATION 34,284 129,500 129,500 340,000
112 LIBRARY PASSPORT SERVICES 45,708 50,000 50,000 50,000 Total General Fund 49,071,598 50,552,327 53,401,211 63,386,091 201 PUBLIC SAFETY AUGMENTATION FUND 905,443 790,000 790,000 900,000 202 RETIREMENT FUND 11,868,762 13,473,370 13,473,370 12,187,627 204 CIRCULATION SYSTEM DIF FUND 54,360 100,000 100,000 200,000 205 LAW ENFORCEMENT_FIRE DIF FUND 159,899 215,100 215,100 227,100 206 CITY HOUSING SPECIAL REVENUE FUND 6,239 137,342 137,342 137,342 209 RECORDS MANAGEMENT FEE 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 143,432 138,484 138,484 145,100 218 SAFE STREETS FOR ALL 0 149,350 149,350 984,000
219 BUSINESS IMPROVEMENT AREA 1 84,652 75,000 75,000 84,000 220 MAINTENANCE DISTRICT 93_1 1,003,590 1,026,920 1,026,920 1,004,990 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 166,814 164,310 164,310 170,500 232 PROP A_PER PARCEL 0 7,944 7,944 0
235 ASPHALT_CONCRETE INCENTIVE 0 30,000 30,000 0
236 BIKE ROUTE FUND 0 56,848 56,848 70,443
237 ROAD MAINTENANCE AND REHABILITATION ACCOUN 1,224,804 1,252,121 1,252,121 1,556,219 238 PROPOSITION A FUND 1,808,639 1,580,078 1,580,078 1,891,047 239 MEASURE R FUND 958,759 917,410 917,410 1,083,493
240 MEASURE M FUND 1,087,412 1,038,598 1,038,598 1,226,825 241 PROPOSITION C FUND 1,281,794 1,223,379 1,223,379 1,444,323 242 STATE GAS TAX FUND 1,421,252 1,634,556 1,634,556 1,559,719 246 HIGHWAY SAFETY IMPROVEMENT 0 0 0 1,064,323
247 AIR QUALITY IMPROVEMENT FUND 79,328 80,100 80,100 80,000 248 MEASURE W FUND 737,966 740,000 740,000 0
280 MEASURE B 0 110,601 110,601 0
281 ATP CYCLE 4 0 1,212,000 1,212,000 0
Sub-Total Other Special Revenues 22,993,146 26,294,596 26,294,596 26,017,051 302 ASSET FOREFEITURE FUND - TREASURY 246,069 20,000 20,000 100 303 BULLETPROOF VEST POLICE GRANT 3,798 8,347 8,347 6,251 304 STC STANDARDS_TRAINING_CORREC 6,879 46,600 46,600 6,600 305 POST 18,532 35,000 35,000 35,000
308 STATE LAW ENFORCE SVC_COPS 162,901 153,807 153,807 165,000 310 SELECTIVE TRAFFIC ENFORCE_6 0 0 0 49,848
313 URBAN AREA INITIATIVE - (UASI) POLICE 0 0 0 238,182 314 HOMELAND SECURITY - FIRE 0 0 0 342,500
320 CALIFORNIA FIRE FOUNDATION 0 15,000 15,000 0
321 GROUND EMERGENCY MEDICAL TRANSPORTION 0 40,000 40,000 40,000 322 CALOES HIGH COMM. EQUIPMENT 0 0 0 60,000
323 CALOES HIGH COMM. HAZARD 0 0 0 63,000
325 ASSISTANCE TO FIREFIGHTERS 0 0 0 182,000
326 ASSIST TO FF COVID SUPPLE 713 20,000 20,000 0
334 OTS - POLICE 75,603 40,000 40,000 380,000
351 WIOA GRANT 31,536 48,928 48,928 49,000
353 CALLIBRARY LITERACY SERVICES GRANT 38,418 38,992 38,992 39,000 361 HOME HOUSING PROGRAM 393,763 324,520 324,520 375,733 362 CDBG FUND 697,244 637,173 637,173 786,842
363 ARPA FUNDS 2,310,398 7,521,592 7,521,592 0
367 PERMANENT LOCAL HOUSING ALLOCATION 0 0 0 343,238
368 HOME - ARPA 0 0 0 1,175,039
371 USED OIL RECYCLING BLOCK GRANT 8,635 8,542 8,542 51,333 373 BEVERAGE CONTAINER RECYCLING 30,826 15,236 15,236 15,306 385 LEAP 0 300,000 300,000 0
Sub-Total Grants 4,025,316 9,273,737 9,273,737 4,403,972 C7
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2021-2022 2022-2023 2022-2023 2023-2024 Total Special Revenues Funds 27,018,461 35,568,333 35,568,333 30,421,023 401 WATER FUND 10,554,830 10,258,000 10,258,000 12,369,977 402 WATER TREATMENT WQA EPA FUND 4,526,992 5,520,000 5,520,000 5,025,000 409 WATER DIF 40,122 150,000 150,000 165,000
411 SEWER FUND 3,274,996 2,901,300 2,901,300 4,057,934
419 SEWER DIF 5,598 24,000 24,000 26,000
421 REFUSE FUND 6,846,375 6,330,000 6,330,000 6,860,000 Total Enterprise Funds 25,248,912 25,183,300 25,183,300 28,503,911 501 CITY SHOP FUND 2,166,341 3,210,400 3,210,400 3,713,800 502 TECHNOLOGY INTERNAL SERVICE FUND 496,151 1,003,643 1,003,643 1,381,816 503 GENERAL LIABILITY FUND 4,100,368 5,037,813 5,037,813 6,898,767 504 WORKERS COMP FUND 3,085,274 3,624,125 3,624,125 3,986,537 505 SEPARATION BENEFITS FUND 986,500 1,045,994 1,045,994 1,225,000 506 BUILDING MAINTENANCE FUND 0 0 0 1,585,956
507 OPEB INTERNAL SERVICE FUND 1,000,000 1,000,000 1,000,000 2,200,000 Total Internal Services Funds 11,834,634 14,921,975 14,921,975 20,991,877 Total City-Wide Revenues 113,173,605 126,225,935 129,074,819 143,302,902 841 ATLANTIC_GARVEY SA 1,612,223 1,508,755 1,508,755 1,472,757 842 MERGED SA 1,291,941 755,580 755,580 755,957
Total Successor Agency 2,904,164 2,264,335 2,264,335 2,228,714 Total City-Wide & SA Funds 116,077,769 128,490,270 131,339,154 145,531,616 C8
City of Monterey Park
FY2023-24 Fund Balance Change Summary
Estimated Fund
Balance Revenue Available Expenditure
Estimated Fund
Balance Fund Balance
Fund Description June 30, 2023 Budget Resources Budget June 30, 2024 Change 101 GENERAL FUND 23,158,656 62,996,091 86,154,747 55,368,596 30,786,151 7,627,495 102 RECREATION (161,544) 340,000 178,456 87,952 90,503 252,048 105 GENERAL FUND ADMINISTRATION 0 0 0 6,239,225 (6,239,225) (6,239,225) 112 LIBRARY PASSPORT SERVICES 324,230 50,000 374,230 77,212 297,018 (27,212) Total General Fund 23,321,342 63,386,091 86,707,433 61,772,986 24,934,447 1,613,105 201 PUBLIC SAFETY AUGMENTATION FUND 821,916 900,000 1,721,916 900,000 821,916 0 202 RETIREMENT FUND 4,748,015 12,187,627 16,935,642 12,476,621 4,459,022 (288,994) 203 OPIOID SETTLEMENT 113,906 0 113,906 24,500 89,406 (24,500) 204 CIRCULATION SYSTEM DIF FUND 223,541 200,000 423,541 0 423,541 200,000 205 LAW ENFORCEMENT_FIRE DIF FUND 1,022 227,100 228,122 131,392 96,730 95,708 206 CITY HOUSING SPECIAL REVENUE FUND 3,771,904 137,342 3,909,246 0 3,909,246 137,342 216 CERCLA LIABILITY FUND 252,323 145,100 397,423 401,191 (3,767) (256,091) 218 SAFE STREETS FOR ALL 0 984,000 984,000 984,000 0 0
219 BUSINESS IMPROVEMENT AREA 1 173,192 84,000 257,192 89,539 167,653 (5,539) 220 MAINTENANCE DISTRICT 93_1 284,613 1,004,990 1,289,603 1,172,059 117,544 (167,069) 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 315,300 170,500 485,800 56,000 429,800 114,500 232 PROP A PARCEL GRANT 7,944 0 7,944 557 7,387 (557)
236 BIKE ROUTE FUND 56,848 70,443 127,291 70,443 56,848 0 237 ROAD MAINTENANCE AND REHABILITATION ACCOUNT 2,000,134 1,556,219 3,556,353 1,500,000 2,056,353 56,219 238 PROPOSITION A FUND 3,273,273 1,891,047 5,164,320 2,366,965 2,797,354 (475,918) 239 MEASURE R FUND 5,058,523 1,083,493 6,142,016 5,131,216 1,010,800 (4,047,723) 240 MEASURE M FUND 3,518,817 1,226,825 4,745,642 1,670,880 3,074,762 (444,055) 241 PROPOSITION C FUND 3,043,161 1,444,323 4,487,484 1,907,211 2,580,274 (462,888) 242 STATE GAS TAX FUND 1,219,542 1,559,719 2,779,261 1,963,149 816,112 (403,430) 246 HIGHWAY SAFETY IMPROVEMENT 199,127 1,064,323 1,263,450 1,064,323 199,127 0 247 AIR QUALITY IMPROVEMENT FUND 413,414 80,000 493,414 59,752 433,662 20,248 248 MEASURE W FUND 903,955 0 903,955 896,818 7,138 (896,818) 302 ASSET FOREFEITURE FUND - TREASURY 672,260 100 672,360 50,000 622,360 (49,900) 303 BULLETPROOF VEST POLICE GRANT (1,726) 6,251 4,525 7,354 (2,829) (1,103) 304 STC STANDARDS_TRAINING_CORREC POLICE 45,726 6,600 52,326 6,600 45,726 0 305 POST POLICE (152,532) 35,000 (117,532) 0 (117,532) 35,000 306 AB109 TASK FORCE GRANT POLICE 124,335 0 124,335 26,000 98,335 (26,000) 307 ASSET FOREFEITURE FUND - STATE & COUNTY 5,230 0 39,210 8,007 32,195 26,965 308 STATE LAW ENFORCE SVC_COPS 454,210 165,000 619,210 0 619,210 165,000 310 OFFICER WELLNESS GRANT 0 49,848 49,848 49,848 0 0
313 URBAN AREA INITIATIVE - (UASI) POLICE 0 238,182 238,182 238,182 0 0 314 HOMELAND SECURITY - FIRE 0 342,500 342,500 11,700 330,800 330,800 316 URBAN AREA INITIATIVE - (UASI) FIRE 66,974 0 66,974 66,794 180 (66,794) 320 CALIFORNIA FIRE FOUNDATION 14,750 0 14,750 14,750 0 (14,750) 321 GROUND EMERGENCY MEDICAL TRANSPORTION 354,611 40,000 394,611 35,000 359,611 5,000 322 CALOES HIGH COMM. EQUIPMENT 0 60,000 60,000 60,000 0 0 323 CALOES HIGH COMM. HAZARD 0 63,000 63,000 63,000 0 0 325 ASSISTANCE TO FIREFIGHTERS (21,559) 182,000 160,441 1,254 0 21,559 326 ASSIST TO FF COVID SUPPLE 20,000 0 20,000 20,000 0 (20,000) 334 OTS - POLICE 49,848 380,000 429,848 117,337 312,510 262,663 340 SGVCOG HOMELESS PROGRAM GRANT (27,396) 0 40,000 0 40,000 67,396 343 PROP A PARCEL GRANT 16,775 0 0 (16,775)
351 WIOA GRANT 46,488 49,000 95,488 23,350 72,138 25,650 353 CALLIBRARY LITERACY SERVICES GRANT 30,581 39,000 69,581 52,008 17,573 (13,008) 354 STATE LIBRARY GRANTS 16,298 0 16,298 16,298 0 (16,298) 361 HOME HOUSING PROGRAM 186,312 375,733 562,045 536,645 25,401 (160,912) 362 CDBG FUND 0 786,842 786,842 786,842 0 0
363 ARPA FUNDS 4,689,154 0 4,689,154 3,845,106 844,049 (3,845,106) 367 PERMANENT LOCAL HOUSING ALLOCATION 0 343,238 343,238 343,238 0 0 368 HOME - ARPA 0 1,175,039 1,175,039 1,175,039 0 0
371 USED OIL RECYCLING BLOCK GRANT 22,902 51,333 74,235 51,333 22,902 0 373 BEVERAGE CONTAINER RECYCLING 97,778 15,306 113,084 15,215 97,869 91 383 ELAC INSTRUCTIONAL SERVICE PROGRAM 115,178 0 115,178 43,765 71,413 (43,765) 401 WATER FUND 5,617,165 12,369,977 17,987,142 15,725,776 2,261,366 (3,355,799) 402 WATER TREATMENT WQA EPA FUND 0 5,025,000 5,025,000 5,687,479 (662,479) (662,479) 409 WATER DIF FUND 152,306 165,000 317,306 212,659 104,647 (47,659) 411 SEWER FUND 6,477,609 4,057,934 10,535,543 7,296,534 3,239,009 (3,238,600) 419 SEWER DIF FUND 95,462 26,000 121,462 0 121,462 26,000 421 REFUSE FUND 1,920,499 6,860,000 8,780,499 7,947,398 833,101 (1,087,398) 501 CITY SHOP FUND 6,581 3,713,800 3,720,381 4,592,605 (872,224) (878,805) C9
Estimated Fund
Balance Revenue Available Expenditure
Estimated Fund
Balance Fund Balance
Fund Description June 30, 2023 Budget Resources Budget June 30, 2024 Change 502 TECHNOLOGY INTERNAL SERVICE FUND 328,576 1,381,816 1,710,392 1,601,212 109,180 (219,396) 503 GENERAL LIABILITY FUND (7,862,109) 6,898,767 (963,342) 7,528,356 (8,491,698) (629,589) 504 WORKERS COMP FUND (8,237,674) 3,986,537 (4,251,137) 3,841,854 (8,092,991) 144,683 505 SEPARATION BENEFITS FUND 616,519 1,225,000 1,841,519 1,224,100 617,419 900 506 BUILDING MAINTENANCE FUND 0 1,585,956 1,585,956 1,493,077 92,880 92,880 507 OPEB INTERNAL SERVICE FUND 0 2,200,000 2,200,000 2,200,000 0 0 621 SALES TAX STREET BONDS 0 0 13,671,106 9,114,118 4,556,988 4,556,988 841 ATLANTIC_GARVEY SA 0 1,472,757 1,472,757 1,459,880 12,877 12,877 842 MERGED SA 19,640 755,957 775,597 773,778 1,819 (17,821) 59,682,580 145,531,616 218,969,903 173,003,090 45,808,619 (13,873,961) C10
Revenues by Type
FY 2023-2024
C11
Gen
eral Fund
Property Tax
35%
Sales Tax
29%
UUT
5%
TOT
5%
BL Tax
2%
Other Taxes
3%
Licenses & Permits
3%
Service Charges
11%
Other Revenue
7%
Revenues by Type
FY 2023-2024
C12
Sp
ecial Revenues Funds

RETIREMENT
40%

MAINTENANCE
DISTRICT 93_1
3%
SB1
5%
PROP A
6%

MEASURE R
4%

MEASURE M
4%

PROPOSITION C
5%

STATE GAS TAX
5%
GRANTS
15%

OTHER FUNDS
13%
Actual Actual Actual Revised Proposed
2020 2021 2022 2023 2024
General Fund
General Fund 43,599,517 146,232,939 49,071,598 53,402,221 63,386,091 Special Revenue
Retirement 11,561,630 11,485,784 11,868,762 13,473,370 12,187,627 Maintenance District 987,667 1,000,490 1,003,590 1,026,920 1,004,990 RMRA SB1 1,163,799 1,134,820 1,224,804 1,252,121 1,556,219 Proposition A 1,411,166 1,261,962 1,808,639 1,580,078 1,891,047 Measure R 783,885 783,501 958,759 917,410 1,083,493
Measure M 878,005 888,929 1,087,412 1,038,598 1,226,825 Proposition C 1,023,860 1,039,279 1,281,794 1,223,379 1,444,323 Gas Taxes 1,339,333 1,326,733 1,421,252 1,634,556 1,559,719 Other Funds 1,504,816 1,919,896 2,338,133 4,148,164 4,062,808 Grants 1,941,171 3,554,303 4,025,316 9,273,737 4,403,972 Enterprise
Refuse 6,748,472 6,911,320 6,846,375 6,330,000 6,860,000 Sewer 3,281,520 3,302,096 3,280,593 2,925,300 4,083,934 Water 16,661,435 15,788,276 15,121,944 15,928,000 17,559,977 Internal Service
City Shop Fund 2,128,604 2,183,900 2,166,341 3,210,400 3,713,800 Technology & Communication 320,833 438,604 496,151 1,003,643 1,381,816 General Liability 2,873,250 4,229,642 4,100,368 5,037,813 6,898,767 Workers' Compensation 2,154,555 2,900,945 3,085,274 3,624,125 3,986,537 Seperation Benefits 1,303,738 1,098,645 986,500 1,045,994 1,225,000 Building Maintenance 0 0 0 0 1,585,956
Other Post Employment Benefit 1,000,000 1,000,000 1,000,000 1,000,000 2,200,000 Successor Agency
Successor Agency 3,211,170 2,855,389 2,904,164 2,264,335 2,228,714 Total 105,878,426 211,337,452 116,077,769 131,340,164 145,531,615 Five-Year Summary of Revenues & Transfers-In by Fund Types FY2023-2024 Budget
C13
Actual Actual Actual Revised Proposed $ Change
2020 2021 2022 2023 2024 over 2023
General Administration
City Council / Regional Associatons 187,854 158,266 241,710 316,978 304,331 (12,646) City Manager 356,458 814,865 1,049,290 1,532,601 1,559,642 27,040 City Treasurer 20,968 22,002 25,273 30,863 24,251 (6,612) City Attorney 700,855 601,173 444,490 688,046 722,488 34,442 City Clerk 415,162 707,340 461,052 719,585 602,639 (116,947) Management Services 3,732,284 4,927,652 4,215,033 5,473,033 5,727,301 254,268 HR & Risk Management 1,417,723 1,039,312 749,646 1,478,726 1,665,099 186,373 General Administration 6,831,303 8,270,610 7,186,495 10,239,833 10,605,751 440,641 Public Safety
Fire 14,548,174 16,147,803 15,682,884 15,875,025 19,446,726 3,571,700 Police 20,764,693 21,858,082 20,518,649 22,781,064 30,648,860 7,867,796 Public Safety 35,312,868 38,005,884 36,201,533 38,656,090 50,095,586 11,439,496 Community Services & Improvements
Library 2,560,985 2,293,721 2,178,878 2,651,431 2,902,337 250,906 Recreation & Communtiy Services 3,315,824 1,983,947 2,115,223 2,631,047 3,192,293 561,246 Community & Economic Development 2,273,861 1,623,177 1,265,944 2,291,802 3,445,688 1,153,886 Community Services & Improvements 8,150,670 5,900,845 5,560,045 7,574,281 9,540,318 1,715,131 City Infrastructure
Public Works 29,117,661 31,517,762 33,301,204 41,361,827 47,100,540 5,738,712 Capital Improvement Projects 4,139,648 1,485,152 942,176 25,098,023 26,219,721 1,121,698 City Vehicles 725,966 785,000 59,034
City Infrastructure 33,257,309 33,002,914 34,243,381 67,185,816 74,105,260 6,919,444 Non-Department/Internal Services
Worker's Compensation 3,802,412 2,526,133 3,700,146 2,445,300 3,586,907 1,141,607 General Liability 4,497,287 4,993,048 6,298,787 5,579,438 7,652,133 2,072,696 Post-Employement Activity 11,222,005 107,598,258 10,853,781 12,257,409 11,338,370 (919,039) 19,521,704 115,117,440 20,852,714 20,282,146 22,577,410 2,295,264 ARPA Projects 2,239,920 5,420,504 3,845,106 (1,575,398) Successor Agency 5,313,913 13,429,835 5,816,250 2,261,702 2,233,659 (28,043) Total 108,387,767 213,727,528 109,860,418 151,620,372 173,003,090 21,206,534 Five-Year Summary of Expenditures & Transfers-In by Fund Types FY2023-2024 Budget
C14
Expenditures by Fund and Character
FY 2023-2024
C15
Combined City and Successor Agency
Expenditures by Fund:

Expenditures by Character:

2.2 22.8

36.9 7.7

41.9 61.8
0 10 20 30 40 50 60 70
Successor Agency
Internal Services
Enterprise
Grants
Special Revenue
General Fund

16.3 29.3

24.3 7.1

34.3 58.7

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
Debt Service/Other Payments
Capital Expenditures
Internal Services
Commodities
Services
Salary and Benefits
Source of Funds by Department
FY 2023-2024 Budget
General State 241 238 Measure Measure 300 Other Internal Successor DEPARTMENT Fund Retirement Gas Tax Prop C Prop A M 240 R 239 MD 220 Grants Special Rev. Water Sewer Refuse Services Agency Total City Council $209,905 $4,888 $0 $0 $0 $0 $0 $0 $0 $89,539 $0 $0 $0 $0 $0 $304,332 City Manager $1,487,191 $72,450 $0 $0 $0 $0 $0 $0 $18,078 $0 $0 $0 $0 $0 $2,233,659 $3,811,378 City Clerk $577,806 $24,832 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $602,638 City Treasurer $21,685 $2,566 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,251 City Attorney $722,488 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $722,488 Finance $2,592,124 $154,353 $0 $0 $0 $0 $0 $0 $1,566,971 $0 $196,186 $194,024 $194,024 $1,601,212 $0 $6,498,894 HR/Risk Management $695,338 $36,211 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $933,550 $0 $1,665,099 Community Development $2,973,981 $106,762 $0 $0 $0 $0 $0 $0 $0 $0 $122,470 $144,308 $98,167 $0 $0 $3,445,688 Police $25,461,752 $2,614,897 $0 $0 $0 $0 $0 $0 $3,303,831 $467,500 $0 $0 $0 $0 $0 $31,847,980 Fire $16,141,385 $1,685,386 $0 $0 $0 $0 $0 $0 $819,023 $588,392 $86,294 $85,831 $85,831 $457,343 $0 $19,949,485 Library $2,636,875 $173,807 $0 $0 $0 $0 $0 $0 $434,389 $0 $0 $0 $0 $0 $0 $3,245,071 Recreation/Community Sr $2,064,961 $94,016 $0 $0 $912,599 $0 $0 $0 $1,010,823 $56,557 $36,607 $14,134 $13,419 $0 $0 $4,203,116 Public Works $2,878,515 $93,083 $1,463,149 $927,654 $1,454,366 $24,768 $810,216 $1,172,059 $66,548 $1,254,537 $20,971,697 $3,010,552 $7,555,957 $5,417,438 $0 $47,100,539 Capital Expenses $2,257,791 $0 $500,000 $979,557 $0 $1,646,112 $4,321,000 $0 $445,000 $12,434,917 $212,660 $3,847,685 $0 $360,000 $0 $27,004,721 Non-Departmental $1,051,192 $7,413,370 $0 $0 $0 $0 $0 $0 $0 $401,191 $0 $0 $0 $13,711,659 $0 $22,577,412 Total Funds $61,772,986 $12,476,621 $1,963,149 $1,907,211 $2,366,965 $1,670,880 $5,131,216 $1,172,059 $7,664,664 $15,292,633 $21,625,914 $7,296,534 $7,947,398 $22,481,202 $2,233,659 $173,003,090 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
C16
General Fund Five Year Projection
FY 2023-2024 Budget
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 Notes
Beginning Fund Balance 32,509,447 28,965,265 21,964,774 24,077,879 26,427,204 27,874,552 Prepaid 82,310 82,310 82,310 82,310 82,310 82,310
Committed - Catastrophic 4,840,000 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 19,156,028 12,155,537 13,768,642 15,617,967 16,565,315 18,181,846 (2) Unassigned 0 0 0 0 0 0
Ending Fund Balance 28,965,265 21,964,774 24,077,879 26,427,204 27,874,552 29,491,083 Recurring Revenues:

Property Taxes 21,308,720 21,628,351 22,385,158 23,101,483 23,840,731 24,603,634 (3) Sales Tax 9,294,060 10,947,597 18,586,329 19,382,511 20,177,194 21,004,459 (4) Utility User Tax 3,278,449 3,294,841 3,327,789 3,361,067 3,394,678 3,428,625 (5) Transient Occupancy Tax 2,098,921 2,796,243 2,880,130 2,966,534 3,055,530 3,147,196 (6) Business License Tax 876,521 885,286 911,582 938,929 967,097 996,110 (7) Other Taxes 1,422,588 1,278,931 1,435,909 1,481,858 1,529,278 1,578,214 (8) Licenses & Permits 1,531,954 1,525,002 1,716,200 1,767,686 1,820,717 1,875,338 (7) Charges for Services 7,498,057 6,903,095 7,193,723 7,337,597 7,484,349 7,634,036 (9) Other Revenue 1,762,688 4,142,875 4,949,271 5,048,256 5,149,221 5,252,206 (9) Transfers-In
Total Revenues 49,071,958 53,402,221 63,386,091 65,385,923 67,418,795 69,519,818 Expenditures:

Salaries & Benefits 32,350,922 32,933,723 35,559,720 38,237,706 40,284,837 41,493,382 (10) Services 5,294,211 6,558,080 6,583,174 6,714,837 6,849,134 6,986,117 (11) Commodities 1,086,421 1,233,000 1,616,206 1,648,530 1,681,500 1,715,130 (11) Internal Service Chgs 7,754,242 6,711,526 9,270,799 10,197,879 10,911,730 11,457,317 (12) Capital Projects 4,101,903 8,959,325 2,257,791 2,000,000 2,000,000 2,000,000 GF Suppl to Pension 2,764,400 2,764,400 2,469,498 2,469,498 2,469,498 2,469,498 OPEB 798,100 800,584 1,617,981 1,617,981 1,617,981 1,617,981 (13) Debt Service - Motorola 307,745 307,745 2,255,799 0 0 0 Debt Service - Siemens 127,264 134,329 142,019 150,167 156,766 163,862 Total Expenditures 54,585,207 60,402,712 61,772,986 63,036,598 65,971,447 67,903,287 Surplus/(Deficit) (5,513,249) (7,000,491) 1,613,105 2,349,325 1,447,348 1,616,531 5-Year Long-Term Projection
C17
General Fund Five Year Projection General Fund Five Year Projection FY 2023-2024 Budget FY 2022-2023 Budget
(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. Expensed approximately $6.7 million in FY21-22.

The remaining is expected to be expensed in FY22-23.
(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 3.5% in FY23-24; and 4.1% for future years; Costco sales tax share with Montebello will decrease from 50% to 18% in FY23-24.

Forecast includes estimated $8M in Measure MP sales tax annually (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) Salaries project an increase related to the compensation study and bargaining unit negotiations FY24-25 includes a GF increase of $900K due to expiration of on-time ARPA funds (11) 2% Services and Commodities increase. FY24-25 includes a reduction of one-time expenses from FY23-24 (12) 10% Increase in General Liability & Worker's Compensation Costs (13) Includes reallocation of other pension cost from general fund to OPEB.

C18
Full Time Part Time Full Time Part Time Full Time Part Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 -
Mayor Pro Tem 1 - 1 - 1 -
Council Members 3 - 3 - 3 -
CITY COUNCIL TOTAL 5 - 5 - 5 -
CITY MANAGER - 1200
City Manager 1 - 1 - 1 -
Assistant City Manager 1 - 1 - 1 -
Community Communications Coordinator 1 - 1 - 1 - Community Media Specialist - 0.26 - 0.50 0 0.50
Director of Finance 0.20 - 0.20 - 0.20 -
Principal Management Analyst - - - - 1 -
Secretary to the City Manager 1 - 1 - 1 - Video Technician - 0 1 0 1 -
CITY MANAGER TOTAL 4.20 0.26 5.20 0.50 6.20 0.50 CITY CLERK - 1300
City Clerk - Elected Official 1 - 1 - 1 - Deputy City Clerk 1 - 1 - 1 -
Assistant Deputy City Clerk 1 - 1 - 1 - Clerk Typist - 0.50 - 0.50 - 0.50
Senior Clerk Typist 1 - 1 - 1 -
CITY CLERK TOTAL 4 0.50 4 0.50 4 0.50 FINANCE - 1400
Director of Finance 1 - 1 - 1 -
Account Clerk 1 0.95 1 1.00 1 1.50 Accountant 2 - 2 - 2 -
Admin Intern - 0.50 - 0.50 0 -
Admin Secretary 1 - 1 - 1 -
Finance Manager 1 - 1 - 1 -
Financial Analyst - - 2 - 2 -
2021-2022 2022-2023 2023-2024
City of Monterey Park
Citywide Personnel Summary - 2023-2024

FY FY FY
C19
Full Time Part Time Full Time Part Time Full Time Part Time 2021-2022 2022-2023 2023-2024
City of Monterey Park
Citywide Personnel Summary - 2023-2024

FY FY FY
Information System Specialist 1 - 2 - 2 - Information Technology Manager 1 - 1 - 1 - Information Technology Technician 1 - 1 - 1 - Payroll Technician 1 - - - 0 - Principal Management Analyst - 0.50 - 0.50 0 0.50
Senior Account Clerk 6 - 6 - 6 -
Senior Accountant 0.50 - 0.50 - 0.50 -
Support Services Manager 1 - - - - -
Support Services Supervisor 1 - - - - -
FINANCE TOTAL 18.50 1.95 18.50 2.00 18.50 2.00 CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 - CITY TREASURER TOTAL 1 - 1 - 1 -
COMMUNITY DEVELOPMENT - 1700
Director of Community Development - 0.50 1 - 1 - Assistant Planner 1 - 1 - 1 -
Building Inspector 2 - 2 - 2 -
Building Official 1 - 1 - 1 -
Economic Development Manager 1 - 1 - 1 - Economic Development Specialist 1 - 1 - 1 - Permit Technician I 1 - 1 - 1 -
Permit Technician II 1 - 1 - 1 -
Plan Checker 1 - 1 - 1 -
Planning Intern - 0.46 - 0.50 0 0.50
Planning Manager 1 - 1 - 1 -
Planning Technician 1 1 - 1 -
Senior Clerk Typist 1 1 - 1 -
Senior Planner 1 - 1 - 1 -
COMMUNITY DEVELOPMENT TOTAL 13 0.96 14 0.50 14 0.50 HUMAN RESOURCES AND RISK MANAGEMENT - 1800
Director of Human Resources/Risk Management 1 - 1 - 1 - Human Resources Analyst 1 - 1 - 1 -
Human Resources Assistant 1 - 1 - 1 -
Human Resources Technician 2 - 2 - 2 -
Human Resources/Risk Manager 1 - 1 - 1 - HR AND RISK MANAGEMENT TOTAL 6 - 6 - 6 -
C20
Full Time Part Time Full Time Part Time Full Time Part Time 2021-2022 2022-2023 2023-2024
City of Monterey Park
Citywide Personnel Summary - 2023-2024

FY FY FY
POLICE - 3100
Police Chief 1 - 1 - 1 0
Animal Services Officer 1 1 2 - 2 0 Community Services Officer 2 3.35 3 2.50 3 2.50 Communications Supervisor - - 1 - 1 0 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 9 1.25 Evidence Officer 1 0.80 2 0.00 2 0 Jailer 5 0.50 4 1.00 4 1
Jailer Supervisor - - 1 - 1 0 Principal Management Analyst 1 - 1 - 1 0 Outreach and Housing Navigation Coordinator 1 - 1 - 1 0 Police Administrative Assistant 1 - 1 - 1 0 Police Cadet - 2 - 2 0 2
Police Captain 2 - 2 - 2 0
Police Clerk 11 - 10 - 10 0
Police Corporal 14 - 14 - 14 0
Police Lieutenant 7 - 7 - 7 0
Police Officer 43 - 43 - 45 0
P
olice Records Cadet - 0.50 - 0.50 0 0.50
Police Records Clerk - 1 - 1 0 1
Police Records Management System Technician 1 - 1 - 1 0 Police Records Supervisor - - 1 - 1 0
Police Sergeant 9 - 9 - 9 0
Secretary 1 - 1 - 1 0
POLICE TOTAL 110 14.26 113 13.25 116 13.25 C21
Full Time Part Time Full Time Part Time Full Time Part Time 2021-2022 2022-2023 2023-2024
City of Monterey Park
Citywide Personnel Summary - 2023-2024

FY FY FY
FIRE - 3200
Fire Chief 1 - 1 - 1 -
Code Enforcement Officer 4 - 3 - 3 -
Division Chief 3 - 3 - 4 -
Fire Captain 12 - 12 - 12 -
Fire Engineer 12 - 12 - 12 -
Fire Fighter 11 - 11 - 11 -
Fire Fighter/Paramedic 13 - 13 - 13 -
Fire Marshal 1 - 1 - 1 -
Fire Prevention Permit Technician I 1 - 1 - 1 - Fire Safety Specialist 1 0.50 2 - 2 - Principal Management Analyst 1 - 1 - 1 - Senior Account Clerk 2 - 2 - 2 -
Senior Clerk Typist 1 - 1 - 1 -
Senior Code Enforcement Officer - - 1 - 1 - FIRE TOTAL 63 0.50 64 - 65 - PUBLIC WORKS - 4200
Director of Public Works 1 - 1 - 1 0
Assistant City Engineer 1 - 1 - 1 0
Administrative Intern - 0.24 - 0.25 0 0.25
Administrative Secretary 1 - 1 - 1 0 Auto Shop Technician 1 - 1 - 1 0
Building Trades Technician 1 - 1 - 2 0 Civil Engineering Assistant 1 - 1 - 1 0 Civil Engineering Associate 3 - 2 - 2 0 Civil Engineering Technician 2 - 2 - 1 0 Consumer Services Representative 2 - 2 - 2 0 Crew Leader 3 - 3 - 3 0
Cross Connection Control Inspector 2 - 2 - 2 0 Electrician 1 - 1 - 1 0
Engineering Aide - 0.96 - 1.00 0 1.00
Equipment Mechanic 2 - 2 - 2 0
Equipment Service Specialist - 0.50 - 0.50 0 0.50
C22
Full Time Part Time Full Time Part Time Full Time Part Time 2021-2022 2022-2023 2023-2024
City of Monterey Park
Citywide Personnel Summary - 2023-2024

FY FY FY
Facilities Maintenance Supervisor 1 - 1 - 1 0 Lead Equipment Mechanic 1 - 1 - 1 0
Maintenance Worker 9 6.96 9 7.00 11 1.50 Management Analyst 1 - 1 - 1 -
Park Maintenance Crew Leader 2 - 2 - 2 - Park Maintenance Worker 3 - 3 - 3 -
Park Supervisor 1 - 1 - 1 -
Principal Management Analyst 2 - 1 - 1 - Public Works Inspector 1
Public Works Maintenance Manager 1 - 1 - 1 - Public Works Maintenance Supervisor 1 - 1 - 1 - Public Works Manager - - 1 - 1 -
Senior Civil Engineer - - 1 - 1 -
Senior Clerk Typist 1 - - 0.50 0 0.50 Senior Maintenance Worker 4 - 4 - 4 -
Senior Water Production System Operator 1 - 1 - 1 - Water Distribution Crew Supervisor 1 - 1 - 1 - Water Distribution Lead Worker 2 - 2 - 2 - Water Operation Supervisor 1 - 1 - 1 -
Water Production Supervisor 1 - 1 - 1 -
Water Production System Operator 4 - 4 - 4 - Water Utility Maintenance Worker 5 1 5 1.00 5 1.00 Water Utility Manager 1 - 1 - 1 -
Sr. Accountant 1 - 0.5 - 0.5 -
PUBLIC WORKS TOTAL 64.50 9.66 63.50 10.25 66.50 4.75
MONTEREY PARK BRUGGEMEYER LIBRARY - 6000
City Librarian 1 - 1 - 1 -
Adult Literacy Coordinator 1 - 1 - 1 -
Administrative Secretary 1 - 1 - 1 -
Janitor - - - - 0 -
Librarian 4 - 4 1.00 4 1.00
Library Assistant 4 0.38 5 3.50 5 6.00
Library Circulation Serv Supervisor 1 - - - 0 - Library Page - 1.00 - 2.50 0 2.50
Library Technician 2 - 2 - 2 -
Senior Librarian 3 - 3 - 3 - Senior Library Assistant 1 - - - 0 - LIBRARY TOTAL 18.00 1.38 17.00 7.00 17.00 9.50
C23
Full Time Part Time Full Time Part Time Full Time Part Time 2021-2022 2022-2023 2023-2024
City of Monterey Park
Citywide Personnel Summary - 2023-2024

FY FY FY
RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 - Adminitrative Aide 1 - 1 - 1 -
Assistant Pool Manager - 0.40 - 0.50 0 0.50
Dial-A-Ride Driver 3 2.00 3 - 3 -
Cashier - 0.00 - - 0 -
Child Care Coordinator 1 - 1 - 1 -
Child Care Teacher - 3.40 - 3.25 0 3.25
Clerk Typist - 0.50 - - 0 -
Dial-A-Ride Dispatcher 1 - 1 - 1 -
Janitor 1 - 1 - 1 -
Junior Lifeguard - 0.00 - - 0 -
Lifeguard - 1.36 - 1.50 0 1.50
Locker Room Attendant - 0.00 - - 0 -
Pool Maintenance Worker 1 - 1 - 1 - Pool Manager - 3.54 - 3.50 0 3.50
Program Coordinator 2 - 2 - 2 -
Recreation Leader - 8.04 - 10.50 0 10.50
Recreation Manager 1 - 1 - 1 -
Recreation Supervisor 2 - 2 - 2 -
Senior Clerk Typist 1 - 1 - 1 -
Senior Lifeguard - 0.67 - 1.00 0 1.00
Senior Recreation Leader - 2.00 - 1.50 0 1.50
RECREATION / COMM. SERVICES TOTAL 15.00 21.91 15.00 21.75 15.00 21.75 CITYWIDE TOTAL 322 51.38 326 55.75 334 52.75 C24

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City Council Department
FY 2023-2024 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
Expenditures by Program
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget City Council 1101 $141,830 $146,439 $146,439 $133,792
Regional Associations 1110 $65,112 $81,000 $81,000 $81,000 Total Expenditures $206,941 $227,439 $227,439 $214,792

Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

City Council Department
FY 2023-2024 Preliminary Budget

Significant Changes
Beginning in FY 2023-2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis . 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

Department Personnel Summary

Department Organizational Chart

Full Time Part Time Full Time Part Time Full Time Part Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 - Mayor Pro Tem 1 - 1 - 1 - Council Members 3 - 3 - 3 - CITY COUNCIL TOTAL 5 - 5 - 5 - 2021-2022 2022-2023 2023-2024

FY FY FY
District 5 District 2 District 4
Residents of
Monterey Park
Jose Sanchez Thomas Wong Vinh T. Ngo Yvonne Yiu Henry Lo Mayor Mayor Pro Temp Council Member Council Member Council Member City Council Department
FY 2023-2024 Preliminary Budget

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $200,763 $222,551 $222,551 $209,905
General Fund $5,500 $0 $0 $0
Special Revenue $679 $4,888 $4,888 $4,888
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $206,941 $227,439 $227,439 $214,792

D4
City Council Department
FY 2023-2024 Preliminary Budget
P
rogram: City Council
Program No.: 1101
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $66,176 $72,729 $72,729 $46,483
Services $55,342 $49,500 $49,500 $49,500
Commodities $1,112 $6,500 $6,500 $8,000
Internal Services $19,200 $17,710 $17,710 $29,810
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $141,830 $146,439 $146,439 $133,792
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

City Council Department
FY 2023-2024 Preliminary Budget
D5
P
rogram 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 cooperation, legislation, and programs that are consistent with the needs of the community.
202
3-2024 Goals and Objectives
• Coordination and implementation of 2023-24 Strategic Plan goals and objectives • C ontinue to help the community heal from the impacts of the January 21, 2023 Mass Shooting Incident
• E stablish a permanent memorial for the victims of the January 21, 2023 incident 202
2-2023 Major Accomplishments
• Develop a 2023-2024 Strategic Plan listing prioritized goals and objectives. • C oordination and implementation of 2022-23 Strategic Plan goals and objectives. o Focused on Fiscal Sustainability and added Measure MP to the November 2022 ballot for voter consideration
o Housing
o Going Green Initiative
o Mobility/Transit Needs Survey
o Public Safety Education
City Council Department
FY 2023-2024 Preliminary Budget
D6
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $135,651 $141,551 $141,551 $128,905
General Fund $5,500 $0 $0 $0
Special Revenue $679 $4,888 $4,888 $4,888
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $141,830 $146,439 $146,439 $133,792
City Council Department
FY 2023-2024 Preliminary Budget

Program: Regional Associations
Program No.: 1110
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $65,112 $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 $65,112 $81,000 $81,000 $81,000

Program 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
City Council Department
FY 2023-2024 Preliminary Budget
D8

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $65,112 $81,000 $81,000 $81,000
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $65,112 $81,000 $81,000 $81,000

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City Manager Department
FY 2023-2024 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 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.

