HomeMy WebLinkAboutC.2_-_Staff_Report_-_Biennial_Budget_Workshop__FY_2025-26_and_2026-27BUDGET REVIEW WORKSHOP
C-2
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
VIA: SERGIO GONZALEZ, CITY MANAGER
FROM: TALIKA M. JOHNSON, DIRECTOR OF ADMINISTRATIVE SERVICES
DATE: MAY 27, 2025
SUBJECT: FISCAL YEARS 2025/2026 AND 2026/2027 CITY OF AZUSA, CITY OF AZUSA
PUBLIC FINANCING AUTHORITY, AZUSA LIGHT & WATER, AND SUCCESSOR
AGENCY PRELIMINARY OPERATING AND CAPITAL IMPROVEMENT PLAN
BUDGET REVIEWS
BACKGROUND:
In accordance with the City’s Biennial Budget Policy and AMC Section 2-449, the City prepares two
one-year budgets within a two-year financial planning window. The proposed budgets reflect Council
priorities established at the March 2025 Goals Workshop and address continued community
investments, modernization of infrastructure, and long-term financial sustainability.
The purpose of this report is to present a high-level overview of the proposed biennial operating and
capital improvement budgets for Fiscal Year 2025-2026 (“FY 25-26”) and 2026-2027 (“FY 26-27”),
covering the two-year period beginning on July 1, 2025 through June 30, 2027, and receive City Council
direction ahead of formal adoption on June 16, 2025. This includes a discussion of General Fund
performance, departmental highlights, personnel changes, capital outlays, and the overall fiscal outlook.
RECOMMENDATION:
Staff recommends the City Council take the following action:
1)Review the Fiscal Year 2025/26 and 2026/2027 Proposed Budgets and provide direction on any
desired adjustments to the budget prior to the scheduled adoption on June 16, 2025.
ANALYSIS:
In accordance with the Azusa Municipal Code, the City Manager is responsible for preparing the
proposed biennial budget for City Council consideration. The budget process begins in February with a
mid-year review and financial forecast that provides a framework for evaluating service levels,
programs, and long-term fiscal sustainability.
Received Council Direction
City Council
May 27, 2025
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 2
The proposed FY 2025-26 and FY 2026-27 budgets prioritize public safety, infrastructure maintenance,
and the preservation of essential community services. Budget development is guided by the City's
adopted Budget Policy, which emphasizes cost-effective service delivery, living within available
resources, and maintaining prudent reserves.
Department budgets are developed collaboratively with Finance, starting with a base budget derived
from the prior year, adjusted for one-time items and contractual obligations. Departments submit
augmentation and supplemental requests aligned with fiscal policies and City Council goals. All budget
requests undergo review by the City Manager before inclusion in the draft budget.
Key fiscal principles guiding the process include avoiding one-time funds for ongoing costs, using
reserves only in extraordinary situations, consolidating functions where appropriate, and ensuring each
enterprise fund reflects the full cost of operations. The draft biennial budget is being presented to solicit
City Council input ahead of final adoption on June 16, 2025.
GENERAL FUND OVERVIEW:
Public safety, general government, internal support services, community resources, including youth and
senior programming, library services, and parks and facilities maintenance, comprise the majority of
General Fund expenditures. The proposed FY 2025-26 and FY 2026-27 budgets are balanced and reflect
continued investment in community services, public safety, and facility improvements. Looking ahead,
the City faces several budgetary pressures, including a competitive labor market and rising medical
premiums driving up salary and benefit costs, escalating construction material prices, increased
community demand for programs and services, the continued operation of the Azusa Resource Center,
and a decline in state and federal special revenue allocations.
The budget accounts for these emerging cost pressures while continuing to align with City Council’s
adopted goals and priorities, ensuring the preservation of core services and strategic investments in the
community. To alleviate pressure on the General Fund, the budget places strong emphasis on
maximizing the use of special revenue funds and external grant opportunities to support programs,
capital improvements, and some operational needs.
For FY 2025–26, projected General Fund revenues total $72,787,940 and expenditures total
$72,468,640, resulting in a forecasted surplus of $319,300.
For FY 2026–27, projected revenues total $75,770,445 and expenditures total $75,433,395, resulting in
a forecasted surplus of $339,050.
