060623 AS FY 2023-24 Budget Adoption Proposed Budget Book — City Council - Successor Agency

FISCAL YEAR 2023-24PROPOSED OPERATING & CAPITAL IMPROVEMENTS BUDGET www.cityoffullerton.com

CITY OF FULLERTON, CA

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

MAYOR MAYOR PRO TEM

FRED JUNG BRUCE WHITAKER
DISTRICT 1 DISTRICT 4

COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER

NICK DUNLAP SHANA CHARLES AHMAD ZAHRA
DISTRICT 2 DISTRICT 3 DISTRICT 5

CITY MANAGER
ERIC J. LEVITT

POLICE CHIEF LIBRARY DIRECTOR FIRE CHIEF

BOB DUNN JUDY BOOTH ADAM LOESER EDDIE MANFRO

DIRECTOR OF ADMINISTRATIVE SERVICES INTERIM DIRECTOR OF PUBLIC WORKS

ELLIS CHANG RAUL GODINEZ II

DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT

SUNAYANA THOMAS

CITY OF FULLERTON

CITY OFFICIALS

ELECTED OFFICALS

EXECUTIVE TEAM

DIRECTOR OF HUMAN RESOURCES

City Manager Eric J. Levitt
Director of Administrative Services Ellis Chang
Budget & Purchasing Manager Steven Avalos
Budget Analyst II Cinndy Barrios
All City Departments Department Heads
Department Budget Liaisons

IN COLLABORATION WITH

SUBMITTED BY

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

PREPARED BY BUDGET OFFICE

CITY OF FULLERTON

TABLE OF CONTENTS
Page
City Manager's Budget Message…................................................................................................. .............. i City Organization Chart …...................................................................................................... ...................... 1 City Profile …................................................................................................................. ............................... 3 Budget Guide …................................................................................................................. ........................... 7 Performance Measures................................................................................................................................. 11 Budget Summaries
Budget Summary - All Funds …................................................................................................... ................. A-1 Revenues and Expenditures Graphs - All Funds …................................................................................. ..... A-2 General Fund Summary …......................................................................................................... .................. A-3 General Fund Revenues …........................................................................................................ ................... A-4 General Fund Expenditures ......................................................................................................................... A-6 Summary of Budgeted Positions .................................................................................................................. A-7 Summary of Changes to Budgeted Positions ............................................................................................... A-8 Fund Balances Summary …........................................................................................................ ............…. . A-9 Interfund Transfers ….......................................................................................................... .................….... . A-11 Revenue Detail by Fund …....................................................................................................... ............….... . A-12 Expenditures by Fund & Department …............................................................................................ ...…..... A-22 Expenditures by Fund, Department & Category …...............................................................................….. .. A-27 Department Budget Sections
City Council …................................................................................................................. ......................….... B-1 City Manager …................................................................................................................. ....................…... . C-1 Administrative Services …....................................................................................................... ..............…... . D-1 Human Resources ….............................................................................................................. ..............….... E-1 Fire Department ….............................................................................................................. ...................…... F-1 Police Department …............................................................................................................ .................…... . G-1 Community & Economic Development …............................................................................................. .…... . H-1 Information Technology …....................................................................................................... ..............…... . I-1 Public Works …................................................................................................................. .....................…... J-1 Library …...................................................................................................................... ..........................…... K-1 Parks & Recreation …........................................................................................................... .................…... L-1 Appendix
Debt Service ...........................................................................................................................….................. AP-1 Glossary of Terms ...................................................................................................................…................. AP-2 Adopted Resolutions ...............................................................................................................…................. . AP-5 Capital Improvements Program Budget
Capital Improvements Program (CIP) Introduction........................................................................…....... ..... CIP-INTRO Capital Improvements Program (CIP) Overview …...............................................................................….. .. CIP-1 Street Improvements ….......................................................................................................... ................….. . CIP-4 Maintenance Services …......................................................................................................... ..............…... . CIP-38 Library …...................................................................................................................... ...........................….. CIP-46 Parks & Recreation …........................................................................................................... .................…... CIP-48

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

City Manager’s Office
303 West Commonwealth Avenue, Fullerton, California 92832-1775 (714) 738-6310  [email protected]  www.cityoffullerton.com

June 6, 2023

City Manager Budget Message PLACEHOLDER

TO BE INCLUDED IN FINAL FY 2023-24 ADOPTED BUDGET BOOK

DOCUMENT

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

CITY OF FULLERTON

ORGANIZATION CHART
City Organizational Chart | 1
Residents of Fullerton
City Attorney
City Council
Boards &
Commissions
Library Board of
Trustees
City Manager
City Clerk
Keeping Us
Safe
Police
Fire
Providing the
Necessities
Public Works
(Engineering &
Maintenance
Services)
Supporting
Quality of Life
Community &
Economic
Development
Supporting
Activities
Administrative
Services
Human
Resources
Information
Technology
Leisure
Activities
Library
Parks &
Receration

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

FULLERTON CITY PROFILE
3 HISTORY
The lands now occupied by the City of Fullerton
were part of the land granted to Juan Pacifico
Ontiveros in 1837 by the Mexican Governor, Juan
Alvarado. Domingo Bastanchury, who was born in
France and immigrated to California in 1860, began
acquiring some of the land that had once belonged
to Stearns in the 1870s. He ultimately owned 1,200
acres south of Fullerton and 6,000 acres northwest
of Fullerton.

With an ample supply of oil resources, people were
drawn to northern Orange County. In the late 1880s,
George H. Fullerton helped bring rail lines to the
area, and in 1887, Massachusetts grain merchants
George and Edward Amerige founded the City of
Fullerton. The City was officially incorporated in
1904, becoming Orange County's fourth city.

Amerige Bros. Real Estate
336 W. Commonwealth Avenue

LOCATION
Located in North Orange County, Fullerton
encompasses 22.3 square miles and is approximately
25 miles southeast of Los Angeles, 20 minutes from
Disneyland and 15 miles northwest of John Wayne
Airport. Conveniently located near the SR-91, I-5, and
SR-57 freeways, Fullerton is a full-service city
renowned for its unique mix of residential, educational, commercial, and industrial environments. With a
population of 139,431, Fullerton is the 42
nd largest city
in the State, and 6th largest city in Orange County.

CITY GOVERNMENT
Fullerton is a “general law” city, meaning it derives its powers from acts of the State Legislature. Fullerton is a "Council-Manager" form of government. The City
Council enacts policy and provides the political
leadership, while the City Manager directs City
departments in carrying out that policy.

LOCAL ECONOMY
The Fullerton business community is diverse and
balanced with no single industry or business
dominating its local economy. The top three industries
within Fullerton are: General Consumer Goods,
Business and Industry, and Restaurants. Major
employers in Fullerton include California State
University-Fullerton, Fullerton Community College,
Fullerton School District, St. Jude Hospital, Raytheon
Systems Company, and AJ Kirkwood & Associates Inc.

Source: Q4 2022 Sales Tax Update

FULLERTON CITY PROFILE

4 EDUCATION
Known as "The Education Community", Fullerton is
home to numerous award-winning educational
institutions, including California State University,
Fullerton. As of 2021, Fullerton’s public elementary
schools have 11 California Distinguished Schools
awards, 5 Golden Bell awards and 4 National Blue-
Ribbon awards.

No. of Schools
Fullerton Elementary School District 15
Junior High School 3
Fullerton Joint Union School District 4
Private Schools (K-12) 11
Postsecondary Education 5

RECREATIONAL ACTIVITIES
With more than 50 City parks, a museum, a cultural
center, and a library, there is something for everyone
in the City of Fullerton! Other recreational facilities include two sports complexes, a golf course, tennis
center, airport, and arboretum. The Fullerton
Community Center hosts various senior programs,
weekly farmers markets, and recreation classes for
kids and adults.

The City of Fullerton offers 31 miles of recreational
trails, perfect for hikers, equestrians, mountain bike
riders and outdoor enthusiasts. A few trails and parks
include:
 West Coyote Hills Trail
 Hillcrest Park
 Laguna Lake Park

Juanita Cooke Trail

TRANSPORTATION FACILITIES
Since 1992 Metrolink has provided Southern California
commuters with reliable and affordable rail service
along its more than 500-mile rail system. On any given
workday, an average of 3,000 commuters travel
through the Fullerton Transportation Center, making it
the busiest stop along Metrolink’s Orange County
route.

Metrolink - 120 E. Santa Fe Ave.

AMTRAK - 120 E. Santa Fe Ave.

Fullerton Airport - 4011 W. Commonwealth Ave.

OCTA (Orange County Transportation Authority)

HISTORIC DOWNTOWN FULLERTON
Looking for something to do? Downtown Fullerton
offers a rustic old town atmosphere with a cluster of
more than 70 historic buildings, sidewalk cafes,
entertainment venues, boutiques, bars and
restaurants. The SOCO (South of Commonwealth)
District is an area with local businesses, eateries and lounges that are on Santa Fe Avenue, both east and
west of Harbor Boulevard.

Antique Aircraft Display Day

Offered on the 2nd Sunday of every month
4011 W. Commonwealth Ave.

FULLERTON CITY PROFILE

5 MISCELLANEOUS STATISTICS

Founded: 1887
Date of Incorporation: 1904
The Name: The City was named for George H. Fullerton, the Santa Fe Railway land agent who routed the railroad through the City.

The Seal: Designed by artist Tom Van Sant, the figures shown in the seal are stylized depictions of the qualities important to the City of Fullerton. The orange tree refers to the City's agricultural beginnings; the man, woman, and child represent families; and the open book represents the City's commitment to providing educational and cultural opportunities to its citizens.

Size: 22.3 square miles
Population: 139,431
Median Age: 36
Average Household Income: $127,000
Households with College Degrees: 45%
City Tree: Jacaranda
City Flower: Carnation
Fullerton Airport Flights per Year: ~80,000
Annual Budget: $258 million (FY 2023-24)
General Fund Budget: $120.9 million (FY 2023-24)
Number of Fire Stations: 6
Miles of City Streets: 285
Miles of Sewers: 320
Miles of Storm Drains: 68.14
Number of Street Lights: 7,283

BUDGET GUIDE

Budget Guide | 7

The Budget Book document is the City’s financial planning document and fiscal transparency tool that summarizes the City’s resources (taxpayer dollars and revenues) and provides an “Operating Plan” on how the City will provide municipal services and programming levels to the community for each given fiscal year. The City operates on a fiscal year basis, starting on July 1
st and ending on June 30th of every year.

While the Budget Book appears simple and straightforward, the Budget Process and foundation of budgeting is a much “more than meets the eye” approach that is a comprehensive, Citywide effort. In order to guide the reader to navigate the Budget Book document, the Budget Guide section presents: an overview of the City’s Budget Process, its key Financial and Budget Policies, its basis of budgeting and accounting, and a description of major funds.

Budget Process
The Budget Development Process is a comprehensive six (6) to nine (9) month process that is administered by the Administrative Services Department (Finance) under the oversight of the City Manager’s Office. The Budget Process is also a collaborative, Citywide effort in which all departments are responsible for developing their Department Budgets and play a critical role in overall Citywide budget development. A high-level overview of the City’s budget process is shown on the graph below.

Table 1 – Budget Process Flow Chart

In November of each current fiscal year, the Pre-Budget (Phase 1) process begins where the new fiscal year budget strategies are formulated and budget materials are developed. The Budget Kickoff Meeting (Phase 2) is held in December or January and all budget strategies and policie s are introduced to all departments, signaling the “official start” of the new budget year!
Budget Development (Phase 3) takes place in February and March, where departments develop and submit their budget requests to Finance, and City Manager’s Office reviews all budget requests. It is in this phase where the Proposed Budget, and first draft of the operating budget, is developed in order to present to the City Council.

BUDGET GUIDE

Budget Guide | 8

The Budget Adoption (Phase 4) stage takes place
beginning in April and ending in June, where the
Operating Budget is formally adopted by the City Council.

In this stage, Budget Study Session(s) are held in April/May to review the Proposed Budget in detail with the City
Council. After the budget study session(s), a formal public hearing is held the first City Council meeting in June to adopt and ratify the City of Fullerton’s Operating Budget, Schedule of Fees and Charges or “Master Fee Schedule”,
and annual Appropriations or GANN Limit for the new fiscal year.

After the budget is adopted, the Budget Execution (and final phase) is initiated and the FY 2023-24 Budget officially begins as departments administer their operating budgets in the new fiscal year. Budgets are monitored by Finance throughout the year via quarterly financial reports submitted to the City Council.

Budget and Financial Policies
The FY 2023-24 Adopted Budget is guided by its budgetary and financial policies that set the foundation for the budget development process. It is the City’s general policy to strive to adopt a balanced budget in the General Fund, in which operating expenditures do not exceed and are supported by ongoing, operating revenues. The budget can also be balanced by use of available reserves and/or other sources (i .e. transfers in). To guide this, every year in November, the City Manager’s Office and Finance-Budget Team develop a ‘current-year’ budget approach to achieve a balanced budget for the new fiscal year.

Budget Methodology
Expenditures. For FY 2023-24, the City employed an “Maintenance-of-Effort”, or MOE budget approach, in which departments’ budgets can increase to factor any ‘cost of doing business’ or inflationary increases capped at 4.5%, as well as any contracts, and salary and pension-related increases. For any new budget requests, departments are allowed to submit a “Form I-New Budget Request” which are evaluated with respect to the City’s priorities and overall City fiscal condition. Finance reviews and approves all MOE budgets, and the City Manager approves any Form I requests; in which department budgets’ are developed and submitted for the new fiscal year.

Revenues. For the City’s revenues, Revenue Budgets are developed by both Finance and departments utilizing various factors and quantitative/qualitative methodologies; in which the City normally takes a fiscally conservative approach in projecting revenues. For Property Tax, the City utilizes historical data of property assessed valuations, and normally factors in a 2%-3% growth factor annually; in addition to the maximum a property valuation can increase per Prop 13. For Sales Tax, the City utilizes outside consultants to assist in projecting sales tax growth and revenues, but also relies on historical and trend analysis. For other major tax revenues, such as TOT and franchise fees, a combination of trend analysis and historical data are used to project revenues. For Users Fees, departments are responsible for developing their revenues utilizing a variety of different metrics, ranging from specialized software that tracks data and input values (i.e. permits software) to historical data and trend analysis.

Any budget approach implemented must be in accordance to the City’s financial and budgetary policies, as established by its “Statement of Financial Policies”
(adopted on 3/19/19) and are summarized below.

General Policy – Balanced Budget
 Definition. The operating budget shall serve as the financial plan for the City. It shall serve as the City’s management plan for implementing goals and objectives of the City Council, City Manager and departments.

