Monterey Park City Council
June 17, 2026

Fire Department
FY 2026-2027 Adopted Budget
M5
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $18,476,145 $18,622,014 $18,622,014 $19,008,846 Special Revenue $2,998,352 $3,441,553 $3,955,553 $3,960,343 ARPA $0 $0 $0 $0
Enterprise $249,604 $400,605 $400,605 $467,237
Internal Service $186,566 $380,681 $380,681 $383,749
Total $21,910,666 $22,844,853 $23,358,853 $23,820,175

M6
Fire Department
FY 2026-2027 Adopted Budget
Monterey Park Fire Department
Organizational Chart

FIRE CHIEF
Administration
Battalion Chief (1)
Principal Mgmt
Analyst (.80)
Sr. Account Clerk
(.75)
Fire
Prevention
Fire Marshal (1)
Fire Safety
Specialist (2)
F. P. Permit
Technician (1)
Code
Enforcement
Code Enforcement
Supervisor (1)
Code Enforcement
Supervisors (3)
Deputy Fire
Chief
Emergency
Operations
Battalion Chief (1)
Fire Captain (10)
Fire Engineer (10)
Firefighter/Paramedic
(1)
Firefighter (9)
Emergency Medical
Services
Battalion Chief (1)
Fire Captain (1)
Fire Engineer (2)
Firefighter/Paramedic (14)
Principal Mgmt Analyst (.20)
Sr. Account Clerk (.25)
Community
Risk Reduction
Battalion Chief (1)
Fire Captain (1)

Fire Department
M7
FY 2026-2027 Adopted Budget
Division: Fire Administration
Divis
ion No.: 3201
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $324,364 $351,849 $351,849 $338,683 Services $772,301 $561,194 $561,194 $1,012,763
Commodities $46,900 $71,800 $71,800 $70,225
Internal Services $80,507 $139,815 $139,815 $164,967
Capital Outlay $56,250 $0 $0 $0
Debt Service $1,400,000 $0 $0 $0
Total Expenditures $2,680,323 $1,124,659 $1,124,659 $1,586,638 Authorized Full-Time
Equivalent Positions 4.00 4.00 4.00 4.00
Pro
gram Details
Fire Ad
ministration provides executive leadership, strategic planning, and organizational oversight to ensure the effective and efficient delivery of fire services aligned with City priorities.

Fire Department
FY 2026-2027 Adopted Budget
M8
Resp
onsibilities
• Strategic planning and policy development
• Budget preparation and fiscal management
• Workforce recruitment, retention, and development
• Grant acquisition and regional coordination
2026-2027
Goals and Objectives
• Implement a comprehensive workforce recruitment and retention strategy
• Advance facility master planning, including Fire Stations 61 and 63 • Expand grant funding opportunities
• Strengthening leadership development and succession planning 2025-2026
Major Accomplishment
• Secured federal funding for Fire Station 61 renovation • Supported hiring of six firefighters and two firefighters/paramedics • Advanced department-wide leadership and organizational development initiatives
Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,981,589 $663,769 $663,769 $672,498
Special Revenue $698,733 $460,889 $460,889 $914,140
ARPA $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $2,680,323 $1,124,659 $1,124,659 $1,586,638

Fire Department
FY 2026-2027 Adopted Budget
M9
Division: Fire Prevention
Div
ision No.: 3205
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $390,872 $365,716 $365,716 $420,025 Services $161,693 $231,690 $231,690 $278,800
Commodities $4,446 $17,400 $17,400 $18,050
Internal Services $508,011 $244,394 $244,394 $273,698
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,065,022 $859,200 $859,200 $990,573 Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50
Pr
ograms Details
The F
ire Prevention Division is committed to protecting life, property, and the environment through a comprehensive, proactive fire prevention and risk

Fire Department
FY 2026-2027 Adopted Budget
M10
redu
ction approach. The Division conducts detailed fire and life safety inspections, field investigations, and plan reviews, while providing technical oversight of construction projects to ensure compliance with California Fire Code, California Health and Safety Code, and applicable local ordinances.

Through consistent enforcement and plan review, the Division works to ensure that both new and existing occupancies meet established fire and life safety standards.

The Div
ision’s efforts are structured into two primary program areas. Fire Safety Programs focus on reducing the risk of fire-related loss through inspections, fire code enforcement, plan review, and construction oversight, while supporting safe occupancies and fire protection system compliance. Environmental Safety Programs address hazards related to hazardous materials, industrial processes, and environmental risks, ensuring proper handling, storage, and mitigation measures to protect the community and environment.

In a
ddition, the Division promotes community risk reduction through education, outreach, and public awareness initiatives that strengthen fire safety understanding among residents, businesses, and stakeholders. The Division also administers cost recovery for services including inspections, plan review, permits, and investigations in accordance with the California Fire Code and local requirements, ensuring sustainable delivery of fire prevention services. 2026-2027
Goals and Objectives
• Mod
ernize inspection scheduling, reporting, and follow-up systems while expanding the use of GoPermits and other technologies to enhance efficiency, transparency, and customer service.
• Strengthen Fire Prevention outreach through business inspections, public education, and targeted fire and life safety campaigns, including participation in community events and smoke alarm awareness efforts. • Enhance proactive engagement with local businesses and multi-tenant occupancies to reinforce compliance, build partnerships, and improve overall fire safety awareness.
• Maintain strong collaboration with City departments and design professionals to support the successful delivery of major development projects, while promoting business retention and growth through clear communication, consistent enforcement, and a customer-focused Fire Prevention approach.

Fire Department
M11
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• Suc
cessfully supported completion of the 126 North housing project, multiple single-family residential final inspections, numerous ADUs, and the opening of new businesses. Collaborated closely with developers, design professionals, and contractors to facilitate fire clearance and tenant occupancy, while conducting comprehensive reviews of fire protection system installations and other life safety components throughout the City. • Enhanced community risk reduction and fire and life safety outreach through public education efforts, including social media engagement, direct communication with multi-family property owners, and published articles in the Cascades Newspaper, increasing public awareness of fire prevention programs and community safety initiatives.
• Recruited, hired, and onboarded Fire Safety Specialists, providing comprehensive training, equipment, and resources to strengthen the Fire Prevention Division’s inspection and enforcement capacity and improve overall program effectiveness.
• Successfully adopted the 2025 California Code of Regulations, Title 24, including the California Fire Code with local amendments, ensuring continued compliance with state standards and alignment with local fire and life safety requirements.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $979,347 $693,251 $693,251 $809,361
Special Revenue $36,580 $42,499 $42,499 $38,125
Enterprise $49,094 $123,449 $123,449 $143,087
Internal Service $0 $0 $0 $0
Total Expenditures $1,065,022 $859,200 $859,200 $990,573

Fi re Department
M12
FY 2026-2027 Adopted Budget
Division: Emergency Operations Division

Fire Department
FY 2026-2027 Adopted Budget
M13
Division No.: 3210
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $7,419,965 $8,433,845 $8,433,845 $9,030,069 Services $1,156,203 $773,726 $773,726 $766,994
Commodities $548,477 $1,002,641 $1,002,641 $1,019,723
Internal Services $1,914,851 $2,627,366 $2,627,366 $2,640,512 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $11,039,496 $12,837,578 $12,837,578 $13,457,298 Authorized Full-Time
Equivalent Positions 34.00 34.00 34.00 34.00
Pro
gram Details
The Em
ergency Operations Division delivers fire suppression, rescue, and all-risk emergency response services to protect the community.

Resp
onsibilities:
• Fire suppression and rescue operations
• Hazardous materials response
• Disaster response and incident command
• Training and operational readiness
2026-2027
Goals and Objectives
• Enhance operational safety and response effectiveness • Expand company officer training and leadership development • Implement updated tactical response models
• Develop response protocols for emerging risks, including electric vehicle incidents

Fire Department
M14
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• Maintained high service delivery across more than 10,000-unit responses annually
• Conducted multi-agency training to enhance regional interoperability Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $9,158,471 $10,205,018 $10,205,018 $10,683,410 Special Revenue $1,694,459 $2,251,879 $2,251,879 $2,390,139 ARPA $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $186,566 $380,681 $380,681 $383,749
Total Expenditures $11,039,496 $12,837,578 $12,837,578 $13,457,298

Fir e Department
M15
FY 2026-2027 Adopted Budget
Division: Emergency Medical Services

Fire Department
FY 2026-2027 Adopted Budget
M16
Division No.: 3220
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $4,406,009 $4,612,818 $4,612,818 $4,169,451 Services $467,975 $485,850 $999,850 $507,050
Commodities $80,908 $132,150 $132,150 $130,300
Internal Services $670,542 $972,744 $972,744 $1,020,858 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $5,625,435 $6,203,562 $6,717,562 $5,827,659 Authorized Full-Time
Equivalent Positions 17.00 17.00 17.00 17.00
Pro
gram Details
The EM
S Division provides advanced life support (ALS) transport and emergency medical care, representing the highest volume service delivered by the Department.

Resp
onsibilities:
• ALS ambulance transport
• EMS quality improvement and compliance
• Paramedic training and certification
• Medical supply and equipment management
2026-2027
Goals and Objectives
• Improve EMS system efficiency and cost recovery
• Integrate technology solutions for supply tracking and logistics • Prepare for County EMS Agency audit and compliance requirements • Expand Tactical EMS capabilities in coordination with law enforcement

Fire Department
M17
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• Placed (2) new rescue ambulances into service
• 2 Firefighters to paramedic training through UCLA Center for Prehospital Care
Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $5,173,858 $5,623,597 $5,623,597 $5,319,460 Special Revenue $451,577 $579,965 $1,093,965 $508,199
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $5,625,435 $6,203,562 $6,717,562 $5,827,659

Fi re Department
M18
FY 2026-2027 Adopted Budget
Division: Community Risk Reduction

Fire Department
FY 2026-2027 Adopted Budget
M19
Division No.: 3230
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $623,801 $552,480 $552,480 $605,543 Services $19,519 $48,550 $48,550 $48,750
Commodities $29,771 $45,050 $45,050 $45,450
Internal Services $106,330 $146,749 $146,749 $146,655
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $779,421 $792,829 $792,829 $846,398
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
Pro
gram Details
The Co
mmunity Risk Reduction Division enhances disaster preparedness, emergency planning, and public education to reduce risk and strengthen community resilience.

Resp
onsibilities:
• Emergency Operations Center (EOC) readiness
• Disaster preparedness planning and training
• CERT program management
• Community outreach and education
2026-2027
Goals and Objectives
• Conduct biannual EOC training for City personnel
• Deploy data-driven community outreach strategies
• Expand neighborhood-level preparedness programs

Fire Department
M20
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• Delivered full-capacity CERT training programs
• Conducted multiple community preparedness clinics
• Maintained compliance with State and Federal emergency planning requirements
Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $698,933 $727,191 $727,191 $779,684
Special Revenue $80,489 $65,638 $65,638 $66,714
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $779,421 $792,829 $792,829 $846,398

Fir e Department
M21
FY 2026-2027 Adopted Budget
Division: Code Compliance
Division No.: 3240

Fire Department
FY 2026-2027 Adopted Budget
M22
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $487,761 $637,108 $637,108 $655,014 Services $26,681 $81,920 $81,920 $60,410
Commodities $6,974 $11,380 $11,380 $11,930
Internal Services $199,554 $296,618 $296,618 $384,256
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $720,970 $1,027,026 $1,027,026 $1,111,610 Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50
Pro
gram Details
The Co
de Compliance Division promotes safe, livable neighborhoods and supports economic vitality through enforcement of municipal codes, public education, and community engagement.

Resp
onsibilities:
• Property maintenance and zoning enforcement
• Multi-family housing inspections
• Public outreach and voluntary compliance programs
• Interdepartmental coordination
2026-2027
Goals and Objectives
• Implement a Pre-Sale Inspection Program
• Establish a Vacant Lot Registration Program
• Expand workforce development and certification programs • Enhance public outreach and community engagement initiatives 2025-20
26 Major Accomplishments
• Completed all State-mandated multi-family inspections • Implemented enhanced enforcement procedures for unsafe conditions

Fire Department
FY 2026-2027 Adopted Budget
M23
• Launched business and community engagement programs
• Established partnerships to expand access to community services Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $483,947 $709,188 $709,188 $744,434
Special Revenue $36,514 $40,683 $40,683 $43,026
Enterprise $200,510 $277,155 $277,155 $324,150
Internal Service $0 $0 $0 $0
Total Expenditures $720,970 $1,027,026 $1,027,026 $1,111,610

Library Department
N1
FY 2026-2027 Adopted Budget
Department Values
Wel
coming | Inclusive | Innovative | Patron Centered | Community Driven Department Overview
The m
ission of the Monterey Park Bruggemeyer Library is to create opportunities for learners of all ages and backgrounds, to foster community connections, and to advance all aspects of literacy in Monterey Park.

Pr
ograms and Services
The L
ibrary serves the entire community by maintaining a diversified collection of print and electronic books, magazines, periodicals and audio -visual materials in community languages; providing public computer access , Wi-Fi in the building, internet hotspots and laptops for home use to support digital literacy and address the digital divide; teaching English and helping residents become citizens; supporting children and families with collections, services and partnerships to encourage early literacy, school readiness and academic success, and lifelong learning; providing opportunities for personal growth and workforce

Library Department
FY 2026-2027 Adopted Budget
N2
development through Career Center services; and preserving Monterey Park’s heritage by collecting local information and materials of historical significance.

Sig
nificant Changes
Ther
e are no significant changes for FY2026-27.

Depa
rtment Budget Summary
Depa
rtment Personnel Summary
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026- 27
Program Name Program No. Actual Original Budget Projected Budget Budge t Library Admin 6001 $678,109 $683,465 $683,465 $748,922
Adult & Teen Services 6002 $679,735 $894,855 $899,187 $891,793 Operational Support Serv 6003 $587,445 $738,684 $738,684 $835, 443 Literacy 6005 $444,355 $592,720 $592,720 $704,918
Children Services 6006 $501,705 $598,815 $598,815 $770,931 Total Expenditures $2,891,349 $3,508,540 $3,512,872 $3,952,008 Authorized Full-Time
Equivalent Positions 26.50 26.50 26.50 26.50
Expenditures by Program
Full Time Part Time Full Time Part Time Full Time Part Time MONTEREY PARK BRUGGEMEYER LIBRARY - 6000
City Librarian 1 - 1 - 1 -
Library Manager - - 1 - 1 -
Adult Literacy Coordinator 1 - 1 - 1 -
Librarian 4 1.00 4 1.00 4 1.00
Library Assistant 5 6.00 5 7.50 5 7.50
Library Page - 2.50 - 1.00 - 1.00
Library Technician 2 - 2 - 2 -
Senior Administrative Assistant 1 - 1 - 1 - Senior Librarian 3 - 2 - 2 -
LIBRARY TOTAL 17.00 9.50 17.00 9.50 17.00 9.50
2024-2025 2025-2026 2026-2027

FY FY FY

Library Department
N3
FY 2026-2027 Adopted Budget
Department Organizational Chart

Library Department
FY 2026-2027 Adopted Budget
N4
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $2,598,874 $3,289,779 $3,294,111 $3,734,049 Special Revenue $303,223 $218,761 $218,761 $217,959
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $2,902,097 $3,508,540 $3,512,872 $3,952,008

Library Department
FY 2026-2027 Adopted Budget
N5
Div
ision: Library Administration
Division No.: 6001
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $303,884 $355,708 $355,708 $388,800
Commodities $187,568 $206,702 $206,702 $242,672
Internal Services $24,752 $26,700 $26,700 $16,500
Capital Outlay $161,905 $94,355 $94,355 $100,950
Debt Service $0 $0 $0 $0
Total Expenditures $678,109 $683,465 $683,465 $748,922
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00

Library Department
N6
FY 2026-2027 Adopted Budget
Program Details
The Administration Division is responsible for the overall leadership, management, coordination and marketing of the Monterey Park Bruggemeyer Library. Specific service objectives are to:
• Dir
ect the operations of all divisions of the Library.
• Develop policies and procedures to ensure free and open access to Library services.
• Serve as liaison to the Library Board of Trustees, which promotes and strengthens the development of the Monterey Park Bruggemeyer Library. • Coordinate with the Friends of the Monterey Park Library and Monterey Park Library Foundation to support Library programs through fundraising. • Partner with community organizations and agencies to expand public services.
• Seek out state, federal and private grants to provide additional public services and programs.
• Analyze community needs and library usage to develop collections and services which meet the identified needs.
• Network and share resources with other state and local libraries, and actively participate as a member of the Southern California Library Cooperative (SCLC).
2026
-2027 Goals and Objectives
• Pro
cure a bookmobile to facilitate mobile outreach
• Work with contracted architect to redesign library spaces in order to expand public programming opportunities and boost staff efficiency 2025
-2026 Major Accomplishments
• Rep
laced all library HVAC units with modern, energy-efficient heat pumps • Installed an emergency backup generator, ensuring uninterrupted service and safety during power outages
• Repainted the library’s exterior, improving the exterior aesthetic and preserving its structural integrity
• Replaced library carpet to revitalize the building’s appearance, eliminate trip hazards and enhance safety for all patrons

Library Department
FY 2026-2027 Adopted Budget
N7
Funding Source by Type
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $650,272 $652,864 $652,864 $714,942
Special Revenue $27,837 $30,601 $30,601 $33,980
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $678,109 $683,465 $683,465 $748,922

Library Department
FY 2026-2027 Adopted Budget
N8
Division: Adult and Teen Services
Division No.: 6002
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $504,797 $643,725 $648,057 $613,086
Commodities $0 $5,000 $5,000 $0
Internal Services $40,949 $34,600 $34,600 $35,600
Capital Outlay $133,989 $211,530 $211,530 $243,107
Debt Service $0 $0 $0 $0
Total Expenditures $679,735 $894,855 $899,187 $891,793
Authorized Full-Time
Equivalent Positions 6.50 6.50 6.50 6.50
Pr
ograms Details
The Ad
ult and Teen Services Division helps adults and teens access information and materials through the library collection, online and through other research resources. This division is responsible for organizing, selecting and maintaining the

Library Department
FY 2026-2027 Adopted Budget
N9
adu
lt, teen and international collections, as well as the Local History collection.

Specific service objectives are to:
• Dev
elop and implement a broad variety of adult programs that target diverse community audiences and provide opportunities for recreation, education, health and wellness, cultural enrichment, career and life-skill development, and legal and social support.
• Provide teens with programming that is driven by their interests and encompasses academic support, recreation and cultural activities, and mental health and wellness.
• Answer information requests in- person, by telephone and text, online and by email.
• Help library patrons select recreational reading materials suitable for their taste and reading level.
• Provide adults and teens with information referrals to community partners and local organizations.
• Instruct library users on how to locate materials and information using the Online Public Access Catalog, electronic resources and the internet. • Assist with technology including computers, laptops, tablets and 3D printing, and provide programs for developing technological skills. • Maintain a Home Delivery Program that provides seniors and homebound community members with access to library materials and readers’ advisory services.
• Provide a volunteer program for teens that allows them to develop their leadership skills by assisting library staff with developing and implementing programs for their peers at the Library and in the community. • Partner with schools, nonprofits and community organizations to expand and enhance library services.

Actual Estimated Projected
2024-2025 2025-2026 2026-2027
Reference Transactions 5582 5778 5850
Adult/YA Programs Presented 243 225 220
Adult/YA Program Attendance 4428 3200 3600

Library Department
N10
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives
• Upd
ate the Teen Room to be more youth-oriented and reorganize the Young Adult collection to increase visual appeal and browsability. • Develop a new drop-in space with activities such as community puzzles, art and craft projects and interactive displays to diversify engagement opportunities for adults.
• Create programs and displays that highlight under-utilized collections, thereby increasing circulation and engaging broader audiences. 2025-2026
Major Accomplishments
Adult Services
• Int
roduced a monthly All Abilities Activities (AAA) Club for adults with developmental disabilities and special needs and collaborated with community agencies to promote the club.
• Provided 15 literature-themed programs including a romance author panel with Asian American authors, an interview with award-winning author Claire Jia, a Bridgerton tea -party, poetry workshop and a monthly Sip & Read book club held in local businesses.
• Presented over 75 programs in partnership with community organizations including Chinatown Service Center, Asian Youth Center, Asian Pacific Islander Forward Movement, Asian Americans Advancing Justice Southern California, Pasadena Audubon Society and UC Master Gardeners. Topics covered encompassed tenants right, legal advice, job seeker support, mental health, nutrition awareness, nature and sustainability, and digital connectivity.
• Joined over 140 libraries to participate in the One Book, One Coast initiative, with programming that promoted the AAPI graphic novel, They Called Us Enemy.
• Presented a classic film screening of The World of Suzie Wong followed by an interview with star Nancy Kwan to a full -capacity audience of 130 people.
• Promoted diversity and multiculturalism through programming and displays that reflected the many faces of the community and highlighted cultural heritage months.

Library Department
FY 2026-2027 Adopted Budget
N11
• Reor
ganized and refreshed the Non-Fiction collection to increase currency and browsability, resulting in a 41% rise in circulation.

Teen Services
• Pa
rtnered with Monterey Park Fire, Police and City Hall departments to deliver a series of tours that promoted civic engagement and g ave teens behind-the-scenes knowledge of local government.
• Introduced a Teens Cook! program which used culinary -focused activities to highlight cultural diversity and teach teens life skills. • Developed the Teen Entrepreneurs program by partnering with local businesses including the Marriott, the Monterey Park F armers’ Market and Leaflet Coffee to give teens real -world insight into running their own business.
• Developed a new partnership with the Center for the Pacific Asian Family (CPAF) to present a three -part workshop focusing on socialization skills, bullying and suicide prevention.
• Held a comprehensive College Prep workshop with Chinatown Service Center that helped 38 graduating teens navigate the college application process, funding options and the realities of college life.

Funding S
ource by Type
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $633,319 $841,331 $845,663 $846,483
Special Revenue $46,416 $53,524 $53,524 $45,310
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $679,735 $894,855 $899,187 $891,793

Library Department
FY 2026-2027 Adopted Budget
N12
Div
ision: Operational Support Services
Division No.: 6003
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $432,391 $509,685 $509,685 $563,689
Commodities $40,322 $44,144 $44,144 $41,952
Internal Services $12,971 $5,200 $5,200 $13,500
Capital Outlay $101,762 $179,655 $179,655 $216,301
Debt Service $0 $0 $0 $0
Total Expenditures $587,445 $738,684 $738,684 $835,443
Authorized Full-Time
Equivalent Positions 6.50 6.50 6.50 6.50

Library Department
N13
FY 2026-2027 Adopted Budget
Program Details
The Operational Support Services Division provides both internal and forward - facing customer service. This division is responsible for receiving, cataloging and preparing for circulation all materials purchased for children, teens and adults .

Staff maintain the library inventory and maintenance system and electronic resources, and loans all circulating print and non- print materials to car dholders.

Collection maintenance and the repair of all materials fall within this program.

Staff installs and replaces new computers and software, printers and network connections, and makes recommendations for repair and upgrades.

Specific service objectives are to:
• Im
plement library circulation policies established by the Library Board of Trustees.
• Manage library card registrations, maintain patron records and ensure patron privacy.
• Check in and check out all circulating library materials; shelve and organize materials to facilitate access to the collection.
• Manage patron reserves of requested materials, including retrieval, notification, processing and pick up.
• Notify cardholders of long overdue, lost or damaged materials; calculate and collect fees; record and deposit money daily.
• Receive, catalog and process all library materials for public and staff use. • Manage and administer, in conjunction with the City Librarian, the library’s integrated automation system and assist as a liaison with the vendor. • Purchase, install and maintain all in- house and circulating computers, tablets, hotspots, printers, peripherals and network software. • Maintain the collection by repairing damaged items.
• Conduct training on the usage of new technology for staff. • Keep circulation and technology use statistics.

PROGRAM MEASUREMENTS
Actual Estimated Projected
2024-25 2025-26 2026-27
Total Items Circulated 186,984 188,534 189,000
Annual Circulation Per Capita1 3.15 3.18 3.18
Annual Hours of Opening 2,384 2343 2343
Amount Saved by Borrowing 1,732,913 1,732,264 1,735,000

Library Department
FY 2026-2027 Adopted Budget
N14
Instead of Purchasing
1 Population figure used for calculation: 59,269
Actual Estimated Projected
LIBRARY USERS 2024-25 2025-26 2026-27
Total User Visits Per Year 216,966 233,586 235,000
New Cardholders Registered 3,985 3,900 4,000
Total Library Cardholders 50,982 56,000 56,000
Number of Holds Fulfilled 4,103 3,544 3,500
Actual Estimated Projected
2024-25 2025-26 2026-27

LIBRARY COLLECTION
Cataloged Items 4,450 3,688 4,500
Total Items in Collection 102,973 100,000 100,000
2026-2027
Goals and Objectives
• Enhanc
e online presence by creating short-form videos and participating in social media trends.
• Research technologies to further streamline Library card registration, reducing sign-up time and increasing data-entry accuracy. • Provide consistent opportunities for OPS staff to contribute to the development and promotion of library programs, which enhances customer service while increasing staff investment in library services. 2025-2026
Major Accomplishments
• Imp
roved book processing and shelving procedures to make items available for checkout more quickly.
• Implemented a library card self-registration station, to make sign-up quicker and easier for library patrons.

Library Department
FY 2026-2027 Adopted Budget
N15
Funding Source by Type
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $547,919 $701,204 $701,204 $798,262
Special Revenue $39,526 $37,480 $37,480 $37,181
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $587,445 $738,684 $738,684 $835,443

Library Department
FY 2026-2027 Adopted Budget
N16
Div
ision: Literacy
Division No.: 6005
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $354,213 $424,866 $424,866 $512,193
Commodities $5,921 $6,906 $6,906 $7,836
Internal Services $13,942 $23,585 $23,585 $13,150
Capital Outlay $70,278 $137,363 $137,363 $171,739
Debt Service $0 $0 $0 $0
Total Expenditures $444,355 $592,720 $592,720 $704,918
Authorized Full-Time
Equivalent Positions 5.50 5.50 5.50 5.50

Library Department
N17
FY 2026-2027 Adopted Budget
Program Details
The Literacy Services Division provides individual tutoring to adult learners with low literacy skills and classroom instruction to English language learners. This division recruits and trains volunteers to tutor adults in one- to-one, small group or large class settings; provides instruction to adult learners to improve their speaking, reading and wr iting skills to get a job, assist their family or become naturalized citizens; develops partnerships with workforce programs to help new immigrants find work; and maintains program data and generates reports for federal and state grants. Specific service objectives are to:
• Rec
ruit, train, match, monitor and support volunteer tutors. • Assess learners and assist them in setting personal goals and a path to reach them.
• Monitor, support and provide educational guidance for tutor-learner pairs. • Select print and non -print consumable and non- consumable materials appropriate to the interest, level and needs of the program’s participants. • Network with neighboring literacy programs, community partners and agencies to provide literacy activities in response to the needs of the community.
• Serve as an authorized Passport Acceptance Facility, executing passport applications per federal guidelines and forwarding application materials to the U. S. Department of State for an issuance determination.

