Pico Rivera City Council
February 25, 2025

D. Relocation Assistance. As a condition of a Mobilehome Park Closure, Conversion or Change of Use, an Applicant shall be required to employ a Relocation Specialist and provide relocation assistance to Residents in an amount not to exceed the reasonable costs of relocation. The minimum relocation assistance required shall be determined based on the Department' sprocedures and guidelines.

1. Eligibility for Relocation Assistance. A Resident who has received a Notice of Intent from the Applicant is entitled to relocation assistance.

2. Protections.
a. No Applicant shall require any Resident to waive his or her rights to relocation assistance as a condition of renting a Mobilehome Space in the Mobilehome Park.
b. Residents who are eligible for relocation assistance shall be entitled to the assistance required by the Department, consistent with this Section, as a condition of Closure, Conversion or Change of Use even if they move out of the Mobilehome Park before a final determination on the Relocation Impact Report.

3. Reasonable Cost of Relocation. Reasonable cost of relocation includes a moving allowance and other applicable types of relocation assistance based on the Relocation
procedures
Impact
and guidelines.

Report and set forth in this Section and the Department' s E. Relocation Impact Report. The Relocation Impact Report shall be in compliance with this Section and set forth the impact of the Closure, Conversion or Change of Use upon the Residents who will be displaced.

1. Timing for Filing Relocation Impact Report. A Relocation Impact Report, prepared by an Applicant or Relocation Specialist, must be filed with the Department within one hundred twenty ( 120) days of Applicant providing a Notice of Intent to the Residents. Applicant must use a Relocation Specialist to assist Residents as required by this Section and the Department' sprocedures and guidelines.

2. No Closure, Conversion, or Change of Use Until Approval of Relocation Impact Report. No Applicant shall cause or permit the filing of an application for Closure, Conversion or Change of Use with the City' s Department and/ or permit the Closure, Conversion or Change of Use of a Mobilehome Park until the Relocation Impact Report has been reviewed and approved, which will enable each displaced Resident to relocate into Comparable Housing.

3. Contents of Relocation Impact Report. A Relocation Impact Report shall contain the following information:
a. Resident Information.
i) The names and address of all Residents within the
Mobilehome Park; and
ii) The total number of Residents, categorized on a space by space basis identifying the following categories:

ORDINANCE NO. 1153

Mobilehome;
the chronically ill; and
older.
a) If the Residents are owners or renters of the
b) Residents under the age of eighteen ( 18);
c) Residents who are physically disabled, including
d) Residents who are sixty- two (62) years of age or
b. Converting Mobilehome Park Information.
i) A legal description of the property;
ii) The age of the Mobilehome Park;
iii) The proposed schedule for Closure, Conversion or
Change of Use of the Mobilehome Park;
iv) A description of any proposed new use for the
Mobilehome Park, including the approximate number of proposed residential units, if any;
v) The number of Mobilehomes existing in the Mobilehome Park, length of occupancy by the current Resident of each Mobilehome Space, and the current Rent for each Mobilehome Space; and
vi) A site plan of the Mobilehome Park showing all
Mobilehome Spaces within the Mobilehome Park, identified by number. c. Comparable Housing Information.
i) Applicant shall provide information regarding the
availability of Comparable Housing.
ii) Each Comparable Housing shall be identified by: (A) name and address; (B) age; (C) lease or rental rates; (D) terms, policies, and restrictions on the types of homes and residents accepted; an estimate of number of replacement spaces within each Mobilehome Park as of the date of survey. d. Relocation Assistance Information. The Applicant shall state how relocation assistance will be implemented to comply with this Section. The Relocation Impact Report shall include the following:
i) Applicant' s procedure to accommodate the Residents or Mobilehomes that are not able to relocate and the specific relocation assistance and options available to each Resident;
ii) Identification of the Relocation Specialist assisting the Residents in finding and moving to Comparable Housing;
iii) The specific relocation assistance and options proposed shall be provided to each Resident by certified or registered mail at least fifteen ( 15) days prior to filing the Relocation Impact Report with the Department. Proof of service via personal service or certified mail return receipt requested of the specific relocation assistance and options proposed to the Residents of the Mobilehome Park must be provided to the Department at the time of filing of the Relocation Impact Report; ORDINANCE NO. 1153

iv) Proposed measures to mitigate the adverse impacts of the Mobilehome Park Closure, Conversion or Change of Use on the Residents in the Mobilehome Park; and
v) An appraisal if a displaced Resident cannot obtain
Comparable Housing in another Mobilehome Park, in compliance of Government Code section 65863. 7.
e. Any other information and mitigation measures as the Department shall deem necessary, as set forth in its procedures and guidelines.

4. Failure to Prepare Relocation Impact Report.
a. The failure of an Applicant to prepare a complete Relocation Impact Report within the time required pursuant to this Section is hereby determined to have a severely adverse economic effect on Residents due to the delay in providing necessary relocation assistance which would result from such failure. Such failure is hereby determined to be a public nuisance.
b. If the Applicant fails to prepare or cause to be prepared a Relocation Impact Report within such required time, the Department shall cause such Relocation Impact Report to be prepared at the expense of the Applicant. Failure of the Applicant to reimburse the City for such cost within thirty (30) days of receipt of such statement, may resulting in potential fines and penalties assessed against the Applicant.

F. Hearing and Notice.

1. Department Review of the Relocation Impact Report. The Oversight Party shall not be required to take any action to hold public hearings to consider a Relocation Impact Report until the Department has had a reasonable time, not to exceed thirty ( 30) days, within which to verify that the Relocation Impact Report is complete and contains all of the information required by this Section. If the Department determines that the Relocation Impact Report does not contain all of the information required by this Section, it shall set forth in writing the specific deficiencies.

2. Setting of Hearing. The Department will deem a Relocation Impact Report complete and shall set a time, date, and place for hearing to take place not less than sixty ( 60) days after the date the Department determines the Relocation Impact Report is complete and upon Applicant payment of any applicable fees in accordance with this Section and the Department' sprocedures and guidelines. The secretary of the Oversight Party or Department staff may give such additional notice as it deems necessary or desirable. Such time may be extended to the extent necessary to comply with any State regulations, including the California Environmental Quality Act.

3. Notice of Hearing. The Department shall provide Applicant a Notice of Hearing containing a general explanation of the matters to be considered by the Oversight Party and any other information as the Department shall deem necessary, as set forth in the procedures and guidelines.

ORDINANCE NO. 1153

a. Applicant shall furnish a written Notice of Hearing to each Resident proposed to be displaced in the Mobilehome Park at least sixty (60) days prior to the hearing informing Residents that the Applicant will appear at the Oversight Party for review and approval of a Relocation Impact Report. b. Applicant shall provide a copy of the Relocation Impact Report to each Resident proposed to be displaced in the Mobilehome Park, which shall include the appraisal of the Mobilehome owned or resided in by that particular Resident.

Applicant, at his or her expense, must provide the Relocation Impact Report in English and the language in which the Rental Agreement was negotiated or written. c. Applicant must provide a proof of service, on a form approved by the Department, of the Notice of Hearing sent to each Resident within ten ( 10) days of the hearing before the Oversight Party.
d. The Oversight Party shall not hold any hearing on the Relocation Impact Report or render a decision thereon before the Applicant has satisfactorily verified that the Residents have been notified as required by State and this Chapter.
e. The Applicant shall pay all costs associated with providing notices, including any publishing and postage expenses and translation expenses.

G. Findings and Decision.

1. The Oversight Party shall conduct a hearing to review the Relocation Impact Report at the noticed date and time. The Oversight Party may consider all relevant evidence presented at the hearing and shall render its findings and decision within thirty (30) days therefrom. The secretary of the Oversight Party or Department staff assigned by the Director shall mail the Oversight Party' sdecision within ten ( 10) days after it is rendered to the Applicant, Residents and to all persons who have filed a written request for notification. The decision of the Oversight Party shall be final and not subject to further review by the City.

2. The Oversight Party shall approve, conditionally approve or disapprove a Relocation Impact Report. The Oversight Party shall approve the Relocation Impact Report if it finds that the Relocation Impact Report has satisfactorily addressed the following:
a. The Relocation Impact Report contains the information required pursuant to the County' sprocedures and guidelines and Sections 65863. 7and 66427. 4-5of the California Government Code, as applicable; b. The Applicant has complied with all applicable notice requirements as provided for by State Law and by this Section and each Resident has had adequate notification of the Relocation Impact Report; c. The Relocation Impact Report accurately represents the total costs associated with the relocation of each Resident;
ORDINANCE NO. 1153

d. Each Resident will receive the reasonable costs of relocation from Applicant consistent with State law, this Section and the Department' sprocedures and guidelines; and
e. Whether or not approval of the Mobilehome Park Closure, Conversion or Change of Use and the Mobilehome Park' s Conversion into its intended new use, taking into consideration both the Relocation Impact Report as a whole and the overall housing availability within the City, will result in or materially contribute to a shortage of housing opportunities and choices for low- and moderate -income households within the City.

3. In approving the Relocation Impact Report, the Oversight Party may require the imposition of such conditions as it finds necessary to mitigate the adverse impacts on the Residents to find Comparable Housing.

4. Extensions. Any of the time limits specified in this Section may be extended by mutual consent of Applicant and the Oversight Party.

5. No person shall cause or permit the Mobilehome Park Closure, Conversion or Change of Use until the Relocation Impact Report has been approved by the Oversight Party and the specified mitigation measures have been completed.

H. Performance of Mitigation Measures. The Applicant shall fully perform the mitigation measures set forth in, and the conditions imposed in connection with, the approved Relocation Impact Report and such performance shall be a condition of approval of any concurrent or subsequent development application proposing an alternate or replacement use of the Mobilehome Park. No Resident or person shall be required to remove his or her Mobilehome and no Resident shall be required to vacate a Mobilehome Park until all of the following conditions have been satisfied:

1. The Oversight Party' sapproval of the Relocation Impact Report;

2. The Applicant has given six (6) months or more notice of termination of tenancy as required by California Civil Code section 798. 56( g) and that at least a sixmonth period has elapsed.

3. Each Resident has received the reasonable costs of relocation from the Applicant as required by the Oversight Party and pursuant to California Government Code section 65863. 7(e); and

4. Such performance has been verified by the Department.

I. Modification of Relocation Impact Report.

1. The Oversight Party may, upon request of Applicant, modify the provisions of an approved Relocation Impact Report. A modification may be approved where the Oversight Party finds that there has been a change in circumstances, or there is new information that could not have reasonably been known or considered at the time of the original hearing approving the Relocation Impact Report.

ORDINANCE NO. 1153

2. The Oversight Party may impose additional conditions as deemed necessary to mitigate any adverse impacts resulting from a modification of an approved Relocation Impact Report.

J. Nullification of Approved Relocation Impact Report.

1. The Oversight Party, upon request of the Department and after holding a public hearing, may nullify an approved Relocation Impact Report. No nullification shall be ordered unless the Oversight Party makes either of the following findings:
a. Approval of the Relocation Impact Report was obtained fraudulently;
b. The Applicant has failed to comply with the mitigation measures set forth in, or the conditions imposed in connection with, the approved Relocation Impact Report.

2. If an approved Relocation Impact Report is nullified, then the Applicant shall not be entitled to perform the Closure, Conversion or Change of Use of the Mobilehome Park until a new Relocation Impact Report is approved in accordance with this Section.

K. Evictions Pending Compliance with Relocation Impact Report. Termination of a Tenancy of any Mobilehome Owner pursuant to California Civil Code section 798. 56 or any other provision of law shall not relieve Applicant of its obligation to comply with the conditions or requirements of the Relocation Impact Report applicable to that Applicant. However, if the termination of tenancy is based on subdivisions ( a), (b), (c), d) or ( e) of Section 798. 56of the California Civil Code, the Oversight Party, upon request by Applicant, may grant the Applicant' sextensions of time within which to comply with the conditions of the Relocation Impact Report.

L. Remedies.

1. The failure of an Applicant to comply with this Section or with any condition of the Relocation Impact Report shall be defense in any action to terminate tenancy under subdivision (0 of Section 798. 56 of the California Civil Code.

2. Violation of any valid condition of a Relocation Impact Report imposed by the Oversight Party pursuant to this Chapter shall be subject to the remedies and penalties set forth in Sections 9. 48. 150 and 9. 48. 160.

M. Effective Date. The provisions of this Section shall apply to any judgment.

Accordingly, any affirmative defenses to an unlawful detainer proceeding created or modified by this Section shall apply to any such proceeding not reduced to final judgment, as of the effective date of this Section.

ORDINANCE NO. 1153

SECTION 3. Any provision of the City of Pico Rivera' s Municipal Code inconsistent with the provisions of this Ordinance, to the extent of such inconsistency and no further, is hereby repealed or modified to the extent necessary to affect the provisions of this Ordinance.

SECTION 4. If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this Ordinance, or any part thereof is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase thereof, irrespective of the fact that any one or more section, subsection, subdivision, paragraph, sentence, clause, or phrase would be subsequently declared invalid or unconstitutional.

SECTION 5. The City Clerk shall attest to the adoption of this Ordinance and shall cause the same to be published in a newspaper of general circulation within 15 days after passage in accordance with Government Code Section 36933. This Ordinance shall take effect thirty ( 30) days after its passage pursuant to Government Code Section 36937.

APPROVED AND ADOPTED this 11th day of January, 2022.

Dr. Monica Sanchez, May
ATTEST:

Anna M. Jerome, CitJ Clerk
APPROVED AS TO FORM:

Arinold M. AlvarexGlasman,
City Attorney

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES )
I, Anna M. Jerome, City Clerk of the City of Pico Rivera do hereby certify that the foregoing Ordinance No. 1153 was adopted at a regular meeting of the City Council of the City of Pico Rivera, held on Tuesday, January 11, 2022 with the following vote:

ORDINANCE NO. 1153

AYES: Camacho, Lara, Sanchez
NOES: Elias, Lutz
ABSENT: None
ABSTAIN: None
Anna M. Jerome, C. Clerk

CITY COUNCIL AGENDA REPOR I
To: Mayor and City Council
From: City Manager and City Attorney
Meeting Date: January 11, 2022
Subject: SECOND READING — ADOPT MOBILEHOME RENT

STABILIZATION AND MOBILEHOME OWNER

PROTECTIONS ORDINANCE
Recommendation:

1. Conduct a second reading and adopt the Mobilehome Rent Stabilization and Mobilehome Owner Protections Ordinance (Ordinance); and

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

Fiscal Impact:

To be determined depending upon the direction of the City Council.

Discussion:

At its Regular City Council meeting of December 14, 2021, the City Council conducted the first reading and introduction of the Mobilehome Rent Stabilization and Mobilehome Protections Ordinance. The Ordinance has been amended to reflect the December 14, 2021, motion carried by a majority of the City Council to introduce the Ordinance as presented with the amendment to roll back rent to October 13, 2020.

Pursuant to Assembly Bill 2782, this Ordinance will only affect 1) all mobilehome leases that are 12 months or less in length regardless of the time the lease was entered, and 2) all mobilehome leases that are more than 12 months in length only if entered on or before February 13, 2020. After January 1, 2025, this rent stabilization ordinance will affect all mobilehome leases, unless the law is amended.

Under this Ordinance, a mobilehome park may only increase mobilehome space rent once per year, unless otherwise allowed by the Ordinance. This Ordinance will also cap annual rent increases to no more than 3%, create a registry of mobilehome park spaces, establish a base rent, and a process to allow mobilehome park owners to petition the City to demonstrate that the annual rent increase does not allow for a reasonable profit on their investment, as required by state law. 3 CITY COUNCIL AGENDA REPORT — MEETING OF JANUARY 11, 2022 SECOND READING — ADOPT MOBILEHOME RENT STABILIZATION AND

MOBILEHOME OWNER PROTECTIONS ORDINANCE

Conclusion:

Staff recommends the City Council conduct the second reading and adopt the Mobilehome Rent Stabilization and Mobilehome Owner Protections Ordinance. If the Ordinance is adopted, it would become effective 30 days after the adoption of the Ordinance.

