Paramount City Council
June 11, 2024

Economic & Planning Systems
26 EPS 2024 Hourly Billing Rates
Managing Principal $340
Senior Principal $375
Principal $300–$315
Vice President $265
Senior Technical Associate $275
Senior Associate $240
Associate $205
Production and Administrative Staff $125
Billing rates updated annually.

Fehr & Peers reserves the right to change these rates at any time with or without advance notice. 2023-2024
(July 2023 through June 2024)
Hourly Billing Rates
Classification Hourly Rate
Principal $250.00 - $380.00
Senior Associate $210.00 - $310.00
Associate $185.00 - $275.00
Senior Engineer/Planner $160.00 - $235.00
Engineer/Planner $130.00 - $200.00
Senior Engineering Technician $150.00 - $225.00
Senior Project Accountant $170.00 - $210.00
Senior Project Coordinator $130.00 - $215.00
Project Coordinator $115.00 - $175.00
Technician $120.00 - $185.00
Intern $100.00 - $135.00
• Other Direct Costs / Reimbursable expenses are invoiced at cost plus 10% for handling.
• Personal auto mileage is reimbursed at the then current IRS approved rate (67 cents per mile as of Jan 2024).
• Voice & Data Communications (Telephone, fax, computer, e-mail, etc.) are invoiced at cost as a percentage of project labor.

Paramount Development Impact Fee Program Review
June 3, 2024

Economic & Planning Systems
28 BARTLE WELLS ASSOCIATES
BILLING RATE SCHEDULE 2024
Rates Effective 1/1/2024
Professional Services
Financial Analyst I .......................................................................$120 per hour Financial Analyst II ......................................................................$140 per hour Associate Consultant....................................................................$160 per hour Consultant ................................................................................$180 per hour Senior Consultant........................................................................$210 per hour Project Manager ..........................................................................$240 per hour Principal Consultant ....................................................................$270 per hour The hourly rates for professional services include all overhead and indirect expenses. Bartle Wells Associates does not charge for administrative support services. Expert witness, legal testimony, or other special limited assignments will be billed at one and one-half times the consultant’s hourly rate.

The above rates will remain in effect through December 31, 2024, at which point they will be subject to annual adjustment by three percent effective January 1 of each subsequent year, rounded to the nearest dollar.

Paramount Development Impact Fee Program Review
June 3, 2024

Appendix A: Resumes
Economic & Planning Systems, Inc. 800 Wilshire Boulevard, Suite 410  Los Angeles, CA 90017 The Economics of Land Use 213.489.3838  [email protected]  www.epsys.com Julie Cooper
Principal
Education
Master of Public Policy,
Harris Public Policy at the
University of Chicago, 2014
Certificate in Municipal
Finance
Bachelor of Arts, International
Studies, University of
Chicago, 2007
Previous Employment
Associate, Development
Strategies, Saint Louis, MO
(2014-2018)
Policy Intern, Center for
Neighborhood Technology,
Chicago, IL (2013)
Research Assistant, Energy
Policy Institute at Chicago,
Chicago, IL (2012-2013)
Affiliations
American Planning
Association
Urban Land Institute
NABE Los Angeles Chapter
Lambda Alpha International
ABOUT
Julie Cooper joined EPS in 2018, bringing experience in land use, economic, and community development consulting. Julie has worked with a variety of public, private, and institutional clients, providing analysis of market and economic conditions, development feasibility and fiscal impact modeling, and strategic policy and public financing recommendations. She also has extensive experience in stakeholder and community engagement. Before joining EPS, Julie served as an Associate at Development Strategies, a St. Louis-based consulting firm.

SELECT PROJECT AND PROFESSIONAL EXPERIENCE
City of Burbank Comprehensive Development Impact Fee Program EPS conducted a comprehensive Development Impact Fee Nexus Study for the City of Burbank that included parks and recreation, transportation, library, public safety, and other public facilities. Julie served as deputy project manager and primary analyst, coordinating with and collecting data from city departments on facilities needs, building the fee model, and working on the nexus study document. The City Council adopted the updated fee program in June 2022.

City of Orange Transportation System Improvement Program Fee Update EPS was engaged by the City of Orange to lead a team including Fehr & Peers to update the City’s Transportation System Improvement Program impact fee. The analysis included updating the City’s project list to better reflect anticipated transportation infrastructure needs; establishing the nexus between needed improvements and new development; and calculating the maximum allowable fee on new development by land use type based on VMT impacts. EPS also conducted a comparison of peer city fee programs to inform the adopted fee level. The City Council adopted the updated fee in October 2020. Julie served as EPS project manager and primary researcher/analyst.

City of Oceanside Parks Impact Fee Update
EPS has been engaged by the City of Oceanside to update its parks impact fee. EPS’s work has included a review of existing and adopted service standards; development of an impact fee CIP to reflect future facility needs and associated costs; and completion of a public draft nexus analysis that is compliant with the requirements of AB 1600 and AB 602. EPS has additionally engaged with key stakeholders in the parks advocacy and real estate developer community. Julie has served as EPS project manager and primary researcher/analyst for the study.

Culver City Commercial Linkage Fee Study
EPS worked with the City of Culver City to develop an affordable housing linkage fee program for new commercial development, to address the impacts of new businesses on housing supply and affordability for their workers. The program complements the City’s other affordable housing initiatives, including an inclusionary housing program under consideration. EPS’s work included the technical nexus analysis needed to support the fee, outreach to key stakeholders and community members, and feasibility analysis to provide guidance on a fee level that is supportable by new development. As Project Manager, Julie acted as a point-of-contact for City staff, oversees research and technical analysis by the EPS team, and is actively involved in stakeholder and community outreach efforts. The City Council adopted the commercial linkage fee in 2021.

Economic & Planning Systems, Inc. One Kaiser Plaza, Suite 1410  Oakland, CA 94612 The Economics of Land Use 510.841.9190  [email protected]  www.epsys.com Teifion Rice-Evans
Managing Principal
Education
Master of Arts in Economics,
University of Cambridge
Bachelor of Arts in
Economics, University of
Cambridge
Selected Lectures
COVID-19: Economic and
Fiscal Vulnerability and
Impacts Webinar; WRCOG
April 2020
California American Planning
Association 2016 Conference:

The LA Waterfront
California American Planning
Association 2015 Conference:

Regional Collaboration,
Competitiveness, and
Prosperity
ULI Workshop: Real Estate
Market and Feasibility
Analysis, 2005
The Nature Conservancy,
2000 and 2002: Land
Acquisition and Valuation
Awards
California American Planning
Association – South
Fremont/Warm Springs
Revitalization Plan
Association of Environmental
Professionals –Award for
Outstanding Resource
Document – East Contra
Costa County HCP/NCCP
Affiliations
American Real Estate and
Urban Economics Association
American Planning
Association
ABOUT
Teifion Rice-Evans is a land use economist with over thirty years of experience.

He directs complex consulting assignments in the interconnected areas of public finance, real estate economics, public/private partnerships, and community benefits. Teifion has particular expertise in working on plans and projects where a careful blend of economic, financing, and policy expertise is required to craft viable and supported paths forward. He is a leader in the firm’s development impact fee practice.

SELECTED PROJECT EXPERIENCE
City of Vacaville Comprehensive Development Impact Fee Studiy EPS updated the City of Vacaville’s comprehensive development impact fee program that was originally adopted in the early 1990’s. EPS oversaw the update of the parks and recreation, public buildings, and storm drain fees, and, with support from subconsultants, the transportation, water, and sewer fees.

EPS prepared the nexus studies, conducted public outreach, and presented to City Council.

Western Riverside County Transportation Fees/ Economic Competitiveness For the Western Riverside Council of Governments, EPS conducted a major fee comparison looking at fees in over 30 jurisdictions across four Southern California counties, including Western Riverside County. This regional fee comparison has helped these jurisdictions understand the differences and similarities between their fee programs and fee levels.

City of Redwood City Parks Impact Fee and Quimby Act Fee Update EPS worked closely with City staff and City legal counsel to update the City’s parks fee programs. EPS updated both the parks development impact fee and the Quimby Act parkland in-lieu fee and made sure the two programs worked appropriately together. EPS developed all of the technical work, wrote the nexus study, and presented at public meetings.

City of Calistoga Comprehensive Development Impact Fees EPS worked with the City of Calistoga to adopt its first development impact fee program. This fee program covered public safety, parks, transportation, and other civic facilities. EPS also developed affordable housing fees and parking inlieu fees for the City. EPS is currently conducting the first update to these fees.

City of West Covina Development Impact Fees
EPS worked with the City of West Covina to adopt their first development impact fee program. This fee program covered public safety, parks, and other civic facilities. EPS worked closely with staff on all aspects of the fee study and represented the proposed fee program to City Council for refinement and adoption.

ERIK W. HELGESON
Principal Consultant
Erik Helgeson is a principal and vice president of Bartle Wells and Associates with thirteen years of utility finance experience. His areas of expertise include the development of financial plans, ratemaking, and policy solutions for water, wastewater, recycled water, stormwater and solid waste utilities. His experience includes both working for a utility as a senior finance analyst for Denver Water and now as a utility rate consultant helping agencies develop strong financial plans and equitable rates aligned with their objectives. Erik has extensive expertise in working with executive level staff and assisting in strategic decisions. He serves on the American Water Works Association (AWWA) Rates and Charges Committee and has presented at the Utility Management Conference.

Education
M.B.A., Entrepreneurship – University of Colorado, Denver B.A., Business Administration – Gonzaga University
Representative Projects
 Marin Municipal Water District, Marin, CA: Analyst supporting the financial plan and rate study update in 2016. Project manager for 2022 water and recycled water rate study.  Fallbrook PUD, CA: Project manager for a water, sewer and recycled water rate study Pico Water District, CA: Water financial plan and cost-of-service rate study  Big Bear City CSD, CA: Water, sewer and solid waste cost-of-service rate studies  City of Willits, CA: Project manager providing water and wastewater financial plans and rate studies
 San Miguel Community Services District, CA: Project manager providing water and wastewater financial plans and rate studies. The District was nearing insolvency and large rate increases were needed to save the District.
 City of Paso Robles, CA: Water and wastewater rate studies  King City, CA: Wastewater financial plan and rate study  Humboldt Bay Municipal Water District, CA: Lead consultant providing 10-year financial plan update
 Alameda County, CA Reviewed proposed wheeling charges on behalf of the local agency partners working on the Los Vaqueros Dam expansion project.  City of Modesto, CA: Project manager for water and wastewater financial plans and rate studies  Modesto Irrigation District: Designed an allocation methodology between the district’s domestic water, irrigation, and electric enterprises.
 City of Vacaville, CA: Water and wastewater capacity fee studies  Union Sanitary District, CA: Wastewater capacity fee study  City of Riverbank, CA: Project Manager for solid waste rate and sewer rate and connection fee studies
 City of Placerville, CA: Analytical support for water financial plans and rate studies.  San Luis Water District, CA: Prop. 218 Assessment Election  Panoche Water District, CA: Prop. 218 Assessment Election  City of Patterson, CA: Solid waste rate study
 Madera County, CA: Project manager providing rate studies for twenty-three of the county’s water and sewer special service districts
 Carlsbad, CA: Played a key role in completing the 2016 water cost of service study. Created a supply-based cost allocation and supply layered, tiered, water rate design  Castle Pines North Metropolitan District, CO: Water and wastewater financial plans and rate studies
 City of Benicia, CA: Water and wastewater rate and connection fee studies  Arapahoe Parks and Recreation District, CO: Reviewed water rates for fairness  City of San Juan Bautista, CA: Water and Wastewater rate and capacity fee studies  Las Gallinas Valley Sanitary District, CA: Support for annual budget process  Tres Pinos CSD, CA: Project manager for water and sewer rate studies  Leland Meadows CSD, CA: Project manager for water and sewer rate studies  City of Hemet, CA: Water budget rate design and cost of service study  City Lindsay, CA: Water and wastewater rate studies and infrastructure use fee study  City of Imperial, CA: Lead consultant providing water and wastewater financial plans and rate studies
 The Cities of Pinole and Hercules, CA: Assisted the cities with the co-financing of a wastewater project with SRF loans. This included the design of the payment and reimbursement process, the administration of the process, and navigating the State requirements.  Sacramento County Water Authority, Sacramento, CA: Water financial plan and rate study Public Utility Experience
Denver Water, Denver, CO:

Senior Finance Analyst- Assisted with the annual cost of service study and financial plan, provided regular revenue reports, and oversaw the gathering and reporting of metrics to support Denver Water’s organizational improvement initiatives. As the lead analyst on the initiative to change the rate design he facilitated research (customer survey and affordability study), performed rate design analysis, and assisted with stakeholder outreach (municipalities, customers, business representatives, non-profits, and Denver Water executives and Board) which led to the adoption of new rate structures. He coordinated the implementation efforts between various business units to ensure a successful rollout of the new rates and rate structures.

Professional Memberships
American Water Works Association – Member of Rates and Charges Committee, Contributing Author of the AWWA M1 Manuel “Principles of Water Rates, Fees and Charges” Certifications
MSRB-Registered Municipal Advisor (Series 50)
Erik W. Helgeson continued
John Muggridge, AICP
Principal

EDUCATION
Master of Science, Transportation Planning
and Engineering, University of Leeds
Bachelor of Engineering, Mechanical and
Process Engineering, University of Sheffield

REGISTRATIONS
American Institute of Certified Planners
(021879)

YEARS OF EXPERIENCE
Total: 26
With Fehr & Peers: 22

AFFILIATIONS
• California Association of Environmental
Professionals (AEP)
• American Planning Association (APA)

EXPERTISE
• Bicycle and Pedestrian Planning
• Long-range Multimodal Transportation
Planning
• Multimodal Corridor Planning
• Parking Studies
• Land Use and Transportation
• Traffic Analysis
• Transit Planning
• Transportation Demand Management
• Travel Pattern Studies
• Travel Demand Modeling
ABOUT
John is a principal, senior market leader, and skilled project manager with over 25 years of experience in transportation planning and engineering. John serves as a trusted consultant to private clients and public agencies across southern California.

John’s skillset spans a variety of multi-disciplinary transportation planning and research topics, including travel demand modeling, parking studies, environmental and CEQA services, and multimodal planning. He frequently manages complex projects and has retained relationships with key clients for a number of decades, due to the expertise and quality he provides.

RELATED EXPERIENCE
• City of Culver City Travel Demand Model Development and Transportation Impact Fee Study
• City of Burbank Transportation Impact Fee Study
• Ventura County Traffic Mitigation Fee Program Update
• City of West Hollywood Transportation Impact Fee Study • City of Wittier Transportation Impact Fee Study
• City of Burbank General Plan Housing Element Update
• City of Diamond Bar General Plan Update
• City of Carson General Plan
• City of Pasadena General Plan EIR
• City of Rolling Hills Estates General Plan Update
• DTLA 2040: Downtown Los Angeles Community Plan Update • City of Pasadena General Plan EIR
• San Gabriel Pacific Square Transportation Impact Study • City of Burbank Downtown Transit Oriented Development Study • City of Diamond Bar General Plan Update
•
Fatemeh Ranaiefar, PhD
Senior Associate

EDUCATION
PhD, Transportation Science, University of
California, Irvine
Master of Science, Industrial Engineering/
System Engineering, TMU, Tehran, Iran
Bachelor of Science, Industrial Engineering,
Tehran, Iran

YEARS OF EXPERIENCE
Total: 13
With Fehr & Peers: 10

AFFILIATIONS
• TRB Freight Transportation Economics and
Regulations Committee (AT010)– Research
Coordinator
• TRB Standing Committee on Freight
Transportation Planning and Logistics
(AT015)
• Lecturer at University of Southern California
(USC)
• Member of California Freight Advisory
Committee (CFAC)

EXPERTISE
• Impact Fee Analysis
• Transportation Planning
• Transportation Data Analytics
• Travel Demand Forecasting
• Multimodal Corridor Planning
• Travel Demand Modeling
• Freight Planning
ABOUT
Fatemeh Ranaiefar is a senior associate based locally in the Fehr & Peers Long Beach office. She specializes in transportation modeling, transportation data analytics, developing performance measures, and building decision support tools for prioritizing projects to address transportation issues. She currently leads the firm’s internal research and development freight discipline group.

Fatemeh has experience managing large scale projects involving coordination with various groups of public and private stakeholders and community organizations. She also managed/or served as task lead for several statewide, regional and multijurisdiction corridor studies, impacts fee programs, truck route study, travel demand model development, traffic forecast, goods movement plan, truck parking study, origin-destination study and National Cooperative Highway Research Programs studies. Fatemeh is passionate about research, education and mentoring next generation of Transportation enthusiasts. She serves on the multiple TRB committees and teaches transportation modeling to Master students at USC. She has provided several training workshops for public agencies and students, empowering them to use transportation data analytics and enhanced visual infographics in their decisionmaking process.

RELEVANT PROJECT EXPERIENCE
• SCAG Goods Movement Community Impact Study (SCAG Region, CA) • Riverside County Transportation Commission Logistic Impact Fee Nexus Study (Riverside, CA)
• Ventura County Traffic Mitigation Fee Program Update (Ventura County, CA) • KARGO Phase II Industrial Impact Fee Nexus Study (Kern County, CA) • City of Santa Fe Springs General Plan and Housing Element Update • City of Redondo Beach General Plan and Housing Element Update • City of Long Beach Via Oro Traffic Study (Long Beach, CA) • City of Long Beach Pier Wind Terminal EIR/EIS (Long Beach, CA) • City of Long Beach 4000 Via Oro (Long Beach, CA)
• Goodman Commerce Center TIA (Long Beach, CA)
• Port of Long Beach Community Impact Study (Long Beach, CA) • Port of Long Beach Master Plan Update (Long Beach, CA) • SCAG Strategic Freight Plan (SCAG Region, CA)
DO NOT DELETE THE SECTION BREAK AT THE END OF THIS PARAGRAPH! To: Honorable City Council
From: John Moreno, City Manager
By: David Johnson, Community Services
Director
Date: June 11, 2024
SUBJECT: AGREEMENT WITH STUDIO ONE-ELEVEN FOR CONSTRUCTION

DESIGN OF THE PARAMOUNT PARK COMMUNITY CENTER
EXPANSION AND RENOVATION PROJECT (CITY PROJECT NO. 9464)

BACKGROUND
For many years, the City of Paramount has been working toward a renovation and expansion of the Paramount Park Community Center to improve and expand the usability of this space for our senior programming needs. A conceptual design of an expanded and renovated Paramount Park Community Center was completed in October 2023. Funding for this project was requested from the California Department of Parks and Recreation from the 2018 Parks Bond Act “Statewide Park Development and Community Revitalization” program (a.k.a. Proposition 68 Competitive Grant). The City was notified in December 2023 that we had received funding from Round 4 of the competitive grant process in the amount of $7,372,213 for the renovation and expansion of the Paramount Park Community Center.

DISCUSSION
The concept design for the Paramount Park Community Center was created by Studio One-Eleven. The concept provides for an expansion of the building space of approximately 4,300 square feet and a renovation of the existing space to provide dedicated senior spaces for exercise, music, cards, billiards, and crafts. While the Paramount Park Community Center will remain a multi-use space, these new and renovated spaces for senior activities will make these spaces dedicated parts of our “senior center.”
The next phase in the development of this project is to begin the construction design and create a bid package that will allow the City to enter into the construction phase. It is anticipated that the construction design, plan check and bid development will take approximately one year to complete and will occur fully within Fiscal Year 2024-

25. Construction is anticipated to then occur within Fiscal Year 2025-26 and take nine months to a year to complete.

Studio One-Eleven submitted a construction design proposal for $820,205 that includes the architectural design, construction documents, and administrative costs during the plan Agenda Report June 11, 2024
STUDIO ONE-ELEVEN DESIGN SERVICES (CIP NO. 9464) Page 2 check phase, bid phase, and during construction. Studio One-Eleven also submitted a cost of $7,150 to design the inclusion of a new electrical service panel for the center to support the additional space. The inclusion of the electrical design brings the total design cost to $827,355.

There may be additional design costs to address any seismic concerns. Since a seismic analysis of the building has not been conducted, any additional design needs to address any concerns will be brought back to the City Council as an addendum to the construction design agreement being proposed.

The City has contracted with Studio One-Eleven as the design firm for several high-profile projects including for the City’s downtown streetscape design, Al-Fresco business dining concepts, conceptual design for the All-American Park Community Center, construction design of the Progress Plaza outdoor spaces, in addition to the conceptual design for the Paramount Park Community Center. We are very comfortable with their design creativity and conceptualization as well as their ability to complete the design work in a professional and timely manner.

Paramount Municipal Code Section 3.12.080 exempts professional/technical services from bidding requirements. However, since the agreement for construction design services from Studio One-Eleven is over $40,000, City Council approval of the agreement is required.

FISCAL IMPACT
Funding for construction design for the Paramount Park Community Center is currently budgeted in the Fiscal Year 2024-25 Budget.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 2: Community Health - Provide diverse recreational and cultural amenities that support healthy lifestyles and a sense of community. 5: Attractive and Well-Maintained Infrastructure - Develop and maintain City-owned infrastructure, parks, facilities, and amenities that enhance quality of life and the attractiveness of the community.

RECOMMENDED ACTION
Approve the agreement with Studio One-Eleven, in the amount of $827,355 for the construction design of the Paramount Park Community Center Expansion and Renovation project (City Project No. 9464) and authorize the Mayor or her designee to execute the agreement.

SERVICE AGREEMENT BY AND BETWEEN THE

CITY OF PARAMOUNT
AND

STUDIO ONE-ELEVEN

FOR ARCHITECTURAL AND CONSTRUCTION DESIGN OF THE PARAMOUNT PARK

COMMUNITY CENTER EXPANSION AND RENOVATION PROJECT (CAPITAL PROJECT 9464)
THIS AGREEMENT is made and entered into this 12th day of June, 2024 by and between the CITY OF PARAMOUNT, hereinafter referred to as the “CITY,” STUDIO ONEELEVEN, hereinafter referred to as the “CONTRACTOR.” I. RECITAL
A. PURPOSE. The purpose of this AGREEMENT is to allow the CITY to procure the services of a qualified contractor to provide architectural and construction design services for the Paramount Park Community Center Expansion and Renovation project (Capital Project No. 9464), and to have these contractor services based upon the terms and conditions hereinafter set forth.

II. TERMS AND CONDITIONS
A. MISSION. The CITY hereby retains the CONTRACTOR in the capacity as contractor and the CONTRACTOR hereby accepts such responsibility as described herein.

B. TERMS. This AGREEMENT shall commence as of 12th day of June, 2024 and shall remain in full force and effect until such time either party gives written notice of termination in accordance with those provisions set forth in paragraph P. At the time of such extensions, this AGREEMENT shall be amended as to the changes, if any, in the terms, responsibilities and compensation as determined in writing between the CITY and CONTRACTOR.

C. SCOPE OF SERVICES. Under the supervision of the Director of Community Services or her designee, the CONTRACTOR shall provide all services as detailed in the CONTRACTOR’s Proposal dated May 9, 2024 and attached herein as Exhibit A”. In the event of any conflict between the provisions of this AGREEMENT and Exhibit “A,” the terms of this AGREEMENT shall prevail.

COMPENSATION. During the term of this AGREEMENT, the CITY shall compensate the CONTRACTOR for the services described as detailed in Exhibit “A”. Invoices for payment shall be submitted on a monthly basis and shall be approved by the Director of Community Services or her designee.

The CONTRACTOR shall submit an itemized invoice to the CITY according to work progress, setting forth the work performed and the rates charged in accordance with the contractor’s fee schedule.

City of Paramount
SERVICE AGREEMENT Page 2
All change orders, additions, deletions or adjustments to the CONTRACTOR’s specifications must be submitted in writing to the CITY for approval. The CITY is the sole authority regarding change orders and the CONTRACTOR shall not change, alter, or delete, in any manner, any portion of these specifications of the CITY.

E. EXPENSES. CONTRACTOR shall not be entitled to an expense account and shall not be required or permitted to incur expenses on behalf of the CITY in addition to the expenses required for completion of the scope of services described herein. The compensation described herein includes provision for all CONTRACTOR expenses required to complete the scope of services described herein.

F. INDEPENDENT CONTRACTOR.
(a) CONTRACTOR is and shall at all times remain as to the City a wholly independent CONTRACTOR. The personnel performing the services under this Agreement on behalf of CONTRACTOR shall at all times be under CONTRACTOR'S exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of CONTRACTOR or any of CONTRACTOR'S officers, employees, or agents, except as set forth in this Agreement. CONTRACTOR shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. CONTRACTOR shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner.
(b) Neither CONTRACTOR, nor any of CONTRACTOR’S officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. CONTRACTOR expressly waives any claim CONTRACTOR may have to any such rights. (c) City shall not be liable for compensation or indemnification to CONTRACTOR for injury or sickness arising out of performing services hereunder.

G. INDEMNIFICATION.
(a) All officers, agents, employees, sub-Contractors, their agents, officers and employees who are hired by or engaged by CONTRACTOR in the performance of this Agreement shall be deemed officers, agents and employees and subContractors of CONTRACTOR, and City shall not be liable or responsible to them for anything whatsoever.
(b) CONTRACTOR agrees to save, keep, hold harmless and defend City and all of its elected and appointed boards, commissions, officers employees and agents from all claims, damages, costs or expenses in law and in equity, including costs of suit and expenses for legal services, that may at any time arise or be claimed because of damage to property or injury to persons, including City, allegedly City of Paramount
SERVICE AGREEMENT Page 3
received or suffered by reason of any wrongful or negligent act or omission on the part of CONTRACTOR or any of its agents, officers and employees and subContractors in the performance of this Agreement. (c) CONTRACTOR shall not be deemed to assume any liability for wrongful or negligent acts of City or its officers, agents, employees and sub-Contractors, and City shall defend and hold CONTRACTOR harmless against any such claims.
(d) CONTRACTOR agrees to defend, indemnify and hold harmless the City, its elected and appointed boards, commissions, officers, employees and agents from all claims, demands, liability fines and penalties made by CONTRACTOR’S employees from health, retirement or other benefits attributable to services performed pursuant to this Agreement.

H. SUCCESSOR AND ASSIGNMENT. The services as contained herein are to be rendered by the CONTRACTOR whose name is as appears first above written and said CONTRACTOR shall not assign nor transfer any interest in this AGREEMENT without the prior written consent of the CITY. Claims for money by CONTRACTOR from the CITY under this contract may be assigned to a bank, trust company, or financial institution without such approval. Written notice of any such assignment or transfer shall be furnished promptly to the CITY.

I. INSURANCE. Without limiting the CONTRACTOR’S indemnification of the CITY, the CONTRACTOR shall provide and maintain at this own expense during the term of this AGREEMENT for the following programs of insurance covering his operation hereunder. Each program of insurance, except professional liability insurance shall name the CITY as “Additionally Insured” and each policy shall contain a provision that such insurance will not be cancelled, nor any change whatsoever made in policies, except upon not less than thirty (30) days prior notice to the CITY, mailed by registered mail with postage prepaid. Such insurance shall be provided by insurer(s) satisfactory to the CITY and evidence of such programs satisfactory to the CITY shall be delivered to the CITY on or before the effective date of this AGREEMENT.

General Liability. A program including, but not limited to, comprehensive general liability including automobile coverage with a combined single limit of not less than $1,000,000.00 per occurrence. Such insurance shall be primary to and not contributing with any other insurance maintained by the CITY. The issuer shall be an “admitted surety insurer” duly authorized to transact business under the laws of the State of California.

Acceptable insurance coverage shall be placed with carriers admitted to write insurance in California with a rating of A:VIII by A.M. Best & Co. Any deviation from this rule shall require specific approval in writing from the City.

Insurance shall name the City of Paramount, its officers, agents, and employees as additional insured by endorsement of the Contractor’s policy. A copy of the endorsement, showing policy limit, shall be provided to the City on or before signing this contract.

City of Paramount
SERVICE AGREEMENT Page 4
Failure on the part of the CONTRACTOR to procure or maintain required insurance shall constitute a material breach of this AGREEMENT upon which the CITY will immediately terminate this AGREEMENT.

Worker’s Compensation Coverage. State statutory limits, deductibles, self-insurance retention, or similar forms of coverage limitations or modifications must be declared to and approved by CITY.

Automobile Liability Insurance. In an amount not less than Five Hundred Thousand Dollars ($500,000) combined single limit per accident for bodily injury and property damage covering owned, non-owned and hired vehicles.

J. COMPLIANCE WITH LAWS. The parties agree to be bound by applicable federal, state and local laws, regulations and directives as they pertain to the performance of this AGREEMENT.

K. SEVERABILITY. In the event that any covenant, condition or other provisions herein contained is held to be invalid, void or illegal by any court of competent jurisdiction, the same shall be deemed severable from the remainder of the AGREEMENT and shall in no way affect, impair or invalidate any other covenant, condition or other provision contained herein. If such condition, covenant or other provision shall be deemed invalid due to its scope or breadth, such covenant, condition or other provision shall be deemed valid to the extent of the scope or breadth permitted by law.

L. INTERPRETATION. No provision of this AGREEMENT is to be interpreted for or against either party because that party or that party’s legal representative drafted such provision, but this AGREEMENT is to be construed as if it were drafted by both parties hereto.

M. ENTIRE AGREEMENT. This AGREEMENT supersedes any and all other agreements, either oral or in writing, between the parties hereto with respect to the retention of CONTRACTOR by the CITY and contains all the covenants and agreements between the parties with respect to such retention.

N. WAIVER. No breach of any provision hereof can be waived unless in writing.

Waiver of any one break of any provision shall not be deemed to be a waiver of any other breach of the same or any other provision hereof.

O. CONTRACT EVALUATION AND REVIEW. The ongoing assessment and monitoring of this AGREEMENT is the responsibility of the City Manager, or his designee.

P. TERMINATION OF AGREEMENT. This AGREEMENT may be terminated by either party by giving written notice at least thirty (30) days prior to the effective termination date in the written notice. In such event, all finished or unfinished documents, data, studies, surveys, drawings, maps, models, photographs and reports prepared by the CONTRACTOR under this AGREEMENT shall, at the option of the CITY, becomes its property and the CONTRACTOR shall be entitled to receive just and equitable compensation for any work satisfactorily completed hereunder. Notwithstanding the above, the CONTRACTOR shall not be relieved of City of Paramount
SERVICE AGREEMENT Page 5
liability to the CITY for damages sustained by the CITY by virtue of any breach of the AGREEMENT by the CONTRACTOR, and the CITY may withhold any payments to the CONTRACTOR for the purpose of set-off until such time as the exact amount of damages due the CITY from the CONTRACTOR is determined.

Q. CHANGES. The CITY or CONTRACTOR may request changes in the scope of the services of the CONTRACTOR to be performed hereunder. Such changes, including any increase or decrease in the amount of the CONTRACTOR’S compensation, which are mutually agreed upon by and between the CITY and the CONTRACTOR, shall be incorporated in written amendments to this AGREEMENT.

R. REPORTS AND INFORMATION. CONTRACTOR, at such times and in such forms as the CITY may require, shall furnish the CITY such periodic reports as it may request pertaining to work or services undertaken pursuant to this AGREEMENT, the costs and obligations incurred or to be incurred in connection therewith, and any other matters covered by this AGREEMENT.

S. RECORDS AND AUDITS. CONTRACTOR shall maintain accounts and records, including personnel, property and financial records, adequate to identify and account for all costs pertaining to this AGREEMENT, and such other records as may be deemed necessary by the CITY to assure proper accounting for all project funds, both federal and non-federal shares. These records will be made available for audit purposes to the CITY or any authorized representative, and will be retained for five (5) years after the expiration of this AGREEMENT unless permission to destroy them is granted by the CITY.

T. FINDINGS CONFIDENTIAL. All of the reports, information, data, etc., prepared or assembled by the CONTRACTOR under this AGREEMENT are confidential and the CONTRACTOR agrees that they shall not be made available to any individual or organization without the prior written approval of the CITY.

U. COPYRIGHT. No report, maps, or other documents produced in whole or in part under this AGREEMENT shall be the subject of an application for copyright by or on behalf of the CONTRACTOR.

V. PERSONNEL. CONTRACTOR represents that it has, or will secure at its own expense, all personnel required in performing the services under this AGREEMENT. Such personnel shall not be employees of or have any contractual relationship with the CITY. All of the services required hereunder will be performed by CONTRACTOR or under its supervision and all personnel engaged in the work shall be fully qualified and shall be authorized or permitted under the state and local law to perform such services. None of the work or services subcontracted hereunder shall be specific by written contract or agreement and shall be subject to each provision of this AGREEMENT.

