HomeMy WebLinkAboutBudget - FY 2024-25.pdf1
Table of Contents
Section 1: Introduction .............................................................................................................7
City Manager’s Budget Message............................................................................................. 8
City Leadership .....................................................................................................................
Organizational Structure........................................................................................................
Budget Awards......................................................................................................................
Budget Resolution.................................................................................................................2
Section 2: Community Profile ................................................................................................2
Diamond Bar at a Glance ......................................................................................................2
Diamond Bar History .............................................................................................................2
Community Snapshot ............................................................................................................
Section 3: Strategic Planning.....................................................................................................
Strategic Plan & Departmental Quarterly Updates.................................................................
Department Work Plans.........................................................................................................4
Long-Term Financial Forecast ..................................................................4
Section 4: Guide to the Budget ..............................................................................................4
What is the Budget?..............................................................................................................
Basis of Budgeting.................................................................................................................
Budget Process.....................................................................................................................
Fund Structure.......................................................................................................................
Financial Policies...................................................................................................................5
Section 5: Financial Summaries ............................................................................................5
Financial Summaries.............................................................................................................
Section 6: General Fund Revenue .........................................................................................
100 – General Fund Revenues..............................................................................................
Revenue Descriptions ...........................................................................................................
Section 7: General Fund Appropriations...............................................................................
100 – General Fund Appropriations.......................................................................................
Section 8: General Fund Departmental Budgets ..................................................................
City Administration.....................................................................................................................
110 – City Council..........................................................................................................
120 – City Attorney........................................................................................................
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130 – City Manager’s Office ..........................................................................................
140 – City Clerk’s Office................................................................................................
150 – Economic Development.......................................................................................
Administration & Support...........................................................................................................
210 – Finance................................................................................................................
220 – Human Resources & Risk Management..............................................................
230 – Information Systems............................................................................................
240 – Community Relations.........................................................................................
620 – Civic Center.......................................................................................................
Public Safety .......................................................................................................................
310 – Law Enforcement...............................................................................................
320 – Volunteer Patrol.................................................................................................1
330 – Fire Protection...................................................................................................1
340 – Animal Control...................................................................................................1
350 – Emergency Preparedness .................................................................................1
Community Development ....................................................................................................1
410 – Planning ............................................................................................................1
420 – Building & Safety...............................................................................................1
430 – Neighborhood Improvement ..............................................................................1
Parks & Recreation..............................................................................................................1
510 – Diamond Bar Center..........................................................................................1
520 - Recreation..........................................................................................................1
Public Works .......................................................................................................................1
610 – Public Works Administration ..............................................................................1
615 - Engineering........................................................................................................1
630 – Parks & Facilities Maintenance..........................................................................1
645 – Landscape Maintenance....................................................................................1
655 – Road Maintenance.............................................................................................1
Total Transfers In.................................................................................................................1
Total Transfers Out ..............................................................................................................1
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Personnel............................................................................................................................1
Section 9: Special Funds ......................................................................................................1
101 – Community Organization Support..............................................................................1
102 – Law Enforcement Reserve.........................................................................................1
103 – General Plan Update.................................................................................................1
104 – Technology Reserve ..................................................................................................1
105 – Other Post Employment Benefits (OPEB)..................................................................1
106 – COVID-19 Recovery..................................................................................................1
107 – Homelessness Response Fund.................................................................................1
Section 10: Special Revenue Funds ....................................................................................1
201 – Measure W................................................................................................................1
202 – Road Maintenance & Rehabilitation...........................................................................1
203 – Measure M.................................................................................................................1
204 – Measure R.................................................................................................................1
205 – Gas Tax .....................................................................................................................1
206 – Prop ATransit ............................................................................................................1
207 – Prop C Transit............................................................................................................1
209 – SB 821.......................................................................................................................1
224 – Permanent Local Housing Allocation..........................................................................1
225 – Community Development Block Grant.......................................................................1
226 – CASP SB1186 ...........................................................................................................1
238 – District 38...................................................................................................................1
239 – District 39-2022 .........................................................................................................1
241 – District 41-2021 .........................................................................................................1
245 – Street Beautification...................................................................................................1
246 – Traffic Mitigation.........................................................................................................1
247 – Sewer Mitigation........................................................................................................1
248 – Tres Hermanos Conservation Authority......................................................................1
250 – Integrated Waste Management..................................................................................1
251 – Air Quality Improvement.............................................................................................1
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252 – Waste Hauler.............................................................................................................1
253 – Used Oil Grant...........................................................................................................1
254 – Beverage Container Recycling Grant.........................................................................1
256 – Hazard Mitigation Grant.............................................................................................1
260 – Park Fees (Quimby)...................................................................................................1
261 – Measure A Neighborhood Parks Act...........................................................................1
262 – Park & Facility Development......................................................................................
270 – PEG Fees..................................................................................................................
280 – Citizens Option for Public Safety................................................................................
281 – CA Law Enforcement Equipment Program.................................................................
Section 11: Capital Improvement Projects Fund ................................................................
Capital Improvements Program...........................................................................................
Facilities, Parks and Rec Improvements....................................................................................
FP25508 – Sycamore Canyon Park Lower Bridge Replacement (Design)...................
Miscellaneous Public Works Improvement Projects...................................................................
PW25403 – Full Capture Devices on Stormwater Catchbasin for Trash Amendment
Compliance (Phase 1).................................................................................................
Street Improvement Projects .....................................................................................................
SI25101 – Residential and Collector Street Rehab. (Constr.) ......................................2
SI25104 – CDBG Area 5ADA Curb Ramp Project (Constr.)........................................2
SI25105 – Arterials: Lemon Ave. (SR60 to City Limit); Brea Cyn Cutoff (SR57 to City
Limit) ...........................................................................................................................2
SI25106 – Diamond Bar Blvd. Complete Street Project Construction ..........................2
Traffic Management/Safety Projects..........................................................................................
TM25201 – Battery Back-Up and CCTV Replacement Program..................................2
Section 12: Debt Service Fund .............................................................................................2
401 – Debt Service Fund.....................................................................................................2
Section 13: Internal Service Fund ........................................................................................2
501 – Self-Insurance Fund ..................................................................................................2
502 – Vehicle Replacement Fund........................................................................................2
503 – Equipment Replacement Fund...................................................................................2
504 – Building Facility & Maintenance Fund........................................................................2
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Section 14: Fiduciary Fund ..................................................................................................2
601 – Other Post Employment Benefits Trust Fund.............................................................2
Appendix ...............................................................................................................................2
Glossary..............................................................................................................................2
Appropriation Limit Calculation............................................................................................2
Fund & Department Relationship.........................................................................................2
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June 4, 2024
Honorable Mayor and Council Members
City of Diamond Bar
RE: City Manager’s Recommended Budget for Fiscal Year 2024/25
Presented for your consideration and approval, is the City’s Annual Operating
Budget and Capital Improvement Program for Fiscal Year (FY) 2024/25.
