Monterey Park City Council
May 22, 2024

A5
General Fund Balance
2024-2025
(Amounts in 000s)

Proposed Budget for Other Funds

Other City funds are classified as restricted funds. The restricted funds include Special Revenue Funds, Enterprise Funds, Internal Service Funds, and Successor Agency Funds. These funds are kept separately for specific expenditures authorized by laws or City policies. The FY 2024-2025 Operating, Debt and Capital Budget expenditures for the restricted funds are $110.3 million and total projected revenues and transfers are $101.7 million. Below is a discussion of the major restricted funds.

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

Retirement 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 2024-2025, the projected retirement revenue is $9.1 million, and total appropriations are $13 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.

Proposition 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 2024-2025, total estimated revenue is $6.1 million and total budgeted expenditures are $6.2 million.

Road Maintenance and Rehabilitation Act (SB1) Fund The Road Repair and Accountability Act of 2017 provides substantial new and more stable funding for state and local streets and roads over a period of ten years. For 2024-2025, the City expects to receive over $1.5 million from the SB1 funds and will be used for various street resurfacing rehabilitations per the City’s Pavement Management Study.

Maintenance 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 not been adjusted since 1996. The projected revenue is $1 million.

Estimate Estimate
2023-2024 2024-2025
Beginning Balances $28,453 $32,014
Revenues & Transfers +63,386 +66,132
Expenditures & Transfers -59,825 -65,699
Ending Balances $32,014 $32,447

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This revenue combined with a General Fund supplemental payment of $991,291 to fund the total district maintenance expenditure of $2 million.

Development Impact Fee Fund Pursuant to Chapter 3.110 of the MPMC and City Ordinance No. 2134, the City established development impact fees for safety, circulation, water, sewer, library, and parks. Estimated amount for FY2024-25 is $369,555. These funds will be used for improvements per Government Code Section 66006.

Grants Fund The City received $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 by December 2024, the City will have to reduce services or find another sustainable funding source.

Enterprise Funds These funds account for activities financed and operated like those of business enterprise and are restricted for that specific purpose. The City completed a Proposition 218 rate increase for water and sewer, and new rates were implemented in February 2024 for sewer and March 2024 for water.

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. The City has awarded a contract to a new hauling company which begins services in September 2024. A Proposition 218 process will be completed in the fall of 2024 to assess new rates. The projected budget for 2024-25 is currently estimated to be $7.6 million pending results of proposition 218 study.

Sewer Fund The sewer rate is charged based on the meter size. The Sewer Master Plan provided the City with a comprehensive assessment to address 35% of the City’s sewer system. The projected budget for 2024-2025 is $7.1 million for revenue and $6.9 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 plants, 11 pumping stations, and 134 miles of water mains. The projected water revenues for water operation and treatment funds for 2024-2025 total $25.5 million and proposed operating and capital improvement expenses are $25.4 million. Capital project expenses funded with Water Revenue Bond Series 2024 are $14.4 million. The water revenues cover the costs for the production, distribution, commercial, and treatment operating expenses.

Internal Service Funds

The purpose of Internal Service (IS) funds is to centralize 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 tool and financed through charges to departments. The 2024-2025 internal service fund charges are:
$1.7 million for building maintenance, $4.1 million for workers’ compensation, $3.5 million for motor shop pool, $2.1 million for separation benefits, $1.9 million for technology, $7.9 million for general liability, and $2.2 million for post-employment medical liability.

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Debt Service and Outstanding Loans

Ongoing 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 2024-2025 and loan maturity years.

Debt Services for 2024-2025

Type of Fiscal Year Fiscal Year
Fund Debt Description 2023-2024 2024-2025
621 Bonds Sales Tax Revenue Bonds Series 2021 1,051,200 1,050,200 (Final date: 06/2051)

101 Lease
Purchase SIEMENS Energy Efficiency Project 142,033 150,167 401 (Final date: 06/2030) 804,850 850,950 Sub-Total 946,883 1,001,117

308
Lease
Purchase Police Mobile Radios & System 307,745 307,745 (Final date: 09/2032)

202 Bonds Pension Obligation Bonds 2004 1,072,761 1,433,588 Pension Obligation Bonds 2021 Series A 6,265,609 5,906,132 Merge with 2004 POBs (Final date:
06/2043)

Sub-Total 7,338,370 7,339,720

401 Bonds Water Revenue Bonds 0 1,211,803
(Final date: 02/2054)

401 Loan SGVMWD 0 400,000
(Final date: 12/2033)

501 Lease
Purchase Fire Ladder & Engine Trucks 1,017,806 0

Total $10,662,004 $11,310,585

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Compensation and Staffing Level
As with most public agencies, personnel costs are the City's single largest operating expenditure.

Total staffing for 2024-2025 is 389.25 full-time equivalent (FTE) positions, adjusted up by 1 full time staff member from 2023-2024. 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.

The table below summaries position changes in 2024-2025 to meet the proposed service levels.

Proposed Staffing Changes
2024-2025
Department Position FTE Salary & Benefits
Fire Department
Reallocate 2 Firefighter positions to 2
Firefighter Paramedics positions 0 $57,412
Public Works Department GIS Analyst 1.0 $78,600
Recreation and
Community Services
Reallocate 1 Janitor position to 1
Recreation Specialist 0 $25,000
Total FTE 1.00 $161,012
Pension Funding
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 (UAL). This payment brought the City’s UAL to a zero balance in February of 2021. The CalPERS discount rate has sense been reduced to 6.8%, causing a new UAL balance of $23,003,897 as of June 2022. The City has implemented an Unfunded Pension Liability Policy to mitigate additional UAL costs and will follow policy to reduce its liability.

Pension costs including bond payment are projected to be $13 million for 2024-2025, which will be funded by the Retirement Fund and various other funds. Other funds supplement the pension cost for 2024-2025 at $3.5 million. The City’s personnel costs represent 60% of the City's operating 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.

The 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.

Plan Projected
2024-2025
Projected
2025-2026
Projected
2026-2027
Projected
2027-2028
Projected
2028-2029
Safety 20.80% 20.10% 19.40% 18.80% 18.30%
UAL Payment $347,780 $663,000 $978,000 $1,294,000 $1,609,000 Miscellaneous 12.25% 11.90% 11.60% 11.30% 11.00%
UAL Payment $393,664 $598,000 $802,000 $1,006,000 $1,210,000

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Othe
r 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 $21.7 million based on a 30-year amortization. The City began to address 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 promises are sustainable over time and systematically reduces the unfunded accrued liabilities, thus achieving the City's goal in addressing the retiree medical liabilities. For 2024-2025, the City continues a $1.0 million OPEB trust contribution to proactively manage the retiree medical unfunded liability.

Infrastructure and Capital Improvements
Continued 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 2024-2025, the City is proposing a total of $23.1 million from various funds for our infrastructure and capital investments. All project information is in the Capital Improvement Program chapter of the document.

In Closing
As City Manager my commitment is to execute the directives set forth by the City Council while ensuring that the City’s operations are financially sustainable. This entails actively seeking opportunities to foster economic growth, nurture local businesses, and uphold revenue streams essential for delivering outstanding services.

The FY 2024-25 Preliminary Budget addresses Council priorities for the next fiscal year and continues the work of the City to deliver high quality services to the community. This budget reflects changes to services that include the reallocation of public safety staff to increase paramedic services for our residents, businesses, and visitors. We will continue to deliver high levels of service with even greater efficiency.

I extend my appreciation to the City Council for their exceptional leadership and direction.

Additionally, I wish to express my thanks to our City departments and the dedicated Finance staff for their efforts in finalizing the 2024-2025 Preliminary Budget.

Respectfully,
Inez Alvarez
City Manager

Cit y Maps & Statistics
FY2024-2025 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. Council Members are elected by districts for four-year, overlapping terms of office. The Mayor, who is selected during each Council reorganization every nine and half months, presides over all Counci l meetings and is the ceremonial head of the City for all official functions. In November 2024, voters in Districts 2, 3, and 4 will vote for candidates vying to represent their respective district. The current elected positions of City Treasurer and City Clerk were voted into office in November 2022. The term of office for all City elected positions is four years. The City Council appoints the City Manager, who has the responsibilities of overseeing all City services and operations.

City Maps & Statistics
FY2024-2025 Budget

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City History

The City of Monterey Park is located at the western
gateway to the San Gabriel Valley, in L os 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
FY2024-2025 Budget

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City’s Economic Condition and Priority Development

Monterey Park covers an area of 7.73 square
miles with a population of approximately
61,259. 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
61,259
-----------------------------
Average
Household
Income
$68,497
-----------------------------
Median Home
Value
$868,000

City Maps & Statistics
FY2024-2025 Budget

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Celadon at Garvey & Garfield is a mixed -use development in Downtown Monterey Park that offers family housing with 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 Monterey Park climate. Celadon developers and architects embraced the new urbanist concepts of compact, dense, and walkable communities to improve both quality of life for the residents, as well as lighten the community’s footprint on the environment.

Additional commercial projects currently in the works include:
• A 65-unit multi-family residential project on 338-410 S. Alhambra Avenue • An 82-unit multi-family residential project on 507 N. Chandler Avenue • A 40-unit senior housing project on 130-206 Chandler Avenue • A self-storage facility on 2500 Davidson Drive
• 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 36-unit multi-family residential apartment project on 816-824 Hellman, and • An 8-unit residential condominium project on 2011 Potrero Grande • A retail market project on 283 E. Garvey Avenue

City Maps & Statistics
FY2024-2025 Budget

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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 Suites Hotel in mid FY 2024. The project, located on a two- acre site at 420 N. Atlantic Boulevard, consists 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.

City Maps & Statistics
FY2024-2025 Budget

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• 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 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 from 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
FY2024-2025 Budget

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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 four days of carnival rides, game booths, food, and live 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 10,000 plastic eggs with candy and prizes. Eggs are scattered throughout Barnes Park field in designated sections separated by age groups. The event also features games, resource booths and is in conjunction with the Farmers’ Market.

A Tribute to Cinco de Mayo – This Fiesta offers an unforgettable evening during the Play Days carnival. The event celebrates the Mexican Culture and features Mariachi music and dancing to a live latin band.

Independence Day Celebration – 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.

Cit y Maps & Statistics
FY2024-2025 Budget
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Monterey Park Community Clean-up Days - Held throughout the year and in various locations, the se free events provide an opportunity for residents to dispose of non- hazardous bulky items and electronic waste.

Fa
rmers’ 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.

El
ectric Park - Get ready to dance! This family -friendly event features DJs playing house and electronic dance music in the Barnes Park field. It also includes food, resource vendors, and tons of local artists displaying their creations.

Mons
ter 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.

Hol
iday Snow Village – Held in early December, this event features over 20 tons of snow, including a play area and two snow sled rides. Attendees can also enjoy live entertainment, the Farmers’ Market, games, and pictures with Santa.

Lu
nar New Year Festival – Each year the Business Advisory Committee hosts a Lunar New Year celebration by holding a street festival along Garvey Avenue. Ente rtainment, 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-hos ted with the Alhambra Teachers Association and
West San Gabriel Vally Boys and Girls Club 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.

Summ
er Movie Night – Being held throughout the summer months, these fre e events bring the community together to experience movies in various parks throughout the City.

City Maps & Statistics
FY2024-2025 Budget

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City Maps

City Maps & Statistics
FY2024-2025 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
FY2024-2025 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 2023-2024 Midyear Budget Review Report. The Midyear Report, includes a comprehensive Long -Term Financial Plan, establishe s preparatory guidelines for the 2024-2025 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 February 7, 2024.

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 Action Plans. Budget Kick- Off meeting was held on February 7, 2024.

March /
April The Budget preparation month and proposal submission deadline was scheduled on March 22, 2024. City Manager's proposal review meetings with department representatives were scheduled during the week of April 15 to April 18, 2024.

May Following department proposal revisions, the City Manager's proposed budget reflected both external and internal expectations, was assembled and published for City Council consideration on May 15, 2024. The City Council publ ic hearing meeting was conducted on May 22, 2024, and May 23, 2024.

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 19, 2024.

January 30 & February 21
April 11th
May 22; June 19
Feb 6 - Budget
Kickoff
Feb 7 – Midyear
presentation

CM review
meetings with
Departments
April 15 - 18
Budget Workshop
May 22
Adoption of Budget &
Resolutions June 19

City of Monterey Park
STRATEGIC GOALS AND 12 MONTH OBJECT IVES
B12
The 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 several 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.

Th
e financial plan reflects the desired operational outcomes of each City department 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.

He
re are the six strategic goals that the City prioritizes for the next year:

1. Goal
- MAINTAIN PUBLIC SAFETY WITH A FLEXIBLE AND ENHANCED

SERVICE MODEL
Ob
jectives
a. Strengthen Community Outreach
 Implement targeted outreach initiatives to fo ster stronger relationships between public safety and community members, promoting trust and cooperation.
b. Address Ongoing Safety Challenges
 Identify and address public safety issues, exploring innovative solutions to enhance community safety.
c. Provide In-Service Training
 Develop and implement training programs to ensure personnel are equipped with the necessary skills and knowledge to adapt to evolving community needs and maintain operational continuity.

2. Goal
- TO MAINTAIN FISCAL STABILITY OF OUR CITY’S FINANCIAL RESOURCES Ob
jectives
a. Review and Revise City Revenue Sources
 Conduct comprehensive review and analysis to ensure City charges accurately reflect the cost of services and assess revenue enhancement programs.
b. Assess Cost Recovery Strategies
 Evaluate and refine cost recovery strategies for City services to optimize resource allocation and promote efficiency while minimizing financial burdens on residents and businesses.

City of Monterey Park
STRATEGIC GOALS AND 12 MONTH OBJECT IVES
B13

3. Goa
l - STRENGTHEN OUR LOCAL ECONOMY AND ENHANCE

HOUSING OPPORTUNITIES
Objectives
a. Implement Economic Development Strategic Plan
 Actively pursue the objectives outlined in the Economic Development Strategic Plan to promote business growth and attract investment to the City.
b. Support Local Businesses
 Provide comprehensive support and assistance programs for local businesses to enhance the economic health of the City.
c. Encourage Housing Development
 Encourage developers to submit housing projects during the enforcement suspension of the City’s Inclusionary Housing Ordinance to address housing affordability challenges.

4. Goal
- MAINTAIN, BUILD AND MODERNIZE INFRASTRUCTURE AND FACILITIES

TO SUPPORT THE CURRENT AND FUTURE NEEDS OF OUR CITY AND

COMMUNITY
Ob
jectives
a. Prioritize Water Projects and 710 Mobility Projects
 Prioritize water related CIP projects related to the water bond to ensure these projects can be designed and completed within the three-year bond period.  Continue to work with Metro to utilize 710 funding for transit and mobility improvement projects
b. Continue Roadway Resurfacing
 Maintain momentum on roadway resurfacing projects and initiate plans for alleyway resurfacing to enhance infrastructure quality and safety. c. Expand EV Charger Network
 Install electric vehicle chargers at key public facilities to encourage sustainable transportation options and support the transition to electric vehicles.

5. Goal
- ENHANCE ACCESS TO RESOURCES FOR MENTAL HEALTH, SOCIAL

SERVICES, AND UNHOUSED NEEDS
Ob
jectives
a. Compile Comprehensive Resource List
 Ensure the list of City-provided resources is regularly updated and easily accessible to residents in multiple languages.
b. Research Local Collaborations
 Actively seek out partnerships with local organizations to expand the range of available resources and support networks.
c. Conduct Workshops and Seminars
 Organize regular workshops and seminars focused on mental health, social

City of Monterey Park
STRATEGIC GOALS AND 12 MONTH OBJECT IVES
B14
services, and unhoused resources, providing educational opportunities and support for residents.

6. Goal
- ENHANCE PUBLIC COMMUNICATION AND CIVIC ENGAGEMENT TO

REACH ALL MEMBERS OF OUR COMMUNITY
Ob
jectives
a. Refine Communications Plan
 Update and refine the City’s Communications Plan to ensure it effectively engages all residents through diverse channels and platforms. b. Craft Mission, Vision, and Values Statements
 Develop clear statements that reflect the City's identity, goals, and commitment to serving its community.
c. Refresh Branding Materials
 Update visual branding elements, including letterhead, business cards, and certificates, to maintain consistency and reflect a renewed vision.

CITIZENS OF MONTEREY PARK

CITY COUNCIL

THOMAS WONG
MAYOR
VINH T. NGO

MAYOR PRO TEM

YVONNE YIU

COUNCIL MEMBER
DISTRICT 2

HENRY LO

COUNCIL MEMBER
DISTRICT 4

JOSE SANCHEZ

COUNCIL MEMBER
DISTRICT 3

CITY TREASURER

AMY LEE

BOARDS & COMMISSIONSCITY MANAGERCITY ATTORNEY

BRUGGEMEYER LIBRARY
FIRE

HUMAN RESOURCES &

RISK MANAGEMENT

COMMUNITY & ECONOMIC

DEVELOPMENTFINANCE

RECREATION &

COMMUNITY SERVICES

PUBLIC WORKS
POLICE

CITY OF MONTEREY PARK

ORGANIZATIONAL CHART
The City is a council-manager government, whose five council members are elected for a four-year, overlapping term of office

CITY CLERK

MAYCHELLE YEE
B15

City of
Monterey Park
Organization
Chart
Monterey Park
Citizens
City Clerk
Mayor &
City Council
City Manager *Successor Agency
*Media Production and Communications
*City Clerk's Office
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
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Boards &
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City Attorney
City
Treasurer
B16

City of Monterey Park

FUND ACTIVITY

C1
The City of Monterey Park’s fiscal activities are budgeted and accounted for through the use of funds. A fund is a separate fiscal entity, which is self-balancing and free standing. The use of funds enables the maintaining of separate records for particular purposes. Government Finance Officers Association (GFOA) recommends that every state or local government that uses fund accounting establish clear criteria for determining whether a given fund in its accounting system should be treated as a fund for purposes of external financial reporting. The application of these criteria to individual funds should be documented and then periodically reviewed to take into account changes in circumstances (for example, a significant decrease in a revenue source reported as a separate special revenue fund). A government’s periodic review of its fund structure ought to specifically consider whether the goals of general purpose external financial reporting could better be achieved by combining similar funds in the accounting system into a single fund for financial reporting purposes. For example, for budget reporting, all small Special Revenue funds are consolidated in this financial plan.

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

Governmental Funds – Funds generally used to account for tax-supported activities.

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

• 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.

Cit y of Monterey Park

FUND ACTIVITY
C2
• In
ternal 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. • Ag
ency 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.

Ci
ty of Monterey Park Account Structure:

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

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

Cit y of Monterey Park

FUND ACTIVITY
C3
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 o f 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 reven ue 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 daycare 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 Fa cilities 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.

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.

City of Monterey Park

SOURCE OF FUNDS
C5
Mai
ntenance 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 for expenditures financed by State of California Transportation Development Act, Article 3, funds for bike routes and pedestrian facilities 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. SB1 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.

Air Quality Improvement Fund (247) accounts for the City's share 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 purpose financing provided by Federal, State, County or other agencies requiring segregated fund accounting.

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

City of Monterey Park

SOURCE OF FUNDS
C6
PRO

PRIETARY FUNDS
En
terprise Funds:

Wa
ter Operation 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 resources for the treatment of certain chemical contaminations to meet water quality standards.

Sewer Fund (411) accounts for construction and improvement to defic ient 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:

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

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

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

Work
ers' Compensation Fund (504) accounts for the City's workers' compensation insurance program, including claims management, legal and other expenses.