III. EQUAL EMPLOYMENT OPPORTUNITY
During the performance of this AGREEMENT, the CONTRACTOR agrees as follows:

City of Paramount
SERVICE AGREEMENT Page 6
A. EQUAL OPPORTUNITY.
(a) The CONTRACTOR will not discriminate against any employee or applicant for employment because of race, creed, sex, color, or national origin. The CONTRACTOR will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, creed, sex, color, or national origin. Such action shall include, but not be limited to the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The CONTRACTOR agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the CITY setting forth the provisions of this non-discrimination clause.
(b) The CONTRACTOR will, in all solicitation or advertisements for employees placed by or on behalf of the CONTRACTOR, state that all qualified applicants will receive consideration for employment without regard to race, creed, color, sex, or national origin.
(c) The CONTRACTOR will cause the foregoing provisions to be inserted in all subcontracts for any work covered by this AGREEMENT so that such provisions will be binding upon each subcontractor, provided that the foregoing provisions shall not apply to contracts or subcontracts for standard commercial supplies or raw materials.
(d) The CONTRACTOR will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor.
(e) The CONTRACTOR will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the CITY and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (f) In the event of the CONTRACTOR’S non-compliance with the equal opportunity clauses of this AGREEMENT or with any of such rules, regulations, or orders, this AGREEMENT may be canceled, terminated, or suspended in whole or in part and the CONTRACTOR may be declared ineligible for further government contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. (g) The CONTRACTOR will include the provisions of paragraphs (1) through (6) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon City of Paramount
SERVICE AGREEMENT Page 7
each subcontractor or vendor. The CONTRACTOR will take such action with respect to any subcontract or purchase order as the CITY may direct as a means of enforcing such provisions, including sanctions for non-compliance; provided, however, that in the event the CONTRACTOR becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the CITY, the CONTRACTOR may request the United States to enter into such litigation to protect the interests of the United States.

B. CIVIL RIGHTS ACT OF 1964. Title VI of the Civil Rights Act of 1964, provides that no person shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of or, be subjected to discrimination under any program or activity receiving Federal financial assistance.

C. AGE AND DISABILITY. Any prohibition against discrimination on the basis of age under the Age Discrimination Act of 1975, or with respect to an otherwise qualified handicapped individual, as provided in Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, shall apply to this AGREEMENT.

IV. CONFLICT OF INTEREST
During the performance of this AGREEMENT, the CONTRACTOR agrees as follows:

A. INTEREST OF MEMBERS OF THE CITY. No member of the governing body of the CITY and no other employee, or agent of the CITY who exercises any functions of responsibilities in connection with the planning and carrying out of the program, shall have any personal financial interest, direct or indirect, in this AGREEMENT.

B. INTEREST OF CONTRACTOR. CONTRACTOR represents, warrants and agrees that he does not presently have, nor will he acquire during the term of this AGREEMENT, any interest, direct or indirect, by contract, employment or otherwise, or as a partner, joint venture or shareholder (other than as a shareholder holding a one-percent (1%) or less interest in publicly-traded companies) or affiliate with any business or business entity that has entered into any contract, subcontract, or arrangement with the CITY.

C. INTEREST OF OTHER LOCAL PUBLIC OFFICIALS. No member of the governing body of the locality and no other public official of such locality, who exercises any functions or responsibilities in connection with the planning and carrying out of the program, shall have any personal financial interest, direct or indirect, in this AGREEMENT; and the CONTRACTOR shall take appropriate steps to assure compliance.

V. NOTICES
Notices herein shall be presented in person or by certified or registered U.S. Mail, as follows:

City of Paramount
SERVICE AGREEMENT Page 8
To the CONTRACTOR: Studio One-Eleven
245 E. Third St.

Long Beach, CA 90802
To the CITY: City of Paramount
Director of Community Services
David Johnson
16400 Colorado Avenue
Paramount, CA 90723
IN WITNESS HEREOF, the CITY and CONTRACTOR have executed this AGREEMENT as of the date first herein above set forth.

CITY OF PARAMOUNT STUDIO ONE-ELEVEN
By: By:

Mayor Annette Delgadillo
Mayor
Kirk Keller
Principal
ATTEST:

By:

Heidi Luce, City Clerk
APPROVED AS TO FORM:

By:

John E. Cavanaugh, City Attorney
City of Paramount
SERVICE AGREEMENT Page 9

EXHIBIT A
May 09, 2024
David Johnson
City of Paramount, Community Services Director
15300 Downey Avenue
Paramount, CA 90723
RE: Fee Proposal for Architectural Services
Paramount Park Community Center Expansion
14400 Paramount Blvd.

Paramount, CA, 90723
Project Number: 23173-02-000
Dear David:

We are pleased to submit this proposal to the City of Paramount to provide architectural services based on a fixed fee and hourly increment plus reimbursable expenses, per the attached Exhibit "A" Schedule of Fees, and as defined by the scope of work described herein.

CONTENTS

I. Project Description
II. Project Schedule
III. Scope of Services
IV. Fee Summary
V. Add Alternates and Fee Summary
VI. Additional In-House Services
VII. Exclusions
VIII. Client to Provide
Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 2 of 14
I. PROJECT DESCRIPTION
Project Overview:

The City of Paramount has requested Architectural services based on the City approved Studio One Eleven design concept dated December 18, 2023, Exhibit “B”. The project includes the remodel and expansion of the existing 13,500 sf community center building, with 4,000 sf of added area to the southeast portion of the building. Existing site access from Paramount Boulevard will be retained with no proposed changes to the public rightof-way.

Project Details:

Exterior improvements include renovations associated with the southeast building expansion to tie into the existing roof and façade, demolition of the exterior workout equipment at the open-air trellis, with renovation for a newly screened outdoor senior lounge, and new landscape and hardscape within approximately 8,500 sf to the southeast of the existing building as outlined in Exhibit “C”. The existing northwest outdoor patio will receive renovations to the furred-out columns and pilasters, with new metal panel screens for a private outdoor space connected to the meeting room.

Interior improvements include the remodel and renovation of the banquet hall and stage, storage and A/V room, workout room, card room, music room, pool (billiards) room, craft room, meeting room, offices, and restrooms. The serving room will receive a new look facing the banquet hall and the adjacent coffee station will be designed as an integrated element with controlled access. The project excludes the kitchen, mini-kitchen, associated storage, back-of-house areas, and exit vestibule. We understand the space will be primarily used for the city’s senior program, which consists of live bands and performances, DJ events, and speeches / informational discussions.

Assumptions:

The following assumptions have been made regarding project scope, workflow, and documentation:

1. Existing drawings are not available. To support design efforts, Studio One Eleven will develop an exploratory investigation program early in schematic design for information to be gathered by the City.

2. The City will contract directly with geotechnical, surveyor, and building scan consultants.

3. The City will coordinate and manage all environmental studies and CEQA determinations, if required.

4. The southeast access path between the existing building and open-air trellis is assumed as not required for fire department access.

5. Restroom fixture count will be addressed early during schematic design to determine if design impacts arise out of additional fixtures required, if any.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 3 of 14

6. Low Impact Development (LID) / Storm Water Pollution Prevention Planning (SWPPP) is based on disturbed site area only. Additional requirements for storm water are not considered for this scope of work.

7. Parking provided on site is assumed sufficient to support the proposed expansion.

The city will provide existing parking data and Studio One Eleven will provide this information on the cover sheet.

8. The following items are design-build by the General Contractor, and will be noted on plans as deferred submittals:
a. Fire alarm and fire sprinkler system. Studio One Eleven will provide fire alarm and fire sprinkler basis of design only.
b. Mechanical, electrical, and plumbing equipment anchorage. c. Electric Vehicle Chargers. Plans will demonstrate code compliance.

Separate permit(s) may be required for installation of Electric Vehicle Chargers.
d. Storefront and window wall systems.

9. The following items are existing to remain or excluded from this contract:
a. Parking, vehicle access, pedestrian access, exterior landscape and hardscape areas, and exterior structures, beyond those noted above. b. Off-site work.
c. Site lighting, except within the area outlined in Exhibit “C”, is considered to be sufficient, and excluded from this contract.
d. Solar and/or battery energy system. Plans will demonstrate “Solar Ready” code requirements only.
e. Façade access is excluded.

II. PROJECT SCHEDULE

The Architect and Client will work together to produce a project schedule that allows appropriate time for all professional services to be performed in a timely process, including: schematic design, design development, construction documents, consultant coordination, quality assurance, Client reviews and approvals, governmental processing and other professional services as required by this Agreement. A two-week review period after each milestone submission is assumed for all the City’s project team to review and provide comments prior to beginning subsequent phases. If the Client’s program or other factors should require a change to the project schedule, the Architect will notify the Client in writing. Should the Client fail to meet its obligations under this Agreement, the project schedule may require adjustments. Assumptions on project schedule are included as part of the fee summary table.

III. SCOPE OF SERVICES

Studio One Eleven will provide architectural, engineering, and supporting consultant design services for the remodel, renovation, and addition of the Paramount Park Community Center. Studio One Eleven will collaborate with the City of Paramount and its representatives to deliver the project. Studio One Eleven understands the project will be Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 4 of 14
delivered in a traditional design-bid-build delivery method, with the contract documents developed for a publicly advertised invitation to bid under prevailing wage requirements.

Digital files of deliverables will be provided to the City of Paramount at each milestone.

Studio One Eleven will provide and lead coordination efforts with the following consultant and engineering design services:
• Civil Engineer
• Landscape Architecture
• Structural Engineer
o Seismic strengthening of the existing building is excluded. A separate fee for seismic strengthening service is available, if necessary. • MEP Engineer
o New electrical service with utility company is excluded. A separate fee for the design and coordination of a new service is available, if necessary. • Fire Alarm & Fire Sprinkler Protection (Basis of Design only) • Acoustical Design
• Cost Estimating Services
• Lighting Design
• AV Design / IT & Telecom Design / Security Design
• Wayfinding & Signage Design
• Fitness Facility Design
Studio One Eleven will participate in coordination efforts with the following consultant and engineering design services contracted directly with the City:
• Geotechnical Engineer
• Surveyor
• Building Scan

A. Schematic Design

1. Design Team Preparation and Participation in one (1) project kick-off meeting with City stakeholders.

2. Site Visit with all project team members to review the site and existing building. Develop an exploratory investigation program, to be carried out by the City, to gather existing building information required for design.

3. Review of City provided information, including site topographical survey and building scan, for the development of base backgrounds for the project team’s use.

4. Space planning previously completed, based on the above referenced Exhibit “B”, to be refined with City staff for all program requirements and uses.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 5 of 14

5. Architectural plans and basis of design for the building shell and interior design, including:
• Title Sheet
• Site Plan
• Floor Plans
• Reflected Ceiling Plans
• Roof Plans
• Exterior Elevations
• Building Sections
• Materials Selections

6. Landscape Design Documentation:
• Conceptual landscape site plan indicating hardscape design and planting areas.
• Plant palette.
• Preliminary finish plans and materials selections.

7. Consultant Design and Documentation:
• Civil plans including preliminary grading and storm water mitigation.
• Structural plans including basic configurations and preliminary sizing of foundation, floor / roof framing, and columns. • MEP plans to establish loads and new equipment locations. • Acoustical design criteria, including existing site acoustic analysis.
• Opinion of probable construction cost for buildings.
• Lighting Design and plans.
• AV, IT and telecom, and security design and plans.
• Signage Design and Plans
• Fitness program development
• Fire Protection design criteria.

8. City / Coordination meetings: Four (4) maximum

9. City shall provide written approval of the Schematic Design documents prior to the Architect proceeding to the Design Development phase.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 6 of 14
B. Design Development

1. Architectural plans and outline specifications for the building shells and interior design, to include:
• Refinement and development of Schematic Design deliverables. • Wall Sections
• Plan Enlargements
• Reflected ceiling plans
• Floor finish plans
• Door, Window, Hardware, Lighting, plumbing fixture, and Finish Schedules
• Preliminary Material references/finish specifications • Initiate Key Architectural Details
• Project Outline Specifications / Preliminary Project Manual.

2. Consultant Design and Documentation:
• Civil Engineering plans
• Structural plans including foundation, floor / roof framing, and columns.
• MEP Engineering plans
• Acoustical review and refinement
• Opinion of probable construction cost for buildings
• Lighting Design plans
• AV, IT and telecom, and security plans
• Signage Design Plans
• Fitness program refinement
• Fire Protection basis of design

3. City / Coordination meetings: Four (4) maximum

4. City shall provide written approval of the Design Development documents prior to the Architect proceeding to the Construction Documents phase.

C. Construction Documents

1. Architectural plans and outline specifications for the building shells and interior design, to include:
• Completed architectural details.
• Project Specifications / Project Technical Manual

2. Consultant Design and Documentation:
• Civil Engineering plans
Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 7 of 14
• Structural plans and calculations including foundation, floor / roof framing, and columns
• MEP Engineering plans and calculations
• Acoustical review and refinement
• Opinion of probable construction cost for buildings
• Lighting Design plans
• AV, IT and telecom, and security plans
• Signage Design Plans
• Fitness program refinement
• Fire Protection basis of design refinement

3. Client/City meetings: Six (6) maximum

4. It is assumed that plan check submittal to City of Paramount and other governing agencies will occur at the completion of the 90% Construction Documents phase of work.

D. Plan Check & Permitting Phase

While Studio One Eleven will work to best facilitate an expedited permitting process, the schedule for permitting will ultimately be determined by the city government. The time frame is an estimate. We cannot guarantee a schedule for permitting. Also, the 90% Construction Drawings issued for plan check are necessarily incomplete. By the end of this phase, Studio One Eleven shall complete Construction Documents, and coordinate with the City to finalize corrections and prepare plans for permit issuance.
• During this phase, the Architect shall complete Construction Documents and coordinate with the City of Paramount to finalize corrections and prepare plans for permit issuance.
• The Architect will complete all drawings and specifications, and coordinate with City Staff to clear corrections by the governmental agencies for permit.

E. Bid Phase

1. Upon completion of plan check review and approval, Architect shall assemble and distribute bid documents in coordination with the City of Paramount staff. Client shall provide directions and information regarding distribution. Only one (1) bid cycle is included (NOTE:

Additional bid cycles will be provided upon request, on an hourly basis, per the attached Exhibit “A” Schedule of Fees).

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 8 of 14

2. One (1) Bid invitation meeting is included, along with response to contractor questions in one (1) round of response Addendum, minor document revisions are included.

F. Construction Contract Administration
Based on construction duration of 10 months.

1. Process shop drawings and product submittals. Note: If during the course of bidding and construction contract administration, a substitution request triggers any additional drawing, detailing or coordination time on the part of the Architect; an additional service will be required per the attached Exhibit “A” Schedule of Fees.

2. Process Requests for Information (RFI). Note: With reasonable promptness consistent with the stage of the Project, Architect shall respond to contractor’s requests for clarification or interpretation. If the contractor’s request for information, clarification or interpretation are, in the Architect’s professional opinion, for information readily apparent from reasonable observation of field conditions or a review of the contract documents, or are reasonably inferable therefrom, or are untimely, Architect may so advise contractor and Client and shall be entitled to compensation for Architect’s time spent responding to such request.

3. Issue Construction Change Directives (CCD), as necessary.

4. Review Change Order Requests/Change Orders as requested by Client.

Note: Upon Client’s request, Architect shall review proposed change orders from contractor or others, but solely for purposes of confirmation of consistency with the general intent of the contract documents prepared by Architect. Architect shall not be required to review such proposed change orders for causation, entitlement, cost, or schedule and shall have no responsibility therefore except as expressly stated by Architect in writing.

5. Review contractor’s Request for Payment applications as requested by Client. (NOTE: Site visitations are required for payment application review.)

6. Participation in weekly OAC meetings, current assumptions provide for remote meeting participation on a weekly basis, and monthly in-person site visitation.

7. The following list indicates the maximum number of construction site visits included in the contract fee:

Architect: 10
Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 9 of 14
Structural: 5
Mechanical: 2
Electrical: 2
Plumbing: 2
Landscape: 2
Civil: 3
Lighting Design: 2
(NOTE: The number of visits to the construction site may be fewer than those listed above depending on the project needs. Additional visits will be provided upon request on an hourly basis per the attached Exhibit “A” Schedule of Fees.)

8. Assist Client in gathering record drawings and warranties for project closeout.

The Architect uses as part of the company’s quality management plan ‘Newforma’ software for project delivery and organization of project email, RFIs Submittals, workflows and more throughout the Bidding and Construction Administration phases. Should the Client or Contractor require a different software or system for management of Bidding or Construction Administration processes, a separate hourly fee may apply for implementation of such processes.

Architect’s services shall be limited to those expressly set forth above and Architect shall have no other obligations or responsibilities for the project except as agreed to in writing or as provided in this Agreement.

All of the Architect’s services in any way related to the project shall be subject to the terms of this agreement.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 10 of 14
IV. FEE SUMMARY:

Project Phase
Schedule
Assumption
Fee
A. Schematic Design (Fixed Fee): 9 weeks* $166,150.00
B. Design Development (Fixed Fee): 9 weeks* $199,245.00 C. Construction Documents (Fixed Fee): 11 weeks* $259,675.00 D. Plan Check Phase (Hourly Fee Increment): 3 months $58,390.00 E. Bid Phase (Hourly Increment): 2 months $16,750.00
F.

Construction Contract Administration
(Hourly Fee Increment): 10 months $119,995.00

TOTAL FEE
$820,205.00
* Assumes additional 2-week review period between milestone submission for city review The fee has been prepared based on the scope of work described above. It is understood that should the Client’s program or the Architect’s services be increased due to significant changes, additional fees shall be required. This proposal will be honored for 60 days from the date listed above. If after 60 days the Client requests services as outlined within this proposal, it may be necessary to review the proposal for staff availability and revised pricing. If the scope of work has not been completed within twelve (12) months of the date of this Agreement, through no fault of the Architect, extension of the Architect’s services beyond that time is subject to additional compensation for services yet to be performed.

The construction documents will combine multiple buildings into one (1) set of plans. The Architect will complete all drawings and specifications, and clear corrections by the governmental agencies for permit, prior to issuing the plans for bid. Should this not occur there may be a need to cloud and delta the plans for an additional fee.

In house plan review and agency comments may not be available for inclusion into the bid documents prior to your bid date. As a result these comments and/or corrections may need to be incorporated after the bids are received or possibly after the construction contracts are signed. This will create additional coordination for all parties involved and may require additional fees for the Architect and consultants. This will also result in change orders to the construction contract sum. We strongly recommend that you plan for adequate contingency funds to cover these costs.

The entire project will proceed and process through design, construction documents, building department and construction contract administration consecutively as a singlephased project with one general contractor per the designated schedule and all site visits provided for site and/or building(s) will be concurrent.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 11 of 14
V. ADD ALTERNATES

We have itemized additional alternate scope items, not included in the base scope of services, as this work is possibly needed because of the project scope. Should the Client request any of the below services, an additional agreement can be provided:
• Seismic Strengthening of the Existing Building
o This scope of work includes potentially strengthening the existing roof diaphragm, and lateral forces resisting elements throughout the existing structure. The budget ranges provided are an estimate, as we do not yet have adequate information about the existing building. After the completion of the exploratory investigation and the preliminary seismic analysis, we will provide an updated budget for this scope of work
• Dry Utility Coordination of Electrical Service
o This scope of work includes preparation and coordination with the electric utility company for a New electrical service.

ADD ALTERNATES FEE SUMMARY:

Add Alternate Service Fee Range
Seismic Strengthening of the Existing Building $31,460.00 - $54,010.00 Dry Utility Coordination of New Electrical Service $7,150.00 VI. ADDITIONAL IN-HOUSE SERVICES

Studio One Eleven offers a full suite of diverse, complementary design support services, above and beyond the scope of work described in this agreement. Should the Client request any of the below services, an additional agreement can be provided.

A. Certified Access Specialist (CASp)
B. Furnishing Selections and Procurement services.

C. Perspective renderings or digital models (animations, 3d models, perspective, or other 3d views).

D. Virtual Reality modeling and digital walk-throughs.

E. Physical models.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 12 of 14
VII. EXCLUSIONS

Exclusions include but are not limited to the items listed below. Refer to scope for included services.

A. Value engineering beyond the Design Development Phase and review of significant substitutions during construction administration. Separate processing of a demolition or foundation permit, or phasing plans.

B. We have assumed that the proposed project will not trigger a code-mandated seismic analysis or full-code improvement to the existing base buildings. See add alternates.

C. Interior furnishing and equipment selections. It is assumed the Client will procure furnishings and equipment through a separate process.

D. Off-site architectural site plans.

E. Zoning or planning processing or approvals for the Project, if required. Project is assumed to be allowed ‘by-right’ and not require a separate entitlement process.

F. Perspective renderings or models (animations, 3D models, perspective, or other 3D views).

G. Storm Water Pollution Prevention Plan. Disturbed site area is less than one acre and SWPPP plan is assumed to not be required.

H. Site visits by Architect or Architect’s consultants (including special inspections when specifically required by the authority having jurisdiction over the project) beyond those noted in the scope of services.

I. Providing services in evaluating an extensive number of claims or RFI’s submitted by the Contractor or others in connection with the Work.

J. Building Information Modeling (BIM), clash detection, constructability reviews, and all items used to create the Document or Bid set not specifically included here-in.

K. Preparing documents for alternate, separate or sequential bids or providing services in connection with bidding, negotiation or construction prior to the completion of the Construction Documents Phase.

L. Assisting Client in processing loan documents with lenders, and assignment of plans and specifications, including lender verification of square footage for the building(s).

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 13 of 14
M. Additional meetings, changes to work product (including property/ parcel lines) at request of Client, which conflict with prior approvals, or Client's directions, or construction contract administration services beyond those included in the scope of work.

N. Contracting with any other engineering, environmental, or other consultants beyond those included in this Agreement.

O. LEED Certification / Commissioning or processing.

P. Government fees.

Q. Any additional building area (including second stories/mezzanines) or tenant improvement plans or services beyond those included above.

R. Plans and details for building signage or site monument/pylon signage.

S. On-site custom hardscape, sculptures, special lighting, furniture, fixtures, equipment plans or specifications.

T. Specially designed footings or foundations, such as piles or caissons; site or building retaining walls; separate processing of a foundation permit.

U. De-watering design or coordination for subsoils hydrostatic conditions.

V. Hazardous waste or asbestos abatement plans or coordination.

W. Preparation and processing of requests for reduction of plumbing fixtures (i.e. quantity of men's and women's restrooms, water closets, urinals, lavatories and drinking fountains) from those required per local adopted code provisions.

X. Coordination of the geotechnical/soils, traffic, environmental or acoustical engineers’ work excludes extensive time to evaluate, or prepare any drawings, on optional recommendations.

Y. Reimbursable expenses will be billed as shown in the attached Exhibit "A" Schedule of Fees.

VIII. CLIENT TO PROVIDE
A. Geotechnical / Soils report.

Mr. David Johnson
City of Paramount
Paramount Park Community Center Expansion
Paramount, CA
project number: 23173-02-000
May 9, 2024
page 14 of 14
B. Topographic and Design survey of existing conditions in CAD or similar digital format.

C. Building Scan, Revit Model, and photographs of the existing building.

D. Furniture, fixture and equipment layout plans, specifications and manufacturer cut sheets.

E. General Conditions of the Contract for Construction between Owner and Contractor. Should any provision of the Owner/Contractor Agreement relating to the Architect’s services be inconsistent with this Agreement, this Agreement shall govern the rights and obligations as between Owner and Architect.

F. City standard title block and three-part specification formats.

G. Written approval of schematic design, design development, and construction documents prior to proceeding to the next stage of document preparation.

Paramount Park
Community Center ExpansionConcept DesignCity of Paramount December 18, 2023

EXHIBIT B

EXISTING PLAN
"PATIO" ROOM
1,615 SF

BANQUET HALL
3,773 SF

COFFEE BAR
STAGE
370 SF
15'-6" x 24'
WOMEN
128 SF
MEN
123 SF
OFFICE
245 SF STORAGE
148 SF
MTG. ROOM
1,428 SF
LOBBY
885 SF

OUTDOOR

PLANTER

MAIN ENTRY

PLAYGROUND PLAYGROUND

PARKING

PERGOLA

VEHICULAR

DROP-OFF

ENTRY PLAZA WITH
SEATING + SCULPTURE
ELEC.
141 SF
OFFICE
196 SF
OFFICE
123 SF
OFFICE
123 SF
MEN
162 SF
WOMEN
188 SF
PIPES
72 SF
JAN. + PIPES
72 SF
TRASH D.F.

WOMEN
110 SF
MEN
108 SF
Banquet HallMeeting Room
274 50

SEATING CAPACITY

STORAGE
39 SF

STORAGE
100 SF

STORAGE
95 SF

STORAGE
16 SF
COLD

STORAGE
16 SF
ST.
28 SF
STR.
56 SF KITCHENETTE
208 SF
KIT.
542 SF

KITCHEN
542 SF

STORAGE
235 SF
AV RM.
245 SF
December 18, 2023 | Paramount Park Community Center | Concept Design | 23173 SCALE 1/16” = 1’-0” 0 8 16 32 4
2 EXHIBIT B
LEGEND
ExistingProposedDemolition

WORKOUT ROOM
1,325 SF
OCC LOAD: 28

STORAGE
315 SF

BANQUET HALL
4,715 SF
OCC LOAD: 314

KNOX BOX

AT MAIN ENTRY
375 SF
OCC LOAD: 1
WOMEN
128 SF
MEN
123 SF

STORAGE
148 SF
KIT.
542 SF

MEETING ROOM
900 SF
OCC LOAD: 60
OFFICE
220 SF
OCC LOAD: 14
OFFICE
145 SF
OCC LOAD: 9
LOBBY
885 SF

OUTDOOR

PLANTER

MAIN ENTRY

PLAYGROUND PLAYGROUND

OUTDOOR SENIOR LOUNGE

WITH METAL PANEL SCREENS
1,895 SF (OCC LOAD: 126)

PARKING
ELEC.
141 SF

CRAFT ROOM
330SF
OFFICE
123 SF
MEN
355 SF
WOMEN
355 SF
JAN. + PIPES
72 SF

STORAGE
39 SF

STORAGE
16 SF
COLD

STORAGE
16 SF
STAGE
680 SF
17' x 40'

STORAGE
575 SF
A/V RM
70 SF
CARD
ROOM
201 SF

OUTDOOR PATIO

WITH METAL PANEL SCREENS
540 SF

BARN DOOR

COFFEE BAR

STORAGE
200 SF

STORAGE
200 SF

MUSIC ROOM
570 SF

POOL ROOM
445 SF
GATE #1 GATE #2

STORAGE
140 SF

SLIDING DOORS

AT STORAGE
SCALE 1/16” = 1’-0” 0 8 16 32 4
3 PROPOSED PLAN UPDATE

SERVING RM
375 SF

KITCHENETTE
208 SF
OCC LOAD: 1

EXISTING TO REMAIN (NIC)
December 18, 2023 | Paramount Park Community Center | Concept Design | 23173

EXHIBIT B

RENDERING INTERIOR
4 December 18, 2023 | Paramount Park Community Center | Concept Design | 23173

EXHIBIT B

RENDERING EXTERIOR
5 December 18, 2023 | Paramount Park Community Center | Concept Design | 23173

EXHIBIT B

SCOPE OF WORK AREA
APPROX 8,560 S.F.

PARAMOUNT PARK COMMUNITY CENTER EXPANSION

SCOPE OF WORK - SITE / CIVIL
S111 4.10.2024

EXHIBIT C
To: Honorable City Council
From: John Moreno, City Manager
By: Kim Sao, Finance Director
Date: June 11, 2024
SUBJECT: FISCAL YEAR 2024-2025 BUDGET
Staff is pleased to present the Fiscal Year 2024-2025 Budget for City Council’s consideration. Following the presentation, the City Council will be asked to take action on items a, b, and c below.

To: Honorable City Council
From: John Moreno, City Manager
By: Kim Sao, Finance Director
Date: June 11, 2024
SUBJECT: APPROVING AND ADOPTING THE FISCAL YEAR (FY) 2024-2025

ANNUAL MUNICIPAL OPERATING AND CAPITAL IMPROVEMENT

BUDGET, AMENDING THE AUTHORIZED POSITION LISTING AND

SALARY SCHEDULE FOR CITY EMPLOYEES, AND AUTHORIZING THE

CITY MANAGER TO ADMINISTER SAID BUDGET AND MAKE SUCH

CHANGES AS MAY BE NECESSARY DURING THE FISCAL YEAR TO

MAINTAIN STANDARDS AND LEVELS OF SERVICES AND ACHIEVE

THE INTENT OF THE CITY COUNCIL IN PROVIDING SERVICES FOR FY 2024-2025

BACKGROUND
The City Council was presented an in-depth review of the Fiscal Year (FY) 2024-25 Proposed Budget at its budget workshop on May 21, 2024. The budget review will continue tonight with additional modifications to the budget and a final recap of the Proposed Budget for FY 2024-25.

DISCUSSION
We are very pleased to present the Fiscal Year (FY) 2024-25 Operating and Capital Improvement Budget. This budget document is a product of many staff members working collaboratively to align resources that are consistent with the City Council’s priorities, while continuing to maintain fiscal responsibility. In the development of the City Council’s budget, our team incorporated our organizational values, teamwork, and collaboration on tough decisions while focusing on the improvement of the community we serve.

The budget process began with the City Council establishing their 2024 priorities, goals, and strategies for the organization and Community. The Council’s goals were prioritized into three categories: Essential, Important, and Value Added.

Essential
• Resident emergency preparedness
• Code enforcement program enhancements
• Community aesthetics
Agenda Report June 11, 2024
RESOLUTION NO. 24:018 – FY 2024-2025 BUDGET ADOPTION Page 2 Essential (continued)
• Consistent distribution of public information through social media • Community engagement
• Improved Public Safety gym
Important
• Addressing street racing issues
• Seek Grant funding for spay and neuter program for cats and dogs • Clean parks
• New playgrounds
• More senior volunteering programs
• PUSD Senior Volunteer Days
• Mother/Father Daughter/Son events
Value Added
• Mayor for the Day kids’ program
• Hay Tree lighting upgrade
• Creation of a Business Improvement District (BID)
• Build on Explore Paramount program
• Continue mental health initiatives
• Enhance Business advertising
Budget Highlights
Despite the challenges posed by the COVID-19 pandemic, the City has experienced strong revenue growth since FY 2021 mainly due to the infusion of the new Measure Y Transaction Use Tax revenue. The General Fund revenues averaged approximately $39 million in FY 21 and FY 22. After the COVID-19 restrictions were gradually lifted, another surge of growth occurred in FY23 and FY24 with General Fund revenues averaging about $46 million per fiscal year. At this point, the growth is expected to remain stable with General Fund revenues estimated at approximately $46 million for the upcoming FY 2025.

Another revenue source with a large increase comes from investment income. With active investment activity of idle cash, the City’s investment revenue jumped from $30,000 in FY 2022 to $1.3 million in FY 2023, estimated at $2.4 million in FY 2024, and $2.4 in FY 2025.

For FY 2024-25, operating expenditures, capital improvement projects, and transfers-out total $96,229,800 across all funds. Revenues, transfers-in, and adjustments total $87,990,250, resulting in a shortage of $8,239,550. The shortage results from a combination of reasons that will be discussed in the respective fund sections below.

The following table provides an overall summary of the City's FY 2024-25 Proposed Budget and fund balances.

Agenda Report June 11, 2024
RESOLUTION NO. 24:018 – FY 2024-2025 BUDGET ADOPTION Page 3

FUND GROUP
07/01/24
Estimated
Beginnng
Fund Balance
Plus
Estimated
Revenues &
Xfer In
Minus
Projected
Expenditure,
CIPs & Xfer Out
Plus
Balance
Sheet
Adjustments
06/30/25
Estimated
Ending
Fund Balance
General Fund 33,852,112 45,975,300 49,439,550* (850,000) 29,537,862 Transf GF/CP 2,500,000 2,500,000 -
Special Revenue 13,080,332 20,362,250 21,089,000 - 12,353,582 Debt Service - 1,772,000 1,772,000 - -
Proprietary 5,480,789 9,807,100 15,068,950 2,348,200 2,567,139 Fiduciary 14,004,887 6,075,400 6,360,300 - 13,719,987
ALL FUNDS 66,418,120 86,492,050 96,229,800 1,498,200 58,178,570 (*$49,439,550 = $45,432,750 Operating Expenditures and $4,006,800 Capital Projects) General Fund and Capital Projects Fund – The total General Fund budget of $49,439,550, includes operating expenditures of $45,432,750 and Capital Improvement Projects of $4,006,800. With combined General Fund revenues of $45,975,300 and a drawdown of $6,471,300 from the CIP and ARPA Reserves previously designated for CIPs and one-time ARPA expenditures, the year ends with an estimated surplus of $1,307,050. Transfers between the General Fund and its component Capital Projects (CP) Fund will occur as needed to replenish the CP fund. Transfers-In and Out in the amount of $2,500,000 is included in the budget for transparency and approval, but do not result in any net fiscal impact to the General Fund.

Special Revenue Funds - For the Special Revenue Funds, the FY 2024-25 proposed expenditure budget is $21,089,000. Estimated revenues total $20,362,250, resulting in a shortage of $726,750. This shortage is expected mainly due to the nature of accounting for grant funds where funds were received in the prior year until they are appropriated for use. Included in this total budget is the Paramount Housing Authority, which has a total expenditure budget of $300,000.

