Fountain Valley City Council
September 15, 2026

Agenda
City Council / Successor Agency to
the Fountain Valley Agency for
Community Development / Fountain
Valley Housing Authority
Study Session 3:30 PM
Regular Meeting 6:00 PM
Tuesday, September 15, 2026
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 City Council or other 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 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 only be allowed into the Zoom meeting if they request to make a public comment. In order to make a public comment, you will indicate through the chat feature which item you would like to speak on, and 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 un-mute and make your comment.
• All public comments are allowed up to 3 minutes to speak.

Rick Miller is inviting you to a scheduled Zoom meeting.

Topic: City Council Meeting
Time: Sep 15, 2026 03:30 PM Pacific Time (US and Canada) Join Zoom Meeting
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Passcode: 234305
YouTube Information
The City Council meeting is streamed live via YouTube, you can access the live City Council meeting by clicking on this link to access the broadcast on Youtube:
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STUDY SESSION
• Police Department Assessment - Introduction by Police Chief Craig Heredia PAGE 7
• Sister City Advisory Delegation Trip — Presentation by Scott Smith, Public Works Director PAGE 77
• Presentation on Political Sign Regulations and Campaigning on City Property - Presentation by Rick Miller, City Clerk and Colin Burns, Attorney for the City PAGE 78
Call to Order

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.

OPEN SESSION
Call to Order
Invocation - Pastor Brent Wagner
Salute to the Flag - Council Member Glenn Grandis
City Council / Successor Agency / Housing Authority Roll Call Council Members: Bui, Constantine, Grandis, Vice Mayor / Vice Chair Harper, Mayor/Chair Cunneen
Announcement of Supplemental Communications
City Manager / Mayor Update
Council Member Items for Future Consideration
Presentations
• Hunger Action Month Proclamation - Presentation by Mayor Cunneen First 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 will be approved simultaneously with one motion unless separate action and/or discussion is requested.

1. Receive and File the Draft Minutes of the September 1, 2026 Regular City Council Meeting PAGE 79
Receive and File the Draft Minutes of the September 1, 2026 Regular City Council meeting

2. Receive and File the City of Fountain Valley Six- Month Strategic Objectives Update for May – October 2026 PAGE 86
Staff recommends that the City Council Receive and File the six-month strategic objectives matrix for May – October 2026.

3. Adopt a resolution of the Fountain Valley Successor Agency directing notification to the Oversight Board regarding the disposition of assets in connection with the Successor Agency’s dissolution, directing dissolution upon the Oversight Board’s adoption of the final resolution, and taking related actions PAGE 95
That the Successor Agency to the Fountain Valley Agency for Community Development adopt Resolution No. 32 to direct notification to the Oversight Board regarding the disposition of assets in connection with the Successor Agency’s dissolution and direct dissolution of the Successor Agency upon the Oversight Board’s adoption of the final resolution.

4. Approve the Register of Demands for the period of 8/20/2026 to 9/2/2026 for a total of $5,206,521.04 PAGE 103
Staff recommends Alternative No. 1 to approve the attached Register of Demands representing payments made by the City of Fountain Valley between 8/20/2026 and 9/2/2026 for a total of $5,206,521.04.

5. Second Reading and Adoption of an Ordinance Revising Fountain Valley Municipal Code Chapters 2.36 and 2.38, and Adoption of a Resolution Repealing Resolution No. 9900 PAGE 118
Approve the Second Reading and Adopt the Ordinance Revising Fountain Valley Municipal Code Chapters 2.36 and 2.38, and Adopt a Resolution Repealing Resolution No. 9900

6. Adopt a Resolution amending Resolution No. 9996 effecting certain changes to the City’s Master Salary Schedule in conformance with Title 2 of the California Code of Regulations Section 570.5 and the California Public Employees’ Retirement System PAGE 140
Recommended Action: Adopt the Resolution amending Resolution No. 9996 effecting certain changes to the City’s Master Salary Schedule in conformance with Title 2 of the California Code of Regulations Section 570.5 and the California Public Employees’ Retirement System

Public Hearings
Each person will have up to 3 minutes to speak on each Public Hearing.

7. Public Hearing – FY 2025-26 Community Development Block Grant Consolidated Annual Performance and Evaluation Report - Presentation by Ashlyn Newman, Neighborhood Improvement Manager PAGE 156 Approval of Alternative No. 1 — Conduct a public hearing to consider the City of Fountain Valley FY 2025-26 CAPER and authorize staff to submit the final CAPER to HUD for approval by the September 30, 2026, deadline.

Administrative Items

8. Project No. 26020 - Fire Station 1 & 2 Improvements for the Ambulance Program PAGE

1. Accept the bids and award a construction contract to A2Z Construct Inc. for Project No. 26020 - Fire Station 1 & 2 Improvements for the Ambulance Program, in the amount not-to-exceed $165,000.

2. Approve a FY2026/2027 Budget Amendment in the amount of $116,450 for Project No. 26020 - Fire Station 1 & 2 Improvements for the Ambulance Program.

3. Approve the Director of Public Works to have a one-time 15% Change Order authority for this Project. – Presentation by: Jessenia Penaloza, Assistant Engineer PAGE 209
Staff is recommending that the City Council:

1. Accept the bids and award a construction contract to A2Z Construct Inc. for Project No. 26020 - Fire Station 1 & 2 Improvements for the Ambulance Program, in the amount not-to-exceed $165,000.

2. Approve a FY2026/2027 Budget Amendment in the amount of $116,450 for Project No. 26020 -Fire Station 1 & 2 Improvements for the Ambulance Program.

3. Approve the Director of Public Works to have a one-time 15% Change Order authority for this Project.

Appointments

9. Appointments to the Cultural, Arts, Recreation, Sports and Seniors Advisory Committee PAGE 241

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.

General Comments
Adjourn
The next Regular Meeting of the Fountain Valley City Council is October 6, 2026 at 6:00 PM., in the Fountain Valley Council Chambers, 10200 Slater Avenue, Fountain Valley.

City of Fountain Valley
Memorandum
TO: Honorable Mayor and Members of City Council
FROM: Craig Heredia, Chief of Police
Robin Harnish, Acting Finance Director
DATE: September 9, 2026
SUBJECT: Fountain Valley Police Department – 2026 Organizational Assessment ______________________________________________________________________________

EXECUTIVE SUMMARY
• On January 5, 2026, Council approved and entered into a contract for professional services with Baker Tilly in the amount of $75,258 to conduct a comprehensive organizational assessment of the Police Department.
• The purpose and scope of the assessment included Organizational Leadership, Administration and Staffing, Patrol Services, Data and Technical Equipment, Recruitment and Retention, Dispatch Structure and Protocol, Schedule and Beat Design, Community Engagement, Technology Evaluation, and Organizational Culture. • The assessment process included meetings with key City and Police Department leaders, an introduction of respective teams, a review of documents and data, interviews with department employees of various ranks and assignments, and a review of department priorities and challenges. Focus groups were conducted with employees at all levels.

Ideas and suggestions were solicited via an employee survey to obtain broad level input.

The assessment process also included the observation of field operations, briefings, and training sessions, along with a detailed analysis of the data. • The details of the assessment were included in a comprehensive report that was presented to PD leadership for review prior to being finalized. The final report was followed by a recommended implementation plan covering a suggested timeline for the identified improvements to be made.
• Baker Tilly offered to have Team Leader, retired Police Chief John Burks of the Brea Police Department, prepare a presentation for Council to explain the organizational assessment process, along with the study’s findings and recommendations. It was determined that a presentation via digital platform would be the preferred option as an in-person presentation would include additional expenses, in excess of the $2,650 cost, for travel and accommodation nearly doubling the overall cost.

DISCUSSION
The findings of the assessment were listed in five categories or Themes: Staffing, Operations, Facilities, Organization, and Other.
• Under the Theme of Staffing, recommendations were made to reinstate a fourth Lieutenant position to accommodate administrative demands, reinstate the Court Liaison position for critical communications with the Orange County District Attorney’s Office, increase and adjust scheduling regarding the number of dispatchers to reduce solo dispatching, add one additional property clerk to accommodate the sheer volume of property and evidence management, add one additional School Resource Officer to serve the high number of schools in the community, re-assign the three vacant Special Investigation Detectives when patrol staffing is sufficient, re-assign an investigator to the vacant regional task force when patrol staffing is sufficient, re-assign vacant traffic officer positions when staffing levels are sufficient, create an additional sworn supervisor position to re-instate a cover shift to alleviate gaps in peak overlapping patrol shifts, add an additional detective assignment to accommodate the caseload of investigations, create a non-sworn digital forensic investigator to keep up with digital evidence demands, and increase the minimum number of patrol officer staffing from five to seven to accommodate the services required to police the community.
• Under the Theme of Operations, recommendations were made to standardize the Case Management System, dedicate the Community Resource Officers to their detail by removing them from patrol, more distinctly define Corporal responsibilities, adopt an incar camera system, establish a review of program redundancies for oversite, increase staffing levels to reduce response time to calls for service, create a fourth patrol zone for better service, reinforce the importance of data entry in Computer-Aided Dispatch (CAD) systems, and utilize crime analysis to identify patterns of criminal activity. • Under the Theme of Facilities, recommendations were made to increase parking facilities by purchasing the adjacent lot to the PD, replacing equipment lockers in the garage, enhancing storage areas for better safekeeping and security, installing climate control to the annex storage building, constructing a dedicated investigative interview room, and upgrading the weapon lockers in the jail.
• Under the Theme of Organization, recommendations were made to establish a more unified and intentional organizational culture through structured communication, clear roles and accountability, leadership development, team-building, and defined mission, vision, and values.
• Under the Theme of Other, recommendations were made to designate experienced inhouse trainings for each job function, acquire a dedicated IT expert for 24/7 direct service for public safety, enhance the Citizens Academy to improve public awareness, establish a more structured PD budget with clear procedures.

Organizational needs of the department are already being considered and implemented considering current capabilities. It is the intention of PD leadership to seek implementation of the Baker Tilly recommendations into the City’s overall Strategic Plan, as timing and budgets allow.

Staffing, specifically the recruitment and retention of quality employees, continues to be a challenge despite significant internal and collective efforts made by both PD and HR leadership.

Staff is seeking City Council feedback on the recommendations to bolster staffing based on need and priority to increase efficiencies and enhance public-safety capabilities. Of note, the number of authorized sworn personnel has been 64 for decades and there has been little to no adjustment for population growth, increased calls for service, or demands of the job, including the advent of new technologies. The recommendations by Baker Tilly include reinstating and/or creating key positions within the Police Department to meet the community’s current and future needs.

In conclusion, the 2026 Organizational Assessment of the Fountain Valley Police Department is complete and there are many pertinent topics worthy of further discussion and consideration.

Baker Tilly has recommended, in order of priority, the timely reinstatement and/or creation of five positions that have been deemed critical to public safety and organizational success. The five recommended positions include the following: (1) Lieutenant, (2) Dispatchers, and (2) Community Services Officers.

The findings and rationale associated with Baker Tilly’s identified recommendations are contained within the final 2026 Organizational Assessment report. Lastly, the following points of rationale are being provided for discussion purposes and Council consideration.

Rationale for (1) Lieutenant: Baker Tilly has recommended reinstating the department’s staffing authority to four total Lieutenants. The department has been operating with three Lieutenants following the elimination of the fourth Lieutenant position during the 2010/2011 budget cycle. The executive duties of the Administrative Lieutenant, the position that no longer exists, were subsequently dispersed to the remaining Lieutenants and Sergeants.

Rationale for (2) Dispatchers: The addition of two Dispatchers was also recommended to reduce solo dispatching and the associated issues that were identified in the final report.

Rationale for (1) Community Services Officer: The reinstatement of one Community Services Officer position was recommended for Court Liaison duties. There was staffing authority for the Court Liaison position in years past; however, the position was eliminated under a previous administration, and all related responsibilities were passed on to other employees.

Rationale for (1) Community Services Officer: The addition of one Community Services Officer was recommended to have two full-time Property and Evidence Technicians. The volume of work has increased over the course of time, and the number of items being held as evidence and/or stored for safekeeping has increased. Although a retired annuitant is currently assisting with property and evidence duties on a part-time basis, it has been determined that the addition of a second full-time employee is needed to better align staffing capacity and functions.

FISCAL REVIEW
The total annualized cost for the five (5) positions is $844,250. However, due to recruitment timelines, staff anticipates filling these roles during the second half of FY 2026/27. As a result, the required funding for the current fiscal year is reduced to $422,125, and would be covered by accumulated salary savings.

Position Amount
Police Lieutenant (1) $351,704.00
Dispatchers (1) $131,121.00
Dispatchers (1) $131,121.00
Community Services Officer (1) $115,152.00
Community Services Officer (1) $115,152.00
FY 2026/27 Annualized Cost $844,250.00
As a result of these positions, the staff projects a short-term increase to personnel costs of $886,464 in FY 2027/28 and $930,787 in FY 2028/29. In FY 2037/38, when Measure HH sunsets, personnel costs will reflect an increase of $1,145,093 and the projected $394,000 operating surplus becomes a $750,000 deficit.

Fountain Valley Police Department
2026 ORGANIZATIONAL ASSESSMENT
August 31, 2026
Baker Tilly Advisory Group, LP

Fountain Valley Police Department – 2026 Organizational Assessment Table of contents
I. Executive Summary ................................................................................... 1 A. Background, Scope, and Methodology ................................................................. 1 B. Summary of Observations and Recommendations ............................................. 1 II. Introduction ................................................................................................ 7 A. Background and Scope .......................................................................................... 7 B. Project Methodology ............................................................................................... 7 C. Commendations ...................................................................................................... 8 III. Observations and Recommendations ...................................................... 9 A. Theme 1: Staffing .................................................................................................... 9 B. Theme 2: Operations ............................................................................................. 22 C. Theme 3: Facilities ................................................................................................ 31 D. Theme 4: Organizational ....................................................................................... 34 E. Theme 5: Other ...................................................................................................... 35 Appendix A: Employee Survey ........................................................................ 39 A. Executive Summary .............................................................................................. 39 B. Survey Design ....................................................................................................... 39 C. Survey Results ...................................................................................................... 39 D. Conclusion ............................................................................................................. 45 Appendix B: Traffic Collisions and Enforcement .......................................... 46 Appendix C: Unallocated Time Analysis ........................................................ 51 Appendix D: Workload Base ............................................................................ 61 Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms.

Fountain Valley Police Department – 2026 Organizational Assessment | 1 I. Executive Summary
A. Background, Scope, and Methodology
The Fountain Valley Police Department (“FVPD” or the “Department”) is located within Orange County and has approximately 56,560 residents across 9.75 square miles of land. FVPD currently employs 83 full-time equivalent (FTE) employees, of whom 52 are sworn personnel and 31 are professional. FVPD engaged Baker Tilly Advisory Group, LP (“Baker Tilly”) to conduct an organizational assessment. This project was intended to evaluate the Department’s operations, functional alignment, and structure within FVPD to identify opportunities to improve efficiency and effectiveness.

This assessment was conducted between January and June 2026 and carried out across four phases:
1 Project Planning involved collaborating with FVPD leadership to determine who to interview, which documents to review, and key deliverable dates. Project planning also addressed how project updates would be communicated and how results would be shared.
2 Fact-Finding activities included reviewing provided documentation, interviewing staff, and analyzing crime data. The goal of this phase was to gain an understanding of the current operating environment, including challenges and opportunities for improvement.
3 Analysis was based on input gained during the fact-finding phase. We evaluated the importance, impact, and scope of our observations to develop recommendations pertaining to operations, staffing, and structure. The analysis was informed by industry research, data analysis, and input from FVPD staff, City leaders, and community members.
4 Reporting began with the preparation of initial observations to verify facts. Initial observations were reviewed with FVPD leadership, and feedback was incorporated into a draft report. An organizational structure work session was then held with FVPD leadership to gather feedback on structural and staffing recommendations for the draft report.

B. Summary of Observations and Recommendations
Our observations and recommendations are grouped into five themes and summarized in the table below.

Detailed observations and recommendations are in Section III.

Fountain Valley Police Department – 2026 Organizational Assessment | 2

OBSERVATIONS AND RECOMMENDATIONS
Theme 1: Staffing
1 Observation The volume of item bookings, storage management and evidence destruction exceeds Property and Evidence staffing capacity, requiring a temporary parttime Technician to take on duties and the Crime Scene Investigator to perform duties outside their assigned scope.

Recommendation Add a second full-time Property and Evidence Technician to better align staffing capacity and functions.
2 Observation FVPD’s School Resource Officer (SRO) has limited capacity to meaningfully engage at all school district sites.

Recommendation Add one SRO position and explore cost-sharing agreements with the other school districts to enhance school safety and increase positive engagement. 3 Observation There is no single manager responsible for oversight of the critical administrative functions that are essential to the success of FVPD.

Recommendation Add one Lieutenant dedicated to administrative functions, ensuring professional standards are met, and oversight is consistent. 4 Observation Allocated Investigator positions under the Special Investigations Unit (SIU) remain vacant, significantly limiting the Department’s ability to conduct specialized investigations.

Recommendation When staffing levels permit, fill the three SIU vacancies to meet the Department’s staffing capacity and support operations.
5 Observation FVPD lacks sufficient staffing resources to participate in cross-jurisdictional regional task force operations.

Recommendation When staffing levels permit, evaluate existing regional task force operations to determine whether to assign an existing Police Officer position or add a position for such an assignment.
6 Observation Dispatch staffing and scheduling result in extended periods during which a single Dispatcher handles all 9-1-1 calls and radio traffic, creating operational risk.

Recommendation Adjust dispatch staffing levels and schedules to reduce solo-Dispatcher coverage.
7 Observation Eliminating the Court Liaison position has shifted court-related responsibilities to staff without appropriate functional scope or expertise, creating communication gaps and operational issues.

Recommendation Reinstate the Court Liaison position to properly align duties with role expectations, reduce errors, and meet critical operational and court needs. 8 Observation Traffic Unit staffing and scheduling do not align with peak collision and enforcement hours, limiting the unit’s ability to effectively address consistent collision volumes and declining traffic enforcement activity.

Recommendation When staffing levels permit, add two Traffic Officer positions and implement scheduling adjustments to ensure consistent coverage during peak hours.

Fountain Valley Police Department – 2026 Organizational Assessment | 3

OBSERVATIONS AND RECOMMENDATIONS
9 Observation DUI enforcement has declined largely due to patrol staffing shortages and limited capacity for grant-funded operations.

Recommendation When staffing levels permit, dedicate resources and leverage grant funding for proactive DUI enforcement activities.
10 Observation Patrol Division supervision, staffing and scheduling result in extended periods with one supervisor on duty, limiting effective oversight during peak activity.

Recommendation Add an additional supervisory position to the Patrol Division to cover periods of peak activity.
11 Observation Detectives tasked with investigating crimes against persons, including sex crimes, carry a heavy combined caseload that strains investigative capacity.

Recommendation Add one Detective position focused on crimes against persons to improve workload balance and investigative effectiveness.
12 Observation The increasing volume and complexity of digital evidence and discovery requests place a significant workload on staff and increase the risk of errors.

Recommendation Add one non-sworn position responsible for digital evidence management to reduce workload strain, ensure consistency, and support compliance. 13 Observation The current workload for Patrol Officers is extremely heavy, leaving little time for preventive patrol during most hours of the day.

Recommendation Add Police Officer positions to the patrol division to ensure the Department has a minimum of seven Patrol Officers each 24-hour day.

Theme 2: Operations
14 Observation Investigative Case Management is not being used consistently or as intended, limiting visibility into Detective workload and performance.

Recommendation Standardize and enforce consistent use of the RMS Case Management module through system configuration updates, clear expectations, training, and routine audits to improve workload tracking, efficiency, and management oversight.
15 Observation Community Resource Officers (CRO) are frequently used to meet patrol staffing needs and are supervised by a Sergeant within a different unit.

Recommendation CRO should be removed completely from Patrol shift coverage responsibilities to allow greater freedom and flexibility to meet their mission and facilitate problem solving. Shift supervisory responsibility of CROs to an ancillary duty for a current Patrol Sergeant or Lieutenant. 16 Observation The Corporal position lacks a specific, designated role in the field training process or as a lead in specialized units.

Recommendation Define specific responsibilities of the Corporal position to clarify functional authority, support career development pathways, and improve operational effectiveness.
17 Observation The Department does not utilize in-car camera technology.

Recommendation Explore available in-car camera system options and proceed with purchase and implementation to enhance transparency and mitigate civil liability risk.

Fountain Valley Police Department – 2026 Organizational Assessment | 4

OBSERVATIONS AND RECOMMENDATIONS
18 Observation The Department relies on single points of oversight for several critical programs, technologies, and systems. For example, the critical patrol scheduling software is managed by a Lieutenant, with no other staff trained in such oversight duties.

Recommendation Conduct a comprehensive review of programs and systems requiring oversight to establish redundancy and ensure continuity of operations. 19 Observation Average emergency response times exceed seven minutes.

Recommendation Increasing staffing levels and redeploying zones may shorten response times, but efforts to reduce pre-dispatch times, especially during briefing hours, may also shorten them.
20 Observation The three-zone patrol deployment results in unequal workload distribution, with Zone 2 consistently experiencing a higher volume of Officer time spent on incidents.

Recommendation Re-deploy to a four-zone plan, with a single Officer assigned to each zone, resulting in improved redundancy, enhanced response time, and clarified expectations.
21 Observation While CAD data is mostly complete, data inconsistencies indicate there is an opportunity for improvement.

Recommendation Reinforce the importance of consistent CAD data entry among all personnel and conduct periodic audits to monitor improvements.
22 Observation While property crime has decreased significantly in recent years, violent crime has increased. Clearance rate for rape crimes is very low.

Recommendation Utilize crime analysis to determine any patterns in violent crime and seek problem-solving strategies that may be available. Audit rape cases to determine the accuracy of clearance rates and to identify areas for improvement in rape investigations.

Theme 3: Facilities
23 Observation Due to limited space, some on-duty employees must park in a commercial parking lot adjacent to the police facility.

Recommendation Explore options for personal vehicle parking, including purchasing the adjacent lot or leasing a portion of it for secure, long-term parking. 24 Observation The equipment lockers in the parking garage are in disrepair.

Recommendation Modernize equipment lockers to enhance the effectiveness of the locker area in securing and protecting equipment.

Fountain Valley Police Department – 2026 Organizational Assessment | 5

OBSERVATIONS AND RECOMMENDATIONS
25 Observation Property storage areas are exposed to the weather and are not located in a secure, adequately protected environment.

Recommendation Modify the safekeeping property storage area with secure, limited access fencing or other barriers, and provide the property with complete protection from weather elements.
26 Observation The annex property and evidence storage facility provides valuable additional space but is not climate controlled.

Recommendation Install a climate-controlled HVAC system with remote monitoring capability to expand the functionality of the annex storage area and ensure proper preservation of stored evidence.
27 Observation The Department lacks a dedicated, appropriately designed interview room and instead relies on a conference/break room that is not optimized for private or sensitive investigative interviews.

Recommendation Construct a dedicated Detective interview room, with an adjacent monitoring and recording space if feasible, to improve privacy and functionality of investigative interviews.
28 Observation While the temporary jail holding facility functions adequately, aging weapon lockers and worn finishes detract from Officer safety and the professionalism of the work environment.

Recommendation Upgrade jail weapon lockers to modern security standards and refurbish the holding facility through painting and targeted repairs to enhance safety, functionality, and professional appearance.

Theme 4: Organizational
29 Observation The Department lacks alignment in communication, leadership clarity, and cultural identity, contributing to siloed operations, limited employee recognition, and weakened trust and cohesion across ranks.

Recommendation Establish a more unified and intentional organizational culture through structured communication, clear roles and accountability, leadership development, team-building, and defined mission, vision, and values.

Theme 5: Other
30 Observation Constraints on staffing and operations have limited the Department’s ability to provide consistent and effective training across all staff levels.

Recommendation Designate experienced in-house personnel as trainers within each division and job function to ensure consistent practices.
31 Observation Persistent, Department-wide concerns regarding IT resources and support impact operational reliability and staff morale.

Recommendation Assign dedicated IT personnel to FVPD to provide direct, informed support to meet the needs of a 24/7 public safety organization.

Fountain Valley Police Department – 2026 Organizational Assessment | 6

OBSERVATIONS AND RECOMMENDATIONS
32 Observation Citizens’ understanding of FVPD service offerings is limited, as the Department lacks a proactive and visible approach.

Recommendation Enhance the Citizens’ Academy and expand residential informational program offerings to strengthen civic partnerships and improve public awareness of FVPD services.
33 Observation The Department currently lacks a standardized and formalized budget management process, including clear procedures for budget development, funding requests, expenditure tracking, and ongoing financial reporting.

Recommendation Establish a formal, structured budget process supported by clear financial policies and procedures.

Fountain Valley Police Department – 2026 Organizational Assessment | 7 II. Introduction
A. Background and Scope
The City of Fountain Valley, CA engaged Baker Tilly Advisory Group LP (Baker Tilly) to conduct an organizational assessment to perform a comprehensive evaluation of the Fountain Valley Police Department. The purpose of this project is to provide an in-depth, data-driven review of the Department’s structure, staffing, workload, technology, and operations. FVPD is organized into two divisions: the Patrol Division and the Support Services Division. Both Divisions share the responsibility for the prevention, detection, and investigation of crimes. The assessment aims to identify strengths and opportunities for improvement, ensuring the Department is optimally positioned to serve and protect the community now and in the future.

B. Project Methodology
Baker Tilly executed this engagement using a structured, four-phase approach designed to build a clear understanding of current conditions, solicit broad and meaningful input, apply objective analytical methods, and deliver practical, implementable recommendations.

The project began with a formal start-up and planning phase, including a kickoff meeting with City and Police Department leadership to align objectives, confirm scope and schedule, and establish clear communication protocols. This phase also included the early collection and review of operational, financial, staffing, workload, and policy data to establish a baseline understanding of the Police Department’s existing environment and service delivery model.

The information-gathering phase emphasized both quantitative data and qualitative input to ensure a well-rounded assessment. Baker Tilly reviewed Departmental documents and performance data, conducted confidential interviews with City and Police leadership, facilitated focus groups to hear from personnel across ranks and functional areas, and administered a Department-wide employee survey to capture perspectives from all staff.

Specifically, Baker Tilly conducted a series of one-on-one interviews and focus groups with the leadership and staff from across the Department and City. Overall, we held 29 interviews and two focus groups, speaking with 38 employees. To prepare for the interviews, Baker Tilly reviewed documents including annual budgets, internal policies, training programs, organizational charts, job descriptions, and strategic plans. Interview topics included operational strengths and challenges, quality of service delivery, processes and procedures, training, technology, monitoring, and workforce development practices.

To further strengthen contextual understanding, the project team conducted operational observations, enabling experienced former Police Chiefs on the team to observe firsthand key aspects of daily operations.

Together, these efforts ensured that the assessment reflected both organizational data and frontline experience.

Using the information collected, Baker Tilly conducted a comprehensive analysis of the Police Department’s workload, staffing, organizational structure, patrol deployment, and operational practices. The analysis evaluated staffing needs by function, assessed organizational design and spans of control, examined opportunities for civilianization or position reclassification, reviewed patrol zones and resource deployment, and assessed the use of technology, partnerships, and shared services. Throughout this phase, the analysis was informed by recognized law enforcement best practices and industry standards, including accreditation and professional guidance, while remaining grounded in the City’s operational realities.

The engagement concluded with the development of a detailed report presenting Baker Tilly’s observations and recommendations. A draft report was first provided to City and Police Department leadership to validate

Fountain Valley Police Department – 2026 Organizational Assessment | 8 factual accuracy and ensure the proposed recommendations were practical and actionable. Following feedback, a final report was issued that clearly outlines improvement opportunities and strategic options to enhance efficiency, align resources with service demands, and support informed decision making by City leadership. This approach ensured the final deliverable was both analytically rigorous and grounded in real-world implementation considerations.

C. Commendations
We would like to extend our gratitude to FVPD leadership and staff for their active engagement and valuable participation during this assessment. Input from sworn and professional staff, leadership, and community stakeholders reflected a high level of openness, professionalism, and commitment to continuous improvement. The success of this work has been underpinned by several commendable traits, including:

Dedication and Service Orientation: Individuals at FVPD generously offered their time, resources, and insights to create a comprehensive pool of knowledge that informed this assessment. FVPD staff were highly engaged in this effort, and their commitment to the community and the betterment of the Department was evident.

Organizational Pride: Staff consistently expressed pride in the Department, loyalty to the City, and a strong commitment to public service. This pride is reflected not only in interpersonal behaviors and community engagement, but also in the care taken with facilities, equipment, and operational practices. Observations noted that the property and evidence storage areas were highly organized, free of clutter, and maintained with evidence stored safely and properly – reinforcing a culture of professionalism, accountability, and attention to detail.

Community Connection and Public Trust: FVPD benefits from strong community support and pride in public safety, which staff noted is relatively rare and deeply valued. Officers and personnel are visible, engaged, and present in community activities, strengthening relationships and reinforcing trust. Survey data further support this strength, with 96% (43 responses out of 45) of respondents agreeing that the City and public support the Police Department, and 84% (38 responses out of 45) noting that information shared with the public meets community needs.

Innovation, Adaptability, and Resourcefulness: Staff within FVPD demonstrate creativity and adaptability in addressing operational demands and evolving community needs. The Department is regarded for its ability to “do more with less,” leverage technology, modernize programs (including drones, social media, and peer support), and problem-solve with innovative approaches.

Collaboration and Empowerment: The Department demonstrates high levels of employee engagement and empowerment, with 89% (40 responses out of 45) of staff reporting feeling empowered, and having a clear understanding of job responsibilities and expectations. Strong teamwork is evident within divisions, shifts, and functional units. The Department’s size, centralized facility, and approachable leadership structure help foster effective communication, ease of collaboration, and a sense of shared purpose.

Fountain Valley Police Department – 2026 Organizational Assessment | 9 III. Observations and Recommendations
A. Theme 1: Staffing
The staffing recommendations reflect identified areas of Department operations that can be improved or made more efficient based on data analysis, input from Department staff, and observations by Baker Tilly.

Based on institutional recollection of veteran Department leaders, the total sworn Officer staffing of FVPD has remained basically unchanged since at least the late 1990s, with small fluctuations between 62 and 64 Officers. The current number of 64 sworn staff has been flat for many years.

Some recommendations call for increased staffing, while others suggest filling existing vacancies as soon as staffing allows. Table 1 below captures all full-time equivalent staffing (FTE) additions resulting from our analysis.

Table 1. Summary of Staffing Recommendations
Division Staffing Recommendation Full-Time Equivalent
Sworn
Detective +1.0
Lieutenant – Administration +1.0
Lieutenant or Sergeant – Patrol +2.0
School Resource Officer +1.0
Professional
Court Liaison +1.0
Digital Evidence Technician +1.0
Dispatcher +2.0
Property and Evidence Technician +1.0
Total +10.0
Recommended growth in Patrol staffing is based primarily on a thorough workload analysis utilizing all available data from FVPD’s CAD system. That analysis demonstrated a heavy current workload that is not being met effectively or efficiently. Despite identified limitations in available case management data, it appears that an additional Detective is needed to investigate crimes against persons. A need for additional oversight and supervision was identified in both Patrol and Administration to address workload and the management of Department operations. The large number of schools and students in Fountain Valley creates a need for an additional School Resource Officer, potentially through a cost-sharing arrangement with one or more school districts.

Additional positions among professional staff are also recommended. The responsibilities and workload in Property and Evidence call for a second full-time position. The return of a Court Liaison, a position previously filled at FVPD, is necessary to coordinate growing responsibilities related to court proceedings.

The significant increase in digital evidence over the past several years has impacted workloads among multiple positions in the Department. The addition of a new position for digital evidence processing will eliminate those impacts. It is recommended that staffing levels in Dispatch be increased to address scheduling gaps that leave a solo Dispatcher for several hours each day.

