Agenda, first session — Sierra Madre City Council, September 23, 2025 (part 1 of 3)

CITY COUNCIL

MEETING AGENDA PACKET
Tuesday, September 23, 2025
5:30 pm
Sierra Madre City Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Mayor Robert Parkhurst, Mayor Pro Tempore Kristine Lowe Council Members: Edward Garcia, Gene Goss, and Kelly Kriebs

PUBLIC COMMENT
The Council will listen to the public on any item on the agenda. Under the Brown Act, the City Council is prohibited from taking action on items not on the agenda, but the matter may be referred to staff or to a subsequent meeting. Each speaker will be limited to three continuous minutes, which may not be delegated. These rules will be enforced but may be changed by appropriate City Council action.

PUBLIC COMMENT FOR ITEMS ON THE AGENDA:

Persons wishing to speak on closed session items have a choice of doing so either immediately prior to the closed session or at the time for comments on items at the open session.

CLOSED SESSION
CALL TO ORDER/ROLL CALL Mayor Parkhurst, Mayor Pro Tem Lowe, Council Member Garcia, Council Member Goss, and Council Member Kriebs
PUBLIC COMMENT Regarding Closed Session Items
RECESS TO CLOSED SESSION REGARDING:

1. Conference with Legal Counsel; Existing Litigation
(Gov. Code 54956.9)(d)(1))
City of Sierra Madre v. Edison International et al.

Case No. 25STCV06283

2. Conference with Legal Counsel; Existing Litigation
(Gov. Code 54956.9)(d)(1))
Protect Sierra Madre v. City of Sierra Madre et al.

LA County Case No. 24STCP01652

3. Conference with Legal Counsel; Existing Litigation
(Gov. Code 54956.9(d)(1))
City of Sierra Madre v. META Platforms, Inc. et al.

LA County Case No. 24STCV04913

4. Conference with Legal Counsel; Initiation of Litigation (Gov. Code 54956.9)(d)(4))
Number of Potential Cases: 1
AGENDA

SPECIAL MEETING

SIERRA MADRE CITY COUNCIL
Tuesday, September 23, 2025
Closed Session 4:30 pm
City Hall Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer

ACTION ITEMS
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.

MEETING ASSISTANCE
If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (626) 355-7135 at least 48 hours prior to the meeting.

AGENDA

REGULAR MEETING

SIERRA MADRE CITY COUNCIL
Tuesday, September 23, 2025
5:30 pm
City of Sierra Madre
City Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
EdwardGarcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
The Brown Act provides the public with an opportunity to make public comments at any public meeting; as an alternative, public comment may be made by e-mail to [email protected] by 3:00PM on the day of the meeting. Emails will be acknowledged at the City Council meeting, filed into public record, and scanned onto the City website for public review.

The meeting will be streamed live on the City’s website at sierramadreca.gov , on Foothills Media website at http://www.foothillsmedia.org/sierramadre and broadcast on Government Access Channel 3 (Spectrum)

CODE OF CONDUCT
The purpose of a City Council meeting is to conduct City business. Members of the public that behave in a manner that interrupts or obstructs the City Council’s ability to conduct City business may be asked to leave the meeting. Any and all demonstrations which disrupt, interrupt, or obstruct the City Council’s ability to conduct City business are prohibited. No signs, posters, or other large objects shall be brought into the Council Chambers or other meeting place if doing so would disrupt, disturb, or otherwise impede the orderly course of the meeting.

CALL TO ORDER/ROLL CALL MEMBERS OF THE CITY COUNCIL
Mayor Parkhurst, Mayor Pro Tem Lowe, Council Member Garcia, Council Member Goss, Council Member Kriebs

PLEDGE OF ALLEGIANCE AND INSPIRATION
Mayor Pro Tem Kristine Lowe

APPROVAL OF MEETING AGENDA
Vote of the City Council to proceed with City business.

REPORT OUT FROM CLOSED SESSION
City Attorney report from the Closed Session.
1) Conference with Legal Counsel; Existing Litigation (Gov. Code 54956.9)(d)(1)) City of Sierra Madre v. Edison International et al. Case No. 25STCV06283 2) Conference with Legal Counsel; Existing Litigation (Gov. Code 54956.9)(d)(1)) Protect Sierra Madre v. City of Sierra Madre et al. LA County Case No. 24STCP01652 3) Conference with Legal Counsel; Existing Litigation (Gov. Code 54956.9)(d)(1)) City of Sierra Madre v. META Platforms, Inc. et al. LA County Case No. 24STCV04913 4) Conference with Legal Counsel; Initiation of Litigation (Gov. Code 54956.9)(d)(4)) Number of Potential Cases: 1

APPROVAL OF MEETING MINUTES
Approval of September 9, 2025 City Council Regular Meeting minutes.

APPROVAL FOR READING RESOLUTIONS AND ORDINANCES
Vote of the City Council to read all Ordinances and Resolutions by title only and waive reading in full.

MAYOR AND CITY COUNCIL REPORTS
Reporting of Council Members' activities related to City business.

PUBLIC PARTICIPATION CODE OF CONDUCT
The City Council requests that participants refrain from making personal, slanderous, profane, or disruptive remarks. A person who continues to disrupt the orderly conduct of the meeting after being warned by the Mayor or designee to cease the disruption may be precluded from further participation in the meeting. No signs, posters, or other large objects shall be brought into official meeting places if doing so would disrupt, disturb, or otherwise impede the orderly course of the meeting.

PUBLIC COMMENT
The City Council will listen to the public on any item on the agenda. In addition, the City Council will devote time for public comment on items not on the agenda. Addressing the City Council from the audience is not permitted; all comments addressing the Council must be made from the podium. Only public comment made from the podium will be recognized by the City Council and entered into public record.

Providing Public Comment for Items on the Meeting Agenda Persons wishing to speak on any item on the agenda will be called during the comment period at the time the agenda item is brought forward. Persons wishing to speak on Closed Session items have a choice of doing so either immediately prior to the Closed Session or at the time for comments on items at the open session.

Provide Public Comment for Topics not on the Meeting Agenda Time shall be devoted to provide public comments for items not on the agenda. Under the Brown Act, the City Council is prohibited from taking action on items not on the agenda.

Providing Public Comment

1. Any person wishing to provide public comment is asked to complete a comment card. Each speaker will be limited to up to three continuous minutes, which may not be delegated or deferred.

2. Comments addressed to the City Council shall occur during the appropriate time on the agenda and should not be construed as an opportunity for dialogue.

IN MEMORIAM

1. DAVID LOERA

2. MARIE SULLIVAN

3. CHARLIE BELL

PRESENTATION

1. UPDATE FROM SOUTHERN CALIFORNIA EDISON

2. SIERRA MADRE POLICE DEPARTMENT REPORTED BEAR ACTIVITY UPDATE

ACTION ITEMS
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.

CONSENT
a) RESOLUTION 25-53 APPROVING CERTAIN DEMANDS
It is recommended that the City Council adopt Resolution 25-53 approving payment of City Warrants in the aggregate amount of $940,952.55, Sierra Madre Library Warrants in the aggregate amount of $665,250.76, and Payroll Transfer in the aggregate amount of $579,915.11, for the Fiscal Year ending June 30, 2026.
b) TRANSMITTAL OF THE FISCAL YEAR 2025-2026 BUDGET BOOK It is recommended that the City Council receive and file this informative report. c) RESOLUTION 25-54 AMENDING THE FISCAL YEAR 2025-26 ADMINISTRATION INTERNAL

SERVICE FUND BUDGET AUTHORIZING A SUPPLEMENTAL APPRORPRIATION TO THE FINANCE DEPARTMENT IN THE AMOUNT OF $58,000 OFFSET BY A REDUCTION IN THE

ADMINISTRATION INTERNAL SERVICE FUND BALANCE FOR FINANCIAL POLICY ADVISORY SERVICES; AND PROFESSIONAL SERVICES AGREEMENT WITH HUE C. QUACH FOR FINANCIAL POLICY AND PROCEDURE DEVELOPMENT IN AN AMOUNT NOT TO EXCEED $58,000 It is recommended that the City Council adopt Resolution 25-54 and approve a Professional Services Agreement with Hue C. Quach in an amount not to exceed $58,000. d) PROFESSIONAL SERVICES AGREEMENT WITH KIMLEY-HORN AND ASSSOCIATES, INC. FOR

GENERAL PLAN UPDATES TO OPEN SPACE AND CONSERVATION ELEMENTS IN AN AMOUNT NOT TO EXCEED $155,000
It is recommended that the City Council approve the Prodessional Services Agreement with Kimley-Horn and Associates, Inc. in an amount not to exceed $155,000; and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney. e) ORDINANCE No. 1467 AMENDING CHAPTER 9.32 (NOISE) OF TITLE 9 (PUBLIC PEACE, MORALS AND WELFARE) AND CHAPTER 8.40 (LANDSCAPING EQUIPMENT) OF TITLE 8 (HEALTH AND SAFETY) OF THE SIERRA MADRE MUNICIPAL CODE It is recommended the City Council conduct its second reading and adopt Ordinance No. 1467 amending section 17.60.056 (“Discretionary Demolition Permit”) of Chapter 17.60 (“Variances and Discretionary Permits”) of Title 17 (“Zoning”) of the Sierra Madre Municipal Code (“Code”), by title only, waiving further readings. the amendments to Chapter 9.32 (Noise) of Title 9 (Public Peace, Morals and Welfare) and Chapter 8.40 (Landscaping Equipment) of Title 8 (Health and Safety) of the Sierra Madre Municipal Code. f) RESOLUTION 25-55 REGARDING THE NEW NATIONAL OPIOIDS SETTLEMENT It is recommended that the City Council adopt Resolution 25-55 authorizing the City to participate in the National Opioids settlements with Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus.
g) PARTICIPATION IN SOUTHERN CALIFORNIA EDISON’S (SCE) LS-1 OPTION “E”

STREETLIGHT CONVERSION PROGRAM
It is recommended that the City Council approce participation in Southern California Edison’s ls-1 Option “E” Streetlight Conversion Program; and authorize the City Manager to execute the agreements on behalf of the City.

DISCUSSION

1. REPORT, DISCUSSION, AND DIRECTION ON SCHOOL PEDESTRIAN SAFETY

ENHANCEMENTS
It is recommended that the City Council receive this report and provide direction on next steps to improve traffic and pedestrian safety near Sierra Madre Elementary School, particularly at the intersection of Highland Avenue and Auburn Avenue.

2. REPORT, DISCUSSION, AND DIRECTION REGARDING THE DOWNTOWN

PARKING ENFORCEMENT PILOT PROGRAM
It is recommended that the City Council receive the report and provide direction to staff.

3. REPORT, DISCUSSION, AND DIRECTION REGARDING THE REPLACEMENT OF

THE CITY HALL/PUBLIC SAFETY BUILDING EMERGENCY POWER GENERATOR It is recommended that the City Council receive the report and provide direction to staff.

4. REPORT, DISCUSSION, AND DIRECTION REGARDING THE FORMATION OF A

MAJOR SPORTING EVENTS AD HOC COMMITTEE
It is recommended that the City Council receive the report and provide direction to staff on the creation of a Major Events Ad Hoc Committee and potential changes to the City’s short-term rental ordinances.

AVAILABILITY OF AGENDA MATERIALS
Materials related to items on this agenda are available for public inspection on the City’s website at sierramadreca.gov.

LIVE BROADCASTS
Regular City Council meetings are broadcast live on Cable Channel 3 and rebroadcast on Wednesday and Saturday at 5:30 p.m.

MEETING ASSISTANCE
If you require special assistance to participate in this meeting, please call the City Clerk’s office at (626) 355-7135 at least 48 hours prior to the meeting.

ADJOURNMENT
The City Council will adjourn in memory of Marie Sullivan, David Loera, and Charlie Bell; to its Regular Meeting on Tuesday, October 14, 2025.

MINUTES

REGULAR MEETING

SIERRA MADRE CITY COUNCIL
Tuesday, September 9, 2025
5:30 pm
City of Sierra Madre
City Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
EdwardGarcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
The Brown Act provides the public with an opportunity to make public comments at any public meeting; as an alternative, public comment may be made by e-mail to [email protected] by 3:00PM on the day of the meeting. Emails will be acknowledged at the City Council meeting, filed into public record, and scanned onto the City website for public review.

CALL TO ORDER/ROLL CALL MEMBERS OF THE CITY COUNCIL
Mayor Parkhurst called the meeting to order at 5:31 p.m. City Clerk Aguilar called the roll.

Present: Mayor Robert Parkhurst, Mayor Pro Tem Kristine Lowe, Council Member Edward Garcia, Council Member Gene Goss, and Council Member Kelly Kriebs

Absent: None.

Also Present: Michael Bruckner, City Manager
Aleks Giragosian, City Attorney
Miguel Hernandez, Assistant City Manager
Laura Aguilar, City Clerk
Gustavo Barrientos, Police Chief
Joshua Wolf, Senior Planner
Gregory Silva, Code Enforcement Officer
Leila Regan, City Librarian
Arnulfo Yanez, Director of Public Works
James Carlson, Senior Analyst
Oscar Millan, IT Manager

PLEDGE OF ALLEGIANCE AND INSPIRATION
Mayor Parkhurst led the audience in the pledge of allegiance then reflected on the meaning of Labor Day.

APPROVAL OF MEETING AGENDA
Vote of the City Council to proceed with City business.

Mayor Parkhurst asked for a motion to amend the agenda or approve as presented.

Council Member Garcia requested Consent Item D pulled from the Consent Calendar to be discussed as Discussion Item 1.

Mayor Pro Tem Lowe made a motion to amend the agenda as requested.

Council Member Goss seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion to approve the agenda as amended was approved by a unanimous voice vote by all Members present.

REPORT OUT FROM CLOSED SESSION
No Closed Sessions were scheduled since the City Council adjourned on August 26, 2025.

APPROVAL OF MEETING MINUTES
Approval of August 26, 2025 City Council Regular Meeting minutes.

Mayor Parkhurst asked for a motion regarding the August 26, 2025 Regular Meeting minutes.

Council Member Goss made a motion to approve the August 26, 2025 Regular Meeting minutes as presented.

Mayor Pro Tem Lowe seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion to approve the meeting minutes as presented was approved by a unanimous voice vote by all Members present.

Mayor Parkhurst then continued the meeting to discuss the reading of resolutions and ordinances.

APPROVAL FOR READING RESOLUTIONS AND ORDINANCES
Vote of the City Council to read all Ordinances and Resolutions by title only and waive reading in full.

Mayor Parkhurst asked for a motion.

Council Member Garcia made a motion to approve the reading of ordinances and resolutions by title only.

Council Member Kriebs seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion to approve the reading of ordinances and resolutions by title only was approved by a unanimous voice vote by all Members present.

MAYOR AND CITY COUNCIL REPORTS
Reporting of Council Members' activities related to City business.

Council Member Goss:

Did not have any new updates since the City Council last met.

Council Member Kriebs:

Reported that she attended a meeting of the San Gabriel Valley Council of Governments 2028 Olympics and Paralympics Ad Hoc Committee.

Council Member Garcia:

Reported that he was not able to attend the most recent Sierra Madre Chamber of Commerce meeting and Senior Community Commission. He plans to meet with Chamber President Cimino for an update.

Council Member Garcia also announced that the Senior Community Commission selected Stephen Heydorff as the new Chair for the Commission and Mary Carney is the new Vice-Chair.

Mayor Pro Tem Lowe:

August 21, 2025, Mayor Pro Tem Lowe reported that she attended a meeting with the residents on Woodland Drive to discuss alternatives for the removal of a tree.

September 2, 2025 she attended a meeting of the Sierra Madre Fire Safe Council. They are looking for Block Leaders. Contact the Fire Safe Council if you are interested in joining the group.

September 9, 2025 attended a meeting on Building Fire Adaptive Communities in conjunction with Cal Cities.

Mayor Parkhurst:

Reported that he attended a meeting of the Clean Power Alliance on August 27; On September 3, 2025 he attended a meeting of the San Gabriel Valley Council of Governments Energy, Environment, and Natural Resources Committee;
He attended the September 4th Clean Power Alliance Board meeting.

At the conclusion of Council’s reports, Mayor Parkhurst opened the forum for public comment on items not on the agenda. City Clerk Aguilar announced that no speaker cards or e-mails had been submitted for items not on the agenda.

Providing Public Comment for Items on the Meeting Agenda Persons wishing to speak on any item on the agenda will be called during the comment period at the time the agenda item is brought forward. Persons wishing to speak on closed session items have a choice of doing so either immediately prior to the closed session or at the time for comments on items at the open session.

Providing Public Comment

1. Any person wishing to provide public comment is asked to complete a comment card. Each speaker will be limited to up to three continuous minutes, which may not be delegated or deferred.

2. Comments addressed to the City Council shall occur during the appropriate time on the agenda and should not be construed as an opportunity for dialogue.

Mayor Parkhurst opened the podium for public comment on items not on the agenda. City Clerk Aguilar announced that no e-mails were received for items not on the agenda.

1. Joe Reid, 245 W. Sierra Madre Blvd., Asked for an update to the Gateway Coach

2. Leila Regan, City Librarian, announced upcoming Library events.

3. Carolyn Lanyi, 181 E. Montecito Ave; shared her frustration with frequent power outages

4. Linda Comstock, 292 W. Montecito Ave; commented on the excessive power outages and asked how many power outages have occurred in the last 2 years.

5. Judy Webb-Martin, 93 W. Mira Monte; upset with the impacts of the frequent power outages. Her sister is on 24-hour oxygen and the outages put her at risk.

6. Alba Uribe, 50 E. Highland Ave; expressed her concerns with the frequent power outages.

She works from home and the power outages create problems for her.

7. Todd Conrad, 561 Foothill; shared his experience with power resets. The recent outages are unreasonable.

8. Diego Arias, proposed accessibility parking and a shuttle system for hikers going to Chantry Flats Recreation area on Fridays, Saturdays, and Sundays.

Mayor Parkhurst closed public comment and moved on to presentations.

PRESENTATION

1. PROCLAMATION IN RECOGNITION OF CALIFORNIA’S 175TH STATEHOOD ANNIVERSARY The proclamation was presented to Adriana Perez, Field Representative, for State Assembly Member John Harabedian (41
st District)

2. FUNDRAISING UPDATE FROM SIERRA MADRE LIBRARY FOUNDATION Sierra Madre Library Foundation Chair Rob Stockly provide an update on

3. UPDATE FROM SOUTHERN CALIFORNIA EDISON
Southern California Edison Government Relations Manager Connie Turner provided an update on

4. SIERRA MADRE POLICE DEPARTMENT REPORTED BEAR ACTIVITY UPDATE Police Chief Barrientos provided the City Council with an update on local bear intrusions and bear-related calls for service.

At the conclusion of the presentations, Mayor Parkhurst moved onto Action Items. City Clerk Aguilar read the following reports:

ACTION ITEMS
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.

CONSENT
a) RESOLUTION 25-50 APPROVING CERTAIN DEMANDS
It is recommended that the City Council adopt Resolution 25-50 ratifying payment of City Warrants in the aggregate amount of $690,436.06, Sierra Madre Library Warrants in the aggregate amount of $7,049.78, and Payroll Transfer in the aggregate amount of $607,221.90, for the Fiscal Year ending June 30, 2025 and June 30, 2026. b) TREASURER’S REPORT FOR QUARTER ENDING JUNE 30, 2025
It is recommended that the City Council receive and file this informative report. c) CODE ENFORCEMENT FISCAL YEAR 2024/2025 ANNUAL REPORT It is recommended that the City Council receive and file this informative report. d) RESOLUTION 25-51 DESIGNATING STREETS TO BE INCLUDED IN THE FISCAL YEAR 2025- 26 STREET REHABILITATION PROGRAM
It is recommended that the City Council adopt Resolution No. 25-51, approving a list of projects for Fiscal Year 2025-26 to be funded by SB 1: The Road Repair and Accountability Act (RMRA) of 2017, as required by State law.

Item d was pulled for discussion by Council action.
e) ORDINANCE No. 1484 AMENDING SECTION 17.60.056 (“DISCRETIONARY DEMOLITION PERMIT”) OF CHAPTER 17.60 (“VARIANCES AND DISCRETIONARY PERMITS”) OF TITLE 17 (“ZONING”) OF THE SIERRA MADRE MUNICIPAL CODE It is recommended the City Council conduct its second reading and adopt Ordinance No. 1484 amending section 17.60.056 (“Discretionary Demolition Permit”) of Chapter 17.60 (“Variances and Discretionary Permits”) of Title 17 (“Zoning”) of the Sierra Madre Municipal Code (“Code”), by title only, waiving further readings. f) AUTHORIZATION TO EXECUTE AN AGREEMENT WITH RINGCENTRAL FOR UNIFIED COMMUNICATIONS SERVICES (SOURCEWELL CONTRACT 120122-RNG) It is recommended that the City Council authorize the City Manager to execute a threeyear agreement with the option to renew annually thereafter under Sourcewell Contract 120122-RNG, or any subsequent Sourcewell contract awarded to RingCentral with RingCentral, Inc. for cloud-hosted unified communications services at a contract value of $83,909.16 over the Initial Term, plus applicable taxes and regulatory fees; and authorize the City Manager to execute amendments to add, change, or remove licenses, numbers, and related services as operational needs require.
g) RESOLUTION No. 25-52 DIRECTING THE SALE OF PROPERTY LOCATED AT 487 WOODLAND DRIVE, SIERRA MADRE, CALIFORNIA 91024
It is recommended that the City Council adopt Resolution 25-52 directing the sale of property located at 487 Woodland Drive, Sierra Madre, California 91024, pursuant to Government Code sections 37350-37351.

At the conclusion of City Clerk Aguilar’s report, Mayor Parkhurst brought the matter to the City Council for questions then opened the topic for public comment. City Clerk Aguilar noted for the record that no e-mails had been received prior to the City Council meeting.

Seeing no one come forward, Mayor Parkhurst closed Public Comment and brought the discussion back to Council.

Mayor Parkhurst asked the Council for a motion.

Council Member Garcia made a motion to approve Consent A-C and E-G as presented.

Council Member Kriebs seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

Consent Items Consent A-C and E-G were approved by majority voice vote.

DISCUSSION
Consent Item d was pulled for discussion by Council action d) RESOLUTION 25-51 DESIGNATING STREETS TO BE INCLUDED IN THE FISCAL YEAR 2025-26 STREET REHABILITATION PROGRAM
It is recommended that the City Council adopt Resolution No. 25-51, approving a list of projects for Fiscal Year 2025-26 to be funded by SB 1: The Road Repair and Accountability Act (RMRA) of 2017, as required by State law.

City Council asked questions about SB1 pertaining to timelines, deadlines, how streets are identified for rehabilitation, and the robust public input process. Public Works Director Yanez provided responses to the City Council.

At the conclusion of Director Yanez’s report, Mayor Parkhurst opened the topic for public comment.

City Clerk Aguilar noted for the record that no e-mails had been received prior to the City Council meeting.

Seeing no one come forward, Mayor Parkhurst closed Public Comment and brought the discussion back to Council. The City Council discussed implementing a project management system to provide a strategic plan to identify repairs. Hearing no additional discussion from the City Council, Mayor Parkhurst asked for a motion.

Mayor Pro Tem Lowe made a motion to adopt Resolution 25-51.

Council Member Goss seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

At this time Mayor Pro Tem Lowe made a motion to have the City Council move up the discussion on pedestrian safety near Sierra Madre Elementary School.

Council Member Goss seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

1. REPORT, DISCUSSION, AND DIRECTION ON SCHOOL PEDESTRIAN SAFETY

Police Chief Barriento presented the report to Council. Afterwards, Mayor Parkhurst brought the matter to the City Council for questions.

Mayor Parkhurst opened the podium for public comment.

City Clerk Aguilar announced for the record that one e-mail had been received in advance of the City Council meeting from Cindi Carter. City Clerk Aguilar called the names from the speaker cards, in the order in which they were received:

Ashlee Dilsaver Shauer: highlighted her safety concerns at Sierra Madre Elementary School Sharon Cartagena, 81 Auburn: shared her concerns with distracted drivers and described chaotic traffic conditions.

Caitlin Wolfe, Laurel; shared her concerns with safety and traffic congestion around the school Seeing no one else come forward, Mayor Parkhurst closed public comment and brought the matter back to the City Council for discussion.

City Council directed the City Manager to engage with Pasadena Unified School District for discussion on a Memorandum of Understanding for a cost-sharing agreement with crossing guards at both Sierra Madre Elementary School and Sierra Madre Middle School; and return to the September 23rd City Council meeting with budget considerations for signage and traffic control measures. 8:38 pm at this time Mayor Parkhurst called for a brief recess. 8:45 pm the City Council reconvened their meeting

2. ORDINANCE No. 1485 UPDATING SIERRA MADRE MUNICIPAL CODE CHAPTER 15.60 “WATER EFFICIENT LANDSCAPE ORDINANCE” ADDING

REGULATIONS FOR THE INSTALLATION OF ARTIFICIAL TURF
It is recommended that the City Council introduce Ordinance No. 1485 and direct staff to return to a future meeting for adoption.

Management Analyst Carlson presented the report to Council. Afterwards, Mayor Parkhurst brought the matter to the City Council for questions.

Mayor Parkhurst opened the podium for public comment.

City Clerk Aguilar announced that three e-mails were received in advance of the City Council meeting from:

Jim and Martha Walsworth
Andrew Schneider
Bobby Leary
Seeing no one come forward, Mayor Parkhurst closed public comment and brought the matter back to Council for further discussion.

The City Council directed staff to return to a future meeting with a resolution that discourages the installation of artificial turf;; and defining the use of artificial turf to be counted as new impervious surfaces for the calculation of L.I.D.S.

Council Member Goss made a motion to have staff return to a future meeting with a resolution that discourages artificial turf and addresses L.I.D.S.

Council Member Garcia seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion carried.

Mayor Parkhurst continued the meeting to the next discussion item.

1. REPORT, DISCUSSION, AND DIRECTION REGARDING AMENDMENTS TO SIERRA MADRE MUNICIPAL CODE CHAPTER 17.72 (SIGNS)
It is recommended that the City Council receive the report and provide direction to staff regarding the policy issues identified in this report.

City Attorney Giragosian presented the report to Council, concluding his presentation by asking if the Council was desirous of having regulations regarding murals.

The City Council discussed Issue 2 of the staff report: Regulation of Murals. Afterwards, Mayor Parkhurst opened the podium for public comment. Seeing no one come forward, Mayor Parkhurst closed public comment and brought the matter back to the City Council for discussion.

Council Member Kriebs made a motion to direct staff to not address this issue.

Mayor Pro Tem Lowe seconded the motion.

City Council provided staff with the following direction:

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion carried.

Mayor Parkhurst moved onto Issue 3: Regulation of Election and Political Signs. City Attorney Giragosian presented an update to the latest legislation regarding election and political signs. The City’s current ordinance would not withstand scrutiny if challenged.

Council Member Goss made a motion to eliminate bond and time requirements for political signs. The motion was seconded by Council Member Garcia.

The City Council discussed other sign requirements. Subsequently Council Member Goss withdrew his motion.

Mayor Pro Tem Lowe made a motion to remove SMMC 17.72.030(K) and SMMC 17.72.030(L). The motion was not seconded.

Mayor Kriebs expressed that she would rather have this discussion go to the Planning Commission with direction from the City Council.

Mayor Parkhurst made a motion to remove restrictions on election and political signs and have the Planning Commission provide an analysis and recommendation regarding the number of signs.

Mayor Pro Tem Lowe seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion carried.

The City Council then moved on to Issue 1: Regulation of Signs in the Right-of-Ways City Attorney Giragosian suggested that the City Council provide direction to the Planning Commission to define “parkway” and “right-of-way.

Mayor Pro Tem Lowe made a motion to that effect.

Council Member Goss seconded the motion.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion carried.

Mayor Parkhurst continued the meeting, asking Council if they would like to add any items to future meetings.

FUTURE ITEMS
Council Member Goss: discuss the installation of a Public Works project management software Council Member Garcia: look into upgrading Microsoft Office 2016 to Office 365.

Mayor Parkhurst: identify automation opportunities; a Power Ready presentation from the Clean Power Alliance, a presentation from Southern California Edison Hearing no other requests from Council, Mayor Parkhurst asked for a motion to adjourn the meeting.

Council Member Kriebs made a motion to adjourn the meeting.

Council Member Goss seconded the motion to adjourn.

Mayor Parkhurst called for a vote of the Council:

Ayes: Mayor Parkhurst, Mayor Pro Tem Lowe, Council Members Garcia, Goss, and Kriebs Noes: None.

Absent: None.

Abstain: None.

The motion to adjourn the meeting to the next Regular meeting on September 23, 2025 at this same location was approved by all Members at 9:54 pm.

Minutes taken and typed by: Approved by Council Action:
_____________________ _______________________________
Laura M. Aguilar Robert Parkhurst
City Clerk Mayor

AVAILABILITY OF AGENDA MATERIALS
Materials related to items on this agenda are available for public inspection on the City’s website at sierramadreca.gov.

LIVE BROADCASTS
Regular City Council meetings are broadcast live on Cable Channel 3 and rebroadcast on Wednesday and Saturday at 5:30 p.m.

MEETING ASSISTANCE
If you require special assistance to participate in this meeting, please call the City Clerk’s office at (626) 355-7135 at least 48 hours prior to the meeting.

ADJOURNMENT
The City Council will adjourn to its Regular Meeting on Tuesday, September 23, 2025.

City of Sierra Madre
Agenda Report
TO: Mayor and City Council
FROM: Anthony Rainey, Finance Director
REVIEWED BY: Michael Bruckner, City Manager
DATE: September 23, 2025
SUBJECT: RESOLUTION 25-53 APPROVAL OF WARRANTS FOR
PAYMENT esolut

STAFF RECOMMENDATION
It is recommended that the City Council approve payment of the following:
x Outstanding Obligated City Warrants: $940,952.55
x Outstanding Obligated Sierra Madre Library Warrants: $665,250.76 x Payroll Transfer: $579,915.11

ALTERNATIVES

1. Approve the requested ratifications.

2. Direct staff to return with additional information.

SUMMARY
To ratify means to formally approve or confirm a decision or action, making it officially valid. In this context, it ensures that the City Council affirms the payment of public funds after a thorough review process. The City Council is requested to ratify warrants and approve checks issued for payment, as certified by the Director of Finance. These payments have been reviewed for compliance with the City’s approved budget, financial policies, and authorized spending limits.

Ratification by the City Council formally authorizes the disbursement of public funds, ensuring transparency, accountability, and adherence to sound fiscal management practices.

Attachment 1A – Warrant Register Post Date 9/23/25 - provides an aggregated breakdown of the warrants, including descriptions (e.g. categories of payments), amounts, and corresponding fiscal year allocations. Note that the last page It serves as a reference document to support the warrant approvals requested in this report, ensuring transparency and accountability in financial transactions. The attachment includes details on general warrants, utility bills, library warrants, and payroll transfers.

Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer

Page 2 of 4 ends

Following Attachment 1A, the Check Approval Register provides a comprehensive record of financial disbursements by the City of Sierra Madre, detailing payment transactions, vendor information, and check dates to ensure transparency and accountability. Additionally, the Payroll Summary Register outlines payroll disbursements, including total earnings, employer expenses, and overall payroll costs for each pay period. The total payroll expenditure for the most recent pay period (PR #19) for Date 9/11/25:

Total Earnings (Salaries) @ $431,552.90 plus Employer Benefits1 @$148,362.21 = Total @ $579,915.11, This aligns with the payroll transfer amount listed in Attachment 1A. These records collectively support the accuracy and legitimacy of the financial transactions presented for approval.

ANALYSIS
State and City Requirements: The approval of warrants for payment by the City Council is a procedural requirement established under the California Government Code (§ 37208) and the Sierra Madre Municipal Code (§ 3.04.010). The City utilizes resolutions to approve warrants in accordance with Chapter 3.04 - Administration of Fiscal Matters under Title 3 - Finance of the Sierra Madre Municipal Code. These provisions outline the procedures and regulations governing the issuance and management of payment warrants, ensuring transparency, accountability, and compliance in financial transactions involving public funds.

Warrant: A "warrant" is a written authorization directing the payment of money to vendors, contractors, or service providers for goods or services rendered to City departments. These measures ensure that public funds are used appropriately and in alignment with City policies and legal requirements.

Purpose of the Process: The primary purpose of this process is to confirm that all payments align with the City’s budgetary allocations, procurement policies, and service agreements.

