[0:05] Uh, I don

[0:05] t know where the

[0:08] mayor is, but I

[0:09] m gonna go

[0:09] ahead and call. Oh, he

[0:10] s out

[0:15] there, ok. I know I

[0:15] m getting

[0:17] ready to call the meeting to

[0:22] order. Ok, cool. Oh. I probably

[0:35] got the last space, sorry.

[0:37] Council member Woods here

[0:38] Council member Honeycutt

[0:40] Council member Copeland, Vice

[0:42] Mayor Hanson, Mayor Jones, and

[0:44] I am here. I invite everyone to

[0:46] stand with me for the Pledge of

[0:53] Allegiance. I pledge allegiance

[0:56] to the United States of America

[1:00] and which stand one nation one

[1:01] nation under GOD teaching

[1:03] justice for all. I think that

[1:03] s

[1:03] the first time I

[1:04] ve gotten to

[1:06] do that this year as mayor.

[1:07] Usually I have my assistant

[1:10] here, my mayor of the evening.

[1:12] Uh, MADAM City clerk, MAY we

[1:12] have tonight

[1:14] s agenda items,

[1:15] please. Yesterday

[1:16] s special

[1:17] meeting is a budget study

[1:20] session for fiscal year 2025,

[1:21] 2026. We

[1:22] ll begin with public

[1:24] business from the floor. If you

[1:26] wish to speak on the budget

[1:27] study session, please step

[1:34] forward now. Seeing none, will

[1:37] proceed to agenda item 5a, the

[1:45] budget study session. Thank you

[1:55] Teresa. Ok Mayor members of the

[1:57] city council, welcome to

[1:58] tonight

[1:58] s budget workshop

[1:59] presentation. This evening will

[2:02] begin with a budget overview of

[2:03] the general internal service

[2:05] and enterprise funds. Following

[2:08] this, each department will

[2:09] present its budget, highlights

[2:10] of the fiscal years, and

[2:11] accomplishments and future work

[2:13] plans. Public works will also

[2:14] present an update of the city

[2:15] s

[2:16] capital improvement program. We

[2:17] will conclude the presentation

[2:19] with a discussion of the

[2:19] proposed decision packages

[2:20] prepared for the city council

[2:20] s

[2:23] consideration. So why do we

[2:26] budget? But provides an

[2:27] informed estimate of

[2:29] anticipated expenditures and

[2:30] ongoing revenues that provide a

[2:31] guide for staff, communicate

[2:34] the goals of the city council

[2:35] in an operational plan and hold

[2:37] our government accountable. In

[2:39] other words, budgeting supports

[2:40] continuous improvements in

[2:41] municipal services, programs,

[2:44] and budgets. So now that we

[2:47] know why the budget why we

[2:48] budget and the goals of this

[2:50] budget workshop, this slide

[2:51] shows a quick overview of how

[2:53] we get through the process. The

[2:55] city is currently operating

[2:57] under the year one budget which

[2:58] was presented last MAY and

[3:00] adopted in JUNE. Tonight we

[3:01] move to the next phase,

[3:03] presenting the year to budget

[3:04] refresh for discussion and

[3:06] approval. After receiving

[3:08] feedback tonight, we will

[3:09] implement all changes and

[3:10] present the final budget for

[3:12] adoption next month. Next

[3:12] year

[3:13] s staff will start the

[3:17] process all over again. We aim

[3:19] to adopt a structurally

[3:21] balanced budget that serves as

[3:21] the city

[3:22] s financial blueprint,

[3:23] which also allows the city

[3:26] council to focus on strategic

[3:27] goals and priorities, as well

[3:29] as provide a path to pay for

[3:30] city services and activities

[3:34] provided to residents. The

[3:36] overall budget development is

[3:37] conservatively assessed and

[3:38] remains fiscally prudent to

[3:39] ensure fiscal stability and

[3:40] structurally balanced budget.

[3:42] As part of the budget strategy,

[3:44] we examine the current economic

[3:46] predictions that MAY affect the

[3:46] city

[3:47] s revenue base to ensure

[3:51] long-term financial. Inability

[3:51] Staff gathered and scrutinized

[3:53] various sources of data and

[3:55] analyzed how forecasts provided

[3:56] by industry experts can affect

[3:58] the city to provide a budget

[4:01] presentation that reflects a

[4:01] cautiously optimistic

[4:03] perspective while remaining

[4:05] vigilant of existing challenges

[4:08] that includes tariff

[4:09] implications, stubborn

[4:10] inflation, interest rates, and

[4:11] geopolitical unrest. To help

[4:12] stabilize the fiscal position.

[4:13] Staff actively seeks to

[4:15] maximize the usage of grant

[4:16] programs and special revenues,

[4:18] as many of these fund programs

[4:20] provide the existing and

[4:21] expansion of the city

[4:21] s

[4:22] operations and improvement

[4:24] projects. Today

[4:25] s budget

[4:26] presentation centers on the

[4:27] general fund, the city

[4:27] s core

[4:29] operating fund. This fund

[4:30] accounts for the general tax

[4:33] revenues, which help support

[4:34] essential municipal services

[4:36] like public safety, public

[4:38] works, community development,

[4:39] and parks, recreation and

[4:41] library services. The

[4:42] information on this on this

[4:43] presentation reflects the

[4:44] city

[4:45] s operate operating at a

[4:47] full capacity, proactively

[4:48] addressing deferred maintenance

[4:49] and operational and capital

[4:51] infrastructure needs. Building

[4:52] and maintaining a work

[4:54] environment conducive to

[4:55] retaining and promoting

[4:58] successful workplaces, a

[4:58] strategically utilizing

[4:59] software, technology and

[5:02] contract management. Costs

[5:03] include one-time expenditures

[5:04] and very yearly depending on

[5:05] planning and needs. With the

[5:06] general fund, you

[5:08] ll also find

[5:09] committed fund balances

[5:10] representing reserves

[5:12] established by the city council

[5:13] for anticipated future needs,

[5:15] economic stability, and capital

[5:16] improvements. These reserves

[5:18] are crucial for our long-term

[5:21] financial planning. And in this

[5:23] slide, we reflect the general

[5:24] fund

[5:24] s projected change and

[5:24] it

[5:26] s divided into three

[5:28] sections to highlight our core

[5:28] operations and their effects on

[5:31] the general fund. In our very

[5:33] top section, it addresses the

[5:35] beginning fund balance and any

[5:36] prior period adjustments or

[5:38] fund balance allocations. The

[5:39] next is the operating activity

[5:41] section, which presents our

[5:43] core revenues, expenditures and

[5:45] transfers to and from reserves

[5:47] from the special revenue funds.

[5:49] Below that, we summarize the

[5:50] changes in reserve balances.

[5:51] This includes transfers in and

[5:53] out, which are typically funded

[5:55] by prior years positive fund

[5:56] balances and reserves

[5:58] designated for the purpose of

[5:58] for this purpose by the city

[6:02] council. Uh, if we focus here

[6:04] on year two, the projections

[6:05] show that we that that a

[6:09] structurally balanced.

[6:11] Operating budget with a

[6:12] reoccurring growth meeting or

[6:13] exceeding our reoccurring

[6:13] expenditure growth. So that

[6:14] means that our revenues are

[6:16] enough to cover our expenditure

[6:19] here and uh we have an

[6:20] anticipated proposed operating

[6:23] balance of $687,000 as a net.

[6:24] The overall general fund is

[6:27] projected to decrease by $5.9

[6:29] million and this is primarily

[6:31] due to planned use of reserves

[6:33] for one-time operating capital

[6:34] outlay and capital improvement

[6:35] projects such as the Civic

[6:37] Center master plan and

[6:38] amphitheater, and other city

[6:39] infrastructure enhancements

[6:44] like street improvements.

[6:45] Signal Hill

[6:45] s revenue base

[6:46] strength is that revenue

[6:48] sources are well diversified.

[6:50] Here is a year to year

[6:51] comparison of the actual

[6:53] historical revenues and

[6:54] upcoming projections. Year 2

[6:58] revenues are forecasted at

[7:00] $39.2 million primarily driven

[7:02] by the $26.8 million of sales

[7:04] and use tax inclusive of Me shr.

[7:07] The 2nd largest source of

[7:09] revenue is the use of money and

[7:11] property, which includes the

[7:13] estimated changes in interest

[7:13] income and the unrealized

[7:15] investment gain or loss.

[7:17] Contrary to the adverse effects

[7:20] on sales tax, the higher

[7:21] interest rates environment

[7:22] positively impacts interest

[7:23] rates and the city

[7:23] s investment

[7:26] portfolio. Overall, the city

[7:27] investment portfolio has

[7:29] strengthened over time. However,

[7:30] as interest rates are

[7:32] anticipated to decrease, uh,

[7:33] based on the Federal Reserve

[7:33] s

[7:35] future actions, this increase

[7:39] is considered temporary. Um,

[7:40] this sales tax graph depicts

[7:41] the trends in a year over year

[7:43] growth percentage for the

[7:43] Signal Hills sales tax business

[7:46] sectors. Out of an abundance of

[7:47] caution, our sales tax

[7:50] projections are conservative. A

[7:51] substantial portion of the

[7:51] city

[7:53] s sales tax base relies on

[7:55] retailers who export from

[7:56] overseas. If tariffs were to

[7:58] revert to a rate exceeding 100%,

[8:00] these retailers could face

[8:02] supply chain disruptions or be

[8:04] forced to raise prices,

[8:04] potentially leading consumers

[8:08] to reduce spending.

[8:09] Consequently, we have also

[8:10] factored in the significant

[8:12] expenditures increase driven by

[8:13] ongoing inflationary pressures.

[8:16] While staff considers the high

[8:17] tariff outcome unlikely. The

[8:20] budget was developed during

[8:21] considerable uncertainty and

[8:23] ever changing policy, making

[8:25] this conservative strategy a

[8:25] prudent and defensible approach.

[8:28] Tonight, we present a balanced

[8:29] budget that accounts for this

[8:31] potential reduction in sales

[8:33] tax while accommodating added

[8:34] services, contractual

[8:35] obligations, and cpi-driven

[8:39] increases. As of APRIL 30th,

[8:41] 2025, the city

[8:41] s diversified

[8:43] investment portfolio, which is

[8:45] strategically positioned to

[8:46] navigate market fluctuations

[8:48] includes holdings in California

[8:49] Asset Management Program, or

[8:53] camp. California class. Local

[8:54] agency investment fund, also

[8:56] known as laf, bonds such as

[8:58] government securities and

[8:59] municipal bonds, money market

[9:00] funds and certificates of

[9:03] deposit. All investments comply

[9:04] with both government code and

[9:04] the city

[9:07] s investment policy.

[9:09] The city of Signal Hill is

[9:10] considered a no to low property

[9:13] tax city. Receiving a

[9:13] significantly smaller portion

[9:16] of the property tax dollar,

[9:17] approximately 6 cents, compared

[9:18] to the average seat allocation

[9:21] of 11 to 1311 to 13 cents.

[9:23] Despite the small return,

[9:24] property tax is the city

[9:25] s 3rd

[9:26] largest revenue source,

[9:27] contributing 7% of total

[9:30] revenues. The encouraging 4.4%

[9:31] rise in assessed property

[9:33] values. Values reflects

[9:34] positive growth within our

[9:36] community, contributing to a

[9:39] stronger financial outlook.

[9:39] Let

[9:41] s now turn our attention to

[9:42] this graph, which visually

[9:43] represents the city

[9:44] s general

[9:46] fund revenues. To ensure

[9:47] long-term financial stability,

[9:48] the city actively strives to

[9:50] diversify its revenue streams.

[9:52] Currently, sales tax comprises

[9:54] the largest portion at 68%.

[9:56] This differs from previous

[9:56] year

[9:58] s average of 70%. The

[9:59] change of the distribution of

[10:01] revenue source is a result of

[10:03] the increase in use of money

[10:04] revenue, specifically

[10:06] investment income, which now

[10:07] represents the 2nd largest

[10:07] portion of the city

[10:10] s revenues.

[10:12] Now we switch from revenues to

[10:14] expenditures. This slide shows

[10:16] a summary of the general fund

[10:18] expenditures. Expenditures have

[10:19] historically increased. This is

[10:21] due to various economic factors

[10:23] such as the consumer price

[10:25] index, or cpi, as well as

[10:27] adjustments for employee and

[10:28] contracted service agreements

[10:30] increasing overall. The city

[10:32] has put into place policies

[10:33] which assist departments to

[10:34] maintain compliance with the

[10:36] adopted budget as well as

[10:38] promote competitive purchasing.

[10:39] Expenditures will be discussed

[10:40] in greater detail in the

[10:43] upcoming department slides.

[10:45] This chart is a visual

[10:46] depiction of the projected

[10:47] expenditures for the current

[10:49] fiscal year as well as the

[10:50] proposed budget for next fiscal

[10:52] year. As the graphic

[10:54] illustrates, the largest

[10:56] portion of the city service

[10:58] costs are depicted by police

[11:00] and public works, which

[11:01] demonstrates the city councils

[11:02] and the community

[11:03] s strong

[11:04] prioritization of those

[11:08] functions. As we examine the

[11:08] city

[11:10] s pension plan, last

[11:10] year

[11:12] s implementation of the

[11:12] Cowper

[11:13] s Fresh Start program

[11:15] has resulted in a planned

[11:16] increase in the unfunded

[11:18] accrued liability, or also

[11:20] known as ual, which is

[11:21] projected to stabilize the

[11:22] annual payment in the coming

[11:23] years. And if you look towards

[11:25] the right of the chart, this

[11:27] fresh start is paving the way

[11:28] for significant cost savings

[11:30] beginning in fiscal year

[11:33] 2042-943. The funded ratio

[11:34] presented in the lower right

[11:36] highlights the funding

[11:37] percentage for each plan. A

[11:38] figure that can fluctuate with

[11:40] the performance of the Calpers

[11:41] investment returns. The fresh

[11:42] start was essential to meeting

[11:45] these obligations for years to

[11:45] come as illustrated in the

[11:50] chart. Funding our ual

[11:51] strengthens retirement benefits,

[11:52] which reliably bolsters

[11:53] California

[11:54] s economy by

[11:55] supporting jobs, tax revenues,

[11:57] and local growth. With Los

[11:58] Angeles County experiencing the

[12:01] most significant impact. The

[12:02] city contributes 34 cents for

[12:04] every retire Reid dollar, while

[12:05] the major, the majority is

[12:09] covered by the Calpers

[12:09] investment earnings as

[12:10] illustrated in the dollar on

[12:14] the slide. This is a look back

[12:15] chart that shows a comparison

[12:17] of revenues and expenditures,

[12:19] including transfers. As shown,

[12:20] the revenues have increased

[12:22] over time along with

[12:24] expenditures. However, the core

[12:25] operating activities are

[12:26] structurally balanced,

[12:27] represented by the blue bar

[12:28] being larger than the orange

[12:31] bar. The dark blue portion of

[12:32] the column depicts one-time

[12:33] transfers to fund capital

[12:36] projects. While in fiscal year

[12:38] 2526, the dark blue column

[12:39] looks like expenditures will

[12:41] exceed revenues, these one-time

[12:43] transfers will be funded by the

[12:44] planned use of reserve funds.

[12:49] Reserves will be covered next.