Current vacancies in Traffic and the Special Investigations Unit (SIU) are recommended to be filled when staffing levels allow. In Traffic, filling two motorcycle Officer vacancies will provide necessary coverage during peak traffic periods, including those with higher collision rates. With the current vacancies in the SIU, it is difficult to provide meaningful investigation of crimes such as narcotics trafficking, gangs, vice, or largescale fraud. Such investigations often require cross-jurisdictional coordination, which is difficult at best when there are no investigators in that unit.

Fountain Valley Police Department – 2026 Organizational Assessment | 10

PROPERTY AND EVIDENCE
1 Observation The volume of item bookings, storage management, and evidence destruction exceeds current Property and Evidence staffing capacity, requiring a temporary part-time Technician to take on duties and the Crime Scene Investigator to perform duties outside their assigned scope.

Recommendation Add a second full-time Property and Evidence Technician to better align staffing capacity and functions.

The Department is currently allocating one full-time Technician and one part-time temporary employee assigned to the Property and Evidence Unit. This unit is responsible for the intake, processing, storage, and disposition of all non-digital evidence and property collected by Department members. The number of individual items brought in and booked is in the thousands each year.

Year Total Items Unique Cases Avg Items/Case YoY Change 2018 7,925 2,855 2.75 –
2019 8,433 2,961 2.83 +6.4%
2020 7,174 2,785 2.53 -14.9%
2021 5,736 2,256 2.49 -20.0%
2022 7,273 2,840 2.54 +26.8%
2023 6,640 2,778 2.38 -8.7%
2024 6,833 2,987 2.28 +2.9%
2025 7,150 2,936 2.43 +4.6%
Property and Evidence intake and storage are a crucial part of the criminal process and carry much liability for the City and the Department. Mismanaged evidence can result in failed prosecutions, civil liability, a hazardous working environment, and a poor public perception of the Police Department. Consequently, 7,925
8,433
7,174
5,736
7,273
6,640 6,833 7,150
0 1000
2000
3000
4000
5000
6000
7000
8000
9000
2018 2019 2020 2021 2022 2023 2024 2025
Number of Property Items
Year
Property Items by Year (2018 - 2025)

Fountain Valley Police Department – 2026 Organizational Assessment | 11 attention must be given to best practices. This includes not only carefully tracked intake and storage, but also the continual destruction of items under statutory guidelines or court order.

With only a single full-time Technician and a large workload, most available time is spent on the intake and storage of evidence. Destruction tends to lag, and available space for storage gets used quickly. When evidence destruction is not occurring regularly, it is not unusual to see evidence rooms with packaged items stacked in every available space, shelves overflowing, walkway areas constricted, and desk space taken over by evidence items.

In 2025, a part-time employee was temporarily added to the Property and Evidence Unit with the sole responsibility of catching up on evidence destruction. Since then, destruction has occurred regularly, freeing space. Baker Tilly found the office and main storage area to be organized and free of clutter, with evidence stored safely and properly.

Despite the assistance of a temporary part-time employee for destruction duties, the workload in Property and Evidence still requires the Department’s Crime Scene Investigator (CSI) to spend part of their schedule on tasks related to the Property and Evidence storage function. This is outside the scope of the CSI position, which is designed to collect and analyze evidence, not handle the mechanisms for booking and storing items.

For the long-term benefit of Property and Evidence operations, including destruction, it is recommended that the Department replace the part-time position with a full-time Technician to share the workload. With two FTEs, the unit should be able to manage day-to-day evidence intake and routine destruction. Along with the additional position, the Department should establish scheduled internal audits to ensure that destruction activity keeps pace with intake to prevent future storage problems.

SCHOOL RESOURCE OFFICER
2 Observation FVPD’s School Resource Officer has limited capacity to meaningfully engage at all school district sites.

Recommendation Add one SRO position and explore cost-sharing agreements with the other school districts to enhance school safety and increase positive engagement.

Currently, the Department staffs a single School Resource Officer (SRO). The costs for this position are shared with the Garden Grove Unified School District (GGUSD). Under this agreement, the SRO spends most of their available duty time at the four schools in that district within the City of Fountain Valley, including Los Amigos High School. Such cost-sharing agreements for SRO staffing are common. GGUSD itself has agreements with two other cities to staff multiple SRO positions.

However, there are fourteen other schools within the City, spread among three other school districts. Due to the commitment under the cost-sharing agreement with GGUSD, these other schools receive little interaction with the SRO. This is a missed opportunity to contribute to a safe learning environment at those schools and to make a lasting impression on children and teenagers. The familiarity SROs have with school campuses and personnel can be vital in responding to critical incidents at those sites.

Given the number of schools and students in the City of Fountain Valley, an additional SRO would benefit the Department and the community. The Department should explore opportunities to partner in cost sharing with the other school districts that have schools within the city. If necessary, a blended agreement among multiple districts may result in the sharing of an SRO among several schools, spreading the costs to mitigate fiscal impact for the districts and the City.

Fountain Valley Police Department – 2026 Organizational Assessment | 12

ADMINISTRATIVE LIEUTENANT
3 Observation There is no single manager responsible for oversight of the critical administrative functions that are essential to the success of FVPD.

Recommendation Add one Lieutenant dedicated to administrative functions, ensuring professional standards are met, and oversight is consistent.

The current structure of FVPD includes two primary divisions, Patrol and Support Services. Each division is commanded by a Police Captain who has a wide range of responsibilities. The Patrol Division includes Patrol and Traffic, while the Support Services Division consists of Investigations, Personnel and Training, Records, Dispatch, and Property & Evidence. While there are professional administrative support positions to assist the command staff, there is no single manager responsible for oversight of the critical administrative functions that are essential to the organization's success. The Department previously staffed a Police Lieutenant position with duties similar to those envisioned for the new position recommended by Baker Tilly. According to the July 2010 full-time authorized list, the Police Lieutenant position was among several Police Department positions removed from the authorized list as unfunded, effective with the 2010/2011 budget. This action occurred during the period following the Great Recession, when municipalities across the country were facing significant fiscal pressure.

Some of these functions currently fall under the umbrella of what is often referred to in law enforcement as professional standards. This includes coordination of receiving, investigating, and tracking citizen complaints or internal investigations; review and management of personnel records, including use-of-force or employee traffic collision investigations; and oversight of the personnel and training function, including recruitment and background investigations. Currently, many of these responsibilities are spread across the Lieutenant and Sergeant ranks, with no single clearinghouse to ensure best practices and recordkeeping.

Other duties suited to an administrative manager include press information, social media oversight, maintenance of the Department policy manual, and ensuring all statutory data transparency requirements are met.

Coalescing these important duties into a single management-level position will bring more consistency and direct oversight. Personnel management, recruitment, and community outreach and transparency all contribute to the Department’s overall professionalism and effectiveness. Such duties require more focus than being spread among several positions.

A position of Administrative Lieutenant should be created to manage these responsibilities. This would form a Professional Standards Unit, including the current Personnel and Training Unit, under the supervision of the Lieutenant. This Lieutenant would report directly to the Police Chief.

SPECIAL INVESTIGATIONS UNIT
4 Observation Allocated Investigator positions under the Special Investigations Unit remain vacant, significantly limiting the Department’s ability to conduct specialized investigations.

Recommendation When staffing levels permit, fill the three SIU vacancies to meet the Department’s staffing capacity and support operations.

The Special Investigations Unit (SIU) was designed to conduct specialized criminal investigations outside those typically assigned to the Detective Bureau. Examples of such investigations include narcotics, vice,

Fountain Valley Police Department – 2026 Organizational Assessment | 13 gangs, and organized crime. These types of investigations often require specialized training and expertise, extended surveillance and undercover work, and coordination with neighboring and regional agencies. SIU can also assist with problem solving in emerging crime trends in the community and act as an added resource for Detectives during large-scale investigations or critical incidents.

Although a Sergeant is currently assigned to SIU, the allocated investigator positions are vacant. The Sergeant currently supervises the CRO team, assists the Detective Bureau as needed, and attempts to coordinate work in the areas of SIU responsibility, although their impact as a solo investigator is limited.

This means that the investigations typically conducted by the SIU when staffed cannot be worked on at the same level or at all. There is no capacity elsewhere in the Department to investigate drug trafficking, vice or gang complaints, or other specialized, complicated cases. This includes assisting Patrol with emerging crime patterns.

When staffing levels permit, three vacancies in the SIU should be filled. This will reduce the previous peak staffing level by one investigator.

REGIONAL TASK FORCE
5 Observation FVPD lacks sufficient staffing resources to participate in crossjurisdictional regional task force operations.

Recommendation When staffing levels permit, evaluate existing regional task force operations to consider the assignment of an existing Police Officer position or the addition of a position for such an assignment.

Regional investigative task force units have existed in Orange County and Southern California for many years. These operations provide opportunities for law enforcement and judicial agencies to collaborate on investigations related to cross-jurisdictional crime, including narcotics trafficking, vehicle theft, cargo theft, money laundering, and other large-scale fraud and cybercrime. For many agencies, it is difficult to independently investigate these types of crimes due to the time and resources required. Yet, that crime can have a direct impact on the local community. Participation in task force operations makes an important contribution to regional public safety. It also provides force multiplier options for incidents that originate in an agency’s specific jurisdiction.

During times of staffing certainty, FVPD has assigned Officers to a regional task force. However, the most recent of those assignments was eliminated to fill vacancies in the Department. As a result, there is a loss of connection to regional agencies and the mutually beneficial impact on regional crime, a loss of training, development and expertise gained by the assigned Officers, and a loss of a potential force multiplier when necessary.

While adding a position and assigning an FVPD Officer to a regional task force is not an immediate need, it should be strongly considered when staffing levels once again allow. When such an affiliation is considered, the Department should analyze which operation would have the greatest impact on the community and cross-jurisdictional influences and would provide the best development opportunity for Fountain Valley Officers. Each task force group has different models, with some offering full or partial Officer salary reimbursements, equipment, and training expenses, thereby potentially reducing the fiscal impact on the City.

Fountain Valley Police Department – 2026 Organizational Assessment | 14

DISPATCH
6 Observation Dispatch staffing and scheduling result in extended periods during which a single Dispatcher handles all 9-1-1 calls and radio traffic, creating operational risk.

Recommendation Adjust dispatch staffing levels and schedules to reduce solo-Dispatcher coverage.

The Fountain Valley 9-1-1 Communications Center is located within the Police Department. It is the City’s 9-1-1 Public Safety Answering Point (PSAP) and is staffed 24/7 by trained Public Safety Dispatchers. The current 4/10 schedule includes structured hours in which only a single Dispatcher is scheduled. Currently, this occurs every day of the week between 2:00 AM – 9:00 AM and 7:00 – 8:00 PM.

Although activity may slow during some of these hours, it does not stop, and the potential for multiple incidents or a major critical incident remains. It is difficult for a single Dispatcher to effectively handle incoming 9-1-1 calls and radio traffic simultaneously on multiple or critical incidents. For example, if an incident of gun-shots occurs within a neighborhood at 3:00 AM, there is a high potential of multiple incoming 9-1-1 phone calls, all while the Dispatcher is directing responding Officers on the radio, plus responding to questions or observations from those Officers as they arrive. This may also include accessing records regarding license plates or addresses while the incident is unfolding. All this responsibility on a single Dispatcher creates the potential for critical information to be missed and may compromise the safety of the public and responding Officers.

Such occurrences may not happen frequently, but the possibility must be considered and addressed. The likelihood of incoming phone calls and police activity during morning commute hours and early evening hours is greater, yet some of these hours have only a single Dispatcher scheduled.

In addition to the workload demands on a single Dispatcher working solo, particularly for several consecutive hours, there is little opportunity for meal or relief breaks. At times, an Officer not trained in Dispatching duties may be asked to staff the console while the Dispatcher takes a quick break. Public Safety Dispatchers are difficult to recruit and retain, in part due to the demands of the job and the stress that goes with those demands. Staffing a solo Dispatcher only adds to that concern.

Changes in staffing levels and scheduling can be made to reduce, if not fully eliminate, the hours of a solo Dispatcher. Currently, Dispatchers are assigned a shift from 9:00 AM – 7:00 PM. Adjusting those shifts one hour to end at 8:00 PM closes a coverage gap during peak workload times. Adding two Dispatcher positions to the night shift will close the daily gap from 2:00 AM to 6:00 AM. These changes will leave a solo Dispatcher from 6:00 AM – 10:00 AM. On some of these days, the Dispatch Supervisor may supplement as needed or provide breaks for the single Dispatcher.

It is also feasible that a different scheduling model can address the solo Dispatcher concern without significant staffing changes. That is a potential change the Department may wish to explore.

As an alternative to making significant staffing increases in Dispatch, with the accompanying fiscal impact, the City and Department may wish to consider contracting those services. While a contract with a single, neighboring agency may be possible, the most likely partner for such an arrangement is an existing regional PSAP. A regionalized PSAP center provides the benefits of consistent staffing of necessary resources, economies of scale with shared costs among the partner agencies and reduced responsibilities for the City in human resources, facilities, and technology management. However, the City and Department would experience a loss of local control over 9-1-1 services and direct oversight of dispatching, including how it interacts with the day-to-day needs of the Department. An initial, informal exploration of potential costs and logistical concerns may reveal whether such a change is feasible in terms of cost and operations.

Fountain Valley Police Department – 2026 Organizational Assessment | 15

COURT LIAISON
7 Observation Eliminating the Court Liaison position has shifted court-related responsibilities to staff without appropriate functional scope or expertise, creating communication gaps and operational issues.

Recommendation Reinstate the Court Liaison position to properly align duties with role expectations, reduce errors, and meet critical operational and court needs.

Several years ago, as a cost-saving measure, the Department eliminated the Court Liaison position. This non-sworn, professional position was the Department’s point of contact with the courts for important criminal case processing, subpoena management, discovery request responses, and other related clerical duties.

Those duties typically lie with a single, dedicated position at other police departments with a similar size to FVPD. Such a position has become even more important as the criminal justice system has evolved. Today, in many criminal cases, the number of subpoenas issued and the amount of evidence discovery requests have grown significantly, and the job of tracking and responding to those needs has become more difficult.

Currently, such duties at FVPD are spread across existing positions. This adds duties not originally intended for those positions and impacts the rest of the workload accordingly. There have been difficulties tracking subpoenas and communicating with Officers in a timely manner to arrange court appearances, with Officers receiving little notice at times prior to an appearance. In one instance, the lack of a Court Liaison led to errors during a criminal trial, causing some embarrassment for the Department. The role of Court Liaison is necessary and often undervalued. The Department should reinstate and fill this non-sworn, professional position.

TRAFFIC UNIT
8 Observation Traffic Unit staffing and scheduling do not align with peak collision and enforcement hours, limiting the unit’s ability to effectively address consistent collision volumes and declining traffic enforcement activity.

Recommendation When staffing levels permit, add two Traffic Officer positions and implement scheduling adjustments to ensure consistent coverage during peak hours.

The Department’s Traffic Unit is currently comprised of three positions, including a Sergeant, an Accident Investigator, and a single Motor Officer. During periods of full Department staffing, there have been as many as four Motor Officer positions. Currently, all members of the unit work Monday through Thursday, 6:00 AM – 4:00 PM. The unit’s primary objective is traffic enforcement and the investigation of traffic collisions.

A review of the past five years of traffic collision incident data shows that the number of collision incidents has remained very consistent at an average of about 1,550 per year. Of those incidents, the Department writes a collision report for approximately 34%. These totals reflect traffic collision incidents handled by both Traffic and Patrol. The identified peak hours of collisions are between 2:00 and 6:00 PM, Monday through Friday. Therefore, Traffic Unit Officers are only currently available to handle peak collision hours for half of that time, Monday through Thursday, and are not available at all on Friday. This means Patrol or other available resources must handle collision incidents during those times. Some of these hours are already busy for Patrol, and collision incident responsibilities impact that workload.

Fountain Valley Police Department – 2026 Organizational Assessment | 16 The issuance of traffic citations and warnings has decreased significantly over the past four years.

Combined, that number has decreased by over 53%. This indicates a dramatic dip in traffic stops during that time. This is likely primarily due to reduced staffing levels in both Traffic and Patrol during those years, with a corresponding drop in Officer-initiated activity. Traffic stop numbers show peak times are during weekday morning commute hours and are likely impacted heavily by the single motor Officer working during those hours.

Based on the weekday traffic workload, four Officer positions, including three Motor Officers and the accident investigator, would be sufficient, albeit with a scheduling adjustment. A schedule which has one Officer Monday through Friday, 6:00 AM – 4:00 PM, combined with another from 8:00 AM – 6:00 PM, with the same allocation and hours Tuesday – Friday, would provide Traffic Unit coverage for peak collision hours five days per week while also providing enforcement during those same peak traffic hours. The Department can make such a schedule adjustment immediately and, for now, spread the two existing Officers so that Fridays are staffed. Moving their start times to 7:00 or 8:00 AM should also be considered in the interim.

The Department should staff two Motor Officer positions as soon as staffing levels permit. This would staff three Motor Officers rather than four in previous years.

DUI ENFORCEMENT
9 Observation DUI enforcement has declined largely due to patrol staffing shortages and limited capacity for grant-funded operations.

Recommendation When staffing levels permit, dedicate resources and leverage grant funding for proactive DUI enforcement activities.

The City of Fountain Valley has traditionally experienced a low DUI collision rate, well under 10% each year. However, despite the percentage remaining low, the number of collisions rose sharply in 2025, more than doubling the total in 2024. While this may be a short-term anomaly, DUI collisions had reduced to low levels in 2023 and 2024. 2025 saw the most DUI collisions in Fountain Valley since at least 2018. DUI arrests have also decreased slightly in recent years, down 13% from a high in 2023.

During this analysis, FVPD staff indicated to Baker Tilly that DUI enforcement is down due to staffing shortages. As noted in the Patrol Workload Analysis, Patrol Officers are heavily burdened by the workload,

Fountain Valley Police Department – 2026 Organizational Assessment | 17 which may lead to less proactivity, including DUI arrests. Another impact of staffing issues is the inability to conduct DUI-specific enforcement operations such as saturation patrols or DUI checkpoints. Such programs are typically funded through the State of California Office of Traffic Safety (OTS), yet FVPD has not been able to take full advantage of that opportunity due to vacancies. As staffing levels increase, the Department should refocus on utilizing OTS grants and other opportunities to enhance DUI enforcement.

PATROL SUPERVISION
10 Observation Patrol supervision staffing and scheduling result in extended periods with one supervisor on duty, limiting effective oversight during peak activity.

Recommendation Add an additional supervisory position to the patrol to cover periods with peak activity.

The supervision and management of Patrol services is currently staffed by two Police Lieutenants and six Police Sergeants. Lieutenants are on a 4/10 schedule, and Sergeants are on a 3/12.5 schedule to match those of Patrol Officers. This current staffing and scheduling leave large time periods during which only one supervisor is on duty. Included in these times are the entire weekend from 4:00 PM Friday through 10:00 AM Monday. The workload analysis of Patrol demonstrates that weekend nights are a particularly heavy workload for public-generated calls and Officer-initiated activity. Such a workload can be difficult for a single supervisor position to handle effectively. The likelihood of multiple simultaneous events requiring a supervisor's attention is greater.

To close this weekend night gap in supervision, the Department should add an additional supervisory position to the Patrol schedule to cover those time periods. This could be a Police Lieutenant working night hours Friday through Monday, or a Police Sergeant assigned Friday through Sunday nights.

As an additional adjustment to close other periods of single supervisor coverage, the schedule of the weeknight Lieutenant should be adjusted to a later start time. This would add a second on duty supervisor during gaps on Monday and Wednesday evenings.

Combined, the recommended changes would leave single-supervisor coverage only during early morning and limited afternoon hours. An additional supervisory position would also provide another option to assign and spread out ancillary supervisory duties, such as program or technology oversight.

DETECTIVE
11 Observation Detectives tasked with investigating crimes against persons, including sex crimes, carry a heavy combined caseload that strains investigative capacity.

Recommendation Add one Detective position focused on crimes against persons to improve workload balance and investigative effectiveness.

The Investigations Unit typically includes a staff of one Sergeant and five Investigators, although that number fluctuates due to Patrol staffing shortages. This unit is primarily responsible for investigating most criminal cases originating in Fountain Valley. One investigator handles cases of crimes against persons, such as homicide, robbery, and assault. Another investigates all sex crimes. For property crimes, there are two investigators plus an additional investigator to handle fraud and financial crime.

Fountain Valley Police Department – 2026 Organizational Assessment | 18 As previously noted, the available data on investigator workload is incomplete. Based on current practice, the number of cases with leads or available evidence to continue an investigation is generally known. The unknown is the total workload, including the necessary review of cases with no readily available leads. The impact of those cases on each Detective's daily workload cannot be known at this time, but the time required to review and evaluate those reports must be considered, even in approximate terms.

Based on the available data, it appears the Detectives tasked with investigating crimes against persons, including sex crimes, carry a heavy combined caseload considering the amount of time such cases can consume. This includes detailed interviews with victims, witnesses and suspects, plus review of any video evidence and medical records. Over the past three full years, those two Detectives have averaged around 94 cases assigned per year combined. When factoring in the unknown number of “unassigned” cases, the total workload is difficult to manage.

The two property crime investigators combined have averaged approximately 157 cases assigned per year in recent years, or less than seven new cases per month, per investigator. This is not a high number when considering the work affiliated with such cases, which are heavily reliant on forensic evidence and video review rather than extensive interviewing. However, the “unassigned” case workload must be factored.

Fraud cases have been limited to approximately eighteen per year. Although fraud and other financial crime cases can involve extensive review of financial records and similar evidence, this amount leaves capacity for additional work. On an as needed basis, the Fraud Investigator should be assigned other property crimes to assist the property investigators, depending on changing workload trends throughout the year.

Based on review of available case data and considering the potential impact of the “unassigned” cases, it appears the Department should add one Detective position, specifically to handle a portion of the crimes against persons / sex crimes caseload. At full staff, this would yield six total Detectives in that unit, including three investigating crimes against people and three for property crimes. If the Department makes the necessary case management changes outlined elsewhere in this report, it may eventually be able to decide if there is a need for additional Detective resources or potentially changing the distribution of cases to balance workload.

DIGITAL EVIDENCE / “DISCOVERY REQUEST”
12 Observation The increasing volume and complexity of digital evidence and discovery requests places a significant workload on staff and increaseses the risk of errors.

Recommendation Add one non-sworn position responsible for digital evidence management to reduce workload strain, ensure consistency, and support compliance.

Among the evolving changes in the provision of law enforcement services is the rapidly increasing volume of digital evidence being collected and analyzed. This includes video, still images, audio, and lengthy digitally produced and stored records. Among the challenges presented are proper management and storage of such evidence and preparing it for responses to court discovery and Public Records Act (PRA) requests, which often include work related to redacting images, names, or other identifying information.

Redaction work alone can take hours on a single case.

The amount of attention and time necessary to properly manage digital evidence and its uses is such that efforts to spread these duties among multiple people or positions can lead to mistakes or inconsistencies.

This is in addition to the impact on the primary workload of those positions. For example, currently, Detectives are sometimes tasked with video redaction for court discovery. The time committed to this responsibility is time away from case investigations. This is just one example of how digital evidence duties are impacting workloads across the Department.

Fountain Valley Police Department – 2026 Organizational Assessment | 19 The Department should add a non-sworn, professional position tasked specifically with digital evidence management duties. This position can be assigned to the Records Unit or the Property & Evidence Unit, depending on available space and supervisory capacity.

PATROL WORKLOAD ANALYSIS AND STAFFING
13 Observation The current workload for Patrol Officers is extremely heavy, leaving little time for preventive patrol during most hours of the day.

Recommendation Add Police Officer positions to Patrol, sufficient enough to have a minimum of seven Patrol Officers for most of each 24-hour day.

The Department’s Patrol services represent the most public-facing frontline services for a municipal policing agency. This includes responses to public-generated calls for service and Officer-initiated incidents, such as traffic stops. Additionally, other duties which can be collectively referred to as administrative tasks include briefing time, report writing, and evidence management, training, lunch break, etc. The remainder of a Patrol Officer’s shift is dedicated to preventive patrol functions to deter crime and interact with the community. Such time can be described as unallocated time.

Patrol models and scheduling plans vary among police agencies. FVPD uses a zone (or beat) system to spread resources equitably across the City. Three patrol zones have been utilized in Fountain Valley for many years. Patrol Officers and Sergeants work within a 3-day/12.5-hour schedule. Day shift is 6:00 AM – 6:30 PM, while night shift is 6:00 PM – 6:30 AM. The thirty-minute overlap between shifts is utilized for the incoming shift to undergo a pre-shift briefing. Lieutenants assigned to Patrol work on a 4-day/10-hour shift.

FVPD operates with a minimum staffing policy in Patrol. This policy states that a minimum of five Police Officers must be on duty for Patrol operations twenty-four hours per day. This number does not include supervisory staffing. Should sufficient regularly scheduled staff not meet that minimum, overtime will generally be utilized to fill it. Under the three-zone deployment plan, one Officer is assigned to each zone, and the remaining Officers are assigned as “cover” units for the City to assist zone units as necessary.

Baker Tilly conducted a patrol workload analysis to determine the current total workload and how effectively the current Patrol staffing meets that workload. This analysis included an extensive review of available data from the Department’s Computer Aided Dispatch (CAD) system. The 2023-2025 period provided the sample of data studied for the workload analysis. This was primarily driven by key data points of all publicgenerated calls for service (PG) and Officer-initiated incidents (OI), including the number of incidents, the day/time of each incident, and the time spent on each. Additionally, response times were analyzed with a focus on emergency calls.

The workload to be evaluated is the combination of PG, OI, and administrative time spent per Officer. An attempt was made to quantify the amount of administrative time per Officer per shift. However, those data figures are not available. Such activity is not consistently captured in CAD, let alone regularly. This is a common issue for police agencies. Officers often conduct report writing or take a break during a shift while remaining available for calls within the CAD system. Yet this is a time in which preventive patrol is not being conducted and must be factored into the total time commitment for each Officer during the course of a shift. Going forward, it is recommended that all administrative time used by Patrol Officers be logged into the CAD system.

For purposes of the workload analysis, a daily average of 2.5 hours of administrative time was assumed and utilized. This includes time spent on briefing, on lunch and relief breaks, and responsibilities related to report writing, evidence booking, and other miscellaneous duties. This is a reasonable yet conservative estimate of average administrative time usage and has been utilized by Baker Tilly in previous assessments to account for missing data in that area.

Fountain Valley Police Department – 2026 Organizational Assessment | 20 Broadly, the volume of PG and OI decreased during the 2023-2025 period. PG dropped by 10%, while OI decreased by 26%. However, more police reports were generated, up 11% and more total hours were spent handling the workload, with an increase of 13%. These changes may be related to growing responsibilities for Officers during field investigations and could reflect staffing challenges stemming from less support from other Officers to resolve incidents. It is also possible that policies on reporting requirements have led to more reports. Police reports often add to the time Officers spend per call. The Department should review response and reporting policies to determine whether reports are being generated unnecessarily.

Activity Area 2023 2024 2025 3-Year Change
Total Calls 30,238 28,700 27,301 -10%
Calls Per Day 82.8 78.6 74.8
Reports Written 5,222 5,763 5,803 +11%
Reports Per Day 14.3 15.8 15.9
Average Response (min) 22.4 20.1 20.4 -9%
Sworn Hours on Call Per Year 27,053 29,797 30,650 +13%
Average Time Per Call (min) 56.8 66.5 72.4 +28%
Workload-based staffing allocations in municipal policing can be based on various metrics, but a model developed by the International City/County Management Association’s (ICMA) Center for Public Safety Management has become a standard for such assessments. ICMA concluded that a “Rule of 60” can be applied to assess police staffing to maximize effectiveness. The Rule of 60 examines three specific metrics:

Percent of Sworn Positions in Patrol, Percent of Time Spent Handling the Workload, and Amount of Time Spent on Each Call for Service.

First, regarding the percentage of sworn personnel in patrol, ICMA concluded that the patrol function should constitute approximately 60% of a Department’s Sworn Officer total. FVPD currently staffs approximately 71% of its available sworn resources specifically in patrol, including patrol supervisors. This percentage is skewed by the large number of vacancies among sworn staff and by the assignment of School Resource Officers (SROs) and Community Resource Officers (CROs) to Patrol. Based on the total number of budgeted sworn positions (64), the current number of 37 Officers and supervisors represents about 58%. However, without the SROs and CROs, that percentage falls to about 53%. If all recommended staffing changes are implemented, the resulting percentage would be 64%.

The second factor in the Rule of 60 states that Patrol Officers should spend no more than 60% of their time handling the workload. This includes calls for service, self-initiated activity, and administrative time. Patrol Officers with 60% or less allocated time have at least 40% unallocated time to devote to preventive patrol work.

In this Rule of 60 metric, FVPD is struggling. Baker Tilly’s data analysis revealed a high percentage of time spent in what can be described as Reactive Utilization. This metric is the combination of time spent on public-generated calls for service (PG), Officer-initiated activity (OI) and administrative time. This is the workload. Any time remaining after Reactive Utilization is Unallocated Time.

To determine Reactive Utilization time percentages per day, the average number of Officers available per shift, per day (5.71 for day shift; 5.14 for night shift) was identified, and the total available hours of service by those Officers (minus assumed administrative time) was identified. Total time spent on PG calls and OI during the data set was determined and applied to those available hours. This yielded the percentage of time spent on Reactive Utilization on average for every hour of the day during the three-year sample.

The results demonstrated that for much of the 24-hour workday, FVPD is spending more than 60% of available time on the workload, or Reactive Utilization. The utilization percentage exceeds 60% from 7:00 AM to 2:00 AM. During most of that time, the percentage is greater than 80% and rises above 100%

Fountain Valley Police Department – 2026 Organizational Assessment | 21 during the hours of 6:00 PM to 8:00 PM. During those hours, the workload is greater than can be handled effectively, on average.

Reactive Utilization by Hour of Day (Average 2022-2025) Hour Shift Hours on Calls All-Activity Util % Interpretation 1800 Night 4.7 111% Call stacking
1900 Night 4.3 100% Call stacking
2000 Night 3.9 91% Near call stacking
2100 Night 3.5 82% Saturated
2200 Night 3.5 82% Saturated
2300 Night 3.0 71% Stretched
0000 Night 3.0 71% Stretched
0100 Night 2.7 62% Stretched
Focusing on the day of the week per shift, Reactive Utilization percentages are greater than 60% for all shifts other than the Sunday day shift and the Monday night shift.

Reactive Utilization by Day of Week (Average 2022-2025) Day Night Hours/Night Night All-Activity
Util % Day Hours/Day Day All-Activity Util %
Monday 30.5 59% 42.1 74%
Tuesday 32.2 63% 50.0 88%
Wednesday 31.6 61% 48.7 85%
Thursday 34.2 66% 49.6 87%
Friday 38.5 75% 47.9 84%
Saturday 42.3 82% 40.3 71%
Sunday 36.1 70% 34.4 60%
The third metric of the Rule of 60 states that Officers should not, on average, spend more than sixty minutes handling a call or incident. The workload analysis found that over the three-year period, time spent per call by FVPD Officers has risen dramatically. In 2023, the average was around 56 minutes, just below the recommended maximum. That number rose to 66 minutes in 2024 and then 72 minutes in 2025. This represents a 28% increase over that time. This is a further indication of the need for additional patrol staffing.

The workload analysis demonstrates that Patrol is understaffed. Simply, more Officers and the available time they bring are needed to handle the present workload more efficiently and effectively, specifically during hours of Reactive Utilization greater than 60%. Current staffing levels are not meeting the workload needs.

Modeling conducted by Baker Tilly indicates that an average minimum of seven Officers per shift per day during the noted high workload hours would likely bring Reactive Utilization percentages to the desired 60% range on average. During the hours of 2:00 AM – 6:00 AM, the current minimum of five Officers is sufficient.