Approval by the City Council serves as a critical Management Control, ensuring that expenditures are lawful, necessary, and consistent with City priorities. Department Heads review and verify invoices, while City staff maintain robust Internal Controls through proper documentation, authorization workflows, and reconciliation procedures.

Warrant for Payment Report: This attached report, commonly referred to as the Check Approval Register, provides a detailed account of payees, payment amounts, and purposes.

This tool allows the City Council and staff to actively monitor expenditures, ensuring financial oversight, fostering public trust, and reinforcing fiscal responsibility. Failure to adhere to these practices could expose the City to financial risks, compliance issues, and diminished public confidence.

Check Approval Register Overview: The Check Approval Register is generated using the City's Enterprise Resource Planning (ERP) system, Tyler Technologies Pro 10. This report offers a comprehensive overview of financial disbursements, including payee names, payment amounts, dates, and purposes. By providing a clear and detailed record of financial transactions, the register promotes transparency and ensures public funds are utilized effectively. This level of detail allows City Council members and residents to track municipal expenditures and reinforces accountability in financial management. The following are key fields from the Check Approval Register and their definitions:

Page 3 of 4 ends

1. Packet: Refers to a batch of payment transactions processed together, often linked to a specific date or approval cycle.

2. Vendor Set: Identifies the category or group of vendors (e.g., utilities, general, or project-specific).

3. Vendor Number: A unique identifier assigned to each vendor for tracking and referencing purposes.

4. Vendor Name: The name of the individual or organization receiving the payment.

5. Bank Code: A code representing the bank account from which the payment is drawn.

6. Payment Type: Specifies the method of payment, such as check, electronic funds transfer (EFT), or wire transfer.

7. Invoice #: The unique number associated with the vendor's invoice, serving as a reference for the payment.

8. Invoice Description: A brief summary of the goods or services rendered, as described on the invoice.

9. Account Number: The City’s general ledger account charged for the payment, structured as follows:
a. Fund Code: (e.g., 10000) Identifies the fund, such as the General Fund. b. Department Code: (e.g., 81200) Indicates the responsible department, such as Public Works.
c. Object Code: (e.g., 52200) Specifies the type of expenditure, such as contractual services.

10. Distribution Amount: The amount allocated to a specific account, showing how the payment is distributed across budget line items.

These fields ensure accuracy, transparency, and accountability in financial reporting and expenditure tracking, aligning with the City’s commitment to sound fiscal management practices. This process not only fulfills legal and procedural requirements but also underscores the City's dedication to effective governance and responsible stewardship of public funds.

CONSISTENCY WITH GENERAL PLAN
Not applicable.

FINANCIAL REVIEW/SOURCE OF FUNDING
The payments presented for ratification have been made in accordance with the City’s approved budget for the fiscal year. All expenditures are charged to their respective funds and accounts as outlined in the City’s financial plan. The warrants, library payments, and payroll transfers were funded from the General Fund, Special Revenue Funds, and other designated

Page 4 of 4 ends

funding sources, ensuring compliance with budgetary allocations and authorized spending limits. No unbudgeted or unauthorized expenses are included in this report.

ENVIRONMENTAL (CEQA)
Not applicable.

PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at sierramadreca.gov.

Attachments
Resolution 25-53

1 These typically include: Payroll Taxes – Employer-paid portions of Social Security, Medicare (FICA), and state/federal unemployment taxes (FUTA/SUTA). Retirement Contributions – Employer contributions to pension plans or retirement accounts, such as CalPERS (California Public Employees' Retirement System). Health and Benefits Costs – Employer-provided health insurance, dental, vision, life insurance, or other employee benefits. Workers’ Compensation Insurance – Employer-paid premiums for workers' compensation coverage. Other Employer Liabilities – Any additional costs required by employment agreements, union contracts, or city policies.

RESOLUTION NUMBER 25-53

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SIERRA MADRE

APPROVING CERTAIN DEMANDS
WHEREAS, Government Code sections 37208-37209 authorize the City Council to ratify and approve warrants or checks drawn in payment of demands certified or approved by the Director of Finance as conforming to the budget; and, WHEREAS, the following demands have been reviewed and approved by the Finance Director; and,
WHEREAS, the Finance Director has verified that appropriated funds are available for payment thereof; and,
WHEREAS, the register of audited demands has been submitted to the City Council for approval; and
WHEREAS, City Warrants are the payment of bills, invoices and contractual obligations incurred by the City of Sierra Madre during the period enumerated therein, based on the approved fiscal year budget and existing budgetary authority, Municipal Code authority, or prior policy direction by the City Council; and WHEREAS, Payroll Transfer is the transfer of funds to cover the payroll costs for all City employees for the period enumerated therein.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sierra Madre does hereby approve payment of City Warrants in the aggregate amount of $940,952.55; Sierra Madre Library Warrants in the aggregate amount of $665,250.76; and Payroll Transfer in the aggregate amount of $579,915.11 for the fiscal year ending June 30, 2026.

APPROVED AND ADOPTED this 23rd day of September 2025.
_____________________________________
Mayor, City of Sierra Madre, California
I hereby certify that the foregoing Resolution Number 25-53 was adopted by the City Council of the City of Sierra Madre at a regular meeting held on the 23rd day of September 2025.

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________________
City Clerk, City of Sierra Madre, California
City of Sierra Madre
Department of Finance
Warrant Register Recap
City Council Meeting of September 23, 2025

CITY OF SIERRA MADRE AND SIERRA MADRE LIBRARY
City of Sierra Madre Warrants …..……….………….…….……..……….……..$940,952.55 Sierra Madre Library Warrants……...…..……..…………...………………...….$665,250.76 Payroll Transfer……..…..............………..……………………………………….$579,915.11

TO: Honorable Mayor and Members of the City Council
FROM: Anthony Rainey, Finance Director
REVIEWED BY: Michael Bruckner, City Manager
DATE: September 23, 2025
SUBJECT: TRANSMITTAL OF THE FY 2025-2026 BUDGET BOOK

STAFF RECOMMENDATION
It is recommended that the City Council receive and file the Adopted FY 2025-2026 budget book.

ALTERNATIVES
The City Council may provide direction to staff regarding additional modifications or enhancements to the budget document.

EXECUTIVE SUMMARY
On June 10, 2025, the City Council adopted Resolution 25-39, approving the Fiscal Year 2025–2026 Budget and appropriating the amounts budgeted. This action continues the City’s commitment to fiscal responsibility and aligns with the Strategic Plan Goal of achieving financial stability and sustainability through the adoption of a budget each year.

In addition, the adopted budget book is being submitted to the Government Finance Officers Association (GFOA) for consideration in the Distinguished Budget Presentation Award Program, the highest form of recognition in governmental budgeting. This award is granted only to agencies whose budget documents meet the most rigorous national standards and effectively serve as a policy guide, a financial plan, an operations guide, and a communications tool.

The City has been honored with this distinction for five consecutive years. Submission City of Sierra Madre

AGENDA REPORT
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer

of the FY 2025–2026 Budget continues this proud tradition and reflects the Council’s steadfast leadership, staff’s dedication, and the community’s commitment to transparent and responsible financial stewardship. Achieving this award not only brings prestige to the City but also assures residents and stakeholders that Sierra Madre operates with the highest level of accountability and excellence in public finance.

ANALYSIS
Through participation in the GFOA Distinguished Budget Presentation Award Program, the City demonstrates that its budget is prepared at a nationally recognized standard of excellence. This consistent recognition positions Sierra Madre among peer agencies across the country that exemplify best practices in financial planning, long-term forecasting, and open communication with the public.

ENVIRONMENTAL(CEQA)
The proposed action does not constitute as a project under the California Environmental Quality Act (“CEQA”), based on Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

STRATEGIC PLAN CORRELATION
Adoption of the FY 2025–2026 Budget by Resolution 25-39 corresponds to Strategic Goal 1: Organizational Sustainability; Objective 1.2: Fiscal Stability & Long-Range Planning; and Initiative 1.2.2: Long-term financial planning and forecasting and Project

1.2.2A: Five-year forecast and capital project-affordability updates as detailed in the City’s Strategic Plan. These efforts ensure the City’s ongoing commitment to balanced financial operations and transparent, sustainable budgeting practices.

PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at sierramadreca.gov

FISCAL IMPACT
There is no impact to the General Fund by receiving and filing the budget book.

ATTACHMENTS:

1. Budget Book FY 2025-2026

City of Sierra Madre,
California
Annual Adopted Budget
Fiscal Year 2025-2026
A l Ad t d B d t
This Page Intentionally Left Blank
Table of Contents
Section1: Introduction .............................................................................................................. 9 Budget Message.................................................................................................................... 11 Organizational Chart………………………………………………………………………………….13
Mission Statement ................................................................................................................. 15 Community Profile ................................................................................................................. 23 Statistics ................................................................................................................................ 27 Section 2: Financial Policies and Procedures ...................................................................... 29 Financial Policies & Procedures ............................................................................................ 31 Fund Overview ...................................................................................................................... 37 Funds-Department Relationship Matrix ................................................................................. 41 Section 3: Budget Resolutions .............................................................................................. 43 Section 4: Authorized Positions ............................................................................................ 51 Section 5: Budget Summaries ............................................................................................... 55 Citywide Estimated Funds Available ...................................................................................... 57 Citywide All Funds Summary ................................................................................................. 59 Citywide Sources and Uses ................................................................................................... 61 Proprietary Funds Summary ................................................................................................. 63 Citywide Revenues ............................................................................................................... 65 Citywide Expenditures ........................................................................................................... 67 General Fund Overview ........................................................................................................ 73 Section 6: Department Budgets ............................................................................................. 81 Administrative Services Department ...................................................................................... 83 Community Services Department ........................................................................................... 97 Elected and Appointed Department ...................................................................................... 107 Fire Department ................................................................................................................... 111 Human Resources Department ............................................................................................ 123 Information Technology Department .................................................................................... 131 Library Department .............................................................................................................. 141 Planning and Community Preservation Department ............................................................. 151 Police Department ............................................................................................................... 161 Public Works Department ..................................................................................................... 175 Utility Services Department .................................................................................................. 189 Section 7: Debt and Capital Expenditures Budget ............................................................. 197 Section 8: Appendix.............................................................................................................. 213 Glossary ............................................................................................................................... 215 Property Tax Allocation ........................................................................................................ 223 This Page Intentionally Left Blank

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

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
This Page Intentionally Left Blank
City of Sierra Madre
Village of the Foothills
Adopted Budget
July 1, 2025 – June 30, 2026
City of Sierra Madre
City Council and Elected Officials
Robert Parkhurst Mayor
Kristine Lowe Mayor Pro Tem
Edward Garcia Council Member
Gene Goss Council Member
Kelly Kriebs Council Member
Sue Spears City Treasurer
Executive Management
Michael Bruckner City Manager
Miguel Hernandez Assistant City Manager
Laura Aguilar Deputy City Manager
Aleks R. Giragosian City Attorney
Anthony Rainey Finance Director
Clare Lin Planning Manager
Gustavo Barrientos Police Chief
Brent Bartlett Fire Chief
Ted Tegart
Leila Regan
Community Services Supervisor
City Librarian
Arnulfo Yanez Public Works Director
This Page Intentionally Left Blank
City of Sierra Madre
Village of the Foothills
Introduction
CITY OF SIERRA MADRE FY2024-2025 BUDGET 9
This Page Intentionally Left Blank
CITY OF SIERRA MADRE FY2024-2025 BUDGET 10
CITY OF SIERRA MADRE FY2024-2025 BUDGET 11
CITY OF SIERRA MADRE FY2024-2025 BUDGET 12
City of Sierra Madre Organizational Structure
City Council City Treasurer
City Attorney City Manager
Finance
Administrative
Services
Community
Services
Fire
Human
Resources
Information
Technology
Services Library Services
Planning &
Community
Preservation
Police
Utilities Public Works
City
Clerk
CITY OF SIERRA MADRE FY2024-2025 BUDGET 13
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 14

MISSION STATEMENT
Provide exceptional public services that enhance the quality of life, honor the character of our community, and maintain fiscal and environmental sustainability.

Vision Statement
Enhance the quality of life in Sierra Madre by providing exceptional public service.

Core Values:

Accountability
Integrity
Innovation
Collaboration
Compassion
Strategic Goals, Objectives and Initiatives / Projects:

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT

1. Organizational
Sustainability

1.1 Workforce &
Talent Management
Initiative 1.1.1: Recruit,
develop, and retain a
high-performing
workforce
Human Resources
Initiative 1.1.2:

Employee wellness,
recognition, and
succession planning
Human Resources
Project 1.1.2A: Annual
training plan and
recognition program
Human Resources

1. Organizational
Sustainability

1.2 Fiscal Stability &
Long-Range
Planning
Initiative 1.2.1: Capital
Improvement Program
(CIP) and reserve policy
integration
Administrative
Services – Finance,
Public Works, City
Manager’s Office
Initiative 1.2.2: Longterm financial planning
and forecasting
Administrative
Services – Finance,
City Manager’s Office
Project 1.2.2A: Fiveyear forecast and capital
project-affordability
updates
Administrative
Services- Finance,
Public Works, City
Manager’s Office

1. Organizational
Sustainability

1.3 Technology &
Process Innovation
Initiative 1.3.1: Enhance
electronic interfaces,
payment methods, and
cybersecurity
Information
Technology
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 15

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT
Initiative 1.3.2: Online
permitting / landmanagement system
Planning &
Community
Preservation;
Information
Technology
Project 1.3.2A:

Electronic plan review
(Electronic-Permits)
implementation
Planning &
Community
Preservation

1. Organizational
Sustainability

1.4 Public
Transparency &
Reporting
Initiative 1.4.1: Promote
financial transparency by
a predictable reporting
schedule with
summaries accessible to
the public and city
departments.

Administrative
Services - Finance
Project 1.4.1A: Produce
and distribute the Annual
Comprehensive
Financial Report
(ACFR), monthly
departmental budgets,
and an open-data
‘checkbook’ through
Warrants Reports.

Complete required
external financial filings,
including LA Metro ‘Local
Return’ (Propositions
A/C; Measures R/M), LA
County AuditorController specialrevenue reports, State Controller’s Financial
Transactions and Streets
& Roads reports, and
grantor compliance
reports (e.g., Measure
A/RPOSD, FEMA/Cal
OES), to ensure
transparent, timely public
reporting
Administrative
Services - Finance

1. Organizational
Sustainability

1.5 Modernize Utility
Billing & Customer
Service
Initiative 1.5.1: Diversify
payment options;
improve customer selfservice
Administrative
Services – Utility
Services, Information
Technology, Finance
Project 1.5.1A: Digital
wallets, self-service
Administrative
Services – Utility
CITY OF SIERRA MADRE FY2024-2025 BUDGET 16

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT
kiosks, paperless
adoption
Services and
Information
Technology

2. Public Safety 2.1 Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1: Fire
services sustainment
(staffing, licensure,
equipment, Emergency
Medical Services (EMS),
preparedness)
Fire
Project 2.1.1A: Expand
paramedic subscription
program by 50%
Fire
Project 2.1.1B: Increase
share of eligible Fire
costs recovered through
fees by +25 percentage
points (cost-of-service
basis)
Fire
Project 2.1.1C: Achieve
membership/participation
in California Governor’s
Office of Emergency
Services (Cal OES)
Urban Search & Rescue
(US&R) California
Regional Task Force
CA-RTF-4 with two
deployable members
Fire
Project 2.1.1D: Secure
alternate funding equal
to 5% of the department
budget
Fire
Project 2.1.1E: Expand
public education and
outreach programs by
10%
Fire
Project 2.1.1F: Maintain
100% current pre-fire
plans
Fire

2. Public Safety 2.2 Securing Sierra
Madre’s Safety:

Sustainable Police
Funding
Initiative 2.2.1: Achieve
optimal police staffing
Police
CITY OF SIERRA MADRE FY2024-2025 BUDGET 17

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT
Initiative 2.2.2: Maintain
advanced training
standards
Police
Initiative 2.2.3: Ensure
adequate equipment and
technology
Police
Project 2.2.3A: U.S.

Department of Justice
(DOJ) / Office of
Community Oriented
Policing Services
(COPS) grant
applications
Police

2. Public Safety 2.3 Environmental
Management &
Code Enforcement
Initiative 2.3.1: Codeenforcement program
enhancement
Planning &
Community
Preservation (lead);
Police & Fire
(support)
Initiative 2.3.2:

Community risk
reduction (homehardening, Fire Safe
Council/Firewise efforts,
wildlife interface plan,
bear-resistant organics)
Planning &
Community
Preservation; Public
Works; Fire

2. Public Safety 2.4 Safe Streets
Initiative
Initiative 2.4.1:

Undertake collision
analysis (VisionǦZero
style), traffic studies, and
speed surveys
Public Works (lead);
Police, Community
Services (support)
Initiative 2.4.2:

ActiveǦtransportation
education/events using
UC Berkeley Safe
Transportation Research
& Education Center
(SafeTREC) data
Public Works;
Community Services

2. Public Safety 2.5 Enhance
Emergency
Preparedness and
Response
Initiative 2.5.1: Enhance
Critical Technology and
Data Resilience
Information
Technology (lead);
Police; Fire; Public
Works; Administrative
Services – Finance
(support)
CITY OF SIERRA MADRE FY2024-2025 BUDGET 18

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT

3. Infrastructure &
Growth
Management

3.1 Strategically
Align Infrastructure
Improvements with
Population Growth
Initiative 3.1.4: Improve
and maintain sidewalk
infrastructure
Public Works
Initiative 3.1.5: Enhance
and sustain street
maintenance; improve
Pavement Condition
Index (PCI)
Public Works
Project 3.1.5A: Annual
Street Rehabilitation
Program (overlays/slurry,
utility coordination)
Public Works

3. Infrastructure &
Growth
Management

3.2 Design
Standards &
Housing Readiness
Initiative 3.2.1:

PreǦapproved Accessory
Dwelling Unit (ADU)
plans
Planning &
Community
Preservation
Initiative 3.2.2:

Objective Design
Standards and
SoftǦStory Retrofit
Program (State Senate
Bill SB 330 compliance)
Planning &
Community
Preservation
Project 3.2.2A:

Establish Objective
Design Standards (SB
330)
Planning &
Community
Preservation
Project 3.2.2B: Initiate
SoftǦStory Retrofit
Program
Planning &
Community
Preservation

3. Infrastructure &
Growth
Management

3.3 Municipal
Facilities
Modernization &
Resilience
Initiative 3.3.1: Conduct
feasibility assessments
and implement
prioritized, phased
modernization projects
for public safety facilities
Public Works; Fire;
Police
Initiative 3.3.2: Plan,
design, and implement
backup power systems,
seismic retrofits, and
lifeǦsafety improvements
for critical City facilities
Public Works,
Information
Technology

3. Infrastructure &
Growth
Management

3.4 Parks, Trails &
Open Space
Initiative 3.4.1: Parks
and Facilities
Improvements
Community Services
CITY OF SIERRA MADRE FY2024-2025 BUDGET 19

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT
Project 3.4.1A: Parks &
Facilities Master Plan
update; LA County
Measure A (2016 “Safe,
Clean Neighborhood
Parks & Beaches”
parcelǦtax) projects
Community Services

4. Organizational
Excellence

4.1 Technology,
Data &
Cybersecurity;
Workforce
Enablement
Initiative 4.1.1:

Modernize IT systems
(network upgrades;
virtual servers; Microsoft
365; Managed Detection
& Response (MDR);
Security Information and
Event Management
(SIEM); public WiǦFi)
Information
Technology
Initiative 4.1.2: Citywide
staff training and
enablement
Human Resources

4. Organizational
Excellence

4.2 Strengthen
MutualǦAid
Relationships
Initiative 4.2.1: Regional
mutualǦaid agreements
and multiǦagency
exercises
Police, Fire

4. Organizational
Excellence

4.3 Public
Transparency &
Communication
Initiative 4.3.1: Produce
financial transparency
reports, openǦbudget,
initiate resident
engagement
Administrative
Services – Finance,
City Manager’s Office

5. Environmental
Responsibility

5.1 Water
Conservation &
Sustainability
Initiative 5.1.1:

WaterǦefficiency
programs and
systemǦreliability projects
Utility Services

5. Environmental
Responsibility

5.2 Environmental
Compliance &
Greenhouse Gas
Reduction
Initiative 5.2.1:

Maintenance of
stormwaterǦquality
compliance under the
National Pollutant
Discharge Elimination
System (NPDES) /
Municipal Separate
Storm Sewer System
(MS4) permit
Public Works
Initiative 5.2.2: Initiate
Recycling education and
landfill diversion efforts
Public Works
CITY OF SIERRA MADRE FY2024-2025 BUDGET 20

GOAL OBJECTIVE INITIATIVE /

PROJECT
LEAD

DEPARTMENT
Initiative 5.2.4: Solar
infrastructure adaptation;
Solar Automated Permit
Processing Plus
(SolarAPP+) facilitation
Planning &
Community
Preservation
CITY OF SIERRA MADRE FY2024-2025 BUDGET 21
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 22

COMMUNITY PROFILE
Community Profile
General Information
Sierra Madre is small city, approximately 3.5 square miles, with approximately 11,000 residents. It is among the smallest cities in all of Los Angeles County. Sierra Madre has no direct freeway access and a limited retail and service area of approximately 6 blocks.

Since its incorporation in 1907, Sierra Madre has always been, and remains today, a fullservice city with its own in-house Police Department, Recreation and Community Services, Public Works, Water, Sewer, Public Library and Fire Department.

The City of Sierra Madre is
primarily a residential
community with a small
business district in the
downtown area covering
less than one-half mile. The
City of Sierra Madre is a
built out community with
only small parcels available
for new development. As a
result, the population has
remained relatively
unchanged for the last three
decades. The 2024 census
reflects that more than

65.4% of the adults have
bachelor’s degree or higher
education that leads to higher than average median incomes in this area. The median age of the Sierra Madreans is 46.6 with 22% of the population is over the age of 65 and 18.1% of the population is school age children. The 57.0% of the parcels are owner occupied.

Being secluded against the San Gabriel Mountains without major transportation avenues is what continues to make Sierra Madre a desirable housing market. But it does create challenges in the ability to attract commercial retailers to the area.

Council-Manager Form of Government
Under the council-manager form of government, the elected governing body, the City Council, is responsible for establishing policy, passing local ordinances, voting appropriations, and developing an overall vision for the City of Sierra Madre. Under such a government, the Mayor performs primarily ceremonial duties and is the presiding officer of the City Council. Selection of the Mayor and Mayor Pro-Tem is done annually in December through a Council nomination and vote.

The City Council then appoints a City Manager to oversee the daily operations of the government and implement the policies established by the governing body. The City CITY OF SIERRA MADRE FY2024-2025 BUDGET 23

COMMUNITY PROFILE
Manager serves the governing body, often with an employment agreement or contract that specifies his or her duties and responsibilities.

Recreation and City Events
The City provides recreational programs at its six parks, an aquatics center, Community Recreation Center & Youth Activity Center partnered through the YMCA Sierra MadrePasadena Branch and the Hart Park House - Senior Center. The City also provides cultural and historical awareness through the Lizzie’s Trail Inn Museum, Richardson Historical House and the Sierra Madre Public Library’s Local History Collection.

Recreation sites include Bailey Canyon Wilderness Area and the Mount Wilson Trail allowing individuals to escape the City life without traveling long distances. A complete listing of City facilities is included at the end of this narrative. The City provides a wide variety of community enrichment, recreational, educational and cultural opportunities for children, teens, adults and seniors. Numerous special events are sponsored by the City, commissions, and community organizations throughout the year:
x 3rd & 4th of July Parade and Pre-Parade
Festivities (July)
x Chamber of Commerce’s Wisteria Festival
(March)
x Chamber of Commerce’s Winter Fest Event
(November)
x Community Bike Ride (October)
x Community Candlelight Walk (December)
x Concerts in the Park (Summer/Year-round)
x Friends of the Library Art Fair in Memorial
Park(May)
x Friends of the Library Wine & Cuisine Fund
Raiser (Summer or Fall)
x Halloween Happenings Spooktacular:

Downtown Trick-or-Treating, Costume Contest
(October)
x Huck Finn Fishing Derby (Spring)
x Mt. Wilson Trail Race & Pasta Feed (May)
x Oktoberfest (September)
x Rose Float Decorating (year-round)
x Senior Programs (wellness activities, physical
health, seasonal holiday festivities, bingo &
book club Luncheons)
x Seniors Community Yard Sale (June/November)
x Sierra Madre Community Nursery School
Carnival (May)
x Sierra Madre Older Americans Reception (May)
x Youth and Adult Sports Leagues (all ages; yearround) x Latino Heritage (September)
x Walking Schoolbus (September)
x Community Classes (Fitness, arts, music,
dance, and general enrichment; schedules and
registration are updated seasonally.)
These events could not take place without the thousands of volunteer hours provided by local residents, schools, churches and civic organizations, including Sierra Madre Community Foundation, Sierra Madre Fire Foundation, Police Officers Association, The Kensington, Chamber of Commerce, Civic Club, Kiwanis Club, Rotary Club, Womans Club, the Rose Float Association, Christ Church of Sierra Madre, and the Issei Foundation. To learn more about volunteering in our community, visit https://www.sierramadreca.gov/.

Education
Public and private schools within Sierra Madre provide education for children from preschool through high school. The City of Sierra Madre is served by the Pasadena Unified School District (PUSD), which also serves the adjacent City of Pasadena, California. Within the City, there is one public elementary and middle school: Sierra Madre Elementary School (SME) and Sierra Madre Middle School (SMMS) respectively, overseen by the administration of PUSD. The public high school for Sierra Madre residents is located in the City of Pasadena. The City is home to several private schools, including two preschools, and five K-8 institutions.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 24

COMMUNITY PROFILE
Recreational & Wilderness Areas
Memorial Park
222 W. Sierra Madre Blvd.

Sierra Madre, California 91024

Milton & Harriet Goldberg
Recreation Area
171 S. Sunnyside Ave.

Sierra Madre, CA 91024
Bailey Canyon Wilderness Park
451 W. Carter Ave.

Sierra Madre, CA 91024
Mount Wilson Trail Park
189 E. Mira Monte Ave.

Sierra Madre, CA 91024
Lizzie’s Trail Inn Museum
189 E. Mira Monte Ave.

Sierra Madre, CA 91024
Sierra Vista Park
611 E. Sierra Madre Blvd.

Sierra Madre, CA 91024
Richardson Historical House
189 E. Mira Monte Ave.

Sierra Madre, CA 91024
CITY OF SIERRA MADRE FY2024-2025 BUDGET 25

COMMUNITY PROFILE
City Facilities and Community Partnerships

City Hall
232 W. Sierra Madre Blvd.

Sierra Madre, CA 91024
Police and Fire Station
242 W. Sierra Madre Blvd.

Sierra Madre, CA 91024
Public Works Facilities
621 E. Sierra Madre Blvd.

Sierra Madre, CA 91024
Public Library
440 W. Sierra Madre Blvd.

Sierra Madre, CA 91024
YMCA/ Community Recreation Center
611 E. Sierra Madre Blvd.

Sierra Madre, CA 91024
Aquatic Center
611 E. Sierra Madre Blvd.

Sierra Madre, CA 91024
Youth Activity Center
611 E. Sierra Madre Blvd.

Sierra Madre, CA 91024
Hart Park House Senior Center
222 W. Sierra Madre Blvd.

Sierra Madre, CA 91024
CITY OF SIERRA MADRE FY2024-2025 BUDGET 26

STATISTICS
Statistics
Business Name Business Category
(in alphabetical order) (by largest to smallest) #
ACDC Apparel Casual Dining 12
Bottle Shop Quick-Service Restaurants 3
Buccaneer Lounge Convenience Stores 2
Casa Del Rey Family Apparel 2
Corfu Restaurant Service Station 2
Frontier Hardware Co Auto Repair Shops 1
Happy’s Liquor Building Materials 1
K Petrol Florist Shops 1
Leonora Moss Food Stores Non-Grocery 1
Lucky Baldwins Delirium Café
Moes Automotive Service Center
Monsieur Crepe
Nano Café Business Industry Group
Ohmonah (by largest to smallest) #
Only Place In Town Restaurants and Hotels 15
Roe Japanese Fusion General Consumer Goods 6
Rt Rogers Brewing Co Fuel and Service Stations 2
Sierra Madre Pizza Co Autos & Transaction 1
Sierra Madre Service Station Inc. Building and Construction 1 Starbucks
Tacos Ensenada Dom
Taylor's Ol Fashioned Meat Market
Village Pizzeria
Wistaria Restaurant & Bar
Yui
Top 25 Sales Tax Generators: Fiscal Year 2023-2024
CITY OF SIERRA MADRE FY2024-2025 BUDGET 27

STATISTICS
Total Sales Tax Generated By Major Industry Groups
Industry Group Sales Tax Amount % of Total Sales Tax
General Consumer Goods 371,211 $ 27.41%
Autos And Transportation 261,513 $ 19.31%
Restaurants And Hotels 295,924 $ 21.85%
Fuel And Service Stations 170,824 $ 12.62%
Business And Industry 96,615 $ 7.14%
Food And Drugs 67,940 $ 5.02%
Building And Construction 67,797 $ 5.01%
Transfers & Unidentified 22,234 $ 1.64%
Total 1,354,058 $ 100.00%
# Taxpayers Taxable Assessed Value % of Total Assessed Value 1 MB Equity LLC $29,446,640 0.97%
2 Kensington SM GP LLC $16,104,197 0.53%
3 CETT Madre Limited $12,360,582 0.41%
4 Stanley A Sirott Trust $9,812,326 0.32%
5 Neil A Lavick and Marie D Clause $8,665,334 0.29%
6 City of Sierra Madre Lessor $8,219,071 0.27%
7 Michael G and Rene C Hoffman Trust $7,219,356 0.24%
8 634 W Sierra Madre Blvd LLC $6,228,130 0.21%
9 Richard C Wolgemuth Cotrustee $5,876,682 0.19%
10 William L Sullivan Cotrustee $5,741,111 0.19%
Total $109,673,429 3.63%
Top 10 Principal Property Tax Payers: Fiscal Year 2023-2024

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

1.20%
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
Top 10 Principal Property Tax Payers: Fiscal Year 2023-2024 Taxable Assessed Value % of Total Assessed Value
CITY OF SIERRA MADRE FY2024-2025 BUDGET 28
City of Sierra Madre
Village of the Foothills
Financial Policies and
Procedures
CITY OF SIERRA MADRE FY2024-2025 BUDGET 29
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FINANCIAL POLICIES & PROCEDURES
Financial Policies & Procedures
The Budget Process
The annual budget process is designed to reflect both City Council priorities and the City’s strategic and operational goals. Each year, the process begins in January as department heads start working on their operating budgets. By March, departments are reviewing their operations and preparing their budget proposals. From mid-April through May, department heads meet with the City Manager to review each line of their proposed budgets in detail.

The City’s budget team then reviews all department submissions and drafts the official budget document. A public hearing is scheduled so community members can share their input.

Meanwhile, departments also plan for their capital needs over the next five years. The executive team meets to identify which capital projects will be funded in the upcoming year. This work leads to the development of a five-year capital improvement plan, which gives the Council a long-term perspective on the City’s capital needs. Finally, City Council reviews the proposed budget and holds a public hearing before approving the new budget in June. Key 2025 Budget Development Dates:
March 2025: Department heads review operations and develop proposed budgets. April 15–May 20, 2025: Department heads meet with the City Manager to discuss proposed budgets in detail.
June 10, 2025: Public hearing and City Council meeting for budget adoption.

Appropriations & Budgetary Control
The City Council adopts an annual operating budget and the first year of an integrated five-year capital improvement plan budget by June 30th of each year, to be effective for the following fiscal year running from July 1st through June 30th. Budgets present budgeted sources in excess of budgeted uses. Budgeted “Sources” include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted “Uses” include Expenditures and Transfers Out. Operating and Capital Budgets are to align with the City’s long-term financial goals.

The Finance Director shall maintain budgetary controls to ensure adherence to the legal provisions of the budget as adopted by the City Council. The level of budgetary control is established at the fund level; expenditures may not exceed the appropriated amount for any fund. The City Manager is authorized to approve transfers of appropriations within a department, provided such transfers remain within the same fund type. Department CITY OF SIERRA MADRE FY2024-2025 BUDGET 31

FINANCIAL POLICIES & PROCEDURES
Directors may request reallocations within a single fund between divisions or expenditure categories (Personnel and Maintenance & Operations). All requests for supplemental appropriations during the fiscal year shall be submitted to the City Manager for review. If approved, such requests shall be presented to the City Council for final consideration and authorization.

