Monterey Park City Council
June 18, 2025

City Council of Monterey Park
The City Council Acting on Behalf of the Successor Agency of the Former Redevelopment Agency, the Housing Authority, the Monterey Park Financing Authority and the Monterey Park Geologic Hazard Abatement District Agenda
Regular Meeting
Monterey Park City Hall Council Chambers
320 West Newmark Avenue, Monterey Park, CA 91754
Wednesday, June 18, 2025
6:30 PM
Mission Statement
The mission of the City of Monterey Park is to provide excellent service, foster growth and opportunity, and create a joyous and collaborative environment.

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

General Information
Documents related to an Agenda item are available to the public in the City Clerk’s Office located at 320 West Newmark Avenue, Monterey Park, CA 91754, during normal business hours and at www.montereypark.ca.gov/agendas.

The public may watch the meeting live on the city’s cable channel MPKTV (AT&T U-verse, channel 99 or Charter Communications, channel 182) or by visiting the city’s website at http://www.montereypark.ca.gov/133/City-Council-Meeting-Videos. Per the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call City Hall at (626) 307-1359 for reasonable accommodation at least 24 hours before a meeting. Council Chambers are wheelchair accessible.

Public Participation
You may speak up to 5 minutes on an/each Agenda item. You may combine up to 2 minutes of time with another person’s speaking. No person may speak more than a total of 10 minutes. The Mayor and City Council may change the amount of time allowed for speakers. Written Communication will be accepted up to 24 hours before the meeting by completing an online form at www.montereypark.ca.gov/writtencomm.

While all comments are welcome, the Brown Act does not allow the City Council to take action on any item not on the agenda. The Council may briefly respond to comments after Public Communications is

closed. Persons may, in addition to any other matter within the City Council's subject-matter jurisdiction, comment on Agenda Items at this time. If you provide public comment on a specific Agenda item at this time, however, you cannot later provide comments at the time the Agenda Item is considered.

1. Call to Order
Mayor

2. Flag Salute
The Monterey Park Police Explorers

3. Roll Call
Henry Lo, Vinh Ngo, Jose Sanchez, Thomas Wong, Elizabeth Yang

4. Agenda Additions, Deletions, Changes and Adoptions

5. Public Communications

6. Staff Communications

7. Presentation

8. Old Business

9. Consent Calendar
All items under the Consent Calendar are considered by the City Council to be routine and will be enacted by one motion. Specific items may be removed from the Consent Calendar at the request of any member of the City Council for separate consideration.

9.A. Minutes
It is recommended that the City Council consider:

1. Approving the minutes from the special meetings of May 5, 2025 and May 7, 2025 and the regular meeting of May 7, 2025; and

2. Taking such additional, related, action that may be desirable.

9.B. Authorizing Mayor Pro Tem Yang to attend the Jewish Federation's Trip to Israel on July 20-27, 2025
It is recommended that the City Council consider:

1. Acknowledging that participation in the Jewish Federation's Trip to Israel is related to an important governmental function, and authorizing Mayor Pro Tem Yang to attend;

2. Taking such additional, related, action that may be desirable.

9.C. Adoption of Fiscal Year 2025-26 Annual Budget
It is recommended that the City Council consider:

1. Adopting by Resolution the City’s and Successor Agency’s Fiscal Year 2025-2026 Annual Budget; and

2. Taking such additional, related, action that may be desirable.

9.D. Amendment to Agreement 2230-AA with City Management Advisors, LLC for Executive Recruitment Services
It is recommended that the City Council consider:

1. Ratifying a Third Amendment with City Management Advisors, LLC in a form approved by the City Attorney, to provide executive recruitment services in an amount of $28,000;

2. Authorizing the City Manager, or designee, to appropriate $28,000 from the General Fund into the 2024-2025 Fiscal Year budget; and

3. Taking such additional, related, action that may be desirable.

9.E. Waive further reading and adopt an Ordinance amending the Monterey Park Municipal Code ("MPMC") to implement the General Plan concerning mixed use development and development standards
It is recommended that the City Council consider:

1. Waiving the second reading and adopting the proposed Ordinance; and

2. Taking such additional, related, action that may be desirable.

9.F. Urban Area Security Initiative - Award of Contract to Richard Beckman, of Beckman Educational Consultants, for the Regional Training Group ("RTG") Fire Service Training Officer
It is recommended that the City Council consider:

1. Authorizing the City Manager to execute a one year agreement in the amount of $150,000, with the option to extend for an additional two years, with Richard Beckman of Beckman Educational Consultants, LLC., in a form approved by the City Attorney, to provide training and further develop response readiness of Los Angeles area fire agencies for incidents of national significance for an amount not to exceed $450,000;

2. Authorizing the City Manager, or designee, to appropriate $150,000 in grant funding to the FY 2025-2026 budget; and

3. Taking such additional, related, action that may be desirable.

9.G. SB1 Funding - Annual Adoption of Projects
It is recommended that the City Council consider:

1. Adopting a resolution identifying a street maintenance project to be included in the FY 2025-26 and budget and funded with Road Maintenance and Rehabilitation Act (“RMRA”) funds, in a form approved by the City Attorney; and

2. Taking such additional, related, action that may be desirable.

9.H. Amendment to various Public Works Agreements for Fiscal Year 2025-26 It is recommended that the City Council consider:

1. Authorizing the City Manager to execute amendments to various Public Works agreements for Fiscal Year 2025-26, in a form approved by the City Attorney; and

2. Taking such additional, related, action that may be desirable.

9.I. Award of Contract to Ferguson Enterprises for Advanced Metering Infrastructure Project
It is recommended that the City Council consider:

1. Adopting a Resolution authorizing the City Manager to execute a design/build agreement, in a form approved by the City Attorney, with Ferguson Enterprises, LLC dba Ferguson Waterworks in the amount of $9,826,029 for the Advanced Metering Infrastructure (“AMI”) Project;

2. Authorizing the Director of Public Works to approve change orders and contingency up to $453,149, or 5% of the contract amount, for a total project cost of $9,826,029; and

3. Taking such additional, related, action that may be desirable.

CEQA (California Environmental Quality Act):

The proposed project is categorically exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to 14 California Code of Regulations § 15301 as a Class 1 categorical exemption (Existing Facilities). The Project results in minor alterations to existing public facilities involving no significant expansion of the existing use. The Project is not anticipated to have any significant impacts with regard to traffic, noise, air quality or water quality.

9.J. A Resolution of the City Council of the City of Monterey Park Declaring and Recognizing June 23, 2025, as the 43rd Anniversary of the Death of Vincent Jen Chin (As Requested by Council Member Lo)
It is recommended that the City Council consider:

1. Approving the attached resolution; and

2. Taking such additional, related, action that may be desirable.

9.K. A Resolution of the City Council of the City of Monterey Park Declaring and Recognizing June 23-27, 2025, as National Boys & Girls Club Week (Requested by

Council Member Sanchez)
It is recommended that the City Council consider:

1. Approving the attached resolution; and

2. Taking such additional, related, action that may be desirable.

9.L. Consideration of Sending Letter of Support on behalf of funding for Local Housing Trust Fund Programs in Housing Bonds
It is recommended that the City Council consider:

1. If desirable, adding the Council's signatures to a letter in support of funding for the Local Housing Trust Fund ("LHTF") program;

2. Taking such additional, related, action that may be desirable.

10. Public Hearing

10.A. Public Hearing to Consider Approving Assessments for the Citywide Maintenance District No. 93-1 for Fiscal Year 2025-26 Pursuant to Streets and Highways Code §§ 22500, et seq.

It is recommended that the City Council consider:

1. Opening the public hearing and receiving documentary and testimonial evidence;

2. Closing the public hearing and adopting a Resolution authorizing the Levy and Collection pf Assessments for Fiscal Year 2025-26 for Citywide Maintenance District No. 93-1 pursuant to Streets and Highways Code § 22587; and

3. Taking such additional, related, action that may be desirable.

CEQA (California Environmental Quality Act):

The City reviewed the environmental impacts of the extension under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). The proposed action is exempt from additional environmental review because it establishes, modifies, structures, restructures, and approves rates and charges for meeting operating expenses; purchasing supplies, equipment, and materials; meeting financial requirements; and obtaining funds for capital projects needed to maintain service within existing service areas.

10.B. A Resolution adopting the FY 25-26 Capital Improvement Plan It is recommended that the City Council consider:

1. Opening a public hearing to receive documentary and testimonial evidence;

2. After closing the public hearing and considering the evidence, adopting a Resolution finding the FY 2025-26 Capital Improvement Plan (“CIP”) conforms with the General Plan, authorizing the City Engineer to approve plans and specifications for capital improvement projects, and authorizing the Public Works Director to solicit bids for

capital improvement projects identified in the CIP;

3. Taking such additional, related, action that may be desirable.

10.C. Continue the public hearing to consider adoption of an Ordinance amending Title 6 of the Monterey Park Municipal Code in its entirety regarding public health services and incorporation of Title 11 of the Los Angeles County Code It is recommended that the City Council consider:

1. Continuing the public hearing to the July 2, 2025, City Council meeting; and

2. Taking such additional, related, action that may be desirable.

10.D. Continue the public hearing to consider adoption of an Ordinance updating the Fire Hazard Severity Zones ("FHSZ") pursuant to Government Code section 51178 It is recommended that the City Council consider:

1. Continuing the public hearing to the July 2, 2025, City Council meeting; and

2. Taking such additional, related, action that may be desirable.

11. New Business

12. City Communications (City Council)

13. Future Agenda Items

14. Closed Session (if Required; City Attorney to Announce)

15. Adjourn

City Council Staff Report
Date: June 18, 2025
Agenda Item Number: 9.A.

To: The Honorable Mayor and City Council
From: Maychelle Yee , City Clerk
Cindy Trang, Deputy City Clerk
Subject: Minutes
Recommendation:

It is recommended that the City Council consider:

1. Approving the minutes from the special meetings of May 5, 2025 and May 7, 2025 and the regular meeting of May 7, 2025; and

2. Taking such additional, related, action that may be desirable.

Executive Summary:

The minutes are a record of the official actions taken at the City Council meeting.

Background:

It is recommended that the City Council consider approving the minutes from the special meetings of May 5, 2025 and May 7, 2025 and the regular meeting of May 7, 2025.

Strategic Plan Goal:

N/A
Fiscal Impact:

N/A
Attachments:

1. Draft Minutes

Staff Report June , 2025
ATTACHMENT 1 Draft Minutes

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MISSION STATEMENT
The mission of the City of Monterey Park is to provide excellent service, foster growth and opportunity, and create a joyous and collaborative environment.

MINUTES

MONTEREY PARK CITY COUNCIL

FINANCING AUTHORITY (MPFA)

HOUSING AUTHORITY (MPHA)

GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

SUCCESSOR AGENCY (SA)

SPECIAL MEETING
MAY 5, 2025
The City Council, the Financing Authority (MPFA), the Housing Authority (MPHA), the Geologic Hazard Abatement District (GHAD), and the Successor Agency (SA) of the City of Monterey Park held a Special Meeting of the Council at the Monterey Park Bruggemeyer Library, Friends Room located at 318 S. Ramona Avenue in the City of Monterey Park, Monday, May 5, 2025, at 7:15 p.m.

CALL TO ORDER:

Mayor Ngo called the meeting to order at 7:20 p.m.

ROLL CALL:

Assistant Deputy City Clerk Cho called the roll:

Council Members Present: Henry Lo, Vinh Ngo, Thomas Wong, Elizabeth Yang Council Members Absent: Jose Sanchez
ALSO PRESENT: City Manager Inez Alvarez, Assistant City Manager Diana Garcia, Acting City Librarian LV Fraizer, Director of Recreation and Community Services Robert Aguirre, Director of Public Works Shawn Igoe, Police Chief Scott Wiese, Director of Human Resources and Risk Management Christine Tomikawa, Recreation and Community Services Director Christina Alatorre
VIRTUALLY PRESENT: None.

AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS: None.

PUBLIC COMMUNICATIONS:
- Assistant Deputy City Clerk Cho received and filed into the record a written communication from Steven J. Kung. Steven wrote about the Barnes Park pool and his desire to save the pool to provide more services to the public.

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May 5, 2025

RECREATION AND PARKS FACILITIES UPDATE
The public is invited to a community meeting to learn about Recreation and Parks facilities; meet staff; learn about programs and park facilities; and share your ideas.

Discussion: Director of Recreation and Community Services Aguirre along with Alex Jung, director of urban design and planning with City Fabrick, provided a PowerPoint presentation depicting updates on the parks facilities and the Parks System Master Plan.

The City Council engaged in a discussion with the public regarding concerns raised around the City, specifically the Barnes Park Pool.

ADJOURNMENT
There being no further business for consideration, the meeting was adjourned at 8:57 p.m.
__
Maychelle Yee
City Clerk
Approved on MM DD, 2025, at the Regular City Council Meeting

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MISSION STATEMENT
The mission of the City of Monterey Park is to provide excellent service, foster growth and opportunity, and create a joyous and collaborative environment.

MINUTES

MONTEREY PARK CITY COUNCIL

FINANCING AUTHORITY (MPFA)

HOUSING AUTHORITY (MPHA)

GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

SUCCESSOR AGENCY (SA)

SPECIAL MEETING
MAY 7, 2025
The City Council, the Financing Authority (MPFA), the Housing Authority (MPHA), the Geologic Hazard Abatement District (GHAD), and the Successor Agency (SA) of the City of Monterey Park held a Special Meeting of the Council in Room 266, Second Floor of City Hall located at 320 West Newmark Avenue in the City of Monterey Park, Wednesday, May 7, 2025, at 5:30 p.m.

CALL TO ORDER:

Mayor Ngo called the meeting to order at 5:37 p.m.

ROLL CALL:

City Manager Alvarez called the roll:

Council Members Present: Henry Lo, Vinh Ngo, Jose Sanchez arrived at 5:52 p.m., Thomas Wong, Elizabeth Yang
Council Members Absent: None
ALSO PRESENT: Assistant City Manager Diana Garcia, Police Chief Scott Wiese, Director of Human Resources and Risk Management Christine Tomikawa VIRTUALLY PRESENT: City Attorney Karl Berger; Finance Director Martha Garcia AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS: None.

PUBLIC COMMUNICATIONS: None
[1.] CLOSED SESSION
The City Council adjourned to Closed Session at 5:37 p.m.

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1-A. CONFERENCE WITH LABOR NEGOTIATORS, PURSUANT TO CALIFORNIA GOVERNMENT CODE § 54957.6
City
Negotiators:

City Attorney, City Manager, and Director Christine Tomikawa Employee
Organizations:

Confidential Employees' Association, Firefighters' Association, Mid-Management Association, Police Captains' Association, Police Officers' Association, Police Officers' Mid-Management Association, Professional Chief Officers' Association, and Service Employees International Union, Local 721

RECONVENED & ADJOURNMENT
The City Council reconvened and adjourned from Closed Session with all Council Members present at 6:29 p.m.

ADJOURNMENT
There being no further business for consideration, the meeting was adjourned at 6:29 p.m.

Action Taken: No reportable action taken in Closed Session. __
Maychelle Yee
City Clerk
Approved on MM DD, 2025, at the Regular City Council Meeting

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MISSION STATEMENT
The mission of the City of Monterey Park is to provide excellent service, foster growth and opportunity, and create a joyous and collaborative environment.
.

MINUTES

MONTEREY PARK CITY COUNCIL

FINANCING AUTHORITY (MPFA)

HOUSING AUTHORITY (MPHA)

GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

SUCCESSOR AGENCY (SA)

REGULAR MEETING
MAY 7, 2025
The City Council, the Financing Authority (MPFA), the Housing Authority (MPHA), the Geologic Hazard Abatement District (GHAD), and the Successor Agency (SA) of the City of Monterey Park held a Regular Meeting of the Council in the Council Chamber, located at 320 West Newmark Avenue in the City of Monterey Park, Wednesday, May 7, 2025 at 6:30 p.m.

CALL TO ORDER:

Mayor Ngo called the meeting to order at 6:41 p.m.

FLAG SALUTE: The Monterey Park Fire Explorers led the flag salute. Pledge of Allegiance presented by Civic Superstar Adan Mai.

ROLL CALL:

City Clerk Maychelle Yee called the roll:

Council Members Present: Henry Lo, Vinh Ngo, Jose Sanchez, Thomas Wong, Elizabeth Yang
Council Members Absent: None.

ALSO PRESENT: City Treasurer Amy Lee, City Manager Inez Alvarez, Assistant City Manager Diana Garcia, Interim Fire Chief Scott Haberle, Police Chief Scott Wiese, Director of Human Resources and Risk Management Christine Tomikawa, Interim Director of Community Development Phillip Lanzafame, Acting City Librarian LV Frazier, Director of Public Works Shawn Igoe, Director of Recreation and Community Services Robert Aguirre, Police Captain Gus Jimenez, Planning Manager Beth Chow, Recreation and Community Services Manager Christina Alatorre, Finance Manager Laura Borjon, Public Works Manager Xochitl Tipan, Principal Management Analyst Rebecca Bojorquez, Management Analyst Beverly Garcia, Fire Engineer David Goetz, Office Assistant II Michelle Martinez
VIRTUALLY PRESENT: City Attorney Karl Berger, Director of Finance Martha Garcia

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AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS:

City Manager Alvarez requested Agenda Item No. 1A to be heard before Public Communications. She announced City Attorney Berger’s virtual attendance and reported typographical corrections on Agenda Item Nos. 3E and 3H and the submission of a sample letter for Agenda Item No. 5A to the record.

PUBLIC COMMUNICATIONS:

This item was heard after Agenda Item No. 1A.
- Ivan Ng, member of the Mark Keppel High (MKHS) Swim Team, spoke about his experience growing up with the Barnes Park pool and how it shaped his love of swimming. He emphasized the pool as part of the City’s community and urged the City Council to consider saving the pool.
- Wendy Matsuda conveyed her frustration on the lack of accommodation for individuals with disabilities to access the Elder Park pool and recommended more aquatic programs for toddlers and babies.
- Margaret Leung was given seven minutes as Cindy Ota Lee yielded her time to her. Margaret talked about the immense support the Barnes Park pool has received and highlighted the possible future for the children in the community.

She urged the City Council to prioritize the community’s need for a pool. - Cindy Yee was given seven minutes as Christina Wong yielded her time to her.

Cindy emphasized the City’s lack of ambition to receive revenue from other avenues for infrastructure improvement. She presented her opinion on supporting the youth in Monterey Park and promoted the idea of nominating Barnes Park pool as a historic landmark.
- Mike Sonksen provided history about Monterey Park’s legacy over the years. He spoke on the importance of youth within the community and the MKHS Swim Team’s achievements over the years. Mike expressed his appreciation to the City Council for their ongoing effort to listen to the needs of the residents. - Juanita Medina expressed several concerns which include the lack of benches at the bus shelters, insufficient street lighting and safety concerns in the southwest part of the city. She asked the City Council to consider reinstalling the benches to allow better rest opportunities for the residents while waiting for the bus.
- Dawn Rock was given 7 minutes as Debbie Yamamoto yielded her time to her.

Dawn presented her opinion about the Barnes Park pool being the heart of the City and provided opportunities for consideration to save the pool. She requested the creation of a citizens group to begin a conversation with the residents about the matter.

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STAFF COMMUNICATIONS:
- Library: Acting City Librarian Fraizer provided a PowerPoint presentation detailing past events such as National Library Week and training opportunities within the Library staff. They talked about upcoming events which include celebrating Asian American and Pacific Islander month; the Mental Health Healing Arts and Wellness Fair, the Teen Prom located in the Friends room; Puppies from the Page Party; and the Summer Reading Program set to launch in July.
- Fire Department: Fire Engineer Goetz shared a PowerPoint presentation announcing Fire Service Day and the Spring Certification (CERT) Class at the end of the month where residents will be trained on emergency preparedness. - Recreation and Community Services: Recreation and Community Services Manager Alatorre presented a PowerPoint presentation expressing her thanks on the successful Egg Hunt event and the Rock n’ Roll dance at the Langley Senior Center. She announced upcoming events which include the Play Days Carnival; open registration for recreation swim; the Mental Health Healing Arts and wellness fair; the Cinco de Mayo celebration at the Langley Senior Center; the Memorial Day Celebration at the American Legion; the Monterey Park Pride Parade and Festival and the Independence Day Firework show. - Public Works: Management Analyst Garcia shared a flyer announcing the Public Works Open House on May 22, 2025.

1. PRESENTATION:

The matters listed under presentation are informational content and for discussion only.
1-A. MARK KEPPEL HIGH SCHOOL ACADEMIC DECATHLON TEAM
This Item was heard after Agenda Additions, Deletions, Changes and Adoptions.

MKHS Academic Decathlon Team’s Coach Tran expressed his gratitude on his team’s accomplishment this year.

The City Council presented the Academic Decathlon Team with certificates and shared words of appreciation on their achievements.

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2. OLD BUSINESS:
2-A. UPDATE ON PERMANENT MEMORIAL EFFORTS AND REQUEST FOR

DIRECTION ON BUDGET AND RFP DEVELOPMENT
At the March 19 meeting, City Council received and filed the update on the permanent memorial process, including recent survey results. By Consensus, the City Council directed staff to move forward with the site selection process for an outdoor memorial, placing an emphasis on City Hall; research previous memorial committees and their design acceptance process; and to report back to City Council for consideration in a future City Council meeting.

Staff recommends that City Council provide direction on a preliminary project budget for the development of a permanent memorial; approves the draft community survey to help inform and guide the design process; and directs staff to incorporate this information into a Request for Proposals.

Discussion: Assistant City Manager Garcia provided a PowerPoint presentation sharing an update on the permanent memorial and requested direction from the City Council on a preliminary project budget for the development of a permanent memorial.

Action Taken: The City Council (1) provided direction on a preliminary project budget for the development of a permanent memorial of $250,000 which may be supplemented by other revenues for the development of a permanent memorial; (2) approved the draft community survey to help inform and guide the design process and (3) directed staff to incorporate this information into a Request for Proposals (RFP) as amended to form a subcommittee consisting of two Council Members.

Motion: Moved by Council Member Wong and seconded by Council Member Lo, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None

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3. CONSENT CALENDAR ITEMS NOS. 3A-3R
All items under the Consent Calendar are considered by the City Council to be routine and will be enacted by one motion. Specific items may be removed from the Consent Calendar at the request of any member of the City Council for separate consideration.

Action Taken: The City Council approved and adopted Agenda Item Nos. 3A, 3C, 3D, 3E, 3F, 3G, 3H, 3I, 3K, 3L, 3M, 3N, 3O, 3P, 3Q and 3R on Consent Calendar, excluding Agenda Item Nos. 3B and 3J which were pulled for discussion, separate motion, reading resolutions and ordinances by the title only and waiving further reading thereof.

Motion: Moved by Council Member Sanchez and seconded by Council Member Lo, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
3-A. MINUTES
It is recommended that the City Council consider approving the minutes from the special meeting of March 19, 2025 and the regular meeting of March 19, 2025.

Action Taken: The City Council approved the minutes from the special meeting of March 19, 2025 and the regular meeting of March 19, 2025, on Consent Calendar.
3-B. ADOPTION OF THE 2025-26 CITY COUNCIL STRATEGIC PLAN GOALS AND

OBJECTIVES
At a public meeting held on February 22, 2025, the City Council and City’s executive management team met to discuss City Council priorities, strategic plan goals and 12- month objectives for 2025-26. The Strategic Plan goals and objectives enable the City to efficiently move the community forward by focusing on specific objectives during the fiscal year. The City Manager is responsible for assigning these objectives to staff in order to carry out the strategic directions of the City Council.

Discussion: Assistant City Manager Garcia provided a PowerPoint presentation depicting the City’s Strategic Plan and Objectives for the 2025-2026 year.

Action Taken: The City Council adopted the 2025-26 City Council Strategic Plan Goals and Objectives.

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Motion: Moved by Council Member Wong and seconded by Mayor Pro Tem Yang, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
3-C. COMPLIANCE REVIEW OF DEVELOPMENT AGREEMENT NO. DA 24-01 REGULATING REAL PROPERTY AT 2100 S. ATLANTIC BOULEVARD (THE “ATLANTIC SQUARE”)
On December 12, 2024, the Development Agreement between the City and Atlantic Square, LLC (“TRC DA”) was recorded with the Los Angeles County Recorder’s Office. Among other things, the TRC DA includes deadlines for achieving certain milestones.