Steve Carmona
Arnold M. Alvarez- Glasman
SC: JG: ID: jj
Enclosure: 1) Ordinance
tb60

AGENDA REPORT
To: Mayor and City Council
From: City Manager and City Attorney
Meeting Date: December 14, 2021
Subject: CONDUCT A STUDY SESSION REGARDING THE

MOBILEHOME RENT STABILIZATION ORDINANCE AND

RELATED ISSUES
Recommendation:

1. Pursuant to City Council direction, conduct a study session regarding the Mobilehome Rent Stabilization Ordinance ( Ordinance) and discuss related issues; and

2. Provide further direction on the Ordinance and/ or consideration of Introduction of Ordinance.

Fiscal Impact:

To be determined depending upon the direction of the City Council.

Discussion:

Upon direction from the City Council, it was directed that a study session be conducted to further analyze the issues related to mobilehome park space rents, rent stabilization ordinances, implementation of a mobilehome registration program and legislation that protects residents. Staff has previously conducted a survey of cities, spoken with mobilehome park residents, mobilehome park property owners and other interested individuals to gather information regarding mobilehome park issues in the City and surrounding cities. Furthermore, staff conducted site visits of the six ( 6) mobilehome parks to note the conditions with regard to maintenance, lighting, amenities for residents and other quality of life issues.

City staff presented a mobilehome park rent stabilization program to the Planning Commission on October 13, 2020, at a City Town Hall event on February 16, 2021, and to City Council on February 23, 2021. Issues discussed by staff, residents and other attendees at these events included, but were not limited to: housing cost -burdens for mobilehome residents, maintenance and safety concerns, escalating space rents, and the proposal from residents for a rent stabilization ordinance and registration program HOUSING ASSISTANCE AGENDA REPORT — MEETING OF DECEMBER 14, 2021

CONDUCT A STUDY SESSION REGARDING THE MOBILEHOME RENT

STABILIZATION ORDINANCE AND RELATED ISSUES

were presented. During the Town Hall, the City Council directed staff to schedule this item for further discussion related to the establishment of a local rent stabilization ordinance for mobilehomes.

City staff has researched legislative measures at the State level such as AB 1482, AB 2782, Proposition 10, Proposition 21 and other rent control efforts by the legislature.

Civil Code Section 798 et seq., the Mobile Home Residency Law, does not include rent control mobilehome parks and does not prohibit local entities from imposing rent control on mobilehome parks. Attempts for a statewide rent control, such as Propositions 10 and 21 as well as Assembly Bills ( AB) 1482, 2782 and 2895 have been unsuccessful to date with regard to covering mobilehome parks. Proposition 10, if passed, would have allowed rent control on any residential property, including mobilehome parks.

Proposition 21 would have allowed local governmental entities to enact rent control on housing first occupied over 15 years prior, however, it did not apply to mobilehomes.

AB 2782 provides the following restrictions and guidelines:

Mobilehome leases over 12 months in length are subject to local rent control ordinances only if they were entered into on or after February 13, 2020.

If mobilehome leases over 12 months in length were entered into before February 13, 2020, they will be exempt from and not subject to local rent control ordinances until January 1, 2025, when the long- term lease exemption expires.

Once the long- term lease exemption expires on January 1, 2025, ALL mobilehome leases, regardless of length, will be subject to local rent control ordinances.

In sum, the rent stabilization ordinance attached will only affect 1) all mobilehome leases that are 12 months or less in length and 2) all mobilehome leases that are more than 12 months in length only if entered into on or before February 13, 2020. After January 1, 2025, this rent stabilization ordinance will affect all mobilehome leases, unless the law is amended.

Approximately 100 local jurisdictions have mobilehome rent control, including Los Angeles, Santa Monica, West Hollywood, Beverly Hills, Culver City, and unincorporated Los Angeles County. The mobilehome parks within the City of Pico Rivera include Citrus Drive Trailer Park, Elms Mobile Estates, Rio Vista Mobile Estates, Shamrock Mobile Home Park, Villa Nova Mobile Estates, and Westland Estates.

Under this Ordinance, a mobilehome park may only increase mobilehome space rent once per year, unless otherwise allowed by the Ordinance. This Ordinance will also cap annual rent increases to no more than 3%, create a registry of mobilehome park spaces, establish a base rent, and a process to allow mobilehome park owners to HOUSING ASSISTANCE AGENDA REPORT — MEETING OF DECEMBER 14, 2021

CONDUCT A STUDY SESSION REGARDING THE MOBILEHOME RENT

STABILIZATION ORDINANCE AND RELATED ISSUES

petition the City to demonstrate that the annual rent increase does not allow for a reasonable profit on their investment, as required by state law.

Conclusion:

Staff seeks direction from the City Council on this issue. Upon completion of the study session, the City Council can provide further direction on next steps, which can include the introduction and first reading of the Ordinance. If the Ordinance is introduced, this is not final action. A second reading and adoption of the Ordinance would be required at the next regular City Council meeting. If the Ordinance is adopted, it would become effective 30 days after the adoption of the Ordinance.

Steve Carmona
Arnold M. Alvarez- Glasman
SC: JG: ID: jj
Enclosure: 1) Ordinance
To: Mayor and City Council
From: City Manager
Meeting Date: February 25, 2025
Subject: APPROVAL OF A NEW CITYWIDE VOLUNTEER

RECOGNITION PROGRAM
Recommendation:

1. Approve a citywide Volunteer Recognition Program to be coordinated and overseen by the Parks and Recreation Department; and

2. Approve an appropriation of $20,000 from the General Fund Assigned fund balance to fund this program.

Fiscal Impact:

Staff is requesting $20,000 be appropriated from the General Fund Assigned Fund Balance to the Parks and Recreation—Volunteer Recognition Program (100.80.8000- 54100 Special Departmental Expense).

Background:

The Pico Rivera Parks and Recreation Department organizes several events and activities that provide a variety of volunteer opportunities throughout the year.

Opportunities include volunteering at one of our many citywide special events, senior center events, food drive events or within our youth sports programs.

Discussion:

Volunteers play a crucial role in cultivating a strong sense of community and the Volunteer Recognition Program aims to acknowledge and celebrate the invaluable contributions that Pico Rivera residents provide to our ongoing programming. This Volunteer Recognition Program is designed to boost morale, encourage continued participation, and acknowledge the diverse ways in which Pico Rivera’s volunteers impact the community.

Each year, a Volunteer Recognition Committee will review and acknowledge the nominations and awards. There are certain guidelines one must follow to be eligible for the nomination and awards. The volunteer must be a resident of the City of Pico Rivera 7 CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025

APPROVAL OF A NEW CITYWIDE VOLUNTEER RECOGNITION PROGRAM

and be at least 11 years of age or older, as the program will look to recognize those who volunteer in the teen and youth programs. Parental consent is required for the nomination if the participant is under the age of 18. The volunteer must focus their service on City sponsored programs, City recognized non-profit organizations, or City recognized community service initiatives.

There are four (4) major categories, with three (3) subcategories under Community Champion. Nominations will be accepted for all but the Mayor’s Volunteer of the Year award, the sitting Mayor will have the opportunity to award a participant, or participants, for their outstanding service to the community.

The categories will include:

1. Mayor’s Volunteer of the Year: Volunteers who have exhibited exceptional dedication and impact, demonstrating significant contributions over the past year.

2. Rising Star: For new volunteers who have shown remarkable promise and commitment in a short time.

3. Community Champion: For volunteers whose efforts have significantly benefited the community throughout the year.
a. Community Sports (Community Sports Organizations, Pico Rivera Youth Sports)
b. Community Events (Special Events, Summer Food Service Program) c. Serving Seniors (Senior Center Events, Senior Center Services)

4. Youth Ambassador: For youth volunteers between the ages of 11 – 18 whose efforts have greatly impacted the community in the past year.

All award recipients will be recognized and honored during a City Council Meeting, as well as through the City’s newsletter, website and social media channels. Staff will explore additional opportunities to recognize and honor all of the wonderful volunteers who assist with programs in the City of Pico Rivera and help to make them all a success. Although, we are creating this volunteer recognition platform to honor volunteers on an annual basis this does not prevent the Mayor or City Council from honoring a volunteer anytime throughout the year, as the need arises.

Conclusion:

Staff recommends that the City Council approve the creation of the Volunteer Recognition Program and appropriate $20,000 from the General Fund Assigned Fund Balance to the Parks and Recreation for this program
Steve Carmona
SC:PY:JL:ar
To: Mayor and City Council
From: City Manager
Meeting Date: February 25, 2025
Subject: ADOPTION OF THE 2025 PICO RIVERA LEGISLATIVE

PLATFORM
Recommendation:

1. Adopt the 2025 Pico Rivera Legislative Platform that will guide the City’s legislative priorities and funding pursuits at the local, regional, state, and federal levels of government.

Fiscal Impact:

There is no fiscal impact to the General Fund as a result of this report.

Background:

To continue improving the local quality of life, while contributing to the greater goals of the region, the City of Pico Rivera will advocate for funding opportunities and policy priorities outlined in this Legislative Platform.

This Legislative Platform (Platform) will establish the City’s position on matters of priority and importance to the City. The Platform is designed to be flexible and nimble, allowing staff to proactively and immediately engage, advocate, and influence the Legislature where possible and as necessary at all levels of government.

By adopting this Platform, staff will actively collaborate with federal, state, regional, and local elected officials and their respective staff, partners, and stakeholders to implement the goals and deliverables outlined by the City Council. This Platform supplements and aligns with existing City Council established goals and policies adopted in various documents such as the General Plan, the City’s Strategic Plan, and approved resolutions. Given the ever-changing political atmosphere, the Legislative Platform shall be reviewed regularly and updated annually. The Platform shall be published and disseminated widely to promote transparency and awareness among the public.
8 CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 ADOPTION OF THE 2025 PICO RIVERA LEGISLATIVE PLATFORM

Overall Goals of the Legislative Platform
 Streamline the ability of City staff to act on legislation, policy, or funding opportunities that either impact or benefit the City.
 Identify and support federal, state, and regional legislation, regulatory policies, and funding programs that align with the Platform.
 Identify and oppose federal, state, and regional proposals or policies that do not align with the Platform.
 Authorize City staff to prepare position letters and resolution language that supports, opposes, or directs staff to work with the author on proposed legislation.  Authorize City staff to actively and regularly brief and correspond with elected officials and their respective staff, regulatory partners, and stakeholders to advance policy priorities and funding opportunities.
 Authorize City staff, in coordination with the City Council, to invite elected officials, regulatory partners, and stakeholders to attend and participate in City community events and programming.
 For emerging issues or situations not outlined in the Legislative Platform, City staff will work with the City Council for further direction.

Development of the Platform
Staff reviewed a robust list of existing legislative platforms, including those of neighboring cities, the California Contract Cities Association, the League of California Cities, Los Angeles County, water boards and local transportation commissions. The intent was to develop a platform that aligned with local and regional partners but that also specified the unique needs and priorities of the City of Pico Rivera.

The platform was developed with input and review from staff and directors from each department including Administration, City Clerk, Community and Economic Development, Public Works, Parks and Recreation and Administrative Services. The collaborative process allowed the Platform to cover policy priorities in all areas of City services and programs, aligning with the adopted Strategic Plan. The Platform will attempt to address areas of opportunity and challenges the City currently faces by advocating for legislative and funding solutions at all levels of government.

Discussion:

The 2025 Pico Rivera Legislative Platform will elevate the presence of the City at all levels of government and allow staff to work towards favorable outcomes when influencing policies, delivering projects, and competing for discretionary funding opportunities. The City will work to protect local resources to improve the quality of life of the residents of Pico Rivera while elevating itself as a regional leader.

Examples of the City’s success in implementing the 2024 Legislative Platform at all levels of government include:

CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 ADOPTION OF THE 2025 PICO RIVERA LEGISLATIVE PLATFORM

Grant Awards
Secured over $11 million in discretionary grant awards across all levels of government to fund infrastructure projects and critical programs such as, but not limited to:

Sustainability
o Procurement of clean, heavy-duty electric vehicles for City fleet o Development and implementation of a Climate Action and Adaptation Plan
o Investment in energy-efficient upgrades at City Hall
o Deployment of a Citywide residential energy efficiency smart platform o Citywide tree planting program and workforce development o Implementation of recycling, organics, and waste reduction programs Public Works
o Development of a Citywide Comprehensive Safety Action Plan o Traffic signal improvements project
o School crossing improvements project.
o Telegraph Road bridge over Rio Hondo Channel
o Regional trail entrances and city entry points safety improvements o PFAS Treatment System
Parks and Recreation
o Construction of the Passons Active Depot (PAD) Park
o Alebrije Dog Park
Innovation and Communications
o Launch of a feasibility study for a regional rail station in Pico Rivera o Development of a Vision Plan for Rosemead/Lakewood Boulevard Complete Corridor Project
o Implementation of Los Paseos de Historic Whittier Boulevard Beautification and Mural Program
o Pio Pico Park Bikeway Connector Project.

Community and Economic Development
o Transit Oriented Communities (TOC) grant writing assistance Policy and Legislative Accomplishments
 Successfully introduced a Motion at the Los Angeles Metro Board, launching a feasibility study for a new regional rail station in the City of Pico Rivera.  As the Lead application for SB 268, the City successfully completed the application process with the Local Agency Commission for the County of Los Angeles (LAFCO) to establish the Lower San Gabriel River Recreation and Park District (LSGRRPD).
 Finalized and adopted the Historic Whittier Boulevard Revitalization Program CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 ADOPTION OF THE 2025 PICO RIVERA LEGISLATIVE PLATFORM

Multimodal Plan and Vision Plan initiated by a state-level grant.  Successfully introduced amendment language within the State Climate Resiliency Bond (Prop 4), prioritizing $700M in park funding for park-poor communities and communities experiencing park loss due to climate infrastructure projects, approved by the voters on the November 2024 ballot.  Completed the $16.5 million PFAS Water Treatment Systems Project.  Submitted over 30 position letters into the official record for bills addressing priority issues outlined in the Legislative Platform in the state legislature.  Secured a regional platinum award for the Gateway Cities Council of Governments’ Energy Action Award.
 Deployed the PRIME Power Choice Program, a partnership between Tesla and Participate Energy to provide the community rooftop solar and battery storage at no upfront cost or credit check.

Legislative Priorities for 2025
The Platform was developed to support the successful implementation of the City’s General Plan and adopted Strategic Plan. The Strategic Plan serves as the roadmap to advance the City’s mission, vision, and values by aligning the City’s resources and activities, the City Council’s policy direction, and the desires of residents, businesses, and community stakeholders.

