[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