PROGRAM MEASUREMENTS
Actual Estimated Projected
2024-25 2025-26 2026-27
Number of Students

1318 1325 1350
Number of Student Hours 15,347 15,250 15,500
Number of Tutors 48 50 50
Number of Tutor Volunteer Hours 1525 1550 1550
Number of Students who
became U.S. Citizens
21 20 25
Number of Passports

1331 1350 1350

Library Department
N18
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives
• Str
engthen the skills of volunteer literacy tutors and improve volunteer retention by increasing the frequency of in-person tutor trainings and peer-support opportunities.
• Develop a writing program for adult learners to strengthen and build confidence in their writing skills and to publish a collection of their stories. 2025-2026
Major Accomplishments
• Appr
oximately 1,300 adult learners attended 840 class meetings this year.

Offerings included two 15-week semesters of English as a Second Language (ESL) classes, two six-week series of adult literacy workshops, and weekly citizenship preparation classes and English conversation groups.
• Collaborated with volunteer tutors to increase the number of winter and summer workshops. Workshops targeted specific learning goals, such as learning phonics, using smartphones, reading full-length books and improving grammar. Approximately 180 learners attended the 20 short- term workshops.
• Partnered with the Adult Services Division to host Mahjong at the Library and provide a summer program that built community between English language learners and native English speakers.
• Added 100 high-interest/low-level books to improve access to adult fiction for emerging readers.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $292,251 $524,199 $524,199 $634,675
Special Revenue $152,104 $68,521 $68,521 $70,243
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $444,355 $592,720 $592,720 $704,918

Library Department
FY 2026-2027 Adopted Budget
N19
Div
ision: Children Services
Division No.: 6006
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $361,935 $372,344 $372,344 $514,542
Commodities $0 $0 $0 $0
Internal Services $41,299 $56,149 $56,149 $51,889
Capital Outlay $98,471 $170,323 $170,323 $204,500
Debt Service $0 $0 $0 $0
Total Expenditures $501,705 $598,815 $598,815 $770,931
Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00

Library Department
N20
FY 2026-2027 Adopted Budget
Program Details
The Children’s Services Division is responsible for services to children from birth to middle school, caregivers, educators and schools. This division assists children, teachers and caregivers in locating and using library resources; selects and manages the library’s print, audiovisual and electronic collections in the Children’s area; conducts storytimes, reading programs and other children’s events; and provides outreach into the community as well as tours and storytimes for visiting school groups. Specific service objectives are to:
• Answ
er requests for information and advise the community in the use of materials and services through individual instruction.
• Instruct the community on locating materials and information via the Online Public Access Catalog, electronic databases and the internet. • Conduct library tours and provide instruction in the use of library materials and services for school classes, communi ty organizations and other interested groups.
• Select print, audiovisual and electronic materials for children in the languages used in the community to meet the educational, informational and recreational needs of the residents.
• Target the informational and educational needs of the community by working with the community and governmental groups to respond with appropriate library services and materials.
• Encourage reading and promote the pleasure of reading by conducting storytimes.
• Encourage reading and improve literacy by conducting reading programs for infants through sixth grade students.
• Schedule cultural and educational programs for children that reflect the needs and desires of the community.
• Provide homework assistance services for elementary school s tudents during the school year via high school volunteers.
• Partner with City departments to expand and enhance services for children and their families.

Library Department
FY 2026-2027 Adopted Budget
N21
Program Measurements
Actual Estimated Projected
2024-2025 2025-2026 2026-2027
Reference Transactions 5448 5000 5350
Children’s Programs 466 450 475
Children’s Program Attendance 24450 24000 25000
Children’s Outreach Attendance 3751 3800 3850
2026-2027
Goals and Objectives
• Launch monthly Kid Coders program for ages 7 - 12 to develop STEM skills in older elementary children.
• Reorganize the Children’s collection to better reflect the browsing habits and information needs of children.
• Continue to strengthen partnerships with schools in Monterey Park to ensure relevant collections, and to promote the Library’s programs and services to families and educators.
2025-2026
Major Accomplishments
• Implemented new programming including Science Squad, which gives school - aged children the opportunity to engage in hands-on science experiments; Quest for the Lost Stories: a Dungeons & Dragons Adventure for children ages 6 to 12 ; and Coloring Club, which encourages mindfulness and community for children of all ages.
• Implemented multicultural programming, including book displays, passive programs, and other activities in celebration of cultural heritage months , that reflects the diversity of the community.
• Collaborated with community partners to provide in- library programming, including a Cantonese immersion play group, LEGO® robotics showcase, youth empowerment series, smart money habits program, and an Early Learning Resource Fair.
• Provided 13 outreach storytimes and 14 in-library field trips to 840 preschool and elementary students to strengthen connections with community schools.

Library Department
FY 2026-2027 Adopted Budget
N22
• Connected with community partners to attend outreach events and provide information and activities at Back to School Nights, Open Houses, and City sponsored events.
• Recruited new high school volunteers to provide Homework Help for elementary aged students.
• Presented four reading programs to boost literacy and foster a love of reading:
o 703 children participated in the Children’s Summer Reading Challenge. o 1410 children participated in the In -n-Out Cover to Cover Reading Challenge.
o 161 children participated in the Winter Reading Challenge. o 385 children participated in the Read & Ride reading program.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $464,365 $570,181 $570,181 $739,686
Special Revenue $37,340 $28,635 $28,635 $31,245
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $501,705 $598,815 $598,815 $770,931

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O1
Depa
rtment Overview
The Recreation and Community Services
Department strives to enrich lives and foster
harmony within the community through an
array of citywide programs and special events.

The Department believes quality of life is
improved through healthy life styles,
educational and recreational opportunities,
public participation, respect, compassion, and
the enhancement of our urban forest. The
Department accomplishes their goals through
community outreach, quality programming,
activities and events, safe, and well -maintained parks and facilities, and an aesthetically pleasing environment that is provided by professional and caring employees, contractors and volunteers.

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

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O2
In addition to traditional programs, the Recreation and Community Services Department operates Community Dial -A-Ride, a volunteer program, and state - licensed Childcare programs and schedules Facility and Picnic Reservations. The department is also the liaison to three City Commissions: Recreation and Parks Commission, Commission on Aging, and Community Participation Commission.

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

Department Budget Summary
Funding
Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $2,687,875 $3,112,320 $3,112,320 $3,734,748 Special Revenue $975,900 $1,195,445 $1,195,445 $1,083,202 Enterprise $4,363 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $3,668,137 $4,307,764 $4,307,764 $4,817,950
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original Budget Projected Budget Budget Facilities Supervision 6502 $1,049,763 $1,082,936 $1,082,936 $1,265,873 Aquatics 6503 $762,066 $935,488 $935,488 $1, 110,152
Langley Center 6505 $628,930 $697,337 $697,337 $882,233 Childcare Activities 6506 $189,312 $268,930 $268,930 $337,675 Recreation Activities 6507 $129,492 $97,110 $97,110 $125,175 Community Participation 6508 $217,199 $213,310 $213,310 $226,443 Community Transportation 6511 $691,375 $1,012,653 $1,012,653 $870,399 Total Expenditures $3,668,137 $4,307,764 $4,307,764 $4,817,950 Authorized Full-Time
Equivalent Positions 36.75 36.75 36.75 36. 75
Expenditures by Program

Recreation and Community
Services Department
O3
FY 2026-2027 Adopted Budget
Significant Changes
There are no significant changes for FY2026-27.

Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 - Adminitrative Aide 1 - 1 - 1 -
Assistant Pool Manager - 0.50 - 0.50 - 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 2024-2025 2025-2026 2026-2027

FY FY FY

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O4
Department Organizational Chart
Director of Recreation &
Community Services
Recreation
Manager (1)
Administrative
Aide (1)
Sr. Clerk
Typist (1)
Recreation
Supervisor
(1)
Program
Coordinator
(1)
Child
Care
Teachers
(PT)
Recreation
Leaders
(PT)
Program
Coordinator
(1)
Pool
Maintenance
Worker (1)
Pool Managers &
Asst. Pool
Managers (PT)
Lifeguards &
Recreation
Leaders (PT)
Recreation
Supervisor
(1)
Program
Coordinator
(1)
Recreation
Specialist
(1)
Sr.

Recreation
Leader (PT)
Recreation
Leaders (PT)
DAR
Dispatcher
(1)
DAR Drivers
(3)

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O5
Division: Recreation Facilities
Division No.: 6502
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $553,237 $700,217 $700,217 $798,665 Services $100,667 $128,000 $128,000 $130,500
Commodities $54,088 $32,687 $32,687 $32,687
Internal Services $141,771 $222,031 $222,031 $304,020
Capital Outlay $0 $0 $0 $0
Debt Service $200,000 $0 $0 $0
Total Expenditures $1,049,763 $1,082,936 $1,082,936 $1,265,873 Authorized Full-Time
Equivalent Positions 11.50 11.50 11.50 11.50

Recreation and Community
Services Department
O6
FY 2026-2027 Adopted Budget
Program Details
This activity provides for the supervised operation, maintenance, programming, and scheduling of the City’s facilities: gymnasiums, picnic shelters, meeting rooms, and buildings, ball fields, and sports fields that are used by the public, civic organizations, youth, and senior citizen groups, schools, and education classes.

Service objectives are:
• Pr
ovide for safe use of parks, facilities, and playgrounds in the participation of activities, programs, and events.
• Provide sufficient diversified facilities conveniently accessible so that residents of all ages may participate in various leisure, community , and athletic activities.
• Provide various locations for youth and/or adult groups to carry out their athletic, social, and cultural programs.
• Provide facilities for non- profit groups, community- based organizations, and the public to utilize for parties, receptions, meetings, concerts, and athletic events.
2026
-2027 Goals and Objectives

1. In
stall an Indigenous Gabrieleño-themed playground at Sierra Vista Park, replacing the existing playground.

2. Collaborate with the Monterey Park Fire Department to develop and implement an Emergency Action Plan (EAP) for recreation facilities.

3. Collaborate with the Public Works Department to repair electrical and lighting at the La Loma Park batting cages.
2025
-2026 Major Accomplishments

1. Aft
er reopening Barnes Park Gym, staff fully booked the facility by coordinating with local youth organizations and leisure class instructors, while also adding open indoor pickleball and open basketball.

2. Collaborated with the Public Works Department to complete the Outdoor Courts Resurfacing Project, which improved tennis and pickleball courts at

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O7
Bar
nes, Bella Vista, Garvey Ranch, George Elder, Highlands, Sequoia, and Sunny Slopes Parks.

3. Partnered with the Public Works Department to revitalize the Billiards Room at the Langley Center through facility improvements, including new paint, vinyl flooring, window shades, and upgraded billiards equipment.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,016,102 $1,045,277 $1,045,277 $1,218,348 Special Revenue $33,660 $37,659 $37,659 $47,525
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,049,763 $1,082,936 $1,082,936 $1,265,873

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O8
Division: Aquatics
Division No.: 6503
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $554,613 $480,004 $480,004 $608,424 Services $116,571 $170,500 $170,500 $160,500
Commodities $55,288 $141,500 $141,500 $141,500
Internal Services $35,594 $143,484 $143,484 $199,728
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $762,066 $935,488 $935,488 $1,110,152 Authorized Full-Time
Equivalent Positions 8.00 8.00 8.00 8.00
Pr
ogram Details
This
activity supports the operation and
maintenance of the Cascades Waterfall and the 70’
x 125’ pool in George Elder Park. The pool provide s
opportunities for Swim Development , swim
instruction, and public swimming. Mark Keppel High
School Water Polo and Swim Team s utilize the pool
during the school yea r. The George Elder Park pool
is open for year -round lap swim, the Manta Ray s
competitive s wim team workouts, private party
rentals, and for use by elementary schools and local
youth organizations for graduation parties, fun days ,
and year-end awards programs.

Ser
vice objectives are:
• Pr
ovide an Aquatics instructional program for all levels to ensure that all residents have an opportunity to learn to swim.

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O9
• Pro
vide a variety of aquatic programs that include social, recreational, education, safety, fitness, and competitive activities for public enjoyment. • Maintain optimum water temperature and facility conditions to meet accepted health standards for the overall enjoyment of patrons. • Provide highly trained , customer -service-friendly aquatics personnel to ensure safe, efficient operations and quality programming at the swimming pool.
2026-2027
Goals and Objectives

1. Col
laborate with the Public Works Department to prepare construction documents for the Barnes Park Aquatic Center.

2. Repair and reopen the wading pool at the George Elder Pool to better serve young families and enhance recreational swim opportunities for the community.
2025-2026
Major Accomplishments

1. Awar
ded Los Angeles County Regional Parks and Open Space District Measure A competitive grants to assist in preparing construction documents for the Barnes Park Aquatic Center.

2. Increased community participation in aquatics programming by hosting a Dive-In Movie Night at George Elder Pool, providing an additional opportunity for residents to enjoy the facility and participate in recreational swimming activities.

3. Repaired the cantilever on the pool deck at the George Elder Pool to improve safety and maintain the structural integrity of the pool facility.

4. Refurbished the Cascades Waterfall by reapplying epoxy paint, helping improve longevity and enhancing the overall look of the cascades.

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O10
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $606,357 $856,313 $856,313 $1,015,708
Special Revenue $155,710 $79,175 $79,175 $94,444
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $762,066 $935,488 $935,488 $1,110,152

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O11
Division: Senior Programs
Division No.: 6505
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $422,550 $419,980 $419,980 $579,318 Services $67,974 $80,300 $80,300 $78,300
Commodities $29,424 $53,009 $53,009 $53,009
Internal Services $108,982 $144,049 $144,049 $171,605
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $628,930 $697,337 $697,337 $882,233
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O12
Program Details
This a
ctivity provides for the operation of Langley
Center, the City’s Senior Citizen Center. Langley
Center provides activities for local seniors and active older adults, including specialized classes, trips and
tours, health and wellness screening, and a range of
other services. Activities include dances, lunch
programs, billiards, table tennis, fitness classes,
computer and technology classes, a mature driver
training course, social clubs, health fairs , and special events.

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

Servic
e objectives are:
• Prov
ide needed services and programs for senior citizens at Langley Center.
• Provide free health screenings, including eye exams, blood pressure checks, periodic heart disease, and stroke screenings , and flu shots through the assistance of local agencies and non-profit organizations. • Provide a variety of senior programs to include social, recreational, educational, and fitness activities for the seniors’ enjoyment. • Work with local senior citizen clubs and organizations to further cultural goodwill among the growing ethnic community.
• Provide lunches for seniors at Langley Center. The City currently works in conjunction with YWCA Intervale Senior Services of San Gabriel Valley to provide meals at Langley Center.
• Provide a “Cooling Center” relief center on days when the outside temperature is over 95 degrees, or when designated by Los Angeles County.

Recreation and Community
Services Department
O13
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives

1. Devel
op and implement the ‘Generations Together’ program to promote intergenerational activities with the Monterey Park Day Care that promote social engagement, learning, and community connection between senior participants and youth.

2. Collaborate with neighboring cities to implement a senior table tennis tournament that fosters community partnerships, promotes social engagement, and encourages friendly intercity competition. 2025-2026
Major Accomplishments

1. Receiv
ed the California Park & Recreation Society (CPRS) Aging Section, Unique Programming Award for the “Love for Our Elders” program. This collaboration pairs Mark Keppel High School with seniors for intergenerational games and activities.

2. Received the California Parks Recreation Society (CPRS) District 13 Award for the Annual Lunar New Year event at Langley Center under the “Better Together” category.

3. Partnered with the Monterey Park Fire Department to provide a home safety workshop that educates seniors on home safety practices, emergency preparedness, and basic first aid.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $585,816 $643,939 $643,939 $825,249
Special Revenue $43,113 $53,398 $53,398 $56,983
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $628,930 $697,337 $697,337 $882,233

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O14
Div
ision: Youth Programs
Division No.: 6506
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $133,242 $161,652 $161,652 $199,534 Services $1,286 $4,000 $4,000 $4,000
Commodities $12,507 $16,500 $16,500 $16,500
Internal Services $42,277 $86,779 $86,779 $117,641
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $189,312 $268,930 $268,930 $337,675
Authorized Full-Time
Equivalent Positions 4.50 4.50 4.50 4.50
Pr
ogram Details
The C
ity of Monterey Park provides quality and affordable youth activities. This activity provides after -school recreational programs and care to youth year around. This division also operates a state -licensed program that provides accountability, safety, and a high-quality, low-cost program to the participating families.

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O15
Service objectives are:
• Pro
vide an after -school program at Barnes Park Community Center. The program operates during the school year from 11:00 a.m. to 7:00 p.m. and 6:30 a.m. to 7:00 p.m. when schools are closed for vacation or staff development days.
• Provide a Tiny Tots program that gives children 3 to 5 years old an introduction to reading, social skills, math, science, and large & fine motor skills in a fun environment.
• Provide positive reinforcement and build self -esteem in the youth of our community through their participation in the programs and activities offered by the Recreation and Community Services Department. 2026-2027 Goals
and Objectives

1. Colla
borate with the Langley Senior Center to introduce intergenerational activities that bring together seniors and participants in the Tiny Tots program, creating opportunities for shared learning and community connection.

2. Partner with local professionals and organizations to provide career exposure opportunities and enhance youth learning experiences. 2025-2026
Major Accomplishments

1. Expa
nded marketing efforts for the Winter and Spring Break Day Camps, resulting in increased awareness and enrollment in the programs.

2. Enhanced communication with families and staff by establishing a quarterly newsletter for the Tiny Tots program, helping keep parents informed about program updates, activities, and important information.

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O16
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $181,511 $260,533 $260,533 $328,599
Special Revenue $7,802 $8,397 $8,397 $9,076
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $189,312 $268,930 $268,930 $337,675

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O17
Division: Recreation Programs
Division No.: 6507
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $4,775
Services $129,492 $97,110 $97,110 $120,400
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $129,492 $97,110 $97,110 $125,175
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Pr
ogram Details
This
activity provides the public with special interest
recreation and leisure time programs and activities.

Programs include Specialized Recrea tion Activity
Classes, the Summer Youth Lunch Program, and Adult
Athletic Leagues. The programs represented in this

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O18
acti
vity category are self-sustaining programs and require either a registration or league fee, grant funds, or sponsor donations to cover the cost.

Servic
e objectives are:
• To o
ffer a variety of s pecialized programs, adult athletic leagues, and special events to allow residents the opportunity to participate and identify with the community, to expand their skills and interests, and social, cultural, and educational horizons.
• Continue to provide opportunities for individuals to initiate and/or maintain physical and mental fitness through a variety of activities. • Provide opportunities for community residents of all ages to learn, utilize, improve, and enjoy new skills; and to experience recreational, social , and cultural relationships through expanded programs, activities, and events. 2026-2027 Goals
and Objectives

1. Col
laborate with local fitness gyms and wellness centers to provide informational sessions, training workshops, and guidance on nutrition for residents.

2. Develop drop-in after-school opportunities at the George Elder Gym to increase youth access, including gym use and game room activities.

3. Create and implement youth sports camps and clinics that provide structured activities focused on skill development, teamwork, and physical activity.
2025-2026
Major Accomplishments

1. Receiv
ed the Alhambra Educational Foundation Award (AEF) for the Service to Education Government Award.

2. Successfully launched a youth basketball league for participants from Kindergarten through 8th grade, providing local youth with a structured program focused on skill development, teamwork, and healthy competition.

3. Established a Taiko Drumming leisure class at the Langley Center, where seniors participate in drumming and learn the cultural and historical aspects of Taiko Drumming.

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O19
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $129,492 $97,110 $97,110 $120,400
Special Revenue $0 $0 $0 $4,775
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $129,492 $97,110 $97,110 $125,175

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O20
Division: Special Events
Division No.: 6508
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $45,926 $52,618 $52,618 $51,602
Services $60,305 $27,000 $27,000 $26,960
Commodities $69,659 $93,500 $93,500 $103,500
Internal Services $41,311 $40,192 $40,192 $44,381
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $217,199 $213,310 $213,310 $226,443
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O21
Program Details
This Divis
ion coordinates all Citywide Special
Events. Traditional events conducted annually
include, but are not limited to Lunar New Year
Celebration, Cherry Blossom Festival, Cinco de
Mayo, MPK Birthday, Summer Movies, Electric
Park, Holiday Snow Village , and the
Independence Day Celebration. Special
functions include Council Reorganizat ion
Functions, Farmers’ Market , and Volunteer
Recognition. The Department serves as the
liaison to Commissioners, Special Contractor s,
and/or Community Organizations in pr omoting,
fundraising, planning, coordinating, and
administrating community events and cultural
activities. In addition, this division organizes a
special recognition program for the volunteers
who supplement the City’s workforce.

Servic
e objectives are:
• Assis
t with the recruitment and recognition of volunteers for special programs and events.
• Maintain the overall success of the Special Event Programs through continuous coordination with the individuals and groups. • Assist with planning, logistics , and implementation of citywide special events.

Recreation and Community
Services Department
O22
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives

1. Colla
borate with East Los Angeles College, Art Department, to host student exhibits and shows at the El Encanto facility.

2. Plan and organize a soccer clinic and community event that brings residents together to watch Team USA play in a 2026 World Cup match. 2025-2026
Major Accomplishments

1. Receiv
ed the California Park and Recreation Society (CPRS) Community Impact Award of Excellence in the category of Connected Communities for Electric Park, for efforts that build social cohesion, celebrate culture, or create a sense of belonging.

2. Received the California Park and Recreation Society (CPRS) Community Impact Award of Excellence in the category of Equity and Inclusion for San Gabriel Valley Pride, for programs that intentionally engage and support underserved or marginalized populations.

3. Enhanced city events by establishing support from local businesses and organizations that resulted in increased sponsorship and donations for the Monster Mash, MPK Spring Egg Hunt, Snow Village, and Summer Movie Nights events.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $168,597 $209,147 $209,147 $226,443
Special Revenue $44,240 $4,163 $4,163 $0
Enterprise $4,363 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $217,199 $213,310 $213,310 $226,443

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O23
Division: Community Transportation
Division No.: 6511
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $360,161 $512,802 $512,802 $459,965 Services $19,931 $166,643 $166,643 $56,643
Commodities $1,592 $15,113 $15,113 $10,613
Internal Services $309,692 $318,096 $318,096 $343,179
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $691,375 $1,012,653 $1,012,653 $870,399 Authorized Full-Time
Equivalent Positions 6.75 6.75 6.75 6.75

Recreation and Community
Services Department
O24
FY 2026-2027 Adopted Budget
Program Details
This activity provides for the City’s Dial -A-Ride transportation services for Senio r Citizens and persons with disabilities. The transit program allows senior citizens opportunities for mobil ity and independenc e to meet their medical, shopping, recreational, cultural, social, and nutritional needs.

Service objectives are:
• Pr
ovide for the mobility of the City’ s residents to accommodate their medical, shopping, social, and recreation needs in the safe, reliable, and courteous operation of the City’s Dial-A-Ride transportation service. • Subsidize M.T.A. bus fares through the sale of TAP cards to encourage residents, especially seniors, and students, to utilize public transit facilities. • Oversees the supplemental service agreement utilizing taxi services. 2026
-2027 Goals and Objectives

1. Im
prove transportation opportunities by partnering with the on-demand MPK Express services to enhance overall mobility and access to Dial-A- Ride program participants.

2. Collaborate with the Aging Commission to plan and offer quarterly senior excursions, providing opportunities for educational experiences, social interaction, and recreational enjoyment.
2025
-2026 Major Accomplishments

1. Co
llaborated with the Vincent Price Museum to organize a senior excursion, providing an opportunity for cultural enrichment and educational engagement.

2. Provided a senior excursion to the Flower Fields at Carlsbad Ranch, where seniors were able to participate in activities and enjoy the “Sea of Sunflowers”.

Recreation and Community
Services Department
FY 2026-2027 Adopted Budget
O25
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $691,375 $1,012,653 $1,012,653 $870,399 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $691,375 $1,012,653 $1,012,653 $870,399

Public Works Department
P1
FY 2026-2027 Adopted Budget
Department Overview
The Public Works Department is responsible for providing and maintaining the City’s infrastructure in a manner that ensures the health, safety, and welfare of the City’s
residents and visitors. This includes the design,
construction, repair and maintenance of public land,
roadways, sidewalks, sewers, and storm drains; public
buildings and structures; water production, storage and delivery facilities; the repair and maintenance of City vehicles and equipment; and transportation services. The Department is made up of five divisions:

Maintenance Services, Engineering, Administration, and Water Utility.

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

Public Works Department
FY 2026-2027 Adopted Budget
P2
development and maintenance of public parks and facilities, landscaped areas, and street medians and trees.

Engineering Division
The Engineering Division is
responsible for providing all
engineering services to the City,
including the design and
construction of all public streets,
storm drains, traffic signals,
parks, recreational facilities,
and public buildings that are
authorized by the City Council.

Additionally, the Division reviews
and makes recommendations
on development and zoning
matters such as tracts, parcel
maps, variances, conditional
use permits, and building
permits. The Division also issues
grading permits, public works construction permits, encroachment permits, etc.

Another function of the Division is traffic engineering. All traffic issues, including signal timing, traffic related improvements, and citizen complaints are handled by the Division. The Division coordinates retrofits to City facilities necessary under the Americans With Disabilities Act (ADA).

Administrative Division
The Administrative division supports the
Public Works department operations
with administrative , programming, and
analytical duties. The Division also
administers the City’s contract for solid
waste collection and recycling services,
storm water pollution prevention
program, and transportation services .

Transportation services include a local,
fixed-route bus system, regional transit service including the Spirit Bus Transportation Program, MPK Transit Express microtransit services and Dial-A-Ride services for senior citizens and residents. The Division also oversees the City’s Employee Rideshare Program and Air Quality Management District (AQMD) Rule 2202 Employee Commute Reduction Program

Public Works Department
FY 2026-2027 Adopted Budget
P3
compliance. It is also responsible for being the liaison to the City’s Environmental Commission.

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

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

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

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

Sig
nificant Changes
Ther
e are no significant changes for Fiscal Year 2026-2027.