The budget shall provide staff the resources necessary to accomplish City Council determined service levels.

FY 2023-24 Key Budget Events Date
Budget Kickoff Meeting 12/20/22
Department Budget Requests Due 2/17/23
City Manager-Dept Budget Reviews Feb- March
2023
Budget Study Session 4/22/23
FY 2022-23 Budget Adoption Meeting 6/6/23
Start of New Fiscal Year 7/1/23

Table 2 – FY 23-24 Budget Calendar

BUDGET GUIDE

Budget Guide | 9

 Annual or Bi-Annual Budget. The City Manager shall bi-annually prepare and present a proposed budget to the City Council no later than the first regularly scheduled City Council meeting in June and the City Council shall adopt said budget no later than June 30 of each year. An annual budget will be prepared in lieu of the bi- annual budget during times of significant financial uncertainty and as recommended by the City Manager, and approved by the City Council.
 Balanced Budget. It is the City’s policy to adopt a balanced budget, where operating revenues are equal to, or exceed operating expenditures. In the event a balanced budget is not attainable and the cause of the imbalance is expected to last for no more than one year, the planned use of fund balance (reserves) to balance the budget is permitted. In the event that a budget shortfall is expected to continue beyond one year, the planned use of fund balance must be developed as part of a corresponding strategic financial plan to close the gap through revenue increases or expenditure decreases.
 Fund-Department Budget Level. Budget control is maintained at the F und and Departmental level. The City Manager has the authority to approve appropriation transfers within the “same department/fund”. Transfers needed between different funds/departments and amendments to the budget are approved by the City Council.

Budget accountability rests primarily with the operating departments of the City and Department Heads are responsible for ensuring their department’s expenditures remain within the budgeted appropriation.  Quarterly Financial Reports. Staff shall present a financial report to the City Council at least quarterly, including budget-to-actual information and year-end projections.

Fund Balance Reserves Policy – General Fund
 Fund Balance Requirement. The City shall maintain a minimum General Fund balance of 10% of annual General Fund expenditures and shall strive to increase the level to 17% (approximately two months of expenditures).

The 10% fund balance will be designated as “assigned” and will be designed to be used in the event of a significant financial emergency.

Capital Improvements
 Capital Improvement Program. The City shall maintain a five-year Capital Improvement Plan (CIP) to address infrastructure, facilities, and equipment maintenance and replacement. The CIP shall be updated annually and shall identify available funding sources. Projects without available funding sources shall be identified as “unfunded”.

Long-Range Financial Planning
 Strategic Financial Plan. The City shall develop and implement a long-range, strategic financial plan to achieve a balanced budget and secure financial stability. The plan will be updated as part of the budget development process and shall include forecasted expenditures and revenues of at least five (5) years for the general fund; however, a twenty (20) year forecast may be developed and maintained for the general fund.

Basis of Accounting and Budgeting
Basis of Accounting refers to the timing of revenue and expenditure recognition for budgeting and financial reporting in accordance with Generally Accepted Accounting Princi ples (GAAP) and outlined by the Governmental Accounting Standards Board (GASB). The City of Fullerton operates on a Modified-Accr ual Basis, in which revenues and expenditures received/incurred in the new fiscal year that were intended for the prior fiscal year, are properly recorded in the correct fiscal year to the extent reasonably measurable.

Debt Management Policy
The City adheres to its Debt Management Policy
(approved July 2020) to ensure that City debt is issued and prudently managed to maintain a sound fiscal position, to maintain the highest credit rating possible, and assist the City in its

BUDGET GUIDE

Budget Guide | 10

financial flexibility to meet fiscal challenges and finance projects that promote and foster economic growth. It is considered sound fiscal practice and prudent financial management for the City to review and revisit its debt management policy from time to time to set parameters for issuing debt, managing the City's debt portfolio, and provides guidance to City staff and decision makers to issue debt with respect to the City’s overall fiscal condition.

Description of Funds
The City’s primary operating fund is the General Fund, as this is its operating fund that supports traditional municipal services, such as public safety, community and economic development, parks and recreation and library community services, and public works. However, there are several other entity-wide funds that compose the City’s All Funds Budget, which include: Special Revenues funds, the CIP Fund, Water and Sewer enterprise funds and Successor Agency to name a few. All Citywide funds are categorized by fund type and major funds are described below.

Governmental Funds account for and budget governmental activities that are considered core operating functions of the government entity. These include the General Fund, Special Revenue funds, Grant Funds, and certain capital project funds which receive primarily grants or intergovernmental revenues (such as gas tax funds).  The General Fund is the City’s primary operating fund and accounts for most City programs and services which are supported by general taxing revenue and various charges and fees.  The Special Revenue Funds are also considered governmental funds and are used to account for and report the proceeds of specific revenue sources that are re stricted or committed to specified purposes, often by legislative authority. For example, the City’s Gas Tax and SB1-RMRA funds may only be used for certain street improvement and transit programs (and no other purpose) in accordance to state law. Other special revenue funds include County of Orange Measure M2 for county transportation capital projects and federal Community Development Block Grant (CDBG) funds for programs and projects for the benefit of moderate- low income residents and viable economic opportunities in lower socioeconomic areas of the city.  The Capital Project Funds are used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities, street infrastructure, water and sewer infrastructure, and other capital assets.

Proprietary Funds account for governmental activities that entail business-like interactions and functions that are self- supported by either fees or charges or cost reimbursement. The City of Fullerton has two types of proprietary funds:

Enterprise Funds and Internal Service Funds (ISF).
 The Enterprise Funds are used to separately account and budget for self-supporting activities that are supported by rates and/or fees. These funds include: Water Utility, Sewer Utility, Airport and Brea Dam recreational funds to name a few.
 The Internal Service Funds are used to separately account for departments that provide that provide goods or services to other funds or departments on a cost-reimbursement basis. These costs are recovered via ISF cost allocations. The City’s internal service operations include funds for: Liability Insurance, Workers’ Compensation, Vehicle Replacement, Group Insurance and Information Technology to name a few.

Fiduciary Funds are funds that are custodial in nature (assets equal liabilities) and are used to account for resources held for the benefit of parties outside the government that cannot be used for government operations. An example of a City fiduciary fund is the Successor Agency fund, which is the City’s agency to wind down the affairs of the former Fullerton redevelopment agency.

* Performance Measures are preliminary and subject to change in Final Adopted Budget document.

FY 2022-23 FY 2023-24
Performance Measure Department Estimate Goal
Infrastructure
Complete Capital Improvements Projects as outlined in
the CIP Budget (street rehabilitation, sewer, water,
facility projects)
Public Works 30 projects 25 projects
Review all water permits submitted to ensure safety and compliance regulations are met Public Works 185 permits 180 permits Maintenance inspection of sewer mains Public Works 296,589 ft 264,000 ft Remove emergency and / or high risk trees Public Works 214 trees 230 trees Ground Water Basin Production Percentage (BPP) Public Works 76% 82% Fiscal & Organizational Sustainability
Recruit & onboard City employees to fill vacant positions Human Resource s 75 employees 75 employees Overall City Credit Rating Ad ministrative Services AA AA Submit Quarterly Financial Reports to City Council Administrative Services 4 reports 4 reports Apply and submit applications for potential grants Public Works 7 applications 8 applications Implement findings from Retail Strategy Plan Community & Econ. Development 35% 65% Business Registration Certificates issued Administrative Services 13,571 13,000 Issue and process Purchase Orders A dministrative Services 1,465 1,200 Prepare award-worthy Financial documents (ACFR,
PAFR, Budget) Administrative Services 3 3
Performance Measures

CITY OF FULLERTON

PERFORMANCE MEASURES
Performance Measures are quantifiable metrics collected throughout the fiscal year regarding the City's operational activities and achievement of goals to gain a better understanding of the City's condition and operations and assess effectiveness of Citywide goals. These data driven metrics assist departments to monitor and track operations and to make informed decisions. Performance Measures were submitted by departments during the annual budget process to align City Council priorities to their respective operations.

Fullerton's City Council identified three top priorities that are important to the organization and the community: Fiscal and Organizational Stability, Public Safety, and Infrastructure. In addition to City Council's top three priorities, the City identified other key priority areas during the Fiscal Year 2023-24 budget development process, such as: Organizational Efficiencies, Community Preservation, and Community Services & Events. These priorities in conjunction with Council's top three priorities serve as a roadmap for the upcoming fiscal year and focus areas for City departments. Every department established performance measures to align with these City priorities to better track and monitor progress. 11 FY 2022-23 FY 2023-24
Performance Measure (continued) Department Estimate Goal Public Safety
Respond to first alarm assignments to a structure fire within Fire 90% 95% 8 minutes or less 95% of the time
Respond to incoming calls for service Police 48,500 calls 50,000 calls Respond to Priority 1 Calls for Service in under 6 minutes Police 5.3 minutes 5.0 minutes Increase the numbers of life safety inspections Fire 4,000 6,000 Closeout Investigative Cases Police 1,800 2,000
Complete Fire Plan Checks within 10 days of receiving
a request Fire 90% 100%
Organizational Efficiencies
Process Building & Safety plans electronically Community & Econ. Development 3% 85% Negotiate and implement newly revised labor
agreements and labor resolutions Human Resources 8 bargaining units
4 bargaining
units
Wellness related activities for City employees Human Resources 7 events 10 events Complete department-wide training Police 3,250 hours 2,500 hours Provide employees with security awareness training Informat ion Technology 1x week 2x week Community Preservation
Maintenance cycle for medians, trails and parks Pub lic Works 7 - 8 week cycle 4 - 5 week cycle Increase frequency of encampment cleanups Ci ty Manager 4 week cycle 1 week cycle Process Code Enforcement complaints Community & Econ. Development 1,000 1,200 Non-profits assisted via CDBG Funding Community & Econ. Development 9 10 Community Services & Events
Fullerton Tennis Center participants Parks & Recreation 37,762 40,500 Fullerton Fitness Center participants Parks & Recreation 4,000 4,300 Number of vendors at the Downtown Fullerton Market Parks & Recreation 38 40 Process Passport applications Library 882 935
Distribute S.T.E.M. (Science, Technology, Engineering,
Math) take-home kits for school-aged children Library 711 725 Senior programs offered Parks & Recreation 36 37
Performance Measures | 12

CITY OF FULLERTON

PERFORMANCE MEASURES

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

BUDGET SUMMARIES

CITY OF FULLERTON

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2023-24
Actual Actual Budget Proposed
2020-21 2021-22 2022-23 2023-24
Revenues by Type
Property Taxes 59,603,112 59,971,976 62,091,890 64,117,385 Other Taxes (Sales Tax, TOT, Other) 28,928,382 36,045,570 35,757,138 37,288,602 Licenses & Permits 2,473,632 2,736,502 2,104,714 2,464,846 Charges for Service 9,931,347 11,351,486 19,384,575 15,821,196 Utilities Revenue (Water, Sewer, Refuse) 73,550,387 77,124,281 81,755,777 84,975,791 Other Enterprise Fund Revenues
(Airport, Brea Dam, Other) 6,314,449 11,016,833 6,322,502 6,418,082 Use of Money & Property 8,845,650 6,165,015 10,724,125 11,213,325 Intergovernmental 23,492,103 35,849,129 18,489,484 19,216,323 Other Revenues (inc. fines/penalties) 4,006,418 4,643,303 6,934,075 4,445,071 Total Citywide Revenues $217,145,480 244,904,096 $243,564,280 $245,960,621 Expenditures by Funds - Program Area
General Funds 97,970,488 104,264,041 114,318,468 120,884,437 Special Revenue Funds 33,808,711 21,712,488 34,486,487 36,150,094 Water Fund (Operating Only) 31,407,185 31,782,760 36,301,025 37,853,377 Other Enterprise Funds (Operating Only) 8,281,094 10,409,895 9,424,122 12,300,226 Capital Improvement Program 15,003,402 33,866,537 44,572,340 41,419,550 Successor Agency 3,507,131 1,719,116 9,719,538 9,248,190 Total Citywide Expenditures $189,978,011 $203,754,836 $248,821,980 $257,855,874 Total Net Citywide Operating Position $27,167,469 $41,149,260 ($5,257,700) ($11,895,253) All Funds Budget Summary A-1

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2023-24
CITYWIDE REVENUES = $245,960,621
CITYWIDE EXPENDITURES = $257,855,874
All Funds Budget Summary | A-2
$64.1
26%
$37.3
15%
$2.5
1%
$15.8
6%
$85.0
34%
$6.4
3%
$11.2
5%
$19.2
8%
$4.4
2%
FY 23-24 Proposed Citywide Revenues
(in millions)
$120.9
47%
$36.2
14%
$37.9
15%
$12.3
5%
$41.4
16%
$9.2
3%
FY 23-24 Proposed Citywide Expenditures
(in millions)
General Funds
Special Revenue Funds
Water Fund (Operating Only)
Other Enterprise Funds
Capital Improvement Program
Successor Agency

GENERAL FUND SUMMARY
FISCAL YEAR 2023-24
2020-21 2021-22 2022-23 2023-24
Actual Actual Adopted Proposed
Revenues
Property Tax 50,074,855 50,816,796 52,166,938 54,649,098 Sales Tax 24,569,589 29,292,047 29,429,594 30,402,492
Other Taxes 4,358,792 6,753,523 6,327,544 6,886,110
Franchise Fees 4,181,577 4,269,636 4,300,000 4,300,000
Licenses & Permits 2,405,501 2,736,502 2,018,340 2,464,846 Fines & Penaltie
s 868,659 1,556,307 1,524,100 1,630,100
Use of Money & Property 2,179,557 2,348,322 3,757,840 4,043,440 Other Agencies 1,763,681 1,560,008 846,725 671,725
Charges for Service 8,924,720 10,523,012 9,578,030 11,903,311 Other Revenues 437,666 491,448 1,863,541 1,872,660
Library Revenues 249,075 224,936 440,898 402,098
Parks & Recreation Revenue 1,228,603 1,528,968 1,371,377 1,445,977 Total General Fund Revenues $101,242,275 $112,101,506 $113,624,927 $120,671,857 Net Transfers In 1,888,002 361,742 3,137,045 7,150,000
Total Revenues/Transfers In $103,130,277 $112,463,248 $116,761,972 $127,821,857 Expenditures
City Council 776,577 423,116 431,730 438,995
City Manage
r 3,296,915 2,653,555 3,658,061 3,652,786
Administrative Services 1,742,491 2,445,129 3,090,963 3,347,304 Human Resources 401,312 608,100 1,050,146 717,258
General Governmen
t 302,615 491,637 (800,230) 2,356
Fire 25,486,357 26,863,621 29,196,785 31,543,067
Police 46,424,209 49,047,209 53,452,074 54,718,263
Community & Economic Developmen
t 4,517,181 4,988,204 5,737,587 6,155,592
Public Works 6,944,475 7,521,474 9,040,198 10,260,788
Librar
y 3,692,121 3,486,922 4,038,741 4,123,406
Parks & Recreation 4,386,235 5,678,735 5,422,413 5,924,622 Total General Fund Expenditures $97,970,488 $104,207,701 $114,318,468 $120,884,437 Net Transfers Out 2,834,974 3,543,046 1,490,085 4,174,587 Total Expenditures/Transfers Out $100,805,462 $107,750,747 $115,808,553 $125,059,024 General Fund Summary

CITY OF FULLERTON
A-3

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2023-24
General Fund Summary | A-4
Total General Fund Revenues: $120,671,857
Property Tax
45%
Sales Tax
25%
Other Taxes
6%
Franchise Fees
4%
Licenses & Permits
2%
Fines & Penalties
1%
Use of Money &
Property
3%
Other Agencies
1%
Charges for Service
10%
Other Revenues
2%
Library Revenues
0%
Parks & Recreation
Revenue
1%
Property Tax
Property Tax is the City's largest revenue source at 45% of all General Fund revenue. All taxable real and personal property within the City limits is subject to ad valorem taxation, a tax based on value that is secured by a lien on real property. These taxes are subject to 1% of the market value limitations of Proposition 13.