For 2025, the Legislative Platform outlines specific policy objectives and outcomes that staff will advocate for at each level of government. Those policy priorities are listed below. 2025 Federal Priorities
 Include a replacement for Rooks Road (Avenida Vicente Fernandez) in the scope of the Whittier Narrows Dam Safety Modification Project to maintain access to the Pico Rivera Sports Arena through a Water Resources Development Act (WRDA) directive.
 Coordinate with the United States Navy, Marine Corps and local stakeholders for the designation and disposition of the Marine Corps Base property and identify community benefits that can be developed on site.
 Seek $125 million in multi-year investment to address impacts of the Whittier Narrows Dam Safety Modification (WND) Project.
 Coordinate detailed briefings with congressional representatives along the Rosemead/Lakewood corridor, including Senators Padilla and Schiff, and obtain formal letters of support for the project.
 Build support for the Southeast LA Micro EV Tech Hub.  Monitor for policies and directives that may impact existing federal funding sources. 2025 State Priorities
 Establish a Select Committee in the State Legislature to adopt a joint vision, goals, funding strategy, and clean fuel alternatives analysis (e.g. hydrogen fuel cell technology) for bus rapid transit service on this corridor. Coordinate support with all CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 ADOPTION OF THE 2025 PICO RIVERA LEGISLATIVE PLATFORM

cities along the corridor to include the project in the State Transportation Improvement Program and identify funding sources.
 Partner with the State legislature and the Governor’s Office to establish the SELA Micro EV Tech Hub and identify incentives to attract manufacturers.  Proactively seek out funding opportunities and submit legislative language that specifically provides resources for cities that are considered “park poor” and that will experience loss of park space, secure climate resiliency bond funding.  In conjunction with Los Angeles Metro, the City will advocate to include Pico Rivera’s regional rail station in the updated State Rail Plan, CA High Speed Rail environmental review documentation and seek and secure state funding for implementation.
 Develop strategies and policy initiatives that incentivize cities seeking to exceed their Regional Housing Needs Allocation (RHENA) requirements and affordable housing goals with local input.
 Actively support legislation that advances community and economic development strategies while retaining local control.
 Secure funding to implement net zero energy facilities and for Climate Action Plan implementation.
 Advocate for policies and funding that streamline delivery of critical public works and infrastructure projects, while maintaining existing funding for public infrastructure.  Support practical solutions to meet water quality and treatment standards while advocating for funding to renovate water treatment facilities and programs that offer discounted water rates for low-income households.
2025 Regional Priorities
 Coordinate support, advocacy, and funding of the Rosemead/Lakewood Boulevard Project with all cities along the corridor to designate the corridor as the primary mitigation strategy associated with the I-605 Corridor Improvement Project, the Los Angeles 2028 Olympic & Paralympic Transit Priority Network, the Countywide Signal Priority Program, and Metro’s Strategic Bus Rapid Transit Network.  The City will work with Los Angeles County and the City of Montebello to establish a passive recreation facility at the site of the Rio Hondo Spreading Grounds while enhancing flood control operations and water conservation efforts.  Maintain regular communication and coordination with cities located within the LSGRRPD to establish a joint vision, mission, goals, funding, and implementation structure.
 The City will continue to collaborate and seek out opportunities to partner with Southern California Association of Governments, Los Angeles County, transportation providers, governing boards, and stakeholders to elevate the regional benefits of the City’s Citywide revitalization efforts, such as the establishment of a regional rail station in the City of Pico Rivera.
 Become active partners and stakeholders with public entities advancing access and scaling of clean energy infrastructure and technologies that promote clean energy careers, cleaner buildings and transportation systems, workforce development, and CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 ADOPTION OF THE 2025 PICO RIVERA LEGISLATIVE PLATFORM

net zero emissions goals.
2025 Local Priorities
 Continue to partner with the El Rancho Unified School District to improve educational aspirations, exposure to technology, career pathways and expand community benefits and recreational facilities in the City.  Embrace technology such as artificial intelligence and policy solutions to promote public safety and modernize governance while safeguarding privacy and cybersecurity.
 Develop a comprehensive General Plan update that prioritizes sustainable growth, community well-being, and responsible land use, coordinate support with local businesses, and implement economic development strategies to revitalize City corridors.
 The City is committed to offering its residents access to safe and clean water and affordable, sustainable, renewable and reliable energy programs.  Advocate for policies and advance programs that safeguard residents from the impacts of climate change including wildfire prevention, innovative green building practices, urban cooling strategies, drought mitigation and transition towards energy-efficient appliances and utilities and reducing greenhouse gas emissions.

Implementation of the Platform
Upon adoption of the 2025 Pico Rivera Legislative Platform, staff will provide copies of the Platform to the City’s panel of on-call consultants providing federal, state, and regional advocacy and grant-writing support services. Staff will work with the City Council and the on-call advocacy to implement the priorities outlined in the Platform, including but not limited to favorable legislative outcomes and funding requests for parks and open spaces, priority infrastructure projects, economic development, preservation of local control, and public health and safety initiatives.

Conclusion:

Staff recommends that the City Council approve the enclosed 2025 Pico Rivera Legislative Platform. A graphical booklet was developed for the platform that will be used as leavebehind material for meetings with elected leaders and governmental stakeholders, made available digitally on Virtual City Hall, and printed for distribution.

Steve Carmona
SC:JH:JGG:smc
Enclosure: 1) 2025 Pico Rivera Legislative Platform Booklet

LEGISLATIVE

PLATFORM

PICO RIVERA

CITY OF
8 The Legislative Platform was developed to support the successful implementation of the City’s adopted Strategic Plan.

The Strategic Plan serves as the roadmap to advance the City’s mission and vision by aligning the City’s resources and activities, the City Council’s policy direction, and the desires of residents, businesses, and community stakeholders.

The City’s Strategic Plan embraces and helps advance priorities outlined at the Federal and State levels of government, which include but are not limited to:
» Delivering smart and sustainable infrastructure and community development » Improving governance and public stewardship of funds
» Expanding access to housing opportunities
» Reinvigorating and creating more parks and community-centric open spaces » Introducing robust community workforce development programs » Combatting and adapting to the impacts of climate change » Advancing the zero-emissions economy
» Bolstering public health and safety
» Accommodating multi-modal mobility solutions that connect to the larger regional transportation network City of Pico Rivera
6615 Passons Blvd.

Pico Rivera, CA 90660
www.pico-rivera.org
2 City of Pico Rivera 2025 Legislative Platform
The fundamental components of the City’s Strategic Plan include the following mission, vision, values, strategic priorities, and goals
Foster a connected, collaborative, and actively participating city and workforce.

Plan, fund, build and maintain
reliable and cost-effective infrastructure that contributes to enhancing quality of life.

Create a city government built
to adapt to change.

Encourage the development
of vacant/underutilized space,
creatively plan for growth,
and engage the business
community to transform
the city as an economic and
cultural hub.

Create a safe and thriving city
with low crime and high standards for health and wellness.

Community
Engagement
Infrastructure Fiscal and
Organizational
Sustainability
Economic
Development
and Land Use
Health,
Wellness and
Safety
Strategic Priorities and Goals:

Pico Rivera will be a leading
progressive, thriving,
connected community with
a high standard for quality
of life and collaborative
governance.

To positively impact our
community by providing
excellent city services,
facilitating responsible
stewardship of resources,
and actively engaging our
residents, businesses, and
visitors.

Craft is a skill in planning,
making, or executing. The
mnemonic CRAFT is used
to reinforce the purpose
and importance of the
organization’s values:

Collaboration
Respect
Accountability
Fairness and Inclusion
Transparency
our

MISSION
our
VISION
our
VALUES
Pico Rivera
Strategic Plan
City of Pico Rivera 2025 Legislative Platform | 3
Goals of the Legislative Platform
About this
Legislative Platform
In order to continue improving the
local quality of life while contributing
to the greater goals of the region,
the City of Pico Rivera will advocate
for policy priorities and funding
opportunities outlined in this
Legislative Platform.

This Legislative Platform, adopted
by the Pico Rivera City Council,
will establish the City’s position on
matters of priority and importance to
the City. The Platform is designed
to be flexible and nimble, allowing
Streamline the ability of City Staff
to act on legislation, policy, or
funding opportunities that either
impact or benefit the City.

Identify and support Federal, State
and regional legislation, regulatory
policies and funding programs that
align with the Platform.

Identify and oppose Federal, State
and Regional proposals or policies
that do not align with the Platform.
staff to proactively and immediately
engage, advocate and influence the
legislature where possible and as
necessary at all levels of government.

By adopting this Platform, staff will
actively collaborate with Federal,
State, regional and local elected
officials and their respective staff,
partners and stakeholders to
implement the goals and deliverables
outlined by the City Council. This
Platform supplements and aligns with
existing City Council established
Authorize City Staff to prepare
position letters and Resolution
language that supports, opposes, or
directs staff to work with the author
on proposed legislation.

Authorize City Staff to actively and
regularly brief and correspond
with elected officials and their
respective staff, regulatory partners
and stakeholders to advance policy
priorities and funding opportunities.

PICO RIVERA CITY COUNCIL
Dr. Monica Sánchez
Councilmember
Erik Lutz
Councilmember
Gustavo V. Camacho
Mayor Pro Tem
John R. Garcia
Mayor
Andrew C. Lara
Councilmember
»
»
»
»
»
»
»
goals and policies adopted in various
documents such as the General
Plan, the City’s Strategic Plan, and
approved Resolutions. Given the
ever-changing political atmosphere,
the Legislative Platform shall be
reviewed regularly and updated on an
annual basis. The Legislative Platform
shall be published and disseminated
widely to promote transparency and
awareness among the public.

Authorize City Staff, with
coordination with the City Council,
to invite elected officials, regulatory
partners and stakeholders to
attend and participate in the
City community events and
programming.

For emerging issues or situations
not outlined in the Legislative
Platform, City Staff will work
with the City Council for further
direction.
4 | City of Pico Rivera 2025 Legislative Platform
Past Achievements
and Legislative
Outcomes
Linda T. Sánchez
Representative
CA-38
Bob Archuleta
State Senator
District 30
Lisa Calderon
Assemblymember
District 56
Janice Hahn
LA County
Board Supervisor
District 4
Alex Padilla
U.S. Senator
Elected
representatives
Adam Schiff
U.S. Senator
level grant
• Successfully Introduced amendment language prioritizing $700M in park funding for park-poor communities and communities
experiencing park loss as a result of climate infrastructure projects to SB 867 (Allen), which became the State Climate Resilience Bond (Prop 4) approved by voters on the November 2024 ballot. • Completed the $16.5 million PFAS Water Treatment Systems Project, a new filtration system that will remove PFAS contaminants from the local water supply.
• Submitted over 30 position letters into the official record for bills addressing priority issues in the state legislature.
• Secured regional platinum award for the Gateway Cities Council of Governments’ Energy Action Award.
• Deployed the PRIME Power Choice Program, a partnership between Tesla and Participate.Energy to provide the community with rooftop solar and battery storage at no upfront cost and no credit check.

City of Pico Rivera 2025 Legislative Platform | 5
2025 Federal Priorities
Maintain Access to Sports Arena
Drive – Incorporate a new roadway
into the scope of the Whittier
Narrows Dam (WND) Safety
Modification Project designed to
maintain public and emergency
access to the Pico Rivera Sports
Arena through a Water Resources
Development Act (WRDA) or
Congressional directive.

Build Support for Southeast LA
Micro EV Tech Hub – Garner
support for Pico Rivera’s economic
development initiative to establish
a national manufacturing zone and
business cluster dedicated to the full
product life cycle of micro electric
vehicles in Southeast LA County.

Advocate for Federal Funding to
Mitigate Climate Risks – Build strong
support and actively pursue federal
resources, including FEMA funding to
address and reduce risks associated
with climate-induced natural disasters.

Advocate and Grow Support for
the for Rosemead/Lakewood
Complete Corridor – Coordinate
detailed briefings with congressional
representatives along the project
corridor, including Senators Padilla
and Schiff, and obtain formal letters of
support for the project.
$125 Million Recovery and
Community Investment – Pico Rivera
is seeking $125 million in federal
funding as a multi-year investment
to address the impacts of the WND
project and fund its robust community
revitalization program which includes:

Rivers, Parks, and Open spaces,,
Rosemead/Lakewood Complete
Corridor project and the Southeast
LA Micro EV Tech Hub.

Marine Corps Base Acquisition –
Coordinate with the United States
Navy, Marine Corps, and local
stakeholders for the designation
and disposition of the property and
identify community benefits that can
be developed on-site.
6 | City of Pico Rivera 2025 Legislative Platform
Advance the Rosemead/Lakewood
Corridor Project through a Select
Committee and State Designation
– Establish a Select Committee in
the State Legislature to adopt a joint
vision, goals, funding strategy, and
clean fuel alternatives analysis (e.g.
hydrogen fuel cell technology)for bus
rapid transit service on this corridor.

Coordinate support with all cities
along the corridor to include the
project in the State Transportation
Improvement Program and identify
funding sources.
2025 State Priorities
Advocate and Secure a Regional
Rail Station in Pico Rivera – In
conjunction with LA Metro, the
City will advocate for the station’s
inclusion in the updated State
Rail Plan, CA High-Speed Rail
environmental review documentation
and seek and secure state funding for
implementation.

Advocate for Creative Stateand Regional-Level Solutions to Meet or Exceed State Housing
Needs – Develop strategies and
policy initiatives that incentivize
cities seeking to exceed their
Regional Housing Needs Allocation
requirements and affordable housing
goals with local input.

Secure Funding to Implement Net
Zero Energy Facilities – Proactively
seek funding opportunities and
submit legislative language that
specifically provides resources
for disadvantaged cities that are
disproportionately impacted by
pollution to implement efforts in GHG
reductions to address air quality
issues.

Advocate and Secure State
Funding for Climate Action Plan
Implementation – Collaborate
with state agencies and programs
to secure funding dedicated to
executing key initiatives outlined in
the Climate Action Plan. Leverage
partnerships with conservation corps
to implement targeted projects, such
as urban forest expansion, renewable
energy installations, energy
efficiency upgrades, and sustainable
transportation infrastructure.

Prioritize state funding opportunities
that align with measurable
greenhouse gas reduction goals,
community resilience strategies, and
workforce development through
conservation corps-led efforts.

Secure funding or favorable policy
outcomes to improve access to parks
and open spaces – Proactively seek
out funding opportunities and submit
legislative language that specifically
provides resources for cities that are
considered “park poor”, and that will
experience loss of park space.

Elevate Southeast LA Micro EV Tech
Hub into State Portfolio - Partner
with the State legislature and the
Governor’s Office to establish the
SELA Micro EV Tech Hub and identify
incentives to attract manufacturers.

City of Pico Rivera 2025 Legislative Platform | 7
Rio Hondo
The City of Pico Rivera is located approximately eleven (11) miles southeast of downtown Los Angeles, on the northeast edge of the Gateway subregion, and on the southern edge of the San Gabriel Valley subregion. The City is bounded on the north by the Los Angeles County unincorporated area of Whittier Narrows, on the east by portions of City of Industry, unincorporated Los Angeles County, and the City of Whittier, on the west by Montebello, and on the south by Downey. The City has a total land area of approximately 8.3 square miles. The City is generally bound by Whittier Narrows Dam on the north, San Gabriel River on the east, Telegraph Road on the south and the Rio Hondo Channel on the west. Rosemead Boulevard (State Highway 19) runs northsouth through the middle of the City. Whittier Boulevard (State Highway 72) runs east-west through the City. 8 | City of Pico Rivera 2025 Legislative Platform
Incorporate the Rosemead/Lakewood Complete Corridor Project in the Regional Transit Priority Network – Coordinate support, advocacy, and funding of the Rosemead/Lakewood Blvd Project with all cities along the corridor to designate the corridor as the primary mitigation strategy associated with the I-605 Corridor Improvement Project, the LA 2028 Olympic & Paralympic Transit Priority Network, the Countywide Signal Priority Program and Metro’s Strategic Bus Rapid Transit Network.

Advance the Development of the Rio Hondo Recreation Zone – The City will work with LA County and the City of Montebello to establish a passive recreation facility at the site of the Rio Hondo Spreading Grounds while enhancing flood control operations and water conservation efforts.

Facilitate the Establishment of the Lower San Gabriel River Recreation and Park District (LSGRRPD) – Maintain regular communication and coordination with cities located within the LSGRRPD to establish a joint vision, mission, goals, funding, and implementation structure.

Elevate Role as Regional Partner and Destination City – The City will continue to collaborate and seek out opportunities to partner with SCAG, LA County, transportation providers, governing boards, and stakeholders to elevate the regional benefits of the City’s citywide revitalization efforts, such as the establishment of a regional rail station in the City of Pico Rivera.

Establish Partnerships to Advance Regional Clean Energy and Workforce Goals – Become active partners and stakeholders with public entities advancing access and scaling of clean energy infrastructure and technologies that promote clean energy careers, cleaner buildings and transportation systems, workforce development and net zero emissions goals.

Strengthen Collaboration with the El Rancho Unified School District – Continue to partner with ERUSD to improve educational aspirations, exposure to technology, environmental programs and initiatives, and career pathways for local youth while also identifying opportunities to introduce community benefits and recreation spaces.

Embrace Technology and Policy Solutions to Promote Public Safety and Modern Governance – Guide the development of the City by creating a comprehensive vision that prioritizes sustainable growth, community well-being and responsible land use through a strategic update of the General Plan, especially the Land Use, Mobility/Circulation and Environmental Justice Elements, addressing emerging needs, community priorities and revitalization efforts while preserving the City’s unique character. Coordinate with local business leaders to ensure Pico Rivera remains an attractive place to do business while working together to implement the City’s communitywide corridor revitalization program.

