Special City Council Mtg.: Fiscal Year 2022-23 Budget Meeting — May 25, 2022

! Today is Wednesday, May 25, 2022.

! It is now 6.30 p.m.

! The City Council of Monterey Park City Council

! The City Council of Monterey Park City Council ! The City Council of Monterey Park City Council !

meeting is called to order. If I could ask you all to please stand for the flag salute.

Please place your right hand over your heart and repeat after me.

I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one one nation, under God, indivisible, with liberty and justice for all.

Thank you. Please be seated. Mr. Thurk, can you do the roll call, please? Thank you. Council Member Yvonne Yu? Here. Council Member Peter Chan? Here. Council Member Hans-Liang? Here. Mayor Henry Lo? Okay.

Thank you. Mayor Lo had contacted us. You may be wondering why the gavel is over here. He called, and he is going to be a little bit late. While we have the meeting scheduled for 630, it's our policy that we start on time. So I will, as you have seen, open the meeting tonight. I will be chairing until our mayor arrives, at which time I will pass the gavel back to him. So do we have any additions, agenda additions, deletions, changes, and adoptions?

No. No, Council Member Leão.

All right. And do we have any public comments, Mr. City Clerk? Yes.

We have one speaker. Robert Gonzalez, WQA representative.

Good evening, Council Members. Mayor Robert Gonzalez from the city of Azusa. And I apologize for coming to your special meeting. I know how budget time can be. And I just want to take this opportunity to formally introduce myself. I am your Water Quality Authority representative. And I've been going around to our other neighboring cities to formally introduce myself as your representative. I also represent the beautiful city of Monterey Park. And I want to extend the offer at any time that we can do any presentations for you to let you know what the Water Quality Authority does We'd be happy to do so so without any further ado I know you guys are busy and this is a busy time for all of us at our Respective city. So I just want to take this time to introduce myself

Thank you. It looks like my calling Peter Chan wants to make some comments Councilmember Chan

Councilmember Robert Thank you for coming to Monterey Park. Welcome to Monterey Park. We know each other for some time but hope you will stay and enjoy the changes around this area. Or if not, next time I'll treat you.

Absolutely appreciate the offer. Okay, thank you for coming. Council Member, thank you.

Thank you very much. Do we have any other speakers, Mr. City Clerk?

That's it.

Okay, noting no speakers, moving on to new business, item number one, fiscal year 2022, 2023 budget. As you know, tonight is a special meeting and we are conducting our budget hearings at this time. So, Mr. City Manager, you can take the floor.

Thank you, Council Member Land, Council Members. Tonight you will hear a presentation from our Director of Management Services, Martha Garcia, regarding the draft budget for physical year 2022-2023. We're scheduled to discuss the draft budget until 11 p.m. or when City Council would like to stop and continue on May 31st at 630 here in the Council Chambers. Staff will answer any questions after each department representative areas. We also have our department heads available to answer any questions. And we have one department head that is on by Zoom because she is at a workshop. That is our Chief Kelly Gordon. All city departments have worked with the finance department to create the draft budget that works towards the goals and strategic programs following city council priorities and policy direction. Our focus remains steadfast on how we continue to offer services to our diverse community while remaining physical responsible, rebounding from the pandemic and economic uncertainties. The March 2020 unemployment rate has reached near-pandemic rates. The issue in today's labor market is the decrease of the U.S. labor force, which has occurred in the last 19 months. The city of Monterey Park is not immune to this very problem. With long-tenured employees, some known as the boomer generation, Retiring seeking employees to fill these positions continue to be difficult as the government employment market is extremely competitive. Balancing resources with service delivery continues to be difficult while the economy is in a recovery mode. property tax for property tax at 42 percent and sales tax at 19 percent percent represents 61 percent over half of the general fund revenue creating additional revenue through development processing fees and infusion of vacant businesses and properties are high priorities of our staff. We must find a financial balance between revenue and expenses while maintaining community services expectations. We will now begin our presentation with Martha Garcia. Martha? Thank you, City Manager, and good evening,

Council members. Tonight we are pleased to be presenting the annual budget workshop presentation

for fiscal year 2023. The overview of the budget and presentation includes the budget background,

the American Rescue Plan Act, ARPA, staffing changes, city financial plan, the general fund

reserves, expenditures, and expenditure reserves, the department presentations, capital, and the capital improvement projects, and then we will conclude the workshop.

The budget provides a roadmap to the city's successful delivery of vital core services

and infrastructure improvements.

A careful and methodical approach was taken in preparing the budget consistent with City Council's practice to exercise fiscal prudence. Department budget requests were scrutinized, considering essential operational needs, and limiting the ongoing demand on the City's finances. This operating budget takes the stance of status quo with escalations only where the cost of service delivery has increased and ARPA funds have been allocated. With that said, the citywide proposed budget for fiscal year 2223 totals $149.2 million, of which $50.5 million is general fund. How we develop the budget. The proposed budget includes $1.7 million from ARPA funds to fund part-time staff for public safety, the library, recreation, and community services.

It also includes $1.6 million in carryover funds.

These are ARPA funds that Council had previously approved for specific projects and are currently underway.

And then another $2.1 million for CIP projects. For a total ARPA funds are $5.4 million.

The budget, we also worked on full-time equivalent positions. The city's recommendation for next fiscal year full-time equivalent positions is 386. This includes the addition of two full-time staff. The city continues to budget the $1 million OPIP trust contribution. The budget includes the use of sales tax revenue bonds, which is also known to us as street bonds, to repair city streets. And the budget also includes an increase to departments for internal service charges that converts into higher revenue to respective internal service funds.

We're going to talk a little bit about ARPA.

Okay.

So today, City Council has approved or appropriated $6.9 million of ARPA funds.

As of May 18th, $1.9 million has been expensed, $2.4 million has been encumbered, and the remaining $1.6 million has been expensed.

I'm not saying this right. I can't see it.

And then we have, sorry, I'm going to start over.

$1.6 million has been appropriated. $1.9 million has been expensed.

$2.4 million has been encumbered. And then what we are carrying over into next year is $1.6 million. And then on top of that, we have $2.1 million that we're bringing to Council today for discussion on CIPs. and that's for a total of $5.4 million for next year's up of ARPA funds.

So the city continues evaluating its organizational structure

for the most efficient core staffing mix. This includes the 386 FTEs with two new full-time staff,

an information system specialist that will serve as the IT expert for the police department

in a full-time position in the Media Production Communications Division

to assist the community media specialist.

The City's 2223 Spending Plan, which funds public safety, community and economic development,

transportation, parks and open space, recreation, library, infrastructure investments, and city facility upgrades

is developed in the most responsive manner toward achieving the goals and strategic programs

following city council's priorities and policy direction.

This year is no exception that our focus clearly remains on how to best offer city services

to our diverse community as we maneuver through these times of economic uncertainty.

The city's final plan is $149.2 million.

That includes 50.5 in general fund. We have 11.8 in retirement, 9.1 in special revenues. ARPA is also under special revenues, but we wanted to show that line item for that, and that's 5.4. And we have grants, 2 million. Refuse, 7.7 million. Sewer, 5.5 million.

Water has quite a bit because when we get to CIPs, you'll see we're investing quite a bit in some of our CIP projects.

So that's $25.9 million.

Internal services is $15.2 million.

Street bonds is $13.7 million. And successor agencies is $2.3 million for a total of $149.2 million.

Council Member Hans, can I ask a question to clarify Martha? Sure, go ahead.

Martha, can you explain a little bit on the internal services?

Because throughout the budget, you have a lot of things in the internal service. So we'd like to...

I have a slide. Okay. In a couple of more. Okay, thank you.

So the citywide proposed expenditures includes, it's 34% of the citywide proposed expenditures is from the general fund, and the next highest one is water at 17%. And if you notice, we have ARPA is 4%. It's supporting our expenditures for next year, and an additional 1% of other grants. and then we have street bonds that are 9% of our budget this coming year.

We're going to talk now about general fund.

The general fund is the main operating fund of the city and pays for the majority of city services.

It is our practice to conversely,

conservatively estimate all revenues included in the budget to avoid over committing to future service expenditures.

So the property tax is an annual levy and is based on the value of land and structures.

Property tax constitutes 42% of the city's own source revenue.

Total assessed value for 2022 of properties is $8.9 billion, up 3%, or $278 million from last year.

Prices for single-family homes have continued to rise in response to Lor inventory and

interest rates.

County. The sale price of a detached single residential home in Monterey Park from January through November of 2021 was $830,000. Furthermore, the largest value change in Monterey Park came from various commercial industrial parcels located in North Atlantic Atlas Avenue and Monterey Pass Road. The parcels increased in value by $36.8 million. Total property tax revenue estimated for next year is $21.5 million.

Sales tax represents the second largest sources of local tax revenue.

The sales tax is imposed of the retail sale of goods.

In fiscal year 21-22, the city received corrected revenue from a misallocation of the Home Depot sales tax in previous fiscal years.

For fiscal year 22-23, the sales tax allocation is corrected and has been completed, and assumptions for the 22-23 include, is expected to be flat, and it includes the sales tax trends and economic drivers. and that and our expectation our anticipation for next year is five 9.5 million and it's similar to this current fiscal year because of we the home depot correction has been completed in this fiscal year the next is the city's utility user rates that are at three percent for residential and 5.5 for commercial users. The tax is applied by the consumption of electric, gas, and telephone

services. The overall utility user rate revenue is projected to increase by 1%, and that's based

on trends and historical data. The transient occupancy tax, also known as TOT, is imposed on rent of hotels and motels in the city. The current hotel rate is 12 percent. This amount of

1.8 million includes tax receipts from the courtyard by Marriott.

Other taxes. The category consists of property transfer tax and franchise tax. The property tax is the real estate transfer tax at a rate of $1.10 per $1,000 of value transferred. Cities and counties share the tax equally. This category also includes franchise tax that is imposed by the city on gas, electric, and cable television

for the privilege of using city streets.

Revenues and other taxes projected to increase by 3 percent. They are based on trends and historical data.

Business licenses revenues are projected to increase slightly in 22-23 as businesses are open back up and new businesses start to emerge.

The city is cautiously optimistic that revenues will begin to increase in this category.

Next one is charge for services. Charged for services, this category includes charges for fee-supported city services.

As we begin to recover from the pandemic, city services are returning to pre-pandemic levels. Thus, revenues in this category are expected to increase to pre-pandemic amounts.

Other revenue, this category includes investment earnings, rents, fines, and miscellaneous revenue accounts.

The city's overall investment return is expected to increase in 2022-23 as interest rates begin to rise.

The city is optimistic that other revenues will increase by 2% in the new fiscal year.

Total estimated revenue for fiscal year 2022-23 is $50.6 million.

Now we'll talk about general fund, internal service fund expenditures.

Internal service funds are established to account for any activity that provides goods or services to another fund or departments.

