Agenda packet — Brea City Council, June 17, 2025 (part 1 of 7)

City Council, Successor Agency to the
Brea Redevelopment Agency and
Brea Public Financing Authority Agenda
General Session - 7:00 p.m.

Tuesday, June 17, 2025, 7:00 PM

COUNCIL CHAMBERS
1 Civic Center Circle
Brea, California 92821
Blair Stewart, Mayor Cecilia Hupp, Mayor Pro Tem Christine Marick, Council Member Marty Simonoff, Council Member Steven Vargas, Council Member This agenda contains a brief general description of each item Council will consider. The City Clerk has on file copies of written documentation relating to each item of business on this Agenda available for public inspection.

Contact the City Clerk’s Office at (714) 990-7756 or view the Agenda and related materials on the City’s website at www.cityofbrea.gov. Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at 1 Civic Center Circle, Brea, CA during normal business hours. Such documents may also be available on the City’s website subject to staff’s ability to post documents before the meeting.

Procedures for Addressing the Council
The Council encourages interested people to address this legislative body by making a brief presentation on a public hearing item when the Mayor calls the item or address other items under Matters from the Audience. State law generally prohibits the City Council from responding to or acting upon matters not listed on this agenda.

The Council encourages free expression of all points of view. To allow all persons the opportunity to speak, please keep your remarks brief. If others have already expressed your position, you may simply indicate that you agree with a previous speaker. If appropriate, a spokesperson may present the views of your entire group. Council rules prohibit clapping, booing or shouts of approval or disagreement from the audience. Please silence all cell phones and other electronic equipment while the Council is in session. Thank you.

Written comments may be submitted in advance of the meeting by emailing [email protected].

Written comments received by 3 p.m. on the day of the meeting will be provided to the Council, will be made available to the public at the meeting, and will be included in the official record of the meeting.

Special Accommodations
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (714) 990-7757. Notification 48 hours prior to the meeting will enable City staff to make reasonable arrangements to ensure accessibility. (28 CFR 35.102.35.104 ADA Title II) Important Notice
The City of Brea shows both live broadcasts and replays of City Council Meetings on Brea Cable Channel 3 and over the Internet at www.cityofbrea.gov. Your attendance at this public meeting may result in the recording and broadcast of your image and/or voice as previously described.

1. GENERAL SESSION - COUNCIL CHAMBERS PLAZA LEVEL - 7:00 P.M.

1.A. Call to Order/Roll Call

1.B. Pledge of Allegiance: Boy Scout Troop 707

1.C. Invocation: Pastor Brett Sturgill, The Cause Church

1.D. Presentation: Mayor's Youth Awards

1.E. Commendation: City Clerk Lillian Harris-Neal Retirement

1.F. Commendation: Fire Chief Mark Terrill Retirement

1.G. Presentation: Hope Center Update

1.H. Presentation: Business of the Quarter

1.I. Report - Prior Study Session

1.J. Community Announcements

1.K. Matters from the Audience

1.L. Response to Public Inquiries

2. PUBLIC HEARINGS
This portion of the meeting is for matters that legally require an opportunity for public input.

Audience participation is encouraged and is limited to 5 minutes per speaker.

2.A. Review Full-Time Vacancies and Recruitment and Retention Efforts in Compliance with Assembly Bill 2561/Government Code Section 3502.3
— 1. Receive and File.

2.B. Public Hearing to Consider Levying an Assessment for Landscape and Lighting Maintenance Districts Nos. 1, 2, 3, 4, 5, 6 and 7 for Fiscal Year 2025-2026 — 1. Adopt Resolution Nos. 2025-038 through 2025-044, levying assessments for Fiscal Year 2025-2026 after receiving testimony at the Public Hearing on June 17, 2025. There is no fiscal impact to the General Fund.

3. ADMINISTRATIVE ITEMS
This agenda category is for City Council consideration of a wide variety of topics related to the City's operations. Public comments regarding items in this section should be presented during "Matters from the Audience."

3.A. Adoption of the FY 2025-27 Biennial Operating and Capital Improvement Program (CIP) Budget — 1. Adopt Fiscal Year 2025-27 Proposed Biennial Operating Budget as presented in the Fiscal Year 2025-27 Operating Budget document and adopt Resolution No. 2025-045 approving the Fiscal Year 2025-27 Operating Budget and appropriating funds for the City of Brea FY 2025-27 Operating Program; and
— 2. Adopt Resolution No. 2025-046 approving the Fiscal Year 2025-26 Appropriation Limit; and — 3. Adopt Resolution No. 2025-047 adopting the Proposed Fiscal Year 2025-27 Biennial Capital Improvement Program (CIP) Budget and appropriating funds for the projects and purposes as presented in the Proposed Fiscal Year 2025-27 Biennial CIP Budget.

3.B. Proposed Ordinances — Public Possession of Alcoholic Beverages; Public Nudity; Civic and Cultural Center / Downtown Public Plaza Curfew
— 1. Waive full reading and introduce Ordinance No. 1263, "An Ordinance of the City Council of The City of Brea approving a CEQA exemption determination and amending the Brea City Code to revise regulations for public possession of open alcoholic beverage containers, establish a public nudity ban, and establish a curfew for the Civic and Cultural Center and for Downtown Public Plazas," by title only.

4. CONSENT CALENDAR
The City Council/Successor Agency approves all Consent Calendar matters with one motion unless Council/Agency or Staff requests further discussion of a particular item. Items of concern regarding Consent Calendar matters should be presented during “Matters from the Audience."

4.A. May 20, 2025 Regular City Council Meeting Minutes
— 1. Approve.

4.B. FY 2025-27 Vehicle and Equipment Purchase Schedule — 1. Authorize the Purchasing Agent to issue purchase orders in an amount not-to-exceed $1,686,150 for various City vehicles and equipment described in the FY 2025-27 Vehicles and Equipment Schedule. There is sufficient funding available for the requested not-to-exceed amount of $1,686,150 for these purchases in the City's FY 2025-27 Proposed Operating Budget.

4.C. Approve Amendment No. 1 with Geocon West, Inc. and Amendment No. 2 with BKF Engineers for Additional as-needed Arovista Park Geotechnical and Civil Engineering Services — 1. Approve Amendment No. 1 with Geocon West, Inc. in the amount not-to-exceed $168,000 resulting in a total contract amount not-to-exceed $418,000 for as-needed materials testing, soils inspection and special inspections.
— 2. Approve Amendment No. 2 with BKF Engineers in the amount not-to-exceed $32,100 resulting in a total contract amount not-to-exceed $74,100 for as-needed engineering services. No additional funding is requested for these contract amendments, as there is adequate funding within the existing Capital Improvement Project.

4.D. Applicants Agent Resolution for Homeland Security Funds — 1. Adopt Resolution No. 2025-048, authorizing and designating City staff to perform as an Applicants Agent to complete and sign State and Federal documents related to homeland security, disaster response and disaster recovery. There is no fiscal impact to the General Fund.

4.E. SB 1205 State Mandated Fire Inspection Annual Report — 1. Accept the report as presented and Adopt Resolution No. 2025-049 accepting the 2024 California State Fire Marshal mandated inspection report. There is no fiscal impact to the General Fund.

4.F. Citywide Multifunction Printer/Copier Replacement and Maintenance Services Lease Agreement with Sharp Business Systems
— 1. Authorize the City’s Purchasing Agent to negotiate a lease agreement with Sharp Business Systems (Sharp) for citywide multifunction printer/copier (MFP) replacement and maintenance services for a 60-month lease term not-to-exceed the amount of $150,000.00; exclusive of any as-needed print charges. Funding is programmed in the proposed FY 2025-27 Operating Budget.

4.G. Pre-Employment Background Investigation Services for Fire Services — 1. Approve the professional service agreements with RCS Investigations and Consulting, LLC and JL Group, LLC for pre-employment background investigations for Fire Services with a notto-exceed amount of $60,000; and — 2. Authorize the City Manager to execute the agreement. There is sufficient funding available in the City’s General Fund Operating Budget for FY 2025-27 and no additional appropriation is needed.

4.H. Police Alarm Permit and False Alarm Billing and Collection Services — 1. Approve a Professional Services Agreement with PM AM Corporation to provide business and residential alarm registration and false alarm incident management services; including billing services, permit registration, and handling related correspondence with citizens and businesses. The split of alarm fees collected is as follows: City of Brea 74%, PM AM Corporation, 26%. There are no implementation, annual renewal or technical support fees.

4.I. Agreement with California BP, LLC (Brea Plaza)
— 1. Approve an agreement between the City and California BP, LLC (Brea Plaza) to allow the Police Department to install ALPR cameras on Brea Plaza property to satisfy a Development Condition of Approval. There is no fiscal impact to the General Fund.

4.J. Road Repair and Accountability Act - Local Streets and Roads Funding Program, Fiscal Year 2025-2026 Proposed Project List
— 1. Adopt Resolution No. 2025-050 approving projects funded by the Road Repair and Accountability Act. RMRA funds were programmed as part of the FY 2023-25 CIP Budget for Project 7329 in the approximate amount of $3,500,000. The RMRA Fund balance is projected to be about $1,280,000 at the beginning of FY 2025-26.

4.K. Renewed Measure M (M2) Eligibility Submittal Package for Fiscal Year 2025-2026 — 1. Approve and authorize staff to submit to Orange County Transportation Authority (OCTA) the Measure M2 Seven-Year Capital Improvement Program for Fiscal Years 2025-2026 through 2031-2032 to comply with Measure M2 eligibility criteria; and — 2. Adopt Resolution Nos. 2025-051 and 2025-052 concerning the status and update of the Circulation Element, Mitigation Fee Program, and Pavement Management Plan for the Measure M (M2) Program. The City's annual M2 local jurisdiction apportionment, more commonly referred to as "Fairshare," is anticipated to be approximately $1,410,976 for Fiscal Year 2025- 2026. This action has no negative impact to the General Fund.

4.L. May Outgoing Payment Log and City Disbursement Registers for May 16, 2025 , May 23, 2025, May 30, 2025, and June 6, 2025
— 1. Receive and file.

4.M. Monthly Report of Investments for the City of Brea for Period Ended May 31, 2025 — 1. Receive and file.

5. CITY/SUCCESSOR AGENCY - CONSENT

5.A. Adoption of the FY 2025-27 Successor Agency to the Brea Redevelopment Agency Biennial Operating Budget
— 1. Adopt Resolution No. SA 2025-01 appropriating funds for the Successor Agency to the Brea Redevelopment Agency 2025-27 Proposed Operating Budget.

5.B. Monthly Report of Investments for the Successor Agency to the Brea Redevelopment Agency for Period Ended May 31, 2025
— 1. Receive and file.

6. BREA PUBLIC FINANCING AUTHORITY - CONSENT

6.A. Adoption of the FY 2025-27 Brea Public Financing Authority Biennial Operating Budget — 1. Adopt Resolution No. A 2025-01 appropriating funds for the Brea Public Financing Authority 2025-27 Operating Budget, as presented in the FY 2025-27 Proposed Biennial Budget document.

7. ADMINISTRATIVE ANNOUNCEMENTS

7.A. City Manager

7.B. City Attorney

7.C. Council Requests

8. COUNCIL ANNOUNCEMENTS

8.A. Council Announcements

9. ADJOURNMENT

9.A. Meeting Adjournment
Date Posted: June 12, 2025
CITYof BREA
Communication
June 17, 2025
Item No. 2A.

Review Full-Time Vacancies and Recruitment and Retention Efforts in Compliance with Assembly Bill 2561/Government Code Section 3502.3

TO PREPARED BY
Honorable Mayor and City Council Members Michelle Munoz, Human Resources Analyst II

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Kristin Griffith, City Manager Kristin Griffith, City Manager

RECOMMENDATION
Receive and file the full-time represented vacancy report in compliance with AB 2561.

BACKGROUND/DISCUSSION
On September 22, 2024, Governor Newsom signed Assembly Bill 2561 (AB 2561) into law. This bill amends the Meyers-Milias-Brown Act (MMBA) effective January 1, 2025. The MMBA authorizes local public employees to form, join, and participate in the activities of employee organizations of their own choosing for the purpose of representation on matters of labor relations. In addition, the MMBA requires the governing body of a public agency to meet and confer in good faith regarding wages, hours and other terms and conditions of employment with representatives of recognized employee organizations. AB 2561 was introduced by the State Legislature to address growing concerns over staffing shortages in public agencies, which they beleive adversely affect the delivery of public services, and can lead to burnout, increased employee workloads and lower morale. AB 2561 requires public agencies to present at a public hearing the status of job vacancies and recruitment and retention efforts at least once per fiscal year, prior to the adoption of a final budget.

AB 2561 amends the MMBA to add new reporting obligations under California Government Code Section 3502.3. as follows:

1. Public Hearing: At least once each fiscal year, at a public hearing before the City Council, the City shall present information regarding the status of vacancies and recruitment and retention efforts (Gov. Code§ 3502.3(a)(l)) and identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process (Gov. Code § 3502.3(a)(3)).

If the City adopts an annual or multi-year budget during the fiscal year, this presentation must occur prior to the adoption of the final budget. (Gov. Code § 3502.3(b).)

2. Employee Organization Participation: Allow the recognized employee organization for each bargainin unit at the City to make presentations during the public hearing concerning vacancies and recruitment and retention efforts. (Gov. Code§ 3502.3(b).)

3. Additional Reporting for High Vacancy Rates: If vacancies within a single bargaining unit meet or exceed twenty percent (20%) of authorized full-time positions in that bargaining unit, upon request of the recognized employee organization for that bargaining unit, the City must provide additional information during the public hearing, including the following: (1) the total number of vacancies; (2) the number of applicants; (3) the average time to fill positions; and (4) opportunities to improve compensation and working conditions for employees in the bargaining unit. (Gov. Code§ 3502.3(c).) At this time, none of the City’s seven bargaining units have vacancy rates exceeding 20% as shown below. The City currently has three hundred and twenty-one (321) authorized budgeted full-time positions across all seven departments. The City has a total of thirty-one (31) full-time vacant positions, as of May 12, 2025. Therefore, no additional reporting is required.

Summary of current full-time represented vacancies
Bargaining Unit Name Percentage
Administrative and Professional Employee's
Association (APEA) 7.69%
Brea City Employees' Association (BCEA) 8.17%
Brea Firefighters’ Association (BFA) 8.70%
Brea Fire Management Association (BFMA) 0.00%
Brea Management Association (BMA) 10.53%
Brea Police Association (BPA) 12.20%
Brea Police Management Association (BPMA) 16.67%
The City’s HR Division (HR) regularly meets with hiring departments to ensure upcoming recruitments meet their staffing needs, and are filled in a timely manner to maintain on-going operations. In November of 2022, the City of Brea contracted services with NEOGOV, which is the premier recruitment tracking platform used by several municipalities, special districts and private agencies. By contracting with NEOGOV, HR has been able to broaden advertising for job openings nationwide by using their job board GovernmentJobs.com, leading to an increased applicant pool. In addition, HR works closely with the hiring departments to ensure advertisements are submitted to any industry-specific websites for specialized or technical positions. For fiscal year 2024/2025, HR attended two (2) career fairs in partnership with the County of Orange Workforce and Economic Development Center. During each career fair, the HR team was able to promote current and future job openings at the City. In addition to posting job announcements on industry-specific websites and GovernmentJobs.com, the City of Brea has a significant social media presence, utilizing its Facebook, Instagram, and Linkedin accounts. HR has also worked with hiring departments to create hiring videos to attract applicants. This approach has proven to be particularly effective when recruiting for public safety positions.

However, despite the City’s various efforts, recruitment and retention challenges have been encountered for some specialized and technical positions, which at times has required multiple recruitment processes to occur within a calendar year. Additionally, in recent years we have faced increased turnover challenges as a result of retirements and resignations. We primarily lose employees to other public agencies, special districts, and to the private sector.

Some of the efforts to improve recruitment and retention efforts have included the following:

To address succession planning, established process to evaluate and update all job classifications and position requirements to reflect current employment needs and market trends.

Worked with hiring departments to expedite recruitment processes when feasible.

Streamlined the pre-employment process with the implementation of NEOGOV Onboard module.

Addition of an HR Technician to assist with recruitment and retention efforts, specifically for Public Safety.

Implemented a pilot telecommuting and alternative work schedule program for eligible positions.

In addition to conducting exit interviews, the City implemented a Stay Interview program to facilitate employee engagement and promote retention efforts.

Implemented the Brea Mentorship Program to allow senior staff to be mentors to any employee interested in professional growth within the organization.

The world of recruitment and retention of public sector employees is changing and evolving all the time. Staff will continue to work diligently, to support recruitment and retention efforts and will continue monitoring vacancy rates regularly to be in compliance with AB 2561. We will also make any necessary adjustments to ensure the City sustains its workforce, meets community needs, reduces turnover, remains competitive in the market place and upholds the standard of quality public service to the Brea community.

FISCAL IMPACT/SUMMARY
The City of Brea is required to comply with new reporting obligations pursuant to AB 2561. This new legislation outlines various requirements for public agencies including presenting the status of vacancies and recruitment and retention efforts at least once per fiscal year at a public hearing, prior to the adoption of a final City budget. Human Resources Division will continue to gather the necessary data annually to ensure reporting compliance with AB 2561 and identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles during the hiring process.

There is no fiscal impact associated with this action.

Attachments
AB 2561 Text.pdf
Assembly Bill No. 2561
CHAPTER 409
An act to add Section 3502.3 to the Government Code, relating to public employment.
[Approved by Governor September 22, 2024. Filed with
Secretary of State September 22, 2024.]
legislative counsel’s digest
AB 2561, McKinnor. Local public employees: vacant positions.

Existing law, the Meyers-Milias-Brown Act (act), authorizes local public employees, as defined, to form, join, and participate in the activities of employee organizations of their own choosing for the purpose of representation on matters of labor relations. The act requires the governing body of a public agency to meet and confer in good faith regarding wages, hours, and other terms and conditions of employment with representatives of recognized employee organizations and to consider fully presentations that are made by the employee organization on behalf of its members before arriving at a determination of policy or course of action.

This bill would, as specified, require a public agency to present the status of vacancies and recruitment and retention efforts at a public hearing at least once per fiscal year, and would entitle the recognized employee organization to present at the hearing. If the number of job vacancies within a single bargaining unit meets or exceeds 20% of the total number of authorized full-time positions, the bill would require the public agency, upon request of the recognized employee organization, to include specified information during the public hearing. By imposing new duties on local public agencies, the bill would impose a state-mandated local program. The bill would also include related legislative findings.

The California Constitution requires local agencies, for the purpose of ensuring public access to the meetings of public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends or enacts laws relating to public records or open meetings and contains findings demonstrating that the enactment furthers the constitutional requirements relating to this purpose.

This bill would make legislative findings to that effect.

The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.

This bill would provide that no reimbursement shall be made pursuant to these statutory provisions for costs mandated by the state pursuant to this act, but would recognize that a local agency or school district may pursue any available remedies to seek reimbursement for these costs. 92 The people of the State of California do enact as follows:

SECTION 1. The Legislature finds and declares as follows:
(a) Job vacancies in local government are a widespread and significant problem for the public sector affecting occupations across wage levels and educational requirements.
(b) High job vacancies impact public service delivery and the workers who are forced to handle heavier workloads, with understaffing leading to burnout and increased turnover that further exacerbate staffing challenges. (c) There is a statewide interest in ensuring that public agency operations are appropriately staffed and that high vacancy rates do not undermine public employee labor relations.

SEC. 2. Section 3502.3 is added to the Government Code, to read:
3502.3. (a) (1) A public agency shall present the status of vacancies and recruitment and retention efforts during a public hearing before the governing board at least once per fiscal year.
(2) If the governing board will be adopting an annual or multiyear budget during the fiscal year, the presentation shall be made prior to the adoption of the final budget.
(3) During the hearing, the public agency shall identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process.
(b) The recognized employee organization for a bargaining unit shall be entitled to make a presentation at the public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts for positions within that bargaining unit.
(c) If the number of job vacancies within a single bargaining unit meets or exceeds 20 percent of the total number of authorized full-time positions, the public agency shall, upon request of the recognized employee organization, include all of the following information during the public hearing:
(1) The total number of job vacancies within the bargaining unit. (2) The total number of applicants for vacant positions within the bargaining unit.
(3) The average number of days to complete the hiring process from when a position is posted.
(4) Opportunities to improve compensation and other working conditions. (d) This section shall not prevent the governing board from holding additional public hearings about vacancies.
(e) The provisions of this section are severable. If any provision of this section or its application is held invalid, the invalidity shall not affect other provisions or applications that can be given effect without the invalid provision or application.
(f) For purposes of this section, “recognized employee organization” has the same meaning as defined in subdivision (a) of Section 3501.

SEC. 3. The Legislature finds and declares that Section 2 of this act, which adds Section 3502.3 to the Government Code, furthers, within the 92 Ch. 409 — 2 —
meaning of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the purposes of that constitutional section as it relates to the right of public access to the meetings of local public bodies or the writings of local public officials and local agencies. Pursuant to paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the following findings:

It is in the public interest, and it furthers the purposes of paragraph (7) of subdivision (b) of Section (3) of Article I of the California Constitution, to ensure that information concerning public agency employment is available to the public.

SEC. 4. No reimbursement shall be made pursuant to Part 7 (commencing with Section 17500) of Division 4 of Title 2 of the Government Code for costs mandated by the state pursuant to this act. It is recognized, however, that a local agency or school district may pursue any remedies to obtain reimbursement available to it under Part 7 (commencing with Section 17500) and any other law.
92 — 3 — Ch. 409
CITYof BREA
Communication
June 17, 2025
Item No. 2B.

Public Hearing to Consider Levying an Assessment for Landscape and Lighting Maintenance Districts Nos. 1, 2, 3, 4, 5, 6 and 7 for Fiscal Year 2025-2026

TO PREPARED BY
Honorable Mayor and City Council Members Matthew Cuevas, Senior Management Analyst

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Michael Ho, Public Works Director Kristin Griffith, City Manager

RECOMMENDATION
Staff recommends that the City Council take the following action:

1. Adopt Resolution Nos. 2025-038 through 2025-044, levying assessments for Fiscal Year 2025-2026 after receiving testimony at the Public Hearing on June 17, 2025.

BACKGROUND/DISCUSSION
The City of Brea has seven annually assessed Landscape and Lighting Maintenance Districts (LLMD). As called for in the Landscape and Lighting Act of 1972, a yearly assessment is to be made for each Maintenance District. The annual assessment amounts are based on public meetings held between the City and property owners of each District. For City Council reference, the Districts are located on the attached map (Exhibit A). The estimated assessments for FY 2025-2026 based on public meetings held with each LLMD are as follows:

Maintenance District # 1 (American National - 103 Parcels) On March 12, 2025, five representatives from four parcels attended the community meeting. The total costs for FY 2024-25 are estimated to be $61,514. The total annual assessment amount for this District is currently $55,929.

There were no changes to the assessment amount for FY 2025-26. The annual assessment will remain at $543.00 per parcel per year. The estimated costs for FY 2025-26 will require an estimated expenditure of $5,585 from the District's reserve fund. District reserves are projected to be $16,384 as of June 30, 2025.

Maintenance District # 2 (Baldwin - 297 Parcels)
The assessment for this District is for theme street lighting maintenance only. The Homeowners' Association maintains the common landscaped areas. On March 13, 2025, no representatives attended the community meeting. The total costs for FY 2024-25 are estimated to be $8,379. The total annual assessment for this District is currently $5,495. There were no changes to the assessment amount for FY 2025-26. The estimated costs for FY 2025-26 will require an estimated expenditure of $2,884 from the District's reserve fund. The annual assessment will remain at $18.50 per parcel per year. District reserves are projected to be $34,198 as of June 30, 2025.

Maintenance District # 3 (Eagle Development - 188 Parcels) On March 11, 2025, three representatives from three parcels attended the community meeting. The total costs for FY 2024-25 are estimated to be $125,313. The total annual assessment for this District is $112,965.44, or $600.88 per parcel per year. The estimated costs for FY 2025-26 will require an estimated expenditure of $8,620 from the District's reserve fund. Homeowners in attendance directed staff to increase the assessment by the Consumer Price Index (CPI) of 3.3% from the prior 12-month calendar year. The annual assessment for FY 2025-26 will be $620.71 per parcel, an increase of $19.83. This is the maximum allowable assessment for FY 2025-26. District reserves are projected to be $56,177 as of June 30, 2025.

Maintenance District # 4 (Ponderosa - 230 parcels)
The assessment for this District is for theme street lighting maintenance only. The Homeowners' Association maintains the common landscaped areas. On March 13, 2025, no representatives attended the community meeting. The total estimated costs for FY 2024-25 are $5,336. The total annual assessment for this District is currently $2,760. There were no changes to the assessment amount for FY 2025-26. The annual assessment will remain at $12.00 per parcel per year. The estimated costs for FY 2025-26 will require an estimated expenditure of $2,576 from the District's reserve fund. District reserves are projected to be $18,905 as of June 30, 2025.

Maintenance District # 5 (Konweiser - 113 Parcels)
On March 12, 2025, two representatives from two parcels attended the community meeting. The total costs for FY 2024-25 are estimated to be $138,371. The total annual assessment for this District is $122,305. There were no changes to the assessment amount for FY 2025-26. The annual assessment will remain at $1,082.35 per parcel per year. The estimated costs for FY 2025-26 will require an estimated expenditure of $16,066 from the District's reserve fund. District reserves are projected to be $133,272 as of June 30, 2025.

Maintenance District # 6 (Schmid Development - 135 Parcels) Of the seven Districts, this is the largest District with 16 acres of common landscaped areas. On March 11, 2025, five representatives from four parcels attended the community meeting. The total costs for FY 2024-25 are estimated to be $239,693. The total annual assessment for this District is $236,297 or $1,750.35 per parcel per year. There were no changes to the assessment amount for FY 2025-26. The annual assessment will remain at $1,750.35 per parcel per year. The estimated costs for FY 2025-26 will require an estimated expenditure of $3,396 from the District' s reserve fund. District reserves are projected to be $271,309 as of June 30, 2025.

Maintenance District # 7 (Baywood Development - 96 Parcels) On March 12, 2025, one representative from one parcel attended the community meeting. The total costs for FY 2024-25 are estimated to be $35,266. The total annual assessment for this District is $35,047 or $365.08 per parcel per year. There were no changes to the assessment amount for FY 2025-26. The annual assessment will remain at $365.08 per parcel per year. The estimated costs for FY 2025-26 will require an estimated expenditure of $219 from the District's reserve fund. District reserves are projected to be $12,057 as of June 30, 2025.

COMMISSION/COMMITTEE RECOMMENDATION
The Finance Committee reviewed staff’s recommendation at the June 10, 2025, meeting and recommended to proceed to City Council for approval.

FISCAL IMPACT/SUMMARY
There will be no impact to the General Fund by this action. All funding for the maintenance of the Districts is provided for by separate assessment. In addition, the Districts reimburse the General Fund for staff time. The estimated assessments for FY 2025-2026, as detailed in the Engineer's Report, are as follows:

Maintenance
District
2024-2025
Assessment
Per Lot Per
Year
2025-2026
Assessment
Per Lot Per
Year
Change in
Assessment
Per Lot Per Year
% Change
M.D. #1 $543.00 $543.00 $0 0%
M.D. #2 $18.50 $18.50 $0 0%
M.D. #3 $600.88 $620.71 $19.83 3.3%
M.D. #4 $12.00 $12.00 $0 0%
M.D. #5 $1,082.35 $1,082.35 $0 0%
M.D. #6 $1,750.35 $1,750.35 $0 0%
M.D. #7 $365.08 $365.08 $0 0%
As called for in the Landscape and Lighting Act of 1972, a yearly assessment is to be made for each Maintenance District. Staff held meetings with the homeowners to discuss the coming year's budget and improvement projects. It is recommended that the seven resolutions levying assessments for FY 2025-2026 be adopted after receiving testimony at the Public Hearing on June 17, 2025, at 7:00 PM.

Attachments
Exhibit A - Maintenance Districts Map.pdf
Resolution - LLMD #1.pdf
Resolution - LLMD #2.pdf
Resolution - LLMD #3.pdf
Resolution - LLMD #4.pdf
Resolution - LLMD #5.pdf
Resolution - LLMD #6.pdf
Resolution - LLMD #7.pdf
Exhibit A
RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LANDSCAPE AND LIGHTING
ASSESSMENT DISTRICT NO. 1 FOR THE FISCAL YEAR 2025-2026 A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Landscape and Lighting Assessment District No. 1 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea as follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $543.00 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

5. The City Clerk shall forthwith transfer to the County Auditor of Orange County a certified copy of this Resolution and a certified copy of the assessment diagram contained in the report referred to hereinabove.

APPROVED AND ADOPTED this 17th day of June, 2025.
_______________________________
Blair Stewart, Mayor
ATTEST: ___________________________
Lillian Harris-Neal, City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED: _________________________
_____________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 1
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 1 INCLUDES ALL

OF THE PROPERTIES IN THE CITY OF BREA LOCATED WITHIN THE TRACT BOUNDARY OF TRACT NO. 9121 RECORDED IN BOOK 378, PAGES 49 AND 50; TRACT NO. 9341 RECORDED IN BOOK 395, PAGES 28, 29 AND 30; AND OF TRACT NO 9342 RECORDED IN BOOK 386, PAGES 41, 42 AND 43, ALL OF MISCELLANEOUS MAPS, RECORDS OF ORANGE COUNTY, CALIFORNIA.

RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LIGHTING ASSESSMENT
DISTRICT NO. 2 FOR THE FISCAL YEAR 2025-2026
A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Lighting Assessment District No. 2 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea as follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $18.50 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

APPROVED AND ADOPTED this 17th day of June, 2025.
______________________________
Blair Stewart, Mayor
ATTEST: __________________________
Lillian Harris-Neal, City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED: ________________________

______________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LIGHTING ASSESSMENT DISTRICT NO. 2
THE BOUNDARIES OF LIGHTING ASSESSMENT DISTRICT NO. 2 IS DESCRIBED AS “BEING THE BOUNDARY OF ANNEXATION NO. 8-74 TO THE CITY OF BREA, COUNTY OF ORANGE, STATE OF CALIFORNIA,” ALSO BEING ALL THE PROPERTIES LOCATED WITHIN THE TRACT BOUNDARY OF TRACT NO. 9227 RECORDED IN BOOK 392, PAGES 5 THROUGH 12; TRACT NO. 9228 RECORDED IN BOOK 428, PAGES 32 THROUGH 38; AND TRACT NO. 8857 RECORDED IN BOOK 464, PAGES 38 THROUGH 44, ALL OF MISCELLANEOUS MAPS, RECORDS OR ORANGE COUNTY, CALIFORNIA.

RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LANDSCAPE AND LIGHTING
ASSESSMENT DISTRICT NO. 3 FOR THE FISCAL YEAR 2025-2026 A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Landscape and Lighting Assessment District No. 3 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea as follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $620.71 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

APPROVED AND ADOPTED this 17th day of June, 2025.

_______________________________
Blair Stewart, Mayor
ATTEST: __________________________
Lillian Harris-Neal, City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED:_________________________
______________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 3
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 3 INCLUDES ALL

OF THE PROPERTIES IN THE CITY OF BREA LOCATED WITHIN THE TRACT BOUNDARY OF TRACT NO. 8242 RECORDED IN BOOK 428, PAGES 19 THROUGH 24 OF MISCELLANEOUS MAPS, RECORDS OF ORANGE COUNTY, CALIFORNIA.

RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LIGHTING ASSESSMENT
DISTRICT NO. 4 FOR THE FISCAL YEAR 2025-2026
A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Lighting Assessment District No. 4 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea as follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $12.00 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

APPROVED AND ADOPTED this 17th day of June, 2025.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED:_________________________
_____________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LIGHTING ASSESSMENT DISTRICT NO. 4
LIGHTING ASSESSMENT DISTRICT NO. 4 INCLUDES ALL THE
PROPERTIES LOCATED IN THE CITY OF BREA WITHIN TRACT NO. 10224 AS SHOWN ON A MAP RECORDED IN BOOK 436, PAGES 13 THROUGH 16 INCLUSIVE, TRACT NO. 10324 AS SHOWN ON A MAP RECORDED IN BOOK 447, PAGES 3 THROUGH 5 INCLUSIVE, TRACT NO. 10325 AS SHOWN ON A MAP RECORDED IN BOOK 461, PAGES 9 THROUGH 12 INCLUSIVE, TRACT NO. 10326 AS SHOWN ON A MAP RECORDED IN BOOK 461, PAGES 13 THROUGH 16 INCLUSIVE, TRACT NO. 10327 AS SHOWN ON A MAP RECORDED IN BOOK 461, PAGES 17 THROUGH 20 INCLUSIVE, AND TRACT NO. 9298 AS SHOWN ON A MAP RECORDED IN BOOK 476, PAGES 5 THROUGH 7 INCLUSIVE, ALL OF MISCELLANEOUS MAPS, RECORDS OF ORANGE COUNTY, CALIFORNIA.

RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LANDSCAPE AND LIGHTING
ASSESSMENT DISTRICT NO. 5 FOR THE FISCAL YEAR 2025-2026 A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Landscape and Lighting Assessment District No. 5 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea as follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $1,082.35 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

APPROVED AND ADOPTED this 17th day of June, 2025.
_______________________________
Blair Stewart, Mayor
ATTEST: _________________________
Lillian Harris-Neal, City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED: _________________________
______________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 5
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 5 INCLUDES ALL

THE PROPERTIES IN THE CITY OF BREA LOCATED WITHIN THE TRACT BOUNDARY OF TRACT NO. 9111 RECORDED IN BOOK 374, PAGES 24, 25 AND 26 OF TRACT NO. 9414 RECORDED IN BOOK 409, PAGES 8 AND 9, AND OF TRACT NO. 9473 RECORDED IN BOOK 291, PAGES 26, 27 AND 28, ALL OF MISCELLANEOUS MAPS, RECORDS OF ORANGE COUNTY, CALIFORNIA.

RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LANDSCAPE AND LIGHTING
ASSESSMENT DISTRICT NO. 6 FOR THE FISCAL YEAR 2025-2026 A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Landscape and Lighting Assessment District No. 6 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea as follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $1,750.35 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

APPROVED AND ADOPTED this 17th day of June, 2025.
_______________________________
Blair Stewart, Mayor
ATTEST: __________________________
Lillian Harris-Neal, City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED: _________________________
______________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 6
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 6 INCLUDES ALL

THE PROPERTIES IN THE CITY OF BREA LOCATED WITHIN THE TRACT BOUNDARY OF TRACT NO. 8820, RECORDED IN BOOK 454, PAGES 19 THROUGH 24 INCLUSIVE, TRACT NO. 9531, RECORDED IN BOOK 423, PAGES 24 THROUGH 28 INCLUSIVE, AND TRACT NO. 9532 RECORDED IN BOOK 454, PAGES 25 THROUGH 28, ALL OF MISCELLANEOUS MAPS, RECORDS OF ORANGE COUNTY, CALIFORNIA.

RESOLUTION NO. 2025-

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA LEVYING

AN ASSESSMENT ON CITY OF BREA LANDSCAPE AND LIGHTING
ASSESSMENT DISTRICT NO. 7 FOR THE FISCAL YEAR 2025-2026 A. RECITALS:
(i) By Resolution, this Council approved a report of the Public Works Director related to City of Brea Landscape and Lighting Assessment District No. 7 prepared pursuant to Streets and Highways Code Section 22623, described the improvements thereon and gave notice of and fixed the time and place of the hearing on the question of the levy of an assessment thereon for fiscal year 2025-2026. A description of the area encompassed by said assessment district is attached hereto as “Exhibit A.” (ii) Said hearing was duly and properly noticed, commenced at the Council Chambers, Brea Civic & Cultural Center, 1 Civic Center Circle, Brea, California, on June 17, 2025, and was concluded prior to the adoption of this resolution. (iii) All legal prerequisites to the adoption of the Resolution have occurred.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea follows:

1. In all respects as set forth in the Recitals, Part A, of this Resolution.

2. The improvements specified in the report hereinabove referred to which is on file with the City Clerk of the City of Brea are hereby ordered to be completed.

3. The assessment diagram contained in the report referred to hereinabove and the assessment of $365.08 for each lot located within said District are hereby adopted and confirmed and said assessment is levied for the 2025-2026 fiscal year.

4. The Council hereby expressly overrules any and all protests filed objecting to the proposed improvements specified herein or the assessment levied hereby.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

DATED: ________________________
_______________________________
Lillian Harris-Neal, City Clerk
EXHIBIT “A”

LEGAL DESCRIPTION
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 7
LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 7 INCLUDES ALL

THE PROPERTIES IN THE CITY OF BREA LOCATED WITHIN THE TRACT BOUNDARY OF TRACT NO. 14656, RECORDED IN BOOK 746, PAGES 47 THROUGH 49 INCLUSIVE, TRACT NO. 14658, RECORDED IN BOOK 724, PAGES 9 THROUGH 11 INCLUSIVE, TRACT NO. 14657 RECORDED IN BOOK 733, PAGES 15 THROUGH 17 INCLUSIVE, TRACT NO. 15070, RECORDED IN BOOK 738, PAGES 27 THROUGH 30 INCLUSIVE, ALL OF MISCELLANEOUS MAPS, RECORDS OF ORANGE COUNTY, CALIFORNIA.

CITYof BREA
Communication
June 17, 2025
Item No. 3A.

Adoption of the FY 2025-27 Biennial Operating and Capital Improvement Program (CIP) Budget

TO PREPARED BY
Honorable Mayor and City Council Members Alicia Brenner, Budget Manager

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Monica Lo, Administrative Services Director Kristin Griffith, City Manager

RECOMMENDATION
Adopt Fiscal Year 2025-27 Proposed Biennial Operating Budget as presented in the Fiscal Year 2025-27 Operating Budget document and adopt Resolution No. 2025-XX approving the Fiscal Year 2025-27 Operating Budget and appropriating funds for the City of Brea FY 2025-27 Operating Program and Adopt Resolution No. 2025-XX approving the Fiscal Year 2025-26 Appropriation Limit; and Adopt Resolution No. 2025-XX adopting the Proposed Fiscal Year 2025-27 Biennial Capital Improvement Program (CIP) Budget and appropriating funds for the projects and purposes as presented in the Proposed Fiscal Year 2025-27 Biennial CIP Budget.

BACKGROUND/DISCUSSION
A Budget Workshop was held on May 6, 2025 for City Council to preview and provide guidance on the Biennial FY 2025-27 Operating Budget and Capital Improvement Program (CIP) Budget. Below provides an overview of the proposed budget for both the City Operating and Capital Improvement Program budget that was affirmed at the Budget Workshop for FY 2025-27.

City's Operating Budget
The Proposed Fiscal Year 2025-27 operating budget document and budget resolution are provided as Attachment A1 & A2, which contains an overview message from the City Manager, summary schedules, the fund balances of each operating fund, a comprehensive review of revenues, and expenditure breakdowns by department (please see attachment). As part of this budget cycle, staff focused on long-term and strategic considerations as the organization adapts to changes in the economy as well as within the organization. The budget is the financial plan for the City of Brea for the next two fiscal years and does not constitute a mandate to spend, only the authority to do so.

This budget message provides a comprehensive overview of the City’s General Fund budget representing efforts to align resources with operating expenditures while continuing to provide core services to the community during the next two fiscal years. The City’s operating budget was developed after considerable review and a commitment to the City Council’s top priorities and projects. The process and approach staff used to develop this biennial budget reflects cautiously optimistic projections for both revenues and expenditures, but again, these assumptions are based on very finite information in a changing economic environment.

Staff will continue to monitor several unknowns including economic uncertainty at both the State and Federal level, increases in the cost-of-living, continued demand for fixed asset replacement needs, economic pressures that may impact the City's sales tax base and CalPERS projected rate increases. Looking forward, staff will continue with strong communication at all levels as more information becomes available.

Revenues
For FY 2025-26, the total General Fund revenues are budgeted at $74,422,625 which includes $2,788,339 in estimated excess General Fund reserves from the prior year that are above the City’s 25% reserve policy limit. For FY 2026-27, the total General Fund revenues are budgeted at $77,472,773. Which includes excess General Fund reserves anticipated from the prior fiscal year in the amount of $3,997,142.

Sales tax revenue is the City’s single largest revenue source representing approximately 37% of the FY 2025- 27 budget. Sales tax revenues are projected to increase by 5.0% over the FY 2024-25 year-end estimate for the next two years with an average growth of 1.7% for the remaining three years covering FY 2027-28 through FY 2029-30. This assumption includes preliminary sales tax growth related to new development.

Property taxes are the second-largest revenue source representing 22% of the FY 2025-27 budget. Property tax revenues are anticipated to grow by 4.0% over the FY 2024-25 year-end estimate and future years beyond FY 2026-27 remain conservative at 2%. They will be adjusted as more information becomes available regarding development projects within the community and as construction begins to break ground.

Expenditures
Total General Fund expenditures in FY 2025-26 are budgeted at $72,330,689 and $76,432,821 for FY 2026-

27. This budget retains core service levels to the community and represents a 3.3% increase in budgeted expenditures when compared to the FY 2024-25 year-end expenditures (exclusive of transfers-out). The proposed budget includes temporary and one-time budget changes presented at the Budget Workshop on May 6, 2025.

It is also important to note that employees continue to contribute toward their retirement in accordance with the provision of Memorandums of Understanding (MOUs). All employees contribute 100% of the employee cost of retirement. The City has met its goal to have all City employees contribute the full cost per the current pension reform legislation. In addition, most employees are contributing more than the employee portion and are cost-sharing the normal employer cost.

Five Year Projections
Each year, the City’s General Fund revenues and expenditures are projected for five years. The five-year projection is a planning tool and reflects staff’s best-educated estimates. It does not represent approved or authorized deficit spending, rather it depicts what could occur if the City were to choose not to make the necessary adjustments to operate within a balanced budget. The five-year projections allow us to take a glimpse at potential future budget impacts so that we can make the necessary adjustments to maintain a balanced budget.

26. The projections also assume major revenue sources, including sales tax and property tax, to be increased based upon preliminary development assumptions through FY 2026-27 and remain conservative thereafter.

With the use of Excess General Fund reserves above the current 25% policy limit, the organization is able to maintain a balanced budget for the next two fiscal years. The temporary and one-time budget changes proposed as part of this budget are folded back into the projections starting in Year 3 and represent a preliminary budget shortfall in the longer term. Work is underway to close this budget shortfall and will continue as more information becomes available, staff will work with City Council to identify longer-term resolutions. As previously noted, future-year projections are estimates and are provided solely for informational purposes. Staff will continue to monitor and adjust projections as new information develops for a balanced budget including CalPERS retirement costs.

Funds
Decision packages are requests for new programs, new personnel, and/or new equipment. The decision packages for FY 2025-27 were presented to the City Council at the Budget Workshop on May 6, 2025, to receive input and identify department needs for the coming two fiscal years. The City Council reviewed decision package requests and recommended that staff include them in the FY 2025-27 budget. Below is a summary of the recommended decision packages that are incorporated in the budget.

The City’s Community Benefit and Economic Development Fund (140) includes the purchase of a new software (“Placer.ai”) that will provide staff with critical market insight and foot-traffic analysis data to enhance community development efforts within the City. This fund was established to assist with legacy projects as well as provide funding for the attraction and retention of business and economic development.

The Public Safety Augmentation Fund (172) is restricted for public safety related costs and includes operating and capital related costs for fire safety equipment. This includes replacement of resuscitation and cardiac monitor equipment, replacement of the Fire Department’s multi-band portable radios, upgrade of exhaust system and alerting system at various fire stations, purchase of fire turnouts, and a tablet command mobile incident management platform.

Facility and equipment replacements, such as fitness equipment, facility tables and chairs, parking lot landscaping, HVAC equipment, and gym floor refinishing will be funded by the Community Center Replacement (181) Fund.

The Fixed Asset Replacement Program Fund (182) will provide funding for the replacement of equipment and facilities at the City’s Curtis Theatre. This includes replacement of drapes and projectors, as well as stage lighting.

The Water Utility Fund (420) will provide funding for a new full-time Water Quality Specialist position and the purchase of one vehicle to support the increased regulatory demands from the State Water Resources Control Board (SWRCB). This includes increased compliance in the areas of crossconnection control and urban water education.

Replacement of network switches and the network access control system will be funded from the City’s External IT Services Fund (460) as the equipment is beyond its useful lifecycle.

The Information Technology Fund (475) will provide funding for the replacement of desktop, mobile computer, and peripherals throughout the City to maintain operational efficiency and safeguard the City’s digital infrastructure.

Purchase of tools and equipment to outfit the two Type 1 Fire Engines is recommend from the City’s Fire Impact Fees Fund (542) which is restricted for eligible fire costs that mitigate future impacts that development has on fire services.

Appropriation Limit
In November 1979, the voters of the State of California approved Proposition 4, commonly known as the "Gann Initiative." The Proposition created Article XIII B of the State Constitution placing various limits on the appropriations of state and local governments. The law requires the governing body of each local jurisdiction to establish annually by resolution, the Appropriations Limit for the upcoming budget year.

In effect, the law requires that expenditures subject to the limit cannot exceed the prior year's expenditures after adjusting for inflation and population changes. In June 1990, Proposition 111 was enacted which modified the formula to allow the Appropriations Limit to be more responsive to local growth issues. Prop. 111 allowed the City of Brea to modify its limit to take into consideration the change in the County or City population, whichever is greater. The Appropriations Limit applies to all taxes levied by and for a municipality.

In addition, user fees are excluded from the formula. The Appropriations Limit also excludes the following activities: Successor Agency to the Brea Redevelopment Agency Funds, Enterprise Funds, certain Capital Improvement Funds, and funds received from special assessment districts.

Brea's appropriations that are "subject to the limit" have traditionally been much lower than the limitation established by Article XIII B. This year's Appropriations Limit has been calculated to be $145,222,222. FY 2025-26 budgeted revenues subject to the calculated Appropriations Limit are provided in Attachment B of the proposed resolution.

Summary
As we reflect on the last two years, the organizational and economic landscape has changed in Brea. Major initiatives moving forward include the launch of the City’s new in-house Ambulance Program, the purchase of new and replacement fire vehicles, and the construction of the Arovista Park Modernization Capital Improvement project.

While development remains constant with the prospect of new growth; economic pressures have constrained sales tax revenue growth, creating some uncertainty for the organization. That, coupled with rising CalPERS costs, have created fiscal challenges as we look ahead in the longer term. Though uncertainty and fiscal challenges remain throughout this budget process, the organization has responded and remains steadfast.

Balancing this biennial budget required a strategic approach across the organization, including the careful allocation of resources and the implementation of creative solutions to reduce expenditures, streamline operations, and enhance revenues over the two-year period. The budget savings changes discussed at the Budget Workshop on May 6, 2025 are included in the proposed operating budget with continued discussions underway. Longer-term resolutions are under evaluation and are highlighted below:

Evaluation of lease agreements at the Civic & Cultural Center; Evaluation of subsidies provided to other agencies, user groups, and/or events; Evaluation of oil franchise fees and cell tower lease agreements; Evaluation of market outreach to film industry;
Updates to the Brea Mall Message Board signage revenue projections; Consideration of short-term rentals and other business opportunities; and Consideration of business license tax and transient occupancy tax (TOT) updates.

This fund balancing strategy will avoid making severe service reductions until the organization has an opportunity to better understand the changing economic environment.

Staff will also continue to closely monitor actual versus projected revenues and opportunities for vacancy savings that will assist in providing firmer estimates as we navigate the next two fiscal years. Staff is committed to providing budget updates to the City Council as the financial picture changes.

Overall it is important to note that Brea is paying all of its obligations on time; is setting aside funding for ongoing capital facility and equipment replacement; and is funding a robust Capital Improvement Program (CIP) to adequately maintain City infrastructure.

The organization will make every effort to continue to build prudent reserves and strategic savings programs to insulate the City from a downturn in the economy and minimize organizational disruption. The City Council is also committed to pension modifications and plans to continue setting aside money in an irrevocable trust fund, administered through Public Agency Retirement Services (PARS), that is specifically designed to help stabilize pension costs. This, combined with continued efforts to promote pension modifications at the legislation front, are steps in the right direction.

The entire organization is determined to preserve core City services. Staff will continue to diligently monitoring long-term economic uncertainties that could impact Brea’s budget picture. These include:

Uncertainty at the State and Federal level;
Increases in the cost-of-living (inflation);
Fixed asset replacement needs;
Economic pressures impacting the City’s sales tax base; and CalPERS projected rate increases.

City staff uses a variety of tools, such as strategically evaluating vacancies and consolidation of functions, to structurally close the budget gap when needed. Additionally, staff continues to research new and innovative ways of doing business. Presenting the City Council with the FY 2025-27 biennial budget is simply one of the many projects that City staff has completed during FY 2024-25. Working within the City Council priorities and under their direction, City staff was able to complete a substantial list of accomplishments, which are found in the department summary sections of the budget.

We would like to thank the City Council for their patience and leadership during this period. Though the development of the FY 2025-27 budget is complete, the work will continue as we enter a new phase of data gathering and forecasting to match our new economic reality.

City's Capital Improvement Program (CIP) Budget
The Proposed Fiscal Year 2025-27 Biennial Capital Improvement Program (CIP) Budget and budget resolution is provided as Attachment C1 & C2 and formally adopts the City's seven-year CIP Budget and appropriates funding for the first two years of the seven year capital improvement plan. The CIP budget reflects the City Council’s commitment to enhancing existing infrastructure, providing new infrastructure for a safe environment, and enhancing the quality of life in the community. The remaining five years of the CIP budget are not a commitment of funds but rather a long-range planning tool for subsequent investment in the City’s infrastructure. Staff recommends the adoption of the CIP Budget as presented.

The CIP Budget is divided into several categories: Street Improvements, Storm Drain Improvements, Traffic Safety Enhancements, Water Improvements, Sewer Improvements, Facility Improvements, and Golf Course Improvements.

There are 30 projects proposed for funding in the FY 2025-2027 CIP Budget. A detail sheet has been prepared for each proposed project included within the seven-year CIP Budget that contains a description of the project, the amount of funding required, and the source of funds. The following are highlights of the FY 2025-2027 Biennial CIP Budget:

Street Improvements - The projects included in this section of the proposed CIP Budget continue emphasizing street pavement rehabilitation per the City’s Pavement Management Plan (PMP). The PMP is updated every two (2) years for arterial roads and every six (6) years for local roads, as the Orange County Transportation Authority requires. Work continues on designing and constructing several large street/roadway improvement projects that are being carried forward from the previous fiscal year. Some examples of this include Walnut Way Street Improvements (CIP 7326) and Birch Street Improvements from S. Associated to Valencia (CIP 7329).

Requested appropriations for the FY 2025-2027 CIP include funding for our annual Traffic Calming Improvements (CIP 7219), Citywide Slurry Seal (CIP 7312) and Citywide Sidewalk Replacement (CIP 7313) projects, as well as the design and construction budget for Palm Street Paving Improvements (CIP 7334) and Tanglewood Street Paving Improvements (CIP 7337).

Storm Drain Improvements - Requested appropriations for the FY 2025-2027 CIP include design phase funding for an update to the Storm Drain Master Plan (CIP 7330).

Traffic Safety Enhancements - In conjunction with Street Improvement projects, the projects included within the Traffic Safety Enhancements section of the proposed CIP Budget improve the driving experience in Brea by easing congestion and improving traffic flow. The City has partnered with OCTA and multiple local municipalities to progress OCTA’s Regional Traffic Signal Synchronization Program (RTSSP). This partnership has led to the introduction of the Kraemer Blvd. Regional Traffic Signal Synchronization (CIP 7720) and the State College Blvd. Regional Traffic Signal Synchronization (CIP 7721) projects.

Requested appropriations for the FY 2025-2027 CIP include funding for annual Traffic Signal Controller Upgrade (CIP 7218), Transportation Improvement Nexus Program Update (CIP 7718), and the two aforementioned RTSSP projects.

Water Improvements - A significant focus of the proposed CIP Budget is on proposed improvements to the City's water infrastructure. The design phases of Enterprise Tract Water Improvements (CIP 7462) and the Candlewood Tract Water Main Replacement (CIP 7465) continue to progress, while the design phase of Lotus Water Line Improvements (CIP 7479) has been completed.

Requested appropriations for the FY 2025-2027 CIP include design phase funding for Candlewood Tract Water Main Replacement (CIP 7465), Olinda Village Water Line Improvements (CIP 7482), Replace Generator at Berry Street Booster Pump Station (CIP 7483), and design and construction phase funding for Thompson Oil Site Hydrant Improvements (CIP 7494).

Sewer Improvements - Another focus area of the proposed FY 2025-2027 CIP Budget is the proposed improvements to the City’s sanitary sewer infrastructure. Requested appropriations for the FY 2025-2027 CIP include funding for our annual Sewer Mainline Relining (CIP 7617) project and design phase funding for the Carbon Canyon Access Road Phase 1-3 (CIP 7632) project.

Facility Improvements - Work continues on the design of several significant projects from FY 2024-2025.

The Brea PD Integrated Crime Center (ICC) Citywide Camera Network (CIP 7719) is progressing through various phases, and the Arovista Park Modernization Project (CIP 7978) is progressing through the construction phase of the park improvements on the east side of Brea Creek.

Requested appropriations for the FY 2025-2027 CIP include funding for the Police Department Space Plan Improvements (CIP 7992), Wildcatters Park Storage Building Improvements (CIP 7997), the Public Works Standard Plans Update (CIP 7998), as well as various other citywide facility improvements.

Golf Course Improvements - In Fiscal Year 2024-2025 various improvements were made at both Birch Hills and Brea Creek Golf Courses, including the Brea Creek Golf Course Netting Extension Project. Requested Appropriations for the FY 2025-2027 CIP include funding for the construction of cart path, driving range, storage shed, and HVAC improvements at the Birch Hills Golf Course (CIP 7968).

In conclusion, with continued prudent fiscal management and project coordination, Brea’s Fiscal Year 2025- 2027 Biennial CIP Budget will support a variety of projects to sustain the quality of our infrastructure, and continue the goals of enhancing the quality of life in the community, ensuring a safe environment, and promoting transportation improvements in the City.

FISCAL IMPACT/SUMMARY
The expenditures for all funds included in the Proposed Biennial Operating Budget is $134,193,644 for FY 2025-26 and $137,820,595 for FY 2026-27 (exclusive of transfers-out).

The proposed FY 2025-27 Biennial Capital Improvement Program Budget is $15,135,000 and includes $9,285,000 for FY 2025-2026 and $5,850,000 for FY 2026-2027. Funding sources include the Fixed Asset Replacement Fund; Gas Tax Fund; Measure M Fund; RMRA; Water Fund; Sewer Fund; Golf Course Fund; Storm Drain Fund; Traffic Impact Fund; Federal Grants; State Grants; County Grants, and other miscellaneous contributions.

Attachments
Attachment A1 - 25-27 Proposed City of Brea Operating Budget Attachment A2 - Operating Budget Resolution
Attachment B - 25-26 Appropriation Limit Resolution and Exhibit Attachment C1 - Proposed FY 2025-27 CIP Budget
Attachment C2 - CIP Budget Resolution
FY 2025-27

PROPOSED

BIENNIAL

OPERATING BUDGET
City of Brea
And
The Successor Agency to the
Brea Redevelopment Agency
Including the Brea Public Financing Authority
June 17, 2025

CITY OF BREA

PROPOSED

BIENNIAL BUDGET
FY 2025-26 & FY 2026-27

ELECTED OFFICIALS
Blair Stewart
MAYOR
Term Exp. 2026
Cecilia Hupp

MAYOR PRO TEM
Term Exp. 2026
Christine Marick

COUNCIL MEMBER
Term Exp. 2028
Marty Simonoff

COUNCIL MEMBER
Term Exp. 2028
Steven Vargas

COUNCIL MEMBER
Term Exp. 2026
Denise Eby

CITY TREASURER
Term Exp. 2028

CITY MANAGEMENT
City Manager Kristin Griffith
Assistant City Manager/ Community Development Director Jason Killebrew Administrative Services Director Monica Lo
Community Services Director Carrie Hernandez
Public Works Director Michael Ho
Police Chief Adam Hawley
Fire Chief Mark Terrill

Prepared by Budget Team:

Administrative Services Director Monica Lo
Financial Services Manager Alicia Brenner
Senior Management Analyst Anthony Godoy
[INTENTIONALLY LEFT BLANK]
F I S C A L Y E A R 2 0 2 5 - 27
June 17, 2025
Honorable Mayor and City Council
City of Brea
1 Civic Center Circle
Brea, CA 92821
RE: FISCAL YEAR 2025-27 BUDGET MESSAGE
Staff is pleased to present to the City Council, Brea Community, Brea employees, and other interested parties, the adopted biennial budget covering the annual periods from July 1, 2025 through June 30, 2026 and July 1, 2026 through June 30, 2027. This biennial budget is the financial plan for the City of Brea for the next two fiscal years and does not constitute a mandate to spend, only the authority to do so.

In addition to the uncertainty that remains at the State and Federal front, staff will continue to monitor several unknowns including potential impacts of new tariffs and the uncertainty they may have on consumer spending, which may impact the City’s sales tax revenue.

Despite these ongoing challenges, the organization demonstrated remarkable adaptation to continue City Council priority initiatives. Looking forward, staff will continue with strong communication at all levels as more information becomes available.

Development continues within the City providing growth and prospect as several projects approach completion. On May 16, 2023, the City Council approved the Brea Mall Mixed Use Project that will redevelop a 15.5-acre portion of the current Brea Mall providing new retail, restaurant, residential and commercial opportunities for our community. The new mall entrance and several new stores are now open, with additional storefronts slated to open in the new fiscal year. City staff also negotiated the inclusion of billboard messaging signs that will provide a shared opportunity for additional revenue to support ongoing city services.

The City continues to monitor and engage in legislative activity on the State and Federal levels. Earlier this year, five City projects were submitted for consideration as part of the Federal appropriations processes. The projects included, the Laurel Elementary School Safety Project, an EOC Modernization/Back-Up Dispatch Center, Mobile Command Post, Modernization of Arovista Park, and the Western Extension of The Tracks at Brea trail. To date, Congressman Derek Tran has selected the Laurel Elementary School Safety Project to submit for consideration by the Appropriations Committee.

Outreach efforts continue related to recycling, composting, and source reduction of waste.

The current State law is in effect and requires businesses that generate a certain amount of solid waste to recycle their organic material and other recyclables. In addition, the State passed another law to reduce methane emissions at landfills. By the year 2025, organic water disposal is to be reduced by 75% and edible food recovery increased by 20%.

Since these new requirements are going to change the way residents dispose of their solid waste and recyclables, planning is currently underway across Brea to ensure that the needed programs and services are in place.

REVENUES
For FY 2025-26, the total General Fund revenues are budgeted at $74,422,625 which includes $2,788,339 in estimated excess General Fund reserves from the prior year that is above the City’s 25% reserve policy limit. For FY 2026-27, the total General Fund revenues are budgeted at $77,472,773. Which includes the use of excess General Fund reserves anticipated from the prior fiscal year in the amount of $3,997,142.

Sales tax revenue is the City’s single largest revenue source representing approximately 37% of the FY 2025-27 budget. Sales tax revenues are projected to increase by 5.0% over FY 2024-25 year-end estimate for the next two years with an average growth of

1.7% for the remaining three years covering FY 2027-28 through FY 2029-30. This assumption includes preliminary sales tax growth related to new development.

Property taxes are the second-largest revenue source representing 22% of the FY 2025- 27 budget. Property tax revenues are anticipated to grow by 4.0% over FY 2024-25 year-end estimate and future years beyond FY 2026-27 remain conservative at 2%. They will be adjusted as more information becomes available regarding development projects within the community and as construction begins to break ground.

EXPENDITURES
Total General Fund expenditures in FY 2025-26 are budgeted at $72,330,689 and $76,432,821 for FY 2026-27. This budget retains core service levels to the community and represents a 3.3% increase in budgeted expenditures when compared to the FY 2024-25 year-end expenditures (exclusive of transfers-out). The proposed budget includes temporary and one-time budget changes presented at the Budget Workshop on May 6, 2025.

FIVE YEAR PROJECTIONS
Each year, the City’s General Fund revenues and expenditures are projected for five years.

The five-year projection is a planning tool and reflects staff’s best-educated estimates. It does not represent approved or authorized deficit spending, rather depicts what could occur if the City were to choose not to make the necessary adjustments to operate within a balanced budget. The five-year projections allow us to take a glimpse at potential future budget impacts so that we can make the necessary adjustments to maintain a balanced budget.

These five-year projections and budget assumptions, from FY 2025-26 through FY 2029- 30, are attached to this budget document. It is noted that the assumptions include all negotiated labor agreements for FY 2025-26. The projections also assume major revenue sources, including sales tax and property tax, to be increased based upon preliminary development assumptions through FY 2026-27 and remain conservative thereafter.

With the use of Excess General Fund reserves above the current 25% policy limit, the organization is able to maintain a balanced budget for the next two fiscal years. The temporary and one-time budget changes proposed as part of this budget are folded back into the projections starting in Year 3 and represents a preliminary budget shortfall in the longer term. Continued work is underway to close this budget shortfall and as more information becomes available, staff will work with City Council to identify longer term resolutions. As previously noted, future year projections are estimates and are provided solely for informational purposes. Staff will continue to monitor and adjust projections as new information develops for a balanced budget including the CalPERS retirement costs.

FUNDS
Decision packages are requests for new programs, new personnel, and/or new equipment.

The decision packages for FY 2025-27 were presented to the City Council at the Budget Workshop on May 6, 2025, to receive input and identify department needs for the coming two fiscal years. The City Council reviewed the decision package requests and recommended staff to include them in the FY 2025-27 budget. Below is a summary of the recommended decision packages that are incorporated in the budget.  The City’s Community Benefit and Economic Development Fund (140) includes the purchase of a new software (“Placer.ai”) that will provide staff with critical market insight and foot-traffic analysis data to enhance community development efforts within the City. This fund was established to assist with legacy projects as well as provide funding for the attraction and retention of business and economic development.
 The Public Safety Augmentation Fund (172) is restricted for public safety related costs and includes operating and capital related costs for fire safety equipment. This includes replacement of resuscitation and cardiac monitor equipment, replacement of the Fire Department’s multi-band portable radios, upgrade of exhaust system and alerting system at various fire stations, purchase of fire turnouts, and a tablet command mobile incident management platform.
 Facility and equipment replacements, such as fitness equipment, facility tables and chairs, parking lot landscaping, HVAC equipment, and gym floor refinishing will be funded by the Community Center Replacement (181) Fund.
 The Fixed Asset Replacement Program Fund (182) will provide funding for the replacement of equipment and facilities at the City’s Curtis Theatre. This includes replacement of drapes and projectors, as well as stage lighting.  The Water Utility Fund (420) will provide funding for a new full-time Water Quality Specialist position and the purchase of one vehicle to support the increased regulatory demands from the State Water Resources Control Board (SWRCB). This includes increased compliance in the areas of cross-connection control and urban water education.
 Replacement of network switches and the network access control system will be funded from the City’s External IT Services Fund (460) as the equipment is beyond its useful lifecycle.
 The Information Technology Fund (475) will provide funding for the replacement of desktop, mobile computer, and peripherals throughout the City to maintain operational efficiency and safeguard the City’s digital infrastructure.  Purchase of tools and equipment to outfit the two Type 1 Fire Engines is recommend from the City’s Fire Impact Fees Fund (542) which is restricted for eligible fire costs that mitigate future impacts that development has on fire services.

SUMMARY
As we reflect on the last two years, the organizational and economic landscape has changed in Brea. Major initiatives moving forward including the launch of the City’s new in-house Ambulance Program, the purchase of new and replacement fire vehicles, and the construction of the Arovista Park Modernization Capital Improvement project.

While development remains constant with the prospect of new growth; economic pressures have constrained sales tax revenue growth, creating some uncertainty for the organization.

That, coupled with rising CalPERS costs, have created fiscal challenges as we look ahead in the longer term. Though uncertainty and fiscal challenges remain throughout this budget process, the organization has responded and remains steadfast.

Balancing this biennial budget required a strategic approach across the organization, including the careful allocation of resources and the implementation of creative solutions to reduce expenditures, streamline operations, and enhance revenues over the two-year period. The budget saving changes discussed at the Budget Workshop on May 6, 2025 are included in the proposed operating budget with continued budget discussions underway.

Longer-term resolutions are under evaluation and are highlighted below:
 Evaluation of lease agreements at the Civic & Cultural Center;  Evaluation of subsidies provided to other agencies, user groups, and/or events;  Evaluation of oil franchise fees and cell tower lease agreements;  Evaluation of market outreach to film industry;
 Updates to the Brea Mall Message Board signage revenue projections;  Consideration of short-term rentals and other business opportunities; and  Consideration of business license tax and transient occupancy tax (TOT) updates.

