9B
Date: May 5, 2026
To: Honorable Mayor and Members of the City Council
From: Aram Chaparyan, City Manager
Ian Dailey, Finance Director
By: Ian Dailey, Finance Director | [email protected] Subject: City Manager and Finance – Conduct First Public Hearing on Proposed Fiscal Year 2026-27 (FY 2026 -27) Operating Budget and Capital Improvement Plan.
Expenditure: None.
RECOMMENDATION
Recommendation of the City Manager and Finance Director that City Council conduct the first public hearing on the Proposed Fiscal Year 2026-27 (FY 2026-27) Operating Budget and Capital Improvement Plan.
FUNDING
None required.
DISCUSSION
This marks the first of three public hearings to discuss the Proposed Fiscal Year 2026 -2027 Operating Budget and Capital Improvement Plan (Attachment 1). As part of the Fiscal Year 2026- 27 (FY 2026-27) budget planning and development process, two Budget Review Team meetings were held in November 2025 and April 2026 to discuss key performance indicators, current financial trends, staffing needs, status of labor relations efforts, operational efficiencies, capital projects, and multi-year projections.
In January 2026, Finance and City Manager staff met with each city department to identify existing and future capital project needs for inclusion in the Capital Improvement Plan for FY 2026 -27 through FY 2030-31. In February and March 2026, Finance and City Manager staff met with each department again to develop their respective FY 2026-27 operating budgets. Staff utilized a zero- based budgeting strategy and examined all non -wage expenses to properly allocate resources for the coming f iscal year to align w ith departmental goals and objectives, City Council budget priorities, the City’s Strategic Plan, and the needs of the broader Torrance community.
Staff continues to remain focused on transparency and financial stewardship by maintaining the City’s OpenGov interactive reporting platform so that any member of the public can view the City’s budget information. The OpenGov online portal can be accessed by visiting https://www.torranceca.gov/government/finance/opengov
1 City Council
May 5, 2026
At this time, no formal action from City Council is being recommended. Instead, the first public hearing is intended for staff to gather feedback from City Council and members of the public on the proposed FY 2026 -27 Operating Budget and Capital Improvemen t Plan. Staff will return on May 19 and June 9, 2026, to conduct the second and third public hearings, the latter of which will include the recommendation to formally adopt the FY 2026 -27 Operating Budget and Capital Improvement Plan as well as the corresponding resolutions establishing the annual operating and capital expenditure budget appropriations.
ATTACHMENTS
1. Proposed Fiscal Year 2026-27 Operating Budget and Capital Improvement Plan (LIMITED DISTRIBUTION – Available via link)
https://www.torranceca.gov/government/finance/budget-documents
2. Proof of Publication (Materials Available)
2 PROPOSED
OPERATING BUDGET
AND CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2026 - 2027
CITY OF TORRANCE • DEPARTMENT OF FINANCE
SEE WHAT
TORRANCE IS DOING
3 i
Table of Contents
Budget Message ....................................................... 4 Message from the City Manager ............................................... 4 Executive Summary ............................................... 18 Strategic Fiscal Framework .................................................... 18 Citywide Budget Summary .................................................... 20 Fund Balance Summary by Fund ........................................... 25 Citywide Staffing Changes Summary by Fund ...................... 26 Citywide Staffing Changes Summary by Department ........... 26 Non-Wage Program-Level Budget Changes Summary by
Department ............................................................................
27 Five-Year Capital Improvement Plan ..................................... 27 City Overview ........................................................ 31 About Our City ........................................................................ 31 Community Profile ................................................................ . 32 Citywide Organizational Structure ........................................ 34 City Commissions and Advisory Boards ................................ 35 Budget Development ............................................. 36 Budget Process and Timeline ................................................ 36 Budget Priorities ..................................................................... 39 Torrance Strategic Plan.......................................................... 40 Strategic Plan Performance Indicators by Department ........ 53 Areas of Focus ......................................................................... 56 Financial Key Performance Indicators ................................... 59 Economic Outlook .................................................................. 70 Revenues .............................................................. 77 Citywide Revenue Summary by Fund .................................... 77 Citywide Revenue Summary by Classification ...................... 78 General Fund-Operating Fund Revenue Summary by
Classification ..........................................................................
80 General Fund-Measure SST Fund Revenue Summary by
Classification ..........................................................................
84 Expenditures ......................................................... 86 Citywide Expenditures Summary by Fund ............................ 86 Citywide Expenditures Summary by Classification ............... 88 Citywide Expenditures Summary by Department ................. 89 Staffing Changes Summary by Department .......................... 89 Non-Wage Program-Level Budget Changes Summary by
Department ............................................................................
92 General Fund-Operating Fund Expenditures Summary by
Department ............................................................................
93 General Fund-Operating Fund Expenditure Summary by
Classification ..........................................................................
93 General Fund-Measure SST Fund Expenditure Summary by Classification ..........................................................................
94 Departments ......................................................... 95 City Attorney ........................................................................... 95 City Clerk................................................................................. 97 City Council ............................................................................ 99 City Manager ........................................................................ 101 City Treasurer ....................................................................... 104 Community Development ................................................... 106 Community Services ............................................................ 113 Finance ................................................................................. 117 Fire ....................................................................................... 121 General Services .................................................................. 124 Human Resources ................................................................ 131 Information Technology ...................................................... 134 Police .................................................................................... 138 Public Works ........................................................................ 142 Transit .................................................................................. 149 Non-Departmental ............................................................... 153 Five-Year Fund Projections ................................... 158 General Fund ........................................................................ 158 Airport Fund ......................................................................... 160 Sanitation Fund ................................................................... 160 Sewer Fund .......................................................................... 161 Transit Fund ......................................................................... 162 Water Fund ........................................................................... 163 Fleet Services Fund .............................................................. 163 Self-Insurance Fund ............................................................. 164 Non-Major Governmental Funds ......................................... 165 Capital Improvement Plan .................................... 167 CIP Structure ........................................................................ 167 Budget Process .................................................................... 168 CIP Summary by Project Type ............................................. 169 CIP Summary by Funding Source ........................................ 170 Measure SST ......................................................................... 171 Parks..................................................................................... 172 Facilities ............................................................................... 177 IT Infrastructure ................................................................... 182 Public Right of Way (Streets) ............................................... 183 Sewer/Water Utilities ........................................................... 188 Storm Drains/Basins ............................................................ 192 Operating Projects ............................................................... 193 Other Projects ...................................................................... 198 Appendix ............................................................. 199 Classification of Funds ......................................................... 199 Employee Compensation and Benefits ............................... 200 Fiscal Policies ....................................................................... 204 Debt Policies ........................................................................ 212 Investment Policy ................................................................ 215 Debt Financing Information ................................................ 216 Credit Ratings....................................................................... 219 Debt Service Schedules ....................................................... 220 Glossary .............................................................. 227 Acronyms ............................................................ 233 4 ii
Last year’s Adopted Fiscal Year 2025-27 Operating Budget and Capital Improvement Plan received an award from the Government Finance Officers Association of the United States and Canada (GFOA).
The GFOA presented the Distinguished Budget Presentation Award to the City of Torrance for its annual budget document for the fiscal year beginning July 1, 202 5. To receive this award, a governmental entity must publish a budget document that acts as a policy document, operations guide, financial plan, and communicati ons device. This award is valid for a period of one year. In preparing the Adopted
Fiscal Year 202 6-27 Operating Budget and Capital Improvement Plan, staff have once again followed the GFOA’s program rating criteria. This document will be submitted for award consideration for the period beginning July 1, 202
6 .
5 iii
Additionally, last year’s Adopted Fiscal Year 2025-27 Operating Budget and Capital Improvement Plan also received an award from the California Society of Municipal Finance Officers (CSMFO). The CSMFO presented the Operating Budget Excellence Award to the City of Torrance for its annual budget document for the fiscal year beginning July 1, 2025. This award recognizes public sector agencies with well-presented budget documents, best practices, processes, and procedures and is valid for a one - year period. In preparing the
Adopted
Fiscal Year
202
6 -27 Operating Budget and Capital Improvement
Plan, staff have once again followed the CSMFO’s program rating criteria. This document will be submitted for award consideration for the period beginning July 1, 202
6 .
6 BUDGET MESSAGE
7 4
Budget Message
Message from the City Manager
To Mayor, City Council, and the Torrance Community,
I am pleased to present the Proposed Fiscal Year (FY) 2026
–
27 Operating Budget and Capital
Improvement Plan. This balanced and forward -looking financial plan reflects the City’s unwavering commitment to fiscal stewardship, transparency, and continued investment , while sustaining the high
-
quality services that define
Torrance.
A Strong and Stable Position: Torrance continues to demonstrate exceptional financial resilience in an evolving economic environment. Rising property values, sustained development activity, and continued investment in revitalization and beautification efforts underscore the City’s stro ng economic foundation and positive trajectory.
Our financial position is the result of deliberate, disciplined decision -making by the Mayor and City Council over the last six years —
prioritizing sustainability,
building
prudent reserves, and aligning
resources with community priorities.
Strategic Fiscal Framework: The proposed $583.4 million operating budget (of which $367.6 million relates to the General Fund) and $286
.4
million capital budget are grounded in a
comprehensive fiscal framework that ensures alignment between resources and outcomes. This includes:
•
The City’s Strategic Plan and City Council adopted priorities •
Established Fiscal Policies
•
Financial and Strategic Plan
Key Performance Indicators (KPIs)
•
Long-term financial forecasting
A key advancement in this budget is the introduction of a
General Fund Capital Contribution Policy
,
establishing a target of
5%
(aspiring to 7.5%) of General Fund Operating Fund revenues. Based on the proposed budget this
translates
to a
contribution
ranging between $16.1 million (5%) and $
24.1 million (7.5%) . This policy aligns Torrance with leading AAA
-
rated municipalities nationwide and
ensures a disciplined, consistent approach to maintaining and improving City assets.
8 5
Understanding Our Financial Approach: The proposed budget reflects a strategic and measured use of accumulated resources to address current needs while preserving long -term fiscal strength.
Citywide, the
operating
budget adds approximately $5.9 million to the overall fund balance, resulting in a total of $465.5 million
. Targeted uses of fund balance include:
•
General Fund Operating Fund:
A $2.0 million investment in critical sidewalk improvements that enhance safety and mitigate long-term liabilities while still increasing the City’s Economic Anomaly Reserve
•
General Fund Restricted Fund:
A
$8.0 million draw to stabilize rising retirement costs and smooth budget impacts
•
Transit Fund: A measured use of
$6.0
million, largely attributable to non -cash depreciation ($4.7 million ) covered through non -operating federal grants , with a net impact of
$1.3
million.
These investments are partially offset by planned
surpluses
in other funds
including $1.9 million for
the General Fund Assigned Fund, $1.3 million for the
Sanitation
Fund, $3.5 million for the
Sewer
Fund,
$
8.6 million
for the
Water
Fund
,
and
$2.5
million
for the Fleet Services Fund.
Looking Ahead - Managing Risk with Discipline:
While the City’s financial position remains strong,
the outlook requires continued vigilance. Economic uncertainty driven by global conditions, federal trade policy, and monetary shifts may impact revenues and investment performance. At the same time, stru ctural cost pressures (including labor and pension obligations ) continue to require proactive management. The City’s Revenue Trends KPI remaining in the “yellow” category reinforces the need for ongoing fiscal
discipline.
Proactive Financial Management: Torrance is well-positioned to navigate these challenges due to strong foundational policies and forward-looking planning:
•
The Economic Anomaly Reserve stands at 21.6% of expenditures (or $69.9 million), which is above policy thresholds (20%)
and is projected to grow annually
•
The
10 -
year financial forecast
demonstrates long
-term structural balance
•
The
Pension Prefunding Trust
mitigates volatility in retirement costs
•
A
diversified revenue base
, with property tax now exceeding sales tax, enhances stability
Equally important, the City’s commitment to transparency and performance monitoring ensures emerging issues are identified early and addressed strategically , minimizing impacts
on
service
delivery
.
9 6
Investing in Community Priorities : The budget advances City Council priorities through targeted investments in public safety and emergency preparedness;
i
nfrastructure maintenance and capital
improvements; technology modernization and AI-enabled efficiencies;
z
ero-emission fleet transition;
homelessness response and community services; and workforce recruitment and retention. These investments reflect a balanced approach—
enhancing service delivery today while reducing long
-term
costs and liabilities.
Budget Overview
Across all departments, funds, and programs, the proposed FY 2026–27 citywide operating budget totals $583.4 million. Of this amount,
$3
67 .
6 million is allocated to the General Fund to support core public services such as public safety, community development, parks and recreation, and public works. A summary breakdown of the City’s overall expenditure budget by the main fund categories is shown below:
In addition to the operating budget, the
adopted
five-year Capital Improvement Plan
provides
$286.4
million in critical funding for infrastructure investments, with $ 61.5 million being
adopted
for
appropriation in FY 202
6 -27. These investments support the maintenance and modernization of public facilities, utilities, and other essential city assets.
10 7
The proposed FY 202 6 -27 operating budget reflects a net de crease of 9 .20 full-time equivalent (FTE) positions citywide, totaling approximately $ 926,000
savings. Details of all staffing changes are
provided in the
Expenditures
section of this
document.
In addition to staffing adjustments,
the
proposed operating budget includes a reduction of ($249
,000
)
reflecting prudent financial planning with targeted investments aligned with City Council budget priorities
that are
offset
by program changes and new funding
sources
. These include:
•
$250,000 increase for additional land lease audit support from outside firms to ensure City revenues are accurate and leaseholders
are accountable to lease terms
•
$25,000 increase
for a third -party oversight function of the
City Treasurer
’
s Office ’s daily
operations
•
$475,000 increase
due to an enhancement of the Public
Provider
Ground Emergency Medical
Transportation (PP-GEMT) Intergovernmental Transfer (IGT) Program, which
also generates
an additional $800,000 in revenues.
•
$30
,000 increase
for managed printing services
to improve efficiency
with better cost control
•
$501,000 increase
for a new computer -aided public safety dispatch system with Versaterm, which will be partially offset in FY 2027 -28 when the transition from the legacy system is completed.
•
$500,000
increase
for citywide sidewalk ramping and grinding, improving accessibility and reducing long-term risk exposure
•
($430,000
) reduction
due to discontinuation of the Section 8 Emergency Housing Voucher program, which leaves about 3 months in the budget
•
$100,000
increase
for a complete route review and GPS daily tracking for residential refuse collection services
to enhance operational efficiency and cost
effectiveness
•
($1.7 million) reduction for Connect Torrance Micro Transit Services, as a
new grant currently
pending award is anticipated to cover 9 months of the FY 2026 -27 operating costs outside of the operating budget, for a total of 24 months of operating the service.
These investments reflect a continued commitment to operational excellence and the proactive management of City assets and services.
Economic Conditions and Revenue Outlook
As the City transitions into FY 202 6 -27, economic conditions are expected to remain stable , with modest revenue growth
projected
. Following a period of strong post -pandemic recovery,
the City
experienced several years of declining sales tax revenues; however, recent trends indicate early signs 11 8
of stabilization. In response, the City is maintaining a prudent and forward -looking approach to financial planning, with a continued focus on protecting long -term fiscal sustainability amid an evolving economic environment.
The General Fund Operating
Fund
Budget remains significantly reliant on tax revenues, which comprise 64.0% of total projected revenues —$205.5 million of the $321.3 million total —
for FY 2026
–
27. Overall tax revenues are expected to increase modestly by $1.7 million ( +0.8%). This limited growth reflects a cautious outlook, influenced in part by downward adjustments in Utility Users’ Tax and Construction Tax projections.
While total tax revenues are anticipated to remain relatively flat compared to the prior fiscal year, Property Tax continues to serve as a stable and growing revenue source. Property Tax revenue is projected to increase by
$2.1 million (
+3.0%) in FY 2026
–
27 and, for the fourth consecutive year, will
exceed Sales Tax as the City’s largest revenue source by approximately $11.0 million. According to the City’s property tax consultant, HdL Coren & Cone,
the
taxable assessed valuation in Torrance
increased by 4. 6%, from $40.2 billion to $42.1 billion, placing the City among the top eight highest - assessed jurisdictions in Los Angeles County . The growth experienced in Torrance
outpaces peer
communities coming in at 5th place in the County indicating that Torrance will improve its overall rank over time if it continues . This growth has been driven primarily by the residential sector, which contributed $1.4 billion in additional assessed value despite fluctuations in mortgage rates tied to federal interest rate polici
es and broader global economic conditions. Continued property turnover under Proposition 13, along with ongoing residential development, is expected to further support the City’s property tax base.
In contrast, Sales Tax revenues continue to face headwinds. After peaking at $63.6 million in FY 2021
–
22, Sales Tax is projected at $63.2 million in the FY 2026
–
27 and has experienced very limited growth
in the intervening years. While FY 2025 –26 is anticipated to reflect the first year of modest growth since the peak, the City continues to budget conservatively due to ongoing volatility and the sensitivity of this revenue stream to broader economic conditions.
An analysis of the most recent 12 months of available data for Sales Tax
compared to the prior year
indicates relatively flat overall performance, with notable variation across sectors. Growth has been observed in Los Angeles County Pool allocations and the
General
and Consumer Goods sector, each
increasing by approximately 9%. These gains, however, have been partially offset by declines in the Business and Industry segment (down 35%) and Autos and Transportation (down 3%). Looking ahead, a gradual recovery in Sales Tax is anticipated, supported by expected increases in County Pool 12 9
remittances as well as improvements in the Restaurants and Hotels and Autos and Transportation sectors.
Despite these near-term challenges, Torrance benefits from a highly diversified sales tax base, which provides an important buffer against economic volatility. The City’s top 25 sales tax producers account for 38% of total receipts, while the top 100 accou nt for 64%, reducing reliance on any single taxpayer or industry. Torrance also continues to demonstrate strong relative performance, ranking in the top 5% statewide (ranked 22) and third in Los Angeles County, behind only the Cities of Los Angeles and Long Beach.
In addition to local economic trends, broader external factors continue to introduce uncertainty into the City’s financial outlook. Federal trade policy developments, including new or adjusted tariffs, as well as ongoing global conflicts, have contributed
to volatility in financial markets. These conditions
may impact the City’s direct investment returns and influence the performance of the CalPERS pension system, which remains sensitive to market fluctuations. Continued monitoring of these external factors will be critical to ensure the City can respond strategically to inflationary pressures, supply chain disruptions, and potential impacts to revenue and investment performance.
A summary breakdown of the citywide revenue budget by fund categories is provided below:
13 10
Legislative Environment and Advocacy
The City of Torrance actively monitors federal and state legislation and engages in targeted advocacy to secure funding and shape policy in alignment with local priorities. The City’s Legislative Platform, approved by the City Council, serves as a strategi c framework to guide these efforts and ensures timely, coordinated responses to legislative developments that may impact municipal operations and service delivery.
A significant new legislative requirement affecting the City is Assembly Bill 339 (AB 339), which amends the Meyers -Milias-Brown Act and bec ame effective January 1, 2026. This legislation introduces new procedural requirements related to the City’s procurement processes. Specifically, it requires public agencies to provide a minimum of 45 days’ advance notice to impacted labor organizations prior to issuing a Request for Proposals (RFP), Request for Quotes (RFQ), or Invitation for Bids (IFB), as well as pr ior to amending an existing agreement to extend its term or increase funding.
While the law includes limited exceptions —primarily in emergency situations —
it also provides
exemptions for certain types of contracts, including:
1. Contracts for construction, alteration, demolition, installation, repair, or maintenance work covered under specified sections of the Labor Code, as well as contracts for highly specialized data, software, or services directly supporting such work; and
2. Contracts related to the planning, design, administration, oversight, review, or delivery of public works projects, or the development of residential, commercial, industrial , or other infrastructure projects subject to adopted
uniform codes or
standards
.
In addition to responding to regulatory changes, the City continues to advocate for priority funding opportunities at both the state and federal levels to support key initiatives and reduce pressure on the General Fund. For FY 2026
–
27, the City Council and
staff are pursuing funding for several high
-
impact projects, including:
•
Regional Emergency Preparedness and Response Enhancements ($900,000):
Funding to
modernize the Police Department’s 911 Communications Center, including replacement of aging dispatch consoles, upgrades to facility infrastructure such as flooring, and improvements to ergonomic and ADA -compliant workspaces. This request also in cludes the acquisition of a medically equipped armored rescue vehicle (MedCat) to enhance emergency response capabilities during critical incidents.
14 11
• Continuation of Community Wellness Investment ($3.0 million) : Support for the multi - phase park improvement initiative at Columbia Park , beginning with the World War II Camp Wall Monument, and expanding to include ADA
-
accessible pedestrian pathways, shaded
picnic areas, and enhanced community gathering spaces.
•
El Nido Community Resilience and Recreation Hub Improvements ($3.0 million):
Funding
to advance the partnership between the City and Torrance Unified School District to fully redevelop El Nido Park into a modern, resilient community asset.
Beyond funding advocacy, the City is also focused on legislative efforts that strengthen long -term fiscal sustainability and cost recovery. The City has submitted a letter of support for Senate Bill 922 (SB 922), which proposes revisions to the Vehicle Code to clarify local authority to impose pavement impact fees on private waste haulers. This change would provide an additional mechanism to offset infrastructure wear and
enhance
ongoing investment in the City’s pavement program.
Additionally, the City continues to prioritize legislative reforms related to liability and workers’ compensation. These areas have experienced significant cost growth in recent years, and targeted reforms are essential to mitigating long-term financial impacts on the City’s budget.
Major Development Projects
The City continues to experience strong development activity across residential, commercial, and industrial sectors, reflecting sustained investor confidence and overall community vitality. In calendar year 2025, the Community Development Department processed approximately $173 million in permit valuations. While this represents a decrease from $222 million in 2024, it remains above the $157 million recorded in 2023, indicating continued investment and a stable development pipeline.
These projects are contributing to the expansion of the City’s tax base while delivering new housing opportunities, supporting commercial activity, and reinforcing long -term economic growth. Major development projects currently underway or in progress include:
•
Gable House Redevelopment Project (22501 Hawthorne Boulevard) : 218 mixed -income apartments with 12,000 sq. ft. of commercial space; construction underway
.
•
Del Amo Circle Apartments (21507 Hawthorne Boulevard) : 200
-
unit, five -story complex
with rooftop amenities; construction underway.
•
Lennar Homes (21515 Madrona Avenue):
274
-
unit townhome community; in
construction
.
•
Rose Equities (2325 Crenshaw Boulevard) : 272
-
unit condominium complex with
subterranean
parking; in plan check phase
.
15 12
• City Ventures (1407 - 1455 Crenshaw Boulevard) : 35 - unit townhome development; in plan check phase.
•
Prologis (Northeast corner of Prairie/Madrona Avenue and Del Amo Boulevard) : 403,000 sq. ft. industrial warehouse with office space; in entitlement phase
.
•
Torrance Gateway (Sares Regis Phase III ): construction of five light industrial warehouse buildings; in plan check phase.
Collectively, these projects align with the City’s strategic objectives of promoting sustainable and balanced growth, supporting job creation, and expanding housing availability. This is particularly important as the City works to address a long-term trend
of population decline experienced over the
past decade.
In addition to their immediate economic impact, these developments are expected to generate ongoing property tax growth and contribute to the City’s long -term fiscal resilience, further strengthening Torrance’s position as a desirable place to live, work,
and invest.
Economic Development Highlights
The City of Torrance continues to advance a proactive and strategic approach to business attraction, retention, and economic revitalization. While the national retail environment continues to face headwinds, Torrance has demonstrated resilience, particularly at the Del Amo Fashion Center, which continues to attract and retain high
-
performing tenants. Recent additions such as Aritzia Women’s Fashion, Mumu Hot Pot, Origami Handroll, Bacio di Latte, BYLT Premium Basics, and Pop Mart Toys reflect the City’s ability to remain competitive and responsive to evolving consumer trends.
Beyond retail, Torrance continues to attract innovative companies across a diverse range of industries, further strengthening the local economy and supporting high
-
quality job growth. Recent
additions include:
•
Castelion: Focused on the development of affordable, rapidly produced hypersonic defense technologies to support national security initiatives
•
Flightwave: A manufacturer of vertical takeoff and landing tricopter drones used for mapping, surveillance, and defense applications
•
Heart Aerospace: A leader in hybrid-electric aviation, developing sustainable 30-seat regional aircraft designed to reduce emissions in short-haul air travel
16 13
The City is also strengthening its position in the global economy by leveraging relationships with Friendship Cities, the Los Angeles Consular Corps, and international trade organizations to attract foreign direct investment. Programs such as the Business
Attraction Incentive (BAIT) Program and the
Commercial Façade Improvement Program continue to support both business growth and community revitalization. Most recently, the BAIT Program played a key role in retaining Hadrian, an advanced manufacturing compa
ny specializing in precision components for the aerospace and defense industries, ensuring its continued presence and expansion in Torrance.
At the local level, the City continues to invest in placemaking and the vitality of Downtown Torrance.
Recent enhancements include the implementation of a new Downtown banner program, with additional seasonal activations planned throughout the year. Public Works has also completed median improvements along Cabrillo Avenue, contributing to the aesthetic and functional appeal of the area. Looking ahead, the City will host two FIFA World Cup watch parties in Downtown Torrance during June and July, creating opp ortunities to draw visitors, support local businesses, and further activate the downtown district.
Community Areas of Focus
Responsible Use of Artificial Intelligence in Government
The City continues to take a deliberate and thoughtful approach to the integration of artificial intelligence (AI) into municipal operations. The Information Technology Governance Committee meets regularly to provide policy direction and oversight for city wide technology initiatives. Most recently, the Committee has initiated the
review
of a formal AI policy to guide responsible
implementation across City functions.
In parallel, staff are actively evaluating potential AI applications, including website -based chatbots and other tools designed to enhance service delivery, improve operational efficiency, and support the City’s workforce. As a member of the GovAI Coalitio n, Torrance continues to collaborate with peer agencies and incorporate emerging best practices to ensure AI is implemented in a manner that is both effective and aligned with public sector values.
Community Engagement
In August 2024, the City conducted a statistically valid community survey to better understand how residents and businesses prefer to engage with City services and communications. The results provided valuable insight into both preferred communication channels and areas for improvement.
17 14
Survey findings indicate a strong preference for digital platforms, with YouTube ranking highest, followed by Instagram and Facebook. TorranceAlerts was also identified as a highly valued and trusted communication tool, ranking just above the City’s websit e. At the same time, usage of the City’s website remains relatively infrequent, suggesting a need for improved usability, navigation, and overall user experience.
Among those who do utilize the website, the most sought -after information includes public safety updates; essential municipal services such as trash collection, street sweeping, and water services; City events; current issues of interest; and Recreation pr ogram offerings. These insights are directly informing the City’s approach to digital service delivery. The launch of a new city website
aimed at
addressing these items is structured in three phases, with Phase I anticipated to go live in May 2026, followed by the
City
’s remaining
subsites.
Consistent with this theme, staff implemented
digital online business license
and permit
application
portals in early 2026
.
Additionally, staff
are
actively working on improving the facility and space rental process through the development of a centralized, customer-focused booking system. This initiative is designed to provide a “one
-
stop shop” experience, eliminating the need for users to navigate multiple departments or processes. In addition to improving customer convenience, this effort is expected to enhance operational efficiency and support revenue generation.
To further support data
-
driven decision-making, the City continues to leverage tools such as ZenCity and Placer.ai, which provide insights into community sentiment and visitation patterns through social listening and aggregated mobility data.
Homelessness
The City of Torrance continues to implement a comprehensive and compassionate approach to addressing homelessness, balancing service delivery with public safety and community concerns.
The 3290 Temporary Housing Village, operated by Harbor Interfaith Servi ces, remains a central component of this strategy and continues to operate at full capacity.
The facility includes:
•
Forty 64
-
square-foot temporary housing units (tiny homes)
•
One guard booth
•
Three 100-square-foot staff trailers
•
Two restroom and shower facilities (including one ADA-accessible unit) •
A dedicated laundry facility
18 15
In addition to interim housing, the City’s Street Outreach Program — now operating six days per week—
has successfully
connected 108 individuals to permanent housing solutions since 2021. These efforts are coordinated through the City’s Homeless Response Team, led by the City Manager’s Office, which facilitates cross-departmental collaboration and regional partnerships.
The City remains committed to addressing the needs of all community members. Through the coordinated efforts of the Torrance Police Department’s Community Lead Officers and the City’s Outreach Coordinators, staff respond to concerns from residents and busi nesses by offering supportive services, addressing encampments, and maintaining public spaces.
Police Department and California
Department of Justice and Collaborative Reform
The Torrance Police Department continues to make meaningful progress in its collaborative reform efforts with the California Department of Justice, with a focus on strengthening public safety outcomes while fostering trust and accountability within the community.
Investments in training, technology, and community engagement are central to this effort and are designed to enhance the effectiveness of law enforcement operations while reinforcing the principles of 21st Century Policing. The Department remains committed to equipping officers with the tools, resources, and training necessary to uphold the highest standards of professionalism. Key technology investments supporting this work include:
•
Implementation of a new
Computer
-Aided Dispatch (CAD) system, which is fully funded
•
Implementation of a new
Records Management System (RMS)
, with funding included in the
proposed budget
•
Completion of the deployment of new
Mobile Data Computers (MDCs)
across the
Department
These initiatives will improve operational efficiency, enhance data capabilities, and support more effective service delivery to the community.
Building Organizational Resilience and Future Leadership The City's ability to deliver consistent, high-quality services over the long term depends on a strong, well-prepared workforce and a deliberate approach to organizational development. Over the past five years, the City has made significant investments in
building internal capacity, advancing
leadership development, and preparing the next generation of municipal leaders. The Mary K.
Giordano (MKG) Leadership Academy has graduated more than 100 employees across all departments, creating a shared foundation o f leadership, collaboration, and innovation. The 19 16
Torrance Management Assistant Program (MAP) has also emerged as one of the City's most successful workforce development initiatives, with participants placed across more than a dozen departments in a structured, cohort -based framework that accelerates prof essional growth, strengthens cross - departmental collaboration, and builds a sustainable pipeline of future managers and executives.
MAP participants have consistently advanced into higher -level positions throughout the organization, demonstrating the program's effectiveness in preparing the next generation of public service leaders. These initiatives establish a clearly defined progression from entry-level to executive leadership, give every employee a clear
path
to their next opportunity, and reinforce Torrance's
position as an Employer of Choice. The budget also sustains investment in leadership development, professional training, and executive onboarding
—
supporting continuity of operations, preserving
institutional knowledge through anticipated retirements, and advancing the City Council's priorities around right-sizing staffing, operational excellence, and long-term organizational resilience.
Del Amo Fashion Center Youth Supervision Policy
The City continues to invest in maintaining a safe, welcoming shopping environment that supports tenant performance and consumer confidence. The Del Amo Fashion Center Youth Supervision Policy, implemented in partnership with Simon Property Group and the Po lice Department, remains in full operation leveraging existing city resources with a total investment of approximately $ 1.1 million each year. Since implementation, the policy has supported a more consistent, family-friendly environment at the Center and
contributed to its continued ability to attract high
-performing tenants.
Conclusion : A Vision for a Resilient Future
As Torrance enters FY 2026 – 27, the City remains grounded in a commitment to fiscal discipline, community-focused investment, and long -term sustainability. While economic conditions continue to present challenges , the proposed budget reflects a deliberate and balanced approach that safeguards financial stability while advancing the priorities of our community. Torrance is well - positioned not only to navigate uncertainty, but to build upon its momentum. The City’s strong reserves, disciplined fiscal policies, and sustained investment in infrastructure, economic development, and c ore services reflect a clear and consistent trajectory —
one defined by stability,
adaptability, and forward progress.
The City continues to pursue operational improvements that enhance efficiency and deliver lasting value. The Capital Improvement Plan, informed by a comprehensive assessment of facility and infrastructure conditions, prioritizes essential investments in AD A accessibility, seismic safety, and the long
-
term preservation of City assets. In parallel, the upcoming Parks Master Plan will help shape 20 17
a strategic vision for future recreational investments, ensuring that community input plays a central role in defining Torrance’s public spaces for years to come.
It is my privilege to present a budget that reflects confidence in our approach and a steadfast commitment to responsible governance. I extend my sincere appreciation to the Mayor and City Council for your leadership, to City staff for your continued dedic ation, and to our residents and business community for your ongoing partnership. With a strong financial foundation, a clear strategic direction, and significant investments underway, Torrance is on a positive and sustainable trajectory.
Sincerely,
Aram Chaparyan
City Manager
21 EXECUTIVE
SUMMARY
22 18
Executive Summary
Strategic Fiscal Framework
The City’s fiscal planning process is guided by a combination of the City’s Strategic Plan , annual budget priorities, and
key performance indicators
. Together, these elements provide a
comprehensive framework to ensure that the City’s financial resources are allocated in alignment with community needs and policy direction set by the City Council. The
Proposed
Fiscal Year 2026–
2027 Operating Budget and Capital Improvement Plan was developed within this framework to support continued progress on key priorities and organizational goals.
Strategic Plan
Adopted on May 18, 2021, the City’s 10
-
year Strategic Plan outlines eleven strategic priorities that continue to guide City operations and resource allocations. To support progress tracking and transparency, the City utilizes AchieveIt, an automated software platform that publishes live updates to a publicly accessible dashboard on the City’s website.
As of the most recent Strategic Plan Committee meeting on November
13 , 2025, staff reported that
out of the 249 sub-goals included in the plan,
209
have been completed,
40 are on track, and none are
pending initiation /late. Staff have employed a “tags” methodology to ensure that high
-
impact
projects contribute to multiple strategic objectives, thereby maximizing efficiency and measurable outcomes. Semi-annual updates to the City Council Strategic Plan Committee continue to
serve as a
mechanism for monitorin g progress and maintaining accountability. Staff has completed the statistically valid mid-cycle survey
that
evaluates progress on the City’s Strategic Plan and is planning on presenting the completed report to the Strategic Plan Committee during the
ir next update
.
Budget Priorities
Each year, the Finance and Governmental Operations Committee and City Council establish budget priorities to guide the development of the annual budget. These priorities serve as a roadmap for aligning departmental initiatives with broader City objectives. For the FY 202 6-27 budget cycle, the City has maintained its commitment to the
11 adopted priorities outlined in the
Budget Development
section of this document. These priorities provide continuity and ensure that financial planning supports key strategic
outcomes.
Key Performance Indicators
The City monitors two complementary sets of Key Performance Indicators (KPIs) to assess operational effectiveness and fiscal health. The first set evaluates departmental outcomes in relation 23 19
to the Strategic Plan, ensuring that service delivery is both effective and aligned with community expectations.
The second set includes ten Financial KPIs that use audited financial data to provide a dashboard view of the City’s fiscal condition. Each indicator is assigned a status of red (fail), yellow (monitor), or green (pass). Since FY
2020
-
21 , the City has made notable improvements: transitioning from
only two
indicators in the
green
category to now having six
in green,
one
in yellow, and three in red. However,
the Revenue Trends indicator recently shifted from green to yellow, signaling the need
to more
carefully balance fiscal discipline
with maintaining service levels and asset integrity. These key performance indicators can be found in the
summary table below:
As shown above, the
Capital Asset Condition indicator recently shifted from yellow to green , as a
result of the continued investment into the City’s capital assets , especially in vehicles and infrastructure to maintain service levels and asset integrity. Additionally, Staff is closely monitoring the yellow
status
for Revenue Trends indicator prioritizing budget recommendations
of
conservative
revenue projections
and living within the City’s
revenue constraints
.
Financial Key Performance Indicators FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Revenue Trends ● ● ● ● ●
Net True Operating Surplus/(Deficit) ● ● ● ● ●
General Fund Unrestricted Fund Balance ● ● ● ● ●
Liquidity ● ● ● ● ●
Pension Obligations ● ● ● ● ●
Debt Burden ● ● ● ● ●
Pension Funded Status ● ● ● ● ●
OPEB Funded Status ● ● ● ● ●
Self Insurance Funded Status ● ● ● ● ●
Capital Asset Condition ● ● ● ● ●
24 20
Citywide Budget Summary
Citywide Revenue & Expenditure Budget Summary
Fund
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
General Fund-Operating Fund 279,771,398 278,125,855 306,707,470 303,509,688 321,333,802 17,824,114 5.9% General Fund-Measure SST 18,064,595
25,577,251 25,685,176 26,183,606 27,279,846 1,096,240 4.2% General Fund -Restricted 2,452,282 24,831,321
13,567,049 4,416,579 4,791,889 375,310 8.5% General Fund-Assigned 2,195,940 10,852,404 10,930,500 7,111,091 6,419,911 (691,180) -9.7% Total General Fund 302,484,215$ 339,386,831$ 356,890,195$ 341,220,964$ 359,825,448$ 18,604,484$ 5.5% AQMD Fund 198,640 206,313 202,627 211,134 207,063 (4,071) -1.9% Debt Service Fund 22,099,220
22,593,694 23,101,675 23,625,753
24,154,567 528,814 2.2%
Low Mod Fund 1,429,993 168,411 21,967 - 228,623 228,623 0.0% Meadow Park Parking Lot District 152,866 50,248 58,145 41,205 50,000 8,795 21.3% Section 8 Housing 6,823,779 8,312,839 8,852,610 9,685,309 9,084,600 (600,709) -6.2% Street Lighting Fund 1,710,391 1,846,644 1,882,097 1,937,828 1,918,250 (19,578) -1.0% Traffic Safety Fund - 82,366 56,611 70,950 55,000 (15,950) -22.5% Vanpool Fund 240,548 210,074 240,470 261,749 179,314 (82,435) -31.5% Total Nonmajor Governmental Funds 32,655,437$ 33,470,589$ 34,416,202$ 35,833,928$ 35,877,417$ 43,489$ 0.1% Airport Fund 23,886,882
20,292,508 38,436,913 21,920,724
6,459,908 (15,460,816) -70.5%
Sanitation Fund 16,649,110 26,869,749 18,600,946 18,993,739 21,341,105 2,347,366 12.4% Sewer Fund 6,569,643 8,050,200 8,243,609 8,201,108 8,593,241 392,133 4.8% Transit Fund 35,962,667 32,367,583 36,546,928
38,508,429 43,116,666
4,608,237 12.0%
Water Fund 55,377,877
56,262,311 59,776,150
61,768,887 65,591,352
3,822,465 6.2%
Total Enterprise Funds 138,446,179$ 143,842,351$ 161,604,546$ 149,392,887$ 145,102,272$ (4,290,615)$ -2.9% Fleet Services Fund 25,854,360 13,976,328 13,676,686 15,074,962 17,200,930 2,125,968 14.1% Self-Insurance Fund 24,309,720 23,070,807 23,974,728 24,178,667
26,890,010 2,711,343 11.2%
Total Internal Service Funds 50,164,080$ 37,047,135$ 37,651,414$ 39,253,629$ 44,090,940$ 4,837,311$ 12.3% Redevelopment Agency Fund 3,597,670 4,318,282 4,175,440 4,339,486 4,351,081 11,595 0.3% Total Fiduciary Funds 3,597,670$ 4,318,282$ 4,175,440$ 4,339,486$ 4,351,081$ 11,595$ 0.3% Total Revenues 527,347,581$ 558,065,188$ 594,737,797$ 570,040,894$ 589,247,158$ 19,206,264$ 3.4% Fund
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
FY 2026-27
Revenue Less
Expenditures
General Fund-Operating Fund 261,591,946 271,219,956 293,190,318 311,565,818 323,333,802 11,767,984 3.8% (2,000,000) General Fund-Measure SST 17,550,521 21,467,564 26,349,170 26,183,606 27,279,846 1,096,240 4.2% - General Fund -Restricted (799,059) 601,045 378,227 7,535,387 12,387,318 4,851,931 64.4% (7,595,429) General Fund-Assigned 1,719,594 4,211,216 6,306,488 7,517,299 4,563,239 (2,954,060) -39.3% 1,856,672 Total General Fund 280,063,002$ 297,499,781$ 326,224,203$ 352,802,110$ 367,564,205$ 14,762,095$ 4.2% (7,738,757)$ AQMD Fund 185,581 154,656 230,892 360,478 181,142 (179,336) -49.7% 25,921 Debt Service Fund 22,098,251 22,593,178 23,107,338 23,625,753 24,154,567 528,814 2.2% - Low Mod Fund 56,255 54,794 59,827 70,338 47,159 (23,179) -33.0% 181,464 Meadow Park Parking Lot District 24,967 24,793 29,229 33,705 34,040 335 1.0% 15,960 Section 8 Housing 6,969,159 8,183,387 8,907,177 9,590,801 9,003,534 (587,267) -6.1% 81,066 Street Lighting Fund 1,710,390 1,846,644 1,882,097 1,937,828 1,918,250 (19,578) -1.0% - Traffic Safety Fund - 74,616 45,245 70,950 55,000 (15,950) -22.5% - Vanpool Fund 240,547 210,074 240,470 261,749 179,314 (82,435) -31.5% - Total Nonmajor Governmental Funds 31,285,150$ 33,142,142$ 34,502,275$ 35,951,602$ 35,573,006$ (378,596)$ -1.1% 304,411$ Airport Fund 23,675,160 17,581,262 36,247,962 28,831,058 6,436,529 (22,394,529) -77.7% 23,379 Sanitation Fund 14,811,383 26,428,864 15,087,874 20,035,722 20,048,040 12,318 0.1% 1,293,065 Sewer Fund 5,230,481 6,170,049 5,864,020 7,131,592 5,093,096 (2,038,496) -28.6% 3,500,145 Transit Fund 28,721,634 32,986,308 37,572,267 46,791,919 49,076,346 2,284,427 4.9% (5,959,680) Water Fund 47,410,976 55,702,193 55,214,921 61,976,156 57,024,801 (4,951,355) -8.0% 8,566,551 Total Enterprise Funds 119,849,634$ 138,868,676$ 149,987,044$ 164,766,447$ 137,678,812$ (27,087,635)$ -16.4% 7,423,460$ Fleet Services Fund 5,270,328 8,182,547 9,763,986 14,054,487 14,652,424 597,937 4.3% 2,548,506 Self-Insurance Fund 16,210,165 21,019,641 24,142,585 24,301,818 26,764,266 2,462,448 10.1% 125,744 Total Internal Service Funds 21,480,493$ 29,202,188$ 33,906,571$ 38,356,305$ 41,416,690$ 3,060,385$ 8.0% 2,674,250$ Redevelopment Agency Fund 1,739,425 1,672,576 1,339,767 1,252,179 1,158,253 (93,926) -7.5% 3,192,828 Total Fiduciary Funds 1,739,425$ 1,672,576$ 1,339,767$ 1,252,179$ 1,158,253$ (93,926)$ -7.5% 3,192,828$ Total Expenditures 454,417,704$ 500,385,363$ 545,959,860$ 593,128,643$ 583,390,966$ (9,737,677)$ -1.6% 5,856,192$ 25 21
The FY 2026-27 citywide revenue budget is proposed to increase by $19.2 million (+3.4 %) , and the expenditure budget is
proposed to
decrease by $9.7 million (-1.6%).
Overall, the citywide
budget
is
proposed to
increase its fund balance by $5.9 million
as broken down below:
•
General Fund-Operating Fund - $2.0 million decrease in fund balance: This strategic use of fund balance is recommended to fund the launch of a new
sidewalk replacement program
aimed at improving sidewalk conditions citywide and mitigating future liability. •
General Fund-Measure SST Fund –
no
change
in fund balance:
While the revenue budget is
proposed to increase by $1.1 million driven by
anticipated rise in sales tax receipts,
expenditures budget is also proposed to
increase
by the same amount to
maintain
adequate
funding for public safety sworn position staffing levels , homelessness response efforts, cybersecurity enhancements, capital improvement plan contributions , and reserves contributions.
•
General Fund-Restricted Fund
- $7.6 million decrease
in fund balance:
This is primarily the
result of a strategic use of the City’s pension prefunding trust to smooth the rising costs of the City’s CalPERS pension costs.
•
General Fund-Assigned Fund
- $1.9 million increase
in fund balance:
This is
primarily the
result of contributions from the General Fund -Measure SST Fund to the
Economic Anomaly
Reserve Fund to
build up the
reserve to improve fiscal sustainability.
The FY 2026
-27 budget
proposes an increase of the City’s Economic Anomaly Reserve Fund by $1.0 million, increasing the balance to $69.9 million.
•
Sanitation Fund - $1.3 million increase
in fund balance:
This is the result of
a
series of
annual rate increase s for refuse/recycling/green waste fees, which builds
the
fund balance
primarily
for
future investment in
replacement vehicles.
•
Sewer Fund
-
$3.5 million increase
in fund balance:
This is the result of the
series of annual
rate increase
s
for sewer usage fees, which builds the fund balance for
future investment in the
Capital Improvement Plan.
•
Transit Fund
- $6.0 million decrease in fund balance: The Transit Fund has a planned use of fund balance attributed to the Depreciation of its assets
funded by
federal funding
not found
in the operating budget . Controlling for this
non
-cash adjustment, the fund ba
lance is
proposed to decrease by
$1.
3 million. The proposed budget has been carefully developed
with
a focus on reducing th e recurring reliance on fund balance, which will continue to be closely monitored over the future budget cycles.
26 22
• Water Fund - $8.6 million increase in fund balance: This is the result of the series of annual rate increases for water usage fees, which builds the fund balance
for
future investment in the
Capital Improvement Plan.
•
Fleet Services Fund - $2.5 million increase
in fund balance:
This is the result of planned
contributions to the fund for future vehicle replacements.
Additional details
on the long
-term health of the funds
can be found in the
Five
-Year Fund
Projections
section of this document.
General Fund-Operating Fund Major Revenues
Listed above are the General Fund-Operating Fund’s top five revenue sources which account for
76 %
of the budget. A summary of t he General Fund-Operating Fund’s major revenue sources and drivers of change are summarized below.
•
Property Tax revenues are increasing by $2.1 million (+3.0%), largely due to
steady growth
in the City’s net taxable assessed property values fueled by the number of residential sales transactions
and corresponding developments in the City
.
•
Sales and Use Tax revenues are increasing by $ 1.5 million (+2.4%), primarily
due to the
Federal Reserve’s monetary policy
positively
affecting short-term borrowing and nationwide
sales tax trends
seeing a recovery since the peak from FY20
21 -
22. •
Utility Users’ Tax revenues are
decreasing
by $ 2.0 million (-4.6%) based on currently
projected electricity, gas, cable, cellular, and telecommunications consumption and use rates.
The primary driver of change is a reduction in
the
gas consumption at the refinery , which is
highly
volatile
based on refinery activity.