Internal service funds attain greater economy efficiency and effectiveness in acquisition and distribution of common goods and services used by other departments, and it facilitates the equitable sharing of costs among departments served. An internal service fund sets its rates to cover the full cost of providing a particular service. Departments have internal service fund costs built into their operating budget.

on a monthly basis finance journals, internal service fund billings to each department.

These billings then convert into revenue to the respective funds. These funds include technology, shop, workers' compensation, general liability, separation benefits, OPEB, and retirement.

In fiscal year 22-23, the general fund has budgeted $10.3 million to pay for services and goods from other funds or departments.

The police department has allocated the highest increase in costs at $920,000 versus city council has a decrease of $1,490. This has to do with the number of staff, the salary. all of these internal service funds are based on different criteria depending on what the fund is for.

Does that answer your question? Mr. Kemp?

No, but maybe some other time I want to clarify with you. Okay. On that because it's all throughout the budget you have internal service funds. But I need to understand more.

okay yeah can you just uh i mean just for me as well just give me an example of an item that would

be on a city council internal service fund technology for example technology is based on

so we take what the cost of the of the budget for technology is for that year so let's say it's a million dollars and then we have 386 staff so you take it by the number of staff and then you charge

each department based on the number of staff that each department has so you would divide the 300 something that you said by one million dollars yes and then those uh divided amounts if you have

three people from one group three people go into the public right bucket and then these people go

into the whatever and it just basically uh offsets uh i mean there's a there's a one-time

million divided into that and then that those separate pieces get put into those independent

Right. So you would be paying, so it would be in your expenditure codes.

You would be paying for that service, and then that charge, that payment that you made,

converts into revenue into the technology fund that then serves to fund our IT manager salary and all of our Wi-Fi and our servers and everything else that we need for our technology.

So in technology, would that also be the expense of specific hardware, like how all of us have iPads, right?

iPads, laptops, yes.

So then I would assume since we have up to five council members, that's five iPads,

but you may have another 10 people that work in another division that also get iPads, right?

We don't do it to that level. We do it by person and we do it by the cost that's going to cost the department or the IT division for that year.

And we do it based on the number of people. We don't do it to the detail of how many people have an iPad, how many people have a cell phone because that's not.

So basically it goes into a bucket of money that would address and pay those types of expenses.

Another example would be shop.

you don't have a city assigned vehicle so you would not, city council would not be charged for shop.

In the internal service fund? Yes. Thank you.

Then I have another question is on your citywide

financial plan. That's the

two slides back. Then there's the

proposed budget with the general fund

and all those retirements, grants, and everything. And you have an internal services of $15 million.

And, yeah, that's the chart. So what?

That includes all the other funds.

So, for example, when we're charging technology, again,

you have Public Works is the main one. Public Works, we have all of the water department or the water division.

that their salaries all get paid by water funds.

So 10.3 is from general fund. For those employees that are general fund,

their salaries are paid by general fund.

But then you have other employees that are charged by water

or by streets or by refuse.

Then those funds get charged for the technology

that those individuals use.

So mainly it's the spread, the technology.

but I think that this should be just one item. There may be more item under the internal services.

Oh, yeah, you have technology, we have shop, we have general liability,

we have workers' comp, retirement, and OPEB.

If I may add to the comment talking about internal service charge, There are specific departments that have funding from either enterprise or general fund, but there are departments that do not have a specific fund that supports that department, similar to HR, for instance. There is no outside funding that helps HR so they depend on general fund and an internal service charge to pay for the employees and all the things, the widgets that come to support that department. When you go through the budget, you will see the fund source type and you will see which departments actually get money, receive money from the internal service charge. That is a very good glimpse of the departments that do not have any additional funding coming into there with the exception of general funds.

So it helps us alleviate some of the general fund burden with the internal service charge. Does that explain what an internal service charge does for our city?

It's very simple. if you don't have funding to support that department then you need to have some type of internal service charge to actually supplement it by charging other departments an internal service charge we're able to support those departments so the cashiers that take in the money uh for our payments they're supported not only by general fund but also internal service charge if we were to depend on general fund 100 we wouldn't be able to afford the services

then what is the uh revenue sources of the uh internal service funds is it so is all everything from uh the general fund i mean not general yeah general the sales tax property tax and everything so you just uh assign a percentage into the uh service internal service funds isn't How would it work?

So an internal service fund is goods or services.

The revenue is called internal service fund revenue for a technical term.

But, for example, police department, let's use the police department,

their salaries and benefits their budget is paid with general fund money the general fund money

comes from property tax comes from sales tax comes from tot a small portion comes from grants and

other items so because they are for sake of make it a little bit making this a little bit clearer

or let's say that they only get general fund, that their whole budget is just general fund,

then that general fund is charged internal service charges,

and then those internal service charges convert to internal service funds.

So yes, the internal service funds are funded through general fund

that are funded through property tax, TOT, sales tax.

So there's no specific source of revenue. It depends on the person and it depends on the type of fund

and it depends on who uses those services.

For example, City Council does not use shop.

So you would not be charged for any internal service related to shop. But we would have to cover for workers' comp.

The expense part I understand. And I just want to clarify the revenue part.

Where's the money coming from?

The money comes from the charge.

So let's go to accounting terms.

I will debit your expense, and I will credit your revenue.

So that charge that the departments are getting, I turn around and put that money into, it doesn't leave the city. I move it from one bucket to another. So the money I'm charging the department for the services, and then I'm converting that into revenue for the division or the fund.

So there's no specific source of income. So there's no specific source of income or source of revenue for the internal service funds. ! So you just put a percentage of the public tax, sales tax, room tax into the internal service funds.

! It's all the funds. ! It's all the funds.

! It's all the funds.

! So you just put a percentage of the public tax, sales tax, room tax, into the internal service funds. ! It's all the funds.

We're doing everything efficiently and correctly. So yes, we base it on there's certain criteria that we use for each type of fund.

But all the funds will fund all the funds, the enterprise funds, sewer refuse, property tax,

all those funds will fund internal service funds depending on the criteria used.

so that means it's just a percentage of all the fundings

regardless of whatever sources that come in

it's not a percentage it's based on certain criteria

okay like what kind of criteria

for technology it would be people

for shop it would be cars

for general liability it would be salary and benefits I'm sorry, for workers' comp would be salary and benefits.

For general liability would be budget.

So simply put, you know, in layman's terms, it's just it does not have a particular revenue, excuse me, does not have a particular source of funds. It's just internally you create funding from all the revenues and say this is the internal revenue funds source. Yes. Is that my understanding? Yes. So it's just a creation, the internal creation of the funding. Correct. But that creation is a percentage or based on the criterias that each department comes up with, and then you put it into the internal service fund revenue.

But still, all the funding is coming from sales tax,

public tax, enterprise, license, grants, penalties, whatever.

It's not so much a percentage of what the department has. it's about what goods and use the department uses across the board that relies on internal service charge so if a specific department uses all the goods obviously they're going to pay a higher internal service charge if they have minimum use for those goods they're going to pay a Lor internal service charge it's not so much a percentage though I just want to be clear it's not

percentage that's that's fine because i i'm okay with the expense part but the revenue part is it where's my question simply question the simple question is where's the money come from that's

what i don't understand let me let me if i may uh let me try to see if i'm getting it right and uh okay so let's say i'm just going to be hypothetical here right we take in monies from you know all sources with property tax etc that comes in our general fund so let's say for example one of the people that are handling the water bills okay like they they're the ones that process it and do whatever in our in our city hall let's say they don't they're not a budgeted item or under any specific bargaining team or whatever so how do we get them their salary to get paid every time they engage in a service of doing this paperwork whatever and doing that there's a calculation that that's worth about this much money in terms of the service provided and then based on the number of times that service provided let's say it's ten dollars each time hypothetically that if you did it five times then it would be a $50 charge to an internal service fund to offset it and thus it's still coming from property tax and everything else but it's just being used internally as a way to fund positions that provide services for example if you have water bill people that are doing water bill then when they provide the service you would be billing the water fund for the internal services because these people are providing a service for your department the water department and thus that costs money and it's not in our general fund because it's not an item on one of our whatever right it's an internal service fund that gets funded as those services are provided, and then the internal department gets billed saying, oh, your clerk processed five bills. So at $10 rate per bill, we're charging the water department 50 bucks for that service. Is that correct? Am I getting that at all?

Yeah, you're getting it, yes. Okay.

So the revenue still comes from taxpayers and all that, But when it comes in, in order to pay for auxiliary services and stuff like that that are not normally budgeted, internal monies for services based on the service provided is set aside and billed to whichever department is getting the benefit of that service. Correct. And it's not a percentage because you don't know what the expense is going to be. Like, let's say one year from another, if there's a service that they're providing, maybe the cost of the service goes up.

Right, correct.

So what you would do is you would add all the expenses based on the current expense You would divide it by the number of people that would get it and then that number equals a percentage of the pie But you're not selecting a percentage as in the beginning to say Internal service fund is going to be X percent of this budget. That is that's correct. Yes. Okay. I Don't know that

Yeah, well because government finance is different than the ordinary accounting principles. And so this is my, I got a hard time to understand that. It happened last year. It happened again this year. But I just want to use that chance to, you know, better understanding. But I do that. It's just an internal accounting method that, and I assume that it has criterias, as you mentioned, and guidelines on how to charge the revenues into the internal service funds. I believe that that should be the case and is approved by the accounting board or, you know, whatever. That's the government expenses or the finance. So I assume that has that. But maybe later on, give me those criterias, then I can have a better understanding. do that yes yeah now I understand that this is this is an item that that internally created to get the to fund the services that has no particular categories or whatever terms you want to use it but but you need to since you have an expense you have a debit that's why you need a credit to offset it so I I assume that's the case. So it's still part of all the funds that we received. It's not an extra service that we provide. It's internal revenue funds. It's just a creation based on the accounting and expenses. I think that's my understanding now. So thank you for that. But I would like to take a look at the criterias and conditions and the guidelines later. Thank you.

Okay. Thank you. So next we'll move on to general fund expenditures. The general fund expenditures increased for police by $1.2 million and fire by $828,000, and that's mostly due to the increase in internal service costs. FTEs in the Community Development Department are fully funded in fiscal year 22-23. Therefore, general fund costs increased by about $429,000.

General administration costs went up about $613,000. That's because $332,000 is related to the transfer of the media production and communication division. It went from Recreation and Community Services Department over to the City Manager's Office.

So that whole budget moved from Recreation and Community Services over to the City Manager's Office.

In both the library and Recreation and Community Services fund expenses decreased. A combined total of $542,000, the city is using ARPA funds to pay for part-time staff, therefore reducing the general fund expenses and maintaining pre-pandemic library and recreation and community services. The proposed general fund budget for fiscal year 22-23 is $50.5 million.

Next we'll be talking about general fund reserves. And before I start this slide, I want to point out that the budget message has an error. The budget table under general fund does not include the good views impact on the reserves. I will be correcting that in the final budget book.

I just wanted to ask, do we know what that number is?

So it's on this slide?

