West Coast Arborists, Inc.
Sixth Amendment
2. Section 4.2 of the Agreement shall be deleted in its entirety and replaced as follows:
4.2 Notice of Termination. City may terminate the Agreement at any time by providing written notice to Contractor. In the event of such termination, Contractor shall immediately stop rendering services under this Agreement unless directed otherwise by the City. Contractor may terminate this Agreement by giving at least thirty (30) days’ written notice to the City.
3. All terms not defined herein shall have the same meaning and use as set forth in the Agreement.
4. Except as expressly amended by this Sixth Amendment, all other terms, conditions and provisions of the Agreement, as amended by the First Amendment, the Second Amendment, the Third Amendment, the Fourth Amendment, and the Fifth Amendment, shall remain unchanged and are in full force and effect. From and after the date of this Sixth Amendment, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement, as amended by the First Amendment, the Second Amendment, the Third Amendment, the Fourth Amendment, the Fifth Amendment and this Sixth Amendment. The Agreement, together with the First Amendment, the Second Amendment, the Third Amendment, the Fourth Amendment, the Fifth Amendment, and this Sixth Amendment, contains the entire agreement between the City and Contractor and supersedes all prior negotiations, understandings or agreements.
5. This Amendment may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one agreement. Delivery of an executed counterpart of this Amendment by a .pdf data file or other scanned executed counterpart by email shall be equally as effective as delivery of a manually executed counterpart of this Amendment.
Each duplicate and counterpart shall be equally admissible in evidence, and each shall fully bind each party who has executed it. The parties waive all right to challenge the admissibility or authenticity of this Amendment in a court of law based solely on the absence of an original signature.
6. The persons executing this Amendment on behalf of the parties hereto warrant that they are duly authorized to execute this Amendment on behalf of said parties and that by doing so, the parties hereto are formally bound to the provisions of this Amendment.
[SIGNATURE PAGE FOLLOWS.]
West Coast Arborists, Inc.
Sixth Amendment
IN WITNESS WHEREOF, City and Contractor have executed this Amendment as of the date set forth above.
CITY OF WEST COVINA CONTRACTOR
___________________________ ___________________________ Milan Mrakich Patrick Mahoney
Acting City Manager President
ATTEST: ___________________________
Richard Mahoney
Vice President/Secretary
___________________________
Lisa Sherrick
Assistant City Clerk
APPROVED AS TO FORM:
___________________________
Thomas P. Duarte
City Attorney
APPROVED AS TO INSURANCE:
___________________________
Maria-Luisa Olea
Risk Management
AGENDA ITEM NO. 11
AGENDA STAFF REPORT
City of West Covina | Office of the City Manager
DATE: June 17, 2025
TO: Mayor and City Council
FROM: Milan Mrakich, Acting City Manager
SUBJECT: REPORT ON JOB VACANCIES AND RECRUITMENT AND RETENTION EFFORTS PURSUANT TO ASSEMBLY BILL 2561
RECOMMENDATION:
It is recommended that the City Council receive and file this report.
BACKGROUND:
Effective January 1, 2025, Assembly Bill (AB) 2561 modified the Meyers-Milias-Brown Act (“MMBA”) to update California Government Code section 3502.3 (“Section 3502.3”). This modification introduced new requirements for public agencies to annually report vacant positions, recruitment, and retention efforts. Section 3502.3 requires the City to present the status of vacancies and recruitment and retention efforts during a public hearing before the City Council at least once per fiscal year. The presentation must be done prior to the adoption of the City’s final budget.
Section 3502.3 also requires the City to identify any necessary changes to policies, procedures and recruitment activities that may lead to obstacles in the hiring process during the hearing and allow bargaining units to make a presentation at the hearing. If vacancies within a single bargaining unit meet or exceed 20% of authorized full-time positions in that bargaining unit, the City must provide additional information regarding vacancies and recruitments upon request of that bargaining unit.
In adopting AB 2561, the Legislature expressly found and declared that: (a) vacancies in local government are a widespread and significant problem for the public sector affecting occupations across wage levels and educational requirements; (b) high job vacancies impact public service delivery and the workers who are forced to handle heavier workloads, with understaffing leading to burnout and increased turnover that further exacerbate staffing challenges; and (c) there is a statewide interest in ensuring that public agency operations are appropriately staffed and that high vacancy rates do not undermine public employee labor relations.
DISCUSSION:
In Fiscal Year 2024-25, the City of West Covina is authorized for 316 full-time employees (excludes Council Members), and one is currently frozen for Public Safety Dispatcher. The City’s overall vacancy rate as of June 2, 2025 is currently 10.79%. The vacancy rate for each bargaining group is summarized below:
FT
Bargaining Group
FT
Employees
Budgeted
VacanciesVacancy
Rate
CONFIDENTIAL 25 1 4.00%
DEPARTMENT HEADS 9 5 55.56%
FIREFIGHTERS 66 4 6.06%
FIRE MANAGEMENT 3 0 0.00%
GENERAL 22 6 27.27%
MAINTENANCE & CRAFTS 34 2 5.88%
MID-MANAGEMENT 27 5 18.52%
NON-SWORN SAFETY SUPPORT 33 6 18.18%
POLICE MANAGEMENT 8 0 0.00%
POLICE OFFICERS 88 5 5.68%
Total 315 34 10.79%
City vacancies arise due to various factors, including retirements, internal promotions, resignations, and terminations. From June 6, 2024 to May 20, 2025, the City filled 15 full-time positions. During this same time frame, 28 full-time employees separated from the City. Employee retention remains a key priority, with the City seeking better ways of recruitment and retention of high-quality employees as a strategic goal.