Ensure Safe and Efficient Delivery of Water and Energy – The City is committed to offering its residents access to safe, clean water, and affordable, sustainable, renewable, and reliable energy programs.

Promote Public Health, Environmental Sustainability and Climate Resilience – Implement the recently developed Climate Action and Adaptation Plan, including advocating for policies and advancing programs that safeguard residents from the impacts of climate change, including wildfire prevention, innovative green building practices, urban cooling strategies, drought mitigation, and transition towards energy-efficient appliances and utilities, and reducing greenhouse gas emissions.

Local Priorities
Regional Priorities
City of Pico Rivera 2025 Legislative Platform | 9
Health, Wellness and Safety

PUBLIC SAFETY

SUPPORT
Advocating for Inclusive Public Safety Policies -
Support policies intended to promote public safety
that prioritize the well-being of all members of the
community, irrespective of their backgrounds and
identities. Advocate for an inclusive approach to public safety that safeguards the rights and security of every resident.

Championing Equitable Public Safety Reforms -
Strongly support equitable public safety reforms aimed
at reducing liability to cities, enhancing public safety, and fostering stronger community relations with peace
officers. Advocate for reforms that address concerns
regarding excessive use of force and build trust between law enforcement and the community.

Curbing Street Takeovers and Reckless Driving -
Vigorously support policies, technologies, or proposals intended to curb the occurrences of street takeovers,
street racing, and reckless driving spectacles. Prioritize initiatives that ensure the safety of both residents and drivers while maintaining the integrity of public spaces.

Promoting proposals intended to address retail
theft and vandalism – Advocate for proposals that are
intended to address retail theft, sale of stolen goods, and vandalism of businesses through fair but incremental penalties and supervision for serial offenses or organized crime.

Holistic Approach to Homelessness, Mental Health,
and Drug Rehabilitation - Support tools and resources
intended to address homelessness, mental health, and
drug rehabilitation as public health issues, working in partnership with public safety authorities. Advocate
for a comprehensive and compassionate approach that
addresses the root causes of these challenges.

Suppression of Gang Activity and Youth Intervention
Programs - Support efforts intended to suppress and
prevent gang activity, emphasizing the importance of
youth intervention programs. Advocate for proactive
measures that address the underlying factors
contributing to gang involvement and prioritize the wellbeing of young community members.

Eliminating Access to Illegal Firearms - Advocate for
laws intended to eliminate access to illegal firearms,
contributing to the reduction of gun-related violence and promoting community safety.

Addressing Various Public Safety Issues - Support
access to resources that address issues such as
graffiti, damage to public and private property, theft, domestic violence, human trafficking, and the sale of
illegal controlled substances such as fentanyl. Prioritize comprehensive solutions that enhance community safety
and well-being.

Local Regulation of Fines in School Zones - Advocate
for the ability of local governments to regulate fines
for traffic violations in school zones to protect youth.

Prioritize measures that ensure the safety of children in school areas.

Bolstering Emergency Preparedness and
Communication - Support activities to bolster
emergency preparedness and the implementation of
statewide-integrated public safety communications
systems between local, state, and federal law
enforcement, fire, and emergency medical response.

Advocate for coordinated efforts to enhance response
capabilities and communication during emergencies.
10 | City of Pico Rivera 2025 Legislative Platform
OPPOSE
Limiting Law Enforcement Flexibility in Deployment -
Oppose any proposals that present barriers or remove
the ability for law enforcement to deploy less-than-lethal methods or tactics. Advocate for the preservation of
a range of options that prioritize both safety and deescalation in law enforcement responses.

Withholding Illegal Firearm Information from Local
Law Enforcement - Strongly oppose policies that would
prevent local law enforcement from being notified
about known individuals prohibited from owning or
possessing a firearm. Advocate for robust communication channels that support law enforcement efforts to ensure community safety.

Increased Costs and Risks for Local Governments -
Actively oppose proposals or policies that would increase costs or transfer risks associated with law enforcement and public safety to local governments. Advocate for
responsible allocation of resources and fair distribution of responsibilities to maintain the financial stability of the City.

External Mandates with Local Cost Implications -
Strongly oppose federal/state/county mandates on
infractions/violations/crimes that shift the responsibility and/or cost burden to the City. Advocate for policies
that ensure responsible governance and protect local
budgets from undue financial strain.

Challenges to Local Control Over Roadways and
Traffic Flow - Oppose proposals that would reduce or
bypass local control of roadways and the flow of traffic on public right of way. Advocate for the preservation of local decision-making authority to ensure effective traffic management and community safety.

SEEK FUNDING FOR
• Public safety services, programs, and community safety measures as they often account for the largest share of General Fund expenditures.
• Mental health service programs.
• Public health and social services intended to address homelessness outreach and prevention.
• Gang suppression and youth development/intervention programs. • Emergency preparedness and training.
• Public safety technology that protects communities
from violence, nuisance events, and crime.
• The expansion of community watch programs.

City of Pico Rivera 2025 Legislative Platform | 11

SUPPORT
Equitable Distribution of Health Resources - Advocate
for initiatives that address disparities and prioritize the health and safety of all community members.

Expanding Mental Health Access and Crisis
Intervention Services – Strongly support policies and
programs intended to significantly expand access to
mental health counseling and crisis-intervention services with local input. Advocate for comprehensive mental
health resources that cater to the diverse needs of the community, promoting overall well-being.

Expanding Access to Social and Public Services -
Support proposals intended to expand access to social
and public services, particularly for the housing insecure and unhoused with local input. Prioritize initiatives that provide crucial support and resources to those in need, fostering a more inclusive and compassionate community.

Improving Access to Healthy Food Options - Advocate
for efforts to expand access to healthier food options and locally sourced produce, specifically addressing areas
identified as healthy food deserts. Support initiatives that promote nutritional well-being and reduce disparities in food access within the community.

Supporting Essential Distribution of Resources -
Support programs aimed at efficiently distributing food, drinking water, and other necessities. Advocate for
initiatives that ensure the basic needs of residents are met, promoting resilience and community well-being.

Promoting Active Lifestyles and Health - Advocate
for policies intended to actively promote lifestyles
that reduce obesity and associated illnesses. Support
community-wide efforts to encourage physical activity,
healthy living, and the prevention of health-related
issues.

PUBLIC HEALTH

SEEK FUNDING FOR
• Community wellness programs, clinics, vaccinations
and vaccinations.
• Programs addressing homelessness, drug rehabilitation and mental health services
• Food recovery and distribution programs.

Treating Drug Rehabilitation as a Public Health Priority - Advocate for policies that recognize drug rehabilitation as a critical public health and well-being issue. Support comprehensive approaches that prioritize rehabilitation, treatment, and support for those affected by substance
abuse, contributing to a healthier and safer community.

Implementing the Climate Action and Adaptation Plan
(CAAP) – Support the implementation of the CAAP to
reduce greenhouse gas emissions and promote overall
decarbonization. Highlight proven public health benefits such as improved air quality, reduced respiratory and
cardiovascular diseases, mitigation of heat-related
illnesses, and enhanced access to green spaces for
mental and physical well-being.
12 | City of Pico Rivera 2025 Legislative Platform

SUPPORT
Advancing Comprehensive Environmental Standards -
Support policies intended to significantly improve local air quality standards, reduce greenhouse gas emissions, mitigate pollutants, promote clean water delivery,
expand climate resiliency and advance zero-emissions
technology, all with robust local input. Advocate for
holistic approaches that prioritize environmental wellbeing and community involvement.

Encouraging Sustainable Building Practices - Support
proposals intended to actively advance the design
and delivery of environmentally friendly buildings,
businesses, and manufacturing centers without additional burdens or delays. Advocate for sustainable practices
that minimize ecological footprints and contribute to a more environmentally conscious community with local
input.

Incentivizing Energy Efficiency Investments - Support
programs that provide tax credits, grants, loans, and
other financial incentives to assist residents, businesses, and local governments investing in energy-efficient
equipment, technologies, and fuel-efficient, low to zero emissions vehicles. Advocate for economic incentives
that drive responsible and sustainable energy practices.

Reasonable CEQA Reforms that Streamline Locally
Supported Projects – Advocate for reforms of CEQA
that can further streamline projects and infrastructure that has received local support and demonstrated
minimal or mitigated impacts, especially for climate
resiliency projects.

OPPOSE
Preemption of Local Control - Stand against
interventions in matters of zoning, land use,
transportation, facilities, development, utilities, and service delivery that exceed the requirements of
National Environmental Protection Act (NEPA), California Environmental Quality Act (CEQA) and analogous
environmental protection and assessment statutes.

Advocate for a robust defense of local autonomy and
the preservation of community input in decisions that
directly impact the City’s development and well-being.

Legislation that Cuts Climate Resilience Funding -
including infrastructure and programming,
especially those that will act preventatively or
provide resilience against climate-induced disasters.

SUSTAINABILITY & ENVIRONMENT

SEEK FUNDING FOR
• The implementation of the City’s Climate Action and
Adaption Plan.
• Transitioning City Fleet towards low-emissions fuels
and zero-emissions systems.
• Zero waste, Recycling programs, organics recycling
infrastructure, and processing facilities.
• Distribution of clean energy generation equipment and storage for residents.
• Clean vehicle replacement and energy-efficient
appliance initiatives.
• Energy efficient upgrades at City facilities and
equipment.
• Design and planning of Micro EV Tech Hub.

Promoting Extended Producer Responsibility
Initiatives - Advocate for efforts or policies intended to implement Extended Producer Responsibility (EPR)
initiatives. Support incentives for producers to treat and address environmental impacts responsibly, fostering a
culture of sustainability and shared responsibility.

Supporting Clean Alternative Energy Adoption -
Strongly support efforts intended to promote the use
and purchase of clean alternative energy from renewable resources such as solar, hydrogen fuel cell, wind, and
electrification. Advocate for initiatives that accelerate the transition towards sustainable and renewable energy sources within the community.

Promoting Water Conservation and ClimateResilient Landscapes - Support efforts to promote water conservation and climate-based landscape
developments. Advocate for policies that address the
impacts of climate change and enhance community
resiliency, including measures to combat the heat island effect and encourage environmentally friendly practices.

Implementing the Climate Action and Adaptation Plan
(CAAP) – Support the implementation of the CAAP to
reduce greenhouse gas emissions and promote overall
decarbonization. Highlight proven public health benefits such as improved air quality, reduced respiratory and
cardiovascular diseases, mitigation of heat-related
illnesses, and enhanced access to green spaces for
mental and physical well-being.

City of Pico Rivera 2025 Legislative Platform | 13

SUPPORT
Championing Local Control - Advocate strongly for
the retention of local control, empowering cities to
formulate policies that intricately cater to the unique needs of their communities. Uphold the belief that local governance fosters tailored solutions for the diverse
and dynamic challenges faced by the City.

Securing Financial Backing for Local Governments
- Prioritize the protection and expansion of funding
eligibility for local governments, encompassing tax
revenues, block grants, and formula-based funding
allocations. Ensure financial support is robust to bolster the City’s capacity to address local priorities.

Empowering Local Representation in Decision-Making
Bodies - Actively pursue efforts to enhance and fortify local representation on regional commissions, task
forces, and governing boards. Strive for an inclusive
decision-making process that accurately reflects the
diverse perspectives within the community.

Local Input in Water Resource and Energy Planning
- Advocate for the ability of local governments to
actively participate in and provide input on statewide
water resource and energy utility planning decisions.

Ensure that local voices play a crucial role in shaping policies that directly impact the City’s sustainability and resource management.

Empowering Local Voices in Redistricting - Support
future redistricting efforts that amplify local and
sub-regional voices at County, State, and Federal
levels. Work towards a representation framework that
accurately reflects and addresses the distinct needs and aspirations of the City.

Fostering Civic Engagement for Strategic
Development - Actively promote civic engagement
among residents, encouraging participation and
soliciting feedback for the ongoing development of
strategic initiatives and programs. Ensure that the
community remains actively involved in shaping the
City’s future.

Fiscal and Organizational Sustainability
Advocacy for Community Choice Aggregates (CCA) -
Support policies that protect and promote Community
Choice Aggregates (CCA). Advocate for the ability of
local communities to make informed choices about their
energy sources, ensuring sustainability and alignment
with community values.

Creating Supportive Work Environments - Champion
policies that promote a positive work environment,
emphasizing career advancement, development, and
training opportunities for the City’s workforce. Strive for an atmosphere that nurtures professional growth and
employee well-being.

Exploring Financing Opportunities for Pension
Obligations - Actively explore and pursue financing
opportunities to address Pension Obligation, ensuring
fiscal responsibility and sustainability in meeting longterm financial commitments.

Open Government Policies – Support policies that
uphold transparency by promoting open meetings,
accessible public records, and clear communication to
ensure residents have the information they need about
City decisions and actions
Advocating for Ethics and Accountability - Support
initiatives that advocate for strong ethical standards
and accountability measures to maintain public trust
including promoting fair and transparent elections and
ethical conduct among public officials
Electoral Process Advocacy – Support election-related
activities, voter education campaigns and programs, and measures that enhance the integrity of the electoral
process
Modernize governance and embrace technological
efficiency – Advocate for and take an active role in
establishing the policy framework that integrates
innovation and technology in public administration and
governance, such as artificial intelligence.

GOVERNANCE
14 | City of Pico Rivera 2025 Legislative Platform
OPPOSE
Diminishment of Local Governance Authority -
Oppose by-right legislation or policies seeking to
diminish local control in matters such as taxation,
revenue generation, roadway safety, contract services,
and administration. Uphold the City’s autonomy in
decision-making to ensure responsiveness to local
needs.

Unfunded Mandates - Strongly resist the expansion and
introduction of new unfunded mandates on services and
resources administered by the City. Advocate for fiscal responsibility and equitable allocation of resources
to maintain the City’s capacity to provide essential
services.

Overstepping local input - Oppose efforts to bypass
local input on bills and proposals that could significantly impact the City’s ability to provide services, resources, and effective governance. Advocate for inclusive
decision-making processes that consider the unique
needs of the local community.

Balancing State Budgets at the Expense of Local
Programs - Oppose efforts that would reduce or
reallocate funds intended for local services and
programs to balance state budgets. Advocate for the
protection of funds earmarked for local initiatives,
ensuring the City’s financial stability.

Conflict with Local Ordinances - Vigilantly defend
against measures that conflict with the City’s ordinances regulating the sale and delivery of goods and services.

Uphold the integrity of local regulations to protect the community’s well-being and interests.

Efforts to bypass Local Representation in Governing
Boards - Oppose measures or initiatives that would limit the participation of local governments on air quality,
water, natural resource, utility, energy, waste disposal, and similar governing boards. Advocate for robust local representation to address regional and environmental
concerns.

Impacts to Worker Protections - Oppose policies
that broaden definitions of injury under worker’s
compensation. Advocate for fair and clear definitions
that ensure the protection and well-being of the City’s workforce.

Additional Fiscal Liabilities - Oppose policies that
mandate additional responsibility for providing
fringe benefits to employees. Advocate for policies
that balance employee welfare with the City’s fiscal
sustainability, ensuring a fair and sustainable benefit framework.

Limiting Government Policies – Oppose any efforts
that reduce or eliminate civic participation.

SEEK FUNDING FOR
• Community engagement initiatives, educational materials, and outreach programs to inform residents about local government processes, services, elections, and opportunities for civic engagement. • Cybersecurity measures to implement robust cybersecurity measures to protect the City’s sensitive and historical information.
• Public meeting technology and resources that enhance accessibility for public meetings, such as providing live streaming, closed captioning, or interpretation services. • Green infrastructure that can help prevent or mitigate damage from climate-induced disasters.

City of Pico Rivera 2025 Legislative Platform | 15

PARKS AND OPEN SPACES

SUPPORT
Equity-Driven Funding Prioritization - Advocate for
legislative language that not only prioritizes but actively ensures additional consideration for funding for cities designated as “park poor.” Strive for a legislative
framework that recognizes and addresses the urgent
needs of communities with limited access to parks,
promoting equitable resource allocation.

Mitigating Climate-Induced Park Loss - Proactively
propose legislative language that prioritizes or provides additional consideration for funding for cities anticipating park loss due to federal or state infrastructure climate projects. Emphasize the importance of proactive
measures to mitigate the impact of climate-induced
changes on local recreational spaces.