• 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 2023-2024 Preliminary Budget
E2

Department Budget Summary
Expenditures by Program

FY 2021-
22 FY 2022-23 FY 2022-23
FY 2023-
24 Program Name
Program
No. Actual Original Budget Projected Budget Budget
City Manager 1201 $673,670 $742,275 $742,275 $1,086,553 SA For Former RDA 1203 $5,816,250 $2,261,702 $2,261,702 $2,233,659 Media Production & Comm. 1209 $225,390 $331,788 $331,788 $424,569 Total Expenditures $6,715,310 $3,335,765 $3,335,765 $3,744,780

Authorized Full-Time
Equivalent Positions 4.70 5.70 5.70 6.70

In FY 2022-2023, the City hired a consultant to conduct a compensation study. The compensation study analyzed current pay practices among other comparable municipalities and determined whether salaries were competitive. The results were presented to Council on April 5, 2023, and any increases to salaries are included in the FY2023-2024 budget.

The City conducted a compensation study for part -time classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourl y rates have been adjusted and funds have been included in the budget.

The Economic Development Division (1205) and the Business Improvement Area (1111) are assigned to the Community Development Department in FY2023-24. The City Manager’s Office is adding one Principal Management Analyst to support with ongoing needs.

City Manager Department
FY 2023-2024 Preliminary Budget
E3

Department Personnel Summary

CITY MANAGER - 1200
City Manager 1 - 1 - 1 - Assistant City Manager 1 - 1 - 1 - Community Communications Coordinator 1 - 1 - 1 - Community Media Specialist - 0.26 - 0.50 0 0.50 Director of Finance 0.20 - 0.20 - 0.20 - Principal Management Analyst - - - - 1 - Secretary to the City Manager 1 - 1 - 1 - Video Technician - 0 1 0 1 - CITY MANAGER TOTAL 4.20 0.26 5.20 0.50 6.20 0.50 C ity Manager Department
FY 2023-2024 Preliminary Budget
E4
Department Organizational Chart
Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $644,121 $1,024,153 $1,024,153 $1,420,593 General Fund $194,867 $5,998 $5,998 $0
Special Revenue $36,967 $43,911 $43,911 $72,450
Enterprise $2,660 $0 $0 $18,078
Internal Service $20,446 $0 $0 $0
Successor Agency $5,816,250 $2,261,702 $2,261,702 $2,233,659 Total $6,715,310 $3,335,765 $3,335,765 $3,744,780

Program: City Manager
Program No.: 1201
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $488,340 $545,618 $545,618 $793,514 Services $51,428 $62,900 $62,900 $62,900
Commodities $413 $3,200 $3,200 $28,200
Internal Services $133,490 $130,557 $130,557 $201,939 Capital Outlay $0 $0 $0 $0
Debt Service ($0) $0 $0 $0
Total Expenditures $673,670 $742,275 $742,275 $1,086,553

Authorized Full-Time
Equivalent Positions 2.80 2.80 2.80 3.80

Program 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.

City Manager Department
FY 2023-2024 Preliminary Budget
E6

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

2.08. Specific service objectives are:

• Provide 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.

• 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.

• 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.

2023-2024 Goals and Objectives
• Implement and execute the City Council Strategic Plan FY 2023-2024 • Complete hillside stabilization of Goodviews Abetment Project (GAP) • Continue to evaluate current and future City facilities space needs and provide recommendations for viable solutions

City Manager Department
FY 2023-2024 Preliminary Budget
E7
202
2-2023 Major Accomplishments
• Significant progress to the hillside stabilization of Goodviews Abetment Project (GAP) • Coordinated response efforts resulting from the January 21, 2023 Mass Shooting Incident • Provided support to City Council in establishing a City Council Strategic Plan FY 2023- 2024
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $642,821 $698,364 $698,364 $1,014,102
General Fund $5 $0 $0 $0
Special Revenue $30,845 $43,911 $43,911 $72,450
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $673,670 $742,275 $742,275 $1,086,553 City Manager Department
FY 2023-2024 Preliminary Budget
E8

Program: Successor Agency For The Former RDA
Program No.: 1203
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $105,392 $121,100 $121,100 $130,753 Services $63,622 $59,376 $59,376 $65,868
Commodities $1,688 $4,200 $4,200 $4,010
Internal Services $17,290 $12,189 $12,189 $36,315
Capital Outlay $0 $0 $0 $0
Debt Service $5,628,258 $2,064,838 $2,064,838 $1,996,713 Total Expenditures $5,816,250 $2,261,702 $2,261,702 $2,233,659

Authorized Full-Time
Equivalent Positions 0.40 0.40 0.40 0.40

Program 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 function s. 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 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
Successor Agency $5,816,250 $2,261,702 $2,261,702 $2,233,659 Total Expenditures $5,816,250 $2,261,702 $2,261,702 $2,233,659

City Manager Department
FY 2023-2024 Preliminary Budget
E9
P
rogram: Media Production and Communications
Program No.: 1209
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $104,537 $195,559 $195,559 $251,893 Services $11,975 $13,180 $13,180 $13,180
Commodities $80,528 $88,938 $88,938 $88,938
Internal Services $28,350 $34,111 $34,111 $70,558
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $225,390 $331,788 $331,788 $424,569
Authorized Full-Time
Equivalent Positions 1.50 2.50 2.50 2.50
P
rogram Details
The Media Production Division coordinates the City’s
Cable Television, general and community-based
programming, and original productions. Additionally,
the division also oversees the City’s website and social media accounts. The Division also coordinates and
assists the City Contractor with the publication of the Monterey Park CASCADES newspaper.

Ser
vice objectives are:
• T
hrough 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.
• O
versee 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.

City Manager Department
FY 2023-2024 Preliminary Budget
E10
• Assist City Departments through the creation of brochures, cable programs, public se rvice 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.
2023
-2024 Goals and Objectives
• I
ncrease staffing to enhance and improve organization-wide public communication efforts and outreach strategies.
• Continue to develop community communications strategies utilizing various methods including social media, e-newsletters, news releases, virtual meetings, Cascades Newspaper, etc.
• Work with and advise City Department website editors to improve visual consistency, accuracy and ADA compliance.
• Assist City Departments with completing their website “department header” projects. 202
2-2023 Major Accomplishments
• Produced original programming for internet streaming and MPK-TV cable broadcast such as: the Raising Cane’s Ribbon Cutting Ceremony, Fire Department Badge Ceremony, Independence Day Celebration, Sales Tax Ballot Proposition Discussion, Police Department Promotional Ceremony, Patriot Day, Monster Mash Halloween Event, Electric Park EDM Festival, Luminarias Restaurant Ribbon Cutting, a Tree Memorial Ceremony, Jersey Mike's Ribbon Cutting, Holiday Snow Village, Lunar New Year Press Conference, January 31, 2023 Press Conference, Spring Egg Hunt, Sierra Vista Park Courts Ribbon Cutting, the Kokoro Japanese Restaurant Ribbon Cutting and others. • Produced, created and disseminated website alerts, social media, video messaging and news releases regarding the January 21, 2023 shooting incident. • Collaborated with public safety departments and city staff to keep public aware and informed of President Biden’s Monterey Park visit.
• Began the city website redesign project with a team of staff to refresh the city website design and user interface. (Scheduled for completion June 2023). • Worked with the Economic Development and Community Development Departments to create a streamlined “Starting a Business in Monterey Park” website portal. • Assisted Economic Development Department to increase adoption and awareness of, and business participation with, the Monterey Park Rewards loyalty app. • Collaborated with the City GoingGreenMPK team to create messaging to increase awareness and participation with sustainability initiatives. • Communicated via multiple languages the availability of free, local COVID-19 vaccines, boosters and information.

City Manager Department
FY 2023-2024 Preliminary Budget
E11
• Aided Public Works with creating a street closure/construction notification workflow to insure timely messaging to residents via social media.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $1,300 $325,790 $325,790 $406,491
General Fund $194,862 $5,998 $5,998 $0
Special Revenue $6,122 $0 $0 $0
ARPA $2,660 $0 $0 $18,078
Enterprise $20,446 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $225,390 $331,788 $331,788 $424,569

THIS PAGE INTENTIONALLY LEFT BLANK

City Clerk Department
FY 2023-2024 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 transparent and accessible to the
public.

The Office of the City Clerk is a service
department within the municipal government
upon which the City Council, 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 publ ic 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. • 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.

City Clerk Department
FY 2023-2024 Preliminary Budget
F2

• 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 st ate regulations; accept applications for commissions and arrangements for City Council interviews.

Significant Changes

Beginning in FY 2023-2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis . 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

The City conducted a compensation study for part -time classifications. This included an increase to the sa lary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

Department Budget Summary
Expenditures by Program
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget City Clerk 1301 $461,052 $719,585 $719,585 $602,639
Total Expenditures $461,052 $719,585 $719,585 $602,639

Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50

City Clerk Department
FY 2023-2024 Preliminary Budget
F3

Department Personnel Summary

Department Organizational Chart

CITY CLERK - 1300
City Clerk - Elected Official 1 - 1 - 1 - Deputy City Clerk 1 - 1 - 1 - Assistant Deputy City Clerk 1 - 1 - 1 - Clerk Typist - 0.50 - 0.50 - 0.50 Senior Clerk Typist 1 - 1 - 1 - CITY CLERK TOTAL 4 0.50 4 0.50 4 0.50

City Clerk Department
FY 2023-2024 Preliminary Budget
F4

Program: City Clerk
Program No.: 1301
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $323,917 $326,447 $326,447 $358,191 Services $53,706 $279,767 $279,767 $93,567
Commodities $18,629 $26,800 $26,800 $51,800
Internal Services $64,800 $86,571 $86,571 $99,080
Capital Outlay $0 $0 $0 $0
Debt Service ($0) $0 $0 $0
Total Expenditures $461,052 $719,585 $719,585 $602,639

Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50

Program Measurements
Actual
2021-2022
Estimated
2022-2023
Projected
2023-2024

General Municipal Election
Voter Turnout
Not an
Election Year
November 2022
40%
Not an
Election Year

Public Records Act Requests 317 255 291

Certificate Requests 396 539 825

2023-2024 Goals and Objectives
- Research to r evamp the City Council certificates and proclamations policy and procedures.

- Evaluate and update the City’s r etention schedule in accordance with laws and regulations.

City Clerk Department
FY 2023-2024 Preliminary Budget
F5

- Research for implementation of an agenda management or a document workflow solution to improve organizational efficiency and effectiveness.

2022-2023 Major Accomplishments
- Conducted a General and Special Election in November 2022 to fill three City Council positions in District Nos. 1, 3, 5, a City Clerk position, a City Treasurer position, and a general tax proposition, Measure MP.

- Implemented a process for digital signature to facilitate organizational effectiveness and efficiency to reduce paper waste.

- Implemented and streamlined the commission applying process with the creation of an online application to promote public engagement.

- Implemented and streamlined the process for the public to subscribe to the City’s newsletter and varies of agendas to promote transparency and public engagement.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $442,739 $692,076 $692,076 $577,806
General Fund $2,183 $0 $0 $0
Special Revenue $16,130 $27,510 $27,510 $24,832
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $461,052 $719,585 $719,585 $602,639

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City Treasurer Department
FY 2023-2024 Preliminary Budget
G1

DEPARTMENT: City Treasurer

DIVISION: City Treasurer

DIVISION NO.: 1501
Department Budget Summary
Expenditures by Program
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget City Treasurer 1501 $25,273 $30,863 $30,863 $24,251
Total Expenditures $25,273 $30,863 $30,863 $24,251

Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00

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 are no significant changes in Fiscal Year 2023-2024.

City Treasurer Department
FY 2023-2024 Preliminary Budget
G2

Department Personnel Summary

2023-2024 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.

2022-2023 Major Accomplishments
• Presented Monthly Investment Reports timely.

• Presented Annual City Investment Policy to the City Council on September 07, 2022.

• Managed the City’s investment portfolio prudently and conservatively in maximizing interest earnings during the 2022-2023 fiscal year.

CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 - CITY TREASURER TOTAL 1 - 1 - 1 - City Treasurer Department
FY 2023-2024 Preliminary Budget
G3

Expenditures by Character
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $20,173 $22,453 $22,453 $10,893
Services $0 $1,955 $1,955 $1,955
Commodities $0 $360 $360 $400
Internal Services $5,100 $6,095 $6,095 $11,003
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $25,273 $30,863 $30,863 $24,251

Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $24,770 $28,297 $28,297 $21,685
General Fund $0 $0 $0 $0
Special Revenue $503 $2,566 $2,566 $2,566
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $25,273 $30,863 $30,863 $24,251

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City Attorney Department
FY 2023-2024 Preliminary Budget
H1

DEPARTMENT: City Attorney

DIVISION: City Attorney

DIVISION NO.: 1601

Department Budget Summary
Expenditures by Program
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget City Attorney 1601 $444,490 $688,046 $688,046 $722,488
Total Expenditures $444,490 $688,046 $688,046 $722,488

Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00

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 City 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.

City Attorney Department
FY 2023-2024 Preliminary Budget
H2

Significant Changes
There are no significant changes in Fiscal Year 2023-2024.

Expenditures by Character
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $444,490 $688,046 $688,046 $722,488
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 $444,490 $688,046 $688,046 $722,488

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund -
Administration $444,490 $688,046 $688,046 $722,488
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $444,490 $688,046 $688,046 $722,488

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Finance Department
FY 2023-2024 Preliminary Budget
I1

Department Overview
The goals of Finance 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.

Programs and Services
The Finance 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 D epartment 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 Finance 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 rela ted to business license, utility tax, transient occupancy tax, admissions tax, and franchise tax.

In addition, the City’s HUD CDBG, Home, and Housing programs are also managed by the Finance Department, under Activity 1405, Community Assistance Housing.

Finance Department
FY 2023-2024 Preliminary Budget
I2
Depa
rtment Budget Summary
Sig
nificant Changes
Beginning in FY 2023-2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis . 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

The City conducted a compensation study for part -t ime classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget Finance 1403 $1,200,839 $1,483,506 $1,483,506 $1,848,582 Information Technolocgy 1404 $774,260 $1,889,008 $1,889,008 $2,372,803 Community Housing Assistance 1405 $1,032,882 $1,052,730 $1,052,730 $795,379 Revenue Collection 1406 $542,516 $1,025,782 $1,025,782 $1,482,128 Central Support Services 1407 $564,773 $852,089 $852,089 $0 Communication/Duplication 1408 $270,803 $0 $0 $0
Total Expenditures $4,386,072 $6,303,116 $6,303,116 $6,498,893 Authorized Full-Time
Equivalent Positions 20.45 20.25 20.25 20.25
Expenditures by Program
Finance Department
FY 2023-2024 Preliminary Budget
I3
Depa
rtment Personnel Summary
FINANCE - 1400
Director of Finance 1 - 1
- 1
-
Account Clerk 1 0.95 1

1.00 1

1.50 Accountant 2 - 2
- 2
-
Admin Intern -

0.50 -

0.50 0
-
Admin Se cre tary 1
- 1
- 1
-
Finance Manager 1
- 1
- 1
-
FFinancial Analyst - - 2 - 2 -
Information System Specialist 1
- 2
- 2
-
Information Technology Manager 1
- 1
- 1
-
Information Technology Technician 1 - 1 - 1
-
Payroll Technician 1 - - - 0 - Principal Management Analyst -

0.50 -

0.50 0

0.50 Senior Account Clerk 6
- 6
- 6
-
Senior Accountant 0.50 -

0.50 - 0.50 -

Support Services Manager 1 -
- - -
-
Support Services Supervisor 1 - -
- -
-
FINANCE TOTAL 18.50 1.95 18.50 2.00 18.50 2.00 Finance Department
FY 2023-2024 Preliminary Budget
I4
Depa
rtment Organizational Chart

Finance Department
FY 2023-2024 Preliminary Budget
I5
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 $2,125,634 $2,702,665 $2,702,665 $2,592,124 General Fund $41,551 $0 $0 $0
Special Revenue $1,176,969 $1,183,922 $1,183,922 $949,733 ARPA $171,039 $830,083 $830,083 $771,592
Enterprise $282,750 $549,219 $549,219 $584,233
Internal Service $588,129 $1,037,227 $1,037,227 $1,601,212 Total $4,386,072 $6,303,116 $6,303,116 $6,498,893
Finance Department
FY 2023-2024 Preliminary Budget
I6
P
rogram: Finance
Program No.: 1403
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $728,126 $918,720 $918,720 $1,173,094 Services $242,886 $307,810 $307,810 $299,500
Commodities $16,633 $22,300 $22,300 $22,300
Internal Services $210,900 $234,676 $234,676 $353,687
Capital Outlay $0 $0 $0 $0
Debt Service $2,294 $0 $0 $0
Total Expenditures $1,200,839 $1,483,506 $1,483,506 $1,848,582 Authorized Full-Time
Equivalent Positions 9.25 9.65 9.65 9.65
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 i n monitoring the City’s cash flow and investing idle funds in accordance with the City’s investment policy.

Finance Department
FY 2023-2024 Preliminary Budget
I7

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
2021-22
Estimated
2022-23
Projected
2023-24
Number of years received awards from
Government Finance Officers Association
(GFOA) and California Society of Municipal
Finance Officers Association (CSMFO) for
excellence in budgeting.
33 34 35
Number of years received awards from GFOA
for excellence in financing reporting.
33 34 35
Number of audits performed. 13 13 13
202
3-2024 Goals and Objectives
• Continue the task of automating processes in the City’s Enterprise Resource Planning (ERP) System to increase efficiencies.
• Continue to analyze and monitor revenues, including; sales tax, property tax, and transient occupancy tax.
• Implement new utility rates to enhance City Water and Sewer infrastructure. • Review and update administrative policies and procedures. • Implement salary changes resulting from bargaining unit negotiations. • Update Investment Policy to meet industry best practices for public sector agencies and receive certification from California Municipal Treasurers Association (CMTA). 2022-2023 Major Accomplishments
• Issued a Request for Proposal for the City’s new Independent Auditors. • Implemented the Capital Asset module of the City’s ERP. • Received awards for excellence from (GFOA) for the City’s 2022-23 Annual Budget and from (GFOA) for the 2021-22 Annual Comprehensive Financial Report.

Finance Department
FY 2023-2024 Preliminary Budget
I8
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $1,118,508 $1,412,084 $1,412,084 $1,738,900 General Fund $28,138 $0 $0 $0
Special Revenue $35,700 $71,422 $71,422 $109,681
Enterprise $18,141 $0 $0 $0
Internal Service $352 $0 $0 $0
Total Expenditures $1,200,839 $1,483,506 $1,483,506 $1,848,582 Finance Department
FY 2023-2024 Preliminary Budget
I9
P
rogram: Information Technology
Program No.: 1404
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $225,597 $382,149 $382,149 $453,450 Services $318,247 $567,000 $567,000 $901,370
Commodities $49,836 $66,451 $66,451 $41,447
Internal Services $34,500 $97,776 $97,776 $226,392
Capital Expenditures $137,490 $775,632 $775,632 $750,145 Debt Service $8,591 $0 $0 $0
Total Expenditures $774,260 $1,889,008 $1,889,008 $2,372,803 Authorized Full-Time
Equivalent Positions 3.00 4.00 4.00 4.00
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.

Finance Department
FY 2023-2024 Preliminary Budget
I10
• 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.
• Supports and maintains technology infrastructure (Local Area Network) switches, database servers, firewalls, application servers, routers for connectivity between sites. • Suppor
ts 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. 2023-2
024 Goals and Objectives
• Implement segmentation of Network to improve security • Upgrade Email Exchange Servers
• Upgrade primary firewall and content filter
• Continue improving Cyber Security positioning of City-Wide IT Infrastructure • Upgrade current PBX Phone System with a hybrid PBX/VoIP System • Move DNS Service from AT&T to CloudFlare for better cyber security and protect against DDOS attack and faster service
2022
-2023 Major Accomplishments
• Implemented a robust disaster recovery plan
• Removed all windows 7 and older computers off the network • Upgraded citywide internet from 200Mbps to 1 Gbps
• Reconfigured Wi-Fi System to better handle internet traffic • Reconfigured EOC and created Network Diagram
• Increased Cyber Security position for entire city IT Infrastructure • Completed City wide installation of cameras that include analytic features • Received the White House Communications Agency Certificate of Appreciation
Finance Department
FY 2023-2024 Preliminary Budget
I11
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $0 $0 $0 $0
General Fund $0 $0 $0 $0
Special Revenue $7,038 $21,698 $21,698 $0
ARPA $171,039 $830,083 $830,083 $771,592
Enterprise $8,406 $0 $0 $0
Internal Service $587,777 $1,037,227 $1,037,227 $1,601,212 Total Expenditures $774,260 $1,889,008 $1,889,008 $2,372,803

Finance Department
FY 2023-2024 Preliminary Budget
I12
P
rogram: Community Housing Assistance
Program No.: 1405
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $24,225 $28,155 $28,155 $64,399
Services $481,482 $478,380 $478,380 $730,388
Commodities $0 $592 $592 $592
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $527,175 $545,603 $545,603 $0
Total Expenditures $1,032,882 $1,052,730 $1,052,730 $795,379 Authorized Full-Time
Equivalent Positions 0.10 0.10 0.10 0.10
P
rograms 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.

T
hrough the 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, supportive services, and non- congregate shelter, to reduce homelessness and increase housing stability across the country.

Finance Department
FY 2023-2024 Preliminary Budget
I13
Under AB 1x26 redevelopment agencies are 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 Estimated Projected
2021-22 2022-23 2023-24
A gencies assisted from
Community Fund 1 1 1
N
umber of Housing Rights Center 89 100 100
clients assisted
HOME
Res
idential Rehab Participants 2 2 4
T
enant Based Rental Assistance 31 0 10
H
omeless Supportive Services 0 0 20
202
3-2024 Goals and Objectives
• Work with the Monterey Police Department to c reate a transitional housing and support services program to assist persons and households experiencing homelessness or at risk of homelessness.
• C
ontinue implementing all goals as identified in the City of Monterey Park 20 20-2024 Five- Year Consolidated Plan.
202
2-2023 Major Accomplishments
• Continue implementing goals as identified in the City of Monterey Park 2020-2024 Five-Year Consolidated Plan.

Finance Department
FY 2023-2024 Preliminary Budget
I14
• Promoted fair housing through the Housing Rights Center by providing four workshops for tenants and landlords.
• Began developing a plan for the implementation of a transitional housing and supportive services program in collaboration with the Monterey Park Police Department. • P
aid off the 2001 HUD Section 108 loan for the Market Place shopping center.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $0 $0 $0 $0
General Fund $2,717 $0 $0 $0
Special Revenue $1,030,165 $1,052,730 $1,052,730 $795,379 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,032,882 $1,052,730 $1,052,730 $795,379 Finance Dep artment
FY 2023-2024 Preliminary Budget
I15
Program: Revenue Collection
Program No.: 1406
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $369,044 $601,044 $601,044 $810,854 Services $6,598 $248,056 $248,056 $315,862
Commodities $3,444 $16,000 $16,000 $53,765
Internal Services $163,430 $160,682 $160,682 $301,648
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $542,516 $1,025,782 $1,025,782 $1,482,128 Authorized Full-Time
Equivalent Positions 5.35 6.50 6.50 6.50
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 for all departments, the billing and collection of utility
charges, the managing of license applications for new
businesses, utility applications for water and refuse
services, the processing of special permits , and the
collection of delinquent accounts.

Specific service objectives are:
• Ensure prompt and courteous customer service
• Collect all money received by the City
• Maintain information on water utility, trash and business license services • Bill and collect for water/sewer/refuse accounts every two months • Manage the yearly collection of business tax and the issuance of business licenses • Ensure prompt and courteous enforcement of the City's business license regulations • Administer and monitor various revenue programs such as Transient Occupancy Tax, Admissions Tax, and Utility Users Tax
• Administer and monitor Utility Users Tax Exemption Program and process

Finance Dep artment
FY 2023-2024 Preliminary Budget
I16
senior/disabled lifeline applications for water discount • Independent Contractor Reporting (ICR) to the state
• Maintain city postage equipment and oversee processing of mail

PROGRAM MEASUREMENTS
Actual
2021-22
Estimated
2022-23
Projected
2023-24
Business Licenses Issued 4,489 4,206 4,330
Utility Bills Mailed 81,867 82,000 82,500
202
3-2024 Goals and Objectives
• Enhance utility billing system with payment -plan module and continue outreach on low- income assistance programs available to City residents. • Continue utility rate study and establish proposed new rates for Proposition 218 process. • Sp
earhead citywide user fee study to determine the true full cost of services provided by all departments.
2022-2023 Major Accomplishments
• Initiated first phase of utility rate study to establish proposed new rates for Prop. 218 process. • Sal
es tax rate successfully increased to 10.25% with the passing of Measure MP. • Reinstated delinquent utility billing and water shut offs in accordance with SB998. • E
stablished additional payment option at public works department counter.

Finance Dep artment
FY 2023-2024 Preliminary Budget
I17
Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $353,332 $457,380 $457,380 $853,223
General Fund $569 $0 $0 $0
Special Revenue $13,297 $19,183 $19,183 $44,672
Enterprise $175,318 $549,219 $549,219 $584,233
Internal Service $0 $0 $0 $0
Total Expenditures $542,516 $1,025,782 $1,025,782 $1,482,128

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Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget
J1
Department Overview
The Human Resources & Risk Management Department is responsible for the administration of City-wide recruitment and selection, employee relations, labor relations, benefits, and the City’s risk management programs. Its primary function is to support City departments in these areas and to minimize risk exposure through loss prevention and control.

Depa
rtment Budget Summary
Expenditures by Program
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget Human Resources 1801 $518,922 $850,330 $850,330 $1,001,210 Risk Management 1802 $290,670 $628,396 $628,396 $663,888 Total Expenditures $809,593 $1,478,726 $1,478,726 $1,665,099 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
P
rograms and Services
The administrative 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.

Sig
nificant Changes
Beginning in FY 2023-2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis . 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 degrees of maintenance, upkeep, Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget

rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

In FY 2022-2023, the City hired a consultant to conduct a compensation study. The compensation study analyzed current pa y practices among other comparable municipalities and determined whether salaries were competitive. The results were presented to Council on April 5, 2023, and any increases to salaries are included in the FY2023-2024 budget.

The City conducted a compensation study for part -time classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted a nd funds have been included in the budget.

In FY 2022-2023, the City launched employee engagement committees to review the City’s employee recognition programs and training programs. From these committees, the City is committed to revise and revamp programs for City employees to assist with retention and support for City services provided by City staff. The anticipated changes increased the Human Resources and Risk Management budget to support these program enhancements.

Department Personnel Summary

HUMAN RESOURCES AND RISK MANAGEMENT - 1800
Director of Human Resources/Risk Management 1 - 1 - 1 - Human Resources Analyst 1 - 1 - 1 - Hum an Resources Assistant 1 - 1 - 1 - Human Resources Technician 2 - 2 - 2 - Human Resources/Risk Manager 1 - 1 - 1 - HR AND RISK MANAGEMENT TOTAL 6 - 6 - 6 - Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget

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 $419,605 $601,191 $601,191 $695,338
General Fund $5,862 $0 $0 $0
Special Revenue $80,162 $62,197 $62,197 $36,211
Enterprise $0 $0 $0 $0
Internal Service $303,963 $815,338 $815,338 $933,550 Total $809,593 $1,478,726 $1,478,726 $1,665,099

Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget

Program: Human Resources
Program No.: 1801
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $223,575 $476,557 $476,557 $537,359 Services $218,252 $273,400 $273,400 $258,400
Commodities $2,567 $6,100 $6,100 $6,100
Internal Services $73,200 $94,273 $94,273 $199,352
Capital Outlay $0 $0 $0 $0
Debt Service $1,328 $0 $0 $0
Total Expenditures $518,922 $850,330 $850,330 $1,001,210

Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50

Program 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. For FY 2023- 2024, an employee committee will plan and support different training opportunities for City staff.

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.

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 Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget
J5
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 assistance program (E AP), 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.

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, fitness -for-duty medical evaluations and statutory drug testing.
202
3-2024 Goals and Objectives
• E
valuate City’s ancillary benefits and 457 providers.
• Revise Personnel Rules and Regulations.
202
2-2023 Major Accomplishments
• C
ompleted negotiations with five sworn associations.
• Conducted City-wide classification and compensation study.

Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget
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Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $414,519 $601,191 $601,191 $695,338
General Fund $5,862 $0 $0 $0
Special Revenue $24,843 $27,263 $27,263 $36,211
Enterprise $0 $0 $0 $0
Internal Service $73,699 $221,875 $221,875 $269,662
Total Expenditures $518,922 $850,330 $850,330 $1,001,210 Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget

Program: Risk Management
Program No.: 1802
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $252,175 $476,852 $476,852 $454,937 Services $2,908 $39,900 $39,900 $39,900
Commodities $887 $1,450 $1,450 $1,450
Internal Services $34,700 $110,195 $110,195 $167,601 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $290,670 $628,396 $628,396 $663,888

Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50

Program 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, excess insurance coverage, and claims handling for liability, property damage, unemployment, and workers’ compensation.

The City maintains General Liability , property coverage, cyber security, 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 expo sure 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 comp ensation 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 for Workers Compensation Programs. The Risk Management Division seeks to minimize the City’s workers compensation financial exposure by performing risk exposure analysis, loss control programs, and by thorough claim investigation, evaluation, and processing, and continuing an active safety training program for employees.

Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget
J8
T
he 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*
Actual
2022-2023*
Community Development 0 0 0 1
Fire 0 1 1 0
General Government 2 2 3 3
Management Services 1 0 0 0
Police 4 4 2 3
Public Works 38 24 13 17
Recreation & Comm Svc 1 0 0 1
TOTAL 46 31 19 25
*A
s of April 26, 2022
WORKERS’ COMPENSATION CLAIMS FILED
Actual
2019-2020
Actual
2020-2021
Actual
2021-2022*
Actual
2022-2023*
Fire 8 18 10 13
General Government 0 0 0
Library 0 1 0
Management Services 0 0 2
Police 27 26 31 5
Public Works 5 3 4 1
Recreation & Comm Svc 1 1 0
TOTAL 41* 49* 47*
*I
ncludes all claims that are OSHA recordable. As of April 26, 2022 202
3-2024 Goals and Objectives
The Risk Management Division is evaluating the City’s Safety training and programs. The division will review the City’s playgrounds to ensure safety protocols are updated. The City is Human Resources and Risk Management Department
FY 2023-2024 Preliminary Budget
J9
revising the City Safety Committee to become a Preparedness Committee to support emergency operations.
202
2-2023 Major Accomplishments
• The City moved to a different Risk Management insurance pool which enhanced the City insurance coverage for the liability and workers’ compensation programs.

F
unding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $5,086 $0 $0 $0
General Fund $0 $0 $0 $0
Special Revenue $55,319 $34,934 $34,934 $0
Enterprise $0 $0 $0 $0
Internal Service $230,264 $593,462 $593,462 $663,888
Total Expenditures $290,670 $628,396 $628,396 $663,888

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Community Development Department
FY 2023-2024 Preliminary Budget

K1
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. Division personnel comment s on and process es 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).

Economic Development Division
The Economic Development Division creates and implements strategies that promote economic growth and job creation within the community, working closely with businesses, investors, and other stakeholders to attract and retain businesses, promote investment, and create jobs. In addition, the Division encourages business investment opportunities, expands the City’s tax base, supports business retention and attraction activities, and assists business rebuilding efforts. Staff assists and supports local businesses, developers, and prope rty owners while balancing private Community Development Department
FY 2023-2024 Preliminary Budget
K2
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, which have a common goal of building a solid economic foundation for the community.