Proprietary Funds (Water Fund & ERF) - The Proposed FY 2024-25 expenditure budget for the Proprietary Funds (Water Fund and Equipment Replacement Fund) including capital improvements totals $15,068,950.

The FY 2024-25 Water Fund’s estimated operating revenues total $9,685,600. The operating and CIP expenditures, excluding depreciation and loan payments, totaled $12,817,150, resulting in a deficit of $3,131,550 for FY 2024-25. The deficit is due to the delay in the opening of Well 16, where the City has had to purchase imported water at a cost that is over $2 million more than usual due to inflation.

Interfund Loan
It is anticipated that the City will provide a cash loan to the water fund in the amount of $850,000 for FY 2024 and $850,000 for FY 2025 to provide cashflow for the payment of water purchase and loan payment for the AMI water meter project. More details of the interfund loan will be brought to the Council for approval at the June 25 City Council meeting.

Agenda Report June 11, 2024
RESOLUTION NO. 24:018 – FY 2024-2025 BUDGET ADOPTION Page 4 Salaries, Benefits, and Positions
With the stabilization of revenue, the City’s workforce will increase from 93 to 97 authorized full-time positions in FY 2024-25 to provide needed staff support for the increased workload in the Planning Department and Public Works Department; however, the City continues to rely on part-time positions to meet the needs of each Department’s workload.

Based on the Local Consumer Price Index (CPI) that predicates general living expenses, wage modifications through Cost-of-Living Adjustments (COLA) are one of many important tools utilized to maintain and attract a high-quality workforce. As of February 2024, the Los Angeles-Long Beach-Anaheim area CPI rose to 3.36%. Therefore, we recommend a 4% percent COLA to all full-time non-represented employees, 2.5% to all represented employees in accordance with their current MOU agreement, and 2% percent to part-time employees excluding STAR program employees who are on a completely separate salary schedule. In line with the City Council’s goal to gradually align with the State’s public employee pension reforms, the wage increase is accompanied by a final 1.0% reduction in the Employer Paid Member Contribution (EPMC) so that “Classic” CalPERS full-time employees will now contribute a total of 8% towards their “Member Share” of CalPERS retirement. The total cost of the proposed COLA for all employees is $604,000, with an impact to the General Fund of $489,000. With a 1.0% or $108,000 cost reduction in the City’s retirement contribution, the adjusted impact to the General Fund is approximately $325000.

In addition to wages, staff regularly reviews employee benefit offerings in an effort to ensure the City remains competitive and retains and attracts quality talent. The FY 2024- 25 Adopted Budget includes enhancements to uniform reimbursements for part-time employees, a $60,000 budget for part-time tuition reimbursement for employees who have three or more years of employment, three days of bereavement leave for part-time employees, a mental health day for full-time employees, a one-time deferred compensation match of up to $700 for full-time employees and $400 for part-time employees who have more than five years of employment with the City. Lastly, to incentivize employees to use their vacation accrual, the budget also includes a new policy that allows up to 60 hours of vacation cashout per year if they use at least 80 hours of their accruals within the prior twelve months.

Budget Carryover for Ongoing Capital Improvement Projects (CIP) In FY 2023-24, the revised CIP Budget totals $61,008,147. Due to the nature of CIPs, most of these projects will continue to the next fiscal year. Since the year has not ended and payment of the current fiscal year invoices continue until the end of August, the estimation for carryover budget is often tedious, time-consuming, and requires more adjustments after the year ends. To provide a more efficient method of managing carryovers, staff ask that the City Council authorizes the City Manager to carryover unused budget to the next fiscal year as part of the June 30 yearend closing process for accounting. This means that around September, after all payments are made for the prior Agenda Report June 11, 2024
RESOLUTION NO. 24:018 – FY 2024-2025 BUDGET ADOPTION Page 5 year invoices, staff will be able to determine the unused budget balance to carry forward. At such time, we will provide a report to the City Council of the amount of carryover from FY 2024 to FY 2025.

Business License Fee – Annual CPI Increase
In accordance with the Paramount Municipal Code section 5.16.020, the business “…license fees shall be enumerated in the resolution approving the municipal budget adopted each year by the City Council…” and as provided in section 5.16.050, the business license rates shall be increased, by an amount equal to the February consumer price index (CPI). By adopting this budget, the City Council is also approving a CPI increase of 3.4% applied to the business license fee effective July 1, 2024.

Fund Balance Policy Review
On May 9, 2023, the City Council adopted a new Fund Balance Policy that establishes a base operating reserve and provides the City with improved response to the financial risks of economic uncertainties and unexpected emergencies. Tonight, we will review the policy and propose some revisions that will allow the City to maintain a high level of programs and services without jeopardizing our fiscal responsibility.

Conclusion
This budget continues our commitment to fiscal responsibility that provides the greatest amount of focus on our community and capital improvements with our given resources. Within this budget, we have maximized the use of available outside resources to perform necessary Capital Improvement Projects and their related overhead costs.

This balanced operating budget will continue to protect General Fund reserves while providing optimum levels of public safety and community programs to our residents.

FISCAL IMPACT
A copy of the revised FY 2024-25 Proposed Budget will be presented for review and approval by the City Council. The revised proposed budget includes additional modifications to the budget that was presented at the budget workshop on May 21, 2024.

The City Council is asked to approve a total citywide budget of $96,229,800 for FY 2024-

25. Of this amount, the operating expenditures and transfers-out total $81,932,600, and the Capital Improvement Budget is $14,297,200.

The following resolutions relating to the adoption of the City's annual budget are included:
a) Resolution No. 24:018 – Adopting the City of Paramount FY 2024-2025 Budget b) Resolution No. 24:019 – Adopting the FY 2024-2025 Annual Appropriations Limit c) Resolution No. 24:020 – Amending the Authorized Position Listing for Full-Time and Part-Time Employees
Agenda Report June 11, 2024
RESOLUTION NO. 24:018 – FY 2024-2025 BUDGET ADOPTION Page 6

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 6: Efficient, Effective, and Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent and collaborative manner.

RECOMMENDED ACTION
Read by title only and adopt Resolution No. 24:018.

City of Paramount, CA  FY 2024‐25 Proposed Budget
The City of Paramount was incorporated January 30, 1957, under the general laws of the State of California and enjoys all  the  rights  and  privileges  pertaining  to  "General  Law" cities. The City operates under a Council‐Manager form of government  and  is  considered  a  "contract  city"  since  it provides some of its municipal services through contracts with private entities or other governmental agencies.

City of Paramount, CA    FY 2024‐25 Proposed Budget
CITY OF PARAMOUNT
PROPOSED BUDGET
FISCAL YEAR 2024‐25
City Council
Annette C. Delgadillo, Mayor
Peggy Lemons, Vice Mayor
Isabel Aguayo, Councilmember
Brenda Olmos, Councilmember
Vilma Cuellar Stallings, Councilmember
City Attorney
John Cavanaugh
City Manager
John Moreno
Assistant City Manager
Grissel Chavez

City Clerk
Heidi Luce
Community Services Director
David Johnson
Finance Director
Kim Sao
Planning Director
John Carver
Public Safety Director
Margarita Matson
Public Works Director
Adriana Figueroa

City of Paramount, CA    FY 2024‐25 Proposed Budget

City of Paramount, CA    FY 2024‐25 Proposed Budget
Table of Contents

INTRODUCTION
Budget Message ........................................................................................ 9 Budget Overview ..................................................................................... 23 Budget Guidelines and Policies ................................................................ 51 Citywide Organization Chart .................................................................... 59 City Vision and Mission Statement .......................................................... 60 Performance Indicators ........................................................................... 67 City Profile ............................................................................................... 70 BUDGET SUMMARIES
Fund Balance Summary – FY 2024‐25 Proposed ...................................... 74 Fund Balance Summary – FY 2023‐24 Estimated ..................................... 75 Revenue Summary ................................................................................... 77 Revenue Details ....................................................................................... 78 Expenditure Summary by Department – General Fund ..........................  83 Expenditure Summary by Department – All Funds .................................  84 Expenditure Summary by Fund/Department/Division ...........................  85 Authorized Positions Summary...............................................................  95 Position Details .......................................................................................  96 DEPARTMENT BUDGET DETAILS
City Council / Commission ..................................................................... 101 Community Promotion .......................................................................... 109 City Attorney  ........................................................................................ 111 City Manager/City Clerk  ........................................................................ 113 Administrative Services ......................................................................... 117 Finance .................................................................................................. 123 Planning ................................................................................................. 131 Public Safety .......................................................................................... 141 Community Services .............................................................................. 151 Public Works .......................................................................................... 165 Capital Improvement Program .............................................................  181 Successor Agency .................................................................................. 189 Housing Authority .................................................................................. 191

TABLE OF CONTENTS

City of Paramount, CA    FY 2024‐25 Proposed Budget
Table of Contents (continued)

APPENDICES
Resolution Approving and Adopting the FY 2024‐25 Annual Municipal Operating and Capital Improvement Budget ................................ 194 Resolution Adopting the Appropriation Limit for FY 2024‐25 ...............  195 Fund Balance Policy ............................................................................... 197 Investment Policy .................................................................................. 205 Debt Management Policy .....................................................................  207 Glossary ................................................................................................. 217

City of Paramount, CA  Budget Message

INTRODUCTION

City of Paramount, CA  Budget Message

City of Paramount, CA  Budget Message
BUDGET MESSAGE
Honorable Mayor and Members of the City Council,
We  are  very  pleased  to  present  the  Fiscal  Year  (FY)  2024‐25  Operating  and  Capital Improvement  Budget.    This  budget  document  is  a  product  of  many  staff  working collaboratively  to  align  resources  that  are  consistent  with  the  City  Council’s  priorities, while continuing to maintain fiscal responsibility.  In the development of the City Council’s budget, our team incorporated our organizational values, teamwork, and collaboration on tough decisions while focusing on the improvement of the community we serve.

The budget process began with the City Council establishing their 2024 priorities, goals, and strategies for the organization and Community.  The Council’s goals were prioritized into three categories: Essential, Important, and Value Added.

Essential
 Resident emergency preparedness
 Code enforcement program enhancements
 Community aesthetics
 Consistent distribution of public information through social media  Community engagement
 Improved Public Safety gym
Important
 Addressing street racing issues
 Seek Grant funding for spay and neuter program for cats and dogs  Clean parks
 New playgrounds
 More senior volunteering programs
 PUSD Senior Volunteer Days
 Mother/Father Daughter/Son events

City of Paramount, CA  Budget Message
Value Added
 Mayor for the Day kids’ program
 Hay Tree lighting upgrade
 Creation of a Business Improvement District (BID)
 Build on Explore Paramount program
 Continue mental health initiatives
 Enhance Business advertising
The  City  has  taken  proactive  steps  to  reach  out  to  the  community  through  the  City’s website, social media, public meetings and mailings with the intent to inform, build trust, educate, and engage the Community on the programs and services the City provides. An example of such outreach is the Budget at a Glance posted on the City Website showing the funding sources utilized to fund those services.   Staff also strives to actively respond to the questions posted by residents on the various social media pages.

Despite the challenges posed by the COVID‐19 pandemic, the City has experienced strong revenue  growth  since  FY  2021  mainly  due  to  the  infusion  of  the  new  Measure  Y Transaction Use Tax revenue.  The General Fund revenues averaged approximately $39 million in FY 21 and FY 22.  After the COVID‐19 restrictions were gradually lifted, another surge of growth occurred in FY23 and FY24 with General Fund revenues averaging about $46 million per fiscal year.  At this point, the growth is expected to remain stable with General Fund revenues estimated at approximately $46 million for the upcoming FY 2025.

Another revenue source with a large increase comes from investment income. With active investment activity of idle cash, the City’s investment revenue jumped from $30,000 in FY 2022 to $1.3 million in FY 2023, estimated at $2.4 million in FY 2024, and $2.4 in FY 2025.

With our conservative and fiscally responsible spending habits, and with the City Council’s support, I am pleased with our efforts to reach our strategic outcome of economic health.

FY 2024‐25 PROPOSED BUDGET
For FY 2024‐25, operating expenditures, capital improvement projects, and transfers‐out total  $96,229,800  across  all  funds.    Revenues,  transfers‐in,  and  adjustments  total $87,990,250,  resulting  in  a  shortage  of  $8,239,550.    The  shortage  results  from  a combination of reasons that will be discussed in the respective fund sections below.

The  following  table  provides  an  overall  summary  of  the  City's  FY  2024‐25  Proposed Budget and fund balances.

City of Paramount, CA  Budget Message
FUND GROUP
07/01/24
Estimated
Beginnng
Fund Balance
Plus
Estimated
Revenues &
Xfer In
Minus
Projected
Expenditure,
CIPs & Xfer
Out
Plus
Balance
Sheet
Adjustments
06/30/25
Estimated
Ending
Fund Balance
General Fund  33,852,112  45,975,300  49,439,550*  (850,000)  29,537,862 Transf GF/CP  ‐  2,500,000  2,500,000  ‐  ‐
Special Revenue  13,080,332  20,362,250  21,089,000  ‐  12,353,582 Debt Service  ‐  1,772,000  1,772,000  ‐  ‐
Proprietary  5,480,789  9,807,100  15,068,950  2,348,200  2,567,139 Fiduciary  14,004,887  6,075,400  6,360,300  ‐  13,719,987 ALL FUNDS  66,418,120  86,492,050  96,229,800  1,498,200  58,178,570 (*$49,439,550 = $45,432,750 Operating Expenditures and $4,006,800 Capital Projects) General Fund and Capital Project Fund – The total General Fund budget of $49,439,550, includes  operating  expenditures  of  $45,432,750  and  Capital  Improvement  Projects  of $4,006,800.  With combined General Fund revenues of $45,975,300 and a drawdown of $6,471,300 from the CIP and ARPA Reserves previously designated for CIPs and one‐time ARPA expenditures,  the  year ends  with  an estimated  surplus  of  $1,307,050.  Transfers between  the General Fund and its  component Capital  Projects  (CP) Fund will occur as needed to replenish the CP fund.  Transfers‐In and Out in the amount of $2,500,000 is included in the budget for transparency and approval, but do not result in any net fiscal impact to the General Fund
Special  Revenue  Funds  ‐  For  the  Special  Revenue  Funds,  the  FY  2024‐25  Proposed Expenditure Budget is $21,089,000. Estimated revenues total $20,362,250, resulting in a shortage of $726,750.  This shortage is expected mainly due to the nature of accounting for grant  funds where  funds were received in the prior year until it is appropriated  for use.  Included in this total budget is the Paramount Housing Authority, which has a total expenditure budget of $300,000.

Proprietary Funds (Water Fund & ERF) ‐ The Proposed FY 2024‐25 expenditure budget for  the  Proprietary  Funds  (Water  Fund  and  Equipment  Replacement  Fund)  including capital improvements totals $15,068,950.

The  FY  2024‐25  Water  Fund’s  estimated  operating  revenues  total  $9,685,600.    The operating  and  CIP  expenditures,  excluding  depreciation  and  loan  payments,  totaled $12,817,150, resulting in a deficit of $3,131,550 for FY 2024‐25.  The deficit is due to the delay in the opening of Well 16, where the City has had to purchase imported water at a cost that is over $2 million more than usual due to inflation.  It is anticipated that the City will provide a cash loan  to  the water  fund in  the amount of $850,000  for FY 2024 and $850,000 for FY 2025 to provide cashflow for the payment of water purchase and loan payment for the AMI water meter project.

City of Paramount, CA  Budget Message
Debt Service Fund – This fund accounts for the pension obligation bond that was issued in November 2021 when the borrowing rate was favorably low.  The payment of principal and interest totals $1,772,000 for FY 2025.  Payment for debt service is allocated to the various departmental budgets in  the General Fund, Water Fund and certain long‐term grant funds.

FUND BALANCE POLICY
The table below shows the estimated fund balance reserves for the General Fund as of June 30 of each Fiscal Year.

GENERAL FUND BALANCE
06/30/23
FY 2022‐23
Fund Balance
06/30/24
FY 2023‐24
Fund Balance
06/30/25
FY 2024‐25
Fund Balance
Prepaid Items, Land Held for Resale  $437,806  $437,806  $437,806 Total Nonspendable
Operating Reserve   16,965,025  16,965,025  16,965,025
Economic Uncertainty   3,393,005  3,393,005  3,393,005
Infrastructure & Facility Emergencies   3,393,005  3,393,005  3,393,005 Total Committed  $23,751,035  $23,751,035  $23,751,035
Compensated Absences  821,000  821,000  821,000
Retiree Benefit Obligations  2,514,500  2,514,500  2,514,500 Self‐Insurance  800,000  800,000  800,000
Capital Projects  8,600,601  2,500,000  193,200
Special Project – ARPA Expenditure Plan  8,101,316  2,464,500  0 Special Project  527,621  527,621  527,621
Total Assigned  $21,365,038  $9,627,621  $4,856,321
Unassigned (Available)  $1,637,545  $35,651  $492,701
Total General Fund Balance  $47,191,423  $33,852,113  $29,537,862 In May 2023, the City Council adopted a comprehensive fund balance policy that provides greater protection and safekeeping of public funds. The fund balance policy categorizes unassigned fund balance into various designations and requires the City Council’s or City Manager’s approval for use. The new fund balance policy creates a hierarchy based on the City’s spending constraints. We believe that the policy will reduce financial risk and improve financial reporting for the City.

EMPLOYMENT LEVELS, SALARIES, AND BENEFITS
Since the dramatic revenue losses that occurred due to the Great Recession of 2008 and the  State’s  elimination  of  Redevelopment  Agencies  in  2012,  the  City  continues  to maintain lean staffing levels. With the stabilization of revenue, the City’s workforce will increase  from 93  to 97 authorized  full‐time positions in FY 2024‐25  to provide needed staff support for the increased workload in the Planning Department, and Public Works Department; however, the City continues to rely on part‐time positions to meet the needs of each Department’s workload. The table below shows the City’s historical staffing levels.

City of Paramount, CA  Budget Message
Full Time Positions  FY 2021‐22  FY 2022‐23  FY 2023‐24  FY 2024‐25 City Manager/City Clerk  4  4  5  5
Administrative Services  8  6  5  5
Finance  10  9  12  12
Planning  8  8  9  10
Public Safety  19  19  19  19
Community Services  9  10  10  10
Public Works  32  32  33  36
Total Full Time  90  88  93    97
Plus Part‐Time Hours  217,258  214,375  235,007  218,766 Based on the Local Consumer Price Index  (CPI) that predicates general living expenses, wage  modifications  through  Cost‐of‐Living  Adjustments  (COLA)  are  one  of  many important tools utilized to maintain and attract a high‐quality workforce. As of February 2024,  the  Los  Angeles‐Long  Beach‐Anaheim  area  CPI  rose  to  3.36%.    Therefore,  we recommend a 4% percent COLA to all full‐time non‐represented employees, 2.5% to all represented  employees  in  accordance  with  their  current  MOU  agreement,  and  2% percent  to part‐time employees excluding STAR.  In line with the City Council’s goal to gradually align with the State’s public employee pension reforms,  the wage increase is accompanied  by  a  final  1.0%  reduction  in  the  Employer  Paid  Member  Contribution (EPMC)  so  that  “Classic”  CalPERS  full‐time employees will  now  contribute a maximum total of 8% towards their “Member Share” of CalPERS retirement. The total cost of the proposed COLA for all employees is $604K, with an impact to the General Fund of $489K.

With a 1.0% or $108K cost reduction in the City’s retirement contribution, the adjusted impact to the General Fund is approximately $325K.

In  addition  to  wages,  staff  regularly  review employee  benefit  offerings  in  an effort  to ensure the City remains competitive and retains and attracts quality talent.  The FY 2024‐ 25  Adopted  Budget  includes  enhancements  to  uniform  reimbursements  for  part‐time employees, a $60,000 budget  for part‐time  tuition  reimbursement  for employees who have three or more years of employment, three days of bereavement leave for part‐time employees,  a  mental  health  day  for  full‐time  employees,  a  one‐time  deferred compensation  match  of  up  to  $700  for  full‐time  employees  and  $400  for  part‐time employees  who  have  more  than  five  years  of  employment  with  the  City.  Lastly,  to incentivize employees to use their vacation accrual, the budget also includes a new policy which allows employees to cash out vacation hours up to 60 hours annually if they use at least 80 hours of their accruals within the prior twelve months.

City of Paramount, CA  Budget Message
DEPARTMENTAL HIGHLIGHTS
The  chart  below  shows  the  estimated  expenditures  for  the  City's  operations  by department. This chart excludes Non‐Departmental, because it only represents transfers out. The chart also excludes Capital Improvement Projects. The total proposed operating budget across all funds, excluding capital improvement expenditures, is $79,432,600.  The following sections will describe some of the departmental highlights and provide insight into the FY 2024‐25 operating budget.

As  mentioned  above,  we  continue  to  address  the  needs  and  expectations  of  our community while also proposing numerous capital improvement projects.  This budget continues to retain most of the traditional municipal services, programs, and events our residents and businesses have come to expect, appreciate, and enjoy.

Public Safety
Our Public Safety Department, which includes Administration and  five divisions: Sworn Patrol  Services,  Non‐Sworn  Services,  Code  Enforcement,  Support  Services,  and Community  Preservation,  remains  the  City’s  largest  operating  department.  The  total operating budget for this department is now $17,926,650, approximately $798,112 more than the previous FY 2023‐24 budget. This increase is primarily due to the significant and continuous rise in sworn patrol costs from the Los Angeles County Sheriff’s Department (LASD).  The  proposed  budget  includes  funds  to  carry  out  the  City’s  historically  tough stance on crime and maintain a safe environment via professional and community‐based law enforcement and public safety services.

The  Sworn  Patrol  Services  Division  funds  the  contract  for  law  enforcement  personnel from  LASD  for  patrol  units,  contractual  services,  and  equipment,  for  the  day‐to‐day operations of field patrol. The budgeted allocation for sworn services is $11,503,000 for FY  2024‐25.  We  anticipate  a  rate  increase  of  3.44%  for  Deputy  Sheriff  services.  It  is important to note that the Los Angeles County Sheriff’s Department has not yet finalized its  annual  rates  for  the  other  sworn  personnel  positions.  The  liability  surcharge  on Sheriff’s  services  will  increase  to  12.5%  (from  12%)  of  our  total  contract  cost.  These increases are based on the review of the annual actuary study, the pro forma analysis, and the current financial condition of the liability trust fund.

We  will  continue  to  fully  fund  critical  supplemental  law  enforcement  components, including five Special Assignment Officers (SAOs), a Detective Specialist, and Community Service Officers (CSOs). Due to the program’s high success, we will also continue to fund the  Youth  Activities  League  (YAL),  which  includes  the  cost  of  one  Special  Assignment Officer (SAO).  Los Angeles County supplements three‐fourths (¾) of the total annual cost with liability  for  the YAL SAO. The City will  fund one‐fourth  (¼) of  the yearly cost with liability.  Moreover,  traffic  enforcement,  street  racing  enforcement,  and  crime suppression patrols will continue to form an integral component of our law enforcement

City of Paramount, CA  Budget Message
deployment efforts throughout the year. By allocating funds for a dedicated Traffic Motor Deputy and devoting overtime to address these public safety concerns, law enforcement will continue to identify problems and optimize enforcement efforts to deter egregious violations and create a safer environment for the community.

To curb the illegal street racing epidemic that has plagued the region, Public Safety has expanded the use of technology as a support tool for our enforcement efforts. As part of this  initiative,  we  have  amended  our  Street  Racing  Ordinance  to  include  “Reckless Driving”. This allows law enforcement officials to obtain warrants to seize vehicles that commit  this  violation,  which  aids  in  situations  where  immediate  apprehension  is  not possible due to individuals leaving the scene or obstructing law enforcement. This year, we  have  allocated  $73,000  to  continue  operating  20  Flock  Safety  license  plate  reader cameras  and  six  Flock  Safety  surveillance  cameras.  These  technologies  provide  law enforcement  with  live  feeds  and  recorded  data,  transmitted  in  real‐time,  that  can  be accessed through LASD’s Mobile Digital Computers (MDCs) and tablets. This proprietary technology serves as a cost‐effective force multiplier, directing deputies to where crimes occur and providing them with invaluable investigative leads following criminal activity.

Currently,  local municipalities  that  contract  law enforcement  services  through  the  Los Angeles County Sheriff’s Department (LASD) are unable to increase service levels due to the County’s Contract Growth Moratorium. This moratorium prohibits Paramount from adding  additional  LASD  resources,  such  as  deputies  that  could  be  deployed  for  crime prevention  purposes.  In  response,  the  City  began  employing  private  security  as  a neighborhood safety enhancement mechanism instead. For FY 2024‐25, the City intends to continue the agreement with Southwest Patrol Inc. in the amount of $266,100, which includes two unarmed security guards performing vehicle patrols from 10:00 p.m. to 6:00 a.m., seven days a week. The guards conduct grid pattern patrols covering all residential and commercial areas to address crime trends that help enhance the sense of safety and security within the community.

We will continue our partnership with the City of Lakewood to offset the total cost of the Deputy District Attorney as part of the Community Prosecutor Program. This cost‐sharing arrangement is budgeted at $171,300 per city. The Deputy District Attorney serves as a liaison with court officials and ensures that the courts and prosecuting attorneys know the  City’s  position  regarding  specific  criminal  cases.  The  Deputy  District  Attorney  also assists  the  City  with  quality‐of‐life  issues,  working  with  property  owners  to  resolve problems and abate nuisances.

Public Safety staff reviewed our longstanding crossing guard services contract with All City Management Services, Inc. (ACMS) and finalized a two‐year agreement last year. The key elements for FY 2024‐25 include the hourly rate remaining at $29.08 and ACMS providing 13,140 hours of crossing guard protection (an increase of 45 hours of service from last year). The additional cost of this agreement is covered by the Paramount Unified School District through a memorandum of understanding established between the two agencies.

City of Paramount, CA  Budget Message
The  Southeast  Area  Animal  Control  Authority  (SEAACA)  improves  the  level  of  animal service, care, and education provided to our region. For FY 2024‐25, SEAACA’s contract reflects  a  preliminary  budget  increase  of  5%.  This  increases  the  annual  agreement  to $411,000, with a total administrative cost of $9,400. The City will also conduct a complete licensing canvass this year for $35,000 to ensure that pet owners abide by animal licensing requirements.

We are committed  to  funding integral public  safety programs  that make a meaningful contribution to the quality of life in our community. The Community Preservation Division manages a wide range of programs that allow us to foster community investment in public safety.  In  FY  2023‐24,  Public  Safety  provided  44  homeless  neighbors  with  temporary housing  at  the  Salvation  Army  Bell  Shelter,  19  individuals  with  permanent  housing  at shared  living  facilities,  two  individuals  with  permanent  residents  at  dedicated apartments, two individuals with rehabilitation facility placement, and three households with 100% rental assistance. Furthermore, Family Promise of the South Bay also provided 26  displaced  families  with  services  and  housed  four  additional  households.  For  the upcoming fiscal year, we have allocated $427,100 to secure twenty (20) dedicated beds at the Salvation Army Bell Shelter. An additional $231,200 has been assigned to the Rental Assistance Program under the PLHA Grant, and $215,000 of HOME‐ARP funding will be dedicated  to  Family  Promise  of  the  South  Bay  for  homeless  prevention  services  for Paramount families.

Community engagement remains an important collaborative process that increases the visibility  and  understanding  of  public  safety  issues,  empowering  communities  to  help guide decisions that affect their lives, neighborhoods, and communities. For FY 2024‐25, Public Safety is counting on the active participation of community stakeholders. We plan to engage with  the  community on  crime‐prevention issues  through  our Neighborhood Watch  and  Business  Watch  programs  and  conduct  general  safety  and  preparedness outreach at our Public Safety Expo, Emergency Preparedness Expo, and National Night Out events.

Community Services
This  department  includes  Administration  and  nine  divisions:  Parks  and  Playgrounds, Aquatics, Sports, Instructional  Classes, Facilities,  the  Paramount Education  Partnership (PEP),  the  Elderly  Nutrition  Program,  Community  Transportation,  and  the  STAR  After School  Program.  The  budget  is  $8,078,150  and  makes  up  8.4%  of  the  total  operating budget.  This budget is an increase of $114,000  from the prior  fiscal year budget.  The increased budget amount reflects the overall department’s continuing expansion of youth and  adult  programming.  The  budget  also  includes  various  sports programs,  as  well  as aquatics services with Premier Aquatics, and the transit program operated by Long Beach Transit for fixed‐route and college‐bound bus services.  In addition, it includes a contract with Fiesta Taxi/Ride Yellow for expanded point‐to‐point transit services for our elderly and disabled communities.  The expansion of these programs was also made possible by

City of Paramount, CA  Budget Message
a funding source from the World Energy Community Benefits Agreement of $217,000.  In addition, $143,000 funded by the Equipment Replacement Fund, was budgeted to replace outdated and needed equipment for the parks and playgrounds, sports programs, park facilities, and the senior center.

This  department  provides  and  supports  year‐round  community  services  that  include youth sports, facility management, after school care, homework help, summer day camp, swim lessons, recreational swim, instructional classes, Senior programs, transit services, and special events. Returning this year is the Adaptive Recreation program for the special needs  community and  the  1660 Adult  Recreation  programming which includes  sports, entertainment, and cultural activities. This fiscal year will also see two new opportunities:
the Paramount on Wheels (POW) program and the Mariposa Learning Center. POW will bring recreational opportunities to neighborhoods across the City. The Mariposa Learning Center is an after‐school program that will offer homework help, activities, and field trips.

In addition,  the department also manages  the many successful City events  throughout the year  that include  the Halloween Festival, Tree Lighting, Santa Train, and Snowfest.

Besides these extremely popular events, this budget contains  funds  for continuing this year’s Heritage Festival, the Haunted House & Maze at Halloween, the Día del Niño event in partnership with Tepic Sister City’s, and  the Community Art Show. Additionally,  this budget  provides  for  new  special  events  associated  with  Halloween  and  Snowfest  and staffing for additional special events allocated in the Community Promotion Budget. The largest of these services, STAR, is funded by an After School Education and Safety grant from the State.

The budget allocates funding for a new contract with Premier Aquatics for their first year providing aquatics  services  to  the City. The inclusion of Premier Aquatics in  this year's budget marks a significant step forward for community services in our city, particularly at the Paramount Park Pool. As a newcomer to our municipal partnerships, Premier Aquatics will be overseeing critical aspects of our aquatics programs, which include lifeguarding, swim  lessons,  and  recreational  swimming.  This  decision  supports  not  only  the enhancement of water safety but also promotes physical wellness and customer service through aquatic activities. In addition to the Paramount Park Pool, the department is also responsible for managing all public facilities including those at Paramount Park, Progress Park, Spane Park, and the Clearwater Building.

Public Works
The Public Works Department includes  seven non‐enterprise divisions: Administration, Facility  Maintenance,  Landscape  Maintenance,  Vehicle  and  Equipment  Maintenance, Road  Maintenance,  Engineering,  and  Sustainability.  As  our  newest  division,  the Sustainability  Division  implements  programs  and  activities  designed  to  align  with  the City’s sustainability goals as described in the City’s Climate Action Plan (CAP).

City of Paramount, CA  Budget Message
Excluding  Water  Operations  and  CIP’s,  the  FY  2024‐25  budget  for  the  Public  Works Department is $11,525,100, which makes up 9.3% of the City’s total operating budget.

The increase from the prior year budget is partially related to the implementation of the state‐mandated organics program, enhanced tree care programs, sufficient funding for sidewalk  repairs  citywide,  and  the  replacement  of  vehicles  that  have  surpassed  their useful life.

The operating budget continues funding for routine maintenance operations. Staffing and supply  levels  have  increased  due  to  various  factors  including  an  increase  in  costs  for general  supplies  and  services,  such  as  graffiti  removal  and  general  repairs.  Contract services, which make up a significant part of the department’s service delivery capability, are at a slightly higher service levels as the current year due to enhanced related services for landscape maintenance, tree maintenance, and hardscape services.  The Engineering Division budget continues to reflect on‐going consulting costs for technical engineering support services, including traffic engineering.

New this upcoming year, we have included a new Full‐Time Senior Maintenance Worker position to our Landscape Division to lead a specialized projects crew in order to enhance our  planting  efforts  for  setbacks  and  pocket  parks  that  will  improve  our  landscape citywide. We have also included funding for a new CIP Management Services under our Engineering Division to assist us with management of our extensive Capital Improvement Projects (CIP).

Water Operations
The Public Works Department also manages three divisions under the Water Enterprise fund, which includes Water Production, Water Distribution, and Water Customer Service.

Water Operations are budgeted at $14,165,350, which is an increase due to delays in the completion of the Well 16 project, resulting in the continued expense of imported water for FY 2024‐2025.

Planning
This department includes Administration (Planning Division) and is responsible for three other  divisions:  Development  Services  (Building  and  Safety),  Residential  Rehabilitation (Home Improvement Program), and Commercial Rehabilitation.

