Agenda — Fountain Valley City Council, November 7, 2023

City Council Regular Meeting Agenda Page 1 November 7, 2023 AGENDA

CITY COUNCIL/ SUCCESSOR

AGENCY TO THE FOUNTAIN

VALLEY AGENCY

FOR COMMUNITY DEVELOPMENT/

FOUNTAIN VALLEY HOUSING AUTHORITY
Closed Session 4:00 p.m.

Study Session 5:00 p.m.

Regular Meeting 6:00 p.m.

Tuesday, November 7, 2023
Council Chambers
10200 Slater Avenue
Fountain Valley, CA 92708
http://www.fountainvalley.org
MEETING ASSISTANCE: In compliance with the Americans with Disabilities Act, anyone needing special assistance to participate in a meeting of the government bodies listed herein should contact the City Clerk’s Office at (714) 593-4445. Notification 72 hours prior to the meeting allows the City to make reasonable arrangements to ensure accessibility to the meeting.

AGENDA COMMUNICATIONS: All revised or additional documents and writings related to an item on this agenda provided to all or a majority of the government body members after distribution of the agenda packet, are available for public inspection (1) in the City Clerk’s Office at 10200 Slater Avenue, Fountain Valley, CA 92708 during normal business hours; and (2) in the Council Chambers at the time of the meeting. Unless directed otherwise by a government body listed herein all actions shall be based on/memorialized by the latest document submitted as a late communication.

PUBLIC COMMENTS/PUBLIC HEARINGS: Persons wishing to address the Cit y Co u nc il or ot her government body listed complete a speaker card and give it to the City Clerk prior to the public comment period. Requests to speak will not be accepted after the public comment session begins without permission of the Mayor/Chair. Speakers must limit remarks to a total of (3) three minutes and address the City Council through the Mayor. Comments to individuals or staff are not permitted. Scheduled Matters, including Public Hearings: Indicate on the card what item you want to address. Unscheduled Matters: Indicate on the card what subject matter you want to address. Comments must be related to issues that are within the jurisdiction of the governing body listed on the agenda. Pursuant to the Brown Act, the governing body may not enter into discussion regarding items not on the agenda.

CONSENT CALENDAR: All matters listed under the Consent Calendar are considered by the governing bodies listed herein to be routine and will be enacted on simultaneously with one motion without discussion unless separate action and/or discussion is requested by a governing body member, staff, or a member of the public.

PUBLIC HEARINGS: Persons wishing to speak in favor of or in opposition to a proposal are given an opportunity to do so during the public hearing. Those wishing to address a governing body during the hearing are requested to complete the speaker card and submit it to the City Clerk prior to the hearing. If a proposed action is challenged in court, there may be a limitation to raising only those issues raised during the hearing or in written correspondence received by the governing body at or before the hearing.

Note: The Fountain Valley City Council serves as the Successor Agency to the Fountain Valley Agency for Community Development (Successor Agency), the Fountain Valley Housing Authority, and the Fountain Valley Finance Authority. The Actions of the Successor Agency are separate and apart from the actions of the City Council.

ZOOM LINK INFORMATION
 Participants that choose to watch the City Council meeting through zoom are automatically placed in the waiting room and will then be admitted into the meeting. In order to make a public comment, you will indicate through the chat feature which item you would like to speak on, or click on the “raise hand” icon to let the administrator know you wish to speak.
 All participants are muted unless you are requesting to speak, at which time you will be allowed to unmute and make you comment.
 All public comments are allowed up to 3 minutes to speak.

Topic: City Council
Time: Nov 7, 2023 06:00 PM Pacific Time (US and Canada) Join Zoom Meeting
https://us02web.zoom.us/j/82948882362?pwd=UUhzbWN5YjQzUTdhWHRmZEhEM3 ppUT09
Meeting ID: 829 4888 2362
Passcode: 075488

CLOSED SESSION
CALL TO ORDER 4:00 p.m.

PUBLIC COMMENTS (Closed Session matters only)
Persons wishing to speak on a Closed Session matter are requested to identify themselves by completing a blue speaker card indicating the item they want to address and to give the card to the City Clerk prior to the public comment period.

1. CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Section 54956.9:
(1 potential case)

2. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Government Code §54957.6.

Agency Designated Representatives: City Manager, Maggie Le, Finance Director, Ryan Smith, Human Resources Director, Carrie Hanes, Community Development Director / Deputy City Manager, Omar Dadabhoy, Attorney for the City, Colin Burns Employee Organizations: Police Officers' Association (POA), Police Officers' Management Unit (POMU), Fire Association (FVFA), Fountain Valley Municipal Employees Association (Field Services unit), Fountain Valley General Employees Association (FVGEA), Fountain Valley Professional and Technical Employees (P&T), Individually Represented Battalion Chiefs and Individually Represented P&T (IRP&T)

3. CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION
Paragraph (1) of subdivision (d) of Section 54956.9
Name of case: In re: Aqueous Film Forming Foams Product Liability Litigation (3M and DuPont PFAs Class Actions)

4. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: (2 cases)

STUDY SESSION
CALL TO ORDER 5:00 p.m.

PUBLIC COMMENTS (Study Session matters only)
Persons wishing to speak on a Study Session matter are requested to identify themselves by completing a blue speaker card indicating the item they want to address and to give the card to the City Clerk prior to the public comment period.

1. Pension Update – Presentation by Ryan Smith, Finance Director

2. SB 1439 and the Levine Act – Presentation by Colin Burns, Attorney for the City

OPEN SESSION
CALL TO ORDER 6:00 p.m.

INVOCATION Pastor Kene Panas
SALUTE TO THE FLAG Council Member Ted Bui

CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY/ ROLL CALL Council Members: Bui, Cunneen, Harper, Vice Mayor / Vice Chair Grandis, Mayor/Chair Constantine

ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS

CITY MANAGER / MAYOR UPDATE

PRESENTATIONS

1. Presentation on the HWPL (Heavenly Culture, World Peace, Restoration of Light) – Presentation by Kelli Guess

2. Presentation on the Unhoused Population Update – Presentation by Matt Sheppard, Chief of Police

FIRST CITY COUNCIL/ SUCCESSOR AGENCY/ HOUSING AUTHORITY/ PUBLIC COMMENTS (Unscheduled Matters Only)
The Unscheduled Matters Public Comments portion will last 15 Minutes at the beginning of the meeting. Any requests to speak on unscheduled matters after the initial 15 minutes, will be heard at the end of the meeting, unless the Mayor approves an extension of this time. If an individual speaks during the First unscheduled matters time period, they do not get to speak at the end of the meeting as well. Persons wishing to speak on an unscheduled matter are requested to identify themselves by completing a blue speaker and to give the card to the City Clerk. Each person will have up to 3 minutes to speak. The City Clerk will call upon those that wish to speak.

PUBLIC COMMENTS
(Scheduled Matters Only)
Persons wishing to speak on Agenda item(s) are requested to identify themselves by completing a blue speaker card indicating the item they want to address and to give the card to the City Clerk prior to the public comment period. Each person will be given up to 3 minutes to speak on the entire Consent Calendar, 3 minutes to speak on each item pulled from the consent calendar, and 3 minutes to speak on any agendized item(s) not appearing on the Consent Calendar.

CONSENT CALENDAR
Consent Calendar Items 1 – 4 will be approved simultaneously with one motion, unless separate action/or discussion is requested.

1. Waive the reading in full of all ordinances under consideration and direct the Mayor to read by titles only

2. Receive and File the Draft Minutes of the October 17, 2023 Regular City Council Meeting

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3. Approve the Register of Demands for the period of 10/7/2023 to 10/27/2023 Page 12 Recommended Action: Staff recommends Alternative No. 1 to approve the attached Register of Demands representing payments made by the City of Fountain Valley between 10/7/2023 and 10/27/2023 for a total of $3,514,858.89.

4. Approval of an Agreement between the City of Fountain Valley and the City of Anaheim for Urban Area Security Initiative (UASI) Grant Participation Page 30 Recommended Action: It is recommended that the City Council approve Alternative No. 1, thereby approving the agreement between the City of Fountain Valley and the City of Anaheim for the transfer or purchase of equipment/services or reimbursement of training costs for the Fiscal Year 2022 Urban Area Security Initiative (UASI) Grant Program.

ADMINISTRATIVE ITEMS

5. Adoption of the Economic Development Action Plan – Presentation by Omar Dadabhoy, Deputy City Manager / Economic Development Manager Page 93 Recommended Action: Adopt the Economic Development Action Plan as presented

COUNCIL MEMBER ITEMS FOR FUTURE CONSIDERATION

CITY COUNCIL/ SUCCESSOR AGENCY/ HOUSING AUTHORITY/ PUBLIC COMMENTS (Unscheduled Matters Only)
Persons wishing to speak on an unscheduled matter are requested to identify themselves by completing a blue speaker and to give the card to the City Clerk. Each person will have up to 3 minutes to speak. The City Clerk will call upon those that wish to speak.

CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY AB 1234/GENERAL COMMENTS

ADJOURN THE MEETING OF THE CITY COUNCIL/SUCCESSOR

AGENCY/HOUSING AUTHORITY
The next Regular Meeting of the Fountain Valley City Council is November 21, 2023 at 6:00 p.m., in the Fountain Valley Council Chambers, 10200 Slater Avenue, Fountain Valley.

MINUTES OF THE

CITY COUNCIL/ SUCCESSOR AGENCY TO THE FOUNTAIN

VALLEY AGENCY

FOR COMMUNITY DEVELOPMENT/ FOUNTAIN VALLEY

HOUSING AUTHORITY
Closed Session 4:15 p.m.

Study Session 5:15 p.m.

Regular Meeting 6:00 p.m.

Tuesday, October 17, 2023
Council Chambers

CLOSED SESSION
CALL TO ORDER 5:30 p.m.

PUBLIC COMMENTS (Closed Session matters only)
There were no public comments

1. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: (1 case) No Reportable Action

2. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Government Code §54957.6.

3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: Boys & Girls Club: 17565 LOS ALAMOS ST., FOUNTAIN VALLEY CA 92708 & 10200 SLATER AVE., FOUNTAIN VALLEY CA 92708
Agency negotiator: Maggie Le, City Manager; Omar Dadabhoy, Deputy City Manager-Community Development Director; Rob Frizzelle, Community Services Director; Bill McQuaid, Fire Chief, Director of Public Works, Ryan Smith, Finance Director; Colin Burns, Attorney for the City Negotiating parties: Fountain Valley and Boys and Girls Club of HV

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Under negotiation: Price and terms of payment
Vice Mayor Glenn Grandis recused himself from this item and did not attend this closed session discussion.

No Reportable Action

STUDY SESSION
CALL TO ORDER 5:27 p.m.

1. Crossings Branding Project – Presentation by Suzanne Madison, Allegra Consulting Suzanne Madison presented rebranding options for the city council to consider.

OPEN SESSION
CALL TO ORDER 6:11 p.m.

INVOCATION Pastor Deena Querry – Living Waters Christian Fellowship SALUTE TO THE FLAG Mayor Glenn Grandis

CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY/ ROLL CALL Council Members Present: Cunneen, Harper, Mayor Pro Tem/Vice Chair Grandis, Mayor/Chair Constantine

Council Members Absent: None

ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS
Item 2 – The Minutes of the October 3, 2023 meeting had a few minor corrections made.

CITY MANAGER / MAYOR UPDATES
City Manager Maggie Le provided her update.

Mayor Kim Constantine provided her update.

PRESENTATIONS

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1. Advisory Committee for Persons with Disabilities Awards Program – Presentation by John Borack – Chair – Advisory Committee for Persons with Disabilities John Borack presented the awards.

2. Certificate of Recognition to Living Waters Christian Fellowship Honoring their 50th Anniversary Mayor Constantine presented the Proclamation to Living Waters Fellowship for their 50th Anniversary.

3. Update on the Fiber Optic Installation – Introduction by Temo Galvez, Deputy Public Works Director Doug McAllister of Frontie presented a brief update on the Fiber Optic Installation

4. Presentation by The City of Hope – Presentation by Jessica Patel, MBA, CRA Director of Diagnostic Radiology City of Hope Orange County
Jessica Patel presented made a brief presentation on Breast cancer Awareness and the progress that has been made in beating cancer.

FIRST CITY COUNCIL/ SUCCESSOR AGENCY/ HOUSING AUTHORITY/ PUBLIC COMMENTS (Unscheduled Matters Only)

CONSENT CALENDAR
Consent Calendar Items 1 – 5, 7 and 9 were approved simultaneously. Item number 6 was pulled from the Consent Calendar and heard as a separate item under the Administrative Items portion of the agenda

1. Waive the reading in full of all ordinances under consideration and direct the Mayor to read by titles only.

ACTION: Move to Waive the reading in full of all ordinances under consideration and direct the Mayor to read by titles only.

MOTION: Grandis SECOND: Constantine
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

2. Receive and File the Draft Minutes of the October 3, 2023 Regular City Council Meeting ACTION: Move to Receive and File the Draft Minutes of the October 3, 2023 Regular City Council Meeting
MOTION: Grandis SECOND: Constantine

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AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

3. Approve the Register of Demands for the Period of 9/23/2023 to 10/06/2023.

ACTION: Move to Approve the Register of Demands for the Period of 9/23/2023 to 10/06/2023.

MOTION: Grandis SECOND: Constantine
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

4. City of Fountain Valley Six Month Strategic Objectives Adoption for May 11, 2023 through November 16, 2023
ACTION: Move to Receive and File the City of Fountain Valley Six Month Strategic Objectives Adoption for May 11, 2023 through November 16, 2023 MOTION: Grandis SECOND: Constantine
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

5. Approve and Adopt a Resolution of the City Council of the City of Fountain Valley Authorizing Submittal of Application(s) for All CalRecycle Grant and Payment Programs for which the City of Fountain Valley is Eligible.

ACTION: Move to Approve and Adopt a Resolution of the City Council of the City of Fountain Valley Authorizing Submittal of Application(s) for All CalRecycle Grant and Payment Programs for which the City of Fountain Valley is Eligible.

MOTION: Grandis SECOND: Constantine
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

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ADMINISTRATIVE ITEMS

6. Amendment No. 2 CON-19-65 Pacific Coast Refrigeration and Air Conditioning, Inc.

ACTION: Move to Approve Amendment No. 2 CON-19-65 Pacific Coast Refrigeration and Air Conditioning, Inc.

MOTION: Grandis SECOND: Constantine
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

7. Acceptance of Proposal & Authorize Staff to Issue PO to DMS Consultants On-Call Contract for Design Services for $49,730 for Design Plans, Specification & Estimates for Residential Roadway Rehabilitation Project - City Quadrant C3, Project No. 24006 ACTION: Move to Approve Acceptance of Proposal & Authorize Staff to Issue PO to DMS Consultants On-Call Contract for Design Services for $49,730 for Design Plans, Specification & Estimates for Residential Roadway Rehabilitation Project - City Quadrant C3, Project No. 24006
MOTION: Constantine SECOND: Grandis
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

8. Yunex LLC Amendment No. 1 & 2 to Contract No. CON 22-08 (Munis CON 1140) ACTION: Move to Approve Yunex LLC Amendment No. 1 & 2 to Contract No. CON 22- 08 (Munis CON 1140)
MOTION: Cunneen SECOND: Constantine
AYES: Bui, Cunneen, Harper, Grandis, Constantine
NOES: None
ABSENT: None
ABSTAIN: None

COUNCIL MEMBER ITEMS FOR FUTURE CONSIDERATION
None

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CITY COUNCIL/ SUCCESSOR AGENCY/ HOUSING AUTHORITY/ PUBLIC COMMENTS (Unscheduled Matters Only)
None
CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY AB 1234/GENERAL COMMENTS Council Member Bui
No Report Submitted
Council Member Cunneen
October 4 Attended the UAP Groundbreaking Ceremony at the Sports Park October 17 Attended the Rotary Most Improved Student Awards and the quarterly meeting of the OCTA Citizens Advisory Committee
Vice Mayor Grandis
October 4 Attended the UAP Groundbreaking Ceremony at the Sports Park October 6 Attended the Wendy’s Chamber Ribbon grand Reopening and the Huntington Beach Kiwanis Installation Banquet
October 8 Attended the OC Autism Rigs and Exotics Event October 13 Attended the Cal Cities OC Division Board Meeting Mayor Constantine
October 4 Welcomed the well-attended crowd to the future site of the Universally Accessible Playground — the first in Orange County — at the Fountain Valley Sports Park.

Today was the groundbreaking ceremony with my fellow City Council Members.

October 6 Welcomed the crowd and presented a certificate on behalf of the City of Fountain Valley to the owner/management of Wendy’s at the Fountain Valley Chamber of Commerce’s grand reopening / ribbon cutting event for this fast-food restaurant on Brookhurst, then met in 2 separate meetings with the Chamber of Commerce about an upcoming luncheon event, then attended the Fountain Valley Movie in the Park “The Super Mario Bros. Movie” at the Fountain Valley Sports Park. Then, I attended the Advisory Committee for Persons with Disabilities “Halloween” Dance at Founders Village Community and Senior Center.

October 7 Attended the Radiant Health Centers 37th Annual Orange County AIDS Walk 2023 to Raise Funds to end HIV/AIDS on the Euclid side of Mile Square Park, then stopped in at the E-Waste Recycling event at the Fountain Valley Sports Park, then watched a “Livable California” Workshop “Update on the Our Neighborhood Voices Initiative” on Zoom, and attended the very well-attended Sam’s Club Halloween Event.

October 8 Welcomed the crowd to the Orange County Autism Foundation Rigs and Exotics event at Sports Basement.

October 11 Watched the Fountain Valley Planning Commission Meeting on the City’s website.

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October 12 Stopped in at the “Strokes: Symptoms and Prevention” Workshop at Founders Village Senior and Community Center, then attended the Fountain Valley Chamber of Commerce Network at Night at Parkview Estates.

October 13 Stopped in at the movie for senior citizens “Wild Oats” at Founders Village Community and Senior Center.

October 14 Attended the Annual Fountain Valley Fire Department Open House in conjunction with Fire Prevention Week at Fire Station 1 on Bushard. What a great event — and so well-attended. Fun!!
October 16 Attended the Housing Symposium: “Overcoming the Barriers of Achieving Homeownership” at Lido House. Lots of great information regarding the current housing market.

October 17 Attended Rotary’s first “Most Improved Student” of the 2023-2024 FV school year. I presented certificates on behalf of the City of Fountain Valley to Mia Sanchez of Fulton Middle School, and Quinn Loftis of Valley Vista Middle School at Founders Village Community and Senior Center, then watched the Orange County Board of Supervisors Meeting on the County’s website.

Council Member Harper
October 4 Attended the UAP Groundbreaking Ceremony at the Sports Park

ADJOURN THE MEETING OF THE CITY COUNCIL/SUCCESSOR AGENCY/HOUSING

AUTHORITY
Mayor Constantine adjourned the meeting at 7:18 pm to the next Meeting of the Fountain Valley City Council on November 7, 2023 at 6:00 p.m., in the Fountain Valley Council Chambers, 10200 Slater Avenue, Fountain Valley.
________________________________________________________________________________________________________________________________ Kim Constantine, Mayor
Attest:
___________________________
Rick Miller, City Clerk

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: November 7, 2023
Members of the City Council
SUBJECT: City of Fountain Valley Register of Demands for the period of 10/7/2023 to 10/27/2023
Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☒ Achieve fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities
☐ Attract and retain quality staff through best practices and trends ☐ Maintain, build, and modernize infrastructure to support growth and future needs of the City ☐ Not applicable
EXECUTIVE SUMMARY:

Attached is the Register of Demands for the City of Fountain Valley to be ratified by the City Council.

DISCUSSION:

Pursuant to the State of California’s Government Code 37201 through 37210, the Director of Finance or their designated representative hereby certify to the accuracy of the following demands and to the availability of funds for payment thereof. Demands paid by the city shall be inspected and ratified by the legislative body on the next available Council agenda. The Finance Department has prepared the attached Register of Demands summarizing the City's payments released since the previous City Council meeting.

FINANCIAL ANALYSIS:

The attached Register of Demands represents payments made by the City of Fountain Valley between 10/7/2023 and 10/27/2023 for a total of $3,514,858.89.

ATTORNEY REVIEW:

The Attorney for the City reviewed this staff report and concurs with the recommended action.

PUBLIC NOTIFICATION:

Not applicable.

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Page 2 ends

ALTERNATIVES:

Alternative No. 1: Approve the attached Register of Demands.

Alternative No. 2: Do not approve as presented and provide direction to staff.

RECOMMENDATION:

Staff recommends Alternative No. 1 to approve the attached Register of Demands representing payments made by the City of Fountain Valley between 10/7/2023 and 10/27/2023 for a total of $3,514,858.89.

Prepared by: Ryan Smith, Finance Director
Reviewed by: Colin Burns, City Attorney
Approved by: Maggie Le, City Manager
Attachment 1: Register of Demands 10/7/2023 to 10/27/2023.

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City Of Fountain Valley
Register of Demands
10/7/2023 - 10/27/2023

Department

Check
Date Vendor Description Doc #
Check/ACH
# Amount
10000000 NON-DEPARTMENTAL
10/19/23 U.S. BANK CORPORATE CITY PCARDS SEPT 2023: 4246 0445 5574 3131 18864 1224 35,379.86 10/25/23 G&G TROPHY ACPD AWARDS 2023 18814 2308048 162.66

TOTAL NON-DEPARTMENTAL 35,542.52
10010100 CITY COUNCIL
10/18/23 BUI, TED JPIA CONFERENCE HOTEL 18646 1207 381.96 10/18/23 BUI, TED 2023 CAL CITIES CONFERENCE 18647 1207 594.09

TOTAL CITY COUNCIL 976.05
10010102 LEGAL SERVICES
10/18/23 HARPER AND BURNS, LL CITY LEGAL SERVICES 18655 1213 27,170.40

TOTAL LEGAL SERVICES 27,170.40
10010103 OFFICE OF CITY MANAGER
10/11/23 GRANDIS, GLENN CAL CITIES TRAVEL REIMBURSEMENT 18495 2307852 944.28 10/18/23 LEAGUE OF CAL CITIES DIVISION MEETING AT CONFERENCE 18654 2307953 150.00 10/26/23 FOUNTAIN VALLEY COMM COMMUNITY GRANT - 5-11 MARINES 19275 2308127 1,000.00

TOTAL OFFICE OF CITY MANAGER 2,094.28
10010104 ADMIN SERVICES
10/18/23 LIEBERT, CASSIDY & W Devon Taylor Lit 18652 2307954 42.21 10/18/23 LIEBERT, CASSIDY & W Devon Taylor Lit 18653 2307954 46.00 10/11/23 VERIZON WIRELESS ADMIN CP 9/26 - 10/25/23 18546 2307900 121.88

TOTAL ADMIN SERVICES 210.09
10020200 HUMAN RESOURCES
10/11/23 CONCENTRA MEDICAL CE MEDICAL SERVICES (08/09/23 - 08/11/23) 18464 2307834 1,059.10 10/18/23 CONCENTRA MEDICAL CE OCCUPATIONAL MEDICAL SERVICES (08-09- 18774 2307935 54.40 10/11/23 CONCENTRA MEDICAL CE OCCUPATIONAL MEDICAL SERVICES 18465 2307835 1,233.35 10/18/23 VERIZON WIRELESS HR DEPT CELL PHONES 9/26 - 10/25 18593 2307915 125.58 10/11/23 AT&T MOBILITY HR CELL PHONES 8/27 - 9/26/23 18542 2307825 89.86 10/11/23 CONCENTRA MEDICAL CE OCCUPATIONAL MEDICAL SERVICES(09/20/23 - 18466 2307836 2,130.70 10/11/23 D.F.POLYGRAPH INV 2023/7 (09/11/23) POLYGRAPH 18498 2307840 175.00 10/18/23 DEPARTMENT OF JUSTIC SEPTEMBER 2023 HR PARTIAL PMT 18743 2307938 49.00 10/18/23 DEPARTMENT OF JUSTIC SEPTEMBER 2023 HR DEPT 18768 2307939 128.00 10/11/23 THE INTERSECT GROUP TEMP SERVICES (9/25-10/01) 18462 2307884 1,570.06 10/11/23 THE INTERSECT GROUP TEMP SERVICES (9/25-10/01) 18463 2307885 2,124.48 10/18/23 CONCENTRA MEDICAL CE OCCUPATIONAL MEDICAL SERVICES (09-27 to 18641 2307934 462.40 10/18/23 MMASC MMASC MEMBERSHIP RENEWAL 18633 2307958 90.00 10/18/23 THE INTERSECT GROUP TEMP SERVICES (10/02 - 10/08) 18611 2307984 1,593.36 10/18/23 THE INTERSECT GROUP TEMP SERVICES (10/02 - 10/08) 18612 2307985 1,499.10 10/25/23 CONCENTRA MEDICAL CE OCCUPATIONAL MEDICAL SERVICES (10-05 to 18800 2308023 858.50

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10/25/23 THE INTERSECT GROUP TEMP SERVICES (10/09/2023 - 10/15/2023 18802 2308104 2,611.12 10/25/23 THE INTERSECT GROUP TEMP SERVICES (10/09/2023 - 10/15/2023) 18804 2308105 1,998.80 10/18/23 AMAZON OFFICE SUPPLIES 1TRM-D3LT-3176 18782 1206 25.22