Sig
nificant Changes
Beginning in FY 2023-2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis . 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

The City conducted a compensation study for part -time classifications. This included an increase to the salary schedule to bri ng part-time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

In the 2022-2023 fiscal year, the Planning and Building & Safety Divisions were removed from the Public Works Department and reorganized to create the Community Development Department.

Over the past year, the Community Development Department has established itself as a department by filling vacancies in the Planning Division, developing more efficient processes, organizing records, scheduling destruction of records consistent with the City’s retention schedule, and developing workplace policies and culture which promote professionalism, teamwork and innovation. This has enabled the Community Development Department to provide excellent customer service to homeowners, businesses, and the development community.

In the 2023-2024 fiscal year, the Economic Development Division will be removed from the City Manager’s office and added to the Community Development Department. This change will occur organizationally and physically through the relocation of Economic Development Division staff to the Community Development Department work area. This reorganization will enable enhanced Community Development Department
FY 2023-2024 Preliminary Budget
K3
collaboration amongst the Planning, Building & Safety, and Economic Development Divisions to create a centralized D epartment to assist property owners and developers through the entire development process and connect them to City services aimed at helping new and existing businesses thrive. The expanded services through the Community Development Department will strengthen our local economy through the collective efforts of City staff from various disciplines, including building, planning, economic development.

Depa
rtment Budget Summary
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,186,756 $1,578,363 $1,578,363 $2,556,426 Special Revenue $399,186 $852,955 $852,955 $571,424
Enterprise $90,390 $414,560 $414,560 $474,689
Internal Service $0 $0 $0 $0
Total $1,676,333 $2,845,878 $2,845,878 $3,602,539
FY 2021-22 FY 2022-23 FY 2022-23 F Y 2023-24
Program Name Program No. Actual Original Budget Projected Budget B udget Planning 1701 $425,538 $988,696 $988,696 $1,160,422
Building & Safety 1702 $840,406 $1,303,106 $1,303,106 $1,847,506 Economic Development 1705 $375,620 $464,537 $464,537 $505,072 Business Improvement Area 1111 $34,768 $89,539 $89,539 $89,539 Total Expenditures $1,676,333 $2,845,878 $2,845,878 $3,602,539 Authorized Full-Time
Equivalent Positions 14.00 14.50 14.50 14.50
Expenditures by Program
Funding Sources by Type
Community Development Department
FY 2023-2024 Preliminary Budget
K4
Department Personnel Summary
COMMUNITY DEVELOPMENT - 1700
Director of Community Development - 0.50 - 0.50 1 - Assistant Planner 1 - 1 - 1 -
Building Inspector 2 - 2 - 2 -
Building Official 1 - 1 - 1 -
Economic Development Manager 1 - 1 - 1 - Economic Development Specialist 1 - 1 - 1 - Permit Technician I 1 - 1 - 1 -
Permit Technician II 1 - 1 - 1 -
Plan Checker 1 - 1 - 1 -
Planning Intern - 0.46 - 0.50 0 0.50
Planning Manager 1 - 1 - 1 -
Planning Technician 1 1 - 1 -
Senior Clerk Typist 1 1 - 1 -
Senior Planner 1 - 1 - 1 -
COMMUNITY DEVELOPMENT TOTAL 13 0.96 13 1.00 14 0.50 Community Development Department
FY 2023-2024 Preliminary Budget
K5

Director of Community Development
Building Division
Building Official (V)
2 Building Inspectors
(V)
Plan Checker (V)
Permit Technician I
Permit Technician II
Planning Division
Planning Manager (V)
Senior Planner
Assistant Planner
Planning Technician
Planning Intern
Economic Development
Division
Economic Development
Manager
Economic
Development Specialist
Senior Clerk Typist
City of Monterey Park – Community Development Department Organization Chart
Community Development Department
FY 2023-2024 Preliminary Budget
K6
Program: Planning
Program No.: 1701
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $374,047 $513,493 $513,493 $701,038 Services $6,655 $358,550 $358,550 $63,000
Commodities $1,695 $6,100 $6,100 $7,100
Internal Services $43,141 $110,553 $110,553 $389,284
Capital Outlay $0 $0 $0 $0
Debt Service ($0) $0 $0 $0
Total Expenditures $425,538 $988,696 $988,696 $1,160,422 Authorized Full-Time
Equivalent Positions 5.00 5.50 5.50 5.50
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, Subdivision Review, Environmental Review, General Plan Implementation, and Zoning Administration. • Discretionary Project Review provides the review and processing necessary to e nsure projects comply with City, County, and State development regulations. The Planning 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. T he subdivision review process involves coordination with City departments, public utilities, and outside agencies. The Planning Division is responsible to ensure all project s are consistent with the goals and objectives of the General Plan, as required by the State Subdivision Map Act.

Community Development Department
FY 2023-2024 Preliminary Budget
K7
• Environmental Review Under provisions of the California Environmental 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 ident ifies mitigation measures, which may 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 City monitors all construction projects for compliance with 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.
• Zoning Code 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.

P
rogram Measurements
DISCRETIONARY APPLICATIONS: These types of applications require, as necessary, Planning Commission, 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
2021-22
Estimated
2022-23
Projected
2023-24
Code Amendments* 5 6
Conditional Use Permits 6 5 1
General Plan Amendments 1 1 1
Specific Plan 1 1 0
Tentative Parcel Maps 1 3 5
Tentative Tract Maps 2 5 2
Time Extensions 0 3 3
Variances 0 0 0
Zone Changes 0 4 3
Community Development Department
FY 2023-2024 Preliminary Budget
K8
CEQA
Environmental Impact Reports 0 0 0
Negative Declarations 2 2 3
Categorical Exemptions 3 5 7
*
Most Code Amendments are City initiated. Therefore, no fees were collected.

ADMINISTRATIVE APPLICATIONS: These types of applications subject to the review and approval of the City Planner. These applications may be issued same day approval or some may take up to 2 months to process depending on the complexity of the project.

Actual
2021-22
Estimated
2022-23
Projected
2023-24
Administrative Use Permits 2 2 5
Banners 2 8 5
Minor Departure 0 0 1
Short Term Rentals 0 12 15
Site Plan Review 0 3 4
Temporary Use Permits 6 5 5
Traffic/Parking Study 0 1 2
Yard Sales 47 58 62

DESIGN REVIEW
Signs 10 22 25
Remodels, No increase of floor area 3 0
Remodels, Increase of floor area 0 1 1
New Construction < 10,000 SF 0 0 1
New Construction > 10,000 SF 1 0 1
Landscaping 0 3 5
New Single-Family Residential (or units
totaling greater than 2000 sq. ft.)
20 14 5
Community Development Department
FY 2023-2024 Preliminary Budget
K9
2023-2024 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 accessory dwelling units, among others.
• W
ork collaboratively with the City’s Economic Development Division to help existing businesses thrive, streamline the approval of new busines ses, and identify 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 Department, to provide guidance to developers, residents and business owners developing properties with the City.
• Imp
lementation of electronic plan review and plan submittal for all Planning related applications.
202
2-2023 Major Accomplishments
• Planning Division spearheaded a community-wide campaign called “Going Green”, which involves 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. Sta ff connected with over 1,000 constituents during outreach related to the campaign, through a survey, community workshops, and city events, among others.
• D
eveloped a partnership with CivicWell, from AmeriCorps, by onboarding a CivicWell Fellow who is supporting the City with the Going Green camping over the course of an 11- month fellowship.
• T
he Planning Division oversaw amendments to the adopted Housing (6th Cycle – 2021- 2029) in response to comments received from the California Department of Housing and Community Development (HCD).

Community Development Department
FY 2023-2024 Preliminary Budget
K10
• Implemented 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 plan ning entitlements for a new development projects and conditionally permitted uses
• P
rocessed updates to the Monterey Park Municipal Code as it relates to density bonus law, inclusionary housing, and outdoor dining regulations, among others. • E
stablished regular meetings with the Development Review Team, consisting of staff from Community Development, Fire, and Public Works Departments, to review development proposals that are at various stages of the development process. • R
egularly met with Economic Develop ment Division staff to collaborate on various initiatives to support economic vitality in the City.

F
unding Sources by Type
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $397,758 $600,314 $600,314 $1,079,439
Special Revenue $21,127 $363,202 $363,202 $57,184
Enterprise $6,653 $25,180 $25,180 $23,800
Internal Service $0 $0 $0 $0
Total Expenditures $425,538 $988,696 $988,696 $1,160,422 Community Development Department
FY 2023-2024 Preliminary Budget
K11
Program: Building & Safety
Program No.: 1702
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $314,530 $789,168 $789,168 $760,138 Services $349,553 $347,700 $347,700 $791,300
Commodities $2,194 $15,819 $15,819 $16,719
Internal Services $174,130 $150,419 $150,419 $279,349
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $840,406 $1,303,106 $1,303,106 $1,847,506 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
P
rogram 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 energ y
efficiency of constructions within the local
jurisdiction. It provides staff support to the City
Council, and other City departments in analyzing
issues relating to safety of buildings.

Community Development Department
FY 2023-2024 Preliminary Budget
K12
The Division’s specific service objectives include:
• R
eview bu ilding 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.
• P
rovide 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 safety hazards throu gh 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.

P
rogram Measurements
Actual
2021-22
Estimated
2022-23
Projected
2023-24

PERMITS
Building Permits:
a. Residential, New 17 4 4
b. Residential, Add/Alter 522 525 500
c. Non -Residential, New 2 1 1
d. Non -Residential, Add/Alter 86 85 80
e. Miscellaneous 240 266 266
Building Permits Total 867 881 851
Electrical Permits 489 495 450
Mechanical Permits 293 268 250
Plumbing Permits 315 316 300
All Permits Total 1,964 1,960 1,851,

Community Development Department
FY 2023-2024 Preliminary Budget
K13
ANNUAL PERMIT VALUATION 61.5 60 58

PLAN CHECKS
Total Number Processed 655 688 650
Processed In-House 0 0 0
Contracted Out 100 100 100
5,500

INSPECTIONS
Construction Inspections 5714 5,672
Certificate of Occupancy 1 0 0
All Inspections Total 5715 5,672 5,500
2023-2
024 Goals and Objectives
Our goal is to continue to streamline the plan submittal and permit issuance process by integrating a payment module with our new online portal and permit management software, Acela Citizen Access. This will allow applicants to pay for permit and plan review fees without the need to come to City Hall.
2022-2023 Major Accomplishment
The Building Division was able to complete the implementation of EPlanSoft, a cloud- based electronic plan review software, which allows all divisions to review developments plans in real time and assist the coordination between divisions. This implementation has reduced plan review turnaround times in all divisions and ultimately expedites approvals.

Funding Sources by Type
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $788,998 $978,049 $978,049 $1,476,988
Special Revenue $13,511 $53,104 $53,104 $29,373
Enterprise $37,898 $271,954 $271,954 $341,146
Internal Service $0 $0 $0 $0
Total Expenditures $840,406 $1,303,106 $1,303,106 $1,847,506 Community Development Department
FY 2023-2024 Preliminary Budget
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Program: Economic Development
Program No.: 1205
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $237,209 $265,056 $265,056 $263,910 Services $33,969 $73,076 $73,076 $77,001
Commodities $28,911 $38,700 $38,700 $38,700
Internal Services $75,530 $87,705 $87,705 $125,460
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $375,620 $464,537 $464,537 $505,072
Authorized Full-Time
Equivalent Positions 3.00 3.00 3.00 3.00
P
rogram Details
The Economic Development Division is responsible for creating and implementing strategies that promote economic growth and job creation within the community, working closely with businesses, investors, and other stakeholders to attract and retain businesses, promote investment, and create jobs. In addition, the Division encourages business investment opportunities, expands the City’s tax base, supports business retention and attraction activities, and assists business rebuilding efforts post -pandemic. S taff assists and supports 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, 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 health crisis, rebuild the local economy, and make a 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 essential services to the community.

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FY 2023-2024 Preliminary Budget
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• 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. 2023
-2024 Goals and Objectives
• Strengthen development-related services by removing the Economic Development Division from the City Manager’s Office and adding this Division to the Community Development Department.
• Ma
intain and grow a strong and diverse economy through a variety of businesses, industries, and employment opportunities to benefit all Monterey Park residents and businesses. • Continue developing a retail development strategy for the Downtown district to diversify revenue sources further and expand entertainment, dining, shopping options, and tourism to enhance a destination and sense of community.
• Promote collaborative and sustainable economic development by highlighting and promoting the region’s strengths and opportunities.
2022
-2023 Major Accomplishments
• Increased adoption and utilization of the Monterey Park Rewards app, an innovative smartphone-based shop and dine-local program designed to stimulate the local economy, to over 2,100 registered users and 165 participating businesses, generating over $335,000 in local economic activity in twelve months from program launch. • Organized and conducted a successful Brokers Meeting attended by over sixty investors, key commercial real estate brokers, and influencers in the San Gabriel Valley area to promote investments and business attractions in Monterey Park.
• Played a key role in streamlining the new business permit and licensing application process, reducing the burden of paperwork, costs, and time required for businesses to obtain licenses and permits, allowing them to focus on growing and expanding their operations, resulting in increased tax revenue for the City and overall economic growth.

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FY 2023-2024 Preliminary Budget
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Funding Source by Type
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $0 $0 $0 $0
General Fund $364,549 $436,649 $436,649 $484,867
Special Revenue $11,071 $27,887 $27,887 $20,205
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $375,620 $464,537 $464,537 $505,072
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Program: Business Improvement District Area No. 1
Program No.: 1111
FY 2021-
22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $34,768 $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 $34,768 $89,539 $89,539 $89,539
Pro
gram 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:
 Publ
ic 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.

Mont
erey 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.
2023
-2024 Goals and Objectives
• Continue improving district beautification, providing janitorial services and Christmas Holiday decorations to the district.

Community Development Department
FY 2023-2024 Preliminary Budget
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• Continue promoting district economic growth through collaboration with the Business Improvement District Advisory Committee (BIDAC) to develop strategies to enhance economic growth within the district.
• Strive to cover the annual program cost for 2024 without increasing the assessment fees in support of district businesses negatively impacted by the pandemic. 202
2-2023 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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Police Department
FY 2023-2024 Preliminary Budget

“We are dedicated to serving our community with respect and pride.” HONOR ∙ INTEGRITY ∙ ACCOUNTABILITY

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FY 2023-2024 Preliminary Budget
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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.

M
embers of the Monterey Park Police Department recognize that to deliver the highest level of police 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 Department. 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.

T
he Department is organized into two 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.

A
n analysis of the crime statistics in Monterey Park reflects that for 2022, there was a 2% decrease in Part I crimes as compared to the previous year. In 2022, the categories of robbery, larceny, and assault decreased, while the categories of burglary and grand theft auto increased. The increase in burglaries is attributed to the end of COVID-19 stay-at-home orders and the increase in grand theft autos was consistent with general crime trends in Los Angeles County.

Robbery Larceny Burglary Grand Theft
Auto Assault
-4% -14% 51% 3% -7%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
Percentage Change to Specified Crimes for 2022
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FY 2023-2024 Preliminary Budget
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A
n annual account of Monterey Park’s Part I crime trends and traffic fatalities are listed below:

Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % Change in Part I
Crime -3% 16% -10% 26% 23% -14% 0% -14% -8% 2% -2%
# Traffic Fatalities 2 3 5 4 4 0 2 3 4 1 3
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 to 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 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. With the end of COVID-19 restrictions, the Department has begun a robust re-engagement with the community at many in-person functions.

T
he Department has 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 different disciplines and areas of exp ertise to provide wraparound services to various members of the community through creative strategies and collaboration with various community stakeholders.

T
he Department is also focused on recruitment, hiring, and succession planning. The Department continues to update our brand and hiring process. R esources 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.

T
he 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 2,000 hours in 2022.

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FY 2023-2024 Preliminary Budget
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Significant Changes
Beginning in FY 2023-2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis . 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

The City conducted a compensation study for part -time classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

The City received $1,359,916 in 2019, 2020, and 2021 Permanent Local Housing Allocation (PLHA) Program funds from the California Department of Housing and Community Development (HCD). The PLHA Program provides a permanent source of funding to cities and counties to help meet the unmet need for affordable housing and increase the supply of affordable housing units.

The Department will supplement these funds with the existing HOME-ARP funds dedicated to reducing homelessness and providing outreach to the homeless and persons at risk of homelessness. The Department intends to utilize the PLHA Program funds to assist persons who are experiencing or at risk of homelessness including, without limitation, providing rapid rehousing, rental assistance, and supportive/case management services that allow people to obtain and retain housing.

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FY 2023-2024 Preliminary Budget
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Department Budget Summary
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget P olice Admin 3101 $1,782,251 $2,034,203 $2,034,203 $4,838,829 Traffic Bureau 3102 $1,585,987 $1,825,543 $1,825,543 $2,296,468 Field Services 3103 $9,704,511 $11,203,012 $11,203,012 $12,837,653 Investigations 3104 $2,422,380 $2,660,526 $2,660,526 $3,127,589 Animal Services 3111 $252,612 $374,305 $374,305 $393,909 Communications 3112 $1,691,028 $1,803,775 $1,803,775 $4,045,630 Jail 3113 $627,446 $731,326 $731,326 $772,726
Records 3114 $1,005,938 $1,051,478 $1,051,478 $1,043,521 Computer Services 3115 $490,028 $665,157 $665,157 $665,157 Community Engagement 3120 $1,312,863 $1,534,024 $1,534,024 $1,826,496 Total Expenditures $20,875,043 $23,883,349 $23,883,349 $31,847,979 Authorized Full-Time
Equivalent Positions 126.25 126.25 126.25 129.25
Expenditures by Program
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FY 2023-2024 Preliminary Budget
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Department Personnel Summary
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $18,922,424 $20,119,731 $20,119,731 $25,461,752 Special Revenue $1,596,225 $2,661,333 $2,661,333 $5,187,108 ARPA $356,394 $1,102,285 $1,102,285 $1,199,119
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $20,875,043 $23,883,349 $23,883,349 $31,847,979
POLICE - 3100
Police Chief 1 - 1 - 1 0
Animal Services Officer 1 1 2 - 2 0 Community Services Officer 2 3.35 3 2.50 3 2.50 Communications Supervisor - - 1 - 1 0 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 9 1.25 Evidence Officer 1 0.80 2 0.00 2 0 Jailer 5 0.50 4 1.00 4 1
Jailer Supervisor - - 1 - 1 0
Principal Management Analyst 1 - 1 - 1 0
Outreach and Housing Navigation Coordinator 1 - 1 - 1 0 Police Administrative Assistant 1 - 1 - 1 0 Police Cadet - 2 - 2 0 2
Police Captain 2 - 2 - 2 0
Police Clerk 11 - 10 - 10 0
Police Corporal 14 - 14 - 14 0
Police Lieutenant 7 - 7 - 7 0
Police Officer 43 - 43 - 45 0
Police Records Cadet - 0.50 - 0.50 0 0.50
Police Records Clerk - 1 - 1 0 1
Police Records Management System Technician 1 - 1 - 1 0 Police Records Supervisor - - 1 - 1 0
Police Sergeant 9 - 9 - 9 0
Se cre tary 1 - 1 - 1 0
POLICE TOTAL 110 14.26 113 13.25 116 13.25 Funding Source by Type
Po lice Department
FY 2023-2024 Preliminary Budget
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Police Department
FY 2023-2024 Preliminary Budget

Program: Police Administration

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FY 2023-2024 Preliminary Budget
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Pr
ogram No.: 3101
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $1,467,009 $1,477,808 $1,477,808 $2,032,861 Services $114,900 $98,075 $98,075 $1,656,852
Commodities $32,252 $36,884 $36,884 $37,872
Internal Services $168,090 $421,436 $421,436 $1,111,245 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,782,251 $2,034,203 $2,034,203 $4,838,829 Authorized Full-Time
Equivalent Positions 8.00 8.00 8.00 8.00
P
rogram 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 community’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

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FY 2023-2024 Preliminary Budget
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Training (POST) and Standards and Training for Cor rections (STC) training mandates and guidelines, and maintenance of all technology-related equipment within the Police Department. 202
3-2024 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 conducting internal audits, inspecting various agency processes, researching, developing best practices, and updating Lexipol policy manual. • Process and conduct administrative investigations.
• Manage Police Department’s State and Federal 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.
202
2-2023 Major Accomplishments
• Continued to recruit, hire, and promote personnel
• Increased the Police Department’s social media presence • Held monthly community engagement meetings and other in-person community events such as Cookie with a Rookie
• Established new protocols to ensure the Police Department is compliant with the reporting requirements outlined in Senate Bill (SB) 2
• Fully implemented and trained personnel in the use of BlueTeam – IAPro Po lice Department
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Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,536,299 $1,750,252 $1,750,252 $2,940,268 Special Revenue $245,951 $283,951 $283,951 $1,898,561
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,782,251 $2,034,203 $2,034,203 $4,838,829 Police Department
FY 2023-2024 Preliminary Budget

L12

Program: Traffic Bureau

Police Department
FY 2023-2024 Preliminary Budget
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Pr
ogram No.: 3102
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $1,119,945 $1,268,557 $1,268,557 $1,530,929 Services $7,061 $12,510 $12,510 $57,504
Commodities $21,050 $24,986 $24,986 $103,542
Internal Services $437,930 $519,490 $519,490 $565,493
Capital Outlay $0 $0 $0 $39,000
Debt Service $0 $0 $0 $0
Total Expenditures $1,585,987 $1,825,543 $1,825,543 $2,296,468 Authorized Full-Time
Equivalent Positions 14.00 14.00 14.00 14.00
Pro
gram 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

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FY 2023-2024 Preliminary Budget
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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. 202
3-2024 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 Merit Badge training courses in collaboration with Scouts BSA covering the subjects of traffic safety, crime prevention, and fingerprinting. • Conduct four community Traffic 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
2021-22 2022-23 2023-24
Number of Citations:

Traffic 2,947 2,358 3,547
Parking 9,504 10,596 10,828
Traffic Collision Incidents:

Fatal 3 3 (YTD) 3
I
njury 213 186 212
Non-injury 404 360 493
Persons Injured 287 257 288
Police Department
FY 2023-2024 Preliminary Budget
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202
2-2023 Major Accomplishments
• Received a $189,000 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. • Received a $25,000 grant from the California Office of Traffic safety to enhance safety in the community through a Pedestrian and Bicycle Safety education program. • Received a $82,713.42 grant from the Department of California Highway Patrol – Cannabis Tax Fund Grant Program to enhance the safety in the community through advanced officer training in the area of DUI/DUI Drug investigation courses. • The Traffic Bureau conducted two community Traffic Safety Presentations. Both presentations were conducted for BSA Scouts Merit Badges. Over one hundred scouts attended each presentation. This program provided awareness to youth about the importance of pedestrian safety, teen driver safety, bicycle safety, and the dangers of DUI/ DUI Drugs.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,301,375 $1,401,178 $1,401,178 $1,686,511 Special Revenue $179,359 $205,343 $205,343 $340,491
ARPA $105,252 $219,022 $219,022 $269,466
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,585,987 $1,825,543 $1,825,543 $2,296,468 Po lice Department
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Program: Field Services

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FY 2023-2024 Preliminary Budget
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Program No.: 3103
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $7,661,805 $8,194,496 $8,194,496 $9,397,801 Services $10,289 $48,000 $48,000 $43,100
Commodities $236,217 $254,600 $254,600 $408,633
Internal Services $1,796,200 $2,194,703 $2,194,703 $2,482,406 Capital Outlay $0 $511,214 $511,214 $505,714
Debt Service $0 $0 $0 $0
Total Expenditures $9,704,511 $11,203,012 $11,203,012 $12,837,653 Authorized Full-Time
Equivalent Positions 51.00 51.00 51.00 53.00
Pro
grams 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 Weapons and Tactics team (SWAT) supports Field 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.

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FY 2023-2024 Preliminary Budget
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2023-2024 Goals and Objectives
• The Police Department service area lieutenants, as well as field services personnel, will attend Town Hall Meetings in their designated service area. • In an effort to reduce/prevent crimes in the City, patrol personnel will research and explore the feasibility of a bicycle patrol program. A cost-benefit analysis will be performed and if found to be beneficial, the program will be implemented. • Field Services Bureau will maintain an average response time of four minutes and thirty seconds or less for Priority 1 calls.

Actual
2021-22
Estimated
2022-23
Projected
2023-24
Calls for Service
Citizen Requests: 33,662 33,109 33,342
Officers Observed: 15,004 17,990 16,497 Total Calls for Service: 49,899 52,152 50,982
Priority I (Emergency) Response
Time
(minutes/seconds): 9,229 calls 3:59 4:05 4:01 Pr
iority II Response Time: 9,933 calls 5:06 5:19 5:15 Pri
ority 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
Pri
ority 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 2022
-2023 Major Accomplishments
• All police personnel fulfilled and complied with the mandated POST training hours. • Monterey Park personnel implemented the police drone program into Filed Services. This new technology was used to augment patrol function and capability. • Monterey Park police personnel helped in augmenting the communications center due to staffing shortages.
• The Monterey Park Police Department, along with other city departments, responded to and managed the mass causality shooting.

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FY 2023-2024 Preliminary Budget
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Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $8,930,463 $9,116,427 $9,116,427 $10,194,722 Special Revenue $695,017 $1,525,628 $1,525,628 $2,077,603 ARPA $79,030 $560,957 $560,957 $565,329
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $9,704,511 $11,203,012 $11,203,012 $12,837,653 Polic e Department
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Program: Investigation
Pro
gram No.: 3104
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $1,734,223 $1,913,283 $1,913,283 $2,324,663 Services $48,962 $87,282 $87,282 $78,132
Commodities $3,094 $9,060 $9,060 $20,385
Internal Services $615,780 $631,151 $631,151 $696,653
Capital Outlay $20,321 $19,750 $19,750 $7,755
Debt Service $0 $0 $0 $0
Total Expenditures $2,422,380 $2,660,526 $2,660,526 $3,127,589 Authorized Full-Time
Equivalent Positions 14.50 14.50 14.50 15.50

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Program 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.

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. 2023
-2024 Goals and Objectives
• Transition from LexisNexis data analytics to TransUnion TLO data analytics & CellHawk Analytics for cost savings and additional technological resources. • Implement a digital evidence file system to streamline the storage of photographs and video evidence.
• Implementation of portable laptop/docking stations for investigator’s workstations. • Identify additional resources to address an increase in discovery requests/processing from the Los Angeles County District Attorney’s Office.
• Ensure all investigators receive advanced homicide investigations training. • Investigators will utilize social media to better communicate crime trends with the public. • Investigators will attend community forums like Town Hall Meetings, Neighborhood/Business Watch Meetings, and community events to educate the public.

Act ual Estimated Projected
2021-22 2022-23 2023-24
Pa
rt I Crimes Investigated 1634 1680 1750
Part I Clearance Rate 20% 2 0% 20%
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FY 2023-2024 Preliminary Budget
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2022-2023 Major Accomplishments
• The Investigations Bureau investigated an Asian Organized Crime Syndicate that was involved in a kidnapping and torture of a victim. The Investigation Bureau identified the suspects in the criminal organization, served multi-location search warrant with Monterey Park SWAT and the Drone Team. All the suspects involved were taken into custody with successful criminal filing with the LA County District Attorney’s Office. • The Investigations Bureau investigated an attempt murder incident involving a Southern California Edison Mesa Station Security Guard. An extensive investigation identified three male suspects involved. The Investigations Bureau in coordination with Monterey Park SWAT and Drone Team served a multi -location arrest/search warrant and three suspects were taken into custody with successful criminal filing with the LA County District Attorney’s Office.
• The Investigations Bureau and the Neighborhood Engagement Team investigated an attempt murder incident involving a homeless individual. After an extensive surveillance the suspect was located and arrested with successful criminal filing with the LA County District Attorney’s Office.
• The Investigations Bureau in cooperation with the Field Services Bureau, Los Angeles County Sheriff’s Department, and various federal agencies responded and processed a mass shooting critical incident. The investigation bureau assisted LASD Homicide in coordinating victim/witness interviews and the processing of the crime scene. This team effort resulted in the location/apprehension of the suspect. • Creation/Implementation of the Monterey Park Investigation Bureau Detective Training Manual
Funding
Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $2,244,999 $2,366,861 $2,366,861 $2,746,916 Special Revenue $142,146 $241,063 $241,063 $340,065
ARPA $35,235 $52,603 $52,603 $40,608
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $2,422,380 $2,660,526 $2,660,526 $3,127,589 P olice Department
FY 2023-2024 Preliminary Budget
L23
Program: Animal Services
Pr
ogram No.: 3111
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $80,666 $172,479 $172,479 $179,815
Services $126,073 $149,740 $149,740 $149,950
Commodities $923 $2,710 $2,710 $2,500
Internal Services $44,950 $49,376 $49,376 $61,644
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $252,612 $374,305 $374,305 $393,909
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00

Po lice Department
FY 2023-2024 Preliminary Budget
L24
Program 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, animal 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. 2023-2024 Goals and Objectives
• The Animal Services Bureau will utilize the Police Department’s social media outlets, and coordinate with the Public Information Officer to post animal services community concerns and updates.
• The Animal Services Bureau will attend events hosted by the Community Engagement Bureau bi-annually to promote responsible pet ownership and wildlife awareness. • The Animal Services Bureau will develop a coyote management plan. The management plan should be sustainable and not have a negative impact on the environment. This plan will address issues such as sick or injured coyotes, nuisance or aggressive behavior, negative human encounters, damaged personal property, and coyote encounters with domestic pets resulting in injuries or loss of life. The management plan will be based on data collected in CAD (Computer Aided Dispatching System) by the Police Department. • The Animal Services Bureau will focus on reuniting lost pets with their owners or placing animals in temporary foster care until an owner can be found as an alternative to using an animal shelter.
• The Animal Services Bureau will conduct one vaccination and licensing clinic during the fiscal year.

Actual Estimated Projected
2021-22 2022- 23 2023-24
Nu
mber of Dog Bites Investigated 10 10 10 Stray Animals 522 500 500
Warnings/Citations 67 50 50
Injured Animals 81 80 100
Dead Animals 339 300 400
Calls for service:

Citizen Initiated 934 1000 1,200
Calls Handled by L.A.C.D.A.C.C. * 87 70 60
Officer Observed 402 400 600
Total calls for service: 1,423 1,470 1,860
*L.A.C.D.A.C.C. = Los Angeles County Department of Animal Care and Control Po lice Department
FY 2023-2024 Preliminary Budget
L25
2022-2023 Major Accomplishments
• Monterey Park Animal Services Bureau resumed community engagement and outreach programs by participating in several city event. Educational pamphlets and resources were distributed promoting responsible, pet ownership and wildlife awareness. • Monterey Park Animal Services Bureau hosted a free pet vaccination clinic. The clinic provided free health examinations, flea medication, vaccines, microchips, and pet food.

The clinic was attended by over 100 patrons that received various services. • Monterey Park Animal Services Bureau was able to achieve authorization for one additional full-time Animal Services Officer. The position is currently in the application stage.

Funding
Source by Type:

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $247,907 $345,222 $345,222 $363,027
Special Revenue $4,705 $7,181 $7,181 $8,980
ARPA $0 $21,902 $21,902 $21,902
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $252,612 $374,305 $374,305 $393,909
Police Department
FY 2023-2024 Preliminary Budget
L26
Program: Communications
Pr
ogram No.: 3112
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget
Preliminary
Budget
Salary and Benefits $971,930 $1,008,148 $1,008,148 $1,267,178 Services $152,298 $234,120 $234,120 $232,120
Commodities $2,223 $2,920 $2,920 $5,220
Internal Services $246,970 $250,841 $250,841 $285,313
Capital Outlay $0 $0 $0 $0
Debt Service $317,607 $307,745 $307,745 $2,255,799
Total Expenditures $1,691,028 $1,803,775 $1,803,775 $4,045,630 Authorized Full-Time
Equivalent Positions 10.25 10.25 10.25 11.25

Police Department
FY 2023-2024 Preliminary Budget
L27
Program 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.

In
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.

To be
tter 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.
2023
-2024 Goals and Objectives
• Have Dispatchers attend community engagement events to better acquaint citizens with Dispatch personnel and provide education on Dispatch practices and what to expect when dialing 9-1-1.
• Create opportunities for Dispatchers to attend conferences and training related to 9-1-1 and emergency services, as well as training focused on Dispatcher wellness and leadership.
• Have Dispatchers attend shift briefings once a week or more and attend a ride along with Patrol personnel.
• Seek to staff a 10th Dispatcher position and raise minimum shift staffing to 3 Dispatchers.

The support provided by additional personnel would not only assist with the higher volume of calls but would also allow Dispatchers to focus attention when fielding numerous requests for translation services while simultaneously performing all other duties.

Police Department
FY 2023-2024 Preliminary Budget
L28
Actual
2021-22
Estimated
2022-23
Projected
2023-24
Police Service Calls
Officer Observations
33,662
15,004
33,109
17,990
33,342
16,497
Animal Service Calls 1,233 1,053 1,143
Total Police Service Calls 49,899 52,152 50,982
Priority I Dispatch Time
Emergency (min/sec):

Calls Transferred to Verdugo Fire
Communications
1:01
2,351
1:01
2,564
1:02
2,458
2022
-2023 Major Accomplishments
• In an effort to generate interest in the application process, in conjunction with the recruitment and training bureau, Dispatch personnel conducted a recruitment presentation to students of Rio Hondo college enrolled in the POST Public Safety Dispatcher Basic course. Several applications were received, with testing and interviews conducted shortly thereafter.
• Dispatch personnel staffed a booth at National Night Out with a focus on recruitment and supplying information on what to expect when dialing 9-1-1. • Dispatch was able to successfully train and utilize several Officers to provide coverage for Dispatch vacancies.

Funding
Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget
Preliminary
Budget
General Fund $1,636,827 $1,676,475 $1,676,475 $3,833,203 Special Revenue $43,378 $72,544 $72,544 $99,628
ARPA $10,823 $54,756 $54,756 $112,799
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,691,028 $1,803,775 $1,803,775 $4,045,630 Police Department
FY 2023-2024 Preliminary Budget
L29
Program: Jail
Program No.: 3113
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget
Preliminary
Budget
Salary and Benefits $416,586 $502,533 $502,533 $537,322 Services $33,569 $48,175 $48,175 $48,175
Commodities $13,020 $35,850 $35,850 $35,850
Internal Services $164,270 $144,768 $144,768 $151,380
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $627,446 $731,326 $731,326 $772,726
Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00

Police Department
FY 2023-2024 Preliminary Budget
L30
Program 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.
2023
-2024 Goals and Objectives
• Jail personnel will reinstate the “Pay to Stay” Sentenced Prisoner program and provide the surrounding courthouses details on the program via mail to both the Public Defender’s Office and the District Attorney’s Office.
• Jail personnel will attend formal STC-certified Inmate Suicide Prevention training. This training will enable jail staff to be informed on ways to prevent jail suicide in our facility. • Jail personnel will attend formal STC-certified Prison Rape Elimination Act (PREA) training. This training will enable jail staff to be in compliance with State and Federal laws.

Actual
2021-22
Estimated
2022-23
Projected
2023-24
Prisoners Booked
(Excluding fee-paying)
690 720 745
Fee-Paying Prisoners Booked 0 5 15
Total Prisoners Booked 690 725 760
2022
-2023 Major Accomplishments
• The Jail personnel has booked and processed on average 2 arrests daily. • In October 2022 both the Board of Corrections and Health Department inspections were completed and in September 2022 the Grand Jury Audit was completed all with zero deficiencies and upholding State and County compliance guidelines.

Police Department
FY 2023-2024 Preliminary Budget
L31
Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget
Preliminary
Budget
General Fund $593,355 $674,771 $674,771 $701,348
Special Revenue $18,405 $34,653 $34,653 $49,476
ARPA $15,685 $21,902 $21,902 $21,902
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $627,446 $731,326 $731,326 $772,726
Po lice Department
FY 2023-2024 Preliminary Budget
L32
Program: Records

Polic e Department
FY 2023-2024 Preliminary Budget
L33
Program No.: 3114
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget
Preliminary
Budget
Salary and Benefits $694,028 $735,604 $735,604 $731,544 Services $84,477 $85,230 $85,230 $102,780
Commodities $29,064 $31,360 $31,360 $31,360
Internal Services $198,370 $199,284 $199,284 $177,838
Capital Outlay $0 $0 $0 $0
Debt Service ($1) $0 $0 $0
Total Expenditures $1,005,938 $1,051,478 $1,051,478 $1,043,521 Authorized Full-Time
Equivalent Positions 11.00 11.00 11.00 11.00
Pro
gram 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 requests 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. 2023
-2024 Goals and Objectives
• Coordinate the destruction of official department records pursuant to the City’s Retention Policy.
• Process and transmit complaints for court eight days in advance of the appearance date. • Submit the monthly statistical reports to the Department of Justice by the tenth day of each month with a less than three percent NIBRS error rate. • 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.
• Implementation of a report purging system to use to purge decades -old reports using the City’s retention schedule and the guidelines provided by the state.