To ensure that the expenditures of each Department do not exceed the departmental appropriation, expenditures for each Department are legally limited to the amounts authorized by the City Council in the budget document, plus any carryover amounts and supplemental appropriations individually approved by the City Council. The City Manager is legally authorized to transfer budgeted amounts between divisions and accounts within the same Department and Fund over the course of a fiscal year. Transfers of appropriations between Departments or Funds, as well as any increased appropriations, must be authorized by the City Council. Therefore, expenditures may not legally exceed budgeted appropriations at the Department level within a Fund. City Council approval is also required for all transfers from unappropriated fund balances or contingency reserves.

Purchase Order Carryovers
As the subsequent fiscal year begins in July and the City’s budget development process reaches its conclusion, it is essential for departments to identify any purchase orders that will be carried forward. This ensures that these carry forward amounts are accurately incorporated into the expenditure budget and fund balance calculations for the new fiscal year. When a purchase order is carried forward, the department’s budget appropriation increases by the amount of the outstanding obligation, reflecting unspent funds from the previous year.

During April and May, the Finance Department collaborates with each department to review all open purchase orders, determining which should be carried forward and which can be liquidated to free up available funds. To carry a purchase order forward, the department must provide justification for why the remaining balance could not be spent before June 30th and present a plan for how the funds will be used in the upcoming year.

This process helps ensure that only necessary and justified encumbrances are carried forward, supporting fiscal responsibility and accurate budget management.

Budget Amendment Procedures → Carryovers
All unexpended or unencumbered appropriations shall lapse at the end of the fiscal year, except for appropriations for capital projects that are necessary for the completion of the approved project. Encumbered funds from the previous fiscal year are carried over to the current fiscal year through a list of continued appropriations. Additionally, the City conducts a formal carryover review process during which Departments may submit justification for the carryover of unencumbered, available funds.

The final list of continued appropriations, including both encumbrances from the prior year and unencumbered funds approved for carryover, is adopted by the City Council and becomes part of the City’s annual budget by formal action. These continuing appropriations are not included in the Annual Budget document to preserve the clarity of CITY OF SIERRA MADRE FY2024-2025 BUDGET 32

FINANCIAL POLICIES & PROCEDURES
current-year budget presentation and to maintain a distinct record of prior-year obligations separate from newly authorized appropriations.

City Council Action
Throughout the year, the City Council considers departmental requests for additional appropriations to fund activities not included in the adopted budget, as well as administrative carryovers for outstanding commitments from the prior fiscal year.

Fund Balance Policy
The City Council has adopted Fund Balance Policy which establishes the procedures for reporting unrestricted fund balance in the City of Sierra Madre financial statements.

Certain commitments and assignments of fund balance will help ensure that there will be adequate financial resources to protect the City against unforeseen circumstances and events such as revenue shortfalls and unanticipated expenditures. The policy adopted a fiscal policy which sets the General Fund Undesignated Fund Balance Reserve at minimum of 25% of operating expenditures.

Financial Structure and Operations
The City’s accounting system is organized and operated on a “fund basis” with each fund distinct and self-balancing. A fund is “an independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created”. Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, legal restrictions or limitations.

The City provides a full range of services to its citizens. These include: police, fire, emergency medical, street construction and maintenance, water and sewer utility, parks, recreational, cultural and social, planning, building and safety, economic development, environmental and general administrative services.

Services are categorized into a departmental structure to afford similarity in service provided. Departments may receive funding from one or more funds. Through the budget process and ongoing activity, the City Council oversees the operation of the City and sets forth community priorities and policies to be implemented by the City Manager. The City Manager directs the departments in the administration of City programs and service delivery. The City Manager establishes administrative policy in areas under his/her purview.

Measurement Focus and Basis of Accounting
The City of Sierra Madre’s accounting records are maintained in full accordance with Generally Accepted Accounting Principles (GAAP), as established by the Government Accounting Standards Board (GASB). Governmental (General, Special Revenue, Debt CITY OF SIERRA MADRE FY2024-2025 BUDGET 33

FINANCIAL POLICIES & PROCEDURES
Service and Capital Projects) Fund Types are accounted for on a "current financial resources" measurement focus. The basis of budgeting is the same as the basis of accounting used for the City funds.

The modified accrual basis of accounting is followed by the Governmental funds. Under the modified accrual basis of accounting, revenues are susceptible to accrual when they become both measurable and available. Available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period.

Accordingly, only current assets and current liabilities are included on their balance sheets. The reported fund balance provides an indication of available, spendable resources. Operating statements for Governmental Fund Types Funds report increases (revenues) and decreases (expenditures) in available spendable resources. Expenditures, other than interest on long-term debt, are recorded when a current liability is incurred.

Liabilities are considered current when they are normally expected to be liquidated with expendable available financial resources.

The Proprietary (Enterprise and Internal Service) and Fiduciary Funds are accounted for on an "economic resources" measurement focus. The Proprietary and Fiduciary Funds are accounted for using the accrual basis of accounting. Revenues or contributions are recognized when they are earned or due and expenses or benefits paid are recorded when the related liability is incurred. Accordingly, all assets and liabilities are included on the balance sheet, and the reported fund equity provides an indication of the economic net worth of the fund. Operating statements for Proprietary Funds report increases (revenues) and decreases (expenses) in total economic net worth.

Budgetary Basis
The budgets for governmental funds are adopted on a budgetary basis that is not materially different from Generally Accepted Accounting Principles (GAAP). For Proprietary funds, the City uses a budgetary basis that differs from GAAP. Under the GAAP basis of accounting for proprietary funds, the receipt of long-term debt proceeds, capital outlays, and debt service principal payments are not reported, but allocations for depreciation are recorded. The City’s budgetary basis for proprietary funds does not allocate for depreciation but does allocate for capital outlay and debt service principal payments. This is the only difference in budgetary basis and GAAP for proprietary funds.

Cash Management
To maximize the efficient use and oversight of its financial resources, the City consolidates most of its unrestricted cash - meaning funds that are available for general use and not set aside for specific purposes or restricted by legal or contractual requirements - into a single pooled operating account. This approach streamlines day-to-day financial management and strengthens the City’s ability to monitor and allocate funds as needed.

Guided by prudent financial stewardship, the City restricts its investments to only those instruments explicitly authorized by California Government Code Section 53601. This law defines the types of secure investments allowed for local agencies, such as U.S. Treasury securities, state and local government bonds, federal agency obligations, and certain CITY OF SIERRA MADRE FY2024-2025 BUDGET 34

FINANCIAL POLICIES & PROCEDURES
highly rated commercial paper. Section 53601 also requires city officials to act as careful stewards of public funds and sets specific limits to ensure safety and liquidity.

By following these guidelines, the City ensures compliance with state law while safeguarding public funds and striving for optimal returns on its investments. .

Fees & Rates
The City Council sets service fees at levels intended to cover the costs of providing those services, ensuring that residents and businesses who benefit directly from City services bear the costs rather than the general taxpayer. This approach is guided by the City’s User Fee Policy, which establishes the principles and procedures for setting, reviewing, and adjusting fees so they remain fair, transparent, and legally compliant.

As part of this process, the City conducts a Citywide Fee Study that is a comprehensive review that determines the full cost of providing each service, including direct expenses such as staff salaries and benefits, materials, and indirect costs like administrative support and overhead. This study ensures that fees are based on actual service costs and that any proposed increases are justified and reasonable.

To account for inflation and rising costs, the City annually reviews and adjusts all fees according to the Consumer Price Index (CPI). Specifically, the City uses the Consumer Price Index for All Urban Consumers (CPI-U) for the Los Angeles area, as published by the U.S. Bureau of Labor Statistics, to calculate the annual adjustment. This ensures that fees keep pace with the real costs of providing services over time.

The Citywide Fee Schedule, which lists all current fees, is formally adopted as part of the annual budget process through a resolution at a public hearing. This public process allows residents to provide input and ensures transparency in how fees are set and updated.

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FUND OVERVIEW
The City of Sierra Madre uses funds to account for resources for specific activities or objectives in accordance with special regulations, restrictions or limitations to facilitate the assessment of stewardship and compliance. A fund is a separate accounting entity created to track specific revenue and expense activity. The City of Sierra Madre has several fund groupings, which are reviewed herein. On the following pages, a summary is provided for each of the fund groupings that comprise the financial structure of the City. The fund groupings outlined in the following pages are depicted below with specific definitions to follow:
*Considered Major fund, more than 10% of expenditures of the appropriated budget City of Sierra Madre Governmental Funds
* General
Fund Capital
Projects Fund
Special Revenue
Funds
Gas Tax
PropA
Prop C
Measure R
Measure M
Grants
Assessments
Other Special
Revenue Funds
Proprietary Funds
Enterprise Funds
* Water
Sewer
Internal Service
Funds
Fleet
Facilities
Administration
Technology
Personnel & Risk
Management
CITY OF SIERRA MADRE FY2024-2025 BUDGET 37

FUND OVERVIEW
x Governmental Funds - funds generally used to account for activities primarily supported by taxes, grants, and similar revenue sources. There are five different types of funds. Governmental Funds include the General Fund, Special Revenue Funds, Debt Service Funds and Capital Projects Funds.
o General Fund (10000) - one of five governmental fund types that serves as the chief operating fund of a government. The General Fund is used to account for all financial resources except those required to be accounted for in another fund. In The general fund the largest revenue is property taxes and UUT revenue. o Special Revenue Funds - used to account for revenues derived from specific sources which are usually required by law or administrative regulation to be accounted for in a separate fund for specified purposes other than debt service or capital projects. Special Revenue funds of the City include:
x Gas Tax Fund (38005) - is used to account for state gasoline taxes received by the City. These funds may be used for street maintenance, right-of-way acquisition, and street construction.
x Prop A Fund (37004) - the City receives a portion of the ½ % sales tax approved for transportation related programs from the Metropolitan Transit Authority (MTA). The funds are restricted for local transportation projects that reduce congestion or improve public transportation systems. The City funds its “Round-About” fixed route shuttle bus and “Dial-a-Ride” programs from these revenues. x Prop C Fund (37009) - the City receives a portion of the ½ % sales tax approved for transportation related programs and capital projects. The funds are restricted for local transportation programs and projects that reduce congestion or benefit mass transit systems.
x Measure R (38007) – the City receives a portion of half-cent sales tax for related public transportation improvement projects from Los Angeles County. City uses the funds mainly for street maintenance. x Measure M (38012) The City receives funding from the County from the one-half of one percent (0.5%) transactions and use tax within LA County. This funding must be used for transportation purposes. x Grants Funds account for federal, state and local grants received by the City and the expenditure of those funds.
x Assessment Districts (32XXX)
o Capital Projects Funds (40000) - established to account for resources used for the acquisition and construction of capital facilities by the City, except those financed by proprietary funds.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 38

FUND OVERVIEW
x Proprietary Funds - funds used to account for activities that receive significant support from fees and charges and operate more like a business. There are two different types of proprietary funds: Enterprise funds and Internal Service funds. o Enterprise Funds - established to account for the operations and financing of selfsupporting activities of a governmental unit that renders services on a user charge basis to the general public, similar to private business enterprises. Enterprise funds of the City include:
a. Water (71000) is used to account for the operation, maintenance, and capital facility financing of the City's water system. Its major revenue source is from user charges.
b. Sewer (72000) is used to account for the operation, maintenance, and capital facility financing of the City's wastewater system. Its major revenue source is from user charges.
o Internal Service Funds - used to account for the financing of centralized services to different funds and City departments on a cost reimbursement basis (including replacement costs). Internal Service funds of the City include Fleet (60000), Facilities (60001), Administration (60002), Technology (60003), and Personnel & Risk Management (60007).

CITY OF SIERRA MADRE FY2024-2025 BUDGET 39
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FUNDS-DEPARTMENT RELATIONSHIP MATRIX
Fund Name Administrative Finance HR IT Planning Police Fire Community
Services
City
Library
Public
Works Utilities
NonDept.

General Fund 9 9 9 99 9 9 9
Special Revenue Lighting Districts 9
Special Revenue Maintenance Districts 9
Other Special Revenue Assessment Districts 9
Development Impact Fees 9 99 9 9 9 9
Development Fees - Art In Public Places 9
Public Safety Augmentation Fund 99
COPS(SLESA ) 9
Local Transportation Prop A 9
Open Space Fund 9
Senior Center Special Revenue Fund 9
Donations - Recreation 9
Local Transit Program/Prop C 9
County Prop A Park Development 99
California Beverage Container Grant 9
Clean Air Fund (AQMD) 9
Environmental Special Revenue Fund 9
Gas Tax Fund 9
Bikeway/Sidewalk Fund 9
Measure R 9
Measure M 9
Library - Gift And Memorial 9
Friends Of The Library Donation Fund 9
Citywide Debt Service 9
Community Development Block Grant 99
Measure W 9
Road Maintenance Rehabilitation Account (RMRA) 9
Robert Day Trust Fund 9
ARPA 9 9 99 9 9 9 9 9 9 9
Targeted State Grants-Library 9
State Park Dept OGALS Fund 9
Capital Project Funds 9
ISF - Fleet Services
ISF - Facilities Management
ISF - Administration 99
ISF - Technology (Information Services) 9
ISF - Personnel And Risk Management 9
ISF - General Plan Update
Water Enterprise Fund 9
Utilities/Sewer Enterprise Fund 9

PROPRIETARY FUNDS

BUSINESS-TYPE ACTIVITIES - ENTERPRISE FUNDS
This table illustrates oversight of City funds. The Office of the City Manager and the Administrative Services Department are not listed, as they provide oversight and assistance in managing all funds.

GOVERNMENTAL FUNDS - MAJOR FUND

GOVERNMENTAL FUNDS - NON-MAJOR FUNDS

GOVERNMENTAL NON-MAJOR SPECIAL REVENUE FUNDS - ASSESSMENTS

GOVERNMENTAL NON-MAJOR SPECIAL REVENUE FUNDS - OTHER

NON-MAJOR CAPITAL PROJECT FUNDS
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City of Sierra Madre
Village of the Foothills
Budget Resolutions
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City of Sierra Madre
Village of the Foothills
Authorized Positions
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AUTHORIZED POSITIONS
Department
FY 2023-2024
Adopted
FY 2024-2025
Adopted
FY 2025-2026
Adopted
Citywide Totals
Full-Time Positions 90 91 91
Part-time Hours 22,960 18,160 20,080
TOTAL FTE 101.04 99.73 100.65
Administrative Services
Full-Time Positions 16 16 16
Part-Time Hours 1,920 960 -
TOTAL FTE 16.92 16.46 16.00
Community Services
Full-Time Positions 4 4 4
Part-Time Hours 600 600 1,560
TOTAL FTE 4.29 4.29 4.75
Fire Department
Full-Time Positions 17 18 18
Part-Time Hours 2,880 960 960
TOTAL FTE 18.38 18.46 18.46
Library Services
Full-Time Positions 5 5 5
Part-Time Hours 6,720 5,760 6,720
TOTAL FTE 8.23 7.77 8.23
Planning & Community Preservation
Full-Time Positions 6 6 6
Part-Time Hours - - 960
TOTAL FTE 6.00 6.00 6.46
Police Department
Full-Time Positions 23 23 23
Part-Time Hours 10,840 9,880 9,880
TOTAL FTE 28.21 27.75 27.75
Public Works
Full-Time Positions 9 9 9
Part-Time Hours
TOTAL FTE 9.00 9.00 9.00
Utilities
Full-Time Positions 10 10 10
Part-Time Hours - - -
TOTAL FTE 10.00 10.00 10.00
CITY OF SIERRA MADRE FY2024-2025 BUDGET 53
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City of Sierra Madre
Village of the Foothills
Budget Summaries
CITY OF SIERRA MADRE FY2024-2025 BUDGET 55
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 56

ESTIMATED FUNDS AVAILABLE BY FUND
FY 2025-2026
FUND
Estimated Funds
Available
06/30/2025

ADOPTED
Revenues
FY 2025-2026

ADOPTED
Expenditures
FY 2025-2026
ADOPTED Net
Transfers
In/(Out)
Estimated Funds
Available
06/30/2026

GOVERNMENTAL FUNDS
GENERAL FUND 14,464,311 18,047,100 (19,179,848) (336,868) 12,994,695 SPECIAL REVENUE FUNDS:

ASSESSMENT DISTRICTS 650,564 133,200 (351,000) - 432,764 PSAF 214,773 165,000 (98,000) 281,773
COPS( SLESA ) 23,260 150,000 (173,000) 260
LOCAL TRANSPORTATION PROP A 1,105,653 282,189 (411,000) 976,842 LOCAL TRANSPORTATION PROP C 267,648 236,068 (501,200) 2,516 MEASURE R 196,690 175,000 (369,000) 2,690
MEASURE M 454,537 293,000 (439,000) 308,537
RMRA 391,985 302,000 (509,000) 184,985
GAS TAX 301,623 323,000 (415,000) 209,623
ARPA 360,000 - (360,000) -
TARGETED STATE GRANTS-LIBRARY 6,505,000 50,000 (6,555,000) - OTHER SPECIAL REVENUE FUNDS 2,398,477 650,252 (1,400,050) 37,600 1,686,279 CAPITAL PROJECTS FUND 113,130 - (273,268) 273,268 113,130 GRAND TOTAL 27,447,649 $ $ 20,806,809 $ (31,034,366) $ (26,000) $ 17,194,092 FUND
Estimated Funds
Available
06/30/2025

ADOPTED
Revenues
FY 2025-2026

ADOPTED
Expenses
FY 2025-2026 Change in np
Estimated Funds
Available
06/30/2026

PROPRIETARY FUNDS
WATER 10,393,910 7,326,000 (7,885,540) (559,540) 9,834,370 SEWER 2,420,771 1,358,000 (1,038,815) 319,185 2,739,956

INTERNAL SERVICES
IT 629,410 1,180,000 (1,428,000) (248,000) 381,410
ADMINISTRATIVE 556,386 1,000,000 (1,043,000) (43,000) 513,386 PERSONNEL & RISK MGMT 1,047,782 2,075,000 (2,236,000) (161,000) 886,782 FLEET 717,982 496,000 (498,000) (2,000) 715,982
FACILITIES 821,158 590,000 (688,000) (98,000) 723,158
GEN PLAN UPDATE 180,110 195,000 - 195,000 375,110
GRAND TOTAL 16,767,509 $ $ 14,220,000 $ (14,817,355) $ (597,355) $ 16,170,154 Note:

The General fund is required to have a minimum operating fund balance reserve of 25% of operating expenditures. The estimated fund balance in the General fund is projected to exceed the 25% required for operating. The amount above the minimum required fund balance serves as a potential funding source for long term capital needs of the CIty, which exceed this amount.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 57
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 58
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yW
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^ ϯϭ͕ϯϮϲ͕ϲϱϰ Ψ ϰϰ͕ϭϴϲ͕ϭϬϱ Ψ ϰϲ͕ϵϭϮ͕ϭϬϱ Ψ ϰϱ͕ϴϱϭ͕ϳϮϮ Ψ dZE^&
Z^Khd ϳϬϵ͕ϬϮϲ Ψ Ϯϭϭ͕ϬϬϬ Ψ Ϯ͕Ϭϭϭ͕ϬϬϬ Ψ ϯϲϭ͕ϴϲϴ Ψ E
d,E'
ϱ͕ϵϯϰ͕ϴϬϮ Ψ ;ϭϭ͕Ϯϰϳ͕ϰϯϱͿ Ψ ;ϭϮ͕ϲϭϰ͕ϳϮϭͿ Ψ ;ϭϬ͕ϴϱϬ͕ϵϭϯͿ Ψ CITY OF SIERRA MADRE FY2024-2025 BUDGET 59
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 60

CITYWIDE SOURCES AND USES

The table above shows the citywide budgeted revenues by fund. The General Fund revenues and trends are discussed in the General Fund Overview section of the budget book. Special Revenues represent Federal, Local, and State grants or donations used for eligible expenditures as restricted by law or administrative action. Special Revenue funds are mainly budgeted using estimates provided by grantor. Water and Sewer revenues are budgeted based on trends of usage and the utility rates approved as part of the 5-year fee study. The table below shows expenditures citywide by department.
$18,047,100
$2,759,709
$5,536,000
$1,358,000
$7,300,000
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
General fund Special
Revenues
Internal Service
Funds
Sewer Water
Citywide Revenue Sources
5,276,848
750,600
413,000
3,989,000
2,236,000
1,428,000
7,757,632
2,271,268
5,469,000
7,336,018
8,924,355
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Citywide Uses
CITY OF SIERRA MADRE FY2024-2025 BUDGET 61

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CITY OF SIERRA MADRE FY2024-2025 BUDGET 62
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Z^Khd Ͳ Ψ Ͳ Ψ Ͳ Ψ Ͳ Ψ ŚĂŶŐĞŝŶǀĂŝůĂďůĞZĞƐŽƵƌĐĞƐ Ψ ;ϵϰ͕ϲϲϵͿ ϭ͕ϵϯϳ͕ϱϰϭ Ψ ϲϭϰ͕Ϭϰϱ Ψ ;ϱϵϳ͕ϯϱϱͿ Ψ CITY OF SIERRA MADRE FY2024-2025 BUDGET 63
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 64
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d^&hE
/ŶƚĞƌĞƐƚ ϲ͕ϮϳϮ Ͳ Ͳ Ͳ dKd>W/d>WZK:
d^&hE ϲ͕ϮϳϮ Ͳ Ͳ Ͳ dZ'
d
^dd
'ZEd^Ͳ>/ZZz
ZĞǀĞŶƵĞĨƌŽŵKƚŚĞƌŐĞŶĐŝĞƐ ϳϴϳ͕ϴϴϴ Ͳ Ͳ Ͳ /ŶƚĞƌĞƐƚ Ϯϳϭ͕ϳϱϭ Ͳ ϮϮϱ͕ϬϬϬ ϱϬ͕ϬϬϬ dKd>dZ'
d
^dd
'ZEd^Ͳ>/ZZz ϭ͕Ϭϱϵ͕ϲϯϵ Ͳ ϮϮϱ͕ϬϬϬ ϱϬ͕ϬϬϬ CITY OF SIERRA MADRE FY2024-2025 BUDGET 65
&,7<:,'(5(9(18('(7$,/%<)81'
&hE
&zϮϬϮϯͲϮϰ
dh>^
&zϮϬϮϰͲϮϬϮϱ
KWd

&zϮϬϮϰͲϮϬϮϱ
D
E

&zϮϬϮϱͲϮϬϮϲ
KWd

Kd,
Z^W
/>Z
s
Eh
&hE^
ŽŶĂƚŝŽŶƐ ϴϱ͕ϳϵϴ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϳϲ͕ϬϬϮ /ŶƚĞƌĞƐƚ ϭϮϬ͕ϯϲϬ Ͳ Ͳ ϭϰ͕ϬϬϬ KƚŚĞƌZĞǀĞŶƵĞƐ ϳϵ͕ϱϳϴ ϰϵ͕ϱϱϬ ϰϵ͕ϱϱϬ ϳϵ͕ϱϱϬ >ŝĐĞŶƐĞƐĂŶĚWĞƌŵŝƚƐ ϯϰϮ͕ϵϮϵ ϭϭϬ͕ϬϬϬ ϭϭϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ WƌŽƉĞƌƚǇdĂǆĞƐ Ͳ Ͳ Ͳ Ͳ ZĞǀĞŶƵĞĨƌŽŵKƚŚĞƌŐĞŶĐŝĞƐ ϯϮϮ͕Ϯϭϱ ϭϳϱ͕ϭϮϬ ϭϳϱ͕ϭϮϬ ϯϲϬ͕ϳϬϬ dKd>Kd,
Z^W
/>Z
s
Eh
^&hE ϵϱϬ͕ϴϴϬ ϯϴϵ͕ϲϳϬ ϯϴϵ͕ϲϳϬ ϲϱϬ͕ϮϱϮ dKd>^W
/>Z
s
Eh
&hE^ ϰ͕ϳϴϮ͕ϮϮϲ Ϯ͕ϯϵϳ͕ϰϳϬ Ϯ͕ϲϮϮ͕ϰϳϬ Ϯ͕ϳϱϵ͕ϳϬϵ /Ed
ZE>^
Zs/
&hE^Ͳ/d
ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϵϰϬ͕ϬϬϬ ϭ͕Ϭϴϱ͕ϮϬϬ ϭ͕Ϭϴϱ͕ϮϬϬ ϭ͕ϭϱϬ͕ϬϬϬ /ŶƚĞƌĞƐƚ Ϯϱ͕Ϯϭϵ Ͳ Ϯϱ͕ϬϬϬ Ͳ >ŝĐĞŶƐĞƐĂŶĚWĞƌŵŝƚƐ Ϯϳ͕ϯϳϳ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ KƚŚĞƌZĞǀĞŶƵĞƐ Ͳ Ͳ Ͳ Ͳ dKd>/Ed
ZE>^
Zs/
&hE^Ͳ/d ϵϵϮ͕ϱϵϲ ϭ͕ϭϭϱ͕ϮϬϬ ϭ͕ϭϰϬ͕ϮϬϬ ϭ͕ϭϴϬ͕ϬϬϬ /Ed
ZE>^
Zs/
&hE^ͲD/E/^dZd/s

ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϵϳϱ͕ϬϬϬ ϵϱϰ͕ϰϬϬ ϵϱϰ͕ϰϬϬ ϭ͕ϬϬϬ͕ϬϬϬ /ŶƚĞƌĞƐƚ Ϯϳ͕ϱϳϯ Ͳ ϯϭ͕ϬϬϬ Ͳ KƚŚĞƌZĞǀĞŶƵĞƐ Ͳ Ͳ Ͳ Ͳ dKd>/Ed
ZE>^
Zs/
&hE^ͲD/E/^dZd/s
ϭ͕ϬϬϮ͕ϱϳϯ ϵϱϰ͕ϰϬϬ ϵϴϱ͕ϰϬϬ ϭ͕ϬϬϬ͕ϬϬϬ /Ed
ZE>^
Zs/
&hE^ͲW
Z^KEE
>ΘZ/^<D'Dd
ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϭ͕ϲϭϲ͕ϯϴϱ ϭ͕ϴϲϬ͕ϭϱϬ ϭ͕ϴϲϬ͕ϭϱϬ Ϯ͕Ϭϳϱ͕ϬϬϬ /ŶƚĞƌĞƐƚ ϯϮ͕ϭϵϵ Ͳ Ϯϭ͕ϬϬϬ Ͳ KƚŚĞƌZĞǀĞŶƵĞƐ ϭϭ͕ϲϭϯ Ͳ Ͳ dKd>/Ed
ZE>^
Zs/
&hE^ͲW
Z^KEE
>ΘZ/^<D'Dd ϭ͕ϲϲϬ͕ϭϵϳ ϭ͕ϴϲϬ͕ϭϱϬ ϭ͕ϴϴϭ͕ϭϱϬ Ϯ͕Ϭϳϱ͕ϬϬϬ /Ed
ZE>^
Zs/
&hE^Ͳ&>

d
ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϱϰϳ͕ϲϬϬ ϰϳϱ͕ϬϬϬ ϰϳϱ͕ϬϬϬ ϰϵϲ͕ϬϬϬ /ŶƚĞƌĞƐƚ ϮϮ͕ϵϱϱ Ͳ Ϯϴ͕ϬϬϬ Ͳ KƚŚĞƌZĞǀĞŶƵĞƐ Ͳ Ͳ Ͳ Ͳ dKd>/Ed
ZE>^
Zs/
&hE^Ͳ&>

d ϱϳϬ͕ϱϱϱ ϰϳϱ͕ϬϬϬ ϱϬϯ͕ϬϬϬ ϰϵϲ͕ϬϬϬ /Ed
ZE>^
Zs/
&hE^Ͳ&/>/d/
^
ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϭ͕Ϭϯϴ͕ϬϬϬ ϲϴϲ͕ϱϱϬ ϲϴϲ͕ϱϱϬ ϱϵϬ͕ϬϬϬ /ŶƚĞƌĞƐƚ Ϯϯ͕ϯϭϲ Ͳ ϯϱ͕ϬϬϬ Ͳ dKd>/Ed
ZE>^
Zs/
&hE^Ͳ&/>/d/
^ ϭ͕Ϭϲϭ͕ϯϭϲ ϲϴϲ͕ϱϱϬ ϳϮϭ͕ϱϱϬ ϱϵϬ͕ϬϬϬ /Ed
ZE>^
Zs/
&hE^Ͳ'
EW>EhWd

ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϯϱ͕ϬϬϬ Ͳ ϯϱ͕ϬϬϬ ϭϵϱ͕ϬϬϬ /ŶƚĞƌĞƐƚ ϯ͕ϳϱϰ Ͳ Ͳ Ͳ KƚŚĞƌZĞǀĞŶƵĞƐ Ͳ Ͳ Ͳ Ͳ dKd>/Ed
ZE>^
Zs/
&hE^Ͳ'
EW>EhWd
ϯϴ͕ϳϱϰ Ͳ ϯϱ͕ϬϬϬ ϭϵϱ͕ϬϬϬ dKd>/Ed
ZE>^
Zs/
&hE^ ϱ͕ϯϮϱ͕ϵϵϬ ϱ͕Ϭϵϭ͕ϯϬϬ ϱ͕Ϯϲϲ͕ϯϬϬ ϱ͕ϱϯϲ͕ϬϬϬ

Ed
ZWZ/^
&hE^͗
td
Z
ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϲ͕ϳϬϭ͕ϱϲϴ ϲ͕ϴϮϯ͕ϱϬϬ ϳ͕ϭϳϯ͕ϱϬϬ ϲ͕ϵϱϬ͕ϬϬϬ &ŝŶĞƐĂŶĚ&ŽƌĨĞŝƚƵƌĞƐ ϱ͕ϳϱϲ ϰ͕ϬϬϬ ϰ͕ϬϬϬ /ŶƚĞƌĞƐƚ ϯϯϬ͕ϭϭϮ ϭϬϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ 'ƌĂŶƚƐ ϳϯ͕ϲϳϭ Ͳ Ͳ Ͳ KƚŚĞƌZĞǀĞŶƵĞƐ Ͳ Ͳ Ͳ Ͳ dKd>td
Z&hE ϳ͕ϭϭϭ͕ϭϬϳ ϲ͕ϵϮϳ͕ϱϬϬ ϳ͕ϱϮϳ͕ϱϬϬ ϳ͕ϯϬϬ͕ϬϬϬ ^
t
Z
ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϭ͕Ϯϰϯ͕ϭϮϴ ϭ͕Ϯϴϭ͕ϯϬϬ ϭ͕ϯϰϳ͕Ϭϭϰ ϭ͕ϯϯϯ͕ϬϬϬ /ŶƚĞƌĞƐƚ ϴϬ͕ϴϯϯ Ϯϱ͕ϬϬϬ ϵϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ KƚŚĞƌZĞǀĞŶƵĞƐ ϭ͕ϱϵϬ Ͳ Ͳ Ͳ dKd>^
t
Z&hE ϭ͕ϯϮϱ͕ϱϱϭ ϭ͕ϯϬϲ͕ϯϬϬ ϭ͕ϰϰϮ͕Ϭϭϰ ϭ͕ϯϱϴ͕ϬϬϬ dKd>
Ed
ZWZ/^
&hE^ ϴ͕ϰϯϲ͕ϲϱϴ ϴ͕Ϯϯϯ͕ϴϬϬ ϴ͕ϵϲϵ͕ϱϭϰ ϴ͕ϲϱϴ͕ϬϬϬ 'ZEdKd>/dzt/
Z
s
Eh
^ ϯϳ͕Ϯϲϭ͕ϰϱϲ ϯϮ͕ϵϯϴ͕ϲϳϬ ϯϰ͕Ϯϵϳ͕ϯϴϰ ϯϱ͕ϬϬϬ͕ϴϬϵ CITY OF SIERRA MADRE FY2024-2025 BUDGET 66

CITYWIDE EXPENDITURES BY DEPARTMENT

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

ADMINISTRATIVE SERVICES

GENERAL FUND
Personnel 221,546 269,200 269,200 212,000
Maintenance & Operations 33,985 78,000 111,000 115,000
Cost Allocations 2,697,439 3,089,550 3,089,550 2,956,000 Other Expenses 371,637 582,800 582,800 850,848
Contingency 58,846 100,000 100,000 100,000
TOTAL GENERAL FUND 3,383,452 4,119,550 4,152,550 4,233,848