Notable budget items beyond baseline General Fund operations for the two fiscal years include:
• Capital improvement projects totaling $75,265 for Police Department building improvements
and added information technology storage
• Capital outlays totaling $150,805
• Personnel additions totaling 0.00 net FTEs with an associated cost of $74,190
• OPEB 115 Trust contribution decrease from $1.0 million to $500,000
• Addition of $20,000 for Community Police Academy and Community Outreach Programs
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 3
• Insurance premium allocation increases totaling $429,420
• Inclusion of $75,000 for Downtown Activation Events
• Expanded Police Department vehicle lease program adding $395,425 to the budget
• Inclusion of ongoing operations of the Azusa Resource Center (ARC) totaling $588,955 for FY
25-26 and $792,680 for FY 26-27 for the General Fund contribution only
• Temporary relocation costs of $75,000 in FY 25-26 for staff and library services during
modernization of the Library
• Additional funding of $428,260 for expanded Community Resources programs and events
A summary of General Fund revenues by category and department expenditures follows, including year-
over-year variance analysis.
Revenues and Transfers In
For FY 2025-26, revenues are expected to increase $5.3 million or 7.9% compared to the current FY
2024-25 budget estimates. More significant changes include:
• Property Tax: increase of $939,212 (5.6%) – due to higher assessed property values
• Transaction & Use Tax: increase of $2,073,000 (28.6%) – implementation of voter approved,
Measure ZZ is expected to generate additional annual revenues of $2.3-2.5 million. Collections
of this tax took effect April 1, 2025. Sales tax revenues in general, maybe more challenging to
forecast long-term due to some buyer uncertainty surrounding tariff discussions
• Utility Users Tax: increase of $600,000 (19.4%) – a direct result of forecasted Utility sales
• Money & Property Use: increase of $742,461 (18.1%) – the City’s consistent cash position,
revised investment strategies, and current market conditions have increased interest earnings
• Other Taxes: increase of $726,097 (5.9%)
• Charges for Services: decrease of $257,227 (3.2%) – these revenues are difficult to estimate and
based on development project activity. Revenue forecasts in this category maybe slightly
conservative
• Transfers In: increase of $317,007 (12.8%) – mainly due to increases in retiree medical costs
allocated to Enterprise funds for their proportionate cost
Table 1 – General Fund Revenues
REVENUE SOURCE
ACTUALS
FY 23-24
REVISED
BUDGET
FY 24-25
PROJECTED
ACTUALS
FY 24-25
PROPOSED
BUDGET
FY 25-26
PROPOSED
BUDGET
FY 26-27
BUDGET
$ VARIANCE
25 TO 26
BUDGET
% VARIANCE
25 TO 26
% OF BUDGET
FY 25-26
Property Tax 15,884,376$ 16,762,163$ 16,762,165$ 17,701,375$ 18,263,945$ 939,212$ 5.6%24.3%
Sales Tax 7,895,225 7,756,681 7,756,680 7,882,280 8,285,780 125,599 1.6%10.8%
Utility User Tax 3,840,662 3,100,000 3,458,950 3,700,000 3,900,000 600,000 19.4%5.1%
Transaction Use Tax 7,135,768 7,251,000 7,392,665 9,324,000 9,832,000 2,073,000 28.6%12.8%
Other Taxes 12,702,830 12,378,803 12,557,965 13,104,900 13,750,205 726,097 5.9%18.0%
License & Permit 3,705,625 3,412,735 3,769,685 3,462,630 3,627,630 49,895 1.5%4.8%
Fines & Penalties 1,314,251 1,260,535 1,244,380 1,245,000 1,245,000 (15,535) -1.2%1.7%
Money & Property Use 4,477,474 4,111,314 4,811,940 4,853,775 4,975,515 742,461 18.1%6.7%
Cost Reimbursements 661,809 20,700 207,895 19,000 19,000 (1,700) -8.2%0.0%