Polic e Department
FY 2023-2024 Preliminary Budget
L34
Actual
2021-22
Estimated
2022-23
Projected
2023-24
Reports Processed: 4,376 4,002 4,250
Traffic Citations Processed: 2,763 1,983 2,100
Data Entry Completion (within 7 days) 96% 96% 97%
Complaints Processed for Court (within 8 days) 93% 98% 97% 2022
-2023 Major Accomplishments
• Completed the Department’s transition to the FBI’s new crime data collection system in the National Incident-Based Reporting System (NIBRS).
• Maintained a less than three percent error rate with monthly NIBRS submissions which allowed MPPD to get certified with the state and received access to the NIBRS production environment.
• Successfully transitioned from a three month cite out period to a court mandated twenty- one day cite out period while maintaining a ninety-eight percent complaint process rate. • Received the training and foundation to fully implement a proper system to handle DOJ/court-ordered record sealings.
• Implemented the ability to process card transactions at the PD front counter using the city’s online payment portal
Fundi
ng Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget
Preliminary
Budget
General Fund $944,909 $964,097 $964,097 $941,963
Special Revenue $30,127 $54,528 $54,528 $68,705
ARPA $30,902 $32,853 $32,853 $32,853
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,005,938 $1,051,478 $1,051,478 $1,043,521 Po lice Department
FY 2023-2024 Preliminary Budget
L35
Program: Computer Services
Pr
ogram No.: 3115
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget
Preliminary
Budget
Salary and Benefits $0 $0 $0 $0
Services $463,419 $577,287 $577,287 $553,857
Commodities $2,009 $2,470 $2,470 $25,900
Internal Services $0 $0 $0 $0
Capital Outlay $24,600 $85,400 $85,400 $85,400
Debt Service $0 $0 $0 $0
Total Expenditures $490,028 $665,157 $665,157 $665,157
P
rograms 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.

C
ontract 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.

Po lice Department
FY 2023-2024 Preliminary Budget
L36
2023-2024 Goals and Objectives
• Complete the setup of cloud servers and radio management system • Complete the installation of dual modems in patrol cars • Upgrade the police department’s adaptive security appliance (ASA) firewall 2022
-2023 Major Accomplishments
• Added Wi-Fi Capability to the Traffic Bureau, Detectives Bureau, and the upper-deck parking lot
• Switched all mobile data computers (MDC) from Sprint to T-Mobile • Completed the installation of the Verkada Security Camera System throughout the City, City Hall, and City facilities
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget
Preliminary
Budget
General Fund $357,878 $579,757 $579,757 $579,757
Special Revenue $107,550 $0 $0 $0
ARPA $24,600 $85,400 $85,400 $85,400
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $490,028 $665,157 $665,157 $665,157
Police Department
FY 2023-2024 Preliminary Budget

L37
P
rogram: Community Engagement Bureau

Police Department
FY 2023-2024 Preliminary Budget
L3 8

Police Department
FY 2023-2024 Preliminary Budget
L39
Pro
gram No.: 3120
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget
Preliminary
Budget
Salary and Benefits $1,085,189 $1,149,247 $1,149,247 $1,410,606 Services $7,186 $8,598 $8,598 $8,468
Commodities $46,235 $27,552 $27,552 $27,270
Internal Services $158,340 $339,539 $339,539 $374,111
Capital Outlay $15,913 $9,087 $9,087 $6,041
Debt Service $0 $0 $0 $0
Total Expenditures $1,312,863 $1,534,024 $1,534,024 $1,826,496 Authorized Full-Time
Equivalent Positions 9.75 9.75 9.75 10.75
Pro
grams 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 Detective, three Officers, one Mental Health Clinician from the Los Angeles County Department of Mental Health, and one Outreach and Housing Navigation Coordinator. 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 experiencing homelessness, connect people with emergency food and motel resources, transportation to reconnect wi th families, and interim and permanent housing resources. Team members are projected to make 787 contacts this year and facilitate shelter for 22 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 different disciplines and areas of expertise to Police Department
FY 2023-2024 Preliminary Budget
L40
provide holistic services to various community members . The team also reaches out to those 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 Service Officer, who offe r 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, as well as the Training Manager, to ensure that all Police Department personnel are in compliance with all training mandates.

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.
2023
-2024 Goals and Objectives
Continue hiring new employees, sworn and non-sworn, with a public servant’s heart who understand community-oriented policing and its application.

Work with the San Gabriel Valley Council of Government (SGVCOG) to find funding and resources that provide transitional 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.

Re-establish the Police Department’s Neighborhood Watch Program to proactively engage with the residents through dialogue, collaboration, input, and working with residents to better understand the needs and concerns of the community.

Re-establish the Monterey Park Citizen’s Patrol membership to provide services to address the needs of the community and the Police Department.

Development and implementation of a Bike Patrol Team to assist with Patrol functions through high visibility and proactive community policing. 2022
-2023 Major Accomplishments
Hired new employees throughout the Department with a public servant’s heart with an understanding of community-oriented policing and its application.

Built the Police Department’s Business Watch, Town Hall meetings, Citizens Academy, 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.

Participated with the Los Angeles Homeless Services Authority (LAHSA) in collecting data on homelessness and unsheltered men, women, and families within the community Police Department
FY 2023-2024 Preliminary Budget
L41
without permanent housing.

Maintained the Monterey Park Reserve Officers’ membership to provide services to address the needs of the community and the Police Department.

Maintained the Police Explorer Scouts membership to meet the needs of the Explorer Scouts, the Community, and the Police Department.

The
Community Engagement Bureau (CEB), in partnership with the Monterey Park Fire Department and Garfield Medical Center, held a Toy Drive during the Christmas holiday and provided toys for underprivileged children within the City.

Funding
Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget
Preliminary
Budget
General Fund $1,128,412 $1,244,692 $1,244,692 $1,474,037 Special Revenue $129,586 $236,442 $236,442 $303,599
ARPA $54,866 $52,890 $52,890 $48,860
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,312,863 $1,534,024 $1,534,024 $1,826,496

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Fire Department
FY 2023-2024 Preliminary Budget
M1
Depa
rtment Overview
The Fire Department is entrusted with the
responsibility of providing the Monterey
Park community, its citizens , and visitors,
with the highest level of prehospital care and
emergency response in support of our
organizational mission. This mission is the
preservation of life, property, and
environment. Typical of mos t Southern
California cities, Monterey Park is subjected
to naturally occurring events, s uch as
earthquakes, brush fires, flooding, wind
events, and mud slides. The Fire
Department is charged with the task of managing numerous human- caused hazards as well, including building and outdoor fires, environmental hazardous conditions, multi -casualty incidents, and other all-risk occurrences. Three of the most heavily traveled state highways border our city. This proximity results in numerous accident responses which require specialized training, mitigation equipment, and the treatment and transportation of injured patients to appropriate receiving hospitals. 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.

Fire Department
FY 2023-2024 Preliminary Budget
M
2 T
he 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.

T
he Operations Division is primarily responsible for emergency response, training, vehicle fleet and Fire/EOC facilities maintenance. The Emergency Medical Services Division is responsible for operating advanced life support ambulance fleet 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 preparedne ss needs, identifying community risks, arson investigations, life safety code enforcement, and community outreach education. The Code Enforcement Division enforces Section 4.30 of the Monterey Park Municipal Code (i.e., Property Maintenance Ordinance), but also enforces 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.

The C ity conducted a compensation study for part-time classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

In order to manage the increasing daily functions within the Administrative Division, a fourth Battalion Chief has been added to serve in a 40-hour capacity.

Funding for the purchase of an ambulance has been included in the FY2023-2024 budget Division 3101.

Fire Department
FY 2023-2024 Preliminary Budget
M
3 Department Budget Summary
Expenditures by Program
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name
Program
No. Actual
Original
Budget
Projected
Budget Budget
Fire Admin 3201 $718,843 $635,243 $635,243 $1,274,375
Fire Prevention 3205 $441,750 $592,076 $592,076 $1,152,692 Emergency Operations 3210 $9,272,267 $9,218,016 $9,218,016 $11,753,720 Emergency Medical
Services 3220 $4,005,661 $3,929,815 $3,929,815 $4,293,429 Community Risk
Reduction 3230 $720,236 $811,864 $811,864 $797,737
Code Enforcement 3240 $591,045 $758,675 $758,675 $677,532 Total Expenditures $15,749,801 $15,945,689 $15,945,689 $19,949,486 Authorized Full-Time
Equivalent Positions 63.50 64.00 64.00 65.00
Fire Department
FY 2023-2024 Preliminary Budget
M
4 Department Personnel Summary
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $14,040,227 $13,337,362 $13,337,362 $16,141,385 Special Revenue $1,191,975 $1,877,925 $1,877,925 $2,590,041 ARPA $66,917 $70,664 $70,664 $502,760
Enterprise $204,428 $402,395 $402,395 $257,957
Internal Service $246,253 $257,343 $257,343 $457,343
Total $15,749,801 $15,945,689 $15,945,689 $19,949,486
FIRE - 3200
Fire Chief 1 -
1 - 1
-
Code Enforcement Officer 4 -
3 - 3
-
Division Chief 3 -
3 - 4
-
Fire Captain 12 -
12 - 12
-
Fir e Engineer 12 -
12 - 12
-
Fire Fighter 11 -
11 - 11
-
Fire Fighter/Paramedic 13 -
13 - 13
-
Fire M arshal 1 -
1 - 1
-
Fire Prevention Permit Technician I 1 -
1 - 1
-
Fire Safety Specialist 1 0.50 2
- 2
-
Principal Management Analyst 1 -
1 - 1
-
Senior Account Clerk 2 -
2 - 2
-
Senior Clerk Typist 1 -
1 - 1
-
Senior Code Enfor cem ent Officer - - 1 - 1
-
FIRE TOTAL 63 0.50 64 - 65 - Fire Department
FY 2022-2023 Preliminary Budget
M5
Monterey Park Fire Department
Organizational Chart
Fire Chief
Fire Prevention
Fire Marshal (.50)
Fire Safety Specialist (2)
F.P. Permit Technician (1)
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)
Administration
Battalion Chief (1)
Principal Mgmt Analyst (.80)
Sr. Account Clerk (.75)

F ire Department
FY 2023-2024 Preliminary Budget
M6
Program: Fire Administration
Pr
ogram No.: 3201
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $322,762 $339,194 $339,194 $536,645 Services $182,532 $151,303 $151,303 $181,337
Commodities $38,690 $62,650 $62,650 $92,828
Internal Services $65,580 $82,096 $82,096 $88,565
Capital Outlay $109,279 $0 $0 $375,000
Debt Service $0 $0 $0 $0
Total Expenditures $718,843 $635,243 $635,243 $1,274,375 Authorized Full-Time
Equivalent Positions 2.50 3.00 3.00 4.00
P
rogram 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 C hief maintains consistent levels of performance and productivity by continuous evaluation and review of the progress made towards the stated objectives.

F ire Department
FY 2023-2024 Preliminary Budget
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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 mutua l 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
3-2024 Goals and Objectives
• Research and apply for additional industry specific grant funding to enhance public safety services and equipment in the community and region.
• R eview current staffing model to determine the need to add additional personnel. 202
2-2023 Major Accomplishment
• Hired three new firefighters bringing staffing to one hundred percent. • Received $200,913 in local and federal grant funds for Fire Station 61 upgrades.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $451,721 $430,560 $430,560 $650,200
Special Revenue $200,205 $134,019 $134,019 $142,424
ARPA $66,917 $70,664 $70,664 $481,751
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $718,843 $635,243 $635,243 $1,274,375 F ire Department
FY 2023-2024 Preliminary Budget
M
8 Program: Fire Prevention
Pr
ogram No.: 3205
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $270,166 $357,147 $357,147 $514,779 Services $58,507 $78,933 $78,933 $151,300
Commodities $4,116 $15,200 $15,200 $15,700
Internal Services $108,960 $140,796 $140,796 $470,913
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $441,750 $592,076 $592,076 $1,152,692 Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50
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 ,

F ire Department
FY 2023-2024 Preliminary Budget
M9
issuing fire permits, and conducting field inspections and investigations. Environmental Safety 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. 202
3-2024 Goals and Objectives
• Improve organizational effectiveness and efficiency: Digitize Fire Prevention plans and records management. This system places all properties into one platform for effective analytics, reporting, and accurate documentation. The use of a cloud-based software platform to create a centralized depository of this data in an electronic format aid in code enforcement and fulfills 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 Pacific Plaza Monterey Park on 420 N. Atlantic Blvd. and other major projects:

Continue to collaborate with design professionals for Celedon, Self-Storage on Monterey Pass Rd, the Market Place Development, 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.
• C
ontinue to work on the Industrial Waste and FOG programs through the collaboration with John L. Hunter company.
• T
hrough training create and manage a strategic plan looking at overall short term and long-term goals for staff development. The professional strategic plan will develop a strong vision to achieve and guide professional development, goals and direction to staff. 202
2-2023 Major Accomplishments
• Adopted the 2022 California Code of Regulations, Title 24, to include the California Fire Code with local code amendments.
• A
cquisition of Data Ticket to enhance the citation intake process, facilitation of Administrative Hearings, and recoupment revenue.

F ire Department
FY 2023-2024 Preliminary Budget
M10
• Collaborated with developers, design professionals, and contractors for the construction to facilitate fire clearance for tenant occupancy for many new projects. Comprehensive review of the installation for fire protection systems under construction for the projects 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.
• C
ommunicating fire and life safety to the public and raising awareness about community risk reduction programs through social media, 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 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 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.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $424,364 $561,297 $561,297 $1,105,723
Special Revenue $17,385 $28,679 $28,679 $44,869
Enterprise $0 $0 $0 $0
Internal Service $0 $2,100 $2,100 $2,100
Total Expenditures $441,750 $592,076 $592,076 $1,152,692 Fi re Department
FY 2023-2024 Preliminary Budget
M11
Program: Emergency Operations Division
Pro
gram No.: 3210
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $7,303,450 $6,764,522 $6,764,522 $8,524,425 Services $312,617 $452,463 $452,463 $825,097
Commodities $256,519 $237,926 $237,926 $253,346
Internal Services $1,399,680 $1,763,105 $1,763,105 $2,129,843 Capital Outlay $0 $0 $0 $21,009
Debt Service $0 $0 $0 $0
Total Expenditures $9,272,267 $9,218,016 $9,218,016 $11,753,720 Authorized Full-Time
Equivalent Positions 34.00 34.00 34.00 34.00
Pro
gram 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.

Fi re Department
FY 2023-2024 Preliminary Budget
M12
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.

The
Emergency 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. • Effect
ively 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 accept ed models with an emphasis on meeting long-range organizational goals. 2023-2024 Goals and Objectives
• Th
e Fire Department recently organized an apparatus standardization committee. This committee will collect data from our apparatus fleet to ensure compliance with all regulatory and oversight boards.

Fi re Department
FY 2023-2024 Preliminary Budget
M13
2022
-2023 Major Accomplishments
• Provided comprehensive training on the new Advanced Problem Solving (APS) records management system, to remain current with federal reporting requirements.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $8,419,392 $7,765,068 $7,765,068 $9,495,120 Special Revenue $660,490 $1,239,705 $1,239,705 $1,824,348 ARPA $0 $0 $0 $21,009
Enterprise $0 $0 $0 $0
Internal Service $192,385 $213,243 $213,243 $413,243
Total Expenditures $9,272,267 $9,218,016 $9,218,016 $11,753,720 F ire Department
FY 2023-2024 Preliminary Budget
M14
Program: Emergency Medical Services
Pr
ogram No.: 3220
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $2,841,029 $2,613,989 $2,613,989 $2,921,844 Services $424,568 $393,761 $393,761 $437,942
Commodities $133,425 $111,050 $111,050 $185,050
Internal Services $606,640 $700,414 $700,414 $748,592
Capital Outlay $0 $110,601 $110,601 $0
Debt Service $0 $0 $0 $0
Total Expenditures $4,005,661 $3,929,815 $3,929,815 $4,293,429 Authorized Full-Time
Equivalent Positions 17.00 17.00 17.00 17.00
Program 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.

Fi re Department
FY 2023-2024 Preliminary Budget
M15
Specific 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.
2023-2024 Goals and Objectives
• Evaluate a BLS ambulance expansion program to supplement our ALS ambulances 2022-2023 Major Accomplishments
• Expanded "Tactical Medicine" program in conjunction with the Police Department • All fire apparatus (Engine 61, 62, 63, and Quint 61) identified as “Paramedic Assessment” with the Emergency Medical Services Agency
• Passed annual EMS audit with no corrections noted
• Continue to collaborate with UCLA on post Cardiac Arrest management.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $3,732,612 $3,509,969 $3,509,969 $3,779,050 Special Revenue $228,210 $388,346 $388,346 $482,878
Enterprise $0 $0 $0 $0
Internal Service $44,839 $31,500 $31,500 $31,500
Total Expenditures $4,005,661 $3,929,815 $3,929,815 $4,293,429 F ire Department
FY 2023-2024 Preliminary Budget
M16
Program: Community Risk Reduction
Pr
ogram No.: 3230
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $542,457 $578,869 $578,869 $584,832 Services $26,541 $66,063 $66,063 $62,850
Commodities $34,659 $29,750 $29,750 $29,750
Internal Services $116,580 $137,182 $137,182 $120,305
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $720,236 $811,864 $811,864 $797,737
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
P
rogram 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 training 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.

F ire Department
FY 2023-2024 Preliminary Budget
M17
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.
• F
ollow the National Response Framework and comply with the requirements of the National Incident Management System (NIMS).
• P
repare for and participate in planned events that require a unified command for efficiency and success.
• H
ighest 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 aft er 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.
• Wor
k 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, initiatives, 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.

Fi re Department
FY 2023-2024 Preliminary Budget
M18
Fire Prevention & Arson
• Com
bine resources with Community Risk Reduction and Fire Prevention to identify 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.
2023-2024 Goals and Objectives
• Reduce the number and severity of fires
• Improve public safety through education and outreach
• Enhance community capabilities to prepare, respond to, and recover from emergencies
• Encourage ongoing evaluation and improvement of our emergency response resiliency
• Interoperability to more effectively communicate and manage information • Ongoing operational training to stay current with best practices in emergency management
• Evaluate, update and train employees on the City’s emergency process and procedures, which include the Emergency Operations Plan and the Local Hazard Mitigation Plan
2022-2023 Major Accomplishments
• Completed the FEMA IS 100 course for all EOC staff
• Completed EOC activation training for EOC staff, successfully deploying the mass notification system “Alert Sense,” during the 2022 Great Shake Out • Conducted “Sound the Alarm” community event, in partnership with the American Red Cross; nearly 400 residents participated and over 260 fire alarms were installed • Reinstated Community Emergency Response Team trainings • Updated the Disaster Response and Windshield Surveys to share field information with the EOC, using data collection program called ArcGIS “Survey 123” Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $637,970 $734,205 $734,205 $714,120
Special Revenue $73,236 $67,159 $67,159 $73,118
Enterprise $0 $0 $0 $0
Internal Service $9,030 $10,500 $10,500 $10,500
Total Expenditures $720,236 $811,864 $811,864 $797,737
F ire Department
FY 2023-2024 Preliminary Budget
M19
P
rogram: Code Compliance
Program No.: 3240
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $363,968 $497,461 $497,461 $396,834 Services $17,103 $30,610 $30,610 $79,970
Commodities $4,313 $8,980 $8,980 $8,980
Internal Services $205,660 $221,624 $221,624 $191,748
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $591,045 $758,675 $758,675 $677,532
Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50
P
rogram 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 standards 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:
• C
ontinue 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.

F ire Department
FY 2023-2024 Preliminary Budget
M20
• P
roactively 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. • M
onitor residential businesses to comply with City Home Occupation requirements. • M
onitor and evaluate complaints concerning the National Pollution Discharge Elimination System (NPDES) on private property.
• P
rovide follow -up to discretionary permits, when requested by Planning Division (Conditional Use and Temporary Use Permits, etc.).
• P
romote 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. 2023
-2024 Goals and Objectives
• R
einstate and Supervise the Code Compliance Volunteer program. • I
mprove 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.
• I
mprove 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 par ticipation in community meetings and city sponsored events to foster community engagement and through social media. • T
hrough training, create and manage a strategic plan looking at the overall short-term and long-term goals for staff development. The professional strategic plan will develop a strong vision to achieve and guide professional development, goals and direction to staff. • S
uccessfully implement the Illegal Short- Term Rental tracking program . This will be to enhance the implementation of short -term rental applications and to deter future illegal short-term rentals.

F ire Department
FY 2023-2024 Preliminary Budget
M21
2022-2023 Major Accomplishments
• Partnered with the Fire Prevention Division to inspect multi -family properties for enforcement of the City's property maintenance regulations. • A
cquisition of Data Ticket to enhance the citation intake process, facilitation of Administrative Hearings, and recoupment revenue.
• D
eveloped a property maintenance, bulky item and weed abatement brochure published in the Cascades Newspaper and social media to promote public education and awareness. • E
stablished a cohesive Illegal Short Term Rental tracking program that will be utilized by multiple departments within the city.
• P
artnered with resident s 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 and on social media. The goal of raising awareness was to pro tect property owner investments and enhance the quality of neighborhoods was addressed.
• T
he Code Compliance Division actively partnered with the Public Works Department to proactively monitor residential and commercial areas for abandoned shopping carts, 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.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $374,168 $336,263 $336,263 $397,172
Special Revenue $12,448 $20,017 $20,017 $22,404
Enterprise $204,428 $402,395 $402,395 $257,957
Internal Service $0 $0 $0 $0
Total Expenditures $591,045 $758,675 $758,675 $677,532

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Li brary Department
FY 2023-2024 Preliminary Budget
N1
Department Overview
The mission of the Monterey Park Bruggemeyer Lib rary is to create oppor tunities for learners of all ages and backgrounds, to f oster community connections, and to advance all aspects of literacy in Monterey Park.

L ibrary Department
FY 2023-2024 Preliminary Budget
N2
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 bu ilding, 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
Pending the addition of new staff members in approved positions, the Library will open for 6 days a week to the public, adding Mondays as an additional full day of service. The Library’s new hours will be Monday and Tuesday, 12:00 p.m. to 8:00 p.m.; and Wednesday, Thursday, Friday and Saturday, 10:00 a.m. to 6:00 p.m.

Beginning in FY 2023-20
24, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis. 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to d istribute those costs to benefiting revenue fund 506.

The City conducted a compensation study for part -t
ime classifications. This included an increase
to the sala ry schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

L ibrary Department
FY 2023-2024 Preliminary Budget
N3
Department Budget Summary
Depa
rtment Personnel Summary
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget Library Admin 6001 $559,605 $721,100 $721,100 $682,606
Reference & Adult Services 6002 $385,055 $692,750 $692,750 $804,641 Technical Services 6003 $463,589 $573,833 $573,833 $503,554 Circulation 6004 $333,235 $0 $0 $0
Literacy 6005 $243,618 $534,979 $534,979 $526,393
Children Services 6006 $296,416 $555,123 $555,123 $727,877 Total Expenditures $2,281,516 $3,077,784 $3,077,784 $3,245,071 Authorized Full-Time
Equivalent Positions 19.38 24.00 24.00 26.50
Expenditures by Program
MONTEREY PARK BRUGGEMEYER LIBRARY - 6000
City Librarian 1 -
1 - 1
-
Adult Literacy Coordinator 1 -
1 - 1
-
Administrative Se cre tary 1 -
1 - 1
-
Janitor - - -
- 0 -
Librarian 4 -
4 1.00 4 1.00
Library Assistant 4 0.38 5

3.50 5 6.00
Library Circulation Serv Supervisor 1 - - - 0 - Library Page -

1.00 -

2.50 0 2.50
Library Technician 2 -
2 - 2
-
Se nior Librarian 3 - 3
- 3
-
Senior Library Assistant 1 - - - 0 - LIBRARY TOTAL 18.00 1.38 17.00 7.00 17.00 9.50
L ibrary Department
FY 2023-2024 Preliminary Budget
N4
Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,944,093 $2,433,044 $2,433,044 $2,636,875 Special Revenue $234,785 $218,388 $218,388 $265,463
ARPA $54,709 $426,353 $426,353 $342,734
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $2,233,586 $3,077,784 $3,077,784 $3,245,071
L ibrary Department
FY 2023-2024 Preliminary Budget
N5
Depa
rtment Organizational Chart
Monterey Park Bruggemeyer Library
City Librarian
Library Administration
City Librarian (1)
Administrative Secretary (1)
Reference & Adult Services
Senior Librarian (1)
Librarian (2)
Library Assistant (1)
Librarian PT (1)
Library Assistant PT (1)
Library Page PT (2)
Children’s Services
Senior Librarian (1)
Librarian (2)
Library Assistant (1)
Librarian PT (1)
Library Assistant PT (1)
Library Page PT (1)
Technical Services
Senior Librarian (1)
Library Technician (2)
Library Assistant (1)
Library Assistant PT (2)
Library Page PT (1)
Literacy & Citizenship Services
Adult Literacy Coordinator (1)
Library Assistant (2)
Library Assistant PT (3)
Library Page PT (1)
L ibrary Department
FY 2023-2024 Preliminary Budget
N6
Program: Library Administration
Program No.: 6001
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $241,438 $266,695 $266,695 $309,429 Services $235,313 $234,170 $234,170 $157,410
Commodities $20,877 $16,800 $16,800 $16,300
Internal Services $61,540 $71,873 $71,873 $153,406
Capital Outlay $438 $131,562 $131,562 $46,062
Debt Service $0 $0 $0 $0
Total Expenditures $559,605 $721,100 $721,100 $682,606
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
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
irect the operations of all divisions of the Library.
• Develop policies and procedures to ensure free and open access to Library services. • Serve as liaison to the Library Board of Trustees, which promotes and strengthens the development of the Monterey Park Bruggemeyer Library.
• Coordinate with the Friends of the Monterey Park Library and Monterey Park Library Foundation to support Library programs through fundraising. • Partner with community organizations and agencies to expand public services. • Seek out state, federal and private grants to provide additional public services and programs.
• Analyze community needs and library usage to develop collections and services which meet the identified needs.
• Network and share resources with other state and local libraries, and actively participate as a member of the Southern California Library Cooperative (SCLC).

L ibrary Department
FY 2023-2024 Preliminary Budget
N7
2023-2024 Goals and Objectives
• Expand the Library’s open hours to provide 6 day a week service. • Explore funding options for mobile library services in order to extend the Library’s services to hard to reach or underserved residents.
• Update Library website to make the Library’s virtual presence appealing and easy to use. • Provide programs and services to support the mental health and wellness of community members in the wake of the January 21 incident.
• Improve the functionality, aesthetics, comfort and appeal of the Library by completing Storytime Room updates and installing the stained -glass windows from the original 1929 Library building.
2022
-2023 Major Accomplishments
• Restored public service hours at the Library to 40 hours per week and added evening hours. • Created comprehensive strategic plan, with input from residents, staff and stakeholders, that identified community priorities and needs, and set 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.
• Expanded the number of Wi-Fi hotspots available to the public to check out. • Improved Wi-Fi connectivity and signal inside the Library building.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $475,693 $528,042 $528,042 $608,617
Special Revenue $80,359 $21,495 $21,495 $27,927
APRA $3,553 $171,562 $171,562 $46,062
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $559,605 $721,100 $721,100 $682,606
L ibrary Department
FY 2023-2024 Preliminary Budget
N8
Program: Reference and Adult Services
Program No.: 6002
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $300,122 $510,049 $510,049 $609,799 Services $4,605 $5,000 $5,000 $2,000
Commodities $27,457 $30,916 $30,916 $48,398
Internal Services $52,870 $146,786 $146,786 $144,444
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $385,055 $692,750 $692,750 $804,641
Authorized Full-Time
Equivalent Positions 3.00 6.00 6.00 6.50
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 ma terials to seniors and homebound members of the community.

L ibrary Department
FY 2023-2024 Preliminary Budget
N9
• 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.
• Provide a volunteer program for teens to develop leadership skills by assisting library staff with developing and implementing programs for teens at the Library and in the community. • Partner with schools, nonprofits and community organizations to expand and enhance library services.

Actual Estimated Projected
2021-2022 2022-2023 2023-2024
Reference Transactions 5,459 6,000 6550
Adult/YA Programs Presented 130 160 200
Adult/YA Program Attendance 2,619 1,859 2000
202
3-2024 Goals and Objectives
• Provide resources and services focusing on job and career readiness, college prep and health and wellness to meet the current and evolving needs of patrons. • Diversify and expand the young adult collection to meet the needs of all teens by adding multilingual and high-interest/low-reading level titles and promote the collection to local schools and the community.
• Utilize social media content to engage underserved patrons and promote awareness of the Library and its resources and services.
2022
-2023 Major Accomplishments
• Reinstituted in-person adult programming including Beginning Computer Classes, Tech Hour and movie screenings including the annual classic film program in collaboration with the Monterey Park Historical Museum.
• Introduced an intermediate level Get Fit While You Sit senior exercise program at the Library due to increased demand of the beginning level program at Langley Senior Center. • Partnered with Chinatown Service Center’s Community Economic Development Division to host the 2023 Volunteer Income Tax Assistance (VITA) program and partnered with CSC’s Youth Center to offer college prep aration workshops on college applications and financial aid.

L ibrary Department
FY 2023-2024 Preliminary Budget
N10
• Increased the Library’s Junior Friends teen volunteer program membership from a dozen members to 80 members and established the goals and vision for the group in 2022-2023. • Increased Adult and Teen Summer Reading program participation by 32%.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $343,331 $600,919 $600,919 $693,485
Special Revenue $24,999 $57,966 $57,966 $73,164
ARPA $16,725 $33,865 $33,865 $37,992
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $385,055 $692,750 $692,750 $804,641
L ibrary Department
FY 2023-2024 Preliminary Budget
N11
Program: Technical Services
Program No.: 6003
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $333,339 $403,723 $403,723 $337,592 Services $37,678 $59,502 $59,502 $54,260
Commodities $5,902 $4,000 $4,000 $2,000
Internal Services $86,670 $106,608 $106,608 $109,702
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $463,589 $573,833 $573,833 $503,554
Authorized Full-Time
Equivalent Positions 4.00 5.50 5.50 6.50
P
rograms Details
The Technical Services Division is responsible for ordering, invoicing, receiving, cataloging and preparing for circulation all materials received by the library. Staff maintains the library automation system and the electronic resources and loaning all circulating print and non -print materials to cardholders. Collection maintenance and the repair of all materials fall within this program. Staff installs and replaces new computers and software, printers and network connections, and makes recommendations for repair and upgrades. • Implement 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 reserves of requested materials, including retrieval, notification, processing and pick up.
• N
otify cardholders of long overdue, lost or damaged materials; calculate and collect fees; record and deposit money daily.
• O
rder, receive and catalog all library materials; process invoices for print and non -print items.

C
oordinate and monitor budget allocations and expenditures. • Manage and administer, in conjunction with the City Librarian, the library’s integrated automation system and assist as a liaison with the vendor.
• Purchase, install and maintain all in- house and circulating computers, tablets, hotspots, printers, peripherals and network software.

L ibrary Department
FY 2023-2024 Preliminary Budget
N12
• Mai
ntain the collection by managing the processing of all materials for public and staff use and repairing damaged items.
• Conduct training on the usage of new technology for staff and for the public. • Teach classes on beginning computer skills.
• Keep circulation and technology use statistics.

PROGRAM MEASUREMENTS
Actual Estimated Projected
2021-22 2022-23 2023-24

ITEMS CIRCULATED
Total 106,530 144,000 160,000
Annual Circulation Per Capita 1.81 2.4 2.7
Annual Hours of Opening 1,157 1,794 2,300
Amount Saved by Borrowing
Instead of Purchasing
$798,997 $1,140,140 $1,200,000
1 Population figure used for calculation: 60,380
Actual Estimated Projected
LIBRARY USERS 2021-22 2022-23 2023-24
User Visits Per Day 223 464 500
Total User Visits Per Year 57,892 120,595 156,000
New Cardholders Registered 569 2,280 2,800
Total Library Cardholders 39,967 43,000 44,000
Number of Holds Fulfilled 8,972 4,800 5,000
Actual Estimated Projected
2021-22 2022-23 2023-24

NEW ITEMS ADDED
Cataloged Books 3,707 4,500 4,500
Cataloged Audio-Visual 54 220 250
Government Documents 35 34 35
Total Cataloged Items Added 3,635 4,754 4,785
L ibrary Department
FY 2023-2024 Preliminary Budget
N13

COLLECTION TOTALS
All Items 102,023 103,000 104,000
2023
-2024 Goals and Objectives
• Add color printers for public use, thereby expanding residents’ access to technology tools. • Increase number of Wi -Fi hotspots available for checkout in order to expand users’ access to technology tools to bridge the digital divide.
• Diversify and expand the Library’s book collection by seeking additional grant funding for the Zip Books program.
• Make the Library’s virtual presence appealing and easy to use by consolidating the online local history collection and migrating to a new, more user-friendly online platform. • Investigate options for a public digitization station, including a photo scanner and VHS/DVD converter, in order to expand resident’s access to technology tools to preserve their family records and historical photos
.
2022
-2023 Major Accomplishments
• Implemented the grant funded Zip Books program which allows patrons to request and have delivered to their homes books that are not already in the Library collection. • U pgraded and replaced 24 public computers.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $437,961 $536,647 $536,647 $446,037
Special Revenue $18,892 $30,890 $30,890 $27,070
ARPA $6,735 $6,295 $6,295 $30,447
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $463,589 $573,833 $573,833 $503,554
L ibrary Department
FY 2023-2024 Preliminary Budget
N14
Program: Literacy
Program No.: 6005
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $200,907 $424,762 $424,762 $422,465 Services $990 $3,739 $3,739 $10,201
Commodities $12,741 $16,497 $16,497 $17,857
Internal Services $28,980 $89,980 $89,980 $75,870
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $243,618 $534,979 $534,979 $526,393
Authorized Full-Time
Equivalent Positions 2.38 5.00 5.00 5.50
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; develo ps 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. • Assess learners and assist them in setting personal goals and a path to reach them. • Monitor, support and provide educational guidance for tutor-learner pairs. • Select print and non- print consumable and non- consumable materials appropriate to the interest, level and needs of the program’s participants. • Network with neighboring literacy programs, community partners and agencies to provide literacy activities in response to the needs of the community. • Execute 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.

L ibrary Department
FY 2023-2024 Preliminary Budget
N15

PROGRAM MEASUREMENTS
Actual Estimated Projected
2021-22 2022-23 2023-24
Number of Students Participating 193 475 550
Number of Student Hours 5,131 5,500 6,325
Number of Tutors 26 25 35
Number of Tutor Volunteer Hours 791 800 1,120
Number of Students who became
U.S. Citizens
12 20 20
Number of Passports Executed 1025 800 1000
202
3-2024 Goals and Objectives
• Record English as a Second Language lessons and activities and make them available on the Library website to match learning opportunities with the evolving needs of residents. • Partner with local organizations to provide relevant life -skill workshops on health and financial literacy for English language learners.
• Establish a Writing Club to support the literacy goals of English language learners and engage the community with a published collection of learner stories. 202
2-2023 Major Accomplishments
• Awarded $34,976 from the California Library Literacy Services (CLLS) English as a Second Language (ESL) Grant to provide materials and staff training to implement individual tutoring for English language learners and ESL workshops for small -group instruction.
• Participated in the 2022/2023 CLLS AmeriCorps Initiative, a federally funded program that provides capacity building services, and onboarded two AmeriCorps members to teach ESL classes, decrease the one-on-one tutoring waitlist and pilot new programs. • Increased student learning opportunities by providing six additional ESL classes to accommodate the growing student enrollment.