In  Fiscal  Year  2023‐24,  the  Planning  Department  began  multiple  long‐range  planning efforts, including  the Clearwater Specific Plan, Public Art Master Plan, Historic Context Statement/Survey,  Commercial  Design  Guidelines,  and  Residential  Objective  Design Standards. To improve the efficiency and convenience of Building and Safety services, the Planning Department continued to implement an array of online services, such as online construction  plan  checks,  same‐day  solar  permitting,  and  digital  permit  and  plan archiving.  For  grant  funding  in  FY  2023‐24,  the  Planning  Department  received  State

City of Paramount, CA  Budget Message
approval for continued Permanent Local Housing Allocation (PLHA) grant funding, which supports housing‐related projects. The U.S. Environmental Protection Agency (EPA) grant that funds the City’s air monitoring program is ongoing. The City was fortunate to receive Congressional  community  project  funding  in  the  amount  of  $1,000,044  to  repair  and replace qualifying single‐family home roofs to support solar panels.

The FY 2024‐25 budget for the Planning Department is $7,826,650, which accounts for 8% of the total City operating budget. The increase in the budget is due mainly to the first comprehensive General Plan update since 2007.  For Fiscal Year 2024‐25,  the Planning Department  aims  to  explore  incentives  or  requirements  for  affordable  housing  units, expand  the City’s “driveway expansion” pilot program,  refurbish  fences and structures along alleys to complement planned alley improvements, and complete additional single‐ family and mobile home remodels through a reinvigorated Home Improvement Program.

The  Planning  Department  is  also  the  lead  department  for  ensuring  quality  private development, construction, and community benefits for key projects such as the World Energy  conversion,  United  Methodist  housing  project,  Lindsay  Lumber  commercial redevelopment, and soon‐to‐be‐completed Go Store It self‐storage.

In  addition  to  the  Roof  Rebate  Program,  the  Planning  Department  will  continue promoting  sustainability  through  building  design,  solar  installations,  electric  vehicle infrastructure, drought‐tolerant landscaping, and bicycle infrastructure. Included in the budget is a new full‐time Assistant Planner position.  Currently, the Planning Department has one full‐time Associate Planner position.

General Government
General Government includes City Council and Commissions, City Manager, City Clerk, City Attorney, Community Promotion, Administrative Services, and Finance. The FY 2024‐ 25 operations for General Government are budgeted at $11,728,400 and make up 14.8% of  the City’s  total operating budget.  The budget increases by approximately $606,000 from the prior fiscal year budget mainly due to increases in Community promotion events.

CAPITAL IMPROVEMENT PROGRAM
The revised capital improvement budget for FY 2023‐24 is $61,008,147. The majority of these projects will be carried over to FY 2024‐25. The capital improvement budget for FY 2024‐25 is $14,297,000.

As always, the upcoming Capital Improvement Program provides for improvements to our arterial  street  corridors  and  neighborhood  streets,  continued  design  for  several  large infrastructure projects in the coming years, and projects that will improve and maintain our parks and City facilities.  For our street projects, we are planning to repave Orange Avenue south of Alondra to the City limits and resurface Jefferson Street from Garfield Avenue  to  Georgia  Avenue.  Other street  improvements  include  installation  of  traffic

City of Paramount, CA  Budget Message
signal  hardware  safety  citywide,  improvements  to  bike  lanes,  storm  drains,  median enhancements, and a traffic circle installation at Hunsaker and 72nd Street.

The Capital Improvement budget continues our robust efforts to improve our parks and public facilities and to handle vital maintenance needs. We will replace monument signs at various parks, replace playground equipment, replace picnic shelters, install security systems, and continue to research and develop potential park concept ideas.

This $75.0 million budget for Capital Improvement Projects includes an extensive list of new and ongoing projects.  New this year is the creation of a 5‐year CIP Budget that will provide a roadmap for future infrastructure improvement projects.  The 5‐year CIP will create a focused spending plan, and improve the overall long‐term financial management for the City’s infrastructure needs.

SUCCESSOR AGENCY TO THE PARAMOUNT REDEVELOPMENT AGENCY
The  former  Paramount  Redevelopment  Agency  was  terminated  on  January  31,  2012 pursuant  to  ABx1  26.    As  a  result,  the  Successor  Agency  for  the  Paramount Redevelopment  Agency  was  created  to  wind  down  the  affairs  of  the  former Redevelopment Agency. Included in this budget are the enforceable obligations on the Recognized Obligation  Payment  Schedules and  the  Redevelopment  Property Tax Trust Fund we expect to receive.  The budget assumes that the City will be receiving $250,000 for  the  administration  of  fulfilling  the  requirements  of  making  bond  payments  and winding down of the Agency activities.

PARAMOUNT HOUSING AUTHORITY
The Paramount Housing Authority has been inactive since the County of Los Angeles took over  the  administrative  function  for  Paramount’s  rental  assistance  vouchers  in  2011.

With the dissolution of redevelopment, the Housing Authority received a limited amount of low‐mod housing funds for future housing projects.

SUMMARY
In  closing,  preparing  a  budget  for  a  city  is  never  an  easy  task  with  many  unknown variables.  In the last few years, the global pandemic raised the uncertainty to a whole new level.  It is impossible to anticipate the depth and duration of the lingering impact caused by the pandemic at this time. While we have developed a plan to operate at pre‐ pandemic  levels,  we  are  also  mindful  that  we  are  operating  in  a  volatile  time  when inflation is high and a recession, based on historical trends, is overdue.

In light of all that, this is a preliminary spending plan for FY 2024‐25 using conservative revenue projections and spending habits.  With that said, we continue to maintain the

City of Paramount, CA  Budget Message
current level of services and programs for residents, with our traditional focus on a strong public safety component.

MISSION STATEMENT
The  budget  we  are  presenting  provides  a  financial  outline  for  FY  2024‐25.  In  this document, you will  find a blueprint  to continue our municipal  services  that meets  the needs  and  desires  of  our  community.  With  the  available  financial  resources  we  will continue to be “dedicated to providing fiscally responsible services that maintain a vibrant community,” as established in our City’s Mission Statement.

Respectfully submitted this 11th day of June, 2024.

John Moreno
City Manager

City of Paramount, CA  Budget Message

City of Paramount, CA  Budget Overview
BUDGET OVERVIEW
The  City  of  Paramount  utilizes  many  techniques  to  forecast  recurring  revenues  and expenditures. Under the direction of the City Manager, revenue estimates are developed by the Finance Department with input from individual City departments using a variety of techniques, including trend analysis, judgmental forecasting, and expert opinion. Trend data includes historical fiscal performance and historical and projected data modified for known past, current, and anticipated anomalies. The City also  takes into consideration expert opinions from tax consultants HdL Coren & Cone (HdL) and Avenue Insights, and reports from various state and federal agencies. The financial outlook presented is based on judgment incorporating information provided by various analytical methods: known and  potential  legislative  and  development  impacts  and  national,  state,  and  local conditions expected to affect revenue sources.

The City continues to focus on key strategies to improve revenue growth, such as ensuring full  cost  recovery,  evaluating  service  levels  and  delivery  of  services,  and  utilizing technology to manage growth and increasing demands.

The  General  Fund  is  the  City’s  primary  operating  fund  and  accounts  for  the  City’s discretionary funding sources (e.g., property tax, sales tax, franchise fees, and business tax).  This  section  begins  with  a  comprehensive  look  at  the General  Fund,  followed  by discussions of other major funds used by the City.

GENERAL FUND REVENUES
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est TABLE 1 – GENERAL FUND REVENUES
Sales Tax Measure Y Property Tax
Utility User Tax Franchise Tax Business Tax
User Fees Admin Reimbursement Other Revenues

City of Paramount, CA  Budget Overview
Table 1 above  summarizes and compares FY15  to FY23 actual General Fund  revenues, FY24 estimated revenues, and FY25 estimated revenues. General Fund revenues include taxes, user fees, administrative reimbursement from the Water Fund, and other revenues such as fines.

Combined,  sales  tax,  Measure  Y  transactional  use  tax,  property  tax,  utility  users  tax, franchise  tax, and business  tax  represent  88% of all General Fund  revenues. Sales  tax, Measure Y, and property tax continue to be the primary revenue sources for the General Fund, accounting for 67% of revenues.

Paramount began to receive Measure Y transactional use tax revenues in FY21, and total revenues increased by 29.7% from the prior year. Actual General Fund revenues increased by 90.5% between FY15 and FY23, which is an 11.3% annual increase for eight years.

General Fund estimated revenues for FY24 are anticipated to decrease ‐1.9% from $46.6 million in actual FY23 revenues, due to one‐time revenues received in FY23 going away.

Most tax revenues are increasing, except Sales Tax shows a decline.

General Fund revenues are projected to increase by 0.6% in FY25, from $45.7 million in estimated  FY24  revenues,  to  $46.0  million  in  estimated  revenues  for  FY25.  While economic uncertainties will linger in the coming year, Paramount is fortunate that FY25 will be similar to FY24.

Sales Tax and Transactional Use Tax
The table below breaks out Paramount’s 10.25% Sales Tax Rate.

Rate  Jurisdiction  Purpose

3.9375%  State  State General Fund

0.50%  State  Public Safety Augmentation Fund

1.5625%  County  Mental Health, Social Services, Public Safety

0.25%  County  County Transportation Fund

1.0% Paramount  City General Fund Bradley Burns

7.25%  State/Local  Statewide Base

0.25%  District Tax  LA County Measure H (Homeless)

2.0%  District Tax  LA County Transportation Measures (‘82, ‘91, ‘09, ‘17)

0.75%  Paramount  Paramount Measure Y Transactional Use Tax

10.25%  TOTAL SALES AND USE TAX IN PARAMOUNT
California  sales  tax  is  imposed  on  the  total  retail  price  of  tangible  personal  property (excluding  a  variety  of  state‐mandated  exemptions),  while  use  tax  is  imposed  on  the purchaser  for  eligible  transactions  when  sales  tax  has  not  been  collected.  All  cities  in

City of Paramount, CA  Budget Overview
California, including Paramount, receive 1.0% of the sales tax per state law (the Bradley‐ Burns Act allocation). The City of Paramount also  receives 0.75%  from  the local voter‐ approved Measure Y of 2020.

Sales  tax  revenues continue  to be monitored closely. Through  the pandemic,  sales  tax revenue  moderated.  The  federal  government’s  stimulus  packages  and  the  rulings  of Wayfair and AB 147 by the Supreme Court, taking effect in 2019, have equalized negative impacts. The Wayfair and AB 147 decisions required marketplace sellers  to collect and remit sales and use tax for those states where the purchases are initiated. These changes have increased the revenues from the online pool to the City.

The  fuel and service stations industry group, building and construction industry group, and state and county pools are the largest sources of sales tax revenues for Paramount.

Combined  they  make  up  approximately  60%  of  the  City’s  annual  sales  tax  and transactional  use  tax  revenues.  Restaurants  and  hotels,  food  and  drugs,  and  general consumer goods provide approximately 23% of sales tax revenues for the City.

The City works closely with its sales tax consultant, HdL, in projecting sales tax revenue.

Based on HdL’s analysis of the trend in year‐to‐date tax receipts and an examination of local  business  data,  the  City’s FY24 and FY25  sales  tax  revenues are anticipated  to  be relatively flat compared to the prior year actuals.

Gas stations’ sales tax receipts were 10% higher than a year ago. Gas prices of more than $5  per  gallon  did  not  keep  consumers  from  spending  at  local  restaurants  and  hotels.

Statewide,  the  restaurant  and  hotel  industry  group  experienced  an  8.7%  increase, enhanced  by  higher  menu  prices  and  return‐to‐office  workplaces.  The  building  and construction sector was up 5.4%, looking at the latest statewide data. Inflation was a key factor and drove up prices on everything from daily purchases to vehicles.

$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Sales Tax and Transactional Use Tax
Sales Tax Measure Y

City of Paramount, CA  Budget Overview
Property Tax
Property tax is a tax imposed on the value of real property, such as land and buildings.

Property  tax  revenue  is  collected  by  the  County  and  allocated  according  to  state  law among cities, counties, school districts and special districts. Paramount property owners pay a basic tax equal to 1% of the assessed value on real property. The City’s General Fund receives approximately 6.7% of these 1% tax payments, with larger shares going to local schools, community colleges and regional special districts. As part of the State Budget Act of 2004,  the legislature  reduced motor vehicle license  fee  (VLF)  revenue allocations  to cities,  replacing  this  funding  with  additional  property  tax  allocations  that  change proportionately with the City’s annual assessed valuation  (“property tax in‐lieu of VLF” revenue). The City also receives “no‐low” property tax payments that provide a “floor” for  the  City’s  share  of  overall  property  tax  payments.  Including  all  these  sources, Paramount receives approximately 6.7¢ of every $1 of property taxes collected.

The City’s property tax revenue continues to grow reflecting both new development and increasing property values in Paramount. Growth is expected  to continue and housing demand, especially in the new‐home market, remains healthy. Paramount property tax revenues  increased  by  50.9%  between  FY15  and  FY23,  with  an  average  6.4%  increase annually.

The  City,  working  with  its  property  tax  consultant  HdL,  projects  property  tax  revenue using  four  factors:  property  turnover,  pricing and appeals exposure,  new  construction activity,  and  Proposition  13’s  annual  inflation  adjustment.  Based  on  these  factors, Paramount’s property tax revenues are projected to increase 1.2% in FY24 and 2.2% for FY25.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Property Tax
Property Tax In Lieu of VLF Property Tax

City of Paramount, CA  Budget Overview
Utility Users Tax
The utility users tax (UUT) is a 5.5% charge on all utility activity in Paramount. The tax is assessed on electricity, natural gas, and telecommunications including wired and wireless telecommunications  (prepaid  and  postpaid),  intrastate,  interstate  and  international services,  ancillary  services,  conferencing  services,  VoIP,  text  messages,  and  private communication services.

Over the long‐term, UUT revenues have  fluctuated based on supply and demand. UUT revenues are impacted by everything from changes in gas and electric pricing, weather conditions,  and  the  increasing  demand  for  electronics.  Paramount’s  utility  users  tax revenues increased by 96.2% between FY15 and FY23, with an average 12.0% increase annually.

For FY24 and FY25, UUT revenue are estimated to just at $4.8 million each year, which represents a 6.5% increase from FY23. UUT revenues remain relatively stable with limited net growth. The nationwide trend of hybrid work schedules does not significantly affect Paramount’s commercial utility usage.

Franchise Tax
Franchise tax revenue consists of a tax on five franchise operations in Paramount: electric, gas, cable television, water, and refuse. The State of California sets electric and gas tax rates that equal 1% of gross annual revenues and 5% of gross cable television revenues from within the City of Paramount. Electrical‐related revenue is the largest component of the City’s franchise tax revenue due to the nature and rates of electricity compared to the other franchise tax revenue categories.

$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Utlity Users Tax

City of Paramount, CA  Budget Overview
Over the long term, revenues have increased slightly with growth in the City’s residential population  and  business  activity.  Revenues  are  also  impacted  by  changes  in  gas  and electric  pricing  along  with  changes  in  weather  patterns.  Paramount’s  franchise  tax revenues  increased  by  28.7%  between  FY15  and  FY23,  with  an  average  3.6%  increase annually.

Franchise  tax  revenues are estimated  to be $2.4 million in both FY24 and FY25. While Paramount’s  residential  population  is  increasing,  cable  franchise  tax  is  estimated  to decline due to the increasing prevalence of alternative entertainment options including satellite television and online streaming service subscriptions.

Business License Tax
Business License Tax revenues have remained relatively flat through the years. Revenues increased by 6.4% between FY15 and FY23, with an average 0.8% increase annually.

$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Franchise Tax
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Business License Tax

City of Paramount, CA  Budget Overview
The  business  license  tax  is a  local  non‐regulatory  tax  that  is paid  by  those  conducting business within  the  City  boundaries. The  basic annual  business  license  tax is  currently $142, plus additional fees based on the number of employees that the business may have.

Annually, the City collects business license tax from approximately 3,000 businesses who are renewing each year or obtaining a new license.

In November 2024, there is a ballot measure to modernize the City’s business tax codes, making the tax rate more equitable among business and more cost effective for the City to enforce. Staff also projects business tax revenues to reach an estimated $1.1 million due to a one‐time payment from the City’s solid waste contractor.

User Fees
User  fee  revenues  consist  of  charges  for  services  provided  by  the  Planning  and Community  Services  departments.  Such  fees  include  conditional  use  permits,  building permits and inspections, and recreation classes. The City is able to calculate the full cost for these services, and state law allows for the City to charge a user fee to recover for all costs reasonably borne.

The  COVID‐19  pandemic  and  the  restrictions  enacted  by  state  and  county  officials adversely  affected  program  and  service  fee  revenue  beginning  in  the  third  quarter  of FY20.  Participation  in  programs  and  services  substantially  declined  due  to  social distancing  requirements. User  fee  revenues  for FY20 was  only  66% of FY19 levels. For FY21,  recreation  activities  remained  depressed,  while  user  fee  revenues  from development activities exploded. For FY22 through FY24, parks and recreation fees have not  returned  to  pre  COVID‐19  days,  but  increased  development  activities  will  help establish an all‐time high for user fee revenues. A user fee study is currently underway with hopes of improved cost recovery/user fee revenues for the City.

$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est User Fees

City of Paramount, CA  Budget Overview
Administrative Reimbursement
The  General  Fund  receives  reimbursement  from  the  Water  Fund  for  administrative services such as financial support, legal services, human resources, risk management, and information technology. The City conducted a Full Cost Allocation Plan to determine the amount of the administrative reimbursement.

A comprehensive cost allocation plan and user fee study is planned for the near future.

Other General Fund Revenues
The other revenues are made up of a variety of relatively unforeseen, unpredictable, or infrequent revenue categories such as damage to city property, fines and penalties, and interest earnings.

For FY23, Paramount received an $807,228 settlement  from the City of Long Beach vs.

Monsanto Company class action lawsuit.
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Administrative Reimbursement
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est FY25 Est Other General Fund Revenues

City of Paramount, CA  Budget Overview
GENERAL FUND EXPENDITURES
Paramount  continues  to  grow  and  mature,  resulting  in  increased  demand  for  City services, infrastructure maintenance, and  repair needs. The General Fund expenditure estimates,  with  input  from  individual  departments,  takes  into  consideration  these anticipated needs.

Total General Fund year‐end expenditures are estimated to be $53.2 million for FY24 and budgeted at $47.9 million for FY24. Again, the one‐time use of ARPA funds to pay for LA County  Sheriff  services  has  skewed  both  FY23  estimated  and  FY24  proposed expenditures.

Salaries & Fringe Benefits
Personnel costs represent 34.9% of the City’s total General Fund expenditures for FY25.

Paramount is able to control salary costs due to the robust use of part‐time employees and contracted services. Total Salaries and Other Pay will increase by $823K from FY24 to FY25. In FY 24,  the City allowed employees  to cash out  their accrued personal holiday leave bank to eliminate a long‐standing liability that has accumulated over many years.

Management makes efforts to keep overtime expenditures low, with the majority of costs relating to public safety and public works emergency service. $0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
GENERAL FUND EXPENDITURES
Salaries & Benefits Maintenance & Operations Capital Projects (Transfers Out)

City of Paramount, CA  Budget Overview
The  City  provides  health  care,  dental,  and  vision  benefits  for  its  full‐time  employees.

While the costs continue to increase year over year, staff frequently evaluate plan options to ensure  Paramount  provides  the most  cost‐effective  healthcare. Other  benefit  costs include life insurance, disability insurance, unemployment, workers’ compensation, and Medicare expenditures. The table below presents details of the salary and fringe benefit costs.

FY21
Actual
FY22
Actual
FY23
Actual
FY24
Estimated
FY25
Proposed
Salaries & Other Pay  6,864,110  7,152,981  7,865,519  9,834,000  10,657,200 Overtime  46,000  111,000  123,000  165,000  170,000
PERS/Def Comp  2,762,000  2,303,000  2,575,000  2,478,000  2,870,000 Health  2,028,000  2,070,000  2,211,000  2,294,000  2,366,000 Other Benefits  492,553  411,335  381,431  521,950  645,250 Total Sal & Ben  12,192,664  12,048,316  13,155,950  15,292,950  16,708,450 The City pays to the California Public Employees Retirement System (CalPERS) for both the employer's and a portion (5.5% before July 1, 2023, and 7% on and after July 1, 2023) of  the  employee's  contributions  for  Classic  Plan  members  and  the  employer’s contributions  for  PEPRA  Plan  members.  In  November  2021,  the  City  issued  a  Pension Obligation  Bond  (POB)  to  refinance  and  reduce  pension  costs.  The  result  is  both  a reduction  in  annual  CalPERS  payment,  as  well  as  a  reduction  in  the  total  unfunded actuarial liability.

LA County Sheriff
The LA County Sheriff’s Department provides municipal police services  to 40 of  the 88 cities in Los Angeles County. The total cost to Paramount of one deputy from the Sheriff’s Department recently jumped by 80% over the previous 15 years to nearly half a million dollars a year. The largest part of the City’s budget is devoted to public safety, with the major portion of that for the Sheriff’s contract.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
Salaries & Fringe Benefits
Salaries Fringe Benefits

City of Paramount, CA  Budget Overview
In FY23, the City achieved a one‐time savings of $7.7 million by utilizing ARPA funds to offset the total LA County Sheriff costs. These one‐time savings lead to a drastic decrease in public safety expenditures of $7.7 million and a corresponding increase in the General Fund balance for FY23, which the City spent on capital projects in FY24. The LA County Sheriff contract is $10.0 million for FY24 and $10.4 million for FY25.

Supplies and Services
Supplies and services include purchases of consumable items that commonly have a short life  span,  such  as  office  supplies,  postage,  small  tools,  and  minor  vehicle  and  office equipment. Supplies and services also include professional, technical, legal, engineering, and financial services.

Paramount has been increasing contract services and professional services thanks to the City’s increased General Fund revenues. Details of these service increases can be found in the departmental budget detail pages. The utilization of contractual services allows the City to make quick financial adjustments if the economy recedes. $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24…  FY25… LA County Sheriff
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
Supplies and Services
Professional/Contract Services Operating Supplies

City of Paramount, CA  Budget Overview
Capital Projects
Due  to  the  passage  of  Measure  Y,  the  City  has  increased  its  commitment  to  capital projects throughout town. Since FY22, the City has renovated and improved various city parks, bus shelters, medians, streets and sidewalks throughout the City. In FY23, the City achieved a one‐time General Fund savings of $7.7 million by utilizing ARPA funds to offset public safety expenditures. This one‐time savings leads to an increase in the General Fund balance for FY23, which the City spent on FY24 capital projects.

Other General Fund Expenditures
All other expenditures include maintenance of equipment, facilities, parks, and streets.

Capital outlay includes major purchases of computer equipment, vehicles, general office equipment,  and  furniture.  Paramount  is  increasing  maintenance  &  replacement equipment expenditures to meet the City’s vision/mission statement goal of developing and maintaining City‐owned infrastructure, parks, facilities, and amenities that enhance quality  of  life  and  attractiveness  of  the  community.  This  chart  also  include  utility expenses,  rent/lease,  economic  development  programs,  community  program/funding, and debt service.

$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Proj
Capital Projects
Capital Projects (Fd 111) Capital Projects (Fd 112)
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
Other General Fund Expenditures
Maintenance & Replacement Utilities Capital Equipment All Other Expenses

City of Paramount, CA  Budget Overview
SUMMARY OF OTHER FUNDS
Special  Revenue  Funds  are  used  to  account  for,  and  report  the  proceeds  of,  specific revenue sources that are restricted or committed to expenditure for specific purposes, other  than  debt  service  or  capital  projects.  Propriety  Funds are  used  to account  for a government's ongoing organizations and activities  that are similar  to businesses in  the private sector. Paramount Proprietary Funds include the Equipment Replacement Fund and Paramount Municipal Water Fund. The summary of other funds highlights significant funds and not all funds.

FUND 112 – CAPITAL PROJECTS FUND
This fund was created to better manage General Fund Capital Projects.

FUND 211 – COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND This fund accounts for restricted revenues received under the Housing and Community Development Act through the federal Department of Housing and Urban Development.

$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 112 – CAPITAL PROJECTS FUND
Expenditures Revenues
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 211 – COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)FUND Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 212 – HOME PARTNERSHIP ACT FUND
This  fund  accounts  for  restricted  revenues  received  under  the  HOME  Investments Partnership Act through the Department of Housing and Urban Development.

FUND 213 ‐ HOME / ARP
This  fund  accounts  for  restricted  revenues  received  under  the  HOME  Investments Partnership Act through the Department of Housing and Urban Development. $0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 212 – HOME PARTNERSHIP ACT FUND
Expenditures Revenues
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 213 ‐ HOME / ARP
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 214 ‐ PARAMOUNT HOUSING AUTHORITY
This  fund  accounts  for  restricted  revenues  received  under  the  HOME  Investments Partnership Act through the Department of Housing and Urban Development.

FUND 215 – CDBG CORONAVIRUS (CARES ACT) FUND
This fund accounts for restricted revenues received through the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) of 2020 to be used to respond to the COVID‐19 pandemic.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 214 ‐ PARAMOUNT HOUSING AUTHORITY
Expenditures Revenues
$0
$100,000
$200,000
$300,000
$400,000
$500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 215 – CDBG CORONAVIRUS (CARES ACT) FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 216 – AMERICAN RESCUE PLAN ACT OF 2021 (ARPA) FUND This  fund accounts  for  funds  received  through  the American  Rescue  Plan Act  of  2021.

Eligible uses include COVID‐19 expenditures or negative economic impacts of COVID‐19, including assistance to small businesses, households, and hard‐hit industries, as well as economic recovery, premium pay for essential workers, and investments in water, sewer, and broadband infrastructure.

FUND 221 – AFTER SCHOOL EDUCATION AND SAFETY FUND (ASEAS) This  fund accounts  for restricted revenues received to be used in the establishment of local after school education enrichment programs.

$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 216 – AMERICAN RESCUE PLAN ACT OF 2021 (ARPA) FUND Expenditures Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 221 – AFTER SCHOOL EDUCATION AND SAFETY FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 222 – STATE GASOLINE TAX FUND
This fund accounts for restricted revenues received from the State of California to be used for street maintenance, right‐of‐way acquisition, and street construction.

FUND 223 – TRAFFIC SAFETY FUND
This fund accounts for restricted revenues received from traffic fines to be used for traffic safety purposes.

$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 222 – STATE GASOLINE TAX FUND
Expenditures Revenues
$0
$50,000
$100,000
$150,000
$200,000
$250,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 223 – TRAFFIC SAFETY FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 224 – AB939 WASTE REDUCTION FEES FUND
This fund accounts for restricted revenue received through charges collected on refuse bills for the implementation of programs to reduce the flow of refuse going to landfills.

Starting with FY23 the budget increased for the Residential Food Waste Program Subsidy and the new Climate Action Plan program.

FUND 225 – AB2766 SUBVENTION FUNDS (AQMD)
This fund accounts for restricted revenues received through the South Coast Air Quality Management District to be used to reduce air pollution from motor vehicles and for costs associated with the implementation of the California Clean Air Act of 1988.  In FY23, the City installed EV charging units at various City park locations.

$0
$100,000
$200,000
$300,000
$400,000
$500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 224 – AB939 WASTE REDUCTION FEES FUND
Expenditures Revenues
$0
$100,000
$200,000
$300,000
$400,000
$500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 225 – AB2766 SUBVENTION FUNDS
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 226 – DISABILITY ACCESS AND EDUCATION
This  fund  accounts  for  restricted  revenues  received  by  requiring  a  $1  tax  for  any application for a local business license or equivalent license or permit. This revenue will be used to fund the expanded Certified Access Specialist Program required by this bill.

FUND 227 – SB1 ROAD MAINTENANCE & REHABILITATION ACCOUNT (RMRA) This fund accounts for restricted revenues received through the State of California to be used  for  road  and  street  maintenance  and  rehabilitation.    In  FY23,  the  City  spent approximately  $2.2 million  on  the Neighborhood  Street  Resurfacing  project.  FY24 and FY25 are at $1 million levels.

$0
$20,000
$40,000
$60,000
$80,000
$100,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 226 – DISABILITY ACCESS AND EDUCATION
Expenditures Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 227 – SB1 ROAD MAINTENANCE & REHABILITATION ACCOUNT (RMRA) Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 231 – PROPOSITION A TRANSIT TAX FUND
This  fund  accounts  for  restricted  revenues  received  through  the  Los  Angeles  County Metropolitan Transportation Authority to be used to provide transportation services.

FUND 232 – PROPOSITION C TRANSIT TAX FUND
This  fund  accounts  for  restricted  revenues  received  through  the  Los  Angeles  County Metropolitan Transportation Authority to be used to provide transportation services and street repairs.

$0
$500,000
$1,000,000
$1,500,000
$2,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 231 – PROPOSITION A TRANSIT TAX FUND
Expenditures Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 232 – PROPOSITION C TRANSIT TAX FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 233 – MEASURE R TRANSIT TAX FUND
This  fund  accounts  for  restricted  funds  received  through  the  Los  Angeles  County Metropolitan  Transportation  Authority  for  transportation  services  and  street construction, improvement, and maintenance. Measure R became effective in 2009 and is set to expire in 2039.

FUND 234 – MEASURE M TRANSIT TAX FUND
This  fund  accounts  for  restricted  funds  received  through  the  Los  Angeles  County Metropolitan  Transportation  Authority  for  transportation  services  and  street construction, improvement, and maintenance. This measure was passed by LA County voters to extend Measure R.

$0
$500,000
$1,000,000
$1,500,000
$2,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 233 – MEASURE R TRANSIT TAX FUND
Expenditures Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 234 – MEASURE M TRANSIT TAX FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 235 ‐ MEASURE A (SAFE CLEAN PARKS)
In November 2016, voters approved the Los Angeles County Safe, Clean Neighborhood Parks  and  Beaches  Measure.  Funding  through  the  Measure  A  grant  program  will  be generated in perpetuity  through  the collection of a parcel  tax, with an estimated  total annual funding of $96.8 million across the County. The Los Angeles County Regional Park and  Open  Space  District  (RPOSD)  is  responsible  for  implementing  and  administering Measure A. RPOSD provides grant awards and other support to the City of Paramount, other agencies and nonprofits throughout the County of Los Angeles.

FUND 289 – MEASURE W SAFE CLEAN WATER FUND
This  fund  accounts  for  restricted  funds  received  from  the  Los  Angeles  County  special parcel tax for modernizing the water system to better protect the public health and the environment and maximize a cleaner, locally controlled water supply. $0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 235 ‐ MEASURE A (SAFE CLEAN PARKS)
Expenditures Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 289 – MEASURE W SAFE CLEAN WATER FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 290 ‐ STORM DRAIN
This fund accounts for fees committed to be used for a storm drain master plan.

FUND 291 ‐ SEWER RECONSTRUCTION
This fund accounts for restricted revenues from charges collected on construction permits to be used for the reconstruction of sewers.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 290 ‐ STORM DRAIN
Expenditures Revenues
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 291 ‐ SEWER RECONSTRUCTION
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 292 – PUBLIC ART FEES FUND
This fund accounts for fees committed for the acquisition and maintenance of public art.

FUND 293 – PUBLIC ACCESS FEES
To account for fees restricted for the construction of public access facilities. $0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 292 – PUBLIC ART FEES FUND
Expenditures Revenues
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 293 – PUBLIC ACCESS FEES
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 294 ‐ GENERAL PLAN
This fund accounts for fees committed to be used for a general plan update master plan.

FUND 295 – SERVICE ASSESSMENTS FUND
This  fund accounts  for committed revenues received  from services provided  to private properties through service assessments.

$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 294 ‐ GENERAL PLAN
Expenditures Revenues
$13,800
$13,900
$14,000
$14,100
$14,200
$14,300
$14,400
$14,500
$14,600
$14,700
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 295 – SERVICE ASSESSMENTS FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 296 – OTHER GRANTS
This fund accounts for the numerous grants the City receives from the county, state, and federal government.

FUND 297 ‐ COMMUNITY BENEFIT AGREEMENT
This fund accounts for the annual contribution from World Energy, which will be used for projects  related  to  the  City’s  Climate  Action  Plan,  children  and  youth  programs,  civic programs, tree maintenance and other programs administered by the City. $0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 296 – OTHER GRANTS
Expenditures Revenues
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 297 ‐ COMMUNITY BENEFIT AGREEMENT
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 511 – PARAMOUNT WATER ENTERPRISE
This fund accounts for the operations of the City’s potable water delivery services.

FUND 521 – EQUIPMENT REPLACEMENT FUND
This fund accounts for the timely replacement of vehicles and major equipment used by general government departments on a regular basis.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 511 – WATER ENTERPRISE FUND
Expenditures Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 521 – EQUIPMENT REPLACEMENT FUND
Expenditures Revenues

City of Paramount, CA  Budget Overview
FUND 614 ‐ RDA OBLIGATION RETIREMENT FUND
This  fund  accounts  for  the  activities  of  the  Successor  Agency  for  the  Paramount Redevelopment Agency, which is responsible for the winding down of the fiscal affairs of the  former  Agency.    This  entails  payment  of  approved  enforceable  obligations  that include outstanding redevelopment bond issues.