TOTAL HUMAN RESOURCES 17,878.03
10030300 PLANNING
10/18/23 KLING CONSULTING GRO SOILS REVIEW SVCS 2023-1553 16572 LASSEN 18293 2307952 850.00 10/18/23 KLING CONSULTING GRO SOILS RVEW SVCS 2023-1685 18294 2307952 850.00 10/25/23 AMAZON OFFICE SUPPLIES BADGE HOLDERS INV 1TVV- 18348 1225 39.12 10/11/23 VERIZON WIRELESS 9/26-10/25 Plnng, Bldg, CE & CDBG - cell & ipads 18524 2307894 161.76 10/11/23 INFOSEND, INC ADVERTISEMENTS OCT PC MEETING 18551 2307853 587.84 10/18/23 ORANGE COUNTY REGIST ADVERTISEMENTS PC/HCD MEETINGS 18666 2307967 1,988.32 10/11/23 DONNA'S RADIUS MAPS RADIUS MAP AND MAILING ADDRESSES FOR 7 18538 2307842 2,075.00 10/18/23 DONNA'S RADIUS MAPS RADIUS MAP AND DATA 17101 AND 17737 18613 2307943 620.00 10/18/23 ALLEGRA CONSULTING, ALLEGRA CONSULTING - CROSSINGS 18669 2307923 3,500.00 10/25/23 AMAZON OFFICE SUPPLIES- CETASK FORCE 1RRV- 18750 1225 168.24 10/25/23 AMAZON OFFICE SUPPLIES-CETASK FORCE 1Q7V- 18752 1225 39.80 10/18/23 BAC T. NGUYEN REFUND FV INV #9204 18856 2307928 3,465.00

TOTAL PLANNING 14,345.08
10030301 BUILDING & SAFETY
10/18/23 CHARLES ABBOTT ASSOC AS NEEDED BUILDING DEPT. SVCS AND 18561 2307932 9,870.00 10/18/23 CHARLES ABBOTT ASSOC AS NEEDED BUILDING DEPT. SVCS AND 18562 2307932 10,570.00 10/18/23 AMAZON OFFICE SUPPLIES DYMO LABELS INV 146J- 18344 1203 35.45 10/11/23 VERIZON WIRELESS REC CENTER/PLANNING MIFI 9/23 - 10/22/23 18544 2307898 38.01 10/11/23 VERIZON WIRELESS 9/26-10/25 Plnng, Bldg, CE & CDBG - cell & ipads 18524 2307894 202.39 10/18/23 CHARLES ABBOTT ASSOC AS NEEDED BUILDING DEPT. SVCS AND 18639 2307932 17,700.00 10/25/23 BLDG REFUND 80% REFUND BLDG PERMIT FOR 22-2209 9082 18703 2308010 240.00 10/25/23 BLDG REFUND 80% REFUND BUILDING PERMIT FOR 2023-025 18704 2308011 218.40 10/25/23 BLDG REFUND 80% REFUND BLDG PERMIT FOR 2022-1679 18706 2308012 218.40 10/25/23 BLDG REFUND 80% REFUND BUILDING PERMIT 2023-698 9789 18707 2308013 218.40 10/25/23 DEPARTMENT OF CONSER SMIP FEES 3RD QUARTER 18720 2308031 (117.02) 10/25/23 CALIFORNIA BUILDING SB1473 GREEN BUILDING FEES 3RD QUARTER 18722 2308017 (75.20) 10/18/23 OC SANITATION DISTRI SEPTEMBER 2023 SEWER CONNECTION 18723 2307966 (603.79)

TOTAL BUILDING & SAFETY 38,515.04
10040400 FINANCE
10/11/23 AMAZON 19Q3-YG4V-7967 - BANKER BOXES 18213 1188 68.50 10/11/23 AMAZON 16TD-GDPP-K6QC - FINANCE EQUIPMENT 18210 1188 123.63 10/18/23 U.S. BANK ADMIN FEES TXBLE PNSN BNDS 15A 18740 2307988 1,425.00 10/11/23 AMAZON 1MGK-TRMT-3LHF - CHAIR FOR NEW HIRE 18341 1188 152.24 10/18/23 AMAZON QUARTET GLASS BOARD DRY ERASE 18580 1203 30.59 10/18/23 AMAZON PENDAFLEX HANGING FILE FOLDERS/TACKIE 18582 1203 67.84

TOTAL FINANCE 1,867.80
10040401 PURCHASING
10/11/23 AMAZON 13W3-4KDK-6GD7 - NAME PLATES AND 18208 1188 17.26 10/11/23 AMAZON 1C3C-GXLG-FVXW - KITCHEN 18207 1188 69.95

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10/25/23 SPARKLETTS CITY HALL WATER DELIVERY 9/26 & 10/11/23 18819 2308098 453.62

TOTAL PURCHASING 540.83
10050500 ENGINEERING
10/11/23 VERIZON WIRELESS ENGINEERING CP 8/26/2023-9/25/2023 18584 2307901 135.34 10/11/23 AMAZON AMAZON - HARD HAT & SAFETY VEST 18437 1188 51.14 10/11/23 VERIZON WIRELESS ENGINEERING CP 9/26/23-10/25/23 18586 2307902 135.34 10/11/23 AT&T MOBILITY CELL PHONE 7/27/23-8/26/23 & 8/27/23-9/26/23 18581 2307827 90.62

TOTAL ENGINEERING 412.44
10050502 CONTSRUCTION INSP
10/18/23 DINH, NGOC REFUND FV INV #6359 18777 2307941 4,000.00

TOTAL CONTSRUCTION INSP 4,000.00
10050503 STREET LIGHTING
10/18/23 SO CALIF EDISON CO STREET LIGHTS-NEW 9/1 - 9/30/23 18525 2307912 17,575.83 10/18/23 SO CALIF EDISON CO STREET LIGHTS 9/1 - 9/30/23 18683 2307911 9,236.05

TOTAL STREET LIGHTING 26,811.88
10050550 RIGHTS-OF-WAY
10/18/23 NIEVES LANDSCAPE, IN GENERAL MAINTENANCE OF MEDIANS SEPT 18622 2307964 25,320.07 10/25/23 AT&T MOBILITY PW-FIELD SERVICES CELL PHONES (AUG 27- 19189 2308009 175.37 10/11/23 SO CALIF EDISON CO ROWS ELECTRICITY 9/1/23 - 10/2/23 18467 2307870 84.12 10/18/23 SO CALIF EDISON CO MEDIANS ELECTRICITY 8/22/23 - 9/30-23 18615 2307976 562.64 10/25/23 MONROE PACIFIC WHOLE NATURE TRAIL PLANT MATERIAL 19159 2308066 3,232.50 10/25/23 IMPERIAL SPRINKLER S IRRIGATION-STOCK FOR MEDIANS 19155 2308060 355.31

TOTAL RIGHTS-OF-WAY 29,730.01
10050551 TREE MAINTENANCE
10/25/23 SAKIOKA WHOLESALE NU PARKWAY TREES REPLACEMENT 19175 2308091 285.54 10/25/23 A.Y. NURSERY PARKWAY TREE REPLACEMENTS FOR OCT 19146 2308001 848.25

TOTAL TREE MAINTENANCE 1,133.79
10050552 PARK MAINTENANCE
10/25/23 SAKIOKA WHOLESALE NU SENIOR CENTER FOUNTAIN COLOR 19160 2308089 781.19 10/25/23 SAKIOKA WHOLESALE NU PLANT MATERIAL FOR CITY HALL TREE 19172 2308090 398.41 10/11/23 AGUINAGA GREEN, INC CERTIFIED WOODCHIPS FOR COLONY PARK 18419 2307820 1,262.04 10/11/23 AGUINAGA GREEN, INC CERTIFIED WOODCHIPS FOR COLONY PARK 18420 2307821 873.26 10/18/23 SO CALIF EDISON CO NIEBLAS PK (GARDENIA) ELECTRICITY 9/5/23 - 18585 2307972 21.54 10/18/23 SO CALIF EDISON CO IRRIGATION AND PARKS ELECTRICITY 8/28/23 - 18610 2307975 596.04 10/25/23 IMPERIAL SPRINKLER S SPRINKLERS FOR PARKS MAINTENANCE 19157 2308061 502.84

TOTAL PARK MAINTENANCE 4,435.32
10050553 CONCRETE MAINTENANCE
10/25/23 UNITED RENTALS NORTH 10737 LA TERRAZA SIDEWALK REPLACE 19136 2308111 279.49 10/25/23 ROSEBURROUGH TOOL IN CITY HALL EXPANSION JOINTS ON SIDEWALK 19176 2308087 1,592.97 10/18/23 VERIZON WIRELESS STREET CELL PHONE (AUG 26-SEP 25) 18753 2307920 259.84 10/25/23 RESOURCE BUILDING MA 1 PALLET OF CONCRETE 19145 2308084 252.67 10/25/23 UNITED RENTALS NORTH BUSHARD AND SMOKETREE SIDEWALK 19134 2308113 294.44 10/25/23 ROSEBURROUGH TOOL IN EXPANSION JOINTS ON SIDEWALK 19182 2308088 1,592.97

TOTAL CONCRETE MAINTENANCE 4,272.38

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10050554 PAVEMENT MAINTENANCE
10/25/23 FULL TRAFFIC MAINTEN SANDBAGS 18780 2308044 1,235.25 10/25/23 FULL TRAFFIC MAINTEN SANDBAGS 18781 2308045 2,420.50 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR 9696 MOSS GLEN 18659 2307992 374.86 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR-9204 COCKATOO 18664 2307997 653.23 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR-FIRE STATION #1 SKIN PATCH 18663 2307996 452.12 10/25/23 UNITED RENTALS NORTH PROPANE 8512 19147 2308114 71.18 10/25/23 UNITED RENTALS NORTH BUSHARD AND SMOKTREE 19132 2308112 303.68 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR-18595 SANTA RAMONA 18660 2307993 219.64 10/25/23 VULCAN MATERIAL COMP UTILITY REPAIR 11316 TWINSPAN 19150 2308121 427.30 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR-10783 LA FONDA 18662 2307995 389.98 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR -EDINGER AND MT TRISHA 18658 2307991 434.64 10/18/23 VULCAN MATERIAL COMP UTILITY REPAIR-17181 SANTA ISABEL 18661 2307994 433.59 10/25/23 VULCAN MATERIAL COMP UTILITY REPAIR COSTCO PARKING LOT 19178 2308122 654.28 10/25/23 VULCAN MATERIAL COMP FITE STATION SKIN PATCH 19181 2308123 1,466.40

TOTAL PAVEMENT MAINTENANCE 9,536.65
10050555 STORM DRAIN MAINT
10/11/23 SO CALIF GAS CO WALNUT PUMP STATION NATURAL GAS 18474 2307875 16.27 10/11/23 SO CALIF GAS CO SANDALWOOD PUMP STN NATURAL GAS 18534 2307878 16.27 10/25/23 SO CALIF EDISON CO SANDLEWOOD PUMP STN ELECTRICITY 18862 2308094 358.68

TOTAL STORM DRAIN MAINT 391.22
10050556 TRAFFIC CONTROL
10/25/23 FULL TRAFFIC MAINTEN CANTILEVER BRACKETS FOR STREET SIGNS 18778 2308043 316.56 10/25/23 FULL TRAFFIC MAINTEN POST CAPS FOR STREET SIGNS 18779 2308042 510.47 10/25/23 FULL TRAFFIC MAINTEN NO OUTLET SIGNS 19138 2308046 1,530.05 10/25/23 FULL TRAFFIC MAINTEN HIGH BOY SIGNS AND BUSES 19139 2308047 2,982.10

TOTAL TRAFFIC CONTROL 5,339.18
10050558 RECREATION CENTER
10/11/23 MERCHANTS LANDSCAPE SPORTS PARK LANDSCAPE MAINTENANCE 18434 2307855 35,889.48 10/18/23 MERCHANTS LANDSCAPE SPORTS PARK EXTRA WORK INFIELD MIX 18487 2307957 6,880.00 10/11/23 MERCHANTS LANDSCAPE SPORTS PARK FERTIGATION MAINTENANCE 18435 2307856 978.80 10/25/23 AGUINAGA GREEN, INC DG MATERIAL FOR STOCK PILE 19144 2308002 129.20 10/25/23 IMPERIAL SPRINKLER S QUICK COUPLER FOR SOFT BALL IN FIELDS 19142 2308059 344.47 10/25/23 IMPERIAL SPRINKLER S IRRIGATION SPRINKLERHEADS 19140 2308058 1,076.87 10/25/23 GRAINGER, INC. FENCING SUPPLIES FOR BEAUTIFICATION 19143 2308055 324.72 10/25/23 IMPERIAL SPRINKLER S IRRIGATION SPRINKLER HEADS 18880 2308057 814.13 10/25/23 ORANGE COUNTY WATER RECYCLED WATER USAGE 6/25/23 TO 10/15/23 18836 1238 27,417.78

TOTAL RECREATION CENTER 73,855.45
10050559 GRAFFITI CONTROL
10/18/23 DUNN-EDWARDS CORPORA ROOLERS, STRAINERS AND BRUSHES 18667 2307944 311.37 10/25/23 OMEGA INDUSTRIAL SUP GRAFFITI REMOVER 19148 2308069 1,066.47

TOTAL GRAFFITI CONTROL 1,377.84
10060600 FIRE SUPPRESSION
10/25/23 LINEGEAR FIRE & RESC SAFETY APPAREL - WILDLAND RELAXED WL 19161 1234 883.55 10/11/23 NGUYEN, THANG T REIMBURSEMENT NGUYEN FOR DUTY WORK 18377 1199 321.08

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10/11/23 AMAZON 1HLH-GR1T-CT4D WRIST COIL KEYCHAINS 18371 1188 5.43 10/11/23 MES MUNICIPAL EMERGE SAFETY APPAREL & SUPPLIES /GAUNTLET 18364 2307857 1,169.06 10/11/23 VERIZON WIRELESS FIRE AVL TRACKERS 9.23.23 - 10.22.23 18535 2307895 990.26 10/11/23 ENTENMANN-ROVIN CO. UNIFORM COLLAR ORNAMENTS FOR 18363 2307845 46.86 10/11/23 VERIZON WIRELESS FIRE CELL 9.26.23- 10.25.23 18537 2307897 108.20 10/25/23 LINEGEAR FIRE & RESC SAFETY APPAREL - WILDLAND TACTICAL 19162 1234 246.75 10/25/23 ARAMARK REFRESHMENT COFFEE LEASE STATION 1 18809 2308004 25.64 10/11/23 TOLL ROADS VIOLATION SEPTEMBER 2023 TOLL ROAD FEES 18361 2307886 6.50 10/18/23 AWARDS & TROPHIES CO ENGRAVED METAL PLAQUES 18515 2307927 75.43 10/25/23 L.N. CURTIS & SONS APOLLO PORTABLE GROUND BASE MONITOR 18821 2308063 2,453.64 10/25/23 TURNOUT MAINTENANCE TURNOUT CLEANING AND REPAIRS 18808 2308109 993.83 10/25/23 LINEGEAR FIRE & RESC SAFETY APPAREL - WILDLAND TACTICAL 19163 1234 258.25 10/25/23 CITY OF ANAHEIM/METR FIRE DISPATCH METRO NET – SECOND Q 18817 2308021 97,382.50 10/25/23 AT&T MOBILITY FIRE BACK UP CELLS 9.9.23 - 10.8.23 19149 2308007 120.72 10/25/23 AT&T MOBILITY FIRE CELL PHONES 9.9.23 - 10.8.23 19151 2308008 185.16 10/25/23 CITY OF HUNTINGTON B FIRE DEPT. TRAINING FACILITY - SECOND 18810 2308022 12,586.00 10/25/23 AMAZON 1WVX-MVJ3-4YLC - FIELD EQUIPMENT - CHEST 19156 1225 1,015.50 10/25/23 AMAZON 113T-GRYX-7VLJ - FIELD EQUIPMENT/SWIFT 19158 1225 353.28

TOTAL FIRE SUPPRESSION 119,227.64
10060602 AMBULANCE SERVICES
10/25/23 PRIMARY PHARMACEUTIC MEDICAL SUPPLIES 18812 1240 669.29 10/11/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18369 2307829 85.92 10/18/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18512 2307930 1,746.23 10/18/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18513 2307930 1,692.78 10/11/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18367 1197 1,104.40 10/11/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18368 1197 131.78 10/11/23 WITTMAN ENTERPRISES, AMBULANCE BILLING SERVICES AUGUST 2023 18370 1201 12,185.49 10/11/23 VERIZON WIRELESS AMBULANCE AVL TRACKERS 9.23.23 - 10.22.23 18362 2307893 152.04 10/11/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18366 1197 392.24 10/11/23 VERIZON WIRELESS AMBULANCE CELLS 9.26.23 - 10.25.23 18536 2307896 83.72 10/11/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18372 1197 353.97 10/11/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18374 1197 139.55 10/18/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18509 2307930 686.31 10/11/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18373 1197 112.93 10/18/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18511 2307930 437.78 10/11/23 CARE AMBULANCE AMBULANCE SERVICES CONTRACT 9.19.23 - 18516 1193 45,813.88 10/11/23 CARE AMBULANCE AMBULANCE SERVICES CONTRACT 9.5.23 - 18517 1193 45,813.88 10/11/23 MCKESSON MEDICAL-SUR CREDIT FOR MEDICAL SUPPLIES 18365 1197 (1,061.36) 10/11/23 SPECTRUM GAS PRODUCT OXYGEN CYLINDER RENTAL STATION 2 18359 2307880 62.00 10/11/23 SPECTRUM GAS PRODUCT OXYGEN CYLINDER RENTAL STATION ONE 18360 2307880 147.25 10/11/23 CARE AMBULANCE AMBULANCE SERVICES OVERTIME PAY 18518 1193 413.64 10/11/23 CARE AMBULANCE AMBULANCE SERVICES OVERTIME PAY 18519 1193 375.34 10/25/23 BOUND TREE MEDICAL CREDIT FOR MEDICAL SUPPLIES 18827 2308014 (291.85) 10/25/23 CARE AMBULANCE AMBULANCE SERVICES SURGE AUGUST 2023 19171 1227 22,320.00 10/18/23 LIFE ASSIST MEDICAL SUPPLIES 18577 2307955 290.20

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10/18/23 LIFE ASSIST MEDICAL SUPPLIES 18578 2307955 660.30 10/25/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18833 1236 1,276.14 10/25/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18825 2308014 450.90 10/25/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 18826 2308014 2,271.47 10/25/23 TELEFLEX FUNDING, LL MEDICAL SUPPLIES 18828 2308100 1,428.38 10/25/23 TELEFLEX FUNDING, LL MEDICAL SUPPLIES 18830 2308100 1,227.19 10/25/23 ZOLL MEDICAL CORPORA MEDICAL SUPPLIES 19152 2308124 487.05 10/18/23 AMBULANCE REFUND WITTMAN OCTOBER 2023 REFUND FOR KANTA 18520 2307924 1,071.29 10/18/23 AMBULANCE REFUND WITTMAN REFUND OCTOBER 2023 FOR LINO 18521 2307925 43.65 10/25/23 ZOLL MEDICAL CORPORA MEDICAL SUPPLIES 19153 2308124 610.74 10/25/23 ZOLL MEDICAL CORPORA MEDICAL SUPPLIES 19154 2308124 637.50 10/25/23 LIFE ASSIST MEDICAL SUPPLIES 18822 2308064 18.49 10/25/23 LIFE ASSIST MEDICAL SUPPLIES 18823 2308064 439.31 10/25/23 LIFE ASSIST MEDICAL SUPPLIES 18824 2308064 42.75 10/25/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18835 1236 359.10 10/25/23 WITTMAN ENTERPRISES, AMBULANCE BILLING SERVICES - SEPTEMBER 18820 1243 11,263.02 10/25/23 MCKESSON MEDICAL-SUR CREDIT FOR MEDICAL SUPPLIES 18838 1236 (551.02) 10/25/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 19164 2308014 737.23 10/25/23 MCKESSON MEDICAL-SUR MEDICAL SUPPLIES 18837 1236 399.57 10/25/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 19165 2308014 815.30 10/25/23 BOUND TREE MEDICAL MEDICAL SUPPLIES 19166 2308014 420.17 10/25/23 CARE AMBULANCE AMBULANCE CONTRACT 10.17.23 - 10.30.23 19167 1227 45,813.88 10/25/23 CARE AMBULANCE AMBULANCE CONTRACT 10.2.23 - 10.16.23 19168 1227 45,813.88 10/25/23 CARE AMBULANCE AMBULANCE SERVICES - OVERTIME PAY 19169 1227 137.88 10/25/23 CARE AMBULANCE AMBULANCE SERVICES OVERTIME PAY 19170 1227 275.76

TOTAL AMBULANCE SERVICES 250,007.34
10060603 FIRE PREVENTION
10/11/23 VERIZON WIRELESS FIRE CELL 9.26.23- 10.25.23 18537 2307897 41.86 10/11/23 NGUYEN, THANG T REIMBURSEMENT FOR DUTY SHIRTS 18376 1199 32.00 10/11/23 NGUYEN, THANG T REIMBURSEMENT NGUYEN PARKING FOR 18378 1199 20.00 10/11/23 NGUYEN, THANG T REIMBURSEMENT NGUYEN PARKING FOR 18379 1199 20.00 10/25/23 GRM INFORMATION MANA FILE STORAGE - SEPTEMBER 2023 18807 2308056 9.31 10/25/23 CSG CONSULTANTS, INC FIRE PLAN CHECKS - SEPTEMBER 2023 18818 2308027 1,795.00 10/25/23 AT&T MOBILITY FIRE CELL PHONES 9.9.23 - 10.8.23 19151 2308008 45.03

TOTAL FIRE PREVENTION 1,963.20
10060604 FIRE RESERVES
10/11/23 DELGADILLO, JUAN P. DELGADILLO RESERVE STIPENED 18394 1194 20.00

TOTAL FIRE RESERVES 20.00
10060605 DISASTER PREPAREDNESS
10/11/23 VERIZON WIRELESS FIRE CELL 9.26.23- 10.25.23 18537 2307897 134.98 10/18/23 RISK MANAGEMENT PROF LOCAL HAZARD MITIGATION 18514 2307968 2,155.00 10/18/23 INFOSEND, INC PARAMEDIC MEMBERSHIP INFORMATION FOR 18576 2307950 1,862.07

TOTAL DISASTER PREPAREDNESS 4,152.05

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10060607 F.I.R.S.T.
10/11/23 VERIZON WIRELESS FIRE CELL 9.26.23- 10.25.23 18537 2307897 1.66

TOTAL F.I.R.S.T. 1.66
10070700 PATROL
10/25/23 CALIF FORENSIC PHLEB BLOOD DRAWS - AUGUST 2023 18724 2308016 2,080.00 10/25/23 L.N. CURTIS & SONS BELT - M. GASTELUM 18728 2308063 23.65 10/11/23 AMAZON FLASH DRIVES - 1V4P-9HGW-YMN3 18485 1188 71.19 10/25/23 VERIZON WIRELESS DEPARTMENT CELL PHONES 9/26/23-10/25/23 18731 2308120 1,304.29 10/25/23 AT&T MOBILITY CELL PHONES - 8/27-9/26/23 - ACCT 18725 2308006 102.77 10/11/23 CALIF FORENSIC PHLEB BLOOD DRAWS - SEPTEMBER 2023 18482 2307830 780.00 10/11/23 FORENSIC NURSE SPECI VICTIM EXAM - DR 23-32776 18480 2307846 600.00 10/11/23 DAVID R. BLOOM, MD ANNUAL REVIEW MEDICAL COMPLIANCE 18478 2307841 1,575.00 10/25/23 CRIME SCENE STERI-CL ROADWAY CLEANUP - DR 23-34358 18729 2308026 950.00 10/11/23 MOSHER, BRIAN HOTEL/MEALS SLI 9/18/23-9/20/23 18486 1198 459.80 10/25/23 AMAZON RECORDS SUPPLIES / TRAFFIC LIGHTS -1P4H- 18717 1225 274.76 10/25/23 AMAZON PATROL UNIT SUPPLIES - 1LXK-36MQ-VFQJ 18719 1225 111.97 10/11/23 CHAUNCEY, STEVE RADAR/LASER CLASS 10/24-10/27/23 - 18563 2307832 170.00 10/25/23 AMAZON DISPATCH - HAND SANITIZER - 1L4K-LDLY- 18721 1225 28.48 10/25/23 AVILA, MARCO MEALS/MILEAGE CAHN CONF. 9/25-9/29/23 18732 1226 155.44 10/25/23 PHU, TYSON MEALS/MILEAGE FTO 10/2-10/6/23 18733 1239 150.70 10/25/23 NGUYEN, BRYAN K HOTEL/MEALS CAHN CONF. 9/25-9/29/23 18734 1237 113.00 10/25/23 FRAHM, JARROD HOTEL/MILEAGE COPSWEST 10/2-10/4/23 18735 1228 550.51 10/25/23 HUGHES, WILLIAM HOTEL/MEALS/MILEAGE COPSWEST 10/2- 18736 1230 584.86 10/25/23 HSU, HENRY HOTEL COPSWEST 10/2-10/4/23 18737 1229 182.99 10/18/23 PRATT, JENNIFER MEALS/MILEAGE/PARKING CAHN 9/25-9/29/23 18773 1220 150.44