To accomplish this new minimum of seven Officers, shift staffing must be increased to fill that minimum and also provide allowances for Officer absence due to leave time, training, etc. Adjusting staffing levels to schedule eight Officers each day during those times provides a buffer against absences. In order to

Fountain Valley Police Department – 2026 Organizational Assessment | 22 schedule eight Officers per shift per day on the current 3/12.5 shift plan, 19 Officers must be assigned to the shift during the six-month deployment period. So, if the goal is to set a minimum staffing level of seven Officers per shift, 38 Officers assigned to Patrol would be necessary.

However, since the hours of 2:00 AM – 6:00 AM have a lighter workload suitable for five Officers, an alternate consideration would be the creation of a mid-watch or swing shift to focus on the heaviest workload hours. The analysis revealed that the hours of 2:00 PM – 9:00 PM accounted for the largest combined percentage of Reactive Utilization workload, ranging from 84% to 111%. Since carrying a minimum staffing of seven Officers between 2:00 AM – 6:00 AM is not necessary, the additional staffing for that period can be moved to 2:00 AM – 6:00 PM to assist with the higher workload. A third shift of 1:30 PM – 2:00 AM would be created. Five Officers would be moved from the 19-Officer night shift to form the new swing shift, resulting in two to three Officers each day to provide the additional coverage. This would leave sufficient staffing on the night shift to handle the 2:00 AM – 6:00 AM hours.

Based on the current budgeted total sworn staffing of 64, and the recommended number of sworn positions in other units, the recommended Patrol staffing increase would add nine police Officers, for a total of 73 sworn Officers. The number would rise to 74 if an agreement to share costs on an additional SRO can be reached.

B. Theme 2: Operations
This section provides an overview of the Department’s investigative case management practices, focusing on the use of the Records Management System (RMS) and its Case Management module. It discusses current gaps in data consistency and utilization, outlines observed challenges in tracking Detective workload and performance and offers recommendations for improving RMS module use through system updates, training, and routine audits. The section also highlights the importance of efficient case assignment processes and identifies steps necessary to enhance management oversight and Detective Bureau effectiveness.

INVESTIGATIVE CASE MANAGEMENT
14 Observation Investigative Case Management is not being used consistently or as intended, limiting visibility into Detective workload and performance.

Recommendation Standardize and enforce consistent use of the RMS Case Management module through system configuration updates, clear expectations, training, and routine audits to improve workload tracking, efficiency, and management oversight.

The Department uses a digital Records Management System (RMS) to store and manage all records related to every policing incident. The use of such systems is standard and nearly universal among law enforcement agencies around the country. Included in this system is a module specifically for tracking investigative processes for incidents that require it. Such modules are typically referred to as Case Management. A robust Case Management module will include data on when cases are assigned and to whom, notes on work conducted on each case, and an eventual disposition of each case. Such data provides a history of each case in easily retrievable form, and can provide a picture of workload, efficiency, and effectiveness of individual Detectives and the Detective Bureau. This assists Department managers in assessing performance and staffing levels.

Through its analysis, Baker Tilly observed that the Department is not utilizing the case management system as intended or consistently. Large gaps in data were discovered. This has likely occurred over time as Detectives and Detective Supervisors have come and gone through the Bureau. The transmission of

Fountain Valley Police Department – 2026 Organizational Assessment | 23 knowledge about the system and its use has deteriorated over time so that more recent members of the unit do not fully understand it. Workarounds and individual record keeping outside the system have resulted. While cases are being assigned in the system to some extent, the full workload is not being captured. Some Detectives track their work with notes while others do not. Consequently, a critical analysis of workload and staffing is difficult.

This is not unique to FVPD, as Baker Tilly’s staff have seen similar data gaps in analysis for other police departments. Still, other police departments utilize their system well. Typically, departments maintain good use of their system through training, auditing, accountability, and a constant interest in data analysis.

It is recommended that the Department take several steps to improve its usage of the case management module. A significant problem lies in how the system was set up to transfer cases from the Police Records to the Detective Bureau. This likely occurred when the system was first implemented. Currently, nearly all police reports generated, including non-criminal reports, are sent to the Detective supervisor for review and potential assignment to a Detective. This results in the supervisor reviewing dozens of cases that do not require a Detective’s attention, which is an extreme time burden on the supervisor. The Department should work with its vendor to modify the system to send only reports that are criminal in nature or at least reasonably likely to require Detective attention.

The supervisor does use the system to assign cases with leads, but also sends many cases to Detectives outside the system. These “unassigned” cases may not need immediate attention, but do require review for potential leads, or possible links to other cases. This adds to the Detective’s workload, but those data figures are not available. FVPD members estimate that those unassigned cases could number in the hundreds over the course of a year. All cases sent to a Detective for review, whether they have clear leads or not, should be captured in case management.

The way cases are assigned in the system, as currently operated, does not allow tracking by priority.

Rather, the system simply includes a category of “assigned” with no qualifier of priority level. The system should be modified to add a priority-level category based on whichever labeling criteria the Department wishes (i.e., “priority 1” or “priority A”). This modification can be made easily and quickly.

The current usage of case management has impacts outside the Detective Bureau. The current practice of Detectives is to draft supplemental police reports to record all their investigative activities on cases, rather than entering notes into the case management system. Every supplemental report must be processed by the Records Unit, so a large number of such reports can affect the workload. The use of supplemental reports is sometimes necessary to capture witness statements, describe searches and other observations, among other reasons. However, issuing a supplemental report every time is not necessary. Short notes of Detective actions captured in case management, rather than in supplemental reports, are often sufficient.

Using case management for notes as much as possible reduces the impact on Records.

The Department should develop and communicate clear expectations to Detectives and their supervisors on how the system is to be utilized. All members of the Department who use case management should be trained to use the system to meet those expectations. Regular audits in the system should be conducted by Detective supervisors and the division manager, and Detectives and supervisors should be evaluated, in part, on their usage of the system. When new personnel are assigned to duties that include case management, system training should be a key part of the transition. To facilitate consistency and ongoing proper use of the system, a legacy manual should be created for use in training and to reinforce best practices. The Department may also wish to develop a dashboard-type display for Detectives, managers, and supervisors to quickly access current workloads at any time.

Fountain Valley Police Department – 2026 Organizational Assessment | 24

COMMUNITY RESOURCE OFFICER ASSIGNMENT
15 Observation Community Resource Officers (CROs) are frequently used to meet patrol staffing needs and are supervised by a Sergeant within a different unit.

Recommendation CROs should be removed completely from Patrol shift coverage responsibilities to allow greater freedom and flexibility to meet their mission and facilitate problem solving. Shift supervisory responsibility of CROs to an ancillary duty for a current Patrol Sergeant or Lieutenant.

The Department deploys two Community Resource Officers (CROs). Currently, the two Officers provide coverage Monday through Friday, with overlap during the middle of the week. A primary duty for CROs is problem-solving issues related to unhoused individuals, including encampments. These types of problems often require several hours or more of work, including contacting family members, coordinating assistance resources, arranging property removal, and sometimes arrest processing. Officers also must spend time building trust relationships with individuals who may have physical or emotional difficulties or substance abuse problems.

The Department utilizes CROs to meet minimum patrol staffing requirements, when necessary, due to vacancies in the patrol staffing schedule. While this mitigates overtime expenditure and demands on staff, it does impact the primary duties of CROs as well as reduce their effectiveness as patrol Officers while they try to handle unhoused issues during their shift, since they have a dual focus on those days. With the increase in police activity related to unhoused people over the past decade, this dual role is not efficient for either need.

A CRO is supervised by the Sergeant in the Special Investigations Unit (SIU). This supervisory relationship works currently since there are no other personnel within the SIU due to overall staffing vacancies within the Department. The Department is making progress on recruitment and, eventually, the SIU will have Detectives with a mission completely different from a CRO. This may reduce the CRO supervisor’s effectiveness as attention is split. While the current supervision of a CRO can continue in the short term, the CRO team should be provided with different supervision in the long term. The two-person team does not need a dedicated supervisor. Such duties could be assigned as an ancillary responsibility for a Patrol Sergeant or Lieutenant.

CORPORAL POSITION
16 Observation The Corporal position lacks a specific, designated role in the field training process or as a lead in specialized units.

Recommendation Define specific responsibilities of the Corporal position to clarify functional authority, support career development pathways, and improve operational effectiveness.

The Department utilizes several Police Officers in the Corporal position. Most Corporals are assigned to Patrol, but some have been assigned to or are currently assigned to the Detective and Traffic Bureaus.

Corporal positions are typically filled by experienced Officers who have demonstrated a high level of skill and leadership potential. Often, Corporals are among the top candidates for eventual promotion to Police Sergeant.

The Corporal position in police agencies can present challenges stemming from role confusion and level of responsibility. Questions often arise about the position’s authority within a rank structure, their role in linePage 36 of 241 Fountain Valley Police Department – 2026 Organizational Assessment | 25 level service provision, or their responsibility for training and development of other Police Officers. At times, such positions morph into simple recognition of senior Officers who have performed well, coming with a pay increase but little additional responsibility. Therefore, it is crucial for police departments to be clear in the roles and expectations of Police Corporals.

During Baker Tilly’s analysis, several members of the Department expressed confusion about the Corporal position and desired clarification, both for the benefit of the Corporals themselves as well as the Officers with whom they work. During interviews, the word “promotion” was used to describe the method by which Corporals are selected, suggesting a process similar to that of a Police Sergeant. This creates the perception that Corporal is a rank. Yet, Corporals at FVPD are not assigned formal rank and accompanying positional authority, nor are they the only positions eligible for promotion to Sergeant. Also, there appears to be no specific, designated role for Corporals in the field training process or as a lead in specialized units.

The Department should undergo discussions to determine the specific roles of the Corporal position that best fit the Department’s needs. If the Department wishes to continue to select Corporals through a promotional process with a goal of identifying future Sergeants, then Corporals should receive training in supervision and be utilized as supervisors in an acting or temporary capacity. This may also include Corporals conducting performance evaluations and participating in other lower-level supervisory responsibilities, such as ancillary duty or technology oversight. As an alternative, the Corporal position could be refocused into a lead Officer capacity, with primary responsibility for field training and development of new Officers. For such a role, Corporals can be selected through a process similar to that for other special assignments rather than through promotion. Once a designated role has been identified, the Department can determine if that role is necessary in units other than Patrol.

IN-CAR CAMERAS
17 Observation The Department does not utilize in-car camera technology.

Recommendation Explore available in-car camera system options and proceed with purchase and implementation to enhance transparency and mitigate civil liability risk.

Baker Tilly’s assessment of the Department found that, in general, FVPD has done well in keeping up with emerging technology, including body-worn cameras (BWC), drones, and various software applications designed to make certain operations efficient. Each of these systems, and others, has become standard in modern policing and contributes to the overall effectiveness of the Department.

However, one glaring need is the lack of in-car cameras for marked police units. The value of such systems has long been established, and their use pre-dates the broad use of BWC. In-car cameras provide video footage that cannot be fully or adequately captured by BWC. This includes the Officer’s view out of the windshield during vehicle operation, which is especially important during emergency driving. Modern in-car systems also include a rear-facing view, so that a person in the rear seat, including an arrested person, can be monitored and recorded.

The video footage provided by in-car systems is invaluable. It provides another level of transparency for the community and provides criminal evidence to support prosecution. In an environment where civil liability in law enforcement activity is growing, with both the number of lawsuits and associated costs rising, video evidence, including that from in-car systems, can be vital. Footage also provides important training support, both for new Police Officers and for veteran Officers refining their skills.

The Department should explore options for an in-car camera system, then proceed to purchase and implementation it. It is possible that a system can integrate with the existing BWC system, which would likely simplify video and data management and potentially reduce costs.

Fountain Valley Police Department – 2026 Organizational Assessment | 26

LACK OF OVERSIGHT REDUNDANCIES
18 Observation The Department relies on single points of oversight for several critical programs, technologies, and systems.

Recommendation Conduct a comprehensive review of programs and systems requiring oversight to establish redundancy and ensure continuity of operations.

As policing has evolved in recent decades, the number of programs, equipment, and technological applications has grown significantly. This includes programs such as Drug Recognition Expert (DRE) and Terrorism Liaison Officers (TLO), equipment such as BWC and drones, and software applications such as InTime Scheduling and field training records management.

All require some level of oversight, typically by a manager or supervisor. As these responsibilities have increased, so has the burden on those assigned to oversee and coordinate. Therefore, some programs or applications have a single individual responsible. As an example, a single FVPD Lieutenant manages the InTime scheduling software. This is an important system that handles all shift scheduling and is linked with other agencies, including the courts. It is utilized to schedule leave time, fill overtime, and provide information on Officer availability for court appearances. It requires frequent attention and a thorough understanding of system operations and updates. Yet, if the current manager were to suddenly separate from the Department or go on long-term leave, the Department would not have someone ready to step into that role. This is true of other systems, as well.

The Department should do a complete triage of all systems that require close or frequent oversight and identify which have sufficient redundancies in that oversight and which need additional assigned people or positions to assist in that responsibility.

RESPONSE TIMES
19 Observation Average emergency response times exceed seven minutes.

Recommendation Increasing staffing levels and redeploying zones may shorten response times, but efforts to reduce pre-dispatch times, especially during briefing hours, may also reduce them.

Patrol response times were reviewed, with a focus on emergency (Priority 1) response times. This total response time for an incident includes pre-dispatch time and Officer travel time. It is measured from the time the incident address is entered into CAD until the arrival of the first Officer on scene. Over the three-year sample, the average response time for such incidents was a total of seven minutes, 54 seconds.

Approximately 20% of Priority 1 calls had a response time of greater than ten minutes.

An average response time of over seven minutes for emergency incidents is higher than typical in the experience of Baker Tilly staff. Many factors can influence response times, some of which are not controllable. This includes multiple incidents at one time, or if all Officers are busy with other incidents and cannot quickly break from those calls. However, at FVPD, there may be room to decrease both pre-dispatch and travel times.

Pre-dispatch time is measured from the time the call address is entered into CAD to the time the first Officer arrives on scene. For Priority 1 calls during the data sample period, the pre-dispatch time averaged 2 minutes, 45 seconds, with a median time of almost exactly two minutes. This time frame remains consistent throughout the day, with a notable exception. Patrol briefings are conducted at 6:00 AM and

Fountain Valley Police Department – 2026 Organizational Assessment | 27 6:00 PM each day, with one-half hour of overlap with the off-going shift. During the hours of 6:00 AM – 7:00 AM and 6:00 PM – 7:00 PM, pre-dispatch times on Priority 1 calls grow. Times exceed four minutes during morning briefings and are nearly four minutes in the evening.

These hours present challenges at other times during the day. Off-going shift Officers may be busy finishing reports or completing other administrative duties, often inside the police facility. This may limit the number of available Officers in the field at that time. The incoming shift is also attending the facility briefing, so locating available Officers may take additional minutes or seconds. Lower-priority calls can be held until the incoming shift becomes available. However, patrol supervisors must seek to ensure there are available Police Officers in the field whenever possible during these time periods, particularly for emergency calls.

When circumstances limit availability, the briefing may have to be ended, and Officers sent out to the field immediately. If a swing shift is adopted, this issue should be mitigated during the evening briefing.

Extended pre-dispatch times can be caused by excitable callers who have difficulty communicating the circumstances or location, or possibly due to a language barrier. With the almost exclusive use of mobile phones today, calls can drop, or connections can be poor. These are impacts that cannot be controlled.

Due to staffing shortages in Patrol, there may be times when Officers are not readily available for immediate response. The current Dispatcher staffing levels provide for only one Dispatcher on duty during early morning hours and briefly in the evening each day. With the number of tasks involved in receiving and dispatching emergency calls, a solo Dispatcher can be delayed in dispatching them. Increasing staffing levels in Patrol and Dispatch may help reduce pre-dispatch times. Dispatchers should also be trained and encouraged to dispatch emergency calls as soon as possible, even before address entry, if possible. This includes empowerment to direct Officers to break from non-emergency calls when necessary. Patrol supervisors need to support these efforts.

Travel time can be influenced by many factors. These include geographical impediments, traffic patterns, safety considerations, and distance to the location. Availability for immediate response and proximity are two factors the Department can influence. Increased staffing in Patrol to meet the workload more efficiently should result in Officers being more readily available for emergency response. Strategically deploying Officer resources throughout the City can reduce travel distances in certain circumstances. Patrol supervisors should encourage Officers to break from lower priority incidents to respond to emergencies, when possible, especially if they are near the location of the incident.

Fountain Valley Police Department – 2026 Organizational Assessment | 28

PATROL ZONES
20 Observation The three-zone patrol deployment results in unequal workload distribution, with Zone 2 consistently experiencing a higher volume of Officer time spent on incidents.

Recommendation Redeploy to a four-zone plan, with a single Officer assigned to each zone, resulting in improved redundancy, enhanced response time, and clarified expectations.

As part of the patrol workload analysis, an assessment of workload distribution by location was conducted. The intent was to determine if the workload, based on incident volume and time spent per call, was split in an equitable manner among the three existing patrol zones. The analysis showed that while the number of incidents was similar among the zones, the amount of time spent on incidents was elevated in Zone 2 by 3-4%. While the percentage appears small, the total hours were approximately 4,000 Officer hours greater than the other zones over the three-year sample, or an additional 3.7 hours per day.

Baker Tilly reviewed the geographical locations of all CAD incidents. The review factored in the time spent on each to determine if changes in the current zone deployment map would distribute workload in a slightly more equitable manner among on-duty Officers. A four-zone deployment map was generated. Overlaying the historical incident data resulted in a more equitable workload distribution for each zone. Visuals for the current three-zone and proposed four-zone maps are on the following page.

Fountain Valley Police Department – 2026 Organizational Assessment | 29 Current Three-Zone Map (left) and Proposed Four-Zone Map (right) The Department should consider re-deploying into a four-zone plan. Under the staffing recommendations, a single Officer would be assigned to each zone, with the additional three Officers assigned as “cover” units to provide assistance and to take on primary zone response duties when the assigned zone Officer is handling other calls or unavailable.

While it cannot be stated with certainty that a four-zone plan will decrease response times, having four Officers spread equitably around the city increases the likelihood of closer proximity to many calls with a resulting decrease in response time. A key to this will be clear expectations that zone Officers are to primarily remain within their zones, unless responding to calls elsewhere or out of the zone for administrative duties.

CAD DATA ERRORS
21 Observation While CAD data is mostly complete, data inconsistencies indicate there is an opportunity for improvement.

Recommendation Reinforce the importance of consistent CAD data entry among all personnel and conduct periodic audits to monitor improvements.

While conducting the Patrol Workload Analysis, Baker Tilly was able to identify the general quality of the data as entered and maintained. Mostly, FVPD is doing well in entering important data into CAD. While some data fields are auto populated by the system upon call creation, other fields require the end operators, primarily the dispatchers and Patrol Officers, to perform a function or type information. These fields would include “Officer en route,” “Officer arrived,” and “completed”. These are important fields for both call history and workload analysis.

Baker Tilly noted an 86% rate of CAD call completion. This reflects that the times of Officer arrival and call completion were stamped in the call by either the Officer or Dispatcher. This is a good completion rate compared to other police departments and reflects conscientious use of the system to that extent. However, many calls missing a notation of “Officer en route” were identified, as about 43% of calls lacked that data. This can create a skewed picture of travel time, which is measured by FVPD. Baker Tilly’s response time calculation is based on call address entry to Officer arrival, so this lack of data did not impact the

Fountain Valley Police Department – 2026 Organizational Assessment | 30 average response time for this analysis. “Officer en route” can be entered by either the responding Officer or the Dispatcher.

While FVPD personnel are generally managing CAD data well, there is room for improvement. The Department should reinforce the importance of entering CAD data among all personnel and periodically audit to determine if improvements are being made.

CRIME DATA
22 Observation While property crime has decreased significantly in recent years, violent crime has increased. Clearance rate for rape crimes is very low.

Recommendation Utilize crime analysis to determine any patterns in violent crime and seek problem-solving strategies that may be available. Audit rape cases to determine the accuracy of clearance rates and to identify areas for improvement in rape investigations.

Baker Tilly reviewed reported crime in Fountain Valley from 2018 to 2024. Data figures were drawn from the State of California Department of Justice (DOJ) Uniform Crime Reporting (UCR) system. Crime statistics are influenced by many factors, and the FBI cautions against using them to evaluate policing effectiveness. For purposes of this analysis, crime stats were analyzed to identify outliers or potential areas for further examination by the Department.

Part 1 category crimes are those considered most impactful to a community and therefore most often analyzed. Part 1 crimes include crimes of violence, such as aggravated assault, robbery, and rape, and property crimes such as burglary, theft, and motor vehicle theft. From 2018 to 2024, Fountain Valley saw an overall 30% decrease in Part 1 crime. This matches the regional trends in crime rates. However, the decrease was due exclusively to a 34% decrease in property crime. Violent crime increased 88% during the same period. The number of violent crimes, though, is extremely low compared to property crime, and percentage fluctuations reflect the smaller numbers. Total violent crimes rose steadily from 52 crimes in

Fountain Valley Police Department – 2026 Organizational Assessment | 31 2018 to 98 crimes in 2024, an average growth of nearly eight crimes per year. The growth has primarily been driven by increases in robbery and aggravated assault.

Despite the noted increase in violent crime, those cases are being cleared by the Department at a strong rate. For example, in 2024, all violent crime was cleared at a 51% rate, which matched the average in Orange County during that time. The clearance rates specifically for aggravated assault and robbery exceeded the county average. For property crimes, clearance rates were very slightly below the county average for burglary and theft.

To address, and potentially make an impact on, the increase in violent crime, the Department should conduct thorough crime analysis in that area to identify patterns that can be attacked proactively. This may involve working with neighboring or regional agencies that have experienced similar concerns or have identified similarities that can be analyzed. The ability to utilize non-patrol resources can be important in this type of problem solving, and the use of SIU assets to address hot spots should be considered.

During the analysis of UCR data, the clearance rate for rape investigations stood out. According to available data, FVPD has cleared two rape cases out of the 43 rape crimes reported by Fountain Valley during the 2018-2024 period. Both clearances were reported in 2023. The average rate within the county during that time was approximately 33%. The extremely low clearance number requires further examination by the Department. First, the numbers reported to the DOJ must be confirmed and any errors corrected. If the numbers are correct or remain well below average, reported cases should be evaluated to determine solvability at the time of report, steps taken during the investigations, and reasons cases were closed or remain open. It is possible the Department may also identify training or technological gaps that can be closed.

C. Theme 3: Facilities
During the analysis phase, Baker Tilly visited and toured the Police Department facility. In general, our team found the facility to be of adequate size and in good condition. In recent years, the Department has updated and enhanced portions of the facility, including the employee locker rooms and break areas. These were projects that were overdue and were well received by the Department members. Creating a positive, welcoming working environment for employees is an important part of Department morale and pride, and Department members expressed relief that these areas had been addressed. The primary working areas appeared clean, and the common-area walls were freshly painted with historical photos displayed.

Baker Tilly identified specific areas of the facility that require maintenance and upgrades. The following section outlines these areas in greater detail, highlighting the aspects that require improvement to ensure the facility meets the Department's operational and employee needs.

EMPLOYEE PARKING
23 Observation Due to limited space, some on-duty employees must park in a commercial parking lot adjacent to the police facility.

Recommendation Explore options for personal vehicle parking, including purchasing the adjacent lot or leasing a portion of it for secure, long-term parking.

The facility includes an underground, secure parking garage, which is utilized by some, but not all, Department employees for parking personal vehicles. The number of parking spaces is insufficient for all Department vehicles, as well as for the personal vehicles of on-duty staff. Some space is used for equipment lockers and for the temporary storage of property kept for safekeeping.

Fountain Valley Police Department – 2026 Organizational Assessment | 32 Consequently, some on-duty employees must park in a commercial parking lot adjacent to the police facility. The Department has an informal agreement with that property owner for such use as necessary.

However, such an agreement cannot be assumed to continue indefinitely. The lot is quite large for its primary use , which is parking for bank patrons.

The footprint of the Police Department facility does not appear to offer any additional space for secure parking. As an alternative, the City and Department should explore the possibility of purchasing the adjacent lot or a portion of it for assured long-term use for secured, personal vehicle parking. Should a purchase not be possible, a long-term, formal lease that also permits City-funded improvements could be considered.

EQUIPMENT LOCKERS
24 Observation The equipment lockers in the parking garage are in disrepair.

Recommendation Modernize equipment lockers to enhance the effectiveness of the locker area in securing and protecting equipment.

Policing has changed significantly over time and today requires substantial equipment, especially for Patrol Officers, whether the equipment is purchased and owned by the Department or by individual Officers. Such equipment must be stored properly to be protected and maintain its expected lifespan. This often means several bags or cases of equipment.

The Department supplies equipment lockers located in the parking garage. The lockers are old and in disrepair. This condition can limit the effectiveness of the locker area in securing and protecting equipment.

The lockers should be replaced with new, modernized lockers that provide security, proper ventilation, electrical outlets for sufficient battery charging as necessary, and modular flexibility.

SAFEKEEPING PROPERTY STORAGE
25 Observation Property storage areas are exposed to the weather and are not located in a secure, adequately protected environment.

Recommendation Modify the safekeeping property storage area with secure, limited access fencing or other barriers, and provide the property with complete protection from weather elements.

Within the parking garage, a large area has been dedicated to the storage of property temporarily taken for safekeeping. The area is within the secure parking garage; however, the storage area itself is not secure.

Property in the Department’s possession, albeit temporarily, must be protected and accessed only by authorized personnel. Additionally, the storage area is exposed to outdoor weather conditions, including rain and excessive heat. This creates the potential for damage or deterioration to the property while in the Department’s possession.

The safekeeping property storage area should be modified with secure, limited-access fencing or other barriers, and the property should be provided with complete protection from weather elements.

Fountain Valley Police Department – 2026 Organizational Assessment | 33

ANNEX PROPERTY & EVIDENCE STORAGE
26 Observation The annex property and evidence storage facility provides valuable additional space but is not climate controlled.

Recommendation Install a climate-controlled HVAC system with remote monitoring capability to expand the functionality of the annex storage area and ensure proper preservation of stored evidence.

The Department has an additional evidence storage area in a separate building within easy walking distance of the main facility. This is an excellent use of that building, and the additional space it provides for storing evidence is invaluable. However, the building is not climate controlled. This does limit its use for certain temperature-sensitive items, or items of evidence that require long-term storage. The Department should seek to install an HVAC system to expand the capabilities of that space. Such a system should include the capability of remote monitoring so that any failures or temperature spikes would be known immediately.

DETECTIVE INTERVIEW ROOM
27 Observation The Department lacks a dedicated, appropriately designed interview room, and instead relies on a conference/break room that is not optimized for private or sensitive investigative interviews.

Recommendation Construct a dedicated Detective interview room, with an adjacent monitoring and recording space if feasible, to improve privacy and functionality of investigative interviews.

Often, Detectives and other personnel need to conduct interviews with individuals involved in criminal investigations, including suspects, victims, and witnesses. Some interviews require private spaces that can be monitored and recorded, both video and audio. This is particularly true with sensitive interviews related to cases such as sexual assault or child abuse.

Currently, the Department utilizes a conference/break room in the Detective Bureau for such interviews.

The interviews can be monitored from a storage closet that has been modified to include the necessary equipment. This storage room is on the opposite side of the Detective Bureau space from the interview room. A large conference room is not ideal for providing interviews, due to its size and potential for distractions.

The Detective Bureau space is large and appears to have sufficient space for an interview room and possibly a small monitoring/recording room. The Department should seek to construct a dedicated interview room.

Fountain Valley Police Department – 2026 Organizational Assessment | 34 JAIL
28 Observation While the temporary jail holding facility functions adequately, aging weapon lockers and worn finishes detract from Officer safety and the professionalism of the work environment.

Recommendation Upgrade jail weapon lockers to modern security standards and refurbish the holding facility through painting and targeted repairs to enhance safety, functionality, and professional appearance.

The Department includes a temporary holding facility adjoining the garage at the underground level. The space is used to conduct necessary functions upon arrests, including fingerprinting, paperwork or data entry, and any other duties prior to release or transport to the county jail facility.

Despite its age, the holding facility seems to function adequately for its purpose. However, minor modifications may enhance safety and working environment for Officers and other personnel. The weapon lockers outside the secure portion of the facility are old and need to be upgraded to the latest technology in weapon security for jail areas. The entire holding facility should be painted, and any damaged areas or workspaces repaired or upgraded to create a modern professional atmosphere.

D. Theme 4: Organizational
This section is about FVPD’s organizational culture and internal communication, and how gaps in shared mission, leadership alignment, and teamwork can affect morale, accountability, and day-to-day effectiveness. It also emphasizes the need for structured planning, recognition, and succession practices to strengthen cohesion and long-term operational stability.

ORGANIZATIONAL CULTURE
29 Observation The Department lacks alignment in communication, leadership clarity, and cultural identity, contributing to siloed operations, limited employee recognition, and weakened trust and cohesion across ranks.

Recommendation Establish a more unified and intentional organizational culture through structured communication, clear roles and accountability, leadership development, team-building, and defined mission, vision, and values.

FVPD currently lacks a “team” environment and the “one team, one mission” philosophy, thus causing a need for a reboot/rebrand that should include developing a strong and effective mission statement that clearly describes the purpose of how the Department provides public safety services to the community and its residents, along with goals and objectives that every employee can strive to achieve. Developing a mission statement could involve all members of FVPD, which would be a positive first step to team building.

Aligned with a proper mission statement, the Department needs to ensure that clear lines of communication are established across all ranks and employee classifications so that each member of the team understands what is expected of them. Regular weekly and monthly team meetings should occur to ensure that the Department message, including goals and objectives, can be sent and properly received and understood.

FVPD currently struggles with a consistent line of open communication throughout the Department.

Specifically, the lack of effective top-down (command to line staff) communication is causing morale to suffer and employees unnecessary stress as they constantly look for proper leadership and direction. In

Fountain Valley Police Department – 2026 Organizational Assessment | 35 any organization, open and effective communication is key to ensuring that all employees have the appropriate opportunity to provide input while taking ownership in what matters within the organizational structure.

Consider developing an FVPD Strategic Plan working group. This group of employees should include members from all divisions within the Department who have an interest in developing a strategic plan for the Department. Within the context of building a unified and strong organizational culture, the plan should include at a minimum: 1) a clear set of guidelines to ensure that all Department goals and objectives are met in a fair and open manner and on a consistent timeline; and, 2) a framework for quarterly reporting to inform Department employees of progress made implementing the strategic plan, which should be distributed to ensure accountability and success.

To ensure continued long-term success and a high retention rate of employees, it is necessary to ensure that a strong succession plan is in place. Consider developing team leaders within each division and employee classification to ensure that employees can see the finish line and any potential promotional opportunities or growth throughout the Department. Also, develop a written set of rules and expectations with regard to job classifications, including an organizational chart that clearly states the titles of each position, reporting structure, and what each position is responsible for within their job classification.

The Chief and his command staff could host quarterly meetings that include lunch and team-building exercises. This activity can be an effective way to strengthen relationships in a less formal setting. Team building exercises can include table and Department trivia games (e.g., current and historical information about the Department structure and best practices).

E. Theme 5: Other
This section examines FVPD’s internal communication, team cohesion, and training practices, highlighting observed challenges and offering recommendations for improvement. It addresses issues such as inconsistent messaging, limited staff engagement in training, and the need for standardized onboarding, while suggesting strategies to foster a unified organizational culture and enhance professional development across all divisions.

DEPARTMENT TRAINING
30 Observation Constraints on staffing and operations have limited the Department’s ability to provide consistent and effective training across all staff levels.

Recommendation Designate experienced in-house personnel as trainers within each division and job function to ensure consistent practices.