DEBT OBLIGATIONS
State  statutes limit  the amount  of general  obligation  debt a governmental entity may issue to 15 percent of its total assessed valuation. The current debt limitation for the City is $177.9M based on the assessed value of all real and personal property of the City. In November 2021, the City took advantage of the favorable market rate by issuing a $17.4M Pension Obligation Bond (POB) to refinance and pay off the unfunded actuarial liability (UAL) to CalPERS. The estimated savings to the General Fund are $479,000 in FY24 and $4.7M over the next eight years.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
FY15  FY16  FY17  FY18  FY19  FY20  FY21  FY22  FY23  FY24 Est
FY25
Prop
FUND 614 ‐ RDA OBLIGATION RETIREMENT FUND
Expenditures Revenues

City of Paramount, CA    Budget Guideline and Policies
BUDGET GUIDELINES AND POLICIES
The  Budget  serves  as  the  City’s  financial  plan,  as  well  as  a  policy  document,  a communications  tool,  and  an  operations  guide.  Developed  with  an  emphasis  on  long range planning, service delivery, and program management, a fundamental purpose of these  documents  is  to  provide  a  linkage  between  the  services  and  projects  the  City intends to accomplish, and the resources committed to get the work done.

The  format  of  the  budget  facilitates  this  linkage  by  clearly  identifying  the  program purpose,  key  projects,  and  work  plan  goals  in  relation  to  revenue  and  expenditures appropriations.

BUDGET PROCESS
The Budget is  based  upon an in‐depth analysis  of actual and  projected  fund  balances, revenues, and expenditures. Each City department prepares line‐item detail for each of their  activities  and  recommends  certain  service  levels  and  program  goals  for  the upcoming  budget  year.  The  Finance  Department  prepares  revenue  projections  based upon  input  from  other  departments.  The  City  Manager  then  reviews  individual departmental  requests, prioritizes activities based upon City Council policy, and makes certain adjustments. At the conclusion of this process, the proposed budget is prepared and is submitted to the City Council for review and approval.

The  public  is encouraged  to  participate  in  the  budget  process at  the  State  of  the  City presentation,  budget  public  hearings,  the  City’s  strategic  planning workshop, and host frequent  community  surveys.  Elected  officials  and  City  management  also  attend community gatherings, hoping to get the public’s opinion on city services.

FISCAL YEAR BASIS
The City of Paramount operates on a fiscal year basis, beginning on July 1st and ending on June 30th of the following year.  The Annual Budget provides a legal basis for expenditures and a basis for control over operations throughout the fiscal year.

When the word Fiscal Year is abbreviated, the later year will represent the two calendar years of the fiscal year. For instance, Fiscal Year 2024‐25 may be truncated to FY 2024‐25, FY 2025 or FY25.

City of Paramount, CA    Budget Guideline and Policies

City of Paramount, CA    Budget Guideline and Policies
ACCOUNTING STRUCTURE
In accordance with the Government Accounting Standards Board (GASB) Statement 34, funds are grouped into 3 classifications and 11 different fund types. Governmental Funds are  used  to account  for  tax‐supported  (governmental) activities.  Proprietary  funds are used to account for business‐type activities (such as activities supported, at least in part, by fees or charges. Fiduciary funds are used to account for resources held by an agency as a trustee or custodial capacity for outside parties. These resources cannot be used to support the agency’s own programs and must meet the fiduciary activities criteria. a. Governmental Funds (emphasizing major funds)
(1) General Fund
(2) Special revenue funds
(3) Capital projects funds
(4) Debt service funds
(5) Permanent funds
b. Proprietary Funds
(6) Enterprise funds (emphasizing major funds)
(7) Internal service funds
c. Fiduciary Funds and similar component units
(8) Pension (and other employee benefit) trust funds
(9) Investment trust funds
(10) Private‐purpose trust funds
(11) Agency funds
BASIS OF ACCOUNTING
Governmental  funds  include  the  General  Fund,  Special  Revenue  Funds,  Debt  Service Funds and Capital Project Funds. For the Annual Comprehensive Financial Report, these funds are accounted for using the modified accrual basis of accounting. Agency funds are also accounted for using the modified accrual basis. Proprietary funds include Enterprise Funds and Internal Service Funds. These  funds are accounted  for using  the  full accrual basis of accounting.

The budgetary process is based on accounting for certain transactions on a basis other than  generally  accepted  accounting  principles  (GAAP  basis).  The  major  difference between  the  budgetary  basis  and  GAAP  basis  is  that  year  end  encumbrances  are recognized as  the equivalent  of expenditures  on  the  budgetary  basis  in  governmental funds, while encumbered amounts are not recognized as expenditures on the GAAP basis.

City of Paramount, CA    Budget Guideline and Policies
BALANCED BUDGET
The  budget  for  the  General  Fund  will  be  structurally  balanced  for  the  fiscal  year.  A structurally  unbalanced  budget  will  include  an explanation  and  describe  the  expected approach and time  frame  for achieving structural balance within the context of official revenue and expenditure projections. It is not a violation of this policy to have a planned use  of  funds  available  to  fund  one‐time  items,  including  capital,  equipment,  land  or transitional costs for operations (starting up or termination of a service element). It is also not a  violation  of  this  policy  to  use  funds  previously  set aside  to mitigate  temporarily higher costs or lower revenues.

REVENUES
The City will endeavor to maintain a diversified and stable revenue base to minimize the effects of economic fluctuations on revenue generation. The City will estimate revenues using an objective, analytical process; in the case of uncertainty, conservative projections will be utilized. The use of qualified professionals to project revenues is encouraged.

The  City  will  fund  all  current  expenditures  from  current  revenues  and  available  fund balance,  avoiding  procedures  that  balance  current  budgets  by  postponing  needed expenditures, accruing future revenues, or rolling over short‐term debt.

The City will identify basic tax‐provided services and will establish user fees and charges for services provided in excess of basic services. Development process costs and related administrative  expenses  will  be  offset  by  development  fees.  Water  rates  should  be adjusted to fully cover the costs of all water operations.

City staff will provide periodic reports to the City Council which compare and analyze year‐ to‐date actual revenues and expenditures to budget.

BUDGET APPROPRIATIONS
Appropriations are the amounts approved for expenditure by the City Council with the adoption of the annual budget and subsequent budget amendments which are brought to the Council for their approval. The City Council adopts by resolution a budget which appropriates  city  funds  for  operating  expenditures  and  capital  improvement  projects within a fiscal year.

Budget  appropriations  also  include  approval  of  staffing  of  full‐time  staffing  levels.

Requests  for new and/or additional positions will only be considered during  the  City’s annual budget process and may be considered during the Mid‐Year report. New positions and/or upgraded positions approved as part of the budgetary process shall be reviewed to determine the appropriateness of the assigned classification and/or salary structure.

City of Paramount, CA    Budget Guideline and Policies
While City Council approval is not required for the revenue projections within the budget, accuracy  and  integrity  of  staffs’  revenue  projections  is  essential  in  the  City  Council’s budget appropriation decisions.

BUDGETARY MONITORING AND CONTROL
Budgetary  control  is  maintained  through  monthly  expenditure  reports.  The  detailed monthly reports are reviewed by the Finance Director and each Department Director. A mid‐year budget review process is completed each January and submitted to the Council for review and approval in February.

Appropriations are presented in the budget by  fund, department, program, and object categories. The object categories available are: 1) Salaries and Benefits; 2) Maintenance and Operations; 3) Capital Outlay; 4) Debt Service; 5) Internal Services; and 6) Transfers.

Expenditures must be charged to the most appropriate account.

The level of budgetary control over appropriation is at the activity level.  The City Manager may transfer appropriations within an activity, and he may transfer appropriations within a fund without City Council approval, provided the total appropriation at the activity level and  the  fund  level  does  not  change.  Budgetary  changes,  including  supplemental appropriations or appropriation reductions, may be made by the City Council during the fiscal year or at a midyear budget review.

The Department Director has the authority to spend within their departmental budget and  fund.  Expenditures may  not exceed  budgeted  appropriations  at  the  activity  level.

Expenditures  may  exceed  budget  appropriations  in  one  program,  as  long  as  total expenditures do not exceed that activity and fund budget appropriations. Departments must adhere  to all other purchasing policies and procedures within  the City and be in accordance with all federal and state requirements.

The City categorizes departments/divisions within these six activities:

ACFR Reporting Activities  Budgetary Departments
General Government  Council & Commissions
City Manager/City Clerk
Administrative Services
Finance
Community Development  Planning
Public Safety  Public Safety
Community Services  Community Services
Public Works  Public Works
Capital Improvement Project
Interest and Fiscal Charges  Debt Service

City of Paramount, CA    Budget Guideline and Policies
BUDGET AMENDMENTS
The budget as adopted by the City Council can be amended during the  fiscal year. The need  to  amend  or  adjust  the  budget  typically  arises  in  response  to  unforeseen circumstances or events. All requests must include discussions of the  fiscal impact and require City Council approval for additional appropriations.

CAPITAL OUTLAYS, CAPITAL PROJECTS AND CAPITAL ASSETS
For budgeting purposes, Capital Outlays are expenditures to acquire, replace or upgrade assets used in the daily operations of city services. Capital outlays are generally one‐time expenses purchased within one fiscal year, have a lifespan of 5‐10 years, and used daily by staff. Computer equipment and vehicles are  two examples of capital outlay. Capital outlays are typically considered part of the operating budget.

For budgeting purposes, a Capital Project is a project that helps maintain or improve the City’s  infrastructure.  A  capital  project  is  large  in  scale,  high‐cost,  and  requires considerable planning relative to other expenditures. Typically, a capital project has the following characteristics:
 New construction, expansion, renovation, or replacement project for an existing facility or facilities. Project costs can include the cost of land, engineering, architectural planning, and contract services needed to complete the project.
 Purchase of major equipment (assets) costing $50,000 or more with a useful life of at least 10 years.
 Major maintenance or rehabilitation project for existing facilities with a cost of $50,000 or more and an economic life of at least 10 years.
 Fine Arts costing $5,000 or more will be included in the CIP Budget.

Capital  projects  are  presented  in  its  own  section  of  the  budget,  which  identifies  the project number and brief description, its funding sources, project start and completion dates.  Since  capital  projects  may  have  multiple  funding  sources,  a  summary  by  fund allows the city to identify its fiscal impact to the budget.

For  accounting  purposes  and  reporting  in  the  ACFR,  Capital  Assets  are  land,  land improvements,  buildings  and  improvements,  fine  art,  computer  equipment,  vehicles, other  equipment,  and  right‐to‐use  assets  that  are  reported  in  the  Government‐Wide Financial Statements. In accordance with  the provisions of GAAP, infrastructure assets related to governmental activities are reflected in the basic financial statements. Capital assets are defined by the City as fine art, computer equipment, vehicles, other equipment and intangible assets (i.e., software) with an initial individual cost of more than $5,000;

City of Paramount, CA    Budget Guideline and Policies
and land, land improvements, buildings and improvements, and infrastructure with costs of more than $50,000. Such assets are recorded at historical cost or estimated historical cost  if  purchased  or  constructed.  Donated  or  annexed  capital  assets  are  recorded  at estimated acquisition value at the date of donation or annexation. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets  lives  are  not  capitalized.  Depreciation  is  recorded  in  the  Government‐wide Financial Statements on a straight‐line basis over the useful life of the assets as follows on the next page:

Land Improvements ................................................ 20 years Buildings and Improvements ........................... 10 ‐ 50 years Fine Art ................................................................... 20 years Computer Equipment ............................................... 5 years Vehicles ............................................................... 6 ‐ 7 years Other Equipment ............................................... 3 ‐ 20 years Infrastructure ................................................ 15 ‐ 100 years Right to use assets ........... Lesser of lease term or useful life LONG TERM FINANCIAL PLAN
The City Manager will prepare and periodically update a high‐level financial plan for the City. The plan will outline general approaches the City should follow over the long‐term to maintain and increase the ability of the City to provide services through maintaining and  increasing  revenues,  growing  the  City’s  economy  for  the  purpose  of  revenue generation, and controlling and managing the cost of services and the method of delivery of services. This plan will identify and discuss unfunded liabilities and other deferred costs such as maintenance. A plan or options will be identified to address them. This plan is a focused approach to long‐term finances and to enhancing the economic strength of the City to generate more revenues and resources for services. The plan may be integrated into an overall set of goals and strategies for the City.

The City developed its first long‐term financial plan in March 2023. Projections were made extending out ten years beyond the current budget for all major funds. The FY25 budget was developed on the  foundation of the preliminary long term financial plan, however more analysis and recommendations are needed prior to review by the City Council.

ADOPTED FINANCIAL POLICIES
The  following comprehensive  financial policies were adopted by the City Council. They are included in the Appendix of this budget document.
 Debt Management Policy (adopted June 2021)
 Fund Balance Policy (adopted May 2023)
 Investment Policy (adopted June 2023)

City of Paramount, CA    Budget Guideline and Policies

City of Paramount, CA    Citywide Organization Chart
CITYWIDE ORGANIZATION CHART

City of Paramount, CA    City Vision and Mission Statement CITY VISION AND MISSION STATEMENT
VISION
The  Vision  answers  the  question:  what  is  the  desired  outcome  of  your  organization? Paramount’s Vision is “A City that is safe, healthy and attractive.”

MISSION
The  Mission  defines  the  organization’s  purpose.  For  Paramount,  it’s:  “Dedicated  to providing fiscally responsible services that maintain a vibrant community.” VALUES
Values are the guiding beliefs and principles of the organization. In Paramount, we value… Respectful and ethical behavior
Service excellence
Responsiveness, accountability and professionalism
Innovation and creativity
Teamwork and collaboration
Effective, inclusive and transparent public information and engagement

City of Paramount, CA    City Vision and Mission Statement KEY STRATEGIC OUTCOME #1: SAFE COMMUNITY
Paramount provides a safe place to live, work and visit.

STRATEGIC OBJECTIVES:

1. Satisfactory levels of public safety and 911 response are maintained through contracts with the Los Angeles County Sherriff’s Department that provides response to law enforcement emergencies in a timely and effective manner.

2. Crime is prevented when possible through community education.

3. Fire emergencies are prevented through community education through building permitting and code enforcement.

4. Emergency preparation, response and recovery plans are developed and implemented for natural and man‐made disasters and emergencies.

5. Community involvement, education and regional partnerships are expanded and enhanced to increase the level of public trust and keep the community safe.

6. The expected level of core and specialized law enforcement services is implemented and achieved as the community grows

7. Use of data and technology to improve service, protect mission‐critical infrastructure and enhance cyber‐security effectiveness is achieved

8. Collaboration with other service agencies to address the prevention of homelessness is leveraged and improved.

9. Security and emergency response capabilities at City facilities and properties is achieved in accordance with best practices.

10. Safety for all modes of travel including vehicular, pedestrian and bicycles is expanded and enhanced through education and infrastructure.

11. LA County Sherriff’s Department efforts on reducing crime within the community is achieved through use of data.

12. Gang prevention and suppression program are implemented and maintained to reduce crime.

City of Paramount, CA    City Vision and Mission Statement KEY STRATEGIC OUTCOME #2: COMMUNITY HEALTH
Paramount  provides  diverse  recreational  and  cultural  amenities  that  support  healthy lifestyles and sense of community
STRATEGIC OBJECTIVES:

1. Self‐directed leisure is promoted to encourage use of Paramount’s parks and facilities for health & recreation.

2. Relationships are built with Paramount Unified School District and other educational institutions and providers to promote and support education and life‐long learning and personal development.

3. Fee structures are developed based on demand, alternatives and affordability that help to improve participation for all income levels.

4. Effective marketing strategies are developed that drive optimal attendance and community involvement.

5. Preserve the significant historical character of the Paramount community and sense of place. Preserve, provide and promote responsible access to nature to mitigate “nature deficit disorder”.

6. Expand organizational and community knowledge about diversity and embrace cultural differences.

7. Positive and respectful neighbor relationships and open communication are fostered, as well as provide and support conflict resolution.

8. Partnerships are developed to expand and enhance programs for the community with youth, senior and other community‐based organizations.

9. After school programs are provided for youth to promote safe & healthy lifestyle choices and prevent juvenile crime.

10. Programs, facilities and services are provided for older adults that support healthy lifestyles.

11. Special events are planned that support strong community relationships and sense of place in the City of Paramount.

City of Paramount, CA    City Vision and Mission Statement KEY STRATEGIC OUTCOME #3:  ECONOMIC HEALTH
Paramount supports a healthy, sustainable economy reflecting community values.

STRATEGIC OBJECTIVES:

1. Maintain and grow diverse employment opportunities.

2. Enhance business engagement to address existing and emerging business needs.

3. Infill and redevelopment that enhances the community is fostered.

4. Align utility infrastructure with community development; invest and maintain water utility systems, services, infrastructure with affordable rates.

5. Economic health goals and strategies are aligned across all levels of the organization and refine and agree upon the economic tools the City uses to attract and retain businesses;

6. Economic health and vibrancy are expanded and enhanced through an implemented economic development strategic plan.

7. Policies and programs to retain, expand, incubate and attract primary employers are expanded and enhanced consistent with City goals.

8. Workforce development to retain and attract jobs and community amenities initiatives that meet the needs of employers in the City is supported through City policies and programs.

9. Collaboration with economic‐health oriented regional partners is continued and improved.

10. High water quality to support the community and water‐dependent businesses is sustained.

11. The City collaborates with and supports the Chamber of Commerce in promoting economic development and a strong business climate in Paramount.

City of Paramount, CA    City Vision and Mission Statement KEY STRATEGIC OUTCOME #4:  ENVIRONMENTAL HEALTH
Paramount promotes, protects and enhances a healthy & sustainable built and natural environment.

STRATEGIC OBJECTIVES:

1. Progress toward achieving energy and water conservation measures within the community is demonstrated through City programs and practices.

2. Citizens are educated and engaged in ways to change behavior toward more sustainable living practices.

3. The community’s resiliency and preparedness for changes in climate, weather and resource availability is increased through education and information.

4. Progress is demonstrated towards achieving waste management goals within the community and the City organization.

5. Environmental regulatory collaboration is improved as needed to achieve improved environmental health goals.

6. A healthy & sustainable environment, especially air and water quality are achieved in the City of Paramount by protecting, promoting and enhancing community education that educates citizens about the sustainable practices.

7. Carbon neutral measures that reduce the City’s carbon footprint are achieved by adopting best practices in conservation, energy use and sustainability.

8. A high‐quality, sustainable water supply is provided that meets or exceeds all public health standards and supports a healthy and safe community.

9. Air samplers are monitored throughout the City to assure acceptable levels of air quality and notify AQMD of any concerns.

10. Compliance with State and local storm water regulations to maintain water quality in rain storms that produce runoff are assured through City monitoring practices.

11. Systems to improve energy efficiency at City facilities are Identified and implemented.

City of Paramount, CA    City Vision and Mission Statement KEY STRATEGIC OUTCOME #5: ATTRACTIVE & WELL‐MAINTAINED CITY

INFRASTRUCTURE
Paramount  develops  and  maintains  City  owned  infrastructure,  parks,  facilities  and amenities that enhance quality of life and attractiveness of the community.

STRATEGIC OBJECTIVES

1. City streets, sidewalks, lighting, traffic signals, landscape areas, buildings and other areas are maintained so they are safe, clean, attractive and functional.

2. The City’s parks and trails systems are planned designed, implemented and maintained so that they are safe, clean, attractive and well utilized by residents and visitors

3. Operation and Maintenance funding alternatives for City facilities are developed and implemented.

4. Level of service standards are achieved in planning, designing and implementing park, recreation and trail improvements according to best practices standards from state and national agencies.

5. Best practices to maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and voluntary compliance with City codes and regulations are implemented.

6. Storm drains are maintained to effectively drain storm water and prevent flooding.

7. Programs and mitigation measures to reduce and remove illegal dumping, graffiti and other acts of vandalism in a timely manner are implemented

8. A long‐term financial plan for capital improvements, preventative maintenance & infrastructure replacement is developed and implemented.

9. Policies and best practices to direct and guide growth in the community through appropriate planning, annexation, land use and service delivery review processes are identified and implemented.

10. Alternative forms of transportation are planned and implemented for the Paramount community to use as a means to reduce the City’s carbon footprint and reduce dependence on automobiles.

City of Paramount, CA    City Vision and Mission Statement KEY STRATEGIC OUTCOME #6: EFFICIENT, EFFECTIVE & FISCALLY RESPONSIBLE

GOVERNMENT
Paramount delivers an efficient and effective city government in a  fiscally  responsible, transparent & collaborative manner.

STRATEGIC OBJECTIVES:

1. A balanced budget is prepared and approved that adequately funds core services and addresses revenue requirements to meet known and emerging needs

2. A values‐driven organizational culture is created that reinforces ethical behavior, exercises and maintains the public trust through accountable and transparent budgeting and fiscally responsible services.

3. City services and programs that facilitate inclusive public engagement, outreach & two‐ way communication are developed and maintained.

4. Robust and inclusive public communication is achieved as a means for sharing City information with the public in an effective and timely manner.

5. Organizational capability and operational effectiveness to provide consistent high‐ quality services that are responsive to community needs and priorities is achieved.

6. Public policy, regulations and legislation that affects the City is proactively influence to protect City interests.

7. Data, technology, metrics and benchmarks that guide decisions, improve results, and enhance services are leveraged to improve operational efficiency and effectiveness.

8. City assets are inventoried and maintained to reduce life cycle costs while improving reliability and accessibility

9. A diverse and competitive workforce to meet the needs of the community now and in the future is attracted, developed and retained.

10. Adequate reserves for emergencies & economic challenges are funded in the City’s budget.

11. Partnerships, collaboration and service contracts are leveraged to save money and expand resource capacity.

12. Pension reform measures that produce acceptable and sustainable retirement benefits for City employees are identified through work with CalPERS and the League of Cities.

City of Paramount, CA  Performance Indicators
PERFORMANCE INDICATORS
Performance  indicators  or  measures  are  quantitative  and  qualitative  metrics  used  to assess  the  effectiveness,  efficiency,  quality,  or  success  of  an  agency.  Cities  use performance measures to gather information about what they're doing, whether they're reaching their goals, how the community is doing, and other things in the environment.

Performance  measures  play  a  crucial  role  in  decision‐making  and  continuous improvement. They provide a quantifiable basis for evaluating progress, identifying areas of concern, making adjustments, and setting goals for improvement.

It's important to choose the right performance measures that align with the objectives and  values  of  the  entity  being  measured,  as  well  as  to  ensure  that  the  measures  are relevant,  accurate,  and  consistently  tracked  over  time.  The  City  of  Paramount implemented performance indicators with  the FY  2022‐23 Adopted Budget. Below are performance indicators and the key strategic outcomes they represent.

Key Strategic
Outcome  Performance Indicator  FY 23

Community Promotion Program
2  Co‐Sponsor Senior Thanksgiving Dinner Attendance  600 2  Co‐Sponsor Christmas Train Event  50,000
2,3  Fund Community Groups and Services   15‐20

Administrative Services
1,2,3,4  Risk Management Claims Processed  66
6  Position Recruitments Processed   125
6  Job Announcements Posted   50
6  Job Applications Received   2,000
6  Written Tests Administered   750
6  Job Interviews Conducted   550

Finance
3,6  Accounts Payable Requests for Payments   7,500
3,6  Payroll Checks Processed   8,000
3,6  Accounts Receivable Invoices Prepared and Delivered   800 1,2,3,5,6  State and Federal Grants Managed  30
1,6  Dog Licenses Issued, Renewed, and Managed   3,900
6  Incoming Mail Sorted and Processed  95,000
4,5,6  Water Accounts Managed  7,700
4,5,6  Water Bills Issued   46,200

City of Paramount, CA  Performance Indicators
Key Strategic
Outcome  Performance Indicator  FY 23
4,5,6  Water Customer Inquires   18,900

Planning
3,5  Approximate Site Plans and Proposed Developments
Reviewed  150
3,5  Zone Changes  3
3,5  Conditional Use Permits Issued  30
3,5  Zone Variances  8
3,5  Construction Plans Reviewed and Checked   305
3,5  Building Permits Issued   400
3,5  Plumbing Permits Issued   184
3,5  Electrical Permits Issued   301
3,5  Development‐Related Permits Issued   233
3,5  On‐Site Construction Inspections Conducted  3,600

Public Safety
1 Community Engagement Hours Between the General Public and the Public Safety Team Through the Neighborhood
Watch Program
2,080
1  Hours of Sheriff’s Law Enforcement Protection and Service  42,000 1  Hours of Sheriff’s Traffic Enforcement Protection and Service  4,024
1  Hours of Public Safety Services and Parking Enforcement Services  11,930
1,2  Hours of Crossing Guard Services  12,870
1,2,5  Code Enforcement Inspections Conducted  2,000

Community Services
2,5  Parks Managed  11
2,5  Playgrounds Managed  13
2,5  Pools Managed  2
2,5  Gyms Managed   1
2,5  Community Centers Managed  5
2,5  Annual Special Events Conducted  14
2,5  Elderly Nutrition Meals Served and Delivered  46,000

Public Works
4,5,6  Resident Requests Serviced for Public Works Service  2,750 4,5,6  City Facility Structures Maintained  9
4,5,6  Trees Maintained  12,000

City of Paramount, CA  Performance Indicators
Key Strategic
Outcome  Performance Indicator  FY 23
4,5,6  Shrubs Planted  3,500
2,6  Banners Installed and Replaced  50
2,6  Vehicles Serviced  85
4,5,6  Street Miles Maintained  72
4,5,6  Asphalts Applied  500
4,5,6  Gallons of Paint Applied to Street Curbs  1,000
4,5,6  Street and Traffic Signs Maintain, Repaired, Replaced  500 4,5,6  Miles of Water Distribution Lines Maintained   126 4,5,6  Water Bacti Samples Conducted  900
4,5,6  Water Ph Samples Conducted  900
4,5,6  New Water Installs  50
4,5,6  Water Main Valves Maintained  1,000
4,5,6  Fire Hydrants Maintained  1,000
4,5,6  Water Meter Readings  42,900
4,5,6  Water Service Connections Maintained   1,500

City of Paramount, CA  City Profile
CITY PROFILE
CITY PROFILE/HISTORY
In the first half of the 20th century, the villages of Hynes and Clearwater were the center of Southern California’s dairy industry and were known as both “The Milk Shed of Los Angeles” and “The World’s Largest Hay Market.”
Hynes‐Clearwater had more cows per  square mile  than anywhere west of Chicago – a total  of  25,000  at  its  peak.  It  was  home  to  the  Hay  Tree,  where  the  price  of  that commodity was set each morning for the rest of the world. (The tree, which still stands in the Civic Center, was named California Registered Historical Landmark No. 1038 in 2004.) In 1948, after discussions dating back to 1925, the two towns unified under the name of Paramount. This  name was  taken  from  the main  boulevard  running through  the area, which had been changed from Ocean Ave. in 1931. Incorporation as a municipality was eventually approved in 1957.

As  the  years  went  by,  and  the  region  urbanized,  and  the  land  finally  became  more valuable  for development  than milk production – when homes and stores nudged out cows and bales of hay – the farmers left for places like Ontario and Chino.

The history of Paramount has in many ways followed a path typical of its Southeast Los Angeles  County  neighbors.  Agricultural  beginnings  early  in  the  20th  century  were followed by relatively uncontrolled growth, which led to an overbuilt environment. By the 1970s,  while  still  basically  a  stable,  middle‐class  town,  much  of  Paramount  had degenerated into blight.

By 1981, a study by the Rand Corporation labeled the City an “urban disaster area.” Rather than sink under the weight of its problems, Paramount chose a proactive course to meet them head on. Through the dedicated efforts of government officials, residents, the faith‐ based community, and businesses, the City made incredible strides in renewal.

Combining existing urban planning tools with innovative programs, the City began leaving its “Rust Belt” status behind in  the 1980s. This led  to Paramount being named an "All‐ America City" by the National Civic League in 1988, and many of its efforts have attracted state  and  national  recognition.  The  Los  Angeles  County  Board  of  Supervisors  issued  a special commendation to Paramount for its remarkable turnaround.

These  last  decades  have  been  years  of  rejuvenation,  hard  work,  creative  vision,  and community spirit, all of which have come  to define Paramount. It is now an attractive small town graced by tree‐lined neighborhoods, white picket  fences, public art, pocket parks, and landscaped boulevards.

City of Paramount, CA  City Profile
A DYNAMIC CITY
Located at the gateway to the Los Angeles metropolis, the City offers a secure quality of life to nearly 56,000 residents and a business‐friendly attitude that has created a growing retail and services sector.

Crime statistics are at historic lows thanks to a proactive, balanced relationship with the L.A.  County Sheriff’s Department.  Paramount  has a  distinctive look  due  to a  continual investment  in  its  infrastructure  and  a  long‐time  emphasis  on  code  enforcement  and assistance  programs  that  have  helped  residents and  businesses  upgrade and maintain their  properties.  The  municipal  government  is  a  stable,  inventive,  and  financially conservative  organization,  with  an  emphasis  on  maintaining  the  quality  of  life  for residents.

It is also home to unique businesses. These include the iconic Iceland Skating Rink, now owned  by  the  Los  Angeles  Kings  professional  hockey  organization  but  built  by  the Zamboni  family and where  the  famous Ice Resurfacing Machine was created.  (It is still manufactured in town.)
The  Paramount Entertainment  Center  features  the  Paramount Swap Meet, one  of  the oldest enterprises of its kind and currently the largest daily swap meet in California. The Center also features one of the few remaining drive‐in movie theaters.

World  Energy  has  converted  the  former  Paramount  Petroleum  refinery  into  a  100% renewable fuels production facility, one of the largest such producers in the country and on the cutting edge of the future of sustainable energy.

DEMOGRAPHICS
US Census  2000  2010  2020
Hispanic  73%  79%  83%
African‐American  13%  11%  7.7%
Caucasian  9%  6%  5%
Asian‐American  3%  3%  3.4%
Other  2%  2%  0.9%
Total Population  55,266  54,098  53,828
0‐18 Years  40.4%  36.3%  33.3%
19‐64 Years  52.3%  57.4%  57.9%
65+ Years  7.3%  6.3%  8.8%

City of Paramount, CA  City Profile
FINANCIAL STATISTICS
Supplemental information on the City’s financial statistics can be obtained from the City’s Fiscal Year ended June 30, 2022 Annual Comprehensive Financial Report (ACFR) on pages 115 – 132. Information on the local economy includes principal sales tax producers and principal  employers  in  the  City,  10‐year  data  for  population,  per  capita  income  and unemployment  rate.  A digital copy of  the ACFR is available on the City of Paramount website or at this link. https://www.paramountcity.com/home/showdocument?id=9169 CALIFORNIA STATE CONTROLLER CITIES RAW DATA FOR FISCAL YEAR 2020‐21 The table below compares the City of Paramount to nearby cities, using data obtained from the State Controller’s Office. Users can find the complete dataset by searching for Cities  Raw  Data  for  Fiscal  Years  2020‐21  or  using  the  shortened  URL:
https://shorturl.at/ikrGW.