For every $1 of tax collected, the City of Fullerton receives $0.1564 and the remainder is allocated to schools and other special districts.

Sales and Use Tax
Sales tax applies to all retail sales of goods and merchandise except those specifically exempt by law. Use tax generally applies to the storage, use, or other consumption in California of goods purchased from retailers in transactions not subject to the sales tax. The City receives $0.01 of every $0.0775 or 7.75% of sales and use tax collected within the Fullerton city limits.

Franchise Tax
Fees are charged to electrical, gas, refuse and cable TV companies for the privilege of operating in the City.

Fees are generally based on the gross receipts from sales within the City.

Transient Occupancy Tax
The City levies a 10% tax on hotel/motel room occupancy of less than 30 days in length.

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2023-24
General Fund Summary | A-5
Business Registration Tax
All persons conducting business within the City of Fullerton must pay a business registration tax based on a flat rate or gross receipts, depending on business type.

Charges for Services
The City charges various fees and charges for services provided, including development and inspection fees, paramedic fees, charges for public works, police, fire, library and parks and recreation services. By law, the City may not charge more than the cost of providing the service.

Use of Money & Property
This category is comprised of a variety of activities including property leases and concessions and interest income. Interest earnings are allocated to various funds monthly based upon cash balances.

Licenses & Permits
The City charges for the issuance of licenses and permits to conduct certain operations in the City, such as development, public works projects, fireworks sales, parking on streets in certain areas and alarm permits.

Revenues From Other Agencies
The City receives grants, subventions and reimbursements from the Federal, State and other local agencies. Examples include Motor Vehicle Licenses Fees, POST training reimbursements and disaster reimbursements when applicable.

Fines & Penalties
This revenue is generated from court fines related to parking citations, as well as other traffic violations and administrative citations.

General Fund Summary | A-6

CITY OF FULLERTON

GENERAL FUND EXPENDITURES
FISCAL YEAR 2023-24
Total General Fund Expenditures: $120,884,437
General Government
7%
Fire
26%
Police
45%
Community &
Economic
Development
5%
Public Works
9%
Library
3%
Parks & Recreation
5%
Salaries & Benefits - $80.2 Million
Salaries and Benefits are the City's largest General Fund expenditure category as the City of Fullerton is a full- service city, with in-house police and fire safety, along with traditional muncipal services such as public works, community & economic development and parks & recreation and library community services. For FY 23-24, Salaries & Benefits account for approximately 66% of the General Fund budget and include allowable Maintenance of Effort increases, which include merit-related salary step increases, health & benefit increases and annual CalPERS retirement increases.

For FY 2023-24, Salaries & Benefits budget also includes negoatiated labor agreement costs increases for Police and Fire safety groups, additional personnel costs for Organizational & Fiscal Stability, and the net addition of 9.0 FTE positions for the City's Community Preservation and Organziational & Fiscal Stability efforts. Lastly, the FY 2023-24 Budget includes a normalized annual vacancy factor to account for ongoing, average vacancy savings.

Operations & Maintenance - $40.6 Million
The Maintenance and Operations (M&O) budget was developed under a Maintenance of Effort (MOE) budget, which allows the budget to increase as a result of built-in contractual increases for the City's major services' providers, cost of doing business increases capped at 4.5%, utility rate increases, and cost allocations to City's internal services funds. In FY 2023-24, the City's operating budget includes programming that is in line with City Council priorities of Public Safety, Infrastructure and Economic Development. In addition, the City identified other key priority areas during the Fiscal Year 2023-24 budget development process, such as: Organizational Efficiencies, Community Preservation, and Community Services & Events and serve as basis of FY 2023-24 Budget.

Capital Outlay - $100,000
The Capital Outlay budget represents annual Public Safety equipment replacement costs. 2020-21 2021-22 2022-23 2023-24
Budgeted Budgeted Budgeted Proposed
Department Positions Posi tions Positi ons Positions
City Council 6.0 6.0 5.0 5.0
City Manage
r 7.0 7.0 8.0 8.0
Administrative Services 29.0 30.0 32.0 31.0
Human Resources 9.00 11.0 11.0 11.0
Fire 86.0 87.0 87.0 87.0
Police 209.0 203.0 190.0 190.0
Information Technology * 0.0 6.0 7.0 2.0
Community & Economic Development 30.0 31.0 31.0 32.5
Public Works 194.0 192.0 185.0 197.5
Parks and Recreation 21.0 21.0 14.0 14.0
Library 23.8 23.8 20.3 21.3
Full-Time Employees Subtotal 614.8 617.8 590.3 599.3
Part-Time Hours ** 158,369 109,127 71,925 114,488
FTEs 76.1 52.5 34.6 55.0
Total Budgeted FTE Positions 690.9 670.3 624.9 654.3
* Information Technology FTE Count was included in Adminstrative Services or Police Departments in prior fiscal years. ** 2,080 part-time hours equal one Full-Time Equivalent (FTE) position.

Position Summary | A-7

CITY OF FULLERTON

POSITION SUMMARY
FISCAL YEAR 2023-24
Budgeted FTE's - Last 10 Years
710
717 712 718
709
692 695 691
670
625
654
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24

Department FTE
Add /
(Delete) Description of Position Changes
Library 0.0

3.0 Add Library Division Manager II, Library Services Supervisor, Administrative Assistant I
(3.0) Delete Library Division Manager I, Library Technical Assistant II (2) Community & Economic Development 2.5

3.5 Add Senior Planner, Code Enforcement Supervisor, Code Enforcement Officer, 0.5 Administrative Assistant I
(1.0) Delete Code Enforcement Officer
Information Technology (5.0)
(5.0) Delete Information Technology Manager, Network Specialist, Geographic Information Systems Specialist, Webmaster
Information Systems Assistant
Administrative Services (1.0)

8.0 Add Deputy Director, Accounting Technician (2), Senior Buyer, Revenue Operations Manager, Sr. Revenue Specialist,
Sr. Customer Service Representative (2)
(9.0) Delete Revenue Manager, Account Clerk (3), Buyer II, Revenue Specialist, Lead CSR-Utility Services, Customer Service Representative (2)
Police 0.0

9.0 Add Police Services Representative (9)
(9.0) Delete Community Liaison Officer, Parking Control Officer (2), Police Community Services Officers (3), Police Property & Evidence Clerk, Police Records Clerk, Police Training Assistant
Public Works 12.5

16.5 Add Deputy Public Works Director Maintenance Services, Facilities and Fleet Manager, Street and Sewer Manager, Street and Sewer Manager, Landscape and Trees Manager,
City Traffic Engineer, Sr. Maintenance Worker (10), AC
Mechanic, 0.5 Administrative Assistant
(4.0) Delete Manager - Bldg, Facility & Sewer, Manager - Bldg, Facility & Sewer Manager - Landscape and Trees, Maintenance Worker
Citywide Net Position Change 9.0
FISCAL YEAR 2023-24
Position Summary | A-8

CITY OF FULLERTON

POSITION SUMMARY - SUMMARY OF FTE CHANGES

Projected
Beginning Proposed Proposed
Fund Fund Title Balance + Revenue + Transfers In

GENERAL OPERATING FUNDS
10 General Fund $32,127,544 $118,823,782 $7,150,000
11 Infrastructure Fund 428,772
-
2,674,587
13 Library 748,
349
402,098
3,721,308
15 Parks & Recreation 38,030
1,445,977 4,478,645
General Funds Total $33,342,695 $120,671,857 $18,024,540

SPECIAL REVENUE FUNDS
20 West Coyote Hills Endowment 100,672
-
22 Air Quality Improvement 937,608 196,600
23 Sanitation 1,
697,602
7,258,136
25 Measure M2 4,963,694
3,798,323
26 Housi ng 12,
190,682 275,350
27 FTV Cable-PEG 1,041,224
216,015
28 SB2/PLHA Fund (213,925)
1,177,577
29 SB1/RMR A 4,832,043 3,650,998
30 Gas Tax 1,685,005
4,192,930
32 Grant Administration (660,646)
1,531,639
33 Supplemental Law En forcement Svcs. 88,946
300,000
34 Asset Seizure 161,856 375,679
35 Community Development Block Grant (665,573)
2,043,423
36 Drainage Capital Outlay 5,962,259
893,795
37 Traffic Safety 10,061
200,000
38 ARPA Fund 20,870,953 -
39 Park Dwelling 9,950,731
3,256,188
46 Refuse 2,
930,446
15,094,764

DEBT SERVICE FUNDS
58 Debt Service Reserve 205,907
-
CAPIT

AL PROJECT FUNDS
74 Capital Projects (393,710)
571,610
21,070,440

ENTERPRISE FUNDS
40 Airport 4,283,713 3,080,755
41 CNG (20,540)
160,000
42 Brea Dam 490,931
4,064,700
44 Water 43,449,144 55,906,445
45 Whiting/Lemon Parking (306,200)
10,000
47 Sewer 9,312,697
6,327,650

INTERNAL SERVICE FUNDS
62 Liability Insurance 828,000
11,490,637
64 Vehicle Replacement 12,169,397 3,154,744 65 Workers' Compensation 12,343,707 3,698,682 66 Group Insurance 1,240,468
9,106,050
67 Equipment Maintenance 1,008,910
4,884,332
68 Information Technology 1,174,378
8,087,420
69 Building Maintenance (1,603,653)
3,666,403
70 Facility Capital Repair 2,732,639
620,019
Les
s: Internal Service Allocations (43,608,286)
80-89 Successor Agency 3,605,545
9,606,186
TOTAL CITY FUNDS $189,747,663 $245,960,621 $39,094,980
FUND BALANCES SUMMARIES - FISCAL YEAR 2023-24
Fund Balances Summaries | A-9

Projected
Proposed Proposed Ending
- Transfers Out - Expenditu res = Balance Fund Title Fund

GENERAL OPERATING FUNDS
$12,494,540 $110,836,409 $34,770,377 General 10
2,675,000 - 428,359 Infrastructure Fund 11 290,000 4,123,406 458,349 Library 13 - 5,924,622 38,030 Parks & Recreation 15 $15,459,540 $120,884,437 $35,695,115 General Funds Total

SPECIAL REVENUE FUNDS
- 100,672 West Coyote Hills Endowment 20 288,050 846,158 Air Quality Improvement 22 8,762,162 193,576 Sanitation 23 3,035,440 674,406 5,052,171 Measure M2 25 1,006,144 11,459,888 Housing 26 194,856 1,062,383 FTV Cable-PEG 27 1,177,577 (213,925) SB2/PLHA Fund 28 3,500,000 439 4,982,602 SB1/RMR A 29 320,000 3,789,700 1,768,235 Gas Tax 30 1,463,620 (592,627) Grant Administration 32 211,054 177,892 Supplemental Law Enforcement Svcs. 33 538,254 (719) Asset Seizure 34 675,000 1,394,876 (692,026) Community Development Block Grant 35 2,025,000 276,657 4,554,397 Drainage Capital Outlay 36 200,000 - 10,061 Traffic Safety 37 12,450,000 181,852 8,239,101 ARPA Fund 38 835,000 - 12,371,919 Park Dwelling 39 - 15,331,508 2,693,702 Refuse 46

DEBT SERVICE FUNDS
- 205,907 Debt Service Reserve 58

CAPITAL PROJECT FUNDS
21,642,050 (393,710) Capital Projects 74

ENTERPRISE FUNDS
3,783,524 3,580,944 Airport 40 246,237 (106,777) CNG 41 4,051,519 504,112 Brea Dam 42 55,308,377 44,047,212 Water 44 102,929 (399,129) Whiting/Lemon Parking 45 6,438,517 9,201,830 Sewer 47

INTERNAL SERVICE FUNDS
11,162,292 1,156,345 Liability Insurance 62 4,045,105 11,279,036 Vehicle Replacement 64 3,803,556 12,238,833 Workers' Compensation 65 9,101,733 1,244,785 Group Insurance 66 5,144,619 748,623 Equipment Maintenance 67 8,599,114 662,684 Information Technology 68 3,893,457 (1,830,707) Building Maintenance 69 595,000 23,078 2,734,580 Facility Capital Repair 70 (44,914,015) Less: Internal Service Allocations
- 9,248,190 3,963,541 Successor Agency 80-89 $39,094,980 $257,855,874 $176,546,681 TOTAL CITY F UNDS FUND BALANCES SUMMARIES - FISCAL YEAR 2023-24
Fund Balances Summaries | A-10