TOTAL PATROL 10,419.85
10070701 INVESTIGATION
10/11/23 EFFICIENT X-RAY, INC BIOHAZARD WASTE PICKUP 18477 2307844 263.03 10/25/23 THOMSON REUTERS WEST PUBLIC RECORD SEARCHES - SEPT 2023 18738 2308106 584.18 10/25/23 COUNTY OF ORANGE AFIS - OCTOBER 2023 18710 2308025 2,052.00 10/25/23 DEPARTMENT OF JUSTIC PARTIAL PAYMENT OF PD LIVE SCANS - SEPT 18711 2308032 302.00

TOTAL INVESTIGATION 3,201.21
10070702 TRAFFIC
10/11/23 ALL CITY MANAGEMENT CROSSING GUARDS - 9/3/23-9/16/23 18483 1187 8,841.05 10/18/23 ALL CITY MANAGEMENT CROSSING GUARDS - 9/17/23-9/30/23 18730 1202 10,855.46 10/25/23 AMAZON RECORDS SUPPLIES / TRAFFIC LIGHTS -1P4H- 18717 1225 214.78

TOTAL TRAFFIC 19,911.29
10070705 L.E. COMMUNICATIONS
10/11/23 COUNTY OF ORANGE RADIO REPAIR 18484 2307837 69.50 10/11/23 CYRACOM INTERNATIONA NON-EMERGENCY TRANSLATIONS - 18479 2307838 97.50 10/25/23 SPARKLETTS PD WATER DELIVERY - 9/13 & 9/26 18716 2308097 412.96

TOTAL L.E. COMMUNICATIONS 579.96
10070708 RANGE
10/11/23 ADKINS, BERTRUM A. RANGEMASTER SERVICES - SEPTEMBER 2023 18458 1186 875.00

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10/25/23 DOOLEY ENTERPRISES, AMMUNITION 18715 2308035 7,721.90

TOTAL RANGE 8,596.90
10080800 RECREATION CENTER
10/18/23 ULINE RC SUPPLIES - HAND SANITIZER REFILLS 18626 2307989 202.06 10/11/23 SPECTRUM GAS PRODUCT HELIUM TANK REFILL JULY -SEPT 18426 2307881 75.00 10/11/23 AMAZON 1LYF-F366-3HVW - BATTERY ORGANIZER 18424 1190 21.74 10/11/23 AMAZON 1CVP-3KGH-C3CM - RENTAL CLICKERS / 18422 1189 118.06 10/18/23 SPECTRUM GAS PRODUCT HELIUM FOR RC - UAP GROUND BREAKING 18625 2307979 414.13 10/25/23 EXPERIENCE AUDIO VID FINXING AV IN PKVAB 18871 2308036 365.00 10/25/23 AMAZON 1GLL-CWMD-QRYX 18872 1225 26.95

TOTAL RECREATION CENTER 1,222.94
10080801 ATHLETICS
10/18/23 VERIZON WIRELESS COMM SVCS 10/2 - 11/1/23 18676 2307918 136.33 10/18/23 VERIZON WIRELESS RECREATION CENTER 10/2 - 11/1/23 18677 2307914 133.96 10/11/23 D&B UMPIRES ADULT SOFTBALL UMPIRING FEE (43) GAMES 18421 2307839 1,548.00 10/18/23 D&B UMPIRES ADULT SOFTBALL LEAGUE UMPIRES (46) 18758 2307936 1,656.00

TOTAL ATHLETICS 3,474.29
10080810 SENIOR & COMM CENTER
10/11/23 AMAZON REFUND FOR OFFICE SUPPLIES 1FR9-14WX- 18432 1188 (10.86) 10/11/23 BLDG REFUND REFUND FOR RENTAL ON 10/7/23 18451 2307828 300.00 10/11/23 LEI JES CATERING CATERING FOR LUNCH AND LEARN 18454 1196 202.03 10/18/23 AMAZON OFFICE SUPPLIES 1HPV-RHFC-XF7Y 18697 1203 128.69 10/18/23 BLDG REFUND REFUND FOR RENTAL ON 10/22/23 18772 2307929 642.50 10/25/23 AMAZON OFFICE SUPPLIES 16V7-M6FN-6KFY 18877 1225 38.72 10/25/23 AMAZON OFFICE SUPPLIES # 1WTX-X4C9-64FX 18878 1225 191.27

TOTAL SENIOR & COMM CENTER 1,492.35
10080811 SENIOR TRANSPORTATION
10/11/23 CALIFORNIA YELLOW CA SENIOR TRANSPORTATION SERVICES - 18492 2307831 3,320.00 10/18/23 CALIFORNIA YELLOW CA SENIOR TRANSPORTATION SERVICES - 18619 2307931 5,239.00 10/11/23 AMAZON OFFICE SUPPLIES 19YJ-44MN-G3JM 18502 1188 9.78

TOTAL SENIOR TRANSPORTATION 8,568.78
10080820 CONTRACT CLASSES
10/11/23 REFUND ONE-TIME REFUND FOR BRIDGE: INTERMEDIATE 18450 2307862 86.00 10/11/23 POSTMASTER/U.S.POSTA POSTAGE FOR WINTER 2024 *PERMIT #96* 18468 2307861 3,500.00 10/25/23 REC SVCS REFUND REFUND FOR 212043-A1 18870 2308083 126.00

TOTAL CONTRACT CLASSES 3,712.00
10091001 GENERAL FUND
10/11/23 INTERWEST CONSULTING CITY HALL- FINANCE OFFICES PROJECT JUNE 18433 1195 330.00

TOTAL GENERAL FUND 330.00
10097000 GF PROJ RECURRING
10/25/23 COUNTY OF ORANGE NEW ANIMAL SHELTER - 7/1/23-9/30/23 18709 2308024 21,897.37

TOTAL GF PROJ RECURRING 21,897.37
11010050 ISF IS ADMIN CAPITAL
10/11/23 CITY OF BREA FY 23/24 MEMBER FEES & CITATION MAINT 18528 2307833 23,330.18 10/11/23 MOTOROLA SOLUTIONS MOTOROLA MAINTENANCE RENEWAL 10/1/23 - 18532 2307859 80,999.35

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10/18/23 ADVANCED OFFICE / IN CONTRACT 41585-01 OVERAGE 8/6 - 9/5/23 17485 2307921 63.11 10/18/23 MULTICARD REDESIGN OF COFV PD CARD 18764 2307959 1,030.00 10/18/23 ADVANCED OFFICE / IN CONTRACT M-22588 OVERAGE 8/18 - 9/17/23 18261 2307921 5.85 10/18/23 ADVANCED OFFICE / IN CONTRACT M-22588 OVERAGE 8/28 - 9/25/23 18262 2307921 468.20 10/11/23 ADVANCED OFFICE / IN CONTRACT OVERAGE M9483 9/1 - 9/30/23 18592 2307819 83.04 10/11/23 E-WASTE SECURITY, LL HARD DRIVE DESTRUCTION/RECYCLE 18529 2307843 2,422.00 10/11/23 THE INTERSECT GROUP TEMP SVCS W/ENDING 10/1/23 40.5 HOURS 18527 2307883 1,660.50 10/18/23 CHARTER COMMUNICATIO CH FIBER 10/1 - 10/30/23 18681 2307904 1,975.00 10/18/23 CHARTER COMMUNICATIO DIGITAL BOXES 10/1 - 10/31/23 18682 2307933 167.73 10/11/23 AMAZON WIRED MOUSE- QTY 10/PATCH CABLE/WEB 18526 1188 690.81 10/11/23 ADVANCED OFFICE / IN OVERAGE CHARGE CONTRACT 41585 9/6 - 18579 2307819 120.78 10/11/23 AMAZON CASE LOGIC DLC BLACK/LAPTOP BACKPACK 18533 1188 278.10 10/18/23 THE INTERSECT GROUP TEMP SVCS ARNETT, J - WEEK ENDING 10/8/23 18630 2307983 1,640.00 10/25/23 TPX COMMUNICATIONS CITY & PD PHONE LINES 10/9 - 11/8/23 18811 2308107 4,678.05 10/18/23 NMK CORPORATION NMK SUPPORT - CISCO 9200L SWITCH STACK 18631 2307965 2,450.00 10/18/23 AMAZON TONER CARTRIDGE - BLACK/YELLOW 18632 1203 192.25 10/18/23 AMAZON CAT 6 OUTDOOR ETHERNET CABLE 100 FT 18762 1203 153.04 10/18/23 NMK CORPORATION PALO ALTO CORTEX UPGRADE 18761 2307965 20,811.68 10/18/23 AMAZON CALDIGIT TS4 THUNDERBOLT 4 DOCK - 18 18763 1203 2,783.92 10/18/23 AMAZON TONER CARTRIDGE - MAGENTA/BLACK/CYAN 18766 1203 349.65 10/25/23 CHARTER COMMUNICATIO SC COMP LAB 10/14 - 11/13/23 19124 2308019 229.98 10/25/23 THE INTERSECT GROUP TEMP SERVICE WEEK ENDING 10/15/23 J.A. 18842 2308103 984.00 10/18/23 AMAZON RETURN-AMAZON ELEMENTS WIPES 18769 1203 (22.54) 10/18/23 AMAZON RETURN - AMAZON ELEMENTS WIPES 18770 1203 (22.24) 10/18/23 AMAZON RETURN - ELEMENTS BABY WIPES 18771 1203 (22.24)

TOTAL ISF IS ADMIN CAPITAL 147,500.20
11010104 ISF IS
10/11/23 AT&T MOBILITY EMERGENCY IT PHONE 8/27 - 9/26/23 18543 2307826 11.48 10/25/23 KIM, SCOTT MISAC CONFERENCE 9/24 - 9/27/23 18783 1232 166.37 10/18/23 VERIZON WIRELESS IS CELL PHONES 9/29 - 10/28/23 18679 2307919 46.86 10/18/23 AMAZON PORTABLE BLACKOUT SHADES 18767 1203 308.97

TOTAL ISF IS 533.68
11094001 ISF IS FINANCE PRJ NON-REC
10/11/23 TYLER TECHNOLOGIES IMP-HCM 9/20 & 9/21/23 ANESA ABRAHAM 18591 2307887 2,100.00 10/18/23 TYLER TECHNOLOGIES IMP-HCM 9/26 & 9/28/23 ANESA ABRAHAM 18670 2307987 2,800.00 10/25/23 TYLER TECHNOLOGIES IMP-HCM 10/4 & 10/5/23 ANESA ABRAHAM 19193 2308110 2,100.00 10/25/23 TYLER TECHNOLOGIES IMP-HCM 10/9, 10/10, 10/11, & 10/12 A ABRAHAM 19135 2308110 4,900.00

TOTAL ISF IS FINANCE PRJ NON-REC 11,900.00
11110000 ISF GB CITY HALL
10/11/23 AMAZON 13W3-4KDK-6GD7 - NAME PLATES AND 18208 1188 151.15 10/11/23 FRONTIER COMMUNICATI T-1 METRO NET 9/25 - 10/24/23 18541 2307848 700.56 10/11/23 OFFICE FURNITURE CON HR CUBICLE WALLS 50% DEPOSIT 18539 1200 4,439.72 10/25/23 AT&T MOBILITY PW-FIELD SERVICES CELL PHONES (AUG 27- 19189 2308009 120.72 10/11/23 GRAINGER, INC. MATERIAL FOR KITCHEN 18555 2307851 322.24 10/18/23 FRONTIER COMMUNICATI EOC LINES 9/28 - 10/27/23 18671 2307906 509.32

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10/18/23 VERIZON SELECT SERVI LD SELECT 8/30 - 9/26/23 18680 2307913 14.96 10/18/23 FRONTIER COMMUNICATI METRO NET 10/1 - 10/31/23 18675 2307910 516.86 10/25/23 DMS FACILITY SERVICE JANITORIAL MONTHLY SERVICES CON-19-54 19112 2308034 3,347.93 10/11/23 T&S WINDOW CLEANING REMOVED AND REPLACED ALL WINDOW 18550 2307882 1,500.00 10/11/23 SMARDAN SUPPLY CO. PARTS FOR ICE MACHINE INSTALL 18554 2307867 112.11 10/11/23 SO CALIF GAS CO CITY HALL NATURAL GAS 8/31/23 - 10/3/23 18470 2307871 414.42 10/18/23 SO CALIF EDISON CO CITY HALL ELECTRICITY 9/6/23 - 10/4/23 18595 2307974 14,037.19 10/25/23 GRAINGER, INC. BATTERY COLLECTION TUBE 18889 2308052 148.39 10/25/23 PACIFIC COAST REFRIG INSTALL NEW PUMP 18746 2308070 729.00 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINTENANCE CITY 18829 2308074 1,887.00 10/25/23 GRAINGER, INC. WATERHEATER FOR KITCHEN SINK 18886 2308050 410.77 10/25/23 JMG SECURITY SYSTEMS REMOVED AND REINSTALLED HORN STROBE 18883 2308062 105.00

TOTAL ISF GB CITY HALL 29,467.34
11110051 ISF GB ADMINI CAPITAL
10/11/23 AMAZON 16D6-7HYK-4L9V - KITCHEN SOAP DISP & ICE 18323 1188 367.46 10/11/23 AMAZON 1YT6-RXHF-LTD7 - TOASTER, 4 SLICE, 18212 1188 682.68

TOTAL ISF GB ADMINI CAPITAL 1,050.14
11150000 ISF GB CITY YARD
10/18/23 AT&T FS#2 & CY PHONES 7/22 - 8/21/23 18685 2307903 185.98 10/11/23 AMTECH ELEVATOR SERV SERVICE MAINTENANCE 18507 2307823 221.67 10/25/23 DMS FACILITY SERVICE JANITORIAL MONTHLY SERVICES CON-19-54 19112 2308034 2,700.49 10/11/23 SO CALIF EDISON CO CITY YARD ELECTRICITY 9/1/23 - 10/2/23 18461 2307869 2,121.01 10/11/23 SO CALIF GAS CO CITY YARD NATURAL GAS 9/1/23 - 10/4/23 18547 2307879 1.68 10/25/23 PACIFIC COAST REFRIG INSTALLATION OF NEW CONDENSATION PUMP 18754 2308071 623.00 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINTENANCE CITY 18840 2308076 1,017.96

TOTAL ISF GB CITY YARD 6,871.79
11160001 ISF GB FS1
10/11/23 PACIFIC COAST REFRIG HVAC REPAIRS FIRE STATION #1 AUG 23 18501 2307860 3,879.00 10/11/23 FRONTIER COMMUNICATI FS#1 CKT 9/22 - 10/21/23 18540 2307847 41.36 10/18/23 FRONTIER COMMUNICATI CKT FS#1 METRONET 10/1 - 10/31/23 18674 2307909 43.04 10/11/23 SO CALIF GAS CO FIRE STATION #1 NATURAL GAS 08/31/23 - 18472 2307873 286.20 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINT FIRE STATION #1 18785 2308072 765.00 10/25/23 FRONTIER COMMUNICATI FS#1 PHONE 10/13 - 11/12/23 19126 2308041 188.67

TOTAL ISF GB FS1 5,203.27
11160002 ISF GB FS2
10/18/23 AT&T FS#2 & CY PHONES 7/22 - 8/21/23 18685 2307903 293.11 10/18/23 AT&T FS#2 & CY PHONES 8/22 - 9/21/23 18684 2307903 293.11 10/11/23 SO CALIF GAS CO FIRE STATION #2 NATURAL GAS 9/1/23 - 10/4/23 18531 2307877 80.26 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINT FIRE STATION #2 18816 2308073 418.20 10/25/23 SO CALIF EDISON CO FIRE STATION #2 ELECTRICITY 9/20/23 - 18874 2308096 917.16 10/25/23 AT&T FS#2 CKT 9/20 - 10/19/23 19125 2308005 58.10

TOTAL ISF GB FS2 2,059.94
11170000 ISF GB POLICE DEPARTMENT
10/11/23 AMTECH ELEVATOR SERV SERVICE MAINTENANCE 18506 2307822 200.41 10/11/23 VERIZON WIRELESS PD MDC 9/23 - 10/22/23 18545 2307899 1,171.65

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10/25/23 REGENCY ENTERPRISES, NEW LAMPS AND BALLASTS 18755 1241 218.82 10/18/23 FRONTIER COMMUNICATI PD DISPATCH 9/28 - 10/27/23 18672 2307907 384.91 10/18/23 FRONTIER COMMUNICATI CENTRA NET TO 911 9/28 - 10/27/23 18673 2307908 279.20 10/25/23 REGENCY ENTERPRISES, NEW LAMPS 18756 1242 220.97 10/25/23 DMS FACILITY SERVICE JANITORIAL MONTHLY SERVICES CON-19-54 19112 2308034 6,960.84 10/11/23 SMARDAN SUPPLY CO. FAUCET PARTS 18553 2307866 37.40 10/25/23 COUNTY OF ORANGE OCATS - OCTOBER 2023 18712 2308025 1,374.20 10/11/23 SO CALIF GAS CO POLICE DEPARTMENT NATURAL GAS 8/31/23 - 18471 2307872 677.74 10/18/23 SO CALIF EDISON CO POLICE DEPT ELECTRICITY BILL 9/6/23 - 18588 2307973 12,644.88 10/25/23 FRONTIER COMMUNICATI JAIL PHONE 10/7 - 11/6/23 18815 2308040 99.91 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINTENANCE PD SEPT 18848 2308079 2,142.00 10/25/23 GRAINGER, INC. HVAC FILTERS 18890 2308053 863.00 10/25/23 GRAINGER, INC. 2X2 CEILING TILES 18891 2308054 324.08 10/25/23 PACIFIC COAST REFRIG REPAIR FOR REFRIGERATOR 19120 2308080 184.00 10/25/23 PACIFIC COAST REFRIG REPLACE DUCT SMOKE DETECTORS 19121 2308081 92.00

TOTAL ISF GB POLICE DEPARTMENT 27,876.01
11180000 ISF GB REC CENTER
10/18/23 AT&T FS#2 & CY PHONES 7/22 - 8/21/23 18685 2307903 121.59 10/11/23 SMARDAN SUPPLY CO. PARTS FOR BOILER REPAIR 18552 2307865 770.06 10/11/23 AMTECH ELEVATOR SERV SERVICE MAINT-SENIOR CENTER (10/1/23- 18510 2307824 188.31 10/18/23 AT&T FS#2 & CY PHONES 8/22 - 9/21/23 18684 2307903 328.86 10/11/23 SO CALIF EDISON CO REC MAINT BLDG ELECTRICITY 8/29/23 - 18460 2307868 16.63 10/25/23 DMS FACILITY SERVICE JANITORIAL MONTHLY SERVICES CON-19-54 19112 2308034 14,398.21 10/18/23 SO CALIF EDISON CO PARK AND RIDE - RC ELECTRICITY 9/6/23 - 18645 2307977 475.62 10/25/23 DAY LITE MAINTENANCE REPLACED BALLASTS AND LAMPS AT TENNIS 18885 2308030 2,270.93 10/11/23 SO CALIF GAS CO REC CENTER NATURAL GAS 9/1/23 - 10/4/23 18530 2307876 145.94 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINT REC CENTER 18831 2308075 1,326.00 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINTENANCE SPORTS 18846 2308078 214.20 10/25/23 DAVID CROWELL ELECTR INSTALLATION OF NEW SWITCH FOR 18757 2308028 445.00 10/25/23 GRAINGER, INC. COMBO PAD LOCKS 18887 2308051 124.11

TOTAL ISF GB REC CENTER 20,825.46
11180001 ISF GB SR CENTER
10/11/23 ROAD RUNNER EXTERMIN MONTHLY SERVICE 18556 2307864 137.00 10/25/23 DMS FACILITY SERVICE JANITORIAL MONTHLY SERVICES CON-19-54 19112 2308034 5,150.62 10/25/23 FRONTIER COMMUNICATI SC ELEV & FIRE LINE 10/4 - 11/3/23 18813 2308039 299.04 10/11/23 SO CALIF GAS CO SENIOR CENTER NATURAL GAS 8/31/23 - 18473 2307874 206.90 10/25/23 TRICOM FIRE & ELECTR ELEVATER TESTING 18892 2308108 750.00 10/25/23 PACIFIC COAST REFRIG HVAC PREVENTATIVE MAINTENANCE SENIOR 18841 2308077 1,499.40 10/25/23 DAVID CROWELL ELECTR REMOVED SENSOR AND REPLACED 18759 2308029 726.00 10/25/23 CHRISTOPHERSON, DAVI INSPECTION OF ANSUL FIRE SYSTEM 18881 2308020 225.60 10/25/23 ROAD RUNNER EXTERMIN MONTHLY SERVICE PEST CONTROL 19119 2308086 137.00

TOTAL ISF GB SR CENTER 9,131.56
11250001 PW - FLEET MGMT
10/25/23 SC FUELS SC FUELS MONTHLY CARDLOCK - AUGUST 18839 2308093 38,088.84 10/18/23 DION & SONS INC. ANNUAL BULK OIL ORDER FOR SERVICING 18843 2307942 4,250.57

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10/18/23 VERIZON WIRELESS FLEET CELL PHONE (AUG 26-SEP 25) 18616 2307916 111.39 10/25/23 AT&T MOBILITY PW-FIELD SERVICES CELL PHONES (AUG 27- 19189 2308009 44.93 10/25/23 LU'S LIGHTHOUSE, INC PART FOR UNIT 148 18884 1235 2.22 10/25/23 LU'S LIGHTHOUSE, INC PART FOR UNIT 148 18888 1235 364.01 10/18/23 FACTORY MOTOR PARTS PART FOR UNIT 162 18600 2307945 128.10 10/18/23 FACTORY MOTOR PARTS PART FOR UNIT 206 18601 2307945 52.79 10/18/23 WESTRUX INTERNATIONA PART FOR UNIT 8969 18602 2307998 574.26 10/25/23 RINCON TRUCK CENTER, STOCK PARTS 18854 2308085 65.11 10/18/23 DION & SONS INC. ANNUAL BULK OIL ORDER FOR SERVICING 18596 2307942 589.01 10/18/23 DEPT 143 ALIGNMENT FOR UNIT 147 18597 2307940 109.00 10/18/23 DANIEL'S TIRE SERVIC TIRES FOR UNIT 303 18598 2307937 1,810.28 10/25/23 FACTORY MOTOR PARTS PART FOR UNIT 8926 18850 2308037 127.75 10/25/23 FACTORY MOTOR PARTS PART FOR UNIT 8926 18853 2308037 27.19 10/25/23 GRAINGER, INC. SHOP GLOVE 18844 2308049 78.87
10/25/23 FACTORY MOTOR PARTS PART FOR UNIT 218 18845 2308037 95.53 10/25/23 FACTORY MOTOR PARTS PART FOR UNIT 421 18847 2308037 155.73 10/25/23 FACTORY MOTOR PARTS PART FOR UNIT 8926 18849 2308037 188.14 10/25/23 FACTORY MOTOR PARTS PART FOR UNIT 8926 18852 2308037 46.11 10/25/23 RINCON TRUCK CENTER, STOCK PARTS 18855 2308085 424.37 10/25/23 SC FUELS BULK GAS FOR FIRE STATION 1 19194 2308092 1,128.79 10/25/23 SC FUELS BULK DIESEL FOR FIRE STATION 1 19195 2308092 5,050.28 10/25/23 FACTORY MOTOR PARTS STOCK PARTS 19197 2308037 806.58 10/25/23 LU'S LIGHTHOUSE, INC PART FOR UNIT 148 18893 1235 147.05 10/25/23 LU'S LIGHTHOUSE, INC PART CREDIT FOR UNIT 147 18894 1235 (90.77) 10/25/23 LONG BEACH BMW PART FOR UNIT 426 BMW MOTOCYCLE 18896 2308065 608.45 10/25/23 DEPT 143 ALIGNMENT FOR UNIT 422 18898 2308033 119.00 10/25/23 DEPT 143 PART FOR UNIT 310 19188 2308033 262.33 10/25/23 FACTORY MOTOR PARTS PARTS FOR UNIT 8319 19196 2308037 29.67 10/25/23 DEPT 143 PART FOR UNIT 322 19190 2308033 217.08 10/25/23 A & G UPHOLSTERY SEAT REPAIR FOR UNIT 8924 19192 2308000 432.95

TOTAL PW - FLEET MGMT 56,045.61
11350053 ISF EQ PW R&C CAPITAL
10/25/23 MULTIQUIP INC Soil Compactor- Tamper 18624 2308067 4,167.28

TOTAL ISF EQ PW R&C CAPITAL 4,167.28
11370053 ISF EQ PD R&C CAPITAL
10/11/23 GALLS, LLC VEST - NIELSEN 18488 2307850 1,325.81

TOTAL ISF EQ PD R&C CAPITAL 1,325.81
11400400 SELF INSURANCE
10/11/23 ATHENS ADMINISTRATOR Replenishment of checks written for 9/1/23-9/30/23 18508 1192 37,271.25 10/11/23 AMAZON CML AIR PURIFIER FOR PD - BLDG CONST. & 18459 1191 950.76