The use of excess General Fund reserves above the City’s policy limit of 25% will help the organization maintain service levels to the community as the organization regains momentum in the coming fiscal years. This fund balancing strategy will avoid making severe service reductions until the organization has an opportunity to better understand the changing economic environment.

Staff will also continue to closely monitor actual versus projected revenues and opportunities for vacancy savings that will assist in providing more firm estimates as we navigate the next two fiscal years. Staff commits to providing budget updates to the City Council as the financial picture changes.

The organization will make every effort to continue to build prudent reserves and strategic savings programs to insulate the City from a downturn in the economy and minimize organizational disruption. The City Council is also committed to pension modifications and plans to continue setting aside money in an irrevocable trust fund, administered through the Public Agency Retirement Services (PARS), that is specifically designed to help stabilize pension costs. This, combined with continued efforts to promote pension modifications at the legislation front, are steps in the right direction.

The entire organization is determined to preserve core City services. Staff will continue to be diligent in monitoring long-term economic uncertainties that could impact Brea’s budget picture. These include:
 Uncertainty at the State and Federal level;
 Increases in the cost-of-living (inflation);
 Fixed asset replacement needs;
 Economic pressures impacting the City’s sales tax base; and  CalPERS projected rate increases.

City staff uses a variety of tools, such as looking strategically at vacancies and consolidation of functions, to structurally close the budget gap when needed. Additionally, staff continues to research new and innovative ways of doing business. Presenting the City Council with the FY 2025-27 biennial budget is simply one of the many projects that City staff has completed during FY 2024-25. Working within the City Council priorities and under their direction, City staff was able to complete a substantial list of accomplishments, which are found in the department summary sections of the budget.

I would like to thank the City Council for their patience and leadership during this period.

Though the development of the FY 2025-27 budget is complete, the work will continue as we enter a new phase of data gathering and forecasting to match our new economic reality.

Finally, I would like to express my appreciation to the Budget Team for their hard behindthe-scenes work: Monica Lo, Administrative Services Director; Alicia Brenner, Financial Services Manager, and Anthony Godoy, Senior Management Analyst. What a fantastic team!
I’m confident that our organization will continue to excel in providing high-quality service to the Brea Community, explore new ways of doing business, and engage in collaborative leadership.

Sincerely,
Kristin Griffith
City Manager
Attachments

TABLE OF CONTENTS

CITY OF BREA OPERATING BUDGET
Introduction ........................................................ 1-24 Five Year Assumptions and Projections ............. 3
Organization Chart ............................................. 9 City Mission Statement ..................................... 10 Operational Goals ............................................ 11 Council Top Priorities and Projects ................. 12 Budget Process .................................................. 13 Basis of Accounting .......................................... 15 Basis of Budgeting ............................................ 16 Fiscal Policies Statement................................... 17 Debt Summary ................................................... 21 Summary .......................................................... 25-45 Four Year Summary of Operating
Budget Exp. By Department............................. 25 Four Year Summary of Operating
Budget Exp. By Fund ....................................... 27 General Fund Budget Facts .............................. 29 Sales Tax ............................................................ 30 Community Profile ............................................ 31 Position Allocation Comparison ...................... 35 Position Allocation List ..................................... 36 Funds .............................................................. 47-113 Fund Structure Summary .................................. 47 Fund Balance Summary .................................... 49 General Operating Funds ................................ 51 Special Revenue Funds...................................... 63 Assessment Funds .............................................. 75 Enterprise Funds ................................................ 86 Internal Service Funds ....................................... 92 Capital Project Funds ....................................... 96 Custodial Funds ............................................... 105 Combined Fund Statement Fiscal
Year 2025-26 ................................................ 106 Combined Fund Statement Fiscal
Year 2026-27 ................................................ 110 Revenues ..................................................... 115-114 Summary of Revenues by Fund ..................... 115
General Fund Revenues .................................. 117 Department Summaries ............................ 121-160 Management Services Department ............... 121
Administrative Services Department ............. 126
Police Services Department ........................... 132 Fire Services Department ............................... 138 Community Development Department .......... 143
Community Services Department .................. 149
Public Works Department.............................. 154

SUCCESSOR AGENCY TO THE BREA

REDEVELOPMENT AGENCY
Debt Service Fund .............................................. 161

BREA PUBLIC FINANCING AUTHORITY
Debt Service Fund .............................................. 163

BREA COMMUNITY BENEFIT FINANCING

AUTHORITY
Debt Service Fund .............................................. 165 Glossary of Budget Terms ................................... 167 [INTENTIONALLY LEFT BLANK]
2 GENERAL FUND:

FIVE YEAR PROJECTION ASSUMPTIONS
As part of the development of the fiscal year 2025-27 biennial budget, the Administrative Services Department updated the Five-Year Projections. The projection serves as a tool to identify financial trends, shortfalls, and issues so that the City can proactively address them.

The goal of the Five-Year Projections is to assess the City’s ability over the next five years to:
 Continue current service levels based upon the City’s operational goals;  Preserve the City’s long-term fiscal health by aligning operating revenues and costs; and  Maintain the City’s general fund reserves based upon the City’s fiscal policies.

It is important to stress that this projection is not a budget. It does not make expenditure decisions but rather highlights the need to prioritize the allocation of City resources. The purpose of the projection is to provide an overview of the City’s fiscal health based on various assumptions over the next five years and provide the City Council, departments and residents of Brea a “snapshot” of the City’s financial outlook beyond this budget cycle. The five-year projection is intended to serve as a planning tool to bring a long-term perspective to the budget process. The assumptions presented were used in the preparation of the Fiscal Years 2025-26 to 2029-30 Five-Year Projections and are categorized by revenue and expenditure assumptions.
3 GENERAL FUND:

FIVE YEAR PROJECTION ASSUMPTIONS
ASSUMPTIONS (FISCAL YEAR 2025-27)

REVENUE ASSUMPTIONS
 Maintains General Fund reserves above the 25% reserve requirement  Total average revenue growth 2.5% (exclusive of one-time payment of $6.5 million from the County for the Olinda Landfill Host Fee negotiation efforts and transfers-in)  Sales tax average revenue growth 5.0% (includes increased revenues due to development)  Property tax revenue growth 4.0% (includes increased revenues due to new valuation)  Includes one-time transfers-in from other City funds including the following:
o $300,000 from the Community Benefit and Economic Development Fund (140) o $750,000 from the Public Safety Augmentation Fund (172); and o $2,600,00 million from the City’s Golf Course Fund (465)  Trues-up General Liability and Worker’s Compensation rates based upon current reserve policy utilizing excess reserves
 Includes ongoing $100,000 revenue from Brea Mall Message Board signage starting in Year 2  Includes revenues associated with the City’s current User Fee Study currently underway

EXPENDITURE ASSUMPTIONS
 Total average operational growth of 3.3%
 Defers contribution to the City's Brea Community Center Fund (181) and City's Fixed Asset Replacement Fund (182)
 Includes CalPERS retirement rate assumptions based upon the most recent actuarial reports  Includes freezing and underfilling several positions to realize temporary budget savings  Reduces organization-wide operating costs including training & meeting expenses, bank charges, Brealine printing and mailing services, asphalt repair services, reduction in watering at certain park and/or landscape areas and reduces program costs for certain City services  Extends vehicle replacement cycle of certain vehicles for temporary budget savings in Year 1  Transitions costs for the Integrated Crime Center (ICC) to the City's General Fund as result of the current Retail Theft Grant expiring on December 31, 2026 4 GENERAL FUND:

FIVE YEAR PROJECTION ASSUMPTIONS
ASSUMPTIONS (FISCAL YEAR 2027-30)

REVENUE ASSUMPTIONS
 Total average revenue growth 1.4%
 Sales tax average revenue growth 1.7%
 Property tax revenue growth 2.0%
 Includes ongoing $100,000 revenue from Brea Mall Message Board signage  Includes reduced development activity as result of development projections

EXPENDITURE ASSUMPTIONS
 Total average operational growth of 4.6%
 Reinstates contribution to the City's Brea Community Center Fund (181) and City's Fixed Asset Replacement Fund (182)
 Increases personnel and operational costs as result of temporary budget savings realized in Year 1 and Year 2
 Includes CalPERS retirement rate assumptions based upon the most recent actuarial reports  Includes full year cost associated with the Integrated Crime Center (ICC) 5 GENERAL FUND:

FIVE YEAR PROJECTIONS
* Assumes FY 2027-28 through FY 2029-30 beginning balance to be resolved Year End Requested Requested
Actuals Estimate Budget Budget Projected Projected Projected FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28* FY 2028-29* FY 2029-30* Available Beginning Fund Balance 12,818,835 $ 683,788 $ 2,788,339 $ 3,997,142 $ - $ - $ - $ Revenues 65,380,752 73,661,259 69,454,286 70,745,631 71,710,417 72,620,147 73,745,664 Carryovers From Reserves 1,910,550 8,237,599 - - - - -
Transfers In 1,231,895 795,088 2,180,000 2,730,000 550,000 550,000 550,000 Total Revenues 68,523,197 82,693,946 71,634,286 73,475,631 72,260,417 73,170,147 74,295,664 Expenditures 64,909,140 69,358,277 70,234,688 74,031,326 80,616,103 83,164,830 84,657,892 Carryovers 8,237,599 - - - - - -
Transfers-Out 2,986,234 9,126,233 2,096,001 2,401,495 2,138,384 2,346,596 2,559,214 BCC Fund (181) 167,000 167,000 - - 167,000 167,000 167,000 Fixed Asset Replacement Fund (182) 1,100,000 1,300,000 - - 1,300,000 1,300,000 1,300,000 Total Expenditures 77,399,973 79,951,510 72,330,689 76,432,821 84,221,487 86,978,426 88,684,106 Revenue over Expenditures (8,876,776) 2,742,436 (696,403) (2,957,190) (11,961,070) (13,808,279) (14,388,442) Use of Excess Reserves 8,876,776 - 2,788,339 3,997,142 - - - Revised Revenue over Expenditures - 2,742,436 2,091,936 1,039,952 (11,961,070) (13,808,279) (14,388,442) Transfer to/from Reserves (12,135,046) (637,885) (883,133) (5,022,675) (1,947,167) (689,235) (426,420) Total Available Ending Fund Balance 683,788 $ 2,788,339 $ 3,997,142 $ 14,419 $ (13,908,237) $ (14,497,514) $ (14,814,862) $ Required Reserves
Operating Reserve 10% 7,739,997 7,995,151 7,233,069 7,643,282 8,422,149 8,697,843 8,868,411 Budget Stabilization Reserve 15% 11,609,996 11,992,727 10,849,603 11,464,923 12,633,223 13,046,764 13,302,616 Total Reserves 19,349,993 19,987,878 18,082,672 19,108,205 21,055,372 21,744,607 22,171,027 Total General Fund Reserve as a
% of Total Expenditures 25% 25% 25% 25% 8% 8% 8%
6 GENERAL FUND: FY 2025-27
W h e r e i t C o m e s F r o m
In $ Millions
Property Tax, $16.09
Transient Occupancy Tax, $2.68
Licenses and Permits, $0.42
Transfers-In, $2.18
Sales Tax, $27.27
Use of Excess Reserves, $2.79
Community Services, $3.74
Motor Vehicle License Fees, $5.91
Franchise Fees, $3.06
Other Sources, $9.18
Business License, $1.10
FY 2025-26 Revenues
$74,422,625
Property Tax, $16.65
Transient Occupancy Tax, $2.73
Licenses and Permits, $0.52
Transfers-In, $2.73
Sales Tax, $27.44
Use of Excess Reserves, $4.00
Community Services, $3.86
Motor Vehicle License Fees, $6.12
Franchise Fees, $3.13
Other Sources, $9.19
Business License, $1.10
FY 2026-27 Revenues
$77,472,773
7 GENERAL FUND: FY 2025-27
W h e r e i t G o e s
In $ Millions
Management Services, $4.57
Administrative Services, $3.26
Police Services, $30.92
Transfers-Out, $2.10
Fire Services, $10.98
Community Development, $2.96
Community Services, $9.99
Public Works, $7.55
FY 2025-26 Expenditures
$72,330,689
Management Services, $4.88
Administrative Services, $3.39
Police Services, $33.17
Transfers-Out, $2.40
Fire Services, $11.47
Community Development, $3.11
Community Services, $10.24
Public Works, $7.77
FY 2026-27 Expenditures
$76,432,821
8 CITY ORGANIZATION CHART
Brea Residents
*City Treasruer
*City Council
Police
Office of the Chief of
Police
Support Services
Operations
Fire
Administration
Fire Operations &
Paramedic Services
Fire Prevention
Administrative
Services
Budget
Revenue
Auditing and
Accounting
Information
Technology
Community Services
Community Center
Recreation Services
Cultural Arts
Human Services
Community
Development
Planning
Building and Safety
Economic
Development
Public Works
Engineering
Streets and Sanitation
Water Operations
Equipment
Maintenance
Parks and Trees
Building Maintenance
City Attorney
City Commissions
City Manager
Communications &
Marketing
Human Resources
City Clerk
*Elected
9 CITY MISSION STATEMENT
All work performed in the organization must somehow relate to a basic policy direction as developed by the City Council. The fundamental building block upon which we base our work programs isthe Council Mission Statement.

A Mission Statement is a broad-based, generic policy developed by the City Council usually covering a single issue area. A Mission Statement is an expression of the Council’s vision. Usually expressed as a definitive statement of purpose (“Brea will do…” “The City is committed to…”), a Mission Statements is the guide for the development of operational goals by the various departments.

M a i n t a i n a S a f e E n v i r o n m e n t f o r B r e a n s Public safety is a basic element of Brea’s quality of life. The City will continue to use education and prevention approaches as well as enforcement and appropriate maintenance of facilities to enhance people’s sense of security.

E n s u r e B r e a R e m a i n s a S p e c i a l P l a c e Brea’s small town atmosphere, our sense of community and our physical assets make Brea a special place.

The City resolves to protect Brea’s hillside and canyon areas and foster family values, quality education, cultural understanding, a vibrant civic and cultural life, and an involved and caring citizenry.

P r o t e c t a n d E n h a n c e B r e a a s a B a l a n c e d C o m m u n i t y A successful community sustains itself by ensuring a balance in physical, economic and human development.

A balanced community provides residents and businesses with the infrastructure and services which fulfill the diverse expectations of the community. A balanced community will provide a variety of land uses, promote economic health, and create and retain jobs while diversifying the revenue base needed to support services and maintain a sound reserve fund. A balanced community will also ensure a diversity of affordable housing opportunities for all elements of Brea, from the young to the old.

I n c r e a s e B r e a n s ’ S e n s e o f C i v i c O w n e r s h i p The City commits itself to two-way communication and interaction with the community to facilitate vision building, long-range planning, and organizational excellence. These elements are necessary for the longterm success of the community. 10 2025 – 2027 OPERATIONAL GOALS
Operational Goals specifically describe the desired end result of various City programs. Operational Goals support one or more Mission Statements and begin to convert City Council policy as expressed through Mission Statements to specific program activities. The below operational goals have been reviewed by the Executive Team and recommended for City Council review. City Council typically approves these goals biennially.

One of the ongoing goals of the City Council is somewhat intangible. It involves the notion of “Quality of Life” and attention to the “little things” that make a difference to individuals or specific neighborhoods. All City Departments work to provide programs and services that will make a difference in the Quality of Life of our residents and business community. Many of the operational goals identified below directly or indirectly address these general quality of life issues.

Support Community Diversity
& Civic Involvement
Promote Environment
Sustainability & Recycling Efforts
Promote Long Term
Financial Stability
Provide Effective &
Efficient Public Services
Invest in City Infrastructure,
Facilities & Neighborhoods
Improve Employee Relations,
Retention & Attraction
Promote Economic Development
& Affordable Housing
Support Homeless Outreach
Efforts & Resource Assistance
Explore Collaborative
& Regional Partnerships
11 2025 – 2027 COUNCIL

TOP PRIORITIES AND PROJECTS
On January 28, 2025, the City Council and Executive Team met to review priorities and projects for the current and upcoming fiscal years. Guided by the City’s Mission Statement and Operational Goals, the following priorities and projects for fiscal years 2025-2027 are outlined below in no particular order.

1. Seek opportunities to stabilize the City’s CalPERS rates

2. Continue to enhance community engagement by implementing findings from parks, recreation, senior services and cultural arts studies and Master Plans

3. Continue development of the Tracks at Brea Trail, including enhancements throughout existing segments, as well as completion of the Western Extension

4. Continue to support efforts to reduce homelessness in Brea and throughout Orange County

5. Continue to explore sustainable fleet options for environmental responsibility

6. Implement pavement upgrades to improve streets citywide

7. Complete discussion with the County regarding the updated WISE Agreement

8. Develop strategy for Phase 2 of construction of the Arovista Park Modernization project

9. Enhance the Fire Department’s emergency response by expanding resources, improving technology, and optimizing operational efficiency

10. Develop an Economic Development Strategic Plan

11. Actively pursue organization marketing opportunities to enhance community recognition, and improve employee recruitment, and employee retention

12. Evaluate the annexation of the Sphere of Influence (SOI) to support city growth and development

13. Enhance and expand traffic safety efforts: Including but not limited to community education programs on safe driving practices and e-bike safety

14. Complete and maintain the Police Department’s Integrated Crime Center (ICC)

15. Identify and pursue innovative strategies to enhance city revenue and reduce costs through operational improvements and strategic resource management 12 BUDGET PROCESS
Preparation of the FY 2025-27 biennial budget began with an initial meeting of the Budget Team in October of 2024 to lay the groundwork for the upcoming two-year budget cycle. A biennial budget process allows for a strategic approach to budget preparation that focuses on long-term planning and improved adherence to City Council priorities and organizational goals.

The Budget Team consists of three members of the Administrative Services Department: The Administrative Services Director, the Financial Services Manager and the Management Analyst. The Budget Team continued to meet periodically throughout the process to discuss the City’s financial situation and was responsible for developing ongoing guidelines for the budget
preparation process. In January of 2025, the
Budget Team held a kickoff meeting with
department budget coordinators and
provided them with the guidelines for the
development of the FY 2025-27
budget, along with the budget
calendar, instructions and other
materials necessary to prepare their
budget submittals. Following this
meeting, updated information was
shared at the City Council Offsite
Meeting, which took place on
January 28th. The Budget Team
provided City Council with a
baseline budget and identified longterm strategies that would be further refined as part of an organizationwide effort to balance the two-year budget.

By February, budget coordinators submitted
to the Budget Team their department’s budget
materials that included revenue projections, yearend budget estimates, budget requests for the following two fiscal years and decision packages (requests for new programs, staff and/or capital outlay items). After receiving each department’s submittal, the Budget Team reviewed the various elements and provided feedback with requests for clarification or comments to be addressed at the scheduled department meeting.

The Budget Team met with representatives from each department to review submittal feedback. The purpose of these meetings was to discuss proposed changes, provide clarification of any outstanding items and confirm adherence to budget guidelines and consistency with City Council’s goals and priorities.

After meeting with all the City departments, the Budget Team continued to meet and discuss outstanding budget issues to prepare a “flash” general fund budget number for departments. This “flash” number is 13 BUDGET PROCESS
the initial analysis of what revenues over expenditures will look like for the current fiscal year and moving forward.

On May 6, 2025, a budget workshop was conducted with City Council to preview the FY 2025-27 Budget and to receive guidance and input before proposing the budget for adoption. City Council reviewed the preliminary general fund “flash” number and the financial projections for the next five fiscal years. City Council also took this opportunity to review decision packages and identify those requests to be included in the upcoming budget. Following the Budget Workshop, the Budget Team prepared the budget for the City Council’s adoption.

At the June 17th City Council meeting the proposed biennial budget was formally adopted.

July 1st marks the beginning of the City’s fiscal year and all appropriations lapse at year‐end, except for those relating to encumbrances approved for carryover to the following fiscal year. The City Council has the legal authority to amend the budget at any time during the fiscal year. Budgetary controls are maintained to ensure compliance with the budget as approved by the City Council. Adjustments for additional funding requires approval of the City Council. The City Manager’s level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amount) is detailed in the budget resolution.

A mid-cycle budget review with the City Council is conducted to provide a recap of the year one standings, and make any necessary adjustments prior to the completion of the first fiscal year of the biennial budget.

This also provides an opportunity to look at the revised five-year projections in preparation for the start of the second fiscal year.

This process will begin again in January as the completion of the second fiscal year of the budget cycle approaches. Departments are encouraged throughout this process to inform the Budget Team of any changes that may significantly impact the City’s budget. 14 BASIS OF ACCOUNTING
Governmental (general, special revenue, capital projects and debt service) fund types are accounted for on a “spending” measurement focus. Accordingly, only current assets and current liabilities are included on their balance sheets. The reported fund balance provides an indication of available, spendable resources. Operating statements for governmental fund types report increases (revenues) and decreases (expenditures) in available spendable resources. The proprietary (enterprise and internal service) fund types are accounted for on an “income determination” or “cost of services” measurement focus.

Accordingly, all assets and liabilities are included on the balance sheet, and the reported fund equity provides an indication of the economic net worth of the fund. Operating statements for proprietary fund types report increases (revenues) and decreases (expenses) in total economic net worth. Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of results of operations.

The modified accrual basis of accounting is followed by the governmental and agency funds. Under the modified accrual basis of accounting, revenues are susceptible to accrual when they become both measurable and available. Available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures, other than interest on long-term debt, are recorded when a current liability is incurred. Liabilities are considered current when they are normally expected to be liquidated with expendable available financial resources.

Property tax assessments are recognized as revenue in the fiscal year for which they are levied. Taxes, subventions, taxpayer assessed tax revenues, and entitlements held at year-end by an intermediary collecting government are recognized as revenue under the modified accrual basis of accounting.

Reimbursement grant revenues are recognized when the related expenditures are incurred. Revenues from the use of money and property are recorded when earned.

The City Manager is authorized to transfer funds appropriated with respect to those classifications within the same fund; however, any revisions that alter the total expenditures of any fund must be approved by the City Council. Formal budgetary integration is employed as a management control device during the year for the governmental funds.

Legally adopted budgets for all governmental funds are established on a basis consistent with generally accepted accounting principles. Budgeted amounts are as originally adopted and as further amended by the City Council.
15 BASIS OF BUDGETING
Budgets are prepared on the modified accrual basis of accounting for all funds. Encumbrance accounting, under which applicable appropriations are reserved for outstanding purchase orders, is employed as an extension of the formal budgetary integration for all funds. For Governmental Funds (General Fund, Special Revenue Funds, Special Assessment Funds, Debt Service Funds, and Capital Projects Funds) encumbrances outstanding at year end are reported as a Reservation of Fund Balance since they do not constitute expenditures or liabilities. Unexpended and encumbered appropriations lapse at the end of the fiscal year. Project budgets are utilized in the Capital Projects Fund where appropriations remain open for one year. Governmental Funds use the modified accrual basis for financial reporting purposes.

Proprietary Funds (Enterprise Funds and Internal Service Funds) are budgeted on the modified accrual basis but use full accrual basis for financial reporting purposes. For budget purposes, Proprietary Funds include capital expenditures that are paid for out of the funds, but capitalize these for financial reporting purposes. Large capital expenditures in the Utilities Fund that are paid for out of bond proceeds are budgeted, but capitalize these for financial reporting purposes. In the Proprietary Funds, payments made on debt principal are considered expenditures for budget purposes, however, for financial reporting purposes affect the balance sheet.
16 FISCAL POLICIES STATEMENT
O p e r a t i n g B u d g e t P o l i c i es
 The City will adopt a balanced budget by June
30 of each biennial year. A continuing
appropriations resolution must be adopted by
the City Council if the budget adoption will be
delayed past June 30.
 An annual base Operating Budget will be
developed by verifying or conservatively
projecting revenues and expenditures for the
current and forthcoming two fiscal years.
 During the budget development process, the
existing base budget will be thoroughly
examined to assure removal or reduction of
any services or programs that could be
eliminated or reduced in cost.
 Current revenues will be sufficient to support
current operating expenditures.
 The biennial operating budgets will provide for
adequate design, construction, maintenance,
and replacement of the City’s capital plan and
equipment.
 The City will project its equipment replacement
and maintenance needs for the next five years
and will update this projection each year. From
this projection a maintenance and replacement
schedule will be developed and followed.
 The City will avoid budgetary and accounting
procedures that balance the current budget at
the expense of future budgets.
 The City will forecast its General Fund
expenditures and revenues for each of the next
five years and will update this forecast at least
annually.
 Any revenues over expenditures from the prior
fiscal year shall be transferred as follows: 95
percent to the City’s Fixed Asset Replacement
Fund (FARP) and 5 percent to the City’s Other
Post-Employment Benefits Fund (OPEB).
 The City will work toward and maintain one
year’s amount of pension obligation costs within
the City’s Section 115 Trust Account for PostEmployment Benefits. Contribution amounts by fund should be based upon a percent of annual
pension obligation costs and shall include the
City’s enterprise funds.

Ge n e r a l F u n d R e s e r v e P o l i c i e s
 The City will maintain General Fund
contingency reserves at a level at least equal
to 25% of the General Fund expenditures. Of
which 10% is for an Operating Reserve to
provide sufficient cash flow and 15% is for an
Budget Stabilization Reserve to provide
resources in the event of the following:
o Temporary or one-time decrease of
revenues, such as state subventions;
o Economic downturn or when one or more of
the General Fund's major revenue sources
decreases more than 10% while
expenditure reductions are implemented;
o Natural (e.g. fire, earthquake, flood) and
catastrophic disasters (e.g. civil unrest, acts
of terrorism, airplane crashes).
 Whenever contingency reserves are used, the
reserve shall be replenished as soon as
possible. Fifty percent or more of available
year-end funds may be allocated to the
contingency reserves annually until the reserve
is at the target of 25%. The reserves will be
funded in the following priority order:
o Operating Reserve
o Budget Stabilization Reserve
 In no circumstances shall the total contingency
reserve balance drop below 10% of the City's
annual operating expenditures.

C a p i t a l R e p l a c e m e n t R e s e r v e
P o l i c i e s
 For General Fund assets, the City will maintain
a Community Center Replacement Fund (181)
and a Fixed Asset Replacement Fund (182) to
provide for the timely replacement of capital
replacement items.
 The City will strive to maintain a minimum fund
balance in these capital reserve funds of at
least three times the annual General Fund
17 FISCAL POLICIES STATEMENT
contribution amount. This amount will be
adjusted biennially as part of the budget
process.
 The annual contribution to these funds from the
General Fund will generally be based on the
annual use allowance which is determined
based upon the estimated life of the asset and
its original purchase cost as identified in the
Reserve Study.
 Borrowing from these capital reserve funds to
balance the General Fund budget for items not
defined in the Reserve Study or for a capital
replacement item requires approval by City
Council ad shall include a reason for the
funding decision and a funding plan for
repayment. Any borrowing from these capital
reserve funds must be in compliance with the
City’s Reserve Fund Transparency Ordinance.
 Any borrowing from these capital reserve funds
not defined in the Reserve Study or for a
capital replacement item shall be documented
on the balance sheet as a liability.

R e v e n u e P o l i c i e s
 The City will try to maintain a diversified and
stable revenue system to shelter it from shortterm fluctuations in any one revenue source.  Because revenues, especially those of the
General Fund, are sensitive to both local and
regional economic conditions, revenue estimates
adopted by the City Council must be
conservative.
 The City will estimate its annual revenues by an
objective, analytical process utilizing trend,
judgmental and statistical analysis as
appropriate.
 User fees will be adjusted annually to recover
the full cost of services provided, except when
the City Council determines that a subsidy from
the General Fund is in the public interest.
 Community Services fees will be reviewed and
recommended by the appropriate City Council
appointed Commission for adoption.
 One-time revenues will be used for one-time
expenditures only.

E x p e n d i t u r e P o l i c i e s
 The City will maintain a level of expenditures
which will provide for the public well-being and
safety of the residents of the community.
 City Council approval is required before
expending General Fund or contingency
reserves.
 Expenditures budgeted in one fiscal year may
be carried over to the next fiscal year
automatically if the purpose for which the
expenditure was budgeted has not been
completed. Such carryovers shall not occur for
more than two budget cycles without City
Council approval (with the exception of PEG
Fees, CASP Fee Training, Senior Center Case
Management Funds, Senior Center and Olinda
Museum Donations, Senior Transportation
Program Overhead, Public Art Trust Account,
Housing Rehabilitation Funds and Seagraves
Fire Truck Maintenance). As part of the biennial
budget, the City Manager shall have the
authority to automatically carryover
available appropriation from one fiscal year to
another fiscal year for a new expenditure so
long as the total appropriation per expenditure
does not exceed the City Manager’s authority
limit of $50,000.
 Operating expenditure budgets which have
been changed solely as the result of City
Council approved labor agreements need not
be re-approved by the City Council.
 Self-insurance reserves will be maintained at a
level which, together with purchased insurance
policies, adequately protect the City. The City
will strive to maintain a reserve of three times
its self-insurance retention.
18 FISCAL POLICIES STATEMENT
U t i l i t y R a t e s a n d F e e s
 The City will annually set fees and user charges
for each enterprise fund on a “pay as you go
basis” at a level that fully supports the total
direct and indirect cost of the activity. Indirect
costs include the cost of annual depreciation of
capital assets and overhead charges.
 The City will maintain adequate reserves in
each of the enterprise funds to protect these
essential City programs. Urban Runoff Fund
reserves, Water Fund reserves and Sewer Fund
reserves shall have a minimum operating
reserve equal to three months of operating
expenditures and a capital reserve equal to
one-year of capital expenditures.
 As required by the Water Revenue Bond
Indenture, water rates must be set in an amount
sufficient to meet the bond coverage tests and
certified on an annual basis by an independent
financial advisor.
 The use of long-term debt is an acceptable
financing mechanism for the construction of
capital improvements to the existing system; the
annual debt service must be included in the
current rate structure.

C a p i t a l I m p r o v e m e n t B u d g e t
P o l i c i e s
 The City will develop a seven-year plan for
capital improvement (CIP), including CIP design,
development, implementation, and operating
and maintenance costs.
 The City will make all capital improvements in
accordance with an adopted and funded
seven-year capital improvement plan.
 The City will identify the estimated costs,
potential funding sources and project schedule
for each capital project proposal before it is
submitted to the City Council for approval.
 The City will carry over all capital project
appropriation balances for use in next fiscal
year.
 The City will use intergovernmental assistance
to finance only those capital improvements that
are consistent with the Capital Improvement
Program and City priorities, and whose
operating and maintenance costs have been
included in the budget.
 The City will coordinate development of the
Capital Improvement Budget with the
development of the Operating Budget. All
costs for internal professional services needed
to implement the CIP will be included in the
Operating Budget for the year the CIP is to be
implemented.
 Cost tracking for components of the Capital
Improvement Program will be implemented and
updated quarterly to ensure project completion
within budget and established timelines.

S h o r t-T e r m D e b t P o l i c i e s
 The City may use short-term debt to cover
temporary or emergency cash flow shortages.

All short-term borrowing will be subject to City
Council approval by ordinance or resolution.
 The City may issue Interfund loans rather than
outside debt instruments to fund short-term cash
flow needs. Interfund loans will be permitted
only if an analysis of the affected fund
indicates excess funds are available and the
use of these funds will not impact its current
operations. The prevailing interest rate, as
established by the City’s Administrative
Services Department, will be paid to the
lending fund.
 The actual issuance of debt shall be in
compliance with the City of Brea Local Debt
Policy.

L o n g -T e r m D e b t P o l i c i e s
 The City will confine long-term borrowing to
capital improvements that cannot be financed
from the current revenues.
19 FISCAL POLICIES STATEMENT
 Wherever possible, the City will use special
assessment, revenue, or other self-supporting
bonds instead of general obligation bonds.
 The City will have in place a Financing Team
including bond counsel, an underwriter, and a
financial advisor to assist the City throughout
the year in developing and implementing its
long range financial planning.
 The actual issuance of debt shall be in
compliance with the City of Brea Local Debt
Policy.

I n v e s t m e n t P o l i c i e s
 The City Council will review and adopt annually
an investment policy as recommended by the
Investment Advisory Committee. The policy will
be in compliance with State law. The
Administrative Services Director will submit a
monthly report of investments to the City
Council.

A c c o u n t i n g , A u d i t i n g a n d
F i n a n c i a l R e p o r t i n g
 The City’s accounting and financial reporting
systems will be maintained in conformity with
generally accepted accounting as promulgated
by the Government Accounting Standards
Board and the Financial Accounting Standards
Board.
 Full disclosure will be provided in the financial
statements and bond representations.
 The City will maintain not less than an “A” credit
rating in the financial community.
 An annual audit will be performed by an
independent public accounting firm with the
subsequent issue of an official Annual
Comprehensive Financial Report (ACFR),
including the auditor’s opinion.
 The annual audit will include a report on
internal control, including auditor
recommendations and management responses.
 The City will endeavor to submit its ACFR to the
Governmental Finance Officers Association
award program to insure that its financial
reporting meets the highest standards of
government accounting.

D e v e l o p m e n t P l a n P r o c e s s i n g
 Development process costs and related
administrative expenses will be totally offset
by development fees.
 All future developments will be analyzed for
their fiscal impact on the City. Fiscal impacts
include both ongoing revenue and expenditure
and capital improvements and facilities
required directly or indirectly as a result of the
new development. Developments will be
required to either have a positive or neutral
fiscal impact. Developments which are
determined to have a negative fiscal impact
will be required to provide nexus related fees
or charges to eliminate the negative impact.
20 DEBT SUMMARY
The City has adopted policies to ensure its debt is appropriately managed, as outlined in the Fiscal Policies Statement of this document. The City has confined long-term borrowing to capital improvements that cannot be financed from current revenues. Additionally, the term of a respective debt financing is limited to the expected useful life of the capital improvement. The City is in compliance with all significant covenants and restrictions related to its debt obligations. Below is a summary of the current debt obligations and annual debt service requirements for the City, Public Financing Authority (PFA), Brea Community Benefit Financing Authority (BCBFA) and the Successor Agency to the Brea Redevelopment Agency (“Successor”).
21 [INTENTIONALLY LEFT BLANK]
22 DEBT SUMMARY
S u m m a r y o f D e b t O b l i g a t i o n s f o r J u n e 3 0 , 2 0 2 5 Issue Issuer Funding Source
Amount
Outstanding
6/30/2025
Final
Maturity Date
Revenue Bonds
2021 Refunding Lease Revenue Bonds PFA General Fund $ 2,220,000 4/1/2036 2019 Water Refunding Revenue Bonds City Water Fund 19,125,000 7/1/2039 2020 Water Refunding Revenue Bonds City Water Fund 16,935,000 7/1/2044 Tax Allocation Bonds
2003 Tax Allocation Bonds Successor Property Tax 17,125,412 7/1/2031 2013 Tax Allocation Refunding Bonds Successor Property Tax 14,155,000 8/1/2026 2016 Tax Allocation Refunding Bonds (Series A) Successor Property Tax 2,220,000 9/1/2026 2016 Tax Allocation Refunding Bonds (Series B) Successor Property Tax 330,000 9/1/2026 2017 Tax Allocation Refunding Bonds (Series A) Successor Property Tax 32,855,084 8/1/2036 2017 Tax Allocation Refunding Bonds (Series B) Successor Property Tax 8,360,000 8/1/2036 Community Facility District (CFD) Bonds – Special Taxes CFD No. 1997-1 (Olinda Heights Public Improv.) City Special Taxes 1,240,000 9/1/2028 CFD No. 2008-2 (Brea Plaza Public Improv.) City Special Taxes 6,755,000 9/1/2039 Total All Debt $121,320,496
A n n u a l D e b t S e r v i c e R e q u i r e m e n t s f o r F i s c a l Y e a r 2 0 2 5 - 26 Issue FY 2025-26
Principal Interest
Revenue Bonds
2021 Refunding Lease Revenue Bonds $ - $ 88,800
2019 Water Revenue Refunding Bonds (Series A) 1,010,000 767,050 2020 Water Revenue Refunding Bonds 690,000 432,896
Tax Allocation Bonds
2003 Tax Allocation Bonds - -
2013 Tax Allocation Refunding Bonds 6,920,000 491,625
2016 Tax Allocation Refunding Bonds (Series A) 1,120,000 41,550 2016 Tax Allocation Refunding Bonds (Series B) 165,000 7,012 2017 Tax Allocation Refunding Bonds (Series A) 795,000 1,613,750 2017 Tax Allocation Refunding Bonds (Series B) 1,795,000 238,344 Community Facility District (CFD) Bonds – Special Taxes CFD No. 1997-1 (Olinda Heights Public Improvements) 285,000 183,075 CFD No. 2008-2 (Brea Plaza Public Improvements) 290,000 256,669 Total All Debt $ 13,070,000 $ 4,120,771
23 DEBT SUMMARY
S u m m a r y o f D e b t O b l i g a t i o n s f o r J u n e 3 0 , 2 0 2 6 Issue Issuer Funding Source
Amount
Outstanding
6/30/2026
Final
Maturity Date
Revenue Bonds
2021 Refunding Lease Revenue Bonds PFA General Fund $ 2,220,000 4/1/2036 2019 Water Refunding Revenue Bonds City Water Fund 17,040,000 7/1/2039 2020 Water Refunding Revenue Bonds City Water Fund 15,550,000 7/1/2044 Tax Allocation Bonds
2003 Tax Allocation Bonds Successor Property Tax 17,125,412 7/1/2031 2017 Tax Allocation Refunding Bonds (Series A) Successor Property Tax 32,060,084 8/1/2036 2017 Tax Allocation Refunding Bonds (Series B) Successor Property Tax 5,175,000 8/1/2036 Community Facility District (CFD) Bonds – Special Taxes CFD No. 1997-1 (Olinda Heights Public Improv.) City Special Taxes 650,000 9/1/2028 CFD No. 2008-2 (Brea Plaza Public Improv.) City Special Taxes 6,160,000 9/1/2039 Total All Debt $ 95,980,496
A n n u a l D e b t S e r v i c e R e q u i r e m e n t s f o r F i s c a l Y e a r 2 0 2 6 - 27 Issue FY 2026-27
Principal Interest
Revenue Bonds
2021 Refunding Lease Revenue Bonds $ - $ 88,800
2019 Water Revenue Refunding Bonds (Series A) 1,075,000 714,925 2020 Water Revenue Refunding Bonds 695,000 437,117
Tax Allocation Bonds
2003 Tax Allocation Bonds - -
2013 Tax Allocation Refunding Bonds 7,235,000 167,125
2016 Tax Allocation Refunding Bonds (Series A) 1,100,000 12,375 2016 Tax Allocation Refunding Bonds (Series B) 165,000 2,475 2017 Tax Allocation Refunding Bonds (Series A) - 1,613,750 2017 Tax Allocation Refunding Bonds (Series B) 1,390,000 192,813 Community Facility District (CFD) Bonds – Special Taxes CFD No. 1997-1 (Olinda Heights Public Improvements) 305,000 152,950 CFD No. 2008-2 (Brea Plaza Public Improvements) 305,000 244,769 Total All Debt $ 12,270,000 $ 3,627,099
24 FOUR YEAR SUMMARY

OPERATING BUDGET EXPENDITURES BY DEPARTMENT
O p e r a t i n g E x p e n d i t u r e s b y D e p a r t m e n t ( A l l F u n d s ) Department Actual
FY 2023-24
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Percent of
Budget
Management Services $ 3,438,530 $ 4,591,144 $ 10,693,863 $ 11,530,231 8.36 Administrative Services 13,181,136 14,599,789 9,032,886 7,755,912 5.63 Police Services 31,038,546 31,180,287 32,089,621 34,311,983 24.90 Fire Services 18,792,371 22,424,247 23,895,482 24,180,590 17.54 Community Development 3,876,832 16,908,918 3,508,898 3,626,130 2.63 Community Services 9,715,681 10,373,787 10,471,800 10,870,456 7.89 Public Works 44,512,156 41,710,421 44,501,094 45,545,293 33.05 TOTAL $ 124,555,252 $ 141,788,593 $ 134,193,644 $ 137,820,595 100.00% * Percent of Budget based upon FY 2025-26 budget.
$45,545,293
$10,870,456
$3,626,130
$24,180,590
$34,311,983
$7,755,912
$11,530,231
$44,501,094
$10,471,800
$3,508,898
$23,895,482
$32,089,621
$9,032,886
$10,693,863
Public Works
Community Services
Community
Development
Fire Services
Police Services
Administrative
Services
Management Services
FY 2025-26 FY 2026-27
25 [INTENTIONALLY LEFT BLANK]
26 FOUR YEAR SUMMARY

OPERATING BUDGET EXPENDITURES BY FUND
E x p e n d i t u r e s by F u n d Does not include transfers-out. Actuals are rounded.

Actual
FY 2023-24
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
110 General Fund $ 64,909,140 $ 69,358,277 $ 70,234,688 $ 74,031,326 120 General Plan Maintenance 91,460 1,237,650 1,210 2,200 130 Veteran’s Memorial 831 3,620 3,590 3,590
140 Community Benefit & Economic Development -
- 47,000 -
150 Other Post Employment Benefit (OPEB) 928,446 943,000 962,125 981,250 172 Public Safety Augmentation 327,234 402,514 820,923 404,434 173 Supplemental Law Enforcement Svc 349 22,924 470 480 174 Paramedic Services 8,592,949 10,941,598 11,065,371 11,630,995 181 Community Center Replacement 159,822 312,803 140,000 145,000 182 Fixed Asset Replacement -
- 30,000 175,000
220 Gas Tax 2,464 3,100 130 150
221 Road Maintenance & Repair 5,834 6,500 2,020 3,630
230 Narcotics Enforcement Asset Seizure (Fed) 8,297 10 40 40 231 Narcotics Enforcement Asset Seizure 24,524 283,495 20,470 21,052 233 National Opioid Settlement 58,659 124,185 305,823 305,225 234 Organized Retail Theft 1,732,339 824,397 619,009 565,612 240 Air Quality Impr. Fees 14,308 1,000 20 120
250 Park Development 4,120 7,951 680 690
260 Measure M Transportation Tax 13,583 82,513 121,334 137,849 270 Affordable Housing Trust 34,349 9,127,731 27,590 28,140 280 Housing Programs & Services 749,774 2,798,541 310,517 320,892 290 Community Dev. Block Grant 176,808 348,717 180,000 180,000 341 Landscape & Lighting District #1 45,584 62,510 63,423 64,680 342 Lighting District #2 6,532 8,733 8,727 8,955
343 Landscape & Lighting District #3 84,402 119,061 128,532 146,403 344 Lighting District #4 3,060 4,325 5,590 5,708
345 Landscape & Lighting District #5 94,084 136,097 141,393 143,168 346 Landscape & Lighting District #6 169,399 216,348 226,145 230,227 347 Landscape & Lighting District #7 25,218 39,234 36,788 34,001 360 Community Facilities District # 08-01 637,664 943,320 1,037,504 1,077,259 361 Community Facilities District #11-01 371,762 641,911 629,619 662,273 362 Community Facilities District #13-01 30,320 46,475 45,389 47,902 363 Community Facilities District #13-02 75,820 118,561 116,801 123,523 410 Urban Runoff 694,497 660,250 663,725 687,215
420 Water Utility 18,980,157 17,544,741 19,200,835 19,528,550 430 Sewer Utility 2,654,585 1,733,503 2,065,568 1,993,935 440 Sanitation & Street Sweeping 4,170,659 4,039,208 4,486,499 4,676,879 460 IT External Support 1,056,922 1,041,904 673,405 286,272 465 Golf Course 3,696,958 3,664,052 4,155,982 4,285,972 470 Risk Management 3,276,677 4,314,007 4,973,009 5,470,515 475 Information Technology Internal Support 2,540,967 2,650,646 4,005,494 3,008,930 480 Equipment & Vehicle Maintenance 4,971,117 3,965,252 2,985,059 3,021,534 490 Building Occupancy 2,941,955 2,853,012 3,098,475 3,221,972 540 Traffic Impact Fees 77,516 73,707 67,322 69,577
541 Water Impact Fees 14,099 13,950 12,940 13,070
542 Fire Impact Fees 49,397 14,950 414,950 14,950
543 Dispatch Impact Fees 448 610 600 670
544 Sewer Impact Fees -
- 40 40
27 FOUR YEAR SUMMARY

OPERATING BUDGET EXPENDITURES BY FUND
E x p e n d i t u r e s b y F u n d ( c o n t i n u e d ) Does not include transfers-out. Actuals are rounded.

Actual
FY 2023-24
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
550 Storm Drain Construction 606 1,600 620 40
560 Capital & Mitigation 4,380 4,100 960 960
810 PARS Post Employment Benefit 45,177 46,000 55,240 57,740 TOTAL $ 124,555,252 $ 141,788,593 $ 134,193,644 $ 137,820,595 28 GENERAL FUND BUDGET FACTS
R e v e n u e s b y M a j o r S o u r c e
Types of Revenues Budget
FY 2025-26
Budget
FY 2026-27
Percent of
Total Budget
Per Capita
Revenues **
Sales Tax * $ 27,269,550 $ 27,439,453 37% $ 569
Property Tax 16,093,414 16,652,118 22% $ 336
Motor Vehicle License Fees 5,909,002 6,122,182 8% $ 123 Franchise Fees 3,061,203 3,128,903 4% $ 64
Community Services 3,744,406 3,855,856 5% $ 78
Transient Occupancy Tax 2,681,179 2,734,802 4% $ 56
Business License Tax 1,100,000 1,100,000 1% $ 23
Transfers-In 2,180,000 2,730,000 3% $ 46
Licenses and Permits 415,563 517,518 1% $ 9
Other Sources of Revenues 9,179,969 9,194,799 12% $ 192 Use of Excess General Fund Reserves 2,788,339 3,997,142 3% $ 58 TOTAL REVENUES $ 74,422,625 $ 77,472,773 100% $ 1,554
E x p e n d i t u r e s b y M a j o r C a t e g o r y
Types of Expenditures Budget
FY 2024-25
Budget
FY 2025-26
Percent of
Total Budget
Per Capita
Revenues **
Salaries & Benefits $ 53,517,701 $ 56,328,065 74% $ 1,117 Services & Supplies 18,681,688 19,906,656 26% $ 390
Capital Outlay 131,300 198,100 0% $ 3
TOTAL EXPENDITURES*** $ 72,330,689 $ 76,432,821 100% $ 1,510 * Brea receives 1% (one cent per dollar) of the sales tax generated within the City limits; sales tax rate in Brea is 7.75%. ** Per Capita Revenues and Expenditures are based on the 2025-26 budget divided by Brea’s population of 47,900. *** Includes Transfers-out
29 SALES TAX
S a l e s T a x R e v e n u e b y F i s c a l Y e a r
Fiscal
Year
Sales Tax
Revenue
Percent
Change
2018-19 Actual $23,319,589 21.23
2019-20 Actual $21,495,924 (7.82)
2020-21 Actual $21,479,210 (0.08)
2021-22 Actual $24,098,002 12.92
2022-23 Actual $26,812,000 11.26
2023-24 Actual $25,155,351 (0.88)
2024-25 Estimate $24,934,260 2.92
2025-26 Budget $27,269,550 9.37
2026-27 Budget $27,439,453 0.62
2027-28 Projection $27,948,267 1.85
2028-29 Projection $28,449,562 1.79
2029-30 Projection $28,899,383 1.58
S a l e s T a x G e n e r a t o r s , b y T y p e o f B u s i n e s s 1 1 For quarter ending December 31, 2024 Source: Avenu Insights & Analytics, December 2024 Department
Stores, 9%
Food Markets,
2%
Light Industry,
14%
Heavy Industry,
3%
Restaurants, 11%
Apparel Stores,
5% Furniture &
Appliance, 4%
Transportation,
9%
Building
Materials -
Wholesale, 13%
Miscellaneous
Retail, 6%
Online Sales
(County Pool),
16%
All Others, 9%
30 COMMUNITY PROFILE
Brea is a full-service city offering a variety of
programs and services - destination shopping and
dining opportunities, art, architecture, awardwinning schools, diverse housing options, plenty of places to play and a healthy local economy. City
leaders work with the community to maintain Brea
as a premier city for future generations.

B r e a D e m o g r a p h i c s
The City of Brea is a diverse residential, industrial
and commercial community, nestled in the foothills
of north Orange County at the juncture of four
counties with easy access to major airports,
transportation routes, employment centers,
popular recreational attractions, beaches, deserts
and mountains.

The City of Brea is home to nearly 48,000
residents and hosts a daytime population of more
than 125,000. According to the California State
Department of Finance, the 2024 population was
48,101, a slight increase from 2024. As of
January 1, 2025, the California State Department
of Finance estimated that Brea’s population would
slightly decrease to 47,900.

Population % Change From
Previous Period
2021 47,097 3.5
2022 46,947 -0.3
2023 47,886 2.0
2024 48,101 0.4
2025 47,900 -0.4
C i t y G o v e r n m e n t
The City operates as a general law city with a
Council-Manager form of government. The five
elected Council Members serve four-year terms in
alternate slates every two years. Elections are
held in November of even numbered years and
there are no term limits.

Date of Incorporation February 23, 1917
Form of Government City Council/Manager
Elections November (even years)
Mayor City Council appointed
Area 12.43 square miles
Median Family Income $124,837
Retail Sales Tax 1 7.75%
1 (6.00% State + 0.75% County + 1% City)
B r e a H i s t o r y
The name Brea comes from a Spanish word for
“tar.” Early inhabitants of the region discovered
the substance seeping up from the nearby
foothills. In 1894, the Union Oil Company
purchased 1,200 acres of land for oil
development. Other oil companies followed suit,
and with Edward J. Doheny’s successful oil
discovery in 1897, a “black gold rush” was set in
motion. The town of Brea was first founded in
early 1911, and with a population of 752, Brea
was officially incorporated on February 23,
1917.

The City of Brea has since continued to grow. In
1924, baseball legend Babe Ruth came to town,
playing with local Hall of Fame pitcher Walter
Johnson in the “Brea Bowl.”
As the twentieth century progressed, Brea
continued to evolve. Oil production within the
31 COMMUNITY PROFILE
area declined during the mid-century, while new
housing developments and businesses populated
the City. With the completion of the Orange
Freeway (57) in 1972, Brea Mall in 1977, and
Brea Civic & Cultural Center in 1980, the City saw
increased investment that spurred further
development and put the City on the path to
become the strong community that it is today.

Investment in Brea continued with the
Revitalization of Brea Downtown in the 1990s.

Even in the midst of the Great Recession, Brea was
able to attract Sprouts Farmers Market and
Target to anchor the Brea MarketPlace, which was
revitalized and reimagined. In in the mid 2000’s,
the La Floresta master-planned community was
completed along with the opening of the Village
at La Floresta, a retail center, anchored by Whole
Foods Market.

In 2017, the Community marked Brea’s Centennial
with a year-long celebration. At the end of 2017,
a new Downtown parking garage was added to
serve businesses and customers. This addition
opened new business opportunities in the area.

In the spring of 2020, the Brea community began
to feel the impacts of the global COVID-19
pandemic. Brea’s robust economy was
temporarily halted due to stay-at-home-orders
and business restrictions put in place to curb the
spread of the virus. Yet Brea’s strong sense of
community helped the city maintain one of the
lowest COVID case counts in the county.

Development and business growth continued in the
City. By 2021 Brea’s economy began to rebound.

There was positive momentum in the City’s sales
tax base and in property taxes. Due to
development, booming home prices, and property
turnover, revenue from property taxes continues
to be a bright spot for the City’s revenue base.

The Brea Mall, a popular regional destination,
began an extensive redevelopment project in
spring 2023. The former Sears building was
demolished to make way for 119,000 square feet
of new retail and restaurant space. In addition, a
Life Time Fitness building and 380-unit residential
apartment building will also be constructed. A new
mall entrance and the first new retail tenants
recently opened. The entire redevelopment
project is anticipated to be completed in 2028.

L i f e s t y l e
Brea enjoys a thriving art community that includes
one of the nation’s largest outdoor sculpture
collections featuring more than 187 pieces of art
on display throughout the City. 2025 marks the
50th anniversary of the Art in Public Places
Program. The Brea Art Gallery and Curtis Theatre
performing arts venue, located at the Brea Civic
& Cultural Center, provide entertainment to
thousands of patrons each year.

Recreational opportunities are plentiful for
residents and visitors of all ages and interests. The
City’s Community Services Department offers
adult and youth sports leagues, teen and after
school programs, special events, summer aquatics
and recreation classes.

The Brea Community Center is a 55,000 square
foot facility that hosts a wide-range of programs
and services including the Brea Fitness Center,
teen programming, banquet facilities, and a
gymnasium.

Park and recreation facilities, including a 26-acre
multi-sports park, provide amenities enjoyed by
residents and visitors alike. There are two
municipal golf courses in town. Brea Creek, a
nine-hole course, and Birch Hills Golf course, a
top-notch 18-hole executive course. In addition,
Brea is home to 17 community parks and two
County regional parks, including Wildcatters Dog
Park. The Brea Plunge, built in 1929, and
remodeled in 2008, is a historic landmark in Brea
32 COMMUNITY PROFILE
and one of the first municipal swimming pools in
Orange County.

Spring of 2018 saw the official opening of The
Tracks at Brea. What was once a railroad and
train depot, has transformed into a 50-acre linear
park. The trail traverses the City across four miles
as a safe and convenient amenity which separates
pedestrians and bicyclists from vehicles. More
than $17 million in grants were secured to fund
the majority of the years-long construction project.

Brea’s history, now over 100 years in the making,
is preserved at the Brea Olinda Oil Museum and
the Brea Museum and Heritage Center.

The City of Brea values community engagement
and open, proactive communication. Follow City
news and resources at cityofbrea.gov and on the
major social media platforms.

Industry
Brea supports the business community with longrange visioning and streamlined processes. Brea is a major retail center featuring the county’s
fourth largest shopping center, the Brea Mall.

Although Brea is a major retail and business hub,
it maintains a balance with nature, by monitoring
its hillside and canyon areas which also contribute
to Brea’s quality of life.

T o u r i s m a n d E n t e r t a i n m e n t
The City of Brea maintains a focused economic
development strategy, designed to ensure a wellbalanced, economically viable community.

Brea is a leading regional retail shopping
destination. The Brea Mall, Brea Union Plaza,
Brea Marketplace, Brea Plaza, The Village at La
Floresta and Downtown Brea are some of the
major shopping areas in Brea, along with the
Imperial Highway and Brea Boulevard retail
corridors and a number of smaller neighborhood
shopping centers. Brea is also known as a popular
restaurant destination for North Orange County.

The City boasts a vast array of savory cuisine to
suite everyone’s tastes.

In November 2012, the Brea City Council
dedicated the Brea Veteran’s Memorial, which
now graces the front of the Brea Civic & Cultural
Center. Designed by Los Angeles artist Susan
Narduli, the Memorial honors those men and
women of Brea who sacrificed their lives for
America’s freedom. The memorial also recognizes
veterans, active and retired military for their
service to our country.

U t i l i t y a n d C i t y S e r v i c e s
Brea provides an excellent portfolio of responsive
municipal services. The City of Brea operates as
a “full service city,” providing a full range of
services including police and fire protection,
water, street, and sanitation services.

City Services
Fire Stations 4
Parks & Recreation Facilities 22
Public Schools
Elementary 6
Junior High 1
High School 1
Alternate High School 1
Infrastructure
Streets 126 miles
Street Lights 3,452
Sanitary Sewers 114 miles
Storm Drains 27 miles
Utilities
Municipal Water Dept.

Water Meters 13,474
Avg. Daily Consumption 8 million gallons
Water Mains 225 miles
Electricity Southern Cal. Edison
Gas The Gas Company
Telephone AT&T
Verizon (Western Brea)
Cable Spectrum
33 [INTENTIONALLY LEFT BLANK]
34 POSITION ALLOCATION COMPARISON
63 64 66 71 71
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
310
318
319
335 335
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
F u l l-T i m e P o s i t i o n s
The table below shows a summary of full-time positions over a five-year period including the budgeted FY 2025-26 and FY 2026-27. Positions are reflected on a Full-Time Equivalent (FTE) basis whereby one FTE is equivalent to one employee budgeted full-time. For FY 2025-26, full-time positions increased by

16.000 FTEs from the prior fiscal year. This increase includes the addition of 12.000 Ambulance Operators and 1.000 Human Resources Technicians for the City’s new in-house Ambulance Program. In addition, the City added 1.000 Police Officer, 1.000 IT Specialist and 1.000 Crime Analyst for the new Integrated Crime Center, 2.000 Community Services Specialists (one was upgraded from part-time at

0.900 FTE) and 1.000 Water Quality Specialist. The net increase in full-time positions is offset by 3.000 FTE reductions in the Information Technology Division.

P a r t-T i m e P o s i t i o n s
The table below shows a summary of part-time positions for a 5-year period including the budgeted FY 2025-26 and FY 2026-27. Part-time positions are reflected on a Full-Time Equivalent (FTE) basis rounded to the nearest whole number, whereby one FTE is equivalent to one employee budgeted full-time. FTEs include all regular and intermittent hours budgeted for the fiscal year. For FY 2025-26, part-time positions increased by 4.359 FTEs. The additional part-time FTEs can be attributed to Parking Control Officer to support parking enforcement, Ambulance Operator for the City’s new in-house Ambulance Program, and Community Services Coordinator to support the Brea Senior Center. 35 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
The Position Allocation List reflects City Council approved and budgeted full-time and part-time positions for FY 2025-26 and FY 2026-27 exclusive of elected or appointed positions. Positions are reflected on a Full-Time Equivalent (FTE) basis in which each FTE equates to one employee, budgeted full-time. Positions appear on the Position Allocation List in the department and division to which the largest percentage of the positions’ time has been budgeted. The Position Allocation List is not intended to be an organizational chart or reflect organizational hierarchies, nor is it intended to reflect supervisory relationships. Positions listed reflect the maximum number of hours budgeted, including all paid leave time (e.g. sick leave and vacation leave). Savings are reflected in this allocation list as positions that are authorized but Not Funded (NF) in either Year 1, Year 2 or both years of the budget cycle. Positions funded by the North Orange County Public Safety Collaborative (NOCPSC) are indicated below.