Fund Transfers In Transfers Out Description (To / From) 10 - General Fund - 3,721,308 To Library Fund - 4,478,645 To Parks & Recreation Fund - 2,674,587 To Infrastructure Fund - 1,620,000 To Capital Projects Fund 200,000 - From Traffic Safety Fund 6,950,000 - From American Rescue Plan Act (ARPA) General Fund Subtotal $7,150,000 $12,494,540
13 - Library Fund 3,721,308 - From General Fund - 290,000 To Capital Projects Fund 15 - Parks & Recreation 4,478,645 - From General Fund 11 - Infrastructure Fund 2,674,587 - From General Fund - 2,675,000 To Capital Projects Fund 25 - Measure M2 - 3,035,440 To Capital Projects Fund 29 - SB1/RMRA - 3,500,000 To Capital Projects Fund 30 - Gas Tax - 320,000 To Capital Projects Fund 35 - Community Development Block Grant - 675,000 To Capital Projects Fund 36 - Drainage Capital Outlay - 2,025,000 To Capital Projects Fund 37 - Traffic Safety - 200,000 To General Fund 38 - American Rescue Plan Act (ARPA) - 5,500,000 To Capital Projects Fund - 6,950,000 To General Fund ARPA Subtotal $0 $12,450,000
39 - Park Dwelling 835,000 To Capital Projects Fund 70 - Facility Capital Repair 595,000 To Capital Projects Fund 74 - Capital Projects 1,620,000 From General Fund 2,675,000 From Infrastructure Fund
290,000 From Library Fund
3,035,440 From Measure M2 Fund
3,500,000 From SB1/RMRA
320,000 From Gas Tax Fund
675,000 From CDBG
2,025,000 From Drainage Capital Outlay
5,500,000 From American Rescue Plan Act (ARPA)
835,000 From Park Dwelling
595,000 From Facility Capital Repair Fund
Capital Projects Subtotal $21,070,440 $0
TOTAL INTERFUND TRANSFERS $39,094,980 $39,094,980
Interfund Summaries | A-11

INTERFUND TRANSFERS SUMMARY
FISCAL YEAR 2023-24

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
GENERAL FUNDS (10-15)
Property Taxes
Secured Property Taxes 33,119,031 33,666,988 34,624,291 35,663,019 Unsecured Property Taxes 862,152 905,744 901,337 928,377 Penalties/Delinquencies 71,366 51,142 43,000 43,000 Supplemental Property Taxes 586,637 634,843 575,000 620,000 Property Tax Collection Fees (197,269) (186,649) (200,000) (200,000) Homeowners Subvention 138,397 132,774 143,000 143,000 Property Tax In Lieu of VLF 15,494,541 15,611,953 16,080,311 17,451,702 Total Property Taxes $50,074,855 $50,816,796 $52,166,938 $54,649,098 Other Taxes
Sales & Use Tax 24,569,589 29,292,047 29,429,594 30,402,492 Public Safety Prop 172 1,001,790 1,201,784 1,017,000 1,285,566 Transient Occupancy Tax 1,330,125 3,140,462 3,260,000 3,460,000 Business Registration Tax 1,089,393 1,213,710 1,165,544 1,165,544 Oil Extraction Tax 6,909 - 10,000 10,000 Real Estate Transfer Tax 930,576 1,197,567 875,000 965,000 Total Other Taxes $28,928,382 $36,045,570 $35,757,138 $37,288,602 Licenses & Permits
Development Permits 1,482,964 2,130,240 1,400,350 1,805,000 Parking Permits 16,404 19,284 16,000 16,000 Fireworks Permits 70,564 35,646 34,890 34,890 Public Works Permits 112,653 68,614 120,000 120,000 Police Alarm Permits 238,294 270,581 275,000 275,000 Other Licenses & Permits 103,357 105,597 151,700 142,742 Hazardous Materials Disclosures 271,508 2,125 - - Underground Tank Permits 86,257 12,061 - - Overload Permits 23,500 21,982 20,400 22,422 Encroachment Permits - 70,373 - 48,792 Total Licenses & Permits $2,405,501 $2,736,502 $2,018,340 $2,464,846 Fines & Penalties
Other Court Fines 847,839 1,484,927 1,500,000 1,500,000 Administrative Citations 20,820 71,380 24,100 130,100 Total Fines & Penalties $868,659 $1,556,307 $1,524,100 $1,630,100

REVENUE SUMMARIES

DETAIL BY FUND
Revenue Summaries by Fund | A-12
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
GENERAL FUNDS (10-15) cont.

Use of Money & Property
Interest Income 160,090 (44,622) 361,230 361,230 Unrealized Gain (loss) (507,435) (1,181,718) - - Supplemental Interest 399,062 19,925 - - Property Lease 1,241,563 1,241,563 1,237,563 1,237,563 Cell Tower Rent 6,473 413,094 255,000 405,600 Rents 376,909 727,784 699,000 699,000 Leases 43,847 718,529 745,000 880,000 General Concessions 75,787 75,787 75,787 75,787 R-O-W Impact Fee 383,260 383,260 383,260 383,260 Prisoners' Welfare - - 1,000 1,000 Franchise Fees 4,181,577 4,269,636 4,300,000 4,300,000 Total Use of Money & Property $6,361,133 $6,623,238 $8,057,840 $8,343,440 Other Agencies
Motor Vehicle In-Lieu Tax 104,047 161,078 125,000 125,000 POST 15,798 24,281 30,000 30,000 State Mandated Costs 133,158 65,055 100,000 100,000 Parks Maint. - School District 181,608 46,655 175,000 - Other Agency Contributions 1,329,070 1,261,939 416,725 416,725 Federal Dept of Justice - 1,000 - - Total Other Agencies $1,763,681 $1,560,008 $846,725 $671,725 Charges for Services
Zoning & Planning Fees 430,864 605,198 510,100 510,500 Plan Check Fees 765,116 2,015,853 1,072,574 2,269,565 Microfilming Fees 32,476 33,775 20,000 20,000 Sale of Maps & Publications 5,565 16,254 8,000 8,000 Misc. Filing/Certification Fees 4,514 - - - Sanitation Dist. Connection Fees 5,769 5,768 10,000 10,000 Business License Review 15,136 23,384 14,000 14,000 Police Fees 1,127,838 666,509 1,437,646 1,437,646 Fire Fees 376,980 368,509 350,000 1,099,250 Ambulance Billing 3,520,400 4,342,541 4,126,818 4,333,159 Paramedic Fees 705,070 772,733 705,000 705,000 Public Works Fees 526,091 467,851 362,000 521,463 Refuse Services 1,182,520 1,004,276 737,892 750,028 Damage Repair 134,719 33,522 40,000 40,000 Other Reimbursement 10,181 - - - Parking Fees 73,522 153,185 175,000 181,600 Miscellaneous Fees 7,958 13,654 9,000 3,100 Total Charges for Services $8,924,720 $10,523,012 $9,578,030 $11,903,311

REVENUE SUMMARIES

DETAIL BY FUND
Revenue Summaries by Fund | A-13
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
GENERAL FUNDS (10-15) cont.

Other Revenues
Sale of Property 23,049 12,528 10,000 10,000 Donations 287,298 297,123 303,977 313,096 Misc. Reimbursements/Rebates 22,191 - 15,000 15,000 Admin. Indirect Cost - 100,247 1,524,564 1,524,564 Miscellaneous 105,128 81,550 10,000 10,000 Total Other Revenues $437,666 $491,448 $1,863,541 $1,872,660 GENERAL FUND TOTAL $99,764,596 $110,352,882 $111,812,652 $118,823,782 INFRASTRUCTURE FUND (11)
Interest Income - (5,280) - - INFRASTRUCTURE FUND TOTAL $0 ($5,280) $0 $0
LIBRARY FUND (13)
Secured Property Taxes 74,837 76,970 80,598 80,598 Fines & Fees 2,316 4,412 4,200 4,200 Rents 1,500 11,739 20,000 20,000 State Grants - - 40,000 40,000 Federal Grants - - - - Passport Execution Fee - - 168,000 134,400 Passport Photo Fee 10 - 28,500 22,800 Donations 4,602 6,587 600 1,100 Miscellaneous 89,646 32,337 - - Restricted Contributions 76,164 92,892 99,000 99,000 LIBRARY FUND TOTAL $249,075 $224,936 $440,898 $402,098
PARKS & RECREATION FUND (15)
Cell Tower Rent 274,240 3,459 - - Rents 92,603 129,445 82,000 121,400 Facility Rentals (50,978) 490,616 524,100 531,500 Leases 441,057 151,407 105,852 105,852 Field Use Charges 149,405 120,285 125,000 130,000 General Concessions 1 8,156 6,000 7,800 Parks & Recreation Fees 239,579 458,567 458,425 484,425 Donations 74,535 148,000 13,000 8,000 Miscellaneous 6,345 19,032 57,000 57,000 Musuem Center 1,817 - - - PARKS & RECREATION FUND TOTAL $1,228,603 $1,528,968 $1,371,377 $1,445,977 GENERAL FUNDS TOTAL $101,242,275 $112,101,506 $113,624,927 $120,671,857

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-14
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed

SPECIAL REVENUE FUNDS
WEST COYOTE HILLS ENDOWMENT FUND (20)
Donations - 103,038 - - Interest Income - (2,350) - - WEST COYOTE HILLS FUND TOTAL $0 $100,688 $0 $0
AIR QUALITY FUND (22)
Motor Vehicle Air Quality Fees 185,242 134,334 181,000 181,000 Other Agency Contributions - - - - Interest Income 4,527 (22,684) 15,600 15,600 AIR QUALITY FUND TOTAL $189,769 $111,650 $196,600 $196,600 SANITATION FUND (23)
Sanitation Fees 5,781,554 6,366,001 7,200,000 7,200,000 Damage Repair 5,384 1,846 - - Interest Income 6,744 (34,067) 58,136 58,136 SANITATION FUND TOTAL $5,793,682 $6,333,780 $7,258,136 $7,258,136 MEASURE M2 FUND (25)
Measure M2 2,357,163 3,183,746 2,968,104 3,725,398 Interest Income 41,375 (59,939) 72,925 72,925 MEASURE M2 FUND TOTAL $2,398,538 $3,123,807 $3,041,029 $3,798,323 HOUSING FUND (26)
Other Revenue 4,750 5,400 - - Interest Income 248,329 232,355 275,350 275,350 HOUSING FUND TOTAL $253,079 $237,755 $275,350 $275,350
FTV CABLE-PEG ACCESS FUND (27)
Franchise - Cable PEG Support 200,407 197,873 200,000 200,000 Interest Income 3,127 (20,668) 16,015 16,015 FTV CABLE-PEG FUND TOTAL $203,535 $177,205 $216,015 $216,015 SB2/PLHA FUND (28)
State Grant 688,452 2,362 1,070,068 1,177,577 Interest Income 668 (4,202) - - SB2/PLHA FUND TOTAL $689,120 ($1,839) $1,070,068 $1,177,577 SB1/RMRA FUND (29)
Gas Tax SB1/RMRA 2,407,050 2,815,910 3,178,282 3,569,182 Interest Income 70,156 (61,728) 81,816 81,816 SB1/RMRA FUND TOTAL $2,477,205 $2,754,181 $3,260,098 $3,650,998

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-15
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
SPECIAL REVENUE FUNDS (cont.)
GAS TAX FUND (30)
Gas Tax 3,185,143 3,296,732 4,060,483 4,116,910 Damage Repair 14,644 7,527 15,000 15,000 Interest Income 26,661 (10,985) 61,020 61,020 GAS TAX FUND TOTAL $3,226,447 $3,293,274 $4,136,503 $4,192,930 GRANTS FUND (32)
State Grants 105,798 212,035 35,000 35,000 County Grants - - - - Older Americans Act Grant 151,903 68,947 80,564 75,250 HOME Grant 86,985 56,648 539,238 546,530 Federal Grants 4,049,773 487,604 302,498 302,498 Other Agency Contributions 671,214 174,100 336,706 532,361 Miscellaneous 26,297 52,838 40,000 40,000 GRANTS FUND TOTAL $5,091,969 $1,052,173 $1,334,006 $1,531,639 SLES FUND (33)
State Grants 338,298 345,673 300,000 300,000 SLES FUND TOTAL $338,298 $345,673 $300,000 $300,000
ASSET SEIZURE FUND (34)
Federal DOJ Grants 376,717 365,140 350,000 350,000 Other Federal Grants - 24,289 15,000 15,000 Miscellaneous 98,244 5,425 - - Interest Income (492) (5,334) 10,679 10,679 ASSET SEIZURE FUND TOTAL $474,468 $389,520 $375,679 $375,679 CDBG FUND (35)
CDBG 1,372,023 2,774,964 1,828,782 2,043,423 Miscellaneous 707 3,126 - - CDBG FUND TOTAL $1,372,730 $2,778,089 $1,828,782 $2,043,423 DRAINAGE CAPITAL OUTLAY FUND (36)
Sanitation Fees 2,248,382 1,499,905 800,000 800,000 Interest Income 37,640 (90,911) 93,795 93,795 DRAINAGE CAP. OUTLAY FUND TOTAL $2,286,022 $1,408,993 $893,795 $893,795 TRAFFIC SAFETY FUND (37)
Motor Vehicle Fines 143,492 131,300 200,000 200,000 TRAFFIC SAFETY FUND TOTAL $143,492 $131,300 $200,000 $200,000 ARPA FUND (38)
Federal Grant - 1,006,612 - - Interest Income 61,277 (691,864) - - ARPA FUND TOTAL $61,277 $314,748 $0 $0

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-16
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
SPECIAL REVENUE FUNDS (cont.)
PARK DWELLING FUND (39)
Park Dwelling Fees 688,780 232,020 8,786,620 3,161,260 Interest Income 26,543 (13,070) 94,928 94,928 PARK DWELLING FUND TOTAL $715,323 $218,950 $8,881,548 $3,256,188

ENTERPRISE FUNDS
AIRPORT FUND (40)
Aircraft Taxes 87,697 113,521 110,000 124,873 Parking Fees 500 600 1,374 1,374 Rents 56,831 43,956 75,600 76,275 Fixed-Base Operators 529,970 553,939 551,250 581,636 Hangar Admin. Fees 5,600 7,788 4,000 4,000 Hangar Rental 1,100,610 1,122,606 1,260,000 1,328,736 Fuel Flowage Fees 39,767 48,117 42,000 54,000 Tie-Downs 65,031 93,654 50,600 103,019 Visitor Aircraft Parking 17,920 5,874 5,500 6,461 Field Use Charges 1,574 2,888 1,700 2,000 Airport Fees 4,400 5,685 4,400 6,199 FAA Federal Grants 257,779 2,539,983 250,000 723,000 State Grants - - - 49,500 Donations - 2,300,000 - - Bond Proceeds - 269,666 - - Interest Income 10,613 (43,484) 35,448 12,108 Miscellaneous 1,785 2,547 6,930 7,574 AIRPORT FUND TOTAL $2,180,077 $7,067,340 $2,398,802 $3,080,755 COMPRESSED NATURAL GAS (CNG) FUND (41)
CNG Sales 170,105 150,102 160,000 160,000 Interest Income 250 (1,963) - - TOTAL CNG FUND $170,356 $148,140 $160,000 $160,000
BREA DAM FUND (42)
Cell Tower Rent 30,910 32,984 32,000 32,000 Park Property Lease 18,624 24,872 24,000 24,000 Rents 2,000 2,000 2,000 42,000 Facility Rentals 72,971 49,536 39,200 39,200 Field Use Charges 175,182 203,886 202,000 220,000 General Concessions 1,366 316 1,000 2,000 Parking Fees - - 80,000 80,000 Recreation Fees 354,536 360,357 350,000 315,000 Golf Revenues 3,302,334 3,582,306 3,243,500 3,280,500 Donations - 13,950 30,000 30,000 Interest Income 7,622 (472,976) - - BREA DAM FUND TOTAL $3,965,543 $3,797,230 $4,003,700 $4,064,700

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-17
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
ENTERPRISE FUNDS cont.