The proposed FY 2024/25 Budget offers a positive outlook and continues to
provide for many City programs and services, advance deferred maintenance
and Capital Improvement Projects, and focuses on key initiatives consistent with
the City’s Long-Term Financial Stability Report. Notwithstanding modest
increases to key revenue sources, management remains cautious and
conservative in budgeting due to ongoing pressure from rising costs driven by a
competitive labor market, increased prices for materials and service delivery,
higher fuel prices, and other economic pressures that may precipitate a mild
recession. Importantly, the proposed budget implements the various objectives
and priorities of the City Council guided by the adopted FY 2024-2027 Strategic
Plan.
The proposed General Fund Budget reflects the following estimated resources
and expenditures:
Budgeted Resources: $32,725,050
Budgeted On-going Expenditures: $32,367,618
Net Estimated Surplus/(Deficit)+ $357,432
In addition, the use of General Fund Unassigned Reserves is proposed in the
amount of $144,568 for one-time projects and items totaling $502,000, of which
$150,000 is for Capital Improvement projects. The use of Unassigned Reserves is
appropriate for one-time costs to reflect the City Council’s priorities to make
investments in the community and is only made possible due to savings the City
has realized over the previous years.
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The FY 2024/25 Capital Improvement Program (CIP) totals $13.95 million and
encompasses seven (7) new projects. Many of the projects within the CIP were in
the design phase in FY 2023/24 and will now move into the construction phase.
Town Center Specific Plan & Diamond Bar Boulevard Complete Street Project
The Diamond Bar Boulevard Complete Street Project is the most significant new
project proposed at an estimated $9.3 million. This project is primarily grant
funded and will serve as an early implementation public project that will act as a
catalyst for the transformation of the Town Center area into a pedestrian-oriented
mixed-use “downtown”. The Town Center Specific Plan endeavors to realize the
vision of a high density, urban scale, mixed-use downtown that will be a regional
and community-wide destination in the heart of the City as expressed in the
General Plan Update adopted in December 2019. The Specific plan will facilitate
the transformation of a 45-acre suburban commercial district along Diamond Bar
Boulevard, between Golden Springs Drive and the SR-60 Freeway into a vibrant
public realm with a high intensity mix of uses to include retail, hotel, civic, and
residential uses, and a bustling active environment during both day and evening
hours. Numerous new public spaces, both hardscaped squares and landscaped
greener park spaces, will be located throughout the Plan area to provide a
variety of environments that will serve residents and downtown visitors alike.
The first step toward realizing this vision will be the transformation of the Town
Center segment of Diamond Bar Boulevard into a “Complete Street.” As the
central spine of the Plan Area, Diamond Bar Boulevard will no longer be just a
place for motor vehicles, but also a safe and enjoyable corridor for bicyclists and
Diamond Bar Boulevard Complete Street Project
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pedestrians, with wide sidewalks, shade trees, street furnishings, storefronts and
outdoor cafes. The roadway will also function as a “Green Street” by
incorporating landscaped swales between the bicycle and motor vehicle lanes
to capture stormwater, and thus reduce the number of pollutants that enter the
storm drain system, and ultimately the ocean.
Management anticipates dedicating substantial resources and staff time over
the coming many years to realize the City’s exciting new downtown as envisioned
in the Town Center Specific Plan.
2024-2027 Strategic Plan
In April 2020, the City Council adopted the 2021-
2024 Diamond Bar Strategic Plan which set high-
level aspirational goals and priorities for the
community over a three-year period. With the
close of Fiscal Year 2022/23, the City Council
adopted an updated 2024-2027 Strategic Plan in
April 2023. The new Strategic Plan builds upon past
success and is designed to serve as the foundation
for consistent policy and funding decisions, while
being flexible enough to adapt to new, unforeseen
challenges and issues.
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The 2024-2027 Strategic Plan includes the following Core Values:
Community & Livability
Transparency & Accountability
Service & Professionalism
To meet these Core Values, the plan establishes Goals and Objectives that set
priorities for consistent policy making and guide the day-to-day operations of the
City. Performance Measures are also identified which are used as key indicators
to gauge progress over time. There are three (3) overarching Goals that include:
1. Responsible Stewardship of Public Resources
2. Open, Engaged and Responsive Government
3. Safe, Sustainable and Healthy Community
FY 2024/25 Department Work Plans
The FY 2024/25 Budget also includes Department Work Plans that highlight some
of the key initiatives and projects that will be supported, with funding sources, over
the next year. The Work Plan items are each tied to the 2024-2027 Strategic Plan
Goals and Objectives, and Performance Measures, as a way to measure
progress.
FY 2024/25 BUDGET SUMMARY
Estimated General Fund Resources - $32,725,050
The following highlighted items have been incorporated into the revenue
estimates:
Property Taxes – Property tax revenue is projected to increase by 4.1% to
$6.7 million. Property Tax In Lieu of Vehicle License Fees (VLF) is projected to
increase 4.0% to $7.8 million.
Sales Tax – Sales tax revenue continues to show signs of improvement and is
projected to increase by 7.1% to $6.6 million. Year-over-year increases are
driven mainly by fuel and services stations, business & industry, and online sales.
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Transient Occupancy Tax (TOT) – Transient Occupancy Tax is projected to
increase by 5.0% to $1.4 million.
Gas Tax – Transfer In – Gas tax revenue transferred to the General Fund from
the Gas Tax Fund are projected to increase by 22.5% to $1.5 million. These funds
are used to reimburse the General Fund for as-needed street maintenance not
already included in the annual Capital Improvement Program.
Current Service Charges – Revenue from all sources of service charges is
estimated as follows:
o Building Permit Activity – Increase of 2.9% to $1.9 million
o Facility Rentals – Increase of 12.5% to $1.1 million
o Recreation Programs – Decrease of 1.5% to $703 thousand
Estimated General Fund Appropriations - $32,869,618
The following highlighted items have been incorporated into the expenditure
estimates:
Public Safety
o Law Enforcement –FY 2024/25 Los Angeles County Sheriff’s Department
expenditures are expected to be approximately $8.4 million,
representing the single largest line item and approximately 25% of
proposed General Fund expenditures. LASD expenditures reflect a net
increase of $309,648 year over year, inclusive of a contract rate increase
of 3.44% plus a Liability Trust Fund (LTF) surcharge of 12.5% on each
contracted position. The General Fund includes a transfer-in from the
Law Enforcement Reserve Fund in the amount of $50,000 for as-needed
special assignments and suppression patrols which have proven to be a
cost-effective approach to reducing crime and responding to specific
public safety issues throughout the year. Lastly, the professional services
budget for Public Safety also includes the second year of the Flock
Agreement ($165,000) for the Automated License Plate Reader system.