Year 1 FTEs Year 2 FTEs
M a n a g e m e n t S e r v i c e s D e p a r t m e n t City Management Division
1143 City Manager’s Office
City Manager ......................................................................................... 1.000 .................. 1.000 Budget & Revenue Manager (NOCPSC Funded) ........................... 1.000 .................. 1.000 Senior Management Analyst (NF) ................................................... 1.000 .................. 1.000 Management Analyst I/II .................................................................... 1.000 .................. 1.000 Executive Assistant ................................................................................. 1.000 .................. 1.000 Program Total 5.000 5.000
Communications and Marketing Division
1151 Public Information Program
Communications & Marketing Manager ........................................... 1.000 .................. 1.000 Management Analyst I/II .................................................................... 1.000 .................. 1.000 Media Services Specialist I/II .............................................................. 1.000 .................. 1.000 Program Total 3.000 3.000
1152 Media Services/Graphics Program
Senior Media Services Specialist ........................................................ 2.000 .................. 2.000 Program Total 2.000 2.000
City Clerk Division
1161 Council Support Program
City Clerk ............................................................................................... 1.000 .................. 1.000 Deputy City Clerk/Records Supervisor ............................................. 1.000 .................. 1.000 City Clerk Specialist I/II ....................................................................... 1.000 .................. 1.000 Program Total 3.000 .................. 3.000
Human Resources Division
1481 Human Resources Program
Human Resources Manager .................................................................. 1.000 .................. 1.000 Principal Human Resources Analyst ..................................................... 0.000 .................. 1.000 Senior Human Resources Analyst ..................................................... 1.000 .................. 0.000 Human Resources Analyst I/II .............................................................. 1.000 .................. 1.000 Human Resources Technician ................................................................ 3.000 .................. 3.000 Administrative Clerk I/II ........................................................................ 1.000 .................. 1.000 Program Total 7.000 7.000
Department Total 20.000 20.000
36 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
A d m i n i s t r a t i v e S e r v i c e s D e p a r t m e n t Administrative Division
1411 Administration Program
Administrative Services Director .......................................................... 1.000 .................. 1.000 Management Assistant ........................................................................... 1.000 .................. 1.000 Program Total 2.000 2.000
Budget Division
1414 Budget Program
Financial Services Manager .................................................................. 1.000 .................. 1.000 Management Analyst I/II ...................................................................... 1.000 .................. 1.000 Program Total 2.000 2.000
1441 Purchasing Program
Senior Buyer ............................................................................................ 1.000 .................. 1.000 Reprographics Specialist ..................................................................... 1.000 .................. 1.000 Duplicating Technician I/II ..................................................................... 1.000 .................. 1.000 Program Total 3.000 3.000
Revenue Division
1421 Utility Billing Program
Utility Billing Supervisor ........................................................................ 1.000 .................. 1.000 Accounting Technician I/II ..................................................................... 3.000 .................. 3.000 Program Total 4.000 4.000
1423 Accounts Receivable Program
Accounting Technician I/II ..................................................................... 1.000 .................. 1.000 Program Total 1.000 1.000
Accounting and Auditing Division
1424 Treasury Program
Financial Services Manager .................................................................. 1.000 .................. 1.000 Program Total 1.000 1.000
1431 City Accounting Program
Financial Services Manager .................................................................. 1.000 .................. 1.000 Principal Accountant .............................................................................. 1.000 .................. 1.000 Accountant I/II ......................................................................................... 1.000 .................. 1.000 Payroll Supervisor ................................................................................. 1.000 .................. 1.000 Payroll Technician ................................................................................... 1.000 .................. 1.000 Accounting Technician I/II ..................................................................... 1.725 .................. 1.725 Program Total 6.725 6.725
Information Technology Division
1471 Information Technology Services Program
Information Technology Manager ....................................................... 1.000 .................. 1.000 Information Technology Supervisor ..................................................... 1.000 .................. 1.000 Senior GIS Analyst ................................................................................. 1.000 .................. 1.000 Senior Information Technology Specialist .......................................... 4.000 .................. 4.000 Information Technology Specialist I/II ................................................ 2.000 .................. 2.000 Program Total 9.000 9.000
37 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
A d m i n i s t r a t i v e S e r v i c e s D e p a r t m e n t ( c o n t i n u e d ) 1474 External Information Technology Program
Senior Information Technology Specialist .......................................... 1.000 .................. 1.000 Program Total 1.000 1.000
Department Total 29.725 29.725
P o l i c e S e r v i c e s D e p a r t m e n t
Office of the Chief of Police
2111 Administration Program
Police Chief ............................................................................................... 1.000 ................... 1.000 Police Lieutenant ..................................................................................... 1.000 ................... 1.000 Management Analyst I/II ....................................................................... 2.000 ................... 2.000 Executive Assistant .................................................................................. 1.000 ................... 1.000 Management Assistant ............................................................................ 1.000 ................... 1.000 Police Cadet ............................................................................................ 3.337 ................... 3.337 Police Cadet (NF) ............................................................................... 1.230 ................... 1.230 Program Total 10.567 10.567
2141 Special Programs
Police Sergeant (Crime Impact Team) ................................................. 1.000 ................... 1.000 Police Officer (Orange County Auto Theft Task Force) ................... 1.000 ................... 1.000 Police Officer (Crime Suppression Unit) .............................................. 3.000 ................... 3.000 Police Officer (Gang) ............................................................................ 1.000 ................... 1.000 Crime Analyst .......................................................................................... 1.000 ................... 1.000 Program Total 7.000 7.000
Support Services Division
2121 Investigation Bureau Program
Police Captain ......................................................................................... 1.000 ................... 1.000 Police Lieutenant ..................................................................................... 1.000 ................... 1.000 Police Sergeant ....................................................................................... 1.000 ................... 2.000 Police Sergeant (NF) ............................................................................... 1.000 ................... 0.000 Police Officer (Detective) ...................................................................... 8.000 ................... 8.000 Property and Evidence Technician ....................................................... 2.000 ................... 2.000 Crime Scene Investigator ....................................................................... 1.000 ................... 1.000 Police Services Officer .......................................................................... 1.000 ................... 1.000 Program Total 16.000 16.000
2122 Records Program
Police Records Supervisor ...................................................................... 1.000 ................... 1.000 Senior Police Records Technician ......................................................... 2.000 ................... 2.000 Police Records Technician ...................................................................... 5.200 ................... 5.200 Program Total 8.200 8.200
2133 Communications Dispatch Program
Communications Supervisor .................................................................. 1.000 ................... 1.000 Senior Public Safety Dispatcher ........................................................... 3.000 ................... 3.000 Public Safety Dispatcher I/II ................................................................. 7.500 ................... 7.500 Program Total 11.500 11.500
38 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
P o l i c e S e r v i c e s D e p a r t m e n t ( c o n t i n u e d ) 2143 Integrated Crime Center Program
Police Officer .......................................................................................... 1.000 ................... 1.000 Crime Analyst .......................................................................................... 1.000 ................... 1.000 Information Technology Specialist I/II ................................................. 1.000 ................... 1.000 Program Total 3.000 3.000
Operations Division
2112 Community Outreach Bureau Program
Police Officer (High School) .................................................................. 1.000 ................... 1.000 Police Officer (Homeless Liaison Officer) ........................................... 1.000 ................... 1.000 Police Officer (Downtown Liaison Officer) ......................................... 1.000 ................... 1.000 Program Total 3.000 3.000
2131 Patrol Program
Police Captain ......................................................................................... 1.000 ................... 1.000 Police Lieutenant ..................................................................................... 2.000 ................... 2.000 Police Sergeant ....................................................................................... 6.000 ................... 6.000 Police Officer (Corporal) ....................................................................... 4.000 ................... 4.000 Police Officer (K-9 Handler) ................................................................. 2.000 ................... 2.000 Police Officer .......................................................................................... 19.000 ................... 19.000 Police Services Officer .......................................................................... 3.000 ................... 3.000 Jailer .......................................................................................................... 3.600 ................... 3.600 Program Total 40.600 40.600
2132 Traffic Program
Police Sergeant ....................................................................................... 1.000 ................... 1.000 Police Officer (Motor/Corporal) ......................................................... 1.000 ................... 1.000 Police Officer (Motor) ............................................................................ 3.000 ................... 3.000 Police Officer (Commercial Vehicle) ................................................... 1.000 ................... 1.000 Parking Control Officer ......................................................................... 1.425 ................... 1.425 Program Total 7.425 7.425
Department Total 107.292 107.292
F i r e S e r v i c e s D e p a r t m e n t
Administrative Division
2211 Administration Program
Fire Chief ............................................................................................... 1.000 .................. 1.000 Fire Deputy Chief .................................................................................. 1.000 .................. 1.000 Executive Assistant ................................................................................. 1.000 .................. 1.000 Program Total 3.000 3.000
2213 Emergency Preparedness Program
Emergency Preparedness Coordinator ............................................. 1.000 .................. 1.000 Program Total 1.000 1.000
39 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
F i r e S e r v i c e s D e p a r t m e n t ( c o n t i n u e d ) Fire Operations and Paramedic Services Division
2221 Fire Operations Program
Fire Division Chief .................................................................................. 3.000 ................... 3.000 Fire Captain ............................................................................................ 4.000 ................... 4.000 Fire Engineer ............................................................................................ 3.000 ................... 4.000 Fire Engineer (NF) .................................................................................. 1.000 ................... 0.000 Firefighter ................................................................................................ 13.000 ................. 13.000 Firefighter (NF) ....................................................................................... 1.000 ................... 1.000 Program Total 25.000 25.000
2222 Paramedic Services Program
Emergency Medical Services Manager .............................................. 1.000 ................... 1.000 Fire Captain (Paramedic) ...................................................................... 8.000 ................... 8.000 Fire Engineer (Paramedic) .................................................................... 8.000 ................... 8.000 Firefighter (Paramedic) ......................................................................... 8.000 ................... 8.000 Program Total 25.000 25.000
2225 Ambulance Program
Ambulance Operator ............................................................................. 13.716 ................. 13.716 Administrative Clerk I/II ......................................................................... 0.500 ................... 0.500 Program Total 14.216 14.216
Fire Prevention Division
2231 Fire Prevention Program
Fire Marshal ............................................................................................. 1.000 ................... 1.000 Fire Prevention Specialist I/II ............................................................... 3.000 ................... 3.000 Combination Inspector I/II (NF) ............................................................ 1.000 ................... 1.000 Permit Technician .................................................................................... 1.000 ................... 1.000 Program Total 6.000 6.000
Department Total 74.216 74.216
C o m m u n i t y D e v e l o p m e n t D e p a r t m e n t Administrative Division
3212 Administration Program
Assistant City Manager/Community Development Director ........... 1.000 ................... 1.000 Executive Assistant .................................................................................. 1.000 ................... 1.000 Administrative Intern ............................................................................... 0.400 ................... 0.400 Administrative Intern (NF) ...................................................................... 0.520 ................... 0.520 Program Total 2.920 2.920
Economic Development Division
3214 Economic Development Program
Community Development Manager .................................................... 1.000 ................... 1.000 Management Analyst I/II ...................................................................... 1.000 ................... 1.000 Program Total 2.000 2.000
3215 Agency Housing Program
Senior Management Analyst ................................................................. 1.000 ................... 1.000 Community Development Specialist .................................................... 1.000 ................... 1.000 40 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
C o m m u n i t y D e v e l o p m e n t D e p a r t m e n t ( c o n t i n u e d ) Planning Division
3231 Planning Program
City Planner ............................................................................................. 1.000 ................... 1.000 Senior Planner ......................................................................................... 2.000 ................... 2.000 Assistant Planner ..................................................................................... 3.000 ................... 3.000 Planning Technician ................................................................................. 1.000 ................... 1.000 Program Total 7.000 7.000
Building and Safety Division
3241 Building Plan Check Program
Building Official ..................................................................................... 1.000 ................... 1.000 Junior Plan Checker ............................................................................... 2.000 ................... 2.000 Administrative Clerk I/II ......................................................................... 1.000 ................... 1.000 Permit Technician .................................................................................... 2.000 ................... 2.000 Program Total 6.000 6.000
3242 Building Inspection Program
Combination Inspector I/II (NF) ............................................................ 1.000 ................... 1.000 Administrative Clerk I/II ......................................................................... 2.000 ................... 2.000 Program Total 3.000 3.000
3243 Code Enforcement Program
Code Enforcement Officer .................................................................... 0.725 ................... 0.725 Program Total 0.725 0.725
Department Total 23.645 23.645
C o m m u n i t y S e r v i c e s D e p a r t m e n t
Community Center Division
4154 Facility Reservations
Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Facilities Worker .................................................................................... 3.574 ................... 3.574 Program Total 4.574 4.574
4210 Administration Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Program Total 1.000 1.000
4211 Operations Program
Fiscal Specialist ....................................................................................... 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 2.000 ................... 2.000 Senior Community Services Leader .................................................... 3.293 ................... 3.293 Program Total 6.293 6.293
4215 Fitness/Wellness Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Senior Community Services Leader .................................................... 0.725 ................... 0.725 Program Total 2.725 2.725
4217 Teen Programs/Activities Program
Senior Community Services Leader .................................................... 0.604 ................... 0.604 Program Total 0.604 0.604
41 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
C o m m u n i t y S e r v i c e s D e p a r t m e n t ( c o n t i n u e d ) 4224 Community Center Babysitting Program
Senior Community Services Leader .................................................... 0.820 ................... 0.820 Community Services Leader ................................................................. 0.413 ................... 0.413 Community Services Worker ................................................................. 0.250 ................... 0.250 Program Total 1.483 1.483
Administrative Division
4311 Administration Program
Community Services Director ................................................................. 1.000 ................... 1.000 Senior Management Analyst ................................................................. 1.000 ................... 1.000 Executive Assistant .................................................................................. 1.000 ................... 1.000 Media Services Specialist I/II ............................................................... 1.000 ................... 1.000 Program Total 4.000 4.000
Recreation Services Division
4421 Special Events/Volunteer Services
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Community Services Coordinator ......................................................... 0.750 ................... 0.750 Senior Community Services Leader .................................................... 0.148 ................... 0.148 Facilities Worker .................................................................................... 0.233 ................... 0.233 Program Total 3.131 3.131
4422 Aquatics Program
Community Services Specialist I/II ....................................................... 0.212 ................... 0.212 Senior Lifeguard/Instructor .................................................................. 0.776 ................... 0.776 Lifeguard/Instructor ............................................................................... 2.250 ................... 2.250 Program Total 3.238 3.238
4424 Athletics – Non BCC Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Senior Community Services Leader .................................................... 1.065 ................... 1.065 Community Services Leader ................................................................. 0.787 ................... 0.787 Program Total 3.852 3.852
4425 Tiny Tots/Camps Program
Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Senior Community Services Leader .................................................... 2.900 ................... 2.900 Program Total 3.900 3.900
4426 Community Services/Activities Program
Deputy Director of Community Services ............................................ 1.000 ................... 1.000 Program Total 1.000 1.000
4428 Summer Day Camp/Youth Excursions
Senior Community Services Leader .................................................... 0.833 ................... 0.833 Community Services Leader ................................................................. 1.680 ................... 1.680 Community Services Worker ................................................................. 0.792 ................... 0.792 Program Total 3.305 3.305
42 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
C o m m u n i t y S e r v i c e s D e p a r t m e n t ( c o n t i n u e d ) 4429 After School Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Senior Community Services Leader .................................................... 1.987 ................... 1.987 Community Services Leader ................................................................. 1.155 ................... 1.155 Community Services Worker ................................................................. 0.518 ................... 0.518 Program Total 5.660 5.660
Arts and Human Services Division
4521 Senior Services Center Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 4.000 ................... 4.000 Community Services Coordinator ......................................................... 1.650 ................... 1.650 Facilities Worker .................................................................................... 0.625 ................... 0.625 Program Total 7.275 7.275
4523 Brea Resource Center Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 2.000 ................... 1.000 Community Services Specialist I/II (NF) .............................................. 0.000 ................... 1.000 Community Services Coordinator ......................................................... 0.750 ................... 0.750 Program Total 3.750 3.750
4525 Transportation Program
Community Services Shuttle Driver ...................................................... 0.962 ................... 0.962 Specialist/Inspector ............................................................................... 0.321 ................... 0.321 Program Total 1.283 1.283
4541 Gallery Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 0.850 ................... 0.850 Community Services Coordinator ......................................................... 1.525 ................... 1.525 Senior Community Services Leader .................................................... 0.625 ................... 0.625 Program Total 4.000 4.000
4542 Theatre Program
Community Services Supervisor ............................................................ 1.000 ................... 1.000 Community Services Specialist I/II ....................................................... 1.000 ................... 1.000 Media Services Specialist I/II ............................................................... 1.811 ................... 1.811 Community Services Coordinator ......................................................... 0.750 ................... 0.750 Senior Community Services Leader .................................................... 1.221 ................... 1.221 Program Total 5.782 5.782
4543 Cultural Services Administration Program
Community Services Manager .............................................................. 1.000 ................... 1.000 Program Total 1.000 1.000
Department Total 67.855 67.855
43 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
P u b l i c W o r k s D e p a r t m e n t
Streets & Sanitation Division
5121 Street Maintenance Program
Maintenance Services Superintendent ............................................... 1.000 ................... 1.000 Public Works Crew Leader .................................................................. 1.000 ................... 1.000 Public Works Supervisor ....................................................................... 1.000 ................... 1.000 Maintenance Worker I/II ...................................................................... 4.000 ................... 4.000 Program Total 7.000 7.000
5122 Sanitation Program
Management Analyst I/II ...................................................................... 1.000 ................... 1.000 Recycling Coordinator ............................................................................ 0.500 ................... 0.500 Program Total 1.500 1.500
5123 Sewers Program
Public Works Crew Leader .................................................................. 1.000 ................... 1.000 Maintenance Worker I/II ...................................................................... 3.000 ................... 3.000 Program Total 4.000 4.000
5124 Storm Drain Program
Maintenance Worker I/II ...................................................................... 1.000 ................... 1.000 Program Total 1.000 1.000
5125 Downtown Program
Maintenance Worker I/II ...................................................................... 3.750 ................... 3.750 Program Total 3.750 3.750
5126 Street Cleaning Program
Street Sweeper Operator .................................................................... 1.000 ................... 1.000 Program Total 1.000 1.000
Water Division
5131 Maintenance & Operations Program
Public Works Director ............................................................................ 1.000 ................... 1.000 Public Works Utilities Manager ........................................................... 1.000 ................... 1.000 Public Works Utilities Supervisor ......................................................... 1.000 ................... 1.000 Water Distribution Crew Leader ......................................................... 2.000 ................... 2.000 Water Distribution Operator I/II ......................................................... 9.000 ................... 9.000 Senior Management Analyst ................................................................. 1.000 ................... 1.000 Water Quality Specialist ...................................................................... 1.000 ................... 1.000 Executive Assistant .................................................................................. 1.000 ................... 1.000 Administrative Clerk I/II ......................................................................... 1.425 ................... 1.425 Program Total 18.425 18.425
5132 Urban Runoff – NPDES
Environmental Services Coordinator ................................................... 1.000 ................... 1.000 Environmental Services Inspector ......................................................... 1.000 ................... 1.000 Program Total 2.000 2.000
5141 Parks Program
Public Works Supervisor ....................................................................... 1.000 ................... 1.000 Management Analyst I/II ...................................................................... 1.000 ................... 1.000 Maintenance Worker I/II ..................................................................... 12.400 ................... 12.400 Program Total 14.400 14.400
44 POSITION ALLOCATION LIST
Year 1 FTEs Year 2 FTEs
P u b l i c W o r k s D e p a r t m e n t ( c o n t i n u e d ) Parks & Trees Division
5143 Landscape Areas Program
Landscape Contract Administrator ...................................................... 1.000 ................... 1.000 Maintenance Worker I/II ...................................................................... 0.750 ................... 0.750 Program Total 1.750 1.750
5144 Sports Park Program
Maintenance Worker I/II ...................................................................... 3.250 ................... 3.250 Program Total 3.250 3.250
5145 Wildcatter Park Program
Public Works Crew Leader .................................................................. 1.000 ................... 1.000 Maintenance Worker I/II ...................................................................... 1.500 ................... 1.500 Program Total 2.500 2.500
5148 Trails Program
Maintenance Worker I/II ...................................................................... 0.781 ................... 0.781 Program Total 0.781 0.781
5149 Golf Course Program
Golf Course Specialist .......................................................................... 0.500 ................... 0.500 Program Total 0.500 0.500
Building Maintenance Division
5151 Building Maintenance Program
Public Works Manager ......................................................................... 1.000 ................... 1.000 Public Works Crew Leader .................................................................. 1.000 ................... 1.000 Building Maintenance Technician ......................................................... 5.000 ................... 5.000 Maintenance Worker I/II ...................................................................... 1.425 ................... 1.425 Program Total 8.425 8.425
Equipment Maintenance Division
5161 Equipment Maintenance Program
Fleet Supervisor ....................................................................................... 1.000 ................... 1.000 Heavy Equipment Mechanic I/II ........................................................... 4.000 ................... 4.000 Maintenance Worker I/II ...................................................................... 1.000 ................... 1.000 Program Total 6.000 6.000
5171 Engineering Services Program
City Engineer ............................................................................................ 1.000 ................... 1.000 Assistant City Engineer .......................................................................... 1.000 ................... 1.000 Principal Civil Engineer .......................................................................... 1.000 ................... 1.000 Assistant Engineer .................................................................................... 1.000 ................... 1.000 Management Analyst I/II ...................................................................... 1.000 ................... 1.000 Engineering Technician I/II .................................................................... 1.000 ................... 1.000 Accounting Technician I/II ...................................................................... 1.000 ................... 1.000 Program Total 7.000 7.000
Department Total 83.281 83.281
CITY TOTAL 406.014 406.014
45 [INTENTIONALLY LEFT BLANK]
46 FUND STRUCTURE SUMMARY
The City of Brea’s revenues and expenditures are accounted for in a series of funds. Each fund is an autonomous accounting entity, established in accordance with legal and professional accounting standards.

Funds are used to segregate the various financial activities of a governmental entity and to demonstrate compliance with specific regulations, restrictions or limitations, (i.e., demonstrating that restricted revenues are spent only for allowed purposes). Funds used in government are classified into three broad categories:
governmental, proprietary and custodial. Governmental funds include activities usually associated with the operations of a typical state or local government (public safety, general government activities, etc.).

Proprietary funds are used in government to account for activities often found in the private sector (Utilities are prime examples). Custodial funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or agent. The funds utilized by the City of Brea are summarized below with detailed description of each fund provided on the fund pages following this summary. The City details the Capital Improvement Funds in a separate document, although the Capital Improvement Program and its operating impacts are outlined on its fund page.

ALL CITY FUNDS
General
Operating
Funds
Special
Revenues
Funds
Assessment
Funds
Enterprise
Funds
Internal
Service
Funds
Capital
Project
Funds
Administrative
Service
Funds
130
Veteran’s Memorial
Fund
140
CBED Fund
110
General Fund
120
General Plan
Maintenance Fund
150
OPEB Fund
172
Public Safety Aug.

Fund
173
Supplemental Law
Enf. Services Fund
181
Community Center
Replacement Fund
182
Fixed Asset
Replacement Fund
240
Air Quality Impr.

Fees Fund
250
Park Development
Fund
220
Gas Tax Fund
231
Narcotics Enf. Asset
Seizure Fund
260
Measure M Trans.

Tax Fund
270
Affordable Housing
Trust Fund
280
Successor Agency
Housing Fund
290
CDBG Fund
343
LLMD No. 3 Fund
344
LLMD No. 4 Fund
341
LLMD No. 1 Fund
342
LMD No. 2 Fund
345
LLMD No. 5 Fund
346
LLMD No. 6 Fund
347
LLMD No. 7 Fund
360
CFD No. 2008-01
Fund
361
CFD No. 2011-01
362
CFD No. 2013-01
430
Sewer Utility Fund
440
Sanitation & Street
Sweeping Fund
410
Urban Runoff Fund
420
Water Utility Fund
480
Equipment &
Vehicle Main. Fund
490
Building Occupancy
Fund
470
Risk Management
Fund
475
IT Internal Support
Fund
550
Storm Drain
Construction Fund
560
Capital & Mitigation
Improvement Fund
510
Capital
Improvement Fund
540 - 544
Impact Fees Fund
Governmental Funds
Proprietary Funds
Custodial Funds
810
PARS Post Employ.

Benefits Fund
460
IT External Support
Fund
174
Paramedic Services
Fund
221
Road Maintenance
& Repair Fund
363
CFD No. 2013-02
465
Golf Course Fund
911
Disaster
Recovery Fund
230
Narcotics Enf. Asset
Seizure Fund Fed
233
National Opioid
Settlement Fund
234
Retail Grant Theft
Fund
47 [INTENTIONALLY LEFT BLANK]
48 F U N D B A L A N C E S U M M A R Y
Fund Ending Restricted Ending Restricted
No. Fund Title Fund Balance Reserves Total Fund Balance Reserves Total General Operating Funds
110 General Fund $ 3,997,142 $ 18,082,672 $ 22,079,814 $ 14,419 $ 19,108,205 $ 19,122,624 120 General Plan Maintenance 1,282,668 - 1,282,668 1,681,787 - 1,681,787 130 Veteran's Memorial 12,941 - 12,941 11,651 - 11,651
140 Community Benefit & Economic Dev. 345,346 - 345,346 45,346 - 45,346 150 Other Post Employment Benefits 14,840 469,969 484,809 - 484,809 484,809 172 Public Safety Augmentation - 781,063 781,063 - 472,329 472,329 173 Supplemental Law Enforcement Svs. 307,136 - 307,136 312,756 - 312,756 174 Paramedic Services - - - - - -
181 Community Center Replacement 267,016 501,000 768,016 122,016 501,000 623,016 182 Fixed Asset Replacement - 1,803,600 1,803,600 - 1,628,600 1,628,600 911 Disaster Recovery Fund - - - - - -
Special Revenue Funds
220 Gas Tax 93,597 - 93,597 650,993 - 650,993
221 Road Maintenance & Repair 2,305,426 - 2,305,426 3,599,947 - 3,599,947 230 Narcotics Enforcement Asset Seizure (Fed) 3,350 - 3,350 3,410 - 3,410 231 Narcotics Enforcement Asset Seizure 220,898 - 220,898 209,246 - 209,246 233 National Opioid Settlement 225,201 - 225,201 68,844 - 68,844 234 Organized Retail Theft - - - - - -
240 Air Quality Improvement Fees 76,033 - 76,033 138,413 - 138,413 250 Park Development 404,023 - 404,023 2,509,682 - 2,509,682 260 Measure M Transportation Tax 2,100,775 - 2,100,775 3,052,337 - 3,052,337 270 Affordable Housing Trust 3,540,674 - 3,540,674 3,693,862 - 3,693,862 280 Housing Programs & Services 2,288,942 - 2,288,942 2,206,018 - 2,206,018 290 Community Dev. Block Grant (144,842) - (144,842) (144,842) - (144,842) Assessment Funds
341 Landscape & Lighting Maint. Dist. #1 9,631 - 9,631 1,081 - 1,081 342 Lighting Maintenance District #2 31,671 - 31,671 28,916 - 28,916 343 Landscape & Lighting Maint. Dist. #3 45,539 - 45,539 16,730 - 16,730 344 Lighting Maintenance District #4 16,575 - 16,575 13,927 - 13,927 345 Landscape & Lighting Maint. Dist. #5 118,785 - 118,785 100,323 - 100,323 346 Landscape & Lighting Maint. Dist. #6 289,461 - 289,461 301,331 - 301,331 347 Landscape & Lighting Maint. Dist. #7 11,484 - 11,484 12,631 - 12,631 360 Community Facilities District 2008-01 496,684 1,986,855 2,483,539 366,081 2,012,592 2,378,673 361 Community Facilities District 2011-01 205,936 - 205,936 139,983 - 139,983 362 Community Facilities District 2013-01 158,290 - 158,290 170,166 - 170,166 363 Community Facilities District 2013-02 282,461 - 282,461 316,867 - 316,867 Enterprise Funds
410 Urban Runoff - 103,337 103,337 - 34,122 34,122
420 Water Utility 5,614,437 10,335,509 15,949,946 4,786,145 10,444,238 15,230,383 430 Sewer Utility 4,924,448 1,712,322 6,636,770 5,909,955 1,704,184 7,614,139 440 Sanitation & Street Sweeping - 515,185 515,185 - 363,677 363,677 460 IT External Support - 316,706 316,706 - 403,418 403,418 465 Golf Course 1,908,922 296,920 2,205,842 214,941 459,420 674,361 Internal Service Funds
470 Risk Management 2,467,168 3,300,000 5,767,168 875,414 3,300,000 4,175,414 475 IT Internal Support - 152,071 152,071 - 169,192 169,192 480 Equipment & Vehicle Maintenance 1,788,315 - 1,788,315 2,534,271 - 2,534,271 490 Building Occupancy 350,470 324,619 675,089 323,853 355,493 679,346 Fiscal Year 2025-26 Fiscal Year 2026-27
F Y 2 0 2 5 - 2 0 2 7
49 F U N D B A L A N C E S U M M A R Y
Fund Ending Restricted Ending Restricted
No. Fund Title Fund Balance Reserves Total Fund Balance Reserves Total Fiscal Year 2025-26 Fiscal Year 2026-27
F Y 2 0 2 5 - 2 0 2 7
Capital Projects Funds
510 Capital Improvement - - - - - -
540 Traffic Impact Fees 2,124,019 500,000 2,624,019 2,793,255 500,000 3,293,255 541 Water Impact Fees 190,328 - 190,328 1,238,611 - 1,238,611 542 Fire Impact Fees 817,427 - 817,427 1,320,602 - 1,320,602 543 Dispatch Impact Fees 101,457 - 101,457 128,246 - 128,246 544 Sewer Impact Fees 3,722 - 3,722 4,253 - 4,253
550 Storm Drain Construction 22,231 - 22,231 22,631 - 22,631 560 Capital and Mitigation Improvement 410,863 - 410,863 472,903 - 472,903 Custodial Funds
810 PARS Post Employment Benefits 12,518,138 - 12,518,138 13,085,398 - 13,085,398 Total All Funds $ 52,249,629 $ 41,181,828 $ 93,431,456 $ 53,354,400 $ 41,941,279 $ 95,295,679 50 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 12,818,835 $ 683,788 $ 683,788 $ 2,788,339 $ 3,997,142 Resources
Revenues
Property Tax 14,815,291 15,488,808 15,406,829 16,093,414 16,652,118 Sales Tax 25,155,351 26,559,944 24,934,260 27,269,550 27,439,453 Transient Occupancy Tax 2,616,587 2,782,998 2,628,607 2,681,179 2,734,802 Franchise Tax 3,149,044 2,965,292 2,936,938 3,061,203 3,128,903 Business Tax 1,156,337 1,100,000 1,100,000 1,100,000 1,100,000 Licenses & Permits 287,696 403,429 346,101 415,563 517,518 Motor Vehicle In-Lieu Fees 5,487,120 5,686,914 5,725,491 5,909,002 6,122,182 Community Services 3,378,520 3,218,043 3,398,568 3,744,406 3,855,856 All Other 9,334,806 16,261,756 17,184,465 9,179,969 9,194,799 Sub-total Revenues 65,380,752 74,467,184 73,661,259 69,454,286 70,745,631 Transfers-in
Comm. Benefit & Economic Dev. (140) - - - - 300,000
Public Safety Augmentation (172) - - - 250,000 500,000
Supplemental Law Enf. Services (173) 100,000 100,000 100,000 180,000 180,000 Fixed Asset Replacement (182) 27,500 - 57,500 - -
Gas Tax (220) 450,000 450,000 450,000 450,000 450,000
Golf Course (465) - - - 1,300,000 1,300,000
Risk Management (470) 654,395 - 150,000 - -
Disaster/Emergency Relief Fund (911) - - 37,588 - -
Sub-total Transfers-in 1,231,895 550,000 795,088 2,180,000 2,730,000 Transfer from Reserves 1,910,550 1,163,985 8,237,599 1,905,206 - Total Resources 68,523,197 76,181,169 82,693,946 73,539,492 73,475,631 Total Available 81,342,032 76,864,957 83,377,734 76,327,831 77,472,773 1 1 0 G E N E R A L F U N D
The General Fund is used to account for all of the general revenues of the City not specifically levied or collected for other City funds and for the expenditures related to the rendering of general services by the City. The General Fund is used to account for all resources not required to be accounted for in any other fund.
51 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Requirements
Expenditures
Management Services 3,389,030 3,775,184 4,532,257 4,572,303 4,876,360 Administrative Services 4,373,953 4,373,635 4,443,415 3,263,343 3,387,323 Police Services 28,779,696 29,841,042 29,397,209 30,916,065 33,170,004 Fire Services 9,498,450 11,026,771 10,443,865 10,974,878 11,475,385 Community Development 2,921,229 3,559,428 3,435,779 2,960,401 3,114,098 Community Services 9,424,717 9,465,702 9,935,229 9,993,687 10,242,431 Public Works 6,522,065 7,463,465 7,170,523 7,554,011 7,765,725 Sub-total Expenditures 64,909,140 69,505,227 69,358,277 70,234,688 74,031,326 Transfers-out
Paramedic Services (174) 2,554,982 1,737,276 2,738,549 2,040,001 2,345,495 Community Center Replacement (181) 167,000 167,000 167,000 - - Fixed Asset Replacement (182) 1,100,000 1,300,000 1,300,000 - - Sanitation & Street Sweeping (440) 375,252 101,324 - - - Internal IT Services (475) - - - - -
Capital Improvement (510) - - 6,331,684 - -
Capital & Mitigation Imp Fund (560) 56,000 56,000 56,000 56,000 56,000 Sub-total Transfers-out 4,253,234 3,361,600 10,593,233 2,096,001 2,401,495 Transfers to Reserves 11,495,870 - 637,885 - 1,025,533
Total Requirements 80,658,244 72,866,827 80,589,395 72,330,689 77,458,354 Ending Balance 6/30 $ 683,788 $ 3,998,130 $ 2,788,339 $ 3,997,142 $ 14,419 Reserves
Operating Reserve 10% 7,739,997 7,286,683 7,995,151 7,233,069 7,643,282 Budget Stabilization Reserve 15% 11,609,996 10,930,024 11,992,727 10,849,603 11,464,923 Encumbrances 8,237,599 - - - -
Total Reserves $ 27,587,592 $ 18,216,707 $ 19,987,878 $ 18,082,672 $ 19,108,205 1 1 0 G E N E R A L F U N D
52 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 1,460,701 $ 1,521,240 $ 1,521,240 $ 706,299 $ 1,282,668 Resources
Maintenance Fees 127,898 209,720 399,129 563,579 376,319 Interest 24,101 23,580 23,580 14,000 25,000
Total Resources 151,999 233,300 422,709 577,579 401,319 Total Available 1,612,700 1,754,540 1,943,949 1,283,878 1,683,987 Requirements
Expenditures 91,460 1,500 1,237,650 1,210 2,200
Transfers-out
General Fund (110) - - - - -
Total Requirements 91,460 1,500 1,237,650 1,210 2,200
Ending Balance 6/30 $ 1,521,240 $ 1,753,040 $ 706,299 $ 1,282,668 $ 1,681,787 1 2 0 G E N E R A L P L A N

M A I N T E N A N C E F U N D
This fund is used to account for revenues received and expenditures made to update the City's General Plan and related studies. The primary source of revenues are fees based on the construction value of building permits. 53 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 14,349 $ 15,301 $ 15,301 $ 14,231 $ 12,941 Resources
Maintenance Fees - - 2,250 2,000 2,000
Interest 233 300 300 300 300
Other 1,550 - - - -
Total Resources 1,783 300 2,550 2,300 2,300
Total Available 16,132 15,601 17,851 16,531 15,241
Requirements
Expenditures 831 3,620 3,620 3,590 3,590
Total Requirements 831 3,620 3,620 3,590 3,590
Ending Balance 6/30 $ 15,301 $ 11,981 $ 14,231 $ 12,941 $ 11,651 1 3 0 V E T E R A N ' S M E M O R I A L F U N D
This fund is used to account for revenues collected from the sale of pavers for the Walk of Honor path which leads up to the Veteran's Memorial Monument. All proceeds are earmarked for the memorial maintenance, excluding routine landscape services.
54 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 6,148,566 $ 7,012,994 $ 7,012,994 $ 392,346 $ 345,346 Resources
Revenues
Olinda Host Fees 965,529 1,300,000 898,131 - -
Total Resources 965,529 1,300,000 898,131 - -
Total Available 7,114,095 8,312,994 7,911,125 392,346 345,346 Requirements
Expenditures - - - 47,000 -
Transfers-out
General Fund (110) - - - - 300,000
Capital Improvement (510) 101,101 550,000 7,518,779 - - Total Requirements 101,101 550,000 7,518,779 47,000 300,000 Ending Balance 6/30 $ 7,012,994 $ 7,762,994 $ 392,346 $ 345,346 $ 45,346 1 4 0 C O M M U N I T Y B E N E F I T &

E C O N O M I C D E V E L O P M E N T ( C B E D ) F U N D This fund was established in 2014 to retain funds which are set aside annually for the continuation of "legacy" community benefited projects as well as provide a funding source for the attraction and retention of business and economic development. 55 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 393,359 $ 68,422 $ 68,422 $ 111,253 $ 14,840 Resources
Revenues
Charges for Services 985,784 1,010,935 1,007,345 888,091 981,250 Interest 44,001 - - - -
Total Resources 1,029,785 1,010,935 1,007,345 888,091 981,250

Total Available 1,423,144 1,079,357 1,075,767 999,344 996,090 Requirements
Expenditures 928,446 1,010,935 943,000 962,125 981,250
Transfer to Reserves 426,276 - 21,514 22,379 14,840
Total Requirements 1,354,722 1,010,935 964,514 984,504 996,090 Ending Balance 6/30 $ 68,422 $ 68,422 $ 111,253 $ 14,840 $ - Reserves
Section 115 Trust (PARS) 426,276 426,276 447,590 469,969 484,809 Total Reserves $ 426,276 $ 426,276 $ 447,590 $ 469,969 $ 484,809 1 5 0 O T H E R P O S T

E M P L O Y M E N T B E N E F I T S ( O P E B ) F U N D This fund was established in 2014 to build a savings account for post employment medical benefits for retired employees and supplements the funds budgeted annually for Other Post Employment Benefit (OPEB) obligations. The fund includes an initial deposit of $10,000 with an annual set aside of five percent (5%) of general fund revenues over expenditures. 56 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 395,026 $ 298,339 $ 298,339 $ 239,089 $ - Resources
Revenues
Sales Tax 599,777 634,000 589,400 578,000 581,700
Interest 14,744 14,000 14,000 14,000 14,000
Total Revenues 614,521 648,000 603,400 592,000 595,700
Transfer from Reserves - - - 239,834 308,734
Total Resources 614,521 648,000 603,400 831,834 904,434 Total Available 1,009,547 946,339 901,739 1,070,923 904,434 Requirements
Expenditures 327,234 401,864 402,514 820,923 404,434
Transfers-out
General Fund (110) - - - 250,000 500,000
Transfer to Reserves 383,974 260,136 260,136 - -
Total Requirements 711,208 662,000 662,650 1,070,923 904,434 Ending Balance 6/30 $ 298,339 $ 284,339 $ 239,089 $ - $ - Reserves
Equipment Replacement 760,761 1,020,897 1,020,897 781,063 472,329 Total Reserves $ 760,761 $ 1,020,897 $ 1,020,897 $ 781,063 $ 472,329 The Public Safety Augmentation Fund is used to account for sales tax revenue generated by the enactment of Proposition 172 and for expenditures related to the enhancement of public safety services. 1 7 2 P U B L I C S A F E T Y

A U G M E N T A T I O N F U N D
57 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 135,690 $ 134,498 $ 225,366 $ 301,606 $ 307,136 Resources
Revenues
Grants 186,159 100,000 194,664 180,000 180,000
Interest 3,866 2,700 4,500 6,000 6,100
Total Resources 190,025 102,700 199,164 186,000 186,100 Total Available 325,715 237,198 424,530 487,606 493,236 Requirements
Expenditures 349 22,150 22,924 470 480
Transfers-out
General Fund (110) 100,000 100,000 100,000 180,000 180,000 Capital Improvement (510) - - - - -
Total Requirements 100,349 122,150 122,924 180,470 180,480 Ending Balance 6/30 $ 225,366 $ 115,048 $ 301,606 $ 307,136 $ 312,756 1 7 3 S U P P L E M E N T A L L A W

E N F O R C E M E N T S E R V I C E S (C O P S) F U N D This fund is used to account for grant revenue the City receives from the State of California. These funds can be used only for the augmentation of public safety services in the community. 58 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 - $ $ 23,296 $ 23,296 $ - -$
Resources
Revenues
Paramedic Tax 5,757,873 5,733,160 5,798,568 5,824,314 6,026,695 Ambulance Fees 53,085 2,004,106 1,771,806 3,201,056 3,258,805 Interest - - - - -
Other 176,717 - - - -
Sub-total Revenues 5,987,675 7,737,266 7,570,374 9,025,370 9,285,500 Transfers from Reserves 504,290 609,379 609,379 - -
Transfers-in
General Fund (110) 2,554,982 1,737,276 2,738,549 2,040,001 2,345,495 Risk Management (470) 178,677 - - - -
Total Resources 9,225,624 10,083,921 10,918,302 11,065,371 11,630,995 Total Available 9,225,624 10,107,217 10,941,598 11,065,371 11,630,995 Requirements
Expenditures 8,592,949 9,681,047 10,941,598 11,065,371 11,630,995 Transfer to Reserves 609,379 - - - -
Total Requirements 9,202,328 9,681,047 10,941,598 11,065,371 11,630,995 Ending Balance 6/30 $ 23,296 $ 426,170 $ - $ - $ -
Reserves
Encumbrances 609,379 - - - -
Total Reserves $ 609,379 $ - $ - $ - $ -
1 7 4 P A R A M E D I C

S E R V I C E S F U N D
This fund was established in 2018 and is used to account for revenues received and expenditures made for the City's Paramedic Services Program. This fund does not include any eligible department or Citywide overhead costs. 59 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 545,641 $ 552,819 $ 552,819 $ 407,016 $ 267,016 Resources
Transfers-in
General Fund (110) 167,000 167,000 167,000 - -
Total Resources 167,000 167,000 167,000 - -
Total Available 712,641 719,819 719,819 407,016 267,016 Requirements
Expenditures 159,822 167,000 312,803 140,000 145,000
Transfers to Reserves - - - - -
Total Requirements 159,822 167,000 312,803 140,000 145,000 Ending Balance 6/30 $ 552,819 $ 552,819 $ 407,016 $ 267,016 $ 122,016 Reserves
Capital and Equip. Replacement 501,000 501,000 501,000 501,000 501,000 Total Reserves $ 501,000 $ 501,000 $ 501,000 $ 501,000 $ 501,000 1 8 1 C O M M U N I T Y C E N T E R

R E P L A C E M E N T F U N D
This fund was established in May 1997 to retain funds which are set aside annually for the future replacement of the Community Center facility and equipment.
60 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 1,718,200 $ 1,106,226 $ 1,106,226 $ - $ - Resources
Transfers-in
General Fund (110) 1,100,000 1,300,000 1,300,000 - -
Transfer from Reserves - - 566,400 930,000 175,000
Total Resources 1,100,000 1,300,000 1,866,400 930,000 175,000 Total Available 2,818,200 2,406,226 2,972,626 930,000 175,000 Requirements
Expenditures - - - 30,000 175,000
Transfers-out
General Fund (110) 27,500 - 57,500 - -
Information Technology (475) 135,815 - - - -
Capital Improvement (510) 532,295 790,000 2,915,126 900,000 - Transfers to Reserves 711,365 - - - -
Total Requirements 1,711,975 790,000 2,972,626 930,000 175,000 Ending Balance 6/30 1,106,226 1,616,226 - - -
Reserves
Capital/Equip. Replacement 3,300,000 3,300,000 2,733,600 1,803,600 1,628,600 Total Reserves $ 3,300,000 $ 3,300,000 $ 2,733,600 $ 1,803,600 $ 1,628,600

R E P L A C E M E N T F U N D
The Fixed Asset Replacement Fund was established in March 2002 to provide funding for the replacement of City-owned infrastructure, facilities and capital assets.
61 1 8 2 F I X E D A S S E T
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ (83,932) $ (83,932) $ (83,932) $ - $ - Resources
Revenues
Grants - - 121,520 - -
Interest - - - - -
Other - - - - -
Total Resources - - 121,520 - -
Total Available (83,932) (83,932) 37,588 - -
Requirements
Expenditures - - - - -
Transfers-out
General Fund (110) - - 37,588 - -
Total Requirements - - 37,588 - -
Ending Balance 6/30 $ (83,932) $ (83,932) $ - $ - $ -
9 1 1 D I S A S T E R R E C O V E R Y F U N D
This fund is used to account for the revenues received and expenditures made for disaster related activities including the COVID-19 pandemic. The City is reimbursed by county, state and federal agencies. 62 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 1,215,015 $ 1,499,607 $ 1,499,607 $ 76,481 $ 93,597 Resources
Revenues
State Gasoline Taxes 1,323,262 1,379,460 1,356,275 1,356,146 1,356,146 Interest 24,253 8,600 29,000 1,100 1,400
Total Resources 1,347,515 1,388,060 1,385,275 1,357,246 1,357,546 Total Available 2,562,530 2,887,667 2,884,882 1,433,727 1,451,143 Requirements
Expenditures 2,464 1,700 3,100 130 150
Transfers-out
General Fund (110) 450,000 450,000 450,000 450,000 450,000 Capital Improvement (510) 610,458 705,000 2,355,301 890,000 350,000 Total Requirements 1,062,922 1,156,700 2,808,401 1,340,130 800,150 Ending Balance 6/30 $ 1,499,607 $ 1,730,967 $ 76,481 $ 93,597 $ 650,993 2 2 0 G A S T A X F U N D
This fund is used to account for revenues received and expenditures made for street improvements and street maintenance.

Financing is provided by the City's share of State gasoline taxes pursuant to the California State Constitution and authorized by the State Legislature.
63 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 2,936,854 $ 3,700,721 $ 3,700,721 $ 1,279,795 $ 2,305,426 Resources
Revenues
State Gasoline Taxes 1,217,123 1,190,660 1,205,021 1,252,151 1,252,151 Interest 53,589 51,640 74,000 25,500 46,000
Total Resources 1,270,712 1,242,300 1,279,021 1,277,651 1,298,151 Total Available 4,207,566 4,943,021 4,979,742 2,557,446 3,603,577 Requirements
Expenditures 5,834 2,000 6,500 2,020 3,630
Transfers-out
Capital Improvement (510) 501,011 3,500,000 3,693,447 250,000 - Total Requirements 506,845 3,502,000 3,699,947 252,020 3,630 Ending Balance 6/30 $ 3,700,721 $ 1,441,021 $ 1,279,795 $ 2,305,426 $ 3,599,947 This fund was established in 2017 and is used to account for revenues received and expenditures made for street improvements and street maintenance. Financing is provided by the City's share of State gasoline taxes pursuant to State Legislation (Senate Bill 1) known as the Road Repair and Accountability Act of 2017. & R E P A I R T A X F U N D
2 2 1 R O A D M A I N T E N A N C E
64 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ - $ 3,200 $ 3,200 $ 3,290 $ 3,350 Resources
Revenues
Fines & Forfeitures 8,297 - - - -
Interest - - 100 100 100
Other 3,200 - - - -
Total Resources 11,497 - 100 100 100
Total Available 11,497 3,200 3,300 3,390 3,450
Requirements
Expenditures 8,297 - 10 40 40
Total Requirements 8,297 - 10 40 40
Ending Balance 6/30 $ 3,200 $ 3,200 $ 3,290 $ 3,350 $ 3,410 2 3 0 N A R C O T I C S E N F O R C E M E N T

A S S E T S E I Z U R E F U N D
This fund is used to account for revenues received and expenditures related to the Equitable Sharing Program for asset seizures made by the Police Services Department in partnership with agencies under the authority of the US Department of Justice. These funds can be used only for police services. 65 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 507,658 $ 489,946 $ 505,163 $ 231,768 $ 220,898 $ Resources
Revenues
Fines & Forfeitures 14,228 5,000 - 5,000 5,000
Interest 7,801 4,500 10,100 4,600 4,400
Total Resources 22,029 9,500 10,100 9,600 9,400
Total Available 529,687 499,446 515,263 241,368 230,298 Requirements
Expenditures 24,524 198,550 283,495 20,470 21,052
Total Requirements 24,524 198,550 283,495 20,470 21,052 Ending Balance 6/30 $ 505,163 $ 300,896 $ 231,768 $ 220,898 $ 209,246 2 3 1 N A R C O T I C S E N F O R C E M E N T

A S S E T S E I Z U R E F U N D
This fund is used to account for revenues received and expenditures related to the Equitable Sharing Program for asset seizures made by the Police Services Department in partnership with agencies under the authority of the US Department of the Treasury. These funds can be used only for police services. 66 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 (745) $ 93,648 $ 93,648 $ 374,828 $ 225,201 $ Resources
Revenues
Contributions 149,569 - 403,465 148,596 144,268
Interest 3,483 - 1,900 7,600 4,600
Total Resources 153,052 - 405,365 156,196 148,868
Total Available 152,307 93,648 531,024 499,013 374,069
Requirements
Expenditures 58,659 119,776 124,185 305,823 305,225
Total Requirements 119,776 58,659 124,185 305,823 305,225 Ending Balance 6/30 93,648 $ (26,128) $ 374,828 $ 225,201 $ 68,844 $ 2 3 3 N A T I O N A L O P I O I D

S E T T L E M E N T F U N D
This fund is used to account for revenues received from various settlements and opioid-related bankruptcies. These funds are restricted for future opioid remediation and reimbursement of past opioid-related expenditures. 67 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ - $ (736,294) $ (736,294) $ - $ - Resources
Revenues
State Grant 1,027,969 791,169 3,540,324 819,009 565,612 Interest (11,557) - - - -
Total Resources 1,016,412 791,169 3,540,324 819,009 565,612 Total Available 1,016,412 54,875 2,804,030 819,009 565,612 Requirements
Expenditures 1,732,339 791,169 824,397 619,009 565,612
Transfers-out
Capital Improvement (510) 20,367 - 1,979,633 200,000 -
Total Requirements 1,752,706 791,169 2,804,030 819,009 565,612 Ending Balance 6/30 $ (736,294) $ (736,294) $ - $ - $ - 2 3 4 O R G A N I Z E D R E T A I L

T H E F T F U N D
This fund is used to account for revenues received and expenditures related to the Organized Retail Theft Prevention Grant Program. The primary funding is from a grant awarded in September 2023 from the Board of State and Community Corrections (BSCC) to prevent retail theft.
68 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 191,344 $ 228,942 $ 228,942 $ 14,753 $ 76,033 Resources
Motor Vehicle License Fees 48,602 56,000 72,211 61,000 61,000 Grants - - - - -
Interest 3,304 3,450 4,600 300 1,500
Total Resources 51,906 59,450 76,811 61,300 62,500
Total Available 243,250 288,392 305,753 76,053 138,533
Requirements
Expenditures 14,308 500 1,000 20 120
Transfers-out
Capital Improvement (510) - 60,000 290,000 - -
Total Requirements 14,308 60,500 291,000 20 120
Ending Balance 6/30 $ 228,942 $ 227,892 $ 14,753 $ 76,033 $ 138,413 2 4 0 A I R Q U A L I T Y

I M P R O V E M E N T F E E S F U N D
This fund is used to account for revenues received and expenditures made to improve the quality of air by reducing traffic on City streets and highways. The primary source of revenue is the City's share, $0.40 per vehicle, of the $2.00 per vehicle air quality fee (imposed by the State) for each vehicle registered in the City. 69 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 2,468,597 $ 2,419,787 $ 2,419,787 $ 396,803 $ 404,023 Resources
Revenues
Park Development Fees - - 5,775 - 2,098,349
Interest 36,295 6,700 48,400 7,900 8,000
Total Resources 36,295 6,700 54,175 7,900 2,106,349
Total Available 2,504,892 2,426,487 2,473,962 404,703 2,510,372 Requirements
Expenditures 4,120 2,700 7,951 680 690
Transfers-out
Capital Improvement (510) 80,985 - 2,069,208 - -
Total Requirements 85,105 2,700 2,077,159 680 690
Ending Balance 6/30 $ 2,419,787 $ 2,423,787 $ 396,803 $ 404,023 $ 2,509,682 2 5 0 P A R K D E V E L O P M E N T F U N D
This fund is used to account for revenues and expenditures made for park development and improvement.

The primary source of revenue is park development fees collected from developers, under the State of California Quimby Act. 70 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 1,773,323 $ 1,208,182 $ 2,930,808 $ 2,814,833 $ 2,100,775 Resources
Revenues
Sales Taxes 1,372,884 1,477,968 1,360,285 1,410,976 1,447,411 Interest 38,912 46,300 58,600 56,300 42,000
Total Resources 1,411,796 1,524,268 1,418,885 1,467,276 1,489,411 Total Available 3,185,119 2,732,450 4,349,693 4,282,109 3,590,186 Requirements
Expenditures 13,583 85,512 82,513 121,334 137,849
Transfers-out
Capital Improvement (510) 240,728 300,000 1,452,347 2,060,000 400,000 Total Requirements 254,311 385,512 1,534,860 2,181,334 537,849 Ending Balance 6/30 $ 2,930,808 $ 2,346,938 $ 2,814,833 $ 2,100,775 $ 3,052,337 2 6 0 M E A S U R E M

T R A N S P O R T A T I O N T A X F U N D
This fund is used to account for revenues received and expenditures made to maintain and improve City streets. The primary source of revenue is the $0.05 sales tax approved by Orange County voters at an election held on November 6, 1990.
71 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 3,335,123 $ 3,642,513 $ 3,642,513 $ 3,390,136 $ 3,540,674 Resources
Revenues
Equity Sharing Payments 195,052 122,954 113,963 110,328 110,328 Loan Repayments 2,724 - - - -
Grants - - 8,688,491 - -
Interest 143,963 73,200 72,900 67,800 71,000
Total Resources 341,739 196,154 8,875,354 178,128 181,328 Total Available 3,676,862 3,838,667 12,517,867 3,568,264 3,722,002 Requirements
Expenditures 34,349 31,032 9,127,731 27,590 28,140
Total Requirements 34,349 31,032 9,127,731 27,590 28,140 Ending Balance 6/30 $ 3,642,513 $ 3,807,635 $ 3,390,136 $ 3,540,674 $ 3,693,862 2 7 0 A F F O R D A B L E

H O U S I N G T R U S T F U N D
This fund is used to account for revenues received and expenditures made for affordable housing. The primary source of revenue is affordable housing development fees collected from developers under the City's Affordable Housing Ordinance. 72 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 5,462,841 $ 4,967,013 $ 4,967,013 $ 2,372,979 $ 2,288,942 Resources
Revenues
Loan Repayments 144,219 24,900 88,175 162,080 175,268
Interest 92,712 103,000 99,300 47,400 45,700
Other 17,015 17,000 17,032 17,000 17,000
Total Resources 253,946 144,900 204,507 226,480 237,968 Total Available 5,716,787 5,111,913 5,171,520 2,599,459 2,526,910 Requirements
Expenditures 749,774 333,284 2,798,541 310,517 320,892
Total Requirements 749,774 333,284 2,798,541 310,517 320,892 Ending Balance 6/30 $ 4,967,013 $ 4,778,629 $ 2,372,979 $ 2,288,942 $ 2,206,018 2 8 0 H O U S I N G

S U C C E S S O R F U N D
This fund is used to account for revenues received and expenditures made for affordable housing. The primary sources of revenue are from loan repayments generated from the use of the former Agency's Low and Moderate Income Housing Funds.

All redevelopment agencies were dissolved on February 1, 2012 per a California Supreme Court ruling and the City elected to assume the housing functions of the former Agency.
73 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ (176,960) $ (156,125) $ (156,125) $ (144,842) $ (144,842) Resources
Revenues
Federal Grants 169,045 180,000 660,000 180,000 180,000
Deferred Loan Repayment 28,598 - - -
Total Resources 197,643 180,000 660,000 180,000 180,000 Total Available 20,683 23,875 503,875 35,158 35,158
Requirements
Expenditures 176,808 180,000 348,717 180,000 180,000
Transfers-out
Capital Improvement (510) - - 300,000 - -
Total Requirements 176,808 180,000 648,717 180,000 180,000 Ending Balance 6/30 $ (156,125) $ (156,125) $ (144,842) $ (144,842) $ (144,842) 2 9 0 C O M M U N I T Y D E V E L O P M E N T

B L O C K G R A N T (C D B G) F U N D
This fund is used to account for the revenues received and expenditures made for community block grants. Financing is provided under agreement with the County of Orange, whereby the City is a secondary recipient with funds made available from the United States Department of Housing and Urban Development (HUD), under the Housing and Community Development Act of 1974 and 1977.
74 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 12,393 $ 22,904 $ 22,904 $ 16,824 $ 9,631 Resources
Revenues
Special Assessment Fees 55,761 55,930 55,930 55,930 55,930 Interest 334 60 500 300 200
Total Resources 56,095 55,990 56,430 56,230 56,130
Total Available 68,488 78,894 79,334 73,054 65,761
Requirements
Expenditures 45,584 58,870 62,510 63,423 64,680
Total Requirements 45,584 58,870 62,510 63,423 64,680
Ending Balance 6/30 $ 22,904 $ 20,024 $ 16,824 $ 9,631 $ 1,081 3 4 1 L A N D S C A P I N G & L I G H T I N G
M A I N T E N A N C E D I S T R I C T # 1 F U N D
This landscape and lighting maintenance district is located in the north central part of the City and is composed of American National tract numbers 9121, 9341 and 9342.
75 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 37,231 $ 36,731 $ 36,731 $ 34,198 $ 31,671 Resources
Revenues
Special Assessment Fees 5,478 5,500 5,500 5,500 5,500
Interest 554 700 700 700 700
Total Resources 6,032 6,200 6,200 6,200 6,200
Total Available 43,263 42,931 42,931 40,398 37,871
Requirements
Expenditures 6,532 8,281 8,733 8,727 8,955
Total Requirements 6,532 8,281 8,733 8,727 8,955
Ending Balance 6/30 $ 36,731 $ 34,650 $ 34,198 $ 31,671 $ 28,916 3 4 2 L I G H T I N G M A I N T E N A N C E
M A I N T E N A N C E D I S T R I C T # 2 F U N D
This lighting maintenance district is located in the northwest part of the City and is composed of Baldwin tract numbers 8857, 9227 and 9228, which is now called "New North Hills." 76 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 35,891 $ 61,173 $ 61,173 $ 56,277 $ 45,539 Resources
Revenues
Special Assessment Fees 108,814 112,965 112,965 116,694 116,694 Interest 870 1,000 1,200 1,100 900
Total Resources 109,684 113,965 114,165 117,794 117,594 Total Available 145,575 175,138 175,338 174,071 163,133 Requirements
Expenditures 84,402 109,880 119,061 128,532 146,403
Total Requirements 84,402 109,880 119,061 128,532 146,403 Ending Balance 6/30 $ 61,173 $ 65,258 $ 56,277 $ 45,539 $ 16,730 3 4 3 L A N D S C A P I N G & L I G H T I N G
M A I N T E N A N C E D I S T R I C T # 3 F U N D
This landscape and lighting maintenance district is located in the eastern central portion of the City, and was formed from the Eagle Ridge development, tract number 8242.
77 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 20,165 $ 20,170 $ 20,170 $ 19,005 $ 16,575 Resources
Revenues
Special Assessment Fees 2,752 2,760 2,760 2,760 2,760
Interest 313 300 400 400 300
Total Resources 3,065 3,060 3,160 3,160 3,060
Total Available 23,230 23,230 23,330 22,165 19,635
Requirements
Expenditures 3,060 5,210 4,325 5,590 5,708
Total Requirements 3,060 5,210 4,325 5,590 5,708
Ending Balance 6/30 $ 20,170 $ 18,020 $ 19,005 $ 16,575 $ 13,927 3 4 4 L I G H T I N G M A I N T E N A N C E
M A I N T E N A N C E D I S T R I C T # 4 F U N D
This lighting maintenance district is located just east of the SR 57 Freeway and north of Birch Street. It is composed of Ponderosa tract numbers 9298, 10224, 10234, 10325, 10326 and 10327. 78 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 116,082 $ 146,063 $ 146,063 $ 135,172 $ 118,785 Resources
Revenues
Special Assessment Fees 121,939 122,306 122,306 122,306 122,306 Interest 2,126 1,000 2,900 2,700 2,400
Total Resources 124,065 123,306 125,206 125,006 124,706 Total Available 240,147 269,369 271,269 260,178 243,491 Requirements
Expenditures 94,084 136,726 136,097 141,393 143,168
Total Requirements 94,084 136,726 136,097 141,393 143,168 Ending Balance 6/30 $ 146,063 $ 132,643 $ 135,172 $ 118,785 $ 100,323 3 4 5 L A N D S C A P I N G & L I G H T I N G
M A I N T E N A N C E D I S T R I C T # 5 F U N D
This landscape and lighting maintenance district is located in the north central portion of the City, and is composed of Konweiser tract numbers 9111, 9414 and 9473.
79 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 179,046 $ 248,860 $ 248,860 $ 273,809 $ 289,461 Resources
Revenues
Special Assessment Fees 235,588 236,297 236,297 236,297 236,297 Interest 3,625 2,500 5,000 5,500 5,800
Total Resources 239,213 238,797 241,297 241,797 242,097 Total Available 418,259 487,657 490,157 515,606 531,558 Requirements
Expenditures 169,399 245,443 216,348 226,145 230,227
Total Requirements 169,399 245,443 216,348 226,145 230,227 Ending Balance 6/30 $ 248,860 $ 242,214 $ 273,809 $ 289,461 $ 301,331 3 4 6 L A N D S C A P I N G & L I G H T I N G
M A I N T E N A N C E D I S T R I C T # 6 F U N D
This landscape and lighting maintenance district is located in the north central part of the City and is composed of Warmington tract numbers 8820, 9531 and 9532.
80 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 7,089 $ 17,010 $ 17,010 $ 13,124 $ 11,484 Resources
Revenues
Special Assessment Fees 34,943 35,048 35,048 35,048 35,048 Interest 196 50 300 100 100
Total Resources 35,139 35,098 35,348 35,148 35,148
Total Available 42,228 52,108 52,358 48,272 46,632
Requirements
Expenditures 25,218 32,145 39,234 36,788 34,001
Total Requirements 25,218 32,145 39,234 36,788 34,001
Ending Balance 6/30 $ 17,010 $ 19,963 $ 13,124 $ 11,484 $ 12,631 3 4 7 L A N D S C A P I N G & L I G H T I N G
M A I N T E N A N C E D I S T R I C T # 7 F U N D
This landscape and lighting maintenance district is located in the west portion of the City, and is composed of Baywood tract numbers 14656, 14657, 14658 and 15670.
81 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 296,894 $ 639,179 $ 639,179 $ 595,309 $ 496,684 Resources
Revenues
Special Taxes 878,298 896,187 896,187 914,111 932,393
Interest 33,877 28,000 28,000 50,000 40,000
Transfers-in
Risk Management (470) 1,815 - - - -
Transfer from Reserves 65,959 - - - -
Total Resources 979,949 924,187 924,187 964,111 972,393 Total Available 1,276,843 1,563,366 1,563,366 1,559,420 1,469,077 Requirements
Expenditures 637,664 958,143 943,320 1,037,504 1,077,259 Transfer to Reserves - 25,427 24,737 25,232 25,737
Total Requirements 637,664 983,570 968,057 1,062,736 1,102,996 Ending Balance 6/30 $ 639,179 $ 579,796 $ 595,309 $ 496,684 $ 366,081 Reserves
Open Space 700,000 700,000 700,000 700,000 700,000
Tonner Ridge Trail 899,024 917,004 917,004 935,344 954,051 Valencia Road 337,862 344,619 344,619 351,511 358,541
Total Reserves $ 1,936,886 $ 1,961,623 $ 1,961,623 $ 1,986,855 $ 2,012,592 3 6 0 C O M M U N I T Y F A C I L I T I E S
D I S T R I C T N O. 2 0 0 8 - 0 1
This community facilities district is located in the west portion of the city, and is composed of the Blackstone residential development.
82 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 365,787 $ 550,402 $ 550,402 $ 249,947 $ 205,936 Resources
Revenues
Special Taxes 546,650 549,123 569,224 580,608 592,220
Interest 7,602 8,900 11,000 5,000 4,100
Transfers-in
Risk Management (470) 2,125 - - - -
Total Resources 556,377 558,023 580,224 585,608 596,320 Total Available 922,164 1,108,425 891,858 835,555 802,256 Requirements
Expenditures 371,762 539,645 641,911 629,619 662,273
Total Requirements 371,762 539,645 641,911 629,619 662,273 Ending Balance 6/30 $ 550,402 $ 568,780 $ 249,947 $ 205,936 $ 139,983 3 6 1 C O M M U N I T Y F A C I L I T I E S
D I S T R I C T N O. 2 0 1 1 - 0 1
This community facilities district is located in the east portion of the city, and is composed of the La Floresta commercial and residential development.
83 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 109,848 $ 134,699 $ 134,699 $ 145,208 $ 158,290 Resources
Revenues
Special Taxes 53,062 54,123 54,284 55,371 56,478
Interest 1,976 1,500 2,700 3,100 3,300
Transfers-in
Risk Management (470) 133 - - - -
Total Resources 55,171 55,623 56,984 58,471 59,778
Total Available 165,019 190,322 191,683 203,679 218,068 Requirements
Expenditures 30,320 39,132 46,475 45,389 47,902
Total Requirements 30,320 39,132 46,475 45,389 47,902
Ending Balance 6/30 $ 134,699 $ 151,190 $ 145,208 $ 158,290 $ 170,166 3 6 2 C O M M U N I T Y F A C I L I T I E S
D I S T R I C T N O. 2 0 1 3 - 0 1
This community facilities district is located in the east portion of the city, and is composed of the Taylor-Morrison residential development.
84 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 142,165 $ 212,867 $ 212,867 $ 245,020 $ 282,461 Resources
Revenues
Special Taxes 143,226 146,091 146,414 149,342 152,329
Interest 2,941 2,400 4,300 4,900 5,600
Transfers-in
Risk Management (470) 355 - - - -
Total Resources 146,522 148,491 150,714 154,242 157,929 Total Available 288,687 361,358 363,581 399,262 440,390 Requirements
Expenditures 75,820 98,859 118,561 116,801 123,523
Total Requirements 75,820 98,859 118,561 116,801 123,523 Ending Balance 6/30 $ 212,867 $ 262,499 $ 245,020 $ 282,461 $ 316,867 3 6 3 C O M M U N I T Y F A C I L I T I E S
D I S T R I C T N O. 2 0 1 3 - 0 2
This community facilities district is located on Central Avenue and is composed of the Central Park Village mixed-use development.
85 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 526,940 $ 452,257 $ 452,257 $ - $ - Resources
Revenues
Charges for Services 563,867 514,900 575,800 592,800 610,500 Interest 9,183 4,400 4,400 1,000 -
Other 9,983 11,640 16,500 7,500 7,500
Total Resources 583,033 530,940 596,700 601,300 618,000 Transfer from Reserves 36,781 85,000 45,209 62,425 69,215 Total Available 1,146,754 1,068,197 1,094,166 663,725 687,215 Requirements
Expenditures 694,497 608,938 660,250 663,725 687,215
Transfers-out
Capital Improvement (510) - 50,000 433,916 - -
Total Requirements 694,497 658,938 1,094,166 663,725 687,215 Ending Balance 6/30 $ 452,257 $ 409,259 $ - $ - $ -
Reserves
Section 115 Trust (PARS) 22,347 22,347 23,500 24,675 25,909 Operations (3 months) 173,624 173,624 127,262 63,662 -
Capital 15,000 15,000 15,000 15,000 8,213
Total Reserves $ 210,971 $ 210,971 $ 165,762 $ 103,337 $ 34,122 4 1 0 U R B A N R U N O F F F U N D
This fund is used to account for the City's urban runoff operations which are financed and operated in a manner similar to a private enterprise. The cost (expenses, including depreciation) of providing these services to the general public on a continuing basis are financed or recovered primarily through user charges. 86 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 2,852,166 $ 5,059,533 $ 5,059,533 $ 5,358,434 $ 5,614,437 Resources
Revenues
Charges for Services 20,457,250 18,604,900 21,962,700 21,962,700 21,962,700 Connection Fees 146,396 76,162 76,162 76,162 76,162
Interest 249,687 - 300,000 280,000 280,000
Other 311,799 495,000 455,830 437,500 440,125
Total Resources 21,165,132 19,176,062 22,794,692 22,756,362 22,758,987 Transfer from Reserves 1,273,694 136,366 334,586 - -
Total Available 25,290,992 24,371,961 28,188,811 28,114,796 28,373,424 Requirements
Expenditures 18,980,157 18,434,691 17,544,741 19,200,835 19,528,550 Transfers-out
Capital Improvement (510) 1,251,302 500,000 5,285,636 2,860,000 3,950,000 Transfer to Reserves - - - 439,524 108,729
Total Requirements 20,231,459 18,934,691 22,830,377 22,500,359 23,587,279 Ending Balance 6/30 $ 5,059,533 $ 5,437,270 $ 5,358,434 $ 5,614,437 $ 4,786,145 Reserves
Section 115 Trust (PARS) 485,532 485,532 509,800 535,300 562,100 Operations (3 months) 4,745,039 4,608,673 4,386,185 4,800,209 4,882,138 Capital 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 Total Reserves $ 10,230,571 $ 10,094,205 $ 9,895,985 $ 10,335,509 $ 10,444,238 4 2 0 W A T E R U T I L I T Y F U N D
This fund is used to account for the City's water utility operations which are financed and operated in a manner similar to a private enterprise. The costs (expenses, including depreciation) of providing these services to the general public on a continuing basis are financed or recovered primarily through user charges. 87 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 3,874,808 $ 5,263,841 $ 5,263,841 $ 4,120,966 $ 4,832,102 Resources
Revenues
Sewer Fees 3,700,804 3,800,000 3,800,000 3,800,000 3,800,000 Sewer Connection Fees 5,055 40,000 25,000 10,000 10,000 Interest 105,338 79,000 79,000 82,400 97,000
Other 89,744 55,590 55,590 56,650 56,650
Sub-total Revenues 3,900,941 3,974,590 3,959,590 3,949,050 3,963,650 Transfer from Reserves 142,677 191,584 221,427 - 8,138
Total Resources 4,043,618 4,166,174 4,181,017 3,949,050 3,971,788 Total Available 7,918,426 9,430,015 9,444,858 8,070,016 8,803,890 Requirements
Expenditures 2,654,585 1,888,249 1,733,503 2,065,568 1,993,935 Transfers-out
Capital Improvement (510) 1,000,000 3,590,389 1,080,000 900,000 Transfer to Reserves - - - 92,346 -
Total Requirements 2,654,585 2,888,249 5,323,892 3,237,914 2,893,935 Ending Balance 6/30 $ 5,263,841 $ 6,541,766 $ 4,120,966 $ 4,832,102 $ 5,909,955 Reserves
Section 115 Trust (PARS) 177,757 177,757 186,600 195,930 205,700 Operations (3 months) 663,646 472,062 433,376 516,392 498,484 Capital 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Total Reserves $ 1,841,403 $ 1,649,819 $ 1,619,976 $ 1,712,322 $ 1,704,184 4 3 0 S E W E R U T I L I T Y F U N D
This fund is used to account for the operations of the City's sewer distribution lines and is operated in a manner similar to a private enterprise. The costs (expenses, including depreciation) of providing these services to the general public on a continuing basis are financed or recovered primarily through user charges. 88 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 0 $ 105,346 $ 147,305 $ 17,468 $ - Resources
Revenues
State Maintenance Reimbursement - 11,371 11,371 11,371 11,371 Refuse Collection 3,390,028 3,760,000 3,560,000 3,969,000 4,081,000 Street Sweeping 309,575 300,000 305,000 305,000 305,000 Grants 145,260 - - - -
Recycling Refund - 50,000 50,000 50,000 50,000
Interest 2,463 - - - -
Other 95,386 57,960 78,000 78,000 78,000
Sub-total Revenues 3,942,712 4,179,331 4,004,371 4,413,371 4,525,371 Transfers from Reserves - - - 55,660 151,508
Transfers-in
General Fund (110) 375,252 101,324 - - -
Total Resources 4,317,964 4,280,655 4,004,371 4,469,031 4,676,879 Total Available 4,317,964 4,386,001 4,151,676 4,486,499 4,676,879 Requirements
Expenditures 4,170,659 4,281,428 4,039,208 4,486,499 4,676,879 Transfers-out
Capital Improvement (510) - - 95,000 - -
Total Requirements 4,170,659 4,281,428 4,134,208 4,486,499 4,676,879 Ending Balance 6/30 $ 147,305 $ 104,573 $ 17,468 $ - $ - Reserves
Operations (3 months) 570,845 570,845 570,845 515,185 363,677 Total Reserves $ 570,845 $ 570,845 $ 570,845 $ 515,185 $ 363,677 4 4 0 S A N I T A T I O N
& S T R E E T S W E E P I N G F U N D
This fund is used to account for the City's refuse collection and street sweeping operations and is operated in a manner similar to a private enterprise. User charges finance the operations of this fund. 89 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 485,831 $ 211,021 $ 211,021 $ 79,804 $ - Resources
Revenues
Charges for Services 1,064,274 1,014,506 906,000 341,699 358,784 Interest 14,188 14,660 15,000 12,700 14,200
Sub-total Revenues 1,078,462 1,029,166 921,000 354,399 372,984 Transfer from Reserves - - - 239,202 -
Total Resources 1,078,462 1,029,166 921,000 593,601 372,984 Total Available 1,564,293 1,240,187 1,132,021 673,405 372,984 Requirements
Expenditures 1,056,922 1,081,430 1,041,904 673,405 286,272 Transfer to Reserves 296,350 6,127 10,314 - 86,712
Total Requirements 1,353,272 1,087,557 1,052,218 673,405 372,984 Ending Balance 6/30 $ 211,021 $ 152,630 $ 79,804 $ - $ - Reserves
Section 115 Trust (PARS) 281,364 281,364 295,432 310,204 325,714 Operations (3 months) 264,231 270,358 260,476 6,502 77,704 Total Reserves $ 545,595 $ 551,722 $ 555,908 $ 316,706 $ 403,418 4 6 0 I N F O R M A T I O N T E C H N O L O G Y

E X T E R N A L S U P P O R T F U N D
This fund is used to account for the operations of the Information Technology Division's contractual information technology services to other agencies. The costs (expenses) of providing these services on a continuing basis are financed or recovered through user charges.
90 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 2,321,304 $ 3,560,414 $ 3,560,414 $ 3,603,894 $ 1,908,922 Resources
Revenues
Golf Course Revenues 4,876,038 3,893,760 3,893,760 4,049,510 4,211,491 Interest 60,030 27,600 90,000 74,000 43,000
Total Resources 4,936,068 3,921,360 3,983,760 4,123,510 4,254,491 Total Available 7,257,372 7,481,774 7,544,174 7,727,404 6,163,413 Requirements
Expenditures 3,696,958 3,757,357 3,664,052 4,155,982 4,285,972 Transfers-out
General Fund (110) - - - 1,300,000 1,300,000
Capital Improvement (510) - - 276,228 200,000 200,000
Transfer to Reserves - - - 162,500 162,500
Total Requirements 3,696,958 3,757,357 3,940,280 5,818,482 5,948,472 Ending Balance 6/30 $ 3,560,414 $ 3,724,417 $ 3,603,894 $ 1,908,922 $ 214,941 Reserves
Capital 134,420 134,420 134,420 296,920 459,420
Total Reserves $ 134,420 $ 134,420 $ 134,420 $ 296,920 $ 459,420 4 6 5 G O L F C O U R S E F U N D
This fund is used to account for the City's golf course operations which are financed and operated in a manner similar to a private enterprise. The costs of providing these services to the general public on a continuing basis are financed or recovered primarily through user charges.
91 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 1,474,664 $ 4,435,878 $ 4,435,878 $ 3,795,615 $ 2,467,168 Resources
Revenues
Charges for Services 3,430,449 3,671,644 3,671,644 3,492,462 3,756,661 Interest 127,576 211,935 150,000 150,000 120,000
Other 58,768 55,000 2,100 2,100 2,100
Sub-total Revenues 3,616,793 3,938,579 3,823,744 3,644,562 3,878,761 Transfer from Reserves 3,458,598 - - - -
Total Resources 7,075,391 3,938,579 3,823,744 3,644,562 3,878,761 Total Available 8,550,055 8,374,457 8,259,622 7,440,177 6,345,929 Requirements
Expenditures 3,276,677 4,230,807 4,314,007 4,973,009 5,470,515 Transfers-out
General Fund (110) 654,395 - 150,000 - -
Paramedic Services (174) 178,677 - - - -
CFD No 2008-01 (360) 1,815 - - - -
CFD No 2011-01 (361) 2,125 - - - -
CFD No 2013-01 (362) 133 - - - -
CFD No 2013-02 (363) 355 - - - -
Total Requirements 4,114,177 4,230,807 4,464,007 4,973,009 5,470,515 Ending Balance 6/30 $ 4,435,878 $ 4,143,650 $ 3,795,615 $ 2,467,168 $ 875,414 Reserves
Self Insured Retention (SIR) 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 Total Reserves $ 3,300,000 $ 3,300,000 $ 3,300,000 $ 3,300,000 $ 3,300,000 4 7 0 R I S K M A N A G E M E N T F U N D
This fund is used to account for the costs of operating a self-insured program for general liability, workers' compensation, long-term disability and unemployment compensation. Such costs are billed to City departments at a predetermined rate set during each budget process.
92 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 619,051 $ 750,927 $ 750,927 $ 579,693 $ - Resources
Revenues
Charges for Services 2,486,832 2,486,832 2,486,832 2,899,210 3,010,051 Interest 20,348 26,100 20,000 16,000 16,000
Other - - - - -
Total Resources 2,642,995 2,512,932 2,506,832 2,915,210 3,026,051 Transfer from Reserves 29,848 - - 510,591 -
Total Available 3,291,894 3,263,859 3,257,759 4,005,494 3,026,051 Requirements
Expenditures 2,540,967 2,670,225 2,650,646 4,005,494 3,008,930 Transfer to Reserves - 32,314 27,420 - 17,121
Total Requirements 2,540,967 2,702,539 2,678,066 4,005,494 3,026,051 Ending Balance 6/30 $ 750,927 $ 561,320 $ 579,693 $ - $ - Reserves
Operations (3 months) 635,242 667,556 662,662 152,071 169,192 Total Reserves $ 635,242 $ 667,556 $ 662,662 $ 152,071 $ 169,192 4 7 5 I N F O R M A T I O N T E C H N O L O G Y

I N T E R N A L S U P P O R T F U N D
This fund is used to account for the operations of the City's Internal Information Technology Division. Such costs are billed to the departments and/or divisions based upon a predetermined rate set during the budget process. 93 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 4,203,869 $ 2,520,627 $ 2,520,627 $ 1,782,433 $ 1,788,315 Resources
Revenues
Charges for Services 2,988,646 3,158,646 3,096,146 2,945,341 3,720,890 Interest 30,035 32,000 40,000 35,600 36,600
Grants - - 76,870 - -
Other 269,194 50,000 14,042 10,000 10,000
Sub-total Revenues 3,287,875 3,240,646 3,227,058 2,990,941 3,767,490 Total Resources 3,287,875 3,240,646 3,227,058 2,990,941 3,767,490 Total Available 7,491,744 5,761,273 5,747,685 4,773,374 5,555,805 Requirements
Expenditures
Operations 1,871,127 2,169,392 1,929,824 2,135,759 2,220,684 Capital Outlay 3,099,990 1,198,100 2,035,428 849,300 800,850 Total Requirements 4,971,117 3,367,492 3,965,252 2,985,059 3,021,534 Ending Balance 6/30 $ 2,520,627 $ 2,393,781 $ 1,782,433 $ 1,788,315 $ 2,534,271 This fund is used to account for the costs of operating a maintenance facility for automotive equipment used by City departments and replacement of all City "rolling stock" equipment. Such costs are billed to the departments at a predetermined cost per mile charge that includes depreciation. This charge is set during the budget process. The Equipment and Vehicle Maintenance Fund is responsible for financing replacement vehicles, as necessary.

