Monterey Park City Council
June 17, 2026

City Council of Monterey Park
The City Council Acting on Behalf of the Successor Agency of the Former Redevelopment Agency, the Housing Authority, the Monterey Park Financing Authority and the Monterey Park Geologic Hazard Abatement District Agenda

Regular Meeting
Monterey Park City Hall Council Chambers
320 West Newmark Avenue, Monterey Park, CA 91754

Wednesday, June 17, 2026
6:30 PM
Mission Statement
The mission of the City of Monterey Park is to provide excellent service, foster growth and opportunity, and create a joyous and collaborative environment.

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

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

The public may watch the meeting live on the city’s cable channel MPKTV (AT&T U-verse, channel 99 or Charter Communications, channel 182) or by visiting the city’s website at http://www.montereypark.ca.gov/133/City-Council-Meeting-Videos. Per the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email City Hall at [email protected] or call (626) 307-1359 for reasonable accommodation at least 48 hours before a meeting. Council Chambers are wheelchair accessible.

Public Comment for Matters Not on the Agenda
Pursuant to Rule 5 of Resolution No. 12226 (adopted February 17, 2021), speakers are limited to a total of five minutes for Public Comment and a total of five minutes on all other items on the Agenda.

Exception - See Public Hearing Procedures under Rule 7, Resolution No. 12226. If desirable, the Mayor and City Council may change the amount of time allowed for speakers.

While all comments are welcome, the Brown Act does not allow the City Council to take action on any item not on the agenda. The Council may briefly respond to comments after Public Communications is closed. Persons may speak to any matter that is not on the Agenda but within the City Council's subject-matter jurisdiction at this time. Comments regarding an Agenda item, including the Consent

Calendar, will be heard when that matter is called. Written Communication is accepted up to 24 hours before the meeting by completing an online form at www.montereypark.ca.gov/writtencomm. Written communications are provided to the City Council.

Live Translation:

Meetings will be translated (transcribed or audio) to the language you select. Instructions are provided below.

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1. Call to Order
Mayor

2. Flag Salute
The Monterey Park Police Explorers

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

4. Telecommunications Announcement, if requested

5. Agenda Revisions and Additions

6. Presentation

6.A. SGV Forward Ad Hoc Subcommittee Update

6.B. 2026 SoCal PONY Interleague Gold Bracket Champions - MPK Reapers

7. Public Comments

8. Staff Communications

8.A. City Manager's Department

8.B. Fire Department

8.C. Public Works Department

9. Old Business

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

10.A. Fiscal Year 2026-2027 Annual Budget Adoption

It is recommended that the City Council consider:

1. Adopting by Resolution the City’s and Successor Agency’s Fiscal Year 2026-2027 Annual Budget; and

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

10.B. Award of Multiple Vendor Contracts for As-Needed Purchase of Pipe Parts and Related Supplies

It is recommended that the City Council consider:

1. Awarding contracts to Core & Main, LP; Ferguson Enterprises, LLC; Orange County Winwater Works Co.; S & J Supply Co., Inc.; and Western Water Works Supply Co. for the purchase of pipe parts and related supplies for the Water Division, each with a three-year term, with aggregate annual expenditures under all agreements not-to- exceed $500,000;

2. Authorizing the City Manager to execute all agreements and related documents, in a form approved by the City Attorney; and

3. Taking such additional, related action as deemed appropriate.

10.C. Award of Fuel Purchase Agreement to Pinnacle Petroleum, Inc. for the Purchase and Delivery of Gasoline, Diesel Fuel, Oil, and Lubricants

It is recommended that the City Council consider:

1. Authorizing the City Manager to execute a fuel purchase agreement, in a form approved by the City Attorney, with Pinnacle Petroleum, Inc. for bulk purchase and

delivery of fuel, oil, and lubricants for a total not-to-exceed amount of $1,350,000, for an initial 3-year term beginning July 1, 2026 through June 30, 2029; and

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

CEQA (California Environmental Quality Act):

The proposed project is categorically exempt from the requirements of the California Environmental Quality Act (“CEQA”) pursuant to 14 California Code of Regulations § 15301 as a Class 1 categorical exemption (Existing Facilities). The Project involves the continued operation and maintenance of existing City facilities and services through the purchase and delivery of fuel, oil, and lubricants and does not result in any expansion of existing use.

10.D. Award of Public Works Contract to Sebastian Waterworks, Inc., DBA Mr. Rooter Plumbing of South San Gabriel for On-Call Commercial Plumbing Services

It is recommended that the City Council consider:

1. Authorizing the City Manager to execute an on-call public works contract, in a form approved by the City Attorney, with Sebastian Waterworks, Inc., DBA Mr. Rooter Plumbing of South San Gabriel for on-call commercial plumbing services at City- owned facilities for a total contract amount of $300,000, with a not to exceed amount of $60,000 per task order, for an initial 3-year term beginning July 1, 2026 through June 30, 2029; and

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

CEQA (California Environmental Quality Act):

The proposed project is categorically exempt from the requirements of the California Environmental Quality Act (“CEQA”) pursuant to 14 California Code of Regulations § 15301 as a Class 1 categorical exemption (Existing Facilities). The Project results in minor alterations to existing public facilities involving no significant expansion of the existing use.

The Project is not anticipated to have any significant impacts regarding noise, air quality, or water quality.

10.E. Anniversary of the Death of Vincent Jen Chin (As Requested by Mayor Pro Tem Lo)

It is recommended that the City Council consider:

1. Approving the attached resolution; and,

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

10.F. Juneteenth Resolution (As Requested by Council Member Sanchez)

It is recommended that the City Council consider:

1. Approving the attached resolution; and,

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

10.G. National Boys and Girls Club Week Resolution (As Requested by Council Member Sanchez)

It is recommended that the City Council consider:

1. Approving the attached resolution; and,

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

11. Public Hearing

11.A. A public hearing to consider adopting a resolution approving a 159-unit condominium development, including eight live/work units, and eight very low-income affordable units at 601 Potrero Grande Drive and 2100 Saturn Street (Assessor's Parcel Numbers 5265-025-055, 056 and 058)

It is recommended that the City Council consider:

1. Opening the public hearing;

2. Receiving documentary and testimonial evidence;

3. Closing the public hearing;

4. After considering the evidence received during the public hearing, adopt Resolution XX-XX to approve Site Development Plan No. 25-131 (“DRB-25-131”), Density Bonus DRB-26-067, and Vesting Tentative Map No. 84935 (“TM-26-03”), subject to conditions of approval contained in Exhibit “A” of Resolution XX-XX; and

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

CEQA (California Environmental Quality Act):

Pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”), the City has reviewed the Project and determined that additional environmental review is not required for the Project pursuant to Public Resources Code § 21080.66. The City has further determined that the Project satisfies the requirements of that section. If approved, the City will file a Notice of Exemption (Attachment 7) as required under Public Resources Code §§ 21008, 21152.

Public Resources Code § 21080.66, added by Assembly Bill (AB) 130, became effective in July 2025 to streamline the CEQA process for certain housing projects by exempting qualifying urban infill developments from portions of environmental review requirements. The legislation aimed to accelerate project approvals and reduce delays for development in already urbanized areas, while still maintaining targeted environmental and tribal consultation protections. Because the City determined that the Project qualifies for this statutory exemption, technical studies such as air quality and noise analyses are not required. However, the Project prepared a traffic study, which is discussed later in this report.

To qualify for streamlining under Public Resources Code § 21080.66, a project must satisfy a number of statutory requirements. The Applicant submitted an AB 130 Eligibility Checklist (Attachment 5), and staff determined that the Project satisfies the applicable eligibility requirements, including those relating to project size, urbanized location, infill status, absence of statutory exclusion areas, and the lack of any historic structure demolition.

AB 130 also requires consultation with California Native American tribes that are traditionally and culturally affiliated with the Project Site. City staff conducted Tribal Consultation in accordance with the statute and incorporated Tribal Cultural Resource conditions into the Project’s Conditions of Approval at the request of one of the consulted tribes (Conditions of

Approval 30–36).

Finally, AB 130 requires preparation of a Phase I Environmental Site Assessment (ESA).

The Applicant submitted a Phase I ESA for the Project (Attachment 8) which staff reviewed and accepted. Consistent with California law, any recognized environmental conditions identified in the Phase I ESA must be remediated or otherwise addressed before issuance of a certificate of occupancy.

12. New Business

13. City Communications (City Council) / Future Agenda Items

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

15. Adjournment

City Council Staff Report

Date: June 17, 2026
Agenda Item Number: 10.A.

To: The Honorable Mayor and City Council
From: Martha Garcia, Director of Finance
Subject: Fiscal Year 2026-2027 Annual Budget Adoption

Recommendation:

It is recommended that the City Council consider:

1. Adopting by Resolution the City’s and Successor Agency’s Fiscal Year 2026-2027 Annual Budget; and

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

Executive Summary:

On May 27, 2026, the City Council held a public budget workshop regarding the City’s current finances, projected revenues, financial obligations, and proposed budget for Fiscal Year 2026-

27. The budget for FY 2026-2027 presents a spending plan that anticipates $181 million in estimated operating revenues and transfers-in; $7.2 million from grant advancements and fund balance from all funds combined; and $188.2 million in operating and capital improvements expenditures and transfers-out.

Significant changes include employee reclassifications, increases in the City’s Unfunded Accrued Liability (UAL), and the other budget goals and objectives presented and discussed at the workshop.

In addition, the City Council’s 2026-2027 Strategic Plan Goals were added to the budget document to provide a roadmap for implementing the specific objectives during this budget cycle.

Background:

On May 27, 2026, City Council conducted a public budget workshop at which staff presented estimated FY 2026-27 revenues of $181 million, grant advancements and fund balance of $7.2 million, and expenditures of $188.2 million. The workshop included discussions on the City’s

current CalPERS UAL, increases in the cost of City services and supplies, the reclassification of three staff positions within the City’s employee roster, the addition of four full-time-equivalent (FTE) positions, and all other budget goals and objectives.

The City’s FY 2026-2027 Operating, Debt and Capital Budget total is $188.2 million of which $77.8 million is in the General Fund, $16 million is for capital improvements and $2.2 million is for the Successor Agency enforceable obligations and administration costs. The remainder of the budget comes from various other funds.

A careful and methodical approach was taken in preparing the budget consistent with City Council’s practice to exercise fiscal prudence with funding requests and the preservation of the General Fund reserves. Departmental budget requests were scrutinized considering essential operational needs and limiting the ongoing demand on the City’s finances. This operating budget generally maintains current service levels, with escalations only where the cost of service delivery has increased or where a need for additional services has been identified.

Strategic Plan Goal:

This item supports the Strategic Plan goal of maintaining the City's fiscal stability by adopting a balanced budget that aligns financial resources with service priorities, promotes responsible fiscal management, and ensures transparency in the use of public funds.

Fiscal Impact:

The FY 2026-2027 Citywide budget is estimated at $188.2 million, with a General Fund budget of $77.8 million (net of transfers).

Attachments:

1. Budget Adoption Resolution

2. 2026-2027 Adopted Budget

Staff Report
June 17, 2026
ATTACHMENT 1
Budget Adoption Resolution

RESOLUTION NO.

A RESOLUTION ADOPTING THE FISCAL YEAR 2026-2027 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

The 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. The 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. The Budget and CIP are based upon appropriate estimates and financial planning for the City’s operations, debt and capital improvements;

C. The City Council conducted a public study session on May 27, 2026;

D. The City Council is fully informed regarding the City’s current finances, projected revenue, and financial obligations; and

E. It is in the public interest for the City Council to adopt the Budget and CIP as proposed by the City Manager.

SECTION 2: Adoption. The Budget and the Capital Improvement Projects as incorporated by reference to this Res olution 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. Article XIIIB of the California Constitution requires the City to set its Appropriations Limit on an annual basis;

B. The City’s Appropriations Limit may be adjusted annually based upon inflation and population growth.

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C. The City Council may choose the method of calculating adjustments to the City’s Appropriations Limit on an annual basis.

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

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

E. As a result of the adjustments made to the City’s Appropriations Limit, the City Council sets the Appropriations Limit for f iscal year 2026-2027 at $126,618,391 million.

SECTION 4: Budget Appropriations. Based upon the Bud get, 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 Manager, 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, may 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:

A. By majority vote of the City Council;

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B. By the City Manager, or designee, for all appropriation transfers between programs and sections within a City department and between appropriation units (e.g., salaries and benefits, services and supplies, and capital outlay) within programs;

C. Objects code expenditures within appropriation units in a program are not restricted so long as funding is available in the appropriation unit as a whole.

SECTION 9: Contracting Authority.

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

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

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

SECTION 3: Electronic Signatures. This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

SECTION 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.

SECTION 5:

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

PASSED AND ADOPTED this 17th day of June 2026.

____________________________
Elizabeth Yang, Mayor

ATTEST:

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____________________________
Maychelle Yee, City Clerk

APPROVED AS TO FORM:

____________________________
Karl H. Berger, City Attorney

Staff Report
June 17, 2026
ATTACHMENT 2
FY 2026-2027 Adopted Budget

MONTEREY PARK CITY OFFICIALS

CITY COUNCIL

Elizabeth Yang, Mayor
Henry Lo, Mayor Pro Tem

Jose Sanchez Thomas Wong Vinh T. Ngo Council Member Council Member Council Member

ELECTED OFFICIALS
Maychelle Yee, City Clerk
Amy Lee, City Treasurer

EXECUTIVE TEAM
Inez Alvarez .…………………………………..………………………..City Manager
Diana Garcia………………………………………………..Assistant City Manager
Karl H. Berger…………………………………………………………….City Attorney
Scott Wiese………………………………………..………………………Police Chief
Jason Hing…………………………………………….………………………Fire Chief
Martha Garcia……………………………….………….……….Director of Finance
Christine Tomikawa……….Director of Human Resources/Risk Management Shawn Igoe……………………..…………………..……...Director of Public Works Timothy Hou…………...………………..…Director of Community Development Robert Aguirre……………………Director of Recreation/Community Services Kristin Olivarez …………………………………………………………City Librarian

CITY OF MONTEREY PARK

ADOPTED BUDGET
FY 2026-2027

TABLE OF CONTENTS

BUDGET MESSAGE ..…………………..……………………………………………………………………… A1

CITY MAPS & STATISTICS ……………………..……………………………………………………………… B1

FUND LEVEL

FUND ACTIVITY ...…………………………………………………………………………….……… C1
SOURCE OF FUNDS ………………………………….……………………………………………... C5
SUMMARY OF REVENUES & TRANSFERS-IN …………………………………………………..…. C9 FY 2025–2026 FUND BALANCE CHANGE SUMMARY ..…………………………………...…… C11 REVENUE GRAPHS ……………………………………………………..…………………………… C12
FIVE-YEAR SUMMARY OF REVENUES & TRANSFERS-IN BY FUND TYPES ..…………….…….. C15 FIVE-YEAR SUMMARY OF EXPEPNDITURES & TRANSFERS-IN BY FUND TYPES …………….... C16 EXPENDITURES BY FUND AND CHARACTER ………………….…………………………….…… C17 SOURCE OF FUNDS BY DEPARTMENT .…………………………………………………………… C18 GENERAL FUND FIVE-YEAR PROJECTION…………………………….………..………………... C19 CITYWIDE PERSONNEL SUMMARY………………………………………………………………… C21

DEPARTMENT OPERATING LEVEL

CITY COUNCIL DEPARTMENT ……………………………………………………………………... D1 City Council -1101 ……………………………………..………………………………….. D4
Regional Associations -1110 ………………………………………………………...…. D7

CITY MANAGER DEPARTMENT ...………………………………………………………………….. E1 City Manager -1201 …………………………………..……………………………..…… E4
SA for the Former RDA -1203 …………………………………………………………… E7
Media Production and Communications -1209 ………………………………….….. E8 City Clerk -1213 ……………………………..………….…………………………….……. E11

CITY CLERK DEPARTMENT ……….…………………………………………………………..…….. F1 City Clerk -1301 …………………………………..………………………………….…… F2

CITY TREASURER DEPARTMENT ………………….…………………………………………..…….. G1 City Treasurer -1501 …..……………………………..…………………………………… G1

CITY ATTORNEY DEPARTMENT …………………………………………………………………….. H1 City Attorney -1601 …..……………………………..……………………………….…… H1

FINANCE DEPARTMENT ………………………………….…………………………………….…… I1
Finance -1403 …………………………………………………………………………..…. I5
Information Technology -1404 ……………………………………………………….… I7 Revenue Collection -1406 ………………………………………………………..…….. I10

HUMAN RESOURCES & RISK MANAGEMENT DEPARTMENT ………………...…………….… J1 Human Resources -1801 ………………………………………………………………. J4
Risk Management -1802 ………………………………………………………………. J7

COMMUNITY DEVELOPMENT DEPARTMENT .……………………………………………………. K1 Planning -1701 …………………………………………………………………………..... K7
Building & Safety -1702 ………………………………………………………………….. K12 Community Housing Assistance -1704 ……………………………………………….. K17 Economic Development -1705 ………………………………………….….…………. K21 Business Improvement District Area No. 1 -1711 ……………....……..……………. K25

POLICE DEPARTMENT …………………………………………………………………................... L1 Administration -3101 ……………………………………………………………………... L8
Traffic Bureau -3102 ……………………………………………………………………… L12
Field Services -3103 …………………………………...…………………………………. L16 Investigations -3104 ……………………………………………………………………… L21
Animal Services -3111 …………………………..………………………………………. L25
Communications -3112 ……………………….………………………………………… L30
Jail -3113 …………………………………………….…………….……………………….. L34
Records -3114 ……………………………………….……….……………………………. L37
Computer Services -3115 ………………………………..……………………………… L41
Community Engagement Bureau -3120 …………………………...………………… L44

FIRE DEPARTMENT …………………………………………………………………………………... M1
Administration -3201 ……………………………………………………………………... M7
Fire Prevention -3205 …………………………………………………………………….. M9
Emergency Operations -3210 ………………………………………………………..… M12 Emergency Medical Services -3220 ………………………………………………..… M15 Community Risk Reduction -3230 ……………………………………………………... M18 Code Compliance -3240 ……………………………………………………………….. M21

MONTEREY PARK BRUGGEMEYER LIBRARY …………………………………………………….. N1 Library Administration -6001 ………………………………………………………….… N5 Adult and Teen Services -6002 …………………..…………………………………….. N8 Operational Support Services -6003 …..……………………………………………… N12 Literacy -6005 …………………………………………………………………………..…. N16
Children Services -6006 …………………………………………………………...…….. N19

RECREATION & COMMUNITY SERVICES DEPARTMENT …………….……………………...….. O1 Recreation Facilities -6502 ……………………………………………………………… O5 Aquatics -6503 ……………………………………………………………………………… O8
Senior Programs -6505 ..…………………………………………………………………. O11
Youth Programs -6506 ……………………………………………………………..……… O14
Recreation Programs -6507 ………………………………………………………..…… O17 Special Events -6508 .…………………………………………………………………….. O20
Community Transportation -6511 …………………………………………….……….. O23

PUBLIC WORKS DEPARTMENT ………………………………………………………………...…… P1 Community Transportation -4201 ……………………………………………….…….. P7 Street Maintenance -4202 ………………………………….…………………………... P10 Storm Drain Maintenance -4203 ………………………………………………………. P13 Sanitary Sewer Maintenance -4204 ………………………………………………...… P15 Street Cleaning -4205 ……………………………………………………………………. P18
Traffic Control -4206 ……………………………………………………………………… P20
Street Lighting -4207 ……………………………………………………………………... P23 Refuse Collection -4208 …………………………………………………………..…….. P26 Building Maintenance -4210 ……………………………………………………...……. P29 Motor Pool Shop -4211 ………………………………………………………………...… P32
Engineering -4212 …………………………………………………………………..……. P35
Parkway Maintenance -4216 ……………………………………………………...…… P39 Parks -4217 …………………………………………………………….………………...… P42
Water Administration -4220 ……………………………………………………….……. P45 Water Commercial -4221 …………………………………………………………..…… P48
Water Production -4222 …………………………………………………………………. P51
Water Distribution -4223 …………………………………………………………….…… P54 Well No. 5 -4226 …..………………………………………………………………...…….. P57 Well No. 12 Treatment Plant -4227 …..……………………………………………...…. P59 Well No. 1, 3, 10 -4229 …………………………………………………………………… P60

Well 15 -4231 ………………………………………………………………………………. P62
Centralized Groundwater -4234 ……………………………………………………..... P63

NON-DEPARTMENT Q1
General Liabilities Program -5101 …………………………………………………….. Q3 Post-Employment -5102 …………………………………………………………………. Q4
Workers’ Compensation -8301 ……………………………………………………….... Q6

CAPITAL IMPROVEMENT PROGRAM R1
Street Construction -5001 ……………………………………………………………….. R5 Community Improvements -5002 ……………………………………………………... R7 Enterprise Capital Projects -5005 ……………………………………………………… R9 Five-Year Capital Improvement Program …………………………………………... R11

DEBT SERVICE …………………………………………………………………………………….. S1

RESOLUTIONS & POLICIES ……………………………….…………………………………… T1

PRIDE IN THE PAST • FAITH IN THE FUTURE
320 West Newmark Ave. Monterey Park, CA 91754
www.montereypark.ca.gov
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CITY CLERK

MAYCHELLE YEE
CITY

TREASURER

AMY LEE

CITY COUNCIL

HENRY LO

VINH NGO

JOSE SANCHEZ

THOMAS WONG

ELIZABETH YANG
M
ay 27, 2026
Honorable Mayor and Members of the City Council,
It is my privilege to present the adopted budget for all operations of the City of Monterey Park for the fiscal year 2026-2027. The City’s 2026-2027 budget, which funds public safety, community and economic development, transportation, parks and open space, recreation, library, infrastructure investments, and city facility upgrades, is developed by staff in order to achieve City strategic goals and objectives and to follow City Council's priorities and policy direction in the most responsive manner. This year, as always, our focus remains on delivering a wide range of services to our diverse community as we continue to maintain fiscal sustainability.

Economic Environment
The current economic outlook is characterized by uncertainty. Ambiguity in national public policy leads to delays and curtailment in capital investment. Tariff impositions fluctuate daily, often lacking specificity, with changing start dates and unclear product details. Other sources of volatility include global events, inflation concerns, and potential reductions in the Fed Funds rate. Prioritized day -to-day expenditures erode household discretionary spending due to weakened consumer confidence. Retailers acknowledge that shoppers are experiencing price fatigue. While people continue to spend, tax allocations are continually shifting. Our statewide forecast has weakened in the short term, with limited growth expected in FY 2026-27.

California’s unemployment rate has remained stable, reaching 5.5% in December 2025 and staying within a narrow 5.4% to 5.6% range over the past year. The consistency of the rate indicates that the labor market has settled into a new equilibrium. Labor market flows have slowed, with hiring no longer keeping pace with worker separations, limiting net job growth. Increases in unemployment have been concentrated among labor force re- entrants and longer -duration job seekers, while job losses have remained stable. Together, these patterns point to slower job switching and longer job searches, rather than an increase in layoffs, keeping unemployment elevated even as the labor market avoids broader deterioration.

PRIDE IN THE PAST • FAITH IN THE FUTURE
320 West Newmark Ave. Monterey Park, CA 91754
www.montereypark.ca.gov
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alifornia’s housing market has cooled, with weaker demand and limited housing supply. As of the third quarter of 2025, median home prices were $735,401, up

1.13% year over yea r, while home sales declined 4.2%, reflecting affordability constraints and elevated borrowing costs. As of November 2025, inventory remains tight, with 92,930 homes for sale, down 1.9% from a year earlier, and months of supply holding at three, well below levels associated with a balanced market. Median days on market increased to 49, indicating slower transactions.

Together, these conditions reflect a market adjusting through reduced activity rather than broad-based price declines.

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n the City of Monterey Park, economic development is an integral component of the City’s revenue generating activities. With 500,000 square feet of retail space, the Market Place, located along the Pomona Freeway, is the largest commercial shopping center ever developed in the community. Since its opening in May of 2018, the Market Place development has been a consistent revenue generator. The City is projecting a moderate increase in sales tax revenue from the Market Place for the upcoming year.

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he City has also welcomed new hotels along North Atlantic Boulevard to meet the growing demand for visitor accommodations in the greater San Gabriel Valley area. A 288 -room Courtyard by Marriott hotel opened in March 2021 on North Atlantic Boulevard. A new 134-room with 84 condominium units (residential mixed-use) Holiday Inn and Suites opened in May of 2024.

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rom January to April 2026, the City issued 113 new business licenses, signaling robust economic growth, and welcomed new businesses including 10,000 Coffee, ReeWork Me Fitness Center, and a new Starbucks Drive-Through.

T
hese are a dditional commercial and residential projects currently in review , recently entitled, or under construction:
• A 74-unit multi-family residential project on 336-410 S. Alhambra Avenue • A 63-unit two-story townhome project on 126 N. New Avenue • An 8-unit residential condominium project on 2011 Potrero Grande Drive • A retail market project on 283 E. Garvey Avenue
• A Tesla auto body facility at 777 Monterey Pass Road
• A 169-unit mixed-use project on 114 E. Garvey Avenue
• A 369-unit mixed-use project on 740 W. Garvey Avenue
• A 173-unit mixed-use project on 808 W. Garvey Avenue
• A 48-unit residential project on 816-824 Hellman Avenue • A 40-unit mixed-use project on 840 E. Garvey Avenue
• A 2-building commercial office industrial project of approximately 30,000 sq. ft. on 723-736 Monterey Pass Road

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• A 9- unit residential project at 338-346 Sefton Avenue • A 120-unit mixed-use project at 122 W. Garvey Avenue
• A 34-unit residential project at 507 N. Chandler Avenue • A 159-unit residential and live/work project at 601 Potrero Grande • A McDonald’s On the Go restaurant at 720 W. Garvey Avenue P
roperty values for 2025–26 continued to increase in Monterey Park, although at a slower pace than the previous year. Average residential home values increased approximately 1.3% year over year to about $931,600. The detached single-family housing market remained competitive, with median sale prices ranging from approximately $902,500 to $915,000 during early 2026. Housing inventory remained limited, supporting continued market stability and long -term property value growth.

The 2026-2027 Proposed Budget
The City’s proposed FY 202 6-2027 Operating, Debt and Capital Budget total is $188.2 million, of which $77.8 million is in the General Fund. This budget provides a road map for the City’s successful delivery of vital core services and infrastructure improvements, which can be seen in detail via the Fund, Department and Capital pages that follow. A careful and me thodical approach was taken in preparing the budget in order to exercise fiscal prudence and balance funding requests with the preservation of the General Fund reserves. Departmental budget requests were each carefully evaluated in order to limit demand on the City’s finances. This operating budget includes escalations where the cost -of-service delivery has increased.