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o Crossing Guard Services –The City provides Crossing Guard Services at
seven (7) elementary schools and two (2) middle schools with a total of
16 guards. The total budget for crossing guard services in FY 2024/25 is
$280,000. This amount is the same as the current fiscal year, since the
agreement will be in its third year and provides no rate adjustment for
the first three years.
o Animal Control –The City has contracted with the Inland Valley Humane
Society (IVHS) for animal control and licensing services since
incorporation. The City’s IVHS agreement was last amended in 2021 and
is based on a gross contract model where the City pays for all contract
services minus any licensing revenue collected by IVHS. The base
contract amount is adjusted every two years by the IVHS pooled
adjustment factor which is indicative of the percentage of IVHS services
used by the City (currently 6.25%) compared to the other twelve
contract agencies. The FY 2024/25 gross cost for services is $563,305,
which reflects a $19,049 increase compared to the prior year due to a
3.5% CPI adjustment. Taking into account estimated revenues from
licensing and fees for services, the proposed net cost as reflected in the
FY 2024/25 proposed budget is $440,000 which is an increase of $7,500
compared to the prior year. Canvassing is anticipated to take place
citywide during FY 2024/25 which may generate additional licensing
revenue thereby reducing net costs for this service.
Human Capital Investment Program
“Human Capital Investment Program” – Each year, the City Council adopts
the Compensation and Benefits Plan for the upcoming fiscal year which
includes cost of living adjustments, and employee positions with associated
salary ranges and benefits. To remain an “Employer of Choice” in the region
the City must continue to reinvest in its personnel (i.e. human capital) in a
manner similar to its capital projects and infrastructure. To identify and prioritize
investment in organizational staffing and organizational structure, and to
maintain, enhance and expand City programs, the City has developed a
focused effort, led by members of the City Manager’s executive team,
referred to as the Human Capital Investment Program (HCIP).
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Cost-of-Living Adjustment –The City’s Personnel Rules and Regulations specify
that the City Manager may request that the City Council authorize a Cost-of-
Living Adjustment (COLA) for employees based on the March-to-March rates
of the federal Consumer Price Index (CPI) for Wage Earners and Clerical
Workers in Los Angeles/Orange Counties. This year’s CPI calculation in March
2024 was 3.90%. In order to avoid real wage losses and remain an “Employer
of Choice” in the surrounding Los Angeles, Orange, Riverside and San
Bernardino counties, it is recommended that the salary schedules for all
benefitted classifications of employment including all executive positions, such
as Department Directors, Assistant City Manager and City Manager, be
increased by 3.9% effective with the pay period beginning June 29, 2024. A
$100 per month increase to the Benefit Allotment is also recommended for all
benefitted classifications of employment including the executive positions and
members of the City Council to help keep up with corresponding health
premium rate increases. The annual cost of the COLA and Benefit Allotment
increase is approximately $421,000.
Salary Range Adjustments –The City Council Strategic Plan prioritizes the
development of a high-performing organization with a positive, value-based
culture that attracts and retains talent. The Employer of Choice and Human
Capital Investment Programs were developed to meet these City Council
goals, leading to extensive organizational analysis of long-term departmental
structural needs, employee development opportunities, and necessary
succession planning efforts, all in an effort to provide the most positive and
effective local government customer service experience possible.
Pursuant to recent organizational analysis, salary range adjustments for the
Parks and Recreation Director and Administrative Intern classifications are
recommended for FY 2024/25. The salary grade adjustment for the Parks and
Recreation Director reflects equity amongst most of the other Department
Heads and is indicative of the actual work assigned, such as major Capital
Improvement Projects, a heavily used event center (Diamond Bar Center) and
city-wide special events including the City Birthday Party, Concerts and Movies
in the Park, and Snowfest. The City currently budgets for three part-time non-
benefitted Administrative Interns which are currently assigned to the Finance,
Public Works and Community Development Departments. The City has a long
history of employing paid technical interns and has found them to be of great
value to the organization. Over time the intern adds organizational
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efficiencies, frees full-time staff to perform more complex duties, and becomes
integral to departmental operations and service delivery. In turn, the City
provides valuable professional experience for the interns. Due to a competitive
job market and the valuable role interns have come to play in city operations,
it is recommended that the Administrative Intern hourly rate be adjusted. The
fully burdened cost (salary plus benefits) to implement these two salary range
adjustments is $21,083 and is funded by the General Fund.
Job Classification Current Salary Range Proposed Salary Range
Parks and Recreation
Director
$138,988.02 - $186,257.24 $153,512.72 – $205,721.72
Administrative Intern $16.50 - $18.00 $19.75 - $21.25
Department Reorganizations –In addition to these two salary adjustments, two
new full-time benefitted positions are recommended:
o (New) Recreation Coordinator – This position will be dedicated to
customer service and event rentals at the Diamond Bar Center.
o (New) Public Works Inspector – This position will address current and
anticipated inspection activity associated with various construction and
roadway improvement projects throughout the City.
Department/Division Classification Salary Range FLSA Status
Parks and
Recreation
Recreation Coordinator 17NE Non-exempt
Public Works Public Works Inspector 17NE Non-exempt
The City budgets for new positions conservatively at the top step of the salary
range; therefore, the approximate cost, including benefits, to fill both positions
for nine months of the year in FY 2024/25 is budgeted at $154,174. These
positions will add to overall organizational productivity and add capacity to
address high standards of service expectations, assistance with administering
key capital projects, and maintain compliance with state mandates.
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Parks & Recreation Programs – The proposed Parks & Recreation department
budget was developed based on continued community interest in valuable
programs, services, and events. Several programs and events offered this year
to support an active and healthy community include summer youth day
camp, senior dances, field allocations with sports organizations, contract
classes, picnic reservations, and Concerts/Movies-in-the-Park. This fiscal year
will include the ever-popular Bridal Show at the DBC to promote the facility,
which is mostly a cost neutral event. All special events including: Windmill
Lighting, Winter Snow Fest, Veterans Recognition, and the Halloween Party will
continue to improve and bring the community together.
Expenses for recreation programs ($2.80 million) and operations at the
Diamond Bar Center ($1.73 million) have been increased commensurate with
the anticipated activities, and with a combined budget of $4.53 million, the
Parks & Recreation Department’s Proposed FY 2024/25 budget represents an
increase of $260,000 from the prior year. As would be expected, operations at
the Diamond Bar Center have continued to flourish as rental revenue increases
and is budgeted at $675,000, which is an increase of $50,000 from the prior
year. The DBC revenue may fluctuate slightly in FY 2024/25 due to several
capital improvement projects scheduled for the 20-year-old facility.