•
Operating Transfers In revenues are decreasing by $8.2 million (-19.0%), largely due to
a
decrease of $12.8 million from Airport Fund transfers related to the land leases and offset by an increase in transfer from the CEPTT Fund of $5.0 million. The reduction in transfer from the Airport Fund are a result of the City budgeting for non -aeronautical activity surrounding the Revenue Type
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Property Tax 62,105,457 65,094,737 68,370,768 72,011,450 74,152,690 2,141,240 3.0% Sales and Use Tax 62,610,106 61,931,074 59,199,636 61,701,050 63,199,620 1,498,570 2.4% Utility Users Tax 44,115,724 41,289,435 41,357,001 43,313,300 41,308,282 (2,005,018) -4.6% Operating Transfers In 38,361,683 26,367,219 46,263,108 43,259,345 35,030,095 (8,229,250) -19.0% Use of Money and Property 4,677,227 8,898,762 10,528,653 9,014,403 29,165,251 20,150,848 223.5% Total Revenues 211,870,197$ 203,581,227$ 225,719,166$ 229,299,548$ 242,855,938$ 13,556,390$ 5.9% 27 23
Airport directly in the General Fund Operating Fund under the Use of Money and Property classification.
•
Use of Money and Property revenues are
increasing by $
20.2 million
(+223
.5
%),
primarily
due to
a
$15.1 million increase from the change of Airport land leases previously recognized in the Airport Fund now in the General Fund Operating Fund and a $4.1 million increase stemming from internal office rental charges to the City’s Enterprise and Internal Service Funds.
General Fund-Measure SST Fund Budget Summary
The General Fund-Measure SST Fund’s FY 2026 – 27 revenue budget is proposed to increase by $1.1 million (+4.2%) in FY 2026
-
27 based on recent consumer spending trends . The fund’s FY 2026 –
27 expenditure budget
is
also proposed to
increase
by $1.1 million (+4.2%). As a result, the General
Fund-Measure SST Fund’s budget is balanced for FY 2026 –27. The following table provides further detail of the expenditure budget by the Measure SST Fund’s four priority areas.
General Fund-Measure SST Fund
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
Quality of Life
Restore/Maintain Public Safety 11,968,204 13,181,051 13,669,004 Homelessness Response Efforts 85,156 1,003,520
1,009,941
Fiscal Sustainability
Reserve Contribution 5,000,000
5,000,000
5,000,000
Emergency Responsiveness
Cyber Security Upgrades 675,650
1,020,320
1,037,959
Deferred Maintenance & Community Services/Programs
Capital Contribution 8,620,160
5,978,715
6,562,942
Total Expense 26,349,170$ 26,183,606$ 27,279,846$ 28 24
Fund Balance of General Fund
As shown above, the Fund Balance of the General Fund is projected to decrease by $7.7 million in FY 2026
-
27. For the
Pension Reserve from the City’s Pension Reserve Fund (Section 115 Trust),
the
planned
$
12.3 million drawdown is partially offset by the contribution of $2.3 million to the
F
und as
well as projected investment earnings of $2.1 million.
Additionally,
the proposed FY 2026
-
27 budget
includes a $ 5.0 million commitment from the General Fund
–
Operating Fund to invest in critical
projects such as City Facilities and Parks, which includes a planned use of fund balance totaling $2.0 million. This planned use of fund balance is recommended to fund the implementation of a new sidewalk replacement program aimed at improving the condition of sidewalks citywide for residents and mitigating future liabilities.
The City’s adopted fiscal policy sets a 20% Economic Anomaly Reserve balance based on the currently proposed expenditure appropriation for the General Fund-Operating Fund, which
translates to $64.7
million in FY 2026
-
27. As shown in the table above, in FY 2026 -27, the City is exceeding this amount with an Economic Anomaly Reserve of $69.9 million, or
21.6%
.
Fund Balance
FY 2024-25
Actual
FY 2025-26
Projected
FY 2026-27
Projected
FY 2026-27
Increase/
(
Decrease)
Nonspendable 1,822,932 929,896 918,608 (11,288) Restricted 44,224,849 43,219,775 35,624,346 (7,595,429) Cable TV 3,372,213 3,601,296 3,981,630 380,334 Pension Reserve 40,852,636 39,618,479
31,642,716
(7,975,763)
Assigned 81,100,002 81,909,136 83,765,808 1,856,672 Technology Replacement 12,193,794
13,002,928
13,859,600
856,672
Economic Anomaly Reserve 68,906,208
68,906,208
69,906,208
1,000,000
Unassigned 23,651,863 25,180,897 23,192,185 (1,988,712) Other Unassigned 23,651,863
25,180,897
23,192,185
(1,988,712)
Total Fund Balance 150,799,646$ 151,239,704$ 143,500,947$ (7,738,757)$
29 25
Fund Balance Summary by Fund
The summary schedule above shows the citywide projected fund balance by fund through the end of FY 2026
-
27. Further details are provided in the Departments and Five-Year Fund Projections sections of this document.
Fund Type Fund Name
FY 2025-26
Projected
F
und Balance
FY 2026-27
Proposed
R
evenue Budget
FY 2026-27
Proposed
E
xpenditure
Budget
FY 2026-27
Projected
F
und Balance
General Fund General Fund-Operating Fund 20, 821,055 321,333,802 323,333,802 18,821,055 General Fund General Fund-Measure SST 5,289,738
27,279,846
27,279,846
5,289,738
General Fund General Fund -Restricted 43,219,775
4,791,889
12,387,318
35,624,346
General Fund General Fund-Assigned 81,909,136
6,419,911
4,563,239
83,765,808
Total General Fund 151,239,704$
359,825,448
367,564,205$
143,500,947
Nonmajor Govtl Funds AQMD Fund 355,141
207,063
181,142
381,062
Nonmajor Govtl Funds Debt Service Fund 1,145
24,154,567
24,154,567
1,145
Nonmajor Govtl Funds Meadow Park Parking Lot District 243,099
50,000
34,040
259,059
Nonmajor Govtl Funds Low Mod Fund 4,072,492
228,623
47,159
4,253,956
Nonmajor Govtl Funds Section 8 Housing 600,658
9,084,600
9,003,534
681,724
Nonmajor Govtl Funds Street Lighting Fund -
1,918,250
1,918,250
-
Nonmajor Govtl Funds Traffic Safety Fund 52,422
55,000
55,000
52,422
Nonmajor Govtl Funds Vanpool Fund -
179,314
179,314
-
Total Nonmajor Governmental Funds 5,324,957$
35,877,417$
35,573,006$
5,629,368$
Enterprise Funds Airport Fund 40,908,580
6,459,908
6,436,529
40,931,959
Enterprise Funds Sanitation Fund 17,701,398
21,341,105
20,048,040
18,994,463
Enterprise Funds Sewer Fund 55,408,911
8,593,241
5,093,096
58,909,056
Enterprise Funds Transit Fund 38,547,897
43,116,666
49,076,346
32,588,217
Enterprise Funds Water Fund 152,216,949
65,591,352
57,024,801
160,783,500
Total Enterprise Funds 304,783,735$
145,102,272$
137,678,812$
312,207,195$
Internal Service Funds Fleet Services Fund 48,928,366
17,200,930
14,652,424
51,476,872
Internal Service Funds Self-Insurance Fund (53,702,194)
26,890,010
26,764,266
(53,576,450)
Total Internal Service Funds (4,773,828)$
44,090,940$
41,416,690$
(2,099,578)$
Fiduciary Funds Redevelopment Agency Fund 3,092,527
4,351,081
1,158,253
6,285,355
Total Fiduciary Funds 3,092,527$
4,351,081$
1,158,253$
6,285,355$
Total Fund Balance 459,667,095$
589,247,158$
583,390,966$
465,523,287$
30 26
Citywide Staffing Changes Summary by Fund
The proposed FY 2026
–
27 citywide
staffing budget will decrease
by 9.20 full-time equivalent (FTE)
positions. The figures reflected in the Other - Capital Improvement/
Grants row
separately track
FTE
allocations for positions that are funded through the Capital Improvement Plan or non -recurring grant sources. Additional details can be found in the
Expenditures
and Departments sections of this
document.
Citywide Staffing Changes Summary by Department
As shown in the table above , the City’s FY 2026
–
27 operating budget includes a decrease of 9.20 FTE
positions, the net result of various departmental staffing modifications requests. Additional details can be found in the Expenditures
and
Departments
sections of this document.
Fund Type
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
General Fund 1,149.41 1, 149.39 1,156.55 1,174.03 1,174.56 0.52 Airport Fund 12.07 12.37 12.17 12.17 11.17 (1.00) AQMD 0.75 0.90 0.90 0.90 0.90 - Area G Fund 1.00 1.00 1.00 1.00 1.00 - Fleet Services Fund 34.60 33.60 33.60 32.10 32.10 - HOME Investment Partnership 2.50 - - - - - Low Mod Fund 0.35 0.30 0.30 0.30 0.20 (0.10) Sanitation Fund 38.95 38.95 39.90 39.90 39.60 (0.30) Section 8 Housing 4.58 4.58 5.33 5.33 5.33 - Self-Insurance Fund 8.50 9.50 7.50 7.50 7.50 - Sewer Fund 15.90 15.90 15.80 15.80 15.55 (0.25) Transit Fund 196.80 196.80 196.80 205.30 198.10 (7.20) Vanpool Fund 0.70 0.70 0.70 0.70 0.70 - Water Fund 40.45 39.45 38.40 38.40 38.15 (0.25) Other - Capital Improvement/Grants 23.43 25.40 24.30 24.30 23.68 (0.63) Total FTE Count 1,529.99 1,528.84 1,533.25 1,557.73 1,548.53 (9.20) Department
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Expenditure/
(Savings)
City Attorney 13.00 15.00 14.00 15.00 15.00 - - City Clerk 8.00
9.00 9.00
9.00 9.00
- -
City Council 7.00
7.00 7.00
7.00 7.00
- -
City Manager 43.28
45.30 47.30
46.25 46.25
- 32,754
City Treasurer 2.00
2.00 2.00
2.00 2.00
- -
Community Development 69.00
72.50 74.00
77.00 77.00
- -
Community Services 227.36 204.19 205.15 207.18 208.18 1.00
174,811
Finance 40.75
40.75 38.25
38.75 38.75
- 8,918
Fire 194.50 201.50 203.00 203.00 203.00 - - General Services 120.80 119.80 116.75 116.25 115.25 (1.00) (107,722) Human Resources 11.00
12.00 14.00
16.00 17.00
1.00 191,294
Information Technology 37.50
38.00 39.00
44.00 42.00
(2.00) (143,670)
Police 351.00 359.00 359.00 359.00 359.00 - - Public Works 208.00 206.00 208.00 212.00 211.00 (1.00) (171,942) Transit 196.80 196.80 196.80 205.30 198.10 (7.20) (910,004) Total FTE Count 1,529.99
1,528.84
1,533.25
1,557.73
1,548.53
(9.20) (925,561)$
31 27
Non-Wage Program-Level Budget Changes Summary by Department In addition to staffing changes, the adopted FY 2026 – 27 operating budget also includes non -wage modifications. Staff utilized a zero-based budgeting strategy and examined all non-wage expenditure classifications to properly allocate resources based on anticipated activity for the coming fiscal year.
Below is the list of the changes in non -wage expenditures related to new or expanded program initiatives, while ignoring budget changes that are primarily the result of fluctuations in cost or changes in the overall budget structure. This is discussed in further detail in the
Expenditures and
Departments sections of this document.
•
General Fund
o
City Manager ’
s Office
- $250,000 increase to complete additional land lease audit s each fiscal year
o
City Treasurer
’
s Office
- $25,000 increase for
a third
-party oversight
function
of the
daily
operations
o
Fire Department - $475,000 increase due to an enhancement of the Public
Provider
Ground Emergency Medical Transport ation (PP-GEMT) Intergovernmental Transfer (IGT) Program, which also
generates
an additional $800,000 in revenues
.
o
Information Technology Department
$30,000 increase for the managed printing services
$501,000
increase for
a new computer
-aided public safety dispatch system with
Versaterm, which will be partially offset in FY 2027-28 when the transition from the legacy system is completed.
o
Public Works Department
- $500,000 for citywide sidewalk ramping/grinding program •
Section 8 Housing Fund - $430,000
decrease due to the discontinuation of the Emergency
Housing Vouchers Program during FY 2027-28
•
Sanitation Fund - $100,000 for a complete route review and GPS daily tracking for residential refuse collection services
•
Transit Fund
- $1.7 million decrease
for the Connect Torrance Micro Transit Services,
as a
new
grant currently pending award is anticipated to cover
9 months
of the
FY 202
6 -27
operating
costs
outside of the operating budget
, for a total of 24 months of operating the service.
Five-Year Capital Improvement Plan
The table below summarizes the adopted capital budget appropriations for FY 2026 - 27 through FY 2030
-
31. The
adopted
FY 2026
-
27 capital budget includes $61
.5 million in appropriations
,
with
planned capital expenditures totaling
$
286.4 million over the five -year planning period. Capital 32 28
investments continue to focus on sustaining and improving essential infrastructure, including public facilities, parks, utilities, and transportation systems. These investments are aligned with the City’s Strategic Plan and financial indicators,
which
are made possible in part through revenue generated
by Measure SST. To date, $ 16.4 million in SST revenue has been committed to various projects, with an additional $6.6 million planned in FY
2026
-
27 for upgrades to City facilities, parks, and investments in cybersecurity.
As previously mentioned, the
adopted
FY 2026 -27
capital budget
continues to
prioritize strategic
investments in the City’s infrastructure, community assets, and public facilities to ensure long -term service delivery, accessibility, and safety across Torrance. The plan reflects a balanced approach that addresses immediate needs while supporting the City’s broader goals for resilience, equity, and modernization.
The largest share of capital investment is allocated to Public Right -of
-
Way projects, with a total
appropriation of $ 68
.
7 million dedicated to enhancing the City’s roadways and sidewalk infrastructure. These projects are designed to maintain and improve street conditions, enhance pedestrian safety, and extend the life of existing transportation infrastructure throughout the community. The most significant projects in this category include:
•
Residential Slurry Seal Program
–
$7.6
million
•
Arterial Street Pavement Sealing Program
–
$3.
7 million
•
Citywide Traffic Signal Improvements
-
$3.4 million
•
Citywide Sidewalk Repair Program
-
$3.0 million
Capital Project Type
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Parks 39,168,471 35, 528,918 227,031 13,760,000 450,000 8,360,000 4,909,621 Facilities 51,763,718 39, 009,234 9,160,308 3,120,210 7,076,125 3,423,298 7,121,855 IT Infrastructure 170,000 170, 000 1,281,000 300,000 300,000 445,000 300,000 Public Right of Way 113,193,840 54, 687,908 20,398,060 68,721,600 14,869,333 15,264,333 15,264,333 Sewer/Water Utilities 43,074,502 24, 699,217 6,207,745 20,543,306 5,850,000 4,650,000 1,650,000 Storm Drain/Basins 18,462,939 8, 877,814 9,693,000 6,489,402 1,611,000 1,355,000 1,355,000 Operating Project 28,315,983 9, 645,798 11,077,000 4,592,000 2,015,000 1,565,000 1,180,000 Other 4,335,125 3, 357,348 1,623,819 560,000 550,000 250,000 250,000 Contingency - - 1,813,618 2,236,200 1,441,947 1,674,065 1,406,148 Total Expenditures 298,484,578$ 175, 976,235$ 61,481,580$ 120,322,718$ 34,163,405$ 36,986,696$ 33,436,957$ 33 29
The second largest area of one-time investment is Operating Projects at $11.1 million . Key projects include:
•
Enterprise Resource Planning
Software Implementation
– $3.0 million
•
Versaterm Records Management Software (RMS) Implementation - $2.0 million •
California
Department of Justice (
DOJ)
Monitor
-
$1.0 million
Included in the FY 2026
-
27 budget is $227,000 allocated to Parks.
While
this allocation for this area is
not as
substantial
, significant amounts of work are currently underway and planned over the next 5 years,
with current life
-to-date budget balance of $35.5 million. Key projects include:
•
El Nido Park
Rehabilitation
– $500,000 appropriation with $11.2 million life
-
to-date
budget
: This is a collaborative project with Torrance Unified School District
with
the scope of
full park overhaul.
•
Paradise Park Rehabilitation – $9.4 million life -to-date budget
:
This project includes
comprehensive upgrades to irrigation, utility infrastructure, ADA access, playgrounds, picnic areas, restrooms, and tennis courts.
•
Columbia Park Enhancements
–
$702,000 appropriation with
$
9.4 million life-to-date
budget
: A multi
-phase initiative that includes the WWII Memorial Wall, a new dog park, turf soccer fields, and renovations to playgrounds, bocce courts, restrooms, and picnic areas. The Phase 1 renovations, including the World War II Camp Wall Monument, are
underway
with
construction anticipated to start in fall 2026.
Investments in municipal facilities total $9.2
million, with major projects
summarized below
:
•
Torrance Municipal Airport
–
$5.0 million: Upgrades include improvements to hangar
facilities
and renovation of
the
General Aviation
Center.
•
Torrance City Yard – $1.5 million: Includes the elevator modernization and installation of electric vehicle
charg
ing infrastructure
aligned with City Council’s FY 2026
-27
budget
priorities.
•
Torrance Regional Transit Center
–
$1.5 million: Funding to support capital improvements
that buildout the
tenant space
s.
As part of the City’s forward -looking capital improvement strategy, efforts are underway to advance the Torrance Civic Center Master Plan—
a comprehensive vision to reimagine and modernize the City’s civic core. Many of the existing buildings date back to t he 1950s and 1960s and have surpassed their intended service life. Master plan alternatives under development consider consolidation of 34 30
government services; adaptive reuse of aging facilities; improved pedestrian circulation and access; and integration of new community amenities. The planning process also includes an evaluation of potential revenue
-
generating opportunities and public -private partnerships to help finance future capital investment.
35 CITY OVERVIEW
36 31
City Overview
About Our City 2023 2024 2025
Population * 143,057 142,910 143,261
Population per square mile 6,978.4 6,971.2 6,988.3
Year of Incorporation 1921
Governance Structure Council-Manager
Area (square miles)** 20.5 20.5 20.5
Median Household Income** $109,554 $113,105 $116,217
Number of Businesses 13,439 13,987 14,052
Assessed Value $38.2 billion $40.2 billion $42.1 billion Commercial Parcels 1,447 1,445 1,449
Net Table Value $6.2 billion $6.5 billion $6.7 billion
Residential Parcels
Net Taxable Value
37,876
$25.6 billion
37,948
$26.9 billion
37,962
$28.3 billion
Industrial Parcels
Net Taxable Value
539
$3.1 billion
539
$3.4 billion
539
$3.5 billion
* State of California Finance Department, Demographic Research Unit **United States, Census Bureau
† HdL Companie
s
Race and Hispanic Origin of Residents
36.1%
3.6%
0.4%
37.3%
0.4%
13.8%
19.3%
0%
10%
20%
30%
40%
50%
White
Black
American
Indian and
Alaska Native
Asian
Native
American and
Other Pacific
Islander
Two or More
Races
Hispanic or
Latino
Source: United States, Census Bureau
37 32
Community Profile
The City of Torrance (“City”) was first developed in the early 1900s as a planned garden
-
industrial community.
The plan by Frederick Law Olmstead Jr., with Irving Gill as Chief Architect, provided a balance for industrial,
commercial, and residential uses. The City was
incorporated in May 1921, one year after the death of
its founder and namesake, Jared Sydney Torrance,
with a land area of 3.8 square miles and a population
of 1,800. Rapid growth occurred during the 1950s and
1960s, and the majority of the
housing stock was built
during those two decades. The
C
ity is now largely built
out and has had a relatively stable population for the last two decades.
The City is governed by a seven -member City Council, comprised of an elected mayor and six councilmembers. While the Mayor is elected at large, councilmembers are elected by district, and they must reside in their district. On June 19, 2018, the City Counc il adopted an ordinance establishing by-district elections and approved an election calendar for these newly created districts. Districts 2, 4, and 6 were phased in during the 2020 election, and Districts 1, 3, and 5 were phased during the 2022 election.
In addition to the Mayor and Council, the City Clerk and the City Treasurer are also elected positions. The City Clerk is Clerk of the Council and keeper of the City Seal and is responsible for the safekeeping of the official records. The Clerk accepts cla ims, administers oaths, conducts
municipal elections, maintains the Municipal Code, attests all City documents, and prepares and publicly posts
agendas for City Council meetings.
The City Treasurer is responsible for the investment of idle funds and administers the City’s deferred compensation
plan and the Public Agency Retirement System (“PARS”)
supplemental employee pension plan.
38 33
As a full-service city, Torrance prides itself on the wide range of services it provides to residents, including police and fire protection, sanitation and water services, airport and bus transit services, construction and maintenance of streets and infrastructure, and recreational activities. The City is located in southwest Los Angeles County in the heart of the South Bay, with 1.5 miles of beautiful coastline. Torrance enjoys a pleasant year -round climate with warm temperatures, sea breezes, and low hu midity. Temperatures average within the low 60s and high 70s °F
in summer
months and
low
40s and high 60s °F in winter months.
The City is home to the Torrance Unified School District, which consists of 17 elementary, 8 middle, 4 high schools, 1 continuation and 1 alternative high school, and 3 adult school campuses, and is one of the largest employers in the City. Torrance is als o home to El Camino Community College that boasts a 126-acre campus.
Organizational Profile Comparison
The City of Torrance collects information from comparison cities that are similar in population size, geography, number of full -time equivalent employees, total adopted budget, and are full
-
service
cities. Full-service cities include their own police and f ire departments as well as providing utilities such as water and wastewater services.
Source: Cities’ fiscal year 2025
-
2026 budgets
*State of California, Finance Department, Demographic Research Unit
FY 2025-26 Organizational
Profile Comparison Torrance Glendale Burbank Pasadena Population* 143,261 192,212 106,146 140,631 Citywide Adopted FTE 1,547.2 1,975.0
1,564.2 2,434.4
General Fund Adopted FTE 1,161.5
1,199.0
993.1 1,086.0
General Fund Adopted Budget (Expenditures) 313,210,035$ 352,480,496$ 275,367,900$ 364,916,425$ Citywide Adopted Budget (Expenditures) 586,451,086$ 1,236,264,868$ 1,015,280,383$ 1,512,383,290$ Residents serviced per FTE (General Fund) 123 160 107 129 Total General Fund Budget Per Capita 2,186$
1,834$ 2,594$ 2,595$
39 34
Citywide Organizational Structure
The following charts illustrate the citywide organizational structure including elected positions, City Departments, City Commissions and Advisory Boards.
40 35
City Commissions and Advisory Boards
41 BUDGET
DEVELOPMENT
42 36
Budget Development
Budget Process and Timeline
The City follows a biennial budget development process which allows for effective short -term program management and long
-
range planning. The City’s use of the biennial budget process also complies with
the
City Charter (Article
11 ) which requires a fiscal year period beginning July 1 and ending June 30;
a proposed
budget preparation by the City Manager; a
proposed
budget submission
by City Manager to City Council on or before June 1, and budget adoption by City Council (at least 4 affirmative votes) by June
30 after completing
at least two public hearings to give an opportunity for community input. The City has continued its use of OpenGov as a means of maintaining transparency during the budget development process. OpenGov is an online dashboard linked to the City’s financial system
that
allows the public to review the City’s annual budget information and actual financial performance.
The City budget is comprised of a biennial operating budget and five
-
year capital improvement plan.
The biennial operating budget funds the core day -to-day operations and the City’s five
-
year capital
improvement plan funds major facility, equipment, and in
frastructure investments. The City’s
biennial operating budget and five -year capital improvement plan are developed , proposed, and adopted every two years. However, the City Council only approves the annual appropriations for the upcoming fiscal year . In t he interim years, a one -year budget is developed, proposed and adopted with the City Council approving the annual appropriations for th
e second year of the two
-year budget
period. This highly collaborative and public process engages the City Council, City staff, and the community at large. The City Manager is tasked with developing a budget that advances the City in concert with the outlined policy objectives of the City Council , the goals of the Strategic Plan , and adopted City Council budget priorities fo r a given fiscal year . The City Council is responsible for reviewing and approving the budget along with adopting the appropriations resolutions
to establish
expenditure limits. The Finance Department ’s
Budget Division is responsible for coordinating,
developing, and monitoring the annual budget process.
The City
will
maintain a balanced budget each year . A balanced budget is defined as one in which total revenues meet or exceed the approved spending levels. While the
use of fund balance may be
considered to balance the budget in a given year, it is not a preferred long-term solution and should not be
used
for ongoing expenses. The City aims to achieve
a structurally balanced budget , where
recurring revenues consistently cover recurring expenditures.
In addition to the annual budget, staff
prepare and present First Quarter and Mid -Year Budget Review Reports to provide updates
on the
budget throughout the year. These reports analyze budget
performance and
offer an opportunity to
43 37
adjust revenue or expenditure budgets , as well as include any approved program modifications.
Moreover, staff also incorporates multi-year projections to ensure the long-term strategy is balanced and achievable.
While every effort is made to adopt
a
fully accurate budget that can accomplish
all activities during
the fiscal year, as the year progresses , new information, changing conditions, and actual operating results may require adjustments to the adopted budget. In accordance with the City Charter, the City Council may amend the budget during the fiscal year by an affirmative vote of at least four Council Members. In addition, the City Manager is authorized to approve budget adjustments within individual funds and delegated the authority to approve appropriation requests of up to $250,000, as deemed reasonably necessary to address operational needs and achieve City priorities per City Council Policy 3.
44 38
November/
December
• Due to the high level of complexity involved with developing a comprehensive budget, the City’s Finance Department begins preparations in early November
.
A
schedule of deliverables is created and distributed to departments to facilitate a citywide collaborative approach
.
• The Finance Department receives direction from City Council on budget priorities and elicits feedback from stakeholders on the upcoming budget cycle
.
January/
February
• Finance Department conducts meetings with all departments to determine operating and capital requirements. These discussions include a detailed review of budgeted staffing level and an assessment of non-wage expenditures.
March/April
• Finance Department conducts meetings with all departments to determine revenue projections for the next year.
• Finance Department begins drafting the proposed operating budget and capital improvement plan.
May/June
• To encourage public participation in the budget development process, three public hearings are held during the presentation of the proposed operating and capital budgets.
• During the third public hearing, City Council formerly adopts resolutions approving the City's operating and capital budgets, annual appropriations limit (GANN limit) and adjustment factors and the investment policy for the coming fiscal year. 45 39
Budget Priorities
On an annual basis, the Finance and Governmental Operations Committee and City Council have the opportunity to provide direction on budget initiatives that should be prioritized in order to achieve the City’s overarching Strategic plan objectives.
On December 16, 2025, City Council approved the following budget priorities:
1. Develop a balanced budget including 10 -year projection compliant with City’s financial policies.
2. Identify strategies and new revenue sources to resolve identified Areas of Focus.
3. Attract and retain a highly skilled workforce to deliver critical city services.
4. Prioritize investments in parks, buildings, and public right of way.
5. Expand business attraction and overall economic development efforts.
6. Explore alternative methods that improve cost effectiveness and service delivery of city operations.
7. Expand investment in technology to proactively address cybersecurity resiliency and improve customer experience.
8. Plan for expanded use of alternative fuel vehicles compliant with recent California Air Resources Board (CARB) guidance.
9. Implement Park Maintenance improvement strategies and measures identified in the Park Services Operational Assessment.
10. Complete Library Needs Assessment to inform future programming and service delivery
.
11. Identify resources to continue implementation of collaborative reform effort with the California Department of Justice.
46 40
Torrance Strategic Plan
The City of Torrance continues to invest in key areas that connect services provided to the needs of the community served. The City’s first Strategic Plan was adopted in 1996 to create a common vision and a process for anticipating the future based on input from throughout the community. The City Council aimed to develop clear direction for the City’s strategic priorities based upon the realities we had
experienced and could anticipate, as well as the hopes, aspiration and best judgement of the residents,
businesses,
and employees of the City.
For each of the strategic
plan
priorities, a set of goals
are
developed to direct future actions to achieve the vision of the Plan. The goals are the heart of the Strategic Plan because they describe the end result towards which all efforts are directed.
This
provides the basis for future
decisions about the nature, scope, and significance of actions which are necessary to carry out the Strategic Plan.
As a result of
the
City Council Strategic Plan Committee ’s efforts , the 2021 Strategic Plan
(full
document and process available
here
) was published, outlining the following strategic priorities that remain in effect today:
•
Appearance, Character, and Quality of the Community
•
Communication and Civic Involvement
•
Economic Development
•
Education, Diversity and Enrichment
•
Housing
•
Infrastructure
•
Mobility
•
Reliable Revenue Base and Effective Asset Management
•
Responsive, Accountable and Cost-Effective Government
•
Safe, Secure and Equitable Community
•
Stewardship of the Environment
47 41
Strategic Plan Priorities Summary
48 42
Strategic Plan Priority 1 – Appearance, Character, and Quality of the Community The goals of this Strategic Plan Priority focus on enhancing the City’s image while preserving the rich heritage of Torrance. It also emphasizes the shared responsibility of all stakeholders to ensure the highest standards of a well-designed and thoughtfully maintained City
are continuously met.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Achieve and maintain a distinctive appearance that reflects the character and high standards of the entire community and its unique neighborhoods.
City Manager's Office/
Community Development/
Community Services/
Public Works
2. Achieve a community design that exemplifies balanced land usage in a manner that recognizes and optimizes the changing nature of retail, industry, employment, an age diverse
population and other factors that impact land uses.
City Manager's Office/
Community Development
3. Preserve and celebrate the heritage of historic sites throughout the City. Community Development
Goals
49 43
Strategic Plan Priority 2 – Communication and Civic Involvement The goals of this Strategic Plan Priority emphasize the importance of clear and transparent communication to facilitate community participation in civic affairs. The collaboration of government and citizens requires active involvement
through a variety of accessible sources.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Utilize a full range of information resources to share local issues with the community
City Clerk's Office/
City Manager's Office
2. Engage citizens in all aspects of civic decision-making City Clerk's Office/
City Manager's Office/
Community Services
3. Strengthen the relationship between the City, residents, and community-based organizations with emphasis on
measurable outreach to under-served populations
City Manager's Office
4. Promote opportunities for civic and public/private
collaboration and partnerships City Manager's Office
Goals
50 44
Strategic Plan Priority 3 – Economic Development
The goals of this Strategic Plan Priority encompass a full range of economic activity, including business retention and attracting new businesses to the City. A growing component for maintaining a balanced economic base includes knowledge of global commerce, emerging market s, rapidly changing technology, and political trends.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Enhance regional, national, and international market development City Manager's Office
2. Attract and retain businesses City Manager's Office/ Community Development
3. Provide a supportive environment for entrepreneurial endeavors
City Manager's Office/
Community Development
4. Maintain a residential and commercial/industrial balance that supports the economic needs of the community
City Manager's Office/
Community Development
5. Promote economic health through education and
training City Manager's Office
6. Promote economic disaster preparedness and
recovery
City Manager's Office/
Community Development
Goals
51 45
Strategic Plan Priority 4 – Education, Diversity, and Enrichment The goals of this Strategic Plan Priority recognize the importance of acknowledging the City’s highly diverse population for addressing the unique needs of the community in a variety of ways.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Strengthen the commitment for collaboration between the City and Torrance Unified School District (TUSD)
City Manager's Office/
Community Services/
P
olice
2. Expand the educational opportunities for development of the individual potential of youth, adults, and seniors of all abilities Community Services
3. Encourage and embrace benefits of a diverse and inclusive community
City Clerk's Office/
City Manager's Office/
C
ommunity Services/
Human Resources
4. Establish the City as a center of culture Community Services/ General Services
5. Strive to be a leader in the creation of current and relevant recreational opportunities that meet the needs of all citizens Community Services
6. Strengthen and develop the Youth Development Programs Community Services
7. Promote public services through volunteer opportunities City Manager's Office Goals
52 46
Strategic Plan Priority 5 – Housing
The goals of this Strategic Plan Priority address the issue of homelessness and the increasing need for affordable housing. With this priority, attention is focused on developing solutions for housing - related issues with care and consideration.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Promote a diversity of housing types and affordability levels to meet the needs of a wide range of Torrance citizens Community Development
2. Take a holistic approach to address homelessness in the City acknowledging and understanding that homelessness is a
complex issue with multiple causes and that there is no one- size-fits-all solution
City Manager's Office
3. Preserve and protect the integrity of Torrance’s existing single- family neighborhoods while accommodating future housing needs
Community Development
4. Ensure the Housing Element and federal, state, and local legislation reflect the values of Torrance to the greatest extent possible
Community Development
Goals
53 47
Strategic Plan Priority 6 – Infrastructure
The goals of this Strategic Plan Priority focus on an efficiently functioning, well -maintained infrastructure that supports our present and future needs. This is a vital component for the continued well-being of residential and business communities as well as the overall ec
onomic health of the City.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Communicate and coordinate with end-users and
stakeholders when prioritizing and designing infrastructure projects
City Manager's Office/
Public Works
2. Develop, maintain, and protect an efficiently functioning infrastructure Public Works
3. Establish Torrance as a premier 21st century City through the dynamic and secure usage of digital technologies
Communications &
Information Technology
4. Establish an infrastructure road map that encourages an ecosystem for technology development and implementation Communications &
Information Technology/
Public Works
Goals
54 48
Strategic Plan Priority 7 – Mobility
The goals of this Strategic Plan Priority emphasize congestion management, protection of residential neighborhoods from the impacts intrusive traffic patterns, and exploration of emerging public transportation alternatives. The safe, convenient, and efficient mobility of people and goods is critical for residents’ quality of life and vitality of the local economy.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Maximize the safe, convenient, and efficient movement of people, goods, and traffic Public Works/Transit
2. Balance land use practices for mobility management Community Development/ Public Works/Transit
3. Provide a full range of mobility options and infrastructure Public Works/Transit Goals
55 49
Strategic Plan Priority 8 – Reliable Revenue Base and Effective Asset Management
The goals of this Strategic Plan Priority address the importance of monitoring fiscal conditions both within the City and beyond. This will inform policy decision -making and ensure that appropriate adjustments are made to maintain the financial health and stability of the City.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Employ a realistic, transparent, and conservative fiscal investment strategy City Treasurer's Office
2. Expand the City’s revenue base City Manager's Office/ Finance
3. Ensure effective land and property management programs for City-owned properties and buildings City Manager's Office
4. Maintain adequate funding and planning for ongoing
maintenance and replacement of City’s physical assets General Services
5. Monitor and review all fiscal matters Finance
6. Pursue vigorous interaction with County, State, Federal and other governmental agencies regarding revenue decisions and fiscal impacts
City Manager's Office
Goals
56 50
Strategic Plan Priority 9 – Responsive, Accountable, and Cost
-
Effective
Government
The goals of this Strategic Plan Priority recognize the importance of the City’s responsibility to manage in a manner which seeks out and responds to community input and is held accountable for the efficient delivery of services.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Emphasize city governance accountability and responsiveness City Manager's Office/
2. Delivery high quality services in a timely and cost effective manner
Communications &
Information Technology/
C
ity Manager's Office/
Finance
3. Provide outstanding communication with the community City Manager's Office
4. Provide basic civic literacy resources for ease of process navigation
Communications &
Information Technology/
C
ity Manager's Office
5. Maintain a skilled, knowledgeable, creative, and well-trained workforce.
City Manager's Office/
Human Resources
6. Continue organizational development for each department and division. City Manager's Office
Goals
57 51
Strategic Plan Priority 10
– S
afe,
S
ecure, and
E
quitable Community
The goals of this Strategic Plan Priority focus on all aspects of public safety, including crime, environmental hazards, and disaster preparedness, as well as ensuring information is readily available and communicated to the community.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Promote a safe community environment Community Development/ Fire/Police/Public Works
2. Protect persons and property from criminal activity Police
3. Promote a safe and secure community for youth Police
4. Provide up-to-date information and educational opportunities that encourage safety and crime prevention Police
5. Promote and establish a community that is prepared for natural or human made disasters, pandemics, or
c
ommunicable diseases, cyber security incidents or other emergencies that affect the community
City Manager's Office/Fire
6. Provide a safe an supportive environment for the economic vitality of the business community City Manager's Office/Police
7. Mitigate public health and safety risks from the use of Hydrofluoric/Modified Hydrofluoric Acid (HF/MHF) in the a
lkylation process at Torrance Refinery
Fire
Goals
58 52
Strategic Plan Priority 11
–
Stewardship of the Environment
The goals of this Strategic Plan Priority address the ongoing concerns regarding climate change and the need for the City to be aware of, and proactively respond to, a wide variety of issues concerning the physical environment on the local, national, and global scale.
The table below outlines each goal under this Strategic Plan Priority and the respective departments associated with each goal.
Department(s)
1. Establish Torrance as a leader in environmental responsibility and sustainability
City Manager's Office/
Community Development/
G
eneral Services/
Public Works
2. Actively inform, educate, and motivate the community regarding the value and benefit of environmental stewardship Community Development/
Public Works
3. Aggressively plan and act to enable all city stakeholders to mitigate and adapt to the climate change and ecological crisis City Manager's Office/
Community Development/
C
ommunity Services/
Public Works
4. Create and promote sustainable/green practices for use in daily life
Community Development/
Public Works
5. Strive for water reliability through the preservation and conservation of water resources
Community Development/
Public Works
6. Preserve and protect the natural environment and the benefits provided by well-functioning ecosystems
Community Development/
Community Services/
F
ire/Public Works
7. Create a positive environment for business and industries to adopt sustainable/green practices
City Manager's Office/
Community Development/
Goals
59 53
Strategic Plan Performance Indicators by Department
On an annual basis, the Finance and Governmental Operations Committee and City Council meet to provide direction on the budget initiatives. To track performance of various initiatives and the City’s implementation of the Strategic Plan, the following Key Performance Indicators (KPIs) are tracked across departments
.
These KPIs provide improved objective benchmarks based on the goals of each Department and at least one KPI per Department is in accordance with their assigned Strategic Plan priorities and goals.
Each Department has at least one sub -goal in the Strategic Plan, which in turn links Department strategic goal performance to an ongoing and measurable objective.
The City
has started monitoring
the KPIs on a quarterly basis and provide s the updates to the public in an online KPI Dashboard, which will be made available in
FY 2026
–
27 .
In the tables below, each department has listed their approved KPIs, their KPI benchmarks, and actual values
for the quarters ended
September 30, 2025,
December
31, 2025 and March 31, 2026.
Strategic
Plan Sub-
Goals(s)
Key Performance Indicator (KPI) Frequency Target Value FY 2025-26 Q1 (Jul-Sep)
FY 2025-26
Q2 (Oct-Dec)
FY 2025-26
Q3 (Jan-Mar)
FY 2025-26
Q3 Status
City Attorney's Office
N/A Closure rate on civil litigation cases Quarterly >=70% 220% 120% 130% O n-Track N/A Closure Rate on Work Requests Quarterly >=60% 75% 80% 73% O n-Track N/A Number of training opportunities provided by the City Attorney's Office Quarterly >=1 0 0 9 O n-Track
City Manager's Office
N/A Percentage of Strategic Plan Subgoals Off Track Quarterly <=5% 0% 0% 0% O n-Track
5.2.1 Number change of unhoused individuals within the
City Annually <=0 31 31 31 O ff-Track
11.7.4 Viewer Retention Rate (greater than 15 seconds) Quarterly >=70% watch
over 15 seconds
of content
70% 72% 75% On-Track
Community Development
3.2.2 Number of revitalized and redeveloped commercial
properties through the City's Commercial Facade
Improvement Program
Quarterly >=1 0 0 0 O ff-Track
3.6.2 Code Compliance Closure Rate Quarterly >=85% 83% 67% 56% O ff-Track
3.6.2 Customer Satisfaction Rate at Permit Center Quarterly >=90% 93% 94% 91% O n-Track
3.6.2 Customer Wait Time at Permit Center (minutes) Quarterly <=20 min 8 min 8 min 6 min On-Track 60 54
Strategic
Plan Sub-
Goals(s)
Key Performance Indicator (KPI) Frequency Target Value FY 2025-26 Q1 (Jul-Sep)
FY 2025-26
Q2 (Oct-Dec)
FY 2025-26
Q3 (Jan-Mar)
FY 2025-26
Q3 Status
Community Services
1.1.7 Number of public art pieces installed Annually >=8 6 6 6 O ff-Track
4.4.3 Number of library visitors: Main Library Quarterly >=39,000 39,261 30, 913 29,295 Off-Track
4.4.3 Number of library visitors: Branch Libraries Quarterly >=52,500 52,655 51, 166 52,967 On-Track
4.5.1 Average enrollment rates of offered classes Quarterly >=75% 74% 82% 87% O n-Track
1.1.4 Average number of days to close Service Requests Quarterly <=5 days 7 34 23 O ff-Track Finance
N/A Average number of days to process a Budget Transfer Quarterly <=3 days 5.7 3 .5 6.4 Off-Track N/A Average number of days to process a Change Order Quarterly <=3 days 2.3 2 .2 2.5 On-Track
8.5.1 Number of audit findings from 3rd party independent audits Annually <=1 3 3 3 O ff-Track
8.5.2, 8.5.3 Number of public engagement meetings Quarterly >=1 1 2 2 O n-Track
8.2.3 Number of Business Licenses Annually >=13,500 13,987 13, 987 13,987 On-Track Fire
10.5.4 Performance of 1st unit on-scene for all Fire incidents at the 90th percentile (minutes) Quarterly <= 6 min 24 sec 7 min 50 sec 8 min 57 sec - -
10.5.4 Performance of 1st unit on-scene for all EMS
incidents at the 90th percentile (minutes) Quarterly <=6 min 4 sec 7 min 45 sec 9 min 16 sec - -
10.1.1 Percentage of initiated (performed) state-mandated inspections Quarterly 100% 90% 100% 100% O n-Track
N/A Number of TUSD campuses that received fire and life safety training Annually >=30 25 25 25 O ff-Track
General Services
8.4 Average number of days to complete facility work
orders Quarterly <=3 days 2.5 3 3 O n-Track
11.1 Percentage of City Fleet Vehicles that are zero-
emission Quarterly 100% 10% 12% 13% O ff-Track
N/A Average number of days to complete central services work orders Quarterly <=3 days 3 3 3 O n-Track
N/A Average number of days to complete graffiti work
orders Quarterly <=2 days 1 1 2 O n-Track
61 55
Strategic
Plan Sub-
Goals(s)
Key Performance Indicator (KPI) Frequency Target Value FY 2025-26 Q1 (Jul-Sep)
FY 2025-26
Q2 (Oct-Dec)
FY 2025-26
Q3 (Jan-Mar)
FY 2025-26
Q3 Status
Human Resources
9.5.2 Percentage of benefits eligible employees who attend the Benefits Fair Annually >=40% 36% 36% 36% O ff-Track
9.5 Average number of days to establish eligibility lists (Safety) Quarterly <=90 days 54 45 43 O n-Track
9.5 Average number of days to establish eligibility lists (Non-Safety) Quarterly <=90 days 46 44 30 O n-Track
9.5 Average number of days to process Personnel Action
Forms Quarterly <=3 days 3 5 4 O ff-Track
9.5 Average number of days to complete NeoGov
Requisition Quarterly <=2 days 1.92 1.97 3 O ff-Track
9.5.2 Average number of days to enroll employees in
benefits Quarterly <=30 days 18 21 10 O n-Track
9.5 Citywide Vacancy Rate Quarterly <=10% 11.9% 13. 5% 12.2% Off-Track Information Technology
N/A Percentage of service requests completed within two hours Quarterly >=98.5% 98% 98.5% 98.0% O ff-Track
N/A Percentage of unplanned maintenance incidents Quarterly <=10% 5% 3% 5% O n-Track N/A Cyber Security Incident Closure Rate Quarterly 100% 100% 100% 100% O n-Track
9.4.2 Percentage of employees who complete cybersecurity training Annually >=90% 92% 91% 90% O n-Track
Police
10.2.1,10.2.
2 Average Police Response Time to Emergency Priority
One Calls Quarterly <=7 min 8 min 48 sec 8 min 39 sec - - N/A Number of community engagement
meetings/events/forums Quarterly >=12 27 39 - -
Public Works
7.3.1 City's Pavement Condition Index (PCI) rating Annually >=70 76 76 76 O n-Track
11.5.1 Percent of local water supply sold Quarterly >=55% 29% 33% 24% O ff-Track
11.3.6 Number of street trees Quarterly >=44,500 39,095 39, 780 40,800 Off-Track Transit
7.1.2 Percent of Bus On-time Performance Quarterly >=80% 80.9% 77. 7% 79.4% Off-Track
7.1.2, 7.3.2,
7.3.4, 7.3.6
Total Transit Ridership (All Bus, TCTP and future
Micro Transit) Quarterly >=500,000 591,134 693,420 673,294 O n-Track N/A Average vehicle revenue miles between mechanical
failures Quarterly >=6,000 miles 28,026 24,457 27,454 O n-Track N/A Percentage value of fare box recovery Annually >=4% 3.8% 4. 0% 4.0% On-Track 62 56
Areas of Focus
There are multiple areas that staff are tracking closely that will require attention in the near term and over the coming budget cycles. These will be a topic of focus highlighted during First Quarter and Mid- Year Budget Review reports and continue to be monitored going forward.
Self-Insurance Fund
The City’s Self -Insurance Fund covers expenditures in the following areas: non -litigated claims, liability claims and associated settlements, workers’ compensation cases, and unemployment Insurance payments. It is funded by contributions from the General F und, Enterprise Funds, and Internal Service Funds. This fund has accumulated
a
negative fund balance over the
years, which
has
been gradually improving over the last
four
years. As of June 30, 202
5 (audited), the fund ’s net
position is (-$52.3) million. This is driven by existing outstanding liabilities in workers’ compensation of $49.5
million and Liability Claims of $1 8.4 million. As of June 30, 202 5 (audited), the
fund
’s assets
stand at $ 27.5 million. Given the trends, the FY 2026
–
27 budget includes contributions from all
departments to maintain a balanced budget for the next 10 years. Additional one -time transfers will be recommended when budget savings are available to help address this shortfall and rebuild its balance to a positive status.
Labor Trends
In recent years the City has experienced one of the tightest labor market of modern times. During FY 2020
-
21 and FY 2021
-
22, the City held positions vacant to weather the COVID -19 pandemic. With the impacts of the pandemic behind the City, the passage of Measure SST allowing public safety positions to remain whole,
and the
multi
-year labor agreements recently approved,
the City
continues to work
hard to attract and retain high quality talent. It is proving to be a challenging time to fill positions and will
to be a primary focus to
stabilize the workforce.