TOTAL SELF INSURANCE 38,222.01
11400411 SELF INSURANCE
10/25/23 CARL WARREN & COMPAN PROFESSIONAL SERVICES - SUBROGATION 18806 2308018 1,050.00 10/25/23 CARL WARREN & COMPAN PROFESSIONAL SERVICES - MARCH 2023 18801 2308018 1,666.00 10/25/23 CARL WARREN & COMPAN PROFESSIONAL SERVICES - APRIL 2023 18803 2308018 1,666.00

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10/25/23 CARL WARREN & COMPAN PROFESSIONAL SERVICES - MAY 2023 18805 2308018 1,666.00 10/11/23 L/O OF BARBER & BAUE CITY LEGAL SERVICES: DEFENSE OF CSAC 18583 2307854 4,429.51 10/18/23 HARPER AND BURNS, LL CLAIMS LITIGATION 18656 1213 2,885.75 10/25/23 THE COUNSELING TEAM OCTOBER MONTHLY EAP SERVICES FOR 18751 2308102 1,100.00

TOTAL SELF INSURANCE 14,463.26
11400430 SELF INSURANCE
10/25/23 MYERS-STEVENS & TOOH NOVEMBER 2023 PORAC LTD (ACCT 54541) 19110 2308068 1,306.80

TOTAL SELF INSURANCE 1,306.80
11500000 ISF EMPLOYEE BENEFITS
10/18/23 FRANCHISE TAX BOARD ACCT# 573679043 16541 2307946 100.00 10/10/23 CALPERS CALPERS MEDICAL - OCTOBER 2023 17753 1121 260,408.62 10/18/23 STANDARD INSURANCE C 2310_VISION_ACTIVE (100123 - 103123) 18599 2307980 2,291.96 10/18/23 STANDARD INSURANCE C 2310_VISION_COBRA (100123 - 103123) 18603 2307981 60.44 10/18/23 AFLAC OCTOBER 2023 AFLAC ACCT HH049 18689 2307922 2,650.74 10/18/23 MUNICIPAL DENTAL POO NOVEMBER 2023 DELTA DENTAL 18744 2307960 10,577.86 10/18/23 MUNICIPAL DENTAL POO NOVEMBER 2023 DELTACARE HMO 18745 2307961 2,224.34 10/18/23 U.S. BANK N.A. PR PPE 101323 PAR DEDUCTIONS 18786 1222 3,155.62 10/18/23 MISSION SQUARE RET P PLAN #803216 - PPE101323 RHF & RHS DED 18787 1215 2,186.01 10/18/23 MISSION SQUARE RET P PLAN #800389 - PPE101323 RHA & RHC DED 18788 1216 1,131.11 10/18/23 MISSION SQUARE RET P PLAN #800414 - PPE101323 RHM DED 18789 1217 203.54 10/18/23 FOUNTAIN VALLEY CRED PR PPE 101323 CU DEDUCTIONS 18790 1208 44,857.60 10/18/23 FOUNTAIN VALLEY FIRE PR PPE 101323 DFR DEDUCTIONS 18792 1209 2,727.64 10/18/23 FOUNTAIN VALLEY GENE PR PPE 101323 DGE DEDUCTIONS 18793 1210 481.00 10/18/23 FOUNTAIN VALLEY POLI PR PPE 101323 DPD DEDUCTIONS 18795 1211 2,250.00 10/18/23 ORANGE COUNTY EMPLOY PR PPE 101323 DPT & DYD DEDUCTIONS 18797 1218 399.85 10/18/23 FVPOA PAC PR PPE 101323 POL DEDUCTIONS 18798 1212 480.00 10/18/23 FRANCHISE TAX BOARD FTB ID: 1113823154 ACCT#: 573679043 18799 2307905 100.00

TOTAL ISF EMPLOYEE BENEFITS 336,286.33
11500450 EMPLOYEE BENEFITS
10/10/23 CALPERS CALPERS MEDICAL - OCTOBER 2023 17753 1121 29,362.48 10/18/23 STERLING HEALTH SERV FSA ADMIN FEES 09/01/203 - 09/30/2023 18688 1221 77.00 10/18/23 MUNICIPAL DENTAL POO NOVEMBER 2023 DELTA DENTAL 18744 2307960 10,386.06 10/18/23 MUNICIPAL DENTAL POO NOVEMBER 2023 DELTACARE HMO 18745 2307961 377.32 10/18/23 U.S. BANK N.A. PR PPE 101323 PAR DEDUCTIONS 18786 1222 89.30

TOTAL EMPLOYEE BENEFITS 40,292.16
23030310 CDBG CODE ENFORCEMENT
10/11/23 VERIZON WIRELESS 9/26-10/25 Plnng, Bldg, CE & CDBG - cell & ipads 18524 2307894 79.87

TOTAL CDBG CODE ENFORCEMENT 79.87
23030311 CDBG ADMIN. OF GRANT
10/18/23 ORANGE COUNTY REGIST ADVERTISEMENTS PC/HCD MEETINGS 18666 2307967 264.19

TOTAL CDBG ADMIN. OF GRANT 264.19
23030314 CDBG OC FAIR HOUSING PROG
10/25/23 FAIR HOUSING COUNCIL PSA SUB-RECIPIENT GRANT PER 23-24 18857 2308038 1,250.00

TOTAL CDBG OC FAIR HOUSING PROG 1,250.00

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23030315 CDBG PUBLIC SERVICE
10/18/23 THE LIGHTHOUSE OUTRE PSA SUB-RECIPIENT GRANT PER 23-24 18698 2307986 9,891.00 10/18/23 INTERVAL HOUSE PSA SUB-RECIPIENT GRANT PER 23-24 18776 2307951 3,750.00 10/18/23 SENIOR SERVICE PSA SUB-RECIPIENT GRANT PER 23-24 18699 2307969 2,987.50 10/18/23 SENIOR SERVICE PSA SUB-RECIPIENT GRANT PER 23-24 18700 2307969 1,874.50 10/18/23 WAYMAKERS PSA SUB-RECIPIENT GRANT PER 23-24 18775 1223 732.51 10/25/23 BOYS & GIRLS CLUBS O PSA SUB-RECIPIENT GRANT PER 23-24 18875 2308015 2,419.00

TOTAL CDBG PUBLIC SERVICE 21,654.51
23130324 FVHA AFFORDABLE
10/18/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 18642 2307982 148.50 10/18/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 18643 2307982 2,524.50 10/18/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE 18648 2307982 5,940.00 10/18/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 18649 2307982 5,544.00 10/18/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE 18650 2307982 1,946.76 10/18/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 18651 2307982 99.00 10/25/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 19113 2308099 3,316.50 10/25/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 19115 2308099 6,930.00 10/25/23 STRADLING YOCCA CARL LEGAL SERVICES FOR AFFORDABLE HOUSING 19117 2308099 198.00

TOTAL FVHA AFFORDABLE 26,647.26
30095300 CAPITAL IMP - FACILITIES
10/18/23 PLAYPOWER LT FARMING UNIV ACCESSIBLE PLAYGROUND PP1 18496 1219 9,100.00 10/11/23 INTERWEST CONSULTING CITY HALL SECURITY PROJECT JUNE 2023 18457 1195 2,475.00 10/25/23 J R UNIVERSAL CONSTR PD LOCKER ROOM CONSTRUCTION PP1 18876 1231 372,143.00

TOTAL CAPITAL IMP - FACILITIES 383,718.00
40000000 FVPFA DEBT SERVICE
10/11/23 U.S. BANK, N.A. 2016A BNDS DBT SVC PMT-P&I 18504 1185 708,673.04

TOTAL FVPFA DEBT SERVICE 708,673.04
50000000 WF NON-DEPARTMENTAL
10/11/23 UTILITY REFUND UTILITY REFUND - FINALED 10/2/23 18475 2307891 16.98 10/11/23 UTILITY REFUND UTILITY REFUND - FINALED 10/2/23 18489 2307890 86.74 10/11/23 UTILITY REFUND UTILITY REFUND - FINALED 10/2/23 18490 2307889 767.14 10/11/23 UTILITY REFUND UTILITY REFUND - FINALED 9/30/23 18491 2307888 39.22 10/11/23 VASILJ, INC METER CLOSE OUT REFUND CUST#104276 18575 2307892 359.57 10/25/23 UTILITY REFUND UTILITY REFUND - FINALED 9/18/23 18693 2308115 22.16 10/25/23 UTILITY REFUND UTILITY REFUND - FINALED 10/05/2023 18694 2308116 14.35 10/25/23 UTILITY REFUND UTILITY REFUND - ACTIVE ACCOUNT 18695 2308118 745.90 10/25/23 UTILITY REFUND UTILITY REFUND - FINALED 9/25/23 18696 2308117 54.80 10/25/23 UTILITY REFUND UTILITY REFUND - ACTIVE ACCOUNT 18868 2308119 1,700.00

TOTAL WF NON-DEPARTMENTAL 3,806.86
50040403 WF UTILITY BILLING
10/11/23 INFOSEND, INC UTILITY BILL PRINTING - PLUS INSERTS - SEP. 18565 2307853 4,467.69

TOTAL WF UTILITY BILLING 4,467.69
50050570 WF WTR PROD. OPNS
10/18/23 GRAINGER, INC. FITTINGS FOR WELL SITE REPAIR 18748 2307947 135.06 10/18/23 SMARDAN SUPPLY CO. WELL 10 GLASS BEAD ISSUE 18637 2307971 379.62

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10/11/23 MISCO FLUORIDE PUMP TUBES 18452 2307858 1,415.93 10/26/23 BLUE-WHITE INDUSTRIE NAF TANK FOOTVALVES 18455 2308125 117.00 10/26/23 CLA-VAL CO VALVE ANNUAL MAINTENANCE SERVICE 18634 2308126 5,832.44 10/25/23 TESCO CONTROLS INC SCADA SERVER FAIL 9/5 & 9/13/23 18453 2308101 370.00 10/18/23 VERIZON WIRELESS WATER CELL PHONES (AUG 26-SEP 25) 18617 2307917 947.37 10/25/23 AT&T MOBILITY PW-FIELD SERVICES CELL PHONES (AUG 27- 19189 2308009 254.42 10/18/23 GRAINGER, INC. FILTERS FOR WATER LINE AT WELL SITES. 18605 2307947 208.63 10/18/23 AMAZON COBWEB BRUSH 1H7Y-YD9J-JPLJ 18620 1205 18.48 10/18/23 AMAZON INPECTION CAMERA 1XLL-MT1F-Y9LT 18618 1204 50.01 10/18/23 MACIAS, JOSEPH WATER TREATMENT OPERATOR CERT-J.M. 18614 1214 90.00 10/18/23 LIFECOM GAS MONITOR CALIBRATION 18621 2307956 65.00 10/18/23 SMARDAN SUPPLY CO. FLANGE FOR WELL 12 DESANDER 18638 2307971 100.52 10/18/23 MUNICIPAL WATER DIST SEPTEMBER 2023 - IMPORT WATER 18747 2307963 3,325.70 10/25/23 ORANGE COUNTY WATER RECYCLED WATER USAGE 6/25/23 TO 10/15/23 18836 1238 271,193.53 10/25/23 SO CALIF EDISON CO RESERVOIRS AND WELLS ELECTRICITY 9/7/23 18873 2308095 87,015.84

TOTAL WF WTR PROD. OPNS 371,519.55
50050571 WF DISTRIBUTION SYSTEM
10/18/23 IMPERIAL SPRINKLER S PIPE CUTTER/HOSE THREAD INLET 18303 2307949 264.34 10/18/23 MUNICIPAL WATER DIST AUGUST 2023 - TURF REMOVAL & S2D 18587 2307962 444.00 10/11/23 INFOSEND, INC UTILITY BILL PRINTING - PLUS INSERTS - SEP. 18565 2307853 58.15 10/18/23 YO FIRE COURTESY VALVES 18574 2307999 2,446.88 10/18/23 UNDERGROUND SERVICE DIG ALERT TICKETS 18568 2307990 295.25 10/18/23 UNDERGROUND SERVICE DIGALERT TICKET 18640 2307990 92.40 10/18/23 HANSON AGGREGATES, L 25 TONS BASE 18572 2307948 344.22 10/18/23 DINH, NGOC REFUND FV INV #6359 18777 2307941 1,651.27

TOTAL WF DISTRIBUTION SYSTEM 5,596.51
50050572 WF WTR QUAL & TREATMENT
10/11/23 GALLADE CHEMICAL, IN SODIUM HYPOCHLORITE FOR WELL SITES 18436 2307849 3,464.66 10/18/23 SMARDAN SUPPLY CO. FITTINGS FOR BACKFLOW MOCKUP REPAIR 18609 2307971 10.46 10/18/23 SKYLINE CHEMICAL COR FLUORIDE FOR WATER 18749 2307970 6,948.00

TOTAL WF WTR QUAL & TREATMENT 10,423.12
50050573 WF CUSTOMER SERVICE
10/18/23 AMAZON OTTERBOX IPHONE 13 CASE 18718 1203 39.69

TOTAL WF CUSTOMER SERVICE 39.69
50050574 WF METER M & R
10/25/23 AQUA-METRIC SALES 3/4" METERS SN# 95287914-7921 18623 2308003 3,823.85 10/18/23 AQUA-METRIC SALES MXU SINGLE PORT 18569 2307926 3,175.33 10/18/23 AQUA-METRIC SALES 1" METERS 18571 2307926 2,950.38 10/18/23 DINH, NGOC REFUND FV INV #6359 18777 2307941 182.47

TOTAL WF METER M & R 10,132.03
50095000 WATER FUND
10/25/23 AQUA-METRIC SALES AMI SOFTWARE SUPPORT 18742 2308003 69,550.00

TOTAL WATER FUND 69,550.00
50150580 SF SEWER MAINTENANCE
10/25/23 AT&T MOBILITY PW-FIELD SERVICES CELL PHONES (AUG 27- 19189 2308009 80.48

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10/25/23 KOSALKA, STANLEY CWEA MEMBERSHIP & RENEWAL FEE 19200 1233 329.00 10/18/23 SO CALIF EDISON CO SEWER LIFT STATION ELECTRICITY 9/13/23 - 18690 2307978 302.17 10/25/23 PLUMBERS DEPOT INC. SEWER TOOLS 19137 2308082 295.85

TOTAL SF SEWER MAINTENANCE 1,007.50
50250590 SWF SOLID WASTE
10/11/23 REPUBLIC SERVICES, I RUBBISH HAULING - SEPTEMBER 2023 18494 2307863 367,117.13

TOTAL SWF SOLID WASTE 367,117.13
60030301 CUSTODIAL - BLDG SAFETY
10/25/23 DEPARTMENT OF CONSER SMIP FEES 3RD QUARTER 18720 2308031 2,340.40 10/25/23 CALIFORNIA BUILDING SB1473 GREEN BUILDING FEES 3RD QUARTER 18722 2308017 752.00 10/18/23 OC SANITATION DISTRI SEPTEMBER 2023 SEWER CONNECTION 18723 2307966 12,075.78

TOTAL CUSTODIAL - BLDG SAFETY 15,168.18

TOTAL $3,514,858.89

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: November 7, 2023
Members of the City Council
SUBJECT: Approval of an Agreement between the City of Fountain Valley and the City of Anaheim for Urban Area Security Initiative (UASI) Grant Participation Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☐ Achieve fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities
☐ Attract and retain quality staff through best practices and trends ☐ Maintain, build, and modernize infrastructure to support growth and future needs of the City
☒ Not applicable
EXECUTIVE SUMMARY:

The federal Department of Homeland Security (DHS) allocated $5,113,750 for the Fiscal Year 2022 Urban Area Security Initiative (UASI) Grant Program. These funds are utilized throughout county Fire and Law Enforcement agencies for projects complying with the goals and objectives of the UASI program.

Before submission of applications for grant funds, receipt of any equipment, or reimbursement for any authorized training, the attached agreement must be signed by the City Manager as our authorized agent and approved by the City Council.

Staff recommends the City Council approve the agreement, thereby allowing the City of Fountain Valley to benefit from the Fiscal Year 2022 UASI Grant Program.

DISCUSSION:

The Urban Area Security Initiative Grant Program was funded post 9/11 by the Department of Homeland Security. UASI funds in Orange County were allocated through the Santa Ana - Anaheim UASI. In 2014, the responsibility to act as the grant clearinghouse was assigned to the City of Anaheim, and the funds allocated to support UASI projects have been significantly reduced. During the fiscal years immediately following 9/11, the City of Fountain Valley

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benefitted from approximately $100,000 in UASI grant monies. These funds were used to procure equipment such as Urban Search and Rescue Equipment, 800 MHz Radios, EOC Laptops, and other upgrades. Furthermore, the funds were used to fund pre-approved training such as Rescue Systems, Incident Command System training, and Public Information Officer Courses. Within the past 15 years, the City benefitted from county-wide UASI projects that provided funding for EPCR tablets, VHF radios (for wildland fires), cellular GPS modems, radiation dosimeters, Individual First Aid Kits (used during mass casualty and active shooter incidents), and ballistic helmets and protective armor.

The following projects are proposed for the Fiscal Year 2022 UASI Grant Program. There are six national priority categories that these projects fall under.  Enhancing Information and Intelligence Sharing and Analysis – ALPR (Automated License Plate Readers) Cameras and Maintenance, sustainment of the Orange County Intelligence Assessment Center (OCIAC)
 Enhancing the Protection of Soft Targets / Crowded Places – OCFA Hazmat Support Vehicle, Regional Training and Exercise Programs for Law Enforcement, Sustain OC Civic Center Surveillance System, Regional Training Facility  Combating Domestic Violent Extremism – Fund Domestic Violence Extremism Intelligence Analysts at OCIAC, Delivery of Terrorism I, II, and III Course  Enhancing Community Preparedness and Resilience – Sustain the “If You See Something, Say Something” Campaign, Sustain the “ReadyOC” Preparedness Campaign, Regional Training and Exercise Program for Emergency Management  Enhancing Cybersecurity – Cybersecurity training and tabletop exercise, Fund Cyber Analysts and Equipment at OCIAC
 Enhancing Election Security
FISCAL REVIEW:

It is anticipated that the majority of future available funds will be used to reimburse specialized training and equipment for fire and police personnel. All other grant funds requested and/or approved will be returned to City Council at a later date for project-specific approval.

PUBLIC NOTIFICATION:

Not applicable.

ENVIRONMENTAL IMPACT REVIEW:

Not applicable.

ATTORNEY REVIEW:

The Attorney to the City has reviewed and approved the agreement.

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ALTERNATIVES:

Alternative No. 1: Approve the agreement between the City of Fountain Valley and the City of Anaheim for the transfer or purchase of equipment/ services or reimbursement of training costs for the Fiscal Year 2022 Urban Area Security Initiative (UASI) Grant Program.

Alternative No. 2: Do not approve the agreement between the City of Fountain Valley and the City of Anaheim for the transfer or purchase of equipment/ services or reimbursement of training costs for the Fiscal Year 2022 Urban Area Security Initiative (UASI) Grant Program.

RECOMMENDATION:

It is recommended that the City Council approve Alternative No. 1, thereby approving the agreement between the City of Fountain Valley and the City of Anaheim for the transfer or purchase of equipment/services or reimbursement of training costs for the Fiscal Year 2022 Urban Area Security Initiative (UASI) Grant Program.

Prepared by: Tim Saiki, Battalion Chief
Reviewed by: William McQuaid, Fire Chief
Fiscal review by: Ryan Smith, Finance Director
Approved by: Maggie Le, City Manager
Attachments:

1. Agreement

2. Sub-Recipient Grants Management Assessment

3. FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide

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FY2022 Urban Areas Security Initiative Grant Program
Anaheim / Santa Ana UASI Sub-Recipient Grant Guide
Standard Operating Procedures, Policies, and Forms
August 2023

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide

PURPOSE AND ORGANIZATION OF THIS GUIDE
The FY2022 Urban Areas Security Initiative Grant Program Sub-Recipient Grant Guide is a reference for agencies receiving federal funds through the Anaheim/Santa Ana UASI Offices. The Guide will help sub-recipients understand and meet the financial, administrative, and audit requirements for the use of these funds. The primary source documentation for these requirements is the U.S. Department of Homeland Security “The Department of Homeland Security (DHS) Notice of Funding Opportunity (NOFO) Fiscal Year 2022 Homeland Security Grant Program,” the California Governor’s Office of Emergency Services “Fiscal Year 2022 Homeland Security Grant Program: California Supplementto FederalNotice of Funding Opportunity”, and 2 Code of Federal Regulations (CFR) Part 200 “Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards.” Please see page seven of this guide for links to the above-mentioned guidance and regulations.

Sub-recipients must meet certain requirements to receive funding from federally funded grant programs. The requirements contained in this Guide are not all-inclusive. In addition, othersource materials will be referenced. Sub-recipients are encouraged to contact the Anaheim/Santa Ana UASI Officesfor clarification of any requirements.

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 2 | P a g e

TABLE OF CONTENTS
Part 1– FY22 UASI Grant Overview
Overview 4
FY22 HSGP Priorities 6
FY22 Anaheim/Santa Ana UASI Investment Justifications 6 Urban Area Working Group (UAWG) Overview 7
Grant Performance Period & Grant Identification 7
Federal and State Guidelines 7
Anaheim/Santa Ana UASI Regions 8
Part 2 – Pre-Award Guidelines
Sub-recipient Agreements/Eligibility Packets 8
Deadline to Submit Completed Packets 9
Part 3 – Project Application Guidelines
Overview 9
Supplanting 10
Project Application Process 10
Environmental and Historic Preservation Requirements 10 Notification of Awards 10
Project Modifications 11
Part 4 – Reporting Requirements, Procurement, and Reimbursements Procurement Standards and Methods 11
Reasonableness, Conflict of Interest, and Required Approvals 12 Documentation and Performance Bonds 12
Indirect Costs (Facilities & Administration) 13
Training Program Overview, Process, & Guidelines 13
Exercise Overview 15
Reimbursement Guidelines & Deadline 15
Part 5 – Financial and Equipment Monitoring Requirements Monitoring Program Overview 16
Physical Inventory 17
Maintenance and Disposal 18
Part 6 – Closeout Procedures
Notification of Closeout 18
Record Retention 19
Part 7 – Conclusion and Timeline
Conclusion 19
FY22 UASI Grant Timeline 19

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Anaheim/Santa Ana UASI Grant Office Contact Information MailingAddresses:

Santa Ana Police Department Anaheim Police Department
UASI Grant Office UASI Grant Office
60 Civic Center Plaza 425 S. Harbor Blvd
Santa Ana, CA 92701 Anaheim, CA 92805
Fax: (714) 245-8098
UASI Grant Office Contact Information:

Commander Manuel Moreno (Administrator) Lieutenant Richard LaRochelle (Administrator) Office (714) 245-8271 Office (714) 765-1523
[email protected] [email protected]
Sergeant Ricardo Diaz (Grant Coordinator) Kerrstyn Vega (Grant Coordinator) Office (714) 245-8720 Office (714) 765-1445
[email protected] [email protected]
Jeff Hiltbrand (Fiscal/Projects) Jennifer Wann (Fiscal/Projects) Office (714) 245-8739 Office (714) 765-1591
[email protected] [email protected]
Officer Kyle Donaldson (Equipment/Projects) Sgt. Mark Lillemoen (Equipment/Projects) Office (714) 245-8737 Office (714) 765-1863
[email protected] [email protected]
Division Chief Shane Sherwood (OCFA) Fire Captain Nick Colonelli (Anaheim Fire) Office (714) 527-0537 Mobile (714) 765-4012
[email protected] [email protected]
Battalion Chief Nick Freeman (OCFA)
Office (949) 451-0023
[email protected]

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 4 | P a g e
Part 1 – FY22 UASI Grant Overview
Overview
The Homeland Security Grant Program (HSGP) is comprised of three interconnected grant programs.
• State Homeland Security Program (SHSP)
• Urban Areas Security Initiative (UASI)
• Operation Stonegarden (OPSG)
The HSGP is one tool among a comprehensive set of measures authorized by Congress and implemented by the Administration to help strengthen the nation against risks associated with potential terrorist attacks. Underthe HSGP, the cities of Anaheim and Santa Ana were selected as core citiesfortheOrange County Metropolitan Area and are responsible forthe management and administration of the UASI Grant Program.

The UASI grant program is designed to address the unique planning, equipment, training and exercise needs of high-threat, high-density Urban Areas, and assist them in building an enhanced and sustainable capacity to prevent, protect against, respond to, and recover from acts of terrorism. The UASI grant program, as part of the HSGP, is meant to support the Federal government’s larger, coordinated effort to strengthen homeland security preparedness. The HSGP implements objectives addressed in a series of post 9/11 laws, strategy documents, plans, and Homeland Security Presidential Directives (HSPDs). Of particular significance is the National Preparedness Goal (NPG) and its associated work products. The Goal defines what it means for the whole community to be prepared for all types of disasters and emergencies. The National Preparedness Goal is defined as: “A secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk.” In addition to stating the goal, the document describes 32 activities, called core capabilities, which address the greatest risks to the nation.

These core capabilities require the combined efforts of the whole community and are essential for the execution of each of the five mission areas: Prevention, Protection, Mitigation, Response, and Recovery.