Public Works Department
P4
FY 2026-2027 Adopted Budget
Department Budget Summary
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $4,036,345 $3,477,125 $3,817,125 $3,803,858 Special Revenue $7,744,021 $7,842,053 $8,447,479 $9,514,827 Enterprise $21,907,586 $24,453,168 $24,816,168 $31,681,333 Internal Service $4,914,998 $6,553,084 $6,650,084 $7,343,693 Debt Service $1,052,200 $1,048,450 $1,048,450 $1,050,950 Total $39,655,150 $43,373,879 $44,779,305 $53,394,661
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original Budget Projected Budget Budget Community Transporation 4201 $4,662,010 $3,333,881 $3,533,881 $3,813,100 Street Maintenance 4202 $2,812,968 $2,679,983 $2,794,983 $3,687,073 Storm Drain Maintenance 4203 $257,248 $433,286 $433,286 $426,725 Sanitary Sewer Maintenanc 4204 $2,888,428 $3,807,198 $3,807,198 $3,646,919 Street Cleaining 4205 $353,442 $431,772 $672,772 $1,117,240 Traffic Control 4206 $620,315 $852,992 $852,992 $877,577 Street Lighting 4207 $874,839 $941,055 $941,055 $1,054,572 Refuse Collections 4208 $1,638,721 $876,288 $925,714 $465,274 Building Maintenance 4210 $1,912,915 $2,729,964 $2,754,964 $3,406,710 Motor Pool Shop 4211 $3,225,708 $3,979,887 $4,051,887 $4,102,345 Engineering 4212 $1,323,062 $1,955,390 $1,955,390 $2,947,975 Parkway Maintenance 4216 $1,077,634 $1,263,459 $1,313,459 $1,315,561 Parks 4217 $1,484,481 $1,680,376 $1,970,376 $2,061,192
Water Admin 4220 $1,399,985 $2,264,595 $2,431,595 $4,972,552 Water Commercial 4221 $2,013,486 $2,082,860 $2,082,860 $2,876,633 Water Production 4222 $4,186,272 $5,138,907 $5,138,907 $4,626,634 Water Distribution 4223 $5,423,776 $3,741,622 $3,741,622 $4,048,160 Well No. 5 4226 $257,617 $264,660 $264,660 $636,269
Well No. 12 Treatment Pla 4227 $545,677 $546,243 $546,243 $1,000,438 Well No's 1, 3, & 10 4229 $412,278 $731,621 $731,621 $1,203,463 Well No. 15 4231 $423,037 $439,337 $439,337 $919,230
CGT System 4234 $1,861,251 $3,198,506 $3,394,506 $4,189,018 Total Expenditures $39,655,150 $43,373,879 $44,779,305 $53,394,661 Authorized Full-Time
Equivalent Positions 74.25 74.25 74.25 74.25
Expenditures by Program

Public Works Department
P5
FY 2026-2027 Adopted Budget
Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time PUBLIC WORKS - 4200
Administrative Intern - 0.25 - 0.25 - 0.25
Administrative Aide 1 - 1 - 2 -
Assistant City Engineer 1 - 1 - 1 -
Assistant Water Utility Manager 1 - 1 - 1 - Auto Shop Technician 1 - 1 - 0 -
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 1 - 1 - 1 - 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
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 2.00 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 0.50 Water Utility Maintenance Worker 5 1.00 5 1.00 5 1.00
Water Utility Manager 1 - 1 - 1 -
PUBLIC WORKS TOTAL 68.00 5.25 68.00 5.25 68.00 6.25
2024-2025 2025-2026 2026-2027

FY FY FY

P6
Department Organizational Chart

Public Works Department
P7
FY 2026-2027 Adopted Budget
Division: Community Transportation
Division No.: 4201
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $81,226 $103,084 $103,084 $176,278
Services $2,462,920 $2,346,217 $2,546,217 $2,941,220
Commodities $0 $1,700 $1,700 $1,500
Internal Services $717,864 $882,880 $882,880 $694,102
Capital Outlay $0 $0 $0 $0
Debt Service $1,400,000 $0 $0 $0
Total Expenditures $4,662,010 $3,333,881 $3,533,881 $3,813,100 Authorized Full-Time
Equivalent Positions 0.40 0.40 0.40 0.40
P
rogram Details
T
he Community Transportation Program is
responsible for the fixed- route and micro transit
operation and Employee Ridership Program.

Specific service objectives are to:
• P
rovide for a transit system that is safe,
convenient, and reliable through the
operation of the local, fixed-route bus, Spirit,
on-demand micro transit service, MPK Transit
Express, and the support of the Dial -A-Ride
service
• Work with outside agencies to improve
regional transportation services

Public Works Department
FY 2026-2027 Adopted Budget
P8
• Est
ablish and maintain a
transportation infrastructure that
encourages the use of public transit,
affords mobility, and supports the
City's goals of economic vitality and
community beautification.

Implement a commute program for
City employees to comply wi th air
quality requirements and reduce
mobile emissions
2026-2027
Goals and Objectives
• Evaluate and identify potential
improvements for existing bus stop
amenities, such as bus shelters, trash
receptacles, signate, and bus pads,
to provide an improved transit
experience
• Implement recommendations from
the transit system evaluation to
improve and revitalize the City’s
transit services to better address the
community’s mobility needs
• Enter a new contract term with transit operator for transit services for fixed- route and on-demand micro transit
2025-2056
Major Accomplishments
• Com
pleted Spirit Bus and MPK Transit Express transit evaluation and presented recommendations to City Council
• Completed a one-year pilot program with MPK Transit Express for on- demand micro transit service.
• Promoted the use of public transportation through waived fares for Earth Day, Clean Air Day, and free shuttle services for special events such as Lunar New Year Festival, Cherry Blossom Festival, and Public Works Open House.

Public Works Department
P9
FY 2026-2027 Adopted Budget
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,400,000 $0 $0 $0
Special Revenue $3,262,010 $3,333,881 $3,533,881 $3,813,100 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $4,662,010 $3,333,881 $3,533,881 $3,813,100

Public Works Department
P10
FY 2026-2027 Adopted Budget
Division: Street Maintenance
Division No.: 4202
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $438,358 $581,264 $581,264 $754,506 Services $56,993 $71,645 $71,645 $125,645
Commodities $259,766 $346,225 $461,225 $279,225
Internal Services $515,831 $632,399 $632,399 $1,476,747 Capital Outlay $491,821 $0 $0 $0
Debt Service $1,050,200 $1,048,450 $1,048,450 $1,050,950 Total Expenditures $2,812,968 $2,679,983 $2,794,983 $3,687,073 Authorized Full-Time
Equivalent Positions 10.50 10.50 10.50 10.50
P
rogram Details
M
onterey Park has 119.27 miles of improved streets,
10 miles of alleys and 225.22 miles of sidewalks,
curbs and gutters. In addition, the City has within its

7.7 square miles two public parking districts, three
Civic Center parking lots, one police and fire
parking lot, 10 parking lots serving City parks, and 5
parking lots at various other City facilities. To ensure the City maintains the integrity of a sound structural
road system, Street Maintenance crews inspect all
streets to detect pavement failures. The need for
street repair is mainly caused by pavement stresses,
base failures, increased traffic volum e, pavement
oxidation due to age, wear and/or weather
conditions. Maintenance of sidewalks, curbs and
gutters is also imperative to both safe movement of
pedestrian traffic and free flow of runoff nuisance
water. Street Maintenance also provides weed abat ement services on public rights-of -way throughout the City. Citywide graffiti removal and clean team task are also included in this activity.

Public Works Department
FY 2026-2027 Adopted Budget
P11
Specific Service objectives are:
• Ins
pect the areas scheduled to be slurry sealed to locate pavement failures, a ssess the extent of these failures, prioritize the need for their repair, and schedule repairs according to the project schedule. • Inspect sidewalks to locate uplifted sections that may obstruct or impede pedestrian travel and schedule those for timely repa ir and/or replacement. Identify and schedule for repair sections of sunken or displaced curbs and gutters that may impede pedestrians or the normal flow of water off the roadway.
• Within two days of notification, ramp sidewalks that are raised ½ inch or more with temporary asphalt, grind down sidewalks that are raised ½ inch or less, and cut problem tree roots to eliminate future uplifts. 2026-2027
Goals and Objectives
• Use t
he city-wide concrete assessment, to
prioritize sidewalk repairs and reduce
liabilities throughout the City
• Continue to implement a defined cross-
training based rotation of divisional
employees between asphalt/concrete
operations, sanitary sewer operations,
traffic painting/sign operations, and
graffiti/clean team operations.
2025-20
26 Major Accomplishments
• Com
pleted a Citywide sidewalk assessment that identified lifts and provided recommendations for improvements
• Completed 5,970 citizen Government Outreach (GO) street related requests that included repair to 64,129 potholes, 1,443 Graffiti removals @ 175,651 linear feet, and 2,352 bulky item pick-ups.
• Replaced 9,809 feet of concrete work throughout the city and grinded 337 lifted sidewalks.
• Worked closely with Engineering division to verify road conditions for various streets and alley improvement projects.

Public Works Department
P12
FY 2026-2027 Adopted Budget
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $361,257 $538,404 $538,404 $599,782
Special Revenue $1,264,921 $1,010,393 $1,125,393 $1,078,226 Enterprise $132,190 $82,736 $82,736 $958,116
Internal Service $2,400 $0 $0 $0
Debt Service $1,052,200 $1,048,450 $1,048,450 $1,050,950 Total Expenditures $2,812,968 $2,679,983 $2,794,983 $3,687,073

Public Works Department
P13
FY 2026-2027 Adopted Budget
Division: Storm Drain Maintenance
Division No.: 4203
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $34,467 $77,820 $77,820 $71,949
Services $173,573 $293,809 $293,809 $282,646
Commodities $0 $0 $0 $0
Internal Services $49,208 $61,657 $61,657 $72,130
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $257,248 $433,286 $433,286 $426,725
Authorized Full-Time
Equivalent Positions 1.45 1.45 1.45 1.45
P
rogram Details
M
onterey Park’s storm sewer system is maintained to ensure that all storm water runoff is carried out of the City to prevent and minimize flooding and soil erosion in the community. This system is comprised of 12.43 miles of main lines and 298 catch basins, and 25 miles of open slope drains that
are located on 1,096 private properties.

S
pecific Service objectives are:
• R
outinely inspect and clean catch basins
and grates prior to the rainy season. During
the rainy season, crews supplemented by
other Public Works Division personnel,
substantially increase the number of catch
basins and grates inspected and cleaned to
ensure that all drains function properly.

Public Works Department
FY 2026-2027 Adopted Budget
P14
• Ins
pect and maintain in clea n order all 298 City -owned catch basins at a minimum of once a year. Clean priority A & B catch basins quarterly. • Inspect and clean the 11 City -owned slope drains located on city property.
• Implement the City's National Pollution Discharge Elimination Sy stem (NPDES) program and comply with the Los Angeles County municipal storm water permit requirements.
• The City is committed through the MS4 NPDES Permit to implementing its Enhanced Watershed Management Program (EWMP).
2026-2027
Goals and Objectives
• Ident
ify local and regional stormwater capture projects that will reduce trash draining into the storm drain system to comply with the Total Maximum Daily Load (TMDL) requirements.
• Continue to identify locations that require additional and recurring cleaning to provide the most efficient follow-up in removing restricting debris from roadway gutters.
• Develop a Storm Drain Master Plan that will catalogue existing storm drain facilities, create a condition assessment, and propose capital improvement recommendations for the City’s storm drain infrastructure. 2025-2026
Major Accomplishments
• Con
tinued to monitor the storm drain system program and
implementation of the City’s Enhanced Watershed Management Program (EWMP) for compliance with MS4 NPDES Permit requirements.

Fund
ing Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $142,244 $320,377 $320,377 $346,540
Enterprise $115,003 $112,909 $112,909 $80,185
Internal Service $0 $0 $0 $0
Total Expenditures $257,248 $433,286 $433,286 $426,725

Public Works Department
P15
FY 2026-2027 Adopted Budget
Division: Sanitary Sewer Maintenance
Division No.: 4204
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $521,706 $973,429 $973,429 $788,211 Services $93,997 $86,800 $86,800 $66,800
Commodities $15,016 $34,500 $34,500 $24,500
Internal Services $1,739,323 $2,133,098 $2,133,098 $2,767,408 Capital Outlay $0 $0 $0 $0
Debt Service $518,387 $579,371 $579,371 $0
Total Expenditures $2,888,428 $3,807,198 $3,807,198 $3,646,919 Authorized Full-Time
Equivalent Positions 6.75 6.75 6.75 6.75
Pr
ogram Details
The C
ity’s sanitary sewer system is a gravity -flow
system connecting to seven county sanitation
district trunk lines. These lines collect more than
two billion gallons of raw sewage annually and
convey it out of the City. While these lines are
cleaned annually, these lines are monitored and
evaluated to determine if repairs or additional
lines are warranted as the City’s residential and
business footprint grows. The sewer system is
comprised of 126 miles of mainline sewers
ranging in size from 8” to 15” pipe and
approximately 2,498 sewer manholes.

Sp
ecific Service objectives are:
• In
spect and clean all main lines annually
to ensure proper functioning of the system.
• Minimize stoppages by cleaning mainline

Public Works Department
FY 2026-2027 Adopted Budget
P16
sewer
s that have restricted flow velocity. Clean selected lines that are known for accumulation of grease deposits. These lines are cleaned at 2- week, 6 -week, 3 -month, or 6- month intervals depending upon either a history of stoppages or position in the conveyance tract. • Respond to all sewer problems within 15 minutes during working hours and within 30-45 minutes upon being dispatched after-hours. • Oversee the construction of infrastructure improvements that are identified in the Sewer Master Plan.
2026-2027
Goals and Objectives
• Con
tinue to conduct visual inspections of City sewer main lines via a Closed-Circuit Television camera (CCTV) as a standard maintenance practice. This maintenance operation is performed in-house with a CCTV equipped truck by trained personnel assigned to Sewer operations. • To complete a sewer system assessment to identify and prioritize maintenance locations and repairs such as pipe relining and/or replacements
• Train and certify staff to operate the CCTV system and sewer maintenance operations
2025-2026
Major Accomplishments
• Perf
ormed hydro-jet cleaning of 25 miles of sanitary sewer mainlines utilizing a combination vactor truck as part of the City’s Preventative Maintenance Program and Best Management Practices (BMPs) to mitigate the risk of Sanitary Sewer Overflows (SSOs).
• Conducted CCTV inspection of approximately 5 miles of sanitary sewer mainlines to assess system condition and identify hydraulic deficiencies, pipe offsets, structural defects, and fractured pipe segments as part of the City’s preventative maintenance and asset management program. • Partnered with the Engineering division to develop comprehensive condition assessment reports based on CCTV findings, facilitating timely contractor repairs, supporting capital improvement planning, and enhancing overall sewer system reliability.

Public Works Department
P17
FY 2026-2027 Adopted Budget
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $2,888,428 $3,807,198 $3,807,198 $3,646,919
Internal Service $0 $0 $0 $0
Total Expenditures $2,888,428 $3,807,198 $3,807,198 $3,646,919

Public Works Department
P18
FY 2026-2027 Adopted Budget
Division: Street Cleaning
Division No.: 4205
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $4,732 $10,480 $10,480 $7,617
Services $316,334 $382,580 $623,580 $1,068,000
Commodities $0 $0 $0 $0
Internal Services $32,375 $38,712 $38,712 $41,623
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $353,442 $431,772 $672,772 $1,117,240 Authorized Full-Time
Equivalent Positions 0.05 0.05 0.05 0.05
P
rogram Details
M
onterey Park has 119.27 miles of streets,

10.7 miles of alleys, and 22 City -owned
parking lots, each of which accumulates
several thousand cubic yards of litter and
debris annually. An effective street
cleaning program is necessary to
maintain the sanitation and aesthetic
requirements of the City’s rights -of-way.

This program keeps gutters and storm
drains clear, and helps protect the value
of private properties within the
community. In addition, street cleaning is
major component of complying with the Los Angeles County municipal storm water permit requirements. The City has an outlay of a.m. / p.m. restricted parking for street sweeping throughout the City. A private contractor provides the City with sweeping services. Approximately 20,576 curb miles are swept annually.

Public Works Department
FY 2026-2027 Adopted Budget
P19
Spec
ific Service objectives are:
• Sweep
all residential streets and alleys once every week, and all boulevards four times a week.
• Sweep center medians and parking lots once a week, and commercial Parking Districts No. 1 and No. 2 twice a week
2026-2027 Go
als and Objectives
• Wor
k with new Street Sweeping contractor to continue street sweeping services in residential and commercial areas
2025-2026
Accomplishments
• Com
pleted over 18,000 miles of annual street sweeping resulting in approximately 859 tons of trash collected.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $353,442 $431,772 $672,772 $1,117,240
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $353,442 $431,772 $672,772 $1,117,240

Public Works Department
FY 2026-2027 Adopted Budget
P20
Division: Traffic Control
Division No.: 4206
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $81,582 $160,368 $160,368 $142,105
Services $308,591 $389,868 $389,868 $402,000
Commodities $104,817 $144,000 $144,000 $164,000
Internal Services $125,326 $158,756 $158,756 $169,472
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $620,315 $852,992 $852,992 $877,577
Authorized Full-Time
Equivalent Positions 1.25 1.25 1.25 1.25
Pr
ogram Details
This
program is essential to the safe and orderly flow
of vehicular and pedestrian traffic throughout the
City by providing the maintenance and installation of
regulatory and warning signs, maintenance and
installation of street name signs, painting of traffic
legends that include stops, stop bars, centerlines,
curbs, and approximately 335 crosswalks. In addition,
there are 62 City -owned, five City/County -owned, six
City/State-owned, and two City/County/State -
owned traffic signals located in the City that are
maintained through this program.

Public Works Department
P21
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives
• Prio
ritize repainting and striping of centerlines, crosswalks, and pavement markings following pavement improvements
• Continue to maintain and inspect traffic control measures and complete adjustments as recommended by MPPD and
the City’s Local Road Safety Plan.
• Continue systematic sign replacement efforts
by addressing multiple grid sections at a time,
removing outdated signage, and
consolidating multiple signs onto single poles
to improve roadway aesthetics, enhance
visibility, and reduce infrastructure
redundancy.
• Replace regulatory signs to meet new
standards according to the Manual on Uniform
Traffic Control Devices (MUTCD) yearly.
• Work with new Traffic Signal maintenance
contractor for efficient and effective response
to traffic signal maintenance needs and
emergency response
2025-2026
Major Accomplishments
• Repl
aced 995 traffic/advisory signs City-wide and installed enhanced stop signs which include high visibility reflective posts.
• Collaborated with the Engineering division to collect and analyze traffic feedback sign data using Excel spreadsheets and pie chart visualizations to identify high-speed traffic patterns, and provided compiled data to the Police Department to support targeted enforcement efforts aimed at reducing speeding and improving roadway safety.
• Restriped stop bars, installed new stop signs, replaced round posts with square channel posts, and enhanced sign visibility with reflective red striping to help improve roadway safety in low-visibility areas by increasing driver awareness and regulatory compliance.

Public Works Department
FY 2026-2027 Adopted Budget
P22
Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $175,734 $205,918 $205,918 $216,633
Special Revenue $444,581 $647,074 $647,074 $660,945
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $620,315 $852,992 $852,992 $877,577

Public Works Department
FY 2026-2027 Adopted Budget
P23
Division: Street Lighting
Division No.: 4207
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $115,254 $138,296 $138,296 $134,531 Services $671,854 $668,647 $668,647 $750,000
Commodities $0 $28,500 $28,500 $60,500
Internal Services $87,731 $105,612 $105,612 $109,541
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $874,839 $941,055 $941,055 $1,054,572 Authorized Full-Time
Equivalent Positions 0.95 0.95 0.95 0.95
Pro
gram Details
Mo
nterey Park’s street lighting system
consists of 3,359 streetlights, including
376 City -owned lights. Generally, the
lighting system assists nighttime driving,
reduces nighttime crime while aiding
police patrols, facilitates evening traffic
flow, and promotes local business and
industry during the evening hours.

Sp
ecific Service objectives are:
• Rep
lace burned out City -owned
lamps within two days after an
outage has been reported.
• Repair City-owned faulty circuits within seven days after a failure has been detected.
• Replace City -owned light poles that are damaged in traffic accidents within 14 days of notification.

Public Works Department
FY 2026-2027 Adopted Budget
P24
• Inspect streetlights once a year.
• Inspect bus shelte r lighting once a month and perform necessary maintenance.
2026-2027 Go
als and Objectives
• Obt
ain a new streetlighting contract to complete a feasibility report, conduct an inventory audit, and provide ongoing maintenance services. • Continue to conduct annual after-hours City-wide street light inspections, which proactively yield lighting repairs in addition to those submitted by the citizen Government Outreach (GO).
2025-2026 M
ajor Accomplishments
• Cit
y staff completed 9 street light repairs on City-owned lights and light poles. City staff submitted and tracked over 50 repair requests on So. Cal.

Edison lights and light poles. These were assigned to and completed by So. Cal. Edison.

Public Works Department
P25
FY 2026-2027 Adopted Budget
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $99,209 $445,570 $445,570 $311,760
Special Revenue $775,631 $495,485 $495,485 $742,812
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $874,839 $941,055 $941,055 $1,054,572

Public Works Department
P26
FY 2026-2027 Adopted Budget
Division: Refuse Collection
Division No.: 4208
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $111,146 $145,342 $145,342 $227,649 Services $1,515,657 $84,104 $133,530 $140,868
Commodities $963 $6,100 $6,100 $5,100
Internal Services $1,638 $640,742 $640,742 $91,657
Capital Outlay $0 $0 $0 $0
Debt Service $9,317 $0 $0 $0
Total Expenditures $1,638,721 $876,288 $925,714 $465,274 Authorized Full-Time
Equivalent Positions 0.62 0.50 0.50 0.50
P
rogram Details
T
he Refuse Collection Division administers the City’s comprehensive solid waste and recycling program, ensuring reliable refuse removal and compliance with all applicable State and federal regulations, including Assembly Bill 939 (AB 939) and SB 1383 organic waste reduction mandates.

T
he City operates a three-container collection program consisting of:
• Black container for refuse
• Blue container for recyclables
• Green container for organic waste
S
ingle-family residences receive standard cart service, while multi- family and commercial properties are serviced through bin and roll -off collection. Residents are also provided with unlimited year-round, pre-scheduled bulky item pickup to facilitate proper disposal of oversized materials and E-waste pickups for up to (4) times per year.

P
ublic education and outreach programs support proper disposal of hazardous materials, including used motor oil and electronic waste, through spec ial

Public Works Department
FY 2026-2027 Adopted Budget
P27
collection events and permanent facilities. These efforts promote environmental stewardship and regulatory compliance.

Service Objectives:
• Ensure timely, efficient, and environmentally responsible refuse and recycling collection services.
• Maintain publ ic trash receptacles and service high- litter areas at frequencies that prevent overflow and blight.
• Respond to and resolve collection-related service requests within 24 hours. • Promote resident participation in City and County -sponsored Household Hazardous Waste and E-Waste collection programs.
2026-2027
Goals and Objectives
• Con
tinue coordinating with the City’s
solid waste hauler s to maintain a
comprehensive, compliant collection
program and sustain the City’s per
capita disposal rate at or below the
State target of five (5) pounds per
person per day and strengthen
partnership efforts to expand community outreach and public understanding of evolving regulatory requirements.
• Continue hosting scheduled community cleanup events and using CalRecycle grant fund ing to provide accessible disposal opportunities, including Household Hazardous waste collection, and reducing illegal dumping.
• Maintain and promote monthly compost giveaway events and other organic waste diversion initiatives to encourage community partaking and sustainability.
• Collaborate with local organizations and City departments to provide workshops, outreach materials, and educational campaigns focused on waste reduction, recycling best practices, and food waste prevention.

Public Works Department
FY 2026-2027 Adopted Budget
P28
2025-2026 Major Accomplishments
• Successfully maintained a comprehensive
solid waste collection program in
compliance with State mandates, ensuring
the City’s per capita disposal rate
remained at or below the State target.
• Increased compost giveaway events to
monthly distributio n for bagged compost
and loose material available on first come
first serve basis
• Partnered with Ware Disposal to conduct
community outreach and educate
residents on updated program requirements and recycling standards. • Successfully integrated Household Hazardous Waste collection into community cleanup events utilizing CalRecycle grant funding, expanding safe disposal opportunities for residents.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $166,340 $9,605 $59,031 $23,418
Enterprise $1,472,381 $866,683 $866,683 $441,856
Internal Service $0 $0 $0 $0
Total Expenditures $1,638,721 $876,288 $925,714 $465,274

Public Works Department
P29
FY 2026-2027 Adopted Budget
Division: Building Maintenance
Division No.: 4210
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $339,239 $406,098 $406,098 $440,172 Services $1,105,843 $1,416,206 $1,416,206 $1,977,554
Commodities $86,759 $167,750 $192,750 $200,250
Internal Services $230,908 $392,523 $392,523 $434,253
Capital Outlay $0 $0 $0 $0
Debt Service $150,167 $347,386 $347,386 $354,482
Total Expenditures $1,912,915 $2,729,964 $2,754,964 $3,406,710 Authorized Full-Time
Equivalent Positions 3.00 3.00 3.00 3.00
P
rogram Details
B
uilding Maintenance is responsible for the upkeep of City -owned structures.

Monterey Park presently owns 16 major s tructures and numerous smaller structures that require varying degrees of maintenance, upkeep, rehabilitation, and remodeling. Regular structural, plumbing, electrical, janitorial, and heating and air -conditioning maintenance must be performed to ensure o perable working conditions and encourage the public use of all facilities.

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

Public Works Department
FY 2026-2027 Adopted Budget
P30
• Monitor heating and air -conditioning maintenance contract for City facilities to ensure contractor is performing all required services. • Perform preventive maintenance on all heating, ventilating and air conditioning units.
2026-2027 Go
als and Objectives
• Pro
vide Day Porter services at Langley
Center, City Hall, and park restroom
facilities.
• Perform termite treatments at Barnes Gym,
the Amphitheater, Langley Center.
• Complete fire alarm upgrades at the
Langley Center
2025-2026 M
ajor Accomplishments
• Com
pleted improvements at Garvey Ranch Park restrooms including new paint, flooring, partitions, and fixtures.
• Completed re-keying projects for several Citywide facilities. • Assisted the Engineering division with several Capital Improvement projects including generator, fire alarm, and elevator upgrades at the Library.

Public Works Department
P31
FY 2026-2027 Adopted Budget
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $225,621 $156,766 $156,766 $165,362
Special Revenue $0 $0 $0 $0
Enterprise $404 $0 $0 $0
Internal Service $1,686,891 $2,573,197 $2,598,197 $3,241,348 Total Expenditures $1,912,915 $2,729,964 $2,754,964 $3,406,710

Public Works Department
P32
FY 2026-2027 Adopted Budget
Division: Motor Pool Shop
Division No.: 4211
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $519,625 $718,385 $718,385 $629,761 Services $345,981 $471,900 $543,900 $471,900
Commodities $598,209 $801,550 $801,550 $877,550
Internal Services $1,567,312 $1,797,432 $1,797,432 $1,819,514 Capital Outlay $11,302 $0 $0 $113,000
Debt Service $183,279 $190,620 $190,620 $190,620
Total Expenditures $3,225,708 $3,979,887 $4,051,887 $4,102,345 Authorized Full-Time
Equivalent Positions 4.65 4.65 4.65 4.65
P
rogram Details
M
onterey Park’s motorized fleet consists
of 197 driver- operated vehicles (sedans,
trucks, tractors, rollers, etc.) and 454 non -
driver type units (air compressors, pumps,
lawn mowers, chain saws, etc.). Effective
and timely maintenance and repairs are
required to ensure all vehicles and
equipment are operating in a safe and
efficient manner, thus maximizing life
expectancy. The shop is operated on a
revolving fund basis with vehicle
operational costs and depreciation
charged to the appropriate department.