INTERNAL SERVICES FUND-ADMIN
Personnel 877,429 823,300 823,300 816,000
Maintenance & Operations 189,138 211,100 211,100 227,000 TOTAL INTERNAL SERVICES FUND-ADMIN 1,066,567 1,034,400 1,034,400 1,043,000 TOTAL ADMINISTRATRIVE SERVICES DEPARTMENT 5,153,950 4,450,019 5,186,950 5,276,848

COMMUNITY SERVICES

GENERAL FUND
Personnel 363,805 359,950 359,950 397,000
Maintenance & Operations 74,303 78,700 78,700 100,000
TOTAL GENERAL FUND 438,108 438,650 438,650 497,000

PROP A FUND
Maintenance & Operations 3,447 5,100 5,100 7,000
TOTAL PROP A FUND 3,447 5,100 5,100 7,000

ELECTED AND APPOINTED

GENERAL FUND
Personnel 191,003 176,200 176,200 203,000
Maintenance & Operations 195,702 405,350 460,350 210,000 TOTAL GENERAL FUND 386,705 581,550 636,550 413,000
TOTAL ELECTED AND APPOINTED DEPARTMENT 581,550 386,705 636,550 413,000 FIRE

GENERAL FUND
Personnel 3,050,737 3,356,200 3,556,200 3,562,000
Maintenance & Operations 388,207 408,700 437,700 427,000 TOTAL GENERAL FUND 3,438,944 3,764,900 3,993,900 3,989,000

CAPITAL PROJECTS FUND
Capital Outlay 34,122 - - -
TOTAL OTHER SPECIAL REVENUE FUND 34,122 - - -

OTHER SPECIAL REVENUE FUND
Maintenance & Operations 2,042 - - -
Capital Outlay 22,164 - - -
TOTAL OTHER SPECIAL REVENUE FUND 24,206 - - -
TOTAL FIRE DEPARTMENT 3,764,900 3,497,272 3,993,900 3,989,000

HUMAN RESOURCES

INTERNAL SERVICES FUND
Personnel 336,445 270,950 270,950 295,000
Maintenance & Operations 1,287,221 1,671,300 1,751,300 1,941,000 TOTAL INTERNAL SERVICES FUND 1,623,666 1,942,250 2,022,250 2,236,000 TOTAL HUMAN RESOURCES DEPARTMENT 1,942,250 1,623,666 2,022,250 2,236,000 CITY OF SIERRA MADRE FY2024-2025 BUDGET 67
&,7<:,'((;3(1',785(6%<'(3$570(17
&hEdzW

&zϮϬϮϯͲϮϰ
dh>^
&zϮϬϮϰͲϮϬϮϱ
KWd

&zϮϬϮϰͲϮϬϮϱ
D
E

&zϮϬϮϱͲϮϬϮϲ
KWd

/d
WZdD
Ed
/Ed
ZE>^
Zs/
^&hEͲ/d
WĞƌƐŽŶŶĞů ϯϵϴ͕ϴϱϱ ϯϵϳ͕ϳϱϬ ϯϵϳ͕ϳϱϬ ϰϴϬ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϱϲϴ͕ϱϳϬ ϳϯϳ͕ϯϬϬ ϳϯϳ͕ϯϬϬ ϴϭϴ͕ϬϬϬ /ŶǀĞƐƚŵĞŶƚŝŶĂƉŝƚĂůƐƐĞƚƐ ϱϭ͕ϴϵϱ ϭϲϰ͕ϬϬϬ ϭϲϰ͕ϬϬϬ ϭϯϬ͕ϬϬϬ dKd>/Ed
ZE>^
Zs/
^&hEͲ/d ϭ͕Ϭϭϵ͕ϯϮϬ ϭ͕Ϯϵϵ͕ϬϱϬ ϭ͕Ϯϵϵ͕ϬϱϬ ϭ͕ϰϮϴ͕ϬϬϬ dKd>/d
WZdD
Ed ϭ͕Ϭϭϵ͕ϯϮϬ ϭ͕Ϯϵϵ͕ϬϱϬ ϭ͕Ϯϵϵ͕ϬϱϬ ϭ͕ϰϮϴ͕ϬϬϬ >/ZZz
'
E
Z>&hE
WĞƌƐŽŶŶĞů ϲϬϵ͕ϳϬϬ ϲϯϲ͕ϭϬϬ ϲϯϲ͕ϭϬϬ ϳϭϯ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϭϭ͕Ϯϴϵ ϭϭϭ͕ϴϬϬ ϭϭϯ͕ϴϬϬ ϭϭϲ͕ϬϬϬ dKd>'
E
Z>&hE ϳϮϬ͕ϵϴϵ ϳϰϳ͕ϵϬϬ ϳϰϵ͕ϵϬϬ ϴϮϵ͕ϬϬϬ dZ'
d
^dd
'ZEd^Ͳ>/ZZz
ĂƉŝƚĂůKƵƚůĂǇ ϳϴϳ͕ϴϴϴ ϴ͕ϰϬϱ͕ϳϳϰ ϭϬ͕ϮϬϱ͕ϳϳϰ ϲ͕ϱϱϱ͕ϬϬϬ dKd>dZ'
d
^dd
'ZEd&hE ϴ͕ϰϬϱ͕ϳϳϰ ϳϴϳ͕ϴϴϴ ϭϬ͕ϮϬϱ͕ϳϳϰ ϲ͕ϱϱϱ͕ϬϬϬ Kd,
Z^W
/>Z
s
Eh
&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϱϴ͕ϴϮϲ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϲ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϭϮ͕ϭϰϱ ϯϯϰ͕ϲϬϱ ϯϯϰ͕ϲϬϱ ϯϭϳ͕ϲϯϮ dKd>Kd,
Z^W
/>Z
s
Eh
&hE ϯϴϵ͕ϲϬϱ ϳϬ͕ϵϳϭ ϯϴϵ͕ϲϬϱ ϯϳϯ͕ϲϯϮ dKd>>/ZZz^
Zs/
^
WZdD
Ed ϭ͕ϱϳϵ͕ϴϰϴ ϵ͕ϱϰϯ͕Ϯϳϵ ϭϭ͕ϯϰϱ͕Ϯϳϵ ϳ͕ϳϱϳ͕ϲϯϮ W>EE/E'EKDDhE/dzWZ
^
Zsd/KE
'
E
Z>&hE
WĞƌƐŽŶŶĞů ϳϯϰ͕ϰϯϮ ϲϵϳ͕ϱϬϬ ϲϵϳ͕ϱϬϬ ϳϱϰ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϴϲϲ͕ϰϵϵ ϵϬϯ͕ϲϬϬ ϭ͕ϭϯϯ͕ϲϬϬ ϭ͕ϰϬϰ͕ϬϬϬ dKd>'
E
Z>&hE ϭ͕ϲϬϬ͕ϵϯϭ ϭ͕ϲϬϭ͕ϭϬϬ ϭ͕ϴϯϭ͕ϭϬϬ Ϯ͕ϭϱϴ͕ϬϬϬ W/d>WZK:
d^&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϰϲ͕ϯϴϲ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϭϭϯ͕Ϯϲϴ dKd>Kd,
Z^W
/>Z
s
Eh
&hE ϭϰϲ͕ϯϴϲ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϭϭϯ͕Ϯϲϴ Kd,
Z^W
/>Z
s
Eh
&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ Ϯϯ͕ϮϬϱ Ͳ Ͳ Ͳ dKd>Kd,
Z^W
/>Z
s
Eh
&hE Ͳ Ϯϯ͕ϮϬϱ Ͳ Ͳ dKd>W>EE/E'EKDDhE/dzWZ
^
Zsd/KE
W ϭ͕ϲϱϭ͕ϭϬϬ ϭ͕ϳϳϬ͕ϱϮϮ ϭ͕ϴϴϭ͕ϭϬϬ Ϯ͕Ϯϳϭ͕Ϯϲϴ WK>/

'
E
Z>&hE
WĞƌƐŽŶŶĞů ϰ͕ϰϴϬ͕ϴϯϴ ϰ͕ϴϭϴ͕ϰϬϬ ϰ͕ϴϭϴ͕ϰϬϬ ϰ͕ϳϴϮ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϯϳϵ͕ϱϯϴ ϰϬϲ͕ϳϬϬ ϰϬϲ͕ϳϬϬ ϰϭϲ͕ϬϬϬ dKd>'
E
Z>&hE ϰ͕ϴϲϬ͕ϯϳϲ ϱ͕ϮϮϱ͕ϭϬϬ ϱ͕ϮϮϱ͕ϭϬϬ ϱ͕ϭϵϴ͕ϬϬϬ KW^&hE
WĞƌƐŽŶŶĞů ϱϴ͕ϳϴϴ ϭϮϱ͕ϴϬϬ ϭϳϯ͕ϳϬϬ ϭϬϮ͕Ϯϳϯ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϲϬ͕ϴϵϬ ϲϵ͕ϭϬϬ ϲϵ͕ϭϬϬ ϳϬ͕ϳϮϳ dKd>KW^&hE ϭϭϵ͕ϲϳϴ ϭϵϰ͕ϵϬϬ ϮϰϮ͕ϴϬϬ ϭϳϯ͕ϬϬϬ W^&&hE
WĞƌƐŽŶŶĞů ϭϬϳ͕Ϭϱϯ ϭϱϯ͕ϴϬϬ ϭϬϱ͕ϵϬϬ ϵϴ͕ϬϬϬ dKd>W^&&hE ϭϬϳ͕Ϭϱϯ ϭϱϯ͕ϴϬϬ ϭϬϱ͕ϵϬϬ ϵϴ͕ϬϬϬ W/d>WZK:
d^&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϰϬ͕ϬϬϬ Ͳ Ͳ Ͳ ĂƉŝƚĂůKƵƚůĂǇ ϲϵ͕Ϭϵϱ
dKd>W/d>WZK:
d^&hE ϭϬϵ͕Ϭϵϱ Ͳ Ͳ Ͳ dKd>WK>/

WZdD
Ed ϱ͕ϱϳϯ͕ϴϬϬ ϱ͕ϭϵϲ͕ϮϬϮ ϱ͕ϱϳϯ͕ϴϬϬ ϱ͕ϰϲϵ͕ϬϬϬ CITY OF SIERRA MADRE FY2024-2025 BUDGET 68
&,7<:,'((;3(1',785(6%<'(3$570(17
&hEdzW

&zϮϬϮϯͲϮϰ
dh>^
&zϮϬϮϰͲϮϬϮϱ
KWd

&zϮϬϮϰͲϮϬϮϱ
D
E

&zϮϬϮϱͲϮϬϮϲ
KWd

Wh>/tKZ<^
'
E
Z>&hE
WĞƌƐŽŶŶĞů ϯϴϮ͕ϱϭϬ ϰϯϰ͕ϰϱϬ ϰϯϰ͕ϰϱϬ ϱϰϬ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϵϮ͕ϰϲϬ Ϯϱϴ͕ϬϬϬ ϰϯϯ͕ϬϬϬ ϰϮϮ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ Ͳ Ͳ Ͳ ϵϬϬ͕ϬϬϬ dKd>'
E
Z>&hE ϱϳϰ͕ϵϳϬ ϲϵϮ͕ϰϱϬ ϴϲϳ͕ϰϱϬ ϭ͕ϴϲϮ͕ϬϬϬ ZW
ĂƉŝƚĂůKƵƚůĂǇ ϳϬϭ͕Ϭϴϴ ϭ͕Ϯϵϳ͕ϲϬϱ ϭ͕Ϯϵϳ͕ϲϬϱ ϯϲϬ͕ϬϬϬ dKd>ZW&hE ϭ͕Ϯϵϳ͕ϲϬϱ ϳϬϭ͕Ϭϴϴ ϭ͕Ϯϵϳ͕ϲϬϱ ϯϲϬ͕ϬϬϬ ^^
^^D
Ed^
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϭϱ͕ϰϲϬ ϭϯϱ͕ϮϬϬ ϭϯϱ͕ϮϬϬ ϭϳϳ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϭϴϳ͕ϯϳϱ ϳϯ͕ϱϬϬ ϳϯ͕ϱϬϬ ϭϳϰ͕ϬϬϬ dKd>^^
^^D
Ed^&hE ϮϬϴ͕ϳϬϬ ϯϬϮ͕ϴϯϱ ϮϬϴ͕ϳϬϬ ϯϱϭ͕ϬϬϬ '^dy&hE
WĞƌƐŽŶŶĞů ϭϳϰ͕ϲϭϳ ϭϵϱ͕ϴϱϬ ϭϵϱ͕ϴϱϬ ϮϬϰ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϲϯ͕ϲϳϬ ϲϭ͕ϱϬϬ ϲϭ͕ϱϬϬ ϲϳ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϭϬ͕ϵϰϰ ϲϴ͕ϳϬϬ ϲϴ͕ϳϬϬ ϭϰϰ͕ϬϬϬ dKd>'^dy&hE ϯϮϲ͕ϬϱϬ Ϯϰϵ͕Ϯϯϭ ϯϮϲ͕ϬϱϬ ϰϭϱ͕ϬϬϬ D
^hZ
Z&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϵ͕ϬϬϬ Ͳ Ͳ Ͳ ĂƉŝƚĂůKƵƚůĂǇ ϯϮϬ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϯϲϵ͕ϬϬϬ dKd>D
^hZ
Z&hE ϭϴϵ͕ϬϬϬ ϯϯϵ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϯϲϵ͕ϬϬϬ D
^hZ
D&hE
ĂƉŝƚĂůKƵƚůĂǇ ϭϯϮ͕ϭϲϱ Ϯϭϰ͕ϬϬϬ Ϯϭϰ͕ϬϬϬ ϰϯϵ͕ϬϬϬ dKd>D
^hZ
D&hE Ϯϭϰ͕ϬϬϬ ϭϯϮ͕ϭϲϱ Ϯϭϰ͕ϬϬϬ ϰϯϵ͕ϬϬϬ WZKW&hE
WĞƌƐŽŶŶĞů ϭ͕ϵϯϲ Ϯ͕ϬϬϬ Ϯ͕ϬϬϬ Ͳ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϴϳ͕ϬϴϬ ϮϮϵ͕ϬϬϬ ϮϮϵ͕ϬϬϬ ϰϬϰ͕ϬϬϬ dKd>WZKW&hE Ϯϯϭ͕ϬϬϬ ϭϴϵ͕Ϭϭϲ Ϯϯϭ͕ϬϬϬ ϰϬϰ͕ϬϬϬ WZKW&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ Ϯ͕ϱϬϬ Ϯ͕ϴϬϬ Ϯ͕ϴϬϬ ϯ͕ϮϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϯϬϬ͕ϬϬϬ Ϯϰϵ͕ϮϬϬ Ϯϰϵ͕ϮϬϬ ϰϵϴ͕ϬϬϬ dKd>WZKW&hE ϮϱϮ͕ϬϬϬ ϯϬϮ͕ϱϬϬ ϮϱϮ͕ϬϬϬ ϱϬϭ͕ϮϬϬ ZDZ&hE
ĂƉŝƚĂůKƵƚůĂǇ ϯϵ͕ϵϱϳ Ϯϴϲ͕ϬϬϬ Ϯϴϲ͕ϬϬϬ ϱϬϵ͕ϬϬϬ dKd>ZDZ&hE Ϯϴϲ͕ϬϬϬ ϯϵ͕ϵϱϳ Ϯϴϲ͕ϬϬϬ ϱϬϵ͕ϬϬϬ Kd,
Z^W
/>Z
s
Eh
&hE
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϵϳ͕Ϯϲϲ ϯϮϬ͕ϬϬϬ ϯϮϬ͕ϬϬϬ ϯϰϭ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ Ͳ ϱϭϭ͕ϲϬϮ ϱϭϭ͕ϲϬϮ ϰϯϴ͕ϴϭϴ dKd>Kd,
Z^W
/>Z
s
Eh
&hE ϴϯϭ͕ϲϬϮ ϭϵϳ͕Ϯϲϲ ϴϯϭ͕ϲϬϮ ϳϳϵ͕ϴϭϴ W/d>WZK:
d^&hE
ĂƉŝƚĂůKƵƚůĂǇ ϭϲϬ͕ϬϬϬ ϯϯϯ͕ϮϬϬ ϯϯϯ͕ϮϬϬ ϭϲϬ͕ϬϬϬ dKd>W/d>WZK:
d^&hE ϭϲϬ͕ϬϬϬ ϯϯϯ͕ϮϬϬ ϯϯϯ͕ϮϬϬ ϭϲϬ͕ϬϬϬ /Ed
ZE>^
Zs/
^&hEͲ&>

d
WĞƌƐŽŶŶĞů ϭϱϰ͕ϵϯϱ ϭϲϵ͕ϭϬϬ ϭϲϵ͕ϭϬϬ ϭϰϲ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ Ϯϳϭ͕ϭϮϴ ϯϱϰ͕ϬϬϬ ϯϱϰ͕ϬϬϬ ϯϱϮ͕ϬϬϬ /ŶǀĞƐƚŵĞŶƚŝŶĂƉŝƚĂůƐƐĞƚƐ ϭϬϱ͕ϵϴϲ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ Ͳ dKd>/Ed
ZE>^
Zs/
^&hEͲ&>

d ϱϯϮ͕Ϭϰϵ ϱϰϯ͕ϭϬϬ ϱϰϯ͕ϭϬϬ ϰϵϴ͕ϬϬϬ /Ed
ZE>^
Zs/
^&hEͲ&/>/d/
^
WĞƌƐŽŶŶĞů ϭϬϭ͕ϴϳϱ ϭϬϬ͕ϳϬϬ ϭϬϬ͕ϳϬϬ ϵϰ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϱϬϳ͕ϴϯϲ ϲϬϰ͕ϬϬϬ ϲϬϰ͕ϬϬϬ ϰϵϮ͕ϬϬϬ /ŶǀĞƐƚŵĞŶƚŝŶĂƉŝƚĂůƐƐĞƚƐ ϭϬϮ͕Ϭϴϳ ϭϮϳ͕ϱϬϬ ϭϮϳ͕ϱϬϬ ϭϬϮ͕ϬϬϬ dKd>/Ed
ZE>^
Zs/
^&hEͲ&/>/d/
^ ϳϭϭ͕ϳϵϴ ϴϯϮ͕ϮϬϬ ϴϯϮ͕ϮϬϬ ϲϴϴ͕ϬϬϬ dKd>Wh>/tKZ<^
WZdD
Ed ϲ͕Ϯϯϲ͕ϵϬϳ ϰ͕ϰϯϭ͕ϴϳϱ ϲ͕ϰϭϭ͕ϵϬϳ ϳ͕ϯϯϲ͕Ϭϭϴ CITY OF SIERRA MADRE FY2024-2025 BUDGET 69
&,7<:,'((;3(1',785(6%<'(3$570(17
&hEdzW

&zϮϬϮϯͲϮϰ
dh>^
&zϮϬϮϰͲϮϬϮϱ
KWd

&zϮϬϮϰͲϮϬϮϱ
D
E

&zϮϬϮϱͲϮϬϮϲ
KWd

hd/>/d/
^
td
Z&hE
WĞƌƐŽŶŶĞů ϭ͕ϭϳϲ͕ϳϯϴ ϭ͕Ϯϯϭ͕ϬϱϬ ϭ͕Ϯϯϭ͕ϬϱϬ ϭ͕ϮϲϮ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭ͕ϵϱϴ͕ϵϳϬ Ϯ͕ϯϯϭ͕ϳϬϬ Ϯ͕ϯϯϭ͕ϳϬϬ Ϯ͕ϲϳϬ͕ϵϬϬ /ŶƚĞƌĞƐƚĞǆƉĞŶƐĞ ϭϴϲ͕ϯϵϱ ϭϳϯ͕ϰϵϳ ϭϳϯ͕ϰϵϳ ϭϱϴ͕ϬϬϬ ŽƐƚůůŽĐĂƚŝŽŶƐ ϵϬϱ͕ϳϴϬ ϱϬϰ͕ϳϬϬ ϱϬϰ͕ϳϬϬ ϳϬϭ͕ϲϰϬ KƚŚĞƌĞǆƉĞŶƐĞƐ ϴ͕ϯϰϭ ϭϮ͕ϳϬϬ ϳϯ͕ϳϬϬ ϭϳ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϭ͕Ϯϯϭ͕ϳϯϵ ϭ͕ϲϯϰ͕ϴϬϬ ϭ͕ϲϯϰ͕ϴϬϬ Ϯ͕ϰϬϮ͕ϬϬϬ ĞďƚWĂǇŵĞŶƚ ϯϳϲ͕Ϭϲϭ ϲϱϵ͕ϳϮϮ ϲϱϵ͕ϳϮϮ ϲϳϰ͕ϬϬϬ dKd>td
Z&hE ϲ͕ϱϰϴ͕ϭϲϵ ϱ͕ϴϰϰ͕ϬϮϰ ϲ͕ϲϬϵ͕ϭϲϵ ϳ͕ϴϴϱ͕ϱϰϬ ^
t
Z&hE
WĞƌƐŽŶŶĞů ϱϴϴ͕ϯϴϰ ϲϭϮ͕ϵϬϬ ϲϭϮ͕ϵϬϬ ϲϬϭ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϳϬ͕ϴϮϭ ϭϮϲ͕ϲϬϬ ϭϮϲ͕ϲϬϬ ϭϱϵ͕ϬϬϬ ŽƐƚůůŽĐĂƚŝŽŶƐ ϯϴϰ͕ϳϵϬ Ϯϵϲ͕ϵϬϬ Ϯϵϲ͕ϵϬϬ Ϯϲϰ͕ϴϭϱ KƚŚĞƌĞǆƉĞŶƐĞƐ ϱ͕ϴϬϴ ϭϬ͕ϮϬϬ Ϯϭ͕ϮϬϬ ϭϰ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ Ͳ ϮϬϬ͕ϬϬϬ ϮϱϬ͕ϬϬϬ Ͳ dKd>^
t
Z&hE ϭ͕Ϯϰϲ͕ϲϬϬ ϭ͕Ϭϰϵ͕ϴϬϯ ϭ͕ϯϬϳ͕ϲϬϬ ϭ͕Ϭϯϴ͕ϴϭϱ dKd>hd/>/d/
^
WZdD
Ed ϳ͕ϳϵϰ͕ϳϲϵ ϲ͕ϴϵϯ͕ϴϮϳ ϳ͕ϵϭϲ͕ϳϲϵ ϴ͕ϵϮϰ͕ϯϱϱ dZE^&
Z^Khd ϳϬϵ͕ϬϮϲ Ψ Ϯϭϭ͕ϬϬϬ Ψ Ϯ͕Ϭϭϭ͕ϬϬϬ Ψ ϯϲϭ͕ϴϲϴ Ψ 'ZEdKd>/dzt/
WWZKWZ/d/KE ϯϮ͕Ϭϯϱ͕ϲϳϵ ϰϰ͕ϯϵϳ͕ϭϬϱ ϰϴ͕ϵϮϯ͕ϭϬϱ ϰϲ͕Ϯϭϯ͕ϱϴϵ CITY OF SIERRA MADRE FY2024-2025 BUDGET 70
&,7<:,'((;3(1',785(6
%<)81'$1'&$7(*25<
&hE
&zϮϬϮϯͲϮϰ
dh>^
&zϮϬϮϰͲϮϬϮϱ
KWd

&zϮϬϮϰͲϮϬϮϱ
D
E

&zϮϬϮϱͲϮϬϮϲ
KWd

'
E
Z>&hE
WĞƌƐŽŶŶĞů ϭϬ͕Ϭϯϰ͕ϱϳϬ ϭϬ͕ϳϰϴ͕ϬϬϬ ϭϬ͕ ϭϭ͕ ϵϰϴ͕ϬϬϬ ϭϲϯ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϰ͕ϵϯϵ͕ϰϮϮ ϱ͕ ϲ͕ ϳϰϬ͕ϰϬϬ ϲ͕ Ϯϲϰ͕ϰϬϬ ϭϲϲ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ Ͳ Ͳ Ͳ ϵϬϬ͕ϬϬϬ ŽŶƚŝŶŐĞŶĐǇ ϱϴ͕ϴϰϲ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ KƚŚĞƌ ϯϳϭ͕ϲϯϳ ϱϴϮ͕ϴϬϬ ϱϴϮ͕ϴϬϬ ϴϱϬ͕ϴϰϴ dKd>'
E
Z>&hE
yW
E^
^ ϭϱ͕ϰϬϰ͕ϰϳϱ ϭϳ͕ϭϳϭ͕ϮϬϬ ϭϳ͕ϴϵϱ͕ϮϬϬ ϭϵ͕ϭϳϵ͕ϴϰϴ ^W
/>Z
s
Eh
&hE^͗ Ͳ Ͳ ZW
ĂƉŝƚĂůKƵƚůĂǇ ϲϰϰ͕ϲϬϴ ϭ͕ ϭ͕ Ϯϵϳ͕ϲϬϱ Ϯϵϳ͕ϲϬϱ ϯϲϬ͕ϬϬϬ KƚŚĞƌ ϱϲ͕ϰϴϬ Ͳ Ͳ Ͳ dKd>ZW ϳϬϭ͕Ϭϴϴ ϭ͕Ϯϵϳ͕ϲϬϱ ϭ͕Ϯϵϳ͕ϲϬϱ ϯϲϬ͕ϬϬϬ ^^
^^D
Ed^
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϭϱ͕ϰϲϬ ϭϯϱ͕ϮϬϬ ϭϯϱ͕ϮϬϬ ϭϳϳ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϭϴϳ͕ϯϳϱ ϳϯ͕ϱϬϬ ϳϯ͕ϱϬϬ ϭϳϰ͕ϬϬϬ dKd>^^
^^D
Ed^ ϯϬϮ͕ϴϯϱ ϮϬϴ͕ϳϬϬ ϮϬϴ͕ϳϬϬ ϯϱϭ͕ϬϬϬ KW^&hE
WĞƌƐŽŶŶĞů ϱϴ͕ϳϴϴ ϭϮϱ͕ϴϬϬ ϭϳϯ͕ϳϬϬ ϭϬϮ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϲϬ͕ϴϵϬ ϲϵ͕ϭϬϬ ϲϵ͕ϭϬϬ ϳϭ͕ϬϬϬ dKd>KW^ ϭϭϵ͕ϲϳϴ ϭϵϰ͕ϵϬϬ ϮϰϮ͕ϴϬϬ ϭϳϯ͕ϬϬϬ '^dy
WĞƌƐŽŶŶĞů ϭϳϰ͕ϲϭϳ ϭϵϱ͕ϴϱϬ ϭϵϱ͕ϴϱϬ ϮϬϰ͕ϬϬϬ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϲϯ͕ϲϳϬ ϲϭ͕ϱϬϬ ϲϭ͕ϱϬϬ ϲϳ͕ϬϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϭϬ͕ϵϰϰ ϲϴ͕ϳϬϬ ϲϴ͕ϳϬϬ ϭϰϰ͕ϬϬϬ dKd>'^dy Ϯϰϵ͕Ϯϯϭ ϯϮϲ͕ϬϱϬ ϯϮϲ͕ϬϱϬ ϰϭϱ͕ϬϬϬ D
^hZ
D
ĂƉŝƚĂůKƵƚůĂǇ ϭϯϮ͕ϭϲϱ Ϯϭϰ͕ϬϬϬ Ϯϭϰ͕ϬϬϬ ϰϯϵ͕ϬϬϬ dKd>D
^hZ
D ϭϯϮ͕ϭϲϱ Ϯϭϰ͕ϬϬϬ Ϯϭϰ͕ϬϬϬ ϰϯϵ͕ϬϬϬ D
^hZ
Z
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϵ͕ϬϬϬ Ϭ Ͳ Ͳ ĂƉŝƚĂůKƵƚůĂǇ ϯϮϬ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϯϲϵ͕ϬϬϬ dKd>D
^hZ
Z ϯϯϵ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϭϴϵ͕ϬϬϬ ϯϲϵ͕ϬϬϬ ZDZ
ĂƉŝƚĂůKƵƚůĂǇ ϯϵ͕ϵϱϳ Ϯϴϲ͕ϬϬϬ Ϯϴϲ͕ϬϬϬ ϱϬϵ͕ϬϬϬ dKd>ZDZ ϯϵ͕ϵϱϳ Ϯϴϲ͕ϬϬϬ Ϯϴϲ͕ϬϬϬ ϱϬϵ͕ϬϬϬ WZKW
WĞƌƐŽŶŶĞů ϭ͕ϵϯϲ Ϯ͕ϬϬϬ Ϯ͕ϬϬϬ Ͳ DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ ϭϵϬ͕ϱϮϳ Ϯϯϰ͕ϭϬϬ Ϯϯϰ͕ϭϬϬ ϰϭϭ͕ϬϬϬ dKd>WZKW ϭϵϮ͕ϰϲϯ Ϯϯϲ͕ϭϬϬ Ϯϯϲ͕ϭϬϬ ϰϭϭ͕ϬϬϬ WZKW
DĂŝŶƚĞŶĂŶĐĞΘKƉĞƌĂƚŝŽŶƐ Ϯ͕ϱϬϬ Ϯ͕ϴϬϬ Ϯ͕ϴϬϬ ϯ͕ϮϬϬ ĂƉŝƚĂůKƵƚůĂǇ ϯϬϬ͕ϬϬϬ Ϯϰϵ͕ϮϬϬ Ϯϰϵ͕ϮϬϬ ϰϵϴ͕ϬϬϬ dKd>WZKW ϯϬϮ͕ϱϬϬ ϮϱϮ͕ϬϬϬ ϮϱϮ͕ϬϬϬ ϱϬϭ͕ϮϬϬ W^&
WĞƌƐŽŶŶĞů ϭϬϳ͕Ϭϱϯ ϭϱϯ͕ϴϬϬ ϵϴ͕ϬϬϬ ϭϬϱ͕ϵϬϬ dKd>W^&&hE ϭϬϳ͕Ϭϱϯ ϭϱϯ͕ϴϬϬ ϭϬϱ͕ϵϬϬ ϵϴ͕ϬϬϬ W/d>WZK:
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Z^Khd ϳϬϵ͕ϬϮϲ Ψ ΨϮϭϭ͕ϬϬϬ ΨϮ͕Ϭϭϭ͕ϬϬϬ Ψϯϲϭ͕ϴϲϴ 'ZEdKd>/dzt/
WWZKWZ/d/KE ϯϮ͕Ϭϯϱ͕ϲϳϵ ϰϰ͕ϯϵϳ͕ϭϬϱ ϰϴ͕ϵϮϯ͕ϭϬϱ ϰϲ͕Ϯϭϯ͕ϱϴϵ CITY OF SIERRA MADRE FY2024-2025 BUDGET 72

GENERAL FUND OVERVIEW
General Fund Overview Fiscal Year
2025–2026
The General Fund supports core City services and programs. For FY 2025–2026, total General Fund revenues are budgeted at $18,047,100. Two primary sources—Property Taxes and Utility User Taxes (UUT)—account for approximately 70% of this total.

General Fund Revenues
The General Fund’s two largest revenue sources Property Taxes and Utility User Taxes (UUT) provide most operating revenue.

Property Taxes
Property Taxes are the City’s largest General Fund revenue source. For FY 2025–2026, Property Taxes are budgeted at $9,466,000, which is about 52% of total General Fund revenues ($18,047,100). Properties are assessed per Proposition 13, with annual increases capped at 2% unless there is a sale or major improvement. Proposition 57 continues to shift Motor Vehicle License Fee “VLF backfill” into property tax, growing with assessed valuation.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 73

GENERAL FUND OVERVIEW
Utility User Taxes (UUT)
UUT is the second-largest source, historically about 18% of the General Fund (≈ $3.23 million based on the FY 2025–2026 total). Projections reflect long-term trends; example FY 2022–2023 actuals spiked due to higher Southern California Edison electric rates.