[12:51] So this led provides a snapshot

[12:53] of our general fund balance and

[12:54] reserves as proposed for the

[12:55] upcoming fiscal year. It

[12:56] s

[12:57] important to view these figures

[12:59] through the lens of our fundal

[13:01] reserves policy, which was

[13:04] adopted in SEPTEMBER 2024. The

[13:05] policy establishes 3 reserve

[13:07] types as type 1, type 2, and

[13:11] type 3. Type I reserves are the

[13:12] primary safeguard against

[13:13] unpredictable adverse events

[13:15] like economic downturns. This

[13:17] includes the general fund

[13:19] unassigned and the economic

[13:19] uncertainties reserve

[13:21] highlighted in yellow. Looking

[13:24] at your 2 for fiscal year 2526,

[13:27] the proposed general fund

[13:28] unassigned balance is 28.1

[13:30] million and the economic

[13:31] uncertainty reserve is 5.9

[13:35] million. Type 2 reserves,

[13:36] including the Calpers reserve,

[13:38] the ope reserve, and the

[13:40] insurance reserve highlighted

[13:42] in orange are specifically

[13:43] designated solely for their

[13:46] identified purposes. Type 3

[13:47] reserves highlighted green

[13:49] functions as savings for larger

[13:51] future expenses. The capital

[13:52] improvement project reserve is

[13:55] a primary example that supports

[13:57] our multi-year strategies for

[13:58] significant infrastructure

[13:59] projects. The unassigned fund

[14:01] balance will change based on

[14:02] the city council review and

[14:04] approval for the proposed

[14:05] decision packages that staff

[14:08] will propose at the end of the

[14:10] presentation. This slide

[14:11] provides a snapshot of our

[14:12] general fund balance and

[14:16] reserves. And also emphasizes

[14:18] maintain thresholds. For type

[14:20] one, the general fund

[14:22] unassigned balance target is 55

[14:25] to 80% of adopted general fund

[14:27] expenditures and the economic

[14:28] uncertainty reserve target is

[14:31] 15 to 20% of the same. The

[14:32] combined threshold for type 1

[14:35] reserves is 75% to 100% o

[14:35] adopted general fund

[14:38] expenditures. As this snapshot

[14:40] illustrates for fiscal year

[14:42] 2526, our general fund

[14:44] unassigned balance is projected

[14:47] at 75% of proposed expenditures

[14:49] and the economic uncertainty

[14:51] reserve is at 16%. This results

[14:55] in a combined type one reserve

[14:56] level of approximately 91%

[14:58] comfortably within our policy

[15:01] target range and exceeding gfoa

[15:03] recommended standards. Based on

[15:04] these proposed figures, the

[15:05] city meets the reserve policy

[15:09] requirements. Now that we

[15:09] ve

[15:10] provided a comprehensive

[15:11] overview of our general fund

[15:12] balance and reserves, let

[15:13] s

[15:15] shift our focus to our special

[15:16] funds. The vehicle replacement

[15:17] fund and the water enterprise

[15:20] fund. The vehicle replacement

[15:22] fund supports the ongoing

[15:23] replacement of the city

[15:23] s

[15:25] vehicle fleet structured on a

[15:26] long term break-even basis

[15:28] through cost allocations to

[15:29] departments for maintenance and

[15:31] replacement. This chart

[15:32] summarizes its cash flow and

[15:35] financial activity. The vehicle

[15:36] replacement funds projected

[15:40] lower ending balance in year 2

[15:42] includes expenses of $150,000

[15:43] for capital outlay and $834 for

[15:47] vehicles. The $834 allocated

[15:49] for vehicles in the year 2

[15:50] budget will fund the

[15:51] replacements and additions to

[15:52] the city

[15:52] s fleet shown on the

[15:57] next slide. So 10 vehicles were

[15:58] identified through the city

[15:59] s

[16:00] annual program assessment of

[16:02] specific fleet needs. This

[16:04] includes one new vehicle for

[16:05] the community development

[16:09] department to support its

[16:09] operational needs and

[16:11] prioritizes the acquisition of

[16:11] 3 replacement vehicles carried

[16:13] over from the previous fiscal

[16:15] year due to procurement delays.

[16:16] Now let

[16:17] s transition our focus

[16:18] to another significant special

[16:19] fund. The Water Enterprise Fund.

[16:23] The Water Enterprise Fund is

[16:24] dedicated to providing reliable

[16:25] and safe water services to our

[16:28] residents and businesses. This

[16:28] chart provides a summary

[16:30] overview of the water

[16:31] enterprise fund, its annual

[16:33] operations, and the change in

[16:34] cash balance from year to year.

[16:35] As you can see from the chart,

[16:38] there is an inclusion of $3

[16:40] million in loan proceeds. These

[16:41] proceeds are specifically for

[16:43] the capital improvement project,

[16:45] the Gunry Reservoir roof

[16:46] replacement and coding project.

[16:48] While the loan proceeds are

[16:50] dedicated to the Gundry

[16:51] Reservoir cip project, the

[16:53] activation of this new facility

[16:54] will require additional

[16:56] expenses for water acquisition,

[16:57] which are reflected within the

[16:57] waterfronts operating. Expenses.

[17:01] Turning to debt service, this

[17:03] line item encompasses several

[17:04] obligations. This includes

[17:05] payments for the water

[17:07] refunding bonds, the ongoing

[17:09] general fund loan for 9, the

[17:11] wrd loan for Well 10, and the

[17:13] two general fund loads

[17:14] undertaken specifically for the

[17:16] Gundry Reservoir cip project.

[17:16] It

[17:18] s important to note that the

[17:19] projections presented here are

[17:23] are based on current rates. Now

[17:23] let

[17:24] s turn the presentation

[17:25] over to the departments for

[17:27] their overviews, including

[17:28] proposed budgets, key

[17:29] accomplishments, and work plans

[17:31] for the upcoming year. Please

[17:32] note that the orange

[17:34] highlighted columns and their

[17:35] budget slides represent the

[17:37] dollar amounts for the proposed

[17:38] decision packages, which we

[17:42] will discuss at the end. All

[17:43] right, good evening, Mayor and

[17:45] members of the city council.

[17:45] I

[17:48] m going to cover the

[17:49] legislative budget along with a

[17:51] portion of the administration

[17:53] budget. Uh, so as you know, uh,

[17:55] this department includes city

[17:57] council, treasurer, city clerks,

[17:59] or our elected positions. I

[18:01] m

[18:01] gonna provide an overview here

[18:03] on, on the next slide. Thank

[18:05] you. Uh, that talks about the

[18:07] budget. There

[18:08] s not a

[18:09] substantial change here. Uh, we

[18:12] try to keep our budgets

[18:13] relatively flat. There are some

[18:15] nominal changes to the leg.

[18:16] Budget regarding operating

[18:16] expenditures that increase year

[18:19] over year. There are two

[18:19] notable exceptions that I

[18:20] ll

[18:21] bring to your attention, which

[18:23] are costs related to the state

[18:25] of the city that have now been

[18:28] shifted into this budget along

[18:30] with $50,000 that are part of

[18:32] our efforts to digitize all of

[18:33] our citywide records, and

[18:33] that

[18:34] s with the city clerk

[18:34] s

[18:37] vision. So these two changes

[18:38] account for the majority of the

[18:39] changes in the legislative

[18:41] budget to the approved fiscal

[18:45] year 25. 26 operating budget.

[18:48] All right, next slide please.

[18:49] Next, I

[18:51] m going to cover the

[18:52] administration budget which

[18:53] includes the city manager

[18:54] s

[18:55] office, economic development,

[18:56] communications and public

[18:59] relations and human resources.

[19:01] Next slide, please. So each

[19:02] year, as I mentioned, we work

[19:04] to keep the city

[19:05] s overall

[19:06] operating budget relatively

[19:09] stable, accounting for expected

[19:10] increases related to personnel

[19:11] operations and maintenance

[19:13] costs, as you can see here, the

[19:14] proposed administration budget

[19:15] for this upcoming fiscal year

[19:17] is higher because we included

[19:19] one-time costs related to the

[19:22] opportunity study area,

[19:24] specifically $500,000 from the

[19:25] economic development reserve

[19:27] for sql-related work for the

[19:29] lsa, anticipating that that

[19:30] will, that process will

[19:31] initiate next fiscal year. We

[19:34] also have a $15,000 decision

[19:35] package that we

[19:35] ll discuss

[19:37] later related to the

[19:38] acquisition of software that

[19:41] will further help to market and

[19:41] promote the city

[19:42] s potential

[19:43] opportunity sites to developers.

[19:50] Next line, please. Here we have

[19:51] notable accomplishments for the

[19:52] administration department for

[19:54] this past fiscal year which are

[19:57] categorized based on the major

[19:58] categories of our adopted

[20:00] strategic plan. So as you can

[20:02] see here, under fiscal

[20:04] stability, uh, we

[20:05] ve

[20:09] implemented the continued

[20:10] implementing the strategic plan

[20:12] negotiated an amended facility

[20:13] agreement with edco to

[20:15] diversify and increase the

[20:15] city

[20:16] s revenues, which has

[20:17] certainly helped with this

[20:18] upcoming fiscal year and

[20:20] balancing our budget. We work

[20:21] with the finance department to

[20:23] continue to diversify the

[20:23] city

[20:25] s investment portfolio to

[20:25] increase city revenue we

[20:25] ve

[20:28] addressed, as noted earlier,

[20:30] our Calpers ual through the

[20:31] CalFresh, Fresh Start program,

[20:34] and we work with the finance

[20:35] department to help the city

[20:38] council adopt a new reserve

[20:40] policy under community safety,

[20:40] we

[20:41] ve continued collaborating

[20:43] with our business community to

[20:44] enhance public safety. We

[20:44] ve

[20:46] worked with the police

[20:47] department and human resources

[20:48] to update our recruitment

[20:49] practice. S for the police

[20:50] department. We

[20:51] ve also worked

[20:52] with the police department to

[20:53] implement a new crime mapping

[20:56] tool that our new chief will

[20:58] discuss later this evening. Uh,

[20:58] we

[20:59] ve overseen the neighborhood

[21:01] enhancement team to continue to

[21:02] address various quality of life

[21:04] issues that enhance the city

[21:04] s

[21:06] livability, and we

[21:07] ve

[21:08] maintained our zero functional

[21:10] homeless status as a city.

[21:12] Under economic and downtown

[21:12] development, we

[21:13] ve initiated

[21:15] the opportunities area recently

[21:16] completing the economic study

[21:19] and uh we will be initiating

[21:20] the overlay zone and

[21:21] development standard process

[21:23] associated with that project.

[21:23] We

[21:24] ve also worked with

[21:25] community development to help

[21:27] expedite the permitting and

[21:29] approval of the Audi dealership.

[21:31] We executed the development and

[21:32] loan agreement with National

[21:34] Corps for the walnut bluff

[21:35] workforce housing project, uh,

[21:37] and we launched the open

[21:38] rewards program, which is part

[21:41] of our broader effort to

[21:42] promote our local businesses.

[21:44] Under infrastructure. We

[21:44] ve

[21:45] continued working with our

[21:48] public works team on major

[21:49] projects including Hillbrook

[21:51] Park, advancing the renovations

[21:53] to City Hall, advancing the

[21:55] final design for the signal

[21:56] Hill Park amphitheater, uh,

[21:58] working to update our water

[22:00] rates and our capital program

[22:01] and of course maintaining all

[22:04] of our other city assets under

[22:06] high functioning government,

[22:09] the city conducted the 2024

[22:10] municipal election, completed

[22:14] the 2nd edition of the

[22:14] Leadership Academy and

[22:16] conducted numerous.

[22:16] Recruitments for positions

[22:17] throughout the city. Next line,

[22:21] please. Of course we continue

[22:23] to participate in regional

[22:24] leadership opportunities. This

[22:25] is a part of our program that

[22:27] helps to make sure that the

[22:28] city is well connected to

[22:30] regional issues, has a voice

[22:33] when part when when programs or

[22:34] partnership opportunities are

[22:35] raised through the cog, and we

[22:37] will continue with that effort

[22:38] throughout next fiscal year.

[22:42] Next slide, please. As far as

[22:44] our work plan for next fiscal

[22:44] year, we

[22:45] re going to continue

[22:47] working with all city

[22:48] departments to implement the

[22:50] strategic plan, advance the

[22:51] opportunity, study area

[22:52] initiatives, complete

[22:54] renovations to signal to City

[22:56] Hall and begin construction of

[22:58] the signal Hill Park

[22:59] Amphitheater. The city

[22:59] manager

[23:01] s office will also

[23:03] continue working on the city

[23:03] s

[23:04] housing development projects,

[23:06] address recruitment and

[23:07] retention efforts and oversee

[23:08] initiatives through our net

[23:12] team. Of course, one of our key

[23:14] focuses, next slide please,

[23:16] will continue to be economic

[23:17] development, as you know, the

[23:18] city launched the Open rewards

[23:22] program, which is now generated

[23:23] approximately $55,000 in gross

[23:24] revenue for the city

[23:25] s smaller

[23:26] businesses, we continued

[23:27] meeting with the city

[23:28] s auto

[23:28] dealerships and other

[23:30] businesses to understand their

[23:32] needs and support our business

[23:33] community, and of course, as I

[23:35] mentioned, we work closely with

[23:36] the Fletcher Jones Auto Group

[23:38] to open the new Audi dealership.

[23:40] Uh, the city also worked

[23:42] closely with national. And

[23:43] signiho petroleum to advance

[23:46] development of the walnut bluff

[23:47] project, including negotiating

[23:49] an affordable housing and loan

[23:50] agreement with National poor

[23:52] and meeting with both parties

[23:53] to address site acquisition,

[23:55] remediation, and permitting for

[23:56] the project. National Corps and

[23:57] Signal Hill Petroleum are

[23:59] currently in the process of

[24:01] receiving approvals to address

[24:02] site remediation, National

[24:04] Corps is also applying for

[24:06] funding at the federal, state,

[24:10] county levels to offset the

[24:11] design and construction cost of

[24:12] the project as well. National

[24:13] Corps will also be scheduled to

[24:14] provide an update to the city

[24:15] council regarding the project a

[24:16] little later this summer. Next

[24:21] slide, please. So as noted, the

[24:22] osa is a cornerstone project

[24:24] for our broader economic

[24:25] development program. Our goals,

[24:28] of course, are to activate

[24:28] additional development

[24:29] opportunities through a

[24:30] rezoning and sequa process

[24:31] which are based on the city

[24:31] s

[24:34] market potential. The recently

[24:35] completed economic study

[24:37] provided the city with data

[24:38] regarding potential market

[24:40] opportunities for the osa sites,

[24:42] including hotels, additional

[24:44] retail and residential

[24:44] development opportunities.

[24:46] Importantly, the economic study

[24:48] in the usa will further enable

[24:51] the city to discuss development

[24:52] opportunities with respective

[24:54] developers and retailers, the

[24:56] city has initiated the process

[24:57] of proactively marketing

[24:59] opportunity sites and we

[24:59] ll

[25:00] continue these efforts with our

[25:02] partners in community

[25:03] development, uh, when

[25:06] Development and economic

[25:06] development staff attend icsc a

[25:09] little later this year. With

[25:10] respect to the next steps of

[25:12] the osa, we are working with

[25:14] Placeworks on the zoning and

[25:15] development standards for each

[25:17] area, as well as developing the

[25:17] city

[25:18] s marketing plan. We will

[25:21] begin the process of preparing

[25:23] an eir that will further

[25:24] evaluate the potential

[25:25] development impacts regarding

[25:28] the osa that will further allow

[25:29] the city to streamline

[25:30] potential development

[25:31] opportunities in the future.

[25:35] Next slide. So another

[25:36] accomplishment I wish to

[25:38] highlight is the shop local

[25:40] program. Last year, the city

[25:41] council approved seed funding

[25:43] for a pilot program to promote

[25:45] our local businesses, our

[25:46] economic development manager

[25:48] Alpha Lopez worked with dozens

[25:49] of independently owned

[25:50] businesses to implement the

[25:52] program which has led to an

[25:54] economic impact thus far of

[25:57] over $55,000 based on the

[25:57] city

[25:59] s $8200 investment. The

[26:01] city now has over 1200 users

[26:02] and it started to reach

[26:03] shoppers outside of Signal Hill,

[26:05] which is further. Helping to

[26:09] generate more interest in our

[26:10] independently owned businesses.

[26:10] Staff is recommending

[26:11] continuing the program this

[26:15] upcoming fiscal year. Next

[26:17] slide, please. So for the

[26:19] upcoming year, our efforts in

[26:20] economic development will

[26:21] continue to focus on helping

[26:23] our business community through

[26:24] the shop local program

[26:26] promoting businesses through

[26:27] our business spotlight program

[26:29] and updating our economic

[26:30] development website. Staff has

[26:31] also requested funding through

[26:33] the budget to launch the

[26:35] inaugural Taste of Signal Hill

[26:36] event. The goal of this

[26:37] proposed program is to further

[26:39] encourage patronage of a local

[26:42] businesses and promote Signal

[26:43] Hill to uh new restaurants. As

[26:44] always, we

[26:45] ll continue working

[26:46] with our partners in community

[26:48] development to advance multiple

[26:49] development initiatives and

[26:51] look for more opportunities to

[26:52] diversify the city

[26:52] s tax base.