One of these is April 30, 2025. By that date, the Developer must provide the City Council (for its consideration): all permits for intersection (identified as the Proposed Intersection Approvals) and drive thru improvements (identified as the Proposed Drive-Thru Approvals). The City Council was informed on April 16, 2025, that the Developer would not meet this deadline. Section 6.1 of the Development Agreement provides that the City may conduct annual reviews of the Project.

Additionally, Article 8 of the TRC DA governs the procedure for addressing defaults of the agreement.

It appears that the Developer is taking action to comply with the TRC DA requirements. While these efforts are tardy, it seems that they may be accomplished within the next 30 days.

CEQA (California Environmental Quality Act):

These actions are exempt from additional review under the California Environmental Quality Act (California Public Resources Code §§ 2100, et seq., “CEQA”) and CEQA Guidelines (14 California Code of Regulations §§ 15000, et seq.) pursuant to CEQA Guidelines § 15061(b)(3) the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment applies to the recommended action. It can be seen with certainty that there is no possibility that the proposed action has a significant effect on the environment.

Action Taken: The City Council received and filed this report, on Consent Calendar.

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3-D. A RENEWAL OF THE ASSESSMENT DISTRICT FOR FISCAL YEAR 2025-26

AND SCHEDULING A PUBLIC HEARING PURSUANT TO STREETS AND HIGHWAYS CODE §§ 22500, ET SEQ.

In 1993, the City of Monterey Park (the “City”) formed Citywide Maintenance District No. 93-1 (“District”) under the Landscape and Lighting Act of 1972 (the “Act”) to finance the operation and maintenance of public streetlighting and landscaping. The Act requires the City to prepare an annual Engineer’s Report and hold a public hearing before the City Council approves the levy of assessments for the District on the property tax roll each fiscal year. The City contracted with Francisco and Associates to prepare the annual Engineer’s Report and submittal of District assessments to the County of Los Angeles for inclusion on property tax bills. City staff recommends a public hearing be held on June 18, 2025. City Council may provide final approval of the Fiscal Year 2025-26 District assessments following the conclusion of the public hearing during the June 18, 2025, City Council meeting.

CEQA (California Environmental Quality Act):

The City reviewed the environmental impacts of the proposed Resolution pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). The Resolution is for general policy making and administration as it establishes, modifies, structures, restructures, and approves rates and charges for meeting operating expenses; purchasing supplies, equipment, and materials; meeting financial requirements; and obtaining funds for capital projects needed to maintain service within existing service areas.

Accordingly, no further environmental review is required.

Action Taken: The City Council adopted Resolution No. 2025-R34 initiating and declaring the City Council’s intent to levy and collect assessments for Fiscal Year 2025-26 in Citywide Maintenance District No. 93-1 pursuant to Streets and Highways Code §§ 22500, et seq. and set a time and place for a public hearing, on Consent Calendar.

Resolution No. 2025-R34
RESOLUTION INITIATING AND DECLARING THE CITY COUNCIL’S INTENT TO LEVY AND COLLECT ASSESSMENTS FOR FISCAL YEAR 2025-2026 IN CITYWIDE MAINTENANCE DISTRICT NO. 93-1 PURSUANT TO STREETS AND HIGHWAYS CODE § 22587 AND SETTING A TIME AND PLACE FOR A PUBLIC

HEARING

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3-E. ADOPTION OF THE CITY OF MONTEREY PARK’S UPDATED LOCAL

HAZARD MITIGATION PLAN
In 2000, the United States Congress adopted the Disaster Mitigation Act of 2000 as an amendment to the Robert T. Stafford Disaster Relief and Emergency Assistance Act (the “Act”) to authorize a program for pre-disaster mitigation efforts.

The Act requires communities to develop, implement, and update hazard mitigation plans recognizing potential natural hazards and to identify and consider mitigation measures to reduce the risks associated with those hazards. The plan is a tool to aid in facility and infrastructure planning and improvements and is a requirement to qualify for federal hazard mitigation grants. The federal regulations require hazard mitigation plans to be updated every five years.

The City adopted a hazard mitigation plan in 2008 and has updated it at least once every five years. On March 1, 2025, the City’s consultant for the Local Hazard Mitigation Plan Update, Emergency Planning Consultants (“EPC”), submitted an updated plan to California Governor’s Office of Emergency Services (“Cal OES”) for initial approval. Once Cal OES approved the plan, it was sent to FEMA, which issued an “approvable pending adoption” determination. The City is now required to adopt the plan before FEMA will issue a final letter of approval for the updated hazard mitigation plan. Accordingly, the Interim Fire Chief recommends the City Council adopt the Updated Local Hazard Mitigation Plan.

CEQA (California Environmental Quality Act):

The City reviewed the environmental impacts of the extension under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). This activity concerns adoption of a policy document that does not contemplate any physical changes to the environment. Accordingly, this activity is exempt from further review.

Action Taken: The City Council adopted Resolution No. 2025-35 approving the City of Monterey Park’s Updated Local Hazard Mitigation Plan, as amended to correct the City Council names on page 6 (to the staff report) to reflect the current council, on Consent Calendar.

Resolution No. 2025-R35

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK ADOPTING THE 2025 LOCAL HAZARD MITIGATION PLAN

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3-F. ADOPT A RESOLUTION TERMINATING THE LOCAL EMERGENCY DECLARED IN CITY COUNCIL RESOLUTION NO. 2024-R98 CONCERNING THE REPLACEMENT OF THE DEPARTMENT’S SCBAS
On December 18, 2024, the City Council adopted Resolution No. 2024-R98 authorizing the City Manager to take necessary measures for the emergency replacement of self-contained breathing apparatus (“SCBA”) for the Fire Department (“Department”). The Department has replaced all SCBAs, and the Interim Fire Chief (“Chief”) recommends the City Council adopt a resolution terminating the local emergency.

Action Taken: The City Council adopted Resolution No. 2025-R36 terminating the local emergency governing the emergency replacement of the Fire Department’s self-contained breathing apparatuses, on Consent Calendar.

Resolution No. 2025-R36

A RESOLUTION TERMINATING THE LOCAL EMERGENCY CONCERNING REPLACEMENT OF THE FIRE DEPARTMENT’S SELF-CONTAINED

BREATHING APPARATUS
3-G. URBAN AREAS SEARCH INITIATIVE – AWARD OF CONTRACT TO MICHAEL T. LITTLE, OF COUNTERRISK, INC., FOR THE REGIONAL TRAINING GROUP (“RTG”) INTELLIGENCE CHIEF POSITION
The City of Los Angeles is a Subgrantee of the Urban Areas Search Initiative (“UASI”) program that is provided by the U.S. Department of Homeland Security.

Pursuant to the subrecipient agreement, the City of Los Angeles is authorized to enter into a subrecipient agreement with the City of Monterey Park (“City”). A portion of the grant funds awarded to the City will include subsidies for a full-time Regional Training Group (“RTG”) Intelligence Chief position, for the Los Angeles Area Fire Chiefs Association (“LAAFCA”).

In accordance with MPMC Chapter 3.20, the Interim Fire Chief (“Chief”) completed a bidding process to identify a viable candidate for the RTG Intelligence Chief. The open position was posted on the City’s website and job search websites. Two candidates submitted proposals and interviews were conducted to select the most qualified applicant. The panel selected Michael T. Little of CounterRisk, Inc.

Mr. Little has nearly 17 years of experience with the Los Angeles Fire Department, serving in various chief officer positions; including Assistant Chief – Homeland Security Division. Additionally, he has a Bachelor of Science in Criminal Justice and a Master’s in Homeland Security. Most recently, Mr. Little has served as the RTG Intelligence Chief for LAAFCA. Mr. Little’s work experience, coupled with his education, make him a prime candidate for the position.

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The Chief recommends City Council authorize the City to execute an agreement, in a form approved by the City Attorney, with Michael T. Little of CounterRisk, Inc. for an amount not to exceed $690,000. The grant funded position will span over three grant award years, commencing in the current grant year, UASI 2023, and culminating with the grant year UASI 2025. The initial contract with be for a total of $230,00, with the option to renew for two subsequent grant award years, each for $230,000. The contract is contingent on an award of funds from the City of Los Angeles.

Action Taken: The City Council authorized the City Manager to execute a oneyear agreement, with the potential to extend for an additional two years, with Michael T. Little of CounterRisk, Inc. in a form approved by the City Attorney, to provide and coordinate effective intelligence-sharing between Los Angeles area fire service agencies and intelligence, counterterrorism, and homeland security stakeholders for an amount not to exceed $690,000, on Consent Calendar. 3-H. EMERSON AVENUE SEWER IMPROVEMENTS-PARALLEL RELIEF LINE PROJECT – AWARD OF CONTRACT
Capital Improvement Project (“CIP”) No. 99011 – Emerson Avenue Sewer Improvements- Parallel Relief Line Project includes the installation of a new 8” parallel relief sewer line to accommodate the additional sewer flow in the existing 8” sewer line. The project limits are from Alhambra Avenue to Orange Avenue, then from Elizabeth Avenue to New Avenue. Staff obtained a bid from GRBCON, Inc for the construction of the project for $647,141. It is recommended that City Council waive the bidding requirements pursuant to Resolution No. 2025-R3 declaring a local emergency, and authorize the City Manager to execute a Public Works contract with GRBCON, Inc. in the amount of $647,141 for the Emerson Avenue Sewer Improvements-Parallel Relief Line Project and authorize the Director to approve change orders not to exceed $64,714 over the total contract amount.

CEQA (California Environmental Quality Act):

The City reviewed the environmental impacts of the proposed Ordinance pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). CEQA Guideline § Section 15303 (Class 3: New Construction or Conversion of Small Structures) and Section 15304 (Class 4: Minor Alterations to Land) of the California Code of Regulations. These sections cover the installation, repair, or removal of pipelines less than one mile long in a public right-of-way. The proposed work will occur entirely within the City street and is less than a mile. Accordingly, no further environmental review is required.

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Action Taken: The City Council authorized the City Manager to execute a public works contract, in a form approved by the City Attorney, with GRBCON, Inc., in the amount of $647,141 for the Emerson Parallel Sewer Line Project and authorized the Director of Public Works to approve change orders and contingency up to $64,714 (10%) of the contract amount, for a total project cost of $711,855, as amended to correct the typographical error on page 2 (to the staff report) “CIP 95038 – Bruggemeyer Library HVAC Improvements” to “CIP 99011 – Emerson Parallel Pipeline Project” on Consent Calendar.
3-I. ADOPTING A RESOLUTION TO ADD PROJECTS TO THE FISCAL YEAR 2024- 25 CAPITAL IMPROVEMENT PROGRAM
On January 21, 2025, the City Council adopted Resolution No. 2025-R3 declaring a local emergency due to windstorm and firestorm events beginning on January 7, 2025, as reflected in the Governor’s Executive Order dated January 12, 2025. At its January 21, 2025, meeting, the City Council authorized the City Manager to take necessary measures to protect public health, safety, and general welfare including urgency abatement and direct negotiation of contracts pursuant to Public Contract Code §§ 20168 and 22050 for the completion of capital improvement plan (“CIP”) projects. The conditions resulting for the need to declare a local emergency continue to exist.

The Resolution was presented at the April 16, 2025 City Council meeting. The original staff report (from April 16, 2025) is attached (to the staff report) for reference. Regrettably, the Resolution attached to the April 16th staff report inadvertently omitted the Capital Improvement Plan Exhibit. It is recommended that City Council approve the proposed Resolution to add projects to the Fiscal Year 2024-25 Capital Improvement Program.

Action Taken: The City Council adopted Resolution No. 2025-R37 to add projects to the Fiscal Year 2024-25 Capital Improvement Program, on Consent Calendar.

Resolution No. 2025-R37
A RESOLUTION AMENDING RESOLUTION NO. 2024-R48 TO ADD THE

GARVEY RANCH PARK GAZEBOS AND SIDEWALK ASSESSMENT AND
REPAIRS PROJECTS TO THE CAPITAL IMPROVEMENT PLAN (“CIP”) AND

FINDING SUCH AMENDMENT CONFORMS WITH THE GENERAL PLAN

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3-J MONTEREY PASS COMPLETE STREET CONCEPT APPROVAL
The City was awarded funding through the Los Angeles County Metropolitan Transportation Authority (“LACMTA”) Project ID# MR2.5.3.01 and FTIP #LA9919133 for the design and construction of the Monterey Pass Complete Street project, Capital Improvement Project (“CIP”) No. 96047. On January 15, 2025, the City awarded Kimley- Horn the contract for the preparation of the plans, specifications and engineer’s (“PS&E”) estimate for Monterey Pass Road Complete Street Project. Kimley-Horn held Community outreach meetings to receive input from the community and performed traffic operations analysis. The result of these activities is a proposed concept for Monterey Pass Road to meet the grant goals. It is recommended that the City Council approve the proposed concept which will allow Kimley-Horn to begin the preparation of the PS&E.

CEQA (California Environmental Quality Act):

The City reviewed the environmental impacts of the proposed Ordinance pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). CEQA Guidelines §§ 15060(c)(2), 15061(b)(3), and 15378 exempt activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, activities where there is possibility that it may have a significant effect on the environment, and activities that do not constitute a “project” as defined, respectively. This activity contemplates approval of conceptual plans only. Subsequent improvements will be evaluated separately under CEQA. Accordingly, this activity is exempt from further review.

Discussion: Director of Public Works Igoe alongside Maya Bouchet, project manager at Kimley-Horn, shared a PowerPoint presentation on the design concept developed for the Monterey Pass Complete Street Project.

Action Taken: The City Council approved the proposed concept for the Monterey Pass Complete Street Project.

Motion: Moved by Council Member Sanchez and seconded by Council Member Wong, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None

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3-K. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2025

AS MENTAL HEALTH AWARENESS MONTH (AS REQUESTED BY MAYOR

PRO TEM YANG AND COUNCIL MEMBER WONG)
It is recommended that the City Council consider adopting a Resolution declaring and recognizing the month of May 2025 as Mental Health Awareness Month.

Action Taken: The City Council adopted Resolution No. 2025-R38 declaring and recognizing the month of May 2025 as Mental Health Awareness Month, on Consent Calendar.

Resolution No. 2025-R38

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2025 AS

MENTAL HEALTH AWARENESS MONTH
3-L. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2025

AS MISSING AND MURDERED INDIGENOUS PEOPLE AWARENESS MONTH (AS REQUESTED BY COUNCIL MEMBER LO)
It is recommended that the City Council consider adopting a Resolution declaring and recognizing the month of May 2025 as Missing and Murdered Indigenous People Awareness Month, on Consent Calendar.

Action Taken: The City Council adopted Resolution No. 2025-R39 declaring and recognizing the month of May 2025 as Missing and Murdered Indigenous People Awareness Month.

Resolution No. 2025-R39

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2025 AS

MISSING AND MURDERED INDIGENOUS PEOPLE AWARENESS MONTH
3-M. A RESOLUTION OF THE CITY COUNCIL OF MONTEREY PARK DECLARING MAY 6 AS NATIONAL DAY OF THE TEACHER AND MAY 5 THOUGH MAY 9

AS TEACHER APPRECIATION WEEK (AS REQUESTED BY COUNCIL

MEMBER SANCHEZ)
It is recommended that the City Council consider adopting a Resolution declaring May 6 as National Day of the Teacher and May 5 through May 9 as Teacher Appreciation Week.

Action Taken: The City Council adopted Resolution No. 2025-R40 declaring May 6 as National Day of the Teacher and May 5 through May 9 as Teacher Appreciation Week, on Consent Calendar.

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Resolution No. 2025-R40

A RESOLUTION OF THE CITY COUNCIL OF MONTEREY PARK DECLARING MAY 6 AS NATIONAL DAY OF THE TEACHER AND MAY 5 THOUGH MAY 9 AS

TEACHER APPRECIATION WEEK
3-N. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2025

AS ASIAN AMERICAN, NATIVE HAWAIIAN, AND PACIFIC ISLANDER

HERITAGE MONTH (AS REQUESTED BY COUNCIL MEMBER WONG)
It is recommended that the City Council consider adopting a Resolution declaring and recognizing the month of May 2025 as Asian American, Native Hawaiian, and Pacific Islander Heritage Month.

Action Taken: The City Council adopted Resolution No. 2025-R41 declaring and recognizing the month of May 2025 as Asian American, Native Hawaiian, and Pacific Islander Heritage Month, on Consent Calendar.

Resolution No. 2025-R41

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2025 AS

ASIAN AMERICAN, NATIVE HAWAIIAN, AND PACIFIC ISLANDER HERITAGE MONTH
3-O. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING MAY 18, 2025, AS NATIONAL ASIAN AMERICAN

AND PACIFIC ISLANDER DAY AGAINST BULLYING AND HATE (AS

REQUESTED BY COUNCIL MEMBER WONG)
It is recommended that the City Council consider adopting a Resolution declaring May 18, 2025, as National Asian American and Pacific Islander Day Against Bullying and Hate.

Action Taken: The City Council adopted Resolution No. 2025-R42 declaring May 18, 2025, as National Asian American and Pacific Islander Day Against Bullying and Hate, on Consent Calendar.

Resolution No. 2025-R42

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING MAY 18, 2025, AS NATIONAL ASIAN AMERICAN

AND PACIFIC ISLANDER DAY AGAINST BULLYING AND HATE

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3-P. ADOPTING A RESOLUTION DECLARING MAY 17, 2025 AS FIRE SERVICE DAY
Throughout the month of May, many cities throughout Los Angeles County celebrate Fire Service Day. This day allows residents and community members the opportunity to visit their local fire station, view the equipment and engines, meet their local firefighters and learn about all aspects of the fire department. In Monterey Park, Fire Service Day is scheduled for Saturday, May 17, 2025, from 8:00 a.m. to 2:00 p.m. at Fire Station 61. The event will feature a live rescue demonstration, fire safety and emergency services information and photo opportunities. This proposed resolution expresses the City Council’s appreciation and recognition of Fire Service Day.

Action Taken: The City Council adopted Resolution No. 2025-R43 declaring May 17, 2025 as Fire Service Day, on Consent Calendar.

Resolution No. 2025-R43

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 17, 2025 AS FIRE SERVICE DAY IN MONTEREY PARK 3-Q. NATIONAL POLICE WEEK RESOLUTION
The Monterey Park Police Department is celebrating the week of May 11-17, 2025, as National Police Week. In 1962, President John F. Kennedy proclaimed May 15th National Peace Officers Memorial Day and the calendar week in which May 15th falls as National Police Week. National Police Week pays special recognition to those law enforcement officers who have lost their lives in the line of duty for the safety and protection of others. It is a collaborative effort of many organizations honoring America’s law enforcement community. We are enlisting your support in the form of a resolution to honor these men and women in our area for the work that they do every day to protect the residents of Monterey Park.

Action Taken: The City Council adopted Resolution No. 2025-R44 declaring the week of May 11-17, 2025, to be National Police Week in the City of Monterey Park, on Consent Calendar.

Resolution No. 2025-R44

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 11-17, 2025, NATIONAL POLICE WEEK IN MONTEREY PARK

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3-R. PUBLIC WORKS WEEK RESOLUTION
The City is celebrating the week of May 18-24, 2025, as Public Works Week in Monterey Park. This week marks the 65th annual National Public Works Week sponsored by the American Public Works Association, which recognizes Public Works professionals. The 2025 National Public Works Week theme is “People, Purpose, Presence”, highlighting the way public works professionals contribute to and enhance the quality of life in all the communities they proudly serve.

Action Taken: The City Council adopted Resolution No. 2025-R45 declaring the week of May 18 through 24, 2025 as Public Works Week in Monterey Park, on Consent Calendar.

Resolution No. 2025-R45

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 18-24, 2025 AS PUBLIC WORKS WEEK IN MONTEREY PARK

4. PUBLIC HEARING:
4-A. A PUBLIC HEARING TO CONSIDER INTRODUCTION AND FIRST READING OF AN ORDINANCE AMENDING TITLE 21 OF THE MONTEREY PARK
MUNICIPAL CODE (“MPMC”) TO IMPLEMENT THE CITY’S ADOPTED HOUSING ELEMENT (ZCA 25-02), AND RE-ZONING CERTAIN PROPERTIES,

INCLUDING REPEALING THE NORTH-ATLANTIC, MID-ATLANTIC, AND GARVEY-GARFIELD SPECIFIC PLANS, TO CONFORM WITH THE CITY’S GENERAL PLAN LAND USE DESIGNATION (ZA 25-02)
The proposed Ordinance amends the MPMC to implement the City’s adopted Housing Element, and rezone certain properties. It also addresses the NorthAtlantic, Mid-Atlantic, and Garvey-Garfield specific plans to conform with the City’s General Plan Land Use Designations.

The Interim Director of Community Development recommends continuing this item to the June 4, 2025, City Council meeting to allow staff time to fully assess the implications of the recommended actions and to develop a coordinated plan.

Discussion: City Manager Alvarez requested Agenda Item No. 4A to be continued to the June 4, 2025 City Council regular meeting.

Action Taken: The City Council continued the public hearing to the June 4, 2025, City Council meeting.

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Motion: Moved by Council Member Lo and seconded by Mayor Pro Tem Yang, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None

5. NEW BUSINESS:
5-A. CONSIDERATION TO PROVIDE A LETTER OF SUPPORT ON BEHALF OF

THE CITY
California State University, Los Angeles is requesting that the City of Monterey Park to consider submitting a letter urging the Governor and legislative leadership to reject the proposed $375 million cut to the California State University (CSU) system and to uphold the state’s financial commitments to the CSU in the 2025– 26 budget. The email received by Mayor Ngo and City staff is attached to the staff report for reference along with information about the impact of the proposed budget cuts. A sample letter is also attached for City Council’s consideration.

Discussion: Assistant City Manager Garcia provided a staff report on the opportunity to prepare a letter on behalf of the City supporting California State University, Los Angeles request to reject the proposed budget cut to the California State University system. She disseminated a sample letter for the City Council’s consideration.

Action Taken: The City Council directed staff to prepare a letter on behalf of the City supporting the request, as amended to generalize the support letter to express the City’s support for education as whole.

Motion: Moved by Council Member Wong and seconded by Council Member Sanchez, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None

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5-B. APPROVE THE NOTICE OF PUBLIC HEARING FOR REFUSE RATE ADJUSTMENTS AND SET A PUBLIC HEARING DATE ON JULY 16, 2025 In 2017, the City Council adopted Ordinance No. 11951, establishing solid waste rates and charges. Since then, there have been changes to the cost of services and facilities necessary to deliver solid waste services to residents and commercial properties in the City. These changes have been influenced by new state regulations for the collection and disposal of solid waste, recycling, and organic waste, and new franchises for solid waste collection services in the City, resulting in increases to operational and administrative costs.

In January 2024, the City entered into an agreement with R3 Consultants to complete a solid waste franchise fee study (“Study”) to identify costs for the management and administration of solid waste services. The last study for refuse rates was completed in 2014. Staff worked with R3 to develop a rate analysis inclusive of refuse rates and charges that can effectively fund the City’s refuse enterprise.

Pursuant to Article XIII D, Section 6 of the California Constitution (added by voters via Proposition 218), before imposing new or increasing existing property-related rates for solid waste, the City must provide notice by mail of a public hearing for considering such rates. The notice must be provided at least 45 days before the date of the public hearing on the proposed fees. In 2014, the City Council adopted Resolution No. 11647 establishing procedures for increasing maximum rates for property-related fees in accordance with the requirements of Proposition 218.

These procedures require the City Council to approve the Proposition 218 Notice, which contains the proposed monthly rates for residential and commercial refuse services; and the date in which the rates would become effective if approved.

It is recommended that City Council approve the proposed Proposition 218 Notice, which provides a notice date of July 16, 2025, for a public hearing and effective date of September 1, 2025, for implementation of proposed rates. If the attached notice is approved, it will be mailed to property owners and tenants who are directly responsible for paying refuse bills. Property owners (and tenants) have the ability to “protest” the proposed Rates until the close of the public hearing. If a majority of the parcels file written protests with the City before the close of the public hearing, Proposition 218 states that the City cannot implement the proposed fee. If a majority of the parcels do not protest the proposed increase, the Council may implement the proposed rate increase. Only one ballot per parcel is counted during the protest proceedings. Thus, while there may be multiple owners or tenants for one parcel of property, only one vote will be counted from that parcel.

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Discussion: Public Works Manager Tipan presented a PowerPoint presentation detailing the Waste Franchise Fee Study and the proposed customer rates for consideration. Garth Schultz, president of R3 Consulting Group, Inc., virtually present, was available for questions.