L ibrary Department
FY 2023-2024 Preliminary Budget
N16
• Piloted five new ESL workshops, including workshops on food, art, and police interactions to support the life-skill needs of the community.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $134,681 $395,724 $395,724 $363,473
Special Revenue $91,274 $85,122 $85,122 $103,013
ARPA $17,663 $54,132 $54,132 $59,907
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $243,618 $534,979 $534,979 $526,393
Library Department
FY 2023-2024 Preliminary Budget

N17
Program: Children Services
Program No.: 6006
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $205,374 $449,728 $449,728 $591,833 Services $599 $599 $599 $1,889
Commodities $28,273 $27,500 $27,500 $28,000
Internal Services $62,170 $77,296 $77,296 $106,154
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $296,416 $555,123 $555,123 $727,877

Authorized Full-Time
Equivalent Positions 3.75 5.50 5.50 6.00

Program 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 physical and digital library materials; 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.

L ibrary Department
FY 2023-2024 Preliminary Budget
N18
• 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.
• 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 high school volunteers during the school year for students up to sixth grade.
• Partner with City departments to exp and and enhance services for children and their families.

P
rogram Measurements
Actual Estimated Projected
2021-2022 2022-2023 2023-2024
Reference Transactions 2,638 3,500 6,000
Children’s Programs 186 300 400
Children’s Program Attendance 15,607 22,000 27,000
Children’s Outreach Attendance 933 6,000 7,000
2023
-2024 Goals and Objectives
• A
ssign a Children’s librarian as a liaison to each school in Monterey Park to strengthen partnerships, promote the Library’s programs and services to families and educators, and increase outreach.
• Develop and implement a Sensory Storytime for children with autism spectrum disorder to engage underserved families.
• Refresh the children’s play area by purchasing new developmentally appropriate toys that improve the functionality, aesthetics, comfort and appeal of the Children’s Department.

L ibrary Department
FY 2023-2024 Preliminary Budget
N19
2022-2023 Major Accomplishments
• Added three storytimes, including Baby and Toddler Storytime and Spanish Bilingual Storytime, to expand accessi bility, address increased demand and meet the needs of underserved residents in the community.
• Implemented new programming including Science Saturday, which introduces children ages 5 -12 to simple scientific concepts through hands -on activities, and The InbeTWEENers Club, which engages “tweens” ages 10 -13 in activities meant to build friendships, self-esteem, and life skills.
• Resumed in-person outreach to schools and class visits to the Library where staff presented storytimes and shared information about library services and programs. • Recruited high school volunteers to offer Homework Help to elementary school children during the school year.
• Provided performances, crafts and reading incentives for children during Summer Reading Program, which saw a 30% increase in registration.
• Offered the Read & Ride reading program, which rewarded children with free ride tickets for the City’s Play Days carnival, in partnership with Recreation and Community Services. • Increased In-N-Out Cover to Cover Reading Program registration by 16%.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $278,369 $371,711 $371,711 $525,263
Special Revenue $8,013 $22,913 $22,913 $34,288
ARPA $10,033 $160,498 $160,498 $168,326
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $296,416 $555,123 $555,123 $727,877

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Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O1
Depa
rtment 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 throu gh the fulfillment of their recreation, cultural, social and educational needs.

I
n 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 2023-2024 Preliminary Budget
O2
The Recreation and Communit y Services Department operates many of its 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
Beginning in FY 2023- 2024, building maintenance costs will be treated as internal service charges to other departments. Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost -reimbursement basis. 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 degrees of maintenance, upkeep, rehabilitation, and remodeling. Therefore, internal service charges are used to distribute those costs to benefiting revenue fund 506.

The City conducted a compensation study for part -time classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly rates have been adjusted and funds have been included in the budget.

Department Budget Summary
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget Facilities Supervision 6502 $422,020 $853,948 $853,948 $1,154,485 Aquatics 6503 $635,067 $758,325 $758,325 $766,959
Langley Center 6505 $407,266 $510,879 $510,879 $712,337 Childcare Activities 6506 $189,226 $296,186 $296,186 $297,256 Recreation Activities 6507 $51,804 $85,667 $85,667 $80,127 Community Participation 6508 $141,220 $252,108 $252,108 $293,883 Community Transportation 6511 $596,785 $741,527 $741,527 $897,355 Total Expenditures $2,443,388 $3,498,641 $3,498,641 $4,202,402 Authorized Full-Time
Equivalent Positions 35.91 36.75 36.75 36.75
Expenditures by Program
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O3
Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,195,727 $1,743,788 $1,743,788 $2,064,961 Special Revenue $645,591 $818,014 $818,014 $1,063,172
ARPA $550,894 $873,591 $873,591 $1,010,823
Enterprise $51,176 $63,247 $63,247 $63,446
Internal Service $0 $0 $0 $0
Total $2,443,388 $3,498,641 $3,498,641 $4,202,402
Depa
rtment Personnel Summary
RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 - Adminitrative Aide 1 - 1 - 1 -
Assistant Pool Manager - 0.40 - 0.50 0 0.50
Dial-A-Ride Driver 3

2.00 3 - 3 -
Cashier - 0.00 - - 0 -
Child Care Coordinator 1 - 1 - 1 -
Child Care Teacher - 3.40 - 3.25 0 3.25
Clerk Typist - 0.50 - - 0 -
Dial-A-Ride Dispatcher 1 - 1 - 1 -
Janitor 1 - 1 - 1 -
Junior Lifeguard - 0.00 - - 0 -
Lifeguard - 1.36 - 1.50 0 1.50
Locker Room Attendant - 0.00 - - 0 -
Pool Maintenance Worker 1 - 1 - 1 -
Pool Manager - 3.54 - 3.50 0 3.50
Program Coordinator 2 -
2 - 2 -
Recr eation Leader - 8.04 - 10.50 0 10.50
Recreation Manager 1 -
1 - 1 -
Recreation Supervisor 2 - 2 - 2 -
Senior Clerk Typist 1 - 1 - 1 -
Senior Lifeguard - 0.67 - 1.00 0 1.00
Senior Recr eation Leader - 2.00 - 1.50 0 1.50
RECREATION / COMM. SERVICES TOTAL 15.00 21.91 15.00 21.75 15.00 21.75 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)
Child Care
Coordinator (1)
Child Care
Teachers (PT)
Recreation
Leaders (PT)
Program Coordinator (1)
Pool Maintenance
Worker (1)
Pool Managers &
Asst. Pool Managers
(PT)
Lifeguards &
Recreation
Leaders (PT)
Recreation
Supervisor (1)
Program
Coordinator (1)
Janitor (1)
Sr. Recreation
Leader (PT)
Recreation
Leaders (PT)
DAR Dispatcher (1)
DAR Drivers (3)
OO4
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O5
Pro
gram: Recreation Facilities
Program No.: 6502
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $194,836 $615,786 $615,786 $555,011 Services $75,917 $91,245 $91,245 $102,500
Commodities $18,783 $29,515 $29,515 $35,614
Internal Services $98,300 $110,645 $110,645 $388,961
Capital Outlay $34,184 $6,756 $6,756 $72,399
Debt Service $0 $0 $0 $0
Total Expenditures $422,020 $853,948 $853,948 $1,154,485 Authorized Full-Time
Equivalent Positions 10.11 10.00 10.00 10.00

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O6
P
rogram 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.

S
ervice objectives are:
• 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. • P
rovide 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. 202
3-2024 Goals and Objectives
• Improve community beautification and enhance park amenities by working with the Public Works Department to complete the installation of six (6) new playgrounds. • Enhance environmental sustainability by promoting the use of alternative modes of transportation with the installation of new bicycle racks in city parks. 202
2-2023 Major Accomplishments
• Received the CPRS Healthy Play Initiative grant to help provide a National Demonstration site with the addition of the new Edison Trails Park playground. • Renovated and resurfaced the basketball and pickleball courts at Sierra Vista Park utilizing grant funding from Proposition 68.
• Improved mental health by collaborating with the West San Gabriel Valley Boys and Girls Club to display art throughout Langley Center that was created by local youth.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O7
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $192,193 $352,606 $352,606 $659,095
Special Revenue $7,002 $13,220 $13,220 $15,950
APRA $222,825 $488,123 $488,123 $479,439
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $422,020 $853,948 $853,948 $1,154,485 Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O8
P
rogram: Aquatics
Program No.: 6503
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $387,177 $433,527 $433,527 $439,741 Services $106,361 $115,350 $115,350 $153,850
Commodities $93,469 $60,860 $60,860 $123,500
Internal Services $48,060 $148,588 $148,588 $49,868
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $635,067 $758,325 $758,325 $766,959
Authorized Full-Time
Equivalent Positions 7.02 8.00 8.00 8.00
P
rogram 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 Teams 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 all 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.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O9
• Provide highly trained and customer service -friendly aquatics personnel to ensure safe and efficient operations and quality programming at the swimming pool. 202
3-2024 Goals and Objectives
• Improve organizational effectiveness by having Aquatics Division staff attend training to become Certified Pool Operators (CPO).
• Install new lane line anchors to allow a range of aquatics programs. The new anchors will provide an opportunity for the pool to serve multiple programs simultaneously. 202
2-2023 Major Accomplishments
• Collaborated with the Building Maintenance division to update the George Elder Pool with energy-efficient underwater pool lights, overhead deck lights, and an electrical panel. The new lighting improves visibility for a safer environment. • U pdated the underwater safety lines at the George Elder Pool. These lines guide morning lap swimmers and competitive swimmers in the Mark Keppel High School and Manta Rays Swim Teams.
• I nstalled new energy -efficient locker room heaters. Swimmers need heaters, especially during morning lap swims and the winter months.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $399,276 $507,931 $507,931 $437,061
Special Revenue $13,695 $17,547 $17,547 $74,859
ARPA $222,097 $232,847 $232,847 $255,039
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $635,067 $758,325 $758,325 $766,959
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O1
0 Pro
gram: Senior Programs
Program No.: 6505
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $266,475 $296,746 $296,746 $497,862 Services $52,561 $59,015 $59,015 $67,300
Commodities $19,050 $43,569 $43,569 $38,000
Internal Services $69,180 $111,549 $111,549 $109,175
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $407,266 $510,879 $510,879 $712,337
Authorized Full-Time
Equivalent Positions 4.90 5.00 5.00 5.00

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O11
P
rogram Details
This activity provides for the operation of
Langley Center, the City’s Senior Citizen Center.

Langley Center provides activities for 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 programs ,
billiards, table tennis, fitness classes, computer
and technology classes, mature driver training
course, social clubs, health fairs , 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 , periodic heart disease, and stroke screenings, and flu shots through the assistance of local agencies 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 center on days when the outside temperature is over 95 degrees, or when designated by Los Angeles County.
202
3-2024 Goals and Objectives
• Improve organizational safety practices by collaborating with the Monterey Park Fire Department and Police Department to provide safety drills for city staff and Langley Center patrons.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O12
• E
xpand access to mental and emotional health services by working with agencies to provide ongoing workshops, seminars, and resources.
• Develop and implement free fitness classes that provide seniors with the confidence and knowledge to utilize the Langley fitness equipment with the proper techniques. 202
2-2023 Major Accomplishments
• Increased participation by expanding the hours of operation to include evening hours. The expansion of hours provides an opportunity for non-retired seniors to utilize the available amenities.
• Increased facility security by incorporating door alarms on all exterior doors, creating a single entry/exit point at the main entrance of the building. • Received the YWCA Champion of Change Award for providing excellent service to a vulnerable community and access to essential needs.
• Implemented monthly themed dances to continue to promote the slogan, United we dance.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $343,502 $448,481 $448,481 $506,958
Special Revenue $19,065 $62,398 $62,398 $51,470
ARPA $44,700 $0 $0 $153,909
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $407,266 $510,879 $510,879 $712,337
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O1
3 P
rogram: Youth Programs
Program No.: 6506
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $154,802 $239,197 $239,197 $240,380 Services $650 $1,050 $1,050 $2,500
Commodities $7,994 $11,000 $11,000 $12,000
Internal Services $25,780 $44,939 $44,939 $42,376
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $189,226 $296,186 $296,186 $297,256
Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50
P
rogram Details
The City of Monterey Park provides 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.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O14
20 23-2024 Goals and Objectives
• Expand the facility license capacity by adding another classroom enabling the program to enroll additional participants and comply with the required staff/child ratio. • Improve the participant experience by collaborating with the Bruggemeyer Library to curate a remote reading selection in the Day Care that will include inspirational and educational themes.
202
2-2023 Major Accomplishments
• Developed a meditation and relaxation space, “Comfort Corner,” where the youth can participate in quiet activities that help promote peace and balance and reduce anxiety. • Promoted intergenerational interaction by having the Tiny Tots program engage and perform for the seniors at the Langley Center.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $120,446 $178,240 $178,240 $172,066
Special Revenue $7,507 $9,617 $9,617 $12,258
ARPA $61,273 $108,329 $108,329 $112,932
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $189,226 $296,186 $296,186 $297,256
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O15

Program: Recreation Programs
Program No.: 6507
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $0 $50,211 $50,211 $46,346
Services $39,374 $20,310 $20,310 $19,110
Commodities $0 $0 $0 $0
Internal Services $12,430 $15,146 $15,146 $14,671
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $51,804 $85,667 $85,667 $80,127

Authorized Full-Time
Equivalent Positions 1.63 1.50 1.50 1.50

Program 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 require
either a registration or league fee, grant
funds, or sponsor donations to cover the
cost.

Service objectives are:

• To 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.

• Continue to provide opportunities for individuals to initiate and/or maintain physical and mental fitness through a variety of activities.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O16
• Provide 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.
20 23-2024 Goals and Objectives
• Expand access to leisure class programming by working with local businesses and entrepreneurs to establish opportunities that promote classes outside of City facilities. • Develop and establish an adult pickleball league for recreation and competitive players. • Develop “MPK Minis” clinics that provide an introduction to a variety of sports and teach basic skills to youth.
202
2-2023 Major Accomplishments
• Established walkability routes in parks to encourage park users to increase the distance of their workout routines.
• Provided weekly Introduction to Pickleball classes and four (4) Pickleball 101 workshops. • Re-instated in-person leisure class programming and adult sports leagues. • Re-instated the Summer Lunch program that provides free lunch to youth ages 18 years and under.

F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $51,804 $85,667 $85,667 $80,127
Special Revenue $0 $0 $0 $0
ARPA $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $51,804 $85,667 $85,667 $80,127
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O
17 P
rogram: Special Events
Program No.: 6508
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $29,417 $111,246 $111,246 $121,453
Services $5,583 $13,450 $13,450 $19,950
Commodities $71,510 $107,290 $107,290 $111,291
Internal Services $34,710 $20,122 $20,122 $41,189
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $141,220 $252,108 $252,108 $293,883
Authorized Full-Time
Equivalent Positions 1.05 1.00 1.00 1.00
P
rogram 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

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O18
Ma
yo, MPK Birthday, Summer Movies, Electric Park,
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 Contractor s, and/or
Community Organizations in promoting, fundraising,
planning, coordinating, and administrating community
events and cultural activities . In addition, this division organizes a special recognition program for the
volunteers who supplement the City’s workforce.

Serv
ice objectives are:
• As
sist with the recruitment and recognition of volunteers for special programs and events. • Maintain the 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. 2023
-2024 Goals and Objectives
• Ex
pand community participation by exploring opportunities to add a SNAP (Special Needs & Adaptive Programming) time at special events, providing a positive experience for members of the community in need.
• Develop a “Photo of the week” social media campaign to encourage residents to share the many unique ways they enjoy recreational activities and utilize city parks. • Collaborate with the Community Participation Commission to develop the guidelines and host a City Flag Contest that will serve to represent Monterey Park. 2022
-2023 Major Accomplishments
• Collaborated with a volunteer committee, Monterey Park Arts Collective (MPAC), to establish the new event, Electric Park. The committee successfully hosted two events in Barnes Park that focused on uniting the community through music and dance. • Successfully relocated the weekly Farmers’ Market from George Elder Park to Barnes Park to help improve attendance and access to healthy food.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O19
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $88,507 $170,864 $170,864 $209,653
Special Revenue $1,538 $8,551 $8,551 $11,338
ARPA $0 $9,446 $9,446 $9,446
Enterprise $51,176 $63,247 $63,247 $63,446
Internal Service $0 $0 $0 $0
Total Expenditures $141,220 $252,108 $252,108 $293,883
Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O20

Program: Community Transportation
Program No.: 6511
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $338,966 $426,742 $426,742 $501,774 Services $18,595 $75,088 $75,088 $75,878
Commodities $4,743 $11,000 $11,000 $11,000
Internal Services $234,480 $228,697 $228,697 $308,703 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $596,785 $741,527 $741,527 $897,355

Authorized Full-Time
Equivalent Positions 6.70 6.75 6.75 6.75

Program 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.

Recreation and Community Services Department
FY 2023-2024 Preliminary Budget
O21
Service 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 the supplemental service agreement utilizing taxi services. 202
3-2024 Goals and Objectives
• Increase community participation by offering multiple group excursions, including shopping, educational trips, and leisure experiences.
• Develop vehicle magnets to utilize Dial-A-Ride vehicles as mobile marketing tools for city programming and resources that benefit seniors and those with disabilities. 202
2-2023 Major Accomplishments
• Partnered with Los Angeles Metropolitan Transportation Authority to offer the monthly program “On the Go,” which helped educate participants and give them the confidence to utilize public transportation.
• Provided a holiday excursion for 100 participants to visit the Riverside Mission Inn for the annual “Festival of Lights.”
F
unding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $596,785 $706,681 $706,681 $897,297
ARPA $0 $34,846 $34,846 $58
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $596,785 $741,527 $741,527 $897,355

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Public Works Department
FY 2023-2024 Preliminary Budget

P1
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 five divisions:

Maintenance Services, Engineering, Community Transportation, Water Utility, and Parks.

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.

Public Works Department
FY 2023-2024 Preliminary Budget

P2
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, 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 tr affic 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 2023-2024 Preliminary Budget

P3
Parks Division
The Parks Division responsibilities include the development and maintenance of public parks and facilities, landscaped areas, and street medians and trees.

The City conducted a compensation study for part -time classifications. This included an increase to the salary schedule to bring part -time classifications to the state minimum wage requirement and adjust part -time hourly rates to address compaction. Hourly r ates have been adjusted and funds have been included in the budget.

As part of the City’s efforts to adequately plan for resources to deliver services to the community, the FY 2023-2024 budget includes the elimination of six (6) part -time maintenance staff and the addition of (3) full -time maintenance staff in the Parks, Facilities, and Streets divisions. This change helps reduce potential gaps in available staff resources and provides for more efficient operations.

Public Works Department
FY 2023-2024 Preliminary Budget

P4
Department Budget Summary

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $2,941,296 $2,994,765 $2,994,765 $2,878,515 Special Revenue $3,326,940 $5,867,778 $5,867,778 $6,215,180 Enterprise $23,820,561 $27,942,607 $27,942,607 $31,538,207 Internal Service $3,034,918 $3,435,227 $3,435,227 $5,417,438 Debt Service $950,939 $1,051,450 $1,051,450 $1,051,200 Total $34,074,653 $40,240,377 $40,240,377 $47,100,540 FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget Community Transporation 4201 $664,054 $1,939,345 $1,939,345 $2,036,585 Street Maintenance 4202 $2,027,811 $2,459,044 $2,459,044 $2,535,779 Storm Drain Maintenance 4203 $234,949 $650,856 $650,856 $442,922 Sanitary Sewer Maintenance 4204 $1,981,020 $2,289,331 $2,289,331 $2,636,665 Street Cleaining 4205 $330,590 $379,248 $379,248 $416,510 Traffic Control 4206 $479,427 $630,706 $630,706 $702,431 Street Lighting 4207 $698,579 $582,542 $582,542 $760,850 Refuse Collections 4208 $6,333,279 $6,721,959 $6,721,959 $7,314,154 Building Maintenance 4210 $860,451 $1,014,925 $1,014,925 $1,650,311 Motor Pool Shop 4211 $2,999,308 $3,418,966 $3,418,966 $3,924,362 Engineering 4212 $1,297,391 $1,719,619 $1,719,619 $1,609,478 Parkway Maintenance 4216 $745,773 $993,669 $993,669 $1,108,400 Parks 4217 $1,138,614 $1,450,183 $1,450,183 $1,658,025
Water Admin 4220 $580,150 $661,576 $661,576 $1,094,347
Water Commercial 4221 $1,391,117 $1,778,070 $1,778,070 $1,845,405 Water Production 4222 $4,378,767 $5,079,435 $5,079,435 $5,688,127 Water Distribution 4223 $4,980,512 $4,386,940 $4,386,940 $4,752,536 Well No. 5 4226 $451,486 $1,322,303 $1,322,303 $1,702,729 Well No. 12 Treatment Plant 4227 $859,953 $1,202,082 $1,202,082 $1,906,839 Well No's 1, 3, & 10 4229 $665,819 $1,149,461 $1,149,461 $1,345,941 Well No. 12 Dual Barrier 4230 $526,049 $847,029 $847,029 $645,707 Well No. 15 4231 $409,332 $614,540 $614,540 $1,322,437
Total Expenditures $34,074,653 $41,291,827 $41,291,827 $47,100,540 Authorized Full-Time
Equivalent Positions 74.16 73.75 73.75 71.25
Expenditures by Program
Funding Sources by Type
Public Works Department
FY 2023-2024 Preliminary Budget

P5
Department Personnel Summary

PUBLIC WORKS - 4200
Dire ctor of Public Works 1 - 1 - 1 0 Assistant City Engineer 1 - 1 - 1 0 Administrative Intern - 0.24 - 0.25 0 0.25 Administrative Se cre tary 1 - 1 - 1 0 Auto Shop Technician 1 - 1 - 1 0 Building Trades Technician 1 - 1 - 1 0 Civil Engineering Assistant 1 - 1 - 1 0 Civil Engineering Associate 3 - 2 - 2 0 Civil Engineering Technician 2 - 2 - 2 0 Consum er Ser vices Repr esentative 2 - 2 - 2 0 Cr ew Leader 3 - 3 - 3 0 Cross Connection Control Inspector 2 - 2 - 2 0 Electrician 1 - 1 - 1 0 Engineering Aide - 0.96 - 1.00 0 1.00 Equipment Mechanic 2 - 2 - 2 0 Equipment Service Specialist - 0.50 - 0.50 0 0.50 Facilities Maintenance Supervisor 1 - 1 - 1 0 Lead Equipment Mechanic 1 - 1 - 1 0 Maintenance Wor ker 9 6.96 9 7.00 12 1.50 Management Analyst 1 - 1 - 1 - Par k Maintenance Cr ew Leader 2 - 2 - 2 - Park Maintenance Worker 3 - 3 - 3 - Park Supervisor 1 - 1 - 1 - Principal Management Analyst 2 - 1 - 1 - Public Works Maintenance Manager 1 - 1 - 1 - Public Works Maintenance Supervisor 1 - 1 - 1 - Public Works Manager - - 1 - 1 - Senior Civil Engineer - - 1 - 1 - Senior Clerk Typist 1 - - 0.50 0 0.50 Senior Maintenance Wor ker 4 - 4 - 4 - Senior Water Production System Operator 1 - 1 - 1 - Water Distribution Crew Supervisor 1 - 1 - 1 - Water Distribution Lead Worker 2 - 2 - 2 - Water Operation Supervisor 1 - 1 - 1 - Water Production Supervisor 1 - 1 - 1 - Water Production System Operator 4 - 4 - 4 - Water Utility Maintenance Worker 5 1 5 1.00 5 1.00 Water Utility Manager 1 - 1 - 1 - Sr. Accountant 1 - 0.5 - 0.5 - PUBLIC WORKS TOTAL 64.50 9.66 63.50 10.25 66.50 4.75

Public Works Department
FY 2023-2024 Preliminary Budget

P7
Program: Community Transportation

Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $46,994 $83,987 $83,987 $86,797
Services $120,729 $1,258,152 $1,258,152 $1,290,776
Commodities $121 $2,200 $2,200 $2,200
Internal Services $496,210 $595,006 $595,006 $656,812 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $664,054 $1,939,345 $1,939,345 $2,036,585

Authorized Full-Time
Equivalent Positions 0.40 0.40 0.40 0.40

Program No.: 4201

Program Details
The Community Transportation Program is
responsible for the fixed- route transit
operation and Employee Ridership Program.

Specific service objectives are to:

• Provide 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.

• Work with outside agencies to improve
regional transportation services.

• Establish 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P8
• Implement a commute program for City employees to comply with air quality requirements and reduce mobile emissions.
202
3-2024 Goals and Objectives
• Implement recommendations from the Transit
System evaluation to improve and revitalize the
City’s transit services to better address the
community’s mobility needs
• Install new and/or renovate existing bus stop
amenities, such as bus shelters, trash receptacles,
signage, and bus pads, to provide an improved
transit experience.
202
2-2023 Major Accomplishments
• The Spirit Bus service was suspended in April 2020
in re sponse to the Covid- 19 pandemic. The City
worked with its contractor, First Transit, to restart
services in July 2022.
• A
s part of ongoing service improvements, the city
implemented the Passio GoApp to provide riders
with real-time bus service information to include
estimated arrival times, route information, and trip
planning.

Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,115 $0 $0 $0
Special Revenue $662,939 $1,939,345 $1,939,345 $2,036,585 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $664,054 $1,939,345 $1,939,345 $2,036,585

Public Works Department
FY 2023-2024 Preliminary Budget

P9
Program: Street Maintenance
Program No.: 4202
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $437,169 $512,180 $512,180 $570,998 Services $86,983 $120,973 $120,973 $88,237
Commodities $141,952 $307,610 $307,610 $284,610
Internal Services $410,766 $466,830 $466,830 $540,735 Capital Outlay $0 $0 $0 $0
Debt Service $950,941 $1,051,450 $1,051,450 $1,051,200 Total Expenditures $2,027,811 $2,459,044 $2,459,044 $2,535,779

Authorized Full-Time
Equivalent Positions 10.49 10.50 10.50 10.50

Program 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 o xidation due to age, wear and/or weathe r
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 t he City. Citywide graffiti removal and clean team task are also included in this activity.

Specific 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 schedule repairs according to the project schedule.

Public Works Department
FY 2023-2024 Preliminary Budget
P10
• I
nspect 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 displaced 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 th at are raised ½ inch or less, and cut problem tree roots to eliminate future uplifts.
2023
-2024 Goals and Objectives
• Continue the sidewalk and tree well grinding
program on the main boulevards in conjunction with
the intrusive tree replacement project.
• 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 2009 street striper vehicle, unit
#041, with a compliant, efficient, and serviceable
unit.
202
2-2023 Major Accomplishments
• Purchased a new asphalt service vehicle, unit #091, for continued asphalt replacement operations.
• Attended to and made repairs to 8,701 potholes. At tended to and cleaned 82,617sq ft of Graffiti.

Public Works Department
FY 2023-2024 Preliminary Budget
P11
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $356,902 $411,423 $411,423 $441,442
Special Revenue $634,765 $856,949 $856,949 $912,792
Enterprise $85,205 $139,222 $139,222 $130,346
Internal Service $0 $0 $0 $0
Debt Service $950,939 $1,051,450 $1,051,450 $1,051,200
Total Expenditures $2,027,811 $2,459,044 $2,459,044 $2,535,779 Public Works Department
FY 2023-2024 Preliminary Budget

P12

Program: Storm Drain Maintenance
Program No.: 4203
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $78,150 $125,666 $125,666 $76,598 Services $102,879 $464,079 $464,079 $315,836
Commodities $0 $0 $0 $0
Internal Services $53,920 $61,111 $61,111 $50,488
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $234,949 $650,856 $650,856 $442,922

Authorized Full-Time
Equivalent Positions 1.45 1.45 1.45 0.85

Program 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.

Specific Service objectives are:

• Routinely inspect and clean catch basins and grates
prior to the rai ny 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.

• Inspect 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P13
• Inspect and clean the 11 City-owned slope drains located on city property. • I
mplement the City's National Pollution Discharge Elimination Sy stem (NPDES) program and comply with 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
3-2024 Goals and Objectives
• Develop a Storm Drain Master Plan that will catalogue existing storm drain facilities, create a condition assessment, and propose capital improvement recommendations for the City’s storm drain infrastructure.
• Complete stormwater capture projects that will reduce trashing draining into the storm drain system to comply with the Total Maximum Daily Load (TMDL) requirements • Continue to identify locations that require additional and recurring cleaning to provide the most efficient follow-up in removing restricting debris from roadway gutters. 202
2-2023 Major Accomplishments
• Completed installation of more than 200 trash capture devices to prevent debris from entering Storm Drain system.
• Continued to monitor storm drain system program and implementation of the City’s Enhanced Watershed Management Program (EWMP) for compliance with MS4 NPDES Permit requirements.

Funding
Sources by Type
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $45,870
Special Revenue $108,937 $247,726 $247,726 $202,334
Enterprise $126,012 $403,130 $403,130 $194,718
Internal Service $0 $0 $0 $0
Total Expenditures $234,949 $650,856 $650,856 $442,922
Public Works Department
FY 2023-2024 Preliminary Budget

P14
Program: Sanitary Sewer Maintenance
Program No.: 4204
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $355,686 $622,692 $622,692 $596,018 Services $42,254 $68,435 $68,435 $31,800
Commodities $18,110 $24,000 $24,000 $39,700
Internal Services $1,040,335 $1,243,054 $1,243,054 $1,524,754 Capital Outlay $0 $0 $0 $0
Debt Service/ Other
Payments $524,635 $331,150 $331,150 $444,393
Total Expenditures $1,981,020 $2,289,331 $2,289,331 $2,636,665

Authorized Full-Time
Equivalent Positions 6.75 6.75 6.75 6.25

Program Details
The City’s sanitary sewer system is a gravity -flow system connecting to seven county sanitation district t runk 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.

Specific Service objectives are:

• Inspect and clean all main lines annually to ensure
proper 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 -
Public Works Department
FY 2023-2024 Preliminary Budget
P15
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.
• O
versee the construction of infrastructure im provements that are identified in the Sewer Master Plan.
2023
-2024 Goals and Objectives

1. • Complete an update to the Sewer System Management Plan to identify capital improvement projects focused on improving capacity and reducing the amount of sanitary sewer failures.
• Continue 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 personnel assigned to Sewer operations.
202
2-2023 Major Accomplishments
• Upgraded CCTV equipment and provided staff with additional NASSCO training on new technology for more efficient pipeline assessment operations. • Inspected 15.57 miles of sewer main lines via CCTV as part of maintenance program and prior to capital improvement projects.

F
unding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,981,020 $2,289,331 $2,289,331 $2,636,665
Internal Service $0 $0 $0 $0
Total Expenditures $1,981,020 $2,289,331 $2,289,331 $2,636,665 Public Works Department
FY 2023-2024 Preliminary Budget

P16
Program: Street Cleaning
Program No.: 4205
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $7,407 $8,263 $8,263 $15,148
Services $319,504 $346,800 $346,800 $370,000
Commodities $0 $0 $0 $0
Internal Services $3,680 $24,186 $24,186 $31,362
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $330,590 $379,248 $379,248 $416,510

Authorized Full-Time
Equivalent Positions 0.05 0.05 0.05 0.05

Program 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 effective
street cleaning program i s 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, st reet 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.

Specific Service objectives are:

• Sweep all residential streets and alleys once every week, and all boulevards four times a week.

Public Works Department
FY 2023-2024 Preliminary Budget
P17
• Sweep center medians and parking lots once a we ek, and commercial Par king Districts No. 1 and No. 2 twice a week.
2023
-2024 Goals and Objectives
• Continue to maintain a collaborative and mutually communicative relationship with the City’s contractor to provide the highest level of service to the community. The City’s 24- hour response time requirement to address complaints and concerns is a vital component of the customer service standards the City endeavors to consistently provide for its residents.

Funding
Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $330,590 $379,248 $379,248 $416,510
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $330,590 $379,248 $379,248 $416,510
Public Works Department
FY 2023-2024 Preliminary Budget
P18
Program: Traffic Control
Program No.: 4206
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $117,853 $160,273 $160,273 $144,625 Services $225,229 $279,570 $279,570 $310,500
Commodities $67,295 $85,500 $85,500 $141,500
Internal Services $69,050 $105,363 $105,363 $105,806
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $479,427 $630,706 $630,706 $702,431
Authorized Full-Time
Equivalent Positions 1.81 1.75 1.75 1.25
P
rogram 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 regulator y and warning signs, maintenance 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P19
• Repaint pavement markings on streets that are resurfaced or slurry sealed as soon as the projects are completed.
• Annually replace stop signs that have lost legibility or reflectivity. • Replace missing or damaged regulatory signs within eight hours after notification and missing or damaged warning signs within 24 working hours after notification. • Maintain 62 City -owned traffic signals to ensu re that all emergency repai rs a re made within 24 hours of notification.
• Replace regulatory signs to meet new standards according to the Manual on Uniform Traffic Control Devices (MUTCD) yearly.
202
3-2024 Goals and Objectives
• Complete city-wide installation of blue raised
pavement markers on all City streets. These blue
reflective markers assist Fire Department Engineers
in locating hydrants in nighttime hours under
emergency conditions.
• Continue making the road safety improvements
developed from the City Local Road Safety Plan.
202
2-2023 Major Accomplishments
• Completed traffic and excess speed mitigation measures on S. Garfield, between Graves and El Repetto. Work in this area included new striping, traffic control devices, and speed limit warning flashers.
• Received and assessed the completed 5 year Caltrans California Road System analysis.

This comprehensive report is now incorporated into our Local Road Safety Plan. Road safety improvements are now being implemented based on this report. Four of the top seven (7) recommendations have been completed as of the filing of this budget.

Public Works Department
FY 2023-2024 Preliminary Budget
P20
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $178,776 $166,750 $166,750 $185,450
Special Revenue $300,651 $463,956 $463,956 $516,981
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $479,427 $630,706 $630,706 $702,431
Public Works Department
FY 2023-2024 Preliminary Budget

P21
Program: Street Lighting
Program No.: 4207
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $121,340 $110,744 $110,744 $128,805 Services $562,074 $409,625 $409,625 $511,975
Commodities $1,485 $3,500 $3,500 $28,500
Internal Services $13,680 $58,674 $58,674 $91,570
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $698,579 $582,542 $582,542 $760,850

Authorized Full-Time
Equivalent Positions 0.94 0.95 0.95 0.95

Program 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 poli ce patrols, facilitates evening traffic
flow, and promotes local business and industry
during the evening hours.

Specific Service objectives are:

• Replace burned out City -owned lamps
within two days after an outage has been
reported.

• Repair City-owned faulty circuits within seven days after a failure has been detected.

• Replace City-owned light poles that are damaged in traffic accidents within 14 days of notification.

Public Works Department
FY 2023-2024 Preliminary Budget
P22
• Inspect streetlights once a year.
• I
nspect bus shelter lighting once a month and perform necessary maintenance. 202
2-2023 Major Accomplishments
• Completed City sign replacement on approximately 1,004 SCE lighting pole fixtures as SCE performed their grid based pole and LED replacement program.

F
unding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $77,951 $69,006 $69,006 $92,903
Special Revenue $620,629 $513,537 $513,537 $667,947
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $698,579 $582,542 $582,542 $760,850
Public Works Department
FY 2023-2024 Preliminary Budget
P23
Program: Refuse Collection
Program No.: 4208
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits ($57,647) $108,723 $108,723 $194,121 Services $5,400,633 $5,600,770 $5,600,770 $5,959,058
Commodities $81 $5,500 $5,500 $5,600
Internal Services $988,785 $1,006,967 $1,006,967 $1,155,375 Capital Outlay $0 $0 $0 $0
Debt Service $1,427 $0 $0 $0
Total Expenditures $6,333,279 $6,721,959 $6,721,959 $7,314,154 Authorized Full-Time
Equivalent Positions 0.62 0.50 0.50 0.50
P
rogram 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 S tate
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 was te being sent to the
landfill. So lid waste 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. Re sidents 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.

Public 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P24
Specific service objectives are:
• Oversee the removal of refuse from the City’s residential and commercial properties in an environmentally safe and efficient manner.
• Maintain 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.” 202
3-2024 Goals and Objectives
• Work with solid waste haulers to mai ntain 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 resident s a nd 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.
• Continue to implement programs to address SB1383 Organics recycling requirements • Start the RFP process for a new solid waste and recycling franchise agreement 202
2-2023 Major Accomplishments
• Organized and hosted t wo community clean up events providing the com munity an opportunity to dispose of unwanted bulky items
• Conducted increased outreach to multifamily and commercial customers, to include onsite visits, about recycling and organics recycling requirements • Obtained grant funding from CalRecycle to support SB1383 compliance • Participated in the San Gabriel of Valley Council of Governments (SGVCOG) Regional Food Recovery Program Expansion to support businesses comply with organics recycling regulations.