Other Revenues
The remaining ~30% comes from additional FY 2025–2026 revenue:
x Licenses and Permits: $1,625,000
x Sales Taxes: $1,408,000
x Charges for Services: $860,500
x Other Revenues: $753,600
x Franchise Fees: $550,000
x Business Licenses: $93,000
x Fines and Forfeitures: $62,000
Property taxes collected from properties within the City of Sierra Madre are distributed among several public agencies. Under the one-percent Proposition 13 rate, the City’s General Fund receives approximately $21.91 for every $100 collected. The remaining portion is allocated as follows: approximately 54 percent to schools (Pasadena Unified School District and Pasadena Area Community College), 19 percent to special districts such as Los Angeles County Fire, Los Angeles County Library, and other service providers, and 17 percent to Los Angeles County general services. Property taxes are the City’s largest revenue source, and their stability is critical to funding essential municipal operations. As shown in Table 2, City property tax revenue has grown steadily, rising from $7,867,767 in FY 2021–2022 to $9,466,000 in the Adopted FY 2025–2026 budget. This growth reflects the annual inflationary adjustment allowed under Proposition 13, increases in home sale values, and the reversal of Proposition 8 reductions.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 74

GENERAL FUND OVERVIEW
The Utility Users Tax is a general tax levied on the consumption of utility services within the City of Sierra Madre. It applies to services such as electricity, natural gas, water, telecommunications, and cable television. Utility providers collect the tax from customers and remit the revenues to the City. The UUT is a vital source of unrestricted General Fund revenue, supporting essential public services. For Fiscal Year 2025–2026, UUT revenue is budgeted at $3,229,000, representing approximately 18 percent of total General Fund revenues. This reflects a projected 3 percent increase compared to the prior year, based on historical revenue trends and expected utility usage. As shown in Table 3, UUT revenue has fluctuated in recent years, influenced by market conditions and utility rate changes.

FY 2022–2023 actual revenue was $3,289,248, which was higher than trend projections due to a temporary spike in Southern California Edison electric rates. Revenues moderated in FY 2023–2024 and FY 2024–2025 but are expected to recover modestly in FY 2025–2026 in line with long-term patterns.

These combined revenue streams provide the financial base for public safety, planning, and community services described in the next section, ensuring that revenues and expenditures are considered together in the City’s financial plan General Fund Expenditures
The City’s largest operating fund is the General Fund, which provides the resources necessary to sustain daily operations and deliver essential services to the community.

Every department receives some level of support from the General Fund, either directly CITY OF SIERRA MADRE FY2024-2025 BUDGET 75

GENERAL FUND OVERVIEW
through departmental budgets or indirectly through subsidies and cost allocations for shared services. Table 4 depicts the proportion of General Fund expenditures.

Public safety remains the largest spending category, accounting for about 48 percent of total General Fund expenditures. Police services total $5,198,000 (≈27 percent) and Fire services total $3,989,000 (≈21 percent). Other service areas include Planning & Community Preservation $2,158,000 (≈11 percent), Public Works $1,862,000 (≈10 percent), Community Services $497,000 (≈3 percent), Library $829,000 (≈4 percent), and Elected and Appointed offices $413,000 (≈2 percent) and Administrative Services total $4,233,848 (≈22 percent),
General Fund Expenditures by Category
Personnel costs remain the largest share of General Fund spending, reflecting Sierra Madre’s service-driven operations. Based on the FY 2025–2026 adopted budget of $19,179,848, category allocations are as follows:
x Personnel – $11,163,000 (≈58 %)
Pays for employee wages, benefits, and related staffing costs, underscoring the City’s labor-intensive service delivery.
x Maintenance & Operations – $3,210,000 (≈17 %)
Covers daily program delivery, facility upkeep, supplies, and routine operating expenses.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 76

GENERAL FUND OVERVIEW
x Cost Allocations – $2,956,000 (≈15 %)
Supports centralized internal services such as information technology, fleet and facilities maintenance, and risk management shared across all departments. x Other Expenses (CalPERS UAL) – $850,848 (≈4 %)
Represents the required and additional Unfunded Accrued Liability payments to CalPERS, part of the City’s ongoing pension-sustainability plan. x Capital Outlay – $900,000 (≈5 %)
Funds major one-time projects, including the Community Center elevator replacement and swimming-pool upgrades.
x Contingency – $100,000 (≈0.5 %)
Provides a reserve for unforeseen costs during the fiscal year.

This distribution highlights stable, people-centered services, prudent funding of pension obligations, and targeted capital investments—together forming the City’s balanced approach to meeting community needs while maintaining long-term fiscal sustainability.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 77

GENERAL FUND OVERVIEW
As shown in table 6 below, the General Fund is projected to end FY 2025/2026 with a <$1.46M> imbalance.

The projected imbalance for FY 2025–2026 reflects several converging cost pressures.

Over recent years, personnel expenses have continued to rise driven by negotiated labor agreements, higher CalPERS pension contribution rates, and escalating health insurance costs. The City’s full transition from a volunteer to a full-time Fire Department adds to these ongoing commitments. Revenue growth has remained comparatively modest, with key sources limited by statutory caps or slower market trends. The City Council has authorized a one-time draw of $900,000 ($750,000 elevator replacement to meet ADA standards and $150,000 to upgrade the swimming pool to expand community use) from General Fund Unassigned Reserves targeted to critical Community Center capital improvements.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 78

GENERAL FUND OVERVIEW
Long-Term Projections
The City continues to scrutinize every budget line item and actively contain costs across all departments. Growth in personnel expenditures over recent years primarily reflects higher insurance premiums, increased CalPERS pension contribution rates, and labor agreements reached through bargaining unit negotiations.

Addressing the City’s Structural Challenges
The City is committed to a proactive, multi-year approach to restoring structural balance.

This includes:
x Expenditure Control and Efficiency – Continually review all programs and operations to identify cost avoidance, improve efficiency, and prioritize core services.

This includes rigorous evaluation of staffing levels, overtime, and contractual services.

In addition, the City will evaluate opportunities to use available net position in other funds such as Special Revenue or Internal Service funds when those sources are a more appropriate match for specific expenditures than the General Fund, thereby relieving pressure on unrestricted General Fund resources and strengthening longterm financial sustainability. x Revenue Optimization – Completing a citywide User Fee Study to ensure cost recovery for services provided, evaluating potential adjustments to existing tax rates where permissible, and exploring new revenue sources consistent with community priorities.
x Pension and Other Post-Employment Benefits (OPEB) Liability Management – Continuing prepayments to the California Public Employees’ Retirement System (CalPERS) and making scheduled contributions to the California Employers’ Retiree Benefit Trust (CERBT) and the California Employers’ Pension Prefunding Trust (CEPPT). These actions reduce long-term pension and retiree-health obligations and help mitigate future cost increases.
x Capital Planning Discipline – Ensuring that major capital projects, such as the Community Center elevator replacement and swimming pool upgrades, are funded in a way that balances urgent needs with the City’s long-term financial capacity.

The City Council and staff will continue to work collaboratively to implement strategies that align expenditures with sustainable revenue sources, preserving essential services for the community while maintaining prudent reserves.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 79
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 80
City of Sierra Madre
Village of the Foothills
Department Budgets
CITY OF SIERRA MADRE FY2024-2025 BUDGET 81
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 82
City of Sierra Madre
Village of the Foothills
Administrative Services
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 83
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 84
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 89
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 90
Purpose
The Administrative Services Department supports the City’s Mission by facilitating open and accountable municipal operations and safeguarding the City’s financial resources in a prudent, comprehensive manner. The department oversees the day-to-day business affairs of the City, ensuring compliance with fiscal policies and advancing the City’s goals of transparency, efficiency, and long-term financial sustainability.

Administrative Services Mission
To facilitate open and accountable municipal operations and financial services, and to manage and safeguard the City’s resources prudently and comprehensively.

Core Functions
• Accounts Payable: Process vendor invoices, schedule payments, and ensure timely disbursement of City obligations.
• Accounts Receivable: Generate and track invoices, collect payments, and reconcile incoming revenues for City services.
• Asset Management: Invest idle funds, manage cash flow, oversee fixed assets, collect accounts receivable, and maximize investment returns. • Budgeting: Project revenues, prepare the annual budget, and monitor budget compliance.
• Business Licensing: Issue, renew, and audit business licenses. • CalPERS Contributions Management: Administer employer and employee contributions to the California Public Employees’ Retirement System (CalPERS), ensuring accurate reporting and timely payments.
• Debt Service Administration: Manage the issuance, repayment, and compliance of City debt obligations, including administering the City’s loan payable to the San Gabriel Valley Municipal Water District and overseeing semi-annual payments on the 2017 installment agreement debt service.
• Financial Accounting and Reporting: Record transactions, process invoices, and prepare financial reports.
• General Administration: Manage the City’s main phone line, coordinate incoming and outgoing mail services, and provide centralized administrative support for City departments.
• Internal Control Review: Assess and strengthen the City’s internal financial controls to safeguard assets, ensure accuracy of records, and promote accountability.

ADMINISTRATIVE SERVICES DEPARTMENT D
CITY OF SIERRA MADRE FY2024-2025 BUDGET 91

ADMINISTRATIVE SERVICES DEPARTMENT
• Management Control Review: Evaluate departmental operations, policies, and procedures to ensure efficiency, effectiveness, and adherence to City standards and strategic goals.
• Payroll: Prepare and distribute employee paychecks, maintain accurate payroll records, and ensure compliance with tax and labor laws. • Purchasing: Procure goods and services in accordance with City policy and Sierra Madre Municipal Code, applying appropriate source selection, ensuring competitive bidding when required, managing requisitions, purchase orders, and Professional Services Agreements (PSAs), and maintaining ethical standards. • Tax and Assessment Administration: Oversee the collection and distribution of local taxes and assessments from Los Angeles County into the correct revenue accounts in the City’s financial system.
• Utility Billing: Bill for City utilities (Water & Sewer), process payments, implement and maintain payment technologies (such as online portals and mobile payment systems), work proactively with customers to establish payment plans, monitor account delinquencies, and provide responsive, high-quality customer service.

Administrative Services Department Narrative – FY 2025–2026 The Administrative Services Department will advance the City of Sierra Madre’s mission in FY 2025–2026 by aligning its financial management, customer service, and transparency efforts with the City’s Strategic Plan. The following tables present the strategic actions the Department will undertake during FY 2025–2026 to achieve the adopted Goals and Objectives through the specific Initiatives and Projects identified in the Strategic Plan.

Strategic Plan Alignment – FY 2025–2026
Strategic Plan Alignment Department Strategic Actions
Goal 1 – Organizational Sustainability
Objective 1.2 – Fiscal Stability & LongRange Planning
Initiative 1.2.1 – Capital Improvement
Program (CIP) and Reserve Policy
Integration
Initiative 1.2.2 – Long-Term Financial
Planning and Forecasting
Project 1.2.2A – Five-Year Forecast and
Capital Project Affordability Updates
Create and maintain long-range financial
plans, and establish key financial policies.

This includes following Government
Finance Officers Association (GFOA) best
practices such as the Fund Balance
Guidelines for the General Fund and
regularly reviewing financial, capitalplanning, and pension and Other PostEmployment Benefits (OPEB) funding policies. These updates will help ensure
that capital and operating budgets, along
with long-term pension and retiree health
care obligations, remain affordable and
sustainable well into the future.

Goal 1 – Organizational Sustainability
Objective 1.5 – Modernize Utility Billing &
Customer Service
Initiative 1.5.1 – Diversify Payment
Options; Improve Customer Self-Service
Project 1.5.1A – Digital Wallets, SelfService Kiosks, Paperless Adoption Review and evaluate new utility bill
payment options such as digital wallets,
enhanced online portals, and self-service
kiosks and develop a recommendation for
solutions that could increase customer
convenience, reduce wait times, and raise
electronic payment participation.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 92

ADMINISTRATIVE SERVICES DEPARTMENT
Strategic Plan Alignment Department Strategic Actions
Goal 4 – Organizational Excellence
Objective 4.3 – Public Transparency &
Communication
Initiative 4.3.1 – Produce Financial
Transparency Reports, Open-Budget,
Initiate Resident Engagement
Strengthen financial transparency by
assessing the use of automated tools that
could expand open-book and open-budget
reporting to give the public and City
departments’ easier, real-time access to
City financial information.

Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the Administrative Services Department to undertake new and continuing projects. The following table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Projects and Desired Outcomes – FY 2025–2026
Strategic Plan Alignment 2025–2026 Projects & Desired
Outcomes
Goal 1 – Organizational Sustainability
Objective 1.2 – Fiscal Stability & LongRange Planning
Initiative 1.2.1 – Capital Improvement
Program (CIP) and Reserve Policy
Integration
Initiative 1.2.2 – Long-Term Financial
Planning and Forecasting
Project 1.2.2A – Five-Year Forecast and
Capital Project Affordability Updates
Develop and maintain a comprehensive
five-year financial forecast to guide capital
investment and integrate reserve policy
with capital project affordability updates.

Goal 1 – Organizational Sustainability
Objective 1.5 – Modernize Utility Billing &
Customer Service
Initiative 1.5.1 – Diversify Payment
Options; Improve Customer Self-Service
Project 1.5.1A – Digital Wallets, SelfService Kiosks, Paperless Adoption Evaluate and implement modernized
payment options including digital wallets,
online portals, and self-service kiosks to
increase customer satisfaction and
streamline revenue collection.

Goal 4 – Organizational Excellence
Objective 4.3 – Public Transparency &
Communication
Initiative 4.3.1 – Produce Financial
Transparency Reports, Open-Budget,
Initiate Resident Engagement
Advance financial transparency by
assessing and recommending the use of
automated forecasting tools to expand
open-budget and resident-engagement
reporting to give residents timely, easy-tounderstand access to City financial information.

To ensure accountability and to evaluate the impact of its work, the Administrative Services Department uses clearly defined performance measures. These indicators demonstrate how the Department will track both the efforts it expends and the accomplishments it achieves.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 93

ADMINISTRATIVE SERVICES DEPARTMENT
Performance Measures – FY 2025–2026
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2023–2024
Projected FY
2024–2025
Target FY
2025–2026
Utility Bills
Processed
Output Goal 1 –
Organizational
Sustainability
Objective 1.5
– Modernize
Utility Billing &
Customer
Service
Initiative 1.5.1
– Diversify
Payment
Options;
Improve
Customer
Self-Service
Project 1.5.1A
– Digital
Wallets, SelfService
Kiosks,
Paperless
Adoption
45,702 45,665 45,700
Cash
Register
Transactions
Output Goal 1 –
Organizational
Sustainability
Objective 1.5
– Modernize
Utility Billing &
Customer
Service
Initiative 1.5.1
– Diversify
Payment
Options;
Improve
Customer
Self-Service
Project 1.5.1A
– Digital
Wallets, SelfService
Kiosks,
Paperless
Adoption
22,681 21,748 20,000
Checks
Issued
Output Goal 1 –
Organizational
Sustainability
Objective 1.2
– Fiscal
Stability &
Long-Range
2,424 2,369 2,300
CITY OF SIERRA MADRE FY2024-2025 BUDGET 94

ADMINISTRATIVE SERVICES DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2023–2024
Projected FY
2024–2025
Target FY
2025–2026
Planning
Initiative 1.2.1
– Capital
Improvement
Program (CIP)
and Reserve
Policy
Integration
Initiative 1.2.2
– Long-Term
Financial
Planning and
Forecasting
Project 1.2.2A
– Five-Year
Forecast and
Capital
Project
Affordability
Updates
CITY OF SIERRA MADRE FY2024-2025 BUDGET 95

ADMINISTRATIVE SERVICES DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

ADMINISTRATIVE SERVICES
Personnel 1,098,975 1,092,500 1,092,500 1,028,000
Maintenance & Operations 223,123 289,100 322,100 342,000 Cost Allocations 2,697,439 3,089,550 3,089,550 2,956,000 Other Expenses 371,637 582,800 582,800 850,848
Contingency 58,846 100,000 100,000 100,000

TOTAL ADMINISTRATIVE SERVICES
DEPARTMENT 5,153,950 4,450,019 5,186,950 5,276,848

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

INTERNAL SERVICES FUND-ADMIN
Personnel 877,429 823,300 823,300 816,000
Maintenance & Operations 189,138 211,100 211,100 227,000 Total ISF-ADMIN 1,034,400 1,066,567 1,034,400 1,043,000

TOTAL ADMINISTRATRIVE SERVICES
DEPARTMENT 5,153,950 4,450,019 5,186,950 5,276,848
80%
20%
Administrative Services Funding Sources
General Fund
Internal Services
CITY OF SIERRA MADRE FY2024-2025 BUDGET 96
City of Sierra Madre
Village of the Foothills
Community Services
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 97
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 98
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 99
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 100
The Community Services Department works as a collaborative thriving workforce to… “Create A Healthier Community Through People, Parks, Programs” …and so it inherits the goal of providing positive experiences and opportunities to the community for engagement, recreation, personal growth, cultural & physical enrichment, and essential hands-on learning activities.

The Department operates under the direction of the Community Services Supervisor, but not without the Community Services Team which consists of four full-time (including Community Services Supervisor) and one part-time, providing administrative and operational support for senior center programming, filming and community events.

Community Services oversees the lease agreement with the Sierra Madre Pasadena Young Men's Christian Association (YMCA) pertaining to the City’s Community Recreation. The Department also serves as a partner with the City’s three youth sports leagues, including Sierra Madre Little League, Sierra Madre Girls Softball Association, and the Pony Colt League.

Additionally, residents are provided access to programs focusing on the values of recreation, including positive alternatives for children and youth to reduce crime and mischief especially during non-school hours; it increases social connections while promoting access to outdoor spaces for children and adults, learning through play and being active; it promotes arts, culture, and fosters interactive therapy through crafts, exercise, and multi-generational group activities; and offers parks as a form of serenity and the inspiration of nature and outdoor spaces by preserving natural and cultural resources in our community.

Board/ Committee Liaisons
The Department serves as liaison to the:
● Community Services Commission
● Senior Community Commission
● Special Events Committees
● Assigned Park Projects
Community Services Mission Statement
The Mission of the Sierra Madre Community Services Department is to provide safe facilities, quality services, and programs that are affordable, open, and friendly to enrich the overall quality of life for all visitors and residents.

Community Services Department Narrative – FY 2025–2026
The Community Services Department sets its course each year by aligning programs and activities with the City of Sierra Madre’s Strategic Plan. The following tables present the strategic actions the Department will undertake during FY 2025–2026 to achieve the City’s adopted Goals and Objectives through the specific Initiatives and Projects identified in the Strategic Plan.

COMMUNITY SERVICES DEPARTMENT
Department Overview
CITY OF SIERRA MADRE FY2024-2025 BUDGET 101

COMMUNITY SERVICES DEPARTMENT
Strategic Plan Alignment – FY 2025–2026
Strategic Plan Alignment Department Strategic Actions
Goal 1 – Organizational Sustainability /
Community Character & Quality of Life
Objective 1.4 – Promote Lifelong Learning
& Enrichment Opportunities
Initiative 1.4.2 – Enhance Recreation,
Parks & Community Services
Programming
Standardize branding; launch and expand
events; expand senior wellness and arts
programs; conduct Community Garden
workshops and relocation feasibility;
expand outreach; update Field Use
Agreements and MOUs.

Goal 2 – Public Safety
Objective 2.4 – Safe Streets Initiative
Initiative 2.4.2 – Active-Transportation
Education and Events Using UC Berkeley
SafeTREC Data
Partner with Active San Gabriel Valley
(ActiveSGV) to host the Community Bike
Ride & Wellness Fair.

Goal 3 – Infrastructure & Growth
Management
Objective 3.4 – Parks, Trails & Open
Space
Initiative 3.4.1 – Parks and Facilities
Improvements
Project 3.4.1A – Parks & Facilities Master
Plan update; LA County Measure A
(“Safe, Clean Neighborhood Parks &
Beaches” parcel-tax) projects
Implement parks and recreation facility
improvements; finalize Parks & Facilities
and Youth Master Plans; apply Measure
A funds to targeted projects.

The next table highlights key accomplishments for FY 2024–2025, showing how the Community Services Department fulfilled its strategic intentions and delivered meaningful outcomes for the Sierra Madre community.
2024–2025 Accomplishments
Strategic Plan Alignment 2024–2025 Accomplishments
Goal 1 – Organizational Sustainability /
Community Character & Quality of Life
Objective 1.4 – Promote Lifelong Learning
& Enrichment Opportunities
Initiative 1.4.2 – Enhance Recreation,
Parks & Community Services
Programming
Standardized branding; launched new
events; increased participation in Mount
Wilson Trail Race, July 3–4 festivities, and
Halloween Happenings; expanded senior
programming; continued Community
Garden workshops and relocation
feasibility; updated Field Use Agreements
and MOUs.

Goal 2 – Public Safety
Objective 2.4 – Safe Streets Initiative
Initiative 2.4.2 – Active-Transportation
Education and Events Using UC Berkeley
SafeTREC Data
Continued partnership with ActiveSGV to
host the Community Bike Ride & Wellness
Fair.

Goal 3 – Infrastructure & Growth
Management
Objective 3.4 – Parks, Trails & Open
Space
Initiative 3.4.1 – Parks and Facilities
Improvements
Converted Sierra Vista tennis courts to
pickleball using Measure A funding;
updated and submitted Parks Inventory
and Annual Status Reports to RPOSD;
advanced planning by updating Parks &
Facilities Master Plan and initiating the
CITY OF SIERRA MADRE FY2024-2025 BUDGET 102

COMMUNITY SERVICES DEPARTMENT
Strategic Plan Alignment 2024–2025 Accomplishments
Project 3.4.1A – Parks & Facilities Master
Plan update; LA County Measure A
(“Safe, Clean Neighborhood Parks &
Beaches” parcel-tax) projects
Youth Master Plan; maintained RPOSD
Good Standing.

Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the Community Services Department to undertake new and continuing projects. The following table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Projects and Desired Outcomes – FY 2025–2026
Strategic Plan Alignment 2025–2026 Projects & Desired
Outcomes
Goal 1 – Organizational Sustainability /
Community Character & Quality of Life
Objective 1.4 – Promote Lifelong Learning
& Enrichment Opportunities
Initiative 1.4.2 – Enhance Recreation,
Parks & Community Services
Programming
Expand Hart Park House facility space;
increase event sponsorship revenue by
10 percent; develop new programs for
baby boomers, active seniors, and older
adults.

Goal 2 – Public Safety
Objective 2.4 – Safe Streets Initiative
Initiative 2.4.2 – Active-Transportation
Education and Events Using UC Berkeley
SafeTREC Data
Expand partnerships and participation in
the Community Bike Ride & Wellness
Fair.

Goal 3 – Infrastructure & Growth
Management
Objective 3.4 – Parks, Trails & Open
Space
Initiative 3.4.1 – Parks and Facilities
Improvements
Project 3.4.1A – Parks & Facilities Master
Plan update; LA County Measure A
(“Safe, Clean Neighborhood Parks &
Beaches” parcel-tax) projects
Finalize Parks & Facilities Master Plan
and launch Youth Master Plan; use
Measure A funds for targeted facility
improvements.

To ensure accountability and to evaluate the impact of its work, the Community Services Department uses clearly defined performance measures. These indicators demonstrate how the Department will track both the efforts it expends and the accomplishments it achieves.

Performance Measures – FY 2025–2026
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Projected
FY 2023–
2024
Projected
FY 2024–
2025
Target
FY
2025–
2026
Park Programs
Presented
Output Goal 1 –
Organizational
Sustainability /
Community
Character &
25 28 30 32
CITY OF SIERRA MADRE FY2024-2025 BUDGET 103

COMMUNITY SERVICES DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Projected
FY 2023–
2024
Projected
FY 2024–
2025
Target
FY
2025–
2026
Quality of Life
Objective 1.4
– Promote
Lifelong
Learning &
Enrichment
Opportunities
Initiative 1.4.2
– Enhance
Recreation,
Parks &
Community
Services
Programming
Park Programs
Attendance
Outcome Goal 1 –
Organizational
Sustainability /
Community
Character &
Quality of Life
Objective 1.4
– Promote
Lifelong
Learning &
Enrichment
Opportunities
Initiative 1.4.2
– Enhance
Recreation,
Parks &
Community
Services
Programming
12,000–
15,000
14,000–
16,000
15,000–
17,000
16,000–
18,000
Senior Class
Attendance
Outcome Goal 1 –
Organizational
Sustainability /
Community
Character &
Quality of Life
Objective 1.4
– Promote
Lifelong
Learning &
Enrichment
Opportunities
Initiative 1.4.2
– Enhance
Recreation,
Parks &
Community
Services
Programming
4,000 5,000 6,000 6,500
CITY OF SIERRA MADRE FY2024-2025 BUDGET 104

COMMUNITY SERVICES DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Projected
FY 2023–
2024
Projected
FY 2024–
2025
Target
FY
2025–
2026
Senior
Lunches
Served
Output Goal 1 –
Organizational
Sustainability /
Community
Character &
Quality of Life
Objective 1.4
– Promote
Lifelong
Learning &
Enrichment
Opportunities
Initiative 1.4.2
– Enhance
Recreation,
Parks &
Community
Services
Programming
N/A 1,000 1,000 1,200
CITY OF SIERRA MADRE FY2024-2025 BUDGET 105

COMMUNITY SERVICES DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

COMMUNITY SERVICES
Personnel 363,805 359,950 359,950 397,000
Maintenance & Operations 102,514 104,800 104,800 128,000 Capital Outlay 11,078 179,800 179,800 225,600
TOTAL COMMUNITY SERVICES DEPARTMENT 644,550 477,397 644,550 750,600

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 363,805 359,950 359,950 397,000
Maintenance & Operations 74,303 78,700 78,700 100,000
TOTAL GENERAL FUND 438,650 438,108 438,650 497,000

PROP A FUND
Maintenance & Operations 3,447 5,100 5,100 7,000
TOTAL PROP A FUND 5,100 3,447 5,100 7,000

OTHER SPECIAL REVENUE FUND
Maintenance & Operations 24,764 21,000 21,000 21,000
Capital Outlay 11,078 179,800 179,800 225,600
TOTAL OTHER SPECIAL REVENUE FUND 200,800 35,842 200,800 246,600 TOTAL COMMUNITY SERVICES DEPARTMENT 477,397 644,550 644,550 750,600 CITY OF SIERRA MADRE FY2024-2025 BUDGET 106
City of Sierra Madre, California
Village of the Foothills
Elected and Appointed
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 107
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 108

ELECTED AND APPOINTED DEPARTMENT
Department Overview
The Elected and Appointed department is responsible for the programs and activities of the City of Sierra Madre City Council and the City Treasurer.

The City Council also appoints the City Attorney and City Manager. Both positions serve at the will of the City Council. The City Attorney’s budget is included in the Elected and Appointed Officials Departments. The City Manager’s budget is included in the Administrative Services section of this document.

Elected Officials
City Council
The Sierra Madre City Council serves as the legislative body of city government, responsible for setting city policy, adopting ordinances and resolutions, approving the annual budget, and establishing the City’s strategic goals. The Council appoints the City Manager, City Attorney, and members of the City’s boards and commissions.

The Council is comprised of five members elected at-large to four-year terms. Regular elections are held every two years; the most recent election was in November 2024, and the next is scheduled for November 2026. Each December, the Council selects one of its members to serve as Mayor and another as Mayor Pro Tempore for the year. Election costs are budgeted in the City Clerk’s Office.

City Treasurer
The City Treasurer is an elected official serving a four-year term, with the most recent election held in November 2024 and the next scheduled for November 2028. The Treasurer is responsible for developing the City’s investment policy, ensuring compliance with that policy, and providing quarterly reports on cash and investment activity to the City Council.

Appointed Officials
City Attorney
The City Attorney is appointed by and serves at the pleasure of the City Council. The City Attorney provides legal advice to the Council and City staff, ensures the Municipal Code is current and accurately reflects City policies, and coordinates any additional contract legal services required by the City.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 109

ELECTED AND APPOINTED DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

ELECTED AND APPOINTED
Personnel 191,003 176,200 176,200 203,000
Maintenance & Operations 195,702 405,350 460,350 210,000

TOTAL ELECTED AND APPOINTED
DEPARTMENT 581,550 386,705 636,550 413,000

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 191,003 176,200 176,200 203,000
Maintenance & Operations 195,702 405,350 460,350 210,000 TOTAL GENERAL FUND 581,550 386,705 636,550 413,000

TOTAL ELECTED AND APPOINTED
DEPARTMENT 581,550 386,705 636,550 413,000
100%
Elected & Appointed Funding Sources
General Fund
CITY OF SIERRA MADRE FY2024-2025 BUDGET 110
City of Sierra Madre
Village of the Foothills
Fire
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 111
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 112
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 113
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 114

FIRE SERVICES DEPARTMENT
Department Overview
The Sierra Madre Fire Department (SMFD), consisting of eighteen full-time personnel, three administrative, and fifteen operational, proudly protect those residing, working and visiting the City. The Department services a primarily residential area of 3.2 square miles, with a wildland/urban interface, to more than 11,000 residents. The Department is divided into 5 divisions: Administration, Operations, Emergency Medical Services, Training, and Prevention.

Fire Department personnel are committed to protecting life, property, and the environment through compassionate service concerning fire prevention, fire suppression, emergency medical services, technical rescue, hazardous materials mitigation, disaster response, public education, and community service.

As well as providing service to local and neighboring communities, the Fire Department also provides mutual aid to wildland fires throughout California.

Fire Department Mission Statement, Vision Statement, and Core Values Mission Statement
The Sierra Madre Fire Department is committed to protecting life, property, and our environment through compassionate service.

Vision Statement
The Sierra Madre Fire Department is dedicated to remaining a progressive, costeffective, and innovative fire department that ensures a safe and inclusive environment for our community through exceptional customer service.

Core Values
Honor – adhering to the highest standard, both morally and ethically.

Integrity – based on trust and accountability through service.

Respect – to self and community, maintaining a department of teamwork and growth.

Compassion – treating everyone with kindness and empathy.

Fire Department Narrative – FY 2025–2026
The Fire Department aligns its programs and activities each year with the City of Sierra Madre’s Strategic Plan. This section provides an integrated view of the Department’s Strategic Plan actions and accomplishments for FY 2024–2025, followed by projects and performance measures planned for FY 2025–2026.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 115

FIRE SERVICES DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Analyzed mission-critical
tasks across all
divisions/functions;
reviewed the Fire
Department Master Plan
and recommended
strategies to achieve
industry-comparable
salaries and benefits;
evaluated the need for a
part-time Emergency
Operations Center (EOC)
Coordinator.

Provided workforce
analysis to inform staffing
and compensation
planning, and prepared
updated recommendations
for the City Manager.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Maintained paramedic
licensure levels and
delivered all required State
and Federal training.

Kept paramedic licensure
at approximately 85% and
ensured all personnel met
mandatory training
standards.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Developed and submitted
recommendations to
address equipment needs
to the City Manager.

Maintained operational
readiness by identifying
and planning for
necessary equipment
upgrades.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Assess critical tasks
required for attaining fire
services sustainment..

Conducted a
comprehensive analysis of
mission-critical tasks
across all divisions to
guide staffing and
resource needs.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Assess critical resources
for attaining fire services
sustainment.

Incorporated findings from
operational analyses into
budget planning, including
part-time EOC Coordinator
recommendations.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Analyze and assess Fire
Department Master Plan
and advise the City
Manager on strategies to
Reviewed the Fire
Department Master Plan
and advised the City
Manager on strategies to
CITY OF SIERRA MADRE FY2024-2025 BUDGET 116

FIRE SERVICES DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Initiative 2.1.1 – Fire
services sustainment
achieve competitive
salaries and benefits.
achieve competitive
salaries and benefits.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Strategically source State
and Federal training to
personnel.

Delivered all required
State and Federal training
to personnel, maintaining
compliance and readiness.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Establish paramedic
licensure target of staff.

Developed and maintained
a strategy to sustain at
least 85 % paramedic
licensure among staff.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Assess and recommend
strategies to City
leadership to achieve
optimal readiness.

Identified equipment
needs and recommended
strategies to City
leadership to achieve
optimal readiness.

Goal 2 – Public Safety (PS)
Objective 2.5 – Enhance
Emergency Preparedness
and Response
Initiative 2.5.1 – Enhance
Critical Technology and
Data Resilience
Conducted assessments
of fire-station power
redundancy and
communications
resilience.

Completed initial
evaluation of backup
power capacity and critical
communications needs for
all fire facilities.

Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the Fire Department to undertake new and continuing projects. The following table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Projects and Desired Outcomes for FY 2025–2026
Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Project 2.1.1A – Expand
Expand paramedic
subscription program by
50%
Increase community
participation in paramedic
services to enhance
emergency medical
response and revenue
stability.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 117

FIRE SERVICES DEPARTMENT
Strategic Plan Alignment 2025–2026 Project Desired Outcome paramedic subscription
program by 50%
Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Project 2.1.1B – Increase
share of eligible Fire costs
recovered through fees by
+25 percentage points
(cost-of-service basis)
Increase share of eligible
Fire costs recovered
through fees by +25
percentage points (cost-ofservice basis)
Improve cost recovery and
long-term financial
sustainability of fire
services.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Project 2.1.1C – Achieve
membership/participation
in California Governor’s
Office of Emergency
Services (Cal OES) Urban
Search & Rescue (US&R)
California Regional Task
Force CA-RTF-4 with two
deployable members
Achieve membership/
participation in Cal OES
Urban Search & Rescue
California Regional Task
Force CA-RTF-4 with two
deployable members
Enhance disaster
response capabilities by
participating in statewide
Urban Search & Rescue
operations.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Project 2.1.1D – Secure
alternate funding equal to
5% of the department
budget
Secure alternate funding
equal to 5% of the
department budget
Diversify revenue sources
to ensure stable funding
for fire services.

Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Expand public education
and outreach programs by
10%
Increase public awareness
and preparedness for fire
safety and emergency
response.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 118

FIRE SERVICES DEPARTMENT
Strategic Plan Alignment 2025–2026 Project Desired Outcome Project 2.1.1E – Expand
public education and
outreach programs by
10%
Goal 2 – Public Safety
(PS)
Objective 2.1 – Sustaining
Sierra Madre’s Fire
Services
Initiative 2.1.1 – Fire
services sustainment
Project 2.1.1F – Maintain
100% current pre-fire
plans
Maintain 100% current
pre-fire plans
Ensure all pre-fire plans
remain current to improve
operational readiness and
incident response
efficiency.

Goal 2 – Public Safety (PS)
Objective 2.5 – Enhance
Emergency Preparedness
and Response
Initiative 2.5.1 – Enhance
Critical Technology and
Data Resilience
Install redundant
communications and
backup power systems at
all fire facilities.

Ensure uninterrupted fire
and EMS operations and
secure incident data
during major emergencies
or power outages.

To ensure accountability and evaluate the impact of its work, the Fire Department uses clearly defined performance measures. The following table presents these indicators and demonstrates how the Department will track both its efforts and accomplishments in relation to the City’s Strategic Plan.

Performance Measures – Fire Department
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Estimate
FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY
2025–
2026
Fire Reports Output Goal 2 –
Public
Safety,
Objective

2.1 –
Sustaining
Sierra
Madre’s
Fire
Services,
Initiative

2.1.1 – Fire
services
sustainment
840 825 840 825
CITY OF SIERRA MADRE FY2024-2025 BUDGET 119

FIRE SERVICES DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Estimate
FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY
2025–
2026
Emergency
Medical
Responses
Output Goal 2 –
Public
Safety,
Objective

2.1 –
Sustaining
Sierra
Madre’s
Fire
Services,
Initiative

2.1.1 – Fire
services
sustainment
1,550 1,600 1,550 1,600
Fire
Inspections
Completed
Process Goal 2 –
Public
Safety,
Objective

2.1 –
Sustaining
Sierra
Madre’s
Fire
Services,
Initiative

2.1.1 – Fire
services
sustainment
1,800 1,879 1,800 1,879
Community
Outreach
Events
Output Goal 2 –
Public
Safety,
Objective

2.1 –
Sustaining
Sierra
Madre’s
Fire
Services,
Initiative

2.1.1 – Fire
services
sustainment
8 10 8 10
Training Hours
Logged
Process Goal 2 –
Public
Safety,
Objective

2.1 –
Sustaining
Sierra
Madre’s
4,200 4,300 4,200 4,300
CITY OF SIERRA MADRE FY2024-2025 BUDGET 120

2.1.1 – Fire
services
sustainment

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED
FIRE
Personnel 3,050,737 3,356,200 3,556,200 3,562,000
Maintenance & Operations 390,249 408,700 437,700 427,000 Capital Outlay 56,286 - - -
TOTAL FIRE DEPARTMENT 3,764,900 3,497,272 3,993,900 3,989,000

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 3,050,737 3,356,200 3,556,200 3,562,000
Maintenance & Operations 388,207 408,700 437,700 427,000 TOTAL GENERAL FUND 3,764,900 3,438,944 3,993,900 3,989,000

CAPITAL PROJECTS FUND
Maintenance & Operations 34,122 - - -
TOTAL OTHER SPECIAL REVENUE FUND - 34,122 - -

OTHER SPECIAL REVENUE FUND
Maintenance & Operations 2,042 - - -
Capital Outlay 22,164 - - -
TOTAL OTHER SPECIAL REVENUE FUND - 24,206 - -
TOTAL FIRE DEPARTMENT 3,764,900 3,497,272 3,993,900 3,989,000 100%
Fire Funding Sources
General Fund
CITY OF SIERRA MADRE FY2024-2025 BUDGET 121
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 122
City of Sierra Madre
Village of the Foothills
Human Resources
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 123
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 124
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 125
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 126

HUMAN RESOURCES DEPARTMENT
Department Overview
The Human Resources Department’s 2025-26 operating budget is strategically crafted to strengthen and sustain a customer-focused, safety-driven workforce that supports the City’s commitment to exceptional service. Though the Department is staffed by two dedicated full-time professionals, it provides comprehensive human resources and risk management support to more than 120 employees and volunteers across all City divisions. By prioritizing both proactive and responsive personnel services, the Department ensures that every staff member and volunteer is well-equipped, wellinformed, and fully supported in fulfilling their roles.

To achieve this, the Department’s budget allocates resources toward four core areas:

Talent Acquisition & Retention
Enhanced recruitment efforts—including targeted outreach, streamlined application processes, and updated job classifications—ensure the City attracts candidates who reflect Sierra Madre’s values of integrity and community engagement.

Employee Relations & Risk Management
A robust workers’ compensation program—featuring close case management, early return-to-work initiatives, and regular safety audits—helps contain costs and safeguard employee well-being. In addition, comprehensive liability insurance coverage and risk-transfer strategies mitigate potential exposures, driving down claim frequencies and reducing overall liability premiums.

Benefits Administration & Personnel Security
HR ensures that all full-time, part-time, and temporary employees understand and maximize their available health, retirement, and wellness benefits. Strict oversight of personnel files—including timely background checks, vigilant document security protocols, and adherence to confidentiality standards— safeguards the City against compliance risks and protects the privacy of its workforce.

Training, Development & Culture Building
The Department designs and delivers a comprehensive, City-wide training curriculum focused on customer service, workplace safety, and leadership development. In 2025-26, the Department aims to provide specific department training opportunities.
By fostering a culture of continuous improvement and open communication, HR promotes employee engagement initiatives—such as leadership workshops—to maintain high morale, encourage innovative problem-solving, and support the City’s broader strategic goals.

Across all functions, the 2025-26 budget places particular emphasis on measurable outcomes. The Department will track key metrics—including time-to-hire, voluntary turnover rate, total training hours per employee, and workers’ compensation claim frequency—to ensure that resource allocations yield improvements in service quality, CITY OF SIERRA MADRE FY2024-2025 BUDGET 127

HUMAN RESOURCES DEPARTMENT
operational efficiency, and employee satisfaction. This data-driven approach will guide mid-year adjustments, enabling the Department to respond flexibly to emerging workforce needs, evolving legislative requirements, and changing community expectations.

In summary, the proposed operating budget equips the Human Resources Department to serve as a proactive partner to every City division—transforming HR and risk management from transactional processes into strategic enablers of a high-performing, safety-minded, and customer-oriented organization. By focusing on talent acquisition, risk mitigation, benefits optimization, and ongoing training, the Department will continue to cultivate a workforce that embodies Sierra Madre’s values and excels at delivering the exceptional service our residents deserve.

Human Resources Mission Statement
The mission of the City of Sierra Madre Human Resources Department is to partner with other City Departments to efficiently produce and sustain a customer service orientated and safety minded workforce while serving as the catalyst to assure employee success in the performance of the City’s mission, keeping in focus that human resources are our most valued assets.

Accomplishments FY 2024–2025
Strategic Plan
Alignment 2024–2025 Accomplishments
Goal 4 –
Organizational
Excellence
Objective 4.1
x Continued updating the City's Americans with
Disabilities Act (ADA) Transition Plan.
x Implemented the Workplace Violence Prevention
Program by the July 1, 2024 State mandate.
x Conducted citywide training sessions on the new
Workplace Violence Prevention Program.
x Completed citywide recruitments with an emphasis on
efficiency and customer service orientation.
x Evaluated citywide staff organization levels and initiated reorganizations to improve service delivery and
operational efficiency.

Goal 2 – Public
Safety
Objective 2.5
x Finalized the Emergency Operations Center (EOC)
Emergency Operations Plans (EOP) to strengthen
organizational emergency preparedness.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 128

HUMAN RESOURCES DEPARTMENT
Projects and Desired Outcomes for FY 2025–2026
Strategic Plan
Alignment 2025–2026 Project and Desired Outcome
Goal 4 –
Organizational
Excellence
Objective 4.1
Project: Implement staff training initiatives on performance management, customer service, and risk reduction.

Desired Outcome: Strengthen a customer-focused and
safety-minded workforce, supporting the City's mission of service excellence.

Project: Develop and formalize employee recognition and retention initiatives.

Desired Outcome: Increase employee engagement and
retention across all departments.

Goal 2 – Public Safety
Objective 2.5
Project: Implement a citywide Emergency Operations Plan (EOP) training for all departments.

Desired Outcome: Enhance operational readiness and
emergency response capabilities Citywide.

Performance Measures – Human Resources Department
The Human Resources Department’s performance measures for FY 2025–2026 align with Goal 4 – Organizational Excellence and Goal 2 – Public Safety of the City's Strategic Plan.

These measures support the City's efforts to maintain an engaged workforce, ensure effective risk management, and deliver high-quality public services.

Performance Measure Actual FY
2022–2023
Actual FY
2023–2024
Projected FY
2024–2025
Targeted FY
2025–2026
Full-Time Recruitments
[OE 4.1.2] 24 12 8 10
Part-Time Recruitments
[OE 4.1.2] 3 5 3 4
Percentage of Turnover
[OE 4.1.2] 27.59% 18.4% 15% 13%
Citywide Volunteers
[OE 4.1.2] 450–500 450–500 450–500 475–525
Liability Claims
Submitted [OE 4.1.2] 2 15 10 8
Workers’ Compensation
Claims Submitted
[OE 4.1.2]
8 12 10 9
CITY OF SIERRA MADRE FY2024-2025 BUDGET 129

HUMAN RESOURCES DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

HUMAN RESOURCES
Personnel 336,445 270,950 270,950 295,000
Maintenance & Operations 1,287,221 1,671,300 1,751,300 1,941,000 TOTAL HUMAN RESOURCES DEPARTMENT 1,942,250 1,623,666 2,022,250 2,236,000

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

INTERNAL SERVICES FUND
- PERSONNEL & RISK MGMT
Personnel 336,445 270,950 270,950 295,000
Maintenance & Operations 1,287,221 1,671,300 1,751,300 1,941,000 TOTAL ISF- PERSONNEL & RISK MGMT 1,942,250 1,623,666 2,022,250 2,236,000 TOTAL HUMAN RESOURCES DEPARTMENT 1,942,250 1,623,666 2,022,250 2,236,000 100%
Human Resources Funding Sources
Internal Services
CITY OF SIERRA MADRE FY2024-2025 BUDGET 130
City of Sierra Madre
Village of the Foothills
IT
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 131
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 132
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 133
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IT DEPARTMENT
Information Technology Mission Statement
To empower Citizens and City Staff to innovate through the use of technology and to increase the rate of technological advancement to better serve our constituency.

Services are provided by two dedicated Information Technology professionals.

Oscar Millan – IT Manager / Chief Security Officer
Christian Delgado – Senior Network Administrator / Senior Cybersecurity Engineer Major Services
Customer Support Services –
Provide and deliver professional, helpful, responsive and high-quality service to meet customers’ needs by resolving their problems or completing their requests for products and services as quickly and efficiently as possible.

Infrastructure Services -
Ensure the dependability of the computer-, telecommunications-, data network-, and security systems to enable City staff to continuously provide essential services to their customers. Retain technological flexibility that allows executives and City Government to maintain communications with staff and residents by using alternative methodologies to maintain regularly scheduled public meetings.

Enterprise Systems –
Fulfill the information and service needs of the City by providing leadership and expertise in the acquisition and deployment of high quality, cost-effective and timely solutions.

Distributed Information SystemsMaintain and improve the efficient and secure transmission of information to staff and public safety personnel in the field as they serve City residents with the highest possible degree of reliability.

Accomplishments for FY 2024–2025 – Linked to Strategic Plan Alignment The following table highlights key accomplishments from FY 2024–2025 and the specific Strategic Plan actions they advanced.

Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 2 – Public Safety
(PS)
Objective 2.5 – Enhance
Emergency Preparedness
and Response
Initiative 2.5.1 – Enhance
Critical Technology and
Data Resilience
Increase runtime of critical
data centers and improve
communications reliability.

Increased runtime of
critical data centers
Citywide;
Installed second Gigabit
fiber-internet access line at
City Hall for carrier
redundancy and backup
Virtual Private Network
(VPN) tunnels;
CITY OF SIERRA MADRE FY2024-2025 BUDGET 135

IT DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Completed upgrade of
Police Mobile Data
Terminal (MDT) systems in
all Police vehicles;
Performed radio console
upgrade with new radios
and high-power antennas;
Upgraded backup battery
runtime and resilience.

Goal 4 – Organizational
Excellence (OE)
Objective 4.1 – Enhance
Technology, Data, and
Cybersecurity
Infrastructure
Initiative OE 4.1.1 –
Modernize Information
Technology Systems
Modernize and secure City
technology infrastructure.

Deployed Next Generation
Wireless Fidelity 6 (Wi-Fi
6) Citywide, including
expansion to conference
rooms, Hart Park House,
and the Emergency
Operations Center;
Achieved full Internet
Service Provider (ISP)
carrier diversity with dual
fiber providers and satellite
internet;
Replaced and upgraded
router infrastructure at the
temporary City Library;
Implemented Enterprise
Email Security and
Cybersecurity User
Awareness Training
platform;
Implemented enterprise
email security and
multifactor authentication;
Deployed user-account
security management tool;
upgraded 50% of network
to 10-Gig speed;
Acquired and installed new
server infrastructure,
including 4 additional
virtual hosts to improve
uptime and reliability.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 136

IT DEPARTMENT
Projects and Desired Outcomes for FY 2025–2026
Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the IT Department to undertake new and continuing projects. The next table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 4 – Organizational
Excellence (OE)
Objective 4.1 – Enhance
Technology, Data, and
Cybersecurity
Infrastructure
Complete the 10-Gigabit
network implementation
project.

Finish installing an ultrafast fiber network so City
offices, fire and police
stations, and other facilities
can share information
instantly. This means
faster response times for
public safety and more
reliable online services for
residents.

Goal 4 – Organizational
Excellence (OE)
Objective 4.1
Deploy a Managed
Detection and Response
(MDR) security platform
and implement a Security
Information and Event
Management (SIEM)
system to protect sensitive
City data and ensure
reliable public services
Add 24/7 early-warning
tools that watch for
hackers or suspicious
activity and respond
immediately. This protects
residents’ personal
information and City
operations from cyberattacks.

Goal 4 – Organizational
Excellence (OE)
Objective 4.1
Upgrade server
infrastructure to a 100%
virtual environment
(currently 90%).

Move the last physical
servers into a modern,
energy-saving virtual
setup. This saves
electricity, frees up space,
and makes data recovery
much quicker after an
emergency.

Goal 4 – Organizational
Excellence (OE)
Objective 4.1
Initiate Microsoft Office
365 migration Citywide.

Transition all City staff to
the latest secure, cloudbased email and
productivity tools. This
improves day-to-day
communications, speeds
up document sharing, and
provides better built-in
cybersecurity.

Goal 4 – Organizational
Excellence (OE)
Objective 4.1
Expand public Wireless
Fidelity (Wi-Fi) to
additional City facilities.

Provide free, secure, highspeed internet in more
public places such as
parks, community centers,
and City buildings so
residents and visitors can
connect easily and safely.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 137

IT DEPARTMENT
Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 2 – Public Safety
(PS)
Objective 2.5 – Enhance
Emergency Preparedness
and Response
Initiative 2.5.1 – Enhance
Critical Technology and
Data Resilience
Strengthen disaster
recovery systems and
backup power strategies
across all data centers.

Add stronger backup
power and data-protection
systems so essential
services like Emergency 9-
1-1 dispatch, police, and
fire keep running even
during extended power
outages or natural
disasters.

Goal 2 – Public Safety
(PS)
Objective 2.5
Complete sunsetting of
legacy Police dash cam
servers.

Retire aging video-storage
equipment in police
vehicles and move to
modern, secure systems.

This keeps evidence safe
and reduces the risk of
equipment failures.

Goal 2 – Public Safety
(PS)
Objective 2.5
Complete sunsetting of
Police and Fire department
legacy servers and
infrastructure.

Phase out old servers and
equipment used by Police
and Fire to reduce
breakdowns and security
weaknesses, ensuring
critical safety systems stay
reliable.

Performance Measures – Information Technology Department The following table presents key performance measures for the Information Technology Department in the full format used for other departmental narratives. These measures show actual results, estimates, projections, and targets while linking directly to the City’s Strategic Plan.

Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–2023
Estimated
FY 2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Critical Systems
with Tested
Redundant
Power and
Communications
Outcome Goal 2 –
Public Safety
(PS) /
Objective 2.5
– Enhance
Emergency
Preparedness
and Response
/ Initiative

2.5.1 –
Enhance
Critical
Technology
and Data
Resilience
Baseline
TBD
TBD Baseline
Established
100% by
FY 2025–
2026
Major IT
Projects
Completed
Output Goal 4 –
Organizational
Excellence
2 3 5 8
CITY OF SIERRA MADRE FY2024-2025 BUDGET 138

IT DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–2023
Estimated
FY 2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
(Infrastructure
Upgrades)
(OE) /
Objective 4.1
– Enhance
Technology,
Data, and
Cybersecurity
Infrastructure
Percentage of
Systems
Virtualized
Output Goal 4 –
Organizational
Excellence
(OE) /
Objective 4.1
40% 70% 90% 100%
Public WiǦFi
Coverage
Expansion
(Buildings
Supported)
Output Goal 4 –
Organizational
Excellence
(OE) /
Objective 4.1
2 4 5 7
Cybersecurity
Phishing and
Awareness
Training
Completion Rate
Output Goal 4 –
Organizational
Excellence
(OE) /
Objective 4.1
0% 0% 42% 80%
Average
Network Uptime
Outcome Goal 4 –
Organizational
Excellence
(OE) /
Objective 4.1

99.5% 99.7% 99.8% 99.9%
10-Gigabit
Network
Infrastructure
Completion
Outcome Goal 4 –
Organizational
Excellence
(OE) /
Objective 4.1
0% 20% 50% 100%
CITY OF SIERRA MADRE FY2024-2025 BUDGET 139

IT DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED
IT
Personnel 398,855 397,750 397,750 480,000
Maintenance & Operations 568,570 737,300 737,300 818,000 Investment in Capital Assets 51,895 164,000 164,000 130,000 TOTAL IT DEPARTMENT 1,299,050 1,019,320 1,299,050 1,428,000

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

INTERNAL SERVICES FUND-IT
Personnel 398,855 397,750 397,750 480,000
Maintenance & Operations 568,570 737,300 737,300 818,000 Investment in Capital Assets 51,895 164,000 164,000 130,000 TOTAL INTERNAL SERVICES FUND 1,299,050 1,019,320 1,299,050 1,428,000 TOTAL IT DEPARTMENT 1,299,050 1,019,320 1,299,050 1,428,000 100%
IT Funding Sources
Internal Services
CITY OF SIERRA MADRE FY2024-2025 BUDGET 140
City of Sierra Madre
Village of the Foothills
Library
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 141
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 142
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 143
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 144

LIBRARY SERVICES DEPARTMENT
Department Overview
The Library provides services that are “a supplement to the formal system of free public education, and a source of information and inspiration to persons of all ages, and a resource for continuing education and re-education beyond the years of formal education,…” (California Education Code).

The department operates under the direction of the City Librarian. Library staff consists of five fulltime and seven part-time employees providing 43 hours of public open hours per week. The Library provides access to current book and media materials through physical and electronic collections.

The Library also produces programs focusing on reading, literacy, technology, and cultural growth, and maintains the City’s historical archives.

To accommodate major facility improvements, the Library closed from October 14, 2023, through January 2024 to relocate to a temporary site at 350 W. Sierra Madre Boulevard. For the remainder of that Fiscal Y 2025/2026 and continuing into the present the Library has operated from this temporary location with approximately one-third of its full collection, while maintaining regular programs and public services. Looking ahead, the Library will close again from February 2 to June 1, 2026, to complete the final relocation to its new permanent home at 440 W. Sierra Madre Boulevard, where the full collection and enhanced facilities will reopen to the community.

Board/Committee Liaisons
The Department serves as liaison to the:
• Library Board of Trustees
• Friends of the Sierra Madre Public Library
• Sierra Madre Historical Preservation Society
• Sierra Madre Library Foundation
Library Mission & Vision Statement
• Mission Statement: It is the mission of Sierra Madre Public Library to provide free and equal access to information, ideas, technology, and the joy of reading to educate and empower our diverse community.
• Vision Statement: The Sierra Madre Public Library aspires to offer the community endless possibilities through enriched experiences; building an awareness and involvement in the community.

Library Services Department – FY 2024–2025 Accomplishments The following table integrates all FY 2024–2025 Library Services Department accomplishments into the City's Strategic Plan framework, aligning each achievement with the appropriate Goals, Objectives, and Initiatives/Projects.

Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 1 – Organizational
Sustainability / Objective

1.1 – Workforce & Talent
Management
Strengthen staff and
volunteer engagement to
sustain high-quality library
• Expanded programming
at the temporary facility
and increased offsite,
community-based
L
CITY OF SIERRA MADRE FY2024-2025 BUDGET 145

LIBRARY SERVICES DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
services during major
transitions.
activities, ensuring
residents continued to
enjoy diverse educational
and cultural opportunities.
• Maintained uninterrupted
services and clear public
communication during a
12-week closure and
relocation period,
demonstrating operational
resilience.
• Continued partnerships
for Fire Prevention Week
and Bailey Canyon Nature
Walks, extending library
impact into public safety
and environmental
education.
• Continued updating
library policies to
modernize operations and
improve service
consistency.

Goal 1 – Organizational
Sustainability / Objective

1.2 – Fiscal Stability &
Long-Range Planning
Secure and manage
funding to ensure
successful long-term
library improvement and
service continuity.
• Managed state reporting
for two major grants
totaling $10,669,210,
maintaining compliance
and transparency.
• Obtained a grant
deadline extension for the
$10 million Targeted State
Grant to March 31, 2026,
safeguarding critical
project funding.
• Amended the Targeted
State Grant to fund a
geotechnical survey,
providing key engineering
data to guide library
infrastructure
improvements.

Goal 1 – Organizational
Sustainability / Objective

1.3 – Technology &
Process Innovation
Plan and implement major
facility and service
improvements to meet
community needs.
• Completed the Library
Meaningful Improvement
Project design with TSK
Architects, creating a
CITY OF SIERRA MADRE FY2024-2025 BUDGET 146

LIBRARY SERVICES DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
blueprint for nextgeneration facilities.
• Relocated the Library to
its temporary site at 350 W
Sierra Madre Blvd,
including securing a
moving and storage
company to protect
collections and equipment.
• Conducted a cost-benefit
analysis and made a factbased decision not to
move forward with creation
of a mobile library due to
limited funds and staffing
constraints.

Goal 4 – Organizational
Excellence / Objective 4.1
– Enhance Technology,
Data, and Cybersecurity
Infrastructure
Advance library planning to
improve access and
efficiency in the digital age.
• Completed the Library
Strategic Plan to guide
future development, digital
service expansion, and
technology modernization.

Projects and Desired Outcomes for FY 2025–2026
Looking ahead, the FY 2025–2026 Adopted Budget provides resources for the Library Services Department to undertake key projects. The following table outlines these projects and the outcomes they are designed to achieve.

Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 1 – Organizational
Sustainability / Objective

1.1 – Workforce & Talent
Management
Expand Library volunteer
program and internship
opportunities.

Increase community
involvement and develop
future workforce skills.

Goal 4 – Organizational
Excellence / Objective 4.1
– Enhance Technology,
Data, and Cybersecurity
Infrastructure
Implement next-generation
integrated library system
and self-service kiosks.

Improve user experience
and streamline check-out
and catalog services.

Goal 5 – Environmental
Responsibility / Objective

5.1 – Water Conservation
& Sustainability
Launch Library Green
Reading and Energy
Efficiency Initiative.

Promote sustainability and
reduce library energy
consumption through
building efficiency
upgrades and green
programming.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 147

LIBRARY SERVICES DEPARTMENT
Performance Measures – Library Services Department
To ensure accountability and measure success, the Library Services Department tracks the following key performance indicators.

Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–
2023
Estimated
FY 2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Number of
Library
Programs
Delivered
Output Goal 1 –
Organizational
Sustainability
220 230 240 250
Library Visits
(Physical and
Virtual)
Outcome Goal 4 –
Organizational
Excellence
85,000 90,000 95,000 100,000
Percentage
of Library
Materials
Checked Out
Electronically
Output Goal 4 –
Organizational
Excellence
45% 50% 55% 60%
Number of
Sustainability
and EcoEducation
Events
Output Goal 5 –
Environmental
Responsibility
12 14 15 18

CITY OF SIERRA MADRE FY2024-2025 BUDGET 148

LIBRARY SERVICES DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

LIBRARY SERVICES
Personnel 609,700 636,100 636,100 713,000
Maintenance & Operations 170,115 166,800 168,800 172,000 Capital Outlay 800,033 8,740,379 10,540,379 6,872,632
TOTAL LIBRARY SERVICES DEPARTMENT 9,543,279 1,579,848 11,345,279 7,757,632

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 609,700 636,100 636,100 713,000
Maintenance & Operations 111,289 111,800 113,800 116,000 TOTAL GENERAL FUND 747,900 720,989 749,900 829,000

TARGETED STATE GRANTS-LIBRARY
Capital Outlay 787,888 8,405,774 10,205,774 6,555,000
TOTAL TARGETED STATE GRANT FUND 8,405,774 787,888 10,205,774 6,555,000

OTHER SPECIAL REVENUE FUND
Maintenance & Operations 58,826 55,000 55,000 56,000
Capital Outlay 12,145 334,605 334,605 317,632
TOTAL OTHER SPECIAL REVENUE FUND 389,605 70,971 389,605 373,632 TOTAL LIBRARY SERVICES DEPARTMENT 9,543,279 1,579,848 11,345,279 7,757,632 11%
89%
Library Funding Sources
General Fund
TARGETED STATE GRANTSLIBRARY
CITY OF SIERRA MADRE FY2024-2025 BUDGET 149
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 150
City of Sierra Madre
Village of the Foothills
Planning and Community
Preservation
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 151
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 152
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 153
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 154
Department Overview
The Planning and Community Preservation Department enforces the requirements of the Sierra Madre Municipal Code and carries out the rules, policies and objectives of the General Plan, as it relates to land use and development. The department is comprised of the City’s Zoning, Advanced Planning, Historic Preservation, Code Enforcement, Business Licensing, and Building and Safety services.

Planning services include the processing of ministerial and discretionary zoning entitlements, subdivisions, environmental review (CEQA), municipal code text amendments, and zoning plan check review. The Department maintains the City’s list of historic landmark structures, manages Mills Act contracts, and reviews project applications for their compliance with the City’s historic preservation program. The Department contracts with Sapphos Environmental Services to prepare historic resource evaluation reports on properties 75 years of age and older that are requesting development applications.

The Department manages the Code Enforcement program to address property maintenance nuisances, such as overgrown vegetation, unlawful accumulation of debris, enforcement of the vacant building ordinance, monitors unlawful use of potable water, and business license and building permit enforcement.

The Department also administer Business license permitting, issuance and renewal necessary to regulation, monitoring, and enforcement of lawful business activities conducted within the city to protect public health, safety, and welfare.

The Department oversees Building and Safety Services which responds to inquiries relating to building development, building and structural plan check review, on-site inspections, and issuance of permits in compliance with adopted building and fire codes.

In addition to these core functions, the Department is responsible for coordinating emergency response efforts and overseeing wildfire housing recovery. This includes assisting with damage assessments, facilitating rebuilding efforts in affected areas, and serving as a liaison between residents, agencies, and City departments to support long-term community recovery. This includes assisting with damage assessments, facilitating rebuilding efforts in affected areas, and serving as a liaison between residents, agencies, and City departments to support long-term community recovery. The Department also oversees the streamlined review process for the affected areas and manages the entire permitting process, including planning, building, grading, drainage, and fire services, as well as the consultants supporting these services.

Department staffing includes 6 full-time staff members. The Department also utilizes the services of a contract building official, plans examiner, building inspector, contract structural engineer, and fire marshal, to review plans for compliance with adopted building codes prior to permit issuance.

Board/Committee Liaisons
The Department serves as liaison to the:
Planning Commission

PLANNING & COMMUNITY PRESERVATION DEPARTMENT
CITY OF SIERRA MADRE FY2024-2025 BUDGET 155

PLANNING & COMMUNITY PRESERVATION DEPARTMENT
Department Mission Statement
We are dedicated to providing efficient and effective professional planning and building services to the citizens of Sierra Madre and to development professionals while safeguarding life and property, enhancing the City’s economic base and protecting neighborhoods and its natural environment.

Planning and Community Preservation Department Narrative – FY 2025–2026 The Planning and Community Preservation Department aligns its programs and activities each year with the City of Sierra Madre’s Strategic Plan. This section provides an integrated view of the Department’s Strategic Plan actions and accomplishments for FY 2024–2025, followed by projects and performance measures planned for FY 2025–2026.

Accomplishments for FY 2024/2025 – Linked to Strategic Plan Alignment The following table highlights key accomplishment(s) from FY 2024–2025 and the specific Strategic Plan actions they advanced.

Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 1 – Organizational
Sustainability (OS)
Objective 1.3 – Driving
Innovation
Initiative OS 3.1 –
Enhance Electronic
Interface, Payment
Methods, and Security
Implemented technology
enhancements and
prepared for a full online
permitting and licensing
system rollout.

Completed testing of online
permitting modules and
migrated a majority of
applications to the digital
platform.

Goal 2 – Public Safety
(PS)
Objective 2.3 –
Environmental
Management & Code
Enforcement
Initiative PS 2.3.3 –
Enhance Enforcement of
City Codes
Maintained proactive code
enforcement and updated
code compliance
processes.

Conducted targeted
inspections and resolved
code violations, sustaining
timely enforcement levels.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.2 – Develop
and Implement Design
Guidelines for
Infrastructure Growth
Initiative IG 3.2.1 –
PreǦ Approved ADU
Design Plans
Expanded Pre-Approved
ADU Plan options and
coordinated with partner
jurisdictions.

Added new pre-approved
plan types and increased
the number of participating
jurisdictions.

Goal 4 – Community
Enrichment (CE)
Objective 4.2 – Enhance
Communication and
Collaboration
Refined online permitting
and licensing platform to
improve accessibility of
land-use and businessdevelopment information.

Enhanced user interface
and expanded online
resources to improve
accessibility for residents
and developers.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 156

PLANNING & COMMUNITY PRESERVATION DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Initiative CE 4.2.1 –
Establish a City
Information Hub
Goal 5 – Environmental
Responsibility
Objective 5.2 – Promote
Greenhouse Gas Emission
Reduction Initiatives
Initiative 5.2.4 – Solar
Infrastructure Adaptation
Improved processes to
simplify and encourage
solar installation
applications, supporting
renewable energy
adoption.

Streamlined solar
permitting, reducing
average application review
times.

Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the Planning and Community Preservation Department to undertake new and continuing projects.

The next table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Projects and Desired Outcomes for FY 2025–2026
Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 1 – Organizational
Sustainability (OS)
Objective 1.3 – Driving
Innovation
Initiative OS 3.1 –
Enhance Electronic
Interface, Payment
Methods, and Security
Project 1.3.2A – Electronic
plan review (ElectronicPermits) implementation
Fully implement online
permitting and land
management system
Reduce permit processing
times and improve
customer service by
enabling online application
submission, review, and
tracking.