[26:53] So at this time I

[26:54] m going to

[26:56] hand off the presentation to

[26:58] our deputy city manager, Yvette

[27:00] Aguilar to discuss our

[27:02] communications and human

[27:03] resources accomplishments and

[27:05] initiatives. Thank you. Good

[27:06] evening, Marin. City council

[27:08] members. A few key highlights

[27:09] in this realm include enhanced,

[27:11] increased, and strategic

[27:13] communication strategies to

[27:13] garner additional viewership

[27:14] and increase our engagement

[27:18] footprint. In 2025, we

[27:19] initiated a biweekly

[27:20] communication to feature

[27:22] upcoming events, programs,

[27:23] services, and updates on

[27:24] projects for our community

[27:24] through the Mayor

[27:25] s Minute,

[27:26] promoting the videos on

[27:28] platforms that include social

[27:29] media. Additionally, the

[27:31] division intentionally began to

[27:33] feature more human interest

[27:34] content featuring employees and

[27:35] highlighting major

[27:36] accomplishments as an

[27:37] organization. Our business

[27:39] community is also featured

[27:40] through the Business Spotlight,

[27:41] helping to promote shopping

[27:44] local and small businesses. On

[27:46] another, one other

[27:46] communication improvement of

[27:47] focus this past year was the

[27:49] redesign of the city views with

[27:51] a rebranding that more closely

[27:52] aligned with the city

[27:53] s current

[27:55] trends, including a revised

[27:57] layout and targeted coloring

[27:58] marketing scheme that industry

[27:59] experts recommend to attract

[28:01] the right demographic for each

[28:08] city offering. As we continue

[28:09] to promote transparency and

[28:10] accessibility, our website

[28:10] remains one of the most

[28:11] effective tools for reaching

[28:13] residents quickly, efficiently

[28:14] and reliably. We understand

[28:15] that our community members lead

[28:17] busy lives, and when they

[28:17] re

[28:18] looking for information, they

[28:19] want it fast, clear, and easy

[28:23] to navigate. Residents can also

[28:24] subscribe to customized

[28:25] e-notifications directly from

[28:26] the site, whether they

[28:27] re

[28:28] interested in youth programs,

[28:29] public safety updates, senior

[28:31] services, or council agendas,

[28:32] they can get alerts delivered

[28:34] straight to their inbox or

[28:35] phones via text message. This

[28:38] service helps to ensure no one

[28:39] misses an opportunity that MAY

[28:41] matter to them. Beyond digital

[28:43] tools, we are also creating

[28:45] real world experiences that

[28:47] invite the community to engage

[28:48] with local government firsthand

[28:50] through the Leadership Academy,

[28:51] adult residents are invited

[28:52] behind the scenes. To learn how

[28:53] city departments operate, meet

[28:55] staff, and gain a deeper

[28:55] understanding of municipal

[28:57] government. And through youth

[28:59] and Government Day, we provide

[29:01] local students with an

[29:02] immersive experience to explore

[29:04] civic leadership. Connect with

[29:05] elected officials and see the

[29:07] impact of public service up

[29:09] close. These programs, along

[29:10] with our online platforms help

[29:11] bridge the gap between City

[29:13] Hall and the community

[29:14] promoting a two-way flow of

[29:18] information and building trust.

[29:20] Our human resources division

[29:21] focused heavily on management

[29:23] recruitment this past year,

[29:24] including promotions of

[29:27] executive level positions in

[29:28] total, 46 recruitments were

[29:29] initiated and completed,

[29:31] comprised of both full and

[29:32] part-time positions, and two

[29:33] lateral police officers. At the

[29:35] same time, we

[29:35] ve taken

[29:36] important steps in implementing

[29:38] the initiatives outlined in our

[29:40] new city bargaining unit

[29:41] agreements. These agreements

[29:43] reflect the spirit of

[29:45] collaboration and shared goals,

[29:46] including employee satisfaction

[29:47] and increased morale, promoting

[29:49] longevity and team professional

[29:51] growth. We also continue to

[29:53] invest in training and

[29:53] development opportunities for

[29:55] staff, from leadership

[29:56] development programs to

[29:57] technical skill workshops, we

[29:58] continue to offer staff the

[29:59] tools they need to succeed and

[30:02] grow, both professionally and

[30:03] personally. Recognition and

[30:05] well-being remains central to

[30:06] our work workplace culture,

[30:10] whether through our formal

[30:10] recognition programs or

[30:11] wellness initiatives, we are

[30:13] making it a priority to show

[30:14] our appreciation and celebrate

[30:15] the hard work and dedication of

[30:18] staff. Looking ahead, we remain

[30:20] focused on advancing a forward

[30:21] thinking people-centered

[30:21] approach to workforce

[30:23] management. One of our top

[30:25] priorities continues to be

[30:26] targeted recruitment efforts.

[30:26] We

[30:27] re working to attract top

[30:28] talent that reflects both the

[30:29] skill sets that we need and the

[30:30] diversity of the communities we

[30:32] serve. That means being

[30:34] intentional. In all that we do

[30:36] at the same time, we are

[30:38] closely monitoring trends in

[30:39] recruitment and retention

[30:40] strategies from hybrid work

[30:42] preferences to generational

[30:43] shifts in career expectations

[30:45] for staying informed and

[30:46] responsive. We recognize that

[30:47] employee employees strive when

[30:48] they are supported and

[30:50] challenged. In the coming

[30:51] months will be expanding

[30:52] internal training, leadership

[30:53] development, and mentorship

[30:54] programs. We

[30:55] re also excited

[30:57] about our ongoing efforts

[30:58] around employee wellness.

[30:58] Wellness isn

[30:58] t just a program,

[30:59] it

[31:01] s a culture. As we move

[31:01] forward, we

[31:02] ll continue to

[31:03] review our policies and

[31:04] procedures, ensuring they stay

[31:06] relevant, inclusive, and

[31:07] compliant with evolving state

[31:08] and federal mandates. This

[31:11] process allows us to stay both

[31:12] proactive and adaptable.

[31:13] Finally, uh, we

[31:14] re deepening

[31:15] our partnerships across

[31:17] departments to identify

[31:18] industry changing trends and

[31:20] foster greater collaboration by

[31:21] working more closely with

[31:22] colleagues across all divisions.

[31:24] We can share insights,

[31:25] anticipate challenges, and stay

[31:26] ahead of the curve in

[31:28] everything from technology

[31:28] integration to workforce

[31:32] planning. And I

[31:32] ll turn it over

[31:39] to our finance department. In

[31:39] tonight

[31:40] s presentation we

[31:40] ll

[31:41] highlight finance department

[31:41] s

[31:42] projected budget for year one,

[31:44] as well as the proposed budget

[31:46] for year 2. We will also

[31:47] showcase our accomplishments

[31:48] and finally outline our work

[31:50] plan to ensure effective fiscal

[31:51] management and service

[31:54] deliveries for the city. The

[31:55] finance department budget

[31:57] includes 3 divisions

[31:58] non-departmental, information

[32:01] technology, and fiscal services.

[32:02] Non-departmental includes

[32:03] related expenditures for

[32:05] retiree medical, general

[32:06] liability insurance and debt

[32:08] service payments for the

[32:10] library lease revenue bonds.

[32:11] The it division includes um it

[32:13] services for the whole city.

[32:15] The finance division includes

[32:16] staffing costs and contract

[32:18] services related to financial

[32:18] analysis and reporting

[32:21] requirements. The department is

[32:22] not requesting additional funds

[32:23] through the decision packages

[32:24] so that total expenditures

[32:28] projected is at $5 million. In

[32:30] the past year, the finance

[32:31] department has successfully

[32:32] delivered timely financial

[32:34] reporting and will continue

[32:37] this trend. The finance

[32:37] department

[32:38] s accomplishments

[32:40] include completing the fiscal

[32:42] year 2324, citywide audit with

[32:44] no audit findings and was

[32:45] awarded the certificate of

[32:47] achievement for excellence in

[32:49] financial reporting. Finance

[32:50] also ensures the city remains

[32:53] in compliance with any new

[32:54] accounting pronouncements and

[32:57] implemented the new Gatsby 100,

[32:59] accounting changes and error

[32:59] corrections into this year

[33:00] s

[33:04] acta. The finance department is

[33:07] always looking to increase

[33:08] efficiency and enhance

[33:10] productivity and employee

[33:11] opportunities. Finance became a

[33:13] participant in the class

[33:15] investments and has increased

[33:15] the city

[33:17] s interest income.

[33:19] Finance has begun testing and

[33:20] accounts payable automation

[33:21] program, which will streamline

[33:25] the process of paying invoices.

[33:26] Finance was instrumental in the

[33:28] rollout of laptops and it

[33:29] infrastructure, which has

[33:31] allowed for a flexible work

[33:32] environment during the City

[33:36] Hall renovation project. As we

[33:38] wrap up our finance section,

[33:39] our focus shifts to the

[33:41] upcoming fiscal year. Key

[33:43] priorities include fiscal year

[33:44] 2024, 25 comprehensive audit

[33:46] commencing in JULY and spanning

[33:48] over several months, and the

[33:49] ongoing prudent investment of

[33:52] funds. We will also ensure the

[33:53] timely completion and

[33:54] compliance of financial

[33:55] reporting, including adopting

[33:57] new gasb standards coming this

[33:59] year. It infrastructure refresh

[34:01] will continue to strengthen

[34:02] cybersecurity, enhanced backup

[34:04] systems, and improve

[34:05] redundancies. Finance will also

[34:08] take the lead in developing the

[34:09] it st ic master plan to address

[34:11] both immediate and future

[34:13] technological requirements. Uh,

[34:14] that concludes the finance

[34:14] section for tonight

[34:14] s

[34:15] presentation, and we

[34:15] ll turn it

[34:17] over to Community Development

[34:19] director Colleen Doan and

[34:29] pawning manager Carlos Luis.

[34:30] Good evening, Honorable Mayor

[34:32] and council members, Carlos and

[34:35] I are pleased to present our

[34:37] 2526 fiscally year budget for

[34:38] community development, uh,

[34:39] review some of our

[34:40] accomplishments and work plans

[34:48] for the 4 divisions shown here.

[34:51] Community Development has no

[34:52] decision packages or items. And

[34:55] as you can see, however, the

[34:56] year 2 proposed budget is

[34:58] greater than the approved

[35:01] year-to budget in both planning

[35:01] and neighborhood enhancement

[35:04] divisions. This is due to the

[35:07] following. The planning budget

[35:10] was increased intentionally to

[35:11] cover the anticipated cost for

[35:14] plan check for several large

[35:16] and unanticipated projects such

[35:19] as an And interior remodel for

[35:23] Costco. The project has a

[35:25] valuation of $10.5 million

[35:26] which is a reminder, as a

[35:28] reminder will also result in a

[35:31] large revenue. So the budget

[35:32] simply was increased on this

[35:34] side to pay for the on-call

[35:35] plan check that will happen

[35:37] invoices and then of course,

[35:38] the city gains money on that

[35:39] because we don

[35:39] t pay them

[35:41] everything we take in for the

[35:47] Planchet fees. Also, with

[35:48] neighborhood enhancement, we

[35:49] increase the increase reflects

[35:52] e emphasis on code compliance

[35:54] operations and includes the

[35:54] full-time code enforcement

[35:56] officer, the city is in the

[36:01] process of hiring. Starting

[36:02] with new development,

[36:05] accomplishments in the planning

[36:06] and building divisions include

[36:09] a remodel of the housing, the

[36:11] site housing the new Audi

[36:12] dealership. The dealership

[36:13] investment in the city was a

[36:15] project with a $10.6 million

[36:16] dollar valuation, which

[36:18] included the new monument sign

[36:20] at the intersection of Cherry

[36:22] Avenue and East Spring Street,

[36:24] um, which has the news, the

[36:24] city

[36:26] s new seal feature. Also

[36:28] construction of the secure

[36:29] self-space storage facility at

[36:31] the Gateway Center North was

[36:33] completed this fiscal year. And

[36:35] finally, we processed the cup

[36:38] amendment for the adco transfer

[36:39] facility mentioned previously

[36:42] to increase their capacity and

[36:42] economic development project

[36:47] for the city. The planning

[36:48] division prepared the general

[36:51] plan annual progress report for

[36:53] the 2024 calendar year and

[36:54] submitted all required

[36:56] documents to the state. We

[36:58] continued implementation of our

[36:59] affirmatively furthering fair

[37:01] housing programs for the 6th

[37:03] cycle, housing element, which

[37:04] included progress on

[37:05] development of our affordable

[37:08] housing projects. National Corp

[37:09] executed a purchase and sale

[37:11] agreement with the property

[37:13] owner for Walnut Bluff site and

[37:15] have submitted multiple grant

[37:16] funding applications, which

[37:17] will be used for site

[37:20] remediation. By the numbers we

[37:22] issued 29 garage sale permits

[37:26] responded to 63 public records

[37:27] requests and reviewed 114

[37:29] business licenses. The division

[37:31] made progress toward our

[37:33] regional housing needs

[37:34] assessment allocation with a

[37:36] total of 10 above moderate

[37:45] accessory dwelling units. So a

[37:46] continuation of our 2025, 26

[37:49] work plan includes processing

[37:50] the following planning

[37:50] applications for new

[37:53] development. Uh, that would be

[37:56] the uh distribution warehouse

[37:59] at 32101 Walnut Avenue, the

[38:01] residential project at 2599

[38:02] Pacific Coast Highway and the

[38:05] development of a single family

[38:08] dwelling in adu, um, on the

[38:09] property where the single

[38:11] family dwelling that was

[38:13] damaged, what has been

[38:15] demolished at 2100 Ohio. At

[38:17] 8:50 East 33rd Street, uh, the

[38:19] council MAY recall that when we

[38:21] approved the Gateway Center

[38:23] North Pacific plan, it included

[38:25] a major renovation to the

[38:27] existing Target store. It

[38:29] included the construction of

[38:30] the self-storage facility just

[38:31] mentioned that was finished

[38:35] last year, and it also included

[38:36] 3 additional retail pads. Uh,

[38:38] the property owner has

[38:40] submitted preliminary plans for

[38:41] the retail drive-through pad

[38:43] and has indicated that they are

[38:46] close to securing a tenant. As

[38:48] for our work plan for ongoing

[38:51] activities, they include the to

[38:52] continue to facilitate

[38:53] development of workforce

[38:55] housing, prepare and submit the

[38:57] general plan annual review and

[38:59] progress report to the state,

[39:01] continue making progress on the

[39:02] opportunity study areas

[39:03] specifically. Staff will

[39:05] continue to work with the

[39:06] consultants on drafting zoning

[39:08] code amendments consistent with

[39:10] the economic analysis report in

[39:11] order to encourage development

[39:14] of properties within the osa

[39:15] s,

[39:15] uh, we will also support

[39:18] economic development and attend

[39:19] icsc to attract new business

[39:22] and development in the city.

[39:24] Regarding state grant grant

[39:26] funding, plha funds have been

[39:28] approved for years 1 through 4,

[39:29] and will be utilized for site

[39:31] remediation for the development

[39:33] of the walnut bluff housing

[39:35] project. The planning division

[39:36] has submitted an application

[39:38] for plha Year 5 funding, and we

[39:40] will continue to seek

[39:42] additional funding past year 5

[39:44] if available, as well as

[39:45] funding opportunities through

[39:46] the Gateway City Housing Trust.

[39:48] Uh, regarding our general plan

[39:51] updates, the planning division,

[39:51] uh, together with our

[39:53] consultant has nearly completed

[39:55] the final drafts of the

[39:56] Environmental justice element

[39:59] and an updated element, uh,

[40:00] environmental resources element.

[40:01] Staff will finalize the drafts

[40:02] and present them before the

[40:04] planning commission and the

[40:09] city council for consideration.