M A I N T E N A N C E F U N D
4 8 0 E Q U I P M E N T & V E H I C L E
94 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 533,109 $ 816,961 $ 816,961 $ 450,000 $ 350,470 Resources
Revenues
Charges for Services 2,769,360 2,860,290 2,860,290 3,096,768 3,215,929 Interest 20,476 15,600 18,000 13,200 10,300
Other 5,824 - - - -
Sub-total Revenues 2,795,660 2,875,890 2,878,290 3,109,968 3,226,229 Transfer from Reserves 450,000 - 57,761 - -
Total Resources 3,245,660 2,875,890 2,936,051 3,109,968 3,226,229 Total Available 3,778,769 3,692,851 3,753,012 3,559,968 3,576,699 Requirements
Expenditures 2,941,955 2,901,291 2,853,012 3,098,475 3,221,972 Transfers-out
Capital Improvement (510) 19,853 - 450,000 - -
Transfer to Reserves - 3,967 - 111,023 30,874
Total Requirements 2,961,808 2,905,258 3,303,012 3,209,498 3,252,846 Ending Balance 6/30 $ 816,961 $ 787,594 $ 450,000 $ 350,470 $ 323,853 Reserves
Operations (3 months) 271,357 275,323 213,596 324,619 355,493 Total Reserves $ 271,357 $ 275,323 $ 213,596 $ 324,619 $ 355,493 4 9 0 B U I L D I N G O C C U P A N C Y F U N D
This fund is used to account for the costs of operating a building maintenance program for City facilities. Such costs are billed to departments at a predetermined rate set during the budget process. 95 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ - $ - $ - $ - $ -
Resources
Revenues
Grants 2,677,736 - 11,361,768 - -
Interest 27,691 - - - -
Other 10,000 - 44,729 - -
Sub-total Revenues 2,715,428 - 11,406,497 - -
Transfers-in
General Fund (110) - - 6,331,684 - -
CBED (140) 101,101 550,000 7,518,779 - -
Fixed Asset Replacement (182) 532,295 790,000 2,915,126 900,000 - Gas Tax (220) 610,458 705,000 2,355,301 890,000 350,000 Road Repair & Maint. (221) 501,011 3,500,000 3,693,447 250,000 - Organized Retail Theft (234) 20,367 - 1,979,633 200,000 - Air Quality Improvement Fees (240) - 60,000 290,000 - - Park Development (250) 80,985 - 2,069,208 - -
Measure M (260) 240,728 300,000 1,452,347 2,060,000 400,000 CDBG (290) - - 300,000 - -
NPDES (410) - 50,000 433,916 - -
Water Utility (420) 1,251,302 500,000 5,285,636 2,860,000 3,950,000 Sewer Utility (430) (805) 1,000,000 3,590,389 1,080,000 900,000 Sanitation & Street Sweeping (440) - - 95,000 - -
Golf Courses (465) - - 276,228 200,000 200,000
Building Occupancy (490) 19,853 - 450,000 - -
Traffic Impact Fees (540) 585,624 300,000 3,620,524 495,000 50,000 Water Impact Fees (541) - - 1,080,000 - -
Storm Drain Construction (550) - - - 350,000 -
Capital & Mitigation Imp. (560) 2,388,051 - 1,321,949 - - Sub-total Transfers-in 6,330,970 7,755,000 45,059,167 9,285,000 5,850,000 Total Resources 9,046,397 7,755,000 56,465,664 9,285,000 5,850,000 Total Available 9,046,397 7,755,000 56,465,664 9,285,000 5,850,000 5 1 0 C A P I T A L I M P R O V E M E N T F U N D
This fund is used to account for the citywide costs of constructing street improvements, parks and other public improvements.

Financing is provided by Federal and State grant revenues, Successor Agency funds, interfund transfers from the Special Revenue Funds, Enterprise Funds and the General Fund.
96 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Requirements
Expenditures
Capital Improvements 9,046,397 7,755,000 56,465,664 9,285,000 5,850,000 Total Requirements 9,046,397 7,755,000 56,465,664 9,285,000 5,850,000 Ending Balance 6/30 $ - $ - $ - $ - $ -
5 1 0 C A P I T A L I M P R O V E M E N T F U N D
97 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 4,953,427 $ 4,635,777 $ 4,635,777 $ 1,771,227 $ 2,124,019 Resources
Revenues
Impact Fees 242,703 21,323 723,081 863,514 730,213
Interest 84,078 29,490 90,000 35,000 42,000
Other 18,709 16,600 16,600 16,600 16,600
Sub-total Revenues 345,490 67,413 829,681 915,114 788,813 Total Resources 345,490 67,413 829,681 915,114 788,813
Total Available 5,298,917 4,703,190 5,465,458 2,686,341 2,912,832 Requirements
Expenditures 77,516 72,446 73,707 67,322 69,577
Transfers-out
Capital Improvement (510) 585,624 300,000 3,620,524 495,000 50,000 Total Requirements 663,140 372,446 3,694,231 562,322 119,577 Ending Balance 6/30 $ 4,635,777 $ 4,330,744 $ 1,771,227 $ 2,124,019 $ 2,793,255 Reserve
57 Fwy/Lambert 500,000 500,000 500,000 500,000 500,000
Total Reserves $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 5 4 0 T R A F F I C I M P A C T F E E S F U N D
This fund is used to account for the receipt and expenditure of impact fees collected from developers to mitigate the future impact that development has on traffic services.
98 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 1,119,667 $ 1,138,673 $ 1,138,673 $ 113,153 $ 190,328 Resources
Revenues
Impact Fees 15,663 5,015 45,730 87,915 1,057,653
Interest 17,442 22,700 22,700 2,200 3,700
Total Resources 33,105 27,715 68,430 90,115 1,061,353
Total Available 1,152,772 1,166,388 1,207,103 203,268 1,251,681 Requirements
Expenditures 14,099 13,950 13,950 12,940 13,070
Transfers-out
Capital Improvement (510) - - 1,080,000 - -
Total Requirements 14,099 13,950 1,093,950 12,940 13,070 Ending Balance 6/30 $ 1,138,673 $ 1,152,438 $ 113,153 $ 190,328 $ 1,238,611 5 4 1 W A T E R I M P A C T F E E S F U N D
This fund is used to account for the receipt and expenditure of impact fees collected from developers to mitigate the future impact that development has on water services.
99 Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 531,046 $ 509,066 $ 509,066 $ 504,348 $ 817,427 Resources
Revenues
Impact Fees 7,691 4,207 2,232 712,029 498,125
Interest 19,726 11,300 8,000 16,000 20,000
Total Resources 27,417 15,507 10,232 728,029 518,125
Total Available 558,463 524,573 519,298 1,232,377 1,335,552 Requirements
Expenditures 49,397 13,450 14,950 414,950 14,950
Total Requirements 49,397 13,450 14,950 414,950 14,950
Ending Balance 6/30 $ 509,066 $ 511,123 $ 504,348 $ 817,427 $ 1,320,602 5 4 2 F I R E I M P A C T F E E S F U N D
This fund is used to account for the receipt and expenditure of impact fees collected from developers to mitigate the future impact that development has on fire services.
100
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 30,622 $ 36,400 $ 36,400 $ 58,239 $ 101,457 Resources
Revenues
Impact Fees 5,680 1,213 21,549 42,818 25,459
Interest 546 900 900 1,000 2,000
Total Resources 6,226 2,113 22,449 43,818 27,459
Total Available 36,848 38,513 58,849 102,057 128,916
Requirements
Expenditures 448 540 610 600 670
Total Requirements 448 540 610 600 670
Ending Balance 6/30 $ 36,400 $ 37,973 $ 58,239 $ 101,457 $ 128,246 This fund is used to account for the receipt and expenditure of impact fees collected from developers to mitigate the future impact that development has on dispatch services.
5 4 3 D I S P A T C H I M P A C T F E E S F U N D
101
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ - $ - $ - $ 383 $ 3,722
Resources
Revenues
Impact Fees - - 383 3,319 511
Interest - - - 60 60
Total Resources - - 383 3,379 571
Total Available - - 383 3,762 4,293
Requirements
Expenditures - - - 40 40
Total Requirements - - - 40 40
Ending Balance 6/30 $ - $ - $ 383 $ 3,722 $ 4,253
5 4 4 S E W E R I M P A C T F E E S F U N D
This fund is used to account for the receipt and expenditure of impact fees collected from developers to mitigate the future impact that development has on sewer services.
102
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 355,575 $ 360,451 $ 360,451 $ 365,851 $ 22,231 Resources
Revenues
Interest 5,482 7,000 7,000 7,000 440
Total Resources 5,482 7,000 7,000 7,000 440
Total Available 361,057 367,451 367,451 372,851 22,671
Requirements
Expenditures 606 400 1,600 620 40
Transfers-out
Capital Improvement (510) - - - 350,000 -
Total Requirements 606 400 1,600 350,620 40
Ending Balance 6/30 $ 360,451 $ 367,051 $ 365,851 $ 22,231 $ 22,631 5 5 0 S T O R M D R A I N

C O N S T R U C T I O N F U N D
This fund is used to account for the financing and construction of storm drains throughout the City. Storm Drainage Fee revenues provide that financing.
103
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 3,896,429 $ 1,597,272 $ 1,597,272 $ 348,923 $ 410,863 Resources
Revenues
Interest 37,274 21,700 21,700 6,900 7,000
Sub-total Revenues 37,274 21,700 21,700 6,900 7,000
Transfers-in
General Fund (110) 56,000 56,000 56,000 56,000 56,000
Total Resources 93,274 77,700 77,700 62,900 63,000
Total Available 3,989,703 1,674,972 1,674,972 411,823 473,863 Requirements
Expenditures 4,380 4,100 4,100 960 960
Transfers-out
Capital Improvement (510) 2,388,051 - 1,321,949 - -
Total Requirements 2,392,431 - 1,326,049 960 960
Ending Balance 6/30 $ 1,597,272 $ 1,674,972 $ 348,923 $ 410,863 $ 472,903 5 6 0 C A P I T A L & M I T I G A T I O N

I M P R O V E M E N T F U N D
This fund is used to account for the revenues received and expenditures made for City Council designated Capital Improvement projects, as well as the implementation of measures designed to mitigate impacts related to development, and the operation of government facilities, including, but not limited to: traffic, noise, aesthetics, and open space preservation.

Financing is provided by the July 14, 2009 Agreement between the City and County of Orange regarding the extension of the Olinda Alpha Landfill.
104
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 9,550,837 $ 9,794,309 $ 9,794,309 $ 11,975,278 $ 12,518,138 Resources
Revenues
Interest 288,649 513,000 2,226,969 598,100 625,000
Total Resources 288,649 513,000 2,226,969 598,100 625,000 Total Available 9,839,486 10,307,309 12,021,278 12,573,378 13,143,138 Requirements
Expenditures 45,177 60,180 46,000 55,240 57,740
Total Requirements 45,177 60,180 46,000 55,240 57,740
Ending Balance 6/30 $ 9,794,309 $ 10,247,129 $ 11,975,278 $ 12,518,138 $ 13,085,398 8 1 0 P A R S P O S T E M P L O Y M E N T

B E N E F I T F U N D
This fund was established on November 17, 2015 to account for contributions from the City toward reducing the future unfunded pension liability for current and future retirement costs for both public safety and miscellaneous employees. 105
Beginning
Fund Fund Transfer from
No. Fund Title Balance Revenues Transfers-In Reserves
General Operating Funds
110 General Fund $ 2,788,339 $ 69,454,286 $ 2,180,000 $ 1,905,206 120 General Plan Maintenance 706,299 577,579 - -
130 Veteran's Memorial 14,231 2,300 - -
140 Community Benefit & Economic Dev. 392,346 - - -
150 Other Post Employment Benefits 111,253 888,091 - -
172 Public Safety Augmentation 239,089 592,000 - 239,834 173 Supplemental Law Enforcement Svs. 301,606 186,000 - - 174 Paramedic Services - 9,025,370 2,040,001 -
181 Community Center Replacement 407,016 - - -
182 Fixed Asset Replacement - - - 930,000
911 Disaster Recovery Fund - - - -
Special Revenue Funds
220 Gas Tax 76,481 1,357,246 - -
221 Road Maintenance & Repair 1,279,795 1,277,651 - -
230 Narcotics Enforcement Asset Seizure (Fed) 3,290 100 - - 231 Narcotics Enforcement Asset Seizure 231,768 9,600 - - 233 National Opioid Settlement 374,828 156,196 - -
234 Organized Retail Theft - 819,009 - -
240 Air Quality Improvement Fees 14,753 61,300 - -
250 Park Development 396,803 7,900 - -
260 Measure M Transportation Tax 2,814,833 1,467,276 - - 270 Affordable Housing Trust 3,390,136 178,128 - -
280 Housing Programs & Services 2,372,979 226,480 - -
290 Community Dev. Block Grant (144,842) 180,000 - -
Assessment Funds
341 Landscape & Lighting Maint. Dist. #1 16,824 56,230 - - 342 Lighting Maintenance District #2 34,198 6,200 - -
343 Landscape & Lighting Maint. Dist. #3 56,277 117,794 - - 344 Lighting Maintenance District #4 19,005 3,160 - -
345 Landscape & Lighting Maint. Dist. #5 135,172 125,006 - - 346 Landscape & Lighting Maint. Dist. #6 273,809 241,797 - - 347 Landscape & Lighting Maint. Dist. #7 13,124 35,148 - - 360 Community Facilities District 2008-01 595,309 964,111 - - 361 Community Facilities District 2011-01 249,947 585,608 - - 362 Community Facilities District 2013-01 145,208 58,471 - - 363 Community Facilities District 2013-02 245,020 154,242 - - Enterprise Funds
410 Urban Runoff - 601,300 - 62,425
420 Water Utility 5,358,434 22,756,362 - -
430 Sewer Utility 4,120,966 3,949,050 - -
440 Sanitation & Street Sweeping 17,468 4,413,371 - 55,660 460 IT External Support 79,804 354,399 - 239,202
465 Golf Course 3,603,894 4,123,510 - -
Internal Service Funds
470 Risk Management 3,795,615 3,644,562 - -
475 IT Internal Support 579,693 2,915,210 - 510,591
480 Equipment & Vehicle Maintenance 1,782,433 2,990,941 - - 490 Building Occupancy 450,000 3,109,968 - -

C O M B I N E D F U N D S T A T E M E N T
106
Ending
Available Total Transfers-Out Transfers-Out Transfer to Fund Restricted Resources Expenditures Operations CIP Reserves Balance Reserves General Operating Funds
$ 76,327,831 $ 70,234,688 $ 2,096,001 $ - $ - $ 3,997,142 $ 18,082,672 1,283,878 1,210 - - - 1,282,668 -
16,531 3,590 - - - 12,941 -
392,346 47,000 - - - 345,346 -
999,344 962,125 - - 22,379 14,840 469,969
1,070,923 820,923 250,000 - - - 781,063
487,606 470 180,000 - - 307,136 -
11,065,371 11,065,371 - - - - -
407,016 140,000 - - - 267,016 501,000
930,000 30,000 - 900,000 - - 1,803,600
- - - - - - -
Special Revenue Funds
1,433,727 130 450,000 890,000 - 93,597 -
2,557,446 2,020 - 250,000 - 2,305,426 -
3,390 40 - - - 3,350 -
241,368 20,470 - - - 220,898 -
531,024 305,823 - - - 225,201 -
819,009 619,009 - 200,000 - - -
76,053 20 - - - 76,033 -
404,703 680 - - - 404,023 -
4,282,109 121,334 - 2,060,000 - 2,100,775 -
3,568,264 27,590 - - - 3,540,674 -
2,599,459 310,517 - - - 2,288,942 -
35,158 180,000 - - - (144,842) -
Assessment Funds
73,054 63,423 - - - 9,631 -
40,398 8,727 - - - 31,671 -
174,071 128,532 - - - 45,539 -
22,165 5,590 - - - 16,575 -
260,178 141,393 - - - 118,785 -
515,606 226,145 - - - 289,461 -
48,272 36,788 - - - 11,484 -
1,559,420 1,037,504 - - 25,232 496,684 1,986,855
835,555 629,619 - - - 205,936 -
203,679 45,389 - - - 158,290 -
399,262 116,801 - - - 282,461 -
Enterprise Funds
663,725 663,725 - - - - 103,337
28,114,796 19,200,835 - 2,860,000 439,524 5,614,437 10,335,509 8,070,016 2,065,568 - 1,080,000 - 4,924,448 1,712,322
4,486,499 4,486,499 - - - - 515,185
673,405 673,405 - - - - 316,706
7,727,404 4,155,982 1,300,000 200,000 162,500 1,908,922 296,920 Internal Service Funds
7,440,177 4,973,009 - - - 2,467,168 3,300,000
4,005,494 4,005,494 - - - - 152,071
4,773,374 2,985,059 - - - 1,788,315 -
3,559,968 3,098,475 - - 111,023 350,470 324,619
F I S C A L Y E A R 2 0 2 5 - 2 0 2 6
107
Beginning
Fund Fund Transfer from
No. Fund Title Balance Revenues Transfers-In Reserves

C O M B I N E D F U N D S T A T E M E N T
Capital Projects Funds
510 Capital Improvement - - 9,285,000 9,285,000
540 Traffic Impact Fees 1,771,227 915,114 - -
541 Water Impact Fees 113,153 90,115 - -
542 Fire Impact Fees 504,348 728,029 - -
543 Dispatch Impact Fees 58,239 43,818 - -
544 Sewer Impact Fees 383 3,379 - -
550 Storm Drain Construction 365,851 7,000 - -
560 Capital and Mitigation Improvement 348,923 6,900 56,000 - Custodial Funds
810 PARS Post Employment Benefits 11,975,278 598,100 - - Total All Funds $ 52,480,606 $ 140,065,407 $ 13,561,001 $ 13,227,918 108
Ending
Available Total Transfers-Out Transfers-Out Transfer to Fund Restricted Resources Expenditures Operations CIP Reserves Balance Reserves F I S C A L Y E A R 2 0 2 5 - 2 0 2 6
Capital Project Funds
9,285,000 9,285,000 - - - - -
2,686,341 67,322 - 495,000 - 2,124,019 500,000
203,268 12,940 - - - 190,328 -
1,232,377 414,950 - - - 817,427 -
102,057 600 - - - 101,457 -
3,762 40 3,722 -
372,851 620 - 350,000 - 22,231 -
411,823 960 - - - 410,863 -
Custodial Funds
12,573,378 55,240 - - - 12,518,138 -
$ 210,049,932 $ 143,478,644 $ 4,276,001 $ 9,285,000 $ 760,658 $ 52,249,629 $ 41,181,828 109
Beginning
Fund Fund Transfer from
No. Fund Title Balance Revenues Transfers-In Reserves
General Operating Funds
110 General Fund $ 3,997,142 $ 70,745,631 $ 2,730,000 $ - 120 General Plan Maintenance 1,282,668 401,319 - -
130 Veteran's Memorial 12,941 2,300 - -
140 Community Benefit & Economic Dev. 345,346 - - -
150 Other Post Employment Benefits 14,840 981,250 - -
172 Public Safety Augmentation - 595,700 - 308,734
173 Supplemental Law Enforcement Svs. 307,136 186,100 - - 174 Paramedic Services - 9,285,500 2,345,495 -
181 Community Center Replacement 267,016 - - -
182 Fixed Asset Replacement - - - 175,000
911 Disaster Recovery Fund - - - -
Special Revenue Funds
220 Gas Tax 93,597 1,357,546 - -
221 Road Maintenance & Repair 2,305,426 1,298,151 - -
230 Narcotics Enforcement Asset Seizure (Fed) 3,350 100 - - 231 Narcotics Enforcement Asset Seizure 220,898 9,400 - - 233 National Opioid Settlement 225,201 148,868 - -
234 Organized Retail Theft - 565,612 - -
240 Air Quality Improvement Fees 76,033 62,500 - -
250 Park Development 404,023 2,106,349 - -
260 Measure M Transportation Tax 2,100,775 1,489,411 - - 270 Affordable Housing Trust 3,540,674 181,328 - -
280 Housing Programs & Services 2,288,942 237,968 - -
290 Community Dev. Block Grant (144,842) 180,000 - -
Assessment Funds
341 Landscape & Lighting Maint. Dist. #1 9,631 56,130 - - 342 Lighting Maintenance District #2 31,671 6,200 - -
343 Landscape & Lighting Maint. Dist. #3 45,539 117,594 - - 344 Lighting Maintenance District #4 16,575 3,060 - -
345 Landscape & Lighting Maint. Dist. #5 118,785 124,706 - - 346 Landscape & Lighting Maint. Dist. #6 289,461 242,097 - - 347 Landscape & Lighting Maint. Dist. #7 11,484 35,148 - - 360 Community Facilities District 2008-01 496,684 972,393 - - 361 Community Facilities District 2011-01 205,936 596,320 - - 362 Community Facilities District 2013-01 158,290 59,778 - - 363 Community Facilities District 2013-02 282,461 157,929 - - Enterprise Funds
410 Urban Runoff - 618,000 - 69,215
420 Water Utility 5,614,437 22,758,987 - -
430 Sewer Utility 4,832,102 3,963,650 - 8,138
440 Sanitation & Street Sweeping - 4,525,371 - 151,508
460 IT External Support - 372,984 - -
465 Golf Course 1,908,922 4,254,491 - -
Internal Service Funds
470 Risk Management 2,467,168 3,878,761 - -
475 IT Internal Support - 3,026,051 - -
480 Equipment & Vehicle Maintenance 1,788,315 3,767,490 - - 490 Building Occupancy 350,470 3,226,229 - -

C O M B I N E D F U N D S T A T E M E N T
110
Ending
Available Total Transfers-Out Transfers-Out Transfer to Fund Restricted Resources Expenditures Operations CIP Reserves Balance Reserves General Operating Funds
$ 77,472,773 $ 74,031,326 $ 2,401,495 $ - $ 1,025,533 $ 14,419 $ 19,108,205 1,683,987 2,200 - - - 1,681,787 -
15,241 3,590 - - - 11,651 -
345,346 - 300,000 - - 45,346 -
996,090 981,250 - - 14,840 - 484,809
904,434 404,434 500,000 - - - 472,329
493,236 480 180,000 - - 312,756 -
11,630,995 11,630,995 - - - - -
267,016 145,000 - - - 122,016 501,000
175,000 175,000 - - - - 1,628,600
- - - - - - -
Special Revenue Funds
1,451,143 150 450,000 350,000 - 650,993 -
3,603,577 3,630 - - - 3,599,947 -
3,450 40 - - - 3,410 -
230,298 21,052 - - - 209,246 -
374,069 305,225 - - - 68,844 -
565,612 565,612 - - - - -
138,533 120 - - - 138,413 -
2,510,372 690 - - - 2,509,682 -
3,590,186 137,849 - 400,000 - 3,052,337 -
3,722,002 28,140 - - - 3,693,862 -
2,526,910 320,892 - - - 2,206,018 -
35,158 180,000 - - - (144,842) -
Assessment Funds
65,761 64,680 - - - 1,081 -
37,871 8,955 - - - 28,916 -
163,133 146,403 - - - 16,730 -
19,635 5,708 - - - 13,927 -
243,491 143,168 - - - 100,323 -
531,558 230,227 - - - 301,331 -
46,632 34,001 - - - 12,631 -
1,469,077 1,077,259 - - 25,737 366,081 2,012,592
802,256 662,273 - - - 139,983 -
218,068 47,902 - - - 170,166 -
440,390 123,523 - - - 316,867 -
Enterprise Funds
687,215 687,215 - - - - 34,122
28,373,424 19,528,550 - 3,950,000 108,729 4,786,145 10,444,238 8,803,890 1,993,935 - 900,000 - 5,909,955 1,704,184
4,676,879 4,676,879 - - - - 363,677
372,984 286,272 - - 86,712 - 403,418
6,163,413 4,285,972 1,300,000 200,000 162,500 214,941 459,420 Internal Service Funds
6,345,929 5,470,515 - - - 875,414 3,300,000
3,026,051 3,008,930 - - 17,121 - 169,192
5,555,805 3,021,534 - - - 2,534,271 -
3,576,699 3,221,972 - - 30,874 323,853 355,493
F I S C A L Y E A R 2 0 2 6 - 2 0 2 7
111
Beginning
Fund Fund Transfer from
No. Fund Title Balance Revenues Transfers-In Reserves

C O M B I N E D F U N D S T A T E M E N T
Capital Projects Funds
510 Capital Improvement - - 5,850,000 5,850,000
540 Traffic Impact Fees 2,124,019 788,813 - -
541 Water Impact Fees 190,328 1,061,353 - -
542 Fire Impact Fees 817,427 518,125 - -
543 Dispatch Impact Fees 101,457 27,459 - -
544 Sewer Impact Fees 3,722 571 - -
550 Storm Drain Construction 22,231 440 - -
560 Capital and Mitigation Improvement 410,863 7,000 56,000 - Custodial Funds
810 PARS Post Employment Benefits 12,518,138 625,000 - - Total All Funds $ 52,157,283 $ 145,627,163 $ 10,981,495 $ 209,478,536 112
Ending
Available Total Transfers-Out Transfers-Out Transfer to Fund Restricted Resources Expenditures Operations CIP Reserves Balance Reserves F I S C A L Y E A R 2 0 2 6 - 2 0 2 7
Capital ProLect Funds
5,850,000 5,850,000 - - - - -
2,912,832 69,577 - 50,000 - 2,793,255 500,000
1,251,681 13,070 - - - 1,238,611 -
1,335,552 14,950 - - - 1,320,602 -
128,916 670 - - - 128,246 -
4,293 40 4,253 -
22,671 40 - - - 22,631 -
473,863 960 - - - 472,903 -
Custodial Funds
13,143,138 57,740 - - - 13,085,398 -
$ 209,478,536 $ 143,670,595 $ 5,131,495 $ 5,850,000 $ 1,472,046 $ 53,354,400 $ 41,941,279 113
[INTENTIONALLY LEFT BLANK]
114

SUMMARY OF REVENUES BY FUND
Actual
FY 2023-24*
Adopted
FY 2024-25*
Estimated
FY 2024-25*
Budget
FY 2025-26*
Budget
FY 2026-27*
G e n e r a l O p e r a t i n g F u n d s
110 General Fund $ 65,380,752 $ 74,467,184 $ 73,661,259 $ 69,454,286 $ 70,745,631 120 General Plan Maintenance 151,999 233,300 422,709 577,579 401,319 130 Veteran’s Memorial 1,783 300 2,550 2,300 2,300
140 Community Benefit & Economic Dev. 965,529 1,300,000 898,131 - - 150 Other Post Employment Benefits 1,029,785 1,010,935 1,007,345 888,091 981,250 172 Public Safety Augmentation 614,521 648,000 603,400 592,000 595,700 173 Supplemental Law Enforcement Svcs. 190,025 102,700 199,164 186,000 186,100 174 Paramedic Services 5,987,675 7,737,266 7,570,374 9,025,370 9,285,500 911 Disaster Recovery - - 121,520 - -
Sub-Total $ 74,322,069 $ 85,499,685 $ 84,486,452 $ 80,725,626 $ 82,197,800 S p e c i a l R e v e n u e F u n d s
220 Gas Tax $ 1,347,515 $ 1,388,060 $ 1,385,275 $ 1,357,246 $ 1,357,546 221 Road Maintenance & Repair 1,270,712 1,242,300 1,279,021 1,277,651 1,298,151 230 Narcotics Enfor. Asset Seizure (Fed) 11,497 - 100 100 100 231 Narcotics Enforcement Asset Seizure 22,029 9,500 10,100 9,600 9,400 233 National Opioid Settlement 153,052 - 405,365 156,196 148,868 234 Organized Retail Theft 1,016,412 791,169 3,540,324 819,009 565,612 240 Air Quality Improvement Fees 51,906 59,450 76,811 61,300 62,500 250 Park Development 36,295 6,700 54,175 7,900 2,106,349 260 Measure M Transportation Tax 1,411,796 1,524,268 1,418,885 1,467,276 1,489,411 270 Affordable Housing Trust 341,739 196,154 8,875,354 178,128 181,328 280 Housing Programs & Services 253,946 144,900 204,507 226,480 237,968 290 Community Dev. Block Grant 197,643 180,000 660,000 180,000 180,000 Sub-Total $ 6,114,542 $ 5,542,501 $ 17,909,917 $ 5,740,886 $ 7,637,233 A s s e s s m e n t F u n d s
341 Landscape & Lighting Maint. Dist. #1 $ 56,095 $ 55,990 $ 56,430 $ 56,230 $ 56,130 342 Lighting Maintenance District #2 6,032 6,200 6,200 6,200 6,200 343 Landscape & Lighting Maint. Dist. #3 109,684 113,965 114,165 117,794 117,594 344 Lighting Maintenance District #4 3,065 3,060 3,160 3,160 3,060 345 Landscape & Lighting Maint. Dist. #5 124,065 123,306 125,206 125,006 124,706 346 Landscape & Lighting Maint. Dist. #6 239,213 238,797 241,297 241,797 242,097 347 Landscape & Lighting Maint. Dist. #7 35,139 35,098 35,348 35,148 35,148 360 Community Facilities Dist No. 08-01 912,175 924,187 924,187 964,111 972,393 361 Community Facilities Dist No. 11-01 554,252 558,023 580,224 585,608 596,320 362 Community Facilities Dist No. 13-01 55,038 55,623 56,984 58,471 59,778 363 Community Facilities Dist No. 13-02 146,167 148,491 150,714 154,242 157,929 Sub-Total $ 2,240,925 $ 2,262,740 $ 2,293,915 $ 2,347,767 $ 2,371,355 * Does not include transfers-in
115

SUMMARY OF REVENUES BY FUND
Actual
FY 2023-24*
Adopted
FY 2024-25*
Estimated
FY 2024-25*
Budget
FY 2025-26*
Budget
FY 2026-27*
E n t e r p r i s e F u n d s
410 Urban Runoff $ 583,033 $ 530,940 $ 596,700 $ 601,300 $ 618,000 420 Water Utility 21,165,132 19,176,062 22,794,692 22,756,362 22,758,987 430 Sewer Utility 3,900,941 3,974,590 3,959,590 3,949,050 3,963,650 440 Sanitation & Street Sweeping 3,942,712 4,179,331 4,004,371 4,413,371 4,525,371 460 IT External Support 1,078,462 1,029,166 921,000 354,399 372,984 465 Golf Course 4,936,068 3,921,360 3,983,760 4,123,510 4,254,491 Sub-Total $ 35,606,348 $ 32,811,449 $ 36,260,113 $ 36,197,992 $ 36,493,483 I n t e r n a l S e r v i c e F u n d s
470 Risk Management $ 3,616,793 $ 3,938,579 $ 3,823,744 $ 3,644,562 $ 3,878,761 475 IT Internal Support 2,507,180 2,512,932 2,506,832 2,915,210 3,026,051 480 Equipment & Vehicle Maintenance 3,287,875 3,240,646 3,227,058 2,990,941 3,767,490 490 Building Occupancy 2,795,660 2,875,890 2,878,290 3,109,968 3,226,229 Sub-Total $ 12,207,508 $ 12,568,047 $ 12,435,924 $ 12,660,681 $ 13,898,531 C a p i t a l P r o j e c t F u n d s
510 Capital Improvement $ 2,715,428 $ - $ 11,406,497 $ - $ - 540 Traffic Impact Fees 345,490 67,413 829,681 915,114 788,813 541 Water Impact Fees 33,105 27,715 68,430 90,115 1,061,353 542 Fire Impact Fees 27,417 15,507 10,232 728,029 518,125 543 Dispatch Impact Fees 6,226 2,113 22,449 43,818 27,459 544 Sewer Impact Fees - 383 3,379 571
550 Storm Drain Construction 5,482 7,000 7,000 7,000 440 560 Capital Mitigation & Improvement 37,274 21,700 21,700 6,900 7,000 Sub-Total $ 3,170,422 $ 141,448 $ 12,366,372 $ 1,794,355 $ 2,403,761 C u s t o d i a l F u n d
810 PARS Post Employment Benefits $ 288,649 $ 513,000 $ 2,226,969 $ 598,100 $ 625,000 Sub-Total $ 288,649 $ 513,000 $ 2,226,969 $ 598,100 $ 625,000 Total Revenues $131,235,035 $139,338,870 $167,979,662 $140,065,407 $145,627,163 * Does not include transfers-in
116

GENERAL FUND REVENUES
Account/Description Actual
FY 2023-24*
Adopted
FY 2024-25*
Estimated
FY 2024-25*
Budget
FY 2025-26*
Budget FY
2026-27*
1 1 0 G e n e r a l F u n d
Revenue Class: 0000 General Revenue
Taxes
3111 Secured – Current Year $ 14,231,253 $ 14,975,087 $ 14,854,489 $ 15,559,585 $16,105,955 3112 Unsecured – Current Year 260,700 303,721 312,878 323,829 335,163 3113 Prior Years – Secured & Unsecured 217,229 170,000 199,462 170,000 170,000 3114 Other Property Taxes & Assess. 71,336 - - - -
3121 Sales & Use Taxes (from State) 25,155,351 26,559,944 24,934,260 27,269,550 27,439,453 3123 Transient Occupancy 2,616,587 2,782,998 2,628,607 2,681,179 2,734,802 3124 Franchise 1,539,206 1,374,150 1,460,000 1,534,700 1,613,800 3125 Business 1,156,337 1,100,000 1,100,000 1,100,000 1,100,000 3126 Real Property Transfer 198,780 250,000 450,000 250,000 250,000 3127 Franchise – Cable TV 445,645 532,142 417,938 392,503 369,103 3128 Franchise – Refuse Collection 1,164,194 1,059,000 1,059,000 1,134,000 1,146,000 Sub-Total $ 47,056,618 $ 49,107,042 $ 47,416,634 $ 50,415,346 $51,264,276 Licenses & Permits
3219 Massage Permits $ 6,000 $ 7,000 $ 5,750 $ 5,000 $ 5,000 3221 Building Inspection 71,764 137,962 137,962 150,712 168,758 3222 Building Plan Check 96,789 117,034 117,034 148,834 234,180 3223 Seismic Alloc. Strong Motion Fees 988 957 2,347 3,163 2,112 3224 Public Works 12,715 14,520 10,193 10,704 10,700
3225 False Alarm Permits 52,350 50,000 36,000 50,000 50,000 3227 Building Stand. Admin Fee 328 4,280 815 1150 768
3228 Newspaper, Parking, Misc. 46,763 71,676 36,000 46,000 46,000 Sub-Total $ 287,697 $ 403,429 $ 346,101 $ 415,563 $ 517,518 Fines, Forfeits & Penalties
3311 Vehicle Code - Traffic $ 78,703 $ 150,000 $ 80,000 $ 80,000 $ 80,000 3312 Fines - Other 154,136 221,468 120,000 275,000 275,000 3313 Code Enforcement 3,400 13,120 1,050 6,560 6,880
3331 Delinquent Service Charge 15,902 11,000 11,000 11,000 11,000 3333 False Alarm Police Services 72,275 100,000 50,000 70,000 70,000 3334 False Alarm Fire Services - - - - -
3335 Returned Check/Debit Charge 594 400 400 400 400
Sub-Total $ 325,010 $ 495,988 $ 262,450 $ 442,960 $443,280 * Does not include transfers-in
117

GENERAL FUND REVENUES
Account/Description Actual
FY 2023-24*
Adopted
FY 2024-25*
Estimated
FY 2024-25*
Budget
FY 2025-26*
Budget
FY 2026-27*
1 1 0 G e n e r a l F u n d
Revenue Class: 0000 General Revenue
Use of Money & Property
3411 Interest Earnings $ 556,525 $ 514,686 $ 514,686 $ 514,686 $ 524,980 3412 Interest Earnings – Loans 47,774 60,000 60,000 60,000 60,000 3415 Interest Earnings – Fiscal Agent 1,150 1,000 1,000 1,000 1,000 3423 Rental – Enterprise Funds 1,428,646 1,462,933 1,462,933 1,498,042 1,533,996 3424 Rental – Facilities Reservations 722,123 650,290 730,000 793,000 824,720 3427 Rental & Use of Property – Other 587,976 677,164 702,638 712,955 723,576 3428 Rental – Civic & Cultural Center 257,060 230,912 269,744 287,795 266,183 3429L Rental – Civic & Cultural Center - - - - -
Sub-Total $ 3,601,254 $ 3,596,985 $ 3,741,001 $ 3,867,478 $ 3,934,455 Revenues from Other Agencies
3512 Motor Vehicle License Fees $ 59,518 $ 42,208 $ 75,248 $ 61,000 $ 69,500 3514 Property Tax in Lieu of VLF 5,427,602 5,644,706 5,650,243 5,848,002 6,052,682 3515 Homeowner Subvention 34,773 40,000 40,000 40,000 41,000 3539 County Grants - Other 233,545 254,000 340,000 386,060 395,392 3541 CASP – City Portion 22,566 25,800 25,800 25,800 25,800 3542 Peace Officer Training (POST) 9,021 40,000 18,000 40,000 40,000 3549 State Grants - Other 443,965 56,000 856,931 256,000 156,000 3569 Federal Grants – Other 576,512 85,641 419,551 8,500 8,500 Sub-Total $ 6,807,502 $ 6,188,355 $ 7,425,773 $ 6,665,362 $ 6,788,874 Charges for Current Services
3609 Developer Fees – Cost Center $ (7,010) $ - $ - $ - $ - 3611 Zoning & Variance 46,398 33,136 27,286 34,556 29,140 3612 Planning Plan Check 27,135 21,501 21,501 29,001 27,896 3614 Engineering & Inspection 165,886 211,536 16,629 35,302 38,352 3615 Engr. Plan Check & Review 87,203 165,595 116,360 328,664 349,999 3618 Fire Plan Check & Review 23,325 66,500 11,000 14,800 16,400 3619 Fire Inspection 17,146 33,250 35,000 35,050 33,400 361T Technology Fee 66,375 74,900 162,910 230,032 153,600 3623 Sanitary District Administration 960 40,000 32,000 32,000 32,000 3627 Olinda Host Fees 2,212,677 8,465,000 8,465,000 1,741,172 1,741,172 3631
Sales of Maps, Publications &
Copies 2,810 4,510 4,520 4,520 4,520
3633 CASP Admin Fee 1,366 1,520 1,520 1,520 1,520
3634 Special Police Dept. Services 9,827 10,000 12,000 10,000 10,000 Sub-Total $ 2,654,098 $ 9,127,448 $ 8,905,726 $ 2,496,617 $ 2,437,999 * Does not include transfers-in
118

GENERAL FUND REVENUES
Account/Description Actual
FY 2023-24*
Adopted
FY 2024-25*
Estimated
FY 2024-25*
Budget
FY 2025-26*
Budget
FY 2026-27*
1 1 0 G e n e r a l F u n d
Revenue Class: 0000 General Revenue
Charges for Current Services
3636 Special Fire Department Services $ 54,088 $ 200,000 $ 115,000 $ 150,000 $ 150,000 3638 Fire Services Permits 5,382 4,000 4,000 4,000 4,000 3639 Municipal Services - Other 206,098 218,775 212,439 211,309 201,755 3642 Aquatics 210,204 221,238 231,650 236,405 241,900
3643 Youth Programming 165,907 195,100 184,500 208,341 214,591 3644 Classes 215,730 187,117 225,000 229,250 236,128
3646 Day Camp/Excursions 166,514 167,700 160,000 178,500 183,855 3647 Athletics 231,760 311,427 225,013 220,901 225,261
3648 Park Income – Ballfield
Lights/Rental 84,758 80,111 70,900 109,252 113,609
3671 Senior Center 71,471 36,950 49,350 48,350 56,650
3672 Family Resource Center 53,325 52,020 52,000 53,560 55,166 3673 Transportation 33,282 15,624 15,624 15,624 15,624
3675 Babysitting 37,436 25,600 34,100 35,940 37,018
3676 Fitness/Wellness 497,988 469,200 518,000 565,250 582,208 3694 Theatre - Other 458,620 425,016 494,407 592,260 597,960 3695 Gallery Sales 96,440 65,000 71,700 103,950 106,950 3698 Special Events 190,190 177,000 177,000 195,000 201,000 3699 Cultural Services - Other - 15,624 15,624 15,624 15,624 Sub-Total $ 2,779,193 $ 2,867,502 $ 2,856,307 $ 3,173,516 $ 3,239,299 Other Income
3712 Sale of Equipment & Scrap $ 7,853 $ 8,659 $ 86,170 $ 80,000 $ 80,000 3722 Refunds – Prior Year Expense 11,473 - - - -
3723 Recovery of Overhead 124,800 25,500 25,500 25,500 25,500 3725 Recovery – State Mandated Costs 177,405 - - - -
3726 Recovery – Civic Center Oper. 6,056 - - - -
3727 Miscellaneous Revenues 125,209 143,993 123,195 123,395 223,395 3728 Recovery – Salaries/Wages 140,391 206,000 140,000 140,000 140,000 3729 Refunds & Recovery – Other 7,923 3,967 5,523 5,523 5,523 3743 Contrib. – Municipal Enterprises 1,118,280 1,139,290 1,014,389 1,429,327 1,466,910 3743 Contrib. – Municipal Enterprises - - 2,500 - -
Sub-Total $ 1,719,390 $ 1,527,409 $ 1,522,178 $ 1,803,745 $ 1,941,328 119

GENERAL FUND REVENUES
Account/Description Actual
FY 2023-24*
Adopted
FY 2024-25*
Estimated
FY 2024-25*
Budget
FY 2025-26*
Budget
FY 2026-27*
1 1 0 G e n e r a l F u n d
Revenue Class: 0000 General Revenue
Other Income (Continued)
3749 Contrib. – Other $ 7,218 $ 1,030,000 $ 1,041,389 $ 30,500 $ 31,010 3792 Merchandise 2,104 2,601 2,500 2,050 2,102
3793 BCC Café 140,668 120,425 141,200 141,149 145,490
Sub-Total $ 149,990 $ 1,153,026 $ 1,185,089 $ 173,699 $ 178,602 Sub-Total by Revenue Class $ 65,380,752 $ 74,467,184 $ 73,661,259 $ 69,454,286 $ 70,745,631 * Does not include transfers-in
120

MANAGEMENT SERVICES
Brea
Residents
City Council
City Manager
Policy Formation
Division
City Council
Legal Services
Human
Resources
Division
Risk
Management
Employee &
Labor Relations
Recruitment
Benefits
City Management
Division
Administration
Legislative
Administrative
Support
Regional Issues
City Clerk
Division
City Council
Support
Elections
Administration
Records
Management
Communications
and Marketing
Division
Public
Information
Marketing
Media Services
Graphics
Assistant City
Manager
121

MANAGEMENT SERVICES
S t a t e m e n t o f P u r p o s e
The Management Services Department ensures all city services are delivered at the highest standards, in alignment with City Council policies and priorities. Overseeing all seven departments within the organization, Management Services provides leadership and support to both internal and external stakeholders, fostering efficiency, transparency, and trust.

Through dedication to excellence, the Department strives to create a seamless operational environment that meets the needs of the organization and the community.

P r o g r a m O v e r v i e w
The Management Services Department is dedicated to ensuring effective city governance, transparent policy implementation, and strong public engagement through its five (5) key divisions: Policy formation, City Management, City Clerk, Human Resources and Risk Management, and Communications and Marketing. At the head of the Department is the City Manager, who is appointed by the City Council and serves as the organization’s Chief Administrative Officer. The City Manager ensures City Council’s direction on policies are implemented and efforts across various City departments align with the Brea’s goals and priorities. The department provides policy guidance, oversight of legal services provided by the City Attorney, City Council support, development and monitoring of the City’s Legislative Program, and ensuring transparency and compliance with federal, state, and local statutes. The Department also plays a vital role in keeping the Brea community informed and engaged through a robust range of public information, media relations, and community outreach initiatives. Additionally, the Management Services Department serves as the fiscal agent and oversees the North Orange County Public Safety Collaborative (NOCPSC), a Federally funded program that supports regional public safety initiatives.

To enhance the organizations efficiency, the Department has successfully transitioned the City’s Human Resources and Risk Management functions to be under the Management Services Department. This division includes the recruitment, testing, and selection of candidates for employment and promotion; the administration of the City’s position classification plan; compensation insurance programs; employee and labor relations; and the training, education and development of existing personnel.

Through collaboration, all divisions within Management Services work to keep the City of Brea responsive, transparent, and connected to the community.

F Y 2 0 2 5 - 27 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Function in a supportive capacity for all applicable City Council Priorities and Projects • Manage employee recruitments and separations to allow for a coordinated staffing and succession plan (CC Priority No. 11)
• Provide ongoing training and employee appreciation events to enhance employee investment, relations, retention and attraction (CC Priority No. 11)
• Communications and Marketing Division to continue working with Departments to develop and launch educational campaigns and community outreach on an as-needed basis (CC Priority No. 2, 11, and 13) F Y 2023 - 25 A c c o m p l i s h m e n t s
• Fostered effective and supportive working relationships with the City’s legislative representatives, including those who were newly elected to represent Brea as a result of the 2022 Election • Pursued funding for large-scale projects through the Federal earmark grant application process • Successfully launched Brea’s internal radio station, KBREA, as an internal communication tool to assist in employee relations and retention
• Designed signage to increase awareness of wildlife sightings and pedestrian safety on the Tracks at Brea Trail • Designed and executed a range of educational and outreach campaigns for city, regional, and collaborative partnership initiatives involving public safety and economic development 122

MANAGEMENT SERVICES
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Initiated a citywide scanning effort to digitize historical vital records, resulting in the digitization of over 55,000 images
• Successfully implemented the City of Brea as the fiscal agent to the State Budget Act of 2021 funding allocation of $8 million to the North Orange County Public Safety Collaborative (NOCPSC) • Implemented a new agenda management system to improve user experience, increase transparency and standardize agenda interfaces across all City legislative and advisory bodies • Upgraded technology in the Council Chambers to include digital speaker cards, streamlining processes for public speakers at public meetings
• Implemented the use of a new, electronic public records request tracking system and public portal, streamlining the processing of, and improving the turnaround time of over 700 requests for public records • Launched the City’s new NEOGOV onboarding and performance review portals • Successfully negotiated long-term contracts with six labor associations • Completed the first Ambulance Operator recruitment for 22 new in-house Ambulance Program positions • Hired and trained two (2) new Human Resources employees in response to promotions 123

MANAGEMENT SERVICES
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-Time Equivalents (FTEs) 13.000 13.000 13.000 20.000 20.000 Employee Services $ 2,197,420 $ 2,304,753 $ 2,235,920 $ 3,523,061 $ 3,691,234 Other Operating 1,174,617 1,400,888 1,633,021 7,052,502 7,720,697 Capital 66,493 120,420 722,203 118,300 118,300
Total $ 3,438,530 $ 3,826,061 $ 4,591,144 $ 10,693,863 $ 11,530,231 Funding Sources
General Fund (110) $ 3,389,030 $ 3,775,184 $ 4,532,257 $ 4,572,303 $ 4,876,360 Other Post Employ. Benefits (150) - - - 962,125 981,250 Paramedic Services (174) - - - 136,137 144,904
Urban Runoff (410) 16,500 16,830 19,500 21,000 22,500
Water Utility (420) 16,500 17,217 19,887 21,129 22,632
Sewer Utility (430) 16,500 16,830 19,500 21,000 22,500
Risk Management (470) - - - 4,960,169 5,460,085
Total $ 3,438,530 $ 3,826,061 $ 4,591,144 $ 10,693,863 $ 11,530,231 Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Capital
Other Operating
Employee Services
124

MANAGEMENT SERVICES
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
P o l i c y F o r m a t i o n D i v i s i o n
Employee Services $ 43,315 $ 46,265 $ 41,473 $ 52,283 $ 52,283 Other Operating 605,225 628,699 635,467 623,635 666,812 Division Total $ 648,540 $ 674,964 $ 676,940 $ 675,918 $ 719,095 C i t y M a n a g e m e n t D i v i s i o n
Employee Services $ 1,023,211 $ 1,051,903 $ 996,504 $ 989,998 $ 1,025,172 Other Operating 258,393 268,864 274,119 278,260 294,145 Division Total $ 1,281,604 $ 1,320,767 $ 1,270,623 $ 1,268,258 $ 1,319,317 C o m m u n i c a t i o n s a n d M a r k e t i n g D i v i s i o n Employee Services $ 652,842 $ 719,682 $ 713,733 $ 769,929 $ 816,583 Other Operating 211,990 237,202 244,529 175,811 169,782 Capital 66,493 120,420 722,203 118,300 118,300
Division Total $ 931,325 $ 1,077,304 $ 1,680,465 $ 1,064,040 $ 1,104,665 C i t y C l e r k D i v i s i o n
Employee Services $ 478,051 $ 486,903 $ 484,210 $ 508,582 $ 524,593 Other Operating 99,010 266,123 478,906 77,196 193,087
Division Total $ 577,061 $ 753,026 $ 963,116 $ 585,778 $ 717,680 H u m a n R e s o u r c e s D i v i s i o n
Employee Services $ - $ - $ - $ 1,202,269 $ 1,272,603
Other Operating - - - 5,897,600 6,396,871
Division Total $ - $ - $ - $ 7,099,869 $ 7,669,474
Department Total $ 3,438,530 $ 3,826,061 $ 4,591,144 $ 10,693,863 $ 11,530,231 125

ADMINISTRATIVE SERVICES DEPARTMENT
Brea
Residents
City Council *
City Manager
Administrative
Services
Department
Administrative
Division
Administration
Revenue Division
Treasury
Utility Billing
Business Tax
Accounts
Receivable
Accounting and
Auditing Division
General Ledger
Audits and
Reporting
Payroll
Accounts Payable
Budget Division
Budget
Purchasing
Reprographics/
Mail Service
Information
Technology
Division
Internal Support
External Support
Development/ GIS
* Elected
City
Treasurer *
126

ADMINISTRATIVE SERVICES DEPARTMENT
S t a t e m e n t o f P u r p o s e
The Administrative Services Department is committed to providing the highest level of administrative, financial and information technology services to our customers, both internal and external, utilizing collaborative teamwork that emphasizes honesty, integrity, efficiency and transparency.

P r o g r a m O v e r v i e w
The Administrative Services Department consists of five divisions: Administration, Accounting and Auditing, Budget, Information Technology, and Revenue. The Department is responsible for the fiscal affairs of the City and the Brea Public Financing Authority. This includes the handling and investment of cash, procurement of goods and services, disbursement of money, billing of utilities, recording of all transactions, payroll processing, budget preparation, general ledger maintenance, safeguarding of financial assets and financial records of the City. Furthermore, the Administrative Services Department serves as a liaison to the Finance Committee and the Investment Advisory Committee.

The Department also provides information technology services to the entire organization and contracted client agencies through the Information Technology Division’s entrepreneurial base. Supporting all City departments, including Public Safety, the Administrative Services Department requires staying up-to-date on current technology trends, security enhancements and regulatory changes while maintaining high levels of customer service to both internal and external customers. The Division is comprised of the following programs: internal support, application support, external support, and geographic information system support. Through these five divisions, the Administrative Services Department provides the highest level of internal and external customer service.