State Controller
Data FY21  Population
General Tax
Revenues
Govt Fund
Revenues
Police
Expenditures
Govt Fund
Expenditures
Santa Fe Springs  18,568 65,415,011 84,003,661 15,671,306 74,974,049 Paramount  53,009  $31,245,654  $48,325,893  $12,417,005  $40,054,562 Bellflower  78,107 32,567,479 59,746,724 13,635,974 61,022,528 Lakewood  81,681 48,429,901 84,414,970 13,962,207 65,772,097 South Gate  92,783 43,830,491 108,415,677 28,894,805 84,432,093 Norwalk  102,356 54,505,441 97,272,477 18,801,850 83,495,248 Downey  113,525 89,403,931 137,803,791 42,976,632 147,598,523

BUDGET SUMMARIES

FUND BALANCE SUMMARY – FY 2024-25 PROPOSED
Fund Balance
at
Plus
Total
Minus
Operating
Minus
Capital Equals Surplus
Interfund
Transfer In
Balance Sheet
Adjustments
Fund Balance
at
FUND 7/1/2024 Revenues Expenditures Projects (Deficit) (Transfer Out) In/(Out) 6/30/2025 Fund 111 - General Fund
Unassigned - Available 35,651 45,975,300 44,668,250 - 1,307,050 - (850,000) 492,701 Assigned - Capital Projects Reserve 2,500,000 - (2,500,000) - Assigned - Compensated Absences 821,000 - - 821,000
Assigned - COVID/ARPA 2,464,500 764,500 1,700,000 (2,464,500) - - Assigned - Retiree Benefit Obligations 2,514,500 - - 2,514,500 Assigned - Self-Insurance 800,000 - - 800,000
Assigned - Special Project 527,621 - - 527,621
Committed - Economic Uncertainty 3,393,005 - - 3,393,005 Committed - Infrastructure & Facility Emergencies 3,393,005 - - 3,393,005 Committed - Operating Reserve 16,965,025 - - 16,965,025 Nonspendable - Land Held for Resale 236,544 - - 236,544 Nonspendable - Prepaid Items 201,262 - - 201,262
Fund 111 - General Fund 33,852,113 45,975,300 45,432,750 1,700,000 (1,157,450) (2,500,000) (850,000) 29,344,662 Fund 112 - Capital Projects Fund - - - 2,306,800 (2,306,800) 2,500,000 - 193,200 Fund 211 - Comm Dev Block Grant (CDBG) - 923,400 508,400 415,000 - - - Fund 212 - HOME 129,557 596,400 596,400 - - - 129,557
Fund 213 - HOME / ARP - 215,000 215,000 - - - -
Fund 214 - Paramount Housing Authority 1,296,790 - - 300,000 (300,000) - 996,790 Fund 215 - CDBG Coronavirus (Cares Act) - - - - - - -
Fund 216 - American Rescue Plan Act of 2021 (ARPA) - - - - - - - Fund 221 - After School Education & Safety 520,401 2,429,100 2,425,700 - 3,400 - 523,801 Fund 222 - Gas Tax 769,549 1,465,950 1,454,950 - 11,000 - 780,549 Fund 223 - Traffic Safety - 100,000 100,000 - - - -
Fund 224 - AB939 Waste Reduction 373,297 89,450 396,150 - (306,700) - 66,597 Fund 225 - AB2766 Subvention 49,472 72,250 69,250 - 3,000 - 52,472 Fund 226 - Disability Access And Education 56,511 10,650 40,000 - (29,350) - 27,161 Fund 227 - Road Maint & Repair Act (RMRA) 375,320 1,309,550 - 1,250,000 59,550 - 434,870 Fund 231 - Proposition A 1,868,425 1,540,600 1,069,450 - 471,150 - 2,339,575 Fund 232 - Proposition C 269,055 1,268,050 174,550 1,000,000 93,500 - 362,555 Fund 233 - Measure R 2,308,624 977,500 62,650 1,750,000 (835,150) - 1,473,474 Fund 234 - Measure M 674,842 1,093,150 78,650 400,000 614,500 - 1,289,342 Fund 235 - Measure A (Safe Clean Parks) - 456,950 156,950 300,000 - - - Fund 289 - Measure W 1,424,600 653,450 195,000 515,000 (56,550) - 1,368,050 Fund 290 - Storm Drain 621,948 92,300 - 200,000 (107,700) - 514,248 Fund 291 - Sewer Reconstruction 252,699 9,850 - - 9,850 - 262,549 Fund 292 - Public Art 672,855 525,950 111,600 100,000 314,350 - 987,205 Fund 293 - Public Access Fees 235,771 55,850 16,000 150,000 (110,150) - 125,621 Fund 294 - General Plan 547,987 64,400 518,000 - (453,600) - 94,387 Fund 295 - Service Assessments - 14,150 14,150 - - - -
Fund 296 - Other Grants 577,628 4,998,300 1,950,950 3,100,200 (52,850) - 524,778 Fund 297 - Community Benefit Agreement 55,000 1,400,000 884,800 570,200 (55,000) - - SUBTOTAL SPECIAL REVENUE FUNDS 13,080,332 20,362,250 11,038,600 10,050,400 (726,750) - - 12,353,582 Fund 311 - Debt Service - 1,772,000 1,772,000 - - - -
SUBTOTAL DEBT SERVICE FUNDS - 1,772,000 1,772,000 - - - - Fund 511 - Paramount Municipal Water 3,610,228 9,685,600 14,025,350 140,000 (4,479,750) - 2,198,200 1,328,678 Fund 521 - Equipment Replacement 1,870,560 121,500 803,600 100,000 (782,100) - 150,000 1,238,460 SUBTOTAL PROPRIETARY FUNDS 5,480,789 9,807,100 14,828,950 240,000 (5,261,850) - 2,348,200 2,567,139 Fund 614 - RDA Obligation Retirement Fund 14,004,887 6,075,400 6,360,300 - (284,900) - 13,719,987 SUBTOTAL FIDUCIARY FUNDS 14,004,887 6,075,400 6,360,300 - (284,900) - - 13,719,987 ALL FUNDS 66,418,120 83,992,050 79,432,600 14,297,200 (9,737,750) (0) 1,498,200 58,178,570

FUND BALANCE SUMMARY – FY 2023-24 ESTIMATED
Fund Balance
at
Plus
Total
Minus
Operating
Minus
Capital Equals Surplus
Interfund
Transfer In
Balance Sheet
Adjustments
Fund Balance
at
FUND 7/1/2023 Revenues Expenditures Projects (Deficit) (Transfer Out) In/(Out) 6/30/2024 Fund 111 - General Fund
Unassigned - Available 1,637,545 45,716,900 40,881,860 - 4,835,040 (3,094,760) (3,342,173) 35,651 Assigned - Capital Projects Reserve 8,600,601 - (8,600,601) 2,500,000 2,500,000 Assigned - Compensated Absences 821,000 - - - 821,000
Assigned - COVID/ARPA 8,101,316 664,900 4,971,916 (5,636,816) - - 2,464,500 Assigned - Retiree Benefit Obligations 2,514,500 - - - 2,514,500 Assigned - Self-Insurance 800,000 - - - 800,000
Assigned - Special Project (PEP+2010B) 527,621 - - - 527,621 Committed - Economic Uncertainty 3,393,005 - - - 3,393,005 Committed - Infrastructure & Facility Emergencies 3,393,005 - - - 3,393,005 Committed - Operating Reserve 16,965,025 - - - 16,965,025 Nonspendable - Land Held for Resale 236,544 - - - 236,544 Nonspendable - Prepaid Items 201,262 - - - 201,262
Fund 111 - General Fund 47,191,423 45,716,900 41,546,760 4,971,916 (801,776) (11,695,361) (842,173) 33,852,113 Fund 112 - Capital Projects Fund - - - 11,695,361 (11,695,361) 11,695,361 - - Fund 211 - Comm Dev Block Grant (CDBG) - 1,037,100 508,800 528,300 - - - Fund 212 - HOME 129,557 406,300 406,300 - - - 129,557
Fund 213 - HOME / ARP - 350,000 350,000 - - - -
Fund 214 - Paramount Housing Authority 1,289,190 9,600 2,000 - 7,600 - 1,296,790 Fund 215 - CDBG Coronavirus (Cares Act) - - - - - - -
Fund 216 - American Rescue Plan Act of 2021 (ARPA) - - - - - - - Fund 221 - After School Education & Safety 515,101 2,431,000 2,425,700 - 5,300 - 520,401 Fund 222 - Gas Tax 673,599 1,446,850 1,350,900 - 95,950 - 769,549 Fund 223 - Traffic Safety - 100,000 100,000 - - - -
Fund 224 - AB939 Waste Reduction 432,597 84,150 143,450 - (59,300) - 373,297 Fund 225 - AB2766 Subvention 79,972 75,350 80,850 25,000 (30,500) - 49,472 Fund 226 - Disability Access And Education 56,811 9,700 10,000 - (300) - 56,511 Fund 227 - Road Maint & Repair Act (RMRA) 488,270 1,319,450 - 1,432,400 (112,950) - 375,320 Fund 231 - Proposition A 1,782,463 1,557,100 1,071,138 400,000 85,962 - 1,868,425 Fund 232 - Proposition C 1,301,234 1,286,750 169,700 2,149,229 (1,032,179) - 269,055 Fund 233 - Measure R 1,890,874 979,150 63,300 498,100 417,750 - 2,308,624 Fund 234 - Measure M 1,354,209 1,096,700 78,350 1,697,717 (679,367) - 674,842 Fund 235 - Measure A (Safe Clean Parks) - 2,284,150 150,200 2,133,950 - - - Fund 289 - Measure W 1,278,980 676,150 195,000 335,530 145,620 - 1,424,600 Fund 290 - Storm Drain 538,498 83,450 - - 83,450 - 621,948 Fund 291 - Sewer Reconstruction 245,949 6,750 - - 6,750 - 252,699 Fund 292 - Public Art 660,305 305,300 7,500 285,250 12,550 - 672,855 Fund 293 - Public Access Fees 211,671 29,100 5,000 - 24,100 - 235,771 Fund 294 - General Plan 583,087 56,650 91,750 - (35,100) - 547,987 Fund 295 - Service Assessments - 14,150 14,150 - - - -
Fund 296 - Other Grants 443,478 21,329,474 1,495,550 19,699,774 134,150 - 577,628 Fund 297 - Community Benefit Agreement - 1,200,000 684,800 460,200 55,000 - 55,000 SUBTOTAL SPECIAL REVENUE FUNDS 13,955,846 38,174,374 9,404,438 29,645,450 (875,514) - - 13,080,332 Fund 311 - Debt Service 7,827 1,770,750 1,770,750 - - - (7,827) - SUBTOTAL DEBT SERVICE FUNDS 7,827 1,770,750 1,770,750 - - - (7,827) - Fund 511 - Paramount Municipal Water 5,132,978 9,103,000 12,214,050 11,836,154 (14,947,204) - 13,424,454 3,610,228 Fund 521 - Equipment Replacement 3,502,326 76,750 949,250 909,266 (1,781,766) - 150,000 1,870,560 SUBTOTAL PROPRIETARY FUNDS 8,635,305 9,179,750 13,163,300 12,745,420 (16,728,970) - 13,574,454 5,480,789 Fund 614 - RDA Obligation Retirement Fund 13,599,787 6,128,400 5,723,300 - 405,100 - 14,004,887 SUBTOTAL FIDUCIARY FUNDS 13,599,787 6,128,400 5,723,300 - 405,100 - - 14,004,887 ALL FUNDS 83,390,187 100,970,174 71,608,548 59,058,147 (29,696,521) - 12,724,454 66,418,120

REVENUE SUMMARY
Fund/Account
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
Sales Tax 11,483,195 12,261,365 11,567,000 12,004,000 11,443,000 Sales Tax-Measure Y 7,238,769 8,113,036 7,751,000 8,206,000 7,734,000 Property Tax 2,847,420 3,059,499 2,802,250 2,877,250 2,965,000 Property Tax In Lieu of VLF 7,573,107 8,088,374 8,394,800 8,406,000 8,568,250 Utility User Tax 4,183,382 4,492,823 4,785,350 4,785,350 4,785,350 Franchise Tax 2,049,479 2,196,469 2,189,250 2,414,050 2,414,050 Business Tax 1,267,649 1,310,007 1,347,400 1,402,350 2,528,150 User Fees-Development 1,053,001 2,183,737 1,321,500 1,091,500 1,123,000 User Fees-Comm Svcs 126,252 163,662 152,000 152,000 152,000 User Fees-Other 69,177 61,971 88,000 66,000 76,000
Fines and Penalties 985,543 1,240,041 1,042,700 1,109,200 1,109,200 Use of Property-Interest 43,148 677,470 975,800 1,518,700 1,498,150 Use of Property-Rent 64,769 55,385 60,400 60,400 60,400 Admin Reimbursement 1,063,851 1,081,594 1,050,000 1,050,000 1,050,000 Swapmeet/Refuse Agreements 217,443 222,149 198,300 198,300 203,300 Other Revenues 983,351 1,393,347 292,250 375,800 265,450 FUND 111 - GENERAL FUND 41,249,536 46,600,929 44,018,000 45,716,900 45,975,300 Fund 112 - Capital Projects - - - 11,695,361 2,500,000
Fund 211 - Comm Dev Block Grant (CDBG) 728,973 663,985 873,800 1,037,100 923,400 Fund 212 - HOME 214,742 167,042 406,300 406,300 596,400 Fund 213 - HOME / ARP - - 350,000 350,000 215,000
Fund 214 - Paramount Housing Authority 9,600 9,600 9,600 9,600 - Fund 215 - CDBG Coronavirus (Cares Act) 226,977 232,082 - - - Fund 216 - American Rescue Plan Act of 2021 (ARPA) 4,909,423 9,794,053 - - - Fund 221 - After School Education & Safety 1,826,790 2,793,580 2,431,000 2,431,000 2,429,100 Fund 222 - Gas Tax 1,294,356 1,351,764 1,446,850 1,446,850 1,465,950 Fund 223 - Traffic Safety 92,687 82,693 100,000 100,000 100,000 Fund 224 - AB939 Waste Reduction 80,959 85,208 89,650 84,150 89,450 Fund 225 - AB2766 Subvention 72,431 72,454 75,350 75,350 72,250 Fund 226 - Disability Access & Education 8,687 8,332 9,700 9,700 10,650 Fund 227 - Road Maint & Repair Act (RMRA) 1,107,045 1,211,865 1,319,450 1,319,450 1,309,550 Fund 231 - Proposition A 1,407,681 1,482,777 1,557,100 1,557,100 1,540,600 Fund 232 - Proposition C 1,165,398 1,255,545 1,286,750 1,286,750 1,268,050 Fund 233 - Measure R 874,963 930,153 979,150 979,150 977,500 Fund 234 - Measure M 989,346 1,042,286 1,096,700 1,096,700 1,093,150 Fund 235 - Measure A (Safe Clean Parks) - - 2,277,100 2,284,150 456,950 Fund 289 - Measure W (Safe Clean Water) 1,547,444 681,101 686,750 676,150 653,450 Fund 290 - Storm Drain 29,142 80,737 83,450 83,450 92,300 Fund 291 - Sewer Reconstruction 4,696 5,687 7,250 6,750 9,850 Fund 292 - Public Art 26,408 606,309 505,300 305,300 525,950 Fund 293 - Public Access Fees 48,577 47,091 52,100 29,100 55,850 Fund 294 - General Plan 30,948 61,608 56,650 56,650 64,400 Fund 295 - Service Assessments 14,142 14,143 14,150 14,150 14,150 Fund 296 - Other Grants 1,396,299 1,568,939 21,442,074 21,329,474 4,998,300 Fund 297 - Community Benefit Agreement - - 1,200,000 1,200,000 1,400,000 Fund 311 - Debt Service 61 1,516,493 1,770,750 1,770,750 1,772,000 Fund 511 - Paramount Municipal Water 8,419,219 8,420,787 9,103,000 9,103,000 9,685,600 Fund 521 - Equipment Replacement 7,246 58,764 76,750 76,750 121,500 Fund 614 - RDA Obligation Retirement Fund 5,486,014 5,621,189 6,055,000 6,128,400 6,075,400 Fund 791 - Bank Cash And Investments - - - - -
TOTAL ALL FUNDS 73,269,792 86,467,192 99,379,724 112,665,535 86,492,050

REVENUE DETAILS
Account Account Title
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
111-3111 Sales Tax 11,483,195 12,261,365 11,567,000 12,004,000 11,443,000 111-3112 Utility Users' Tax 4,142,444 4,453,923 4,751,350 4,751,350 4,751,350 111-3113 Franchise Tax 2,049,479 2,196,469 2,189,250 2,414,050 2,414,050 111-3114 Utility Users' Tax - Prepaid Wireless 40,939 38,900 34,000 34,000 34,000 111-3115 Transaction & Use Tax 7,238,769 8,113,036 7,751,000 8,206,000 7,734,000 111-3121 Property Tax 2,679,590 2,954,196 2,677,250 2,777,250 2,865,000 111-3122 Real Property Transfer Tax 167,830 105,303 125,000 100,000 100,000 111-3171 General Business Licenses 517,535 645,035 601,000 921,000 1,000,000 111-3172 Swap Meet Business Licenses 339,594 182,553 320,000 - - 111-3173 Beer Sales 131,840 135,171 118,300 118,300 118,300 111-3212 Mitigation Permits 410,520 482,418 426,400 481,350 1,528,150 Taxes 29,201,734 31,568,370 30,560,550 31,807,300 31,987,850 111-3211 Animal License 69,128 61,740 87,000 65,000 75,000 111-3213 Street Permits 2,296 3,136 3,000 3,000 3,000
111-3214 Sign & Event Permits 4,500 10,150 10,000 10,000 10,000 111-3221 Construction Permits 345,220 1,176,645 636,000 636,000 636,000 111-3515 Parking Permit Fees 280 550 600 600 600
License and Permits 421,423 1,252,220 736,600 714,600 724,600 111-3512 Parking Citations 790,874 979,951 829,600 829,600 829,600 111-3513 Vehicle Impound Fees 80,850 73,350 93,500 75,000 75,000 111-3514 Citation Corrections 3,519 2,870 4,000 4,000 4,000 111-3521 Municipal Court Fines - - - - -
111-3525 Administrative Citation Fees 110,020 183,320 115,000 200,000 200,000 Fines, Forfeitures, and Penalties 985,263 1,239,491 1,042,100 1,108,600 1,108,600 111-3611 Investment Earnings 43,148 677,470 975,800 1,518,700 1,498,150 111-3631 Rents 64,769 55,385 60,400 60,400 60,400
111-3330 Property Tax In Lieu of VLF 7,509,337 8,033,553 8,339,950 8,339,950 8,502,200 111-3331 License Fees In Excess 63,770 54,821 54,850 66,050 66,050 Revenue From Other Agencies 7,681,024 8,821,229 9,431,000 9,985,100 10,126,800 111-3422 Plan Check 298,148 913,018 600,000 370,000 400,000 111-3423 Zone Change 5,388 5,375 4,000 4,000 5,000
111-3424 Zone Variance 850 28,218 - - -
111-3425 Conditional Use Permit 376,109 1,125 30,000 30,000 30,000 111-3426 Tract/Final Maps 1,306 5,231 500 500 500
111-3430 Development Agreement - - - - 500
111-3431 Development Review Board Fees 4,185 10,040 5,000 5,000 5,000 111-3461 Sports Fees-Youth League - - 10,000 10,000 10,000 111-3465 Instructional Classes 29,694 34,939 30,000 30,000 30,000 111-3466 Facility Fees 35,268 42,642 40,000 40,000 40,000 111-3467 Daycamp 45,933 45,940 40,000 40,000 40,000
111-3470 Jumper Permit 580 580 500 500 500
111-3472 Adult Sports Fee - 8,174 5,000 5,000 5,000
111-3474 Excursions - - 1,000 1,000 1,000
111-3477 ENP Revenues 1,710 4,546 4,500 4,500 4,500
111-3478 Excursions (ENP) 12,842 26,066 20,000 20,000 20,000 111-3479 Special Events 226 775 1,000 1,000 1,000
111-3481 Industrial Waste Fees 85,603 86,978 80,000 80,000 85,000 111-3482 Sale of Documents 49 6 - - -
111-3486 Planning Admin Action Fee 14,000 28,200 30,000 30,000 30,000 111-3487 Planning Letters 200 800 500 500 500
111-3488 Wireless Communications Admin Review 600 600 1,000 1,000 1,000 111-3489 Landscape / Irrigation Plan Review - 200 500 500 500 111-3491 Vendor Review 200 1,000 1,000 1,000 1,000
Current Charges for Services 912,890 1,244,452 904,500 674,500 711,000 111-3499 City Store Revenues - 225 1,000 1,000 1,000
111-3911 Damage to Property 31,368 21,391 15,450 15,450 15,450 111-3912 Facility Liability Insurance 3,095 (2,198) - - - 111-3915 Other Revenue 949,387 1,373,384 276,800 360,350 250,000 111-3916 Revenue/Expense-Coca-Cola (375) 894 - - -
111-3917 Short/Over (124) (124) - - -
111-3931 PRA Reimbursement 213,851 231,594 200,000 200,000 200,000 111-3932 Other Reimbursements 850,000 850,000 850,000 850,000 850,000

REVENUE DETAILS
Account Account Title
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
Other Revenue 2,047,202 2,475,167 1,343,250 1,426,800 1,316,450 FUND 111 - GENERAL FUND 41,249,536 46,600,929 44,018,000 45,716,900 45,975,300 112-3940 Transfer from Other Fund - - - 11,695,361 2,500,000 FUND 112 - CAPITAL PROJECTS - - - 11,695,361 2,500,000
211-3311 Grant Allocation 728,973 663,985 873,800 1,037,100 923,400 FUND 211 - COMM DEV BLOCK GRANT (CDBG) 728,973 663,985 873,800 1,037,100 923,400 212-3311 Grant Allocation 196,541 159,042 406,300 406,300 596,400 212-3918 Program Income 18,202 8,000 - - -
FUND 212 - HOME 214,742 167,042 406,300 406,300 596,400 213-3311 Grant Allocation - - 350,000 350,000 215,000
FUND 213 - HOME / ARP - - 350,000 350,000 215,000
214-3915 Other Revenue 9,600 9,600 9,600 9,600 -
FUND 214 - PARAMOUNT HOUSING AUTHORITY 9,600 9,600 9,600 9,600 - 215-3311 Grant Allocation 226,977 232,082 - - -
FUND 215 - CDBG CORONAVIRUS (CARES ACT) 226,977 232,082 - - - 216-3311 Grant Allocation 4,871,588 9,794,053 - - -
216-3611 Investment Earnings 37,835 - - - -
FUND 216 - AMERICAN RESCUE PLAN ACT OF 2021 (ARPA) 4,909,423 9,794,053 - - - 221-3311 Grant Allocation 1,826,543 2,788,851 2,425,700 2,425,700 2,425,700 221-3611 Investment Earnings 247 4,729 5,300 5,300 3,400 221-3915 Other Revenue - - - - -
FUND 221 - AFTER SCHOOL EDUCATION & SAFETY 1,826,790 2,793,580 2,431,000 2,431,000 2,429,100 222-3321 Gas Tax-Section 2105 305,456 304,447 335,550 335,550 325,550 222-3322 Gas Tax-Section 2106 179,163 179,568 194,000 194,000 187,950 222-3323 Gas Tax-Section 2107 365,065 414,911 402,450 402,450 444,700 222-3324 Gas Tax-Section 2107.5 7,500 7,500 7,500 7,500 7,500 222-3325 Gas Tax-Section 2103 435,468 435,893 495,450 495,450 470,850 222-3611 Investment Earnings 1,705 9,445 11,900 11,900 29,400 FUND 222 - GAS TAX 1,294,356 1,351,764 1,446,850 1,446,850 1,465,950 223-3511 Vehicle Code Fines 92,567 82,693 100,000 100,000 100,000 223-3611 Investment Earnings 120 - - - -
FUND 223 - TRAFFIC SAFETY 92,687 82,693 100,000 100,000 100,000 224-3411 AB939 Waste Reduction Fees 79,441 77,113 79,000 73,500 73,500 224-3611 Investment Earnings 1,518 8,095 10,650 10,650 15,950 FUND 224 - AB939 WASTE REDUCTION 80,959 85,208 89,650 84,150 89,450 225-3314 AQMD 71,038 69,272 70,000 70,000 70,000
225-3611 Investment Earnings 1,394 3,181 5,350 5,350 2,250 FUND 225 - AB2766 SUBVENTION 72,431 72,454 75,350 75,350 72,250 226-3417 Disability Access and Education Fee 8,532 7,394 8,500 8,500 8,500 226-3611 Investment Earnings 155 938 1,200 1,200 2,150
FUND 226 - DISABILITY ACCESS & EDUCATION 8,687 8,332 9,700 9,700 10,650 227-3311 Grant Allocation 1,102,878 1,193,607 1,295,950 1,295,950 1,280,500 227-3611 Investment Earnings 4,167 18,257 23,500 23,500 29,050 FUND 227 - ROAD MAINT & REPAIR ACT (RMRA) 1,107,045 1,211,865 1,319,450 1,319,450 1,309,550 231-3311 Grant Allocation 1,400,558 1,450,915 1,516,650 1,516,650 1,467,600 231-3476 Taxi Vouchers 1,485 1,770 1,500 1,500 1,500
231-3480 College Transit - - - - -

REVENUE DETAILS
Account Account Title
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
231-3611 Investment Earnings 5,639 30,092 38,950 38,950 71,500 FUND 231 - PROPOSITION A 1,407,681 1,482,777 1,557,100 1,557,100 1,540,600 232-3311 Grant Allocation 1,161,734 1,203,493 1,258,000 1,258,000 1,217,300 232-3611 Investment Earnings 3,664 22,578 28,750 28,750 50,750 232-3915 Other Revenue - 29,474 - - -
232-3918 Program Income - - - - -
FUND 232 - PROPOSITION C 1,165,398 1,255,545 1,286,750 1,286,750 1,268,050 233-3311 Grant Allocation 871,160 902,359 943,500 943,500 913,000 233-3611 Investment Earnings 3,804 27,794 35,650 35,650 64,500 FUND 233 - MEASURE R 874,963 930,153 979,150 979,150 977,500 234-3311 Grant Allocation 985,817 1,020,762 1,069,300 1,069,300 1,034,700 234-3611 Investment Earnings 3,529 21,525 27,400 27,400 58,450 FUND 234 - MEASURE M 989,346 1,042,286 1,096,700 1,096,700 1,093,150 235-3311 Grant Allocation - - 2,277,100 2,284,150 456,950 FUND 235 - MEASURE A (SAFE CLEAN PARKS) - - 2,277,100 2,284,150 456,950 289-3311 Grant Allocation 1,543,250 653,612 653,600 643,000 643,000 289-3611 Investment Earnings 4,194 27,489 33,150 33,150 10,450 FUND 289 - MEASURE W (SAFE CLEAN WATER) 1,547,444 681,101 686,750 676,150 653,450 290-3414 Storm Drain Fees 27,595 71,894 72,000 72,000 72,000 290-3611 Investment Earnings 1,547 8,843 11,450 11,450 20,300 FUND 290 - STORM DRAIN 29,142 80,737 83,450 83,450 92,300 291-3412 Sewer Reconstruction Fees 3,868 1,274 1,500 1,000 1,000 291-3611 Investment Earnings 828 4,413 5,750 5,750 8,850 FUND 291 - SEWER RECONSTRUCTION 4,696 5,687 7,250 6,750 9,850 292-3413 Public Art Fees 25,880 602,090 500,000 300,000 500,000 292-3611 Investment Earnings 528 4,219 5,300 5,300 25,950 FUND 292 - PUBLIC ART 26,408 606,309 505,300 305,300 525,950 293-3419 Public Access Fees 48,082 43,855 48,000 25,000 48,000 293-3611 Investment Earnings 496 3,236 4,100 4,100 7,850 FUND 293 - PUBLIC ACCESS FEES 48,577 47,091 52,100 29,100 55,850 294-3415 General Plan Fees 28,626 51,155 43,000 43,000 43,000 294-3611 Investment Earnings 2,322 10,453 13,650 13,650 21,400 FUND 294 - GENERAL PLAN 30,948 61,608 56,650 56,650 64,400 295-3441 Orange Avenue LLA 81-1 14,142 14,143 14,150 14,150 14,150 FUND 295 - SERVICE ASSESSMENTS 14,142 14,143 14,150 14,150 14,150 296-3312 State COPS Grant 161,285 165,271 170,000 186,200 170,000 296-3313 Bureau of Justice Administration 23,685 - - - - 296-3317 EIR Review Grant 17,533 - - - -
296-3334 Active Transportation Program (ATP) 232,979 - 3,078,000 3,078,000 775,000 296-3335 SB2 Planning Grant - - 160,000 160,000 -
296-3337 CA Local Early Action Planning (LEAP) 31,066 - - - - 296-3338 CA Permanent Local Housing Alloc (PLHA) - - 438,100 208,100 912,300 296-3340 Arts Education Grant - 500 - - -
296-3342 SB 821 40,628 51,971 61,400 61,400 53,600
296-3343 Park Grant - - - - -
296-3345 Used Oil Grant 7,874 8,300 8,300 8,300 7,650
296-3349 Surface Transportation Program-Local - - - - - 296-3351 Cal Recycling 6,555 6,135 6,150 6,150 6,150
296-3352 CA-Emergency Management Grant 18,068 3,364 - - - 296-3353 SB 1383 (Greenhouse Gas Reduction) 78,823 - 43,000 143,200 -

REVENUE DETAILS
Account Account Title
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
296-3354 State Grant - 58,729 92,500 92,500 -
296-3356 Dept of Conservation Recycling Grant 13,961 13,388 14,000 14,000 14,000 296-3357 Park Maintenance Grant - - - - -
296-3360 Federal Grant - - 550,000 550,000 333,000
296-3361 CA Local Roadway Safety Plan (LRSP) 22,724 2,040 - - - 296-3363 Highway Bridge Program 698 2,762 1,001,000 1,001,000 - 296-3364 California Park & Recreation Grant - - 3,100,000 3,100,000 - 296-3365 Prop 68-Park Grant Per Capita 4,070 255,407 849,772 849,772 950,000 296-3367 LA County Probation Grant 44,562 89,802 273,000 273,000 119,900 296-3368 Rivers/Mountains Conservancy 9,350 125,029 1,224,972 1,224,972 1,175,200 296-3369 I-710 Early Action Funds 575,623 559,377 800,000 800,000 - 296-3377 Metro Transit Authority - - 800,000 800,000 -
296-3392 Measure H - Homeless Grant 2,000 28,570 - - -
296-3398 Highway Safety Improvement Program - - 1,595,680 1,595,680 - 296-3527 LA County Discretionary Grant 27,007 30,000 - - - 296-3528 MSRC Grant - - - - -
296-3529 Calif Natural Resource Agency (CNRA) 76,633 109,422 2,700,350 2,700,350 - 296-3531 Cal Trans State Grant - 15,000 4,010,000 4,010,000 - 296-3532 Port of Long Beach - - 200,000 200,000 -
296-3533 US Environmental Protection Agency - 35,688 145,000 195,000 139,050 296-3534 CA Automated Permit Processing (CalAPP) - - 60,000 11,000 49,000 296-3535 Kaiser Permanente Grant - - 50,000 50,000 -
296-3536 Water Resources Development Act (WRDA) - - - - 200,000 296-3611 Investment Earnings 1,176 8,184 10,850 10,850 93,450 296-3918 Program Income - - - - -
FUND 296 - OTHER GRANTS 1,396,299 1,568,939 21,442,074 21,329,474 4,998,300 297-3311 Grant Allocation - - 1,200,000 1,200,000 1,400,000 FUND 297 - COMMUNITY BENEFIT AGREEMENT - - 1,200,000 1,200,000 1,400,000 311-3611 Investment Earnings 61 1,773 - - -
311-3711 Equipment Replacement - 1,514,720 1,770,750 1,770,750 1,772,000 FUND 311 - DEBT SERVICE 61 1,516,493 1,770,750 1,770,750 1,772,000 511-3451 Sale of Water 8,092,426 8,307,130 8,925,000 8,925,000 9,375,000 511-3522 Other Fines and Penalties - 40,786 35,000 35,000 35,000 511-3611 Investment Earnings 1,347 65,243 93,000 93,000 225,600 511-3915 Other Revenue 2,950 1,800 5,000 5,000 5,000
511-3921 Construction/Installation Fees 321,896 5,104 45,000 45,000 45,000 511-3924 Return Item Charge 600 725 - - -
FUND 511 - PARAMOUNT MUNICIPAL WATER 8,419,219 8,420,787 9,103,000 9,103,000 9,685,600 521-3611 Investment Earnings 7,246 58,764 76,750 76,750 121,500 FUND 521 - EQUIPMENT REPLACEMENT 7,246 58,764 76,750 76,750 121,500 614-3135 Redevelopment Property Tax Trust Fund 5,484,007 5,516,921 6,000,000 6,000,000 5,975,400 614-3611 Investment Earnings 2,007 104,268 55,000 128,400 100,000 FUND 614 - RDA OBLIGATION RETIREMENT FUND 5,486,014 5,621,189 6,055,000 6,128,400 6,075,400 791-3611 Investment Earnings 46,050 - - - -
791-3612 Interest Distribution (46,050) - - - -
FUND 791 - BANK CASH AND INVESTMENTS - - - - -
CITYWIDE ALL FUNDS 73,269,792 86,467,192 99,379,724 112,665,535 86,492,050 Revenue Summary by Fund
FUND 111 - GENERAL FUND 41,249,536 46,600,929 44,018,000 45,716,900 45,975,300 FUND 112 - CAPITAL PROJECTS - - - 11,695,361 2,500,000
FUND 211 - COMM DEV BLOCK GRANT (CDBG) 728,973 663,985 873,800 1,037,100 923,400 FUND 212 - HOME 214,742 167,042 406,300 406,300 596,400 FUND 213 - HOME / ARP - - 350,000 350,000 215,000