[40:10] Neighborhood enhancement has

[40:11] successfully obtained

[40:12] compliance of 124 code

[40:14] violation cases, this fiscal

[40:16] year, we continue to monitor

[40:17] compliance with our vpo

[40:19] properties to address

[40:20] stormwater runoff and erosion

[40:22] control. We will continue to

[40:23] facilitate activities conducted

[40:28] by the sec. A summer year 25,

[40:30] 26 work plan for

[40:31] neighborhoodhancement includes

[40:33] hiring a full-time code

[40:34] enforcement officer, continuing

[40:36] to focus on neighborhood

[40:37] enhancement and continue

[40:38] supporting the sustainable City

[40:42] Committee and their efforts.

[40:45] Notable plant check reviews and

[40:46] process include 2200 East

[40:48] Willow Street, which is the

[40:49] Costco Deli remodel, again with

[40:53] the project evaluation of $10.5

[40:55] million. 950 East 33rd Street,

[40:57] a Target rooftop solar project,

[40:59] as well as two residential

[41:01] projects located at 1933

[41:04] through 1939 Temple Avenue and

[41:07] 2750 East 20th Street. Projects

[41:09] with inspections currently

[41:11] underway include 1787 East 28th

[41:14] Street, which is an industrial

[41:14] building rebuild that sustained

[41:18] fire damage. The building and

[41:20] safety division has issued 3

[41:21] residential solar permits as

[41:23] well as 5 ev charging

[41:28] installation permits as well.

[41:29] The 2025 26 work plan for

[41:32] building and safety includes

[41:33] continuing annual permit

[41:34] reviews and implementation of

[41:38] online services and permitting.

[41:40] Eric Kranda, our principal

[41:42] building inspector also serves

[41:44] as the oil services coordinator

[41:47] and monitors and inspects all

[41:49] 415 existing oil field

[41:51] operations on a yearly basis, a

[41:53] total of 16 oilfield service

[41:55] permits were issued this past

[41:56] year. It is worth noting that

[41:58] all permits were issued

[42:00] pursuant to the Signal Hill

[42:01] Municipal code for existing

[42:05] operations. A summary of the

[42:10] oil field services work plan

[42:11] for 2526 includes continuing to

[42:13] work with oil operators,

[42:16] continuing inspections of

[42:18] existing oil field operations

[42:19] and continuing implementation

[42:21] of the oil code and state

[42:23] regulations. Uh, this concludes

[42:23] community development

[42:23] s

[42:24] presentation, and we will now

[42:26] turn it over to the Signal Hill

[42:27] Police Department. Thank you,

[42:29] Carlo, I have a question. Um,

[42:30] if we

[42:32] re moving to a full-time

[42:33] code enforcement officer. Are

[42:33] we putting any more money in

[42:37] the city? Attorney budget for

[42:38] code enforcement, uh, right now

[42:39] I

[42:40] m requesting a little bit

[42:41] more funding for city attorney,

[42:43] legal services and the admin

[42:44] department and so it really

[42:46] depends on how much volume

[42:46] we

[42:47] re seeing. We

[42:47] ll reassess

[42:48] and if we

[42:48] re seeing a need, we

[42:50] would bring that back to

[42:51] council at midear with a

[43:04] request. Ok, thank you. And

[43:06] gave us a preview of coming

[43:08] attractions. Like those were,

[43:12] there were some new info there.

[43:13] And the pretty picture of the

[43:14] target thing was in your report.

[43:21] On the sign. Yeah. I caught

[43:24] that. And then Colleen talked

[43:26] about it. Welcome pd. Thank you,

[43:28] sir. Uh, good evening, uh,

[43:29] Honorable Mayor, council

[43:35] members. So Can you hear me? Ok.

[43:37] The Signal Hill Police

[43:38] Department has 7 divisions upon

[43:41] which the budget is distributed

[43:42] to ensure operational services

[43:44] are available to provide

[43:44] exceptional service to the

[43:47] community. During the course of

[43:49] this presentation, we will

[43:50] discuss various accomplishments

[43:52] and successes that the police

[43:52] department has experienced

[43:54] during this last fiscal year.

[43:56] Before I continue, I would like

[43:58] to extend a thank you to Siam

[44:00] Lou Cox and her team for all

[44:02] their hard work and teamwork

[44:04] during this last budget review.

[44:05] Our executive management team

[44:08] works very closely with our

[44:09] finance team to ensure we

[44:10] maintain a fiscally responsible

[44:13] operating budget. In fact, we

[44:15] are very fortunate to

[44:18] temporarily have them in our

[44:19] emergency operations center

[44:19] during the uh City Hall project.

[44:22] This has provided us with a

[44:23] unique opportunity to continue

[44:26] to build on the partnership and

[44:27] proven beneficial in

[44:29] preparation of our 2526 budget.

[44:31] Now I would like to introduce

[44:32] our police department

[44:33] s support

[44:34] services manager, Karissa

[44:39] Inniguez. Period. Good evening,

[44:41] Honorable Mayor and members of

[44:43] the council. The Signal Hill

[44:45] Police Department operates on a

[44:47] $15 million budget to ensure

[44:49] vital resources. This includes

[44:51] staffing equipment, training,

[44:53] programming, as we prioritize

[44:54] public safety for our residents

[44:56] and our community. On this

[44:57] chart, you will see a few

[44:59] variable increases in our

[45:01] proposed 25, 26 year budget

[45:03] that are reflective of

[45:03] operational costs and decision

[45:06] packages. The greatest

[45:08] operational increase is in our

[45:09] patrol services division as we

[45:10] adjust for overtime and

[45:13] staffing, as well as our

[45:14] communications division to

[45:16] adjust for our ongoing Motorola

[45:18] police radio service agreement.

[45:20] You MAY also note a balance and

[45:22] slight decrease in operational

[45:23] costs and other divisions as we

[45:26] work to balance and maintain a

[45:26] fiscally responsible approach

[45:30] to the 25, 26 year. Decision

[45:32] packages listed in orange are

[45:33] representative of two items

[45:34] that will be utilized to

[45:36] provide crime analysis services

[45:38] and assist the department with

[45:40] resources to enhance hiring and

[45:41] retention. We will be

[45:43] discussing these items in more

[45:48] detail in the coming slides. In

[45:49] law enforcement, ongoing

[45:51] training is critical to

[45:53] ensuring safety and standards,

[45:54] for our officers, our police

[45:56] officers, and dispatcher

[45:58] jailers, the training is state

[46:00] governed by post, police

[46:02] officer trainings and standards.

[46:03] Standards and training. Our

[46:04] administrative staff, including

[46:06] our training sergeant, worked

[46:09] diligently to monitor and

[46:11] ensure patrol staff is

[46:12] attending and maintaining all

[46:13] necessary training. Over the

[46:14] last fiscal year, staff

[46:16] completed training. In

[46:19] community policing, Advanced

[46:23] officer training. Leadership,

[46:24] health and mental services and

[46:25] first aid and cpr to name a few.

[46:30] Our operations lieutenant also

[46:31] attended and successfully

[46:32] completed the rigorous 14th

[46:35] month post command College. In

[46:36] the upcoming fiscal year, we

[46:38] plan to continue to prioritize

[46:40] training for all staff, both

[46:42] sworn and professional. You

[46:44] will notice a few additions to

[46:46] our training matrix as we

[46:47] prioritize development and

[46:47] succession planning for

[46:50] professional staff. Our

[46:51] professional staff at Signal

[46:53] Hill Police Department oversee

[46:56] our records bureau, emergency

[46:57] operations center department

[46:59] budget, contracts, parking

[47:01] administration, and hiring.

[47:03] Training remains critical to

[47:04] ensure operational success and

[47:06] retention of staff. During this

[47:08] next fiscal year, our record

[47:10] supervisor will be attending

[47:12] the prestigious Civilian

[47:13] Leadership Institute and the

[47:15] eoc division will be receiving

[47:16] additional training and grant

[47:18] management. Additionally, our

[47:21] eoc will also be hosting the

[47:21] city

[47:23] s first cert program since

[47:25] 2021 scheduled for this fall.

[47:27] Our patrol officers will be

[47:28] attending active shooter

[47:30] training, mental health

[47:32] training, in addition to

[47:33] maintaining all required

[47:35] training as set for by posts.

[47:36] And for the remainder of the

[47:36] presentation, I

[47:38] ll turn it back

[47:43] over to Chief Kenneally.

[47:47] Working. The 2425 fiscal year

[47:48] was a year of accomplishments

[47:50] for the Signal Hill Police

[47:51] Department. As you can see on

[47:55] the slide, our team worked to

[47:56] continue key relationships and

[47:58] programming in the community,

[47:59] including our holiday outreach,

[48:01] National Night Out,

[48:03] Neighborhood Watch, and worked

[48:04] with our pd Foundation to give

[48:09] back to our community. We also

[48:10] collaborated with several

[48:11] regional organizations, some of

[48:12] those being the California

[48:14] Police Chiefs Association,

[48:15] Joint Regional Intelligence

[48:16] Center, Great Los Angeles,

[48:18] excuse me, Greater Los Angeles

[48:20] path and many others. In an

[48:22] effort to maintain community

[48:23] safety while optimizing

[48:26] resources. Another important

[48:28] accomplishment, our emergency

[48:29] operations center secured a

[48:31] grant to review and update the

[48:31] city

[48:32] s emergency operations

[48:34] plan and hazard mitigation

[48:36] plans. I am proud to say that

[48:38] the eop is nearing completion

[48:39] and will be presented to the

[48:43] council in the next few weeks.

[48:45] As we head into the 2526 fiscal

[48:47] year. Our teams will continue

[48:51] to focus on policing and

[48:52] outreach that prioritizes

[48:54] inclusivity for our entire

[48:55] community. Our bike patrol team

[48:57] will continue to promote access

[48:58] and visibility throughout the

[49:00] community. We also plan to

[49:01] continue our efforts and work

[49:03] with our regional partners to

[49:05] increase outreach to the

[49:06] unhoused and individuals

[49:08] experiencing homelessness. We

[49:10] plan on increasing our

[49:11] community presence by

[49:12] introducing new programs such

[49:14] as Coffee with a cop as we

[49:15] continue to foster

[49:16] relationships with our

[49:17] community, including our small

[49:20] businesses. Our emergency

[49:21] operations center will be

[49:24] developing a monthly education

[49:25] matrix and continue to aid in

[49:26] providing resources to our

[49:28] community at events and through

[49:30] social media, including

[49:30] programs such as map Your

[49:33] Neighborhood. To better address

[49:35] community concerns, we plan to

[49:37] contract services to aid with

[49:38] crime mapping and statistical

[49:40] analysis is a vital tools in

[49:42] crime prevention and to assist

[49:43] with the efficient deployment

[49:47] of enforcement resources. A key

[49:49] priority for our department is

[49:51] hiring and retention. The

[49:52] police department recently

[49:54] re-engaged our recruitment team,

[49:55] which contains personnel from

[49:57] all divisions, including sworn

[49:59] and professional staff. We are

[50:00] working closely with our hr

[50:02] team to maintain competitive

[50:04] hiring practices and streamline

[50:06] the onboarding of new employees.

[50:07] Our recruitment team has

[50:09] attended several career and

[50:11] hiring fairs and working to

[50:13] introduce, excuse me, working

[50:15] to introduce our own physical

[50:16] agility test site with the goal

[50:17] of hosting hiring workshops in

[50:21] the future. Our traffic and

[50:23] patrol, excuse me, our traffic

[50:24] and patrol teams will continue

[50:25] their efforts in the reduction

[50:26] of the traffic that

[50:27] s ensuring

[50:28] the safety of pedestrians and

[50:31] vehicles. Our teams have

[50:32] secured grants through the

[50:33] California Office of Traffic

[50:35] and Safety to hold dui

[50:37] checkpoints throughout. The

[50:39] upcoming fiscal year. Our

[50:41] emergency operations center has

[50:43] also secured a state homeland

[50:45] security program grant to aid

[50:46] in the continued education and

[50:49] safety. We hope that these

[50:51] highlights represent to you our

[50:52] commitment to safety and the

[50:53] hard work of the men and women

[50:55] of the Signal Hill Police

[50:57] Department. We are proud to

[50:58] serve this community and look

[51:00] forward to a great year ahead.

[51:01] This concludes our presentation.

[51:04] And we will be handing it over

[51:04] to Parks Recreation and

[51:30] libraries. Good evening again.

[51:32] This evening, the Parks

[51:33] recreation and library Services

[51:35] department. Um, we have Ali De

[51:38] Beer, manager, Azure Strix Mara

[51:39] recreation Supervisor and city

[51:40] librarian Charles Hughes to

[51:41] present tonight for the

[51:43] department. Our department

[51:45] strives to provide full service

[51:47] year-round programming to a

[51:49] wide range of ages from babies

[51:50] to senior citizens. They

[51:52] diverse age range allows us to

[51:53] connect with a variety of

[51:55] residents and ensures we have

[51:57] programming for everyone. We

[51:59] also work to provide these

[52:00] comprehensive services at no to

[52:02] low cost and focus on safety,

[52:03] variety, and affordability to

[52:05] ensure we maximize our

[52:05] department

[52:09] s outreach. The

[52:10] department is comprised of 3

[52:11] main divisions, including the

[52:12] library division, community

[52:14] services, and recreation.

[52:15] During this presentation, we

[52:17] will discuss what each division

[52:19] is comprised of. Last of our

[52:21] divisions is the community

[52:23] services, um, area. This

[52:24] division coordinates programs

[52:25] out of the library, youth

[52:27] center, and our parks, and

[52:29] sometimes becomes a catch-all

[52:30] for programs that don

[52:30] t have a

[52:33] centralized location.

[52:35] Anticipated changes in the

[52:36] department are primarily

[52:38] comprised of salary changes for

[52:40] both full and part-time. This

[52:41] department in particular, in

[52:43] particular heavily relies on

[52:45] part-time staff to carry out

[52:45] community-based programming.

[52:47] From the time our parks opened

[52:48] to the time our parks and

[52:50] facilities close at night, 7

[52:52] days a week. Tonight our

[52:54] decision package requests are

[52:56] primarily comprised of updated

[52:58] software and licensing due to

[52:59] increased and enhanced use of

[53:00] the library, which you

[53:01] re,

[53:01] you

[53:03] ll hear more about later,

[53:05] um, replacement of equipment

[53:07] for children with

[53:08] neurodivergent needs enhance

[53:09] arts and culture programming to

[53:11] coincide with the city

[53:11] s

[53:12] commemorative flag schedule and

[53:14] allocation of funding for the

[53:15] food distribution program due

[53:17] to anticipated federal funding

[53:19] changes, the return of

[53:19] programming for teens,

[53:20] specifically for the youth and

[53:22] government day and some teens

[53:23] later in training, internship

[53:26] program. The return of modified

[53:28] holiday light display at Signal

[53:30] Hill Park, and the introduction

[53:32] of a city-wide community

[53:33] resources fair and enhanced

[53:37] volunteer programming. One time

[53:38] funding includes requests for a

[53:41] ribbon cutting for the

[53:42] anticipated amphitheater

[53:45] opening in 2026. The library

[53:45] s

[53:46] centennial celebration, the

[53:49] City Hall grand opening. Um,

[53:51] and repair and maintenance of

[53:52] youth equipment for our youth

[53:53] programming. I

[53:53] ll turn it over

[53:55] to our team to share more about

[54:09] our department operations. The

[54:10] department is actively engaged

[54:10] from the onset of projects when

[54:11] it comes to park and facility

[54:15] development. Helping to

[54:17] facilitate community engagement,

[54:18] providing feedback on usability

[54:21] of new and existing park spaces

[54:22] and looking to implement

[54:23] programming strategies for the

[54:24] evolving needs of the community.

[54:27] This year we helped to bring

[54:28] the civics in our master plan

[54:31] project to adoption. This

[54:33] department has also been

[54:34] involved with the design of the

[54:35] amphitheater, which is phase

[54:40] one of the plan. After initial

[54:40] community input and involvement

[54:42] with the design of Hillbrook

[54:44] Park, our team facilitated the

[54:45] marketing and opening of the

[54:47] park, introducing the

[54:49] revitalized open space and

[54:50] generating excitement for that

[54:53] neighborhood. The park patrol

[54:55] program ensures the supervision

[54:56] of local parks during picnic

[54:58] reservations, as well as

[54:59] general park oversight during

[55:00] mornings, evenings and weekends.