Public Works Department
FY 2026-2027 Adopted Budget
P33
Spec
ific Service objectives are:
• Annual
ly identify and replace vehicles that have exceeded their useful life expectancy through an annual appropriation, lease- purchase financing arrangement, or lease.
• Perform preventive maintenance service on
vehicles and equipment at regularly required
intervals.
• Conduct safety inspections on vital items
such as brakes, suspension systems, and fluid
levels, etc. on all vehicles during preventive
maintenance service.
• Com
plete mandated reports and maintain
City fleet vehicles and equipment to be in
compliance with BAR (Bureau of Automotive
Repair), SCAQMD (South Coast Air Quality
Mana
gement District), CARB (California Air
Resources Board), CUPA (Certified Unified
Program Agencies) and DOSH ( Division of
Occupational Safety and Health) regulations.
• Purchase fuel f or the operation of City vehicles and Monterey Park Spirit buses.
• Complete smog checks of fleet vehicles to meet State requirements. This is a bi-annual program using an odd-even year system that corresponds with the last digit of a vehicle’s identification number.
• Maintain City -owned vehicles and equipment per manufacturer's specifications. Maintain records of preventive maintenance and repairs to track the cost for each vehicle to create a cost -based potential schedule for vehicle replacement.
2026-2027
Goals and Objectives
• Repl
ace aging fleet with new vehicles for increased efficiency, regulatory compliance, and to meet operational needs.
• Develop a comprehensive vehicle replacement program and vehicle replacement policy to cycle out fleet that have reached their useful service life.

Public Works Department
P34
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• Com
pleted the installation of a new fuel delivery system. This system serves all City vehicles at Fire Station 1, the City Yard, and the City’s CNG fueling station.
• Purchased four electric Chevy Equinox vehicles through grant funding. • Successfully installed new, above ground waste oil tanks at Fire Station 61 and City Yard.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $3,225,708 $3,979,887 $4,051,887 $4,102,345 Total Expenditures $3,225,708 $3,979,887 $4,051,887 $4,102,345

Public Works Department
FY 2026-2027 Adopted Budget
P35
Division: Engineering
Division No.: 4212
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $518,850 $1,103,374 $1,103,374 $1,057,486 Services $357,227 $283,350 $283,350 $322,800
Commodities $20,293 $28,300 $28,300 $28,850
Internal Services $426,692 $540,366 $540,366 $1,538,839 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,323,062 $1,955,390 $1,955,390 $2,947,975 Authorized Full-Time
Equivalent Positions 9.25 9.25 9.25 9.25
Pro
gram Details
The Eng
ineering Division is responsible for
providing all engineering services to the City ,
including the design and construction of all
public facilities, streets, water, sewers, storm
drains, sidewalks, traffic signals, parks, and
recreation facilities. The Division manages the
programming, design, contracting, and
inspection of all capital improvement projects,
and reviews and comments on various
development and zoning matters such as tract
and parcel maps, variances, and conditional
use permits. The Division conducts specialized
engineering functions, including studies on
grading, geology, traffic, pavement, water
systems, sewer systems, and assessment districts,
and handles the survey and disposition of City
real property. The Division also manages
emergency projects involving the

Public Works Department
FY 2026-2027 Adopted Budget
P36
repa
ir/reconstruction of City streets and facilities during and after major environmental disasters such as storms, mudslides, and earthquakes.

The Eng
ineering Division coordinates the administrative activities of the Public Works Department and is also responsible for working with and advising the City Council, the City Manager, the Traffic Commission, the Planning Commission, and other public and private agencies regarding the planning, design, construction, and financing of public works and capital improvement projects in the City. The Division also oversees the City’s Americans with Disabilities Act (ADA) Title II compliance activities.

Spec
ific Service objectives are:
• Imp
lement the Water Master Plan and develop a comprehensive street maintenance program in accordance with the City’s Pavement Management Study.
• Annually administer the capital improvement program for City streets, water system, and parks.
• Leverage Local Return Funds and various State and Federal Program funds to obtain maximum use of financial resources for local roadway improvement projects and actively pursue additional funding sources. • Work with other City Departments/Divisions to support various City programs, such as economic development projects and community events.
2026-2027
Goals and Objectives
• Com
plete Library Facility Improvements pursuant to Building Forward grant
• Prioritize SR710 – Capacity improvement projects including o Monterey Pass Road Complete Street Design
o Garvey Capacity Improvement Design
o Garfield Avenue Capacity Improvements
o Adaptive Traffic/Traffic Responsive Control System
• Sewer Master Plan
• Garvey Parking Structure
• Citywide Rekeying
• Fire Station 61 design and construction
• Memorial Concept design and construction
• Implement sidewalk repair program

Public Works Department
FY 2026-2027 Adopted Budget
P37
• Sierr
a Vista Park Playground design and new equipment
• Garvey Ranch Gazebo Shades
• Bus Stop Improvements
• Sewer Manhole Rehabilitation
2025-2026
Major Accomplishments
• The fo
llowing Capital Improvement Projects were completed in fiscal year 2025-26:
o 2024-25 Street Rehab Project
o Emerson Parallel Sewer Line
o Russell St Reservoir
o George Elder Pool Improvements
o Geroge Elder Pool Epoxy Work
o Langley Center, Garvey Ranch Museum, George Elder Gym Roof Replacement
o Barnes Gym Exterior Painting
o Langley Center & George Elder Flooring
o Bruggemeyer Library Exterior Painting
o Library Generator
o Concrete Improvements
o ADA Improvements
o 2025-26 Concrete Improvements
o MAT Cycle 1
o S. Garfield Water Main Replacement
o Underground Storage and Tank Removal & Replacement
o City Fuel Pumps
o Tennis/Pickleball Resurfacing

Public Works Department
FY 2026-2027 Adopted Budget
P38
Program Measurements
Actual
2024-25
Actual
2025-26
Projected
2026-27
Capital Improvement Projects (CIP)
Commenced and/or Completed 53 18 31
Dollar Value of CIP Projects
Completed
($ Millions) $23.25 $25.3 $65
Development Review 28 23 20
Tentative/Vesting Tract Map
Reviews 2 5 4
Lot Line Adj/Cert. Of Compliance
Reviews 5 2 2
Grading/Drainage Plan Check and
Permits 29 44 35
Public Works Construction Permits
(Combined with Encroachment
Permits) 315 198 175
Address Change - ADU/JADU 57 59 50
Funding
Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $309,867 $406,656 $406,656 $432,103
Special Revenue $329,975 $484,487 $484,487 $516,717
Enterprise $683,220 $1,064,247 $1,064,247 $1,999,155
Internal Service $0 $0 $0 $0
Total Expenditures $1,323,062 $1,955,390 $1,955,390 $2,947,975

Public Works Department
P39
FY 2026-2027 Adopted Budget
Division: Parkway Maintenance
Division No.: 4216
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $315,568 $374,884 $374,884 $371,543 Services $623,091 $683,150 $733,150 $722,150
Commodities $10,061 $21,100 $21,100 $21,600
Internal Services $128,913 $184,325 $184,325 $200,268
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,077,634 $1,263,459 $1,313,459 $1,315,561 Authorized Full-Time
Equivalent Positions 3.00 3.00 3.00 3.00
Pr
ogram Details
This
activity provides for the care and
maintenance of approximately 10,000
City Street & Parkway trees and
358,087 sq. ft. of work areas that
include 68 boulevard medians,
gardens, selected parkways, and
parking lots. City trees consist of 37
different species, and are of various
sizes, shapes and age. These trees are
strategically placed along
approximately 203 miles of easements
and parkways, to create visually appealing neighborhoods. Trees are an excellent means for enhancement of the environment, by way of air filtration, noise absorption, aesthetics, and safety of vehicular and pedestrian movement.

The City boulevard medians cover 182,990 s q. ft. of turf, trees, plants, and irrigation.

This
division plays a vital role in maintaining the City’s attractive overall appearance. The results of this Division’s efforts serve to create a positive

Public Works Department
FY 2026-2027 Adopted Budget
P40
impression of the City for current and potential homeowners, and businesses. The work accomplished by this division in properly maintaining the tree inventory, helps the environment by providing the cooling and cleaning effect trees have on surrounding air quality.

The m
ajority of tree work tasked to this division is
provided by contractors. Each tree, under contract, is electronically inventoried and trimmed based on our
14-grid system that schedules between four to five grids each year. Trees may also be trimmed when service
requests are submitted by residents. The trees located along the three main corridors (Atlantic, Garvey, &
Garfield) are trimmed every year, and are delegated
to their own separate grid (Grid #13). The contractor is also responsible for tree removals and planting of new
trees. Specific service objectives are:
• Trim
ming of trees as needed to provide for
effective aesthetic value, traffic sign visibility,
streetlamp clearance, and for proper mobility on
streets and sidewalks.
• Provide attractive and healthy trees through
regularly s cheduled inspection, trimming,
removal, and replacement when possible.
2026-2027 Go
als and Objectives
• Ins
tall landscape and irrigation at the new City Hall parking lot. • Install new picnic tables, benches, trash cans, and new drinking fountains along with several tree plantings at Sierra Vista Park. • Library landscape planter project.
• Reconnect irrigation main at the old Monterey Hills demolition site.

Public Works Department
P41
FY 2026-2027 Adopted Budget
202
5-2026 Major Accomplishments
• Ins
talled Deep Root Watering Systems at 6-new tree sites in front of City Hall that will be tied into new irrigation system during new parking lot renovation. installed tree grates over each tree well. Repair broken sprinklers and pipe caused by sidewalk demolition and forming. Lower grass level to match new sidewalk elevation.
• Assisted with removal and install of the Garvey Ranch Park sign located on Alhambra Av during the Eagle Scout refurbishing project. • Refurbished the Barnes Park sign located on McPherrin Av. • Completed the rerouting of the 2-inch irrigation main at Sequoia Park play area.
• Renovated raised planter at Library introducing low growing plants to allow a clear line of sight for PD to prevent homeless using it as a restroom. • Replaced wood boards on all tennis court benches to blend in with new resurfacing.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $346,242 $396,928 $446,928 $424,466
Special Revenue $731,392 $866,532 $866,532 $891,095
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,077,634 $1,263,459 $1,313,459 $1,315,561

Public Works Department
FY 2026-2027 Adopted Budget
P42
Division: Parks
Division No.: 4217
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $389,079 $611,093 $611,093 $531,445 Services $504,614 $436,795 $436,795 $760,205
Commodities $102,522 $69,700 $359,700 $130,350
Internal Services $488,266 $562,787 $562,787 $626,192
Capital Outlay $0 $0 $0 $13,000
Debt Service $0 $0 $0 $0
Total Expenditures $1,484,481 $1,680,376 $1,970,376 $2,061,192 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
Pr
ogram Details
This
activity provides for the maintenance of the
City’s eight large parks, five small parks,
one hiking trail, and one demonstration
garden, totaling 113.64 acres. There is a park
located within one-half mile of every Monterey
Park household. This activity also provides for
the exterior maintenance of 13 free standing
restroom facilities, 16 tennis courts and two
warm up courts, three outdoor basketball
courts, and multiple picnic facilities.

Additionally, this Division also provides the
landscape maintenance for the Monterey Park
Bruggemeyer Library, the Service Club House,
Langley Center, El Encanto, Beth Ryan Park,
and City employee parking lots.

The P
arks Division maintains a very important part of our City’s infrastructure. The Division makes a significant impact , helping enrich the lives of residents and all Park users. This Division provides staffing to all parks, 365 days a year. The Parks

Public Works Department
FY 2026-2027 Adopted Budget
P43
Divis
ion plays an integral role part in maintaining a safe and clean environment.

Residents and all Park users can relax, exercise, and enjoy their family and friends in parks that are clean and green. Residents have the choice of participating in various programs and sports leagues that all are offered in our healthy and friendly atmosphere. Our park sites are host to many of the City’s special event celebrations throughout the year that welcomes thousands of participants.

Spec
ific service objectives are:
• Maint
ain Parks to meet or exceed the Standards as set forth by the Recreation and Parks Commission, providing safe, attractive, and user - friendly recreation facilities.
• With water conservation no longer a goal, but a standard, continued use of drought tolerant turf, plants and shrubs, and irrigation techniques. 2026-2027
Goals and Objectives
• Imp
rove park amenities throughout City parks with the the installation of new picnic tables, benches, trash cans and new drinking fountain along with several tree plantings.
2025-2026
Major Accomplishments
• Ins
talled new drinking fountain at Sierra Vista
Park
• Assisted with the refurbishment of the Garvey
Ranch Park and Barnes Park signs
• Completed significant irrigation main repairs at
Sequoia Park play area.
• Assisted the Engineering Division with the Courts
Resurfacing project, including replacement of
wood boards on all tennis court benches

Public Works Department
P44
FY 2026-2027 Adopted Budget
Funding Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,118,414 $1,326,884 $1,616,884 $1,653,753 Special Revenue $273,485 $242,447 $242,447 $279,736
Enterprise $92,582 $111,045 $111,045 $127,702
Internal Service $0 $0 $0 $0
Total Expenditures $1,484,481 $1,680,376 $1,970,376 $2,061,192

P ublic Works Department
P45
FY 2026-2027 Adopted Budget
Division: Water Administration
Division No.: 4220
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $236,477 $246,480 $246,480 $236,940 Services $69,871 $100,700 $100,700 $2,666,445
Commodities $7,839 $78,250 $245,250 $79,750
Internal Services $205,642 $226,590 $226,590 $373,592
Capital Outlay $0 $0 $0 $0
Debt Service $880,156 $1,612,575 $1,612,575 $1,615,825
Total Expenditures $1,399,985 $2,264,595 $2,431,595 $4,972,552 Authorized Full-Time
Equivalent Positions 1.75 1.75 1.75 1.75
P
rograms Details
T
his activity provides overall direction and administrative guidance for the Water Utility Division, including preparation of all required water quality and production reports.

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

Public Works Department
FY 2026-2027 Adopted Budget
P46
• Con
tinue involvement with the San Gabriel Valley Groundwater clean- up projects with special emphasis on the South El Monte Operable Unit (SEMOU) to recover costs and t he possibility of obtaining Title 16 and/or Federal Restoration Funds.
• Identify and track Federal and State regulations that could require large capital investments for treatment of specific contaminants (e.g., PFOS/PFOA, arsenic, volatile organic compounds, Perchlorate, 1,4 - Dioxane, 1,1-DCA, MTBE, Chromium 6, etc.).
2026-2027
Goals and Objectives

1. Regulatory Compliance, Reporting, and
Planning (Including UWMP)
• Maintain full compliance with all State and
Federal drinking water requirements through
proactive agency coordination, timely
submittals, and complete documentation,
including completion and adoption of the
2025 Urban Water Management Plan (UWMP).

2. AMI / Customer Portal Implementation Support
• Support completion of the AMI meter
program from an administrative and
customer-service standpoint, including
readiness for the Customer Service Portal rollout (billing/customer-service workflows, customer communications, and data/reporting needs for leak and high-use notifications).

3. Multi-Year Financial Planning & Cost Control
• Develop and maintain a multi-year operations and maintenance (O&M) financial forecast for major cost drivers (treatment, power, sampling, maintenance, and asset replacement) and identify specific cost-control measures for incorporation into the adopted budget.

4. External Funding & Grant/Loan Readiness
• Pursue and support funding opportunities (grants/loans/cost recovery) for priority water projects by maintaining “shovel-ready” administrative

Public Works Department
FY 2026-2027 Adopted Budget
P47
doc
umentation (scopes, schedules, cost estimates, and required supporting materials) and coordinating submittals as opportunities arise. 2025-2026 Major Accomplishments
• Maintained full compliance with all State and Federal potable water regulations, ensuring safe and reliable drinking water for the community. • Continued implementation of enhanced water quality monitoring, improving the City’s ability to identify and respond to emerging water quality concerns.
• Strengthened coordination with key regulatory and partner agencies— including the U.S. Environmental Protection Agency (EPA), Water Quality Authority (WQA), and Department of Toxic Substances Control (DTSC)— supporting efficient compliance communication and reporting. • Advanced priority administrative support for key infrastructure upgrades and capital planning efforts aligned with the Water Master Plan to improve overall system reliability and service continuity.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,399,985 $2,264,595 $2,431,595 $4,972,552
Internal Service $0 $0 $0 $0
Total Expenditures $1,399,985 $2,264,595 $2,431,595 $4,972,552

Public Works Department
P48
FY 2026-2027 Adopted Budget
Division: Water Commercial
Division No.: 4221
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $699,094 $1,026,161 $1,026,161 $948,167 Services $56,794 $85,300 $85,300 $27,000
Commodities $61,693 $163,700 $163,700 $293,925
Internal Services $1,188,817 $807,698 $807,698 $1,607,541 Capital Outlay $0 $0 $0 $0
Debt Service $7,089 $0 $0 $0
Total Expenditures $2,013,486 $2,082,860 $2,082,860 $2,876,633 Authorized Full-Time
Equivalent Positions 6.75 6.75 6.75 6.75
P
rograms Details
T
his program, in coordination with the
Finance Department, provides for
approximately 80,249-meter readings,
billing, and collection of revenue from
approximately 13,643 water meters. The
City’s consumers average 917 requests for
service per month for routine problems
including billing, leaks, water quality, general
water service inquiries, backflow/cross -
connection, and water conservation
education.

S
pecific Service objectives are:
• P
rovide all City served water accounts
with a water meter calibrated to
American Water Works Association (AWWA) standards for accuracy to be read, billed, and maintained on a bi-monthly schedule.

Public Works Department
FY 2026-2027 Adopted Budget
P49
• Notify consumers of high consumption when reading appears to be significantly higher than normal.
• Perform annual tests on 101 City-owned backflow devices and report results to the Los Angeles County Department of Health Services. • Track and maintain 1,383 private backflow prevention assemblies for water system protection as required by the State Water Resources Control Board Division of Drinking Water (DDW) standards.
• On a monthly reading cycle, report any safety hazards or code violations to the proper department.
• In conjunction with the Water Distribution section continue to evaluate and upgrade large meter installations to replace older water meters to ensure meter accuracy.
2026–2
027 Goals and Objectives
• Complete the conversion from Automated
Meter Reading (AMR) to Advanced Metering
Infrastructure (AMI) meters citywide.
• Launch a Customer Service Portal aligned with
AMI completion, enabling Monterey Park
water account holders to:
o monitor real-time/near real-time
consumption, and
o receive above-average use alerts and
leak detection notifications.
• Replace the aging 10-inch Reduced Pressure
Principle (RP) backflow prevention assembly at
the Delta Production Plant Backwash with two
(2) 8-inch RP assemblies installed in parallel to
maintain continuous operation during
maintenance and add a 12-inch meter to
monitor consumption during service activities.
2025–2026 Major Accomplishments
• Initiated the citywide transition from the AMR meter reading system to AMI meters.
• In coordination with Water Distribution, inspected installed work, identified deficiencies, and implemented corrective actions associated with the South Atlantic Blvd and South Garfield main replacement projects.

Public Works Department
FY 2026-2027 Adopted Budget
P50
• Identified and repaired three (3) large water meters, restoring accuracy for high-volume commercial accounts and improving billing integrity.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $2,013,486 $2,082,860 $2,082,860 $2,876,633
Internal Service $0 $0 $0 $0
Total Expenditures $2,013,486 $2,082,860 $2,082,860 $2,876,633

Public Works Department
P51
FY 2026-2027 Adopted Budget
Division: Water Production
Division No.: 4222
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $424,840 $421,757 $421,757 $525,144 Services $3,126,944 $3,229,520 $3,229,520 $1,796,600
Commodities $133,059 $278,700 $278,700 $280,700
Internal Services $501,430 $1,208,930 $1,208,930 $2,024,190 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $4,186,272 $5,138,907 $5,138,907 $4,626,634 Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
P
rograms Details
T
his program provides for
producing, treating, and
delivering to the City’s
customers, potable water
that meets or exceeds all
water quality standards
established by Federal
and State regulatory
agencies. The operation
and inspection of 12 wells,
11 pumping stations, and
13 reservoirs are provided
by California Department
of Public Health certified
water treatment
personnel to meet an
average daily demand of approximately 8 million gallons of water.

Water quality is ensured by use of mandated State Water Resources Control Board Division of Drinking Water (DDW) certified water treatment operators and

Public Works Department
FY 2026-2027 Adopted Budget
P52
reg
ulated operations for th e safe and efficient production of water for the community. In compliance with Title 22, State of California, Department of Public Health, weekly, monthly, quarterly, and yearly samples are collected for volatile organic chemicals, perchlorate, and genera l mineral levels. Additionally, production personnel collect a monthly average of 180 chlorine residuals, 90 bacteriological samples, and 19 general physical samples at the wells, pump stations, treatment plants, reservoirs and at various locations in the water distribution system. Continuously conduct maintenance and/or supervise the maintenance of the wells, pump stations, treatment plants, and reservoirs. In addition, maintain, monitor, and control the wells, booster stations, and pumps through use of the newly integrated SCADA System.
2026–2027 Goals and Objectives
• Develop and implement a sustainable financial plan to support ongoing operations, preventive maintenance, and lifecycle replacement needs for the Centralized Groundwater Treatment System (CGTS). • Expand monitoring and treatment planning to address emerging contaminants beyond PFAS (e.g., microplastics and
pharmaceutical/personal care residues), as regulatory expectations and industry best practices continue to evolve.
• Continue evaluating and piloting advanced treatment technologies to improve groundwater remediation efficiency, operational reliability, and long-term compliance resilience.

Public Works Department
P53
FY 2026-2027 Adopted Budget
2025–2026 Major Accomplishments
• Successfully operated the CGTS to meet the City’s water demand throughout calendar year 2025, maintaining consistent treatment performance and system reliability.
• Completed a comprehensive technical training program, ensuring personnel have the knowledge and hands-on skills required to operate and maintain the CGTS safely and efficiently.
• Developed a comprehensive CGTS sampling plan that improves cost control while maintaining appropriate monitoring coverage and data quality.
• Completed the Russell Reservoir Rehabilitation Project, including key upgrades such as:
o Installation of a new external staircase to improve safety and maintenance access, along with exterior repainting to enhance durability and protection from environmental wear.
o Complete interior coating to prevent corrosion.
o Additional interior structural reinforcement improvements. o Valve replacements to ensure tight sealing and effective isolation. o Sediment removal to extend the reservoir’s service life and improve long-term operability.

Funding
Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $4,186,272 $5,138,907 $5,138,907 $4,626,634
Internal Service $0 $0 $0 $0
Total Expenditures $4,186,272 $5,138,907 $5,138,907 $4,626,634

Public Works Department
P54
FY 2026-2027 Adopted Budget
Division: Water Distribution
Division No.: 4223
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $494,114 $530,466 $530,466 $664,261 Services $392,821 $195,000 $195,000 $211,000
Commodities $152,506 $297,600 $297,600 $355,600
Internal Services $1,142,957 $992,525 $992,525 $1,708,748 Capital Outlay $0 $0 $0 $180,000
Debt Service $3,241,379 $1,726,031 $1,726,031 $928,551
Total Expenditures $5,423,776 $3,741,622 $3,741,622 $4,048,160 Authorized Full-Time
Equivalent Positions 6.75 6.75 6.75 6.75
P
rograms Details
T
his program provides for the installation of new
service taps, renewed water service taps, repair of
water mains and services as necessary, and the
maintenance of water facilities. Within the
distribution system there are 13,456 water accounts,
134 miles of distribution mains, approximately 1,063
fire hydrants, and 2,073 gate valves.

T
his program als o provides maintenance and new
installations of piping for the entire system. Water
Distribution personnel are California Department of
Health Services certified, licensed and prepared to
perform expedient and professional services under
emergency conditions.

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

Public Works Department
FY 2026-2027 Adopted Budget
P55
• Operate annual valve exercise program for
2,073 distribution system valves.
• Maintain water service standards by repairing
City water distribution facilities to ensure that
residents and commercial accounts will have
reliable water service.
• Continue to upgrade service and meter
installation to current standards.
• Help maintain water quality with an active
flushing program.
• Maintain all pressure relief stations, pressure-
sustaining stations, and check valve stations in
the distribution system to increase reliability.
• Identify needs to improve distribution system
reliability.
2026–2027 Goals and Objectives
• Complete potholing along North Garfield
Avenue and East Garvey Avenue in support of
Water Main Improvements Phase IV.
• Support Engineering with preparation of project specifications for the water main replacement at North Garfield Avenue and East Garvey Avenue.
• Perform routine service, troubleshooting, and repair of Cla-Val pressure regulating valves (PRVs) throughout the distribution system. • Install a new water main on East Emerson Avenue from North Garfield Avenue to North Nicholson Avenue.
2025–2026 Major Accomplishments
• Supported Engineering during the main water replacement project on South Atlantic Boulevard.
• Supported Engineering during the water main replacement project on South Garfield Avenue.
• Replaced inoperable distribution system valves, improving system reliability and operability.
• Assisted Engineering with the Barnes Park Pool demolition project.

Public Works Department
FY 2026-2027 Adopted Budget
P56
• Increased Delta Plant Pond flushing capacity, improving operational efficiency and system performance.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $45,000
Enterprise $5,423,776 $3,741,622 $3,741,622 $4,003,160
Internal Service $0 $0 $0 $0
Total Expenditures $5,423,776 $3,741,622 $3,741,622 $4,048,160

Public Works Department
FY 2026-2027 Adopted Budget
P57
Division: Well No. 5
Division No.: 4226
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $60,418 $107,081 $107,081 $94,852
Services $59,824 $84,661 $84,661 $84,661
Commodities ($1,018) $25,000 $25,000 $25,000
Internal Services $138,394 $47,919 $47,919 $431,756
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $257,617 $264,660 $264,660 $636,269
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
Pr
ogram Details
This
activity provides for the costs associated
with Well No. 5. This includes the operation
and maintenance of the well that is an
Environmental Protection Agency (EPA) -
designated remedy well, along with Wells 12
and Well 15 . EPA -remedy wells are part of a
regional control program to contain volatile
organic compound (VOC) contamination in the
groundwater basin.

Co
sts for this activity include personnel costs,
electricity, and laboratory analyses. This activity
will also cover costs for possible future
remediation.

In
2018, Well 5 was connected to the Centralized Groundwater Treatment System (CGTS) where its groundwater will be treated. The Granular Activated Carbon (GAC) treatment system that was previously located at this well was re-

Public Works Department
FY 2026-2027 Adopted Budget
P58
pur
posed into the per -and polyfluoroalkyl substances (PFAS) treatment system that was constructed at the CGTS.

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

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $257,617 $264,660 $264,660 $636,269
Internal Service $0 $0 $0 $0
Total Expenditures $257,617 $264,660 $264,660 $636,269

Public Works Department
FY 2026-2027 Adopted Budget
P59
Division: Well No. 12
Division No.: 4227
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $58,947 $102,254 $102,254 $92,214
Services $332,763 $391,818 $391,818 $400,000
Commodities ($1,038) $10,000 $10,000 $10,000
Internal Services $155,005 $42,170 $42,170 $498,224
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $545,677 $546,243 $546,243 $1,000,438 Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50
Pr
ogram Details
This activity provides for the costs associated with Well No. 12 that include personnel, electricity, laboratory analyses, rehabilitation/equipment maintenance, and legal fees.

In
2018, the Air Stripper Treatment Plant that was previously included with this activity was replaced by the CGTS.

Funding
Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $545,677 $546,243 $546,243 $1,000,438
Internal Service $0 $0 $0 $0
Total Expenditures $545,677 $546,243 $546,243 $1,000,438

Public Works Department
P60
FY 2026-2027 Adopted Budget
Division: Well No. 1, 3, & 10
Division No.: 4229
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $145,325 $181,845 $181,845 $214,533 Services $168,199 $173,764 $173,764 $178,000
Commodities $0 $325,000 $325,000 $325,000
Internal Services $98,754 $51,012 $51,012 $485,931
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $412,278 $731,621 $731,621 $1,203,463 Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
P
rogram Details
T
his activity provides for
the costs associated
with ground water
remediation for Wells
No. 1, No. 3, No. 10 and
Fern Well for volatile
organic compounds
(VOC) and future
contaminants that may
be found in the system.