Action Taken: The City Council (1) received and filed the Solid Waste Franchise Fee Study; (2) approved the proposed refuse rates for customer consideration; (3) directed the City Manager, or designee, to implement the Proposition 218 protest ballot process (pursuant to Resolution No. 11647) for proposed rate setting and (4) set a Public Hearing to consider rate increases.

Motion: Moved by Council Member Wong and seconded by Council Member Sanchez, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang, Ngo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
5-C. CONSIDERATION AND POSSIBLE ACTION TO ADOPT A RESOLUTION

AUTHORIZING THE CITY MANAGER TO ENTER INTO A MASTER

EQUIPMENT/LEASE AGREEMENT WITH BANC OF AMERICA PUBLIC
CAPITAL CORP. FOR FINANCING UP TO $3 MILLION, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR VARIOUS EQUIPMENT; AND AUTHORIZING

THE CITY MANAGER, OR DESIGNEE TO ENTER INTO CONTRACTS, IN A

FORM APPROVED BY THE CITY ATTORNEY, FOR THE PURCHASE OF

EQUIPMENT
The replacement of one 2006 Fire Engine is necessary to ensure efficient emergency service delivery and operational readiness to the community. The replacement of one 2005 dump truck is necessary as it has reached its useful life and has become difficult to maintain. And lastly, the replacement of HVAC systems at City Hall, Delta Treatment plant, and Garvey Ranch Museum is necessary as the existing units are frequently breaking down, incurring significant maintenance costs.

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The cost for the replacement of the equipment above requires a significant amount of upfront cash outlay. To assist in alleviating the cost initially, the Public Works Director (“Director”) and Interim Fire Chief (“Chief”) are recommending the use of a Master Equipment/Lease Agreement to limit the use of the City’s reserve funds, allowing the payment for equipment to be spread across several years, with a taxexempt fixed interest rate. Pursuant to the Monterey Park Municipal Code 3.20, the Director and Chief are requesting the use of consortium pricing for the purchase of the replacement fire engine and waiving all bidding requirements for the purchase of a dump truck and additional HVAC units pursuant to Resolution No. 2025-R3.

Action Taken: Mayor Ngo declared a potential conflict of interest on Agenda Item No. 5C as Banc of America Public Capital Corp is a subsidiary to his employer, recused himself from the dais at 9:03 p.m., returned at 9:13 p.m. and did not participate in the item. The City Council (1) adopted Resolution No. 2025-46 authorizing the City Manager to enter into a Master Equipment/Lease Agreement with Banc of America Public Capital Corp. for financing up to $3 million, in a form approved by the City Attorney, for various equipment; (2) authorized the City Manager, or designee, to execute an agreement, in a form approved by the City Attorney, with KME Fire Apparatus for the purchase of a fire engine (3) authorized the City Manager, or designee, to execute an agreement, in a form approved by the City Attorney, for the purchase and installation of replacement HVAC units and (4) authorized the City Manager or designee, to execute an agreement, in a form approved by the City Attorney, for a Ford F-650 dump truck.

Motion: Moved by Council Member Wong and seconded by Council Member Lo, motion carried by the following vote:

Ayes: Council Members: Wong, Sanchez, Lo, Yang,
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: Ngo
Resolution No. 2025-R46

A RESOLUTION AUTHORIZING THE CITY MANAGER TO ENTER INTO A

MASTER EQUIPMENT/LEASE AGREEMENT WITH BANC OF AMERICA
PUBLIC CAPITAL CORP., IN A FORM APPROVED BY THE CITY ATTORNEY,

FOR FINANCING OF VARIOUS EQUIPMENT

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6. CITY COMMUNICATIONS (CITY COUNCIL)
Council Member Wong reported his attendance at the Southern California Association of Governments (SCAG) annual General Assembly at Palm Desert.

Council Member Sanchez thanked the Police Department and the community for attending the City’s Townhall meeting at Bella Vista Elementary and informing the council of the issues arising in the community. He expressed his appreciation to the MKHS Academic Decathlon team for their achievements and spoke about the upcoming Monterey Park Play Days event and Cinco de Mayo celebration.

Council Member Lo expressed his gratitude to Council Member’s Sanchez’s achievement as an Academic Decathlon Coach and expressed his appreciation to the Woman’s Club Fashion Show.

Mayor Pro Tem Yang reported her and Council Member Sanchez’s swearing in ceremony as members in Kiwanis International; spoke about her attendance at the Woman’s Club Fashion Show and mentioned former Mayor Anthony Wong’s reinstatement of the Monterey Park Lions Club.

Mayor Ngo relayed his attendance at many of the events reported by the City Council and spoke about his participation at the Student Leaders for Mark Keppel event from last week.

Council Member Wong thanked the City staff for their hard work in providing resources for the residents.

Council Member Sanchez echoed the same sentiments and shared his appreciation for his nomination in the Metro San Gabriel Valley Service Council.

7. FUTURE AGENDA ITEMS

8. CLOSED SESSION (IF REQUIRED; CITY ATTORNEY TO ANNOUNCE) None.

ADJOURNMENT
There being no further business for consideration, the meeting was adjourned at 9:19 p.m.
______________
Maychelle Yee
City Clerk
Approved on MM DD, 2025, at the Regular City Council Meeting

City Council Staff Report
Date: June 18, 2025
Agenda Item Number: 9.B.

To: The Honorable Mayor and City Council
From: Elizabeth Yang, Council Member
Subject: Authorizing Mayor Pro Tem Yang to attend the Jewish Federation's Trip to Israel on July 20-27, 2025
Recommendation:

It is recommended that the City Council consider:

1. Acknowledging that participation in the Jewish Federation's Trip to Israel is related to an important governmental function, and authorizing Mayor Pro Tem Yang to attend;

2. Taking such additional, related, action that may be desirable.

Executive Summary:

Mayor Pro Tem Yang received an invitation from the Jewish Federation to participate in trip to Israel from July 20 to July 27, 2025. To comply with applicable ethics rules, participating in this program is contingent upon acknowledgment by the City Council that the program is related to an important governmental function.

Background:

At the May 21, 2025 meeting City Council authorized me to attend the American Israel Education Foundation's (AIEF) Israel Seminar for Asian American and Pacific Islander Leaders scheduled for July 19–27, 2025. The program was organized by AIEF in coordination with AIPAC and includes meetings with various individuals and organizations in Israel, such as government officials, military personnel, non-governmental organizations, academics, and members of the media. This trip was rescheduled due to low attendance and the new dates (August 30 through September 7, 2025) conflict with the September 3, 2025 City Council meeting.

Subsequently, I contacted the Jewish Federation and was invited to participate in their trip on July 20 to 27, 2025.

Because this travel is funded by a third party, Council must find that the program is related to an important governmental function.

In general, payments, advances, or reimbursements, for travel, including actual transportation and related lodging and subsistence that are reasonably related to a legislative or governmental purpose, made by a foreign government are not prohibited or limited.1 However, such gifts of travel must (1) be reasonably related to a legislative or government purpose; and (2) must be reported on the elected official’s Statement of Economic Interests (“Form 700”).

Moreover, gifts of the trip expenses may subject the elected official to disqualification from participating in a governmental action affecting the donor.

1. Gov’t Code § 89506(a)(2).

2. Battersby Advice Letter No. A-98-176 (1998); Polanco Advice Letter No. A-92-433 (1992).

Strategic Plan Goal:

N/A
Fiscal Impact:

There is no fiscal impact to the City of Monterey Park, as the costs of travel, lodging, and related expenses are being covered by the Jewish Federation.

Attachments:

None

City Council Staff Report
Date: June 18, 2025
Agenda Item Number: 9.C.

To: The Honorable Mayor and City Council
From: Martha Garcia, Director of Finance
Subject: Adoption of Fiscal Year 2025-26 Annual Budget
Recommendation:

It is recommended that the City Council consider:

1. Adopting by Resolution the City’s and Successor Agency’s Fiscal Year 2025-2026 Annual Budget; and

2. Taking such additional, related, action that may be desirable.

Executive Summary:

On May 28, 2025, the City Council conducted a public budget workshop regarding the City’s current finances, projected revenues, financial obligations, and proposed budget for fiscal year 2025-26. The budget for FY 2025-2026 presents a spending plan that anticipates $162.5 million in estimated operating revenues and transfers-in; $8.4 million from grant advancements and fund balance from all funds combined; and $170.7 million in operating, and capital improvements expenditures and transfers-out. Significant changes to next fiscal year’s budget, including the reclassification of various staff, the increased CalPERs Unfunded Accrual Liability (“UAL”), and all other goals and objectives associated with the City budget, were presented and discussed at the workshop.

In addition, the City Council’s fiscal year 2025-2026 Strategic Plan Goals were added to the budget document to provide a roadmap for prioritizing implementation of the specific objectives of focus the budget cycle.

Background:

Strategic planning is a method by which the City Council plans and prioritizes its goals in a transparent and accountable manner. At a public meeting held on February 22, 2025, the City Council and City’s management team met to discuss FY 2025-2026 City Council priorities and strategic plan goals. The Strategic Plan goals enable the City to efficiently move the community forward by focusing on specific objectives during the fiscal year. The Strategic Plan goals can be found on pages B15-B17 (and are also listed below) of the FY 2025-26 budget book. The Plan aligns limited resources with prioritized initiatives, which connect to a broader

vision for our community’s future.

The FY 2025-2026 Strategic Plan goals include:
• Ensure Public Safety with a Modernized and Community-Oriented Approach • Maintain Stability of our City’s Fiscal and Human Resources • Strengthen our Local Economy and Enhance Housing Opportunities • Maintain, Build and Modernize Infrastructure and Facilities to Support the Current and Future Needs of Our City and Community
• Expand Access to Community Resources and Services
• Enhance Public Communication and Civic Engagement to Reach All Members of Our Community
On May 28, 2025, City Council conducted a public budget workshop wherein FY 2025-26 estimated revenues presented were $162.5 million, grant advancements and fund balance were $8.4 million, and expenditures were $170.7 million. The workshop included discussions on the City’s current UAL, increases in cost to City services and supplies, the reclassification of four staff members to the City’s employee roster, and all other goals and objectives associated with the City budget.

Therefore, the City’s FY 2025-2026 Operating, Debt and Capital Budget total is $170.7 million of which $73.9 million is in the General Fund, $17 million is for capital improvements and $2.3 is for the Successor Agency enforceable obligations and administration costs. The remainder of the budget comes from various other funds. A careful and methodical approach was taken in preparing the budget consistent with City Council’s practice to exercise fiscal prudence with funding requests and the preservation of the General Fund reserves. Departmental budget requests were scrutinized considering essential operational needs and limiting the ongoing demand on the City’s finances. This operating budget takes the stance of status quo with escalations only where the cost-of-service delivery has increased and where a need for additional services has been identified.

Strategic Plan Goal:

The adoption of the FY 2025-56 Annual Budget funds projects and programs which advance the strategic goals and objectives of the City Council.

Fiscal Impact:

The FY 2025-2026 citywide budget is estimated to be $170.7 million, with a General Fund Budget of $73.9 million (net of transfers).

Attachments:

1. Budget Adoption Resolution

2. FY25-26 Proposed Budget

Staff Report
June 18, 2025
ATTACHMENT 1
Budget Adoption Resolution

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RESOLUTION NO. XX/ SA-XXX / MPFA-X / MPHA-X / MPK GHAD-X A RESOLUTION ADOPTING THE FISCAL YEAR 2025-2026 FINAL OPERATING,

DEBT AND CAPITAL BUDGET, AND ANNUAL APPROPRIATIONS LIMIT FOR THE CITY OF MONTEREY PARK; THE SUCCESSOR AGENCY TO THE MONTEREY PARK REDEVELOPMENT AGENCY; THE MONTEREY PARK FINANCING
AUTHORITY; THE MONTEREY PARK HOUSING AUTHORITY; AND THE

GEOLOGIC HAZARD ABATEMENT DISTRICT
The City Council for the City of Monterey Park and the City Council acting on behalf of the Successor Agency, Finance Authority, Housing Authority, and Geological Hazard Abatement District (collectively, the “City”) resolves as follows:

SECTION 1: FINDINGS. The City Council finds and declares as follows:

A. The City Council reviewed the proposed final Operating and Debt Budget (“Budget”) for the City and Capital Improvement Plan (“CIP”) for fiscal year 2025-2026;
B. The Budget and CIP are based upon appropriate estimates and financial planning for the City’s operations, debt and capital improvements; C. The City Council conducted a public study session on May 28, 2025; D. The City Council is fully informed regarding the City’s current finances, projected revenue, and financial obligations; and
E. It is in the public interest for the City Council to adopt the Budget and CIP as proposed by the City Manager.

SECTION 2: Planning Agency. Pursuant to Monterey Park Municipal Code (“MPMC”) § 2.56.020(a), the City Council will act as the Monterey Park Planning Agency for purposes of this Resolution. In accordance with Government Code § 65401, the Monterey Park Public Works Department prepared and submitted a capital improvement plan (“CIP”) to the Planning Agency. Government Code § 65103(c) requires the Planning Agency to annually review the City’s CIP to determine whether the CIP is consistent with the Monterey Park General Plan. The City Council finds that the CIP is consistent with the Monterey Park General Plan.

SECTION 3: Adoption. The Budget and the CIP attached as Exhibit A and incorporated by reference are approved and adopted subject only to the authorizations set forth below. Such approval and adoption includes, without limitation, the Position Control Listing of Authorized Positions, Classification and Compensation Plans set forth in the Budget which recognizes new classifications and removes unused classifications.

Resolution No.

June 18, 2024
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SECTION 4: Appropriations Limit.

A. Article XIIIB of the California Constitution requires the City to set its Appropriations Limit on an annual basis;
B. The City’s Appropriations Limit may be adjusted annually based upon inflation and population growth.

C. The City Council may choose the method of calculating adjustments to the City’s Appropriations Limit on an annual basis. For inflation, pursuant to Article XIIIB, § 8(e)(2), adjustments to the Appropriations Limit may be calculated using either the percentage change in per capita personal income from the preceding year or the percentage change in the local assessment roll from the preceding year because of local nonresidential new construction. For population growth, pursuant to Government Code § 7901(b), the City may either use the percentage growth either in its jurisdiction or from the surrounding county.

D. Pursuant to Article XIIIB of the California Constitution, and those Government Code sections adopted pursuant to Article XIIIB, § 8(f), the City Council chooses to adjust the City’s Appropriations Limit by calculating inflation using the California per capita personal income growth and calculating population growth by using the percentage change in population in Los Angeles County.

E. As a result of the adjustments made to the City’s Appropriations Limit, the City Council sets the Appropriations Limit for fiscal year 2025-2026 at $121.2 million.

SECTION 5: Budget Appropriations. Based upon the Budget, the total General Fund operating budget, including transfers, is $73.9 million. The Overall City Budget is $170.7 million including Capital Improvement Projects. The City Manager, or designee, is authorized to implement the appropriations for City Departments.

SECTION 6: CIP Appropriations. Based upon the CIP, a total of $17 million is appropriated for capital improvement projects for fiscal year 2025-2026. The City Manager, or designee, is authorized to implement the CIP.

SECTION 7: Reappropriation. The City Manager, or designee, is authorized to reappropriate any unused appropriations for capital projects, special projects, and grant programs at the close of fiscal year 2025-2026 for the Budget and CIP.

Resolution No.

June 18, 2024
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SECTION 8: Fund Operating Reserves. The City Manager, or designee, may appropriate any remaining revenues at the close of fiscal year 2025-2026 into the applicable Fund operating reserve per Governmental Accounting Standards Board (GASB) Statement No. 54.

SECTION 9: Budget Adjustments. The Budget may be subsequently adjusted as follows:

A. By majority vote of the City Council;
B. By the City Manager, or designee, for all appropriation transfers between programs and sections within a City department and between appropriation units (e.g., salaries and benefits, services and supplies, and capital outlay) within programs;
C. Objects code expenditures within appropriation units in a program are not restricted so long as funding is available in the appropriation unit as a whole.

SECTION 10: Contracting Authority.

A. Pursuant to Monterey Park Municipal Code (“MPMC”) Chapter 3.20, the City Manager, or designee, is authorized to bid and award contracts for the equipment, supplies, and services approved in the Budget.

B. Pursuant to MPMC § 3.90.050(c), the City Manager or designee, is authorized to execute all contracts awarded for equipment, supplies, and services approved in the Budget.

C. For all other services, equipment, and supplies, the City Manager or designee, is authorized to execute contracts in accordance with the MPMC.

SECTION 11: Severability. If any part of this Resolution or its application is deemed invalid by a court of competent jurisdiction, the City Council intends that such invalidity will not affect the effectiveness of the remaining provisions or applications and, to this end, the provisions of this Resolution are severable.

SECTION 12: Reliance On Record. Each and every one of the findings and determinations in this Resolution are based on the competent and substantial evidence, both oral and written, contained in the entire record relating to the project. The findings and determinations constitute the independent findings and determinations of the City Council in all respects and are fully and completely supported by substantial evidence in the record as a whole.

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June 18, 2024
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SECTION 13: Limitations. The City Council’s analysis and evaluation of the project is based on the best information currently available. It is inevitable that in evaluating a project that absolute and perfect knowledge of all possible aspects of the project will not exist. One of the major limitations on analysis of the project is the City Council’s lack of knowledge of future events. In all instances, best efforts were made to form accurate assumptions. Somewhat related to this are the limitations on the City’s ability to solve what are in effect regional, state, and national problems and issues. The City must work within the political framework within which it exists and with the limitations inherent in that framework.

SECTION 14: Summaries of Information. All summaries of information in the findings, which precede this section, are based on the substantial evidence in the record. The absence of any particular fact from any such summary is not an indication that a particular finding is not based in part on that fact.

SECTION 15: Construction. This Resolution must be broadly construed in order to achieve the purposes stated in this Resolution. It is the City Council’s intent that the provisions of this Resolution be interpreted or implemented by the City and others in a manner that facilitates the purposes set forth in this Resolution.

SECTION 16: Electronic Signatures. This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

SECTION 17: Recordation. The Mayor, or presiding officer, is authorized to sign this Resolution signifying its adoption by the City Council of the City of Monterey Park and the City Clerk, or her duly appointed deputy, may attest thereto.

SECTION 18: Effective Date. This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

PASSED AND ADOPTED this 18h day of June 2025.
____________________________
Vinh T. Ngo, Mayor
ATTEST:
____________________________
Maychelle Yee, City Clerk

Resolution No.

June 18, 2024
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APPROVED AS TO FORM:

Karl H. Berger, City Attorney
By:____________________________
Justin A. Tamayo, Assistant City Attorney
Attachments:

Exhibit A – Budget & CIP

2025-2026
City of Monterey Park
Proposed Budget

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CITY OF MONTEREY PARK
320 West Newmark Avenue • Monterey Park • California 91754-2896 www.montereypark.ca.gov
City Council
Henry Lo
Vinh Ngo
Jose Sanchez
Thomas Wong
Elizabeth Yang
City Clerk
Maychelle Yee
City Treasurer
Amy Lee
May 28, 2025
Honorable Mayor and Members of the City Council,
It is my privilege to present the proposed budget for all operations of the City of Monterey Park for the fiscal year 2025-2026. The City’s 2025-2056 budget, which funds public safety, community and economic development, transportation, parks and open space, recreation, library, infrastructure investments, and city facility upgrades, is developed by staff in order to achieve City goals and strategic programs and to follow City Council's priorities and policy direction in the most responsive manner. This year, as always, our focus remains on delivering a wide range of services to our diverse community as we continue to manage the City’s budget to maintain fiscal sustainability.

Economic Environment
The current economic outlook is characterized by uncertainty. Ambiguity in national public policy leads to delays and curtailment in capital investment. Tariff impositions fluctuate daily, often lacking specificity, with changing start dates and unclear product details. Other sources of volatility include global events, inflation concerns, and potential reductions in the
Fed Funds rate. Prioritized day-to-day expenditures erode household discretionary spending due to weakened consumer confidence. Retailers acknowledge that shoppers are experiencing price fatigue. While people continue to spend, tax allocations are continually shifting. Our statewide forecast has weakened in the short term, with limited growth expected in FY 2025-26.

California’s unemployment rate increased slightly from 5.1% in January 2024 to 5.4% in January 2025, despite an overall increase of 3,112,600 jobs since April 2020. The number of unemployed Californians was 1,069,100 in January, a decrease of 6,400 over the month prior but up 68,200 compared to January 2024. The unemployment rate in Los Angeles County increased to 5.8% in January 2025 from the 5% in January 2024.

In the City of Monterey Park, economic development is an integral component of the City’s revenue generating activities. With 500,000 square feet of retail space, the Market Place, located along the Pomona Freeway, is the largest commercial shopping center ever developed in the community. Since its opening in May of 2018, the Market Place development has been

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a consistent revenue generator. The City is projecting a moderate increase of sales tax revenue from the Market Place for the upcoming year.

The City has also welcomed new hotels along the North Atlantic Boulevard corridor to meet the growing demand for visitor accommodations in the greater San Gabriel Valley area. A 288-room Courtyard by Marriott hotel opened in March 2021 on North Atlantic Boulevard.

A new 134-room with 84 condominium units (residential mixed-use) Holiday Inn and Suites opened in May of 2024.

Additional commercial and residential projects currently in review or under construction include:
• A 64-unit multi-family residential project on 338-410 S. Alhambra Avenue • A 40-unit senior housing project on 130-206 N. Chandler Avenue • A 3-story self-storage facility on 2500 Davidson Drive • A 63-unit two-story townhome project on 126 N. New Avenue • An 8-unit residential condominium project on 2011 Potrero Grande Drive • A retail market project on 283 E. Garvey Avenue
• A new drive-through Starbucks on 1969 S. Atlantic Avenue • A Tesla auto body facility at 777 Monterey Pass Road
• A data center development on 1977 Saturn Street
Property value for 2024-25 was up 5% over property value in 2023-24. Residential value growth was $418 million (5.6%) and accounted for 77% of all value growth. The number of detached single family home sales for 2024 was more than in 2023 from 313 sold in 2023 to 338 sold in 2024. The Monterey Park median sales price through January 2025 increased

5.56%. The current median sales price in Monterey Park for detached single family homes is $935,000.

The 2025-2026 Proposed Budget
The proposed City’s FY 2025-2026 Operating, Debt and Capital Budget total is $170.7 million, of which $73.9 million is in the General Fund. This budget provides a road map for the City’s successful delivery of vital core services and infrastructure improvements, which can be seen in detail via the Fund, Department and Capital pages that follow. A careful and methodical approach was taken in preparing the budget consistent with City Council’s practice to exercise fiscal prudence and balance funding requests with the preservation of the General Fund reserves. Departmental budget requests were each evaluated in terms of operational needs in order to limit demand on the City’s finances. This operating budget includes escalations where the cost-of-service delivery has increased.

The Proposed Budget reflects the Successor Agency (SA) budget of $2.3 million for enforceable obligations and administrative costs for winding down procedures of the former Monterey Park Redevelopment Agency.

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Monterey Park uses a five-year forecast to enable us to anticipate and adapt to economic challenges and to make decisions today with the next five years in mind. The five-year forecast aids the City’s administration in seeing our financial challenges before they are realized – giving the City the opportunity to identify and communicate with City Council and the community to implement solutions in advance. To this end, the proposed budget further advances efforts to transition the City from financial stability to financial sustainability.

General Fund Revenue
The General Fund is the main operating fund of the City and pays for the majority of police, fire, building, planning, public works, park maintenance, recreation, and library services. It is the City’s practice to conservatively estimate all revenues included in the budget to avoid overcommitting to future service expansions.

General Fund Estimated Revenue
(Amounts in 000s) Approved Est. Actual Estimated
2024-25 2024-25 2025-26
Property Tax $24,618 $24,618 $25,436
Sales Tax $19,397 $19,397 $19,777
Utility User Tax $3,857 $3,857 $3,934
Transient Occupancy Tax $3,777 $3,777 $4,090
Business License Tax $1,120 $1,120 $1,651
Other Taxes $1,997 $1,997 $1,859
Licenses & Permits $2,024 $2,024 $2,021
Service Charges $8,397 $8,397 $8,118
Other Revenue $7,687 $7,687 $7,247
Total $72,874 $72,874 $74,133
Property tax and sales tax continue to be the largest revenue sources, representing 61% of the General Fund's total revenue. Each key revenue assumption for 2025-2026 is summarized as following:

Property Tax The property tax is an annual levy and is based on the value of land and structures. Property taxes constitute 34% percent of all City own-source revenue. Total gross assessed value for 2025 is $10.2 billion, up 5% or $483 million from last year. Prices for single family homes have continued to rise in response to lower inventory and interest rates. The median sale price of a detached single-family residential home in Monterey Park at January 2025 was $935,000.