[55:04] Over the past year, we issued

[55:05] 95 permits, a 4% increase from

[55:08] the previous year. And thanks

[55:09] to the support of dedicated

[55:12] partners who share our vision

[55:13] to offer free community

[55:15] programs to residents, we are

[55:17] able to host 12 spring and

[55:19] summer concerts? Increase the

[55:20] holiday outreach program by 17%.

[55:24] And supplement our senior food

[55:24] distribution program, just to

[55:28] name a few. We expanded our

[55:30] senior programming this past

[55:31] year and provided a variety of

[55:33] opportunities for seniors to

[55:34] socialize and connect with

[55:36] others. We have seen an

[55:38] increase of 33%. Through our

[55:39] weekly senior social club

[55:42] attendance from last year. And

[55:45] at one time, the family food

[55:46] distribution program was

[55:47] implemented as a reaction to

[55:51] the pandemic. And, but the need

[55:52] continues as residents have

[55:54] been navigating challenging

[55:55] personal and socioeconomic

[55:56] changes that MAY have prevented

[55:58] them from reaching a

[56:00] comfortable level of stability.

[56:01] And as a result of the

[56:03] increased participation through

[56:04] our senior programs, we

[56:08] recognize a need for additional

[56:09] health and wellness services.

[56:10] Later this month, we will get a

[56:11] better sense of our community

[56:13] needs when we host the first

[56:14] ever community resources and

[56:17] health care. We have increased

[56:18] the engagement of our

[56:21] volunteers and now have 81

[56:24] active members. Looking ahead.

[56:26] Um, the volunteer program will

[56:27] continue to grow and supplement

[56:29] additional help needed. Over

[56:30] the past 3 years we

[56:31] ve

[56:33] continued to face the challenge

[56:33] of creating effective programs

[56:37] for 14 to 17 year olds. Um,

[56:39] which we know is a critical age

[56:41] and oftentimes helps to define

[56:44] the future path into adulthood.

[56:45] One highlight from this past

[56:47] spring was a spinoff of the

[56:48] leadership academy where we

[56:50] introduce local middle and high

[56:51] school students to city

[56:52] government by inviting them to

[56:54] spend a day with staff from

[56:56] each department. And this

[56:58] summer we will introduce the

[57:00] team leaders and training

[57:02] program designed to expose that

[57:03] age group to civic engagement

[57:04] and provide them with a place

[57:06] to spend their summer in a safe

[57:12] and enriching environment.

[57:13] Another way we enrich the

[57:15] community is by offering animal

[57:17] services programming, we have

[57:18] fostered a strong relationship

[57:20] with Long Beach Animal Care

[57:22] Services and their partners,

[57:23] including community Animal

[57:25] Medicine Project with more than

[57:27] 600 pets being vaccinated this

[57:29] past year. Pet introductions at

[57:31] city council have encouraged

[57:32] responsible pet ownership and

[57:34] exposed the need for animals to

[57:36] find a permanent home.

[57:38] Additional pet focused

[57:39] programming included pet cpr

[57:41] site tours of the shelter and

[57:44] adoption facility and other

[57:44] pet-focused activities. We

[57:45] ve

[57:46] engaged with more residents

[57:48] through our pet of the month

[57:49] program and enhance the pause

[57:51] on the Hill event, which now

[57:53] includes local community

[57:54] vendors that offer services for

[57:56] pet owners. Our arts and

[57:59] culture section program more

[58:01] than 16 activities that

[58:02] included the Cambodian dance

[58:04] program, Tagalog storytime, and

[58:05] African drum circle and

[58:07] cultural. Performing arts and

[58:13] craft experiences. Special

[58:14] events are one of the best ways

[58:16] to engage with the community

[58:17] members of various demographics.

[58:19] This past year, we hosted many

[58:20] of our traditional special

[58:23] events, we continued ourselves

[58:24] centennial celebration by

[58:25] adding new and exciting

[58:27] elements to offer an enhanced

[58:29] experience. Many of the

[58:30] additions from last year

[58:30] s

[58:31] events received rave reviews

[58:32] from the community and due to

[58:34] the positive feedback, we look

[58:35] forward to keeping some

[58:37] elements from our centennial

[58:42] year in future events. Our

[58:43] youth programs provide

[58:44] consistent low-cost access to

[58:46] mental, emotional, and social

[58:48] support through after school

[58:50] care camps and youth sports.

[58:51] Many families depend on our

[58:52] services for kinder to middle

[58:54] school to provide a safe place

[58:56] for children after school and

[58:58] during the summer. Each day we

[58:59] have approximately 100 youth in

[59:01] our care and consistently have

[59:03] wait lists for our programs. We

[59:04] have many repeat families and

[59:06] the majority of our youth

[59:07] participate in more than one

[59:09] program. Many of our sports

[59:11] teams have shown great success.

[59:12] With championship seasons and

[59:14] highly ranked teams. As a

[59:16] result of covid, several of our

[59:18] programs were reduced, and we

[59:20] have worked diligently to bring

[59:21] those programs back to full

[59:23] capacity. Thanks to city

[59:25] council support, we we were

[59:27] able to reintroduce our tweens

[59:28] program. Middle school youth

[59:30] are often underserved and

[59:32] considered high risk. Our tween

[59:33] enrollment has increased by

[59:36] 300% in the past year. In

[59:37] response to feedback from the

[59:38] community, we have added

[59:40] additional weeks and extended

[59:40] operating hours for our tween

[59:45] summer day camp. Another result

[59:47] of covid is an increase in

[59:48] children who need additional

[59:50] support coping with reactions,

[59:52] getting along and simple tasks

[59:53] that overwhelm them. We have

[59:55] adjusted our ratios to better

[59:57] serve their their social and

[59:58] emotional needs. In addition,

[1:00:00] we have been able to provide

[1:00:02] staff more in-depth training on

[1:00:03] how to work through challenging

[1:00:08] behaviors. Last year, our youth

[1:00:09] programs also created

[1:00:10] activities around the

[1:00:11] centennial year. Some

[1:00:12] highlights included creating a

[1:00:14] silent movie, hosting a

[1:00:15] nineties dance party in

[1:00:15] curating kids

[1:00:16] art that was

[1:00:17] focused on signalal attributes

[1:00:19] like the city seal, popular

[1:00:20] locations and even police

[1:00:22] badges. These art pieces were

[1:00:24] displayed in the library for

[1:00:26] Youth Art Month, and many of

[1:00:27] our families expressed their

[1:00:28] excitement to be a part of the

[1:00:34] celebration. Moving on to

[1:00:36] library services, which is

[1:00:37] proudly celebrating 5

[1:00:39] successful years of service to

[1:00:39] the community in our new

[1:00:43] library. In our new building,

[1:00:44] excuse me, over the past 5

[1:00:47] years, we have issued a total

[1:00:50] of 10,000 new library cards,

[1:00:52] averaging 2000 cards each year.

[1:00:55] This brings our total number of

[1:00:57] cardholders to 19,000

[1:00:57] demonstrating our commitment to

[1:01:02] making Resources accessible.

[1:01:04] Accessible. Additionally, we

[1:01:06] have successfully circulated

[1:01:08] more than 41,000 materials,

[1:01:10] indicating a strong demand for

[1:01:12] our resources. Recently, we

[1:01:15] have introduced 85 Fox books to

[1:01:16] our collection. These books

[1:01:19] feature a physical book with a

[1:01:20] built-in audio component

[1:01:22] allowing students to read along

[1:01:24] while listening to the

[1:01:26] narration, this multi-sensory

[1:01:29] approach is designed to enhance

[1:01:30] understanding and engagement

[1:01:33] for students with visual. An

[1:01:37] auditory auditory. Processing

[1:01:40] challenges, and we extend, we

[1:01:42] intend to extend this

[1:01:44] collection to support our

[1:01:47] neural divergent learners. One

[1:01:48] innovative feature of our

[1:01:50] library is the ability to

[1:01:54] obtain a library card online,

[1:01:55] granting residents access to

[1:01:57] thousands of e-books, audio

[1:02:02] books, and streaming services.

[1:02:05] At their convenience. Our ver

[1:02:08] versatile multi-use study rooms

[1:02:10] cater to various learning and

[1:02:11] group collaboration needs in

[1:02:13] response to the increased

[1:02:14] demand for these reservations,

[1:02:17] our team is actively working on

[1:02:19] creative strategies to enhance

[1:02:22] our library spaces and ensure a

[1:02:23] comfortable and inspiring

[1:02:26] environment for all visitors.

[1:02:29] We continue to offer a wide

[1:02:31] array of engaging programs for

[1:02:32] individuals of all ages

[1:02:36] throughout the week. We host 4

[1:02:36] storytime sessions, Spanish,

[1:02:40] Kamai. Baby and toddler story

[1:02:43] time with attendants. At these

[1:02:46] events have tripled with more

[1:02:49] than 250 participants each week.

[1:02:50] Our weekly tutoring program has

[1:02:53] proven to be a valuable

[1:02:55] academic resource. It currently

[1:02:56] assists 33 students in grades

[1:02:58] 3rd to 8th, focusing

[1:02:59] particularly on improving their

[1:03:02] math skills. Engagement with

[1:03:04] teens have been a challenge for

[1:03:06] the library. But we

[1:03:07] ve made no

[1:03:09] notable progress by introducing

[1:03:11] activities such as immersive

[1:03:13] virtual reality experiences,

[1:03:17] PlayStation 5, Social hours and

[1:03:28] community Connections with with

[1:03:29] their peers. Many of our

[1:03:31] exciting programs have been

[1:03:32] made possible through the

[1:03:34] generous support of the Signal

[1:03:35] Hill Community Foundation and

[1:03:36] Friends of the Signal Hill

[1:03:40] Library. Our library has

[1:03:41] transformed into a lively

[1:03:44] community hub that serves a

[1:03:46] diverse range of residents

[1:03:48] daily. We are committed to

[1:03:49] adapting to the changing needs

[1:03:51] of our community with a goal of

[1:03:53] continuing to improve our

[1:03:56] programs based on community

[1:03:58] feedback and emerging trends,

[1:04:01] fostering an environment that

[1:04:02] encourages lifelong learning

[1:04:09] and community engagement.

[1:04:10] Throughout the year, our

[1:04:11] vibrant community and dedicated

[1:04:13] departments united in a

[1:04:15] spectacular celebration of our

[1:04:17] centennial, we extend our

[1:04:19] gratitude to our sponsors whose

[1:04:21] generous support helped us

[1:04:22] create an unforgettable

[1:04:24] experience that will be

[1:04:25] cherished for generations to

[1:04:28] come. Our celebrations were

[1:04:29] filled with engaging activities

[1:04:31] that brought the community

[1:04:33] together in many ways. Signal

[1:04:35] Hill families and friends

[1:04:37] enjoyed the thrills of our

[1:04:39] Halloween carnival and the

[1:04:41] dazzling spectacle of the laser

[1:04:44] show. The tree lighting and

[1:04:45] festival of lights transformed

[1:04:48] our streets and park into a

[1:04:49] winter wonderland radiating

[1:04:51] warmth and joy. One of the

[1:04:53] highlights was the exhilarating

[1:04:55] hill climb event where classic

[1:04:57] Ford Model t cars raced. Ey

[1:04:59] Hill, reminding us of our rich

[1:05:02] history and the spirit of

[1:05:04] competition. Additionally, we

[1:05:06] proudly unveiled another panel

[1:05:08] to complete our display, which

[1:05:09] showcases the remarkable

[1:05:11] journey of our city over the

[1:05:15] past century. In the coming

[1:05:17] year, the department will focus

[1:05:18] on several key items and

[1:05:19] initiatives, as you

[1:05:20] ll hear

[1:05:21] more about in the coming weeks,

[1:05:22] we will turn attention to

[1:05:23] development of programming for

[1:05:25] the amphitheater, which is

[1:05:27] slated to come online in 2026.

[1:05:29] With the recent acquisition of

[1:05:30] property on Signal Hill Park

[1:05:31] will explore how to best

[1:05:32] utilize a new space and bring

[1:05:34] ideas back to city council for

[1:05:36] consideration. Priorities will

[1:05:37] continue to include the

[1:05:38] offering of programs that focus

[1:05:41] on emotional, mental, physical,

[1:05:42] and over wellbeing of all

[1:05:44] residents and look for changing

[1:05:45] industry trends to ensure that

[1:05:47] we continue to offer services

[1:05:49] that meet the evolving changes

[1:05:50] of the community. We

[1:05:50] ll also

[1:05:51] continue to work with our local

[1:05:53] partners, including the Signal

[1:05:54] Hill Community Foundation

[1:05:57] Police Foundation, and sponsors

[1:05:57] that support educational

[1:05:59] programs such as the

[1:06:01] aforementioned free tutoring

[1:06:02] program that helped to promote

[1:06:04] academic development. Upcoming

[1:06:05] major projects include artwork

[1:06:08] installation for the. Recently

[1:06:09] reopened Hillbrook Park and

[1:06:10] Heritage Point Park. We look

[1:06:11] forward to continuing to offer

[1:06:12] and enhance an array of

[1:06:14] services, programs, and

[1:06:14] community-based events. I

[1:06:15] d

[1:06:17] like to turn it over to our

[1:06:17] public works team for the next

[1:06:58] section. Thanks, Yvette. Um,

[1:06:59] Good evening, Honorable Mayor

[1:07:01] and members of the city council

[1:07:02] tonight I

[1:07:03] m joined by Gambino

[1:07:05] Luna, our deputy director of

[1:07:07] Public Works, Margarita Beltran,

[1:07:09] our contracts manager Jesus

[1:07:10] Saldanha, Associate engineer,

[1:07:13] and myself, uh, Thomas Beckel,

[1:07:14] public works director. Together

[1:07:14] we

[1:07:16] ll present the public works

[1:07:18] portion of the proposed budget

[1:07:19] from an organizational

[1:07:20] standpoint, the public works

[1:07:22] department consists of 5

[1:07:24] divisions, engineering, grounds

[1:07:26] and street maintenance, fleet

[1:07:27] services, facilities

[1:07:28] maintenance, and water division.

[1:07:30] These divisions work

[1:07:31] collaboratively to deliver

[1:07:33] essential services, supporting

[1:07:34] development, and managing

[1:07:35] capital improvement projects,

[1:07:37] maintaining our parks, streets,

[1:07:39] vehicles, public buildings, and

[1:07:40] ensuring the city meets its

[1:07:43] environmental storm water and

[1:07:44] sanitation-related regulatory

[1:07:46] obligations. Our water division

[1:07:48] operates a full service utility

[1:07:50] overseeing everything from

[1:07:51] groundwater extraction,

[1:07:53] treatment and distribution to

[1:07:53] regulatory compliance and

[1:07:57] customary billing. Our budget

[1:07:59] remains relatively stable or

[1:08:00] flat with most changes

[1:08:02] reflecting cpi adjustment or

[1:08:04] minor updates based on last

[1:08:05] year

[1:08:06] s figures, ground and

[1:08:06] maintenance increased slightly

[1:08:08] due to staffing changes in

[1:08:09] previous fiscal year. As you

[1:08:09] can see, there

[1:08:13] s no one time or

[1:08:14] ongoing decision packages for

[1:08:15] public works operations, which

[1:08:18] displays a balanced budget.

[1:08:20] Going to accomplishments, the

[1:08:22] engineering division is

[1:08:23] responsible for planning,

[1:08:25] design, funding, right of

[1:08:26] acquisition, property

[1:08:27] management, uh, project

[1:08:28] management, sorry, and project

[1:08:31] close out. This year, the team

[1:08:32] successfully completed several

[1:08:33] key projects, including

[1:08:34] Hillbrooks Park, 20th Street,

[1:08:36] and Redondo Avenue, and a few

[1:08:37] other projects that the team

[1:08:38] will mention in the upcoming

[1:08:40] slides. In terms of funding,

[1:08:42] the team secured approximately

[1:08:43] $6 million in new grants on top

[1:08:46] of the $18 million secured in

[1:08:47] the previous year. We are

[1:08:50] currently managing a grant

[1:08:53] portfolio of over $35 million

[1:08:54] spread over 17 grants, all

[1:08:55] acquired over the past 3 years.