Okay.

So the fund balance are often used to bridge economic cycles or weather emergency times so that community service can continue to be provided uninterrupted. Adequate fund balances are an indication of sound financial management, Total general fund reserves going into 2022-23 is projected to be $32.7 million. At the June 30th, 2023, reserves are projected to be $20.7 million. This reduction in reserves is related to the $12 million the City anticipates to pay for the Good Views project during the 2022-23 fiscal year.

Do you have questions on that one? Yes, that's kind of like, just wanted to clarify that the unassigned under 2223 becomes a zero. And thank you for pointing it out. And I think it's good that we know that the unassigned portion will be depleted to zero. So either we have a deficit in the budget, so is there any reason why it's from $4.4 million down to $2.6 million and then down to $0 million? Can you elaborate on that? So in 21-22, we anticipate to spend some of the unsigned for the Good Views project.

We also have some capital improvements that have been from assigned projects that are being built.

Some of it is some of the payments that we still are finalizing with, like, the firehouse, the new firehouse.

So in 22-23, that's just $1 or $2 million for, I think it's $1 million for good views,

and the rest of it is for other expenditures that we're expecting. I checked on our munis, and we had about $1.7 million already spent from the assigned

that would bring down our reserves.

In fiscal year 22-23, we're anticipating to spend $12 million for the Good Views Project. And if you notice the difference on assigned, it's dropped by about $10 million. And the difference in unassigned is dropped by $2 million. And that just shows the difference of the $12 million plus, I believe, let me look at the book.

at this time if i could while martha's looking it is now 7 15 and the mayor has arrived so i have

passed the chairing duties to the mayor thank you and thank you for bringing the meeting

our operating revenue or operating revenues and expenditures for 22 23 are expected to have a

surplus of $56,000. So that along with the $12 million is what makes that adds it in and then along with the $12 million is what brings us down to $20.7 million. It's purely good views. It's

creating this in our reserves. Okay. Yeah, because when I see the fund balance or the reserves becomes zero that kind of trigger some kind of alarm. And that's why I asked you to explain it. And good that it's just kind of like one-time expense because of the Goodwill situation. That's the slope on Gavi that endangers the lives and poverty because it's a dangerous slope. So that's why the city has to put in money to rectify and put in the safety factors into that area. So I understand that, but also would like to ask the council and staff to look into the situation because I can see in the later presentation and in the book, it says on 23, 24, 24, 25 also becomes zero. There's no nothing in the unrestricted. There's no nothing in the unrestricted fund balance. ! Although it's a future in the future, ! But I think it's a good thing, and I want to thank you to point it out ! so that the council and staff understands that this is something that you have to look into. ! because zero is a very alarming number. ! And we need to build up the reserves. to build up the reserves and good that we can prepare. So this is the time to prepare for the future, and that's what the budget is all about. So I want to thank you for pointing it out instead of hiding it or saying that, okay, we're fine, we're good, and then we don't look into it, but now give us the attention. The zero really draws the attention, and then we have to somehow rectify it or create some revenue sources or whatever that is to address this issue. So I want to thank you again for pointing it out because it's really alarming. Thank you.

If I can just comment, and City Manager, if I'm speaking where I shouldn't let you know, right? But while the city had allocated that $12 million to do the slope, that didn't just come out of our pocket and we have no recourse for that. I understand that there are liens on property owners. Is that correct, right? That has secured that money. So while we do want to look for revenues, I think that as the years go by and it gets settled, that $12 million should, I would think it would come back. I don't know if that's an accurate statement or not.

You're correct in that statement that we are, We have already leaned the property for costs that we've incurred so far. We are intending to lean the property probably, you know, at each quarter for the money that we are spending towards mitigating that property. I will also point out that besides talking about it during the budget, we've also annotated the spending of this money in a note for the assigned capital improvement. The note is number two, and number two states estimated cost for Good Views project is $17 million. In FYI 2223, unassigned and assigned funds are reduced by $12 million, and in 2324, assigned funds are reduced by $5 million. So not only are we talking about it, it's actually in the budget book too. So it's very clear and it's transparent. and we do have staff reports that council has taken the position that the health and safety of the community is extremely important. Important enough that you need to spend some money to mitigate that problem and we thank you for that.

And I want to point out that because although it is in the lien and in the legal process and usually it takes long time to settle. So the money we may recover but as for when we don't know. So that's an unknown. So at this time, I think we have to find out some ways to replenish that deficit, the $17 million expenses that is going to be incurred. So instead of just relying on the property owner to reimburse the city, because it may be under litigation and it may be two, three years down the road, but we still have to face the deficit that we are looking at. So look at some creative ways or some source of revenue. That's my suggestions. Thank you.

Okay. The next slide is capital improvements.

This next year's proposed budget, 22-23, includes $9.5 million in enterprise capital, 12.9 million in street construction and 3.1 million in community capital improvement for a total of 25.5 million. And we will discuss it in further detail when we get to the capital projects.

And that ends the summary.

Is there any more questions before we move on to departments?

No?

Yeah, I just had one, just one quick one.

Let me see if I can find where we are here.

Yeah, I was just curious.

On the revenues, on the TOT, it was approved at 1.9 initially, and it came in at 1.5, estimated for 2022-23, 1.8.

Do we know why, was there reasons why it came a lot Lor than what the, you know, did the pandemic or staffing issues kind of prevent that goal from being reached?

We were anticipating that the Marriott would open up sooner than it did. So the 1.9 included the Marriott opening up a quarter sooner.

okay yeah because i remember initially when they opened you know we uh you know i had a chat with the owner and i was asking him about occupancy rates and he says oh we're at 84 percent which i thought was good and then uh this is you know pandemic post-pandemic and he said that we it's not that we couldn't accommodate it there are people that want to come but we just don't have the staff to be able to man like a full full occupancy so i was just curious in terms of you know i saw that that was uh you know there was a difference there and i'm just curious whether or not you know that that was a factor that you guys noticed you know in terms of the reduction and then also I didn't know uh I thought that was exclusively it but I I forgot that there was a delay in the opening uh because of COVID obviously so um yeah I would we wouldn't have been able to meet that projection or I mean it would be difficult to be completely accurate given the pandemic and the uh consequences of that so thank you that's all I have

Okay, moving on to departmental

Actually, I have a quick question. I saw that for the estimate cost for the Good View project

is $17 million. And then so the unassigned and assigned funds are reduced by $12 million. And then also the assigned funds are reduced

by $5 million from the 23 to 24.

So I want to, yeah, I understand the general fund reserve that

we reduced the $12 million and also reduced the $5 million, which I found. But then where do you credit it on the $17 million?

The $17 million falls $12 million in 2022-23 and $5 million in 2023-24.

So which actually spreadsheet that you put it on for the $17 million, the cost?

It should be on page 515 515 yeah, and if you look at the assigned it dropped 5 million on top and then

Plus an additional drop of 291

Thousand because we will not have we will be depleting our ARPA funds and we will have if we continue to continue to have that level of service

we would be at a

We would have a unbalanced fiscal year in 2324 or we would have to reduce services

So use a page what page 5 5 C 15. Oh

Thank you

Moving on to department

Presentations yes, you matter you

Are you good? Yeah, I'm good. Go ahead, Martha. Okay.

We're going to start with the police department.

So our police department budget for this fiscal year is $23.9 million. They have no FTE changes at $126.25. They have no significant changes for $22.23. Their major accomplishments included installation and implementation of a trucked encrypted radio system and transition to the ICI regional public safety communication system, as well as a hosted radio management system. The system's 11 trucked cells and 37 repeater sites blanket virtually the entire 4,500 square miles of Los Angeles County with digital radio coverage that can be assessed by all member agencies and their resources. Another accomplishment includes coordinating the implementation and reporting of the compiled data to the California Department of Justice as required by the Racial and Identity Profiling Act, Assembly Bill 953.

They also received $114,000 from the California Office of Traffic Safety to enhance safety in the community through DUI, detracting driving, pedestrian, and bike enforcement operations.

The overall goal was to Lor the number of both injury and fatal collisions. Another accomplishment includes on three separate occasions, patrol officers administered life-saving techniques and saved the lives of three individuals. In all three of the situations, had the officers not taken action, it is highly unlikely that the individuals would have survived.

And another accomplishment is the reestablishment of the gang resistance education and training.

the GREAT program, in partnership with Alihambra Unified School District. Some other goals for the fiscal year coming up, 22-23, include to conduct two bicycle safety rodeos to educate riders of all ages on safe riding practices.

The Animal Services Bureau will conduct at least one low-cost vaccination licensing clinic during the fiscal year.

implement dual cellular modems in all squad cars.

This will provide a backup internet connection in case of preliminary primary fails and develop a program that provides transitional housing and emergency housing to meet the city's needs of the unsheltered population

that will be supported through service providers who will provide case management.

And that ends police department.

Any questions on the police department?

Councilman, any questions? Yes, Councilman Chan.

Yes, on L7, we talked about that too. I asked, that's the internal service. service, but this kind of like increased closer three times from 21, 22, the original budget

is 168,000 goes to 421.

But then the projected is the same, but it has a big increase from 2021, 47,000.

also more than three times to $168,000 and then another three times extra to $421,000.

So can you... What's the increase?

The revenues.

The revenues to the other funds increased.

Therefore, the expenditures increased.

So it's just also the same thing, the same explanation

that are those that are not signed areas then we just yeah that same the internal

service that same 421,000 is going to convert into revenues into their

designated internal service funds okay okay and and on the goals and objectives I would like to for the 22-23 budget because we do have a few fatal

accidents in the last year last fiscal year and people got you know run under

by the car and and and it's not good and then also the in the school

pick up and drop off times. You know, a student was, you know, had an accident lately. So can you put into those safety things, these pedestrian safety, including students, and also the pedestrians' safety into their goal?

Our police chief will answer that question. Council Member Chen, if you refer to page L11 within the budget book, the goals and objectives that were provided as part of this presentation were just a few highlights. One of the specific goals and objectives of our Traffic Bureau is to conduct four community traffic safety presentations to educate students and the public on the topic of pedestrian safety, bicycle safety, and safe driving practices. there's also conducting weekly radar enforcement areas where speed has been identified as the primary collision factor another goal and objective is identify the five highest traffic collision locations per month for enforcement of primary collision factors we're very aware of these issues we did receive the OTS grant again this year and we understand your concerns and we'll be diligently working to decrease those

okay thank you that and just just bear with me I have a few things actually can't while you're

looking can I ever question to what your question was I have a follow-up question to I have a follow-up question to what you just asked.

! I want to ask Chief Gordon regarding...

! No, I'm still... ! Oh, sorry, okay. !

Oh, you have some other question, I can come after you. ! ! Okay.

continue.

Yeah, but if you have questions you can ask first.

Dr. Okay.

Well, I was curious because Catherine Chan asked about the traffic safety, especially pertaining to speeding

and collision. I'm just curious, Chief Gordon,

where are the current areas that have been identified as areas where speed has been identified

as primary collision factor? Do we know like, are there what spots or where around the city have they been identified?