Sales Tax Sales tax represents the second-largest source of local tax revenue. Sales tax is imposed on the retail sale of goods. In November 2022, voters adopted Measure MP which authorizes a ¾ cent transactions and use (sales) tax. The measure was adopted based upon a 58.14% voter approval. This tax began to be collected by businesses on April 1, 2023,

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and is projected to generate $9.2 million in FY 2025-2026.

Utility User Tax The City’s utility user tax rates are 3% for residential and 5.5% for commercial users. The tax is applied to the consumption of electric, gas, and telephone services. The overall UUT revenue is projected to increase by 2% based on trends and historical data.

Transient Occupancy Tax Transient occupancy tax, TOT (hotel/lodging tax) is imposed on the rent of hotels, motels, and short-term rentals in the City. In November 2024, voters adopted Measure LG which authorizes the increase of TOT from 12% to 13%. The measure was adopted based upon a 76.19% voter approval. This measure became effective on January 1, 2025.

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

Licenses and Permits In November 2024, voters adopted Measure BE which updated the structure of the City’s business license tax to be based on a business’s gross receipts. The measure was adopted based upon a 70.47% voter approval. This measure became effective on January 1, 2025.

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

Other Revenues This category includes investment earnings, rents, fines, and miscellaneous revenue accounts. The City’s overall investment return is expected to continue to increase FY 2025-2026.

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General Fund Estimated Expenditures
Below is the summary of the General Fund expenditures and transfers for FY 2025-2026.

General Fund Expenditures & Transfers
(Amounts in 000s) Est. Actual Proposed
2024-2025 2025-2026
Police $26,742 $28,443
Fire $17,211 $18,622
Public Works $3,011 $3,477
Library $2,975 $3,290
Community and Economic Development $2,960 $3,108
Recreation/Community Services $2,598 $3,112
General Administration $7,026 $7,681
Non-Departmental $1,172 $1,776
Capital Improvements $5,808 $4,350
Total $69,503 $73,859
General Fund Balances
Fund Balances are often used to bridge economic cycles or weather emergencies so that community services can continue to be provided uninterrupted. Adequate fund balances are an indication of sound financial management. Beginning balance for General Fund reserve for FY 2025-2026 is projected to be $45.5 million.

General Fund Balance
2024-2025
(Amounts in 000s)
Estimate Estimate
2024-2025 2025-2026
Beginning Balances $41,892 $45,263
Revenues & Transfers 72,874 74,133
Expenditures & Transfers 69,503 73,859
Ending Balances $45,263 $45,537

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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 2025-2026 Operating, Debt and Capital Budget expenditures for the restricted funds are $96.8 million and total projected revenues and transfers are $88.4 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 2025-2026, the projected retirement revenue is $10.2 million, and total appropriations are $12.5 million. The difference comes from various fund supplements of $2.3 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.

Propositions A and C, and Measures 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 2025-2026, total estimated revenue is $5.8 million and total budgeted expenditures are $7.3 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 2025-2026, the City expects to receive over $1.6 million from the SB1 funds and will be used for various street resurfacing rehabilitations per the City’s Pavement Management Study.

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 $1.1 million. This revenue combined with a General Fund supplemental payment of $842,497 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 FY 2025-26 is $991,839. These funds will be used for improvements per Government Code Section 66006.

Grants Fund The City applies for and is awarded various grants for specific purposes. In FY 2025-2026, the City is anticipated to receive $6.7 million in grant funding.

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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. City is preparing to complete a Proposition 218 refuse study by August 31, 2025.

Refuse Fund The refuse service includes trash collection, waste management, and recycling.

The City’s previous refuse rates, were established in September 2017, and reflected payments for the franchise contract with the disposal company and the City's administrative costs of the services. The City awarded a contract to a new hauling company that began services in September 2024. A Proposition 218 process will be completed in the fall of 2025 to assess new rates. The projected budget for 2024-25 is currently estimated to be $1.1 million pending results of the 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 2025-2026 is $7.3 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 2025-2026 total $17.7 million and proposed operating and capital improvement expenses are $19.7 million. Capital project expenses funded with Water Revenue Bond Series 2024 are $1.2 million. 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 2025-2026 internal service fund charges are: $2.6 million for building maintenance, $4.5 million for workers’ compensation, $4.4 million for motor shop pool, $2.4 million for separation benefits, $2.6 million for technology, $7.8 million for general liability, and $2.3 million for post-employment medical liability.

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

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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 2025-2026 and loan maturity years.

Debt Services for 2025-2026
Fiscal Year Fiscal Year
Fund Type of Debt Description 2024-2025 2025-2026
621 Bonds Sales Tax Revenue Bonds Series 2021 1,050,200 1,048,450 (Final date: 06/2051)
101 Lease
Purchase SIEMENS Energy Efficiency Project 150,167 156,766 401 (Final date: 06/2030) 850,950 888,341
Sub-Total 1,001,117 1,045,107
308
Lease
Purchase Police Mobile Radios & System 307,745 307,745
(Final date: 09/2032)
202 Bonds Pension Obligation Bonds 2004 1,433,588 1,435,283 Pension Obligation Bonds 2021 Series A 5,906,132 5,904,422 Merge with 2004 POBs (Final date: 06/2043)
Sub-Total 7,339,720 7,339,705
401 Bonds Water Revenue Bonds 1,211,803 1,212,575
(Final date: 02/2054)
401 Loan SGVMWD 0 400,000
(Final date: 12/2036)
501 Lease
Purchase Fire Engine Truck 0 190,620
506 Lease
Purchase Dump Truck; Citywide HVACS 0 190,620
(Final date: 05/2034)
Total $10,910,585 $11,734,821
Compensation and Staffing Level
As with most public agencies, personnel costs are the City's single largest operating expenditure. Total staffing for 2025-2026 is 389.75 full-time equivalent (FTE) positions, same as 2024-2025. 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 2025-2026 to meet the proposed service levels.

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Proposed Staffing Changes
2025-2026
Department Position FTE Salary & Benefits
Fire Department
Add 1 Deputy Fire Chief / Delete 1
Battalion Chief 0 $18,500
Police Department
Reclassify 1 Animal Services Officer to
Animal Service Officer Supervisor 0 $14,729
Police Department
Reclassify 1 Record Clerk to Senior
Account Clerk 0 $13,318
Community Development
Department
Reclassify 1 Permit Technician II to
Senior Permit Technician 0 $0
Community Development
Department
Add 1 PT Building & Safety Permit
Technician – 20 hrs/wk 0.5 $31,200
Total FTE 0.5 $77,747
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 $34,015,935 as of June 2023. 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 $13.8 million for 2025-2026, which will be funded by the Retirement Fund and various other funds. Other funds supplement the pension cost for 2025-2026 at $2.3 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.

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Plan Projected
2025-2026
Projected
2026-2027
Projected
2027-2028
Projected
2028-2029
Projected
2029-2030
Safety 20.14% 19.4% 18.8% 18.3% 17.8%
UAL Payment $1,301,017 $1,660,000 $2,019,000 $2,377,000 $2,421,000 Miscellaneous 12.26% 11.90% 11.60% 11.40% 11.10%
UAL Payment $664,221 $896,0000 $1,128,000 $1,360,000 $1,388,000 Other 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 employeerelated costs. The net OPEB liability is reported on the annual financial report, which is approximately $18.7 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 2025-2026, 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 2025-2026, the City is proposing a total of $20.1 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 2025-26 Proposed Budget addresses Council priorities for the next fiscal year and continues the work of the City to deliver high quality services to the community. This budget reflects changes to services that include the reallocation of staff to increase community services for our residents, businesses, and visitors. We will continue to deliver high levels of service with even greater efficiency.

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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 2025-2026 Budget.

Respectfully,
Inez Alvarez
City Manager

City Maps & Statistics
B1
FY 2025-2026 Budget
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 Council meetings and is the ceremonial head of the City for all official functions.

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
FY 2025-2026 Budget
B2
City History
The City of Monterey Park is located at the western
gateway to the San Gabriel Valley, in Los Angeles
County, California, just a few miles east of
downtown Los Angeles. It is a vibrant and culturally
diverse community of medium size population. Its
municipal boundaries encompass 7.73 square miles.

The area in which the City is now located was
originally inhabited by the Tongva 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, 2025, marks the 109th 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, fire and emergency medical protection, water, sewer and refuse collections, public infrastructure improvements and culture and leisure programming.

Monterey Park

City Maps & Statistics
FY 2025-2026 Budget
B3
City’s Economic Condition and Priority Development
Monterey Park covers an area of 7.73 square
miles with a population of approximately
59,269. 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
$935,000. The net taxable property value
during the FY 2024-2025 assessment period
was $10.2 billion, representing a 5% increase
over the previous year. Major businesses
include healthcare and social assistance, hotels
and restaurants, retail trade, finance and
insurance, corporate and business parks, and
light manufacturing.

Housing assistance programs in the City
include residential critical maintenance, and
rental rehabilitation. 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.

Population
59,269
-----------------------------
Median
Household
Income
$76,892
-----------------------------
Median Home
Value
$935,000

City Maps & Statistics
FY 2025-2026 Budget
B4
The Market Place, which is located along the Pomona Freeway, is the largest commercial shopping center ever developed in the community. Some of the wellknown national and regional tenants in operation include Home Depot, Costco, Chick-fil-A, Guitar Center, In-N-Out, Buffalo Wild Wings, Ono Hawaiian BBQ, and Starbucks.

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

City Maps & Statistics
FY 2025-2026 Budget
B5
In May of 2024, a new Holiday Inn Suites Hotel opened. The project, located on a two-acre site at 420 North 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.

Additional commercial projects which were recently approved and are in the Building & Safety plan check process or under construction include:
• A self-storage facility on 2500 Davidson Drive;
• A 63-unit two-story townhome project on 126 New Avenue; and • A new 5,000 square foot market project on 283 East Garvey Avenue. • 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 – a micro transit service – MPK Transit Express - 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. Effective August 1, 2025, the service includes

City Maps & Statistics
FY 2025-2026 Budget
B6
4 routes that run every 30 to 40 minutes and operates 5 days a week, Monday through Friday.
• MPK Transit Express
MPK Transit Express is an on-demand microtransit service that operates using app technology to schedule rides in real-time. Anyone within the service zone, which entails most of Monterey Park’s city limits, can book an affordable shared ride by app or by calling 626-606-2679. Once a rider books a trip, the app matches other people heading in the same direction into one shared vehicle – creating quick and efficient trips that provide more flexibility than traditional public transit.
• 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
FY 2025-2026 Budget
B7
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 City’s annual birthday event is held in May, featuring 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 20,000 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 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.

City Maps & Statistics
FY 2025-2026 Budget
B8
Monterey Park Community Clean-up Days - Held throughout the year and in various locations, these free events provide an opportunity for residents to dispose of nonhazardous bulky items and electronic waste.

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

Electric 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.

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

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

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

San Gabriel Valley PRIDE – Co-hosted with the Alhambra
Teachers Association and West San Gabriel Valley 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.

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

City Maps & Statistics
FY 2025-2026 Budget
B9
City Maps

City Maps & Statistics
FY 2025-2026 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: 64
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: 1,049
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

City Maps & Statistics
FY 2025-2026 Budget
B11
Number of Employees:

Elected Officials: 7
Full-Time: 336
Part-Time: 108
Population: 59,269

Budget Calendar
FY 2025-2026 Budget
B12
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 2024-2025 Midyear Budget Review Report. The Midyear Report, includes a comprehensive Long-Term Financial Plan, establishes preparatory guidelines for the 2025-2026 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 MidYear Financial Report was presented to Council on February 5, 2025.

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 January 28, 2025.

March
/April The Budget preparation month and proposal submission deadline was May
June
scheduled on March 27, 2025. City Manager's proposalreview meetings with department representatives were scheduled during the week of April 14 to April 17, 2025.

Following department proposal revisions, the City Manager's proposed budget reflecting both external and internal expectations, was assembled and published for City Council consideration on May 21, 2025.

The City Council public meeting was conducted on May 28, 2025.

Staff revises the budget by incorporating all Council directions and policies into the final budget. City Council formally approved the Final Budget by Resolution on June 18, 2025.

January 30 & February 21
April 15th to April 18th
May 28; June 18
Feb 6 - Budget
Kickoff
Feb 7 – Midyear
presentation
CM review
meetings with
Departments
April 15 - 18
Budget Workshop May 28
Adoption of Budget &
Resolutions June 18

City of Monterey Park
Vision Mission and Values
B13
Vision Statement
The City of Monterey Park is an unparalleled team of thriving, innovative, and inclusive leaders.

Mission Statement
The mission of the City of Monterey Park is to provide excellent service, foster growth and opportunity, and create a joyous and collaborative environment.

Values
We value Communication and agree to:

Share ideas and information in order to foster connectedness and empower others.

Strive for clarity and accuracy in our written and verbal communications and be available to answer questions when needed.

Speak up, speak with truth and have the tough conversations.

We value Teamwork and agree to:

Be respectful of all ideas and supportive of all efforts.

Collaborate with patience and understanding.

Hold each other accountable in achieving community goals.

We value Respect and agree to:

Be courteous, compassionate and kind to everyone, putting ourselves in their shoes.

Listen to all people with respect and openness, making every effort to fully understand what is being said before responding.

We value Integrity and agree to:

Always do the right thing, even when no-one is watching, by being honest, ethical and fair in all our actions.

Own our mistakes and successes, correcting errors transparently and committing to learning from them.

Be true to ourselves and others, ensuring that our actions align with our word and values.

B14
We value Professionalism and agree to:

Represent our city positively by holding ourselves to the highest standards, maintaining composure and showing up with intention.

Lead by example, following through on commitments, remaining dependable and pushing our limits to deliver excellent customer service

City of Monterey Park
STRATEGIC GOALS AND 12 MONTH OBJECTIVES
B15
The proposed budget echoes our continued investment in City services to our residents and businesses, but also to those who work 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 positive working relationship with the business community, so that the City’s business attraction efforts successfully bring targeted industries and retailers to our community.

Monterey Park strives to provide services that promote a safe community to our residents, businesses, and visitors.

The financial plan 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 further articulated in the City’s General Plan.
2025/26 City Council Strategic Plan Goals & Objectives

1. Ensure Public Safety with a Modernized and Community-Oriented Approach • Strengthen Community Engagement
o Implement strategic outreach initiatives
o Enhance emergency preparedness programs
o Expand public engagement through town halls and other community programs
• Leverage Technology for Enhanced Safety
o Upgrade Computer-Aided Dispatch (CAD) and Records Management Systems (RMS) and real-time communication tools
o Install additional license plate recognition cameras
• Improve Public Safety Training & Recruitment
o Provide continuous in-service training for first responders o Enhance recruitment model to meet the needs of public safety Departments o Increase awareness and marketing of public safety accomplishments

2. Maintain Stability of our City’s Fiscal and Human Resources • Enhance Revenue and Cost Recovery Strategies
o Conduct Development Impact and building permit fee studies o Evaluate and refine cost recovery strategies to optimize city resources o Continue pursuing grants and funding opportunities for key projects

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• Strengthen Workforce Recruitment and Retention
o Implement new employee meet-and-greet programs
o Conduct regular employee retention check-ins and surveys o Expand strategies to attract and retain employees
o Partner with local colleges and high schools to promote city employment opportunities

3. Strengthen our Local Economy and Enhance Housing Opportunities • Advance Economic Development Initiatives and Support Local Businesses o Implement the Economic Development Strategic Plan to foster business growth and attract investment
o Expand the Monterey Park Business Alliance to support local businesses • Facilitate Housing Development and Affordability
o Encourage developers to submit housing projects utilizing land use expediting tools
o Streamline permitting for commercial and residential projects o Support ADU (Accessory Dwelling Unit) development with standardized prototypes
o Adopt a new 5-Year Plan for HUD/CDBG funding and Explore a FirstTime Homebuyers Program o Revisit the Inclusionary Housing Ordinance (IHO) based on City Council’s direction
o Implement Land Use Element

4. Maintain, Build and Modernize Infrastructure and Facilities to Support the Current and Future Needs of Our City and Community
• Enhance Water and Mobility Infrastructure
o Prioritize completion of water bond-funded projects within the three-year bond period
o Collaborate with Metro to utilize 710 funding and implement transit and mobility improvements
• Maintain and Improve Roadways
o Continue road resurfacing initiatives and develop an alleyway resurfacing plan
• Expand Green Infrastructure
o Install additional EV chargers at public facilities to support sustainable transportation
• Continue Public Facility Improvements
o Continue facility improvements such as roofs and HVAC with an emphasis on Fire Station 63 and the City Yard
o Consider a Permanent Memorial for the January 21, 2023 Incident

B17

5. Expand Access to Community Resources and Services
• Enhance Community Programs and Public Spaces
o Promote public art initiatives and launch the “Greetings Tour” mural project o Introduce an indoor pickleball league
o Evaluate community transportation options
o Procure bookmobile to facilitate mobile outreach
o Implement the Parks Master Plan
o Enhance programming at Sierra Vista Park
o Introduce Student Success Library Cards to support youth education o Strengthen partnerships for mental health resources
o Explore a community garden collaboration with MERCI

6. Enhance Public Communication and Civic Engagement to Reach All Members of Our Community
• Refine and Modernize City Communication Strategies
o Refresh branding materials (logo, marketing toolkit, City colors, motto, letterhead, business cards, etc.)
o Evaluate and expand communications to improve proactive outreach o Develop emergency and crisis communications protocols to keep residents informed

CITIZENS OF MONTEREY PARK

CITY COUNCIL

THOMAS WONG

COUNCIL MEMBER
DISTRICT 1
VINH T. NGO
MAYOR

ELIZABETH YANG

MAYOR PRO TEM

HENRY LO

COUNCIL MEMBER
DISTRICT 4

JOSE SANCHEZ

COUNCIL MEMBER
DISTRICT 3

CITY TREASURER

AMY LEE

CITY ATTORNEY CITY MANAGER BOARDS & COMMISSIONS

BRUGGEMEYER LIBRARY
FIRE

HUMAN RESOURCES &

RISK MANAGEMENT

COMMUNITY & ECONOMIC

DEVELOPMENT FINANCE

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
B18

Monterey Park
Citizens
City Clerk Mayor &
City Council
City Manager *Successor Agency
*Media Production and Communications
*City Clerk's Division
Police Department
*Police Administration
*Traffic Bureau
*Field Services
*Investigations
*Animal Services
*Communications
*Jail
*Records
*Computer Services
*Community Engagement
Fire Department *Fire Administration
*Fire Prevention
*Emergency Operations
*Emergency Medical Services
*Comm. Risk Reduction
*Code Compliance
Human Resources & Risk
Management
*Human Resources
*Risk Management Finance
Department *Finance
*Information Technology
*Community Housing Assistance M.P. Bruggemeyer Library *Revenue Collection *Library Administration
*Adult & Teen Services
*Operational Support Services
*Literacy
*Children Services Public Works
*Community Transportation
*Street Maintenance & Street Cleaning
*Storm Drain Maintenance
*Sanitary Sewer Maintenance
*Traffic Control & Street Lighting
*Refuse Collection
*Building Maintenance
*Motor Pool Shop
*Engineering
**Parks & Parkway Maintenance
*Water & Wells
Recreation & Community
Services
*Recreation Facilities
*Aquatics
*Senior Programs
*Youth Programs
*Recreation Programs
*Special Events
*Community Transportation
Community
Developement
*Planning
*Building Safety
*Economic Development
*Business Improvement Area
Boards &
Commissions City Attorney
City
Treasurer
City of
Monterey
Park
Organization
Chart
B19

PRESENTED TO
City of Monterey Park
California
For the Fiscal Year Beginning
July 01, 2024
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
B20

City of Monterey Park

FUND ACTIVITY
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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; and contractual agreements. Special revenue funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes other than debt service or capital projects.

Proprietary Funds – Funds used to account for a government's ongoing organizations and activities that are similar to businesses found in the private sector. These funds are considered self-supporting in that the services rendered by them are generally financed through user charges or on a cost reimbursement basis.

City of Monterey Park

FUND ACTIVITY
C2
· Enterprise Funds are established to account for activities of a government that provide goods or services primarily to the public at large on a consumer charge basis. Most business-type activities of a government are accounted for and reported in this fund.
· Internal Service Funds are established to finance, administer, and account for departments or agencies of a government whose exclusive or nearly exclusive purpose is to provide goods or services (e.g. Technology services) to the government's other departments on a cost reimbursement basis.

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

City of Monterey Park Account Structure:

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

City of Monterey Park

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

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

Organization: The organization or org code identifier (also referred to as division) is used within the City’s accounting system to identify a specific program assigned to a department division. Thus, a single department can have one or more organization codes assigned to it in order to capture revenues and expenses for each separate function.

Object: The basic unit of the City’s accounting structure is the object code. The purpose of the object code is to provide a means for separating each type of revenue and expense from another. For example, full-time salaries are charged to Object Code 5103.

Project: A project tracks Capital and/or a specific revenue or expense. For example, within 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.

Library Services (112) accounts for cost for services provided by the Library including passport services.

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 forthe purpose of improvements and related expenditures for Law Enforcement, Fire Suppression /Medic, Circulation, Water Distribution, Sewer Collection, Library Facilities and Collection, Public Meeting Facilities, Community Facilities, Aquatics Facilities and Park Land Improvements, as established pursuant toMonterey 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 underthe Comprehensive Environmental Response Cleanup and Liability Act (CERCLA). Haulers are assessed on the basis of waste tonnage disposed as a prerequisite to obtaining a business license.

City of Monterey Park

SOURCE OF FUNDS
C5
Business Improvement Area #1 Fund (219) accounts forreceipts and expenditures relating to the development and promotion of business activities in the downtown area of the City.

Maintenance District 93-1 Fund (220) accounts forreceipts 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 LosAngeles 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.

Highway Safety Improvement Program (246) accounts for expenditures focused on infrastructure projects with nationally recognized crash reduction factors (CRFs). Local HSIP projects must be identified on the basis of crash experience, crash potential, crash rate, or other data-supported means.

City of Monterey Park

SOURCE OF FUNDS
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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.

Measure W (248) accounts for taxes collected through a parcel tax of 2.5 cents per square foot of impermeable land area throughout Los Angeles County. This measure provides the city with funds to capture, treat, and recycle stormwater.

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.

PROPRIETARY FUNDS
Enterprise Funds:

Water Operation Fund (401) accounts 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 deficient sanitary sewer mains identified in the Sewer Master Plan, as established pursuant to Monterey Park Municipal Code Section 14.06.060.

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

Internal Service Funds:

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

City of Monterey Park

SOURCE OF FUNDS
C7
Technology/Data Processing Fund (502) accounts for the costs of centralized data processing activities, including computer networking, and replacement of telephone system.