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

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

Ot
her 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 2024-2025 Budget
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2022-2023 2023-2024 2023-2024 2024-2025 101 GENERAL FUND 56,107,766 62,996,091 62,996,091 65,609,558 102 RECREATION 205,802 340,000 340,000 437,750
112 LIBRARY PASSPORT SERVICES 197,013 50,000 50,000 84,600 Total General Fund 56,510,581 63,386,091 63,386,091 66,131,908 201 PUBLIC SAFETY AUGMENTATION FUND 954,149 900,000 900,000 1,000,000 202 RETIREMENT FUND 12,948,477 12,187,627 12,187,627 12,980,902 203 NATIONAL OPIOIDS SETTLEMENT 59,630 0 0 30,800
204 CIRCULATION SYSTEM DIF FUND 209,048 200,000 200,000 101,500 205 LAW ENFORCEMENT_FIRE DIF FUND 48,346 227,100 227,100 33,394 206 CITY HOUSING SPECIAL REVENUE FUND 36,007 137,342 137,342 262,342 216 CERCLA LIABILITY FUND 168,563 145,100 145,100 151,000 218 SAFE STREETS FOR ALL 0 984,000 984,000 984,000
219 BUSINESS IMPROVEMENT AREA 1 40,100 84,000 84,000 85,000 220 MAINTENANCE DISTRICT 93_1 1,037,841 1,004,990 1,004,990 1,020,051 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 225,951 170,500 170,500 153,000 232 PROP A_PER PARCEL 0 0 0 157,500
236 BIKE ROUTE FUND 9,750 70,443 70,443 60,886
237 ROAD MAINTENANCE AND REHABILITATION ACCOUN 1,421,258 1,556,219 1,556,219 1,486,806 238 PROPOSITION A FUND 1,683,026 1,891,047 1,891,047 1,694,072 239 MEASURE R FUND 1,019,953 1,083,493 1,083,493 1,047,405 240 MEASURE M FUND 1,189,901 1,226,825 1,226,825 1,200,726 241 PROPOSITION C FUND 1,387,511 1,444,323 1,444,323 1,408,207 242 STATE GAS TAX FUND 1,561,184 1,559,719 1,559,719 1,643,298 246 HIGHWAY SAFETY IMPROVEMENT 326,519 1,064,323 1,064,323 700,000 247 AIR QUALITY IMPROVEMENT FUND 88,994 80,000 80,000 85,000 248 MEASURE W FUND 745,243 0 0 730,000
280 MEASURE B 110,505 0 0 0
Sub-Total Other Special Revenues 25,271,955 26,017,051 26,017,051 27,015,889 302 ASSET FOREFEITURE FUND - TREASURY 20,594 100 100 24,000 303 BULLETPROOF VEST POLICE GRANT 5,207 6,251 6,251 7,803 304 STC STANDARDS_TRAINING_CORREC 7,184 6,600 6,600 6,600 305 POST 43,810 35,000 35,000 35,000
308 STATE LAW ENFORCE SVC_COPS 179,850 165,000 165,000 185,000 310 SELECTIVE TRAFFIC ENFORCE 50,800 49,848 49,848 0
313 URBAN AREA INITIATIVE - (UASI) POLICE 34,592 238,182 238,182 238,182 314 HOMELAND SECURITY - FIRE 176,659 342,500 342,500 230,000 320 CALIFORNIA FIRE FOUNDATION 11,151 0 0 0
321 GROUND EMERGENCY MEDICAL TRANSPORTION 456,363 40,000 40,000 0 322 CALOES HIGH COMM. EQUIPMENT 0 60,000 60,000 0
323 CALOES HIGH COMM. HAZARD 0 63,000 63,000 0
325 ASSISTANCE TO FIREFIGHTERS 0 182,000 182,000 182,000 332 COMMUNITY DEVELOPMENT GRANTS 0 0 0 27,600
334 OTS - POLICE 49,302 380,000 380,000 58,300
335 CANNABIS TAX GRANT PROGRAM 40,725 0 0 184,011
351 WIOA GRANT 40,702 49,000 49,000 40,000
353 CALLIBRARY LITERACY SERVICES GRANT 103,606 39,000 39,000 69,952 354 STATE LIBRARY GRANT -65 0 0 5,000
360 LIBRARY GRANTS' 0 0 0 700,178
361 HOME HOUSING PROGRAM 353,556 375,733 375,733 278,235 362 CDBG FUND 170,772 786,842 786,842 576,795
363 ARPA FUNDS 6,356,741 0 0 0
367 PERMANENT LOCAL HOUSING ALLOCATION 0 343,238 343,238 1,359,916 368 HOME - ARPA 0 1,175,039 1,175,039 1,175,039
371 USED OIL RECYCLING BLOCK GRANT 421 51,333 51,333 0
373 BEVERAGE CONTAINER RECYCLING 17,607 15,306 15,306 0 381 PUBLIC WORK GRANTS 0 0 0 1,500,000
383 ELAC INSTRUCTIONAL GRANT 48,605 0 0 50,500
385 LEAP 0 0 0 300,000
C7

Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2022-2023 2023-2024 2023-2024 2024-2025 Sub-Total Grants 8,168,182 4,403,972 4,403,972 7,234,111 Total Special Revenues Funds 33,440,137 30,421,023 30,421,023 34,250,000 401 WATER FUND 8,587,240 12,369,977 12,369,977 20,634,627 402 WATER TREATMENT WQA EPA FUND 4,671,510 5,025,000 5,025,000 4,860,895 409 WATER DIF 143,518 165,000 165,000 71,144
411 SEWER FUND 3,469,241 4,057,934 4,057,934 7,046,812
419 SEWER DIF 21,458 26,000 26,000 10,517
421 REFUSE FUND 7,041,201 6,860,000 6,860,000 7,200,000 Total Enterprise Funds 23,934,169 28,503,911 28,503,911 39,823,994 501 CITY SHOP FUND 3,117,678 3,713,800 3,713,800 3,783,800 502 TECHNOLOGY INTERNAL SERVICE FUND 1,003,643 1,381,816 1,381,816 1,905,200 503 GENERAL LIABILITY FUND 5,039,019 6,898,767 6,898,767 7,833,285 504 WORKERS COMP FUND 3,773,730 3,986,537 3,986,537 4,776,998 505 SEPARATION BENEFITS FUND 1,045,994 1,225,000 1,225,000 2,130,508 506 BUILDING MAINTENANCE FUND 0 1,585,956 1,585,956 1,790,842 507 OPEB INTERNAL SERVICE FUND 1,000,000 2,200,000 2,200,000 2,215,371 Total Internal Services Funds 14,980,064 20,991,876 20,991,876 24,436,004 621 SALES TAX STREET BONDS-TRANSFER IN 1,053,450 0 1,051,200 1,050,200 Total Measure R, Measure M, Prop C Transfer-In 1,053,450 0 1,051,200 1,050,200 Total City-Wide Revenues 128,864,951 143,302,901 144,354,101 165,692,106 841 ATLANTIC_GARVEY SA 1,560,644 1,472,757 1,472,757 1,436,731 842 MERGED SA 1,012,593 755,957 755,957 747,731
Total Successor Agency 2,573,237 2,228,714 2,228,714 2,184,462 Total City-Wide & SA Funds 131,438,188 145,531,615 146,582,815 167,876,568 C8

City of Monterey Park
FY2024-25 Fund Balance Change Summary
Estimated Fund
Balance Revenue Available Expenditure
Estimated Fund
Balance Fund Balance
Fund Description June 30, 2024 Budget Resources Budget June 30, 2025 Change 101 GENERAL FUND 27,933,455 65,609,558 93,543,013 65,426,925 28,116,089 182,633 102 RECREATION (83,153) 437,750 354,597 168,965 185,632 268,785 112 LIBRARY PASSPORT SERVICES 519,766 84,600 604,366 102,915 501,450 (18,315) Total General Fund 28,370,068 66,131,908 94,501,976 65,698,805 28,803,171 433,103 201 PUBLIC SAFETY AUGMENTATION FUND 950,864 1,000,000 1,950,864 1,000,000 950,864 0 202 RETIREMENT FUND 4,695,756 12,980,902 17,676,658 12,987,056 4,689,601 (6,154) 203 OPIOID SETTLEMENT 59,630 30,800 90,430 24,500 65,930 6,300 204 CIRCULATION SYSTEM DIF FUND 332,588 101,500 434,088 0 434,088 101,500 205 LAW ENFORCEMENT_FIRE DIF FUND 1,022 33,394 34,416 131,392 (96,976) (97,998) 206 CITY HOUSING SPECIAL REVENUE FUND 3,680,890 262,342 3,943,232 0 3,943,232 262,342 216 CERCLA LIABILITY FUND 152,403 151,000 303,403 401,191 (97,788) (250,191) 218 SAFE STREETS FOR ALL 0 984,000 984,000 0 984,000 984,000 219 BUSINESS IMPROVEMENT AREA 1 204,355 85,000 289,355 73,950 215,405 11,050 220 MAINTENANCE DISTRICT 93_1 138,195 1,020,051 1,158,246 1,020,051 138,195 0 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 870,608 153,000 1,023,608 56,000 967,608 97,000 232 PROP A PARCEL GRANT 0 157,500 157,500 585 156,915 156,915 236 BIKE ROUTE FUND 5,547 60,886 66,433 0 66,433 60,886 237 ROAD MAINTENANCE AND REHABILITATION ACCOUNT 2,566,730 1,486,806 4,053,536 0 4,053,536 1,486,806 238 PROPOSITION A FUND 3,820,313 1,694,072 5,514,385 2,956,542 2,557,843 (1,262,470) 239 MEASURE R FUND 1,080,834 1,047,405 2,128,239 830,119 1,298,119 217,286 240 MEASURE M FUND 3,274,261 1,200,726 4,474,987 663,438 3,811,548 537,288 241 PROPOSITION C FUND 3,103,272 1,408,207 4,511,479 1,521,060 2,990,419 (112,853) 242 STATE GAS TAX FUND 1,405,703 1,643,298 3,049,001 2,126,292 922,709 (482,994) 246 HIGHWAY SAFETY IMPROVEMENT 34,439 700,000 734,439 0 734,439 700,000 247 AIR QUALITY IMPROVEMENT FUND 426,337 85,000 511,337 60,304 451,033 24,697 248 MEASURE W FUND 243,894 730,000 973,894 241,063 732,831 488,937 282 SB1383 58,804 0 58,804 116,619 (57,815) (116,619)
302 ASSET FOREFEITURE FUND - TREASURY 751,921 24,000 775,921 61,000 714,921 (37,000) 303 BULLETPROOF VEST POLICE GRANT (1,726) 7,803 6,077 8,348 (2,271) (545) 304 STC STANDARDS_TRAINING_CORREC POLICE 11,747 6,600 18,347 6,600 11,747 0 305 POST POLICE (199,379) 35,000 (164,379) 0 (164,379) 35,000 306 AB109 TASK FORCE GRANT POLICE 201,735 0 201,735 26,000 175,735 (26,000) 307 ASSET FOREFEITURE FUND - STATE & COUNTY 5,347 0 39,210 8,828 32,195 26,848 308 STATE LAW ENFORCE SVC_COPS 634,060 185,000 819,060 307,745 511,315 (122,745) 310 OFFICER WELLNESS GRANT 50,800 0 50,800 49,848 953 (49,848) 313 URBAN AREA INITIATIVE - (UASI) POLICE 3,541 238,182 241,723 192,926 48,797 45,256 314 HOMELAND SECURITY - FIRE (72,015) 230,000 157,985 260,000 (102,015) (30,000) 315 URBAN AREA INITIATIVE - (UASI) FIRE 66,974 0 66,974 644,000 (577,026) (644,000) 320 CALIFORNIA FIRE FOUNDATION 11,787 0 11,787 0 11,787 0 321 GROUND EMERGENCY MEDICAL TRANSPORTION 262,824 0 262,824 35,000 227,824 (35,000) 322 CALOES HIGH COMM. EQUIPMENT 0 0 0 0 0 0
323 CALOES HIGH COMM. HAZARD 0 0 0 25,000 0 0
325 ASSISTANCE TO FIREFIGHTERS (21,559) 182,000 160,441 90,000 0 21,559 326 ASSIST TO FF COVID SUPPLE (19,266) 0 (19,266) 0 (19,266) 0 332 COMMUNITY DEVELOPMENT GRANTS 0 27,600 27,600 27,600 0 0 334 OTS - POLICE (102,809) 58,300 (44,509) 24,743 (69,252) 33,557 335 CANNABIS TAX GRANT PROGRAM (8,966) 184,011 175,045 8,588 166,457 175,423 340 SGVCOG HOMELESS PROGRAM GRANT 760 0 40,000 0 40,000 39,240 343 PROP A PARCEL GRANT 17,173 0 0 (17,173)
351 WIOA GRANT 29,685 40,000 69,685 10,018 59,667 29,982 ` 353 CALLIBRARY LITERACY SERVICES GRANT 30,308 69,952 100,260 25,714 74,545 44,238 354 STATE LIBRARY GRANTS (75) 5,000 4,925 0 4,925 5,000 360 STATE LIBRARY GRANTS 16,299 700,178 716,477 0 716,477 700,178 361 HOME HOUSING PROGRAM 255,139 278,235 533,374 280,143 253,232 (1,908) 362 CDBG FUND 58,067 576,795 634,862 629,554 5,308 (52,759) 363 ARPA FUNDS 859,753 0 859,753 859,753 0 (859,753)
367 PERMANENT LOCAL HOUSING ALLOCATION 0 1,359,916 1,359,916 392,780 967,136 967,136 368 HOME - ARPA 0 1,175,039 1,175,039 1,175,039 0 0
371 USED OIL RECYCLING BLOCK GRANT 16,766 0 16,766 0 16,766 0 373 BEVERAGE CONTAINER RECYCLING 102,435 0 102,435 30,170 72,265 (30,170) 381 PUBLIC WORK GRANTS 97,778 1,500,000 1,597,778 0 1,597,778 1,500,000 383 ELAC INSTRUCTIONAL SERVICE PROGRAM 137,353 50,500 187,853 43,765 144,088 6,735 385 LEAP 47,457 300,000 347,457 0 347,457 300,000
401 WATER FUND 15,372,915 20,634,627 36,007,542 20,531,378 15,476,163 103,248 402 WATER TREATMENT WQA EPA FUND 0 4,860,895 4,860,895 4,860,895 0 0 408 WATER REVENUE BONDS PROJECTS 20,600,000 0 20,600,000 14,441,690 6,158,310 (14,441,690) 409 WATER DIF FUND 645,656 71,144 716,800 0 716,800 71,144 411 SEWER FUND 10,906,485 7,046,812 17,953,297 6,863,398 11,089,899 183,414 419 SEWER DIF FUND 80,695 10,517 91,212 0 91,212 10,517 421 REFUSE FUND 400,404 7,200,000 7,600,404 7,573,642 26,762 (373,642) 501 CITY SHOP FUND 6,581 3,783,800 3,790,381 3,512,621 277,760 271,179 C9

City of Monterey Park
FY2024-25 Fund Balance Change Summary
Estimated Fund
Balance Revenue Available Expenditure
Estimated Fund
Balance Fund Balance
Fund Description June 30, 2024 Budget Resources Budget June 30, 2025 Change 502 TECHNOLOGY INTERNAL SERVICE FUND 607,470 1,905,200 2,512,670 1,882,422 630,248 22,778 503 GENERAL LIABILITY FUND (7,862,109) 7,833,285 (28,824) 7,788,608 (7,817,432) 44,677 504 WORKERS COMP FUND (8,237,674) 4,776,998 (3,460,676) 4,119,893 (7,580,569) 657,105 505 SEPARATION BENEFITS FUND 7,982 2,130,508 2,138,490 2,105,000 33,490 25,508 506 BUILDING MAINTENANCE FUND 0 1,790,842 1,790,842 1,656,017 134,824 134,824 507 OPEB INTERNAL SERVICE FUND 0 2,215,371 2,215,371 2,200,000 15,371 15,371 601 SALES TAX STREET BONDS PROJECTS 13,691 0 13,691 13,691 0 (13,691) 621 SALES TAX STREET BONDS-TRANSFER IN 0 1,050,200 1,050,200 1,050,200 0 0 841 ATLANTIC_GARVEY SA 2,446,050 1,436,731 3,882,781 1,467,840 2,414,941 (31,109) 842 MERGED SA 348,687 747,731 1,096,418 782,038 314,380 (34,307) 94,301,153 167,876,568 262,233,652 172,987,368 89,202,656 (5,098,497) C10

Revenues by Type
FY 2024-2025
C11
General Fu
nd
Property Tax
35%
Sales Tax
30%
UUT
5%
TOT
5%
BL Tax
1%
Other Taxes
2%
Licenses & Permits
2%
Service Charges
11%
Other Revenue
9%

Revenues by Type
FY 2024-2025
C12
Special Revenues Funds

RETIREMENT
38%

MAINTENANCE
DISTRICT 93_1
3%SB1
4%PROP A
5%

MEASURE R
3%

MEASURE M
4%

PROPOSITION C
4%

STATE GAS TAX
5%
GRANTS
21%

OTHER FUNDS
13%

Actual Actual Actual Revised Proposed
2021 2022 2023 2024 2025
General Fund
General Fund 146,232,939 49,071,598 56,510,581 63,386,091 66,131,908 Special Revenue
Retirement 11,485,784 11,868,762 12,948,477 12,187,627 12,980,902 Maintenance District 1,000,490 1,003,590 1,037,841 1,004,990 1,020,051 RMRA SB1 1,134,820 1,224,804 1,421,258 1,556,219 1,486,806 Proposition A 1,261,962 1,808,639 1,683,026 1,891,047 1,694,072 Measure R 783,501 958,759 1,019,953 1,083,493 1,047,405 Measure M 888,929 1,087,412 1,189,901 1,226,825 1,200,726 Proposition C 1,039,279 1,281,794 1,387,511 1,444,323 1,408,207 Gas Taxes 1,326,733 1,421,252 1,561,184 1,559,719 1,643,298 Other Funds 1,919,896 2,338,133 3,334,305 5,114,008 5,584,622 Grants 3,554,303 4,025,316 7,856,680 4,403,972 7,234,111 Enterprise
Refuse 6,911,320 6,846,375 7,041,201 6,860,000 7,200,000 Sewer 3,302,096 3,280,593 3,490,699 4,083,934 7,057,329 Water 15,788,276 15,121,944 13,402,269 17,559,977 25,566,665 Internal Service
City Shop Fund 2,183,900 2,166,341 3,117,678 3,713,800 3,783,800 Technology & Communication 438,604 496,151 1,003,643 1,381,816 1,905,200 General Liability 4,229,642 4,100,368 5,039,019 6,898,767 7,833,285 Workers' Compensation 2,900,945 3,085,274 3,773,730 3,986,537 4,776,998 Seperation Benefits 1,098,645 986,500 1,045,994 1,225,000 2,130,508 Building Maintenance 0 0 0 1,585,956 1,790,842
Other Post Employment Benefit 1,000,000 1,000,000 1,000,000 2,200,000 2,215,371 Successor Agency
Successor Agency 2,855,389 2,904,164 2,573,237 2,228,714 2,184,462 Total 211,337,452 116,077,769 131,438,188 146,582,815 167,876,568 Five-Year Summary of Revenues & Transfers-In by Fund Types FY2024-2025 Budget
C13

Actual Actual Actual Revised Proposed $ Change
2021 2022 2023 2024 2025 over 2024
General Administration
City Council / Regional Associatons 158,266 241,710 192,072 214,792 223,315 8,523 City Manager 814,865 1,049,290 1,656,051 2,098,430 2,565,125 466,695 City Treasurer 22,002 25,273 18,819 24,251 18,885 (5,366) City Attorney 601,173 444,490 787,512 722,488 761,212 38,724 City Clerk 707,340 461,052 12,701 23,135 11,635 (11,500) Finance 4,927,652 4,215,033 5,013,202 5,727,301 6,265,329 538,027 HR & Risk Management 1,039,312 749,646 1,397,523 1,665,099 1,626,618 (38,481) General Administration 8,270,610 7,186,495 9,077,880 10,475,497 11,472,119 499,547 Public Safety
Fire 16,147,803 15,682,884 16,653,597 19,446,725 20,940,063 1,493,338 Police 21,858,082 20,518,649 22,510,340 30,648,860 31,969,969 1,321,109 Public Safety 38,005,884 36,201,533 39,163,936 50,095,585 52,910,033 2,814,447 Community Services & Improvements
Library 2,293,721 2,178,878 2,255,185 2,902,337 3,167,866 265,529 Recreation & Communtiy Services 1,983,947 2,115,223 2,351,015 3,192,293 3,829,565 637,272 Community & Economic Development 1,623,177 1,265,944 2,566,599 3,602,539 3,553,148 (49,391) Community Services & Improvements 5,900,845 5,560,045 7,172,799 9,697,169 10,550,579 587,881 City Infrastructure
Public Works 31,517,762 33,301,204 40,297,137 47,100,540 49,870,383 2,769,843 Capital Improvement Projects 1,485,152 942,176 11,652,962 24,529,139 22,321,254 (2,207,885) City Vehicles 0 1,237,791 750,000 (487,791)
City Infrastructure 33,002,914 34,243,381 51,950,099 72,867,470 72,941,637 74,167 Non-Department/Internal Services
Worker's Compensation 2,526,133 3,700,146 3,807,304 3,586,907 3,804,130 217,223 General Liability 4,993,048 6,298,787 7,025,616 7,652,133 8,088,077 435,943 Post-Employement Activity 107,598,258 10,853,781 11,407,969 11,338,370 13,111,164 1,772,794 115,117,440 20,852,714 22,240,889 22,577,410 25,003,370 2,425,959 ARPA Projects 2,239,920 6,034,356 5,909,156 859,753 (5,049,403) Successor Agency 13,429,835 5,816,250 2,084,715 2,233,659 2,249,878 16,219 Total 213,727,528 109,860,418 137,724,675 173,855,946 175,987,368 1,368,818 Five-Year Summary of Expenditures & Transfers-In by Fund Types FY2024-2025 Budget
C14

Expenditures by Fund and Character
FY 2024-2025
C15
Combined City and Successor Agency
Expenditures by Fund:

Expenditures by Character:

2.2 23.3

54.3 5.2

25.3 65.7
0 10 20 30 40 50 60 70
Successor Agency
Internal Services
Enterprise
Grants
Special Revenue
General Fund

15.5 23.1

30.7 7.8

38.5 60.4

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 2024-2025 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 $223,315 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $223,315 City Manager $2,456,384 $108,741 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,249,878 $4,815,003 City Clerk $11,635 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,635 City Treasurer $18,885 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,885 City Attorney $761,212 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $761,212 Finance $2,885,603 $129,145 $0 $0 $0 $0 $0 $0 $747,477 $0 $227,291 $215,327 $178,064 $1,882,422 $0 $6,265,329 HR/Risk Management $668,645 $18,939 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $939,033 $0 $1,626,618 Community Development $2,960,406 $94,639 $0 $0 $0 $0 $0 $0 $27,600 $73,950 $175,951 $205,667 $14,935 $0 $0 $3,553,148 Police $26,742,000 $2,529,899 $0 $0 $0 $0 $0 $0 $2,412,538 $517,500 $0 $0 $0 $0 $0 $32,201,937 Fire $17,210,970 $1,621,345 $0 $0 $0 $0 $0 $0 $1,097,765 $638,392 $119,111 $198,534 $53,946 $0 $0 $20,940,063 Library $2,974,602 $157,531 $0 $0 $0 $0 $0 $0 $217,386 $0 $0 $0 $0 $0 $0 $3,349,519 Recreation/Community Sr $2,598,352 $101,869 $0 $0 $1,005,079 $0 $0 $0 $446,130 $56,584 $39,127 $14,386 $14,168 $0 $0 $4,275,694 Public Works $3,011,247 $68,785 $1,626,292 $1,455,109 $1,951,463 $13,438 $830,119 $1,020,051 $30,170 $1,468,186 $22,684,870 $3,229,484 $7,312,530 $5,168,639 $0 $49,870,383 Capital Expenses $2,004,000 $0 $500,000 $65,951 $0 $650,000 $0 $0 $250,000 $13,691 $16,587,612 $3,000,000 $0 $0 $0 $23,071,254 Non-Departmental $1,171,548 $8,156,164 $0 $0 $0 $0 $0 $0 $0 $401,191 $0 $0 $0 $15,274,468 $0 $25,003,370 Total Funds $65,698,805 $12,987,056 $2,126,292 $1,521,060 $2,956,542 $663,438 $830,119 $1,020,051 $5,229,066 $3,169,494 $39,833,962 $6,863,398 $7,573,642 $23,264,562 $2,249,878 $175,987,366 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 2024-2025 Budget
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 Notes
Beginning Fund Balance 32,509,447 28,453,221 32,014,380 32,447,483 32,177,010 32,309,956 Prepaid 77,450 77,450 77,450 77,450 77,450 77,450
Committed - Catastrophic 5,340,000 5,840,000 6,340,000 6,840,000 7,340,000 7,340,000 (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 18,029,418 21,090,577 20,723,680 20,223,680 19,723,680 19,923,680 Unassigned 119,426 119,426 419,426 148,953 281,899 223,680 Ending Fund Balance 28,453,221 32,014,380 32,447,483 32,177,010 32,309,956 32,451,738 Recurring Revenues:

Property Taxes 22,821,864 22,385,158 23,292,714 24,038,081 24,807,299 25,601,133 (3) Sales Tax 11,640,655 18,586,329 19,396,608 19,382,511 20,177,194 21,004,459 (4) Utility User Tax 3,799,736 3,327,789 3,468,658 3,538,031 3,608,792 3,680,968 (5) Transient Occupancy Tax 2,653,156 2,880,130 3,465,416 3,569,378 3,676,460 3,786,753 (6) Business License Tax 713,015 911,582 843,316 868,615 894,674 921,514 (7) Other Taxes 1,245,172 1,435,909 1,456,052 1,502,646 1,550,730 1,600,354 (8) Licenses & Permits 1,820,391 1,716,200 1,430,392 1,473,304 1,517,503 1,563,028 (7) Charges for Services 7,499,865 7,193,723 7,452,139 7,601,182 7,753,205 7,908,269 (9) Other Revenue 4,235,738 4,949,271 5,326,613 5,433,145 5,541,808 5,652,645 (9) Transfers-In
Total Revenues 56,429,592 63,386,091 66,131,908 67,406,893 69,527,666 71,719,123 Expenditures:

Salaries & Benefits 31,381,082 35,559,720 38,373,431 40,024,634 41,225,373 42,462,134 (10) Services 8,789,849 6,583,174 8,507,288 8,677,434 8,850,983 9,028,003 (11) Commodities 1,487,081 1,616,206 1,764,829 1,450,126 1,479,128 1,508,711 (11) Internal Service Chgs 7,722,508 9,270,799 10,498,913 11,548,805 12,126,245 12,732,557 (12) Capital Projects 361,994 2,257,791 2,004,000 1,000,000 1,000,000 1,000,000 GF Suppl to Pension 2,764,400 2,469,498 2,643,022 2,643,022 2,643,022 2,643,022 OPEB 798,100 1,617,981 1,757,154 1,757,154 1,757,154 1,757,154 (13) Debt Service - Motorola 307,745 307,745 0 0 0 0
Debt Service - Siemens 134,329 142,019 150,167 156,766 163,862 163,862 Total Expenditures 53,747,088 59,824,932 65,698,805 67,257,940 69,245,767 71,295,442 Surplus/(Deficit) 2,682,504 3,561,159 433,103 148,953 281,899 423,680 5-Year Long-Term Projection
C17

General Fund Five Year Projection
FY 2022-2023 Budget
(1) City recommendation to increase Committed-Catastrophic by $500K each Fiscal Year to reach $7.3 million by end of 2026-27
(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 decreased from 50% to 18% in FY23-24.

Forecast includes estimated $8M in Measure MP sales tax annually (5) 2% increase calculated using historical trends and current economy (6) Projection includes the opening of the Holiday Inn May 2024 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) FY24-25 includes a GF increase of $500K due to expiration of on-time ARPA funds (11) 2% Services and Commodities increase. FY25-26 includes a reduction of one-time expenses from FY24-25 (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 -
Administrative Intern - - - 0.50 - 0.50
Assistant Deputy City Clerk 1 - 1 - 1 -
Community Media Specialist - 0.50 - 0.50 - 0.50
Deputy City Clerk 1 - 1 - 1 -
Director of Finance 0.20 - 0.20 - 0.20 - Media Specialist 1 0 1 - 1 -
Media Supervisor 1 0 1 - 1 -
Office Assistant I - 0.50 - 0.50 - 0.50
Office Assistant II 1 - 1 - 1 -
Principal Management Analyst - - 1 - 1 -
Secretary to the City Manager 1 - 1 - 1 - CITY MANAGER TOTAL 8.20 1.00 9.20 1. 50 9. 20 1. 50 City Clerk - Elected Official 1 - 1 - 1 -
CITY CLERK TOTAL 1 - 1 - 1 -
FINANCE - 1400
Director of Finance 1 - 1 - 1 -
Account Clerk 1 1.00 1 1.50 1 1.50
Accountant 2 - 2 - 2 -
Admin Intern - 0.50 0 - 0 -
Admin Secretary 1 - 1 - 1 -
Finance Manager 1 - 1 - 1 -
Financial Analyst 2 - 2 - 2 -
CITY CLERK - 1300
2022-2023 2023-2024 2024-2025
City of Monterey Park
Citywide Personnel Summary - 2024-2025

FY FY FY
C19

Full Time Part Time Full Time Part Time Full Time Part Time 2022-2023 2023-2024 2024-2025
City of Monterey Park
Citywide Personnel Summary - 2024-2025

FY FY FY
Information System Specialist 2 - 2 - 2 -
Information Technology Manager 1 - 1 - 1 -
Information Technology Technician 1 - 1 - 1 -
Payroll Technician - - 0 - 0 -
Principal Management Analyst - 0.50 0 0.50 0 0.50 Senior Account Clerk 6 - 6 - 6 -
Senior Accountant 0.50 - 0.50 - 0.50 - Support Services Manager - - - - - - Support Services Supervisor - - - - - - FINANCE TOTAL 18.50 2.00 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 1 - 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 - 0.50 0 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 14 0.50 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 2022-2023 2023-2024 2024-2025
City of Monterey Park
Citywide Personnel Summary - 2024-2025

FY FY FY
POLICE - 3100
Police Chief 1 - 1 0 1 0
Animal Services Officer 2 - 2 0 2 0
Community Services Officer 3 2.50 3 2.50 3 2.50
Communications Supervisor 1 - 1 0 1 0
Crime Analyst - 0.50 0 0.50 0 0.50
Crossing Guard - 4.50 0 4.50 0 4.50
Dispatcher 8 1.25 9 1.25 9 1.25
Evidence Officer 2 0.00 2 0 2 0
Jailer 4 1.00 4 1 4 1
Jailer Supervisor 1 - 1 0 1 0
Principal Management Analyst 1 - 1 0 1 0
Outreach and Housing Navigation Coordinator 1 - 1 0 1 0 Police Administrative Assistant 1 - 1 0 1 0
Police Cadet - 2 0 2 0 2
Police Captain 2 - 2 0 2 0
Police Clerk 10 - 10 0 10 0
Police Corporal 14 - 14 0 14 0
Pol
ice Lieutenant 7 - 7 0 7 0
Police Officer 43 - 45 0 45 0
Pol
ice Records Cadet - 0.50 0 0.50 0 0.50
Police Records Clerk - 1 0 1 0 1
Police Records Management System Technician 1 - 1 0 1 0 Police Records Supervisor 1 - 1 0 1 0
Police Sergeant 9 - 9 0 9 0
Secretary 1 - 1 0 1 0
POLICE TOTAL 113 13.25 116 13.25 116 13.25 C21

Full Time Part Time Full Time Part Time Full Time Part Time 2022-2023 2023-2024 2024-2025
City of Monterey Park
Citywide Personnel Summary - 2024-2025

FY FY FY
FIRE - 3200
Fire Chief 1 - 1 - 1 -
Code Enforcement Officer 3 - 3 - 3 -
Division Chief 3 - 4 - 4 -
Fire Captain 12 - 12 - 12 -
Fire Engineer 12 - 12 - 12 -
Fire Fighter 11 - 11 - 9 -
Fire Fighter/Paramedic 13 - 13 - 15 -
Fire Marshal 1 - 1 - 1 -
Fire Prevention Permit Technician I 1 - 1 - 1 -
Fire Safety Specialist 2 - 2 - 2 -
Principal Management Analyst 1 - 1 - 1 -
Senior Account Clerk 2 - 2 - 2 -
Senior Clerk Typist 1 - 1 - 1 -
Senior Code Compliance Officer 1 - 1 - 1 -
FIRE TOTAL 64 - 65 - 65 -
PUBLIC WORKS - 4200
Director of Public Works 1 - 1 - 1 -
Assistant City Engineer 1 - 1 - 1 -
Assistant Water Utility Manager - 1 - 1 -
Administrative Intern - 0.25 0 0.25 0 0.25
Administrative Secretary 1 - 1 - 1 -
Auto Shop Technician 1 - 1 - 1 -
Building Trades Technician 1 - 2 - 2 -
Civil Engineering Assistant 1 - 1 - 1 -
Civil Engineering Associate 2 - 2 - 2 -
Civil Engineering Technician 2 - 1 - 1 -
Consumer Services Representative 2 - 2 - 2 -
Crew Leader 3 - 3 - 3 -
Cross Connection Control Inspector 2 - 2 - 2 -
Electrician 1 - 1 - 1 -
Engineering Aide - 1.00 - 1.00 0 1. 00
Equipment Mechanic 2 - 2 0 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 2022-2023 2023-2024 2024-2025
City of Monterey Park
Citywide Personnel Summary - 2024-2025

FY FY FY
Facilities Maintenance Supervisor 1 - 1 - 1 0
Geographic Information System Analyst - - - - 1 0
Lead Equipment Mechanic 1 - 1 - 1 0
Maintenance Worker 9 7.00 11 1.50 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 1 - 1 - 1 -
Public Works Inspector - - 1 - 1 -
Public Works Maintenance Manager 1 - 1 - 1 -
Public Works Maintenance Supervisor 1 - 1 - 1 -
Public Works Manager 1 - 1 - 1 -
Senior Civil Engineer 1 - 1 - 1 -
Senior Clerk Typist - 0.50 0 0.50 0 0. 50
Senior Maintenance Worker 4 - 4 - 4 -
Senior Water Production System Operator 1 - 1 - 1 -
Water Distribution Crew Supervisor 1 - 0 - 0 -
Water Distribution Lead Worker 2 - 2 - 2 -
Water Operation Supervisor 1 - 2 - 2 -
Water Production Supervisor 1 - 1 - 1 -
Water Production System Operator 4 - 4 - 4 -
Water Utility Maintenance Worker 5 1.00 5 1.00 5 1.00
Water Utility Manager 1 - 1 - 1 -
Sr. Accountant 0.5 - 0.5 - 0.5 -
PUBLIC WORKS TOTAL 63.50 10.25 67.50 4.75 68.50 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 - 0 -
Librarian 4 1.00 4 1.00 4 1.00
Library Assistant 5 3.50 5 6.00 5 6.00
Library Circulation Serv Supervisor - - 0 - 0 -
Library Page - 2.50 0 2.50 0 2.50
Library Technician 2 - 2 - 2 -
Senior Librarian 3 - 3 - 3 -
Senior Library Assistant - - 0 - 0 -
LIBRARY TOTAL 17.00 7.00 17.00 9.50 17.00 9.50
C23

Full Time Part Time Full Time Part Time Full Time Part Time 2022-2023 2023-2024 2024-2025
City of Monterey Park
Citywide Personnel Summary - 2024-2025

FY FY FY
RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 - Adminitrative Aide 1 - 1 - 1 -
Assistant Pool Manager - 0.50 0 0.50 0 0.50
Dial-A-Ride Driver 3 - 3 - 3 -
Cashier - - 0 - 0 -
Child Care Coordinator 1 - 1 - 1 -
Child Care Teacher - 3.25 0 3.25 0 3.25
Clerk Typist - - 0 - 0 -
Dial-A-Ride Dispatcher 1 - 1 - 1 -
Janitor 1 - 1 - 0 -
Junior Lifeguard - - 0 - 0 -
Lifeguard - 1.50 0 1.50 0 1.50
Locker Room Attendant - - 0 - 0 -
Pool Maintenance Worker 1 - 1 - 1 -
Pool Manager - 3.50 0 3.50 0 3.50
P
rogram Coordinator 2 - 2 - 2 -
Recreation Leader - 10.50 0 10.50 0 10.50
Recreation Manager 1 - 1 - 1 -
Recreation Specialist - - 0 - 1 -
Recreation Supervisor 2 - 2 - 2 - Senior Clerk Typist 1 - 1 - 1 -
Senior Lifeguard - 1.00 0 1.00 0 1.00
Senior Recreation Leader - 1.50 0 1.50 0 1.50
RECREATION / COMM. SERVICES TOTAL 15.00 21.75 15.00 21.75 15.00 21.75 CITYWIDE TOTAL 326 55.75 335 53.25 336 53.25 C24

City Council Department
FY 2024-2025 Preliminary Budget

D1
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 that maintains a well-balanced lifestyle 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 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget City Council 1101 $133,217 $133,792 $133,792 $142,315
Regional Associations 1110 $58,855 $81,000 $81,000 $81,000 Total Expenditures $192,072 $214,792 $214,792 $223,315

Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

Significant Changes

There are no significant changes for Fiscal Year 2024 - 2025.

City Council Department
FY 2024-2025 Preliminary Budget

D2
Department Personnel Summary

Department Organizational Chart

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $191,487 $209,905 $209,905 $223,315
Special Revenue $586 $4,888 $4,888 $0
Total $192,072 $214,792 $214,792 $223,315

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 - 2022-2023 2023-2024 2024-2025

FY FY FY

City Manager Department
FY 2024-2025 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 City Clerk’s Office 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.

Pro
grams and Services
• Pr
ovide overall direction and coordination of City operations and community programs to ensure that the City Council’s adopted service objectives are met or exceeded and that costs do not exceed budget restrictions.
• Provide continual monitoring and evaluation of services and programming to assure the City Council that City services, laws, and programs remain relevant to community needs and are administered in an equitable manner.
• Provide useful and timely data to the City Council so that alternatives are considered and decisive policy action is taken to accommodate changing needs and conditions without crisis and without interruption in services.
• Oversee an aggressive program of 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.
• Continues preparing the Recognized Obligation Payment Schedule (ROPS) to the Department of Finance (DOF) and secure administrative cost s to reduce General Fund expenditures.

Depart
ment Budget Summary
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Program Name Program No. Actual Original Budget Projected Budget Budget City Manager 1201 $777,182 $1,086,553 $1,086,553 $1,189,364 SA For Former RDA 1203 $2,084,715 $2,233,659 $2,233,659 $2,249,878 Media Production & Comm. 1209 $215,067 $423,855 $423,855 $425,536 City Clerk 1213 $663,802 $588,002 $588,002 $950,225
Total Expenditures $3,740,766 $4,332,068 $4,332,068 $4,815,003 Authorized Full-Time
Equivalent Positions 9.20 10.70 10.70 10.70
Expenditures by Program

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FY 2024-2025 Preliminary Budget

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Significant Changes

As a result of organizational realignments, Media Production and Communications as well as the City Clerk’s Office 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.

Department Personnel Summary

Full Time Part Time Full Time Part Time Full Time Pa rt Time CITY MANAGER - 1200
City Manager 1 - 1 - 1 - Assistant City Manager 1 - 1 - 1 - Administrative Intern - - - 0.50 - 0.50 Assistant Deputy City Clerk 1 - 1 - 1 - Community Media Specialist - 0.50 - 0.50 - 0.50 Deputy City Clerk 1 - 1 - 1 - Director of Finance 0.20 - 0.20 - 0.20 - Media Specialist 1 0 1 - 1 - Media Supervisor 1 0 1 - 1 - Office Assistant I - 0.50 - 0.50 - 0.50 Office Assistant II 1 - 1 - 1 - Principal Management Analyst - - 1 - 1 - Secretary to the City Manager 1 - 1 - 1 - CITY MANAGER TOTAL 8.20 1.00 9.20 1.50 9.20 1.50 2022-2023 2023-2024 2024-2025

FY FY FY

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Department Organizational Chart

Funding Source by Type

Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $1,568,339 $1,983,048 $1,983,048 $2,456,384 General Fund $11,361 $0 $0 $0
Special Revenue $76,352 $97,283 $97,283 $108,741
ARPA $0 $18,078 $18,078 $0
Successor Agency $2,084,715 $2,233,659 $2,233,659 $2,249,878 Total $3,740,766 $4,332,068 $4,332,068 $4,815,003

City Manager Department
FY 2024-2025 Preliminary Budget

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Division: City Manager
Division No.: 1201

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $594,520 $793,514 $793,514 $832,535 Services $50,470 $62,900 $62,900 $80,155
Commodities $1,636 $28,200 $28,200 $39,645
Internal Services $130,557 $201,939 $201,939 $237,029 Total Expenditures $777,182 $1,086,553 $1,086,553 $1,189,364

Authorized Full-Time
Equivalent Positions 2.80 3.80 4.30 4.30

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.

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

2.08. Specific service objectives are:

City Manager Department
FY 2024-2025 Preliminary Budget

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

2024-2025 Goals and Objectives

• Implement and execute the City Council FY 20224-2025 Strategic Plan • Conduct a mission, vision, and values statement workshop with city personnel • Reorganize and upgrade necessary workspaces/office furniture to improve organizational efficiency

2023-2024 Major Accomplishments

• Completed hillside stabilization of the Goodviews Abatement Project (GAP) • Coordinated response efforts resulting from the January 21st Mass Shooting Incident • Provided support to the City Council in establishing a City Council Strategic Plan for FY 2024-2025

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $725,107 $1,014,102 $1,014,102 $1,106,933 General Fund $31 $0 $0 $0
Special Revenue $52,045 $72,450 $72,450 $82,431
Total Expenditures $777,182 $1,086,553 $1,086,553 $1,189,364

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Division: Successor Agency for the Former RDA
Division No.: 1203

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $111,811 $130,753 $130,753 $142,052 Services $64,244 $65,868 $65,868 $65,868
Commodities $1,756 $4,010 $4,010 $4,010
Internal Services $12,189 $36,315 $36,315 $37,985
Debt Service $1,894,715 $1,996,713 $1,996,713 $1,999,963 Total Expenditures $2,084,715 $2,233,659 $2,233,659 $2,249,878

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 functions. The Successor Agency beca me operative on February 1, 2012. The Successor Agency continues preparing the Recognized Obligation Payment Schedule (ROPS) for the Department of Finance (DOF).

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget Successor Agency $2,084,715 $2,233,659 $2,233,659 $2,249,878 Total Expenditures $2,084,715 $2,233,659 $2,233,659 $2,249,878

City Manager Department
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Division: Media Production and Communications
Division No.: 1209

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $104,783 $251,893 $251,893 $213,033 Services $7,492 $13,180 $13,180 $34,010
Commodities $70,181 $88,938 $88,938 $95,200
Internal Services $32,611 $69,844 $69,844 $83,293
Total Expenditures $215,067 $423,855 $423,855 $425,536

Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50

Program 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.

Service objectives are:

• Through 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.

• Assist City Departments through the creation of brochures, cable programs, public service announcements and/or graphic design, to allow them to enhance, promote and inform residents of the various City programs, services, activities and events.

• Manage the agreements for the City website , Cascades Newspaper and council meeting video streaming products.

• Oversee 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 2024-2025 Preliminary Budget
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2024-2025 Goals and Objectives
• In
crease staffing to enhance and improve public communication efforts and outreach strategies organization-wide.
• Cont
inue to develop community communications utilizing various channels including the Cascades Newspaper, social media, news releases, e- newsletters, virtual meetings , and MPK-TV cable TV; work with city departments to improve visual consistency, accuracy , and ADA compliance.
• Upda
te the City Council Chamber video projection system; provide additional live streaming coverage of on-location events.
2023
-2024 Major Accomplishments
• Pr
oduced original programming for internet streaming and MPK-TV cable TV broadcasts such as the January 21 anniversary events, Gun Violence Restraining Order Training (GVRO), new playground equipment ribbon cuttings, new business grand openings, Recreation Department special events, and more.
• As
sisted the Community Development Department and the Library in creating unique and customer service-focused web portals with their department header projects. • Col
laborated with the Monterey Park Green T eam to deliver messaging to increase awareness and participation in sustainability initiatives.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $203,737 $405,777 $405,777 $425,536
General Fund $11,330 $0 $0 $0
ARPA $0 $18,078 $18,078 $0
Total Expenditures $215,067 $423,855 $423,855 $425,536

City Manager Department
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Division: City Clerk
Division No.: 1213

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $332,402 $352,191 $352,191 $397,431 Services $220,327 $85,230 $85,230 $363,800
Commodities $24,501 $51,500 $51,500 $55,000
Internal Services $86,571 $99,080 $99,080 $133,994
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $663,802 $588,002 $588,002 $950,225

Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50

Programs and Services

The Office of the City Clerk is responsible for keeping a complete and accurate record of City Council proceedings, maintaining official city records, providing public information and conducting municipal elections according to the stipulations of State and Federal laws. Specific service objectives are:

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

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

• Keeping and maintaining safe, efficient storage of official city documents and records.