T
he Adopted Budget reflects the Successor Agency (SA) budget of $2.2 million for enforceable obligations and administrative costs for winding down procedures of the former Monterey Park Redevelopment Agency.

M
onterey Park uses a five-year forecast to enable us to anticipate and adapt to economic challenges and to make decisions today with the next five years in mind. The five-year forecast aids the City’s administration in seeing our financial challenges before they are realized – giving the City the opportunity to proactively implement solutions. The City’s aim is not just financial stability but long-term financial sustainability.

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

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(Amounts in 000s) Approved Est. Actual Estimated
2025-26 2025-26 2026-27
Property Tax $25,436 $25,929 $27,108
Sales Tax $19,777 $19,556 $19,952
Utility User Tax $3,934 $3,934 $4,071
Transient Occupancy Tax $4,090 $4,091 $4,528
Business License Tax $1,651 $1,887 $1,972
Other Taxes $1,859 $1,859 $1,659
Licenses & Permits $2,021 $2,021 $1,954
Service Charges $8,118 $8,598 $8,655
Other Revenue $7,247 $7,247 $7,923
Total $74,133 $75,122 $77,822
P
roperty tax and sales tax continue to be the largest revenue sources, representing 61% of the General Fund's total revenue. Each key revenue assumption for 2026-2027 is summarized as following:

Pr
operty Tax The property tax is an annual levy and is based on the value of land and structures. Property taxes constitute 3 5% percent of all City own -source revenue. Total gross assessed value for 202 6 is $10.2 billion, up 5% or $483 million from last year. Prices for single-family homes have continued to rise in response to lower inventory and interest rates. The median sale price of a detached single- family residential home in Monterey Park at January 2026 was $915,000.

S
ales Tax Sales tax represents the seco nd-largest source of local tax revenue.

Sales tax is imposed on the retail sale of goods. In November 2022, voters adopted Measure MP which authorizes a ¾ cent transactions and use (sales) tax.

The measure was adopted based upon a 58.14% voter approval. This tax began to be collected by businesses on April 1, 2023, and is projected to generate $9.2 million in FY 2026-2027.

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

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

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

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

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

O
ther Revenues This category includes investment earnings, rents, fines, and miscellaneous revenue accounts. The City’s overall investment return is expected to continue to increase in FY 2026-2027.

General Fund Estimated Expenditures
Below is the summary of the General Fund expenditures and transfers for FY 2026- 2027.

General Fund Expenditures & Transfers
(Amounts in 000s) Est. Actual Proposed
2025-2026 2026-2027
Police $28,443 $29,285
Fire $18,622 $19,009
General Administration $7,681 $8,195
Public Works $3,477 $3,804
Capital Improvements $4,350 $3,750
Recreation/Community Services $3,112 $3,735
Library $3,290 $3,734
Community and Economic Development $3,108 $3,384
Non-Departmental $1,776 $2,877
Total $73,859 $77,773

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General Fund Balances
Fund Balances are often used to bridge economic cycles or weather emergencies so that community services can continue to be provided uninterrupted. Adequate fund balances are an indication of sound financial management. Beginning balance for General Fund reserve for FY 202 6-2027 is projected to be $44.2 million.

General Fund Balance
(Amounts in 000s)
Estimate Estimate
2024-2025 2025-2026
Beginning Balances $41,892 $44,155
Revenues & Transfers 75, 122 77,822
Expenditures & Transfers 72, 859 77,773
Ending Balances $44,155 $44,204
Proposed Budget for Other Funds
Other City funds are classified as restricted funds. The restricted funds include Special Revenue Funds, Enterprise Funds, Internal Service Funds, and Successor Agency Funds. These funds are kept separately for specific expenditures authorized by laws or City policies. The FY 2026-2027 Operating, Debt and Capital Budget expenditures for the restricted funds are $103.2 million and total projected revenues and transfers are $ 110.5 million. Below is a discussion of the major restricted funds.

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

R
etirement Fund Funding of the City’s pension programs comes from a special property tax approved by the voters in 1946 and 1952. The City’s retirement tax rate has remained at $0.091175 per $100 of the assessed valuation since 1983. For 2026-2027, the projected retirement revenue is $ 11.1 million, and total appropriations are $ 13.1 million. The difference comes from general fund supplement of $2 million and the remaining Retirement Fund reserve. The supplements are projected to grow much higher in the next five years due to changes in CalPERS discount rates.

P
ropositions A and C, and Measures R M and W Fund These funds continue to be used for the City’s Spirit Bus, Dial -a-Ride, taxi coupons, bus pass programs, traffic signal upgrades, and various street and roadway improvements. For 202 6-

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2027, total estimated revenue is $ 6 million and total budgeted expenditures are $14.2 million. The difference in expenses will come from anticipated grants.

R
oad Maintenance and Rehabilitation Act (SB1) Fund The Road Repair and Accountability Act of 2017 provides substantial new and more stable funding for state and local streets and roads over a period of ten years. For 202 6-2027, the City expects to receive over $ 1.7 million from the SB1 funds and will be used for various street resurfacing rehabilitations per the City’s Pavement Management Study.

M
aintenance District Fund The City formed a Maintenance District in 1993 to finance the maintenance and operation of streetlights, street trees, and medians in accordance with the Landscaping and Lighting Act of 1972. Rates have not been adjusted since 1996. The projected revenue is $1.1 million. This revenue combined with a General Fund supplemental payment of $842,497 to fund the total district maintenance expenditure of $2 million.

D
evelopment Impact Fee Fund Pursuant to Chapter 3.110 of the MPMC and City Ordinance No. 2134, the City established development impact fees for safety, circulation, water, sewer, library, and parks. Estimated amount for FY 202 6-27 is $1.3 million. These funds will be used for improvements per Government Code Section 66006.

G
rants Fund The City applies for and is awarded various grants for specific purposes. In FY 2026 -27, the City is anticipated to receive $ 5.9 million in grant funding. The recently awarded Land Water Conservation Fund (LWCF) grant of $6 million is a cost reimbursement grant and is pending Federal award. The LWCF grant will be included in a future budget once Federal award is received and the project begins.

E
nterprise Funds These funds account for activities financed and operated like those of business enterprise and are restricted for that specific purpose. The City completed a Proposition 218 rate increase for water and sewer, and new rat es were implemented in February 2024 for sewer and March 2024 for water. The City’s proposition 218 process for refuse was completed in 2025.

R
efuse Fund The refuse service includes trash collection, waste management, and recycling. The City awarded a contract to a new hauling company that began services in September 2024. A Proposition 218 process was completed in the fall of 2025 to assess new rates. The projected budget for FY 2026-27 is currently estimated to be $1.3 million.

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Sewer Fund The sewer rate is charged based on the meter size. The Sewer Master Plan provided the City with a comprehensive assessment to address 35% of the City’s sewer system. The projected budget for FY 2026-27 is $7.7 million for revenue and $9.6 million for expenses and capital improvements. Expenses include the use of reserves for capital projects.

W
ater Fund The City’s water system serves approximately 95% of Monterey Park residents. The system has 12 wells, 13 reservoirs, 5 treatment plants, 11 pumping stations, and 134 miles of water mains. The projected water revenues for water operation and treatment funds for FY 2026-27 total $25.1 million and proposed operating and capital improvement expenses are $ 26.4 million. Capital project expenses funded with Water Revenue Bond Series 2024 are $300 thousand. Water revenues cover the costs for the production, distribution, commercial, and treatment operating expenses.

Internal Service Funds
The purpose of Internal Service (IS) funds is to centralize services used by multiple departments such as general liability claims, workers’ compensation insurance, motor pool operations and replacement, technology development, employee separation benefits, and post -employment medical liability. These funds are a cost allocation tool and financed through charges to departments. The FY 2026- 27 internal service fund charges are: $ 4.1 million for building maintenance, $ 5.9 million for workers’ compensation, $4.7 million for motor shop pool, $2.7 million for separation benefits, $ 3.6 million for technology, $ 9.3 million for general liability, and $2.7 million for post-employment medical liability.

Debt Service and Outstanding Loans
Ongoing updates to and replacement of City’s infrastructure and capital assets are important to ensure quality service delivery. Capital improvements are costly and often times it is not feasible for the City to use a pay-as-you go method or to bank funds until a sufficient amount can be accumulated. To fund improvement needs in a timely manner, the City has secured loans to finance various major improvements. The table below is a summary of the debt service payments for FY 2026-27 and loan maturity years.

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Debt Services for 2026-2027
Fiscal Year Fiscal Year
Fund Type of
Debt Description 202 5-2026 202 6-2027

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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As with most public agencies, personnel costs are the City's single largest operating expenditure. Total staffing for FY 2026-27 is 393.25 full-time equivalent (FTE) positions, 4 more FTEs than FY 2025 -26. The C ity continues evaluating its organizational structure for the most efficient core staffing combination. It has always been the City’s goal to achieve the optimal service delivery within a given personnel budget.

T
he table below summarizes position changes in 2026-2027 to meet the proposed service levels.

Proposed Staffing Changes
2026-2027
Pension Funding
On February 16, 2021, the City issued Pension Obligation Bonds in the amount of $106,335,000, paying off in its entirety the City’s Unfunded Accrued Liability (UAL).

This payment brought the City’s UAL to a zero balance in February of 2021. The CalPERS discount rate has sense been reduced to 6.8%, and the updated UAL balance is $38,873,490 as of June 2024 . The City has implemented an Unfunded Pension Liability Policy to mitigate additional UAL costs and will follow policy to reduce its liability.

Department Position FTE Salary & Benefits
HR & Risk Department Add 1 Principal HR Analyst / Delete 1 HR Specialist 0 $36,240 Police Department
Add 2 Police Officers (1 Neighborhood
Engagement Team, 1 Community Engagement
Bureau) 2 $430,132
Community Development
Department
Reclassify 1 Administrative Aide to Management
Analyst 0 $22,000
Community Development
Department Add 1 Planner 1 $144,776
Public Works Department
Add 1 PT Water Production System Operator – 20
hr/week 0.5 $37,193
Public Works Department Add 1 PT Maintenance Worker (Facilities) 0.5 $31,087 Public Works Department
Reclassify 1 Auto Shop Technician to Administrative
Aide 0 $1,428
Total FTE 4.0 $702,856
Compensation and Staffing Level

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Pens
ion costs including bond payment are projected to be $ 16.2 million for FY 2026-27, which will be funded by the Retirement Fund and various other funds.

The General Fund supplements the pension cost for FY 2026- 27 at $2 million. The City’s personnel costs represent 60% of the City's operating budget. Like many state and local governments, the City has experienced fiscal pressures in meeting its retirement plan obligations and will continue to seek remedies.

The
table below shows the required and projected employer contributions for the next five fiscal years. The projection assumes that all actuarial assumptions will be realized and that no further changes to assumptions, contributions, benefits, or funding will occur during the projection period. The project ed normal cost percentages in the projections below reflect that the normal cost will continue to decline over time as new employees are hired into PEPRA or other lower cost benefit tiers.

Plan Required
2026-2027
Projected
2027-2028
Projected
2028-2029
Projected
2029-2030
Projected
2030-2031
Safety 19.68% 19.00% 18.40% 17.90% 17.50%
UAL Payment $2,438,063 $2,637,000 $2,835,000 $2,558,000 Miscellaneous 11.64% 11.40% 11.10%
$2,718,000

10.90% 10.70%
UAL Payment $1,208,170 $1,340,000 $1,471,000 $1,399,000 $1,299,000 Other Post-Employment Benefits (OPEB) Funding
Post-employment medical benefits are important because they are a form of promised deferred compensation and represent a significant and often growing element of employee- related costs. The net OPEB liability is reported on the annual financial report, which is approximately $ 16.1 million based on a 30 -year amortization. The City began to address unfunded liabilities associated with retiree health care in 2012 and established a formal trust account with CalPERS CERBT Program to systematically accumulate resources in trust to fund the retiree health care liabilities. Through this funding advancement method, the City ensures its promises are sustainable over time and systematically reduces the unfunded accrued liabilities, thus achieving the City's goal in addressing the retiree medical liabilities. For FY 2026-27, the City continues a $1.0 million OPEB trust contribution to proactively manage the retiree medical unfunded liability.

Infrastructure and Capital Improvements
Continued investment in the City’s infrastructure and capital improvements is the key to long-term economic success and better quality of life for our community.

For FY 2026-27, the City is proposing a total of $16 million from various funds for our infrastructure and capital investments. All project information is in the Capital Improvement Program chapter of the document.

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

The F
Y 202 6-27 Budget addresses Council priorities for the next fiscal year and continues the work of the City to deliver high quality services to the community.

This budget reflects changes to services that include the reallocation of staff to increase community services for our residents, businesses, and visitors. We will continue to deliver high levels of service with even greater efficiency.

I
extend my appreciation to the City Council for their exceptional leadership and direction. Additionally, I wish to express my thanks to our City departments and the dedicated Finance staff for their efforts in finalizing the FY 2026-27 Budget.

Res
pectfully,
Inez
Alvarez
City Manager

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About the City of Monterey Park
Monterey Park Government
Monterey Park was incorporated in 1916 as a general law city. The City operates under the C ouncil-Manager form of government. Council Members are elected by districts for four-year, overlapping terms of office.

The Mayor, who is selected during each Council reorganization every nine and half months, presides over all Council meetings and is the ceremonial head of the City for all official functions.

T
he elected offices of City Treasurer and City Clerk were last filled in November 2022. The term of office for all City elected positions is four years.

In the City of Monterey Park, the November 3, 2026 General Municipal Election will include contests for City Council Districts 1 and 5, as well as the at-large offices of City Treasurer and City Clerk.

T
he City Council appoints the City Manager, who is responsible for overseeing all City services and operations.

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City History

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

The area in which the City is now located was
originally inhabited by the Tong va Indians, later
renamed Gabrielino Indians by the Spaniards.

Following Spanish settlement of the region
during the early 1800s, the area was part of the
Mission San Gabriel de Arcangel.

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

In 1906, the first subdivision in the area, Ramona Acres, was formed.

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

Monterey Park voted itself into cityhood on May 29, 1916, by a 455 to 33 margin. The City’s first Board of Directors immediately outlawed sewage plants within City boundaries. Then they gave their new city a name taken from old government maps that described the oak -covered inclines that made up the area as Monterey Hills. This year, 2026, marks the 110 th birthday
of the City of Monterey Park!

Today, the City of Monterey Park is a General Law city operating under the Council-Manager form of municipal government. The City of Monterey Park is a full-service municipal government, offering its residents police, fire and

Monterey Park

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emergency medical protection, water, sewer and refuse collections, public infrastructure improvements and culture and leisure programming.

City’s Economic Condition and Priority Development

Monterey Park covers an area of 7.73
square miles with a population of
approximately 59,649. The City is located
six miles east of Los Angeles and is primarily
a residential community, with 78% of its
land zoned for single and multiple family
housing uses. The median home price in
Monterey Park is $915,000. The net taxable
property value during the F Y 2025-2026
assessment period was $ 10.6 billion,
representing a 4.4 % increase over the
previous year. Major businesses include
healthcare and social assistance, hotels
and restaurants, retail trade, finance and
insurance, corporate and business parks,
and light manufacturing.

Housing assistance programs in the City
include residential critical maintenance,
Business Improvement, and City
Infrastructure ADA compliance. The City’s
own Housing Fund, Community
Development Block Grant, and Home
Fund monies primarily finance these
activities. In most cases, public/private
partnerships are formed.

Population
59,649

-----------------------------
Median
Household
Income
$81,855

-----------------------------
Median Home
Value
$915,000

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The Market Place, which is located along the Pomona Freeway, is the largest commercial shopping center ever developed in the community.

Some of the well-known national and regional tenants in operation include Home Depot, Costco, Chick -fil-A, Guitar Center, In-N-Out, Buffalo Wild Wings, Ono Hawaiian BBQ, Thai House, and Starbucks.

Additional commercial projects which were recently approved and are in the Building & Safety plan check process or under construction include:
• Shopping Center Modernization at Atlantic Square
• A new Starbucks Drive-Thru on 1969 South Atlantic Boulevard • Whitmore Villas residential townhomes at 126 N. New Avenue

• A self-storage facility at 2500 Davidson Drive
• A new 5,000 square foot market on 283 East Garvey Avenue

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Transportation Services and Information

Public transportation services that are available to the community of Monterey Park include a local fixed-route circulator - the Spirit Bus; a micro transit service – MPK Transit Express; and regional bus service that is provided by two operators - Los Angeles County Metro Bus and Montebello Bus Lines.

Also available to the community are Metrolink commuter trains, l ocal Dial- A-Ride service for seniors and disabled persons, and regional paratransit service for disabled persons that is provided by Access Services, Inc.

• Spirit Bus
The Spirit Bus Service links residential neighborhoods to schools and the commercial and retail areas. Effective August 1, 2025, the service includes four routes that run every 30 to 40 minutes and operates five days a week, Monday through Friday.

• MPK Transit Express
MPK Transit Express is an on- demand micro transit service that operates usi ng app technology to schedule rides in real -time.

Anyone within the service zone, which entails most of Monterey Park’s city limits, can book an affordable shared ride by app or by calling 626-606-2679. Once a rider books a trip, the app matches other people heading in the same direction into one shared vehicle – creating quick and efficient trips that provide more flexibility than traditional public transit.

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

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

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

Annual Community Events

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

Monterey Park Birthday – The City’s annual birthday event is held in May, featuring four days of carnival rides, game booths, food, and live entertainment.

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

Spring Egg Hunt – This event provides games, entertainment, and an opportunity to collect some of the over 20,000 plastic eggs with candy and prizes. Eggs are scattered throughout Barnes Park field in designated sections separated by age groups. The event also features games, resource booths and is held in conjunction with the Farmers’ Market.

A Tribute to Cinco de Mayo – This fiesta offers an
unforgettable evening during the Play Days carnival. The event celebrates Mexican culture and features mariachi
music and dancing to a live Latin band.

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

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

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

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

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

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

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

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

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

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

City Maps & Statistics
FY 2026-2027 Budget

B9
City Maps

City Maps & Statistics
FY 2026-2027 Budget

B10

Miscellaneous Statistics

Date of Incorporation: May 29, 1916

Form of Government: Council/Manager

Area: 7.73 Square Miles

Miles of Streets: 119.27

Number of Street Lights: 3,359

Fire Protection:

Number of Fire Stations: 3
Number of Sworn Firefighters
and Non-Sworn Personnel: 63

Police Protection:

Number of Stations: 1
Number of Sworn Police Officers
and Non-Sworn Personnel: 141

Municipal Water Department:

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

Miles of Sewers:

Sanitary Sewers: 126
Storm Drains: 12.43

Building Permits Issued: 877

Recreation and Culture:

Number of Parks & Gardens: 14 (107.64 Acres)
Number of Pools: 1
Number of Libraries: 1
Number of Library Collection Volumes: 98,800
Number of Library Cardholders: 54,100

City Maps & Statistics
FY 2026-2027 Budget

B11
Number of Employees:

Elected Officials: 7
Full-Time: 297
Part-Time: 138

Population: 59,649

Budget Calendar
FY2026-2027 Budget

B12

Budget Process

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

December
/February Work began on the 2025 -2026 Midyear Budget Review Report. The Midyear Report, includ es a comprehensive Long- Term Financial Plan, establishes preparatory guidelines for the 2026-2027 Budget. It contains estimations of budgetary o utcomes as well as discussion of important financial issues facing the City, many of which are reproduced in the Budget document. The Mid -Year Financial Report was presented to Council on February 18, 2026.

January
/March Based on community priorities, the Finance Division developed and allocated resources for each activity. Budget targets, together with other materials requisite to the budgeting process, were distributed to departments for assembly of budget proposals to fund their activity Action Plans. Budget Kick-Off meeting was held on January 29, 2026.

March
/April The Budget preparation month and proposal submission deadline was scheduled on March 26, 2026. City Manager's proposal review meetings with department representatives were scheduled during the week of April 13 to April 21, 2026.

May Following department proposal revisions, the City Manager's proposed budget reflected both external and internal expectations, was assembled and published for City Counci l consideration on May 21, 2026. The City Council public meeting was conducted on May 27, 2026.

June Staff revises the preliminary budget by incorporating all Council directions and policies into the final budget. City Council formally approv ed the Final Budget by Resolution on June 17, 2026.

January 27 & February 18
April 13 to April 21
May 27; June 17
Jan 29 - Budget
Kickoff
Feb 18 – Midyear
presentation
CM review
meetings with
Departments
April 13 - 21
Budget Workshop May 27
Adoption of Budget &
Resolutions June 17

City of Monterey Park
Vision Mission and Values

B13

Vision Statement

The City of Monterey Park is an unparalleled team of thriving, innovative, and inclusive leaders.

Mission Statement

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

Values

We value Communication and agree to:

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

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

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

We value Teamwork and agree to:

Be respectful of all ideas and supportive of all efforts.

Collaborate with patience and understanding.

Hold each other accountable in achieving community goals.

We value Respect and agree to:

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

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

We value Integrity and agree to:

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

B14
Own our mistakes and successes, correcting errors transparently and committing to learning from them.

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

We value Professionalism and agree to:

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

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

City of Monterey Park
STRATEGIC GOALS AND 12 MONTH OBJECTIVES

B15

The proposed budget echoes our continued investment in City services to our residents and businesses, but also to those we invite to work and/or visit the City of Monterey Park. A number of economic development efforts have been a City focus for several years, with job creation and economic growth being at the forefront. This continues to be a priority for our City, including ensuring a positive working relationship with the business community, so that the City’s business attraction efforts successfully bring targeted industries and retailers to our community. Monterey Park strives to provide services that promote a safe community to our residents, businesses, and visitors.

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

2026/27 City Council Strategic Plan Goals & Objectives

1. Ensure Public Safety with a Modernized and Community-Oriented Approach

A. Strengthen Community Engagement by Implementing Strategic Outreach

Initiatives
i. Expand Neighborhood Watch Program and host educational workshops.
ii. Explore youth engagement opportunities.

B. Enhance Emergency Preparedness Programs
i. Update the City’s Emergency Operations Plan.
ii. Participate in LA28 Olympic Games Public Safety Planning. iii. Elevate Community Resilience by hosting Community Emergency Response, Disaster Service Worker, Disaster Preparedness, and Brush Fire Awareness Trainings.

C. Provide Continuous In-Service Training for First Responders

D. Leverage Technology for Enhanced Safety

i. Integrate AI into operations to improve efficiency in transcription, producing reports, and translation capability.
ii. Implement equipment and technology upgrades.

E. Improve Public Safety Training & Recruitment

i. Enhance recruitment model to meet the needs of public safety departments.

B16
ii. Optimize future recruitment and succession.

2. Maintain Stability of our City’s Fiscal and Human Resources

A. Evaluate and Refine Cost Recovery Strategies to Optimize City Resources i. Complete and implement development impact and
building permit fee studies.
ii. Transition City to a new bank.
iii. Move all staff to Windows 365 to increase
storage capacity and enhance functionality of various Microsoft applications.
iv. Continue to assist Public Works with water meter upgrades to Advanced Metering Infrastructure.

B. Continue Pursuing Grants and Funding Opportunities for Key Projects

C. Expand Strategies to Attract and Retain Employees
i. Review and revise employee performance evaluation form. ii. Conduct policy review and revisions.
iii. Partner with local colleges to broaden employee development and training and promote city employment opportunities.

3. Strengthen our Local Economy and Enhance Housing Opportunities

A. Expand the Monterey Park Business Alliance to Support Local Businesses

i. Position local businesses for LA28 Olympics procurement opportunities through the “In the Game MPK” initiative.
ii. Host industry sector roundtables to create a direct line of communication to address economic sustainability goals.

B.

Advance Economic Development Initiatives and Support Local Businesses
i. Implement the Economic Development Strategic Plan to foster business growth and attract investment.
ii. Market City-owned opportunity sites for redevelopment. iii. Deepen collaboration between East Los Angeles College (ELAC) and City through entrepreneurship programs.

C. Facilitate Housing Development and Affordability

i. Enhance expedited plan check review capabilities.
ii. Support Accessory Dwelling Unit (ADU) development with standardized prototypes.
iii. Revisit the Inclusionary Housing Ordinance (IHO).
iv. Streamline entitlement pathways for multifamily residential projects under 25 units by easing DA requirement.

B17
v. Modernize project review processes to enhance community awareness and engagement opportunities.
vi. Bring City's Housing functions under Community Development Department and launch affordable housing compliance monitoring.

4. Maintain, Build and Modernize Infrastructure and Facilities to Support the Current and Future Needs of Our City and Community

A. Enhance Water Infrastructure

i. Prioritize completion of water bond-funded projects within the three- year bond period.

B. Maintain and Improve Roadways/Mobility Infrastructure i. Collaborate with Metro to utilize 710 funding and implement transit and mobility improvements.
ii. Continue road resurfacing initiatives and develop an alleyway resurfacing plan.

C. Expand Green Infrastructure
i. Install additional EV chargers at public facilities to support sustainable transportation.

D. Continue Public Facility Improvements
i. Continue facility improvements with an emphasis on Fire Station 63. ii. Install themed playground, native plants and mural at Sierra Vista Park. iii. Complete installation of Garvey Ranch Park picnic shelter shade structures.
iv. Begin Barnes Park Aquatic Center design process.
v. Work with architect to redesign library spaces and identify funding sources for proposed construction projects.
vi. Complete January 21, 2023 Memorial project.

5. Expand Access to Community Resources and Services

A. Enhance Programs and Public Spaces

i. Procure bookmobile to facilitate mobile outreach.
ii. Introduce Student Success Library Cards to support youth education. iii. Enhance programming at Sierra Vista Park.
iv. Install mural at Barnes Park celebrating USA’s 250 years of independence.

B. Implement the Parks Master Plan
i. Implement MPK Campout Event.
ii. Host Team USA Soccer Watch Party and Youth Soccer clinic.

B18
C. Strengthen Partnerships
i. Begin collaboration with the ELAC Art Department to host student exhibits at El Encanto.

6. Enhance Public Communication and Civic Engagement to Reach All Members of Our Community
A. R
efine and Modernize City Communication Strategies
i. D
evelop emergency and crisis communications protocols.
ii. I
ncrease awareness and marketing of City accomplishments. iii. I
mplement SB 707 requirements and meeting management module. i
v. Hire Communications Manager position.
v. C
onduct November elections.