This includes the
operation and
maintenance of the
Granular Activated
Carbon (GAC)
treatment system for
these wells. This treatment plant has a capacity of 4,500 gallons per minute and requires continual scheduled maintenance and monitoring.

Public Works Department
FY 2026-2027 Adopted Budget
P61
Cos
ts for this activity include personnel costs, GAC replacement, electricity, capital lease payments, equipment maintenance, and laboratory analyses. This activity will also cover costs for possible future remediation activities.

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $412,278 $731,621 $731,621 $1,203,463
Internal Service $0 $0 $0 $0
Total Expenditures $412,278 $731,621 $731,621 $1,203,463

Public Works Department
FY 2026-2027 Adopted Budget
P62
Division: Well No. 15
Division No.: 4231
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $33,015 $64,257 $64,257 $59,174
Services $272,990 $305,227 $305,227 $360,000
Commodities $684 $50,000 $50,000 $50,000
Internal Services $116,350 $19,853 $19,853 $450,056
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $423,037 $439,337 $439,337 $919,230
Authorized Full-Time
Equivalent Positions 1.50 1.50 1.50 1.50
Pr
ogram Details
This
activity is for the operation and maintenance of Well No. 15. Costs for this activity include equipment maintenance.

Funding
Sources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $423,037 $439,337 $439,337 $919,230
Internal Service $0 $0 $0 $0
Total Expenditures $423,037 $439,337 $439,337 $919,230

Public Works Department
P63
FY 2026-2027 Adopted Budget
Division: Centralized Groundwater Treatment System
Division No.: 4234
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $471,830 $472,032 $472,032 $483,353 Services $912,491 $1,007,300 $1,007,300 $1,007,300
Commodities $476,930 $1,653,000 $1,653,000 $2,023,000
Internal Services $0 $66,174 $262,174 $675,365
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,861,251 $3,198,506 $3,394,506 $4,189,018 Authorized Full-Time
Equivalent Positions 1.50 1.50 1.50 1.50
Pr
ogram Details
The C
entral Groundwater Treatment System (CGTS) project was initiated in 2016 to address the contaminant, 1,4 -dioxane, and to create one central treatment facility using the latest combination of technologies including ultraviolet advanced oxidation processes (UVAOP). The new treatment system was constructed at the existing facility - Delta Plant - in the City of Rosemead. Another benefit of the CGTS project was to be able to increase the flow of the Delta Plant - if needed - to serve the future demands of the city. The new UVAOP system was further enhanced to include an ion exchange system to be used with cata lytic Granular Activated Carbon (CGAC) for the purpose of removing per -and polyfluoroalkyl substances (PFAS).

Gr
oundwater pumped from Wells 5, 9, 12 and 15 are treated at this centralized treatment system. The Division of Drinking Water (DDW) issued the p ermit for the new CGTS project on
March 20, 2023 and water production started on November 7, 2023.

Wa
ter treatment prior to the CGTS included the GAC Treatment Plant at Well 5, the Air Stripper Treatment Plant at Well 12, and the Dual Barrier Facility at the Delta Plant. These three systems have been re- purposed into the CGTS. In the FY 2025 Budget, Activities 4226 and 4227 have been modified accordingly, and Activity

Public Works Department
FY 2026-2027 Adopted Budget
P64
4230 ha
s been remove d. Costs for this activity include personnel, electricity, chemical and GAC media, laboratory analyses, contractual maintenance, and legal fees. Costs related to VOC removal are reimbursed by DTSC.

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

Funding S
ources by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $1,861,251 $3,198,506 $3,394,506 $4,189,018
Internal Service $0 $0 $0 $0
Total Expenditures $1,861,251 $3,198,506 $3,394,506 $4,189,018

Non-Department
Q1
FY 2026-2027 Adopted Budget
Department Overview
The Non-Departmental function accounts for costs that are not generally associated with a specific department. These programs include General Liability, Post Employment, and Workers’ Compensation.

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

The costs of retiree medical insurance premiums and separation benefits are included in the Post-Employment program. Charges are made to all C ity funds to
pay for the benefits at separation and for the retiree medical insurance premiums.

A true-up is completed at year-end.

The Workers’ Compensation Internal Service Fund was established for the management and funding of the City’s workers’ compensation risk exposure.

Charges are made to all City funds to pay for operating expenses as well as to fund the liabilities of the Worker’s Compensation Fund.

Non-Department Budget Summary
FY 2024-25 FY 2025-26 F Y 2025-26 FY 2026-27
Program Name Program No. Actual Original Budget Projected Budget Budget General Liability 5101 $5,631,145 $8,192,386 $8,192,386 $8,363,088 Post-Employment 5102 $12,754,562 $14,779,943 $14,779,943 $16,760,410 Worker's Comp 8301 $5,442,807 $4,108,161 $4,108,161 $5,504,794 Total Expenditures $23,828,514 $27,080,490 $27,080,490 $30,628,292 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Expenditures by Program

Non-Department
FY 2026-2027 Adopted Budget
Q2
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $521,548 $1,275,857 $1,275,857 $1,251,646
Special Revenue $8,307,038 $9,831,134 $9,831,134 $11,313,993 Enterprise $118,692 $0 $0 $0
Internal Service $14,881,235 $15,973,499 $15,973,499 $18,062,652 Total $23,828,514 $27,080,490 $27,080,490 $30,628,292

Non-Department
Q3
FY 2026-2027 Adopted Budget
Division: General Liability
Division No.: 5101
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $4,237,626 $6,691,058 $6,691,058 $7,040,000
Commodities $0 $0 $0 $0
Internal Services $1,263,132 $1,497,828 $1,497,828 $1,323,088 Capital Outlay $0 $0 $0 $0
Debt Service $130,387 $3,500 $3,500 $0
Total Expenditures $5,631,145 $8,192,386 $8,192,386 $8,363,088 P
rogram Details
T
he General Liability Internal Service Fund was established for the management and funding of the City’s general liability risk exposure. The City maintains General Liability, property, cyber, and auto insurance coverage through the City’ s participation in a Joint Power Authority risk sharing pool for Liability and Workers Compensation Programs.

C
harges are made to all City funds to pay for operating expenses as well as to fund the outstanding liabilities of the City. FY 2026-2027 expenses are anticipated to be $8.4 million. This includes earthquake, property damage insurance, and the City’s JPA member costs.

Fund
ing Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $521,548 $625,857 $625,857 $601,646
Special Revenue $401,191 $401,191 $401,191 $203,583
Enterprise $0 $0 $0 $0
Internal Service $4,708,406 $7,165,338 $7,165,338 $7,557,858 Total Expenditures $5,631,145 $8,192,386 $8,192,386 $8,363,088

Non-Department
Q4
FY 2026-2027 Adopted Budget
Division: Post Employment
Division No.: 5102
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $5,477,387 $7,365,238 $7,365,238 $9,346,233 Services $121,044 $75,000 $75,000 $75,000
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $7,156,131 $7,339,705 $7,339,705 $7,339,177 Total Expenditures $12,754,562 $14,779,943 $14,779,943 $16,760,410 Pr
ograms Details
Sep
aration Benefits
The S
eparation Benefits Internal Service Fund provides an ongoing method of financing the costs associated with employee separation from City service. Upon separation, an employee is entitled to compensation for accrued vacation, holiday, compensation time earned in-lieu of overtime, and a percentage of his or her accrued sick leave depending on provisions of each particular bargaining unit. Charges are made to City departments to pay for operating expenses as well as to fund outstanding liabilities of the Separation Benefits Fund. Liabilities and charges of employee accrued leaves are recorded as compensated absences payable in the general ledger and the amount for 202 5-2026 is estimated for $7.4 million.

Post-Employment Benefits
The c
osts of retiree medical insurance premiums are presented in this activity, as are contributions to the Empower Retirement Plan. Administrative and actuarial fees for retirement plan administration are also presented herein. The City joined in the OPE B trust program to pre -fund its OPEB liabilities. As a result of this prefunding plan, the City’s retiree medical unfunded liabilities were substantially reduced. The Actuarially Determined Contribution (ADC ) for the fiscal year ending June 30, 202 6, is $2 million. The Empower Retirement Plan predates the

Non-Department
FY 2026-2027 Adopted Budget
Q5
com
mencement of the City’s participation in the California Public Employees’ Retirement System (CalPERS) in 1976. The Plan provides partial retirement benefits for miscellaneous employees over age 55 at April 1, 1976 and currently, there are 32 vested members in the Empower Plan. As for the OPEB, there are 588 inactive employees, retirees, and active employees eligible for City -paid retiree medical benefits.

On F
ebruary 16, 2021, the City issued Pension Obligation Bonds in the amount of $106,335,000; paying off in its entirety the City’s Unfunded Accrued Liability. The fifth bond payment is scheduled for July 2025.

Cos
ts in this division include OPEB Medical prefunding of $1,000,000 million to be deposited in the retiree medical trust account (CERBT) and the fourth payment of the Pension Obligation Bond Series 2021 in the amount of $7,339,176 million.

Funding S
ource by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $650,000 $650,000 $650,000
Special Revenue $7,905,848 $9,429,943 $9,429,943 $11,110,410 Enterprise $118,692 $0 $0 $0
Internal Service $4,730,022 $4,700,000 $4,700,000 $5,000,000 Total Expenditures $12,754,562 $14,779,943 $14,779,943 $16,760,410

Non-Department
Q6
FY 2026-2027 Adopted Budget
Division: Workers’ Compensation
Division No.: 8301
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $4,460,544 $2,725,000 $2,725,000 $4,255,000 Services $735,611 $1,024,000 $1,024,000 $978,477
Commodities $0 $0 $0 $0
Internal Services $246,652 $359,161 $359,161 $271,318
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $5,442,807 $4,108,161 $4,108,161 $5,504,794 P
rogram Details
T
he Workers’ Compensation Internal Service Fund was established for the management and funding of the City’s workers’ compensation risk exposure.

Workers’ compensation laws in the State of California, both those of constitutional and statutory origin, create a compulsory responsibility for all employers to compensate any and all of their workers for injuries or disabilities arising out of the scope and in the course of employment.

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

T
he City maintains workers compensation insurance coverage to statutory limits per occurrence (policy will pay out per statute with no coverage limit) through the City’s participation in a Joint Power Authority risk sharing pool Workers Compensation Program. Both the Human Resources/Risk Management and Finance Departments manage the Workers’ Compensation Fund.

Non-Department
FY 2026-2027 Adopted Budget
Q7
Funding Source by Type
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $5,442,807 $4,108,161 $4,108,161 $5,504,794 Total Expenditures $5,442,807 $4,108,161 $4,108,161 $5,504,794

Capital Improvement Program
FY 2026-2027 Adopted Budget

R1
Department Overview

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

Capital investments involve major City projects that produce outputs having long and useful life spans.

Programs and Services

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

The City’s CIP projects can be viewed by scanning the QR code below:

Capital Improvement Program Budget Summary

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original Budget Projected Budget Budget Enterprise Capital 5005 $4,153,396 $2,950,000 $2,950,000 $3,300,000 Street Construction 5001 $8,800,197 $8,234,585 $8,234,585 $5,263,256 Community Capital Improvem 5002 $2,926,473 $6,154,762 $6,154,762 $7,470,000 $15,880,066 $17,339,347 $17,339,347 $16,033,256
Expenditures by Program

Capital Improvement Program
FY 2026-2027 Adopted Budget

R2
FY 2026-2027 Proposed Projects

Enterprise Capital Projects
Project
No.

Fund
No. Fund Type Project Description
New
Funding
Request
99026 411 Sewer Fund Manhole Rehabilitation $300,000
99027 411 Sewer Fund Sewer Repairs at Various Locations $1,500,000 NEW 411 Sewer Fund Sewer Lines Video Assessment $1,000,000 99029 408 Water Fund
Water Main Replacement - (Garfield
to Alhambra) $300,000
NEW 408 Water Fund
Restrooms and Locker Improvements
at City Yard $150,000
NEW 408 Water Fund Office Space Restructure at City Yard $50,000

Street Construction Capital Projects
Total $3,300,000

Street Construction Projects
Project
No.

Fund
No. Fund Type Project Description
New
Funding
Request
96005 241 Proposition C Traffic Signal Upgrades $200,000 96048 362
Community
Development
Block Grant
(CDBG) ADA Improvements $250,000
96048 236
Transportation
Development
Act (TDA) ADA Improvements $97,243
NEW 237
Senate Bill 1
(SB1) Pavement Improvements $1,716,013
NEW 240 Measure M Pavement Improvements $1,500,000
NEW 241 Proposition C Pavement Improvements $1,000,000
NEW 240 Measure M Concrete Improvements $250,000
NEW 240 Measure M Sidewalk Repairs $250,000

Street Construction Capital Projects
Total $5,263,256

Capital Improvement Program
FY 2026-2027 Adopted Budget

R3
Community Improvement Capital Projects

Project
No.

Fund
No. Fund Type Project Description
New
Funding
Request
95035 101 General Fund City Roof Repairs $520,000
95048 101 General Fund Fire Station #61 $1,000,000
95065 101 General Fund Council Chambers Renovation $850,000 95065 506
Building
Maintenance Council Chambers Renovation $850,000
95065 114
Video Service
Franchise Council Chambers Renovation $750,000
NEW 502
Information
Technology City Servers $620,000
NEW 247
Air Quality
Management District
(AQMD) EV Infrastructure and Equipment $150,000
NEW 101 General Fund
Barnes Park Service Club Renovation
and ADA Upgrades $600,000
NEW 232 Measure A (Grant) Barnes Park Pool Design $500,000 NEW 232 Measure A (Grant) Garvey Ranch Trail Design $500,000 NEW 101 General Fund
Langley Friendship Room/City Hall
Community Room $30,000
NEW 231
Parks - Development
Impact Fees
George Elder Park- Switchgear
Replacement $500,000
NEW 231
Parks - Development
Impact Fees
Garvey Ranch Park - Switchgear
Replacement $500,000
NEW 231
Parks - Development
Impact Fees
Langley and La Loma Facility Fire Alarm
Updates $100,000

Community Capital Improvement Projects Total $7,470,000

Capital Improvement Program
FY 2026-2027 Adopted Budget

R4
Funding Source by Type

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $3,168,949 $3,733,279 $3,733,279 $3,750,000 Special Revenue $7,079,838 $10,656,069 $10,656,069 $7,513,256 ARPA Funds $0 $0 $0 $0
Enterprise $4,153,396 $2,950,000 $2,950,000 $3,300,000 Internal Service $0 $0 $0 $1,470,000
Bond Funds $1,477,883 $0 $0 $0
Total $15,880,066 $17,339,347 $17,339,347 $16,033,256

Capital Improvement Program
FY 2026-2027 Adopted Budget

R5
Division: Street Construction
Division No.: 5001

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $0 $0 $0 $0
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $8,800,197 $8,234,585 $8,234,585 $5,263,256 Debt Service $0 $0 $0 $0
Total Expenditures $8,800,197 $8,234,585 $8,234,585 $5,263,256

Programs Details

The City contains 119.27 miles of streets, 225.22 miles of sidewalk, 75 traffic signals and 10 miles of improved alleys. Major improvements are needed to accommodate the increased flow of pedestrian and vehicle traffic. This program provides for street im provements including parking, lighting, traffic signals, and landscaping administered through the Public Works Department.

Funding Source by Type

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,805,678 $2,244,907 $2,244,907 $0
Special Revenue $5,516,636 $5,989,678 $5,989,678 $5,263,256 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Bond Funds $1,477,883 $0 $0 $0
Total Expenditures $8,800,197 $8,234,585 $8,234,585 $5,263,256

Capital Improvement Program
FY 2026-2027 Adopted Budget
R6
T
he 2026-2027 street improvements include the following:

Project
No.

Fund
No. Fund Type Project Description
New
Funding
Request
96005 241 Proposition C Traffic Signal Upgrades $200,000 96048 362
Community
Development Block
Grant (CDBG) ADA Improvements $250,000
96048 236
Transportation
Development Act (TDA) ADA Improvements $97,243
NEW 237 Senate Bill 1 (SB1) Pavement Improvements $1,716,013 NEW 240 Measure M Pavement Improvements $1,500,000
NEW 241 Proposition C Pavement Improvements $1,000,000
NEW 240 Measure M Concrete Improvements $250,000
NEW 240 Measure M Sidewalk Repairs $250,000
Street Construction Capital
Projects Total $5,263,256

Capital Improvement Program
FY 2026-2027 Adopted Budget

R7
Division: Community Improvements
Division No.: 5002

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $0 $0 $0 $0
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $2,926,473 $6,154,762 $6,154,762 $7,470,000 Debt Service $0 $0 $0 $0
Total Expenditures $2,926,473 $6,154,762 $6,154,762 $7,470,000

Programs Details

Community capital improvements includes any physical improvement to the City’s capital assets of a per manent nature as well as acquisition of equipment.

Community capital improvements are typically fund ed by grants, reserves, and specified revenue sources.

Funding Source by Type

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $1,363,271 $1,488,372 $1,488,372 $3,750,000 Special Revenue $1,563,202 $4,666,391 $4,666,391 $2,250,000 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $1,470,000
Total Expenditures $2,926,473 $6,154,762 $6,154,762 $7,470,000

Capital Improvement Program
FY 2026-2027 Adopted Budget
R8
T
he FY 2026-2027 community improvements include the following:

Project
No.

Fund
No.

Fund Type Project Description New
Funding
Request
95035 101 General Fund City Roof Repairs $520,000
95048 101 General Fund Fire Station #61 $1,000,000
95065 101 General Fund Council Chambers Renovation $850,000 95065 506 Building Maintenance Council Chambers Renovation $850,000 95065 114 Video Service
Franchise
Council Chambers Renovation
$750,000
NEW 502 Information
Technology
City Servers
$620,000
NEW 247 Air Quality
Management District
(AQMD)
EV Infrastructure and Equipment
$150,000
NEW 101 General Fund Barnes Park Service Club
Renovation and ADA Upgrades $600,000
NEW 232 Measure A (Grant) Barnes Park Pool Design $500,000 NEW 232 Measure A (Grant) Garvey Ranch Trail Design $500,000 NEW 101 General Fund Langley Friendship Room/City Hall
Community Room $30,000
NEW 231 Parks - Development
Impact Fees
George Elder Park- Switchgear
Replacement $500,000
NEW 231 Parks - Development
Impact Fees
Garvey Ranch Park - Switchgear
Replacement $500,000
NEW 231 Parks - Development
Impact Fees
Langley and La Loma Facility Fire
Alarm Updates $100,000
Community Capital Improvement Projects Total $7,470,000

Capital Improvement Program
FY 2026-2027 Adopted Budget

R9
Division: Enterprise Capital Projects
Division No.: 5005

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $0 $0 $0 $0
Services $0 $0 $0 $0
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $4,153,396 $2,950,000 $2,950,000 $3,300,000 Debt Service $0 $0 $0 $0
Total Expenditures $4,153,396 $2,950,000 $2,950,000 $3,300,000

Programs Details

This program provides for the continued capital replacement, improvement and upgrading of the Enterprise (Water, Sewer and Refuse) projects.

Funding Source by Type

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Funding Sources by
Type Actual
Original
Budget
Projected
Budget Budget
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $4,153,396 $2,950,000 $2,950,000 $3,300,000 Internal Service $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $4,153,396 $2,950,000 $2,950,000 $3,300,000

Capital Improvement Program
FY 2026-2027 Adopted Budget
R10
T
he FY 2026-2027 community improvements include the following:

Project
No.

Fund
No. Fund Type Project Description
New
Funding
Request
99026 411 Sewer Fund Manhole Rehabilitation $300,000
99027 411 Sewer Fund Sewer Repairs at Various Locations $1,500,000 NEW 411 Sewer Fund Sewer Lines Video Assessment $1,000,000 99029 408 Water Fund
Water Main Replacement - (Garfield
to Alhambra) $300,000
NEW 408 Water Fund
Restrooms and Locker Improvements
at City Yard $150,000
NEW 408 Water Fund Office Space Restructure at City Yard $50,000 Street Construction Capital Projects
Total $3,300,000

Five Year Capital Improvement Program
FY 2025-26 Adopted Budget
Year To Date New Funding
Appropriation Estimated FY 2025-2026 Request Planned Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2026-2027 FY 2027-2028 FY 2028-2029 FY 2029-2030 FY 2030-2031 FY 2031-2032 Needs Enterprise Capital Projects
86005 411 SEWER MASTER PLAN $424,733.00 $0.00 $424,733.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $424,733.00 86005 419 SEWER MASTER PLAN $23,275.00 $0.00 $23,275.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $23,275.00 99021 411 PIPELINE REPLACEMENT - CIPRIANO AND EL PORTAL $300,966.00 $5,000.00 $295,966.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,966.00 99026 411 SEWER MANHOLE REHABILITATION $706,739.00 $0.00 $706,739.00 $300,000.00 $300,000.00 $300,000.00 $300,000.00 $300,000.00 $0.00 $2,206,739.00 99027 411 SEWER REPAIRS AT VARIOUS LOCATIONS $4,499,808.00 $1,875,053.00 $2,624,755.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $0.00 $11,999,808.00 NEW 411 SEWER LINES VIDEO ASSESSMENT $0.00 $0.00 $0.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 Sewer Sub-total $5,955,521.00 $1,880,053.00 $4,075,468.00 $2,800,000.00 $1,800,000.00 $1,800,000.00 $1,800,000.00 $1,800,000.00 $0.00 $15,955,521.00 99024 408 WATER METER REPLACEMENTS $9,795,215.00 $9,795,215.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $9,795,215.00 99029 408 WATER MAIN REPLACEMENT - EMERSON (GARFIELD TO ALHAMBRA) $0.00 $0.00 $0.00 $300,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 99030 408 WATER MAIN REPLACEMENT - NORTHEAST (GARFIELD/GARVEY) $21,350.50 $21,350.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $21,350.50 99031 409 S. GARFIELD & S. ATLANTIC WATER MAIN REPLACEMENT $1,000,000.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 99031 408 S. GARFIELD & S. ATLANTIC WATER MAIN REPLACEMENT $2,348,507.59 $2,016,660.36 $331,847.23 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,348,507.59 99032 408 S. ATLANTIC WATER MAIN REPLACEMENT (NEWMARK TO HARDING) $187,945.66 $187,945.66 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $187,945.66 99033 408 E GARVEY - GARFIELD TO NEW - WATER MAIN REPLACEMENT $4,567,900.00 $0.00 $4,567,900.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $4,567,900.00 99033 409 E GARVEY - GARFIELD TO NEW - WATER MAIN REPLACEMENT $600,000.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $600,000.00 NEW 408 N. GARFIELD - GARVEY TO HELLMAN - WATER MAIN REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 NEW 408 WATER LOCKER AND RESTROOM IMPROVEMENTS $0.00 $0.00 $0.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 NEW 408 WATER OFFICE SPACE RESTRUCTURE $0.00 $0.00 $0.00 $50,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $50,000.00 NEW 408 WATER MAIN REPLACEMENT - ALLEY S. OF GARVEY $0.00 $0.00 $0.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 96001 408 N. ATLANTIC WATER IMPROVEMENT $7,500.00 $7,500.00 $0.00 $0.00 $1,500,000.00 $0.00 $0.00 $0.00 $0.00 $1,507,500.00 99022 409 PLC UPGRADE $0.00 $0.00 $0.00 $0.00 $2,000,000.00 $0.00 $0.00 $0.00 $0.00 $2,000,000.00 99006 408 MPK GOLF COURSE WATER MAIN EXTENSION $0.00 $0.00 $0.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 NEW 408 EMERGENCY GENERATOR FOR WATER FACILITIES $0.00 $0.00 $0.00 $0.00 $12,612,600.00 $0.00 $0.00 $0.00 $0.00 $12,612,600.00 99005 408 MIRA VALLE WATER PROJECT $0.00 $0.00 $0.00 $0.00 $0.00 $650,000.00 $0.00 $0.00 $0.00 $650,000.00 NEW 408 DE LA FUENTE ST MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $6,000,000.00 $0.00 $0.00 $0.00 $6,000,000.00 NEW 408 MONTECHICO DR MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $1,300,000.00 $0.00 $0.00 $0.00 $1,300,000.00 NEW 408 RUSSELL BOOSTER STATION $0.00 $0.00 $0.00 $0.00 $0.00 $2,800,000.00 $0.00 $0.00 $0.00 $2,800,000.00 NEW 408 RUSSELL RESERVOIR REHABILITATION (PHASE 2) $0.00 $0.00 $0.00 $0.00 $0.00 $1,700,000.00 $0.00 $0.00 $0.00 $1,700,000.00 NEW 408 BROCKWELL AVE MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $5,500,000.00 $0.00 $0.00 $0.00 $5,500,000.00 NEW 408 REPLACE DELTA SETTLING TANKS $0.00 $0.00 $0.00 $0.00 $0.00 $2,700,000.00 $0.00 $0.00 $0.00 $2,700,000.00 NEW 408 EAST GRAVES AVE MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $670,000.00 $0.00 $0.00 $670,000.00 NEW 408 BRIGHTWOOD BOOSTER STATION REHAB $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,900,000.00 $0.00 $0.00 $1,900,000.00 NEW 408 GRAYLOCK AVE MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,000,000.00 $0.00 $0.00 $3,000,000.00 NEW 408 PIPELINE SEISMIC UPGRADE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $200,000.00 $0.00 $0.00 $200,000.00 NEW 408 DELTA BOOSTER STATION $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,100,000.00 $0.00 $1,100,000.00 NEW 408 DONCREST ST MAINLINE REPLACEMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $578,000.00 $0.00 $578,000.00 NEW 408 HIGHLAND SCHOOL WATERLINE LOOP $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Sub-total $18,528,418.75 $13,028,671.52 $5,499,747.23 $500,000.00 $17,612,600.00 $20,650,000.00 $5,770,000.00 $1,678,000.00 $0.00 $64,739,018.75 Enterprise Capital Projects Subtotal $24,483,939.75 $14,908,724.52 $9,575,215.23 $3,300,000.00 $19,412,600.00 $22,450,000.00 $7,570,000.00 $3,478,000.00 $0.00 $80,694,539.75 Street Construction Capital Projects
96012 101 POTRERO GRANDE RENOVATION $2,732,045.32 $328,744.50 $2,403,300.82 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,732,045.32 96023 239 GARFIELD AVENUE CAPACITY IMPROVEMENT $675,061.00 $0.00 $675,061.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $675,061.00 96024 239 ATLANTIC AVENUE CAPACITY IMPROVEMENT $1,897,913.50 $0.00 $1,897,913.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,897,913.50 96025 239 RAMONA ROAD CAPACITY IMPROVEMENT $2,397,836.25 $0.00 $2,397,836.25 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,397,836.25 96026 239 ADAPTIVE TRAFFIC/TRAFFIC RESPONSIVE CONTROL SYSTEM $8,188,715.75 $697,167.16 $7,491,548.59 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $8,188,715.75 96055 239 GARVEY PARKING STRUCTURE $47,258,000.00 $0.00 $47,258,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $47,258,000.00 96052 239 GARVEY ROAD CAPACITY IMPROVEMENT $18,191,312.66 $1,396,280.66 $16,795,032.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $18,191,312.66 96047 239 MONTEREY PASS COMPLETE STREETS PROJECT $20,454,188.34 $1,273,452.34 $19,180,736.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $20,454,188.34 96035 239 CESAR CHAVEZ AVE. PAVING PROJECT $53,670.00 $0.00 $53,670.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $53,670.00 96038 240 MAT CYCLE 1- POTRERO GRANDE REGIONAL PROJECT $8,014,452.57 $7,957,186.47 $57,266.10 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $8,014,452.57 96005 241 TRAFFIC SIGNAL UPGRADES $311,149.00 $0.00 $311,149.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $0.00 $1,311,149.00 R11