• Ensure that municipal elections are consolidated and conducted by the County of Los Angeles Registrar Recorder’ office in an economical and error-free manner with maximum convenience to the voters, while complying with the Federal Voting Rights Act.

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

• Maintain accurate records of all City Commissioner terms of office and posting of vacancies in accordan ce with state regulations; accept applications for commissions and provide applications for City Council’s consideration.

City Manager Department
FY 2024-2025 Preliminary Budget
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Program Measurements
Actual
2022-2023
Estimated
2023-2024
Projected
2024-2025
General Municipal Election
Voter Turnout
November 2022
40%
Not an
Election Year
November 2024
76%
Public Records Act Requests 375 400 440
Certificate Requests 446 587 625
2024
-2025 Goals and Objectives
• Pr
epare, plan, and conduct the General Municipal Election in November 2024 to fill three City Council seats, District Nos. 2, 3 and 4, and possibly ballot measure(s). • De
velop and execute community outreach programs to educate residents on the upcoming election and to encourage civic engagement in the democratic process. • Re
search for implementation of an agenda management or a document workflow solution to improve organizational efficiency and effectiveness. 2023
-2024 Major Accomplishments
• Stre
amlined the City Council certificates policy and procedure and created a new modernized certificate design and an online request form. • Com
pleted and updated the City’s retention schedule in accordance with laws and regulations.
• Im
plemented an online California Public Records Request tracking portal to promote transparency and access to the public and improve efficiency in response time.

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Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $639,495 $563,169 $563,169 $923,916
General Fund $0 $0 $0 $0
Special Revenue $24,307 $24,832 $24,832 $26,310
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $663,802 $588,002 $588,002 $950,225

City Clerk Department
FY 2024-2025 Preliminary Budget

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Department Overview

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

The City Clerk is charged with the duty of conducting elections.

The City Clerk administers Oaths or Affirmations and presents the Certificates of Appointment to newly appointed Boards, Commissions and Committees members.

T
he City Clerk is the custodian of the official City records and City Seal.

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.

Depa
rtment Budget Summary

Significant Changes

The City Clerk’s Department is moved under the purview of the City Manager’s Office to reflect ongoing practice. This move increases efficiency and communication of the City Clerk Departments staff which in turn will work to promote the economic vitality of the City.

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget City Clerk 1301 $12,701 $23,135 $23,135 $11,635
Total Expenditures $12,701 $23,135 $23,135 $11,635
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Division

City Clerk Department
FY 2024-2025 Preliminary Budget

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Department Personnel Summary

Division: City Clerk
Division No.: 1301

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $2,624 $6,000 $6,000 $0
Services $1,473 $8,337 $8,337 $2,837
Commodities $105 $300 $300 $300
Internal Services $8,498 $8,498 $8,498 $8,498
Total Expenditures $12,701 $23,135 $23,135 $11,635

Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00

2024-2025 Goals and Objectives

• Provides general overview for conduct of the General Municipal Election in November 2024 to fill three City Council seats, District Nos. 2, 3 and 4, and possibly ballot measure(s).

• Administers Oaths of Office and presents Certificates of Appointment to newly appointed Board, Commissions and Committees members.

• Sign and attestation of the official signatures for resolutions, ordinances, agreements and minutes approved by the City Council.

Full Time Part Time Full Time Part Time Fu ll Time Part Time City Clerk - Elected Official 1 - 1 - 1 - CITY CLERK TOTAL 1 - 1 - 1 - CITY CLERK - 1300
2022-2023 2023-2024 2024-2025

FY FY FY

City Clerk Department
FY 2024-2025 Preliminary Budget

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2023-2024 Major Accomplishments

• Administered 16 Oaths of Office and presented 16 Certificates of Appointment to newly appointed Boards, Commissions, and Committees members.

• Attested to approximately 86 resolutions, 15 ordinances, 171 agreements, and signed approximately 55 sets of minutes.

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $12,701 $23,135 $23,135 $11,635
Total Expenditures $12,701 $23,135 $23,135 $11,635

City Treasurer Department
FY 2024-2025 Preliminary Budget

G1
Department: City Treasurer
Division: City Treasurer
Division No.: 1501

Department Budget Summary

Department Overview

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

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

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

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

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

Significant Changes

There are no significant changes for Fiscal Year 2024 - 2025.

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget City Treasurer 1501 $18,819 $24,251 $24,251 $18,885
Total Expenditures $18,819 $24,251 $24,251 $18,885
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Division

City Treasurer Department
FY 2024-2025 Preliminary Budget

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Department Personnel Summary

2024-2025 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.

2023-2024 Major Accomplishments

• Presented Monthly Investment Reports timely.

• Presented a revised Annual City Investment Policy to the City Council on September 06, 2023, and received the California Municipal Treasurers Association Investment Policy Certification.

• Diversified the City’s Investment Portfolio by investing a portion of idle funds with Chandler Asset Management.

• Managed the City’s investment portfolio prudently and conservatively in maximizing interest earnings during the 2023-2024 fiscal year.

CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 - CITY TREASURER TOTAL 1 - 1 - 1 -

City Treasurer Department
FY 2024-2025 Preliminary Budget

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City Treasurer Department
FY 2024-2025 Preliminary Budget

G4
Expenditures by Character

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $11,796 $10,893 $10,893 $6,407
Services $406 $1,955 $1,955 $2,500
Commodities $522 $400 $400 $400
Internal Services $6,095 $11,003 $11,003 $9,578
Total Expenditures $18,819 $24,251 $24,251 $18,885

Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $18,526 $21,685 $21,685 $18,885
Special Revenue $293 $2,566 $2,566 $0
Total Expenditures $18,819 $24,251 $24,251 $18,885

City Attorney Department
FY 2024-2025 Preliminary Budget

H1
Department: City Attorney
Division: City Attorney
Division No.: 1601

Department Budget Summary

Department Overview

The City Attorney acts as the City’s legal counsel. In this capacity, the City Attorney advises the City Council and Staff on legal matters relating to the operation of the municipal government and is responsible for the review and preparation of resolutions, 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 are 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 the performance of City business.

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

FY 2022-23 FY 2023-24 F Y 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget City Attorney 1601 $787,512 $722,488 $722,488 $761,212
Total Expenditures $787,512 $722,488 $722,488 $761,212
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Expenditures by Division

City Attorney Department
FY 2024-2025 Preliminary Budget

H2
Significant Changes
There are no significant changes for Fiscal Year 2024 - 2025.

Expenditures by Character

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Services $787,512 $722,488 $722,488 $761,212
Total Expenditures $787,512 $722,488 $722,488 $761,212

Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $787,512 $722,488 $722,488 $761,212
Total Expenditures $787,512 $722,488 $722,488 $761,212

Finance Department
FY 2024-2025 Preliminary Budget
I1
Department Overview
Th
e 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.

Pro
grams and Services
Th
e 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 Department establishes and maintains the City’s administrative policies and procedures for internal controls. The Department follows Federal and State laws, rules, and regulations to prepare many mandated reports.

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

In a
ddition, 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 2024-2025 Preliminary Budget
I2
Department Budget Summary
Significant Changes
The
re are no significant changes for Fiscal Year 2024 - 2025.

Depart
ment Personnel Summary
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Program Name Program No. Actual Original Budget Projected Budget Budget Finance 1403 $1,606,952 $1,848,582 $1,848,582 $2,072,637 Information Technolocgy 1404 $1,378,666 $2,372,803 $2,372,803 $1,882,422 Community Housing Assistance 1405 $969,477 $795,379 $795,379 $747,477 Revenue Collection 1406 $568,419 $1,482,128 $1,482,128 $1,562,793 Central Support Services 1407 $536,951 $0 $0 $0
Communication/Duplication 1408 $171,822 $0 $0 $0
Total Expenditures $5,232,286 $6,498,893 $6,498,893 $6,265,329 Authorized Full-Time
Equivalent Positions 20.50 20.50 20.50 20.50
Expenditures by Program

Finance Department
FY 2024-2025 Preliminary Budget
I3
Department Organizational Chart

Finance Department
FY 2024-2025 Preliminary Budget
I4
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $2,100,579 $2,592,124 $2,592,124 $2,885,603 General Fund $7,291 $0 $0 $0
Special Revenue $1,095,592 $949,733 $949,733 $876,622
ARPA $285,424 $771,592 $771,592 $0
Enterprise $443,589 $584,233 $584,233 $620,682
Internal Service $1,299,811 $1,601,212 $1,601,212 $1,882,422 Total $5,232,286 $6,498,893 $6,498,893 $6,265,329

Finance Department
FY 2024-2025 Preliminary Budget

I5
Division: Finance
Division No.: 1403

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $1,071,956 $1,173,094 $1,173,094 $1,174,958 Services $287,572 $299,500 $299,500 $451,300
Commodities $12,547 $22,300 $22,300 $22,700
Internal Services $234,676 $353,687 $353,687 $423,679 Total Expenditures $1,606,952 $1,848,582 $1,848,582 $2,072,637

Authorized Full-Time
Equivalent Positions 9.65 9.65 9.65 9.65

Programs Details

The Finance 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.

Finance prepares various financial reports to City Council, City management and departments for fiscal monitoring. Finance also publishes the City’s Annual Comprehensive Financial Report, Single Audit Report, Cost Allocation Plan, Investment Report, Midyear Financial Report, and Budget Manual, and prepares the citywide lighting and landscaping assessment district tax submittals.

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

Program Measurements

The City’s Annual Budget and the Annual Comprehensive Financial Report, prepared by the Finance Division, have received numerous awards for excellence from various professional organizations at both the state and national levels.

Finance Department
FY 2024-2025 Preliminary Budget

I6
Actual
2022-23
Estimated
2023-24
Projected
2024-25

Number of years received awards from Government
Finance Officers Association (GFOA) and California
Society of Municipal Finance Officers Association
(CSMFO) for excellence in budgeting.
34 35 36
Number of years received awards from GFOA for
excellence in financing reporting.
34 35 36
Number of audits performed. 14 14 14

2024-2025 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 but not limited to, sales tax, property tax, and transient occupancy tax.
• Continue to review and update administrative policies and procedures.

2023-2024 Major Accomplishments

• Implemented new utility rates to enhance City Water and Sewer infrastructure. • Implemented salary changes resulting from bargaining unit negotiations • 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. • Updated Investment Policy to meet industry best practices for public sector agencies and received certification from California Municipal Treasurers Association (CMTA). • Issued water revenue bonds for water infrastructure projects.

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $1,296,031 $1,738,900 $1,738,900 $1,968,241 General Fund $7,291 $0 $0 $0
Special Revenue $62,501 $109,681 $109,681 $104,396
APRA $206,569 $0 $0 $0
Enterprise $34,560 $0 $0 $0
Total Expenditures $1,606,952 $1,848,582 $1,848,582 $2,072,637

Finance Department
FY 2024-2025 Preliminary Budget

I7
Division: Information Technology
Division No.: 1404

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $495,330 $453,450 $453,450 $484,614 Services $445,999 $901,370 $901,370 $1,125,370
Commodities $64,402 $41,447 $41,447 $20,500
Internal Services $97,776 $226,392 $226,392 $251,938 Capital Expenditures $25,487 $750,145 $750,145 $0
Debt Service $249,671 $0 $0 $0
Total Expenditures $1,378,666 $2,372,803 $2,372,803 $1,882,422

Authorized Full-Time
Equivalent Positions 3.00 4.00 4.00 4.00

Programs Details

The Information Technology Division (IT) has the responsibility of supporting and maintaining the computer and network infrastructure , cybersecurity, 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 tools, 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.

Services

• Designs, builds, and integrates new infrastructure
and technology solutions as needed
• Ensures security of the technology environment.
• Provides desktop support for approximately 500
computers and 100 tablets.
• Provides application support for over 300 different software applications. • Provides Phone support for approximately 450 desk phones and 70 cell phones. • Supports and maintains network all type servers, network and wireless infrastructure, telephone and e-mail systems.

Finance Department
FY 2024-2025 Preliminary Budget
I8
• Suppor
ts and maintains technology infrastructure switches and routers, database servers, firewalls, application servers, routers for connectivity between sites. • Supports and Maintain data systems Tyler MUNIS ERP, CRW for Permits, Microsoft SQL Server, Microsoft Windows Server, Microsoft SharePoint, Tyler New World CAD/RMS (Police), ESRI Geographic Information Systems (GIS ), Microsoft Exchange Em ail, Accella, Invoice Cloud, Granicus for streaming public meetings, VMWare virtualization, Veeam backup and recovery, Other departmental system applications. 2024
-2025 Goals and Objectives
• Co
mplete segmentation of Network to improve security
• Continue improving Cyber Security positioning of City-Wide IT Infrastructure • Move DNS Service from AT&T to CloudFlare for better cyber security and protect against DDOS attack and other network attacks
• Upgrade all remote connection routers to more secure updated routers and to improve connection speeds
• Create and implement a robust backup and recovery policy 2023
-2024 Major Accomplishments
• Ful
l upgrade of wifi systems for Langley, Delta, City Yards, and various areas of City facilities.
• Upgraded Email Exchange Servers
• Upgraded primary firewalls for City and Police
• Began partial segmentation of Network to improve security • Upgraded PBX phone system with a state of the art VoIP Phone System City Wide including backup failover system
• Upgraded Network Infrastructure on all remote site to gigabyte poe switches • Implemented SPF, DKIM, and DMARC email security
• Implemented new cell phone policy
• Maintained PCI Compliance for the City
Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget ARPA $78,855 $771,592 $771,592 $0
Internal Service $1,299,811 $1,601,212 $1,601,212 $1,882,422 Total Expenditures $1,378,666 $2,372,803 $2,372,803 $1,882,422

Finance Department
FY 2024-2025 Preliminary Budget
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Division: Community Housing Assistance
Division No.: 1405
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $40,502 $64,399 $64,399 $98,403
Services $383,358 $730,388 $730,388 $648,949
Commodities $14 $592 $592 $125
Debt Service $545,603 $0 $0 $0
Total Expenditures $969,477 $795,379 $795,379 $747,477
Authorized Full-Time
Equivalent Positions 0.10 0.10 0.10 0.10
Pro
grams Details
Re
sponsibilities 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, public facilities improvements including streets, curb gutters, bathroom renovations 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.

Thr
ough 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.

Annua
lly, the California Department of Housing and Community Development (HCD) issue s a Notice of Funding Availability (NOFA) for Permanent Local Housing Allocation Program Entitlement funds. This NOFA provides the City with an opportunity to apply for PLHA Program

Finance Department
FY 2024-2025 Preliminary Budget
I10
grant funds that provide 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 City currently uses the majority of these funds for salaries and benefits for the Neighborhood Engagement Team whose focus in on providing outreach services to the homeless population. The PLHA funds are also used to provide housing rehabilitation loans to households with incomes at or below 150% f the Los Angeles County area median and a pilot program the production of Accessory Dwelling Units made available to low income renters.

Unde
r 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 as sets. 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 Es timated Projected
2022- 23 2023-24 2024-25
Agencies assisted from
C
ommunity Fund 1 1 1
Num
ber of Housing Rights Center 92 100 100
clients assisted
Nu
mber of Businesses assisted - - 8
HOME
Res
idential Rehab Participants 4 4 4
H
omeless Supportive Services 0 0 20
PLHA
Res
idential Rehab Participants 0 0 2
H
omeless Supportive Services 0 0 80

Finance Department
FY 2024-2025 Preliminary Budget
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2024-2025 Goals and Objectives
• Wo
rk 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.
• Continue implementing all goals as identified in the City of Monterey Park 20 20-2024 Five-Year Consolidated Plan.
• Continue implementing goals identified in the City of Monterey Park 2020-2024 Five-Year Consolidated Plan
• Prepare the City of Monterey Park 2025-2029 Five-Year Consolidated Plan. • Apply for 2023 State of California Permanent Local Housing Allocation (PLHA) funds to be used for homeless services and housing rehabilitation. • Implement new housing rehabilitation loan program that will be available to househol ds earning up to 150% of the Los Angeles County Median Area Income. • Work with the Community Development Department to create a business improvement program to revitalize eligible City businesses.
2023
-2024 Major Accomplishments
• Pr
epared and obtained HUD approval of the substantial amendment to the City of Monterey Park Consolidated Plan One Year Action Plan adding two new public works projects (Langley Center and Barnes Park Bathroom Improvements). • 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. • Applied for and received $1,359,916 in State of California Permanent Local Housing Allocation (PLHA) funds.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget Special Revenue $969,477 $795,379 $795,379 $747,477
Total Expenditures $969,477 $795,379 $795,379 $747,477

Finance Department
FY 2024-2025 Preliminary Budget

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Division: Revenue Collection
Division No.: 1406

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $328,676 $810,854 $810,854 $853,194 Services $88,910 $315,862 $315,862 $305,860
Commodities $6,552 $53,765 $53,765 $28,765
Internal Services $144,282 $301,648 $301,648 $374,974 Total Expenditures $568,419 $1,482,128 $1,482,128 $1,562,793

Authorized Full-Time
Equivalent Positions 5.35 6.50 6.50 6.50

Programs 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 revenue received by the City
• Maintain customer information on water utility, trash and business license services
• Bill and collect for water/sewer/refuse accounts on a monthly basis • 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 the Senior Utility Users Tax Exemption program and the Lifeline program for water discount
• Independent Contractor Reporting (ICR) to the state
• Maintain city postage equipment and oversee processing of mail

Finance Department
FY 2024-2025 Preliminary Budget
I13
PRO

GRAM MEASUREMENTS
Actual
2022-23
Estimated
2023-24
Projected
2024-25
Business Licenses Issued 4,381 4,330 4,379
Utility Bills Generated 76,023 121,000 162,000
*2023-2024 transitioned to monthly billing
2024
-2025 Goals and Objectives
• Upgr
ade and combine the City’s online payment systems to a single more robust payment platform.
• Create progressive strategies to reform and simplify the City’s various revenue s tructures to create equity and opportunity.
• Promote paperless options for staff and customers alike to better align with the City’s goal of prioritizing sustainability.
• Work with City departments to i mplement the adopted M aster Schedule of Fees and Charges.
2023
-2024 Major Accomplishments
• Upgr
aded the City’s utility billing system to include a payment-plan feature to better assist customers.
• Following the completion of the utility rate study and Prop. 218 process, implemented the new utility rates for water and sewer.
• Completed citywide user fee study an d updated the Master Schedule of F ees to better reflect the true full cost of services and activities provided by all departments. • Successfully completed the transition from bi -monthly to monthly utility billing to better assist our customers.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $236,959 $853,223 $853,223 $917,362
Special Revenue $11,859 $44,672 $44,672 $24,749
Enterprise $319,601 $584,233 $584,233 $620,682
Total Expenditures $568,419 $1,482,128 $1,482,128 $1,562,793

Human Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget
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Department Overview
The Human Resources & Risk Management
Department is responsible for the administration
of a comprehensive personnel system based on
merit principles and the City’s risk management
program. Its primary function is to provide
recruitment, employment, employee relations
and training services to other City departments
and to minimize risk exposure through loss
prevention and control.

Depart
ment Budget Summary
Pro
grams and Services
The
Human Resources Division is the core of the City’s employment, benefit administration and training operations. HR centralizes recruitment and selection, job classifications, benefits, employment records management, employer/e mployee 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.

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget Human Resources 1801 $682,108 $1,001,210 $1,001,210 $934,416 Risk Management 1802 $863,129 $663,888 $663,888 $692,202 Total Expenditures $1,545,237 $1,665,099 $1,665,099 $1,626,618 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
Expenditures by Division

Human Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget

J2
Significant Changes

There are no significant changes for Fiscal Year 2024 - 2025.

Department Personnel Summary

Full Time Part Time Fu ll Time Part Time Full Time Part Time 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 - 2022-2023 2023-2024 2024-2025

FY FY FY

Human Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget

J3
Department Organizational Chart

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $518,220 $695,338 $695,338 $668,645
General Fund $4,476 $0 $0 $0
Special Revenue $15,069 $36,211 $36,211 $18,939
ARPA $147,714
Enterprise $20,088 $0 $0 $0
Internal Service $839,672 $933,550 $933,550 $939,033 Total $1,545,237 $1,665,099 $1,665,099 $1,626,618

Hu man Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget
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Division: Human Resources
Division No.: 1801
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $152,662 $537,359 $537,359 $401,747 Services $370,571 $258,400 $258,400 $293,855
Commodities $64,603 $6,100 $6,100 $6,000
Internal Services $94,273 $199,352 $199,352 $232,814
Total Expenditures $682,108 $1,001,210 $1,001,210 $934,416 Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50
Pro
gram 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. The department will continue to evaluate training needs and the required training needed to support the employee groups.

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 testing as needed. This section also ensures that recruitment efforts are in compliance with adopted merit system requirements and related employment laws.

Hu man Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget
J5
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 (EAP), Flexible Spending Account (FSA), Dependent Care Account (DCA), and retired medical savings plan and retirement plans.

Personnel Management: The City reviews and revises class specifications, administrator employee performance evaluation s, continue to evaluate processes and procedures 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.
2024
-2025 Goals and Objectives
• Pr
epare for negotiations with Memorandum of Understanding agreements that expire June 30, 2025.
• Evaluate City’s evaluation form.
2023
-2024 Major Accomplishments
• Co
mpleted negotiations with eight associations.
• Revised Personnel Rules and Regulations.
• Changed the City’s ancillary benefits broker.