Charges for Services 6,982,511 8,023,392 8,020,929 7,766,165 8,016,850 (257,227) -3.2%10.7%
Miscellaneous 4,420,348 928,233 990,915 939,360 958,765 11,127 1.2%1.3%
Subtotal Revenues 69,020,878$ 65,005,556$ 66,974,168$ 69,998,486$ 72,874,690$ 4,992,929$ 7.7%96.2%
Transfers In 3,612,869 2,472,448 2,472,450 2,789,455 2,895,755 317,007 12.8%3.8%
TOTAL GENERAL FUND REVENUES 72,633,747$ 67,478,004$ 69,446,618$ 72,787,940$ 75,770,445$ 5,309,935$ 7.9%100.0%
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 4
Expenditures and Transfers Out
For FY 2025-26, expenditures are expected to decrease $16.7 million compared to the current FY 2024-
25 revised budget. The overall decrease is due to significant capital improvement projects budgeted in
the current year. For normal operations (excluding capital improvement projects), the FY 25-26 budget
is expected to increase by $2.6 million or 4% compared to the current FY 24-25. Table 2 provides a
summary of General Fund expenditures by Department:
Table 2 – General Fund Expenditures
DEPARTMENT
ACTUALS
FY 23-24
REVISED
BUDGET
FY 24-25
PROJECTED
ACTUALS
FY 24-25
PROPOSED
BUDGET
FY 25-26
PROPOSED
BUDGET
FY 26-27
BUDGET
$ VARIANCE
25 TO 26
BUDGET
% VARIANCE
25 TO 26
% OF
BUDGET
FY 25-26
Administration
City Council 171,637$ 219,602$ 208,081$ 260,745$ 267,280$ 41,143$ 18.7%0.4%
City Manager 746,705 1,093,466 985,357 1,114,960 1,123,820 21,494 2.0%1.5%
Azusa Resource Center - - 387,170 588,955 792,680 588,955 100.0%0.8%
Neighborhood Services 243,005 858,458 398,615 36,700 37,100 (821,758) -95.7%0.1%
City Clerk 654,675 880,458 745,150 791,915 1,002,795 (88,543) -10.1%1.1%
City Treasurer 170,100 238,830 241,415 249,750 258,460 10,920 4.6%0.3%
City Attorney 308,829 315,000 314,650 365,000 375,000 50,000 15.9%0.5%
Administrative Services
Accounting 1,778,642 1,835,460 1,911,282 2,135,190 2,225,415 299,730 16.3%2.9%
Purchasing 428,535 432,815 420,580 457,495 481,815 24,680 5.7%0.6%
Printing 7,532 9,000 8,500 - - (9,000) -100.0%0.0%
Citywide (excludes POBs)5,206,614 6,361,643 7,348,480 7,143,605 7,425,050 781,962 12.3%9.9%
HR-Personnel Relations 562,263 949,767 919,326 991,645 978,275 41,878 4.4%1.4%
Library Services 1,632,333 2,193,892 1,940,642 2,471,845 2,505,865 277,953 12.7%3.4%
Safety (excludes Fire Services)21,602,615 23,537,697 24,166,906 26,556,370 27,752,910 3,018,673 12.8%36.6%
Economic Development 3,106,730 4,970,830 3,672,276 4,913,030 5,501,865 (57,800) -1.2%6.8%
Community Resources 3,281,567 5,488,546 5,047,076 6,362,435 6,378,575 873,889 15.9%8.8%
Public Works 4,105,768 6,911,049 6,198,897 5,347,225 5,727,770 (1,563,824) -22.6%7.4%
Subtotal Expenditures 44,007,546$ 56,296,511$ 54,914,400$ 59,786,865$ 62,834,675$ 3,490,350$ 6.2%82.5%
Transfers Out 40,687 - 273,444 500,000 300,000 500,000 100%0.7%
Fire Safety Contract 6,820,286 7,179,410 6,905,966 7,330,995 7,550,925 151,585 2.1%10.1%
Pension Obligation Bonds 4,749,972 4,748,436 4,794,970 4,724,025 4,720,640 (24,411) 0.0%6.5%
Capital & Infrastructure Replacement (Outlays)757,273 1,400,255 1,400,255 78,645 - (1,321,610) 0.0%0.1%
Capital & Infrastructure Replacement (CIP)2,817,140 19,563,643 19,563,643 48,110 27,155 (19,515,533) 0.0%0.1%
TOTAL EXPENDITURES 59,192,904$ 89,188,255$ 87,852,678$ 72,468,640$ 75,433,395$ (16,719,619)$ -18.7%100.0%
While Table 2 provides forecasts by Department as it relates to General Fund expenditures, some of the
above listed Departments in addition to other Departments have costs funded by non-General Fund
sources or special revenues. Later in this report, an overview of key initiatives by Department, citywide
capital outlay, CIP and personnel change requests is provided.