Public Works Department
FY 2023-2024 Preliminary Budget
P25
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $17,188 $35,983 $35,983 $64,133
Enterprise $6,316,091 $6,685,976 $6,685,976 $7,250,021
Internal Service $0 $0 $0 $0
Total Expenditures $6,333,279 $6,721,959 $6,721,959 $7,314,154 Public Works Department
FY 2023-2024 Preliminary Budget

P26
Program: Building Maintenance
Program No.: 4210
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $143,360 $294,311 $294,311 $456,244 Services $388,092 $340,900 $340,900 $646,433
Commodities $67,916 $98,500 $98,500 $128,430
Internal Services $133,820 $146,885 $146,885 $277,185 Capital Outlay $0 $0 $0 $0
Debt Service $127,264 $134,329 $134,329 $142,019
Total Expenditures $860,451 $1,014,925 $1,014,925 $1,650,311

Authorized Full-Time
Equivalent Positions 2.75 2.75 2.75 3.00

Program Details
Building Maintenance is responsible for the upkeep
of City -owned structures. Monterey Park presently
owns 16 major structures and numerous smaller
structures that requir e varying degrees 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.

Specific Service objectives are:

• Complete minor repairs (leaky faucets, vandalism, light outages, broken windows, etc.) within three days after requests are received.

• Complete major repairs (p ainting, cabinet work, structural alte rations, etc.) within 30 days after work order requests are received.

• Respond to emergency building maintenance repairs such as sewer stoppages, leaking pipes, etc.

• Monitor heating and air -conditioning maintenance contract for City facilities to ensure contractor is performing all required services.

Public Works Department
FY 2023-2024 Preliminary Budget
P27
• Perform preventive maintenance on all heating, ventilating and air conditioning units. 202
3-2024 Goals and Objectives
• Develop and implement an internal City-
wide master key program for all City
buildings, beginning with City Hall.
• Replace the roof at Elder Gym.
• Repair and renovate the skylight system at
City Hall.
• Remove and replace audience seating stair
lighting at the Barnes Amphitheatre.
202
2-2023 Major Accomplishments
• Replaced and upgraded the Fire Alarm
panel and Fire, life, Safety support system
at City Hall.
• Began the HVAC Replacement project to
replace approximately 25 of 118 units City-
wide that have reached their useful service
life. Due to equipment lead times, the
project will be completed in fiscal year 23-

24. Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $655,225 $680,052 $680,052 $142,019
Special Revenue $7,686 $9,567 $9,567 $15,215
Enterprise $176,340 $309,045 $309,045 $0
Internal Service $21,200 $16,261 $16,261 $1,493,077
Total Expenditures $860,451 $1,014,925 $1,014,925 $1,650,311 Public Works Department
FY 2023-2024 Preliminary Budget

P28
Program: Motor Pool Shop
Program No.: 4211
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $397,703 $466,124 $466,124 $624,869 Services $327,816 $472,360 $472,360 $436,930
Commodities $690,186 $638,115 $638,115 $690,084
Internal Services $758,120 $1,104,609 $1,104,609 $1,434,721 Capital Outlay $0 $317,500 $317,500 $317,500
Debt Service $825,483 $420,258 $420,258 $420,257
Total Expenditures $2,999,308 $3,418,966 $3,418,966 $3,924,362

Authorized Full-Time
Equivalent Positions 4.65 4.65 4.65 4.65

Program 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:

• Annually identify and replace vehicles that have exceeded their useful life expectancy through an annual appropriation, lease-purchase financing arrangement, or lease.

Public Works Department
FY 2023-2024 Preliminary Budget
P29
• Perform preventive maintenance service on vehicles
and equipment at regularly required intervals.
• C
onduct safety inspections on vital items such as
brakes, suspension systems, and fluid levels, etc. on all vehicles during preventive maintenance service.
• C
omplete mandated reports and maintain City fleet
vehicles and equipment to be in compliance with BAR
(Bureau of Automotive Repair), SC AQMD (South
C
oast Air Quality Management District), CARB
(California Air Resources Board), CUPA (Certified
Unified Program Agencies) and DOSH ( Division of
Occupational Safety and Health) regulations.
• Purchase 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.
202
3-2024 Goals and Objectives
• Research and procure a new Vehicle Management Software program. The existing system is over 20 years old (Extra Fleet) and is no longer efficient. A new system with features included in systems that will enable the Fleet Services Divis ion 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 applications. • C
onduct a formal review and evaluation of the cost/benefit of the operation and maintenance of the City’s current CNG Station. This review will yield a new fuel management and CNG delivery system.

Public Works Department
FY 2023-2024 Preliminary Budget
P30
20 22-2023 Major Accomplishments
• Began implementation of recommendations from the fleet audit to improve efficiency and enhance services provided by Motor Pool Shop.

Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
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 $2,999,308 $3,418,966 $3,418,966 $3,924,362 Total Expenditures $2,999,308 $3,418,966 $3,418,966 $3,924,362 Public Works Department
FY 2023-2024 Preliminary Budget
P31
Program: Engineering
Program No.: 4212
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $682,715 $1,066,468 $1,066,468 $941,501 Services $201,216 $180,460 $180,460 $204,935
Commodities $24,919 $22,350 $22,350 $27,850
Internal Services $388,540 $450,341 $450,341 $435,192
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,297,391 $1,719,619 $1,719,619 $1,609,478 Authorized Full-Time
Equivalent Positions 9.19 8.25 8.25 8.25
P
rogram 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

Public Works Department
FY 2023-2024 Preliminary Budget
P32
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 improvement projects in the City. The Division also oversees the City’s Americans with Disabilities Act (ADA) Title II compliance activities.

S
pecific Service objectives are:
• I
mplement the Water Master Plan and develop a comprehensive street maintenance program in accordance with the City’s Pavement Management Study. • A
nnually administer the capital improvement program for City streets, water system, and parks.
• L
everage 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.
• W
ork with other City Departments/Divisions to support various City programs, such as economic development projects and community events.
202
3-2024 Goals and Objectives
o Implementation of Capital Improvement Plan, to include completion of street rehabilitation projects as required by the City’s 2021 Street Bonds. o Seek grant funding for infrastructure improvement projects o Integrate Public Works permit process to City’s Accela online system for increased efficiency
202
2-2023 Major Accomplishments
• Completed street resurfacing and rehabilitation improvements at various locations throughout the City as recommended by the Pavement Management Study • The following Capital Improvement Projects were completed in fiscal year 22-23 o CIP 96016 – Fulton Ave Drainage Improvements
o CIP 96002 – Northeast Water Main Improvements
o CIP 86006 – S. Atlantic Installation of new Banner Poles o CIP 96030 – Phase 1 Slurry Seal
Public Works Department
FY 2023-2024 Preliminary Budget
P33
o CIP 96036 – 2022 Residential Street Rehabilitation Project o CIP 99010 – Emerson Ave Sewer System Improvement Project o CIP 95012 – Sierra Vista Court Resurfacing Project
o CIP 93004 – CCTV Public Safety Camera
Program Measurements
Actual
2020-21
Actual
2021-22
Projected
2022-23
Capital Improvement Projects (CIP)
Commenced and/or Completed 10 32 25
Dollar Value of CIP Projects Completed
($ Millions) $4.8 $4.5 $6.5
Subdivisions Processed:

Tentative Tract Maps 4 3 2
Tentative Parcels Maps 2 2 3
Final Tract Maps 3 2 2
Final Parcel Maps 2 2 2
Lot Line Adjustments Reviewed 1 3 3
Conditional Use Permits Reviewed 1 3 5
Variances Reviewed 0 0 0
Site and Plan Checks for Building Permits 57 87 30
Concrete, Excavation, Utilities,
Transportation, Sewer, Water,
Undergrounding Permits Issued 426 723 795
Grading Permits Issued 9 14 12
Traffic Engineering Issues Investigated 15 18 24
Public Works Department
FY 2023-2024 Preliminary Budget
P34
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $199,628 $195,296 $195,296 $364,736
Special Revenue $340,764 $614,377 $614,377 $405,445
Enterprise $757,000 $909,946 $909,946 $839,297
Internal Service $0 $0 $0 $0
Total Expenditures $1,297,391 $1,719,619 $1,719,619 $1,609,478 Public Works Department
FY 2023-2024 Preliminary Budget
P35
Program: Parkway Maintenance
Program No.: 4216
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $189,598 $270,837 $270,837 $341,238 Services $492,467 $612,430 $612,430 $612,880
Commodities $16,929 $18,300 $18,300 $18,300
Internal Services $46,780 $92,102 $92,102 $135,982
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $745,773 $993,669 $993,669 $1,108,400 Authorized Full-Time
Equivalent Positions 3.55 3.50 3.50 3.00
P
rogram Details
This activity provides for the care and
maintenance of approximately 10,0 00 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.

T
his 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P36
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. Specific service objectives are:
• T
rimming of trees as needed to provide for effective
aesthetic value, traffic sign visibility, streetlamp clearance, and for proper mobility on streets and sidewalks.
• P
rovide attractive and healthy trees through regularly
scheduled inspection, trimming, removal, and replacement when possible.
202
3-2024 Goals and Objectives
• Completion and implementation of a City Urban Forest Master Plan. This plan would incorporate defined tree care guidelines including future removal and replacement of nuisance and intrusive trees causing infrastructure damage on City boulevards. • T
o continue maintaining at least a 1:1 tree replacement ratio on removals. We currently have positive ratio of 1.5:1 replacement to removal ratio. 202
2-2023 Major Accomplishments
• Completed another fiscal year of maintaining a -0- hazardous tree percentage within the entire City inventory. This is accomplished annually by City contracted arborists identifying and reporting dead, dying or otherwise hazardous trees. The City then removes them within 15 days of notification.

Public Works Department
FY 2023-2024 Preliminary Budget
P37
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $480,248 $387,634 $387,634 $364,851
Special Revenue $265,525 $606,036 $606,036 $743,549
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $745,773 $993,669 $993,669 $1,108,400 Public Works Department
FY 2023-2024 Preliminary Budget

P38
Program: Parks
Program No.: 4217
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $440,883 $622,843 $622,843 $733,356 Services $323,483 $236,820 $236,820 $262,225
Commodities $45,957 $72,200 $72,200 $71,450
Internal Services $328,290 $518,320 $518,320 $590,994 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,138,614 $1,450,183 $1,450,183 $1,658,025

Authorized Full-Time
Equivalent Positions 6.07 6.00 6.00 6.00

Program Details

This 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, exercise, 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

Public Works Department
FY 2023-2024 Preliminary Budget
P39
atmosphere. Our park sites are host to many of the City’s special event celebrations throughout the year that welcomes thousands of participants.

S
pecific service objectives are:
• M
aintain Parks to meet or exceed the
Standards as set forth by the
Recreation and Parks Commission,
providing safe, attractive, and user -
friendly recreation facilities.
• W
ith water conservation no longer a
goal, but a standard, continued use of
drought tolerant turf, plants and
shrubs, and irrigation techniques.
202
3-2024 Goals and Objectives
• Remove and replace worn benches (125) and picnic tables (33) throughout City Parks. • I
n 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. • S
ecure funding for five (5) remaining City parks for conversion to a CALSENSE smart irrigation system.
202
2-2023 Major Accomplishments
• Obtained grant funding ($50,000) to convert and upgrade City Hall and Barnes Park to a CALSENSE smart irrigation system to be installed fiscal 22-23

Public Works Department
FY 2023-2024 Preliminary Budget
P40
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $951,229 $1,084,604 $1,084,604 $1,241,244
Special Revenue $37,265 $201,055 $201,055 $233,690
Enterprise $135,710 $164,524 $164,524 $183,091
Internal Service $14,410 $0 $0 $0
Total Expenditures $1,138,614 $1,450,183 $1,450,183 $1,658,025 Public Works Department
FY 2023-2024 Preliminary Budget

P41
Program: Water Administration
Program No.: 4220
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $400,501 $223,397 $223,397 $555,791 Services $91,531 $270,888 $270,888 $208,600
Commodities $17,084 $21,250 $21,250 $23,250
Internal Services $70,520 $146,041 $146,041 $306,706 Capital Outlay $0 $0 $0 $0
Debt Service $512 $0 $0 $0
Total Expenditures $580,150 $661,576 $661,576 $1,094,347

Authorized Full-Time
Equivalent Positions 1.00 1.75 1.75 1.75

Programs 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.

Specific Service objectives are:
• Represent the City in the management of the Main San Gabriel Basin WaterMaster by attending monthly meetings.

• Develop 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.

• Prepare numerous operations, production, and water quality reports to meet WaterMaster, Federal, State, County, and City requirements.

Public Works Department
FY 2023-2024 Preliminary Budget

P42
• 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, ars enic, volatile organic compounds, Perchlorate, 1,4-Dioxane, 1,1-DCA, MTBE, Chromium 6, etc.).

2023-2024 Goals and Objectives
• Ensure compliance with all State and Federal
requirements for potable water.

• Work with the Water Quality Authority (WQA)
and the California Department of Toxic
Substances Control to continue the reimbursement
of costs incurred by the city to remove volatile
organic compounds (VOCs) and other
contaminants found in the groundwater.

• Complete a Water Rate Study.

2022-2023 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.

• Purchased a standby utility truck for the Water Division’s operations.

• Initiated an emergency water main replacement of the catastrophic failing of the 12” water main line at Monterey Pass Road. The upgrade will improve water reliability for the one-mile segment in the commercial district.

Public Works Department
FY 2023-2024 Preliminary Budget

P43
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $580,150 $661,576 $661,576 $1,094,347
Internal Service $0 $0 $0 $0
Total Expenditures $580,150 $661,576 $661,576 $1,094,347

Public Works Department
FY 2022-2023 Preliminary Budget

P44

Program: Water Commercial
Program No.: 4221
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $640,413 $837,686 $837,686 $804,232 Services $54,084 $55,850 $55,850 $43,100
Commodities $119,952 $166,450 $166,450 $153,500
Internal Services $576,585 $718,084 $718,084 $844,572 Capital Outlay $0 $0 $0 $0
Debt Service $83 $0 $0 $0
Total Expenditures $1,391,117 $1,778,070 $1,778,070 $1,845,405

Authorized Full-Time
Equivalent Positions 6.85 6.75 6.75 6.75

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 month for routine problems including
billing, leaks, water quality, general water service
inquiries, backflow/cross -connection, and water
conservation education.

Specific Service objectives are:

• Provide 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.

• Notify consumers of high consumption when readings appear to be significantly higher than normal.

Public Works Department
FY 2022-2023 Preliminary Budget
P45
• Perform annual tests on 101 City -owned backflow devices and report results to the Los Angeles County Department of Health Services.
• Track and maintain 1,3 83 private backflow prevention assemblies for water system protection as required by the State Water Resources Control Board Division of Drinking Water (DDW) standards.
• O
n a bimonthly reading cycle, report any safety hazards or code violations to the proper department.
• I
n conjunction with the Water Distribution section continue to evaluate and upgrade large meter installations to replace older water meters to ensure meter accuracy. 202
3-2024 Goals and Objectives
• Upgrading water meters and meter software with
Advanced Metering Infrastructure (AMI) technology to
enhance and modernize operations. The upgrade would
reduce the need for re-reads
• Tes t and calibrate large water meters t o ensure billing is accurate and to reduce revenue loss.
• E
nsure compliance with testing and maintenance of all
city backflow devices to protect water quality.
202
2-2023 Major Accomplishments
• Updated Cross Connection program standards and implemented policy to correspond with new software.
• S
urveyed over 75 properties . Identified 15 unknown backflows and 43 properties with outdated backflows that will be monitored for replacement. • Tested and repaired large diameters meters.

Public Works Department
FY 2022-2023 Preliminary Budget
P46
Funding Sources by Type
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,391,117 $1,778,070 $1,778,070 $1,845,405
Internal Service $0 $0 $0 $0
Total Expenditures $1,391,117 $1,778,070 $1,778,070 $1,845,405 Public Works Department
FY 2022-2023 Preliminary Budget
P47
Program: Water Production
Program No.: 4222
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $52,891 $62,050 $62,050 $86,404
Services $3,038,307 $3,413,990 $3,413,990 $3,774,939
Commodities $165,386 $246,300 $246,300 $243,700
Internal Services $1,084,290 $1,244,603 $1,244,603 $1,473,139 Capital Outlay $0 $0 $0 $0
Debt Service $37,893 $112,492 $112,492 $109,945
Total Expenditures $4,378,767 $5,079,435 $5,079,435 $5,688,127 Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
P
rograms 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.

Water 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 and efficient production of water for the community. In compliance with Title 22, State of Public Works Department
FY 2022-2023 Preliminary Budget
P48
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.
202
3-2024 Goals and Objectives
• Replace Booster pumps at Sombrero Booster Station.
•
Replace Hach CL17 Analyzers (4 units) that are currently obsolete. •
Release bid for Brightwood Booster Station retrofit/upgrade . 202
2-2023 Major Accomplishments
• Procured three chlorine (CL2) pump skids for Delta chlorine system upgrade. • I
nspected reservoirs at Bradshawe, Pinetree, and Sombrero and Delta Settling Tanks. • O
btained operational permit for the C entralized Groundwater Ultraviolet/Advanced- Oxidation Process (UV/AOP) Treatment System.

Public Works Department
FY 2022-2023 Preliminary Budget
P49
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $4,378,767 $5,079,435 $5,079,435 $5,688,127
Internal Service $0 $0 $0 $0
Total Expenditures $4,378,767 $5,079,435 $5,079,435 $5,688,127 Public Works Department
FY 2022-2023 Preliminary Budget
P50
Program: Water Distribution
Program No.: 4223
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $295,882 $477,999 $477,999 $501,787 Services $150,493 $157,450 $157,450 $407,825
Commodities $151,477 $198,730 $198,730 $245,250
Internal Services $895,540 $1,064,628 $1,064,628 $1,036,902 Capital Outlay $0 $0 $0 $0
Debt Service/Other
Payments $3,487,120 $2,488,132 $2,488,132 $2,560,773
Total Expenditures $4,980,512 $4,386,940 $4,386,940 $4,752,536 Authorized Full-Time
Equivalent Positions 6.85 6.75 6.75 6.75
P
rograms 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.

T
his 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.

S
pecific service objectives are:
• E
nsure water section personnel productivity and safety through adherences to annual training objectives.

Public Works Department
FY 2022-2023 Preliminary Budget
P51
• O
perate annual valve exercise program for 2,073
distribution system valves.
• M
aintain water service standards by repairing City water distribution facilities to ensure that residents and
commercial accounts will have reliable water service.
• Continue to upgrade service and meter installation to current standards.
• H
elp maintain water quality with an active flushing
program.
• M
aintain all pressure relief stations, pressure -sustaining stations, and check valve stations in the distribution
system to increase reliability.
• I
dentify needs to improve distribution system reliability. 202
3-2024 Goals and Objectives
• Prioritize leak repairs, coordinate underground alert notifications, and complete repairs in a timely fashion.
• I
nstall 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, 95 blow- offs remain to be completed.
• I
mplement a valve exercise program to ensure valves will function properly when necessary.
2022
-2023 Major Accomplishments
• Completed Final Draft Water Master Plan that identifies and prioritizes infrastructure deficiencies.
• R
esponded to and repaired multiple water main and service line leaks.

Public Works Department
FY 2022-2023 Preliminary Budget
P52
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $4,980,512 $4,386,940 $4,386,940 $4,752,536
Internal Service $0 $0 $0 $0
Total Expenditures $4,980,512 $4,386,940 $4,386,940 $4,752,536 Public Works Department
FY 2023-2024 Preliminary Budget

P53
Program: Well No. 5
Program No.: 4226
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits ($93,108) $241,855 $241,855 $171,032 Services $188,126 $421,613 $421,613 $334,750
Commodities $1,568 $300,100 $300,100 $800,000
Internal Services $354,900 $358,735 $358,735 $396,947 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $451,486 $1,322,303 $1,322,303 $1,702,729

Authorized Full-Time
Equivalent Positions 2.19 2.25 2.25 2.00

Program 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.

Costs for this ac tivity 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.

Specific Service objectives are:

• Continue to seek outside funding for operation and maintenance of this facility from South El Monte Potentially Responsible Parties and other potential sources.

Public Works Department
FY 2023-2024 Preliminary Budget
P54
• Continue to operate and maintain plant per State Water Resources Control Board Division of Drinking Water (DDW) requirements.

F
unding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $451,486 $1,322,303 $1,322,303 $1,702,729
Internal Service $0 $0 $0 $0
Total Expenditures $451,486 $1,322,303 $1,322,303 $1,702,729 Public Works Department
FY 2023-2024 Preliminary Budget

P55
Program: Well No. 12 Treatment Plant
Program No.: 4227
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $182,747 $299,816 $299,816 $159,895 Services $312,869 $372,307 $372,307 $447,625
Commodities $42,278 $200,000 $200,000 $900,000
Internal Services $322,060 $329,959 $329,959 $399,319 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $859,953 $1,202,082 $1,202,082 $1,906,839

Authorized Full-Time
Equivalent Positions 2.25 2.25 2.25 2.50

Program 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P56
F
unding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $859,953 $1,202,082 $1,202,082 $1,906,839
Internal Service $0 $0 $0 $0
Total Expenditures $859,953 $1,202,082 $1,202,082 $1,906,839 Public Works Department
FY 2023-2024 Preliminary Budget

P57
Program: Well No. 1, 3, & 10
Program No.: 4229
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $157,416 $220,286 $220,286 $553,572 Services $232,805 $329,514 $329,514 $313,375
Commodities $4,823 $320,000 $320,000 $200,000
Internal Services $270,775 $279,661 $279,661 $278,994 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $665,819 $1,149,461 $1,149,461 $1,345,941

Authorized Full-Time
Equivalent Positions 1.86 2.00 2.00 2.00

Program 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.

Public Works Department
FY 2023-2024 Preliminary Budget
P58
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.

F
unding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $665,819 $1,149,461 $1,149,461 $1,345,941
Internal Service $0 $0 $0 $0
Total Expenditures $665,819 $1,149,461 $1,149,461 $1,345,941 Public Works Department
FY 2023-2024 Preliminary Budget

P59
Program: Well No. 12 Dual Barrier
Program No.: 4230
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $147,047 $205,465 $205,465 $131,314 Services $123,138 $221,797 $221,797 $116,000
Commodities $53,474 $200,000 $200,000 $200,000
Internal Services $202,390 $219,767 $219,767 $198,393 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $526,049 $847,029 $847,029 $645,707

Authorized Full-Time
Equivalent Positions 1.79 2.00 2.00 1.50

Program 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.

Costs for this activity include personnel costs,
Granular Activat ed Carbon replacement,
equipment maintenance, and laboratory analyses.

Specific Service objectives are:

• Seek outside funding for the operation and
maintenance of this facility from South El
Monte Potentially Responsible Parties and
other potential sources.

Public Works Department
FY 2023-2024 Preliminary Budget
P60
• Operate and maintain the system per the State Water Resources Control Board.

P61
Program: Well No. 15
Program No.: 4231
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $144,808 $200,834 $200,834 $137,292 Services $89,020 $160,907 $160,907 $184,500
Commodities $20,369 $100,000 $100,000 $800,000
Internal Services $155,135 $152,799 $152,799 $200,644 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $409,332 $614,540 $614,540 $1,322,437

Authorized Full-Time
Equivalent Positions 1.68 1.50 1.50 1.35

Program 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.

Costs 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 by the State Water Resources Control Board Division of Drinking Water (DDW).

Public Works Department
FY 2023-2024 Preliminary Budget
P62
Funding Sources by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $409,332 $614,540 $614,540 $1,322,437
Internal Service $0 $0 $0 $0
Total Expenditures $409,332 $614,540 $614,540 $1,322,437

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Non-Department
FY 2023-2024 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 Serv ice 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 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund $2,420,668 $1,887,569 $1,887,569 $1,051,191 Special Revenue $6,880,901 $8,623,366 $8,623,366 $7,814,561 Enterprise $421,993 $304,692 $304,692 $0
Internal Service $11,130,686 $9,466,520 $9,466,520 $13,711,659 Total $20,854,248 $20,282,146 $20,282,146 $22,577,410

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget General Liability 5101 $6,298,787 $5,579,438 $5,579,438 $7,652,133 Post-Employment 5102 $10,855,314 $12,257,409 $12,257,409 $11,338,370 Worker's Comp 8301 $3,700,146 $2,445,300 $2,445,300 $3,586,907 Total Expenditures $20,854,248 $20,282,146 $20,282,146 $22,577,410 Expenditures by Program
Non-Department
FY 2023-2024 Preliminary Budget

Program: General Liability
Program No.: 5101
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $5,830,037 $4,990,000 $4,990,000 $6,397,890 Commodities $0 $0 $0 $0
Internal Services $468,750 $585,938 $585,938 $1,250,743 Capital Outlay $0 $0 $0 $0
Debt Service $0 $3,500 $3,500 $3,500
Total Expenditures $6,298,787 $5,579,438 $5,579,438 $7,652,133

Program 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 Join t Power Authority risk sharing pool for Liability 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 2023-2024 expenses are anticipated to be $ 7.7 million. This includes earthquake, property damage insurance, and the City’s JPA member costs.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,054,859 $292,969 $292,969 $401,191
Special Revenue $234,375 $292,969 $292,969 $401,191
Enterprise $2,259 $0 $0 $0
Internal Service $5,007,294 $4,993,500 $4,993,500 $6,849,752 Total Expenditures $6,298,787 $5,579,438 $5,579,438 $7,652,133

Q3
Program: Post Employment
Program No.: 5102
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $3,815,680 $4,774,244 $4,774,244 $3,925,000 Services $119,469 $125,000 $125,000 $75,000
Commodities $0 $0 $0 $0
Internal Services $0 $20,744 $20,744 $0
Capital Outlay $0 $0 $0 $0
Debt Service $6,920,165 $7,337,421 $7,337,421 $7,338,370 Total Expenditures $10,855,314 $12,257,409 $12,257,409 $11,338,370

Programs Details
Separation Benefits

The 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 2023-2024 is estimated to be $5.4 million.

Post-Employment Benefits

The 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, 2023, is $ 2.2 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.

Non-Department
FY 2023-2024 Preliminary Budget

On 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 third bond payment is scheduled for July 2022.

Costs in this division include OPEB Medical prefunding of $1,000,000 million to be deposited in the retiree medical trust account (CERBT) and the third payment of the Pension Obligation Bond Series 2021 in the amount of $7,338,370 million.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,365,809 $1,594,600 $1,594,600 $650,000 Special Revenue $6,646,526 $8,330,397 $8,330,397 $7,413,370 Enterprise $419,734 $304,692 $304,692 $0
Internal Service $2,423,246 $2,027,720 $2,027,720 $3,275,000 Total Expenditures $10,855,314 $12,257,409 $12,257,409 $11,338,370

Non-Department
FY 2023-2024 Preliminary Budget

Program: Workers’ Compensation
Program No.: 8301
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $2,961,949 $1,665,300 $1,665,300 $2,410,000 Services $738,197 $780,000 $780,000 $942,000
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $234,907
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $3,700,146 $2,445,300 $2,445,300 $3,586,907

Program 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 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
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 $3,700,146 $2,445,300 $2,445,300 $3,586,907 Total Expenditures $3,700,146 $2,445,300 $2,445,300 $3,586,907

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Capital Improvement Program
FY 2023-2024 Preliminary Budget

R1
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 Proposed Projects
Enterprise Capital Projects
• $1,015,000 from fund 411 for the Emerson Avenue parallel pipeline: project number 99011.

• $1,032,985 from fund 411 for the N. Atlantic sewer improvement: project number 96001.

• $300,000 from fund 411 for sewer manhole rehabilitation: project number 99026.

• $1,500,000 from fund 411 for sewer repairs at various locations: project number 99027.

• $212,659 from fund 409, for PLC upgrade: project number 99022.

FY 2021-22 FY 2022-23 FY 2022-23 F Y 2023-24
Program Name Program No. Actual Original Budget Projected Budget Budget Enterprise Capital 5005 $1,742,500 $4,395,000 $4,395,000 $4,060,344 Street Construction 5001 $161,126 $1,303,381 $1,496,235 $19,881,586 Community Capital Improvement 5002 $1,190,712 $2,370,854 $2,490,854 $3,062,791 $3,094,338 $8,069,235 $8,382,089 $27,004,721
Expenditures by Program
Capital Improvement Program
FY 2023-2024 Preliminary Budget

R2
Street Construction Projects
• $1,032,933 from Bond Funds for slurry seal - various locations: project number 96030. • $7,029,985 from Bond Funds for street rehabilitation – various locations: project number 96031.
• $1,650,000 from Measure R for the Atlantic Avenue capacity imp rovement : project number 96024.
• $175,000 from Measure R for the Ramona Road capacity improvement; project number 96025.
• $2,250,000 from Measure R funds for the adaptive traffic/traffic responsive control system; project number 96026.
• $1,646,112 from Measure M funds for the MAT Cycle 1 – Potrero Grande Regional Project; project number 96038.
• $200,000 from Proposition C funds for traffic signal updates; project number 96005 • $1,064,323 from Highway Safety Improvement Program funds for the Monterey Pass Street rehabilitation project; project number 96040
• $500,000 from Gas Tax funds for slurry seal projects; project number 96041 • $1,500,000 from SB1 funds for street rehabilitation – various streets; project number 96042
• $179,557 from Proposition C funds and $70,443 from Transportation Development Act 3 funds for citywide sidewalk repairs; project number 96043 • $984,000 from SS4A funds and $246,000 from Measure R funds for a safer street project; project number 96044
• $600,000 from Proposition C funds for bus stop improvements; project number 96045

Community Improvement Capital Projects
• $1,766,000 from General Fund 101 to repair various City facility roofs. • $66,791 from General Fund 101 to purchase two police motorcycles. • $425,000from General Fund 101 to purchase an Ambulance. • $445,000 from CDBG fund 362 for park restroom improvements. • $360,000 from fund 501 (Shop) for the purchase of city vehicles.

Capital Improvement Program
FY 2023-2024 Preliminary Budget

R3
Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $9,264 $0 $120,000 $2,257,791
Special Revenue $416,684 $1,346,707 $1,539,561 $12,263,668 ARPA Funds $925,890 $2,117,528 $2,117,528 $0
Enterprise $1,742,500 $4,395,000 $4,395,000 $4,060,344 Internal Service $0 $210,000 $210,000 $360,000
Bond Funds $234,963 $12,619,656 $12,619,656 $8,062,918 Total $3,094,338 $8,069,235 $8,382,089 $27,004,721

Capital Improvement Program
FY 2023-2024 Preliminary Budget

R4
Program: Street Construction
Program No.: 5001
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
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 $161,126 $1,303,381 $1,496,235 $19,881,586 Debt Service $0 $0 $0 $0
Total Expenditures $161,126 $1,303,381 $1,496,235 $19,881,586

Programs 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 2023-2024 street improvements include the following:

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $161,126 $1,303,381 $1,496,235 $11,818,668 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Bond Funds $234,963 $12,619,656 $12,619,656 $8,062,918 Total Expenditures $161,126 $1,303,381 $1,496,235 $19,881,586

Capital Improvement Program
FY 2023-202 Preliminary Budget

R5
Program: Community Improvements
Program No.: 5002
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 $1,190,712 $2,370,854 $2,490,854 $3,062,791 Debt Service $0 $0 $0 $0
Total Expenditures $1,190,712 $2,370,854 $2,490,854 $3,062,791

Programs Details
Community capital improvements includes any physical improvement to the City’s capital assets of a permanent nature as well as acquisition of equipment. Community capital improvements are typically funding by grants, reserves, and specified revenue sources. The FY 2022- 2023 community improvements include the following:

• $1,766,000 from General Fund 101 to repair various City facility roofs. • $66,791 from General Fund 101 to purchase two police motorcycles. • $425,000 from General Fund 101 to purchase an Ambulance. • $445,000 from CDBG fund 362 for park restroom improvements. • $360,000 from fund 501 (Shop) for the purchase of city vehicles.

Funding Source by Type
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $9,264 $0 $120,000 $2,257,791
Special Revenue $255,558 $43,326 $43,326 $445,000
ARPA Funds $925,890 $2,117,528 $2,117,528 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $210,000 $210,000 $360,000
Total Expenditures $1,190,712 $2,370,854 $2,490,854 $3,062,791

Capital Improvement Program
FY 2023-2024 Preliminary Budget

R6
Program: Enterprise Capital Projects
Program No.: 5005
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24
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 $4,060,344 Debt Service $0 $0 $0 $0
Total Expenditures $1,742,500 $4,395,000 $4,395,000 $4,060,344

Programs Details
This program provides for the continued capital replacement, improvement and upgrading of the Enterprise (Water, Sewer and Refuse) projects. The FY 2022 -2023 community improvements include the following:

• $1,015,000 from fund 411 for the Emerson Avenue parallel pipeline : project number 99011.

• $1,032,985 from fund 411 for the N. Atlantic sewer improvement: project number 96001.

• $300,000 from fund 411 for sewer manhole rehabilitation: project number 99026.

• $1,500,000 from fund 411 for sewer repairs at various locations: project number 99027.

• $212,659 from fund 409 for PLC upgrade: project number 99022.

Funding Source by Type
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 $4,060,344 Internal Service $0 $0 $0 $0
Total Expenditures $1,742,500 $4,395,000 $4,395,000 $4,060,344 Capital Improvement Program
FY 2023-2024 Preliminary Budget
R7
Enterprise Capital Projects
City of Monterey Park Capital Project
Project No. 86005
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 22-23
Target Completion FY 24-25
General Plan Policy Safety - 11.5, 20.1, 20.2, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 49,190 $ - $ 221,987 $ - $ - $ - $ 271,177 $ 49,190$ - $ 221,987$ - $ - $ - $ 271,177$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411- SEWER 49,190$ - $ 200,000 $ - $ - $ - $ 249,190 $ 419 - DIF 21,987$ 21,987$
- $
TOTAL FUNDING 49,190$ - $ 221,987$ - $ - $ - $ 271,177$ Funding Source(s)
A Sewer System Management Plan, also called an SSMP, is a document that describes the activities each jurisdicton uses to manage its wastewater collection system effectively. The City will update its SSMP in preparation of its Sewer Master Plan Update and incorporate improvement recommendations into its future capital improvement plans.Project Estimate

TOTAL ESTIMATE
Sewer
Sewer Master Plan/Sewer System Management Plan
Ext. 320
R8
City of Monterey Park Capital Project
Project No. 96001
Lead Dept./Division Public Works
Supporting Division Sewer Maintenance
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 20-21
Target Completion FY 23-24
General Plan Policy Safety - 20.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 30,000$ -$ -$ -$ -$ -$ 30,000$ 1,123,855$ 1,032,685$ -$ -$ -$ -$ 2,156,540$ 50,000$ -$ -$ -$ -$ -$ 50,000$
1,203,855$ 1,032,685$ -$ -$ -$ -$ 2,236,540$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411-Sewer Fund 1,203,855$ 1,032,685$ -$ -$ -$ -$ 2,236,540$ TOTAL FUNDING 1,203,855$ 1,032,685$ -$ -$ -$ -$ 2,236,540$ Funding Source(s)
The proposed work includes construction of sanitary sewer improvements to replace deteriorated sewer lines and increase sewer capacity in the project area. The improvements will provide greater reliability and decreased maintenance of the sewage collection system.

Project Estimate
Construction
Other costs

TOTAL ESTIMATE
Sewer
N Atlantic Sewer Improvement
R9
City of Monterey Park Capital Project
Project No. 96007
Lead Dept./Division Public Works
Supporting Division Sewer Maintenance
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 158,832$ -$ -$ -$ -$ -$ 158,832$ 158,832$ -$ -$ -$ -$ -$ 158,832$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411 - SEWER 158,832$ -$ -$ -$ -$ -$ 158,832$ TOTAL FUNDING 158,832$ -$ -$ -$ -$ -$ 158,832$ Funding Source(s)
The proposed work includes sewer spot repairs and cured-in-place pipe relining identified by the annual sewer videotaping program and as recommended in the City's Sewer Master Plan.