Hu man Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget
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Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund -
Administration $518,199 $695,338 $695,338 $668,645
General Fund $4,476 $0 $0 $0
Special Revenue $15,069 $36,211 $36,211 $18,939
ARPA $122,876 $0 $0 $0
Enterprise $13,717 $0 $0 $0
Internal Service $7,772 $269,662 $269,662 $246,831
Total Expenditures $682,108 $1,001,210 $1,001,210 $934,416

Human Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget
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Division: Risk Management
Division No.: 1802
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $745,411 $454,937 $454,937 $451,857 Services $7,142 $39,900 $39,900 $38,850
Commodities $381 $1,450 $1,450 $1,200
Internal Services $110,195 $167,601 $167,601 $200,295
Total Expenditures $863,129 $663,888 $663,888 $692,202
Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50
Pro
gram Details
The
Risk Management Division serves to protect the personnel and physical assets of the City from injury and loss. To accomplish this, a variety of program services are established including:
identification and measurement of potential losses, loss prevention, programs for elimination of unsafe working conditions, safety training, insurance purchase, and claims handling for liability, property damage, unemployment, and workers’ compensation.

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

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

The
City maintains workers compensation insurance coverage to statutory limits per occurrence (policy will pay out per statute with no coverage limit) through the City’s participation in a Joint Power Authority risk sharing pool Workers Compensation Program. The Risk Management Division seeks to minimize the City’s workers compensation financial exposure by 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 2024-2025 Preliminary Budget
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The Ri
sk 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
2021-2022
Actual
2022-2023
Actual
2023-2024*
Community Development 0 0 0
Fire 1 1 2
General Government 3 2 4
Finance 0 0 0
Police 2 2 6
Public Works 13 24 15
Recreation & Comm Svc 0 0 0
TOTAL 19 29 27
*As
of March 28, 2024
WORKERS’ COMPENSATION CLAIMS FILED
Actual
2021-2022
Actual
2022-2023
Actual
2023-2024*
Fire 13 27 10
General Government 0 0 0
Library 0 0 1
Finance 2 0 0
Police 38 23 8
Public Works 6 2 3
Recreation & Comm Svc 1 1 0
TOTAL 60* 53* 22*
*In
cludes all claims that are OSHA recordable. As of April 4, 2024 2024
-2025 Goals and Objectives
• Ev
aluate Third Party Administrator for general liability claims • Evaluate safety committee

Human Resources and
Risk Management Department
FY 2024-2025 Preliminary Budget
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Funding Sources by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund -
Administration $20 $0 $0 $0
ARPA $24,838 $0 $0 $0
Enterprise $6,370 $0 $0 $0
Internal Service $831,900 $663,888 $663,888 $692,202
Total Expenditures $863,129 $663,888 $663,888 $692,202

Community Development Department
FY 2024-2025 Preliminary Budget
K1
Department Overview
The
Community Development Department has the most direct impact on the City’s local economy through its work to help businesses thrive in the City, implementation of land use and zoning regulations, and process permits for construction projects . The Department is the main point of contact for anyone who wants to open a new business, make additions to or alternations to existing buildings, or construct a new development in the City, among others. The Department protects the public health, safety, and general welfare through its implementation of the General Plan, Zoning Code, and State and local standards concerning structural integrity, fire and life safety, sanitation, security, accessibility, and energy efficiency of construction. The Department listens to the needs of the community to attract new businesses and support the creation of new jobs in the City.

Pro
grams and Services
Building & Safety Division
The
Building & Safety Division enforces Title 16 of the Monterey Park Municipal Code. Building & Safety staff enforces the Uniform Building C odes (i.e., Building, Plumbing, etc.), as well as State and Federal regulations relating to the construction of structures and their safety through plan check review and inspection of construction project . The Building Division also is responsible for taking updates to the Uniform Building Codes that occur every 3 years to the City Council for adoption.

Community Development Department
FY 2024-2025 Preliminary Budget
K2
Planning Division
The
Planning Division administers Title 21 of the Monterey Park Municipal Code. Planning Division staff comments on and process es all applications for Design Review and Planning Commission land use actions. Staff conduct 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 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.

Community Development Department
FY 2024-2025 Preliminary Budget
K3
Significant Changes
The
re are no significant changes for Fiscal Year 2024 - 2025.

Depart
ment Budget Summary
Funding
Sources by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $2,040,041 $3,041,293 $3,041,293 $2,960,406 Special Revenue $220,209 $106,762 $106,762 $122,239
ARPA $31,243 $0 $0 $0
Enterprise $306,349 $454,484 $454,484 $470,502
Total $2,597,842 $3,602,539 $3,602,539 $3,553,148
FY 2022-23 FY 2023-24 FY 2023- 24 FY 2024-25
Division Name Division No. Actual Original Budget Pro jected Budget Budget Planning 1701 $817,395 $1,160,422 $1,160,422 $1,173,721 Building & Safety 1702 $1,324,669 $1,847,506 $1,847,506 $1,821,300 Economic Development 1705 $432,302 $505,072 $505,072 $484,177 Business Improvement Area 1711 $23,477 $89,539 $89,539 $73,950 Total Expenditures $2,597,842 $3,602,539 $3,602,539 $3,553,148 Authorized Full-Time
Equivalent Positions 14.50 14.50 14.50 14.50
Expenditures by Division

Community Development Department
FY 2024-2025 Preliminary Budget
K4
Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time COMMUNITY DEVELOPMENT - 1700
Director of Community Development 1 - 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 - 0.50 0 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 14 0.50 14 0.50 14 0.50 2022-2023 2023-2024 2024-2025

FY FY FY

Community Development Department
FY 2024-2025 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 2024-2025 Preliminary Budget
K6
Division: Planning
Division No.: 1701
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $557,729 $701,038 $701,038 $776,547 Services $137,768 $63,000 $63,000 $108,000
Commodities $11,345 $7,100 $7,100 $8,700
Internal Services $110,553 $389,284 $389,284 $280,474
Total Expenditures $817,395 $1,160,422 $1,160,422 $1,173,721 Authorized Full-Time
Equivalent Positions 5.50 5.50 5.50 5.50
Pro
gram Details
Thi
s program is intended to promote the orderly physical 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 compri sed of Administrative Project Review, Discretionary Project Review, Subdivision Review, Environmental Review, General Plan Implementation, and Zoning Administration. In addition, the Division provides support for the Planning Commission. • Administrative Project Review provides the review and processing of ministerial permits and applications that are subject to the review and approval of the City Planner to ensure projects comply with City, County, and State development regulations. Planning Division staff processes these permits and applications and work closely with other divisions and departments who may also contribute to the review of these permits and applications. • Di
scretionary Project Review provides the review and processing necessary to ensure projects comply with City, County, and State development regulations. The Planning Division works closely with property owners, developers, design ers, architects, and the interested public from inception of a development project to completion of a project. • Su
bdivision Review Many of the residential, commercial, and industrial projects reviewed and approved by the C ity involve the subdivision of land, which may involve creating individual lots or reconfiguring properties lines. The 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 2024-2025 Preliminary Budget
K7
• En
vironmental 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 identifies 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.
• Gen
eral 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 improvement projects, and various land use permits must be consistent with an up-to-date, adopted General Plan. • Zon
ing 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.

Community Development Department
FY 2024-2025 Preliminary Budget
K8
Program Measurements
DISCRE
TIONARY 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
2022-23
Estimated
2023-24
Projected
2024-25
Code Amendments* 7 2 4
Conditional Use Permits 3 6 6
General Plan Amendments 2 0 0
Specific Plan 2 0 1
Parcel Maps 3 3 3
Tentative Tract Maps 0 3 3
Time Extensions 1 2 2
Variances 0 1 0
Zone Changes 2 2 3
CEQA
Environmental Impact Reports 0 0 0
Negative Declarations 1 0 2
Categorical Exemptions 21 19 15
*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
2022-23
Estimated
2023-24
Projected
2024-25
Administrative Use Permits 3 4 3
Banners 13 4 10
Landscape Review 0 4 3
Minor Modification 1 0 0
Short Term Rentals 14 7 10
Site Plan Review 8 5 4
Temporary Use Permits 8 8 8
Traffic/Parking Study 0 7 5
Yard Sales 91 70 75

Community Development Department
FY 2024-2025 Preliminary Budget
K9

DESIGN REVIEW
Signs 34 20 25
Remodels, No increase of floor area 1 4 3
New Construction < 10,000 SF 3 1 1
New Construction > 10,000 SF 0 2 3
Single-Family Residential (>2,000 sq. ft.) 22 15 18
2024
-2025 Goals and Objectives
• Pl
anning 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. • As pa
rt of the implementation of the adopted General Plan Land Use and Urban Element and Housing Element, the Planning Division will continue to update to the zoning code to create consistency amongst the General Plan, Zoning Code and Zoning Map. • Co
nduct 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, and Senate Bill (SB) 9, among others.
• Wor
k collaboratively with the City’s Economic Development Division to help existing businesses thrive, streamline the approval of new businesses, and identify new development opportunities with interested developers.
• Wor
k 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 within the City.
• Im
plementation of electronic plan review and plan submittal for all Pl anning related applications to automate manual processes for efficiency and consistency.

Community Development Department
FY 2024-2025 Preliminary Budget
K10
2023
-2024 Major Accomplishments
• The
California Department of Housing and Community Development (HCD) certified the City’s Housing Element (6th Cycle – 2021- 2029) making the City eligible for State grant funding and providing programs that will enhance housing opportunities for all. To date, the City has received $1.3 million dollars as a direct result of this.

Community Development Department
FY 2024-2025 Preliminary Budget
K11
• The P
lanning Division began implementation of the certified Housing Element including an update of the Density Bonus Ordinance, creation of the Inclusionary Housing Ordinance, and becoming a member of the San Gabriel Valley Regional Housing Trust. • Pl
anning Division launched the Our City, Our Plan campaign to advance efforts in creating consistency between the General Plan and the Zoning Code which will help with downtown revitalization, expand housing opportunities and streamline development. Efforts resulted in successful public outreach sessions and zone changes. • Pl
anning Division continued to spearhead the community-wide Going Green campaign, 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. Staff connected with over 1,000 constituents during outreach related to the campaign, through a survey, community workshops, and at C ity events, among others to develop a Sustainability Plan for adoption by the City Council in April 2024.
• Pl
anning Division updated the Monterey Park
Market Place Specific Plan to help provide various
alternatives for the eventual build- out of the
Monterey Park Market Place.
• Pr
ocessed planning entitlements for new
development projects and conditionally permitted
uses.
• Re
gularly met with Economic Development
Division staff to collaborate on various initiatives to support economic vitality in the City.

Funding
Sources by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $596,575 $1,079,439 $1,079,439 $1,080,885
Special Revenue $198,678 $57,184 $57,184 $45,939
ARPA $8,902 $0 $0 $0
Enterprise $13,239 $23,800 $23,800 $46,896
Total Expenditures $817,395 $1,160,422 $1,160,422 $1,173,721

Community Development Department
FY 2024-2025 Preliminary Budget

K12
Division: Building & Safety
Division No.: 1702

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $218,845 $760,138 $760,138 $628,589 Services $950,189 $791,300 $791,300 $828,300
Commodities $5,216 $16,719 $16,719 $16,800
Internal Services $150,419 $279,349 $279,349 $347,610 Total Expenditures $1,324,669 $1,847,506 $1,847,506 $1,821,300

Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00

Program Details

The Building & Safety Division is established per the mandate of California Health and Safety Code to facilitate compliance with State and local building standards concerning structural integrity, fire and life safety, sanitation, security, accessibility, and energy efficiency of construction 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 2024-2025 Preliminary Budget
K13
The
Division’s specific service objectives include:
• Re
view building plans, issue building permits, and inspect construction work for compliance with building safety technical codes. The State and local 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.
• Pr
ovide 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.
• Coor
dinate with various departments and outside agencies in the plan review process and serve as the contact point for permit applications.
• Mo
nitor property maintenance and abate life safety hazards through Certificate of Occupancy inspections and special abatement programs such as the un -reinforced masonry (URM) buildings retrofit program.
• Ma
intains building plans and permit records and make the information readily available to the public.

Community Development Department
FY 2024-2025 Preliminary Budget
K14
Program Measurements
Actual
2022-23
Estimated
2023-24
Projected
2024-25

PERMITS
Building Permits:
a. Residential, New 3 8 8
b. Residential, Add/Alter 670 598 658
c. Non -Residential, New 2 1 1
d. Non -Residential, Add/Alter 89 35 39
e. Miscellaneous 375 190 209
Building Permits Total 1,139 832 915
Electrical Permits 578 449 493
Mechanical Permits 289 225 247
Plumbing Permits 329 268 295
All Permits Total 2,335 1,774 1,950

ANNUAL PERMIT

VALUATION
59 30.5 33.5

PLAN CHECKS
Total Number Processed 787 492 542
Processed In-House 0 0 0
Contracted Out 100 100 100

INSPECTIONS
Construction Inspections 6,723 5,608 6,168
Certificate of Occupancy 0 0 0
All Inspections Total 6,723 5,672 6,168
2024-2
025 Goals and Objectives
Bu
ilding & Safety Division aims to enhance the efficiency of the plan submission and permit issuance process by seamlessly integrating a payment module into our new online portal and permit management software, Acc ela Citizen Access. This integration will enable applicants to conveniently pay for permit and plan review fees without having to visit City Hall.

Community Development Department
FY 2024-2025 Preliminary Budget
K15
2023-2024 Major Accomplishment
The Building Division began implementation of SolarApp+, which is a permitting software enabling applicants to instantly secure permits for residential and commercial solar projects. This innovative software will operate 24/7, allowing individuals to conveniently obtain permits from the comfort of their homes or offices in real-time. Technology upgrades were made to the City’s permit management software (Accela) to further streamline the permitting process for additional permit types converting manual processes into automated processes. This work has a direct impact on economic development i n the City because streamlining the City’s processes enables construction to begin quicker and business to open their doors faster.

Funding
Sources by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,046,756 $1,476,988 $1,476,988 $1,423,121 Special Revenue $5,939 $29,373 $29,373 $48,523
ARPA $2,341 $0 $0 $0
Enterprise $269,633 $341,146 $341,146 $349,656
Total Expenditures $1,324,669 $1,847,506 $1,847,506 $1,821,300

Community Development Department
FY 2024-2025 Preliminary Budget

K16
Division: Economic Development
Division No.: 1705

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $195,952 $263,910 $263,910 $285,193 Services $89,284 $77,001 $77,001 $77,405
Commodities $59,361 $38,700 $38,700 $38,700
Internal Services $87,705 $125,460 $125,460 $82,879
Total Expenditures $432,302 $505,072 $505,072 $484,177

Authorized Full-Time
Equivalent Positions 3.00 3.00 3.00 3.00

Program 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 community 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 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 and leakage to the surrounding communities, enabling the City to provide essential services to the community.
• Develop and maintain a marketing program promoting the City through various media channels.
• Work with the Economic Development Advisory Commission and the Business Improvement Advisory Committee to improve the City’s image and sales tax base.

Community Development Department
FY 2024-2025 Preliminary Budget
K17
2024-2025 Goals and Objectives
• Com
plete and launch the new 5-year Economic Development Strategic Plan, establishing a monitoring and reporting system to track progress.
• Target new business sectors that align with the strategic plan and contribute to a diversified tax base.
• Create incentives and targeted programs using CDBG and other resources to support business retention and expansion.
• Implement a comprehensive social media and business visitation strategy to promote and support the local business community.
2023
-2024 Major Accomplishments
• The
Economic Development Division merged with the Community Development Division to provide enhanced development related services to the community in coordination with building, and planning staff.
• Successfully concluded the Monterey Park Rewards shop local program, which generated over $900,000 in economic activity and boosted civic pride. • Aided businesses impacted by the 2023 shooting, providing critical SBA EIDL loan resources and application assistance, especially for non-English speaking business owners.
• Launched the development of a new 5-year Economic Development Strategic Plan, setting the course for the City’s economic future.

Community Development Department
FY 2024-2025 Preliminary Budget
K18
• Re
presented the City at the 2023 ICSC retail convention, securing promising leads for new businesses.
• Secured nonprofit grants for eight local restaurants through the California Restaurant Foundation and the Latino Restaurant Association.
• Conducted five workshops on various topics to support the small business community. • Launched Business Connect, a new monthly e-newsletter that provides resources and information to support local businesses.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $396,710 $484,867 $484,867 $456,400
Special Revenue $15,592 $20,205 $20,205 $27,777
ARPA $20,000 $0 $0 $0
Total Expenditures $432,302 $505,072 $505,072 $484,177
New monthly e-newsletter for local businesses

Community Development Department
FY 2024-2025 Preliminary Budget

K19
Division: Business Improvement District Area No. 1
Division No.: 1711

FY 2022-
23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $23,477 $89,539 $89,539 $73,950
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 $23,477 $89,539 $89,539 $73,950

Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00

Program 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:

 Public 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.

Monterey Park established a business improvement district in 1983. The district encompasses the commercial area on Garvey Avenue, from Ramona Avenue to Nicholson Avenue , and Garfield Avenue from Emerson Avenue to south of Newmark Avenue as shown in the following map:

Community Development Department
FY 2024-2025 Preliminary Budget
K20
2024
-2025 Goals and Objectives
• Cont
inue improving district beautification, providing janitorial services and Christmas Holiday decorations to the district.
• Promote district economic growth through collaboration with Business Improvement Advisory Committee (BIDAC) to implement strategies identified in the new 5-year Economic Development Strategic Plan to enhance economic growth within the district. • Use allotted assessment revenues to fund promotional activities and special events to benefit the downtown BID members.

Community Development Department
FY 2024-2025 Preliminary Budget
K21
2023-2024 Major Accomplishments
• Cont
inued 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. • Implemented a downtown BID-specific MPK Rewards promotion and social media campaign to benefit the BID businesses impacted by the mass shooting in January 2023.

Funding
Source by Type
FY 2022-
23 FY 2023-24 FY 2023-24 FY 2024-25
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 $23,477 $89,539 $89,539 $73,950
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $23,477 $89,539 $89,539 $73,950

Polic e Department
FY 2024-2025 Preliminary Budget
L1
“We are dedicated to serving our community with respect and pride.” HONOR ∙ INTEGRITY ∙ ACCOUNTABILITY

Polic e Department
FY 2024-2025 Preliminary Budget
L2
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 enforcement with honor, integrity, and accountability. The Department coordinates with other City Departments to produce outstanding overall service to the community.

Me
mbers 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 impact the community’s safety and quality of life.

Th
e Department is organized into two divisions that perform various activitie s, each overseen by a captain. The Operations Division comprises Field Services, Investigations, and the Traffic Bureau. The Support Services Division comprises Administration, Animal Services, the Community Engagement Bureau, Jail Operations, the Records Bureau, and Computer Services.

An
analysis of the crime statistics in Monterey Park reflects that for 2023, there was a significant increase in NIBRS Group A crimes compared to the previous year. In 2023, the categories of robbery, theft, burglary, and g rand theft auto increased. These increases can be attributed to the return to work for many people and are consistent with general crime trends in Los Angeles County, mainly due to the lack of criminal prosecution penalties and the decriminalization of many offenses.

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 2023

Polic e Department
FY 2024-2025 Preliminary Budget
L3
An 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
Pro
grams and Services
The
Department strongly partners with the community to address crime and quality of life issues.

The Monterey Park Police Department is meeting the challenges of increased crime and homelessness 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, additional use-of-force training, and mental health and dependency 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 Police 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 community's needs and concerns. With the end of COVID -19 restrictions, the Depar tment has begun a robust re-engagement with the community at many in-person functions.

The Department has built on our multidisciplinary approach to providing services to individuals experiencing homelessness and/or having a mental health crisis. The mult idisciplinary model brings together different disciplines and areas of expertise to provide wraparound services to various community members through creative strategies and collaboration with various community stakeholders.

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

The Police Department is a source of pride for many employees and volunteers who live in Monterey Park. Police Reserves, Monterey Park Emergency Communications, Citizen's Patrol, Police Explorers, Chaplains, and interns volunteered over 3,000 hours in 2023.

Polic e Department
FY 2024-2025 Preliminary Budget
L4
Significant Changes
Th
e City of Monterey Park Police Department’s current (CAD) Computer Aided Dispatch, (RMS) Records Management System and Mobile Field Reporting database has been in use for 18 years.

It is an antiquated patchwork of various databases that lacks modern features with poor support from the current service provider. The current CAD/RMS system does not meet the technological needs of the police department. The system has an anticipated increased cost for the yearly maintenance service set to increase and surpass the cost of migrating to a new system. By migrating the police department’s databases to a new system, the police department will gain efficiency and advanced technologies that will better meet the demands of the department and the community, while saving the city an anticipated cost of $1,207,856.50 over ten years.