WATER FUND (44)
Water Sales 43,529,416 47,861,738 51,140,000 52,940,000 Water Permits 31,431 44,174 45,000 45,000 Cell Tower Rent 291,726 319,362 320,000 320,000 Customer Service Charges 111,049 103,951 240,000 440,000 Plan Check Fees 37,788 45,487 41,800 40,000 Misc. Fees & Charges 32,857 29,848 45,400 22,830 Water Delinquency Charges 591,484 1,212,315 600,000 600,000 Water System Reimbursements 18,394 10,056 7,748 10,000 Sale of Property 95,415 29,878 20,000 20,000 Damage Repair - 40,228 - 5,000 State Grant 689,077 345,758 - 505,000 Federal Grant 290,000 143,116 - - Underground Locating Impact Fee - 270,000 270,000 270,000 Miscellaneous Revenue 161,132 271,033 88,615 88,615 Interest Income 143,441 (967,644) 600,000 600,000 Contributed Assets 65,125 198,170 - - WATER FUND TOTAL $46,088,334 $49,957,470 $53,418,563 $55,906,445 WHITING-LEMON PARKING FUND (45)
Parking Fees - - 10,000 10,000 Interest Income (1,527) 4,123 - - WHITING-LEMON PARKING FUND TOTAL ($1,527) $4,123 $10,000 $10,000 REFUSE FUND (46)
Refuse Collection & Disposal 12,665,043 13,091,818 12,981,669 14,189,878 AB 939 Fees 441,753 438,682 446,400 475,200 Refuse Admin Reimbursement - - 134,171 144,293 CRV - - 265,393 265,393 Miscellaneous 27,500 - - - Interest Income 7,741 (22,750) 30,000 20,000 REFUSE FUND TOTAL $13,142,038 $13,507,750 $13,857,633 $15,094,764 SEWER FUND (47)
Sewer Service Fee 6,175,843 6,055,470 6,100,000 6,100,000 Wastewater Discharge Permit 36,200 36,200 40,000 40,000 Interest Income 28,269 (175,383) 187,650 187,650 SEWER FUND TOTAL $6,240,311 $5,916,287 $6,327,650 $6,327,650

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-18
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed

INTERNAL SERVICES FUNDS
LIABILITY INSURANCE FUND (62)
Interfund Insurance 6,355,060 7,348,463 12,030,365 11,140,637 Interest Income 48,496 (466,656) 350,000 350,000 Bond Proceeds 5,010,000 - - - Revenue Allocation (11,365,060) (7,348,463) (12,030,365) (11,140,637) Insurance Reimbursements 900 3,549 - - LIABILITY INSURANCE FUND TOTAL $49,396 ($463,107) $350,000 $350,000 VEHICLE REPLACEMENT FUND (64)
Interfund Equip. Replacement 1,636,296 2,822,721 2,908,810 3,074,744 Interest Income 19,855 (102,190) 80,000 80,000 Sale of Property 147,244 100,394 - - Revenue Allocation (1,636,296) (2,822,721) (2,908,810) (3,074,744) Contributed Asset from Developer - 750,000 - - Miscellaneous 35,000 12,708 - - VEHICLE REPLACEMENTFUND TOTAL $202,099 $760,912 $80,000 $80,000 WORKERS' COMPENSATION FUND (65)
Interfund Workers' Compensation 4,520,937 4,429,433 4,044,891 3,248,682 Interest Income 99,751 (619,058) 450,000 450,000 Revenue Allocation (4,520,937) (4,429,433) (4,044,891) (3,248,682) Insurance Recovery Costs 1,795 859 - - Benefit Reimbursements 234,727 263,676 - - WORKERS' COMPENSATION FUND TOTAL 336,274 ($354,523) $450,000 $450,000 GROUP INSURANCE FUND (66)
Interfund Insurance 7,495,483 7,325,916 7,923,036 9,081,050 Interest Income 666 (44,235) 25,000 25,000 Donations - - - - Cigna Wellness Contributions 76,489 29,352 - - Revenue Allocation (7,495,483) (7,325,916) (7,923,036) (9,081,050) GROUP INSURANCE FUND TOTAL $77,156 ($14,884) $25,000 $25,000 EQUIPMENT MAINTENANCE FUND (67)
Interfund Equip. Maintenance 3,143,732 2,957,261 3,387,291 4,804,332 Interest Income 21,997 (102,450) 80,000 80,000 Damage Repair 29,189 41,072 - - Sale of Property 305 520 - - Revenue Allocation (3,143,732) (2,957,261) (3,387,291) (4,804,332) EQUIPMENT MAINTENANCE FUND TOTAL $51,491 ($60,857) $80,000 $80,000

REVENUE SUMMARIES
Revenue Summaries by Fund | A-19

DETAIL BY FUND
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
INTERNAL SERVICES FUNDS (cont.)

INFORMATION TECHNOLOGY
FUND (68)
Interfund Information Technolog
y 2,958,310 5,783,610 6,608,328 8,042,420 Interest Income 38,150 (70,426) 45,000 45,000 Revenue Allocation (2,958,310) (5,783,610) (6,608,328) (8,042,420) INFORMATION TECHNOLOGY FUND TOTAL $38,150 ($70,426) $45,000 $45,000

BUILDING MAINTENANCE
FUND (69)
Interfund Building Maintenance 2,750,643 2,769,009 2,783,410 3,646,403 Interest Income 7,373 (54,858) 20,000 20,000 Revenue Allocation (2,750,643) (2,769,009) (2,783,410) (3,646,403) BUILDING MAINTENANCE FUND TOTAL $7,373 ($54,858) $20,000 $20,000

FACILITY CAPITAL REPAIR
FUND (70)
Interfund Facility Capital Repai
r 516,533 561,954 564,224 570,019 Interest Income 21,728 (35,661) 50,000 50,000 Other Revenues - - - - Revenue Allocation (516,533) (561,954) (564,224) (570,019) FACILITY CAPITAL REPAIR FUND TOTAL $21,728 ($35,661) $50,000 $50,000 CAPITAL PROJECTS FUND (74)
State Grants 322,181 16,823,578 2,750,000 250,000 Measure M Regional 5,035,292 411,548 1,638,672 38,610 Federal Grants - 2,000,000 409,000 183,000 Other Agency Contributions 229,644 54,423 400,000 - Traffic Mitigation Fees - - 120,000 100,000 Developer Agreement Fees 21,528 77,244 - - Bond/Loan Proceeds - - - - Interest Income - - - - Miscellaneous 119,322 16,428 - - CAPITAL PROJECTS FUND TOTAL $5,727,967 $19,383,221 $5,317,672 $571,610

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-20
2020-21 2021-22 2022-23 2023-24
Revenue Source Actuals Actuals Budget Proposed
SUCCESSOR AGENCY FUNDS (80-89)
RPTTF Taxes/ROPS 9,365,723 8,964,690 9,734,354 9,262,816 Rents - 9,912 - - Interest Income 636,096 577,820 25,000 25,000 Miscellaneous - 50 - - Bond Proceeds 1,889,666 992,015 318,370 318,370 SUCCESSOR AGENCY FUNDS TOTAL $11,891,485 $10,544,487 $10,077,724 $9,606,186 TOTAL CITWIDE REVENUES $217,145,480 $244,904,096 $243,564,280 $245,960,621 Revenue Summaries by Fund | A-21

DETAIL BY FUND

REVENUE SUMMARIES

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2020-21 2021-22 2022-23 2023-24
Fund/Department Actuals Actuals Budget Proposed
GENERAL FUNDS (10-15)
City Council 776,577 423,116 431,730 438,995 City Manager 3,296,915 2,653,555 3,658,061 3,652,786 Administrative Services 1,742,491 2,445,129 3,090,963 3,347,304 Human Resources 401,312 608,100 1,050,146 717,258 General Government 302,615 491,637 (800,230) 2,356 Fire 25,486,357 26,863,621 29,196,785 31,543,067 Police 46,424,209 49,047,209 53,452,073 54,718,263 Community & Economic Development 4,517,181 4,988,204 5,737,587 6,155,592 Public Works 6,944,475 7,521,474 9,040,198 10,260,788 Library 3,692,121 3,486,922 4,038,741 4,123,406 Parks & Recreation 4,386,235 5,678,735 5,422,413 5,924,622 TOTAL GENERAL FUNDS $97,970,488 $104,207,701 $114,318,468 $120,884,437 AIR QUALITY IMPROVEMENT FUND (22)
Community & Economic Development 11,190 1,585 - - Public Works - 6,618 303,050 288,050 TOTAL AIR QUALITY IMPROVEMENT FUND $11,190 $8,203 $303,050 $288,050 SANITATION FUND (23)
City Manager 63,915 39,014 - - Administrative Services 53,471 53,570 51,257 47,794 Human Resources 22,865 1,018 - - General Government 12,964 13,265 - 154,34 6 Fire 48,910 - - - Public Works 6,108,50 5 5,965,30 6 7,901,18 0 8,560,02 2 TOTAL SANITATION FUND $6,310,632 $6,072,173 $7,952,437 $8,762,162 MEASURE M2 FUND (25)
Public Works 102,082 202,982 404,000 304,000 Parks and Recreation 21,863 36,107 276,000 370,40 6 TOTAL MEASURE M2 FUND $123,945 $239,089 $680,000 $674,406 HOUSING FUND (26)
Community & Economic Development 148,563 278,780 998,59 9 999,171 General Government - - - 6,973 TOTAL HOUSING FUND $148,563 $278,780 $998,599 $1,006,144 Expenditure Summaries by Fund | A-22

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2020-21 2021-22 2022-23 2023-24
Fund/Department Actuals Actuals Budget Proposed
FTV CABLE-PEG ACCESS FUND (27)
City Manager 106,568 54,866 194,85 6 194,85 6 TOTAL FTV CABLE-PEG FUND $106,568 $54,866 $194,856 $194,856 SB2/PHLA FUND (28)
Community & Economic Development 923,341 624,591 1,070,06 8 1,177,57 7 TOTAL SB2/PHLA FUND $923,341 $624,591 $1,070,068 $1,177,577 SB1/RMRA FUND (29)
Public Works - 515 439 439 TOTAL S1/RMRA FUND $0 $515 $439 $439
GAS TAX FUND (30)
Public Works 2,639,03 2 3,200,25 4 3,500,60 5 3,727,50 0 General Government - - - 62,200 TOTAL GAS TAX FUND $2,639,032 $3,200,254 $3,500,605 $3,789,700 GRANTS FUND (32)
City Manager 150,268 - - - Administrative Services 183,052 - - - Human Resources 63,917 - - - Fire 5,816 - - - Police 1,053,75 6 598,05 9 641,600 641,600 Community & Ecoonomic Development 2,731,555 314,114 539,23 8 551,11 5 Public Works 342,81 5 130,76 6 - - Library 67,447 - - - Parks & Recreation 535,994 104,33 3 80,753 270,90 5 TOTAL GRANTS FUND $5,134,619 $1,147,272 $1,261,591 $1,463,620 SLES FUND (33)
Police 338,29 8 345,67 3 211,054 211,054 TOTAL SLES FUND $338,298 $345,673 $211,054 $211,054
Expenditure Summaries by Fund | A-23

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2020-21 2021-22 2022-23 2023-24
Fund/Department Actuals Actuals Budget Proposed
ASSET SEIZURE FUND (34)
Police 619,60 7 490,341 501,73 6 538,254 TOTAL ASSET SEIZURE FUND $619,607 $490,341 $501,736 $538,254 CDBG FUND (35)
Community & Economic Development 1,448,066 1,108,82 2 1,153,78 2 1,394,87 6 TOTAL CDBG FUND $1,448,066 $1,108,822 $1,153,782 $1,394,876 DRAINAGE CAPITAL OUTLAY FUND (36)
Public Works 119,27 8 160,912 265,36 6 266,33 7 General Government - - - 10,320 TOTAL DRAINAGE CAPITAL OUTLAY FUND $119,278 $160,912 $265,366 276,657 ARPA FUND (38)
City Manager - 5,118 24,095 23,430 Administrative Services - - 154,79 7 151,72 3 General Government - 671,53 7 - 6,699 TOTAL ARPA FUND $0 $676,655 $178,892 $181,852
PARK DWELLING FUND (39)
General Government - 138 - - TOTAL PARK DWELLING FUND $0 $138 $0 $0
AIRPORT FUND (40)
Public Works 1,934,20 3 1,879,43 7 1,656,88 7 2,918,13 3 Capital Improvements - 426,910 250,000 822,500 General Government - - - 42,891 TOTAL AIRPORT FUND $1,934,203 $2,306,347 $1,906,887 $3,783,524 CNG FUND (41)
Public Works 168,51 9 294,764 241,92 7 245,72 5 General Government - - - 512 TOTAL CNG FUND $168,519 $294,764 $241,927 $246,237
Expenditure Summaries by Fund | A-24

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2020-21 2021-22 2022-23 2023-24
Fund/Department Actuals Actuals Budget Proposed
BREA DAM FUND (42)
Public Works - 12,026 - - Parks & Recreation 2,703,95 4 4,104,261 2,958,26 9 4,042,57 2 General Government - - - 8,947 TOTAL BREA DAM FUND $2,703,954 $4,116,287 $2,958,269 $4,051,519 WATER FUND (44)
City Council 4,345 2,953 7,617 7,645 City Manager 112,840 78,137 - - Administrative Services 1,505,19 6 1,795,45 9 1,517,41 6 1,471,67 6 Human Resources 53,689 2,514 - - Public Works 29,691,441 29,859,33 8 34,722,86 4 35,930,731 Parks & Recreation 39,675 44,359 53,128 46,301 General Government - - - 397,024 Capital Improvements 447,989 378,771 19,930,00 0 17,455,00 0 TOTAL WATER FUND $31,855,174 $32,161,530 $56,231,025 $55,308,377 WHITING/LEMON PARKING FUND (45)
Public Works 95,747 75,567 113,430 99,529 General Government - - - 3,400 TOTAL WHITING/LEM. PARKING FUND $95,747 $75,567 $113,430 $102,929 REFUSE COLLECTION FUND (46)
Administrative Services 20,129 1,434 171,744 160,24 5 General Government - - - 32,504 Public Works 12,693,641 13,206,491 13,407,31 4 15,138,75 9 TOTAL REFUSE COLLECTION FUND $12,713,770 $13,207,925 $13,579,058 $15,331,508 SEWER FUND (47)
City Manager 64,074 39,239 - - Administrative Services 65,297 41,403 51,257 47,694 Human Resources 25,482 1,078 - - General Government - - - 142,29 9 Public Works 3,223,81 8 3,535,21 0 4,402,351 4,748,52 4 Capital Improvements - 88,667 1,700,00 0 1,500,00 0 TOTAL SEWER FUND $3,378,671 $3,705,598 $6,153,608 $6,438,517 Expenditure Summaries by Fund | A-25