We do a monthly, it's broken down monthly. I don't have the current month.

Actually, the top intersections for traffic collisions, and I don't have the primary collision factor with that,

but I can tell you that the highest intersection for, and that's for this fiscal year as of May, was Atlantic and Cesar Chavez, which was seven. Now, those aren't all injury, but that was the intersection with the highest number of collisions within the city so far this year.

And then the top, believe it or not, the top primary collision factor for our traffic collisions is not speed. It's been improper turning.

but every month our traffic bureau looks at all of those provides um what the highest the intersection with the highest collision as well as what our primary collision factors are so that enforcement can be done appropriately in the areas that we're experiencing uh the highest number of collisions and focusing on the primary collision factors that we see are the

highest. Okay, thank you. Okay, thank you, Mayor. And Chief, while you're here on page L14, the capital out late, $511,214. Is it the six vehicles that we purchased? Is it what it is, and what does it include? What else does it include?

I believe so. I'd have to make sure with Martha, but I believe that that is still vehicles. That includes vehicles and then the conversion of the vehicles.

Okay, thank you. And then on the animal services,

I know that our former chief, Jim Smith, would like to talk about it, the coyotes.

So do we have any latest on the coyote situation? Because I took a few pictures that ran by my area lately. So what's the situation on the coyotes now?

There really isn't any difference than in years past in terms of the coyotes. this happens to be the end of their what's called their mating season so the recent uptick in activity is because now they've had their pups so everything that we're experiencing is within what are what would be considered our normal in terms of coyote sightings i see okay they are

friends I think and then on on the jail L 26 and I can see before we have the

fee paying prisoners and now we don't have any so so on 2020 21 weeks of 15 and now we have no fee-paying prisoners.

So is there any reason for that, or we are not discouraging people coming into use of jail or what?

So that is typically that revenue is generated what we call our self-pay program. So if someone has low-level misremory offenses and they choose to pay for their stay, we call it pay-to-stay. They can do it within our jail facility. We can also house federal inmates. But due to the pandemic and concerns of exposing our staff to unnecessary risk and also our officers and the day-to-day in and out of the individuals that we book, we have not returned to those levels. We also have been short a full-time jailer due to retirement. So in order to appropriately staff and manage it, we have not returned to accepting pay-to-stay inmates.

I see. So this situation may stay for a while. Yes. Okay. And the question is, are we still charging the same level of charges like $70 something

dollars per night? I think it's currently a little more than that, but we have not increased our rates at this point. Okay. Thank you. And then on the... And just to clarify, Council Member Chan, I think we're up to, and I'm going to double check right here, $104 is what we currently charge per 24 hour period.

Okay. I think we still lose money for that.

Even the motel charged that.

Yeah.

But anyway, on the computer services, I think in that category is that I know that we have a few, half a year ago,

that we have a system that has the auto-license readers. So how does it work? Has it been implemented? Is it up and running for that reading device?

So we've had automated license plate readers on some of our vehicles for a period of time. We also have the Flock camera system, which is used within primarily our investigative bureau. And it's been very successful in terms of the leads that it has provided us in investigations.

Okay, so it's more likely for the investigation and not as much as into any traffic violations, right?

It is not used for any traffic violations at all. It's used as an investigative tool to investigate a particular crime.

Okay, so it's good use, I think, I assume.

and then yeah I want to thank on the community

the community engagement team and I think that was good and last council meetings you have the

like what seven or nine police officers came into the city hall to present themselves

and I want to thank you for that. And like I said last time,

we still would like to continue the Labourhood Watch and the community service. So please continue that.

And then, of course, the homeless and everything is under this team. I think they can do a good job. So thank you for that.

And that's my question at this time. Thank you. Thank you, Councilman Chen. Councilman, are you?

Yeah, hi, Chief Gordon. I actually have quick questions about the L26 because I actually not only look at the preliminary budget,

but I also have the last year preliminary budget right next to me. So the number seems like quite different because what you projected last year is 100 people,

fee-paying President Book is 100, but then this year is zero. So I wanted to know, is there projected somehow was totally different than actual happen?

So we projected last year based on what we thought we would be able to come back and move back to having the fees and having the self-pay, and it has not been safe to do so. So, yes, there's a significant difference because of that and what we just talked about with the self-pay. And rather than overestimate, we took the safe route in projecting this and went with zero. So if we're able to go back at some point next year, then that's great, AND WE'LL MAKE THOSE ADJUSTMENTS AT MID BEAR, BUT AT THIS POINT WE'RE PROJECTING ZERO. OKAY. THANK YOU.

THANK YOU, COUNCIL MEMBER. YOU? ANY OTHER QUESTIONS, COLLEAGUES? OKAY. ACTUALLY, I HAVE A QUESTION.

I'M REFERRING TO L36, AND AGAIN, THESE ARE A GREAT LIST OF ACCOMPLISHMENTS WE'VE ACHIEVED AS WELL AS OUR GOALS for the future, especially in the focus on community engagement.

I wanted to ask, in light of unfortunately what happened in Uvalde, Texas yesterday, are we also reevaluating how we engage and collaborate with our local school districts, especially making sure that student safety is always paramount?

Student safety is always a paramount. We are conducting extra patrols and taking the necessary precautions. We have very good working relationships with all of our school districts. I've actually also been in touch with Chief Ramirez from the LAUSD. We have a bit of a unique challenge in our city because we technically have five different school districts that we engage with. But we're very committed and we always make safety our first priority. and we have established very good working relationships with all of our districts and we'll continue to make sure that we are providing the highest level of safety that we can for our schools.

All right. Thank you.

Okay.

No other questions?

Okay. Thank you, Chief Gordon. Thank you, Martha.

Next, we'll move on with the fire department.

the fire department's

proposed budget for fiscal year 22-23 is

15.9 million

total FTEs is 66.5

they have no

significant changes in their proposed 22-23 budget

major accomplishments in

21-22 include

completed the fire station

62 rebuild. The community risk reduction division completed a technology upgrade of the EOC which included

new displays, new Chromebook computers for the EOC

disaster operations and improvement of the internet network access points. They collaborated with various contractors for the construction of the new fire station 62 and the courtyard by Marriott project to facilitate the fire clearance for tenant occupancy, comprehensive review of the installation of the fire protection systems under construction at the Holiday Inn Suites, Shell Gas Station, Starbucks,

and Raising Canes.

They also provided comprehensive training to all fire department members on the functionality of the recently purchased tri-band radios for the public safety intro pairability. Goals that the fire department has for 22-23 include review the feasibility of rebuilding or relocating fire station 63. The community risk reduction division will provide the following training opportunities

to improve community risk reduction, disaster preparedness, and public communications.

resident teen cert training city staff cert training and city staff EOC drills

then another objective includes expand tech tactical medicine training to all

memberships through UCLA that concludes for the fire department

Thank you Martha. Colleagues?

I just have a really quick question. You know we're having the preliminary budget

discussions right now but given that we're also in contract negotiations with

a number of our units once that's concluded

how is the budget amended to reflect that?

It will depend on when it concludes. If it concludes on June 1st I can bring him back on June 15th.

Or even if it concludes on June 15th, I can also...

Well, if it concludes on June 15th,

we would have to request an augmentation for July 1st.

Okay, so there's a normal practice for that, right?

Yes.

Okay, thank you.

Council Member Chan? Yes.

Thank you, Mayor.

I think... Fire Chief?

Yeah, I see you. Thank you.

On the budget is concerned, I really don't have questions for the budget because it's pretty much a status quo from the last year's budget.

and good that we have fire station 62

and good that we have fire station 62 build and fully operational now and I know that in your goals

! You know for the next fiscal year is going to rebuild and relocate station 63

! Monterey! Monterey! ! Monterey! Monterey! ! Monterey! Monterey! ! Monterey! Monterey!

it's sustained some damage from earthquakes and also the fact that it was built in 1957. The size of the station itself is not truly adequate to house the equipment that we have today. So that along with the damage and in order to make the station more suitable for diversity, it's probably time to look into either rebuilding it, finding a different location within the same jurisdiction to rebuild it. So it's something that's on the fire department's radar screen along with the city to explore those options now Whether that happens in the next year or multiple years. It's a long process and it'll take some time Not only for the location, but also the funding, but it's just something that has been proposed and Something that will be needed in the near future

Yeah, I understand that the six fire station 62 takes what at least five years

It took a good amount of time from purchase of the house behind the station to where we are today. Probably a good five years.

Right. So it's time to prepare and project and forecast the needs of the future. So I thank you for putting that into the future plans. I think it's needed. The most important thing is where we get the money. Absolutely.

because I think it will be also a few million dollars just to rebuild it, not talking about relocation. Relocation maybe even more because you have to buy the land. But, of course, we can sell the existing lot as well that will have some money coming back. And then my next question is that because we have the RENA numbers

and 5,200-something units in the next eight years or so,

And then the city has also passed the zoning changes that alLod mixed use and higher footage on the buildings. So you may go to three, four, or even six stories.

Are we prepared for those new buildings that may be coming in the next few years?

Absolutely. You know, we're always tracking changes to call volume, call types. and also the structures within the city itself. So we have the necessary equipment, and we train on a regular basis for those types of locations. A perfect example was when a North Atlantic building was constructed right there at Hellman. We trained leading up to the construction, because that was going to be one of the tallest buildings that we had in the city. Our aerial truck is capable of reaching those higher levels of those floors. So that is something that we're prepared for in an event that we weren't we would certainly add that to our list of things that we need to Look to the future We're talking increased population which it could include increased call volume call types So yeah, we're aware of that and we track that through our data software on a regular basis

Okay, thank you and my last question is I don't know how to resolve that is to fight fire you need water so with the water you know we're in a drought situation so how can we look

forward and how do you you know tackle that well you know it's water puts out fire and so even in a drought we we are careful with how much water we use and we're very cognizant of that outside of fires you know we train on a regular basis and we are limiting the amount of water we use if at all because it's all about optics and the city has to be fiscally or uh responsible with regards to water usage including the fire department so unfortunately we can't get away from utilizing water to put out fires because that's the most efficient and safest way to do so but we are cognizant of the fact that we're in a drought and we don't waste water or we're concerned with conservation just like everybody else

Thank you, Chief.

Thank you, Council Member Chan. Council Member Yu?

Yeah, hello, Chief. Actually, I'm looking into your department budget summary, M2, I think, for this year,

but then I compare also for last year, which is L2.

So I'm curious to know that your emergency operations,

that it's actually increased almost a million dollars compared to what we budgeted last time.

So would you be able to explain a little bit what happened this year?