Five Year Capital Improvement Program
FY 2025-26 Adopted Budget
Year To Date New Funding
Appropriation Estimated FY 2025-2026 Request Planned Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2026-2027 FY 2027-2028 FY 2028-2029 FY 2029-2030 FY 2030-2031 FY 2031-2032 Needs 96044 218 SAFE STREETS FPR ALL (SS4A) $984,000.00 $967,140.00 $16,860.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $984,000.00 96044 239 SAFE STREETS FPR ALL (SS4A) $244,040.00 $20,250.00 $223,790.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $244,040.00 96045 241 BUS STOP IMPROVEMENTS $600,000.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $600,000.00 96041 101 SLURRY SEAL $500,000.00 $284,761.00 $215,239.00 $0.00 $500,000.00 $500,000.00 $500,000.00 $500,000.00 $0.00 $2,500,000.00 96048 362 ADA IMPROVEMENTS $262,468.45 $192,234.98 $70,233.47 $250,000.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00 $0.00 $1,512,468.45 96048 236 ADA IMPROVEMENTS $0.00 $0.00 $0.00 $97,243.00 $0.00 $0.00 $0.00 $0.00 $0.00 $97,243.00 96056 101 ALLEYS REHABILITATION $0.00 $0.00 $0.00 $0.00 $1,000,000.00 $1,000,000.00 $1,000,000.00 $1,000,000.00 $0.00 $4,000,000.00 96057 601 PAVEMENT IMPROVEMENTS $425,000.00 $425,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $425,000.00 96057 101 PAVEMENT IMPROVEMENTS $1,406,937.61 $13,000.00 $1,393,937.61 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,406,937.61 96057 204 PAVEMENT IMPROVEMENTS $800,000.00 $800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $800,000.00 96057 237 PAVEMENT IMPROVEMENTS $1,602,727.00 $1,602,727.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,602,727.00 96057 240 PAVEMENT IMPROVEMENTS $500,000.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 96057 241 PAVEMENT IMPROVEMENTS $181,512.00 $181,512.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $181,512.00 96057 242 PAVEMENT IMPROVEMENTS $1,000,000.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 95061 101 SIDEWALK ASSESSMENT & REPAIRS $203,900.00 $196,309.21 $7,590.79 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $203,900.00 NEW 237 PAVEMENT IMPROVEMENTS 26-27 $0.00 $0.00 $0.00 $1,716,013.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,716,013.00 NEW 240 PAVEMENT IMPROVEMENTS 26-27 $0.00 $0.00 $0.00 $1,500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,500,000.00 NEW 241 PAVEMENT IMPROVEMENTS 26-27 $0.00 $0.00 $0.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 NEW 240 CONCRETE IMPROVEMENTS $0.00 $0.00 $0.00 $250,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $250,000.00 NEW 240 SIDEWALK REPAIRS (PRECISION) $0.00 $0.00 $0.00 $250,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $250,000.00 Street Sub-total $118,884,929.45 $17,835,765.32 $101,049,164.13 $5,263,256.00 $1,950,000.00 $1,950,000.00 $1,950,000.00 $1,950,000.00 $0.00 $131,948,185.45 96040 248 STORM DRAIN MASTER PLAN/TMDL STUDY $64,000.00 $0.00 $64,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $64,000.00 96051 248 STORMWATER INFILTRATION TRENCHES/DEMONSTRATION GARDEN $350,000.00 $0.00 $350,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $350,000.00 NEW 248 STORM DRAIN LINING ON BRADSHAWE RESERVOIR TO GRANDRIDGE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Drainage Sub-total $414,000.00 $0.00 $414,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $414,000.00 Street Construction Capital Projects Subtotal $119,298,929.45 $17,835,765.32 $101,463,164.13 $5,263,256.00 $1,950,000.00 $1,950,000.00 $1,950,000.00 $1,950,000.00 $0.00 $132,362,185.45 Community Capital Improvement Projects
81401 502 IT EMERGENCY / MASTER PLAN $50,000.00 $0.00 $50,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $50,000.00 91401 502 NETWORK EQUIPMENT (ERP) $217,498.89 $0.00 $217,498.89 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $217,498.89 91402 502 NETWORK EQUIPMENT (ERP) PSA $154,535.61 $0.00 $154,535.61 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $154,535.61 96018 101 DOWNTOWN PARKING LOT IMPROVEMENTS $567,153.00 $0.00 $567,153.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $567,153.00 EFD03 501 PUBLIC SAFETY $60,000.00 $0.00 $60,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $60,000.00 EPW02 501 PUBLIC WORKS VEHICLE $2,228.41 $0.00 $2,228.41 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,228.41 E0001 501 PUBLIC WORKS VEHICLE $492,000.00 $492,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $492,000.00 ### 408 PUBLIC WORKS VEHICLE (WATER) $70,000.00 $0.00 $70,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $70,000.00 EFD01 101 AMBULANCE $815,275.64 $808,882.88 $6,392.76 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $815,275.64 EPD01 101 POLICE VEHICLE $744,933.48 $509,397.70 $235,535.78 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $944,933.48 95031 362 FACILITIES RESTROOM IMPROVEMENTS $215,203.50 $14,259.00 $200,944.50 $0.00 $400,000.00 $400,000.00 $400,000.00 $400,000.00 $0.00 $1,815,203.50 95035 101 CITY ROOF REPAIRS $2,128,874.45 $334,666.57 $1,794,207.88 $520,000.00 $1,209,000.00 $800,000.00 $0.00 $0.00 $0.00 $4,657,874.45 95038 101 LIBRARY GRANT - NEW PROJECT $350,093.00 $10,464.00 $339,629.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $350,093.00 95038 360 LIBRARY GRANT - NEW PROJECT $423,843.00 $329,910.80 $93,932.20 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $423,843.00 95046 101 LA LOMA PARK ADA RESTROOM & UTILITIES $345,902.00 $5,000.00 $340,902.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $345,902.00 95048 101 FIRE STATION #61 $6,149.25 $4,606.25 $1,543.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,006,149.25 95048 381 FIRE STATION #61 $1,500,000.00 $5,000.00 $1,495,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,500,000.00 95049 101 FIRE STATION #63 $3,999,520.00 $3,299,506.50 $700,013.50 $0.00 $12,000,000.00 $0.00 $0.00 $0.00 $0.00 $15,999,520.00 95049 381 FIRE STATION #63 $2,000,000.00 $2,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,000,000.00 95050 101 CITY HALL PARKING LOT IMPROVEMENT $890,384.00 $12,500.00 $877,884.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $890,384.00 95051 101 CITYWIDE VEHICLES $750,000.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 95052 SOLAR/EV CHARGING PROJECT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 95065 101 COUNCIL CHAMBERS RENOVATION $492,000.00 $144,300.00 $347,700.00 $850,000.00 $2,200,000.00 $0.00 $0.00 $0.00 $0.00 $3,542,000.00 95065 506 COUNCIL CHAMBERS RENOVATION $0.00 $0.00 $0.00 $850,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $850,000.00 NEW 114 TECHNOLOGY UPGRADES - CHAMBERS $0.00 $0.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 R12

Five Year Capital Improvement Program
FY 2025-26 Adopted Budget
Year To Date New Funding
Appropriation Estimated FY 2025-2026 Request Planned Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2026-2027 FY 2027-2028 FY 2028-2029 FY 2029-2030 FY 2030-2031 FY 2031-2032 Needs NEW 502 TECHNOLOGY UPGRADES - SERVERS $0.00 $0.00 $0.00 $620,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $620,000.00 95053 101 CITYWIDE REKEYING PROJECT $125,000.00 $0.00 $125,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $125,000.00 95057 231 SIERRA VISTA PARK PLAYGROUND $255,000.00 $2,000.00 $253,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $255,000.00 95057 232 SIERRA VISTA PARK PLAYGROUND $683,975.00 $0.00 $683,975.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $683,975.00 95060 231 LIBRARY INTERIOR REDESIGN $150,000.00 $101,285.00 $48,715.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 95062 101 GARVEY RANCH GAZEBO REPLACEMENT $47,540.00 $6,276.50 $41,263.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $47,540.00 95062 231 GARVEY RANCH GAZEBO REPLACEMENT $150,000.00 $0.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 95063 501 CITY FUEL PUMP IMPROVEMENTS $233,289.00 $143,597.36 $89,691.64 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $233,289.00 BOA01 501 FIRE ENGINE $1,542,006.01 $1,302,970.00 $239,036.01 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,542,006.01 BOA02 501 DUMP TRUCK $136,085.73 $117,294.18 $18,791.55 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $136,085.73 BOA03 501 HVAC $1,183,457.11 $0.00 $1,183,457.11 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,183,457.11 BOA03 101 AIR CONDITIONING UNIT REPLACEMENT - PHASE 2 $500,000.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 95064 101 PARKS MASTER PLAN $250,000.00 $43,396.00 $206,604.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $250,000.00 95069 362 SERVICE CLUB AND SIERRA VISTA DOORS $26,012.57 $0.00 $26,012.57 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $26,012.57 95069 231 SERVICE CLUB AND SIERRA VISTA DOORS $19,150.00 $0.00 $19,150.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $19,150.00 NEW 247 EV INFRASTRUCTURE AND EQUIPMENT $0.00 $0.00 $0.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 NEW 101 CONCRETE BARRIER WALL AT EOC $0.00 $0.00 $0.00 $0.00 $50,000.00 $0.00 $0.00 $0.00 $0.00 $50,000.00 NEW 101 BARNES PARK SERVICE CLUB RENOVATION & ADA UPGRADES $0.00 $0.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $600,000.00 NEW 101 Barnes Park Pool design $1,000,000.00 $0.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 NEW 232 Barnes Park Pool design (Measure A grant) $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 NEW 232 Garvey Ranch Trail Design (Measure A grant) $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 NEW 101 Langley Friendship Room/CH Community Room $0.00 $0.00 $0.00 $30,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $30,000.00 NEW 231 Replacement of Switchgear at George Elder - PRIORITY 1- $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 NEW 231 Replacement of Switchgear at Garvey Ranch Park - PRIORITY 2 $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 NEW 231 Replacement of Switchgear at La Loma Park- PRIORITY 3- UNFUNDED $0.00 $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 NEW 231 Replacement of Switchgear at Sequoia Park - PRIORITY 4 - UNFUNDED $0.00 $0.00 $0.00 $0.00 $500,000.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 NEW 231 Replacement of Switchgear at City Hall - PRIORITY 5 - UNFUNDED $0.00 $0.00 $0.00 $0.00 $0.00 $50,000.00 $0.00 $0.00 $0.00 $50,000.00 NEW 231 FACILITIES FIRE ALARM UPGRADES - LANGLEY, LA LOMA, $0.00 $0.00 $0.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 NEW 101 Library Remodel $0.00 $0.00 $0.00 $0.00 $400,000.00 $0.00 $0.00 $0.00 $0.00 $400,000.00 NEW 101 Library Internal painting $0.00 $0.00 $0.00 $0.00 $250,000.00 $0.00 $0.00 $0.00 $0.00 $250,000.00 NEW 231 George Elder Toddler pool $0.00 $0.00 $0.00 $0.00 $56,000.00 $0.00 $0.00 $0.00 $0.00 $56,000.00 NEW 231 George Elder Bleachers replacement $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 $0.00 $0.00 $0.00 $150,000.00 $22,577,109.65 $9,687,312.74 $12,889,796.91 $7,470,000.00 $17,765,000.00 $1,400,000.00 $400,000.00 $400,000.00 $0.00 $50,012,109.65

ALL FUNDS
101 GENERAL FUND $17,855,707.75 $6,001,811.11 $11,853,896.64 $3,000,000.00 $17,809,000.00 $2,300,000.00 $1,500,000.00 $1,500,000.00 $0.00 $43,964,707.75 114 VIDEO SERVICE FRANCHISE $0.00 $0.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 204 CIRCULATION SYSTEM DIF FUND $800,000.00 $800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $800,000.00 218 SS4A $984,000.00 $967,140.00 $16,860.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $984,000.00 231 PUBLIC/PARKS/LIBRARY DIF $574,150.00 $103,285.00 $470,865.00 $1,100,000.00 $1,056,000.00 $200,000.00 $0.00 $0.00 $0.00 $2,930,150.00 232 MEASURE A - PARKS $683,975.00 $0.00 $683,975.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,683,975.00 236 TRANSPORTATION DEVELOPMENT ACT 3 $0.00 $0.00 $0.00 $97,243.00 $0.00 $0.00 $0.00 $0.00 $0.00 $97,243.00 237 SB1 $1,602,727.00 $1,602,727.00 $0.00 $1,716,013.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,318,740.00 238 PROP A $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 239 MEASURE R $99,360,737.50 $3,387,150.16 $95,973,587.34 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $99,360,737.50 240 MEASURE M $8,514,452.57 $8,457,186.47 $57,266.10 $2,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $10,514,452.57 241 PROP C $1,092,661.00 $181,512.00 $911,149.00 $1,200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $0.00 $3,092,661.00 242 GAS TAX $1,000,000.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 246 HIGHWAY SAFETY IMPROV PROGRAM $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 247 AQMD $0.00 $0.00 $0.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 248 MEASURE W $414,000.00 $0.00 $414,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $414,000.00 281 ATP CYCLE 4 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 360 LIBRARY GRANTS $423,843.00 $329,910.80 $93,932.20 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $423,843.00 362 CDBG $503,684.52 $206,493.98 $297,190.54 $250,000.00 $650,000.00 $650,000.00 $650,000.00 $650,000.00 $0.00 $3,353,684.52 379 MTA MONTEREY PASS BIKE GRANT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 381 PUBLIC WORKS GRANT $3,500,000.00 $2,005,000.00 $1,495,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,500,000.00 387 PER CAPITA 68 GRANT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 401 WATER $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 R13

Five Year Capital Improvement Program
FY 2025-26 Adopted Budget
Year To Date New Funding
Appropriation Estimated FY 2025-2026 Request Planned Planned Planned Planned Planned Total Project Project Fund Project Description Amount Expenditures Carryover Balance FY 2026-2027 FY 2027-2028 FY 2028-2029 FY 2029-2030 FY 2030-2031 FY 2031-2032 Needs 402 WATER TREATMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 403 WATER TREATMENT $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 408 WATER REVENUE BONDS $16,998,418.75 $12,028,671.52 $4,969,747.23 $500,000.00 $15,612,600.00 $20,650,000.00 $5,770,000.00 $1,678,000.00 $0.00 $61,209,018.75 409 WATER - DIF $1,600,000.00 $1,000,000.00 $600,000.00 $0.00 $2,000,000.00 $0.00 $0.00 $0.00 $0.00 $3,600,000.00 411 SEWER $5,932,246.00 $1,880,053.00 $4,052,193.00 $2,800,000.00 $1,800,000.00 $1,800,000.00 $1,800,000.00 $1,800,000.00 $0.00 $15,932,246.00 419 SEWER - DIF $23,275.00 $0.00 $23,275.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $23,275.00 501 SHOP $3,649,066.26 $2,055,861.54 $1,593,204.72 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,649,066.26 502 TECHNOLOGY $422,034.50 $0.00 $422,034.50 $620,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,042,034.50 506 FACILITIES $0.00 $0.00 $0.00 $850,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $850,000.00 601 STREET BONDS $425,000.00 $425,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $425,000.00 621 SALES TAX BONDS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 GRANT GRANTS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL ALL FUNDS $166,359,978.85 $42,431,802.58 $123,928,176.27 $16,033,256.00 $39,127,600.00 $25,800,000.00 $9,920,000.00 $5,828,000.00 $0.00 $263,068,834.85 R14

Debt Services
FY2026-2027 Adopted Budget
S1

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

Sales Tax Revenue Bonds Series 2021
On O
ctober 1, 2021, the City issued Sales Tax Revenue Bonds Series 202 1 to fund the rehabilitation of various City streets. This is a 30 -year bond funded with Measure M, Measure R and Proposition C revenues.

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

Police Mobile Radios & System
In
March 2021, the City entered into a 10 -year lease purchase agreement with Motorola Solutions, Inc., for the purchase of Motorola APX radios and related accessories for the Police Department. This lease purchase is funded using the COPS Fund, 308.

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

Debt Services
FY2026-2027 Adopted Budget
S2
Water Revenue Bond
On
May 1, 2024, the City issued Water Revenue Bonds Series 2024 to fund aging water infrastructure. This is a 30 -year bond with an aggregate interest rate of

4.14%.

San Gabriel Valley Municipal Water District
In
March of 2021, the City entered into a 10 -year loan agreement with the San Gabriel Valley Municipal Water District for the PFAS treatment system . This loan is funded using the water fund, 401. Payment for this loan will begin when project is complete.

Fire Truck; Public Works Dump Truck; and Citywide HVACs On M
ay 16, 2025 the City entered into a 9-year lease purchase agreement with Banc of America Capital Corp., Inc. for the purchase of one fire engine truck, one dump truck and various HVACs for City buildings. Funding for this lease purchase is from the internal service shop fund 501 and building maintenance fund 506.

Debt Services
FY2026-2027 Adopted Budget
S3
Fiscal Year Fiscal Year
Fund Type of
Debt Description 202 5-2026 2026 -2027

621 Bonds Sales Tax Revenue Bonds Series 2021 1,048,450 1,050,950 (Final date: 06/2051)
101 Lease
Purchase SIEMENS Energy Efficiency Project 156,766 163,862 401 (Final date: 06/2030) 888,341 928,551
Sub-Total 1,045,107 1,092,413
308
Lease
Purchase Police Mobile Radios & System 307,745 307,745 (Final date: 09/2032)
202 Bonds Pension Obligation Bonds 2004 1,435,283 1,433,941 Pension Obligation Bonds 2021 Series
A 5,904, 422 5,905, 235
Merge with 2004 POBs (Final date:
06/2043)
Sub-Total 7,339,705 7,339,176
401 Bonds Water Revenue Bonds 1,212,575 1,212,825
(Final date: 02/2054)
401 Loan SGVMWD 400,000 400,000
(Final date: 12/2036)
501 Lease
Purchase Fire Engine Truck 190,620 190,620
506 Lease
Purchase Dump Truck; Citywide HVACS 190,620 190,620
(Final date: 05/2034)
Total $11,734,821 $11,787,348

T1
RESOLUTION NO.

A RESOLUTION ADOPTING THE FISCAL YEAR 202
6-2027 FINAL OPERATING, DEBT
AND CAPITAL BUDGET 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
T
he City Council for the City of Monterey Park and the City Council acting on behalf of the Successor Agency (collectively referred to, for convenience, as the “City”) does resolve as follows:

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

A. T
he City Council reviewed the proposed final Operating and Debt Budget (“Budget”) for the City and Capital Improvement Plan (“CIP”) for fiscal year 2026-2027;
B. T
he Budget and CIP are based upon appropriate estimates and financial planning for the City’s operations, debt and capital improvements;
C. T
he City Council conducted a public study session on May 27, 2026; D. The C
ity Council is fully informed regarding the City’s current finances, projected revenue, and financial obligations; and E. I
t is in the public interest for the City Council to adopt the Budget and CIP as proposed by the City Manager.

SECTION 2: Adoption. The Budget and the Capital Improvement Projects as incorporated by reference to this Resolution 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.

SECTION 3: Appropriations Limit.

A. Ar
ticle XIIIB of the California Constitution requires the City to set its Appropriations Limit on an annual basis;
B. T
he City’s Appropriations Limit may b e adjusted annually based upon inflation and population growth.

Resolution No.

June 17, 2026
T2
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 th e 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 f iscal year 2026-2027 at $126,618,391 million.

SECTION 4: Budget Appropriations. Based upon the B udget, the total General Fund operating budget , including transfers , is $ 77.8 m illion. The Overall City Budget is $ 188.2 million including Capital Improvement Projects. The City Manager, or designee, is authorized to implement the appr opriations for City Departments.

SECTION 5: CIP Appropriations. Based upon the CIP, a total of $16.0 million is appropriated for capital improvement projects for fiscal year 2026-2027. The City Manager, or designee, is authorized to implement the CIP.

SECTION 6: Reappropriation. The City Man ager, or designee, is authorized to reappropriate any unused appropriations for capital projects, special projects, and grant programs at the close of fiscal year 2026-2027 for the Budget and CIP.

SECTION 7: Fund Operating Reserves. The City Manager, or designee, m ay appropriate any remaining revenues at the close of f iscal year 2026-2027 into the applicable Fund operating reserve per Governmental Accounting Standards Board (GASB) Statement No. 54.

SECTION 8: Budget Adjustments. The Budget may be subsequently adjusted as follows:

Resolution No.

June 17, 2026
T3
A. B
y majority vote of the City Council;
B. B
y 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. O
bjects code expenditures within appropriation units in a program are not
r
estricted so long as funding is available in the appropriation unit as a whole.

SECTION 9: Contracting Authority.

A. Pu
rsuant 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. P
ursuant 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. F
or all other services, equipment, and supplies, the City Manager or designee, is authorized to execute contracts in accordance with the MPMC.

S
ECTION 3: Electronic Signature s. 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.

S
ECTION 4: 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.

S
ECTION 5: Effe ctive Date. This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

P
ASSED AND ADOPTED this 17th day of June 2026.

Resolution No.

June 17, 2026
T4
____________________________
Elizabeth Yang, Mayor
ATTEST:
____________________________
Maychelle Yee, City Clerk
A
PPROVED AS TO FORM:
____________________________
Karl H. Berger, City Attorney

CITY OF MONTEREY PARK

MANAGEMENT AND BUDGET POLICIES
FISCAL YEAR 2026-2027
T5
M
anagement and Budget Policies are developed and maintained to set forth the framework for not only the development of the budget for the upcoming year, but the ongoing operations and future needs of the citizens of Monterey Park. The following policies a re the foundation that supports the services that our citizens expect and deserve.

1. L
egal Requirements Regarding Annual Budget

2. Budgetary/Accounting Basis

3. Description of Reporting Entities

4. Budgetary Fund Structure

5. General Management and Budget Policies

6. Revenue Policy

7. Purchasing Policy

8. Fund Balance Policy for Governmental Funds

9. Other Postemployment Benefits (OPEB) Sustainability Policy

10. Capital Improvement Program Policy

11. Investment Policy

12. Debt Administration and Policies

13. Grant Administration Policy

14. Cost Accounting Application

15. Article XIIIB Appropriations Limit

16. So urce of Funds by Departments

CITY OF MONTEREY PARK

MANAGEMENT AND BUDGET POLICIES
FISCAL YEAR 2026-2027
T6

1. LEGAL REQUIREMENTS REGARDING ANNUAL BUDGET
M
onterey Park Municipal Code Section 2.08.070, Subsection 8, establishes the City Manager's responsibility to prepare and submit to the City Council the annual budget for the operations of the City of Monterey Park during each fiscal year.

T
he annual budget adopted by the City Council serves as a guideline for operations of the City. From the effective date of the budget, the date of formal adoption by the City Council, expenditure amounts as proposed are appropriated to departments and offices for the respective expenditure objects and purposes named or described.

B
udgeted expenditures are controlled at the fund and department level. The City Manager is authorized to transfer appropriations between the accounts of any department within individual funds. Council approval is required only for transfers between funds, or for an increase in total appropriations.

2. BUDGETARY/ACCOUNTING BASIS
T
he annual budget adopted by the City Council serves as a guideline for operations of the City. It includes proposed expenditures and estimated revenues and is legally adopted for all General, Special Revenue, and Proprietary Fund Types.

B
udgets for the General, and Special Revenue Fund Types are adopted on a basis consistent with generally accepted accounting principles (GAAP). The modified-accrual basis of accounting is employed in the preparation of the budget for these fund types.

B
udgets for proprietary funds are adopted on the “funds available” basis. Major differences for the GAAP basis of accounting include: Capital outlay is budgeted as expenditure in the year purchased; Accrued compensated absences are not considered expenditures until paid; Purchases of inventories are considered expenditures when purchased; Depreciation is not budgeted.

T
he budget is formally integrated into the accounting system and employed as a management control device during the year for all fund s. At fiscal year -end, unexpended and unencumbered budget appropriations lapse. Encumbrances outstanding at year -end are carried into the following year for continuing appropriation.

CITY OF MONTEREY PARK

MANAGEMENT AND BUDGET POLICIES
FISCAL YEAR 2026-2027
T7

3. DESCRIPTION OF REPORTING ENTITIES
M
onterey Park's Municipal Services Program includes presentation of the annual budgets and operational activities of four distinct reporting entities: The City of Monterey Park, the Monterey Park Public Financing Authority, and the Monterey Park Housing Authority.

The City of Monterey Park
T
he City of Monterey Park was incorporated on May 29, 1916, under the general laws of the State of California and enjoys all rights and privileges pertaining to general law cities.

The Monterey Park Financing Authority
T
he Monterey Park Public Financing Authority was established in June of 2021 under a joint exercise of power agreement to provide for the financing of public capital improvements for the City and Agency through the acquisition of obligations pursuant to debt purchase agreements.

The Monterey Park Housing Authority
T
he Monterey Park Housing Authority was established in September 1992 to provide affordable housing within the City. The members of the City Council act as the governing board of the Monterey Park Housing Authority.

The Successor Agency
T
he Successor Agency was established in February 2012 to replace the Former Monterey Park Redevelopment Agency. The members of the City Council act as the governing board of the Successor Agency.

4. BUDGETARY FUND STRUCTURE
 Governmental Fund Types
 G
eneral Fund – the general operating fund of the City.
 Special Revenue Funds – are utilized to account for revenues derived from specific sources, which are usually required, by law or administrative regulations to be accounted for in a separate fund.

Special Revenue Funds include Retirement, Gas Taxes, Park Facilities, Proposition A, Proposition C, Measure R, Measure M, Measure W, RMRA (SB1), SB2, Asset Forfeiture, Business Improvement District #1, Air Quality,

CITY OF MONTEREY PARK

MANAGEMENT AND BUDGET POLICIES
FISCAL YEAR 2026-2027
T8
M
aintenance District 1972 Act, Developer Impact Fees, Public Safety Augmentation, CERCLA Liability, Housing, and Grant Funds.  Major Funds include General Fund, Grants Fund, Retirement Fund, and Housing Fund.
 Proprietary Fund Types
 W
ater Operation Fund – is used to account for water operations that are financed and operated in a manner similar to private business enterprises.
 W
ater Treatment Fund – is used to account for water treatment activities that are
financed and operated in a manner similar to private business enterprises.
 R
efuse Fund – is used to account for receipts and expenditures relating to waste management activities including refuse collection, disposal, and recycling.
 S
ewer Fund – is used to account 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.
 I
nternal Service Funds – are used to account for the financing of services provided by one department to the other departments of the City on a cost -reimbursement basis. Internal Service Funds include Auto Shop, Separation Benefits, Workers’ Compensation,
Technology/Communications, Building Maintenance, General Liability, and Other Post-Employment Benefits (OPEB) Funds.