CITY OF MONTEREY PARK

ORGANIZATIONAL CHART

CITY ATTORNEY CITY MANAGER BOARDS & COMMISSIONS

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

B19

CITIZENS OF MONTEREY PARK

CITY CLERK

CITY TREASURER

CITY COUNCIL

THOMAS WONG

COUNCIL MEMBER
DISTRICT 1

ELIZABETH YANG
MAYOR
VINH T. NGO

COUNCIL MEMBER
DISTRICT 5

HENRY LO

MAYOR PRO TEM

JOSE SANCHEZ

COUNCIL MEMBER
DISTRICT 3

MAYCHELLE YEE

AMY LEE

BRUGGEMEYER LIBRARY

RECREATION &

COMMUNITY SERVICES
FIRE

HUMAN RESOURCES &

RISK MANAGMENT

COMMUNITY &

ECONOMIC DEVELOPMENT

PUBLIC WORKS
POLICE

FINANCE

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

City of
Monterey
Park

Organization
Chart

PRESENTED TO
City of Monterey Park
California
For the Fiscal Year Beginning
July 01, 2025
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award

City of Monterey Park

FUND ACTIVITY

C1

The City of Monterey Park’s fiscal activities are budgeted and accounted for through the use of funds. A fund is a separate fiscal entity, which is self-balancing and free standing. The use of funds enables the maintaining of separate records for particular purposes. Government Finance Officers Association (GFOA) recommends that every state or local gover nment that uses fund accounting establish clear criteria for determining whether a given fund in its accounting system should be treated as a fund for purposes of external financial reporting.

The application of these criteria to individual funds should b e documented and then periodically reviewed to take into account changes in circumstances (for example, a significant decrease in a revenue source reported as a separate special revenue fund). A government’s periodic review of its fund structure ought to specifically consider whether the goals of general purpose external financial reporting could better be achieved by combining similar funds in the accounting system into a single fund for financial reporting purposes. For example, for budget reporting, all small Special Revenue funds are consolidated in this financial plan.

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

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

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

City of Monterey Park

FUND ACTIVITY

C2

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

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

Fiduciary Funds – Funds account for assets held by the government in a trustee or agent capacity such as taxes collected and held on behalf of local governments, pension plans, and trusts that receive external donations for the benefit of parties external to the government.

• Agency Funds are holding accounts for assets belonging to an entity other than the government. For example, Successor Agency funds for the payment of bonds are agency funds.

City of Monterey Park Account Structure:

*Council adopts
the Citywide
Budget at the Fund
Level.

City of Monterey Park

FUND ACTIVITY

C3

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

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

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

Fund*
Organization
Object
Project

City of Monterey Park

FUND ACTIVITY

C4

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

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

City of Monterey Park

SOURCE OF FUNDS
C5

GOVERNMENTAL FUNDS
General Fund:

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

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

Library Services (112) a ccounts for cost for services providing by the Library including passport services.

Special Revenue Funds:

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

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

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

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

City of Monterey Park

SOURCE OF FUNDS
C6
CERCLA
Liability Fund (216) a ccounts for fees collected from waste haulers to provide protection against environmental liability exposure, particularly incidents falling under the Comprehensive Environmental Response Cleanup and Liability Act (CERCLA). Haulers are assessed on the basis of waste tonnage disposed as a prerequisite to obtaining a business license.

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

Maintenance District 93-1 Fund (220) a ccounts for receipts and expenditures relating to the Citywide benefit assessment district for street lighting and median maintenance.

Bike Routes Fund (236) a ccounts for expenditures financed by State of California Transportation Development Act, Article 3, funds for bike routes and pedestrian facilities improvements.

Road Maintenance and Rehabilitation SB1 (237) a ccounts for the City’s share of RMRP funds to address deferred maintenance of the local streets and road systems.

SB1 was approved and filed in April of 2017.

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

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

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

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

City of Monterey Park

SOURCE OF FUNDS
C7
Gas Tax Fund (242) a ccounts f or expenditures financed by money apportioned from taxes on the purchase of gasoline fuel under the Streets and Highway Code of the State of California.

Highway Safety Improvement Program (246) a ccounts for expenditures focused on infrastructure projects with nationally recognized crash reduction factors (CRFs).

Local HSIP projects must be identified on the basis of crash experience, crash potential, crash rate, or other data-supported means.

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

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

Grant Funds (300s) a ccounts for specia l purpose financing provided by Federal, State, County or other agencies requiring segregated fund accounting.

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

PROPRIETARY FUNDS
Enterprise Funds:

Water O
peration Fund (401) a ccount s for financial resources for the water operation including commercial, production, distribution, and implementation of Water Master Plan.

Water Treatment Fund (402) u sed to account for financial resources for the treatment of certain chemical contaminations to meet water quality standards.

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

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

City of Monterey Park

SOURCE OF FUNDS
C8
Internal Service Funds:

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

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

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

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

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

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

Other Post-Employment Benefits (OPEB) Fund (507) a ccounts fo r annual set-asides for retiree medical costs per Governmental Accounting Standards Board Statement

45.

Summary of Revenues and Transfers-In
FY 2025-2026 Budget
Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2024-2025 2025-2026 2025-2026 2026-2027 101 GENERAL FUND 73,301,469 73,440,326 74,428,871 76,836,376 102 RECREATION 819,723 613,500 613,500 865,000
112 LIBRARY SERVICES 109,220 79,500 79,500 120,900
Total General Fund 74,230,412 74,133,326 75,121,871 77,822,276 201 PUBLIC SAFETY AUGMENTATION FUND 933,012 1,020,000 1,020,000 1,125,000 202 RETIREMENT FUND 9,843,326 12,450,655 12,450,655 13,111,270 203 NATIONAL OPIOIDS SETTLEMENT 16,666 105,000 105,000 112,497 204 CIRCULATION SYSTEM DIF FUND 171,094 199,069 199,069 228,853 205 LAW ENFORCEMENT_FIRE DIF FUND 96,665 106,265 106,265 144,580 206 CITY HOUSING SPECIAL REVENUE FUND 88,564 262,342 262,342 195,997 216 CERCLA LIABILITY FUND 401,827 150,500 150,500 178,476 219 BUSINESS IMPROVEMENT AREA 1 71,065 58,360 58,360 81,647 220 MAINTENANCE DISTRICT 93_1 1,306,649 1,065,992 1,065,992 1,065,992 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 639,797 340,943 340,943 536,099 232 PROP A_PER PARCEL 29,559 955,000 955,000 1,000,000
236 BIKE ROUTE FUND 5,547 47,410 47,410 49,833
237 ROAD MAINTENANCE AND REHABILITATION ACCOUNT 1,668,380 1,577,401 1,577,401 1,717,578 238 PROPOSITION A FUND 1,629,910 1,576,660 1,576,660 1,625,129 239 MEASURE R FUND 1,336,946 975,031 975,031 989,493
240 MEASURE M FUND 1,304,118 1,132,369 1,132,369 1,227,874 241 PROPOSITION C FUND 1,407,833 1,323,375 1,323,375 1,383,854 242 STATE GAS TAX FUND 1,718,658 1,715,706 1,715,706 1,753,294 246 HIGHWAY SAFETY IMPROVEMENT 971,003 0 0 0
247 AIR QUALITY IMPROVEMENT FUND 95,648 85,000 85,000 92,934 248 MEASURE W FUND 767,882 743,000 743,000 752,001
Sub-Total Other Special Revenues 24,504,149 25,890,078 25,890,078 27,372,401 301 ASSET FOREFEITURE FUND - JUSTICE 2,024 0 0 51,070
302 ASSET FOREFEITURE FUND - TREASURY 56,153 1,515,000 1,515,000 1,534,620 303 BULLETPROOF VEST POLICE GRANT 7,150 10,000 10,000 10,000 304 STC STANDARDS_TRAINING_CORREC 7,062 5,500 5,500 5,500 305 POST 151,817 50,000 50,000 50,000
308 STATE LAW ENFORCE SVC_COPS 232,939 202,000 202,000 221,797 313 URBAN AREA INITIATIVE - (UASI) POLICE 152,743 125,000 125,000 200,000 314 HOMELAND SECURITY - FIRE 242,815 13,500 13,500 204,498 315 URBAN AREA INITIATIVE - (UASI) FIRE 83,888 430,000 430,000 650,000 321 GROUND EMERGENCY MEDICAL TRANSPORTION 333,382 450,000 450,000 720,000 322 CALOES HIGH COMM. EQUIPMENT 0 357,000 357,000 0
323 CALOES HIGH COMM. HAZARD 0 10,000 10,000 0
325 ASSISTANCE TO FIREFIGHTERS 21,559 0 0 0
332 COMMUNITY DEVELOPMENT GRANTS 0 60,000 60,000 0
334 OTS - POLICE 272,092 0 0 250,000
335 CANNABIS TAX GRANT PROGRAM 98,137 15,000 15,000 300,000 340 STC REVENUE 13,781 4,500 4,500 4,500
351 WIOA GRANT 19,820 50,000 50,000 32,400
353 CALLIBRARY LITERACY SERVICES GRANT 84,517 81,000 81,000 50,000 354 STATE LIBRARY GRANT 6,655 5,000 5,000 0
360 LIBRARY GRANTS' 384,114 560,150 560,150 0
361 HOME HOUSING PROGRAM 132,822 285,787 285,787 348,951 362 CDBG FUND 1,153,338 563,008 563,008 571,332
367 PLHA FUND 373,811 0 0 507,791
368 HUD - ARPA 801,082 339,508 339,508 0
371 USED OIL RECYCLING BLOCK GRANT 9,630 0 0 9,010
372 RECREATION GRANTS 9,111 8,654 8,654 283
373 BEVERAGE CONTAINER RECYCLING 4,487 16,000 16,000 18,018 381 PUBLIC WORK GRANTS 96,397 1,525,000 1,525,000 59,973 383 ELAC INSTRUCTIONAL GRANT 54,027 58,000 58,000 61,066 Sub-Total Grants 4,805,354 6,739,607 6,739,607 5,860,809 Total Special Revenues Funds 29,309,503 32,629,685 32,629,685 33,233,210 401 WATER FUND 16,871,318 16,528,949 16,528,949 20,717,907 402 WATER TREATMENT WQA EPA FUND 1,734,384 1,200,000 1,200,000 4,376,597 409 WATER DIF 292,169 323,142 323,142 309,509
411 SEWER FUND 6,838,157 7,342,136 7,342,136 7,654,057
419 SEWER DIF 39,202 22,420 22,420 34,852
421 REFUSE FUND 1,823,462 1,122,419 1,122,419 1,272,419 Total Enterprise Funds 27,598,692 26,539,066 26,539,066 34,365,341 501 CITY SHOP FUND 3,765,634 4,162,685 4,162,685 4,522,440 502 TECHNOLOGY INTERNAL SERVICE FUND 2,903,950 2,458,232 2,458,232 3,556,403 503 GENERAL LIABILITY FUND 8,072,583 8,224,949 8,224,949 9,324,768 504 WORKERS COMP FUND 4,804,734 5,244,303 5,244,303 5,956,772 C9

Actual Adopted Budget Revised Budget Proposed Budget
Fund Description 2024-2025 2025-2026 2025-2026 2026-2027 505 SEPARATION BENEFITS FUND 3,059,538 2,407,892 2,407,892 2,693,182 506 BUILDING MAINTENANCE FUND 1,697,954 2,205,002 2,205,002 4,100,852 507 OPEB INTERNAL SERVICE FUND 3,146,666 2,325,561 2,325,561 2,714,549 Total Internal Services Funds 27,451,059 27,028,624 27,028,624 32,868,966 621 SALES TAX STREET BONDS-TRANSFER IN 1,053,450 0 1,051,200 1,050,950 Total Measure R, Measure M, Prop C Transfer-In 1,053,450 0 1,051,200 1,050,950 Total City-Wide Revenues 159,643,116 160,330,701 162,370,446 179,340,743 841 ATLANTIC_GARVEY SA 2,106,751 1,429,118 1,429,118 1,171,775 842 MERGED SA 2,043,407 758,020 758,020 506,268
Total Successor Agency 4,150,158 2,187,138 2,187,138 1,678,043 Total City-Wide & SA Funds 163,793,273 162,517,839 164,557,584 181,018,786 C10

City of Monterey Park
FY2025-26 Fund Balance Change Summary
Estimated Fund
Balance Revenue Available Expenditure
Estimated Fund
Balance Fund Balance
Fund Description June 30, 2026 Budget Resources Budget June 30, 2027 Change 101 GENERAL FUND 44,322,470 76,836,376 121,158,847 77,539,276 43,619,570 (702,900) 102 RECREATION 1,554,321 865,000 2,419,321 115,400 2,303,921 749,600 112 LIBRARY SERVICES 645,838 120,900 766,738 118,540 648,198 2,360 Total General Fund 46,522,629 77,822,276 124,344,905 77,773,216 46,571,690 49,061 201 PUBLIC SAFETY AUGMENTATION FUND 935,829 1,125,000 2,060,829 1,250,000 810,829 (125,000) 202 RETIREMENT FUND 3,097,627 13,111,270 16,208,897 16,196,929 11,968 (3,085,659) 203 OPIOID SETTLEMENT 495,409 112,497 607,906 50,000 557,906 62,497 204 CIRCULATION SYSTEM DIF FUND 735,730 228,853 964,583 0 964,583 228,853 205 LAW ENFORCEMENT_FIRE DIF FUND 31,735 144,580 176,315 138,000 38,315 6,580 206 CITY HOUSING SPECIAL REVENUE FUND 2,610,453 195,997 2,806,450 0 2,806,450 195,997 216 CERCLA LIABILITY FUND 32,731 178,476 211,207 203,583 7,624 (25,107) 219 BUSINESS IMPROVEMENT AREA 1 265,523 81,647 347,170 73,950 273,220 7,697 220 MAINTENANCE DISTRICT 93_1 261,774 1,065,992 1,327,766 1,309,278 18,488 (243,286) 231 PARKS_LIBRARY_PUBLIC AND AQUATICS 1,022,513 536,099 1,558,612 1,156,000 402,612 (619,901) 232 MEASURE A - PARKS 121,854 1,000,000 1,121,854 1,000,000 121,854 0 236 BIKE ROUTE FUND 52,620 49,833 102,453 97,243 5,210 (47,410) 237 ROAD MAINTENANCE AND REHABILITATION ACCOUNT 2,933,195 1,717,578 4,650,773 1,716,013 2,934,760 1,565 238 PROPOSITION A FUND 1,616,728 1,625,129 3,241,857 2,979,065 262,792 (1,353,936) 239 MEASURE R FUND 477,027 989,493 1,466,520 1,103,688 362,832 (114,195) 240 MEASURE M FUND 4,104,553 1,227,874 5,332,427 2,013,454 3,318,973 (785,580) 241 PROPOSITION C FUND 2,290,870 1,383,854 3,674,724 3,217,899 456,825 (1,834,045) 242 STATE GAS TAX FUND 307,347 1,753,294 2,060,641 1,997,002 63,639 (243,708) 246 HIGHWAY SAFETY IMPROVEMENT 15,409 0 15,409 0 15,409 0 247 AIR QUALITY IMPROVEMENT FUND 233,723 92,934 326,657 215,857 110,800 (122,923) 248 MEASURE W FUND 445,883 752,001 346,879 783,485 346,879 346,879 301 ASSET FOREFEITURE FUND - JUSTICE 84,527 51,070 135,597 6,000 129,597 45,070 302 ASSET FOREFEITURE FUND - TREASURY 1,235,757 1,534,620 2,770,377 75,828 2,694,549 1,458,792 303 BULLETPROOF VEST POLICE GRANT 0 10,000 10,000 8,500 1,500 1,500 304 STC STANDARDS_TRAINING_CORREC POLICE 24,814 5,500 30,314 6,800 23,514 (1,300) 305 POST POLICE 4,682 50,000 54,682 37,000 17,682 13,000 306 AB109 TASK FORCE GRANT POLICE 200,709 0 200,709 26,500 174,209 (26,500) 308 STATE LAW ENFORCE SVC_COPS 684,768 221,797 906,565 307,745 598,821 (85,948) 313 URBAN AREA INITIATIVE - (UASI) POLICE 0 200,000 200,000 0 200,000 200,000 314 HOMELAND SECURITY - FIRE 94,760 204,498 299,258 204,498 94,760 0 315 URBAN AREA INITIATIVE - (UASI) FIRE 0 650,000 650,000 639,273 10,727 10,727 321 GROUND EMERGENCY MEDICAL TRANSPORTION 394,516 720,000 1,114,516 608,000 506,516 112,000 322 CALOES EQUIPMENT 47,298 0 47,298 0 47,298 0 323 CALOES HIGH COMM. HAZARD 4,700 0 4,700 0 4,700 0
332 COMMUNITY DEVELOPMENT GRANTS 5,963 0 5,963 0 5,963 0 334 OTS - POLICE 0 250,000 250,000 0 250,000 250,000
335 CANNABIS TAX GRANT PROGRAM 7,000 300,000 307,000 0 307,000 300,000 340 SGVCOG HOMELESS PROGRAM GRANT 19,041 4,500 40,000 0 40,000 20,959 351 WIOA GRANT 27,065 32,400 59,465 11,511 47,954 20,889 353 CAL LIBRARY LITERACY SERVICES GRANT 89,694 50,000 139,694 24,941 114,753 25,059 354 STATE LIBRARY GRANT 5,205 0 5,205 0 5,205 0
360 LIBRARY GRANTS' 398,243 0 398,243 0 398,243 0
361 HOME HOUSING PROGRAM 360,271 348,951 709,222 308,209 401,013 40,742 362 CDBG FUND 78,176 571,332 649,508 649,266 242 (77,934) 367 PERMANENT LOCAL HOUSING ALLOCATION 1,104,705 507,791 1,612,496 582,780 1,029,716 (74,989) 368 HOME - ARPA 128,928 0 128,928 128,928 0 (128,928)
371 USED OIL RECYCLING BLOCK GRANT 27,484 9,010 36,494 8,478 28,016 532 372 RECREATION GRANTS 18,140 283 18,423 0 18,423 283
373 BEVERAGE CONTAINER RECYCLING 95,795 18,018 113,813 27,940 85,873 (9,922) 381 PUBLIC WORK GRANTS 2,154,919 59,973 2,214,892 0 2,214,892 59,973 383 ELAC INSTRUCTIONAL SERVICE PROGRAM 247,328 61,066 308,394 63,500 244,894 (2,434) 401 WATER FUND 2,894,149 20,717,907 23,612,056 21,313,661 2,298,396 (595,754) 402 WATER TREATMENT WQA EPA FUND 0 4,376,597 4,376,597 4,376,597 0 0 403 WATER TREATMENT CITY FUND 3,600,000 0 3,600,000 400,000 3,200,000 (400,000) 408 WATER REVENUE BONDS PROJECTS 16,369,778 0 16,369,778 300,000 16,069,778 (300,000) 409 WATER DIF FUND 1,038,797 309,509 1,348,306 0 1,348,306 309,509 411 SEWER FUND 15,350,614 7,654,057 23,004,671 9,630,944 13,373,727 (1,976,887) 419 SEWER DIF FUND 123,474 34,852 158,326 0 158,326 34,852 421 REFUSE FUND 644 1,272,419 1,273,063 690,755 582,308 581,664 501 CITY SHOP FUND 218,846 4,522,440 4,741,286 4,558,094 183,192 (35,654) 502 TECHNOLOGY INTERNAL SERVICE FUND 0 3,556,403 3,556,403 3,554,239 2,163 2,163 503 GENERAL LIABILITY FUND 2,994,043 9,324,768 12,318,811 8,184,961 4,133,850 1,139,807 504 WORKERS COMP FUND 3,971,434 5,956,772 9,928,205 5,909,206 4,018,999 47,565 505 SEPARATION BENEFITS FUND 556,588 2,693,182 3,249,770 2,500,000 749,770 193,182 506 BUILDING MAINTENANCE FUND 154,632 4,100,852 4,255,484 4,091,348 164,136 9,504 507 OPEB INTERNAL SERVICE FUND 748,416 2,714,549 3,462,965 2,500,000 962,965 214,549 621 SALES TAX STREET BONDS-TRANSFER IN 1,050,950 1,050,950 2,101,900 1,050,950 1,050,950 0 841 ATLANTIC GARVEY SA 590,016 1,171,775 1,761,791 1,410,039 351,753 (238,264) 842 MERGED SA 294,263 506,268 800,531 765,695 34,837 (259,427) 126,112,293 181,018,786 306,296,533 188,236,847 118,843,171 (6,823,239) C11

Revenues by Type
FY 2026-2027
C12
G
eneral Fund
Property Tax
35%
Sales Tax
26%
UUT
5%
TOT
6%
BL Tax
3%
Other
Taxes
2%
Licenses &
Permits
2% Service Charges
11%
Other Revenue
10%

Revenues by Type
FY 2026-2027
C13
S
pecial Revenues Funds

RETIREMENT
39%

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

MEASURE R
3%

MEASURE M
4%

PROPOSITION C
4%

STATE GAS TAX
5%
GRANTS
18%

OTHER FUNDS
14%

Revenues by Type
FY 2026-2027
C14
P
roprietary Funds
Water
38%
Sewer
11%
Refuse
2%
Shop
7%
Technology
5%
General Liability
14%
Workers Comp
9%
Seperation Ben
4%
Building Maintn
6%
OPEB
4%

Actual Actual Actual Revised Proposed
2023 2024 2025 2026 2027
General Fund
General Fund 56,510,581 63,386,091 74,230,412 75,121,871 77,822,276 Special Revenue
Retirement 12,948,477 12,187,627 9,843,326 12,450,655 13,111,270 Maintenance District 1,037,841 1,004,990 1,306,649 1,065,992 1,065,992 RMRA SB1 1,421,258 1,556,219 1,668,380 1,577,401 1,717,578 Proposition A 1,683,026 1,891,047 1,629,910 1,576,660 1,625,129 Measure R 1,019,953 1,083,493 1,336,946 975,031 989,493 Measure M 1,189,901 1,226,825 1,304,118 1,132,369 1,227,874 Proposition C 1,387,511 1,444,323 1,407,833 1,323,375 1,383,854 Gas Taxes 1,561,184 1,559,719 1,718,658 1,715,706 1,753,294 Other Funds 3,334,305 3,078,808 4,288,330 4,072,889 4,497,917 Grants 7,856,680 4,403,972 4,805,354 6,739,607 5,860,809 Enterprise
Refuse 7,041,201 6,860,000 1,823,462 1,122,419 1,272,419 Sewer 3,490,699 4,083,934 6,877,359 7,364,556 7,688,909 Water 13,402,269 17,509,977 18,897,871 18,052,091 25,404,013 Internal Service
City Shop Fund 3,117,678 3,713,800 3,765,634 4,162,685 4,522,440 Technology & Communica 1,003,643 1,381,816 2,903,950 2,458,232 3,556,403 General Liability 5,039,019 6,898,767 8,072,583 8,224,949 9,324,768 Workers' Compensation 3,773,730 3,986,537 4,804,734 5,244,303 5,956,772 Seperation Benefits 1,045,994 1,225,000 3,059,538 2,407,892 2,693,182 Building Maintenance 0 0 1,697,954 2,205,002 4,100,852
Other Post Employment Be 1,000,000 2,200,000 3,146,666 2,325,561 2,714,549 Sales Tax Revenue Bonds
Street Bonds-TransferIn 613,627 1,053,450 1,053,450 1,051,200 1,050,950 Successor Agency
Successor Agency 2,573,237 2,228,714 4,150,158 2,187,138 1,678,043 Total 132,051,815 143,965,109 163,793,274 164,557,584 181,018,786 Five-Year Summary of Revenues & Transfers-In by Fund Types FY2026-2027 Budget
C15

Actual Actual Actual Revised Proposed $ Change
2023 2024 2025 2026 2027 over 2026
General Administration
City Council / Regional Associatons 192,072 232,109 193,479 214,251 227,670 13,419 City Manager 1,656,051 1,695,482 1,835,826 2,653,733 3,024,350 370,616 City Treasurer 18,819 12,219 16,330 24,568 32,445 7,878 City Attorney 787,512 795,259 771,586 898,000 942,900 44,900 City Clerk 12,701 12,835 12,835 16,384 29,911 13,527
Finance 5,013,202 5,731,299 6,313,150 6,866,782 7,045,431 178,648 HR & Risk Management 1,397,523 1,306,544 1,443,284 1,917,551 1,993,124 75,573 General Administration 9,077,880 9,785,747 10,586,490 12,591,268 13,295,831 254,222 Public Safety
Fire 16,653,597 17,889,543 21,910,666 22,844,853 23,820,175 975,322 Police 22,510,340 25,504,298 29,034,386 33,501,404 33,714,536 213,133 Public Safety 39,163,936 43,393,842 50,945,053 56,346,257 57,534,712 1,188,455 Community Services & Improvements
Library 2,255,185 2,672,610 2,902,097 3,508,540 3,952,008 443,468 Recreation & Communtiy Services 2,351,015 2,764,011 3,668,137 4,307,764 4,817,950 510,186 Community & Economic Development 2,566,599 2,204,588 3,232,515 3,702,686 4,779,405 1,076,719 Community Services & Improvements 7,172,799 7,641,208 9,802,750 11,518,990 13,549,363 1,586,905 City Infrastructure
Public Works 40,297,137 47,079,239 39,696,676 43,373,879 53,394,661 10,020,782 Capital Improvement Projects 11,652,962 4,698,956 3,268,593 17,339,347 16,033,256 (1,306,091) City Infrastructure 51,950,099 51,778,196 42,965,269 60,713,226 69,427,917 8,714,691 Non-Department/Internal Services
Worker's Compensation 3,807,304 2,686,861 5,442,807 5,608,161 5,504,794 (103,367) General Liability 7,025,616 6,573,283 5,631,145 8,192,386 8,363,088 170,702 Post-Employement Activity 11,407,969 13,032,197 12,754,562 14,779,943 18,385,410 3,605,467 22,240,889 22,292,341 23,828,514 28,580,490 32,253,292 3,672,802 ARPA Projects 6,424,800 5,678,915 1,029,375 0 0 0
Successor Agency 2,084,715 1,598,280 6,703,233 2,258,187 2,175,733 (82,454) Total 131,690,319 142,168,527 145,860,684 172,008,419 188,236,847 15,334,620 Five-Year Summary of Expenditures & Transfers-In by Fund Types FY2026-2027 Budget
C16

Expenditures by Fund and Character
FY 2026-2027

C17
Combined City and Successor Agency
Expenditures by Fund:

Expenditures by Character:

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
Successor Agency
Internal Services
Enterprise
Grants
Special Revenue
General Fund