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2020-21 2021-22 2022-23 2023-24
Fund/Department Actuals Actuals Budget Proposed
LIABILITY INSURANCE FUND (62)
Human Resources 15,710,867 8,455,39 0 11,741,481 11,140,63 7 General Government - - - 21,655 Less Allocations (11,030,060 ) (7,768,463) (12,030,365 ) (11,140,637 ) TOTAL LIABILITY INSURANCE FUND $4,680,807 $686,927 ($288,884) $21,655 VEHICLE REPLACEMENT FUND (64)
Public Works 1,145,95 7 1,038,03 3 5,484,461 4,045,10 5 Less Allocations (1,747,540) (2,937,080) (3,878,808) (4,243,744) TOTAL VEHICLE REPLACEMENT FUND ($601,583) ($1,899,047) $1,605,653 ($198,639) WORKERS' COMPENSATION FUND (65)
Human Resources 3,770,680 101,57 9 4,118,08 8 3,785,25 4 General Government - - - 18,302 Less Allocations (4,520,937) (4,429,433) (4,044,890) (3,248,682) TOTAL WORKERS' COMPENSATION FUND ($750,257) ($4,327,854) $73,198 $554,874 GROUP INSURANCE FUND (66)
Administrative Services 35,492 629 - - Human Resources 7,289,453 7,068,46 6 8,345,45 0 9,081,05 0 General Government - - - 20,683 Less Allocations (7,530,975) (7,345,142) (8,271,155) (9,081,050) TOTAL GROUP INSURANCE FUND ($206,029) ($276,047) $74,295 $20,683 EQUIPMENT MAINTENANCE FUND (67)
Public Works 2,628,35 9 3,070,13 5 3,932,59 4 5,054,85 2 General Government - - - 89,767 Less Allocations (3,191,159) (2,957,261) (3,399,291) (4,811,332) TOTAL EQUIPMENT MAINTENANCE FUND ($562,800) $112,874 $533,303 $333,287 Expenditure Summaries by Fund | A-26

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2020-21 2021-22 2022-23 2023-24
Fund/Department Actuals Actuals Budget Proposed
INFORMATION TECHNOLOGY FUND (68)
Information Technology 4,694,903 6,725,24 5 7,272,29 6 8,543,92 3 General Government - - - 55,191 Less Allocations (2,958,310) (5,783,610) (6,886,328) (8,151,420) TOTAL INFO TECHNOLOGY FUND $1,736,593 $941,634 $385,968 $447,694 BUILDING MAINTENANCE FUND (69)
Public Works 2,126,74 9 2,657,43 0 3,596,68 7 3,828,65 2 General Government - - - 64,805 Less Allocations (2,750,643) (2,769,009) (2,791,120) (3,654,103) TOTAL BUILDING MAINTENANCE FUND ($623,894) ($111,579) $805,567 $239,354 FACILITY CAPITAL REPAIR FUND (70)
Public Works 15,498 14,577 25,078 23,078 Less Allocations (516,533) (561,954) (579,224) (583,049) TOTAL FACILITY CAPITAL REPAIR FUND ($501,035) ($547,377) ($554,146) ($559,971) CAPITAL PROJECTS FUND (74)
Public Works - - - - Capital Improvements 14,555,413 32,972,18 9 22,692,34 0 21,642,05 0 TOTAL CAPITAL PROJECTS FUND $14,555,413 $32,972,189 $22,692,340 $21,642,050 SUCCESSOR AGENCY FUNDS (80-89)
Successor Agency 3,254,116 1,832,42 5 9,490,92 3 9,038,22 3 City Manager 62,998 44,548 27,084 26,351 Administrative Services 110,34 8 (353,401) 116,22 7 64,512 Human Resources 30,484 - 9,043 8,421 Community & Economic Development 49,185 195,544 76,261 110,68 3 TOTAL SUCCESSOR AGENCY FUNDS $3,507,131 $1,719,116 $9,719,538 $9,248,190 TOTAL CITYWIDE EXPENDITURES $189,978,011 $203,754,836 $248,821,980 $257,855,874 Expenditure Summaries by Fund | A-27

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2023-24
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
General Funds (10-15)
City Council 68,795 370,200 - - 438,995 City Manager 1,095,824 2,556,962 - - 3,652,786 Administrative Services 2,382,578 964,726 - - 3,347,304 Human Resources 359,534 357,724 - - 717,258 General Government 574,085 (571,729) - - 2,356 Fire 22,963,993 8,479,074 100,000 - 31,543,067 Police 40,645,958 14,072,305 - - 54,718,263 Comm. & Economic Development 3,662,494 2,493,098 - - 6,155,592 Public Works 4,028,725 6,444,985 - (212,922) 10,260,788 Library 2,391,130 1,732,276 - - 4,123,406 Parks & Recreation 2,031,353 3,893,269 - - 5,924,622 Total General Funds $80,204,469 $40,792,891 $100,000 ($212,922) $120,884,437 Air Quality Improvement
Fund (22)
Comm. & Economic Development - - - - - Public Works - 23,050 265,000 - 288,050 Total Air Quality Imp. Fund $0 $23,050 $265,000 $0 $288,050 Sanitation Fund (23)
City Manager - - - - - Administrative Services 47,794 - - - 47,794 Human Resources - - - - - General Government 154,346 - - - 154,346 Public Works 3,166,277 5,387,245 6,500 - 8,560,022 Total Sanitation Fund $3,368,417 $5,387,245 $6,500 $0 $8,762,162 Measure M2 Fund (25)
Public Works - 304,000 - - 304,000 Parks & Recreation - 370,406 - - 370,406 Total Measure M2 Fund $0 $674,406 $0 $0 $674,406
Housing Fund (26)
Comm. & Economic Development 180,482 818,689 - - 999,171 General Government 6,973 - - - 6,973 Total Housing Fund $187,455 $818,689 $0 $0 $1,006,144
Expenditure Summaries by Category | A-28

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2023-24
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
FTV Cable-PEG Access Fund (27)
City Manager - 194,856 - - 194,856 Total FTV Cable-PEG Fund $0 $194,856 $0 $0 $194,856
SB2/PHLA Fund (28)
Comm. & Economic Development - 1,177,577 - - 1,177,577 Total SB2/PHLA Fund $0 $1,177,577 $0 $0 $1,177,577
SB1/RMRA Fund (29)
General Government - 439 - - 439 Total SB1/RMRA Fund $0 $439 $0 $0 $439
Gas Tax Fund (30)
Public Works 1,121,762 2,598,738 7,000 - 3,727,500 General Government 62,200 - - - 62,200 Total Gas Tax Fund $1,183,962 $2,598,738 $7,000 $0 $3,789,700 Grants Fund (32)
City Manager - - - - - Comm. & Economic Development 52,046 499,069 - - 551,115 Parks & Recreation 83,650 187,255 - - 270,905 Police 378,267 263,333 - - 641,600 Total Grants Fund $513,963 $949,657 $0 $0 $1,463,620
SLES Fund (33)
Police 210,000 1,054 - - 211,054 Total SLES Fund $210,000 $1,054 $0 $0 $211,054
Asset Seizure Fund (34)
Police - 158,254 380,000 - 538,254 Total Asset Seizure Fund $0 $158,254 $380,000 $0 $538,254 CDBG Fund (35)
Comm. & Economic Development 303,293 1,091,583 - - 1,394,876 Total CDBG Fund $303,293 $1,091,583 $0 $0 $1,394,876
Expenditure Summaries by Category | A-29

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2023-24
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Drainage Capital Outlay Fund (36)
Public Works 136,616 127,721 2,000 - 266,337 General Government 10,320 - - - 10,320 Total Drainage Cap. Outlay Fund $146,936 $127,721 $2,000 $0 $276,657 ARPA Fund (38)
City Manager 23,430 - - - 23,430 Administrative Services 146,723 5,000 - - 151,723 General Government 6,699 - - - 6,699 Total ARPA Fund $176,852 $5,000 $0 $0 $181,852
Airport Fund (40)
Public Works 668,721 2,727,496 - (478,084) 2,918,133 Capital Improvements - - 822,500 - 822,500 General Government 42,891 - - - 42,891 Total Airport Fund $711,612 $2,727,496 $822,500 ($478,084) $3,783,524 CNG Fund (41)
Public Works 16,024 229,701 - - 245,725 General Government 512 - - - 512 Total CNG Fund $16,536 $229,701 $0 $0 $246,237
Brea Dam Fund (42)
Public Works 93,756 195,894 - (289,650) - Parks & Recreation 242,222 4,034,280 - (233,930) 4,042,572 General Government 8,947 - - - 8,947 Total Brea Dam Fund $344,925 $4,230,174 $0 ($523,580) $4,051,519 Water Fund 44
City Council 7,645 - - - 7,645 City Manager - - - - - Administrative Services 563,723 907,953 - - 1,471,676 Human Resources - - - - - Public Works 5,928,286 31,952,825 280,000 (2,230,380) 35,930,731 Parks & Recreation 46,301 - - - 46,301 General Government 397,024 - - - 397,024 Capital Improvements - - 17,455,000 - 17,455,000 Total Water Fund 6,942,979 $32,860,778 $17,735,000 ($2,230,380) $55,308,377 Expenditure Summaries by Category | A-30

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2023-24
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Whiting-Lemon Parking Fund (45)
Public Works 48,252 51,277 - - 99,529 General Government 3,400 - - - 3,400 Total Whiting-Lemon Park. Fund $51,652 $51,277 $0 $0 $102,929 Refuse Fund (46)
Administrative Services 160,245 - - - 160,245 Public Works 359,328 14,779,431 - - 15,138,759 General Government 32,504 - - - 32,504 Total Refuse Fund $552,077 $14,779,431 $0 $0 $15,331,508 Sewer Fund (47)
Administrative Services 47,694 - - - 47,694 Public Works 2,336,989 3,242,783 57,000 (888,248) 4,748,524 General Government 142,299 - - - 142,299 Capital Improvements - - 1,500,000 - 1,500,000 Total Sewer Fund $2,526,982 $3,242,783 $1,557,000 ($888,248) $6,438,517 Liability Insurance Fund (62)
Human Resources 350,106 10,790,531 - (11,140,637) - General Government 21,655 - - - 21,655 Total Liability Insurance Fund $371,761 $10,790,531 $0 ($11,140,637) $21,655 Vehicle Replacement Fund (64)
Public Works - 1,190,215 2,854,890 (4,243,744) (198,639) Capital Improvements - - - - - Total Vehicle Replacement Fund $0 $1,190,215 $2,854,890 ($4,243,744) ($198,639) Workers Compensation Fund (65)
Human Resources 306,054 3,479,200 - (3,248,682) 536,572 General Government 18,302 - - - 18,302 Total Workers Comp Fund $324,356 $3,479,200 $0 ($3,248,682) $554,874 Group Insurance Fund (66)
General Government 20,683 - - - 20,683 Human Resources 390,724 8,690,326 - (9,081,050) - Total Group Insurance Fund $411,407 $8,690,326 $0 ($9,081,050) $20,683 Expenditure Summaries by Category | A-31

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2023-24
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Equipment Maintenance Fund (67)
Public Works 1,312,129 3,742,723 - (4,811,332) 243,520 General Government 89,767 - - - 89,767 Total Equip. Maintenance Fund $1,401,896 $3,742,723 $0 ($4,811,332) $333,287 Information Technology Fund (68)
Information Technology 373,301 8,170,622 - (8,151,420) 392,503 General Government 55,191 - - - 55,191 Total Information Tech Fund $428,492 $8,170,622 $0 ($8,151,420) $447,694 Building Maintenance Fund (69)
Public Works 1,104,961 2,723,691 - (3,654,103) 174,549 General Government 64,805 - - - 64,805 Total Building Maint. Fund $1,169,766 $2,723,691 $0 ($3,654,103) $239,354 Facility Capital Repair Fund (70)
Public Works - 23,078 - (583,049) (559,971) Total Facility Capital Repair Fund $0 $23,078 $0 ($583,049) ($559,971) Capital Improvement Fund (74)
Public Works 1,510,634 - - (1,510,634) - Capital Improvements - - 21,642,050 - 21,642,050 Total Capital Improvements $1,510,634 $0 $21,642,050 ($1,510,634) $21,642,050 Successor Agency Funds (80-89)
City Manager 26,351 - - - 26,351 Administrative Services 64,512 - - - 64,512 Human Resources 8,421 - - - 8,421 Comm. & Econ. Development 110,683 - - - 110,683 Successor Agency - 9,038,223 - - 9,038,223 Total Successor Agency $209,967 $9,038,223 $0 $0 $9,248,190 TOTAL CITY APPROPRIATIONS $103,270,388 $159,971,409 $45,371,940 ($50,757,865) $257,855,874 Expenditure Summaries by Category | A-32

CITY COUNCIL

City Council
City Council
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The City of Fullerton operates under the Council-Manager form of local government. The five members of the City Council are elected by the citizens as the legislative, policy-making branch of city government. As Fullerton’s elected representatives, the City Council expresses the values of the electorate in keeping pace with community needs and establishing the quality of municipal services. The City Council also serves as the board members to the Successor Agency, Housing Authority, and the Public Financing Authority.