Project Estimate

TOTAL ESTIMATE
Sewer
Sewer Repairs and Pipe Relining
R10
City of Monterey Park Capital Project
Project No. 99011
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ivan Daza
Project Manager
Start Date FY 23-24
Target Completion FY 3-24
General Plan Policy Safety - 20.1, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 25,000$ -$ -$ -$ -$ -$ 25,000$ 565,000$ 1,015,000$ -$ -$ -$ -$ 1,580,000$ 25,000$ -$ -$ -$ -$ -$ 25,000$
615,000$ 1,015,000$ -$ -$ -$ -$ 1,630,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411 - SEWER 615,000$ 1,015,000$ -$ -$ -$ -$ 1,630,000$ TOTAL FUNDING 615,000$ 1,015,000$ -$ -$ -$ -$ 1,630,000$ Funding Source(s)
The proposed project consists of installation of 8" parallel pipeline along Emerson Avenue from New Avenue to Elizabeth Avenue and from Orange Avenue to Alhambra Avenue for a total of 1,536-feet, fixing the hydraulic deficiency.

Project Estimate
Construction
Other costs

TOTAL ESTIMATE
Sewer
Emerson Ave Parallel Pipeline
Ext. 320
R11
City of Monterey Park Capital Project
Project No. 99014
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Safety - 20.1, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
887,000$ -$ -$ -$ -$ -$ 887,000$
887,000$ -$ -$ -$ -$ -$ 887,000$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411 - SEWER 887,000$ -$ -$ -$ -$ -$ 887,000$ TOTAL FUNDING 887,000$ -$ -$ -$ -$ -$ 887,000$ Funding Source(s)
The proposed work includes cure in place pipe (CIPP) relining as recommended by CCCTV review of the project area.

Project Estimate

TOTAL ESTIMATE
Construction
Sewer
Cured-in-place Pipe Relining-various Locations
Ext. 320
R12
City of Monterey Park Capital Project
Project No. 99015
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.1, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
622,732$ -$ -$ -$ -$ -$ 622,732$
622,732$ -$ -$ -$ -$ -$ 622,732$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411 - SEWER 622,732$ -$ -$ -$ -$ -$ 622,732$ TOTAL FUNDING 622,732$ -$ -$ -$ -$ -$ 622,732$ Funding Source(s)
The proposed work includes spot repairs in approximately 362 sewer areas identified through CCTV review.

Project Estimate

TOTAL ESTIMATE
Construction
Sewer
Spot Repairs at Various Locations
Ext. 320
R13
City of Monterey Park Capital Project
Project No. 99016
Lead Dept./Division Public Works
Supporting Division Sewer Maintenance
Staff Contact Chris Reyes
Public Works Maintenance Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.1, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Other 37,131$ -$ -$ -$ -$ -$ 37,131$ 37,131$ -$ -$ -$ -$ -$ 37,131$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411 - SEWER 37,131$ -$ -$ -$ -$ -$ 37,131$ TOTAL FUNDING 37,131$ -$ -$ -$ -$ -$ 37,131$ Funding Source(s)
The proposed project consists of upgrading sewer field equipment for more efficient collection and review of CCTV data.

Project Estimate

TOTAL ESTIMATE
Sewer
CCTV Field Equipment Upgrade
Ext. 320
R14
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 23-24
Target Completion
General Plan Policy Safety - 11.5, 20.1, 20.2, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover FY 2023-24 Budget FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 300,000$ 300,000$ 300,000$ 300,000 $ 300,000 $ 900,000$ - $ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 900,000$ FY 2022-23
Carryover FY 2023-24 Budget FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411-SEWER - $ 300,000$ 300,000$ 300,000$ 300,000 $ 300,000 $ 900,000$ TOTAL FUNDING - $ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 900,000$ Funding Source(s)
The proposed project includes the renovation and repair of sanitary sewer manhole structures. The program will provide for the maintenance and repair of existing manhole structures that are subject to corrosion from sewer gases. Deterioration of sewer maholes limits access to the sewer and may lead to structural damage of the manholes.Project Estimate

TOTAL ESTIMATE
Sewer
Sewer Manhole Rehabilitation Program
R15
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 23-24
Target Completion
General Plan Policy Safety - 11.5, 20.1, 20.2, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction $ - $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 7,500,000 $ - $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 7,500,000 FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
411-SEWER -$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 7,500,000$ TOTAL FUNDING -$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 7,500,000$ Funding Source(s)
The proposed work includes the construction of sanitary sewer line point repairs, installation of cured-in-place pipe liners and replacement of sewer lines by burst in place methods.

Project Estimate

TOTAL ESTIMATE
Sewer
Sewer Repairs Various Locations
R16
City of Monterey Park Capital Project
Project No. 86007
Lead Dept./Division Public Works
Supporting Division Water
Staff Contact George Noriega
Water Operations Supervisor
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.2, 20.4
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 182,576 $ - $ - $ - $ - $ - $ 182,576 $ 182,576 $ - $ - $ - $ - $ - $ 182,576$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
401- WATER 182,576 $ - $ - $ - $ - $ - $ 182,576 $ TOTAL FUNDING 182,576 $ - $ - $ - $ - $ - $ 182,576$ Funding Source(s)
Water master plan is a comprehensive planning guide for improvements and upgrades to the city's water system. The plan outlines projected demand/supply and identifies existing deficiencies in the City’s aging water production and transmission system. The Water Master Plan also outlines capital improvement programs to address water line maintenance and replacement needs to accommodate gradual population growth.

Project Estimate

TOTAL ESTIMATE
Water
Water Master Plan
Ext. 320
R17
City of Monterey Park Capital Project
Project No. 96001
Lead Dept./Division Public Works
Supporting Division Water
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 20-21
Target Completion FY 24-25
General Plan Policy Safety 20.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 1,658,578$ -$ 345,922$ -$ -$ -$ 2,004,500$ 1,658,578$ 2,004,500$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
401 - WATER 1,658,578$ -$ 345,922$ -$ -$ -$ 2,004,500$ TOTAL FUNDING 1,658,578$ -$ 345,922$ -$ -$ -$ 2,004,500$ Funding Source(s)
The project includes over one mile of water main improvements along N. Atlantic Blvd., from Hellman Ave. to Garvey Ave., and along Garvey Ave. from Atlantic Blvd. to Ynez Ave. The improvements are needed to provide additional capacity and to upgrade existing conditions to serve future development in accordance with the Water Master Plan.

Project Estimate

TOTAL ESTIMATE
Water
N. Atlantic Water Improvement
R18
City of Monterey Park Capital Project
Project No. 99012
Lead Dept./Division Public Works
Supporting Division Water
Staff Contact Shawn Igoe
Director of Public Works
Start Date FY 16-17
Target Completion FY 23-24
General Plan Policy Resources - 4.4, 4.5
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 1,404,734 $ - $ - $ - $ - $ - $ 1,404,734$ 1,404,734$ -$ - $ - $ - $ - $ 1,404,734$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
402 - WATER TREATMENT 105,541 $ - $ - $ - $ - $ - $ 105,541 $ 403 - WATER TREATMENT 1,299,193$ - $ - $ - $ - $ - $ 1,299,193$ TOTAL FUNDING 1,404,734$ -$ - $ - $ - $ - $ Funding Source(s)
The proposed project consists of the construction of an Advanced Oxidation/UV (AO/UV) water treatment plant at the City's current Delta Plant. The AO/UV treatment system is state of the art equipment to remove contaminants in groundwater. In 2021, the state required the addiiton of a PFAS removal system to the project.

Project Estimate

TOTAL ESTIMATE
Water
Centralized Groundwater Treatment System
Ext. 320
R19
City of Monterey Park Capital Project
Project No. 99022
Lead Dept./Division Public Works
Supporting Division Water
Staff Contact George Noriega
Water Operations Supervisor
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.2, 20.5
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast Total
Construction 387,341$ 212,659$ -$ -$ -$ -$ 600,000$ 387,341$ 212,659$ -$ -$ -$ -$ 600,000$ FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast Total
409 - DIF 387,341$ 212,659$ -$ -$ -$ -$ 600,000$ TOTAL FUNDING 387,341$ 212,659$ -$ -$ -$ -$ 600,000$ Funding Source(s)
The proposed work includes upgrade of programmable logic controllers (PLC) throughout the City's wells and reservoirs. PLC's communicate with the SCADA system to open and close valves Project Estimate

TOTAL ESTIMATE
Water
PLC Upgrade
Ext. 320
R20
City of Monterey Park Capital Project
Project No. 99023
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ivan Daza
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.2, 20.5
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 2,701,764$ -$ -$ -$ -$ -$ 2,701,764$ 2,701,764$ -$ -$ -$ -$ -$ 2,701,764$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
401 - WATER 2,602,305$ -$ -$ -$ -$ -$ 2,602,305$ 409 - DIF 99,459$ -$ -$ -$ -$ -$ 99,459$ TOTAL FUNDING 2,701,764$ -$ -$ -$ -$ -$ 4,132$ Funding Source(s)
The proposed project includes replacement approximately 13,000 feet of existing water pipe with bigger size along the following streets: 1) Garvey from Alhambra to New; 2) Emerson from Garfield to Alhambra; 3) Lincoln from Emerson to Hellman; 4) Nicholson from Emerson to Hellman; 5) Garfield from Garvey to Hellman; 6) Garvey from Garfield to Alhambra; 7) Lincoln from Garvey to Emerson, and 8) Nicholson from Garvey to Emerson.

Project Estimate

TOTAL ESTIMATE
Water
Water Main Replacement-Northeast (Phase 3)
Ext.320
R21
City of Monterey Park Capital Project
Project No. 99024
Lead Dept./Division Public Works
Supporting Division Water
Staff Contact George Noriega
Water Operations Supervisor
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.2, 20.5
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 4,946,388$ -$ 4,000,000$ -$ -$ -$ 8,946,388$ 4,946,388$ -$ 4,000,000$ -$ -$ -$ 8,946,388$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
401-WATER 4,946,388$ -$ 4,000,000$ -$ -$ -$ 8,946,388$ TOTAL FUNDING 4,946,388$ -$ 4,000,000$ -$ -$ -$ 8,946,388$ Funding Source(s)
The proposed work includes the replacement of all residential and commercial water meter. Upgrading the water meter system will allow the City to effectively monitor residential and commercial use, as well as detecting leaks on service lines, water main lines, and fire hydrants. A new system will also be able to monitor irrigation use.

Project Estimate

TOTAL ESTIMATE
Water
Water Meters Replacement
Ext. 320
R22
City of Monterey Park Capital Project
Project No. 99025
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.2, 20.5
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 6,736,764$ -$ -$ -$ -$ -$ 6,736,764$ 6,736,764$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
401- WATER 6,736,764$ -$ -$ -$ -$ -$ 6,736,764$ TOTAL FUNDING 6,736,764$ -$ -$ -$ -$
Funding Source(s)
This project consists of the water pipeline replacement on Monterey Pass Road between the intersections of Vagabond Drive and Floral Drive. The existing waterline on Monterey Pass Road is an old line that has been breaking regularly, resulting in water shutdowns impacting businesses in the area. The recurring water main leaks along this corridor have resulted in extensive infrastructure damage to the roadway and watermain pipe repairs are needed to ensure continued water service to residences and businesses in the area.

Project Estimate

TOTAL ESTIMATE
Water
Monterey Pass Rd Water Main Improvements
Ext. 320
R23
City of Monterey Park Capital Project
Project No. 96033
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Anthony Bendezu
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 20.3, 20.4,
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 294,182$ -$ -$ -$ -$ -$ 294,182$ 294,182$ 294,182$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
248 0 MEASURE W 294,182$ -$ -$ -$ -$ -$ 294,182$ TOTAL FUNDING 294,182$ -$ -$ -$ -$ -$ 294,182$ Funding Source(s)
The propsed project consists of installation of trash capture devices in County owned catch basins. This project is part of the City's ongoing efforts for trash reduction in its storm drain system.

Project Estimate

TOTAL ESTIMATE
Drainage
Catch Basin CPS Units
Ext. 320
R24
City of Monterey Park Capital Project
Project No. 99003
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 19-20
Target Completion FY 23-24
General Plan Policy Safety - 20.3,

20.4 (Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-
23 Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 600,000$ -$ - $ - $ -$ 600,000$ -$ 600,000$ -$ - $ - $ -$ 600,000$ FY 2022-
23 Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
248-MEASURE W -$ 600,000$ -$ - $ - $ -$ 600,000$ TOTAL FUNDING -$ 600,000$ -$ - $ - $ -$ 600,000$ Funding Source(s)
The project consists of a multi-jurisdiction stormwater capture project to improve stormwater quality by preventing pollutants from discharging into the Los Angeles River. The City's participation in this project assists in its compliance efforts under the NPDES.

Project Estimate

TOTAL ESTIMATE
Drainage
East LA Sustainable Median Stormwater
Ext. 320
R25
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Safety - 20.3
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Other - $ 153,223 $ - $ - $ - $ - $ 153,223$ - $ 153,223 $ - $ - $ - $ - $ 153,223$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
248-MEASURE W - $ 153,223 $ - $ - $ - $ - $ 153,223$ TOTAL FUNDING - $ 153,223 $ - $ - $ - $ - $ 153,223$ Funding Source(s)
The proposed project involves the development of a Storm Drain Master Plan which will catalogue existing storm drain facilities, create a condition assessment, and propose capital improvement recommendations.

Project Estimate

TOTAL ESTIMATE
Drainage
Storm Drain Master Plan
R26
Capital Improvement Program
FY 2023-2024 Preliminary Budget
R27
Street Construction Projects
City of Monterey Park Capital Project
Project No. 96004
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Anthony Bendezu Ext. 320
Project Manager
Start Date FY 21-22
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 983,320$ -$ -$ -$ -$ -$ 983,320$ 983,320$ 983,320$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
239 - MEASURE R 103,798$ -$ -$ -$ -$ -$ 103,798$ 246 - HSIP 879,522$ -$ -$ -$ -$ -$ 879,522$ TOTAL FUNDING 983,320$ -$ -$ -$ -$ -$ 983,320$ Funding Source(s)
The proposed work includes the full replacement of traffic signal poles and mast arms to provide protected left turns phasing at the three intersections: Garfield/Hellman, Garfield/Emerson, and Alhambra/Hellman; installation of left turn lanes; and ADA compliant pedestrian ramps. The project is funded through the Highway Safety Improvement Program (HSIP) Cycle 7 grant funds.

Project Estimate

TOTAL ESTIMATE
Streets
Downtown Traffic Signal Improvements
R28
City of Monterey Park Capital Project
Project No. 96005
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Resources - 5.6
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 200,000 $ - $ - $ - $ - $ 200,000 $ - $ 200,000 $ - $ - $ - $ - $ 200,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
241 - PROP C - $ 200,000 $ - $ - $ - $ - $ 200,000 $ TOTAL FUNDING - $ 200,000 $ - $ - $ - $ - $ 200,000$ Funding Source(s)
This project involves various traffic signal equipment improvements including upgraded signal controllers.

Project Estimate

TOTAL ESTIMATE
Streets
Traffic Signal Upgrades
Ext. 320
R29
City of Monterey Park Capital Project
Project No. 96012
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 3,528,279 $ - $ - $ -$ -$ -$ 3,528,279$ 3,528,279$ -$ - $ -$ -$ -$ 3,528,279$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND 3,528,279$ -$ - $ -$ -$ -$ 3,528,279$ TOTAL FUNDING 3,528,279$ -$ - $ -$ -$ -$ 3,528,279$ Funding Source(s)
The proposed work includes new landscaped median islands, pavement rehabilitation, in-fill tree planting in parkways, irrigation systems, ADA sidewalk and curb ramp improvements.

Project Estimate

TOTAL ESTIMATE
Streets
Potrero Grande Renovation
Ext. 320
Resources - 4.2
Safety 4.2
R30
City of Monterey Park Capital Project
Project No. 96018
Lead Dept./Division Public Works
Supporting Division Economic Development
Staff Contact Joseph Torres
Economic Development Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 567,153$ -$ -$ -$ -$ -$ 567,153$ 567,153$ -$ -$ -$ -$ -$ 567,153$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND 567,153$ -$ -$ -$ -$ -$ 567,153$ TOTAL FUNDING 567,153$ -$ -$ -$ -$ -$ 567,153$ Funding Source(s)
The proposed work includes parking impovements to modernize the downtown district while creating links to other parts of the city.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Downtown Parking Lot Improvements
Ext. 314
Circulation - 5.5, 7.2, 7.4
Sustainable Community - 3.1
R31
City of Monterey Park Capital Project
Project No. 96023
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Shawn Igoe
Director of Public Works
Start Date FY 23-24
Target Completion TBD
General Plan Policy Circulation - 2.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 600,000$ -$ -$ -$ -$ -$ 600,000$ 89,788$ -$ -$ -$ -$ -$ 89,788$
10,000$ -$ -$ -$ -$ -$ 10,000$
699,788$ -$ -$ -$ -$ -$ 699,788$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
239 - MEASURE R 699,788$ -$ -$ -$ -$ -$ 699,788$ TOTAL FUNDING 699,788$ -$ -$ -$ -$ -$ 699,788$ Funding Source(s)
The project involves the widening of Garfield Avenue between Hellman Avenue and Hilliard Avenue. The improvements include additional lanes (a southbound lane and a center two-way left-turn lane) to increase capacity, improve traffic flow, and reduce congestion along Garfield Avenue, which will continue to worsen over time without improvements. The Project contributes to mobility and operational benefits in the SR-710 corridor between I-10 and I-210 consistent with the purpose and need of the 710 Gap Closure project.

Project Estimate
Administration
Design

TOTAL ESTIMATE
Streets
Garfield Ave Capacity Improvement
Ext. 320
R32
City of Monterey Park Capital Project
Project No. 96024
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Shawn Igoe
Director of Public Works
Start Date FY 23-24
Target Completion TBD
General Plan Policy Circulation - 2.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 1,440,000$ -$ -$ -$ -$ 1,440,000$ 249,788$ -$ -$ -$ -$ -$ 249,788$
-$ 210,000$ -$ -$ -$ -$ 210,000$
249,788$ 1,650,000$ -$ -$ -$ -$ 1,899,788$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
239 - MEASURE R 249,788$ 1,650,000$ -$ -$ -$ -$ 1,899,788$ TOTAL FUNDING 249,788$ 1,650,000$ -$ -$ -$ -$ 1,899,788$ Funding Source(s)
The proposed project involves improvements to Atlantic Boulevard from Hellman Avenue to Garvey Avenue. The improvements include additional lanes to increase capacity, improve traffic flow, and reduce congestion along Atlantic Boulevard. The Project contributes to mobility and operational benefits in the SR-710 corridor between I-10 and I-210 consistent with the purpose and need of the 710 Gap Closure project.

Project Estimate
Administration
Design

TOTAL ESTIMATE
Streets
Atlantic Blvd Capacity Improvement
Ext. 320
R33
City of Monterey Park Capital Project
Project No. 96025
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Shawn Igoe
Director of Public Works
Start Date FY 23-24
Target Completion TBD
General Plan Policy Circulation - 1.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 330,000$ 175,000$ 1,000,000$ 650,000$ -$ -$ 2,155,000$ 32,904$ 32,904$
210,000$ -$ -$ -$ -$ -$ 210,000$
572,904$ 2,397,904$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
239 - MEASURE R 572,904$ 175,000$ 1,000,000$ 650,000$ -$ -$ 2,397,904$ TOTAL FUNDING 572,904$ 175,000$ 1,000,000$ 650,000$ -$ -$ 2,397,904$ Funding Source(s)
The project limits are Ramona Road off-ramp on I-710 northbound (located south of I-10 Freeway) to Corporate Center Drive, and Corporate Center Drive from the I-710 off-ramp to approximately 300 feet south of the I-710 off-ramp. The improvements include an additional lane on the off-ramp to increase capacity, improve traffic flow, and reduce congestion at this location. The Project contributes to mobility and operational benefits in the SR-710 corridor between I-10 and I-210 consistent with the purpose and need of the 710 Gap Closure project.

Project Estimate
Administration
Design

TOTAL ESTIMATE
Streets
Ramona Rd Capacity Improvement
Ext. 320
R34
City of Monterey Park Capital Project
Project No. 96026
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 22-23
Target Completion
General Plan Policy Circulaton - 2.5
Resources - 5.6
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 2,250,000$ 5,000,000$ -$ -$ -$ 7,250,000$ 679,392$ -$ -$ -$ -$ -$ 679,392$
1,055,000$ -$ -$ -$ -$ -$ 1,055,000$
1,734,392$ 2,250,000$ 5,000,000$ -$ -$ -$ 8,984,392$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
239 - MEASURE R 1,734,392$ 2,250,000$ 5,000,000$ -$ -$ -$ 8,984,392$ TOTAL FUNDING 1,734,392$ 2,250,000$ 5,000,000$ -$ -$ -$ 8,984,392$ Funding Source(s)
The project will upgrade the traffic signal system, and other components at major north-south and east-west corridors to improve the traffic operations and mobility in the City. These improvements will be planned and developed in conjunction with adjacent cities to ensure that traffic operations are coordinated through major corridors within the SR-710 area. The Project contributes to mobility and operational benefits in the SR-710 corridor between I-10 and I-210 consistent with the purpose and need of the 710 Gap Closure project.

Project Estimate
Administration
Design

TOTAL ESTIMATE
Streets
Adaptive Traffic Response Control Project
Ext. 320
R35
City of Monterey Park Capital Project
Project No. 96028
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Anthony Bendezu
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Resources - 5.6
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 492,272$ -$ -$ -$ -$ -$ 492,272$ 492,272$ -$ -$ -$ -$ -$ 492,272$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
246 - HSIP 492,272$ -$ -$ -$ -$ -$ 492,272$ TOTAL FUNDING 492,272$ -$ -$ -$ -$ -$ 492,272$ Funding Source(s)
This project involves full replacement of traffic signal poles and mast arms to provide protected left turn phasing at the three intersections, installation of left turn lanes, ADA-compliant pedestrian ramps, upgraded signal controllers, and funds for construction engineering or management. This project is funded by the Highway Safety Improvement Program (HSIP) Cycle 9 grant fund.

Project Estimate

TOTAL ESTIMATE
Streets
Garfield Traffic Signal Improvements
Ext. 320
R36
City of Monterey Park Capital Project
Project No. 96030
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Vivian Chen
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 425,738$ 1,032,933$ -$ -$ -$ -$ 1,458,671$ 425,738$ 1,032,933$ -$ -$ -$ -$ 1,458,671$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
601 - STREET BOND 425,738$ 1,032,933$ -$ -$ -$ -$ 1,416$ TOTAL FUNDING 425,738$ 1,032,933$ -$ -$ -$ -$ 1,416$ Funding Source(s)
The project consists of the application of slurry seal at various City streets in order to rejuvenate the existing pavement surface and extend the life of the existing asphalt concrete.

Project Estimate

TOTAL ESTIMATE
Streets
Slurry Seal at Various Locations
Ext. 320
R37
City of Monterey Park Capital Project
Project No. 96031
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Anthony Bendezu
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 9,461,155$ 7,029,985$ -$ -$ -$ -$ 16,491,140$ 9,461,155$ 16,491,140$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
601 - STREET BOND 9,425,805$ 7,029,985$ -$ -$ -$ -$ 16,455,790$ 101 - GENERAL FUND 35,350$ -$ -$ -$ -$ -$ 35,350$ TOTAL FUNDING 9,461,155$ 7,029,985$ -$ -$ -$ -$ 16,491,140$ Funding Source(s)
The project consists of the application of Asphalt Rubber Hot Mix and AC Overlay on various city streets and concrete work such as sidewalk, curb ramps, curb and gutter.

Project Estimate

TOTAL ESTIMATE
Streets
Street Rehabilitation at Various Locations
Ext. 320
R38
City of Monterey Park Capital Project
Project No. 96034
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Anthony Bendezu
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Administration 204,700$ -$ -$ -$ -$ -$ 204,700$ 1,570,459$ -$ -$ -$ -$ -$ 1,570,459$
1,775,159$ -$ -$ -$ -$ -$ 1,775,159$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
281 - ATP CYCLE 4 GRANT 1,354,900$ -$ -$ -$ -$ -$ 1,354,900$ 239 - MEASURE R 420,259$ -$ -$ -$ -$ -$ 420,259$ TOTAL FUNDING 1,775,159$ -$ -$ -$ -$ -$ 1,775,159$ Funding Source(s)
The proposed project involves pedestrian safety improvements around school sites at various locations Citywide. The proposed improvements include installation of crosswalk, pedestrian crossing signage, rapid flashing beacon signs, construction of ADA curb ramps, sidewalk, curb and gutter, overhead pedestrian flashing beacon system, installation of red curb, pavement markers, signage and striping.

Project Estimate
Construction

TOTAL ESTIMATE
Streets
School and Crosswalk Safety Enhancement Project
Ext. 320
Sustainable Community - 5.1, 5.2, 5.3
Resource - 5.5
R39
City of Monterey Park Capital Project
Project No. 96035
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineering Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 55,000$ -$ -$ -$ -$ -$ 55,000$ 55,000$ -$ -$ -$ -$ -$ 55,000$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
239 - MEASURE R 55,000$ -$ -$ -$ -$ -$ 55,000$ TOTAL FUNDING 55,000$ -$ -$ -$ -$ -$ 55,000$ Funding Source(s)
This project is in partnership with the LA County Public Works Department. The budget request is for the City's share of the project. The proposed scope of work in the City's jurisdiction includes: Cold Mill the exisitng Asphalt Concrete (AC) pavement full width 2 inches in depth; Construct an inch thick AC leveling course (D2-PG-64-10) over the entire cold milled surface; Construct 1 inch of Tire Ribber Modified Asphalt Concrete (C2-PG 64-28M) over the leveling course; Remove and replace one damaged bus pad.

Project Estimate

TOTAL ESTIMATE
Streets
Cesar Chavez Ave Paving Project
Ext. 320
R40
City of Monterey Park Capital Project
Project No. 96038
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi
Engineerig Manager
Start Date FY 22-23
Target Completion FY 25-26
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 108,750$ 1,646,112$ 4,329,753$ 281,610$ -$ -$ 6,366,225$ 108,750$ 1,646,112$ 4,329,753$ 281,610$ -$ -$ 6,366,225$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
240- MEASURE M 108,750$ 1,646,112$ 4,329,753$ 281,610$ -$ -$ 6,366,225$ TOTAL FUNDING 108,750$ 1,646,112$ 4,329,753$ 281,610$ -$ -$ 6,366,225$ Funding Source(s)
The proposed project focuses on the construction of continuous bicycle facilities (Class II-III bike lanes), missing sidewalks, roadway rehabilitation, ADA compliant curb ramps, and pedestrian improvements along the specified corridor. These improvements will enhance safety conditions and provide an active transportation connectivity that is currently missing between the neighboring cities and County.

The City is the lead agency for the project which involves the City of Rosemead, City of Montebello, and Unincorporated Area (LA County Public Works).

Project Estimate

TOTAL ESTIMATE
Streets
MAT Cycle 1-Portero Grande Regional Project
Ext. 320
Resources - 5.2
Safety - 4.2
R41
City of Monterey Park Capital Project
Project No. 96039
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ivan Daza
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 1,899,800 $ - $ - $ - $ - $ -$ 1,899,800$ 1,899,800$ -$ - $ - $ - $ -$ 1,899,800$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
242 - GAS TAX 922,672$ -$ - $ - $ - $ -$ 922,672$ 238 - PROP A 802,182$ -$ - $ - $ - $ -$ 802,182$ 236 - TDA3 174,946$ -$ - $ - $ - $ -$ 174,946$ TOTAL FUNDING 1,899,800$ -$ - $ - $ - $ -$ 1,899,800$ Funding Source(s)
The proposed work includes constructing new ADA curb ramps, repairing residential sidewalk, bus pad replacements and other repairs as needed. Additionally nuisance trees that have caused infrastructure damaged may be removed and replaced with less instrusive trees.

Project Estimate

TOTAL ESTIMATE
Streets
Sidewalk Repairs-Citywide
Ext. 320
Sustainable Community - 5.1, 5.3
R42
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Sustainable Community - 4.1, 6.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 600,000 $ - $ - $ - $ - $ 600,000$

- $ 600,000 $ - $ - $ - $ - $ 600,000$

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
241 - PROP C - $ 600,000 $ - $ - $ - $ - $ 600,000$

TOTAL FUNDING - $ 600,000 $ - $ - $ - $ - $ 600,000$

Funding Source(s)
This project involves the installation of new and/or renovation of existing bus stop amenities to provide an improved transit experience for Spirit Bus riders. Improvements may include new bus pads, bus shelters, trash receptables, signage, ADA improvements. Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Bus Stop Improvements
R43
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 1,064,323$ - $ - $ -$ -$ 1,064,323$ -$
1,064,323$ - $ - $ -$ -$ 1,064,323$ FY 2022-23
Carryov
er
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
246 - HSIP -$ 1,064,323$ - $ - $ -$ -$ 1,064,323$

TOTAL F
UNDING -$ 1,064,323$ - $ - $ -$ -$ 1,064,323$ Funding S
ource(s)
The proposed work includes the road rehabiliation including paving and striping along Monterey Pass Road.

Project Estimate

TOTAL ESTIMATE
Streets
Monterey Pass Street Rehabilitation
R44
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Sustainable Community - 5.4, 7.1, 7.3 (Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 1,230,000 $ - $ - $ - $ - $ 1,230,000$

- $ 1,230,000$ - $ - $ - $ - $ 1,230,000$

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
218 - SS4A - $ 984,000$ - $ - $ - $ - $ 984,000$

239 - MEASURE R - $ 246,000$ - $ - $ - $ - $ 246,000$

TOTAL FUNDING - $ 1,230,000$ - $ - $ - $ - $ 1,230,000$

Funding Source(s)
The proposed work includes development of a Visio Zero Action plan that will identify priorities and strategies to help the City achieve its goal of zero traffic fatalities and severe injuries. It will include stakeholder/community engagement, actionable strategies.

The plan will also provide a special focus on Safe Routes to School, Active Transportation, and a Complete Streets policy. Project Estimate

TOTAL ESTIMATE
Streets
Safe Streets For All (SS4A)
R45
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ivan Daza
Project Manager
Start Date FY 23-24
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 250,000$ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,250,000$ -$
250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$ FY 2022-23
Carryover
FY 2023-24
Budge
t
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
241- PROP C -$ 180,000$ 180,000$ 180,000$ 180,000$ 180,000$ 900,000$ 236- TDA3 -$
70,000$
70,000$ 70,000$ 70,000$ 70,000$ 350,000$

TOTAL FUN
DING -$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,250,000$ Fundi
ng Source(s)
Annual Sidewalk Repair program. The proposed work includes constructing new ADA curb ramps, repairing residential sidewalk, and other repairs as needed. Additionally nuisance trees that have caused infrastructure damaged may be removed and replaced with less instrusive trees.

Project Estimate

TOTAL ESTIMATE
Streets
Sidewalk Repairs-Citywide
Ext. 320
Sustainable Community - 5.1, 5.3
R46
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Vivian Chen
Project Manager
Start Date FY 23-24
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 500,000$ 500,000 $ 500,000 $ 500,000 $ 500,000$ 2,500,000$ -$
500,000$ 500,000$ 500,000 $ 500,000 $ 500,000$ 2,500,000$ FY 2022-23
Carry
over
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
242-GAS TAX -$ 500,000$ 500,000$ 500,000 $ 500,000 $ 500,000$ 2,500,000$ TO
TAL FUNDING -$ 500,000$ 500,000$ 500,000 $ 500,000 $ 500,000$ 2,500,000$ Funding Source(s)
The proposed project includes sealing various cracks, repairing areas of failed asphalt, slurry sealing of the pavement, and restriping. The protective coating for the streets is designed to seal and extend the life of the pavement.

Project Estimate

TOTAL ESTIMATE
Streets
Slurry Seal
Ext. 320
R47
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ivan Daza Ext. 320
Project Manager
Start Date FY 23-24
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 6,150,000$ - $ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 6,150,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
237-RMRA (SB1) - $ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 6,150,000$ TOTAL FUNDING - $ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 6,150,000$ Funding Source(s)
The work includes cold milling and removal of the existing asphalt pavement and constructing a rubberized asphalt overlay, adjusting utility covers to grade; constructing new ADA curb ramps; repairing residential sidewalk, restoring traffic striping and pavement markings; and providing and maintaining traffic control during construction.

Project Estimate

TOTAL ESTIMATE
Streets
Street Rehabilitation-Various Streets
R48
Capital Improvement Program
FY 2023-2024 Preliminary Budget
R49
Community Improvement Projects
City of Monterey Park Capital Project
Library Improvements - Storyroom Expansion and Stained Glass Project No. 95011 Lead Dept./Division Library
Supporting Division Engineering
Staff Contact Diana Garcia Ext. 366
City Librarian
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 30,000 $ - $ - $ - $ - $ - $ 30,000$ 120,000 $ 120,000 $
150,000 $ - $ - $ - $ - $ - $ 150,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
231 - DIF 30,000 $ - $ - $ - $ - $ - $ 30,000$ 36 - ARPA 120,000 $ - $ - $ - $ - $ - $ 120,000 $ TOTAL FUNDING 150,000 $ - $ - $ - $ - $ - $ 150,000$ Funding Source(s)
The proposed work includes expansion of the storytime room at the Bruggermeyer Library and installation of dontaed stained glass windows.

Project Estimate
Construction

TOTAL ESTIMATE
Land Use & Urban Design - 27.4
Resources - 2.4
Facilities/Other Improvements
R50
City of Monterey Park Capital Project
Project No. 95013
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Land Use & Urban Desing - 30.2
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 16,667 $ - $ - $ - $ - $ - $ 16,667 $ 207,000$ -$ - $ - $ - $ - $ 207,000 $ 223,667$ -$ - $ - $ - $ - $ 223,667$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
231- DIF 223,667$ -$ - $ - $ - $ - $ 223,667 $ TOTAL FUNDING 223,667$ -$ - $ - $ - $ - $ 223,667$ Funding Source(s)
The proposed work includes upgrades to the Barnes Park Gym restrooms and American with Disabilities (ADA) compliant renovations.

Project Estimate
Construction

TOTAL ESTIMATE
Facilities/Other Improvements
Barnes Gym Restroom Upgrades
Ext. 388
R51
City of Monterey Park Capital Project
Project No. 95014
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre Ext.388
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Land Use & Urban Desing - 30.2
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Design 11,000 $ - $ - $ - $ - $ - $ 11,000 $ 734,603$ 734,603 $
745,603$ -$ - $ - $ - $ - $ 745,603$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
231 - DIF 200,000$ -$ - $ - $ - $ - $ 200,000 $ 362 - CDBG 545,603$ -$ - $ - $ - $ - $ 545,603 $ TOTAL FUNDING 745,603$ -$ - $ - $ - $ - $ 745,603$ Funding Source(s)
The proposed work includes upgrades to the Langley Center restrooms and American with Disabilities (ADA) compliant renovations.

Project Estimate
Construction

TOTAL ESTIMATE
Facilities/Other Improvements
Langley Restrooms Upgrades
R52
City of Monterey Park Capital Project
Project No. 95017
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre Ext.388
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 24-23
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 236,830 $ - $ - $ - $ - $ - $ 236,830 $ 236,830$ 236,830$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 236,830$ -$ - $ - $ - $ - $ 236,830 $ TOTAL FUNDING 236,830$ -$ - $ - $ - $ - $ 236,830$ Funding Source(s)
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surronding areas.

Project Estimate

TOTAL ESTIMATE
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
Facilities/Other Improvements
Edison Trails Park Playground Replacement
R53
City of Monterey Park Capital Project
Project No. 95018
Lead Dept./Division Recreation and Community Resources
Supporting Division Engineering
Staff Contact Robert Aguirre Ext.388
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 220,000 $ - $ - $ - $ - $ - $ 220,000 $ 220,000$ 220,000$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 220,000$ -$ -$ - $ - $ - $ 220,000 $ TOTAL FUNDING 220,000$ -$ -$ - $ - $ - $ 220,000$ Funding Source(s)
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surronding areas.

Project Estimate

TOTAL ESTIMATE
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
Facilities/Other Improvements
Sequoia Park Small Playground Replacement
R54
City of Monterey Park Capital Project
Project No. 95019
Lead Dept./Division Recreation and Community Resources
Supporting Division Engineering
Staff Contact Robert Aguirre Ext.388
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 480,000 $ - $ - $ - $ - $ - $ 480,000 $ 480,000$ -$ -$ - $ - $ - $ 480,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 480,000$ -$ -$ - $ - $ - $ 480,000 $ TOTAL FUNDING 480,000$ -$ -$ - $ - $ - $ 480,000$ Funding Source(s)
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surrounding areas.