F Y 202 5 - 27 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Identify opportunities to pay down unfunded pension liability and other post-employment benefits (OPEB) obligations through strategic use of revenues over expenditures when available (CC Priority No. 1) • Monitor current and ongoing changes to sales tax and property tax projections to mitigate volatility and propose creative strategies to enhance City revenues (CC Priority No. 15) • Evaluate potential improvements for operational efficiency and consider both short-term and long-term cost reduction ideas that allow for more strategic use of resources and greater fiscal flexibility (CC Priority No. 15) F Y 2023 - 25 A c c o m p l i s h m e n t s
• Received Award of Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the 34th consecutive year
• Successfully completed the annual independent audit before the December 31, 2024 deadline with no comments or findings
• Implemented Government Accounting Standards Board (GASB) Statements No. 100 • Awarded a new contract for the City’s independent auditors, Lance, Soll & Lunghard, LLP, for audit services • Conducted training sessions for City staff including budget basics, risk management and insurance training • Prepared quarterly budget updates with Executive and Management staff • Launched the City’s new personnel budgeting software application, ClearGov • Updated City’s CalCard procedures and standardized credit card limits throughout the organization • Initiated Citywide User Fee Study with departments
• Updated City’s boilerplate agreement for use by departments • Processed over 230 purchase orders and solicited seven formal RFPs, including Ambulance Billing Services, Legislative Services and Citywide Document Scanning Services • Reinstated City’s surplus and disposal program and received over $235,000 in surplus revenue • Completed a fire, dispatch, water and sewer impact fee study and updated the corresponding fees (the last study was conducted more than 17 years ago)
127

ADMINISTRATIVE SERVICES DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Adopted a new sewer impact fee
• Updated sewer connection fees (last updated in 1975)
• Completed the Request for Proposal and awarded a five-year agreement for Section 115 Trust Administration and Investment Advisory Services with Public Agency Retirement Services (PARS) and Chandler Asset Management • Completed the California Municipal Treasurers Association (CMTA) Investment Policy Certification Program • Upgraded the City’s virtual network infrastructure
• Transitioned the City’s intranet to a Microsoft SharePoint hosted solution • Supported the Police Department’s framework development for the Integrated Crime Center (ICC) initiative

128

ADMINISTRATIVE SERVICES DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-Time Equivalents (FTEs) 38.725 38.725 38.725 29.725 29.725 Employee Services $ 5,862,576 $ 6,546,203 $ 6,122,337 $ 4,829,887 $ 4,987,732 Other Operating 7,207,335 8,096,541 8,367,452 2,591,611 2,733,180 Capital 111,225 60,000 110,000 1,611,388 35,000
Total $ 13,181,136 $ 14,702,744 $ 14,599,789 $ 9,032,886 $ 7,755,912 Funding Sources
General Fund (110) $ 4,373,953 $ 4,373,635 $ 4,443,415 $ 3,263,343 $ 3,387,323 General Plan Maintenance (120) 2,614 1,500 6,500 1,210 2,200 Veteran’s Memorial (130) 26 50 50 20 20
Other Post Employment Benefits (150) 928,446 1,010,935 943,000 - - Public Safety Augmentation (172) 1,608 1,150 1,800 1,740 1,700 Supplemental Law Enf. Services (173) 349 150 500 470 480 Paramedic Services (174) - 158,972 60,459 - -
Gas Tax (220) 2,464 1,700 3,100 130 150
Road Maintenance & Repair (221) 5,834 2,000 6,500 2,020 3,630 Narcotics Enf. Asset Seizure Fed (230) - - 10 40 40
Narcotics Enf. Asset Seizure (231) 852 550 1,000 390 370 National Opioid Settlement (233) 320 - 2,000 1,280 770
Retail Theft Grant (234) 923 - - - -
Air Quality Improvement Fees (240) 361 500 1,000 20 120 Park Development (250) 4,120 2,700 5,000 680 690
Measure M Trans. Tax (260) 4,198 1,650 5,500 4,030 3,010 Affordable Housing Trust (270) 13,267 3,600 24,000 12,350 12,900 Successor Agency Housing (280) 8,907 6,200 9,000 4,260 4,100 LLMD No. 1 (341) 36 10 40 30 10
LMD No. 2 (342) 62 40 70 60 50
LLMD No. 3 (343) 92 100 120 90 70
LMD No. 4 (344) 34 20 50 30 30
LLMD No. 5 (345) 226 100 250 210 180
LLMD No. 6 (346) 388 130 400 430 450
LLMD No. 7 (347) 22 10 25 20 20
CFD No. 2008-01 (360) 4,476 1,800 4,200 4,320 4,130
CFD No. 2011-01 (361) 793 2,130 800 360 300
CFD No. 2013-01 (362) 212 160 250 240 260
CFD No. 2013-02 (363) 314 180 330 360 420
Urban Runoff (410) 10,462 10,883 10,927 10,850 11,240
Water Utility (420) 708,798 792,732 791,988 782,717 760,648 Sewer Utility (430) 70,801 69,869 86,895 85,233 89,086
Sanitation & Street Sweeping (440) 402 876 1,336 662 666 IT External Support (460) 1,056,922 1,081,430 1,041,904 673,405 286,272 Golf Course (465) 6,550 2,150 18,500 6,630 3,890
129

ADMINISTRATIVE SERVICES DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s ( c o n t i n u e d ) Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Risk Management (470) 3,276,677 4,230,807 4,314,007 12,840 10,430 IT Internal Support (475) 2,540,967 2,670,225 2,650,646 4,005,494 3,008,930 Equipment & Vehicle Maint. (480) 4,049 2,700 4,100 2,860 2,870 Building Occupancy (490) 2,286 1,650 5,200 1,390 1,410
Traffic Impact Fees (540) 76,807 72,446 73,707 67,322 69,577 Water Impact Fees (541) 14,099 13,950 13,950 12,940 13,070 Fire Impact Fees (542) 6,808 13,450 14,950 14,950 14,950 Dispatch Impact Fees (543) 448 540 610 600 670
Sewer Impact Fees (544) - 400 - 40 40
Storm Drain Construction (550) 606 4,100 1,600 620 40
Capital & Mitigation Improv. (560) 4,380 104,384 4,100 960 960 PARS Post Employment Benefits (810) 45,177 60,180 46,000 55,240 57,740 Total $ 13,181,136 $ 14,702,744 $ 14,599,789 $ 9,032,886 $ 7,755,912

Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
Capital
Other Operating
Employee Services
130

ADMINISTRATIVE SERVICES DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
A d m i n i s t r a t i v e D i v i s i o n
Employee Services $ 438,670 $ 442,644 $ 253,123 $ 410,019 $ 420,556 Other Operating 169,552 270,532 217,206 163,437 165,489 Division Total $ 608,222 $ 713,176 $ 470,329 $ 573,456 $ 586,045 B u d g e t D i v i s i o n
Employee Services $ 698,300 $ 713,597 $ 755,779 $ 759,946 $ 784,367 Other Operating 362,428 339,238 341,513 350,691 366,933 Division Total $ 1,060,728 $ 1,052,835 $ 1,097,292 $ 1,110,637 $ 1,151,300 R e v e n u e D i v i s i o n
Employee Services $ 792,416 $ 792,759 $ 845,338 $ 851,006 $ 882,580 Other Operating 937,574 718,061 958,903 674,575 652,796 Division Total $ 1,729,990 $ 1,510,820 $ 1,804,241 $ 1,525,581 $ 1,535,376 A c c o u n t i n g a n d A u d i t i n g D i v i s i o n Employee Services $ 614,330 $ 881,779 $ 777,752 $ 779,889 $ 822,365 Other Operating 282,450 300,804 321,081 320,459 320,479 Capital (90,014) - - - -
Division Total $ 806,766 $ 1,182,583 $ 1,098,833 $ 1,100,348 $ 1,142,844 I n f o r m a t i o n T e c h n o l o g y D i v i s i o n Employee Services $ 2,302,304 $ 2,513,026 $ 2,353,874 $ 2,029,027 $ 2,077,864 Other Operating 1,140,198 1,228,783 1,276,532 1,082,449 1,227,483 Capital 201,239 60,000 110,000 1,611,388 35,000
Division Total $ 3,643,741 $ 3,801,809 $ 3,740,406 $ 4,722,864 $ 3,340,347 H u m a n R e s o u r c e s D i v i s i o n
Employee Services $ 1,016,556 $ 1,202,398 $ 1,136,471 $ - $ - Other Operating 4,315,133 5,239,123 5,252,217 - -
Division Total $ 5,331,689 $ 6,441,521 $ 6,388,688 $ - $ - Department Total $ 13,181,136 $ 14,702,744 $ 14,599,789 $ 9,032,886 $ 7,755,912 131

POLICE SERVICES DEPARTMENT
Brea
Residents
City Council
City Manager
Police Department
Office of the
Chief of Police
Operations
Division
Community
Outreach
Patrol
Traffic
SWAT
Support Services
Division
Investigations
Crimes Persons
Crimes Property
Crime
Suppression Unit
Integrated Crime
Center
Records and
Property
Records
Property and
Evidence
Dispatch
132

POLICE SERVICES DEPARTMENT
S t a t e m e n t o f P u r p o s e
The purpose of the Brea Police Department is to enhance safety and quality of life through smart, empathetic, responsive policing in partnership with the community.

P r o g r a m O v e r v i e w
The Brea Police Department provides a full range of services to the City of Brea and is committed to safeguarding both its residents of approximately 47,000 and a daylight population nearing 125,000. Structured into two (2) primary divisions - Support Services and Operations – the Department emphasized a proactive approach to law enforcement, utilizing crime analysis to identify crime trends, optimize community resources, and enhance public safety. This approach and strategy align with the Department’s mission to foster a secure environment through innovation, collaborative decision-making, and shared organizational values.

The Support Services Division and Operations Division provide essential administrative and specialized functions that strengthen the department's overall efficiency. The Support Services Division includes Records Management, responsible for maintaining accurate documentation; the 24/7 Communications Center, which handles emergency and non-emergency calls; and Crime Analysis, which employs data-driven strategies to identify trends and allocate resources effectively.

Additionally, the division oversees Property and Evidence Management, ensuring the integrity of collected items, and Crime Scene Investigation, which meticulously processes crime scenes to support investigative efforts. These units ensure transparency, foster community trust, and provide critical support to frontline law enforcement operations. The Departments’ Operations Division serves as the frontline of law enforcement, delivering proactive policing through patrol services, traffic enforcement, and criminal investigations. Officers work to deter crime, provide rapid response to incidents, and uphold public order. Additionally, it also focuses on crime prevention and problem-solving, collaborating with the community to address safety concerns through its Downtown Liaison Officer, the Homeless Liaison Officer, and School Resource Officer.

By integrating modern policing techniques with a commitment to service, the Brea Police Department ensures a secure and welcoming environment for all who live, work, and visit the City.

F Y 2025 - 27 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Continue expanding comprehensive department-wide wellness and professional development programs (CC Priority No. 11)
• Continue to grow the Integrated Crime Center (ICC) by overseeing the design and construction of a Police Department high-speed camera system and seeking public and corporate partners to increase our camera network (CC Priority No. 14)
• Construct physical Integrated Crime Center work space to support ICC Operations. (CC Priority No. 14) • Continue to evaluate and acquire technologies to aid in complex investigations, increase efficiencies, and maximize employee productivity (CC Priority No. 9, 11 & 15)
• Continue exploring the expanded use of department-issued cell phones to leverage technology and increase efficiencies, including transitioning to mobile-based parking citation program and using phones to transmit evidence photos directly into evidence storage (CC Priority No. 11& 15) • Continue to grow our partnership with Community Services Department, Brea Resource Center, and North OC Public Safety Collaborative to engage with the homeless population (CC Priority No. 4) • Continue the transition of North OC Public Safety Collaborative-funded personnel to deploy from HOPE Center (CC Priority No. 4)
• Continue the transition of response to non-emergency and non-criminal homeless-related calls for service from the Police Department to the HOPE Center (CC Priority No. 4) 133

POLICE SERVICES DEPARTMENT
F Y 2 0 2 5 - 2 7 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s C o n t i n u e d
• Continue to expand and increase the use of social media for community outreach, education, and dissemination of helpful information (CC Priority No. 13)
• Continue to enhance effective communication throughout the organization by expanding the uses of SharePoint and Teams platforms (CC Priority No. 11 & 14)
• Continue to seek various grant opportunities, including a Cannabis Tax and Office of Traffic Safety grant, , an officer Mental Health and Wellness grant, and renewal of Board of State and renewal of Community Corrections (BSCC) Organized Retail Theft grant (CC Priority No. 14 & 15)
• Continue recruitment efforts to fill vacancies and address anticipated future staffing needs (CC Priority No. 11) • Work with BOUSD and City Staff to continue e-bike safety and educational campaign and conduct e-bike ordinance enforcement as needed (CC Priority No. 13)
• Continue to refine city ordinances in response to new legislation and/or binding court decisions (CC Priority No. 4 & 13)
• Establish goals and implement recommendation generated by Support Services analysis, staff team-building workshop, and five-year strategic plan (CC Priority No. 11, 13, 14, and 15) • Hold additional formal outreach programs (National Night Out, Shop with a Cop, Citizen Academy, and Coffee with a Cop) (CC Priority No. 13)
• Continue collaborating with the Orange County District Attorney’s Office and technology vendors in efforts to streamline digital evidence storage and transmission of digital evidence to court (CC Priority No. 15) F Y 2 0 2 3 - 2 0 2 5 A c c o m p l i s h m e n t s
• Obtained grant funding from various sources including a Board of State and Community Corrections (BSCC) Organized Retail Theft grant, Cannabis Tax grant, Office of Traffic Safety STEP grant, and Department of Justice Tobacco grant
• Through BSCC grant funding, built the framework/backbone for a proposed multi-faceted Integrated Crime Center (ICC). The center is being used for both after-the-fact crime solving and real-time event monitoring. The backbone includes a software program, video storage, video analytics, license plate readers, UAS/drones, staffing, and a Drone as a First Responder (DFR) program
• Conducted Support Services Division staffing study and process analysis to optimize efficiency and plan for future needs
• Conducted a team building workshop and worked to develop a new proposed five-year Strategic Plan for 2025- 2030
• Continued development and implementation of a comprehensive, holistic, employee-driven, department-wide wellness program
• Upgraded employee safety and emergency equipment
• Working with the Orange County District Attorney’s Office and technology vendors in efforts to streamline digital evidence storage and transmission of digital evidence to court through application programming interfaces (APIs) • Implemented technology to improve communication with our community and employed mechanisms to receive and respond to community feedback
• Working with Human Resources to implement a new performance review system • Implemented a new training management system to streamline the request, approval, and tracking of advanced officer and civilian professional staff training
• Based on call for service data, transitioned to a new district and beat configuration to balance workload among patrol officers, maximize efficiency of staff deployment, and minimize response time 134

POLICE SERVICES DEPARTMENT
F Y 2 0 2 3 - 2 0 2 5 A c c o m p l i s h m e n t s C o n t i n u e d • Implemented a new patrol team policing schedule to provide more effective police staffing to the city, while improving span of control, oversight, mentoring, and evaluation of patrol officers, and reducing overtime • Entered into a contract with a new background investigation company to more fully leverage our digital process • Increased partnership with Community Services Department and Brea Resource Center to engage with the homeless population
• Continued participation in the North Orange County Public Safety Collaborative, focusing on homelessness and atrisk youth • Made significant progress in transitioning response to non-emergency and non-criminal homeless-related calls for service from the Police Department to the HOPE Center
• Worked with City Staff, City Attorney, and BOUSD to develop and implement an e-bike ordinance and e-bike safety and educational campaign
• Continued professional development training for all personnel groups via a partnership with The Optimism Company, Messina & Associates, and Breaking the Chain Consulting • Partnered with The Counseling Team International (CTI) and Premier First Responder Psychological Services to provide counseling services to employees suffering from work-related trauma • Hired and retained 19 new employees
• Continued to expand and increase the use of digital and social media for community outreach, education, engagement, and dissemination of helpful information
• Conducted an informal internal audit of technological needs as part of the budget planning process into a permanent Research, Development, and Forecasting Team
• Improved internal communication by building and growing a SharePoint page for Police Department employees • Worked with City Staff and City Attorney to draft revised and enhanced city ordinances to govern public camping, public storage of property, and obstruction of sidewalk and passages. • Continued engaging the community through well-attended formal outreach programs (National Night Out, Shop with a Cop, Citizen Academy, and Coffee with a Cop)
135

POLICE SERVICES DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-time Equivalents (FTEs) 103.167 103.567 103.567 107.292 107.292 Employee Services $ 24,350,380 $ 25,650,708 $ 24,633,033 $ 27,167,703 $ 28,706,298 Other Operating 5,019,908 5,361,081 5,713,091 4,828,951 5,245,918 Capital 1,668,258 372,967 834,163 92,967 359,767
Total $ 31,038,546 $ 31,384,756 $ 31,180,287 $ 32,089,621 $ 34,311,983 Funding Sources
General Fund (110) $ 28,779,698 $ 29,841,042 $ 29,397,209 $ 30,916,065 $ 33,170,004 Com. Benefit & Economic Dev. (140) - - - - -
Public Safety Augmentation (172) 270,232 298,465 400,714 265,734 265,734 Supplemental Law Enfor. Services (173) - 22,000 22,424 - - Narcotics Asset Seizure - Fed (230) 8,297 - - - -
Narcotics Asset Seizure (231) 23,672 198,000 282,495 20,080 20,682 Organized Retail Theft (234) 1,731,416 791,169 824,397 619,009 565,612 Air Quality Impr. Fees (240) - - - - -
CFD # 08-01(360) 78,831 82,587 89,857 95,206 102,627
CFD # 11-01 (361) 103,606 107,952 116,231 123,029 132,777 CFD # 13-01 (362) 11,261 11,567 12,466 13,415 14,476
CFD # 13-02 (363) 31,533 31,974 34,494 37,083 40,071
Total $ 31,038,546 $ 31,384,756 $ 31,180,287 $ 32,089,621 $ 34,311,983

Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
Capital
Other Operating
Employee Services
136

POLICE SERVICES DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
O f f i c e o f t h e C h i e f o f P o l i c e D i v i s i o n Employee Services $ 3,759,996 $ 3,765,146 $ 3,628,713 $ 4,055,493 $ 4,191,807 Other Operating 1,001,664 1,117,296 1,369,675 840,169 941,739 Capital 868 85,000 85,000 - -
Division Total $ 4,762,528 $ 4,967,442 $ 5,083,388 $ 4,895,662 $ 5,133,546 S u p p o r t S e r v i c e s D i v i s i o n
Employee Services $ 6,583,036 $ 7,785,689 $ 6,932,781 $ 8,140,814 $ 8,809,222 Other Operating 1,524,536 1,575,031 1,644,328 1,390,654 1,585,852 Capital 1,660,550 279,967 638,914 79,967 351,767
Division Total $ 9,768,122 $ 9,640,687 $ 9,216,023 $ 9,611,435 $ 10,746,841 O p e r a t i o n s D i v i s i o n
Employee Services $ 14,007,348 $ 14,099,873 $ 14,071,539 $ 14,971,396 $ 15,705,269 Other Operating 2,493,708 2,668,754 2,699,088 2,598,128 2,718,327 Capital 6,840 8,000 110,249 13,000 8,000
Division Total $ 16,507,896 $ 16,776,627 $ 16,880,876 $ 17,582,524 $ 18,431,596 Department Total $ 31,038,546 $ 31,384,756 $ 31,180,287 $ 32,089,621 $ 34,311,983 137

FIRE SERVICES DEPARTMENT
Brea Residents
City Council
City Manager
Fire Services
Department
Administrative Bureau
Administration Staff
Emergency
Management
Fire Operations
Bureau
EMS Division
Training Division
Logisitics Division
Fire Prevention
Bureau
Fire Prevention
Prevention Specialists
Permit Technician
138

FIRE SERVICES DEPARTMENT
S t a t e m e n t o f P u r p o s e
The Fire Department provides emergency services, fire safety, and emergency medical services to the Brea community through sustained training and prevention, progressive education, and highly professional and compassionate customer service.

P r o g r a m O v e r v i e w
The Fire Department serves the community by providing exceptional life safety services through 24-hour emergency response, fire prevention, and public safety education. Dedicated to protecting lives and property, the Department responds to a wide range of critical situations including fires, explosions, hazardous materials incidents, medical emergencies, accidents, and public assistance requests. Through a commitment to preparedness, safety, and service, the Department works to enhance emergency response capabilities and community resilience.

Organized into four (4) core divisions - Administration, Ambulance Services, Fire Operations, and Fire Prevention – the Fire Department ensures effective operations and service delivery. The Administration Division oversees financial management, contracts, grants, and administrative support for emergency and fire prevention services. The Fire Operations Division consists of Emergency Medical Services (EMS) to provide life-saving medical care, and training to enhance operational safety readiness and ensure compliance with all mandated certifications. The Department’s Fire Operations Division also maintains critical equipment and resources, ensuring firefighters have the necessary tools for effective response. Additionally, there is high focus on disaster planning, staff training, and public education, including management of the Community Emergency Response Team (CERT) to strengthen community resilience and local response efforts. Within the Department, the Fire Prevention Division plays a vital role in community safety by enforcing fire codes, conducting inspections, and managing hazardous process permitting. Working with the City planners and developers, the division ensures new construction projects meet safety standards, while also mitigating risks in existing structures. All activities are conducted in accordance with the California Code of Regulations, ensuring the highest standards of safety for the community.

Through these coordinated efforts, the Fire Department remains dedicated to protecting lives and property, providing exceptional emergency services and enhancing the overall safety of the Brea community.

F Y 2 0 25 - 2 7 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Evaluate department staffing needs in all divisions and continue evaluating possible funding through grant opportunities (CC Priority 9 and 15)
• Evaluate current fee schedule and cost recovery efforts. (CC Priority 15) • Update the Standards of Cover and Community Risk Assessment Study to better assess staffing, equipment and deployment needs. (CC Priority 9 and 15)
• Establish a program supporting professional development for all department personnel. (CC Priority 11) • Consider deploying a third ambulance “day car” for hours of increased call volume (CC Priority 9) F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s
• Performed all state-mandated and non-mandated fire inspections • Added a third firefighter position based upon the approved Fire Deployment Plan • Provided public education related to wildfires via 5,000+ educational mailers • Collaborated with surrounding operational areas to update wildfire response within the San Bernardino, Orange, Los Angeles and Riverside (SOLAR) plan area
• Achieved 100% compliance on state mandated inspections and brush clearance requirements • Achieved the designation of a Fire Risk Reduction Community by the California Board of Forestry and Fire Protection • Conducted Emergency Operations Center (EOC) trainings and tabletop exercise • Implemented the new in-house ambulance program (CC Priority No. 6) • Completed Brea’s first ever Local Hazard Mitigation Plan including adoption by City Council, Cal OES and FEMA 139

FIRE SERVICES DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Fortified our EMS delivery by successfully graduating six paramedics from Saddleback College Paramedic Program • Purchased new fire hoses, couplings and rope to comply with current standards and ensuring firefighter safety • Conducted a successful firefighter recruitment
• Updated all Standard Operating Procedures and the Standard Operating Guide to align with Orange County fire operating standards
• Delivered Wildland Command and Control training with an emphasis on ICS improvements • Actively participated in several community outreach events • Participated in several North Net trainings including Vent-Enter-Isolate-Search (VEIS) training in which Brea Fire staff instructed the other MetroNet Fire Agencies
140

FIRE SERVICES DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-Time Equivalents (FTEs) 59.000 60.000 60.000 74.216 74.216 Employee Services $ 14,796,369 $ 17,450,552 $ 17,839,134 $ 19,854,056 $ 20,798,307 Other Operating 3,145,007 3,985,655 4,052,418 3,188,977 3,290,283 Capital 850,995 102,249 532,695 852,449 92,000
Total $ 18,792,371 $ 21,538,456 $ 22,424,247 $ 23,895,482 $ 24,180,590 Funding Sources
General Fund (110) $ 9,498,449 $ 11,026,771 $ 10,443,865 $ 10,974,878 $ 11,475,385 Public Safety Augmentation (172) 55,394 102,249 - 553,449 137,000 Paramedic Services (174) 8,592,949 9,522,075 10,881,139 10,929,234 11,486,091 CFD # 08-01(360) 295,927 413,484 500,402 474,575 492,775 CFD # 11-01 (361) 244,243 380,015 481,593 452,502 473,389 CFD #13-01 (362) 18,847 27,405 33,759 31,734 33,166
CFD #13-02 (363) 43,973 66,457 83,489 79,110 82,784
Fire Impact Fees (542) 42,589 - - 400,000 -
Total $ 18,792,371 $ 21,538,456 $ 22,424,247 $ 23,895,482 $ 24,180,590

Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
Capital
Other Operating
Employee Services
141

FIRE SERVICES DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
A d m i n i s t r a t i v e D i v i s i o n
Employee Services $ 1,179,076 $ 1,304,952 $ 1,322,034 $ 1,362,968 $ 1,402,967 Other Operating 1,054,037 477,875 508,275 496,099 526,046 Division Total $ 2,233,113 $ 1,782,827 $ 1,830,309 $ 1,859,067 $ 1,929,013 F i r e O p e r a t i o n s a n d P a r a m e d i c D i v i s i o n Employee Services $ 13,044,620 $ 15,352,681 $ 15,690,579 $ 17,618,215 $ 18,478,472 Other Operating 1,883,056 3,295,923 3,316,687 2,532,783 2,564,792 Capital 825,678 102,249 530,712 852,449 92,000
Division Total $ 15,753,354 $ 18,750,853 $ 19,537,978 $ 21,003,447 $ 21,135,264 F i r e P r e v e n t i o n D i v i s i o n
Employee Services $ 572,673 $ 792,919 $ 826,521 $ 872,873 $ 916,868 Other Operating 207,914 211,857 227,456 160,095 199,445 Capital 25,317 - 1,983 - -
Division Total $ 805,904 $ 1,004,776 $ 1,055,960 $ 1,032,968 $ 1,116,313 Department Total $ 18,792,371 $ 21,538,456 $ 22,424,247 $ 23,895,482 $ 24,180,590 142

COMMUNITY DEVELOPMENT DEPARTMENT
Brea
Residents
City Council
City Manager
Community
Development
Department
Administration
Division
Budget
Management of
Operations
Initiatives
Planning
Division
Planning
Commission
Current
Planning
Advanced
Planning
Coordination of
Entitlement
Process
Building and
Safety
Division
Building Plan
Check
Building
Inspection
Code
Enforcement
Front Counter
Operations
Cost Center
Program
Economic
Development
and Housing
Program
Division
Business
Retention and
Attraction
Affordable
Housing and
Housing Rehab.

Programs
City Real Estate
Services
Successor
Agency
143

COMMUNITY DEVELOPMENT DEPARTMENT
S t a t e m e n t o f P u r p o s e
The Community Development Department’s mission is to maintain and improve all aspects of the City’s physical environment and ensure Brea remains a livable, competitive, and sustainable community through effective land use planning, supportive construction and management, proactive code enforcement, innovative economic development activities, and affordable housing programs. The Department provides services that promote the community's long-term interests in maintaining Brea’s standard of excellence for residential and commercial development and service. Through its care and service, Community Development works to protect and enrich the quality of life in the Brea community for its residents, businesses, and visitors.

P r o g r a m O v e r v i e w
The Community Development Department serves the Brea community through comprehensive planning, building plan review and development inspections, housing programs, and economic development activities. The team aspires to high standards of integrity, character, and leadership in work ethic and strives to provide the highest level of customer care through efficient and effective operations. A multi-disciplinary team is used to seek innovative and well-rounded solutions to approach challenges and opportunities that ultimately preserve and enhance the quality of life for all those who live, work, and play in Brea.

Community Development is responsible for monitoring long-range and regional planning issues vital to Brea, issuing planning and building permits, conducting building inspections, collecting development fees, and preserving property standards. Additionally, the Department implements affordable housing programs, enforces city codes, supports business development, and manages the City’s real estate portfolio. It also serves as a resource for other City departments, providing expertise in land use, construction, housing, and project management. As part of its commitment to responsive governance, the Department works closely with the Planning Commission and Development Committee, ensuring transparency and public engagement in key development decisions.

Organized into four core divisions – Administration, Planning, Building and Safety, and Economic Development and Housing Programs – Community Development supports the City’s operational goals and strategic initiatives. Through a collaborative and solution-oriented approach, the Department strives to continue providing excellent customer service while enhancing the quality of life for all who live, work, and invest in Brea.

F Y 2025 - 27 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Complete Brea 2050: Where Opportunity meets Community (Focused General Plan Update and Brea Core Specific Plan) project (Priority #10)
• Reinvigorate the City’s Economic Development Program, including the creation of a Strategic Plan (Priority #10) • Pursue opportunities to market the City to enhance community and workforce recognition (Priority #11) • Evaluate opportunities to support City growth and development, including the annexation of the Sphere of Influence (Priority #12)
• Continue efforts to facilitate development of affordable housing for Extremely Low-Income households (Priority #4) F Y 2023 - 25 A c c o m p l i s h m e n t s
• Obtained the coveted “Prohousing Designation” from the State of California Housing and Community Development Department, which provides the City with additional grant funding opportunities and advantages related to affordable housing
• Achieved the Top Workplaces Certification in 2024, which recognizes the City’s commitment to building an outstanding workforce
• Awarded $6,028,491.51 in CalOptima Health grant funds for the development of a permanent supportive housing project, serving Extremely Low-Income homeless individuals 144

COMMUNITY DEVELOPMENT DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Awarded a $660,000 grant from the State Department of Housing and Community Development under the Prohousing Incentive Program
• Approved all projects related to the Brea Mall Redevelopment Project, including the reconfiguration of existing spaces adjacent to new buildings
• Launched Brea 2050: Where Opportunity Meets Community, an initiative centered on updates to the City’s Focused General Plan and the Brea Core Specific Plan
• Launched Experience Brea, a comprehensive Economic Development campaign • Developed and introduced the Online Permit Center to streamline the permit application process with real-time permit status updates available 24 hours a day, seven days a week • Hosted in-person and virtual workshops for small businesses in partnership with the Small Business Development Center (SBDC)
• Collaborated with other City departments in the design and installation of new parklets in the Brea Downtown • Established and started the implementation of the annual Mills Act compliance reporting procedure • Processed two and initiated a third Omnibus Zone Text Amendments to modernize and improve relevancy and readability of the Zoning Code, along with ensuring consistency between the City policies and state law • Processed a Zone Text Amendment to implement several Housing Element Programs, including revamping the City’s Affordable Housing requirements
• Processed a Zone Text Amendment to implement a new Minor Conditional Use Permit process to streamline certain development review process
• Processed an entitlement application for new housing development (South Brea Townhomes) at the former McCulloch’s Shoes property
• Initiated and continued the processing of planning entitlements for large-scale development projects and associated environmental review (i.e. Environmental Impact Report) for Greenbriar Residential Development, Amazon Warehouse, and Brea Plaza Living Apartments
• Entered into a Disposition, Development, and Loan Agreement with Jamboree Housing Corporation to develop a 39-unit permanent supportive housing project on City-owned property located at 323 North Brea Boulevard • Continued to work with Jamboree Housing Corporation to develop the permanent supportive housing project, including approval of a Density Bonus application
• Completed seven Housing Rehabilitation Program projects for Low-Income Brea homeowners utilizing Community Development Block Grant (CDBG) funds, with three additional projects slated for completion by fiscal year-end • Continued annual reporting of all processed Administrative Remedies to the Planning Commission and introduced a new annual reporting for all processed Minor Conditional Use Permit to the Planning Commission • Processed 16 Temporary Use Permits, including, but not limited to, holiday events, outdoor markets, Brea 8K, and festivals
• Processed five Entertainment Permits, including for Whole Foods, Macallans Public House, The Phoenix Club, Brea Downtown Owners Association, and OC Farmer’s Market
• Continued to maintain an interactive development activity map, providing a clear and accessible visualization of all development projects across Brea
• Introduced a new business recognition program known as “Business of the Quarter” • Introduced the Business Spotlight, which highlights new businesses in print and digital media to the Brea community • Established meaningful connections in the retail/commercial real estate sector annually by attending the International Council of Shopping Centers Conference
• Established relationships with local workforce and business organizations, including Orange County Workforce Solutions, SCORE, the Small Business Development Center, and Small Business Administration • Assisted property owners and commercial real estate brokers in identifying potential tenants for vacant properties 145

COMMUNITY DEVELOPMENT DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Participated in joint partnerships to understand the regional economic landscape and opportunities for collaboration
• Partnered with California State University, Fullerton to provide internship opportunities to Public Administration students to foster workforce development
• Utilized new tools to assist with Economic Development efforts, regarding commercial real estate opportunities and expanding retailers
• Implemented increased oversight over new business zoning conformance, proactively assisting new businesses in order to ensure their compliance with zoning standards prior to start of their operation • Solicited feedback for additional methods to increase the City’s business-friendly environment • Enhanced the City’s marketing opportunities with the California Film Commission • Launched SolarAPP+, an automated online permitting platform that enables licensed contractors to apply for solar permits online and receive an instant approval and permit issuance • Developed and launched a new overnight street parking permit portal to improve accessibility and customer service for residents
• Hired two in-house Junior Plan Checkers to support the review of residential and tenant improvement projects, enabling the Department to efficiently manage a high volume of applications, expedite reviews and permit issuance, and ensure coordination between divisions and departments • Hired an in-house Combination Inspector to conduct technical fire safety assessments and field inspections for residential and minor commercial buildings
• Integrated PayPal with the City’s permitting software (Accela) and the Online Permit Center, allowing applicants to conveniently make payments online
• Successfully closed 234 Code Enforcement cases, ensuring compliance with local and state laws designed to protect the community’s health and safety
146

COMMUNITY DEVELOPMENT DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-Time Equivalents (FTEs) 22.410 22.410 22.410 23.645 23.645 Employee Services $ 2,401,655 $ 2,943,286 $ 2,661,430 $ 2,392,276 $ 2,529,498 Other Operating 1,475,177 1,150,658 14,247,488 1,116,622 1,096,632 Total $ 3,876,832 $ 4,093,944 $ 16,908,918 $ 3,508,898 $ 3,626,130 Funding Sources
General Fund (110) $ 2,921,229 $ 3,559,428 $ 3,435,779 $ 2,960,401 $ 3,114,098 General Plan Maintenance (120) 88,846 - 1,231,150 - -
Com. Benefit & Economic Dev. (140) - - - 47,000 -
Affordable Housing Trust (270) 21,082 27,432 9,103,731 15,240 15,240 Housing Programs & Services (280) 740,867 327,084 2,789,541 306,257 316,792 Comm. Dev. Block Grant (290) 104,808 180,000 348,717 180,000 180,000 Total $ 3,876,832 $ 4,093,944 $ 16,908,918 $ 3,508,898 $ 3,626,130 Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Other Operating
Employee Services
147

COMMUNITY DEVELOPMENT DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
A d m i n i s t r a t i v e D i v i s i o n
Employee Services $ 487,722 $ 499,285 $ 432,550 $ 356,431 $ 367,225 Other Operating 122,128 135,591 127,046 102,997 118,546 Division Total $ 609,850 $ 634,876 $ 559,596 $ 459,428 $ 485,771 P l a n n i n g D i v i s i o n
Employee Services $ 868,842 $ 1,002,326 $ 893,922 $ 688,919 $ 738,299 Other Operating 272,434 180,995 1,417,364 136,381 142,031 Division Total $ 1,141,276 $ 1,183,321 $ 2,311,286 $ 825,300 $ 880,330 B u i l d i n g a n d S a f e t y D i v i s i o n
Employee Services $ 506,265 $ 778,360 $ 735,348 $ 689,708 $ 728,436 Other Operating 291,279 380,952 521,182 378,956 372,590 Division Total $ 797,544 $ 1,159,312 $ 1,256,530 $ 1,068,664 $ 1,101,026 E c o n o m i c D e v e l o p m e n t a n d H o u s i n g P r o g r a m D i v i s i o n Employee Services $ 538,826 $ 663,315 $ 599,610 $ 657,218 $ 695,538 Other Operating 789,336 453,120 12,181,896 498,288 463,465 Division Total $ 1,328,162 $ 1,116,435 $ 12,781,506 $ 1,155,506 $ 1,159,003 Department Total $ 3,876,832 $ 4,093,944 $ 16,908,918 $ 3,508,898 $ 3,626,130 148

COMMUNITY SERVICES DEPARTMENT
Brea Residents
City Council
City Manager
Community
Services
Department
Administrative
Division
Budget
Parks and
Facilities
Planning and
Development
Grants
Brea Sister
City
Commissions
and Advisory
Committees
Community
Center
Operations
Facility
Reservations
Recreational
Classes
Fitness
Wellness
Babysitting
Youth and
Adult Athletics
Recreation
Services
Division
Special Events
Aquatics
User Group
Field
Allocation
After School
Teen
Programs
Early
Education
Children's
Activities
Parks and
Trails
Olinda Oil
Museum
Cultural Arts
Division
Gallery
Theatre and
Concerts
Art in Public
Places
Human
Services
Division
Senior Center
Pioneer Hall
Case
Management
Services
Home-Delivered
Meals
Resource
Center
Transportation
Program
Outreach/
Volunteer
Program
149

COMMUNITY SERVICES DEPARTMENT
S t a t e m e n t o f P u r p o s e
Community Services is committed to delivering exceptional service with integrity, offering innovative programs and diverse cultural experiences, and fostering relationships that contribute to a strong sense of community.

P r o g r a m O v e r v i e w
The Community Services Department creates community in the City of Brea through people, parks, and programs. It plays an important role in creating a healthy community through diverse and innovative recreation, special interests, cultural arts, human services, and senior programming. The Community Services Department provides space to learn and play, space to be safe and secure, and space to create and imagine.

The functions of the Community Services Department are assigned to five major areas: Administrative Division, Community Center, Recreation Services Division, Cultural Arts Division, and Human Services Division. In addition, Community Services is charged with the design and development of new facilities and parks, and other recreational elements within the community. The Department serves as the staff liaison to the Parks, Recreation and Human Services Commission, the Cultural Arts Commission, the Senior Center Leadership Council, the Olinda Oil Museum and Trail Task Force, the Student Advisory Board, and the Art in Public Places Committee. Through its five major areas and work with its Commissions, Boards, and Council, the Community Services Department supports all of the City’s Operational Goals.

F Y 2025 - 27 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Continue evaluation of current programs including senior transportation, case management, nutrition and fitness/wellness, as well as an evaluation of the current capacity of the existing Brea Senior Center Facility (CC Priority No. 2)
• Partner with Parks, Recreation, and Human Services Commission to appropriately implement findings from the completed Parks, Recreation and Human Services Needs Assessment and Cultural Arts Master Plan (CC Priority No. 2)
• Monitor Homeless Response Team efforts to improve access to mental health, shelter, addiction and substance abuse and permanent housing services (CC Priority No. 2) F Y 2023 - 25 A c c o m p l i s h m e n t s
• Completed the first-ever Cultural Arts Master Plan
• The Curtis Theatre received over 300 play submissions for the annual Page to Stage Playwrights Festival including many from out of state and other countries
• Brea Gallery’s Instagram followers increased by 5,000 • The Brea Fitness Center continues to see growing demand for its Silver Sneakers programs with classes regularly averaging 70-90 participants
• Completed the Brea Senior Center Feasibility Study funded by a Community Development Block Grant (CDBG). • Brea Senior Center’s knitting group, “Hooks and Needles for Charity,” received a Congressional Certificate of Recognition and were formally entered into the Congressional Record for dedicating 25 years of service to support their community
• The Curtis Theatre earned 16 nominations and 7 wins at the OC Theatre Guild Awards for The Gentleman’s Guide to Love and Murder
• Replaced all tables and chairs for the Brea Community Center’s Facility Reservation program to meet ongoing and high demand
• The Brea Senior Center hosted the second Fall Mini-Carnival on Halloween for 131 seniors. The event was complete with carnival games, raffle prizes, cotton candy, a photo booth, and a hot dog lunch all provided for free thanks to 13 different senior-service sponsors
• 4,100 art submissions received during the Brea Gallery’s 40th Made in California exhibit Call for Art 150

COMMUNITY SERVICES DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Added a new Mobile Tech Literacy class in partnership with NOCE (North Orange Continuing Education) focused on helping seniors navigate smartphones, tablets, apps, and the Internet • Brea’s cultural arts programs were featured in a display at John Wayne Airport • The Brea Senior Center organized four intergenerational lunch activities with the neighboring Boys & Girls Club of Brea, Placentia, & Yorba Linda
• Eight FreshAIR (Artist-in-Residence) weekends hosted at the Brea Gallery featuring 15 different artists working within the Gallery space. Participation was free to the public 151

COMMUNITY SERVICES DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-Time Equivalents (FTEs) 64.772 64.772 64.772 67.855 67.855 Employee Services $ 5,867,150 $ 6,059,981 $ 6,029,090 $ 6,570,743 $ 6,701,373 Other Operating 3,818,070 3,529,067 3,834,126 3,731,057 3,849,083 Capital 30,461 167,000 510,571 170,000 320,000
Total $ 9,715,681 $ 9,756,048 $ 10,373,787 $ 10,471,800 $ 10,870,456 Funding Sources
General Fund (110) $ 9,424,715 $ 9,465,702 $ 9,935,229 $ 9,993,687 $ 10,242,431 Veteran’s Memorial (130) 805 3,570 3,570 3,570 3,570
CommunityCenterReplacement(181) 159,822 167,000 312,803 140,000 145,000 Fixed Asset Replacement (182) - - - 30,000 175,000
National Opioid Settlement (233) 58,339 119,776 122,185 304,543 304,455 Comm. Dev. Block Grant (290) 72,000 - - - -
Total $ 9,715,681 $ 9,756,048 $ 10,373,787 $ 10,471,800 $ 10,870,456 Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Capital
Other Operating
Employee Services
152

COMMUNITY SERVICES DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
A d m i n i s t r a t i v e D i v i s i o n
Employee Services $ 660,625 $ 589,308 $ 582,489 $ 751,360 $ 773,355 Other Operating 278,680 194,164 266,079 174,447 196,214 Division Total $ 939,305 $ 783,472 $ 848,568 $ 925,807 $ 969,569 C o m m u n i t y C e n t e r
Employee Services $ 1,459,243 $ 1,462,336 $ 1,548,351 $ 1,586,699 $ 1,656,297 Other Operating 1,573,784 1,468,157 1,500,078 1,489,718 1,539,956 Capital 29,878 167,000 312,803 140,000 145,000
Division Total $ 3,062,905 $ 3,097,493 $ 3,361,232 $ 3,216,417 $ 3,341,253 R e c r e a t i o n S e r v i c e s D i v i s i o n
Employee Services $ 1,685,190 $ 1,820,119 $ 1,771,947 $ 1,856,447 $ 1,914,242 Other Operating 703,157 676,006 672,996 679,765 701,357 Division Total $ 2,388,347 $ 2,496,125 $ 2,444,943 $ 2,536,212 $ 2,615,599 A r t s a n d H u m a n S e r v i c e s D i v i s i o n Employee Services $ 2,062,092 $ 2,188,218 $ 2,126,303 $ 2,376,237 $ 2357,479 Other Operating 1,262,449 1,190,740 1,394,973 1,387,127 1,411,556 Capital 583 - 197,768 30,000 175,000
Division Total $ 3,325,124 $ 3,378,958 $ 3,719,044 $ 3,793,364 $ 3,944,035 Department Total $ 9,715,681 $ 9,756,048 $ 10,373,787 $ 10,471,800 $ 10,870,456 153

PUBLIC WORKS DEPARTMENT
Brea Residents
City Council
City Manager
Public Works
Department
Administrative
Division
Administration
Waste
Management
and Recycling
Street and
Sanitation
Division
Street &
Sidewalk
Maintenance
Street LIghts
&Signage
Downtown
Maintenance
Street
Sweeping
Storm Drain
Maintenance
Sanitation
Sewers
Utilities
Division
Water
Maintenance
and
Operations
NPDES
(Water Quality
Programs)
Water
Conservation
Fats, Oils,
Grease (FOG)
Parks and
Trees
Division
Parks
Parkway
Trees
Landscape
Areas
Maintenance
Districts and
Gateway
Center
Trail
Maintenance
Open Space
Golf Course
Building
Maintenance
Division
Building
Maintenance
Energy
Efficiency
Equipment
Maintenance
Division
Equipment
Maintenance
Vehicle
Maintenance
Engineering
Division
Engineering
Services
Traffic
Engineering
Encroachment
Permit Review
Engineering
Dev. Review
Capital
Improvement
Program
154

PUBLIC WORKS DEPARTMENT
S t a t e m e n t o f P u r p o s e
The Public Works Department is committed to maintaining the highest quality in City facilities, landscaping, and developing new infrastructure for the residents and businesses in Brea while proudly serving with pride and integrity.

P r o g r a m O v e r v i e w
The Public Works Department provides many essential services that support the City's infrastructure, public spaces, and overall community well-being. Utilizing a multidisciplinary approach through a blend of in-house staff and contracted support, the Department oversees the design and construction of capital improvement projects, maintains the public rightof-way and City facilities, manages City utilities, and implements environmental sustainability programs. The Department is structured into seven divisions, each specializing in key areas, ensuring efficient and cost-effective operations while supporting various community activities throughout the year.

Each division plays a vital role in maintaining and enhancing City infrastructure. The Administration manages the overall operation of the Department, including contracts, budgets, and the City's recycling programs, to ensure compliance with State recycling regulations. The Street Division upholds the City's safety and cleanliness by maintaining streets, sidewalks, traffic signals, streetlights, roadway signs, and street sweeping. Utilities, a cornerstone of Brea’s operations, ensure the safe and adequate delivery of water to the City's 13,479 residential and commercial customers, instilling a sense of security and confidence in the community and keeping the sewer and storm drains free from any blockages. Parks maintain public green spaces, trails, and golf courses. The Building Maintenance Division oversees over a million square feet of facilities, ensuring functionality and safety and promoting energy-efficient programs. Equipment Maintenance services the City fleet, from landscaping equipment to emergency vehicles. Finally, Engineering leads infrastructure design, capital projects, and regulatory compliance programs while supporting department construction needs.

F Y 2025 - 27 A c t i o n P l a n t o A d d r e s s C i t y C o u n c i l ’ s T o p P r i o r i t i e s • Coordinating with Orange County Transportation Authority and Union Pacific to facilitate the Tracks at Brea Western Extension (CC Priority No. 3)
• Complete negotiations with Orange County Waste & Recycling (OCWR) regarding the updated Waste Infrastructure System Enhancement (WISE) Agreement (CC Priority No. 7) • Identifying required transportation improvements associated with new development and implementing improvements through Traffic Committee recommendations and the Capital Improvement Program (CC Priority No. 6)
• Partnering with neighboring Orange County agencies towards the completion of Regional Traffic Signal Synchronization Program (RTSSP) projects, including the Lambert Road RTSSP, Kraemer Boulevard RTSSP, State College RTSSP, and the Countywide Signal Synchronization Baseline Project (CC Priority No. 6) Assessing staffing and maintenance needs based on new infrastructure, technology, and industry trends (CC Priority No. 6, 8, and 15)
F Y 202 3 - 25 A c c o m p l i s h m e n t s
• Approved a Second Amended and Restated Franchise Agreement with Republic Services in compliance with Senate Bill 1383
• Approved an updated Cooperative Agreement with Orange County Waste & Recycling for the Olinda-Alpha Landfill • Completed various Capital Improvement Projects, including Country Hills Subdivision Pavement & Water Rehabilitation Project, Walnut-Juniper-Orange Waterline Improvement Project, South Brea Sewer Repair Project, Brea Boulevard Street Improvement Project, Cliffwood Neighborhood Traffic Calming Improvements, the bridge construction phase of SR-57 Freeway/Lambert Road Interchange Project, and the Brea Creek Siphon S-2 Analysis 155

PUBLIC WORKS DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Started the construction phase of the Arovista Park Modernization Project • Assisted the Police Department in various phases of the Citywide ICC Project • Contractor CT&T repaired east side parking lot at Brea Sports Park • Removed 12 Tipu trees east parking lot at Brea Sports Park • Implemented various City paving and water utility patch repairs • Installed two A/C package units at Brea Community Center • Completed the installation of a roundabout striping at Northwood Ave. & Berry St. • Installed traffic calming measures such as signage, striping, speed humps on N. Puente St. • Completed Downtown parklet paint work
• Renovated Brea Creek Golf Course driving range and completed the netting extension project • Replaced switch gears at both Arovista and Country Hills Park • Stood 10 street light poles
• Renewed CAL-TRANS right-of-way permit
• Planted 189 trees throughout the city
• Replaced ADA door at Brea Creek Golf Course
• Serviced water retention system at Birch Hills Golf Course • Renovated Sport Park fields for the BIG GAME Centennial Baseball event • Installed an emergency generator at Brea Senior Center • Renovated parkway section at Maintenance District 6 and the greenbelt section at Maintenance District 3 • Installed new truncated domes at Brea Community Center • Installed two package HVAC units at the Brea Community Center • Assisted with the 20th Inner Coastal Cleanup Event with volunteers, removing 850 pounds of trash from Brea Creek to support a healthy watershed
• Inspected 120 food establishments for compliance with the Fats, Oils, and Grease Program • Inspected all required industrial/commercial businesses for compliance with the NPDES (Storm Water) Permit
• Successfully passed the Biennial Inspection of Terminals (BIT), conducted by the California Highway Patrol • Assisted the Police Department with vehicle fatality accident investigations • Implemented a new fleet management software solution, ManagerPlus, which will improve vehicle cost collection and maintenance
• Completed the Water Audit for FY 2024-25
• Completed the SSMP Audit
• Created a Water System Leak Database to comply with the State Water Resources Control Board (SWRCB) • Completed the Spill Emergency Response Plan for the SWRCB • Completed the Lead Service Line Inventory to maintain EPA compliance • Completed and submitted the Annual Water Shortage Assessment Report to the Department of Water Resources for compliance with the drought regulations for Water Supply and Demands • Continued to promote conservation efforts at Level 2 of the Water Shortage Contingency Plan, which calls for a 20% reduction in water usage
156

PUBLIC WORKS DEPARTMENT
F Y 2 0 2 3 - 2 5 A c c o m p l i s h m e n t s ( c o n t i n u e d ) • Distributed 157 tons of procured organic materials (i.e., compost, mulch) to Brea residents to work towards meeting SB 1383 organic procurement targets
• Conducted more than 200 Senate Bill 1383 (SB 1383) site visits/waste audits to large solid waste generators (i.e., businesses/multi-family dwellings/industrial properties) • Received $132,861 in grant awards from CalRecycle for the SB 1383 Local Assistance Grant Program (Greenhouse Gas Reduction Fund)
• Received $12,399 in grant awards from CalRecycle for the Beverage Container Recycling City/County Payment Program (California Beverage Container Recycling Fund)
• Received approval from U.S. Department of Energy for the Energy Efficiency and Conservation Block Grant (EECBG) Program Equipment Rebate Voucher application awarding $76,870 in funds to purchase two electric vehicles (EV’s) • Provided traffic control, street closures, and clean up for Eagle Hills Christmas Lights, Veteran’s Day, and Tree Lighting Ceremony
• Cleaned and removed homeless encampment debris from the Tracks trail extension into the City of La Habra • Collected 2,184 water samples for water quality testing • Changed out 1,650 water meters
• Repaired and inspected 804 fire hydrants
• Responded to an estimated 1,600-1,800 customer service calls • Hung 2,200 hang tags pass year for people that are late on water bill payment • Inspected on 5 pump houses and 6 reservoir sites, daily. • Exercised 1,050 gate valves
• Sent out over 2,000 backflow notices per year to stay in compliance with the state • Performed an inventory of 12,953 service connections for the lead survey • Sewer jetted and inspected over 500,000 feet of sewer main • Cleaned/ Inspected 1,140 storm drains and catch basins • Marked over 1,000 USA underground tickets in sewer/ water and storm drain 157

PUBLIC WORKS DEPARTMENT
S u m m a r y o f E x p e n d i t u r e s
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
Full-Time Equivalents (FTEs) 83.282 83.282 83.282 83.281 83.281 Employee Services $ 7,945,221 $ 9,306,287 $ 7,974,524 $ 9,854,973 $ 10,214,760 Other Operating 30,252,695 31,836,362 31,017,440 33,085,321 33,853,683 Capital 6,314,240 1,818,600 2,718,457 1,560,800 1,476,850 Total $ 44,512,156 $ 42,961,249 $ 41,710,421 $ 44,501,094 $ 45,545,293 Funding Sources
General Fund (110) $ 6,522,066 $ 7,463465 $ 7,170,523 $ 7,554,011 $ 7,765,725 Air Quality Impr. Fees (240) 13,947 - - - -
Park Development (250) - - 2,951 - -
Measure M (260) 9,385 83,862 77,013 117,304 134,839
Landscape & Lighting Dist. #1 (341) 45,548 58,860 62,470 63,393 64,670 Lighting District #2 (342) 6,470 8,241 8,663 8,667 8,905 Landscape & Lighting Dist. #3 (343) 84,310 109,780 118,941 128,442 146,333 Lighting District #4 (344) 3,026 5,190 4,275 5,560 5,678 Landscape & Lighting Dist. #5 (345) 93,858 136,626 135,847 141,183 142,988 Landscape & Lighting Dist. #6 (346) 169,011 245,313 215,948 225,715 229,777 Landscape & Lighting Dist. #7 (347) 25,196 32,135 39,209 36,768 33,981 CFD # 08-01(360) 258,430 460,272 348,861 463,403 477,727 CFD # 11-01 (361) 23,120 49,548 43,287 53,728 55,807
CFD # 13-02 (363) - 248 248 248 248
Urban Runoff (410) 667,535 581,225 629,823 631,875 653,475 Water Utility (420) 18,254,859 17,624,742 16,732,866 18,396,989 18,745,270 Sewer Utility (430) 2,567,284 1,801,550 1,627,108 1,959,335 1,882,349 Sanitation & Street Sweeping (440) 4,170,257 4,280,552 4,037,872 4,485,837 4,676,213 Golf Course (465) 3,690,408 3,755,207 3,645,552 4,149,352 4,282,082 Equipment & Vehicle Maint. (480) 4,967,068 3,364,792 3,961,152 2,982,199 3,018,664 Building Occupancy (490) 2,939,669 2,899,641 2,847,812 3,097,085 3,220,562 Traffic Impact Fees (540) 709 - - - -
Total $ 44,512,156 $ 42,961,249 $ 41,710,421 $ 44,501,094 $ 45,545,293 Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
Capital
Other Operating
Employee Services
158

PUBLIC WORKS DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
A d m i n i s t r a t i v e D i v i s i o n
Employee Services $ 227,636 $ 238,719 $ 230,113 $ 238,861 $ 248761 Other Operating 564,943 687,603 671,116 707,494 734,002 Division Total $ 792,579 $ 926,322 $ 901,229 $ 946,355 $ 982,763 S t r e e t a n d S a n i t a t i o n D i v i s i o n
Employee Services $ 2,314,092 $ 2,307,649 $ 2,171,933 $ 2,559,674 $ 2,641,347 Other Operating 6,632,439 6,539,704 6,614,279 6,884,297 6,960,243 Capital 596,588 - 144 - -
Division Total $ 9,543,119 $ 8,847,353 $ 8,786,356 $ 9,443,971 $ 9,601,590 W a t e r D i v i s i o n
Employee Services $ 2,125,500 $ 2,231,064 $ 2,073,015 $ 2,412,354 $ 2,502,611 Other Operating 13,982,975 15,258,295 14,463,676 15,738,829 16,047,722 Capital 2,543,679 515,000 565,000 651,500 616,000
Division Total $ 18,652,154 $ 18,004,359 $ 17,101,691 $ 18,802,683 $ 19,166,333 P a r k s a n d T r e e s D i v i s i o n
Employee Services $ 1,129,005 $ 2,050,932 $ 1,479,901 $ 2,065,911 $ 2,155,541 Other Operating 5,543,792 5,934,533 5,880,033 6,174,664 6,370,402 Capital 60,037 105,500 94,552 60,000 60,000
Division Total $ 6,732,834 $ 8,090,965 $ 7,454,486 $ 8,300,575 $ 8,585,943 B u i l d i n g a n d M a i n t e n a n c e D i v i s i o n Employee Services $ 933,833 $ 1,045,866 $ 988,900 $ 1,138,482 $ 1,168,422 Other Operating 2,005,836 1,853,775 1,858,912 1,958,603 2,052,140 Division Total $ 2,939,669 $ 2,899,641 $ 2,847,812 $ 3,097,085 $ 3,220,562 159

PUBLIC WORKS DEPARTMENT
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Budget
FY 2025-26
Budget
FY 2026-27
E q u i p m e n t a n d V e h i c l e M a i n t e n a n c e D i v i s i o n Employee Services $ 625,102 $ 901,977 $ 674,075 $ 824,889 $ 853,933 Other Operating 1,241,977 1,264,715 1,251,649 1,308,010 1,363,881 Capital 3,113,936 1,198,100 2,035,428 849,300 800,850
Division Total $ 4,981,015 $ 3,364,792 $ 3,961,152 $ 2,982,199 $ 3,018,664 E n g i n e e r i n g D i v i s i o n
Employee Services $ 590,053 $ 530,080 $ 356,587 $ 614,802 $ 644,145 Other Operating 280,733 297,737 277,775 313,424 325,293 Capital - - 23,333 - -
Division Total $ 870,786 $ 827,817 $ 657,695 $ 928,226 $ 969,438 Department Total $ 44,512,156 $ 42,961,249 $ 41,710,421 $ 44,501,094 $ 45,545,293 160
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 10,913,878 $ 12,687,854 $ 11,053,541 $ 11,371,089 $ 11,668,808 Resources
Revenues
Property Tax 13,815,722 13,458,202 13,477,178 13,530,000 13,530,000 Total Resources 13,815,722 13,458,202 13,477,178 13,530,000 13,530,000 Total Available 24,729,600 26,146,056 24,530,719 24,901,089 25,198,808 Requirements
Bond Payments 13,659,340 13,171,342 13,137,630 13,187,281 11,878,538 Administration 16,719 73,030 22,000 45,000 45,000
Total Requirements 13,676,059 13,244,372 13,159,630 13,232,281 11,923,538 Ending Balance 6/30 $ 11,053,541 $ 12,901,684 $ 11,371,089 $ 11,668,808 $ 13,275,270 6 3 2 S U C C E S S O R A G E N C Y

O F T H E F O R M E R R E D E V E L O P M E N T A G E N C Y This fund is used to account for revenues received and expenditures made for the annual debt requirement for the Successor Agency for the Brea Redevelopment Agency 2003 Tax Allocation Revenue Bonds; Successor Agency to the Brea Redevelopment Agency 2013 Tax Allocation Refunding Bonds; the Successor Agency to the Brea Redevelopment Agency 2017 Tax Allocation Refunding Bonds, Series A and B; and the Successor Agency to the Brea Redevelopment Agency 2016 Tax Allocation Refunding Bonds, Series A and B.
161
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162
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ 200 $ 200 $ 200 $ 200 $ 200
Resources
Revenues
Lease Payments 88,800 88,800 88,800 88,800 88,800
Total Resources 88,800 88,800 88,800 88,800 88,800
Total Available 89,000 89,000 89,000 89,000 89,000
Requirements
Expenditures
Bond Interest 88,800 88,800 88,800 88,800 88,800
Total Requirements 88,800 88,800 88,800 88,800 88,800
Ending Balance 6/30 $ 200 $ 200 200 $ 200 $ 200
8 1 4 B R E A P U B L I C

F I N A N C I N G A U T H O R I T Y
This fund is used to account for revenues received and expenditures made for the annual debt requirements for the following bond issues: Brea Public Financing Authority 2004 Lease Revenue Refunding Bonds; Brea Public Financing Authority 2010 Lease Revenue Bonds; and Brea Public Financing Authority 2010 Refunding Lease Revenue Bonds.

During FY 19-20, the City refunded the Brea Public Financing Authority 2009 Water Revenue Refunding Bonds, Series A; Brea Public Financing Authority 2009 Water Revenue Bonds, Series B; Brea Public Financing Authority 2010 Water Revenue Bonds, Series A; Brea Public Financing Authority 2010 Water Revenue Bonds, Series B. The new 2019 Water Revenue Refunding Bonds are paid directly from the City’s Water Enterprise Fund. 163
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164
Actual Adopted Estimated Budget Budget
FY 2023-24 FY 2024-25 FY 2023-24 FY 2025-26 FY 2026-27
Beginning Balance 7/1 $ - $ - $ - $ - $ -
Resources
Revenues
Water Fund Payments 452,750 456,125 456,125 - -
Total Resources 452,750 456,125 456,125 - -
Total Available 452,750 456,125 456,125 - -
Requirements
Expenditures
Bond Principal 420,000 445,000 445,000 - -
Bond Interest 32,750 11,125 11,125 - -
Total Requirements 452,750 456,125 456,125 - -
Ending Balance 6/30 $ - $ - $ - $ - $ -
8 1 5 B R E A C O M M U N I T Y B E N E F I T

F I N A N C I N G A U T H O R I T Y
This fund is used to account for revenues received and expenditures made for the annual debt requirement for the Brea Community Benefit Financing Authority 2014 Water Revenue Bonds which mature from 2021through 2024.

During FY 20-21, the City completed an advance refunding of the Brea Community Benefit Financing Authority 2014 Water Revenue Bonds, that were callable and maturing from 2025 through 2044. The new 2020 Water Revenue Refunding Bonds are paid directly from the City’s Water Enterprise Fund. 165
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166

GLOSSARY OF BUDGET TERMS
Appropriation – An authorization by the City
Council to make expenditures/expenses and to
incur obligations for a specific purpose within a
specific time frame.

Assessed Valuation – A dollar value placed on
real estate or other property by the County of
Orange as a basis for levying property taxes.

Assessment Fund – A type of fund to account for
the financing of public improvements or services
from the issuance of bonds or assessments levied
against the properties benefitted.

Audit – A review of the City’s accounts by internal
audit staff or an independent auditing firm to
substantiate fiscal year-end funds, salaries,
reserves and cash on hand.

Beginning/Ending (Un-appropriated) Fund
Balance – Unencumbered resources available in a
fund from the prior/current fiscal year after
payment of the prior/current fiscal year’s
expenditures/expenses. This is a not necessarily
cash on hand.

Bond – Capital raised by the City by issuing a
written promise to pay a specific sum of money
(called the face value or principal amount) at a
specific date or dates in the future, together with
periodic interest at a special rate. The most
common types of bonds are General Obligation,
Revenue and Special Tax Bonds.

Budget – A fiscal plan of financial operation listing
an estimate of proposed applications or
expenditures/expenses and the proposed means
of financing them for a particular time period. The
budget is “proposed” until it has been approved
by the City Council.

Capital Improvement – A permanent addition to
the City’s assets, including the design, construction
or purchase of land, buildings or facilities, or
major renovations of same.

Capital Improvement Program (CIP) – A financial
plan of proposed capital improvement projects
with single and multiple year capital
expenditures/expenses. Brea’s seven-year
Capital Improvement Program plan is updated
annually.

Capital Outlay – A budget appropriation
category which budgets all equipment having a
unit cost of $5,000 and which has an estimated
useful life of over one year.

Capital Projects Fund – A type of fund to account
for financial resources to be used for the
acquisition or construction of capital facilities.

City Manager’s Budget Message – A general
discussion of the budget. The letter contains an
explanation of principal budget items and
summaries.

Debt Service Fund – A type of fund to account for
payments of the principal and interest on an
obligation resulting from the issuance of bonds,
and/or notes.

Debt Service Requirements – The amount of
money required to pay interest on outstanding
debt and required contributions to accumulate
monies for future retirement of term bonds.

Deficit – An excess of expenditures/expenses
(uses) over revenues (resources).

Department – An organized unit comprised of
divisions and programs. It is the basic unit of
service responsibility that encompasses a broad
mandate of related activities.

Division – A sub-section within a department
which furthers the objectives of the City Council by
providing specific services or a product. Divisions
are comprised of one or more programs.

Encumbrance – A legal obligation to pay funds,
the expenditure/expense of which has not yet
167

GLOSSARY OF BUDGET TERMS
occurred. An encumbrance ceases when the
obligation is paid or is otherwise terminated.

Technically, encumbrances lapse at fiscal year end
and require Council action to re-appropriate the
necessary funds.

Enterprise Fund – A type of fund established for
the total costs of those governmental facilities and
services which are operated in a manner similar to
private enterprises. Enterprise Fund activities are
entirely or predominately self-supporting. The
City has a number of enterprises; Urban Runoff
(410), Water Utility (420), Sewer Utility (430),
Sanitation & Street Sweeping (440), and external
management informational systems (460).

Expenditure – The actual spending of
governmental funds set aside by an
appropriation.

Expense – The actual spending of proprietary
funds (Enterprise and Internal Service Fund types)
set aside for appropriation.

Fiscal Year – A twelve-month period of time to
which a budget applies. Brea’s budget contains
one calendar year starting July 1 of the first year
and ending June 30 of the second year.

Fund – An independent fiscal and accounting
entity used to record all financial transactions
related to the specific purpose for which the fund
was created.

Fund Balance – The amount of financial resources
available for use. Similar to retained earnings, it
represents the excess of all prior year’s operating
surpluses and deficits.

General Fund – The primary fund of the City, it is
used to account for all revenues and expenditures
not legally restricted as to use. This fund is used to
account for the cost of the City’s general
operations. Examples of departments financed by
the General Fund include the City Council, Police
and Fire Services, and most general government
activities.

General Obligation Bonds – Bonds used for
various purposes and repaid by the regular
(usually the General Fund) revenue raising powers
of the City.

Governmental Fund – A type of fund that records
revenues and expenditures of typical government
activities. This fund type includes General, Special
Revenue, Debt Service and Capital Projects funds.

Grant – Contributions, gifts of cash, or other assets
from another government entity to be used or
expended for a special purpose, activity or
facility. An example is the Community
Development Block Grant (CDBG) provided by
the Federal government.

Interfund Transfers – Monies transferred from
one fund to another. Such money is transferred to
finance the operations of another fund or to
reimburse the fund for certain
expenditures/expenses.

Internal Service Fund (ISF) – An internal Service
Fund supports services to other City departments
and bills the various other funds for services
rendered. ISF’s are self-supporting. The City’s ISF’s
include Risk Management Fund (470), IT Internal
Support (475), the Equipment & Vehicle
Maintenance Fund (480) and the Building
Occupancy Fund (490).

Materials, Supplies and Services – Expenditures/
expenses for materials, supplies and services
which are ordinarily consumed within a fiscal year
and which are not included in departmental
inventories.

Municipal Code – A book that contains the City
Council approved ordinances currently in effect.

The Code defines City policy with respect to areas
such as planning, fire safety standards, etc.
168

GLOSSARY OF BUDGET TERMS
Objectives – The expected results or
achievements of a budgeted activity.

Operating Budget – The appropriation of funds
for on-going program costs, including salaries and
benefits, services and supplies, debt service,
capital outlay and capital improvements.

Ordinance – A formal legislative enactment by
the City Council which has the full force and effect
of law within City boundaries. An ordinance has a
higher legal standing that a resolution.

Program – A subsection of a division which
provides specific services or a product. A program
is the smallest unit of service. There may be one or
more programs within a division.

Reserve – An account used to record a portion of
the fund balance as legally segregated for a
specific use.

Resolution – A special order of the City Council.

A resolution has a lower legal standing than an
ordinance.

Retained Earnings – The amount of financial
resources available for use in an Enterprise Fund.

Similar to ‘fund balance’, it represents the excess
of all prior years’ surpluses and deficits.

Revenues – An amount received by the City from
taxes, fees, permits, licenses, interest,
intergovernmental sources and other sources
during the fiscal year.

Revenue Bond – A type of bond usually issued to
construct facilities. The bonds are repaid from the
revenue produced by a specific source, such as
water revenues or property tax.

Salaries, Wages and Employee Benefits –
Budgeted expenditure categories which generally
account for full-time and part-time employees,
overtime expenses, and all employee benefits,
such as medical and dental insurance and
retirement benefits.

Special Revenue Fund – This fund type collects
revenues that are restricted by City, County, State,
or Federal government as to how the City might
spend them.
169
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170
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BREA,

ADOPTING AN OPERATING BUDGET FOR THE FISCAL YEARS
COMMENCING JULY 1, 2025, AND ENDING JUNE 30, 2026, AND JULY 1, 2026, AND ENDING JUNE 30, 2027, AND AUTHORIZING

APPROPRIATIONS AND EXPENDITURES
A. RECITALS:
(i) The City Manager has presented to this Council the Proposed Operating Budget for the fiscal years July 1, 2025 through June 30, 2026 and July 1, 2026 through June 30, 2027.
(ii) Copies of such proposed Operating Budget are on file in the Office of the City Clerk labeled “Proposed Operating Budget – 2025-27” and such Proposed Operating Budget is hereby made a part of this Resolution.