Depart
ment Budget Summary
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Program Name Program No. Actual Original Budget Projected Budget Budget P olice Admin 3101 $2,430,653 $4,838,829 $4,838,829 $5,095,256 Traffic Bureau 3102 $2,039,782 $2,296,468 $2,296,468 $2,748,952 Field Services 3103 $11,549,651 $12,837,653 $12,837,653 $11,915,364 Investigations 3104 $2,782,083 $3,127,589 $3,127,589 $3,727,935 Animal Services 3111 $255,513 $393,909 $393,909 $448,479 Communications 3112 $1,898,791 $4,045,630 $2,097,576 $1,887,298 Jail 3113 $681,422 $772,726 $772,726 $877,722
Records 3114 $991,586 $1,043,521 $1,043,521 $1,310,271
Computer Services 3115 $545,946 $665,157 $665,157 $1,685,646 Community Engagement 3120 $1,584,629 $1,826,496 $1,826,496 $2,505,014 Total Expenditures $24,760,055 $31,847,979 $29,899,924 $32,201,938 Authorized Full-Time
Equivalent Positions 126.30 129.50 129.50 129.50
Expenditures by Program

Polic e Department
FY 2024-2025 Preliminary Budget
L5
Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time POLICE - 3100
Police Chief 1 - 1 0 1 0
Animal Services Officer 2 - 2 0 2 0
Community Services Officer 3 2.50 3 2.50 3 2.50
Communications Supervisor 1 - 1 0 1 0
Crime Analyst - 0.50 0 0.50 0 0.50
Crossing Guard - 4.50 0 4.50 0 4.50
Dispatcher 8 1.25 9 1.25 9 1.25
Evidence Officer 2 0.00 2 0 2 0
Jailer 4 1.00 4 1 4 1
Jailer Supervisor 1 - 1 0 1 0
Principal Management Analyst 1 - 1 0 1 0
Outreach and Housing Navigation Coordinator 1 - 1 0 1 0 Police Administrative Assistant 1 - 1 0 1 0
Police Cadet - 2 0 2 0 2
Police Captain 2 - 2 0 2 0
Police Clerk 10 - 10 0 10 0
Police Corporal 14 - 14 0 14 0
Police Lieutenant 7 - 7 0 7 0
Police Officer 43 - 45 0 45 0
Police Records Cadet - 0.50 0 0.50 0 0.50
Police Records Clerk - 1 0 1 0 1
Police Records Management System Technician 1 - 1 0 1 0 Police Records Supervisor 1 - 1 0 1 0
Police Sergeant 9 - 9 0 9 0
Se cre tary 1 - 1 0 1 0
POLICE TOTAL 113 13.25 116 13.25 116 13.25 2022-2023 2023-2024 2024-2025

FY FY FY

Polic e Department
FY 2024-2025 Preliminary Budget
L6
Funding Sources by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $19,824,213 $25,461,752 $23,513,697 $26,742,000 Special Revenue $2,669,279 $5,187,108 $5,187,108 $5,227,969 ARPA $2,054,188 $1,199,119 $1,199,119 $231,969
Enterprise $0 $0 $0 $0
Internal Service $16,847 $0 $0 $0
Total $24,564,528 $31,847,979 $29,899,924 $32,201,938

Polic e Department
FY 2024-2025 Preliminary Budget
L7

Police Dep artment
FY 2024-2025 Preliminary Budget
L8
Division: Police Administration

Polic e Department
FY 2024-2025 Preliminary Budget
L9
Division No.: 3101
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $1,636,914 $2,032,861 $2,032,861 $2,423,335 Services $149,425 $1,656,852 $1,656,852 $1,335,811
Commodities $222,880 $37,872 $37,872 $42,223
Internal Services $421,436 $1,111,245 $1,111,245 $1,293,887 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $2,430,653 $4,838,829 $4,838,829 $5,095,256 Authorized Full-Time
Equivalent Positions 8.00 8.00 8.00 8.00
Pro
gram Details
Th
e 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.

Pre
paring and maintaining the Department’s budget, grants, policies, preparing payroll for the entire department, contracts and procurement of goods/services/equipment, administrative investigations, and various staff projects are assigned to the Administration Bureau. This Bureau is also responsible for the P olice Department’s compliance with Peace Officer Standards and Training (POST) and Standards and Training for Corrections (STC) training mandates and guidelines, and maintenance of all technology-related equipment within the Police Department. 2024
-2025 Goals and Objectives
• Co
ntinually 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.

Polic e Department
FY 2024-2025 Preliminary Budget
L10
• Imp
lement 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.
2022
-2023 Major Accomplishments
• Cont
inued 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
• Hired a part-time Crime Analyst specifically assigned to the Investigations Bureau to enhance the Bureau’s capabilities.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual
Original
Budget Projected Budget Budget
General Fund $1,895,349 $2,940,268 $2,940,268 $3,473,194 Special Revenue $322,929 $1,898,561 $1,898,561 $1,622,063 ARPA $195,528 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $16,847 $0 $0 $0
Total Expenditures $2,430,653 $4,838,829 $4,838,829 $5,095,256

Police Department
FY 2024-2025 Preliminary Budget
L11
Division: Traffic Bureau

Police Department
FY 2024-2025 Preliminary Budget
L12
Division No.: 3102
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $1,432,306 $1,530,929 $1,530,929 $1,937,123 Services $9,648 $57,504 $57,504 $68,048
Commodities $64,057 $103,542 $103,542 $130,213
Internal Services $519,490 $565,493 $565,493 $613,568
Capital Outlay $14,281 $39,000 $39,000 $0
Total Expenditures $2,039,782 $2,296,468 $2,296,468 $2,748,952 Authorized Full-Time
Equivalent Positions 14.00 14.00 14.00 14.00
Prog
ram Details
The T
raffic 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.

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

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

Par
king 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. 2024-20
25 Goals and Objectives
• Ide
ntify the five highest traffic collision locations per month for enforcement of primary collision factor violations.
• Conduct weekly lidar enforcement in areas where speed has been identified as the primary collision factor.
• Conduct two Merit Badge training course in collaboration with Scouts BSA covering the subjects of traffic safety, crime prevention, and fingerprinting.

Police Department
FY 2024-2025 Preliminary Budget
L13
• Conduct six community Traffic Safety Presentations to educate students and the public on the topic of pedestrian safety, bicycle, and safe driving practices. • Conduct 12 DMV certified Mature Driver training courses.

Actual Estimated Projected
2022-23 2023-24 2024-25
Number of Citations:++
Traffic 2,860 3,382 3,121
Parking 8,489 9,279 8,884
Traffic Collision Incidents:

Fatal 4 1 (YTD) 2
Injury 183 208 195
Non-injury 325 310 317
Persons Injured 260 280 270
2023-20
24 Major Accomplishments
• Receiv
ed a $178,000 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 $184,010.89 grant from the Department of California Highway Patrol- Cannabis Tax Fund Grant Program to enhance community safety through DUI enforcement operations, and purchase a 2024 Dodge Durango DUI Pursuit vehicle. • The Traffic Bureau conducted two community Traffic Safety Presentations. One presentation was conducted for BSA Scouts Merit Badges. The other presentation provided awareness to youth, during SNOW Village, about the importance of pedestrian safety, teen driver safety, bicycle safety, and the dangers of DUI/DUID.

Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,522,893 $1,686,511 $1,686,511 $2,375,432 Special Revenue $326,102 $340,491 $340,491 $262,830
ARPA $190,786 $269,466 $269,466 $110,690
Total Expenditures $2,039,782 $2,296,468 $2,296,468 $2,748,952

Polic e Department
FY 2024-2025 Preliminary Budget
L14
Division: Field Services

Police Dep artment
FY 2024-2025 Preliminary Budget
L15
Division No.: 3103
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual
Original
Budget Projected Budget Budget
Salary and Benefits $7,547,337 $9,397,801 $9,397,801 $8,681,920 Services $28,113 $43,100 $43,100 $55,441
Commodities $266,880 $408,633 $408,633 $356,063
Internal Services $2,194,703 $2,482,406 $2,482,406 $2,821,940 Capital Outlay $1,512,618 $505,714 $505,714 $0
Debt Service $0 $0 $0 $0
Total Expenditures $11,549,651 $12,837,653 $12,837,653 $11,915,364 Authorized Full-Time
Equivalent Positions 51.00 52.00 52.00 52.00
Divisio
n Details
Fiel
d 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 s ervice. 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.

Police Dep artment
FY 2024-2025 Preliminary Budget
L16
2024-2025 Goals and Objectives
Actual
2022-
23 Estimated
2023-24
Projected
2024-25
Calls for Service
Citizen Requests 33,958 36,344 35,560
Officer Observed 11,983 15,204 14,875
Total Calls for Service: 45,941 51,548 50,435
Priority I (Emergency) Response
Time (minutes/seconds): 9,837 calls 3:39 4:16 4:05
Priority II Response Time: 9,863 calls 5:09 5:57 5:36 Prio
rity 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
Prio
rity 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 • Eac
h of the four patrol teams will identify a quality of life issue in the service areas of the City, and develop a plan to address the issue(s) utilizing Problem Oriented Policing strategies or Crime Prevention Through Environmental Design strategies. These efforts will reduce crime and calls for service in problem areas. • To maintain adequate staffing of line level supervisors in patrol, Corporals in specialized assignments will rotate into a patrol team a minimum of once per deployment period and work as field supervisors to keep up to date with patrol operations and supplement staffing when needed.
• Maintain and enhance social media communication with the community. • Patrol Teams in conjunction with the Traffic Bureau will identify problematic traffic areas and implement enforcement to reduce traffic collisions and pedestrian injuries. • Field Services will maintain an average response time of four minutes and thirty seconds or less for Priority 1 calls.
2023-20
24 Major Accomplishments
• The P
olice Department service area lieutenants, as well as field service personnel, attended six Town Hall Meetings in their designated service areas.

Police Dep artment
FY 2024-2025 Preliminary Budget
L17
• The bicycle patrol program was successfully created in efforts to reduce/prevent crime in the city. This program is comprised of seven members from both Patrol and the Neighborhood Engagement Team (NET). Staff supplemented burglary suppression at the Market Place as well as deploying at city events such as the Lunar Festival. • Field Services Bureau maintained an average response time of four minutes and thirty seconds or less for Priority 1 calls.

Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $8,481,027 $10,194,722 $10,194,722 $10,098,809 Special Revenue $1,463,574 $2,077,603 $2,077,603 $1,798,858 ARPA $1,605,051 $565,329 $565,329 $17,696
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $11,549,651 $12,837,653 $12,837,653 $11,915,364

Police Dep artment
FY 2024-2025 Preliminary Budget
L18
Division: Investigation
Divisio
n No.: 3104
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $2,050,423 $2,324,663 $2,324,663 $2,821,966 Services $63,718 $78,132 $78,132 $97,132
Commodities $24,790 $20,385 $20,385 $21,835
Internal Services $631,151 $696,653 $696,653 $787,001
Capital Outlay $12,000 $7,755 $7,755 $0
Total Expenditures $2,782,083 $3,127,589 $3,127,589 $3,727,935 Authorized Full-Time
Equivalent Positions 14.30 14.50 14.50 14.50

Police Dep artment
FY 2024-2025 Preliminary Budget
L19
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 P
roperty 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 Montere y 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. 2024-20
25 Goals and Objectives
• Coll
aborate with the department Neighborhood Engagement Team to increase the conviction rate of Welfare and Institution Code violations. • Purchase fifteen additional Flock Safety LPR Cameras and have them strategically mounted throughout the city to prevent and solve crime. • Develop the Investigations Bureau Response Vehicle.
• Send new detectives to homicide investigation training. • Create a new office for the investigation’s bureau sergeant and future detective. • Purchase four computers to replace current computers in the evidence/discovery room.

Actu al Estimated Projected
2022-23 2023-24 2024-25
Group A
Offenses Investigated 2248 2340 2434
Group A Offenses Clearance Rate 28% 23% 25%
2023-20
24 Major Accomplishments
• The
Investigations Bureau transitioned from Lexis/Nexis data analytics to TransUnion TLO data analytics & Cellhawk Analytics for cost savings and additional technological resources.
• The Investigation Bureau worked with the LA County District Attorney’s Office and their Evidence.com program to increase discovery request/processing from the DA’s office.

Police Dep artment
FY 2024-2025 Preliminary Budget
L20
• Four investigators receive advance homicide investigations training and new investigations will be attending as training becomes available. • Investigators utilized social media to better communicate crime trends with the public regarding fraud by posting PSAs on Instagram and posting their interview with the Chinese Daily News on Youtube.com, which received over 19,000 views. • Investigators attended and participated in council members’ Town Hall Meetings, Neighborhood/Business Watch Meetings, and community events to educate the public. • The Investigations Bureau handled its first sole homicide investigation that resulted in two felony filings.
• The Investigation Bureau assisted the Traffic Bureau by apprehending a felony hit & run suspect that fled to another county.
• The Investigation Bureau coordinated a Regional Investigators monthly recurring meeting involving seven surrounding agencies to combat burglaries in the San Gabriel Valley.

Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $2,500,108 $2,746,916 $2,746,916 $3,320,136 Special Revenue $238,819 $340,065 $340,065 $407,799
ARPA $43,155 $40,608 $40,608 $0
Total Expenditures $2,782,083 $3,127,589 $3,127,589 $3,727,935

Po lice Department
FY 2024-2025 Preliminary Budget
L21
Division: Animal Services

Pol ice Department
FY 2024-2025 Preliminary Budget
L22
Division No.: 3111
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $102,943 $179,815 $179,815 $184,825 Services $102,633 $149,950 $149,950 $190,315
Commodities $560 $2,500 $2,500 $4,350
Internal Services $49,376 $61,644 $61,644 $68,989
Total Expenditures $255,513 $393,909 $393,909 $448,479
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
Prog
ram Details
The A
nimal 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 ne glect, 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. 2024-20
25 Goals and Objectives
• The
Animal Services Bureau will utilize a mainstream social media outlet page such as Facebook or Instagram to focus on reuniting lost pets with their owners in a timely fashion and promote services/events.
• The Animal Services Bureau will develop a wildlife /coyote management program that will focus on educating the community and address problematic wildlife /coyote behavior.
• The Animal Services Bureau will conduct one vaccination and licensing clinic during the fiscal year.

Actual Estimate d Projected
2022-23 2023-24 2024-25
Numb
er 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

Pol ice Department
FY 2024-2025 Preliminary Budget
L23
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 2023-20
24 Major Accomplishments
• The A
nimal services Bureau added one full-time Animal Services Officer position. • Animal Services Bureau began providing the community with services seven days a week.
• A second animal services vehicle that was retired was mechanically and cosmetically refurbished and reinstated back into the fleet to provide service for the community. • The Animal Services Bureau successfully reunited 35 lost pets with their owners this fiscal year.

This number is significant when comparing it to the overall cost of housing animals at the LA County Animal Shelter. Additionally, by reuniting lost pets with their owners we are reducing the risk of stress and illness in our animal community.

Funding So
urce by Type:

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $228,084 $363,027 $363,027 $431,094
Special Revenue $6,658 $8,980 $8,980 $17,385
ARPA $20,770 $21,902 $21,902 $0
Total Expenditures $255,513 $393,909 $393,909 $448,479

Police Department
FY 2024-2025 Preliminary Budget
L24
Division: Communications
Divis
ion No.: 3112
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $1,108,597 $1,267,178 $1,267,178 $1,304,000 Services $230,615 $232,120 $232,120 $241,885
Commodities $994 $5,220 $5,220 $6,725
Internal Services $250,841 $285,313 $285,313 $334,688
Debt Service $307,745 $2,255,799 $307,745 $0
Total Expenditures $1,898,791 $4,045,630 $2,097,576 $1,887,298 Authorized Full-Time
Equivalent Positions 10.25 11.25 11.25 11.25

Police Department
FY 2024-2025 Preliminary Budget
L25
Program Details
The C
ommunications 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 landline, wireless voice and text 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. The Communications Supervisor has immediate oversight of the Bureau, while the Support Services Lieutenant has overall responsibility for the Bureau.

In c
ritical incidents, when danger is imminent, it is imperative to have highly trained personnel who can quickly identify and solve problems by effectively utilizing available resources in a timely manner. Deployment of public safety services and other resources depends on the ability of this Bureau to make timely and accurate decisions based on the information obtained from the callers.

Immediate access to translation services through on-duty, bilingual personnel and telephone translation services for the non-English speaking and the hearing -impaired community enhances our service.

To b
etter 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 as well as other governmental agencies.
2024-202
5 Goals and Objectives
• To set a high standard of professionalism and conduct in the Bureau by providing effective leadership and direction while continually assessing employee performance. • Develop and encourage professional and personal growth for Dispatchers, enabling collaboration with management to achieve the goals and objectives of the Department. • Implementation of a new Dispatch work schedule which would allow for personnel to take breaks and the Communications Supervisor to primarily focus attention on administrative duties.
• Support Services Commander and Communications Supervisor to meet at least monthly to identify and address issues relating to equipment, training, personnel, and the overall efficiency of the Bureau.

Police Department
FY 2024-2025 Preliminary Budget
L26
Actual
2022-23
Estimated
2023-24
Projected
2024-25
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
2023
-2024 Major Accomplishments
• The 911 telephone system has been modernized with an upgrade from legacy 911 (E911) to Next Generation 911 (NG911). E911 is an older, voice-centric system that relies primarily on location information from cellular and landline networks, while NG911 is a newer, IP-based system that can integrate a wider range of data sources and communication technologies to improve emergency response. This upgrade allows for seamless communications across various types of technology. • Two Dispatcher trainees were successfully processed through training and are now performing their regular duties. This has greatly reduced overtime usage and increased overall morale in the Bureau
• The Communications Center acquired six new wide screen computer monitors to provide the dispatchers with an increased amount of screen space. This will enable them to efficiently display the numerous databases they access daily to carry out their duties. Four of the monitors were installed in the Communications Center, and the remaining two have been placed at the back up positions in the EOC.

Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,794,852 $3,833,203 $1,885,149 $1,739,704 Special Revenue $71,514 $99,628 $99,628 $117,610
ARPA $32,425 $112,799 $112,799 $29,985
Total Expenditures $1,898,791 $4,045,630 $2,097,576 $1,887,298

Police Department
FY 2024-2025 Preliminary Budget
L27
Division: Jail
Division No.: 3113
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $488,211 $537,322 $537,322 $618,443 Services $36,518 $48,175 $48,175 $48,175
Commodities $11,926 $35,850 $35,850 $36,850
Internal Services $144,768 $151,380 $151,380 $174,254
Total Expenditures $681,422 $772,726 $772,726 $877,722
Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00

Police Department
FY 2024-2025 Preliminary Budget
L28
Program Details
The J
ail 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. 2024-20
25 Goals and Objectives
• Jail p
ersonnel will help contribute to the community by presenting at the Citizen’s Academy. Offering knowledge and information regarding the jail booking process. • Jail personnel will attend formal STC-certified Officer Wellness Training. This training will help Jailers with mental health and work-related stress. • Jail personnel will attend formal STC-certified Mental Illness and the Inmate Population Training, this training will help better identify the needs of the jail population. • Jail Management will collaborate with surrounding cities who operate a Type 1 Jail Facility and discuss emerging changes and common challenges. • Participate in the research for CAD/RMS/JMS Systems.

Actual
2022-23
Estimated
2023-24
Projected
2023-24
Prisoners Booked (Excluding fee-paying) 627 745 730
Fee-Paying Prisoners Booked 1 15 3
Total Prisoners Booked 628 760 733
2023-20
24 Major Accomplishments
• The J
ail Policy and Procedure Manual revised and updated with 2023 BCSS Title 15 Regulations.
• In October 2023 The Annual Health Department inspection was completed and in September 2023 the Grand Jury Audit was completed all with zero deficiencies and upholding State and County compliance guidelines.
• Successfully train and educate personnel on the implementation of Pretrial Risk Evaluation
Program.

Police Department
FY 2024-2025 Preliminary Budget
L29
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $624,748 $701,348 $701,348 $805,603
Special Revenue $36,515 $49,476 $49,476 $50,508
ARPA $20,159 $21,902 $21,902 $21,612
Total Expenditures $681,422 $772,726 $772,726 $877,722

Polic e Department
FY 2024-2025 Preliminary Budget
L30
Division: Records

Police Dep artment
FY 2024-2025 Preliminary Budget
L31
Division No.: 3114
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $674,600 $731,544 $731,544 $958,157 Services $92,688 $102,780 $102,780 $104,530
Commodities $25,015 $31,360 $31,360 $38,970
Internal Services $199,284 $177,838 $177,838 $208,614
Total Expenditures $991,586 $1,043,521 $1,043,521 $1,310,271 Authorized Full-Time
Equivalent Positions 11.00 11.00 11.00 11.00
Prog
ram Details
The R
ecords Bureau systematically processes, maintains, and distributes records and reports of all documented police incidents occurring within the City ’s boundaries. Significant Bureau tasks include: compiling crime statistics and information; inputting data into the Records Management System, accessing information in State and National law enforcement databases; maintaining and preparing purchasing reque sts of P olice Department supplies; preparing complaints for court; providing assistance at the Police public counter; responding to requests for information and assistance of citizens; compiling, auditing and submitting monthly data to the California National Incident Based Reporting system; and receiving fees for services provided at the public counter. 2024-20
25 Goals and Objectives
• Coordinate 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. • Implementation of a record sealing procedure to be in compliance with court ordered sealings.
• Procure a new CAD/RMS system, data transfer all existing data into the new system, train all existing personnel on the use of the new system and troubleshoot with the vendor any potential issues.

Police Dep artment
FY 2024-2025 Preliminary Budget
L32
• Ass
ist in the implementation of the city -wide PRA portal NextRequest to streamline the current process in which PRA’s are handled within PD.
• Process and enter all applicable firearms into the Automated Firearms System so that we may remain in compliance with DOJ.

Actual
2022-23
Estimated
2023-24
Projected
2024-25
Reports Processed: 4,000 4,477 4,750
Traffic Citations Processed: 2,803 3,323 3,500
Data Entry Completion (within 7 days) 96% 92% 94%
Complaints Processed for Court (within 8 days) 98% 91% 94% 2023-20
24 Major Accomplishments
• Mai
ntained a less than three percent error rate with monthly NIBRS submissions which allowed MPPD to get certified with the state.
• Implementation of the LA County’s DA’s Office Evidence.com into our everyday court complaint process.
• Group projects established to begin the implementation of a procedure to purge and seal records.

Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $896,341 $941,963 $941,963 $1,212,172
Special Revenue $50,755 $68,705 $68,705 $67,527
ARPA $44,491 $32,853 $32,853 $30,573
Total Expenditures $991,586 $1,043,521 $1,043,521 $1,310,271

Polic e Department
FY 2024-2025 Preliminary Budget
L33
Division: Computer Services
Divis
ion No.: 3115
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $0 $0 $0 $0
Services $481,138 $553,857 $553,857 $1,352,001
Commodities $4,402 $25,900 $25,900 $25,900
Capital Outlay $60,406 $85,400 $85,400 $0
Total Expenditures $545,946 $665,157 $665,157 $1,685,646 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Pro
gram 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.