As described in the Goal, the 32 core capabilities are the distinct critical elements necessary for our success. They are highly interdependent and will require us to use existing preparedness networks and activities, improve training and exercise programs, promote innovation, and ensure that the administrative, finance, and logistics systems are in place to support these capabilities. The capabilities are grouped into the five mission areas, with some capabilities aligning under one mission area, and others applying to several mission areas (see Table 1 on page 5).

Projects funded through the Anaheim/Santa Ana UASI should be developed using a capabilitiesbased planning approach and make use of the “Core Capabilities” (https://www.fema.gov/corecapabilities), keeping in mind a capability may be delivered with any combination of properly planned, organized, equipped, trained and exercised personnel that achieve the intended outcome. Just as no single agency/jurisdiction would be expected to perform every task, neither would they be expected to have sufficient levels of every capability needed for a major event.

Requirementsthat exceed an entity’s capabilities would be secured through mutual aid orformal

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 5 | P a g e
requests for assistance from other levels of government. This concept is the basis for strengthening regional planning, coordination, and resource sharing to prepare for catastrophic events. A key factor in determining what projects will be funded is the ability of the project to achieve a regional capability.

Table 1: 32 Core Capabilities by Mission Area
The FY2022 UASI program is intended to enhance regional preparedness efforts. Urban Areas must use these fundsto employ regional approachesto overall preparedness and are encouraged to adopt regional response structures whenever appropriate. UASI program implementation and governance must include regional partners and should have balanced representation among entities with operational responsibilities for prevention, protection, mitigation, response, and recovery activities within the region.

In an effort to assist the urban area’s sub-recipients in understanding how to apply for funding and seek reimbursement for approved expenditures, the Anaheim/Santa Ana UASI grant office has developed a guide. The purpose of the Anaheim/Santa Ana Sub-Recipient Grant Guide is to

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 6 | P a g e
provide: (1) an overview of the UASI grant program; (2) pre-award guidelines; (3) project application process; (4) reporting, procurement, and reimbursement requirements; (5) financial and equipment monitoring guidelines; and (6) closeout of the grant program.

FY22 Homeland Security Grant Program Priorities
 Build, sustain, and deliver core capabilities in order to achieve the National Preparedness Goal of a secure and resilient Nation; HSGP funded investments must have a terrorism-nexus.
 For the FY22 HSGP grant, a minimum percentage of total awarded funds must be allocated towards each of the five national priority areas identified in the 2022 Notice of Funding Opportunity (NOFO) as listed below:
 Enhancing the protection of soft targets/crowded places – 3% minimum spend;
 Enhancing information and intelligence sharing and cooperation with federal agencies, including DHS – 3% minimum spend;
 Combating domestic violent extremism – 3% minimum spend;  NEW: Enhancing community preparedness and resilience – 3% minimum spend;
 Enhancing cybersecurity – no minimum spend requirement; and  NEW: Enhancing election security – no minimum spend requirement.  Additional FY22 HSGP investment strategy areas and enduring needs include:
 Effective planning;
 Training and awareness campaigns;
 Equipment and capital projects; and
 Exercises.
 Address gaps identified through the annual State Preparedness Review (SPR) in achieving capability targets set through the annual THIRA.

FY22 Anaheim/Santa Ana UASI Projects
In accordance with the ongoing projects, HSGP Guidance, National Preparedness Guidance, and the Anaheim/Santa Ana UASI Grants Strategy, the following are projects proposed in the FY22 Investment Justifications (NP = National Priority area):
+Project E – Enhancing the Protection of Soft Targets/Crowded Places (NP) OCFA HazMat Support Vehicle; Regional Training Facility; Sustain Orange County Civic Center Video Surveillance System; Regional Training and Exercises for Law Enforcement (including Active Shooter Drill and TECC); Regional Training and Exercises for Fire Service (including Tactical Emergency Medical courses); OCIAC Critical Infrastructure Protection (CIP) Analysts +Project G - Enhance Community Resilience, Including Partnerships with Volunteers and Community Based Organizations and Programs (NP) Sustain the “If You See Something, Say Something” Campaign; Sustain the “ ReadyOC” Preparedness Campaign; Regional Training & Exercise Program for Emergency Management
+Projects H/I – Enhance Multi-Jurisdictional/Inter-Jurisdictional All-Hazards Whole Community Incident Planning, Response and Recovery Capabilities Training and Exercise Program Manager

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+Project J – Enhancing Information and Intelligence Sharing and Cooperation with Federal Agencies, including DHS (NP) ALPR Cameras and Maintenance; continue funding Analyst and Program Manager Salaries at Orange County Intelligence Assessment Center (OCIAC); analytic software for OCIAC; Health Care Liaison Officer; Analyst Proficiency Training. +Project L - Management & Administration Cover salaries, meeting costs, and travel expendituresrelated to grant management and administration. +Project O - Enhancing Cybersecurity (NP) Salary and personnel costs for Cyber Systems Analysts, Cyber Intelligence Analyst at the Orange County Intelligence Assessment Center (OCIAC); Cyber Program Advisor; Cybersecurity training and tabletop exercises; and Cybersecurity Equipment.
+Project P - Combating Domestic Violent Extremism Through Enhanced Intelligence Collection & Analysis, Training, and Community Resilience (NP) Salary and personnel cost for Domestic Violent Extremism Analysts assigned to the Orange County Intelligence Assessment Center; Training Courses for Terrorism I, II, III
Anaheim/ Santa Ana Urban Area Working Group (UAWG)
Homeland Security grants guidelinesspecifically require the formation of an Urban Area Working Group to “coordinate the development and implementation of all program initiatives”. The federal guidance requires the use of existing working groups and committees to plan and implement grant related activities and to coordinate grant resources. In order to accomplish this task, the Urban Area Working Group (UAWG) functions as the primary advisory body to the Anaheim/Santa Ana Urban Area Steering Committee.

The mission of the UAWG isto provide recommendationsto the Steering Committee through the identification, prioritization and development of a standardized, regional, all-hazards approach to increase preparedness, prevention, protection, response, and recovery capabilities through the coordinated, collaborative efforts of multi-jurisdictional, multi-disciplined representatives from the Orange County Operational Area. The UAWG will be responsible for coordinating the development and implementation of all program initiatives and act in an advisory capacity to the Steering Committee regarding activities related to the Urban Areas Security Initiative (UASI).

FY22 UASI Grant Performance Period
The California Governor’s Office of Emergency Services’ Performance Period for the Anaheim/ Santa Ana Urban Area is September 1, 2022 to May 31, 2025. However, the Sub-Recipient Performance Period for the FY22 UASI Grant Program is August 9, 2023 to March 31, 2025.

UASI Grant CFDA #: 97.067 UASI Grant #: 2022-0043 FIPS#: 059-95010 FY22 Anaheim/Santa Ana UASI Award: $4,278,750
FY22 HSGP Fusion Center Award to OCIAC: $835,000
Federal Grant Guidance:
 “Fiscal Year 2022 Homeland Security Grant Program (HSGP) Notice of Funding Opportunity (NOFO)” (https://www.fema.gov/grants/preparedness/homelandsecurity/fy-22-nofo)

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 8 | P a g e
California State Grant Guidance:
 “Fiscal Year 2022 Homeland Security Grant Program: California Supplement to Federal Notice of Funding Opportunity” (https://www.caloes.ca.gov/wpcontent/uploads/Grants/Documents/FY-2022-HSGP-State-Supplement.pdf) Administrative, Cost Principles, and Audit Guidelines:
 Title 2 Grants and Agreements Code of Federal Regulations (CFR) “Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards” (https://www.govinfo.gov/content/pkg/CFR-2020-title2-vol1/pdf/CFR2020-title2-vol1.pdf - Part 200 starts on page 77) Entities Covered by the FY22 UASI Grant Program*
Anaheim (Lead) La Habra Placentia
Aliso Viejo La Palma Rancho Santa Margarita
Brea Laguna Beach San Clemente
Buena Park Laguna Hills San Juan Capistrano
Calif. State University, Fullerton LagunaNiguel Santa Ana Costa Mesa Laguna Woods Santa Ana Unified School District Cypress Lake Forest Seal Beach
Dana Point Los Alamitos Stanton
Fountain Valley Mission Viejo Tustin
Fullerton Newport Beach University of California, Irvine Garden Grove Orange Villa Park
Huntington Beach Orange County Westminster
Irvine
Juaneño Band of Mission Indians
Orange County Fire
Authority
Yorba Linda
Municipal Water District of
Orange County
*In FY04 and FY05 UASI Grants, Anaheim and Santa Ana each had their own UASI Grant award.

DHS combined cities starting with the FY06 UASI Grant. In even years (06, 08, 10, 12, 14, 16, 18, 20, 22) Anaheim is the lead fiscal agent and in odd years(07, 09, 11, 13, 15, 17, 19, 21) Santa Ana is the lead fiscal agent.

Part 2 – Pre-Award Guidelines
Sub-recipient Agreement/Eligibility Packets:

All members of the Anaheim/Santa Ana Urban Area are considered sub-recipients and are eligible to submit an application for project funding to the Anaheim/Santa Ana UASI for grant funds. Prior to submitting an application, each sub-recipient must establish their eligibility to receive grant funds by submitting an eligibility package. The eligibility packet must include:

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 9 | P a g e
 The FY22 Anaheim/Santa Ana UASI Agreement
 Signed Grant Assurances (Exhibit A of Agreement)
 Debarment, Suspension and Other Responsibility Matters (Exhibit B of Agreement)  Signed Certifications Regarding Lobbying (Exhibit C of Agreement);  Completed and signed ASAUA Sub-Recipient Grants Management Assessment  Copy of Governing Body Resolution (or equivalent) accepting FY22 UASI Grant Funds  Copy of Sub-Recipient’s Procurement Policy
 Copy Sub-Recipient’s Travel Policy
 Copy of Sub-Recipient’s Equipment Control and Disposition Policy  Copy of 2021/2022 Single Audit Report (If the sub-recipient expends more than $750,000 in federal assistance they must perform a single audit and provide a copy of the audit results to the Anaheim/Santa Ana UASI Grant Office. The $750,000 threshold in federal assistance is an aggregate total and is not limited only to UASI funds. Refer to 2 CFR 200.501)
Eligible sub-recipients must have a Unique Entity Identifier (UEI) number and be currently registered in the System Award Management (SAM) to receive funding. Information on obtaining a UEI number and registering in SAM is available online (http://Grants.gov/web/grants/register.html).

Sub-recipients may notsub-award Anaheim/Santa Ana UASI funds awarded to them. UASI funds may only be used to reimburse sub-recipients for allowable grant expenditures that have received prior approval from the Anaheim/Santa Ana grant office.

Deadline to Submit Eligibility Packet and Agreement:

A completed packet, including all of the above listed documentation, MUST be turned into the Anaheim UASI Grant Office, no later than Friday, November 17, 2023.

Part 3 – Project Application Guidelines
Overview
In an effort to gather the information required to document the allocation of UASI grant funds and to collect the information necessary to accurately record how the funds will be utilized, all sub-recipients are required to submit an “Application for Project Funding” prior to being authorized to expend funds for which they will be reimbursed. A copy of the “Application for Project Funding” will be sent to all project managers during the ASAUA Grant Investment Justification and Application process and is available upon request.

The Application for Project Funding is comprised of 10 sections designed to collect the information necessary to determine:
1) what capability(ies) the project is designed to establish or enhance; 2) if the project supports the urban areas strategy, THIRA, and State Preparedness Report; 3) how much the project will cost;
4) how the project will be implemented; and
5) how the project will be sustained.

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FY2022 Anaheim/Santa Ana UASI Sub-Recipient Grant Guide 10 | P a g e
Supplanting
Grant funds must be used to supplement existing funds, not replace (supplant) funds that have been appropriated for the same purpose.

Project Application Process
The project funding application processis outlined below:
 Sub-recipients must complete a Preliminary Homeland Security Grant Program Project Funding Request (form available upon request), and present their project to the Urban Area Working Group (UAWG). The UAWG will recommend approval or denial to the Steering Committee.
 After projectis presented to UAWG, Sub-Recipient completesthe “Application for Project Funding” and submits it to the Anaheim/Santa Ana UASI Grant Office for review and approval.
 If applicable, sub-recipient completes the Environmental and Historic Preservation Screening Memo, Coversheet, and required back-up (maps, pictures, descriptions, etc.) and attaches to the Application for Project Funding (contact Grant Office for more information).

Note: Not all proposed projects will require an EHP. EHP determination can be made by reviewing the applicable Authorized Equipment List or FEMA’s EHP Policy Guidance #108-023-1 for training and exercises
(https://www.fema.gov/sites/default/files/documents/fema_GPD-EHP-policyfinal-amendment_82018.pdf).  The Grant Steering Committee will review the applications to determine projects approved for funding.

Sub-recipientsthat have their applications approved for funding will receive an “Award Letter” which will detail the amount of funding that has been approved.

Environmental and Historic Preservation Requirements
At the time of the project application submission, or when directed by the ASAUA Grant Office based on the project scope, sub-recipients will be required to submit the Environmental and Historic Preservation (EHP) Screening Memo, and required back-up (maps, pictures, descriptions, etc.). Refer to the attachments at the end of the screening form for assistance.

EHP is required for certain types of training and exercises. Please refer to FEMA’s EHP Policy Guidance (referenced above) for verification on when an EHP is necessary for training courses and exercise deliveries. For additional clarification on EHP’s, please refer to https://www.fema.gov/grants/guidance-tools/environmental-historic Notification of Award
For those projects that are approved for FY22 UASI funding, the sub-recipient will receive an award letter indicating the project has been approved for funding, the amount of funding that has been approved, and the time frame in which the project must be completed.

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ProjectModifications
Sub-recipients must complete the Request for Project Modification (contact grant office for form), and submit it to the Anaheim/Santa Ana UASI grant office for approval prior to modifying any of the terms of the project or funding amounts.

Part 4 – Reporting Requirements, Procurement, and Reimbursements Procurement
Sub-recipients shall use their own procurement procedures and regulations, provided their procurement procedures and regulations conform to applicable Federal law and standards.

The sub-recipient must use the System Award Management (SAM) located at http://sam.gov to verify all parties involved in transactions that are expected to equal or exceed $25,000 have not been debarred or suspended from receiving federal funds (2 CFR 180.220). Sub-recipients must comply with all applicable lobbying prohibitions and laws as required by U.S. Code Title 31 § 1352 and ensure language regarding thisrequirement isincluded in all agreements and contracts entered into by the sub-recipient. All contracts must also contain the applicable provisions identified in (2 CFR 200.326).

Selection of Procurement Method
Sub-recipients should follow their own established procurement policies, provided their procurement methods conform to applicable Federal law and standards. These policiesshould detail the following procurement methods and when it is permissible to use them:
 Micro-purchase – Acquisition of supplies or services in which the aggregate dollar amount does not exceed $10,000. Micro-purchases may be awarded without soliciting competitive quotations if the price is deemed reasonable. • Small purchase – Must obtain price or rate quotations from an adequate number of qualified sources; procurement must be competitive.
• Sealed bids – Must make a firm fixed-price award to the bidder whose bid is the most advantageous to the grantee. If factors other than price are considered in determining the winning bid, the invitation for bids must describe clearly these otherfactors and how they will be applied in calculating the bids.
• Competitive proposals – Fixed-price or cost-reimbursement type contract. Must identify all evaluation factors and their relative importance, considering price and otherfactors. • Non-Competitive procurements - Used only when the small purchase, sealed-bid or competitive proposals methods are not feasible, and one of the following circumstances exists:
o The item is only available from one source
o There is a public exigency or emergency need for the item that will not permit the delay associated with competitive solicitation
o Aftersolicitation of a number ofsources, competition is determined inadequate.

Please see below for additional requirements pertaining to non-competitive procurements.

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Reasonableness of Cost/Price
Sub-recipients are required to perform some form of price or cost analysis cost with every procurement estimated to exceed the Simplified Acquisition Threshold (currently set at $250,000).

The method or degree of analysis is dependent on the facts and circumstances surrounding the particular procurement but, as a starting point, sub-recipients must make independent estimates before receiving bids or proposals. Through a cost analysis, determinations are made on which costs are real and reasonable, allowable under grantee regulations or rules, and properly allocated to the work to be performed under proposed contracts.

Sub-recipients are required to negotiate profit as a separate element of price for each contract where there is no price competition and in all cases where a cost analysis is performed. Please contact the ASAUA Grant Office for guidance and recommended language for meeting this requirement.

Conflicts of Interest
No official or employee of local government shall participate personally through decisions, approval, recommendation, or otherwise in any application, contract, award, agreement with federal funds, in which he/she or immediate family, partners, organization in which they participate or prospective employment, has a financial interest, or has less than an arms-length transaction. Violations may result in criminal, civil, or administrative penalties.

State EOC, Aviation, and Non-Competitive Procurement Pre-Approval Requirements For all UASI projects that establish or enhance an Emergency Operation Center (EOC), project managers must submit the CalOES Establish/Enhance Emergency Operations Center (EOC) Request Form (contact Grant Office for copy of form) to the Santa Ana UASI Grant Coordinator for pre-approval.

Any and all Aviation Equipment projects must also be pre-approved by CalOES before purchases begin. The CalOES Aviation Request Form(contact Grant Office for copy of form) once completed must be forwarded to the Santa Ana UASI Grant Coordinator.

Finally, all Non-Competitive Procurements in excess of the Simplified Acquisition Threshold (currently set at $250,000) require pre-approval from CalOES, before any purchases are made.

Once completed, the Request for Non-Competitive Procurement Authorization Form (contact the Grant Office for a copy of the form) must be forwarded to the Santa Ana UASI Grant Coordinator for approval. The form will require approval from the sub-recipient’s Purchasing Agent before being submitted to CalOES for review. Further documentation supporting the procurement effort may be requested for review by CalOES.

Documentation
Sub-recipients are required to maintain recordssufficient to detailthe history of procurement [2 CFR 200.318(i)]:
 The rationale for the method of procurement (small purchase,sealed bid, etc.)  The selection of contract type (fixed-price, cost reimbursement, etc.)  Contractorselection or rejection; and

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 The basis of the contract price.

If procurement exceedsthe small purchase amount, the sub-recipient mustinclude in its procurement records and files:
 The basisfor contractorselection
 Justification for lack of competition when competitive bids or offers were not obtained  The basis for the award cost or price
Please keep a detailed record of each procurement step. A form is available to assist the subrecipient with this process. Please contact the grant office for a copy.

Performance Bonds
Sub-recipients are required to purchase performance bonds for any equipment items that exceed $250,000 or for any vehicles including aircraft or watercraft that are financed with Homeland Security funds. The cost of the performance bond is an allowable expense under the UASI grant program. Per the HSGP California State Supplemental Guidance, equipment purchased under a performance bond must be received within 90 day of the Recipient’s (City of Anaheim or City of Santa Ana) performance period.
** A copy of the performance bond must be submitted to the awarding agency (CalOES) no later than the time of reimbursement.

Indirect Costs (Facilities and Administration)
Under the FY22 UASI Grant Program, recipients and sub-recipients are allowed to claim indirect costs based on their federally approved indirect cost rate for expenses that are not easily tied to a specific object or activity (direct costs) and fall within the “Facilities” or “Administration” categories. Per 2 CFR Part 200.414, “Facilities” is defined as depreciation on buildings, equipment and capital improvement, interest on debt associated with certain buildings, and operations and maintenance expenses. “Administration” is defined as general administration and general expenses such as the director’s office, accounting, personnel and all other types of expenditures not listed specifically under the “Facilities” sub-category. The indirect costs eligible for reimbursement under FY22 are based an approved percentage of the total claimed expenditures, excluding equipment and contract costs. A copy of the approved rate is required at the time of application, and must be provided to DHS/FEMA before indirect costs are charged to the award.

As part of the FY22 UASI Grant Application process, the Anaheim/Santa Ana UASI was required to notify CalOES as to whether or not they would be claiming indirect costs under the FY22 award. The Grant Office has elected not to claim “Facilities” and “Administration” costs under this grant cycle.

Training Program Overview
The Anaheim/Santa Ana Urban Areas allocates training funds to applicable Orange County jurisdictions based on the following functional areas: Law Enforcement, Fire, Health Care, and Emergency Management.

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Although no longer a DHS requirement,the Anaheim/Santa Ana UASI continuesto dedicate 10% of the total grant allocation to eligible training expenses as set forth by the Urban Area Working Group (UAWG). The UAWG makes recommendations that will enhance regional preparedness, ensure standardization within Orange County, avoid duplication of efforts, and maximize the use of grant funds. Training needs will be determined by regional stakeholders within each functional area based on an evaluation of the region’s gap in in capabilities and the Urban Area’s Multi-year Training and Exercise Plan. In collaboration with the UAWG, these needs will be prioritized and presented to the Anaheim/Santa Ana UASI for funding. A list of eligible training courses will be maintained in the ASAUA Homeland Security Regional Homeland Security Training Catalog.

Additional courses may also be offered through local instruction based on identified need.

Eligible costs for locally instructed training under the FY22 UASI allocation will be reimbursed through the Santa Ana UASI Office. Please refer to the training calendar on the Orange County Intelligence Assessment Center (OCIAC) website, https://ociac.org, for a list of the additional approved UASI training courses and deliveries.

Regional Training
Attendance for regional training classes will be coordinated through the Anaheim/Santa Ana Training and Exercise Coordinator and the OCIAC website. Jurisdictions must adhere to the approval process under the Reimbursement Guidelines section below prior to attendance by personnel in a regional training class. Please note, for regional training courses provided locally, one tracking request number will be requested for all participating jurisdictions; contactthe UASI Training and Exercise Coordinator for confirmation.

ReimbursementGuidelines
Training expenses that are submitted for reimbursement must adhere to the FY22 State and Federal Homeland Security Grant Program Guides, and applicable Code of Federal Regulation (CFR). In accordance with this guidance, several regulations are highlighted below:
 Reimbursable training costsfor approved training includes: Tuition,Overtime and Backfill for approved instructors, and Travel Costs (i.e. airfare, mileage, per diem, hotel, etc.). All expenses must comply with each jurisdiction’s established policies.  Overtime and backfill are reimbursable expenses, but at NO time is dual compensation (overtime and backfill) allowable during the same training day. In order to pay for backfill, agencies must have incurred the expense of paying overtime to fill a position vacated by the employee on the day of the training.
 Personnel costs for employees who provided training instruction on a normal work day are not reimbursable.
 For agenciesthat have extended shifts (12-24 hours) please note that backfill can only be reimbursed for the time that the employee was not able to work their normal shift due to the training.
 Reimbursement for “Fringe Benefits” in overtime and backfill is limited only to Federal Insurance Contributions Act (FICA), Workers’ Compensation, and Unemployment Insurance.

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 Tips, alcohol, and entertainment are not reimbursable expenses.  Agenciesmustretain expense related documentation forthree years past the close of the grant by CalOES and the ASAUA Grant Office.

To submit for reimbursement, sub-recipients will need to complete the Travel Reimbursement Application Worksheet for each completed course. The Travel Reimbursement Application Worksheet must include the State Tracking Number for the class in order to receive reimbursement.

Payroll documentation must include a timesheet, overtime sheet, or some other form of documentation that has the following information: employee signature, grant (UASI), date(s), hours, and purpose (ex. course title attended or Backfill for employee). If the sub-recipient does not have this document, the employee must complete the Functional Timesheet. All Overtime/Backfill expenses must be supported by copies of a payroll or othersimilarsystem that supports the overtime rate and number of overtime/backfill hours that submitted for reimbursement.

In addition to the Training Reimbursement Application Worksheet, sub-recipients must also complete one Reimbursement Request for Grant Expenditures form for the total amount listed on each of the Training Reimbursement Applications and Worksheets. An invoice must also be included that bills the City of Santa Ana for the total amount.

Please contact the grant office for a copy of all required forms.

Exercise Program Overview
UASI Funded exercises will occur on an ongoing basis, according to the Urban Area’s Multi-year Training and Exercise Plan and identified capabilities gaps within the region. Certain exercises may have funding available for expenses incurred by jurisdictions as a result of participation in or the development of UASI funded exercises. All expensesto be reimbursed through UASI must receive prior approval from the Anaheim/Santa Ana UASI Grant Office. Any questions regarding the Exercise Program, please contact the Anaheim/Santa Ana UASI Training and Exercise Coordinator.

The following documentation is required forreimbursement:

Equipment/Planning ReimbursementDocumentation:
 City/Agency invoice billing the City of Anaheim forreimbursable charges  Reimbursement Request for Grant Expenditures Form
 Copies of invoices received and paid by Sub-Recipient  Copies of payments (checks issued)
 Copies of requisitions, quotes, and purchase orders
 Copies of Requests for Bid/Proposal, evaluations, and contracts  Packing slip with itemized equipment purchases
 Equipment Reimbursement Worksheet

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Training ReimbursementsDocumentation:
 City/Agency invoice billing the City of Anaheim forreimbursable charges  Reimbursement Request for Grant Expenditures Form
 2022 Travel Reimbursement Worksheet
 Copies of invoices received and paid by Sub-Recipient  Copies of payments(checks issued)
 Documentation of payroll records verifying hourly rate and overtime/backfillrate, as well as proof of total overtime cost paid for each employee
 Copies of signed employee documentation or UASI Functional Timesheets for overtime/backfill
 Copy of the Tracking Number
 Copy of rostershowing proof of instruction
 Copies of all receiptsfor tuition, travel, lodging and per diem. If the sub-recipient’s travel policy indicates actual costs will be reimbursed, the sub-recipient must submit all receipts. If the sub-recipient’s travel policy is to provide a daily Per Diem, then records must be provided that document the amount of Per Diem provided.  DEADLINE to submit final training reimbursement packet: December 31, 2024.