Project Estimate

TOTAL ESTIMATE
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
Facilities/Other Improvements
Garvey Ranch Park Big Playground Replacement
R55
City of Monterey Park Capital Project
Project No. 95020
Lead Dept./Division Recreation and Community Resources
Supporting Division Engineering
Staff Contact Robert Aguirre Ext.388
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 175,000 $ - $ - $ - $ - $ - $ 175,000$ 175,000$ -$ -$ - $ - $ - $ 175,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 175,000$ -$ -$ - $ - $ - $ 175,000$ TOTAL FUNDING 175,000$ -$ -$ - $ - $ - $ 175,000$ Funding Source(s)
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surrounding areas.

Project Estimate

TOTAL ESTIMATE
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
Facilities/Other Improvements
Garvey Ranch Park Small Playground Replacement
R56
City of Monterey Park Capital Project
Project No. 95021
Lead Dept./Division Recreation and Community Resources
Supporting Division Engineering
Staff Contact Robert Aguirre Ext.388
Director of Recreation and Community Resources
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 200,000 $ - $ - $
- $ - $ - $ 200,000 $ 200,000$ -$ -$
- $ - $ - $ 200,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 200,000$ -$ -$
- $ - $ - $ 200,000 $ TOTAL FUNDING 200,000$ -$ -$
- $ - $ - $ 200,000$ Funding Source(s)
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surrounding areas.

Project Estimate

TOTAL ESTIMATE
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
Facilities/Other Improvements
Bella Vista Park Playground Replacement
R57
City of Monterey Park Capital Project
Project No. 95022
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre Ext. 388
Director of Recreation and Community Services
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 175,000$ -$ -$ -$ -$ -$ 175,000$ 175,000$ -$ -$ -$ -$ -$ 175,000$
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast Total
363 - ARPA 175,000$ -$ -$ -$ -$ -$ 175,000$ TOTAL FUNDING 175,000$ -$ -$ -$ -$ -$ 175,000$ Funding Source(s)
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surrounding areas.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Highlands Park Small Playground Replacement
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
R58
City of Monterey Park Capital Project
Project No. 95023
Lead Dept./Division Recreation and Community Services
Supporting Division Parks
Staff Contact Robert Aguirre Ext. 388
Director of Recreation and Community Services
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Healthy Community - 6.1
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 30,000 $ - $ - $ - $ - $ - $ 30,000 $ 30,000 $ - $ - $ - $ - $ - $ 30,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 30,000 $ - $ - $ - $ - $ - $ 30,000 $ TOTAL FUNDING 30,000 $ - $ - $ - $ - $ - $ 30,000$ Facilities/Other Improvements
Laser Cut Baseball Fields
Funding Source(s)
(Please refer to the General Plan for policy code descriptions) Project Description:

The proposed work includes laser cut of baseball fields at various parks.

Operating Budget Impact:

Estimated Costs and Funding Sources:

Project Estimate

TOTAL ESTIMATE
R59
City of Monterey Park Capital Project
Project No. 95024
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre Ext. 388
Director of Recreation and Community Services
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 450,000 $ - $ - $ - $ - $ - $ 450,000 $ 450,000$ -$ - $ - $ - $ - $ 450,000$ FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast Total
363 - ARPA 450,000$ -$ - $ - $ - $ - $ 450,000 $ TOTAL FUNDING 450,000$ -$ - $ - $ - $ - $ 450,000$ Funding Source(s)
Facilities/Other Improvements
Highlands Park Big Playground Replacement
Resources - 1.1
Healthy Community - 6.1
Land Use and Urban Design - 3.8
The proposed work includes the replacement of playground equipment. New playground equipment will help to improve public safety by replacing aging equipment and repairing any additional issues with the playground or the surrounding areas.

Project Estimate

TOTAL ESTIMATE
R60
City of Monterey Park Capital Project
Project No. 95026
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Anthony Bendezu Ext. 320
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy Safety - 6.1
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 333,299 $ - $ - $ - $ - $ - $ 333,299 $ 333,299$ -$ - $ - $ - $ - $ 333,299$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 333,299$ -$ - $ - $ - $ - $ 333,299 $ TOTAL FUNDING 333,299$ -$ - $ - $ - $ - $ 333,299$ Funding Source(s)
The proposed work includes the replacement of the City Hall generator which has reached its useful service life. The equipment is needed for emergency preparedness.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
City Hall Generator
R61
City of Monterey Park Capital Project
Project No. 95028
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre Ext. 388
Director of Recreation and Community Services
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 188,492 $ - $ - $ - $ - $ - $ 188,492 $ 188,492$ 188,492$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
387 - PROP 68 GRANT 188,492$ -$ - $ - $ - $ - $ 188,492 $ TOTAL FUNDING 188,492$ -$ - $ - $ - $ - $ 188,492$ Funding Source(s)
The proposed work includes replacement of existing seating, installing LED lights, relocating trash containers, concrete repairs, and making American with Disabilities Act (ADA) compliant improvements.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Barnes Park Amphitheater Seating
Healthy Community - 6.1
Land Use and Urban Design - 5.1
R62
City of Monterey Park Capital Project
Project No. 95029
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes Ext. 320
Public Works Maintenance Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 100,000 $ - $ - $ - $ - $ - $ 100,000 $ 100,000$ 100,000$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 100,000$ -$ - $ - $ - $ - $ 100,000 $ TOTAL FUNDING 100,000$ -$ - $ - $ - $ - $ 100,000$ Funding Source(s)
Facilities/Other Improvements
Rekeying of City Hall Doors
Safety - 1.2
The proposed work includes the rekeying of City Hall doors for improved security and public safety.

Project Estimate

TOTAL ESTIMATE
R63
City of Monterey Park Capital Project
Project No. 95030
Lead Dept./Division Public Works
Supporting Division Engineering
Staff Contact Ziad Mazboudi Ext. 320
Engineering Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 100,000 $ - $ - $ - $ - $ - $ 100,000 $ 100,000$ -$ - $ - $ - $ - $ 100,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 100,000$ -$ - $ - $ - $ - $ 100,000 $ TOTAL FUNDING 100,000$ -$ - $ - $ - $ - $ 100,000$ Funding Source(s)
Facilities/Other Improvements
Demolition of Training Tower
Safety - 1.2
The proposed work includes the demolition of the fire department training tower at station 3 due to safety concerns.

Project Estimate

TOTAL ESTIMATE
R64
City of Monterey Park Capital Project
Project No. 96029
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Anthony Bendezu
Project Manager
Start Date FY 22-23
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction 294,406$ -$ -$ -$ -$ -$ 294,406$ 294,406$ 294,406$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
363 - ARPA 294,406$ -$ -$ -$ -$ -$ 294,406$ TOTAL FUNDING 294,406$ -$ -$ -$ -$ -$ 294,406$ Funding Source(s)
The proposed work includes replacement HVAC units that have reached their useful service life at various city owned facilities.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
City Hall A/C Units Replacement
Ext. 320
Land Use and Urban Design - 30.2
Safety - 1.2
R65
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes
Public Works Maintenance Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 100,000 $ -$ - $ -$ -$ 100,000$ -$
100,000 $ -$ - $ -$ -$ 100,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND -$
100,000 $ -$ - $ -$ -$ 100,000$ TOTAL
FUNDING -$ 100,000 $ -$ - $ -$ -$ 100,000$ Funding Source(s)
The proposed work includes repair and replacement of the Barnes Gym roof which has reached its useful service life.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Barnes Gym Roof
Safety - 1.2
Land Use and Urban Design - 30.2
R66
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Recreation and Community Services
Supporting Division Engineering
Staff Contact Robert Aguirre Ext. 388
Director of Recreation and Community Resources
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Administration -$
40,000 $ - $ - $ - $ - $ 40,000$

- $ 40,000 $ - $ - $ - $ - $ 40,000$

- $ 365,000 $ - $ - $ - $ - $ 365,000$

- $ 445,000 $ - $ - $ - $ - $ 445,000$

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
362 - CDBG - $ 445,000 $ - $ - $ - $ - $ 445,000$

TOTAL FUNDING - $ 445,000 $ - $ - $ - $ - $ 445,000$

Funding Source(s)
The proposed work includes improvements to the Barnes Park restrooms.

Project Estimate
Design
Construction

TOTAL ESTIMATE
Facilities/Other Improvements
Barnes Park - Restroom Improvements
Safety - 1.2
Land Use and Urban Design - 30.2
Healthy Community - 6.3
R67
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes Ext. 320
Public Works Maintenance Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Safety - 1.2
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 693,000.00$ - $ -$ - $ -$ 693,000.00$ -$ 693,000.00$ - $ -$ - $ -$ 693,000.00$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND -$ 693,000$ -$ -$ - $ -$ 693,000.00$ TOTAL FUNDING -$ 693,000$ -$ -$ - $ -$ 693,000.00$ Funding Source(s)
The proposed work includes repair and replacement of the City Hall roof which has reached its useful service life.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
City Hall Roof Repair
R68
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes
Public Works Maintenance Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Safety - 1.2
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 300,000$ -$ - $ - $ -$ 300,000$ -$
300,000$ -$ - $ - $ -$ 300,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
-$
300,000$ -$ - $ - $ -$ 300,000$ TOTAL
FUNDING -$ 300,000$ -$ - $ - $ -$ 300,000$ Funding Source(s)
The proposed work includes replacement of the City hall skylight system which was originally installed in approximately 1979 and is approaching 40 years in use. The system has been failing for approximately 10-12 years in varying degrees and in multiple areas resulting in significant issues.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
City Hall Skylights Atrium Replacements
R69
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes
Public Works Maintenance Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction - $ 433,000 $ - $ - $ - $ - $ 433,000$ - $ 433,000$ - $ - $ - $ - $ 433,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND - $ 433,000$ - $ - $ - $ - $ 433,000$ TOTAL FUNDING - $ 433,000$ - $ - $ - $ - $ 433,000$ Funding Source(s)
The proposed work includes repair and replacement of the Elder Gym roof which has reached its useful service life.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Elder Gym Roof Repair
Safety - 1.2
Land Use and Urban Design - 30.2
R70
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes Ext. 320
Public Works Maintenance Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy Safety - 1.2
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 140,000 $ - $ - $ - $ - $ 140,000.00$ - $ 140,000.00$
FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND - $ 140,000 $ - $ - $ - $ - $ 140,000.00$ TOTAL FUNDING - $ 140,000 $ - $ - $ - $ - $ 140,000.00$ Funding Source(s)
The proposed work includes repair and replacement of the Garvey Ranch Park Museum roof which has reached its useful service life.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Garvey Ranch Park Museum Roof Repairs
R71
City of Monterey Park Capital Project
Project No. TBD
Lead Dept./Division Public Works
Supporting Division Building Maintenance
Staff Contact Chris Reyes
Public Works Maintenance Manager
Start Date FY 23-24
Target Completion FY 23-24
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
Construction -$ 100,000 $ -$ - $ -$ -$ 100,000$ -$ 100,000 $ -$ - $ -$ -$ 100,000$ FY 2022-23
Carryover
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast Total
101 - GENERAL FUND -$ 100,000 $ -$ - $ -$ -$ 100,000$ TOTAL FUNDING -$ 100,000 $ -$ - $ -$ -$ 100,000$ Funding Source(s)
The proposed work includes repair and replacement of the Langley Center roof which has reached its useful service life.

Project Estimate

TOTAL ESTIMATE
Facilities/Other Improvements
Langley Center Roof
Safety - 1.2
Land Use and Urban Design - 30.2
R72
Five Year Capital Improvement Program
FY 2023-2024 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2022-2023 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 Needs Enterprise Capital Projects
86005 411 SEWER MASTER PLAN $200,000.00 $0.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $400,000.00 86005 419 SEWER MASTER PLAN $71,177.00 $0.00 $49,190.00 $0.00 $21,987.00 $0.00 $0.00 $0.00 $71,177.00 96007 411 SEWER REPAIRS & PIPE RELINING $609,235.00 $450,403.00 $158,832.00 $0.00 $0.00 $0.00 $0.00 $0.00 $609,235.00 99009 411 CHANDLER AVENUE PIPELINE REPLACEMENT $160,000.00 $149,773.75 $10,226.25 $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 $1,015,000.00 $0.00 $0.00 $0.00 $0.00 $1,630,000.00 96001 411 N. ATLANTIC SEWER IMPROVEMENT $1,940,394.00 $736,539.15 $0.00 $0.00 $2,236,539.85 $0.00 $0.00 $0.00 $2,973,079.00 99014 411 CURED-IN PLACE PIPE RELINING- VARIOUS LOCATIONS (GARVEY) $887,000.00 $0.00 $887,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $887,000.00 99015 411 SPOT REPAIRS AT VARIOUS LOCATIONS $1,282,000.00 $659,268.84 $622,731.16 $0.00 $0.00 $0.00 $0.00 $0.00 $1,282,000.00 99016 411 CCTV FIELD EQUIPMENT UPGRADE $71,000.00 $33,868.85 $37,131.15 $0.00 $0.00 $0.00 $0.00 $0.00 $71,000.00 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 $304,886.00 $0.00 $0.00 $0.00 $304,886.00 NEW 411 SEWER MANHOLE REHABILITATION $0.00 $0.00 $0.00 $300,000.00 $300,000.00 $300,000.00 $300,000.00 $0.00 $1,200,000.00 NEW 411 SEWER REPAIRS AT VARIOUS LOCATIONS $0.00 $0.00 $0.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $0.00 $6,000,000.00 Sewer Sub-total $6,080,806.00 $2,029,853.59 $2,625,110.56 $2,815,000.00 $4,719,847.85 $1,800,000.00 $1,800,000.00 $0.00 $8,789,812.00 86007 401 WATER MASTER PLAN $286,809.00 $104,233.00 $182,576.00 $0.00 $0.00 $0.00 $0.00 $0.00 $286,809.00 99012 402 GROUNDWATER TREATMENT SYSTEM $105,541.02 $0.00 $105,541.02 $0.00 $0.00 $0.00 $0.00 $0.00 $105,541.02 99012 403 GROUNDWATER TREATMENT SYSTEM $6,837,000.00 $5,537,807.07 $1,299,192.93 $0.00 $0.00 $0.00 $0.00 $0.00 $6,837,000.00 99005 401 MIRA VALLE WATER PROJECT $540,000.00 $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 $630,000.00 $0.00 $0.00 $0.00 $630,000.00 $0.00 $0.00 $0.00 $630,000.00 99007 401 RUSSELL STREET RESERVOIR $1,199,625.00 $19,992.45 $0.00 $0.00 $2,315,007.55 $0.00 $0.00 $0.00 $3,514,632.55 96001 401 N. ATLANTIC WATER IMPROVEMENT $1,668,753.00 $10,175.00 $1,658,578.00 $0.00 $345,922.00 $0.00 $0.00 $0.00 $2,014,675.00 99022 409 PLC UPGRADE $387,341.00 $0.00 $387,341.00 $212,659.00 $0.00 $0.00 $0.00 $0.00 $600,000.00 99023 409 WATER MAIN REPLACEMENT - NORTHEAST $112,491.00 $13,032.00 $99,459.00 $0.00 $0.00 $0.00 $0.00 $0.00 $112,491.00 99023 401 WATER MAIN REPLACEMENT - NORTHEAST $2,602,305.00 $0.00 $2,602,305.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,602,305.00 99024 401 WATER METER REPLACEMENTS $5,000,000.00 $53,611.56 $4,946,388.44 $0.00 $4,000,000.00 $0.00 $0.00 $0.00 $9,000,000.00 99025 401 MONTEREY PASS RD WATER MAIN IMPROVEMENTS $8,241,000.00 $1,504,235.90 $6,736,764.10 $0.00 $0.00 $0.00 $0.00 $0.00 $8,241,000.00 NEW 401 WATER MAIN REPLACEMENT - NORTHEAST (PHASE 4) $0.00 $0.00 $0.00 $0.00 $2,400,000.00 $0.00 $0.00 $0.00 $2,400,000.00 NEW 401 WATER MAIN REPLACEMENT - NORTHEAST (PHASE 5) $0.00 $0.00 $0.00 $0.00 $0.00 $2,700,000.00 $0.00 $0.00 $2,700,000.00 NEW 401 DE LA FUENTE ST MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $6,000,000.00 $0.00 $0.00 $6,000,000.00 NEW 401 MONTECHICO DR MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $1,300,000.00 $0.00 $0.00 $1,300,000.00 NEW 401 RUSSELL BOOSTER STATION $0.00 $0.00 $0.00 $0.00 $0.00 $2,800,000.00 $0.00 $0.00 $2,800,000.00 NEW 401 BROCKWELL AVE MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $5,500,000.00 $0.00 $5,500,000.00 NEW 401 REPLACE DELTA SETTLING TANKS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,700,000.00 $0.00 $2,700,000.00 NEW 401 EAST GRAVES AVE MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $670,000.00 $670,000.00 NEW 401 BRIGHTWOOD BOOSTER STATION REHAB $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,900,000.00 $1,900,000.00 NEW 401 GRAYLOCK AVE MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,000,000.00 $3,000,000.00 NEW 401 PIPELINE SEISMIC UPGRADE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 $200,000.00 NEW 401 DELTA BOOSTER STATION $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 NEW 401 DONCREST ST MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Sub-total $27,610,865.02 $7,243,086.98 $18,018,145.49 $212,659.00 $10,230,929.55 $12,800,000.00 $8,200,000.00 $5,770,000.00 $63,654,453.57 Enterprise Capital Projects Subtotal $33,691,671.02 $9,272,940.57 $20,643,256.05 $3,027,659.00 $14,950,777.40 $14,600,000.00 $10,000,000.00 $5,770,000.00 $72,444,265.57 R73
Five Year Capital Improvement Program
FY 2023-2024 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2022-2023 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 Needs Street Construction Capital Projects
96004 239 DOWNTOWN TRAFFIC SIGNAL IMPROV $343,744.00 $239,946.35 $103,797.65 $0.00 $0.00 $0.00 $0.00 $0.00 $343,744.00 96004 246 DOWNTOWN TRAFFIC SIGNAL IMPROV $932,500.00 $52,977.63 $879,522.37 $0.00 $0.00 $0.00 $0.00 $0.00 $932,500.00 96012 101 POTRERO GRANDE RENOVATION $3,588,858.60 $60,580.00 $3,528,278.60 $0.00 $0.00 $0.00 $0.00 $0.00 $3,588,858.60 96023 239 GARFIELD AVENUE CAPACITY IMPROVEMENT $700,000.00 $212.50 $699,787.50 $0.00 $0.00 $0.00 $0.00 $0.00 $700,000.00 96024 239 ATLANTIC AVENUE CAPACITY IMPROVEMENT $250,000.00 $212.50 $249,787.50 $1,650,000.00 $0.00 $0.00 $0.00 $0.00 $1,900,000.00 96025 239 RAMONA ROAD CAPACITY IMPROVEMENT $575,000.00 $2,096.00 $572,904.00 $175,000.00 $1,000,000.00 $650,000.00 $0.00 $0.00 $2,400,000.00 96026 239 ADAPTIVE TRAFFIC/TRAFFIC RESPONSIVE CONTROL SYSTEM $1,750,000.00 $15,608.50 $1,734,391.50 $2,250,000.00 $5,000,000.00 $0.00 $0.00 $0.00 $9,000,000.00 96027 601 PAVEMENT MANAGEMENT STUDY $94,269.00 $32,960.00 $61,309.00 $0.00 $90,000.00 $0.00 $0.00 $0.00 $184,269.00 96028 246 GARFIELD AVE TRAFFIC SIGNAL IMPROVEMENTS $537,200.00 $44,928.35 $492,271.65 $0.00 $0.00 $0.00 $0.00 $0.00 $537,200.00 96030 601 SLURRY SEAL - VARIOUS LOCATIONS $1,231,004.00 $805,265.65 $425,738.35 $1,032,933.00 $0.00 $0.00 $0.00 $0.00 $2,263,937.00 96031 601 STREET REHABILITATION -VARIOUS LOCATIONS $11,388,652.00 $1,962,846.90 $9,425,805.10 $7,029,985.00 $0.00 $0.00 $0.00 $0.00 $18,418,637.00 96031 101 STREET REHABILITATION-VARIOUS LOCATIONS $35,350.00 $0.00 $35,350.00 $0.00 $0.00 $0.00 $0.00 $0.00 $35,350.00 96034 281 SCHOOL AND CROSSWALK SAFETY ENHANCEMENT PROJECT $1,354,900.00 $0.00 $1,354,900.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,354,900.00 96034 239 SCHOOL AND CROSSWALK SAFETY ENHANCEMENT PROJECT $489,657.00 $69,398.00 $420,259.00 $0.00 $0.00 $0.00 $0.00 $0.00 $489,657.00 96035 239 CESAR CHAVEZ AVE. PAVING PROJECT $55,000.00 $0.00 $55,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $55,000.00 96036 237 STREET REHABILITATION -VARIOUS LOCATIONS (RMRA) $1,252,121.00 $5,889.13 $1,246,231.87 $0.00 $0.00 $0.00 $0.00 $0.00 $1,252,121.00 96038 240 MAT CYCLE 1- POTRERO GRANDE REGIONAL PROJECT $108,750.00 $0.00 $108,750.00 $1,646,112.00 $4,329,753.00 $281,610.00 $0.00 $0.00 $6,366,225.00 96039 242 SIDEWALK REPAIR PROJECT $922,672.00 $0.00 $922,672.00 $0.00 $0.00 $0.00 $0.00 $0.00 $922,672.00 96039 238 SIDEWALK REPAIR PROJECT $802,182.00 $0.00 $802,182.00 $0.00 $0.00 $0.00 $0.00 $0.00 $802,182.00 96039 236 SIDEWALK REPAIR PROJECT $174,946.00 $0.00 $174,946.00 $0.00 $0.00 $0.00 $0.00 $0.00 $174,946.00 96005 241 TRAFFIC SIGNAL UPGRADES $200,000.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 NEW 246 MONTEREY PASS STREET REHABILITATION $0.00 $0.00 $0.00 $1,064,323.00 $0.00 $0.00 $0.00 $0.00 $1,064,323.00 NEW 242 SLURRY SEAL $0.00 $0.00 $0.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00 $2,500,000.00 NEW 237 STREET REHABILITATION - VARIOUS STREETS $0.00 $0.00 $0.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $150,000.00 $6,150,000.00 NEW 241 SIDEWALK REPAIRS - CITYWIDE $0.00 $0.00 $0.00 $179,557.00 $180,000.00 $180,000.00 $180,000.00 $180,000.00 $899,557.00 NEW 236 SIDEWALK REPAIRS - CITYWIDE $0.00 $0.00 $0.00 $70,443.00 $70,000.00 $70,000.00 $70,000.00 $70,000.00 $350,443.00 NEW 218 SAFE STREETS FPR ALL (SS4A) $0.00 $0.00 $0.00 $984,000.00 $0.00 $0.00 $0.00 $0.00 $984,000.00 NEW 239 SAFE STREETS FPR ALL (SS4A) $0.00 $0.00 $0.00 $246,000.00 $0.00 $0.00 $0.00 $0.00 $246,000.00 NEW 241 BUS STOP IMPROVEMENTS $0.00 $0.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 $600,000.00 NEW ALLEYS REHABILITATION $0.00 $0.00 $0.00 $0.00 $2,930,000.00 $2,544,000.00 $2,671,000.00 $2,804,000.00 $10,949,000.00 Street Sub-total $26,786,805.60 $3,292,921.51 $23,293,884.09 $19,128,353.00 $15,599,753.00 $5,725,610.00 $4,921,000.00 $3,704,000.00 $75,665,521.60 99003 248 EAST LA SUSTAINABLE MEDIAN STORMWATER $600,000.00 $600,000.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 1,200,000.00$ 96033 248 CATCH BASIN CPS UNITS $302,250.00 $8,068.06 $294,181.94 $0.00 $0.00 $0.00 $0.00 $0.00 302,250.00$ NEW 248 STORM DRAIN MASTER PLAN $0.00 $0.00 $0.00 $153,233.00 Drainage Sub-total $902,250.00 $608,068.06 $294,181.94 $753,233.00 $0.00 $0.00 $0.00 $0.00 $1,502,250.00 -$
Street Construction Capital Projects Subtotal $27,689,055.60 $3,900,989.57 $23,588,066.03 $19,881,586.00 $15,599,753.00 $5,725,610.00 $4,921,000.00 $3,704,000.00 $77,167,771.60 R74
Five Year Capital Improvement Program
FY 2023-2024 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2022-2023 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 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 $382,570.12 -$35,937.85 $0.00 $0.00 $0.00 $0.00 $0.00 $346,632.27 91401 502 NETWORK EQUIPMENT (ERP) $1,133,563.16 $999,933.32 $133,629.84 $0.00 $0.00 $0.00 $0.00 $0.00 $1,133,563.16 93004 363 CITYWIDE CAMERAS $1,312,127.00 $1,302,127.00 $10,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,312,127.00 93004 401 CITYWIDE CAMERAS $238,210.00 $238,210.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $238,210.00 93004 411 CITYWIDE CAMERAS $42,761.00 $42,761.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $42,761.00 93004 421 CITYWIDE CAMERAS $42,761.00 $42,761.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $42,761.00 93004 501 CITYWIDE CAMERAS $64,141.00 $62,940.31 $1,200.69 $0.00 $0.00 $0.00 $0.00 $0.00 $64,141.00 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 96029 363 CITY HALL A/C UNITS REPLACEMENT $345,451.00 $51,045.00 $294,406.00 $0.00 $0.00 $0.00 $0.00 $0.00 $345,451.00 95011 231 LIBRARY STORYROOM EXPANSION AND STAINED GLASS $30,000.00 $0.00 $30,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $30,000.00 95011 363 LIBRARY STORYROOM EXPANSION AND STAINED GLASS $120,000.00 $0.00 $120,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $120,000.00 95013 231 BARNES GYM RESTROOMS UPGRADES $230,000.00 $6,333.00 $223,667.00 $0.00 $0.00 $0.00 $0.00 $0.00 $230,000.00 95014 231 LANGLEY RESTROOMS UPGRADES $200,000.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 95014 362 LANGLEY RESTROOMS UPGRADES $545,603.00 $0.00 $545,603.00 $0.00 $0.00 $0.00 $0.00 $0.00 $545,603.00 95016 363 GATE RAMP $60,000.00 $13,497.38 $46,502.62 $0.00 $0.00 $0.00 $0.00 $0.00 $60,000.00 95017 363 EDISON TRAILS PARK PLAYGROUND REPLACEMENT $300,000.00 $63,169.88 $236,830.12 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 95018 363 SEQUOIA PARK SMALL PLAYGROUND REPLACEMENT $220,000.00 $0.00 $220,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $220,000.00 95019 363 GARVEY RANCH PARK BIG PLAYGROUND REPLACEMENT $480,000.00 $0.00 $480,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $480,000.00 95020 363 GARVEY RANCH PARK SMALL PLAYGROUND REPLACEMENT $175,000.00 $0.00 $175,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $175,000.00 95021 363 BELLA VISTA PARK PLAYGROUND REPLACEMENT $200,000.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 95022 363 HIGHLANDS PARK SMALL PLAYGROUND REPLACEMENT $175,000.00 $0.00 $175,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $175,000.00 95023 363 LASER CUT BASEBALL FIELDS $30,000.00 $0.00 $30,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $30,000.00 95024 363 HIGHLANDS PARK BIG PLAYGROUND REPLACEMENT $450,000.00 $0.00 $450,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $450,000.00 95025 363 DUAL MODEM MDC'S $127,528.00 $97,968.89 $29,559.11 $0.00 $0.00 $0.00 $0.00 $0.00 $127,528.00 95026 363 CITY HALL GENERATOR $335,000.00 $1,701.00 $333,299.00 $0.00 $0.00 $0.00 $0.00 $0.00 $335,000.00 95027 387 SIERRA VISTA COURTS $27,500.00 $26,043.69 $1,456.31 $0.00 $0.00 $0.00 $0.00 $0.00 $27,500.00 95028 387 BARNES PARK AMPHITHEATER SEATING $188,492.00 $0.00 $188,492.00 $0.00 $0.00 $0.00 $0.00 $0.00 $188,492.00 95029 363 REKEYING OF CITY HALL DOORS $100,000.00 $0.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 95030 363 DEMOLITION OF TRAINING TOWER $100,000.00 $0.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 ### 501 PUBLIC SAFETY $60,000.00 $0.00 $60,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $60,000.00 ### 501 PUBLIC WORKS VEHICLE $150,000.00 $0.00 $150,000.00 $360,000.00 $0.00 $0.00 $0.00 $0.00 $510,000.00 ### 238 RECREATION AND COMMUNITY SERVICES VEHICLES $245,000.00 $0.00 $245,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $245,000.00 ### 401 PUBLIC WORKS VEHICLE (WATER) $70,000.00 $0.00 $70,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $70,000.00 NEW 362 PARK RESTROOM IMPROVEMENTS - BARNES PARK $0.00 $0.00 $0.00 $445,000.00 $0.00 $0.00 $0.00 $0.00 $445,000.00 NEW 362 PARK RESTROOM IMPROVEMENTS $0.00 $0.00 $0.00 $0.00 $400,000.00 $400,000.00 $400,000.00 $400,000.00 $1,600,000.00 NEW 101 AMBULANCE $0.00 $0.00 $0.00 $425,000.00 $0.00 $0.00 $0.00 $0.00 $425,000.00 NEW 101 ELDER GYM ROOF REPAIR $0.00 $0.00 $0.00 $433,000.00 $0.00 $0.00 $0.00 $0.00 $433,000.00 NEW 101 CITY HALL SKYLIGHTS ATRIUM REPLACEMENT $0.00 $0.00 $0.00 $300,000.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 NEW 101 CITY HALL LROOF REPAIR $0.00 $0.00 $0.00 $693,000.00 $0.00 $0.00 $0.00 $0.00 $693,000.00 NEW 101 GARVEY RANCH PARK MUSEUM ROOF REPAIRS $0.00 $0.00 $0.00 $140,000.00 $0.00 $0.00 $0.00 $0.00 $140,000.00 NEW 101 LANGLEY CENTER ROOF $0.00 $0.00 $0.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 NEW 101 BARNES GYM ROOF $0.00 $0.00 $0.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 NEW 101 POLICE VEHICLE $0.00 $0.00 $0.00 $66,790.65 $200,000.00 $0.00 $0.00 $0.00 $266,790.65 Community Capital Improvement Projects Subtotal $8,966,379.93 $3,535,519.09 $5,430,860.84 $3,062,790.65 $600,000.00 $400,000.00 $400,000.00 $400,000.00 $13,829,170.58 R75
Five Year Capital Improvement Program
FY 2023-2024 Preliminary Budget
Year To Date New Funding
Appropriation Estimated FY 2022-2023 Request Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 Needs

TOTAL ALL FUNDS
101 GENERAL FUND $4,537,993.87 $443,150.12 $4,094,843.75 $2,257,790.65 $200,000.00 $0.00 $0.00 $0.00 $6,995,784.52 218 SS4A $0.00 $0.00 $0.00 $984,000.00 $0.00 $0.00 $0.00 $0.00 $984,000.00 231 PUBLIC/PARKS/LIBRARY DIF $460,000.00 $6,333.00 $453,667.00 $0.00 $0.00 $0.00 $0.00 $0.00 $460,000.00 236 TRANSPORTATION DEVELOPMENT ACT 3 $174,946.00 $0.00 $174,946.00 $70,443.00 $70,000.00 $70,000.00 $70,000.00 $70,000.00 $525,389.00 237 SB1 $1,252,121.00 $5,889.13 $1,246,231.87 $1,500,000.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $150,000.00 $7,402,121.00 238 PROP A $1,047,182.00 $0.00 $1,047,182.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,047,182.00 239 MEASURE R $4,163,401.00 $327,473.85 $3,835,927.15 $4,321,000.00 $6,000,000.00 $650,000.00 $0.00 $0.00 $15,134,401.00 240 Measure M $108,750.00 $0.00 $108,750.00 $1,646,112.00 $4,329,753.00 $281,610.00 $0.00 $0.00 $6,366,225.00 241 PROP C $200,000.00 $0.00 $0.00 $979,557.00 $180,000.00 $180,000.00 $180,000.00 $180,000.00 $1,699,557.00 242 GAS TAX $922,672.00 $0.00 $922,672.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00 $3,422,672.00 246 HIGHWAY SAFETY IMPROV PROGRAM $1,469,700.00 $97,905.98 $1,371,794.02 $1,064,323.00 $0.00 $0.00 $0.00 $0.00 $2,534,023.00 248 MEASURE W $902,250.00 $608,068.06 $294,181.94 $753,233.00 $0.00 $0.00 $0.00 $0.00 $1,502,250.00 362 CDBG $545,603.00 $0.00 $545,603.00 $445,000.00 $400,000.00 $400,000.00 $400,000.00 $400,000.00 $2,590,603.00 363 ARPA $4,530,106.00 $1,529,509.15 $3,000,596.85 $0.00 $0.00 $0.00 $0.00 $0.00 $4,530,106.00 379 MTA MONTEREY PASS BIKE GRANT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 387 PER CAPITA 68 GRANT $215,992.00 $26,043.69 $189,948.31 $0.00 $0.00 $0.00 $0.00 $0.00 $215,992.00 401 WATER $20,476,702.00 $1,930,457.91 $16,196,611.54 $0.00 $10,230,929.55 $12,800,000.00 $8,200,000.00 $5,770,000.00 $56,307,631.55 402 WATER TREATMENT $105,541.02 $0.00 $105,541.02 $0.00 $0.00 $0.00 $0.00 $0.00 $105,541.02 403 WATER TREATMENT $6,837,000.00 $5,537,807.07 $1,299,192.93 $0.00 $0.00 $0.00 $0.00 $0.00 $6,837,000.00 409 WATER - DIF $499,832.00 $13,032.00 $486,800.00 $212,659.00 $0.00 $0.00 $0.00 $0.00 $712,491.00 411 SEWER $6,052,390.00 $2,072,614.59 $2,575,920.56 $2,815,000.00 $4,697,860.85 $1,800,000.00 $1,800,000.00 $0.00 $15,961,396.00 419 SEWER - DIF $71,177.00 $0.00 $49,190.00 $0.00 $21,987.00 $0.00 $0.00 $0.00 $71,177.00 421 REFUSE $42,761.00 $42,761.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $42,761.00 501 SHOP $274,141.00 $62,940.31 $211,200.69 $360,000.00 $0.00 $0.00 $0.00 $0.00 $634,141.00 502 TECHNOLOGY $1,388,020.66 $1,204,390.82 $183,629.84 $0.00 $0.00 $0.00 $0.00 $0.00 $1,388,020.66 601 STREET BONDS $12,713,925.00 $2,801,072.55 $9,912,852.45 $8,062,918.00 $90,000.00 $0.00 $0.00 $0.00 $20,866,843.00 621 SALES TAX BONDS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 GRANT GRANTS $0.00 $443,150.12 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL ALL FUNDS $68,992,206.55 $17,152,599.35 $48,307,282.92 $25,972,035.65 $28,220,530.40 $18,181,610.00 $12,650,000.00 $7,070,000.00 $158,337,307.75 R76

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Debt Service
FY2023-2024 Preliminary Budget

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. T his 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 replacement 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 funded 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.

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.

Debt Service
FY2023-2024 Preliminary Budget

S2
San Gabriel Valley Municipal Water District
In March of 2021, the City entered into a 10- year loan agreement with the San Gabriel Valley Municipal Water District for the PFAS treatment system. This loan is funded using the water fund, 403.

Fiscal Year Fiscal Year
Fund Type of Debt Description 2022-2023 2023-2024

621 Bonds Sales Tax Revenue Bonds Series 2021 1,051,450 1,051,200 (Final date: 06/2051)

101 Lease
Purchase SIEMENS Energy Efficiency Project 134,329 142,033 401 (Final date: 06/2030) 761,199 946,883
Sub-Total 895,199 1,088,916

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

101
Lease
Purchase Police Mobile Radios & System 307,745 2,255,799 (Final date: 09/2032)

362 Note HUD Section 108 545,603 0
(Final date: 08/2022)

506 Bonds Pension Obligation Bonds 2004 1,112,819 1,072,761 Pension Obligation Bonds 2021 Series A 6,224,602 6,265,609 Merge with 2004 POBs (Final date: 06/2043)
Sub-Total 7,337,421 7,338,370

501 Lease
Purchase Fire Ladder & Engine Trucks 420,258 420,257
(Final date: 09/2025)

403 Loan SGVMWD 400,000
(Final date: 12/2033)

Total $10,669,869 $12,666,735

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Monterey Park City CouncilMay 24, 2023

Monterey Park City Council
May 24, 2023