The General Bargaining Unit (BU) has a vacancy rate over 20%. There are 22 budgeted positions in the General BU due to 6 vacancies in the Public Safety, Fire, Public Works and Police Departments as of June 2, 2025.
Bargaining
Group FT Employees Budgeted VacanciesDepartment 6/10/25 Update GENERAL CODE ENFORCEMENT OFFICER 1 Public SafetyVacancy has been filled GENERAL FIRE PROTECTION SPECIALIST 1 Fire Remains Vacant GENERAL FLEET SERVICES COORDINATOR 1 Public WorksRemains Vacant GENERAL POLICE OFFICER RECRUIT 3 Police Vacancies have been filled Total 6
As of June 10, 2025, four out of the six vacancies have been filled. The vacancy rate would drop down to 9% for the General BU with the update.
The Department Head Group also has a vacancy rate over 20%. Department Heads are unrepresented and City Management is in the process of hiring the following vacancies.
Bargaining
Group FT Employees Budgeted Vacancies Department 6/10/25 Update DEPT HEADCITY MANAGER 1 City Manager Occupied with Acting position DEPT HEADFINANCE DIRECTOR 1 Finance Occupied with Acting position DEPT HEADFIRE CHIEF 1 Fire Occupied with Acting position DEPT HEADHUMAN RESOURCES DIRECTOR 1 Human ResourcesOccupied with Acting position DEPT HEADPUBLIC WORKS DIRECTOR 1 Public Works Underfilled with Deputy Total 5
The City is working to fill these positions. Positions are pending review of applicants and City Manager is working with Human Resources to get permanent directors in place by July 2025 for Finance and Human Resources Directors. The Fire Chief and Public Works Director are under review. The Council is also working towards appointing a City Manager once recruitment is initiated.
Despite ongoing efforts, maintaining a competitive compensation package remains challenging as other agencies continually update salaries and benefits. To address this, the City is committed to negotiating agreements with bargaining groups to provide competitive pay increases and enhanced benefits. Additionally, market studies play a crucial role in ensuring compensation remains attractive for top talent.
Over the past year, the City has implemented several initiatives to strengthen recruitment and retention, including:
Negotiating agreements with the West Covina Police Officers' Association (WCPOA) and the West Covina City Employees Association (WCCEA), incorporating competitive wage increases.
Offering hiring incentives for Police Officers.
Developing an internship program to create a talent pipeline and cultivate local candidates.
Exploring new advertising methods and platforms to enhance recruitment initiatives.
Boosting social media presence to attract and engage prospective employees.
Enhancing the City's branding as an employer of choice, reinforcing its reputation as a desirable workplace.
These initiatives reflect the City's dedication to attracting and retaining top-tier employees while navigating the challenges of an evolving job market. The City continues to monitor vacancies and assess strategies to assist in recruiting and retaining high quality employees.
LEGAL REVIEW:
The City Attorney's Office has reviewed this staff report.
OPTIONS:
The City Council has the following options:
1. Receive and file this report; or
2. Provide alternative direction to staff on the Fiscal Year 2025-26 Proposed FTE budgeted positions through June 30, 2025.
Prepared by: Maria-Luisa Olea, Assistant Finance Director Additional Approval: Roxanne E. Lerma, Assistant City Manager Fiscal Impact
FISCAL IMPACT:
This is an administrative item, no fiscal impact.
Attachments
Attachment No. 1 - AB 2561 Public Hearing Presentation
CITY COUNCIL GOALS & OBJECTIVES: Achieve Fiscal Sustainability and Financial Stability AB2561: Public
Hearing on Job
Vacancies &
Recruitment and
Retention Efforts
COUNCIL MEETING 6/17/2025
Attachment No. 1
Background
2 Governor Newsom signed AB
2561 into law to amend the
Meyers-Milias-Brown Act
September 22, 2024
Adoption of AB2561- Adds Section
3502.3 to the Government Code to
apply to all public agencies
January 1, 2025
Public Hearing Report to City
Council
June 17, 2025
Requirement to maintain vacancy
reports
Annual
Adopted FYE 2010
Adopted FYE 2011Adopted FYE 2012Adopted FYE 2013Adopted FYE 2014Adopted FYE 2015Adopted FYE 2016Adopted FYE 2017Adopted FYE 2018Adopted FYE 2019Adopted FYE 2020Adopted FYE 2021Adopted FYE 2022Adopted FYE 2023Adopted FYE 2024Adopted FYE 2025 Proposed FYE 2026
450
400
350
300
250
200
150
100
50 0
415
388
371
339 330
345 351 353 346
318
300 292
314 316 316 316 316
Full-Time Employees
Citywide Staffing Levels
3 Requirements
§ Presentation at a public hearing at least once per fiscal year prior to adopting an annual budget.