Special Revenue Fund Highlights
Integrated Waste Management Fund (250) –The proposed budget of $928,890
includes $174,000 which will be used to develop a study for programs to
achieve the City’s 100% procurement target of Recovered Organic Waste
Products (ROWP) set forth by Senate Bill (SB) 1383: Short-Lived Climate
Pollutants strategy. SB 1383 is a state mandate that aims to reduce organic
waste disposal by 75% and increase edible food recovery by 20% by the year
2025. To alleviate the cost of this required action, 84% ($146,317) will be funded
by the SB 1383 Local Assistance Grant, which the City will receive in Q4 of FY
2024/25.
Lighting & Landscape Assessment Districts (LLADs)–Much work has been done
over the recent years to help address the operating deficits and reduce the
General Fund subsidies to the LLADs, particularly Districts 39-2022 and 41-2021.
Total General Fund contributions to all three districts for FY 2024/25 is budgeted
at $364,469, an increase of $92,469 from the prior year due mainly to an
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increase in the contribution to LLAD No. 38 related to the scheduled 5-year
tree trimming cycle for citywide road medians.
AB 2766 Air Quality Management District Fund (251) –The proposed budget of
$154,000 is recommended to accommodate citizen requests for
neighborhood traffic management improvements ($84,000), and to partially
fund the purchase of a zero-emissions replacement vehicle (expensed in
Vehicle Maint./Repl. Fund 502).
Debt Service Fund Highlights
Debt Service Fund (401) –In May 2021, the City refunded the outstanding
Lease Revenue Bonds associated with the original acquisition and
construction of the Diamond Bar Center. This achieved a gross savings of
$1.736 million and present value savings of $1.63 million (or 20.85%) for the
General Fund, which translates to approximately $144,700 in average annual
debt service savings for the remainder of the term through June 1, 2033 at an
effective interest rate of 1.15%. The 2021 Bonds were rated by S&P as AA+ (top
rating for this type of bond) which is a testament to the Council’s conservative
and prudent fiscal policies. The total debt service (principal and interest) will
be $718,400 for the upcoming year and is funded by a transfer to the Debt
Service Fund from the General Fund.
Internal Service Fund Highlights
Self-Insurance Fund (501) – CJPIA covers the City’s property, pollution liability,
crime, workers’ compensation and general liability needs. The combined
premiums are anticipated to be approximately $534,550 which reflects a year-
over-year decrease of $74,830, or 12 percent. This reduction is mainly due to a
decrease in the Liability Insurance premium ($90,000) offset by a minor
increase in the Property Insurance premium ($14,000). Workers’ Compensation
costs are reflected in the line-item budgets for all city funds for which there are
personnel costs. The total Workers Compensation premium for the upcoming
year is anticipated to be $136,637, a decrease of $24,133 year-over-year, or 15
percent.
Vehicle Maintenance & Replacement Fund (502) –The proposed budget of
$289,500 is recommended for necessary operations and maintenance of the
citywide fleet, as well as the purchase of three vehicles, one of which is a new
addition to the fleet (for the Public Works Inspector), and two of which are
replacements for vehicles purchased 10 and 13 years ago. It is anticipated
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that one of the three vehicles purchased will be a zero-emissions truck for
which funding in the amount of $70,000 is supplied by the AQMD Fund (251),
as noted above. In addition, a fourth vehicle will be purchased out of the Law
Enforcement Reserve Fund (102) and ownership will be transferred to the Los
Angeles County Sheriff’s Department. This vehicle will replace the vehicle used
by the City’s Volunteer on Patrol (VOP).
Computer Equipment Maint. & Replacement Fund (503) –The proposed
budget of $1,170,000 is recommended for necessary information systems,
hardware upgrades, and replacements, such as:
Creston/Audio-Visual project at Diamond Bar Center (Construction).
Server Replacements (5 quantity).
Printer Replacements (25 quantity).
PC, Monitor, Related Accessories Replacements (118 quantity).
Replacement of Network Switch (1 quantity).
Replacement of the City’s Agenda Management and Live Meeting
Streaming Software.
Building Facility & Replacement Fund (504) –The proposed budget of $165,000
is recommended for necessary facility maintenance projects not categorized
as capital improvement projects, such as:
Diamond Bar Center Office Space Reconfiguration.
Engineered Wood Fiber Replacement at Diamond Cyn. Park and
Sycamore Cyn. Park Playgrounds, and Pantera Dog Park.
Replacement of Sewer Line Lining at Ronal Regan Park.
Capital Improvement Program Highlights
As previously mentioned, the FY 2024/25 Capital Improvement Program (CIP)
includes a total of $13.95 million for seven (7) new projects. Many projects that
were in the design phase in FY 2023/24 will now move into the construction phase
in FY 2024/25.
The CIP budget includes General Fund funding in the amount of $150,000 for the
design of prioritized improvements proposed for Sycamore Canyon Park. The
remaining balance needed to fund the program is supplied by other sources such
as the City’s Measure M, Measure R, Measure W, SB-1, Prop. A, Prop. C, CDBG and
Waste Hauler funds. The CIP was reviewed for consistency with the City’s General
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Plan at the May 28, 2024 Planning Commission Meeting. Major CIP projects
include:
o Diamond Bar Blvd Complete Street Project (Const.)
o Arterials -Lemon Ave (SR60 to Northerly City Limit); Brea Cyn Cutoff (SR57 to
Westerly City Limit) (Const.)
o Residential and Collector Street Rehab - Area 4 (Const.)
o ADA Curb Ramp Improvements – Area 5 (Const.)
o Sycamore Canyon Park Lower Bridge Replacement Options (Design)
o Installation of Full Capture Devices on Stormwater Catch Basin for Trash
Amendment Compliance - Phase 1
CONCLUSION
The proposed FY 2024/25 Operating Budget and Capital Improvement Program
provides a positive outlook to continues to provide for a wide range of City
programs, services and projects. It prioritizes the one-time use of General Fund
resources for projects that help build resiliency, financial stability, and projects that
create valuable City assets. The recommended strategic investment in human
capital will improve the customer and resident experience and respond to
changing demands brought on by a rapidly evolving human resources
environment and the changing needs of the organization.
I would like to express my appreciate to the Executive Management Team,
especially Finance Director Jason M. Jacobsen, for their efforts in preparing this
year’s proposed Budget. I would also like to thank all of our talented and
dedicated staff for their continued and unwavering flexibility, creativity and
support in the delivery of city services.