Other Approved Personnel Cost (Planning, M&A, and Organization) Reimbursement:
 City/Agency invoice billing the City of Anaheim forreimbursable charges  Reimbursement Request for Grant Expenditures
 Copies of employee job descriptions/dutiesrelated to the grant  Copies of payroll records verifying hourly rate and overtime/backfill rate, as well as proof of total overall payroll costs
 Copies ofsigned employee payroll documentation or UASI Functional Timesheetsfor overtime/backfill or approved UASI salaries
Deadline to Submitfor Reimbursement
Sub-Recipients are encouraged to seek reimbursement throughout the grant cycle, as funds are expended. Final Reimbursement Packets (for all other projects outside of Training) are to be turned in NO LATER THAN March 31, 2025.

Part 5 – Financial and Equipment Monitoring Requirements Monitoring Program Overview
In an effort to ensure the Anaheim/Santa Ana UASI is compliant with all federal, state and local laws and requirements, and to make certain all activities carried out under the Anaheim/Santa Ana UASI grant program are both reasonable and allowable, every subrecipient who receives funding will be monitored by staff from the Anaheim/Santa Ana UASI grant offices. It is through a comprehensive application process and monitoring that the Anaheim/Santa Ana UASI hopes to achieve its goal of performing effective grants management.

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Procurements
Sub-recipients shall use their own procurement procedures and regulations, provided their procurement procedures and regulations conform to applicable Federal law and standards.

Equipment
For purposes of this guide, “Equipment” is defined as follows: “An article of non-expendable, tangible personal property having a useful life of more than one year and a per-unit acquisition cost which equals or exceeds the lesser of the capitalization level established by the governmental unit for financialstatement purpose, or $5,000.” Refer to the DHS FY22 Homeland Security Grant Program – Notice of Funding Opportunity and the Authorized Equipment List (AEL) for allowable equipment expenses. The 21 allowable equipment categories for the FY22 HSGP are listed on the web-based AEL at:
https://www.fema.gov/authorized-equipment-list. Unless otherwise stated in program guidance, equipment must meet all mandatory regulatory and/or DHS-adopted standards to be eligible for purchase using UASI funds. Sub-recipients will be responsible for obtaining and maintaining all necessary certifications and licenses for the purchased equipment.

Physical Inventory
As noted above, the purpose of the monitoring visit whether formal or informal, is to oversee and ensure that sub-recipients are expending and using funds on projects that have been preapproved. Furthermore, once the projects are completed, that the resulting equipment is being used in a manner consistent with the original intent and request.

To that end, and in compliance with federal, state, and local grant guidelines, strategies, and policies, a representative from the Anaheim/Santa Ana grant offices will be required to physically inspect, tag, and inventory all UASI funded equipment. The Anaheim/Santa Ana UASI grant offices will conduct a monitoring review of all Operational Area UASI funded equipment at least once every two years. Equipment items must be inspected and monitoring reviews completed throughout the life of the equipment, terminating when disposition takes place.

Disposal records for equipment acquired with Federal funds must be retained for 3 years after final disposition. Please refer to the ASAUA Equipment Guidelines for a review of the applicable rules and regulations regarding the purchase and maintenance of federally funded equipment.

During a review, verification will be made that the following conditions do, or do not exist:
 There is a regional (operational area) application to the equipment.  There is an established and documented Point of Contact/Custodian (POC) who is responsible for the providing all requested documentation to the monitor, as well as upkeep and care for the equipment.
 There is an established and documented process for inventorying equipment and tracking its use, maintenance, and training/exercising.  Current and accurate equipment records are kept including: description, serial number, source of equipment, title holder, acquisition date, cost of equipment, percentage of federal participation in the cost, location kept, use of and condition of equipment, date of disposal (if applicable), and sale price (if applicable).  Complete financial records are on hand, to include a full procurement/purchasing

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packet (quotes, bids, etc.), purchase orders and/or contracts, invoices, payments, packing slips, and any other documentation the sub-recipient deems necessary to show grant funds have been used according to the grant, administrative, and financial guidelines mentioned in Chapter 1 of this guide. Refer any financial recordkeeping questions to the Anaheim or Santa AnaGrant Fiscal Coordinator.  Quality Control guidelines exist to ensure adequate safeguards to prevent loss, damage, or theft of equipment.
 If there is a case of loss, damage, or theft of equipment, the custodial agency must notify the Anaheim/Santa Ana UASI grant office in writing no later than 30 day calendar days. If lost, stolen, or damaged beyond repair, the equipment shall be replaced with that of like kind and capability, at the custodial agency’s own expense.

The Sub-Recipient will be notified of any compliance issues (findings) discovered during the monitoring review. Advisory recommendations will be provided to ensure future compliance with grant regulations. Depending on the nature of the compliance issues identified, further action may be necessary and include penalties for the custodial agency. Penalties are not limited to, but may include: re-possession of the funded equipment by the Anaheim/Santa Ana UASI Grant Offices, future denial of project requests, etc.

Maintenance & Disposal
The custodial agency will be responsible for all maintenance or repair related to UASI funded equipment, outside those covered by a manufacturer’s warranty. When original or replacement equipment acquired under a grant or sub-grant is no longer needed for the intended use, or original project or program, disposition will be made asfollows:
 Equipment with a current per-unit fair market value less than $5,000 may be retained, sold, or otherwise disposed of with no further obligation to the awarding agency.  Equipment with a current per-unit fair market value in excess of $5,000 may be retained or sold, and the awarding agency (CalOES) shall have a right to an amount calculated by multiplying the current market value or proceeds from sale by the awarding agency’s share of the equipment.
 If not sold or retained, the equipment shall be returned to the Recipient (Anaheim/Santa Ana UASI grant office).
 Sub-Recipient must contact ASAUA Grant Office prior to initiating disposition process.

Grant Office is required to reach out to awarding agency for disposition instructions prior to taking any action.

Please refer to the ASAUA Equipment Guidelines for a review of all applicable rules and regulations regarding the purchase and maintenance of federally funded equipment. Any questions regarding equipment and logistical monitoring, contact the UASI Grant Office.

Part 6 – Closeout Procedures
Notification of Closeout
The sub-recipient will receive notification of the closeout of FY22 UASI Grant Program once

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instructions have been issued by CalOES. The recipient (Anaheim/Santa Ana UASI) must submit the final Performance Report and Bi-Annual Strategy Implementation Report (BSIR) before approval and closeout will be issued. Once approved, CalOES will notify the Anaheim/Santa Ana UASI Grant Office of the start of the record retention period for all programmatic and financial grant-related records.

Record Retention
Sub-recipients must retain all financial records and supporting documents for a period of three years from the date of submission of the final expenditure report by the Anaheim/Santa Ana UASI. Notification of the closeout date and subsequent record retention period will be disseminated by CalOES and passed through to the sub-recipient.

Part 7 – Conclusion and Timeline
Conclusion
It is critical that sub-recipients become familiar with the guidelines as set forth in this document, as well as the others referred to in this guide. With the overlap of grant cycles and nuances found within in each, the grant administrators and coordinators will rely on subrecipients to provide timely, accurate information and documentation for a successful implementation of the UASI Grant Program.

FY22 UASI Grant Timeline
Anaheim/Santa Ana UASI Performance Period Begins September 1, 2022 Anaheim/Santa Ana UASI Award May 1, 2023
Anaheim/Santa Ana Sub-Recipient Performance Period Begins August 9, 2023 Anaheim/Santa Ana UASI Grant Program Rollout Meeting August 9, 2023 Sub-Recipient Agreement & Eligibility Packet Due November 17, 2023 Deadline to Submit Completed Training Reimbursement Packets December 31, 2024 Final Reimbursement Packets Due/Performance Period Ends March 31, 2025 Anaheim/Santa Ana UASI Grant Performance Period Ends May 31, 2025

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ANAHEIM / SANTA ANA UASI GRANT PROGRAM

SUB-RECI PI ENT GRANTS MANAGEMENT ASSESSMENT
Grant/Year: FY2022 UASI Grant Program
Sub-Recipient: CITY OF FOUNTAIN VALLEY
UEI # E6HUBPTD4AZ1
Per 2 CFR Part 200.331, the Anaheim/Santa Ana UASI is required to evaluate the risk of non-compliance with federal statues, regulations, and grant terms and conditions posed by each sub-recipient of federal grant funding. The purpose of this assessment is to determine and provide an appropriate level of technical assistance, training, and grant oversight to subrecipients of the ASAUA grant program.

The following are questions related to your organization's experience in the management of grant awards. This questionnaire must be completed and returned with the UASI Sub-Recipient Transfer Agreement and pre-award documentation .

For purposes of completing the questionnaire, grant manager is the individual who has the primary responsibility for day-today administration of the grant, bookkeeper/accounting staff means the individual who has the responsibility for reviewing and determining expenditures to be charged to the grant award, and organization refers to the sub-recipient (city/governmental agency) applying or entering into the award .

Assessment Factors Response _,. - ..
1) How many years of experience does your current grant manager have managing grants? Greater than 5 (Response: less than 3 years, between 3-5 years, or greater than 5 years) years 2) How many years of experience does your current bookkeeper/accounting staff have managing Greater than 5 grants? (Response: less than 3 years, between 3-5 years, or greater than 5 years) years 3) How many grants does your organization currently receive? (Response: 1-3 grants, 3-10 grants, or 3-10 more than 10 grants)
4) What is the approximate total dollar amount of all grants your organization receives? $809,332 5) Are individual staff members assigned to work on multiple grants? (Response: Yes/No} Yes 6) Do you use timesheets to track the time staff spend working on specific activities/projects? Yes (Response: Yes, No, or Not Applicable)
7) How often does your organization have a financial audit? (Response: Annually, Periodically, or Annual ly Never) 8) Has your organization received any audit findings in the last three years? (Response: Yes/No} No 9) Do you have a written plan on how you charge costs to grants? (Response: Yes/No) Yes 10) Do you have written procurement policies? (Response: Yes/No} Yes 11) Do you get multiple quotes or bids when buying items or services? (Response: Always, Always Sometimes, or Never)
12) How many years do you maintain receipts, deposits, cancelled checks, invoices, etc.? (Response: 3-5 years Jess than 3 years, between 3-5 years, or greater than 5 years) 13) Do you have procedures to monitor grant funds pass through to other entities? (Response: Yes, Not Applicable No, or Not Applicable) Certification: This is to certify that, to the best of our knowledge and beliet the data furnished above is accurate, complete and current.

Signature {Authorized Age.n~t):
- r/
~ Date: October 17, 2023
Print Name: Robin Harnish Print Title: Finance Manager
CFA # 97.067 Grant# 2021-0081 Ca l OES ID# 059-95010

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CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: November 7, 2023
Members of the City Council
SUBJECT: Adoption of the Economic Development Action Plan

Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☒ Achieve fiscal stability by evaluating processes, and attract and retain revenue producing businesses/opportunities
☐ Attract and retain quality staff through best practices and trends ☐ Maintain, build, and modernize infrastructure to support growth and future needs of the City
☐ Not applicable
EXECUTIVE SUMMARY:

The City has undertaken an effort to update its Economic Development Plan to better reflect the current needs of the community. To that end, the City contracted with HdL Companies to update its plan and create an Economic Development Action Plan (EDAP) for the next three years. The plan identifies key strategies, initiatives, and recommended actions to drive sustainable economic growth and development. A draft was prepared and discussed during a Study Session meeting with the City Council on July 18, 2023. Based on the feedback provided, the EDAP was amended and is presented to the City Council for adoption.

DISCUSSION:

With the changing global and local economic dynamics, it has become increasingly important for the City of Fountain Valley to have a clear economic development plan in place. As part of the comprehensive plan, the EDAP takes into account current conditions, opportunities for growth, and the community’s vision for the future. The EDAP focuses on six major areas:
• The Crossings
• Shopping Center which include: Warner Ave. and I-405 (On or off Warner Ave., both

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Economic Development Action Plan
November 7, 2023

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west and east of the I-405); Brookhurst Ave. and Warner Ave (Along Brookhurst Ave. bounded by Warner Ave. to the north and Slater to the south); Harbor and Lilac (south of Lilac Ave. and west of Harbor Blvd).
• Mile Square Park
• Restaurants and Nighttime Activity
• Medical and Healthcare
• City Hall
For each of these area, the EDAP provides overall objectives and specific tasks to be completed. In addition, there are a number of items listed under “Other Economic Development Activities” which are more general in nature and are citywide goals.

Based on feedback from the City Council during the Study Session meeting, a number of modifications were made to the document, including the following:
• Focusing on objectives that can result in tangible positive impacts. • Creating achievable goals with the given resources.
• Removal of objectives that were deemed low impact and require large amounts of Staff resources.
• Including Harbor and Lilac center as part of the Shopping Center focus area. • Adding City Hall as a focus area to assure special attention is given to internal processes and improvement to the customer experience to foster economic vitality.

As an example, in the updated EDAP, the various shopping centers were consolidated into one grouping with the same objectives. In anticipation, Staff has initiated a data collection effort to identify vacancies in each shopping center, with property manager contact information, size of the space and any lease information available. Staff then began contacting businesses including those listed in Table 2 Void Analysis Summary of Targeted Users to match the expanding retailers with sites available in the City.

FISCAL REVIEW:

There is no fiscal impact related to this item.

PUBLIC NOTIFICATION:

Not applicable.

ENVIRONMENTAL IMPACT REVIEW:

Not applicable.

ATTORNEY REVIEW:

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Economic Development Action Plan
November 7, 2023

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NA
ALTERNATIVES:

Alternative No. 1: Adopt the Economic Development Action Plan (EDAP).

Alternative No. 2: Provide direction to staff on any desired changes to the EDAP.

RECOMMENDATION:

Adopt the attached Economic Development Action Plan

Prepared by: Omar Dadabhoy, Deputy City Manager, Community Development Director
Approved by: Maggie Le, City Manager
Attachments:

1. Economic Development Action Plan

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ECONOMIC DEVELOPMENT

ACTION PLAN
Development Driven by Data
Fountain Valley City Hall
10200 Slater Ave
Fountain Valley, CA 92708
www.fountainvalley.org
Omar Dadabhoy
Community Development Director
714-593-4426
[email protected]

CITY OF

FOUNTAIN VALLEY

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May 2023 City of Fountain Valley – Economic Development Action Plan 2 www.hdlcompanies.com • 714.879.5000
Table of Contents
About Us........................................................................................................................................................ 3 Introduction................................................................................................................................................... 3 Framework and Vision............................................................................................................................... 4 Plan Purpose and Desired Outcomes........................................................................................................ 4 Trade Area Overview..................................................................................................................................... 5 Market Analytics............................................................................................................................................ 6 Consumer Demand & Market Supply Assessment........................................................................................ 7 City of Fountain Valley Retail Demand/Supply.......................................................................................... 7 Void Analysis ............................................................................................................................................. 7 Sales & Use Tax.............................................................................................................................................. 8 Major Industry Groups.............................................................................................................................. 9 Top Sales Tax Producers.......................................................................................................................... 10 Sales Dollar Per Capita Comparison ........................................................................................................ 11 Summary of Focus Group Meetings............................................................................................................ 12 SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis ........................................................ 13 Economic Development Programs and Opportunities................................................................................ 13 Focus Areas of Opportunity......................................................................................................................... 14 1) The Crossings............................................................................................................................... 14 2) Warner Ave. and I-405................................................................................................................. 15 3) Brookhurst Ave. and Ellis Ave...................................................................................................... 16 4) Brookhurst Ave. and Warner Ave................................................................................................ 16 5) Mile Square Park ......................................................................................................................... 17 6) Restaurants and Night-Life Activity ............................................................................................. 18 7) Medical and Health Care ............................................................................................................. 19 Other Economic Development Activities..................................................................................................... 20 Conclusion and Next Steps.......................................................................................................................... 21 Recommended Action Items....................................................................................................................... 23

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May 2023 City of Fountain Valley – Economic Development Action Plan 23 www.hdlcompanies.com • 714.879.5000
About Us
In 2014, HdL Companies expanded its services to provide strategic planning and consulting services to assist local governments with economic development planning and execution. HdL ECONSolutions offers a variety of products and services for customized solutions based on a client’s budget needs and specific development requirements.

The eight person HdL ECONSolutions team has over 150 years of local economic development and community development experience in California. Most of the HdL ECONSolutions staff members have significant experience working for cities in executive level management positions as a City Manager, Assistant City Manager, Community and Economic Development Director, or Economic Development Manager.

Barry Foster, the Principal/Managing Director for HdL ECONSolutions has helped facilitate more than 35 million square feet of development including industrial, distribution, logistics, retail, shopping centers, office, hotels, auto centers and medical/ healthcare. HdL ECONSolutions offers powerful data capability, an online GIS platform with state-of-the-artsoftware for market analytics and the ability to leverage HdL’s extensive databases systems. HdL ECONSolutions can engage in projects of every size ranging from data analysis to comprehensive studies to advisory support and to public/private collaboration.

HdL has the largest privately held sales tax database in the State of California with sales tax data for 99% of the State’s businesses. The firm’s proprietary salestax software system affords numerous opportunities to prepare economic development and revenue projection reports. HdL ECONSolutions has significant experience in retail, logistics, healthcare, and hotel and mixed-use development, along with possessing a strong understanding of these sectors within the California marketplace.

Introduction
The City of Fountain Valley is a unique city with much to be proud of and much to look forward to in the coming years. From an economic development perspective, Fountain Valley should enhance opportunities to make the community a destination to live, work, visit, shop and dine.

Successful economic development calls for creating an environment that supports and strengthens existing business areas, attracts new businesses, and creates employment opportunities in the community, while also enhancing city revenues. Generalized actions by the City of Fountain Valley aimed at enhancing the business climate and establishing Fountain Valley as a ‘Best Place to do Business’ should include:
• Ensuring an effective and consistent business and development permitting process that also integrates innovation and technology.
• Encouraging activities that attract both residents and visitors from surrounding communities. • Creating commercial districts that have a sense of place and provide quality shopping, dining, and entertainment possibilities.
• Pursuing master planning and mixed-use opportunities for future economic development success. • Supporting community investment that creates employment opportunities and enhances city revenues. • Strengthening and diversifying the City’s sales tax base while preserving Fountain Valley’s unique culture and superior quality of life.

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The overall economic development goals of the Fountain Valley EDAP include:
• Business retention & expansion.
• Business attraction.
• Business supportservices.
• Pursue a balance between jobs to housing in Fountain Valley. • Embrace marketing opportunities that effectively brand Fountain Valley and the City’s specific trade areas, for economic development success.

Framework and Vision
This Economic Development Action Plan (EDAP) has been formulated for the City of Fountain Valley to capitalize on near-term opportunities during a three-year period. The EDAP embodies the collective effort and insight by the City Council, City staff, and key stakeholders to create opportunities to grow the City’s tax base through strategic planning and partnerships with key stakeholders and the private sector. The EDAP recognizes that a strong economy, powered by an engaged and civic-minded private sector, will generate the resources and participative climate necessary to stimulate public economic development as well.

The EDAP helps provide a framework of the City of Fountain Valley’s vision for advancing economic development efforts during the next three-year period. It is designed to layout, in clear terms, the vision, goals, and defining values of the City of Fountain Valley in the context of economic development. Once adopted, the EDAP becomes the vision or roadmap for Fountain Valley’s economic development success and must be embraced by all including the City Council and City staff. Success should be measured by specific projects and aggregate results over time. This document includes a prioritized order of action that requires attention. It is understood that specific action items will be developed, redefined, and executed as follow-up activities.

Plan Purpose and Desired Outcomes
The primary goal of the EDAP is to help facilitate a viable, stable, healthy, and diversified economy for the City of Fountain Valley, while recognizing the links between the City’s (1) Economic Vitality, (2) Image, Identity & Placemaking, and (3) Community Character & Livability.

Figure 1 | Economic Development Action Plan Vision
Economic Vitality
•City's financial outlook
• Support existing businesses
through businessretention efforts
•Attract businessesto
match community needs
Image, Identity & Placemaking
• Sense of place and community (as
a tourism destination, business
location, and residence)
•Unique and valued resources
•Regional Opportunities
Community Character &
Livability
•Quality of housing, life, etc.
• Festivals and Special Events
•Quality schools
• Transportation corridors

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It should be noted that while business retention and business attraction fall under the category of Economic Vitality, they are two distinctly important aspects of Economic Development. While business attraction is important to fill in any gaps or voids of business types and to meet community needs, business retention is equally important in that existing businesses must be supported to ensure that the existing tax base is not only surviving but thriving. Efforts to retain existing businesses are invaluable and should be a core focus to meet the vision of Economic Vitality for Fountain Valley.

This EDAP ends with a series ofrecommendationsto improve the (1) Economic Vitality, (2) Image, Identity, and Placemaking, and (3) Community Character and Livability of the City of Fountain Valley. The EDAP’s recommendations encompass much more than purely economic issues. For Fountain Valley’s economy to function optimally, strategies related to the City’s quality of life and attractiveness as a tourism destination are critical to its success. The EDAP has been formulated to capitalize on near-term and midterm opportunities in the City of Fountain Valley and will help to provide a framework of the vision for advancing economic development efforts during a three-year timeframe.

Trade Area Overview
City of Fountain Valley
Key facts about Fountain Valley that will help sustain existing businesses and generate new economic development opportunities include:
• Fountain Valley’s population is 57,047 which is under a 1% increase from the 2020 Census. • The City of Fountain Valley spans approximately 9.1 square miles of land area. • Fountain Valley is located in Orange County, and is surrounded by: Huntington Beach to the south and west; and Westminster and Garden Grove to the north; Santa Ana on the northeast; and Costa Mesa on the Southeast.
• The San Diego (I-405) Highway diagonally bisects the City of Fountain Valley. Recent improvements to the on and off ramps from the city make for easier access in and out of the city. • Fountain Valley is a gateway to leisure destination communities such as Huntington Beach and Anaheim.
• Fountain Valley has a vast array of local and national chain dining opportunities. • Fountain Valley is emerging as a key destination for restaurants and nighttime entertainment catering to the Vietnamese communities.
• Mile Square Park is a regional destination for active sporting and recreational activities, providing visitors’ needs for lodging, dining, and convenience shopping. • Fountain Valley’s average household income is $123,389, which is 9% lower than Orange County’s average household income.
• Fountain Valley’s top five major employers employ over 5,500 employees collectively. The top three are in the medical/health services fields, including Fountain Valley Regional Hospital and Medical Center, Orange Coast Memorial Medical Center, and Memorial Health Services. The fourth and fifth top employers are Kingston Technologies Company and Hyundai Motor America, Inc.

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Fountain Valley Retail Focus Areas
The EDAP helps establish a framework for pursuing opportunities within key retail areas and retail or business types. There are five total focus areas, which include several geographic areas that encompass major retail areas, as well as three activity related focus areas:

1. The Crossings

2. Shopping Centers (Warner Avenue and I405; Brookhurst Avenue and Ellis; and Brookhurst Avenue and Warner Ave)

3. Mile Square Regional Park

4. Restaurants and nighttime activity

5. Medical and Healthcare
Market Analytics
Demographic data and market analytics are important when studying local marketplaces and planning for economic development. Real estate professionals, developers and site selectors consider many demographic variables and market analytics when making decisions on where to locate and grow their portfolios. Having credible consumer data allows a better understanding of short-term possibilities and the ability to set goals that can be attainable for business success through desirable market analytics and a strong trade area. This section summarizes key demographics and consumer characteristicsforthe trade areas described above.

Demographics
Fountain Valleymakes up 2% ofOrange County’s population. Fountain Valley’s daytime population is 1.8 times higher than household population, while Orange County’s total Daytime population is

1.1% higher than household population. A higher population of Fountain Valley residents have a college degree and above compared to Orange County.

Table 1 | Demographics City of Fountain Valley Orange County Population 57,047 3,163,511
Daytime Population 99,031 3,676,834
Households 18,471 1,049,923
Average Age 43.7 40.1
Average Household Size 3.00 3.01
Average Household Income $123,389 $136,460
College Degree & above 18,511 (46.1%) 953,205 (44.3%)
Some College 8,513 (8.8%) 419,180 (19.5%)
Figure 2 | Demographics by Income, Race, and Education
Average Household
Income
$140,000
$135,000
$130,000
$125,000
$120,000
$115,000
Fountain Orange
Valley County
Population by Race
Asian
Black
Hispanic
White
0% 20% 40% 60%
Orange County
Fountain Valley
College Education

60.00%

40.00%

20.00%

0.00%
Some College
College, No Degree &
Degree Above
Fountain Valley
Orange County

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Consumer Demand & Market Supply Assessment
A Consumer Demand & Market Supply Assessment was used to provide a macro appraisal of the City of Fountain Valley retail marketplace as well asshopping regions within the city. The report utilizes consumer expenditures (demand) and retail trade reports (supply) from the U.S. Census and Bureau of Labor Statistics to show opportunity gaps and supply surpluses throughout a number of different categories.