§ Required information for presentation:
1. “Status” of vacancies
2. “Recruitment and retention efforts”
3. Identify any necessary changes to polices, procedures, and recruitment activities that “may lead to obstacles in the hiring process”.
§ Must allow the recognized employee organization for a bargaining unit to make a presentation at the hearing.
4 Recruitment Process
5 Each department requests
their recruitment and
coordinates with Finance for
budgeted FTE.
All job descriptions are
reviewed and updated as
needed prior to opening a
position.
Once the job description is
finalized, the position is
posted and published to all
major job boards.
We use an online application
tracking system to ensure all
candidates are systematically
reviewed.
HR pre-screens all candidates
and works with the hiring
manager to create a
screening and interview plan
that best suits the position.
After candidates are
interviewed, the hiring
manager selects a candidate,
an offer is created and signed
by the Finance Director.
Vacancies - Overall
§ For FY 2024-25, the City authorized 316 full-time employees. § Fiscal Year 2025-26 Budget proposes 316 full-time employees with reclassifications.
§ The City’s overall vacancy rate as of June 2, 2025 is 10.79%. § There are 34 vacancies citywide as of June 2, 2025
6 Vacancies by
Bargaining
Group
7 Bargaining Group over 20% Vacancy Rate
8 CITY
MANAGER’S
OFFICE
VACANCIES
The City Manager is filled at
an Acting capacity
The Economic
Development/Housing
Manager is filled at an Acting
capacity
9 City Manager vacancy occurred May 2025. The Econ Dev/Housing Manager vacancy occurred December 2024.
Recruitment is pending review prior to opening recruitment for the above positions
FINANCE &
HUMAN
RESOURCES
Finance Department - 2
vacancies.
The Finance Director is filled
at an Acting capacity.
Human Resources
Director- This is a new
position reprogrammed in
FY 2024-25
10 Recruitment is currently in the candidate review & interview stage. (Vacant since February 2025)
Recruitment is pending final decision for ideal Finance Director. (Vacant since February 2025.
Accountant I is pending review prior to opening recruitment for Accountant. (Vacant since January 2025)
FIRE
DEPARTMENT
Fire Chief is filled at an Acting
capacity.
There are 2 part-time Fire
Protection Specialists filling the
FT position while recruitment
is underway.
Management Analyst is
proposed to be reclassed to a
Deputy Fire Marshal in FY
2025-26, at which time
recruitment will commence
upon approval.
11 Recruitment is pending review prior to opening recruitment for the Fire Chief.
Vacancy since November 2024.
Fire Engineer recently resigned in April 2025. The Department is preparing the Request for Recruitment from Finance to initiate the process.
Recruitment is pending for the Fire Protection Specialist and Firefighter/Paramedic.
Recruitment has been difficult for positions.
Management Analyst I recruitment is on hold until the FY 2025-26 Budget is approved. Proposed to reclass to Deputy Fire Marshal.
POLICE
DEPARTMENT
Recruitment in Police has
proven difficult however
there is constant
recruitment for officers,
jailer and public safety
dispatchers.
12 There was a retirement December 2024 for the Communications Manager and there is active recruitment with position.
Jailer positions have put in recent resignations. Police is working on recruitment strategies.
Police Officer and Recruits have vacancies of 8, however there have been six new officers and recruits that started June 9th. The additional vacancies are also posted as job opportunities.
Police Records Specialist I is in active recruitment online due to internal promotions.
Public Safety Dispatcher position has 3 vacancies. There is active recruitment to fill these positions. One is being filled by a retired annuitant.
PUBLIC
WORKS
Public Works Director is
currently underfilled with a
part-time Deputy Director.
Recruitment is very difficult
to fill with qualified
candidates.
13 Recruitment is pending review prior to opening recruitment for the above positions Recruitment & Retention
Challenges & Efforts
Challenges ◦ Maintaining competitive compensation package for all bargaining groups ◦ Not offering remote or hybrid positions as a general policy Retention Efforts ◦ Opportunity for annual merit increase ◦ We promote a positive workplace culture with activities like quarterly teambuilding events, potlucks, monthly birthday celebrations, & recognition of other life events.
◦ Developing an internship program and partnering with local educational institutions
◦ Enhancing employee’s onboarding experience ◦ Encouraging professional development ◦ Exploring new advertising methods and enhancing social media presence ◦ Continuing to enhance City’s branding as an employer of choice 14 AGENDA ITEM NO. 12
AGENDA STAFF REPORT
City of West Covina | Office of the City Manager
DATE: June 17, 2025
TO: Mayor and City Council
FROM: Milan Mrakich, Acting City Manager
SUBJECT: PRESENTATION ON THE WEST COVINA HEALTH DEPARTMENT RECOMMENDATION:
It is reccommended that the City Council receive and file the presentation.
BACKGROUND:
At the June 3, 2025, City Council meeting, Mayor Wu requested an update on the West Covina Health Department.
DISCUSSION:
Attached is the presentation.