31.3 36.7

3.7 36.6

77.8 2.2

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

37.1 8.1

16.4 13.7

2.2 74.0

38.9

Source of Funds by Department
FY 2026-2027 Budget
General State 241 238 Measure Measure 300 Other Internal Successor DEPARTMENT Fund Retirement Gas Tax Prop C Prop A M 240 R 239 SB1 MD 220 Grants Special Rev. Water Sewer Refuse Services Agency Total City Council $227,670 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $227,670 City Manager $2,879,784 $144,566 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,175,733 $5,200,083 City Clerk $29,911 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29,911 City Treasurer $32,445 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $32,445 City Attorney $942,900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $942,900 Finance $3,154,730 $165,328 $0 $0 $0 $0 $0 $0 $0 $27,780 $0 $398,086 $356,407 $8,860 $2,934,239 $0 $7,045,430 HR/Risk Management $928,635 $32,974 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,031,515 $0 $1,993,124 Community Developm $3,384,414 $113,533 $0 $0 $0 $0 $0 $0 $0 $707,475 $73,950 $246,945 $253,089 $0 $0 $0 $4,779,406 Police $29,284,581 $2,560,655 $0 $0 $0 $0 $0 $0 $0 $1,152,301 $645,000 $0 $0 $0 $72,000 $0 $33,714,537 Fire $19,008,846 $1,652,072 $0 $0 $0 $0 $0 $0 $0 $1,515,271 $793,000 $153,303 $265,600 $48,335 $383,749 $0 $23,820,176 Library $3,734,049 $181,507 $0 $0 $0 $0 $0 $0 $0 $36,452 $0 $0 $0 $0 $0 $0 $3,952,008 Recreation/Communi $3,734,748 $142,835 $0 $0 $884,367 $0 $0 $0 $0 $0 $56,000 $0 $0 $0 $0 $0 $4,817,950 Public Works $3,803,858 $93,049 $1,997,002 $2,017,899 $2,094,698 $13,454 $1,103,688 $0 $1,309,278 $36,418 $1,900,292 $25,091,924 $5,955,849 $633,560 $7,343,693 $0 $53,394,662 Capital Expenses $3,750,000 $0 $0 $1,200,000 $0 $2,000,000 $0 $0 $0 $250,000 $4,063,256 $500,000 $2,800,000 $0 $1,470,000 $0 $16,033,256 Non-Departmental $2,876,646 $11,110,410 $0 $0 $0 $0 $0 $0 $0 $0 $203,583 $0 $0 $0 $18,062,652 $0 $32,253,291 Total Funds $77,773,217 $16,196,929 $1,997,002 $3,217,899 $2,979,065 $2,013,454 $1,103,688 $0 $1,309,278 $3,725,697 $7,735,081 $26,390,258 $9,630,945 $690,755 $31,297,848 $2,175,733 $188,236,849 Fund Codes:

General Fund: General Fund, Recreation, Passport Services $188,236,849
Special Revenues: Retirement; State Gas Tax; Prop C; Prop A; Measure M; Measure R; SB1; Maintenance District; Development Impact Fees; Grants; SB2; Measure W; Business Improvement Area 1; CERCLA; Other Special Revenues Proprietary:

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

SOURCE OF FUNDS BY DEPARTMENT
C18

General Fund Five Year Projection
FY 2026-2027 Budget Report
2025-26 2026-27 2027-28 2028-29 2029-2030 Notes
Beginning Fund Balance 41,891,780 44,155,029 44,204,089 43,820,855 43,283,803 Committed 12,340,000 12,840,000 13,340,000 13,340,000 13,340,000 Assigned 31,403,832 30,903,832 30,403,832 29,903,832 29,903,832 Unassigned 411,197 460,257 77,024 39,972 21,618
Ending Fund Balance 44,155,029 44,204,089 43,820,855 43,283,803 43,265,449 Revenues:

Property Taxes 25,929,928 27,107,687 28,056,456 29,038,432 30,054,777 (1) Sales Tax 19,555,569 19,952,124 20,351,166 20,758,190 21,173,354 (2) Utility User Tax 3,933,638 4,071,315 4,152,742 4,235,796 4,320,512 (3) Transient Occupancy Tax 4,090,622 4,528,321 4,664,171 4,804,096 4,948,219 (4) Business License Tax 1,886,701 1,972,031 2,031,192 2,092,128 2,154,892 (5) Other Taxes 1,859,292 1,659,099 1,712,190 1,766,980 1,823,524 (6) Licenses & Permits 2,020,890 1,953,805 2,016,327 2,080,849 2,147,436 (6) Charges for Services 8,598,269 8,654,830 8,827,927 9,004,485 9,184,575 (7) Other Revenue 7,246,961 7,923,064 8,081,525 8,243,156 8,408,019 (7) (7)
Total Revenues 75,121,871 77,822,276 79,893,696 82,024,112 84,215,307 Expenditures:

Salaries & Benefits 41,252,135 43,786,449 45,100,042 46,453,044 47,846,635 (8) Services 8,663,075 9,423,697 9,612,171 9,804,414 10,000,503 (9) Commodities 2,296,747 2,202,297 2,246,343 2,291,270 2,337,095 (9) Internal Service Chgs 12,610,064 14,899,494 16,389,443 17,208,916 18,069,361 (10) Capital Projects 4,350,000 3,750,000 2,750,000 2,500,000 2,200,000 GF Suppl to Pension 1,583,912 1,625,000 1,625,000 1,625,000 1,625,000 OPEB 1,945,922 1,922,417 1,922,417 1,922,417 1,922,417
Debt Service /Other Paym 156,766 163,862 171,255 179,080 192,678 Total Expenditures 72,858,622 77,773,216 79,816,672 81,984,140 84,193,689 Surplus/(Deficit) 2,263,249 49,060 77,024 39,972 21,618 * Projections assume a slow and stable economy.
5-Year Long-Term Projection
C19

General Fund Five Year Projection
FY 2026-2027 Budget
(1) HdL Property Tax Consultants are projecting an average increase of 3.5% for the next four Fiscal Yea (2) HdL Sales Tax Consultants are projecting sales tax to remain flat with slight declines during the next (3) 2% increase calculated using historical trends and current economy (
4) P
rojection includes the passing of Measure LG - a full year of increased TOT (from 12% to 13%) (5) P
rojection includes the passing of Measure BE changing the BLT calculations from employee count to gross revenues.
(6) 3.
2% increase calculated using historical trends, current economy, and last five year average (7) 2
% increase calculated using historical trends, current economy and last five year average (8) Projections are calculated with a 3% average increase and employees eligible for merit increases (9) 2% Services and Commodities increase
(
10) I
nternal Service Charges are increased by a 10% average cost C20

Full Time Part Time Full Time Part Time Full Time Part Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 -
Mayor Pro Tem 1 - 1 - 1 -
Council Members 3 - 3 - 3 -
CITY COUNCIL TOTAL 5 - 5 - 5 -
CITY MANAGER - 1200
City Manager 1 - 1 - 1 -
Assistant City Manager 1 - 1 - 1 -
Administrative Aide 1 1 1
Administrative Intern - 0.50 - 0.50 - 0.50
Assistant Deputy City Clerk 1 - 1 - 1 - Communications Manager - - 1 - 1 -
Community Media Specialist - 0.50 - 0.50 - 0.50
Deputy City Clerk 1 - 1 - 1 -
Director of Finance 0.20 - 0.20 - 0.20 -
Media Specialist 1 0 1 - 1 -
Media Supervisor 1 0 1 - 1 -
Office Assistant I - 0.50 - 0.50 - 0.50
Office Assistant II 1 - 1 - 1 -
Principal Management Analyst 1 - 1 - 1 - Secretary to the City Manager 1 - 0 - 0 - CITY MANAGER TOTAL 10.20 1.50 10.20 1.50 10.20 1.50 City Clerk - Elected Official 1 - 1 - 1 -
CITY CLERK TOTAL 1 - 1 - 1 -
FINANCE - 1400
Director of Finance 0.80 - 0.80 - 0.80 -
Account Clerk 1 1.50 1 1.00 1 1.00
Accountant 2 - 2 - 2 -
Administrative Aide 1 - 1 0.50 1 0.50
Finance Manager 1 - 1 - 1 -
Financial Analyst 2 - 2 - 2 -
Information System Specialist 2 - 1 - 1 -
Information Technology Manager 1 - 1 - 1 -
Information Technology Network Specialist - - 1 - 1 - Information Technology Technician 1 - 1 - 1 -
Principal Management Analyst - 0.50 - 0.50 - 0.50
Senior Account Clerk 6 - 6 - 6 -
Senior Accountant 1 - 1 - 1 -
FINANCE TOTAL 18.80 2.00 18.80 2.00 18.80 2.00 CITY CLERK - 1300
2024-2025 2025-2026 2026-2027
City of Monterey Park
Citywide Personnel Summary - 2026-2027

FY FY FY
C21

Full Time Part Time Full Time Part Time Full Time Part Time 2024-2025 2025-2026 2026-2027
City of Monterey Park
Citywide Personnel Summary - 2026-2027

FY FY FY
CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 -
CITY TREASURER TOTAL 1 - 1 - 1 -
COMMUNITY DEVELOPMENT - 1700
Director of Community Development 1 - 1 - 1 -
Assistant Planner 1 - 1 - 1 -
Associate Planner - - - - 1 - Admistrative Aide 1 - 1 - 0 -
Administrative Intern I - 0.50 - 0.50 - 0.50
Building Inspector 2 - 2 - 2 -
Building Official 1 - 1 - 1 -
Building and Safety Permit Technician - - - 0.50 - 0.50 Economic Development Manager 1 - 1 - 1 - Economic Development Specialist 1 - 1 - 1 - Management Analyst - - - - 1 -
Permit Technician I 1 - 1 - 1 -
Permit Technician II 1 - - - - - Plan Checker 1 - 1 - 1 -
Planning Manager 1 - 1 - 1 -
Planning Technician 1 - 1 - 1 -
Senior Permit Technician - - 1 - 1 -
Senior Planner 1 - 1 - 1 -
COMMUNITY DEVELOPMENT TOTAL 14 0.50 14 1.00 15 1.00 HUMAN RESOURCES AND RISK MANAGEMENT - 1800
Director of Human Resources/Risk Management 1 - 1 - 1 - Human Resources Analyst 1 - 1 - 1 -
Human Resources Technician 1 - 1 - 1 -
Human Resources/Risk Manager 2 - 2 - 2 -
Principal Human Resources Analyst 1 - 1 - 1 -
HR AND RISK MANAGEMENT TOTAL 6 - 6 - 6 -
C22

Full Time Part Time Full Time Part Time Full Time Part Time 2024-2025 2025-2026 2026-2027
City of Monterey Park
Citywide Personnel Summary - 2026-2027

FY FY FY
POLICE - 3100
Police Chief 1 - 1 - 1 -
Animal Services Officer 2 - 2 - 1 -
Animal Services Supervisor - - - - 1 -
Community Services Officer 3 2.50 3 2.50 3 2.50
Communications Supervisor 1 - 1 - 1 -
Crime Analyst - 0.50 - 0.50 - 0.50
Crossing Guard - 4.50 - 4.50 - 4.50
Dispatcher 9 1.25 9 1.25 9 1.25
Evidence Officer 2 - 2 - 2 -
Jailer 4 1.00 4 1 4 1
Jailer Supervisor 1 - 1 - 1 -
Principal Management Analyst - - - - - -
Outreach and Housing Navigation Coordinator 1 - 1 - 1 - Police Administrative Assistant 1 - 1 - 1 -
Police Cadet - 2 - 2 - 2
Police Captain 2 - 2 - 2 -
Police Clerk 10 - 10 - 9 -
Police Corporal 14 - 14 - 14 -
Police Lieutenant 8 - 8 - 8 -
Police Officer 45 - 45 - 47 -
Police Records Cadet - 0.50 - 0.50 - 0.50
Police Records Clerk - 1.00 - 1.00 - 1.00
Police Records Management System Technician - - - - - - Police Records Supervisor 1 - 1 - 1 -
Police Sergeant 9 - 9 - 9 -
Senior Account Clerk - - - - 1 -
Secretary 1 - 1 - 1 -
POLICE TOTAL 115 13.25 115 13.25 117 13.25 C23

Full Time Part Time Full Time Part Time Full Time Part Time 2024-2025 2025-2026 2026-2027
City of Monterey Park
Citywide Personnel Summary - 2026-2027

FY FY FY
FIRE - 3200
Fire Chief 1 - 1 - 1 -
Deputy Fire Chief - - - - 1 -
Code Enforcement Officer 3 - 3 - 3 -
Code Enforcement Supervisor - - 1 - 1 -
Battalion Chief 4 - 4 - 3 -
Fire Captain 12 - 12 - 12 -
Fire Engineer 12 - 12 - 12 -
Fire Fighter 11 - 11 - 9 -
Fire Fighter/Paramedic 13 - 13 - 15 -
Fire Marshal 1 - 1 - 1 -
Fire Prevention Permit Technician I 1 - 1 - 1 -
Fire Safety Specialist 2 - 2 - 2 -
Principal Management Analyst 1 - 1 - 1 -
Senior Account Clerk 1 - 1 - 1 -
Office Assistant II 1 - 1 - 1 -
Senior Code Compliance Officer 1 - - - - -
FIRE TOTAL 64 - 64 - 64 -
PUBLIC WORKS - 4200
Administrative Intern - 0.25 - 0.25 - 0.25
Administrative 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
C24

Full Time Part Time Full Time Part Time Full Time Part Time 2024-2025 2025-2026 2026-2027
City of Monterey Park
Citywide Personnel Summary - 2026-2027

FY FY FY
Facilities Maintenance Supervisor 1 - 1 - 1 -
Geographic Information System Analyst 1 - 1 - 1 -
Lead Equipment Mechanic 1 - 1 - 1 -
Maintenance Worker 11 1.50 11 1.50 11 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
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
C25

Full Time Part Time Full Time Part Time Full Time Part Time 2024-2025 2025-2026 2026-2027
City of Monterey Park
Citywide Personnel Summary - 2026-2027

FY FY FY
RECREATION / COMMUNITY SERVICES - 6500
Director of Recreation/Community Services 1 - 1 - 1 - Adminitrative Aide 1 - 1 - 1 -
Assistant Pool Manager - 0.50 - 0.50 - 0.50
Dial-A-Ride Driver 3 - 3 - 3 -
Child Care Coordinator 1 - 1 - - -
Child Care Teacher - 3.25 - 3.25 - 3.25
Dial-A-Ride Dispatcher 1 - 1 - 1 -
Janitor 1 - - - - -
Lifeguard - 1.50 - 1.50 - 1.50
Pool Maintenance Worker 1 - 1 - 1 -
Pool Manager - 3.50 - 3.50 - 3.50
Program Coordinator 2 - 2 - 3 -
Recreation Leader - 10.50 - 10.50 - 10.50
Recreation Manager 1 - 1 - 1 -
Recreation Specialist - - 1 - 1 -
Recreation Supervisor 2 - 2 - 2 -
Senior Clerk Typist 1 - 1 - 1 -
Senior Lifeguard - 1.00 - 1.00 - 1.00
Senior Recreation Leader - 1.50 - 1.50 - 1.50
RECREATION / COMM. SERVICES TOTAL 15.00 21.75 15.00 21.75 15.00 21.75 CITYWIDE TOTAL 335 53.75 335 54.25 338 55.25 C26

City Council Department
D1
FY 2026-2027 Adopted Budget
Department Overview
Under the Council-Manager form of government, the Monterey Park City Council is responsible for the legislative functions of the City, which includes establishing policies and priorities, developing an overall vision, and approving annual spending plans for the City.

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

Depa
rtment Budget Summary
FY 2024-25 FY 2025-26 FY 2025- 26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget City Council 1101 $113,617 $131, 876 $131,876 $145,295
Regional Associations 1110 $68,714 $82,375 $82,375 $82,375 Total Expenditures $182,331 $214,251 $214,251 $227,670
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00
Expenditures by Program

City Council Department
D2
FY 2026-2027 Adopted Budget
Significant Changes
There are no significant changes for FY2026-27.

Department Personnel Summary
D
epartment Organizational Chart

Full Time Part Time Full Time Part Time Full Time Part Time CITY COUNCIL - 1100
Mayor 1 - 1 - 1 -
Mayor Pro Tem 1 - 1 - 1 -
Council Members 3 - 3 - 3 -
CITY COUNCIL TOTAL 5 - 5 - 5 -
2024-2025 2025-2026 2026-2027

FY FY FY
Residents of Monterey Park

CITY COUNCIL

THOMAS WONG

COUNCIL MEMBER
DISTRICT 1
VINH T. NGO

COUNCIL MEMBER
DISTRICT 5

ELIZABETH YANG
MAYOR

HENRY LO

MAYOR PRO TEM

JOSE SANCHEZ

COUNCIL MEMBER
DISTRICT 3

City Council Department
FY 2026-2027 Adopted Budget
D3
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 -
Administration $182,261 $214,251 $214,251 $227,670
General Fund $0 $0 $0 $0
Special Revenue $70 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $182,331 $214,251 $214,251 $227,670

City Council Department
FY 2026-2027 Adopted Budget
D4

Div
ision: City Council
Division No.: 1101
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $31,667 $31,995 $31,995 $31,488
Services $29,989 $55,500 $55,500 $53,500
Commodities $5,140 $8,000 $8,000 $8,000
Internal Services $46,820 $36,381 $36,381 $52,307
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $113,617 $131,876 $131,876 $145,295
Authorized Full-Time
Equivalent Positions 5.00 5.00 5.00 5.00

CITY COUNCIL

THOMAS WONG

COUNCIL MEMBER
DISTRICT 1
VINH T. NGO

COUNCIL MEMBER
DISTRICT 5

ELIZABETH YANG
MAYOR

HENRY LO

MAYOR PRO TEM

JOSE SANCHEZ

COUNCIL MEMBER
DISTRICT 3

City Council Department
FY 2026-2027 Adopted Budget
D5
Pro
gram Details
The Ci
ty Council is the legislative and policy-making body for the City of Monterey Park. In May 2019, the City Council adopted Ordinance No. 2160 transitioning from at-large to by-district elections creating 5 districts. Under the new by -district election, the Council Members are elected by -district for four-year, overlapping terms of office. Per City Ordinance No. 2096, each public official can only serve no more than two consecutive terms or a full eight-year term. The Mayor presides over all Council meetings and is the ceremonial head of the City for official functions. The City Council reorganizes in accordance with the resolu tion allowing rotation of the Mayor.

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

Cou
ncil Members represent the City on various intergovernmental organizations to achieve governmental cooperation, legislation, and programs that are consistent with the needs of the community.
2026-2027
Goals and Objectives
• Coo
rdinate and implement 2026-2027 Strategic Plan goals and objectives • Continue advancing the permanent memorial process
2025-2026
Major Accomplishments
• Imp
lemented the 2025-2026 Strategic Plan goals and objectives

City Council Department
FY 2026-2027 Adopted Budget
D6
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 -
Administration $113,547 $131,876 $131,876 $145,295
General Fund $0 $0 $0 $0
Special Revenue $70 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total $113,617 $131,876 $131,876 $145,295

City Council Department
D7
FY 2026-2027 Adopted Budget
Division: Regional Associations
Division No.: 1110
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 $68,714 $82,375 $82,375 $82,375
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 $68,714 $82,375 $82,375 $82,375
P
rogram Details
T
his activity provides financial support for memberships in outside agencies and organizations interested in achieving regional, state, and federal action and programming consistent with the articulated needs of the community .

Memberships in outside agencies and organizations include, without limitat ion, the California Contract Cities Association, Independent Cities Association, League of California Cities (Los Angeles County Division), San Gabriel Valley Council of Governments, and Southern California Association of Governments.

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 -
Administration $68,714 $82,375 $82,375 $82,375
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $68,714 $82,375 $82,375 $82,375

City Manager Department
FY 2026-2027 Adopted Budget
E1
Department Overview
The C
ity Manager serves as the Chief Executive Officer of the City under the direction of the City Council.

Pr
ograms and Services
• Pr
ovide overall direction and coordination of City operations and community programs to ensure that the City Council’s adopted service objectives are met or exceeded and that costs do not exceed budget restrictions.
• Provide continual monitoring and evaluation of services and programming to assure the City Council that City services, laws, and programs remain relevant to community needs and are administered in an equitable manner.
• Provide useful and timely data to the City Council so that alternatives are considered and decisive policy action is taken to accommodate changing needs and conditions without crisis and without interruption in services. • Oversee an aggressive program of resource development that results in measurable increases in the productivity of City operations each year, procurement of available grant funds to achieve special projects, and new commercial and industrial development that expands the economic base of the City.
• Continues preparing the Recognized Obligation Payment Schedule (ROPS) to the Department of Finance (DO F) and secure administrative costs to reduce General Fund expenditures.

Depa
rtment Budget Summary
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget City Manager 1201 $953,268 $1,373,209 $1,373,209 $1,445, 910 S
A For Former RDA 1203 $6,703,233 $2,258,187 $2,258,187 $2,175,733 Media Production & Comm. 1209 $354,409 $589,133 $589,133 $559,451 City Clerk 1213 $588,001 $950,225 $950,225 $1,018,989
Total Expenditures $8,598,911 $5,170,754 $5,170,754 $5,200,083 Authorized Full-Time
Equivalent Positions 11.70 11.70 11.70 11.70
Expenditures by Program

City Manager Department
FY 2026-2027 Adopted Budget
E2
Significant Changes
Ther
e are no significant changes for FY2026-27.

Depa
rtment Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time CITY MANAGER - 1200
City Manager 1 - 1 - 1 -
Assistant City Manager 1 - 1 - 1 -
Administrative Aide 1 1 1
Administrative Intern - 0.50 - 0.50 - 0.50
Assistant Deputy City Clerk 1 - 1 - 1 - Communications Manager - - 1 - 1 -
Community Media Specialist - 0.50 - 0.50 - 0.50
Deputy City Clerk 1 - 1 - 1 -
Director of Finance 0.20 - 0.20 - 0.20 -
Media Specialist 1 0 1 - 1 -
Media Supervisor 1 0 1 - 1 -
Office Assistant I - 0.50 - 0.50 - 0.50
Office Assistant II 1 - 1 - 1 -
Principal Management Analyst 1 - 1 - 1 - Secretary to the City Manager 1 - 0 - 0 - CITY MANAGER TOTAL 10.20 1.50 10.20 1.50 10.20 1.50 2024-2025 2025-2026 2026-2027

FY FY FY

City Manager Department
E3
FY 2026-2027 Adopted Budget
Department Organizational Chart
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 -
Administration $1,778,165 $2,700,144 $2,700,144 $2,866,284 General Fund $8,356 $77,500 $77,500 $13,500
Special Revenue $109,157 $134,923 $134,923 $144,566
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Successor Agency $6,703,233 $2,258,187 $2,258,187 $2,175,733 Total $8,598,911 $5,170,754 $5,170,754 $5,200,083

City Manager Department
FY 2026-2027 Adopted Budget
E4
D
ivision: City Manager
Division No.: 1201
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $698,784 $924,146 $924,146 $969,227 Services $60,527 $172,655 $172,655 $197,655
Commodities $2,869 $40,945 $40,945 $31,550
Internal Services $191,088 $235,463 $235,463 $247,478
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $953,268 $1,373,209 $1,373,209 $1,445,910 Authorized Full-Time
Equivalent Positions 5.30 5.30 4.30 4.30

City Manager Department
FY 2026-2027 Adopted Budget
E5
Program Details
As
a result of an initiative measure adopted by the voters of Monterey Park in 1948, the City Manager serves as the Chief Executive Officer of the City under the direction of the City Council. The initiative imposes specific duties and powers, which are outlined in Municipal Code Section 2.08. Specific service objectives are:
• P
rovide overall direction and coordination of City operations to ensure that the City Council adopted service objectives are met or exceeded and that costs do not exceed budget restrictions.
• Provide continual monitoring and evaluation of services and programming to assure the City Council that City services, laws, and programs remain relevant to community needs and are administered in an equitable manner.
• Provide useful and timely data to the City Council so that alternatives are considered and decisive policy action is taken to accommodate changing needs and conditions without crisis and without interruption in services. • Continues preparing the Recognized Obligation Payment Schedule (ROPS) to the Department of Finance (DOF) and secure administrative costs to reduce General Fund expenditures.
20 26-2027 Goals and Objectives
• I
mplement and execute the City Council FY 2026-2027 Strategic Plan and Legislative Platform.
• Hire a Communications Manager position with the Department to coordinate all aspects of outreach and communications between the City and residents.
• Complete and hold dedication ceremony for the January 21, 2023 Memorial.
20 25-2026 Major Accomplishments
• C
ompleted a communications audit, created a new City logo, templates and branding refresh, and expanded crisis communications preparedness.
• Implemented and executed the City Council FY 2025-2026 Strategic Plan.

City Manager Department
FY 2026-2027 Adopted Budget
E6
• Hired a crisis communications firm to assist with critical and emergency messaging.
• Selected concept and began design for January 21, 2023 Memorial Project.

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 -
Administration $883,581 $1,286,236 $1,286,236 $1,361,925 General Fund $0 $0 $0 $0
Special Revenue $69,687 $86,973 $86,973 $83,985
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $953,268 $1,373,209 $1,373,209 $1,445,910

City Manager Department
FY 2026-2027 Adopted Budget
E7
Division: Successor Agency for the Former RDA
Division No.: 1203
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $106,436 $151,943 $151,943 $164,562 Services $62,529 $54,500 $54,500 $54,500
Commodities $1,000 $500 $500 $500
Internal Services $22,035 $37,957 $37,957 $35,609
Capital Outlay $0 $0 $0 $0
Debt Service $6,511,233 $2,013,288 $2,013,288 $1,920,563 Total Expenditures $6,703,233 $2,258,187 $2,258,187 $2,175,733 Authorized Full-Time
Equivalent Positions 0.40 0.40 0.40 0.40
P
rogram Details
U
nder AB1X 26 redevelopment agencies were dissolved and replaced with Successor Agencies responsible for winding down the affairs of the redevelopment agencies including disposing of their assets. Under Resolution No. 11455 City of Monterey Park became the Successor Agency for its former redevelopment agency as well as retained housing assets and functions. The Successor Agency became operative on February 1, 2012. The Successor Agency continues preparing the Recognized Obligation Payment Schedule (ROPS) for the Department of Finance (DOF).