B. RESOLUTION:

NOW, THEREFORE, be it is found, determined and resolved by the City Council of the City of Brea as follows:

1. Such Proposed Operating Budget is hereby adopted as the Operating Budget of the City of Brea for the fiscal years commencing July 1, 2025 and ending June 30, 2026, and July 1, 2026 and June 30, 2027 and consists of the estimated revenues and projected expenditures for each fiscal year.

2. There are hereby appropriated for obligation and expenditure by the City Manager the amounts shown for the various Funds and Departments separately set forth on the pages in the Fund and Department Summary sections of the Operating Budget.

All obligations and expenditures shall be incurred and made in the manner provided by the provisions of State law and the City ordinances and resolutions applicable to purchasing and contracting.

3. Subject to the further provisions of this Resolution, the appropriations above constitute the maximum amounts authorized for obligation and expenditure by the City Manager for the respective Funds and Departments funds as set forth in the Operating Budget.

4. The following controls are hereby placed on the budgeted funds:
a. The City Manager may authorize the transfer of budgeted funds from account to account within the various Funds contained in the Operating Budget.
b. The City Manager is authorized to employ during the fiscal year covered by the Operating Budget the number and classification of such full-time equivalents (FTEs) as are shown in the Operating Budget within the Position Allocation List, all subject to the provisions of the City’s classification and compensation plans as amended, and adopted by the City Council. Seasonal and part-time intermittent employees are authorized as necessary by the City Manager provided that the total amount to be obligated and expended within any Fund set forth in the Operating Budget for the classification therein of “Salaries and Wages” does not exceed the budgeted and appropriated amount, as the same may be amended by the City Council.
c. From time to time throughout the fiscal year, the City Manager may adjust the number of permanent full-time equivalents (FTEs) allocated to any department in the Position Allocation List provided that the number of permanent FTEs authorized in the Position Allocation List does not exceed the budgeted and appropriated amount and there are sufficient unspent appropriations available to fund the adjustment. d. From time to time, the City Manager may reclassify or replace any permanent classification in the Position Allocation List provided that the provisions of the City’s classification and compensation plans are amended and adopted by City Council.
e. The City Manager’s authorized settlement authority for workers compensation or general liability claims per occurrence is one hundred thousand dollars.
f. The City Manager’s authorized to carryover unspent appropriations for a new expenditure so long as the total appropriation per expenditure does not exceed $50,000. All other appropriations for outstanding encumbrances and projects currently underway and remain unexpended at June 30, 2025 as approved by the City Manager or designee, are hereby appropriated to the Fiscal Year 2025-27 Operating Budget.

APPROVED AND ADOPTED this 17th day of June, 2025.

Mayor
ATTEST:

City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

DATED:

City Clerk
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BREA

DETERMINING AND APPROVING DESIGNATED INFLATION FACTORS

AND ESTABLISHING THE APPROPRIATIONS LIMIT FOR FISCAL YEAR 2025-26
A. RECITALS:
(i) The voters of California, on November 6, 1979, added Article XIII B to the State Constitution placing various limitations on the appropriations of state and local governments.
(ii) Pursuant to Article XIII B and Section 7910 of the State Government Code, Brea must adopt an annual appropriations limit.
(iii) The documentation used in the determination of the appropriations limit set forth below has been available to the public as required by law.

B. RESOLUTION:

NOW, THEREFORE, be it is found, determined and resolved by the City Council of the City of Brea as follows:

1. Selects the California per capita personal income and the greater of the County or City population increase as allowable inflation factors.

2. Approves the following as the Appropriations Limit for Fiscal Year 2025-26 at $145,222,222 as shown in attached Exhibit A.

3. Declare that the appropriations of the City of Brea for Fiscal Year 2025-26 that are subject to the limitation do not exceed the limitation.

APPROVED AND ADOPTED this 17th day of June, 2025.

________________________________
Blair Stewart, Mayor
ATTEST: ____________________________
Lillian Harris-Neal, City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea, held on the 17th day of June, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

DATED: _________________________
________________________________
City Clerk

EXHIBIT A
2025-26 APPROPRIATION LIMIT CALCULATION
2025-26 APPROPRIATIONS LIMITATION:
2024-25 Limitation: $136,205,423
Annual adjustment factors:

Population increase (for Orange County) 0.17% 1.0017
Inflation change (California Personal Income) 6.44% x 1.0644 Combining adjustment factors 1.0662

2025-26 Limitation $145,222,222

APPROPRIATIONS SUBJECT TO LIMITATION AND APPROPRIATIONS MARGIN:

Budget appropriation 2025-26 $92,098,598
Add Interest Earnings 2,248,346
Less exclusions:

Non-proceeds of taxes (37,642,567)
Other -
Total exclusions (37,642,567)

Total appropriations subject to limitation $56,704,377

CITY OF BREA

SEVEN-YEAR

CAPITAL IMPROVEMENT

PROGRAM

PROPOSED
FY 2025-2026 through FY 2031-2032
HONORABLE MAYOR AND CITY COUNCIL:

I am pleased to submit the Proposed Fiscal 2027-2032 Proposed Capital Improvement Program (CIP) for the City of Brea. The Proposed Capital Budget and CIP presented in this document will guide the City in the planning, scheduling, and budgeting capital improvement projects over the next seven years. This overview highlights the significant capital investments within the seven areas and the major items associated with this CIP.

Maintaining public assets is some of the most important work a City performs. The current outlook on capital revenues allows the City to further its efforts to invest in a wide range of public infrastructure, such as our streets, water facilities, sewer collection system, parks and sports fields, fire, and police facilities, and to our golf courses to meet the long-term needs of our community. Many of the projects in this document result from the technical analysis necessary to identify new or deferred infrastructure rehabilitation needs.

The Public Works Department, in coordination with all City Departments, has prepared the sevenyear Capital Improvement Program (CIP) budget plan. The goals of the CIP are to enhance the community's quality of life, ensure a safe environment, and improve transportation, utilities, and City facilities. The CIP budget plan is both a planning and implementation document. The sevenyear CIP includes the appropriation of funds for Fiscal Year (FY) 2025-26 and FY 2026-27.

Consistent with the City’s Budget, this is a two-year request. The remaining five years of the CIP are not a commitment of funds but used as a long-range planning tool for subsequent investments in the City's infrastructure.

There are currently 72 projects in the 7-year CIP budget plan estimated at nearly $112 million.

These projects are either continuing, new, or annual programs and are in various stages of development, such as planning, design, or construction. Staff is requesting $9,285,000 in new funding for FY 2025-26 and $5,850,000 in new funding for FY 2026-27. The 2025-32 Proposed CIP of nearly $112 million across multiple funding sources represents the investment into the City’s valuable assets and reflects the City’s continued focus on the rehabilitation and renewal of existing infrastructure to serve our community well into the future.

The CIP has several improvement categories: Street, Storm Drain, Traffic Safety, Sewer, Water, Facility, and Golf Course Improvements. The following are highlights of the FY 2025-27 Biennial Capital Improvement Program:

Street Improvements
Several significant projects completed construction in FY23-25, including Country Hills Subdivision Pavement/Water Rehabilitation (CIP 7322), Brea Boulevard Street Improvements (CIP 7299), and the bridge construction phase of SR-57 Freeway/Lambert Road Interchange (CIP 7251). Additionally, the design phase of Central Avenue & State College Street Improvements (CIP 7327) has been completed. Work continues on Phase 2 | P a g e
C I P M e s s a g e
1 of Birch Street Improvements S. Associated to Valencia (CIP 7329), a large water/roadway improvement project that is being carried forward from FY24-25 Requested appropriations for the FY25-27 7-year CIP include funding for our annual Traffic Calming Improvements (CIP 7219), Citywide Slurry Seal (7312), and Citywide Sidewalk Replacement (CIP 7313), projects as well as design and construction budget for Palm Street Paving Improvements (CIP 7334) and Tanglewood Street Paving Improvements (CIP 7337).

Storm Drain
Requested appropriations for the FY25-27 7-year CIP includes design phase funding for for an update to the Storm Drain Master Plan (CIP 7330).

Traffic Safety
The construction phase of the Cliffwood Neighborhood Traffic Calming Improvements (CIP 7717) project was completed in FY23-25. The City also partnered with OCTA and multiple local municipalities to progress OCTA’s Regional Traffic Signal Synchronization Program (RTSSP). Two projects have been introduced from this effort, the Kraemer Blvd. Regional Traffic Signal Synchronization (CIP 7720) and the State College Blvd. Regional Traffic Signal Synchronization (CIP 7721).

Requested appropriations for the FY25-27 7-year CIP include funding for our annual Traffic Signal Controller Upgrade (CIP 7218) project, Transportation Improvement Nexus Program Update (CIP 7718) project, and the two aforementioned RTSSP projects.

Water
Several significant projects were completed in FY23-25, including the Country Hills Phase 2 Waterline Improvements (CIP 7322), Walnut-Juniper-Orange Waterline Improvements (CIP 7454), South Brea Neighborhood Water Main Replacement (CIP 7466), Rehabilitate Ring Road at Berry Street Reservoir (CIP 7965), and N. Associated Rd. New High Pressure Water Line (CIP 7476). Additionally, the design phases of Enterprise Tract Water Improvements (CIP 7462) and Candlewood Tract Water Main Replacement (CIP 7465) are progressing, while the design phase of Lotus Place Water Line Improvements (CIP 7479) has been completed.

Requested appropriations for the FY25-27 7-year CIP include design phase funding for Candlewood Tract Water Main Replacement (CIP 7465), Olinda Village Water Line Improvements (CIP 7482), Replace Generator at Berry Street Booster Pump Station (CIP 7483), and design and construction phase funding for Thompson Oil Site Hydrant Improvements (CIP 7494).

Sewer
The design phases of the Briarwood Lift Station Replacement (CIP 7631) and the Brea Creek Siphon S-2 Analysis (CIP 7633) projects were completed in FY23-25.

Requested appropriations for the FY25-27 7-year CIP include our annual Sewer Mainline Relining (CIP 7617) and design phase funding for the Carbon Canyon Access Road Phase 1-3 (CIP 7632) project.

RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA

ADOPTING A CAPITAL IMPROVEMENT PROGRAM BUDGET
FOR SAID CITY FOR THE FISCAL YEAR OF 2025-2026 AND
2026-2027 AND APPROPRIATING FUNDS FOR PROJECTS
AND PURPOSES THEREIN SET FORTH.

A. RECITALS:
(i) The City Manager’s proposed Capital Improvement Program (CIP) Budget for Fiscal Year (FY) 2025-2026 and FY 2026-2027, heretofore, has been presented to the Planning Commission and to this Council. (ii) Copies of said proposed CIP budget are on file in the Office of the City Clerk and said proposed budget is hereby made a part of this resolution.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea that:

1. Said proposed CIP budget is hereby adopted as the CIP Budget of the City of Brea for FY 2025-2026 and FY 2026-2027 consisting of the estimated and anticipated expenditures and revenue for this fiscal year.

2. All capital project appropriation balances from FY 2024-2025 shall be carried forward for use in FY 2025-2026 and FY 2026-2027.

3. There are hereby appropriated for obligation and expenditure by the City Manager the amounts shown as set forth in the pages of the proposed budget for FY 2025-2026 and FY 2026-2027.

4. Said appropriations for obligation and expenditure shall be deemed to relate to each separate project set forth and shall include as to each project the total of the sums listed in the proposed budget. All obligations and expenditures shall be incurred and made in the manner provided by the provisions of State law and City ordinances and resolutions applicable to purchasing and contracting.

5. No warrant shall be issued or indebtedness incurred which exceeds the unexpended balances of the project appropriation herein before authorized unless such appropriations shall have been amended by a supplemental appropriation duly enacted by the City Council by resolution.

APPROVED AND ADOPTED this 17th day of June 2025.
________________________________
Mayor
ATTEST: ________________________________
City Clerk
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea held on the 17th day of June 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

Dated: ______________________________
______________________________
City Clerk

ATTACHMENT B
1 | Page Shaded Projects = New FY 25 - 27 Projects

EXHIBIT A

GENERAL PLAN CONFORMANCE MATRIX
FISCAL YEAR 2025-27 CAPITAL IMPROVEMENT PROGRAM

PROJECT

NUMBER DESCRIPTION

COMMUNITY

DEVELOPMENT

COMMUNITY

RESOURCES
PUBLIC
SAFETY

STREET IMPROVEMENTS
7219 Traffic Calmin
g Improvements CD 2.3, 4.3, 6.4, 11.5 PS 3.1
7251 SR-57 Freeway/Lambert Road Interchange CD 10.1, 11.1, 11.6, 27.1, 28.1 CR 13.1 PS 3.1 7278 Imperial Hwy. and Berry St. Intersection Improvements CD 11.1, 11.6, 27.1, 27.2, 28.1 CR 13.1 PS 3.1 7299 Brea Boulevard Street Improvements CD 1.12, 11.1, 27.2 PS 3.1 7306 Imperial Hwy/SR-57 Interchange Improvements CD 10.3, 10.4, 10.5, 27.2 PS 3.1 7312 Cit ywide Slurr
y Seal Pro
gram CD 1.12, 27.2
7313 Cit
ywide Sidewalk Replacement CD 2.4, 13.2 PS 3.1
7322 Country Hills Subdivision Pavement/Water Rehabilitation CD 1.12, 11.1, 27.2 7326 Walnut Way Street Improvements CD 1.12, 11.1, 27.2 PS 3.1 7327 Central Avenue & State College Street Improvements CD 1.12, 11.1, 27.2 PS 3.1 7328 Brea Downtown Parklets Project CD 1.6, 4.5, 12.6 CR 1.1, 1.5, 3.4 7329 Birch Street Improvements S. Associated to Valencia CD 1.12, 11.1, 27.2 PS 3.1 7332 Citywide Street LED Upgrades CD 1.7, 1.12, 13.2, 27.2 PS 3.1 7333 Flower Avenue Street Improvements CD 1.12, 11.1, 27.2 7334 Palm Street Paving Improvements CD 1.12, 11.1, 27.2 7335 Birch Street Improvements Brea Blvd. to S. Associated Rd. CD 1.12, 11.1, 27.2 7336 Randolph Avenue Street Improvements CD 1.12, 11.1, 27.2 7337 Tanglewood Street Paving Improvements CD 1.12, 11.1, 27.2

STORM DRAIN IMPROVEMENTS
7330 Storm Drain Master Plan CD 14.1 CR 12.2 PS 7.1,

7.2, 7.6
7952 Tracks Segment 3 Drainage Repairs CD 1.7, 13.1, 13.2

TRAFFIC SAFETY ENHANCEMENTS
7218 Traffic Signal Controller Upgrade CD 2.3, 4.3, 11.1 CR 13.1 7704 Emer genc
y Chan
geable Messa
ge Si
gns CR 13.1, 13.7 PS 1.4, 3.1

ATTACHMENT B
2 | Page Shaded Projects = New FY 25 - 27 Projects

PROJECT

NUMBER DESCRIPTION

COMMUNITY

DEVELOPMENT

COMMUNITY

RESOURCES
PUBLIC
SAFETY

TRAFFIC SAFETY ENHANCEMENTS (CONTINUED)
7716 Lambert Road Traffic Signal Synchronization CD 2.3, 10.3, 11.1, 11.6 CR 13.1 PS 1.2, 1.5 7717 Cliffwood Neighborhood Traffic Calming Improvements CD 2.3, 11.5 PS 3.1 7718 Transportation Improvement Nexus Pro gram Update CD 11.1, 11.2, 11.6, 27.2 CR 13.1 PS 3.1
7720 Kraemer Blvd. Re
gional Traffic Si
gnal S
ynchronization CD 2.3, 10.3, 11.1, 11.6 CR 13.1 PS 1.2, 1.5 7721 State College Blvd. Regional Traffic Signal
S
ynchronization
CD 2.3, 10.3, 11.1, 11.6 CR 13.1 PS 1.2, 1.5

WATER IMPROVEMENTS
7442 Miscellaneous Water Improvement Program CD 1.12, 14.2 7462 Enterprise Tract Water Improvements CD 1.12, 14.2 7465 Candlewood Tract Water Main Replacement CD 1.12, 14.2 7470 Carbon Can yon Booster No. 2 Improvements CD 1.12, 14.2
7471 Carbon Canyon Booster No. 3 Improvements CD 1.12, 14.2 7473 Valencia Reservoir Repainting CD 27.2 7476 N. Associated Rd. New Hi gh Pressure Water Line CD 1.12, 14.2
7479 Lotus Place Water Line Improvements CD 1.12, 14.2 7481 Brea Corsican Villas Water Line Improvements CD 1.12, 14.2 7482 Olinda Villa ge Water Line Improvements CD 1.12, 14.2
7483 Replace Generator at Berr
y Street Booster Pump Station CD 1.12, 14.2
7494 Thompson Oil Site H
ydrant Improvements CD 1.12, 14.2
7495 Berry Street Reservoir Booster Pump No. 7 CD 1.12, 14.2 7496 790 Zone Reservoir Improvements CD 1.12, 14.2

SEWER IMPROVEMENTS
7617 Sewer Mainline Relinin
g CD 1.12, 14.2
7629 Randolph Ave & Imperial Hwy Sewer Capacity
Improvements
CD 14.2
7631 Briarwood Lift Station Replacement CD 1.12, 14.2 7632 Carbon Canyon Access Road Phase 1-3 CD 14.2 7633 Brea Creek Siphon S-2 Anal ysis CD 14.2

FACILITY IMPROVEMENTS
7923 Fire Station No. 1 Seismic Up
grades CD 1.12
7936 City Facility & Median Landscape Improvements CD 14.2 CR 11.4, 11.5,

12.2 ATTACHMENT B
3 | Page Shaded Projects = New FY 25 - 27 Projects

PROJECT

NUMBER DESCRIPTION

COMMUNITY

DEVELOPMENT

COMMUNITY

RESOURCES

PUBLIC SAFETY

FACILITY IMPROVEMENTS (CONTINUED)
7946 Western Extension to the Tracks at Brea CD 1.7, 11.3, 12.5, 13 CR 1.6, 3.5, 6.3,

7.1, 7.3, 13.5
7956 Tamarack Parkin
g Lot Asphalt Rehabilitation CD 1.12
7970 Cit
ywide HVAC Improvements CD 27.2
7974 Citywide Elevator Improvements CD 27.2 7975 Senior Center & Pioneer Hall Roofs CD 27.2 7978 Arovista Park Modernization Project CD 1.12, 27.2 7979 Mechanical Up grades to Cit
y Facilities CD 27.2
7982 Police Department Dispatch & Comm Dev Renovation
Project
CD 27.2 PS 1.1
7983 GIS Record Document Conversion CD 1.12, 14.1, 23.6 PS 1.12 7984 Brea Gallery Li ghtin
g Up
grades CD 27.2 PS 2.2, 2.3
7985 Brea Senior Center Improvement Project CD 1.12, 3.2 CR 1.1, 1.2 7986 Western Park Amenity Improvements CD 1.12, 27.2 CR 1.1, 1.2 7987 Western Park Restroom Up grades CD 1.12, 27.2 CR 1.1, 1.2
7988 Tracks Amenit
y Improvements CD 13.1, 13.2 CR 1.1 PS 1.8, 1.9
7989 Veterans Memorial Hardscape Improvements CR 14.8, 15.3 7991 Fire Station No. 2 Dispatch Center Up grade CD 27.2 PS 1.2, 1.4
7992 Police Department Space Plan Improvements PS 1.1, 1.2 7719 Brea PD Integrated Crime Center (ICC) Citywide Camera Networ
k
PS 1.1,

1.2, 1.8
7995 Senior Center Pavin
g Improvements CD 1.12, 27.2
7996 Brea Downtown Paint Improvements CD 1.12, 27.2 7997 Wildcatters Park Storage Building Improvements CD 1.12, 27.2 7998 Public Works Standard Plans Update CD 11.3, 13.2, 14.2, 15.3

GOLF COURSE IMPROVEMENTS
7968 Facilit
y Improvements at Birch Hills Golf Course CD 27.2 CR 2.1 7969 Facility Improvements at Brea Creek Golf Course CD 27.2 CR 2.1

ATTACHMENT C
Project Environmental Clearance Status
1 | Page * Shaded Projects = New Projects in FY 25-27
Section I – Environmental Findings Completed/Recorded
Categorical Exempt Projects Section 15301
7218 Traffic Signal Controller Upgrade Class 1
7219 Traffic Calming Improvements Class 1
7299 Brea Boulevard Street Improvements Class 1
7312 Citywide Slurry Seal Program Class 1 (c)
7313 Citywide Sidewalk Replacement Class 1 (c)
7322 Country Hills Subdivision Pavement/Water Rehabilitation Class 1 7326 Walnut Way Street Improvements Class 1 (b)(c)
7327 Central Avenue & State College Street Improvements Class 1 (c) 7329 Birch Street Improvements S. Associated to Valencia Class 1 (c) 7330 Storm Drain Master Plan Class 1 (c)
7442 Miscellaneous Water Improvement Program Class 1
7462 Enterprise Tract Water Improvements Class 1
7465 Candlewood Tract Water Main Replacement Class 1
7470 Carbon Canyon Booster No. 2 Improvements Class 1 (c) 7473 Valencia Reservoir Repainting Class 1 (d)
7483 Replace Generator at Berry Street Booster Pump Station Class 1 (b) 7617 Sewer Mainline Relining Class 1 (b)
7629 Randolph Ave & Imperial Hwy Sewer Capacity Improvements Class 1 (b) 7704 Emergency Changeable Message Signs Class 1 (d)
7716 Lambert Road Traffic Signal Synchronization Class 1 (d) 7717 Cliffwood Neighborhood Traffic Calming Improvements Class 1 (c)(d) 7923 Fire Station No. 1 Seismic Upgrades Class 1 (d)
7956 Tamarack Parking Lot Asphalt Rehabilitation Class 1 (c) 7968 Facility Improvements at Birch Hills Golf Course Class 1 (d) 7969 Facility Improvments at Brea Creek Golf Course Class 1 (a)(d) 7970 Citywide HVAC Improvements Class 1 (a)(d)
7974 Citywide Elevator Improvements Class 1 (a)(d)
7975 Senior Center & Pioneer Hall Roofs Class 1 (a)
7982 Police Department Dispatch & Comm Dev Renovation Project Class 1 (a) Categorical Exempt Projects Section 15302
7476 N. Associated Rd. New High Pressure Water Line Class 2 (c) 7479 Lotus Place Water Line Improvements Class 2 (c)
7481 Brea Corsican Villas Water Line Improvements Class 2 (c) 7482 Olinda Village Water Line Improvements Class 2 (c) 7631 Briarwood Lift Station Replacement Class 2 (c)
7979 Mechanical Upgrades to City Facilities Class 2 (c)

Categorical Exempt Projects Section 15303
7278 Imperial Hwy. and Berry St. Intersection Improvements Class 1 (d) 7328 Brea Downtown Parklets Project
7471 Carbon Canyon Booster No. 3 Improvements Class 3 (d) 7978 Arovista Park Modernization Project Class 1 (e)

ATTACHMENT C
Project Environmental Clearance Status
2 | Page * Shaded Projects = New Projects in FY 25-27
Categorical Exempt Projects Section 15304
7936 City Facility & Median Landscape Improvements Class 4 (b) 7946 Western Extension to the Tracks at Brea Class 4 (h) 7952 Tracks Segment 3 Drainage Repairs Class 4 (b)
Categorical Exempt Projects Section 15306
7983 GIS Record Document Conversion Class 6
Statutory Exemption Section 15262
7633 Brea Creek Siphon S-2 Analysis
Mitigated Negative Declaration
7251 SR-57 Freeway / Lambert Road Interchange
Section II – Environmental Findings To Be Completed/Recorded 7306 Imperial Hwy/SR-57 Interchange Improvements
7332 Citywide Street Light LED Upgrades
7632 Carbon Canyon Access Road Phase 1-3
7718 Transportation Improvement Nexus Program Update
7984 Brea Gallery Lighting Upgrades
7985 Brea Senior Center Improvement Project
7986 Western Park Amenity Improvements
7987 Western Park Restroom Upgrades
7988 Tracks Amenity Improvements
7989 Veterans Memorial Hardscape Improvements
7991 Fire Station No. 2 Dispatch Center Upgrade
7992 Police Department Space Plan Improvements
7333 Flower Avenue Street Improvements
7334 Palm Street Paving Improvements
7335 Birch Street Improvements Brea Blvd. to S. Associated Rd. 7336 Randolph Avenue Street Improvements
7337 Tanglewood Street Paving Improvements
7720 Kraemer Blvd. Regional Traffic Signal Synchronization 7721 State College Blvd. Regional Traffic Signal Synchronization 7494 Thompson Oil Site Hydrant Improvements
7495 Berry Street Reservoir Booster Pump No. 7
7496 790 Zone Reservoir Improvements
7719 Brea PD Integrated Crime Center (ICC) Citywide Camera Network 7995 Senior Center Paving Improvements
7996 Brea Downtown Paint Improvements
7997 Wildcatters Park Storage Building Improvements
7998 Public Works Standard Plans Update
PROJECT NAME Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Street Improvements
7219 Traffic Calming Improvements $ 150,000 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 7251 SR-57 Freeway/Lambert Road Interchange $ - - $ - $ - $ - $ - $ - $ 7278 Imperial Hwy. and Berry St. Intersection Improvements $ - - $ - $ - $ - $ - $ - $ 7299 Brea Boulevard Street Improvements $ - - $ - $ - $ - $ - $ - $ 7306 Imperial Hwy/SR-57 Interchange Improvements $ - - $ 500,000 $ - $ - $ - $ - $ 7312 Citywide Slurry Seal Program $ 300,000 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 7313 Citywide Sidewalk Replacement $ 200,000 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 7322 Country Hills Subdivision Pavement/Water Rehabilitation $ - - $ - $ - $ - $ - $ - $ 7326 Walnut Way Street Improvements $ - 400,000 $ 700,000 $ - $ - $ - $ - $ 7327 Central Avenue & State College Street Improvements $ - - $ - $ - $ - $ - $ 1,500,000 $ 7328 Brea Downtown Parklets Project $ - - $ - $ - $ - $ - $ - $ 7329 Birch Street Improvements S. Associated to Valencia $ - 500,000 $ - $ - $ - $ 2,750,000 $ - $ 7332 Citywide Street Light LED Upgrades $ - - $ - $ - $ - $ - $ 975,000 $ 7333 Flower Avenue Street Improvements $ - - $ - $ - $ - $ - $ - $ 7334 Palm Street Paving Improvements $ - 1,300,000 $ - $ - $ - $ - $ - $ 7335 Birch Street Improvements Brea Blvd. to S. Associated Rd. $ - - $ - $ 2,750,000 $ 2,750,000 $ - $ - $ 7336 Randolph Avenue Street Improvements $ - - $ - $ - $ - $ - $ 1,500,000 $ 7337 Tanglewood Street Paving Improvements $ - 500,000 $ - $ - $ - $ - $ - $ $ 650,000 3,350,000 $ 1,850,000 $ 3,400,000 $ 3,400,000 $ 3,400,000 $ 4,625,000 $ Storm Drain Improvements
7330 Storm Drain Master Plan $ - 350,000 $ - $ - $ - $ - $ - $ 7952 Tracks Segment 3 Drainage Repairs $ - - $ - $ - $ - $ - $ - $ $ - 350,000 $ - $ - $ - $ - $ - $
Traffic Safety Enhancements
7218 Traffic Signal Controller Upgrade $ 150,000 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 7704 Emergency Changeable Message Signs $ - - $ - $ - $ - $ - $ - $ 7716 Lambert Road Traffic Signal Synchronization $ - - $ - $ - $ - $ - $ - $ 7717 Cliffwood Neighborhood Traffic Calming Improvements $ - - $ - $ - $ - $ - $ - $ 7718 Transportation Improvement Nexus Program Update $ - 25,000 $ - $ - $ - $ - $ - $ 7720 Kraemer Blvd. Regional Traffic Signal Synchronization $ - 220,000 $ - $ - $ - $ - $ - $ 7721 State College Blvd. Regional Traffic Signal Synchronization $ - 200,000 $ - $ - $ - $ - $ - $ Traffic Safety Enhancements Totals $ 150,000 595,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ Street Improvement Totals
Storm Drain Improvement Totals
PROJECT NAME Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Water Improvements
7442 Miscellaneous Water Improvement Program 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 7462 Enterprise Tract Water Improvements $ - - $ 4,450,000 $ - $ - $ - $ - $ 7465 Candlewood Tract Water Main Replacement 10,000 $ - $ - $ 4,400,000 $ - $ - $ - $ 7470 Carbon Canyon Booster No. 2 Improvements 2,000,000 $ - $ - $ - $ - $ - $ - $ 7471 Construct Enclosure for Booster Station No. 3 $ - - $ - $ - $ - $ - $ - $ 7473 Valencia Reservoir Repainting $ 3,200,000 - $ - $ - $ - $ - $ - $ 7476 N. Associated Rd. New High Pressure Water Line - $ - $ - $ - $ - $ - $ - $ 7479 Lotus Place Water Line Improvements $ - - $ - $ - $ - $ 3,850,000 $ - $ 7481 Brea Corsican Villas Water Line Improvements - $ - $ - $ - $ 360,000 $ - $ - $ 7482 Olinda Village Water Line Improvements 150,000 $ - $ - $ - $ - $ - $ - $ 7483 Replace Generator at Berry Street Booster Pump Station 200,000 $ 500,000 $ 500,000 $ - $ - $ - $ - $ 7494 Thompson Oil Site Hydrant Improvements 200,000 $ - $ - $ - $ - $ - $ - $ 7495 Berry Street Reservoir Booster Pump No. 7 $ - - $ - $ 300,000 $ 3,000,000 $ - $ - $ 7496 790 Zone Reservoir Improvements $ - - $ - $ - $ - $ - $ 500,000 $ $ 3,900,000 2,760,000 $ 5,150,000 $ 4,900,000 $ 3,560,000 $ 4,050,000 $ 700,000 $ 7617 Sewer Mainline Relining $ 600,000 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 7629 Randolph Ave & Imperial Hwy Sewer Capacity Improvements - $ - $ - $ - $ - $ 65,000 $ 690,000 $ 7631 Briarwood Lift Station Replacement $ - - $ - $ - $ - $ - $ - $ 7632 Carbon Canyon Access Road Phase 1-3 30,000 $ 300,000 $ 350,000 $ 350,000 $ 900,000 $ 900,000 $ 900,000 $ 7633 Brea Creek Siphon S-2 Analysis $ - - $ - $ - $ - $ - $ - $ $ 900,000 630,000 $ 950,000 $ 950,000 $ 1,500,000 $ 1,565,000 $ 2,190,000 $ Sewer Improvements
Water Improvement Totals
Sewer Improvement Totals
PROJECT NAME Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Facility Improvements
7719 Brea PD Integrated Crime Center (ICC) Citywide Camera Network $ - - $ - $ - $ - $ - $ - $ 7923 Fire Station No. 1 Seismic Upgrades $ - - $ - $ - $ - $ - $ - $ 7936 City Facility & Median Landscape Improvements $ - - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 7946 Western Extension to the Tracks at Brea $ - - $ - $ - $ - $ - $ - $ 7956 Tamarack Parking Lot Asphalt Rehabilitation $ - - $ - $ - $ - $ - $ - $ 7970 Citywide HVAC Improvements $ - 100,000 $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 7974 Citywide Elevator Improvements $ - 200,000 $ - $ 200,000 $ - $ - $ 200,000 $ 7975 Senior Center & Pioneer Hall Roofs $ - 350,000 $ - $ - $ - $ - $ - $ 7978 Arovista Park Modernization Project $ - - $ - $ - $ - $ - $ - $ 7979 Mechanical Upgrades to City Facilities $ - 150,000 $ - $ 150,000 $ - $ - $ 150,000 $ 7983 GIS Record Document Conversion $ 50,000 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 7984 Brea Gallery Lighting Upgrades $ - - $ 100,000 $ - $ - $ - $ - $ 7985 Brea Senior Center Improvement Project $ - - $ 250,000 $ 250,000 $ - $ - $ - $ 7986 Western Park Amenity Improvements $ - - $ 225,000 $ - $ - $ - $ - $ 7987 Western Park Restroom Upgrades $ - - $ 825,000 $ - $ - $ - $ - $ 7988 Tracks Amenity Improvements $ - - $ - $ 310,000 $ - $ - $ - $ 7989 Veterans Memorial Hardscape Improvements $ - - $ - $ - $ - $ - $ - $ 7990 Olinda Oil Museum Drainage & Landscape Improvements $ - - $ - $ - $ - $ - $ - $ 7991 Fire Station No. 2 Dispatch Center Upgrade $ - - $ 60,000 $ - $ - $ - $ - $ 7992 Police Department Space Plan Improvements $ - 200,000 $ 1,000,000 $ - $ - $ - $ - $ 7995 Senior Center Paving Improvements $ - - $ - $ - $ - $ - $ - $ 7996 Brea Downtown Paint Improvements $ - 250,000 $ - $ - $ - $ - $ - $ 7997 Wildcatters Park Storage Building Improvements $ - - $ - $ - $ - $ - $ - $ 7998 Public Works Standard Plans Update $ - 100,000 $ - $ - $ - $ - $ - $ $ 50,000 1,400,000 $ 2,760,000 $ 1,110,000 $ 300,000 $ 200,000 $ 650,000 $ 7968 Facility Improvements at Birch Hills Golf Course $ 200,000 200,000 $ - $ 225,000 $ - $ - $ - $ 7969 Facility Improvements at Brea Creek Golf Course $ - - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ $ 200,000 200,000 $ 50,000 $ 275,000 $ 50,000 $ 50,000 $ 50,000 $ $ 5,850,000 9,285,000 $ 10,910,000 $ 10,785,000 $ 8,960,000 $ 9,415,000 $ 8,365,000 $ Golf Course Improvements
Facility Improvement Totals
Golf Course Improvement Totals
Grand Total
FUNDING SOURCES Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
FUNDS
FUND 110 (GENERAL) $ - - $ - $ - $ - $ - $ - $
FUND 140 (C.B.E.D.) $ - - $ - $ - $ - $ - $ - $
FUND 172 (PUBLIC SAFETY AUGMENTATION)$ - - $ - $ - $ - $ - $ - $ FUND 182 (FARP) $ - 900,000 $ 2,385,000 $ 735,000 $ 175,000 $ 75,000 $ 525,000 $ FUND 220 (GAS TAX) $ 350,000 890,000 $ 1,025,000 $ 1,225,000 $ 425,000 $ 575,000 $ 2,150,000 $ FUND 221 (RMRA) $ - 250,000 $ - $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 750,000 $ FUND 240 (AQMD) $ - - $ - $ - $ - $ - $ - $
FUND 250 (PARK) $ - - $ - $ - $ - $ - $ - $
FUND 260 (MEASURE M) 2,060,000 $ 400,000 $ 1,450,000 $ 1,775,000 $ 1,775,000 $ 1,975,000 $ 1,900,000 $ FUND 290 (CDBG) $ - - $ 250,000 $ 250,000 $ - $ - $ - $ FUND 410 (URBAN RUNOFF) $ - - $ - $ - $ - $ - $ - $
FUND 420 (WATER) $ 3,950,000 2,860,000 $ 4,250,000 $ 4,150,000 $ 3,610,000 $ 3,750,000 $ 750,000 $ FUND 430 (SEWER) $ 900,000 1,080,000 $ 950,000 $ 950,000 $ 1,500,000 $ 1,565,000 $ 2,190,000 $ FUND 440 (SANITATION) $ - - $ - $ - $ - $ - $ - $
FUND 465 (GOLF BIRCH) 200,000 $ 200,000 $ 50,000 $ 275,000 $ 50,000 $ 50,000 $ 50,000 $ FUND 480 (VEHICLE & EQUIP MAINT) - $ - $ - $ - $ - $ - $ - $ FUND 490 (BUILDING) $ - - $ - $ - $ - $ - $ - $
FUND 510 (CAPITAL IMPROVEMENT) - $ - $ - $ - $ - $ - $ - $ FUND 540 (TRAFFIC IMPACT) 495,000 $ 50,000 $ 550,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ FUND 541 (WATER IMPACT) $ - - $ - $ - $ - $ - $ - $
FUND 542 (FIRE IMPACT) $ - - $ - $ - $ - $ - $ - $
FUND 543 (DISPATCH IMPACT) - $ - $ - $ - $ - $ - $ - $
FUND 550 (STORM DRAIN) 350,000 $ - $ - $ - $ - $ - $ - $ FUND 560 (CAPITAL/MITIGATION) - $ - $ - $ - $ - $ - $ - $ TOTAL 9,085,000 $ 5,850,000 $ 10,910,000 $ 10,785,000 $ 8,960,000 $ 9,415,000 $ 8,365,000 $ GRANTS AND OTHER FUNDING SOURCES (MISC.)
FEDERAL GRANTS $ - - $ - $ - $ - $ - $ - $
STATE GRANTS $ - - $ - $ - $ - $ - $ - $
COUNTY GRANTS $ - - $ - $ - $ - $ - $ - $
OTHER (FUNDED) $ - 200,000 $ - $ - $ - $ - $ - $
OTHER (UNFUNDED) $ - - $ - $ - $ - $ - $ - $
TOTAL 200,000 $ - $ - $ - $ - $ - $ - $
GRAND TOTAL $ 9,285,000 $ 5,850,000 $ 10,910,000 $ 10,785,000 $ 8,960,000 $ 9,415,000 $ 8,365,000

SUMMARY OF EXPENDITURES BY FUND
110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7219 Traffic Calming Improvements $ - - $ - $ - $ - $ - $ - $ 110,902 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 110,902 $ 7251 SR-57 Freeway/Lambert Road Interchange $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,072,594 $ - $ - $ - $ 5,376,036 $ - $ 6,448,630 $ 7278 Imperial Hwy. and Berry St. Intersection Improvements $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 33,462 $ - $ - $ - $ - $ - $ 33,462 $ 7299 Brea Boulevard Street Improvements $ - - $ - $ 471,911 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 471,911 $ 7306 Imperial Hwy/SR-57 Interchange Improvements $ - - $ - $ - $ - $ - $ - $ 476,150 $ - $ - $ - $ - $ - $ - $ - $ 734,066 $ - $ - $ - $ - $ - $ 1,210,216 $ 7312 Citywide Slurry Seal Program $ - - $ - $ - $ - $ - $ - $ 392,084 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 392,084 $ 7313 Citywide Sidewalk Replacement $ - - $ - $ 132,717 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 132,717 $ 7322 Country Hills Subdivision Pavement/Water Rehabilitation $ - - $ - $ 144,766 $ - $ - $ - $ 300,000 $ - $ - $ 132,636 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 577,402 $ 7326 Walnut Way Street Improvements $ - - $ - $ 31,327 $ - $ - $ - $ - $ - $ - $ - $ 314,028 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 345,355 $ 7327 Central Avenue & State College Street Improvements $ - - $ - $ 498,735 $ - $ - $ - $ - $ - $ - $ 14,618 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 513,353 $ 7328 Brea Downtown Parklets Project $ 396,419 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 396,419 $ 7329 Birch Street Improvements S. Associated to Valencia $ - - $ - $ - $ 3,592,406 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,592,406 $ 7333 Flower Avenue Street Improvements $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 25,000 $ 25,000 $ - $ 396,419 $ - $ 1,279,456 $ 3,592,406 $ - $ - $ 1,279,136 $ - $ - $ 147,254 $ 314,028 $ - $ - $ - $ 1,840,122 $ - $ - $ - $ 5,376,036 $ 25,000 $ 14,249,857 110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7952 Tracks Segment 3 Drainage Repairs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 694 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 42,808 $ 43,502 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 694 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 42,808 $ 43,502 110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7218 Traffic Signal Controller Upgrade $ - - $ - $ - $ - $ - $ - $ 59,180 $ - $ - $ - $ - $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ - $ 159,180 $ 7704 Emergency Changeable Message Signs $ - - $ - $ 157,672 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 157,672 $ 7716 Lambert Road Traffic Signal Synchronization $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 398,583 $ - $ - $ - $ - $ - $ 398,583 $ 7717 Cliffwood Neighborhood Traffic Calming Improvements $ - - $ - $ 8,380 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 8,380 $ 7718 Transportation Improvement Nexus Program Update $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 124,883 $ - $ - $ - $ - $ - $ 124,883 $ - $ - $ - $ 166,052 $ - $ - $ - $ 59,180 $ - $ - $ - $ - $ - $ - $ - $ 623,466 $ - $ - $ - $ - $ - $ 848,698 110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7442 Miscellaneous Water Improvement Program $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ 203,954 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 203,954 $ 7462 Enterprise Tract Water Improvements $ - - $ - $ - $ 5,060 $ - $ - $ - $ - $ - $ 17,120 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 22,180 $ 7465 Candlewood Tract Water Main Replacement $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ 21,703 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 21,703 $ 7470 Carbon Canyon Booster No. 2 Improvements $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ 517,690 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 517,690 $ 7471 Carbon Canyon Booster No. 3 Improvements $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ 35,350 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 35,350 $ 7473 Valencia Reservoir Repainting $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,777,052 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,777,052 $ 7476 N. Associated Rd. New High Pressure Water Line $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 721,764 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 721,764 $ - $ - $ - $ - $ 5,060 $ - $ - $ - $ - $ - $ 3,294,633 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,299,693 110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7617 Sewer Mainline Relining $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 543,463 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 543,463 $ 7631 Briarwood Lift Station Replacement $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,342,090 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,342,090 $ 7632 Carbon Canyon Access Road Phase 1-3 $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 336,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 336,000 $ 7633 Brea Creek Siphon S-2 Analysis $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 394,142 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 394,142 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,615,696 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,615,696 110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7719 Brea PD Integrated Crime Center (ICC) Citywide Camera Network $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,808,171 $ - $ - $ 1,808,171 $ 7923 Fire Station No. 1 Seismic Upgrades $ - - $ 69,302 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 69,302 $ 7936 City Facility & Median Landscape Improvements $ - - $ 1,091 $ 75,000 $ - $ - $ 13,263 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 89,354 $ 7946 Western Extension to the Tracks at Brea $ - - $ - $ - $ - $ - $ 841,220 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,019,931 $ 3,427,844 $ - $ - $ 6,288,995 $ 7956 Tamarack Parking Lot Asphalt Rehabilitation $ - - $ 408,959 $ 200,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 608,959 $ 7978 Arovista Park Modernization Project $ 3,449,059 6,331,684 $ 1,298,982 $ 130,000 $ - $ 590,000 $ 1,203,000 $ - $ - $ 182,611 $ 852,850 $ 31,378 $ 95,000 $ - $ 450,000 $ - $ 1,321,949 $ - $ 220,000 $ 250,000 $ - $ 16,406,512 $ 7982 Police Department Dispatch & Comm Dev Renovation Project $ - - $ 50,936 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 50,936 $ 7983 GIS Record Document Conversion $ - - $ - $ - $ - $ - $ - $ - $ - $ 50,222 $ 99,221 $ 97,191 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 246,634 $ 7985 Brea Senior Center Improvement Project $ - - $ - $ - $ - $ - $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7987 Western Park Restroom Upgrades $ - - $ 940,752 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 940,752 $ 7989 Veterans Memorial Hardscape Improvements $ - - $ 50,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ 7995 Senior Center Paving Improvements $ - $ - $ - $ - $ - $ - $ - $ - $ 146,850 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 146,850 $ 6,331,684 $ 3,449,059 $ 2,820,022 $ 405,000 $ - $ 590,000 $ 2,057,483 $ - $ 296,850 $ 232,833 $ 952,071 $ 128,568 $ 95,000 $ - $ 450,000 $ - $ 1,321,949 $ 2,019,931 $ 5,456,015 $ 250,000 $ - $ 26,856,464 110 140 182 220 221 240 250 260 290 410 420 430 440 465 490 540 560 Federal State County Other Funded Total 7968 Facility Improvements at Birch Hills Golf Course $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 135,340 $ - $ - $ - $ - $ - $ - $ - $ 135,340 $ 7969 Facility Improvements at Brea Creek Golf Course $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 140,888 $ - $ - $ - $ - $ - $ - $ - $ 140,888 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 276,228 $ - $ - $ - $ - $ - $ - $ - $ 276,228 $ 3,845,478 6,331,684 $ 2,820,022 $ 1,850,508 $ 3,597,466 $ 590,000 $ 2,057,483 $ 1,338,315 $ 296,850 $ 233,527 $ 4,393,958 $ 3,058,292 $ 95,000 $ 276,228 $ 450,000 $ 2,463,588 $ 1,321,949 $ 2,019,931 $ 5,456,015 $ 5,626,036 $ 67,808 $ 48,190,138 $

WATER IMPROVEMENTS
2024-25 CARRYOVER BY FUND

STREET IMPROVEMENTS
Street Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS
Traffic Safety Improvement Totals

STORM DRAIN IMPROVEMENTS
Storm Drain Improvement Totals
Golf Course Improvement Totals
TOTAL
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

FACILITY IMPROVEMENTS
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS
182 220 221 260 420 430 465 540 550 Other Funded Total
7219 Traffic Calming Improvements $ 150,000 - $ - $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7312 Citywide Slurry Seal Program $ - - $ - $ 300,000 $ - $ - $ - $ - $ - $ - $ 300,000 $ 7313 Citywide Sidewalk Replacement $ 200,000 - $ - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7326 Walnut Way Street Improvements $ - - $ - $ - $ - $ 400,000 $ - $ - $ - $ - $ 400,000 $ 7329 Birch Street Improvements S. Associated to Valencia $ - - $ 250,000 $ 250,000 $ - $ - $ - $ - $ - $ - $ 500,000 $ 7334 Palm Street Paving Improvements $ 390,000 - $ - $ 910,000 $ - $ - $ - $ - $ - $ - $ 1,300,000 $ 7337 Tanglewood Street Paving Improvements $ - $ - $ - $ 500,000 $ - $ - $ - $ - $ - $ - $ 500,000 $ - $ 740,000 $ 250,000 $ 1,960,000 $ - $ 400,000 $ - $ - $ - $ - $ 3,350,000 182 220 221 260 420 430 465 540 550 Other Funded Total
7330 Storm Drain Master Plan $ - $ - $ - $ - $ - $ - $ - $ - $ 350,000 $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 350,000 $ - $ 350,000 182 220 221 260 420 430 465 540 550 Other Funded Total
7218 Traffic Signal Controller Upgrade $ - - $ - $ 100,000 $ - $ - $ - $ 50,000 $ - $ - $ 150,000 $ 7718 Transportation Improvement Nexus Program Update $ - - $ - $ - $ - $ - $ - $ 25,000 $ - $ - $ 25,000 $ 7720 Kraemer Regional Traffic Signal Synchronization $ - - $ - $ - $ - $ - $ - $ 220,000 $ - $ - $ 220,000 $ 7721 State College Regional Traffic Signal Synchronization $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ - $ 100,000 $ - $ - $ - $ 495,000 $ - $ - $ 595,000 182 220 221 260 420 430 465 540 550 Other Funded Total
7442 Miscellaneous Water Improvement Program $ - - $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ 200,000 $ 7465 Candlewood Tract Water Main Replacement $ - - $ - $ - $ 10,000 $ - $ - $ - $ - $ - $ 10,000 $ 7470 Carbon Canyon Booster No. 2 Improvements $ - - $ - $ - $ 2,000,000 $ - $ - $ - $ - $ - $ 2,000,000 $ 7482 Olinda Village Water Line Improvements $ - - $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ 150,000 $ 7483 Replace Generator at Berry Street Booster Pump Station $ - - $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ 200,000 $ 7494 Thompson Oil Site Hydrant Improvements $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ - $ 2,760,000 $ - $ - $ - $ - $ - $ 2,760,000 182 220 221 260 420 430 465 540 550 Other Funded Total
7617 Sewer Mainline Relining $ - - $ - $ - $ - $ 600,000 $ - $ - $ - $ - $ 600,000 $ 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ - $ - $ 30,000 $ - $ - $ - $ - $ 30,000 $ - $ - $ - $ - $ - $ 630,000 $ - $ - $ - $ - $ 630,000 182 220 221 260 420 430 465 540 550 Other Funded Total
7970 Citywide HVAC Improvements $ - 100,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 100,000 $ 7974 Citywide Elevator Improvements $ - 200,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7975 Senior Center & Pioneer Hall Roofs $ - 350,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 350,000 $ 7979 Mechanical Upgrades to City Facilities $ - 150,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7983 GIS Record Document Conversion $ - - $ - $ - $ 50,000 $ - $ - $ - $ - $ - $ 50,000 $ 7992 Police Department Space Plan Improvements $ - - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 200,000 $ 7996 Brea Downtown Paint Improvements $ 150,000 100,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 250,000 $ 7998 Public Works Standard Plans Update $ - $ - $ - $ - $ 50,000 $ 50,000 $ - $ - $ - $ - $ 100,000 $ 900,000 $ 150,000 $ - $ - $ 100,000 $ 50,000 $ - $ - $ - $ 200,000 $ 1,400,000 182 220 221 260 420 430 465 540 550 Other Funded Total
7968 Facility Improvements at Birch Hills Golf Course $ - - $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 $ $ - $ - $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 TOTAL $ 890,000 900,000 $ 250,000 $ 2,060,000 $ 2,860,000 $ 1,080,000 $ 200,000 $ 495,000 $ 350,000 $ 200,000 $ 9,285,000 $ 2025-26 EXPENDITURE BY FUND
Street Improvement Totals

TRAFFIC SAFETY IMPROVEMENTS
Traffic Safety Enhancement Totals

FACILITY IMPROVEMENTS

WATER IMPROVEMENTS

STREET IMPROVEMENTS
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS
Golf Course Improvement Totals
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

STORM DRAIN IMPROVEMENTS
Storm Drain Improvement Totals
220 260 420 430 465 540 Total
7219 Traffic Calming Improvements $ - 150,000 $ - $ - $ - $ - $ 150,000 $ 7312 Citywide Slurry Seal Program $ 300,000 - $ - $ - $ - $ - $ 300,000 $ 7313 Citywide Sidewalk Replacement $ 200,000 $ - $ - $ - $ - $ - $ 200,000 $ 350,000 $ 300,000 $ - $ - $ - $ - $ 650,000
220 260 420 430 465 540 Total
7218 Traffic Signal Controller Upgrade $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000 $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000
220 260 420 430 465 540 Total
7442 Miscellaneous Water Improvement Program $ - - $ 200,000 $ - $ - $ - $ 200,000 $ 7473 Valencia Reservoir Repainting $ - - $ 3,200,000 $ - $ - $ - $ 3,200,000 $ 7483 Replace Generator at Berry Street Booster Pump Station $ - $ - $ 500,000 $ - $ - $ - $ 500,000 $ - $ - $ 3,900,000 $ - $ - $ - $ 3,900,000
220 260 420 430 465 540 Total
7617 Sewer Mainline Relining $ - - $ - $ 600,000 $ - $ - $ 600,000 $ 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ 300,000 $ - $ - $ 300,000 $ - $ - $ - $ 900,000 $ - $ - $ 900,000
220 260 420 430 465 540 Total
7983 GIS Record Document Conversion $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ - $ - $ 50,000 $ - $ - $ - $ 50,000
220 260 420 430 465 540 Total
7968 Facility Improvements at Birch Hills Golf Course $ - - $ - $ - $ 200,000 $ - $ 200,000 $ $ - $ - $ - $ - $ 200,000 $ - $ 200,000
$ 400,000 350,000 $ 3,950,000 $ 900,000 $ 200,000 $ 50,000 $ 5,850,000 $ 2026-27 EXPENDITURE BY FUND
Golf Course Improvement Totals
TOTAL
Traffic Safety Enhancement Totals
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS

WATER IMPROVEMENTS
Facility Improvement Totals

GOLF COURSE IMPROVEMENT TOTALS

STREET IMPROVEMENTS
Street Improvement Totals

FACILITY IMPROVEMENTS
182 220 260 290 420 430 465 540 Total
7219 Traffic Calming Improvements $ 150,000 - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7306 Imperial Hwy/SR-57 Interchange Improvements $ - - $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ 7312 Citywide Slurry Seal Program $ - - $ 300,000 $ - $ - $ - $ - $ - $ 300,000 $ 7313 Citywide Sidewalk Replacement $ 200,000 - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7326 Walnut Way Street Improvements $ - $ 200,000 $ 500,000 $ - $ - $ - $ - $ - $ 700,000 $ - $ 550,000 $ 800,000 $ - $ - $ - $ - $ 500,000 $ 1,850,000 182 220 260 290 420 430 465 540 Total
7218 Traffic Signal Controller Upgrade $ - $ - $ 100,000 $ - $ - $ - $ - $ 50,000 $ 150,000 $ - $ - $ 100,000 $ - $ - $ - $ - $ 50,000 $ 150,000
182 220 260 290 420 430 465 540 Total
7442 Miscellaneous Water Improvement Program $ - - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 $ 7462 Enterprise Tract Water Improvements $ 400,000 - $ 550,000 $ - $ 3,500,000 $ - $ - $ - $ 4,450,000 $ 7483 Replace Generator at Berry Street Booster Pump Station $ - $ - $ - $ - $ 500,000 $ - $ - $ - $ 500,000 $ - $ 400,000 $ 550,000 $ - $ 4,200,000 $ - $ - $ - $ 5,150,000 182 220 260 290 420 430 465 540 Total
7617 Sewer Mainline Relining $ - - $ - $ - $ - $ 600,000 $ - $ - $ 600,000 $ 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ - $ - $ 350,000 $ - $ - $ 350,000 $ - $ - $ - $ - $ - $ 950,000 $ - $ - $ 950,000
182 220 260 290 420 430 465 540 Total
7936 City Facility & Median Landscape Improvements $ 75,000 75,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ 7970 Citywide HVAC Improvements $ - 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 7983 GIS Record Document Conversion $ - - $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ 7984 Brea Gallery Lighting Upgrades $ - 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 7985 Brea Senior Center Improvement Project $ - - $ - $ 250,000 $ - $ - $ - $ - $ 250,000 $ 7986 Western Park Amenity Improvements $ - 225,000 $ - $ - $ - $ - $ - $ - $ 225,000 $ 7987 Western Park Restroom Upgrades $ - 825,000 $ - $ - $ - $ - $ - $ - $ 825,000 $ 7991 Fire Station No. 2 Dispatch Center Upgrade $ - 60,000 $ - $ - $ - $ - $ - $ - $ 60,000 $ 7992 Police Department Space Plan Improvements $ 1,000,000 $ - $ - $ - $ - $ - $ - $ - $ 1,000,000 $ 2,385,000 $ 75,000 $ - $ 250,000 $ 50,000 $ - $ - $ - $ 2,760,000 182 220 260 290 420 430 465 540 Total
7969 Facility Improvements at Brea Creek Golf Course $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000
$ 1,025,000 2,385,000 $ 1,450,000 $ 250,000 $ 4,250,000 $ 950,000 $ 50,000 $ 550,000 $ 10,910,000 $ 2027-28 EXPENDITURE BY FUND
TOTAL
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS
Golf Course Improvement Totals

STREET IMPROVEMENTS
Street Improvement Totals

WATER IMPROVEMENTS
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS
Traffic Safety Enhancement Totals

FACILITY IMPROVEMENTS
182 220 221 260 290 420 430 465 540 Total
7219 Traffic Calming Improvements $ 150,000 - $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7312 Citywide Slurry Seal Program $ - - $ - $ 300,000 $ - $ - $ - $ - $ - $ 300,000 $ 7313 Citywide Sidewalk Replacement $ 200,000 - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7335 Birch Street Improvements Brea Blvd. to S. Associated Rd. $ - $ - $ 1,375,000 $ 1,375,000 $ - $ - $ - $ - $ - $ 2,750,000 $ - $ 350,000 $ 1,375,000 $ 1,675,000 $ - $ - $ - $ - $ - $ 3,400,000 182 220 221 260 290 420 430 465 540 Total
7218 Traffic Signal Controller Upgrade $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ 50,000 $ 150,000 $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ 50,000 $ 150,000 182 220 221 260 290 420 430 465 540 Total
7442 Miscellaneous Water Improvement Program $ - - $ - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 $ 7465 Candlewood Tract Water Main Replacement $ 800,000 - $ - $ - $ - $ 3,600,000 $ - $ - $ - $ 4,400,000 $ 7495 Berry Street Reservoir Booster Pump No. 7 $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 $ - $ 800,000 $ - $ - $ - $ 4,100,000 $ - $ - $ - $ 4,900,000 182 220 221 260 290 420 430 465 540 Total
7617 Sewer Mainline Relining $ - - $ - $ - $ - $ - $ 600,000 $ - $ - $ 600,000 $ 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ - $ - $ - $ 350,000 $ - $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 950,000 $ - $ - $ 950,000
182 220 221 260 290 420 430 465 540 Total
7936 City Facility & Median Landscape Improvements $ 75,000 75,000 $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7974 Citywide Elevator Improvements $ - 200,000 $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7979 Mechanical Upgrades to City Facilities $ - 150,000 $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7983 GIS Record Document Conversion $ - - $ - $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ 7985 Brea Senior Center Improvement Project $ - - $ - $ - $ 250,000 $ - $ - $ - $ - $ 250,000 $ 7988 Tracks Amenity Improvements $ 310,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 310,000 $ 735,000 $ 75,000 $ - $ - $ 250,000 $ 50,000 $ - $ - $ - $ 1,110,000 182 220 221 260 290 420 430 465 540 Total
7968 Facility Improvements at Birch Hills Golf Course $ - - $ - $ - $ - $ - $ - $ 225,000 $ - $ 225,000 $ 7969 Facility Improvements at Brea Creek Golf Course $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ - $ 275,000 $ - $ 275,000
$ 1,225,000 735,000 $ 1,375,000 $ 1,775,000 $ 250,000 $ 4,150,000 $ 950,000 $ 275,000 $ 50,000 $ 10,785,000 $ 2028-29 EXPENDITURE BY FUND

STREET IMPROVEMENTS
Street Improvement Totals

WATER IMPROVEMENTS
TOTAL
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS
Traffic Safety Enhancement Totals
Golf Course Improvement Totals
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS

FACILITY IMPROVEMENTS
182 220 221 260 420 430 465 540 Total
7219 Traffic Calming Improvements $ 150,000 - $ - $ - $ - $ - $ - $ - $ 150,000 $ 7312 Citywide Slurry Seal Program $ - - $ - $ 300,000 $ - $ - $ - $ - $ 300,000 $ 7313 Citywide Sidewalk Replacement $ 200,000 - $ - $ - $ - $ - $ - $ - $ 200,000 $ 7335 Birch Street Improvements Brea Blvd. to S. Associated Rd. $ - $ - $ 1,375,000 $ 1,375,000 $ - $ - $ - $ - $ 2,750,000 $ - $ 350,000 $ 1,375,000 $ 1,675,000 $ - $ - $ - $ - $ 3,400,000 182 220 221 260 420 430 465 540 Total
7218 Traffic Signal Controller Upgrade $ - $ - $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000 $ - $ - $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000
182 220 221 260 420 430 465 540 Total
7442 Miscellaneous Water Improvement Program $ - - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 $ 7481 Brea Corsican Villas Water Line Improvements $ - - $ - $ - $ 360,000 $ - $ - $ - $ 360,000 $ 7495 Berry Street Reservoir Booster Pump No. 7 $ - $ - $ - $ - $ 3,000,000 $ - $ - $ - $ 3,000,000 $ - $ - $ - $ - $ 3,560,000 $ - $ - $ - $ 3,560,000
182 220 221 260 420 430 465 540 Total
7617 Sewer Mainline Relining $ - - $ - $ - $ - $ 600,000 $ - $ - $ 600,000 $ 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ - $ - $ 900,000 $ - $ - $ 900,000 $ - $ - $ - $ - $ - $ 1,500,000 $ - $ - $ 1,500,000
182 220 221 260 420 430 465 540 Total
7936 City Facility & Median Landscape Improvements $ 75,000 75,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ 7970 Citywide HVAC Improvements $ - 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 7983 GIS Record Document Conversion $ - $ - $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ 175,000 $ 75,000 $ - $ - $ 50,000 $ - $ - $ - $ 300,000 182 220 221 260 420 430 465 540 Total
7969 Facility Improvements at Brea Creek Golf Course $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000
$ 425,000 175,000 $ 1,375,000 $ 1,775,000 $ 3,610,000 $ 1,500,000 $ 50,000 $ 50,000 $ 8,960,000 $ 2029-30 EXPENDITURE BY FUND

STREET IMPROVEMENTS
Street Improvement Totals

WATER IMPROVEMENTS
TOTAL
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS
Traffic Safety Enhancement Totals
Golf Course Improvement Totals
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS

FACILITY IMPROVEMENTS
182 220 221 260 420 430 465 540 Total
7219 Traffic Calming Improvements $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 7312 Citywide Slurry Seal Program $ - $ - $ - $ 300,000 $ - $ - $ - $ - $ 300,000 7313 Citywide Sidewalk Replacement $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 7329 Birch Street Improvements S. Associated to Valencia $ - $ - $ 1,375,000 $ 1,375,000 $ - $ - $ - $ - $ 2,750,000 $ - $ 350,000 $ 1,375,000 $ 1,675,000 $ - $ - $ - $ - $ 3,400,000 182 220 221 260 420 430 465 540 Total
7218 Traffic Signal Controller Upgrade $ - $ - $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000 $ - $ - $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000
182 220 221 260 420 430 465 540 Total
7442 Miscellaneous Water Improvement Program $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 7479 Lotus Place Water Line Improvements $ - $ 150,000 $ - $ 200,000 $ 3,500,000 $ - $ - $ - $ 3,850,000 $ - $ 150,000 $ - $ 200,000 $ 3,700,000 $ - $ - $ - $ 4,050,000 182 220 221 260 420 430 465 540 Total
7617 Sewer Mainline Relining $ - $ - $ - $ - $ - $ 600,000 $ - $ - $ 600,000 7629 Randolph Ave & Imperial Hwy Sewer Capacity Improvements $ - $ - $ - $ - $ - $ 65,000 $ - $ - $ 65,000 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ - $ - $ 900,000 $ - $ - $ 900,000 $ - $ - $ - $ - $ - $ 1,565,000 $ - $ - $ 1,565,000
182 220 221 260 420 430 465 540 Total
7936 City Facility & Median Landscape Improvements $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ - $ 150,000 7983 GIS Record Document Conversion $ - $ - $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ 75,000 $ 75,000 $ - $ - $ 50,000 $ - $ - $ - $ 200,000 182 220 221 260 420 430 465 540 Total
7969 Facility Improvements at Brea Creek Golf Course $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000
$ 575,000 75,000 $ 1,375,000 $ 1,975,000 $ 3,750,000 $ 1,565,000 $ 50,000 $ 50,000 $ 9,415,000 $ 2030-31 EXPENDITURE BY FUND

STREET IMPROVEMENTS
Street Improvement Totals

WATER IMPROVEMENTS
TOTAL
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS
Traffic Safety Enhancement Totals
Golf Course Improvement Totals
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS

FACILITY IMPROVEMENTS
182 220 221 260 420 430 465 540 Total
7219 Traffic Calming Improvements $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 7312 Citywide Slurry Seal Program $ - $ - $ - $ 300,000 $ - $ - $ - $ - $ 300,000 7313 Citywide Sidewalk Replacement $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 7327 Central Avenue & State College Street Improvements $ - $ 750,000 $ - $ 750,000 $ - $ - $ - $ - $ 1,500,000 7332 Citywide Street Light LED Upgrades $ - $ 975,000 $ - $ - $ - $ - $ - $ - $ 975,000 7336 Randolph Avenue Street Improvements $ - $ - $ 750,000 $ 750,000 $ - $ - $ - $ - $ 1,500,000 $ - $ 2,075,000 $ 750,000 $ 1,800,000 $ - $ - $ - $ - $ 4,625,000 182 220 221 260 420 430 465 540 Total
7218 Traffic Signal Controller Upgrade $ - $ - $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000 $ - $ - $ - $ 100,000 $ - $ - $ - $ 50,000 $ 150,000
182 220 221 260 420 430 465 540 Total
7442 Miscellaneous Water Improvement Program $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ 200,000 7496 790 Zone Reservoir Improvements $ - $ - $ - $ - $ 500,000 $ - $ - $ - $ 500,000 $ - $ - $ - $ - $ 700,000 $ - $ - $ - $ 700,000
182 220 221 260 420 430 465 540 Total
7617 Sewer Mainline Relining $ - $ - $ - $ - $ - $ 600,000 $ - $ - $ 600,000 7629 Randolph Ave & Imperial Hwy Sewer Capacity Improvements $ - $ - $ - $ - $ - $ 690,000 $ - $ - $ 690,000 7632 Carbon Canyon Access Road Phase 1-3 $ - $ - $ - $ - $ - $ 900,000 $ - $ - $ 900,000 $ - $ - $ - $ - $ - $ 2,190,000 $ - $ - $ 2,190,000
182 220 221 260 420 430 465 540 Total
7936 City Facility & Median Landscape Improvements $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ - $ 150,000 7970 Citywide HVAC Improvements $ 100,000 $ - $ - $ - $ - $ - $ - $ - $ 100,000 7974 Citywide Elevator Improvements $ 200,000 $ - $ - $ - $ - $ - $ - $ - $ 200,000 7979 Mechanical Upgrades to City Facilities $ 150,000 $ - $ - $ - $ - $ - $ - $ - $ 150,000 7983 GIS Record Document Conversion $ - $ - $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ 525,000 $ 75,000 $ - $ - $ 50,000 $ - $ - $ - $ 650,000 182 220 221 260 420 430 465 540 Total
7969 Facility Improvements at Brea Creek Golf Course $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ - $ 50,000
$ 2,150,000 525,000 $ 750,000 $ 1,900,000 $ 750,000 $ 2,190,000 $ 50,000 $ 50,000 $ 8,365,000 $ 2031-32 EXPENDITURE BY FUND

STREET IMPROVEMENTS
Street Improvement Totals

WATER IMPROVEMENTS
TOTAL
Water Improvement Totals

SEWER IMPROVEMENTS
Sewer Improvement Totals

TRAFFIC SAFETY ENHANCEMENTS
Traffic Safety Enhancement Totals
Golf Course Improvement Totals
Facility Improvement Totals

GOLF COURSE IMPROVEMENTS

FACILITY IMPROVEMENTS

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

STREET IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 5,545 20,410 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 130,955 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 346,976 $ 94,266 $ 135,000 $ 135,000 $ 135,000 $ 135,000 $ 135,000 $ 135,000 $ 135,000 $ 1,386,242 $ CONST. ENGINEERING 40,821 $ 11,090 $ - $ - $ - $ - $ - $ - $ - $ 51,911 $ TOTAL $ 408,207 $ 110,902 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,569,109

FUNDING SOURCES
Fund 220 (Gas Tax) 261,618 $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,311,618 $ Fund 260 (Measure M) 64,099 $ 110,902 $ - $ - $ - $ - $ - $ - $ - $ 175,000 $ Fund 540 (Traffic Impact) 50,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ Other (Funded) 32,490 $ - $ - $ - $ - $ - $ - $ - $ - $ 32,490 $ TOTAL $ 408,207 $ 110,902 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,569,109 Project Manager Approval: Ryan Chapman
PROJECT 7219

STREET IMPROVEMENTS - TRAFFIC CALMING IMPROVEMENTS
This is an annual program for the development and implementation of traffic calming improvements as recommended by Traffic Committee and approved by City Council.