As of
March 202
6,
258 employees are eligible for retirement ( based on 55 years of age; Employee Classification A), as compared to 248
as of March 202
5 . As the workforce ages, City staff will continue
to monitor retirement eligibility for proper succession planning. Beginning in FY
2021-22, the City
sustained a significant spike in retirements and voluntary resignations , which has since
begun to
stabilize beginning in FY 202
3 -24. While the trend has started to improve, it still
remains an
area of
focus, and
employee
succession planning and
retention will continue to be a
ddressed and monitored
closely.
63 57
Aging Buildings and Infrastructure
The City of Torrance owns and operates over $500 million worth of buildings, public facilities, and infrastructure (net of accumulated depreciation) . With every year passing these buildings age and deteriorate, many of which are still in their original condition.
T
he City’s capital assets have either
reached or exceeded
their half
-life mark, requiring heavy maintenance and upgrade.
In FY23
-
24, the
City contracted a firm to index all city -owned facilities, and the firm issued a comprehensive facility assessm
ent report cover
ing items such as seismic upgrades, HVAC, plumbing, electrical, various infrastructure items, and other interior and exterior elements such as windows, doors, paint, flooring and roofs, and the report provided rating for conditions for each building. This ass essment report, along with the feedback from the General Services department and Community Services department, was utilized as a basis to develop the
C
apital Improvement Plan for FY 2026
–
27 to FY30
-
31 .
The next
phase of refining required investment through the Capital Improvement Plan will be achieved through a Parks Master Plan funded in
FY 20
25 -
26 and FY 2026
–
27 that will further inform the
necessary capital investments required in our city parks after engaging with the community.
Additional information on this index study can be found in the
Capital Improvement Plan
section.
Pension/OPEB Benefits Liability Management
In an effort to manage rising pension costs, the C ity took action in October 2020 issuing $349.5 million in Lease Revenue Bonds taking advantage of historically low interest rates during the COVID -19 pandemic
. The
City used $338.4 million from the 2020 Lease Revenue Bonds to pay down a portion of its
unfunded liability
with CalPERS. This reduced the peak of future payments and provided financial relief each year of the bond issuance with estimates totaling $172.2 million overall . At that time, the City had
an unfunded liability of $497 million. This additional payment, along with the
C
ity's planned
contributions for fiscal year 2021, was expected to increase the
C
ity's CalPERS funded level from
about 71.4% to 92%. On top of this payment, CalPERS earned a 21.3% return on investments over the course of
FY
2020
-
21,
which
ultimately
set the funded status at 104%.
It is important to note that this high return triggered a reduction in the CalPERS discount rate from
7.0% to 6.8%. Despite this reduction, the impact of the returns outweighed the negative effect of the FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
9 Months of
FY 2025-26
Retirements 72 59 33 48 36
Voluntary Resignations 133 121 96 87 64
Departures or Death 13 21 18 20 19
Total Separations 218 201 147 155 119
64 58
discount rate in future years. During fiscal years ending 2022 through 202 5 , CalPERS investment returns fluctuated between losses and positive returns,
with the ultimate impact
reduc
ing the
funding status and increas ing future annual Unfunded Ac crued Liability (UAL) payment.
Consequently
, the amount of money needed to cover future pension obligations, known as
UAL
, has
increased.
The
City’s
UAL payment
associated with the General Fund
is projected to
increase from $
17.9 million
in FY 2026
-
27 to $23.9 million in FY 20
35 -36
.
The City Council, when issuing the
2020 Lease Revenue
Bonds, committed to contributing
at least 20% of the savings from the 2020 Lease Revenue Bonds
to
the newly establish CalPERS Section 115 Fund.
With the annual UAL payments escalating, the City has
built into its 10-year projection
the utilization of savings from the
CEPPT
Section 115 Fund to smooth
this rise i
n costs
. The City
projects the
need to utilize a portion of this balance for
each of the first five
years of the 10
-
year projection . Overall, the City’s CalPERS and CalPERS
-
related debt costs are
estimated to be
1 9.1% of the City’s General Fund -Operating Fund’s budget. The City continues to monitor CalPERS performance closely, projecting its effects up to 30 years and incorporating these amounts into our 10
-
year projection models. The following chart provides a citywide view, for all funds, of total pension costs inclusive of payments to CalPERS and for the 2020 Lease Revenue Bonds:
62,000,000
64,000,000
66,000,000
68,000,000
70,000,000
72,000,000
74,000,000
76,000,000
78,000,000
80,000,000
82,000,000
Total Pension Costs - CalPERS & Debt Service
65 59
Financial Key Performance Indicators
The City of Torrance monitors F inancial Key Performance Indicators (KPI) to objectively benchmark the financial performance of the City and align its budget with Strategic Plan priorities, including Reliable Revenue Base & Effective Asset Management , and Responsive, Accountable
and
Cost-
Effective Government. While many of the
key performance indicators
included in this budget
document also align with metrics
previously
utilized by the
California
State Auditor and
currently
recommended by the Government Finance Officers Association, others are
used
to help round out the
City’s finances overall. Using the City’s audited Annual Comprehensive Financial Report
(“ACFR”)
as
the primary source, the City’s key performance indicators and corresponding grading criteria are as follows:
Below provides an analysis
of
the City’s performance, based on the
grading
criteria using the last
five years of data:
Financial Key Performance Indicators High Risk Moderate Risk Low Risk Revenue Trends < 0% 0% - 2% 2% or >
Net True Operating Surplus/(Deficit) -$2M or > deficit -$2M to +$2M + $2M General Fund Unrestricted Fund Balance < 15% 15% - 20% 20%+ Liquidity < 100% 100% - 150% 150%+
Pension Obligations > 100% 50% - 100% < 50%
Debt Burden > 100% 40% - 100% < 40%
Pension Funded Status < 70% 70% - 80% 80%+
OPEB Funded Status < 70% 70% - 80% 80%+
Self Insurance Funded Status < 70% 70% - 80% 80%+
Capital Asset Condition < 0% 0% - 2% 2% or >
Grading Criteria
Financial Key Performance Indicators FY20-21 F Y21-22 FY22-23 FY23-24 FY24-25 Revenue Trends ● ● ● ● ●
Net True Operating Surplus/(Deficit) ● ● ● ● ●
General Fund Unrestricted Fund Balance ● ● ● ● ●
Liquidity ● ● ● ● ●
Pension Obligations ● ● ● ● ●
Debt Burden ● ● ● ● ●
Pension Funded Status ● ● ● ● ●
OPEB Funded Status ● ● ● ● ●
Self Insurance Funded Status ● ● ● ● ●
Capital Asset Condition ● ● ● ● ●
66 60
Revenue Trends
This key performance indicator measures the year -over-year changes in Operating Revenues and Transfers-In for the City’s General Fund, controlled for one -time sources and inflation. The City
uses
the June Consumer Price Index for all Urban Consumers (CPI-U) to
normalize results and better reflect
underlying, recurring revenue growth. Beginning in FY 2020
-
21, General Fund revenues increased by
4.4%
as the economy rebounded from the COVID
-19 pandemic. Growth continued over the next two
fiscal years, reaching
a peak of 14.
3% in FY
2022
-
23 . This elevated growth placed the City in the Low
-
Risk category during that period; however, these gains were largely driven by economic recovery and pent-up demand following pandemic-related restrictions and are not indicative of typical long -term trends.
In FY
2023
-
24 and FY 2024
-
25 ,
revenue growth moderated as inflationary pressures and higher interest rates slowed economic activity.
As of June 30, 2025
, the
Cit
y’s Revenue Trends KPI
reflects a
Moderate-Risk position. Loo
king ahead, the City remains
cautious
given ongoing economic
uncertainty, including potential impacts
from newly implemented international tariffs and broader geopolitical concerns.
Revenue Trends FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Operating Revenues & Transfers In (net) - thousands 204,735 234,839 275,131 287,795 296,974 CPI-U (as of June 30) 289.2 314.1 322.1 332.4 343.0
CPI-U (adjustment for constant dollars-2012 basis) 81.6% 75.1% 73.3% 71.0% 68.8% Operating Revenues & Transfers In (net) - thousands 167,080 176,481 201,636 204,379 204,340 Percent Change from prior year 4.4% 5.6% 14.3% 1.4% 0.0% Goal 2.0% 2.0% 2.0% 2.0% 2.0%
4.5%5-Year Average Change
Current Status: Moderate
67 61
Net True Operating Surplus/(Deficit)
The Net True Operating Surplus/ (Deficit) KPI monitors the difference between recurring revenues and recurring expenditures in the General Fund . One-time activities are excluded to more accurately assess ongoing structural balance and
identify any underlying
imbalances
each year
.
Over the five -year period shown , the City’s General Fund has improved from a
structural loss
in
FY
2020
-
21 to consistent operating surpluses in subsequent years . These surpluses reflect stronger revenue performance and ongoing efforts to align recurring expenditures with sustainable funding sources.
As shown
in the chart
, the
City has maintained positive structural operating results in recent years, with a five-year average surplus of approximately $13.0 million. This trend indicates improved fiscal stability; however, continued monitoring is warranted to ensure that recurring revenues keep pace with expenditure growth
amid changing economic conditions.
Net True Operating Surplus / (Deficit) FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Net Operating Revenues & Transfers In - thousands 204,735 234,839 275,131 287,795 296,974 Net Operating Expenditures & Transfers Out - thousands 216,226 220,264 259,046 252,637 286,531 Net Recurring Surplus/(Deficit) - thousands -11,492 14,575 16,085 35,159 10,443 Goal 0 0 0 0 0
12,9545-Year Average Change
Current Status: Low Risk
68 62
General Fund
Unrestricted Fund Balance
The General Fund Unrestricted Fund Balance KPI monitors the Assigned and Unassigned Fund Balance as a percentage of the General Fund’s Operating Expenditures and Transfers Out.
O
ne-time
activities are excluded from the Expenditures and Transfers classifications to
better reflect recurring
conditions
and provide a more accurate view of
the City’s
unassigned fund balance each year.
Over the five -year period shown , the City’s Unrestricted General Fund fund balance increased from lower levels in FY 2020
-
21 to exceed the 20% reserve target in FY 2021
-
22 and has remained elevated
through FY 2024-25
.
The five
-
year average of 30.0% reflects sustained positive operating results and financial management.
General Fund Unrestricted Fund Balance FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 General Fund Unrestricted Fund Balance - thousands 26,401 50,210 69,269 86,434 104,752 Operating Expenditures & Transfers (net) - thousands 216,226 221,218 259,046 252,637 288,859 General Fund Unrestricted Fund Balance - % of Operating Expenditures & Transfers (net) 12.2% 22.7% 26.7% 34.2% 36.3% Goal 20.0% 20.0% 20.0% 20.0% 20.0%
30.0%5-Year Average
Current Status: Low Risk
69 63
Liquidity
The Liquidity KPI measures the City’s General Fund cash and investment balances relative to General Fund liabilities. The City utilizes this metric to determine how much cash is on hand to cover near - term
obligations
and
maintain sufficient cash flow for ongoing operations
.
Over t he five
-
year period shown, the City’s liquidity improved significantly in FY 2021 -22 and has remained well above the 150% target through FY 2024-25, reflecting
a
strong cash position relative to
liabilities. The five
-
year average of 410.1% indicates a consistently strong liquidity position, providing substantial capacity to meet near -term obligations. Continued monitoring is warranted to ensure liquidity levels remain aligned with operational needs and broader financial conditions.
Liquidity FY20-21 FY21-22 F Y22-23 FY23-24 FY24-25
General Fund Cash & Investments - thousands 11,550 32, 150 44,339 66,829 86,872 General Fund Liabilities - thousands 9,131 10,545 9,695 11,025 15,634 General Fund Liquidity Ratio 126.5% 304.9% 457.3% 606.1% 555.7% Goal 150.0% 150.0% 150.0% 150.0% 150.0%
410.1%5-Year Average
Current Status: Low Risk
70 64
Pension Obligations
The Pension Obligations KPI monitors the City’s total pension -related liabilities including CalPERS, PARS, or any other pension
-
related debt as a percentage of the City’s total revenues. The City uses this metric to monitor how much of its revenue stream is burdened by its outstanding pension-related liabilities. Since FY 20
-21
, the City’s pension obligations as a percentage of citywide revenues have experienced a downward trend. The City’s score in this indicator improved significantly in FY
2021-22,
a combined result of issuing the 2020 Lease Revenue Bonds to pay down a significant portion of the City’s Unfunded Ac crued Liability and a 21.3% CalPERS investment return. However, this indicator was adversely impacted by a
7.5%
CalPERS investment loss in FY2 2-23. Despite these recent events, the City will remain diligent in strategically lowering this ratio to achieve the 50% goal.
Pension Obligations FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Net Pension Liability/(Asset) - thousands 510,899 -65,133 229,370 250,457 231,854 Pension-Related Debt - thousands 0 347,500 340,085 332,070 323,420 Governmentwide Revenues - thousands 364,924 428,920 469,825 479,918 529,451 Net Pension Liability and Pension Related Debt as
Percent of Government-wide Revenue 140.0% 65.8% 121.2% 121.4% 104.9% Goal 50.0% 50.0% 50.0% 50.0% 50.0%
110.7%5-Year Average
Current Status: High Risk
71 65
Debt Burden
The Debt Burden KPI monitors the City’s total long-term obligations, excluding all pension and OPEB- related debt, as a percentage of the City’s total revenues. The City uses this metric to determine how much of its revenue stream is burdened by its outstanding general debt-related obligations.
The City’s total long -term liability (excluding pensions and OPEB) as a percentage of citywide revenues fell below the 40% goal in FY21-22. This indicator continues to
decrease,
falling to
3 2.8% in
FY24-25. The City will remain focused on paying down its existing obligations to maintain the 40% threshold.
Debt Burden FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Long-Term Obligations (excluding pension debt) -
thousands 157,722 163,534 157,025 154,317 173,673
Governmentwide Revenues - thousands 364,924 428,920 469,825 479,918 529,451 Percent of Long-term obligations to Government-
wide Revenue - thousands 43.2% 38.1% 33.4% 32.2% 32.8%
Goal 40.0% 40.0% 40.0% 40.0% 40.0%
35.9%5-Year Average
Current Status: Low Risk
72 66
Pension Funded Status
The Pension Funded Status KPI monitors the funding status of the City’s two pension plans, CalPERS and PARS, though the PARS pension plan has been frozen as a result of negotiations with affected bargaining groups. This metric is used to determine the overall financial health of its pension plans and monitor funding needs for the future.
Although the City strives to maintain a fully funded pension system, the State Auditor
previously
provided the highest scoring for meeting an 80% threshold. To estimate future returns, CalPERS has implemented discount rate reductions and provided more reliable actuarial contribution amounts to anticipate annual outcomes more realistically. As a result, this ha
s increased City contributions and
lowered the City’s funded status.
In FY
2020
-
21, the City issued $349.5 million in bonds to pay down a significant portion of the City’s Unfunded Ac crued Liability. Additionally, CalPERS experienced a
21.3% investment return in the same year, allowing the City to surpass 100% funded status in FY 2021
-
22 .
However, this indicator
was
adversely impacted by a
7.5%
CalPERS investment loss in FY 2022-23,
followed by modest 9.5% returns in FY 20
23 -24
and
12.1 % returns
in
FY 2024
-
25. Pension (CalPERS & PARS) Funded Status FY20-21 FY21-22 FY22-23 F Y23-24 FY24-25 Fiduciary Net Position - thousands 1,194,336 1,824,991 1, 629,239 1,662,337 1,739,583 Total Pension Liability - thousands 1,705,235 1,759,858 1,858,609 1,912,794 1,971,436 Pension Funded Status 70.0% 103.7% 87.7% 86.9% 88.2%
Goal 80.0% 80.0% 80.0% 80.0% 80.0%
87.3%5-Year Average
Current Status: Low Risk
73 67
OPEB Funded Status
The Other Postemployment Benefits (OPEB) Funded Status KPI monitors the City’s funding status of its postemployment benefits (outside of pension). This typically includes retiree medical costs , and this metric monitors the health of its OPEB trust fund to pay for future retiree medical costs. The City’s funds are currently held in the CalPERS
Employers' Retiree Benefit Trust (
“CERBT”) Fund.
The City’s OPEB funded status has improved since the CERBT account was established in FY
2015-16
with actuarially determined (net of pay as you go costs) contributions made each year. Although the City strives to maintain a fully funded post-employment benefits system, the State Auditor
previously
provided the highest scoring for meeting an 80% threshold. The City continues to make its annual payments as determined through regular actuarial reports and is expected to improve its funding status for this metr ic in future years.
As such, it is important to continue sufficiently funding these contributions to stay on this path.
OPEB Funded Status FY20-21 FY21-22 F Y22-23 FY23-24 FY24-25 Fiduciary Net Position - thousands 27,848 38, 802 34,481 38,988 45,266 Total OPEB Liability - thousands 72,460 77,616 80,138 100,668 109,192 OPEB Funded Status 38.4% 50.0% 43.0% 38.7% 41.5%
Goal 80.0% 80.0% 80.0% 80.0% 80.0%
42.3%5-Year Average
Current Status: High Risk
74 68
Self-Insurance Funded Status
The Self-Insurance Funded Status KPI monitors the City’s funding status of its Self -Insurance Fund, which pays for
litigated/non
-litigated claims and workers compensation claims. The City uses this metric to monitor the financial health of the Self-Insurance Fund against outstanding claims.
Historically, the City
operated
on a pay-as-you-go basis when funding this internal service fund. The City strives to fund 100% of its open liabilities though the goal for this metric has been set to 80% for consistency with pension and OPEB thresholds. As the City continues to increase
its contributions to
the Self -Insurance Fund, the Self -Insurance Fund’s
FY 2026
–
27 budget has stabilized and is
anticipated to remain balanced for future years. However, given the low funded status and negative fund balance, additional one-time transfers will be recommended in the interim when budget savings are available to help address this shortfall.
Self-Insurance Funded Status FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 Self-Insurance Assets - thousands 12,743 15,159 15,724 21,757 27,603 Self-Insurance Liabilities - thousands 68,570 77,326 69,790 73,813 79,860 Self-Insurance Funded Status 18.6% 19.6% 22.5% 29.5% 34.6% Goal 80.0% 80.0% 80.0% 80.0% 80.0%g
25.0%5-Year Average
Current Status: High Risk
75 69
Capital Asset Condition
The Capital Asset Condition KPI monitors the City’s investments in capital assets over time. The City uses this metric to determine the overall health of its assets and ensure that investments are made to properly maintain them.
The City’s change in total invested capital assets has generally increased each year. It is important to monitor this trend over time to ensure that the City does not experience a declining asset balance which would indicate accelerated deterioration of assets as they depreciate. As shown below, the change in net Capital Assets (net of depreciation) has been largely positive over the last five years.
For
the first time in FY
20 23
-
24, the City has fallen to the Moderate Risk category, affirming that more capital investment is necessary. The City currently has $176.0 million dedicated to capital projects and
is investing an additional
$
61.5 in
FY 2026
–
27 into capital improvements. The
FY 2026
–
27 budget
includes $450,000 to allow for a Parks Master Plan effort to be completed. This effort will provide the community the opportunity for input to shape the future of the City’s parks
and
help shed light on the
cost implications.
Capital Asset Condition FY20-21 FY21-22 FY22-23 FY23-24 F Y24-25 Citywide Capital Asset Value - thousands 977,471 1,013,034 1,055,059 1, 081,495 1,130,037 Accumulated Depreciation - thousands -462,557 -483,760 -506,488 -527,033 -548,534 Citywide Capital Asset Value (net of depreciation) - thousands 514,914 529,274 548,571 554,462 581,503 Citywide Capital Asset Condition (amount remaining) 52.7% 52.2% 52.0% 51.3% 51.5% Change in Capital Asset Condition 2.1% 2.8% 3.6% 1.1% 4.9% Goal 2.0% 2.0% 2.0% 2.0% 2.0%
2.9%5-Year Average
76 70
Economic Outlook
The City’s proposed FY 2026 – 27 operating budget was developed with consideration of both national and local economic trends. Staff have been monitoring economic indicators such as
the federal funds
rate, the Consumer Price Index, Real Gross Domestic Product, labor market trends , inventories to sales ratio, and the Consumer
C
onfidence
Index
.
Federal Funds Rate
The Federal Funds Rate is the benchmark borrowing largely determined by the U.S. Federal Reserve System (Fed) from which fixed income instrument, loan, mortgage, and credit card rates are based.
Typically, a higher federal funds rate incentivizes saving while a lower rate incentivizes spending and borrowing. For city governments, a lower federal funds rate —
coupled with a low inflation rate
—can
support economic growth, strengthen tax revenues, and reduce the cost of financing capital projects.
Following a series of rate increases in 2023 to address elevated inflation, the Federal Reserve began lowering rates in late 2024 and throughout 2025, bringing the target range down from a peak of
5.25%-5.50% to 3.50% -3.75 by year
-
end. As of March 18, 202
6, Federal Reserve meeting, the Fed
maintained this target range, signaling a pause as policy makers assess incoming economic data.
Future rate decisions remain uncertain and will depend largely on inflation trends and labor market conditions, which may influence borrowing costs and overall economic activity.
The Fed’s three most recent target federal funds rate actions are summarized below:
Federal Reserve Meeting Action Taken Target Fed Fund Rate December 11, 2025 -25 basis points 3.50% - 3.75%
October 30, 2025 -25 basis points 3.75% - 4.00%
September 18, 2025 -25 basis points 4.00% - 4.25%
Consumer Price Index (Inflation)
The Consumer Price Index (CPI) tracks changes in the average prices of consumer goods and services.
Annualized percentage changes in CPI reflect a measure of inflation. Inflation that is substantially higher or lower reflects unstable prices that make financial planning more difficult and often hinders economic growth.
As of March 2026, inflation in the Los Angeles region remains moderate, with the Consumer Price Index (CPI) increasing 3.4% over the past 12 months. Since March 2023, inflation has generally eased 77 71
from earlier highs but stabilized in the range of approximately 2.8% to 3.5%. Core inflation declined from higher levels in 2023 and now stands at 2.8%, indicating underlying price pressures are easing but still present.
The U.S. Federal Reserve System (Fed) leverages the Personal Consumption Expenditure (PCE) index to compare against its policy benchmark target of 2%. As of February 2026 the PCE index currently stands at 2.8%.
Shelter and medical care continue to be the main drivers of inflation, while energy prices contribute to short-term fluctuations. Although inflation is stabilizing, ongoing pressure in essentials categories such as food, shelter, and medical care suggests some uncertainty remains.
Real Gross Domestic Product
Real Gross Domestic Product (GDP) reflects the value of all goods and services produced within an economy each year, adjusted
for inflation
, making it a key indicator of overall economic performance and growth over time. As illustrated
below
, real GDP has maintained a consistent upward trajectory from 2021 through 2025, reaching its highest level of approximately $24.1 billion (chained 2017 dollars) in late 2025. According to the most recent data from the U.S. Bureau of Economic Analysis (BEA), real GDP increased approximately
by 2.
3% in the
fourth
quarter of 202
5 compared to the same
period
in the prior year.
78 72
In contrast, short -term economic momentum slowed toward the end of the year. BEA’s second estimate indicates that real GDP increased at an annualized rate of 0.7% in the fourth quarter of 2025, a significant slowdown from the 4.4% growth recorded in the th ird quarter. T his quarterly increase was primarily driven by consumer spending and private investment, which were partly offset by declines in government spending and exports. The downward revision from the advance estimate suggests slightly weaker than ex pected performance across several key areas of the economy.
Overall, while year over year growth remains stable, the recent decelerations introduce some uncertainty heading into 2026 and may impact revenue growth assumptions, consumer activity, and overall conditions at the local level.
Source: U.S. Bureau of Economic Analysis, " Table 1.1.6. Real Gross Domestic Product, Chained Dollars " (accessed Thursday, March 26, 2026).
According to the UCLA Anderson Forecast Spring 2026 outlook , annualized projections currently anticipate real GDP growth to reach about 2.9% in 2026, a slight increase from the steady 2.4% growth seen in 2024 and 2025, before easing to around 2.0% in 2027 and stabilizing near 2.3% in 2028
.
79 73
Source: The UCLA Anderson Forecast for the Nation and California: Spring 202 6 Report
Labor Market Trends
The unemployment rate indicates the percentage of people who are unemployed out of the total number of people working or actively seeking work.
As of
February 2026, the U.S. unemployment rate
was
4 .4%;
California
’s unemployment rate was 5.4%;
Los Angeles County
’s was 5.4%; and
Torrance’s
was
4.8%.
The national unemployment rate in the first quarter of 2026 was relatively stable, consistently hovering around 4.4%. On the other hand, state and county unemployment rates decreased slightly from the end of 2025 , while Torrance and comparable nearby cities experienced a slight uptick .
Overall, the local unemployment rates are generally slightly higher than what was experienced a year ago. The U.S. Department of Labor’s Employment Situation report for March 202
6 highlighted that,
despite little change in the unemployment rate, there were job gains in health care, construction, and transportation and warehousing
.
The report also affirmed that federal government employment continued to decline
, consistent
with the trend at the beginning of prior year
.
80 74
Source (national): U.S. Bureau of Labor Statistics
Source (state and county): State of California, Employment Development Department State and county unemployment rates for March 2026 have
not yet been released as of the publication date of this document.
California, L.A. County, and Torrance have an unemployment rate higher than the national level.
However, Torrance remains at a lower rate than California, L.A. County, and comparable nearby cities.
The Employment Development Department’s labor force and un
employment rate data release for
February 202
6 details Torrance having a 4.8% unemployment rate, which is a slight increase from the end of 2025.
Source: State of California, Employment Development Department 2026 data is as of February 2026.
*Seasonally Adjusted
Local Unemployment Rate Trends
2024 2025 2026
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
National* 4.1% 3.7% 4.1% 4.2% 4.2% 4.4% 4.4% 4.4%
California* 5.2% 5.3% 5.5% 5.3% 5.4% 5.6% 5.5% 5.4%
Los Angeles County* 5.3% 6.0% 6.0% 5.9% 5.7% 5.7% 5.6% 5.5% Carson 5.9% 6.0% 5.5% 5.3% 6.0% 5.9% 5.0% 5.5%
Gardena 5.7% 6.1% 5.6% 5.2% 5.7% 5.9% 5.0% 5.3%
Glendale 5.7% 5.8% 5.6% 5.7% 5.9% 5.8% 5.0% 5.5%
Hawthorne 5.7% 5.8% 5.6% 5.4% 5.8% 6.1% 5.2% 5.7%
Inglewood 6.8% 7.1% 6.3% 5.8% 6.4% 6.6% 5.5% 6.1%
Santa Monica 5.8% 5.8% 5.6% 5.9% 5.6% 5.7% 5.0% 5.4%
Torrance 4.9% 4.9% 4.5% 4.7% 5.2% 5.1% 4.4% 4.8%
81 75
Inventories to Sales Ratio
The Inventory to Sales Ratio metric measures the amount of inventory being carried compared to the number of sales orders being fulfilled.
Following the peak of the COVID
-19 pandemic, as the economy
partially re -opened in 2021, the nation experienced a significant spike in demand and economic activity as restrictions continued to be lowered and interest rates dropped. This in turn placed grea t strain on the overall supply chain. The Inventories to Sales ratio dipped below 1.3 for much of 2021, which impacted the price of goods and overall inflation rates. Since then, the balance has improved and begun to return to pre-pandemic levels as of the period ending January 2026 at 1.35. This ratio is lower than the 5-year pre-pandemic average (2015
-
2019) of 1.40 and there has been a slight general
decrease in the past few months. From an economist’s perspective, a downward trend reflects either an increase in sales or a decrease in available inventory.
Source: Federal Reserve Economic Data
Consumer Confidence Index
Consumer confidence index (“CCI”) is a critical driver of the U.S. and local economy which measures consumer confidence levels regarding their financial situation, sentiment about the general economic situation, unemployment, and capability of savings. Measures above 100 typically signal a positive attitude towards the future economic situation, while measures below 100 indicate a more pessimistic sentiment. According to the Conference Board Consumer Confidence Index survey, the CCI in March 2026 was at 91
.8, up 0.8 points from prior month (February 2026) and down 2.4 point s
from prior quarter
-
end (December 2025).
82 76
Source: Conference Board Consumer Confidence Index Survey
“Consumer confidence ticked up again in March, as a modest improvement in consumers’ views of current conditions outweighed a slight downshift in expectations for the future,” said Dana M Peterson, Chief Economist at The Conference Board. “Three of five co mponents of the Index firmed in March, and overall confidence improved modestly for a second month. Nonetheless, the Index has been on a general downward trend since 2021.”
83 REVENUES
84 77
Revenues
Citywide Revenue Summary by Fund
The citywide revenue budget is proposed to increase by $ 19.2 million (+ 3.4%) in FY 2026 – 27 . T he increase
from the prior budget
is driven by the following factors:
• The General Fund-Operating Fund is proposed to increase by $17 .8 million (+5.9%), primarily due to
Use of Money and Property
increasing by $20.5 million and
partially
offset by a decrease
from Operating Transfers-In of $8.2 million. The $15.1 increase in Use of Money and Property is mainly driven by the change in accounting for
outside the fence
Airport
land leases (non-
aeronautical) previously recognized in the Airport Fund and a $4.1 million increase from internal rent charges to
the City’s Enterprise
and
Internal Service
funds.
The decrease in
Operating Transfers In is mainly due to a decrease
of $12.8 million from Airport Fund transfers
related to the previously described change in accounting for the
land leases offset by an
increase in transfer
from
the CEPTT Fund of $5.0 million. The remaining change is
attributable
to an increase in Charges for Services of $2.0 million,
Taxes of $1.7 million,
and
Other Revenues
of $1.6 million.
•
The General Fund-Measure SST Fund is proposed to increase by $1.1 million (+4.2%) , due to an increase in Use of Money and Property
from the
investment earnings and an increase in
the
Fund
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
General Fund-Operating Fund 279,771,398 278,125,855 306,707,470 303,509,688 321,333,802 17,824,114 5.9% General Fund-Measure SST 18,064,595
25,577,251
25,685,176
26,183,606
27,279,846
1,096,240
4.2%
General Fund -Restricted 2,452,282
24,831,321
13,567,049
4,416,579
4,791,889
375,310
8.5%
General Fund-Assigned 2,195,940
10,852,404
10,930,500
7,111,091
6,419,911
(691,180)
-9.7%
Total General Fund 302,484,215$
339,386,831$
356,890,195$
341,220,964$
359,825,448$
18,604,484$
5.5%
AQMD Fund 198,640
206,313
202,627
211,134
207,063
(4,071)
-1.9%
Debt Service Fund 22,099,220
22,593,694
23,101,675
23,625,753
24,154,567
528,814
2.2%
Low Mod Fund 1,429,993
168,411
21,967
-
228,623
228,623
0.0%
Meadow Park Parking Lot District 152,866
50,248
58,145
41,205
50,000
8,795
21.3%
Section 8 Housing 6,823,779
8,312,839
8,852,610
9,685,309
9,084,600
(600,709)
-6.2%
Street Lighting Fund 1,710,391
1,846,644
1,882,097
1,937,828
1,918,250
(19,578)
-1.0%
Traffic Safety Fund -
82,366
56,611
70,950
55,000
(15,950)
-22.5%
Vanpool Fund 240,548
210,074
240,470
261,749
179,314
(82,435)
-31.5%
Total Nonmajor Governmental Funds 32,655,437$
33,470,589$
34,416,202$
35,833,928$
35,877,417$
43,489$
0.1%
Airport Fund 23,886,882
20,292,508
38,436,913
21,920,724
6,459,908
(15,460,816)
-70.5%
Sanitation Fund 16,649,110
26,869,749
18,600,946
18,993,739
21,341,105
2,347,366
12.4%
Sewer Fund 6,569,643
8,050,200
8,243,609
8,201,108
8,593,241
392,133
4.8%
Transit Fund 35,962,667
32,367,583
36,546,928
38,508,429
43,116,666
4,608,237
12.0%
Water Fund 55,377,877
56,262,311
59,776,150
61,768,887
65,591,352
3,822,465
6.2%
Total Enterprise Funds 138,446,179$
143,842,351$
161,604,546$
149,392,887$
145,102,272$
(4,290,615)$
-2.9%
Fleet Services Fund 25, 854,360 13,976,328 13,676,686 15,074,962 17,200,930 2,125,968 14.1% Self-Insurance Fund 24,309,720
23,070,807
23,974,728
24,178,667
26,890,010
2,711,343
11.2%
Total Internal Service Funds 50,164,080$
37,047,135$
37,651,414$
39,253,629$
44,090,940$
4,837,311$
12.3%
Redevelopment Agency Fund 3,597,670
4,318,282
4,175,440
4,339,486
4,351,081
11,595
0.3%
Total Fiduciary Funds 3,597,670$
4,318,282$
4,175,440$
4,339,486$
4,351,081$
11,595$
0.3%
Total Revenues 527,347,581$
558,065,188$
594,737,797$
570,040,894$
589,247,158$
19,206,264$
3.4%
85 78
taxes classification. The FY 2026 -27 budget has been adjusted to reflect current consumer spending trends.
•
The Airport Fund is proposed to
decrease
by $15.5 million (-70.5
%)
, mainly due to decreases
in Use of Money and Property of $13.8 million and Other Revenues of $1.6 million related
to
the change
in
accounting for the non-aeronautical land leases previously described migrating to
the General Fund
-Operating Fund.
•
The Sanitation Fund
is
proposed to increase by $2.3 million (+12.4%), driven by
the annual
rate change of 8%
resulting in an increase of $1.
3 million in the Charges for Services
classification and
an increase of $1.0 million
from Licenses, Fees and Permits
.
•
The
Transit Fund
is
proposed
to
increase
by $4.6 million
(+12.0%)
, primarily due to additional
Intergovernmental revenues of $1. 0 million for
Line 4
service expansion and a $1. 3 million
increase in
Measure
M funding. An additional increase of $0.9 million in Other Revenue
s
is due
to one-time grant funding
for
the Zero Emission Transit Capital Program
.
•
The Water Fund
is
proposed to increase
by $ 3.8 million (+ 6.2%), driven by the annual rate
change of
6.0% resulting in an increase
in the Charges for Services classification
.
•
The Fleet Services Fund is proposed to increase
by $
2.1 million (+14.1%), ensuring the cost of
parts, fuel, and labor are covered for all necessary vehicle maintenance and repair. Increased charges
also include
contribution
s
made towards future vehicle replacement.
•
The Self-Insurance Fund is proposed to increase by $2.7 million (+11.2%) , driven by the increase in
annual
insurance premiums
as well as
an increase in costs pertaining to workers ’
compensation claims and settlement related costs.
Citywide Revenue Summary by Classification
The primary drivers for the increase of
$
19 .
2 million (+
3.4%)
in FY 2026
–
27 are as follows:
Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Taxes 214,852,793 224,089,246 227,219,291 235,400,519 237,781,698 2,381,179 1.0% Licenses, Fees and Permits 18,091,998 19,032,102 19,863,285 19,695,580 21,247,778 1,552,198 7.9% Fines, Forfeitures and Penalties 676,656 811,019 1,759,845 2,186,040 2,100,000 (86,040) -3.9% Use of Money and Property 54,884,438 62,858,368 69,511,986 65,010,099 74,000,161 8,990,062 13.8% Intergovernmental 39,053,710 34,424,398 39,461,741 41,319,972 43,907,419 2,587,447 6.3% Charges for Services 115,882,487 129,094,610 137,653,482 146,274,521 157,504,529 11,230,008 7.7% Other Revenues 6,093,822 3,053,378 20,451,101 1,945,110 2,945,627 1,000,517 51.4% Operating Transfers In 76,564,095 79,476,303 70,762,601 58,019,285 49,570,180 (8,449,105) -14.6% Other Financing Sources 1,247,582 5,225,764 8,054,465 189,768 189,766 (2) 0.0% Total Revenues 527,347,581$ 558,065,188$ 594,737,797$ 570,040,894$ 589,247,158$ 19,206,264$ 3.4% 86 79
• The Taxes classification is proposed to increase by $2.4 million (+1.0%). This is mainly due to an anticipated increase from sales and property
tax
es totaling $4.3 million, partially offset by
a decrease in utility users’
tax of $2.
0 million
.
•
The
Use of Money and Property
classification
is
proposed to increase
by $
9.0 million
(+
13.8%)
driven by projected growth in investment earnings
of $1.3 million
resulting from a higher
federal funds rate and increased cash balances , increase
s
in lease revenues of $1. 7 million
from annual contractual adjustments, and $4.1 million from internal rent charges to the City’s Enterprise funds.
•
The Intergovernmental classification proposed to increase
by $2.6 million (+6.3%) driven by
the Transit
Fund revenues from
LA Metro funding
relating to Measure M and the Line 4
ex
pansion
totaling
$2.3 million
.
•
The Charges for Services
classification
proposed
to increase by $11.2 million (+7.7%)
due to
various changes across multiple funds. This increase is primarily driven by the Water Operations Fund of $3.8 million, Self-Insurance Fund of $2.7 million, General Fund-Operating Fund of $2.0 million, Sanitation Operations Fund of $1. 3 million, and the
Fleet
Fund of $ 1.1
million. The increase
s in the Water and
Sanitation Operations Funds are related to the recent
series of annual water and refuse rate adjustments approved by the Council through Prop 218 process. The increase in the Self -Insurance Fund is mainly due to the rising cost of insurance premiums and workers’ compensation claims and
settlement
-related costs. The increase in
the General Fund -Operating Fund is mainly due to the fees from the Emergency Transport program in the Fire Department of $1.5 million and nominal increases in program fees from the Community Development and Community Services departments.
The Fleet Services Fund
increase is attributable to ensuring the fund is balance and can cover costs related to vehicle maintenance, fuel, labor, and parts, as well as non-vehicle maintenance activities such as rent and administrative services.
•
The Operating Transfers In classification is proposed
to decrease
by $8.4 million (-14
.
6%). This
change is primarily driven by
the decrease in the General Fund-Operating Fund of
$
8.2 million.
The decrease in transfers to this fund is mainly due to a decrease of $12.8 million from Airport Fund transfers related to the
change in accounting for non
-aeronautical
land leases offset by
an increase in transfer
s
from the CEPTT Fund of $5.0 million. Although this significant change is seen at the fund level, it is offset at the consolidated Citywide level.
87 80
General Fund-Operating Fund Revenue Summary by Classification
The Taxes, Charges for Services, Operating Transfers In, and Use of Money and Property
classifications
are the primary sources of revenue for the City’s General Fund -Operating Fund and account for
93 %
of the revenues. The
Taxes
classification is comprised of the following three major sources:
S
ales and
Use tax, Property tax, and
U
tility Users’ Tax. The Charges for Services classification includes user fees charged by city departments such as Community Development, Fire, General Services, and Community Services. The Operating Transfers In classification represents transfers mainly from the CEPPT
Fund, General Fund-Measure SST Fund, General Fund-Assigned (Economic Anomaly
Reserve)
Fund, Sanitation Fund, and funding from Gas Tax to support the City’s day -to-day operations. The Use of Money and Property classification represents the City’s
utilization of assets including
funding
sources from lease revenues, investment earnings and
other rental income.
General Fund-Operating Fund Tax Revenue Summary by Classification
The General Fund’s three core
tax revenue sources are
Sales
and Use Tax , Property Tax, and
Utility
Users’ Tax. These tax
sources
typically represent
approximately
87% of the tax classification budget
and about 56% of the overall General Fund-Operating Fund revenue budget.
Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Taxes 192,046,055 192,972,611 196,377,131 203,810,470 205,535,072 1,724,602 0.8% Licenses, Fees and Permits 16,781,556 17,617,815 18,218,561 18,865,230 19,457,778 592,548 3.1% Fines, Forfeitures and Penalties 676,656 727,156 1,702,725 2,115,090 2,045,000 (70,090) -3.3% Use of Money and Property 4,677,227 8,898,762 10,528,653 9,014,403 29,165,251 20,150,848 223.5% Intergovernmental 521,909 368,968 435,406 435,630 455,500 19,870 4.6% Charges for Services 21,010,365 25,460,614 25,124,687 25,928,210 27,932,106 2,003,896 7.7% Other Revenues 4,638,131 676,712 192,500 81,310 1,713,000 1,631,690 2006.8% Operating Transfers In 38,361,683 26,367,219 46,263,108 43,259,345 35,030,095 (8,229,250) -19.0% Other Financing Sources 1,057,816 5,035,998 7,864,699 - - - 0.0% Total Revenues 279,771,398$ 278,125,855$ 306,707,470$ 303,509,688$ 321,333,802$ 17,824,114$ 5.9% Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Sales and Use Tax 62,610,106 61,931,074 59,199,636 61,701,050 63,199,620 1,498,570 2.4% Property Tax 62,105,457
65,094,737 68,370,768 72,011,450 74,152,690
2,141,240
3.0%
Utility Users Tax 44,115,724 41,289,435 41,357,001 43,313,300 41,308,282 (2,005,018) -4.6% Business License Tax 10,067,200 10,763,541
11,135,448 11,644,650
11,849,480
204,830
1.8%
Occupancy Tax 12,058,112
12,580,760 13,030,832
13,305,020 13,500,000
194,980
1.5%
Construction Tax 1,082,781
1,308,066
3,277,189
1,830,000
1,520,000
(310,000) -16.9%
Oil Severance Tax 6,675
4,998
6,257
5,000
5,000
- 0.0%
Total Revenues 192,046,055$ 192,972,611$ 196,377,131$ 203,810,470$ 205,535,072$ 1,724,602$ 0.8% 88 81
Sales and Use Tax
The budget in this classification is projected to increase by $1.5 million (+2.4%) in FY 2026 – 27 . This revenue source peaked in FY 20
21 -22 totaling $63.6 million
and has declined since then, however is
finally showing signs of
recoverin
g. Staff continues to be cautious with forecasting for several reasons.
The Fed decreased the Federal Funds Rate to a range of 3.75 -4.00% in October 2025, and the Fed’s policy to slow inflation has affected sales across industries. An additional decrease to 3.50% -3.75% occurred in December 2025, and the most recent Federal Res erve Meeting in
March
2026 saw rates
holding steady at 3.50 -3.75%. The inflation rate continues to drive up the cost of many taxable products, and consumer spending is anticipated to increase only slightly through the end of the 2026 calendar year.
As for the latest available data from calendar
Q
3 2025
,
for the last four quarters, the California
Department of Tax & Fee Administration reported sales tax revenue was stagnant compared to the four quarters ending Q3 2024. Growth came from County Pool allocations at 9% and from the General and Consumer Goods industry group at 9%
. Those gains were offset by decreases from the Business and Industry group at 35% and the Autos and Transportation group at 3%. It is anticipated there will be a
recovery
in sales
with current year receipts and
with an increase in remittances from the County
Pool allocations,
the Restaurants and Hotels industry group and the Autos and Transportation industry group
for
the City’s
FY 2026
–
27 proposed
budget. The City of Torrance has a well
-diversified
mix of sales tax producers with the top 25 generating
3 8% of sales tax receipts and the top 100
generating
6 4% of sales tax receipts.
Property Tax
The budget in this classification is projected to increase by $ 2.1 million (+3.0%) in FY 2026 – 27. The City’s property tax base consists of a healthy mix of residential, commercial, and industrial properties.
According to property tax consultants, HdL Coren &
Cone, the City’s
net taxable assessed values grew
by 4.6%, increasing from $40
.2
billion to $42.1 billion in
FY
2025-26 and placing Torrance at 8th in the
top 10 highest value cities in Los Angeles County. When examining the changes in net taxable assess
ed values, the largest contributors to this change
were the residential and
industrial
categories.
The residential market experienced the highest growth, increasing by 5.3% and adding $1.4 billion in net taxable assessed value. The commercial category experienced the second largest increase of
3.9%, adding $252.8
million in net taxable assessed value.
Based on the latest available calendar
Q
4 2025 data
,
the median
sales
price of
a Torrance single
-
family detached home was $1,265,000, an increase of 5.0% when compared to
the median sales price
89 82
of $1,205,000 in the same quarter for 2024 . During Q2 2025 , the median sales price in Torrance hit an all-time high of $1,350
,000,
which has now decreased
by 6.3%
as of Q
4 2025
.
In addition to sales price, property tax revenues are also affected by the number of residential sales transactions. As of calendar Q
4 202
5 , quarter-to-date home sales totaled
1 64
,
while 170 homes were
sold during the same period in
2024
.
Average quarter-to-date home sales for the last four quarters ending Q4 2025 was
172
, which is above the
same periods the year prior at 165
. Home sales have been
consistent in the last twelve months and this is indicative of an increase in buyer demand and reassessments under Proposition 13, which directly impacts property tax revenue trends.
With lower
interest rates, buyers will be more incentivized to buy to take advantage of cheaper financing costs.
Utility Users’ Tax Revenue Summary by Classification
The budget in Utility Users’ Tax (UUT) classification is projected to decrease by $ 2.0 million (-4.6%).
The City’s UUT
rate for electricity, telecommunications, gas , and cables are set at
6.5%
and water is
currently
set at 6.0
%.
The primary driver of change from the prior period’s budget is a
$1.1
million decrease in the Refinery:
Gas category and $0.7 million decrease in the Cellular
category
. Receipts from the Torrance Refinery
experienced a decrease in gas during the prior fiscal years as production continues to normalize following
intermittent
planned maintenance
.
Business License Tax
The Business License Tax budget is projected to increase by $ 205,000 (+1.8%) in FY 2026 – 27 . The Proposed FY 2026
–
27 budget represents a 3.5% increase from the
FY
2025
-
26 Mid-Year Projection.
Annual renewals for over 1
4 ,000 businesses (including outside contractors) are billed in December, due on January 1,
and
become
delinquent on February 1
.
Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Electricity 20,215,594 21,800,382 22,890,340 23,690,150 23, 443,912 (246,238) -1.0% Gas 5,757,504
4,771,722
5,326,679
5,475,770
5,067,570
(408,200) -7.5%
Refinery: Co-gen 856,944
605,914
473,402
718,020
800,000
81,980 11.4%
Refinery: Gas 8,295,360
4,532,115
3,041,603
3,775,320
2,700,000
(1,075,320) -28.5%
Water 3,605,812
3,759,495
4,208,821
4,087,660
4,150,000
62,340 1.5%
Cable 1,666,102
1,440,881
1,350,047
1,315,050
1,368,500
53,450 4.1%
Cellular 1,245,623
2,014,883
1,925,701
2,056,840
1,369,600
(687,240) -33.4%
Telecom 2,472,785
2,364,043
2,140,408
2,194,490
2,408,700
214,210
9.8%
Total Revenues 44,115,724$ 41,289,435$
41,357,001$
43,313,300$
41,308,282$
(2,005,018)$
-4.6%
90 83
Occupancy Tax
The Occupancy Tax budget is projected to increase by $195 ,000 ( +1.5%) in FY 2026 – 27 . According to STR Global, an industry leader in hospitality data and analytics, occupancy rates averaged 80
.