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
Successor Agency $6,703,233 $2,258,187 $2,258,187 $2,175,733 Total Expenditures $6,703,233 $2,258,187 $2,258,187 $2,175,733

City Manager Department
FY 2026-2027 Adopted Budget
E8
Division: Media Production and Communications
Division No.: 1209
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $163,422 $270,119 $270,119 $257,381 Services $26,788 $108,500 $108,500 $70,400
Commodities $99,098 $107,300 $107,300 $113,300
Internal Services $65,101 $103,215 $103,215 $118,370
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $354,409 $589,133 $589,133 $559,451
Authorized Full-Time
Equivalent Positions 2.50 2.50 3.50 3.50
Pr
ogram Details
The M
edia Production Division coordinates the City’s
Cable Television, general and community-based
programming, and original productions.

Additionally, the division also oversees the City’s
website and social media accounts. The Division
also coordinates and assists the City Contractor with
the publication of the Monterey Park C ascades
newspaper.

Serv
ice objectives are:
• Thr
ough a variety of media sources, provide communication and dissemination of information for events, projects, and cultural and recreational activities to residents and businesses in the City. • Assist City Departments through the creation of brochures, cable programs, public service announcements and/or graphic design, to allow them to enhance, promote and inform residents of the vario us City programs, services, activities and events.

City Manager Department
FY 2026-2027 Adopted Budget
E9
• Manage t
he agreements for the City website , Cascades Newspaper and council meeting video streaming products.
• Oversee the State’s Cable Television Franchise Agreement and stay up to date on the latest changes in local, State and Federal regulations pertaining to cable television.
2026-2027
Goals and Objectives
• Wor
k with the City’s interdepartmental team to upgrade the City Council Chamber technology . Assist with the planning , coordination and implementation of a council meeting temporary location during construction.
• Work with CivicSpark F ellow to develop and implement a citywide communications plan to improve communications within the community. • Continue public engagement growth and activity across social media channels.
• Develop new social media content to inform, educate and engage the community.
• Improve media consistency, quality and production value through the use of the City’s brand templates and toolkits.
2025-2026
Major Accomplishments
• Pro
duced multiple video projects for City events.
• Recruited and onboarded a CivicSpark Fellow to evaluate and improve the City’s communications capabilities.
• Increased follower and subscriber counts on all platforms. Increased engagement on video content.
• Published a City Communications Survey to gather resident and constituent views on City communications channels.

City Manager Department
FY 2026-2027 Adopted Budget
E10
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 -
Administration $330,891 $489,993 $489,993 $522,427
General Fund $8,356 $77,500 $77,500 $13,500
Special Revenue $15,162 $21,640 $21,640 $23,524
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $354,409 $589,133 $589,133 $559,451

City Manager Department
FY 2026-2027 Adopted Budget
E11
Division: City Clerk
Division No.: 1213
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $352,191 $397,431 $397,431 $428,312 Services $85,230 $363,800 $363,800 $380,500
Commodities $51,500 $55,000 $55,000 $68,100
Internal Services $99,080 $133,994 $133,994 $142,077
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $588,001 $950,225 $950,225 $1,018,989 Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50
Pr
ograms and Services
The O
ffice of the City Clerk is responsible for keeping a complete and accurate record of City Council proceedings, maintaining official city records, providing public information and conducting municipal elections according to the stipulations of State and Federal laws. Specific service objectives are:
• Ens
ure that legal requirements regarding public meetings, hearings, attestations and petitions are handled properly and according to applicable rules and laws.
• Accurately record the proceedings and actions of the City Council for legal references, historic information, and continuity of government. • Keeping and maintaining safe, efficient storage of official city documents and records.
• Ensure that municipal elections are consolidated and conducted by the County of Los Angeles Registrar Recorder’ s office in an economical and error-free manner with maximum convenience to the voters, while complying with the Federal Voting Rights Act.
• Administer the provisions of the Political Reform Act so that all related reports are filed in a timely manner according to law.

City Manager Department
FY 2026-2027 Adopted Budget
E12
• Ma
intain accurate records of all City Commissioner terms of office and posting of vacancies in accordance with state regulations; accept applications for commissions and provide applications for City Council’s consideration.

Pr
ogram Measurements
Actual
2024-2025
Estimated
2025-2026
Projected
2026-2027
General Municipal
Election Voter Turnout
November
2024

62.87%
Not an
Election Year
November
2026
64%
Public Records Act
Requests 513 648 712
Certificate Requests 599 850 900
2026
-2027 Goals and Objectives
• Plan, prepare, and conduct the General Municipal Election in November 2026 to fill two City Council seats, Districts Nos. 1 and 5, a City Clerk position, a City Treasurer position, and possibly ballot measure(s). • Implement policies and procedures.
• Develop plans for outreach program to provide information to promote voter education and civic engagement through participation at city council meetings.
• Continued participation in discussion to assist with the City Co uncil chambers upgrade process.
2025
-2026 Major Accomplishments
• Im
plemented an agenda management portal to improve organizational efficiency and effectiveness.
• Assisted departments with creation of flyers and other marketing materials to promote public engagement with the community.

City Manager Department
FY 2026-2027 Adopted Budget
E13
• Con
ducted a citywide destruction of records event to improve organizational efficiency and efficiency, and to provide room for storage of new records.
• Evaluated the retention schedule for updates in accordance with laws and regulations.

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 -
Administration $563,694 $923,915 $923,915 $981,932
General Fund $0 $0 $0 $0
Special Revenue $24,307 $26,310 $26,310 $37,057
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $588,001 $950,225 $950,225 $1,018,989

City Clerk Department
F1
FY 2026-2027 Adopted Budget
Department Overview
The City Clerk is an elected position and is responsible for keeping a complete and accurate record of City Council proceedings, maintaining official city records, providing public information and conducting municipal elections according to the stipulations of State and Federal laws. Specific service objectives are:

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

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

The C
ity Clerk is the custodian of the official City records and City Seal.

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

Depa
rtment Budget Summary
Sig
nificant Changes
Ther
e are no significant changes for FY 2026-27.

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget City Clerk 1301 $17,165 $22,624 $22,624 $29,911
Total Expenditures $17,165 $22,624 $22,624 $29,911
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Program

City Clerk Department
F2
FY 2026-2027 Adopted Budget
Department Personnel Summary
Div
ision: City Clerk
Division No.: 1301
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 $8,337 $6,236 $6,236 $6,236
Commodities $330 $0 $0 $250
Internal Services $8,498 $16,388 $16,388 $23,425
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $17,165 $22,624 $22,624 $29,911
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
2026
-2027 Goals and Objectives
• Oversee the conduct of the General Municipal Election in November 2026 to fill two City Council seats, Districts No. 1 and 5, a City Clerk position, a City Treasurer position, and possibly ballot measure(s). • Administer Oaths of Office and presents Certificates of Appointment to newly appointed Board, Commissions and Committees members.

Full Time Part Time Full Time Part Time Full Time Part Time City Clerk - Elected Official 1 - 1 - 1 -
CITY CLERK TOTAL 1 - 1 - 1 -
CITY CLERK - 1300
2024-2025 2025-2026 2026-2027

FY FY FY

City Clerk Department
FY 2026-2027 Adopted Budget
F3
• Sign and attestation of the official signatures for resolutions, ordinances, agreements, minutes, and other official documents approved by the City Council.
2025
-2026 Major Accomplishments
• Adm
inistered approximately 9 Oaths of Office and presented 9 Certificates of Appointment to newly appointed Boards, Commissions, and Committees members.
• Attested to approximately 75 resolutions, 17 ordinances, 368 agreements and signed approximately 62 sets of minutes.

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 -
Administration $17,165 $22,624 $22,624 $29,911
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $17,165 $22,624 $22,624 $29,911

City Treasurer Department
FY 2026-2027 Adopted Budget
G1
Department: City Treasurer
Division: City Treasurer
Division No.: 1501
Depa
rtment Budget Summary
Depa
rtment Overview
The C
ity Treasurer is an elected position and is responsible for overseeing the custody and investment of the City monies. Specific service objectives include:
• Rec
eive and safely keep the City Funds and schedule their availability to meet cash disbursement requirements.
• Provide overall investment management and strategy in the order of safety, liquidity, and yield in order to safeguard public funds in accordance with the City’s investment policy and State laws.
• Provide monthly and annual investment reporting to the City Council. • Update and submit the City’s investment policy reflecting current law changes to the City Council on an annual basis.

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

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget City Treasurer 1501 $16,330 $24,568 $24,568 $32,445
Total Expenditures $16,330 $24,568 $24,568 $32,445
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
Expenditures by Program

City Treasurer Department
G2
FY 2026-2027 Adopted Budget
Department Personnel Summary
2026
-2027 Goals and Objectives
• Continue evaluating investment options and investing City funds using the criteria of safety, liquidity, and yields.
• Continue reviewing City’s investment policy and internal controls over investment and treasury functions to ensure the proper segregation of duties and asset safeguarding.
• Submit monthly and annual investment reports.
2025
-2026 Major Accomplishments
• Pr
esented Monthly Investment Reports timely.
• Presented Annual City Investment Policy to the City Council on September 03, 2025.
• Managed the City’s investment portfolio prudently and conservatively in maximizing interest earnings during the 2025-2026 fiscal year.

Full Time Part Time Full Time Part Time Full Time Part Time CITY TREASURER - 1500
City Treasurer - Elected Official 1 - 1 - 1 -
CITY TREASURER TOTAL 1 - 1 - 1 -
2024-2025 2025-2026 2026-2027

FY FY FY

City Treasurer Department
G3
FY 2026-2027 Adopted Budget
Expenditures by Character
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $6,135 $6,095 $6,095 $6,137
Services $597 $2,830 $2,830 $2,830
Commodities $20 $400 $400 $400
Internal Services $9,578 $15,243 $15,243 $23,078
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $16,330 $24,568 $24,568 $32,445
Authorized Full-Time
Equivalent Positions 1.00 1.00 1.00 1.00
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 -
Administration $16,330 $24,568 $24,568 $32,445
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $16,330 $24,568 $24,568 $32,445

City Attorney Department
H1
FY 2026-2027 Adopted Budget
Department: City Attorney
Division: City Attorney
Division No.: 1601
Dep
artment Budget
Summary
Dep
artment Overview
T
he City Attorney serves as the chief legal advisor to the city, providing comprehensive legal services to the city council, city manager, and all city departments, boards, and commissions. As the city’s lawyer, the City Attorney is responsible for ensuring that all municipal actions comply with applicable federal, state, and local laws, and for protecting the city’s legal interests across a wide range of matters. The City Attorney’s Office functions, in essence, as a full-service law firm dedicated exclusively to serving the needs of municipal government. The services of the City Attorney are provided via contractual services with a private legal firm.

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget City Attorney 1601 $722,488 $898,000 $898,000 $942,900
Total Expenditures $722,488 $898,000 $898,000 $942,900
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Expenditures by Program

City Attorney Department
FY 2026-2027 Adopted Budget
H2
Civil Litigation. The City Attorney’s Office manages all civil claims and lawsuits in which the city is a party. This includes defending the city against claims such as personal injury, civil rights actions, employment disputes, and breach of contract.

The office may litigate on behalf of the city, including civil enforcement actions.

The office also evaluates, investigates, and recommends the disposition of all claims filed against the city, and advises on the settlement or dismissal of legal proceedings.

Criminal Prosecution
. The City Attorney serves as the city’s chief prosecutor, overseeing the prosecution of misdemeanor offenses and violations of the municipal code committed within city limits.

Labor and Employment Law
. The City Attorney’s Office advises on a wide range
of labor and employment matters. This includes guidance on compliance with anti-discrimination laws, collective bargaining, workplace disputes, workers’ compensation, and personnel policies.

General Legal Advice
. On a day-to-day basis, the City Attorney’s Office provides legal advice and counsel on all matters relating to public officials’ duties. The City Attorney also attends meetings of the city council to advise on legal issues and points of parliamentary procedure as they arise.

Drafting Legal Documents
. The City Attorney’s Office is charged with preparing
and reviewing the legal instruments that govern the city’s operations. The office ensures that all such instruments conform to applicable law and are properly codified, and it prepares and makes available to the public an annual codification of the city’s ordinances.

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

City Attorney Department
H3
FY 2026-2027 Adopted Budget
Expenditures by Character
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 $722,488 $898,000 $898,000 $942,900
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 $722,488 $898,000 $898,000 $942,900
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
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 -
Administration $722,488 $898,000 $898,000 $942,900
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $722,488 $898,000 $898,000 $942,900

Finance Department
FY 2026-2027 Adopted Budget
I1
Department Overview
Th
e goals of Finance Department are: to employ best practices and be transparent in financial management, to strengthen and make judicious use of financial resources to achieve and build City financial resilience, and to focus on internal and external customer services in var ious support services. The Department works to preserve a strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes.

Pr
ograms and Services
The
Finance Department provides centralized revenue collection, financial planning, budgeting, reporting and analysis, treasury and investment, debt management, grant accounting, purchasing, accounts payable, payroll, and audits. In addition, the Department establishes and maintains the City’s administrative policies and procedures for internal controls. The Department follows Federal and State laws, rules, and regulations to prepare many mandated reports.

Finance Department
FY 2026-2027 Adopted Budget
I2
The Fina
nce Department oversees and maintains the City’s information systems and communication systems. The Department maintains a customer service counter and serves as the central cashiering point for the City. It prepares utility billing and administers laws related to business license, utility tax, transient occupancy tax, admissions tax, and franchise tax.

Depart
ment Budget Summary
Signific
ant Considerations
For m
ore than five years, the Community Housing Assistance Program has been administered by the Finance Department. Effective July 1, 2026, the program will be reassigned to the Community Development Department to strengthen continuity and better align related services.

Funding So
urce 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 -
Administration $2,643,404 $3,130,555 $3,130,555 $3,154,730 General Fund $0 $0 $0 $0
Special Revenue $151,900 $132,170 $132,170 $165,328
Enterprise $530,258 $618,851 $618,851 $763,353
Internal Service $2,725,717 $2,560,832 $2,560,832 $2,934,239 Total $6,051,278 $6,442,409 $6,442,409 $7,017,651
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget Finance 1403 $1,962,227 $2,023,704 $2,023,704 $2,150,703 Information Technology 1404 $2,725,717 $2,560,832 $2,560,832 $2,934,239 Revenue Collection 1406 $1,363,335 $1,857,874 $1,857,874 $1,932,708 Total Expenditures $6,051,278 $6,442,409 $6,442,409 $7,017,651 Authorized Full-Time
Equivalent Positions 21.00 21.00 21.00 21.00
Expenditures by Program

Finance D epartment
I3
FY 2026-2027 Adopted Budget
Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time FINANCE - 1400
Director of Finance 0.80 - 0.80 - 0.80 -
Account Clerk 1 1.50 1 1.00 1 1.00
Accountant 2 - 2 - 2 -
Administrative Aide 1 - 1 0.50 1 0.50
Finance Manager 1 - 1 - 1 -
Financial Analyst 2 - 2 - 2 -
Information System Specialist 2 - 1 - 1 -
Information Technology Manager 1 - 1 - 1 -
Information Technology Network Specialist - - 1 - 1 - Information Technology Technician 1 - 1 - 1 -
Principal Management Analyst - 0.50 - 0.50 - 0.50
Senior Account Clerk 6 - 6 - 6 -
Senior Accountant 1 - 1 - 1 -
FINANCE TOTAL 18.80 2.00 18.80 2.00 18.80 2.00 2024-2025 2025-2026 2026-2027

FY FY FY

Finance Department
I4
FY 2026-2027 Adopted Budget
Department Organizational Chart
Director of
Finance
Finance
Finance Manager (1)
Sr. Accountant (1)
Accountant (2)
Sr. Account Clerk (2)
Payroll
Financial Analyst (1)
Sr. Account Clerk (1)
Information
Technology
Information Technology
Manager (1)
IT Specialist (2)
IT Technician (1)
PT. Adminstrative Aide
(1)
Contracted Services
Revenue
Collections
Financial Analyst (1)
Sr. Account Clerk (3)
Account Clerk (1)
PT. Account Clerk (2)
Administrative
Aide (1)
PT. Principal
Managment
Analyst

Finance Department
FY 2026-2027 Adopted Budget
I5
Division: Finance
Division No.: 1403
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $1,128,177 $1,186,660 $1,186,660 $1,361,125 Services $393,866 $385,775 $385,775 $296,275
Commodities $86,115 $16,500 $16,500 $16,000
Internal Services $354,069 $434,769 $434,769 $477,303
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,962,227 $2,023,704 $2,023,704 $2,150,703 Authorized Full-Time
Equivalent Positions 9.65 9.65 9.65 9.65
Pr
ograms Details
The
Finance Division is responsible for the accounting
operations of the City, which includes cash management, debt administration, accounts payable, accounts receivable, payroll, grant accounting, auditing, financial reporting , and the development and monitoring of the City Budget.

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

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

Finance Department
I6
FY 2026-2027 Adopted Budget
2026-2027 Objectives and Key Program Measurements
Performance Measure Actual
2024-25
Estimated
2025-26
Projected
2026-27
Receive Unqualified Audit Opinion. Yes Yes Yes
Receive Distinguished Budget Presentation Award from
Government Finance Officers Association (GFOA) and
California Society of Municipal Finance Officers
Association (CSMFO) for Excellence in budgeting. Yes Yes Yes Consecutive years receiving the award for GFOA’s
excellence in financial reporting. 37 38 39
Average number of days from approved invoice
received to check issuance. 4 4 4
Total number of accounts payable checks issued. 13,797 14,097 14,447 2025
-2026 Accomplishments
• Succ
essfully implemented GASB 101
• Updated AP Vendor Set-up Procedures
• Prepared and processed RFP for Banking Services
• Executed Agreement with a new vendor for banking services • Initiated transition of banking services with new vendor 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 -
Administration $1,851,148 $1,925,524 $1,925,524 $2,024,478 General Fund $0 $0 $0 $0
Special Revenue $111,079 $98,180 $98,180 $126,225
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,962,227 $2,023,704 $2,023,704 $2,150,703

Finance Department
I7
FY 2026-2027 Adopted Budget
Division: Information Technology
Division No.: 1404
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $336,759 $683,753 $683,753 $634,199 Services $1,676,502 $1,488,310 $1,488,310 $1,845,232
Commodities $18,740 $20,500 $20,500 $20,500
Internal Services $212,788 $313,269 $313,269 $334,309
Capital Expenditures $7,311 $55,000 $55,000 $100,000
Debt Service $473,617 $0 $0 $0
Total Expenditures $2,725,717 $2,560,832 $2,560,832 $2,934,239 Authorized Full-Time
Equivalent Positions 4.00 4.00 4.00 4.00
Pr
ograms Details
The
Information Technology Division (IT) has the responsibility of supporting and maintaining the computer and network infrastructure, cybersecurity, all IT related hardware, approved software, and operating systems used by the City of Monterey Park agency. In addition, IT is responsible for the design, build out, and integration of new infrastructure and technology solutions needed to meet demands; for ensuring security of the environment by configuring, maintaining, and supporting firewalls, anti- virus/anti-malware
tools, spam filtering, and backups for all
application server; and evaluating the short and
long-term technology needs of both the
organization and community to facilitate the
efficient delivery of services and promote
continued economic development.

Finance Department
FY 2026-2027 Adopted Budget
I8
Services
• Desig
ns, builds, and integrates new infrastructure and technology solutions as needed
• Ensures security of the technology environment.
• Provides desktop support for approximately 500 computers and 100 tablets. • Provides application support for over 300 different software applications. • Provides Phone support for approximately 450 desk phones and 7 0 cell phones.
• Supports and maintain s network all type servers, network and wireless infrastructure, telephone and e-mail systems.
• Supports and maintains technology infrastructure switches and routers , database servers, firewalls, application servers, routers for connectivity between sites.
• Supports and Maintain data systems Tyler MUNIS ERP, CRW for Permits, Microsoft SQL Server, Microsoft Windows Server, Microsoft SharePoint, Tyler New World CAD/RMS (Police), ESRI Geographic Inform ation Systems (GIS), Microsoft Exchange Email, Accella, Invoice Cloud, Granicus for streaming public meetings, VMWare virtualization, Veeam backup and recovery, Other departmental system applications.
2026-2027
Goals and Objectives
• Com
plete email migration to cloud for Police, Fire, Library and Recreation • Implement security awareness training program to build cyber resilience and vigilance across all city departments and personnel • Increase network bandwidth infrastructure citywide to ensure reliable, high- performance connectivity for city operations and public-facing services. • Expand technology infrastructure to eliminate single points of failure and ensure continuous connectivity for essential government operations. • Modernize core data, network, and storage infrastructure to eliminate aging technology risk and establish a resilient foundation for current and future city service delivery.
2025-2026
Major Accomplishments
• Upgr
ade Windows Domain Controller from 2012 to 2022
• Replaced end-of-life firewall at remote sites (Cisco to Fortinet)

Finance Department
FY 2026-2027 Adopted Budget
I9
• Comp
leted email migration from on -premise to cloud for Finance, Public Works, City Clerk, City Manager, Community Development
• Completed Verizon cell phone audit: assigned cell phones to appropriate departments, implemented public safety plan for city, saving 10-15% • Deployed VPN technology remote access
• Deployed a new Computer Aided Dispatch (CAD)/Records Management System (RMS) - Sunridge RIMS
• Deployed Axon Body Worn Camera (BWC) system
• Deployed Genesys Messaging App
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 -
Administration $0 $0 $0 $0
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $2,725,717 $2,560,832 $2,560,832 $2,934,239 Total Expenditures $2,725,717 $2,560,832 $2,560,832 $2,934,239

I10
Finance Department
FY 2026-2027 Adopted Budget
Division: Revenue Collection
Division No.: 1406
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $727,461 $827,013 $827,013 $772,846 Services $340,209 $621,472 $621,472 $619,220
Commodities $14,533 $28,765 $28,765 $20,350
Internal Services $281,132 $380,624 $380,624 $520,292
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,363,335 $1,857,874 $1,857,874 $1,932,708 Authorized Full-Time
Equivalent Positions 6.50 6.50 6.50 6.50
Pro
grams Details
This a
ctivity provides for a range of revenue-
related services, including preparing the Master
Schedule of Fees and Charges, accounts
receivable, cashiering services for all departments,
the billing and collection of utility charges, the
managing of license applications for new
businesses, utility applications for water services,
the processing of special permits, and the
collection of delinquent accounts.

Spec
ific service objectives are:
• Ensure prompt and courteous customer service
• Collect all revenue received by the City
• Maintain customer information on water utility,
and business license services
• Bill and collect for water/sewer accounts on a monthly basis • Manage the yearly collection of business tax and the issuance of business licenses • Ensure prompt and courteous enforcement of the City's business license regulations

I11
Finance Department
FY 2026-2027 Adopted Budget
• Administer and monitor various revenue programs such as Transient Occupancy Tax, Admissions Tax, and Utility Users Tax
• Administer and monitor the Senior Utility Users Tax Exemption program and the Lifeline program for water discount
• Independent Contractor Reporting (ICR) to the state
• Maintain city postage equipment and oversee processing of mail

PROGRAM MEASUREMENTS
Actual
2024-25
Estimated
2025-26
Projected
2026-27
Business Licenses Issued 4,160 4,243 4,328 Utility Bills Generated 116,574 118,000 121,000 2026-2027
Goals and Objectives
• Par
ticipate in the implementation of the City’s new banking services with J.P.

Morgan Chase.
• Issue a Request for Proposals (RFP) and implement a new utility billing system. • Complete a Building Valuation fee study.
• Complete a Development Impact Fee study
• Continue to promote paperless options for staff and customers alike to better align with the City’s goal of prioritizing sustainability. • Continue to assist Public Works with AMI meter replacement preparation, testing and implementation.
• Increase water revenue collection and reduce delinquencies of utility accounts • Provide responsive, accurate and equitable customer service. • Implement the use of Vertexone, a self -service portal for water utility customers, enabling them to access and pay their accounts online.
2025-2026
Major Accomplishments
• Review
ed and updated the lifeline and utility collection ordinances • Assisted Public Works with AMI meter replacement preparation, testing and implementation.
• Successfully implemented the Master Schedule of Fees following citywide user fee study.
• Assisted Public Works with PMI water meter replacement preparation, test and implementation
• Started the paperless services as well as digitization of files.

I12
Finance Department
FY 2026-2027 Adopted Budget
• Established and implemented a citywide policy and procedure to set -up and maintain vendor accounts with AP division to avoid risk of fraud • Began work on the Building Valuation fee study.
• Began work on the Development Impact Fee study.

Funding Sour
ce 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 -
Administration $792,256 $1,205,032 $1,205,032 $1,130,252 General Fund $0 $0 $0 $0
Special Revenue $40,821 $33,990 $33,990 $39,103
Enterprise $530,258 $618,851 $618,851 $763,353
Internal Service $0 $0 $0 $0
Total Expenditures $1,363,335 $1,857,874 $1,857,874 $1,932,708

I13
Director of Finance
Finance
Finance Manager (1)
Sr. Accountant (1)
Accountant (2)
Sr. Account Clerk (2)
Payroll
Financial Analyst (1)
Sr. Account Clerk (1)
Information
Technology
Information Technology
Manager (1)
IT Specialist (2)
IT Technician (1)
PT. Adminstrative Aide (1)
Contracted Services
Revenue Collections
Financial Analyst (1)
Sr. Account Clerk (3)
Account Clerk (1)
PT. Account Clerk (2)
Administrative
Aide (1)
PT. Principal
Managment Analyst

Human Resources and
Risk Management Department
J1
FY 2026-2027 Adopted Budget
Department Overview
The Human Resources & Risk Management Department is responsible for the administration of a comprehensive personnel system based on merit principles and the City’s risk management program. Its primary
function is to provide recruitment, employment,
employee relations and training services to other
City departments and to minimize risk exposure
through loss prevention and control.

Dep
artment Budget Summary
Prog
rams and Services
T
he Human Resources Division is the core of the
City’s employment, benefit administration and
training operations. HR centralizes recruitment
and selection, job classifications, benefits,
employment records management,
employer/employee relation’s administration, employee development programs and contract negotiations.

FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original BudgetProjected Budget Budget Human Resources 1801 $810,729 $1,076,353 $1,076,353 $1,140,698 Risk Management 1802 $632,555 $841,197 $841,197 $852,426 Total Expenditures $1,443,284 $1,917,551 $1,917,551 $1,993,124 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
Expenditures by Program

Human Resources and
Risk Management Department
FY 2026-2027 Adopted Budget
J2
The Risk Management Division provides loss prevention control services, which includes insurance procurement, claims process
management for property, workers compensation,
general liability losses, and oversight of the City’s
safety management and training programs.