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

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

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

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

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

Summary of Revenues and Transfers-In
FY 2025-2026 Budget
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2023-2024 2024-2025 2024-2025 2025-2026 101 GENERAL FUND 63,041,091 65,657,808 72,400,019 73,440,326 102 RECREATION 295,000 389,500 389,500 613,500
112 LIBRARY SERVICES 50,000 84,600 84,600 79,500
Total General Fund 63,386,091 66,131,908 72,874,119 74,133,326 201 PUBLIC SAFETY AUGMENTATION FUND 900,000 1,000,000 1,000,000 1,020,000 202 RETIREMENT FUND 12,187,627 12,980,902 12,980,902 12,450,655 203 NATIONAL OPIOIDS SETTLEMENT 0 30,800 30,800 105,000 204 CIRCULATION SYSTEM DIF FUND 200,000 101,500 101,500 199,069 205 LAW ENFORCEMENT_FIRE DIF FUND 227,100 33,394 33,394 106,265 206 CITY HOUSING SPECIAL REVENUE FUND 137,342 262,342 262,342 262,342 216 CERCLA LIABILITY FUND 145,100 151,000 151,000 150,500 219 BUSINESS IMPROVEMENT AREA 1 84,000 85,000 85,000 58,360 220 MAINTENANCE DISTRICT 93_1 1,004,990 1,020,051 1,020,051 1,065,992 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 170,500 153,000 153,000 340,943 232 PROP A_PER PARCEL 0 157,500 157,500 955,000
236 BIKE ROUTE FUND 70,443 60,886 60,886 47,410
237 ROAD MAINTENANCE AND REHABILITATION ACCO 1,556,219 1,486,806 1,486,806 1,577,401 238 PROPOSITION A FUND 1,891,047 1,694,072 1,694,072 1,576,660 239 MEASURE R FUND 1,083,493 1,047,405 1,047,405 975,031 240 MEASURE M FUND 1,226,825 1,200,726 1,200,726 1,132,369 241 PROPOSITION C FUND 1,444,323 1,408,207 1,408,207 1,323,375 242 STATE GAS TAX FUND 1,559,719 1,643,298 1,643,298 1,715,706 246 HIGHWAY SAFETY IMPROVEMENT 1,064,323 700,000 700,000 0 247 AIR QUALITY IMPROVEMENT FUND 80,000 85,000 85,000 85,000 248 MEASURE W FUND 0 730,000 730,000 743,000
Sub-Total Other Special Revenues 25,033,051 26,031,889 26,031,889 25,890,078 301 ASSET FOREFEITURE FUND - JUSTICE 0 21,000 21,000 0
302 ASSET FOREFEITURE FUND - TREASURY 100 3,000 3,000 1,515,000 303 BULLETPROOF VEST POLICE GRANT 6,251 7,803 7,803 10,000 304 STC STANDARDS_TRAINING_CORREC 6,600 6,600 6,600 5,500 305 POST 35,000 35,000 35,000 50,000
308 STATE LAW ENFORCE SVC_COPS 165,000 185,000 185,000 202,000 310 SELECTIVE TRAFFIC ENFORCE 49,848 0 0 0
313 URBAN AREA INITIATIVE - (UASI) POLICE 238,182 238,182 238,182 125,000 314 HOMELAND SECURITY - FIRE 342,500 230,000 230,000 13,500 315 URBAN AREA INITIATIVE - (UASI) FIRE 0 0 0 430,000
321 GROUND EMERGENCY MEDICAL TRANSPORTION 40,000 0 0 450,000 322 CALOES HIGH COMM. EQUIPMENT 60,000 0 0 357,000
323 CALOES HIGH COMM. HAZARD 63,000 0 0 10,000
325 ASSISTANCE TO FIREFIGHTERS 182,000 182,000 182,000 0 332 COMMUNITY DEVELOPMENT GRANTS 0 27,600 27,600 60,000 334 OTS - POLICE 380,000 58,300 58,300 0
335 CANNABIS TAX GRANT PROGRAM 0 184,011 184,011 15,000 340 STC REVENUE 0 0 0 4,500
351 WIOA GRANT 49,000 40,000 40,000 50,000
353 CALLIBRARY LITERACY SERVICES GRANT 39,000 69,952 69,952 81,000 354 STATE LIBRARY GRANT 0 5,000 5,000 5,000
360 LIBRARY GRANTS' 0 700,178 700,178 560,150
361 HOME HOUSING PROGRAM 375,733 278,235 278,235 285,787 362 CDBG FUND 786,842 576,795 576,795 563,008
367 PLHA FUND 343,238 1,359,916 1,359,916 0
368 HUD - ARPA 1,175,039 1,175,039 1,175,039 339,508
C8

Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2023-2024 2024-2025 2024-2025 2025-2026 371 USED OIL RECYCLING BLOCK GRANT 51,333 0 0 0
372 RECREATION GRANTS 0 0 0 8,654
373 BEVERAGE CONTAINER RECYCLING 15,306 0 0 16,000
381 PUBLIC WORK GRANTS 0 1,500,000 1,500,000 1,525,000
383 ELAC INSTRUCTIONAL GRANT 0 50,500 50,500 58,000
385 LEAP 0 300,000 300,000 0
Sub-Total Grants 4,403,972 7,234,111 7,234,111 6,739,607 Total Special Revenues Funds 29,437,023 33,266,000 33,266,000 32,629,685 401 WATER FUND 12,319,977 20,634,627 20,634,627 16,528,949 402 WATER TREATMENT WQA EPA FUND 5,025,000 4,860,895 4,860,895 1,200,000 409 WATER DIF 165,000 71,144 71,144 323,142
411 SEWER FUND 4,057,934 7,046,812 7,046,812 7,342,136
419 SEWER DIF 26,000 10,517 10,517 22,420
421 REFUSE FUND 6,860,000 7,200,000 7,200,000 1,122,419 Total Enterprise Funds 28,453,911 39,823,994 39,823,994 26,539,066 501 CITY SHOP FUND 3,713,800 3,783,800 3,783,800 4,162,685 502 TECHNOLOGY INTERNAL SERVICE FUND 1,381,816 1,905,200 1,905,200 2,458,232 503 GENERAL LIABILITY FUND 6,898,767 7,833,285 7,833,285 8,224,949 504 WORKERS COMP FUND 3,986,537 4,776,998 4,776,998 5,244,303 505 SEPARATION BENEFITS FUND 1,225,000 2,130,508 2,130,508 2,407,892 506 BUILDING MAINTENANCE FUND 0 1,790,842 1,790,842 2,205,002 507 OPEB INTERNAL SERVICE FUND 2,200,000 2,215,371 2,215,371 2,325,561 Total Internal Services Funds 19,405,920 24,436,004 24,436,004 27,028,624 621 SALES TAX STREET BONDS-TRANSFER IN 1,053,450 0 1,051,200 0 Total Measure R, Measure M, Prop C Transfer-In 1,053,450 0 1,051,200 0 Total City-Wide Revenues 141,736,395 163,657,906 171,451,317 160,330,702 841 ATLANTIC_GARVEY SA 1,472,757 1,436,731 1,436,731 1,429,118 842 MERGED SA 755,957 747,731 747,731 758,020
Total Successor Agency 2,228,714 2,184,462 2,184,462 2,187,138 Total City-Wide & SA Funds 143,965,109 165,842,368 173,635,779 162,517,840 C9

City of Monterey Park
FY2025-26 Fund Balance Change Summary
Estimated
Fund Balance Revenue Available Expenditure
Estimated
Fund Balance Fund Balance
Fund Description June 30, 2025 Budget Resources Budget June 30, 2026 Change 101 GENERAL FUND 39,668,640 73,440,326 113,108,966 73,642,933 39,466,033 (202,607) 102 RECREATION 479,574 613,500 1,093,074 92,110 1,000,964 521,390 112 LIBRARY SERVICES 559,685 79,500 639,185 123,579 515,606 (44,079) Total General Fund 40,707,899 74,133,326 114,841,225 73,858,622 40,982,603 274,704 201 PUBLIC SAFETY AUGMENTATION FUND 100,000 1,020,000 1,120,000 1,100,000 20,000 (80,000) 202 RETIREMENT FUND 6,559,330 12,450,655 19,009,985 14,680,878 4,329,107 (2,230,223) 203 OPIOID SETTLEMENT 117,730 105,000 222,730 24,500 198,230 80,500 204 CIRCULATION SYSTEM DIF FUND 657,936 199,069 857,005 800,000 57,005 (600,931) 205 LAW ENFORCEMENT_FIRE DIF FUND 36,154 106,265 142,419 138,000 4,419 (31,735) 206 CITY HOUSING SPECIAL REVENUE FUND 1,798,931 262,342 2,061,273 0 2,061,273 262,342 216 CERCLA LIABILITY FUND 291,190 150,500 441,690 401,191 40,499 (250,691) 219 BUSINESS IMPROVEMENT AREA 1 228,515 58,360 286,875 73,950 212,925 (15,590) 220 MAINTENANCE DISTRICT 93_1 56,344 1,065,992 1,122,336 1,063,460 58,876 2,532 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 1,196,154 340,943 1,537,097 1,407,000 130,097 (1,066,057) 232 MEASURE A - PARKS 3,043 955,000 958,043 400,000 558,043 555,000 236 BIKE ROUTE FUND 5,547 47,410 52,957 0 52,957 47,410 237 ROAD MAINTENANCE AND REHABILITATION ACCOUNT 2,840,316 1,577,401 4,417,717 1,602,727 2,814,990 (25,326) 238 PROPOSITION A FUND 2,292,552 1,576,660 3,869,212 3,155,717 713,496 (1,579,057) 239 MEASURE R FUND 818,113 975,031 1,793,144 1,598,023 195,121 (622,992) 240 MEASURE M FUND 4,275,517 1,132,369 5,407,886 512,504 4,895,382 619,865 241 PROPOSITION C FUND 2,862,145 1,323,375 4,185,520 1,694,040 2,491,480 (370,665) 242 STATE GAS TAX FUND 1,084,106 1,715,706 2,799,812 2,799,012 800 (1,083,306) 246 HIGHWAY SAFETY IMPROVEMENT 45,616 0 45,616 0 45,616 0 247 AIR QUALITY IMPROVEMENT FUND 473,301 85,000 558,301 59,454 498,847 25,546 248 MEASURE W FUND 222,540 743,000 241,063 346,879 241,063 241,063 301 ASSET FOREFEITURE FUND - JUSTICE 45,410 0 45,410 6,000 39,410 (6,000) 302 ASSET FOREFEITURE FUND - TREASURY 1,227,039 1,515,000 2,742,039 61,000 2,681,039 1,454,000 303 BULLETPROOF VEST POLICE GRANT 1,753 10,000 11,753 8,500 3,253 1,500 304 STC STANDARDS_TRAINING_CORREC POLICE 14,113 5,500 19,613 6,800 12,813 (1,300) 305 POST POLICE 0 50,000 50,000 37,000 13,000 13,000
306 AB109 TASK FORCE GRANT POLICE 200,709 0 200,709 26,500 174,209 (26,500) 307 ASSET FOREFEITURE FUND - STATE & COUNTY 8,828 0 39,210 8,828 32,195 23,367 308 STATE LAW ENFORCE SVC_COPS 850,337 202,000 1,052,337 307,745 744,592 (105,745) 310 OFFICER WELLNESS GRANT 694 0 694 0 694 0
313 URBAN AREA INITIATIVE - (UASI) POLICE 0 125,000 125,000 125,000 0 0 314 HOMELAND SECURITY - FIRE 0 13,500 13,500 13,500 0 0 315 URBAN AREA INITIATIVE - (UASI) FIRE 208,387 430,000 638,387 637,841 546 (207,841) 321 GROUND EMERGENCY MEDICAL TRANSPORTION 35,000 450,000 485,000 350,000 135,000 100,000 322 CALOES EQUIPMENT 0 357,000 357,000 357,000 0 0
323 CALOES HIGH COMM. HAZARD 0 10,000 10,000 10,000 0 0 332 COMMUNITY DEVELOPMENT GRANTS 15,950 60,000 75,950 17,110 58,840 42,890 334 OTS - POLICE 66,845 0 66,845 0 66,845 0
335 CANNABIS TAX GRANT PROGRAM 9,262 15,000 24,262 0 24,262 15,000 340 SGVCOG HOMELESS PROGRAM GRANT 3,040 4,500 40,000 0 40,000 36,960 351 WIOA GRANT 18,797 50,000 68,797 11,884 56,913 38,116 353 CAL LIBRARY LITERACY SERVICES GRANT 36,011 81,000 117,011 28,460 88,551 52,540 354 STATE LIBRARY GRANT 880 5,000 5,880 5,000 880 0
360 LIBRARY GRANTS' 717,851 560,150 1,278,001 700,187 577,814 (140,037) 361 HOME HOUSING PROGRAM 260,604 285,787 546,391 277,946 268,445 7,841 362 CDBG FUND 29,520 563,008 592,528 528,454 64,074 34,554 367 PERMANENT LOCAL HOUSING ALLOCATION 1,362,832 0 1,362,832 352,780 1,010,052 (352,780) 368 HOME - ARPA 348,992 339,508 688,500 364,667 323,833 (25,159) 371 USED OIL RECYCLING BLOCK GRANT 17,386 0 17,386 8,654 8,732 (8,654) 372 RECREATION GRANTS 15,374 8,654 24,028 0 24,028 8,654 373 BEVERAGE CONTAINER RECYCLING 106,401 16,000 122,401 0 122,401 16,000 381 PUBLIC WORK GRANTS 2,058,521 1,525,000 3,583,521 2,000,000 1,583,521 (475,000) 383 ELAC INSTRUCTIONAL SERVICE PROGRAM 205,953 58,000 263,953 60,000 203,953 (2,000) 401 WATER FUND 1,314,529 16,528,949 17,843,478 15,746,532 2,096,946 782,417 402 WATER TREATMENT WQA EPA FUND 2,726,244 1,200,000 3,926,244 3,926,244 0 (2,726,244) 408 WATER REVENUE BONDS PROJECTS 20,875,344 0 20,875,344 1,150,000 19,725,344 (1,150,000) C10

Estimated
Fund Balance Revenue Available Expenditure
Estimated
Fund Balance Fund Balance
Fund Description June 30, 2025 Budget Resources Budget June 30, 2026 Change 409 WATER DIF FUND 923,815 323,142 1,246,957 0 1,246,957 323,142 411 SEWER FUND 6,863,398 7,342,136 14,205,534 6,912,768 7,292,766 429,368 419 SEWER DIF FUND 86,196 22,420 108,616 0 108,616 22,420 421 REFUSE FUND 237,736 1,122,419 1,360,155 1,078,065 282,090 44,354 501 CITY SHOP FUND 273,537 4,162,685 4,436,222 4,432,568 3,654 (269,883) 502 TECHNOLOGY INTERNAL SERVICE FUND 1,219,235 2,458,232 3,677,467 2,560,832 1,116,635 (102,600) 503 GENERAL LIABILITY FUND 3,159,816 8,224,949 11,384,765 7,792,181 3,592,584 432,768 504 WORKERS COMP FUND 5,669,171 5,244,303 10,913,474 4,503,794 6,409,680 740,509 505 SEPARATION BENEFITS FUND 161,132 2,407,892 2,569,024 2,400,000 169,024 7,892 506 BUILDING MAINTENANCE FUND 441,357 2,205,002 2,646,359 2,573,197 73,162 (368,195) 507 OPEB INTERNAL SERVICE FUND 112,537 2,325,561 2,438,098 2,300,000 138,098 25,561 601 SALES TAX STREET BONDS PROJECTS 4,247 0 4,247 0 4,247 0 621 SALES TAX STREET BONDS-TRANSFER IN 1,050,200 0 1,050,200 1,048,450 1,750 (1,048,450) 841 ATLANTIC_GARVEY SA 1,386,149 1,429,118 2,815,267 1,493,688 1,321,580 (64,570) 842 MERGED SA 322,787 758,020 1,080,807 764,500 316,307 (6,480) 121,366,899 162,517,840 283,223,104 170,709,633 112,862,163 (8,282,196) C11

Revenues by Type
FY 2025-2026
C12
General Fund
Property Tax
34%
Sales Tax
27%
UUT
5%
TOT
6%
BL Tax
2%
Other Taxes
2%
Licenses & Permits
3%
Service Charges
11%
Other Revenue
10%

Revenues by Type
FY 2025-2026
C13
Special Revenues Funds

RETIREMENT
38%

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

MEASURE R
3%

MEASURE M
3%

PROPOSITION C
4%

STATE GAS TAX
5%
GRANTS
21%

OTHER FUNDS
13%

Revenues by Type
FY 2025-2026
C14
Proprietary Funds
Water
34%
Sewer
14%
Refuse
2%
Shop
8%
Technology
5%
General Liability
15%
Workers Comp
10%
Seperation Ben
4%
Building Maintn
4%
OPEB
4%

Actual Actual Actual Revised Proposed
2022 2023 2024 2025 2026
General Fund
General Fund 49,071,598 56,510,581 63,386,091 72,874,119 74,133,326 Special Revenue
Retirement 11,868,762 12,948,477 12,187,627 12,980,902 12,450,655 Maintenance District 1,003,590 1,037,841 1,004,990 1,020,051 1,065,992 RMRA SB1 1,224,804 1,421,258 1,556,219 1,486,806 1,577,401 Proposition A 1,808,639 1,683,026 1,891,047 1,694,072 1,576,660 Measure R 958,759 1,019,953 1,083,493 1,047,405 975,031 Measure M 1,087,412 1,189,901 1,226,825 1,200,726 1,132,369 Proposition C 1,281,794 1,387,511 1,444,323 1,408,207 1,323,375 Gas Taxes 1,421,252 1,561,184 1,559,719 1,643,298 1,715,706 Other Funds 2,338,133 3,334,305 3,078,808 3,550,422 4,072,889 Grants 4,025,316 7,856,680 4,403,972 7,234,111 6,739,607 Enterprise
Refuse 6,846,375 7,041,201 6,860,000 7,200,000 1,122,419 Sewer 3,280,593 3,490,699 4,083,934 7,057,329 7,364,556 Water 15,121,944 13,402,269 17,509,977 25,566,665 18,052,091 Internal Service
City Shop Fund 2,166,341 3,117,678 3,713,800 3,783,800 4,162,685 Technology & Communicatio 496,151 1,003,643 1,381,816 1,905,200 2,458,232 General Liability 4,100,368 5,039,019 6,898,767 7,833,285 8,224,949 Workers' Compensation 3,085,274 3,773,730 3,986,537 4,776,998 5,244,303 Seperation Benefits 986,500 1,045,994 1,225,000 2,130,508 2,407,892 Building Maintenance 0 0 0 1,790,842 2,205,002
Other Post Employment Bene 1,000,000 1,000,000 2,200,000 2,215,371 2,325,561 Sales Tax Revenue Bonds
Street Bonds-TransferIn 21,026,121 613,627 1,053,450 1,051,200 0 Successor Agency
Successor Agency 2,904,164 2,573,237 2,228,714 2,184,462 2,187,138 Total 137,103,890 132,051,815 143,965,109 173,635,779 162,517,840 Five-Year Summary of Revenues & Transfers-In by Fund Types FY 2025-2026 Budget
C15

Actual Actual Actual Revised Proposed $ Change
2022 2023 2024 2025 2026 over 2025
General Administration
City Council / Regional Associatons 241,710 192,072 232,109 223,315 214,251 (9,064) City Manager 1,049,290 1,656,051 1,695,482 2,557,875 2,653,733 95,859 City Treasurer 25,273 18,819 12,219 18,885 24,568 5,682 City Attorney 444,490 787,512 795,259 761,212 898,000 136,788 City Clerk 461,052 12,701 12,835 16,384 22,624 6,240
Finance 4,215,033 5,013,202 5,731,299 6,265,329 6,866,782 601,454 HR & Risk Management 749,646 1,397,523 1,306,544 1,618,889 1,917,551 298,661 General Administration 7,186,495 9,077,880 9,785,747 11,461,889 12,597,509 900,115 Public Safety
Fire 15,682,884 16,653,597 17,889,543 20,940,063 22,844,853 1,904,790 Police 20,518,649 22,510,340 25,504,298 31,967,288 33,501,404 1,534,116 Public Safety 36,201,533 39,163,936 43,393,842 52,907,351 56,346,257 3,438,906 Community Services & Improvements
Library 2,178,878 2,255,185 2,672,610 3,152,866 3,508,540 355,674 Recreation & Communtiy Services 2,115,223 2,351,015 2,764,011 3,829,565 4,307,764 478,199 Community & Economic Development 1,265,944 2,566,599 2,204,588 3,538,213 3,702,686 164,473 Community Services & Improvements 5,560,045 7,172,799 7,641,208 10,520,644 11,518,990 642,672 City Infrastructure
Public Works 33,301,204 40,297,137 47,079,239 49,870,383 43,373,879 (6,496,504) Capital Improvement Projects 942,176 11,652,962 4,698,956 13,665,472 17,034,321 3,368,849 City Infrastructure 34,243,381 51,950,099 51,778,196 63,535,855 60,408,200 -3,127,655 Non-Department/Internal Services
Worker's Compensation 3,700,146 3,807,304 2,686,861 3,804,130 4,408,161 604,031 General Liability 6,298,787 7,025,616 6,573,283 8,088,077 8,192,386 104,309 Post-Employement Activity 10,853,781 11,407,969 13,032,197 13,111,164 14,979,943 1,868,780 20,852,714 22,240,889 22,292,341 25,003,370 27,580,490 2,577,120 ARPA Projects 2,239,920 6,424,800 5,678,915 1,029,375 0 (1,029,375) Successor Agency 5,816,250 2,084,715 1,598,280 2,249,878 2,258,187 8,309 Total 109,860,418 131,690,319 142,168,527 166,708,362 170,709,633 3,410,092 Five-Year Summary of Expenditures & Transfers-In by Fund Types FY 2025-2026 Budget
C16

Expenditures by Fund and Character
FY 2025-2026
C17
Combined City and Successor Agency
Expenditures by Fund:

Expenditures by Character:

2.3 27.6

28.8 6.4

31.7 73.9
0 10 20 30 40 50 60 70 80
Successor Agency
Internal Services
Enterprise
Grants
Special Revenue
General Fund

13.8 16.5

31.9 7.7

33.4 67.4

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0
Debt Service/Other Payments
Capital Expenditures
Internal Services
Commodities
Services
Salary and Benefits

Source of Funds by Department
FY 2025-2026 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 $214,251 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $214,251 City Manager $2,510,524 $143,209 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,258,187 $4,911,921 City Clerk $22,624 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,624 City Treasurer $24,568 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,568 City Attorney $898,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $898,000 Finance $3,151,155 $132,170 $0 $0 $0 $0 $0 $0 $403,773 $0 $300,454 $318,397 $0 $2,560,832 $0 $6,866,782 HR/Risk Management $860,115 $34,960 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,022,476 $0 $1,917,551 Community Developme $3,107,658 $112,982 $0 $0 $0 $0 $0 $0 $17,110 $73,950 $194,916 $196,070 $0 $0 $0 $3,702,686 Police $28,442,633 $2,785,231 $0 $0 $0 $0 $0 $0 $1,634,040 $567,500 $0 $0 $0 $72,000 $0 $33,501,404 Fire $18,622,014 $1,675,212 $0 $0 $0 $0 $0 $0 $1,071,341 $695,000 $119,924 $227,472 $53,209 $380,681 $0 $22,844,853 Library $3,289,779 $173,417 $0 $0 $0 $0 $0 $0 $45,344 $0 $0 $0 $0 $0 $0 $3,508,540 Recreation/Community $3,112,320 $107,975 $0 $0 $1,031,470 $0 $0 $0 $0 $56,000 $0 $0 $0 $0 $0 $4,307,764 Public Works $3,477,125 $85,779 $1,799,012 $1,494,040 $2,124,247 $12,504 $948,023 $1,063,460 $8,654 $1,354,784 $19,057,482 $4,370,829 $1,024,856 $6,553,084 $0 $43,373,879 Capital Expenses $4,350,000 $0 $1,000,000 $200,000 $0 $500,000 $650,000 $0 $3,130,594 $4,253,727 $1,150,000 $1,800,000 $0 $0 $0 $17,034,321 Non-Departmental $1,775,857 $9,429,943 $0 $0 $0 $0 $0 $0 $0 $401,191 $0 $0 $0 $15,973,499 $0 $27,580,490 Total Funds $73,858,622 $14,680,878 $2,799,012 $1,694,040 $3,155,717 $512,504 $1,598,023 $1,063,460 $6,310,855 $7,402,152 $20,822,776 $6,912,768 $1,078,065 $26,562,572 $2,258,187 $170,709,633 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; Information Technology; General Liability; Worker's Comp; Seperation Benefits; Building Maintenance; OPEB

SOURCE OF FUNDS BY DEPARTMENT
C18

General Fund Five Year Projection
FY 2025-2026 Budget
2024-25 2025-26 2026-27 2027-28 2028-29 Notes
Beginning Fund Balance 41,891,780 45,262,863 45,537,567 45,696,084 45,169,321 Committed 14,226,927 14,726,927 15,226,927 15,226,927 15,226,927 (1) Assigned 30,900,501 30,375,205 29,875,205 29,375,205 29,575,205 Unassigned 135,435 435,435 593,952 567,189 307,836
Ending Fund Balance 45,262,863 45,537,567 45,696,084 45,169,321 45,109,969 Recurring Revenues:

Property Taxes 24,618,434 25,436,057 26,326,319 27,247,740 28,201,411 (2) Sales Tax 19,396,608 19,776,640 20,536,487 21,111,509 21,702,631 (3) Utility User Tax 3,856,508 3,933,638 4,012,310 4,092,557 4,174,408 (4) Transient Occupancy Tax 3,777,303 4,090,622 4,213,341 4,339,741 4,469,933 (5) Business License Tax 1,120,000 1,650,957 1,700,486 1,751,500 1,804,045 (6) Other Taxes 1,996,864 1,859,292 1,918,789 1,980,191 2,043,557 (7) Licenses & Permits 2,024,391 2,020,890 2,081,517 2,143,962 2,208,281 (8) Charges for Services 8,397,075 8,118,269 8,280,634 8,446,247 8,615,172 (9) Other Revenue 7,686,936 7,246,961 7,391,900 7,539,738 7,690,533 (9) Total Revenues 72,874,119 74,133,326 76,461,784 78,653,185 80,909,971 Expenditures:

Salaries & Benefits 38,373,431 42,252,135 43,274,046 45,067,683 46,419,713 (10) Services 8,507,288 8,663,075 8,836,337 9,013,063 9,193,325 (11) Commodities 1,764,829 2,296,747 2,342,682 2,389,536 2,437,327 (11) Internal Service Chgs 10,250,970 12,610,064 13,871,071 14,564,624 15,292,855 (12) Capital Projects 5,808,231 4,350,000 3,850,000 3,350,000 3,350,000 GF Suppl to Pension 2,643,022 1,583,912 1,583,912 1,583,912 1,583,912 OPEB 2,005,097 1,945,922 1,945,922 1,945,922 1,945,922
Debt Service - Siemens 150,167 156,766 163,862 171,255 179,080 Total Expenditures 69,503,036 73,858,622 75,867,832 78,085,996 80,402,135 Surplus/(Deficit) 3,371,083 274,704 593,952 567,189 507,836 * Projections assume a slow and stable economy.
5-Year Long-Term Projection
C19

General Fund Five Year Projection
FY 2025-2026 Budget
(1) City recommendation to increase Committed-Catastrophic by $3M at end of FY2024-25 for a total Committed-Catastrophic/Cash Flow amount of $12,340,000. City Council assigned $250,000 to support projects/programs identified in the Parks Master Plan for fiscal year end 2024-2025. (2) HdL Property Tax Consultants are projecting an average increase of 3.5% for the next four Fiscal Years (3) HdL Sales Tax Consultants are projecting sales tax to remain flat for the next 3 years. (4) 2% increase calculated using historical trends and current economy (5) Projection includes the opening of the Holiday Inn May 2024 and the passing of Measure LG - a TOT increase from 12% to 13%
(6) Projection includes the passing of Measure BE changing the BLT calculations from employee count to gross revenues.
(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) Projections are calculated with a 3% average increase and employees eligible for merit increases (11) 2% Services and Commodities increase
(12) Internal Service Charges are increased by a 10% average cost C20

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 Aide - 1 1
Administrative Intern - 0.50 - 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 - 1 -
Secretary to the City Manager 1 - 1 - 1 -
CITY MANAGER TOTAL 9.20 1.50 10.20 1.50 10.20 1.50
City Clerk - Elected Official 1 - 1 - 1 -
CITY CLERK TOTAL 1 - 1 - 1 -
FINANCE - 1400
Director of Finance 0.80 - 0.80 - 0.80 -
Account Clerk 1 1.50 1 1.00 1 1.00
Accountant 2 - 2 - 2 -
Administrative Aide 1 - 1 0.50 1 0.50
Finance Manager 1 - 1 - 1 -
Financial Analyst 2 - 2 - 2 -
Information System Specialist 2 - 2 - 2 -
Information Technology Manager 1 - 1 - 1 -
Information Technology Technician 1 - 1 - 1 -
Principal Management Analyst - 0.50 - 0.50 - 0.50
Senior Account Clerk 6 - 6 - 6 -
Senior Accountant 1 - 1 - 1 -
FINANCE TOTAL 18.80 2.00 18.80 2.00 18.80 2.00
CITY CLERK - 1300
2023-2024 2024-2025 2025-2026
City of Monterey Park
Citywide Personnel Summary - 2025-2026

FY FY FY
C21

Full Time Part Time Full Time Part Time Full Time Part Time 2023-2024 2024-2025 2025-2026
City of Monterey Park
Citywide Personnel Summary - 2025-2026

FY FY FY
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 -
Admistrative Aide 1 - 1 - 1 -
Building Inspector 2 - 2 - 2 -
Building Official 1 - 1 - 1 -
Building and Safety Permit Technician - - - - - 0.50
Economic Development Manager 1 - 1 - 1 -
Economic Development Specialist 1 - 1 - 1 -
Permit Technician I 1 - 2 - 2 -
Permit Technician II 1 - 1 - - -
Plan Checker 1 - 1 - 1 -
Administrative Intern I - 0.50 - 0.50 - 0.50
Planning Manager 1 - 1 - 1 -
Planning Technician 1 - - - - -
Senior Permit Technician - - - - 1 -
Senior Planner 1 - 1 - 1 -
COMMUNITY DEVELOPMENT TOTAL 14 0.50 14 0.50 14 1.00
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 -
C22

Full Time Part Time Full Time Part Time Full Time Part Time 2023-2024 2024-2025 2025-2026
City of Monterey Park
Citywide Personnel Summary - 2025-2026

FY FY FY
POLICE - 3100
Police Chief 1 - 1 - 1 -
Animal Services Officer 2 - 2 - 1 -
Animal Services Supervisor - - - - 1 -
Community Services Officer 3 2.50 3 2.50 3 2.50
Communications Supervisor 1 - 1 - 1 -
Crime Analyst - 0.50 - 0.50 - 0.50
Crossing Guard - 4.50 - 4.50 - 4.50
Dispatcher 8 1.25 9 1.25 9 1.25
Evidence Officer 2 - 2 - 2 -
Jailer 4 1.00 4 1 4 1
Jailer Supervisor 1 - 1 - 1 -
Principal Management Analyst 1 - - - - -
Outreach and Housing Navigation Coordinator 1 - 1 - 1 - Police Administrative Assistant 1 - 1 - 1 -
Police Cadet - 2 - 2 - 2
Police Captain 2 - 2 - 2 -
Police Clerk 10 - 10 - 9 -
Police Corporal 14 - 14 - 14 -
Police Lieutenant 7 - 8 - 8 -
Police Officer 43 - 45 - 45 -
Police Records Cadet - 0.50 - 0.50 - 0.50
Police Records Clerk - 1.00 - 1.00 - 1.00
Police Records Management System Technician 1 - - - - - Police Records Supervisor 1 - 1 - 1 -
Police Sergeant 9 - 9 - 9 -
Senior Account Clerk - - - - 1 -
Secretary 1 - 1 - 1 -
POLICE TOTAL 113 13.25 115 13.25 115 13.25
C23

Full Time Part Time Full Time Part Time Full Time Part Time 2023-2024 2024-2025 2025-2026
City of Monterey Park
Citywide Personnel Summary - 2025-2026

FY FY FY
FIRE - 3200
Fire Chief 1 - 1 - 1 -
Deputy Fire Chief - - - - 1 -
Code Enforcement Officer 3 - 3 - 3 -
Code Enforcement Supervisor - - 1 - 1 -
Battalion Chief 4 - 4 - 3 -
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 1 - 1 - 1 -
Office Assistant II 1 - 1 - 1 -
Senior Code Compliance Officer 1 - - - - -
FIRE TOTAL 64 - 64 - 64 -
PUBLIC WORKS - 4200
Administrative Intern - 0.25 - 0.25 - 0.25
Administrative Secretary 1 - 1 - 1 -
Assistant City Engineer 1 - 1 - 1 -
Assistant Water Utility Manager 1 - 1 - 1 -
Auto Shop Technician 1 - 1 - 1 -
Building Trades Technician 2 - 2 - 2 -
Civil Engineering Assistant 1 - 1 - 1 -
Civil Engineering Associate 2 - 2 - 2 -
Civil Engineering Technician 1 - 1 - 1 -
Consumer Services Representative 2 - 2 - 2 -
Crew Leader 3 - 3 - 3 -
Cross Connection Control Inspector 2 - 2 - 2 -
Director of Public Works 1 - 1 - 1 -
Electrician 1 - 1 - 1 -
Engineering Aide - 1.00 - 1.00 - 1.00
Equipment Mechanic 2 - 2 - 2 -
Equipment Service Specialist - 0.50 - 0.50 - 0.50
C24

Full Time Part Time Full Time Part Time Full Time Part Time 2023-2024 2024-2025 2025-2026
City of Monterey Park
Citywide Personnel Summary - 2025-2026

FY FY FY
Facilities Maintenance Supervisor 1 - 1 - 1 -
Geographic Information System Analyst 1 - 1 - 1 -
Lead Equipment Mechanic 1 - 1 - 1 -
Maintenance Worker 11 1.50 11 1.50 11 1.50
Park Maintenance Crew Leader 2 - 2 - 2 -
Park Maintenance Worker 3 0.50 3 0.50 3 0.50
Park Supervisor 1 - 1 - 1 -
Principal Management Analyst 2 - 2 - 2 -
Public Works Inspector 1 - 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 -
Office Assistant II - 0.50 - 0.50 - 0.50
Senior Maintenance Worker 4 - 4 - 4 -
Senior Management Analyst 1 - 1 - 1 -
Senior Water Production System Operator 1 - 1 - 1 -
Water Distribution Lead Worker 2 - 2 - 2 -
Water Operation Supervisor 2 - 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 -
PUBLIC WORKS TOTAL 69.00 5.25 69.00 5.25 69.00 5.25
MONTEREY PARK BRUGGEMEYER LIBRARY - 6000
City Librarian 1 - 1 - 1 -
Library Manager - - 1 - 1 -
Adult Literacy Coordinator 1 - 1 - 1 -
Administrative Secretary 1 - 1 - 1 -
Librarian 4 1.00 4 1.00 4 1.00
Library Assistant 5 6.00 5 6.00 5 6.00
Library Page - 2.50 - 2.50 - 2.50
Library Technician 2 - 2 - 2 -
Senior Librarian 3 - 2 - 2 -
LIBRARY TOTAL 17.00 9.50 17.00 9.50 17.00 9.50
C25

Full Time Part Time Full Time Part Time Full Time Part Time 2023-2024 2024-2025 2025-2026
City of Monterey Park
Citywide Personnel Summary - 2025-2026

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 - 0.50 - 0.50
Dial-A-Ride Driver 3 - 3 - 3 -
Child Care Coordinator 1 - 1 - - -
Child Care Teacher - 3.25 - 3.25 - 3.25
Dial-A-Ride Dispatcher 1 - 1 - 1 -
Janitor 1 - - - - -
Lifeguard - 1.50 - 1.50 - 1.50
Pool Maintenance Worker 1 - 1 - 1 -
Pool Manager - 3.50 - 3.50 - 3.50
Program Coordinator 2 - 2 - 3 -
Recreation Leader - 10.50 - 10.50 - 10.50
Recreation Manager 1 - 1 - 1 -
Recreation Specialist - - 1 - 1 -
Recreation Supervisor 2 - 2 - 2 -
Senior Clerk Typist 1 - 1 - 1 -
Senior Lifeguard - 1.00 - 1.00 - 1.00
Senior Recreation Leader - 1.50 - 1.50 - 1.50
RECREATION / COMM. SERVICES TOTAL 15.00 21.75 15.00 21.75 15.00 21.75 CITYWIDE TOTAL 333 53.75 336 53.75 336 54.25
C26

City Council Department
FY 2025-2026 Proposed 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 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name
Program
No. Actual
Original
Budget
Projected
Budget Budget
City Council 1101 $114,088 $142,315 $142,315 $131,876
Regional Associations 1110 $74,663 $81,000 $81,000 $82,375 Total Expenditures $188,750 $223,315 $223,315 $214,251
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

City Council Department
FY 2025-2026 Proposed Budget
D2
Significant Changes
There are no significant changes for FY2025-26.

Department Personnel Summary
Department Organizational Chart
Full Time Part Time Full Time Part Time Full Time Part Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 -
Mayor Pro Tem 1 - 1 - 1 -
Council Members 3 - 3 - 3 -
CITY COUNCIL TOTAL 5 - 5 - 5 -
2023-2024 2024-2025 2025-2026

FY FY FY
Residents of Monterey Park

City Council Department
FY 2025-2026 Proposed Budget
D3
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $188,726 $223,315 $223,315 $214,251 Total $188,726 $223,315 $223,315 $214,251

City Council Department
FY 2025-2026 Proposed Budget
D4
Division: City Council
Division No.: 1101
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $32,654 $31,995 $31,995 $31,995
Services $36,348 $55,500 $55,500 $55,500
Commodities $1,997 $8,000 $8,000 $8,000
Internal Services $43,088 $46,820 $46,820 $36,381
Total Expenditures $114,088 $142,315 $142,315 $131,876
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

City Council Department
FY 2025-2026 Proposed Budget
D5
Program Details
The City Council is the legislative and policy-making body for the City of Monterey Park.

In May 2019, the City Council adopted Ordinance No. 2160 transitioning from at-large to by-district elections creating 5 districts. Under the new by-district election, the Council Members are elected by-district for four-year, overlapping terms of office. Per City Ordinance No. 2096, each public official can only serve no more than two consecutive terms or a full eight-year term. The Mayor presides over all Council meetings and is the ceremonial head of the City for official functions. The City Council reorganizes in accordance with the resolution allowing rotation of the Mayor.

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

Council Members represent the City on various intergovernmental organizations to achieve governmental cooperation, legislation, and programs that are consistent with the needs of the community.
2025-2026 Goals and Objectives
• Coordinate and implement 2025-26 Strategic Plan goals and objectives, which include:
o Ensure Public Safety with a Modernized and Community-Oriented Approach
o Maintain Stability of our City’s Fiscal and Human Resources o Strengthen our Local Economy and Enhance Housing Opportunities o Maintain, Build and Modernize Infrastructure and Facilities to Support the Current and Future Needs of Our City and Community
o Expand Access to Community Resources and Services
o Enhance Public Communication and Civic Engagement to Reach All Members of Our Community

City Council Department
D6
FY 2025-2026 Proposed Budget
2024-2025 Major Accomplishments
• Developed a 2025-26 Strategic Plan listing prioritized goals and objectives • Engaged and strengthened community engagement through a series of outreach and Meetings with the Mayor, attended school field trips to City Hall, and spoke at Junior Friends Meetings at the Bruggemeyer Library.
• Enhanced access to resources for mental health, social services, and unhoused needs with workshops and seminars.
• Strengthened our local economy by supporting local businesses and encouraged development.

Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund -
Administration $114,063 $142,315 $142,315 $131,876
Internal Service
Total $114,063 $142,315 $142,315 $131,876

City Council Department
FY 2025-2026 Proposed Budget
D7
Division: Regional Associations
Division No.: 1110
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $74,663 $81,000 $81,000 $82,375
Total Expenditures $74,663 $81,000 $81,000 $82,375
Program Details
This activity provides financial support for memberships in outside agencies and organizations interested in achieving regional, state, and federal action and programming consistent with the articulated needs of the community. Memberships in outside agencies and organizations include, without limitation, the California Contract Cities Association, Independent Cities Association, League of California Cities (Los Angeles County Division), San Gabriel Valley Council of Governments, and Southern California Association of Governments.

Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $74,663 $81,000 $81,000 $82,375 Total Expenditures $74,663 $81,000 $81,000 $82,375

City Manager Department
FY 2025-2026 Proposed Budget
E1
Department Overview
The City Manager serves as the Chief Executive Officer of the City under the direction of the City Council.

Programs and Services
• Provide overall direction and coordination of City operations and community programs to ensure that the City Council’s adopted service objectives are met or exceeded and that costs do not exceed budget restrictions. • Provide continual monitoring and evaluation of services and programming to assure the City Council that City services, laws, and programs remain relevant to community needs and are administered in an equitable manner. • Provide useful and timely data to the City Council so that alternatives are considered and decisive policy action is taken to accommodate changing needs and conditions without crisis and without interruption in services. • Oversee an aggressive program of 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 costs to reduce General Fund expenditures.

Department Budget Summary
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget City Manager 1201 $886,807 $1,189,364 $1,189,364 $1,373,209 SA For Former RDA 1203 $6,376,866 $2,249,878 $2,249,878 $2,258,187 Media Production & Comm. 1209 $284,268 $425,536 $425,536 $589,133 City Clerk 1213 $588,001 $950,225 $950,225 $691,391
Total Expenditures $8,135,941 $4,815,003 $4,815,003 $4,911,921 Authorized Full-Time
Equivalent Positions 10.70 11.70 11.70 11.70
Expenditures by Program

City Manager Department
FY 2025-2026 Proposed Budget
E2
Significant Changes
There are no significant changes for FY2025-26.

Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time CITY MANAGER - 1200
City Manager 1 - 1 - 1 -
Assistant City Manager 1 - 1 - 1 -
Administrative Aide - 1 1
Administrative Intern - 0.50 - 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 - 1 -
Secretary to the City Manager 1 - 1 - 1 -
CITY MANAGER TOTAL 9.20 1.50 10.20 1.50 10.20 1.50
2023-2024 2024-2025 2025-2026

FY FY FY

City Manager Department
E3
FY 2025-2026 Proposed Budget
Department Organizational Chart
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund -
Administration $1,647,484 $2,436,652 $2,436,652 $2,433,024 General Fund $0 $0 $0 $77,500
Special Revenue $111,592 $128,473 $128,473 $143,209
Successor Agency $6,376,866 $2,249,878 $2,249,878 $2,258,187 Total $8,135,941 $4,815,003 $4,815,003 $4,911,921

City Manager Department
FY 2025-2026 Proposed Budget
E4
Division: City Manager
Division No.: 1201
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $654,227 $832,535 $832,535 $924,146 Services $48,144 $80,155 $80,155 $172,655
Commodities $1,697 $39,645 $39,645 $40,945
Internal Services $182,739 $237,029 $237,029 $235,463
Total Expenditures $886,807 $1,189,364 $1,189,364 $1,373,209 Authorized Full-Time
Equivalent Positions 4.30 5.30 5.30 5.30

City Manager Department
FY 2025-2026 Proposed Budget
E5
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:
• 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.
2025-2026 Goals and Objectives
• Advance the permanent memorial process and issue an RFP for designs. • Complete a communications audit and City branding refresh, and expand crisis communications preparedness.
• Implement and execute the City Council FY 2025-2026 Strategic Plan. 2024-2025 Major Accomplishments
• Created new Mission, Vision and Values statements with City staff across all departments.
• Provided resident resource fairs, partnering with outside community-based organizations and County departments.
• Expanded student engagement programs and partnerships and enhanced pubic communication to reach all members of our community.

City Manager Department
FY 2025-2026 Proposed Budget
E6
Funding Source by Type
FY
2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $818,077 $1,106,933 $1,106,933 $1,286,236 Special Revenue $68,730 $82,431 $82,431 $86,973
Total Expenditures $886,807 $1,189,364 $1,189,364 $1,373,209

City Manager Department
FY 2025-2026 Proposed Budget
E7
Division: Successor Agency for the Former RDA
Division No.: 1203
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $102,108 $142,052 $142,052 $151,943 Services $63,634 $65,868 $65,868 $54,500
Commodities $1,000 $4,010 $4,010 $500
Internal Services $25,258 $37,985 $37,985 $37,957
Debt Service $6,184,866 $1,999,963 $1,999,963 $2,013,288 Total Expenditures $6,376,866 $2,249,878 $2,249,878 $2,258,187 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 became 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 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
Successor Agency $6,376,866 $2,249,878 $2,249,878 $2,258,187 Total Expenditures $6,376,866 $2,249,878 $2,249,878 $2,258,187

City Manager Department
FY 2025-2026 Proposed Budget
E8
• Enhanced public communication and civic engagement to reach all members of our community.

Funding Source by Type
FY
2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $818,077 $1,106,933 $1,106,933 $1,286,236 Special Revenue $68,730 $82,431 $82,431 $86,973
Total Expenditures $886,807 $1,189,364 $1,189,364 $1,373,209

City Manager Department
FY 2025-2026 Proposed Budget
E9
Division: Media Production and Communications
Division No.: 1209
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $117,988 $213,033 $213,033 $270,119 Services $10,940 $34,010 $34,010 $108,500
Commodities $85,495 $95,200 $95,200 $107,300
Internal Services $69,844 $83,293 $83,293 $103,215
Total Expenditures $284,268 $425,536 $425,536 $589,133
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
E10
FY 2025-2026 Proposed Budget
2025-2026 Goals and Objectives
• Continue 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.
• Work with the City’s interdepartmental team to upgrade the City Council Chamber technology.
• Create multi-media content such as social media posts, short form videos and feature videos to promote City programs and services and brand awareness. • Evaluate options for higher quality City Council Meeting live streaming and ondemand services. 2024-2025 Major Accomplishments
• Produced original programming for internet streaming and MPK-TV cable TV broadcasts such as the January 21 anniversary events, the MPK Hope Resiliency Center opening, the Public Works Groundwater Treatment System opening, new business grand openings, tree memorial events, Recreation Department special events, and more.
• Implemented a website chatbot to assist users with answering simple questions and navigating the website.
• Established a Wildfire Resources page to help affected parties to coordinate recovery and push out crucial messaging to Monterey Park residents. • Partnered with the Economic Development Division to increase “Shop Local” and small business promotion through social media.
• Recruited and filled a Media Specialist I position to assist with the creation of programming and expand capacity with new projects.

City Manager Department
FY 2025-2026 Proposed Budget
E11
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund -
Administration $265,713 $405,804 $405,804 $489,993
General Fund $0 $0 $0 $77,500
Special Revenue $18,555 $19,732 $19,732 $21,640
Total Expenditures $284,268 $425,536 $425,536 $589,133

City Manager Department
FY 2025-2026 Proposed Budget
E12
Division: City Clerk
Division No.: 1213
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $352,191 $397,431 $397,431 $412,873 Services $85,230 $363,800 $363,800 $92,500
Commodities $51,500 $55,000 $55,000 $55,800
Internal Services $99,080 $133,994 $133,994 $130,218
Total Expenditures $588,001 $950,225 $950,225 $691,391
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 accordance with state regulations; accept applications for commissions and provide applications for City Council’s consideration.

City Manager Department
FY 2025-2026 Proposed Budget
E13
Program Measurements
Actual
2023-2024
Estimated
2024-2025
Projected
2025-2026
General Municipal
Election Voter Turnout
Not an
Election Year
November 2024
63%
Not an
Election Year
Public Records Act
Requests 415 451 496
2025-2026 Goals and Objectives
• Develop and implement an agenda management portal to improve organizational efficiency and effectiveness.
• Assist with the City Council chambers upgrade process. • Conduct a citywide destruction of records event to improve organizational efficiency and efficiency, and to provide room for storage of new records. • Update the retention schedule in accordance with all laws and regulations. 2024-2025 Major Accomplishments
• Conducted the General Municipal Election in November 2024 to fill three City Council seats, District Nos. 2, 3, and 4, and two ballot measures BE and LG. • Selected and executed an agreement for implementation of an agenda management portal to improve organizational efficiency and effectiveness. • Updated the Elected Official Handbook.

City Manager Department
FY 2025-2026 Proposed Budget
E14
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $563,694 $923,915 $923,915 $656,795 Special Revenue $24,307 $26,310 $26,310 $34,596
Total Expenditures $588,001 $950,225 $950,225 $691,391

City Clerk Department
FY 2025-2026 Proposed Budget
F1
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.

The 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.

Department Budget Summary
Significant Changes
There are no significant changes for FY2025-26.

FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget City Clerk 1301 $17,165 $11,635 $11,635 $22,624
Total Expenditures $17,165 $11,635 $11,635 $22,624
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Program

City Clerk Department
F2
FY 2025-2026 Proposed Budget
Department Personnel Summary
Division: City Clerk
Division No.: 1301
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $8,337 $2,837 $2,837 $6,236
Commodities $330 $300 $300 $0
Internal Services $8,498 $8,498 $8,498 $16,388
Total Expenditures $17,165 $11,635 $11,635 $22,624
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
2025-2026 Goals and Objectives
• 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, minutes, and other official documents approved by the City Council.

Full Time Part Time Full Time Part Time Full Time Part Time City Clerk - Elected Official 1 - 1 - 1 -
CITY CLERK TOTAL 1 - 1 - 1 -
CITY CLERK - 1300
2023-2024 2024-2025 2025-2026

FY FY FY

City Clerk Department
F3
FY 2025-2026 Proposed Budget
2024-2025 Major Accomplishments
• Administered approximately seven Oaths of Office and presented seven Certificates of Appointment to newly appointed Boards, Commissions, and Committees members.
• Attested to approximately 89 resolutions, 18 ordinances, 466 agreements and signed approximately 52 sets of minutes.

Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund -
Administration $17,165 $11,635 $11,635 $22,624
Total Expenditures $17,165 $11,635 $11,635 $22,624

City Treasurer Department
FY 2025-2026 Proposed 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 2025 - 2026.

FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget City Treasurer 1501 $12,219 $18,885 $18,885 $24,568
Total Expenditures $12,219 $18,885 $18,885 $24,568
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Program

City Treasurer Department
G2
FY 2025-2026 Proposed Budget
Department Personnel Summary
2025-2026 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.
2024-2025 Major Accomplishments
• Presented Monthly Investment Reports timely.
• Presented Annual City Investment Policy to the City Council on September 04, 2024. • Managed the City’s investment portfolio prudently and conservatively in maximizing interest earnings during the 2024-2025 fiscal year.