LEGAL REVIEW:
There was no legal review.
OPTIONS:
Receive and file.
Prepared by: Lisa Sherrick, Assistant City Clerk
Attachments
Attachment No. 1 - Presentation on the West Covina Health Department CITY COUNCIL GOALS & OBJECTIVES: A Well-Planned Community Enhance City Image and Effectiveness
CITY COUNCIL MEETING
JUNE 17, 2025
HEALTH DEPARTMENT/WEST COVINA HEALTH
West Covina Health
West Covina Health Department Application
Updates
ATTACHMENT NO. 1
CALIFORNIA DEPARTMENT OF PUBLIC HEALTH (CDPH) UPDATES
New Local Health Department Application
(DPH-21-009) approved by CDPH and the State.
Released on May 23rd, 2025, for public comment.
Public hearing is scheduled on July 10, 2025.
First in the Nation.
PRIMARY PURPOSE OF THE REGULATION UPDATES
To protect the Health and Safety of the people of California. To Save Lives.
To ensure allocation of State Public Health Funding to LHDs that meet the minimum standards and qualification for a modern health department.
Set forth the step-by-step process new LHDs must follow to establish their eligibility for state aid.
To update and modernize elements of existing public health regulations by eliminating outdated requirements and language.
OBJECTIVES (GOALS) OF THE REGULATION UPDATES
Update current regulations to reflect modern industry standard. Eliminate regulations that no longer apply to modern practice for local health administration.
Create a process to establish eligibility for qualifying cities to apply for state aid for LHDs.
Uphold the CDPH’s responsibility to protect the health and safety of California by ensuring the creation of LHDs capable of meeting modern public health standards and accreditation.
Incorporate by reference elements of the Public Health Accreditation Board (PHAB) “Standards & Measures for Initial Accreditation. Version 2022.”
CDPH FUNDING AVAILABLE
Initial12 months temporary funding for state aid for new LHDs.
City can apply for permanent funding at the end of 24 months.
FINALIZING THE APPLICATION
Mission and Vision Statement
Community Health Assessment (in progress)
Community Health Improvement Plan
Public Health Emergency Operations Plan (EOP) (done)
LHD written policy and procedure manual
LHD human resources manual
Budget
Community support report
Detail organizational information report
Long term strategic plan
Workforce development plan
Feasibility study report
Site Visit
Thank you
&
Questions
CITY COUNCIL MEETING
JUNE 17, 2025
HEALTH DEPARTMENT/WEST COVINA HEALTH
West Covina Health
West Covina Health Department Application
Updates
AGENDA ITEM NO. 13
AGENDA STAFF REPORT
City of West Covina | Office of the City Manager
DATE: June 17, 2025
TO: Mayor and City Council
FROM: Milan Mrakich, Acting City Manager
SUBJECT: CONSIDERATION OF FISCAL YEAR 2025-26 OPERATING AND CAPITAL IMPROVEMENT
PROGRAM BUDGET
RECOMMENDATION:
It is recommended that City Council approve the Fiscal Year 2025-26 Operating and Capital Improvement Plan Budget by adopting the following resolution:
RESOLUTION NO. 2025-40 – A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST COVINA,
CALIFORNIA, ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT PLAN BUDGET FOR THE
CITY OF WEST COVINA, WEST COVINA PUBLIC FINANCING AUTHORITY, WEST COVINA HOUSING
AUTHORITY, AND THE SUCCESSOR AGENCY TO THE FORMER WEST COVINA REDEVELOPMENT AGENCY FOR FISCAL YEAR 2025-26
BACKGROUND:
The budget sets forth a strategic resource allocation plan and serves as a policy document, financial plan, operations guide, and communication device all in one. Through the budget document, the City demonstrates its accountability to its residents, customers, and community. This year's budget process began with a budget survey that was made available to the public from December 2024 to May 2025. As part of the budget process, staff updates the Long Range Financial Forecast. Staff presented the proposed Long Range Financial Forecast for the fiscal years ending 2026-2030 to the City Council on May 20, 2025. Pursuant to the Council's direction, the Long Range Financial Forecast will be revised and brought forward in July 2025.
Staff held Community Budget Workshops on May 29, 2025, June 2, 2025 and June 13, 2025. Community input included concerns regarding the initiation of the Health Department (there was strong input to not initiate a Health Department), Sportsplex operations (objections to continuing to operate the Sportsplex), questions about the number of special events and allotted budget, controls over Police and Fire overtime to keep within budget, street sweeping concerns, rising pension costs and vocalizing issues with budget amendments occurring throughout the year that creates a General Fund deficit.
The FY 2025-2026 Proposed Budget is available online:
https://www.westcovina.org/departments/finance/budget-finance-reports/annual-budget DISCUSSION:
Staff recommends that the Council approve the Fiscal Year 2025-26 Operating and Capital Improvement Program Budget by adopting the proposed resolution. The attached resolution will appropriate funds to allow for expenditures in FY 2025-26 and includes the schedule of authorized full-time positions.