Innovative Funding Solutions for Urban Spaces -
Advocate for favorable legislation and full funding
eligibility to effectively leverage private, non-traditional funding sources, alternative financing options, and
innovative project delivery methods. Empower the City
to proactively advance the design and construction of
City Parks, Greenspace, Bike and Walking Trails through sustainable funding mechanisms.

Inclusive Bike Trail Definitions - Champion legislative proposals that actively seek to broaden the definitions of bike trails to include micro-electric vehicle mobility devices. Promote policies that align with evolving
transportation trends, fostering inclusivity and
sustainability in urban mobility.

Enriching Public Spaces with Art and Culture - Actively support programs that not only provide additional
consideration for funding but also actively integrate art, culture, and the rich historical elements of the City into public spaces. Enhance the vibrancy and character of
public areas, making them reflective of the community’s identity.

Economic Development
and Land Use
Sustainable Urban Greening and Watershed Programs
- Advocate for comprehensive urban greening and
watershed programs, emphasizing efforts to significantly reduce the heat island effect. Promote sustainability and environmental resilience, creating healthier and more
livable urban environments.

Innovative Deployment of Urban Spaces - Champion
proposals that facilitate the dynamic deployment of
non-traditional park spaces, such as plazas, paseos,
and parklets. Encourage creativity and innovation in
utilizing urban spaces to meet diverse recreational and community needs.

Expanding Per Capita Funds for Sustainable
Maintenance - Advocate for the expansion of eligibility for Per Capita funds, specifically for the ongoing
operations and maintenance of park facilities. Ensure a sustainable financial foundation to uphold the quality
and accessibility of essential recreational spaces over the long term.

OPPOSE
Loss of Vital Resources for Community Well-being
- Oppose any attempts to reduce funding or restrict
eligibility for local governments concerning resources
designated for parks, urban greening, and open spaces.

Uphold the City’s commitment to preserving and
enhancing these essential resources that contribute to
the well-being and quality of life for residents.
16 | City of Pico Rivera 2025 Legislative Platform

SEEK FUNDING FOR
• The revitalization, maintenance, and expansion of parks and open spaces. • Shovel-ready projects that can be submitted as funding requests to expand or revitalize park space through Community Project Funding Requests within the Federal Appropriations process, the State Budget development process and through competitive grants at all levels of government. • Maintenance, programming, and operation of parks, open spaces, and City recreational facilities. • Urban greening, beautification, and sustainable native landscaping projects through the Federal and State Grant Programs and through the Departments of Parks and Recreation. • The implementation and construction of the PAD Park, the Los Paseos de Whittier Boulevard Program, and the Los Paseos Mural program.

City of Pico Rivera 2025 Legislative Platform | 17

SUPPORT
Strategic Corridor Revitalization Programs - Advocate
for robust programs that not only streamline but also
provide funding for the revitalization of key corridors such as the Rio Hondo and San Gabriel Valley River
Corridors, and the Whittier Boulevard, Rosemead
Boulevard and Washington Boulevard corridors.

Emphasize the importance of preserving the City’s
character, identity, and culture while enhancing these
vital urban spaces.

Innovative Funding Approaches for Corridor
Revitalization - Champion favorable legislation that
ensures full funding eligibility, allowing the City to
leverage private, non-traditional funding sources,
alternative financing options, and innovative project
delivery methods. This approach is crucial for advancing the design and construction of the City’s Corridor
Revitalization Projects and Micro EV Tech Hub.

Financial Support for Development Initiatives -
Advocate for funding and financing programs aimed at
attracting new development. Prioritize resources that
stimulate economic growth, job creation, and overall
community advancement.

Promoting Clean Technology Industries and Micro EV
Hub - Support efforts to attract, retain, and establish clean technology industries and manufacturing, including the establishment of a Micro EV mobility tech hub.

Advocate for policies that position the City as a hub for innovation and sustainable technology.

Equitable Sales Tax Reform - Advocate for efforts
encouraging sales tax reform to achieve a more equitable distribution of e-commerce and internet-generated sales tax among cities. Prioritize destination-based sales tax policies that ensure fair revenue distribution, benefiting the local community.

CORRIDOR REVITALIZATION AND ECONOMIC DEVELOPMENT
Property Tax Reform for Critical Infrastructure -
Advocate for property tax reform that allows cities to
capture a greater share of property taxes to fund critical infrastructure, services, and economic development
activities. Seek a fair and sustainable approach to
resource allocation for the City’s essential needs.

Expansion of Tax Increment and Special Tax Financing
Districts - Support efforts to expand tax increment
and special tax financing districts, facilitating County property tax sharing for economic development activities and community revitalization. Emphasize the importance
of collaborative approaches to drive economic growth
and improve community well-being.

Creative Planning for Growth - Advocate for
efforts encouraging the development of vacant and
underutilized space, promoting creative planning for
growth. Prioritize initiatives that optimize land use
to support a sustainable and inclusive community
development.

Promoting Economic Opportunities through PublicPrivate Partnerships (PPPs) - Support Public-Private Partnerships (PPPs) that assist the City in creating
economic opportunities for its residents and business
community. Emphasize collaborative approaches that
leverage the strengths of both public and private sectors for mutual benefit and community advancement.
18 | City of Pico Rivera 2025 Legislative Platform
OPPOSE
Unnecessary Hurdles for Small Businesses - Oppose
any measures that introduce additional barriers of
entry for small businesses. Advocate for a regulatory
environment that actively supports and encourages the
growth of small businesses, eliminating unnecessary
obstacles to their success.

Challenges to Local Autonomy in Land Use DecisionMaking - Strongly oppose policies or legislation that attempt to preempt local land use authority and control.

Defend the City’s autonomy to make informed land
use decisions that are reflective of the unique needs,
character, and aspirations of the local community.

External Interference in Development Guidelines -
Vigilantly oppose any legislation seeking to shift parking, zoning, or development guidelines away from local
control. Advocate for the retention of local decisionmaking authority to ensure that development aligns seamlessly with the City’s vision and maintains the wellbeing of its residents.

Mandates impacting City Plans – Oppose proposals that
would overstep local control and development of general plans, specific plans, transportation elements, and similar master planning documents.

SEEK FUNDING FOR
• The design and construction of the revitalization of
the Rio Hondo and San Gabriel River corridors and the
Whittier Blvd., Rosemead Blvd. and Washington Blvd.
corridors.
• The design and construction of Pico Rivera’s Southeast LA Micro EV Tech Hub.
• Development projects within proximity to other project sites to take advantage of economies of scale and revitalize corridors rather than individual sites.

City of Pico Rivera 2025 Legislative Platform | 19

WORKFORCE DEVELOPMENT

SUPPORT
Comprehensive Financial Recovery Programs -
Advocate for robust financial recovery programs aimed
at supporting residents, small businesses, and individuals seeking employment opportunities. Prioritize initiatives that comprehensively address the diverse economic
challenges faced by the community.

Holistic Workforce Development Initiatives - Champion
workforce development initiatives, programs, and
activities that go beyond conventional approaches,
such as Youth Ambassador programs. Support
initiatives that not only create job opportunities but also actively promote the creation of a skilled workforce,
incorporating residents and prioritizing support for the veteran community.

Strategic Partnerships for Clean Technology
Workforce Development - Advocate for strategic
partnerships with local trade and community colleges
to implement cutting-edge, clean technology workforce
development, training, and apprenticeship programs.

Emphasize collaboration to ensure that the local
workforce is equipped with the skills needed in the
evolving landscape of clean technology industries.

OPPOSE
Erosion of Workforce Development Programs -
Oppose any proposals that seek to limit, reduce, or
eliminate critical workforce development programs,
including but not limited to Workforce Innovation and
Opportunity Act, YouthBuild, and Job Corps. Advocate
staunchly against any measures that undermine the
vital initiatives designed to empower individuals, foster skill development, and create pathways to sustainable
employment.

Expanding the Definition of Public Works – Oppose
proposals that can expand the state definition of
public works, therefore impacting the City’s flexibility to contract and deliver services while significantly
increasing the cost of delivering these services.

SEEK FUNDING FOR
• Ongoing support of the Pico Rivera Youth Ambassadors
program.
• Workforce development, apprenticeship, and clean
technology training programs.
• Establishing and maintaining local hire programs.
• Training for skilled workforce specifically designed to meet the local business needs.
• Design, construction, and launch of the Pico Rivera IDEA Lab.
20 | City of Pico Rivera 2025 Legislative Platform

HOUSING

SUPPORT
Championing Innovative and Collaborative Housing
Policies - Advocate for forward-thinking and
collaborative policies that not only reduce the cost
of housing but also stimulate development. Support
measures that foster innovation in housing solutions and encourage partnerships for sustainable and inclusive
community development.

Urgent Relief through Rental Assistance Programs -
Support programs that swiftly provide emergency rental
relief for both tenants and property owners. Prioritize measures that ensure the stability of housing for
residents facing financial challenges, contributing to the overall well-being of the community.

Holistic Solutions for Homelessness - Advocate for the
establishment of temporary shelters for the unhoused
and permanent supportive housing solutions tailored to
the needs of adults and youth at risk of homelessness,
with robust local input. Emphasize comprehensive
strategies that address the root causes of homelessness and prioritize the dignity of those affected.

Promoting Mixed-Income Housing in Corridor
Revitalization - Champion policies that actively advance the design and construction of mixed-income housing
developments and transit-oriented developments
within the City’s corridor revitalization efforts. Prioritize initiatives that not only enhance housing options but also preserve the unique identity and culture of the City.

Support for Mixed-Income Housing and Residential
Designations - Advocate for broad support for mixedincome housing and designated residential areas.

Emphasize the importance of diverse housing options
that cater to different income levels, fostering inclusive and sustainable residential communities.

Maintaining Local Control for Effective Housing
Governance - Support efforts that maintain local control, allowing flexibility in local housing governance to best address the specific needs of the community. Advocate
for policies that empower the City to tailor housing
solutions to the unique challenges and aspirations of its residents, climate conditions, and development goals.

OPPOSE
Challenges to Local Land Use Control and Authority
- Strongly oppose any efforts that seek to preempt or
undermine local land use control and authority. Advocate vehemently for the preservation of the City’s autonomy
in making decisions that directly impact the development and character of the community.

Unfunded Mandates on Housing, Zoning, and Land
Use - Oppose any imposition of unfunded mandates,
particularly in matters of housing, zoning, land use, and pricing. Advocate for fair and equitable allocation of
resources to support local initiatives without burdening the City with financial obligations it cannot bear.

Preserving Local Control in Parking Management -
Actively resist policies and programs that aim to restrict local control in managing parking, especially in the
context of housing, Transit-Oriented Developments
(TOD), and mixed-use developments. Uphold the
importance of local decision-making to ensure effective management aligned with the City’s unique needs and
priorities.

SEEK FUNDING FOR
• Emergency assistance to help secure housing for communities experiencing or at risk of being unhoused. • Mixed-income housing programs.
• The design and construction of TOD, mixed-use developments, mixed-income housing and complete streets as part of corridor revitalization projects.
• The implementation of federal or state mandated programs that impact housing or zoning.

City of Pico Rivera 2025 Legislative Platform | 21
Infrastructure

TRANSPORTATION & INFRASTRUCTURE

SUPPORT
Strategic Partnerships for Regional Infrastructure -
Foster enduring partnerships with neighboring cities,
regional agencies and stakeholders to collaboratively
present funding requests. Prioritize advancing vital
infrastructure projects, such as the Rosemead/Lakewood
Blvd Complete Corridor project, for the overall benefit of the region.

Holistic Approach to Mobility and Safety - Advocate
for policies that holistically improve safety, mobility, and address overdue road and bridge enhancements.

Encourage the adoption of measures that not only
enhance transit services and reliability but also promote multi-modal and active transportation options.

Expanding Funding Eligibility for Critical Infrastructure - Champion legislative proposals that expand the
eligibility criteria for funding critical infrastructure and state-of-good-repair projects within the City. Seek inclusive language to ensure broader access to necessary funds.

Streamlined Design and Construction Processes -
Initiate programs aimed at streamlining the design
and construction phases of complete street and active
transportation projects. Emphasize the importance
of efficient processes that contribute to the timely
realization of essential projects and corridors.

OPPOSE
Oppose detrimental measures - Oppose policies
that stand in direct conflict with the City’s corridor
revitalization and mobility enhancement projects and
initiatives.

Leveraging Diverse Funding Sources - Pursue
favorable legislation that allows full funding eligibility and facilitates the utilization of private, non-traditional funding sources, alternative financing options, and
innovative project delivery methods. This approach will expedite infrastructure development within the City.

Coordinated Regional Transportation Integration -
Actively coordinate with Federal, State, and regional
partners to explore regional rail station alternatives
connecting the City to the larger regional transportation network. Ensure that such efforts contribute to a
seamless and well-integrated regional transit system.

Closing the Digital Divide - Implement policies and
programs geared towards accelerating broadband
accessibility. Address the digital divide in underserved communities by ensuring reliable and affordable access
to internet utilities and technology, thus fostering
inclusivity and equal access to information.

Ensuring Clean and Safe Drinking Water – Support
programs that streamline infrastructure projects
dedicated to providing clean, safe drinking water.

Commit to the well-being of residents by investing in
initiatives that guarantee access to essential resources.

Promoting Sustainable Transportation - Spearhead
programs aimed at advancing alternative modes of
transportation. Focus on addressing first/last mile
connections, reducing single-occupancy vehicle
trips, minimizing vehicle miles traveled, and actively
contributing to lowering greenhouse gas emissions.
22 | City of Pico Rivera 2025 Legislative Platform

SEEK FUNDING FOR
• Design of the Rosemead/Lakewood Blvd Complete
Corridor Project.
• Study and design of a Metrolink Station in the City of Pico Rivera.
• Eligible projects under the Infrastructure Investment and Jobs Act (IIJA) grant programs and all other
federal sources of funding.
• Operation and Maintenance of grade separation
projects.
• Security, fiber optic, broadband and maintenance
projects at City facilities.
• Unfunded projects identified in the City’s Five-Year
Capital Improvement Plan (CIP).
• The development of comprehensive roadway safety
plans and implementation projects through the Federal
Safe Streets and Roads for All (SS4A) Grant Program.
• The design and construction of complete street and
active transportation projects.
• Transportation projects that can be competitive for
funding requests through the California Transportation
Commissions, California State Transportation (CalSTA)
Agency, Caltrans, Los Angeles County, and all other
sources of state and county funding.
• State of Good Repair projects on roadways and
bridges to address damaged roads caused by freight
and logistics vehicles.
• Study, design and implementation of American with
Disabilities Act (ADA) plans for accessibility upgrades to City-owned assets, public right of way, facilities and parks.
• Strategic transition and deployment of Electric
Vehicles (EV) and charging stations
• Broadband equity programs and initiatives
City of Pico Rivera 2025 Legislative Platform | 23

WATER, SEWER, STORM DRAIN & ENERGY

SUPPORT
Ensuring Clean and Safe Drinking Water – Support
programs that streamline infrastructure projects dedicated to providing clean, safe drinking water and address concerns of “forever chemicals”, specifically as it relates to PFAS (per and poly-fluoroalkyl substances) and microplastics. Commit to the well-being of residents by investing in initiatives that guarantee access to essential resources.

Enhancing Water Reliability and Security - Support
proposals aimed at not only improving but also fortifying the reliability and security of water supplies and storage.

Advocate for proactive measures that ensure the
resilience of the City’s water infrastructure.

Equitable Energy and Utility Policies for Low-Income
Households - Support policies that prioritize and provide low-income households with reduced energy and utility
rates, rebates, or subsidies. Emphasize the importance
of equity in ensuring that all residents have access to essential services.

Valuing Recycled and Reused Water as a Resource -
Advocate for policies that explicitly recognize recycled and reused water as a valuable resource. Promote
sustainable practices that contribute to the conservation and efficient use of water in the community.

Lowering the Cost of Water Delivery - Strongly support
efforts aimed at lowering the cost of delivering water.

Prioritize initiatives that streamline processes and
technologies to ensure cost-effective and efficient water delivery systems.