Cont
ract 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.

Police Dep artment
FY 2024-2025 Preliminary Budget
L34
2024-2025 G
oals and Objectives
• Segmen
t department Traffic to be on its own network
• Upgrade NetMotion Software to recent version
• Upgrade Crossroads software on desktops and iPads in Traffic Bureau 2023-2024 M
ajor Accomplishments
• Upgra
ded internet speed from 200 MB to 1 GB
• Completed the installation of dual modem cradle point system in police cars • Upgrade desk phones from PBX to VoIP phones
• Added two Surface Pro 9 to Detectives Bureau, allowing them to work more efficiently in the field
• Upgraded primary firewall
• Traffic installation of robo dot and other 3d Rendering Hardware/Software including high powered Workstation
Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $482,539 $579,757 $579,757 $1,377,901
Special Revenue $0 $0 $0 $307,745
ARPA $63,407 $85,400 $85,400 $0
Total Expenditures $545,946 $665,157 $665,157 $1,685,646

Police Department
FY 2024-2025 Preliminary Budget
L35
Division: Community Engagement Bureau

Police Department
FY 2024-2025 Preliminary Budget
L36

Police Department
FY 2024-2025 Preliminary Budget
L37
Division No.: 3120
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $1,222,725 $1,410,606 $1,410,606 $2,042,796 Services $8,133 $8,468 $8,468 $8,468
Commodities $5,448 $27,270 $27,270 $28,170
Internal Services $339,539 $374,111 $374,111 $425,580
Capital Outlay $8,784 $6,041 $6,041 $0
Total Expenditures $1,584,629 $1,826,496 $1,826,496 $2,505,014 Authorized Full-Time
Equivalent Positions 9.75 10.75 10.75 10.75
Prog
ram Details
The C
ommunity 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 l ong-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 with families, and interim and permanent housing resources. Team members are projected to make over 1,000 contacts this year and facilitate shelter for approximately 48 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 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.

Police Department
FY 2024-2025 Preliminary Budget
L38
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 offer servic es 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.
2024-20
25 Goals and Objectives
• The C
ommunity Engagement Team will continue to actively engage in community events, to foster open communication and build trust with the community. • Increase participation in community policing programs such as neighborhood watch meetings and citizen academies to engage in dialogue with the residents to promote trust, transparency and a better understanding of the needs and priorities of the community. • Re-establish partnerships with local businesses, organizations, and schools for dialogue on community needs and collaborate on crime prevention and safety. • Develop a recruitment team to implement an organic recruitment strategy approach to hire qualified police officer recruits and lateral police officers that understand community orienting policing, customer service and cultural competency. • Develop and utilize social media platforms to hire and recruit new employees and to foster transparency, build trust and connect with the community to share information, community events, and crime prevention.
• The Neighborhood Engagement Team will work with the Los Angeles County Department of Mental Health to provide trauma services/resources to assist trauma victims, including the availability of comfort dogs. This resource will be utilized in collaboration with Monterey Park Police Detectives to assist with providing resources to trauma victims or victims experiencing homelessness.
• The Neighborhood Engagement Team will produce a quarterly peer support/wellness newsletter to be distributed to department staff.
• Implement the use of the Monterey Park Police Department Bike Patrol to assist with homeless outreach.
• Work with the San Gabriel Valley Council of Government (SGVCOG) to secure funding and resources that will provide supportive services, housing, and long-term solutions to our unhoused population.

Police Department
FY 2024-2025 Preliminary Budget
L39
• Develop a Police Explorer Shooting Team and compete in police explorer competitions. 2023-20
24 Major Accomplishments
• The
Monterey Police Department hired new employees to include police officers, police cadets, police dispatchers and a part-time crime analyst to maintain public safety and address community needs.
• The Monterey Park Police Department Bike Patrol Program was implemented and provided high visibility and proactive policing in high targeted crime areas and police events. • Monterey Park Police Department Police Explorer Advisors enhanced the Explorer Program and won 6 trophies in multiple categories throughout various competitions. • Enhanced the development and training for Police Explorers to ride-along with patrol officers to promote mentorship and gain valuable skills and insight to the duties and responsibility of a police officer.
• The Community Engagement Bureau, in partnership with local business, held community events throughout the city including National Night Out, Coffee with A Cop, Cookie with A Rookie and a Toy Drive during the Christmas holiday which provided toys for underprivileged children.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,398,272 $1,474,037 $1,474,037 $1,907,955 Special Revenue $152,413 $303,599 $303,599 $575,646
ARPA $33,944 $48,860 $48,860 $21,414
Total Expenditures $1,584,629 $1,826,496 $1,826,496 $2,505,014

Fire Department
FY 2024-2025 Preliminary Budget
M1
Depart
ment 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.

Pro
grams 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 2024-2025 Preliminary Budget

M2
The Fire Chief is the administrative manager of the Department with the Emergency Operation Division being divided into three platoons with each managed by a Battalion Chief.

The 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.

Significant Changes

Beginning in Fiscal Year 2024-2025, two vacant Firefighter positions have been reallocated to Firefighter Paramedic positions. The positions have been reallocated due to an increase in medical related calls. The positions change will ensure the department retains its high level of service in the community.

Department Budget Summary

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget Fire Admin 3201 $1,125,244 $1,274,375 $1,274,375 $1,260,138 Fire Prevention 3205 $659,092 $1,152,692 $1,152,692 $1,427,573 Emergency Operations 3210 $10,119,600 $11,753,720 $11,753,720 $10,892,223 Emergency Medical Services 3220 $4,257,238 $4,293,429 $4,293,429 $5,686,794 Community Risk Reduction 3230 $654,956 $797,737 $797,737 $772,643 Code Enforcement 3240 $592,432 $677,532 $677,532 $900,692 Total Expenditures $17,408,563 $19,949,485 $19,949,485 $20,940,063 Authorized Full-Time
Equivalent Positions 63.50 65.00 65.00 65.00
Expenditures by Division

Fire Department
FY 2024-2025 Preliminary Budget

M3
Department Personnel Summary

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $14,178,967 $16,141,385 $16,141,385 $17,210,970 Special Revenue $2,115,835 $2,590,041 $2,590,041 $3,357,502 ARPA $754,966 $502,760 $502,760 $0
Enterprise $241,469 $257,957 $257,957 $371,592
Internal Service $117,326 $457,343 $457,343 $0
Total $17,408,563 $19,949,485 $19,949,485 $20,940,063 Full Time Part Time Full Time Part Time Fu ll Time Part Time FIRE - 3200
Fire Chief 1 - 1 - 1 - Code Enforcement Officer 3 - 3 - 3 - Division Chief 3 - 4 - 4 - Fire Captain 12 - 12 - 12 - Fir e Engineer 12 - 12 - 12 - Fire Fighter 11 - 11 - 9 - Fire Fighter/Paramedic 13 - 13 - 15 - Fire M arshal 1 - 1 - 1 - Fire Prevention Permit Technician I 1 - 1 - 1 - Fire Safety Specialist 2 - 2 - 2 - Principal Management Analyst 1 - 1 - 1 - Senior Account Clerk 2 - 2 - 2 - Senior Clerk Typist 1 - 1 - 1 - Senior Code Compliance Officer 1 - 1 - 1 - FIRE TOTAL 64 - 65 - 65 - 2022-2023 2023-2024 2024-2025

FY FY FY

Fire Department
FY 2024-2025 Preliminary Budget
M4

Monterey Park Fire Department
Organizational Chart

Fire Chief
Administration

Battalion Chief (1)
Principal Mgmt Analyst (.80)
Sr. Account Clerk (1.50)

Fire Prevention

Fire Marshal (.50)
Fire Safety Specialist (2)
F.P. Permit Technician (1)

Code Enforcement

Fire Marshal (.50)
Sr. Code Enforcement Officer (1)
Code Enforcement Officers (3)

Community Risk
Reduction

Battalion Chief (1)
Fire Captain (1)

Emergency Operations

Battalion Chief (1)
Fire Captain (10)
Fire Engineer (10)
Firefighter/Paramedic (1)
Firefighter (9)

Emergency Medical Services

Battalion Chief (1)
Fire Captain (1)
Fire Engineer (2)
Firefighter/Paramedic (14)
Principal Mgmt Analyst (.20)
Sr. Account Clerk (.50)

Fire Department
FY 2024-2025 Preliminary Budget

M5
Division: Fire Administration

Division No.: 3201

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $364,339 $536,645 $536,645 $533,214 Services $374,884 $181,337 $181,337 $554,655
Commodities $45,720 $92,828 $92,828 $72,039
Internal Services $82,096 $88,565 $88,565 $100,229
Capital Outlay $258,205 $375,000 $375,000 $0
Total Expenditures $1,125,244 $1,274,375 $1,274,375 $1,260,138

Authorized Full-Time
Equivalent Positions 2.50 4.00 4.00 4.00

Program Details

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

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

Fi re Department
FY 2024-2025 Preliminary Budget
M6
Th
e 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.
2024
-2025 Goals and Objectives
• Re
search and apply for additional industry specific grant funding to enhance public safety services and equipment in the community and region.
• Work collaboratively with Public Works on the rebuilding of Fire Station 63 • Work collaboratively with Public Works on the upgrades of Fire Station 61 2023
-2024 Major Accomplishment
• Recei
ved $3.5 million in local and federal grant funds for Fire Station 61 upgrades and the rebuilding of Fire Station 63
• Added a Battalion Chief position to assist in the oversight of the Administration Division • Hired an additional Senior Account Clerk to assist in the Administration Division Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $453,029 $650,200 $650,200 $758,490
Special Revenue $306,457 $142,424 $142,424 $501,648
ARPA $365,759 $481,751 $481,751 $0
Total Expenditures $1,125,244 $1,274,375 $1,274,375 $1,260,138

Fire Department
FY 2024-2025 Preliminary Budget

M7
Division: Fire Prevention

Division No.: 3205

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $279,350 $514,779 $514,779 $661,248 Services $231,602 $151,300 $151,300 $204,540
Commodities $7,344 $15,700 $15,700 $17,400
Internal Services $140,796 $470,913 $470,913 $544,385 Total Expenditures $659,092 $1,152,692 $1,152,692 $1,427,573

Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50

Programs Details

The Fire Prevention Division is dedicated to enhancing public safety and safeguarding property by conducting thorough on-site fire and life safety inspections, carrying out field investigations, implementing engineering solutions, overseeing construction projects for adherence to fire safety standards, and fostering community awareness.

Fi re Department
FY 2024-2025 Preliminary Budget
M8
The
Division is tasked with enforcing California Health and Safety Code regulations by conducting compliance inspections and promoting adherence to state and local standards for both new and existing buildings and facilities.

Its initiatives are categorized into two main programs: Fire Safety Programs, aimed at minimizing risks associated with potential loss of life or property, and Environmental Safety Programs, which focus on mitigating hazards that may pose threats to the environment, including the handling of hazardous materials and industrial waste mitigation.

Additionally, the Division is responsible for recouping costs associated with inspection services, plan reviews, fire permits, and field investigations as stipulated by the California Fire Code and local ordinances.
2024
-2025 Goals and Objectives
• Im
prove organizational effectiveness and efficiency: Digitize Fire Prevention plans, inspections, Industrial waste, 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 aids in efficiency 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. • Complete Holiday Inn on 400 N. Atlantic Blvd. and other major projects: Continue to collaborate with design professionals for Celedon, the Market Place Development, multiple mixed-use developments and other major development projects. This is done with permits for their 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 major projects in a timely manner. • Hire and onboard one additional Fire Safety Specialist, ensuring they receive comprehensive training, necessary equipment, and a vehicle. This investment will bolster the fire prevention team, enhancing its capacity to conduct inspections effectively and achieve program objectives efficiently.
• Implement Industrial Waste inspections into our FOG programs through collaboration with John L. Hunter company. Discontinue the current Industrial Waste contract with LA County.
• Through 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. • Adopt the 2025 California Code of Regulations, Title 24, to include the California Fire Code with local code amendments.

Fi re Department
FY 2024-2025 Preliminary Budget
M9
2023-2024 Major Accomplishments
• Com
pletion of Self Storage on Monterey Pass Road, multiple single-family residence finals and opened numerous new businesses. 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. • Diligent 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.
• Communicating 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.
• Digitized 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.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $635,176 $1,105,723 $1,105,723 $1,300,797
Special Revenue $23,916 $44,869 $44,869 $36,626
Enterprise $0 $0 $0 $90,150
Internal Service $0 $2,100 $2,100 $0
Total Expenditures $659,092 $1,152,692 $1,152,692 $1,427,573

Fire Department
FY 2024-2025 Preliminary Budget

M10
Division: Emergency Operations Division

Division No.: 3210

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $7,656,446 $8,524,425 $8,524,425 $7,154,378 Services $373,583 $825,097 $825,097 $398,700
Commodities $326,465 $253,346 $253,346 $900,526
Internal Services $1,763,105 $2,129,843 $2,129,843 $2,438,619 Capital Outlay $0 $21,009 $21,009 $0
Total Expenditures $10,119,600 $11,753,720 $11,753,720 $10,892,223

Authorized Full-Time
Equivalent Positions 34.00 34.00 34.00 34.00

Program 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 2024-2025 Preliminary Budget
M11
Com
mand and control of Emergency Operations is provided on a daily basis by three 24-hour platoon schedule Battalion Chiefs. In addition to daily emergency operations, each Battalion Chief performs several staff assignments. These include: Emergency Medical Coordinator, Personnel Administration, Training Coordinator, Disaster Preparedness Coordinator, Incident Safety Officer, and Fleet/Facility Maintenance.

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. • Effectively 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.
• Develop and implement long -range fire/rescue pl anning objectives for future fire needs through best practices, continuing education, and regional operational forecasting. • Provide for the initial determination of causation and origin of all fires occurring within the jurisdiction.
• Make 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.
• Provide training and career development opportunities for personnel using accepted models with an emphasis on meeting long-range organizational goals. 2024
-2025 Goals and Objectives
• Co
ntinue infrastructure assessment of department facilities in collaboration with other city departments
• Continue training of probationary members
• Conduct and complete recruitment to fill positions
2023
-2024 Major Accomplishments
• Pa
rticipated in numerous multi- city/multi-agency drills which enhanced interoperability and efficient response
• Promoted six new Fire Captains
• Promoted five new Fire Engineers
• Hired three new Firefighters

Fi re Department
FY 2024-2025 Preliminary Budget
M12
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $8,293,970 $9,495,120 $9,495,120 $8,748,138 Special Revenue $1,319,096 $1,824,348 $1,824,348 $2,144,085 ARPA $389,207 $21,009 $21,009 $0
Internal Service $117,326 $413,243 $413,243 $0
Total Expenditures $10,119,600 $11,753,720 $11,753,720 $10,892,223

Fire Department
FY 2024-2025 Preliminary Budget

M13
Division: Emergency Medical Services

Division No.: 3220

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $2,945,967 $2,921,844 $2,921,844 $4,270,798 Services $413,157 $437,942 $437,942 $445,368
Commodities $87,195 $185,050 $185,050 $109,050
Internal Services $700,414 $748,592 $748,592 $861,578 Capital Outlay $110,505 $0 $0 $0
Total Expenditures $4,257,238 $4,293,429 $4,293,429 $5,686,794

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 2024-2025 Preliminary Budget
M14
Sp
ecific Service Objectives are:
• Mai
ntain advance life support (ALS) service in a timely manner to all areas of the community using state -of-the-art equipment and personnel trained in the most modern emergency medical techniques.
• Maintain 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.
2024
-2025 Goals and Objectives
• Str
engthen collaboration with the Police Department on the Tactical EMS Program, with a focus on securing grant funds for a new tactical response vehicle to enhance emergency response capabilities in critical situations.
• Proactively prepare for an upcoming audit from the County EMS Agency, ensuring compliance with regulations and best practices to maintain the department’s reputation for excellence.
• Implement EMS Supply vending machines to streamline the procurement process and enhance cost-tracking of consumable EMS supplies, optimizing resource utilization and operational efficiency.
2023
-2024 Major Accomplishments
• Se
veral EMS staff members contributed to panel discussions, including those hosted by prestigious institutions like USC Keck School of Medicine, to share insights and lessons learned from the January 21st incident.
• Four firefighters were sent to UCLA’s Center for Pre -Hospital Care for Paramedic Training, reflecting our commitment to ongoing education and skill enhancement within the department.
• Successfully secured funding and ordered two new rescue ambulances to bolster our department fleet and improve emergency response capabilities.

Fi re Department
FY 2024-2025 Preliminary Budget
M15
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $3,860,191 $3,779,050 $3,779,050 $5,111,388 Special Revenue $397,047 $482,878 $482,878 $575,406
Internal Service $0 $31,500 $31,500 $0
Total Expenditures $4,257,238 $4,293,429 $4,293,429 $5,686,794

Fire Department
FY 2024-2025 Preliminary Budget

M16
Division: Community Risk Reduction

Division No.: 3230
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $470,368 $584,832 $584,832 $538,808 Services $31,980 $62,850 $62,850 $63,550
Commodities $15,426 $29,750 $29,750 $29,750
Internal Services $137,182 $120,305 $120,305 $140,536 Total Expenditures $654,956 $797,737 $797,737 $772,643

Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00

Program 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 Emerg ency 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.

Through 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.

Fi re Department
FY 2024-2025 Preliminary Budget
M17
Th
e following are the specific service objectives:

EOC Development and Operations
• De
velop 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.
• Coordinate with all City departments to produce a cohesive emergency response framework.
• Follow the National Response Framework and comply with the requirements of the National Incident Management System (NIMS).
• Prepare for and participate in planned events that require a unified command for efficiency and success.
• Highest level of readiness, utilize all resources made available to the City to further disaster readiness and training of City personnel to function before, during, and after an incident.

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

Community Risk Reduction
• De
velop 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.

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.

Fi re Department
FY 2024-2025 Preliminary Budget
M18
2024-2025 Goals and Objectives
• Re
duce the number and severity of fires
• Improve the 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
• Complete and implement the City’s updated Local Hazard Mitigation Plan 2023
-2024 Major Accomplishments
• Conduc
ted community outreach meetings in the development of the City’s Local Hazard Mitigation Plan
Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $605,024 $714,120 $714,120 $711,876
Special Revenue $49,932 $73,117 $73,117 $60,767
Internal Service $0 $10,500 $10,500 $0
Total Expenditures $654,956 $797,737 $797,737 $772,643

Fi re Department
FY 2024-2025 Preliminary Budget
M19
Division: Code Compliance
Division No.: 3240
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $343,236 $396,834 $396,834 $553,768 Services $24,074 $79,970 $79,970 $82,470
Commodities $3,498 $8,980 $8,980 $11,380
Internal Services $221,624 $191,748 $191,748 $253,074
Total Expenditures $592,432 $677,532 $677,532 $900,692
Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50
Pro
gram Details
The
role of Code Compliance is dedicated to enhancing the overall quality of life within our community, encompassing both residential and business sectors. In alignment with the objectives outlined by the City Council, as well as th e Monterey Park Municipal Code and other relevant regulations, the primary goal is to foster a secure and thriving environment.

The
Code Compliance Division diligently upholds municipal codes pertaining to various aspects such as substandard housing, building standards, property maintenance, and land- use, with the overarching goal of enhancing the aesthetic and functional aspects of properties citywide.

In r
esponse to citizen concerns conveyed to the City, as well as through proactive measures, Code Compliance employs a range of strategies to address identified issues. These include providing guidance to property owners on rectifying deficiencies and, when necessary, issuing civil citations and overseeing public nuisance hearings. However, the primary emphasis is on fostering voluntary compliance among property owners, tenants, and business operators.

The
division places significant emphasis on conducting thorough on-site inspections and engaging in public education initiatives. Moreover, collaboration with various City departments and external agencies is integral to the Code Compliance team's efforts, ensuring a coordinated and holistic approach to community enhancement.

Fi re Department
FY 2024-2025 Preliminary Budget
M20
2023-2024 Goals and Objectives
• Cont
inue to educate the community on quality-of-life issues and code compliance matters. Create and translate new forms to promote transparency and provide resources to the community.
• Continue to organize professional training for Division staff. Continue ongoing and interactive training of office and field staff with an emphasis on quality customer service and educating the public.
• Develop flow charts for Division functions and programs. Continue to improve procedures and processes in the Division.
• Create and maintain a log of all permits and plan check fees code compliance has contributed to general fund.
• Continue to respond to complaints in a timely manner, depending on the severity of complaint(s).
• Update the code compliance website to better assist and serve property owners, tenants, and the business community.
2023
-2024 Major Accomplishments
• Cont
inued to improve the operations of the Code compliance Division. • Partnered with the Fire Prevention Division to inspect multi-family properties for enforcement of the City's property maintenance regulations. • Successfully implemented resolutions recognizing National Code Enforcement Appreciation Week and National Human Trafficking Awareness Day. • Partnered with John L. Hunter to conduct fat, oil, and grease inspections at business throughout the City and improved the integrity of the City’s sewer system. • Actively participated in City events, disseminated educational materials, and proficiently addressed inquiries related to the City’s municipal code. • Facilitated collaborative efforts with Fire Department and Police Department personnel in the enforcement of citations. In the year 2023, a total of 15 citations were issued, amounting to the sum of $15,000.
• Worked with other Departments and Division to achieve goals established by the City Council and City Manager.
• Remained active in the professional organization of the California Association of Code Enforcement Officers.

Fi re Department
FY 2024-2025 Preliminary Budget
M21
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $331,577 $397,172 $397,172 $580,280
Special Revenue $19,386 $22,404 $22,404 $38,970
Enterprise $241,469 $257,957 $257,957 $281,442
Total Expenditures $592,432 $677,532 $677,532 $900,692

Li brary Department
FY 2024-2025 Preliminary Budget
N1
Department Overview
The
mission of the Monterey Park Bruggemeyer Library is to create opportunities for learners of all ages and backgrounds, to foster community connections, and to advance all aspects of literacy in Monterey Park.