9%
for
the last twelve months ending February 2026
, unchanged from the same period the previous year. In
addition, the average daily rate per room has increased by $4. 48 (+2.7%), from $163
.
35 per night to
$167
.
83 per night for the last twelve months ending February 2026 when compared to the prior year
.
With the steady return of travel and tourism, the City’s expects an increase in the next year with events like the FIFA World Cup at the beginning of the fiscal year.
Licenses, Fees & Permits
The Licenses, Fees, and Permits budget is projected to increase by $ 593,000 (+3.1%) in FY 2026– 27 .
This revenue classification includes development-related fees —
such as building
, engineering,
and
fire inspection fees—
and
franchise fees. The majority of this revenue source is derived from Franchise Fees from utility providers, private waste haulers and the City’s Enterprise Funds totaling $11.5 million of the budgeted $19.5 million. The primary driver of this change is a $700,000 increase to building permits, partially offset
by a $200,000 decrease in plumbing permits.
The change in those
revenue sources are
adjusted
to more closely align with the current trend
in
the last two fiscal years
.
Use of Money and Property
The Use of Money and Property budget is projected to increase by $ 20.2 million (+223.5%) in FY 2026 – 27 .
This revenue source includes investment income from interest
earnings,
lease revenue
s
, and other
rents charged on City assets. The increase in
this classification
is mainly due to
a change in accounting
for $15.1 million worth of non -aeronautical Airport land leases previously recognized in the Airport Fund (now in the General Fund Operating Fund) and a $4.1 million increase in internal rent charges to the City’s Enterprise
and Internal Service
funds.
Fines, Forfeitures and Penalties
The Fines, Forfeitures and Penalties budget is projected to decrease by $70,000 (-3.3%) in FY 2026 – 27 .
This revenue source primarily includes parking and administrative citations . The main driver of the decrease
is a n expected decline in activity with parking citations . Receipts generated from these activities
have
tapered off
, as a result of issuing less tickets
,
due to
increased
compliance
.
91 84
Charges for Services Revenue Summary by Department
The Charges for Services
budget
is projected to increase by $ 2.0 million (+7.7%) in FY 2026
–
27 . This
revenue source represents general government charges for an array of services such as construction
-
related fees (e.g. plan checks), green building code fees, inspection fees,
e
mergency transport fees,
and various
user
fees (Community Services and General Services).
The major changes in this revenue
category for
FY 2026
–
27 are driven by the following factors:
•
Community Development
Department
– The revenue budget is proposed to
in
crease by
$316,000
(+
5.5%) in FY 2026
–
27,
primarily due to a realignment of the budget with actual receipts for plan check and inspection fees
from development activity
.
•
Community Services Department – The revenue budget
is
proposed to increase by $323,000
(+5.5%) in
FY 2026
–
27 ,
largely due to anticipated increases
in
participation fees from the
Certified Farmer’s Market
along with a realignment of the budget with actual receipts .
•
Fire Department – The revenue budget
is
proposed to increase by $1.5 million (+12.6%) in
FY
2026
–
27 , mainly due to
increased
rates set by LA County
for
the emergency transport
program
and changes to the
Public Provider Ground Emergency Medical Transport (PP
-GEMT)
Intergovernmental Transfer (IGT) Program
being implemented
.
General Fund-Measure SST Fund Revenue Summary by Classification
The General Fund -Measure SST Fund
accounts for
approximately 7.6% of the General Fund’s
total
revenue budget. This fund specifically tracks revenue from the 0.50% transaction and use tax (sales tax) approved by Torrance voters in June 2022. This measure,
titled
Safe Strong Torrance,
included
four main funding priorities:
Quality of Life; Fiscal Sustainability; Deferred Maintenance & Community Department
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
City Clerk 10,815 4,186 8,595 5,790 6,500 710 12.3% City Manager 806,164 696,740 718,189 746,710 782,043 35,333 4.7% Community Development 5,730,923 7,011,427 5,447,581 5,753,410 6,069,500 316,090 5.5% Community Services 4,416,736 5,269,886 5,676,398 5,838,740 6,162,100 323,360 5.5% Finance - 9,390 20 - - - 0.0% Fire 8,513,144 10,846,381 11,427,390 11,620,500 13,086,023 1,465,523 12.6% General Services 981,678 982,431 989,163 1,016,700 880,000 (136,700) -13.4% Non-Departmental 15,389 19,282 17,356 17,050 19,000 1,950 11.4% Police 304,754 368,818 386,000 369,200 348,910 (20,290) -5.5% Public Works 230,762 252,073 453,995 560,110 578,030 17,920 3.2% Total Revenues 21,010,365$ 25,460,614$ 25,124,687$ 25,928,210$ 27,932,106$ 2,003,896$ 7.7% Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Taxes 18,120,402 25,712,422 25,570,449 26,154,000 26,799,000 645,000 2.5% Use of Money and Property (55,807) (135,171) 114,727 29,606 480,846 451,240 1524.2% Total Revenues 18,064,595$ 25,577,251$ 25,685,176$ 26,183,606$ 27,279,846$ 1,096,240$ 4.2% 92 85
Services/Programs; and Emergency Responsiveness. As the City’s governing body, the City Council will continue to approve the budgeted use of these funds . The Measure SST
Citizens’ Oversight
Committee will ensure funds are utilized in accordance with the spending plan
as approved by the
City Council
and review
the fund’s annual audited
financial
s.
The General Fund-Measure SST
Fund
’s revenue budget is proposed to increase
by $1.1 million (+4.2%)
in FY 2026
–
27 . The primary driver of the
FY 2026
–
27 increase is an expected $0. 6 million rise in the
Taxes
classification
. The FY 2026
–
27 budget has been adjusted to reflect current consumer spending trends.
93 EXPENDITURES
94 86
Expenditures
Citywide Expenditures Summary by Fund
The summary table above shows the citywide expenditure budget by fund. The citywide expenditure budget is proposed to
decrease
by $9.7 million (-1.6%) in FY 2026
–
27 . This
decrease
is primarily driven
by the following factors:
•
The General Fund-Operating Fund is proposed to increase by $11.8 million (+3.8%). This is the result of
approved and anticipated
increases in salaries and employee benefits, UAL
payments, and
the
increase in contributions to the Self -Insurance Fund related to higher insurance costs and workers’ compensation claim related costs and Fleet Services Fund for increased vehicle replacement costs.
Further expenditure details for this fund are provided in the
Departments
section of this document.
•
The General Fund-Measure SST Fund
is
proposed to
increase
by $1.1 million (+4.2%), reflecting
continued support
to
maintain adequate funding for public safety sworn position staffing levels, homelessness response efforts, cybersecurity enhancements, capital improvement plan contributions, and reserves contributions .
Fund
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
General Fund-Operating Fund 261,591,946 271,219,956 293,190,318 311,565,818 323, 333,802 11,767,984 3.8% General Fund-Measure SST 17,550,521
21,467,564 26,349,170 26,183,606 27,279,846 1,096,240
4.2%
General Fund -Restricted (799,059) 601,045
378,227
7,535,387
12,387,318
4,851,931
64.4%
General Fund-Assigned 1,719,594
4,211,216
6,306,488
7,517,299
4,563,239
(2,954,060) -39.3%
Total General Fund 280,063,002$ 297,499,781$ 326,224,203$ 352,802,110$ 367,564,205$ 14,762,095$
4.2%
AQMD Fund 185,581
154,656
230,892
360,478
181,142
(179,336) -49.7%
Debt Service Fund 22,098,251
22,593,178
23,107,338 23,625,753 24,154,567
528,814
2.2%
Low Mod Fund 56,255 54,794 59,827 70,338 47,159 (23,179) -33.0% Meadow Park Parking Lot District 24,967 24,793 29,229 33,705 34,040 335 1.0% Section 8 Housing 6,969,159
8,183,387
8,907,177
9,590,801
9,003,534
(587,267) -6.1%
Street Lighting Fund 1,710,390
1,846,644
1,882,097
1,937,828
1,918,250
(19,578) -1.0%
Traffic Safety Fund - 74,616 45,245 70,950 55,000 (15,950) -22.5% Vanpool Fund 240,547
210,074
240,470
261,749
179,314
(82,435) -31.5%
Total Nonmajor Governmental Funds 31,285,150$ 33,142,142$ 34,502,275$ 35,951,602$ 35,573,006$
(378,596)$ -1.1%
Airport Fund 23,675,160
17,581,262 36,247,962 28,831,058
6,436,529
(22,394,529)
-77.7%
Sanitation Fund 14,811,383
26,428,864 15,087,874 20,035,722 20,048,040 12,318 0.1% Sewer Fund 5,230,481
6,170,049
5,864,020
7,131,592
5,093,096
(2,038,496) -28.6%
Transit Fund 28,721,634
32,986,308 37,572,267 46,791,919 49,076,346
2,284,427
4.9%
Water Fund 47,410,976 55,702,193
55,214,921 61,976,156 57,024,801
(4,951,355) -8.0%
Total Enterprise Funds 119,849,634$ 138,868,676$ 149,987,044$ 164,766,447$ 137,678,812$ (27,087,635)$
-16.4%
Fleet Services Fund 5, 270,328 8,182,547 9,763,986 14,054,487 14,652,424 597,937 4.3% Self-Insurance Fund 16,210,165
21,019,641 24,142,585 24,301,818 26,764,266 2,462,448
10.1%
Total Internal Service Funds 21,480,493$
29,202,188$
33,906,571$ 38,356,305$ 41,416,690$ 3,060,385$
8.0%
Redevelopment Agency Fund 1,739,425
1,672,576
1,339,767
1,252,179
1,158,253
(93,926) -7.5%
Total Fiduciary Funds 1,739,425$
1,672,576$
1,339,767$ 1,252,179$ 1,158,253$ (93,926)$ -7.5% Total Expenditures 454,417,704$ 500,385,363$ 545,959,860$ 593,128,643$ 583,390,966$ (9,737,677)$
-1.6%
95 87
• The General Fund -Restricted Fund is proposed to increase by $ 4.9 million (+64.4
%)
due to a
n increase in
transfer from the CEPPT Fund to the General Fund Operating Fund
by $5.0 million
,
to
smooth
rising UAL payment
s
to CalPERS
.
•
The General Fund-Assigned Fund is proposed to
decrease
by $3.0 million
(-39.3
%)
primarily
based on fluctuations in the replacement cycle for various IT assets along with a $1.0 million reduction in the City’s reliance on its Economic Anomaly Reserve balance allowing it to grow from $68.9 million to $69.9 million
.
The City’s 10-year projection gradually reduces its reliance on these reserves with no reserve use projected
starting
in FY2033
-
34, allowing for the balance
to grow by $5.0 million each year.
•
The Airport Fund is proposed to
decrease
by $22.4 million (-77.7
%)
. The decrease is primarily
due to a due to the accounting change where non -aeronautical land lease revenues, along with associated legal costs, would be directly recorded in the General Fund -Operating Fund under the City Manager’s Office, which eliminates the transfers out from the Airport F und to the General Fund-Operating Fund for non-aeronautical
operation’s net profit.
•
The Sewer Fund is proposed to decrease by approximately $2.0 million ( -28.6%), primarily as a result of
eliminating the transfers between the
Sewer Capital Fund into the Sewer Operating
Fund starting FY 2026-27.
•
The Transit Fund
is
proposed to increase
by approximately
$
2.3 million (+4.9%). This is due to
salaries and employee benefits as a net result of changes in the department’s budgeted staffing levels,
approved and anticipated
pay and benefit adjustments, CalPERS rates, and
other various employee-related cost elements, as well as interdepartmental charges related to contributions to the Self -Insurance Fund and newly assessed internal rent charges for the use of the City -owned land next to the Regional Transit
center
as a temporary parking lot
during the new parking structure’s construction.
•
The Water Fund is proposed to
decrease
by approximately $5.0 million (-8.0%), primarily as a
result of
eliminating the transfers between
the Water Capital Fund
and
the Water Operating
Fund starting FY 2026-27, as well as a decrease in Water Supply Costs due to a billing change which offloads a pass-through
portion o
f
the total charges from the City
.
•
The Self-Insurance Fund is proposed to increase by $2.5 million (+10.1%), reflecting anticipated increases in insurance premium s,
workers’ compensation claims and settlement
related costs.
96 88
Citywide Expenditures Summary by Classification
The summary table above shows citywide expenditure budget by classification. For
FY 2026
–
27 , the
decrease
of $
9.7 million
(-1.6%)
is driven by the following factors:
•
The Salaries and Employee Benefits classification is proposed to increase by $ 17.2 million (+6.2%), primarily as a net result of changes in budgeted staffing levels,
approved and
anticipated compensation adjustments, increases in CalPERS contribution rates, and other employee
-
related cost changes, including payments towards the City’s
U
nfunded Accrued
Liability (UAL).
•
The Interdepartmental Charges
classification is
proposed to increase by $ 11.6 million
(+22.6%), primarily due to updated allocations from the City’s Self-Insurance Fund, driven by the increase in insurance premiums and workers’ compensation and settlement related costs, updated allocations from the City ’s Fleet Services fund, driven by increase
s
in vehicle
replacement cost s, and
increase
s in internal rent charge s to the Enterprise and Internal Service Funds.
•
Capital Acquisitions classification is proposed to decrease by
$19.9 million
(-
77.9%), primarily
as the level of planned vehicle purchases are normalizing, following the last two fiscal years with significant fleet acquisitions.
Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 211,708,795 221,123,571 248,861,804 276,693,514 293, 881,002 17,187,488 6.2% Salaries and Benefits Reimbursements (748,267) (973,040) (2,844,612) (1,770,500) ( 1,766,011) 4,489 -0.3% Materials, Supplies & Maintenance 26,337,900 31,801,019 32,562,721 30,222,753 30, 641,203 418,450 1.4% Materials Reimbursements (819,740) (866,701) (1,747,114) (841,189) ( 738,123) 103,066 -12.3% Parts, Fuel & Lubricants Inventory
Purchases 4,419,137 5,337,716 5,201,455 6,067,548 5,375,000 (692,548) -11.4% Parts, Fuel & Lubricants Contra (4,419,137) (5,337,716) (5,201,455) (6,067,548) ( 5,375,000) 692,548 -11.4% Stored Water Rights Inventory
Purchases 444,314 - - - - - 0.0% Stored Water Rights Contra (444,314) - - - - - 0.0% Professional/Contract Services 21,416,330 26,873,289 31,337,511 44,140,095 36, 003,178 (8,136,917) -18.4% Water Supply Costs 32,958,829 33,568,387 36,462,990 40,477,000 39, 570,000 (907,000) -2.2% Training, Travel & Membership Dues 1,431,487 1,812,475 2,037,903 2,674,892 2, 514,558 (160,334) -6.0% Depreciation and Amortization 5,835,513 5,260,916 9,928,806 12,926,518 14, 863,765 1,937,247 15.0% Liabilities, Settlements & Insurance 20,271,898 21,206,625 22,264,775 19,174,404 22, 437,675 3,263,271 17.0% Utilities 6,878,886 7,146,189 7,686,753 8,224,196 8, 403,970 179,774 2.2% Interdepartmental Charges 27,536,951 34,163,647 41,620,306 51,341,687 62, 957,379 11,615,692 22.6% Debt Service 48,353,552 49,620,857 52,819,411 51,921,257 52, 856,159 934,902 1.8% Debt Service Reimbursements (20,275,020) (20,848,510) (22,224,737) (22,760,135) ( 23,322,866) (562,731) 2.5% Capital Acquisitions 3,126,260 11,889,330 30,497,041 25,596,745 5, 653,792 (19,942,953) -77.9% Asset Contra Account (2,172,019) (5,250,653) (23,511,295) (22,097,799) ( 4,653,053) 17,444,746 -78.9% Bad Debts and Other Losses (4,139,979) (1,039,538) 528,207 3,256,000 2, 136,000 (1,120,000) -34.4% Other Expenditures 254,532 287,206 82,745 98,500 95, 000 (3,500) -3.6% Reimbursements-Indirect Costs (6,320,271) (7,901,694) (9,031,620) (10,741,685) ( 11,466,865) (725,180) 6.8% Other Operating Transfers Out 82,782,067 92,511,988 88,628,265 84,592,390 53, 324,203 (31,268,187) -37.0% Total Expenditures 454,417,704$ 500,385,363$ 545,959,860$ 593,128,643$ 583, 390,966$ (9,737,677)$ -1.6% 97 89
• The Other Operating Transfers Out classification is proposed to decrease by $31.3 million (-
37.0%), primarily due to the elimination of transfers from the Airport Fund for non
-
aeronautical operation’s net profit to the General Fund-Operating Fund by $12.8
million, the
elimination of
transfers to
capital funds
within
the Enterprise and Fleet Services Funds starting
FY 2026
-
27 , totaling $16.4 million
, and the decrease in transfers out to the Capital
Improvement Fund by $8.6 million
, partially offset by the
in
crease in transfers from the CEPPT
fund by $5.0 million.
Citywide Expenditures Summary by Department
The summary table above shows the citywide expenditure budget by department. Further details
are
provided in the Departments
section
of this document.
Staffing Changes Summary by Department
As shown in the table above, t he City’s FY 2026
–
27 operating budget includes a decrease of 9.20 FTE
positions, the net result of various departmental staffing modifications which are described in the following sections.
Department
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
City Attorney 2,796,409 2,985,977 3,224,861 3,530,890 5,513,891 1,983,001 56. 2% City Clerk 877,877
1,349,619 1,503,213 2,160,981 1,623,114 (537,867) -24.9% City Council 485,730
528,699
576,970 889,517
891,146 1,629 0.2%
City Manager 7,076,247 7,345,976 8,294,942 9,621,311 10,949,051 1,327,740 13.8% City Treasurer 338,794
343,136
411,164
419,207 399,704 (19,503) -4.7% Community Development 17,557,359 18,940,055 20,881,983 23,346,890 23,362,543 15,653 0.1% Community Services 21,358,014 23,179,315 25,257,310 28,137,355 30,783,809 2,646,454 9.4% Finance 21,599,694 26,665,396 30,560,898 30,607,594 33,291,082 2,683,488 8.8% Fire 56,677,236 60,478,362 69,021,959 70,632,727 76,501,809 5,869,082 8.3% General Services 38,401,715 35,770,687 58,150,108 55,929,727 35,114,441 (20,815,286) -37.2% Human Resources 2,110,571 2,387,932 3,137,293 3,351,014 3,610,836 259,822 7.8% Information Technology 7,644,956 7,858,453 8,626,737 15,304,258 16,957,736 1,653,478 10.8% Non-Departmental 76,659,477 82,861,965 79,997,617 78,425,351 73,857,975 (4,567,376) -5.8% Police 86,678,250 87,985,460 100,480,015 109,997,668 112,434,358 2,436,690 2.2% Public Works 85,433,741 108,718,023 98,262,523 113,982,234 109,023,125 (4,959,109) -4.4% Transit 28,721,634 32,986,308 37,572,267 46,791,919 49,076,346 2,284,427 4.9% Total Expenditures 454,417,704 500,385,363 545,959,860 593,128,643 583,390,966 (9,737,677) -1.6% Department
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Expenditure/
(Savings)
City Manager 43.28 45.30 47.30 46.25 46.25 - 32,754 Community Services 227.36 204.19 205.15 207.18 208.18 1.00 174,811
Finance 40.75
40.75 38.25 38.75 38.75 - 8,918
General Services 120.80 119.80 116.75 116.25 115.25 (1.00) (107,722) Human Resources 11.00
12.00 14.00 16.00 17.00
1.00 191,294
Information Technology 37.50
38.00 39.00 44.00
42.00 (2.00) (143,670) Public Works 208.00 206.00 208.00 212.00 211.00 (1.00) (171,942) Transit 196.80 196.80 196.80 205.30 198.10 (7.20) (910,004) Total FTE Count (9.20) (925,561)$
98 90
City Manager
• Convert 3.0 FTE Management Associate into a new classification of Senior Management Associate creating two distinct tiers as a growth opportunity and retention tool .
Community Services
• Add 1.0 FTE Landscape Architect to establish in -house capacity for capital project planning, design development, technical review, to improve long -term efficiency and capital delivery , which is partially offset by reductions in operating and capital budgets where this was previously outsourced.
Finance
The following position changes are a part of the Finance department’s efforts to align roles with the evolving needs of the department , provide additional professional growth opportunity , and to help improve employee retention.
•
Convert 4.0 FTE Accountant to 4.0 FTE Accountant/Sr. Accountant •
Convert 1.0 FTE Accountant
and
1.0 FTE Senior
Accountant
to
2 .0 FTE Auditor/Sr.
Auditor
•
Convert 1.0 FTE
Senior
Accountant
to 1.0 FTE Revenue Supervisor
General Services
• Delete 1.0 FTE Accounting Technician as a result of a retirement and realignment of duties across the General Services and Finance Departments utilizing existing staff.
Human Resources
• Transfer 1.0 FTE Principal Human Resources Analyst from the Public Works consistent with prior transfers to centralize Human Resource related positions within the department to more efficiently provide services citywide
with existing staff. This marks the final transfer required to centralize all Human Resources positions within the Human Resources Department.
Information Technology
The following changes are a part of the IT Department’s restructuring in response to evolving priorities and the citywide needs and
enhan
cing the department’s effectiveness. They result in a net decrease of 2.0 FTE
.
•
Convert 1.0 FTE Info Technology Analyst to 1.0 FTE GIS Administrator •
Delete 1.0 FTE Info Tech Specialist
99 91
• Delete 1.0 FTE IT Analyst
•
Delete 1.0 FTE Intern
The following positions
titles are being revised to be consistent with previously approved actions by City Council to establish classifications in specific
focus areas aligning with external labor markets
.
•
Convert
6 .0 FTE
IT
Analyst to
the following
:
o
3.0 FTE
IT
Analyst
–
Applications & Analytics
o
2.0 FTE
IT
Analyst
–
Infrastructure
o
1.0 FTE
IT
Analyst
–
Public Safety
•
Convert 5.0 FTE Information Technology Manager to
the following
:
o
1.0 FTE
IT
Manager
–
Applications & Analytics
o
1.0 FTE
IT
Manager
–
Communications & Customer Support
o
1.0 FTE
IT
Manager
–
GIS
o
1.0 FTE
IT
Manager
–
Infrastructure & Cybersecurity
o
1.0 FTE
IT
Manager
–
Public Safety
Public Works
• Convert 1.0 FTE Associate Engineer to 1.0 FTE Traffic Engineer in response to provide more specialized support for the Traffic division.
•
Transfer 1.0 FTE Principal Human Resources Analyst to the Human Resources department consistent with prior transfers to centralize Human Resource
s
related positions within the
department to more efficiently provide services citywide
with existing staff . This marks the
final transfer required to centralize all Human Resources positions within the Human Resources Department.
Transit
The Transit staffing budget is proposed to decrease by 7.2 FTE to help address the fund’s structural deficit position, including the following changes:
•
Delete 0.20 FTE Customer Service Representative
•
Delete 1.0 FTE Intern
•
Delete 1.0 FTE Transit Marketing Specialist
•
Delete 1.0 Transit Mechanic
•
Delete 2.0 FTE Transit Senior
Mechanic, Senior
•
Delete 2.0 FTE Transit Supervisor
100
92 Additionally, it includes the following position title updates to implement previously approved City Council classification changes:
•
Convert 1.0 FTE Systems Analyst
to
1.0 FTE Systems Analyst
–
Applications & Analytics
•
Convert 1.0 FTE Info Technology
Analyst
to
1.0 FTE
IT
Analyst
–
Applications & Analytics
Non-Wage Program-Level Budget Change s Summary by Department In addition to staffing changes, the Proposed FY 2026 – 27 operating budget also includes non -wage modifications. Staff utilized a zero-based budgeting strategy and examined all non-wage expenditure classifications to properly allocate resources based on anticipated activity for the coming fiscal year which are described in the following sections. The
list below
is intended to highlight the cost of
major
non-wage expenditures related to new or expanded program initiatives, while ignoring budget changes that are primarily the result of fluctuations in cost or changes in overall budget structure.
•
General Fund
o
City Manager’s Office - $250,000 increase to complete additional land lease audits each fiscal year
o
City Treasurer’s Office - $25,000 increase for a third -party oversight function of the daily operations
o
Fire Department - $475,000 increase due to an enhancement of the Public Provider Ground Emergency Medical Transportation (PP -GEMT) Intergovernmental Transfer (IGT) Program, which also generates an additional $800,000 in revenues.
o
Information Technology Department
$30,000 increase for the managed printing services
$501,000 increase for a new computer
-
aided public safety dispatch system with
Versaterm, which will be partially offset in FY 2027-28 when the transition from the legacy system is completed.
o
Public Works Department
- $500,000 for citywide sidewalk ramping/grinding program •
Section 8 Housing Fund - $430,000 decrease due to the discontinuation of the Emergency Housing Vouchers Program during FY 2027-28
•
Sanitation Fund - $100,000 for a complete route review and GPS daily tracking for residential refuse collection services
•
Transit Fund
- $1.7 million decrease for the Connect Torrance Micro Transit Services, as a new grant currently pending award is anticipated to cover 9 months of the FY 2026
-
27 operating
costs outside of the operating budget, for a total of 24 months of operating the service.
101
93 General Fund - Operating Fund Expenditures Summary by Department
The summary table above shows the General Fund -Operating Fund expenditure budget by department. The General Fund-Operating Fund expenditure budget is
proposed
to
increase by $
11.8 million in FY 2026
–
27 . Further details explaining the increase in
FY 2026
–
27 are provided in the
Departments
section of this document.
General Fund-Operating Fund Expenditure Summary by Classification
The summary table above shows the General Fund -Operating Fund expenditure budget by classification. The General Fund-Operating Fund expenditure budget is
proposed
to increase by $11.8
million in FY 2026
–
27 . Further details explaining the increase in
FY 2026
–
27 are provided in the
Departments
section of this document.
Department
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
City Attorney 2,796,409 2,985,977 3,224,861 3,530,890 5,513,891 1,983,001 56.2% City Clerk 877,877
1,349,619
1,503,213
2,160,981
1,623,114
(537,867)
-24.9%
City Council 485,730
528,699
576,970
889,517
891,146
1,629
0.2%
City Manager 7,076,247
7,192,652
8,277,919
9,050,057
10,419,051
1,368,994
15.1%
City Treasurer 338,794
343,136
411,164
419,207
399,704
(19,503)
-4.7%
Community Development 8,341,425
8,639,775
10,074,621
11,777,640
12,759,101
981,461
8.3%
Community Services 21,358,014
23,179,315
25,257,310
28,137,355
30,783,809
2,646,454
9.4%
Finance 5,389,529
5,645,755
6,418,313
6,305,776
6,526,816
221,040
3.5%
Fire 56,677,236
60,478,362
69,021,959
70,632,727
76,501,809
5,869,082
8.3%
General Services 9,456,227
10,006,878
12,138,160
13,044,182
14,025,488
981,306
7.5%
Human Resources 2,110,571
2,387,932
3,137,293
3,351,014
3,610,836
259,822
7.8%
Information Technology 7,486,251
7,496,901
8,151,502
14,489,458
16,149,836
1,660,378
11.5%
Non-Departmental 36,248,875
34,503,838
24,348,652
14,949,360
6,810,905
(8,138,455)
-54.4%
Police 86,678,250
87,910,844
100,434,770
109,926,718
112,379,358
2,452,640
2.2%
Public Works 16,270,511
18,570,273
20,213,611
22,900,936
24,938,938
2,038,002
8.9%
Total Expenditures 261,591,946$
271,219,956$
293,190,318$
311,565,818$
323,333,802$
11,767,984$
3.8%
Classification FY 2022-23 Actual FY 2023-24 Actual FY 2024-25 Actual FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 181,083,665 185, 530,022 208,816,723 230,758,636 244,853,970 14,095,334 6.1% Salaries and Benefits Reimbursements (738,235) (963,531) (2,748,584) (1,770,500)
(1,766,011)
4,489 -0.3%
Materials, Supplies & Maintenance 10,964,026 13,320,075 14,844,933 11,201,426 13,493,320 2,291,894
20.5%
Materials Reimbursements (432,584)
(324,623) (801,820) (475,231) (493,653) (18,422) 3.9% Professional/Contract Services 12,132,703 13,822,642 18,134,376 22,583,678 23,166,103 582,425
2.6%
Training, Travel & Membership Dues 1,296,268
1,652,226
1,824,333
2,339,098
2,254,603
(84,495) -3.6%
Liabilities, Settlements & Insurance 679,787 148,684 80,844 6,180 - (6,180) -100.0% Utilities 4,616,160
4,647,391
5,006,551
5,390,146 5,589,733
199,587 3.7%
Interdepartmental Charges 15,835,772 19,134,445 24,721,264 28,169,695 33,857,471 5,687,776
20.2%
Debt Service 22,646,081 23,578,848 25,430,145 23,874,385 24,403,269 528,884 2.2% Debt Service Reimbursements (18,337,743) (18,832,766) (19,341,206) (19,862,721)
(20,397,834)
(535,113)
2.7%
Capital Acquisitions 1,360,558
5,672,519
8,439,070 854,697 437,500 (417,197)
-48.8%
Asset Contra Account (300,812) (740,544) (2,087,844)
- - - 0.0% Bad Debts and Other Losses - 43 24 1,000 1,000 - 0.0% Reimbursements-Indirect Costs (6,320,271)
(7,901,694)
(9,031,620)
(10,741,685)
(11,466,865)
(725,180)
6.8%
Other Operating Transfers Out 37,106,571 32,476,219 19,903,129 19,237,014 9,401,196
(9,835,818)
-51.1%
Total Expenditures 261,591,946$ 271,219,956$ 293,190,318$ 311,565,818$ 323,333,802$ 11,767,984$ 3.8% 102
94 General Fund-Measure SST Fund Expenditure Summary by Classification
The General Fund -Measure SST Fund comprises approximately
7.4%
of the General Fund’s overall
expenditure budget.
This fund
separately accounts for the 0.50% transaction and use tax (sales tax) approved by the Torrance voters in June 2022. This measure, titled
Safe Strong Torrance,
include
s
four main funding priorities:
Quality of Life; Fiscal Sustainability; Deferred Maintenance & Community Services/Programs; and Emergency Responsiveness. As the City’s governing body,
City Council will
continue to
approve t
he budgeted use of these funds; the Measure SST Citizens’ Oversight Committee will ensure funds are utilized in accordance with the spending plan
as approved by City Council and
review
the fund’s annual audited
financial
s.
The General Fund-Measure SST Fund’s
expenditure
budget is proposed to
increase by $1.1 million
(+4.2%) in FY 2026
–
27 .
The change is driven by
an increase of
$1.1 million (+4.6%) in
the
Other
Operating Transfers Out expenditure classification in order to maintain adequate funding for homelessness response efforts
,
cybersecurity enhancements, public safety
sworn
position staffing
levels,
and r
eserves contributions.
Classification FY 2022-23 Actual FY 2023-24 Actual FY 2024-25 Actual FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Materials, Supplies & Maintenance - 9,796 - 571,254 530,000 (41,254) -7.2% Professional/Contract Services 158,705 396,052
492,258 1,014,800 1,027,900
13,100 1.3%
Capital Acquisitions - 109,028 - - - -
0.0%
Other Operating Transfers Out 17,391,816 20,952,688 25,856,912 24,597,552 25,721,946 1,124,394
4.6%
Total Expenditures 17,550,521$ 21,467,564$ 26,349,170$ 26,183,606$ 27,279,846$ 1,096,240$
4.2%
103
DEPARTMENTS
104
95 Departments
City Attorney
Department Organization
Mission Statement
The mission of the Torrance City Attorney’s Office is to provide the highest quality legal services to the City of Torrance with integrity, professionalism, and dedication. We are committed to protecting the City’s legal interests, promoting justice and fa irness, supporting the effective delivery of public services, and ensuring compliance with the law. Through sound legal advice, ethical advocacy, and collaborative problem -solving, we strive to enhance public trust and contribute to the w
ell
-being and safety of the Torrance community.
Functional Responsibilities
Through its Civil Division, the Office acts as legal counsel to the City Council, City Manager, and all City departments, boards, commissions, and committees in litigation matters.
The
responsibilities of the General Advice Division include providing proactive legal advice, interpreting, and advising on laws related to city governance, drafting, and reviewing ordinances, resolutions, contracts, and policies, and supporting the City ’s goals while minimizing legal risk.
The Criminal Division prosecutes state law and municipal code violations, working with law enforcement to uphold public safety and ensure justice. 105
96 City Attorney Operating Budget Summary (General Fund-Operating Fund)
As shown in the summary table above, the Salaries and Employee Benefits expenditure classification is proposed to
increase
by $34
1,
000 (+11.0%) in FY 2026
–
27 . This increase is a result of
change
s in the
approved
and anticipated
pay and benefit adjustments, CalPERS rates
,
and other various employee
-
related cost elements.
The
Professional/Contract Services
expenditure classification
in
FY 2026
–
27 is
proposed to
increase
by $ 1.4 million ( +474.0%) primarily reflecting
the transition
to a centralized
external le gal fee s model . Under this approach
,
the City Attorney’s Office now
manages
all legal
contracts on behalf of
all
departments, by consolidating previously distributed legal expenditures budget into a single department for improved oversight. The Interdepartmental Charges expenditure classification is proposed to
increase
by $27
3,000
(+552.8
%)
in FY 2026
–
27 due to changes in
the City’s
Self-Insurance Fund
departmental allocations, which are updated annually based on a standard
credibility weighted calculation of each Department’s actual experience as calculated by our actuarial consultants.
City Attorney Staffing Budget Summary (General Fund)
The City Attorney’s Office
staffing budget has no newly
proposed
changes, remaining at
15 .0 FTE
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Other Revenues 24,609 - - - - - 0.0% Total Revenues 24,609$
-$
-$
-$
-$
-$
0.0%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 2,436,514 2,623,689 2,881,289 3,093,230 3,433,812 340,582 11.0% Materials, Supplies & Maintenance 39,050 42,728 21,114 49,885 32,500 (17,385) -34.9% Professional/Contract Services 224,278 230,872 216,427 292,122 1,676,750 1,384,628 474.0% Training, Travel & Membership Dues 34,928 35,602 46,754 46,346 48,975 2,629 5.7% Utilities 4,677 5,261 3,481 - - - 0.0% Interdepartmental Charges 47,936 40,768 55,796 49,307 321,854 272,547 552.8% Other Operating Transfers Out 9,026 7,057 - - - - 0.0% Total Expenditures 2,796,409$
2,985,977$
3,224,861$
3,530,890$
5,513,891$
1,983,001$
56.2%
Revenues Less Expenditures (2,771,800)$
(2,985,977)$
(3,224,861)$
(3,530,890)$
(5,513,891)$
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 - City Attorney 1.00 1.00 1.00 1.00 1.00 - Deputy City Attorney I 3.00 4.00 3.00 3.00 3.00 - Deputy City Attorney II 2.00 1.00 1.00 1.00 1.00 - Deputy City Attorney III 1.00 3.00 3.00 3.00 3.00 - Law Office Administrator 1.00 1.00 1.00 1.00 1.00 - Legal Assistant I 2.00 - - 1.00 1.00 - Legal Assistant II 2.00 4.00 4.00 4.00 4.00 - Total FTE 13.00 15.00 14.00 15.00 15.00 - 106
97 City Clerk
Department Organization
Mission Statement
The City Clerk’s Office is the heart and hub of the City— connecting the Community to the services of the City . The mission of the City Clerk’s Office is to be the driver for open and transparent government, caretaker and custodian of public records, steward for the elections process, and ambassador to
and
conduit for the democratic processes of the City. The City Clerk’s Office balances the public’s need to know with the individual’s right to privacy.
Functional Responsibilities
Elected
by the citizens of Torrance, the City Clerk is the custodian of City records and keeper of the City Seal; agent for service of legal processes and accepts claims in actions against the City, administers oaths or affirmations, maintains the City’s Records R
etention Schedule; serves the
City’s Elections Officer who conducts municipal elections; and
is
the filing officer for the City for
Conflict of Interest and Campaign Statement Forms.
The City Clerk’s Office creates and maintains
the official minutes from City Council and Commission meetings, maintains the Municipal Code, and conducts the opening of all formal City bids.
107
98 City Clerk
Operating Budget Summary (General Fund-Operating Fund)
Proposed revenues in FY 2026
–
27 are to remain consistent from the prior year budget . The revenue sources
in the City Clerk’s Office are
mainly
receipts from
appeal fees and copies
.
As shown in the summary table above, the
Salaries and Employee Benefits
expenditure classification
proposed to increase by $162,000 (+14.6%) in FY 2026
-
27, which is
a result of
changes in the approved
and anticipated pay and benefit adjustments, CalPERS rates , and other various employee
-
related
cost elements. The Professional/Contract Services expenditure classification proposed to decrease by $769,000 (-80.4
%
), mainly due to the
reduction of election costs as FY
2026
–
27 is not an election
year. The Interdepartmental Charges expenditure classification proposed to
increase in FY
2026–
27 by $ 67,000 (+ 126.4
%)
due to changes in
the City’s Self
-Insurance Fund
departmental allocations,
which are updated annually based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our actuarial consultants.
City Clerk Staffing Budget Summary (General Fund)
The City Clerk’s staffing budget has no newly proposed changes, remaining at 9.0 FTE.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Other Revenues 105 105 240 - - - 0.0% Charges for Services 10,815 4,186 8,595 5,790 6,500 710 12.3% Total Revenues 10,920$
4,291$
8,835$
5,790$
6,500$
710$
12.3%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 871,581 950,316 944,851 1,115,872 1,278,282 162,410 14.6% Salaries and Benefits Reimbursements (15) (45) (16) - - - 0.0% Materials, Supplies & Maintenance 17,610 14,391 20,953 15,454 18,500 3,046 19.7% Professional/Contract Services (72,100) 322,017 464,351 956,297 187,000 (769,297) -80.4% Training, Travel & Membership Dues 12,096 17,344 15,213 19,983 18,500 (1,483) -7.4% Interdepartmental Charges 34,754 34,406 57,861 53,375 120,832 67,457 126.4% Other Operating Transfers Out 13,951 11,190 - - - - 0.0% Total Expenditures 877,877$
1,349,619$
1,503,213$
2,160,981$
1,623,114$
(537,867)$
-24.9%
Revenues Less Expenditures (866,957)$
(1,345,328)$
(1,494,378)$
(2,155,191)$
(1,616,614)$
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Administrative Assistant - 2. 00 2.00 2.00 2.00 - City Clerk 1.00 1.00 1.00 1.00 1.00 - Deputy City Clerk I 2.00 3.00 3.00 3.00 3.00 - Deputy City Clerk II 1.00 2.00 2.00 2.00 2.00 - Deputy City Clerk III 1.00 1.00 1.00 1.00 1.00 - Office Assistant 2.00 - - - - - Records Management Specialist 1.00 - - - - - Total FTE 8.00 9.00 9.00 9.00 9.00 - 108
99 City Council
Department Organization
Mission Statement
The mission of the City Council is to set policy, determine land use, and establish and responsibly manage the budget of the City. The City Council is directly accountable to the electorate and must constantly balance the views of individuals and groups with the needs of the entire community.
Functional Responsibilities
The City Council consists of one Mayor and six Council members who represent six districts. The Mayor is elected at large while Council members are elected by residents in their districts. They establish policy; authorize expenditures; adopt an annual budget; conduct City Council meetings, various workshops, and committee meetings; and appoint volunteers to serve on advisory boards, commissions, and committees. Mayor and Co uncilmembers may serve as representatives on intergovernmental and regional boards, commissions, and committees. 109
100
City Council Operating Budget Summary (General Fund-Operating Fund)
As shown in the summary table above, the Salaries and Employee Benefits expenditure
classificati
on
is proposed to increase
by $40,000 (+9
.5
%) in FY 2026
–
27 , primarily due to adjustments in CalPERS
rates and other various employee-related cost elements.
The
proposed
decrease of $
11,000 (-25.9%)
in FY 2026
–
27 in the Professional/Contract Services expenditure classification is
a result of
reflecting
minor adjustments based on spending trends. The Training, Travel & Membership Dues
expenditure
classification is proposed to
decrease
by $ 24,000
(-
6.3%) in
FY 2026
–
27 ,
primarily due to aligning
proposed budget for membership dues with anticipated activity levels the upcoming fiscal year.
City Council Staffing Budget Summary (General Fund)
The
City
Council’s
staffing budget
has no newly
proposed
changes, remaining at 7.0 FTE.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Other Revenues 6,210 - - - - - 0.0% Total Revenues 6,210$
-$
-$
-$
-$
-$
0.0%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 152,330 181,082 278,261 423,988 464,396 40,408 9.5% Materials, Supplies & Maintenance 23,442 36,459 31,963 50,755 46,400 (4,355) -8.6% Professional/Contract Services 87,417 66,992 16,819 41,550 30,800 (10,750) -25.9% Training, Travel & Membership Dues 208,989 229,881 244,627 373,224 349,550 (23,674) -6.3% Utilities 8,042 9,318 5,300 - - - 0.0% Other Operating Transfers Out 5,510 4,967 - - - - 0.0% Total Expenditures 485,730$
528,699$
576,970$
889,517$
891,146$
1,629$
0.2%
Revenues Less Expenditures (479,520)$
(528,699)$
(576,970)$
(889,517)$
(891,146)$
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
City Council 7.00 7.00 7.00 7.00 7.00 - Total FTE 7.00 7.00 7.00 7.00 7.00 - 110
101
City Manager
Department Organization
Mission Statement
The mission of the City Manager and the City Manager’s Office is to guide and coordinate the efforts of City departments in carrying out policies adopted by the City Council. The City Manager develops and implements a strategic plan that provides a maximum quality of life for the residents of the community at the optimum cost, and implements the City’s mission statement, General Plan, and the priorities of the Strategic Plan.
Functional Responsibilities
The City Manager manages all municipal activities as provided by the City Charter; to advise the City Council on the City’s financial and capital improvement needs and other municipal matters; ensures the enforcement of all City laws and ordinances; manages the City’s properties; submits a balanced budget; directs all City departments; appoints department heads and authorizes appointment of all other City employees; directs the City’s capital improvement projects; informs the public of City activities and services through the media; and rep resents management in employer
-
employee
relations matters. The City Manager directs activities of the Office of Emergency Services, the Communications Division and the Civil Service Division, and is the focal point for economic development, community relations, and homeless services. 111
102
City Manager Operating Budget Summary (General Fund-Operating Fund)
The City Manager’s Office revenue and expenditure budgets are now fully reflective of the Civil Service Division, including the alignment of staffing levels, as part of a realignment to better present data to the public.
Overall revenue sources
for
FY 2026
–
27 are projected to increase by $16
.7
million (+727.4%). This is
primarily due to an accounting realignment of $15.1 million
of
land leases (non-aeronautical)
surrounding the Airport previously
accounted for in the
Airport Fund
.
An additional $1.6 million from
the Other Revenue classification is
related to anticipated
reimbursements from ongoing legal
matters.
The Salaries and Employee Benefits expenditure classificati
on
is proposed to increase
by $757,000
(+11
.8
%) in FY 2026
–
27 ,
primarily due to
the approved and anticipated pay and benefit adjustments, CalPERS rates and other various employee -related cost elements , as well as the
included
program
modification. The Professional/Contract Services expenditure classification is proposed to increase by $227,000
(+
12.4 %)
, primarily due to increased contract services
supporting the land management
efforts. The Interdepartmental Charges expenditure classification is proposed to
increase by $
438,000
(+196.6
%)
primarily due to changes in
the City’s Self
-Insurance Fund departmental allocations, which
are updated annually
based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our
actuarial consultants
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Licenses, Fees and Permits 1,537,660 1,378,445 1,209,134 1,316,120 1,210,000 (106,120) -8.1% Use of Money and Property - - - - 15,117,070 15,117,070 0.0% Other Revenues 295 55,066 20,631 - 1,620,000 1,620,000 0.0% Charges for Services 806,164 696,740 718,189 746,710 782,043 35,333 4.7% Operating Transfers In - - 68,133 232,266 259,941 27,675 11.9% Total Revenues 2,344,119$
2,130,251$
2,016,087$
2,295,096$
18,989,054$
16,693,958$
727.4%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 5,480,619 5,166,629 5,825,061 6,396,450 7,153,284 756,834 11.8% Materials, Supplies & Maintenance 141,464 195,477 277,988 237,362 194,670 (42,692) -18.0% Professional/Contract Services 1,116,337 1,360,617 1,699,289 1,830,554 2,058,035 227,481 12.4% Training, Travel & Membership Dues 126,229 160,071 197,794 261,974 276,279 14,305 5.5% Liabilities, Settlements & Insurance 11,381 5,110 4,878 6,180 - (6,180) -100.0% Utilities 68,340 72,551 76,528 77,100 68,019 (9,081) -11.8% Interdepartmental Charges 97,930 170,245 194,304 222,937 661,264 438,327 196.6% Capital Acquisitions 13,608 41,339 2,077 17,500 7,500 (10,000) -57.1% Other Operating Transfers Out 20,339 20,613 - - - - 0.0% Total Expenditures 7,076,247$
7,192,652$
8,277,919$
9,050,057$
10,419,051$
1,368,994$
15.1%
Revenues Less Expenditures (4,732,128)$
(5,062,401)$
(6,261,832)$
(6,754,961)$
8,570,003$
112
103
City Manager Operating Budget Summary (
General Fund
-Measure SST Fund
)
As shown in the summary table above, Materials, Supplies
&
Maintenance expenditure classification
is
proposed to
slightly
decrease by $41,000
(-
7.2%) in FY 2026
–
27 , to align based on
spending trends.
City Manager Staffing Budget Summary (General Fund and Non-General Funds)
The City Manager’s staffing budget
is
proposed to
remain consistent at total of 46.25 FTE; however,
the City Manager’s office
has a proposed position modification
to
convert 3.0 FTE of Management
Associate into a new classification of Senior Management Associate
creating two distinct tiers as a
growth opportunity and retention tool.