Due to limited staffing and continued vacancies, full participation and engagement in developmental training are limited. Personnel constraints leave staff without enough time to focus on in-house training. These constraints extend to supervisory development as well, particularly in areas like Corporal development, field supervision exposure, and cross-functional understanding. Inconsistent messaging and unclear expectations, especially during onboarding, have contributed to misunderstandings between sworn and professional staff. For example, signage in Dispatch has discouraged non-Dispatch personnel from entering. However, there are times when entry to the Dispatch area is appropriate. This is an example of a cross-unit interaction rooted in a misunderstanding of roles and job challenges, where mixed guidance from supervisors has caused confusion and unintentionally reinforced silos. Day-to-day relationships remain positive, but there is a disconnect in understanding divisional functions, contributing to operational risk and friction.

Fountain Valley Police Department – 2026 Organizational Assessment | 36 Additionally, inconsistent onboarding practices and fragmented messaging have impacted staff communication and cohesion. Staff are eager for a more unified structure that supports communication, coaching, accountability, and other essential leadership skills. In the all-staff survey, 49% of respondents disagree that the Department does a good job at onboarding and training new staff. Additionally, 57% disagree that the Department does a good job at retaining staff. While day-to-day working relationships remain generally positive, there is an opportunity for FVPD to clarify expectations, improve cross-functional practices, and decrease operational risk through standardized, formal training.

Within the all-staff survey, staff were asked what professional development would help them perform their responsibilities more effectively. Examples included easing the approval process for conferences or symposiums, continued education requirements or opportunities (e.g., Command College, academies, etc.), receiving training from Lieutenants instead of Sergeants, leadership training, succession planning, comprehensive class offerings, mentorship opportunities, scenario-based or other hands-on training, other technical training, including records, CSI/forensics, advanced investigations, and training for auxiliaryrelated duties.

To implement consistent training practices, FVPD should designate experienced in-house staff as trainers within each division and job function. A structured, scalable training model can ensure consistency, accessibility, and sustainability for staff members at all levels. Utilizing internal subject matter experts allows the Department to institutionalize best practices, reduce reliance on external resources, and ensure training remains aligned with FVPD policies, equipment, and operational goals. This approach also acknowledges staff expertise, supports professional advancement, and creates a sense of ownership and accountability for training quality across the organization.

Building on this foundation, FVPD should develop a clearly defined, Department-wide training framework that encompasses standardized onboarding, progressive leadership development, and ongoing professional growth. Best practices within the Commission on Accreditation for Law Enforcement Agencies (CALEA) suggest providing hiring incentives and encouraging retention with newer staff through training opportunities and inclusion in special units. CALEA reinforces that job vacancies and challenges in hiring are an industry-wide problem and are not unique to Police Departments across the nation. A Departmentwide training framework should include consistent onboarding curricula for both sworn and professional staff; structured development pathways for Corporals, Sergeants, and leaders; mentorship and coaching programs; and expanded access to approved professional development opportunities such as conferences, academies, and specialized technical training.

Where staffing constraints exist, the Department should explore rotational coverage models, alternative scheduling, and modular training delivery to maximize participation without compromising core operations.

Strengthening the training function in this manner can improve employee performance, enhance retention, reduce operational risk, and reinforce a cohesive organizational culture that demonstrates FVPD’s commitment to investing in its people and their long-term success.

IT CONCERNS
31 Observation Persistent, Department-wide concerns regarding IT resources and support impact operational reliability and staff morale.

Recommendation Assign dedicated IT personnel to FVPD to provide direct, informed support to meet the needs of a 24/7 public safety organization.

Staff across FVPD consistently expressed concern regarding the adequacy of IT support. This sentiment was expressed during interviews and reinforced through the all-staff survey, where 66% of respondents disagreed that the “technology and tools I use are up to date and maintained well”. The Department’s reliance on public safety technologies has steadily grown, with almost 30 different software programs, including Airdata, Incode, Vector, CAD/RMS platforms, digital evidence systems, and other mission-critical

Fountain Valley Police Department – 2026 Organizational Assessment | 37 applications. Additionally, the Police Department operates 24/7. When issues arise outside business hours, there is no dedicated IT personnel team to address critical problems. Employees reported delays in resolving system issues, misunderstandings around support responsibilities, and limited capacity for proactive maintenance, upgrades, and optimization. These gaps have created frustration among staff and raised concerns about system reliability, service continuity, and the Department’s ability to fully leverage technology to support operations and public safety.

To mitigate these risks, the City should assign dedicated IT staff to support the Police Department.

Embedded or designated IT personnel would ensure coverage aligned with FVPD’s operational hours.

Dedicated IT professionals within the Police Department would provide direct, informed support for public safety systems that require immediate response and specialized knowledge. This approach would improve system reliability, reduce downtime, enhance cybersecurity and data integrity, and enable more strategic planning for technology enhancements. Dedicated IT support would also strengthen staff confidence, improve morale, and position FVPD to safely and effectively adopt future technologies essential to modern policing and organizational growth.

RESIDENT ENGAGEMENT
32 Observation Citizens’ understanding of FVPD service offerings is limited, as the Department lacks a proactive and visible approach.

Recommendation Enhance the Citizens’ Academy and expand residential informational program offerings to strengthen civic partnerships and improve public awareness of FVPD services.

FVPD provides a range of services to the community, yet resident awareness and engagement with those offerings would benefit from a more proactive and visible approach. Community and City support for the Department remains strong, with 96% of respondents in the all-staff survey agreeing that the City and public support the Police Department. Additionally, 84% of survey respondents agree that the information FVPD provides to the public meets the community’s needs. Nevertheless, opportunities exist to better communicate the breadth of FVPD services and strengthen the connection between Fountain Valley residents and the Police Department.

FVPD operates a Citizens’ Academy, a volunteer program for resident engagement. The program is healthy and reflects a core group of engaged residents. However, it would benefit from additional structure and promotional support to maximize its impact. As FVPD transitions and strengthens its identity, realigning the Citizens’ Academy with current Departmental goals and community expectations can enhance morale and contribute to sustained long-term planning. Residents can be more fully embedded in the Department’s work and mission.

Additionally, FVPD should create and implement a “Did You Know?” program designed to regularly highlight police services, programs, and community resources. This initiative should utilize simple, digestible messages shared through multiple communication channels to educate residents about FVPD offerings, crime prevention tools, non-emergency services, and opportunities for engagement. This can be executed through social media posts and informational sessions at schools or with community groups. A consistent “Did You Know?” campaign would reinforce transparency, address knowledge gaps, and help residents better understand how FVPD supports public safety beyond traditional enforcement activities. Increasing consistent, accessible outreach can help bridge gaps in understanding, reinforce public trust, and strengthen civic partnerships between FVPD and the community it serves.

Fountain Valley Police Department – 2026 Organizational Assessment | 38

BUDGET COORDINATOR
33 Observation The Department currently lacks a standardized and formalized budget management process, including clear procedures for budget development, funding requests, expenditure tracking, and ongoing financial reporting.

Recommendation Establish a formal, structured budget process supported by clear financial policies and procedures.

The Department currently lacks a standardized and formalized budget management process, including clear procedures for budget development, funding requests, expenditure tracking, and ongoing financial reporting. As a result, budgeting activities may be inconsistent across divisions, limit transparency, and reduce the Department’s ability to align financial resources with operational priorities and strategic goals.

Consistent with Government Finance Officers Association (GFOA) best practices, the Department should establish a formal, structured budget process supported by clear financial policies and procedures. This should include standardized protocols for budget requests that require justification tied to Department goals and performance outcomes, regular budget-to-actual reporting for ongoing monitoring, and defined roles and responsibilities for budget oversight. GFOA emphasizes that governments should adopt formal financial policies and implement consistent budget monitoring and communication practices to support effective decision-making and maintain a structurally balanced budget.

Additionally, the Department should move toward a more strategic, data-informed budgeting approach, where funding decisions are not based solely on historical spending but instead linked to measurable outcomes and organizational priorities. GFOA guidance highlights the importance of evaluating how requested funding advances the organization’s mission and using data and analysis to support resource allocation decisions.

Implementing these practices will improve transparency, accountability, and fiscal discipline while enabling leadership to plan, monitor, and adjust financial resources more effectively in alignment with Departmental objectives.

Fountain Valley Police Department – 2026 Organizational Assessment | 39 Appendix A: Employee Survey
A. Executive Summary
As part of the organizational assessment of the Fountain Valley Police Department (FVPD), Baker Tilly Advisory Group, LP developed a survey to gather employee input. The survey was distributed on March 9, 2026, to 80 active Department employees. A total of 45 employees responded to the survey, making the response rate of 56%.

The purpose of this summary analysis is to provide an overview of employee feedback collected through the survey and highlight key themes and trends identified. This analysis aims to inform leadership about the Department’s strengths and opportunities for improvement. It serves as a foundational part for making data-driven recommendations to support organizational development and enhance workplace effectiveness.

B. Survey Design
The survey consisted of statements in seven categories as shown below. Respondents were asked to indicate whether they strongly agree, agree, somewhat agree, somewhat disagree, disagree, or strongly disagree with each statement. Respondents were also prompted to answer short-answer questions, which are described under each section summary.

Questions in the survey fell into the following categories:

1. Workload and Responsibilities

2. Technology, Training, and People Management

3. City and Department Communication
Additionally, demographic questions were asked of the employees to gain background information about respondents to the survey and to provide context for the data. Please note that all survey responses are anonymous and used to develop themes for the assessment. No response is directly attributed to any individual. Demographic questions included the respondents’ division, employment status, title, and tenure at the City.

C. Survey Results

RESPONDENT INFORMATION
Basic demographic information was requested from survey respondents to understand the distribution of participation. The following information was requested: division, employment status, position title, and years of service. Tables 1, 2, and 3 summarize the responses.

Table 1, 56% of respondents are in the Patrol Division, 44% are in the Support Services Division.

Employment status is represented in Table 2, where 64% of respondents are Sworn staff while 36% are Professional (Civilian) staff.

Table 3 shows results for the years of employment with the City and/or FVPD. A total of 29% of respondents have worked for the City for more than 15 years, suggesting a noteworthy number of upcoming retirements and deep institutional knowledge. FVPD should be mindful of employees with longevity within the Department and ensure that systems are in place to capture their institutional knowledge.

Fountain Valley Police Department – 2026 Organizational Assessment | 40 Table 1. Employee Survey Results – Question 2: What division are you in? Table 2. Employee Survey Results – Question 3: What is your employment status? Table 3. Survey Results – Question 5: How many years have you been employed with FVPD / the City of Fountain Valley?
Tenure Response
1 year or less 16% (7)
2 to 5 years 22% (10)
6 to 10 years 24% (11)
11 to 15 years 9% (4)
More than 15 years 29% (13)

WORKLOAD AND RESPONSIBILITIES
The first series of questions focused on workload, responsibilities, and priority alignment. Table 4 shows responses to five statements covering these topics. The table shows the number of responses by agreement or disagreement level. Cells highlighted in orange show disagreement levels over 25%.

Cells highlighted in green show agreement levels of 80% or above. 64%
36%
Sworn
Professional (Civilian)

Fountain Valley Police Department – 2026 Organizational Assessment | 41 Two questions regarding the staff’s understanding of job responsibilities and contributions to City and Departmental goals received the highest ratings. When asked if they have a clear understanding of how their job contributes to City or Department goals and initiatives, 91% of the respondents agreed.

Additionally, 89% agree they have a clear understanding of job responsibilities and expectations. This high level of agreement indicates organizational cohesion and alignment through purpose-driven work. Performance and retention are positively impacted when staff see the impact of their work, which increases motivation and accountability.

The statements with the most disagreement related to time for work responsibilities and performance feedback. Staff were asked if they had enough time to complete their major responsibilities. The majority of respondents agreed that they have enough time, 73%, while a quarter of respondents, 27%, disagreed about having enough time. The respondents who made up the 27% were spread across all Department divisions, position levels, and tenures.

Table 4. Employee Survey Results – Questions 6, 11-14: Workload and Responsibilities Statements
Strongly
Agree Agree Somewhat Agree
Somewhat
Disagree Disagree Strongly Disagree
Agreement Disagreement
Q6. Generally, I have enough time
during my assigned work hours to
complete my major responsibilities.
13% (6) 33% (15) 27% (12) 9% (4) 11% (5) 7% (3)
73% (33) 27% (12)
Q11. I have access to the people
and resources needed to fulfill my
major job responsibilities.
9% (4) 36% (16) 33% (15) 16% (7) 2% (1) 4% (2)
78% (35) 22% (10)
Q12. I have a clear understanding
of my job responsibilities and
expectations.
20% (9) 38% (17) 31% (14) 9% (4) 0 2% (1)
89% (40) 11% (5)
Q13. I have a clear understanding
of how my job contributes to
fulfilling the goals and initiatives of
the City / Department.
18% (8) 58% (26) 16% (7) 9% (4) 0 0
91% (41) 9% (4)
Q14. Our performance feedback
and strategy for self-assessment is
useful and supports continual
improvement.
2% (1) 33% (15) 36% (16) 20% (9) 7% (3) 2% (1)
71% (32) 29% (13)
Table 5 shows results from Question 7, where respondents were tasked to complete the following sentence, “On average, I work beyond my regular hours to complete my work…” Majority of respondents, 84%, selected “never”, “rarely”, or “a few times a month”. While there are a significant number of staff who report disagreement with having enough time to complete their major responsibilities, it is important to note that staff are generally not extending their work beyond regular hours. This pattern suggests that time constraints may be less related to workload volume and more indicative of competing priorities, inefficiencies in work processes, or limitations in resource alignment during core working hours.

Fountain Valley Police Department – 2026 Organizational Assessment | 42 Table 5. Employee Survey Results – Question 7: Workload and Responsibilities Complete the following sentence: On average, I work beyond my regular hours to complete my work...

Staff were asked to provide specific tasks or responsibilities they are unable to complete. Areas most frequently cited included strategic planning, process improvements, administrative work, quality control reviews, supervisory activities, backlogged workload, and training. As a result, staff have limited capacity to balance core operational responsibilities with developmental, leadership, and administrative activities.

Staff were also asked to provide tasks that take up unnecessary time. Responses included corrective or redundant paperwork, rework resulting from incomplete submissions, and technology-related inefficiencies, specifically redacting body-worn cameras. A frequently cited example is the timeintensive process of redacting body-worn camera footage. One example included coordinating with or following up on peers and supervisors to ensure that reports are completed and submitted on time.

Operationally, this results in delayed report submissions and staff assuming responsibility for both their own duties and supervisory tasks due to capacity gaps.

TECHNOLOGY, TRAINING, AND PEOPLE MANAGEMENT
Table 6 shows the results for ten statements about the Department’s technology, training, and people management. Staff have significantly high levels of agreement in relation to feeling empowered, as well as the City and Department’s policies and procedures being effective and safe. One area of strength is ownership and autonomy, with 89% of respondents report being empowered to make decisions and take initiative when carrying out their jobs.

Generally, technology and training are big areas of concern among respondents. First, the majority of staff, 66%, report disagreement that the technology they use is maintained and up to date.

Disagreement rates were spread across all divisions, positions, and tenure. Additionally, 57% of respondents report disagreement that the Department does a good job of retaining staff. These responses were also distributed evenly across all divisions, positions, and tenure.

Other areas with disagreement levels related to onboarding and training (38% disagreement), having the tools and equipment to do their job (31% disagreement), and receiving the appropriate amount of training (29% disagreement). Overall, the Department has an opportunity to improve its technology maintenance, modernization, as well as workforce development. 11%
13%
60%
7%
9%
Never
Rarely
A few times a month
A few times a week
Every day

Fountain Valley Police Department – 2026 Organizational Assessment | 43 Table 6. Employee Survey Results – Questions 15-17, 19-21,23-25: Technology, Training, and People Management
Statements
Strongly
Agree Agree Somewhat Agree
Somewhat
Disagree Disagree Strongly Disagree
Agreement Disagreement
Q15. I have the tools and
equipment I need to do my job.
2% (1) 38% (17) 29% (13) 16% (7) 11% (5) 4% (2)
69% (31) 31% (14)
Q16. The technology I use,
including computer
hardware/software and business
systems, helps me effectively do
my job.
0 38% (17) 38% (17) 13% (6) 7% (3) 4% (2)
76% 24%
Q17. Technology and tools I use
are up to date and maintained
well.
0 24% (11) 20% (9) 20% (11) 13% (6) 18% (8)
44% (20) 66% (35)
Q19. City and Department policies
and procedures allow for effective
and safe operations.
2% (1) 56% (25) 33% (15) 4% (2) 4% (2) 0
92% (41) 8% (4)
Q20. I receive appropriate amount
of training to perform the duties
expected of my role.
4% (2) 24% (11) 42% (19) 18% (8) 9% (4) 2% (1)
71% (32) 29% (13)
Q21. Opportunities for career and
professional development /
advancement are available and
accessible.
0 31% (14) 31% (14) 22% (10) 9% (4) 7% (3)
62% (28) 38% (17)
Q23. I am empowered to make
decisions and take initiative when
carrying out my job.
9% (4) 47% (21) 33% (15) 11% (5) 0 0
89% (40) 11% (5)
Q24. The Department does a
good job onboarding and training
new staff.
0 16% (7) 36% (16) 27% (12) 18% (8) 4% (2)
51% (23) 49% (22)
Q25. The Department does a
good job retaining staff.
0 7% (3) 36% (16) 38% (17) 9% (4) 11% (5)
43% (19) 57% (26)
When asked to provide specific tools or technologies that could help streamline work processes, staff responses included automated report writing (Coplink, AXON), improved online reporting (for stale property crimes, collision reporting, citations, other small crimes), emergency equipment, real time crime center, drone first responder program and pilots, mapping software, (GNSS/TRIMBL, ArcGIS), digital forensic software, CSI camera, improved CAD system, digital faxing, ergonomic chairs, Gray Key program, SWITRS connection, UOF tracking software (LEFTA), in-car dash camera, and property management software and physical updates.

Staff were also asked what professional development would help them perform their responsibilities more effectively. Examples included easing the approval process for conferences or symposiums, continued education requirements or opportunities (Command College, academies), receiving training from Lieutenants instead of Sergeants, leadership training, succession planning, comprehensive class offerings, mentorship opportunities, scenario-based or other hands-on training, other technical training, including records, CSI/forensics, advanced investigations, and training for auxiliary-related duties.

The final open-ended question in this section inquired about changes to improve recruitment and retention practices at FVPD. Staff responses emphasized that recruitment and retention at FVPD would be better supported through more competitive pay and benefits, increased staffing, streamlined hiring and training processes, and expanded opportunities for specialty assignments, professional growth, and modern equipment. Additionally, many respondents highlighted the importance of improving organizational culture. Opportunities for improvement included supportive, trusting

Fountain Valley Police Department – 2026 Organizational Assessment | 44 leadership; clearer vision and stability; meaningful employee recognition; stronger wellness programs across divisions; and a rebranding effort to foster pride, belonging, and long-term commitment to the Department.

CITY AND DEPARTMENT COMMUNICATION
Table 7 shows the results for eight statements about City and FVPD communication. There is a mix of positive responses for this survey theme area.

Three statements received high level of agreement. A strong majority, 94%, agree they receive timely and clear feedback from their supervisors. Regarding public support, 96% agree that the City and public support the Police Department, while 84% agree that information provided to the public meets community needs.

Statements about communication within FVPD as well as between FVPD and other City Departments indicate room for improvement. Having the lowest score in this section, 49% of staff disagree that communication between the divisions and subdivisions within FVPD is good; 45% of staff disagree that communication between FVPD and other City Departments is good. The results from these statements are across all subdivisions, positions, and tenure, but elevated levels within the Professional (Civilian) division.

Additionally, communication from the City, Department, and leadership is an area of opportunity for the FVPD. Disagreement levels were notable, with 44% disagreeing that communication from the Department leadership is timely and clear and 27% disagreed with the City Manager’s office; and 38% of Department leadership facilitating and encouraging open and honest communication. Overall, communication within the Department and externally indicates opportunities to improve internal operations, morale, and organizational culture.

Table 6. Employee Survey Results – Questions 27 – 34: City and Department Communication Statements
Strongly
Agree Agree Somewhat Agree
Somewhat
Disagree Disagree Strongly Disagree
Agreement Disagreement
Q27. Communication from the
City Manager's Office is timely
and clear.
4% (2) (13) 38% (17) 11% (5) 9% (4) 7% (3)
73% (33) 27% (12)
Q28. Communication from the
Department leadership is timely
and clear.
0 22% (10) 33% (15) 31% (14) 9% (4) 4% (2)
56% (25) 44% (20)
Q29. The Department leadership
facilitates and encourages open
and honest communication.
2% (1) 16% (7) 44% (20) 24% (11) 9% (4) 4% (2)
63% (28) 38% (17)
Q30. Communication from my
direct supervisor is timely and
clear.
24% (11) 51% (23) 18% (8) 4% (2) 2% (1) 0
94% (42) 6% (3)
Q31. Communication between
the divisions and subdivisions
within Fountain Valley Police
Department is good.
0 18% (8) 33% (15) 29% (13) 20% (9) 0
51% (23) 49% (22)
Q32. Communication between
the Fountain Valley Police
Department and other City
departments is good.*
0 9% (4) 45% (20) 27% (12) 18% (8) 0
54% (24) 45% (20)
Q33. Information FVPD provides
to the public meets the needs of
the community
4% (2) 58% (26) 22% (10) 9% (4) 7% (3) 0
84% (38) 16% (7)
4% (2) (30) 24% (11) 4% (2) 0 0

Fountain Valley Police Department – 2026 Organizational Assessment | 45 Statements
Strongly
Agree Agree Somewhat Agree
Somewhat
Disagree Disagree Strongly Disagree
Agreement Disagreement
Q34. The City and public support
the Police Department
(community support, financial
support, etc.).
96% (43) 4% (2)
*One person did not respond.

The final question asked staff to share any constructive ideas or areas of improvement toward organizational efficiency, wellness, and/or culture. The volume and thoughtfulness of responses reflect a high level of engagement and genuine investment in the Department’s future. Staff identified meaningful opportunities for improvement, particularly regarding staffing levels, workload balance across Sworn and Professional (Civilian) staff, clearer role definitions, and continued modernization of facilities, technology, and workflows. Respondents also highlighted opportunities to strengthen organizational culture through transparent communication, consistent leadership practices, expanded mentorship, and more visible recognition of contributions across Sworn and Professional (Civilian) staff. Overall, strong participation in the survey and interviews, combined with an optimistic tone, signals broad support for change within FVPD.

D. Conclusion
The survey results offer valuable insights into the perceptions and experiences of employees within FVPD, aligning closely with the themes we heard in interviews recently conducted with staff. These findings highlight the Department's workload, operational activities, technology, and processes.

Staff have a clear understanding of their job and how it contributes to the City’s or Department’s goals. Staff also feel empowered, find City and Department policies effective, and find the public supportive of the Department.

Survey responses indicated dissatisfaction with the level of up-to-date well-maintained technology, and the time to complete their responsibilities. However, staff are generally not extending their work beyond regular hours. Other areas of improvement include staff retention, training and onboarding new staff, communication within FVPD divisions, from FVPD leaders, and between other City departments. However, staff indicated positive communication with direct supervisors, suggesting that, while operational challenges exist, supportive management may help mitigate frustration and foster a collaborative work environment.

By leveraging the strengths within the Department and implementing targeted strategies to address the identified areas for improvement, FVPD will be positioned for continued success and ensure it remains a cornerstone of service and excellence within the City.

Fountain Valley Police Department – 2026 Organizational Assessment | 46 Appendix B: Traffic Collisions and
Enforcement
Overview
This analysis looks at traffic collisions and enforcement patterns over the 2018 to 2025 period (traffic stops use the full eight years; citations are limited to 2021 to 2025 due to a coding change).

Key Findings
Total traffic-related calls have not returned to pre-COVID levels. 2018 and 2019 averaged about 1,860 per year; 2020 was 1,291; 2021 through 2025 have held in the 1,500 to 1,600 range. Collision reports specifically declined from a peak of 746 in 2019 to 473 in 2025 (a 37% decrease from the peak).

Collisions concentrate in the afternoon. The peak hour across all years is 3 PM (1,098 collisions), and the Wednesday through Friday 14:00 to 17:00 window contains the twelve highest cells in the heatmap.

Friday at 3 PM is the single peak cell at 197 collisions over eight years.

Traffic stops concentrate in the morning. The peak stop hour is 8 AM (4,382 stops over eight years). The Monday through Thursday 07:00 to 09:00 window is where stop activity is highest. Tuesday at 8 AM is the peak cell at 910 stops. The two patterns do not overlap. Traffic stops peak in the weekday morning window; traffic collisions peak in the late-week afternoon window.

Between 2023 and 2024, TS Warning counts declined 21% while TS/CITE counts declined 63 percent.

The cite-to-warning ratio moved from about 1.3 (2021 to 2023 average) to about 0.6 (2024 to 2025 average). The cause of this asymmetric change is not identified in the current data; citation comparisons that cross the 2023 to 2024 line should be treated with caution until the source of the change is confirmed.

Traffic Collisions by Year and Disposition
Every call that came in with a traffic-collision nature code over the eight-year window, broken down by whether a report was taken and what kind. No Report Taken means the call cleared without any formal report (minor, unconfirmed, or otherwise not documented). Report - Traffic means a collision report was taken. Report Taken DUI means a DUI report was taken on a call that started as a traffic collision. Other Report Taken means some other report type (often property or criminal) was taken on a call that originated as traffic.

Disposition 2018 2019 2020 2021 2022 2023 2024 2025
No Report Taken 1,041 1,058 700 865 913 996 989 1,020
Other Report Taken 33 23 19 20 14 31 28 35
Report - Traffic 733 746 520 612 589 447 511 473
Report Taken DUI 53 42 52 52 46 37 27 66
Grand Total 1,860 1,869 1,291 1,549 1,562 1,511 1,555 1,594 Two observations from the data. First, the 2021 to 2025 period has held in the 1,500 to 1,600 range, below the 2018 to 2019 baseline of about 1,860. Second, collision reports (Report - Traffic) declined from 746 at peak (2019) to 473 in 2025, a 37% decrease. No Report Taken has stayed near 1,000 per year across the whole period; in 2025, it was 1,020, or 64% of all traffic-related calls. DUI reports taken on traffic collision calls show year-to-year variation. The 2025 figure (66) is the highest in the eight-year window, up from 27 in 2024 and 37 in 2023.

Fountain Valley Police Department – 2026 Organizational Assessment | 47 When Collisions Happen: Day of Week by Hour of Day Eight-year total of all traffic-related calls by day of week and hour of day. Darker red cells indicate more collisions. Peak cell is Friday at 3 PM (197 collisions). The afternoon 14:00 to 17:00 window accounts for about a third of all collisions despite being only four of 24 hours.

Day 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 TotalSun 36 19 18 12 11 9 24 21 38 49 72 74 92 101 96 94 91 91 78 68 72 45 42 25 1278Mon 24 14 9 7 10 24 36 59 105 94 94 127 132 128 180 180 153 169 120 72 61 47 37 16 1898Tue 7 10 6 11 9 24 37 98 115 80 103 96 132 136 153 179 165 180 135 93 52 43 45 25 1934Wed 16 7 14 7 5 17 33 106 144 107 88 124 119 128 149 178 181 175 144 98 65 56 36 23 2020Thu 14 11 12 8 7 24 42 79 119 106 79 109 117 132 162 169 180 152 134 93 72 56 50 25 1952Fri 18 21 9 12 16 22 33 60 120 93 89 115 141 144 189 197 179 164 148 102 73 60 44 47 2096Sat 35 25 21 19 9 21 15 35 42 75 93 107 117 126 109 99 99 112 101 84 73 68 65 63 1613Total 150 107 89 76 67 141 220 458 683 604 618 752 850 895 103 8 109
6 104
8 104
3 860 610 468 375 319 224 12791
Weekly pattern: Friday is the highest collision day at 2,096. Wednesday and Thursday are close behind (2,020 and 1,952). Sunday is the lightest day at 1,278. Saturday has a pronounced overnight tail (35 at midnight, 25 at 1 AM) reflecting bar-close period.

Fountain Valley Police Department – 2026 Organizational Assessment | 48 Traffic Enforcement Activity
Enforcement actions broken out by category for 2021 through 2025. Categories are: DUI arrest reports; Report Other Crime (a traffic stop that escalated into another crime report); Traffic Report (a collision report taken during a stop); TS Warning (a traffic stop where the driver was warned and released with no formal report); and TS/CITE (a stop resulting in a citation).

NOTE: From 2023 to 2024, TS/CITE counts dropped from 3,298 to 1,223 (-63%) while TS Warning counts dropped from 2,287 to 1,809 (-21%). The cite-to-warning ratio moved from about 1.3 (2021 to 2023 average) to about 0.6 (2024 to 2025 average). The cause of this change is not identified in the current data. Citation totals crossing the 2023 to 2024 line should not be compared directly until the source of the change is confirmed.

Report Oth Crime counts grew from 1 in 2021 to 109 in 2025. DUI reports remained in the 40 to 50 range across the period, with 2022 at 50 as the high. It is recommended that the listed data be assessed for continuity.

Category 2021 2022 2023 2024 2025
DUI 18 50 46 43 40
Report Oth Crime 1 46 83 69 109
Traffic Report 2 1 0 0 1
TS Warning 2,363 3,245 2,287 1,809 2,112
TS/CITE 3,107 3,899 3,298 1,223 1,224
Grand Total 5,491 7,241 5,714 3,144 3,486

Fountain Valley Police Department – 2026 Organizational Assessment | 49 When Officers Make Traffic Stops: Day of Week by Hour of Day Eight-year total of all traffic stops (2018 through 2025) by day of week and hour of day. Peak cell is Tuesday at 8 AM (910 stops). The morning 07:00 to 09:00 window on Monday through Thursday is where stop activity is highest. A secondary peak appears at 19:00 to 20:00 across all weekdays.

Day 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 TotalSun 248 233 211 139 63 27 25 85 136 174 180 210 173 146 175 152 131 91 126 379 318 230 258 233 4143Mon 185 158 152 91 68 57 211 606 739 556 418 271 197 265 316 267 240 156 149 383 336 261 250 245 6577Tue 199 172 151 111 75 79 329 836 910 753 488 293 270 305 325 293 226 235 158 367 317 260 214 228 7594Wed 190 174 154 92 64 81 280 770 913 613 381 279 203 219 237 201 214 188 197 439 278 251 293 267 6978Thu 231 195 162 105 63 50 292 752 893 579 394 367 315 284 326 253 206 200 145 452 353 263 295 261 7436Fri 234 212 170 122 67 55 85 427 584 438 410 343 284 279 306 265 223 142 157 425 440 439 441 387 6935Sat 368 288 218 128 58 29 29 136 207 265 256 265 183 166 193 157 156 91 111 434 345 274 302 284 4943 Total 165 5 143 2 121 8 788 458 378 125 1 361 2 438 2 337 8 252 7 202 8 162 5 166 4 187 8 158 8 139 6 110 3 104 3 287 9 238 7 197 8 205 3 190 5 44606 Weekly pattern: Tuesday is the highest stop day at 7,594. Thursday, Wednesday, and Friday follow. Sunday is the lightest at 4,143. The Monday through Thursday mornings are where enforcement is most active.

Fountain Valley Police Department – 2026 Organizational Assessment | 50 Traffic Stops and Collisions: Timing Comparison
Side-by-side peak summary from the two heatmaps above.

Measure Peak Hour Peak Day Peak Cell Peak Window
Traffic Stops 08:00 (4,382) Tuesday (7,594) Tue 08:00 = 910 Mon-Thu 07-09 Traffic Collisions 15:00 (1,098) Friday (2,096) Fri 15:00 = 197 Wed-Fri 14-17 The two peaks fall on different days and at different hours. Traffic stops are concentrated in the weekday morning window. Collisions are concentrated in the late-week afternoon window. The two distributions do not overlap in the data.

Notes on the Data
Traffic collision data covers 2018 through 2025 (eight years). Traffic stop data covers the same eightyear window. Citation and enforcement category data covers only 2021 through 2025 due to a coding change that makes earlier data noncomparable.

The 2024 coding shift (footnoted in the enforcement section) affects year-over-year comparisons of citation counts crossing the 2023-2024 line. Warning counts are the more reliable series for gauging enforcement activity across the full period.