Library Department
FY 2024-2025 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 building, inte rnet 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.

Significant Changes

There are no significant changes for Fiscal Year 2024 - 2025.

Department Budget Summary

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget Library Admin 6001 $620,093 $682,606 $682,606 $693,626
Adult & Teen Services 6002 $542,669 $804,641 $804,641 $798,989 Technical Services 6003 $427,745 $503,554 $503,554 $674,327 Circulation 6004 $45,605 $0 $0 $0
Literacy 6005 $396,028 $526,393 $526,393 $568,273
Children Services 6006 $406,825 $727,877 $727,877 $614,305 Total Expenditures $2,438,965 $3,245,071 $3,245,071 $3,349,520 Authorized Full-Time
Equivalent Positions 24.00 26.50 26.50 26.50
Expenditures by Division

Library Department
FY 2024-2025 Preliminary Budget

N3
Department Personnel Summary

Full Time Part Time Full Time Part Time Full Time Part Time 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 - 0 - Librarian 4 1.00 4 1.00 4 1.00
Library Assistant 5 3.50 5 6.00 5 6.00 Library Circulation Serv Supervisor - - 0 - 0 - Library Page - 2.50 0 2.50 0 2.50
Library Technician 2 - 2 - 2 - Se nior Librarian 3 - 3 - 3 - Senior Library Assistant - - 0 - 0 - LIBRARY TOTAL 17.00 7.00 17.00 9.50 17.00 9.50
2022-2023 2023-2024 2024-2025

FY FY FY

Library Department
FY 2024-2025 Preliminary Budget

N4
Department Organizational Chart

Monterey Park Bruggemeyer Library
City Librarian
Library Administration

City Librarian (1)
Administrative Secretary (1)
Adult & Teen Services

Senior Librarian (1)
Librarian (2)
Librarian PT (1)
Library Assistant (1)
Library Assistant PT (2)

Children’s Services

Senior Librarian (1)
Librarian (2)
Librarian PT (1)
Library Assistant (1)
Library Assistant PT (2)

Operational Support
Services

Senior Librarian (1)
Library Technician (2)
Library Assistant (1)
Library Assistant PT (4)
Library Page PT (4)
Literacy & Citizenship Services

Adult Literacy Coordinator (1)
Library Assistant (2)
Library Assistant PT (4)
Library Page PT (1)

Library Department
FY 2024-2025 Preliminary Budget

N5
Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,995,884 $2,636,875 $2,636,875 $2,974,602 Special Revenue $296,235 $265,463 $265,463 $193,264
ARPA $146,846 $342,734 $342,734 $181,654
Total $2,438,965 $3,245,071 $3,245,071 $3,349,520

Library Department
FY 2024-2025 Preliminary Budget

N6
Division: Library Administration
Division No.: 6001

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $257,354 $309,429 $309,429 $314,485 Services $265,719 $157,410 $157,410 $181,366
Commodities $19,647 $16,300 $16,300 $16,300
Internal Services $71,873 $153,406 $153,406 $181,474 Capital Outlay $5,500 $46,062 $46,062 $0
Total Expenditures $620,093 $682,606 $682,606 $693,626

Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00

Programs 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:

• Direct 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).

Li brary Department
FY 2024-2025 Preliminary Budget
N7
2024-2025 Goals and Objectives
• Reco
nfigure library spaces to better meet contemporary needs. • Continue to explore funding options for mobile library services in order to extend the Library’s services to hard to reach or underserved residents. • Develop a plan with local school districts to issue library cards to all students by third grade in response to California SB 321: Local Public Library Partnership Program. 2023
-2024 Major Accomplishments
• Ex
panded the Library’s open hours to provide 6 day per week service to make using library resources and services easier and more convenient for residents. • Redesigned the Library’s website to make the Library’s virtual presence appealing and easy to use.
• Completed Storytime Room renovations and installed the stained-glass windows from the original 1929 Library building to improve the functionality, aesthetics, comfort and appeal of the Library.
• Partnered with community organizations to provide programs and services to support the mental health and wellness of community members in the wake of the January 21, 2023 tragic incident.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $534,249 $608,617 $608,617 $664,351
Special Revenue $80,344 $27,927 $27,927 $29,274
APRA $5,500 $46,062 $46,062 $0
Total Expenditures $620,093 $682,606 $682,606 $693,626

Lib rary Department
FY 2024-2025 Preliminary Budget
N8
Division: Adult and Teen Services
Division No.: 6002
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $368,389 $609,799 $609,799 $590,596 Services $360 $2,000 $2,000 $5,281
Commodities $27,134 $48,398 $48,398 $32,100
Internal Services $146,786 $144,444 $144,444 $171,012
Total Expenditures $542,669 $804,641 $804,641 $798,989
Authorized Full-Time
Equivalent Positions 6.00 6.50 6.50 6.50
Prog
rams Details
The A
dult and Teen Services Division helps adults and teens access information and materials through the library collection, online and through 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:
• Develop and implement a broad variety of adult programs that target diverse community audiences and provide opportunities for recreation, education, health and wellness, cultural enrichment, career and life-skill development, and legal and social support. • Provide teens with programming that is driven by their interests and encompasses academic support, recreation and cultural activities, and mental health and wellness. • Answer information requests in-person, by telephone, online and by email. • Help library p atrons select leisure reading material s suitable for their taste and reading level.
• 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 with technology including computers, laptops, tablets and 3D printing, and provide programs for developing technological skills.
• Maintain a Home Delivery Program that provides seniors and homebound members of the community with access to library materials and readers’ advisory services.

Lib rary Department
FY 2024-2025 Preliminary Budget
N9
• Provi
de 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
2022-2023 2023-2024 2024-2025
Reference Transactions 6918 5870 2720
Adult/YA Programs Presented 195 387 480
Adult/YA Program Attendance 2322 4528 5000
2024-2025 Goals and Objectives
• Reor
ganize and expand the Adult collection to make it more appealing and relevant to users and to highlight underutilized materials such as graphic novels. • Develop book-focused programming and introduce readers’ advisory resources that help patrons select appropriate reading materials in order to i ncrease usage of the Adult and Young Adult collections.
• Provide targeted programming for new adults (18-30- year-olds) in order to address the needs of an underserved group within the community.
• Work with community partners to enhance career readines s and employment skills for a broader spectrum of the community including teens, community language-speakers and retirees/seniors.
2023-20
24 Major Accomplishments
• Double
d the number of adult programs from approximately 11 per month to over 20 per month.
• Received a State Library Parks Pass Grant and organized three community trips to State beaches attended by 300 patrons of all ages. Also created 20 Parks Packs which patrons can borrow to increase their engagement with outdoor and wilderness areas. • Introduced a suite of teen-driven educational and recreational programs including Speaking of English: Teen Conversation Club for ESL speakers, S tudy Hall, Anime Club, Teen Operation Recreation and the Teen Winter Reading Challenge.

Lib rary Department
FY 2024-2025 Preliminary Budget
N10
• Dive
rsified the young adult collection, with approximately 60% of new acquisitions being works by authors of color, LGBQTIA+ authors and authors with disabilities. Also increased the number of Chinese graphic novels and high interest-low reading level titles. • Delivered two college preparation workshops and three job readiness workshops with Chinatown Service Center to support teen career-readiness. • Received an OWL (Opportunities for Water Leadership) Grant from the San Gabriel Valley Municipal Water District and collaborated with Junior Friends teen volunteer group to develop conservation-focused book collections and programs.

Funding So
urce by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $486,060 $693,485 $693,485 $718,144
Special Revenue $27,157 $73,164 $73,164 $48,613
ARPA $29,451 $37,992 $37,992 $32,233
Total Expenditures $542,669 $804,641 $804,641 $798,989

Library Department
FY 2024-2025 Preliminary Budget

N11
Division: Operational Support Services
Division No.: 6003

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $280,378 $337,592 $337,592 $490,445 Services $36,997 $54,260 $54,260 $48,502
Commodities $3,762 $2,000 $2,000 $5,500
Internal Services $106,608 $109,702 $109,702 $129,880 Total Expenditures $427,745 $503,554 $503,554 $674,327

Authorized Full-Time
Equivalent Positions 5.50 6.50 6.50 6.50

Programs Details

The Operational Support Services Division is responsible for ordering, invoicing, receiving, cataloging and preparing for circulation all materials acquired by the library. Staff maintains the library automation system and electronic resources and loans 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.

Specific service objectives are to:
• Implement library circulation policies established by the Library Board of Trustees. • Manage library card registrations, maintain patron records and ensure patron privacy. • Check 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.
• Notify cardholders of long overdue, lost or damaged materials; calculate and collect fees; record and deposit money daily.
• Order, receive and catalog all library materials; process invoices for prin t and non-print items. Coordinate 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 ma intain all in -house and circulating computers, tablets, hotspots, printers, peripherals and network software.

Li brary Department
FY 2024-2025 Preliminary Budget
N12
• Ma
intain the collection by managing the processing of all materials for public and staff use and repairing damaged items.
• Sort and process donations and discarded items from the collection; prepare items for recycling.
• Conduct training on the usage of new technology for staff and for the public. • Conduct technology assistance program for the public. • Purchase and manage scanning hardware and software; assist users to digitize photos and videos.
• Keep circulation and technology use statistics.

PROGRAM MEASUREMENTS
Actual Estimated Projected
2022-23 2023-24 2024-25

ITEMS CIRCULATED
Total 154,482 174,000 175,000
Annual Circulation Per Capita1 2.5 2.8 2.8
Annual Hours of Opening 1,746 2,200 2,200
Amount Saved by Borrowing
Instead of Purchasing
$1,246,788 $1,140,140 $1,150,000
1 Population figure used for calculation: 61,096 2020 Federal Census Actual Estimated Projected
LIBRARY USERS 2022-23 2023-24 2024-25
User Visits Per Day 544 723 750
Total User Visits Per Year 140.872 200,000 210,000
New Cardholders Registered 3004 3,400 3,800
Total Library Cardholders 44,014 46,000 48,000
Number of Holds Fulfilled 4507 4,800 5,000
Actual Estimated Projected
2022-23 2023-24 2024-25

NEW ITEMS ADDED
Cataloged Books 4,353 4000 4,000
Cataloged Audio-Visual 194 140 125
Government Documents 59 25 0
Total Cataloged Items Added 4,839 4464 4,400

COLLECTION TOTALS
All Items 102,023 103,000 104,000

Li brary Department
FY 2024-2025 Preliminary Budget
N13
2024-2025 Goals and Objectives
• Launch a one-on-one technology assistance program for community members to receive assistance with devices and learn basic technology skills. • Coordinate with local businesses to offer library card sign-up events and promote relevant services to underserved and hard-to-reach residents.
• Research scanning technology that allows patrons to email and fax documents in order to make library resources and services easier and more convenient for every resident. 2023
-2024 Major Accomplishments
• Replaced public black-and-white printers with color, thereby expanding residents’ access to technology tools.
• Increased the number of Wi -Fi hotspots available for checkout to 47 to assist in bridging the digital divide.
• Received a California State Library Zip Books grant which allowed the library to diversify and expand the Library’s book collection.
• Migrated 240 historical photos to Flickr, a more user-friendly online platform. • Launched the Scan & Save digitization station, which allows residents to digitize personal photos, documents and VHS tapes, in order to expand resident’s access to technology tools to preserve their family records and historical photos.

Li brary Department
FY 2024-2025 Preliminary Budget
N14
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $383,071 $446,037 $446,037 $587,375
Special Revenue $21,032 $27,070 $27,070 $36,888
ARPA $23,641 $30,447 $30,447 $50,063
Total Expenditures $427,745 $503,554 $503,554 $674,327

Library Department
FY 2024-2025 Preliminary Budget

N15
Division: Literacy
Division No.: 6005

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $281,024 $422,465 $422,465 $454,182 Services $6,967 $10,201 $10,201 $7,661
Commodities $18,057 $17,857 $17,857 $16,705
Internal Services $89,980 $75,870 $75,870 $89,725
Total Expenditures $396,028 $526,393 $526,393 $568,273

Authorized Full-Time
Equivalent Positions 5.00 5.50 5.50 5.50

Programs Details

The Literacy Services Division provides individual tutoring to adult learners with low literacy skills and classroom instruction to English language learners. This division recruits and trains volunteers to tutor adults in one-to-one, small group or large class settings; provides instruction to adult learners to improve their speaking, reading and writing skills to get a job, assist their family or become naturalized citizens; develops partnerships with workforce programs to help new immigrants find work; and maintains program data and generates reports for federal and state grants. Specific service objectives are to:
• Recruit, train, match, monitor and support volunteer tutors. • 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.

Li brary Department
FY 2024-2025 Preliminary Budget
N16

PROGRAM MEASUREMENTS
Actual Estimated Projected
2022-23 2023-24 2024-25
Number of Students Participating 651 545 660
Number of Student Hours 7,839 6,315 7,920
Number of Tutors 27 35 35
Number of Tutor Volunteer Hours 1,078 1,120 1,120
Number of Students who became
U.S. Citizens
24 20 30
Number of Passports Executed 1,467 1,000 1,450
2024
-2025 Goals and Objectives
• Imp
rove access to and browsability of literacy materials for English language learners by reorganizing and expanding the literacy collection.
• Partner with community organizations to provide programming that targets life and work goals and meets the evolving needs of English language learners. 2023
-2024 Major Accomplishments
• Pa
rtnered with Chinatown Service Center and the Monterey Park Police Department to provide Health Literacy and Talking with the Police workshops to address current learning goals of adult learners.
• Initiated a Writing Club for English language learners. Twelve adult learners participated in this bi-monthly creative-writing program to practice writing letters, poetry and memoirs.
• Partnered with Asian Americans Advancing Justice to provide a Housing Rights Clinic where lawyers provided free legal consultation on housing rights. • Increased the number of English language classes, including an additional day for the Beginning-High English Class, an afternoon Citizenship Class, evening Beginning Literacy and a Conversation Class for beginning-level English language learners. • Secured a three-year English as a Second Language Literacy Grant from the California State Library’s California Library Literacy Services (CLLS).

Li brary Department
FY 2024-2025 Preliminary Budget
N17
Funding Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $203,623 $363,473 $363,473 $436,605
Special Revenue $147,369 $103,013 $103,013 $60,779
ARPA $45,037 $59,907 $59,907 $70,889
Total Expenditures $396,028 $526,393 $526,393 $568,273

Library Department
FY 2024-2025 Preliminary Budget

N18
Division: Children Services
Division No.: 6006

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Expenditures by Character Actual Original Budget Projected Budget Budget Salary and Benefits $297,253 $591,833 $591,833 $438,741 Services $699 $1,889 $1,889 $1,889
Commodities $31,577 $28,000 $28,000 $48,000
Internal Services $77,296 $106,154 $106,154 $125,675 Total Expenditures $406,825 $727,877 $727,877 $614,305

Authorized Full-Time
Equivalent Positions 5.50 6.00 6.00 6.00

Program Details

The Children’s Services Division is responsible for services to children from birth to middle school, caregivers, educators and schools. This division assists children, teachers and caregivers in locating and using library resources ; selects and manages the library’s print, audiovisual and electronic collections in the Children’s area; conducts storytimes, reading programs and other children’s events; and provides outreach into the community as well as tours and storytimes for visiting school groups.

Specific service objectives are to:
• Answer 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 to meet the educational, informational and recreational needs of the residents. • Target the informational and educational needs of the community by working with the community and governmental groups to respond with appropriate library services and materials.
• Encourage reading and promote the pleasure of reading by conducting storytimes. • Encourage reading and improve literacy by conducting reading programs for infants through sixth grade students.

Li brary Department
FY 2024-2025 Preliminary Budget
N19
• Sc
hedule cultural and educational programs for children that reflect the needs and desires of the community.
• Provide homework assistance services for elementary school students during the school year via high school volunteers.
• Partner with City departments to expand and enhance services for children and their families.

Pro
gram Measurements
Actual Estimated Projected
2022-2023 2023-2024 2024-2025
Reference Transactions 4,099 6,000 6,500
Children’s Programs 358 375 400
Children’s Program Attendance 21,931 22,000 23,000
Children’s Outreach Attendance 6,655 7,000 7,500
2024-2
025 Goals and Objectives
• De
velop and implement a weekly Preschool Storytime for children ages 3 – 5 to promote literacy, language development and school readiness.
• Organize a monthly Caregiver Meet -Up event in collaboration with local parents and organizations to increase community connections and foster the Library as a meeting space for the community.
• Strengthen international languages collection in the Children’s Division by purchasing new materials in community languages and removing old and outdated materials to increase the relevance and access of children’s materials.
• Increase and diversify outreach efforts by contacting previously underserved schools and community organizations.

Li brary Department
FY 2024-2025 Preliminary Budget
N20
2023-2024 Major Accomplishments
• De
veloped and implemented an inclusive Sensory Storytime for children with autism and other sensory processing challenges.
• Implemented new programming including STEAM Train, which introduces children ages 3-5 to basic science, technology, engineering, art, and math concepts with engaging and hands-on activities , and Art Zone, a program that introduces children ages 5 – 12 to impactful artists from history.
• Deepened relationships with local schools by assigning librarians as staff liaisons to the districts and conducting extensive outreach.
• Collaborated with Recreation and Community Services to provide a rotating mobile library at the Monterey Park Day Care and Tiny Tots program.
• Recruited high school volunteers to offer Homework Help to elementary school children during the school year.
• Provided performances, reading incentives, and a wide variety of programs for children during Summer Reading Program, which saw a 20% increase in participation. • Offered the Read & Ride reading program in partnership with Recreation and Community Services, which rewarded children with free ride tickets for the City’s Play Days carnival. • Revitalized the Children’s Play Area by purchasing additional toys, puzzles and new furniture.

Funding
Source by Type
FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $343,275 $525,263 $525,263 $568,127
Special Revenue $20,333 $34,288 $34,288 $17,709
ARPA $43,216 $168,326 $168,326 $28,469
Total Expenditures $406,825 $727,877 $727,877 $614,305

Recreation and Community Services Department
FY 2024-2025 Preliminary Budget

O1

Department 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 an d 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 thr ough the fulfillment of their recreation, cultural, social and educational needs.

In addition to traditional programs, the Recreation and Community Services Department operates Community Dial -A-Ride, a volunteer program, and state -licensed Childcare progr ams and schedules Facility and Picnic Reservations. The department is also the liaison to three City Commissions: Recreation and Parks Commission, Commission on Aging, and Community Participation Commission.

Recreation and Community Services Department
FY 2024-2025 Preliminary Budget

O2
The Recreation and Community 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

Deleted Janitor position and added Recreation Specialist. The Recreation Specialist position provides additional support needed for the growing recreational programming and the position will continue to assist with maintaining a clean and safe facility.

Department Budget Summary

Funding Source by Type

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Funding Sources by Type Actual Original Budget Projected Budget Budget General Fund $1,590,396 $2,064,961 $2,064,961 $2,598,352 Special Revenue $691,079 $1,063,172 $1,063,172 $1,163,532 ARPA $845,112 $1,010,823 $1,010,823 $446,130
Enterprise $50,690 $63,446 $63,446 $67,682
Total $3,177,277 $4,202,402 $4,202,402 $4,275,696

FY 2022-23 FY 2023-24 FY 2023-24 FY 2024-25
Division Name Division No. Actual Original Budget Projected Budget Budget Facilities Supervision 6502 $695,711 $1,154,485 $1,154,485 $1,111,972 Aquatics 6503 $803,392 $766,959 $766,959 $811,788
Langley Center 6505 $555,204 $712,337 $712,337 $721,765 Childcare Activities 6506 $261,170 $297,256 $297,256 $241,504 Recreation Activities 6507 $85,467 $80,127 $80,127 $163,687 Community Participation 6508 $150,179 $293,883 $293,883 $235,253 Community Transportation 6511 $626,153 $897,355 $897,355 $989,727 Total Expenditures $3,177,277 $4,202,402 $4,202,402 $4,275,696 Authorized Full-Time
Equivalent Positions 36.75 36.75 36.75 36.75
Expenditures by Division

Recreation and Community Services Department
FY 2024-2025 Preliminary Budget

O3
Department Personnel Summary

Full Time Part Time Full Time Pa rt Time Full Time Part Time RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 - Adminitrative Aide 1 - 1 - 1 - Assistant Pool Manager - 0.50 0 0.50 0 0.50 Dial-A-Ride Driver 3 - 3 - 3 - Cashier - - 0 - 0 - Child Care Coordinator 1 - 1 - 1 - Child Care Teacher - 3.25 0 3.25 0 3.25 Clerk Typist - - 0 - 0 - Dial-A-Ride Dispatcher 1 - 1 - 1 - Janitor 1 - 1 - 0 - Junior Lifeguard - - 0 - 0 - Lifeguard - 1.50 0 1.50 0 1.50 Locker Room Attendant - - 0 - 0 - Pool Maintenance Worker 1 - 1 - 1 - Pool Manager - 3.50 0 3.50 0 3.50 Program Coordinator 2 - 2 - 2 - Recr eation Leader - 10.50 0 10.50 0 10.50 Recreation Manager 1 - 1 - 1 - Recreation Specialist - - 0 - 1 - Recreation Supervisor 2 - 2 - 2 - Senior Clerk Typist 1 - 1 - 1 - Senior Lifeguard - 1.00 0 1.00 0 1.00 Senior Recr eation Leader - 1.50 0 1.50 0 1.50 RECREATION / COMM. SERVICES TOTAL 15.00 21.75 15.00 21.75 15.00 21.75 2022-2023 2023-2024 2024-2025

FY FY FY