General Fund Reserves Analysis and Policy
The City continues to maintain a strong General Fund reserve position due to sound financial
management, Council policy direction, and long-term planning. Despite significant investments in
public facilities, capital improvements, and pension and OPEB liabilities, the General Fund remains
structurally balanced with modest annual surpluses.
The proposed budgets for FY 2025-26 and FY 2026-27 project ending reserve balances of over $41.9
million and $42.3 million, respectively. After accounting for internal reserve targets of $37.5 million in
FY 2025-26 and $38.7 million in FY 2026-27, projected reserves remain $4.5 million and $3.7 million
above policy levels.
Ongoing contributions to the City’s OPEB Trust and phased investments in facility improvements have
positioned the City well to manage future risks and maintain financial flexibility. Staff recommends the
City Council reaffirm reserve targets annually to ensure alignment with current fiscal conditions.
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 5
Table 3 – General Fund Internally Restricted Reserves and Funding Levels
Reserve Category
Purpose
Current
Reserve Levels
Recommended
Levels
Budget Stabilization and
Catastrophic Event
Reserve
To mitigate costs due to annual budget
revenue shortfalls as a result of changes in
economic environment and/or one-time
expenditures and unforeseen emergencies
or catastrophic events
40% of budget or
$24.6 million
40% of budget or
$29.0 million FY 25-26
and
$30.2 million FY 26-27
Capital Assets &
Infrastructure
Replacement Reserve
To use for replacement of capital assets
and infrastructure such as facilities, IT
upgrades, and fleet operations
$3.0 million $3.0 million
Insurance Reserve To fund unanticipated liability and
worker’s compensation claims up to City’s
$150K (GL) or $250K (WC) SIRs per
claim
$3.5 million $3.5 million
Retiree Benefits Reserve To mitigate impacts on the City’s future
budgets that may arise from increased
retiree benefit costs (pension and medical)
$2.0 million $2.0 million
A summary of forecasted budget results and estimated reserve balances are shown in Table 4. If Council
maintains the current adopted reserve level, ending 25-26 and 26-27 fiscal year balances are estimated to
remain above the total Reserves Target by $4.5 million and $3.7 million, respectively.
Table 4 – General Fund Reserves Analysis
AUDITED
ACTUALS
FY 23-24
REVISED
BUDGET
FY 24-25
ESTIMATED
ACTUALS
FY 24-25
PROPOSED
BUDGET
FY 25-26
PROPOSED
BUDGET
FY 26-27
Total Revenues 73,142,920 67,478,004 69,446,618 72,787,940 75,770,445
Total Expenses 64,798,633 69,624,612 68,289,035 72,420,530 75,406,240
Normal Operating Surplus or (Deficit)8,344,287$ (2,146,608)$ 1,157,583$ 367,410$ 364,205$
Less: Capital Improvement Projects (1,950,690) (19,563,643) (19,563,643) (48,110) (27,155)
Total Sources/(Uses) of Reserves 6,393,597$ (21,710,251)$ (18,406,060)$ 319,300$ 337,050$
Net Payment of (Payables)/Collection of Receivables 1,037,339 - - - -
Beginning Reserves Balance 52,643,169 60,074,105 60,074,105 41,668,045 41,987,345
Ending Reserves Balance 60,074,105$ 38,363,854$ 41,668,045$ 41,987,345$ 42,324,395$
Less: Internally Restricted Reserves Target 28,603,914 34,858,638 34,858,638 37,468,212 38,662,496
Reserves In Excess/(Short) of Restricted Funds 31,470,191$ 3,505,216$ 6,809,407$ 4,519,133$ 3,661,899$
DEPARTMENT HIGHIGHTS:
The City’s nine departments deliver a broad range of services to the community. For FY 2025-26, total
revenues are projected at $208.2 million with proposed expenditures of $229.5 million. For FY 2026-
27, revenues are forecast at $213.7 million and expenditures at $214.3 million. The difference between
revenues and expenditures is primarily funded by accumulated fund balances and reflects planned
investments in multi-year capital improvement projects.
The following summarizes key departmental initiatives which are reflected in the proposals for the
biennial budget period:
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 6
Administration
• Oversee modernization of City facilities, including the Senior Center, Memorial Park, Library,
and Dog Park.
• Coordinate Downtown initiatives, including activation events and business development.
• Administer the November 2026 General Municipal Election and support district-based
representation.