Heatmap totals (12,791 collisions and 44,606 stops) reconcile to source pivot grand totals. Cells are colored by intensity against the within-heatmap maximum (197 for collisions, 913 for stops).

Fountain Valley Police Department – 2026 Organizational Assessment | 51 Appendix C: Unallocated Time Analysis
This analysis extends the 3-Year Workload Findings by separating sworn hours spent on calls into two categories, public-generated (PG) calls and Officer-initiated (OI) activity, and comparing each to actual available patrol bandwidth. The result quantifies how much discretionary (unallocated) time the Department has on each shift under multiple scenarios and highlights where assumptions meaningfully change the story.

This enhanced edition adds three elements that strengthen the original findings: (1) a corrected framing of the Night OI growth observation, which reflects longer call durations rather than more calls; (2) a dedicated Traffic and CRO sensitivity scenario showing what Day shift capacity looks like when those resources are treated as dedicated rather than pooled into patrol; and (3) a non-call allowance sensitivity table quantifying how utilization shifts if the 2.5-hour assumption proves generous.

Key Terms
A few terms appear throughout this report. Short definitions:

Bandwidth: the total Officer hours available for work each day. If 5 Officers each have 10 hours available, the bandwidth is 50 hours/day. This is the denominator behind every percentage in this report.

Reactive Utilization: the share of bandwidth spent answering calls. If Officers use 30 of 50 available hours on calls, reactive utilization is 60%. Higher means less time left for proactive work, training, community contacts, and reports.

Saturation: the point where Officers are so busy with calls that there is no meaningful time left for anything else. Above 75% reactive utilization, discretionary work (training, community contacts, proactive patrol) gets squeezed. Above 90%, calls start stacking up and response times slip. 75% is the benchmark IACP, ICMA, and PERF use as the saturation threshold.

Sensitivity Scenario: a “what if” test. The primary scenario uses the best baseline assumption (e.g.,

2.5 hours for briefing, lunch, and reports). A sensitivity scenario swaps one assumption (e.g.,

3.0 hours instead) to show whether the conclusion holds up or changes. If a small assumption change flips the picture, the conclusion is fragile; if the picture stays roughly the same, the conclusion is robust.

Pooled vs. Dedicated: “Pooled” means Officers in specialized roles (Traffic, CRO) can back up patrol and answer general calls when needed. “Dedicated” means they stay on their own assignment and do not fill in. The difference between the two determines how much capacity Day shift actually has.

Proactivity Ratio: the share of incidents that Officers start themselves (traffic stops, bar checks, community contacts) versus calls from the public. A higher ratio means the Department is shaping its own workload; a lower one means it is mostly reacting to public calls.

Summary
 Night shift is saturated. In 2025, Officers spent 82% of their available time on calls, which is inside the 75-to-90% range where discretionary work (training, community contacts, proactive patrol) gets squeezed. Under a more conservative non-call-time assumption (3.0 hours instead of 2.5), that number climbs to 87%.

Fountain Valley Police Department – 2026 Organizational Assessment | 52  Day shift looks stretched-but-sustainable (68% on all calls, 51% on public calls only) only because Traffic and Community Resource Officers (CROs) are being counted as available to help patrol. If those Officers are treated as dedicated to their own assignments, Day shift utilization jumps to 86%, essentially matching Night. That single question, whether Traffic and CRO can realistically answer general patrol calls, is the biggest swing factor in this analysis.  Night shift's Officer-initiated work grew 53% in total hours over three years, but the call count actually declined 3.9%. All of the hour growth came from longer individual activities (from about 33 minutes to about 52 minutes per event). The workload increase is real; the framing that deputies did more proactive work is not.
 There is no remaining capacity on Night shift to absorb new programs, expand community engagement, or increase proactive policing without adding Officers or reducing public call demand. The companion 8-year Incident Analysis shows agency-wide Officer-initiated activity fell 34% from the 2019 peak, and the proactivity ratio dropped from 32.5% to 26.1%. This report explains the “why” behind those numbers: the available time is gone.

Methodology
 Call data: 86,239 CAD records for calendar years 2023 through 2025. Individual call durations are capped at 8 hours (matches original workload methodology, affects 1,951 records or 2.3% of data, and removes approximately 23,267 hours of outlier time across the three-year window).
 Time measured: sworn hours only (sworn_time_hrs field). Non-sworn time (CSO/PSO) is excluded because those positions handle a separate queue and do not draw from sworn patrol bandwidth.
 PG vs. OI classification: via the “How Received” field, where “O” identifies Officer Initiated and all other values identify Public Generated. Verified to produce zero mismatches against the is_oi flag in the source data.
 Patrol staffing: derived from the FVPD Watch Schedule (January 18 through July 19, 2026).

Officer and Corporal positions counted across Patrol, Traffic, and CRO assignments.

Sergeants, Lieutenants, Detectives, Dispatch, CSO/PSO, K-9, and SRO excluded.  Non-call obligations per Officer per 12.5-hour shift: 2.5 hours (report writing 1.0, lunch 0.5, breaks 0.5, briefing 0.5). Baseline assumption; sensitivity at 3.0 hours provided below.  Available-for-calls at baseline: 10.0 hours per Officer per shift (80% of 12.5-hr shift).  3-year trend holds staffing constant at current roster levels. The reported utilization change, therefore, reflects workload change, not staffing change.

Daily Patrol Staffing (Watch Schedule Average)
Day staffing includes Patrol Officers plus Corporals (5.29/day), Community Resource Officers Roddy and Shaw (CROs, Monday through Thursday), and Traffic Corporal Gomez plus Officer Spencer (Monday through Friday). Night staffing is Patrol Officers plus Corporals only.

Shift Avg Officers + Corporals / Day Avail Hours / Day
Day (0600 - 1830) 6.71 67.1
Night (1800 - 0630) 4.70 47.0

Fountain Valley Police Department – 2026 Organizational Assessment | 53 Shift Avg Officers + Corporals / Day Avail Hours / Day
Combined 11.41 114.1
Sworn Hours on Calls, Public Generated vs. Officer Initiated Year Shift PG Calls OI Calls PG Hrs/Day OI Hrs/Day Total Hrs/Day OI % of Hrs 2023 Day 11,522 6,931 32.3 10.9 43.3 25.2%
2023 Night 6,623 5,162 23.2 7.7 30.9 25.0%
2024 Day 11,306 4,959 36.7 9.4 46.0 20.3%
2024 Night 6,860 5,575 26.7 9.0 35.6 25.2%
2025 Day 10,506 5,472 34.1 11.2 45.3 24.7%
2025 Night 6,362 4,961 26.9 11.8 38.7 30.4%
NOTE: Night shift OI hours grew 53% over three years (7.7 to 11.8 hours/day), but this growth comes from longer average call duration, not more activity. Night OI call count actually declined 3.9% (5,162 in 2023 to 4,961 in 2025), while average duration per OI activity rose from about 33 minutes to about 52 minutes, a 59% increase. The Day shift shows the same pattern at a smaller magnitude. Possible drivers: more thorough self-reported time logging, a shift in the mix of OI activity types, or extended on-scene time for pursuits, impounds, and extended DUI investigations. The workload increase on deputies is real; the framing that deputies are doing more proactive work is not. 2025 Unallocated Time, Primary Scenario
The first scenario isolates public call demand, and what the reactive workload would look like if Officers only answered community-generated calls. The second reflects current reality, including all Officer-initiated activity. Both use the baseline 10.0 hours available per Officer (2.5-hour non-call allowance) and treat Traffic and CRO resources as pooled into Day patrol capacity.

Scenario Avail Hours On Calls Unallocated Reactive %
Day, Public Generated ONLY 67.1 34.1 33.0 51%
Day, All Calls (PG + OI) 67.1 45.3 21.8 68%
Night, Public Generated ONLY 47.0 26.9 20.1 57%
Night, All Calls (PG + OI) 47.0 38.7 8.3 82%
NOTE: Day shift, when Traffic and CRO resources are pooled into patrol bandwidth, operates within the IACP-recommended 40 to 60% band on public calls only (51%) and just above the upper threshold (68%) when all activity is counted. Night shift, with no Traffic or CRO support, remains at 82% reactive utilization and 57% on public calls alone, at or above saturation. 2025 Unallocated Time, Traffic and CRO Dedicated
The primary scenario assumes Traffic Officers and Community Resource Officers are fully available for general patrol calls. In practice, Traffic is often committed to DUI enforcement, collision investigation, and traffic callouts; CROs carry dedicated community programs, problem-oriented projects, and schedule commitments. If those positions are treated as dedicated rather than pooled, Day staffing falls from 6.71 to 5.29 Officers per day, and available hours fall from 67.1 to 52.9.

Fountain Valley Police Department – 2026 Organizational Assessment | 54 Scenario Available Hours On Calls Unallocated Reactive % Day, Public Generated ONLY 52.9 34.1 18.8 64%
Day, All Calls (PG + OI) 52.9 45.3 7.6 86%
Night, Public Generated ONLY 47.0 26.9 20.1 57%
Night, All Calls (PG + OI) 47.0 38.7 8.3 82%
NOTE: Under the Traffic/CRO dedicated scenario, Day shift reactive utilization rises from 68% to 86%, essentially matching Night. The two-shift capacity gap closes entirely, and the Department operates at saturation on both shifts. The single largest factor determining whether Day is stretched or saturated is therefore not call volume growth but how Traffic and CRO assignments are defined operationally.

Non-Call Allowance Sensitivity
The baseline assumes 2.5 hours per 12.5-hour shift for non-call obligations (report writing 1.0, lunch

0.5, breaks 0.5, briefing 0.5). Industry benchmarks from IACP and ICMA commonly use 30 to 40% of shift for non-call obligations, which would be 3.75 to 5.0 hours on a 12.5-hour shift. The table below shows 2025 reactive utilization at three non-call assumptions.

Non-Call Assumption Day PG-Only Day All Calls Night PG-Only Night All Calls

2.5 hours (baseline) 51% 68% 57% 82%

3.0 hours (moderate) 54% 71% 60% 87%

3.5 hours (conservative) 56% 75% 64% 92%
NOTE: Under more conservative non-call assumptions, Night all-activity utilization rises from 82% to 87% (at 3.0 hours) or 92% (at 3.5 hours), moving firmly into the saturation and call-stacking range.

The baseline in the primary scenario likely understates actual saturation, not overstates it. 3-Year Reactive Utilization Trend
Staffing held constant across years at the current roster level; trend reflects workload change alone.

Year Day PG-Only Day All Calls Night PG-Only Night All Calls 2023 48% 65% 49% 66%
2024 55% 69% 57% 76%
2025 51% 68% 57% 82%
NOTE: Night shift reactive utilization climbed from 66% to 82% over three years, a 16-point shift. Day shift utilization held in the mid-to-upper 60s while Night approached saturation. The Day-to-Night gap widened because Night has no Traffic or CRO support to absorb overflow.

What the Unallocated Time Represents
Expressing unallocated hours in Officer-shift equivalents makes the scale tangible. One Officer-shift equivalent equals 10 available hours, which is one Officer for one full 12.5-hour shift after non-call obligations.

Shift Scenario Unallocated Hours Per Day Officer-Shift Equivalent Day Public Gen ONLY 33.0 ~ 3.3 Officer-shifts

Fountain Valley Police Department – 2026 Organizational Assessment | 55 Shift Scenario Unallocated Hours Per Day Officer-Shift Equivalent Day All Calls 21.8 ~ 2.2 Officer-shifts
Night Public Gen ONLY 20.1 ~ 2.0 Officer-shifts
Night All Calls 8.3 ~ 0.8 Officer-shifts
Day shift retains roughly 2.2 Officer-shifts of discretionary capacity per day when all activity is counted. Night shift retains less than one Officer-shift. Remaining capacity absorbs briefing overruns, late-report writing, cover assignments, training call-offs, court preparation, community contacts, and administrative tasks. In practical terms, Night shift has effectively zero sustained discretionary time for proactive patrol, while Day retains modest capacity largely thanks to Traffic and CRO resources; when those positions are treated as dedicated, Day converges with Night.

Cross-Reference to 8-Year Incident Analysis
The companion 8-year Incident Analysis documents agency-wide incident trends that this workload analysis explains operationally.
 Total incident volume declined 17.9% from its 2019 peak of 48,690 to 39,953 in 2025 (or 14% from the 2018 baseline of 46,372). Public-generated calls have been stable (33,782 in 2018 to 29,516 in 2025). The decline is concentrated in Officer-initiated activity, which fell 34% from the 2019 peak of 15,836 to 10,437 in 2025.
 The proactivity ratio fell from 32.5% (2019) to 26.1% (2025).  This workload analysis quantifies why: there is no remaining bandwidth to support a higher proactivity ratio without adding Officers or reducing call volume. In 2025, each shift spent roughly 11 hours per day on Officer-initiated work (duration-driven), already compressing the time available for reports, breaks, and discretionary patrol.  Pushing OI higher without structural change would require Officers to absorb time from briefing, report writing, or breaks, which the data already shows is happening: report-taking rates have risen from the stable 11 to 12% band (2018 to 2023) to 13.9% (2024) and 14.6% (2025), and the Day-to-Night response gap is collapsing as Night absorbs more work.

A Worked Example: What 82% Saturation Looks Like on Night Shift Because “reactive utilization” is an abstract percentage, this section walks through the 2025 Night shift number step by step using the actual data. Every figure here comes directly from the CAD extract and the watch schedule.

Step 1: How much time do we have?
 4.70 Officers assigned to patrol each night (watch schedule average across all days of the week).
 12.5-hour shift minus 2.5 hours set aside for briefing, lunch, breaks, and report writing equals

10.0 hours available per Officer.
 Total bandwidth per night: 4.70 Officers times 10.0 hours each equals 47.0 available hours.

Step 2: How much did public calls consume?
 6,362 public-generated calls landed on Night shift in 2025.

Fountain Valley Police Department – 2026 Organizational Assessment | 56  Those calls consumed 9,816 sworn Officer hours across the year (after individual calls longer than 8 hours were capped, which affected about 2% of records).  9,816 hours divided by 365 days equals 26.9 hours per night on public calls alone.  26.9 divided by 47.0 equals 57% of available time committed before a single Officer does any self-initiated work.

Step 3: Add Officer-initiated activity
 4,961 Officer-initiated events on Night shift in 2025 (traffic stops, pedestrian checks, bar checks, etc.).
 Those consumed 4,307 sworn hours across the year.
 4,307 divided by 365 equals 11.8 hours per night on OI.  Combined public plus OI hours: 26.9 + 11.8 equals 38.7 hours per night spent on calls.

Step 4: What is left?
 47.0 available minus 38.7 committed equals 8.3 unallocated hours per night, total across the whole shift.
 Spread across 4.70 Officers, that is roughly 1.76 hours per Officer per shift.  That 1.76 hours per Officer must absorb every non-call task: cover assignments, training calloffs, court prep, community contacts, administrative work, briefing overruns, and late report writing.

Step 5: Why 82% is the headline number
 38.7 divided by 47.0 equals 82%, the Night shift reactive utilization for 2025.  IACP, ICMA, and PERF classify the 75 to 90% band as “at or near saturation,” defined as the level where discretionary activity displaces essential tasks and response quality erodes.  In concrete terms: a Night Officer has about 1 hour and 46 minutes per 12.5-hour shift that is not already owed to a call. Any unexpected event (one long DUI investigation, one call stack, one Officer out sick) consumes most or all of that buffer.

This is what makes the number operational rather than theoretical. 82% does not mean “Officers are busy 82% of the time" in a loose sense. It means 82% of the night's total time budget is already committed to calls before any discretionary work can happen, and the remaining 18% has to cover every other task the agency needs Officers to do.

Quick reference: 2025 Night Shift at a glance
Step Calculation Result
Officers per night (avg) From watch schedule 4.70
Available hours per Officer 12.5 shift minus 2.5 non-call 10.0 Total bandwidth per night 4.70 x 10.0 47.0 hours
Public call hours per night 9,816 sworn hours / 365 days 26.9 hours OI hours per night 4,307 sworn hours / 365 days 11.8 hours

Fountain Valley Police Department – 2026 Organizational Assessment | 57 Step Calculation Result
Total call hours per night 26.9 + 11.8 38.7 hours
Unallocated hours per night 47.0 - 38.7 8.3 hours
Per Officer unallocated 8.3 / 4.70 1.76 hours
Reactive utilization 38.7 / 47.0 82%
Where the Saturation Actually Lives: Peak Hours and Day of Week The 82% Night and 68% Day utilization numbers are shift-level averages. They hide the fact that calls do not arrive evenly across the 12 hours of a shift or across the 7 days of the week. This section breaks the daily averages down by hour of day and day of week, calculated against the same perwall-hour bandwidth (3.92 Officer-hours per wall hour on Night, 5.59 per wall hour on Day). Values over 100% indicate more Officer time was committed to calls in that hour than was staffed to answer them, which means calls stacked and response times slipped.

Reactive Utilization by Hour of Day (3-Year Average)
Hour Shift Hrs on Calls Utilization Interpretation
1800 Night 4.7 121% Call stacking
1900 Night 4.3 109% Call stacking
2000 Night 3.9 99% At ceiling
2100 Night 3.5 89% Saturated
2200 Night 3.5 89% Saturated
2300 Night 3.0 77% Saturated
0000 Night 3.0 77% Saturated
0100 Night 2.7 68% Stretched
0200 Night 2.3 59% Operational range
0300 Night 1.8 46% Operational range
0400 Night 1.2 31% Discretionary capacity
0500 Night 1.1 28% Discretionary capacity
0600 Day 2.0 35% Morning ramp
0700 Day 3.0 53% Operational range
0800 Day 3.9 69% Stretched
0900 Day 3.7 66% Stretched
1000 Day 4.0 71% Stretched
1100 Day 3.9 70% Stretched
1200 Day 4.0 71% Stretched
1300 Day 3.9 69% Stretched
1400 Day 4.0 71% Stretched
1500 Day 4.1 74% Stretched

Fountain Valley Police Department – 2026 Organizational Assessment | 58 Hour Shift Hrs on Calls Utilization Interpretation
1600 Day 4.1 74% Stretched
1700 Day 4.4 78% Saturated
NOTE: Night shift operates over 100% capacity from 1800 to 1900, meaning calls are stacking and response times slip during those hours. The shift does not return to the IACP-recommended operational range until roughly 0200. From 0400 onward, Night has genuine discretionary capacity, which is when Officers catch up on reports, training, and administrative work. The 82% daily average masks a shift that is saturated or over-saturated for its first six hours and relatively calm for its last six.

NOTE: Day shift runs in the stretched band (65 to 78%) across the entire 12-hour shift, with the peak at 1700 just as units are preparing to hand off to Night. Day shift does not have a meaningful lowdemand trough the way Night does, which means less opportunity to catch up on reports and administrative work within the shift.

Reactive Utilization by Day of Week (3-Year Average)
Day Night Hrs/Night Night Util Day Hrs/Day Day Util
Monday 30.6 65% 42.3 63%
Tuesday 32.3 69% 50.2 75%
Wednesday 31.7 67% 48.9 73%
Thursday 34.1 73% 49.5 74%
Friday 38.4 82% 47.9 71%
Saturday 42.1 90% 40.2 60%
Sunday 36.2 77% 34.5 52%
NOTE: Saturday Night averages 90% reactive utilization across the entire 12-hour shift. Combined with the hour-of-day peak analysis (where peak hours exceed 100%), Saturday Night between 1800 and 2200 is almost certainly the single most call-stacked period of the week.

NOTE: Day shift is busiest Tuesday through Thursday (73-75%), reflecting weekday service calls, traffic enforcement, and business-hours incidents. Weekends are noticeably lighter on Day. Night shows the opposite pattern. with weekends being the heaviest.

Methodology Note for the Peak Analysis
Each call is assigned to the hour in which it was reported (reptd field). Long-running calls that span multiple hours are counted entirely in their start hour. This slightly inflates early-shift utilization and slightly understates late-shift utilization. The effect is modest and does not change the shape of the peak, but a reader should be aware the 121% peak at 1800 is likely closer to 110-115% when call spans are distributed across hours. The saturation story stands either way.

Benchmark and Interpretation
Reactive Utilization Band Interpretation
Below 40% Significant discretionary capacity. Opportunity for proactive programs, community engagement, investigations support. 40% to 60% IACP-recommended operational range. Healthy balance of reactive and proactive capacity.

Fountain Valley Police Department – 2026 Organizational Assessment | 59 Reactive Utilization Band Interpretation
60% to 75% Stretched. Noticeable reduction in proactive capacity. Sustainable only short term.
75% to 90% At or near saturation. Discretionary activity displaces essential tasks (report writing, training, breaks). Response quality erodes.

Above 90% Call stacking, delayed response, cumulative Officer fatigue. Risk to Officer safety and service quality.

Day shift operates in the 51 to 68% band under the primary scenario (pooled Traffic and CRO), within or just above the IACP-recommended range. Under the Traffic and CRO dedicated scenario, Day enters the 64 to 86% band and matches Night. Night shift operates in the 57 to 82% band under the baseline 2.5-hour non-call allowance, with all-activity utilization in the saturation zone; at the more conservative 3.0-hour allowance, Night reaches 87%.

Things to Keep in Mind
 Staffing numbers come from the current (January through July 2026) watch schedule. The 3-year trend assumes staffing was similar in 2023 and 2024. If FVPD had more or fewer Officers in those years, historical utilization would shift.  The 2.5 hours per shift set aside for briefing, lunch, breaks, and report writing is an estimate, not measured directly from CAD. The Non-Call Allowance Sensitivity table above shows how results change under 3.0 and 3.5-hour assumptions.
 The analysis does not subtract vacation, sick leave, or training days. Real-world staffing on any given day is usually lower than the roster count, which means actual reactive utilization is likely higher than what is shown here.
 Night OI hour growth reflects longer call durations, not more calls. If this reflects better selfreported time logging rather than actual time on task, the workload increase on Night may be partially a measurement artifact; if it reflects real behavior (extended enforcement operations, lengthier pursuits, more thorough DUI investigations), the workload increase is real and permanent. Either interpretation has operational implications worth pursuing.

Key Findings
Patrol operates with a clear Day-Night imbalance under the primary scenario. Day shift (68% reactive utilization on all activity, 51% on public calls alone) sits at or just above the IACP-recommended ceiling, sustainable but stretched, and only because Traffic and CRO personnel are pooled into patrol capacity. Night shift (82% reactive utilization, 57% on public calls alone) operates at or beyond the saturation threshold with no similar support.

Under plausible alternative assumptions, that imbalance closes:
 If Traffic and CRO are treated as dedicated rather than pooled, Day rises to 86% all-activity utilization and matches Night. The Department is then saturated on both shifts.  If the non-call allowance is 3.0 hours rather than 2.5, Night reaches 87% and Day (pooled scenario) reaches 71%. At 3.5 hours, Night reaches 92%.

Any recommendation to increase proactive policing, expand community engagement, or absorb new programs on Night shift requires either additional staffing or a reduction in public call demand. On Day shift, absorbing new responsibilities first requires clarifying whether Traffic and CRO Officers

Fountain Valley Police Department – 2026 Organizational Assessment | 60 remain available for patrol response, or whether that bandwidth is already claimed by dedicated assignment responsibilities. Resolving the Traffic/CRO question is the single highest-leverage decision in this analysis; it determines whether Day shift has genuine capacity or whether it too is saturated.

Fountain Valley Police Department – 2026 Organizational Assessment | 61 Appendix D: Workload Base

1. DATA SOURCE
86,239 CAD records. Calendar years 2023, 2024, 2025. Each record = one dispatched call for service. Individual call durations capped at 8 hours (1,853 records affected, 2%). Shift schedule:

12.5-hour shifts (Day 0600–1830, Night 1800–0630).

2. VOLUME AND WORKLOAD (Calls that show a FIELD RESPONSE) 2023 2024 2025 3-Yr Change
Total Calls 30,238 28,700 27,301 -10%
Calls Per Day 82.8 78.6 74.8
Reports Written 5,222 5,763 5,803 +11%
Reports Per Day 14.3 15.8 15.9
Avg Response (min) 22.4 20.1 20.4 -9%
Sworn Hrs on Calls/Year 27,053 29,797 30,650 +13%
Avg Time Per Call (min) 56.8 66.5 72.4 +28%
Note: Call volume is down but sworn hours (time spent on calls) are up. Average time per call grew 28% (56.8 to 72.4 min).

3. SHIFT COMPARISON
Calls/Day Reports/Day Sworn Hrs/Day Avg Response
Day 2023 50.6 9.6 43.3 26 min
Day 2024 44.6 9.8 46.0 22 min
Day 2025 43.8 10.5 45.3 21 min
Night 2023 32.3 4.7 30.9 16 min
Night 2024 34.1 6.0 35.6 17 min
Night 2025 31.0 5.4 38.7 19 min
Note: Night shift sworn hours (time spent on calls) increased 25% (30.9 to 38.7 hrs/day) while calls were flat. The day-night response time gap collapsed from 10.2 min (2023) to 2.5 min (2025).

4. PRIORITY BREAKDOWN
Priority Calls % Volume Avg
Response Avg Time/Call Avg Units
P1 Emergency 10,564 12% 7.9 min 123.6 min 3.05
P2 Urgent 29,646 34% 21.7 min 96.3 min 2.09
P3 Routine 30,644 36% 30.2 min 68.5 min 1.52
P4 Low 15,385 18% 16.3 min 41.9 min 1.34
P1 report rate: 35%. P2: 19%. P3: 21%. P4: 6%.

Fountain Valley Police Department – 2026 Organizational Assessment | 62 P1 calls with only 1 unit responding: 999 of 10,564 (9%).

P4 calls with 3+ units responding: 1,005 of 15,385 (7%).

Note: 19% of measurable P1 responses exceed 10 minutes (stable across all 3 years: 19%, 19%, 20%). Nearly 1 in 5 emergency calls is not getting a sub-10-minute response.

5. ZONE WORKLOAD
Zone/Year Calls/Day % Calls Sworn
Hrs/Day Hrs/Call % of Hrs
Z1 2023 27.9 34% 24.2 0.87 33%
Z1 2025 23.7 32% 25.6 1.08 30%
Z2 2023 26.0 31% 25.1 0.97 34%
Z2 2025 26.3 35% 31.9 1.21 38%
Z3 2023 25.3 31% 20.0 0.79 27%
Z3 2025 23.0 31% 22.9 1.00 27%
Zone 2 day shift response: 20.9 min. Zone 3 day shift: 23.0 min (2025).

Note: Zone 2 consumes 38% of sworn hours on 35% of calls. Hrs/call grew from 0.97 to 1.21 (+25%).

Zone 2 is pulling more resources per incident than the other zones.

6. TEMPORAL PATTERNS
Peak hours: 0800 (4.6 calls/hr avg, 22 max in a single hour), 0900-1100, 1400-1500.

Friday: 83.4 calls/day. Sunday: 67.8 calls/day. Weekend rate is 83-92% of weekday rate.

Weekend-to-weekday gap closed from 83% (2023) to 92% (2025). Weekends are getting busier relative to weekdays.

Monthly response times (3-yr avg):

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

20.3 19.8 20.0 32.0 20.9 23.4 19.8 19.3 18.7 18.8 19.0 19.7 Note: April averages 32.0 min response vs. 19-20 min for most months. April 2023 alone averaged

56.1 min (median 10.6 min), indicating heavy outlier skew that month.

7. OFFICER UTILIZATION MODEL

12.5-hour shift (Day 0600–1830, Night 1800–0630). Non-call obligations per Officer:

Activity Time
Report Writing 1.0 hr
Lunch 0.5 hr
Breaks (2 x 15 min) 0.5 hr
Briefing 0.5 hr
Total Non-Call 2.5 hrs

Fountain Valley Police Department – 2026 Organizational Assessment | 63 Activity Time
Available for Calls 10.0 hrs (80%)

8. PEAK DEMAND
Average Day 90th Pctile 95th Pctile
Day Shift 4.5 6.6 7.6
Night Shift 3.9 5.7 6.4
Calls per Officer per shift (2025): Day 9.7, Night 7.9.

Busiest single day in dataset: March 23, 2023 (141 calls).

Note: Weekend night shift demand grew 30% (33.7 to 44.0 sworn hrs/day). That window now requires 4.4 Officers for call coverage alone — up from 3.4 in 2023. (Based on 10.0 available hours per 12.5-hour shift.)

9. ANOMALIES AND OBSERVATIONS

1. Time per call is growing faster than any other metric (+28% over 3 years). This is the primary driver of rising sworn hours despite falling call volume.

2. P1 single-unit response: 9% of emergency calls get only 1 unit. Average across all P1 is 3.05 units.

3. P4 over-dispatch: 7% of low-priority calls receive 3+ units.

4. Calls with response > 60 min: 2,891 total (3%). Of those, 30 were P1, 1,376 were P2.

5. Day-night response gap collapsed from 10.2 min (2023) to 2.5 min (2025). Night shift is slowing while day shift improved.

6. P1 share of total sworn hours: 19% (stable). P1 calls are 12% of volume but consume nearly a fifth of all Officer time.

7. Report burden: Day shift writes 0.232 reports per sworn hour on calls (2025). Night shift:

0.140.

8. 76% of P1/P2 calls do not generate a report. Rate was 79% in 2023, improved to 76% in 2025.

9. Calls > 4 hours: 5,329 (6% of all calls). These extended events drive the outlier capping.

10. Zone 3 night shift response (2025): 17.7 min — fastest in the Department. Zone 1 day shift:

20.3 min — fastest daytime.

10. DATA QUALITY
Response time calculable: 55% of records (improved from 51% in 2023 to 56% in 2025).

Incomplete records (dispatched, no arrival): 38%.

Outlier cap applied at 8 hrs: 1,853 records (2%).

April 2023 response time outliers skew that month; median (10.6 min) vs. mean (56.1 min) shows heavy right tail.

Methodology: FVPD_Methodology_and_Data_Issues.docx

City of Fountain Valley
Memorandum

TO: Honorable Mayor and City Council
FROM: Scott Smith, Public Works Director
DATE: September 15, 2026
SUBJECT: Study Session: Sister City Advisory Committee Delegation Trip ______________________________________________________________________________ OVERVIEW:

On September 1, 2026, City Council directed staff to create the Fountain Valley Sister/Friendship City Association (FVSFCA) as a “doing business as” (DBA) charitable program under the umbrella of the Fountain Valley Community Foundation (FVCF).

Additional dialogue during the Study Session included consideration of which two (2) Councilmembers will serve as the designated/appointed official delegates for a proposed Sister City Advisory Committee trip to Japan. The trip is tentatively scheduled for November 18 through November 25, 2026; additional details are provided below.

November 18 – Depart from Los Angeles airport (LAX)
November 19 – Arrive in Haneda, Japan
November 20 – Visit Fukushima and/or Yakult plant/Baseball Team November 20 – Dinner with Sakura City Mayor in Tokyo
November 21 – Potential visit Kiwanis/Rotary International in or near Tokyo November 22 – Free day and/or visit Kichijoji/Musashino City-Tokyo November 23 – Holiday
November 24 – Visit and tour Hekinan City
November 25 – Meeting with Sakura City. Travel from Haneda Airport and Return to LAX on November 25 – Depart from Haneda, Japan
November 25 – Arrive at LAX (possibly on November 26, dependent upon departure time) The goal of this Study Session is to identify the two (2) City Councilmembers who will serve as the designated/appointed delegates for the proposed Sister City Advisory Committee trip to Japan.

City of Fountain Valley
Memorandum

TO: Honorable Mayor and City Council
FROM: Colin Burns, Attorney for the City
DATE: September 15, 2026
SUBJECT: Study Session: Political Sign Regulations and Campaigning on City Property
______________________________________________________________________________ OVERVIEW:

This study session is to provide the City Council with an overview of the laws governing political signs and campaign activities in the City. The presentation will summarize federal and state law, and address legal considerations related to campaign activities occurring on City-owned property
DISCUSSION:

Campaigning, including the placement of political signs, is protected speech under the United States and California Constitutions. Local agencies may regulate certain aspects of speech such as the size, placement, safety, and time, place, and manner of signage, provided such regulations are content-neutral and narrowly tailored to serve legitimate governmental interests.