Al
l funds indicated in the above are included in the audited financial statements.

5. GENERAL MANAGEMENT AND BUDGET POLICIES
 T
he City’s long -term financial plan takes into account of its capital improvement plan (CIPs) and financial forecast as part of its expenditure projections, revenue estimates as well as future debt position.

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 T
he City will avoid budgetary procedures that finance current expenditures at the expense of meeting future year's obligations, such as postponing expenditures, accruing future year revenues, or rolling over short-term debt.
 B
udgetary and accounting procedures will conform to Generally Accepted Accounting Principles (GAAP) for government agencies.  The C
ity Council shall be presented a midyear fiscal (budget) review, which provides written analy sis o f the City's financial health. The Midyear Review document is an update for significant events and charges occurring since the last update in the previous year. All of the key assumptions are reviewed and revised as necessary.
 T
he City Manager will provide a financial impact analysis of all policy initiatives, service changes and new projects.
 T
he City's General Fund will be self -supporting, as will the various enterprise or special purpose funds. The objective is to maintain budgets, which do not bo rrow fro m one fund to support another.

Where fund transfers are made, they are to be based on sound financial policy and will not be carried out for the sake of expedience.  T
he City is required to adopt a balanced budget for its General Fund prior to the beginning of the fiscal year. A balanced budget means current revenues equal current expenditures. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets by postponing needed expenditures, accruing future revenues, or rolling over short-term debt.

6. REVENUE POLICY
 T
he City will endeavor to maintain a diversified and stable revenue base to minimize the effects of economic fluctuations on revenue accumulation.
 T
he City will estimate revenue using objective, analytical processes; in cases of assumption uncertainty, conservative projections will be utilized. The estimated growth rates used to project revenues are based on analysis, as adjusted for Monterey Park’s experience and outlook, as well as state economic conditions.
 T
he City will fund all current expenditures from current revenues, avoiding procedures that balance current budgets by postponing

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need
ed expenditures, accruing future revenues, or rolling over short-term debt.
 T
he City will identify basic tax-provided services and will establish user fees and charges for services provided in excess of basic services and/or to non-taxpaying users.

7. PURCHASING POLICY
 MP
MC Chapter 3.90, entitled “Execution of Contracts,” establishes the means by which the City can generally become legally obligated under a contract. Persons authorized to sign contracts on the City’s behalf include the mayor, the City Manager for contracts up to $60,000, and department directors for contracts up to $25,000.
 MP
MC Chapter 3.20 and 3.90 generally establishes the procedures for obtaining supplies and services. The purchasing officer must approve purchases of supplies that either are not identified in the City’s current budget or constitute special supplies.
 De
partments will be responsible to inform to the Finance Department for the use of the City’s credit card in accordance with the City’s Credit Card Usage Policy.
 P
urchase Orders must be complete and have supporting
documentation attached i.e., agreement cover page,
quotes/bids/justification memo, etc.
 M
PMC Section 3.20.040 requires formal bidding for matters over $60,000.

MPMC Section 3.20.060 allows informal bidding for matters up to $60,000.
 P
lease refer to MPMC §3.90.050 Signature authority for approved signature authority thresholds.
 P
lease refer to Administrative Policy #50-09 for the disposal of surplus property.
 MPMC Chapter 3.90.010 requires that the City Attorney approve all contracts.
 W
henever Federal Award funds are used the following criteria must be followed in addition to the City's Purchasing Policy guidelines. The

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O
ffice of Management and Budget ( OMB) issued the Uniform Administrative Requirements, Cost Principles,
and Audit Requirements for Federal Awards, Final Rule (aka Uniform Guidance) which applies to all non-federal entities receiving Federal awards, and to all new federal awards and existing awards that receive additional funding (or funding increments) after December 12, 2014.

8. FUND BALANCE POLICY
 T
he City’s fund balance cla ssification includes five components:

Nonspendable, Restricted, Committed, Assigned, and Unassigned.  U
nrestricted General Fund balance, including Committed, Assigned, and Unassigned, will be maintained at a minimum level of two months, as recommended by the Government Finance Officers’ Association (GFOA), of the General Fund regular revenues or operating expenditures. The City’s maximum unrestricted fund balance shall not exceed 50% of General Fund operating expenditures.
 G
eneral Fund committed fund balance will include amounts for Potential Catastrophic Events and Economic Stabilization. The funding of this committed fund balance account will be reviewed each year during the midyear fiscal review.
 An Assigned Fund Balance for future Capital Projects account will be established to capture accumulated, nonrecurring or unanticipated revenues or expenditures savings, and will be carried forward from year to year to provide resources for the City Council to fund future infrastructure and other onetime expenditure needs of the City.  T
he City will maintain adequate reserve to fund annual paid and committed claims in the General Liability Fund and Workers ’ Compensation Fund, scheduled vehicle maintenance and
replacement in the Auto Shop Fund, accrued leave liability in the Separation Benefit Fund, technology and telephone replacement in the Technology/Data Processing Fund.
 W
orking Capital (current assets minus current liabilities) in the City’s Enterprise Funds, including Water, Refuse, and Sewer, must be maintained at a minimum of two months’ annual operating expenses.

In addition, of one quarter (25%) of accumulated depreciation of the Capital Assets of the enterprise funds is necessary to ensure adequate resources for reconstructing or rehabilitating capital assets as they

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each the end of their useful lives.
 I
t is the City’s goal to reduce its total future pension and retiree medical liabilities. The City participates in the California Employers’ Retiree Benefit Trust Program (“CERBT”) to prefund its Other Pos t Employment Benefits (OPEB) and funding is set aside through the annual budget process.
 The City issued Pension Obligation Bonds 2021 Series A on February 16, 2021, reducing the Unfunded Actuarial Liability (UAL) to zero during fiscal year 2020-2021. Mitigation strategies to pay or reduce any new UAL are included with the UAL policy included in the Budget Book under tab Resolutions & Policies and are presented to the Co uncil each year and updated according to Council’s directions.

9. OTHER POSTEMPLOYMENT BENEFITS (OPEB) SUSTAINABILITY
 T
he City’s post-employment medical benefits represent a significant employee-related compensation cost.
 The City adopted Resolution No. 11663 to prefund retiree health care benefits through the California Employers’ Retiree Benefit Trust Program (CERBT).
 T
he CERBT program is an irrevocable trust and funds set aside in the Program cannot be used to meet any other City needs.
 T
he total annual contributions to the CERBT will be determined each year through the budget proces s and payments are shared by the City’s various funds.
 The City will continue to search and implement healthcare cost containment measures to meet the OPEB funding challenge, including besting rules which are commensurate with years of service and a tiered system of benefits based on hiring dates.

10. CAPITAL IMPROVEMENT PROGRAM POLICY
 The C
ity will utilize a Five- Year Capital Improvement Program to systematically plan, schedule, and finance capital projects as determined by the City Council. The Five- Year Program will include major ongoing maintenance and rehabilitation costs to existing infrastructure and facilities, as well as the cost of new facilities or capital improvements.

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 T
he City’s Capital Improvement Plan (CIP) identifies each proposed project, the year the project will start, and the proposed method of financing.
 T
he City will actively pursue grant and other outside funding sources for all capital improvements projects.
 T
he City will maintain all of its assets at a level adequate to protect the City's capital infrastructure and to minimize future maintenance and replacement costs.
 W
henever the City finances capital projects by issuing bonds, it will repay the bonds within a period not to exceed the expected useful life of the project.
 The
City will confine long-term borrowing to capital improvements or projects that cannot be financed from current revenues.

11. INVESTMENT POLICY
 T
his Statement is intended to provide guidelines for the prudent investment of the City's temporary idle cash and outline the policies for maximizing the efficiency of the City's cash management system. The ultimate goal is to enhance the economic status of the City while protecting its pooled cash.
 T
he policy shall direct the investment of the City's temporarily idle monies for all funds, including the general fund, special revenue funds, debt service funds, trust and agency funds, and proprietary funds.

Employee deferred compensation, pension, and bond reserves are not managed by the City and are not subject to the City's Investment Policy.
 C
riteria for selecting investments and the order of priority are: Safety, Liquidity, and Yield.
 T
he Policy provides for the creation of a Treasury Committee (“The Committee”). The Committee is comprised of the City Treasurer, the City Manager, the Assistant City Manager, and the Director of Finance.  I
t should be noted that any newly developed derivative of an allowable investment that is not specifically mentioned in the policy

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m
ust be recommended by the City Treasurer for inclusion in the policy and any amendments to the policy must be submitted to the City Council for approval.
 T
he Treasury Committee shall maintain an approved list of primary security dealers and brokers and government sponsored investment pools. The Committee will review and amend the approved list periodically to ensure that the institutions continue to meet the selection criteria.
 P
urchases of investments shall, whenever practical, be made directly from the issuer, from a member of a Federal regulated securities exchange, from a national or state chartered bank, or from a brokerage firm.
 O
nly commercial banks and savings and loan associations that demonstrate financial strength and are insured by the federal government may be selected to provide investment services.  O
nly primary dealers registered with the Federal Reserve Bank of New York shall be used for Broker/Dealer instrument transactions.  O
ther financial institutions shall be selected using the following selection criteria: financial strength, reputation, area of expertise and ability to conform to the City and state mandated investment parameters.
 Al
l transactions described above shall be executed on a delivery versus payment basis. The custodian shall hold assets until the investments mature or the bank receives a request from the City to dispose of the securities.
 M
aturities of investment instruments in the portfolio shall be staggered as much as practical and shall be consistent with projected cash requirements.
 Al
l forecasted operating requirements shall be satisfied by maintaining an adequate level of liquidity in the portfolio.
 W
ithin the parameters established by Section Ill., Investment Selection Criteria, and Section VI., Allowable Investments, investments should be diversified by security type and institution.
 T
he Annual Investment Report shall provide a summary of the year's

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inv
estment activities and shall include a proposed statement of Investment Policy to be approved by the City Council during the first sixty days of the fiscal year.
 T
he City of Monterey Park will follow the prudent investor standards of Government Code Section 53600.3. Investment officers acting in accordance with written procedures and exercising due diligence shall be relieved of personal responsibility for an individual security's credit risk or market price changes, provided that deviations from expectation are reported in a timely and accurate fashion and appropriate action is taken to control adverse developments.  As
part of the City's annual audit, the City's external auditor shall review the City's investment activities to ensure compliance with the Investment Policy.
 At
the direction of the City Treasurer, the City's Investment Policy shall be reviewed and updated annually by the Committee to reflect changes in the California State Codes, general market conditions or to provide further clarification of the City's policies. The Investment Policy shall be adopted by the City Council annually.

12. DEBT ADMINISTRATION AND POLICIES
(A) COMPUTATION OF LEGAL DEBT MARGIN
(Fiscal Year 2024-2025) (In thousands)
T
otal Assessed Value of all Real and Personal Property $ 10,198,145 Debt Limit Percentage 15%
T otal Debt Limit
1,529,722
Amount of Debt Applicable to Debt Limit 101,580
L egal Debt Margin $ 1,428,142
(1) In accordance with California Government Code Section 43605, total general obligation bonds outstanding cannot exceed 15 percent of total assessed valuation. As of June 30, 2025, the City had no general obligation bonds outstanding.

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(B)

DEBT POLICY
T
he City’s key debt management goal is to protect and enhance the viability of the General Fund and other associated operating funds to enable the City to continue to deliver top services to Monterey Park residents.  T
he City uses debt financing only for capital improvements or projects that cannot be financed from current revenues.
 The project’s useful life, or the estimated service life of the equipment (lease- purchase), will be equal to or exceed the term of the financing.  D
ebt financing is not considered appropriate for any recurring purpose such as current operating and normal maintenance expenditures.  T
he City will comply with a policy of full disclosure on every financial report and bond prospectus. The City will maintain good communications with bond rating agencies regarding the City’s financial condition and ot her relevant data related to the debt.
 The C
ity’s complete Debt Policy and Disclosure Policy is included in the Budget Book under tab Resolutions & Policies.

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(C)

ANNUAL DEBT SERVICES BY PROJECT
Fiscal Year Fiscal Year
Fund Type of
Debt Description 2025-2026 2026-2027

621 Bonds Sales Tax Revenue Bonds Series
2021 1, 048,450 1, 050,950
(Final date: 06/2051)
101 Lease
Purchase SIEMENS Energy Efficiency Project 156, 766 163, 862 401 (Final date: 06/2030) 888,341 928,551
Sub-Total 1,045,107 1,092,413
308
Lease
Purchase Police Mobile Radios & System 307, 745 307, 745 (Final date: 09/2032)
202 Bonds Pension Obligation Bonds 2004 1,435,283 1,433,941 Pension Obligation Bonds 2021
Series A 5, 904,422 5, 905,235
Merge with 2004 POBs (Final date:
06/2043)
Sub-Total 7,339,705 7,339,176
401 Bonds Water Revenue Bonds 1,212,575 1,212,825
(Final date: 02/2054)
401 Loan SGVMWD 400,000 400,000
(Final date: 12/2036)
501 Lease
Purchase Fire Engine Truck 190, 620 190, 620
506 Lease
Purchase Dump Truck; Citywide HVACS 190, 620 190, 620
(Final date: 05/2034)
Total $11,734,821 $11,787,348

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13. GRANT ADMINISTRATION POLICY
T
o aggressively seek and apply for federal, state and other agencies grant funding to support a variety of social, recreation, public safety, and public works programs. And, to effectively administer grants to ensure the grants can be best integrated into the City’s service goals and financial planning.

Grant Application:
 P
rograms and projects proposed for grant funding should be those that are consistent with the City’s service goals, objectives and priorities.  W
hen contemplating a grant application, the applying department shall consider the cost
and benefit of the grant activity including the cost of administering the proposed grant, the matching requirement, and the potential impact on the operating budget.
 R
egardless of grant dollar amount or application medium, the department shall, prior to application, submit a report to the City Manager.
 Ap
plications for grants that require the City to provide matching funds of $25,000 or more must first be submitted to the City Manager, and then, seek formal Council approval.

Expending the Grant Funds:
• G
rant expenditures are appropriated and expended following the City’s budget and accounting procedures. The department shall not expend or commit any grant funds until the grant is incorporated into the accounting system.
• I
f the grant expenditures are funded by multiple sources, the most restricted funding source should be used first. Grant funds should be planned so they will be fully expended at the grant expiration.

Grant Compliance:
• T
he department in charge is to administer the grant, to ensure compliance with grant requirements, to submit to the grantor any compliance or progress reports of a programmatic nature and to monitor grant expenditures. Finance is responsible for preparing all financial

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eports to the granting agency as well as coordinating all financial audits relating to grant activities.

14. COST ACCOUNTING APPLICATION
T
he City applies cost accounting in the two following areas: cost recovery from Federal, State and other agencies, and internal service operations.

Indirect Cost Allocation Plan
I
ndirect costs are costs that cannot be practically assigned to any particular department and/or division, but are necessary for the functioning of the City as a whole. Most of the City’s indirect costs are either for general administrative support or facilities maintenance. Each year, the City updates its Indirect Cost Allocation Plan according to OMB Circular A-87 to establish the indirect costs.

Internal Services Charges
I
nternal Service Funds account for goods and services provided by one department to other departments on a cost reimbursement basis. Currently, the City maintains six Internal Services Funds; they are: Shop Fund, Technology/Data Processing Fund, Building Maintenance Fund, General Liability Fund, Workers’ Compensation Fund, and Separation Benefits Fund. Internal service charges are developed as follows: Shop Fund based on mileage and annual depreciation, Technology/Data Processing Fund based on the number of computer equipment and telephones, Building Maintenance is based on square footage, General Liability Fund and Workers’ Compensation Fu nd based on claims history, Separation Benefits Fund based on the number of employees, and other Post-Employment Benefits Fund based on Council Budget directions.

T
he City routinely updates internal service charges to ensure adequate charges for the City’s current costs and future liabilities.

15. ARTICLE XIIIB APPROPRIATIONS LIMIT (GANN APPROPRIATIONS LIMIT) Background and Calculations
Ar
ticle XIIIB of the California State Constitution, more commonly known as the Gann or "Prop 4" Appropriations Limit, was adopted by the California voters in 1980. Th e Gann Limit places limits on the amount of tax proceeds that government agencies can receive and appropriate each year.

T
he appropriations limit is based on actual appropriations during the 1978 -79 Fiscal Year, and is adjusted each year using the growth in population and

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inf
lation. The City's limit is adopted each year via resolution of the City Council.

I
n 1990, Proposition 111 made changes to the manner in which the Appropriations Limit is calculated by allowing government agencies choice of annual growth factors. Proposition 111 also provides for the exclusion from the limit capital expenditures for fixed assets of $100,000 or more in value that have an expected life of ten years or more.

D
erivation of the 2026-2027 Gann Appropriations Limit follows:

FISCAL YEAR 2026-2027 ARTICLE XIIIB APPROPRIATIONS LIMIT A. Ap
propriations Limit:
202
5-2026 Adopted Limit $121,155,247
Annu
al Adjustment Factors:

Change in CA Personal Income 1.0495
Change in Population 0.9958 1.045092
202
6-2027 Appropriation Limit $126,618,391
B. Ap
propriations Subject to Limit and Amount Under Legal Limit:
202
6-2027 Preliminary Budget Total $150,260,054
L
ess Exclusions:

Non-Proceeds of Taxes $8,024,991
B
udget Appropriations Subject to Limit $69, 198,092
Am
ount Under Legal Limit $81, 061,962
Implications and Future Trends of GANN Limit
T
he margin between the City’s appropriations limit and its appropriations subject to limit remains high. As it has been the case in many years, the City’s budget appropriations subject to limit are on average 40% below the legal limit.

B
ased on the past trend and projected future growth, the City believes its appropriations will continue remaining within the legal limit.

City of Monterey Park Policy Number: 20-28
Administrative Policy Issue Date: 01/20/2021
Revised Date:

Subject: Approved by:

DEBT ISSUANCE AND MANAGEMENT POLICY
_______________________
Ron Bow, City M
anager
Page Number Pag e 1 of 19

PURPOSE
The purpose of this Debt Issuance and Management Policy (this “Policy”) is to establish guidelines and parameters for the effective g overnance, management and administration of debt and other financing obligations issued by the City of Monterey Park and its related entities. “City” means the City of Monterey Park and any related entity; “debt” means, without limitation, bonds, notes, certificates of participation, financing leases or other financing obligations. The use of “debt” in this Policy is solely for convenience and may not be interpreted to characterize any such obligation as an indebtedness or debt within the m eaning of any statutory or constitutional debt limitation where the substance and terms of the obligation fall within exceptions to such limitation. This Policy applies to all debt issued or sold to third party lenders or investors and does not pertain to City internal interfund borrowings or any employee benefit obligations.

BACKGROUND
The City is committed to fiscal sustainability by employing long -term financial planning efforts, maintaining appropriate reserves levels and employing prudent practices in governance, management, budget administration and financial reporting.

Debt levels and their related annual costs are important long-term obligations that must be managed within available resources. A disciplined thoughtful approach to debt management incl udes policies that provide guidelines for the City to manage its collective debt program. An objective of this Policy, therefore, is to provide written guidelines and restrictions concerning the amount and type of debt and other financing obligations issued by the City and the ongoing management of its debt portfolio.

This Policy is intended to improve the quality of decisions, assist with the determination of the structure of debt issuance, identify policy goals and demonstrate a commitment to long-term financial planning, including a multi-year capital plan. Adherence to a Debt Issuance and Management Policy signals to rating agencies and the capital markets that a government is well managed and should meet its obligations in a timely manner.

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Debt Procedures

CONDITIO

NS AND PURPOSES OF DEBT ISSUANCE

1. Acceptable Conditions for the Use of Debt
The City bel
ieves that prudent amounts of debt can be an equitable and cost -effective means of financing infrastructure, and capital asset and project needs of the City. Debt will be considered to finance such projects if:
a) The project is included in the Ci ty’s capital improvement plan or has otherwise been coordinated with the City Council’s planning goals and objectives. b) The project can be financed with debt not exceeding the term specified in Section E.1 of this Policy, to assure that long-term debt is not issued to finance projects with a short useful life.
c) It is the most cost -effective funding means available to the City, taking into account cash flow needs and other funding alternatives.
d) It is fiscally prudent and meets the guidelines of this Policy. Any consideration of debt financing must consider financial alternatives, including pay-as-you-go funding; proceeds derived from development or redevelopment of existing land and capital assets owned by the City; and use of existing or future cash reserves, or combinations thereof.

2. Acceptable Uses of Debt and Proceeds of Debt
The primary purpose of debt is to finance one of the following:
a) The City will consider long -term financing for the acquisition, substantial refurbishment, replacement, or expansion of capital assets (including , without limitation, land improvements, infrastructure projects, and equipment) for the following purposes:
i. Acquisition and or improvement of land, right-of-way or long-term easements. ii. Acquisition of a capital asset with a useful life of three or more years. iii. Construction or reconstruction of a facility.
iv. Although not the primary purpose of the financing effort, project reimbursables that include project planning design, engineering and other preconstruction efforts; project-associated furniture fixtures and equipment; capitalized interest (prefunded interest); original issue discount ; underwriter’s discount ; and other costs of issuance.
b) Refunding, refinancing or restructuring debt (including, without limitation, the refinancing or advance funding of City pension obligations), subject to refunding objectives and parameters discussed in Section G.

3. Short-Term Debt
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Debt Procedures

a) In the event of temporary shortfalls in cash flow for City operation costs due to timing of receipt of revenues and the lack of cash on hand to cover a temporary deficit, the City may consider interim or cash flow financing, such as anticipation notes. In compliance with California law, any such notes must be payable either: (i) not later than the last day of the fiscal year in which it is issued ; or (ii) during the fiscal year succeeding the fiscal year in which issued, but in no event later than 15 months after the date of issue, and only if such note is payable only from revenue received or accrued during the fiscal year in which it was issued.
b) Short-term debt may also be used to finance short-lived capital projects, such as lease- purchase financing or equipment.
c) Before the City issues any short-term debt, it must identify a reliable revenue source for repayment of the debt.

4. Internal Control Procedures Concerning Use of Proceeds of Debt One of the City’s priorities in the management of debt is to ensure that the proceeds of the debt will be directed to the intended use for which the debt has been issued. In furtherance of this priority, the following procedures apply:
a) The Management Services Director must retain, for the applicable period specified in Section H.4. of this Policy, a copy of each annual report filed with the California Debt and Investment Advisory Commission (“CDIAC”) pursuant to Government Code § 8855(k) concerning (1) debt authorized during the applicable reporting period (whether issued or not); (2) debt outstanding during the reporting period; and (3) the use during the reporting period of proceeds of issued debt.
b) In connection with the preparation of each annual report to be filed with CDIAC pursuant to Government Code § 8855(k), the Management Services Director must keep a record of the original intended use for which the debt has been issued, and provide a written statement whether the proceeds spent during the applicable one -year reporting period for such annual report comport with the intended use (at the time of original issuance or as modified pursuant to the following sentence). If a change in intended use is authorized after the original issuance of the debt, the Management Services Department must provide a written statement when the change in use was authorized and whether the City Council, City Manager or another City of ficial has authorized the change in intended use. The Management Services Director or designee must report apparent deviations from the intended use in debt proceeds to the City Manager for further discussion. Additionally, the City Attorney and City Council must be informed.
c) If the debt is i
ssued to finance a capital project and the project timeline or scope of project changed in a way that all or a portion of the debt proceeds cannot be expended on the original project, the Management Services Director must consult with the City Manager and City Attorney as to available alternatives for the expenditure of the remaining debt proceeds (including prepayment of the debt).

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Debt Procedures

TYPES
OF FINANCING INSTRUMENTS; AFFORDABILITY AND PLANNING POLICIES The City r
ecognizes that there are numerous types of financing structures and funding sources available, ea
ch with specific benefits, risks and costs. All potential funding sources are reviewed by management
within the context of this Policy and the overall portfolio to ensure that any financial product or structu
re is consistent with the City’s objectives. Regardless of what financing structure(s) is utilized, due diligence review must be performed for each transaction, including the quantification of potential risks a
nd benefits and
analysis of the impact on City creditworthiness and debt affordability and capacity.

Before the C
ity issues debt or assumes other fina ncing obligations to finance a project, the City will careful
ly consider the overall long-term affordability of the proposed debt issuance. The City may not assu
me more debt or other financing obligations without conducting an objective analysis of the City’s ability t
o assume and support additional debt service payments. The City will consider its long-term revenue and expenditure
trends, the impact on operational flexibility and the overall debt burden on the taxpayers.

The evaluati
on process must include a review of generally accepted measures of affordability and will strive to achieve and or maintain debt levels consistent wi th its current operating and capital needs.

1. General Fund-Suppo
rted Debt – General Fund Supported Debt generally include Certificates of Participation (“COPs”) and Lease Revenue Bonds (“LRBs”) which are lease obligations that are secured by a lease-back arrangement between the City and another public entity. Typically, the City appropriates available General Fund moneys to pay the lease payments to the other public entity and, in turn, the public entity uses such lease payments received to pay debt service on the bonds or Certificates of Participation.

General Fund Supported Debt may also include bonds issued to refund obligations imposed by law, such as judgments (judgment obligation bonds (“JOBs”)) or unfunded accrued actuarial liabilities for pension plans (pension obligation bonds (“POBs”)).

These obligations do not constitute indebtedness under the state constitutional debt limitation and, therefore, are not subject to voter approval.

Without limiting the foregoing, the City may also enter into operating leases and lease purchase agreements on an as-needed basis without voter approval.

Payments to be made under valid leases are payable only in the year in which use and occupancy of the leased property is available, and lease payments may not be accelerated as a default remedy.

Lease financing requires the fair market rental value of the leased property to be equal to or greater than the required debt service or lease payments. The lessee (the City) is obligated to include in its Annual Budget and appropriate the rental payments that are due and payable during each fiscal year the lessee has use of the leased property.

The City should strive to maintain its net General Fund -backed annual debt service at or less than 8% of available annually budgeted revenue. This ratio is defined as the City’s annual debt service requirements on General Fund Supported Debt (including, but not limited to, COPs, LRBs, JOBs, and POBs) compared to total annual General Fund Revenues net of interfund transfers out.

2. Revenue Bonds – Long-term obligations payable solely from specific special fund sources, in general, are not subject to a debt limitation. Examples of such long-term obligations include those T24

City of Monterey Park
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Debt Procedures

which are payable from a special fund consisting of restricted revenues or user fees (e.g., enterprise revenues) and revenues derived from the system of which the project being funded is a part.