[1:08:57] This is a major achievement for

[1:08:59] the department in the city. The

[1:09:01] team also oversees a wide range

[1:09:04] of permits, including over 120

[1:09:04] encroachment permits issued

[1:09:07] this year alone. As well as

[1:09:08] traffic signal control plan

[1:09:10] reviews, uh, in addition, staff

[1:09:12] regularly holds a traffic

[1:09:13] safety committee to address

[1:09:15] both new and ongoing traffic

[1:09:16] related concerns raised by the

[1:09:18] community. To highlight a few

[1:09:20] items uh in our work plan. One

[1:09:23] of the things that make our

[1:09:24] team different from other

[1:09:25] public works department is that

[1:09:27] we leverage gis as a tool to

[1:09:29] craft our project goals and

[1:09:30] track progress. Nearly

[1:09:31] everything that we do is

[1:09:34] integrated in our gis platform.

[1:09:34] Um, you know, we

[1:09:35] ll go into the

[1:09:38] details in an upcoming slides

[1:09:40] with regards to gis, uh, but

[1:09:41] our team will continue to

[1:09:43] oversee the delivery of key

[1:09:44] capital improvement projects

[1:09:46] such as the amphitheater, City

[1:09:48] Hall renovation, Willow Street

[1:09:50] Project in Gundry replacement.

[1:09:51] Additionally, we

[1:09:51] re actively

[1:09:54] working to implement several

[1:09:55] adopted planning documents such

[1:09:58] as the local road safety plan,

[1:09:59] uh, our facilities master plan,

[1:10:01] our water master

[1:10:02] s plan. And a

[1:10:02] few other plants that we are

[1:10:05] working with the admin group.

[1:10:08] This team will continue

[1:10:09] pursuing new ground

[1:10:09] opportunities and outlining

[1:10:10] further projects to enhance the

[1:10:11] city

[1:10:12] s infrastructure, and we

[1:10:13] will continue our aggressive

[1:10:16] pursuit to grant funding with

[1:10:17] nearly 8.1 million currently in

[1:10:18] the pipeline pending response

[1:10:22] or approval. Uh, just to note a

[1:10:24] few items in our gis. Currently

[1:10:27] we use it for our tree planting

[1:10:29] initiative to design exhibit

[1:10:30] maps to improve public and to

[1:10:32] inform the public about

[1:10:33] upcoming tree planting and to

[1:10:35] track progress in our recent

[1:10:37] planting efforts. We integrate

[1:10:38] jihadists in our water

[1:10:40] operations, our, our, uh, maps,

[1:10:42] our surveyed to rely accurate

[1:10:44] location and are all

[1:10:46] digitalized. We use it to

[1:10:48] create mobile field maps or uh

[1:10:50] the mobile field apps or maps

[1:10:52] to our uh water crew.

[1:10:53] Coordinate emergency water leak

[1:10:55] responses and we also

[1:10:56] coordinate big alert responses

[1:10:58] with it. We also use it in our

[1:11:00] capital improvement project map

[1:11:02] on our city website. We track

[1:11:03] the status of our capital

[1:11:05] improvement projects and we

[1:11:06] synchronized timeline for

[1:11:07] efficient and effective project

[1:11:08] planning. With that I

[1:11:08] ll turn

[1:11:14] it over to uh Gabbino Lunan.

[1:11:16] Thank you, Thomas. Good evening,

[1:11:18] Honorable Mayor and members of

[1:11:19] the city council, our

[1:11:20] maintenance team plays a key

[1:11:22] role in responding to both

[1:11:23] resident and internal service

[1:11:25] requests as shown on the slide,

[1:11:27] the team is organized into 4

[1:11:29] main areas, streets, grounds,

[1:11:32] facilities, and fleet. Some key

[1:11:33] accomplishments include

[1:11:34] addressing nearly 1800 graffiti

[1:11:36] removals, helping to keep

[1:11:37] public spaces clean and

[1:11:38] continuing with our ongoing

[1:11:39] work on bus shelters to enhance

[1:11:41] the look and function.

[1:11:42] Additionally, our team remained

[1:11:44] committed to maintaining all

[1:11:46] city parks. This included

[1:11:47] regular landscaping pressure

[1:11:48] washing and making sure

[1:11:49] playgrounds were safe through

[1:11:50] ongoing repairs and inspections.

[1:11:53] Our maintenance work plan

[1:11:54] includes continued upkeep of

[1:11:55] city parks and facilities, as

[1:11:56] well as ongoing maintenance of

[1:11:56] the city

[1:11:58] s fleet. Heavy

[1:12:01] equipment and vacant lots.

[1:12:02] We

[1:12:03] ll also continue managing

[1:12:04] citywide maintenance contracts

[1:12:05] such as the landscaping

[1:12:06] contract and the tree

[1:12:11] maintenance contract. Our

[1:12:12] environmental efforts this year

[1:12:13] included the ongoing

[1:12:14] maintenance of city owned

[1:12:16] parcels with a focus on weed

[1:12:17] abatement and erosion control

[1:12:19] measures. We continue to meet

[1:12:21] stormwater and npds regulatory

[1:12:23] requirements, completing more

[1:12:24] than 130 industrial wastewater

[1:12:26] inspections and over 45

[1:12:27] stormwater system inspections.

[1:12:29] Our co recycle and organics

[1:12:32] program also stayed on track,

[1:12:33] remaining 100% compliant and as

[1:12:35] part of our adoptive 3I master

[1:12:38] plan, we secured usda funding

[1:12:39] to plan approximately 600 trees

[1:12:40] across the city starting JULY

[1:12:45] of this year. We were quite

[1:12:48] busy on the water side this

[1:12:49] year, key accomplishments

[1:12:50] include flushing 2.72 million

[1:12:53] gallons of water. And

[1:12:54] exercising 513 main valves to

[1:12:55] name a few things on the

[1:12:57] treatment side, we were able to

[1:12:59] rebuild and calibrate chemical

[1:13:00] analyzers at Gundry Reservoir,

[1:13:02] replace and rebuild pumps at

[1:13:03] various facilities and perform

[1:13:05] filter maintenance at w 9.

[1:13:06] Furthermore, our water work

[1:13:08] plan as noted on this slide

[1:13:09] targets many different areas.

[1:13:10] Our focus is to touch on all

[1:13:12] aspects of the water system and

[1:13:15] the list in front of you today

[1:13:16] accomplishes accomplishment

[1:13:17] accomplishes just that. In

[1:13:18] conclusion, the water

[1:13:19] department has had a great year,

[1:13:21] and we will continue to strive

[1:13:22] for our unilateral goal, which

[1:13:23] is delivery of clean, safe

[1:13:25] water to wall in the city of

[1:13:26] Signal Hill. I will now pass it

[1:13:27] over to Jesus to cover the next

[1:13:31] set of slides. Thank you, Gino.

[1:13:32] Good evening, Honorable Mayor

[1:13:34] and members of the city council

[1:13:36] move on to our capital

[1:13:38] improvement program next. This

[1:13:39] program encompasses the

[1:13:41] conceptual planning, designs

[1:13:43] and specifications and ultimate

[1:13:44] construction and construction

[1:13:45] management of the various

[1:13:46] infrastructure projects that we

[1:13:48] have in the city across all

[1:13:50] divisions from streets and

[1:13:51] parks rehabs to facilities and

[1:13:54] water system improvements. This

[1:13:56] first slide covers our budget

[1:13:57] summary of the projections for

[1:13:58] this year and proposed budget

[1:14:00] for the upcoming fiscal year

[1:14:02] broken down by division. The

[1:14:03] main drivers are a few large

[1:14:04] projects that are underway

[1:14:05] which have been incorporated

[1:14:09] into the budget, including the

[1:14:10] amphitheater project and

[1:14:12] facilities, Gundry Roof

[1:14:13] reservoir replacement in water

[1:14:15] and in streets, budgets for

[1:14:17] grant monies from hsip for

[1:14:18] improvements on Willow and then

[1:14:20] grants from usda for street

[1:14:21] tree planting have also been

[1:14:23] incorporated. The first

[1:14:25] projects up are the park

[1:14:27] projects, the Signal Hill Park,

[1:14:28] playground resurfacing, uh, is

[1:14:29] the first one this project

[1:14:31] provided a complete replacement

[1:14:32] of deteriorated rubberized

[1:14:34] place surface for the existing

[1:14:36] equipment, the project total

[1:14:38] was 132,000 and was completed

[1:14:40] in JANUARY of this year. The

[1:14:41] city continues to conduct

[1:14:43] monthly inspections on its

[1:14:44] playgrounds and generates

[1:14:45] rehabilitation projects on an

[1:14:47] as-needed basis when equipment

[1:14:48] is near its useful life cycle.

[1:14:50] The Hill Brook Park Improvement

[1:14:53] Project was another important,

[1:14:55] uh, under uh project on this

[1:14:56] program. This project

[1:14:58] completely renovated the pocket

[1:14:59] park incorporating a new more

[1:15:01] usable open space in the center

[1:15:03] of the park. This park also

[1:15:04] installed a new shade cells,

[1:15:06] decorative picnic areas, a

[1:15:08] perimeter fence, and turf

[1:15:09] landscaping. One other key

[1:15:11] design feature was the

[1:15:12] stormwater system that was

[1:15:13] implemented below the sidewalk

[1:15:15] of a temple, stormwater

[1:15:17] discharge is diverted from

[1:15:18] Temple Avenue gutter and routed

[1:15:19] to the biofiltration. System

[1:15:20] which is treated and then

[1:15:23] infiltrated into the park. Now

[1:15:26] moving on to the panorama

[1:15:27] Promenade Trail landscape

[1:15:28] project. This represents the

[1:15:30] second phase following last

[1:15:31] year

[1:15:31] s slope failure

[1:15:32] remediation. So you MAY recall

[1:15:35] the emergency slope failure in

[1:15:36] FEBRUARY 2024 affected over

[1:15:38] 100,000 square feet of slope

[1:15:39] along the Panorama Trail, and

[1:15:41] the scope of work for this

[1:15:43] phase includes planting of

[1:15:44] approximately 1100 fema

[1:15:47] approved shrubs and 130 trees,

[1:15:48] a complete irrigation system

[1:15:50] was also installed to support

[1:15:52] the establishment of new

[1:15:52] vegetation. Currently this

[1:15:53] project is in the punch. Space

[1:15:55] and we expect to bring it to

[1:15:57] city council for the notice of

[1:15:58] completion following a 90-day

[1:16:00] maintenance period, which will

[1:16:01] conclude in AUGUST of this year,

[1:16:03] and by JUNE of this year we

[1:16:05] anticipate to see visible

[1:16:06] healthy grown acacia shrubs

[1:16:10] throughout the site. The 3rd

[1:16:12] image on the right provides a

[1:16:13] visualization of the expected

[1:16:14] appearance once that

[1:16:15] landscaping has fully matured.

[1:16:17] This next slide highlights

[1:16:18] several projects to support

[1:16:20] public functions throughout the

[1:16:22] city. First the California

[1:16:24] Avenue Parkway Improvement

[1:16:25] projects involve removing

[1:16:26] deteriorated sidewalks and

[1:16:27] installing a new meandering

[1:16:28] sidewalk design. We

[1:16:29] re

[1:16:30] currently working on

[1:16:31] implementing drought tolerant

[1:16:33] landscaping to enhance that

[1:16:34] parkway. The other project is

[1:16:35] the Burnett Wall project. It

[1:16:36] s

[1:16:37] located in an alley west of

[1:16:39] Lewis and this area faced

[1:16:41] illegal dumping and a damaged

[1:16:43] chain link fence in response,

[1:16:44] our team worked and managed the

[1:16:46] design for the improvements for

[1:16:48] a new concrete block wall. This

[1:16:50] project was completed earlier

[1:16:51] this year, and photos on the

[1:16:53] right show the before and after

[1:16:55] conditions. Moving on, the

[1:16:57] adaam project was funded

[1:16:58] through cdbg. This year we

[1:17:00] installed. 7 new compliant

[1:17:01] ramps with plans to construct

[1:17:03] 13 more in the upcoming fiscal

[1:17:04] year. Additionally, our team is

[1:17:07] in the process of procuring

[1:17:09] consulting services to prepare

[1:17:09] the city

[1:17:11] s ada evaluation and

[1:17:13] transition plan. Lastly, the

[1:17:14] annual sidewalk project will

[1:17:16] complete over 5000 square feet

[1:17:17] of sidewalk improvements this

[1:17:18] year. That

[1:17:19] s approximately 1500

[1:17:20] square feet more than last

[1:17:22] fiscal year. And also this

[1:17:24] fiscal year we procured

[1:17:26] services to successfully

[1:17:28] complete inspections across all

[1:17:29] city quadrants for these next

[1:17:30] few slides, these will be

[1:17:36] covered by Margaritta Beltran.

[1:17:39] Thank you. Thank you, Jesus.

[1:17:40] Good evening, Honorable Mayor,

[1:17:42] members of the city council.

[1:17:43] Tonight I will briefly

[1:17:45] introduce a newly launched

[1:17:46] citywide Alleys project, which

[1:17:47] aligns with the previous

[1:17:49] discussion on projects that

[1:17:50] enhance public pedestrian

[1:17:51] accessibility throughout Signal

[1:17:53] Hill. As previously mentioned,

[1:17:55] the public works department is

[1:17:56] responsible for the maintenance

[1:17:59] and repair of all city streets,

[1:18:01] sidewalks and alleys, while the

[1:18:02] annual pavement management

[1:18:03] program focuses on street

[1:18:05] rehabilitation, the annual

[1:18:09] sidewalk improvement program

[1:18:10] addresses sidewalk repairs. The

[1:18:12] street division manages the

[1:18:13] ongoing inspection, maintenance

[1:18:15] and repairs of approximately 7

[1:18:17] miles of city alleys. These

[1:18:18] efforts include weed control,

[1:18:20] removal of abandoned materials,

[1:18:22] and pothole repairs, but they

[1:18:23] do not include the full

[1:18:24] reconstruction or

[1:18:24] Rehabilitation of alley

[1:18:27] sections. This new initiative,

[1:18:29] which we hope will become a new

[1:18:31] program, specifically targets

[1:18:32] alley reconstruction focusing

[1:18:34] on improvements, improving the

[1:18:35] condition of citywide, citywide

[1:18:38] alleys. This year, the public

[1:18:40] works team procured an annual

[1:18:42] master agreement with contract

[1:18:43] with Gentry General Engineering

[1:18:44] for pavement and concrete

[1:18:47] repairs across city alleys and

[1:18:48] prioritizing areas with

[1:18:49] drainage issues and those in

[1:18:50] the most critical needle repair.

[1:18:53] To date, we have over 12,000

[1:18:55] square feet of concrete all

[1:18:56] repairs that have been

[1:18:57] completed in 3 alleys located

[1:19:00] in Quadran one of the city. The

[1:19:01] images here show the before and

[1:19:03] after conditions, highlighting

[1:19:04] the significant improvements

[1:19:05] made. But we

[1:19:06] re not finished

[1:19:08] yet. Next, we plan to complete

[1:19:10] repairs in 4 more alleys

[1:19:11] located north of Thirty-Third

[1:19:13] Street, west of Orange,

[1:19:14] Cerritos, lemon, and Lewis

[1:19:18] Avenue. The slide here shows

[1:19:19] additional before, during and

[1:19:22] after photos, as you can see

[1:19:23] the transformation is very

[1:19:25] clear. This is just a glimpse

[1:19:27] of the progress achieved so far,

[1:19:29] which more alleys set to be

[1:19:30] improving in the coming months.

[1:19:32] We would also like to express

[1:19:34] our appreciation to all

[1:19:35] residents and their cooperation

[1:19:36] patients during construction,

[1:19:38] which has contributed to the

[1:19:40] success of this project. We aim

[1:19:42] to continue the program

[1:19:43] annually to address significant

[1:19:45] alley repair needs across the

[1:19:46] city. Notices for the next

[1:19:48] phase of this project will be

[1:19:49] sent to the residents at least

[1:19:54] 2 weeks in advance. Moving on

[1:19:56] to the master, to master plants,

[1:19:57] which were almost nearing

[1:19:59] completion. First is the water

[1:20:01] master plan and rate study.