Transparency and Fairness in Utility Charges - Prevent
the introduction of new non-bypassable charges, Power
Charge Indifference Adjustment (PCIA) increases and
advocate for methodologies that are transparent and
developed through public processes. Support fair and
transparent utility charge structures that consider the interests and concerns of the public.

Expanding Electrification Infrastructure Responsibly
- Support programs intended to expand electrification
infrastructure. Advocate for responsible and sustainable expansion, ensuring that electrification efforts align with environmental goals, community needs, and grid capacity.

Explore all Sources of Renewable Clean Energies –
Actively participate in efforts advancing alternative
sources of clean energy infrastructure, such as hydrogen fuel cell, solar power, and wind that can collectively
transition City infrastructure towards net zero.

Assisting Low-Income Households with Building
Electrification – Advocate for programs that provide
low-income households with low- or no-cost options to
transition to building electrification. Ensure equitable access to energy-efficient technologies that reduce
emissions, lower utility costs, and enhance home safety and comfort.
24 | City of Pico Rivera 2025 Legislative Platform
OPPOSE
Cost Pass-Through to Ratepayers - Oppose any measures that attempt to pass through costs of fines and penalties incurred by utility corporations directly to
ratepayers. Advocate staunchly against any attempts
to burden residents with the financial consequences of
corporate misconduct, ensuring that accountability is
appropriately placed.

Challenges to Municipal Autonomy in Rate Setting -
Strongly oppose policies that aim to restrict the City
from adjusting user rates or impose any limitations on its rights toward rate setting. Assertively defend the City’s autonomy in making informed decisions about user rates
and related policies, safeguarding the ability to act in the best interests of the community.

SEEK FUNDING FOR
• PFAS treatment, water purification, and water
conservation projects.
• High-priority Stormwater capital projects.
• Sewer Infrastructure Improvements.
• Water Infrastructure Improvement Projects.
• Dedicated operations and maintenance funding for
City utility facilities.
• Low-income household utility bill relief.
• Energy delivery, storage, and electrification
infrastructure.
• Building electrification and decarbonization.

City of Pico Rivera 2025 Legislative Platform | 25
Community
Engagement

PROGRAMMING & OUTREACH

SUPPORT
Empowering Multicultural Community Engagement -
Support efforts to actively engage residents of the City through intentional and robust multicultural community
programming. Advocate for initiatives that foster
inclusivity, celebrate diversity, and strengthen the social fabric of the community.

Supporting Senior, Veteran, and Disabled Communities
- Strongly support efforts to engage and provide
support for the senior population, veterans, and
disabled communities within the City. Advocate for
comprehensive programs that ensure the well-being,
dignity, and inclusion of these valuable community
members.

Developing Premier Recreation and Learning
Opportunities – Support efforts to develop world-class
recreation, sports, and outdoor learning programming.

Advocate for inclusive opportunities that enhance the
quality of life, public health, and community enrichment outcomes for all residents of the City.

SEEK FUNDING FOR
• Early care and educational opportunities within the
City.
• Senior, veteran, and disabled wellness programming
and services.
• Implementation of art, culture, and historic
preservation programs.

Enhancing Immigrant Lives through Citizenship
Programs – Advocate for proposals intended to
introduce pathways to citizenship and improve the lives of immigrants and their families. Advocate for initiatives that facilitate integration, empowerment, and equal
access to opportunities for immigrant communities.

Integrating Art, Culture, and History into Community
Programming - Strongly support programs that actively
integrate art, culture, and the rich historical elements of the City into community programming. Advocate
for initiatives that celebrate the unique identity of the community, fostering a sense of pride and connection
among residents.

Increasing Citizen Engagement - Advocate for
initiatives that foster civic participation, such as public forums, town hall meetings or online platforms to involve the community in decision-making processes.
26 | City of Pico Rivera 2025 Legislative Platform
City of Pico Rivera 2025 Legislative Platform | 27
City of Pico Rivera
6615 Passons Blvd.

Pico Rivera, CA 90660
www.pico-rivera.org

PICO RIVERA

EXECUTIVE TEAM
Steve Carmona, City Manager
Angelina G. Graves, Assistant City Manager
Cynthia Ayala, City Clerk
Alvie Betancourt, Director of Community & Economic Development Victor H. Ferrer, Director of Sustainability and PRIME
Jane Guo, Director of Administrative Services
Javier Hernandez, Director of Innovation & Communications Noe Negrete, Director of Public Works
Karine Shirinian, Director of Human Resources
Pamela Yugar, Director of Parks & Recreation
To: Mayor and City Council
From: City Manager
Meeting Date: February 25, 2025
Subject: FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024
Recommendation:

1. Receive and file the Mid-Year Budget Report ending December 31, 2024, which represents the balances and activity for the first and second quarters (July through December) of the 2024-25 fiscal year;

2. Approve Budget Adjustments amending the fiscal year (FY) 2024-25 Adopted Budget for Other Funds as outlined in Enclosures 1 and 2 of this report; and

3. Approve Position Reclassifications amending the FY 2024-25 Adopted Authorized Positions Full-Time Equivalent (FTE) as outlined in Enclosure 3 of this report.

Fiscal Impact:

The Mid-Year Budget Report presents current revenues and expenditures for the first six (6) months of FY 2024-25. The FY 2024-25 Adopted Budget projected General Fund revenues of $61,066,919. The recommended Other Funds Capital Improvement Projects Budget Adjustments listed in Enclosure 1, do not require any additional appropriations. The Other Funds Budget Adjustments listed in Enclosure 2 require additional appropriations of $60,000. The Position Reclassification listed in Enclosure 3 includes sufficient funding in the FY 2024-25 Adopted Budget, and no additional appropriations are needed at this time.

Background:

The City Council adopted the balanced Year-Two of the FY 2024-25 Biennial Budget on June 25, 2024. As this biennial budget (FY 2023-25) was approved by the City Council in June 2023, our work in Year-Two of the Biennial Budget is to make any known adjustments and corrections.
9 CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

This Mid-Year Budget Performance Report for FY 2024-25 includes the six (6) month period beginning July 1, 2024, through December 31, 2024, and year-end projections for the remaining six (6) month period from January 1, 2025, through June 30, 2025.

This report summarizes the City of Pico Rivera’s (City) overall financial position for the current fiscal year and provides quarterly public reporting, with an emphasis on the General Fund.

By December 31, 2024, the majority of budget categories are not expected to be at 50%, as fluctuations may occur due to the timing of certain receipts, expenditures, and projects. At the end of the third quarter (March 31, 2025), staff will conduct another review of revenues and expenditures and provide updates to the City Council.

The Mid-Year Budget Report provides an in-depth assessment of the City’s revenues and expenditures during the first half of the fiscal year and includes projections of the fiscal year-end results, which serve as the starting point for the refinement of next year’s budget. The Mid-Year review allows the City to monitor revenues and expenditures with the intent to proactively respond to unanticipated changes and emerging trends. It also enhances fiscal transparency, ensuring that the City remains accountable to its residents for the use of public funds. The Mid-Year Budget Review is a critical milestone in the City’s ongoing monitoring of its economic condition and commitment to fiscal sustainability.

Discussion:

Based on activity during the first six (6) months, the Mid-Year outlook remains cautiously optimistic. While there are expectations of economic resilience and moderating inflation, ongoing trends affecting the retail sector warrant careful monitoring. The City has been continuously working to avoid negative impacts from future economic downturns by developing and monitoring responsible and strategic budgets that provide essential services to our residents and fulfill City Council priorities.

These efforts ensure the City maintains current and future financial sustainability and security. A detailed analysis highlighting the major changes will be presented in this report.

General Fund Mid-Year Review – Six (6) Months through December 31, 2024 Revenues
General Fund revenues through the halfway point (second quarter) total $24.13 million, or 40% of the $61.07 million Amended Budget, compared to $23.45 million at FY 2023- 24 Mid-Year. General Fund revenues are not received evenly throughout the year, so revenue received through the second quarter is not expected to be 50% of the total budget. Staff projects that General Fund revenue will align within the amended budget CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

for all revenue categories except for the Utility Users Tax (UUT) and Transient Occupancy Tax (TOT), as discussed later (See Table 1).

The General Fund has several sources of revenue, and five (5) major categories including Sales Tax, Property Tax, UUT, Business License Tax (BLT), and All Other Revenues. Table 1 shows revenues by category.

Sales Tax is the largest source of revenue for the General Fund, representing 44% of total General Fund Operating Revenue. The Sales Tax revenue remained stable, with a marginal decrease of $8,000, or 0.1% as compared to the same period last year. This minor decrease reflects a slight decline in the major sales tax-generating groups, including Business and Industry and State and County Pools.

The reduction in State and County Pools revenue is partly driven by major retailers, such as Amazon, establishing fulfillment centers and directing sales tax payments to specific cities, thereby decreasing the state and county's allocation to the City.

Meanwhile, Measure P continues to show growth due to inflation and demand, although consumers continue to be cautious about spending on non-essential products and projects. Projections remain conservative, anticipating slight growth and steady economic activity.

Property Tax is the second-largest General Fund revenue source, with a net taxable value increase of 4.5% for the FY 2023-24 tax roll, closely aligning with the county’s

4.9% increase. Between July and December 2024, the average median sale price of a detached single-family residential home in the City of Pico Rivera was $732,250, reflecting a $41,000, or 5.6%, increase from the same period in 2023.

Although elevated interest rates have contributed to a decline in sales volume, the limited inventory of homes has driven sale prices higher compared to the prior year. As a result, property transfer tax revenue from home sales continued to show moderate growth in 2024, as reflected in the FY 2023-24 Los Angeles County property tax rolls that list all taxable properties within the City.

Utility Users Tax is $130,000 higher compared to the same time last fiscal year, primarily due to an increase in usage and pricing of electricity charges. When comparing the prices of Electricity per Kilowatt Hour (EKH), the Bureau of Labor Statistics reports that EKH increased by 3% in the Los Angeles Area. While this trend indicates a rise in energy prices, it is too early to tell whether this will result in total UUT meeting budget estimates. Staff will continue to monitor and include any new estimates in the FY 2024-25 Third Quarter Review.

Transient Occupancy Tax revenue is lower than compared to this same period last year by $32,000, primarily due to the sale and closure of the Knights Inn Hotel. Its operations ceased on May 28, 2024, to facilitate the property’s sale and its planned CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

redevelopment into a 95-unit townhouse condominium complex. Redevelopment is actively progressing, with the developers submitting Plan Check fees for the project in late 2024. While this transition may affect the TOT revenue, it is expected to generate higher Property Tax revenue once the condominium project is finalized. Staff will continue to monitor and include any new estimates in the FY 2024-25 Third Quarter Review.

Business License Tax revenue remained steady at mid-year in FY 2024-25 as compared to FY 2023-24, with a minimal decrease of $6,000, with businesses continuing to adapt to the voter-approved Measure AB business license fee structure with only a minimal variance. According to projections from the City's business license consulting firm, HdL, compared to last fiscal year, the business license revenue is expected to increase by approximately 12% by the end of the fiscal year. Staff will continue to monitor this trend and provide an updated estimate in the FY 2024-25 ThirdQuarter report.

Charges for Services revenues are $87,800 higher compared to this period in FY 2023- 24, primarily due to increased participation in Parks and Recreation programs. Notable growth areas include Senior Center programs, expanded offerings in the Trips and Tours program, Contract Programs, and Camps. This revenue is expected to align with budget projections, and staff will continue monitoring trends, providing updated estimates in the FY 2024-25 Third-Quarter report.

Licenses and Permits revenue is $434,000 higher in FY 2024-25 compared to FY 2023- 24, largely due to a significant increase in Plan Check revenue associated with the Knights Inn redevelopment project, as mentioned earlier. Additionally, Building Permit revenue has risen this year due to two (2) major developments currently underway, further enhancing the performance of this category. This revenue is anticipated to meet budget expectations, and staff will continue to monitor trends and provide revised estimates in the FY 2024-25 Third Quarter Review.

All Other Revenues are $152,000 higher compared to this period last fiscal year, primarily due to higher interest income from our investments. Although investments have performed well through mid-year FY 2024-25, we must remain cautious as we approach June 30, 2025. With the Federal Reserve aiming to lower interest rates further in the second half of FY 2024-25, our investment portfolio account faces potential market volatility and fluctuations that could significantly impact the value of our assets.

Overall, General Fund revenues are projected to exceed the original budget by approximately $1.12 million, or 2%, by the end of the fiscal year. As a result, total FY 2024-25 revenue is estimated at approximately $62,192,191, compared to the amended budget of $61.07 million. This is primarily attributed to increased revenue in Business License Tax and All Other Revenues. Staff will continue to monitor the revenue trends CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

for the remainder of the fiscal year and modify the year-end estimate as needed during the third-quarter review.

Table 1. General Fund Revenues by Category
Revenue Source
FY 23-24

MID-YEAR

ACTUALS
FY 24-25

ADOPTED
FY 24-25

AMENDED
FY 24-25

MID-YEAR

ACTUALS
FY 24-25

YEAR-END

PROJECTIONS
$
FY 23-24
vs.

FY 24-25

MID-YEAR
%
FY 23-24
vs.

FY 24-25

MID-YEAR

YEAR-END

VARIANCE
Sales Tax 8,329,351 25,884,112 25,884,112 8,321,081 25,969,152 (8,270) (0%) 85,040 Property Tax 6,584,270 14,683,687 14,683,687 7,011,822 14,749,725 427,552 6% 66,038 Utility Users Tax 1,727,996 4,169,534 4,169,534 1,857,573 4,063,178 129,577 7% (106,356) Franchise Tax 78,347 1,000,000 1,000,000 69,490 1,000,000 (8,857) (13%) - Transient Occupancy Tax (TOT) 152,372 500,000 500,000 120,507 435,726 (31,866) (26%) (64,274) Business License Tax 1,356,565 4,740,027 4,740,027 1,350,117 5,345,327 (6,448) (0%) 605,300 Charges for Services 235,122 551,763 551,763 322,918 593,343 87,796 27% 41,580 Licenses & Permits 900,343 2,312,000 2,312,000 1,334,683 2,379,980 434,339 33% 67,980 All Other Revenues* 2,799,296 5,479,672 5,479,672 2,951,778 5,909,636 152,482 5% 429,964 OPERATING REVENUE 22,163,661 59,320,795 59,320,795 23,339,968 60,446,067 1,176,307 5% 1,125,272 Operating Transfers In** 756,909 1,746,124 1,746,124 789,327 1,746,124 32,418 4% - Non-Operating Transfers In (One-Time) 530,000 - - - - (530,000) - - TOTAL - GENERAL FUND REVENUE 23,450,570 61,066,919 61,066,919 24,129,295 62,192,191 678,725 3% 1,125,272 *Includes Fines & Forfeitures, Use of Money, Other Revenue, and Intergovernmental Revenue **Includes Transfer In (Gas Tax)
Expenditures
General Fund expenditures through the halfway point (second quarter) total $33.83 million, or 53% of the $63.24 million Amended Budget. Most departments had increases from the prior year, primarily in Salaries and Benefits, which rose by $582,124 due to Cost-of-Living Adjustment (COLA), merit increases, and filling vacant positions across various City departments.

In the first half of FY 2024-25, the City Council approved Memorandums of Understanding (MOUs) between the City of Pico Rivera and three (3) full-time employee bargaining groups: Professional and Confidential Employee Association (CEA), Service Employees International Union 721 (SEIU), and the Directors Union. The approved MOUs include annual COLA salary increases of 4%, 3%, and 3% for FY 2024-25, FY 2025-26, and FY 2026-27, respectively. FY 2024-25 is the first year of the MOU. As a result, the total Salaries and Benefits increased, as the MOU became retroactively effective on July 1, 2024. Additionally, merit-based salary increases and a citywide rise in Other Post-Employment Benefits (OPEB) expenditures compared to the previous year contributed to the overall increase.

The Maintenance and Operations costs in the General Fund departments increased by $1.48 million compared to this same period last year. This growth is primarily attributed to rising costs for supplies, increased expenses for Contracted Services, and higher insurance premiums. The elevated insurance costs are driven by global market adjustments in response to heightened claim activity and evolving policy requirements.