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

Depa
rtment Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time HUMAN RESOURCES AND RISK MANAGEMENT - 1800
Director of Human Resources/Risk Management 1 - 1 - 1 - Human Resources Analyst 1 - 1 - 1 -
Human Resources Technician 1 - 1 - 1 -
Human Resources/Risk Manager 2 - 2 - 2 -
Principal Human Resources Analyst 1 - 1 - 1 -
HR AND RISK MANAGEMENT TOTAL 6 - 6 - 6 -
2024-2025 2025-2026 2026-2027

FY FY FY

Human Resources and
Risk Management Department
J3
FY 2026-2027 Adopted Budget
Department Organizational Chart
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 -
Administration $671,108 $860,115 $860,115 $928,635
General Fund $0 $0 $0 $0
Special Revenue $24,683 $34,960 $34,960 $32,974
Enterprise $0 $0 $0 $0
Internal Service $747,493 $1,022,476 $1,022,476 $1,031,515 Total $1,443,284 $1,917,551 $1,917,551 $1,993,124

Human Resources and
Risk Management Department
J4
FY 2026-2027 Adopted Budget
Division: Human Resources
Division No.: 1801
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $322,360 $503,090 $503,090 $540,981 Services $301,673 $355,330 $355,330 $387,296
Commodities $3,105 $5,500 $5,500 $5,750
Internal Services $183,590 $212,434 $212,434 $206,671
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $810,729 $1,076,353 $1,076,353 $1,140,698 Authorized Full-Time
Equivalent Positions 3.50 3.50 3.50 3.50
P
rogram Details
T
he Human Resources Division supports all departments by providing a wide range of personnel services, which are divided among the following separate, but integrated program areas:

E
mployee Development: Training and development programs to enhance employees’ job skills and abilities as well as assist them in achieving career development goals. Supervisory training, tuition reimbursement for approved formal education, and in- house workshops are coordinated by and funded through the Human Resources Division. The department will continue to evaluate training needs and the required training needed to support the employee groups.

E
mployee Relations: An effective program of employer/employee relations has been built through the negotiation process and through administration of labor contracts with the City’s eight represented employee groups. This also includes employee and supervisory counseling on personnel policies, procedures , and best practices, aiding in handling employee grievances and disciplinary actions, negotiation and implementation of new labor contract provisions,

Human Resources and
Risk Management Department
FY 2026-2027 Adopted Budget
J5
communication meetings with labor representatives, and promoting new programs to enhance the quality, efficiency and responsiveness of municipal services.

Recr
uitment and Selection: Recruitment and selection activities include job analyses, advertising, focused outreach efforts, testing administration, pre- employment medical examinations, comprehensive background checks, including Live Scan fingerprinting, reference checks and other testing as needed.

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

Emp
loyee Benefits: The City provides a comprehensive group benefits program, including medical in surance obtained through CalPERS, dental insurance, long - term disability, life insurance, vision insurance, deferred compensation, an employee assistance program (EAP), Flexible Spending Account (FSA), Dependent Care Account (DCA), and retired medical savings plan and retirement plans.

Pers
onnel Management: The City reviews and revises class specifications, administrator employee performance evaluations, continue to evaluate processes and procedures and develop administrative policies and procedures relating to personnel issues.
2026-2027
Goals and Objectives
• Review
and revise administrative policies
• Evaluate and review City’s 457 plan and Health Care Savings Plan provider
2025-2026
Major Accomplishments
• Negot
iated successor Memorandums of Understanding with 7
associations
• Revised city’s evaluation form for all classifications • Implemented new employee meet and greet orientation (quarterly) • Conducted various training opportunities for staff

Human Resources and
Risk Management Department
FY 2026-2027 Adopted Budget
J6
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 -
Administration $671,108 $860,115 $860,115 $928,635
General Fund $0 $0 $0 $0
Special Revenue $24,683 $34,960 $34,960 $32,974
Enterprise $0 $0 $0 $0
Internal Service $114,938 $181,278 $181,278 $179,089
Total Expenditures $810,729 $1,076,353 $1,076,353 $1,140,698

Human Resources and
Risk Management Department
J7
FY 2026-2027 Adopted Budget
Division: Risk Management
Division No.: 1802
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $440,438 $547,036 $547,036 $525,933 Services $26,876 $50,850 $50,850 $50,850
Commodities $343 $0 $0 $0
Internal Services $164,898 $243,312 $243,312 $275,643
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $632,555 $841,197 $841,197 $852,426
Authorized Full-Time
Equivalent Positions 2.50 2.50 2.50 2.50
P
rogram Details
T
he Risk Management Division serves to protect the personnel and physical assets of the City from injury and loss. To accomplish this, a variety of program services are established including: identification and measurement of potential losses, loss prevention, programs for elimination of unsafe working conditions, safety training, insurance purchase, and claims handling for liability, property damage, unemployment, and workers’ compensation.

T
he City maintains General Liability insurance coverage through the City’s participation in a Joint Power Authority risk sharing pool for Liability and Workers Compensation Programs.

T
he Risk Management Division seeks to minimize the City’s financial exposure by ensuring that tort liability claims are processed and brought to closure as expeditiously as possible, fully investigating all claims, and by subrogating claims where third party liability exists, to recover losses.

Human Resources and
Risk Management Department
FY 2026-2027 Adopted Budget
J8
The Ci
ty maintains workers compensation insurance coverage to statutory limits per occurrence (policy will pay out per statute with no coverage limit) through the City’s participation in a Joint Power Authority risk sharing pool Workers Compensation Program. The Risk Management Division seeks to minimize the City’s workers compensation financial exposure by performing risk exposure analysis, loss control programs, and by thorough claim investigation, evaluation and processing, and continuing an active safety training program for employees.

The Ris
k Management Division manages the City’s insurance and self -insurance programs for property, public official bonds, automobile, and property damage.

The division tracks and administers the City’s unemployment insurance claims as well.
2026-2027 Go
als and Objectives
• Review
and revise Injury Illness Prevention Program (IIPP)
2025-20
26 Major Accomplishments
• Cond
ucted required safety training for Public Works Department 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 -
Administration $0 $0 $0 $0
General Fund $0 $0 $0 $0
Special Revenue $0 $0 $0 $0
Enterprise $0 $0 $0 $0
Internal Service $632,555 $841,197 $841,197 $852,426
Total Expenditures $632,555 $841,197 $841,197 $852,426

Community Development D epartment
K1
FY 2026-2027 Adopted Budget
Department Overview
The Community Development Department has the most direct impact on the City’s local economy through its work help ing businesses thrive in the City, implementing land use and zoning regulations, and process ing permits for construction projects. The Department is the main point of contact for anyone who wants to open a new business, make additions or alternations to existing buildings, or construct new development in the City. The Department protects the public health, safety, and general welfare through its implementation of the General Plan, Zoning Code, and State and local standards concerning structural integrity, fire and life safety, sanitation, security, accessibility, and energy efficiency of construction. The Department listens to the needs of the community to attract new businesses and support job creation in the City.

Community Development D epartment
K2
FY 2026-2027 Adopted Budget
Programs and Services
Building & Safety Division
The Building & Safety Division enforces Title 16 of the Monterey Park Municipal Code. Building & Safety staff enforces the Uniform Building Codes (i.e., Building, Plumbing, etc.), as well as State and Federal regulations relating to the construction of structures and their safety through plan check review and inspection of construction project s. The Building Division is also responsible for taking updates to the Uniform Building Codes that occur every 3 years to the City Council for adoption.

Planning Division
The Planning Division administers Title 21 of the Monterey Park Municipal Code.

Planning Division staff provides com ments and process es all applications pertaining to design review and provides staff support to the Planning Commission to facilitate land use actions requiring Planning Commission, City Council or voter approval. Staff conduct field inspections and research which provides the basis for professionally prepared staff reports, and recommendations made for approval, denial, or approval wit h conditions. It also is the lead agency for all environmental reviews consistent with the California Environmental Quality Act (CEQA).

Economic Development Division
The Economic Development Division creates and implements strategies that promote economic growth and job creation within the community, working with businesses, investors, and other stakeholders to attract and retain businesses . In addition, the Division encourages business investment opportunities which expands the City’s tax base. The Division also provides staff support to the City’s Economic and Business Development Commission, which has a mission of building a solid economic foundation for the community.

Community Development Department
FY 2026-2027 Adopted Budget
K3
Significant Changes
The Co
mmunity Development Department made significant changes in the following areas:
• Inc
reased (1) FTE in the Planning Division to support processing projects faster.
• Assumed oversight of City’s Community Housing Assistance services from the Finance Department.
• Reclassified the Administrative Aide position to a Management Analyst to support Community Housing Assistance programs.

Community Development De partment
K4
FY 2026-2027 Adopted Budget
Department Budget Summary
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 $2,800,511 $3,107,658 $3,107,658 $3,384,414 Special Revenue $311,844 $580,035 $580,035 $894,958
Enterprise $264,340 $390,986 $390,986 $500,033
Internal Service $0 $0 $0 $0
Total $3,376,695 $4,078,679 $4,078,679 $4,779,405
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No Actual Original Budget Projected Budget Budget Planning 1701 $1,215,888 $1,138,200 $1,138,200 $1,286,333 Building & Safety 1702 $1,494,465 $1,846,470 $1,846,470 $1,933,314 Community Housing Assist 1704 $144,180 $375,993 $375,993 $707,475 Economic Development 1705 $480,754 $644,065 $644,065 $778,334 Business Improvement Area 1711 $41,408 $73,950 $73,950 $73,950 Total Expenditures $3,376,695 $4,078,679 $4,078,679 $4,779,405 Authorized Full-Time
Equivalent Positions 14.50 15.00 15.00 16.00
Expenditures by Program

Community Development De partment
K5
FY 2026-2027 Adopted Budget
Department Personnel Summary
Full Time Part Time Full Time Part Time Full Time Part Time COMMUNITY DEVELOPMENT - 1700
Director of Community Development 1 - 1 - 1 -
Assistant Planner 1 - 1 - 1 -
Associate Planner - - - - 1 - Admistrative Aide 1 - 1 - 0 -
Administrative Intern I - 0.50 - 0.50 - 0.50
Building Inspector 2 - 2 - 2 -
Building Official 1 - 1 - 1 -
Building and Safety Permit Technician - - - 0.50 - 0.50 Economic Development Manager 1 - 1 - 1 - Economic Development Specialist 1 - 1 - 1 - Management Analyst - - - - 1 -
Permit Technician I 1 - 1 - 1 -
Permit Technician II 1 - - - - - Plan Checker 1 - 1 - 1 -
Planning Manager 1 - 1 - 1 -
Planning Technician 1 - 1 - 1 -
Senior Permit Technician - - 1 - 1 -
Senior Planner 1 - 1 - 1 -
COMMUNITY DEVELOPMENT TOTAL 14 0.50 14 1.00 15 1.00 2024-2025 2025-2026 2026-2027

FY FY FY

Community Development Department
FY 2026-2027 Adopted Budget
K6
*The Department has submitted a supplemental request for a new FTE Associate Planner
*The Department has submitted a supplemental request to reclassify the existing Administrative Aide position to a Management Analyst.

City of Monterey Park – Community Development
Department
Organization Chart
Director of
Community
Development
Building Division
Building Official
(V)
(2) Building
Inspectors (V)
Plan Checker
(V)
Sr. Permit
Technician
Permit
Technician I
(PT) Building and
Safety Permit
Technician
Planning Division
Planning
Manager (V)
Senior Planner
Assistant Planner
Permit
Technician I
Administrative
Intern (V)
Associate
Planner
Economic
Development
Division
Economic
Development
Manager
Economic
Development
Specialist
Community Housing
Assistance
Management
Analyst

Community Development Department
FY 2026-2027 Adopted Budget
K7
Division: Planning
Division No.: 1701
FY 2024-
25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $429,643 $704,525 $704,525 $833,822 Services $150,976 $154,508 $154,508 $154,508
Commodities $4,890 $10,500 $10,500 $10,500
Internal Services $230,378 $268,667 $268,667 $287,503
Capital Outlay $0 $0 $0 $0
Debt Service $400,000 $0 $0 $0
Total Expenditures $1,215,888 $1,138,200 $1,138,200 $1,286,333 Authorized Full-Time
Equivalent Positions 5.50 5.50 5.50 6.50
Pr
ogram Details
The P
lanning Division is committed to promoting the orderly physical development of the City and to maintaining a high quality, resident, and business- friendly community consistent with applicable State laws and the goals, policies, objectives, and programs of the General Plan, Specific Plans, and Monterey Park Municipal Code. Currently, the Planning Division operations are comprised of Administrative Project Review, Discretionary Project Review, Subdivision Review, Environmental Review, General Plan Implementation, and Zoning Administration, with additional support for the Planning Commission.
• Administrative Project Review provides the review and processing of ministerial permits and applications that are subject to the review and approval of the City Planner to ensure projects comply with City, County, and State development regulations. Planning Division staff processes these permits and applications project manages the review of these permits and applications by other divisions and departments.
• Discretionary Project Review p rovides the review a nd processing of discretionary projects to ensure projects comply with City, County, and State development regulations. Discretionary approval from a legislative body involves careful consideration of the project’s impacts on the

Community Development Department
FY 2026-2027 Adopted Budget
K8
c
ommunity and environment. The Planning Division works closely with property owners, developers, designers, architects, and the interested public from inception of a development project to completion of a project. • Subdivision Review Often residential, commercial, and industrial projects reviewed and approved by the C ity involve the subdivision of land, which may include creating new lots or adjusting properties lines. The subdivision review process requires coordination with City departments, public utilities, and outside agencies . The Planning Division is responsible to ensure all projects are consistent with the goals and objectives of the General Plan, as required by the State Subdivision Map Act.
• Environmental Review Under provisions of the California Environmental Quality Act (CEQA), most discretionary projects within the City are required to receive some level of environmental review. This technical review provides information regarding environmental impacts associated with specific projects and identifies mitigation measures, which may reduce or eliminate significant impacts. The Planning Division ensures environmental review occurs in a timely and cost-effective manner while complying with CEQA. In addition, the City monitors all co nstruction projects for compliance with mitigation measures according to State law. • General Plan Implementation The Planning Division is responsible for maintaining and updat ing the City’s General Plan so that the goals, policies, and implementation measures are current and reflect the existing and future needs of the City as required by State law. Actions carried out by the City or in the City must be consistent with the adopted General Plan which is a comprehensive long -term guiding document for future development and land use.
• Zoning Code Administration The Planning Division prepares Zoning Code Amendments to address emerging issues , comply with changing statutes , or implement the General Plan. The Planning Division works closely with the City Attorney’s Office to ensure that proposed amendments are consistent with local, State, and Federal regulations, as well as, with the City’s General Plan.

Prog
ram Measurements
DISCRETIONARY APPLICATIONS:

These types of applications require, as necessary,
Planning Commission, and City Council review . The Planning entitlements listed below will take from 2 to 6 months to process depending on the complexity of the project.

Community Development Department
FY 2026-2027 Adopted Budget
K9
Actual
2024-25
Estimated
2025-26
Projected
2026-27
Code Amendments* 2 2 4
Conditional Use Permits 3 3 3
General Plan Amendments 0 0 0
Specific Plan 0 0 0
Parcel Maps 3 3 3
Tentative Tract Maps 1 4 3
Time Extensions 1 1 2
Variances 1 0 0
Zone Changes 2 3 2
CEQA
Environmental Impact Reports 0 0 1
Negative Declarations 1 1 2
Categorical Exemptions 11 13 13
Notice of Determination
(based on prior Environmental
review document)
NA 6 3
*Most Code Amendments and Notices of Determination are City initiated projects. Therefore, no fees were collected.

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

Actual
2024-25
Estimated
2025-26
Projected
2026-27
Administrative Use Permits 3 3 3
Banners 7 10 12
Landscape Review 2 4 3
Minor Modification 0 1 0
Short Term Rentals 6 20 10
Site Plan Review 5 7 4
Temporary Use Permits 8 8 8
Traffic/Parking Study 7 8 5
Yard Sales 91 75 75

Community Development Department
FY 2026-2027 Adopted Budget
K10
2026-20
27 Goals and Objectives
• Enco
urage developers to submit housing projects utilizing land use expediting tools.
• Further streamline permitting processes for commercial and residential projects including efforts to update the General Plan Land Use Element and zoning code amendments
• Revisit the Inclusionary Housing Ordinance (IHO) based on City Council’s direction to Implement Land Use Element.
• Expand menu of community benefit options for major projects. • Streamline entitlement pathways for multifamily residential projects under 25 units by easing DA requirement.
• Modernize project review processes to enhance community awareness and engagement opportunities.
• Increase service capacity by hiring an Associate Planner. 2025-20
26 Major Accomplishments
• The fo
llowing ordinances related to land use were initiated and adopted in 2025-2026:
o Amended standards to ensure Accessory Dwelling Units (“ADU”) and Junior Accessory Dwelling Unit (“JADU”) provisions are consistent with state law (Ordinance 2261)
o Established a new municipal code section requiring the replacement of affordable units to the same or lower income level as a condition of development on a nonvacant site (Ordinance No. 2261)
o Rezoned specific properties included in the current sites inventory to accommodate housing (Ordinance No. 2261)
o Processed actions to prohibit data centers citywide.

DESIGN REVIEW
Signs 34 20 25
Remodels, No increase of floor area 1 4 3
New Construction < 10,000 SF 3 1 1
New Construction > 10,000 SF 0 2 3
Single-Family Residential (>2,000 sq.
ft.)
22 15 18

Community Development Department
FY 2026-2027 Adopted Budget
K11
o I
ncrease staffing by hiring an Administrative Intern to support the Planning Division.
o Amended standards that allow for residential and mixed-use development be permitted when allowed by the LUE designation (Ordinance No. 2263)
• Filed the 2025 General Plan and Housing Element Annual Progress Report. • Expanded customer service hours at the public counter by 25%. • Launched the city’s Interactive Zoning Map Web Experience on the city’s website, a public ly available tool to easily explore zoning information throughout the city.

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 $1,122,439 $1,047,377 $1,047,377 $1,183,651 Special Revenue $52,783 $49,296 $49,296 $45,588
Enterprise $40,667 $41,528 $41,528 $57,094
Internal Service $0 $0 $0 $0
Total Expenditures $1,215,888 $1,138,200 $1,138,200 $1,286,333

Community Development Department
K12
FY 2026-2027 Adopted Budget
Division: Building & Safety
Division No.: 1702
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $288,786 $762,718 $762,718 $774,953 Services $939,082 $750,332 $750,332 $752,222
Commodities $4,679 $17,400 $17,400 $17,100
Internal Services $261,917 $316,020 $316,020 $389,039
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,494,465 $1,846,470 $1,846,470 $1,933,314 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00
Pr
ogram Details
The B
uilding & Safety Division is established per the mandate of California Health and Safety Code to facilitate compliance with State and local building standards concerning structural integrity, fire and life safety, sanitation, security, accessibility, and energy efficiency of construction within the local jurisdiction. The Division provides staff support to the City Council, and other City departments in analyzing issues relating to safety of buildings.

Community Development Department
FY 2026-2027 Adopted Budget
K13
The Division’s specific service objectives include:
• Pro
cess and review building plan check applications, issue building permits, and inspect construction work for compliance with building safety technical codes. The State and local codes that are enforced by the Division include the building code, electrical code, mechanical code, plumbing code, building conservation code, spa and swimming pool code, energy conservation standards and accessibility standards.
• Provide code interpretation, reference resources and other technical assistance to the public in a manner that facilitates compliance of design and construction with applicable building standards.
• Coordinate with various departments and outside agencies in the plan review process and serve as the point of contact for permit applications. • Monitor property maintenance and abate life safety hazards through Certificate of Occupancy inspections and special abatement programs such as the un-reinforced masonry (URM) buildings retrofit program. • Maintain building plans and permit records and make the information readily available to the public.

Community Development Department
FY 2026-2027 Adopted Budget
K14
Prog
ram Measurements
Actual
2024-25
Estimated
2025-26
Projected
2026-27

PERMITS
Building Permits:
a. Residential, New 13 13 11
b. Residential, Add/Alter 731 699 630
c. Non -Residential, New 0 1 1
d. Non -Residential,
Add/Alter
81 90 60
e. Miscellaneous 228 194 175
Building Permits Total 1,053 997 877
Electrical Permits 721 759 685
Mechanical Permits 353 294 265
Plumbing Permits 439 389 350

Community Development Department
FY 2026-2027 Adopted Budget
K15
All Permits Total 2,566 2,439 2,177

ANNUAL PERMIT VALUATION
($ million)
63 54 45

PLAN CHECKS
Total Number Processed 694 636 573
Processed In-House 0 0 0
Contracted Out 100 100 100

INSPECTIONS
Construction Inspections 7,402 8,154 7,340
Certificate of Occupancy 0 0 0
All Inspections Total 7,405 8,154 7,340
2026-2027
Goals and Objectives
• To im
prove operational efficiency and enhance customer service, the Building & Safety Division will allocate resources to convert existing application and permit forms into fully integrated digital formats within the City’s electronic permitting system.
• Digitize 50% of all hard record archived plans to significantly improve public accessibility to archival building records.
• Continue to support ADU development with additional approved prototypes.
2025-2026
Major Accomplishments
• The Bu
ilding and Safety Division successfully adopted the 2025 Building & Safety s tandards codes. Staff received training on updated regulations, equipping them with the knowledge necessary to effectively enforce the new codes. The new codes were fully integrated into plan review and inspection procedures, resulting in a seamless transition and enhanced safety standards across all projects.

Community Development Department
FY 2026-2027 Adopted Budget
K16
• Sol
ar App+ online portal went live to streamline residential solar permits. • Expanded customer service hours at the public counter by 25%. • Increased staffing by hiring a P/T Administrative Intern • Supported ADU development with first approved prototypes.

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 $1,233,375 $1,447,681 $1,447,681 $1,472,092 Special Revenue $37,417 $49,330 $49,330 $18,282
Enterprise $223,673 $349,458 $349,458 $442,940
Internal Service $0 $0 $0 $0
Total Expenditures $1,494,465 $1,846,470 $1,846,470 $1,933,314

Community Development Department
K17
FY 2026-2027 Adopted Budget
Division: Community Housing Assistance
Division No.: 1704
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $27,340 $47,868 $47,868 $144,475
Services $116,839 $328,000 $328,000 $563,000
Commodities $0 $125 $125 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $144,180 $375,993 $375,993 $707,475
Authorized Full-Time
Equivalent Positions 0.10 0.10 0.10 0.10
Pr
ograms Details
Res
ponsibilities within this activity include general administration of the City’s Community Development Block Grant (CDBG) program and Home/Housing programs and Affordable Housing Monitoring. HUD grant funds received annually from the U.S. Department of Housing and Urban Development (HUD), are the primary source of funding for the Division’s activities.

Co
mmunity Development Block Grant (CDBG) funds are util ized to aid with fair housing, public facilities improvements including streets, curb gutters, bathroom renovations and to cover administrative costs.

The H
OME program, distinct from the CDBG program, provides funds only for affordable housing activities. Acquisition, rehabilitation, rental assistance, and new construction are all eligible uses for the program monies. The City is allowed two years to commit and five years to exhaust its annual HOME entitlement.

Thr
ough the American Rescue Plan Act of 2021 , the City was allocated a one - time HOME-ARPA grant. This primary objective of this grant is to assist individuals or households who are homeless, at risk of homelessness, and other vulnerable populations, by providing housing, rental assistance, supportive services, and non-

Community Development Department
FY 2026-2027 Adopted Budget
K18
cong
regate shelter, to reduce homelessness and increase housing stability across the country.

Annual
ly, the California Department of Housing and Community Development (HCD) issues a Notice of Funding Availability (NOFA) for Permanent Local Housing Allocation Program Entitlement funds. This NOFA provides the City with an opportunity to apply for PLHA Program grant funds that provi de a permanent source of funding to cities and counties to help meet the unmet need for affordable housing and increase the supply of affordable housing units. The City currently uses the majority of these funds for salaries and benefits for the Neighborhood Engagement Team who provid es outreach services to the homeless population.

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

PROGRAM MEASUREMENTS
CDBG
Ac tual Estimated Projected
2025-20
26 2026-27 2027-28
Agencies assisted from
Co
mmunity Fund 1 1 1
Numb
er of Businesses assisted 6 6 5
HOME
Resid
ential Rehab Participants 1 3 3
Senior
Living Rehab Program 0 1 1

Community Development Department
K19
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives
• Tran
sition program management from the Finance Department to the Community Development Department.
• Continued Implementation of the goals identified in the City of Monterey Park 2025-2029 Five-Year Consolidated Plan.
• Continue providing housing counseling to Monterey Park Residents through the Housing Rights Center.
• Preserve the supply of affordable housing by establishing a multi-family rehabilitation grant program with a 25% match (HOME funds covering 75%)
• Improve City public facilities and infrastructure by allocating CDBG funding for continued ADA sidewalk, street repair and bathroom improvements
• Continue allocating CDBG funds for Economic Development division to continue the Entrepreneur and Small Business Grants Program. • Conduct lead based paint evaluations for buildings built before 1978 and income eligibility verification for qualified HOME assisted recipients. • Support efforts to address homelessness by increasing access to and supply of homeless services and facilities.
• Support programs through program administration to ensure compliant and efficient management of CDBG and HOME programs.
• Reclassify the Administrative Aide position to Management Analyst. 2025-202
6 Major Accomplishments
• Est
ablished in collaboration with the Economic Development Division a Small Business Assistance Program to develop and strengthen small business and support local entrepreneurs.
• Adopted the City of Monterey Park 2025-2029 Five-Year Consolidated Plan.
• Promoted fair housing by supporting workshops hosted by the Housing Rights Center.
• Provided a continuum of supportive and housing services for the homeless and households at risk of homelessness.
• Adopted the 2026-2027 Annual Action Plan.

Community Development Department
FY 2026-2027 Adopted Budget
K20
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 $144,180 $375,993 $375,993 $707,475
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $144,180 $375,993 $375,993 $707,475

Community Development Department
K21
FY 2026-2027 Adopted Budget
Division: Economic Development
Division No. 1705
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $380,834 $418,405 $418,405 $537,120 Services $34,518 $76,780 $76,780 $75,780
Commodities $1,379 $42,000 $42,000 $42,000
Internal Services $64,022 $106,881 $106,881 $123,434
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $480,754 $644,065 $644,065 $778,334
Authorized Full-Time
Equivalent Positions 3.00 3.00 3.00 3.00
Pr
ogram Details
By
executing the City’s Economic Development Strategic Plan, the Economic Development Division leads efforts to advance Monterey Park’s economic vitality through business retention, expansion, and attraction; encourag ing private investment and reinvestment; reduc ing commercial vacancies expand ing the City’s tax base; and crea ting quality jobs. The Division works closely with businesses, commercial property owners, developers, investors, brokers, and community partners to foster a vibrant and inclusive local economy. The Division also serves as formal liaison to the Economic and Business Development Commission (EBDC), providing the technical expertise and staff support necessary to build a resilient economic foundation for all Monterey Park businesses and residents.