Campaign activities occurring on City property raise unique legal considerations because different types of public property are subject to different constitutional standards.

The presentation will discuss:
• Public forums, limited public forums, and nonpublic forums. • Locations where campaign activities may generally occur, subject to reasonable regulations.
• Areas where restrictions may be lawfully imposed to protect governmental operations, public safety, and property use.
• The City's obligation to remain neutral in election matters and avoid the use of public resources for campaign purposes.

Further, California law generally prohibits the use of public funds and public resources to support or oppose candidates or ballot measures. The presentation will briefly summarize restrictions applicable to elected officials, City employees, and the use of City facilities during election periods.

MINUTES OF THE

CITY COUNCIL/ SUCCESSOR AGENCY TO THE FOUNTAIN

VALLEY AGENCY

FOR COMMUNITY DEVELOPMENT/ FOUNTAIN VALLEY

HOUSING AUTHORITY
Closed Session 3:30 p.m.

Study Session 4:30 p.m.

Regular Meeting 6:00 p.m.

Tuesday, September 1, 2026
Council Chambers

CLOSED SESSION
CALL TO ORDER 3:30 p.m.

PUBLIC COMMENTS (Closed Session matters only)
• CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Section 54956.9: (1 Potential Case - HCD Letter re Group Homes Ordinance) No Reportable Action
• CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: 17565 Los Alamos St, Fountain Valley, CA 92708 Agency negotiator: City Manager, Deputy City Manager-Community Services Director, Finance Director, Attorney for the City
Negotiating parties: Fountain Valley and Boys and Girls Club Under negotiation: Price and terms of payment
No reportable action

STUDY SESSION
CALL TO ORDER 4:35 p.m.

PUBLIC COMMENTS (Study Session matters only)
Katy Wright, Liz Andrade
• Police Department Recruitment and Retention — Presentation by Mike Parsons, Police Lieutenant
An update was presented to City Council related to Police Department staffing levels and the recruitment opportunities available to the Police Department.

• Fountain Valley Sister/Friendship City Association - Presentation by Rob Frizzelle, Deputy City Manager / Community Services Director
Rob Frizzelle presented the upcoming Sister/Friendship City trip with City Council and what the intended goals are for the trip, as well as the itinerary. • Little Saigon Recommended Design Guidelines - Presentation by Omar Dadabhoy, Deputy City Manager / Community Development Director
A presentation on the design guidelines for a continuation of Little Saigon were presented to the City Council.

OPEN SESSION
CALL TO ORDER 6:50 p.m.

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

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

Absent: None

ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS
Item 3 – Minor Correction to the staff report

CITY MANAGER / MAYOR UPDATE
Mayor Cunneen provided his update.

COUNCIL MEMBER ITEMS FOR FUTURE CONSIDERATION
Council Member Constantine requested that the city move forward right away with the planned survey.

There was no second.

Council Member Constantine requested the city look into adopting an ordinance regarding no campaigning on city property. There was no second but the attorney for the city will brief the city council.

Council Member Constantine requested a review of temporary non-commercial signs (campaign signs) as a quick overview in study session. Second by Mayor Cunneen

FIRST CITY COUNCIL/ SUCCESSOR AGENCY/ HOUSING AUTHORITY/ PUBLIC COMMENTS (Unscheduled Matters Only)
Mike Rough, Vicki Johnson; JP Voilleque, Lis (on Zoom), Katy Wright, Dan Hay

CONSENT CALENDAR

1. Approval of the Municipal Water District of Orange County Water Conservation Participation Agreement CON-15-39 (1202) FY 26-28 Addendum 3E – Conservation Framework Technical Assistance Program in the amount of $19,918.42 ACTION: Move to Approve the Municipal Water District of Orange County Water Conservation Participation Agreement CON-15-39 (1202) FY 26-28 Addendum 3E – Conservation Framework Technical Assistance Program in the amount of $19,918.42 MOTION: Constantine SECOND: Harper
AYES: Bui, Constantine, Grandis, Harper, Cunneen
NOES: None
ABSENT: None
ABSTAIN: None

2. Approve Amendment No. 1 to CON-1368 with Cintas Corporation for Uniform Rental, Laundry Services, and Facility Services Products to extend the contract term one (1) year ACTION: Move to Approve Amendment No. 1 to CON-1368 with Cintas Corporation for Uniform Rental, Laundry Services, and Facility Services Products to extend the contract term one (1) year
MOTION: Constantine SECOND: Harper
AYES: Bui, Constantine, Grandis, Harper, Cunneen
NOES: None
ABSENT: None
ABSTAIN: None

3. Approve the Register of Demands for the period of 8/6/2026 to 8/19/2026 ACTION: Move to Approve the Register of Demands for the period of 8/6/2026 to 8/19/2026
MOTION: Constantine SECOND: Harper
AYES: Bui, Constantine, Grandis, Harper, Cunneen
NOES: None
ABSENT: None
ABSTAIN: None

4. Receive and File the Draft Minutes of the August 18, 2026 Regular City Council Meeting ACTION: Move to Receive and File the Amended Minutes of the August 18, 2026 Regular City Council Meeting
MOTION: Constantine SECOND: Harper
AYES: Bui, Constantine, Grandis, Harper, Cunneen
NOES: None
ABSENT: None
ABSTAIN: None

5. Approve Amendment No. 1 to CON-1651 with Baker Tilly Advisory Group to extend the contract through September 30, 2026, and add $2,650 to allow for Baker Tilly Advisory Group to present their findings to City Council
ACTION: Move to Approve Amendment No. 1 to CON-1651 with Baker Tilly Advisory Group to extend the contract through September 30, 2026, and add $2,650 to allow for Baker Tilly Advisory Group to present their findings to City Council MOTION: Constantine SECOND: Harper
AYES: Bui, Constantine, Grandis, Harper, Cunneen
NOES: None
ABSENT: None
ABSTAIN: None
Public Hearings

6. Introduction and First Read of an Ordinance Revising Fountain Valley Municipal Code Chapters 2.36 and 2.38, and Repealing Resolution No. 9900 Public Hearing Opened: 7:43 pm.

No Public Comments
Public Hearing Closed 7:44 p.m.

ACTION: Move to Approve the Introduction and First Read of an Ordinance Revising Fountain Valley Municipal Code Chapters 2.36 and 2.38, and Repealing Resolution No. 9900
MOTION: Constantine SECOND: Grandis
AYES: Bui, Constantine, Grandis, Harper, Cunneen
NOES: None
ABSENT: None
ABSTAIN: None

CITY COUNCIL/ SUCCESSOR AGENCY/ HOUSING AUTHORITY/ PUBLIC COMMENTS (Unscheduled Matters Only)
None
CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY AB 1234/GENERAL COMMENTS Mayor Cunneen

August 20 Attended the OC Concerts in the park
August 22 Attended the Grand opening and ribbon cutting for the new Picklr business August 26 Attended the Attended and made the opening remarks for the Citizens Academy Vice Mayor Harper
August 19 Attended the PCTA meeting
August 20 Attended the OCTA Finance Committee meeting and then the Mobile Source Air Pollution Reduction committee meeting
August 24 Attended the OCTA Board meeting
August 27 Attended the Picklr Grand Opening
Council Member Grandis
August 20 Attended the Fountain Valley Community Foundation Board Meeting August 22 Attended the Ribbon cutting for the Picklr
August 25 Attended the Boys and Girls Club Board meeting August 26 Attended the Citizens Academy
August 27 Attended the UCI Health Board meeting
August 28 Attended the Grand Opening of The Essence of Viet Comfort Food and the OCPA 1 on 1 meetings
Council Member Constantine
August 19 Participated in the FVRA (Fountain Valley Republican Assembly) Meeting at IHOP in Huntington Beach. We first had our Board Meeting, then transitioned to our Assembly Meeting in which I was very pleased to be the featured speaker enlightening our group on the latest Fountain Valley news.

August 20 Attended our 3rd Mayor’s Breakfast of the year at MemorialCare Health System on Brookhurst. Our featured speaker was Dr. Mafi, the Garden Grove Unified School District Superintendent. In the late afternoon, as the City of Fountain Valley Trustee to the Orange County Mosquito and Vector Control District (OCMVCD), participated in the monthly Board Meeting at Orange County Mosquito and Vector Control District in Garden Grove. In the evening, as the City’s appointed representative to the Fountain Valley Community Foundation, participated in both the monthly Grants and Board Meetings at Founders Village Senior and Community Center.

August 22 Participated in the Fountain Valley Chamber of Commerce grand opening / ribbon cutting of The Picklr — a new indoor pickleball business in the shopping center on

Magnolia and Talbert. Later, I stopped in at the annual “1/2 Price Sale” by the Fountain Valley Friends of the Library at the Fountain Valley Library. The sale continues through next Saturday, 8/29.

August 23-27 Drove out to Palm Desert, where I represented the City of Fountain Valley as our Trustee of the Orange County Mosquito and Vector Control District in attending the CSDA Annual Conference and Exhibitor Showcase (California Special Districts Association). I. stayed at the JW Marriott Desert Springs where the conference was held. Also, attending were 2 other Trustees, Bob from Mission Viejo City Council and April from Rancho Santa Margarita City Council. Additionally, in attendance were Lora Young, the District Manager of the Orange County Mosquito and Vector Control District (OCMVCD), Tawnia Pett, the Executive Assistant/Clerk of the Board for the Orange County Mosquito and Vector Control District, and Luan, their IT Director, in attendance. I attended the following:
-Monday’s “First Rodeo Meetup” — for the first timers of the conference. -Visited Exhibitor booths.
-President’s Evening Reception with the Exhibitors
-Tuesday morning Continental Breakfast with the Exhibitors -Tuesday morning’s “Opening Keynote: Ben Nemtin — ‘Powered by Purpose’ -“Civility in Action: Building Respectful Workplaces in the Public Sector” -Visited Exhibitor booths.
-Lunch with the Exhibitors
-“SB 707 and the Brown Act: What You Need to Know”
-“Supercharging Community Support”
-“Recommendations on Handling Difficult Board Situations (Meetings or Otherwise) -“Top 10 Board Member Best Practices”
-Wednesday morning’s General Session with full plated breakfast & Keynote: Kyle Scheele — ‘THINKING INSIDE THE BOX: How Tough Times Fuel True Creativity and Innovation’ -“Stop Being Conflicted — Conflicts of Interest 101 and Legal Updates” -Policy and Practice — a Legislative and Legal Update Luncheon -“Your Wish is My Command — How to Efficiently Manager CPRA Requests” -“Are You ADA Compliant? Tackling Website and PDF Accessibility” -SDRMA (Special District Risk Management Authority) Member “Boots and Bites — Taste of the City” Reception
-“Stronger Together” — a District Collaboration Breakfast Thursday morning -Thursday afternoon, checked out of the Resort and drove back to Fountain Valley.

August 28 Welcomed and presented a certificate on behalf of the City of Fountain Valley to a

new restaurant … An, The Essence of Viet Comfort Food. It was their grand opening an event with the OC Small Business Development Center Network (OCSBDC).

August 29 Participated in an endorsing convention for Fountain Valley School Board and City Council. No one was in attendance for the FV School District. It was myself, Jim Cunneen, and Dan Hay seeking endorsements. It was a joint FVRA (Fountain Valley Republican Assembly) Meeting with the Huntington Beach chapter at Laird Coatings in Huntington Beach initially chaired by CRA Vice President Russ Neal.

For Fountain Valley endorsements, we then met separately with David Pruyne, President of FVRA presiding.

September 1 Met with our City Manager, Maggie, in regards to today’s City Council Meeting agenda, then watched a webinar by the Council on Foreign Relations (CFR)) State and Local Officials Webinar on Zoom, “North American Trade and the USMCA Review (United States-Mexico-Canada Agreement)”.

Council Member Bui
July 15 Attended the PCTA Board meeting
August 19 Attended the PCTA Board meeting
August 25 Attended the Senior Center Luau
August 26 Attended the Sanitation District Board Meeting August 27 Attended the OC Division Meeting
August 28 Attended the Grand Opening of The Essence of Viet Comfort Food

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

AUTHORITY
Mayor Cunneen adjourned the meeting at 7:55 p.m. to the next Meeting of the Fountain Valley City Council on September 15, 2026 at 6:00 p.m., in the Fountain Valley Council Chambers, 10200 Slater Avenue, Fountain Valley.
__________________________
Jim Cunneen, Mayor
Attest:
___________________________
Rick Miller, City Clerk

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: September 15, 2026 Members of the City Council
SUBJECT: City of Fountain Valley Six- Month Strategic Objectives Update for May – October 2026 Three-Year Strategic Goals
☒ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live”
☒ Ensure long-term 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, plan for, and modernize infrastructure to support growth and future needs of the city
☐ Not applicable

EXECUTIVE SUMMARY
On March 24, 2026, the City Council held a strategic planning session with the executive management team and department managers. Those in attendance collaborated to establish the City’s six-month strategic plan that serves as a guiding framework for aligning City Council priorities, staff initiatives, and community input. The City Council approved the six-month strategic objectives for May – October 2026 at the May 5 City Council meeting. On a monthly basis, City staff provides an update on the progress of the adopted six-month strategic objectives. This is receive-and-file only.

DISCUSSION
On March 24, 2026, the City Council held a strategic planning workshop to develop the six-month strategic planning objectives for May 2026 through October 2026. Facilitated by consultant Ryder Smith of Tripepi Smith & Associates, the session allowed the Council to review progress on the prior threeyear plan, identify key takeaways, and refine its approach to setting and implementing future priorities.

The process was shaped by community input gathered through various methods, including a community workshop held on February 25, an online community feedback form, and one-on-one meetings with the City Council. Through this process, the group outlined community needs, concerns, and priorities to establish a new set of goals and objectives.

The updated three-year Strategic Plan is organized around four primary goals, some of which remain as priority goals from the previous plan:
• Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live”
• Ensure long-term fiscal stability by evaluating processes and attract and retain revenueproducing businesses/opportunities

City of Fountain Valley Strategic Plan Update
September 15, 2026

• Attract and retain quality staff through best practices and trends • Maintain, build, plan for, and modernize infrastructure to support growth and future needs of the city
The City Council approved the six-month strategic objectives for May – October 2026 at the May 5 City Council Meeting. City staff is providing an update on the progress of the adopted six-month strategic objectives. This is receive-and-file only.

FISCAL REVIEW
Not applicable.

PUBLIC NOTIFICATION
Not applicable.

ENVIRONMENTAL IMPACT REVIEW
Not applicable.

ATTORNEY REVIEW
Not applicable.

ALTERNATIVES
Alternative No. 1: Receive and file the six-month strategic objectives matrix for May – October 2026.

Alternative No. 2: Direct staff to take alternate action.

RECOMMENDATION
Staff recommends that the City Council approve the six-month strategic objectives matrix for May – October 2026.

Prepared by: Rick Miller, City Clerk

Approved by: Maggie Le, City Manager
Attachment:

1. Six-Month Strategic Objectives Matrix for May – October 2026.

City of Fountain Valley
Six-Month Strategic Objectives
May-October 2026
City of Fountain Valley Vision Statement
Fountain Valley is a safe, inclusive, and desirable community where you can live your best life! City of Fountain Valley Mission Statement
The City of Fountain Valley is a team-driven organization committed to providing excellent service to our community through our core values.

Core Values
Fiscal Stability, Honesty, Integrity and Ethical Behavior, Teamwork, Innovation, Quality of Life, and Excellent Customer Service

Three-Year Goal:

Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live”.

When Who What Status Comments
By 6/2/26
City Council
Meeting
(LEAD)
Rob Frizzelle;
Community
Service/DCM
Public Works
Director
Fire Chief
Community
Development/DCM
Create an Ad Hoc committee
composed of City Council, City
Staff, and community members to
present recommendations for the
two-acre Boys and Girls Club site
behind City Hall.

Done On Target Revised The Ad Hoc committee, comprised of 2 City Council members, 5 staff, and 4
appointed residents has been created
X and held its first meeting June 23, 2026.

By 8/18/2026
City Council
Meeting
(LEAD)
Rob Frizzelle;
Community
Service/DCM
Police Chief
Improve integration,
communication, and culturally
responsive programming for the
Vietnamese community.

X Staff presented the CARSS committee,
and the City Council provided direction to
create the new committee on 8/18/26.

By 6/16/2026
City Council
Meeting
(LEAD)
Craig Heredia;
Police Chief
Community
Development/DCM
Public Works
Director
Continue proactive outreach
through CityNet and Navigation
Centers while addressing qualityof-life concerns such as RV parking and loitering near Mile
Square Park.

X Staff and CityNet presented an update on
outreach, Point in Time 2026 data,
success stories and CityNet contract and
activities at the June 16 meeting.

Three-Year Goal:

Ensure long-term fiscal stability by evaluating processes and attract and retain revenue producing businesses/opportunities.

When Who What Status Comments
By 1/19/2027
City Council
meeting
(LEAD)
Omar Dadabhoy;
Community
Development/DCM
Revisit and update Economic
Development Action Plan.

Done On Target Revised Provide an update on existing five-year plan as we are in year four of that plan.

Initiate a new RFP for economic
development consultants to update the
plan and award contract in January. Plan
last updated three years ago.

X
By 10/6/2026
City Council
meeting
(LEAD)
Ryan Smith;
Finance Director
Continue to reduce the City’s
unfunded CalPERS pension liability
to support long-term financial
sustainability.

X Provide an update on net pension
positions and unfunded liabilities for
PERS and OPEB.

By 9/1/2026
City Council
meeting
(LEAD)
Ryan Smith;
Finance Director
Staff report on adjustments to
City’s purchasing policy and
ordinance and determine whether
updates or amendments are
needed to improve procurement
processes.

X Change public works threshold to match
State threshold to require RFP. But hold
the line on council approval.

This will be changed by ordinance action
by City Council.

Revised to September 1 due to required
newspaper noticing (currently scheduled).

Item will be completed after the 2nd
reading is approved at the 9/15/2026 City
Council Meeting

By 1/2027 (LEAD)
Chris Nigg; Fire
Chief
Public Works
Director
Community
Development/DCM
Evaluate and present the possibility
of a fundraising program for Fire
Station No. 1 through donations
(i.e. bricks, plaques, pavers, etc).

X On hold until completion and presentation
of FD CRA/SOC and Strategic Plan.

Anticipated to be completed/presented to
Council 1/2027 (original timeline)

Three-Year Goal:

Attract and retain quality staff through best practices and trends.

When Who What Status Comments
By July 2027 (LEAD)
Tania
Knauerhaze; HR
Director
Successfully conclude 2027 labor
negotiations with bargaining units
that respect the excellence of City
staff and recognizes the needs for
long-term fiscal stability.

Done On Target Revised Preparing RFP.

Received direction at the August 18 City
Council meeting for a class and
compensation study or total compensation
study.

Obtain official direction from Council to
pursue.

X
By 5/19/2026
City Council
meeting
(LEAD)
Scott Kim;
IT Director
HR Director
Finance Director
Promote responsible AI adoption
and foster an innovation-friendly
organizational culture. Develop a
policy and approach to monitoring
and security, while providing an
outlet for proper use of AI.

X In the process of hiring a Sr. IT Analyst to
research and implement AI.

By 6/16/2026 (LEAD)
Tania
Knauerhaze; HR
Director
Community
Development/DCM
Finance Director
Public Works
Director
Explore additional benefits and
incentives for employees to both
work in and retire from Fountain
Valley.
x Conduct a new survey with the
engagement committee and align with
other City-managed survey tools to
evaluate priorities and demand among
staff.

Completed survey, results to be shared by
end of August.

By 6/16/2016 (LEAD)
Tania
Knauerhaze; HR
Prepare and present a city-wide
recruitment video.
x Present result of the video to City Council,
roll out to website and promote the
content.

Director
Presented the citywide recruitment video on 6/16/26.

Three-Year Goal:

Maintain, build, plan for, and modernize infrastructure to support growth and future needs of the city.

When Who What Status Comments
By 6/2/2026
City Council
meeting
(LEAD)
Chris Nigg; Fire
Chief
Finance Director
Public Works
Director
Community
Development/DCM
Develop a strategic plan for Fire
Station 1 and the broader fire
system, including location
evaluation, modernization, and
sustainable funding.

Done On Target Revised Awarded the contract to AP Triton, and the goal is to complete the study by the
end of 2026; presentation 1/2027
X
By 7/21/2026
City Council
meeting
(LEAD)
Scott Smith;
Public Works
Director
Prioritize rehabilitation and
maintenance of aging
infrastructure, including arterial
roads and older city facilities.

X Provided update to City Council on
paving plans and conditions for the
coming months at the May 19 City
Council Meeting.

By 2/2027 (LEAD)
Chris Nigg; Fire
Chief
Finance Director
Public Works
Director
Present financial data to fund Fire
Station #1 and seek direction
from the City Council.

X Received $2 million in federal funds from
Congressman Tran.

City Council approved the fire impact fee
on 8/18/26, and it will take effect 60 days
after approval.

CITY OF FOUNTAIN VALLEY

SUCCESSOR AGENCY TO THE FOUNTAIN VALLEY

AGENCY FOR COMMUNITY DEVELOPMENT

AGENCY ACTION REQUEST
To: Honorable Successor Agency Chair
and Members of the Successor Agency
Agenda Date: September 15, 2026
Subject: Adopt a resolution of the Fountain Valley Successor Agency directing notification to the Oversight Board regarding the disposition of assets in connection with the Successor Agency’s dissolution, directing dissolution upon the Oversight Board’s adoption of the final resolution, and taking related actions
Three-Year Strategic Goals
☐ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live.”
☐ Ensure long-term 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, plan for, and modernize infrastructure to support the growth and future needs of the City.
☒ Not applicable.

EXECUTIVE SUMMARY
Staff is requesting the Successor Agency to the Fountain Valley Agency for Community Development (“Successor Agency”) adopt a Resolution to notify the Countywide Oversight Board for the County of Orange (“Oversight Board”) of the disposition of remaining assets of the Successor Agency to the County of Orange Auditor-Controller and direct dissolution upon the Oversight Board’s adoption of the final resolution.

DISCUSSION
On July 14, 2026, the Board adopted Resolution No. 31, requesting the Oversight Board to approve the Successor Agency’s request to formally dissolve. The Oversight Board adopted Resolution No. 26-012, on July 21, 2026, approving the request. The California State of Department of Finance (the “DOF”) issued its letter, dated August 13, 2026 (the “DOF Approval”), approving the Successor Agency’s dissolution. Pursuant to HSC Section 34187(e), the Successor Agency must take the following steps within 100 days of the DOF Approval:

OB Notification Resolution
September 5, 2026

(1) dispose of all remaining assets and transfer any proceeds to the County Auditor-Controller for distribution to the affected taxing entities; and (2) notify the Oversight Board that it has complied with such disposition and transfer of proceeds.

The Successor Agency’s remaining asset consisted of $582,629.61. This amount represents Successor Agency Administration money from the RPTTF Fund. That money was transferred to the Orange County Auditor-Controller on September 2, 2026.

Attached to the Resolution, as Attachment A, is the unaudited final accounting of the Successor Agency funds, as of July 31, 2026, showing that the Successor Agency has no further outstanding assets or obligations.

By adoption of the attached Resolution, the Board will:
(a) making the findings that: (i) all Successor Agency’s obligations have been retired or paid off, (ii) there is no outstanding litigation to which the Successor Agency is a party, and (iii) all of the Successor Agency’s assets have been disposed of with any proceeds remitted to the County Auditor-Controller;
(b) direct the transmittal of the Resolution to the Oversight Board to serve as the notification for purposes of HSC Section 34187(e);
(c) request that the Oversight Board adopt the Final OB Resolution to formally dissolve the Successor Agency; and
(d) declare and direct that the Successor Agency be dissolved upon the Oversight Board’s adoption of the Final OB Resolution, without any further action on the part of the Successor Agency Board.

Per HSC Section 34187(f), upon receipt of such notification from the Successor Agency, the Oversight Board must verify that, with respect to the Successor Agency, all obligations have been retired or paid off, all outstanding litigation has been resolved, and all remaining assets have been disposed of with any proceeds remitted to the County Auditor-Controller for distribution to the affected taxing entities. Within 14 days of verification, the Oversight Board must adopt the Final OB Resolution to dissolve the Successor Agency, which will become effective immediately.

FINANCIAL ANALYSIS
The Successor Agency has no further obligations or assets. Upon the Oversight Board’s adoption of the Final OB Resolution, the Successor Agency will be dissolved.

OB Notification Resolution
September 5, 2026

PUBLIC NOTIFICATION
The standard City Clerk’s agenda notification process was used for this item.

ALTERNATIVES
Alternative No. 1:

1. Adopt Resolution No. 32 to:

A. Direct notification to the Oversight Board regarding the disposition of assets in connection with the Successor Agency’s dissolution; and B. Direct dissolution of the Successor Agency upon the Oversight Board’s adoption of the final resolution.

Alternative No. 2:

2. Do not adopt the Resolution Fountain Valley Successor Agency and provide alternative direction.

RECOMMENDATION
That the Successor Agency to the Fountain Valley Agency for Community Development adopt Resolution No. 32 to direct notification to the Oversight Board regarding the disposition of assets in connection with the Successor Agency’s dissolution and direct dissolution of the Successor Agency upon the Oversight Board’s adoption of the final resolution.

Prepared by: Robin Harnish, Acting Director of Finance/City Treasurer Reviewed by: Colin Burns, City Attorney
Approved by: Maggie Le, City Manager
Attachments:

1. Successor Agency Resolution No. 32

2. Attachment A: Fountain Valley Successor Agency Balance Sheet 07/31/2026

SUCCESSOR AGENCY RESOLUTION NO. 32

RESOLUTION OF THE SUCCESSOR AGENCY TO THE

FOUNTAIN VALLEY AGENCY FOR COMMUNITY DEVELOPMENT

DIRECTING THE NOTIFICATION TO THE OVERSIGHT BOARD

REGARDING THE DISPOSITION OF ASSETS IN CONNECTION WITH
THE SUCCESSOR AGENCY’S DISSOLUTION AND DIRECTING
DISSOLUTION UPON THE OVERSIGHT BOARD’S ADOPTION OF THE

FINAL RESOLUTION
WHEREAS, the Fountain Valley Agency for Community Development (“Former Agency”) was established as a redevelopment agency that was previously organized and existing under the California Community Redevelopment Law, Health and Safety Code (“HSC”) Section 33000, et seq., and previously authorized to transact business and exercise powers of a redevelopment agency pursuant to action of the City Council of the City of Fountain Valley (“City”); and
WHEREAS, Assembly Bill x1 26 added Parts 1.8 and 1.85 to Division 24 of the California Health and Safety Code, which caused the dissolution of all redevelopment agencies and wind down of the affairs of former agencies, including as such laws were amended by Assembly Bill 1484 and by other subsequent legislation, and most recently by Senate Bill 107 (together, the “Dissolution Law”); and WHEREAS, as of February 1, 2012 the Former Agency was dissolved under the Dissolution Law, and as a separate public entity, corporate and politic the Successor Agency to the Fountain Valley Agency for Community Development (“Successor Agency”) administers the enforceable obligations of the Former Agency and otherwise unwinds the Former Agency’s affairs, all subject to the review and approval by a seven-member oversight board; and
WHEREAS, Pursuant to Section 34179(j) of the California Health and Safety Code (“HSC”), from and after July 1, 2018, the Orange County Oversight Board (the “Oversight Board”) is the oversight board for the Successor Agency; and WHEREAS, The Successor Agency is tasked with winding down the Former Agency’s affairs; and
WHEREAS, Pursuant to HSC Section 34187(b), the Successor Agency shall submit to the Oversight Board a request, with a copy to the Orange County AuditorController (the “County Auditor-Controller”), to formally dissolve the Successor Agency within 30 days of meeting the following criteria (collectively, the “Dissolution Criteria”):
(i) all enforceable obligations have been retired or paid off; and, (ii) all real property has been disposed of pursuant to HSC Section 34181 or 34191.4; and,
(iii) all outstanding litigation has been resolved; and WHEREAS, This Board of Directors (the “Board”), having determined that the Successor Agency has met the Dissolution Criteria, adopted Resolution No. 31, on July

14, 2026 (the “SA Request Resolution”), to request the Oversight Board to approve the Successor Agency’s formal dissolution; and
WHEREAS, Copies of the SA Request Resolution were submitted to the Oversight Board and the County Auditor-Controller pursuant to HSC Section 34187(b); and WHEREAS, The Oversight Board adopted its Resolution No. 26-012, on July 21, 2026 (the “OB Approving Resolution”), approving the Successor Agency’s request to formally dissolve; and
WHEREAS, Pursuant to HSC Section 34187(b), the OB Approval Resolution (with a copy of the SA Request Resolution attached as Exhibit A thereto) was submitted to the California State Department of Finance (the “DOF”) for approval.; and WHEREAS, The DOF issued its letter, dated August 13, 2026 (the “DOF Approval”), approving the OB Approval Resolution; and
WHEREAS, Pursuant to HSC Section 34187(e), within 100 days after the issuance of the DOF Approval, the Successor Agency shall dispose of all remaining assets as directed by the Oversight Board and the proceeds of such disposition shall be transferred to the County Auditor-Controller (the “Final Transfer”); and WHEREAS, The Final Transfer was accomplished by the transfer of the remaining unspent administration funds, in the amount of $582,629.61 to the County AuditorController on September 2, 2026; and WHEREAS, Pursuant to HSC Section 34187(e)(2), the Successor Agency shall send a notification (the “Notification”) to the Oversight Board after completing the Final Transfer; and
WHEREAS, Pursuant to HSC Section 34187(f), upon receipt of the Notification, the Oversight Board shall: (i) verify all of the Successor Agency’s obligations have been retired or paid off, all outstanding litigation has been resolved, and all remaining assets have been disposed of with any proceeds remitted to the County Auditor-Controller for distribution to the affected taxing entities; and (ii) within 14 days of verification, adopt a final resolution (the “OB Final Resolution”) of dissolution for the Successor Agency, which shall be effective immediately; and
WHEREAS, Attached in Attachment A is the unaudited final accounting of the Successor Agency funds, as of July 31, 2026, showing that the Successor Agency has no outstanding assets or obligations.

NOW, THEREFORE, THE BOARD OF DIRECTORS OF THE SUCCESSOR

AGENCY TO THE FOUNTAIN VALLEY AGENCY FOR COMMUNITY DEVELOPMENT, HEREBY FINDS, DETERMINES, RESOLVES, AND ORDERS AS FOLLOWS:

Section 1. The foregoing recitals are incorporated into this Resolution by this reference, and constitute a material part of this Resolution.

Section 2. The Board hereby finds and determines that all of the Dissolution Criteria set forth in HSC Section 34187(b) for the Successor Agency’s dissolution have been met.

Section 3. The Agency Clerk is hereby directed to cause a copy of this Resolution to be submitted to the Oversight Board. This Resolution shall serve as the Notification for the purposes of HSC Section 34187(e)(2).

Section 4. The Oversight Board is hereby requested to adopt the OB Final Resolution to formally dissolve the Successor Agency.

Section 5. It is hereby declared and directed that the Successor Agency shall be dissolved upon the Oversight Board’s adoption of the OB Final Resolution, without any further action on the Board’s part.

Section 6. The Board hereby finds and determines that the dissolution of the Successor Agency shall constitute a change in the organization or reorganization of local governmental agencies that does not alter the geographic areas within which the powers are exercised for the purposes of the California Environmental Quality Act (California Public Resources Code Section 21000 et seq.). Therefore, such dissolution shall be exempt from environmental review, pursuant to Section 15320 of Title 14 of the California Code of Regulations. In addition, it can be seen with certainty that such request and the dissolution of the Successor Agency will not have a significant effect on the environment.

Therefore, such request and dissolution shall be exempt from environmental review, pursuant to Section 15061(b)(3) of Title 14 of the California Code of Regulations.