The Finance Department presented the proposed FY 2025-26 Budget to the Council at the June 3, 2025 Council meeting. Citywide Expenditures totaled $156.2M. However, based on Council's direction, the City Hall elevators project was rejected as a project in order to create more of a surplus for the General Fund. This change was incorporated into the Budget attached. Additionally, there was a request to reprogram an Economic Development Coordinator to an Assistant City Manager, similarly to the Adopted Budgeted FTE in Fiscal Year 2023-24. This change added an expenditure of $123,860. Lastly, there was a request to fund five Police Officers and five Police Officer Recruits. This was added to the General Fund as requested; this was possible by defunding other projects in the Capital Improvement Plan Fund (total of $900,000 projects and $500,000 from Capital Improvement Fund reserve) in order to fund the $1.2 Million for staff costs. The General Fund is proposed with a $81,658 surplus.
Additionally, there was an increase of $40,000 for the bus shelter maintenance agreement from Proposition C special revenue funds; this agreement is being presented to the Council at the June 17, 2025 Council meeting.
Summary of Changes from Proposed FY 2025-26 Budget (as presented on June 3, 2025):
Fund No.Fund Name
Proposed
Budget
Expenditures
Net
Transfer
Adjustments
Expenditure
Adjustments
FY 2025-26
Adopted
Expenditures
Description
Changes to Fund
Balance
110 General Fund 96,282,672 (1,400,000) 1,319,110 96,201,782 +1,400,000 Transfer
in from Fund 160 CIP
Fund (defunding 3
proposed projects
and taking from CIP
Reserves)
-123,860 Increase in
Salaries to reprogram
Economic
Development
Coordinator for an
Assistant City
Manager in the City
Manager's Office
-1,195,250 Cost to
Staff five (5)
additional police
officers and five (5)
additional police
officer recruits.
122 Proposition C 2,658,824 40,000 2,698,824
-$40,000 Materials &
Supplies - increase
for
maintenance/cleaning
of bus shelters
160 Capital Improvements 1,086,000 1,400,000 (900,000) 1,586,000 +900,000 removal of
funding for City Hall
elevators FY 2025-26
CIP project
-1,400,000 Transfer
Out funding to
General Fund
($900,000 from
defunding projects &
$500,000 from CIP
Reserve)
197 Measure W Stormwater2,100,000 1,500,000 3,600,000
-$1,500,000 addition
of funding for the
Hillside Mitigation and
Fire Prevention
project
212 Arts in Public Places 200,000 (200,000) -
+200,000 deletion of
26007 City Hall
Improvement Paint
General Fund (110) Expenditures
Increase Fund Balance - Transfer In - From Fund 160 Capital Improvement Plan (CIP) for rejection of City Hall elevators FY 2025-26 CIP project plus other projects to fund the additional police staffing requested.
Decrease Fund Balance - Salaries - Reprogram of Economic Development Coordinator for an Assistant City Manager in the City Manager's Office and additional Police staffing Proposition C (122) Expenditures
Decrease Fund Balance - Materials & Supplies - increase for maintenance/cleaning of bus shelters Capital Improvements (160) Expenditures
Increase Fund Balance - Capital Project - removal of funding of 3 projects below and reducing the reserves by $500,000
Projects Defunding Project $
25019, City Hall Elevators 250,000
26004, Sportsplex Restroom Installation 150,000
26016, Fire Station 3 Roof Replacement 500,000
$ 900,000
Decrease Fund Balance - Transfer Out - To Fund 110 General Fund from Fund 160 fund balance to move to General Fund and reducing the reserves by $500,000
Measure W Stormwater (197) Expenditures
Decrease Fund Balance - Capital Project - addition of funding for the C26XXX "Hillside Mitigation and Fire Prevention Project"
Arts in Public Places (212) Expenditures
Increase Fund Balance - Capital Project - deletion of project to paint City Hall Project 26007.
LEGAL REVIEW:
The City Attorney's Office has reviewed the resolution and approved it as to form.
OPTIONS:
The City Council has the following options:
1.Approve the resolution as proposed; or
2.Provide alternative direction regarding changes to FY 2025-26 Proposed Budget.
Prepared by: Maria-Luisa Olea, Assistant Finance Director Additional Approval: Roxanne E. Lerma, Assistant City Manager Fiscal Impact
FISCAL IMPACT:
Citywide Summary
West Covina’s total projected operating and capital improvement expenditures for the upcoming fiscal year are over $159.3 million (increase of $3.1 million from the Proposed Budget). Revenue for all fund types combined is over $144 million and includes Property Tax, Sales Tax, Revenue from Other Agencies, Charges for Services, Licenses & Permits, Fines & Forfeitures, and Revenue from Other Agencies. Overall, the City-Wide budget is structurally balanced, as recurring revenues ($144M) exceed recurring expenditures ($140M).
General Fund
Total General Fund revenues are projected to be over $96.3 million, a 5.5 percent increase from the FY 2024-25 Adopted Budget. General Fund expenditures for the fiscal year 2025-26 are projected to be over $83.8 million (increase of $1.3 million from Proposed Budget). This is an $7.7 million increase from the FY2024-25 original budget.