I would like to recognize the City Council for their effective fiscal leadership and
commitment to serving the community. It is through the City Council’s forward-
thinking leadership and prudent fiscal practices, that Diamond Bar is able to
deliver a commitment to service excellence and strive to achieve our Community
Values: Community & Livability, Transparency & Accountability, Service &
Professionalism.
Respectfully submitted,
Daniel Fox
City Manager19
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DEPARTMENT/DIVISION STRATEGIC PLAN OBJECTIVE PERFORMANCE METRIC / KPI FUNDING SOURCE STATUS NOTES
1 Develop and launch economic development
outreach programs and business services.
1.1 Foster a healthy and resilient
local economy.Sales Tax Revenues/Annual
General Fund - City Manager's
Office/Economic Development
(100150)
Ongoing FY23/24,
Carryover to FY 24/25
Launched OpenRewards app
as a Shop Local incentive
program.
2 Complete comprehensive citywide fee study.
1.3 Foster fiscal health through disciplined
long-term planning, cost control, efficiency,
increased revenue, and cost recovery.
Cost Recovery Rate from Fees
Goal: 100%
General Fund - City Manager's
Office (100130)
Ongoing FY23/24,
Carryover to FY 24/25
Fee Study Underway;
Completion anticipated in Dec
2024.
3 Complete a customer service audit to identify and
implement service improvements.
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
Customer Service Survey Rating General Fund - City Manager's
Office (100130)Completed FY 23/24
4 Complete procurement process for residential and
commercial solid waste franchises.3.3 Protect natural resources. Residential/Commercial
Diversion Rates
Special Revenue Funds - AB 939
Fund (250)
Ongoing FY23/24,
Carryover to FY 24/25
In final stages, expected to be
completed in summer 2025
with expiration of current
agreements.
5 Complete 2024 Homeless Count and Initiate
SGVCOG Expanded Regional Homeless Program.
3.5 Address the needs of
people experiencing
homelessness.
Homeless Count Results (KPI)
Special Funds - Homelessness
Response
Fund (107)
Completed FY 23/24 Carryover
to FY 24/25 Recurring Annual Goal
6 Complete Study for compliance with Recovered
Organic Waste Products as requried by SB 1383.3.3 Protect natural resources. Completion of Study
Special Revenue Funds - AB 939
Fund (250) & CalRecycle Local
Assistant Grant
NEW
1
Coordinate regularly with department staff to
prioritize public records requests to eliminate
requests for extensions.
Year over year average response time General Fund - City Clerk
(100140)Completed FY 23/24 Recurring Annual Goal
2 Complete implementation of new Agenda
Management and Live Meeting software Customer Service Survey Rating
Internal Service Funds -
Equipment Maintenance &
Replacement Fund (503)
NEW
3
Conduct and Coordinate General Municipal
Elections for two Council Seats in the November
2024 Elections
November 2024 Elections General Fund - City Clerk
(100140)NEW
City Clerk
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
FY 2024/25 KEY WORKPLAN INITATIVES BY DEPARTMENT
& FY 2023/24 UPDATE
KEY INITIATIVES
City Manager's Office
43
DEPARTMENT/DIVISION STRATEGIC PLAN OBJECTIVE PERFORMANCE METRIC / KPI FUNDING SOURCE STATUS NOTES
FY 2024/25 KEY WORKPLAN INITATIVES BY DEPARTMENT
& FY 2023/24 UPDATE
KEY INITIATIVES
1 Complete Residential Satisfaction Survey. Completed FY 23/24
2 Coordinate production of Mayor's "State of the
City" address.
Completed FY23/24,
Carryover to FY 24/25 Recurring Annual Goal
3 Continue City Government Explained
Educational Series.
Ongoing FY23/24,
Carryover to FY 24/25 Recurring Annual Goal
1 Develop an award winning budget document that
meets industry best practices.
Receive GFOA Distinguished Budget
Presentation Award
Ongoing FY23/24,
Carryover to FY 24/25 Recurring Annual Goal
2 Maintain compliance with annual debt reporting
and provide necessary trainings as needed.Maintain (or improve) AA+ Bond Rating Ongoing FY23/24,
Carryover to FY 24/25 Recurring Annual Goal
3 Assist CM's office with update of the
Citywide Fee Study.
Cost Recovery Rate from Fees
Goal: 100%
Ongoing FY23/24,
Carryover to FY 24/25
4 Develop and Maintain a 5-year General Fund
Forecast (Revenues & Expenditures).
Percent Variance of Forecast to Actuals. Ongoing FY23/24,
Carryover to FY 24/25
5 Complete centralization of City Hall cashiering
utilizing new Enterprise Land Management System.
Process 100% of transactions in Tyler
Cashiering
Ongoing FY23/24,
Carryover to FY 24/25
6 Update User Interface for Online Interactive
Budget Book Customer Service Survey Rating NEW
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
Finance General Fund - Finance (100210)
Community Relations
2.2 Build relationships, establish trust,
and foster collaboration in the
Diamond Bar community.
Attendance & Engagement General Fund - Public
Information (100240)
1.3 Foster fiscal health through disciplined
long-term planning, cost control, efficiency,
increased revenue, and cost recovery.
44
DEPARTMENT/DIVISION STRATEGIC PLAN OBJECTIVE PERFORMANCE METRIC / KPI FUNDING SOURCE STATUS NOTES
FY 2024/25 KEY WORKPLAN INITATIVES BY DEPARTMENT
& FY 2023/24 UPDATE
KEY INITIATIVES
1 Develop and implement a formal Employee
Onboarding Program.Employee Turnover Ongoing FY 23/24,
Carryover to FY 24/25
Onboarding program
configured; pending roll-out to
organization
2
Successfully onboard new personnel and
complete personnel reclassifications pursuant to
the adopted annual Human Capital Investment
Program (HCIP).
Close recruitments and process
reclassifications by fiscal year-end
Completed FY 23/24,
Carryover to FY 24/25 Recurring Annual Goal
1 Oversee successful implementation of new ELM
system for streamlined permit processing.
Ongoing FY23/24,
Carryover to FY 24/25 GoLive Date July 1, 2025
2 Implement new Tape backup system and
equipment.Completed FY 23/24
3 Solar App+ Implementation and Integration with
CityView.Compliance with State Regulations Completed FY 23/24
4 Upgrade Transit Pass System to a Modern interface. Resident Satisfaction Survey (KPI) Carryover to FY 24/25
5 Roll out of New Laptops for Staff and the EOC. Completed FY 23/24
6 Diamond Bar Center AV System Replacement.
7 City Wide PC Replacement Project.
8 Raritan KVM Switch Replacment.
9 Printer Replacements.
10 Server Replacements.
Public Safety 1 Launch a commercial burglary education and
prevention program for business owners.