REVENUE DETAILS
Account Account Title
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
FUND 214 - PARAMOUNT HOUSING AUTHORITY 9,600 9,600 9,600 9,600 - FUND 215 - CDBG CORONAVIRUS (CARES ACT) 226,977 232,082 - - - FUND 216 - AMERICAN RESCUE PLAN ACT OF 2021 (ARPA) 4,909,423 9,794,053 - - - FUND 221 - AFTER SCHOOL EDUCATION & SAFETY 1,826,790 2,793,580 2,431,000 2,431,000 2,429,100 FUND 222 - GAS TAX 1,294,356 1,351,764 1,446,850 1,446,850 1,465,950 FUND 223 - TRAFFIC SAFETY 92,687 82,693 100,000 100,000 100,000 FUND 224 - AB939 WASTE REDUCTION 80,959 85,208 89,650 84,150 89,450 FUND 225 - AB2766 SUBVENTION 72,431 72,454 75,350 75,350 72,250 FUND 226 - DISABILITY ACCESS & EDUCATION 8,687 8,332 9,700 9,700 10,650 FUND 227 - ROAD MAINT & REPAIR ACT (RMRA) 1,107,045 1,211,865 1,319,450 1,319,450 1,309,550 FUND 231 - PROPOSITION A 1,407,681 1,482,777 1,557,100 1,557,100 1,540,600 FUND 232 - PROPOSITION C 1,165,398 1,255,545 1,286,750 1,286,750 1,268,050 FUND 233 - MEASURE R 874,963 930,153 979,150 979,150 977,500 FUND 234 - MEASURE M 989,346 1,042,286 1,096,700 1,096,700 1,093,150 FUND 235 - MEASURE A (SAFE CLEAN PARKS) - - 2,277,100 2,284,150 456,950 FUND 289 - MEASURE W (SAFE CLEAN WATER) 1,547,444 681,101 686,750 676,150 653,450 FUND 290 - STORM DRAIN 29,142 80,737 83,450 83,450 92,300 FUND 291 - SEWER RECONSTRUCTION 4,696 5,687 7,250 6,750 9,850 FUND 292 - PUBLIC ART 26,408 606,309 505,300 305,300 525,950 FUND 293 - PUBLIC ACCESS FEES 48,577 47,091 52,100 29,100 55,850 FUND 294 - GENERAL PLAN 30,948 61,608 56,650 56,650 64,400 FUND 295 - SERVICE ASSESSMENTS 14,142 14,143 14,150 14,150 14,150 FUND 296 - OTHER GRANTS 1,396,299 1,568,939 21,442,074 21,329,474 4,998,300 FUND 297 - COMMUNITY BENEFIT AGREEMENT - - 1,200,000 1,200,000 1,400,000 FUND 311 - DEBT SERVICE 61 1,516,493 1,770,750 1,770,750 1,772,000 FUND 511 - PARAMOUNT MUNICIPAL WATER 8,419,219 8,420,787 9,103,000 9,103,000 9,685,600 FUND 521 - EQUIPMENT REPLACEMENT 7,246 58,764 76,750 76,750 121,500 FUND 614 - RDA OBLIGATION RETIREMENT FUND 5,486,014 5,621,189 6,055,000 6,128,400 6,075,400 FUND 791 - BANK CASH AND INVESTMENTS - - - - -
REVENUE SUMMARY BY FUND 73,269,792 86,467,192 99,379,724 112,665,535 86,492,050

EXPENDITURE BY DEPARTMENT – GENERAL FUND

EXPENDITURE BY DEPARTMENTS
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
COUNCIL & COMMISSIONS 339,061 432,442 495,100 495,100 478,500 CITY MANAGER/CITY CLERK 1,998,295 2,043,365 2,679,300 2,687,300 2,760,900 ADMINISTRATIVE SERVICES 1,673,394 1,457,655 2,255,566 2,319,216 3,934,400 FINANCE 3,244,086 3,919,209 4,019,556 4,019,556 3,286,050 PLANNING 2,038,284 2,996,070 4,375,650 3,739,950 4,710,300 PUBLIC SAFETY 12,214,842 4,778,733 15,757,338 15,731,088 16,787,400 COMMUNITY SERVICES 2,646,967 3,062,966 4,033,050 4,033,050 4,309,900 PUBLIC WORKS 5,950,067 7,812,964 8,686,700 8,521,500 9,165,300 NON-DEPARTMENTAL - - - 11,695,361 2,500,000
CAPITAL IMPROVEMENT PROJECT 3,515,863 2,249,443 - - -
GENERAL FUND - BY DEPARTMENT 33,620,859 28,752,847 42,302,260 53,242,121 47,932,750

COUNCIL &

COMMISSIONS

1.0%

CITY MANAGER/CITY
CLERK

5.8%

ADMINISTRATIVE

SERVICES

8.2%

FINANCE

6.9%

PLANNING

9.8%

PUBLIC SAFETY

35.0%

COMMUNITY

SERVICES

9.0%

PUBLIC WORKS

19.1%

NON-DEPARTMENTAL

5.2%
FY 2024-25 PROPOSED EXPENDITURES – GENERAL FUND

EXPENDITURE BY DEPARTMENT – ALL FUNDS

EXPENDITURE BY DEPARTMENTS
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
COUNCIL & COMMISSIONS 342,081 435,411 498,200 498,200 481,600 CITY MANAGER/CITY CLERK 2,030,705 2,157,035 3,069,500 3,077,500 3,005,200 ADMINISTRATIVE SERVICES 1,736,737 1,511,381 2,382,866 2,446,516 4,090,400 FINANCE 3,858,327 4,856,812 5,132,406 5,132,406 4,151,200 PLANNING 2,616,052 4,207,053 6,397,138 5,152,438 7,826,650 PUBLIC SAFETY 13,258,545 14,083,302 17,128,538 17,052,288 17,976,650 COMMUNITY SERVICES 4,964,893 6,097,629 7,964,150 7,964,150 8,078,150 PUBLIC WORKS 16,617,290 20,886,615 23,208,500 22,791,000 25,690,450 NON-DEPARTMENTAL - - - 11,695,361 2,500,000
RDA/SUCCESSOR AGENCY 1,797,074 1,117,085 5,736,100 5,723,300 6,360,300 DEBT SERVICE 381,263 1,514,720 1,770,750 1,770,750 1,772,000 CAPITAL IMPROVEMENT PROJECT 12,767,079 10,853,104 61,008,147 59,058,147 14,297,200 ALL FUNDS - BY DEPARTMENT 60,370,044 67,720,146 134,296,295 142,362,056 96,229,800

COUNCIL &

COMMISSIONS

0.5%

CITY MANAGER/CITY
CLERK

3.1%

ADMINISTRATIVE

SERVICES

4.3%

FINANCE

4.3%

PLANNING

8.1%

PUBLIC SAFETY

18.7%

COMMUNITY SERVICES

8.4%

PUBLIC WORKS

26.7%

NON-DEPARTMENTAL

2.6%

RDA/SUCCESSOR AGENCY

6.6%

DEBT SERVICE

1.8%

CAPITAL IMPROVEMENT

PROJECT

14.9%
FY 2024-25 PROPOSED EXPENDITURES – ALL FUNDS

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
111-11-11 City Council 301,747 397,407 444,200 444,200 427,300 111-11-12 Planning Commission 20,372 18,586 27,100 27,100 27,400 111-11-13 Public Safety Commission 6,142 5,600 8,950 8,950 8,950 111-11-14 Parks and Recreation Commission 4,913 4,913 6,200 6,200 6,200 111-11-15 Public Works Commission 3,019 2,968 5,550 5,550 5,550 111-11-16 Senior Services Commission 2,867 2,968 3,100 3,100 3,100 COUNCIL & COMMISSIONS 339,061 432,442 495,100 495,100 478,500 111-12-11 City Manager/City Clerk 1,028,143 968,440 1,288,050 1,288,050 1,372,650 111-12-21 Legal Services 459,605 545,608 593,200 593,200 564,100 111-12-22 Community Promotion 510,547 529,317 798,050 806,050 824,150 CITY MANAGER/CITY CLERK 1,998,295 2,043,365 2,679,300 2,687,300 2,760,900 111-14-11 Management Services 1,353,156 1,052,727 1,139,616 1,139,616 1,254,700 111-14-12 Human Resources 320,238 404,928 491,300 491,300 688,650 111-14-13 Risk Management - - 624,650 688,300 686,300
111-14-14 IT Support - - - - 1,304,750
ADMINISTRATIVE SERVICES 1,673,394 1,457,655 2,255,566 2,319,216 3,934,400 111-15-11 Finance Admin 1,250,081 1,469,499 1,946,700 1,946,700 2,107,200 111-15-21 Business License 124,189 64,403 127,950 127,950 127,150 111-15-22 Water Billing (12,988) - - - -
111-15-23 Municipal Support 1,882,805 2,385,307 1,944,906 1,944,906 1,051,700 FINANCE 3,244,086 3,919,209 4,019,556 4,019,556 3,286,050 111-21-11 Planning Admin 1,247,263 1,739,440 2,111,550 2,021,550 2,527,400 111-21-21 Building & Safety 769,242 1,230,366 1,395,600 1,399,400 1,497,400 111-21-22 Residential Rehabilitation - 11,480 86,000 86,000 136,000 111-21-23 Commercial Rehabilitation 21,779 14,783 782,500 233,000 549,500 PLANNING 2,038,284 2,996,070 4,375,650 3,739,950 4,710,300 111-31-11 Public Safety Admin 881,332 726,764 801,600 801,600 875,400 111-31-21 Sworn Patrol 8,938,813 863,884 10,646,588 10,601,988 10,820,200 111-31-22 Non-Sworn Patrol 1,407,141 1,746,469 1,914,500 1,829,000 2,408,700 111-31-23 Code Enforcement 395,281 544,184 955,150 983,150 1,045,100 111-31-24 Support Services 592,274 643,267 726,200 793,050 837,200 111-31-25 Community Preservation - 254,166 713,300 722,300 800,800 PUBLIC SAFETY 12,214,842 4,778,733 15,757,338 15,731,088 16,787,400 111-41-11 Community Services Admin 575,355 826,264 953,950 953,950 946,000 111-41-21 Parks and Playgrounds 1,046,143 1,014,725 1,225,050 1,225,050 1,378,200 111-41-22 Aquatics 83,857 108,093 206,700 206,700 342,950 111-41-23 Sports 87,457 280,713 490,750 490,750 431,050 111-41-24 Instructional Classes/Special Events 41,758 64,693 287,200 287,200 292,950 111-41-25 Facilities 242,583 221,202 284,050 284,050 293,500 111-41-26 Paramount Education Partnership 187,686 90,537 188,600 188,600 195,500 111-41-27 Senior Services 377,529 429,888 370,150 370,150 402,550 111-41-28 Community Transportation 4,600 26,850 26,600 26,600 27,200 COMMUNITY SERVICES 2,646,967 3,062,966 4,033,050 4,033,050 4,309,900 111-51-11 Public Works Admin 775,933 840,654 859,400 867,700 949,600 111-51-21 Facility Maintenance 1,713,003 1,993,409 2,321,650 2,208,950 2,176,700 111-51-22 Landscape Maintenance 2,061,427 2,946,030 3,071,350 3,104,150 3,602,500 111-51-23 Vehicle Maintenance 484,849 625,910 867,900 867,900 919,950 111-51-24 Sustainability 11,109 134,308 220,750 226,750 202,500 111-52-21 Road Maintenance 532,318 724,627 798,650 799,050 672,050 111-52-22 Engineering 418,566 548,027 447,000 447,000 542,000 111-52-23 Water Production (17,406) - - - -
111-52-24 Water Distribution (22,307) - - - -
111-52-25 Water Customer Service (7,426) - 100,000 - 100,000 PUBLIC WORKS 5,950,067 7,812,964 8,686,700 8,521,500 9,165,300 111-70-11 Non-Departmental - - - 11,695,361 2,500,000
NON-DEPARTMENTAL - - - 11,695,361 2,500,000
111-90-51 Paramount Pool Replaster & Deck Repairs 1,508,461 - - - - 111-90-53 Progress Plaza Facility Improvements 136,572 - - - - 111-90-73 Civic Center Fountain Upgrades 11,950 - - - - 111-90-77 Carpet Replacement - Mariposa/Plaza 12,071 - - - - 111-91-34 Civic Center Monument Sign 60,000 31,942 - - - 111-91-35 Bus Shelters 169,955 769,397 - - -
111-91-38 Drought Tolerant Median Conversion 69,904 - - - - 111-91-51 Dills Park Informational Sign Replace 15,823 - - - - 111-91-54 Progress Park Plaza Amenities 65,691 - - - -

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
111-92-34 City Entry Monument Signs 24,152 92,382 - - - 111-92-36 Drought Tolerant Median Conversion (2022) 290,707 - - - - 111-92-38 Reclaim Water Extension Lakewood - 95,584 - - - 111-92-50 Sport Court Repairs 56,554 - - - -
111-92-51 Village Park Outdoor Restroom Upgrade 34,976 - - - - 111-92-52 Progress Park Outdoor Restroom Upgrade 29,300 - - - - 111-92-53 Community Garden Renovations 25,964 - - - -
111-92-55 Paramount Park Comm Ctr Exterior Imp 32,562 - - - - 111-92-56 Paramount Pk Gym/Pool Bldg Ext Repaint 91,000 - - - - 111-92-57 Paramount Park Picnic Shelter Renovation 129,692 - - - - 111-92-58 Dills Park Community Orchard 1,580 82,623 - - - 111-92-60 Progress Pk Art Piece & Exterior Light 24,999 - - - - 111-92-61 Progress Park Picnic Shelter - 45,016 - - -
111-92-62 Snack Shack Renovations 38,048 - - - -
111-92-63 Salud Park Walking Track Replacement 181,000 - - - - 111-92-64 Progress Plaza Exterior Design - 14,500 - - - 111-92-65 Gym Improvements - 1,870 - - -
111-92-69 Salud Park Fence Repair 15,075 - - - -
111-92-70 City Yard Roof Replacement 221,148 - - - -
111-92-71 Neighborhood Enhancement Program (2022) 104,628 - - - - 111-92-75 Clearwater Restroom Fixtures Upgrade 33,291 - - - - 111-92-77 Clearwater A/V System Replacement 68,269 42,795 - - - 111-92-78 City Hall Security Enhancement 20,331 12,560 - - - 111-92-79 City Yard Access System 8,628 - - - -
111-92-80 City Hall Conference Room Upgrade 19,727 32,684 - - - 111-92-81 Clearwater Flooring Replacement 13,804 - - - - 111-92-97 City Yard HVAC Replacement - 14,875 - - -
111-93-33 Curb AdDress Painting - 57,816 - - -
111-93-34 Traffic Circle Installation (Madison) - 11,945 - - - 111-93-35 Hunsaker Striping Improvements - 13,540 - - - 111-93-37 Paramount Park Sidewalk Improvement - 180,679 - - - 111-93-52 Spane Park Carpet Replacement - 13,055 - - -
111-93-53 Paramount Park/Pool Improvements - 57,472 - - - 111-93-54 Paramount Pool Interior Upgrades - 98,230 - - - 111-93-55 Paramount Park Improvements - 6,970 - - -
111-93-56 Paramount Park Picnic Structure - 15,793 - - - 111-93-57 Salud Park Portable Restroom - 96,482 - - -
111-93-70 Paramount Park Roof Replacement - 82,585 - - - 111-93-71 Neighborhood Enhancement Program (2023) - 78,389 - - - 111-93-73 City Hall Restroom Renovations - 18,000 - - - 111-93-76 City Yard Kitchen/Water Lab Renovations - 43,430 - - - 111-93-77 City Yard Fencing Repairs - 60,014 - - -
111-93-78 White Vinyl Fencing Replacement - 22,751 - - - 111-93-84 City Hall Kitchen Renovation - 103,304 - - -
111-93-86 City Hall Planning Dept Improvement - 29,179 - - - 111-93-87 City Hall Parking Lot - 15,433 - - -
111-93-92 Park Trash Cans - 8,151 - - -
CAPITAL IMPROVEMENT PROJECT 3,515,863 2,249,443 - - -
FUND 111 - GENERAL FUND 33,620,859 28,752,847 42,302,260 53,242,121 47,932,750 112-92-33 LA River Bridge Repairs - - 450,000 450,000 - 112-92-38 Reclaim Water Extension Lakewood - - 8,800 8,800 - 112-92-58 Dills Park Community Orchard - - 1,572,000 1,572,000 - 112-92-59 Dills Park Renovation - - 679,950 679,950 -
112-92-68 Mariposa Classroom Conversion - - 27,500 27,500 10,000 112-92-74 Emergency Operations Equipment - - 220,000 220,000 - 112-92-76 Civic Center Fountain Upgrade - - 465,000 465,000 900,000 112-92-77 Clearwater A/V System Replacement - - 144,750 144,750 - 112-92-79 City Yard Access System - - 18,400 18,400 -
112-92-80 City Hall Conference Room Upgrade - - 154,316 154,316 - 112-92-94 HVAC/Condensing Unit Repl Paramount Gym - - 97,000 97,000 - 112-92-98 Substation Boiler Replacement - - 20,000 20,000 - 112-93-50 All-American Park Playground Replacement - - 2,100 2,100 - 112-93-51 Progress Plaza Carpet Replacement - - 3,000 3,000 - 112-93-52 Spane Park Carpet Replacement - - 296,445 296,445 -

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
112-93-54 Paramount Pool Interior Upgrades - - 26,770 26,770 - 112-93-56 Paramount Park Picnic Structure - - 33,957 33,957 - 112-93-57 Salud Park Portable Restroom - - 33,518 33,518 - 112-93-58 Spane Park Facility Improvements - - 65,000 65,000 - 112-93-70 Paramount Park Roof Replacement - - 55,416 55,416 - 112-93-73 City Hall Restroom Renovations - - 76,000 76,000 - 112-93-74 City Hall Landscape & Irrigation Repairs - - 175,000 175,000 - 112-93-75 City Yard Restroom Renovation - - 396,500 446,500 - 112-93-85 Perimeter Wall on 70th Street - - 177,550 177,550 - 112-93-86 City Hall Planning Dept Improvement - - 25,821 25,821 - 112-93-87 City Hall Parking Lot - - 1,184,568 1,184,568 - 112-93-89 Senior Housing 16638-16675 Paramount - - 1,700,000 - - 112-93-91 Progress Park Exterior Lighting Repl - - 245,000 245,000 - 112-94-32 Traffic Safety Improvements (2024) - - 325,000 325,000 - 112-94-33 Gardendale Street Improvements - - 100,000 100,000 - 112-94-34 Alley Improvements (2024) - - 75,000 75,000 - 112-94-35 Median Enhancements-2024 - - 200,000 200,000 - 112-94-38 Guardrail Repairs - - 50,000 50,000 -
112-94-50 Park Monument Sign - - 195,000 195,000 -
112-94-51 Irrigation Valve Upgrades - - 35,000 35,000 - 112-94-52 Park Landscape Imorovement - - 35,000 35,000 - 112-94-54 Paramount Park Entry Improvement - - 50,000 50,000 - 112-94-55 All-American Park Picnic Shelter Replacement - - 120,000 120,000 - 112-94-59 All-American Park Fitness Equipment - - 80,000 80,000 - 112-94-61 Dills Park Playground Replacement - - 4,450 4,450 - 112-94-62 Somerset Ranch Pocket Park - - 47,500 47,500 - 112-94-63 All American Park Activity Center Design - - 50,000 50,000 - 112-94-64 Paramount Park Comm Center Expansion Design - - 15,000 15,000 - 112-94-70 Substation Roof Replacement - - 462,200 462,200 - 112-94-71 Neighborhood Enhancement Program (2024) - - 50,000 50,000 - 112-94-73 Substation Flooring Replacement - - 76,450 76,450 - 112-94-74 Substation Bldg Interior/Exterior Painting - - 70,000 70,000 - 112-94-75 City Yard Renovation - - 100,000 100,000 -
112-94-76 City Yard Gym Improvement - - 100,000 100,000 - 112-94-77 Veterans Memorial Renovation - - 352,000 352,000 - 112-94-80 Clearwater Bldg Interior Improvements - - 150,000 150,000 - 112-94-81 Property Purchase (16471 Paramount) - - 660,000 660,000 - 112-94-82 Paramount Saw / Museum Project - - 2,063,000 2,063,000 - 112-94-83 Community Enhancement Program - - 1,500,000 1,500,000 - 112-94-84 Business Attractions - - 566,916 566,916 -
112-94-85 15101 Paramount Blvd Project - - 277,600 277,600 - 112-94-87 City Hall Elecrtrical Upgrades - - 100,000 100,000 500,000 112-94-88 Park Facility Security Enhancement - - 80,000 80,000 - 112-94-89 Friday Night Market Lights - - 50,000 50,000 - 112-94-90 LED Lighting Conversion - - 87,950 87,950 -
112-94-92 Lighting Control system - - 250,000 250,000 - 112-94-93 Willdan Energy Audit Project - - 1,584,850 1,584,850 - 112-95-50 Zero-Depth Splash Park - - - - 152,000
112-95-70 Ficus Tree Removal - - - - 1,700,000
112-95-72 Utility Box Murals - - - - 215,000
112-95-73 Community Center Audio/Visual Upgrade - - - - 529,800 CAPITAL IMPROVEMENT PROJECT - - 18,317,277 16,667,277 4,006,800 FUND 112 - CAPITAL PROJECTS - - 18,317,277 16,667,277 4,006,800 211-14-11 Management Services 12,014 - 17,250 17,250 18,500 ADMINISTRATIVE SERVICES 12,014 - 17,250 17,250 18,500
211-15-11 Finance Admin 133,558 52,139 25,650 25,650 18,400 FINANCE 133,558 52,139 25,650 25,650 18,400
211-21-11 Planning Admin 1,620 90,230 108,050 108,050 112,550 211-21-22 Residential Rehabilitation - - 244,700 244,700 244,800 211-21-23 Commercial Rehabilitation 126,649 - - - -
PLANNING 128,269 90,230 352,750 352,750 357,350
211-31-11 Public Safety Admin 8,307 8,480 - - -
211-31-23 Code Enforcement 330,203 400,000 - - -
PUBLIC SAFETY 338,510 408,480 - - -

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
211-41-27 Senior Services - - 113,150 113,150 114,150
COMMUNITY SERVICES - - 113,150 113,150 114,150
211-51-21 Facility Maintenance 116,623 113,136 - - -
PUBLIC WORKS 116,623 113,136 - - -
211-94-34 Alley Improvements (2024) - - 413,300 413,300 - 211-94-91 Paramount Pool Heater Conversion - - 115,000 115,000 - 211-95-34 Annual Sidewalk Replacement-2015 - - - - 415,000 CAPITAL IMPROVEMENT PROJECT - - 528,300 528,300 415,000 FUND 211 - COMM DEV BLOCK GRANT (CDBG) 728,973 663,985 1,037,100 1,037,100 923,400 212-15-11 Finance Admin 30,132 22,705 9,750 9,750 9,850 FINANCE 30,132 22,705 9,750 9,750 9,850
212-21-11 Planning Admin - 8,096 21,550 21,550 19,950
212-21-22 Residential Rehabilitation 160,610 120,911 375,000 375,000 566,600 PLANNING 160,610 129,007 396,550 396,550 586,550
FUND 212 - HOME 190,742 151,712 406,300 406,300 596,400 213-31-25 Community Preservation - - 350,000 350,000 215,000 PUBLIC SAFETY - - 350,000 350,000 215,000
FUND 213 - HOME / ARP - - 350,000 350,000 215,000
214-21-11 Planning Admin 970 813 2,000 2,000 -
PLANNING 970 813 2,000 2,000 -
214-93-89 Senior Housing 16638-16675 Paramount - - 300,000 - - 214-95-70 Ficus Tree Removal - - - - 300,000
CAPITAL IMPROVEMENT PROJECT - - 300,000 - -
FUND 214 - PARAMOUNT HOUSING AUTHORITY 970 813 302,000 2,000 300,000 215-21-11 Planning Admin 7,465 32,898 - - -
215-21-22 Residential Rehabilitation 1,017 - - - -
215-21-23 Commercial Rehabilitation 91,693 96,771 - - - PLANNING 100,175 129,669 - - -
215-31-11 Public Safety Admin 126,802 - - - -
215-31-25 Community Preservation - 102,413 - - -
PUBLIC SAFETY 126,802 - - - -
FUND 215 - CDBG CORONAVIRUS (CARES ACT) 226,977 232,082 - - - 216-12-22 Community Promotion 5,613 64,790 - - -
CITY MANAGER/CITY CLERK 5,613 64,790 - - -
216-15-11 Finance Admin 3,000 1,450 - - -
FINANCE 3,000 1,450 - - -
216-21-23 Commercial Rehabilitation - 736,667 - - -
PLANNING - 736,667 - - -
216-31-21 Sworn Patrol - 8,105,644 - - -
216-31-25 Community Preservation - 207,252 - - -
PUBLIC SAFETY - 8,312,896 - - -
216-51-21 Facility Maintenance 31,862 - - - -
216-52-21 Road Maintenance 95,856 90,229 - - -
PUBLIC WORKS 127,718 90,229 - - -
216-92-66 Paramount Park Ballfield Lighting - 242,647 - - - 216-92-67 Progress Park Ballfield Lighting - 297,663 - - - 216-92-92 Paramount Park Int/Ext Led Lighting 16,308 - - - - 216-92-93 City Hall Led Retrofit Lighting 97,668 - - - - 216-93-71 Neighborhood Enhancement Program (2023) - 18,007 - - - 216-93-90 All-American Park Lighting Upgrades - 29,703 - - - CAPITAL IMPROVEMENT PROJECT 113,976 588,020 - - -
FUND 216 - AMERICAN RESCUE PLAN ACT OF 2021 (ARPA) 250,307 9,794,053 - - - 221-41-29 STAR (After School Program) 1,826,543 2,393,544 2,425,700 2,425,700 2,425,700 COMMUNITY SERVICES 1,826,543 2,393,544 2,425,700 2,425,700 2,425,700 FUND 221 - AFTER SCHOOL EDUCATION & SAFETY 1,826,543 2,393,544 2,425,700 2,425,700 2,425,700 222-51-22 Landscape Maintenance 199,224 54,092 175,000 175,000 175,000 222-52-21 Road Maintenance 1,046,003 1,071,731 1,175,900 1,175,900 1,279,950 222-52-22 Engineering 7,500 7,500 - - -

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
PUBLIC WORKS 1,252,727 1,133,323 1,350,900 1,350,900 1,454,950 FUND 222 - GAS TAX 1,252,727 1,133,323 1,350,900 1,350,900 1,454,950 223-31-22 Non-Sworn Patrol 201,547 82,693 100,000 100,000 100,000 PUBLIC SAFETY 201,547 82,693 100,000 100,000 100,000
FUND 223 - TRAFFIC SAFETY 201,547 82,693 100,000 100,000 100,000 224-51-11 Public Works Admin 13,641 - - - -
224-51-24 Sustainability 23,223 110,309 143,450 133,450 386,150 224-52-22 Engineering - - - 10,000 10,000
PUBLIC WORKS 36,863 110,309 143,450 143,450 396,150
FUND 224 - AB939 WASTE REDUCTION 36,863 110,309 143,450 143,450 396,150 225-15-11 Finance Admin 3,597 4,108 3,800 3,800 4,200
225-15-23 Municipal Support 14,103 1,650 10,000 10,000 - FINANCE 17,700 5,757 13,800 13,800 4,200
225-51-22 Landscape Maintenance - - 18,000 18,000 16,000 225-51-23 Vehicle Maintenance 146,504 47,234 49,050 49,050 49,050 PUBLIC WORKS 146,504 47,234 67,050 67,050 65,050
225-92-90 Ev Charging Stations 27,612 162,000 - - -
225-93-93 Ev Charging Stations Edison Charge Ready - 186,806 25,000 25,000 - CAPITAL IMPROVEMENT PROJECT 27,612 348,806 25,000 25,000 - FUND 225 - AB2766 SUBVENTION 191,816 401,797 105,850 105,850 69,250 226-21-11 Planning Admin - - 50,000 10,000 40,000
PLANNING - - 50,000 10,000 40,000
FUND 226 - DISABILITY ACCESS & EDUCATION - - 50,000 10,000 40,000 227-91-31 Neighborhood Street Resurfacing (2021) 1,000,000 - - - - 227-92-31 Neighborhood Street Resurfacing (2022) - 1,117,174 - - - 227-93-31 Neighborhood Street Resurfacing (2023) - 1,161,000 110,250 110,250 - 227-94-31 Neighborhood Street Resurfacing (2024) - - 1,322,150 1,322,150 - 227-95-31 Neighborhood Street Improvements-2015 - - - - 250,000 227-95-XX -- missing program title -- - - - - 1,000,000 CAPITAL IMPROVEMENT PROJECT 1,000,000 2,278,174 1,432,400 1,432,400 1,250,000 FUND 227 - ROAD MAINT & REPAIR ACT (RMRA) 1,000,000 2,278,174 1,432,400 1,432,400 1,250,000 231-12-11 City Manager/City Clerk 22,595 23,275 21,350 21,350 25,900 CITY MANAGER/CITY CLERK 22,595 23,275 21,350 21,350 25,900 231-14-11 Management Services 17,207 17,909 10,300 10,300 11,100 ADMINISTRATIVE SERVICES 17,207 17,909 10,300 10,300 11,100 231-15-11 Finance Admin 38,528 43,738 34,200 34,200 31,350 FINANCE 38,528 43,738 34,200 34,200 31,350
231-21-11 Planning Admin 18,898 20,221 35,438 35,438 -
PLANNING 18,898 20,221 35,438 35,438 -
231-31-11 Public Safety Admin 8,307 8,480 5,700 5,700 5,850 231-31-21 Sworn Patrol 95,545 89,604 110,000 110,000 110,000 PUBLIC SAFETY 103,851 98,084 115,700 115,700 115,850
231-41-11 Community Services 27,829 29,666 29,250 29,250 29,450 231-41-28 Community Transportation 458,859 611,453 654,000 654,000 682,300 COMMUNITY SERVICES 486,689 641,119 683,250 683,250 711,750 231-51-11 Public Works Admin 22,258 22,815 26,950 26,950 28,950 231-51-21 Facility Maintenance 17,182 23,579 26,250 143,950 144,550 PUBLIC WORKS 39,440 46,394 53,200 170,900 173,500
231-91-35 Bus Shelters 777,271 - - - -
231-92-73 Bus Stop Trash Cans 26,706 - - - -
231-93-81 Bus Benches & Trash Cans - - 400,000 400,000 - CAPITAL IMPROVEMENT PROJECT 803,977 - 400,000 400,000 - FUND 231 - PROPOSITION A 1,531,184 890,738 1,353,438 1,471,138 1,069,450 232-12-11 City Manager/City Clerk - 23,275 21,350 21,350 25,900 CITY MANAGER/CITY CLERK - 23,275 21,350 21,350 25,900
232-14-11 Management Services - 17,909 17,200 17,200 18,350 ADMINISTRATIVE SERVICES - 17,909 17,200 17,200 18,350
232-15-11 Finance Admin 8,987 41,830 34,200 34,200 31,350

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
FINANCE 8,987 41,830 34,200 34,200 31,350
232-51-11 Public Works Admin 22,497 22,935 26,950 26,950 28,950 232-52-22 Engineering 47,431 93,606 70,000 70,000 70,000 PUBLIC WORKS 69,928 116,541 96,950 96,950 98,950
232-91-37 Vermont Street Improvement 90,000 - - - -
232-92-30 Arterial Street Resurfacing (2022) - 850,000 - - - 232-93-30 Arterial Street Resurfacing (2023) - 355,471 566,529 566,529 - 232-94-30 Arterial Street Resurfacing (2024) - - 1,563,700 1,563,700 - 232-95-30 Arterial Street Resurfacing-2015 - - - - 1,000,000 232-98-33 Rosecrans Bridge Repair 19,992 8,087 19,000 19,000 - CAPITAL IMPROVEMENT PROJECT 19,992 8,087 19,000 19,000 - FUND 232 - PROPOSITION C 188,908 1,413,112 2,318,929 2,318,929 1,174,550 233-14-11 Management Services 17,353 - 17,200 17,200 18,350 ADMINISTRATIVE SERVICES 17,353 - 17,200 17,200 18,350
233-15-11 Finance Admin 37,019 7,262 34,200 34,200 31,350 FINANCE 37,019 7,262 34,200 34,200 31,350
233-51-11 Public Works Admin 24,297 25,938 11,900 11,900 12,950 233-52-22 Engineering 2,525 - - - -
PUBLIC WORKS 26,822 25,938 11,900 11,900 12,950
233-91-31 Neigborhood Street Resurfacing 343,394 - - - - 233-92-31 Neighborhood Street Resurfacing (2022) 163,150 81,900 - - - 233-93-31 Neighborhood Street Resurfacing (2023) - 141,153 483,900 483,900 - 233-94-35 Median Enhancements-2024 - - 14,200 14,200 1,150,000 233-95-31 Neighborhood Street Improvements-2015 - - - - 600,000 CAPITAL IMPROVEMENT PROJECT 506,544 223,053 498,100 498,100 1,750,000 FUND 233 - MEASURE R 587,738 256,252 561,400 561,400 1,812,650 234-14-11 Management Services 16,769 17,909 17,200 17,200 18,350 ADMINISTRATIVE SERVICES 16,769 17,909 17,200 17,200 18,350 234-15-11 Finance Admin 36,596 39,197 34,200 34,200 31,350 FINANCE 36,596 39,197 34,200 34,200 31,350
234-51-11 Public Works Admin 18,485 19,596 26,950 26,950 28,950 PUBLIC WORKS 18,485 19,596 26,950 26,950 28,950
234-91-31 Neigborhood Street Resurfacing 300,000 - - - - 234-91-32 WSAB Bikeway Phase 4 - - 95,000 95,000 -
234-92-30 Arterial Street Resurfacing (2022) 146,200 468,990 - - - 234-92-32 Traffic Signal Alondra/Passage 3,419 44,283 130,491 130,491 - 234-92-33 Traffic Signal Garfield/70Th 1,115 - 80,000 80,000 - 234-92-35 Traffic Safety Improvements 500 30,316 394,985 394,985 - 234-95-30 Arterial Street Resurfacing-2015 - - - - 400,000 234-99-32 WSAB Bikeway Phase 2 389,243 16,660 997,241 997,241 - CAPITAL IMPROVEMENT PROJECT 840,477 560,248 1,697,717 1,697,717 400,000 FUND 234 - MEASURE M 912,326 636,951 1,776,067 1,776,067 478,650 235-41-24 Instructional Classes/Special Events - - 132,200 132,200 138,950 235-41-28 Community Transportation - - 18,000 18,000 18,000 COMMUNITY SERVICES - - 150,200 150,200 156,950
235-92-54 Paramount Park Playground - - 322,000 322,000 - 235-92-59 Dills Park Renovation - - 563,650 563,650 300,000 235-93-54 Paramount Pool Interior Upgrades - - 259,000 259,000 - 235-94-60 Park Development Concept - - 285,000 285,000 - CAPITAL IMPROVEMENT PROJECT - - 1,579,850 1,579,850 456,950 FUND 235 - MEASURE A (SAFE CLEAN PARKS) - - 1,579,850 1,579,850 456,950 289-51-24 Sustainability 179,545 119,381 195,000 195,000 195,000 289-52-21 Road Maintenance 6,500 403,515 - - -
PUBLIC WORKS 186,045 522,896 195,000 195,000 195,000
289-92-95 Spane Park Stormwater Capture 290,239 271,416 335,530 335,530 100,000 289-93-36 Stormwater Catch Basin Inserts - 113,338 - - - 289-95-90 -- missing program title -- - - - - 415,000
CAPITAL IMPROVEMENT PROJECT 290,239 384,754 335,530 335,530 515,000 FUND 289 - MEASURE W (SAFE CLEAN WATER) 476,284 907,649 530,530 530,530 710,000 290-95-33 Railroad Crossing Pavement Light Repl - - - - 200,000