In determining the affordability of proposed revenue bonds, the City will perform an analysis comparing projected annual net revenues (exclusive of depreciation which is a non-cash related expense) to estimated annual debt service. The City should strive to maintain an annual coverage ratio of 110% (or such higher coverage ratio included in the City’s existing financing documents), using historical and/or projected net revenues to cover annual debt service for bonds. To the extent necessary, the City must undertake proceedings for a rate increase to cover both operations and debt service costs, and create debt service reserve funds to maintain the required coverage ratio.

3. Special Districts Financing – The City may undertake proceedings to form Community Facilities Districts pursuant to the Mello -Roos Community Facilities District Act of 1982 or assessment districts pursuant to the Improvement Act of 1911, the Municipal Improvement Act of 1913, or other applicable law. The City will consider requests for special district formation and debt issuance when such requests address a public need or provide a public benefit. Each application will be considered on a case by case basis, and the Management Services Director may not recommend a financing if it is determined that the financing could be detrimental to the debt position or the best interests of the City.

4. General Obligation Bonds – N otwithstanding their name, General Obligation Bonds are not general obligations of the City, but instead they are payable from and secured by a dedicated, voter- approved property tax override rate ( i.e., a property tax in excess of the 1% basic ad valorem property tax rate which has received the approving two-thirds vote of the City’s electorate). While the dedicated revenue stream to repay the debt makes General Obligation Bonds an attractive option, additional considerations for this financing mechanism include the time and expense of an election, the possibility that the electorate will not approve the ballot measure, and the legal bonding capacity limit of the assessed value of all taxable property within the City.

5. Tax Increment Financing – Tax increment financing is a financing method whereby a portion of ad valorem property taxes (commonly called the “tax increment”) that are allocated to an entity, such as an enhanced infrastructure financing district (“EIFD”), a community revitalization and investment authority (“CRIA”) or an infrastructure and revitalization financing district (“IRFD”), and the entity is permitted to incur debt payable from and secured by the tax increment revenues.

While tax increment debt for redevelopment agencies and Successor Agencies is entitled to the benefits of Article XVI, Section 16, of the California Constitution, no similar provision exists for EIFDs, CRIAs and IRFDs at the time of adoption of this Policy. Therefore, when considering EIFD, CRIA or IRFD financing or other types of tax increment financing which may be permitted by law in the future, debt limit concerns should be analyzed with respect to the proposed structure and taken into account in determining the practical viability of the proposed financing.

6. Conduit Debt – Conduit financing provides for the issuance of securities by a government agency to finance a project of a third party, such as a non-profit organization or other private entity. The City may sponsor conduit financings for those activities that have a general public purpose and are consistent with the City’s overall service and policy objectives. Unless a compelling public policy rationale exists, such conduit financings will not in any way pledge the City’s faith and credit.

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STRUCTURE OF DEBT

1. Term of D ebt – T
o comply with Internal Revenue Service regulations for tax -exempt financing obligations, the weighted average maturity of the debt should not exceed 120% of the weighted average useful life of the facilities or projects to be financed, unless specific circumstances exist that would mitigate the extension of time to repay the debt and it would not cause the City to breach any covenants to maintain the tax-exempt status of such debt, if applicable.

2. Rapidity of Debt Payment; Level Payment – To the extent practical, bonds will be amortized on a level repayment basis, and revenue bonds will be amortized on a level repayment basis considering the forecasted available pledged revenues to achieve the lowest rates possible. Bond repayments shoul d not increase on an annual basis in excess of 2% without a dedicated and supporting revenue funding stream.

Accelerated repayment schedules reduce debt burden faster and reduce total borrowing costs. The Management Services Director will amortize debt through the most financially advantageous debt structure and to the extent possible, match the City’s projected cash flow to the anticipated debt service payments. “Backloading” of debt service will be considered only when one or more of the following occur:
a) Natural disasters or extraordinary or unanticipated external factors make payments on the debt in early years prohibitive.
b) The benefits derived from the debt issuance can clearly be demonstrated to be greater in the future than in the present.
c) Such structuring is beneficial to the City’s aggregate overall debt payment schedule or achieves measurable interest savings.
d) Such structuring will allow debt service to more closely match projected revenues, whether due to lower project revenues during the ear ly years of the project’s operation, inflation escalators in the enterprise user rates, or other quantifiable reasons.

3. Serial Bonds, Term Bonds, and Capital Appreciation Bonds – For each issuance, the City will select serial bonds or term bonds, or both. On the occasions where circumstances warrant, Capital Appreciation Bonds (“CABs”) may be used. The decision to use term bonds, serial bonds, or CABs is driven based on market conditions. However, the use of CABs should be used as a last resort unless a compelling financing need is presented and acceptable rates and terms can be secured.

4. Reserve Funds – To the extent that the use of available City moneys to fund a reserve fund provides an economic benefit that offsets the cost of financing the reserve fund fr om bond proceeds (as determined by the Management Services Director in consultation with the City’s municipal advisor and, if applicable, the underwriter for the bonds), the City may use legally permitted moneys to fund a reserve fund (in cash or through t he purchase of a debt service reserve surety bond or insurance policy) for the proposed bonds, up to the maximum amount permitted by applicable law or regulation. Typically, this amount is equal to the least of: (i) maximum annual debt service on the bonds, (ii) 10% of the principal amount of the bonds (or 10% of the sale proceeds of the bonds, within the meaning of Section 148 of the federal Internal Revenue Code), or (iii) 125% of average annual debt service on the bonds.

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USE OF AL

TERNATIVE DEBT INSTRUMENTS
Alternative debt instruments and financing structures sometimes can provide a lower cost of borrowing in the short run, but may involve greater medium -term or long -term risk. Due dilig ence review must be per
formed for each transaction, including the quantification of potential risks and benefits, analysis of the impac
t on City creditworthiness and debt affordability and capacity, and an evaluation of the ability of the City
to withstand the medium -term or long- term risk attendant to alternative debt inst ruments, including the feasibility of exit strategies.

1. Variable Rate Debt
Variable rate d
ebt affords the City the potential to achieve a lower cost debt depending on market conditions. However, the City will seek to limit the use of variable-rate debt due to the potential risks of such instruments.
a) Purpose
The City may consider the use of variable rate debt for the purposes of:
i. Reducing the costs of debt issues.
ii. Increasing flexibility for accelerating principal repayment and amortization. iii. Enhancing the management of assets and liabilities (matching short -term “priced debt” with the City’s short-term investments).
b) Considerations and Limitations on Variable-Rate Debt The City may consider the use of all alternative structures and modes of variable rate debt to the extent permissible under California law and will make determinations among different types of modes of variable rate debt based on cost, benefit, and risk factors.

The Management Services Director must consider the following factors in considering whether to utilize variable rate debt:
i. With respect to General Fund supported debt, one of the following two criteria should be met as determined by the Management S ervices Director in his or her discretion: 1) any variable rate debt should not exceed 20% of total City General Fund supported debt; or 2) annual debt service on any variable rate debt should not exceed 5% of the annual General Fund Revenue.
ii. Any variable rate debt should be fully hedged by expected future capital fund reserves or unrestricted General Fund reserve levels, as applicable. iii. Whether interest cost and market conditions (including the shape of the yield curves and relative value considerations) ar e unfavorable for issuing fixed rate debt.
iv. The likelihood of projected debt service savings when comparing the cost of fixed rate bonds.

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v. Costs, implementation and administration are quantified and considered. vi. Cost and availability of liquidity facilities ( lines of credit necessary for variable rate debt obligations and commercial paper in the event that the bonds are not successfully remarketed) are quantified and considered. vii. Whether the ability to convert debt to another mode (daily, monthly, fixed) or redeem at par at any time is permitted.
viii. Cost and availability of derivative products to hedge interest rate risk. ix. The findings of a thorough risk management assessment. c) Risk Management
A decision to issue variable rate debt first requires a rigorous risk assessment including, without limitation, factors discussed in this section. Variable rate debt subjects the City to additional financial risks (compared to fixed rate bonds) including interest rate risk, tax risk, and certain risks related to providing liqui dity for certain types of variable rate debt.

The City will properly manage the risks as follows:
i. Interest Rate Risk and Tax Risk – The risk that market interest rates increase on variable-rate debt because of market conditions, changes in taxation of muni cipal bond interest or reductions in tax rates. Mitigation – Limit total variable rate exposure per the defined limits, match the variable rate liabilities with short term assets, and/or purchase appropriate derivative products to hedge against the risk (see also Section F.2 below).
ii. Liquidity/Remarketing Risk – The risk that holders of variable rate bonds exercise their “put” option, tender their bonds, and the bonds cannot be remarketed requiring the bond liquidity facility provider to repurchase the bonds . This will result in the City paying a higher rate of interest to the facility provider and the potential rapid amortization of the repurchased bonds. Mitigation - Limit total direct variable-rate exposure. Seek liquidity facilities which allow for longer (5-10 years) amortization of any draws on the facility. Endeavor to secure credit support facilities that result in bond ratings of the highest short-term ratings and long-term ratings not lower than the second highest rating category (without taking into account numerical or plus/minus sign modifiers). If the City’s bonds are downgraded below these levels (or such other rating levels as provided in the applicable financing documents) as a result of the facility provider’s ratings, a replacement provider shall be sought.
iii. Liquidity/Rollover Risk – The risk that arises due to the shorter term of most liquidity provider agreements (1-5 years) compared to the longer -term amortization schedule of the City’s variable-rate bonds. Liquidity and rollover risk includes the following risks: (1) the City may incur higher renewal fees when renewal agreements are negotiated; and (2) the liquidity bank market may constrict T28

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such that it is difficult to secure third party liquidity at any interest rate. Mitigation – Negotiate longer terms on provider contracts to minimize the number of rollovers.

2. Derivatives
Using certain derivative products to hedge variable rate debt, such as interest rate swaps, may be considered by the City to the extent it has such outstanding debt. The City must exercise extreme caution in the use of derivative instruments for hedging purposes and will consider their utilization only when sufficient understanding of the products and sufficient expertise for their appropriate use is developed by the Management Services Director. A comprehensive derivative policy must be adopted by the City Council before any utilization of such instruments.

REFUNDING GU

IDELINES
The Management Services Director must monitor all outstanding City debt obligations for potential refinancing opportunities. The City will consider refinancing of outstanding debt to achieve annual savings or to refinance a bullet payment or spike in debt service. Except for instances in which a bullet payment or spike in debt service is being refinanced, absent a compelling reason or financial benefit to the City, any refinancing should not result in an increase to the weighted average life of the refinanced debt.

Except for instances in which a bullet payment or spike in debt service is b eing refinanced or another City policy objective is being accomplished, the City will generally seek to achieve debt service savings which, on a net present value basis, are at least 3% of the debt being refinanced. The net present value assessment shall factor in all costs, including issuance, escrow, and foregone interest earnings of any contributed funds on hand. Any potential refinancing must additionally consider whether an alternative refinancing opportunity with higher savings is reasonably expected in the future. Refunding which produce a net present value savings of less than 3% will be considered on a case-by-case basis.

MARKET COMMUNICATION, ADMINISTRATION, AND REPORTING

1. Rating Agency Relations and Annual or Ongoing Surveillance – The Management Services Director is responsible for maintaining the City’s relationships with the major rating agencies that rate municipal bond issues (such as S&P Global Ratings, Fitch Ratings and Moody’s Investors Service). These agencies’ rating cri teria often change and the City cannot control the decisions made by any rating agency. However, for each debt issue that the City will seek a rating assignment, the City will strive to obtain and maintain the highest possible underlying, uninsured rating. In addition to general communication, the Management Services Director must:
a) Ensure the rating agencies are provided updated financial statements of the City as they become publicly available.
b) Communicate with credit analysts at each agency as may be requested by the agencies. c) Before each proposed new debt issuance, schedule meetings or conference calls with agency analysts and provide a thorough update on the City’s financial position, including the impacts of the proposed debt issuance.

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2. Council Communication – The Management Services Director should report to the City Council regarding feedback from rating agencies, when and if available, on the City’s financial strengths and weaknesses and areas of concern relating to weaknesses as they pertain to maint aining the City’s existing credit ratings.

3. Continuing Disclosure Compliance – The City will remain in compliance with Securities and Exchange Commission Rule 15c2-12 (17 CFR § 240.15c2-12) by filing (to the extent required by the applicable continuing disclosure undertaking). To that end, the “Continuing Disclosure Compliance Procedures,” attached as Appendix I, is incorporated as part of this Policy as if fully set forth.

4. Debt Issue Record-Keeping – A copy of all debt -related records must be retained in the City Clerk’s office. At minimum, these records must include all official statements, bond legal documents/transcripts, resolutions, trustee statements, leases, and title reports for each City financing (to the extent available) . .

Such records must be retained while any bonds of an issue are outstanding and during the six-year period following the final maturity or redemption of the bond issue or, if later, while any bonds that refund bonds of that original issue are outstanding and for the six year period following the final maturity or redemption date of the latest refunding bond issue.

5. Arbitrage Rebate – The use of bond proceeds and their investments must be monitored to ensure compliance with all arbitrage rebate requirements of the Internal Revenue Code and related Internal Revenue Service regulations, in keeping with the covenants of the City and/or related entity in the tax certificate for any federally tax -exempt financing. The Management Services Director must ensure that all bond proceeds and investments are tracked in a manner which facilitates accurate calculation; and, if a rebate payment is due, such payment is made in a timely manner.

CREDIT RATINGS
The City will consider published ratings agency guidelines regarding best financial practices and guidelines for structuring its capital funding and debt strategies to maintain the highest possible credit ratings consistent with its current operating and capital needs.

CREDIT ENHANCEMENT
Credit enhancement may be used to improve or establish a credit rating on a City debt obligation.

Types of credit enhancement include letters of credit, bond insurance and surety policies. The City, in consultation with the City municipal advisor, may determine the use of a credit enhancement, for any debt issue, if it reduces the overall cost of the proposed financing or if the use of such credit enhancement furthers the City’s overall financing objectives.

SB 1029 COMPLIANCE
Government Code § 8855 requires issuers to adopt debt policies addressing each of the five items below:
i. The purposes for which the debt proceeds may be used.

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Section C.2 (Acceptable Uses of Debt and Proceeds of Debt) and Section C.3 (Short-Term Debt) address the purposes for which debt proceeds may be used. ii. The types of debt that may be issued.

Section C.3 (Short-Term Debt), Section D (Types of Financing Instruments; Affordable and Planning Policies), Section E (Structure of Debt) and Section F (Use of Alternative Debt Instruments) are among the provisions that provide information regarding the types of debt that may be issued.
iii. The relationship of the debt to, and integration with, the issuer's capital improvement program or budget, if applicable.

Section C.1 (Acceptable Conditions for the Use of Debt) provides information regarding the relationship between the City's debt and Capital Improvement Program. iv. Policy goals related to the issuer's planning goals and objectives.

As described in Section B (Background), Section D (Types Of Financing; Affordability and Planning Policies) and other sections, this Policy has been adopted to assist with the City’s goal of maintaining fiscal sustainability and financial prudence. v. The internal control procedures that the issuer has implemented, or will implement, to ensure that the proceeds of the proposed debt issuance will be directed to the intended use.

Section C.4 (Internal Control Procedures Concerning Use of Proceeds of Debt) provides information regarding the City's internal control procedures designed to ensure that the proceeds of its debt issues are spent as intended.

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GLOSSARY
Ad Valorem Tax: A tax c alculated “according to the valu e” of property. In California, property w hich is subj
ect to ad valorem taxes i s classified as “secured” o r “unsecured.” The secured cl assification includes property on which any pr operty ta x levied by a c ounty become s a l ien on that pr operty. A tax l evied on unsecured property does not become a lien against the unsecured property , but may become a lien on certain other prope
rty ow
ned by the taxpayer.

Annual Coverage Ratio: With respect to any bond s that ar e s ecured by a particular sour ce of revenue
for a particular 12 month period, the ratio obtained from dividing the estimat ed dollar amount of the revenue duri
ng such per iod by the s c heduled principal a nd interest payment for the bonds duri ng such period.

Anticipation Notes: Short term notes (such as Tax and Revenue Ant icipation Notes, Grant Anticipation Notes and Bond Anticipation Notes) i ssued to provide i nteri m financing anticipated to be pa id off f rom sou
rces to be received at or before the maturity date of the anticipation notes (such as tax r evenues, grant funds, proceeds of long-term bonds).

A
rbitrage: T
he ga in that may be obt aine d by bor rowing funds a t a l ower ( often t ax-exempt) r ate and inv
esting the proceeds at h igher (often taxable) rates. The ability to ear n arbitrage by issuing tax-exempt secur
ities has been severely curtailed by the Internal Revenue Code of 1986, as amended.

Asse
ssed Valuation: The “value” of property as set by a taxing authority (such as the county assessor) o n the tax roll for purposes of ad valorem taxation.

Bon
d: A security that represents an obligation to pay a spe cified amount of money on a specific date in the future, typically with periodic interest payments.

Bond Anticipation Notes: Short-term notes issued usually for capital projects and paid from the proceeds of the issuance o
f long-term bonds. Pr ovide interim financing in anticipation of bond issuance.

Bond Counsel: A specialized, qualified attorney retained by the issuer to give a legal opinion concerning the validity of securities. The bond counsel’s opini on usually addresses the subject of tax exemption. Bond counsel typically prepares and/or advises the issuer regarding legal structure, authorizi ng re solutions, trust indentur
es and the like.

Bond Insura
nce: A typ e of cr edit enhancement whereby an i nsurance company i ndemnif ies an investor against defaul
t by the issuer. In the event of fa ilure by the issuer to pay princ ipal and interest in full and on tim
e, inves
tors may call upon the insurance company to do so. Once issued, the municipal bond insurance policy is gen
erally irrevocable. The insurance company receives its pr emium when the policy is issued and this premi
um is typically paid out of the bond is sue.

Capital Appreciation Bond: A municipal security on w hich the i nve stment return on a n initial pr incipal a
mount is reinvested at a stated compounded rate until maturity, at which time the investor receives a single payment re
presenting both the initia l principal amount and the tota l investment return.

CDIAC: California Debt and Investment Advisory Com mission.

Certificates of Participation: A financial instrument represent ing a proportionate interest in payments (such as lease p ayments) by one party ( such as a city act ing as a le ssee) to another party (of ten a JP A or n on- profit).

Competitive Sale: A sale of bonds in which an underwriter or syndicate of underwriters submit sealed bids to purchase t he bonds. Bids are awarded o n a true interest co st basis (TIC), p roviding that other b idding requir
ements ar e satisfied. Competitive sales are recommended for si mple financings wit h a s trong underlying credit rating. Th is type of sale is in contrast to a Negotiated Sale Continuing Disclo
sure: An issuer’s ob ligations under i ts continuing d isclosure agreements executed i n connection with its bond issues. See “Rule 15c2-12” below. U nder each continuing disclosure agreeme nt, the issuer agr
ees to periodically provide certain relevant infor mation and make such information available to the i nvesting market. The i nforma tion is generally required t o be pos ted on M SRB’s E lectronic T32

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13 Municipal Market Access (EMMA) website.

Credit Enhanc
ement: An instrument (such as a bond i nsurance policy, a d ebt service reser ve insurance policy or surety bond, a l etter of credit) which may be purchased to pr ovide additional assura nce that the repayment of the debt will be honored, and henc e may enhance the credit rating for the debt issue.

C
redit Rating Agency: A company that rates the relative credit quality of a bond issue and assi gns a letter rating. These rating agencies include Moody’s Investors Service, Standard & Poor’s, and Fitch Ratings.

Debt Limit: Th
e maximum amount of de bt that is legally permitted by applica ble charter, constitution, or statut
es.

Debt Service: The amount necessary to pay principal and interest require ments on outstanding bonds for a given y ear o r series of years.

Default: The failure to pay principal or interest in f ull or on time and, in some cas es, the failure to comply with non-payment obligations after noti ce and the opportunity to cure .

Derivative
: A financial instrument which derives its own value from the value of another instrument, usually an underlying asset such as a stock, bo nd, or an underlying reference such as an interest rate inde
x.

Disclosure Counsel: A specialized, qualified attorney retained to provide advice on iss uer disclosure obligations, to prepare the official statement and to prepare the continuing disclosure undertaking.

Discount: The difference between a bond’s par value and the price for which it is sold when the latter is less than par. Also known as “un derwriter discount,” this is the fee paid to the underwriter its banking and bond market
ing services.

Enter
prise Activity: Specific activity that generates revenues. Common examples include water, wastewater an
d solid waste enterpr ises. A use of revenues generated by an enterprise activity for purposes un
related to that enterprise is often sub ject to rest rictions imposed b y law. Debt service on bonds issued to finance faci
lities or projects for an enterprise is usually paid with the revenues of such enterpr ise.

Financing Team: The working group of City staf f and outside consultants necessary to complete a debt issuance.

Indenture: A contract between the issuer and the trustee stipulating the characteristics of the financial instrumen
t, the issuer’s obligation to pay deb t service, and the remedies available to the tr ustee i n the event of default.

Issuance Cos
ts: The costs incurred by the bond iss uer during the planning and sale of securities. These costs incl
ude by are not limited to municipal advisory, bond counsel, disclosure counsel, printing, advertisi
ng costs, credit enhancement, rating agencies fees, and other expenses incurred in the marketing of an issue.

Lea
se: An obligation wherein a lessee agrees to make payments to a lessor in exchange for the use of ce
rtain property. The term may refer to a capital lease or to an operating lease.

Lease Reven
ue Bonds: Bonds that are secured by the revenue from lease payments made by one party to another.

M
aturity Date: The date upon which a specified amount of debt principal or bonds m atu res, or becomes due and paya
ble by the issue r of the debt.

M
unicipal Advisor: A consultant who pr ovides the municipal issuer with advic e on the struct ure of the bond issu
e, timing, terms and related mat ters for a new bond issue.

Municip
al Securities Rulemaking Board (MSR B): A self-regulat ing organization established on September
5, 1975 upon the appointm ent of a 15-member boar d by the Securities and Exchange Agr
eement.

The MSRB, comprised of represe ntatives from investment banking firms, dealer bank representatives, and public representatives, is entrusted with the responsibility of writing rules of conduct for the municipal securities market. The MSRB hosts the EMMA webs ite, which hosts info rmation posted by issuers under thei r cont inuing disclosure undertakings.

Ne
gotiated S
ale: A sale of securities in which the terms of the sale are det ermined through negotiation T33

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be
tween the issuer and the purchaser, typically an underwriter, without competitive bidding. The neg
otiated sales process provides control over the financing structure and issuance timing. Negotiated sales are recommended for unusual financing terms, period of market volatility and weaker credit quality.

A thorough evaluation, usually with the assistance of the City’s Municipal Advisor, of the proposed bon
d’s credit characteristics in conjunction with market conditio ns will be perf ormed to ensure reasonable final pric
ing and underwriting spread.

Net Present
Value (NPV) – A financial mea surement whereby savings of a transaction are discounted back to money into a
“today’s” dolla rs equivalent. Often the discount rate used is the true interest cost (TIC—see defini
tion below) rate on the proposed new bond is suance. Typically, in the municipal m arket place it is common to then divide the NPV value by the outstanding par amount of the bonds that are to be refunded to
deve
lop a percentage value .

Official Statement (Prospectus): A document published by the issuer in connection w ith a primary offering of securities that discloses material information on a new security issue including the purposes of the issue, how the securities will be repaid, and the financial , economic and social characteristics of the securi
ty for the bonds. Investors may use this information to evaluate the credit quality of the securities.

Par Value: The fac e value or principal amount of a security.

Pension Obligation Bonds: Financing instruments used to pay some or all of the unfunded pension liability
of a pension plan. POBs are issued as taxable instruments over a 10-40 year term or by matchi ng the term with the amortization period of the outstanding unf unded actuarial accrued liability.

Premium: The exces
s of the price at which a bond is sold over its face value.

Present Value: The value of a future amount or stream of revenues or expenditures.

Private Placement: A bond issue that is structur ed specifically for a small nu mber of purchasers or a single purchaser. Private placements are typically carried out when ext raneous circumstances preclude public offerings. A private placement is considered to be a negotiated sale.

Redempti
on: Depen
ding on an issue’s call provi sion s, an issuer may on certain dates and at certain premiu
ms, redeem or call specific outstanding maturities. When a bond or certificate is redeemed, the issuer is requir
ed to pay the maturities’ par value, the accr ued interest to the call date, pl us any premium required by the issue’s call provision s.

Refunding: A procedure whereby an issuer refinances an outsta nding debt issue by issuing a new debt issue.

Rul
e 15c2-12: Rule adopted by the Securities and Exchange Commission set ting forth certain obligations of (i
) underwriters to receive, review and disseminate official statements prepared by issuers of most primar
y offering of municipal securities, (ii) underwriters to obtain continuing disclosure agreements from issuer
s and other obligated persons to provide ongoing annual fi nancial information on a continuing basis, and (i
ii) broker-dealers to have access to such con tinuing disclosure in order to make recom
mendations of municipal securities in the secondary market.

Reserve Fu
nd: A fund established by the indenture of a bond issue into which money is deposit ed for payment of deb
t service in case of a shortfall in current revenues.

Reven
ue Bond: A bond which is payable from a specific source of revenue and to whi ch the full faith and credit of an i
ssuer is not pledged. Revenue bonds are paya ble from identif ied sources of revenue, and do not permit
the bondholders to com pel a jurisdiction to pay debt service f rom any other source. Pledged revenues of
ten are derived from the operation of an enterprise.

Secondary Market: The market in which bonds are sold aft er their initial sale in the new issue market.

Serial Bond
s: Bonds of an issue that mature in consecutive years or other interval s and are not subject to mandatory si
nking fund provisions.

Tax
and Revenue
Anticipation Notes (TRANS): Short term notes issued in anticipation of receiving tax r
eceipts and revenues within a fiscal year. TRANs allow the municipal ity to manage the period of cash shortfal
ls resulting from a mismatch between timing of revenues and timing of expenditures.

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15 Term Bonds: Bonds that come due in a single maturity but where the issu er may agree to make periodic payments
into a sinking fund for mandatory redemption of term bonds bef ore maturity and for payment at maturity.

T
rue Interest Cost (TIC): Under this method of computing the interest expense to the issuer of bonds, true in
terest cost is defined as the rate necessary to discount the am ounts payable on the respective princip
al and interest payment dates to the purchase price received for the new issue of bonds. Interest is assumed to be comp
ounded semi-annually. TIC computations produce a figure slightly di fferent from the net int
erest cost (NIC) method because TIC considers the time value of money while NIC does not.

T
rustee: A bank retained by the issuer as custodian of bon d proceed s and official rep resentative of bondholders. The trustee ensures compliance with the indentu re. In many cases, the trustee also acts as paying agent and is responsible for transmitting payments of interest and pr incipal to the bondholders.

Un
derwriter
: A broker-dealer th at purchases a new issue of municipal securities from the issuer for resale in a primary offering. The bonds may be purchased either thr ough a negotiated sale w ith the issuer or throu
gh a competitive sale.

Weighted Average Useful Life: In reference to a particular bond issue, th e weighted average useful life of the assets fin
anced with the proceeds of the bonds is calculated by giving weight to both the relative dollar amou
nt spent on each asset and the useful life of that asset.

Yield: T
he net rate of return, as a percentage, received by an investor on an investm ent. Yield calculations on a fixed income investment, such as a bond issue, take purchase pri ce and coupon into account when calculatin
g yield to maturity.

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