3.1 Foster a safe and welcoming
environment for residents,
businesses, visitors, and
employees.
Part 1 Crime Rate/1,000 Residents +
Commercial Burglary total
General Fund - Public Safety/
Law Enforcement (100310)
Ongoing FY23/24,
Carryover to FY 24/25
On site business watch events
and door-to-door business
engagement and education
efforts were scheduled and
completed at shopping
centers throughout town.
NEW
General Fund - Information
Systems (100230)
&
Internal Service Funds -
Equipment
Maintenance & Replacement
Fund (503)
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
Customer Service Survey Rating
Human
Resources
2.3 Establish City of Diamond Bar
as an Employer of
Choice.
General Fund - Human
Resources (100220)
Customer Service Rating
MISAC Award
Information Systems
45
DEPARTMENT/DIVISION STRATEGIC PLAN OBJECTIVE PERFORMANCE METRIC / KPI FUNDING SOURCE STATUS NOTES
FY 2024/25 KEY WORKPLAN INITATIVES BY DEPARTMENT
& FY 2023/24 UPDATE
KEY INITIATIVES
1 Complete the Town Center Specific Plan.1.1 Foster a healthy and resilient
local economy.
City Council adoption
&
Number of entitlement applications
submitted after adoption
Special Funds - General Plan
Update Fund (103)
Ongoing FY23/24,
Carryover to FY 24/25
Public Review of Draft Specific
Plan and EIR anticipated
Summer 2024.
2 Assist IS Department to implement new ELM system
for streamlined permit processing.
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
Customer Service Rating (KPI)
General Fund - Planning (100410)
General Fund - Building & Safety
(100420)
Ongoing FY23/24,
Carryover to FY 24/25
See Information System
Item 1
3
Assist IS Department to implement Solar App+ to
facilitate the issuance of residential rooftop solar
electric panel permits instantly via the City's online
permitting portal.
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
&
3.3 Protect natural resources.
Number of permit issuances
Customer Service Survey rating
CalAPP Grant
Expended in Internal Service
Funds - Equipment Maintenance
& Replacement Fund (503)
Completed FY 23/24 See Information System
Item 1
4
Adopt Objective Design Standards (ODS) to
facilitate the administrative approval of multifamily
housing developments.
City Council adoption. Number of
Development Review applications
approved.
Special Funds - General Plan
Update Fund (103)
Ongoing FY23/24,
Carryover to FY 24/25
5 Incorporate inclusionary housing requirements in
the Town Center Specific Plan (TCSP).
City Council adoption
&
Number of inclusionary housing units
proposed in Town Center entitlement
applications.
Special Funds - General Plan
Update Fund (103)
Ongoing FY23/24,
Carryover to FY 24/25
Part of Town Center Specific
Plan. See Item 1 Above
Community Development
3.6 Foster local housing
accessibility.
46
DEPARTMENT/DIVISION STRATEGIC PLAN OBJECTIVE PERFORMANCE METRIC / KPI FUNDING SOURCE STATUS NOTES
FY 2024/25 KEY WORKPLAN INITATIVES BY DEPARTMENT
& FY 2023/24 UPDATE
KEY INITIATIVES
1
Increase revenue at the Diamond Bar Center
through additional marketing outreach and facility
exposure events such as the Bridal Show and
Special Events Showcase.
1.3 Foster fiscal health through disciplined
long-term planning, cost control, efficiency,
increased revenue, and cost recovery.
Rental revenue
General Fund - Parks &
Recreation/
Diamond Bar Center
(100510)
Completed FY 23/24,
Carryover to FY 24/25 Recurring Annual Goal
2
Provide high demand contract classes, updated
special events such as the City Birthday, and
healthy lifestyle educational opportunities.
Attendance & participation
General Fund - Parks &
Recreation/
Recreation Programs
(100520)
Completed FY 23/24,
Carryover to FY 24/25
City Birthday included over
2,000 in attendance
3 Assist PW Department to prepare drawings and
final design for Heritage Park Renovation Project.
Complete Heritage Park Renovation
design phase CIP Fund (301)Ongoing FY23/24,
Carryover to FY 24/25
4
Improve the Diamond Bar Center's social media
presence through various platforms & outreach
methods.
2.1 Provide effective and accessible
government services that meet the
needs of a diverse population.
Website vistis & DBC appointments
General Fund - Parks &
Recreation/
Diamond Bar Center
(100510)
NEW
supportive community.
1 Provide safe and reliable highways and streets by
maintaining residential and arterial streets.
1.2 Provide safe and reliable
public infrastructure.Pavement Condition Index (PCI)
General Fund - Public
Works/Road Maintenance
(100655)
&
CIP Fund (301)
Ongoing FY23/24,
Carryover to FY 24/25+J54:K57 Recurring Annual Goal
2 Prepare drawings and final design for Heritage
Park Renovation Project.
3.2 Build a vibrant, healthy, and
supportive community.
Complete Heritage Park Renovation
design phase CIP Fund (301)Ongoing FY23/24,
Carryover to FY 24/25
3 Utilize Traffic Management System to improve
transportation and mobility systems.
3.4 Improve transportation and mobility
systems.
Maintain Average Speed/Travel
Time on Arterials
General Fund - Public
Works/Engineering (100615)
&
Special Revenue Funds - Prop C
(207)
Ongoing FY23/24,
Carryover to FY 24/25 Recurring Annual Goal
4 Commence construction of the Diamond Bar Blvd
Complete Streets Project.
3.2 Build a vibrant, health, and supportive
community.Commence Construction
Federal, State,and Local Grants
&
Special Revenue Funds CIP Fund
301
Ongoing FY23/24,
Carryover to FY 24/25
Parks & Recreation
3.2 Build a vibrant, healthy, and
supportive community.