Expenditures by Character
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $6,150 $6,407 $6,407 $6,095
Services $516 $2,500 $2,500 $2,830
Commodities $0 $400 $400 $400
Internal Services $5,553 $9,578 $9,578 $15,243
Total Expenditures $12,219 $18,885 $18,885 $24,568
Full Time Part Time Full Time Part Time Full Time Part Time CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 -
CITY TREASURER TOTAL 1 - 1 - 1 -
2023-2024 2024-2025 2025-2026

FY FY FY

City Treasurer Department
FY 2025-2026 Proposed Budget
G3
Funding Source by Type
FY
2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $12,219 $18,885 $18,885 $24,568 Total Expenditures $12,219 $18,885 $18,885 $24,568

City Attorney Department
FY 2025-2026 Proposed 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, Planning Commission, 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 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget City Attorney 1601 $722,488 $761,212 $761,212 $898,000
Total Expenditures $722,488 $761,212 $761,212 $898,000
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Expenditures by Program

City Attorney Department
FY 2025-2026 Proposed Budget
H2
Significant Changes
There are no significant changes for Fiscal Year 2025 - 2026.

Expenditures by Character
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $722,488 $761,212 $761,212 $898,000
Total Expenditures $722,488 $761,212 $761,212 $898,000
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $722,488 $761,212 $761,212 $898,000 Total Expenditures $722,488 $761,212 $761,212 $898,000

Finance Department
FY 2025-2026 Proposed Budget
I1
Department Overview
The goals of Finance
Department are to employ best
practices and be transparent
in financial management, to
strengthen and make judicious
use of financial resources to
achieve and build City financial
resilience, and to focus on internal
and external customer services
in various support services.

The Department works to preserve
a strong financial condition
by creating responsible financial
strategies, effectively managing
the City’s resources, and
providing analysis and
recommendations that
ensure optimal economic
outcomes.

Programs The Finance aDepartment provides centralized revenue collection, financial planning, nd Services 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 information systems and communication systems. The Department maintains a customer service counter and serves as the central cashiering point for the City. It prepares utility billing and administers laws related to business license, utility tax, transient occupancy tax, admissions tax, and franchise tax.

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

Finance Department
FY 2025-2026 Proposed Budget
I2
Department Budget Summary
Significant Considerations
On Friday, May 2, 2025, the President released the "skinny" budget request. Within this proposal, President Trump outlined a variety of spending cuts, including Community Development Block Grants (CDBG), totaling $3.3 billion in resources. This typically funds State and local investment in housing, infrastructure, public facilities, community centers, housing rehabilitation, real estate, and code enforcement.

The President’s recommendation proposes to eliminate funding for both the Community Development Block Grant (CDBG and HOME Investment Partnerships Programs. Staff is taking a cautiously optimistic approach and will continue to include CDBG and HOME funding in the FY2025-26 Adopted Budget in the event the proposed cuts are rejected.

However, if the proposed cuts are adopted this would require the City’s General Fund to cover the shortfall of approximately $15,000 for salaries and benefits in FY2025-26.

In addition, staff have budgeted approximately $855,000 for CDBG and HOME programs. These funds are reserved to support specific projects including ADA sidewalk repairs, public restrooms renovations, and low-income rehab programs.

Staff will monitor the actions of the Federal Government and pause any activities supported by these funds until a final budget is approved by the Office of Management and Budget.

FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget Finance 1403 $1,941,169 $2,072,637 $2,072,637 $2,023,704 Information Technolocgy 1404 $1,578,941 $1,882,422 $1,882,422 $2,560,832 Community Housing Assistance 1405 $542,858 $747,477 $747,477 $403,773 Revenue Collection 1406 $1,479,469 $1,562,793 $1,562,793 $1,878,474 Total Expenditures $5,542,437 $6,265,329 $6,265,329 $6,866,782 Authorized Full-Time
Equivalent Positions 21.00 21.00 21.00 21.00
Expenditures by Program

Finance Department
FY 2025-2026 Proposed Budget
I3
Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time FINANCE - 1400
Director of Finance 0.80 - 0.80 - 0.80 -
Account Clerk 1 1.50 1 1.00 1 1.00
Accountant 2 - 2 - 2 -
Administrative Aide 1 - 1.00 0.50 1 0.50
Finance Manager 1 - 1 - 1 -
Financial Analyst 2 - 2 - 2 -
Information System Specialist 2 - 2 - 2 -
Information Technology Manager 1 - 1 - 1 -
Information Technology Technician 1 - 1 - 1 -
Principal Management Analyst - 0.50 0 0.50 0 0.50
Senior Account Clerk 6 - 6 - 6 -
Senior Accountant 1 - 1 - 1 -
FINANCE TOTAL 18.80 2.00 18.80 2.00 18.80 2.00
2023-2024 2024-2025 2025-2026

FY FY FY

Finance Department
FY 2025-2026 Proposed Budget
I4
Department Organizational Chart

Finance Department
FY 2025-2026 Proposed Budget
I5
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $2,702,655 $2,885,603 $2,885,603 $3,151,155 Special Revenue $675,239 $876,622 $876,622 $535,943
Enterprise $585,602 $620,682 $620,682 $618,851
Internal Service $1,578,941 $1,882,422 $1,882,422 $2,560,832 Total $5,542,437 $6,265,329 $6,265,329 $6,866,782

Finance Department
FY 2025-2026 Proposed Budget
I6
Division: Finance
Division No.: 1403
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $753,348 $1,174,958 $1,174,958 $1,186,660 Services $337,207 $451,300 $451,300 $385,775
Commodities $485,871 $22,700 $22,700 $16,500
Internal Services $364,744 $423,679 $423,679 $434,769
Total Expenditures $1,941,169 $2,072,637 $2,072,637 $2,023,704 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 the City Treasurer in monitoring the City’s cash flow and investing idle funds in accordance with the City’s investment policy.

Finance Department
I7
FY 2025-2026 Proposed Budget
2025-2026 Objectives and Key Program Measurements
• Propose a balanced General Fund budget for Fiscal Year 2025-2026. • Continue automating processes in the City’s Enterprise Resource Planning (ERP) System to increase efficiencies.
• Continue to analyze and monitor citywide expenses with departments to promote prudent fiscal practices.
• Continue to review and update administrative policies and procedures.

Performance Measure Actual
2023-24
Estimated
2024-25
Projected
2025-26
Receive Unqualified Audit Opinion. Yes Yes Yes
Receive Distinguished Budget Presentation Award from
Government Finance Officers Association (GFOA) and
California Society of Municipal Finance Officers Association (CSMFO) for Excellence in budgeting.

Yes Yes Yes
Consecutive years receiving the award for GFOA’s excellence in financial reporting. 36 37 38
Average number of days from approved invoice received to check issuance 4 4 4
Total number of accounts payable checks issued 13,284 13,441 13,500 2024-2025 Accomplishments
• Implemented the Capital Asset module in the City’s Enterprise Resource Planning (ERP) System to streamline tracking and accounting of the City’s assets. • Completed Fiscal Year 2023-24 in a surplus position, and prepared a balanced budget for Fiscal Year 2024-25 in collaboration with all City Departments. • Updated the City’s Capital Asset Administrative Policy to align with industry best practices.

Finance Department
FY 2025-2026 Proposed Budget
I8
Funding Source by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $1,847,213 $1,968,241 $1,968,241 $1,925,524 Special Revenue $93,956 $104,396 $104,396 $98,180
Total Expenditures $1,941,169 $2,072,637 $2,072,637 $2,023,704

Finance Department
FY 2025-2026 Proposed Budget
I9
Division: Information Technology
Division No.: 1404
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $424,287 $484,614 $484,614 $683,753 Services $898,046 $1,125,370 $1,125,370 $1,488,310
Commodities $30,216 $20,500 $20,500 $75,500
Internal Services $226,392 $251,938 $251,938 $313,269
Total Expenditures $1,578,941 $1,882,422 $1,882,422 $2,560,832 Authorized Full-Time
Equivalent Positions 4.00 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, antivirus/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.

Finance Department
FY 2025-2026 Proposed Budget
I10
• Supports and maintains network all type servers, network and wireless infrastructure, telephone and e-mail systems.
• Supports and maintains technology infrastructure switches and routers, database servers, firewalls, application servers, routers for connectivity between sites. • Supports and maintains data systems for 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 Email, Accella, Invoice Cloud, Granicus for streaming public meetings, VMWare virtualization, Veeam backup and recovery, and other departmental system applications. 2025-2026 Goals and Objectives
• Update and improve business continuity plan for disaster planning • Implement security awareness training to educate staff on how to recognize, avoid and report cybersecurity threats
• Redesign network infrastructure to mitigate risks by improving segmentation, strengthening access controls, and reducing points of failure • Propose a new Server and Storage Area Network (SAN) solution to increase file storage capacity for the City
• Research a document management solution to streamline document storage, retrieval and auditing process for the City
2024-2025 Major Accomplishments
• Completed network segmentation plan to improve security • Completed firewall upgrade at City Hall and Police Department • Completed firewall upgrades at remote sites connecting to City Hall Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
Internal Service $1,578,941 $1,882,422 $1,882,422 $2,560,832 Total Expenditures $1,578,941 $1,882,422 $1,882,422 $2,560,832

Finance Department
FY 2025-2026 Proposed Budget
I11
Division: Community Housing Assistance
Division No.: 1405
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $54,140 $98,403 $98,403 $75,648
Services $488,718 $648,949 $648,949 $328,000
Commodities $0 $125 $125 $125
Total Expenditures $542,858 $747,477 $747,477 $403,773
Authorized Full-Time
Equivalent Positions 0.10 0.10 0.10 0.10
Programs Details
Responsibilities within this activity include general administration of the City’s Community Development Block Grant (CDBG) program and Home/Housing programs.

HUD grant funds received annually from the U.S. Department of Housing and Urban Development (HUD), are the primary source of funding for the Division’s activities.

Community Development Block Grant (CDBG) funds are utilized to aid 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.

Through the American Rescue Plan Act of 2021, the City was allocated a one-time HOMEARPA 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.

Annually, the California Department of Housing and Community Development (HCD) issues a Notice of Funding Availability (NOFA) for Permanent Local Housing Allocation

Finance Department
FY 2025-2026 Proposed Budget
I12
Program Entitlement funds. This NOFA provides the City with an opportunity to apply for PLHA Program 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.

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

PROGRAM MEASUREMENTS
CDBG
Actual Estimated Projected
2023-24 2024-25 2025-26
Agencies assisted from
Community Fund 1 1 1
Number of Businesses assisted - - 8
HOME
Residential Rehab Participants 2 2 0
Senior Living Rehab Program 0 0 1

Finance Department
I13
FY 2025-2026 Proposed Budget
2025-2026 Goals and Objectives
• Implement all goals as identified in the City of Monterey Park 2025-2029 Five-Year Consolidated Plan.
• Apply for 2022 & 2023 State of California Permanent Local Housing Allocation (PLHA) funds to be used for homeless services.
• Continue to work with the Community Development Department by assisting with the business improvement program to revitalize eligible City businesses. 2024-2025 Major Accomplishments
• Promoted fair housing through the Housing Rights Center by providing four workshops for tenants and landlords.
• Prepared the City of Monterey Park 2025-2029 Five-Year Consolidated Plan.

Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
Special Revenue $542,858 $747,477 $747,477 $403,773
Total Expenditures $542,858 $747,477 $747,477 $403,773

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Finance Department
FY 2025-2026 Proposed Budget
Division: Revenue Collection
Division No.: 1406
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $682,454 $853,194 $853,194 $827,013 Services $486,896 $305,860 $305,860 $621,472
Commodities $17,252 $28,765 $28,765 $28,765
Internal Services $292,867 $374,974 $374,974 $401,224
Total Expenditures $1,479,469 $1,562,793 $1,562,793 $1,878,474 Authorized Full-Time
Equivalent Positions 6.50 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
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, and
business license services
• Bill and collect for water/sewer 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

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Finance Department
FY 2025-2026 Proposed Budget

PROGRAM MEASUREMENTS
Actual
2023-24
Estimated
2024-25
Projected
2025-26
Business Licenses Issued 4,381 4,330 4,379
Utility Bills Generated 76,023 121,000 162,000
2025-2026 Goals and Objectives
• Review and update lifeline and utility collection ordinances. • Assist Public Works with AMI meter replacement preparation, testing and implementation.
• Complete a Building Valuation fee study.
• Complete a Development Impact Fee study.
• Continue to promote paperless options for staff and customers alike to better align with the City’s goal of prioritizing sustainability.
• Work with City departments to implement the updated Cost Allocation Plan, if adopted by Council.
2024-2025 Major Accomplishments
• Implemented Invoice Cloud utility online payment system and the Finance Cloud Store payment system.
• Assisted with the voter approved Measure BE, modernizing the structure of the City’s business license tax to be based on a business’s gross receipts. • Assisted with the voter approved Measure LG, increasing the transient occupancy tax from 12% to 13% effective January 1, 2025.
• Completed the Cost Allocation Plan.

Funding Source by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $855,442 $917,362 $917,362 $1,225,632 Special Revenue $38,424 $24,749 $24,749 $33,990
Enterprise $585,602 $620,682 $620,682 $618,851
Total Expenditures $1,479,469 $1,562,793 $1,562,793 $1,878,474

Human Resources and
Risk Management Department
FY 2025-2026 Proposed 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.

Department Budget Summary
Programs and Services
The Human Resources Division is the core of the City’s
employment, benefit administration and training operations.

HR centralizes recruitment and selection, job classifications, benefits, employment records management,
employer/employee relation’s administration, employee
development programs and contract negotiations.

FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget Human Resources 1801 $609,685 $926,687 $926,687 $1,076,353 Risk Management 1802 $696,858 $692,202 $692,202 $841,197 Total Expenditures $1,306,544 $1,618,889 $1,618,889 $1,917,551 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
Expenditures by Program

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Risk Management Department
FY 2025-2026 Proposed Budget
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The Risk Management Division provides loss prevention control services, which includes insurance procurement, claims process management for
property, workers compensation, general liability losses, and oversight of the City’s safety management and
training programs.

Significant Changes
There are no significant changes for FY2025-26.

Department Personnel Summary
Full Time Part Time Full 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 -
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 -
2023-2024 2024-2025 2025-2026

FY FY FY

Human Resources and
Risk Management Department
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FY 2025-2026 Proposed Budget
Department Organizational Chart
Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund - Administration $447,720 $668,645 $668,645 $860,115 Special Revenue $13,339 $18,939 $18,939 $34,960
Internal Service $845,484 $931,305 $931,305 $1,022,476
Total $1,306,544 $1,618,889 $1,618,889 $1,917,551

Human Resources and
Risk Management Department
FY 2025-2026 Proposed Budget
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Division: Human Resources
Division No.: 1801
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $220,814 $401,747 $401,747 $503,090 Services $193,776 $293,855 $293,855 $355,330
Commodities $1,676 $6,000 $6,000 $5,500
Internal Services $193,419 $225,085 $225,085 $212,434
Total Expenditures $609,685 $926,687 $926,687 $1,076,353 Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50
Program Details
The Human Resources Division supports all departments by providing a wide range of personnel services, which are divided among the following separate, but integrated program areas:

Employee Development: Training and development programs to enhance employees’ job skills and abilities as well as assist them in achieving career development goals.

Supervisory training, tuition reimbursement for approved formal education, and inhouse 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, aiding 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.

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Risk Management Department
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Recruitment and Selection: Recruitment and selection activities include job analyses, advertising, focused outreach efforts, testing administration, pre-employment medical examinations, comprehensive background checks, including Live Scan fingerprinting, reference checks and other testing as needed. This section also ensures that recruitment efforts are in compliance with adopted merit system requirements and related employment laws.

Employee Benefits: The City provides a comprehensive group benefits program, including medical insurance obtained through CalPERS, dental insurance, long-term disability, life insurance, vision insurance, deferred compensation, an employee 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 evaluations, continue to evaluate processes and procedures and develop administrative policies and procedures relating to personnel issues. 2025-2026 Goals and Objectives
• Conduct new employee meet and greet orientation.
• Improve employee retention strategies and expanding
programs.
2024-2025 Major Accomplishments
• Revised employee-employer relations resolution.
• Revised city’s evaluation form for at-will classifications • Provided safety training for Public Works staff.

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Risk Management Department
FY 2025-2026 Proposed Budget
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Division: Risk Management
Division No.: 1802
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $518,764 $451,857 $451,857 $547,036 Services $10,036 $38,850 $38,850 $50,850
Commodities $458 $1,200 $1,200 $0
Internal Services $167,601 $200,295 $200,295 $243,312
Total Expenditures $696,858 $692,202 $692,202 $841,197
Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50
Program Details
The Risk Management Division serves to protect the personnel and physical assets of the City from injury and loss. To accomplish this, a variety of program services are established including: identification and measurement of potential losses, loss prevention, programs for elimination of unsafe working conditions, safety training, insurance purchase, and claims handling for liability, property damage, unemployment, and workers’ compensation.

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

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

The City maintains workers compensation insurance coverage to statutory limits per occurrence (policy will pay out per statute with no coverage limit) through the City’s participation in a Joint Power Authority risk sharing pool Workers Compensation

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Risk Management Department
FY 2025-2026 Proposed Budget
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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.

The Risk Management Division manages the City’s insurance and self-insurance programs for property, public official bonds, automobile, and property damage. The division tracks and administers the City’s unemployment insurance claims as well. 2025-2026 Goals and Objectives
• Complete review of safety programs and training.
• Complete review of City’s loss control programs.

Funding Sources by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
Internal Service $696,858 $692,202 $692,202 $841,197
Total Expenditures $696,858 $692,202 $692,202 $841,197

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Risk Management Department
FY 2025-2026 Proposed Budget
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Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund -
Administration $447,720 $668,645 $668,645 $860,115
Special Revenue $13,339 $18,939 $18,939 $34,960
Internal Service $148,626 $239,103 $239,103 $181,278
Total Expenditures $609,685 $926,687 $926,687 $1,076,353

Community Development Department
FY 2025-2026 Proposed Budget
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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 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.

Programs 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 Codes (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 projects. The

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Building Division also is responsible for taking updates to the Uniform Building Codes that occur every 3 years to the City Council for adoption.

Planning Division
The Planning Division administers Title 21 of the Monterey Park Municipal Code. Planning Division staff comments on and processes 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 and Business Development Commission, which has a goal of building a solid economic foundation for the community.

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FY 2025-2026 Proposed Budget
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Significant Changes
On July 6, 2024, the City’s comprehensive salary schedule was approved by City Council.

At that time, three position titles in the Community Development Department were changed as follows:
• Planning Intern changed to Administrative Intern;
• Senior Clerk Typist changed to Office Assistant II; and • Economic Development Project Manager changed to Economic Development Manager.

These updated titles are reflected in the organizational chart included in this budget.

In FY 2024-2025, a reorganization and reclassification occurred to ensure that all three divisions within the Community Development Department, comprised of Building & Safety, Economic Development, and Planning, had administrative support. Effective August 31, 2024, Office Assistant II was reclassified to Administrative Aide and moved from the Economic Development Division. The reclassification was included as a midyear budget adjustment approved by City Council on February 5, 2025.

With this reorganization, the Administrative Aide duties were expanded to support three divisions and the general administration of the Department, including, processing invoices, purchase orders and contracts, managing developer deposit

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FY 2025-2026 Proposed Budget
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accounts and Department budget, ordering supplies, assisting with grant management and creation of Department policies and procedures, supporting outreach efforts, and providing translation, among others. Although this change occurred in 2024 and the reclassification was approved during the mid-year budget review, the reorganization was not incorporated into the City’s budget. Adoption of this budget will formalize this reorganization into the City’s budget to reflect the updated organization chart.

Department Budget Summary
Funding Sources by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,756,635 $2,960,406 $3,345,406 $3,107,658 Special Revenue $255,553 $196,189 $196,189 $204,042
Enterprise $235,758 $381,618 $381,618 $390,986
Total $2,247,946 $3,538,213 $3,923,213 $3,702,686
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget Planning 1701 $742,795 $1,173,721 $1,283,721 $1,138,200 Building & Safety 1702 $1,022,216 $1,806,365 $2,081,365 $1,846,470 Economic Development 1705 $439,577 $484,177 $484,177 $644,065 Business Improvement Area 1711 $43,358 $73,950 $73,950 $73,950 Total Expenditures $2,247,946 $3,538,213 $3,923,213 $3,702,686 Authorized Full-Time
Equivalent Positions 14.50 14.50 14.50 15.00
Expenditures by Program

Community Development Department
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FY 2025-2026 Proposed Budget
Department Personnel Summary

Community Development Department
FY 2025-2026 Proposed Budget
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Community Development Department
FY 2025-2026 Proposed Budget
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Division: Planning
Division No.: 1701
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $471,849 $776,547 $776,547 $704,525 Services $228,361 $108,000 $218,000 $154,508
Commodities $6,388 $8,700 $8,700 $10,500
Internal Services $36,197 $280,474 $280,474 $268,667
Total Expenditures $742,795 $1,173,721 $1,283,721 $1,138,200 Authorized Full-Time
Equivalent Positions 5.50 5.50 5.50 5.50
Program Details
The Planning Division is committed 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. Currently, the Planning Division operations are comprised of Administrative Project Review, Discretionary Project Review, Subdivision Review, Environmental Review, General Plan Implementation, and Zoning Administration, with additional, 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.
• Discretionary Project Review provides the review and processing of discretionary projects to ensure projects comply with City, County, and State development regulations. Discretionary approval from a legislative body involves careful consideration of the project’s impacts on the community and environment.

The Planning Division works closely with property owners, developers, designers,

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architects, and the interested public from inception of a development project to completion of a project.
• Subdivision Review Often residential, commercial, and industrial projects reviewed and approved by the City involve the subdivision of land, which may include creating new lots or adjusting properties lines. The subdivision review process requires coordination with City departments, public utilities, and outside agencies. The Planning Division is responsible to ensure all projects are consistent with the goals and objectives of the General Plan, as required by the State Subdivision Map Act.
• Environmental Review Under provisions of the California Environmental Quality Act (CEQA), most discretionary projects within the City are required to receive some level of environmental review. This review provides information regarding environmental impacts associated with specific 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.
• General 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. Actions carried out by the City or in the City must be consistent with the adopted General Plan.
• Zoning Code Administration The Planning Division prepares Zoning Code Amendments to address emerging issues, comply with changing statutes, or implement the General Plan. The Planning Division works closely with the City Attorney’s Office to ensure that proposed amendments are consistent with local, State, and Federal regulations, as well as, with the City’s General Plan.

Program Measurements
DISCRETIONARY APPLICATIONS: These types of applications require, as 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.

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Actual
2023-2024
Estimated
2024-25
Projected
2025-26
Code Amendments* 2 2 4
Conditional Use Permits 3 3 3
General Plan Amendments 0 0 0
Specific Plan 0 0 0
Parcel Maps 3 3 3
Tentative Tract Maps 1 4 3
Time Extensions 1 1 2
Variances 1 0 0
Zone Changes 2 3 2
CEQA
Environmental Impact Reports 0 0 1
Negative Declarations 1 1 2
Categorical Exemptions 11 13 13
Notice of Determination
(based on prior Environmental review
document)
NA 6 3
*Most Code Amendments and Notices of Determination are City initiated projects. 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
2023-2024
Estimated
2024-25
Projected
2025-26
Administrative Use Permits 3 3 3
Banners 7 10 12
Landscape Review 2 4 3
Minor Modification 0 1 0
Short Term Rentals 6 20 10
Site Plan Review 5 7 4
Temporary Use Permits 8 8 8
Traffic/Parking Study 7 8 5
Yard Sales 91 75 75

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FY 2025-2026 Proposed Budget
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2025-2026 Goals and Objectives
• Planning Division will continue to provide excellent technical assistance and customer support for residents making home improvements, entrepreneurs opening businesses, and developers proposing and building new mixed-use, commercial, industrial and residential buildings, among others. • Work 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.
• Implement the adopted General Plan Land Use and Urban Element and Housing Element, with the Planning Division zoning code to create consistency amongst the General Plan, Zoning Code and Zoning Map.
• Establish a comprehensive set of rules, regulations, and guidelines for the future development or re-development of Saturn Park to ensure organized growth, sustainability, and alignment with the community's vision to allow additional uses such as mixed residential and neighborhood serving commercial uses. • Implement technology and disseminate public information to enhance the effectiveness of Planning staff while promoting greater public transparency. This includes the creation of GIS layers, educational handouts, and other materials to improve access to planning data and facilitate better decision making.