• Expand the Electronic Document Management System and improve digital records access.
• Plan and facilitate community meetings, events, and public engagement efforts.
• Administer scholarship and assistance programs for students and residents.
• Manage homelessness prevention programs and operate the Azusa Resource Center.
• Lead citywide communications via digital and broadcast platforms.
• Track legislation and pursue external funding for key initiatives.
Administrative Services
• Complete the Development Impact Fee (DIF) Nexus Study to support local development projects
and capital planning. The DIF will allow the City to fund new improvements including facilities
and infrastructure and the Community continues to expand.
• Upgrade the City’s financial system to improve reporting, transparency, and decision-making.
• Digitize financial records and standardize policies to increase efficiency and compliance.
• Modernize purchasing protocols and improve support for capital projects and operations.
• Administer CFDs and bond transactions related to parks and public safety investments.
• Manage OPEB and pension liabilities through targeted contributions to Section 115 Trusts.
• Streamline hiring and enhance retention through updated recruitment practices and training
programs.
• Expand digital platforms for HR functions to reduce administrative workload.
• Support audits, budget development, and revenue strategies including Measure ZZ tracking.
• Maintain fiscal reporting excellence through pursuit of GFOA certifications.
• Lead labor negotiations and HR policy updates to ensure compliance and workplace equity.
Community Resources
• Oversee facility upgrades at Memorial Park, Azusa Woman’s Club, and North Recreation
Center.
• Expand afterschool and youth enrichment programs, including boxing and outdoor recreation.
• Host regional tournaments and broaden aquatics offerings for all age groups and abilities.
• Strengthen partnerships with AUSD and APU to support joint programming and facility use.
• Implement senior facility improvements and expand health, fitness, and outreach services.
• Deliver new cultural events and family festivals citywide.
• Advance the All In for Azusa initiative to enhance nonprofit and agency coordination.
• Expand ROAR and neighborhood-based recreation programs.
• Improve community event safety and facility infrastructure.
• Increase Dial-A-Ride and shuttle capacity and prepare for electric fleet transition.
• Improve transit access and relocate administration for better public service delivery.
Economic & Community Development
• Enforce building codes and streamline permitting with a continued shift to digital plan reviews
and inspections.
• Maintain service quality and provide staff training to ensure code and regulatory compliance.
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 7
• Complete the General Plan Update and initiate the Development Code Update to guide future
growth.
• Advance housing policies that promote availability, affordability, and design standards.
• Support development through zoning, entitlement processing, and coordination with Planning
and Arts Commissions.
• Conduct over 500 annual inspections to enforce rental housing standards and address
neighborhood blight.
• Improve community response and enforcement efficiency using GoGov and digital tools.
• Promote business attraction and retention through events, targeted outreach, and industry
recruitment.
• Manage key City-owned properties and pursue strategic acquisitions to support long-term
development goals.
• Administer HUD-funded programs supporting youth, seniors, and low-income households,
including housing rehab grants and referral services.
Information Technology
• Upgrade network and cybersecurity systems to protect City operations and data.
• Implement disaster recovery solutions to maintain continuity during outages or emergencies.
• Modernize conference rooms with Microsoft Teams technology to support hybrid meetings.
• Improve Library systems and public access through new digital platforms.
• Strengthen emergency communication capabilities with Starlink satellite service.
• Oversee enterprise software, GIS, telecom, and digital communications to support internal
operations and community engagement.
Library
• Complete the Library renovation project to create accessible, sustainable learning spaces.
• Maintain services during construction through a temporary location and expanded offsite
programming.
• Deliver mobile and digital services to underserved areas and strengthen resource access through
Neighborhood Connections.
• Expand staff training in emerging technologies and modern service models.
• Support adult learners through ESL, literacy, and career readiness programs.
• Launch the Outdoor Learning Space for flexible, year-round programming.
• Deepen school partnerships, issue Library cards to students, and enhance youth literacy
programs.
• Offer project-based learning, teen leadership development, and early childhood education
support.
• Maintain citywide outreach through Bookmobile services and tutoring partnerships.
Light & Water
• Maintain affordable, reliable utility services while meeting all state and federal regulatory
requirements.
• Upgrade electric infrastructure, including underground cable replacement, feeder
reconfiguration, and new circuit construction.
• Implement wildfire mitigation measures and continue vegetation management to prevent service
disruptions.