The analysis used to interpret these figures utilizes the assumption that supply, and demand are at equilibrium. The comprehensive Consumer Demand & Market Supply Assessment is an attachment to this report. A Consumer Demand/Market Supply Index is used to show if a community ortrade area is meeting the market demand of its residents. A result above 100 suggests demand is not being met and residents are likely to travel to retail areas outside of the defined trade area to fulfill their needs. A result below 100 suggests that demand is fully met for residents and the excess supply is likely to be fulfilling the needs of consumers from outside the defined area as well as by visitors/tourists.

City of Fountain Valley Retail Demand/Supply
The chart below shows a summary of consumer demand and market supply for seven establishment categories within Fountain Valley. The opportunity gap/surplus (%) represents a larger gap within that retail segment. Six categories that Fountain Valley has the greatest opportunity in are summarized in the chart below.

Table 3 | City of Fountain Valley Opportunity Gaps
Fountain Valley Orange County
Establishments Consumer
Demand
Market
Supply
Opportunity
Gap/Surplus
Opportunity
Gap/Surplus
Lawn/Garden Equipment/Supplies Stores $8,318,396 $464,366 $7,854,030 (-94%) $41,513,145 (-9%) Shoe Stores $7,045,254 $1,694,253 $5,351,001 (-76%) $108,994,471 (-9%) Clothing Stores $48,297,648 $20,311,576 $27,986,073 (-58%) $81,809,158 (+3%) Specialty Food Stores $6,859,337 $4,160,522 $2,698,815 (-39%) $16,592,618 (-4%) Grocery Stores $125,410,790 $80,136,043 $45,274,747 (-36%) $2,229,939,242 (-32%) Home Furnishing Stores $11,832,865 $9,242,193 $2,590,672 (-22%) $219,860,466 (+33%) Void Analysis
A Void Analysis is a customized report built by HdL ECONSolutions utilizing a database of nearly 1,200 retailers with over 131,000 locations within the State of California. The purpose of the Void Analysis is to highlight possible businesses to target to fill a void within the market. A Void Analysis includes possible businesses and their retail class along with the nearest location, approximate size needed, estimated sales tax revenue and contact information for the business.

Table 2 | Void Analysis Summary of Targeted Users
Retailer Retail Class
Nearest
Location
(Miles)
Est. Annual Sales Tax ($) Size (Square-Feet)
Ramona Tire Automotive 18.3 $8,500 - $15,000 5,000 - 8,000 Les Schwab Automotive 26.6 $22,800 - $36,000 12,000 - 15,000 Quick Quack Car Wash Car Wash 6.0 $700 - $1,000 3,000 - 3,600 Tommy's Express Car
Wash Car Wash 26.7 N/A 5,000 - 10,000
Lucky Brand Clothing and Apparel 5.9 $7,000 - $12,000 4,000 - 5,000 Casual Male XL Clothing and Apparel 45.5 $12,000 - $29,000 3,500 - 4,000 Peet's Coffee and Tea Coffee Shop 6.3 $1,600 - $2,700 2,500 - 2,500 Nordstrom Local Department Store 6.6 $253,000 - $257,000 3,000 - 5,000

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Primrose Schools Education 68.9 NA 10,000 - 15,000
The Goddard School Education 16.2 NA 8,000 - 12,000
Skechers Footwear/Shoes 5.9 $9,000 - $22,000 6,000 - 8,000 Boot Barn Footwear/Shoes 8.9 $40,000 - $65,000 8,000 - 12,000 99 Ranch Market Grocery Store 8.8 $20,000 - $31,000 30,000 - 55,000 Mor Furniture for Less Home Specialty 36.5 $85,000 - $114,000 10,000 - 20,000 Lassens Natural Foods
and Vitamins Other Food/Beverage 30.6 $5,000 - $23,000 8,000 - 15,000 The Buffalo Spot Restaurant - Casual 8.3 $7,000 - $11,000 1,500 - 2,500 Urbane Café Restaurant - Casual 16.5 $13,000 - $22,000 1,500 - 2,000 Mendocino Farms Restaurant - Casual 6.4 $26,000 - $41,000 2,500 - 3,500 The Veggie Grill Restaurant - Casual 9.4 $9,000 - $16,000 2,000 - 3,000 Dickey's Barbecue Pit Restaurant - Casual 9.2 $3,000 - $6,000 1,500 - 2,200 Urban Plates Restaurant - Casual 8.5 $20,000 - $46,000 3,000 - 4,200 Teriyaki Madness Restaurant - Casual 15.9 $5,500 - $1,000 1,400 - 2,400 Breakfast Republic Restaurant - Fast Casual 6.3 $17,000 - $26,000 2,200 - 3,000 Which Wich Restaurant - Quick Service 6.0 $3,000 - $5,000 600 - 1,800 Capriotti's Sandwich
Shop Restaurant - Quick Service 17.4 $6,000 - $12,000 1,800 - 2,000 Moe's Southwest Grill Restaurant - Quick Service 46.7 N/A 2,200 - 2,600 Sales & Use Tax
HdL Companies is a leading sales tax consultant in the State of California (including for Fountain Valley), and we are continually tracking trends that will affect sales tax revenue for the nearly 400 local governments that we serve. Sales and Use taxes have long been an important revenue stream for local governments in California; therefore, making retail and restaurant attraction a priority. This is particularly the case as California cities are working to recover from Statewide, ongoing COVID-19 Pandemic impacts such assupply chain disruptions, manufacturing slowdowns, employmentshortages, as well as temporary and in some cases permanent business closures. This section analyzes the retail markets and performances by examining Major Industry Groups, per capita comparison, and retailer performance. *At the time this action plan was created, FY 2022-23, Quarter 1 sales tax revenues were not released by the State of California. $14.00
$12.00
Figure 3 | Fountain Valley Quarterly Sales Tax Revenue
Fiscal Years 2017 to 2022
$13.18
$11.67
$10.62 $10.46 $11.21 $3.46
$10.00 $2.85
$2.71 $2.42
$10.11
$2.32 $3.28
$8.00 $3.13 $2.68 $7.12
$1.98 $6.00 $2.41 $2.50 $2.56
$4.00 $2.86 $3.44 $3.56
$2.95 $2.80 $2.94 $2.62
$2.00 $2.57 $2.73 $3.27 $2.87 $2.75 $3.15 $3.56
$0.00
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Q3 - Q4 2022
Quarter 3 Quarter 4 Quarter 1 Quarter 2
Millions

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Figure 3 shows the City of Fountain Valley’s quarterly and fiscal year (FY) sales tax revenue from FY 2017- 18 to Quarter 4 of FY 2022-23* to show pre and post Pandemic sales tax revenues. The data below shows that City of Fountain Valley experienced a dip in sales tax revenues during the Pandemic, like most California cities. However, Fountain Valley’s sales tax revenues for FY 2021-22 are already exceeding prePandemic numbers. There’s been a 26% increase in sales tax revenue from FY 2017-18 to FY 2021-22.

When comparing quarters 3 and 4 (July – December) of FY 2022-23 compared to quarters 3 and 4 of FY 2021-22, there’s been an 8% increase, suggesting that the total sales tax revenue for FY 2022-23 is on track to exceed the previous fiscal year.

Major Industry Groups
Table 4 | City of Fountain Valley Major Industry Group Sales Tax Revenue for FY 2021-22 Autos &
Transportation
(A&T)
Building &
Construction
(B&C)
Business &
Industry (B&I)
Food & Drug
(F&D)
Fuel and Service
Stations(FSS)
General
Consumer
Goods(GCG)
Restaurants &
Hotels(R&H)
$1,750,076 $1,103,260 $1,328,339 $523,553 $1,389,380 $4,984,821 $1,998,621 The General Consumer Goods (GCG) group, which includes the majority of traditional retail concepts, has maintained the status as highest sales tax revenue generator. In FY 2021-22, the GCG category made up 32% of the City of Fountain Valley’s total net collections of sales tax revenue. Fountain Valley is home to several large sales tax producers, such as Costco and Sam’s Club, that contribute to the General Consumer Goods industry category. The city has a number of neighborhood and community shopping centers which include businesses like grocery stores or local services that produce a small amount or no sales tax revenue.

Restaurants & Hotels (R&H) are the next highest sales tax producers, making up 13% of the City’s total sales tax revenues. R&H includes full-service, fast-casual, fine dining, and all other types of restaurants or cafes. Fountain Valley’s restaurant scene is mostly made up of casual, fast-casual, and quick service restaurants, many of which are smaller, locally owned businesses. Some of the independently owned restaurants include Brodard Restaurant, INI Restaurant, Sofra Urbana, The Vox Kitchen, Gem Dining, and Quán Mii Restaurant. There are also nationally operated restaurants, such as Starbucks, McDonalds, Chipotle, Wendy’s, Taco Bell, Panda Express, and Carl’s Jr.

Figure 4
Sales Tax Growth by Major Industry Group
Fiscal Years 2017 to 2022
$6,000,000
$5,000,000 A&T
$4,000,000
$3,000,000
$2,000,000
$1,000,000
B&C
B&I
F&D
FSS
GCG
R&H
$0
FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22

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Hotel sales tax revenue is minimal and limited to the items a hotel may sell, such as snacks and beverages.

There are a few hotels located in Fountain Valley clustered near I-405 at Slater Avenue and Brookhurst Street, including the Sonesta Suites and Sonesta Select, as well as an Ayres Hotel.

Autos & Transportation make up 11% of the City’s total sales tax revenue. Top A&T sales tax producers in Fountain Valley include new and used automotive sales, trailers and RV sales, auto leasing businesses, auto repair shops, and automotive supply stores. Nationally, automotive sales decreased during the Pandemic due to supply chain issues. Fuel and Service Stations (FSS) and Business & Industry (B&I) make up around 9% each of total tax revenue for the City, combined making 18% of total sales tax revenue.

Food & Drug (F&D) is the lowest sales tax producing major industry group. It is notable, however, that F&D was the only category that did not decrease during the Pandemic. Instead, F&D maintained an incremental increase year over year from FY 2016-17 to date. This is likely because F&D includes essential businesses like grocery stores, pharmacies, and convenience stores that remained open during the Pandemic.

Top Sales Tax Producers
HdL ECONSolutions evaluated the sales tax performance of the 30 top sales tax producing businesses, which consist of many national and regional companies. Fountain Valley’s top 30 sales tax producers include a healthy mix of businesses within different business and industry categories, from casual dining to auto repair, to music stores, and new motor vehicle dealerships.

As shown in Figure 5, there is a relatively even distribution of top sales tax producers among the eight major industry categories. The distribution of the top 30 sales tax producing businesses among the eight major industry categories is also in alignment with the categories as a percentage of total sales tax revenue.

Figure 5
Top 30 Sales Tax Producing Industry Groups

A&T B&C B&I F&D FSS GCG
R&H

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The list of the top 30 sales tax producers below is in alphabetical order for confidentiality purposes. The top 30 sales tax producers include the following:

Table 5 | City of Fountain Valley Top 30 Sales Tax Producing Businesses (in alphabetical order) Firm Name Business Type Firm Name Business Type
ABC Supply Co Building Materials Genie Instrument Office Supplies/Furniture Albertsons Grocery Store Guitar Center Music Stores
Arco Service Station Homeplus Contractors
Arco Smog Pros Service Station Hyundai Motor America Auto Lease Associated Ready Mixed
Concrete
Contractors Marubeni Citizen Cincom Heavy Industrial
Brodard Restaurant Casual Dining Mike Thompson RVs Trailers/RVs Cal Pacific Pet Products Specialty Stores Rifle Gear Sporting Goods/Bike Stores Chefs Toys Food Service Equip./Supplies Ross Family Apparel Chevron Service Station Sams Club w/ Fuel Discount Dept. Stores Costco w/Fuel Discount Dept. Stores Shell Service Station Crash Champions Fountain
Valley
Auto Repair Shops Superior Pool Products Drugs/Chemicals Curacao Discount Dept. Stores Tesla Motors New Motor Vehicle Dealers Fam Vans Used Automotive Dealers The Vox Kitchen Casual Dining Floor & Décor Building Materials TJ Maxx Family Apparel Gem Dining Casual Dining United Oil Service Station
Sales Dollar Per Capita Comparison
Sales dollars per capita (SDPC) is a macro approach to identify possible trends within a city, county, or region regarding spending habits. Average SDPC is derived by multiplying out the 1% total point of sales tax dollars and then dividing them by the population size of their community.

The methodology provides an overview of how retail in multiple areas compare to each other. If residents do most of their retail consumption outside of their local municipality, it results in a decreased SDPC value within their city. On the other hand, it will produce an increased SDPC value if a local municipality is a retail destination attracting non-resident shoppers. Summaries listed below are the suggestions, comparing average SDPC across multiple regions provides:
• Below Average: Suggests resident do some shopping outside of the area; lack of local supply by preferred retailer and restaurant concepts.
• Above Average: Suggest consumersfrom outside the area are attracted to the local retail market; have preferred retailer and restaurant concepts.

Figure 6 | Sales Dollars Per Capita FY 2022-23
California
Orange County
Fountain Valley
$10,062.66
$8,930.80
$12,215.04
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000

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The City of Fountain Valley’s SDPC at $12,215.04 is higher than both Orange County and the State of California’s SDPC. The above average SDPC suggests that the Fountain Valley retail market is attracting customers from outside of the City, or that consumers prefer the retailers and restaurants in Fountain Valley over other areasin Orange County. Major grocerslike Albertsons, discount department storessuch as Costco, Sams Club, and Curacao, are likely big contributors to the City’s high SDPC. Fountain Valley also has a unique restaurant scene. Many of the unique and independently owned restaurants in Fountain Valley appear in Table 5 (Top 30 Sales Tax Producing Businesses), including Brodard Restaurant, Gem Dining, and The Vox Kitchen. Fuel and Service Stations are a strong sales tax producer in Fountain Valley and also a contributor to the high SDPC.

Summary of Focus Group Meetings
HdL representatives and city staff held a series of focus group meetings with key stakeholders in the community. Attendees in the meetings included the Mayor, Mayor Pro Tem, and all Councilmembers; City Manager, Deputy City Manager and Department Directors; representatives of the ownership group of several restaurants in the city; representatives of the Fountain Valley Chamber of Commerce; a property owner of portions of a major shopping center in the city and the owner of a large vacant parcel within the city. The objective of the meetings was to get input from these key stakeholders on their ideas of opportunities and impediments to future economic development within the community. Some of the key thoughts that resulted from the feedback included:
• Need to better “brand” The Crossings and South Park development. Create a “vibe” or downtown feel with placemaking tools.
• Better branding for the city as a whole, what is uniquely Fountain Valley. • The community wants more fitness and healthy dining opportunities. • Some of the small neighborhood strip malls and underutilized business sites need renovation or have opportunities for new uses.
• Fountain Valley has become a dining destination. Need to take advantage of that. • Target for new businesses could be medical supply companies, dining, grocery, and specialty goods.
• Capitalize on Mile Square Park as a hub to uses that play off of the sports park i.e., sports bars and restaurants.
• Continue with technological infrastructure improvements throughout the city to provide higher speed internet and wireless services to attract and retain businesses. • Capitalize and expand on the already emerging cross culture dining and entertainment opportunities.
• Take advantage of the market to easy access on and off the I-405. Also, take advantage of Fountain Valley as the gateway to leisure opportunities, Huntington Beach, and Anaheim.

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SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis The SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis is a comprehensive review of Fountain Valley’s competitive position in Orange County. SWOT analyses are typically done to evaluate an organization, its processes, or a specific project, product, or service area. The goal of this SWOT Analysis is to evaluate Fountain Valley as a location for development and redevelopment possibilities.

Strengths/Opportunities
• Strong existing economic base.
• Strong restaurant and food service. The city is evolving as a Southeast Asian centric dining location, predominantly for the Vietnamese community, and entertainment center. • Very good visibility and access from the I-405.
• Gateway to Orange County leisure destinations – Huntington Beach and Anaheim. • Mile Square Park as a regional, and beyond, destination for overall recreation and sports activities. • Hospital and other medical facilities a plus.

Weaknesses/Challenges
• As the community has grown and evolved, demographics of the community have changed. Need to better understand the community make-up and their entertainment, dining and shopping needs. • Does not have a “branded” identity.
• Fountain Valley Crossings area does not have an independent identity. • There are several neighborhood centers that could benefit from facelifts and better tenant mix. • There are several underutilized and outdated business uses that could benefit from redevelopment opportunities.

Economic Development Programs and Opportunities
City’s Role in Economic Development
A City’s role in business retention, attraction and economic development is generally focused on the following two purposes:

1. Define and Manage Expectations
a. Establish appropriate land use guidance.
b. Confirm trade area demand.

2. Involve and Work with Property Owners/Property Managers a. Limited success without the cooperation and participation of property owners. b. Discuss market analytics.
c. Communicate the positives of collaboration.
d. Share possibilities of new users and tenants.

It is important to have a vision, but also be realistic in expectations and possibilities. Along with the data and research presented in this EDAP, much of the document considers how the City plays a role in economic development and in creating more opportunities for the city.

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Focus Areas of Opportunity
The EDAP helps establish a framework for pursuing opportunities within five areas of focus within Fountain Valley during a 3-year period. The EDAP includes the overall economic development goals, along with a variety of specific objectives within the areas of focus, which include several geographic areas (including several shopping centers and The Crossings) and two activity related focus areas. The five areas of opportunity include the following:

1. The Crossings: The Crossings is a 162-acre mixed-use Specific Plan in Fountain Valley. The commercial development portions of the project include a mixture of retail and industrial uses.

Many of the existing retail uses focus on furniture and home décor and home improvement businesses.

2. Shopping Centers: Warner Ave. and I-405 (On or off Warner Ave., both west and east of the I405); Brookhurst Ave. and Warner Ave (Along Brookhurst Ave. bounded by Warner Ave. to the north and Slater to the south); Harbor and Lilac (south of Lilac Ave. and west of Harbor Blvd).

3. Mile Square Park: Maximize the opportunities that this regional recreation and sports park draws people into the city. The park hosts many sporting events and tournaments, drawing significant people from outside of Fountain Valley.

4. Restaurants and Nightlife: A significant topic of conversation at the focus group meetings was Fountain Valley’s up and coming dining scene with a strong restaurant and food service presence.

Fountain Valley is evolving into a Southeast Asian centric dining hub, particularly for the Vietnamese community, and entertainment center, and it has the potential to become a regional dining destination. According to a 2023 Pew Research Center analysis, Vietnamese restaurants make up 5% of all restaurants in Orange County, which is the second highest share of Vietnamese restaurants or restaurants serving Vietnamese food, second only to Santa Clara County, CA.

Fountain Valley has an opportunity to build on the existing restaurant scene and create a focused cluster of restaurants for residents as well as people in the surrounding areas to choose for their dining experiences.

5. Medical and Healthcare: Fountain Valley has the opportunity to capitalize on existing hospitals and medical facilities located in the City and attract other health care related businesses. There are a number of hospitals and medical facilities located in different areas of Fountain Valley, including large hospital facilities like Fountain Valley Regional Hospital, Fountain Valley Family Care Centers Medical Group, Inc., and Memorial Care Orange Coast Medical Center, as well as smaller urgent care facilities like Clineva Urgent Care and Hoag Medical Group. Fountain Valley can utilize the opportunities for the hospital and other medical care facilities in the city to provide a draw for other health care businesses in the city. Communities with big medical and healthcare focus can bring in sales tax producing medical adjacent businesses, like pharmacies, medical equipment and supplies sales, or health care uniforms.

6. City Hall: This focus area is specific to City Hall staff engagement and internal processes improvement to foster economic vitality for Fountain Valley.

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Below is a map of the (1) Crossings, (2) Shopping Centers, and (3) Mile Square Park.

Overall Objectives
The following section outlines the overall objectives for each focus area.

1. The Crossings
• Understand how to best support existing businesses within The Crossings while also preparing for transitionsthat support the goals and objectives for land use as identified in Fountain Valley Crossings Specific Plan.
• Rebrand The Crossings area specific to existing and desired commercial. • Work towards simplifying the boundaries of The Crossings area to make it a better understood destination area for consumers to shop.
• Work with brokers and developers to ascertain why the area has not been redeveloped and amend the Plan accordingly.

2. Shopping Centers
• Develop and Maintain relationships with brokers and property managers. • Create and maintain a database of vacancies, including square footages, pricing and development opportunities/constraints (parking, signage, etc)
• Assist property owners in needs to enhance and upgrade the aesthetics of the centers.

3. Mile Square Park
• Gain a better understanding of the various uses of the park to better understand the market it serves, where parkgoers come from, and how long they are generally in the area. • Work with the organizers of events at the park to find ways to market hotels, retail and entertainment options in the city.
• Understand how to best retain existing businesses surrounding and serving Mile Square Park, and understand how these businesses maximize their exposure to park patrons. • Enhance connectivity between Mile Square Park and adjoining shopping center.

4. Restaurants and Night-Life Activity
• Recognize that Fountain Valley has an abundance of and variety of restaurant types. 3 2 2
2 1

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• Understand the needs of existing restaurants and how to best retain them in Fountain Valley. • Capitalize on the existing restaurants and food services in the city and draw new businesses and patrons to Fountain Valley and create a restaurant “cluster.” • Capitalize and expand on cross culture dining and entertainment. • Attract unique, independently owned restaurateurs to expand into Fountain Valley.

5. Medical and Health Care
• Build relationships and partnerships with existing medical/healthcare facilities to understand the needs of the healthcare industry, as well as how to retain existing medical and healthcare facilities in Fountain Valley.
• Focus attraction efforts on medical/healthcare related businesses like pharmacies, medical equipment, uniforms and supplies that complement the existing facilities.

6. City Hall
• Develop a business-friendly ecosystem that supports business attraction, retention & expansion efforts to ensure a thriving and resilient local economy.
• Maintaining a thriving business community is a top priority for the city of Fountain Valley. • In an effort to achieve a business-friendly reputation, Economic Development is committed to developing an ecosystem that supports business attraction, growth and retention efforts while also diversifying the city’s portfolio of industries to ensure a healthy and resilient economy.

Specific Tasks
The following outlines specific tasks that will help the City of Fountain Valley meet their overall objectives.

1. The Crossings
• The Specific Plan defines the geographic boundaries; however, the city should consider clearly identifying commercial boundaries within the area to help market and identify existing and future business and development opportunities more easily.
• Create an inventory of existing businesses, as well as vacant and underutilized spaces, within the area to better evaluate the strengths of business mixes and potential for new business opportunities.
• The Crossings appears to not have a specific identity; therefore, the city should undertake the rebranding of the commercial sections of the area, based upon the existing and desired uses. • Given the existing mix of home furnishing businesses, one niche option to consider is new shortterm branding and marketing opportunities to designate this as a Design + Home Furnishings District in support of existing businesses in the Crossings that fall within those categories. • The city should work with existing businesses to undertake a focused marketing campaign to market the businesses in the area to residents and outside the community consumers. • The city should continue to communicate with the property owners (and their real estate representatives) of existing vacant properties to understand the property owners desire for potential for development, and to be aware of development opportunities that fit within the property owners and the city’s objectives.
• Amend the CSP as appropriate.

2. Shopping Centers

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• The city should identify the owner, brokers, and property managers for each of the centers and schedule one on one meetings with them.
• The city should identify existing or pending vacancies within each center. • The city should identify existing uses that may not be the highest and best use of the property or buildings. If there are uses that appear to be underutilized, work with the property owners to potentially redevelop or reposition those properties.
• Work with the property owners on strategies to assist with aesthetic improvements to the centers. Consider programs to waive City fees or pay overtime. • Assist property owners in marketing the centers and specific businesses. • Participate in trade shows such as International Council of Shopping Centers (ICSC) and the American Lodging Investment Summit (ALIS).
• Implement General Plan Update opportunities.

3. Mile Square Park
• Create hotel and restaurant guides for visitors and event organizers who come to Fountain Valley for sporting or other events held at Mile Square Park on the food and over-night stay options within the City limits. Create a few “templates” for one-day or multi-day visits to Fountain Valley geared towards families or other key users of Mile Square Park. • Work with hotels for package deals for people and event organizers who are staying in Fountain Valley for sporting events at Mile Square Park.
• Analyze the restaurants that are within convenient driving distance from the park. Consider whether there are there any voids in types of restaurants that would cater to families. • Evaluate pedestrian and bicycle connectivity between Mile Square Park and major retail areas in Fountain Valley to determine opportunities for improvements, such as adding bike lanes or crosswalks, or making improvements for overall safety of pedestrians, bicyclists, and vehicular drivers.
• Explore opportunities for additional recreational amenities and concessions at City-owned property at Mile Square Park.