Community Development Department
FY 2026-2027 Adopted Budget
K22
The Div
ision’s specific service objectives include:
• Driving Long-Term Vitality & Resilience: Continue executing the 5 -year Economic Development Strategic Plan to foster a robust and sustainable local economy, prioritizing high-growth industries and modern infrastructure to ensure the City remains competitive in an evolving global market. • Strenghthening Local Commerce & Revenue Retention: Aggressively recruit diverse businesses to fill market gaps, minimizing revenue leakage to neighboring jurisdictions and securing the fiscal resources necessary to maintain high-quality municipal services.
• Enhancing City Identity & Economic Brand: Implement marketing initiatives and business -centric programs across digital and traditional media to elevate Monterey Park’s profile as a premier destination for investment, tourism, and local shopping.

Community Development Department
K23
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives
• Expa
nd the Monterey Park Business Alliance to Support Local Businesses.

Position local small businesses for LA28 Olympics procurement opportunities through the “In The Game MPK” initiative. • Launch Healthcare Industry Roundtable and continue Shopping Center & Asset Manager Roundtable to foster a direct line of communication to address vacancy to vibrancy goals.
• Implement the Economic Development Strategic Plan to foster business growth and attract investment. Market City-owned opportunity sites for redevelopment.
• Continue the “Love Monterey Park” Shope & Dine Local campaign, a multi- faceted marketing effort aimed at fostering civic pride and encouraging residents to support local businesses and reinvest in the local economy. • Continue the “Taste of Downtown MPK” incentive program, in collaboration with the Economic & Business Development Commission (EBDC), successfully driving increased foot traffic to the Downtown area businesses.
• Continue and expand the Community Choice Awards , a City-wide recognition program designed to celebrate excellence in the local business community.
• Support the collaboration with East Los Angeles College as part of the City’s first of its kind Letter of Understanding with the Susan Rubio Entrepreneurship & Innovation Center.
2025-2026
Major Accomplishments
• Small Business Financial Support: La
unched the Community Development
Block Grant (CDBG) -funded Small Business Assistan ce Program, providing critical financial support to help qualified start -ups and existing businesses scale and thrive.
• Capacity Building & Education: Hosted a series of educational seminars and webinars designed to equip business owners with essential tools, from digital marketing strategies to navigating regulatory requirements and ac cessing business growth funding.
• Business Networking & Connectivity: Organized recurring networking events to facilitate collaboration and business -to-business procurement relationships among local business owners.
• Strategic Communication: Distributed mont hly e -newsletters, delivering timely information on grant opportunities, specialized training, and regional economic resources to the City’s business community.

Community Development Department
FY 2026-2027 Adopted Budget
K24
• Shop Local Initiatives: L
aunched the “Love Monterey Park” Shope & Dine
Local campaign, a multi-faceted marketing effort aimed at fostering civic pride and encouraging residents to support local businesses and reinvest in the local economy.
• Downtown Revitalization: Implemented the “Taste of Downtown MPK” incentive program, in collaboration with the Economic & Business Development Commission (EBDC), successfully driving increased foot traffic to the Downtown area businesses.
• Community Choice Awards: Continue marketing the City-wide recognition program designed to celebrate excellence in the local business community.
• Supporting Entrepreneurship Center at East Los Angeles College:

Successfully launched a first of its kind Letter of Understanding with East Los Angeles College to support the Susan Rubio Entrepreneurship and Innovation Center.

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 $444,697 $612,599 $612,599 $728,671
Special Revenue $36,056 $31,466 $31,466 $49,663
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $480,754 $644,065 $644,065 $778,334

Community Development Department
K25
FY 2026-2027 Adopted Budget
Division: Business Improvement District Area No. 1
Division No. 1711
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 $41,408 $73,950 $73,950 $73,950
Commodities $0 $0 $0 $0
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $41,408 $73,950 $73,950 $73,950
Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Pr
ogram Details
Pu
rsuant to California Streets and Highway Code Section 36500 et seq, the Business Improvement District (BID) is allowed to impose an assessment on businesses within self-designated downtown areas, beyond the general business license tax. The revenue can be used for the following purposes:
• Pu
blic amenities such as benches, trash receptacles, fountains, kiosks and street lighting;
• Landscaping;
• Promotion of public events to promote businesses within the business district including decorations and music; and
• Creation of activities to promote businesses within the area.

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

Community Development Department
FY 2026-2027 Adopted Budget
K26
2026-2027
Goals and Objectives
• Con
tinue to maintain and enhance the physical appearance of the Business Improvement District (BID) through beautification, janitorial services, and seasonal decorative improvements, including holiday lighting and decorations.
• Advance economic development efforts within the BID by collaborating with the Economic & Business Development Commission (EBDC) and implementing relevant strategies from the City’s Economic Development Strategic Plan.
• Use BID assessment revenues to fund promotional activities, pioneer major marketing initiatives, and special events designed to strengthen BID identity, increase foot traffic, and support BID businesses.

Community Development Department
FY 2026-2027 Adopted Budget
K27
• Con
tinue the successful Taste of Downtown Monterey Park incentive program, allowing for increased foot traffic to the Downtown business areas.
2025-2026
Major Accomplishments
• Str
eamlined the City’s economic development advisory structure by dissolving the Business Improvement District Advisory Committee (BIDAC) and the Economic Development Advisory Commission (EDAC) and consolidating their functions into the new Economic & Business Development Commission (EBDC), reducing redundancy, improving communication for a more coordinated approach to economic development and district-related issues.
• Improved consistency in strategic planning and policy direction by establishing a unified commission that better aligns Business Improvement District initiatives with broader Citywide economic development goals and implementation.
• Implemented the “Taste of Downtown MPK” dining rewards promotion to drive foot traffic, encourage patronage of district businesses, and support local economic activity within the Business Improvement District. • Maintained janitorial services within the Business Improvement District while reducing overall maintenance costs by incorporating BID cleaning services into the City’s broader maintenance contract.
• Continued holiday decorations along Garvey Avenue within the Business Improvement District and secured a multi-year installation agreement that locked in pricing for the next three years, helping stabilize costs.

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 $0 $0 $0
Special Revenue $41,408 $73,950 $73,950 $73,950
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $41,408 $73,950 $73,950 $73,950

Police Department
FY 2026-2027 Adopted Budget
L1
“We
are dedicated to serving our community with respect and pride.” HONOR ∙ INTEGRITY ∙ ACCOUNTABILITY

Police Department
FY 2026-2027 Adopted Budget
L2
Depa
rtment Overview
The Mo
nterey Park Police Department is a full -service police department providing public safety and law enforcement services to the City of Monterey Park. The Department is committed to providing professional, fair, compassionate, and dedicated law enforcement with honor, integrity, and accountability. The Department coordinates with other City Departments to produce outstanding overall service to the community.

Mem
bers of the Monterey Park Police Department recognize that to deliver the highest level of police services, contemporary issues in our community and challenges facing the Police Department must be studied on a continuous basis.

Identifying the best solutions to address community safety and quality of life issues is a core responsibility of the Police Department. To strengthen our community partnership, we maintain a high level of attention to significant issues that impact the community’s safety and quality of life.

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

An anal
ysis of the crime statistics in Monterey Park reflects that for 2025, there was a significant decrease in NIBRS Group A crimes compared to the previous year. In 2025, the categories of robbery, theft, burglary, had a double-digit decease while assault and grand theft auto had a slight increase. These increases are consistent

Police Department
FY 2026-2027 Adopted Budget
L3
with g
eneral crime trends in Los Angeles County, mainly due to the lack of criminal prosecution penalties and the decriminalization of many offenses.

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

Calendar Year 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 % Change in Part I
Crime 26% 23% -14% 0% -
14% -8% 2% -2% -3% -6% -
13%
# Traffic Fatalities 4 4 0 2 3 4 1 3 2 4 2
Prog
rams and Services
The Dep
artment strongly partners with the community to address crime and quality of life issues. The Monterey Park Police Department is meeting the challenges of increased crime and homelessness and the demand for police accountability through proper planning, strategic implementation, training, and commitment to delivering the highest level of police services to our community.

All officers received de- escalation, additional use- of-force training, and mental health and dependency training.

Assualt Robbery Burglary Larceny/Theft Grand Theft Auto % Change 13% -12% -22% -17% 4%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
Percentage Change to Specified Crimes
for 2025

Police Department
FY 2026-2027 Adopted Budget
L4
Our st
aff has d one an excellent job of adapting and has worked diligently to engage the community through social media and community engagement sessions. We are building the Police Department's neighborhood watch, business watch, social media, and virtual engagement prog rams to proactively engage with the community through dialogue, collaboration, community input, panel discussions, and working with community leaders to better understand the community's needs and concerns.

In 2
025 the Department implemented the Monterey Park Police Department Citizen RIMS portal, a public -facing platform that enhances transparency and community access to information. This system allows residents to view crime statistics, track trends, and better understand public safety activity within the city.

By providing accessible, real-time data, the portal supports informed community engagement, strengthens public trust, and reinforces the Department’s commitment to accountability and transparency.

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

The Dep
artment continued to experience a high rate of retirements in 2025. As a result, the department focused on recruitment, hiring, and succession planning.

These efforts have enabled the police department to achieve full staffing levels for sworn personnel, but additional retirements are anticipated and staffing levels continue to fluctuate. Resources have been allocated to hire new employees with an emphasis in recruiting lateral police officers, and train all staff, ensuring that our members serve the community with a public servant's mindset. This includes an emphasis on de- escalation techniques and community -oriented policing principles. Additionally, the Department has implemented a Peer Support Program aimed at reducing day-to-day stress and providing ongoing support for our members throughout their careers.

The Po
lice Department is a source of pride for many employees and volunteers who live in Monterey Park. Police Reserves, Monterey Park Emergency Communications, Citizen's Patrol, Police Explorers, Chaplains, and interns volunteered over 2,000 hours in 2025.

Po lice Department
L5
FY 2026-2027 Adopted Budget
Significant Changes
The Police Department is adding two new police officers. One police officer will be assigned to the NET Team and the other as the School Resource Officer/Comfort Dog Handler.

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 $24,435,852 $28,442,633 $28,442,633 $29,284,581 Special Revenue $4,592,904 $4,986,771 $4,986,771 $4,357,956 Enterprise $0 $0 $0 $0
Internal Service $5,631 $72,000 $72,000 $72,000
Total $29,034,386 $33,501,404 $33,501,404 $33,714,536
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Program Name Program No. Actual Original Budget Projected Budget Budget Police Admin 3101 $5,700,729 $3,864,711 $3,864,711 $3,561,659 Traffic Bureau 3102 $2,012,335 $2,678,247 $2,678,247 $2,338,570 Field Services 3103 $11,243,899 $14,062,778 $14,062,778 $13,358,316 Investigations 3104 $3,320,520 $4,018,297 $4,018,297 $4,719,710 Animal Services 3111 $432,329 $554,966 $554,966 $615,871 Communications 3112 $1,942,227 $2,344,819 $2,344,819 $2,148,351 Jail 3113 $749,425 $952,282 $952,282 $1,026,373
Records 3114 $975,471 $1,470,391 $1,470,391 $1,433,181
Computer Services 3115 $1,228,831 $1,157,843 $1,157,843 $1,302,442 Community Engagement 3120 $1,428,620 $2,397,070 $2,397,070 $3,210,065 Total Expenditures $29,034,386 $33,501,404 $33,501,404 $33,714,536 Authorized Full-Time
Equivalent Positions 126.25 128.25 128.25 130.25
Expenditures by Program

Pol ice Department
L6
FY 2026-2027 Adopted Budget
Department Personnel Summary
Full Time Part Time Full Time Part Time Full T ime Part Time POLICE - 3100
Police Chief 1 - 1 - 1 -
Animal Services Officer 2 - 2 - 1 -
Animal Services Supervisor - - - - 1 - Community Services Officer 3 2.50 3 2.50 3 2.50
Communications Supervisor 1 - 1 - 1 -
Crime Analyst - 0.50 - 0.50 - 0.50
Crossing Guard - 4.50 - 4.50 - 4.50
Dispatcher 9 1.25 9 1.25 9 1.25
Evidence Officer 2 - 2 - 2 -
Jailer 4 1.00 4 1 4 1
Jailer Supervisor 1 - 1 - 1 -
Principal Management Analyst - - - - - - Outreach and Housing Navigation Coordinator 1 - 1 - 1 - Police Administrative Assistant 1 - 1 - 1 -
Police Cadet - 2 - 2 - 2
Police Captain 2 - 2 - 2 -
Police Clerk 10 - 10 - 9 -
Police Corporal 14 - 14 - 14 -
Police Lieutenant 8 - 8 - 8 -
Police Officer 45 - 45 - 47 -
Police Records Cadet - 0.50 - 0.50 - 0.50
Police Records Clerk - 1.00 - 1.00 - 1.00
Police Records Management System Technician - - - - - - Police Records Supervisor 1 - 1 - 1 -
Police Sergeant 9 - 9 - 9 -
Senior Account Clerk - - - - 1 -
Secretary 1 - 1 - 1 -
POLICE TOTAL 115 13.25 115 13.25 117 13.25 2024-2025 2025-2026 2026-2027

FY FY FY

Police Department
FY 2026-2027 Adopted Budget
L1

Pol ice Department
L8
FY 2026-2027 Adopted Budget
Division: Police Administration

Police Department
FY 2026-2027 Adopted Budget
L9
Division No.: 3101
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $2,865,920 $2,211,880 $2,211,880 $2,422,071 Services $184,781 $485,840 $485,840 $306,345
Commodities $85,811 $167,885 $167,885 $183,057
Internal Services $1,164,217 $642,106 $642,106 $650,186 Capital Outlay $0 $357,000 $357,000 $0
Debt Service $1,400,000 $0 $0 $0
Total Expenditures $5,700,729 $3,864,711 $3,864,711 $3,561,659 Authorized Full-Time
Equivalent Positions 8.00 8.00 8.00 8.00
Pro
gram Details
The Adm
inistration Bureau is responsible for ensuring that the administrative needs of the Police Department are met and that the Police Department’s mission is carried out in the most efficient manner. The Administration Bureau is commanded by the Chief of Police. The Chief of Police is a cooperative and collaborative member of the City Manager’s executive team who leads, directs, and coordinates the activities of the Police Department to ensure the community’s safety by providing effective and positive police services.

Prep
aring and maintaining the Department’s budget, grants, policies, preparing payroll for the entire department, contracts and procurement of

Police Department
FY 2026-2027 Adopted Budget
L10
goo
ds/services/equipment, administrative investigations, and various staff projects are assigned to the Administration Bureau. This Bureau is also responsible for the Police Department’s compliance with Peace Officer Standards and Training (POST) and Standards and Training for Corrections (STC) training mandates and guidelines, and maintenance of all technology -related equipment within the Police Department.
2026-2027
Goals and Objectives
• Maint
ain adequate staffing for sworn and non-sworn personnel to address the increase in retirements in FY26/27.
• Provide training and career development for all members of the Department and maintain compliance with POST and STC training requirements.
• Prepare required reports to governmental and other oversight agencies regarding concealed weapons permits, citizen complaints, use of force, and other matters.
• Process and conduct administrative investigations.
• Maintain and update personnel records of Department employees and ensure compliance with State and Federal laws regarding personnel files. • Implement AI technology to assist officers with translation and transcription, improving efficiency, report accuracy, and communication with the public.
• Implement Axon Virtual Reality (VR) critical incident and de-escalation training to enhance officer readiness and decision-making. • Implement a software system to replace traditional Field Training Officer (FTO) Daily Observation Reports and police background investigation processes, improving efficiency, standardization, and data tracking. 2025-2026 Major Accomplishments
• Achieve f
ull staffing levels of 79 sworn police officers
• Full implementation of Computer Aided Dispatch/Records Management System (Sunridge RIMS)
• Implement a new Axon Body-Worn Camera system to enhance transparency, accountability, and the accuracy of evidence collection. • Implementation of digital evidence software to manage the storage and dissemination of digital evidence (Evidence.com)

Police Department
FY 2026-2027 Adopted Budget
L11
• Onbo
ard a new K9 position to enhance operational capabilities and support specialized enforcement needs.
• Completed computer refresh upgrade, desktop, laptop, and VPN for the police department.

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 $4,543,563 $2,573,037 $2,573,037 $2,916,750 Special Revenue $1,151,535 $1,219,673 $1,219,673 $572,909 Enterprise $0 $0 $0 $0
Internal Service $5,631 $72,000 $72,000 $72,000
Total Expenditures $5,700,729 $3,864,711 $3,864,711 $3,561,659

Police Department
FY 2026-2027 Adopted Budget
L12
Program: Traffic Bureau

Police Department
FY 2026-2027 Adopted Budget
L13
Program No.: 3102
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $1,329,467 $1,795,420 $1,795,420 $1,438,202 Services $8,698 $5,725 $5,725 $5,725
Commodities $137,170 $124,260 $124,260 $54,740
Internal Services $537,000 $752,842 $752,842 $839,903
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $2,012,335 $2,678,247 $2,678,247 $2,338,570 Authorized Full-Time
Equivalent Positions 14.00 14.00 14.00 14.00
Pro
gram Details
The Tr
affic Bureau addresses traffic safety issues within the City of Monterey Park.

The Bureau places emphasis on reducing and preventing traffic collisions, enforcing parking laws, and educating the community on traffic safety and pertinent laws.

Traff
ic Bureau personnel provide the City with five-day-a-week Motorcycle Officer coverage and seven- day-a-week Parking Enforcement Officer coverage. The Traffic Bureau also includes a Traffic Investigator who is assigned to handle all post- collision investigations and related arrests. In providing a full range of services, the Traffic Investigator’s skill and expertise in collision reconstruction assist in the identification of collision patterns and trends so that specific education and enforcement efforts can be implemented in problem areas.

Par
king Enforcement Officers provide enforcement for all parking -related issues such as permit parking, street sweeping, parking for the disabled, and fire lane violations, as well as respond to citizens’ requests for services. Parking Enforcement personnel help ensure safe and orderly parking around schools, in commercial districts, and on all City streets. The removal of abandoned vehicles is also a primary responsibility of these officers.

Police Department
L14
FY 2026-2027 Adopted Budget
2026-2027 Goals and Objectives
• Con
duct six DUI Checkpoints at strategic locations throughout the city to educate and reduce driving under the influence of Drugs/and or Alcohol within the community.
• Implement three state grants to accent and support the traffic bureau’s continued efforts to bring Vehicular , Bicycle & Pedestrian Safety to the community.
• Identify the five highest traffic collision locations per month for enforcement of primary collision factor violations.
• Conduct weekly lidar enforcement in areas where speed has been identified as the primary collision factor.
• Participate in eight Community Outreach Engagements, to converse over community traffic concerns impacting commuting and school zone safety in drop-off & pick-up zones.
• Conduct six multi-Agency enforcement operations within the city to focus on the communities concerns of Vehicle, Pedestrian, Bicycle, and School Zone Safety.

Actual Estimated Projected
2024-25 2025-26 2026-27
Number of Citations:++
Traffic 2,380 2,679 2,529
Parking 11, 072 8,836 9,954
Traffic Collision Incidents:

Fatal 2 1 3
Injury 216 205 210
Non-injury 320 319 319
Persons Injured 269 279 274

Police Department
L15
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• Receiv
ed a $ 200,000 grant from the California Office of Traffic Safety to enhance safety in the community through DUI, Distracted Driving, Pedestrian, and Bike Enforcement operations. The overall goal was to lower the number of both injury and fatal collisions.
• Received a $ 25,862 grant from the California Office of Traffic Safety to enhance safety in the community through a Pedestrian and Bicycle Safety education program.
• Received a $346,750.29 grant from the Department of California Highway Patrol-Cannabis Tax Fund Grant Program to enhance the safety in the community through DUI enforcement operations and one 2025 Dodge Durango police enforcement vehicle to enhance DUI operations and traffic enforcement.
• The Traffic Bureau has successfully scheduled and completed forty -eight DUI Saturation Patrols, three DUI Checkpoints, and eighteen safety presentations and community engagements. The presentations and community engagements focused on the importance of pedestrian safety, teen driver safety, bicycle safety, and the dangers of DUI/DUID.

Funding 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 $1,592,717 $2,494,610 $2,494,610 $2,230,138 Special Revenue $419,618 $183,638 $183,638 $108,432
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $2,012,335 $2,678,247 $2,678,247 $2,338,570

Police Department
FY 2026-2027 Adopted Budget
L16
Division: Field Services

Police Department
FY 2026-2027 Adopted Budget
L17

Police Department
FY 2026-2027 Adopted Budget
L18
Divis
ion No.: 3103
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $8,597,885 $10,505,856 $10,505,856 $9,829,956 Services $28,392 $43,980 $43,980 $43,980
Commodities $358,297 $408,900 $408,900 $240,000
Internal Services $2,259,325 $3,104,042 $3,104,042 $3,244,380 Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $11,243,899 $14,062,778 $14,062,778 $13,358,316 Authorized Full-Time
Equivalent Positions 51.00 52.00 52.00 52.00
Division Details
Field Services Bureau personnel are the first responders to calls for service. Most of the De partments’ officer-citizen contacts occur within this Bureau. As first responders, these officers handle all emergencies, alarms, crime report requests, disputes, hazards, traffic enforcement, traffic accident investigations and various other calls for service. As time permits these officers also address problem oriented policing concerns to enhance the quality of life in the community.

Services are provided twenty-f our hours a day, seven days a week, ranging from low priority (parking complaints, keep the peace, etc.) to high priority ( preliminary

Police Department
FY 2026-2027 Adopted Budget
L19
invest
igations of serious crimes like homicides and felony assaults) calls for service.

The Special Weapons and Tactics team (SWAT) supports Field S ervices when necessary. The team has been established to provide specialized support in handling critical field operations where intense negotiations and/or special tactical deployment methods beyond the capacity of field officers appear to be necessary.

Attached to the Field Services Bureau is the Canine Unit. The canine teams are a valuable part of daily law enforcement operations. Police dogs are trained in handler protection, searching techniques, article searches, and narcotics detection. A canine team can search quickly and effectively, resulting in increased officer safety, the apprehension of suspects, and increased safety for the community. The canine teams have effectively apprehended dangerous suspects, located evidence, and recovered narcotics that were hidden by drug dealers. Canine officers provide demonstrations and education programs to community groups and students.
2026-2027
Goals and Objectives
Actual
2024-25
Estimated
2025-26
Projected
2026-27
Calls for Service
Citizen Requests 33,958 36,344 35,560
Officer Observed 11,983 15,204 14,875
Total Calls for Service: 45,941 51,548 50,435
Priority I (Emergency) Response
Time (minutes/seconds): 9,837
calls
3:39 4:16 4:05
Priority II Response Time: 9,863
calls
5:09 5:57 5:36
Prio
rity I: Where danger to life and/or property is imminent, or a crime of a serious nature is in progress.

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

Examples: (1) A trespass in progress (2) Disturbances caused by juveniles

Police Department
FY 2026-2027 Adopted Budget
L20
• Expl
ore and select an Artificial Intelligence (AI) based software solution to assist officers with report writing, enhancing efficiency, accuracy, and consistency in documentation.
• Utilize and enhance Automated License Plate Reader (ALPR) solution to support efforts in combating auto thefts and other felony-related crimes. • Purchase external vest carriers for all patrol personnel to promote uniformity and reduce the cumulative injuries associated with duty gear placement.
• Provide access to healthy meal preparation options for patrol officers to support their nutrition and wellness.
• Provide access to Jiu-Jitsu/arrest and control classes to promote physical fitness, readiness in defensive tactics, and officer safety. 2025-2026
Major Accomplishments
• Imp
lemented new Axon Body-Worn Cameras (BWCs) and in-car dash cameras to enhance officer accountability, improve evidence collection, and increase transparency.
• Implementation of Evidence.com for the booking, management, and secure storage of digital evidence, resulting in improved efficiency and accessibility in compliance with CJIS.
• Equipped all patrol officers with Taser 10 devices to provide enhanced less-lethal response options and ensure officer and public safety. • Installed 10 new Flock Safety cameras to help combat auto thefts and burglaries by improving vehicle and suspect tracking.
• Implemented a new RIMS Computer-Aided Dispatch (CAD) and Records Management System (RMS) to modernize dispatch operations, records management, and operational reporting.

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 $9,482,655 $12,023,526 $12,023,526 $11,473,335 Special Revenue $1,761,245 $2,039,253 $2,039,253 $1,884,981 Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $11,243,899 $14,062,778 $14,062,778 $13,358,316

Police Department
FY 2026-2027 Adopted Budget
L21
Division: Investigation
Div
ision No.: 3104
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $2,589,032 $2,988,855 $2,988,855 $3,634,082 Services $52,453 $96,410 $96,410 $92,075
Commodities $41,743 $60,320 $60,320 $60,320
Internal Services $637,293 $872,712 $872,712 $933,233
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $3,320,520 $4,018,297 $4,018,297 $4,719,710 Authorized Full-Time
Equivalent Positions 14.30 14.50 14.50 14.50
Pr
ogram Details
The
Investigations Bureau conducts follow -up investigations on all crimes occurring within the City. The Bureau is responsible for the resolution and disposition of all criminal and non- criminal cases ranging from homicides to

Police Department
FY 2026-2027 Adopted Budget
L22
identi
ty theft, as well as non -criminal matters, such as missing persons and lost property. This Bureau is also responsible for tracking registered sex offenders, par
olees, and probationers, and conducting compliance checks on those persons.

The Pr
operty and Evidence Section is under the management of the Investigations Bureau. The Property and Evidence Technicians are responsible for the care and custody of all property booked into the Monterey Park Police Department, submitting evidence to the crime lab for analysis, preparing evidence for court proceedings including all body camera/in-car video, booked property to be returned to owner, and property destruction in accordance with applicable laws.
2026-2027
Goals and Objectives
• Pur
chase AI enhanced intelligence led policing software, which gives detectives real-time public safety and police data through a management platform.
• Purchase GPS tracking equipment to assist detective investigations with real-time location data and enhance officer safety.
• Purchase covert listening equipment to aid the Special Investigations Unit in undercover buy / bust operations.
• Cross train the Special Investigation Unit personnel with Code Enforcement to improve interdepartmental collaboration and enforcement of public safety concerns, municipal ordinances and nuisance violations.
• Cross train with SWAT to focus on coordinated inter-unit communication high-risk operations to improve operational safety.
• Send two detectives to homicide investigations training.