• Launch GIS-based tools like AEFM to support system planning and infrastructure management.
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 8
• Continue major water projects including the South Reservoir and Aspan Well rehabilitation.
• Promote water quality, conservation, and long-term sustainability through education and
compliance.
• Enhance customer service with digital payment tools, field work systems, and energy-efficiency
upgrades.
• Preserve utility financial health through strategic rate planning and reserve management.
• Expand public benefit programs, including rebates, low-income assistance, and sustainability
outreach.
• Invest GHG allowance revenues in renewable energy and emissions reduction initiatives.
Police Department
• Focus on traffic enforcement, gang and graffiti suppression, and homelessness intervention
through targeted field strategies.
• Expand proactive enforcement through CST, HALO, and ESGMET teams.
• Civilianize support roles to improve operational efficiency and reallocate sworn personnel to
frontline duties.
• Fully implement Special Services Officers for jail operations and facility security.
• Invest in drone technology, AI tools, and surveillance systems to support crime prevention and
rapid response.
• Modernize the fleet with 30 leased patrol vehicles and expand use of cloud-based systems and
ALPRs.
• Increase investment in employee wellness, mental health resources, and professional
development.
• Strengthen community engagement through area commanders, outreach events, and digital
platforms.
• Advance succession planning and leadership development for organizational continuity.
• Update emergency operations plans, conduct drills, and expand preparedness outreach citywide.
• Maintain EOC readiness and pursue emergency grants and compliance with FEMA and Cal OES
standards.
• Manage key contracts for fire, jail, animal control, and parking services, with a shift to in-house
jail operations.
• Evaluate service delivery models and coordinate annual public safety events with partner
agencies.
Public Works
• Upgrade park restrooms and playgrounds and maintain over 12,000 trees as part of the Urban
Forest program.
• Coordinate with the Parks Commission on prioritized improvements and pursue Prop 68 and
Measure A grant funding.
• Advance street rehab projects, complete designs for 1st/Baseline and Azusa Avenue, and prepare
San Gabriel/Azusa conversion for construction.
• Improve pedestrian crossings near schools and implement stormwater compliance programs.
• Update the sewer master plan, design infrastructure upgrades, and maintain over 60 miles of
sewer lines.
• Sustain graffiti abatement efforts and collaborate on prevention strategies.
• Complete facility improvements at City Hall, the Police Department, Azusa Women’s Club, and
Library.
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 9
• Perform citywide curb and striping refresh, sidewalk repairs, and signage replacement for ADA
and MUTCD compliance.
A full copy of the City’s proposed budget by Department can be found on the City’s website at:
https://www.azusaca.gov/2265/FY2025-26-and-FY2026-27-Council-Budget-S.
CITYWIDE CAPITAL OUTLAYS AND PROJECTS
Capital Equipment Purchases
The proposed capital outlays total $2,774,595 over two years, of which all except $150,805 are funded
by special revenue and grant sources:
Information Technology
• Fiber cable repair and upgrade: $149,520
Community Resources
• Z-23 Infield Groomer (sports field maintenance): $51,120
Public Works
• Power Turf Renovation Equipment: $21,040
• Electric Sewer Camera Truck: $291,820
• Two Work Trucks: $177,200
• Dump Truck: $199,350
• Cat 420 Backhoe Loader: $176,095
• 310-P Tier Backhoe Loader: $171,530
Light & Water
• Two Meter Trucks (EV replacements): $149,590
• One Ford F-350 Utility Truck: $70,525
• Freightliner/Digger Derrick Truck: $786,325
Public Safety
• 3D Crime Scene Scanner: $56,960
• Modular Vehicle Barrier (for event security): $206,175
• New Dispatch Furniture/Stations: $136,770
• Dispatch Recording Equipment: $51,930
• RFID Readers for vehicle gates: $11,160
• IT Storage Expansion: $67,485
Citywide Capital Improvement Projects (CIP)
A five-year CIP plan totaling $91,055,265 is proposed, aligning with Council’s infrastructure and
community service priorities. Of the $91 million plan, $60,697,265 in projects are earmarked for the
two-year proposed budget, and majority of the projects or $37,672,265 have identified special revenue
funding sources, $75,265 will be funded by the General Fund, and $23,025,000 are needed capital
improvements but funding has yet to be solidified. Notable projects for the two-years are:
Economic Development & Downtown Revitalization
• Farmer’s Market: $400,000 fully funded in prior years
• Downtown Streetscape Improvements: $170,000 remaining and fully funded in priors
• San Gabriel Avenue Two-Way Conversion: $12,150,000 projected (currently unfunded)
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 10
Parks and Recreation Facilities
• Slauson Pool Site Upgrades: $900,000
• Playground Equipment with Shade – Pioneer Park: $75,000
• Rancho Park Playground Equipment Replacement: $320,000
• Northside Park – New Restrooms and Activity Room: $1,400,000
Major Road Improvements
• Foothill, Gladstone, and Azusa Avenue Pavement Rehab
o Gladstone: $6,000,000
o Azusa Ave: $4,000,000
• Residential Resurfacing: $1,000,000
Public Safety Facilities
• Police Department Facility Upgrades
o Jail Workstation: $10,445
o Briefing Room Flooring: $14,100
o Locker Room Shower: $23,565
o Jail Painting: $14,210
o Shooting Range: $12,945
In addition to these new projects, the City continues to make progress towards completion of major
catalyst improvement projects such as the Senior Center, Library, Women’s Club, Dog Park, and
Memorial Park. Details of the proposed citywide 5-year capital improvement plan can be found in the
online budget document.