Goal 2 – Public Safety
(PS)
Objective 2.3 –
Environmental
Management & Code
Enforcement
Initiative PS 2.3.3 –
Enhance Enforcement of
City Codes
Comprehensive review of
the Noise Ordinance
Enhance community wellbeing and improve noise
regulation and
enforcement.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.2 – Develop
and Implement Design
Guidelines for
Infrastructure Growth
Initiative IG 3.2.2 –
Establish Objective Design
Standards
Develop Objective Design
Standards and Guidelines
for SB 330 Compliance
Provide clear, objective,
and legally compliant
design standards for new
housing projects in
compliance with SB 330.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 157

PLANNING & COMMUNITY PRESERVATION DEPARTMENT
Strategic Plan Alignment 2025–2026 Project Desired Outcome Project 3.2.2A – Develop
Objective Design
Standards and Guidelines
for SB 330 Compliance
Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.2 – Develop
and Implement Design
Guidelines for
Infrastructure Growth
Initiative IG 3.2.2 –
Establish Objective Design
Standards
Project 3.2.2B – Local
program for retrofitting
soft-story buildings
Implement a local program
for retrofitting soft-story
buildings
Reduce seismic risk by
implementing a retrofit
program for vulnerable
soft-story structures.

Goal 5 – Environmental
Responsibility
Objective 5.2 – Promote
Greenhouse Gas Emission
Reduction Initiatives
Initiative 5.2.4 – Solar
Infrastructure Adaptation
Improve the solar
application process
Simplify and encourage
solar adoption, increasing
renewable energy use in
the community.

To ensure accountability and evaluate the impact of its work, the Planning and Community Preservation Department uses clearly defined performance measures. The following table presents these indicators and demonstrates how the Department will track both its efforts and accomplishments in relation to the City’s Strategic Plan.

Performance Measures – Planning and Community Preservation Department Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–
2023
Estimate
FY 2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Planning
Commission
Meetings Held
Output Goal 1 –
Community
Character
and Quality
of Life
18 20 13 22
Planning
Applications
Processed
Output Goal 1 –
Community
Character
and Quality
of Life
177 155 140 150
Plan Checks
Completed
Process Goal 1 –
Community
Character
and Quality
of Life
149 167 160 165
CITY OF SIERRA MADRE FY2024-2025 BUDGET 158

PLANNING & COMMUNITY PRESERVATION DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–
2023
Estimate
FY 2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Building
Inspections
Conducted
Output Goal 1 –
Community
Character
and Quality
of Life
3,584 2,527 2,494 2,600
Building
Permits Issued
Output Goal 1 –
Community
Character
and Quality
of Life
899 778 677 700
Code
Enforcement
Cases Opened
Output Goal 1 –
Community
Character
and Quality
of Life
73 100 98 95
Business
Licenses
Issued
Output Goal 1 –
Community
Character
and Quality
of Life
967 1,100
CITY OF SIERRA MADRE FY2024-2025 BUDGET 159

PLANNING & COMMUNITY PRESERVATION DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

PLANNING AND COMMUNITY PRESERVATION
Personnel 734,432 697,500 697,500 754,000
Maintenance & Operations 1,036,090 953,600 1,183,600 1,517,268

TOTAL PLANNING AND COMMUNITY
PRESERVATION DEPARTMENT 1,651,100 1,770,522 1,881,100 2,271,268

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 734,432 697,500 697,500 754,000
Maintenance & Operations 866,499 903,600 1,133,600 1,404,000 TOTAL GENERAL FUND 1,601,100 1,600,931 1,831,100 2,158,000

CAPITAL PROJECTS FUND
Maintenance & Operations 146,386 50,000 50,000 113,268
TOTAL CAPITAL PROJECTS FUND 50,000 146,386 50,000 113,268

OTHER SPECIAL REVENUE FUND
Maintenance & Operations 23,205 - - -
TOTAL OTHER SPECIAL REVENUE FUND - 23,205 - -

INTERNAL SERVICES FUND-GENERAL PLAN UPDATE
Maintenance & Operations - - -

TOTAL INTERNAL SERVICES FUND - - - -

TOTAL PLANNING AND COMMUNITY
PRESERVATION DEPARTMENT 1,651,100 1,770,522 1,881,100 2,271,268 100%
Planning & Community Preservation Funding
Sources
General Fund
CITY OF SIERRA MADRE FY2024-2025 BUDGET 160
City of Sierra Madre
Village of the Foothills
Police
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 161
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 162
3ROLFH6HUYLFHV
Police Chief
Sergeant
Officers
Detectives
TRAP Detective
Reserves
Sergeant
Officers
Sergeant
Officers
Sergeant
Officers
Volunteers
Part-Time
Sergeant
Services Division
Supervisor
Dispatchers
Community
Service Officer
PT Records
Clerk
Part-Time
Lieutenant
Captain
Traffic Officer
CITY OF SIERRA MADRE FY2024-2025 BUDGET 163
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 164

POLICE DEPARTMENT
Department Overview
The Sierra Madre Police Department (SMPD) is committed to ensuring a safe environment for those who live, visit, and work in Sierra Madre. The Department consists of eighteen (18) full-time police officers, five (5) full time non-sworn employees, fifteen (15) part-time police officers, six (6) non-sworn part-time employees, seven (7) Reserve Police Officers, and fifteen (15) Police Volunteers, and it has a proud history of integrity and service. As guardians of this wonderful community, responsibilities include engaging the community, enforcing laws, and protecting the lives, property, and rights of all people, as guided by the Constitution. All personnel carry out their duties with a reverence for human life, guided by respect, integrity, dedication, and excellence in policing.

Police Department Mission/Vision/Values/Motto Statement Mission: The Sierra Madre Police Department is dedicated to professionalism and service. We will always act in the interest of justice and the well-being of our community. We strive to enhance the quality of life for all community members by providing professional, compassionate, and responsive law enforcement services.

Vision: Setting the standard for 21st century Small-Town Policing Values: Integrity, Humility, Service, Professionalism
Motto: Serving those we protect
Accomplishments FY 2024-2025
During the 2024-2025 fiscal year, the Sierra Madre Police Department (SMPD) faced numerous challenges and changes. The Department remains fully staffed, increasing our public safety capabilities within the city.

Moreover, we filled multiple part-time positions, including a part-time dispatcher, police officers, sergeant and lieutenant. These additions bolstered our team and enhanced our operational efficiency.

In addition, the Department significantly increased its community outreach efforts, maintaining strong connections with residents and businesses. These efforts, combined with our proactive policing strategies, contributed to decreasing crime rates.

Patrol
Crime remained low and nearly free of violent incidents throughout the year. Officers stayed actively engaged with community members by conducting foot patrols in the downtown business district, attending community meetings, and increasing their visibility in residential neighborhoods. Our officers were dispatched to about 6,000 calls for service, and authored about 550 police reports.

The Department maintained its commitment to providing excellent training for all members, with a renewed focus on professional development. Both sworn and non-sworn personnel attended numerous training courses designed to enhance communication, leadership, and problem-solving skills. We also ensured that all Peace Officer Standards and Training (POST) mandates were met in a timely manner.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 165

POLICE DEPARTMENT
Investigations
The Detective Bureau was assigned approximately 260 cases to investigate. Our detectives tirelessly pursued each case, authoring several search warrants and securing numerous felony and misdemeanor case filings and convictions with the Los Angeles County District Attorney’s Office. Additionally, we were able to assign an officer as a hybrid detective to the bureau, bolstering our investigative capabilities.

The Department continues to have a detective assigned to the Taskforce for Regional Auto Theft Prevention (TRAP), a regional initiative focused on the investigation, reduction, and prosecution of car theft-related crimes. TRAP also provides personnel resources to the city to address any increase in theft-related incidents.

The Department continues to have personnel assigned to the Foothill Special Enforcement Team (FSET), a regional Special Weapons and Tactics (SWAT) team focused on high-risk tactical operations, including armed barricaded suspects, hostage rescues, high-risk warrant services, active shooter incidents, and other critical situations that exceed the capabilities of standard patrol resources. FSET not only provides tactical expertise but also serves as a valuable force multiplier, supplying additional personnel and specialized equipment to Sierra Madre during emergencies or any unusual circumstance that requires an enhanced law enforcement response. This partnership allows the city to maintain a high level of preparedness and rapid response capability without bearing the full financial and logistical burden of operating its own SWAT team.

We maintain a Memorandum of Understanding (MOU) with the Internet Crimes Against Children Taskforce (ICAC), which primarily investigates and enforces sex-related crimes involving children.

This taskforce receives tips regarding potential child pornography and investigates these leads to determine their validity and potential for prosecution.

The Department also maintains an MOU with FLOCK Camera Systems. FLOCK enables our personnel to view surveillance footage from cameras strategically placed at the city's borders.

These cameras provide real-time, high-definition images with advanced night vision and license plate reader capabilities. FLOCK assists in protecting persons and property, offering our investigators crucial real-time crime information.

Community Policing
The Department has continued to flourish in positive community partnerships with the city's residents, businesses, and visitors. We have successfully engaged the community through various outreach programs, downtown foot patrols, business checks, and our vibrant social media platform. Notable events include our Health Fair, the annual Public Safety Week, and National Night Out, which provided the community with educational seminars taught by experts from various community and civil service entities. Additionally, Department personnel have offered Active Shooter Training to city staff and community stakeholders.

Currently, the Department collaborates with numerous Neighborhood Watch meetings or programs throughout the City. Our officers and community service officers regularly share crime prevention and general public safety information.

The Department also actively participates in the Homeless Outreach Service Team (HOST) Program, which includes all San Gabriel Valley law enforcement agencies. HOST provides specialized outreach services to the homeless population in their respective cities. The efforts of HOST have improved public safety and successfully engaged the homeless population, resulting CITY OF SIERRA MADRE FY2024-2025 BUDGET 166

POLICE DEPARTMENT
in stronger relationships and enhanced trust. This trust has been earned by adhering to Community Policing principles, preserving the rights and dignity of persons experiencing homelessness in the San Gabriel Valley.

This year, the Department secured two significant grants. The first, a traffic grant from the CA Office of Traffic Enforcement (OTS), allows us to address specific traffic complaints within the community. The second, the Cannabis Tax Fund Grant Program (CTFGP) from the California Highway Patrol (CHP), supports education and enforcement related to cannabis use.

Volunteers & Reserve Police Officers
The SMPD Reserve Officers and Volunteers continue to enhance our services by handling special assignments, details, and community patrols. Their involvement significantly increases the Department's visibility and availability in the field. The Department relies heavily on their contributions, which foster a stronger connection with our community and improve overall service delivery.

Police Department Narrative – FY 2025–2026
The Police Department aligns its programs and activities each year with the City of Sierra Madre’s Strategic Plan. This section provides an integrated view of the Department’s Strategic Plan actions and accomplishments for FY 2024–2025, followed by projects and performance measures planned for FY 2025–2026.

Accomplishments for FY 2024/2025 – Linked to Strategic Plan Alignment The following table highlights key accomplishment(s) from FY 2024–2025 and the specific Strategic Plan actions they advanced.

Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Sustainable Police
Funding
Initiative 2.2.1 – Maintain
Optimal Police Department
Staffing and Equipment
Maintain optimal staffing,
enhance community
policing, and expand
regional partnerships to
ensure public safety.

Maintained a low-crime
environment nearly free of
violent incidents, with
officers responding to
~9,000 calls for service
and authoring about 600
police reports. Increased
officer presence through
proactive foot patrols in the
downtown business
district, residential
neighborhoods, and
community meetings to
strengthen trust and deter
crime.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Ensured comprehensive
training for all sworn and
non-sworn personnel,
providing numerous
courses focused on
communication,
leadership, and problemsolving skills, while
CITY OF SIERRA MADRE FY2024-2025 BUDGET 167

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Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
meeting all POST
mandates on time.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Assigned an officer as a
hybrid detective, boosting
the Detective Bureau’s
ability to investigate
approximately 550
assigned cases, author
multiple search warrants,
and secure felony and
misdemeanor filings and
convictions with the Los
Angeles County District
Attorney’s Office.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Continued participation in
the Taskforce for Regional
Auto Theft Prevention
(TRAP), addressing
regional car thefts, and
maintained a
Memorandum of
Understanding (MOU) with
the Internet Crimes
Against Children Taskforce
(ICAC) to investigate and
prosecute sex-related
crimes involving minors.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Expanded real-time
investigative capabilities
through the Memorandum
of Understanding with
FLOCK Safety Camera
Systems, strategically
placed at city entry points
and high-traffic areas to
capture real-time images
and license plate data,
enhancing the
Department’s ability to
protect persons and
property, investigate
crimes, and apprehend
suspects.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Sustainable Police
Funding
Initiative 2.2.1 – Maintain
Maintain optimal staffing,
enhance community
policing, and expand
regional partnerships to
ensure public safety.

Strengthened community
partnerships through
downtown foot patrols,
business checks, and
engaging social media
outreach. Hosted events
including a Health Fair,
Public Safety Week, and
CITY OF SIERRA MADRE FY2024-2025 BUDGET 168

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Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Optimal Police Department
Staffing and Equipment
National Night Out, offering
educational seminars and
resources on public safety
topics.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Delivered Active Shooter
Training sessions to city
staff and community
stakeholders, equipping
them with lifesaving skills
and reinforcing public
confidence in safety
preparedness.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Supported Neighborhood
Watch meetings across
Sierra Madre by sharing
crime prevention tips and
public safety updates,
enhancing residents’
knowledge and sense of
security.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Participated in the
Homeless Outreach
Service Team (HOST)
Program with San Gabriel
Valley law enforcement
agencies, improving
engagement and trust with
persons experiencing
homelessness through
compassionate community
policing.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Secured two significant
grants: a traffic safety
grant from the California
Office of Traffic Safety
(OTS) to address local
traffic concerns, and the
Cannabis Tax Fund Grant
Program (CTFGP) from
the California Highway
Patrol (CHP) to support
cannabis education and
enforcement.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Sustainable Police
Funding
Maintain optimal staffing,
enhance community
policing, and expand
regional partnerships to
ensure public safety.

Maintained active
membership in the Foothill
Special Enforcement Team
(FSET), with Sierra Madre
Police Department
personnel serving as
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Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Initiative 2.2.1 – Maintain
Optimal Police Department
Staffing and Equipment
tactical operators, a crisis
negotiator, and a
dispatcher to enhance
regional emergency
response capabilities.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Enhanced department
services through the
dedication of Reserve
Police Officers and
Volunteers, who supported
special assignments,
details, and community
patrols, significantly
increasing department
visibility and fostering
stronger community
relationships.

Goal 2 – Public Safety
(PS)
Objective 2.5 – Enhance
Emergency
Preparedness and
Response
Initiative 2.5.1 – Enhance
Critical Technology and
Data Resilience
Supported planning and
pre-assessments for
technology and power
resilience in Police
facilities.

Completed an initial
communications and
power needs assessment
and coordinated with
citywide IT for resilience
measures.

Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the Police Department to undertake new and continuing projects. The following table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Projects and Desired Outcomes for FY 2025–2026
Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Sustainable Police
Funding
Initiative 2.2.1 – Maintain
Optimal Police Department
Staffing and Equipment
Conduct a comprehensive
staffing and equipment
needs analysis
Ensure adequate
personnel and equipment
to meet evolving
community safety
requirements.

Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Sustainable Police
Funding
Initiative 2.2.2 – Expand
Implement advanced deescalation and youth
engagement training
Enhance trust and positive
interactions between
officers and the
community, reducing useof-force incidents.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 170

POLICE DEPARTMENT
Strategic Plan Alignment 2025–2026 Project Desired Outcome Community Engagement
and Training
Goal 2 – Public Safety
(PS)
Objective 2.2 – Securing
Sierra Madre’s Safety:

Sustainable Police
Funding
Initiative 2.2.3 – Secure
Grant Funding for
Specialized Enforcement
Project 2.2.3A – Pursue
Federal and State Funding
Opportunities
Secure federal and state
grants for equipment
upgrades and specialized
enforcement programs
Strengthen crime
prevention and emergency
response capabilities
through targeted funding.

Goal 2 – Public Safety
(PS)
Objective 2.5 – Enhance
Emergency
Preparedness and
Response
Initiative 2.5.1 – Enhance
Critical Technology and
Data Resilience
Implement redundant
communications and
backup power systems in
coordination with the
citywide resilience plan.

Ensure uninterrupted
policing and emergency
communications during
major incidents or power
outages.

Goal 4 – Community
Enrichment (CE)
Objective 4.2 – Enhance
Communication and
Collaboration
Initiative 4.2.1 –
Strengthen Community
Partnerships
Expand neighborhood
watch and collaborative
community policing
initiatives
Improve public safety
awareness and strengthen
the partnership between
the Police Department and
residents.

To ensure accountability and evaluate the impact of its work, the Police Department uses clearly defined performance measures. The following table presents these indicators and demonstrates how the Department will track both its efforts and accomplishments in relation to the City’s Strategic Plan.

Performance Measures – Police Department
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–
2023
Actual FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Calls for Service Output Goal 2 – Public
Safety,
Objective 2.2 –
Securing Sierra
Madre’s Safety:

Sustainable
Police Funding,
Initiative 2.2.1
– Maintain
8,900 9,000 9,000 9,100
CITY OF SIERRA MADRE FY2024-2025 BUDGET 171

POLICE DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–
2023
Actual FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Optimal Police
Department
Staffing and
Equipment
Police Reports
Authored
Output Goal 2 – Public
Safety,
Objective 2.2 –
Securing Sierra
Madre’s Safety:

Sustainable
Police Funding,
Initiative 2.2.1
– Maintain
Optimal Police
Department
Staffing and
Equipment
620 600 600 610
Investigations
Completed
Output Goal 2 – Public
Safety,
Objective 2.2 –
Securing Sierra
Madre’s Safety:

Sustainable
Police Funding,
Initiative 2.2.1
– Maintain
Optimal Police
Department
Staffing and
Equipment
540 550 550 560
Community
Engagement
Meetings/Events
Output Goal 4 –
Community
Enrichment,
Objective 4.2 –
Enhance
Communication
and
Collaboration,
Initiative 4.2.1
– Strengthen
Community
Partnerships
85 90 95 100
Traffic Collision
Calls
Output Goal 2 – Public
Safety,
Objective 2.2 –
Securing Sierra
Madre’s Safety:

Sustainable
Police Funding,
Initiative 2.2.1
– Maintain
Optimal Police
Department
140 150 150 155
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POLICE DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual FY
2022–
2023
Actual FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY 2025–
2026
Staffing and
Equipment

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED
POLICE
Personnel 4,646,679 5,098,000 5,098,000 4,982,273
Maintenance & Operations 480,428 475,800 475,800 486,727 Capital Outlay 69,095 - - -
TOTAL POLICE DEPARTMENT 5,573,800 5,196,202 5,573,800 5,469,000

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 4,480,838 4,818,400 4,818,400 4,782,000
Maintenance & Operations 379,538 406,700 406,700 416,000 Capital Outlay - - - -
TOTAL GENERAL FUND 4,860,376 5,225,100 5,225,100 5,198,000

COPS FUND
Personnel 58,788 125,800 173,700 102,273
Maintenance & Operations 60,890 69,100 69,100 70,727
TOTAL COPS FUND 119,678 194,900 242,800 173,000

PSAF FUND
Personnel 107,053 153,800 105,900 98,000
TOTAL PSAF FUND 107,053 153,800 105,900 98,000

CAPITAL PROJECTS FUND
Maintenance & Operations 40,000 - - -
Capital Outlay 69,095 - -
TOTAL CAPITAL PROJECTS FUND - 109,095 - -
TOTAL POLICE DEPARTMENT 5,573,800 5,196,202 5,573,800 5,469,000 95%
3% 2%
Police Funding Sources
General Fund
COPS
PSAF
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City of Sierra Madre
Village of the Foothills
Public Works
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 175
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Utility Worker Maintenance
Worker
Pump Operator Maintenance
Worker
Pump Operator Maintenance
Worker
Utility Worker Maintenance
Worker
Management
Analyst
Water Foreman
Facilities Foreman
Water Lead Maintenance
Worker
Fleet Mechanic
Street & Sewer
Foreman
Public Works
Public Works Director
Senior
Management Analyst
Public Works /
Utilities Manager
Administrative
Assistant
CITY OF SIERRA MADRE FY2024-2025 BUDGET 177
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 178

PUBLIC WORKS DEPARTMENT
Department Overview
The Public Works Department (PW) consists of eighteen (18) full time employees; three full time positions are currently vacant. The Department is responsible for the maintenance of all City infrastructure, including streets, storm drains, maintenance of all city buildings, park and landscape contract, city owned trees, and the City’s vehicle fleet. Staff’s responsibility extends to various environmental compliance efforts, including stormwater quality, air quality, solid waste landfill diversion programs, and local wildlife and tree protection codes. PW staff administers the City’s contracts for Public Works projects, engineering services, solid waste disposal, street sweeping, transportation, ground maintenance, facility maintenance, Community Development Block Grants (CDBG), and tree trimming services. PW staff is also the primary contact for the So. Cal. Gas Company, Southern California Edison, Clean Power Alliance, Athens Services, Spectrum Cable, and Frontier Communication Service.

The Department at City Hall, under the direction of Director Arnulfo Yanez, with the assistance of support staff, the Public Works office is continuing to complete important engineering projects and supporting the other departments with their facility needs and events. The PW Department is always looking for ways to improve the department and utilize our skills to the benefit of our residents, businesses, and visitors.

Board/Committee Liaisons
The Public Works Staff serves as liaison to the:
• Energy, Environment and Natural Resources Commission
• City Council - Water Sub-Committee
• COG Water Resources Committee
• Los Angeles Regional Agency (Solid Waste)
• Los Angeles Permit Group (Stormwater)
• Rio Hondo/San Gabriel Water Quality Group
• Sierra Madre Environmental Action Council
• Clean Power Alliance
Public Works Mission Statement
We are dedicated to delivering quality customer service to our community. As a team, we strive to update services in response to changing needs. We are committed to providing all services in a manner that is professional, courteous, cost-effective, efficient, and understanding.

Public Works Department Narrative – FY 2025–2026
The Public Works Department provides essential services that maintain and improve Sierra Madre’s streets, sidewalks, storm drains, parks and public infrastructure. In partnership with the Energy, Environment and Natural Resources Commission, the City Council’s Water SubǦCommittee and regional agencies, the department manages cityǦowned facilities, trees and vehicles, oversees construction contracts, supports CITY OF SIERRA MADRE FY2024-2025 BUDGET 179

PUBLIC WORKS DEPARTMENT
environmental compliance and solidǦwaste programs, and ensures that residents have safe, accessible and sustainable public spaces. This section provides an integrated view of the Department’s Strategic Plan actions and accomplishments for FY 2024–2025, followed by projects and performance measures planned for FY 2025–2026.

Accomplishments for FY 2024/2025 – Linked to Strategic Plan Alignment The following table highlights key accomplishment(s) from FY 2024–2025 and the specific Strategic Plan actions they advanced. These accomplishments demonstrate how the department’s work continues to support citywide goals for infrastructure resilience, environmental stewardship, and community well-being.

Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.5 – Street
Maintenance & Pavement
Condition Index (PCI)
Improvement
Conduct annual street
rehabilitation and
resurfacing program.

Completed significant
street resurfacing projects;
improved PCI ratings;
extended roadway life.

Supported City events with
timely street closures,
traffic control, and site
preparation.

Continued state and
federal funded street
improvements.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Resurface Sierra Keys
Avenue.

Completed Sierra Keys
Avenue Street Resurfacing
Project.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 180

PUBLIC WORKS DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.5 – Street
Maintenance & Pavement
Condition Index (PCI)
Improvement
Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.5 – Street
Maintenance & Pavement
Condition Index (PCI)
Improvement
Partner with Los Angeles
County on bridge
preventive maintenance.

Continued the Bridge
Preventive Maintenance
Program with L.A. County
Public Works.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.4 –
Sidewalk Infrastructure
Improvement
Prioritise ADA-compliant
sidewalk repairs using
audit data.

Repaired high-risk
sidewalks; enhanced
walkability and
accessibility.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.4 –
Sidewalk Infrastructure
Improvement
Deliver downtown sidewalk
enhancements and watermain upgrades.

Completed Downtown
Sidewalk Enhancement
and Water Main Street
Project.

Maintained storm drains;
prevented flooding;
ensured water-quality
standards.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 181

PUBLIC WORKS DEPARTMENT
Strategic Plan Alignment Department Strategic
Action (FY 2024–2025)
FY 2024–2025
Accomplishment(s)
Goal 5 – Environmental
Responsibility (ER)
Objective 5.2 –
Environmental Compliance
& Greenhouse Gas
Reduction
Initiative ER 5.2.2 –
Recycling Education &
Landfill Diversion
Deliver compost
giveaways and Christmastree recycling with Athens
Services.

Held two compostgiveaway events and a
citywide Christmas-tree
recycling program.

Advanced development of
the City’s Clean Power
Alliance renewable-energy
program.

Goal 5 – Environmental
Responsibility (ER)
Objective 5.1 – Water
Conservation &
Sustainability
Initiative ER 5.1.1 – WaterSystem Reliability
Replace ageing water
mains and coordinate with
sidewalk projects.

Completed the Sierra Keys
Avenue Water Main
Replacement Project and
integrated upgrades with
sidewalk enhancements.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.4 – Parks,
Trails & Open Space
Initiative IG 3.4.1 – Parks
& Facilities Improvements
Enhance playground and
park facilities.

Completed the Sierra Vista
Park Playground
Enhancement Project.

Projects and Desired Outcomes for FY 2025–2026
Looking ahead, the FY 2025–2026 Adopted Budget provides the financial resources for the Public Works Department to undertake new and continuing projects. The next table presents these projects and the specific outcomes they are designed to achieve in support of the City’s Strategic Plan.

Strategic Plan Alignment 2025–2026 Project Desired Outcome Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.5 – Street
Project 3.1.5A – Annual
Street Rehabilitation
Program – Continues the
City’s coordinated street
maintenance program with
annual overlays, slurry
sealing, and utility
Improve pavement
conditions and extend the
lifecycle of existing
roadways, achieving
higher PCI standards
citywide.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 182

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Strategic Plan Alignment 2025–2026 Project Desired Outcome Maintenance & Pavement
Condition Index (PCI)
Improvement
coordination to preserve
and extend roadway life.

Goal 5 – Environmental
Responsibility (ER)
Objective 5.2 –
Environmental Compliance
& Greenhouse Gas
Reduction
Initiative ER 5.2.1 –
Maintain StormwaterQuality Compliance
(NPDES/MS4)
Stormwater Quality
Compliance Project –
Implements inspections,
drainage maintenance,
and best management
practices to meet
NPDES/MS4 permit
requirements and
safeguard local water
quality.

Ensure continued
compliance with
stormwater-quality
mandates to protect local
water bodies.

Goal 5 – Environmental
Responsibility (ER)
Objective 5.2 –
Environmental Compliance
& Greenhouse Gas
Reduction
Initiative ER 5.2.2 –
Recycling Education &
Landfill Diversion
Recycling & Landfill
Diversion Expansion
Project – Expands
community education and
service options to boost
recycling, composting, and
other landfill-diversion
activities, lowering
greenhouse-gas
emissions.

Improve solid-waste
diversion rates and
increase public awareness
of sustainability initiatives.

Goal 3 – Infrastructure &
Growth Management (IG)
Objective 3.1 –
Strategically Align
Infrastructure
Improvements with
Population Growth
Initiative IG 3.1.5 – Street
Maintenance & Pavement
Condition Index (PCI)
Improvement
Preventive Maintenance
Project – Performs
proactive inspections,
repairs, and structural
reinforcements in
partnership with Los
Angeles County to keep
City streets and pavement
safe and extend their
service life.

Ensure structural integrity
and public safety through
preventive bridge
maintenance.

Performance Measures – Public Works Department
To ensure accountability and evaluate the impact of its work, the Public Works Department uses clearly defined performance measures. The following table presents these indicators and demonstrates how the Department will track both its efforts and accomplishments in relation to the City’s Strategic Plan.

Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Actual
FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY
2025–
2026
Potholes
repaired
Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
830 440 500 550
CITY OF SIERRA MADRE FY2024-2025 BUDGET 183

PUBLIC WORKS DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Actual
FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY
2025–
2026
Condition
Index (PCI)
Improvement
Streets
resurfaced (sq.
ft)
Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
140,000 55,000 100,000 120,000
Streets slurry
sealed (sq. ft)
Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
27,000 1,000 50,000 75,000
New sidewalk
installed (sq. ft)
Output Goal 3 – IG

3.1.4 –
Sidewalk
Infrastructure
Improvement
2,000 3,700 1,000 2,500
Damaged
sidewalk
replaced (sq. ft)
Output Goal 3 – IG

3.1.4 –
Sidewalk
Infrastructure
Improvement
2,000 500 1,000 2,000
Temporary
sidewalk repairs
Output Goal 3 – IG

3.1.4 –
Sidewalk
Infrastructure
Improvement
50 50 100 100
Curb and gutter
repaired/replaced
(linear ft.)
Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
100 100 500 600
Public Works
service requests
resolved (each)
Process Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
206 275 300 325
Encroachment
applications
processed (each)
Process Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
94 117 100 110
CITY OF SIERRA MADRE FY2024-2025 BUDGET 184

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
16 12 15 15
Grading plan
checks
completed
Process Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
25 20 25 25
Trees trimmed Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
47 45 50 60
Trees removed Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
15 30 10 10
Trees planted Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
15 24 25 30
Trees inspected Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
50 68 50 60
Private tree
trim/removal
permits issued
Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
7 8 7 8
CITY OF SIERRA MADRE FY2024-2025 BUDGET 185

PUBLIC WORKS DEPARTMENT
Performance
Measure
Category Linked
Strategic
Plan
Alignment
Actual
FY
2022–
2023
Actual
FY
2023–
2024
Projected
FY 2024–
2025
Targeted
FY
2025–
2026
Index (PCI)
Improvement
Stormwater
samples taken
Output Goal 5 – ER

5.2.1 –
Maintain
StormwaterQuality
Compliance
(NPDES/MS4)
2 0 2 2
Community
events set
up/supported
Output Goal 3 – IG

3.1.5 – Street
Maintenance
& Pavement
Condition
Index (PCI)
Improvement
20 15 25 30
CITY OF SIERRA MADRE FY2024-2025 BUDGET 186

PUBLIC WORKS DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

PUBLIC WORKS
Personnel 815,873 902,100 902,100 984,000
Maintenance & Operations 1,556,400 1,964,500 2,139,500 2,258,200 Capital Outlay 1,851,529 3,222,807 3,222,807 3,991,818
Investment in Capital Assets 208,073 147,500 147,500 102,000 TOTAL PUBLIC WORKS DEPARTMENT 6,236,907 4,431,875 6,411,907 7,336,018

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

GENERAL FUND
Personnel 382,510 434,450 434,450 540,000
Maintenance & Operations 192,460 258,000 433,000 422,000 Capital Outlay - - - 900,000
TOTAL GENERAL FUND 692,450 574,970 867,450 1,862,000
ARPA
Capital Outlay 701,088 1,297,605 1,297,605 360,000
TOTAL ARPR FUND 1,297,605 701,088 1,297,605 360,000

ASSESSMENTS
Maintenance & Operations 115,460 135,200 135,200 177,000 Capital Outlay 187,375 73,500 73,500 174,000
TOTAL ASSESSMENTS FUND 302,835 208,700 208,700 351,000

GAS TAX FUND
Personnel 174,617 195,850 195,850 204,000
Maintenance & Operations 63,670 61,500 61,500 67,000
Capital Outlay 10,944 68,700 68,700 144,000
TOTAL GAS TAX FUND 249,231 326,050 326,050 415,000

MEASURE R FUND
Maintenance & Operations 19,000 - - -
Capital Outlay 320,000 189,000 189,000 369,000
TOTAL MEASURE R FUND 339,000 189,000 189,000 369,000

MEASURE M FUND
Capital Outlay 132,165 214,000 214,000 439,000
TOTAL MEASURE M FUND 132,165 214,000 214,000 439,000

PROP A FUND
Personnel 1,936 2,000 2,000 -
Maintenance & Operations 187,080 229,000 229,000 404,000 TOTAL PROP A FUND 189,016 231,000 231,000 404,000

PROP C FUND
Maintenance & Operations 2,500 2,800 2,800 3,200
Capital Outlay 300,000 249,200 249,200 498,000
TOTAL PROP C FUND 302,500 252,000 252,000 501,200

RMRA FUND
Capital Outlay 39,957 286,000 286,000 509,000
TOTAL RMRA FUND 39,957 286,000 286,000 509,000
CITY OF SIERRA MADRE FY2024-2025 BUDGET 187

PUBLIC WORKS DEPARTMENT

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

OTHER SPECIAL REVENUE FUND
Maintenance & Operations 197,266 320,000 320,000 341,000 Capital Outlay - 511,602 511,602 438,818
TOTAL OTHER SPECIAL REVENUE FUND 197,266 831,602 831,602 779,818

CAPITAL PROJECTS FUND
Capital Outlay 160,000 333,200 333,200 160,000
TOTAL CAPITAL PROJECTS FUND 160,000 333,200 333,200 160,000

INTERNAL SERVICES FUND-FLEET
Personnel 154,935 169,100 169,100 146,000
Maintenance & Operations 271,128 354,000 354,000 352,000 Investment in Capital Assets 105,986 20,000 20,000 -
TOTAL INTERNAL SERVICES FUND-FLEET 543,100 532,049 543,100 498,000

INTERNAL SERVICES FUND-FACILITIES
Personnel 101,875 100,700 100,700 94,000
Maintenance & Operations 507,836 604,000 604,000 492,000 Investment in Capital Assets 102,087 127,500 127,500 102,000 TOTAL INTERNAL SERVICES FUND-FAICLITIES 832,200 711,798 832,200 688,000 TOTAL PUBLIC WORKS DEPARTMENT 6,236,907 4,431,875 6,411,907 7,336,018 26%
56%
2%
16%
Public Works Funding Sources
General Fund
Special Revenue
Capital Projects fund
Internal Service
CITY OF SIERRA MADRE FY2024-2025 BUDGET 188
City of Sierra Madre
Village of the Foothills
Utility Services
Department
CITY OF SIERRA MADRE FY2024-2025 BUDGET 189
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 190

UTILITY SERVICES DEPARTMENT
Department Overview
The Utility Services Department provides high-quality drinking water and sewer system maintenance to approximately 11,100 residents within the boundaries of The City of Sierra Madre.