Actu
al Estimated
Projected
2024-25 2025-26 2026-27
Gro
up A Offenses Investigated 2248 2340 2434
Group A Offenses Clearance Rate 28 % 23% 25%

Pol ice Department
L23
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• The I
nvestigations Bureau established and implemented the Special Investigation Unit which consists of a dedicated sergeant and two detectives to investigate narcotics and gang-related investigations with a focus on proactive enforcement, intelligence-driven operations and interagency collaboration.
• The Investigations Bureau enhanced investigative effectiveness by adding one additional detective and a part-time crime analyst to the bureau, improving case clearance and crime trend analysis.
• The Investigations Bureau investigated an armed robbery, during which an extensive inquiry identified a male and female suspect. In coordination with the Monterey Park SWAT and Drone Team, an arrest and search warrant were executed, leading to the custody of two suspects and successful criminal filings with the LA County District Attorney’s Office. • The Investigation Bureau investigated a commercial burglary to several storage units. Through extensive investigation and collaboration with the victim, the stolen property was found being sold on an online marketplace platform. An undercover buy bust operation was conducted which resulted in an arrest. A search warrant was served at the suspect's storage unit, resulting in the recovery of thousands of dollars of stolen property and successful criminal filings with the LA County District Attorney’s Office.
• The Investigations Bureau coordinated with Costco and Home Depot Loss Prevention to conduct a holiday shoplifting operation, resulting in several arrests and successful criminal filings by the LA County District Attorney’s Office.
• The Investigation Bureau purchased two new Microsoft Surface Pro laptop computers to enhance operational effectiveness by improving overall mobility and productivity.
• The Investigation Bureau facilitated advanced training for detectives in science-based interviewing and homicide investigations to enhance departmental investigative capacity.
• Ten Flock Safety LPR cameras were purchased and strategically installed throughout the city to aid in crime prevention and resolution.

Police Department
FY 2026-2027 Adopted Budget
L24
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 $3,008,663 $3,631,497 $3,631,497 $4,252,132 Special Revenue $311,858 $386,799 $386,799 $467,578
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $3,320,520 $4,018,297 $4,018,297 $4,719,710

Pol ice Department
L25
FY 2026-2027 Adopted Budget
Division: Animal Services

Police Department
FY 2026-2027 Adopted Budget
L26
Division No.: 3111
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $206,329 $232,060 $232,060 $259,684 Services $164,071 $231,600 $231,600 $251,600
Commodities $4,639 $4,520 $4,520 $4,520
Internal Services $57,291 $86,786 $86,786 $100,067
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $432,329 $554,966 $554,966 $615,871
Authorized Full-Time
Equivalent Positions 2.00 2.00 2.00 2.00
Pro
gram Details
The Anima
l Services Bureau enforces Municipal, County, and State laws related to animal welfare, public safety, and responsible pet ownership. The Bureau investigates reports of animal cruelty, neglect, abuse, hoarding, and animal bites, and ensures compliance within pet shops, breeders, groomers, and other animal-related businesses. It manages stray and lost animal services, enforces leash and nuisance laws, supports emergency and disaster response involving animals, and provides community education to promote humane treatment and safe interactions between animals and the public.
2026-2027
Goals and Objectives
• The Anima
l Services Bureau will launch a disaster preparedness campaign for pet owners using the City newsletter and social media platforms to increase community awareness. The campaign will provide residents with a comprehensive checklist of essential items needed to safely prepare pets for natural disasters.
• The Animal Services Bureau will implement a monthly Instagram series featuring pet owners in City parks and public spaces. The series will promote responsible pet ownership and provide educational messaging

Police Department
FY 2026-2027 Adopted Budget
L27
on key
animal care topics to increase public awareness and encourage community-minded behavior.
• The Animal Services Bureau will develop a standardized training program for new Department employees, outlining procedures for responding to Animal Services field calls, managing front counter inquiries, and handling dispatch-related calls to ensure consistent, accurate, and professional service delivery.

Actual Estimated Projected
2024- 25 2025-26 2026-27
Numb
er of Dog Bites Investigated 10 34 35
Stray Animals Impounded 522 618 648
Warnings/Citations 67 102 126
Injured Animals 81 76 79
Dead Animals 339 421 442
Cal
ls for service:

Citizen Initiated 934 1443 1,515
Calls Handled by L.A.C.D.A.C.C. * 87 6 7 Offic
er MPK ASO Observed 402 406 426
To
tal calls for service: 1,423 1,855 1,948
*L.A.C.D.A.C.C. = Los Angeles County Department of Animal Care and Control 2025-2026
Major Accomplishments
• The Anima
l Services Bureau hosted a community engagement event,
“Coffee and a Walk with Animal Services”. The event promoted responsible dog walking, encouraged pet socialization, and offered valuable resources for pet owners. Animal Services received donations from two organizations, reducing the overall event budget. The Pasadena Humane Society provided gift bags for participants, and SEAACA donated dog toys. A second dog-walking event is planned for mid-June of 2026.

Police Department
FY 2026-2027 Adopted Budget
L28
• The Anima
l Services Bureau implemented a public outreach campaign utilizing the city newspaper, social media platform, and a newly developed informational pamphlet to promote responsible pet ownership, with particular emphasis on the proper disposal of animal waste. The initiative sought to reduce conflicts between dog owners and the broader community while fostering a shared understanding of the responsibilities necessary to maintain a clean, safe, and healthy environment for all residents.
• The Animal Services Bureau established a formal application process for the Animal Services Foster Roster, designed for residents interested in fostering lost or stray animals. The program has demonstrated significant effectiveness, resulting in the temporary or permanent placement of numerous dogs and cats. These placements have contributed to a measurable reduction in expenditure associated with contracted kenneling services provided by the County. This fostering initiative not only reduces municipal costs but also ensures that lost animals receive care in safer and healthier environments while awaiting reunification with their rightful owners.
• The reclassification of one Animal Services Officer position to Animal Services Supervisor was implemented in July 2025. This organizational adjustment enhanced operational efficiency by more effectively distributing management duties and responsibilities across the bureau. • The Animal Services Bureau implemented a GIS-based mapping system that automatically uploads information on lost and impounded domestic pets to the city’s Animal Services website in real time. This system has measurably enhanced the reunification of animals with their rightful owners and reduced operational costs by decreasing reliance on contracted County kenneling services.
• The Animal Services Bureau hosted a California Department of Fish and Wildlife training on September 17, covering coyotes, exotic species, applicable laws and procedures, and relevant case files. The course was offered to animal control organizations and police agencies and was attended by 56 participants representing 14 agencies across Southern California.
• The Animal Services Bureau launched an official Instagram account to expand its public communication efforts, provide real-time updates on animal services topics, highlight community programs, and strengthen engagement with residents through easily accessible digital outreach.

Police Department
FY 2026-2027 Adopted Budget
L29
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 $414,866 $537,024 $537,024 $593,345
Special Revenue $17,463 $17,942 $17,942 $22,526
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $432,329 $554,966 $554,966 $615,871

Police Department
L30
FY 2026-2027 Adopted Budget
Division: Communications
Division No.: 3112
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $1,413,644 $1,645,624 $1,645,624 $1,400,890 Services $265,446 $274,030 $274,030 $272,837
Commodities $7,089 $6,930 $6,930 $6,930
Internal Services $256,048 $418,235 $418,235 $467,695
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,942,227 $2,344,819 $2,344,819 $2,148,351 Authorized Full-Time
Equivalent Positions 10.25 11.25 11.25 11.25

Police Department
L31
FY 2026-2027 Adopted Budget
Program Details
The Communications Bureau serves the community by maintaining twenty-four hours a day , seven days a week , communication services for the Police Department in the City of Monterey Park. The Communications Bureau is the central answering point for all landlines, wireless voice and text-to-911 calls within the City limits. Communications Dispatchers are tasked with quickly identifying problems and sending the appropriate assistance to the caller , including transferring calls to Verdugo Fire Communications . The Communications Supervisor has immediate oversight of the Bureau, while the Support Services Lieutenant has overall responsibility for the Bureau.

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

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

To better serve the community and enhance the safety of our first responders, Communications Bureau personnel input and maintain critical premise history information received from all City departments as well as other governmental agencies.
2026-2027 Goals and Objectives
• Im
prove operational efficiency and service capability through implementation of state-funded technology.
• Complete full implementation of Next Generation 9-1-1 telephone system funded by the State of California Office of Emergency Services. • Ensure all staff receive training on system functionality and operational procedures.
• Enhance the functionality, safety, and professionalism of the work environment.
• Replace outdated consoles and chairs with modern, ergonomic workstations.
• Improve workspace organization to support operational efficiency and employee comfort.

Police Department
FY 2026-2027 Adopted Budget
L32
• Ensu
re furniture upgrades meet safety and ergonomic standards.

Actual
2024-25
Estimated
2025-26
Projected
2026-27
Police Service Calls
Officer Observations
37,348
18,310
35,637
14,940
36,493
15,625
Animal Service Calls 1,423 1,855 1,948
Total Police Service Calls 57,081 52,432 54,066
Priority I Dispatch Time
Emergency (min/sec):

Calls Transferred to Verdugo Fire
Communications
1:13
2,891
1:09
3,113
1:12
3,219
2025-2026 Maj
or Accomplishments
• Imp
lemented a new, comprehensive suite of software, Sunridge/RIMS, an integrated public safety platform that includes Computer Aided Dispatch, Records Management, and Jail Management Systems. The project required the integration of several supporting applications to ensure full system functionality. Despite the complexity of the transition, the implementation was completed successfully and significantly improved the Dispatch Center’s operational capabilities, efficiency, and overall service delivery.
• Dispatch personnel received comprehensive training on the new software platform and its associated applications. This ensured staff proficiency in the upgraded technology and their ability to effectively utilize the system during both routine operations and emergency situations. As a result, the Dispatch Center has enhanced its technological capacity and strengthened its ability to meet operational demands.
• The Dispatch Center continued to prioritize professional development and operational readiness. Two employees were selected to attend Tactical Dispatch training focused on critical incident response. This specialized training will support future participation in S.W.A.T. exercises and enhance coordination between Dispatch personnel and tactical teams during high-risk incidents.

Police Department
FY 2026-2027 Adopted Budget
L33
• Disp
atch Personnel conducted training and ensured operational readiness in the Emergency Operation Center.

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 $1,832,404 $2,220,032 $2,220,032 $2,033,777 Special Revenue $109,824 $124,786 $124,786 $114,574
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,942,227 $2,344,819 $2,344,819 $2,148,351

Police Department
FY 2026-2027 Adopted Budget
L34
Division: Jail
Division No.: 3113
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $562,747 $641,103 $641,103 $682,141 Services $35,654 $49,550 $49,550 $49,550
Commodities $13,202 $37,690 $37,690 $37,690
Internal Services $137,822 $223,939 $223,939 $256,992
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $749,425 $952,282 $952,282 $1,026,373 Authorized Full-Time
Equivalent Positions 6.00 6.00 6.00 6.00

Police Department
L35
FY 2026-2027 Adopted Budget
Program Details
The Jail Bureau is responsible for operating and maintaining a safe and secure jail environment as it receives, and processes persons booked for violations of the law. It is a critical component of the criminal justice process and serves a tremendously diverse population. The jail has the responsibility to appropriately house and manage this diverse population while they are in custody. Bookings involving juveniles and warrant arrests are short-term detentions. Arrests for serious crimes may require processing and prisoner maintenance over several days. 2026-2027 Goals and Objectives
• Co
mplete Bi-Annual updates and revisions to Monterey Park Police Department Jail Policy Manual in accordance to BSCC and Health Department Requirements.
• Assist in onboarding and training new Officers’ to promote consistency and proficiency in jail procedures.
• Promote reopening of “Pay to “Stay” Sentenced Prisoner program. Jail personnel will provide information on our Sentenced Prisoner program to the surrounding area courthouses via mail to both the Public Defender’s Office and the District Attorney’s Office.

Actual
2024-25
Estimated
2025-26
Projected
2026-27
Prisoners Booked (Excluding fee-
paying) 584 680 772
Fee-Paying Prisoners Booked 0 4 10
Total Prisoners Booked 584 684 772
2025
-2026 Major Accomplishments
• The J
ail Bureau accomplished all goals and objectives set for 2025 -2026 Fiscal Year.
• Successfully hired a part-time jailer to support staffing needs and improve scheduled coverage.
• Implemented the “Pay to “Stay” Sentenced Prisoner program. This program aims to expand services to the community.

Police Department
FY 2026-2027 Adopted Budget
L36
• Obt
ained training platform “CorrectionsOne Academy” for the Jail Bureau to support data-informed decisions, officer wellness, and jail operations.

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 $699,909 $899,843 $899,843 $968,663
Special Revenue $49,516 $52,439 $52,439 $57,710
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $749,425 $952,282 $952,282 $1,026,373

Police Department
FY 2026-2027 Adopted Budget
L37
Division: Records
Division No.: 3114

Police Department
FY 2026-2027 Adopted Budget
L38
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $688,730 $1,010,591 $1,010,591 $910,336 Services $95,474 $110,640 $110,640 $110,630
Commodities $31,670 $40,000 $40,000 $40,000
Internal Services $159,597 $309,160 $309,160 $372,215
Capital Outlay $0 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $975,471 $1,470,391 $1,470,391 $1,433,181 Authorized Full-Time
Equivalent Positions 11.00 11.00 11.00 11.00
Pro
gram Details
The Rec
ords Bureau systematically processes, maintains, and distributes records and reports of all documented police incidents occurring within the City’s boundaries. Significant Bureau tasks include: compiling crime statistics and information; inputting data into the Records Management System, accessing information in State and National law enforcement databases ; maintaining and preparing purchasing requests of P olice Department supplies; preparing complaints for court; providing assistance at the Police public counter; responding to requests for information and assistance of citizens ; compiling, auditing and submitting monthly data to the California National Incident Based Reporting system; and receiving fees for services provided at the public counter. 2026-2027
Goals and Objectives
• Coo
rdinate the destruction of official Department records under the City’s Retention Policy.
• Process and transmit complaints to the court eight days in advance of the appearance date.
• Submit the monthly statistical reports to the Department of Justice by the tenth day of each month with a less than three percent NIBRS error rate. • Process requests for reports within ten days of receiving the request.

Police Department
FY 2026-2027 Adopted Budget
L39
• Com
plete data entry of reports into the Records Management System within seven days of receipt.
• Expand GovQuest usage beyond report requests and clearance letters by evaluating additional functions that can transition to electronic workflow.

Potential expansions include VISA/INS certified report and an evidence/media upload process. This would allow detectives or officers the ability to provide victims or involved parties with a GovQuest link to upload video footage, photos, or surveillance electronically. This reduces the detectives need to do an in-person follow up and improve their efficiency.
• Explore implementing Data Ticket as an online solution for residential parking permits. This would allow residents to apply for and manage permits electronically, eliminating the need for physical permits. Parking Enforcement could then verify permit status by running the license plate through Data Ticket to confirm the vehicle is registered and the permit is valid.

Actual
2024-25
Estimated
2025-26
Projected
2026-27
Reports Processed: 4,197 4,295 4,350
Traffic Citations Processed: 2,272 2,924 3,000
Data Entry Completion (within 7 days) 86% 89% 91%
Complaints Processed 145 504 520
2025-2026
Major Accomplishments
• Imp
lemented GovQuest to modernize records request intake and support electronic report releases. This transition improved public access by allowing requestors to obtain report online, reducing the need for in- person visits to the Police Department.
• Successfully transitioned to Sun Ridge RIMS and ensured continuity of workflow through active troubleshooting. RIMS has allowed for a paperless approach and has cut down on filing and document handling for the Records Bureau. RIMS has strengthened department-wide access to information and improved visibility enabling personnel to retrieve needed information more quickly and consistently.

Police Department
FY 2026-2027 Adopted Budget
L40
• Wit
h the MPPD no longer submitting standard municipal code violation citations to court, an administrative citation solution was implemented using the Data Ticket platform. Patrol, Animal Services, and the Neighborhood Engagement Team (NET) were issued devices and given training on how to issue citations. Administrators were also selected from the 3 respective bureaus to process contested citations.

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 $925,102 $1,396,700 $1,396,700 $1,360,125
Special Revenue $50,369 $73,691 $73,691 $73,056
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $975,471 $1,470,391 $1,470,391 $1,433,181

Po lice Department
L41
FY 2026-2027 Adopted Budget
Division: Computer Services
Division No.: 3115
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 $916,193 $783,418 $783,418 $968,017
Commodities $4,893 $66,680 $66,680 $26,680
Internal Services $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
Debt Service $307,745 $307,745 $307,745 $307,745
Total Expenditures $1,228,831 $1,157,843 $1,157,843 $1,302,442 Authorized Full-Time
Equivalent Positions 0.00 0.00 0.00 0.00
Pr
ogram Details
The C
omputer Services Bureau provides data processing and basic maintenance and configuration of Police D epartment computers and networks. Computer Services is also tasked with identifying emerging technologies that can be implemented to increase the effectiveness and efficiency of the Police Department.

Police Department
FY 2026-2027 Adopted Budget
L42
Contract personnel provide training to employees on a variety of applications and use of external systems operated by Federal, State, and local criminal justice organizations. Contract personnel also provide consulting services in developing strategies to bring the Department to optimal operating levels. 2026-2027
Goals and Objectives
• Cond
uct a Request for Proposals (RFP) and implement AI software solutions to enhance departmental productivity, particularly in language transcription, translation, and report writing.
• Complete the Next Generation 911 (NG911) dispatch software and hardware upgrade to improve system reliability, interoperability, and emergency response capabilities.
• Expand the Motorola WAVE application Investigation Bureau issued mobile devices, enabling personnel to securely access police radio communications.
2025-2026
Major Accomplishments
• Com
pleted the implementation of the Sun Ridge Systems, Inc. RIMS platform for Computer Aided Dispatch (CAD) and Records Management System (RMS).
• Implemented a Virtual Private Network (VPN) across various bureaus, including Administration and Investigations, to facilitate secure remote access for department-issued laptops.
• Completed a department-wide computer refresh of all desktops and laptops to ensure updated, reliable technology for personnel. • Purchased and upgraded Uninterruptible Power Supply (UPS) battery backup systems to support all police department desktops and maintain operational continuity.
• Implemented the Motorola WAVE application on administrative department-issued mobile devices, enabling personnel to securely access police radio communications.
• Deployed body-worn cameras (BWC) and in-car camera systems for department vehicles through Axon Enterprise, Inc., enhancing transparency, accountability, and evidence collection.
• Implemented the Evertel mobile application to provide secure, CJIS- compliant communication for department personnel.

Police Department
FY 2026-2027 Adopted Budget
L43
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 $921,086 $850,098 $850,098 $994,697
Special Revenue $307,745 $307,745 $307,745 $307,745
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,228,831 $1,157,843 $1,157,843 $1,302,442

P olice Department
L44
FY 2026-2027 Adopted Budget
Division: Community Engagement Bureau
Division No.: 3120

Police Department
FY 2026-2027 Adopted Budget
L45
FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27
Expenditures by
Character Actual
Original
Budget
Projected
Budget Budget
Salary and Benefits $974,326 $1,850,857 $1,850,857 $2,608,954 Services $7,851 $9,350 $9,350 $9,350
Commodities $15,341 $30,470 $30,470 $32,970
Internal Services $343,605 $506,394 $506,394 $558,791
Capital Outlay $87,496 $0 $0 $0
Debt Service $0 $0 $0 $0
Total Expenditures $1,428,620 $2,397,070 $2,397,070 $3,210,065 Authorized Full-Time
Equivalent Positions 9.75 10.75 10.75 12.75
Pro
gram Details
The C
ommunity Engagement Bureau is overseen by a Lieutenant and is divided into two divisions: The Neighborhood Engagement Team and Community Engagement Team.

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

Part of th
e strategy is to build on our multidisciplinary approach to provide services to individuals experiencing homelessness and/or having a mental health crisis. The team uses an outreach and service connection approach to engage people experiencing unsheltered homelessness and not place handcuffs on them. The team has worked to establish linkages with the local faith -based community, service groups, and regional providers to secure resources for people experiencing homelessness, connect people with emergency food and motel resources, transportation to reconnect with families, and interim and permanent housing resources. Team members are projected to make over 1,000 contacts this year and

Police Department
FY 2026-2027 Adopted Budget
L46
fac
ilitate shelter for approximately 48 individuals experiencing homelessness.

The M
ental Health Clinician assists patrol officers with crisis intervention and mental health calls. The co-response model is designed to bring together different disciplines and areas of expertise to provide holistic services to various community members. The team also reaches out to those hospitalized for a mental health crisis and their families to ensure proper support and ongoing care by providing connections with service providers.

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

The Co
mmunity Engagement Team also has a Sergeant and part-time Community Service Officer, who offer services to the community , such as Neighborhood and Business Watch programs, residential and business inspections, and various virtual engagement sessions designed to meet the specific needs of the community. This Sergeant is responsible for the recruitment/hiring of all Police Department personnel, as well as the Training Manager, to ensure that all Police Department personnel are in compliance with all training mandates.

The Mo
nterey Park Citizen’s Patrol, Chaplain, Reserve Officers, Police Explorers, and social media programs are also part of this team’s responsibility. These programs enable the community to become an integral part of the Police Department. 2026-2027
Goals and Objectives
• The NET
Team will provide patrol personnel with updated information regarding homeless issues within the community by attending briefing on a quarterly basis.
• Increase the use of UAS Pilots by one (1)
• Maintain the Police Explorer Scouts membership to meet the needs of the Explorer Scouts, Community, and the Police Department.
• Use the multidisciplinary model to bring together differing disciplines and areas of expertise to provide holistic services to various members of the community through creative strategies and collaboration with various community stakeholders.
• CEB will actively participate in building up youth outreach programs by participating in school assemblies.

Poli ce Department
L47
FY 2026-2027 Adopted Budget
2025-2026 Major Accomplishments
• NET t
eam participated in the annual Los Angeles County homeless count. • Held the annual Toy Drive during the Christmas holiday to provide toys for families in need.
• Two NET Officers were trained in Crime Prevention Through Environmental Design (CEPTED).
• Held the 25th Annual Youth Activities Program Golf Tournament. • CEB held quarterly Town Hall Meetings in each voting district within the city.

Funding Sour
ce 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 $1,014,888 $1,816,265 $1,816,265 $2,461,620 Special Revenue $413,732 $580,805 $580,805 $748,445
Enterprise $0 $0 $0 $0
Internal Service $0 $0 $0 $0
Total Expenditures $1,428,620 $2,397,070 $2,397,070 $3,210,065

Fire Department
FY 2026-2027 Adopted Budget
M1
Department Purpose:

EXCELLENCE * SERVICE * COMMUNITY
Department Values
Character * Compassion * Trust * Teamwork * Professionalism

Fire Department
FY 2026-2027 Adopted Budget
M2
Depa
rtment Overview
The Fire Department is entrusted with the responsibility of providing the Monterey Park community, its citizens, and visitors, with the highest level of prehospital care and emergency response in support of our organizational mission. This mission is the preservation of life, property, and environment. Typical of mos t Southern California cities, Monterey Park is subjected to naturally occurring events, such as earthquakes, brush fires, flooding, wind events, and mud slides. The Fire Department is charged with the task of managing numerous human- caused hazards as well, including building and outdoor fires, environmental hazardous conditions, multi-casualty incidents, and other all-risk occurrences. Three of the most heavily traveled state highways border our city. This proximity results in numerous accident responses which require specialized training, mitigation equipment, and the treatment and transportation of injured patients to appropriate receiving hospitals. These and other complex incidents remain a major concern to the Fire Department and the community.

Fire Department
M3
FY 2026-2027 Adopted Budget
Programs and Services
The Department is organized into six divisions: Fire Administration, Fire Prevention, Emergency Operations, Emergency Medical Services, Community Risk Reduction, and Code Enforcement. The Fire Chief is the administrative manager of the Department with the Emergency Operation Division being divided into three platoons with each managed by a Battalion Chief.

The Operations Division is primarily responsible for emergency response, training, vehicle fleet and Fire/EOC facilities maintenance. The Emergency Medical Services Division is responsible for operating advanced life support ambulance fleet and overseeing our P aramedic program. The Community Risk Reduction and Fire Prevention Divisions are responsible for the development and operation of the Monterey Park Emergency Operations Center, disaster preparedness needs, identifying community risks, arson investigations, life safety code enforcement, and community outreach education. The Code Enforcement Division enforces Section 4.30 of the Monterey Park Municipal Code (i.e., Property Maintenance Ordinance), but also enf orces portions of Chapter 21 (Zoning Code) along with other related sections of the Monterey Park Municipal Code.

The Code Enforcement Division is responsible for the City’s coordination of the annual L.A. County “Weed Abatement” program. The men and women of the Fire Department take great pride in providing service to the community with character, commitment, and competency.

Significant Changes
There are no significant changes for Fiscal Year 2026-2027.

Fire Department
M4
FY 2026-2027 Adopted Budget
Department 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 Budget Fire Admin 3201 $2,680,323 $1,124,659 $1,124,659 $1,586,638 Fire Prevention 3205 $1,065,022 $859,200 $859,200 $990,573 Emergency Operations 3210 $11,039,496 $12,837,578 $12,837,578 $13,457,298 Emergency Medical Serv 3220 $5,625,435 $6,203,562 $6,717,562 $5,827,659 Community Risk Reduction 3230 $779,421 $792,829 $792,829 $846,398 Code Enforcement 3240 $720,970 $1,027,026 $1,027,026 $1,111,610 Total Expenditures $21,910,666 $22,844,853 $23,358,853 $23,820,175 Authorized Full-Time
Equivalent Positions 64.00 64.00 64.00 64.00
Expenditures by Program
Full Time Part Time Full Time Part Time Full Time Part Time FIRE - 3200
Fire Chief 1 - 1 - 1 -
Deputy Fire Chief - - - - 1 - Code Enforcement Officer 3 - 3 - 3 -
Code Enforcement Supervisor - - 1 - 1 - Battalion Chief 4 - 4 - 3 -
Fire Captain 12 - 12 - 12 -
Fire Engineer 12 - 12 - 12 -
Fire Fighter 11 - 11 - 9 -
Fire Fighter/Paramedic 13 - 13 - 15 -
Fire Marshal 1 - 1 - 1 -
Fire Prevention Permit Technician I 1 - 1 - 1 -
Fire Safety Specialist 2 - 2 - 2 -
Principal Management Analyst 1 - 1 - 1 -
Senior Account Clerk 1 - 1 - 1 -
Office Assistant II 1 - 1 - 1 -
Senior Code Compliance Officer 1 - - - - -
FIRE TOTAL 64 - 64 - 64 -
2024-2025 2025-2026 2026-2027

FY FY FY