PROPOSED PERSONNEL CHANGES
As the Azusa community and amenities expand, demands on city staff for continued high-level customer
service and support is also increasing. A net increase of 2.0 FTEs with a total fiscal impact of $252,095,
of which $74,190 is proposed to be funded by the General Fund:
Table 5 – Personnel Requests Summary Fiscal Year 2025-26
Department Change Description FTE Change Fiscal Impact
Community
Resources
Convert 2 part-time roles to full-time (Recreation Coord., Sr. Rec Leader) +1.00 +$152,660
Economic
Development
Replace Housing Coord. with Economic Development Manager 0.00 +$22,580
Community
Improvement
Add Comm. Improvement Inspector; Reclass & defund 2 other roles 0.00 +$103,955 / -
$116,530
Library Reclass Bookmobile role (no FTE change) 0.00 +$9,920
Public Works
(Sewer)
Add 2 Street Maintenance Workers +2.00 +$177,905
Net FTE Impact xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx +2.00 +$252,095
FY 2025-26 and FY 2026-27 Biennial Budget Review Workshop
May 30, 2025
Page 11
Tables 6 and 7 provides an overview of the requests by departments, which are detailed in the Budget
Summaries attached to this report.
Table 6 –Fiscal Year 2025-26 Citywide Budget by Agency
Agency
Operating &
Capital Investments Transfers Total Budget
City 115,082,780$ 9,688,410$ 124,771,190$
Utilities (L&W)98,894,850 1,787,040 100,681,890
APFA - - -
Successor Agency 4,012,700 - 4,012,700
Total Budget 217,990,330$ 11,475,450$ 229,465,780$
Table 6 –Fiscal Year 2026-27 Citywide Budget by Agency
Agency
Operating &
Capital Investments Transfers Total Budget
City 102,783,765$ 9,780,870$ 112,564,635$
Utilities (L&W)95,860,110 1,820,810 97,680,920
APFA - - -
Successor Agency 4,011,250 - 4,011,250
Total Budget 202,655,125$ 11,601,680$ 214,256,805$
A comprehensive overview of the City’s personnel plan be found in the online budget document.
OVERALL FISCAL PICTURE:
The proposed Biennial Fiscal Year 25-26 and Fiscal Year 26-27 General Fund budgets are balanced
with estimated surpluses of $319,300 and $337,050, respectively, and overall cash reserve balances are
projected at approximately $42 million by the end of each year. If the City Council maintains the
existing General Fund Reserve Policy levels, undesignated reserves are estimated at $4.5 million for FY
25-26 and $3.7 million by end of FY 26-27.
All other Funds have sufficient revenues and/or reserves on hand to cover proposed appropriations.
Staff is seeking Council’s input on the proposed Biennial Fiscal Years 2025-26 and 2026-27 budgets
prior to requesting adoption on June 16th.
Prepared by: Reviewed and Approved:
Talika M. Johnson Sergio Gonzalez
Director or Administrative Services City Manager
Attachment:
1. Biennial FY 2025-26 and FY 2026-27 Budget Summaries