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Materials, Supplies & Maintenance - 9,796 - 571,254 530,000 (41,254) -7.2% Professional/Contract Services - 34,500 17,023 - - - 0.0% Capital Acquisitions - 109,028 - - - - 0.0% Total Expenditures -$
153,324$
17,023$
571,254$
530,000$
(41,254)$
-7.2%
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Administrative Assistant 3.00 1. 00 3.25 3.00 3.00 - Area G Executive Director 1.00 1.00 1.00 1.00 1.00 - Assistant City Manager 1.00 1.00 1.00 1.00 1.00 - Assistant to the City Manager 2.00 1.00 1.00 1.00 1.00 - Cable & Comm Relations Manager 1.00 - - - - - Cable TV Announcer 1.80 1.80 1.80 - - - Cable TV Operations Asst 1.00 1.00 1.00 - - - Cable TV Production Assis 4.50 4.50 4.50 - - - Cable TV Production Supervisor 1.00 1.00 1.00 - - - City Manager 1.00 1.00 1.00 1.00 1.00 - Civil Service Manager 1.00 1.00 1.00 1.00 1.00 - Communications Manager - - - 1.00 1.00 - Community Television Supervisor 1.00 1.00 1.00 - - - Content Creator - - - 2.00 2.00 - Deputy City Manager - 2.00 2.00 1.00 1.00 - Deputy Finance Director 0.25 0.25 0.25 0.25 0.25 - Economic Development Manager 1.00 1.00 1.00 1.00 1.00 - Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 - Human Resources Technician 1.00 2.00 2.00 2.00 2.00 - Intern 2.00 1.00 1.00 2.00 2.00 - Management Assistant 2.00 2.00 2.00 2.00 2.00 - Management Associate 4.00 4.00 4.00 5.00 2.00 (3.00) Media Production Supervisor - - - 1.00 1.00 - Office Assistant 2.25 2.25 - - - - Producer Writer, Asst 1.00 1.00 1.00 - - - Production Assistant I - - - 3.50 3.50 - Production Assistant II - - - 1.00 1.00 - Senior Admin Assistant - 1.00 1.00 1.00 1.00 - Senior Business Manager - 1.00 1.00 1.00 1.00 - Senior Management Associate - - - - 3.00 3.00 Staff Assistant 7.48 10.50 12.50 12.50 12.50 - Supervising Admin Assistant 1.00 - - - - - Supervising Content Creator - - - 1.00 1.00 - Supervising Producer/Writer 1.00 1.00 1.00 - - - Total FTE 43.28 45.30 47.30 46.25 46.25 - 113
104
City Treasurer
Department Organization
Mission Statement
The mission of the City Treasurer is to safeguard all City funds and manage the investment of surplus cash in accordance with the City’s investment policy.
Functional Responsibilities
Elected by the residents of Torrance, the City Treasurer is responsible for the investment of idle funds and for receiving and depositing all monies.
114
105
City Treasurer Operating Budget Summary (General Fund-Operating Fund)
As shown in the summary table above, the
Salaries and Employee Benefits
expenditure classification
is proposed to decrease by
$3
4,
000
(-
9.7%) in FY 2026
–
27 primarily due to a change in the City
Treasurer’s compensation model which takes effect in July 2026 . The Interdepartmental Charges expenditure classification is proposed to increase by $2
5,0
00 (+448.8%) due to changes in
the City’s
Self-Insurance Fund
departmental allocations, which are updated annually based on a standard credibility weighted calculati
on of each Department’s actual experience as calculated by our actuarial consultants.
City Treasurer Staffing Budget Summary (General Fund)
The City Treasurer’s staffing budget has no newly
proposed
changes, remaining at 2.0 FTE.
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 262,000 312,521 328,170 350,296 316,460 (33,836) -9.7% Materials, Supplies & Maintenance 2,264 1,936 560 2,910 1,250 (1,660) -57.0% Professional/Contract Services 50,843 5,932 67,143 46,609 40,000 (6,609) -14.2% Training, Travel & Membership Dues 7,156 13,284 10,849 13,854 11,600 (2,254) -16.3% Utilities 29 - - - - - 0.0% Interdepartmental Charges 11,092 8,292 4,442 5,538 30,394 24,856 448.8% Capital Acquisitions 3,898 - - - - - 0.0% Other Operating Transfers Out 1,512 1,171 - - - - 0.0% Total Expenditures 338,794$
343,136$
411,164$
419,207$
399,704$
(19,503)$
-4.7%
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
City Treasurer 1.00 1.00 1.00 1.00 1.00 - Deputy City Treasurer 1.00 1.00 1.00 1.00 1.00 - Total FTE 2.00 2.00 2.00 2.00 2.00 - 115
106
Community Development
Department Organization
Mission Statement
The mission of the Community Development Department (“CDD”) is to guide and support the orderly development and revitalization of the City to maintain a balanced community to meet present and future needs.
Functional Responsibilities
The Community Development Department delivers a wide variety of programs
and
services related
to planning, building & safety, engineering
services,
and neighborhood services to help create
and
maintain more safe, sustainable, and
livable neighborhoods.
They are responsible for overseeing
Current and Long -Range Planning/Historic Preservation, Construction Plans, Building Permits & Inspections, Engineering Services, Public Works Inspections, Geographic Information System (GIS), Code Enforcement, Environmental/N
oise Abatement, and Housing.
116
107
CDD Operating Budget Summary (General Fund-Operating Fund)
As shown in the table above, total revenue sources in
FY 2026
–
27 are proposed to increase by $1.0
million (+9.1%).
This is primarily due to
an
increase in the
Charges for Services
revenue classification
and in the Licenses, Fees and Permits revenue classification. The Charges for Services revenue classification is proposed to
increase
by $ 316,000
(+
5.5%), primarily due to a realignment of the
budget with actual receipts for plan check and inspection fees.
An increase of $6
98,000
(+12.9
%) from
sources in the Licenses, Fees and Permits revenue classification is due to a realignment of budget with actual receipts
in
plumbing, building, and electrical permit fees.
The Salaries and Employee Benefits expenditure classification
is
proposed to increase
by $298,000
(+2.8%), as a result of
the
approved pay and
anticipated
and benefit adjustments, CalPERS rates, and
other various employee -related cost elements. The Professional/Contract Services expenditure classification is proposed to decrease by $ 13
8,0
00 (- 20.7
%
), mainly due to the transition to a
centralized external legal fees model, discussed in the
City
Attorney Office’s Department section. The
Interdepartmental Charges
expenditure
classification
is
proposed to increase
by $
837
,0
00 (+115.8
%)
primarily due to
changes in the City’s Self
-Insurance Fund departmental allocations, which are
updated annually based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our
actuarial consultants
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Licenses, Fees and Permits 5,222,123 4,916,659 6,116,669 5,411,000 6,109,370 698,370 12.9% Fines, Forfeitures and Penalties 2,125 55,763 10,625 14,500 20,000 5,500 37.9% Use of Money and Property 20,250 18,732 22,132 22,000 20,000 (2,000) -9.1% Other Revenues 50,003 2,298 156 - - - 0.0% Charges for Services 5,730,923 7,011,427 5,447,581 5,753,410 6,069,500 316,090 5.5% Total Revenues 11,025,424$
12,004,879$
11,597,163$
11,200,910$
12,218,870$
1,017,960$
9.1%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 7,701,694 8,092,505 9,041,393 10,524,469 10,822,701 298,232 2.8% Salaries and Benefits Reimbursements (339,190) (394,384) (238,816) (249,000) (264,774) (15,774) 6.3% Materials, Supplies & Maintenance 98,471 138,742 140,648 67,080 65,500 (1,580) -2.4% Professional/Contract Services 364,519 231,642 431,705 665,231 527,500 (137,731) -20.7% Training, Travel & Membership Dues 37,935 43,667 42,648 30,575 33,850 3,275 10.7% Liabilities, Settlements & Insurance - 1,531 31,800 - - - 0.0% Utilities 26,403 22,034 20,590 16,300 14,191 (2,109) -12.9% Interdepartmental Charges 402,925 465,244 604,653 722,985 1,560,133 837,148 115.8% Capital Acquisitions 2,199 - - - - - 0.0% Other Operating Transfers Out 46,469 38,794 - - - - 0.0% Total Expenditures 8,341,425$
8,639,775$
10,074,621$
11,777,640$
12,759,101$
981,461$
8.3%
Revenues Less Expenditures 2,683,999$
3,365,104$
1,522,542$
(576,730)$
(540,231)$
117
108
CDD Operating Budget Summary (Air Quality Management District Fund)
The Air Quality Management District (AQMD) Fund summary table above shows a
decrease
of $4,000
(-1.9%) in total revenue sources, primarily driven by a decrease in the Use of Money and Property
revenue classification from an anticipated decrease in investment earnings allocated to this fund .
Intergovernmental revenues are projected to be consistent with the prior year budget based on anticipated funding levels.
The Salaries and Employee Benefits expenditure classification is proposed to increase by $12,0 00
(+9.0%)
as a result of the
approved
and anticipated pay and benefit adjustments, CalPERS rates, and other various employee -related cost elements. The Materials, Supplies & Maintenance expenditure classification is proposed to decrease by $12,000 ( -27.2%), due to a reduction in incentive program payouts to better align the budget with historical
trends
. The Other Operating Transfers Out
expenditure classification is proposed to return to $0 in FY 2026
-
27 from the $175,000 in FY 2025
-26
,
as the budget was for a one -time transfer to the AQMD Capital Fund to fund capital investments in alternative fueling fleet and infrastructure.
CDD Operating Budget Summary (Low Mod Fund)
The Low Mod
Fund’s
total revenue
is
proposed to increase by $ 229,000
in FY 2026
–
27 , which
represents interest income related to Loans from the Low Mod Fund to Redevelopment Agency (RDA) Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 8,516 13,843 13,753 16,134 12,063 (4,071) -25.2% Intergovernmental 190,124 192,470 188,874 195,000 195,000 - 0.0% Total Revenues 198,640$
206,313$
202,627$
211,134$
207,063$
(4,071)$
-1.9%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 121,799 117,951 100,819 131,837 143,642 11,805 9.0% Materials, Supplies & Maintenance 27,780 33,276 27,417 44,620 32,500 (12,120) -27.2% Professional/Contract Services 36,002 3,162 4,333 8,051 4,500 (3,551) -44.1% Training, Travel & Membership Dues - 267 121 970 500 (470) -48.5% Interdepartmental Charges - - 98,202 - - - 0.0% Other Operating Transfers Out - - - 175,000 - (175,000) -100.0% Total Expenditures 185,581$
154,656$
230,892$
360,478$
181,142$
(179,336)$
-49.7%
Revenues Less Expenditures 13,059$
51,657$
(28,265)$
(149,344)$
25,921$
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Use of Money and Property 179,323 168,411 21,967 - 228,623 228,623 0.0% Operating Transfers In 1,250,670 - - - - - 0.0% Total Revenues 1,429,993$
168,411$
21,967$
-$
228,623$
228,623$
0.0%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 53,255 51,794 59,077 62,578 47,159 (15,419) -24.6% Materials, Supplies & Maintenance 3,000 3,000 750 7,760 - (7,760) -100.0% Total Expenditures 56,255$
54,794$
59,827$
70,338$
47,159$
(23,179)$
-33.0%
Revenues Less Expenditures 1,373,738$
113,617$
(37,860)$
(70,338)$
181,464$
118
109
Fund. Out of three remaining loans with the RDA Fund, the first loan was paid off during FY 20 24 - 25.
Payments are required to be first applied to pay down principal before any interest
is
paid off, and
one loan needs to be fully paid
off
before payments are applied to the next loan. Because of this requirement, some years w ill only
have principal
payments, interest payments, or a combination of
both. During
FY 2026
–
27 ,
interest payments of $229,000 is anticipated, compared to FY 2025
-
26 where
only principal payments were made.
On the Expenditure side, t he Salaries and Employee Benefits expenditure classification is proposed to decrease by $15, 000 (-24.6%), a result of
changes in the department’s budgeted staffing levels,
approved
and anticipated pay and benefit adjustments, CalPERS rates, and other various employee -
related cost elements.
T
he Materials, Supplies & Maintenance expenditure classification
is
proposed
to have a $0 budget for FY
2026
–
27 as housing subsidies are not
anticipated
in the fiscal year
.
CDD Operating Budget Summary ( Meadow Park Parking Lot District Fund)
The Meadow Park Parking Lot District Fund summary table above shows an increase of $9,000 (+21.3%) in the Use of Money and Property revenue
classification
from rental income charged for
maintenance of the property.
On the Expenditure side, there are
minor adjustments in the Professional/Contract Services and Utilities expenditure classifications, as a result of aligning the
budget
based on historical trends and
anticipated
FY 2026
–
27 activity.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Use of Money and Property 48,796 50,248 58,145 41,205 50,000 8,795 21.3% Operating Transfers In 104,070 - - - - - 0.0% Total Revenues 152,866$
50,248$
58,145$
41,205$
50,000$
8,795$
21.3%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Professional/Contract Services 24,744 24,573 26,166 27,705 27,500 (205) -0.7% Utilities 223 220 3,063 6,000 6,540 540 9.0% Total Expenditures 24,967$
24,793$
29,229$
33,705$
34,040$
335$
1.0%
Revenues Less Expenditures 127,899$
25,455$
28,916$
7,500$
15,960$
119
110
CDD Operating Budget Summary (
Section 8 Housing
Fund)
Total revenue sources for FY 2026
–
27 are proposed to
decrease
by $601,000 (-6.2%). The decrease is
primarily due to
the
in the Intergovernmental revenue classification relating to US Department of Housing and Urban Development (HUD) funding with Emergency Housing Vouchers. The majority of the budgeted $9.0 million revenue from Intergovernmental receipts is mainly from $7.9 million in housing vouchers.
Total expenditure is proposed to decrease by $587,000 (-6.1%). This is largely driven
by the proposed
decrease of $63 1,000 ( -7.3%) in the Materials, Supplies & Maintenance expenditure classification , mainly due to a reduction in rental assistance payments.
This is slightly counterbalanced by a
proposed increase of $ 42,000 ( +6.0
%)
in the Salaries and Employee Benefits expenditure
classification, a result of changes in the department’s approved pay and benefit adjustments, CalPERS rates, and other various employee-related cost elements.
CDD Operating Budget Summary ( Redevelopment Agency Fund)
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 9,036 18,712 24,586 25,009 25,000 (9) 0.0% Intergovernmental 6,808,227 8,272,478 8,801,886 9,644,000 9,043,100 (600,900) -6.2% Other Revenues 6,516 21,649 26,138 16,300 16,500 200 1.2% Total Revenues 6,823,779$
8,312,839$
8,852,610$
9,685,309$
9,084,600$
(600,709)$
-6.2%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 487,871 592,594 742,861 707,169 749,452 42,283 6.0% Materials, Supplies & Maintenance 6,327,056 7,413,193 7,947,919 8,636,821 8,006,095 (630,726) -7.3% Professional/Contract Services 36,278 35,718 37,324 75,815 62,000 (13,815) -18.2% Training, Travel & Membership Dues 1,135 1,825 1,454 4,982 4,075 (907) -18.2% Interdepartmental Charges 116,819 140,057 177,619 166,014 181,912 15,898 9.6% Total Expenditures 6,969,159$
8,183,387$
8,907,177$
9,590,801$
9,003,534$
(587,267)$
-6.1%
Revenues Less Expenditures (145,380)$
129,452$
(54,567)$
94,508$
81,066$
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Taxes 3,406,911 4,126,386 3,980,835 4,144,678 4,156,255 11,577 0.3% Use of Money and Property 993 2,130 4,839 5,040 5,060 20 0.4% Other Financing Sources 189,766 189,766 189,766 189,768 189,766 (2) 0.0% Total Revenues 3,597,670$
4,318,282$
4,175,440$
4,339,486$
4,351,081$
11,595$
0.3%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Professional/Contract Services 6,130 10,490 4,007 - - - 0.0% Debt Service 2,853,295 2,847,086 2,825,760 2,817,179 2,798,253 (18,926) -0.7% Debt Service Reimbursements (1,370,000) (1,435,000) (1,515,000) (1,590,000) (1,665,000) (75,000) 4.7% Other Expenditures 250,000 250,000 25,000 25,000 25,000 - 0.0% Total Expenditures 1,739,425$
1,672,576$
1,339,767$
1,252,179$
1,158,253$
(93,926)$
-7.5%
Revenues Less Expenditures 1,858,245$
2,645,706$
2,835,673$
3,087,307$
3,192,828$
120
111
As shown in the Redevelopment Agency Fund summary table above, total r evenues are proposed to increase
by $12,000 (+0.3%), reflecting anticipated
slight
growth in current secured property taxes
related to the City’s redevelopment area.
Proposed adjustments are being made in the Debt Service and Debt Service Reimbursements expenditure classifications to align the budget with anticipated FY 2026 -27 activity and bond refunding schedule.
CDD Operating Budget Summary (Vanpool Fund)
Total revenue sources for
FY 2026
–
27 are proposed to
decrease
by $82,000
(-
31.5%). The decrease
is
primarily driven by the Intergovernmental and Operating Transfers In classifications. Decrease from Intergovernmental revenue sources
are to align with anticipated funding
and the d ecrease from
Operating Transfers In is due to a decrease in participation requiring less funding for operations.
On the expenditure side,
t
he Salaries and Employee Benefits expenditure classification is proposed to decrease by $27,000 (-21.7%), a net result of changes in the department’s budgeted staffing levels, approved
and anticipated
pay and benefit adjustments, CalPERS rates, and other various employee -
related cost
elements
. The Materials, Supplies & Maintenance expenditure classification shows the largest proposed change with a $6 3,000 decrease
(-
46%), primarily due to reduced van rental cost,
consistent with the decline in ridership. In FY 2026
–
27, the
Interdepartmental Charges
expenditure
classification is proposed to have an expenditure budget of $7,300 to pay for
fleet vehicle
maintenance
as a result of a
vehicle purchased during FY 2025
-26
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property (10) (76) (234) (157) 178 335 -213.4% Intergovernmental 40,201 33,033 28,296 50,000 30,000 (20,000) -40.0% Charges for Services 26,634 35,015 34,254 32,000 35,000 3,000 9.4% Operating Transfers In 173,723 142,102 178,154 179,906 114,136 (65,770) -36.6% Total Revenues 240,548$
210,074$
240,470$
261,749$
179,314$
(82,435)$
-31.5%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 121,096 110,104 125,099 123,367 96,597 (26,770) -21.7% Materials, Supplies & Maintenance 113,125 98,955 114,068 136,587 73,700 (62,887) -46.0% Professional/Contract Services 6,180 1,015 1,142 1,284 1,250 (34) -2.6% Training, Travel & Membership Dues 146 - 161 511 500 (11) -2.2% Interdepartmental Charges - - - - 7,267 7,267 0.0% Total Expenditures 240,547$
210,074$
240,470$
261,749$
179,314$
(82,435)$
-31.5%
Revenues Less Expenditures 1$
-$
-$
-$
-$
121
112
CDD Staffing Budget Summary (General Fund and Non-General Funds)
The CDD staffing budget will remain consistent in FY 2026 – 27 with a proposed net -zero program modification, which is a reclassification of 1.0 FTE Systems Analyst into 1.0 Systems Analyst
-
Customer Support to align with the result of the Information Technology department reorganization.
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 1.00 1.00 1.00 1.00 1.00 - Admin Project Aide 0.50 0.50 - - - - Administrative Assistant 3.00 3.00 3.00 3.00 3.00 - Assistant Bldg Regulations Manager 1.00 1.00 - - - - Assistant Engineer 5.00 5.00 5.00 5.00 5.00 - Associate Engineer 1.00 1.00 1.00 1.00 1.00 - Bldg Inspection Supervisor 1.00 1.00 1.00 1.00 1.00 - Building Official - - 1.00 1.00 1.00 - Building Regulations Administrator 1.00 1.00 - - - - Business Manager 1.00 1.00 - - - - Code Enforcement Officer - 4.00 3.00 3.00 3.00 - Code Enforcement Officer, Sr - 2.00 1.00 1.00 1.00 - Community Development Director 1.00 1.00 1.00 1.00 1.00 - Electrical Inspector, Sr 1.00 1.00 1.00 1.00 1.00 - Engineering Services Manager - - 1.00 1.00 1.00 - Engineering Technician I 3.00 3.00 3.00 3.00 3.00 - Engineering Technician III 1.00 1.00 1.00 1.00 1.00 - Environmental Qual Officer 5.00 2.00 3.00 3.00 3.00 - Environmental Qual Officer, Sr 2.00 - 1.00 1.00 1.00 - Housing Specialist 3.00 3.00 4.00 4.00 4.00 - Housing Supervisor 1.00 1.00 1.00 1.00 1.00 - Inspector, Building 2.00 2.00 2.00 2.00 2.00 - Inspector, Mech & Plumbing, Sr 2.00 2.00 2.00 2.00 2.00 - Inspector, Public Works 3.00 3.00 3.00 3.00 3.00 - Neighborhood Services Manager 1.00 1.00 1.00 1.00 1.00 - Permit Center Supervisor 1.00 1.00 1.00 1.00 1.00 - Permit Technician I 4.00 4.00 4.00 5.00 5.00 - Permit Technician II 2.00 3.00 3.00 3.00 3.00 - Planning Assistant 4.00 4.00 4.00 4.00 4.00 - Planning Associate 7.50 8.00 8.00 7.00 7.00 - Planning Manager - 2.00 2.00 2.00 2.00 - Plans Examiner 3.00 4.00 4.00 5.00 5.00 - Principal Planner 2.00 - - - - - Senior Building Inspector 3.00 3.00 3.00 4.00 4.00 - Senior Business Manager - - 1.00 1.00 1.00 - Senior Planner - - 1.00 2.00 2.00 - Supervising Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Supervising Plans Examiner 1.00 1.00 1.00 1.00 1.00 - Systems Analyst 1.00 1.00 1.00 1.00 - (1.00) Systems Analyst - Customer Support - - - - 1.00 1.00 Total FTE 69.00 72.50 74.00 77.00 77.00 - 122
113
Community Services
Department Organization
Mission Statement
The Community Services Department is committed to providing quality services, activities, programs and facilities for all those who live, learn, work and play in the City of Torrance, creating and enriching community through people, programs and partnerships.
Functional Responsibilities
The Community Services Department offers Torrance residents the unique opportunity to create positive experiences in safe places that provide a connected Torrance community centered around the specialized a reas of Cultural Arts, Library, Parks, and Recreation. As a professional organization, each of our dedicated team members strives to provide resources to our community with integrity, honesty, and respect for all users. In all our services, we foster lifel ong learning and personal development to strengthen mind and body. In addition, we embrace the vision that "Parks Make Life Better" for everyone.
123
114
Community Services Operating Budget
Summary (General Fund
-Operating Fund)
Total revenue sources in FY 2026
–
27 are proposed to increase by $403,000
(+6.1
%). This is primarily
driven by incr
ease
s in the Charges for Services ; Licenses, Fees, and Permits; and Other Revenues classifications.
The Charges for Services revenue classification is proposed to increase largely due to anticipated program offerings and increasing activity within the Cultural Services division and participation fees from the Certified Farmer’s Market. This classification totals $6.2 million in community programming with $3.5 million budgeted for Recreation
S
ervices, $1.5 million budgeted for the Certified Farmer’s Market, and $1.2 million budgeted for Cultural Services. The top grossing programs within Recreation Services are After School Programs, the Toyota Sports Complex, the Benstead Plunge, Day Camps, and the Sea
-
Aire Golf Course.
The Salaries and Employee Benefits expenditure classification
is
proposed to increase by
approximately $1.9 million (+10
.2
%), primarily due to
the approved
and anticipated pay and benefit
adjustments, CalPERS rates and other various employee -related cost elements , as well as the proposed program modification . Materials, Supplies & Maintenance classification is proposed to decrease by
$
458,000
(-
14.8 %)
, reflecting adjustments in operational needs and historical spending trends. The Interdepartmental Charges classification is proposed
to increase approximately by $1.1
million (+51
.1
%), primarily due to changes in the City’s Self-Insurance Fund
departmental allocation,
which is updated annually based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our
actuarial consultants
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Licenses, Fees and Permits 225,098 106,059 269,683 120,000 165,000 45,000 37.5% Use of Money and Property 547,535 623,507 674,215 671,400 663,000 (8,400) -1.3% Intergovernmental (3,379) - - - - - 0.0% Other Revenues 63,439 79,737 25,746 - 43,000 43,000 0.0% Charges for Services 4,416,736 5,269,886 5,676,398 5,838,740 6,162,100 323,360 5.5% Operating Transfers In - 38,260 - - - - 0.0% Total Revenues 5,249,429$
6,117,449$
6,646,042$
6,630,140$
7,033,100$
402,960$
6.1%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 13,867,422 15,220,961 16,548,161 18,399,088 20,284,206 1,885,118 10.2% Salaries and Benefits Reimbursements (8,058) (5,731) (500) - - - 0.0% Materials, Supplies & Maintenance 2,652,798 3,250,196 3,449,178 3,086,891 2,628,900 (457,991) -14.8% Materials Reimbursements (172,785) (69,952) (144,760) (138,334) (65,140) 73,194 -52.9% Professional/Contract Services 1,218,107 1,607,373 1,692,761 2,238,254 2,419,750 181,496 8.1% Training, Travel & Membership Dues 14,764 36,194 61,640 96,531 69,350 (27,181) -28.2% Liabilities, Settlements & Insurance 60,277 12,857 14,293 - - - 0.0% Utilities 1,951,923 1,843,715 2,075,511 2,069,700 2,144,430 74,730 3.6% Interdepartmental Charges 1,656,013 1,197,153 1,510,996 2,185,032 3,302,313 1,117,281 51.1% Capital Acquisitions 20,837 9,691 50,030 200,193 - (200,193) -100.0% Other Operating Transfers Out 96,716 76,858 - - - - 0.0% Total Expenditures 21,358,014$
23,179,315$
25,257,310$
28,137,355$
30,783,809$
2,646,454$
9.4%
Revenues Less Expenditures (16,108,585)$
(17,061,866)$
(18,611,268)$
(21,507,215)$
(23,750,709)$
124
115
Community Services Operating Budget
Summary (
General Fund
-Measure SST
Fund)
The Professional/Contract Services classification is proposed to increase by $
20,000
(+
10.0 %),
due to
anticipated increase in
park security guard services
cost
to address
overnight encampment
.
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Professional/Contract Services - - - 200,000 220,000 20,000 10.0% Total Expenditures -$ -$ -$ 200,000$
220,000$ 20,000$ 10.0%
125
116
Community Services Staffing Budget Summary (General Fund)
The Community Services staffing budget is proposed to increase by 1.0 FTE
for the addition of
Landscape Architect . This proposed position establishes in -house capacity for capital project planning, design development, and technical review,
which
improves long-term efficiency and capital
delivery.
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 4.00
5.00 5.00
5.00 5.00
-
Aide, Environmental 0.50
- -
-
-
-
Animal Control Officer 2.00
-
-
-
-
-
Aquatics Instructor 4.70 1.68 1.68 1.68 1.68 -
Aquatics Program Coordinator 1.00
-
-
-
-
-
Assistant City Librarian 2.00
2.00 1.00
2.00 2.00
-
City Librarian 1.00
1.00 1.00
1.00 1.00
-
Community Services Director 1.00
1.00 1.00
1.00 1.00
-
Cultural Services Manager 1.00 1.00 1.00
1.00 1.00
-
Farmers' Market Manager 1.00 1.00 1.00
1.00 1.00
-
Home Impr Prog Coordinator 1.00 1.00 1.00
1.00 1.00
-
Home Impr Prog Supervisor 1.00 1.00
1.00 1.00
1.00 -
Instructor I 3.10
1.00 1.00 1.00
1.00 -
Instructor II 1.20 0.43 1.43
1.53 1.53 -
Landscape Architect -
- - -
1.00 1.00
Lead Maintenance Worker 15.00 15.00 15.00 15.00 15.00 -
Lead Ranger -
2.00 2.00 2.00
2.00 -
Librarian 13.00 13.00 13.00 13.00 13.00 -
Library Page 13.50 10.50 10.50 10.50 10.50 -
Library Technician 13.50 13.50 13.50 13.50 13.50 -
Lifeguard 3.10 5.77 5.77 5.77 5.77 - Maintenance Worker 20.50 20.50 21.00 21.00 21.00 -
Nature Center Mgr/Naturalist 1.00 1.00 1.00
1.00 1.00
-
Office Assistant 1.00 - -
-
-
-
Park Services Supervisor 3.00 3.00 3.00
3.00 3.00
-
Parks Services Manager 1.00 1.00
1.00 1.00
1.00 -
Pest Control Technician 1.00
1.00 1.00
1.00 1.00
-
Pool Cashier - Clerk 0.40 -
-
-
-
-
Pool Locker Room Attendant 3.00 -
-
-
-
-
Pool Manager, Assistant 2.00
1.06 1.06
1.06 1.06
-
Program Coordinator 5.80 6.00 4.00 3.00 3.00
-
Program Leader 45.96 36.16 26.94 27.92 27.92 -
Program Specialist 17.96 17.73 20.77 22.22 22.22 -
Ranger Supervisor 1.00
1.00 1.00
1.00 1.00
-
Recreation Services Manager 1.00
1.00 1.00
1.00 1.00
-
Recreation Supervisor 6.00 5.00 7.00
7.00 7.00
-
Recreation Supvsr, Sr 5.00 4.00 4.00
4.00 4.00
-
Senior Admin Assistant 1.00 - -
-
-
-
Senior Business Manager -
1.00 1.00
1.00 1.00
-
Senior Librarian 4.00
4.00 6.00
5.00 5.00
-
Senior Library Page 5.50
5.50 5.50
5.50 5.50
-
Senior Library Technician 9.00 9. 00 8.00 8.00 8.00 - Senior Program Specialist 7.84
7.57 13.21 13.71 13.71 -
Staff Assistant 0.80 0.80 0.80 0.80 0.80 -
Supervising Admin Assistant -
1.00 1.00 1.00 1.00 -
Total FTE 227.36
204.19
205.15
207.18
208.18
1.00 126
117
Finance
Department Organization
Mission Statement
The mission of the Finance Department is to safeguard the City’s financial integrity, protect and manage its assets, and provide transparent, accurate, and timely financial services. We are committed to supporting the Torrance City Council, City departments, and broader community with sound fiscal guidance that promotes accountability, efficiency, and long-term sustainability.
Functional Responsibilities
The Finance Department ensures responsible stewardship of City resources by managing
financial
administration, budgeting, purchasing, accounting, and auditing functions. Key responsibilities include:
•
Preparing and administering the City’s annual operating and capital improvement budgets in collaboration with the City Manager.
•
Providing timely and accurate financial reporting, including the annual audited financial statements, in compliance with Governmental Accounting Standards Board
requirements.
• Administering revenue collection, business licensing, and billing functions to ensure efficient and equitable collection of monies owed to the City. • Managing procurement services to support cost-effective, transparent purchasing practices. •
Overseeing risk management programs to minimize costs related to liability, workers’ compensation, and insurance exposure.
•
Advising the City Council and City Manager on financial strategies, fiscal trends, and resource allocation to support informed policy and operational decisions.
127
118
Finance Operating Budget Summary (General Fund-Operating Fund)
As shown in the summary table above, total expenditure s are proposed to increase by $221,000 (+3.5
%).
The largest contributors
to th
is increase are the
Interdepartmental Charges
classification,
which is proposed
to increase by $36
1,0
00 (+ 186.7%), primarily
due to
changes in
the City’s Self
-
Insurance Fund departmental allocation, which is updated annually based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our
actuarial
consultants. This increase is partially offset by a proposed decrease of $19 7,000 ( -25.4%) in the Professional/ Contract Services classification, mainly due to the
centralization of litigation
-related
costs
from individual departments
to the City Attorney’s office
.
Finance Operating Budget Summary (Self-Insurance Fund)
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Charges for Services - 9,390 20 - - - 0.0% Total Revenues -$
9,390$
20$
-$
-$
-$
0.0%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 3,925,220 4,132,138 4,657,273 5,206,311 5,281,684 75,373 1.4% Salaries and Benefits Reimbursements (81,000) (133,000) (19,000) (19,000) (19,000) - 0.0% Materials, Supplies & Maintenance 57,773 62,353 48,739 91,701 72,500 (19,201) -20.9% Materials Reimbursements (122) (34) (25) - - - 0.0% Professional/Contract Services 1,267,686 1,369,229 1,494,974 774,365 577,750 (196,615) -25.4% Training, Travel & Membership Dues 21,881 27,216 39,034 58,207 45,000 (13,207) -22.7% Utilities 1,554 1,176 1,779 - - - 0.0% Interdepartmental Charges 138,333 141,694 179,510 193,192 553,882 360,690 186.7% Capital Acquisitions 31,254 22,807 16,029 1,000 15,000 14,000 1400.0% Other Operating Transfers Out 26,950 22,176 - - - - 0.0% Total Expenditures 5,389,529$
5,645,755$
6,418,313$
6,305,776$
6,526,816$
221,040$
3.5%
Revenues Less Expenditures (5,389,529)$
(5,636,365)$
(6,418,293)$
(6,305,776)$
(6,526,816)$
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Other Revenues 188,193 142,795 330,808 - - - 0.0% Charges for Services 17,121,527 20,928,012 23,643,920 24,178,667 26,890,010 2,711,343 11.2% Operating Transfers In 7,000,000 2,000,000 - - - - 0.0% Total Revenues 24,309,720$
23,070,807$
23,974,728$
24,178,667$
26,890,010$
2,711,343$
11.2%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 801,646 841,389 885,934 1,104,986 1,293,237 188,251 17.0% Materials, Supplies & Maintenance 7,696 7,097 4,564 22,050 8,250 (13,800) -62.6% Professional/Contract Services 507,107 444,577 428,800 682,950 684,000 1,050 0.2% Training, Travel & Membership Dues 5,628 11,745 3,738 16,000 15,250 (750) -4.7% Liabilities, Settlements & Insurance 19,078,985 20,840,928 22,141,629 19,168,224 22,437,675 3,269,451 17.1% Utilities 220 565 558 - - - 0.0% Interdepartmental Charges - 205,161 222,833 305,658 325,854 20,196 6.6% Capital Acquisitions - - - 1,950 - (1,950) -100.0% Other Operating Transfers Out 6,951 4,354 - - - - 0.0% Bad Debts and Other Losses (4,198,068) (1,336,175) 454,529 3,000,000 2,000,000 (1,000,000) -33.3% Total Expenditures 16,210,165$
21,019,641$
24,142,585$
24,301,818$
26,764,266$
2,462,448$
10.1%
Revenues Less Expenditures 8,099,555$
2,051,166$
(167,857)$
(123,151)$
125,744$
128
119
As shown in the summary table above, the Charges for Services revenue classification is proposed to increase
by $2.7 million
(+11.2
%) due to additional contributions from all departments to balance the overall budget.
Total
expenditures are proposed to increase by $2.
5 million
(+10.1%), largely driven by a $3.
3 million
increase (+17.1%) in the
Liabilities, Settlements & Insurance
expenditure classification as a result of
anticipated increases in insurance premiums,
workers’ compensation claims
,
and settlement related
costs. The Bad Debts and Other Losses expense classification is proposed to decrease by $1.0 million (-33.3%) as a partial funding source for the newly implemented citywide sidewalk repair program targeted a
t improving conditions and mitigating liability
. Lastly, the Salaries and Employee Benefits
expenditure classification is proposed to increase by $188, 000 (+17
.0
%) as a result of the approved
and anticipated pay and benefit adjustments, CalPERS rates, and other various employee -related cost
elements
.
Finance Staffing Budget Summary (General Fund and Non-General Fund)
The Finance Department’s staffing budget
is
proposed to
remain consistent at total of 38.75 FTE;
however, the Finance Department has proposed position modifications to
consolidate
positions of
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Account Clerk 5.00 4. 00 4.00 4.00 4.00 - Accountant 6.00 5.00 5.00 5.00 - (5.00) Accountant, Senior 3.00 3.00 3.00 2.00 - (2.00) Accountant/Sr. Accountant - - - - 4.00 4.00 Accounting Manager 1.00 1.00 1.00 1.00 1.00 - Accounting Supervisor - - - 1.00 1.00 - Accounting Technician 5.00 4.00 4.00 4.00 4.00 - Admin Analyst/Sr. Admin Analyst 1.00 1.00 1.00 2.00 2.00 - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Assistant Finance Director 1.00 1.00 1.00 1.00 1.00 - Auditor/Sr. Auditor - - - - 2.00 2.00 Budget Supervisor - 1.00 1.00 1.00 1.00 - Buyer 1.00 1.00 1.00 1.00 1.00 - Claims Technician 3.00 3.00 2.00 2.00 2.00 - Deputy Finance Director 0.75 0.75 1.25 0.75 0.75 - Finance Director 1.00 1.00 1.00 1.00 1.00 - License Supervisor 1.00 1.00 1.00 1.00 1.00 - Payroll Specialist 2.00 3.00 3.00 3.00 3.00 - Revenue Manager 1.00 1.00 1.00 1.00 1.00 - Revenue Supervisor - - - - 1.00 1.00 Risk Manager - 1.00 1.00 1.00 1.00 - Senior Admin Assistant 1.00 1. 00 1.00 1.00 1.00 - Senior Business Manager 3.00 2.00 1.00 1.00 1.00 - Senior Buyer 1.00 1.00 1.00 1.00 1.00 - Staff Assistant - 1.00 1.00 1.00 1.00 - Workers' Comp Claims Examiner 2.00 2.00 1.00 1.00 1.00 - Workers Comp Manager 1.00 1.00 1.00 1.00 1.00 - Total FTE 40.75 40.75 38.25 38.75 38.75 - 129
120
Accountants and Senior Accountants into one job classification of Accountant/Sr. Accountant ; the conversions of 1.0 FTE Accountant and 1.0 FTE Senior Accountant into 2.0 FT E Auditor/Sr. Auditor; and the
conversion
of 1.0 FTE
Senior Accountant to
1.0 FTE
Revenue Supervisor. These changes
not
only align the responsibility with more appropriate job classification, but also provides additional professional growth opportunity, which is expected to
help
improve employee retention.
130
121
Fire
Department Organization
Mission Statement
The mission of the Fire Department is to serve with excellence through preparedness, response, and engagement.
Functional Responsibilities
The Fire Department is responsible for ensuring the safety of life and property from fires, explosions, hazardous conditions, and natural disasters occurring within the City of Torrance; the inspection and correction of any fire or life hazard found; the e nforcement of the penal provisions of ordinances of the city and laws of the State and Federal gov ernments; the investigation, gathering, and preservation evidence; apprehension and prosecution of arsonists; education of the public on fire prevention, fire safety, cardiopulmonary resuscitation (CPR), and first aid; and providing emergency medical care
for life
-threatening or traumatic injuries.
131
122
Fire Operating Budget Summary (General Fund-Operating Fund)
Total revenue sources for
FY 2026
–
27 are proposed to
increase by $
1.6 million
(+
11 .6
%). The increase
is primarily attributable to anticipated growth in the Charges for Services classification. The change is mainly due to the increase in LA County rates for the Emergency Transport program totaling an additional $1.4 million for next fiscal year . Within the Charges for Services classification, the three programs with the highest budgeted
receipts
are the Emergency Transport program at $10.3 million,
the Fire
Prevention program at $1.2 million and the Hazardous Materials program at $1.1 million.
The
proposed $2.4 million from Operating Transfers In is from the Measure SST Fun
d and consistent with
the prior years.
The Salaries and Employee Benefits expenditure classification is proposed to increase
by $4.6 million
(+7.6%) in FY 2026
–
27 ,
primarily due to approved and anticipated salary and benefit adjustments, increase in
CalPERS
contribution rates, and other various employee -related cost elements . The Interdepartmental Charges expenditure classification is proposed to increase approximately by
$1.1
million (+16.9%), primarily due to higher internal
service allocations, including
updated charges from
the City’s Self-Insurance Fund which are
updated
annually based on
a standard credibility weighted
calculation of each Department’s actual experience as calculated by our
actuarial consultants
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Licenses, Fees and Permits 212,986 230,474 239,687 250,000 250,000 - 0.0% Other Revenues 11,206 - 20,000 27,000 - (27,000) -100.0% Charges for Services 8,513,144 10,846,381 11,427,389 11,620,500 13,086,023 1,465,523 12.6% Operating Transfers In 1,807,785 1,852,980 2,121,088 2,214,815 2,409,489 194,674 8.8% Total Revenues 10,545,121$
12,929,835$
13,808,164$
14,112,315$
15,745,512$
1,633,197$
11.6%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 49,212,061 51,928,553 59,133,604 61,261,397 65,888,309 4,626,912 7.6% Salaries and Benefits Reimbursements (1,375) (26,049) (2,160,721) (1,000,000) (985,102) 14,898 -1.5% Materials, Supplies & Maintenance 2,135,237 2,266,312 2,908,276 1,324,280 1,373,575 49,295 3.7% Materials Reimbursements (1,140) (2,078) (405,090) (75,000) (168,809) (93,809) 125.1% Professional/Contract Services 886,053 1,103,329 1,338,208 1,774,516 1,993,719 219,203 12.4% Training, Travel & Membership Dues 101,204 145,669 196,795 194,041 225,300 31,259 16.1% Liabilities, Settlements & Insurance 36,794 - - - - - 0.0% Utilities 220,310 237,456 248,498 188,800 198,015 9,215 4.9% Interdepartmental Charges 3,604,987 4,411,183 7,255,571 6,482,490 7,579,099 1,096,609 16.9% Debt Service 242,703 242,703 242,703 242,703 242,703 - 0.0% Capital Acquisitions 179,610 116,089 264,115 239,500 155,000 (84,500) -35.3% Other Operating Transfers Out 60,792 55,195 - - - - 0.0% Total Expenditures 56,677,236$
60,478,362$
69,021,959$
70,632,727$
76,501,809$
5,869,082$
8.3%
Revenues Less Expenditures (46,132,115)$
(47,548,527)$
(55,213,795)$
(56,520,412)$
(60,756,297)$
132
123
Fire Staffing Budget Summary (General Fund)
The
Fire
staffing budget has no newly
proposed changes, remaining at 203.0 FTE
.
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 2.00 2. 00 2.00 2.00 2.00 - Admin Services Manager 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 2.00 2.00 4.00 4.00 4.00 - Ambulance Operator 29.00 35.00 37.00 37.00 37.00 - Business Manager 1.00 1.00 - - - - Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00 - Emergency Med Svcs Coordinator 1.00 1.00 1.00 1.00 1.00 - Fire Battalion Chief-Manager 6.00 5.00 5.00 5.00 5.00 - Fire Cadet - - 1.00 1.00 1.00 - Fire Captain 28.00 29.00 29.00 29.00 29.00 - Fire Chief 1.00 1.00 1.00 1.00 1.00 - Fire Engineer 27.00 27.00 27.00 27.00 27.00 - Fire Fighter 81.00 81.00 81.00 81.00 81.00 - Fire Prevention Manager 1.00 1.00 1.00 1.00 1.00 - Fire Prevention Specialist 6.00 6.00 6.00 6.00 6.00 - Fire Prevention Supervisor - 1.00 1.00 1.00 1.00 - Intern 0.50 0.50 - - - - Office Assistant 2.00 2.00 - - - - Policy & Resources Specialist 1.00 1.00 1.00 1.00 1.00 - Senior Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Sr. Fire Prevention Specialist 3.00 3.00 3.00 3.00 3.00 - Total FTE 194.50 201.50 203.00 203.00 203.00 - 133
124
General Services
Department Organization
Mission Statement
The mission of the General Services Department is to provide quality services that support City departments in a manner which enables them to carry out their community missions and to provide these services in a cost-effective and efficient manner that best serves the operational needs of City departments and the community.
Functional Responsibilities
The General Services
Department
maintains all City buildings and building systems in a presentable and clean condition and provides a healthy and comfortable environment within the buildings
that
meets the operational needs
of the
City
Departments and the community. The General Services
Department is also responsible for Airport Administration, Building Maintenance, Central Services, Cultural Arts Center Administration, Custodial Services, Electric Vehicle (EV) Charging Program, Fleet Services/Warehouse, Graffiti Abatement Program, HVAC/Electrical Services, and Capital Projects.
134
125
General Services Operating Budget Summary (General Fund-Operating Fund)
Total revenue sources FY 2026
–
27 are proposed to decrease
by $ 136
,
700 (-13.4%). The change is
largely driven by
a decrease in
anticipated reservations for event spaces at the Cultural Arts Center.
The budget ed receipts for t his classification
are
mainly compromised of Facility Rental charges
totaling
$480,000 and Labor Charges from events
totaling
$338,000.
The Salaries and Employee Benefits expenditure classification
is
proposed to increase
by $497,000
(+6.2%) to reflect
the approved
and anticipated
salary and benefit
adjustments and increases in
CalPERS contribution rates and other employee
-
related cost factors. The Materials, Supplies &
Maintenance expenditure classification
is
proposed to increase
by $ 42
6,
000 (+16.9%), primarily
reflecting increased costs for facility maintenance,
repairs, and operational supplies supporting
City
facilities. The Professional/Contract Services classification is proposed to decrease
by $ 209,000 (-
25.2%) in FY 2026
–
27 ,
primarily to align the budget based on historical spending trends and anticipated operational needs.