Sorry, actually, 2021 has increased to $9.3 million,

but then we budgeted about $8.5 million.

so the increase to those operations would be the internal service funds

ah internal service fund okay and um yeah when you talk about internal service fund that yeah that is a question that comes out um on m3 which is internal service um that's how i compare to last year that I see that I think you guys moved internal service one this year I think you have like 257 I mean 250,000 but then compared to last year that you put on a budget is 3.2 million so it's actually a very big difference that you I think you recalculize your internal service compared to the special revenue because the special revenue last year was really low is like 650 but then this year you bump it up into wow like you know from 4 to 4.2 million to 1.7 million so it's actually very different from the two years can you explain that I can explain that

4.2 million we didn't have the POBs back then so they were it was a higher cost we don't have those anymore so now it's dropped to the to the other the 1.8 for this coming fiscal year.

Oh because of the POB? Yeah the retirement fund which pays for the POB which the POB gets paid out of that. That retirement fund is considered under a gap it's considered a special revenue because it's specifically for

pension. Right but then for last year you only projected 600-some thousand. So it's actually quite different compared to the last year. What page? No, actually, I put two years together. So M3, and last year was L3 is a different section. But then all the number that projected is not the same as this year actual. So I'm just curious. It's actually quite a big difference, too. Last year for special revenue, I just read it to you, is about $650,000. But then this year, the budget, the first category actual is $4.2 million. And then, you know, I dropped it to $1.7 million, which you explained about the POP. You are correct.

And that explanation is that we had originally categorized it

as an internal service fund

because we charge departments as an internal service fund. But the revenue is a special revenue, not an internal service.

So we spoke to our auditors and they had us change it.

So while you'll see it as charged as an internal service fund, it returns us a revenue into the special revenue.

Right, right, because I see, you know, you guys switch a big amount between internal service fund to special revenue funds. Okay. Yeah, I kind of wanted to confirm that. And then so when we speak back to the previous emergency operations that you mentioned, she mentioned about internal service. So I have another one that question about community risk reduction. Community risk reductions that, I'm sorry, that I compared to also last year that day, you guys have about only 250,000. But then this year we jump it up to almost like, you know, 800,000. So I wanted to understand, is that just 2019 to 2020, that is one year of very low expenses, or is that just supposed to be in your $800,000 category?

What page is that?

Actually, it's Community Risk Reductions on M2, page M2. I'm talking about the department budget summary. So it was really low. it was like $250,000, but then jump it up all the way to almost half a million dollars for this year. So I wanted to see is there any difference that we have done.

So if I'm looking at the summary for actuals for 2021, community risk was $800,000.

$18,000, and then the original projected was $775,000.

Right, but then the one more previous year, actual, is only $245,000.

I would have to look at the detail to see what cost the drop.

It could have been that perhaps the fire department budgeted less in services and supplies.

There could have been a transfer of an employee from one division to another.

There's a lot of other little things that could have cost that drop.

Right. Okay. Okay. Thank you. No more questions. Thank you.

Thank you, Council Member. You colleagues, any further questions? Okay. Thank you.

Next will be City Council budget.

The City Council's budget is proposed for next fiscal year is $227,000 with five full FTEs. There is no significant changes for 22-23. Major accomplishments included conducted community outreach and input regarding potential revenue measure, adopted 21-22 housing element, implemented quarterly community cleanup events

to support the annual spring cleaning event to enhance the appearance of the community

and enhance public art at various parks by artistically painting the Lions statues

that were originally installed by the Lions Club.

Goals and objectives for next fiscal year include the development of the 22-23 Strategic Plan,

listing priorities, goals, and objectives.

Conduct a community needs survey to assist in providing city council guidance about the needs and priorities of the community members.

Any questions?

Colleagues, questions?

No? Okay.

Okay, hearing you. I have a question for your goals and objectives.

What is the timetable for rolling out the needs survey to the community?

We are projecting to do the survey like in September. We've already brought the contract to council. I don't remember exactly what canceled it, but it's already been approved, the contract with FM3, and they'll be conducting it sometime in the fall.

Okay. And this survey, is it based on mailers or in-person cabin thing?

No, they normally do it through e-mails and through mailers and through e-mails and through phone calls.

I see. Okay. All right, thank you.

Moving on to the city manager's budget. The city manager's proposed budget for next fiscal year is $3.9 million. Total staff is $8.7 million. Effective fiscal year 22-23, the media production and communications program, which was before Division 6509 is no longer under the Recreation and Community Services Department. Instead, it's assigned to the City Manager's Department Division 1209.

Major accomplishments include

initiative maintenance and hillside stabilization for the Good Views Abatement Project, spearheaded

partnerships to provide community vaccination and testing

clinics for COVID-19, reopening of city facilities for in-person programs and services,

successfully launched Monterey Park Rewards on an innovative smartphone use shop local app

created to address the struggles that local businesses face during the pandemic by rewarding

residents and visitors for shopping and dining locally, an organized and conducted COVID-19

Economic Recovery Task Force meetings comprised of various community stakeholders and economic development partners to provide the city with recommendations for economic recovery during

and post-pandemic.

Goals and objectives for next fiscal year include to continue to implement the communication and marketing plan to improve and enhance aesthetics of materials and communication efforts, continue hillside stabilization of good views, evaluate, study, report, and provide recommendations to enhance community transportation, evaluate current and future city facilities, space, needs, and provide recommendations of viable solutions. State. Create a new economic development strategic centered on collaboration across city departments. This EDAC and BIDAC businesses, nonprofits and other community stakeholders encourage reinvestment and economic growth by attracting retaining and expanding businesses and high quality developments that reflect community values enhance the local tax base and increase living standards for Monterey Park and leverage the LVC. and Contel Facility and Economic Development Partners to provide local small businesses, startups, and entrepreneurs free and low-cost expert consulting, practical training, and access to resources for growth and long-term success.

Any questions? Questions, colleagues? Council Member Chan, and then Council Member Ryu.

Thank you. and the budget is concerned

I don't have questions on it because also it's status quo but

the way I see the city manager's

role is very important because the whole city is

under your control. You are the CEO of the city, I mean in commercial

terms and you control everything.

But I can see that and I've been talking to the city manager

before he said the economic or community

development, we should have an independent department.

Now he's under you. But now I can see in your that you took in the communication the

you know, the broadcast, you know

the marketing and

everything under you. So I think you take on too many responsibilities. And it's good that you're

on top of everything, but it is your hands on. And then, you know, I don't know, you may take too

much of your time or too much of, you know, those little things that because you're is under directly

under you, so you'll be responsible for the personnel, for all the big things, small things

coming in, and that may, you know, take a toll on your, you know, your physical or mentally. It may be, you know, under stress, and I think the city manager should be, like, not to do the

hands-on but to overseas that the policies and all the things are carry

out properly and then you address you delegate the authority to the department heads and let them carry out you know your part well the policies is from the council but then you carry out the operations and implementation and

execution of all the policies and directives from the council and of course Council we take suggestions and needs from the residents so it's just kind of

like step down to you know the operations and so forth so just my suggestions that I think you may be you're taking too many burdens or taking too too many responsibilities and so would like to I don't know if you can

handle that or and still you know functioning you know properly as a city manager so just just my

suggestions any managers respond mayor council members mayor Chan I appreciate your concern for my health you and my wife and probably the rest of the team out there I think every once in a while they do ask that same question but I am in a very good position because the staff that we have whether it's the executive team the middle management staff on the ground they're extremely good at what they do when you create a vision our job is to implement it and my job is to oversee and make sure that we execute it so they take very good directions they enhance the programs that you bring bring forward to us and they're very good at what they do so it makes my job I wouldn't say easy but it gives me a more comfort level that I can provide much more oversight than actually hands-on there are times that I do get hands-on because it's important to you all and they understand that but other than that I think we're in a pretty good position right now going back to economic development as you know we pulled away economic development from community development it used to be underneath community development department we're slowly rebuilding that department there may be a day that economic development may go back to community development but at this time as we're rebuilding community development it wouldn't be a good time for them to take that on as you remember it might have been before you all got elected that economic development used to be in the city manager's office and then it got transferred down to community development. But that's something that we are looking at. When that time comes, we're not sure. But I think we're in a good place for now. But I appreciate that comment very much.

Thank you, City Manager. Ms. Yu?

Hi. Actually, I have questions about the department budget summary on page E2. so I'm looking at the second line under the expenditure SA for former RDA

and that one the actual is 13 million but then you originally budgeted 2.25 million so it's actually a big jump but when I look into the history for last year you also projected about 2.7 million

but then actually for 2019 to 2020 is actually $5.3 million.

So you guys projected $2.7 million and become $5.5 million. And then you guys projected another $2.7 million and boom, become $13 million. So can you explain, you know, what that is?

I don't have the answer to that right now. But these are successor agency funds. They come from L.A. County to pay for two bonds that we have. and there might have been my it would probably have been that we paid extra for another bond that year but I can totally look into it and tell you what the $13 million was for.

Mr. Bo, do you want to also respond?

Thank you, Mayor, Council Members. I do remember, I'm not sure if it was last year

or maybe the tail end of the year before, we did have to pay an obligation.

That was something that we talked about with our city attorney

that was owed to the county that had to do with the successor agency,

and I do remember that we actually paid that off. I'm not sure what the exact number was, but it was a big dollar figure.

That was $7 million, and that's what's affecting that, yeah.

Okay. And also, second question would be, I understand that I think you moved the media productions and communication programs to the city manager's department. is no longer under Recreations and Community Service. And may I know why?

In most cases, I think the community wants to make sure that all the communication that they're getting is streamlined. And at one point in time,

we did a good job of releasing information throughout departments, but majority of the communication that comes out of the city should come from the city manager's office. It should be filtered. It should come from the city manager's office. Each department does do press releases, media releases. It actually goes through the city manager's office for filtering to make sure that not so much they may be doing some type of media release that might not be beneficial to the city, but just make sure we're not providing any controversy out there. So with the city manager's office, kind of the collector of the information, we try to orchestrate the communication out there to the community that also includes social media that also includes our media production so it just made sense that the whole communication aspect is led by the city manager's office now going back to council member chan's uh you know comment you know i'm taking on too much i'm just very fortunate that we have a wonderful assistant city manager and Inez Alvarez is doing a great job because she's leading the group for communications and she's also taking on technology so hats off to her that she's really taking this on so you know I'd like to claim the fame to it but no it's really our assistant city manager that makes sense

thank you so much no more questions thank you thank you any further up I have a follow-up question. So under accomplishments, I know the city manager's office, we organized an economic recovery task force. And I know for future goals, we're looking at continuing that strategy of how we can recover and develop. And I was wondering, are we going to continue to, in some form or another, continue these economic recovery task force meetings with stakeholders?

Yes. And I would just make a comment.

In the draft budget, if Council sees an objective or a goal that you would like to see us continue

on, you're more than welcome to make an adjustment.

But yes, we are, going back to your comment, Mayor, that yes, we will continue that.

It's just a different type of phase that we are working towards business recovery. All right. Thank you. Okay.