The City anticipates further increases in General Liability and Workers’ Compensation CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

premiums in the coming years. These factors collectively reflect broader economic trends impacting operational expenses across city services. Table 2 on page 8 shows expenditures by Department.

Discussion of Departments with significant variances from the prior year are as follows:
• Administration mid-year expenditures are lower compared to the same period last year, primarily due to the reallocation of labor costs for certain positions from the General Fund to other funds. This shift ensures that labor costs are more accurately aligned with the specific projects and activities they support, resulting in savings to the General Fund. Additionally, Maintenance and Operations expenditures have decreased, largely due to most expenses related to the Climate Action and Adaptation Plan (CAAP) were incurred in FY 2023-24.

Further contributing to the reduction is lower usage and costs for City Attorney services, as well as fewer expenditures for Advertising and Publication services.

As additional expenditures are expected in the second half of the fiscal year, total department expenditures are expected to meet budget expectations by the end of the year.
• Public Safety - Los Angeles County Sheriff’s Department (LASD) is tracking slightly higher compared to the same period last year primarily due to the annual contract increase for LASD and the enhancement of public safety programs, including the additional video monitoring services throughout our parks provided by Netwatch, the Shotspotter Gunshot Detection System, and additional security services provided by Southwest Patrol Inc. Expenditures are expected to remain within budget by the end of the year.
• Administrative Services expenditures are slightly lower compared to last fiscal year due to decreased Maintenance and Operations costs. This decline is attributed to fewer Business License (BL) contra expenditures in the first half of the fiscal year. As more businesses in the community continue to adapt to Measure AB—the new BL structure approved by voters in November 2021 and implemented in January 2022—there has been a reduction in refunds, adjustments, and discovery fees, leading to lower BL contra expenditures.

Overall, total department expenditures are expected to meet budget expectations by year-end.
• Community & Economic Development is tracking slightly higher compared to the same period last year, primarily due to COLA increases and the filling of previously vacant positions this fiscal year. Conversely, Maintenance and Operations costs are tracking lower than last year, primarily attributed to lower Legal Services, Professional and Contracted Services across various divisions such as Planning, Economic Development, and Building programs and projects.

As additional expenditures are expected in the second half of the fiscal year, total CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

department expenditures are expected to meet budget expectations by the end of the fiscal year.
• Non-Departmental expenditures are higher compared to the same period last year, primarily due to annual rate increases in key cost areas. These include higher Public Employees Retirement (PERS) costs and increased contributions toward the City’s Unfunded Actuarial Liability (UAL) obligations. Additionally, rising costs for citywide general liability, property insurance programs, and workers’ compensation insurance premiums continue to impact expenditures.

While the City has not experienced any significant claims, broader pressures within the insurance market, including increased high-cost claims, expanded liability exposures, and higher payout amounts to cover rising replacement and repair costs, have contributed to these increases. Another notable citywide expenditure increase is attributed to annual Group Health rate increases. Staff will continue to monitor these trends and potential impacts closely, and overall expenditures are expected to meet budget expectations by the end of the fiscal year.
• Human Resources expenditures experienced normal growth in the Salaries and Benefits category due to COLA increases and the increased cost of Group Health, as noted earlier. Expenditures are expected to remain within budget by year-end.
• Parks and Recreation has increased expenditures compared to last fiscal year due to several key factors. These include COLA increases, the hiring of a Supervisor, and higher hourly salaries for staff to support expanded programs and services, such as Camps, Facilities Programs, Recreation Administration, and Special Events. Additionally, Maintenance and Operations costs have risen, primarily due to increased expenses for special events, trips, and tour programming. One-time expenditures have also contributed to the increase, including facility improvements at the Pico Park Gymnasium, such as sound panels and glass backboards, as well as the purchase of fitness equipment at the Senior Center. While expenditures have increased compared to last fiscal year, the Parks and Recreation Department is expected to meet budget expectations by the end of the year.
• Public Works is tracking higher compared to the same period last fiscal year, primarily due to COLA and merit increases, as well as rising costs associated with OPEB and Group Health contributions. Additionally, increases in hourly salaries and overtime costs have contributed to the overall Salaries and Benefits category. The increase in Maintenance and Operations costs is largely driven by rising costs for supplies and essential services, including Contracted Services and Professional Services for street sweeping, tree trimming, janitorial services, landscaping and maintenance, and graffiti abatement. Other notable increases CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

include facility improvement projects and small tool and equipment replacements.

It is expected to come within budget by the end of the year. • Operating Transfers Out includes the $1.065 million Sales Tax Pledge from the General Fund to the Successor Agency (Fund 851).
• Non-Operating Transfers Out includes the transfer of $5 million to the Capital Improvement Project Fund for Pavement Management. The funding is essential for achieving the City’s objective of raising the Pavement Condition Index from 55 to a healthy 67. Additionally, on October 22, 2024, the City Council approved a transfer of $42,649 for additional costs related to the Golf Course Fire Damage Repair Project.

Table 2 below shows expenditures by Department.

Table 2. General Fund Expenditures by Department

DEPARTMENT / EXPENDITURE CATEGORY
FY 23-24

MID-YEAR

ACTUALS
FY 24-25

ADOPTED
FY 24-25

AMENDED
FY 24-25

MID-YEAR

ACTUALS
FY 24-25

YEAR-END

PROJECTIONS
$
FY 23-24
vs.

FY 24-25

MID-YEAR

ACTUALS
%
FY 23-24
vs.

FY 24-25

MID-YEAR

ACTUALS
Percentage
of Budget
Used

YEAR-END

VARIANCE

ADMINISTRATION
Salaries & Benefits $ 830,320 $ 1,577,749 $ 1,577,749 $ 796,169 $ 1,558,141 $ (34,151) (4%) Maintenance & Operations 336,475 674,079 817,430 221,150 817,430 (115,326) (52%) TOTAL ADMINISTRATION 1,166,795 2,251,828 2,395,179 1,017,318 2,375,571 (149,477) (15%) 42% (19,608) Public Safety 6,732,192 14,797,684 15,809,074 7,142,004 15,809,074 409,812 6% 45% -

ADMINISTRATIVE SERVICES
Salaries & Benefits 906,960 2,495,143 2,351,143 971,158 1,956,084 64,198 7% Maintenance & Operations 555,264 942,512 1,088,865 432,511 1,088,870 (122,754) (28%) TOTAL ADMINISTRATIVE SERVICES 1,462,225 3,437,655 3,440,008 1,403,669 3,044,955 (58,556) (4%) 41% (395,053)

COMMUNITY & ECONOMIC DEVELOPMENT
Salaries & Benefits 1,797,994 4,166,643 4,166,643 1,877,357 3,808,567 79,363 4% Maintenance & Operations 479,693 2,501,811 3,034,038 425,598 3,035,014 (54,095) (13%) TOTAL COMMUNITY & ECONOMIC DEV. 2,277,687 6,668,454 7,200,681 2,302,955 6,843,581 25,268 1% 32% (357,100) Non-Departmental 5,105,364 7,340,218 7,340,218 6,170,335 7,316,894 1,064,971 17% 84% (23,324)

HUMAN RESOURCES
Salaries & Benefits 419,431 896,140 896,140 457,026 914,323 37,595 8% Maintenance & Operations 172,126 415,477 415,477 169,064 394,512 (3,062) (2%) TOTAL HUMAN RESOURCES 591,557 1,311,617 1,311,617 626,090 1,308,835 34,533 6% 48% (2,782)

PARKS & RECREATION
Salaries & Benefits 2,504,647 6,060,082 6,060,082 2,746,903 5,686,122 242,256 9% Maintenance & Operations 687,606 1,780,772 1,868,997 906,522 1,876,796 218,916 24% TOTAL PARKS & RECREATION 3,192,253 7,840,854 7,929,079 3,653,425 7,562,917 461,172 13% 46% (366,162)

PUBLIC WORKS
Salaries & Benefits 2,550,213 5,803,004 5,803,004 2,743,076 5,359,336 192,863 7% Maintenance & Operations 2,583,606 5,550,605 5,899,946 2,664,650 5,903,372 81,045 3% TOTAL PUBLIC WORKS 5,133,819 11,353,609 11,702,950 5,407,726 11,262,708 273,908 5% 46% (440,242) GENERAL FUND OPERATING EXPENDITURES 25,661,891 55,001,919 57,128,806 27,723,522 55,524,536 2,061,631 7% 49% (1,604,270) TOTAL Salaries & Benefits 9,009,565 20,998,761 20,854,761 9,591,689 19,282,573 582,124 6% TOTAL Maintenance & Operations 16,652,326 34,003,158 36,274,045 18,131,834 36,241,963 1,479,507 8% 25,661,891 55,001,919 57,128,806 27,723,522 55,524,536 2,061,631 7% 49% (1,604,270) Operating - Transfers Out 1,065,000 1,065,000 1,065,000 1,065,000 1,065,000 - 0% Non-Operating - Transfers Out 913,966 5,000,000 5,042,650 5,042,650 5,042,650 4,128,684 82% TOTAL - GENERAL FUND EXPENDITURES $27,640,857 $ 61,066,919 $ 63,236,456 $33,831,172 $ 61,632,186 $ 6,190,315 18% 53% (1,604,270) CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

General Fund Citywide
At the end of the second quarter or halfway point, expenditures exceeded revenues due to the upfront payment of some expenditures, such as the Sales Tax Pledge transferred to the Successor Agency, CalPERS UAL payment, transfers to the Capital Improvement Fund for the Capital Improvement Projects, COLA increases, and General Liability insurance premiums. The mid-year report is developed using six (6) months of actual (unaudited) activity for FY 2024-25. An update will be provided in the FY 2024-25 thirdquarter budget results. Except for the identified variances discussed earlier in this report, revenues and expenditures have performed as expected.

Table 3 below summarizes the total General Fund revenues and expenditures citywide.

Table 3. General Fund Revenues and Expenditures Totals
FY 23-24

MID-YEAR

ACTUALS
FY 24-25

ADOPTED
FY 24-25

AMENDED
FY 24-25

MID-YEAR

ACTUALS
FY 24-25

YEAR-END

PROJECTIONS
$
FY 23-24
vs.

FY 24-25

MID-YEAR

ACTUALS
%
FY 23-24
vs.

FY 24-25

MID-YEAR

ACTUALS

YEAR-END

VARIANCE
REVENUE* $ 23,450,570 $ 61,066,919 $ 61,066,919 $ 24,129,295 $ 62,192,191 $ 678,725 3% $ 1,125,272 EXPENDITURES** 25,661,891 55,001,919 57,128,806 27,723,522 55,524,536 2,061,631 7% (1,604,270) SUBTOTAL (2,211,321) 6,065,000 3,938,113 (3,594,227) 6,667,655 (1,382,906) 38% 2,729,542 OPERATING TRANSFERS OUT 1,065,000 1,065,000 1,065,000 1,065,000 1,065,000 - 0% - NON-OPERATING TRANSFERS OUT (ONE-TIME) 913,966 5,000,000 5,042,650 5,042,650 5,042,650 4,128,684 82% - SURPLUS / (DEFICIT) $ (4,190,287) $ - $ (2,169,537) $ (9,701,877) $ 560,005 $ (5,511,590) 57% $ 2,729,542 61,066,919
*Includes Non-Operating Transfers In (Gas Tax and Intergovernmental Transfers) **Includes Vacancy Savings
The Administrative Services Department conducted a five (5) year comparison of the mid-year of FY 2020-21 through mid-year of FY 2024-25 in Graph 1. At the midpoint of FY 2020-21, the pandemic affected operations, leading to unforeseen expenses and significant uncertainty about its duration. By FY 2021-22, the pandemic's impact had lessened, allowing operations to better align with pre-pandemic budgets. The FY 2022- 23 mid-year reflected the effects of inflation and rising interest rates on both revenues and expenditures. In FY 2023-24 and FY 2024-25, expenditures remain elevated while revenues continue to grow steadily.
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CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

Graph 1. Mid-Year 2021 Actuals through Mid-Year 2025 Actuals Staff recommends the following budget adjustments to meet the operation needs:

Capital Improvement Funds Budget Adjustments (Enclosure 1):

The City has a five-year Capital Improvement Program (CIP) that includes improvements for streets, bridges, and roadways, parks and open spaces, stormwater quality, water production, treatment and delivery, sanitary sewer, City buildings, and other large-scale capital projects. These projects are reviewed as part of the FY 2024- 25 Mid-Year Budget Review. Upon analysis, various CIPs require minimal mid-year adjustments to expenditures, with a net effect of $0, as outlined in Enclosure 1.

Between June 2021 and June 2022, the City received $14,772,455 in American Rescue Plan Act (ARPA) funding. On January 11, 2022, the City Council approved allocating this funding to three (3) CIP projects: $6,500,000 for the Smith Park Aquatic Center Pool project, $4,000,000 for the Street Pavement project, and $4,272,455 for the Polyfluoroalkyl Substances (PFAS) treatment project. In November 2022, the PFAS treatment project allocation was redirected to the Water Main project (CIP No. 50098) to comply with federal procurement standards.

By the end of FY 2022, $10,227,800 was transferred from the ARPA Fund to the General Fund to cover part of the City's public law enforcement expenses under the revenue loss recovery provision. This amount was transferred to the CIP Fund but fell CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

short by $272,200 of the approved $10,500,000 allocation for the Pool and Street Pavement projects.

To align with the Department of the Treasury's ARPA expenditure requirements, Public Works staff issued a federal procurement-compliant RFP for the Water Main project, awarding the contract in December 2024. To ensure all ARPA funds are spent by the required deadlines, staff recommends reallocating $272,000 from the Street Pavement project (CIP No. 50106) in the CIP Fund to the Water Main project (CIP No. 50098) in the ARPA Fund. This adjustment would increase the total ARPA allocation for the Water Main project to $4,544,655, as outlined in Table 4 below and in Enclosure 1.

Table 4. Capital Improvement Funds Budget Adjustment Summary ARPA Funding
Approved on
1/11/22
Adjustment in
Nov 2022
Adjustment
Proposed Adjusted
Smith Park Aquatic Center Pool $6,500,000 $6,500,000
Street Pavement $4,000,000 (272,200) $3,727,800
PFAS Treatment $4,272,455 (4,272,455) -
Water Main 4,272,455 272,200 $4,544,655
Total $14,772,455 - - $14,772,455
Additionally, staff has identified the need for a budget adjustment to comply with the State Water Resources Control Board’s mandate requiring sewer agencies to develop, update, and implement a Sewer System Management Plan (SSMP). This mandate includes conducting audits every three (3) years and updating the SSMP every six (6) years. Although the City is part of the Los Angeles County Public Works Consolidated Sewer Maintenance District, it is required to submit independent audits and reports.

The SSMP audit evaluates compliance, operational effectiveness, and necessary corrective actions while periodic updates ensure regulatory alignment, system improvements, and risk management, ultimately enhancing the efficiency, reliability, and compliance of the City’s sewer system. To meet this requirement, staff recommends reallocating $60,000 from the Sewer Main Improvement project (CIP No. 50113) in the CIP Fund to the Sewer System Management Plan Audit project (Non-CIP No. 30063) in the CIP Fund, as detailed in Enclosure 1.

Other Funds Budget Adjustments (Enclosure 2):

In reviewing the City’s Other Funds, staff identified the need for a budget appropriation as outlined in Enclosure 2 in the Sports Arena Complex (Fund 590) fund. Staff recommends a budget appropriation of $60,000 in Fund 590 to fund a preliminary market feasibility study evaluating the economic potential of developing a new sports and entertainment district in Pico Rivera. The study will provide critical data to support ongoing discussions and exclusive negotiations with the United Soccer League, assisting in the identification of economically viable stadium sites, determining appropriate size and capacity, exploring initial design concepts, and assessing potential CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

programming. After evaluating multiple firms, the City selected C.H. Johnson as the technical consultant for this study.

Positions (Personnel) Adjustment (Enclosure 3):

To support City operations, it is essential to adjust positions as efficiently and effectively as possible to meet the departmental objectives and goals. Under certain circumstances, the need to modify positions may arise. This change allows the City to achieve optimal service levels. The FY 2024-25 Adopted Budget includes adequate funding for the personnel adjustment outlined in Enclosure 3, as the lower-level position is fully funded and has remained vacant as of the mid-year review. Additionally, the proposed adjustment involves removing the lower-level position from the FTE Master Position Control. This change results in a net-neutral impact on the FTE total, maintaining the count at 159 adopted positions for FY 2024-25.