Attachments
Attachment No. 1 - Resolution No. 2025-40
CITY COUNCIL GOALS & OBJECTIVES: Protect Public Safety
Achieve Fiscal Sustainability and Financial Stability
Address Homeless Issues
A Creative and Active Community
A Well-Planned Community
Maintain Good Intergovernmental Relations
Expand Economic Development Opportunities
Enhance City Image and Effectiveness
An Accessible Community
ATTACHMENT NO. 1
RESOLUTION NO. 2025-40
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
WEST COVINA, CALIFORNIA, ADOPTING THE
OPERATING AND CAPITAL IMPROVEMENT PLAN
BUDGET FOR THE CITY OF WEST COVINA, WEST
COVINA PUBLIC FINANCING AUTHORITY, WEST
COVINA HOUSING AUTHORITY, AND THE SUCCESSOR
AGENCY TO THE FORMER WEST COVINA
REDEVELOPMENT AGENCY FOR FISCAL YEAR 2025-26
The City Council of the City of West Covina finds and declares as follows:
WHEREAS, at its regular meeting on June 3, 2025, the City Council received and filed the proposed Fiscal Year 2025-26 Operating and Capital Improvement Plan Budget, and scheduled it for consideration at the June 17, 2025 City Council meeting; and WHEREAS, on May 29, 2025, June 2, 2025, and June 12, 2025, the City held Community Budget Workshops regarding the proposed budget and solicited and received input from the public regarding the proposed budget for Fiscal Year 2025-26; and WHEREAS, the City also solicited and received input from the public in the form of an online Budget Survey, which was available to the public from December 2024 through May 2025; and
WHEREAS, the Acting City Manager has presented to the City Council a proposed budget for Fiscal Year 2025-26 in compliance with Section 2-151(m) of the West Covina Municipal Code; and
WHEREAS, the City Council has considered the proposed budget and input from the public and desires to approve and adopt the Fiscal Year 2025-26 Operating and Capital Improvement Plan Budget for the City, West Covina Public Financing Authority, West Covina Housing Authority and Successor Agency to the Former West Covina Redevelopment Agency; and
WHEREAS, the Operating and Capital Improvement Program Budget for the City of West Covina, West Covina Public Financing Authority, West Covina Housing Authority, and Successor Agency to the Former West Covina Redevelopment Agency for Fiscal Year 2025-26 (“Fiscal Year 2025-26 Budget”) is attached hereto as Exhibit A.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF WEST COVINA, CALIFORNIA DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The Fiscal Year 2025-26 Budget, as prepared and submitted by the Acting City Manager and as modified by the City Council, is hereby approved, adopted and appropriated. A copy of said budget is hereby ordered to be filed in the Office of the City Clerk within thirty (30) days and shall be certified by the City Clerk as having been adopted by this resolution.
SECTION 2. The budget for the Successor Agency to the Former West Covina Redevelopment Agency for Fiscal Year 2025-26, as prepared and submitted by the Executive Director and as modified by the Agency Board Members and included in the Fiscal Year 2025-26 Budget, is hereby approved, adopted and appropriated, on the express condition that said budget be published the same as a separate component of the City of West Covina’s budget, and further conditioned on the City of West Covina, its General Fund and all its various other accounting funds are not obligated to finance or fulfill any Successor Agency obligations. A copy of said budget is hereby ordered to be filed in the Office of the City Clerk/Secretary within thirty (30) days and shall be certified by the City Clerk/Secretary as having been adopted by this resolution.
SECTION 3. From the effective date of the Fiscal Year 2025-26 Budget, appropriations may be reallocated from one activity account to another within a fund upon review by the Finance Department and approval of the City Manager or his/her designee, provided there is no change in the scope of service delivery level or increase in the appropriation as approved by the City Council.
SECTION 4. As necessary, appropriations may be made for donations and grants received during the fiscal year up to $60,000 per source or grantor upon review by the Finance Department and approval of the City Manager or his/her designee. Donations and grant awards with matching requirements, or exceeding $60,000 from a single source or grantor, require City Council approval.
SECTION 5. The approved budgets for the Capital Improvement Program remain as authorized appropriations for the individual capital projects until these capital projects are completed. Any unexpended authorized appropriations for each capital project is automatically carried over from fiscal year to fiscal year, until the funds of the individual capital project are expended or the capital project is canceled. Following the completion of the individual capital projects, the unexpended appropriations of each completed capital project shall be canceled and the capital projects funding sources shall be released from their unexpended funding commitment.
SECTION 6. The City Council hereby authorizes and approves the number and classification of employees in the respective functions, departments and/or activities set forth in the Schedule of Full-Time Positions attached hereto as Exhibit B. No increase shall be made in the number of authorized full-time positions without City Council approval. However, the City Manager is authorized to transfer positions within existing position classifications and reorganize departments under the City Manager’s authority, if in the City Manager’s judgment such actions will result in a higher degree of efficiency of overall operations of the City.
SECTION 7. At the close of the 2024-25 Fiscal Year, unexpended encumbered appropriations in the Operating Budget may be carried forward to the 2025-26 Fiscal Year upon review by the Finance Department and approval of the City Manager or his/her designee for the expense of outstanding purchase commitments and programs.