City Council determines service levels and revenue obligations through the adoption of an annual budget, authorizes City contracts and expenditures, establishes City service and operating policies, and adopts such regulatory measures as may be necessary for the mutual protection of the community. 0 1
2 3
4 5
6 2020-21
Budgeted
2022-23
Budgeted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Citizens of Fullerton
City Council
Mayor
Mayor Pro Tem
Councilmembers
B-1

Budgeted FTE Positions 6.0 5.0 5.0 5.0
Nonregular Hours 0 0 0 0
Salaries & Benefits $160,067 $77,380 $77,380 $76,440
Maintenance & Support 266,002 361,967 361,967 370,200
Capital Outlay - - - - Subtotal 426,069 439,347 439,347 446,640
Less Allocations - - - - Total Operating Budget $426,069 $439,347 $439,347 $446,640

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund $423,116 $431,730 $431,730 $438,995
44 - Water Fund 2,953 7,617 7,617 7,645
89 - Successor Agency - - - -

Total Operating Budget $426,069 $439,347 $439,347 $446,640 2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
City Council | B-2
City Council

DEPARTMENT SUMMARY
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
Salaries &
Benefits
17%
Maintenance
& Support
83%
Operating Budget by Category
General Fund
98% Water Fund
2%
Department Fund Analysis

Position Classification

Council Member 5.0 5.0 5.0
Administrative Aide 1.0 0.0 0.0

Total Budgeted FTE Positions 6.0 5.0 5.0
Nonregular Employees - Hours
Total Nonregular Hours 0 0 0

City Council | B -3
City Council
FISCAL YEAR 2023-24
Regular Employees - Full-Time Equivalent Positions
2023-24
Proposed
2022-23
Budgeted
2020-21
Budgeted

DEPARTMENT PERSONNEL SUMMARY

CITY MANAGER

City Manager's Office
City Manager
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The City Manager's Office provides professional leadership in the management of the City and is responsible for the coordination of all municipal programs and the executive supervision of all City departments and agencies. The City Manager assists the City Council in formulating policies and responds to City Council issues and concerns, either directly or through various City staff members, to recommend options or potential solutions.

In addition to managing the administrative functions of the City, the City Manager ensures the effective coordination and implementation of public policies, programs and initiatives by utilizing the talents of all City departments. The City Manager's Office includes the functions of the City Clerk, Intergovernmental Affairs, Public Information and oversight of the Animal Control Services contract.
0 2
4 6
8 2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
City Manager
City Manager's Office City Clerk's Office
C-1
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• Significantly increased number of social media posts shared across city platforms including Facebook, Instagram, Twitter, and Nextdoor.

ARPA - Continue to utilize vital ARPA funds in accordance with the Council-adopted ARPA Spending Plan and complete critical infrastructure projects and administer key community programs and services within the ARPA grant period.

In conjunction with Administrative Services Department, oversee the budget development process in efforts to present a balanced budget for FY 2024-25.

Implement technology enhancements and staffing strategy for organizational efficiency and stability.

Continue to engage legislators and address legislation to promote City interests including promoting local control, specifically public safety, economic development, and infrastructure.

City Manager's Office | C-2
FY 2022-23 Department Accomplishments
Worked in collaboration with Mayor and City Council to produce and plan the 2023 State of the City.

Completed 2022 General Election and successfully onboarded one new Councilmember.

Under the guidance of the City Council, successfully implemented budget reduction strategies in FY 22-23 in efforts to increased reserve levels and achieve balanced budget; achieved 17% reserve goal.

Successfully negotiated 20 dedicated shelter beds for Fullerton residents at the Fullerton Navigation Center.

Relaunched encampment clean up efforts by securing Patriot Environmental to conduct regular clean ups throughout the City.

Worked in collaboration with the Fullerton Museum to coordinate the 2nd annual Tommy Lasorda Day Celebration.

Worked in collaboration with the Human Resources Department to coordinate the 2022 Employee Appreciation Event.

Worked in collaboration with the Human Resources Department, Fire Department, and Administrative Services to prepare materials for Fire Roadmap and comparative analysis for future of Fullerton Fire; successfully negotiated new labor contract with Fullerton Fire Association.

Released new City Manager's Report, Fullerton Forward, which is now available for City Council, city staff, and residents to view on the cit
y website.

Work with all eight (8) City departments on each department’s short-term and long-term strategic strategies.

Finalize negotiations with Republic Services for implementation of SB 1383 and implement new compliance measures.

City Manager
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Development of objectives to achieve the City Council's key identified priorities of Public Safety, Infrastructure & Fiscal and Organizational Sustainability.

Administer the day-to-day activities of the City Manager's Office, which includes the City Clerk's Office, Public Information Office, Intergovernmental Program and Animal Control Services contract.

Budgeted FTE Positions 7.0 8.0 8.0 8.0
Nonregular Hours 960 960 960 960
Salaries & Benefits 961,924 1,354,302 1,354,302 1,145,605 Maintenance & Support 1,952,552 2,549,794 2,549,794 2,751,818 Capital Outlay - - - - Subtotal 2,914,476 3,904,096 3,904,096 3,897,423 Less Allocations - - - Total Operating Budget $2, 914,476 $3,904,096 3,904,096 $3,897,423

Fund No. and Title
10 - General 2,653,554 3,658,061 3,658,061 3,652,786 23 - Sanitation 39,014 - - - 27 - FTV Cable PEG Access Fund 54,866 194,856 194,856 194,856 32 - Grant Fund - - - - 38 - American Rescue Plan (ARPA) 5,118 24,095 24,095 23,430 44 - Water 78,137 - - - 46 - Refuse - - - - 47 - Sewer Enterprise 39,239 - - - 89 - Successor Agency 44,548 27,084 27,084 26,351 Subtotal $2,914,476 $3,904,096 3,904,096 $3,897,423 Less Allocations:

None - - - - Total Operating Budget $2, 914,476 $3,904,096 $3,904,096 $3,897,423 City Manager

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
2022-23
Adopted
2021-22
Actual
2022-23
Projected
2023-24
Proposed
City Manager's Office | C-3
Salaries &
Benefits
29%
Maintenance &
Support
71%
Operating Budget by Category
General
94%
FTV Cable
PEG 5%ARPA
1%
89 -
Successor
Agency
1%
Department Fund Analysis

Position Classification

Administrative Analyst II 0.0 1.0 1.0
Administrative Assistant/Confidential 0.0 1.0 1.0
Assistant City Clerk 2 1.0 1.0 0.0
City Clerk/Clerk Services Manager 1.0 1.0 1.0
City Manager 1.0 1.0 1.0
Clerical Assistant III 1 0.0 1.0 0.0
Deputy City Clerk 2 1.0 0.0 1.0
Deputy City Manager 1.0 1.0 1.0
Executive Assistant 1 1.0 0.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 7.0 8.0 8.0

Nonregular Employees - Hours
Total Nonregular Hours 0 960 960
Unfunded Positions 0.0
None 0.0
Notes:
(1) In FY23-24 1.0 FTE Clerical Assistant III was deleted and 1.0 FTE Executive Assistant was added. (2) In FY23-24 1.0 FTE Assistant City Clerk was reclassed to Deputy City Clerk.

Regular Employees - Full-Time Equivalent Positions
City Manager's Office | C-4
City Manager
FISCAL YEAR 2023-24

DEPARTMENT PERSONNEL SUMMARY
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

ADMINISTRATIVE

SERVICES

Administrative Services
Administrative Services
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Administrative Services Department is responsible fo r supporting fiscal transparency and accountability to the citizens of Fullerton, City Council, and City Manager with the delivery of financial information in accordance with State and Federal laws and accounting standards. Through its four (4) divisions of Administration, Fiscal Services, Budget & Purchasing, and Revenue & Utility Services, the Department m anages and administers the City's finances and financial reporting, including treasury, budget administration, and debt issuance and debt issuance administration.

The Department administers and oversees the City's day-to-day financial activities & operations, which includes general accounting, purchasing, payroll, accounts payable, general billing, utility services billing, and cashiering. 16 18
20 22
24 26
28 30
32 2021-22
Budgeted
2022-23
Adopted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Director of
Administrative Services
Administration
Fiscal Services Budget & Purchasing
Revenue &
Utility Services
D-1
Administration
•
•
•
• Oversee Cit y Treasury functions and banking.

Budget & Purchasing
• Monitor and administer the City's Annual Budget Development Process for FY 2023-24 and FY 2024-25. • Implement the City's Full Cost Allocation Plan and coordinate development of the 2CFR Federal Plan. • Streamline and continue to improve City's budget development process, including initiating steps to further develop the budget document to apply for GFOA Distinguished Budget Award. •
•
Fiscal Services
•
•
•
•
Revenue & Utilit
y Services
• Implement Tyler Technologies ERP software - cashiering, general billing and utility billing. •
•
•
Administer utility services billing for water, sewer, sanitation services as well as refuse services for residential customers.

Administrative Services
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Oversee implementation of Tyler Technologies ERP software - Cashiering, General Billing and Utility Billing with anticipated go-live in early Fiscal Year 2023-24.

Oversee implementation of ONEs Upgrade Phase II Project, anticipated to streamline and optimize ONEs ERP v20 system by implementing efficiencies and other system enhancements.

Oversee ARPA grant accounting, coordinate grant compliance reporting, and grant reporting to US Treasury.

Administer the City's centralized Purchasing Program: support adherence to purchasing policy and procedures, review & process purchase requisitions, issue purchase orders, and coordinate RFPs, RFQs, and RFIs.

Update and improve City's budget and purchasing administrative policies balancing best practices and operational needs in alignment with City's financial goals.

Coordinate external financial statement audit and issue the Annual Comprehensive Financial Report (ACFR) for year ending June 30, 2023 as well as the annual Single Audit report.

Administer Business Registration program, including sidewalk vending, and coordinate license issuance and renewals with the Community and Economic Development, Public Works, Police and Fire Departments.

Support implementation of Tyler Technologies ERP software - cashiering, general receivables and utility billing; and support fiscal services functionality improvements within ONES Upgrade Phase II Projects.

Implement Governmental Accounting Standards Board (GASB) Statement No. 96 for Subscription-based Information Technology Arrangements.

Prepare and support issuance of mandated financial reports such as annual State Controller Reports, CalPERS reports, etc.

Administrative Services | D-2
Transition administration of general billing from the Fiscal Services Division to the Revenue Division. •
•
• Completed external audits and mandated report submissions. •
•
•
•
•
•
•
•
•
Administered a $100,000 utility subsidy program for eligible City residents as part of the City Council approved ARPA Spending plan.

FISCAL YEAR 2023-24
Awarded the Distinguished Budget Presentation Award for excellence in budget preparation of the City's budget document for the Fiscal Year beginning July 1, 2022.

Implemented Governmental Accounting Standards Board (GASB) Statement No. 87 Leases.

Administrative Services
FY 2022-23 Department Accomplishments
Awarded Certificate of Achievement for Excellence in Financial Reporting for the City's Annual Comprehensive Financial Report (ACFR) and the Popular Annual Financial Report (PAFR) for year ending June 30, 2022.

Submission of quarterly financial updates to City Council, including the FY 22-23 Mid-Year Report.

Amended the City's Purchasing Code, FMC Section 2.64, to increase the reportable emergency purchases minimum threshold amount for all Emergency Purchases.

Implemented city-wide performance measures as part of the Government Finance Officers Association (GFOA) Budget Award requirement.

Performed labor costings for City bargaining groups in support of Human Resource's labor negotiations.

Completed external audits and mandated report submissions.

Completed and submitted the City's Quarterly Reports to US Treasury for ARPA grant reporting compliance.

In collaboration with other City departments, assisted in the preparation of materials and financial analysis for the proposed Fire Roadmap.

Administrative Services | D-3

Budgeted FTE Positions 29.0 32.0 32.0 31.0
Nonregular Hours - - - 1,057
Salaries & Benefits 2,296,963 3,442,381 3,442,381 3,413,269 Maintenance & Operations 1,686,631 1,711,280 1,711,280 1,877,679 Capital Outlay - - - - Subtotal $3,983,594 $5,153,661 $5,153,661 $5,290,948 Less Allocations (0) (37,046) (37,046) -
Total Operating Budget $3,983,594 $5,116,615 $5,116,615 $5,290,948

Fund No. and Title
10 - General 2,445,129 3,090,963 3,090,963 3,347,304 23 - Sanitation 53,570 51,257 51,257 47,794 32 - Grants - - - - 38 - American Rescue Plan (ARPA) - 154,797 154,797 151,723 44 - Water 1,795,459 1,517,416 1,517,416 1,471,676 46 - Refuse Collection 1,434 171,744 171,744 160,245 47 - Sewer 41,403 51,257 51,257 47,694 66 - Group Insurance 629 - - - 89 - Successor Agency (353,401) 116,227 116,227 64,512 Subtotal $3,984,223 $5,153,661 $5,153,661 $5,290,948
Less Allocations:
66 - Group Insurance (629) (37,046) (37,046) - Total Operating Budget $3, 983,594 $5,116,615 $5,116,615 $5,290,948 Administrative Services | D-4
Administrative Services

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Salaries &
Benefits
65%
Maintenance &
Operations
35%
Operating Budget by Category
General
Fund
63%
Utility Funds
33%ARPA
3%
Successor
Agency
1%
Department Fund Analysis
Position Classification
Account Clerk II 1 5.0 5.0 2.0
Account Technician 1 0.0 0.0 2.0
Accountant II 3.0 3.0 3.0
Accounting Supervisor 1.0 1.0 1.0
Administrative Assistant/Confidential 1.0 1.0 1.0
Budget & Purchasing Manager 1.0 1.0 1.0
Buyer II 1 2.0 2.0 1.0
Customer Service Representative (CSR) 7.0 6.0 4.0
Deputy Director of Administrative Services 1 0.0 0.0 1.0 Director of Administrative Services 1.0 1.0 1.0
Fiscal Operations Supervisor 0.0 1.0 1.0
Fiscal Services Manager 1.0 1.0 1.0
Lead CSR - Utility Services 1 1.0 2.0 1.0
Payroll Technician II 2.0 2.0 2.0
Revenue Manager 1 1.0 1.0 0.0
Revenue Operations Manager 1 0.0 0.0 1.0
Revenue Specialist 1 1.0 1.0 0.0
Senior Budget Analyst 1.0 1.0 1.0
Senior Buyer 1 0.0 0.0 1.0
Senior Revenue Specialist 1 0.0 0.0 1.0
Sr. Customer Service Representative 0.0 1.0 3.0
Utility Services Supervisor 1.0 1.0 1.0
Utility Systems Specialist 1.0 1.0 1.0

Total Budgeted FTE Positions 30.0 32.0 31.0
Nonregular Employees - Hours
Total Nonregular Hours 0.0 0.0 1,057
Unfunded Positions 0.0
None 0.0
Notes:
(1) ASD reorganization approved for FY23-24 will add 2.0 FTE Account Technicians and delete 3.0 FTE Account Clerk II positions; delete 1.0 FTE Buyer II and add 1.0 FTE Sr. Buyer; add 1.0 FTE Deputy Director; delete 1.0 FTE Revenue Manager; delete 1.0 FTE Revenue Specialist and add 1.0 FTE Sr.Revenue Specialist; delete 1.0 FTE Lead CSR position; add 1.0 FTE Revenue Operations Manager. (2) Accounting Technician, Deputy Director, Revenue Operations Manager, Senior Buyer and Senior Revenue Specialist are new classifications pending review by Human Resources.