Section 7. The officers and the other staff members of the Successor Agency are hereby authorized and directed, jointly and severally, to do any and all things, including the execution of any instruments, which they may deem necessary or advisable to effectuate this Resolution and any such actions previously taken are hereby ratified and confirmed.

PASSED, APPROVED and ADOPTED by the Board of Directors of the Successor Agency to the Fountain Valley Agency for Community Development at a regular meeting held on this 15th day of September 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_________________________
Jim Cunneen, Chair
Successor Agency to the Fountain Valley Agency for Community Development ATTEST:

Rick Miller, Secretary
Successor Agency to the Fountain Valley Agency for Community Development APPROVED AS TO FORM:

HARPER & BURNS LLP
Colin Burns
Attorneys for the Successor Agency to the Fountain Valley Agency for Community Development

Balance Sheet
Account Number
10010 EQUITY IN POOLED CASH
Total Assets 582,629.61
20000 ACCOUNTS PAYABLE
20010 AP RETAINAGE
Total Liabilities
39000 FUND BALANCE-UNASSIGND/UNRSRVD
Total Fund Balance (582,629.61)
Total Liabilities + Fund Balance (582,629.61)
Fountain Valley Successor Agency
As of 7/31/2026
(582,629.61)

0.00 Fund Balance 0.00
Liabilities 582,629.61

0.00 Assets
582,629.61
Description Account Balance

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: September 15, 2026 Members of the City Council
SUBJECT: City of Fountain Valley Register of Demands for the period of 8/20/2026 to 9/2/2026 for a total of $5,206,521.04
Three-Year Strategic Goals
☐ Cultivate a welcoming culture and safe environment that makes our community “A Nice Place to Live”
☒ Ensure long-term 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, plan for, and modernize infrastructure to support the 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 certifies 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 8/20/2026 and 9/2/2026 for a total of $5,206,521.04.

ATTORNEY REVIEW:

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

PUBLIC NOTIFICATION:

Not applicable.

Register of Demands
September 15, 2026

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 8/20/2026 and 9/2/2026 for a total of $5,206,521.04.

Prepared by: Peter Samy, Accounting Manager
Reviewed by: Colin Burns, City Attorney
Approved by: Maggie Le, City Manager
Attachment 1: Register of Demands 8/20/2026 to 9/2/2026.

City Of Fountain Valley
Register of Demands
8/20/2026 - 9/2/2026
Department
Check
Date Vendor Description Doc #
Check/ACH
# Amount
10000000 NON-DEPARTMENTAL
08/25/26 U.S. BANK CORPORATE CITY P-CARDS JUL 2026A - 4246 0445 5574 3131 53500 6655 4,813.73 08/27/26 FOUNTAIN VALLEY COMM SUMMERFEST - EMPLOYEE NIGHT 6.18.2026 53832 2319948 19,293.00 08/20/26 ALLIANT INSURANCE SE 2ND QUARTER PREMIUM 52570 6589 3,604.00 08/20/26 U.S. BANK CORPORATE CITY P-CARDS JUL 2026B - 4246 0445 5574 3131 53516 6646 55,883.02 08/27/26 AFLAC AUGUST '26 AFLAC ACCT HH049 53283 2319923 4,506.62 08/20/26 EMPOWER/BENEFITS COR PR PPE260814 - DED 7031,7032, 7033, 8500-8528 53468 6516 86,004.24 08/20/26 CALIFORNIA STATE DIS PR PPE260814 - DED 6005, 6007, 6015 53469 6517 1,023.58 08/20/26 INTERNAL REVENUE SER PR PPE260814 - DED 1100, 3000 53476 6518 205,366.33 08/20/26 EMPLOYMENT DEVELOPME PR PPE260814 - DED 4000 53477 6519 70,734.58 08/27/26 STANDARD INSURANCE C AUGUST 2026 - VISION ACTIVE 53544 2319978 3,240.80 08/27/26 STANDARD INSURANCE C AUGUST 2026 - VISION COBRA 53545 2319979 48.48 08/27/26 MUNICIPAL DENTAL POO SEP 2026 DELTA DENTAL PPO 53819 2319955 13,241.19 08/27/26 MUNICIPAL DENTAL HMO SEP 2026 DELTA DENTAL HMO 53845 6675 1,578.12 09/02/26 FOUNTAIN VALLEY POLI PR PPE260828 - DED 8002 54048 6695 2,805.00 09/02/26 FOUNTAIN VALLEY CRED PR PPE260826 - DED 9500 54049 6693 29,884.17 09/02/26 FOUNTAIN VALLEY FIRE PR PPE260826 - DED 8000 54050 6694 3,196.01 09/02/26 MISSION SQUARE RET P PLAN #803216 - PR PPE260828 - DED 2013, 2015 54053 6700 3,435.00 09/02/26 MISSION SQUARE RET P PLAN #800389 - PR PPE260828 - DED 2011, 2012 54054 6701 1,885.14 09/02/26 MISSION SQUARE RET P PLAN #800414 - PR PPE268028 - DED 2014 54055 6702 1,379.10 09/02/26 MISSION SQUARE RET P PLAN #108536 - PR PPE260828 - DED 2018 54056 6703 576.90 09/02/26 U.S. BANK N.A. PR PPE260826 - DED 7029, 7030 54057 6705 2,737.23 09/02/26 FVPOA PAC PR PPE260826 - DED 8005 54058 6696 480.00 09/02/26 PORAC RETIREE MEDIC PR PPE260826 - DED 2017 54061 6704 3,530.73 09/02/26 INTERNATIONAL BRO PR PPE260826 - DED 8003 54062 6697 450.00 09/02/26 INTERNATIONAL BRO PR PPE260826 - DED 8004 54063 6698 475.00 09/02/26 INTERNATIONAL BRO PR PPE260826 - DED 8001 54064 6699 700.00 TOTAL NON-DEPARTMENTAL 520,871.97
10000010 NON-DEPARTMENTAL
08/27/26 MUNICIPAL DENTAL POO SEP 2026 DELTA DENTAL PPO 53819 2319955 11,785.52 08/27/26 MUNICIPAL DENTAL HMO SEP 2026 DELTA DENTAL HMO 53845 6675 394.28 TOTAL NON-DEPARTMENTAL 12,179.80
10010103 OFFICE OF CITY MANAGER
08/27/26 ORANGE COUNTY TREASU FY2026-2027 LAFCO ALLOCATION COST 53520 2319963 9,119.01 TOTAL OFFICE OF CITY MANAGER 9,119.01
10010104 ADMIN SERVICES
08/20/26 TOWNSEND PUBLIC AFFA JUN 26 - GRANT WRITING SERVICES 53060 2319914 6,000.00 08/20/26 COACHES CHOICE SISTER CITY EMBROIDERED HATS 53280 2319826 915.88

TOTAL ADMIN SERVICES 6,915.88
10010105 RECORDS MANAGEMENT
08/27/26 GENERAL CODE LLC GENERAL CODE SUPPLEMENT PROJECT 53351 6669 4,075.00 08/27/26 EWC EVENTS LLC EWC&R CONFERENCE REGISTRATION 53802 2319945 550.00 TOTAL RECORDS MANAGEMENT 4,625.00
10020200 HUMAN RESOURCES
08/20/26 DEPARTMENT OF JUSTIC APRIL 2026 HR DEPT LIVESCAN/FINGERPRINT 49984 2319829 196.00 08/20/26 DONNOE & ASSOCIATES, 7/22/26 - POLICE LIEUTENANT TESTING 52939 2319830 5,500.00 08/20/26 DONNOE & ASSOCIATES, 7/23/2026 - POLICE SERGEANT TESTING 52943 2319831 5,800.00 08/27/26 PSYCHOLOGICAL CONSUL 7/21/26 PRE EMPLOYMENT PSYCH 53809 2319964 1,880.00 08/20/26 BIOMETRICS4ALL, INC JUL 2026 - HR RELAY FEES 53079 6599 66.00 08/20/26 RETURN TO WORK PARTN 11047 - ACCOMMODATION MEETING 53149 2319902 3,150.00 08/20/26 OPPENHEIMER INVEST 7/07/26 - 7/29/26 ADMINISTRATION 53428 6634 5,840.00 08/27/26 STERLING HEALTH SERV JULY 2026 FSA ADMIN FEES 53453 6680 108.50 08/20/26 RETURN TO WORK PARTN ACCOMODATION MEETING 8-01 - 8-13-26 53535 2319903 575.00 08/27/26 WILLIAMS, LANDON V TUITION REIMBURSEMENT (MGT 310) & (PSY 53826 6685 3,000.00 08/27/26 GONZALES, MICHAEL TUITION REIMBURSEMENT (BAM 350) 53831 6671 446.25 TOTAL HUMAN RESOURCES 26,561.75
10030300 PLANNING
08/20/26 CALIFORNIA NEWSPAPER AUGUST 2026 ADVERTISEMENTS 53419 2319823 1,519.00 08/20/26 AMAZON OFFICE SUPPLIESDRY ERASE MARKERS, 53437 6590 141.44 08/20/26 LANGER, MATTHEW HARR AUGUST 2026 COMMISSIONERS STIPEND 53371 6624 50.00 08/20/26 JAMES, LISA AUGUST 2026 COMMISSIONERS STIPEND 53372 6623 50.00 08/20/26 AZCONA, KRISTIN J. AUGUST 2026 COMMISSIONERS STIPEND 53373 6591 50.00 08/20/26 HUEBNER, ALICIA AUGUST 2026 COMMISSIONERS STIPEND 53374 6618 50.00 08/20/26 VU, ANH AUGUST 2026 COMMISSIONERS STIPEND 53375 6648 50.00 TOTAL PLANNING 1,910.44
10030301 BUILDING & SAFETY
08/27/26 TRUE NORTH COMPLIANC MAY 2026 BUILDING PLAN RVW AND STAFFING 52837 6682 7,792.50 08/27/26 TRUE NORTH COMPLIANC JUNE 2026 BUILDING PLAN RVW AND STAFFING 52840 6682 8,145.00 08/27/26 CALIFORNIA BUILDING 2ND QTR APRIL-JUNE 2026 SB1473 GREEN 52845 2319938 (68.40) 08/27/26 BLDG REFUND FULL REFUND FOR BUILDING PERMIT 2026-097 52846 2319936 473.20 08/27/26 BLDG REFUND 80% REFUND FOR ELECTRICAL PERMIT 26-1232 53430 2319935 127.80 08/20/26 AMAZON OFFICE SUPPLIESDRY ERASE MARKERS, 53437 6590 183.09 TOTAL BUILDING & SAFETY 16,653.19
10030305 ECONOMIC DEVELOPMENT
08/20/26 COSTAR REALTY INFORM 8/1-8/31/26 REAL ESTATE SEARCH SERVICE 53379 2319827 432.91 TOTAL ECONOMIC DEVELOPMENT 432.91
10040400 FINANCE
08/20/26 CLIENTFIRST CONSULTI JUN 2026 HCM SYSTEM REVIEW 53069 6605 868.75 08/20/26 HDL COREN & CONE JUL-SEPT 2026 PROPERTY TAX 53380 2319841 3,960.00 08/20/26 SECTRAN SECURITY INC AUG 2026 ARMORED SERVICES 53422 6640 364.24 TOTAL FINANCE 5,192.99
10040401 PURCHASING
08/27/26 OFFICE DEPOT 202606 CY PAPER (5) 53873 2319962 242.89

08/20/26 QUADIENT LEASING USA POSTAGE MACHINE LEASE 7/12 - 10/11/26 53517 2319876 1,106.26 08/27/26 CINTAS CORPORATION 2 202607 CH FIRST AID REPLENISHMENT 53542 2319939 67.28 08/20/26 OFFICE DEPOT 202607 PAPER CH (5) PD (6) REC (2) 53519 2319869 637.89 08/20/26 QUENCH USA INC 202608 CITY WIDE WATER SYSTEM- CULLIGAN 53296 6637 348.01 08/20/26 AMAZON JULY 2026 -COUNCIL FURNITURE/FINANCE 53515 6590 78.46 TOTAL PURCHASING 2,480.79
10050500 ENGINEERING
08/20/26 INTERWEST CONSULTING JUN 2026 - CM FOR 2 FS REMODEL PROJECTS 52898 6620 6,696.00 08/20/26 HOSSEIN PREP RFP TS MAINTENANCE SERVICES 52994 6617 875.00 08/20/26 CROSSTOWN ELECTRICAL 8/14-8/15/25 3/11/26 6/23/26 FIBER OPTIC INTEG 53064 2319828 1,449.20 08/20/26 AT&T MOBILITY 6/27-7/26/26 CELL PH TG SM KK JP RD SS PN PW 53169 2319816 402.06 08/20/26 CANON U.S.A., INC. AUG 2027 CANON MAINTENANCE & SERVICES 52969 6601 485.38 08/27/26 AMAZON AUG 2026 - PW ENG OFFICE SUPPLIES 53810 6658 75.07 TOTAL ENGINEERING 9,982.71
10050503 STREET LIGHTING
08/20/26 BEAR ELECTRICAL SOLU JUN 2026 - STREET LIGHTS REPAIRS 53126 6593 8,223.50 08/20/26 BEAR ELECTRICAL SOLU 5/8/26 BUSHARD HEIL SL POLE REPLACEMENT 53127 6594 6,601.00 08/20/26 BEAR ELECTRICAL SOLU 5-08-26 16540 HARBOR SL POLE REPLACEMENT 53128 6595 6,601.00 08/20/26 BEAR ELECTRICAL SOLU 6/18/26 HARBOR & HEIL SL POLE 53129 6596 12,164.00 08/20/26 BEAR ELECTRICAL SOLU 6/02/26 HARBOR GOODALE SL POLE 53130 6597 13,859.00 08/20/26 BEAR ELECTRICAL SOLU 6/23/26 - SLATER NEWHOPE SL POLE 53131 6598 12,164.00 08/20/26 SO CALIF EDISON CO JUL 2026 - STREET LIGHTS ELECTRICITY 53300 2319905 9,154.85 08/20/26 SO CALIF EDISON CO JUL 2026 - STREET LIGHTS ELECTRICITY 53302 2319906 18,104.47 08/20/26 SO CALIF EDISON CO 6/25/26-7/26/26 TS ELECTRICITY SERVICES 53495 2319908 6,340.48 TOTAL STREET LIGHTING 93,212.30
10050552 PARK MAINTENANCE
08/27/26 SO CALIF EDISON CO 07/22/26 to 08/19/26 MCDOWELL PARK (OAK ST) 53806 2319974 23.73 TOTAL PARK MAINTENANCE 23.73
10050554 PAVEMENT MAINTENANCE
08/20/26 RED WING BUSINESS AD SAFETY BOOTS-T. H. 53276 2319900 201.55 TOTAL PAVEMENT MAINTENANCE 201.55
10050555 STORM DRAIN MAINT
08/20/26 RED WING BUSINESS AD SAFETY BOOTS-B.P. 53277 2319900 265.00 08/20/26 RED WING BUSINESS AD SAFETY BOOTS-R.W. 53278 2319900 265.00 TOTAL STORM DRAIN MAINT 530.00
10050556 TRAFFIC CONTROL
08/20/26 FULL TRAFFIC MAINTEN SIGN HARDWARE 53233 2319838 54.38 TOTAL TRAFFIC CONTROL 54.38
10050558 RECREATION CENTER
08/27/26 MERCHANTS LANDSCAPE CRAWFISH FESTIVAL SPORTS PARK 53857 6674 3,488.00 08/20/26 HERITAGE LANDSCAPE MAINTENANCE-SPORTS PARK LANDSCAPE 52936 2319842 146.95 08/20/26 HERITAGE LANDSCAPE MAINTENANCE-SPORTS PARK LANDSCAPE 52937 2319842 993.60 08/20/26 ORANGE COUNTY WATER RECYCLED WATER USAGE 04/19/26 TO 8/11/26 53450 6635 21,500.38 TOTAL RECREATION CENTER 26,128.93
10050559 GRAFFITI CONTROL

08/20/26 ENVIRO TEK GRAFFITI REMOVAL SOLVENT 53232 2319836 911.96 TOTAL GRAFFITI CONTROL 911.96
10060600 FIRE SUPPRESSION
08/20/26 MCGEE, TYLER J REIMB FOR PARAMEDIC LICENSE P41735 53346 6630 250.00 08/20/26 L.N. CURTIS & SONS FIELD EQUIPMENT 53338 2319851 452.64 08/20/26 VOSS, CHRISTIAN VOSS PM LICENSE RENEWAL REIMBURSEMENT 53121 6647 250.00 08/20/26 FLOOD, FREDERICK REIMB COMPANY OFFICER COURSE FOR CALIF 53202 6611 275.00 08/20/26 AMAZON TRAINNING SUPPLIES 53336 6590 163.25
08/20/26 AMAZON OFFICE SUPPLIES 53337 6590 57.26
08/20/26 TIP OF ORANGE COUNTY ANNNUAL AGENCY FEES FOR THE OPERATION

53345 6644 7,179.00
08/27/26 AT&T MOBILITY 7.9.26-8.8.26 FIRE CELLS 53817 2319932 145.03 08/27/26 L.N. CURTIS & SONS FIELD EQUIPMENT 53818 2319952 330.85 08/27/26 CALIF FIRE CHIEFS AS CAPTAIN HEMKIN MEMBERSHIP 53820 2319937 50.00 08/27/26 AT&T MOBILITY 7.9.26-8.8.26 FIRE BACK UP CELLS 53822 2319933 1,184.86 08/27/26 ARAMARK REFRESHMENT FILTER SERVICE AND REPAIR OF COFFEE 53824 2319930 148.32 08/27/26 AMAZON OFFICE SUPPLIES 53827 6658 68.39
08/27/26 AMAZON TIRE TREAD DEPTH GAUGE 53828 6658 17.39 08/27/26 PURETEC INDUSTRIAL W DEIONIZED WATER SYSTEM STATION 2 53829 2319965 144.71 08/27/26 CITY OF ANAHEIM/METR 1st QTR. FIRE DISPATCH SERVICES-METRO NET 53835 2319941 221,993.60 08/27/26 DANIEL'S TIRE SERVIC TIRES FOR FIRE APPARATUS; STATE CONT #1- 53837 2319943 440.28 08/27/26 AP TRITON LLC RISK ASSESSMENT PLAN 53838 6659 3,452.10 08/27/26 GLEDHILL, ALEX RENEWAL PARAMEDIC LICENSE 53844 6670 250.00 TOTAL FIRE SUPPRESSION 236,852.68
10060601 PARAMEDICS
08/20/26 LION TOTAL CARE INC CLEANING/REPAIR OF TURNOUTS 53339 6625 100.00 08/20/26 LION TOTAL CARE INC CLEANING/REPAIR TURNOUTS 53340 6625 100.00 08/20/26 LION TOTAL CARE INC CLEANING/REPAIR OF TURNOUTS 53341 6625 100.00 08/20/26 LION TOTAL CARE INC CLEANING/REPAIR ON TURNOUTS 53342 6625 120.00 08/20/26 LION TOTAL CARE INC CLEANING/REPAIR TURNOUTS 53343 6625 100.00 08/27/26 AMAZON JANITORIAL SUPPLIES 53825 6658 436.48
08/27/26 AMAZON JANITORIAL SUPPLIES 53850 6658 29.90
08/27/26 AMAZON SAFETY SUPPLIES 53851 6658 1,791.21
TOTAL PARAMEDICS 2,777.59
10060602 AMBULANCE SERVICES
08/20/26 AMBULANCE REFUND WITTMAN JULY 2026 53071 2319815 418.35 08/27/26 AMBULANCE REFUND WITTMAN JULY 2026 REFUND/OVERPAYMENT 53072 2319927 85.00 08/27/26 AMBULANCE REFUND WITTMAN JULY 2026 REFUND/REF 53073 2319925 1,175.28 08/27/26 AMBULANCE REFUND WITTMAN JULY 2026 REFUND/REF # 53074 2319926 619.74 08/20/26 AMAZON SAFETY APPAREL 53335 6590 392.36
08/27/26 AT&T MOBILITY 7.9.26-8.8.26 AMBULANCE CELLS PHONOES 53816 2319931 92.42 08/27/26 L.N. CURTIS & SONS HELMETS/BRUSH COATS AMBULANCE 53821 2319952 3,367.68 08/27/26 CARE AMBULANCE 8.20.26-9.3.26 CONTRACT AMBULANCE 53840 6663 57,196.44 08/27/26 CARE AMBULANCE 8.5.26-8.19.26 CONTRACT AMBULANCE 53841 6663 57,196.44 08/27/26 CARE AMBULANCE 7.22.26-8.4.26 CONTRACT AMBULANCE 53842 6663 57,196.44 08/27/26 CARE AMBULANCE 7.8.26-7.21.26 CONTRACT AMBULANCE 53843 6663 57,196.44

08/27/26 WITTMAN ENTERPRISES, 8.1.26-8.31.26 AMBULANCE BILLING SERVICES 53849 6686 13,643.66 TOTAL AMBULANCE SERVICES 248,580.25
10060603 FIRE PREVENTION
08/20/26 GRM INFORMATION MANA STORAGE FOR FILES 7/1 - 7/31/26 53347 6616 9.31 08/20/26 AMAZON UNIFORM 53348 6590 25.00
08/27/26 AT&T MOBILITY 7.9.26-8.8.26 FIRE CELLS 53817 2319932 98.37 08/27/26 VCA CODE FIRE PLAN CHECKS 53836 6683 999.25
TOTAL FIRE PREVENTION 1,131.93
10060604 FIRE RESERVES
08/20/26 ORDUNO, VICTOR E 7.1.25-7.31.26 RESERVE REIMBURSEMENT 53207 6636 40.00 08/20/26 CHEN, SCOTT 7.1.26-7.31.26 RESERVE REIMBURSEMENT 53208 6604 40.00 TOTAL FIRE RESERVES 80.00
10060605 DISASTER PREPAREDNESS
08/27/26 AT&T MOBILITY 7.9.26-8.8.26 FIRE CELLS 53817 2319932 46.66 TOTAL DISASTER PREPAREDNESS 46.66
10070700 PATROL
08/27/26 CITY NET MAY 2026 OUTREACH SERVICES 53540 2319940 31,416.62 08/27/26 CITY NET JUNE 2026 OUTREACH SERVICES 53541 2319940 31,416.62 08/27/26 BAKER TILLY ADVISORY POLICE DEPARTMENT ORGANIZATIONAL 53555 6661 13,739.93 08/20/26 OC UNIFORMS & TAILOR D. GOMI UNIFORM 52893 2319867 1,272.42 08/20/26 CINTAS CORPORATION 2 FIRST AID KITS REFILL 52889 2319825 281.98 08/20/26 QUENCH USA INC 202608 CITY WIDE WATER SYSTEM- CULLIGAN 53296 6637 374.12 08/20/26 STERICYCLE INC DEPARTMENT SHREDDING - 7/9 & 7/23 53161 2319910 264.00 08/20/26 MILES, DANIEL MEALS/MILEAGE CAVENAUGH DUI 53327 6631 167.60 08/20/26 MARTINEZ, KATHERINE MEALS/MILEAGE BASIC CRASH INV 53328 6629 122.65 08/20/26 PETTY CASH FIELD SER PETTY CASH REIMBURSEMENT 53449 2319872 399.47 TOTAL PATROL 79,455.41
10070701 INVESTIGATION
08/20/26 PETTY CASH FIELD SER PETTY CASH REIMBURSEMENT 53449 2319872 48.00 TOTAL INVESTIGATION 48.00
10070702 TRAFFIC
08/20/26 PETTY CASH FIELD SER PETTY CASH REIMBURSEMENT 53449 2319872 130.14 TOTAL TRAFFIC 130.14
10070705 L.E. COMMUNICATIONS
08/20/26 COLLABORATEIQ DISPATCH HEADSETS 53160 6607 847.14 TOTAL L.E. COMMUNICATIONS 847.14
10070707 CRIME PREVENTION
08/20/26 PETTY CASH FIELD SER PETTY CASH REIMBURSEMENT 53449 2319872 90.44 TOTAL CRIME PREVENTION 90.44
10070708 RANGE
08/20/26 ADKINS, BERTRUM A. JULY 2026 RANGEMASTER SERVICES 53504 6588 1,000.00 TOTAL RANGE 1,000.00
10080800 RECREATION CENTER
08/20/26 SPECTRUM GAS PRODUCT HELIUM REFILL 07/31/2026 53264 2319909 26.00 08/20/26 QUENCH USA INC 202608 CITY WIDE WATER SYSTEM- CULLIGAN 53296 6637 239.26

08/27/26 VERIZON WIRELESS 7/2 - 8/1/26 PARK/RC/PATROL 53529 2319982 45.02 08/20/26 AMAZON SPECIAL EVENTS/ OFFICE SUPPLIES 53263 6590 12.99 08/20/26 AMAZON CLEANING SUPPLIES RC 53482 6590 29.10
08/20/26 AMAZON BINS & BANNER HOLDER RC 53514 6590 126.12 TOTAL RECREATION CENTER 478.49
10080801 ATHLETICS
08/20/26 REC SVCS REFUND PARTIAL YBK REFUND 53042 2319880 50.00 TOTAL ATHLETICS 50.00
10080810 SENIOR & COMM CENTER
08/20/26 AT&T MOBILITY 6/27 - 7/26/26 R FRIZZELLE CELL 53242 2319817 50.57 08/20/26 QUENCH USA INC 202608 CITY WIDE WATER SYSTEM- CULLIGAN 53296 6637 67.43 08/27/26 VERIZON WIRELESS 7/2 - 8/1/26 PARK/RC/PATROL 53529 2319982 37.56 08/20/26 AMAZON NATIONAL SENIOR CENTER MONTH SUPPLIES 1 53416 6590 91.22 08/20/26 AMAZON LUAU LUNCHEON SUPPLIES 2 2026 53417 6590 54.36 08/20/26 TIMELESS MELODIES TIMELESS MELODIES AUGUST 2026 53413 6643 150.00 08/20/26 AMAZON SENIOR SUMMER CAMP SUPPLIES 2 2026 53418 6590 82.60 08/20/26 REFUND ONE-TIME REFUND FOR BILLIARDS TOURNAMENT 53412 2319901 10.00 08/20/26 AMAZON SENIOR SUMMER CAMP 2026 AMAZON 53414 6590 570.59 08/20/26 AMAZON LUAU LUNCHEON SUPPLIES 1 2026 53415 6590 66.10 08/27/26 REFUND ONE-TIME REFUND FOR RENTAL ON 9/12/26 53799 2319968 40.00 08/27/26 REFUND ONE-TIME REFUND FOR RENTAL ON 12/13/2026 53800 2319967 150.00 08/27/26 LEI JES CATERING LUAU LUNCHEON CATERING MEAL 2026 53867 6673 1,745.55 TOTAL SENIOR & COMM CENTER 3,115.98
10080820 CONTRACT CLASSES
08/20/26 REC SVCS REFUND REFUND FOR 127037-A1 52795 2319884 360.00 08/20/26 REC SVCS REFUND CLASS REFUND 52824 2319890 180.00 08/20/26 REC SVCS REFUND CLASS REFUND 52829 2319891 180.00 08/20/26 REC SVCS REFUND CLASS REFUND 52838 2319892 146.00 08/20/26 REC SVCS REFUND CLASS REFUNDS 52839 2319893 146.00 08/20/26 REC SVCS REFUND FULL REFUND FOR CLASS 52904 2319897 71.00 08/20/26 REC SVCS REFUND FULL REFUND FOR CLASS 52905 2319886 142.00 08/20/26 REC SVCS REFUND FULL REFUND FOR CLASS 52907 2319899 71.00 08/20/26 REC SVCS REFUND FULL REFUND FOR CLASS 52908 2319885 71.00 08/20/26 REC SVCS REFUND FULL REFUND FOR CLASS 52909 2319898 71.00 08/20/26 REC SVCS REFUND FULL REFUND FOR CLASS 52910 2319894 71.00 08/20/26 DANCE WITH KIMBERLY BEGINNER LINE DANCING SPR.2 2026 52959 6608 436.80 08/20/26 REC SVCS REFUND PRORATED CLASS REFUND 52968 2319888 26.97 08/20/26 REC SVCS REFUND PRORATED CLASS REFUND 52970 2319889 26.97 08/20/26 MAD SCIENCE INSTRUCTOR PAYMENT 52971 6626 852.60 08/20/26 MAD SCIENCE INSTRUCTOR PAYMENT MANUAL PAYMENT 52973 2319856 837.20 08/20/26 OC LIFESTYLE INSTRUCTOR MANUAL PAYMENT 52974 6633 126.00 08/20/26 REC SVCS REFUND CLASS REFUND 52989 2319883 42.00 08/20/26 WEST GROVE VOLLEYBAL INSTRUCTOR PAYMENT 52991 6650 64.40 08/20/26 REC SVCS REFUND CLASS CANCELATION REFUND 53034 2319882 59.00 08/20/26 REC SVCS REFUND CLASS CANCELLED FULL REFUND 53035 2319881 109.00

08/20/26 MAD SCIENCE INSTRUCTOR PAYMENT 53045 6627 1,030.40 08/20/26 REC SVCS REFUND CLASS REFUNDS 53356 2319896 218.00 08/20/26 REC SVCS REFUND CLASS REFUND 53360 2319879 180.00 08/20/26 YOUNG REMBRANDTS CONTRACT CLASS PAYMENTS 53362 6652 390.00 08/20/26 FOX, CAROLYN J. INSTRUCTOR PAYMENT 53369 6613 279.50 08/20/26 FOX, CAROLYN J. INSTRUCTOR PAYMENT 53370 6614 390.00 08/20/26 JACKSON, VICKIE LEE INSTRUCTOR PAYMENT 53427 6621 457.60 08/20/26 JACKSON, VICKIE LEE INSTRUCTOR PAYMENT 53432 6622 390.00 08/20/26 DEN HARTOG, ERICA INSTRUCTOR PAYMENT 53433 6609 332.80 08/20/26 DEN HARTOG, ERICA INSTRUCTOR PAYMENT 53434 6610 70.20 08/20/26 YOUNG CHAMPIONS, INC INSTRUCTOR PAYMENT 53438 6651 858.00 08/20/26 WARDECKI, CARRIE L. INSTRUCTOR PAYMENT 53439 6649 702.00 08/20/26 HWANG'S WMAC INC. INSTRUCTOR PAYMENT 53509 6619 113.40 08/20/26 YOUNG REMBRANDTS INSTRUCTOR PAYMENT 53511 6653 46.80 08/20/26 MAD SCIENCE INSTRUCTOR PAYMENT 53518 6628 2,320.24 08/20/26 BAY AREA DRIVING INSTRUCTOR PAYMENT 53527 6592 35.00 08/20/26 REC SVCS REFUND CLASS REFUND 53532 2319878 153.20 08/20/26 DANCE WITH KIMBERLY BEGINNER LINE DANCING SMR 2026 53537 6608 221.00 08/20/26 YOUNG REMBRANDTS INSTRUCTOR PAYMENT 53538 6654 936.00 08/27/26 DANCE WITH KIMBERLY DROP IN BEGINNER LINE DANCING SMR 53805 6667 39.00 08/27/26 CS DANCE FACTORY CS DANCE CLASSES SUMMER 2026 53868 2319942 2,303.60 08/27/26 CHILCOTT, ELIZABETH DRAWING AND PAINTING CLASS SUMMER 2026 53869 6664 526.50 TOTAL CONTRACT CLASSES 16,083.18
10080821 SPECIAL EVENTS
08/20/26 AMAZON SPECIAL EVENTS/ OFFICE SUPPLIES 53263 6590 70.68 08/20/26 FOUNTAIN VALLEY COMM CAMPOUT FUNDS TO FVCF 53364 2319837 2,077.34 TOTAL SPECIAL EVENTS 2,148.02
10080822 ANNUAL EVENTS
08/20/26 REC SVCS REFUND CAMPOUT REFUND 53043 2319895 70.00 08/20/26 REC SVCS REFUND RESIDENT FEE REFUND 53044 2319887 10.00 08/20/26 FOUNTAIN VALLEY COMM CAMPOUT FUNDS TO FVCF 53364 2319837 6,000.00 TOTAL ANNUAL EVENTS 6,080.00
10080823 PARK PATROL
08/27/26 VERIZON WIRELESS 7/2 - 8/1/26 PARK/RC/PATROL 53529 2319982 51.27 TOTAL PARK PATROL 51.27
10098001 GENERAL FUND
08/27/26 RHA LANDSCAPE PARKS & COMMUNITY SERVICES MASTER PLAN 53859 2319969 23,200.00 08/20/26 RHA LANDSCAPE PARKS & COMMUNITY SERVICES MASTER PLAN 53485 2319904 31,815.00 TOTAL GENERAL FUND 55,015.00
11010050 ISF IS ADMIN CAPITAL
08/20/26 CMS SOLUTIONS, INC WORK ORDER 04-30-2026 52771 6606 220.00 08/20/26 CMS SOLUTIONS, INC WORK ORDER 05-01-2026 52772 6606 220.00 08/27/26 COMMUNICATION STRAT COM-STRAT TEAMS PHONE INTEGRATION 53154 6666 4,485.00 08/27/26 ADVANCED OFFICE / IN CONTRACT 41290 OVERAGE 5/26 - 6/25/26 53858 2319922 1,169.43 08/20/26 CBT NUGGETS LLC CBT NUGGET - AUG 11 2026 - AUG 10 2027 53137 6602 3,594.00