SECTION 8. The City Clerk shall certify to the adoption of this resolution and shall enter the same in the book of original resolutions and it shall become effective immediately.
APPROVED AND ADOPTED on this 17th day of June, 2025.
______________________________
Tony Wu
Mayor
APPROVED AS TO FORM ATTEST
______________________________ ______________________________ Thomas P. Duarte Lisa Sherrick
City Attorney Assistant City Clerk
I, LISA SHERRICK, ASSISTANT CITY CLERK of the City of West Covina, California, do hereby certify that the foregoing Resolution No. 2025-40 was duly adopted by the City Council of the City of West Covina, California, at a regular meeting thereof held on the 17th day of June, 2025, by the following vote of the City Council:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Lisa Sherrick
Assistant City Clerk
EXHIBIT A
City of West Covina,
West Covina Public Financing Authority, West Covina Housing Authority, and Successor Agency to the Former West Covina Redevelopment Agency Fiscal Year 2025-26 Budget
Fund
FY2025-26
Proposed
Budget Adjustments
FY2025-26
Adopted Budget
General Fund Revenues 96,283,440 - 96,283,440
General Fund (Fund# 110)
Expenditures
Administration 2,023,112 123,860 2,146,972
City Clerk 442,507 - 442,507
Community Development 2,843,895 - 2,843,895
Community Services 2,721,240 - 2,721,240
Finance 3,978,207 - 3,978,207
Fire 26,210,482 - 26,210,482
Human Resources 871,100 - 871,100
Police 37,142,735 1,195,250 38,337,985
Public Safety 1,079,633 - 1,079,633
Public Works 5,140,641 - 5,140,641
Expenditures Total 82,453,552 1,319,110 83,772,662 Transfers
Transfers In 155,888 - 155,888
Transfers Out 13,985,008 1,400,000 12,585,008
Transfers Total 13,829,120 1,400,000 12,429,120
Total General Fund 96,282,672 (80,890) 96,201,782 General Fund Net Change in Fund Balance 768 80,890 81,658 Other Funds (Fund# - Name)
117-Equitable Sharing-USDOJ 1,789,707 - 1,789,707
118-Equitable Sharing-Treasury 975,000 - 975,000
119-Air Quality Improvement Trust 191,400 - 191,400
120-Prop A Discretionary 100,000 - 100,000
121-Prop A 3,549,940 - 3,549,940
122-Prop C 2,658,824 40,000 2,698,824
124-Gasoline Tax 2,916,603 - 2,916,603
127-Police Donations 5,859 - 5,859
128-Transportation Development Act 470,000 - 470,000
129-AB 939 59,839 - 59,839
131-Community Dev. Block Grant 357,214 - 357,214
143-LA County Park Bond 23,000 - 23,000
145-Waste Mgt Enforcement Grant 163,196 - 163,196
146-Senior Meals Program 328,270 - 328,270
149-Used Oil Block Grant 16,000 - 16,000
150-Inmate Welfare 1,000 - 1,000
153-Public Safety Augmentation 874,193 - 874,193
155-COPS/SLESF 337,689 - 337,689
160-Capital Projects 1,086,000 500,000 1,586,000*
161-Construction Tax 20,000 - 20,000
162-Information Technology 261,400 - 261,400
164-Police Facilities DIF 226,000 - 226,000
166-Park Facilities DIF 100,000 - 100,000
180-Future Street Improvements 171,400 - 171,400
181-Maintenance District #1 812,018 - 812,018
182-Maintenance District #2 487,480 - 487,480
183-WC CSS CFD 150,980 - 150,980
184-Maintenance District #4 1,902,123 - 1,902,123
186-Maintenance District #6 336,261 - 336,261
187-Maintenance District #7 377,781 - 377,781
188-Citywide Maintenance District 2,376,615 - 2,376,615 189-Sewer Maintenance 2,626,060 - 2,626,060
190-Auto Plaza Improvement District 59,650 - 59,650
191-General Plan Update 1,200,000 - 1,200,000
197-Measure W Stormwater 2,100,000 1,500,000 3,600,000
205-PEG Fund 14,000 - 14,000
207-OTS Grants 12,360 - 12,360
212-Arts in Public Places 200,000 -200,000 -
220-WC Community Svcs Foundation 323,300 - 323,300
224-Measure R 3,458,893 - 3,458,893
233-Taskforce Reg. Autotheft Prev. 237,909 - 237,909
234-Officer Wellness & Mental Health 4,617 - 4,617
235-Measure M 4,902,314 - 4,902,314
237-SB1 - Road Maintenance Rehab 4,875,000 - 4,875,000
242-Sportsplex 1,333,027 - 1,333,027
300-Debt Service - City 15,824,955 - 15,824,955
361-Self Insurance General/Auto Liab 4,812,100 - 4,812,100 363-Self-Insurance Workers' Comp 4,017,800 - 4,017,800
365-Fleet Management 1,565,596 - 1,565,596
367-Vehicle Replacement 200,000 - 200,000
368-Retirement Health Savings Plan 4,100 - 4,100
375-Police Enterprise 416,635 - 416,635
810-Redevelopment Obligation Ret. 1,427,856 - 1,427,856 815-Successor Agency Admin. 94,112 - 94,112
820-Successor Housing Agency 894,940 - 894,940
Fund
FY2025-26
Proposed
Budget Adjustments
FY2025-26
Adopted Budget
853-CFD Debt Service 900 - 900
Total Other Funds 73,731,916 1,840,000 75,571,916
Total Expenditures & Transfers 170,014,588 1,759,110 171,773,698 Fund
FY2025-26
Proposed
Budget Adjustments
FY2025-26
Adopted Budget
*Fund 160 Capital Projects Fund was decreased by removing 3 projects, however that savings was transferred out to the General Fund; additionally, there was $500,000 taken from reserves.