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

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FY 2025-2026 Proposed Budget
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2024-2025 Major Accomplishments
• Processed planning entitlements for new development projects and conditionally permitted projects. Notable approvals include a new drive-through Starbucks Coffee and a 64-unit mixed affordable condominium project. • The Planning Division’s Going Green
campaign resulted in the adoption of a
Sustainability Pan for the City in April of
2024. Continuing efforts for the Going
Green campaign rooted in the community
to develop and implement strategies which
will help mitigate climate change and adapt
to climate change that is already occurring.

Annual progress reports will be made to the
City Council.
• The Planning Division led the visioning
process for Saturn Park, located in the
southeast part of the City. Since its creation,
the area and economy has evolved and the
once vibrant light industrial business park
has faced high vacancy rates. In response,
the City Council created the Saturn Park
Advisory Committee (SPARC), made up of key stakeholders and community

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members. The committee's role was to gather input through public outreach efforts and report on the desired future redevelopment of Saturn Park. After four community meetings, the Council learned that there is support for expanding the area's uses, including mixed-use development with residential and neighborhoodserving commercial spaces. Work based on the SPARC findings will continue into the next fiscal year.
• Continued the implementation of the certified Housing Element including amendments to the City’s Zoning Code to align with the goals of the Housing Element with changes to density, reduction of barriers for the creation of housing including revisions to multi-family residential parking standards, regulations for supportive housing, emergency shelters, and group housing. • Additional efforts in the implementation of the Housing Element included the investments in technology to update and digitize the City’s Sites Housing Inventory List to highlight where housing development opportunity sites are within the City. This resulted in a public facing searchable map for developers, enabling them to easily locate and assess available sites for future housing projects. • Regularly met with Economic Development Division staff to collaborate on various initiatives to support housing and the economic vitality in the City.

Funding Sources by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $548,741 $1,080,885 $1,190,885 $1,047,377
Special Revenue $170,623 $45,939 $45,939 $49,296
Enterprise $23,431 $46,896 $46,896 $41,528
Total Expenditures $742,795 $1,173,721 $1,283,721 $1,138,200

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Division: Building & Safety
Division No.: 1702
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $310,669 $628,589 $628,589 $762,718 Services $600,761 $828,300 $1,103,300 $750,332
Commodities $6,285 $16,800 $16,800 $17,400
Internal Services $104,501 $332,676 $332,676 $316,020
Total Expenditures $1,022,216 $1,806,365 $2,081,365 $1,846,470 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.

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The Division’s specific service objectives include:
• Review 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.
• Provide code interpretation, reference resources and other technical assistance to the public in a manner that facilitates compliance of design and construction with applicable building standards.
• Coordinate with various departments and outside agencies in the plan review process and serve as the contact point for permit applications. • Monitor 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.
• Maintain building plans and permit records and make the information readily available to the public.

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Program Measurements
Actual
2023-24
Estimated
2024-25
Projected
2025-26

PERMITS
Building Permits:
a. Residential, New 23 12 13
b. Residential, Add/Alter 704 728 800
c. Non-Residential, New 1 0 0
d. Non-Residential, Add/Alter 54 90 99
e. Miscellaneous 203 219 240
Building Permits Total 985 1,049 1,152
Electrical Permits 551 687 750
Mechanical Permits 287 363 390
Plumbing Permits 341 433 470
All Permits Total 2,164 2,532 2,762

ANNUAL PERMIT

VALUATION
65 96 105

PLAN CHECKS
Total Number Processed 575 720 792
Processed In-House 0 0 0
Contracted Out 100 100 100

INSPECTIONS
Construction Inspections 6,466 4,314 4,746
Certificate of Occupancy 0 0 0
All Inspections Total 6,466 4,314 4,746
2025-2026 Goals and Objectives
• The Building and Safety Division is committed to ensuring compliance with the latest upcoming 2025 building codes while improving efficiency through streamlined processes. To achieve this, we will provide ongoing training for staff on newly adopted regulations, equipping them with the knowledge necessary to enforce updated codes effectively. These codes will be fully integrated into our

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plan review and inspection processes, ensuring a seamless transition and enhanced safety standards.
2024-2025 Major Accomplishments
• The Building & Safety Division successfully enhanced the efficiency of the plan submission and permit issuance process by integrating a seamless payment module into our new online portal and permit management software, Accela Citizen Access. This improvement enables applicants to conveniently pay permit and plan review fees online, eliminating the need to visit City Hall. • In collaboration with the City Attorney’s office, the Building & Safety Division amended the Administrative Provisions of the California Building Codes governing time limitation for building applications to encourage applicant responsiveness during the plan check process and ensure permits are secured within two years from the application date, including extensions.

Funding Sources by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $793,404 $1,423,121 $1,698,121 $1,447,681
Special Revenue $16,484 $48,523 $48,523 $49,330
Enterprise $212,328 $334,721 $334,721 $349,458
Total Expenditures $1,022,216 $1,806,365 $2,081,365 $1,846,470

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Division: Economic Development
Division No.: 1705
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $253,419 $285,193 $285,193 $418,405 Services $153,285 $77,405 $77,405 $76,780
Commodities $32,873 $38,700 $38,700 $42,000
Internal Services $0 $82,879 $82,879 $106,881
Total Expenditures $439,577 $484,177 $484,177 $644,065
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.

Staff 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 and Business Development Commission, which has a goal of building a solid economic foundation for the community.

Community Development Department
FY 2025-2026 Proposed Budget
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The Division’s specific service objectives include:
• Take steps to speed recovery after the worst health crisis and mass shooting tragedy, rebuild the local economy, and make recovery and growth more robust, resilient, and sustainable through effective implementation of the new 5-year Economic Development Strategic Plan.
• 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 various marketing programs and business community initiatives promoting the City through various media channels to improve the City’s image and sales tax base.

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FY 2025-2026 Proposed Budget
2025-2026 Goals and Objectives
• Advance the implementation of key initiatives outlined in the 5-Year Economic Development Strategic Plan.
• Enhance support for existing businesses and promote Monterey park as a business-friendly destination.
• Attract new businesses, retain existing ones, and foster sustainable growth in key sectors.
• Enhance the skills and employability of Monterey Park’s workforce, meeting the needs of local businesses.
• Encourage strategic investment and development projects that enhance the economic vitality of Monterey Park.
• Foster strong partnerships with community stakeholders, including businesses, residents, and other organizations.
• Provide Monterey Park businesses with valuable resources, foster networking and collaboration, and advocate for a thriving business environment through the formation of the Monterey Park Business Alliance (MPBA). • Encourage residents to shop and dine within Monterey Park to boost local businesses and foster community pride through the Love Monterey Park campaign.
2024-2025 Major Accomplishments
• Launched the Business Connect program, comprised of monthly e-newsletters to the business community, monthly Cascade columns, business spotlights, business visitations, workshops, and social media campaigns.

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FY 2025-2026 Proposed Budget
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• Developed and implemented the new five-year Economic Development Strategic Plan to help shape the City’s economic landscape for years to come. • Launched the Monterey Park Business Alliance to foster collaboration and shared growth within our business community.
• Hosted successful Small Business Expos & Networking Events to empower and support local businesses by providing valuable small business resources and networking opportunities.
• Held developers and property owners roundtable sessions to gather feedback, build relationships, and foster partnerships to increase investments in Monterey Park.
• Attended the annual International Council of Shopping Centers (ICSC) convention in Las Vegas to promote Monterey Park as a prime location for retail development. • Implemented the Taste of Downtown MPK program to increase foot traffic in Downtown Monterey Park and support Downtown businesses. • Launched the Love Monterey Park Shop & Dine Local campaign to drive traffic to local businesses, boost the local economy, and foster community pride. • Conducted grand opening and ribbon-cutting ceremonies to welcome and showcase new businesses to the community and promote Monterey Park as a business-friendly destination.
• Conducted and coordinated Meetup with the Mayor events, providing a casual setting for the Mayor to interact directly with community members, while supporting local businesses.
• Implemented the Small Business Assistance Program using Community Development Block Grant (CDBG) funds to provide forgivable loans of up to $25,000 to eligible businesses and startups to help stimulate economic growth and foster entrepreneurship.
• Awarded the Most Business-Friendly City Award in the small city category (60,000 population or less) by the Los Angeles County Economic Development Corporation (LAEDC).

Community Development Department
FY 2025-2026 Proposed Budget
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Funding Source by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $414,489 $456,400 $456,400 $612,599
Special Revenue $25,088 $27,777 $27,777 $31,466
Total Expenditures $439,577 $484,177 $484,177 $644,065

Community Development Department
FY 2025-2026 Proposed Budget
K22
Division: Business Improvement District Area No. 1
Division No.: 1711
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Services $37,084 $73,950 $73,950 $73,950
Internal Services $6,275 $0 $0 $0
Total Expenditures $43,358 $73,950 $73,950 $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 selfdesignated 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 2025-2026 Proposed Budget
K23
2025-2026 Goals and Objectives
• Continue improving business district beautification, providing janitorial services and Christmas Holiday decorations to the district.
• Promote business district economic growth through the Economic and Business Development Commission (EBDC) to implement strategies identified in the 5-year Economic Development Strategic Plan to enhance economic growth within the district.
• Use allotted assessment revenues to fund promotional activities and special events, such as the Taste of Downtown MPK, to benefit the business district members.

Community Development Department
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FY 2025-2026 Proposed Budget
2024-2025 Major Accomplishments
• Continued janitorial services within the district while minimizing the total maintenance cost for the BID by including the services in the City’s maintenance contract.
• Continued Christmas decorations on Garvey Avenue within the district, while locking-in the contracted installation cost for the next three years as a hedge against inflation.
• Implemented the Taste of Downtown MPK rewards promotion to increase foot traffic to district businesses and promote economic growth. • Partially funded the Downtown mural project to enhance the authentic appeal of Downtown and increase foot traffic to support local businesses.

Funding Source by Type
FY 2023-
24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
Special Revenue $43,358 $73,950 $73,950 $73,950
Total Expenditures $43,358 $73,950 $73,950 $73,950

Police Department
FY 2025-2026 Proposed Budget
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“We are dedicated to serving our community with respect and pride.” HONOR ∙ INTEGRITY ∙ ACCOUNTABILITY

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FY 2025-2026 Proposed Budget
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Department Overview
The Monterey Park Police Department is a full-service police department providing public safety and law enforcement services to the City of Monterey Park. The Department is committed to providing professional, fair, compassionate, and dedicated law enforcement with honor, integrity, and accountability. The Department coordinates with other City Departments to produce outstanding overall service to the community.

Members of the Monterey Park Police Department recognize that to deliver the highest level of 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.

The Department is organized into two divisions that perform various activities, 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 reflects that for 2024, there was an increase in one area in NIBRS Group A and a decrease in most other categories of crimes compared to the previous year. In 2024, the categories of robbery increased while theft, burglary, and grand theft auto decreased. These decreases in the majority of the categories can be attributed to additional resource allocation in crime suppression and special

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FY 2025-2026 Proposed Budget
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enforcement to target problem areas in the city. The increases can be attributed to the general crime trend, and lack of criminal prosecution penalties, and the decriminalization of many offenses.

An annual account of Monterey Park’s Part I crime trends and traffic fatalities are listed below:

Calendar Year 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 % Change in Part I
Crime -10% 26% 23% -14% 0% -14% -8% 2% -2% -3% -6%
# Traffic Fatalities 5 4 4 0 2 3 4 1 3 2 4
Programs 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.

Assault Robbery Burglary Larceny/Theft Grand Theft Auto % Change -25% 27% -16% -4% -18%
-30%
-20%
-10%
0%
10%
20%
30%
40%
Percentage Change to Specified Crimes for 2024

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FY 2025-2026 Proposed Budget
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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.

The Department has built on our multidisciplinary approach to providing services to individuals experiencing homelessness and/or having a mental health crisis. The multidisciplinary 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 continued to experience a high rate of retirements in 2024. As a result, the department focused on recruitment, hiring, and succession planning. These efforts have enabled the police department to achieve full staffing levels for sworn personnel.

Resources have been allocated to hire new employees and train all staff, ensuring that our members serve the community with a public servant's mindset. This includes an emphasis on de-escalation techniques and community-oriented policing principles.

Additionally, the Department has implemented a Peer Support Program aimed at reducing day-to-day stress and providing ongoing support for 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 2,000 hours in 2024.

Significant Changes
There are no significant changes for Fiscal Year 2025-2026.

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FY 2025-2026 Proposed Budget
Department Budget Summary
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Program Name Program No. Actual Original Budget Projected Budget Budget Police Admin 3101 $2,879,420 $5,095,256 $5,095,256 $3,864,711 Traffic Bureau 3102 $2,194,025 $2,635,581 $2,635,581 $2,678,247 Field Services 3103 $10,281,117 $11,897,667 $11,897,667 $14,062,778 Investigations 3104 $3,470,659 $3,727,935 $3,727,935 $4,018,297 Animal Services 3111 $382,529 $448,479 $448,479 $554,966 Communications 3112 $2,075,525 $1,857,314 $1,857,314 $2,344,819 Jail 3113 $716,364 $856,111 $856,111 $952,282
Records 3114 $997,543 $1,279,699 $1,279,699 $1,470,391
Computer Services 3115 $443,339 $1,685,646 $1,685,646 $1,157,843 Community Engagement 3120 $2,054,911 $2,483,600 $2,483,600 $2,397,070 Total Expenditures $25,495,431 $31,967,288 $31,967,288 $33,501,404 Authorized Full-Time
Equivalent Positions 126.25 128.25 128.25 128.25
Expenditures by Program

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FY 2025-2026 Proposed Budget
Department Personnel Summary

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FY 2025-2026 Proposed Budget
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Funding Sources by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund $22,273,531 $26,742,000 $26,742,000 $28,442,633 Special Revenue $3,167,424 $5,225,287 $5,225,287 $4,986,771 Internal Service $54,475 $0 $0 $72,000
Total $25,495,431 $31,967,288 $31,967,288 $33,501,404

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FY 2025-2026 Proposed Budget
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Division: Police Administration

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FY 2025-2026 Proposed Budget
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Division No.: 3101
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $1,491,909 $2,418,335 $2,418,335 $2,211,880 Services $203,268 $1,335,811 $1,335,811 $485,840
Commodities $72,573 $47,223 $47,223 $167,885
Internal Services $1,111,670 $1,293,887 $1,293,887 $642,106 Capital Outlay $0 $0 $0 $357,000
Total Expenditures $2,879,420 $5,095,256 $5,095,256 $3,864,711 Authorized Full-Time
Equivalent Positions 8.00 8.00 8.00 8.00
Program Details
The Administration Bureau is responsible for ensuring that the administrative needs of the Police Department are met and that the Police Department’s mission is carried out in the most efficient manner. The Administration Bureau is commanded by the Chief of Police. The Chief of Police is a cooperative and collaborative member of the City Manager’s executive team who leads, directs, and coordinates the activities of the Police

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FY 2025-2026 Proposed Budget
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Department to ensure the community’s safety by providing effective and positive police services.

Preparing 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 Police 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. 2025-2026 Goals and Objectives
• Maintain adequate staffing for sworn and non-sworn personnel to address the increase in retirements in FY25/26.
• Continue the expansion of electric vehicles for police administration and investigation bureau personnel to fulfill the city’s green initiative. • Provide training and career development for all members of the Department and maintain compliance with POST and STC training requirements. • Prepare required reports to governmental and other oversight agencies regarding concealed weapons permits, citizen complaints, use of force, and other matters.
• Process and conduct administrative investigations.
• Maintain and update personnel records of Department employees and ensure compliance with State and Federal laws regarding personnel files. • Implement technology initiatives such as online police reports requests payments to ensure organizational efficiencies and effectiveness. • Reclassify of Record’s Clerk assigned to Administration and Budget to Senior Account Clerk.
2024-2025 Major Accomplishments
• Achieved the recruitment goal of fully staffing sworn personnel. • Created a position for an Administration and Budget Lieutenant. • Implemented Sharp Wellness to support employee wellness. • Redesigned the Community Engagement Bureau webpage.
• Enhanced community outreach through virtual and in-person town hall meetings.

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FY 2025-2026 Proposed Budget
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Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund $2,342,721 $3,473,194 $3,473,194 $2,573,037 Special Revenue $482,223 $1,622,063 $1,622,063 $1,219,673 Internal Service $54,475 $0 $0 $72,000
Total Expenditures $2,879,420 $5,095,256 $5,095,256 $3,864,711

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FY 2025-2026 Proposed Budget
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Program: Traffic Bureau

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FY 2025-2026 Proposed Budget
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Program No.: 3102
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $1,459,050 $1,821,433 $1,821,433 $1,795,420 Services $7,062 $68,048 $68,048 $5,725
Commodities $110,874 $132,532 $132,532 $124,260
Internal Services $565,493 $613,568 $613,568 $752,842
Capital Outlay $51,545 $0 $0 $0
Total Expenditures $2,194,025 $2,635,581 $2,635,581 $2,678,247 Authorized Full-Time
Equivalent Positions 14.00 14.00 14.00 14.00
Program Details
The Traffic Bureau addresses traffic safety issues within the City of Monterey Park. The Bureau places emphasis on reducing and preventing traffic collisions, enforcing parking laws, and educating the community on traffic safety and pertinent laws.

Traffic Bureau personnel provide the City with five-day-a-week Motorcycle Officer coverage and seven-day-a-week Parking 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 expertise 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.

Parking Enforcement Officers provide enforcement for all parking-related issues such as permit parking, street sweeping, parking for the disabled, and 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 districts, and on all City streets.

The removal of abandoned vehicles is also a primary responsibility of these officers.

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FY 2025-2026 Proposed Budget
2025-2026 Goals and Objectives
• Conduct forty-five Impaired Driving Enforcement operations to reduce driving under the influence of Drugs/and or Alcohol within the community. • Identify 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 twelve Pedestrian and Bicycle Safety presentations in partnership with the elementary schools within the community.
• Conduct six Multi-Agency enforcement operations within the city to focus on the communities concerns of vehicular, pedestrian, bicycle, and school zone safety. • Conduct twelve DMV-certified Mature Driver training courses.

Actual Estimated Projected
2023-24 2024-25 2025-26
Number of Citations:++
Traffic 3,145 2,461 2,909
Parking 11,392 12,063 11,727
Traffic Collision Incidents:

Fatal 4 1 (YTD) 3
Injury 220 148 276
Non-injury 310 209 389
Persons Injured 289 184 354
2024-2025 Major Accomplishments
• Received a $190,000 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 $273,899.02 grant from the Department of California Highway PatrolCannabis Tax Fund Grant Program to enhance the safety in the community

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through DUI enforcement operations and two 2024 BMW R1250RT police motorcycles to enhance DUI operations and traffic enforcement. • The Traffic Bureau has successfully scheduled and completed thirty-four traffic safety presentations and community engagements. The presentations and community engagements focused on the importance of pedestrian safety, teen driver safety, bicycle safety, and the dangers of DUI/DUID.

Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,767,007 $2,375,432 $2,375,432 $2,494,610 Special Revenue $427,017 $260,149 $260,149 $183,638
Total Expenditures $2,194,025 $2,635,581 $2,635,581 $2,678,247

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Division: Field Services

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FY 2025-2026 Proposed Budget
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FY 2025-2026 Proposed Budget
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Division No.: 3103
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $7,525,867 $8,614,224 $8,614,224 $10,505,856 Services $51,507 $55,441 $55,441 $43,980
Commodities $221,337 $406,063 $406,063 $408,900
Internal Services $2,482,406 $2,821,940 $2,821,940 $3,104,042 Total Expenditures $10,281,117 $11,897,667 $11,897,667 $14,062,778 Authorized Full-Time
Equivalent Positions 51.00 52.00 52.00 52.00
Division Details
Field Services Bureau personnel are the first responders to calls for service. Most of the department’s officer-citizen contacts occur within this Bureau. As first responders, these officers handle all emergencies, alarms, crime report requests, disputes, hazards, traffic enforcement, traffic accident investigations, and various other calls for service. As time permits, these officers also address problem-oriented policing concerns to enhance the quality of life in the community. Services are provided twenty-four hours a day, seven days a week, ranging from low priority (parking complaints, keep the peace, etc.) to high priority (preliminary investigations of serious crimes like homicides and felony assaults) calls for service. The Special Weapons and Tactics team (SWAT) supports Field Services when necessary. The team has been established to provide specialized support in handling critical field operations where intense negotiations and/or special tactical deployment methods beyond the capacity of field officers appear to be necessary.

Attached to the Field Services Bureau is the Canine Unit. 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 Department
FY 2025-2026 Preliminary Budget
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2023-24 2024-25 2025-26
Calls for Service
Citizen Requests 35,182 34,245 35,127
Officer Observed 15,396 19,165 20,851
Total Calls for Service: 50,578 53,410 55,978
Priority I (Emergency) Response
Time (minutes/seconds): 9,837
calls
4:29 4:27 4:26
Priority II Response Time: 10,001
calls
6:59 5:43 5:41
Priority 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
Priority 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
2025-2026 Goals and Objectives
• Train all field services personnel on the implementation of a new CAD/RMS system, implemented in July 2025.
• Enhance organizational effectiveness and efficiency by providing briefing training for all patrol shifts. This training will cover policy updates, new case law, equipment updates, perishable skills, and tactical debriefs. • Conduct briefing training for patrol personnel on the new technology utilized by the investigations bureau. Field Services will gain a better understanding of the available technology and how it is being used by the bureau. 2024-2025 Major Accomplishments
• The department assigned corporals from specialized assignments to rotate to Patrol, where they worked as field supervisors to stay current with Patrol operations.
• Usage and communication with the community via social media, including platforms like Facebook and Instagram, were maximized to enhance communication with residents.

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• Usage and communication with the community via social media, including platforms like Facebook and Instagram, were maximized to enhance communication with residents.
• Field Services, in conjunction with the Traffic Bureau, identified problematic traffic areas and implemented enforcement. The main targets of these operations were school zones, which resulted in a clear reduction of pedestrian injuries. • Field Services maintained an average response time of four minutes and thirty seconds or less for priority one crimes.
• Reduction of crime for theft, burglary, and grand theft auto.

Funding Source by Type
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Funding Sources by Type Actual
Original
Budget
Projected
Budget Budget
General Fund $8,784,411 $10,098,809 $10,098,809 $12,023,526 Special Revenue $1,496,706 $1,798,858 $1,798,858 $2,039,253 Total Expenditures $10,281,117 $11,897,667 $11,897,667 $14,062,778

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Program: Investigations
Program No.: 3104
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26
Expenditures by Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $2,664,875 $2,810,966 $2,810,966 $2,988,855 Services $76,703 $82,360 $82,360 $96,410
Commodities $32,428 $47,607 $47,607 $60,320
Internal Services $696,653 $787,001 $787,001 $872,712
Total Expenditures $3,470,659 $3,727,935 $3,727,935 $4,018,297 Authorized Full-Time
Equivalent Positions 14.30 14.50 14.50 14.50

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FY 2025-2026 Proposed Budget
Program Details
The Investigations Bureau conducts follow-up investigations on all crimes occurring within the City. The Bureau is responsible for the resolution and disposition of all criminal and non-criminal cases ranging from homicides to identity theft, as well as non-criminal matters, such as missing persons and lost property. This Bureau is also responsible for tracking registered sex offenders, parolees, and probationers, and conducting compliance checks on those persons.

The Property and Evidence Section is under the management of the Investigations Bureau. The Property and Evidence Technicians are responsible for the care and custody of all property booked into the Monterey Park Police Department, submitting evidence to the crime lab for analysis, preparing evidence for court proceedings including all body camera/in-car video, booked property to be returned to owner, and property destruction in accordance with applicable laws. 2025-2026 Goals and Objectives
• Create and implement a new Special Enforcement Team (SET). • Establish and furnish a new office for the Special Enforcement Team (SET). • Purchase two new leased vehicles for the Special Enforcement Team (SET). • Purchase two new Microsoft Surface Pro laptop computers to assist detectives in their investigations.
• Purchase four mobile hot spot devices to assist detectives in their investigations. • Send detectives to science-based interview training.
• Purchase Peregrine and train detectives on how to use it to assist them with their investigations.
• Purchase Motorola LTE Wave TLK100 Cellular Two-Way Radios.

Actual Estimated Projected
2023-24 2024-25 2025-26
Group A Offenses Investigated 2347 2112 2200
Group A Offenses Clearance Rate 24% 25% 25%