PROJECT
Estimated
Expenditures to
Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 322,432 1,318,853 $ - $ - $ - $ - $ - $ - $ - $ 1,641,285 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 22,420,507 $ 5,481,336 $ - $ - $ - $ - $ - $ - $ - $ 27,901,843 $ CONST. ENGINEERING 2,637,707 $ 644,863 $ - $ - $ - $ - $ - $ - $ - $ 3,282,570 $ TOTAL $ 26,377,067 $ 6,448,630 $ - $ - $ - $ - $ - $ - $ - $ 32,825,697

FUNDING SOURCES
Fund 540 (Traffic Impact) 6,509,962 $ 1,072,594 $ - $ - $ - $ - $ - $ - $ - $ 7,582,556 $ Federal Grants 896,070 $ - $ - $ - $ - $ - $ - $ - $ - $ 896,070 $ County Grants 18,814,186 $ 5,376,036 $ - $ - $ - $ - $ - $ - $ - $ 24,190,222 $ Other (Unfunded) 156,849 $ - $ - $ - $ - $ - $ - $ - $ - $ 156,849 $ TOTAL $ 26,377,067 $ 6,448,630 $ - $ - $ - $ - $ - $ - $ - $ 32,825,697 Project Manager Approval: Michael Ho
PROJECT 7251
STREET IMPROVEMENTS- SR-57 FREEWAY/LAMBERT ROAD INTERCHANGE This project constructed a new eastbound to northbound loop on-ramp and modify the spacing between the existing SR-57 on and off ramps to improve traffic flow. Current funding is for construction. Coordination with Caltrans is required for design, permit, and construction. Caltrans is the lead agency for Environmental and Implementation. City of Brea is the lead for the Right-of-Way and Design. Phase 2 includes paving of Lambert Road from State College to S. Associated Road.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 1,673 50,844 $ - $ - $ - $ - $ - $ - $ - $ 52,517 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 864,341 $ 28,443 $ - $ - $ - $ - $ - $ - $ - $ 892,783 $ CONST. ENGINEERING 101,687 $ 3,346 $ - $ - $ - $ - $ - $ - $ - $ 105,033 $ TOTAL $ 1,016,871 $ 33,462 $ - $ - $ - $ - $ - $ - $ - $ 1,050,333

FUNDING SOURCES
Fund 540 (Traffic Impact) 1,016,871 $ 33,462 $ - $ - $ - $ - $ - $ - $ - $ 1,050,333 $ TOTAL $ 1,016,871 $ 33,462 $ - $ - $ - $ - $ - $ - $ - $ 1,050,333 Project Manager Approval: Ryan Chapman
PROJECT 7278
STREET IMPROVEMENTS- IMPERIAL HWY. AND BERRY ST. INTERSECTION IMPROVEMENTS This project widened the north side of Imperial Highway east of Berry Street to allow for a dedicated westbound right-turn lane, which is part of the City’s Traffic Impact Nexus Study. The remaining work is to coordinate with Caltrans to finalize the right-of-way and/or easement dedication for the project.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 23,596 938,090 $ - $ - $ - $ - $ - $ - $ - $ 961,685 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ 401,124 $ - $ - $ - $ - $ - $ - $ - $ 401,124 $ CONST. ENGINEERING - $ 47,191 $ - $ - $ - $ - $ - $ - $ - $ 47,191 $ TOTAL $ 938,090 $ 471,911 $ - $ - $ - $ - $ - $ - $ - $ 1,410,001

FUNDING SOURCES
Fund 220 (Gas Tax) 471,425 $ 471,911 $ - $ - $ - $ - $ - $ - $ - $ 943,335 $ Fund 221 (RMRA) 466,665 $ - $ - $ - $ - $ - $ - $ - $ - $ 466,665 $ TOTAL $ 938,090 $ 471,911 $ - $ - $ - $ - $ - $ - $ - $ 1,410,001 Project Manager Approval: Ryan Chapman
PROJECT 7299

STREET IMPROVEMENTS - BREA BOULEVARD STREET IMPROVEMENTS This project improved the pavement on Brea Boulevard between Imperial Highway and Juniper Street pursuant to the City’s Pavement Management Plan. The improvements included asphalt mill and overlay, asphalt replacement, and ADA ramp reconstruction.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 1,210,216 314,920 $ - $ - $ 500,000 $ - $ - $ - $ - $ 2,025,135 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 314,920 $ 1,210,216 $ - $ - $ 500,000 $ - $ - $ - $ - $ 2,025,135

FUNDING SOURCES
Fund 260 (Measure M) - $ 476,150 $ - $ - $ - $ - $ - $ - $ - $ 476,150 $ Fund 540 (Traffic Impact) 314,920 $ 734,066 $ - $ - $ 500,000 $ - $ - $ - $ - $ 1,548,985 $ TOTAL $ 314,920 $ 1,210,216 $ - $ - $ 500,000 $ - $ - $ - $ - $ 2,025,135 Project Manager Approval: Ryan Chapman
PROJECT 7306
STREET IMPROVEMENTS - IMPERIAL HWY/SR-57 INTERCHANGE IMPROVEMENTS As identified in the Transportation Improvement Nexus Program, this project will widen the SR-57 southbound on-ramp and reconfigure eastbound lanes on Imperial Highway.

The project will improve traffic operational performance and reduce congestion on Imperial Highway. Coordination with Caltrans is required for design, permit, and construction.

PROJECT
Estimated
Expenditures to
Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 19,604 62,417 $ - $ - $ - $ - $ - $ - $ - $ 82,021 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 1,061,083 $ 333,271 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 3,494,354 $ CONST. ENGINEERING 124,833 $ 39,208 $ - $ - $ - $ - $ - $ - $ - $ 164,042 $ TOTAL $ 1,248,333 $ 392,084 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 3,740,417

FUNDING SOURCES
Fund 220 (Gas Tax) 382,067 $ - $ - $ - $ - $ - $ - $ - $ - $ 382,067 $ Fund 260 (Measure M) 766,266 $ 392,084 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 3,258,350 $ Fund 440 (Sanitation) 100,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 100,000 $ TOTAL $ 1,248,333 $ 392,084 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 3,740,417 Eric Aulls
PROJECT 7312

STREET IMPROVEMENTS - CITYWIDE SLURRY SEAL PROGRAM
The slurry seal program is a proactive street maintenance program through which City streets are slurry sealed each year. Each year, a listing of specific streets is reviewed for slurry seal in coordination with the Pavement Management Plan (PMP) recommendations.

Project Manager Approval:

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 6,636 42,157 $ - $ - $ - $ - $ - $ - $ - $ 48,793 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 716,663 $ 112,810 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 2,229,473 $ CONST. ENGINEERING 84,313 $ 13,272 $ - $ - $ - $ - $ - $ - $ - $ 97,585 $ TOTAL $ 843,133 $ 132,717 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 2,375,850

FUNDING SOURCES
Fund 182 (FARP) 269,007 $ - $ - $ - $ - $ - $ - $ - $ - $ 269,007 $ Fund 220 (Gas Tax) 574,127 $ 132,717 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 2,106,844 $ TOTAL $ 843,133 $ 132,717 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 2,375,850 Project Manager Approval: Eric Aulls
PROJECT 7313

STREET IMPROVEMENTS - CITYWIDE SIDEWALK REPLACEMENT
This project allows for repair and replacement of concrete sidewalks, curb and gutter, and curb access ramps on an annual as-needed basis.

NOT TO SCALE VICINITY MAP

KRAEMER
BLVD PHASE 1 PHASE 2 PROJECT 7322 COUNTRY HILLS SUBDIVISION PAVEMENT/WATER REHABILITATION STREET IMPROVEMENTS - BIRCH ST LAMBERT RD LEGEND

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN 427,613 $ 28,870 $ - $ - $ - $ - $ - $ - $ - $ 456,483 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 7,269,417 $ 490,792 $ - $ - $ - $ - $ - $ - $ - $ 7,760,208 $ CONST. ENGINEERING 855,226 $ 57,740 $ - $ - $ - $ - $ - $ - $ - $ 912,966 $ TOTAL $ 577,402 8,552,255 $ - $ - $ - $ - $ - $ - $ - $ 9,129,657 $

FUNDING SOURCES
Fund 220 (Gas Tax) 603,234 $ 144,766 $ - $ - $ - $ - $ - $ - $ - $ 748,000 $ Fund 221 (RMRA) - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Fund 260 (Measure M) 1,315,000 $ 300,000 $ - $ - $ - $ - $ - $ - $ - $ 1,615,000 $ Fund 420 (Water) 6,634,021 $ 132,636 $ - $ - $ - $ - $ - $ - $ - $ 6,766,657 $ TOTAL $ 577,402 8,552,255 $ - $ - $ - $ - $ - $ - $ - $ 9,129,657 $ Project Manager Approval: Angelica Flores
PROJECT 7322

STREET IMPROVEMENTS - COUNTRY HILLS SUBDIVISION PAVEMENT/WATER REHABILITATION This project rehabilitated the existing streets within the County Hills subdivision pursuant to the City’s Pavement Management Plan (PMP). Additionally, the existing water connections throughout the area were replaced. The improvements also included updating curb, gutter, and ADA ramps.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 345,355 49,645 $ 40,000 $ - $ 50,000 $ - $ - $ - $ - $ 485,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 320,000 $ - $ 600,000 $ - $ - $ - $ - $ 920,000 $ CONST. ENGINEERING - $ - $ 40,000 $ - $ 50,000 $ - $ - $ - $ - $ 90,000 $ TOTAL $ 49,645 $ 345,355 $ 400,000 $ - $ 700,000 $ - $ - $ - $ - $ 1,495,000

FUNDING SOURCES
Fund 220 (Gas Tax) 49,645 $ 31,327 $ - $ - $ 200,000 $ - $ - $ - $ - $ 280,972 $ Fund 260 (Measure M) $ - - $ 500,000 $ - $ - $ - $ - $ 500,000 $ Fund 430 (Sewer) - $ 314,028 $ 400,000 $ - $ - $ - $ - $ - $ - $ 714,028 $ TOTAL $ 49,645 $ 345,355 $ 400,000 $ - $ 700,000 $ - $ - $ - $ - $ 1,495,000 Project Manager Approval: Rudy Correa
PROJECT 7326

STREET IMPROVEMENTS - WALNUT WAY STREET IMPROVEMENTS
This project will rehabilitate the residential roadway on Walnut Way, located south of Bracken Street and west of Brea Boulevard. This project also includes the removal and replacement of the existing sanitary sewer mainline located within Walnut Way.

PROJECT 7327

STREET IMPROVEMENTS - CENTRAL AVE & STATE COLLEGE

NOT TO SCALE

VICINITY MAP

STREET IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 513,353 206,646 $ - $ - $ - $ - $ - $ - $ 150,000 $ 869,999 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ 1,350,000 $ 1,350,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 206,646 $ 513,353 $ - $ - $ - $ - $ - $ - $ 1,500,000 $ 2,219,999

FUNDING SOURCES
Fund 220 (Gas Tax) 71,264 $ 498,735 $ - $ - $ - $ - $ - $ - $ 750,000 $ 1,319,999 $ Fund 260 (Measure M) - $ - $ - $ - $ - $ - $ - $ - $ 750,000 $ 750,000 $ Fund 420 (Water) 135,382 $ 14,618 $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ TOTAL $ 206,646 $ 513,353 $ - $ - $ - $ - $ - $ - $ 1,500,000 $ 2,219,999 Project Manager Approval: Ryan Chapman
PROJECT 7327

STREET IMPROVEMENTS - CENTRAL AVE & STATE COLLEGE STREET IMPROVEMENTS This project will improve the pavement on Central Avenue and State College Boulevard between the western City limits and Lambert Road, pursuant to the City’s Pavement Management Plan. The improvements will include paving upgrades, the removal and reconstruction of curb, gutter, and ADA ramps, as well as the removal and replacement of existing water mains, services, and water infrastructure within the project limits.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 19,821 21,679 $ - $ - $ - $ - $ - $ - $ - $ 41,500 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 368,544 $ 336,956 $ - $ - $ - $ - $ - $ - $ - $ 705,500 $ CONST. ENGINEERING 43,358 $ 39,642 $ - $ - $ - $ - $ - $ - $ - $ 83,000 $ TOTAL $ 433,581 $ 396,419 $ - $ - $ - $ - $ - $ - $ - $ 830,000

FUNDING SOURCES
Fund 140 (C.B.E.D.) 433,581 $ 396,419 $ - $ - $ - $ - $ - $ - $ - $ 830,000 $ TOTAL $ 433,581 $ 396,419 $ - $ - $ - $ - $ - $ - $ - $ 830,000 Project Manager Approval: Michael Ho
PROJECT 7328

STREET IMPROVEMENTS - BREA DOWNTOWN PARKLETS PROJECT
This project constructed parklets on Birch Street between Madrona Avenue and Walnut Avenue, and on the east side of Brea Boulevard between Birch Street and Ash Street.

Improvements included hardscaping, landscaping, and the installation of various pedestrian amenities within the project limits.

PROJECT 7329 STREET IMPROVEMENTS - BIRCH ST NOT TO SCALE VICINITY MAP VALENCIA AVEBIRCH STREET IMPROVEMENTS S. ASSOCIATED TO VALENCIA

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 3,592,406 357,595 $ 50,000 $ - $ - $ - $ - $ 275,000 $ - $ 4,275,001 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 400,000 $ - $ - $ - $ - $ 2,475,000 $ - $ 2,875,000 $ CONST. ENGINEERING - $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ TOTAL $ 357,595 $ 3,592,406 $ 500,000 $ - $ - $ - $ - $ 2,750,000 $ - $ 7,200,001

FUNDING SOURCES
Fund 221 (RMRA) 307,595 $ 3,592,406 $ 250,000 $ - $ - $ - $ - $ 1,375,000 $ - $ 5,525,001 $ Fund 260 (Measure M) - $ - $ 250,000 $ - $ - $ - $ - $ 1,375,000 $ - $ 1,625,000 $ Fund 420 (Water) 50,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ TOTAL $ 357,595 $ 3,592,406 $ 500,000 $ - $ - $ - $ - $ 2,750,000 $ - $ 7,200,001 Project Manager Approval: Ryan Chapman
PROJECT 7329
STREET IMPROVEMENTS - BIRCH ST. IMPROVEMENTS S. ASSOCIATED TO VALENCIA This project will improve the pavement on Birch Street between S. Associated Road and Valencia Avenue, pursuant to the City’s Pavement Management Plan. The improvements will include paving upgrades, the removal and reconstruction of curb, gutter, and ADA ramps, as well as the removal and replacement of existing water mains and an exisitng PRV vault at the intersection of Birch Street and Kraemer Avenue.

PROJECT 7332

STREET IMPROVEMENTS -

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

CITYWIDE STREET LIGHT LED UPGRADES

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ 975,000 $ 975,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 975,000 $ 975,000

FUNDING SOURCES
Fund 182 (FARP) $ - - $ $ - - $ - $ - $ - $ - $ - $ - $ Fund 220 (Gas Tax) - $ - $ - $ - $ - $ - $ - $ - $ 975,000 $ 975,000 $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 975,000 $ 975,000 PROJECT 7332

STREET IMPROVEMENTS - CITYWIDE STREET LIGHT LED UPGRADES This project will replace all existing inductive street lighting heads within the City to LED street lighting heads.

Project Manager Approval: Eric Aulls
PROJECT 7333 FLOWER AVENUE STREET IMPROVEMENTS NOT TO SCALE VICINITY MAP STREET IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 1,250 3,750 $ - $ - $ - $ - $ - $ - $ - $ 5,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 63,750 $ 21,250 $ - $ - $ - $ - $ - $ - $ - $ 85,000 $ CONST. ENGINEERING 7,500 $ 2,500 $ - $ - $ - $ - $ - $ - $ - $ 10,000 $ TOTAL $ 75,000 $ 25,000 $ - $ - $ - $ - $ - $ - $ - $ 100,000

FUNDING SOURCES
Other (Funded) 75,000 $ 25,000 $ - $ - $ - $ - $ - $ - $ - $ 100,000 $ TOTAL $ 75,000 $ 25,000 $ - $ - $ - $ - $ - $ - $ - $ 100,000 PROJECT 7333

STREET IMPROVEMENTS - FLOWER AVENUE STREET IMPROVEMENTS This project will modify Flower Avenue and the intersection of Imperial Highway & Flower Avenue to increase the use of active transportation modes and enhance the safety and mobility of pedestrians walking and biking. Improvements will also include updating curb, gutter, sidewalk, and making utility modifications.

Project Manager Approval: Ryan Chapman
PROJECT 7334 PALM STREET PAVING IMPROVEMENTS NOT TO SCALE VICINITY MAP STREET IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 130,000 $ - $ - $ - $ - $ - $ - $ 130,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 1,170,000 $ - $ - $ - $ - $ - $ - $ 1,170,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 1,300,000 $ - $ - $ - $ - $ - $ - $ 1,300,000

FUNDING SOURCES
Fund 220 (Gas Tax) - $ - $ 390,000 $ - $ - $ - $ - $ - $ - $ 390,000 $ Fund 260 (Measure M) - $ - $ 910,000 $ - $ - $ - $ - $ - $ - $ 910,000 $ TOTAL $ - $ - $ 1,300,000 $ - $ - $ - $ - $ - $ - $ 1,300,000 PROJECT 7334

STREET IMPROVEMENTS - PALM STREET PAVING IMPROVEMENTS
This project will rehabilitate the existing roadway of Palm Street from Bonita Place to W. Central Avenue within the City limits. Improvements will also include updating curb, gutter, ADA ramps, sidewalks, and drainage improvements.

Project Manager Approval: Ryan Chapman
PROJECT 7335 BREA BLVD. TO S. ASSOCIATED RD. NOT TO SCALE VICINITY MAP STREET IMPROVEMENTS - BIRCH STREET IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ 200,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ 2,500,000 $ 2,500,000 $ - $ - $ 5,000,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ 300,000 $ TOTAL $ - $ - $ - $ - $ - $ 2,750,000 $ 2,750,000 $ - $ - $ 5,500,000

FUNDING SOURCES
Fund 221 (RMRA) - $ - $ - $ - $ - $ 1,375,000 $ 1,375,000 $ - $ - $ 2,750,000 $ Fund 260 (Measure M) - $ - $ - $ - $ - $ 1,375,000 $ 1,375,000 $ - $ - $ 2,750,000 $ TOTAL $ - $ - $ - $ - $ - $ 2,750,000 $ 2,750,000 $ - $ - $ 5,500,000 PROJECT 7335
STREET IMPROVEMENTS - BIRCH ST. IMPROVEMENTS BREA BLVD. TO S. ASSOCIATED RD.

This project will improve the pavement on Birch Street, from Brea Boulevard to South Associated Road, pursuant to the City’s Pavement Management Plan. The improvements will include paving upgrades, the removal and reconstruction of curb, gutter, sidewalk, and ADA ramps.

Project Manager Approval: Ryan Chapman
PROJECT 7336 RANDOLPH AVENUE STREET IMPROVEMENTS NOT TO SCALE VICINITY MAP STREET IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ 150,000 $ 150,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ 1,350,000 $ 1,350,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 1,500,000 $ 1,500,000

FUNDING SOURCES
Fund 221 (RMRA) - $ - $ - $ - $ - $ - $ - $ - $ 750,000 $ 750,000 $ Fund 260 (Measure M) - $ - $ - $ - $ - $ - $ - $ - $ 750,000 $ 750,000 $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 1,500,000 $ 1,500,000 PROJECT 7336
STREET IMPROVEMENTS - RANDOLPH AVE. STREET IMPROVEMENTS This project will improve the pavement on Randolph Avenue, from Birch Street to Imperial Highway, pursuant to the City’s Pavement Management Plan. The improvements will include paving upgrades, the removal and reconstruction of curb, gutter, sidewalk, and ADA ramps.

Project Manager Approval: Ryan Chapman
PROJECT 7337 STREET IMPROVEMENTS - NOT TO SCALE VICINITY MAP TANGLEWOOD STREET PAVING IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 400,000 $ - $ - $ - $ - $ - $ - $ 400,000 $ CONST. ENGINEERING - $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ TOTAL $ - $ - $ 500,000 $ - $ - $ - $ - $ - $ - $ 500,000

FUNDING SOURCES
Fund 260 (Measure M) - $ - $ 500,000 $ - $ - $ - $ - $ - $ - $ 500,000 $ TOTAL $ - $ - $ 500,000 $ - $ - $ - $ - $ - $ - $ 500,000 PROJECT 7337

STREET IMPROVEMENTS - TANGLEWOOD STREET PAVING IMPROVEMENTS This project will improve the pavement on Tanglewood Street adjacent to the intersection of Palm Street, pursuant to the City’s Pavement Management Plan. The improvements will include paving upgrades, utility and trenching backfill modifications, and the removal and reconstruction of curb, gutter, sidewalk, and ADA ramps.

Project Manager Approval: Ryan Chapman

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

STORM DRAIN IMPROVEMENTS
PROJECT 7330

STORM DRAIN IMPROVEMENTS - STORM DRAIN MASTER PLAN

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 350,000 $ - $ - $ - $ - $ - $ - $ 350,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 350,000

FUNDING SOURCES
Fund 550 (Storm Drain) - $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 350,000 $ TOTAL $ - $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 350,000 Project Manager Approval: Bryan Hong
PROJECT 7330

STORM DRAIN IMPROVEMENTS - STORM DRAIN MASTER PLAN
This project will include the preparation of an update to the City’s Master Plan of Drainage. The update will include an analysis of the capacity of the City’s existing storm drainage infrastructure, a hydrologic and hydraulic assessment, and an analysis of recommended improvement projects.

LAMBERT RD

BREA BLVD

NOT TO SCALE

VICINITY MAP

STORM DRAIN IMPROVEMENTS -
TRACKS SEGMENT 3 DRAINAGE REPAIRS
PROJECT 7952

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 2,175 10,405 $ - $ - $ - $ - $ - $ - $ - $ 12,580 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 176,884 $ 36,977 $ - $ - $ - $ - $ - $ - $ - $ 213,860 $ CONST. ENGINEERING 20,810 $ 4,350 $ - $ - $ - $ - $ - $ - $ - $ 25,160 $ TOTAL $ 208,098 $ 43,502 $ - $ - $ - $ - $ - $ - $ - $ 251,600

FUNDING SOURCES
Fund 410 (Urban Runoff) 190,907 $ 694 $ - $ - $ - $ - $ - $ - $ - $ 191,601 $ Other (Funded) 17,192 $ 42,808 $ - $ - $ - $ - $ - $ - $ - $ 60,000 $ TOTAL $ 208,098 $ 43,502 $ - $ - $ - $ - $ - $ - $ - $ 251,600 Project Manager Approval: Ryan Chapman
PROJECT 7952
STORM DRAIN IMPROVEMENTS - TRACKS SEGMENT 3 DRAINAGE REPAIRS This project will provide drainage improvements with the installation of storm drain pipes, inlets, and rip-rap; minor grading modifications; and the backfilling of the exiting drainage pit area.

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

TRAFFIC SAFETY ENHANCEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 7,959 24,149 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 207,108 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 410,538 $ 135,303 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,245,841 $ CONST. ENGINEERING 48,299 $ 15,918 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 239,217 $ TOTAL $ 482,986 $ 159,180 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,692,166

FUNDING SOURCES
Fund 260 (Measure M) 105,079 $ 59,180 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 864,259 $ Fund 540 (Traffic Impact) 377,907 $ 100,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 827,907 $ TOTAL $ 482,986 $ 159,180 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,692,166 Project Manager Approval: Ryan Chapman
PROJECT 7218

TRAFFIC SAFETY ENHANCEMENTS - TRAFFIC SIGNAL CONTROLLER UPGRADE This project proposes to replace traffic signal controllers and cabinets, update video detection equipment, replace traffic signal heads, and make traffic safety improvements at various locations throughout the City.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 7,884 1,414 $ - $ - $ - $ - $ - $ - $ - $ 9,298 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 24,046 $ 134,021 $ - $ - $ - $ - $ - $ - $ - $ 158,067 $ CONST. ENGINEERING 2,829 $ 15,767 $ - $ - $ - $ - $ - $ - $ - $ 18,596 $ TOTAL $ 28,290 $ 157,672 $ - $ - $ - $ - $ - $ - $ - $ 185,961

FUNDING SOURCES
Fund 220 (Gas Tax) 2,339 $ 157,672 $ - $ - $ - $ - $ - $ - $ - $ 160,011 $ Fund 540 (Traffic Impact) 25,951 $ - $ - $ - $ - $ - $ - $ - $ - $ 25,951 $ TOTAL $ 28,290 $ 157,672 $ - $ - $ - $ - $ - $ - $ - $ 185,961 Project Manager Approval: Ryan Chapman
PROJECT 7704

TRAFFIC SAFETY ENHANCEMENTS - EMERGENCY CHANGEABLE MESSAGE SIGNS This project proposes to install changeable message signs that can be activated to notify drivers of Carbon Canyon Road closures. The proposed signage, 2 located in Caltrans jurisdiction and 2 located in City of Brea jurisdiction, will be strategically placed so that drivers can alter their travel route when Carbon Canyon Road is closed.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 398,583 71 $ - $ - $ - $ - $ - $ - $ - $ 398,654 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 1,207 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,207 $ CONST. ENGINEERING 142 $ - $ - $ - $ - $ - $ - $ - $ - $ 142 $ TOTAL $ 1,420 $ 398,583 $ - $ - $ - $ - $ - $ - $ - $ 400,003

FUNDING SOURCES
Fund 540 (Traffic Impact) 1,420 $ 398,583 $ - $ - $ - $ - $ - $ - $ - $ 400,003 $ TOTAL $ 1,420 $ 398,583 $ - $ - $ - $ - $ - $ - $ - $ 400,003 Project Manager Approval: Michael Ho
PROJECT 7716

TRAFFIC SAFETY ENHANCEMENTS - LAMBERT ROAD TRAFFIC SIGNAL SYNCHRONIZATION This project upgraded traffic signal control equipment, developed traffic signal timing plans and synchronized traffic signals along the Lambert Road/Carbon Canyon corridor in La Habra and Brea. This was a joint project with the City of La Habra as the lead agency under the OCTA M2 Traffic Signal Synchronization Program per Resolution 2019-070 presented at the December 3, 2019 Brea City Council Meeting.

NOT TO SCALE

VICINITY MAP

TRAFFIC SAFETY ENHANCEMENTS - CLIFFWOOD

NEIGHBORHOOD TRAFFIC CALMING IMPROVEMENTS
PROJECT 7717

LAMBERT RD CLIFFWOOD
AVE

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 8,380 602,139 $ - $ - $ - $ - $ - $ - $ - $ 610,519 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 602,139 $ 8,380 $ - $ - $ - $ - $ - $ - $ - $ 610,519

FUNDING SOURCES
Fund 220 (Gas Tax) 41,620 $ 8,380 $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ Fund 260 (Measure M) 10,519 $ - $ - $ - $ - $ - $ - $ - $ - $ 10,519 $ Fund 540 (Traffic Impact) 550,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 550,000 $ TOTAL $ 602,139 $ 8,380 $ - $ - $ - $ - $ - $ - $ - $ 610,519 Project Manager Approval: Michael Ho
PROJECT 7717

TRAFFIC SAFETY ENHANCEMENTS - CLIFFWOOD NEIGHBORHOOD TRAFFIC CALMING IMPROVEMENTS As part of the Cliffwood Neighborhood Traffic Calming Study presented at the March 16, 2021 City Council meeting, this project installed a new protective left-turn movement in the east and westbound direction and eliminated through movements in the north and southbound direction of the intersection of Lambert Road and Cliffwood Avenue; replaced the existing traffic signal controller for the intersection of State College Boulevard and Cliffwood Avenue; and installed a new eastbound protective left-turn for the intersection of Balsa Avenue and State College Boulevard.

PROJECT 7718

TRAFFIC SAFETY ENHANCEMENTS - TRANSPORTATION

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

IMPROVEMENT NEXUS PROGRAM UPDATE

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 6,244 6 $ 25,000 $ - $ - $ - $ - $ - $ - $ 31,250 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 99 $ 106,151 $ - $ - $ - $ - $ - $ - $ - $ 106,250 $ CONST. ENGINEERING 12 $ 12,488 $ - $ - $ - $ - $ - $ - $ - $ 12,500 $ TOTAL $ 117 $ 124,883 $ 25,000 $ - $ - $ - $ - $ - $ - $ 150,000

FUNDING SOURCES
Fund 540 (Traffic Impact) 117 $ 124,883 $ 25,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ TOTAL $ 117 $ 124,883 $ 25,000 $ - $ - $ - $ - $ - $ - $ 150,000 PROJECT 7718

TRAFFIC SAFETY ENHANCEMENTS - TRANSPORTATION IMPROVEMENT NEXUS PROGRAM UPDATE This project will include the preparation of an update to the City Transportation Improvement Nexus Study.

Project Manager Approval: Ryan Chapman
PROJECT 7720 KRAEMER BLVD. REGIONAL TRAFFIC SIGNAL SYNCHRONIZATION NOT TO SCALE VICINITY MAP TRAFFIC SAFETY ENHANCEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000

FUNDING SOURCES
Fund 540 (Traffic Impact) - $ - $ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000 $ TOTAL $ - $ - $ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000 PROJECT 7720
TRAFFIC SAFETY ENHANCEMENTS - KRAEMER BLVD. REGIONAL TRAFFIC SIGNAL SYNCHRONIZATION This project will upgrade traffic signal control equipment, develop traffic signal timing plans and synchronize traffic signals along the Kraemer Boulevard/Glassell Street/Grand Avenue corridor in Anaheim, Orange, Placentia, Santa Ana, and Brea. This is a joint project with the City of Santa Ana as the lead agency under the OCTA M2 Traffic Signal Synchronization Program per Resolution 2023-067 presented at the December 5, 2023 Brea City Council Meeting.

Project Manager Approval: Ryan Chapman
PROJECT 7721 REGIONAL TRAFFIC SIGNAL SYNCHRONIZATION NOT TO SCALE VICINITY MAP TRAFFIC SAFETY ENHANCEMENTS - STATE COLLEGE BLVD.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000

FUNDING SOURCES
Fund 540 (Traffic Impact) - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 $ TOTAL $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 PROJECT 7721
TRAFFIC SAFETY ENHANCEMENTS - STATE COLLEGE BLVD. REGIONAL TRAFFIC SIGNAL SYNCHRONIZATION This project will upgrade traffic signal control equipment, develop traffic signal timing plans and synchronize traffic signals along the State College Boulevard/The City Drive corridor in Anaheim, Fullerton, Orange, and Brea. This is a joint project with the City of Anaheim as the lead agency under the OCTA M2 Traffic Signal Synchronization Program per Resolution 2024-067 presented at the December 3, 2024 Brea City Council Meeting.

Project Manager Approval: Ryan Chapman

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

WATER IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 10,198 184,975 $ - $ - $ - $ - $ - $ - $ - $ 195,173 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 3,144,583 $ 173,361 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 4,717,944 $ CONST. ENGINEERING 369,951 $ 20,395 $ - $ - $ - $ - $ - $ - $ - $ 390,346 $ TOTAL $ 3,699,509 $ 203,954 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 5,303,464

FUNDING SOURCES
Fund 420 (Water) 3,699,509 $ 203,954 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 5,303,464 $ TOTAL $ 3,699,509 $ 203,954 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 5,303,464 Project Manager Approval: Rudy Correa
PROJECT 7442

WATER IMPROVEMENTS - MISCELLANEOUS WATER IMPROVEMENT PROGRAM This project creates a fund for water improvements as they become necessary. These projects may include emergency water main repairs and upgrades of existing facilities, equipment, and appurtenances.

PROJECT 7462 WATER IMPROVEMENTS - ENTERPRISE TRACT WATER IMPROVEMENTS VALENCIA AVE NOT TO SCALE VICINITY MAP IMPERIAL HWY BIRCH ST

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 22,180 112,881 $ - $ - $ 50,000 $ - $ - $ - $ - $ 185,061 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ 4,000,000 $ - $ - $ - $ - $ 4,000,000 $ CONST. ENGINEERING - $ - $ - $ - $ 400,000 $ - $ - $ - $ - $ 400,000 $ TOTAL $ 112,881 $ 22,180 $ - $ - $ 4,450,000 $ - $ - $ - $ - $ 4,585,061

FUNDING SOURCES
Fund 220 (Gas Tax) - $ - $ - $ - $ 400,000 $ - $ - $ - $ - $ 400,000 $ Fund 221 (RMRA) 25,000 $ 5,060 $ - $ - $ - $ - $ - $ - $ - $ 30,060 $ Fund 260 (Measure M) - $ - $ - $ - $ 550,000 $ - $ - $ - $ - $ 550,000 $ Fund 420 (Water) 87,881 $ 17,120 $ - $ - $ 3,500,000 $ - $ - $ - $ - $ 3,605,001 $ TOTAL $ 112,881 $ 22,180 $ - $ - $ 4,450,000 $ - $ - $ - $ - $ 4,585,061 Project Manager Approval: Ryan Chapman
PROJECT 7462

WATER IMPROVEMENTS - ENTERPRISE TRACT WATER IMPROVEMENTS This project will replace existing undersized and deteriorated water mains in the Enterprise Tract including Ranger Avenue, Enterprise Street, Voyager Avenue, Surveyor Avenue, and Nasa Street. Additionally, this project will also rehabilitate the existing roadway within the project limits pursuant to the City's Pavement Management Plan.

PROJECT 7465 WATER IMPROVEMENTS - CANDLEWOOD TRACT WATER MAIN REPLACEMENT LAMBERT RD VICINITY MAP NOT TO SCALE STATE COLLEGE BLVD

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 21,703 63,297 $ 10,000 $ - $ - $ 50,000 $ - $ - $ - $ 145,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ 4,000,000 $ - $ - $ - $ 4,000,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ 350,000 $ - $ - $ - $ 350,000 $ TOTAL $ 63,297 $ 21,703 $ 10,000 $ - $ - $ 4,400,000 $ - $ - $ - $ 4,495,000

FUNDING SOURCES
Fund 220 (Gas Tax) - $ - $ - $ - $ - $ 800,000 $ - $ - $ - $ 800,000 $ Fund 420 (Water) 63,297 $ 21,703 $ 10,000 $ - $ - $ 3,600,000 $ - $ - $ - $ 3,695,000 $ TOTAL $ 63,297 $ 21,703 $ 10,000 $ - $ - $ 4,400,000 $ - $ - $ - $ 4,495,000 Project Manager Approval: Ryan Chapman
PROJECT 7465

WATER IMPROVEMENTS - CANDLEWOOD TRACT WATER MAIN REPLACEMENT This project will replace existing undersized and deteriorated water mains in the Candlewood Tract neighborhood on the south side of State College Boulevard between Cliffwood Street and Balsa Avenue.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - 74,053 $ - $ - $ - $ - $ - $ - $ - $ 74,053 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 1,258,908 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,258,908 $ CONST. ENGINEERING 148,107 $ - $ - $ - $ - $ - $ - $ - $ - $ 148,107 $ TOTAL $ 1,481,068 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,481,068

FUNDING SOURCES
Fund 260 (Measure M) 360,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 360,000 $ Fund 420 (Water) 1,121,069 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,121,069 $ TOTAL $ 1,481,068 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,481,068 Project Manager Approval: Ryan Chapman
PROJECT 7466

WATER IMPROVEMENTS - SOUTH BREA NEIGHBORHOOD WATER MAIN REPLACEMENT This project will replace existing water mains in the residential neighborhoods bound to the north by Imperial Highway, to the west by Brea Boulevard, to the east by State College, and to the south by the City limit. Additionally, this project will also rehabilitate the existing roadway within the project limits pursuant to the City's Pavement Management Plan.

PROJECT 7470 CARBON CANYON BOOSTER NO. 2 IMPROVEMENTS NOT TO SCALE VICINITY MAP WATER IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 517,690 296,697 $ - $ - $ - $ - $ - $ - $ - $ 814,387 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 1,800,000 $ - $ - $ - $ - $ - $ - $ 1,800,000 $ CONST. ENGINEERING - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 $ TOTAL $ 296,697 $ 517,690 $ 2,000,000 $ - $ - $ - $ - $ - $ - $ 2,814,387

FUNDING SOURCES
Fund 420 (Water) 296,697 $ 517,690 $ 2,000,000 $ - $ - $ - $ - $ - $ - $ 2,814,387 $ TOTAL $ 296,697 $ 517,690 $ 2,000,000 $ - $ - $ - $ - $ - $ - $ 2,814,387 Project Manager Approval: Bryan Hong
PROJECT 7470
WATER IMPROVEMENTS - CARBON CANYON BOOSTER NO. 2 IMPROVEMENTS This project will construct a new building enclosure and associated infrastructure for Booster Pump Station No. 2 to provide further protection for the booster pump. This project will also install an emergency generator and make all necessary pump, water line, and electrical upgrades and modifications for operation of the new generator infrastructure at Booster Pump Station No. 2.

PROJECT 7471 CARBON CANYON BOOSTER NO. 3 IMPROVEMENTS NOT TO SCALE VICINITY MAP WATER IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN 190,798 $ 35,350 $ - $ - $ - $ - $ - $ - $ - $ 226,148 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 35,350 190,798 $ - $ - $ - $ - $ - $ - $ - $ 226,148 $

FUNDING SOURCES
Fund 420 (Water) 190,798 $ 35,350 $ - $ - $ - $ - $ - $ - $ - $ 226,148 $ TOTAL $ 35,350 190,798 $ - $ - $ - $ - $ - $ - $ - $ 226,148 $ Project Manager Approval: Bryan Hong
PROJECT 7471
WATER IMPROVEMENTS - CARBON CANYON BOOSTER NO. 3 IMPROVEMENTS This project will construct a new building enclosure and associated infrastructure for Booster Pump Station No. 3 to provide further protection for the booster pump. This project will also install an emergency generator and make all necessary pump, water line, and electrical upgrades and modifications for operation of the new generator infrastructure at Booster Pump Station No. 3.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 1,777,052 72,947 $ - $ - $ - $ - $ - $ - $ - $ 1,849,999 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ 3,200,000 $ - $ - $ - $ - $ - $ 3,200,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 72,947 $ 1,777,052 $ - $ 3,200,000 $ - $ - $ - $ - $ - $ 5,049,999

FUNDING SOURCES
Fund 420 (Water) 72,947 $ 1,777,052 $ - $ 3,200,000 $ - $ - $ - $ - $ - $ 5,049,999 $ TOTAL $ 72,947 $ 1,777,052 $ - $ 3,200,000 $ - $ - $ - $ - $ - $ 5,049,999 Project Manager Approval: Rudy Correa
PROJECT 7473

WATER IMPROVEMENTS - VALENCIA RESERVOIR REPAINTING
This project will make improvements to the Valencia Reservoir, including the removal and replacement of the existing coating on the interior of the reservoir, painting and safety enhancements to the exterior of the reservoir, and external waterline connection improvements. The project proposes to include bacteriological testing on the reservoir prior to project completion.

NOT TO SCALE

VICINITY MAP
WATER IMPROVEMENTS - N. ASSOCIATED RD.

NEW HIGH PRESSURE WATER LINE
PROJECT 7476

ASSOCIATED RD

LAMBERT RD

BIRCH ST

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN 2,486,036 $ 721,764 $ - $ - $ - $ - $ - $ - $ - $ 3,207,800 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 2,486,036 $ 721,764 $ - $ - $ - $ - $ - $ - $ - $ 3,207,800

FUNDING SOURCES
Fund 220 (Gas Tax) 250,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 250,000.00 $ Fund 420 (Water) 1,156,036 $ 721,764 $ - $ - $ - $ - $ - $ - $ - $ 1,877,799.96 $ Fund 541 (Water Impact) 1,080,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,080,000.00 $ TOTAL $ 2,486,036 $ 721,764 $ - $ - $ - $ - $ - $ - $ - $ 3,207,800 Project Manager Approval: Ryan Chapman
PROJECT 7476
WATER IMPROVEMENTS - N. ASSOCIATED RD. NEW HIGH PRESSURE WATER LINE This project installed a high pressure loop line on N. Associated Road from Birch Street to Lambert Road.

PROJECT 7479 WATER IMPROVEMENTS - LOTUS PLACE WATER LINE IMPROVEMENTS NOT TO SCALE VICINITY MAP

N PALM ST W CENTRAL AVE

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - 192,708 $ - $ - $ - $ - $ - $ - $ - $ 192,708 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ 3,500,000 $ - $ 3,500,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ 350,000 $ - $ 350,000 $ TOTAL $ 192,708 $ - $ - $ - $ - $ - $ - $ 3,850,000 $ - $ 4,042,708

FUNDING SOURCES
Fund 220 (Gas Tax) - $ - $ - $ - $ - $ - $ - $ 150,000 $ - $ 150,000 $ Fund 260 (Measure M) 47,060 $ - $ - $ - $ - $ - $ - $ 200,000 $ - $ 247,060 $ Fund 420 (Water) 145,648 $ - $ - $ - $ - $ - $ - $ 3,500,000 $ - $ 3,645,648 $ TOTAL $ 192,708 $ - $ - $ - $ - $ - $ - $ 3,850,000 $ - $ 4,042,708 Project Manager Approval: Ryan Chapman
PROJECT 7479

WATER IMPROVEMENTS - LOTUS PLACE WATER LINE IMPROVEMENTS This project proposes to remove and replace the existing undersized and aging waterlines on Central Avenue/La Habra Boulevard between Vallejo Street and Roscoe Street, on Palm Street between Central Avenue and Skywood Street, and within the residential neighborhood bound by Central Avenue/La Habra Boulevard to the north, Skywood Street to the south, Palm Street to the east, and Vallejo Street to the west. Additionally, this project will also rehabilitate the existing roadway within the project limits pursuant to the City's Pavement Management Plan.

PROJECT 7481 WATER IMPROVEMENTS - NOT TO SCALE VICINITY MAP BREA CORSICAN VILLAS WATER LINE IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ 360,000 $ - $ - $ 360,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ - $ - $ 360,000 $ - $ - $ 360,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ - $ - $ - $ - $ 360,000 $ - $ - $ 360,000 $ TOTAL $ - $ - $ - $ - $ - $ - $ 360,000 $ - $ - $ 360,000 Project Manager Approval: Rudy Correa
PROJECT 7481

WATER IMPROVEMENTS - BREA CORSICAN VILLAS WATER LINE IMPROVEMENTS This project proposes to replace the existing undersized waterlines within the Brea Corsican Villas neighborhood, and on S. Palm Street, between Skywood Street and Lambert Road. Additionally, this project will also rehabilitate the existing roadway within the project limits pursuant to the City's Pavement Management Plan.

PROJECT 7482 WATER IMPROVEMENTS - OLINDA VILLAGE WATER LINE IMPROVEMENTS NOT TO SCALE VICINITY MAP CANYON RD OLINDA PL CARBON

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ TOTAL $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 Project Manager Approval: Bryan Hong
PROJECT 7482

WATER IMPROVEMENTS - OLINDA VILLAGE WATER LINE IMPROVEMENTS This project proposes to replace the existing undersized waterlines on segments of Olinda Place and Lilac Lane within the Olinda Village neighborhood.

PROJECT 7483 WATER IMPROVEMENTS - NOT TO SCALE VICINITY MAPW LAMBERT RD REPLACE GENERATOR AT BERRY STREET BOOSTER PUMP STATION

N BERRY ST

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ 450,000 $ 450,000 $ - $ - $ - $ - $ 900,000 $ CONST. ENGINEERING - $ - $ - $ 50,000 $ 50,000 $ - $ - $ - $ - $ 100,000 $ TOTAL $ - $ - $ 200,000 $ 500,000 $ 500,000 $ - $ - $ - $ - $ 1,200,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ 200,000 $ 500,000 $ 500,000 $ - $ - $ - $ - $ 1,200,000 $ TOTAL $ - $ - $ 200,000 $ 500,000 $ 500,000 $ - $ - $ - $ - $ 1,200,000 Project Manager Approval: Rudy Correa
PROJECT 7483

WATER IMPROVEMENTS - REPLACE GENERATOR AT BERRY STREET BOOSTER PUMP STATION This project proposes to install a new generator and all associated electrical improvements at the Berry Street Booster Pump Station in order to add redundancy to the City pumping infrastructure in the case of emergency power outage.

PROJECT 7494 THOMPSON OIL SITE HYDRANT IMPROVEMENTS NOT TO SCALE VICINITY MAP WATER IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 $ TOTAL $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 PROJECT 7494

WATER IMPROVEMENTS - THOMPSON OIL SITE HYDRANT IMPROVEMENTS This project will include the construction of water and fire service improvements, including construction of a new fire hydrant service and associated paving improvements, located at the Brea Sports Park and Thompson Oil properties.

Project Manager Approval: Matthew Cuevas
PROJECT 7495 BERRY STREET RESERVOIR BOOSTER PUMP NO. 7 NOT TO SCALE VICINITY MAP WATER IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ 2,700,000 $ - $ - $ 2,700,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ 300,000 $ TOTAL $ - $ - $ - $ - $ - $ 300,000 $ 3,000,000 $ - $ - $ 3,300,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ - $ - $ - $ 300,000 $ 3,000,000 $ - $ - $ 3,300,000 $ TOTAL $ - $ - $ - $ - $ - $ 300,000 $ 3,000,000 $ - $ - $ 3,300,000 PROJECT 7495
WATER IMPROVEMENTS - BERRY STREET RESERVOIR BOOSTER PUMP NO. 7 This project will construct a new Booster Pump Station No. 7 and building enclosure at the Berry Street Reservoir. The proposed improvements will include the construction of the new booster pump, the building enclosure, and all associated utility and paving infrastructure improvements.

Project Manager Approval: Ryan Chapman
PROJECT 7496 790 ZONE RESERVOIR IMPROVEMENTS NOT TO SCALE VICINITY MAP WATER IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000 PROJECT 7496
WATER IMPROVEMENTS - 790 ZONE RESERVOIR IMPROVEMENTS
This project will construct a new reservoir tank within the City's 790 pressure zone. The proposed improvements will include the construction of a new booster pump, mechanical vault, electrical equipment, building enclosure, reservoir storage tank, water lines, and all associated grading, utility, and paving infrastructure improvements.

Project Manager Approval: Ryan Chapman

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

SEWER IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN 237,704 $ 27,173 $ - $ - $ - $ - $ - $ - $ - $ 264,877 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 4,040,968 $ 461,944 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 8,702,912 $ CONST. ENGINEERING 475,408 $ 54,346 $ - $ - $ - $ - $ - $ - $ - $ 529,754 $ TOTAL $ 543,463 4,754,080 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 9,497,543 $

FUNDING SOURCES
Fund 430 (Sewer) 4,754,080 $ 543,463 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 9,497,543 $ TOTAL $ 543,463 4,754,080 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 9,497,543 $ Project Manager Approval: Rudy Correa
PROJECT 7617

SEWER IMPROVEMENTS - SEWER MAINLINE RELINING
This is an annual program to reline damaged, cracked, and broken portions of sewer mainlines within the City and to repair sewer infrastructure that is identified as having structural, operation and maintenance, or construction defects within the current Sewer Master Plan. The project will also establish an on-going repair program to address identified deficient locations of sewer mainline.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ 65,000 $ - $ 65,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ 590,000 $ 590,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ 65,000 $ 690,000 $ 755,000

FUNDING SOURCES
Fund 430 (Sewer) - $ - $ - $ - $ - $ - $ - $ 65,000 $ 690,000 $ 755,000 $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ 65,000 $ 690,000 $ 755,000 Project Manager Approval: Ryan Chapman
PROJECT 7629

SEWER IMPROVEMENTS - RANDOLPH AVE & IMPERIAL HWY SEWER CAPACITY IMPROVEMENTS This project proposes to upsize approximately 495 linear feet of sanitary sewer that crosses the intersection of Imperial Highway, in order to provide additional sewer capacity.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN 182,890 $ 1,342,090 $ - $ - $ - $ - $ - $ - $ - $ 1,524,980 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 1,342,090 182,890 $ - $ - $ - $ - $ - $ - $ - $ 1,524,980 $

FUNDING SOURCES
Fund 430 (Sewer) 182,890 $ 1,342,090 $ - $ - $ - $ - $ - $ - $ - $ 1,524,980 $ TOTAL $ 1,342,090 182,890 $ - $ - $ - $ - $ - $ - $ - $ 1,524,980 $ Project Manager Approval: Ryan Chapman
PROJECT 7631

SEWER IMPROVEMENTS - BRIARWOOD LIFT STATION REPLACEMENT This project includes replacing the existing pump station with a package pump station at the Briarwood Lift Station, as the lift station has reached the end of its useful life.

PROJECT 7632 SEWER IMPROVEMENTS - CARBON CANYON ACCESS ROAD PHASE 1-3 NOT TO SCALE VICINITY MAP OLINDA PL CARBON CANYON RD

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 336,000 - $ 30,000 $ 300,000 $ - $ - $ - $ - $ - $ 666,000 $ RIGHT OF WAY - $ - $ - $ - $ 350,000 $ 350,000 $ - $ - $ - $ 700,000 $ CONSTRUCTION - $ - $ - $ - $ - $ - $ 765,000 $ 765,000 $ 765,000 $ 2,295,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ 135,000 $ 135,000 $ 135,000 $ 405,000 $ TOTAL $ - $ 336,000 $ 30,000 $ 300,000 $ 350,000 $ 350,000 $ 900,000 $ 900,000 $ 900,000 $ 4,066,000

FUNDING SOURCES
Fund 430 (Sewer) - $ 336,000 $ 30,000 $ 300,000 $ 350,000 $ 350,000 $ 900,000 $ 900,000 $ 900,000 $ 4,066,000 $ TOTAL $ - $ 336,000 $ 30,000 $ 300,000 $ 350,000 $ 350,000 $ 900,000 $ 900,000 $ 900,000 $ 4,066,000 Project Manager Approval: Ryan Chapman
PROJECT 7632
SEWER IMPROVEMENTS - CARBON CANYON ACCESS ROAD PHASE 1-3 This project proposes to provide improved access and a condition assessment of the sanitary sewer main that runs along Carbon Canyon Road from Chino Hills State Park to the east City limits. Phase 1 includes right-of-way acquisition to attain access to the sewer lines that are located to the south of Carbon Canyon Road. Phase 2 includes the construction of an access road that provides vehicular access to the sewer lines located to the south of Carbon Canyon Road. Phase 3 includes providing CCTV inspection and maintenance to the sewer lines to identify potential improvements within the project limits.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 394,142 179,858 $ - $ - $ - $ - $ - $ - $ - $ 574,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 179,858 $ 394,142 $ - $ - $ - $ - $ - $ - $ - $ 574,000

FUNDING SOURCES
Fund 430 (Sewer) 179,858 $ 394,142 $ - $ - $ - $ - $ - $ - $ - $ 574,000 $ TOTAL $ 179,858 $ 394,142 $ - $ - $ - $ - $ - $ - $ - $ 574,000 Project Manager Approval: Ryan Chapman
PROJECT 7633
SEWER IMPROVEMENTS - BREA CREEK SIPHON S-2 ANALYSIS
This project includes providing an analysis of the sewer system both immediately up-stream and down-stream of existing Siphon S-2 located adjacent to Brea Creek within Arovista Park. The analysis will identify recommended operational improvements to the existing siphon, the routing entering and existing structure, and the routing crossing Brea Creek.

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

FACILITY IMPROVEMENTS
PROJECT 7719

FACILITY IMPROVEMENTS - BREA PD INTEGRATED

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

CRIME CENTER (ICC) CITYWIDE CAMERA NETWORK

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 90,409 8,587 $ - $ - $ - $ - $ - $ - $ - $ 98,995 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 145,972 $ 1,536,945 $ - $ - $ - $ - $ - $ - $ - $ 1,682,918 $ CONST. ENGINEERING 17,173 $ 180,817 $ - $ - $ - $ - $ - $ - $ - $ 197,990 $ TOTAL $ 171,732 $ 1,808,171 $ - $ - $ - $ - $ - $ - $ - $ 1,979,903

FUNDING SOURCES
State Grants 171,732 $ 1,808,171 $ - $ - $ - $ - $ - $ - $ - $ 1,979,903 $ TOTAL $ 171,732 $ 1,808,171 $ - $ - $ - $ - $ - $ - $ - $ 1,979,903 PROJECT 7719

FACILITY IMPROVEMENTS - BREA PD INTEGRATED CRIME CENTER (ICC) CITYWIDE CAMERA NETWORK This project will build a citywide camera network for the Police Department's Integrated Crime Center by installing new fiber infrastructure and utilizing existing dormant fiber to create a high-speed communication system. The project includes installing multi-sensor and PTZ cameras at various locations citywide. These cameras will transmit video feeds via the newly constructed communication system and will be integrated into the Police Department's existing video management system.

Project Manager Approval: Ryan Chapman

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN 354,498.82 $ 69,302 $ - $ - $ - $ - $ - $ - $ - $ 423,801 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 354,499 $ 69,302 $ - $ - $ - $ - $ - $ - $ - $ 423,801

FUNDING SOURCES
Fund 182 (FARP) 354,499 $ 69,302 $ $ - - $ - $ - $ - $ - $ - $ 423,801 $ TOTAL $ 354,499 $ 69,302 $ - $ - $ - $ - $ - $ - $ - $ 423,801 Project Manager Approval: Eric Aulls
PROJECT 7923
FACILITY IMPROVEMENTS - FIRE STATION NO. 1 SEISMIC UPGRADES This project will upgrade Fire Station No. 1 to meet current seismic code and construct new woman’s and accessible restroom facilities.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 4,468 57,520 $ - $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 311,988 $ RIGHT OF WAY $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 977,837 $ 75,951 $ - $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,553,788 $ CONST. ENGINEERING 115,040 $ 8,935 $ - $ - $ - $ - $ - $ - $ - $ 123,975 $ TOTAL $ 1,150,397 $ 89,354 $ - $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,989,751

FUNDING SOURCES
Fund 110 (General) 68,714 $ - $ - $ - $ - $ - $ - $ - $ - $ 68,714 $ Fund 182 (FARP) 406,224 $ 1,091 $ - $ - $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 782,315 $ Fund 220 (Gas Tax) - $ 75,000 $ - $ - $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 450,000 $ Fund 250 (Park) $ 13,263 8,837 $ - $ - $ - $ - $ - $ - $ - $ 22,100 $ Fund 420 (Water) 495,022 $ - $ - $ - $ - $ - $ - $ - $ - $ 495,022 $ Other (Funded) 171,600 $ - $ - $ - $ - $ - $ - $ - $ - $ 171,600 $ TOTAL $ 1,150,397 $ 89,354 $ - $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,989,751 Project Manager Approval: Eric Aulls
PROJECT 7936

FACILITY IMPROVEMENTS - CITY FACILITY & MEDIAN LANDSCAPE IMPROVEMENTS This project will replace turf with a combination of low water use plant material, decomposed granite, and mulch at City facilities and medians.

NOT TO SCALE

VICINITY MAP

FACILITY IMPROVEMENTS -

WESTERN EXTENSION TO THE TRACKS AT BREA
PROJECT 7946

LAMBERT RD PALM ST

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 280,000 320,179 $ - $ - $ - $ - $ - $ - $ - $ 600,179 $ RIGHT OF WAY - $ 6,332,891 $ - $ - $ - $ - $ - $ - $ - $ 6,332,891 $ CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 320,179 $ 6,288,995 $ - $ - $ - $ - $ - $ - $ - $ 6,609,174

FUNDING SOURCES
Fund 110 (General) 39,227 $ - $ $ - - $ - $ - $ - $ - $ - $ 39,227 $ Fund 250 (Park) 148,780 $ 841,220 $ - $ - $ - $ - $ - $ - $ - $ 990,000 $ Federal Grants 132,172 $ 2,019,931 $ - $ - $ - $ - $ - $ - $ - $ 2,152,103 $ State Grants $ 3,427,844 - $ - $ - $ - $ - $ - $ - $ - $ 3,427,844 $ TOTAL $ 320,179 $ 6,288,995 $ - $ - $ - $ - $ - $ - $ - $ 6,609,174 Project Manager Approval: Michael Ho
PROJECT 7946

FACILITY IMPROVEMENTS - WESTERN EXTENSION TO THE TRACKS AT BREA This project will continue the Tracks at Brea trail system to the west City limits and connect the existing facility to the City of La Habra trail system.

NOT TO SCALE

VICINITY MAP

FACILITY IMPROVEMENTS - TAMARACK PARK PARKING

LOT ASPHALT REHABILITATION
PROJECT 7956

LAMBERT RD TAMARACK AVE

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 608,959 96,042 $ - $ - $ - $ - $ - $ - $ - $ 705,001 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 96,042 $ 608,959 $ - $ - $ - $ - $ - $ - $ - $ 705,001

FUNDING SOURCES
Fund 182 (FARP) 96,042 $ 408,959 $ - $ - $ - $ - $ - $ - $ - $ 505,001 $ Fund 220 (Gas Tax) - $ 200,000 $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ TOTAL $ 96,042 $ 608,959 $ - $ - $ - $ - $ - $ - $ - $ 705,001 Project Manager Approval: Ryan Chapman
PROJECT 7956

FACILITY IMPROVEMENTS - TAMARACK PARKING LOT ASPHALT REHABILITATION This project will include the removal and reconstruction of the existing restroom and concessions building, construction of a trash enclosure, asphalt paving, ADA ramp, landscape and irrigation, security camera, and parking lot improvements at Tamarack Park.

PROJECT 7970

FACILITY IMPROVEMENTS -

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

CITYWIDE HVAC IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - 1,960 $ - $ - $ - $ - $ - $ - $ - $ 1,960 $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 33,320 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 433,320 $ CONST. ENGINEERING 3,920 $ - $ - $ - $ - $ - $ - $ - $ - $ 3,920 $ TOTAL $ 39,200 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 439,200

FUNDING SOURCES
Fund 182 (FARP) 39,200 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 439,200 $ TOTAL $ 39,200 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 439,200 Project Manager Approval: Eric Aulls
PROJECT 7970

FACILITY IMPROVEMENTS - CITYWIDE HVAC IMPROVEMENTS
This project will upgrade the HVAC, lighting, and other energy consuming equipment to improve energy use efficiency at various City facilities.

PROJECT 7974

FACILITY IMPROVEMENTS -

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

CITYWIDE ELEVATOR IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ 200,000 $ 600,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ 200,000 $ 600,000

FUNDING SOURCES
Fund 182 (FARP) - $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ 200,000 $ 600,000 $ TOTAL $ - $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ 200,000 $ 600,000 Project Manager Approval: Eric Aulls
PROJECT 7974

FACILITY IMPROVEMENTS - CITYWIDE ELEVATOR IMPROVEMENTS
This project will update the control equipment and safety features of existing elevators at various City facilities.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - 6,198 $ - $ - $ - $ - $ - $ - $ - $ 6,198 $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 315,000 $ - $ - $ - $ - $ - $ - $ 315,000 $ CONST. ENGINEERING - $ - $ 35,000 $ - $ - $ - $ - $ - $ - $ 35,000 $ TOTAL $ 6,198 $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 356,198

FUNDING SOURCES
Fund 182 (FARP) 6,198 $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 356,198 $ TOTAL $ 6,198 $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ 356,198 Project Manager Approval: Eric Aulls
PROJECT 7975

FACILITY IMPROVEMENTS - SENIOR CENTER & PIONEER HALL ROOFS This project will replace the roofing material and roof drain systems on both the Senior Center and Pioneer Hall buildings.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - 8,190,091 $ - $ - $ - $ - $ - $ - $ - $ 8,190,091 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ 14,765,861 $ - $ - $ - $ - $ - $ - $ - $ 14,765,861 $ CONST. ENGINEERING - $ 1,640,651 $ - $ - $ - $ - $ - $ - $ - $ 1,640,651 $ TOTAL $ 8,190,091 $ 16,406,512 $ - $ - $ - $ - $ - $ - $ - $ 24,596,603

FUNDING SOURCES
Fund 110 (General) - $ 6,331,684 $ - $ - $ - $ - $ - $ - $ - $ 6,331,684 $ Fund 140 (C.B.E.D.) 4,745,534 $ 3,449,059 $ - $ - $ - $ - $ - $ - $ - $ 8,194,593 $ Fund 182 (FARP) - $ 1,298,982 $ - $ - $ - $ - $ - $ - $ - $ 1,298,982 $ Fund 220 (Gas Tax) - $ 130,000 $ - $ - $ - $ - $ - $ - $ - $ 130,000 $ Fund 240 (AQMD) - $ 590,000 $ - $ - $ - $ - $ - $ - $ - $ 590,000 $ Fund 250 (Park) - $ 1,203,000 $ - $ - $ - $ - $ - $ - $ - $ 1,203,000 $ Fund 410 (Urban Runoff) 250,389 $ 182,611 $ - $ - $ - $ - $ - $ - $ - $ 433,000 $ Fund 420 (Water) 117,493 $ 852,850 $ - $ - $ - $ - $ - $ - $ - $ 970,343 $ Fund 430 (Sewer) 63,622 $ 31,378 $ - $ - $ - $ - $ - $ - $ - $ 95,000 $ Fund 440 (Sanitation) - $ 95,000 $ - $ - $ - $ - $ - $ - $ - $ 95,000 $ Fund 490 (Building) - $ 450,000 $ - $ - $ - $ - $ - $ - $ - $ 450,000 $ Fund 560 (Capital/Mitigation) 2,388,051 $ 1,321,949 $ - $ - $ - $ - $ - $ - $ - $ 3,710,000 $ State Grants $ 220,000 - $ - $ - $ - $ - $ - $ - $ - $ 220,000 $ County Grants $ 250,000 - $ - $ - $ - $ - $ - $ - $ - $ 250,000 $ Other (Funded) 625,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 625,000 $ TOTAL $ 8,190,091 $ 16,406,512 $ - $ - $ - $ - $ - $ - $ - $ 24,596,603 Project Manager Approval: Michael Ho
PROJECT 7978

FACILITY IMPROVEMENTS - AROVISTA PARK MODERNIZATION PROJECT The Project proposes to update and modernize the existing 14.84-acre Arovista Park in Brea, CA. The park property is generally bounded by Imperial Highway (SR 90) to the north, Jasmine Drive to the West, Brea Creek (Orange County Channel) to the East and the Brea Golf Course to the South. The work generally includes: constructing new playground equipment; removing existing and installing new restroom facilities; upgrades to walkways and ADA improvements for access; existing parking lot re-surfacing and lighting; re-surfacing existing basketball and volley ball courts; regrading existing softball fields; replacement of existing irrigation system; removing and replacement of trees; landscaping; utility improvements; and other recreational improvements and storage facility amenities within the existing footprint of the 14.84-acre park area.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - 1,546 $ - $ - $ - $ - $ - $ - $ - $ 1,546 $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 26,277 $ - $ 135,000 $ - $ - $ 135,000 $ - $ - $ 135,000 $ 431,277 $ CONST. ENGINEERING 3,091 $ - $ 15,000 $ - $ - $ 15,000 $ - $ - $ 15,000 $ 48,091 $ TOTAL $ 30,914 $ - $ 150,000 $ - $ - $ 150,000 $ - $ - $ 150,000 $ 480,914

FUNDING SOURCES
Fund 182 (FARP) 30,914 $ - $ 150,000 $ - $ - $ 150,000 $ - $ - $ 150,000 $ 480,914 $ TOTAL $ 30,914 $ - $ 150,000 $ - $ - $ 150,000 $ - $ - $ 150,000 $ 480,914 Project Manager Approval: Eric Aulls
PROJECT 7979

FACILITY IMPROVEMENTS - MECHANICAL UPGRADES TO CITY FACILITIES This project will include the replacement of the existing HVAC units and related equipment at Fire Stations 1 & 3, the Brea Community Center, and the City Yard.