T
he Interdepartmental Charges classification
is
proposed
to increase
approximately by $
28 4,000
(+
36.7 %), primarily due to higher internal service allocations, including updated charges from the City’s Self -Insurance Fund which are calculated annually
based on a
standard credibility weighted calculation of each Department’s actual experience as calculated by our actuarial consultants, as well as fleet-related cost allocation
adjustments.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Charges for Services 981,678 982,431 989,163 1,016,700 880,000 (136,700) -13.4% Total Revenues 981,678$
982,431$
989,163$
1,016,700$
880,000$
(136,700)$
-13.4%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 6,094,573 6,182,789 7,131,916 7,986,709 8,484,146 497,437 6.2% Salaries and Benefits Reimbursements (40,608) (56,741) (67,541) (70,000) (60,470) 9,530 -13.6% Materials, Supplies & Maintenance 1,206,484 1,631,800 2,080,213 2,527,253 2,953,250 425,997 16.9% Materials Reimbursements (131,931) (170,897) (176,502) (180,000) (140,054) 39,946 -22.2% Professional/Contract Services 926,703 744,940 1,189,913 829,660 620,500 (209,160) -25.2% Training, Travel & Membership Dues 3,294 8,819 15,672 25,784 16,350 (9,434) -36.6% Utilities 803,348 942,799 976,159 1,008,783 944,232 (64,551) -6.4% Interdepartmental Charges 570,440 578,008 895,993 773,784 1,057,534 283,750 36.7% Capital Acquisitions 4,500 129,672 92,337 142,209 150,000 7,791 5.5% Other Operating Transfers Out 19,424 15,689 - - - - 0.0% Total Expenditures 9,456,227$
10,006,878$
12,138,160$
13,044,182$
14,025,488$
981,306$
7.5%
Revenues Less Expenditures (8,474,549)$
(9,024,447)$
(11,148,997)$
(12,027,482)$
(13,145,488)$
135
126
General Services Operating Budget Summary (Airport Fund)
Total revenue sources for FY 2026 – 27 are proposed to decrease by $15.5 million (-70 .5 %), primarily due to a change in accounting for $1
3.8 million of
non-aeronautical land leases from the Use of Money
and Property classification
previously
accounted for in the Airport Fund . This revenue source was historically transferred out to the General Fund -Operating Fund and will now
be
budgeted directly
there going forward. An additional
decrease of
$1.6 million from the Other Revenue
s classification is
related to anticipated reimbursements from on-going legal matters, and will now be budgeted
in the
General Fund-Operating Fund as it relates to the non-aeronautical
land leases
.
The $6.0 million budgeted revenue in the Use of Money and Property classification is mainly comprised of hangar rentals of
$3.7 million
,
fixed based operation rentals of
$1.4
million and
investment earnings of $0.9 million.
The Salaries and Employee Benefits expenditure classification
is
proposed to increase by $ 71,000
(+4.4%), primarily due to approved and anticipated
salary and benefit
adjustments, increased
CalPERS contribution rates, and other employee -related cost elements. Professional/Contract Services classification is proposed to decrease in FY 2026
–
27 by approximately $6.6 million
(-
95.5%)
primarily due to the accounting change
where non
-
aeronautical land lease revenues, along with
associated legal costs, would be directly recorded in the General Fund-Operating Fund under the City Attorney’s Office. This accounting change also will result in a significant reduction in the Other Operating Transfers Out classification, which is proposed to decrease by approximately $18.9 million (-99.8%), mainly driven by
eliminating O
perating Transfers Out of the net proceeds from non -
aeronautical land lease activity
to the General Fund
-Operating fund.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Use of Money and Property 22,615,645 18, 770,802 19,371,418 19,820,464 6,024,968 (13,795,496) -69.6% Other Revenues 1,001,657 1,213,766 18,557,455 1,600,000 - (1,600,000) -100.0% Charges for Services 269,580 307,940 508,040 500,260 434,940 (65,320) -13.1% Total Revenues 23,886,882$
20,292,508$
38,436,913$
21,920,724$
6,459,908$
(15,460,816)$
-70.5%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 1,396,320 1,294,117 1,423,706 1,622,106 1,692,764 70,658 4.4% Materials, Supplies & Maintenance 85,596 200,411 86,491 116,167 88,750 (27,417) -23.6% Materials Reimbursements (652) - - - - - 0.0% Professional/Contract Services 1,332,785 4,338,359 3,088,011 6,877,506 307,000 (6,570,506) -95.5% Training, Travel & Membership Dues 5,152 1,096 9,027 11,551 13,380 1,829 15.8% Depreciation and Amortization 240,600 260,581 269,103 275,000 283,250 8,250 3.0% Liabilities, Settlements & Insurance 6,291 - - - - - 0.0% Utilities 203,921 218,768 245,565 268,400 256,456 (11,944) -4.5% Interdepartmental Charges 557,362 668,916 610,104 682,712 3,734,783 3,052,071 447.1% Other Operating Transfers Out 19,824,107 10,599,014 30,498,495 18,952,616 35,146 (18,917,470) -99.8% Bad Debts and Other Losses 23,678 - 17,460 25,000 25,000 - 0.0% Total Expenditures 23,675,160$
17,581,262$
36,247,962$
28,831,058$
6,436,529$
(22,394,529)$
-77.7%
Revenues Less Expenditures 211,722$
2,711,246$
2,188,951$
(6,910,334)$
23,379$
136
127
The Interdepartmental Charges expenditure classification is proposed to increase by approximately $3.1 million (+447.1
%), primarily
reflecting changes in the
structure
of internal rent and ground lease
payments. As part of a citywide effort to treat
all
City-owned land and facilities as revenue generating
assets, the General Fund will start charging internal rent to the Airport
Fund
for the use of the City -
owned land and buildings
from
FY 2026
-
27, consistent with other enterprise funds.
General Services Operating Budget Summary ( Fleet Services Fund)
Total revenue sources are proposed to increase by $ 2.1 million ( +14.1%), primarily due to a $ 1.1 million (+11.6%) increase in the
Charges for Services
revenue classification and a $1.1 million increase
(+18
.3
%) in the Use of Money and Property
revenue classification. The increase in
Charges for Services
is
primarily
to
cover
the
cost of parts, fuel, and labor.
Beginning in FY
20 25
–
26, the City
implemented
a revised approach to charging departments for fleet vehicle costs. Rather than passing through individual expenses for parts, fuel, maintenance labor, and other materials, departments are assessed a single, consolidated monthly vehicle usage (rental) charge. This change simplifies accounting, improves cost predictability, and streamlines the budgeting and
forecasting process
across all
departments. The
Use of Money and Property
reflects a $1.1 million (+18.3%) increase in
contributions from departments for future vehicle replacements.
The Materials, Supplies & Maintenance
classification is
proposed to increase by $421,000 (+14.5%),
primarily due to aligning budget with
costs associated with
vehicle maintenance, including parts ,
fuel,
and supplies, as well as adjustments based on operational needs.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 3,481,962 5,851,896 6,596,051 5,782,968 6,838,498 1,055,530 18.3% Other Revenues 59,264 88,276 488,586 75,000 75,000 - 0.0% Charges for Services 3,838,860 5,836,156 6,592,049 9,216,994 10,287,432 1,070,438 11.6% Operating Transfers In 18,474,274 2,200,000 - - - - 0.0% Total Revenues 25,854,360$
13,976,328$
13,676,686$
15,074,962$
17,200,930$
2,125,968$
14.1%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 2,768,033 3,303,960 3,828,139 4,263,861 4,372,039 108,178 2.5% Materials, Supplies & Maintenance 218,319 1,629,605 1,171,200 2,908,477 3,329,500 421,023 14.5% Materials Reimbursements - - (513,193) - - - 0.0% Parts, Fuel & Lubricants Inventory Purchases 2,646,366 3,089,192 3,363,661 3,643,628 3,400,000 (243,628) -6.7% Parts, Fuel & Lubricants Contra (2,646,366) (3,089,192) (3,363,661) (3,643,628) (3,400,000) 243,628 -6.7% Professional/Contract Services 65,471 181,892 236,198 41,291 29,000 (12,291) -29.8% Training, Travel & Membership Dues 22,655 14,135 21,439 19,585 22,500 2,915 14.9% Depreciation and Amortization 1,199,372 1,363,228 2,436,711 3,750,000 4,225,000 475,000 12.7% Utilities 1,909 2,182 667 600 - (600) -100.0% Interdepartmental Charges 432,983 1,001,375 2,203,139 2,292,195 2,661,778 369,583 16.1% Debt Service 30,445 (21,047) (13,778) - - - 0.0% Capital Acquisitions 966,226 3,471,678 17,294,951 14,542,108 2,028,605 (12,513,503) -86.1% Asset Contra Account (966,226) (3,471,678) (17,261,630) (14,492,108) (2,028,605) 12,463,503 -86.0% Other Operating Transfers Out 496,730 674,580 360,143 728,478 12,607 (715,871) -98.3% Bad Debts and Other Losses 34,411 32,637 - - - - 0.0% Total Expenditures 5,270,328$
8,182,547$
9,763,986$
14,054,487$
14,652,424$
597,937$
4.3%
Revenues Less Expenditures 20,584,032$
5,793,781$
3,912,700$
1,020,475$
2,548,506$
137
128
Depreciation & Amortization expenditure classification is proposed to increase by $475,000
(+12.7%),
reflecting the impact of newly acquired vehicles and replacement vehicles added to the City’s fleet .
Interdepartmental Charges classification is proposed to increase by $370,000
(+16.1%), primarily due
to higher internal service allocations, including updated charges from the City’s Self -Insurance Fund which are calculated annually
based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our actuarial consultants.
The Capital Acquisitions and Asset Contra Account
expenditure
classifications reflect the purchase of
replacement and additional vehicles
to support City operations,
both of which are proposed to
decrease by
$12.5 million
, as th
e level of planned vehicle purchases are normalizing, following the last two fiscal years with
significant fleet acquisitions
.
The Other Operating Transfers Out classification is proposed to decrease
by $71
6 ,000
(-98
.3
%), as a
result of
eliminating the transfers between
the Fleet Capital Fund
and
the Fleet Services Operating
Fund
starting in FY 2026
-27
.
138
129
General Services Staffing Budget Summary (General Fund and Non-General Funds)
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Accounting Technician 1.00 1. 00 1.00 1.00 - (1.00) Admin Analyst/Sr. Admin Analyst 1.00 1.00 1.00 2.00 2.00 - Admin Services Manager 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 3.00 3.00 5.00 5.00 5.00 - Air Con/Heat/Elec Supervisor 1.00 1.00 1.00 1.00 1.00 - Air Condition/Heat Technician 3.00 3.00 3.00 3.00 3.00 - Airport Worker 4.00 4.00 4.00 4.00 4.00 - Booking Manager 1.00 1.00 1.00 1.00 1.00 - Booking Manager, Asst 0.50 0.50 0.50 0.50 0.50 - Bookkeeper 1.00 1.00 1.00 1.00 1.00 - Box Office Attendant 2.10 2.10 0.75 0.75 0.75 - Box Office Manager 1.00 1.00 1.00 1.00 1.00 - Building Maintainer 6.00 6.00 6.00 6.00 6.00 - Building Maintainer, Sr 1.00 1.00 1.00 1.00 1.00 - Building Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 - Capital Projects Construction Superintendent - 1.00 2.00 2.00 2.00 - Central Services Coordinator 1.00 1.00 1.00 1.00 1.00 - Central Services Supervisor 1.00 1.00 1.00 1.00 1.00 - Custodian 18.00 17.00 17.00 18.00 18.00 - Custodian, Senior 2.00 2.00 2.00 2.00 2.00 - Customer Service Rep 2.00 2.00 2.00 2.00 2.00 - Driver/Clerk, Delivery 1.50 1.50 1.50 1.00 1.00 - Electrician 2.00 2.00 2.00 2.00 2.00 - Equipment Attendant 4.00 4.00 4.00 4.00 4.00 - Facilities Service Supervisor 1.00 1.00 1.00 1.00 1.00 - Facility Operations Attend, Sr 4.00 4.00 3.00 3.00 3.00 - Facility Operations Attendant 6.00 5.00 5.00 5.00 5.00 - Facility Operations Chief 1.50 1.50 1.50 1.50 1.50 - Facility Operations Manager 1.00 1.00 1.00 1.00 1.00 - Fleet Services Manager 1.00 1.00 1.00 2.00 2.00 - Fleet Services Supervisor 2.00 2.00 2.00 2.00 2.00 - General Services Director 1.00 1.00 1.00 1.00 1.00 - Graphic Designer 2.00 2.00 2.00 2.00 2.00 - Intern - 1.00 - - - - Lead Airport Worker 1.00 1.00 1.00 1.00 1.00 - Mechanic 7.00 7.00 7.00 7.00 7.00 - Mechanic, Senior 9.00 9.00 9.00 9.00 9.00 - Office Assistant 3.00 2.00 - - - - Program Coordinator 1.00 1.00 1.00 1.00 1.00 - Reprographic Specialist 3.00 3.00 3.00 2.00 2.00 - Senior Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Senior Box Office Attendant 1.60 1.60 0.40 0.40 0.40 - Senior Building Inspector 1.00 - - - - - Senior Business Manager 4.00 4.00 4.00 3.00 3.00 - Staff Assistant 1.00 1.00 2.00 1.00 1.00 - Stage Manager 1.10 1.10 0.10 0.10 0.10 - Storekeeper 2.00 3.00 3.00 3.00 3.00 - Storekeeper, Auto Parts 1.00 1.00 1.00 1.00 1.00 - Theater Technician 1.30 1.30 3.00 3.00 3.00 - Theatre Technical Coord 1.20 1.20 - - - - Theatre Technical Director 1.00 1.00 1.00 1.00 1.00 - Warehouse Supervisor 1.00 1.00 1.00 1.00 1.00 - Welder, Senior 1.00 1.00 1.00 1.00 1.00 - Total FTE 120.80 119.80 116.75 116.25 115.25 (1.00) 139
130
The General Services staffing budget is proposed to decrease by 1.0 FTE Accounting Technician as a result of a staff retirement and realignment of duties across the General Services and Finance Departments utilizing existing staff.
140
131
Human Resources
Department Organization
Mission Statement
The mission of the Human Resources (“HR”) Department is to support all City departments in attracting, developing, and retaining an exceptional community
-
service
-
driven workforce.
Functional Responsibilities
HR is responsible for managing the employee lifecycle, from recruitment to retirement. It encompasses a wide range of functions aimed at maximizing employee performance and ensuring that the organization can achieve its goals effectively.
HR involves recruiting candidates, hiring
employees, retaining talent, onboarding, employee development, performance management, strategic workforce planning, benefits, classification and compensation, employee wellness, employee and labor relations, employee engagement, compliance with labor laws, em ployee records, diversity and inclusion, succession planning, and fostering a positive workplace culture.
141
132
Human Resources Operating Budget Summary (General Fund-Operating Fund)
As shown in the summary table above,
total expenditures
are
proposed to increase by $2
60 ,000
(+7.8%), largely driven by a $479,000 increase (+20.6%) in the Salaries and Employee Benefits expenditure classification as a result of the approved and anticipated pay and benefit adjustments, CalPERS rates and other various employee -related cost elements , as well as the
included
program
modification. The Interdepartmental Charges expenditure classification is proposed to increase by $12
2,0
00 (+73.4%) primarily due to higher internal service allocations, including updated charges from the City’s Self -Insurance Fund which are calculated annually
based on a standard credibility
weighted calculation of each Department’s actual experience as calculated by our
actuarial
consultants.
The above increases are partially offset by decreases in other classifications ; t he Professional/ Contract Services expenditure classification is proposed to decrease
by $25
9,0
00 (-
55.9 %)
, mainly due
to the centralization of litigation -related fund s from individual departments to the City Attorney’s office. The Materials, Supplies & Maintenance
expenditure classification is also proposed to decrease by $80,000 ( -24
.0
%) as a result of aligning the budget based on historical spending trends and anticipated operational needs.
Human Resources Staffing Budget Summary (General Fund)
The Human Resources staffing budget
is
proposed to increase by 1.0 FTE position
in
FY 2026
–
27 due to the transfer of
1.0 FTE
Principal
Human Resources Analyst from the Public Works
Department consistent with prior transfers to centralize Human Resource related positions within the Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 1,376,018 1,395,430 2,004,705 2,320,767 2,799,730 478,963 20.6% Materials, Supplies & Maintenance 220,558 246,406 225,231 332,073 252,250 (79,823) -24.0% Materials Reimbursements (5,990) - - - - - 0.0% Professional/Contract Services 435,756 536,209 755,733 462,659 204,100 (258,559) -55.9% Training, Travel & Membership Dues 49,744 55,357 71,046 69,840 67,500 (2,340) -3.4% Utilities 2,391 2,838 2,175 - - - 0.0% Interdepartmental Charges 23,370 145,160 78,403 165,675 287,256 121,581 73.4% Other Operating Transfers Out 8,724 6,532 - - - - 0.0% Total Expenditures 2,110,571$
2,387,932$
3,137,293$
3,351,014$
3,610,836$
259,822$
7.8%
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Administrative Assistant 2.00 1. 00 2.00 2.00 2.00 - Human Resources Analyst 4.00 2.00 3.00 3.00 3.00 - Human Resources Director 1.00 1.00 1.00 1.00 1.00 - Human Resources Technician 2.00 4.00 5.00 6.00 6.00 - Office Assistant 1.00 1.00 - - - - Principal Human Resources Analyst 1.00 2.00 2.00 3.00 4.00 1.00 Staff Assistant - 1.00 1.00 1.00 1.00 - Total FTE 11.00 12.00 14.00 16.00 17.00 1.00 142
133
department to more efficiently provide services with existing staff. This marks the final transfer required to centralize all Human Resources positions within the Human Resources Department.
This
will result in a net zero impact to the overall City’s budget.
143
134
Information Technology
Department Organization
Mission Statement
The mission of the Information Technology Department (“IT”) is to empower City departments with innovative, reliable, and secure technology solutions that streamline operations, enhance public service, and drive community success.
Functional Responsibilities
The IT Department plans, implements, and supports secure, reliable, and innovative technology systems that enable all City departments to operate efficiently and deliver quality public services.
The department manages infrastructure, cybersecurity, applications, data, and user support while aligning technology investments with the City’s strategic goals. 144
135
IT Operating Budget Summary (General Fund-Operating Fund)
As shown in the summary table above,
the
Operating Transfers In
revenue source
is
proposed to
increase
by $25,000 (+11.9%), which is driven by anticipated increase in
transfers from the Measure
SST Fund
to cover the cost of
1.0 FTE Systems Analyst
–
Infrastructure & Cybersecurity
position.
Total expenditure
s
are proposed to increase by $1.7 million (+11.5%). T he Salaries and Employee Benefits expenditure classification
is
proposed to increase by
$868,
000 (+11.8%) as a net result of
changes in the department’s budgeted staffing levels,
approved and anticipated
pay and benefit
adjustments, CalPERS rates,
and other various employee -related cost
elements
. The
Professional/Contract Services Expenditure classification is proposed to increase by $270,000 (+4.6%) primarily to accommodate increase in
public safety
-related software expenses. The
Interdepartmental Charges
expenditure classification
is
proposed
to increase by $489,
000 (+218.6%)
due to higher internal service allocations, including updated charges from the City’s Self -Insurance Fund which are calculated annually based on a standard credibility weighted calculation of each Department’s actual experience as calculated by our actuarial consultants.
IT Operating Budget Summary (General Fund-Measure SST Fund)
As shown in the summary table above, the
Professional/Contract Services expenditure classification is proposed to slightly decrease by
$7,
000 ( -0.8%), and this budget will
cover non
-
wage costs
associated with efforts
to address
cybersecurity.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Operating Transfers In - 175,000 200,415 205,520 230,059 24,539 11.9% Total Revenues -$
175,000$
200,415$
205,520$
230,059$
24,539$
11.9%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 5,235,686 5,239,041 5,425,327 7,353,221 8,221,350 868,129 11.8% Materials, Supplies & Maintenance 206,793 186,160 155,473 347,177 286,750 (60,427) -17.4% Professional/Contract Services 1,494,487 1,588,342 1,957,964 5,862,044 6,132,450 270,406 4.6% Training, Travel & Membership Dues 91,045 31,313 38,083 53,496 40,000 (13,496) -25.2% Utilities 235,892 223,605 350,238 607,463 756,356 148,893 24.5% Interdepartmental Charges 139,739 138,635 203,315 223,796 712,930 489,134 218.6% Capital Acquisitions 800 27,235 21,102 42,261 - (42,261) -100.0% Other Operating Transfers Out 81,809 62,570 - - - - 0.0% Total Expenditures 7,486,251$
7,496,901$
8,151,502$
14,489,458$
16,149,836$
1,660,378$
11.5%
Revenues Less Expenditures (7,486,251)$
(7,321,901)$
(7,951,087)$
(14,283,938)$
(15,919,777)$
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Professional/Contract Services 158,705 361,552 475,235 814,800 807,900 (6,900) -0.8% Total Expenditures 158,705$
361,552$
475,235$
814,800$
807,900$
(6,900)$
-0.8%
145
136
IT Staffing Budget Summary (General Fund)
The Information Technology Department staffing budget
is proposed to decrease by
2 .0 FTE
for the
deletion of 1.0 FTE Intern and 1.0 FTE
Info Tech Specialist, which will partially offset the cost associated with the addition of 1.0 FTE Deputy IT Director
–
CISO
that was approved by City Council
on April 7, 2026.
Additionally, the proposed program modification includes the conversion of
1.0 FTE
Info Technology Analyst to 1.0 FTE GIS Administrator a long with the following positions
titles being
revised for consistency with previously approved actions by City Council to establish classifications in specific focus areas aligning with external labor markets:
•
Info Technology Analyst to newly created classifications of IT Analyst
–
Applications &
Analytics, IT Analyst
–
Infrastructure, and IT Analyst
–
Public Safety;
•
Systems Analyst to newly created classifications of Systems Analyst
–
Applications & Analytics,
Systems Analyst
–
Customer Support, Systems Analyst
–
Infrastructure, and Systems Analyst
–
Public Safety
;
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 1.00
1.00 -
-
-
-
Communication Supv/Wireless 1.00
1.00 1.00
-
-
-
Communications Manager 1.00
-
-
-
-
-
Communications Supv/Telecomm 1.00
1.00 1.00
-
-
-
Deputy IT Director - CISO -
-
-
1.00 1.00
-
GIS Administrator -
-
-
-
1.00 1.00
Info Tech Specialist 6.00
5.00 5.00
7.00 6.00
(1.00)
Info Technology Analyst 7.00
6.00 6.00
7.00 -
(7.00)
Info Technology Director 1.00 1.00
1.00 1.00
1.00 -
Information Technology Manager 1.00
3.00 4.00
5.00 -
(5.00)
Intern 0.50
1.00 1.00
1.00 -
(1.00)
IT Analyst - Applications & Analytics -
-
-
-
3.00 3.00
IT Analyst - Infrastructure -
-
-
-
2.00 2.00
IT Analyst - Public Safety -
-
-
-
1.00 1.00
IT Manager - Applications & Analytics -
-
-
-
1.00 1.00
IT Manager - Communications & Customer Support -
-
-
-
1.00 1.00
IT Manager - GIS -
-
-
-
1.00 1.00
IT Manager - Infrastructure & Cybersecurity -
-
-
-
1.00 1.00
IT Manager - Public Safety -
-
-
-
1.00 1.00
Project Manager - Information Technology -
-
-
1.00 1.00
-
Senior Admin Assistant 1.00 1.00 2.00 1.00 1.00 - Storekeeper 1.00
1.00 1.00
-
-
-
Systems Analyst 9.00
10.00 10.00 12.00 -
(12.00)
Systems Analyst - Applications & Analytics -
-
-
-
4.00 4.00
Systems Analyst - Customer Support -
-
-
-
2.00 2.00
Systems Analyst - Infrastructure -
-
-
-
4.00 4.00
Systems Analyst - Public Safety -
-
-
-
2.00 2.00
Telecommunications Tech 2.00
2.00 2.00
-
-
-
Wireless & Radio Svcs Supervisor -
-
-
1.00 1.00
-
Wireless Technician 4.00
4.00 4.00
6.00 6.00
-
Total FTE 37.50
38.00 39.00
44.00 42.00
(2.00)
146
137
• Information Technology Manager to newly created classifications of IT Manager – Applications & Analytics, IT Manager – Communications & Customer Support, IT Manager
–
GIS, IT Manager
–
Infrastructure & Cybersecurity, and IT Manager
–
Public Safety
Collectively, these changes reflect a
focused effort to streamline operations, align staffing with evolving citywide needs, and enhance the department’s effectiveness. 147
138
Police
Department Organization
Mission Statement
The mission of the Torrance Police Department is to preserve public safety and quality of life within the City of Torrance, respond effectively to the changing needs of the community, and promote mutual respect between the Police Department and the communi
ty.
Functional Responsibilities
The Police Department is responsible for enforcing the penal provisions of the City Charter, City ordinances, and State and Federal laws for the purpose of protecting persons and property and the preservation of peace within the community. The Department engages in patrol, crime prevention, investigation of crimes, apprehension of criminals, gathering of evidence, custody of prisoners, rehabilitation of offenders, regulation of traffic, investigation of traffic collisions, custody of property, and all such training and support necessary for these activities. 148
139
Police Operating Budget Summary (General Fund-Operating Fund)
Total revenue
sources for FY 2026
–
27 are proposed to increase
by $245,000
(+2.1%). The increase
is
primarily attributed to the Operating Transfers In
classification from Measure SST
Fund transfers
to
maintain sworn position staffing levels.
The Charges for Services budgeted revenue source is mainly comprised of
various receipts including
false alarm fees, vehicle impound fees and photocopies. The Licenses, Fees and Permits budgeted revenue source is comprised of alarm permit fees and oversized vehicle permits.
On the expenditure side, the
Salaries and Employee Benefits expenditure classification
is
proposed
to increase
by $3.0 million (+3.1%) in FY 2026
–
27 as a result of
changes in approved
and anticipated
pay and benefit adjustments, CalPERS rates,
and
other various employee
-related cost elements. The
Professional/Contract Services expenditure classification is proposed to decrease mainly due to the centralization of litigation-related
costs
from individual departments to the City Attorney’s office
.
Police Operating Budget Summary (Traffic Safety Fund)
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Licenses, Fees and Permits 370,702 319,059 263,454 314,000 298,000 (16,000) -5.1% Intergovernmental 70,701 18,875 36,836 19,750 7,500 (12,250) -62.0% Other Revenues 2,445 2,118 1,914 - - - 0.0% Charges for Services 304,754 368,818 386,000 369,200 348,910 (20,290) -5.5% Operating Transfers In 8,587,595 8,802,285 9,847,116 10,966,238 11,259,513 293,275 2.7% Total Revenues 9,336,197$
9,511,155$
10,535,320$
11,669,188$
11,913,923$
244,735$
2.1%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 75,954,734 75,257,758 85,015,028 95,341,102 98,324,130 2,983,028 3.1% Salaries and Benefits Reimbursements (112,612) (226,631) (180,073) (260,000) (327,389) (67,389) 25.9% Materials, Supplies & Maintenance 1,639,675 2,219,046 2,380,663 733,572 803,125 69,553 9.5% Materials Reimbursements (22,328) (17,085) (12,566) (11,397) (43,881) (32,484) 285.0% Professional/Contract Services 2,219,325 2,056,093 3,435,552 2,992,166 2,667,150 (325,016) -10.9% Training, Travel & Membership Dues 497,349 517,336 392,054 464,751 438,500 (26,251) -5.6% Liabilities, Settlements & Insurance 289,050 49,235 - - - - 0.0% Utilities 431,711 433,177 416,882 491,700 446,066 (45,634) -9.3% Interdepartmental Charges 5,777,273 7,618,827 8,987,230 10,074,824 10,021,657 (53,167) -0.5% Capital Acquisitions - - - 100,000 50,000 (50,000) -50.0% Other Operating Transfers Out 4,073 3,088 - - - - 0.0% Total Expenditures 86,678,250$
87,910,844$
100,434,770$
109,926,718$
112,379,358$
2,452,640$
2.2%
Revenues Less Expenditures (77,342,053)$
(78,399,689)$
(89,899,450)$
(98,257,530)$
(100,465,435)$
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Fines, Forfeitures and Penalties - 83,863 57,120 70,950 55,000 (15,950) -22.5% Use of Money and Property - (1,497) (509) - - - 0.0% Total Revenues -$
82,366$
56,611$
70,950$
55,000$
(15,950)$
-22.5%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Professional/Contract Services - 74,616 45,245 70,950 55,000 (15,950) -22.5% Total Expenditures -$
74,616$
45,245$
70,950$
55,000$
(15,950)$
-22.5%
Revenues Less Expenditures -$
7,750$
11,366$
-$
-$
149
140
The Traffic Safety Fund (California Vehicle Code, Section 42200 – 42205) was established to separately account for remittances from the County of Los Angeles for court, traffic, and general fines revenues.
The operating budget for this fund is balanced with
the
proposed FY 2026
–
27 revenue and
expenditure budgets set at $ 55,000 to fund contract services related to the
Professional/Contract
Services expenditure classification for as-needed crossing
guard services.
150
141
Police Staffing Budget Summary (General Fund)
The Police
Department’s staffing
has no newly proposed changes, remaining at 359.0 FTE.
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 3.00 5. 00 5.00 5.00 5.00 - Admin Services Manager 4.00 4.00 4.00 4.00 4.00 - Administrative Assistant 10.00 10.00 10.00 10.00 10.00 - Assistant Police Chief 1.00 1.00 1.00 1.00 1.00 - Communications Manager - - - 1.00 1.00 - Crossing Guard 13.00 16.00 16.00 16.00 16.00 - Digital Evidence Technician - - - 2.00 2.00 - Forensic ID Specialist 1.00 1.00 1.00 1.00 1.00 - Forensic Supervisor 1.00 1.00 1.00 1.00 1.00 - Info Tech Specialist 2.00 2.00 2.00 - - - Info Technology Analyst 2.00 2.00 2.00 - - - Juvenile Diversion Case Worker 1.00 1.00 1.00 1.00 1.00 - Juvenile Diversion Coordinator 1.00 1.00 1.00 1.00 1.00 - Performance Auditor - - - 2.00 2.00 - Police Captain 3.00 3.00 3.00 3.00 3.00 - Police Chief 1.00 1.00 1.00 1.00 1.00 - Police Commander - - - 1.00 1.00 - Police Lieutenant 12.00 12.00 12.00 12.00 12.00 - Police Officer 170.00 170.00 170.00 170.00 170.00 - Police Records Technician 17.00 17.00 17.00 17.00 17.00 - Police Sergeant 30.00 32.00 32.00 32.00 32.00 - Police Services Administrator 1.00 1.00 1.00 1.00 1.00 - Police Services Officer 30.00 30.00 30.00 30.00 30.00 - Police Services Supervisor 6.00 7.00 7.00 7.00 7.00 - Public Safety Comm Supvr 3.00 3.00 3.00 3.00 3.00 - Public Safety Dispatcher 28.00 28.00 28.00 28.00 28.00 - Senior Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Senior Business Manager 1.00 1.00 1.00 1.00 1.00 - Sr. Forensic ID Specialist 4.00 4.00 4.00 4.00 4.00 - Staff Assistant 4.00 4.00 4.00 3.00 3.00 - Systems Analyst 1.00 1.00 1.00 - - - Total FTE 351.00 359.00 359.00 359.00 359.00 - 151
142
Public Works
Department Organization
Mission Statement
The mission of the Public Works Department is to provide a superior level of public service and interdepartmental support in the most practical and competent manner possible.
Through
innovative methods, the Public Works Department seeks to ensure reliable infrastructure systems and a healthy environment that collectively contribute to the overall mission of the City.
Functional Responsibilities
The Public Works Department provides services to Torrance residents, businesses, and other City departments via six Divisions: Administration; Engineering; Sanitation; Streetscape; Street Operations; and Water Operations. The Department is responsible for: customer service and funding management; civil and traffic engineering; refuse and recycling;
sewer and wastewater systems;
street sweeping; city trees and landscaping; traffic signals; street maintenance; and potable water quality and distribution.
The Department also oversees the Traffic Commission and Water Commission.
152
143
Public Works Operating Budget Summary (General Fund-Operating Fund)
Total r evenue sources for FY 2026 – 27 are proposed to increase by $ 88,000 (+1.7%). The budgeted revenue source in the Charges for Services classification is comprised of traffic signal maintenance fees. The Operating Transfers In revenue classification primarily
reflects
transfers from the Sanitation
Fund of $1.8 million to support the residential portion of the
City’s street sweeping program and is
mainly comprised of associated personnel costs from the Sanitation Fund . An additional transfer from Gas Tax f unding is programmed for $2.7 million for the upcoming year
to partially fund street
maintenance
and traffic signals
.
The Salaries and Employee Benefits expenditure classification is proposed to increase by $1.2 million (+11
.4
%) in FY 2026
–
27 ,
primarily due to
approved and anticipate
d salary and benefit adjustments,
increased CalPERS contribution rates, and
other employee
-related cost elements .
Professional/Contract Services classification
is
proposed to increase by $20
6,
000
(+8.5%) primarily
due to contract services needs supporting operations, including
additional cost budgeted for
citywide sidewalk ramping and grinding program.
The Interdepartmental Charges classification is proposed to increase approximately by $ 63
2,
000
(+9.0%), primarily due to higher internal service allocations, including updated charges from the City’s Self-Insurance Fund which are calculated annually
based on a standard credibility weighted
calculation of each Department’s actual experience as calculated by our
actuarial consultants
, as well
as fleet-related cost allocation adjustments.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Other Revenues 91,961 120,056 30,893 - - - 0.0% Charges for Services 230,762 252,073 453,995 560,110 578,030 17,920 3.2% Operating Transfers In 3,406,980 4,179,358 4,024,720 4,521,169 4,591,275 70,106 1.6% Total Revenues 3,729,703$
4,551,487$
4,509,608$
5,081,279$
5,169,305$
88,026$
1.7%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 8,420,944 8,716,569 9,432,310 10,786,017 12,019,980 1,233,963 11.4% Salaries and Benefits Reimbursements (155,377) (120,950) (81,917) (172,500) (109,276) 63,224 -36.7% Materials, Supplies & Maintenance 2,448,203 2,962,187 3,064,032 1,841,646 1,716,750 (124,896) -6.8% Materials Reimbursements (90,290) (59,271) (55,400) (65,000) (64,851) 149 -0.2% Professional/Contract Services 1,026,614 1,628,183 2,155,877 2,420,750 2,626,698 205,948 8.5% Training, Travel & Membership Dues 6,891 3,792 17,558 30,928 22,890 (8,038) -26.0% Liabilities, Settlements & Insurance 282,285 79,950 29,874 - - - 0.0% Utilities 861,540 853,461 829,407 930,300 1,018,424 88,124 9.5% Interdepartmental Charges 3,330,978 4,184,830 4,693,189 7,016,760 7,648,323 631,563 9.0% Capital Acquisitions 46,036 289,689 128,681 112,035 60,000 (52,035) -46.4% Other Operating Transfers Out 92,687 31,833 - - - - 0.0% Total Expenditures 16,270,511$
18,570,273$
20,213,611$
22,900,936$
24,938,938$
2,038,002$
8.9%
Revenues Less Expenditures (12,540,808)$
(14,018,786)$
(15,704,003)$
(17,819,657)$
(19,769,633)$
153
144
Public Works Operating Budget Summary (
Sanitation
Fund)
Overall revenue sources in
FY 2026
–
27 are proposed to
increase
by $2.3 million (+12
.4
%), primarily
due to changes in the Charges for Services and Licenses, Fees and Permits classifications. The increase in Charges for Services is mainly due to the series of
annual rate increase for sanitation
collection services totaling $1. 3 million and was previously approved by City Council in 2023. The increase in Licenses, Fees and Permits is due to an anticipated increase from franchise fees from waste haulers of
$1.
0 million and is a realignment of budget with actual receipts.
Total revenue sources
budgeted in this fund for FY2026
-
27 exceed $21.3 million with the majority from
the Charges for Services classification. Collections services within this classification are expected to be $18.5 million for the upcoming year.
The second highest revenue source within this fund are
franchise fees , classified within Licenses, Fees, and Permits,
collected from waste haulers totaling
$1.5 million for the upcoming year.
The Salaries and Employee Benefits expenditure classification
is
proposed to increase by $279,000
(+5.8%), primarily due to the approved
and anticipated pay and benefit adjustments, CalPERS rates and other various employee -related cost elements, as well as the proposed program modification .
The Materials, Supplies & Maintenance
expenditure classification
is proposed to decrease by $448,000
(-35.2%), reflecting reduced spending trends and operational needs for vehicle fuels and repair costs, compared to the
prior year.
The Capital Acquisitions and Asset Contra Account classification reflect Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Licenses, Fees and Permits 1,002,147 1,137,249 1,401,467 583,350 1,550,000 966,650 165.7% Use of Money and Property 250,977 115,071 385,552 335,298 422,885 87,587 26.1% Other Revenues 114,770 148,604 719,897 110,000 140,000 30,000 27.3% Charges for Services 12,582,254 14,629,714 15,711,709 17,457,220 18,725,970 1,268,750 7.3% Operating Transfers In 2,698,962 10,839,111 382,321 507,871 502,250 (5,621) -1.1% Total Revenues 16,649,110$
26,869,749$
18,600,946$
18,993,739$
21,341,105$
2,347,366$
12.4%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 3,888,009 3,926,386 4,143,005 4,832,863 5,111,829 278,966 5.8% Salaries and Benefits Reimbursements (10,032) (9,509) (13,617) - - - 0.0% Materials, Supplies & Maintenance 3,284,641 3,150,894 3,414,993 1,271,962 823,810 (448,152) -35.2% Materials Reimbursements (185,905) (247,758) (186,584) (115,958) (43,576) 72,382 -62.4% Professional/Contract Services 2,812,667 3,725,720 3,637,901 5,213,539 5,188,420 (25,119) -0.5% Training, Travel & Membership Dues 2,610 1,323 44,815 69,355 67,500 (1,855) -2.7% Depreciation and Amortization 945,178 873,796 792,152 1,200,000 1,236,000 36,000 3.0% Liabilities, Settlements & Insurance 26,672 41,780 3,640 - - - 0.0% Utilities 3,004 1,531 1,805 - - - 0.0% Interdepartmental Charges 1,560,630 3,211,434 1,970,147 5,735,913 5,765,782 29,869 0.5% Debt Service 79,852 (38,645) (20,090) - - - 0.0% Capital Acquisitions 446,737 446,737 1,524,685 5,667,221 2,574,448 (3,092,773) -54.6% Asset Contra Account (446,737) (470,592) (1,524,685) (5,667,221) (2,574,448) 3,092,773 -54.6% Other Operating Transfers Out 2,404,057 11,718,337 1,267,424 1,778,048 1,848,275 70,227 3.9% Bad Debts and Other Losses - 97,430 32,283 50,000 50,000 - 0.0% Total Expenditures 14,811,383$
26,428,864$
15,087,874$
20,035,722$
20,048,040$
12,318$
0.1%
Revenues Less Expenditures 1,837,727$
440,885$
3,513,072$
(1,041,983)$
1,293,065$
154
145
the purchase of capital assets with a proposed decrease of approximately $3.1 million ( -54.6%), aligning the budget with planned asset replacement needs.
Public Works Operating Budget Summary ( Sewer Fund)
Overall revenue sources in FY 2026
–
27 are proposed to increase by $392,000 (+4.8%), primarily due to changes in the Charges for Services and
Use of Money and Property classifications. The increase in Charges for Services is mainly due to the series of annual rate increase for sewer discharge fees totaling $264,000
and was previously approved by City Council in 2023. The increase in
Use of Money
and Property
is due to an anticipated increase from investment earnings
of $
113,000
.
Total revenue sources budgeted in this fund for FY2026-27 exceed $8.6 million with the majority from the Charges for Services classification. Sewer discharge fees within this classification are expected to be $7.8 million for the upcoming year. The second highest revenue source within this fund are investment earnings, classified within Use of Money and Property
, totaling $
715,000 for the upcoming
year.
Overall expenditures are proposed to decrease by $2.0 million (- 28.6%), driven by a $1.9 million decrease ( -100%) in the
Other Operating Transfers Out
expenditure classification , as a result of
eliminating the transfers between the
Sewer
Capital Fund and the
Sewer
Operating Fund starting in
FY 2026
-
27. The Materials, Supplies & Maintenance expenditure classification
is
proposed to decrease
by $126,000 (-64.3%) due to
reductions
in Fleet-related expenses based on historical spending trends and anticipated
op
eration needs. The Capital Acquisitions and Asset Contra Account classifications Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 142,924 531,746 787,993 601,771 714,959 113,188 18.8% Other Revenues 13,459 31,327 61,315 10,000 23,000 13,000 130.0% Charges for Services 5,885,583 6,875,943 7,359,954 7,553,510 7,818,380 264,870 3.5% Operating Transfers In 527,677 611,184 34,347 35,827 36,902 1,075 3.0% Total Revenues 6,569,643$
8,050,200$
8,243,609$
8,201,108$
8,593,241$
392,133$
4.8%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 1,675,358 1,612,081 1,817,633 2,065,769 2,122,780 57,011 2.8% Materials, Supplies & Maintenance 295,645 329,093 301,320 196,305 70,000 (126,305) -64.3% Materials Reimbursements (72) (5,892) (3,317) - (32,555) (32,555) 0.0% Professional/Contract Services 661,238 321,118 295,832 456,871 379,500 (77,371) -16.9% Training, Travel & Membership Dues 1,918 1,754 2,441 12,368 5,000 (7,368) -59.6% Depreciation and Amortization 134,931 93,094 1,327,109 1,350,000 1,412,754 62,754 4.6% Utilities 60,888 85,296 71,663 93,083 116,332 23,249 25.0% Interdepartmental Charges 653,523 713,950 733,385 1,027,196 989,285 (37,911) -3.7% Capital Acquisitions - 249,747 1,797,649 249,602 - (249,602) -100.0% Asset Contra Account - (249,747) (1,797,649) (249,602) - 249,602 -100.0% Other Operating Transfers Out 1,747,052 2,988,972 1,306,900 1,900,000 - (1,900,000) -100.0% Bad Debts and Other Losses - 30,583 11,054 30,000 30,000 - 0.0% Total Expenditures 5,230,481$
6,170,049$
5,864,020$
7,131,592$
5,093,096$
(2,038,496)$
-28.6%
Revenues Less Expenditures 1,339,162$
1,880,151$
2,379,589$
1,069,516$
3,500,145$
155
146
are proposed to have $0 budgeted for FY 2026 – 27, as there are no plans to purchase or replace any vehicles during FY 2026
-
27 .
Public Works Operating Budget Summary ( Water Fund)
Overall revenue sources in FY 2026
–
27 are proposed to increase
by $3.8 million (+6.2%), primarily due
to changes in the Charges for Services
classification
. The increase in Charges for Services is mainly
due to the series of annual rate increase for
water usage
fees totaling $3.8 million
and was previously
approved by City Council in
202
4. Total sources budgeted in this fund for FY2026 -27 exceed $65.6 million with the majority from the Charges for Services classification.
Water usage
fees from rate payers
within this classification are
expected to be $62.7
million for the upcoming year with potable and recycled split at
80% and 20%,
respectively. Investment earnings, classified within Use of Money and Property, are projected to
total
$2.0 million
for the upcoming year.
The Salaries and Employee Benefits expenditure classification
is
proposed
to increase
by $331,600
(+5.3%) as a result of
changes in the department’s budgeted staffing levels, approved and anticipated pay and benefit adjustments, CalPERS rates,
and other various employee
-related cost elements.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 727,785 1,927,037 2,565,755 2,005,039 2,021,131 16,092 0.8% Other Revenues 67,060 157,891 73,227 50,000 75,000 25,000 50.0% Charges for Services 54,187,955 53,815,855 57,118,884 59,689,460 63,470,101 3,780,641 6.3% Operating Transfers In 395,077 361,528 18,284 24,388 25,120 732 3.0% Total Revenues 55,377,877$
56,262,311$
59,776,150$
61,768,887$
65,591,352$
3,822,465$
6.2%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 4,853,701 5,168,438 5,546,772 6,212,724 6,544,313 331,589 5.3% Salaries and Benefits Reimbursements - - (82,411) - - - 0.0% Materials, Supplies & Maintenance 2,297,674 2,370,539 1,278,701 1,627,164 1,181,750 (445,414) -27.4% Materials Reimbursements (10) (1,174) (1,503) - (1,646) (1,646) 0.0% Parts, Fuel & Lubricants Inventory Purchases 526,980 807,713 514,770 612,670 585,000 (27,670) -4.5% Parts, Fuel & Lubricants Contra (526,980) (807,713) (514,770) (612,670) (585,000) 27,670 -4.5% Stored Water Rights Inventory Purchases 444,314 - - - - - 0.0% Stored Water Rights Contra (444,314) - - - - - 0.0% Professional/Contract Services 1,255,614 1,212,116 1,635,760 2,200,563 2,145,237 (55,326) -2.5% Water Supply Costs 32,958,829 33,568,387 36,462,990 40,477,000 39,570,000 (907,000) -2.2% Training, Travel & Membership Dues 9,633 16,147 8,019 39,183 18,750 (20,433) -52.1% Depreciation and Amortization 126,742 139,091 2,773,504 2,950,000 2,985,925 35,925 1.2% Liabilities, Settlements & Insurance 3,624 32,439 - - - - 0.0% Utilities 175,800 180,077 223,198 206,189 257,717 51,528 25.0% Interdepartmental Charges 2,497,907 2,860,822 3,664,057 4,249,952 4,085,709 (164,243) -3.9% Debt Service 642,285 642,233 1,460,231 1,567,288 1,462,570 (104,718) -6.7% Debt Service Reimbursements (567,277) (580,744) (1,368,531) (1,307,414) (1,260,032) 47,382 -3.6% Capital Acquisitions 31,027 218,933 - 1,638,868 - (1,638,868) -100.0% Asset Contra Account (45,605) (218,933) - (1,638,868) - 1,638,868 -100.0% Other Operating Transfers Out 3,171,032 9,957,878 3,601,277 3,603,507 4,508 (3,598,999) -99.9% Bad Debts and Other Losses - 135,944 12,857 150,000 30,000 (120,000) -80.0% Total Expenditures 47,410,976$
55,702,193$
55,214,921$
61,976,156$
57,024,801$
(4,951,355)$
-8.0%
Revenues Less Expenditures 7,966,901$
560,118$
4,561,229$
(207,269)$
8,566,551$
156
147
Total expenditures are
proposed
to
decrease by $5.0 million (-8%), driven by reductions in the
Other
Operating Transfers Out , Water Supply Costs , and Materials, Supplies & Maintenance
expenditure
classifications. The Other Operating Transfers Out classification proposed to decrease by $3.6 million (-99.9%); primarily as a result of eliminating the transfers between the Water Capital Fund and the Water Operating Fund starting in FY 2026-27
. I
n
Water Supply Costs
, the
$907,000 decrease (
-2.2%) is
mainly due t o adjustments to the expenditure budget to align with projected purchases required.
Finally, the $445,400 decrease ( -27.4%) in the
Materials, Supplies & Maintenance
expenditure
classification
is
to better align budgeted numbers with historical actuals.
Public Works Operating Budget Summary (Street Lighting District Fund)
The Operating Transfers in revenue classification is proposed to decrease by $20,000 ( -3.0%), which represents transfers in from the General Fund -Operating Fund and Gas Tax Fund. Transfers in from Gas Tax Fund are used as a balancing mechanism for the fund’s overall budget.