[1:20:02] This project involved a

[1:20:04] comprehensive evaluation of the

[1:20:04] city

[1:20:05] s water system and for the

[1:20:09] first time, MARCH 2

[1:20:11] interrelated reports, the city

[1:20:11] updated the city

[1:20:11] s updated

[1:20:13] water master plan and the water

[1:20:15] rate study. Scope included the

[1:20:17] evaluation of both current and

[1:20:19] projected water demands,

[1:20:20] identifying the necessary

[1:20:21] capital improvement projects to

[1:20:23] maintain and enhance our

[1:20:24] infrastructure and developing.

[1:20:26] A financial model to ensure the

[1:20:27] long term sustainability. The

[1:20:29] next key milestone in this

[1:20:31] project is the Pro to protest

[1:20:33] hearing scheduled for the MAY

[1:20:34] 27 council meeting. If approved,

[1:20:37] the the new rates will go into

[1:20:39] effect JULY 1. For more updates

[1:20:40] and additional information,

[1:20:41] residents can visit the city

[1:20:45] website. For the next project

[1:20:47] is the facilities master plan.

[1:20:48] This project kicked off at the

[1:20:50] end of last fiscal year. Scope

[1:20:52] consisted of the physical

[1:20:54] inspections and evaluation of

[1:20:55] 12 city-owned facilities,

[1:20:56] including the police station,

[1:20:58] Signal Hill Library, cdr, and

[1:21:00] the youth center. This project

[1:21:02] involved collaborating with the

[1:21:02] facility

[1:21:04] s maintenance team to

[1:21:05] establish routine maintenance

[1:21:07] schedules and identify

[1:21:08] long-term capital maintenance

[1:21:09] needs to ensure our facilities

[1:21:11] remain safe, functional, and

[1:21:13] efficient. The assessment

[1:21:15] report for each facility.

[1:21:16] Outlines inspection findings,

[1:21:19] condition assessments, and

[1:21:20] provides recommendations for

[1:21:20] maintenance projects listed in

[1:21:23] level of priority. A key

[1:21:25] project is the roof replacement

[1:21:27] of various um facilities

[1:21:28] citywide, which will be covered

[1:21:30] in more detail in an upcoming

[1:21:31] slide. We plan to present the

[1:21:32] facility

[1:21:33] s master plan to the

[1:21:34] city council for adoption in

[1:21:37] JUNE of this year. Last but

[1:21:39] equally as important as a civic

[1:21:41] center master plan, adopted in

[1:21:43] AUGUST 27, 2024, and aiming to

[1:21:46] establish a framework to make a

[1:21:47] civic center central

[1:21:48] destination for all signal hill

[1:21:50] activities. The plan is divided

[1:21:51] into three phases. With the

[1:21:53] first phase focusing on the

[1:21:55] amphitheater project. Phase one

[1:21:56] is currently in design, and we

[1:21:58] plan to provide a status update

[1:22:00] also at the MAY 27 council

[1:22:02] meeting, or will we, will we

[1:22:04] share more details of 80%

[1:22:04] completed design and for a

[1:22:05] sneak peek, you can see the

[1:22:08] pictures on the bottom. Right

[1:22:11] hand side of this, this slide.

[1:22:14] Next is a reservoir

[1:22:15] rehabilitation, stormwater

[1:22:16] capture project. This project

[1:22:17] includes a rehabilitation of

[1:22:18] park amenities and the

[1:22:20] integration of the stormwater

[1:22:22] capture system. The proposed

[1:22:23] design will reduce runoff,

[1:22:25] improve water infiltration, and

[1:22:26] enhance the overall community

[1:22:29] space. It also provides cities

[1:22:30] ms for compliance goals and

[1:22:32] aligns with the original

[1:22:33] stormwater management

[1:22:33] activities. Now, I

[1:22:34] ll turn it

[1:22:36] over to Gavinno to provide an

[1:22:40] update on the next project.

[1:22:42] Thank you, Margarita. The City

[1:22:43] Hall renovation project has not

[1:22:45] been without its set of

[1:22:46] problems to solve. However,

[1:22:48] this can be said for any

[1:22:49] project, especially when

[1:22:50] working with a 100 year old

[1:22:52] buildings such as City Hall.

[1:22:53] Despite these challenges, the

[1:22:55] project is 30% complete. The

[1:22:56] core components of the building

[1:22:57] have either been installed or

[1:22:59] are currently projected to be

[1:23:00] installed within the next

[1:23:01] several weeks. We will begin to

[1:23:03] see this project ramp up in the

[1:23:05] later months of summer fall of

[1:23:06] this year, once the

[1:23:06] installation of the windows are

[1:23:08] completed. One thing to note is

[1:23:09] that every effort is being made

[1:23:11] by the public works team to

[1:23:13] finish this project in a timely

[1:23:14] manner. The end, the end result

[1:23:15] will be a night and day

[1:23:17] difference with every space in

[1:23:18] the building being renovated to

[1:23:19] meet the form and function that

[1:23:20] is required of a city hall

[1:23:22] building. The new spaces were a

[1:23:24] culmination of various planning

[1:23:26] sessions, research, and

[1:23:27] meticulous selection to ensure

[1:23:29] it exceeds the standards of the

[1:23:30] residents, customers, and city

[1:23:32] council. When this project is

[1:23:34] completed, when this project is

[1:23:35] finished, the city, the city

[1:23:36] hall building will not only

[1:23:38] complement the civic center

[1:23:39] with its refreshed aesthetics

[1:23:40] and updated functionality, we

[1:23:41] will maximize the use of spaces

[1:23:47] to serve the public. The temple

[1:23:47] disinfection Station

[1:23:48] Improvement Project gives me

[1:23:50] great pride. This project was

[1:23:51] especially critical to the

[1:23:51] department because of its

[1:23:53] impact. Over the last several

[1:23:55] years, the need to add

[1:23:56] additional disinfection became

[1:23:57] apparent based on the

[1:23:58] well-analy results the

[1:24:00] department has been seeing. The

[1:24:01] temple disinfection Project

[1:24:03] effectively added a chlorine

[1:24:04] boosting system, a system that

[1:24:05] provides effective disinfection

[1:24:08] to boost the quality of water

[1:24:09] in the elevated areas of the

[1:24:10] city. Much of the

[1:24:11] infrastructure needed was

[1:24:12] already in place, allowing us

[1:24:13] to make the necessary upgrades

[1:24:14] that include the installation

[1:24:17] of dosing pumps. A logic

[1:24:17] computer and ancillary

[1:24:19] equipment. The water department

[1:24:21] has been successful in not only

[1:24:22] improving water quality for the

[1:24:24] city, but also meeting system

[1:24:25] requirements that is regulated

[1:24:27] by the Department of Drinking

[1:24:28] Water. This project is a

[1:24:29] testament to our commitment in

[1:24:30] providing safe, clean water to

[1:24:33] all in the city of Signal Hill.

[1:24:36] Next, we have facilities

[1:24:36] projects for facilities

[1:24:38] projects we have 2 that are

[1:24:39] currently in progress. The

[1:24:41] first is phase one and phase

[1:24:42] one charging station

[1:24:43] installation project. Our goal

[1:24:44] for electrification and public

[1:24:45] works is to understand the

[1:24:47] regulation. How it affects

[1:24:48] every piece of equipment in the

[1:24:50] fleet. And what we can do to

[1:24:52] ensure operations are not

[1:24:53] interrupted. Phase one will

[1:24:54] improve the speed of charging

[1:24:56] at at an existing public

[1:24:58] charger at the city library and

[1:24:59] introduced 4 new charges at the

[1:25:01] city yard for upcoming fleet

[1:25:02] vehicles. The project is slated

[1:25:03] to be completed by the end of

[1:25:05] JUNE of this year. Another

[1:25:07] project in the queue is the

[1:25:08] citywide roof Replacement

[1:25:10] Project, the need for repair,

[1:25:11] albeit obvious, is required to

[1:25:12] ensure costly repairs are

[1:25:14] mitigated, but most importantly,

[1:25:16] operations are not interrupted.

[1:25:17] If approved by city council,

[1:25:18] the goal of the project is to

[1:25:20] install a long lasting systems

[1:25:22] that would minimize risk. And

[1:25:24] hence our values for energy

[1:25:25] efficiency and meet our

[1:25:27] facilities master plan goals in

[1:25:28] investing in deferred

[1:25:29] maintenance at City Hall,

[1:25:30] Community Center, and the city

[1:25:36] yard. For fiscal year 2425, the

[1:25:37] segment of roads selected for

[1:25:39] the annual pavement project is

[1:25:40] California Avenue between

[1:25:41] Spring Street and 28th Street.

[1:25:43] This area is a prime candidate

[1:25:44] for rehabilitation that is

[1:25:46] evident from the latest payment

[1:25:46] condition index survey

[1:25:49] completed not too long ago.

[1:25:49] Additionally, city crews has

[1:25:52] spent a great deal of time

[1:25:52] addressing pothole concerns and

[1:25:54] has also been a segment of the

[1:25:56] department receives many calls

[1:25:57] from commuters, businesses, and

[1:25:59] concerned residents. This

[1:26:01] project has just kicked off on

[1:26:02] MAY 7th. And it

[1:26:03] s slated to be

[1:26:05] completed next month.

[1:26:07] Notification and detouring for

[1:26:09] a full closure is set in place,

[1:26:09] allowing city staff and

[1:26:10] contractors to expedite the

[1:26:11] work and reconstruction of a

[1:26:13] large, large section of the

[1:26:14] road as noted on the bottom

[1:26:16] left of the slide. I will now

[1:26:18] pass it on to Thomas to bring

[1:26:19] the public portion of the

[1:26:24] presentation home. Thank you,

[1:26:28] Gabbino. Uh, the East Burnett

[1:26:29] Street Historic District,

[1:26:31] pedestrian and bicycle lane and

[1:26:32] hazmat project, kind of a

[1:26:35] mouthful there as part of the

[1:26:36] city

[1:26:36] s 2009 circulation element.

[1:26:39] Uh, in fiscal year 2324, we

[1:26:42] secured uh 2 $2.8 million in

[1:26:44] grant funding through

[1:26:44] California Transportation

[1:26:47] Commission atp state grant. The

[1:26:48] project includes constructing a

[1:26:49] bicycle lane along Burnett

[1:26:51] Avenue, beginning at Walnut

[1:26:53] Avenue, continuing through

[1:26:53] Skyline Drive and ending at

[1:26:57] Dawson. This project will

[1:26:58] include new sidewalk along

[1:26:59] Burnett and adding, adding a

[1:27:01] class 2 bike lane throughout

[1:27:03] the segment as a traffic

[1:27:05] calming measure. New lighting

[1:27:07] that matches the specific plan

[1:27:08] and the parkway improvements

[1:27:10] are also part of this project.

[1:27:13] The roadway will also be

[1:27:13] reconstructed with new asphalt

[1:27:15] pavement. We recently completed

[1:27:17] the environmental phase and

[1:27:17] we

[1:27:18] ll begin design in the

[1:27:20] coming weeks. Construction is

[1:27:21] anticipated to begin in early

[1:27:26] to mid 2026. Uh, we

[1:27:26] re

[1:27:27] currently tracking 3 separate

[1:27:28] projects along Willow Street,

[1:27:30] two of which will be high and

[1:27:31] which are highlighted on this

[1:27:34] slide. The first one is the

[1:27:35] willow capacity improvement

[1:27:37] project with a project budget

[1:27:39] of $7.3 million. This project

[1:27:42] is fully funded by Metro I-710

[1:27:43] congestion improvement program,

[1:27:45] which is a competitive uh

[1:27:47] funding process. The design for

[1:27:49] this project is 100% complete.

[1:27:50] We are currently going through

[1:27:51] a right of way acquisition

[1:27:54] process, which we have secured

[1:27:55] an additional $250,000 for

[1:27:57] legal expense. S The scope of

[1:27:58] this project include the

[1:27:59] addition of a right uh right

[1:28:02] turn pocket in both east and

[1:28:03] westbound direction at Cherry

[1:28:04] Avenue and Willow Street

[1:28:09] intersection, as well as a

[1:28:10] second dedicated northbound

[1:28:11] left turn lane on Cherry Avenue.

[1:28:13] Additionally, a new protected

[1:28:14] left turn signal phase will be

[1:28:16] added at the Willow and Walnut

[1:28:17] Avenue intersection, both east

[1:28:19] and westbound direction. While

[1:28:20] the improvement on Willow and

[1:28:21] cherry, while the improvements

[1:28:23] on Willow and Cherry are aimed

[1:28:25] at reducing congestion. The

[1:28:26] enhancement at Willow and

[1:28:28] Walnut are focused on improving

[1:28:29] safety as warranted by our

[1:28:31] traffic analysis. The second

[1:28:33] project is Willow efficient

[1:28:34] traffic corridor project.

[1:28:36] Currently this project is in uh

[1:28:39] conceptual phase. It focuses on

[1:28:40] intelligent transportation

[1:28:42] system or its for signal

[1:28:43] synchronization, upgrading

[1:28:45] traffic signals and optimizing

[1:28:46] timing improvement. These

[1:28:48] enhancements stem from the

[1:28:49] recommendations outlined in the

[1:28:50] city

[1:28:51] s uh local roadway safety

[1:28:53] plan which was adopted in 2023.

[1:28:55] This plan played a key role in

[1:28:58] us securing the highway safety

[1:28:59] improvement program grant

[1:29:00] funding that we previously

[1:29:05] discussed. We also have several

[1:29:05] beautification projects

[1:29:07] underway, um, 3 of which are

[1:29:09] highlighted on this slide. The

[1:29:11] first one is California Avenue

[1:29:12] Beautification Project where we

[1:29:13] are installing a meandering

[1:29:15] sidewalk with drought tolerant,

[1:29:17] uh, landscape to enhance the

[1:29:18] visual aspect or the visual

[1:29:20] appeal of that corridor. This

[1:29:22] project will transform

[1:29:23] approximately 800 linear feet

[1:29:25] of sidewalk. The second is

[1:29:27] Willow Median Project, um, in

[1:29:28] coordination with Metropolitan

[1:29:29] Water District and the

[1:29:31] sanitation district, we have

[1:29:33] secured approximately $200,000

[1:29:34] in funding to date with the

[1:29:35] potential to secure more

[1:29:36] funding in the upcoming years.

[1:29:38] This, these funds will be used

[1:29:40] to enhance our medians with

[1:29:42] climate adaptive water

[1:29:43] conserving and colorful

[1:29:44] planting that will, that will

[1:29:45] beautify the medians in our

[1:29:47] city. A great example is the

[1:29:49] completed median at Cherry

[1:29:49] Avenue and Spring Street. Which

[1:29:52] is one of the projects that we

[1:29:53] completed last year. The 3rd

[1:29:56] project is the I the I-405 city

[1:29:57] monument sign standing at

[1:29:59] approximately 15 ft tall and 8

[1:30:01] to 9 ft wide. It is visible

[1:30:03] from Orange Avenue exit off of

[1:30:05] the 405 freeway. This project

[1:30:06] was a collaboration with

[1:30:07] Caltrans and serves as a

[1:30:08] welcoming entry point to the

[1:30:13] city. A few other projects that

[1:30:14] you will hear more about in the

[1:30:16] next few months, include our

[1:30:18] park design concept. We

[1:30:18] re

[1:30:19] currently working on

[1:30:20] standardizing park elements

[1:30:22] such as benches, trash

[1:30:23] receptacles, signage, trail

[1:30:25] markers, etc. To create a

[1:30:26] cohesive and timeless design

[1:30:28] across all our city parks. We

[1:30:30] are in the conceptual design

[1:30:32] phase working with architects

[1:30:33] on renderings that reflect the

[1:30:33] city

[1:30:35] s character. Community

[1:30:36] outreach will begin this summer,

[1:30:38] followed by a review from the

[1:30:39] Parks and Crakes Commission and

[1:30:41] Planning Commission, and then

[1:30:42] ultimately decision by city

[1:30:44] council. During tonight council

[1:30:45] meeting, council will also

[1:30:48] review a new street name sign

[1:30:48] uh design previously vetted

[1:30:49] through the Parks and Recs

[1:30:51] Commission and the Planning

[1:30:54] Commission. A final design will

[1:30:55] be selected for implementation,

[1:30:57] focusing on major arterials. We

[1:30:59] currently have a budget of

[1:31:01] roughly 400,000 to replace some

[1:31:03] of our signs within the city.