Public Works
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FY 2024/25 FY 2024/25 FY 2024/25 FY 2024/25 FY 2024/25 FY 2024/25
Proposed
Budget
Proposed
Budget
Proposed
Budget
Proposed
Budget
Proposed
Budget
Proposed
Budget
Financial Sources
Property Taxes 6,701,322$ -$ -$ -$ -$ 6,701,322$
Other Taxes & Fees 9,936,210 - 1,279,341 - - 11,215,551
State Subventions 7,992,488 - - - - 7,992,488
Federal & State Grants - 8,086,000 - - - 8,086,000
From Other Agencies - - 9,351,953 - - 9,351,953
Fines & Forfeitures 370,000 - - - - 370,000
Service Charges 3,477,800 - 1,533,416 - - 5,011,216
Use of Money and Property 2,400,730 - 226,700 34,800 26,600 2,688,830
Cost Reimbursements 159,000 - 14,526 - - 173,526
Miscellaneous Revenue - - - - - -
Transfers In 1,687,500 150,000 1,396,369 1,778,200 88,000 5,100,069
Total Financial Sources 32,725,050 8,236,000 13,802,305 1,813,000 114,600 56,690,955
Financial Uses
City Administration 2,680,711 - 1,096,061 - - 3,776,772
Administration & Support 4,171,994 - 120,000 - - 4,291,994
Public Safety 9,436,865 - 55,000 - - 9,491,865
Community Development 2,687,636 - 542,318 - - 3,229,954
Parks & Recreation 4,526,884 - 39,785 - - 4,566,669
Public Works 6,815,959 - 4,279,472 - - 11,095,431
Capital Projects - 8,236,000 5,714,189 - - 13,950,189
Debt Service - - 721,900 - - 721,900
Internal Service - - - 2,159,050 - 2,159,050
Transfers Out 2,549,569 -2,550,500 --5,100,069
Total Financial Uses 32,869,618$ 8,236,000$ 15,119,225$ 2,159,050$ -$ 58,383,893$
Surplus (Deficit)(144,568)$ -$ (1,316,920)$ (346,050)$ 114,600$ (1,692,937)$
* FY 2023/24 Revised Budget is as of April 30, 2024
All Funds
FY 2024/25 CONSOLIDATED SCHEDULE OF SOURCES AND USES - ALL FUNDS
Governmental Funds Proprietary Funds Fiduciary Funds
Total
General Fund CIP Fund Non-Major Funds Internal Service Funds OPEB Trust Fund
60
FY 2022/23 FY 2023/24 FY 2024/25 FY 2022/23 FY 2023/24 FY 2024/25 FY 2022/23 FY 2023/24 FY 2024/25 FY 2022/23 FY 2023/24 FY 2024/25 FY 2022/23 FY 2023/24 FY 2024/25 FY 2022/23 FY 2023/24 FY 2024/25
Actuals
Revised
Budget*
Proposed
Budget Actuals
Revised
Budget*
Proposed
Budget Actuals
Revised
Budget*
Proposed
Budget Actuals
Revised
Budget*
Proposed
Budget Actuals
Revised
Budget*
Proposed
Budget Actuals
Revised
Budget*
Proposed
Budget
Financial Sources
Property Taxes 6,418,120$ 6,438,183$ 6,701,322$ -$ -$-$-$ -$-$-$ -$-$-$ -$-$6,418,120$ 6,438,183$ 6,701,322$
Other Taxes & Fees 10,027,433 9,922,000 9,936,210 ---1,182,584 1,234,416 1,279,341 ------11,210,017 11,156,416 11,215,551
State Subventions 7,296,543 7,575,497 7,992,488 - - - - - - - - - - - - 7,296,543 7,575,497 7,992,488
Federal & State Grants - --28,311 823,350 8,086,000 3,415,473 184,000 -- 60,000 -- --3,443,784 1,067,350 8,086,000
From Other Agencies - --- --9,500,432 9,377,477 9,351,953 - --- --9,500,432 9,377,477 9,351,953
Fines & Forfeitures 383,058 385,000 370,000 - - - - - - - - - - - - 383,058 385,000 370,000
Service Charges 2,856,466 3,392,865 3,477,800 - --1,814,220 1,152,930 1,533,416 - --- --4,670,686 4,545,795 5,011,216
Use of Money and Property 1,455,223 1,866,430 2,400,730 - - - 357,647 156,650 226,700 56,112 30,800 34,800 9,584 26,600 26,600 1,878,566 2,080,480 2,688,830
Cost Reimbursements 165,180 318,340 159,000 --16,180 14,526 14,526 - --- --182,920 332,866 173,526
Miscellaneous Revenue - - - 1,560 - - - - - - - - - - - 1,560 --
Transfers In 4,704,370 1,475,500 1,687,500 6,410,632 22,034,573 150,000 1,150,654 2,785,641 1,396,369 1,997,033 2,265,605 1,778,200 88,000 88,000 88,000 14,350,689 28,649,319 5,100,069
Total Financial Sources 33,306,392 31,373,815 32,725,050 6,440,503 22,857,923 8,236,000 17,437,190 14,905,640 13,802,305 2,053,145 2,356,405 1,813,000 97,584 114,600 114,600 59,336,374 71,608,383 56,690,955
Financial Uses
City Administration 1,979,778 2,647,147 2,680,711 - --656,882 997,688 1,096,061 - --- --2,636,660 3,644,835 3,776,772
Administration & Support 3,621,150 4,088,525 4,171,994 - --73,904 145,000 120,000 - --- --3,695,054 4,233,525 4,291,994
Public Safety 8,144,826 8,974,217 9,436,865 ---4,600 195,000 55,000 ------8,149,426 9,169,217 9,491,865
Community Development 2,173,975 2,532,282 2,687,636 - - - 603,298 781,519 542,318 - - - - - - 2,777,273 3,313,801 3,229,954
Parks & Recreation 3,381,125 4,341,840 4,526,884 - --49,442 72,841 39,785 - --- --3,430,567 4,414,681 4,566,669
Public Works 5,034,200 6,410,363 6,815,959 - --2,369,519 3,847,094 4,279,472 - --- --7,403,719 10,257,457 11,095,431
Capital Projects - - - 6,795,027 22,372,398 8,236,000 - - 5,714,189 - - - - - - 6,795,027 22,372,398 13,950,189
Debt Service - --- --719,200 716,100 721,900 - --- --719,200 716,100 721,900
Internal Service - --- --- --1,257,369 3,281,073 2,159,050 - --1,257,369 3,281,073 2,159,050
Transfers Out 4,180,209 8,108,751 2,549,569 - - - 10,105,480 20,456,667 2,550,500 65,000 74,900 - - - - 14,350,689 28,640,318 5,100,069
Total Financial Uses 28,515,264$ 37,103,125$ 32,869,618$ 6,795,027$ 22,372,398$ 8,236,000$ 14,582,324$ 27,211,909$ 15,119,225$ 1,322,369$ 3,355,973$ 2,159,050$ -$ -$ -$ 51,214,984$ 90,043,405$ 58,383,893$