Moving on to the city clerk's budget. City clerk's budget for fiscal year 22-23 is $720,000 with 4.5 FTEs. that that's an increase because we're expecting uh it's about a two hundred thousand dollars that costs when we have elections so that's the increase so every other year you're going to

see an increase in their budget because of the elections there is no significant changes to 22

23 and major accomplishments in 21 22 is implemented and streamlined the agenda process moving from paper format to digital format to improve effectiveness and efficiency and reduce paper product. Working with Consultant National Demographics Corporation implemented the 2021 redistricting map as directed by City Council and improved the efficiency of conducting council meetings via Zoom platform and incorporate a hybrid form of meetings to promote public participation. Goals and objectives for fiscal year 22-23 include prepare, plan, and implement the general municipality election in November of 2022

to fill council seats, a city clerk, a city treasurer seat, and possible ballot measures,

research cost effectiveness, and the need for a fair political practices commission online reporting system to improve efficiency and research cost effectiveness for implementation of a California public records request tracking system to promote transparency and improve

efficiency and response time.

And continuous effort working toward identifying and improving processes, procedures, and implementing

guidelines for working toward going green.

Any questions?

Thank you, Ms. Garcia. Council members? Okay. Thank you.

Okay. Moving on to the city treasurer's budget. The city treasurer's budget is $30,800

with one FTE.

And there was no significant changes to the budget.

Any questions? Hearing none. Continue, please.

City attorney. There is no FTE since city attorney. its contracted services, and their budget went up to $688,000. And there is no significant financial changes to $22,000 or $23,000.

Any questions on that one?

Colleagues? Hearing none, continue, please. Management services, my department.

My department went up.

The proposed budget for next fiscal year is $6.3 million with a proposed addition of one person for a total of 21.5 FTEs.

The Data Processing Division, Division 1404,

has been renamed to Information Technology.

Beginning in fiscal year 22-23,

the division will be comprised of both city staff and contracted staff. There are three factors driving this approach.

the city's need to maintain control of its data for security purposes the cost effectiveness of contracting some of the services and the desire for an IT

division to respond as quick quickly as possible to rapidly changing business

needs we anticipate this approach to be the most appropriate for the city of

Monterey Park another significant financial change is that the

The communication and duplication division, which used to be 1408, has been dissolved.

The FTEs, services, and services were moved to divisions 1404, 1406, and 1407.

IT division 1404 is now responsible for communications, including landline, telephones, data cabling, and cellular phones.

in the Senate.

Central Support Services Division 1407 is now responsible for the mailroom coordination and its equipment. Some major accomplishments in fiscal year 21-22 include the implementation of the Tyler Muniz Payroll Application and the Financial Data Transparency Tool. Issued a sales tax revenue bond series 2021 for street resurfacing. Upgraded all city infrastructure switches and virtual

machine servers, implemented a robust on-site backup system and Veeam cloud storage with

ransomware and protection, and implemented a new version of Tyler cashiering to streamline

cash receipt process.

Some goals and objectives for next fiscal year include to remove all desktops and upgrade

firewalls that will have reached end-of-life support, upgrade city-wide internet from

300 MPS to one GPS.

Issue a request for proposal for the new city's new independent auditors and continue

implementing all goals identified in the city of Monterey

Park's 2024 five-year consolidated plan.

And I'm here for

questions. Thank you very much. Colleagues? Miss you, you have a question?

Yeah, I have a question about the same department budget summary, the expenditure by program, which is I2, I think on page I2.

My first question is the community, third line community housing assistant.

It used to project only $1 million, but then it actually happened in 2020 to 2021 as $2 million.

So it's actually $1 million above what we budgeted. So do you know the reason why? Yes, I do.

That is we granted awards or their grants to different businesses to help them during the pandemic. We were helping them pay for their rent.

Oh, okay. And another question would be for the – another question would be you mentioned that you remove all the desktop and upgrade firewall. So are you replacing with laptops?

No. If it's a desktop, it's a desktop.

And then if some people have laptops, some of those are being replaced so that we have the software that we need for our firewalls to network.

Oh, okay.

Because when you say remove all desktops, so is that?

Let me have my IT manager answer that.

Stanley Arden will be coming up to answer.

Yeah, when we refer to switching out or replacing all of our end-of-life support, we're talking about basically a one-to-one. So if we remove a computer that's end-of-life, we upgrade it with something newer, but it's still going to be a desktop. And that goes the same for our firewalls.

I see. So you just said end-of-life, remove them, right? But replacing with the same thing.

Yes, just newer technology, yes. Okay.

Okay.

I think I have let me see

another question is that for the revenue collections actually under the expenditure program same page I2, under the revenue collections that you guys projected usually like half a million but then for

2022 and to 2023 we budgeted

a million dollars, which is double, almost double of what we had before. So if we actually increase that much on revenue collections,

do we collect more than we spend?

So we moved the funding from Division 1408,

and we split it between 1407 and 1406.

six. So a lot of that has to do if you, it has services, so that's probably electricity

and other items that we pay for the city that's been added to the revenue collection division.

Okay, I see. Thank you. No more questions. Thank you.

Thank you, Ms. Yu. Mr. Chan.

Okay, thank you.

And, yeah, on page I2, the data processing is projected to close to $1.9 million. So there's a big jump.

So is it the implementation of the TIDAR program for that?

A few things are happening there.

We've added in fiscal year 21-22, we added an IT tech that we added just for one month or two months. I think it was for the quarter. So you'll see a bigger jump for that salary in 22-23. On top of that, we're asking for another position for 22-23, so that's going to add. We've also moved the Tyler Muniz project, the ongoing costs for maintaining the system. We've moved it into operations now. And that also, I believe, includes ARPA funds that we have assigned there to one of the items, I believe, is the replacement. It's some of the operational items that we're going to use with ARPA funds.

So how's the Tyler program doing? Is it efficiently? And most of the staff know how to do it. And I know it's a pain to switch from a system to a new system.

And so how's it going now?

We still have a little few tweaks to do, but it's great. It's very transparent.

everybody now the whole city can see in real time what's happening and even the public can we have that transparency module that they can see that actually it's every week Tyler uploads our revenues and our expenditures weekly so it's a very transparent system that also connects

everything together.

So all your payroll connects

to your budget.

Your budget connects to all of your GL accounts and all of the purchases. So everything talks to

each other.

And then on the revenue collection area,

are we still subcontracting a company

to do like those

business license recuperation or

going after the non-compliance, that kind of things?

Yes, we're contracted with HDL to do our business license. And they also, in fact, we're going to have a meeting with them to do audits to make sure that the businesses that are in the city are, in fact, have business licenses. So, yeah, we do contract with them.

Okay, and we do have some bad experience before with another company

because they send out not polite letters and so the business and residents are not happy with that

so hopefully we have more marketing finesse in there instead of so blunt as the that you owe text

to the city that kind of languages i hope you uh the company will work with us and provide better

service we've been meeting with them often so we'll make sure and we have to review the letters

before they go out.

Okay, that's good, that's good.

And then on page I-13, on the surface,

there is a big jump to $248.

Can you tell us a little bit about it?

Yeah, we moved all of the services and supplies,

all of the budget. We moved the budget from $1408 because we dissolved it.

we moved half of it into 1406 and the other half into 1407.

And that probably, if I remember,

I remember we had electricity that was being charged, so we moved it to some of the other departments so that we could continue to pay for that service, and we still had the funding for it.

I see.

Okay, so also in this, I think similar situation on I-15,

the program 1407 services also has a big increase

it's because we moved the money over

kind of like the line item exchange so that's happening okay

so how's the GO-MBK is it doing fine or how does it in your last page on I-16 on the program measurements. I can see that a jump from 2020 to 2021 year and then 2021-2022 is a steady increase. But then you projected pretty much the same on the GO-MPK usage. So I think that's a great app and actually other cities, they ask me about it and I show them and I do those

sidewalk cracks potholes trees or anything like that and I think it's pretty good and some of the cities are so like the program that I ask them to talk to city manager and so forth and I don't know if they did but it's a great program but is there any way that we can promote it because, like, especially the sidewalk, when I see some cracks or some, you know, an even sidewalk because it's so dangerous and it creates liabilities to the city, I always take pictures and send it in. But if we have more residents into this program and then we have more eyes on the street, and I think this is a great program. We may, if we can market it better and have more uses, I think it's good.

So I hope you can put that in and put in some marketing into it so that we have more people to use it.

Of course, that will fall under the city manager's responsibility instead of other departments. So there's another burden for you.

And my last question is, you say we're going to change the auditor.

every five years

we put out an RFP it could be the same auditing firm just a different partner

we can keep everything going

because then we get too comfortable with the auditors so you always want to keep refreshing

okay so this is our policy to switch or something like that

I don't know if it's our policy but it's our practice yes

okay alright thank you

Thank you, Mr. Chairman. Mr. Liang?

Yeah, just a follow-up question for the IT section. On the replacement of the computers one-for-one, we're not under a purchase agreement. We're doing leasing from a computer company for a period of time, and then we're actually purchasing?

Yes.

Okay, and then when you say one-for-one, is that always a hardware-software switch-out, or are there times when you're installing a new operating system as an upgrade instead of switching out the entire computer?

It depends on the situation. I mean, it depends on the hardware, how old it is. Sometimes we just do OS upgrades. We don't have to necessarily do a hardware upgrade if the hardware is still good. So it's treated on an individual basis based on our situation and what security problems we might have.

Okay, so then on this particular budget ask and these replacements, is it a one for one in that it's gotten to the point where all the PCs are it's time for new ones or Is there some kind of evaluation to say okay? Well, we can use the hard drive on here We could use the motherboard on here or is it just a swap out in this case?

The computers are fairly fairly old and OS wise is a security issue and hardware wise so it's a whole thing and then what happens to the the

Old stock if you will the one that gets moved out. Does that just get thrown away or is it surplus? normally with surplus we just get rid of it you just keep it as a backup or no it goes to surplus

and it gets goes to auction they the IT division uh wipes out the the memory and then it goes to

our surplus and it gets sold in auction okay so it doesn't get thrown away I'm just I'm sure that you know that some of those things can be recycled I mean you know torn down and recycled so okay that that's it I just wanted to follow up on the technology question thank you thank you very much

Mr. Lang. I have a follow-up question and I want to thank Mr. Chan for bringing up the GoMPK app.

I use it myself frequently and I think it's a great tool for the city.

But I'd like to ask, are there any plans to add language as a way to increase accessibility for residents?

And I know I've brought up in the past because we know that this is a multilingual community, and perhaps that might help increase usage of the app.

Well, I can take it on, or you can.

Are you referring for the app itself to have a different language?

Yes, the app itself, yes.

We can definitely look into that. Yes.

I think it's important because, again, even I sometimes, when I've spoken to neighbors, residents about, hey, we have this great app, but some people may not even be aware of it. And now, Mark, that's maybe a marketing question, but I think it also might have to do with language accessibility.