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 246,634 3,366 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 600,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ 3,366 $ 246,634 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 600,000

FUNDING SOURCES
Fund 410 (Urban Runoff) 778 $ 50,222 $ - $ - $ - $ - $ - $ - $ - $ 51,000 $ Fund 420 (Water) 778 $ 99,221 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 449,999 $ Fund 430 (Sewer) 1,810 $ 97,191 $ - $ - $ - $ - $ - $ - $ - $ 99,000 $ TOTAL $ 3,366 $ 246,634 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 600,000 Project Manager Approval: Angelica Flores
PROJECT 7983

FACILITY IMPROVEMENTS - GIS RECORD DOCUMENT CONVERSION
The project is an annual program to update the City GIS system and model to incorporate current as-built document information on City infrastructure that is generated through the completion of both development and capital improvement program projects within the City.

PROJECT 7984 BREA GALLERY LIGHTING UPGRADES NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ 100,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ 100,000

FUNDING SOURCES
Fund 182 (FARP) - $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ 100,000 $ TOTAL $ - $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ 100,000 PROJECT 7984

FACILITY IMPROVEMENTS - BREA GALLERY LIGHTING UPGRADES
This project will replace existing aging lighting infrastructure at the Brea Gallery, located within the Brea Civic & Cultural Center.

Project Manager Approval: Eric Aulls
PROJECT 7985 BREA SENIOR CENTER IMPROVEMENT PROJECT NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 7,500 - $ - $ - $ - $ - $ - $ - $ - $ 7,500 $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ 127,500 $ - $ - $ 250,000 $ 250,000 $ - $ - $ - $ 627,500 $ CONST. ENGINEERING - $ 15,000 $ - $ - $ - $ - $ - $ - $ - $ 15,000 $ TOTAL $ - $ 150,000 $ - $ - $ 250,000 $ 250,000 $ - $ - $ - $ 650,000

FUNDING SOURCES
Fund 290 (CDBG) - $ 150,000 $ - $ - $ 250,000 $ 250,000 $ - $ - $ - $ 650,000 $ TOTAL $ - $ 150,000 $ - $ - $ 250,000 $ 250,000 $ - $ - $ - $ 650,000 PROJECT 7985

FACILITY IMPROVEMENTS - BREA SENIOR CENTER IMPROVEMENT PROJECT This project will consist of the design and implementation of proposed improvements as identified within the Senior Center Feasibility Study.

Project Manager Approval: Eric Aulls
PROJECT 7986 WESTERN PARK AMENITY IMPROVEMENTS NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ 25,000 $ - $ - $ - $ - $ 25,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ 180,000 $ - $ - $ - $ - $ 180,000 $ CONST. ENGINEERING - $ - $ - $ - $ 20,000 $ - $ - $ - $ - $ 20,000 $ TOTAL $ - $ - $ - $ - $ 225,000 $ - $ - $ - $ - $ 225,000

FUNDING SOURCES
Fund 182 (FARP) - $ - $ - $ - $ 225,000 $ - $ - $ - $ - $ 225,000 $ TOTAL $ - $ - $ - $ - $ 225,000 $ - $ - $ - $ - $ 225,000 PROJECT 7986

FACILITY IMPROVEMENTS - WESTERN PARK AMENITY IMPROVEMENTS This project will install shade structures, playground equipment, and site amenities at City Hall Park, Junior High Park, and Tamarack Park.

Project Manager Approval: Eric Aulls
PROJECT 7987 WESTERN PARK RESTROOM UPGRADES NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 47,038 70,000 $ - $ - $ - $ - $ - $ - $ - $ 117,038 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 1,190,000 $ 799,639 $ - $ - $ 750,000 $ - $ - $ - $ - $ 2,739,639 $ CONST. ENGINEERING 140,000 $ 94,075 $ - $ - $ 75,000 $ - $ - $ - $ - $ 309,075 $ TOTAL $ 1,400,000 $ 940,752 $ - $ - $ 825,000 $ - $ - $ - $ - $ 3,165,752

FUNDING SOURCES
Fund 182 (FARP) 1,400,000 $ 940,752 $ - $ - $ 825,000 $ - $ - $ - $ - $ 3,165,752 $ TOTAL $ 1,400,000 $ 940,752 $ - $ - $ 825,000 $ - $ - $ - $ - $ 3,165,752 PROJECT 7987

FACILITY IMPROVEMENTS - WESTERN PARK RESTROOM UPGRADES
This project will remove and replace the existing restrooms with prefabricated restrooms at City Hall Park, Junior High Park, and Tamarack Park.

Project Manager Approval: Eric Aulls
PROJECT 7988

FACILITY IMPROVEMENTS -

NOT TO SCALE

VICINITY MAP

TRACKS AMENITY IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ 10,000 $ - $ - $ - $ 10,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ - $ 310,000 $ - $ - $ - $ 310,000

FUNDING SOURCES
Fund 182 (FARP) - $ - $ - $ - $ - $ 310,000 $ - $ - $ - $ 310,000 $ TOTAL $ - $ - $ - $ - $ - $ 310,000 $ - $ - $ - $ 310,000 PROJECT 7988

FACILITY IMPROVEMENTS - TRACKS AMENITY IMPROVEMENTS
This project will furnish and install amenity improvements on various segments of the Tracks at Brea.

Project Manager Approval: Eric Aulls
PROJECT 7989 VETERANS MEMORIAL HARDSCAPE IMPROVEMENTS NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 2,500 - $ - $ - $ - $ - $ - $ - $ - $ 2,500 $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ 42,500 $ - $ - $ - $ - $ - $ - $ - $ 42,500 $ CONST. ENGINEERING - $ 5,000 $ - $ - $ - $ - $ - $ - $ - $ 5,000 $ TOTAL $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ - $ 50,000

FUNDING SOURCES
Fund 182 (FARP) - $ 50,000 $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ TOTAL $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ - $ 50,000 PROJECT 7989

FACILITY IMPROVEMENTS - VETERANS MEMORIAL HARDSCAPE IMPROVEMENTS This project will install approximately 3,000 square feet of hardscape improvements adjacent to the Veterans Memorial located at the Brea Civic & Cultural Center.

Project Manager Approval: Eric Aulls
PROJECT 7991 FIRE STATION NO. 2 DISPATCH CENTER UPGRADE NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ 55,000 $ - $ - $ - $ - $ 55,000 $ CONST. ENGINEERING - $ - $ - $ - $ 5,000 $ - $ - $ - $ - $ 5,000 $ TOTAL $ - $ - $ - $ - $ 60,000 $ - $ - $ - $ - $ 60,000

FUNDING SOURCES
Fund 182 (FARP) - $ - $ - $ - $ 60,000 $ - $ - $ - $ - $ 60,000 $ TOTAL $ - $ - $ - $ - $ 60,000 $ - $ - $ - $ - $ 60,000 PROJECT 7991
FACILITY IMPROVEMENTS - FIRE STATION NO. 2 DISPATCH CENTER UPGRADE This project will renovate existing space within Brea Fire Station No. 2 and include the purchase of all furnishings and equipment necessary to allow for the space to operate as a dispatch center for the Police Department.

Project Manager Approval: Eric Aulls
PROJECT 7992 POLICE DEPARTMENT SPACE PLAN IMPROVEMENTS NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 25,000 $ - $ - $ - $ - $ - $ - $ 25,000 $ RIGHT OF WAY $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION $ - - $ 125,000 $ - $ 1,000,000 $ - $ - $ - $ - $ 1,125,000 $ CONST. ENGINEERING - $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ TOTAL $ - $ - $ 200,000 $ - $ 1,000,000 $ - $ - $ - $ - $ 1,200,000

FUNDING SOURCES
Fund 172 (Public Safety Augmentation) - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Fund 182 (FARP) $ - - $ - $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000 $ Fund 490 (Building) $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ Other (Funded) $ - - $ 200,000 $ - $ - $ - $ - $ - $ - $ 200,000 $ TOTAL $ - $ - $ 200,000 $ - $ 1,000,000 $ - $ - $ - $ - $ 1,200,000 PROJECT 7992

FACILITY IMPROVEMENTS - POLICE DEPARTMENT SPACE PLAN IMPROVEMENTS This project will renovate and construct office space and an Integrated Crime Center within the Brea Civic & Cultural Center to meet the operational needs of the Police Department.

Project Manager Approval: Ryan Chapman
PROJECT 7995 SENIOR CENTER PAVING IMPROVEMENTS NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 7,343 158 $ - $ - $ - $ - $ - $ - $ - $ 7,500 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 2,678 $ 124,823 $ - $ - $ - $ - $ - $ - $ - $ 127,500 $ CONST. ENGINEERING 315 $ 14,685 $ - $ - $ - $ - $ - $ - $ - $ 15,000 $ TOTAL $ 3,150 $ 146,850 $ - $ - $ - $ - $ - $ - $ - $ 150,000

FUNDING SOURCES
Fund 290 (CDBG) 3,150 $ 146,850 $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ .

TOTAL $ 3,150 $ 146,850 $ - $ - $ - $ - $ - $ - $ - $ 150,000 PROJECT 7995

FACILITY IMPROVEMENTS - SENIOR CENTER PAVING IMPROVEMENTS This project will include the removal and reconstruction of the existing storage shed and paved area at the southeast corner of the Brea Senior Center. Proposed improvements will include new asphalt, concrete, sidewalk, curb, gutter, drainage infrastructure, and the construction of a storage shed and associated foundation.

Project Manager Approval: Eric Aulls
PROJECT 7996

FACILITY IMPROVEMENTS -

NOT TO SCALE

VICINITY MAP

BREA DOWNTOWN PAINT IMPROVEMENTS

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ 250,000 $ - $ - $ - $ - $ - $ - $ 250,000 $ CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 250,000 $ - $ - $ - $ - $ - $ - $ 250,000

FUNDING SOURCES
Fund 182 (FARP) - $ - $ 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ Fund 220 (Gas Tax) - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ .

TOTAL $ - $ - $ 250,000 $ - $ - $ - $ - $ - $ - $ 250,000 PROJECT 7996

FACILITY IMPROVEMENTS - BREA DOWNTOWN PAINT IMPROVEMENTS This project will repaint various structural facilities and all street light, traffic signal, and decorative banner poles in the downtown area to protect surfaces from general wear and improve overall aesthetics.

Project Manager Approval: Eric Aulls
PROJECT 7997 WILDCATTERS PARK STORAGE BUILDING IMPROVEMENTS NOT TO SCALE VICINITY MAP FACILITY IMPROVEMENTS -

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ - $ - $ - $ - $ - $ - $ - $ - $
RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -

FUNDING SOURCES
Fund 250 (Park) - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ .

TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
PROJECT 7997

FACILITY IMPROVEMENTS - WILDCATTERS PARK STORAGE BUILDING IMPROVEMENTS This project will construct a new storage building at Wildcatters Park. Improvements will include the construction of the proposed building structure and foundation, sidewalk, electrical connections, irrigation equipment modifications, and associated grading.

Project Manager Approval: Eric Aulls
PROJECT 7998

FACILITY IMPROVEMENTS -

NOT TO SCALE

VICINITY MAP

CITYWIDE PROJECT

PUBLIC WORKS STANDARD PLANS UPDATE

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ - - $ 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONST. ENGINEERING - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL $ - $ - $ 100,000 $ - $ - $ - $ - $ - $ - $ 100,000

FUNDING SOURCES
Fund 420 (Water) - $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ Fund 430 (Sewer) - $ - $ 50,000 $ - $ - $ - $ - $ - $ - $ 50,000 $ TOTAL $ - $ - $ 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 PROJECT 7998

FACILITY IMPROVEMENTS - PUBLIC WORKS STANDARD PLANS UPDATE This project will update the City's existing Standard Plans for Public Works facility infrastructure, including updates to details for streets, water, sewer, storm drain, parks, and building facility details.

Project Manager Approval: Ryan Chapman

CITY OF BREA

SEVEN-YEAR CAPITAL IMPROVEMENT

PROGRAM BUDGET
FY 2025-2026 through FY 2031-2032

GOLF COURSE IMPROVEMENTS

NOT TO SCALE

VICINITY MAP

GOLF COURSE IMPROVEMENTS - FACILITY IMPROVEMENTS

AT BIRCH HILLS GOLF COURSE
PROJECT 7968

BIRCH ST KRAEMER BLVD

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 6,767 2,233 $ - $ - $ - $ - $ - $ - $ - $ 9,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 37,953 $ 115,039 $ 200,000 $ 200,000 $ - $ 225,000 $ - $ - $ - $ 777,992 $ CONST. ENGINEERING 4,465 $ 13,534 $ - $ - $ - $ - $ - $ - $ - $ 17,999 $ TOTAL $ 44,651 $ 135,340 $ 200,000 $ 200,000 $ - $ 225,000 $ - $ - $ - $ 804,991

FUNDING SOURCES
Fund 465 (Golf Birch) 44,651 $ 135,340 $ 200,000 $ 200,000 $ - $ 225,000 $ - $ - $ - $ 804,991 $ TOTAL $ 44,651 $ 135,340 $ 200,000 $ 200,000 $ - $ 225,000 $ - $ - $ - $ 804,991 Project Manager Approval: Eric Aulls
PROJECT 7968

GOLF COURSE IMPROVEMENTS - FACILITY IMPROVEMENTS AT BIRCH HILLS GOLF COURSE This project includes various maintenance and construction improvements at Birch Hills Golf Course.

NOT TO SCALE

VICINITY MAP

GOLF COURSE IMPROVEMENTS - FACILITY IMPROVEMENTS

AT BREA CREEK GOLF COURSE
PROJECT 7969

FIR ST LANTANA AVE

PROJECT
Estimated
Expenditures
to Date
Estimated
Carryover
FY24-25
Proposed
2025-26
Proposed
2026-27
Proposed
2027-28
Proposed
2028-29
Proposed
2029-30
Proposed
2030-31
Proposed
2031-32
Total
Budget
DESIGN $ 7,044 2,956 $ - $ - $ - $ - $ - $ - $ - $ 10,000 $ RIGHT OF WAY - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
CONSTRUCTION 50,245 $ 119,755 $ - $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 420,000 $ CONST. ENGINEERING 5,911 $ 14,089 $ - $ - $ - $ - $ - $ - $ - $ 20,000 $ TOTAL $ 59,112 $ 140,888 $ - $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 450,000

FUNDING SOURCES
Fund 465 (Golf Birch) 59,112 $ 140,888 $ - $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 450,000 $ TOTAL $ 59,112 $ 140,888 $ - $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 450,000 Project Manager Approval: Eric Aulls
PROJECT 7969

GOLF COURSE IMPROVEMENTS - FACILITY IMPROVEMENTS AT BREA CREEK GOLF COURSE This project includes various maintenance and construction improvements at Brea Creek Golf Course.

RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF BREA

ADOPTING A CAPITAL IMPROVEMENT PROGRAM BUDGET
FOR SAID CITY FOR THE FISCAL YEAR OF 2025-2026 AND
2026-2027 AND APPROPRIATING FUNDS FOR PROJECTS
AND PURPOSES THEREIN SET FORTH.

B. RESOLUTION:

NOW, THEREFORE, BE IT FOUND, DETERMINED AND RESOLVED by the City Council of the City of Brea that:

2. All capital project appropriation balances from FY 2024-2025 shall be carried forward for use in FY 2025-2026 and FY 2026-2027.

3. There are hereby appropriated for obligation and expenditure by the City Manager the amounts shown as set forth in the pages of the proposed budget for FY 2025-2026 and FY 2026-2027.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

Dated: ______________________________
______________________________
City Clerk
CITYof BREA
Communication
June 17, 2025
Item No. 3B.

Proposed Ordinances — Public Possession of Alcoholic Beverages; Public Nudity; Civic and Cultural Center / Downtown Public Plaza Curfew

TO PREPARED BY
Honorable Mayor and City Council Members Philip Rodriguez, Police Captain

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Adam Hawley, Police Chief Kristin Griffith, City Manager

RECOMMENDATION
Waive full reading and introduce Ordinance No. 1263, "An Ordinance of the City Council of The City of Brea approving a CEQA exemption determination and amending the Brea City Code to revise regulations for public possession of open alcoholic beverage containers, establish a public nudity ban, and establish a curfew for the Civic and Cultural Center and for Downtown Public Plazas," by title only.

BACKGROUND/DISCUSSION
On January 14, 2025, City Council held a study session to discuss and provide direction on a proposed update of camping and property storage ordinances to provide additional tools for protecting public access to public and private facilities. Staff prepared Ordinance No. 1253 to enact the proposed City Code amendments with modifications requested by City Council at the study session. Ordinance No. 1253 was introduced on January 21, adopted on February 4, and is now effective.

During the study session, some Council Members expressed an interest in establishing a public plaza curfew similar to what Newport Beach has enacted. Newport Beach’s public plaza curfew is in effect 10 p.m. to 6 a.m. and defines a “public plaza” as an open public area that satisfies four criteria: (1) is owned or controlled by a public entity; (2) has been physically improved; (3) allows access to the beach, a boardwalk, or a public pier; and (4) is where people can gather. Newport Beach’s “public plaza” definition excludes sandy and rocky portions of the beach, areas with grass or soft landscaping, and public parks.

Proposed Ordinance No. 1263 will amend Chapter 8.32 (Miscellaneous Offenses) of the City Code to establish a curfew for the Civic and Cultural Center campus and for public plazas in the Brea Downtown Newsrack District.

Ordinance No. 1071, adopted in 2004, designated the Brea Downtown Newsrack District and established newsrack regulations for it. A map of the Brea Downtown Newsrack District is attached to this report. Based on the operating hours of Downtown Brea businesses, the City Attorney’s Office and the Police Department are recommending a 2:00 a.m. to 6:00 a.m. curfew. In addition to the Civic and Cultural Center campus, the curfew will apply to “downtown public plazas,” which will be defined as sidewalks or other open public areas that are owned or controlled by the City and that are located in the Brea Downtown Newsrack District. The curfew will not apply to persons who are traversing the Civic and Cultural Center or a downtown public plaza without stopping.

Additionally, the curfew will not apply to persons who are present in a downtown public plaza while lawfully working with an area business.

Proposed Ordinance No. 1263 will make two additional amendments to Chapter 8.32. One amendment is an expansion of the scope of Section 8.32.100, which regulates public possession of open alcoholic beverage containers. Currently limited to City-owned parking structures and parking lots, this provision will be revised to cover all public property. The other amendment is the establishment of a public nudity ban. Both amendments are requested by the Police Department to provide additional tools for protection of the public health, safety, and welfare.

FISCAL IMPACT/SUMMARY
There is no fiscal impact to the General Fund.

Attachments
Exhibit A Ordinance.pdf
Exhibit B Redline.pdf
downtown newsrack district map.pdf
__________, 2025
ORD. ____
3075571.2 1
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BREA

APPROVING A CEQA EXEMPTION DETERMINATION AND

AMENDING THE BREA CITY CODE TO REVISE REGULATIONS FOR

PUBLIC POSSESSION OF OPEN ALCOHOLIC BEVERAGE

CONTAINERS, ESTABLISH A PUBLIC NUDITY BAN, AND

ESTABLISH A CURFEW FOR THE CIVIC AND CULTURAL CENTER

AND FOR DOWNTOWN PUBLIC PLAZAS
THE CITY COUNCIL OF THE CITY OF BREA DOES ORDAIN AS FOLLOWS:

A. RECITALS:
(i) Pursuant to state law, including Business and Professions Code Section 25620, the City Council has the authority to make possession of open alcoholic beverage containers on any public property an infraction. (ii) Pursuant to state law, including California Constitution Article XI, Section 7 and Government Code Sections 37100 and 37359, the City Council has the authority to set time limits on the use of property owned or controlled by the City. (iii) Expanding the scope of the City’s existing regulations on public possession of open alcoholic beverage containers will promote the public health, safety, and welfare.
(iv) Prohibiting public nudity to ensure the peaceful and undistracted use and enjoyment of public parks, parking lots, playgrounds, sidewalks, and other public property and public right-of-way will promote the public health, safety, and welfare. (v) Establishing a curfew, narrow in time and geographic scope, on remaining present in the Civic and Cultural Center, or in public plaza areas in Downtown Brea, will promote the public health, safety, and welfare.
(vi) This Ordinance is a valid exercise of the local police power and in accord __________, 2025
ORD. ____
3075571.2 2
with State law.
(vii) All legal prerequisites to the adoption of this Ordinance have occurred.

B. ORDINANCE:

SECTION 1. Declaration. The facts set forth in the Recitals, Part A of this Ordinance, are true and correct.

SECTION 2. Code Amendment. Section 8.32.100 (Consumption of Alcoholic Beverages Prohibited In or Upon City-Owned Parking Structures and Lots) of Chapter

8.32 (Miscellaneous Offenses) of Title 8 (Health, Safety and Welfare) of Part I (Municipal Code) of the Brea City Code is amended to read as follows:
“8.32.100 Alcoholic Beverages.

A. Prohibition. It is unlawful and an infraction for any person to consume any alcoholic beverage, or to possess any can, bottle or other receptacle containing any alcoholic beverage that has been opened, or a seal broken, or the contents of which have been partially removed, while in or upon any public park, parking lot or structure, playground, restroom, sidewalk, street or alley, or any other public property or public right-of-way.

B. Exception. This section does not apply where such possession or consumption occurs within a city-owned area for which a license permitting on-site sales and consumption of alcohol has been issued, or where such possession or consumption occurs in connection with an event that is sponsored, operated or authorized by the city, provided the alcoholic beverage being consumed is expressly permitted by the city to be provided as part of such event.

C. Penalty. Any person, firm, partnership or corporation violating any __________, 2025
ORD. ____
3075571.2 3
provision of this section, or failing to comply with any of the requirements thereof, is guilty of an infraction, and upon conviction thereof, shall be punished by a fine not exceeding one hundred dollars ($100) for a first violation; by a fine not exceeding two hundred dollars ($200) for a second violation of the same provision within one (1) year; and by a fine not exceeding five hundred dollars ($500) for each additional violation of the same provision within one (1) year.”
SECTION 3. Code Amendment. Chapter 8.32 (Miscellaneous Offenses) of Title 8 (Health, Safety and Welfare) of Part I (Municipal Code) of the Brea City Code is amended by adding a new Section 8.32.110 to read as follows:
“8.32.110 PUBLIC NUDITY.

A. Prohibition. No person shall appear, bathe, sunbathe, walk or be in or upon any public park, parking lot or structure, playground, sidewalk, or any other public property or public right-of-way in such manner as to knowingly and intentionally:

1. Expose his or her genitals, pubic hair, natal cleft, perineum, anal region, or pubic hair region.

2. Expose the nipple and/or areola of the female breast except as necessary while engaging in the breast feeding of an infant under the age of two years old.

3. Expose any device, costume, or covering which gives the appearance of or simulates the genitals, pubic hair, natal cleft, perineum, anal region, nipple, and/or areola of the female breast or pubic hair region.

B. Exception. This section shall not apply to children under the age of ten years.”
__________, 2025
ORD. ____
3075571.2 4
SECTION 4. Code Amendment. Chapter 8.32 (Miscellaneous Offenses) of Title 8 (Health, Safety and Welfare) of Part I (Municipal Code) of the Brea City Code is amended by adding a new Section 8.32.120 to read as follows:
“8.32.120 CURFEW — CIVIC AND CULTURAL CENTER / DOWNTOWN PUBLIC PLAZAS.

A. Prohibition. No person shall remain in or upon the Civic and Cultural Center, or in or upon a downtown public plaza, between the hours of 2:00 a.m. and 6:00 a.m.

B. Exceptions.

1. It is not a violation of this section for a person to traverse the Civic and Cultural Center or a downtown public plaza without stopping.

2. It is not a violation of this section for a person to be present in a downtown public plaza while lawfully working in connection with an area business.

C. Definitions. For purposes of this section, the following definitions apply.

1. “Civic and Cultural Center” means the Civic and Cultural Center campus located at 1 Civic Center Circle, Brea, California, 92821. Civic and Cultural Center includes landscaped areas, parking facilities, plaza areas, and structures.

2. “Downtown public plaza” means a sidewalk or other open public area that is owned or controlled by the city and that is located in the Brea Downtown Newsrack District specified in Section 12.24.020 of this code. A map of the Brea Downtown Newsrack District is attached to the ordinance enacting this section and is on file with the city clerk.”
SECTION 5. Brea Downtown Newsrack District Map. The City Clerk shall maintain __________, 2025
ORD. ____
3075571.2 5
on file the Brea Downtown Newsrack District Map set forth in the attached Exhibit A.

SECTION 6. CEQA. The City Council finds and determines that adoption of this Ordinance is exempt from California Environmental Quality Act review pursuant to statutory and categorical exemptions including California Code of Regulations Title 14, Section 15061(b)(3).

SECTION 7. Severability. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase, or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional.

SECTION 8. The City Clerk shall certify to the adoption of this Ordinance.

APPROVED AND ADOPTED this __ day of __________, 2025.
________________________________
Blair Stewart, Mayor
ATTEST: _____________________________
Lillian Harris-Neal, City Clerk
__________, 2025
ORD. ____
3075571.2 6

EXHIBIT A
Downtown Newsrack District Map
(attached)
__________, 2025
ORD. ____
3075571.2 7
I, Lillian Harris-Neal, City Clerk of the City of Brea, do hereby certify that the foregoing Ordinance was introduced at a regular meeting of the City Council of the City of Brea held on the ___ day of ___________, 2025, and was finally passed at a regular meeting of the City Council of the City of Brea held on the ____ day of ___________, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

DATED: _______________, 2025
________________________________
Lillian Harris-Neal, City Clerk
BREA CITY CODE CHAPTER 8.32 UPDATE
- 1 of 1 -
3080649.2
Text to be added shown in italics
Text to be deleted shown in strike-through
CHAPTER 8.32: MISCELLANEOUS OFFENSES
§ 8.32.100 CONSUMPTION OF ALCOHOLIC BEVERAGES PROHIBITED IN OR UPON CITY-OWNED PARKING STRUCTURES AND LOTS.

C. Penalty. Any person, firm, partnership or corporation violating any provision of this section, or failing to comply with any of the requirements thereof, is guilty of an infraction, and upon conviction thereof, shall be punished by a fine not exceeding one hundred dollars ($100) for a first violation; by a fine not exceeding two hundred dollars ($200) for a second violation of the same provision within one (1) year; and by a fine not exceeding five hundred dollars ($500) for each additional violation of the same provision within one (1) year.
§ 8.32.110 PUBLIC NUDITY.

1. Expose his or her genitals, pubic hair, natal cleft, perineum, anal region, or pubic hair region.

2. Expose the nipple and/or areola of the female breast except as necessary while engaging in the breast feeding of an infant under the age of two years old.

B. Exception. This section shall not apply to children under the age of ten years. - 2 of 2 -
3080649.2
§ 8.32.120 CURFEW — CIVIC AND CULTURAL CENTER / DOWNTOWN PUBLIC PLAZAS.

A. Prohibition. No person shall remain in or upon the Civic and Cultural Center, or in or upon a downtown public plaza, between the hours of 2:00 a.m. and 6:00 a.m.

B. Exceptions.

1. It is not a violation of this section for a person to traverse the Civic and Cultural Center or a downtown public plaza without stopping.

2. It is not a violation of this section for a person to be present in a downtown public plaza while lawfully working in connection with an area business.

C. Definitions. For purposes of this section, the following definitions apply.

BREA

IMPERIAL
DATE
ASH
BIRCH
ORANGE
FLOWER
WALNUT

MADRONA
RAMP
TEA

HONEYSUCKLE

SIEVERS

MERCURY

SAINT CRISPEN

GATEWAY
CENTER

LAVENDER

PARKING
LOT

DELPHIA
NAPOLI
C
OTTAG
E
TULIP
IRIS

MADRONA
WALNUT
ORANGE
WALNUT

MADRONA

MADRONA
Legend
Downtown Brea
Downtown
Brea
CITYof BREA
Communication
June 17, 2025
Item No. 4A.

May 20, 2025 Regular City Council Meeting Minutes

TO PREPARED BY
Honorable Mayor and City Council Members Lillian Harris-Neal, City Clerk

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Kristin Griffith, City Manager Kristin Griffith, City Manager

RECOMMENDATION
Approve.

Attachments
05-20-2025 -Draft Minutes.pdf
** The following document is a draft of the minutes and the not the official approved minutes **
Minutes for the City Council Regular Meeting
1 Civic Center Circle, Brea, California 92821
May 20, 2025
Roll Call: (The following members were in attendance)
Blair Stewart, Mayor
Cecilia Hupp, Mayor Pro Tem
Marty Simonoff, Council Member
Christine Marick, Council Member

Absent:

Steve Vargas, Council Member

1. GENERAL SESSION - COUNCIL CHAMBERS PLAZA LEVEL - 7:00 P.M.

1.A. Call to Order/Roll Call
Mayor Stewart called the General Session to order at 7:01 p.m. All members were present, with Council Member Vargas absent.

1.B. Pledge of Allegiance
Mayor Stewart led the Pledge of Allegiance.

1.C. Invocation: Pastor Rick Crockett, Crosspointe Church Pastor Rick Crockett, Crosspointe Church delivered the invocation.

1.D. Proclamation: Jewish American Heritage Month
Mayor Stewart presented Rabbi Levi Blesofsky, Rebbetzin Naomi Blesofsky and Joshua Shaffer with a Proclamation recognizing Jewish Heritage Month.

1.E. Community Announcements
Council Member Marick invited residents to join the City of Brea Fire, Police and Public Works Departments and learn how to stay safe during wildfires on Thursday, May 29th from 6:00 - 8:00 p.m. at the Brea Community Center. Residents can learn about home hardening, defensible space, evacuation planning, emergency kit, wildfire response and more: In addition, guest speaker, Rick Snyder, retired Sierra Madre Fire Captain/Fire Marshal, will share his experience saving his home from the Altadena wildfire and offer tips to protect your home. For more information, visit the City website.

1.F. Matters from the Audience
Tom Piehota and students from Chapman University, discussed their sustainability plan that was created for the City of Brea noting their findings, community engagement, best practices for wildfire prevention and preparedness and the City's fleet emmissions.

Theresa Lee expressed support for US troops and noted that the Diamond Bar Women's Club is currently raising funds for a project called "Making Spirits Bright" to help with expenses for newly enlisted Marines.

Fred Reed thanked Council and residents for their support and thanked staff students for their work for on the Sustainability Plan created for the City of Brea.

1.G. Response to Public Inquiries
None.

2. ADMINISTRATIVE ITEM

2.A. 2024 Crime Stat Overview
Police Captain Rodriguez provided a presentation that included the 2024 Crime Stat Overview. He spoke about number of incidents, public generated calls, officer initiated activity, reports taken, records information, crime overview, crimes against persons, domestic violence, crimes against property, crimes against society, other offenses, arrests, investigations, community issues, homelessness, traffic enforcement, traffic collisions, DUI's, response times, and drone deployment.

He also noted that the crime rate is down by 4%.

In response to Mayor Stewart's questions, Captain Rodriguez explained the difference between a simple assault versus an aggravated assault and crime trends.

Police Chief Hawley stated that crime data and heat maps are viewed quarterly to help staff keep response times low.

3. CONSENT CALENDAR
Motion was made by Council Member Simonoff and seconded by Mayor Pro Hupp to approve Consent Calendar Items 3A - 3I. Motion Passed 4-0-1-0. Ayes: Stewart, Hupp, Marick, Simonoff.

Absent: Vargas.

3.A. May 6, 2025 Regular City Council Meeting Minutes
The City Council approved the May 6, 2025 City Council Meeting Minutes as written.

3.B. Approval of Encroachment, Maintenance, & Restoration Agreement for Brea Imperial Center The City Council approved the encroachment, maintenance & restoration agreement for Brea Imperial Center.

3.C. Second Reading of Ordinance 1259 Zoning Ordinance Text Amendment No. 2025-01 The City Council approved the second reading of Ordinance 1259 Zoning Ordinance Text Amendment No. 2025-01.

3.D. Second Reading of Ordinance 1261 Backflow and Cross-Connection Controls Ordinance Update; Cross-Connection Control Management Policy
The City Council approved the second reading of Ordinance 1261 Backflow and Cross-Connection Controls Ordinance Update; Cross-Connection Control Management Policy.

3.E. Second Reading of Ordinance 1262 to Amend the Brea City Code Chapter 16.08: Fireworks The City Council approved the second reading of Ordinance 1262 to Amend the Brea City Code Chapter 16.08: Fireworks.

3.F. Acceptance of Final Parcel Map No. 2022-179 for Subdivision at 915, 955, & 975 West Imperial Highway and 950 Mariner Street
The City Council approved the acceptance of Final Parcel Mao No. 2022-179 for Subdivision at 915, 955, & 975 West Imperial Highway and 950 Mariner Street.

3.G. Acceptance of Final Parcel Map No. 2022-113 and Approval of Subdivision Improvement Agreement and Bonds for the Brea Mall Mixed-Use Project The City Council approved the acceptance of Final Parcel Map No. 2022-113 and Approval of Subdivision Improvement Agreement and Bonds for the Brea Mall Mixed-Use Project.

3.H. April Outgoing Payment Log and City Disbursement Registers for May 2, 2025 and May 9, 2025
The City Council approved the April Outgoing Payment Log and City Disbursement Registers for May 2, 2025 and May 9, 2025.

3.I. Monthly Report of Investments for the City of Brea for Period Ended April 30, 2025 The City Council approved Monthly Report of Investments for the City of Brea for Period Ended April 30, 2025.

4. CITY/SUCCESSOR AGENCY - CONSENT
Motion was made by Mayor Pro Tem Hupp and seconded by Council Member Simonoff to approve City/Successor Agency Consent Item 4A. Motion Passed 4-0-1-0. Ayes: Stewart, Hupp, Marick, Simonoff. Absent: Vargas.

4.A. Monthly Report of Investments for the Successor Agency to the Brea Redevelopment Agency for Period Ended April 30, 2025
The City Council/Successor Agency approved the Monthly Report of Investments for the Successor Agency to the Brea Redevelopment Agency for Period Ended April 30, 2025.

5. ADMINISTRATIVE ANNOUNCEMENTS

5.A. City Manager
None.

5.B. City Attorney
None.

5.C. Council Requests
None.

6. COUNCIL ANNOUNCEMENTS

6.A. Council Announcements
None.

7. ADJOURNMENT

7.A. Meeting Adjournment
Mayor Stewart adjourned the General Session at 7:46 p.m.

CITYof BREA
Communication
June 17, 2025
Item No. 4B.

FY 2025-27 Vehicle and Equipment Purchase Schedule

TO PREPARED BY
Honorable Mayor and City Council Members Stephanie Garcia, Senior Buyer

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Monica Lo, Administrative Services Director Kristin Griffith, City Manager

RECOMMENDATION
Staff recommends that the Finance Committee recommend the City Council take the following action:

1. Authorize the Purchasing Agent to issue purchase orders in an amount not-to-exceed $1,686,150 for various City vehicles and equipment described in the FY 2025-27 Vehicles and Equipment Schedule.

BACKGROUND/DISCUSSION
Each fiscal year, the vehicles used by various City departments are assessed to determine whether it is best to continue maintenance, retire, replace, or add new units. The determining factors include excessive mileage, unit hours, service life expectancy, maintenance cost history, safety and environmental impacts. The attached list indicates the replacements or additions that were approved by the City Council as part of the FY 2025-27 Operating Budget. This list provides the equipment descriptions, quantities, estimated costs and departments where they will be assigned. The Budget & Purchasing Division will solicit bids for the listed vehicles & equipment per the formal bidding requirements of the Brea Municipal Code, utilize competitively bid national cooperative agreements, or piggyback contracts to obtain the best available pricing for the City.

Staff requests that City Council authorize the Purchasing Agent to issue purchase orders after completing the best available pricing analysis without the need to return to the City Council for approval of the individual awards for the following main reasons:

Ensures the needed equipment is replaced in a timely fashion and without interruption in service; Meets manufacturing production cutoff dates;
Takes advantage of incentives and discounts; and
Expedites the purchase of these items
Should any of the listed equipment be limited to a single source, the Purchasing Agent will verify and document the reasons for the sole source procurement prior to award and issue of purchase order.

To help facilitate operational and budgetary requirements, staff requests that City Council authorize the Purchasing Agent or Fleet Supervisor to make changes in the type and quantity of the listed equipment, subject to budget appropriations and the not-to-exceed amount requested.

COMMISSION/COMMITTEE RECOMMENDATION
The Finance Committee reviewed this item at their June 10, 2025 meeting and is recommended for City Council approval.

SUMMARY/FISCAL IMPACT
There is sufficient funding available for the requested not-to-exceed amount of $1,686,150 for these purchases in the City's FY 2025-27 Proposed Operating Budget. Of this amount, $1,650,150 is budgeted in the Vehicle and Equipment Replacement Fund (480) which funds costs associated to replacement of existing vehicles and equipment. In addition, $36,000 is budgeted in the Water Utility Fund (420) for the purchase of a new vehicle for the newly proposed full-time Water Quality Specialist position that was recommended to be included in the City’s FY 2025-27 Operating Budget. Any future replacements costs will be budgeted in the City’s Vehicle and Replacement Fund (480). No additional appropriation is needed.

Attachments
25-27 Vehicles and Equipment Schedule.pdf
FISCAL YEAR 2025-27

VEHICLE & EQUIPMENT REPLACEMENT SCHEDULE

VEHICLES
DEPARTMENT FUND UNIT # YEAR 1 YEAR 2

POLICE SERVICES VEHICLE ACCESORIES VEHICLE ACCESORIES
UV INTERCEPTOR (992) 480 1604 - - $50,000 $12,000
CRIME IMPACT 480 2001 $42,000 $6,000 - -
CRIME IMPACT 480 2040 - - $42,000 $6,000
DETECTIVE 480 2031 - - $42,000 $6,000
DETECTIVE 480 2032 - - $42,000 $6,000
DETECTIVE 480 2013 - - $42,000 $6,000
DETECTIVE 480 1908 $42,000 $6,000 - -
DETECTIVE 480 1922 $42,000 $6,000 -
SEDAN-K9 (981K) 480 1919 - - $60,000 $18,000
UV INTERCEPTOR (958) 480 2107 $60,000 $15,000 - -
UV INTERCEPTOR (957) 480 2037 $60,000 $15,000 - -
UV INTERCEPTOR (966) 480 2038 $60,000 $15,000 - -
UV INTERCEPTOR (954) 480 1608 - - $60,000 $16,500
UV INTERCEPTOR (969) 480 1630 - - $60,000 $16,500
UV INTERCEPTOR (963) 480 2108 - - $60,000 $16,500
$306,000 $63,000 $458,000 $103,500

COMMUNITY DEVELOPMENT
1/2 TON PICKUP-INSPECTOR 480 1410 $37,000 $1,000 - -
$37,000 $1,000 $0 -

COMMUNITY SERVICES
E150 VAN 480 24008 $55,000 - - -
LPG VAN 480 1214 - - $68,000 $1,000
$55,000 $0 $68,000 $1,000

PUBLIC WORKS
1/2 TON PICKUP-B 480 1204 $41,000 $1,000 - -
1/2 TON PICKUP-B 480 1225 - - $41,000 $1,000
1/2 TON PICKUP-P 480 1321 $41,000 $1,000 - -
AERIL LIFT TRUCKS-S 480 27022 $200,000 - - -
ADMIN GRAND CARAVAN 480 1619 - $48,000 - -
ENGINEERING SUV 480 1515 - $38,000 - -
NPDES SUV-INSPECTOR 480 1419a $50,000 - - -
PICK UP TRUCK 420 $36,000 - - -
$368,000 $88,000 $41,000 $1,000
YEAR 1 TOTAL: $918,000 YEAR 2 TOTAL: $672,500

EQUIPMENT
DEPARTMENT FUND UNIT # YEAR 1 YEAR 2

PUBLIC WORKS EQUIPMENT ACCESORIES EQUIPMENT ACCESORIES
BLOWER-WC 480 1822 - N/A $700 N/A
BLOWER-S 480 1831 - N/A $700 N/A
CHAINSAW-P 480 1807 $1,100 N/A - N/A
CHAINSAW-S 480 1808 - N/A $1,100 N/A
EDGER (POWER TRIM)-WC 480 1912 - N/A 900 N/A
EDGER (POWER TRIM)-SP 480 1509 $1,500 N/A - N/A
HEDGE TRIMMER-P 480 1839 $700 N/A - N/A
MESSAGE BOARD-S 480 1116 $20,000 N/A - N/A
MESSAGE BOARD-S 480 1117 - N/A $20,000 N/A
MOWER ROTARY-SP 480 1810 - N/A $1,750 N/A
REFERENCE SOFTWARE-TOOL 480 2015 $8,000 N/A $8,000 N/A
SPREADER-P 480 23028 $10,000 N/A - N/A
TRAILER-P 480 85027 - N/A $8,000 N/A
TRIMMER-P 480 1803 - N/A $600 N/A
TRIMMER-P 480 1804 - N/A $600 N/A
VACCUUM (BILLYGOAT)-WC 480 1302 $1,000 N/A - N/A
VACCUUM (BILLYGOAT)-SP 480 1421 $1,000 N/A - N/A
RAMTEQ PRESSURE WASHER 480 1409 $10,000 N/A - N/A
$53,300 $42,350
YEAR 1 TOTAL: $53,300 YEAR 2 TOTAL: $42,350
COMBINED TOTAL $1,686,150
CITYof BREA
Communication
June 17, 2025
Item No. 4C.

Approve Amendment No. 1 with Geocon West, Inc. and Amendment No. 2 with BKF Engineers for Additional as-needed Arovista Park Geotechnical and Civil Engineering Services

TO PREPARED BY
Honorable Mayor and City Council Members Michael Ho, Public Works Director

DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Michael Ho, Public Works Director Kristin Griffith, City Manager

RECOMMENDATION
Staff recommends that the City Council take the following actions:

1. Approve Amendment No. 1 with Geocon West, Inc. in the amount not-to-exceed $168,000 resulting in a total contract amount not-to-exceed $418,000 for as-needed materials testing, soils inspection and special inspections.

2. Approve Amendment No. 2 with BKF Engineers in the amount not-to-exceed $32,100 resulting in a total contract amount not-to-exceed $74,100 for as-needed engineering services.

BACKGROUND/DISCUSSION
On March 19, 2024, the City Council awarded a construction contract for the Arovista Park Modernization Project, CIP No. 7978, for $16,511,884.55, along with eight on-call, as-needed support services for consultants for $1,295,479. Staff required these on-call service agreements to support the Project as it progressed, managing, answering, clarifying, approving, and providing inspections throughout construction as they have the expertise in each field. Many of the consultants are the engineers and architects who designed the plans.

Of the eight awarded on-call agreements, GeoCon West, Inc., the soil engineer who prepared the geotechnical report analyzing the soil for the entire Arovista project site, and BKF Engineers, the civil engineer who designed the project plans, require additional funding to carry out the remainder of the construction phase. The current contract amounts for GeoCon and BKF are $250,000 and $42,000, respectively. The additional funding amounts needed for GeoCon West, Inc. are $168,000 and $32,100 for BKF Engineers to continue their services.

During construction, the structural engineer made changes to the wall and foundation sizes based on the soil conditions found near the flood control channel. Much of the soil was soft and collapsed at times during the excavation of the foundations for the walls. To accommodate unforeseen soil conditions, modifications to the foundation design and the addition of inspection, testing, and design elements are required to continue construction, which falls within GeoCon's scope of services. GeoCon not only provides the inspection scope but also performs testing of materials for concrete, rebar, and compaction, all within their own company. Having a onestop inspection firm ensures continuity and consistency, benefiting the Project. Additional funding is required for BKF's scope of services to provide grading elevations for the wall footings and to continue construction support in clarifying design questions and approving field changes, thereby keeping the Project on track.

To mitigate any other unforeseen soil conditions, staff will take the following measures to proactively identify additional areas adjacent to the channel where excavation is required. These design changes, which involve enlarging the wall foundations, will impact the overall timeline and budget of the Project. Staff is currently negotiating the additional cost and days that the contingency allowance will absorbed.

The Project remains on target for completion in Fall 2025.

COMMISSION/COMMITTEE RECOMMENDATION
The Finance Committee reviewed this item at their June 10, 2025, meeting and recommended that the City Council take the proposed actions.

FISCAL IMPACT/SUMMARY
Previous on-call agreements were awarded to GeoCon for $250,000 and to BKF for $42,000 to provide support services for answering, clarifying, approving, and conducting inspections throughout the construction process, as they are the engineers who designed the project plans. The additional increase needed for GeoCon are $168,000 and $32,100 for BKF Engineers to continue their services.

No additional funding is requested for these contract amendments, as there is adequate funding within the existing Capital Improvement Project.

Attachments
Amendment No. 1 with Geocon West, Inc.

Amendment No. 2 with BKF Engineers
Amendment No. 01
to Professional Services Agreement
This Amendment to the Professional Services Agreement dated Tuesday, March 19, 2024, is made and entered into this Tuesday, June 3, 2025 by and between the City of Brea ("City") and GEOCON WEST, INC., ("Consultant").

RECITALS
A. On or about Tuesday, March 19, 2024 and Consultant entered into an agreement for Professional Services, whereby Consultant agreed to provide Materials Testing, Soils Inspection and Special Inspections to the City ("Agreement".)
B. By its original terms, or by amendment(s), the Agreement will expire upon satisfactory completion of the Services and provided for compensation in the lumpsum not-to-exceed amount of $ 250,000.00. The Agreement has no options to extend the term.

C. The parties desire to provide for additional compensation payable to Contractor for additional work in the amount of $ 168,000.00

AGREEMENT

1. Notwithstanding any provision of the Agreement: the term of the Agreement is hereby extended and shall expire upon satisfactory completion of the Services . Notwithstanding any provision of the Agreement: compensation payable to Contractor, calculated as a flat amount, or as an hourly rate, as applicable, shall be increased by the not-to-exceed amount of $ 168,000.00. The scope of Services remains unchanged.

2. Except as amended by this Amendment, all other terms and conditions of the Agreement remain unaffected and in full force and effect.

3. The persons executing this Amendment warrant that they are authorized to execute this Addendum and that this Amendment is binding on the parties hereto. [SIGNATURES ON FOLLOWING PAGE]
1 WHEREAS, the parties have executed this Amendment as of Tuesday, June 3, 2025. Digital Signatures are acceptable if they conform to all requirements of California Government Code Section

16.5. GEOCON WEST, INC.

By: _____________________________ By: _____________________________ Jelisa Thomas Adams Willi Lydon
Vice President Chief Finance Officer
[email protected]
Date Signed: ________________ Date Signed: _________________ [Corporation: pursuant to California Corporations Code Section 313, both signature lines must be executed unless the signatory holds at least one of the offices designated on each line. Limited liability company: Pursuant to California Corporations Code Section 17703.01(d), both signature lines must be executed unless the articles of incorporation state that the firm is managed by only one manager.] City of Brea Attest (if over $50,000)
By: _____________________________ By: _____________________________ Blair Stewart Lillian Harris-Neal
Mayor City Clerk
[email protected]
Date Signed: ________________ Date Signed: _________________ 2 2025-06-04 2025-06-04
2807 McGaw Avenue ■ Irvine, CA 92618 ■ Telephone (949) 491-6570 ■ [email protected] Project No. W1628-88-02
May 19, 2025
Mr. Michael Ho, PE
Public Works Director
Public Works Department
545 North Berry Street
Brea, California 92821
Subject: REQUEST FOR CHANGE ORDER NO 1

AROVISTA PARK MODERNIZATION PROJECT
500 WEST IMPERIAL HIGHWAY, BREA, CALIFORNIA
Dear Mr. Ho:

We prepared this request for Change Order No. 1 to accommodate our continued construction observation services at the subject site. Our proposal outlined a scope of work for an estimated fee of $250,000.

To determine a suitable budget, we have requested input from the project superintendent on the remaining scope of inspection and testing services. Based on information provided by the superintendent, this change order is based on an additional 95 days in inspection and testing, as well as laboratory testing, project management, and final reports. Additional change orders may be submitted, if necessary. All services will be provided at the request of the project superintendent or the owner’s authorized representative.

We respectfully request an increase of $168,000 for a revised contract amount of $418,000.

Geocon proposes to provide the services described herein on a lump sum basis in accordance with the previously negotiated and executed Professional Services Agreement (“the Agreement”), dated March 19, 2024 and enclosed Schedule of Fees. However, other than as set forth herein, all of the terms and conditions of the Agreement and all exhibits attached thereto shall remain in full force and effect. Except to the extent specifically set forth herein, this Acknowledgment specifically incorporates by this reference all the terms and conditions of the Agreement and all exhibits attached thereto as though set forth in full herein. To the extent of any inconsistency between this Acknowledgment and the Agreement, this Acknowledgment shall control.

If this Change Order request meets with your approval, please prepare a change order and send a copy to our attention or sign below and return.

Project W1628-88-02 - 2 - May 19, 2025
If you have any questions regarding this request or if we may be of further service, please contact the undersigned at your convenience.

Very truly yours,
GEOCON WEST, INC.

Jelisa Thomas Adams, GE
Vice President
(EMAIL) Addressee

ACKNOWLEDGEMENT
CLIENT:

Authorized By:

Print Name:

Title:

Date:
2023 SCHEDULE OF FEES

PROFESSIONAL SERVICES
Word Processor/Non-Technical Assistant/Draftsman/Dispatcher .................................................................................................... $95/hr Engineering Assistant/Lab Technician. ............................................................................................................................................. 95/hr Engineering Field Technician (Earthwork/Compaction Testing/Backfill) ........................................................................................ *85/hr Special Inspector (Concrete, Rebar, Masonry, Welding, etc.) .......................................................................................................... *90/hr Engineering Inspector (Bottom Approval / Shoring / Foundations / Piles) ....................................................................................... *110/hr LA City Deputy Grading Inspector (Bottom Approval / Shoring / Foundations / Piles) .................................................................. *125/hr Staff Engineer/Geologist ................................................................................................................................................................... *125/hr Senior Staff Engineer/Geologist ....................................................................................................................................................... *135/hr Project Engineer/Geologist ............................................................................................................................................................... *145/hr Senior Project Engineer/Geologist .................................................................................................................................................... *155/hr Senior Engineer/Geologist ................................................................................................................................................................ *175/hr Associate Engineer/Geologist ........................................................................................................................................................... *200/hr Principal Engineer/Geologist/Litigation Support .............................................................................................................................. 400/hr Attorney Fees (General) .................................................................................................................................................................... 500/hr Deposition or Court Appearance ....................................................................................................................................................... 550/hr Overtime/Saturday Rate/Night Rate (7pm – 6am w/ 8-Hour minimum per call out) ....................................... 1.5 X Regular Hourly Rate Sunday and Holiday Rate ..................................................................................................................................... 2 X Regular Hourly Rate Minimum Field Services Fee per call-out, 4 Hours (if 4 hours or less), 8 Hours (if more than 4 hours and less than 8 Hours) Short-Notice Cancellation, 4 Hours (if after 4 pm of the day prior to the scheduled inspection time) Short-Notice Cancellation, 4 Hours (upon or after arrival at jobsite) *Prevailing Wage (PW) California Labor Code §1720, et. Seq add $50/hr TRAVEL
Personnel ......................................................................................................................................................................... Regular Hourly Rate Subsistence (Per Diem) .................................................................................................................................................................... $300/day Vehicle Mileage ............................................................................................................................................................................. 0.75/mile

EQUIPMENT, MATERIALS, & ANALYTICAL TESTS
Nuclear Density Gauge / Sand Cone Testing Equipment ....... $10/hr 55-Gallon Drum .................................................................... 120/ea Vehicle ..................................................................................... 10/hr Visqeen (6 mil 20X100’) ..................................................... 135/roll Special Inspection Equipment ................................................... 5/hr Traffic Cones/Barricades ......................................................35/day Asphalt Cold Patch/Concrete ................................................ 30/bag TPHg(EPA 8015B) ................................................................. 70/ea Double Ring Infiltrometer Equipment ................................ 200/day TPHd/TPHmo .................................................. (EPA 8015M) 75/ea GPS Unit ............................................................................. 160/day TPH Carbon Chain Breakdown .................... (EPA 8015M) 110/ea Pick-up Truck ..................................................................... 150/day Water Buffalo........................................................................ 75/day Dynamic Cone Penetrometer .............................................. 400/day Methanol and/or Ethanol (EPA 8015M) ............................... 125/ea Volatile Organic Compounds ....................... (EPA 8260B) 125/ea Semi-Volatile Organic Compounds .................. (EPA 8270) 225/ea Hand-Auger .......................................................................... 50/day PAHs (EPA 8270SIM) ......................................................... 185/ea Distilled Water (5-gallon) ...................................................... 20/ea Bailer (Reusable) .................................................................. 35/day CAM 17 Metals (EPA 6010B) ............................................. 170/ea Single Metal .................................................... (EPA 6010B) 30/ea Bailer (Disposable) ................................................................. 15/ea Hexavalent Chrome (EPA 7199) ............................................ 75/ea Stainless Sampling Pump ................................................. $150/day Battery-Powered Pump ........................................................ 75/day Organochlorine Pesticides (EPA 8081) ................................ 110/ea Organophosphorus Pesticides (EPA 8141) ........................... 125/ea Water Level Indicator .......................................................... 40/day Interface Probe ................................................................... 125/day Photo-Ionization Meter ...................................................... 150/day Combustible Gas Meter ..................................................... 150/day Chlorinated Herbicides (EPA 8151) ..................................... 125/ea PCBs (EPA 8082) ................................................................... 95/ea Soil pH (EPA 9045C) .............................................................. 20/ea WET or TCLP Extraction ....................................................... 85/ea pH/Conductivity/Temperature Meter ................................. 150/day Turbidity Meter .................................................................... 80/day Air Sampling Pump .............................................................. 80/day Level D PPE/Decon Rinse Equipment ................................. 50/day Concrete Coring Equipment ............................................... 285/day Generator or Air Compressor ............................................. 150/day EPA 5035 Sample Kits ........................................................... 40/ea Asbestos (PLM) ...................................................................... 25/ea Asbestos (400-point count) ...................................................... 50/ea Sample Compositing ................................................ 20/composite 48-hour Turnaround Time ....................................... 60% surcharge 72-hour Turnaround Time ....................................... 40% surcharge - 2 -
LABORATORY TESTS*

COMPACTION CURVES SOIL AND AGGREGATE PROPERTIES
(D698/D1557/T99/T108) 4-inch mold................................ $300/ea (D422/T88) Particle Size, Hydrometer w/out Sieve ............ $250/ea (D698/D1557/T99/T108) 6-inch mold.................................. 300/ea (C136/D6913/T27) Sieve, Coarse to Fine w/ #200 Wash ..... 175/ea (CT 216) California Impact .................................................. 300/ea (C136/D6913/T27) Sieve, Coarse or Fine w/ #200 Wash ..... 150/ea Check Point........................................................................... 125/ea (C136/D6913/T27) Sieve, Coarse or Fine No #200 Wash .... 125/ea (D1632/CT312) Soil Cement Cyl. Fabrication (Set of 3) ... 200/set (C117/D1140/T11) Materials Finer than #200 ...................... 115/ea (D1632/CT312) Soil Cement Cyl. Fabrication (Addtl. Spec.) 75/ea (D2216/T265/CT226) Moisture Content ................................. 40/ea (D1633/CT312) Soil Cement Comp. Strength (Set of 3) .... 350/set (D2487/D2488) Visual Soil Classification .............................. 40/ea (D1633/CT312) Soil Cement Comp. Strength (Addtl. Spec.) 125/ea (D2937) Density of In-Place Soil, Drive-Cyl. Method ........... 50/ea SOIL AND AGGREGATE STABILITY (D4943) Shrinkage Factors of Soils, Wax Method ................. 75/ea (D2844/CT301) Resistance Value ...................................... $350/ea (C131/C535/CT211) L.A. Abrasion Resistance .................. $250/ea (D2844/CT301) Resistance Value, Treated .......................... 350/ea (C142/T112) Clay Lumps and Friable Particles .................... 155/ea (D1883) California Bearing Ratio ........................................ 600/ea SOIL AND AGGREGATE PROPERTIES (CONTD.) (C977) Stabilization Ability of Lime .................................... 185/ea (C123/T113) Light Weight Particles ..................................... 250/ea (D1883) Calif. Bearing Ratio (Army Corp of Engineers) .... 600/ea (D3744/CT229/T210) Durability Index Fine ........................ 200/ea CHEMICAL ANALYSIS (D3744/CT229/T210) Durability Index Coarse .................... 200/ea (G187/CT643/T288) pH and Resistivity ............................. $175/ea (CT227) Cleanness Value ..................................................... 200/ea (D4972/T289) pH Only .......................................................... 75/ea (D4791) Flat & Elongated Particles ...................................... 175/ea (CT417) Sulfate Content ....................................................... 125/ea (D693/CT205) Percent Crushed Particles ............................. 200/ea (CT422) Chloride Content .................................................... 125/ea (D5821) Percent. of Fractured Particles, Coarse Aggregate .. 200/ea (D2974) Organic Content ..................................................... 100/ea (C40/CT213/T21) Organic Impurities ................................... 100/ea PERMEABILITY, CONSOLIDATION AND EXPANSION (C235) Soft Hardness (Scratch Hardness) ............................ 125/ea (D5084) Permeability, Flexible Wall .................................. $270/ea (C88/CT214/T104) Sulfate Soundness ................................. 500/ea (D5856) Permeability, Rigid Wall ........................................ 260/ea (C1252/T304) Uncompact. Void Content, Fine Aggregate ... 175/ea (D2434) Permeability, Constant Head .................................. 280/ea (C127/CT206/T85) Coarse Specific Gravity ......................... 150/ea (D2434) Permeability, FHA Slab-on-Grade ......................... 110/ea (C128/CT207/T84) Fine Specific Gravity............................. 175/ea (D2434) Permeability, Hourly ................................................ 55/ea (D854/CT209/T100) Specific Gravity of Soil ....................... 200/ea (D2435/T216) Consolidation (6 pts. w/ Unload) ................ $400/ea (C29/CT212/T19) Unit Weight & Percent Voids ................. 125/ea (D2435/T216) Consolidation Additional Point w/ Unload ... $90/ea (D2419/CT217/T176) Sand Equivalent ................................ 150/ea (D4546) Swell/Compression Testing & Density .................. 125/ea (D4318/CT204/T89/T90) Plastic Index (Plastic/Liq. Limit) 250/ea (D4546) Swell/Settlement Testing & Density (ea. addtl. pt.) 85/ea (D4318/CT204/T89) Liquid Limit ........................................ 125/ea (D4546) Swell/Settlement Testing & Density (County) ....... 100/ea (D4318/CT204/T90) Plastic Limit ........................................ 125/ea (D4546) Swell/Settlement Testing & Density (FHA) ............ 90/ea (C330) Spec. for Lightweight Aggregates, Struc. Concrete ... Quote (D4829) Expansion Index of Soils ........................................ 250/ea SHEAR STRENGTH STEEL TESTING (D2166) Unconfined Compression ..................................... $100/ea Reinforcing Steel Tests: (D3080/T236) Direct Shear (3 points) ................................ 350/set (A370) Tensile Strength & Elongation (D3080/T236) Direct Shear Addtl. Points/ea. residual pass $125/ea #11 Bar & Smaller ............................................... $100/ea (D2850) Unconsolidated-Undrained Triaxial Shear .............. 115/ea #14 Bar ................................................................ $125/ea (D2850) Unconsolidated-Undrained Triaxial Staged ............ 160/ea #18 Bar (Proof Test) ........................................... $150/ea (D4767) Consolidated-Undrained Triaxial Shear.................. 265/ea (A370) Bend Test (D4767) Consolidated-Undrained Triaxial Staged ................ 340/ea #11 Bar & Smaller ................................................. $50/ea (EM1110) Consolidated-Drained Triaxial Shear .................. 375/ea #14 & #18 Bar ....................................................... $75/ea (EM1110) Consolidated-Drained Triaxial Staged ................. 480/ea (A370) Tensile - Mechanically Spliced Bar MASONRY**
#11 Bar & Smaller ............................................... $175/ea Concrete Block Test (Sets of 3 Required):
#14 Bar & Larger ................................................. $225/ea (C140) Unit Weight Moisture Content & Absorption ......... $350/ea (A370) Tensile – Electric Resist. Butt Splice w/ Control ..... 175/ea (C140) Moisture Content/Absorption (ea. addtl. specimen) 125/ea (A370) Straightening of bar (if required) ................................ 50/ea (C140) Compression Test ..................................................... 300/ea Structural Steel Tests: (C140) Compression Test (ea. addtl. specimen) .................. 125/ea (A370) Machining & Prep of Test Specimen ............... Cost + 20% (C426) Linear Drying Shrinkage ........................................... 350/ea (A370) Tensile Strength & Elongation (C109/UBC 21-16) Mortar Cylinder (2”x4”) ......................... 30/ea Up to 200,000 lbs ................................................. $125/ea (C942) Grout Prism (3”x3”x6”), trimming included ............... 35/ea 200,000 – 300,000 lbs ............................................ 150/ea Masonry Prism (Assemblage):
300,000 – 400,000 lbs ........................................................... 175/ea (C1314) 8”x8”x16” – 8”x12”x16” ..................................... $200/ea Pre-stressing Wire & Tendon Tests: (C1314) 8”x16”x16” – 10”x12”x16” ................................... 225/ea (A421) Tensile Strength, Single Wire................................. $175/ea (C1314) 12”x12”x16” – 12”x16”x16” ................................. 250/ea (A416) Tensile Strength, 7-Wire Strand ............................. $200/ea (C1314) Larger than 12”x16”x16” ........................................ Quote - 3 -
LABORATORY TESTS* (CONTINUED)
High Strength Bolt, Nut, & Washer Tests: Brick Test (Set of 5 Specimens):
(A325/A490) Tensile Test on Bolts .................................... $100/ea (C67) 24-Hour Absorption, Cold Water ............................. $250/set (A563) Proof Load Test on Nuts ........................................ $100/ea (C67) 5-Hour Absorption, Boiling Water .......................... $250/set (A325/A490) Hardness Test on Bolts ................................... $50/ea (C67) Compression Test or Modulus of Rupture ............... $300/set (A536) Hardness Test on Nuts .............................................. $50/ea (C67) Each Additional Specimen ........................................ $100/ea (F436) Hardness Test on Washers ........................................ $50/ea CONCRETE** Weld Specimen Tests: Mix Designs:
(E164) Ultrasonic Examination .............................. Quote (ACI211/ACI214) Concrete Mix Design ............................ $450/ea Machining & Prep of Test Specimen ............................ Cost + 20% (ACI211/ACI214) Review of Concrete Mix Design ........... $450/ea (E381) Macrotech Test (3 Faces) ............................................ $355 (C192) Concrete Trial Mix (includes equipment & labor) .. $650/ea ASPHALT TESTING Concrete Properties:

Brea City CouncilJune 17, 2025

Brea City Council
June 17, 2025