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
CAPITAL IMPROVEMENT PROJECT - - - - 200,000
FUND 290 - STORM DRAIN - - - - 200,000
292-12-22 Community Promotion 4,202 2,331 7,500 7,500 7,500 CITY MANAGER/CITY CLERK 4,202 2,331 7,500 7,500 7,500
292-21-11 Planning Admin - - - - 100,000
PLANNING - - - - 100,000
292-41-22 Aquatics - - - - 4,100
COMMUNITY SERVICES - - - - 4,100
292-91-16 Well #16 Design/Construction - - - - 30,000
292-91-77 Sculpture Commemorating 5-Female-Council 53,672 - - - - 292-92-60 Progress Pk Art Piece & Exterior Light 103,500 - - - - 292-92-72 Paramount Paints Program (2022) 55,250 - - - - 292-93-72 Paramount Paints Program (2023) - 40,380 - - - 292-94-54 Paramount Park Entry Improvement - - 49,500 49,500 - 292-94-72 Paramount Paints Program - - 90,000 90,000 -
292-94-77 Veterans Memorial Renovation - - 145,750 145,750 - 292-95-75 Let's Go Dad Art Piece - - - - 70,000
CAPITAL IMPROVEMENT PROJECT 212,422 40,380 285,250 285,250 100,000 FUND 292 - PUBLIC ART 216,624 42,711 292,750 292,750 211,600 293-14-11 Management Services - - - - 11,000
293-14-14 IT Support - - - - 5,000
ADMINISTRATIVE SERVICES - - - - 11,000
293-15-23 Municipal Support 4,181 4,356 5,000 5,000 -
FINANCE 4,181 4,356 5,000 5,000 -
293-91-75 Progress Plaza A/V Improvement 5,257 - - - -
293-94-79 Council Chamber Improvements - - - - 150,000
CAPITAL IMPROVEMENT PROJECT 5,257 - - - -
FUND 293 - PUBLIC ACCESS FEES 9,438 4,356 5,000 5,000 166,000 294-21-11 Planning Admin 120,248 68,689 476,750 91,750 518,000 PLANNING 120,248 68,689 476,750 91,750 518,000
FUND 294 - GENERAL PLAN 120,248 68,689 476,750 91,750 518,000 295-15-23 Municipal Support 3,506 9,126 3,700 3,700 3,700 FINANCE 3,506 9,126 3,700 3,700 3,700
295-51-22 Landscape Maintenance 8,780 3,160 8,600 8,600 8,600 295-52-22 Engineering 1,857 1,857 1,850 1,850 1,850
PUBLIC WORKS 10,637 5,017 10,450 10,450 10,450
FUND 295 - SERVICE ASSESSMENTS 14,142 14,143 14,150 14,150 14,150 296-12-22 Community Promotion - - 200,000 200,000 -
CITY MANAGER/CITY CLERK - - 200,000 200,000 -
296-21-11 Planning Admin 48,599 35,688 305,000 355,000 472,050 296-21-22 Residential Rehabilitation - - 241,000 11,000 681,100 296-21-21 Development Services - - 60,000 11,000 49,000 PLANNING 48,599 35,688 606,000 377,000 1,202,150
296-31-11 Public Safety Admin 47,074 3,364 - - -
296-31-21 Sworn Patrol 225,919 251,640 452,600 452,600 306,700 296-31-25 Community Preservation - 45,000 257,100 257,100 231,200 PUBLIC SAFETY 272,993 300,003 709,700 709,700 537,900
296-41-29 STAR (After School Program) 4,694 - - - -
COMMUNITY SERVICES 4,694 - - - -
296-51-11 Public Works Admin 698 2,762 - - -
296-51-21 Facility Maintenance 25,814 - - - -
296-51-22 Landscape Maintenance - 58,729 97,500 97,500 5,000 296-51-24 Sustainability - 38,454 41,650 41,650 113,000 296-52-21 Road Maintenance 48,502 60,271 69,700 69,700 61,250 296-52-22 Engineering 22,724 2,040 - - 31,650
PUBLIC WORKS 97,738 162,256 208,850 208,850 210,900
296-90-51 Paramount Pool Replaster & Deck Repairs 48,207 - - - - 296-91-32 WSAB Bikeway Phase 4 28,426 109,422 2,700,350 2,700,350 - 296-91-36 Alondra Blvd Widening 575,623 559,377 600,000 600,000 - 296-92-32 Traffic Signal Alondra/Passage - 28,570 303,330 303,330 -

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
296-92-35 Traffic Safety Improvements - - 250,000 250,000 - 296-92-37 WSAB Bikeway Phase 3 9,350 125,029 1,224,972 1,224,972 1,175,200 296-92-58 Dills Park Community Orchard - - 1,450,000 1,450,000 - 296-92-59 Dills Park Renovation 4,070 43,229 849,772 849,772 - 296-92-65 Gym Improvements - 212,178 - - -
296-92-68 Mariposa Classroom Conversion - - 250,000 250,000 - 296-93-58 Spane Park Facility Improvements - - 350,000 350,000 - 296-94-32 Traffic Safety Improvements (2024) - - 794,000 794,000 - 296-94-33 Hunsaker Traffic Safety Improvement - - 248,350 248,350 - 296-94-64 Paramount Park Comm Center Expansion Design - - - - 950,000 296-95-10 Installation of Services & Hydrants - - - - 200,000 296-95-32 Orange Parkway Improvements - - - - 775,000
296-98-33 Rosecrans Bridge Repair - - 2,001,000 2,001,000 - 296-99-32 WSAB Bikeway Phase 2 232,979 - 7,078,000 7,078,000 - CAPITAL IMPROVEMENT PROJECT 898,655 1,077,805 18,099,774 18,099,774 3,100,200 FUND 296 - OTHER GRANTS 1,322,679 1,575,752 19,824,324 19,595,324 5,051,150 297-12-22 Community Promotion - - 140,000 140,000 185,000 CITY MANAGER/CITY CLERK - - 140,000 140,000 185,000
297-21-11 Planning Admin - - 100,000 145,000 55,000
297-21-22 Residential Rehabilitation - - - - 257,300
PLANNING - - 100,000 145,000 312,300
297-31-25 Community Preservation - - 39,800 39,800 170,500 PUBLIC SAFETY - - 39,800 39,800 170,500
297-41-21 Parks and Playgrounds - - 65,000 65,000 75,000 297-41-22 Aquatics - - 85,000 85,000 25,000
297-41-23 Sports - - 20,000 20,000 30,000
297-41-24 Instructional Classes/Special Events - - 70,000 70,000 55,000 297-41-26 Paramount Education Partnership - - 4,000 4,000 7,000 297-41-27 Senior Services - - 10,000 10,000 20,000
297-41-28 Community Transportation - - 6,000 6,000 5,000 COMMUNITY SERVICES - - 260,000 260,000 217,000
297-51-22 Landscape Maintenance - - 100,000 100,000 -
297-51-24 Sustainability - - 100,000 - -
PUBLIC WORKS - - 200,000 100,000 -
297-92-58 Dills Park Community Orchard - - 68,000 68,000 - 297-93-54 Paramount Pool Interior Upgrades - - 32,000 32,000 - 297-93-87 City Hall Parking Lot - - - - 400,000
297-94-35 Median Enhancements-2024 - - 44,000 44,000 -
297-94-57 Paramount Gym Improvements - - 100,000 100,000 - 297-94-71 Neighborhood Enhancement Program (2024) - - 141,200 141,200 - 297-94-86 Electronic Message Boards - - 75,000 75,000 - 297-95-73 Community Center Audio/Visual Upgrade - - - - 170,200 CAPITAL IMPROVEMENT PROJECT - - 460,200 460,200 570,200 FUND 297 - COMMUNITY BENEFIT AGREEMENT - - 1,200,000 1,145,000 1,455,000 311-72-11 Debt Service Admin (GF) 381,263 1,514,720 1,770,750 1,770,750 1,772,000 DEBT SERVICE 381,263 1,514,720 1,770,750 1,770,750 1,772,000 FUND 311 - DEBT SERVICE 381,263 1,514,720 1,770,750 1,770,750 1,772,000 511-11-15 Public Works Commission 3,020 2,968 3,100 3,100 3,100 COUNCIL & COMMISSIONS 3,020 2,968 3,100 3,100 3,100
511-14-13 Risk Management - - 48,150 48,150 53,400
511-14-14 IT Support - - - - 1,950
ADMINISTRATIVE SERVICES - - 48,150 48,150 55,350
511-15-22 Water Billing 184,513 600,312 468,200 468,200 505,350 511-15-23 Municipal Support 56,060 68,598 36,500 36,500 48,250 FINANCE 240,573 668,910 504,700 504,700 553,600
511-51-11 Public Works Admin 862,239 1,480,588 1,407,500 1,442,500 1,466,050 511-51-23 Vehicle Maintenance - 1,198 27,000 27,000 27,000 511-51-24 Sustainability - 130,136 37,750 37,750 62,300 511-52-23 Water Production 6,190,542 6,742,991 7,475,750 7,482,750 8,109,350 511-52-24 Water Distribution 1,360,154 1,955,291 2,213,700 2,316,700 3,379,500 511-52-25 Water Customer Service 124,758 370,580 351,400 351,400 369,100 PUBLIC WORKS 8,537,693 10,680,783 11,513,100 11,658,100 13,413,300

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
511-91-16 Well #16 Design/Construction 3,675,357 1,375,292 285,000 285,000 140,000 511-92-10 Installation of Services & Hydrants 124,935 - - - - 511-92-11 Annual Valve Replacement 18,061 - - - -
511-92-12 Property Acquisition for Water Infrastru 623,713 - - - - 511-93-10 Installation of Services & Hydrants - 166,185 - - - 511-94-10 Installation of Services & Hydrants (2024) - - 100,000 100,000 - 511-94-11 Annual Valve Replacement (2024) - - 25,000 25,000 - 511-94-12 Water Main Improvements Design Upgrades - - 65,000 65,000 - 511-94-13 Monitoring Wells Installation - - 124,800 124,800 - CAPITAL IMPROVEMENT PROJECT 4,442,066 1,541,478 599,800 599,800 140,000 FUND 511 - PARAMOUNT MUNICIPAL WATER 13,223,352 12,894,139 12,668,850 12,813,850 14,165,350 521-15-23 Municipal Support 60,460 41,135 413,450 413,450 150,000 FINANCE 60,460 41,135 413,450 413,450 150,000
521-21-21 Building & Safety - - 2,000 2,000 -
PLANNING - - 2,000 2,000 -
521-31-21 Sworn Patrol - - 50,000 - 50,000
521-31-22 Non-Sworn Patrol - - 6,000 6,000 -
PUBLIC SAFETY - - 56,000 6,000 50,000
521-41-11 Community Services - - 4,500 4,500 -
521-41-21 Parks and Playgrounds - - 87,150 87,150 90,000 521-41-22 Aquatics - - 6,300 6,300 15,100
521-41-23 Sports - - 92,600 92,600 10,000
521-41-25 Facilities - - 37,500 37,500 13,000
521-41-26 Paramount Education Partnership - - - - 3,500 521-41-27 Senior Services - - 70,750 70,750 7,000
COMMUNITY SERVICES - - 304,800 304,800 138,600
521-51-21 Facility Maintenance - - 304,000 229,000 107,000 521-51-22 Landscape Maintenance - - 180,000 - 180,000
521-52-21 Road Maintenance - - 160,000 - 178,000
PUBLIC WORKS - - 644,000 229,000 465,000
521-93-79 Community Center A/V - 18,627 55,000 55,000 - 521-93-80 Mariposa A/V Replacement - 14,657 60,000 60,000 - 521-93-82 City Hall Furniture Replacement - 281,623 94,266 94,266 - 521-93-83 City Hall Conference Room Furniture Repl - 32,477 - - - 521-94-78 City Yard Furniture Replacement - - 500,000 500,000 - 521-94-79 Council Chamber Improvements - - 150,000 150,000 - 521-95-71 Neighborhood Enhancement Program (2015) - - - - 100,000 CAPITAL IMPROVEMENT PROJECT - 347,385 1,860,066 1,395,066 753,600 FUND 521 - EQUIPMENT REPLACEMENT 60,460 388,520 2,273,516 1,808,516 903,600 614-71-11 Redevelopment Agency Admin 1,797,074 1,117,085 5,736,100 5,723,300 6,360,300 RDA/SUCCESSOR AGENCY 1,797,074 1,117,085 5,736,100 5,723,300 6,360,300 FUND 614 - RDA OBLIGATION RETIREMENT FUND 1,797,074 1,117,085 5,736,100 5,723,300 6,360,300 CITYWIDE ALL FUNDS 60,370,044 67,720,146 120,705,641 128,771,402 96,229,800 Expenditure Summary by Fund
FUND 111 - GENERAL FUND 33,620,859 28,752,847 42,302,260 53,242,121 47,932,750 FUND 112 - CAPITAL PROJECTS - - 18,317,277 16,667,277 4,006,800 FUND 211 - COMM DEV BLOCK GRANT (CDBG) 728,973 663,985 1,037,100 1,037,100 923,400 FUND 212 - HOME 190,742 151,712 406,300 406,300 596,400 FUND 213 - HOME / ARP - - 350,000 350,000 215,000
FUND 214 - PARAMOUNT HOUSING AUTHORITY 970 813 302,000 2,000 300,000 FUND 215 - CDBG CORONAVIRUS (CARES ACT) 226,977 232,082 - - - FUND 216 - AMERICAN RESCUE PLAN ACT OF 2021 (ARPA) 250,307 9,794,053 - - - FUND 221 - AFTER SCHOOL EDUCATION & SAFETY 1,826,543 2,393,544 2,425,700 2,425,700 2,425,700 FUND 222 - GAS TAX 1,252,727 1,133,323 1,350,900 1,350,900 1,454,950 FUND 223 - TRAFFIC SAFETY 201,547 82,693 100,000 100,000 100,000 FUND 224 - AB939 WASTE REDUCTION 36,863 110,309 143,450 143,450 396,150 FUND 225 - AB2766 SUBVENTION 191,816 401,797 105,850 105,850 69,250 FUND 226 - DISABILITY ACCESS & EDUCATION - - 50,000 10,000 40,000 FUND 227 - ROAD MAINT & REPAIR ACT (RMRA) 1,000,000 2,278,174 1,432,400 1,432,400 1,250,000 FUND 231 - PROPOSITION A 1,531,184 890,738 1,353,438 1,471,138 1,069,450

EXPENDITURE SUMMARY BY FUND/DEPT/DIVISION
Division Program Title
FY 2021-22
Actual
FY 2022-23
Actual 4
FY 2023-24
Revised
FY 2023-24
Estimated 8
FY 2024-25
Proposed
FUND 232 - PROPOSITION C 188,908 1,413,112 2,318,929 2,318,929 1,174,550 FUND 233 - MEASURE R 587,738 256,252 561,400 561,400 1,812,650 FUND 234 - MEASURE M 912,326 636,951 1,776,067 1,776,067 478,650 FUND 235 - MEASURE A (SAFE CLEAN PARKS) - - 1,579,850 1,579,850 456,950 FUND 289 - MEASURE W (SAFE CLEAN WATER) 476,284 907,649 530,530 530,530 710,000 FUND 290 - STORM DRAIN - - - - 200,000
FUND 292 - PUBLIC ART 216,624 42,711 292,750 292,750 211,600 FUND 293 - PUBLIC ACCESS FEES 9,438 4,356 5,000 5,000 166,000 FUND 294 - GENERAL PLAN 120,248 68,689 476,750 91,750 518,000 FUND 295 - SERVICE ASSESSMENTS 14,142 14,143 14,150 14,150 14,150 FUND 296 - OTHER GRANTS 1,322,679 1,575,752 19,824,324 19,595,324 5,051,150 FUND 297 - COMMUNITY BENEFIT AGREEMENT - - 1,200,000 1,145,000 1,455,000 FUND 311 - DEBT SERVICE 381,263 1,514,720 1,770,750 1,770,750 1,772,000 FUND 511 - PARAMOUNT MUNICIPAL WATER 13,223,352 12,894,139 12,668,850 12,813,850 14,165,350 FUND 521 - EQUIPMENT REPLACEMENT 60,460 388,520 2,273,516 1,808,516 903,600 FUND 614 - RDA OBLIGATION RETIREMENT FUND 1,797,074 1,117,085 5,736,100 5,723,300 6,360,300 CITYWIDE ALL FUNDS 60,370,044 67,720,146 120,705,641 128,771,402 96,229,800

AUTHORIZED POSITION SUMMARY
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
FY 2024-25
Proposed
Full-Time Positions
City Manager/City Clerk* 4.0 4.0 4.0 5.0 5.0
Administrative Services 8.0 8.0 6.0 5.0 5.0
Finance 9.0 10.0 9.0 12.0 12.0
Planning 8.0 8.0 8.0 9.0 10.0
Public Safety 19.0 19.0 19.0 19.0 19.0
Community Services 10.0 9.0 10.0 10.0 10.0
Public Works 32.0 32.0 32.0 33.0 35.0
Total Full Time Positions 90.0 90.0 88.0 93.0 96.0
Part-Time Hours
City Manager/City Clerk* 2,600 2,600 2,600 1,456 1,456
Administrative Services 8,008 8,008 9,100 7,800 10,016
Finance 11,648 11,284 11,284 10,660 9,100
Planning 5,200 5,200 6,500 6,500 2,600
Public Safety 13,854 13,854 16,866 16,866 16,866
Community Services 138,708 136,012 127,725 144,925 126,728 Public Works 39,260 40,300 40,300 46,800 52,000
Total Part-Time Hours 219,278 217,258 214,375 235,007 218,766 *Includes City Attorney
200,000
205,000
210,000
215,000
220,000
225,000
230,000
235,000
240,000

0.0 10.0

20.0 30.0

40.0 50.0

60.0 70.0

80.0 90.0
100.0
110.0
120.0
130.0
140.0
150.0
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Proposed Part-Time Hours
Full Time Positions

AUTHORIZED POSITION DETAILS
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
Proposed
FY 2024-25
City Attorney (Contract) 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk - - - 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
City Manager/City Clerk/City Attorney 4.00 4.00 4.00 5.00 5.00 Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Graphic Artist/Social Media Coordinator 1.00 1.00 1.00 - - Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Information Technology (IT) Analyst I 1.00 1.00 - - -
Information Technology (IT) Manager 1.00 1.00 - - -
Management Analyst 1.00 1.00 1.00 1.00 1.00
Public Information Officer 1.00 1.00 1.00 1.00 1.00
Senior IT Analyst - - - - -
Administrative Services 8.00 8.00 6.00 5.00 5.00
Accounting & Budget Manager - - - 1.00 1.00
Accounting Specialist - - - 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Assistant Finance Director 1.00 1.00 1.00 1.00 1.00 (a) Finance Director 1.00 1.00 1.00 1.00 1.00
Finance Supervisor 1.00 1.00 1.00 1.00 1.00
Finance Technician 3.00 3.00 2.00 2.00 2.00
Financial Services Manager - - - - 1.00
Payroll Technician 1.00 1.00 1.00 1.00 1.00
Project/Program Manager - - - 1.00 -
Senior Accountant 1.00 2.00 2.00 2.00 2.00
Finance 9.00 10.00 9.00 12.00 12.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Assistant Planner - - - - 1.00
Assistant Planning Director 1.00 1.00 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Building and Safety Inspector 2.00 2.00 2.00 2.00 2.00
Building and Safety Manager 1.00 1.00 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Office Assistant II - - - 1.00 1.00
Planning Director 1.00 1.00 1.00 1.00 1.00
Planning 8.00 8.00 8.00 9.00 10.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Assistant Public Safety Director 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 3.00 3.00 3.00 3.00 3.00
Code Enforcement Supervisor - - - - 1.00
Community Service Officer 7.00 7.00 7.00 7.00 7.00
Community Service Officer Supervisor 1.00 1.00 1.00 1.00 1.00 Management Analyst 1.00 1.00 2.00 1.00 1.00
Management Analyst II 1.00 1.00 - - -
Office Assistant II 1.00 1.00 1.00 1.00 1.00
Parking Control Officer 1.00 1.00 1.00 1.00 1.00
Project/Program Manager - - - 1.00 1.00
Public Safety Director 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 -
Public Safety 19.00 19.00 19.00 19.00 19.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Assistant Community Services Director 1.00 1.00 1.00 1.00 1.00 Community Services Supervisor 3.00 3.00 3.00 4.00 4.00

AUTHORIZED POSITION DETAILS
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
Proposed
FY 2024-25
Community Services Director 1.00 1.00 1.00 1.00 1.00
Community Services Specialist 1.00 1.00 1.00 - -
Management Analyst 1.00 1.00 1.00 1.00 1.00
Office Assistant II 1.00 - 1.00 1.00 1.00
Senior Services Program Supervisor 1.00 1.00 1.00 1.00 1.00 Community Services 10.00 9.00 10.00 10.00 10.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Assistant Public Works Director 1.00 1.00 1.00 1.00 1.00 Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00
Maintenance Worker 8.00 8.00 8.00 8.00 8.00
Management Analyst - - - 1.00 1.00
Office Assistant II 1.00 1.00 1.00 1.00 1.00
Project/Program Manager 1.00 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00 1.00
Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Senior Maintenance Worker 6.00 6.00 6.00 6.00 6.00
Senior Water Operator 3.00 3.00 3.00 3.00 3.00
Warehouse Attendant 1.00 1.00 1.00 1.00 1.00
Water Operator 4.00 4.00 4.00 4.00 5.00 (b)
Water Quality Specialist - - - - 1.00 (a)
Water Superintendent 1.00 1.00 1.00 1.00 1.00
Water Supervisor 1.00 1.00 1.00 1.00 1.00
Public Works 32.00 32.00 32.00 33.00 35.00
AUTHORIZED POSITIONS CITYWIDE 90.00 90.00 88.00 93.00 96.00 (a) Frozen for FY25
(b) 1 of 5 Water Operator frozen for FY25

DEPARTMENT BUDGET DETAILS

CITY COUNCIL/ COMMISSIONS
The City Council is composed of five members who are elected by the voters of Paramount for four-year, overlapping terms. Each year, the City Council chooses a Mayor and a Vice Mayor from among its members whose responsibilities are to chair Council meetings, attest to the official actions of the City, and otherwise represent the City. The City Council establishes policy direction for the City; approves ordinances, resolutions, and contracts; and appoints the City Manager and City Attorney.

With the approval of the City Council, the Mayor appoints five commissions (Planning, Public Safety, Parks & Recreation, Public Works, and Senior Services) which serve as advisory bodies to the City Council. These commissions review issues within their respective areas and make recommendations for the City Council’s consideration.

Below is a chart showing the organization of the City Council and its commissions. A department summary combining all activities is shown on the next page. A detailed description of the activity can be found on the following pages.

Paramount
Voters
City Council
Planning
Commission
Public Safety
Commission
Parks &
Recreation
Commission
Public Works
Commission
Senior Services
Commission

COUNCIL & COMMISSIONS SUMMARY
Department Funding Source
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
111 - General Fund 339,061 432,442 495,100 495,100 478,500 511 - Paramount Municipal Water 3,020 2,968 3,100 3,100 3,100 TOTAL 342,081 435,411 498,200 498,200 481,600
Expenditure by Division/Fund
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
[111-11-11] City Council 301,747 397,407 444,200 444,200 427,300 [111-11-12] Planning Commission 20,372 18,586 27,100 27,100 27,400 [111-11-13] Public Safety Commission 6,142 5,600 8,950 8,950 8,950 [111-11-14] Parks and Recreation Commission 4,913 4,913 6,200 6,200 6,200 [111-11-15] Public Works Commission 3,019 2,968 5,550 5,550 5,550 [511-11-15] Public Works Commission 3,020 2,968 3,100 3,100 3,100 [111-11-16] Senior Services Commission 2,867 2,968 3,100 3,100 3,100 TOTAL COUNCIL & COMMISSIONS 342,081 435,411 498,200 498,200 481,600 Expenditure Type
FY 2024-25
Proposed
Salary & Benefits 221,750
Maintenance & Operations 259,850
Total by Expenditure Type 481,600
Salary &
Benefits
46%
Maintenance
& Operations
54%
FY 2024-25 PROPOSED BUDGET

The City Council is the City's policy-making body. It provides direction for all City programs, such as planning and economic development, police protection, water service and delivery, street maintenance, park maintenance, and capital improvement programming.

The City Council conducts monthly public meetings for the purpose of taking formal action. The Council approves ordinances, resolutions, contracts, and City expenditures. It provides liaison to elected representatives of the state and federal government and represents the City at formal public events.

In addition, the City Council approves all appointments to City commissions, presents proclamations and special awards, approves specialized permit requests, appoints the City Manager and City Attorney, and approves the City's budget. [11-11] CITY COUNCIL
Account - Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
4112 - Council/Commissioners Pay 64,330 64,741 64,700 64,700 64,700 4123 - Transportation Allowance 11,100 11,285 11,100 11,100 11,100 4211 - Health Insurance 56,886 75,908 67,950 67,950 71,100 4212 - Life Insurance 318 430 300 300 300
4213 - Disability Insurance 329 782 550 550 550
4215 - Worker'S Compensation 910 1,008 700 700 700
4216 - Medicare 1,360 1,574 1,100 1,100 1,100
4217 - PERS 19,969 21,130 5,450 5,450 7,900
4218 - Deferred Compensation - - 3,000 3,000 3,500
4220 - Other Retirement Benefit - POB - - - 10,550 10,200 4221 - Dental Insurance - - 6,600 6,600 7,050
4222 - Vision Insurance - - 1,350 1,350 1,550
Salary & Benefits Total 155,201 176,858 162,800 173,350 179,750 5140 - Office Supplies 4,179 3,029 3,000 3,000 3,000
5151 - Professional/Technical Services 53,407 96,971 110,800 110,800 112,800 5171 - Conferences/Seminars/Meeting Expens 30,564 52,782 92,650 92,650 64,100 5172 - Organization Memberships 58,396 60,402 64,400 64,400 67,650 5997 - Debt Service Charges - - 10,550 - -
Maintenance & Operations Total 146,546 213,184 281,400 270,850 247,550 8112 - Computer Equipment - 7,366 - - -
Capital Outlay Total - 7,366 - - -
[11-11] CITY COUNCIL 301,747 397,407 444,200 444,200 427,300

The Planning Commission is a judicial decision-making body with authority over a variety of land use and legislative matters that makes recommendations to the City Council in regard to planning and development issues.

The Commission reviews all conditional use permits, variances, land divisions, plot plans, and zoning ordinance amendments. The Commissions conducts one monthly meeting during which it also serves as the City's Development Review Board and Economic Development Board. The Development Review Board reviews exterior design of all proposed development in the City except for homes in the R-1 zone.

Approximately 30 site development plans will be reviewed by the Board in the coming year.
[11-12] PLANNING COMMISSION
Account - Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
4112 - Council/Commissioners Pay 12,250 13,750 15,000 15,000 15,000 4215 - Worker'S Compensation 112 124 150 150 150
4216 - Medicare 178 200 250 250 250
Salary & Benefits Total 12,540 14,073 15,400 15,400 15,400 5171 - Conferences/Seminars/Meeting Expens 7,831 4,513 11,700 11,700 12,000 Maintenance & Operations Total 7,831 4,513 11,700 11,700 12,000 [11-12] PLANNING COMMISSION 20,372 18,586 27,100 27,100 27,400

The Public Safety Commission is an advisory board which makes recommendations to the City Council regarding such topics as police services, City public safety programs, and other issues which the City Council may refer to the Commission. The Public Safety Commission also acts as a forum to consider residents' concerns regarding law enforcement issues.

The Public Safety Commission conducts one regular meeting per month and also acts as the Board of Appeals for Code Enforcement cases that are appealed by residents or business owners. The Board of Appeals only meets when necessary to hear a case, usually twice per year.
[11-13] PUBLIC SAFETY COMMISSION
Account - Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
4112 - Council/Commissioners Pay 6,000 5,300 8,400 8,400 8,400 4215 - Worker'S Compensation 55 48 100 100 100
4216 - Medicare 87 77 150 150 150
Salary & Benefits Total 6,142 5,425 8,650 8,650 8,650
5171 - Conferences/Seminars/Meeting Expens - 175 300 300 300 Maintenance & Operations Total - 175 300 300 300
[11-13] PUBLIC SAFETY COMMISSION 6,142 5,600 8,950 8,950 8,950

The Parks and Recreation Commission is an advisory board which makes recommendations to the City Council regarding recreation and community service programs including evaluating funding requests from community organizations.

The Parks and Recreation Commission conducts one regular meeting per month. [11-14] PARKS & RECREATION COMMISSION
Account - Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
4112 - Council/Commissioners Pay 4,800 4,800 6,000 6,000 6,000 4215 - Worker'S Compensation 44 43 100 100 100
4216 - Medicare 70 70 100 100 100
Salary & Benefits Total 4,913 4,913 6,200 6,200 6,200
[11-14] PARKS & RECREATION COMMISSION 4,913 4,913 6,200 6,200 6,200

The Public Works Commission is an advisory board which makes recommendations to the City Council on topics such as traffic safety measures, including requests for stop signs and parking restrictions. The Public Works Commission also serves as a forum for considering residents' concerns regarding public works issues, such as roads, maintenance and landscaping.

The Public Works Commission conducts one regular meeting per month. [11-15] PUBLIC WORKS COMMISSION
Account - Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
4112 - Council/Commissioners Pay 5,900 5,800 8,400 8,400 8,400 4215 - Worker'S Compensation 54 52 100 100 100
4216 - Medicare 86 84 150 150 150
Salary & Benefits Total 6,039 5,936 8,650 8,650 8,650
[11-15] PUBLIC WORKS COMMISSION 6,039 5,936 8,650 8,650 8,650

The Senior Services Commission is an advisory board which makes recommendations to the City Council regarding senior service programs and issues.

The Senior Services Commission conducts one regular meeting every other month. [11-16] SENIOR SERVICES COMMISSION
Account - Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Revised
FY 2023-24
Estimated
FY 2024-25
Proposed
4112 - Council/Commissioners Pay 2,800 2,900 3,000 3,000 3,000 4215 - Worker'S Compensation 27 26 50 50 50
4216 - Medicare 41 42 50 50 50
Salary & Benefits Total 2,867 2,968 3,100 3,100 3,100
[11-16] SENIOR SERVICES COMMISSION 2,867 2,968 3,100 3,100 3,100

City of Paramount, CA FY 2024-25 Proposed Budget

COMMUNITY PROMOTION
The Community Promotion activity provides direct support to various segments of the community by funding special activities, events, and celebrations, and supporting local athletic and community groups. Funds are also provided by the City Council for activities designed to establish effective relationships with the business, private, and public sectors of the community.

During the year, for example, the Community Promotion Program will sponsor community-oriented promotional events such as luncheons, faires, athletic events, holiday celebrations, and other events.

As shown below, the Community Promotion Program is organized into a single activity. A detailed description of this activity can be found on the following pages.

City Council
Community
Promotion