The department consists of 8 (Eight) full time employees.

Water Supply:

The Utilities Department continues to diversify its water supply portfolio to ensure a reliable water supply during drought, regulatory constraints, and emergencies. Water rights account for approximately 45 percent of the City’s water from our local groundwater aquifer. An additional 55 percent of the City’s supply is imported from the San Gabriel Valley Municipal Water District.

Imported water is allowed to percolate into the ground where it supplements our local groundwater aquifer. Water is produced by four groundwater wells and one natural spring. In total the department produces approximately 680-750 million gallons of water each year. Water is distributed through a network of over 55 miles of distribution mains to over 3,800 metered connections.

Sewer Operations:

The Utility Services Department maintains approximately 186,000 feet of sewer mains and 833 sewer manholes.Personnel provides preventive maintenance services, repairs, engineering evaluations of sewer facilities, and administer the city sewer ordinances, and sewer construction programs. The Department also approves all new service connections to the sewer system.

Board/Committee Liaisons
The Department serves as a liaison to the:
x City Council Water Sub-Committee
x San Gabriel Valley Municipal Water District
x Raymond Basin Management Board (Board of Directors)
Utility Services Department Mission Statement
We are dedicated to delivering quality customer service to our community. As a team, we strive to update services in response to changing needs. We are committed to providing all services in a manner that is professional, courteous, cost-effective, efficient, and understanding.

Strategic Plan Alignment Department Strategic Actions
Goal 3 – Infrastructure and
Growth Management
Objective 3.1 – Strategically
Align Infrastructure
Improvements with Population
Growth
Initiative IG 3.1.5 – Enhance and
Sustain Street Maintenance
Initiative IG 3.1.4 – Improve and
Maintain Sidewalk Infrastructure
Continue water main replacements, sewer system
rehabilitation, and collaboration with regional water
partners to ensure long-term sustainability of the City’s water and sewer systems.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 191

UTILITY SERVICES DEPARTMENT
Strategic Plan Alignment Department Strategic Actions
Goal 5 – Environmental
Responsibility
Objective 5.1 – Strengthen
Water Conservation and
Sustainability Programs
Initiative ER 5.1.1 – Implement
Water Efficiency Programs
Execute continued water conservation efforts including
public outreach, expanded Advanced Metering
Infrastructure (AMI) technology, and compliance with State mandates on drought resilience.

Accomplishments FY 2024/2025
Strategic Plan Alignment 2024–2025 Accomplishments
Goal 3 – Infrastructure and
Growth Management
Objective 3.1
x Imported 1,130 acre-feet of water for groundwater
recharge.
x Repaired 457 water leaks and installed over 1,600
linear foot (LF) of new mainline.
x Inspected and logged 20,000 LF of sewer lines;
cleaned 65,000 LF of sewer mains.
x Sustained the improved groundwater levels achieved in the previous year.
x Updated the City’s Consumer Confidence Report.
x Upgrade of SCADA battery system
x Inspected and Cleaned all City reservoirs.
x Change out GAC filter A-side media
Goal 5 – Environmental
Responsibility
Objective 5.1
x Continued water conservation programs and
compliance monitoring.
x Removed and replaced 190 of the oldest water meters
with new, high-accuracy models (99% accuracy).
x Achieved 1001 user registrations on the Sensus
Analytics Advanced Metering Infrastructure (AMI)
Customer Portal.

Projects and Desired Outcomes for FY 2025-2026
Strategic Plan Alignment 2025–2026 Project and Desired Outcome Goal 3 – Infrastructure and
Growth Management
Objective 3.1
Project: Complete Tunnel Lining and Water Treatment
Enhancements.

Desired Outcome: Improve water quality and infrastructure resiliency by enhancing tunnel water systems.

Project: New Emergency Generator at Main Facility.

Desired Outcome: Ensure continuous water system
operations during power outages and emergencies.

Project: Rehabilitate WELL 4.

Desired Outcome: Modernize well infrastructure to
increase reliability and reduce maintenance costs.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 192

UTILITY SERVICES DEPARTMENT
Strategic Plan Alignment 2025–2026 Project and Desired Outcome Project: Continue Water Conservation Activities.

Desired Outcome: Sustain per capita water use reductions in compliance with State regulations.

Goal 5 – Environmental
Responsibility
Objective 5.1
Project: Change-out granular activated carbon (GAC) Filter B-side Media.

Desired Outcome: Improve drinking water quality and meet updated State and Federal standards.

Project: Clean 75% of sewer system and camera-inspect
25%.

Desired Outcome: Maintain sewer system functionality and reduce environmental contamination risks.

Performance Measures – Sewer Division
The Sewer Division’s performance measures for FY 2025–2026 align with Goal 3 – Infrastructure and Growth Management of the City’s Strategic Plan. These measures support initiatives aimed at sustaining the City’s sewer infrastructure, ensuring compliance with regulatory standards, and minimizing environmental risks through proactive system maintenance and inspection.

Performance Measure Actual FY
2022–2023
Actual FY
2023–2024
Projected FY
2024–2025
Targeted FY
2025–2026
Sewer Mains Cleaned
(LF) [IG 3.1.5] 103,000 100,000 65,000 100,000
Manholes Inspected [IG

3.1.5] 259 250 130 250
Camera Inspection (LF)
[IG 3.1.5] 30,000 30,000 18,000 30,000
Performance Measures – Water Division
The Water Division’s performance measures for FY 2025–2026 align with Goal 3 – Infrastructure and Growth Management and Goal 5 – Environmental Responsibility of the City’s Strategic Plan. These measures support initiatives focused on improving water system reliability, enhancing distribution system maintenance, and advancing customer access to water conservation technologies.

Performance Measure Actual FY
2022–2023
Actual FY
2023–2024
Projected FY
2024–2025
Targeted FY
2025–2026
Distribution Main Replaced (LF) [IG

3.1.5] 5,000 2,150 2,500 3,000
Repaired Service Leaks [IG 3.1.5] 68 79 80 85
CITY OF SIERRA MADRE FY2024-2025 BUDGET 193

UTILITY SERVICES DEPARTMENT
Performance Measure Actual FY
2022–2023
Actual FY
2023–2024
Projected FY
2024–2025
Targeted FY
2025–2026
Repaired Mainline Leaks [IG 3.1.5] 338 284 390 300
Valves Exercised [IG 3.1.5] 350 252 250 300
Hydrants Flushed [IG 3.1.5] 360 360 360 360
Meters Replaced [IG 3.1.5, ER 5.1.1] 400 195 190 200
Advanced Metering Infrastructure
(AMI) Radios Installed
(Replacement) [ER 5.1.1]
15 7 10 10
New Services Installed [IG 3.1.5] 10 12 10 12
Water Produced (Gallons) [IG 3.1.5] 780 MG 695 MG 780 MG 750 MG Water Spreading (Acre Feet) [IG

3.1.5, ER 5.1.1] 1,524 AF 1,135 AF 1,300 AF 1,300 AF
CITY OF SIERRA MADRE FY2024-2025 BUDGET 194

UTILITY SERVICES DEPARTMENT

EXPENDITURE CATEGORY
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

UTILITIES
Personnel 1,765,122 1,843,950 1,843,950 1,863,000
Maintenance & Operations 2,029,791 2,458,300 2,458,300 2,829,900 Interest expense 186,395 173,497 173,497 158,000
Cost allocations 1,290,570 801,600 801,600 966,455
Other expenses 14,149 22,900 94,900 31,000
Capital Outlay 1,231,739 1,834,800 1,884,800 2,402,000
Debt Payment 376,061 659,722 659,722 674,000

TOTAL UTILITY SERVICES
DEPARTMENT 7,794,769 6,893,827 7,916,769 8,924,355

FUND TYPE
FY 2023-24

ACTUALS
FY 2024-2025

ADOPTED
FY 2024-2025

AMENDED
FY 2025-2026

ADOPTED

WATER FUND
Personnel 1,176,738 1,231,050 1,231,050 $1,262,000
Maintenance & Operations 1,958,970 2,331,700 2,331,700 $2,670,900 Interest Expense 186,395 173,497 173,497 $158,000
Cost allocations 905,780 504,700 504,700 $701,640
Other expenses 8,341 12,700 73,700 $17,000
Capital Outlay 1,231,739 1,634,800 1,634,800 $2,402,000 Debt Payment 376,061 659,722 659,722 $674,000
TOTAL WATER FUND 5,844,024 6,548,169 6,609,169 7,885,540

SEWER FUND
Personnel 588,384 612,900 612,900 601,000
Maintenance & Operations 70,821 126,600 126,600 159,000 Cost allocations 384,790 296,900 296,900 264,815
Other expenses 5,808 10,200 21,200 14,000
Capital Outlay - 200,000 250,000 -
TOTAL SEWER FUND 1,246,600 1,049,803 1,307,600 1,038,815

TOTAL UTILITY SERVICES
DEPARTMENT 7,794,769 6,893,827 7,916,769 8,924,355
88%
12%
Utilities Funding Sources
WATER
SEWER
CITY OF SIERRA MADRE FY2024-2025 BUDGET 195
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 196
City of Sierra Madre
Village of the Foothills
Debt and Capital Expenditures
Budget
CITY OF SIERRA MADRE FY2024-2025 BUDGET 197
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 198
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 199
DEBT MANAGEMENT
2017 Water Installment Agreement Amortization Schedule
The table below outlines scheduled payments through maturity:

Payment Date Installment
Payment
Interest Principal Remaining
Balance
10/31/2025 $280,876.42 $80,738.56 $200,137.86 $3,737,673 4/30/2026 $280,376.08 $76,635.74 $203,740.34 $3,533,933 10/31/2026 $279,866.73 $72,459.06 $207,407.67 $3,326,525 4/30/2027 $279,348.20 $68,207.20 $211,141.00 $3,115,384 10/31/2027 $278,820.35 $63,878.81 $214,941.54 $2,900,443 4/30/2028 $278,283.00 $59,472.51 $218,810.49 $2,681,632 10/31/2028 $277,735.98 $54,986.90 $222,749.08 $2,458,883 4/30/2029 $277,179.10 $50,420.54 $226,758.56 $2,232,125 10/31/2029 $276,612.21 $45,771.99 $230,840.22 $2,001,284 4/30/2030 $276,035.11 $41,039.77 $234,995.34 $1,766,289 San Gabriel Valley Municipal Water District Loan Amortization Schedule Fiscal Year Payment Principal Reduction Remaining Balance FY23-24 $270,000 $270,000 $2,160,000
FY24-25 $270,000 $270,000 $1,890,000
FY25-26 $270,000 $270,000 $1,620,000
FY26-27 $270,000 $270,000 $1,350,000
FY27-28 $270,000 $270,000 $1,080,000
FY28-29 $270,000 $270,000 $810,000
FY29-30 $270,000 $270,000 $540,000
FY30-31 $270,000 $270,000 $270,000
FY31-32 $270,000 $270,000 $0
CITY OF SIERRA MADRE FY2024-2025 BUDGET 200
DEBT MANAGEMENT
Effect of Existing Debt on Current Operations
All debt service is budgeted within the Water Enterprise Fund and financed by watersystem user fees. No transfers from the General Fund are required, and no propertytax–backed debt exists. This structure insulates core municipal services from debtrelated expenditure risk and supports the City Council’s long-standing policy of conservative fiscal management.

Bond Ratings and Purpose Disclosure
Because the City has not issued any publicly traded bonds, no ratings from Moody’s Investors Service, Inc. (Moody’s), Fitch Ratings, Inc. (Fitch), or Standard & Poor’s Global Ratings (S&P) are applicable. Each obligation’s purpose of refinancing prior water bonds or funding water-main replacements is disclosed in the adopted budget and in this policy.

Compliance and Reporting
The Finance Department updates the legal debt margin and amortization schedules annually and submits required reports to the California Debt and Investment Advisory Commission (CDIAC) in accordance with Government Code § 8855. Any future debt issuance will continue to observe the City’s policy standards, including term limits tied to asset life, prohibition of variable-rate debt without Council approval, and a minimum 3 % net-present-value savings for refunding.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 201
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CITY OF SIERRA MADRE FY2024-2025 BUDGET 202

CAPITAL PROJECTS
FY 25-26 Capital Improvement Program (CIP)
A. Definition of Capital Expenditures
For the City of Sierra Madre, capital expenditures are outlays for the acquisition, construction, replacement, or major repair of physical assets with a useful life exceeding one year and a minimum capitalization threshold of $5,000 per asset. This includes infrastructure, facilities, equipment, and major technology investments, whether financed through the operating budget or a separate capital budget.

B. INFORMATION TECHNOLGY – TECHNOLOGY INFRASTRUCTURE MAINTENANCE B1.1 - PROJECT DESCRIPTION: Police Department Data Center Refresh – Upgrades critical technology infrastructure to improve system performance, security, and reliability for law enforcement operations.

B1.2 Funding Source: 60003 – Internal Service Fund - Technology B1.3 Justification / Rationale: This project addresses critical operational, safety, and compliance needs, ensuring efficient service delivery and alignment with strategic infrastructure goals.

Estimated Useful Life:

B1.4 Impact on Operating Budget: Minimal ongoing cost increase; potential reductions in maintenance or operational downtime.

B2 - PROJECT DESCRIPTION: 10-Gigabit Network Installation – Expands network capacity for faster communications, improved data sharing, and support for future technology enhancements.

B2.1 Funding Source: 60003 – Internal Service Fund - Technology B2.2 Justification / Rationale: This project addresses critical operational, safety, and compliance needs, ensuring efficient service delivery and alignment with strategic infrastructure goals.

B2.3 Estimated Useful Life:

B2.4 Impact on Operating Budget: Minimal ongoing cost increase; potential reductions in maintenance or operational downtime.

B3. PROJECT DESCRIPTION: Transitional Computer Refresh – Phased replacement of aging desktop computers across City departments to increase staff productivity and reduce downtime.

B3.1 Funding Source: 60003 – Internal Service Fund – Technology B3.2 Justification / Rationale: This project addresses critical operational, safety, and compliance needs, ensuring efficient service delivery and alignment with strategic infrastructure goals.

B3.3 Estimated Useful Life: Expected lifespan of 10–15 years for technology hardware and network components, contingent on regular updates and maintenance.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 203

CAPITAL PROJECTS
B3.4 Impact on Operating Budget: Minimal ongoing cost increase; potential reductions in maintenance or operational downtime.

B4. PROJECT DESCRIPTION: City Website and Content Management System Implementation – Creates a modern, mobile-friendly website with improved navigation and online services to increase transparency and make it easier for residents to access City information.

B4.1 Funding Source: 39010 - American Rescue Plan Act - Building Forward Grant ARPA B4.2 Justification / Rationale: This project addresses critical operational, safety, and compliance needs, ensuring efficient service delivery and alignment with strategic infrastructure goals.

B4.3 Estimated Useful Life: Anticipated useable life of 4 –25 years for facility improvements, with periodic preventive maintenance.

B4.4 Impact on Operating Budget: Minimal ongoing cost increase; potential reductions in maintenance or operational downtime.

C. PLANNING AND COMMUNITY PRESERVATION – AUTOMATED LAND MANAGEMENT TOOLS
C1. PROJECT DESCRIPTION: Final implementation year for Accela Land Management Software, streamlining permit processing, code enforcement, and development review. Updates to CityǦWide Development Standards and Guidelines to comply with Government Code Section 65913.4 (State housing and zoning requirements) in partnership with the San Gabriel Valley Council of Governments (SGVCOG). Also includes development of a PreǦapproved Accessory Dwelling Unit (ADU) Program per AB 1332.

C2. Funding Source: 40000 - Capital Projects Fund.

C3. Justification / Rationale: Enhances regulatory compliance, improves customer service, and supports state mandates for housing planning and code modernization. Accela implementation increases staff efficiency and facilitates online services.

C4. Estimated Useful Life: Major software systems: 10+ years. Updated standards: 5–10 years before next statutory revision cycle.

C5. Impact on Operating Budget: Reduces long-term labor costs through automation and improved workflows, supports future housing fee revenue, and avoids state compliance penalties.

D. PUBLIC WORKS – STREET RESURFACING & REHABILITATION PROJECT D1.1 PROJECT DESCRIPTION: Annual Street Improvement Program – This ongoing capital program funds the repair and resurfacing of City streets to maintain safety and extend pavement life. Development Impact Fees will be used to offset a portion of project costs, ensuring that new development contributes its fair share toward infrastructure needs.

D1.2 Funding Source: 34007 - Development Fees – Transportation, 37009 - Local Transit Program / Proposition C, 38005 - Gas Tax Fund, 38007 - Measure R, 38012 - Measure M, 38013 - Road Maintenance And Rehabilitation Account (RMRA), 40000 - Capital Projects Fund D1.3 Justification / Rationale: Repaving and rehabilitation improve pavement D1.3 conditions, enhance safety, reduce future maintenance costs, and lower liability exposure associated with CITY OF SIERRA MADRE FY2024-2025 BUDGET 204

CAPITAL PROJECTS
deteriorated surfaces, aligning projects with adopted pavement management and safety improvement plans.

D1.4 Estimated Useful Life: Typical street resurfacing has a useful life of 15–20 years.

D1.5. Impact on Operating Budget: Reduces future annual maintenance costs by extending pavement life and postponing expensive repairs. Improves utility efficiency through smoother road surfaces, and decreases claims from vehicle and pedestrian incidents.

E. WATER UTILITIES – WATER SYSTEM IMPROVEMENTS
E1. PROJECT DESCRIPTION: Annual Water Main Replacement Program – This recurring capital project addresses the replacement of aging or undersized water mains throughout the City to improve water system reliability, reduce leaks, and support long-term infrastructure sustainability. Cross-County Water Main Lining Project – This project involves installing protective lining within key cross-county water mains that traverse difficult terrain. The lining will enhance pipeline durability, reduce the risk of failures, and extend the service life of critical infrastructure in hard-to-access areas. Water Treatment Plant Generator Replacement – This project will replace the existing non-operational backup generator at the Water Treatment Plant to ensure uninterrupted operations during power outages and enhance system reliability in emergency conditions.

E2. Funding Source: 34009 - Development Fees - Sewer
E3. Justification / Rationale: Replacing aging water mains and rehabilitating wells address regulatory requirements, water loss, and service disruption risks. Lining mains improves corrosion control and system reliability.

E4. Estimated Useful Life: Water mains typically last 50+ years with proper maintenance; lining extends useful life of existing pipes by 20+ years.

E5. Impact on Operating Budget: Reduces emergency repair and water loss costs, extends asset life, and lowers risk of service interruptions.

F. SEWER UTILITIES – INFRASTRUCTURE REPAIRS
F1. PROJECT DESCRIPTION: Wastewater Infrastructure Repair – This project addresses critical repair needs at high-priority locations (“hot spots”) identified in the City’s Sewer Master Plan. Specific segments will be selected based on operational urgency and field assessments conducted by the Sewer Foreman to ensure efficient use of resources and system reliability.

F2. Funding Source: 34009 - Development Fees - Sewer
F3. Justification / Rationale: Timely rehabilitation of sewer infrastructure reduces the risk of system failures, sanitary sewer overflows, and costly emergency repairs. Improvements extend the service life of the sewer network, enhance operational efficiency, and protect public health and the environment. By addressing problem areas proactively, the City also reduces potential liability and aligns work with the adopted Sewer Master Plan and safety improvement goals.

F4. Estimated Useful Life: Sewer line repairs and rehabilitation typically extend service life by 50 years or more, depending on materials used and soil conditions.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 205

CAPITAL PROJECTS
F5. Impact on Operating Budget: Reduces future annual maintenance and emergency response costs by preventing recurring blockages and structural failures. Improves flow efficiency, reduces infiltration and inflow, and minimizes the potential for property damage or regulatory penalties.

G. PUBLIC WORKS – DAPPER FIELD SECURITY LIGHTING
G1.1 PROJECT DESCRIPTION: Field Security Lighting - Acquisition and installation of new, high-efficiency security lighting at Dapper Field to enhance visibility and safety for evening users and deter unauthorized after-hours activities. The project will include pole-mounted fixtures, energy-efficient LED technology, and strategic placement to maximize coverage while minimizing light spillover to surrounding areas.

G1.2 Funding Source: 60001 - Internal Services Fund - Facilities Management G1.3. Justification / Rationale: Enhanced lighting improves park safety by reducing the risk of injury during evening activities, discouraging vandalism and other unauthorized behavior, and supporting extended recreational programming. This initiative aligns with the City’s broader park safety and accessibility improvement goals.

G1.4. Estimated Useful Life: Lighting system: 15–20 years, with scheduled bulb and fixture maintenance.

G1.5 Impact on Operating Budget: Minor increase in utility costs anticipated; however, these are expected to be offset by energy-efficient fixtures, lower vandalism-related repair expenses, and expanded opportunities for evening community use.

G2. PUBLIC WORKS – COMMUNITY RECREATION CENTER UPGRADES G2.1 PROJECT DESCRIPTION: Replacement of the EXISTING BUILDING ELEVATOR and Modernization of Pool Systems at the City-owned Community Recreation Center, located at 611 E. Sierra Madre Boulevard in Sierra Madre and operated by the Pasadena–Sierra Madre YMCA. The project will improve accessibility, enhance aquatic facility performance, and ensure both amenities meet current regulatory and safety standards.

G2.2 Funding Source: 10000 – General Fund Reserves
G2.3 Justification / Rationale: These improvements will bring the facility into compliance with the Americans with Disabilities Act (ADA), meet current safety and accessibility standards, reduce operational risks, and accommodate the growing demand for recreation programs.

G2.4 Estimated Useful Life: Elevator: 25 or more years with routine maintenance. Pool system upgrades: approximately 20 years with proper care.

G2.5 Impact on Operating Budget: Expected to lower maintenance and repair costs, improve energy and water efficiency in pool operations, and support expanded programming and rental opportunities that may generate additional revenue.

G3. PUBLIC WORKS – LIZZY’S TRAIL INN & RICHARDSON HOUSE G3.1 PROJECT DESCRIPTION: Design and construction for the rehabilitation and improvement of the historic Lizzy’s Trail Inn and Richardson House. The project will address structural repairs, ADA-compliant accessibility upgrades, and modernization of building CITY OF SIERRA MADRE FY2024-2025 BUDGET 206

CAPITAL PROJECTS
systems to enhance safety, preserve historical features, and facilitate expanded public programming, tours, and educational use.

G3.2 Funding Source: 60001 - Internal Services Fund - Facilities Management G3.3 Justification / Rationale: This investment preserves two of Sierra Madre’s most significant cultural and historical assets while ensuring compliance with accessibility standards. Restoring and upgrading these facilities will safeguard local heritage, support tourism, and provide enhanced venues for community events, cultural programming, and educational initiatives.

G3.4 Estimated Useful Life: Major structural and systems rehabilitation is expected to provide 30 or more years of service with regular preventive maintenance.

G3.5 Impact on Operating Budget: Modernized systems and durable materials will help reduce ongoing maintenance demands and associated costs. Expanded programming and event capabilities may also generate revenue opportunities to help offset operating expenses.

G4. PUBLIC WORKS – BUS STOP IMPOROVEMENTS
G4.1 PROJECT DESCRIPTION: Active Transportation and Bus Stop Improvements aimed at enhancing safety, accessibility, and comfort for transit riders. Work may include the installation of shelters, seating, lighting, signage, and ADA-compliant access routes to better serve the community’s public transportation needs.

G4.2 Funding Source: 34007 - Development Fees - Transportation G4.3 Justification / Rationale: This project addresses the need for safe, accessible, and user-friendly transit facilities. Upgrades will protect riders from weather, improve accessibility for individuals with disabilities, increase visibility and safety through lighting and signage, and encourage greater use of sustainable transportation options in alignment with the City’s active transportation goals.

G4.4 Estimated Useful Life: Playground and park facility upgrades projected to last 15–20 years before major refurbishment is required.

G4.5 Impact on Operating Budget: Minimal increase in maintenance costs; potential future savings through lower repair frequency and improved energy efficiency.

G5. PUBLIC WORKS – MEMORIAL PARK PUBLIC RESTROOMS
G5.1 PROJECT DESCRIPTION: Remodel of Memorial Park Outside Restrooms to ensure full compliance with the Americans with Disabilities Act (ADA), improve sanitation and hygiene standards, and enhance usability for community members and visitors during City-sponsored events and public gatherings. The project will include accessibility upgrades, fixture replacements, improved ventilation, durable finishes, and water-efficient plumbing to create a cleaner and more functional facility.

G5.2 Funding Source: 60001 - Internal Services Fund - Facilities Management G5.3 Justification / Rationale: The renovation addresses long-standing accessibility deficiencies and outdated infrastructure, improving compliance with federal requirements, supporting public health objectives, and enhancing the overall experience for park users.

Upgraded facilities will encourage greater park usage, improve event capacity, and reflect CITY OF SIERRA MADRE FY2024-2025 BUDGET 207

CAPITAL PROJECTS
positively on the City’s public spaces.

G5.4 Estimated Useful Life: Restroom facility improvements are expected to have a useful life of 20 or more years with regular maintenance.

G5.5 Impact on Operating Budget: Expected to reduce ongoing custodial and repair costs through the use of durable, low-maintenance materials and water-efficient fixtures. Improved energy and water efficiency may also result in lower utility expenses.

LIBRARY – SIERRA MADRE LIBRARY PROJECT
H1.1 PROJECT DESCRIPTION: The Sierra Madre Meaningful Improvements Project encompasses targeted facility upgrades and enhancements across City locations, with a primary focus on library modernization and critical public work’s needs. Planned improvements include renovation, accessibility upgrades, and infrastructure updates to promote community access and long-term sustainability.

H1.2 Funding Source: 29007 - Targeted State Grants - Building Forward Grant, Library, 80000 - Public Works Administration, 90000 - Library Administration.

H1.3 Justification / Rationale: This project resolves critical safety, operational, and regulatory compliance deficiencies. The planned improvements will enhance service delivery, protect public assets, and align with the City’s strategic infrastructure and community service goals. Investments in accessibility, modernization, and facility resilience will also expand community engagement opportunities while meeting state and federal requirements.

H1.4 Estimated Useful Life: Expected lifespan of 25–30 years for major building systems and improvements, with proper maintenance.

H1.5 Impact on Operating Budget: Modest ongoing maintenance obligations are anticipated; however, upgrades are expected to reduce unplanned repairs, lower energy and operational costs, and prevent costly system failures over time.

CITY OF SIERRA MADRE FY2024-2025 BUDGET 208
PROPOSED FY 2025/2026 CAPITAL AND OPERATING PROJECTS
A - DEPT B - Capital Purchase/Projects C - Fund D - Account # E- Carryover from 24/25 F - FY 2025-2026 G- FY 2026- 2027 H - FY 2027- 2028 I - FY 2028- 2029 J - FY 2029- 2030 Street Resurfacing or Replacement
PW Street Rehabilitation Project 37009 - LOCAL TRANSIT PROGRAM/PROP C 37009.85000.56015 $249,200 $249,200 $208,332 $208,332 $208,332 $208,332PW Street Rehabilitation Project 38005 - GAS TAX FUND 38005.83500.56010 $68,700 $75,000 $62,700 $62,700 $62,700 $62,700PW Street Rehabilitation Project 38007 - MEASURE R 38007.83500.56010 $189,000 $180,000 $150,480 $150,480 $150,480 $150,480PW Street Rehabilitation Project 38012 - MEASURE M 38012.83500.56010 $214,000 $225,000 $188,100 $188,100 $188,100 $188,100PW Street Rehabilitation Project 38013 - ROAD

MAINTENANCE AND

REHABILITATION

ACCOUNT (RMRA)
established under SB1
38013.83500.56010 $233,660 $275,000 $229,900 $229,900 $229,900 $229,900 PW Street Rehabilitation Project 34007 - DEVELOPMENT FEES - TRANSPORTATION 34007.83500.56010 $120,000 $31,971 $26,728 $26,728 $26,728 $26,728PW Street Rehabilitation Project 40000 - CAPITAL PROJECTS FUND 40000.83500.56010 $0 $160,000 $133,760 $133,760 $133,760 $133,760 Total Street Resurfacing $1,074,560 $1,196,171 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Water System Improvements
Utilities Water Main Replacement Project 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $392,032 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000Utilities Water Lining 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $110,000 $0 $300,000 $0 $0 Utilities Water Main Plant Generator 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $380,000 $0 $0 $0 $0Utilities PRV Upgrades 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $100,000 $0 $0 Utilities Auburn Steel Tank Rehabilitation 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $300,000 $0 $0Utilities Main Plant Pump Station 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $1,500,000 $0 $0 Total Water System Improvements $882,032 $1,500,000 $3,700,000 $1,500,000 $1,500,000 $1,500,000

WASTEWATER IMPROVEMENTS
Sewer Wastewater Infrastructure Repair 34009 - DEVELOPMENT FEES - SEWER 34009.83500.56010 $158,000 $51,000 $0 $0 Total Wastewater Improvements $158,000 $51,000 $0 $0
Fleet Replacement
PW Tow Behind Air Compressor (Water) 71000 - WATER ENTERPRISE FUND 71000.81100.56011 $20,000 $0 $0 $0PW Dump Truck UNFUNDED $200,000 $0 $0 $0PW Asphalt Roller UNFUNDED $60,000 $0 $0 $0PW Jetter truck (Sewer) 72000 - SEWER 72000.81200.56007 $0 $200,000 $0 $0 PD Police Captain Vehicle UNFUNDED $55,000 $0 $0 $0
FIRE Rescue Ambulance UNFUNDED $0 $0 $0 $0 $300,000FIRE Fire Chief's Vehicle UNFUNDED $100,000 $0 $0 $0FIRE Staff Vehicle UNFUNDED $60,000 Total Fleet Replacement $0 $495,000 $200,000 $0 $0 $300,000 Public Safety
PD Replace Current Portable Radios UNFUNDED $120,000 $120,000 $120,000 $0PD Replace CAD System UNFUNDED $120,000 FIRE Portable Radios UNFUNDED $0 $270,000 $0 $0FIRE Lucas (Lund University Cardiopulmonary Assist System) Device UNFUNDED $0 $25,000 $0 $0FIRE Zoll Monitor UNFUNDED $0 $0 $50,000 Total Public Safety $0 $120,000 $415,000 $290,000 $0 $0 Planning & Community
Preservation
PLANNING City-wide Development Standards and Guidelines UNFUNDED $179,000 $0 $0 $0

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Sierra Madre City CouncilSeptember 23, 2025

Sierra Madre City Council
September 23, 2025