We can definitely look into that and make those. City Attorney- The next department is HR and Risk Management. Their budget for next fiscal year, proposed budget for next fiscal year is $1.5 million with six FTEs. They have no significant changes to the fiscal year. Their major changes are the accomplishments include continued to monitor practice procedures and policies related to the COVID-19 pandemic, solicited and evaluated proposals for the membership in a joint power

authority risk sharing pool, and hired 30 full-time and 33 part-time employees.

Their goals and objectives for fiscal year 22-23 include citywide classification and compensation

study transition risk sharing pool membership and this concludes for HR

risk management department. Thank you. Questions? Mr. Yu. Hi. Actually I just have a

quick question about also the expenditure. It's increased to me is the

the position, full-time position has stayed the same,

but then it seems like increased from 1.1 to 1.5. Almost 1.5. So is that the reason just to pay raise, or how does that work?

If you look at page J3, it went up, internal service charges went up by 170,000.

Yeah, but then on your presentation,

on your presentation, On page 40, I mean, on the presentation.

That could be because HR is funded with not just general fund. And when I did the presentation, it only showed.

It's in the HR section.

First slide? 43. 43.

Okay, what was the question again?

I think she was asking if you look at the numbers, the actual 1.039, and then now we're at 1.4, almost 1.5, I think.

She wanted to know what the reason was for that.

1.6.

Well, we did add a position in, I believe, in 22-23.

23. But then it said six people. And the difference between the are you asking about the difference between the original and the projected for 21-22?

I think yeah. So that's a $50,000 difference and that is we came to council at mid-year and asked for $50,000 for the classification and rate study. And so that's the difference for the projected because that includes the classification and rate study.

but it's more than 50,000 the 170 1.22 to 1.4 so then you're comparing the 1.2 to

the 1.4 and that is related to internal service funds oh

so you have almost 400 compared to the original budgeted 2020 okay so you can see the trend from

1 million to almost 1.5 but you don't increase any positions there is no set because of increase

of internal services fund so what may i know what is that related to so internal so internal services

fund that would be technology, shop, workers compensation, general liability, separation

benefits and OPEP.

Okay, thank you.

Thank you Mr. Chan.

Yeah maybe I can.

Let's look at page J4.

Program 1801. I think what Council Member Yu is referring to is this.

Now in the bottom of the chart is the same full-time employee equivalent, 3.5 employees, but the salary is increased to $476,000 from 359 budget last year with the same number of employees.

but the salaries and benefits increase like over about $120,000.

So I think that's her question.

So we had some ARPA money in last year's budget to cover the HR manager.

That money is no longer there. The HR manager is fully funded with general fund and other internal service fund revenues. So that's one of the differences. Also, the MOUs for those individuals is still active. Their bargaining unit MOUs is still active, and they are anticipating another increase in their pay.

So that's an increase in the salary?

Yes.

Okay. Yes, I think that's her question. is that. And then on the

of course the human resources and the risk management

that I can see is to provide safe environment for all the workers.

And so I think we have continued what the

seminars or workshops

and I think that's still going on, right? Every two years, I think we have the study,

so the workshop that's talked about the working environment and how to deal with each other

and how to report any harassment or anything. So that is still going on.

Our HR director is present and can speak on that.

Here she comes.

While Christine comes up to the mic, I will also make a note. When you're looking at positions, salaries and benefits, you may see the same amount

of employees, but the fund could be Lor. Reason being is we always fund it for the full position, let's say six, but we actually

may be Lor because the vacancy, because that position may not have been filled during that year. But then the following year, it may show it may be higher because we're filling that position.

So just make note between the actual and projected and budget, there's a big difference between the two at times at various different places. Christine?

Good evening, Honorable Counsel.

So yes, for training for anti-harassment training,

that is required by the state every two years.

We did budget for it this past year in 21-22, and the training was conducted for all employees. The only other required training for that in this upcoming year in 22-23 is for any new hires that come on board, and they have to have that type of training within the first six months. So we didn't, there's probably a little bit of reduction in our training budget for that because we don't have to have it in 22-23. The next time we have to have it again is in 23-24.

Right. It's a biannual thing. Yes. Right. And then I would like to ask,

is any throughout last year, the fiscal year, 12 months,

do we have any case that's pending or any complaints or anything at all?

uh not in 21 22 we haven't received any we probably there's some complaints that have happened but they might not be related to anti-harassment i see okay so yeah so i think

uh we we okay yes in that area to provide the safe environment for everyone working in here. So I think that's good.

Thank you so much. And then on J5, in the middle of the page, occupational health, and of

course, it's fitness for everyone. It's important. It's good because that will reduce injury and the city will save

a lot of liability money. But how do you go by with

what do you recommend to people today? do the staff follow you know the fitness what kind of programs do you provide for them to to to be fit enough to do the job or to their own health?

So the occupational health item is really related to OSHA and there are programs already set up in different departments for fitness for health and fitness so fire department and police department have their own budgets to accommodate the physical fitness aspect that are typically within the mous as well then what about the regular staff

like because i i know that you you know sit the whole day you know just looking at the computer

the repetitive of the job may you know get some injury as well so do we have any ways to address

those? So my understanding is we used to have a safety committee that would help evaluate citywide issues and ideas similar to what you're suggesting and I think because we've had turnover in the HR department our goal is to hopefully re-look at re-implementing having a safety committee so that way we can kind of address those types of things that may come up.

Yeah, and I'm happy to see that I know that the city manager and the secretary, Diana Wong,

they have the movable desk so that they can, it's too tired to sit the whole day,

then they can stand up. And I think those are the good stuff. And are we putting those to the other?

So I believe if you look in a lot of the different departments,

majority of every employee that is at a desk has the ability to elevate their desk

so that they can sit the sit-stand desks we have them available or we've implemented those in a lot

of the places in a lot of our desktop areas where employees are sitting yes yeah that's that's good

And I know that before, the library used to have a walk-a-thon to raise funds, 5K runs, 10K runs. The city holds that too. And that will add to the health of all the employees. And since we have the park, and that's the track outside, and you can walk around or run around in the park

and go up to the hill on the sidewalk to Harding,

and that's good exercise.

And if you can maybe put in some competition, like if you walk so many miles a week, and so there may be some prize or something like that, I think that may add to the fitness of all the employees because I think health is most important, especially now that the pandemic, although we've seen, well, I cannot say it's the end of it, but I still have some issues. But I think the general health of all our staff is important so that we can come up with some program or some initiatives or some prizes or some awards. I think that may be good for everyone.

Yeah, and let me see. And I can see the liability claims on J8, which has been reduced over the years from 46 to 31 to 19. So I think that's good and keep on doing it. And pretty much the same on the women's compensation claims. it's like pretty much with last year 49 and now he's 47 so which is good and yeah I want to thank you for watching out for the city. Thank you. Thank you. Thank you Mr. Chan. Any other comments, questions? Okay hearing none. Thank you.

The next department is

I'm sorry, actually, yes, at the request of our colleagues, let's take a 15.

15?

Or what? How long do you all need? Five? Five? All three? Okay.

Okay. Okay.

We will take a 10-minute break, and we can be back at 8.55.

All right, thank you.

Jamie, you want to soldier something? I think I actually took a red.

Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.

Thank you.

Thank you. And that's what I like.

Okay, sorry, yeah. I'll watch it.

Yeah, yeah. Yeah, we'll see.

I've been putting- I've been- It's 7am today.

click on more elements. They want to do a press statement.

Like today, a lot of members have a press statement. They have a treat.

Again, I don't do it for a lot of

let someone in the middle. No one may have a number of neat to hold them on a couple of weeks. So that's not what I said. Huh? Oh, yeah. Oh, yeah. Oh, yeah.

Thank you.

I think I'm a little bit I thought that you would I do

and then I was just like what? I don't know I'll tell them

I don't know

Thank you.

Thank you.

Oh, I didn't know I put my phone on.

I don't just sign it.

Thank you.

We're all going to be right. Right, right. That's where we go from.

Thank you.

Okay, looking at the time. Members, staff, if we can make our way back.

We can go to midnight.

Oh, okay.

Right.

Okay, very good.

Okay, are we ready?

Thank you very much. Let's resume session again.

Okay.

Continue, please.

The next department is community development. Total proposed budget for 2022-23 is $2.3 million.

Total FTEs is 11.

There is no significant changes to fiscal year 2022-23. Their major accomplishments include the planning division oversaw the general plan amendment to update the housing sixth cycle 21-29 and safety elements and added an environmental justice element. Continued the implementation of the electronic plan review and plan submittal for all planning-related applications.

Implemented streamlined planning processes, which were approved as part of the Monterey Park Business Recovery Program

to help businesses that were hardest hit by the COVID-19 pandemic, process planning entitlements for a new multifamily residential project, expansion of an existing convenience store,

and mixed-use project involving a commercial space in residential units and self-storage facility.

And another accomplishment is the building division was able to go digital with all applications,

reducing paper storage and cost of scanning physical documents. The division implemented upgrades to the current permitting management software,

Accela, allowing applicants to submit permit application through an online portal.

With this implementation, it will assist expediting the process for the applicant to obtain building permits.

some goals and objectives for 22-23 include as a follow-up to the adopt to the adopted land use

element and housing element of the general plan commence with an update to the zoning code to

create consistency amongst the general plan land element the city's zoning ordinance and the zoning

map, conduct a series of updates to the Monterey Park Municipal Code to correct inconsistencies

and to implement recent changes to state law as they pertain to wireless telecommunications

facilities, accessory dwelling units, and density bonus, among others. work collaboratively with the city economic development division to help existing businesses

thrive streamline the approval of new businesses and identify new development opportunities with

interested developers another goal is planning division will spearhead a community-wide campaign

called going green which will involve all city departments and will be rooted in the community

to develop and implement strategies which will help mitigate climate change

and adapt to climate change that is already occurring.

And another goal is implement ePlanSoft, a cloud-based electronic plan review software

which will allow all divisions to review development plans in real time

and assist the coordination between divisions.

This implementation will reduce plan review turnaround times in all divisions and expediting approvals.

And that concludes for community development.

Thank you very much. Questions?

I see Ms. Yu, you have your mic down.

Hi. I think also similar questions that come up to me on K2 or even on your presentations that now we see a big difference

on the expenditure from 1.3 to 2.29 has actually increased almost a million dollars.

Is that because of, I mean,

I saw that you increased two full-time positions, but then two full-time positions doesn't equip to a million-dollar increase. So is there any other reason why it's increased so much?

So the two positions that are now in 22-23, and we also previously some of the positions in building were not fully funded they were partially funded so they are now fully funded we're we're trying to build the community development division department so we're trying to fully fund all of the full-time positions so that also occurred

and then we have some additional services that were added if you go to

page K9. There are services that our community development director can speak about that have been added into the budget to ramp up planning and

building.

Any further questions with you? You're done? Thank you. Mr. Chan?