To carry out the strategies aligned with City Council priorities and guiding principles, an adjustment to two (2) positions is proposed. The recommended position changes are listed below by department:

Community and Economic Development (1 Position):
• The Community and Economic Development Department experienced difficulties in recruiting qualified candidates for the Analyst position and, therefore, determined to reclassify it as a Senior Manager position. The Adopted FY 2024- 25 FTE Positions include the Analyst position. The FTE list will be formally updated to reflect this change during the FY 2024-25 Mid-Year Budget Review presented to the City Council.

Administration (1 Position):
• Reclassify Principal Analyst to Director of the Office of Sustainability: This position will play a critical role in ensuring the ongoing operations of PRIME and in delivering on the City’s goal of reducing carbon emissions by half by 2035 and achieving net-zero emissions by 2050. To meet these goals, the Director will be tasked with carrying out the recently adopted Climate Action Plan (CAP), which establishes a roadmap for reducing emissions and streamlining the California Environmental Quality Act (CEQA) for future development, diverting solid waste and food waste from landfills, expanding electric vehicle adoption, and continuing to create innovative energy solutions for residents and businesses through PRIME. This position will be funded 60% by Fund 560, 25% by Fund 671, and 15% by Fund 100.

Enterprise Funds
The City has four (4) Enterprise Funds – Water Authority, PRIME, Golf Course, and Sports Arena. Collectively, these are separate funds where the City charges fees to customers to cover all or most of the costs of the services it provides. These funds are reviewed as part of the FY 2024-25 Mid-Year Budget Review. The comprehensive CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

summary of Enterprise Fund revenues and expenses as of December 31, 2024, is presented in Table 5 on the next page.

Water Operations Enterprise Fund
The Water Operations Enterprise Fund accounts for the operation and maintenance of the City’s water treatment, transmission, and distribution system. The FY 2024-25 Water Fund revenues reflect the scheduled annual water rate increase approved by the City Council on April 27, 2021. Expenses for the fiscal year include $2.4 million for ongoing Capital Improvement Projects, including PFAS Treatment System Project.

Staff anticipates that expenses will remain within budget by the end of the fiscal year.

Pico Rivera Innovative Municipal Energy (PRIME) Fund
The PRIME Fund manages revenues and expenses related to the purchase and sale of environmentally sustainable “greener” energy. As of the FY 2024-25 Mid-Year Review, revenues are tracking higher than expenses by approximately $2.4 million, primarily due to the rate increase approved by the City Council in February 2023 and implemented in October 2023. Higher demand and consumption, partly driven by rising summer temperatures and increased air conditioning usage, have contributed to higher revenues and expenses. Through strategic planning, PRIME has secured sufficient energy supply to meet demand while also generating revenue from energy sales. Staff anticipates that expenses will remain within budget by fiscal year-end.

Golf Course Fund
The Pico Rivera Golf Course has experienced lower-than-anticipated revenues while incurring higher-than-anticipated expenses at the midpoint of FY 2024-25. In February 2024, a new management company was engaged to revitalize the course by expanding services, leveraging industry expertise, and enhancing operational standards. While these improvements are expected to drive future revenue growth, expenses have increased due to higher materials costs, service fees, and contract management expenses. Staff will continue to monitor and reevaluate throughout the remainder of the fiscal year.

Sports Arena Fund
The Sports Arena has surpassed pre-pandemic operations levels for rentals and events.

The increase in activity has resulted in slightly higher revenues due to the growing demand for the arena, while expenses remain within budget. Staff will continue to monitor and reassess for the rest of the fiscal year.
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CITY COUNCIL AGENDA REPORT – MEETING OF FEBRUARY 25, 2025 FISCAL YEAR 2024-25 CITY OF PICO RIVERA MID-YEAR BUDGET REPORT AS OF DECEMBER 31, 2024

Table 5. Summary Enterprise Funds Budgets
Conclusion:

This Mid-Year (second quarter) Report provides an overview of the City’s operating revenues and expenditures for the period ending December 31, 2024, in comparison to the previous year. Mid-year operating expenditures are tracking at 53% of the budget, aligning with projections. General Fund revenues are expected to meet budgeted targets and remain within budget by the end of FY 2024-25. The financial performance from the prior fiscal year, combined with the FY 2024-25 mid-year data, confirms the City’s commitment to maintaining structural balance through fiscal discipline as a core principle of financial management. Departments continue to manage financial pressures effectively to mitigate General Fund impacts and should be commended for their efforts. Staff will continue to monitor all revenue sources and expenditures closely, identifying opportunities to enhance revenues and optimize expenditures.

Steve Carmona
SC:AG:JG:DS:ep
Enclosures: 1) FY 2024-25 Mid-Year Capital Improvement Funds Budget Adjustment Worksheet
2) FY 2024-25 Mid-Year Other Funds Budget Adjustment Worksheet 3) FY 2024-25 Authorized Positions (FTE)
Water Operations PRIME Golf Course Sports Arena
Revenue $ 6,217,359 $ 14,992,644 $ 684,346 $ 186,044
Expense 4,785,826 12,589,190 1,077,244 126,963
OPERATING SURPLUS / (DEFICIT) 1,431,532 2,403,454 (392,899) 59,081 Less: Capital Outlay 2,448,293 - - -
TOTAL SURPLUS / (DEFICIT) $ (1,016,761) $ 2,403,454 $ (392,899) $ 59,081 FY 2024-25 Enterprise Funds Mid-Year Results

CITY OF PICO RIVERA
Fiscal Year 2024-25 Mid-Year Budget Adjustments
ENCLOSURE 1 - CIP Other Funds - No General Fund
CAPITAL IMPROVEMENT - NO GF Decrease Increase
New
Appropriation
Request
Net Increase /
(Decrease) Notes

REVENUE
$ - $ - $ - $ -

EXPENDITURE

CAPITAL IMPROVEMENT FUND
400.70.7300-54500-50106 $ (272,200) $ - $ - $ (272,200) Capital Improvement Fund - Fund 400 decrease and transfer $272,200 to the Water Main Project #50098 in the ARPA fund to cover the total costs and ensure all ARPA funds are spent by the required deadlines.

Project: Road Resurfacing Program - Overlay and Reconstruction

AMERICAN RECOVERY PLAN (ARPA)
640.70.7340-54500-50098 $ - $ 272,200 $ - $ 272,200
American Recovery Plan Fund - Fund 640 increase $272,200 from the Road Resurfacing Program - Overlay and Reconstruction #50106 in the CIP fund to cover the total costs and ensure all ARPA funds are spent by the required deadlines.

Project: Road Resurfacing Program - Overlay and Reconstruction

CAPITAL IMPROVEMENT FUND
400.70.7300-54500-50113 $ (60,000) $ - $ - $ (60,000)
Capital Improvement Fund - Fund 400 decrease and transfer $60,000 from the Sewer Main Improvement Project #50113 to the Sewer System Management Plan Audit Project NonCIP #30063 to conduct a Sewer System Management Plan (SSMP) to comply with Specification 5.4 of the General Order requiring completion of an internal audit once every 3 years.

Project: Road Resurfacing Program - Overlay and Reconstruction 400.70.7300-54500-30063 $ - $ 60,000 $ - $ 60,000
Capital Improvement Fund - Fund 400 decrease and transfer $60,000 from the Sewer Main Improvement Project #50113 to the Sewer System Management Plan Audit Project NonCIP #30063 to conduct a Sewer System Management Plan (SSMP) to comply with Specification 5.4 of the General Order requiring completion of an internal audit once every 3 years.

Project: Road Resurfacing Program - Overlay and Reconstruction $ (332,200) $ 332,200 $ - $ -
$ - $ - $ - $ -
$ -
February 25, 2025

EXPENDITURE ADJUSTMENTS

REVENUE ADJUSTMENTS

NET ADJUSTMENTS INCREASE/(DECREASE)
9a
Enclosure 1

CITY OF PICO RIVERA
Fiscal Year 2024-25 Mid-Year Budget Adjustments
ENCLOSURE 2 - Other Funds - No General Fund
OTHER FUNDS - NO GENERAL FUND Decrease Increase
New
Appropriation
Request
Net Increase /
(Decrease) Notes

REVENUE
$ - $ - $ - $ -

EXPENDITURE

SPORTS ARENA COMPLEX
590.11.1110-54500 $ - $ - $ 60,000 $ 60,000
New funds requested to conduct a preliminary market feasibility study that would assess economic potential for a new sports and entertainment district. $ - $ - $ - $ -
$ - $ - $ 60,000 $ 60,000
$ - $ - $ - $ -
$ 60,000
February 25, 2025

EXPENDITURE ADJUSTMENTS

REVENUE ADJUSTMENTS

NET ADJUSTMENTS INCREASE/(DECREASE)
Enclosure 2
9b
Enclosure 3 - FY 2024-25 Authorized Positions (FTE) Adjustments FY 23-24
Adopted
FY 24-25
Adopted
FY 24-25
Amended
City Manager / City Council
City Manager 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00
Director 1.00 1.00 2.00
Principal Analyst 1.00 1.00 0.00
Analyst 1.00 0.00 0.00
Senior Analyst 0.00 1.00 1.00
Secretary 1.00 1.00 1.00
Sr. Executive Assistant 1.00 1.00 1.00
Coordinator 1.00 1.00 1.00
Sustainability Technician 1.00 1.00 1.00

9.00 9.00 9.00
City Clerk
City Clerk 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
Junior Deputy City Clerk 1.00 1.00 1.00

3.00 3.00 3.00
Administrative Services
Director of Administrative Services 1.00 1.00 1.00
Deputy Director of Administrative Services 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00
Senior Manager - Accounting 1.00 1.00 1.00
Senior Manager - Budget 1.00 1.00 1.00
Accountant III 1.00 1.00 1.00
Accountant I 1.00 1.00 1.00
Finance Technician 3.00 3.00 3.00
I.T. Technician 1.00 1.00 1.00
Senior I.T. Manager 1.00 1.00 1.00
Account Clerk III 2.00 2.00 2.00
Account Clerk II 2.00 2.00 2.00
Supervisor 1.00 1.00 1.00
Budget and Financial Analyst 1.00 1.00 1.00

18.00 18.00 18.00
Human Resources
Director of Human Resources 1.00 1.00 1.00
Human Resources Senior Analyst 1.00 1.00 1.00
Senior Human Resources Technician 1.00 1.00 1.00
Adopted Positions, by Classification and Department
Authorized, Filled and Vacant
Fiscal Year 2024-25 (Amended)
9c
Enclosure 3 - FY 2024-25 Authorized Positions (FTE) Adjustments FY 23-24
Adopted
FY 24-25
Adopted
FY 24-25
Amended
Adopted Positions, by Classification and Department
Authorized, Filled and Vacant
Fiscal Year 2024-25 (Amended)
Human Resources Coordinator 1.00 1.00 1.00

4.00 4.00 4.00
Community and Economic Development
Director of Community and Economic Development 1.00 1.00 1.00 Deputy Director 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Secretary 3.00 2.00 2.00
Administatrive Clerk 0.00 1.00 1.00
Senior Planner 2.00 1.00 1.00
Planner 1.00 1.00 1.00
Assistant Planner 2.00 2.00 2.00
Senior Manager 0.00 0.00 1.00
Senior Analyst 1.00 1.00 1.00
Analyst (Economic Development) 2.00 2.00 1.00
Neighborhood Improvement Officer 4.00 4.00 4.00
Coordinator (Parking Enforcement) 1.00 1.00 1.00
Parking Enforcement Officer 4.00 4.00 4.00
Manager (Housing) 1.00 0.00 0.00
Coordinator (Housing) 0.00 1.00 1.00
Housing Program Specialist 2.00 2.00 2.00
Building Official 1.00 1.00 1.00
Senior Inspector 1.00 1.00 1.00
Technician (Building) 1.00 1.00 1.00
Building Inspector 0.00 1.00 1.00
Counter Service Representative 1.00 1.00 1.00

30.00 30.00 30.00
Parks and Recreation
Director of Parks and Recreation 1.00 1.00 1.00
Manager 2.00 2.00 2.00
Supervisor 6.00 6.00 6.00
Senior Analyst 1.00 1.00 1.00
Analyst 1.00 1.00 1.00
Caseworker 1.00 1.00 1.00
Coordinator 9.00 9.00 9.00
Executive Assistant 1.00 1.00 1.00
Administrative Clerk 3.00 3.00 3.00
Senior Technician 1.00 1.00 1.00
Enclosure 3 - FY 2024-25 Authorized Positions (FTE) Adjustments FY 23-24
Adopted
FY 24-25
Adopted
FY 24-25
Amended
Adopted Positions, by Classification and Department
Authorized, Filled and Vacant
Fiscal Year 2024-25 (Amended)
Technician 1.00 1.00 1.00
Digital and Media Assistant 1.00 1.00 1.00

28.00 28.00 28.00
Public Works
Director of Public Works 1.00 1.00 1.00
Deputy Director 1.00 1.00 1.00
Assistant City Engineer 1.00 1.00 1.00
Senior Engineer 1.00 1.00 1.00
Assistant Engineer 1.00 0.00 0.00
Associate Engineer 1.00 2.00 2.00
Public Works Inspector 1.00 1.00 1.00
Utilities Superintendent 1.00 1.00 1.00
Supervisor 3.00 3.00 3.00
Public Works Superintendent 0.00 1.00 1.00
Field Services Manager 1.00 0.00 0.00
Water Systems Operator I 3.00 3.00 3.00
Water Systems Operator II 3.00 3.00 3.00
Water Systems Operator III 1.00 1.00 1.00
Water Treatment Operator I 1.00 1.00 1.00
Water Treatment Operator II 2.00 2.00 2.00
Water Treatment Operator III 1.00 1.00 1.00
Customer Service Representative 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00
Water Treatment Supervisor 1.00 0.00 0.00
Senior Water Treatment Supervisor 0.00 1.00 1.00
Facilities Maintenance Worker I 3.00 3.00 3.00
Facilities Maintenance Worker II 2.00 2.00 2.00
Facilities Maintenance Worker III 3.00 3.00 3.00
Maintenance Crew Leader 6.00 6.00 6.00
Maintenance Worker I / II 17.00 17.00 17.00
Principal Analyst 1.00 1.00 1.00
Senior Analyst 1.00 1.00 1.00
Technician (Engineering) 1.00 1.00 1.00
Counter Service Representative 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Secretary 2.00 2.00 2.00
Equipment Mechanic II 1.00 1.00 1.00
Enclosure 3 - FY 2024-25 Authorized Positions (FTE) Adjustments FY 23-24
Adopted
FY 24-25
Adopted
FY 24-25
Amended
Adopted Positions, by Classification and Department
Authorized, Filled and Vacant
Fiscal Year 2024-25 (Amended)
Custodian 2.00 2.00 2.00

67.00 67.00 67.00
TOTALS 159.00 159.00 159.00
Department
FY 23-24
Adopted
FY 24-25
Adopted
FY 24-25
Adopted
Administration 12.00 12.00 12.00
Administrative Services 18.00 18.00 18.00
Human Resources 4.00 4.00 4.00
Community and Economic Development 30.00 30.00 30.00
Parks and Recreation 28.00 28.00 28.00
Public Works 67.00 67.00 67.00
TOTAL 159.00 159.00 159.00

COUNCIL

MEETING
DATE

COUNCIL MEMBER REQUEST DETAIL DIRECTOR(S)
ACTION TAKEN: Memo; Staff
Report; Closed Session;
Presentation; Follow-up
Meeting; City Manager Reports;
Informal Action

DISCUSSION
ITEM
ACTION

ITEM DATE
STATUS:

Complete;
Pending;
On-going;
In-Progress
9/10/2024 Lutz/Lara Create Good Citizen Award Program Pam Yugar Future Agenda item In Progress 2/11/2025 Garcia/Lara Pico Boys relocation discussion Future Agenda item Pending

GOOD OF THE ORDER