08/27/26 CALL TOWER INC MONTHLY PHONE SERVICE (CALL TOWER) 53543 6662 36.14 08/27/26 ON3SPATIAL, LLC GIS SUPPORT SERVICE 6/2026-5/2027 53156 6677 1,000.00 TOTAL ISF IS ADMIN CAPITAL 10,724.57
11110000 ISF GB CITY HALL
08/27/26 SOUTH COAST AIR QUAL 2026 ANNUAL GENERATOR FEES 53188 2319977 583.73 08/27/26 SOUTH COAST AIR QUAL EMERGENCY GENERATOR SERVICE 53189 2319977 176.41 08/20/26 ROAD RUNNER EXTERMIN JULY 2026-PEST CONTROL SERVICES-CITY 53256 6638 76.00 08/27/26 OFFICE FURNITURE CON FURNITURE - CD DIRECTOR OFFICE @ CH 53875 6676 7,737.45 08/27/26 OC BEE GUY BEEHIVE REMOVAL 53288 2319960 525.00 08/20/26 AMAZON JULY 2026 -COUNCIL FURNITURE/FINANCE 53515 6590 441.97 08/27/26 SO CALIF GAS CO 7/6/26-8/4/26 CITY HALL 53333 2319976 466.52 TOTAL ISF GB CITY HALL 10,007.08
11150000 ISF GB CITY YARD
08/27/26 MARCOM COMMUNICATION 6/25/26-7/25/26 MONTHLY ELEVATOR CELL 53216 2319953 48.00 08/27/26 AR INDUSTRIES GATE REPAIR 53287 2319929 871.80 08/27/26 AMAZON NAME PLATE FOR D.D. 53293 6658 15.84
08/27/26 AMAZON HEAVY DUTY PLATES-PK OF 500 53291 6658 48.81 08/27/26 AMAZON SAFTEY GLASSES 53290 6658 137.00
08/27/26 SO CALIF GAS CO 7/7/26-8/6/26 YARD 53324 2319976 2.13 TOTAL ISF GB CITY YARD 1,123.58
11160001 ISF GB FS1
08/27/26 SO CALIF GAS CO 7/6/26-8/4/26 FIRE STATION #1 53332 2319976 261.74 TOTAL ISF GB FS1 261.74
11160002 ISF GB FS2
08/27/26 SO CALIF GAS CO 7/7/26-8/6/26 FIRE STATION #2 53329 2319976 97.92 08/27/26 SO CALIF EDISON CO 07/23/26 to 08/20/26 FIRE STATION NO. 2 53808 2319975 1,475.15 TOTAL ISF GB FS2 1,573.07
11170000 ISF GB POLICE DEPARTMENT
08/27/26 FRONTIER COMMUNICATI 7/28 - 8/27/26 PD DISPATCH 53524 2319949 617.42 08/27/26 FRONTIER COMMUNICATI 7/28 - 8/27/26 CENTRA NET TO 911 53526 2319951 497.25 08/20/26 ROAD RUNNER EXTERMIN JULY 2026 PEST CONTROL SERVICES-PD 53255 6638 112.00 08/27/26 SO CALIF GAS CO 7/6/26-8/4/26 PD 53334 2319976 530.52 TOTAL ISF GB POLICE DEPARTMENT 1,757.19
11180000 ISF GB REC CENTER
08/27/26 SO CALIF GAS CO 7/7/26-8/6/26 REC CENTER 53326 2319976 91.53 TOTAL ISF GB REC CENTER 91.53
11180001 ISF GB SR CENTER
08/27/26 DUNN-EDWARDS CORPORA PAINT FOR OFFICES 53285 2319944 177.00 08/27/26 DUNN-EDWARDS CORPORA PAINT FOR BEN'S OFFICE 53286 2319944 66.91 08/27/26 FRONTIER COMMUNICATI 8/4 - 9/3/26 SC ELEV FIRE LINE 53525 2319950 520.62 08/27/26 SO CALIF GAS CO 7/6/26-8/4/26 SENIOR CENTER 53331 2319976 231.89 TOTAL ISF GB SR CENTER 996.42
11210052 ISF FL ADMIN CAPITAL
08/27/26 ENTERPRISE FM TRUST 202608 VEHICLE MONTHLY LEASE 53856 6668 47.61 TOTAL ISF FL ADMIN CAPITAL 47.61

11250001 PW - FLEET MGMT
08/27/26 QUINN COMPANY BATTERY FOR GENERATOR 53496 2319966 604.71 08/27/26 QUINN COMPANY PART FOR UNIT 8657 CAT 53499 2319966 669.80 08/27/26 QUINN COMPANY PART RETURN CREDIT 53497 2319966 (713.52) 08/27/26 QUINN COMPANY PART FOR UNIT 8657 53498 2319966 798.23 08/27/26 COASTLINE EQUIPMENT REPAIRS UNIT 289 53557 6665 3,255.53 08/20/26 PETTY CASH FIELD SER 1/2026-6/2026 PETTY CASH FIELD SERVICES 53282 2319871 265.00 08/20/26 RED WING BUSINESS AD SAFETY BOOTS-R.R. 53275 2319900 237.03 08/27/26 AAA OIL, INC. BULK GAS FOR FIRE STATION 1 53797 6657 2,002.69 08/20/26 SC FUELS (CARDS) MONTHLY CARD LOCK AUGUST 53133 6639 39,926.19 08/20/26 MCFADDEN DALE INDUST SHOP SUPPLY 53144 2319858 55.94 08/27/26 AAA OIL, INC. BULK GAS FOR FIRE STATION 1 53795 6657 1,091.31 08/27/26 THEODORE ROBINS FORD PART FOR UNIT 412 53554 2319981 36.16 08/27/26 RINCON TRUCK CENTER, STOCK PARTS 53549 2319970 26.00 08/27/26 AAA OIL, INC. BULK DIESEL FOR FIRE STATION 2 53564 6657 2,785.96 08/27/26 AAA OIL, INC. BULK DIESEL FOR FIRE STATION 1 53796 6657 5,598.27 08/27/26 FACTORY MOTOR PARTS PART FOR UNIT 287 AND 237 53550 2319946 183.22 08/27/26 MCFADDEN DALE INDUST PART FOR UNIT 237 53551 2319954 10.05 08/27/26 THEODORE ROBINS FORD PART FOR UNIT 218 53553 2319981 521.77 08/27/26 THEODORE ROBINS FORD PART FOR UNIT 218 53552 2319981 63.74 TOTAL PW - FLEET MGMT 57,418.08
11250052 ISF FL PW CAPITAL
08/27/26 ENTERPRISE FM TRUST 202608 VEHICLE MONTHLY LEASE 53856 6668 827.08 TOTAL ISF FL PW CAPITAL 827.08
11260052 ISF FL FD CAPITAL
08/27/26 ENTERPRISE FM TRUST 202608 VEHICLE MONTHLY LEASE 53856 6668 105.97 TOTAL ISF FL FD CAPITAL 105.97
11270052 ISF FL PD CAPITAL
08/27/26 ENTERPRISE FM TRUST 202608 VEHICLE MONTHLY LEASE 53856 6668 285.00 TOTAL ISF FL PD CAPITAL 285.00
11350053 ISF EQ PW R&C CAPITAL
08/27/26 ROSEBURROUGH TOOL IN GENERATORS 53494 2319971 2,534.60 TOTAL ISF EQ PW R&C CAPITAL 2,534.60
11400400 SELF INSURANCE
08/20/26 CALIF JOINT POWERS I WORKER'S COMP TAIL CLAIMS ADMN FEE 53794 6600 150,000.00 08/27/26 ATHENS ADMINISTRATOR PREFUND CLAIM PMT-DE LA CRUZ 53833 6660 131,727.70 TOTAL SELF INSURANCE 281,727.70
11400411 SELF INSURANCE
08/20/26 EMPLOYMENT DEVELOPME APR-JUN 2026 ACCT #932-0092-1 UNEMP 53279 2319835 12,974.00 08/27/26 TEMPORARY STAFFING ADMIN TEMPORARY STAFFING WE 07/26/2026 52774 6681 1,729.92 TOTAL SELF INSURANCE 14,703.92
11400430 SELF INSURANCE
08/20/26 FOUNTAIN VALLEY FIRE AUGUST 2026 - FVFA LTD 53289 6612 721.50 08/20/26 TRUST OF PORAC SEPT 2026 - PORAC LTD (ACCT 54541) 53297 6645 1,972.00 TOTAL SELF INSURANCE 2,693.50

30000000 CIP NON-DEPARTMENTAL
08/27/26 WGJ ENTERPRISES RR PRJ 24043 FOR CON 1646 53814 6684 4,237.50 TOTAL CIP NON-DEPARTMENTAL 4,237.50
30095300 CAPITAL IMP - FACILITIES
08/20/26 BLACK O'DOWD JUL 2025 - ARCH SVC CH RESTROOM LOBBY 53462 2319820 2,020.00 08/20/26 BLACK O'DOWD 8/27/25-11/30/25ARCH SVC CH RESTROOM 53463 2319820 1,800.00 08/20/26 BLACK O'DOWD 8/27/25-11/30/25ARCH SVC CH RESTROOM 53464 2319820 1,460.00 08/20/26 ITERIS INC. 11/01/25-6/30/26 FIBER INSTALLATIONS 53355 2319846 1,512.00 TOTAL CAPITAL IMP - FACILITIES 6,792.00
30095303 CAPITAL IMP - OTHER
08/20/26 CROSSTOWN ELECTRICAL 10/30/25 - FIBER OPTIC INTEGRATION & REPAIR 53062 2319828 23,477.68 08/20/26 CROSSTOWN ELECTRICAL 5/06/26-5/08/26 FIBER OPTIC INTEGRATION & 53063 2319828 7,923.69 08/20/26 CROSSTOWN ELECTRICAL 8/14-8/15/25 3/11/26 6/23/26 FIBER OPTIC INTEG 53064 2319828 2,653.60 08/20/26 OCTA OCTA COOP AGMT C-0-2037 EDINGER TSSP 53539 2319868 28,978.04 TOTAL CAPITAL IMP - OTHER 63,033.01
40000000 FVPFA DEBT SERVICE
08/26/26 U.S. BANK, N.A. 2015A POB DBT SVC PMT P&I 53021 6656 1,320,415.10 TOTAL FVPFA DEBT SERVICE 1,320,415.10
50000000 WF NON-DEPARTMENTAL
08/20/26 BURNETT, KIM UTILITY REFUND - 3/19/25 53381 2319822 0.50 08/20/26 DUONG, ALAN UTILITY REFUND - 4/1/25 53382 2319833 2.04 08/20/26 MUIRHEAD, JOHN UTILITY REFUND - 3/25/25 53383 2319861 0.48 08/20/26 KAHN, JULIA UTILITY REFUND - 4/14/25 53384 2319847 1.51 08/20/26 PMI PATRON UTILITY REFUND - 3/1/25 53385 2319875 1.62 08/20/26 NGUYEN, DIANE UTILITY REFUND - 3/13/25 53386 2319863 0.76 08/20/26 LAI, TAM BAMON UTILITY REFUND - 5/1/25 53387 2319852 4.84 08/20/26 WOYJECK, MADELINE UTILITY REFUND - 6/10/25 53388 2319920 0.07 08/20/26 KASULKA, BRIAN UTILITY REFUND - 7/2/25 53389 2319848 0.52 08/20/26 MELMAN, HARVEY UTILITY REFUND - 7/16/25 53390 2319860 0.20 08/20/26 HUYNH, JIMMY UTILITY REFUND - 8/28/25 53391 2319844 4.27 08/20/26 DORROUGH, BILLY UTILITY REFUND - 9/3/25 53392 2319832 2.15 08/20/26 NGUYEN, MATTHEW UTILITY REFUND - 9/29/25 53393 2319864 1.03 08/20/26 DUONG, THUY PHUONG T UTILITY REFUND - 10/1/25 53394 2319834 2.83 08/20/26 TO, TY UTILITY REFUND - 10/26/25 53395 2319913 4.36 08/20/26 LY, TAM UTILITY REFUND - 10/27/25 53396 2319855 4.03 08/20/26 LUDLOW, RICHARD UTILITY REFUND - 11/11/25 53397 2319854 3.79 08/20/26 HOUSE EM UTILITY REFUND - 11/24/25 53398 2319843 1.00 08/20/26 VALDEZ, LUCIE UTILITY REFUND - 11/23/25 53399 2319916 3.01 08/20/26 XU, MARK UTILITY REFUND - 11/25/25 53400 2319921 0.01 08/20/26 MCGARRY, MARI UTILITY REFUND - 12/9/25 53401 2319859 3.16 08/20/26 NGUYEN, STEVEN UTILITY REFUND - 12/8/25 53402 2319865 0.50 08/20/26 WHEELER, KATLYN UTILITY REFUND - 12/22/25 53403 2319919 2.72 08/20/26 BREZ, RAY & LYNNE UTILITY REFUND - 1/7/26 53404 2319821 3.84 08/20/26 BECHTOLD, LOGAN UTILITY REFUND - 2/24/26 53405 2319819 1.43 08/20/26 PATTON, JERRY UTILITY REFUND - 2/25/26 53406 2319870 1.05

08/20/26 CARR, JEFFREY UTILITY REFUND - 3/8/26 53407 2319824 4.34 08/20/26 KHOA LE UTILITY REFUND - 3/11/26 53408 2319849 0.59 08/20/26 WADALAWALA, MANSUR UTILITY REFUND - 3/26/26 53409 2319918 1.35 08/20/26 TAN TRAN UTILITY REFUND - 4/27/26 53410 2319911 3.07 08/20/26 KOJIMA, SEIKO UTILITY REFUND - 5/3/26 53411 2319850 4.44 TOTAL WF NON-DEPARTMENTAL 65.51
50040403 WF UTILITY BILLING
08/20/26 TEMPORARY STAFFING TEMP STAFF - FINANCE 7/27-8/2/26 52990 6642 2,128.72 08/20/26 TEMPORARY STAFFING TEMP - FINANCE 8/3-8/9/26 53281 6642 2,128.72 08/20/26 INFOSEND, INC JUL 2026 UTILITY BILLING PLUS INSERTS-OLD 53421 2319845 2,944.07 08/20/26 INFOSEND, INC JULY 26 UTILITY BILLING PLUS INSERTS 53425 2319845 3,703.85 08/20/26 TEMPORARY STAFFING TEMP - FINANCE 8/10-8/16/26 53445 6642 2,128.72 08/27/26 TEMPORARY STAFFING TEMP - FINANCE 8/17-8/23/26 53839 6681 1,581.30 TOTAL WF UTILITY BILLING 14,615.38
50050570 WF WTR PROD. OPNS
08/20/26 QUINN COMPANY WALNUT PUMP STATION 53530 2319877 (3,151.34) 08/20/26 QUINN COMPANY WALNUT PUMP STATION 53531 2319877 3,503.36 08/20/26 QUINN COMPANY RESERVOIR 2 GAS ENGINES 53503 2319877 2,992.00 08/20/26 CROSSTOWN ELECTRICAL NOV SVCS FIBER OPTIC INTEGRATION & 53061 2319828 34,548.80 08/20/26 CROSSTOWN ELECTRICAL 8/14-8/15/25 3/11/26 6/23/26 FIBER OPTIC INTEG 53064 2319828 1,505.12 08/20/26 SMARDAN SUPPLY CO. MWD SUMP PUMP 53353 6641 210.70 08/20/26 VERIZON WIRELESS 6/26/26-7/25/26 WATER CELLS, USB, MDMS 53234 2319917 583.92 08/20/26 AMAZON CARD STOCK PAPER 53292 6590 12.06
08/20/26 LIFECOM AIR MONITORS 53352 2319853 405.50
08/27/26 ORANGE COUNTY WATER FY 25/26 BASIN EQUITY ASSESSMENT 53533 6678 943,204.00 08/20/26 GRAINGER, INC. NFPA SIGNS 53454 6615 271.57
08/20/26 GRAINGER, INC. WELL 9'S EMERGENCY LIGHTS 53455 6615 705.13 08/20/26 MUNICIPAL WATER DIST JULY 2026 - IMPORT WATER - RTS 53460 2319862 6.85 08/20/26 ORANGE COUNTY WATER RECYCLED WATER USAGE 04/19/26 TO 8/11/26 53450 6635 321,962.82 08/27/26 SO CALIF EDISON CO 07/10/26 to 08/09/26 RES# 2 & WELLS 53505 2319973 119,296.63 08/27/26 GRAINGER, INC. EXIT SIGNS RETURN 53803 6672 (705.13) 08/27/26 SMARDAN SUPPLY CO. PVC PIPING 53811 6679 4.74
08/27/26 TESS ELECTRIC, INC NEW METER INSTALL WARD LIFT STATING 53812 2319980 1,117.00 08/27/26 GRAINGER, INC. MAINTENANCE TAGS 53804 6672 112.51 08/27/26 GRAINGER, INC. SCAFFOLDING FOR WELL 9'S CLA-VAL 53872 6672 996.03 TOTAL WF WTR PROD. OPNS 1,427,582.27
50050571 WF DISTRIBUTION SYSTEM
08/20/26 GREEN PRO SOLUTIONS DISTRIBUTION CHEMICALS 52315 2319839 1,616.06 08/20/26 GREEN PRO SOLUTIONS ALL WEATHER ASPHALT 52982 2319839 3,065.10 08/27/26 MUNICIPAL WATER DIST WLC TECHNICAL ASSISTANCE FY 25-26 53376 2319956 13,425.00 08/31/26 SIERRA ANALYTICAL LA BACKFLOW DEVICE TESTING FY 25/26 53959 2319984 12,310.00 08/20/26 HANSON AGGREGATES, L WASHCON SAND 52854 2319840 1,292.99 08/20/26 HANSON AGGREGATES, L BASE 52855 2319840 956.30 08/27/26 MUNICIPAL WATER DIST WLC TECHNICAL ASSISTANCE FY 26-27 53377 2319957 22,970.00 08/27/26 SMARDAN SUPPLY CO. NITRILE GLOVES 53487 6679 129.22

08/27/26 FERGUSON ENTERPRISES 6" HYDRANT SPOOLS 53491 2319947 824.33 08/27/26 MUNICIPAL WATER DIST FY 26-27 CHOICE PROGRAMS - WUE & SCHOOL 53435 2319959 4,026.59 08/27/26 FERGUSON ENTERPRISES 8" COUPLINGS 53492 2319947 1,979.25 08/27/26 FERGUSON ENTERPRISES COPPER PIPE 53801 2319947 1,769.85 08/27/26 VULCAN MATERIAL COMP COLDMIX 53486 2319983 2,278.36 08/20/26 INFOSEND, INC JUL 2026 UTILITY BILLING PLUS INSERTS-OLD 53421 2319845 38.35 08/20/26 INFOSEND, INC JULY 26 UTILITY BILLING PLUS INSERTS 53425 2319845 40.20 TOTAL WF DISTRIBUTION SYSTEM 66,721.60
50050572 WF WTR QUAL & TREATMENT
08/20/26 USA BLUE BOOK TISAB 1 PPM 53368 2319915 417.28 08/20/26 BAVCO BACKFLOW APPAR BACKFLOW REPAIR KITS 53367 2319818 634.69 08/27/26 SIERRA ANALYTICAL LA WATER QUALITY TESTING SERVICES FY 26/27 53865 2319972 5,214.00 TOTAL WF WTR QUAL & TREATMENT 6,265.97
50050574 WF METER M & R
08/27/26 MUNICIPAL WATER DIST WLC SHARED SERVICES FY 26-27 53378 2319958 13,168.00 08/27/26 AQUA-METRIC SALES 6" REGISTER 53488 2319928 3,201.42 08/27/26 AQUA-METRIC SALES 2" REGISTERS 53489 2319928 2,283.66 08/27/26 AQUA-METRIC SALES 2" REGISTERS 53490 2319928 3,188.85 TOTAL WF METER M & R 21,841.93
50090001 WATER UTILITY PROJECTS
08/20/26 MKN THRU JUN 2026 FY25 WATER MASTER PLAN & 53298 6632 7,142.25 TOTAL WATER UTILITY PROJECTS 7,142.25
50095001 WATER FUND CAPITAL PROJECTS
08/20/26 MKN THRU JUN 2026 DES BUSHARD SLATE 53299 6632 12,225.00 08/20/26 TESCO CONTROLS, LLC SCADA SYSTEM SOFTWARE AND HARD 53420 2319912 107,591.40 TOTAL WATER FUND CAPITAL PROJECTS 119,816.40
50150580 SF SEWER MAINTENANCE
08/20/26 OC SANITATION DISTRI Q4 2025/2026 FOG INSPECTIONS 53512 2319866 824.47 08/20/26 AMAZON SAFETY GLOVES AND ELECTROLYTES 53294 6590 261.08 08/20/26 AMAZON EXTERNAL HARD DRIVE, SAFETY GLOVES 53295 6590 393.86 08/20/26 SO CALIF EDISON CO 07/16/26 to 08/13/26 SEWER LIFT STATION 53424 2319907 551.57 08/20/26 MANERI TRAFFIC PERMA PATCH 50LBS 53456 2319857 1,005.94 08/20/26 PLUMBERS DEPOT INC. CCTV CAMERA SERVICE FRONT SEEL ON 53501 2319874 411.52 08/20/26 PLUMBER MUNICIPAL MANHOLE HOOKS CUSTOM T 53502 2319873 918.94 TOTAL SF SEWER MAINTENANCE 4,367.38
50195000 SEWER FUND
08/20/26 CEM CONSTRUCTION CO JUN 2026 - 2025 SEWER REHAB PP1 53461 6603 345,015.00 TOTAL SEWER FUND 345,015.00
50250590 SWF SOLID WASTE
08/27/26 ALAN'S LAWNMOWER & G DOSK SELF PROPELLED STUMP GRINDER 53848 2319924 11,799.00 TOTAL SWF SOLID WASTE 11,799.00
60030301 CUSTODIAL - BLDG SAFETY
08/27/26 CALIFORNIA BUILDING 2ND QTR APRIL-JUNE 2026 SB1473 GREEN 52845 2319938 684.00 08/27/26 OC SANITATION DISTRI JUL 2026 SEWER CONNECTION FEES 53429 2319961 6,445.75 08/27/26 BLDG REFUND FULL REFUND FOR OC SANITATION FEE 26-451 53431 2319934 750.88

TOTAL CUSTODIAL - BLDG SAFETY 7,880.63
TOTAL $5,206,521.04

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: September 15, 2026 Members of the City Council
SUBJECT: Second Reading and Adoption of an Ordinance Revising Fountain Valley Municipal Code Chapters 2.36 and 2.38, and Adoption of a Resolution Repealing Resolution No. 9900
Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☐ Attract and retain revenue producing businesses
☒ Achieve fiscal stability in accordance with the 20-Year Financial Plan ☐ Attract and retain quality staff
☐ Not applicable

EXECUTIVE SUMMARY
On September 1, 2026, the City Council introduced and conducted the first reading of an ordinance revising Chapters 2.36 and 2.38 of the Fountain Valley Municipal Code, which govern the City's Purchasing Policies. No changes have been made to the ordinance since its introduction. Staff recommends that the City Council waive further reading, adopt the ordinance by title only, and adopt the accompanying resolution repealing Resolution No. 9900.

DISCUSSION
The proposed ordinance updates the City's Purchasing Policies to incorporate the current federal Uniform Guidance (2 CFR Part 200) and California Uniform Public Construction Cost Accounting Act (“CUPCCAA”) thresholds, consolidate public works procurement provisions exclusively into Chapter 2.38, add a new section addressing cooperative and “piggyback” purchasing, add a new section codifying federal procurement standards applicable to federally funded contracts, and codify the City Manager's information technology purchasing authority — previously set out only in Resolution No. 9900 — directly into the Municipal Code. A detailed discussion of each recommended change was presented to the City Council in the staff report accompanying the ordinance's introduction and first reading on September 1, 2026, and is not repeated here.

Government Code Section 36934 requires that an ordinance be read in full unless a motion waiving further reading is adopted after the ordinance's title has been read, following its introduction at the first reading. Staff recommends that the City Council waive further reading and adopt the ordinance by title only.

2 nd Read - Purchasing Ordinance Update
September 15, 2026

Because Resolution No. 9900's provisions are being incorporated directly into new Municipal Code Section 2.36.115, staff also recommends that the City Council adopt the accompanying resolution repealing Resolution No. 9900, so that the City Manager's information technology contracting authority is stated in a single place in the Municipal Code going forward.

If adopted on September 15, 2026, the ordinance will take effect 30 days thereafter, on October 15, 2026, consistent with Government Code Section 36937.

FISCAL REVIEW
There is no direct financial impact associated with adopting the proposed ordinance and resolution.

ALTERNATIVES
Alternative No. 1: Waive further reading, adopt the ordinance by title only, and adopt the resolution repealing Resolution No. 9900.

Alternative No. 2: Do not approve Alternative No. 1 and provide direction to staff.

RECOMMENDATION
Staff recommends Alternative No. 1: waive further reading, adopt the ordinance by title only, and adopt the resolution repealing Resolution No. 9900.

Prepared by: Robin Harnish, Finance Manager
Reviewed by: Colin Burns, City Attorney
Approved by: Maggie Le, City Manager
Attachment 1: Ordinance
Attachment 2: Resolution Repealing Resolution No. 9900
Attachment 3: Municipal Code Redlined Version with “Tracked Changes” Attachment 4: Summary of Recommended Changes to the City’s Purchasing Code

ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

FOUNTAIN VALLEY REPEALING AND REENACTING CHAPTERS

2.36 AND 2.38 OF TITLE 2 ADMINISTRATION AND PERSONNEL

OF THE FOUNTAIN VALLEY MUNICIPAL CODE
WHEREAS, the City Council has previously adopted Title 2 of the Fountain Valley Municipal Code, which incorporated various provisions of the code pertaining to administrative and personnel matters; and
WHEREAS, collectively, Chapters 2.36 and 2.38 of the Fountain Valley Municipal Code encompass the City of Fountain Valley's Purchasing Policies and Procedures, and were most recently comprehensively amended by Ordinance No. 1537, adopted June 19, 2018; and WHEREAS, since the adoption of Ordinance No. 1537, the federal Office of Management and Budget has revised the Uniform Guidance set forth at 2 CFR Part 200, and the California Legislature has amended the dollar thresholds under the California Uniform Public Construction Cost Accounting Act through Assembly Bill 2192, effective January 1, 2025; and WHEREAS, the City Council of the City of Fountain Valley desires to make changes to the City's Purchasing Policies and Procedures to reflect best practices, incorporate updated statutory and regulatory thresholds, consolidate public works procurement provisions exclusively into Chapter 2.38, and codify the City Manager's information technology purchasing authority — previously set forth only in Resolution No. 9900 — directly into the Municipal Code; NOW, THEREFORE, the City Council of the City of Fountain Valley does hereby ORDAIN as follows:

Section 1. Chapters 2.36 and 2.38 of the Fountain Valley Municipal Code are hereby repealed in their entirety.

Section 2. Chapters 2.36 and 2.38 of the Fountain Valley Municipal Code are hereby reenacted to read as follows:

CHAPTER 2.36 CONTRACTING PROCEDURES

2.36.010 Applicability.

This chapter shall apply to all city purchases, procurements, and contracts, including those for supplies, services, equipment, and professional services. Public works contracts are governed exclusively by Chapter 2.38 of this code.

2.36.020 Purchases generally.

This section applies to all city purchases except public works contracts, professional services contracts, and fixed charges. Purchases shall be made to the responsible vendor offering the lowest acceptable bid or through best value procedures that provide adequate and reasonable competition at the sole discretion of the city. Quotations and bids shall be obtained using the following methods.
(a) Micro-Purchases: Purchases aggregating $10,000 (ten thousand dollars) or less may be awarded without soliciting competitive quotations.
(b) Simplified Acquisitions: Purchases aggregating over $10,000 (ten thousand dollars) to $100,000 (one hundred thousand dollars) shall be obtained using informal quotations from at least 3 (three) qualified vendors.

(c) Formal Procurements (Over $100,000 (one hundred thousand dollars)):
(1) Service contracts aggregating over $100,000 (one hundred thousand dollars) shall be selected using a request for proposal, request for qualifications, or a request for bid process, as determined by the purchasing officer to serve the city's greater benefit, based on each contract or procurement.
(2) Other purchases aggregating over $100,000 (one hundred thousand dollars) shall be awarded to the lowest responsive and responsible bidder through competitive bid procedures unless the purchasing officer determines that the public interest would be served by using a modified procedure.
(3) The city reserves the right in its sole discretion to reject any and all bids presented and to re-advertise for bids.

2.36.030 [Reserved.]

2.36.040 Professional services contracts.

This section applies to the procurement of professional services. Professional services include any type of special service or advice in financial, economic, accounting, engineering, legal or administrative matters by persons specially trained and experienced and competent to perform the special services required (Gov't Code § 53060). Such services include, but are not limited to, architectural; engineering; environmental; financial; land surveying; construction management; audits; training services; legal services; preparation of planning or studies; technology application development; and personnel, job classification and benefit studies. (a) Contracts aggregating $100,000 (one hundred thousand dollars) or less can be obtained by negotiated contract and/or by purchase order. (b) Contracts aggregating greater than $100,000 (one hundred thousand dollars) shall be obtained by request for proposal (RFP) or request for qualification (RFQ). (c) Professional services contracts shall be awarded only to responsible contractors possessing the ability to perform successfully under the terms and conditions of a proposed procurement. Consideration will be given to such matters as contractor integrity, compliance with public policy, record of past performance, and financial and technical resources. Professional services are generally retained considering technical factors (such as qualifications and experience), price and other factors such as the ability to meet the City's time schedule(s) for the project.

2.36.045 Fixed Charges.

Fixed charges are goods or services that can be acquired from only one source for which a fixed charge has been determined. Fixed charge contracts can be obtained without bid, request for proposal, or request for qualifications. A purchase order is not required for these types of purchases.

2.36.050 Bidder's security.

When deemed necessary by the city manager or the city manager's designated representative, bidder's security may be prescribed in the notice inviting bids. Bidders shall be entitled to return of bid security; provided that a successful bidder shall forfeit his or her bid security upon refusal or failure to execute the contract within ten days after the notice of award of contract has been mailed, unless the city is responsible for the delay. The city council may, on refusal or failure to execute the contract, award it to the next lowest responsible, responsive bidder. If the city council awards the contract to the next lowest bidder, the amount of the lowest bidder's security shall be applied by the city to the difference between the low bid and the second lowest bid, and the surplus, if any, shall be returned to the lowest bidder.