4. Restaurants and Night-Life Activity
• Develop a brand and logo for Fountain Valley Restaurants, as well as a tagline for Fountain Valley restaurants as a destination. Consider co-branding with Kei Concepts, the owner of several wellknown restaurants in Fountain Valley, and tie in existing themes of local Fountain Valley restaurants.
• Work with the Vietnamese owned restaurants to organize and market special events focused on attracting Vietnamese population to Fountain Valley.
• Establish Fountain Valley as an 18-hour City by enhancing efforts to attract nighttime entertainment and restaurant operators that appeal to the employee and resident populations • Build a restaurant and entertainment guide for visitors, Fountain Valley employees, and residents. • Consider a business attraction grant with a focus on restaurant attraction to help more independently owned restaurants expand into Fountain Valley. • Reevaluate existing Commercial Improvement Program
• Identify and actively seek unique chefs, restaurateurs, or developers willing to come to Fountain Valley to add value, as well as improve aesthetics of existing shopping centers or strip malls. • Explore programs to provide City assistance for financing of restaurant specific improvements that

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may be shared such as grease interceptors.
• Explore the possibility of a Night Market similar to La Puente and 626 Market.

5. Medical and Health Care
• Identify complementary uses and specific businesses to attract into the City to support the health care industry.
• Identify spaces available to meet the needs of the complementary uses. • Create restaurant and hotel guides for employees and families of hospital patients. • Work with local brokers and property owners to encourage the attraction of medical/healthcare related business.

6. City Hall
• Develop a toolkit for businesses outlining various available programs and incentives. • Develop an informational/Investment packet for specific key industries (food/medical). • Conduct a targeted outreach program at various tradeshows and conferences that align with division initiatives and priorities.
• Actively participate in industry organizations and community engagement to cultivate relationships with tenants, brokers, property owners and other real estate decision makers. • Develop a strategic foreign direct investment plan to attract investment. • Develop a Business Concierge Service wherein businesses receive one-on-one assistance to navigate through the city’s permitting, entitlement and development process. • Strengthen social media presence with active postings of grand openings, businesses coming soon, and general information.
• Feature business successes, new openings, and entrepreneurs. • Develop targeted short videos to help tell our story.

Other Economic Development Activities
In addition to pursuing economic development opportunities in the focus areas, it is highly recommended that Fountain Valley support overall economic development efforts through the adoption of the following key activities and/or policies listed below. The key activities and policies are broken out into groups that fit into the EDAP’s vision categories:

Economic Vitality

1. The City of Fountain Valley must maintain economic development as a top priority.

2. Fountain Valley City Council, City staff and other business leaders and stakeholders must work together, along with understanding their respective roles in the economic development process.

3. Ensure land use policies are appropriate for future redevelopment or repositioning opportunities aimed at producing the ‘highest and best uses’ over the long-term.

4. Create a business of the month program to highlight key existing businesses.

Economic Vitality
•City's financial outlook
• Support existing businesses
through business retention
efforts
•Attract businessesto match
community needs
Image, Identity & Placemaking
• Sense of place and community
(as a tourism destination,
business location, and
residence)
•Unique and valued resources
•Regional Opportunities
Community Character &
Livability
•Quality of housing, life, etc.
• Festivals and Special Events
•Quality schools
• Transportation corridors

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Image, Identity & Placemaking

5. Constantly seek quality development for Fountain Valley that creates a strong sense of place or placemaking through consistent design standards, amenities, and effective public spaces.

6. Tell the Fountain Valley story to better market business and/or development of opportunities in Fountain Valley.

7. Develop an effective brand for marketing Fountain Valley as an outstanding place to live, work, visit,shop, dine and invest. As part of this effort, ensure that www.ExperienceFV.org is up to date.

8. Consider ways to capitalize on the fact that Fountain Valley is a gateway to leisure destinations Orange County, in particular Huntington Beach and Anaheim.

9. Creation of an Economic Development Tourism Advisory Group consisting of City Staff, as well as business and Chamber leaders.

Community Character & Livability

10. Conduct a survey of the small business community to identify barriers to business growth, along with soliciting ways to enhance the business climate in Fountain Valley.

11. Diversify the business mix in Fountain Valley and work with brokers and developers to fill vacancies with the “right” types of businesses.

12. Explore ways to create successful special events such as Restaurant Week, to capitalize on the abundance and diversity of restaurants in the community.

13. Consider new and innovative waysto attract vehicular traffic off the I-405 and into the community (targeted ads, electronic billboards, etc.). Build on previous marketing attempts by incorporating the rebranding or new branding efforts for the majorshopping centers, restaurants and nightlife, and Mile Square Park.

14. Create a business visitation program for Fountain Valley where key city staff visit businesses monthly to engage in fact finding about needs and wants of local businesses.

Conclusion and Next Steps
Fountain Valley is a unique community located in Orange County. Fountain Valley is a gateway to leisure destination communities like Huntington Beach and Anaheim, with direct and easy access in and out of the City from I-405 from the east and west sides of Fountain Valley. Mile Square Park in Fountain Valley is a regional destination for sports and recreation, bringing in families from throughout Orange County.

Fountain Valley offers residents and visitors a variety of local and national chain dining options, as well as many independently owned restaurants and dining locations. Fountain Valley also offers a range of medical and healthcare facilities, three of which make up the top three major employers in the City.

From an economic development perspective, Fountain Valley has a strong economic base, though the City should enhance opportunities to make the community a destination to live, work, visit, shop and dine with the action items(focus area tasks, and general activities and policies) described in the sections above.

This EDAP was formulated for the City of Fountain Valley to help the city capitalize on near-term opportunities for the next three-years and to guide longer-term strategic planning efforts. The EDAP is an embodiment of efforts and insight by the City council, City staff, and key stakeholders. The EDAP helps provide a framework of the City of Fountain Valley’s vision for advancing economic development efforts during the next three-year period.

The Recommended Action Item matrix combines the overall objectives and specific tasks for the focus areas and the general Economic Development activities for Fountain Valley. It is designed to layout, in

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clear terms, the vision, goals, and defining values of the City of Fountain Valley in the context of economic development. Once adopted, the EDAP becomes the vision or roadmap for Fountain Valley for economic developmentsuccess and must be embraced by all including the City Council and City staff.

For each action item, we have identified the vision category that it falls in, a suggested timeline for planning and implementation, list of key partners or stakeholders, and success metrics to measure the performance of the task during or after implementation. The matrix identifies estimated, or suggested, timing considerations. The timing considerationsinclude (1) Near-Term (within 6 months), (2) Short-Term (within 1-2 years), and (3) Longer-Term (2 to 3 years).

The City of Fountain Valley should use the matrix of recommended action items to guide the prioritization and planning of taking on the tasks. Successshould be measured by specific projects and aggregate results over time. This document includes a prioritized order of action that requires attention. It is understood that specific action items will be developed, redefined, and executed as follow-up activities.

It is recognized that there are a significant number of objections and action items identified in the report.

It is recommended that over the course of the next three years these action items should be evaluated for implementation consideration.

To address the most immediate focus and results it is recommended that the city place focus on a select few High Priority Action Items. These items include:
• The city should undertake an effort to re-brand The Crossings, with an understanding of the existing vacancies, potential tenants and unique mix of existing tenants. • The city should develop a better understanding of the uses of Mile Square Park and develop a strategy to better take advantage of those uses in terms of park participants utilizing existing businesses.

The city should develop a brand and logo for Fountain Valley Restaurants to capitalize on the unique characteristics of the existing restaurant/nightlife and potential for future expansion. • The city should explore food related special events such as food festivals and night markets.

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Recommended Action Items
Focus Area 1: The Crossings
162-acre mixed-use Specific Plan in Fountain Valley, this commercial development project includes a mixture of retail and industrial uses. Many of the existing retail uses focus on furniture and home décor and home improvement businesses.

OBJECTIVES
• Develop and Maintain relationships with brokers and property managers. • Create and maintain a database of vacancies, including square footage, pricing and development opportunities/constraints (parking, signage, etc.)
• Assist property owners in needs to enhance and upgrade aesthetics of the centers. • Understand how to best support existing businesses within The Crossings while also preparing for transitions that support the goals and objectives for land use as identified in Fountain Valley Crossings Specific Plan. • Work towards simplifying the boundaries of The Crossings area to make it a better understood destination area for consumers to shop.
• Rebrand The Crossings area specific to existing and desired commercial uses. • Work with brokers and developers to ascertain why the area has not developed and amend the Plan accordingly.

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS EconomicVitality
Create an inventory of existing businesses, as well as vacant and underutilized spaces, within the area to better evaluate the strengths of business mixes and potential for new business opportunities.

Near-Term
(ongoing)
City, businesses,
local property
owners/ managers
-Percent total known
businessesincluded in
inventory
The city should continue to communicate with the property owners in person annually (and their real estate
representatives) to understand their desire for potential for development and be aware of development opportunities that fit within the property owners and the city’s objectives.

Longer-term
(ongoing)
City, Local
businesses, local
property owners/
managers
-Percent of vacant spaces
-Total vacancy rate
Image, Identity & Placemaking
The Specific Plan defines the geographic boundaries; however, the city should consider clearly identifying commercial boundaries within the area to help market and identify existing and future business and development opportunities more
easily.

Short-Term City, local property
owners/ managers
-Completion of
commercial boundary
identification
The Crossing appears to not have a specific identity. The city should undertake the rebranding of the commercial sections of the area, based upon the existing and desired uses.

Longer-term
(ongoing)
City, local property
owners/managers,
existing businesses
located in The
Crossings
-Creation of branding for
the commercial areas of
The Crossings
Given the existing mix of home furnishing businesses, one niche option to consider is new short-term branding and marketing opportunitiesto designate this as a Design + Home Furnishings District in support of existing businesses in the Crossings that fall within those categories.

Longer-term
(ongoing)
City, existing design
and home
furnishings
businesseslocated
in The Crossings
-Percent of businesses
interested in
participating in a Design
+ Home Furnishings
District
The city should work with existing businesses to undertake a focused marketing campaign to market the businesses in the area to residents and outside the community consumers.

Longer-term
(ongoing)
City, businesses,
local property
owners/ managers
-Creation ofmarketing
campaign
-Percent businesses
participating in
marketing campaign
Amend the existing Crossings Specific Plan as appropriate. Longer-term City, Local businesses, local
property owners/
managers
N/A

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Focus Area 2: Shopping Centers
Includes shopping centers at Warner Ave. and I-405 (on or off Warner Ave., both west and east of the I-405); Brookhurst Ave. and Warner Ave (Along Brookhurst Ave. bounded by Warner Ave. to the north and Slater to the south; and Harbor and Lilac (south of Lilac Ave. and west of Harbor Blvd).

OBJECTIVES
• Develop and Maintain relationships with brokers and property managers. • Create and maintain a database of vacancies including square footage, pricing and development opportunities/constraints (parking/signage, etc.)
• Assist property owners in identifying needs to enhance and upgrade the aesthetic, appearance and facades/landscaping of the centers.

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS Economic Vitality
The city should verify the ownership and property managers for each of the centers and schedule one-on-one meetings with them.

Near-Term
(ongoing)
City, businesses,
local property
owners/property
managers
-Percent oftotal known
owners/managers
verified
-Number of meetings
with owners/managers
The city should Identify existing or pending vacancies with the centers.

Near-Term
(ongoing)
City, businesses,
local property
owners/property
managers
-Percent of known vacant
or underutilized spaces
identified
The city should Identify existing uses that may not be the highest and best use of the property or buildings. If there are uses that appear to be underutilized, work with the property owners to potentially redevelop those properties.

Short-term
(ongoing)
City, businesses,
local property
owners/property
managers
-Number of properties
identified
Image, Identity & Place making
Assist property owners in marketing the centers and specific businesses.

Longer-term
(ongoing)
City, businesses,
local property
owners/property
managers
-Increase in business
customer activity.

Participate in trade shows such as International Shopping Centers (ICSC) and the American Lodging Investment Summit (ALIS) Longer-term
(ongoing)
City, businesses,
local property
owners
-Filling vacant spaces
with new business
attraction
Work with the property owners on strategies to assist with aesthetic improvements to the centers. Consider programs to waive City fees or pay overtime.

Longer-term
(ongoing)
City, businesses,
local property
owners
-Investment in existing
properties

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Focus Area 3: Mile Square Park
Maximize the opportunities that this regional recreation and sports park draws people into the city. The park hosts many sporting events and tournaments, drawing significant people from outside of Fountain Valley.

OBJECTIVES
• Gain a better understanding of the various uses of the park to better understand the market it serves, where parkgoers come from, and how long they are generally in the area.
• Work with the organizers of events at the park to find ways to market hotels, retail and entertainment options in the city. • Understand how to best retain existing businesses surrounding and serving Mile Square Park and understand how these businesses maximize their exposure to park patrons.
• Enhance connectivity between Mile Square Park and adjoining shopping centers.

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS Economic Vitality
Work with hotels for package deals for people and event organizers who are staying in Fountain Valley for sporting events at Mile Square Park.

Short-term
(ongoing)
City, Hotels -Number of hotels
providing package deal
-Investment / deal
provided by hotels
-Number of Mile Square
Park users who use the
hotel package(s)
Analyze the restaurants that are within convenient driving distance from the park. Consider whether there are there any voids in types of restaurants that would cater to families.

Longer-term City, restaurants -Number of restaurant
voidsfilled (if voids exist)
Explore opportunitiesfor additional recreational amenities and concessions at City-owned property at Mile Square Park.

Longer-term City, park users -Investmentin new or
improved recreational
amenities or concessions
Image, Identity & Placemaking
Create hotel and restaurant guides for visitors and event organizers who come to Fountain Valley for sporting or other events held at Mile Square Park on the food and over-night stay options within the City limits. Create a few “templates” for one-day or multi-day visits to Fountain Valley geared towards families or other key users of the Mile Square Park.

Short-term City, Hotels,
Restaurants
-Number hotels and
restaurants willing to
participate in a guide
program
-Visitsto online hotel and
restaurant guide
Evaluate pedestrian and bicycle connectivity between Mile Square Park and major retail areas in Fountain Valley to determine opportunities for improvements, such as adding bike lanes or crosswalks, or making improvementsfor overall safety of pedestrians, bicyclists, and vehicular drivers.

Short-term City, Park users -Investment in improving
connectivity from park to
retail centers
Explore opportunities for additional recreational amenities and concessions at City-owned property at Mile Square Park.

Short-term City -Creation of additional
recreation amenities.

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Focus Area 4: Restaurants and Night-Life Activity
Fountain Valley is evolving into a Southeast Asian centric dining hub, particularly for the Vietnamese community, and entertainment center, and it has the potential to become a regional dining destination. Fountain Valley has an opportunity to build on the existing restaurant scene and create a focused cluster of restaurants for residents as well as people in the surrounding areas to choose for their dining experiences.

OBJECTIVES
• Recognize that Fountain Valley has an abundance of and variety of restaurants types. • Understand the needs of existing restaurants and how to best retain them in Fountain Valley. • Capitalize on the existing restaurants and food services in the city and draw new businesses and patrons to Fountain Valley and create a restaurant “cluster”.
• Capitalize and expand on cross culture dining and entertainment. • Attract unique, independently owned restaurateurs to expand into Fountain Valley

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS Economic Vitality
Consider a business attraction grant with a focus on restaurant attraction to help more independently owned restaurants expand into Fountain Valley.

Short-term City, businesses,
property
owners/managers,
restaurants
-Public investmentin
grant program
-Effectiveness of business
attraction grant
Identify and actively seek unique restaurateurs or developers willing to come to Valley and add value, as well as improve aesthetics of existing shopping centers or strip malls.

Longer-term City, property
owners/managers,
restaurants /
businesses
-Private investmentto
improve restaurant
facades
Consider a façade improvement grant program for existing restaurants.

Longer-term City -Restaurant participation.

Explore programs to provide City assistance for financing of restaurant specific improvements that may be shared such as grease interceptors.

Long-Term City, restaurants,
property owners.
-Restaurant and property
owner participation.

Image, Identity & Place
making
Establish Fountain Valley as an 18-hour City by enhancing efforts to attract nighttime entertainment and restaurant operators that appeal to the employee and restaurant populations.

Long-Term
(ongoing)
City, restaurants -Increased patronage of
restaurants.

Develop a brand and logo for Fountain Valley Restaurants, as well as a tagline for Fountain Valley restaurants as a
destination. Consider co-branding with Kei Concepts , the owner of several restaurants in Fountain Valley, and tie in existing themes of local Fountain Valley restaurants.

Near-term City, restaurants -Creation of brand and
logo
-Creation ofrestaurant
destination tagline
Build a restaurant and entertainment guide for visitors, Fountain Valley employees, and residents.

Short-term City, Park District,
Restaurants
-Numberrestaurants
willing to participate in a
guide program
-Visits/clicksto online
restaurant guide
Community Character &
Livability
Work with the Vietnamese owned restaurants to organize and market special events focused on attracting Vietnamese
population to Fountain Valley.

Short-term
(ongoing)
City,restaurants
and cafes
-Percent of participating
restaurants
-Number of events &
participation at events by
restaurants and
attendees
Explore the possibility of a Night Market such as La Puente and 626 Market.

Longer-term
(ongoing)
City, restaurants
and community. -Number of events &
participation at events by
restaurants and
attendees

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Focus Area 5: Medical and Health Care
There are a number of hospitals and medical facilities located in different areas of Fountain Valley, including large hospital facilities like Fountain Valley Regional Hospital, Fountain Valley Family Care Centers Medical Group, Inc., and Memorial Care Orange Coast Medical Center, as well as smaller urgent care facilities like Clineva Urgent Care and Hoag Medical Group. Fountain Valley can utilize the opportunities for the hospital and other medical care facilities in the city to provide a draw for other health care businesses in the city. Communities with big medical and healthcare focus can bring in sales tax producing medical adjacent businesses, like pharmacies, medical equipment and supplies sales, or health care uniforms.

OBJECTIVES
• Build relationships and partnerships with existing medical/healthcare facilities to understand the needs of the healthcare industry and how to retain existing medical and healthcare facilities in Fountain Valley. • Focus attraction efforts on medical/healthcare related businesses like pharmacies, medical equipment, uniforms and supplies that complement the existing facilities.

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS Economic Vitality
Work with local brokers and property owners to encourage the attraction of medical/healthcare related business.

Longer-term
(ongoing)
City, local brokers,
property
owners/managers,
medical and
-Relationships built with
brokers and property
owners/managers
Identify complimentary uses and specific businesses to attract into the City to support the health care industry.

Short-term
(ongoing)
City, local brokers,
property
owners/managers,
medical and
healthcare
businesses
-Number ofmeetings
held with task force
Identify spaces available to meet the needs of medical related complimentary uses.

Longer-term
(ongoing)
City, local brokers,
property
owners/managers,
medical and
- Percent of known
vacant or
underutilized spaces
identified
Image, Identity
& Placemaking
Create restaurant and hotel guide for employees and families of hospital patients.

Short-term City, local brokers,
property
owners/managers,
medical and
healthcare
businesses
-Healthcare and medical
facility buy-in
-Number of guides
distributed and
referenced atrestaurants
and hotels

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Focus Area 6: City Hall Engagement
This focus area is specific to City Hall staff engagement and internal processes improvement to foster economic vitality for Fountain Valley.

OBJECTIVES
• Develop a business-friendly ecosystem that supports business attraction, retention & expansion efforts to ensure a thriving and resilient local economy.
• Maintaining a thriving business community is a top priority for the city of Fountain Valley. • In an effort to achieve a business-friendly reputation, Economic Development is committed to developing an ecosystem that supports business attraction, growth and retention efforts while also diversifying the city’s portfolio of industries to ensure a healthy and resilient economy.

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS Economic Vitality
Develop a toolkit for businesses outlining various available programs and incentives.

Short-term
City Staff
-Creation of materials
-Regular review and
maintenance of online
materials Develop an informational/Investment packet for specific key industries (food/medical).

Longer-term
Conduct a targeted outreach program at various tradeshows and conferences that align with division initiatives and priorities.

Short-term
(ongoing)
-Tradeshow attendance
-Leads developed at
tradeshows
Actively participate in industry organizations and community engagement to cultivate relationships with tenants, brokers, property owners and other real estate decision makers.

City Staff,
local/regional
organizations,
local businesses,
property
owners/managers
-Attendance at related
meetings
Develop a strategic foreign direct investment plan to attract investment.

Longer-term
City Staff
-
Develop a Business Concierge Service wherein businesses receive one-on-one assistance to navigate through the city’s permitting, entitlement and development process.

Short-term
(ongoing)
-
Image, Identity & Place
making
Strengthen social media presence with active postings -Social media posting, following and engagement
Feature business successes, new openings, and
entrepreneurs.

City Staff, local
businesses
-Number of businesses
featured per quarter
Develop targeted short videos to help tell our story. Longer-term City Staff, local businesses
-Creation of short videos
-Regular review and
update videos (quarterly,
biannually, or yearly)

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Other Economic Development Activities

OVERALL OBJECTIVES
• Economic Vitality
• Image, Identity & Placemaking
• Community Character & Livability

ACTION ITEMS (TASKS, ACTIVITIES, OR POLICIES) TIMELINE PARTNERS SUCCESS METRICS Economic Vitality
Maintain economic development as a top priority. Near-term City -Accepting EDAP and prioritizing policies and
action items
Fountain Valley City Council, City staff and other business leaders and stakeholders must work together, along with understanding their respective roles in the economic
development process.

Short-term
(ongoing)
City, local
businesses,
property
owners/managers,
real estate
professionals
-Relationships built with
marketplace
stakeholders
-Percent of total FV
business buy-in to
promoting FV as a place
to live, work, dine, visit,
etc.

Form a ‘Team Fountain Valley’ comprised of key City staff to help support existing Fountain Valley businesses as well as quickly advance new development opportunities in Fountain Valley, including having an ombudsman or concierge program.

Near-term City -Defining roles for
development
ombudsman or concierge
program roles and
assigning staff
Continue to upgrade technology and utility infrastructure to help with economic development efforts.

Longer-term City -Investment in upgrading
technology and utility for
economic development
purposes
Ensure land use policies are appropriate for future
redevelopment or repositioning opportunities aimed at
producing the ‘highest and best uses’ over the long-term.

Longer-term City, local
businesses,
property
owners/managers,
real estate
professionals
-Number of amendments
to land use policies
aimed at enhancing FV +
effectiveness of those
amendments
Explore new technology possibilities for Fountain Valley’s planning servicesfunctions(and theirsupporting consultants) to electronically accept and process plan review submittals.

Longer-term City -Investmentin upgrading
technology for FV’s
planning services
-Improvementsin
efficiency due to
technology investment
Work with leading businesses and business stakeholdersin the community in the formulation of a new Shop Local marketing program to assist independently owned small businesses in Fountain Valley.

Near-term City, businesses
Image, Identity & Placemaking
Constantly seek quality development for Fountain Valley that creates a strong sense of place or placemaking through
consistent design standards, amenities, and effective public spaces.

Longer-term City, local
businesses,
property
owners/managers,
real estate
professionals
-Quality development
opportunities/leads
-Number of quality
developmentleadsthat
come to fruition
Tell the Fountain Valley story to better market business and/or development of opportunities in Fountain Valley.

Short-term City, local
businesses,
property
owners/managers,
real estate
professionals
-Creation of
story/branding for City’s
Economic Development
Develop an effective brand for marketing Fountain Valley as an outstanding place to live, work, visit, shop, dine and invest. As part of this effort, ensure that www.ExperienceFV.org is up to date.

Short-term City, local
businesses,
property
owners/managers,
real estate
professionals
-Creation of
story/branding for City’s
Economic Development
-Updates made to
ExperienceFV.org
Consider ways to capitalize on the fact that Fountain Valley is a gateway to leisure destinations Orange County, in particular Huntington Beach and Anaheim.

Longer-term City, local
businesses,
property
owners/managers,
real estate
professionals
-Creation of marketing
materials capitalizing on
FV as a gateway city to
leisure destinations

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May 2023 City of Fountain Valley – Economic Development Action Plan 1028 www.hdlcompanies.com • 714.879.5000
Creation of an Economic Development Tourism Advisory Group consisting of City Staff, as well as business and Chamber leaders.

Short-term
(ongoing)
City, leisure
industry and other
businesses,
Chamber
-Number of meetings
held with Advisory Group
-Follow through on
recommended Action
Items from the Group.

Community Character & Livability
Conduct a survey of the small business community on
identifying barriersto business growth, along with soliciting ways to enhance the business climate in Fountain Valley.

Short-term City, local
businesses
-Numbertotalresponses
to survey
Diversify the business mix in Fountain Valley and work with brokers and developersto fill vacancies with the “right” types of businesses.

Longer-term City, local
businesses,
property
owners/managers,
real estate
professionals
-Number of new, diverse
businessesfilling
vacancies in Fountain
Valley
Explore ways to create successful special events such as Restaurant Week, to capitalize on the abundance and diversity of restaurants in the community.

Short-term City, local
businesses,
property
owners/managers
-Creation ofrestaurant
week
-Participation numbers
for restaurants and
attendees
-Number of events
Consider new and innovative ways to attract vehicular traffic off the I-405 and into the community (targeted ads, electronic billboards, etc.). Build on previous marketing attempts by incorporating the rebranding or new branding efforts for the major shopping centers, restaurants and night-life, and Mile Square Park.

Longer-term City, local
businesses,
property
owners/managers
-Investment in marketing
-Effectiveness of
marketing efforts
Create a business visitation program for Fountain Valley, where key city staff visit businesses monthly to engage in fact finding about needs and wants of local businesses.

Short-term City, local
businesses
-Number businesses
visited per quarter

Page 123 ends

Fountain Valley City CouncilNovember 7, 2023

Fountain Valley City Council
November 7, 2023