EXHIBIT B
City of West Covina,
West Covina Public Financing Authority, West Covina Housing Authority, and Successor Agency to the Former West Covina Redevelopment Agency Fiscal Year 2025-26 Schedule Of Full-Time Positions
Department/Classification
FY2025-26
Proposed Budget Adjustments
FY2025-26
Adopted Budget
Administration
Assistant City Manager 1 1 2
Assistant to the City Manager 1 - 1
City Manager 1 - 1
Econ Dev Project Coordinator 2 -1 1
Econ Dev/Housing Manager 1 - 1
Exec Assistant to City Manager 1 - 1
Sr Administrative Assistant 1 - 1
Administration Total 8 - 8
City Clerk
Assistant City Clerk 1 - 1
Deputy City Clerk 1 - 1
City Clerk Total 2 - 2
Community Development
Administrative Assistant I 1 - 1
Administrative Assistant II 1 - 1
Deputy Community Development Director 1 - 1
Planning Assistant 1 - 1
Planning Associate 1 - 1
Project Manager 1 - 1
Sr Administrative Assistant 1 - 1
Community Development Total 7 - 7
Community Services
Administrative Assistant I 1 - 1
Community Services Coordinator 5 - 5
Deputy Comm Svs Director 1 - 1
Head Cook 1 - 1
Recreation Services Supervisor 1 - 1
Community Services Total 9 - 9
Finance -
Accounting Technician II 2 - 2
Accountant II 2 - 2
Accounting Manager 1 - 1
Assistant Finance Director 1 - 1
Computer Services Technician 1 - 1
Finance Director 1 - 1
GIS Analyst 1 - 1
Information Tech Analyst I 1 - 1
Information Technology Manager 1 - 1
Payroll Specialist 2 - 2
Purchasing Manager 1 - 1
Sr Administrative Assistant 1 - 1
Finance Total 15 - 15
Fire
Administrative Aide 2 - 2
Assistant Fire Chief 3 - 3
Fire Captain 15 - 15
Fire Chief 1 - 1
Fire Engineer 15 - 15
Fire Protection Specialist 1 - 1
Firefighter 9 - 9
Firefighter/Paramedic 27 - 27
Sr Administrative Assistant 1 - 1
Deputy Fire Marshal 1 - 1
Fire Total 75 - 75
Human Resources -
Human Resources Director 1 - 1
Human Resources Manager 1 - 1
Human Resources Analyst I 1 - 1
Sr Human Resources Technician 1 - 1
Human Resources Total 4 - 4
Police -
Code Enforcement Supervisor 1 - 1
Communications Manager 1 - 1
Communications Supervisor 4 - 4
Community Services Officer 8 - 8
Criminal Justice Res Analyst I 1 - 1
Forensic Specialist Supervisor 1 - 1
Jailer 6 - 6
Lead Jailer 1 - 1
Police Admin Svcs Manager 1 - 1
Police Captain 2 - 2
Police Chief 1 - 1
Police Corporal 17 - 17
Department/Classification
FY2025-26
Proposed Budget Adjustments
FY2025-26
Adopted Budget
Police Lieutenant 6 - 6
Police Officer 58 5 63
Police Officer Recruit 5 5 10
Police Records Manager 1 - 1
Police Records Specialist I 5 - 5
Police Records Specialist II 2 - 2
Police Records Supervisor 1 - 1
Police Sergeant 13 - 13
Public Safety Dispatcher 8 - 8
Sr Administrative Assistant 2 - 2
Sr Communications Operator 4 - 4
Victim Advocate 1 - 1
Police Total 150 - 160
Public Safety
Code Enforcement Director 1 - 1
Code Enforcement Manager 1 - 1
Code Enforcement Officer 4 - 4
Public Safety Total 6 - 6
Public Works
Administrative Assistant II 1 - 1
Building Maint Lead Worker 1 - 1
Electrician I 1 - 1
Electrician II 1 - 1
Equipment Operator 1 - 1
Fleet Services Coordinator 1 - 1
Maintenance Lead Worker 2 - 2
Maintenance Svcs Coordinator 2 - 2
Maintenance Worker II 22 - 22
Maintenance Worker III 4 - 4
Management Analyst I 1 - 1
Public Works Superintendent 1 - 1
Street Maintenance Supervisor 1 - 1
Public Works Director 1 - 1
Public Works Total 40 - 40
Grand Total 316 10 326
Department/Classification
FY2025-26
Proposed Budget Adjustments
FY2025-26
Adopted Budget