Surplus (Deficit)4,791,129$ (5,729,310)$ (144,568)$ (354,524)$ 485,525$ -$ 2,854,866$ (12,306,269)$ (1,316,920)$ 730,776$ (999,568)$ (346,050)$ 97,584$ 114,600$ 114,600$ 8,121,391$ (18,435,022)$ (1,692,937)$
* FY 2023/24 Revised Budget is as of April 30, 2024
All Funds
THREE-YEAR CONSOLIDATED SCHEDULE OF SOURCES AND USES - ALL FUNDS
FY 2022/23 ACTUALS, FY 2023/24 REVISED BUDGET, & FY 2024/25 PROPOSED BUDGET
Governmental Funds Proprietary Funds Fiduciary Funds Total
General Fund CIP Fund Non-Major Funds Internal Service Funds OPEB Trust Fund
61
Fund # Fund Title
Estimated FB
Reserves @
07/01/24 Revenues Transfers In Total Resources Appropriations Transfers Out Total Uses
Estimated FB
Reserves @
06/30/25
Addition/(Use) of
Fund Balance Fund Balance Notes
100
General Fund (includes 25% Contingency Reserve)
26,625,225$ 31,037,550$ 1,687,500$ 32,725,050$ $30,320,049 $2,549,569 $32,869,618 26,480,658$ (144,567)$ Used for capital projects
101 Com Organization Support Fund 2,062 -20,000 20,000 20,000 -20,000 2,062 -
102 Law Enforcement Reserve Fund 656,362 ---45,000 50,000 95,000 561,362 (95,000)Used for one-time items
103 General Plan Revision Fund 94,568 ---12,000 -12,000 82,568 (12,000)Used for one-time items
104 Technology Reserve Fund 694,386 74,000 100,000 174,000 -705,000 705,000 163,386 (531,000)Used for one-time items
105 OPEB Reserve Fund 299,182 -40,000 40,000 20,000 88,000 108,000 231,182 (68,000)
106 COVID-19 Recovery Fund (105,636)------(105,636)-
107 Homelessness Response Fund --50,000 50,000 50,000 -50,000 --
201 Measure W 689,725 838,000 -838,000 1,436,065 -1,436,065 91,660 (598,065)Used for capital projects
202 Road Maint. & Rehab (RMRA)138,489 1,419,737 -1,419,737 1,300,000 -1,300,000 258,226 119,737
203 Measure M Fund 167,863 1,065,986 -1,065,986 969,078 -969,078 264,771 96,908
204 Measure R Fund 84,306 938,546 -938,546 869,078 -869,078 153,774 69,468
205 Gas Tax Fund 150,000 1,501,997 -1,501,997 66,000 1,475,000 1,541,000 110,997 (39,003)Used for capital projects
206 Prop A - Transit Fund 2,753,595 1,730,128 -1,730,128 1,600,657 -1,600,657 2,883,066 129,471
207 Prop C - Transit Fund 318,656 1,254,895 -1,254,895 1,534,284 -1,534,284 39,267 (279,389)Used for capital projects
208 MAP-21 Fund 1,072 ------1,072 -
209 SB821 Trails (TDA)14,498 100,000 -100,000 100,000 -100,000 14,498 -
210 MTA Grants Fund (56,599)------(56,599)-
224 PLHA Fund -358,416 -358,416 358,416 -358,416 --
225 Community Dev Block Grant Fd (194,110)362,376 -362,376 362,376 -362,376 (194,110)-
226 CASP (SB1186) Fund 34,531 8,200 -8,200 ---42,731 8,200
238 Landscape Maint Dist - 38 -276,780 308,477 585,257 585,257 -585,257 --
239 Landscape Maint Dist - 39 364,842 665,215 44,037 709,252 709,252 -709,252 364,842 -
241 Landscape Maint Dist - 41 170,201 311,346 11,955 323,301 323,301 -323,301 170,201 -
245 Street Beautification 339,339 2,400 -2,400 ---341,739 2,400
246 Traffic Mitigation Fund 8,173,361 150,000 -150,000 ---8,323,361 150,000
247 Sewer Mitigation Fund 57,635 400 -400 ---58,035 400
248 Tres Hermanos 6,910 -100,000 100,000 100,000 -100,000 6,910 -
250 Integrated Waste Mgt Fund 1,807,354 811,543 -811,543 918,890 10,000 928,890 1,690,007 (117,347)Used for State mandates
251 Air Quality Improvement Fd 79,290 75,100 -75,100 84,000 70,000 154,000 390 (78,900)Used for one-time items
252 Waste Hauler Fund 97,725 158,300 -158,300 250,000 -250,000 6,025 (91,700)Used for capital projects
253 Used Oil Grant 27,680 7,971 -7,971 10,171 -10,171 25,480 (2,200)
CITY OF DIAMOND BARProposed Revenues & Expenses
Fiscal Year 2024/25
PROPOSED SOURCES PROPOSED USES
62
Fund # Fund Title
Estimated FB
Reserves @
07/01/24 Revenues Transfers In Total Resources Appropriations Transfers Out Total Uses
Estimated FB
Reserves @
06/30/25
Addition/(Use) of
Fund Balance Fund Balance Notes
CITY OF DIAMOND BARProposed Revenues & Expenses
Fiscal Year 2024/25
PROPOSED SOURCES PROPOSED USES
254 Beverage Recycling Grant 85,200 14,800 -14,800 13,000 -13,000 87,000 1,800
255 LRSP Grant Fund (92)------(92)-
256 Hazard Mitigation Grant Fund 27,687 ------27,687 -
260 Park Fees (Quimby) Fd 126,481 500 -500 ---126,981 500
261 Measure A Neigh. Parks Act 183,000 ------183,000 -
262 Park & Facility Development Fd 1,441,921 7,300 -7,300 ---1,449,221 7,300
263 Prop A - Safe Neigh. Pks Fd ---------
270 PEG Fees Fund 410,694 103,800 -103,800 100,000 -100,000 414,494 3,800
280 Citizens Option for Public Sfty Fd 356,980 168,200 -168,200 10,000 152,500 162,500 362,680 5,700
301 Capital Improvement Project Fd 423 8,086,000 150,000 8,236,000 8,236,000 -8,236,000 423 -
401 Debt Service Fund 1,610 -721,900 721,900 721,900 -721,900 1,610 -
501 Self Insurance Fund 964,977 10,000 580,000 590,000 534,550 -534,550 1,020,427 55,450
502 Vehicle Maint & Replacement Fd 263,442 6,000 339,000 345,000 289,500 -289,500 318,942 55,500
503 Equipment Maint & Repl Fd 478,184 8,000 705,000 713,000 1,170,000 -1,170,000 21,184 (457,000)Used for one-time items
504 Building Facility & Maint Fund 2,085,635 10,800 154,200 165,000 165,000 -165,000 2,085,635 -
601 OPEB Trust Fund 760,036 26,600 88,000 114,600 ---874,636 114,600
-
Grand Totals 60,799,211 51,590,886 5,100,069 56,690,955 53,283,824 5,100,069 58,383,893 48,985,751 (1,692,937)
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