Yes, and I'm pretty happy that we have implemented

can take some proactive steps if like the staff can proactively call the business owner

or the applicant that hey you have some mistakes in your application or there's some little

things that was that was hindered the process and if we can take some proactive steps and address those issues and call them up and have them come in or do it online and make the change

and maybe it's some little things that hold up the process. So I think that may be something

to consider that we do the proactive steps. And another thing is on there's some increase

and I believe that because of the combining the planning and the building safety together and so this the budget increases that I can can see and and then on the other one that I want to

point out is the K7 the major accomplishments is it because I know that housing is coming will be with us, especially affordable housing, will be with us in the next decade or two. It's not just a short-term approach,

but we have to do it in a long-term approach. So it's good that we have the foresight

to have more affordable housing or new multifamily residence project in the city.

But as for how to ask the developers or the property owners to work with the city,

and that's an issue, I think, because we do have some property owners

that sit on their property and doing nothing for years or even decades. And maybe we can come up with some plans with carrot and stick together and try to induce them to work harder to develop all those vacant lots or underutilized lots because we do have a lot of them. And so since we have already made the zoning changes to mixed use, like along Gavi and Port of Atlantic and Garfield, and, you know, so we need to come up with some ideas how to make it do something for the city instead of just growing weeds in the poverty. So how can we do it? So, I mean, it's just some suggestions that I would like to ask the staff or the city manager to think about and take it to action.

to have more family housings regardless of market price or affordable.

So I think we need that. Thank you. Thank you.

Thank you. Mr. Lan. Yeah, I just have one question on page K10 when we're looking at funding sources by type. Enterprise fund, we've, you know, 58, 70, 70, and then now projected at 271,000. Can you just explain that?

Again, that's we in for planning for that sorry for the building division those positions were not fully funded before so we've increased the funding and we've charged for the technology and all of the items so it's I don't know the details of why increase it is but it's because we increase the revenue therefore we the service the charges were increased.

And then now that that division is fully funded, right?

Yes, the full-time positions in that division are fully funded, yes.

Okay, thank you. Thank you. Ms. Yu, yes? A follow-up question?

Yeah, just actually last notes that I just asked our city manager that this department, Community Development Department, it was not on the last year budget, preliminary budget, because we don't have the department head, right? So it groups under the public works for last year. And so this time, you know, it shows up as a department. So city manager, anything to add to it?

Mayor? Yes, Mr. Bo. You're correct, Council Member U. Last year, the planning and building divisions were underneath public works. and we realized that the wrapping up of development housing accessory dwelling units and just processing various different plans have been escalating so it was a good time for us to rebuild that department as I mentioned before when we talked about this earlier in the budget session so we're in the process of rebuilding that department as as you can see it is separated now back to its own department and it is nearly fully funded. I think there's some positions that we haven't

recruited for yet but it is funded. Thank you Mr. Boe. Thank you. Any more questions, comments?

Hearing none. Thank you. Proceed please. The next one is the library department. The library

department budget for next fiscal year is $3 million with total FTEs of 25. That is because

we brought back all our part-timers with ARPA money. The significant changes for the library

is effective fiscal year 22-23. Responsibility for the operations of the circulation division has moved under the technical services as senior librarian. The staff of the circular division have been cross-trained to work across the divisions of the library and are assigned

to the three public-facing programs, reference

services, literacy, and children's services. Some major accomplishments for 21-22 include implemented a weekly outdoor pop-up library at Barnes Park where patrons could register and or renew their library card, check out books, access free Wi-Fi, and read newspapers in a comfortable outdoor seating area.

Presented off-site outreach library services including check out, story times, crafting

meetups, and senior fitness sessions at various sites in Monterey Park including Barnes Park,

Langley Senior Center and outside the library to meet the needs of the

community during library closure offered mobile Wi-Fi hotspots and Chrome

books for the checkout to close the digital divide by providing residents

with access to technology and high-speed Internet expanded the library's digital

collection by adding access to online learning platforms for test preparation

career change, small business startup, and digital skill building to provide workforce development assistance and offered free digital access to more than 7,000 newspapers, magazines from over 120 countries in 60 different languages.

Some of the goals and objectives for 22-23 include create a three to five year strategic plan with input from residents, staff, stakeholders that identifies community priorities, needs, sets strategic areas of focus, as well as specific goals, actions to ensure the library's collections, programs, and services continue to meet the needs of all residents.

restore public service hours at the library to 40 hours per week, bring back all in-person programming including computer classes, senior programs, movie screenings, educational lectures, and homework help, and improve Wi-Fi access within the library for the public by upgrading hardware.

I have one correction for the library section of the budget book. It's on page.

On page 9N, under actual 2021, the number reads 1,1781, and it should be 1,178.

That will be corrected with the budget that comes back on June 15th. And that concludes the library department.

Matthew, question?

Just a very simple question. I'm interested to know how many mobile, Wi-Fi hotspot and Chromebooks available to check

out.

Is there any prerequisites or any requirement or income requirements that need it?

good evening mayor and city council thank you for the question uh the library currently has 25

mobile wi-fi hot spots for checkout by the community um they are available to all uh card

holders so there is no income requirement to use those those were funded through the california

State Library, so at no cost to the city.

And how about Chromebooks, also 25?

Chromebooks, I'm looking at my staff. Do we know how many Chromebooks we have off the top of my head? 8 to 11.

Yeah, I think we've got about 11 Chromebooks.

Okay, and then how long can they borrow?

The Chromebooks check out for three weeks. Three weeks, and Hotspot also?

Hotspots check out for two weeks.

Two weeks, okay, thank you. Thank you. Thank you.

Thank you, Ms. Yu. Mr. Chan?

Thank you, Mayor.

I want to ask Librarian Diana, the APA budget of $426,000, that's on page N5.

can you talk about you know what kind of things will be involved included or

included in these ARPA funds? The majority of the ARPA funds for the

library division are to fund our part-time staffing. Okay thank you. That's

And then on page N6, on the second line, services, I see an increase from 100-something to 234,000.

So what does that involve?

For this line, we moved some of the funding for 6004. If you saw the slide for significant changes, we've absorbed some of those contracts into some of the various other divisions of the library. That also includes the funding for the strategic plan that's included in the 22-23 objectives.

I see. Okay. And then on the capital out late, what's that? $131,000?

That includes some improvements to the story time room that we're making to allow us to serve the needs of the very big groups that we have in there.

It also includes Wi-Fi upgrades, and then it has funding for some other library services.

So the children's section is fully operational now?

It is, starting in just a couple weeks. In June, we're going to bring back story times indoors. As you know, we've been having them outside in Barnes Park during the pandemic, but we realize it's getting warmer, and so we're going to bring those back indoors.

We've got a storytime room right now that needs a little bit of expanding, so we're going to try to make some changes in there that makes it a little bit larger that will allow us to accommodate these large groups.

Okay. Then what about the literacy programs, the citizens class? Are they coming back as well?

Yes, they are. So during the pandemic, those were conducted via Zoom. Starting in April, we brought those back in person. So they're now running in a hybrid format. So we've got teachers and then the students who want to come in person are in the classroom.

And we were able to purchase some technology during the pandemic that allows us to teach those in a hybrid manner.

So the students that want to remain at home are able to also attend those classes.

Good, good.

And then what about that book mobile that you have that already in function?

So how does it work?

Does people like it or what?

Well, I think you're mentioning the pop-up services that we added during the pandemic.

Our staff worked really hard to basically make all of the services available in the library available outdoors so that we could provide those in a safe way. And so what we've been doing is we've been doing pop-up services. We did them on Tuesdays and Saturdays in the park where we've brought out our computers.

We've brought out Wi-Fi hotspots. We've brought out books that people can check out.

They can make library cards, access all of those services.

We were also providing them outside the library doors during the closure for Omicron.

If we do get an outreach vehicle through grant funding or through fundraising, then we would be able to add a bookmobile service.

So those cards, you have to move it manually? Yes. Oh, I see.

I see.

So that's why it's restricted to Bounce Park. Right. That's right.

Yeah.

So hopefully we have those bookmobiles coming soon.

Yeah, it's definitely something that we're looking at grant funding to be able to supply.

Okay, and let me see.

Yeah, I think I'm, oh, the, well, that's internal service that I mark.

I think that's my questions. Thank you.

Thank you, Mr. Chan. Ms. Yu, you have your mic down again? Yeah, I have a quick question. It's on N12, the program measurement. you add a section saying that amounts saved by borrowing instead of purchasing

is projected to be 1.2 million so i wanted to to ask you you don't have it on it for last year so i wanted to see why you added on this year and show us how much we can save right so we have

those numbers going back to 2020 2021 you'll see they increase significantly each year obviously the library is getting a whole lot busier because the pandemic is easing but we wanted to include that to show how cost effective the library is we're saving we're projected to save our residents 1.2 million dollars and that's just in the serve the borrowing services so that doesn't include anything like free classes, story times, Wi-Fi, hotspots, Chromebooks, computer usage, anything

like that. So it's a good investment in the community. Yeah, great. Thank you so much. Thank

you. Yes, Mr. Chan. Yeah, one additional question about the French room. Is it also open for the

public usage? Yes, it is. So all they need to do

is to apply and see if it's available and then they can use it for whatever purpose

that is. Because I know that before the French room is

used extensively and especially in the weekends always have some programs. So good that it's open back to normal and but what's the hours in the weekends now? Weekend hours are Saturday 10 a.m. to 5 p.m. starting in June. Oh okay so do we have any applicants for the friends rooms usage? You know

I don't think we've had any public groups use it yet all the information is available on the website and so the application and the policy is available but it is open to any non-profit group that wants to hold an open meeting.

So the requirements are the same as before. That's right. Right. Okay. Thank you. Looking forward to those new books and movies or presentations, exhibitions. That was great. Thank you. And I hope the residents know what's about it and put in some programs together and we can see each other in the library. Thank you.

Thank you, Mr. Chan. Mr. Liang.

just really quickly the Bruggenmeyer library is definitely a jewel of the city here in Monterey Park and I just want to express my thanks and gratitude to Diana as well as the library staff for keeping it a jewel of our city and also being really forward-thinking you know we've been through Peter and I have been through I think three librarians since we were elected and you know we can see the progress going on as time progresses and you guys have really been doing some great innovative things so i just want to commend you for that so thank you guys thank you mr liang and

i also want to repeat those sentiments i think that during a pandemic many of our residents have been very i think relieved that the library has continued to be a resource for them and i also

want to just add that i'm pleased to see that for your future goals objectives that you are looking

to restore library service hours to 40 hours per week, because I know that's something that's for a while been a concern and a request from many residents. So I'm glad to see that being implemented. Okay. Any more further questions, comments? Okay, hearing none, thank you so much. Thank you. Okay, moving on.

The next department is Recreation and Community Services. Their budget for, their proposed budget for 22-23 is $3.5 million. Their FTEs are 36.75.

Effective fiscal year 2223, the media production and communications program is no,

Division 6509, is no longer under the Recreation and Community Services Department.

Instead, it's assigned to the city manager's department.

major accomplishments includes installed a new pool heating system at the George Elder

Pool, updated and repaired the Cascades

waterfall by applying new epoxy paint and