The Professional/Contract Services expenditure classification is proposed to decrease by $1 4,000 (-
62.8%) to align the budget based on historical spending and anticipated operational needs, mainly comprised of consulting services with administering this fund. The Utilities expenditure classification is
proposed to
decrease by $6,000 (-0.3%)
to align
the budget with anticipated
FY 2026
–
27 needs
.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Taxes 1,279,425 1,277,827 1,290,876 1,291,371 1,291,371 - 0.0% Operating Transfers In 430,966 568,817 591,221 646,457 626,879 (19,578) -3.0% Total Revenues 1,710,391$
1,846,644$
1,882,097$
1,937,828$
1,918,250$
(19,578)$
-1.0%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Professional/Contract Services 19,148 46,882 26,732 22,150 8,250 (13,900) -62.8% Utilities 1,691,242 1,799,762 1,855,365 1,915,678 1,910,000 (5,678) -0.3% Total Expenditures 1,710,390$
1,846,644$
1,882,097$
1,937,828$
1,918,250$
(19,578)$
-1.0%
Revenues Less Expenditures 1$
-$
-$
-$
-$
157
148
Public Works
Staffing
Budget Summary (General Fund and Non-General Funds)
The Public Works staffing budget
is
proposed to
have a net
decrease
of
1.0 FTE in FY 2026
–
27 . This
includes the conversion of 1.0 FTE Associate Engineer to 1.0 FTE Traffic Engineer to provide more specialized support
for
the Traffic division, as well as the
transfer
of 1.0 FTE Principal Human Resource
Analyst to the Human Resources department consistent with prior transfers to centralize Human Resource related positions within the department to more efficiently provide services with existing staff. This mar ks the final transfer required to centralize all Human Resources positions within the Human Resources Department.
This will result in a net zero impact
on
the overall City’s budget.
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 2.00 2. 00 2.00 2.00 2.00 - Admin Services Manager 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 5.00 5.00 5.00 5.00 5.00 - Assistant Engineer 4.00 4.00 4.00 4.00 4.00 - Associate Engineer 9.00 10.00 10.00 10.00 9.00 (1.00) Cement Finisher 2.00 2.00 2.00 2.00 2.00 - Deputy Public Works Director 1.00 1.00 1.00 1.00 1.00 - Deputy Public Works Dir-Ops 1.00 1.00 1.00 1.00 1.00 - Engineering Manager 3.00 3.00 4.00 4.00 4.00 - Engineering Manager-Major Proj 1.00 1.00 - - - - Engineering Technician III 3.00 2.00 2.00 2.00 2.00 - Equipment Operator 9.00 9.00 9.00 8.00 8.00 - Inspector, Public Works-Cap Proj 3.00 3.00 3.00 3.00 3.00 - Landscape Mgr/City Arborist 1.00 1.00 1.00 1.00 1.00 - Lead Maintenance Worker 15.00 15.00 16.00 16.00 16.00 - Maintenance Worker 44.00 40.00 41.00 45.00 45.00 - Pest Control Technician 1.00 1.00 1.00 1.00 1.00 - Policy & Resources Specialist 2.00 2.00 2.00 2.00 2.00 - Principal Human Resources Analyst 1.00 1.00 1.00 1.00 - (1.00) Public Works Director 1.00 1.00 1.00 1.00 1.00 - Public Works Supervisor 8.00 8.00 8.00 8.00 8.00 - Sanitation Equipment Operator 31.00 35.00 35.00 36.00 36.00 - Sanitation Services Manager 1.00 1.00 1.00 1.00 1.00 - Senior Business Manager 1.00 1.00 1.00 1.00 1.00 - Street Operations Manager 1.00 1.00 1.00 1.00 1.00 - Supervising Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Traffic & Lighting Superv 1.00 1.00 1.00 1.00 1.00 - Traffic Engineer - - - - 1.00 1.00 Traffic Painter 3.00 2.00 2.00 2.00 2.00 - Traffic Signal Technician 4.00 4.00 4.00 4.00 4.00 - Tree Trimmer 5.00 5.00 5.00 5.00 5.00 - Waste Management Coordinator - - 1.00 1.00 1.00 - Wastewater Technician 7.00 7.00 7.00 7.00 7.00 - Water Operations Manager 1.00 1.00 1.00 1.00 1.00 - Water Operations Supervisor 3.00 3.00 3.00 3.00 3.00 - Water Service Intern 2.00 1.00 - - - - Water System Operator I 13.00 9.00 9.00 9.00 9.00 - Water System Operator II 5.00 9.00 9.00 9.00 9.00 - Water System Operator III 12.00 12.00 12.00 12.00 12.00 - Total FTE 208.00 206.00 208.00 212.00 211.00 (1.00) 158
149
Transit
Department Organization
Mission Statement
The mission of the Torrance Transit System is to provide safe, reliable, inexpensive, and courteous transportation to customers
–
the people who live, work, and do business in the City of Torrance and the region.
Functional Responsibilities
The Torrance Transit System’s primary responsibilities include providing quality transportation services to its customers; maintaining and repairing of all transit vehicles; securing its own local, state and federal funding for the department; financial monitoring and reporting; grants administration; supervision and administration of all privately contracted transit services; planning and marketing; tracking and analyzing service statistics; providing staff for city and regional committees or task force
s; monitoring and participating in regional and federal transportation legislation, issues, projects, and activities; development and implementation of service changes; and general oversight of the bus operations for the City of Torrance. 159
150
Transit Operating Budget Summary (Transit Fund)
Total revenue sources for FY 2026 – 27 are proposed to increase by $4.6 million (+12 .0 %), primarily due to growth in the
Intergovernmental
, Operating Transfers In
, and
Other
Revenue classifications along
with leveraging accumulated balances and one -time sources that are
available to support daily
operations. The increase in
Intergovernmental
is mainly due to increased LA County Metro funding
from Measure M of $1.3 million, Line 4 expansion of $1.0 million and
Federal funding for
capital
maintenance of $0.8 million. The increase
in Operating Transfers In is from
additional Proposition A
funding of $500,000. The increase in Other Revenues is from
a one
-time grant funding for
the Zero
Emission Transit Capital Program.
Revenue sources budgeted in this fund for FY2026 -27 total over $43
.1
million with the majority from
the Intergovernmental and Operating Transfers In classifications . Budgeted revenues within the Intergovernmental classification
are anticipated to be $34.2 million and
are
mainly comprised of
funding from
the Transportation Development Act of $7.8 million, Proposition A of $5.1 million, Measure M of $4.9 million, Measure R of $3.4 million, and FTA Section 5307 funding $3.0 million
.
The
Operating Transfers In budget of $4.5 million is from Proposition A funding.
On the expenditure side, the total budget is proposed to increase by $2.3 million (+4.9%). While this is an increase compared to FY 2025 -26, the proposed budget has been carefully developed with a focus on
reducing the negative impact on the Transit fund’s structural deficit position , which will
continue to be
closely monitored over the
future budge
t cycles with additional reductions
anticipated.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 506,189 2,032,415 1,978,489 1,792,387 1,619,130 (173,257) -9.7% Intergovernmental 31,493,249 25,557,449 30,007,279 30,995,342 34,183,819 3,188,477 10.3% Other Revenues 3,500 572,358 1,175 2,500 903,127 900,627 36025.1% Charges for Services 959,729 1,205,361 1,559,985 1,718,200 1,910,590 192,390 11.2% Operating Transfers In 3,000,000 3,000,000 3,000,000 4,000,000 4,500,000 500,000 12.5% Total Revenues 35,962,667$
32,367,583$
36,546,928$
38,508,429$
43,116,666$
4,608,237$
12.0%
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Salaries and Employee Benefits 14,458,042 18,574,735 21,372,036 24,807,618 26,853,220 2,045,602 8.2% Materials, Supplies & Maintenance 2,708,360 3,235,085 3,370,365 3,482,160 3,003,528 (478,632) -13.7% Materials Reimbursements (200,517) (287,254) (240,697) (250,000) (166,693) 83,307 -33.3% Parts, Fuel & Lubricants Inventory Purchases 1,245,791 1,440,811 1,323,024 1,811,250 1,390,000 (421,250) -23.3% Parts, Fuel & Lubricants Contra (1,245,791) (1,440,811) (1,323,024) (1,811,250) (1,390,000) 421,250 -23.3% Professional/Contract Services 2,303,061 2,234,357 3,243,426 4,862,942 2,917,518 (1,945,424) -40.0% Training, Travel & Membership Dues 86,342 111,957 122,355 161,289 112,500 (48,789) -30.2% Depreciation and Amortization 3,188,690 2,531,126 2,330,227 3,401,518 4,720,836 1,319,318 38.8% Liabilities, Settlements & Insurance 476,539 142,794 38,662 - - - 0.0% Utilities 125,519 210,397 278,318 344,100 267,192 (76,908) -22.4% Interdepartmental Charges 5,881,955 6,227,487 7,219,556 8,712,352 11,347,538 2,635,186 30.2% Capital Acquisitions 8,487 28,205 43,521 50,000 50,000 - 0.0% Asset Contra Account (412,639) (99,159) (839,487) (50,000) (50,000) - 0.0% Other Operating Transfers Out 97,795 76,578 633,985 1,269,940 20,707 (1,249,233) -98.4% Total Expenditures 28,721,634$
32,986,308$
37,572,267$
46,791,919$
49,076,346$
2,284,427$
4.9%
Revenues Less Expenditures 7,241,033$
(618,725)$
(1,025,339)$
(8,283,490)$
(5,959,680)$
160
151
The Salaries and Employee Benefits expenditure classification
is
proposed to increase by
approximately $2.0 million (+8.2%) in FY 2026
–
27 , as a net result of
approved and anticipated salary
and benefit adjustments, increased CalPERS contribution rates, other employee
-
related cost
elements, and proposed program modifications. The Materials, Supplies & Maintenance classification is proposed to decrease by $47 9,000 (-13.7%), aligning budget based on historical spending trends and anticipated operational needs related to vehicle fuel and maintenance costs . The Professional/Contract Services classification is proposed to decrease
approximately
$1.9 million ( -
40.0%) primarily due to
majority of
FY 2026
-
27 cost related to
the
Micro Transit project will be covered
by grant funding outside the operating budget.
The
Depreciation and Amortization classification
is
proposed to increase by
$1.3 million (
+38.8%), reflecting
purchases
of
new transit buses. The
Interdepartmental Charges classification is proposed to increase
by $2.6 million (+30.2%), primarily
due to higher internal service allocations, including updated
Self
-Insurance charges based on a
standard credibility weighted calculation of each Department’s actual experience as calculated by our actuarial consultants and the increase in indirect cost s resulting from increased salaries and employee benefit costs . Additionally, starting FY 2026
-
27, Transit Fund will be assessed temporary
internal rent charges for the use of
the City
-owned land next to the Regional Transit Center, which will function as a temporary parking lot during the new parking structure’s construction. The Other Operating Transfers Out classification is proposed to decrease by $1.2 million
(
-98.4%) as a result of
eliminating the transfers between t he Water Capital Fund and the
Wate
r Operating Fund starting in
FY 2026
-
27. 161
152
Transit Staffing Budget Summary (Non
-
General Fund)
The Transit staffing budget
is
proposed to
decrease
by 7.2 FTE in FY 2026–
27 , including the reduction
of 0.2 FTE Customer Service Rep to align with the incumbent’s current schedule, and the deletions
of
1.0 FTE Intern
,
1.0 FTE Transit Marketing Specialist, 1.0 FTE Transit Mechanic, 2.0 FTE Transit Senior Mechanic, and 2.0 FTE Transit Supervisors.
Additionally, it includes a reclassification of 1.0 FTE Info Technology Analyst to 1.0 FTE IT Analyst
–
Applications & Analytics and a reclassification of 1.0 FTE Systems Analyst to 1.0 FTE Systems Analyst
–
Applications & Analytics to align with the result of the Information Technology department reorganization.
Job Classification
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
Admin Analyst/Sr. Admin Analyst 4.00 4.00 4.00 4.00 4.00 - Administrative Assistant 1.00 1.00 4.00 4.00 4.00 - Apprentice Relief Bus Operator - - 3.75 3.75 3.75 - Bus Operator 93.00 93.00 93.00 105.00 105.00 - Custodian 1.00 1.00 1.00 - - - Customer Service Rep 2.80 2.80 2.80 2.80 2.60 (0.20) Deputy Transit Director 1.00 1.00 1.00 1.00 1.00 - Driver/Clerk, Delivery 0.50 0.50 0.50 - - - Equipment Attendant 13.00 - - - - - Facilities Service Supervisor 1.00 1.00 1.00 1.00 1.00 - Fleet Services Manager 1.00 1.00 1.00 1.00 1.00 - Fleet Services Supervisor 2.00 2.00 2.00 2.00 2.00 - Human Resources Technician 1.00 1.00 1.00 - - - Info Technology Analyst 1.00 1.00 1.00 1.00 - (1.00) Intern 2.00 2.00 2.00 2.00 1.00 (1.00) IT Analyst - Applications & Analytics - - - - 1.00 1.00 Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Mechanic 3.00 - - - - - Mechanic, Senior 12.00 - - - - - Office Assistant 3.00 3.00 - - - - Principal Human Resources Analyst 1.00 1.00 1.00 - - - Relief Bus Operator 21.00 21.00 17.25 17.25 17.25 - Senior Business Manager 3.00 3.00 3.00 3.00 3.00 - Senior Business Manager - Transit Planning 1.00 - - - - - Staff Assistant 2.00 2.00 2.00 2.00 2.00 - Storekeeper 1.50 1.50 1.50 1.50 1.50 - Storekeeper, Auto Parts 1.00 1.00 1.00 1.00 1.00 - Systems Analyst 1.00 1.00 1.00 1.00 - (1.00) Systems Analyst - Applications & Analytics - - - - 1.00 1.00 Transit Director 1.00 1.00 1.00 1.00 1.00 - Transit Dispatcher 4.00 4.00 4.00 4.00 4.00 - Transit Equipment Attendant - 13.00 13.00 13.00 13.00 - Transit Manager - Admin 1.00 1.00 1.00 1.00 1.00 - Transit Manager - Operations 1.00 1.00 1.00 1.00 1.00 - Transit Manager - Planning - 1.00 1.00 1.00 1.00 - Transit Manager - Services 1.00 1.00 1.00 1.00 1.00 - Transit Marketing Specialist 1.00 1.00 1.00 1.00 - (1.00) Transit Mechanic - 3.00 3.00 3.00 2.00 (1.00) Transit Senior Mechanic - 12.00 12.00 12.00 10.00 (2.00) Transit Supervisor 12.00 12.00 12.00 12.00 10.00 (2.00) Transit Training Coordinator 1.00 1.00 1.00 1.00 1.00 - Total FTE 196.80 196.80 196.80 205.30 198.10 (7.20) 162
153
Non-Departmental
The Non -Departmental programs provide specialized budgetary services to citizens and City departments.
Non - Departmental Operating Budget Summary (General Fund-Operating Fund)
Community Programs (General Fund-Operating Fund)
Expenditures related to community outreach programs and events are classified under various line items
above. The following are the
proposed
programs and budgets
for
FY
2026
–
27 :
Debt Service Lease Payments (General Fund-Operating Fund) The Non-Departmental Budget includes lease payments made by the General Fund to the City’s Debt Service Fund.
The
proposed
budget
in FY 2026
–
27 for $3.8 million
is
fairly consistent from FY 2025
-26
amended budget. This
includes budgets related to
the
2016 Certificates of Participation and
the
2020
and 2021 Lease Revenue Bonds. The cost of
the
2020 Lease Revenue Bond is allocated to all funds and
Expenditures
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
B
udget
FY 2026-27
Proposed
B
udget
FY 2026-27
Increase/
(
Decrease)
FY 2026-27
Percent
C
hange
Salaries and Employee Benefits 92,273 130,040 169,380 199,717 81,500 (118,217) -59.2% Reimbursements-Indirect Costs (6,320,271)
(7,901,694)
(9,031,620) (10,741,685) (11,466,865) (725,180)
6.8%
Materials, Supplies & Maintenance 74,203 65,883 39,902 493,387
3,047,400 2,554,013
517.6%
Materials Reimbursements (7,998)
(5,306)
(7,477)
(5,500)
(10,918) (5,418)
98.5%
Professional/Contract Services 886,677 970,872
1,217,659
1,396,901
1,403,901
7,000 0.5%
Training, Travel & Membership Dues 82,762 326,680
434,564
599,565
590,959
(8,606)
-1.4%
Debt Service 22,403,379 23,336,145 25,187,442 23,631,682 24,160,566 528,884
2.2%
Debt Service Reimbursements (18,337,743) (18,832,766)
(19,341,206) (19,862,721) (20,397,834) (535,113)
2.7%
Capital Acquisitions 1,057,816
5,035,998
7,864,699
- - - 0.0% Asset Contra Account (300,812)
(740,544)
(2,087,844)
-
- - 0.0% Other Operating Transfers Out 36,618,589 32,118,487 19,903,129 19,237,014 9,401,196
(9,835,818)
-51.1%
Bad Debts and Other Losses - 43 24
1,000 1,000 - 0.0% Total Expenditures 36,248,875$ 34,503,838$ 24,348,652$ 14,949,360$ 6,810,905$ (8,138,455)$ -54.4% Funds
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
Armed Forces Parade 327,653 323,890 323,890 Artesia Lights 25,342 36,000 36,000 City Yard Open House 21,843
- 20,000
Community Clean up 3,120 10,000 10,000 Discover Torrance TBID & Downtown Torrance BID 45,000
80,000 80,000
Fourth of July Celebration 41,526 50,000 58,000 Friendship City Activities 17,230
70,000 70,000
Sister City Activities 5,045 10,000 10,000 TOCA Subsidy 74,400 74,400 74,400 Tournament of Roses Float 125,211
237,000 237,000
Youth in Government Activities 2,414 3,200 3,200 Total Indirect Cost 688,784$
894,490$ 922,490$
163
154
departments within the Salaries and Employee Benefits classification. As payroll is processed, these costs are distributed
proportionally,
like CalPERS-related expenses. These allocations are recorded as
Debt Service Reimbursements, which reimburse
the General
for
lease payment
s
made to the Debt
Service Fund.
Additional
details o n the City’s debt
obligations is provided
in the Debt Financing
Information
section
of
the
Appendix
.
Indirect Cost Reimbursement Summary by Fund ( General Fund-Operating Fund)
The City charges certain Enterprise, Non
-
major Governmental Funds, and Internal Service Funds an indirect cost rate to recover a portion of general government
support costs
provided for their daily
operations. Departments included in the indirect cost allocation are the City Manager, City Attorney, City Clerk, City Treasurer, Finance, Human Resources, Information Technology, and General Services.
Every year
the City prepares a
calculation to determine the proport
ionate share of costs that
may
be
charged to
t
he applicable funds. For
FY
2026
–
27 ,
the indirect cost charge is equal to 31.58
%
of a subset
of Salaries & Employee Benefits costs. This rate may also be applied, where
eligible
,
to certain grant
funds, including federal sources subject to OMB A
-
133 Single Audits, where appropriate. Additional
details regarding the City’s indirect cost allocation methodology
can
be found in the
Cost Allocation
Plan/Indirect Cost Rate section
of
the
Appendix
.
Funds
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Airport Fund 333,263 292, 723 320,369 379,797 414,229 34,432 9.1% Fleet Fund - 770,598
900,495
1,016,631 1,036,580 19,949
2.0%
Sanitation Fund 926,133
898,577
948,136 1,132,536 1,214,923 82,387
7.3%
Section 8 Housing Fund 115,381
140,056
177,619
166,014
181,912
15,898
9.6%
Self-Insurance Fund - 205,161
222,833 305,658
325,854
20,196 6.6%
Sewer Fund 377,744
365,665
429,547
479,540
510,409
30,869
6.4%
Transit Fund 3,419,327 4,056,322 4,779,094
5,835,816 6,250,296 414,480
7.1%
Water Fund 1,148,423 1,172,591 1,253,525 1,425,700 1,532,662 106,962
7.5%
Total Indirect Cost 6,320,271$ 7,901,693$ 9,031,618$ 10,741,692$ 11,466,865$ 725,173$ 6.8% 164
155
Other Operating Transfers Out (General Fund-Operating Fund)
This classification includes miscellaneous transfers from the City’s General Fund -Operating Fund to other funds across the City.
Other Operating Transfers Out (General Fund-Measure SST Fund)
This classification
includes
miscellaneous transfers from the City’s General Fund -Measure SST Fund to other funds across the City.
T
ransfers to the General Fund-Operating Fund for the position offsets listed above support sworn public safety, information technology, and homeless ness response positions that would otherwise have been
eliminated
in FY 2022
-
23 had Meas ure SST not been
approved.
Receiving Fund(s) Description
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
Capital Project Funds Capital Improvement Projects 4,358,559 13,194,375 5,000,000 General Fund - Restricted/Assigned CEPPT Contribution 9,360,267 2,254,400 2,314,887 General Fund - Restricted/Assigned Asset Replacement Contributions 5,787,362 3,237,134 1,419,911 Street Light District Fund Street Lighting District Assessment 30,109 30,110 97,110 Santiation Fund Citywide Refuse Collection Reimbursement; Senior Discount Subsidy 314,201 460,780 514,659 Sewer Fund Senior/Low-Income Wastewater Discount
Subsidy 34,347 35,827 35,677 Water Fund Senior/Low-Income Water Discount Subsidy 18,284 24,388 18,952 Total Transfers $ 19,903,129 19,237,014$ 9,401,196$ Receiving Fund(s) Description
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
General Fund - Operating Fund City Manager Positions Offset 68,133 232,266 259,941 General Fund - Operating Fund Police Positions Offset 9,847,116 10,966,238 11,259,513 General Fund - Operating Fund Fire Positions Offset 2,121,088 2,214,813 2,409,491 General Fund - Operating Fund CIT Positions Offset 200,415 205,520 230,059 General Fund - Assigned General Fund Reserve Contribution 5,000,000 5,000,000 5,000,000 Capital Project Funds Capital Improvement Projects 8,620,160 5,978,715
6,562,942
Total Transfers 25,856,912$ 24,597,552$ 25,721,946$
165
156
General Fund-Restricted Fund Operating Budget
This table presents the City’s General Fund -Restricted Funds, which
include
Cable’s
Public,
Education, and Governmental Access
(PEG)
Fund and the
Cal
PERS CEPPT Section 115
F
und.
Contributions from the General Fund Operating Fund
to
the CEPPT Fund are proposed to
increase
by
$60,000
in FY 2026
–
27 .
The Use of Money and Property
revenue
classification is proposed to increase
by $322,000 (+16.8%), reflecting higher investment earnings associated with increased fund balances.
Other Operating
Transfers Out expenditure classification reflects transfer
s
from the CEPPT Fund to
the General Fund Operating Fund,
to
help address rising
unfunded accrued liability (
UAL) payment
obligations.
General Fund-Assigned Fund Operating Budget
This table provides information on the City’s General Fund -Assigned Funds, which include
IT
Replacement Fund and the Economic Anomaly Reserve Fund, and are part of the overall General Fund. For
FY 2026
–
27 ,
proposed Operating Transfers In revenues total $6.4 million. This includes a $5.0 million contribution from the General Fund –
Measure SST Fund to
the
Economic Anomaly
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Licenses, Fees and Permits 308,295 277,038 243,257 247,000 240,000 (7,000) - 2.8% Use of Money and Property 191,662
2,020,345
3,959,126
1,915,179
2,237,002
321,823
16.8%
Operating Transfers In 1,952,325
22,533,938 9,364,666
2,254,400
2,314,887
60,487 2.7%
Total Revenues 2,452,282$ 24,831,321$ 13,567,049$ 4,416,579$ 4,791,889$ 375,310$ 8.5% Expenses
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Debt Service 3,343 19,204 29,805 36,652 37,500 848 2. 3% Other Expenditures 4,532
37,206 57,745 73,500 70,000 (3,500)
-4.8%
Capital Acquisitions 16,536 544,635
90,677 75,000 - (75,000) -100.0% Other Operating Transfers Out (823,470) - 200,000
7,350,235
12,279,818 4,929,583
67.1%
Total Expenses (799,059)$ 601,045$ 378,227$ 7,535,387$
12,387,318$ 4,851,931$
64.4%
Revenues Less Expenditures 3,251,341$ 24,230,276$ 13,188,822$ (3,118,808)$ (7,595,429)$ Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Other Revenues 1,272 - - - - - 0. 0% Operating Transfers In 2,194,668
10,852,404 10,930,500 7,111,091
6,419,911 (691,180) -9.7%
Total Revenues 2,195,940$ 10,852,404$ 10,930,500$
7,111,091$ 6,419,911$ (691,180)$ -9.7% Expenses
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Materials, Supplies & Maintenance 4,982 - - - - - 0. 0% Professional/Contract Services 58,497 - - - - - 0.0% Capital Acquisitions 296,689
1,147,848
1,306,488
2,517,299
563,239
(1,954,060) -77.6%
Other Operating Transfers Out 1,359,426
3,063,368 5,000,000
5,000,000
4,000,000
(1,000,000) -20.0%
Total Expenses 1,719,594$ 4,211,216$ 6,306,488$ 7,517,299$
4,563,239$ (2,954,060)$ -39.3%
Revenues Less Expenditures 476,346$ 6,641,188$ 4,624,012$ (406,208)$ 1,856,672$ 166
157
Reserve Fund, and a $1.4 million transfer from the General Fund to set aside funding annually for future
IT
equipment purchases
.
The Capital Acquisitions expenditure classification is proposed to
decrease
by $2.0 million in FY 2026–
27 based on fluctuations in the replacement cycle for various IT assets . The $1.0 million reduction in the Other O
perating Transfers Out
expenditure classification is a result of the City reducing its reliance on the City’s Economic Anomaly Reserve allowing for the balance to grow from $68.9 million to $6
9 .9
million in FY 2026
-
27 . The City’s 10
-year projection
gradually
reduces its reliance
on these reser
ves,
with no
r
eserve use projected
in
FY
2033
-
34 allowing for the balance to grow by $5 million annually .
Debt Service Fund Operating Budget
This represents the City’s Debt Service fund, which is where lease payments from the General Fund are transferred so that payments can be tracked for the actual debt payments.
Revenues
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Use of Money and Property 22,099,220 22,593,694 23,101,675 23,625,753 24,154,567 528, 814 2.2% Total Revenues 22,099,220$ 22,593,694$ 23,101,675$ 23,625,753$ 24,154,567$ 528,814$ 2.2% Expenses
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Amended
Budget
FY 2026-27
Proposed
Budget
FY 2026-27
Increase/
(Decrease)
FY 2026-27
Percent
Change
Debt Service 22,098,251 22,593,178 23,107,338 23,625,753 24,154,567 528, 814 2.2% Total Expenses 22,098,251$ 22,593,178$ 23,107,338$ 23,625,753$ 24,154,567$ 528,814$ 2.2% Revenues Less Expenditures 969$ 516$ (5,663)$
-$ -$
167
FIVE-YEAR FUND
PROJECTIONS
168
158
Five- Year Fund Projections
General Fund
As previously mentioned, the City’s General Fund is comprised of the Operating, Measure SST, Restricted, and Assigned
sub
-funds.
The City is projecting that the
General Fund total fund
balance will end
FY 2026
–
27 at $143.5
million.
It is anticipated that this figure
will decrease
to $106.8
million in FY
20 30
-31
, primarily due to the use
of funds in the CalPERS CEPPT Section 115 Trust Fund (Restricted) to smooth the impact of
rising
UAL
payments. Further, the unrestricted fund balance is projected to remain relatively stable at $ 91.0
million at the end of
FY 20
27 -
28 increasing
to $
95.5 million
at the end of FY
2030
-
31 ,
which maintains
the City’s
unrestr
icted fund balance
at approximately 27.0% of the General Fund Operating Fund’s expenditure budget.
As shown in the table above,
expenditures are
exceeding
revenues during the
5-
year period presented
and is projected to
continue on this path
until FY 2031
-
32, where revenues exceed expenditures and
fund balance is projected to increase thereafter for the duration of the 10-year projection.
This
trend
is a direct result of the 5-year ramp up for CalPERS UAL payments (loss in FY 2021
-
22 and shortfall in
FY 2022
-
23) coupled with settled/anticipated labor agreements, which have growth rates projected to plateau by FY 2028
-
29. As previously mentioned, the
City is projecting a strategic drawdown of its
CEPPT Fund
starting in FY 2026
–
27 to smooth the impacts of these
rising
CalPERS UAL payments, as
shown in the Restricted line of the Fund Balance Detail.
Additionally, the deficit
s experienced from FY
2026
–
27 to FY 2030
-
31 are further strained by the significant contributions from the General Fund Operating and General Fund SST funds
to the Capital Fund
, ranging from $11.6 million in FY
2026
–
27 and $14.3 million in
FY 2030
-
31 in an effort to continue advancing important community projects.
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 151,239,704 143,500,947 125,292,866 114,564,273 108,353,451 Revenues 359,825,448 363,845,397 384,196,551 389,472,487 394,205,244 Expenses 367,564,205 382,053,478 394,925,144 395,683,309 395,736,262 Net Change Operating Activities (7,738,757)$ (18,208,081)$ (10,728,593)$ (6,210,822)$ (1,531,018)$ Ending Fund Balance 143,500,947$ 125,292,866$ 114,564,273$ 108,353,451$ 106,822,433$ Fund Balance Detail
Nonspendable 429,896 429,896 429,896 429,896 429,896 Restricted 35,624,346 33,820,542 21,755,402 13,901,917 10,908,757 Assigned 83,765,808 79,421,531 80,758,078 82,400,741 83,862,883 Unassigned 23,680,897 11,620,897 11,620,897 11,620,897 11,620,897 Ending Fund Balance 143,500,947$ 125,292,866$ 114,564,273$ 108,353,451$ 106,822,433$ 20% Unrestricted Threshold 64,666,760$ 66,937,839$ 68,888,657$ 69,884,546$ 70,724,904$ Unrestricted as Percentage of Budget 33.2% 27.2% 26.8% 26.9% 27.0% 169
159
To arrive at the 5-year projection, a comprehensive projection
was conducted, which includes (but is
not limited to) the following major assumptions for the General Fund:
•
Overall Revenue growth of approximately 2.3% per year, using the following
average
annual
assumptions in the out years (years
2 -5):
o
Sales Tax:
2.8 %
o
Property Tax: 4.0%
o
Utility Users Tax:
0 %
-
3.5%
o
Occupancy Tax:
2.5 %
o
Charges for Services: 3.0%
•
Overall Expenditure growth of approximately 1.9% per year, using the following assumptions:
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns of
6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and
FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues; Liabilities, Settlements & Insurance o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
o
Increased Self -Insurance contributions to stabilize this Fund’s performance (increased citywide allocations)
o
CEPPT contributions of the following, to mitigate forthcoming CalPERS rate increases:
$2,314,887 in
FY
2026
–
27;
$2,376,579 in
FY
2027
-
28;
$2,441,077 in
FY
2028
-
29;
$2,506,631
in
FY
2029
-
30; and
$2,573,272 in FY 2030
-
31. o
Capital contributions of the following, to address needs identified in the Facilities Index Study:
$11,562,942
in
FY 2026
–
27 ;
$13,999,226
in FY
20 2
7-28;
$13,010,505
in FY
2028
-
29;
$14,057,815
in FY
2029-30; and
$14,343,947
in FY
2030
-
31. 170
160
Airport Fund
The City is projecting that the fund’s net position will end FY 2026 – 27 at $40.9 million. It is anticipated that this figure will climb to $ 41.7 million in
FY
2030
-
31. To arrive at these results , a comprehensive
projection was conducted, which includes (but is not limited to) the following major assumptions for the Airport Operations Fund:
•
Overall
Revenue growth
of approximately
3.9 % annually
•
Overall
Expenditure growth
of approximately
2.8% annually
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues
o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
o
Adjusted Self-Insurance contributions to stabilize
th
e Fund’s performance (increased
citywide allocations)
Sanitation Fund
The City is projecting that the fund’s net position will end FY 2026 – 27 at $19.0 million. It is anticipated that this figure will climb to $29.1 million in FY 2030
-
31. To arrive at these results , a comprehensive
projection was conducted, which includes (but is not limited to) the following major assumptions for the Sanitation Operations Fund:
•
Overall
Revenue growth
of approximately
4.1 % annually
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 40,908,580 40,931,959 40,998,398 41,138,686 41,376,678 Revenues 6,459,908 6,713,956 6,978,036 7,252,544 7,537,891 Expenses 6,436,529 6,647,517 6,837,748 7,014,552 7,195,626 Net Change Operating Activities 23,379$ 66,439$ 140,288$ 237,992$ 342,265$ Ending Net Position 40,931,959$
40,998,398$
41,138,686$
41,376,678$
41,718,943$
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 17,701,398 18,994,463 21,217,262 23,599,180 26,208,653 Revenues 21,341,105
22,925,741
23,621,912 24,339,274
25,078,475
Expenses 20,048,040
20,702,942
21,239,994 21,729,801
22,228,712
Net Change Operating Activities 1,293,065$ 2,222,799$ 2,381,918$ 2,609,473$ 2,849,763$ Ending Net Position 18,994,463$
21,217,262$
23,599,180$
26,208,653$
29,058,416$
171
161
o As a result of the resolution adopted on June 6, 2023, annual revenues for refuse and recycling collection services are assumed to increase by 8 .0% in FY 202
6-
27 and FY
2027
-
28 and 3% thereafter
.
•
Overall
Expenditure growth
of approximately
2.6% annually
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues
o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
o
Adjusted Self-Insurance contributions to stabilize th e Fund’s performance (increased citywide allocations)
Sewer Fund
The City is projecting that the fund’s net position will end FY 2026 – 27 at $58.9 million. It is anticipated that this figure will climb to $ 74.1
million in
FY
2030
-
31. To arrive at these
results a comprehensive
projection was conducted, which includes (but is not limited to) the following major assumptions for the Sewer Operations Fund:
•
Overall
Revenue growth
of approximately
3.1 % annually
•
Overall
Expenditure growth
of approximately
2.9% annually
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues
o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 55,408,911 58,909,056 62,494,316 66,199,949 70,052,163 Revenues 8,593,241
8,858,188 9,131,369 9,413,043 9,703,475
Expenses 5,093,096 5,272,928
5,425,736 5,560,829 5,700,935 Net Change Operating Activities 3,500,145$ 3,585,260$ 3,705,633$ 3,852,214$ 4,002,540$ Ending Net Position 58,909,056$
62,494,316$
66,199,949$
70,052,163$
74,054,703$
172
162
o Adjusted Self-Insurance contributions to stabilize this Fund’s performance (increased citywide allocations)
Transit Fund
The Transit Fund’s projection is unique from other enterprise funds in that the City controls for non
-
cash depreciation entries since Transit receives separate federal grants, outside of this projection to fund capital investment in these assets. It is therefore assumed the value of these annual grants and the depreciation expense controlled should typically balance overtime to maintain the capital asset condition. In the other enterprise funds, since the revenues received in this projection cover that investment, it is not controlled for in those projections. The City is projecting that the
fund’s net
position will end FY 2026–
27 at $37.3 million, as adjusted. It is anticipated that this figure
will
decrease
to $18.9
million in
FY
20 30
-
31 , as adjusted.
To arrive at these results a comprehensive projection was conducted, which includes (but is not limited to) the following major assumptions for the Transit Operations Fund:
•
Overall Revenue growth of approximately
-
0.1% annually due to
fully depletng
one-time
sources
•
Overall
Expenditure growth
of approximately
2.5% annually
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues
o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
o
Adjusted Self -Insurance contributions to stabilize th e Fund’s performance (increased citywide allocations)
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 38,547,897 37,309,053 34,286,480 29,475,248 24,831,255 Revenues 43,116,666
42,893,573 42,267,751
43,350,318
42,964,157
Expenses 49,076,346
50,778,607 52,087,318
53,152,896
54,212,949
Net Change Operating Activities (5,959,680)$ (7,885,034)$ (9,819,567)$ (9,802,578)$ (11,248,792)$ Ending Net Position 32,588,217$
29,424,019$
24,466,913$
19,672,670$
13,582,463$
Adjustment for Non-Cash 4,720,836 4,862,461 5,008,335 5,158,585 5,313,343 Ending Net Position (adj) 37,309,053$
34,286,480$
29,475,248$
24,831,255$
18,895,806$
173
163
Water Fund
The City is projecting that the
fund’s net position
will end
FY 2026
–
27 at $160.8
million. It is anticipated
that this figure will climb to $ 205.7
million in
FY
2030
-
31 . To arrive at these results a comprehensive
projection was conducted, which includes (but is not limited to) the following major assumptions for the Water Operations Fund:
•
Overall
Revenue growth
of approximately
4.8 % annually
•
Overall
Expenditure growth
of approximately
4.3% annually
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues; Water Supply Costs o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
o
Adjusted Self-Insurance contributions to stabilize this Fund’s performance (increased citywide allocations)
Fleet Services Fund
The City is projecting that the
fund’s net position
will end
FY 2026
–
27 at $51.5 million. It is anticipated
that this figure
is
proposed to increase to $ 60.0 million in
FY
2030
-
31. To arrive at these results a
comprehensive projection was conducted, which includes (but is not limited to) the following major assumptions for the Fleet Operations Fund:
•
Overall
Revenue growth
of approximately
1.6 % annually
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 152,216,949 160,783,500 170,661,701 182,059,281 194,110,979 Revenues 65,591,352
69,483,407 73,607,278 76,907,082
79,237,027
Expenses 57,024,801
59,605,206 62,209,698 64,855,384
67,604,229
Net Change Operating Activities 8,566,551$ 9,878,201$ 11,397,580$
12,051,698$
11,632,798$
Ending Net Position 160,783,500$ 170,661,701$ 182,059,281$ 194,110,979$ 205,743,777$ FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 48,928,366 51,476,872 53,852,242 56,042,321 58,087,426 Revenues 17,200,930
17,530,147
17,795,562 18,067,612
18,346,468
Expenses 14,652,424
15,154,777
15,605,483 16,022,507
16,449,849
Net Change Operating Activities 2,548,506$ 2,375,370$ 2,190,079$ 2,045,105$ 1,896,619$ Ending Net Position 51,476,872$
53,852,242$
56,042,321$
58,087,426$
59,984,045$
174
164
• Overall Expenditure growth of approximately 2.9% annually o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services; Training, Travel & Membership Dues
o
Additional 3% CPI adjustments for Utilit ies, Fuel, Fleet Labor and Vehicle Replacement budgets
o
Adjusted Self-Insurance contributions to stabilize this Fund’s performance (increased citywide allocations)
Self-Insurance Fund
The City is projecting that the
fund’s net position
will end
FY 2026
–
27 at ( -$53.6 million). It is
anticipated that this figure will slightly increase to (-$52.4 million) in FY 2030-31
. This return to budget
stability, as previously described, ensures the fund balance is no longer deteriorating further. It is anticipated that one-time contributions can be made over time to rebuild this fund balance
, however
given the
anticipated lag in
General Fund revenue growth, these one -time contributions may be challenging in the short-term. To arrive at these results, a comprehensive projection was conducted, which includes (but is not limited to) the following major assumptions for the Self-Insurance Fund:
•
Overall
Revenue growth
of approximately
4. 3% annually.
•
Overall
Expenditure growth
of approximately 4.
1% annually
o
Annual wage growth factor for settled and unsettled labor agreements, including CalPERS contribution projection adjustments each year based on projection modeling (6.8% discount rate; annual returns 6.00% fro
m
FY 2026
–
27 to FY 2028
-
29 and 6.25% in
FY 2029
-
30 and FY 2030
-
31);
o
3% CPI adjustments for Materials, Supplies & Maintenance; Professional/Contract Services & Utilities; Training, Travel & Membership Dues
o
8% CPI adjustments for Liabilities Settlements & Insurance
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance (53,702,194) (53,576,450) (53,276,246) (53,100,313) (52,800,568) Revenues 26,890,010
28,503,412
29,643,550
30,829,294
31,754,175
Expenses 26,764,266
28,203,208 29,467,617 30,529,549
31,374,349
Net Change Operating Activities 125,744$ 300,204$ 175,933$ 299,745$ 379,826$ Ending Net Position (53,576,450)$ (53,276,246)$ (53,100,313)$ (52,800,568)$ (52,420,742)$ 175
165
Non-Major Governmental Funds
The below financial statements are based on the projected beginning fund balance in FY 2026 – 27 and are adjusted based on the adopted budgets for FY 20
26-31
. Further details are available in their
respective Department sections.
Air Quality Management District (AQMD) Fund
Debt Service Fund
Low Mod Fund
Meadow Park Parking Lot District Fund
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 355,141 381,062 407,572 435,866 467,641 Revenues 207,063 213,006 219,121 225,413 231,888 Expenses 181,142 186,496 190,827 193,638 196,569 Net Change Operating Activities 25,921$ 26,510$ 28,294$ 31,775$ 35,319$ Ending Net Position 381,062$ 407,572$ 435,866$ 467,641$ 502,960$ FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 1,145 1,145 1,145 1,145 1,145 Revenues 24,154,567 24,710,647
25,278,646
25,859,179 26,455,408
Expenses 24,154,567
24,710,647 25,278,646
25,859,179
26,455,408
Net Change Operating Activities -$
-$
-$
-$
-$
Ending Net Position 1,145$ 1,145$ 1,145$ 1,145$ 1,145$ FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 4,072,492 4,253,956 4,432,522 4,471,125 4,581,011 Revenues 228,623 227,989 89,756
162,239 -
Expenses 47,159
49,423
51,153 52,353 53,613
Net Change Operating Activities 181,464$ 178,566$ 38,603$ 109,886$ (53,613)$ Ending Net Position 4,253,956$ 4,432,522$ 4,471,125$ 4,581,011$ 4,527,398$ FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 243,099 259,059 275,997 293,962 313,005 Revenues 50,000
52,000
54,080
56,243 58,493
Expenses 34,040
35,062
36,115 37,200 38,317 Net Change Operating Activities 15,960$ 16,938$ 17,965$ 19,043$ 20,176$ Ending Net Position 259,059$ 275,997$ 293,962$ 313,005$ 333,181$ 176
166
Redevelopment Agency (RDA) Fund
Section 8 Housing Fund
Street Lighting District Fund
Traffic Safety Fund
Vanpool Fund
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 3,092,527 6,285,355 9,644,503 11,081,984 12,085,953 Revenues 4,351,081 4,432,026 2,405,515 1,920,347 1,821,194 Expenses 1,158,253 1,072,878 968,034 916,378 - Net Change Operating Activities 3,192,828$ 3,359,148$ 1,437,481$ 1,003,969$ 1,821,194$ Ending Net Position 6,285,355$ 9,644,503$ 11,081,984$
12,085,953$
13,907,147$
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 600,658 681,724 743,752 793,811 840,302 Revenues 9,084,600 9,339,302 9,601,148 9,870,339
10,147,080
Expenses 9,003,534 9,277,274
9,551,089 9,823,848 10,105,020
Net Change Operating Activities 81,066$ 62,028$ 50,059$ 46,491$ 42,060$ Ending Net Position 681,724$ 743,752$ 793,811$ 840,302$ 882,362$ FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance - - - - - Revenues 1,918,250 1,975,798 2,035,072 2,096,125 2,159,010 Expenses 1,918,250 1,975,798 2,035,072 2,096,125 2,159,010 Net Change Operating Activities -$
-$
-$
-$
-$
Ending Net Position -$
-$
-$
-$
-$
FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance 52,422 52,422 52,422 52,422 52,422 Revenues 55,000
56,650
58,350 60,100 61,903
Expenses 55,000 56,650
58,350
60,100
61,903
Net Change Operating Activities -$
-$
-$
-$
-$
Ending Net Position 52,422$ 52,422$ 52,422$ 52,422$ 52,422$ FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Beginning Fund Balance - - - - - Revenues 179,314 184,693 189,441 193,172 197,037 Expenses 179,314 184,693 189,441 193,172 197,037 Net Change Operating Activities -$
-$
-$
-$
-$
Ending Net Position -$
-$
-$
-$
-$
177
CAPITAL
IMPROVEMENT
PLAN
178
167
Capital Improvement Plan
The City of Torrance annually develops a five -year
Capital Improvement Plan (CIP) budget. Although the
program spans multiple years, only funds for the
current year (FY 2026
–
27 ) are appropriated as part of
the budget process.
Next year, the plan will be revised
again, and the
revised FY
2027-28 plan will be
approved and appropriated.
The
four years beyond
the current budget year in any fiscal year
are included
as a planning tool to demonstrate total anticipated
capital funding needs. Project needs are eval uated annually to ensure that budgets fall within available funding limits and best reflect current City priorities.
CIP Structure
The CIP is a five - year financial plan for the acquisition, expansion or rehabilitation of land, buildings, and other major infrastructure.
Each Capital Project is organized by Capital Project Type
(i.e. Parks,
Facilities, Public Right of Way)
and then by Project Location. Historically, projects were organized by the department responsible for implementing the activities . In an effort to better serve the community and provide the public with enhanced access to City efforts underway, an
online ArcGIS
Capital Improvement Projects Dashboard
displaying the location and description for each Capital Project was made available beginning FY 2024 - 25. Project updates are provided quarterly and may include photographs.
In addition to major capital investments in parks, recreation facilities, service facilities, roads, sidewalks, public utility components, and other city-owned property, the City includes a section titled Operating Projects in the City’s Capital Improvement Plan.
The
se are
projects
that are one-time costs
related to a department’s operations, or smaller projects that
are
one-time in nature that are not tied
to a larger project.
Examples
include
replacement of the City’s Enterprise Resource Planning (ERP) system or the relocation of the tarplant preserve. These projects are
categorized
by the department
who is responsible for each project . Should the project require
future
maintenance, such
maintenance will be budgeted in the
responsible
department’s operating budget in the following
year(s).
Finally, the last category, Other Projects, includes additional one-time funding needs of the City to address various initiatives that are not necessarily capital in nature, but do not have a recurring 179
168
funding requirement, so are not included in the City’s operating budget. Since these efforts do not require ongoing funding, these projects are included and explained in this section.
Examples
of
projects in this category include
the upgrade of Downtown Torrance lights and utility undergrounding administration.
Budget Process
The Capital Improvement Plan (CIP) budget process is a five - year planning cycle updated each year .
The goal is to re -develop and establish a five -year plan, each year , to ensure projects and funding availability are regularly evaluated and align with
current priorities. While a five
-
year plan is
presented, City Council only appropriates the first year of funding.
This plan presents all planned
major capital investments in city -owned parks, facilities, and other infrastructure over the next
f
ive
years.