[1:31:05] The city hall generator project

[1:31:07] is also progressing well as an

[1:31:09] operational hub hub for

[1:31:10] essential services, ensuring

[1:31:12] uninterrupted power is critical

[1:31:13] for data protection and

[1:31:15] continuity during outages.

[1:31:15] We

[1:31:17] re making progress on the

[1:31:18] 20th Street and Green Green

[1:31:19] Street project funded by

[1:31:21] Measure w. This project will

[1:31:24] improve storm drain, uh, storm

[1:31:25] storm drainage issues, uh, west

[1:31:27] of, I mean east of Orange on

[1:31:29] 28th Street. It is currently in

[1:31:30] conceptual design and the

[1:31:33] budget is roughly $400,000. We

[1:31:34] also have a community-driven

[1:31:36] projects such as Ellis and pch

[1:31:38] and Improvement Project, which

[1:31:39] involves sidewalk gap closure

[1:31:40] and roadway upgrade. This

[1:31:42] project is currently in design,

[1:31:44] which construction is an

[1:31:45] anticipated uh by the end of

[1:31:47] this year. These are just a few

[1:31:48] of the projects that we are

[1:31:49] working on and we wanted to

[1:31:50] take this opportunity to

[1:31:52] provide counsel in the

[1:31:53] community with an update,

[1:31:54] especially on those projects

[1:31:56] that MAY not be as visible, but

[1:31:58] we still get asked questions

[1:31:59] either from the community or

[1:32:01] some of our council members,

[1:32:02] but that I conclude my uh

[1:32:02] presentation. I

[1:32:05] ll pass it on

[1:32:21] to our finance department.

[1:32:22] Thank you. And so now for some

[1:32:23] encouraging words, we are at

[1:32:25] the last section of the

[1:32:26] presentation today. Uh, we are

[1:32:26] going, we

[1:32:27] re now at the

[1:32:30] decision package. And just to

[1:32:32] bring this slide back from our

[1:32:33] earlier overview, uh, we

[1:32:34] presented the structurally

[1:32:36] balanced budget, which had our

[1:32:39] revenues exceeding, our

[1:32:40] expenditures by $687,000. And

[1:32:41] so now we

[1:32:42] d uh for your

[1:32:43] consideration, we, uh, the

[1:32:44] following allocations are gonna

[1:32:49] be proposed. Here we go. So in

[1:32:52] the administration department,

[1:32:53] uh, we are proposing 531,000,

[1:32:56] and this is primarily to fund a

[1:32:57] one-time sql analysis to

[1:32:57] support the city

[1:32:58] s future

[1:33:00] development, as you heard in

[1:33:01] earlier presentation, and

[1:33:01] there

[1:33:03] s also a $15,000 for ai

[1:33:04] software to support economic

[1:33:06] development site selections, um,

[1:33:07] specifically this software will

[1:33:09] be used to analyze city owned

[1:33:11] land and to identify and

[1:33:12] present optimal site selections

[1:33:15] for potential developers. And

[1:33:17] this, so that is an ongoing

[1:33:20] cost of 15,000 and a one-time

[1:33:24] cost of $516,000. And the

[1:33:27] police budget, there is a one

[1:33:29] time cost of 0 and an ongoing

[1:33:32] cost of $50,000 and the police

[1:33:33] department has practically

[1:33:35] formed a recruitment team of

[1:33:37] officers and professional staff

[1:33:38] to maintain optimal staffing

[1:33:40] levels through strategic hiring

[1:33:41] and retention initiatives. This

[1:33:43] team will activate, uh, will

[1:33:44] actively participate in

[1:33:45] activities to promote

[1:33:45] recruitment and to support

[1:33:47] these efforts, staff is

[1:33:50] requesting $30,000. Um, second

[1:33:51] here, given the data-driven

[1:33:53] nature of modern law

[1:33:55] enforcement, timely inaccurate

[1:33:56] crime insights are crucial. The

[1:33:58] $20,000 would allow for access

[1:34:00] to consulting services for

[1:34:01] crime analytics as a tool to

[1:34:02] identify trends and patterns

[1:34:04] and contribute to an efficient

[1:34:10] resource of deployment. And 3rd

[1:34:13] here, yeah. Um When we

[1:34:15] implement that, are you gonna

[1:34:15] That

[1:34:16] s pretty cool. We

[1:34:17] re not

[1:34:17] haven

[1:34:19] t talking about this

[1:34:20] consultant and that whole thing

[1:34:22] in detail right now. Are we

[1:34:24] gonna get That at some point

[1:34:25] because I think the public

[1:34:27] would like to know. You know,

[1:34:28] more about that because it

[1:34:28] s a

[1:34:30] pretty cool thing. Yeah, the uh

[1:34:32] our chief and the police

[1:34:34] department will provide a full

[1:34:35] presentation on that software

[1:34:36] and its implementation at a

[1:34:43] future meeting. Perfect. And

[1:34:44] parks and recreation and

[1:34:46] library services. A preparation

[1:34:48] requests of $106,000

[1:34:49] encompasses several items, one

[1:34:51] of which is the $70,000 for

[1:34:54] holiday city lights and decor.

[1:34:55] This initiative, which garnered

[1:34:56] significant positive feedback

[1:34:57] during the centennial

[1:34:59] celebration is proposed for a

[1:35:00] continued community engagement.

[1:35:01] Beyond this, you

[1:35:02] ll see other

[1:35:05] one time and ongoing proposals

[1:35:06] supporting various pearl

[1:35:07] activities from facility

[1:35:09] maintenance, youth programs,

[1:35:09] and volunteer reventions

[1:35:10] mentioned during the

[1:35:10] department

[1:35:13] s presentation. And

[1:35:15] here staff is proposing an

[1:35:17] allocation of $150,000 for an

[1:35:18] artwork project that will

[1:35:19] enhance the aesthetics of the

[1:35:19] city

[1:35:23] s future amphitheater. And

[1:35:24] then to aid in the city

[1:35:25] s

[1:35:26] council decision, this slide

[1:35:27] details a summary of the

[1:35:30] proposed decision packages for

[1:35:31] fiscal year 2025-26, year two.

[1:35:34] In total, these decision

[1:35:36] packages represent $150,000 in

[1:35:39] ongoing cost,, $150,000 in one

[1:35:40] time capital improvement

[1:35:44] projects for the artwork and

[1:35:44] $537,000 in one time cost,

[1:35:48] bringing the total request to

[1:35:49] $837,000. Staff is here and

[1:35:49] ready for any questions you MAY

[1:36:01] have. I think that was my line.

[1:36:02] Just playing with you. Um, all

[1:36:04] right, thank you for the

[1:36:05] presentation. Council member

[1:36:09] Honeycutt, do you have any

[1:36:10] clarifying questions for staff.

[1:36:11] I just have one. I had the

[1:36:13] opportunity to go over, uh,

[1:36:14] many of my questions with Carlo

[1:36:16] yesterday. So, um, my, most of

[1:36:17] my questions got answered. Just

[1:36:19] one came to mind tonight was,

[1:36:20] um, I don

[1:36:20] t know if it

[1:36:21] s

[1:36:23] possible to go back to showing

[1:36:24] the distribution of property

[1:36:26] taxes. Oh, that

[1:36:28] s always a

[1:36:31] great one to highlight. Yes.

[1:36:31] That

[1:36:31] s why it

[1:36:32] s always in the

[1:36:36] presentation. Because we really

[1:36:40] Get such a tiny part of it.

[1:36:45] There it was Yeah, so I just,

[1:36:46] um, by the arrow, it

[1:36:47] s the

[1:36:48] little orange arrow slice. Yeah,

[1:36:50] so, you know, when I

[1:36:50] m, when I

[1:36:54] look at this, um, how do I put

[1:36:56] this into a question. I guess,

[1:36:56] uh, uh, you know, looking at

[1:37:01] the budget, we, we get about

[1:37:02] $850,000 in property tax, right?

[1:37:04] But when we look at la County,

[1:37:06] um, You know, they get a

[1:37:08] significant portion of the

[1:37:09] property tax generated in the

[1:37:11] city of Signal Hill and I guess

[1:37:15] my question would be, um, oh,

[1:37:15] it

[1:37:16] s more of a statement, but

[1:37:16] I

[1:37:18] ll form it in a question is,

[1:37:21] can we, can we work with the

[1:37:21] supervisor

[1:37:22] s office to see, you

[1:37:22] know, there

[1:37:23] s some additional

[1:37:23] funding we

[1:37:26] re going to need for

[1:37:27] things, um, you know, like the

[1:37:28] Civic Center master plan and

[1:37:29] things like that. Maybe there

[1:37:29] s

[1:37:30] an opportunity there that we

[1:37:32] can work with the supervisor

[1:37:32] s

[1:37:34] office, um, the la County was

[1:37:36] the big benefactor when

[1:37:38] redevelopment went away and uh

[1:37:40] I think it would be prudent to

[1:37:41] work with the supervisor

[1:37:41] s

[1:37:42] office to see if there

[1:37:42] s an

[1:37:46] opportunity there. I can

[1:37:48] provide just a quick response

[1:37:49] to the question that that

[1:37:49] s

[1:37:51] certainly something that staff

[1:37:53] is going to endeavor to do, uh,

[1:37:53] we

[1:37:55] re being a nolo property tax

[1:37:56] city, we get 6 cents out of

[1:37:58] every dollar, as you can see

[1:38:00] from the chart, um, I, you know,

[1:38:02] I used to think that our

[1:38:02] property tax allocation in

[1:38:04] other cities that I worked at

[1:38:08] was low, uh, one city was 14.

[1:38:11] My next city was 11. Now we

[1:38:11] re

[1:38:13] down to 6. I can certainly

[1:38:14] appreciate being at 11. And

[1:38:15] 1414 cents per dollar, but

[1:38:15] that

[1:38:16] s certainly something that

[1:38:18] we will do. We do have a number

[1:38:19] of important capital projects

[1:38:21] coming up, especially with the

[1:38:22] Civic Center master plan, and I

[1:38:25] do believe, uh, as, as in, in

[1:38:26] my personal and professional

[1:38:28] opinion as a city manager that

[1:38:29] it is appropriate for the city

[1:38:32] to make a request of the county,

[1:38:33] state, the federal government,

[1:38:35] and find as much funding as

[1:38:36] possible as we can to offset

[1:38:38] the costs of those projects,

[1:38:40] but in this case specifically,

[1:38:41] the county as it relates to our

[1:38:44] property. Tax allocation. Thank

[1:38:51] you. Council member Copeland. I

[1:38:53] do not have any questions, just

[1:38:54] want to commend the staff on

[1:38:55] all the work they

[1:38:57] ve done and

[1:38:58] these decision packages are,

[1:38:59] are great. Thank you for.

[1:39:02] Suggesting all those. No

[1:39:06] questions, Vice Mayor. Um, I

[1:39:09] had one question. We have a

[1:39:09] city hall generator we

[1:39:09] re

[1:39:11] working on. Do we have a pd

[1:39:13] generator already in place. Yes,

[1:39:18] perfect. Yeah, and I assume our

[1:39:20] water system all has backup.

[1:39:21] Yeah, because we

[1:39:21] ve talked

[1:39:23] about that before. All right,

[1:39:25] that was my only thing that I

[1:39:27] thought I. Thank you for an

[1:39:31] amazing presentation. Next time

[1:39:34] That we just vote. Yeah. Oh,

[1:39:39] the public. Any any public

[1:39:41] comment on this item. Actually,

[1:39:41] that

[1:39:44] s none of my. It

[1:39:46] s not on

[1:39:49] my script. Do we do public

[1:39:52] comment at the beginning? So

[1:39:53] Yeah, well, and you know, this

[1:39:55] is a, a study session. This is

[1:39:56] a workshop. Normally it

[1:39:56] s way

[1:39:57] chattier, but we were trying to

[1:40:00] get through it. Uh, so normally

[1:40:02] in a workshop scenario, we

[1:40:04] allow comment freely, so, but

[1:40:08] we were really on it tonight.

[1:40:09] All right. Anybody from the

[1:40:10] public like to comment? All

[1:40:11] right, seeing none. I

[1:40:12] ll

[1:40:14] entertain a motion to provide

[1:40:15] to provide direction, it says.

[1:40:17] Do we have any direction, not

[1:40:18] question. Ok. Then it

[1:40:18] s great

[1:40:20] to see some of our

[1:40:21] commissioners here. I

[1:40:21] ve said

[1:40:22] it every year. This is my

[1:40:25] favorite meeting. It gives an

[1:40:26] overview of everything going on

[1:40:27] from all departments what they

[1:40:28] accomplished in the last fiscal

[1:40:30] year, but they plan to

[1:40:30] accomplish in the next fiscal

[1:40:32] year, so I think it

[1:40:33] s really

[1:40:34] vital meeting for our

[1:40:35] commissioners to know the

[1:40:37] direction that our budget

[1:40:37] s

[1:40:38] going in their individual

[1:40:40] meetings. So I want to

[1:40:40] particularly thank the

[1:40:41] commissioners that are here and

[1:40:43] the, share the information with

[1:40:44] your fellow commissioners and

[1:40:45] encourage them to attend, uh,

[1:40:46] next year. I think it

[1:40:47] s really

[1:40:49] a, a good head start, um, for

[1:40:50] the planning and the decisions

[1:40:51] that you have to make

[1:40:52] throughout the year at your

[1:40:53] meetings, and again, thank you

[1:40:55] staff. This is an excellent,

[1:40:58] excellent report. And normally

[1:40:59] we would be, uh, the direction

[1:41:02] would be if we had choices to

[1:41:03] cut things or add things, and

[1:41:05] in this case it sounds like

[1:41:05] we

[1:41:06] re all in agreement with

[1:41:06] what

[1:41:08] s been presented. And so

[1:41:10] the direction would be to

[1:41:12] proceed to bring the budget to

[1:41:15] a council meeting. Ok, so

[1:41:15] that

[1:41:17] s the direction. All right.

[1:41:17] We

[1:41:18] re all nodding. Thank you.

[1:41:20] Staff, you did a great job.

[1:41:20] There

[1:41:22] s, uh, no, no changes to

[1:41:26] be made, so. Thank you. And I

[1:41:30] really, it really um. Really

[1:41:30] shows us how uh we we

[1:41:31] ve been

[1:41:32] working our plan, right? We,

[1:41:32] we

[1:41:34] ve come up with our

[1:41:34] strategic plan and we

[1:41:35] ve been

[1:41:37] working on our plans every year

[1:41:39] and, um, so when we get to the

[1:41:40] budget, we

[1:41:41] re just continuing

[1:41:42] on the path that we

[1:41:43] ve been on

[1:41:45] and continuing to find funding,

[1:41:45] and it

[1:41:47] s really amazing how, um,

[1:41:49] a lot of the additional

[1:41:51] projects are because of staff

[1:41:52] working hard to find additional

[1:41:55] funding, right? And uh we

[1:41:56] appreciate your efforts there

[1:41:57] finding grants and other

[1:41:59] sources of funding, so. Bravo

[1:42:04] Thank you Alright, so now we

[1:42:04] don

[1:42:05] t need to adjourn our

[1:42:09] workshop. We do. We do, ok. A

[1:42:12] motion to adjourn our workshop.

[1:42:12] So, we

[1:42:14] re adjourning our

[1:42:16] special meeting to then go to

[1:42:17] our regular meeting and we have

[1:42:19] a motion by Council member

[1:42:23] Woods. 2 in a second by council

[1:42:24] member Copeland and without

City Council on 2025-05-13 6:00 PM - Special Meeting - Budget Workshop

Agenda

Transcript