In FY24
-
25, the General Services Department completed a Facility Index Study which assessed the current state of the City’s building and park assets, thereby serving as the backbone for the City’s recommended CIP as it
wa
s designed. The results of this study informed the priority, scale, scope, and timing of these projects citywide. The Building Index Study
identified that
over $200 million in
funding needs to be addressed in the coming ten years, or approximately $20.5 million annually on average.
Additionally, the FY 2026–
27 budget includes
additional
$450,000 appropriation to allow for a Parks
Master Plan effort to be completed. This effort will provide the
community with
the opportunity for
input to shape the future of the City’s parks and help shed light on the cost implications of improving the conditions of parks consistent with community expectations. It is anticipated that the funding requirements resulting from this
study will be in addition to the Facilities Index
Study and
far exceed
the City’s ability to pay. As a result, additional funding sources, including grants and outside sources, will become ever more critical.
180
169
CIP Summary by Project Type
The City is adopting
a
CIP that will invest $ 286.4 million over the next
five
years to maintain and
improve the quality and functionality of its capital infrastructure. Capital infrastructure includes city parks, recreation facilities, service facilities, roads, sidewalks, public utility components, and other city-owned property that are central to the character and quality of our community and the services that we provide.
In FY
2026
–
27, the proposed CIP budget totals $61
.5 million, with projected investments of $120.3
million in FY 2027
-
28 and $105 million across FY 2028
-
29 through FY 2030 -31, reflecting a multi -year
approach to funding major infrastructure improvements.
In addition, the City included t hree categories for other purposes: Operating Projects,
Other
and
Contingency. The
Operating Projects
and
Other projects include funding needs for various
departments or topics that do not qualify as a capital investment in a depreciable asset. This could include consulting services needs or one
-
time repairs and upkeep on smaller scale assets.
The City is also including a
Contingency
line item in the City’s CIP to help provide additional flexibility addressing any funding gaps that arise when completing these efforts. This figure represents 10% of the City’s General Fund, Measure SST Fund, Measure A Annual Allocation, Parks & Recreation Facilities Fund, Park Equipment Replacement Fund,
and Parks & Recreation Open Space Fund commitments
.
This contingency is funded through the City’s General Fund allocation and will be utilized, when necessary, under the City Manager’s authority, to fund any shortfalls in a particular project to ensure timely advancement
in
these efforts.
Capital Project Type
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Parks 39,168,471 35,528,918 227,031 13,760,000 450,000 8,360,000 4,909,621 Facilities 51,763,718 39,009,234 9,160,308 3,120,210 7,076,125 3,423,298 7,121,855 IT Infrastructure 170,000 170,000 1,281,000 300,000 300,000 445,000 300,000 Public Right of Way 113,193,840 54,687,908 20,398,060 68,721,600 14,869,333 15,264,333 15,264,333 Sewer/Water Utilities 43,074,502 24,699,217 6,207,745 20,543,306 5,850,000 4,650,000 1,650,000 Storm Drain/Basins 18,462,939 8,877,814 9,693,000 6,489,402 1,611,000 1,355,000 1,355,000 Operating Project 28,315,983 9,645,798 11,077,000 4,592,000 2,015,000 1,565,000 1,180,000 Other 4,335,125 3,357,348 1,623,819 560,000 550,000 250,000 250,000 Contingency - - 1,813,618 2,236,200 1,441,947 1,674,065 1,406,148 Total Expenditures 298,484,578$ 175,976,235$ 61,481,580$ 120,322,718$ 34,163,405$ 36,986,696$ 33,436,957$ 181
170
CIP Summary by Funding Source
The table above summarizes all the various funding sources for the proposed CIP.
Funding Source
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
2016 Certificate of
Participation 264,308 - - - - - - Airport Capital Project Fund 19,188,613 8,783,870 6,107,540 2,120,210 1,132,520 250,000 250,000 AQMD 175,000 112,166 225,000 - - - - Asset Forfeiture 1,142,955 - 415,000 - - - - CDBG Fund 1,624,768 409,615 683,333 683,333 683,333 683,333 683,333 Developer Contribution - - - 1,000,000 - - - DIF - Community Services 70,000 70,000 - - - - - DIF - General Services 351,787 - - - - - - DIF - Police 415,000 170,000 (170,000) - - - - DIF - Sewer 9,000 9,000 - - - - - DIF - Storm Drain 916,887 773,629 100,000 100,000 100,000 100,000 100,000 DIF - Transportation 1,177,495 912,332 - - - - - DIF - Utility Underground 1,790,467 1,790,467 450,000 450,000 450,000 450,000 50,000 Donations 101,500 100,000 - - - - - Fleet Services Capital Fund 669,000 377,768 702,768 1,500,000 - 275,000 2,750,000 Gas Tax 8,317,352 2,253,045 1,340,000 750,000 750,000 750,000 750,000 General Fund 20,607,295 9,695,913 7,579,044 5,611,200 5,646,947 6,559,065 5,607,239 GRANT 2,000,000 2,000,000 1,391,000 850,000 - - - Measure A 2,122,250 2,122,250 3,300,000 5,000,000 - 1,700,000 - Measure M Grant 20,035,375 14,069,420 - 52,550,000 - - - Measure M Local Return 14,770,299 8,305,825 3,050,000 2,550,000 2,550,000 2,350,000 2,350,000 Measure R Grant 13,488,398 3,800,994 - - - - - Measure R Local Return 10,050,248 6,475,345 3,345,525 2,637,500 1,980,000 2,575,000 2,575,000 Measure SST Fund 13,446,477 11,205,297 5,567,423 9,787,000 7,353,605 7,483,298 8,715,385 Measure W 7,500,104 5,539,612 1,505,000 7,405,000 1,255,000 1,255,000 1,255,000 Measure W Grant 5,366,953 - 7,100,000 4,884,402 256,000 - - Other Grants 60,093,844 51,144,712 5,322,298 4,288,073 - - - Park Equipment Replacement
Fund 300,000 300,000 - - - 250,000 - Parks & Rec Facilities Fund 300,000 300,000 - 500,000 - - - Parks & Rec Open Space Fund 3,365,862 2,943,427 - 1,000,000 - 1,500,000 145,000 PEG Fund Capital 229,289 - 150,000 - - - - Prop A Local Return 263 263 (263) - - - - Prop C Local Return 13,644,815 8,664,018 3,150,000 3,150,000 2,900,000 2,900,000 2,900,000 SB1 16,809,593 8,520,800 3,521,167 3,600,000 3,600,000 3,600,000 3,600,000 Sewer Capital Project Fund 10,598,739 10,521,072 1,857,745 1,400,000 1,400,000 1,400,000 1,400,000 TDA Article 3 Bicycle Fund 253,498 - 114,000 106,000 106,000 106,000 106,000 Transit Capital Fund 1,564,800 1,047,392 1,725,000 - - - - Water Capital Fund 30,643,508 13,558,003 2,950,000 8,400,000 4,000,000 2,800,000 200,000 Water State Revolving Fund 15,078,835 - - - - - - Total Expenditures 298,484,578$ 175,976,235$ 61,481,580$ 120,322,718$ 34,163,405$ 36,986,696$ 33,436,957$ 182
171
Measure SST
A large part of the City’s long - term financial stability is attributable to the Torrance community’s support of the passage of Measure SST (Safe, Strong Torrance). As of
FY 2026
–
27 , it is now projected that
Measure SST will generate
at least
$2
7.3 million annually. With
additional revenue available, capital investments are
being prioritized
in the CIP to begin addressing portions of the Building Index Study completed in 2024. In the coming fiscal year, this CIP commits $ 5.6 million of cumulative Measure SST funds for various parks, investments in public safety stations,
and operating
projects, including the City’s new Enterprise Resource
Planning System replacement project
.
Ultimately, the
C
ity plans to invest a total of $38.9
million in
Measure SST
over the next
five
years.
Project Type Project Location
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Facilities Attic Teen Center - - - - - - 250,000 Facilities Bartlett Senior Center -
-
-
-
-
-
917,860
Facilities Dee Hardison Sports Center 300,000
177,676
-
-
-
-
-
Facilities Fire Station 1 819,378
569,134
250,000
-
-
-
-
Facilities Fire Station 2 -
-
40,000
-
3,061,913
-
-
Facilities Fire Station 3 -
-
-
250,000
-
-
-
Facilities Fire Station 5 -
-
-
-
2,120,742
-
-
Facilities Fire Station 6 -
-
-
-
250,000
-
-
Facilities Herma Tillim Senior Center -
-
-
-
-
-
933,655
Facilities Katy Geissert Civic Center Library -
-
-
-
-
-
1,000,000
Facilities Southeast Library -
-
-
-
-
1,316,118
-
Facilities Torrance City Hall -
-
750,000
-
870,950
-
-
Facilities Torrance City Yard -
-
675,000
-
-
-
-
Facilities Torrance Police Department 199,794
62,401
150,000
-
-
1,039,210
713,870
Facilities Torrance Theatre -
-
-
-
-
792,970
-
IT Infrastructure Torrance Cultural Arts Center -
-
-
-
-
35,000
-
IT Infrastructure Torrance Police Department -
-
420,000
300,000
300,000
300,000
300,000
Operating Project Operating Projects - CIT 350,000
-
4,835,000
3, 000,000 - - - Operating Project Operating Projects - Community Services 1,175,000
1,166,200
675,000
100,000
100,000
100,000
100,000
Operating Project Operating Projects - Police -
-
600,000
-
-
-
-
Operating Project Operating Projects - Public Works 854,000
33,060
427,000
427,000
-
-
-
Other Downtown Torrance -
-
240,000
300,000
300,000
-
-
Parks Alta Loma Park 155,000
155,000
-
-
-
-
-
Parks Columbia Park 60,000
47,925
702,075
3,650,000
-
3,900,000
-
Parks El Nido Park 350,000
175,800
-
1,760,000
-
-
-
Parks Guenser Park 197,750
119,775
220,000
-
-
-
-
Parks Madrona Marsh Nature Center -
-
-
-
-
-
1,500,000
Parks Paradise Park 7,078,903
6,791,675
(3,300,000)
-
-
-
-
Parks Torrance Park -
-
-
-
350,000
-
3,000,000
Parks Walteria Park 1,700,000
1,700,000
(1,700,000)
-
-
-
-
Parks Wilson Park 206,652
206,652
583,348
-
-
-
-
Total Expenditures 13,446,477$ 11,205,297$ 5,567,423$ 9,787,000$ 7,353,605$ 7,483,298$ 8,715,385$ 183
172
Parks
The following section summarizes the planned
capital investments at parks across the
C
ity,
summarized by location. The City is planning to
invest $ 27.7 million over the next
five
years in
order to refurbish and improve our
park’s
playgrounds, bathrooms, recreation areas and
other park amenities. As mentioned in the
Measure SST section of the Capital Improvement
Plan, a significant portion of this investment is made possible by the additional revenues generated by Measure SST.
Individual Project Details
Project Location
Project
ID
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Alta Loma Park PRK0001 945,000 945,000 - - - - - Columbia Park PRK0002 10,060,000 9,398,405 702,075 6,000,000 - 5,000,000 - El Nido Park PRK0007 11,380,000 11,153,580 500,000 7,760,000 - - - El Retiro Park PRK0009 80,000 80,000 - - - - - Guenser Park PRK0012 580,000 502,025 220,000 - - - - La Romeria Park PRK0016 80,000 80,000 - - - - - Madrona Marsh Nature Center PRK0034 - - - - - - 1,500,000 McMaster Park PRK0019 150,000 150,000 - - - - - Paradise Park PRK0022 9,678,903 9,391,675 - - - - - Pueblo Park PRK0024 - - - - - - 264,621 Sea-Aire Park PRK0026 - - - - 100,000 1,750,000 - Sunnyglen Park PRK0028 - - - - - 110,000 - Sur La Brea Park PRK0029 80,000 80,000 - - - - - Torrance Park PRK0030 348,440 348,440 - - 350,000 - 3,000,000 Victor Park PRK0031 - - - - - - 145,000 Walteria Park PRK0032 1,780,000 1,780,000 (1,700,000) - - 1,500,000 - Wilson Park PRK0033 4,006,128 1,619,793 504,955 - - - - Total Expenditures 39,168,471$ 35,528,918$ 227,031$ 13,760,000$ 450,000$ 8,360,000$ 4,909,621$ Alta Loma Park
26126 Delos Dr, Torrance, CA 90505 | District 6
Alta Loma Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Replace Playground Equipment 945,000 945,000 - - - - - Total Expenditures 945,000$ 945,000$ -$ -$ -$ -$ -$ Funding Source(s)
DIF - Community Services 70,000 70,000 - - - - - Measure A 720,000 720,000 - - - - - Measure SST Fund 155,000 155,000 - - - - - Total Expenditures 945,000$ 945,000$ -$ -$ -$ -$ -$ 184
173
Columbia Park
4045 190th St, Torrance, CA 90504 | District 3
Columbia Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Construct Dog Park 60,000 47,925 (47,925) - - - - Renovate Park - - 750,000 6,000,000 - 5,000,000 - World War ll Camp Wall Monument 9,000,000 8,481,400 - - - - - WWII Memorial Supporting Infrastructure
Improvements 1,000,000 869,080 - - - - - Total Expenditures 10,060,000$ 9,398,405$ 702,075$ 6,000,000$ -$ 5,000,000$ -$ Funding Source(s)
General Fund 5,000,000 5,000,000 - - - - - GRANT - - - 850,000 - - - Measure A - - - - - 1,100,000 - Measure SST Fund 60,000 47,925 702,075 3,650,000 - 3,900,000 - Other Grants 5,000,000 4,350,480 - - - - - Parks & Rec Facilities Fund - - - 500,000 - - - Parks & Rec Open Space Fund - - - 1,000,000 - - - Total Expenditures 10,060,000$ 9,398,405$ 702,075$ 6,000,000$ -$ 5,000,000$ -$ El Nido Park
18301 Kingsdale Ave, Redondo Beach, CA 90278 | District 3 El Nido Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Park 11,380,000 11,153,580 500,000 7,760,000 - - - Total Expenditures 11,380,000$ 11,153,580$ 500,000$ 7,760,000$ -$ -$ -$ Funding Source(s)
Developer Contribution - - - 1,000,000 - - - Measure A 400,000 400,000 - 5,000,000 - - - Measure SST Fund 350,000 175,800 - 1,760,000 - - - Other Grants 10,630,000 10,577,780 500,000 - - - - Total Expenditures 11,380,000$ 11,153,580$ 500,000$ 7,760,000$ -$ -$ -$ El Retiro Park
126 Vista del Parque, Redondo Beach, CA 90277 | District 5 El Retiro Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Restroom Improvements 80,000 80,000 - - - - - Total Expenditures 80,000$ 80,000$ -$ -$ -$ -$ -$ Funding Source(s)
Parks & Rec Open Space Fund 80,000 80,000 - - - - - Total Expenditures 80,000$ 80,000$ -$ -$ -$ -$ -$ Guenser Park
17800 Gramercy Pl, Torrance, CA 90504 | District 1
Guenser Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Restroom Improvements 80,000 80,000 - - - - - Walking Path Replacement 500,000 422,025 220,000 - - - - Total Expenditures 580,000$ 502,025$ 220,000$ -$ -$ -$ -$ Funding Source(s)
Measure A 302,250 302,250 - - - - - Measure SST Fund 197,750 119,775 220,000 - - - - Parks & Rec Open Space Fund 80,000 80,000 - - - - - Total Expenditures 580,000$ 502,025$ 220,000$ -$ -$ -$ -$ 185
174
La Romeria Park
19501 S Inglewood Ave, Torrance, CA 90503 | District 2
La Romeria Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Restroom Improvements 80,000 80, 000 - - - - - Total Expenditures 80,000$ 80, 000$ -$ -$ -$ -$ -$ Funding Source(s)
Parks & Rec Open Space Fund 80,000 80, 000 - - - - - Total Expenditures 80,000$ 80, 000$ -$ -$ -$ -$ -$ Madrona Marsh Nature Center
3201 Plaza del Amo, Torrance, CA 90503 | District 3
Madrona Marsh Nature Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Replace Perimeter Fence - - - - - - 1,500,000 Total Expenditures -$ -$ -$ -$ -$ -$ 1,500,000$ Funding Source(s)
Measure SST Fund - - - - - - 1,500,000 Total Expenditures -$ -$ -$ -$ -$ -$ 1,500,000$ McMaster Park
3624 Artesia Blvd, Torrance, CA 90504 | District 1
McMaster Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Restroom Improvements 150,000 150,000 - - - - - Total Expenditures 150,000$ 150,000$ -$ -$ -$ -$ -$ Funding Source(s)
Parks & Rec Open Space Fund 150,000 150,000 - - - - - Total Expenditures 150,000$ 150,000$ -$ -$ -$ -$ -$ Paradise Park
5006 Lee St, Torrance, CA 90503 | District 2
Paradise Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Design, Site work, Utilities, and Irrigation 6,076,303 6, 076,303 (6,076,303) - - - - Redesign/Replace Picnic Shelter & Storage 430,000 142, 772 (142,772) - - - - Redesign/Replace Restrooms 2,000,000 2, 000,000 (2,000,000) - - - - Renovate Park - - 9,391,675 - - - - Replace Playground Equipment 1,172,600 1, 172,600 (1,172,600) - - - - Total Expenditures 9,678,903$ 9, 391,675$ -$ -$ -$ -$ -$ Funding Source(s)
Donations 100,000 100, 000 - - - - - Measure A 700,000 700, 000 3,300,000 - - - - Measure SST Fund 7,078,903 6, 791,675 (3,300,000) - - - - Park Equipment Replacement Fund 300,000 300, 000 - - - - - Parks & Rec Facilities Fund 300,000 300, 000 - - - - - Parks & Rec Open Space Fund 1,200,000 1, 200,000 - - - - - Total Expenditures 9,678,903$ 9, 391,675$ -$ -$ -$ -$ -$ 186
175
Pueblo Park
2252 Del Amo Blvd, Torrance, CA 90504 | District 4
Pueblo Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Ruben Ordaz Community Center &
Picnic Shelters - - - - - - 264,621 Total Expenditures -$ -$ -$ -$ -$ -$ 264,621$ Funding Source(s)
General Fund - - - - - - 264,621 Total Expenditures -$ -$ -$ -$ -$ -$ 264,621$ Sea-Aire Park
22730 Lupine Dr, Torrance, CA 90505 | District 5
Sea-Aire Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Park - - - - 100,000 1,750,000 - Total Expenditures -$ -$ -$ -$ 100,000$ 1,750,000$ -$ Funding Source(s)
General Fund - - - - 100,000 900,000 - Measure A - - - - - 600,000 - Park Equipment Replacement Fund - - - - - 250,000 - Total Expenditures -$ -$ -$ -$ 100,000$ 1,750,000$ -$ Sunnyglen Park
5525 Del Amo Blvd, Torrance, CA 90503 | District 2
Sunnyglen Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Walking Path Repairs - - - - - 110,000 - Total Expenditures -$ -$ -$ -$ -$ 110,000$ -$ Funding Source(s)
General Fund - - - - - 110,000 - Total Expenditures -$ -$ -$ -$ -$ 110,000$ -$ Sur La Brea Park
23610 Cabrillo Ave, Torrance, CA 90501 | District 4
Sur La Brea Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Restroom Improvements 80,000 80,000 - - - - - Total Expenditures 80,000$ 80,000$ -$ -$ -$ -$ -$ Funding Source(s)
Parks & Rec Open Space Fund 80,000 80,000 - - - - - Total Expenditures 80,000$ 80,000$ -$ -$ -$ -$ -$ Torrance Park
2001 Santa Fe Ave, Torrance, CA 90501 | District 4
Torrance Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Park - - - - 350,000 - 3,000,000 Restroom Improvements 80,000 80,000 - - - - - Torrance Park Revitalization 268,440 268,440 - - - - - Total Expenditures 348,440$ 348,440$ -$ -$ 350,000$ -$ 3,000,000$ Funding Source(s)
Measure SST Fund - - - - 350,000 - 3,000,000 Other Grants 268,440 268,440 - - - - - Parks & Rec Open Space Fund 80,000 80,000 - - - - - Total Expenditures 348,440$ 348,440$ -$ -$ 350,000$ -$ 3,000,000$ 187
176
Victor Park
4727 Emerald St, Torrance, CA 90501 | District 2
Victor Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Replace Exercise Equipment at Victor Park - - - - - - 145,000 Total Expenditures -$ -$ -$ -$ -$ -$ 145,000$ Funding Source(s)
Parks & Rec Open Space Fund - - - - - - 145,000 Total Expenditures -$ -$ -$ -$ -$ -$ 145,000$ Walteria Park
3855 242nd St, Torrance, CA 90505 | District 6
Walteria Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Reconstruct Playing Courts 1,700,000 1,700,000 (1,700,000) - - - - Renovate Park - - - - - 1,500,000 - Restroom Improvements 80,000 80,000 - - - - - Total Expenditures 1,780,000$ 1,780,000$ (1,700,000)$ -$ -$ 1,500,000$ -$ Funding Source(s)
Measure SST Fund 1,700,000 1,700,000 (1,700,000) - - - - Parks & Rec Open Space Fund 80,000 80,000 - - - 1,500,000 - Total Expenditures 1,780,000$ 1,780,000$ (1,700,000)$ -$ -$ 1,500,000$ -$ Wilson Park
2200 Crenshaw Blvd, Torrance, CA 90501 | District 4
Wilson Park
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Construct Pickleball Courts 1,526,119 138, 661 - - - - - Redevelopment of Building 8 902,865 285, 045 (285,045) - - - - Restroom Improvements 300,000 300, 000 - - - - - Sports Field Conversion 342,000 24, 457 - - - - - Street Frontage Improvements 935,144 871, 630 790,000 - - - - Total Expenditures 4,006,128$ 1, 619,793$ 504,955$ -$ -$ -$ -$ Funding Source(s)
General Fund 2,307,476 302, 198 (78,393) - - - - Measure SST Fund 206,652 206, 652 583,348 - - - - Other Grants 342,000 24, 457 - - - - - Parks & Rec Open Space Fund 1,150,000 1, 086,487 - - - - - Total Expenditures 4,006,128$ 1, 619,793$ 504,955$ -$ -$ -$ -$ 188
177
Facilities
The following section summarizes the planned
capital investments at recreation facilities,
service facilities, and other public facilities across
the City, summarized by location. The City is
planning to invest $29.9
million over the next
f
ive
years in order to maintain and modernize these
facilities to ensure that our community can
continue to benefit from the valuable services
that they provide. As mentioned in the Measure
SST section of the Capital Improvement Plan, a significant portion of this investme
nt is made possible
by the additional revenues generated by Measure SST.
Individual Project Details
Project Location
Project
ID
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Bu
dget
FY 2027-28
Projected
Bu
dget
FY 2028-29
Projected
Bu
dget
FY 2029-30
Projected
Bu
dget
FY 2030-31
Projected
Bu
dget
Attic Teen Center FAC0025 - - - - - - 806,470 Bartlett Senior Center FAC0019 -
-
-
-
-
-
917,860
Dee Hardison Sports Center FAC0030 300,000
177,676
-
-
-
-
-
Fire Station 1 FAC0010 1,783,686
575,044
250,000
-
-
-
-
Fire Station 2 FAC0011 -
-
40,000
-
3,061,913
-
-
Fire Station 3 FAC0012 -
-
-
250,000
-
-
-
Fire Station 5 FAC0014 -
-
-
-
2,120,742
-
-
Fire Station 6 FAC0015 -
-
-
-
250,000
-
-
Herma Tillim Senior Center FAC0023 -
-
-
-
-
-
933,655
Katy Geissert Civic Center Library FAC0001 -
-
-
-
-
-
1,000,000
Southeast Library FAC0005 -
-
-
-
-
1,316,118
-
Torrance City Hall FAC0007 -
-
750,000
-
870,950
-
-
Torrance City Yard FAC0021 3,117,741
923,187
1,512,768
1,500,000
-
275,000
2,750,000
Torrance Cultural Arts Center FAC0009 185,000
11,049
-
-
-
-
-
Torrance Municipal Airport FAC0017 9,386,696
1,927,953
4,957,540
1,370,210
772,520
-
-
Torrance Police Department FAC0016 444,794
62,401
150,000
-
-
1,039,210
713,870
Torrance Regional Transit Center FAC0022 36,545,800
35,331,924
1,500,000
-
-
-
-
Torrance Theatre FAC0029 -
-
-
- - 792,970 - Total Expenditures 51,763,718$
39,009,234$
9,160,308$
3,120,210$
7,076,125$
3,423,298$
7,121,855$
Attic Teen Center
Life-to-
Date
Budget
Life-to-
Date
Balance
FY25-26
Adopted
Budget
FY26-27
Projected
Budget
FY27-28
Projected
Budget
FY28-29
Projected
Budget
FY29-30
Projected
Budget
Renovate Center Facilities - - - - - 806,470 - Total Expenditures -$ -$ -$ -$ -$ 806,470$ -$ Funding Source(s)
Measure SST Fund - - - - - 250,000 - Parks & Rec Facilities Fund - - - - - 556,470 - Total Expenditures -$ -$ -$ -$ -$ 806,470$ -$ Attic Teen Center
2320 W Carson St, Torrance, CA 90501 | District 4
189
178
Bartlett Senior Center
1318 Cravens Ave, Torrance, CA 90501 | District 4
Bartlett Senior Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Center Facilities - - - - - - 917,860 Total Expenditures -$ -$ -$ -$ -$ -$ 917,860$ Funding Source(s)
Measure SST Fund - - - - - - 917,860 Total Expenditures -$ -$ -$ -$ -$ -$ 917,860$ Dee Hardison Sports Center
2400 Jefferson St, Torrance, CA 90501 | District 4
Dee Hardison Sports Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Center Facilities 300,000 177,676 - - - - - Total Expenditures 300,000$ 177,676$ -$ -$ -$ -$ -$ Funding Source(s)
Measure SST Fund 300,000 177,676 - - - - - Total Expenditures 300,000$ 177,676$ -$ -$ -$ -$ -$ Fire Station 1
1701 Crenshaw Blvd, Torrance, CA 90501 | Disctrict 3
Fire Station 1
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Alternate EOC 868,812 60,373 - - - - - Renovate Fire Station 383,686 73,803 250,000 - - - - Replace Generator 531,188 440,869 - - - - - Total Expenditures 1,783,686$ 575,044$ 250,000$ -$ -$ -$ -$ Funding Source(s)
2016 Certificate of Participation 264,308 - - - - - - Measure SST Fund 819,378 569,134 250,000 - - - - Other Grants 700,000 5,910 - - - - - Total Expenditures 1,783,686$ 575,044$ 250,000$ -$ -$ -$ -$ Fire Station 2
25135 Robinson Way, Torrance, CA 90505 | District 6
Fire Station 2
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Generator Replacement - - 40,000 - 360,000 - - Renovate Fire Station - - - - 2,701,913 - - Total Expenditures -$ -$ 40,000$ -$ 3,061,913$ -$ -$ Funding Source(s)
Measure SST Fund - - 40,000 - 3,061,913 - - Total Expenditures -$ -$ 40,000$ -$ 3,061,913$ -$ -$ Fire Station 3
3535 W 182nd St, Torrance, CA | District 1
Fire Station 3
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Fire Station - - - 250,000 - - - Total Expenditures -$ -$ -$ 250,000$ -$ -$ -$ Funding Source(s)
Measure SST Fund - - - 250,000 - - - Total Expenditures -$ -$ -$ 250,000$ -$ -$ -$ 190
179
Fire Station 5
3940 Del Amo Blvd, Torrance, CA 90503 | District 2
Fire Station 5
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Fire Station - - - - 2,120,742 - - Total Expenditures -$ -$ -$ -$ 2,120,742$ -$ -$ Funding Source(s)
Measure SST Fund - - - - 2,120,742 - - Total Expenditures -$ -$ -$ -$ 2,120,742$ -$ -$ Fire Station 6
21401 Del Amo Circle W, Torrance, CA 90503 | District 2 Fire Station 6
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Fire Station - - - - 250,000 - - Total Expenditures -$ -$ -$ -$ 250,000$ -$ -$ Funding Source(s)
Measure SST Fund - - - - 250,000 - - Total Expenditures -$ -$ -$ -$ 250,000$ -$ -$ Herma Tillim Senior Center
3612 Artesia Blvd, Torrance, CA 90504 | District 1
Herma Tillim Senior Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Center Facilities - - - - - - 933,655 Total Expenditures -$ -$ -$ -$ -$ -$ 933,655$ Funding Source(s)
Measure SST Fund - - - - - - 933,655 Total Expenditures -$ -$ -$ -$ -$ -$ 933,655$ Katy Geissert Civic Center Library
3330 Civic Center Dr, Torrance, CA 90503 | District 3
Katy Geissert Civic Center Library
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Lighting Upgrades - - - - - - 1,000,000 Total Expenditures -$ -$ -$ -$ -$ -$ 1,000,000$ Funding Source(s)
Measure SST Fund - - - - - - 1,000,000 Total Expenditures -$ -$ -$ -$ -$ -$ 1,000,000$ Southeast Library
23115 Arlington Ave, Torrance, CA 90501 | District 4
Southeast Library
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Library Facilities - - - - - 1,316,118 - Total Expenditures -$ -$ -$ -$ -$ 1,316,118$ -$ Funding Source(s)
Measure SST Fund - - - - - 1,316,118 - Total Expenditures -$ -$ -$ -$ -$ 1,316,118$ -$ 191
180
Torrance City Hall
3031 Torrance Blvd, Torrance, CA 90503 | District 3
Torrance City Hall
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
HVAC Control Systems Upgrades - - 250,000 - - - - Radio Tower Blockhouse Back-up Generator - - 500,000 - - - - Renovate Main Building - - - - 870,950 - - Total Expenditures -$ -$ 750,000$ -$ 870,950$ -$ -$ Funding Source(s)
Measure SST Fund - - 750,000 - 870,950 - - Total Expenditures -$ -$ 750,000$ -$ 870,950$ -$ -$ Torrance City Yard
20500 Madrona Ave, Torrance, CA 90503 | District 3
Torrance City Yard
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Bu
dget
FY 2027-28
Projected
Bu
dget
FY 2028-29
Projected
Bu
dget
FY 2029-30
Projected
Bu
dget
FY 2030-31
Projected
Bu
dget
Elevator Modernization - - 900,000 - - - - Fleet Offices Renovation 565,000 387,232 (387,232) - - - - Install EV Chargers 175,000 112,166 1,000,000 1,500,000 - - - Motor and Mower Shop Exhaust Installation 150,000 55,274 - - - - - Remove Loading Dock 200,000 200,000 - - - - - Replace Car Wash 427,741 - - - - - - Replace Roof City Yard Services Building 1,600,000 168,516 - - - - - Replace Underground Fuel Tanks - - - - - 275,000 2,750,000 Total Expenditures 3,117,741$ 923,187$ 1,512,768$ 1,500,000$ -$ 275,000$ 2,750,000$ Torrance Cultural Arts Center
3330 Civic Center Dr, Torrance, CA 90503 | District 3
Torrance Cultural Arts Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Nakano Theater Audio Visual Renovation 100,000 6, 586 - - - - - Toyota Meeting Hall Audio Visual Renovation 85,000 4, 463 - - - - - Total Expenditures 185,000$ 11, 049$ -$ -$ -$ -$ -$ Funding Source(s)
General Fund 185,000 11, 049 - - - - - Total Expenditures 185,000$ 11, 049$ -$ -$ -$ -$ -$ Torrance Municipal Airport
3301 Airport Dr, Torrance, CA 90505 | District 6
Torrance Municipal Airport
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
EV Chargers for City & Public Use - - 100,000 - - - - Implement Automated Weather Observing
System 1,062,102 19, 737 - - - - - Madison Parking Lot Fencing - - 250,000 - - - - Renovate Airport Hangars 874,780 674, 229 2,350,290 1,370,210 772,520 - - Renovate Airport Traffic Control Tower 2,099,814 1, 217,470 - - - - - Renovate General Aviation Center - - 2,257,250 - - - - Taxiway Lighting Replacement 5,350,000 16, 517 - - - - - Total Expenditures 9,386,696$ 1, 927,953$ 4,957,540$ 1,370,210$ 772,520$ -$ -$ Funding Source(s)
Airport Capital Project Fund 9,386,696 1, 927,953 4,607,540 1,370,210 772,520 - - General Fund - - 350,000 - - - - Total Expenditures 9,386,696$ 1, 927,953$ 4,957,540$ 1,370,210$ 772,520$ -$ -$ 192
181
Torrance Regional Transit Center
465 Crenshaw Blvd, Torrance, CA 90503 | District 3
Torrance Regional Transit Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
ADA Compliance Improvements 376,279 80,879 - - - - - Construction of RTC Parking Structure 35,000,000 34,284,795 - - - - - Tenant Space Enhancements 1,169,521 966,250 1,500,000 - - - - Total Expenditures 36,545,800$ 35,331,924$ 1,500,000$ -$ -$ -$ -$ Funding Source(s)
Other Grants 35,000,000 34,284,795 - - - - - Transit Capital Fund 1,545,800 1,047,129 1,500,000 - - - - Total Expenditures 36,545,800$ 35,331,924$ 1,500,000$ -$ -$ -$ -$ Torrance Theatre
1316 Cabrillo Ave, Torrance, CA 90501 | District 4
Torrance Theatre
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Renovate Theatre Building - - - - - 792,970 - Total Expenditures -$ -$ -$ -$ -$ 792,970$ -$ Funding Source(s)
Measure SST Fund - - - - - 792,970 - Total Expenditures -$ -$ -$ -$ -$ 792,970$ -$ Torrance Police Department
3300 Civic Center Dr N, Torrance, CA 90503 | District 3 Torrance Police Department
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Communications Center Upgrade - - - - - 500,000 - Police Department Alcove Battery Relocation - - 75,000 - - - - Police Department Core Key Lock - - 75,000 - - - - Renovate Department Facilities 158,294 62,401 - - - 539,210 713,870 Replacement of HVAC Condenser 41,500 - - - - - - Uninterrupted Power Supply Replacement 245,000 - - - - - - Total Expenditures 444,794$ 62,401$ 150,000$ -$ -$ 1,039,210$ 713,870$ Funding Source(s)
DIF - Police 245,000 - - - - - - Measure SST Fund 199,794 62,401 150,000 - - 1,039,210 713,870 Total Expenditures 444,794$ 62,401$ 150,000$ -$ -$ 1,039,210$ 713,870$ 193
182
IT Infrastructure
The following section summarizes the planned
capital investments in the physical infrastructure
and major architecture needed to support the
City’s communication and information systems
.
The City is planning to invest $ 2.6 million over the
next five years in order to
maintain and
modernize
citywide IT infrastructure
and
ensure our
community can continue to benefit from the
valuable services that they provide.
Individual Project Details
Project Title
Project
ID
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Torrance Cultural Arts Center FAC0009 - - - - - 145,000 - Torrance Police Department FAC0016 170,000 170,000 1,281,000 300,000 300,000 300,000 300,000 Total Expenditures 170,000$ 170,000$ 1,281,000$ 300,000$ 300,000$ 445,000$ 300,000$ Torrance Cultural Arts Center
3330 Civic Center Dr, Torrance, CA 90503 | District 3
Torrance Cultural Arts Center
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Garden Room Audio Visual - - - - - 35,000 - Ken Miller Auditorium and Assembly Room
Audio Visual - - - - - 110, 000 - Total Expenditures -$ -$ -$ -$ -$ 145,000$ -$ Funding Source(s)
General Fund - - - - - 110,000 - Measure SST Fund - - - - - 35,000 - Total Expenditures -$ -$ -$ -$ -$ 145,000$ -$ Torrance Police Department
3300 Civic Center Dr N, Torrance, CA 90503 | District 3 Torrance Police Department
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
CBRS & Citywide Camera Infrastructure 170,000 170,000 1,281,000 300,000 300,000 300,000 300,000 Total Expenditures 170,000$ 170,000$ 1,281,000$ 300,000$ 300,000$ 300,000$ 300,000$ Funding Source(s)
DIF - Police 170,000 170,000 (170,000) - - - - GRANT - - 1,031,000 - - - - Measure SST Fund - - 420,000 300,000 300,000 300,000 300,000 Total Expenditures 170,000$ 170,000$ 1,281,000$ 300,000$ 300,000$ 300,000$ 300,000$ 194
183
Public Right of Way (Streets)
This section summarizes the planned capital
investment in the public right of way areas such as
streets and sidewalks, in the City. The City is
planning to invest $
134.5
million over the next
f
ive
years in order to maintain and improve the safety
and accessibility of our streets for all users.
Individual Project Details
Project Title
Project
ID
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Bu
dget
FY 2027-28
Projected
Bu
dget
FY 2028-29
Projected
Bu
dget
FY 2029-30
Projected
Bu
dget
FY 2030-31
Projected
Bu
dget
Anza/Vista Montana/PCH Intersection
Improvements T 154 2,900,000 422,178 - - - - - Arterial Street Pavement Sealing Program I 139 17, 473,720 7,822,389 3,700,000 3,975,000 3,380,000 3,975,000 3,975,000 Beach Cities Green Streets Project S 194 8, 931,315 233,786 - - - - - Bridge Preventative Maintenance Program I 124 129, 628 129,628 - - - - - Cabrillo Ave Redesign I 198 1, 515,640 4,642 - - - - - Citywide Sidewalk Repair Program I 152 450, 000 205,000 3,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Citywide Traffic Engineering and Improvements T 190 2, 113,020 717,451 400,000 400,000 400,000 400,000 400,000 Citywide Traffic Signal Improvements T 171 1, 865,221 644,606 3,446,798 957,267 250,000 250,000 250,000 COT Fiber Network and Traffic Signal
Optimization T 195 1,966,162 603,653 200,000 44,650,000 - - - Crenshaw Blvd & PCH Intersection Improvements-
Phase 1 T 143 878,083 686,957 - - - - - Crenshaw Blvd Intersection Imprv & 208th St
Extension T 157 5,824,137 138,193 - - - - - FY2018-21 Residential St Rehabilitation Program I 169 307, 832 199,207 (199,207) - - - - Hawthorne Blvd Rehab (PCH to South City Limit) T 045 286, 227 286,227 - - - - - Hawthorne Blvd Right-Turn Lanes at Lomita Blvd
& 182nd St T 196 1,100,000 859,343 200,000 - - - - I-405 AT 182nd St/Crenshaw Blvd operational
improvements T 155 5,132,293 3,207,278 - - - - - Intersection Improvements-Pacific Coast
Hwy/Hawthorne Blvd T 131 1,856,022 61,736 - - - - - Prairie Avenue Bridge Rehabilitations I 148 3, 749,950 3,524,030 - - - - - Residential Slurry Seal Program I 159 27, 937,309 15,689,326 7,582,232 7,400,000 7,600,000 7,400,000 7,400,000 Sepulveda Soundwall Repair I 197 100, 000 100,000 - - - - - Sidewalk Improvements for Disabled Accessibility I 135 5, 108,985 551,034 1,168,237 1,239,333 1,239,333 1,239,333 1,239,333 Torrance School Safety and Accessibility Program I 188 22, 879,295 17,951,242 900,000 8,100,000 - - - Transportation Management System
Improvements T 189 39,000 - - - - - - Transportation Open Space Corridor Multi-Use
Trail I 194 650,000 650,000 - - - - - Total Expenditures 113,193,840$ 54,687,908$ 20,398,060$ 68,721,600$ 14,869,333$ 15,264,333$ 15,264,333$ Anza/Vista Montana/PCH Intersection Improvements
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Measure R Grant 2,900,000 422,178 - - - - - Total Expenditures 2,900,000$ 422,178$ -$ -$ -$ -$ -$ 195
184
Arterial Street Pavement Sealing Program
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Airport Capital Project Fund 46,000 - - - - - - Gas Tax 1,069,000 - - - - - - Measure R Local Return 6,085,960 2,886,117 800,000 1,075,000 480,000 1,075,000 1,075,000 Prop C Local Return 9,682,082 4,936,272 2,900,000 2,900,000 2,900,000 2,900,000 2,900,000 SB1 590,678 - - - - - - Total Expenditures 17,473,720$ 7,822,389$ 3,700,000$ 3,975,000$ 3,380,000$ 3,975,000$ 3,975,000$ Beach Cities Green Streets Project
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
General Fund 144,124 50,972 - - - - - Measure W 583,757 - - - - - - Measure W Grant 5,366,953 - - - - - - Other Grants 2,790,151 180,000 - - - - - Sewer Capital Project Fund 46,330 2,814 - - - - - Total Expenditures 8,931,315$ 233,786$ -$ -$ -$ -$ -$ Bridge Preventative Maintenance Program
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 129,628 129,628 - - - - - Total Expenditures 129,628$ 129,628$ -$ -$ -$ -$ -$ Cabrillo Ave Redesign
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
General Fund 200,000 4,428 - - - - - Other Grants 718,528 215 - - - - - SB1 597,112 - - - - - - Total Expenditures 1,515,640$ 4,642$ -$ -$ -$ -$ -$ Citywide Sidewalk Repair Program
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
General Fund - - 3,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Measure R Local Return 450,000 205,000 - - - - - Total Expenditures 450,000$ 205,000$ 3,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 196
185
Citywide Traffic Engineering and Improvements
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 663,020 413,020 400,000 400,000 400,000 400,000 400,000 Measure M Local Return 1,450,000 304,430 - - - - - Total Expenditures 2,113,020$ 717,451$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ Citywide Traffic Signal Improvements
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 379,702 137,665 250,000 250,000 250,000 250,000 250,000 General Fund 10,000 10,000 - - - - - Measure R Local Return 186,455 165,020 62,500 62,500 - - - Other Grants 726,330 4,175 2,884,298 394,767 - - - Prop C Local Return 562,733 327,745 250,000 250,000 - - - Total Expenditures 1,865,221$ 644,606$ 3,446,798$ 957,267$ 250,000$ 250,000$ 250,000$ COT Fiber Network and Traffic Signal Optimization
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
DIF - Transportation 599,495 334,332 - - - - - Measure M Grant 1,050,000 52,661 - 44,450,000 - - - Measure M Local Return 316,667 216,661 200,000 200,000 - - - Total Expenditures 1,966,162$ 603,653$ 200,000$ 44,650,000$ -$ -$ -$ Crenshaw Blvd & PCH Intersection Improvements-Phase 1
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
DIF - Transportation 578,000 578,000 - - - - - Measure R Grant 300,083 108,957 - - - - - Total Expenditures 878,083$ 686,957$ -$ -$ -$ -$ -$ Crenshaw Blvd Intersection Imprv & 208th St Extension
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 830,265 85,456 - - - - - Measure M Grant 609,000 22,055 - - - - - Measure R Grant 3,300,000 845 - - - - - Other Grants 1,084,872 29,837 - - - - - Total Expenditures 5,824,137$ 138,193$ -$ -$ -$ -$ -$ 197
186
FY2018-21 Residential St Rehabilitation Program
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Measure R Local Return 307,832 199,207 ( 199,207) - - - - Total Expenditures 307,832$ 199,207$ ( 199,207)$ -$ -$ -$ -$ Hawthorne Blvd Rehab (PCH to South City Limit)
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 278,327 278,327 - - - - - General Fund 7,900 7,900 - - - - - Total Expenditures 286,227$ 286,227$ -$ -$ -$ -$ -$ Hawthorne Blvd Right-Turn Lanes at Lomita Blvd & 182nd St Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Measure M Grant 1,000,000 759,343 - - - - - Measure M Local Return 100,000 100,000 200,000 - - - - Total Expenditures 1,100,000$ 859,343$ 200,000$ -$ -$ -$ -$ I-405 AT 182nd St/Crenshaw Blvd Operational Improvements Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Measure R Grant 5,132,293 3,207,278 - - - - - Total Expenditures 5,132,293$ 3,207,278$ -$ -$ -$ -$ -$ Intersection Improvements-Pacific Coast Hwy/Hawthorne Blvd Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Measure R Grant 1,856,022 61,736 - - - - - Total Expenditures 1,856,022$ 61,736$ -$ -$ -$ -$ -$ Prairie Avenue Bridge Rehabilitations
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 332,410 123,948 - - - - - Other Grants 17,540 82 - - - - - Prop C Local Return 3,400,000 3,400,000 - - - - - Total Expenditures 3,749,950$ 3,524,030$ -$ -$ -$ -$ -$ 198
187
Residential Slurry Seal Program
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 4,535,000 985,000 600,000 100,000 100,000 100,000 100,000 General Fund 627,627 335,706 300,000 300,000 300,000 300,000 300,000 Measure M Local Return 4,211,712 2,906,654 1,300,000 1,900,000 2,100,000 1,900,000 1,900,000 Measure R Local Return 3,020,000 3,020,000 1,782,232 1,500,000 1,500,000 1,500,000 1,500,000 SB1 15,542,970 8,441,966 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 Total Expenditures 27,937,309$ 15,689,326$ 7,582,232$ 7,400,000$ 7,600,000$ 7,400,000$ 7,400,000$ Sepulveda Soundwall Repair
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Gas Tax 100,000 100,000 - - - - - Total Expenditures 100,000$ 100,000$ -$ -$ -$ -$ -$ Sidewalk Improvements for Disabled Accessibility
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
CDBG Fund 1,624,768 409,615 683, 333 683,333 683,333 683,333 683,333 Donations 1,500 - - - - - - Measure M Local Return 3,150,000 62,199 450, 000 450,000 450,000 450,000 450,000 Other Grants 123 123 - - - - - Prop A Local Return 263 263 ( 263) - - - - SB1 78,833 78,833 ( 78,833) - - - - TDA Article 3 Bicycle Fund 253,498 - 114, 000 106,000 106,000 106,000 106,000 Total Expenditures 5,108,985$ 551,034$ 1, 168,237$ 1,239,333$ 1,239,333$ 1,239,333$ 1,239,333$ Torrance School Safety and Accessibility Program
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Measure M Grant 17,337,375 13,235,361 - 8,100,000 - - - Measure M Local Return 5,541,920 4,715,881 900,000 - - - - Total Expenditures 22,879,295$ 17,951,242$ 900,000$ 8,100,000$ -$ -$ -$ Transportation Open Space Corridor Multi-Use Trail
Funding Source(s)
Life-to-Date
Budget
Life-To-Date
Balance
FY 2026-27
Proposed
Budget
FY 2027-28
Projected
Budget
FY 2028-29
Projected
Budget
FY 2029-30
Projected
Budget
FY 2030-31
Projected
Budget
Other Grants 650,000 650,000 - - - - - Total Expenditures 650,000$ 650,000$ -$ -$ -$ -$ -$ 199