Administrative Services | D-5

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
Administrative Services
2021-22
Budgeted
2022-23
Adopted
2023-24
Proposed
FISCAL YEAR 2023-24

HUMAN RESOURCES

Human Resources
Human Resources
FISCAL YEAR 2023-24

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY
The Human Resources Department provides a wide range of services to the organization and its employees in the areas of personnel services, labor relations, benefits administration, workers' compensation, tort liability, and property/casualty insurance. The Department strives to support the missions of the other City departments and to serve the needs of the City's diverse workforce. Fullerton has approximately 654 full-time equivalent (FTE) positions in a variety of fields, many of which have unique personnel needs. The majority of City employees are represented by one of seven (7) bargaining units recognized under State law. The City's personnel system is merit-based and is conducted in accordance with federal, state, and local laws which govern the relationship between the City and its employees.

The Human Resources Department operates four (4) divisions, serving both internal and external customers:
- Personnel Services: Responsible for recruitment, classification, pay, and labor relations. - Liability: Responsible for the self-insured liability claims program and the property/casualty insurance program. - Group Insurance: Responsible for employee benefit programs. - Workers’ Compensation: Responsible for the self-insured workers' compensation program. 0 2
4 6
8 10
12 2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Director of Human Resources
Risk Management - Workers'
Compensation
Employee Group
Insurance
Personnel
Services Risk Management - Liability
E-1
Personnel Services
•
• Provide Citywide training and development programs that support employee growth, engagement and retention. •
•
•
• Support department reorganizations by providing class and compensation review and analysis.

Risk Management - Liability
•
•
•
•
Risk Management - Workers' Compensation
•
•
•
•
Employee Group Insurance
•
• Coordinate annual Open Enrollment for employee group health insurance coverage. •
•
•
•
•
• Ensure health plans are in compliance with the Affordable Care Act, and state and federal mandates.

Coordinate provision of Citywide Harassment Prevention Training.

Coordinate the City's Annual Actuarial Report for the Liability Fund and coordinate with ASD to achieve recommended funding at appropriate confidence levels.

Human Resources
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Facilitate the City's ability to attract and hire a diverse and talented workforce.

Restore the employee recognition program to align with the City's mission, vision, values and goals.

Manage the City's comprehensive Liability Insurance Program to effectively manage all City claims to limit the City's exposure and potential liability.

Implement and monitor Employer-Employee Relations activities, including labor negotiations and employee disciplinary matters.

Manage all liability insurance renewals to ensure best available coverages and costing.

Manage the benefits/group insurance renewals to ensure best available coverages and costing.

Manage CalPERS enrollments/retirements and assist in CalPERS inquiries as needed.

Administer the City sponsored 457 deferred compensation program.

Administer the Employee Wellness program and initiatives.

Monitor CalPERS and OPEB Actuarial reports and collaborate with ASD to implement annual rate changes and completion of the GASB 75
Conduct an analysis of current group health insurance plan design and assess viability of transitioning one or more bargaining unit to CalPERS health insurance or an alternative program.

Monitor litigated claims and coordinate with the City Attorney, City Manager and City Council regarding defense/settlement strategy.

Administer the City's Workers' Compensation program.

Coordinate the City's Annual Actuarial Report for the Workers' Compensation Fund and coordinate with ASD to recommend funding at appropriate confidence levels.

Manage various employee leave programs (e.g., FMLA, CFRA, and PDL).

Monitor and manage COVID-19 processes and protocols to align with local and state mandates.

Human Resources | E-2
Personnel Services
•
•
•
•
• Commenced negotiations with Federation and Management employee bargaining groups. • Completed a compensation study of approximately 60 positions citywide. • Collaborated with departments in providing employee development and training opportunities such as mentoring and coaching.

Risk Management - Liability and Workers Compensation
•
•
•
• Provided state-mandated benefits for employees injured on the job.

Employee Benefits
•
•
• Managed the Affordable Care Act reporting to the IRS. • Provided employees with educational resources and seminars such as monthly Medicare workshops.

Human Resources
Human Resources | E-3
FISCAL YEAR 2023-24
Completed over 75 recruitments to fill key department-wide staffing needs.

Coordinated with hiring managers in onboarding all new employees.

Successfully completed negotiations with Firefighter Association, Police Officer Association, Police Management and Fire Management employee bargaining groups.

Administered the City's Employee Wellness program, hosting citywide activities and promoting healthy living amongst our employees.

Completed annual actuarial studies of the Liability and Workers Compensation self-insured programs.

Completed liability insurance reviews of all City vendor contracts.

FY 2022-23 Department Accomplishments
Processed all Personnel Action Forms and updates to Human Resources Information System (HRIS) which facilitates payroll.

Provided employees with a comprehensive industrial safety program.

Provided comprehensive employee health program, including medical, dental, vision, life, supplemental benefits, disability, deferred compensation and retiree health savings programs.

Budgeted FTE Positions 11.00 11.00 11.00 11.00
Nonregular Hours 357 357 357 357
Salaries & Benefits 1,019,603 1,557,794 1,557,794 1,414,838 Maintenance & Support 15,199,316 23,706,414 23,706,414 23,317,781 Capital Outlay 1,601 - - - Subtotal $16,220,520 $25,264,208 $25,264,208 $24,732,619 Less Allocations (19,523,811) (24,346,410) (24,346,410) (23,470,369) Total Operating Budget ($3,303,291) $917,798 $917,798 $1,262,251

Fund No. and Title
10 - General 608,100 1,050,146 1,050,146 717,258 23 - Sanitation 1,018 - - - 44 - Water 2,514 - - - 47 - Sewer Enterprise 1,078 - - - 62 - Liability Insurance 8,456,991 11,741,481 11,741,481 11,140,637 65 - Workers' Compensation 101,579 4,118,088 4,118,088 3,785,254 66 - Group Insurance 7,049,240 8,345,450 8,345,450 9,081,050 89 - Successor Agency - 9,043 9,043 8,421 Subtotal $16,220,520 $25,264,208 $25,264,208 $24,732,619 Less Allocations:
62 - Liability Insurance (7,768,463) (12,030,365) (12,030,365) (11,140,637) 65 - Workers' Compensation (4,429,433) (4,044,890) (4,044,890) (3,248,682) 66 - Group Insurance (7,325,915) (8,271,155) (8,271,155) (9,081,050) Total Allocations (19,523,811) (24,346,410) (24,346,410) (23,470,369) Total Operating Budget ($3,303,291) $917,798 $917,798 $1,262,251 2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Human Resources | E-4
Human Resources

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
Salaries &
Benefits
6%
Maintenance &
Support
94%
Operating Budget by Category
General Fund
3%
Liability
Insurance
45%
Workers' Compensation
15%
Group
Insurance
37%
Successor
Agency
0%
Department Fund Analysis

Position Classification Regular Employees - Full-Time Equivalent Positions

Adminstrative Assistant/Confidential 1.00 1.00 1.00
Clerical Assistant III 1.00 1.00 1.00
Director of Human Resources 1.00 1.00 1.00
HR/Risk Management Analyst 1 2.00 2.00 3.00
Human Resources Manager I 1.00 1.00 1.00
Human Resources Manager II 1.00 1.00 1.00
Human Resources Technician II 2.00 2.00 2.00
Risk Management Specialist 1 1.00 1.00 0.00
Risk Manager 1 1.00 1.00 0.00
Senior HR/Risk Management Analyst 1 0.00 0.00 1.00
Total Budgeted FTE Positions 11.00 11.00 11.00

Total Nonregular Hours 750 357 357
Unfunded Positions 0.0
None 0.0
Notes:
(1) Approved as part of HR Reorganization in FY 22-23.

Nonregular Employees - Hours
Human Resources | E-5
Human Resources

DEPARTMENT PERSONNEL SUMMARY
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Budgeted
2021-22
Budgeted
FIRE

Fire Department
Fire Department
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Fullerton Fire Department is composed of sworn safety and trained professional employees. There are six (6) Fire Stations strategically located throughout the City. The Department responds to fires, medical aids, hazardous conditions, and public assistance requests, such as aid to the elderly or physically challenged, vehicle lockouts, water damage, flooding, and sewer breaks. The Fullerton Fire Department also conduct citywide inspections and respond to complaints by enforcing laws and regulations designed to protect lives and property. Public education in the areas of fire safety, first aid, and disaster preparedness is provided as needed for the preservation of life and property in the community. 40 50
60 70
80 90
100
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Fire Chief
Administration OperationsPrevention
F-1
Fire Administration
•
• Facilitate an RFQ for a Standards of Covers and Ambulance Deployment Analysis. • Submit applications for FEMA Assistance for Firefighters Grant (AFG) for two (2) Type I fire engines and for the FEMA Staffing for Adequate Fire & Emergency Response (SAFER) grant for 12 additional Firefighters. • Implement updated Fee and Permit Schedule to assist with cost recovery. • Verify that all City employees have the appropriate EOC/ICS training and to hold at least one city-wide drill. • Increase overall public engagement through a Fire Department Open House, volunteer Fire Inspectors, & increase Community Emergency Response Team (CERT) membership. •
Fire Suppression
•
•
•
• Prepare and fill vacancies in the Firefighter rank by outfitting and training through a Firefighter Trainee Academy.

Fire Department EM
S
•
• Continue oversight of ambulance transport services contract & evaluate alternative service options .
•
• Create and implement an in-house Arson Investigation Program. • Create and implement a Weed Abatement and Fire Clearance Program. • Identify funding opportunities to support additional fire prevention personnel. • Order one Type 1 fire engine to replace 1999 fire engine. •
• Complete installation of exhaust removal systems at all 6 fire stations. • Outfit new Firefighter Trainees with proper compliment Personal Protective Equipment. • Create and implement a comprehensive Personal Protective Equipment cleaning and maintenance program.

Fire Prevention/Code Enforcement
Fire Department Logistics
Evaluate and implement a new Fire Prevention tracking and permit software in collaboration with Information Technology.

Complete installation of new Station Alerting System at all 6 fire stations funded by ARPA which will improve emergency response efforts and preserve public safety in the community.

Fire Department | F-2
Fire Department
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Evaluate and implement a new Report Management System (RMS) in collaboration with Information Technology.

Strengthen recruitment and retention efforts by establishing promotional growth opportunities and continuously recruiting for sworn Firefighters as vacancies arise.

Continue to provide professional Fire Suppression and Rescue Services to the highest industry standard to protect the lives and property of all Fullerton residents, businesses, and visitors of the City.

Update department policy/procedures and rules/regulations.

Conduct a Paramedic testing process and send personnel to Paramedic School to work as Paramedics within the Department.

Provide training and mentorship to all members to keep them safe and current on response strategies. • Successfully transitioned from the Fullerton/Brea Command Staff to a stand alone Fullerton Fire Department Command Staff.
• Successfully held promotional processes for Battalion Chief, Fire Captain, and Fire Engineer. •
• Hired a Customer Service Representative for the Administrative Front Office. • Hired, trained, and coordinated 7 new Firefighters.
• Updated the exterior and landscape of the 6 fire stations including interior paint, flooring, and office furniture in Fire Administration.
• Increased apartment billing for fire inspections from $25,000 to $110,000. • Prepared, submitted, and awarded the FEMA Assistance for Firefighter Grant (AFG) totaling $103,100 to update exhaust capturing systems at Fire Stations 1, 3 and 6, a new Cascade Self Contained Breathing Apparatus filling station to replace nearly 40 year old model, & battery operated vehicle extrication equipment (Jaws of Life). • Hired an Emergency Preparedness Coordinator who facilitated Emergency Management throughout the City including upgrading the City's EOC, revamping the CERT and RACES program, and handling the reimbursement of OES strike team deployments.
• Hired an EMS Manager to oversee the Fire Department's emergency medical services, Paramedics, and ambulance transport service contract.
• Hired (3) Fire Utility Drivers to assistance day-to-day logistical duties between the 6 fire stations and City facilities. • Revised and updated all Fire Department Job Classifications in collaboration with Human Resources.

Fire Department | F-3
FY 2022-23 Department Accomplishments
Coordinated and implemented the new tillered aerial ladder truck at Station 6.

Fire Department
FISCAL YEAR 2023-24

Budgeted FTE Positions 86.0 87.0 87.0 88.0
Nonregular Hours 2,080 1,040 1,040 1,040
Salaries & Benefits $19,162,897 $21,508,469 $21,508,469 $22,963,993 Maintenance & Support 7,685,372 7,588,316 7,588,316 8,479,074 Capital Outlay 15,353 100,000 100,000 100,000
Subtotal 26,863,621 29,196,785 29,196,785 31,543,067 Less Allocations
Total Operating Budget $26,863,621 $29,196,785 $29,196,785 $31,543,067

Fund No. and Title
10 - General $26,863,621 $29,196,785 $29,196,785 $31,543,067 23 - Sanitation - - - - 32 - Grants - - - - 74 - Capital Projects - - - - Total Operating Budget $26, 863,621 $29,196,785 $29,196,785 $31,543,067 Fire Department | F-4
Fire Department

DEPARTMENT SUMMARY

Position Classification
Administrative Assistant I 1.0 1.0 1.0
Assistant Fire Marshal/Fire Plans Examiner 1

0.0 0.0 1.0
Customer Service Representative 2.0 1.0 1.0
Deputy Chief/Fire Marshal 1.0 1.0 1.0
Deputy Chief/Operations 1.0 1.0 1.0
Division Chief/Support Services 1.0 0.0 0.0
Division Chief/Training 0.0 1.0 1.0
Emergency Medical Services (EMS) Manager 0.0 1.0 1.0
Emergency Preparedness Coordinator 1.0 1.0 1.0
Fire Battalion Chief 1.0 3.0 3.0
Fire Captain 18.0 18.0 18.0
Fire Chief 0.0 1.0 1.0
Fire Engineer 18.0 18.0 18.0
Fire Prevention Specialist I 2.0 2.0 2.0
Fire Prevention Specialist II 1.0 1.0 1.0
Firefighte
r 36.0 36.0 36.0
Plan Check Specialist - Fire 1

1.0 0.0 0.0
Senior Administrative Analyst 0.0 1.0 1.0
Total Budgeted FTE Positions 84.0 87.0 88.0
Nonregular Employees - Hours
Total Nonregular Hours 1,040 1,040 1,040
Unfunded Positions 1.0
Customer Service Representative 1.0
(1) Plan Check Specialist - Fire position was reclassed to Assistant Fire Marshal / Fire Plans Examiner in FY 22-23, which was previously unfunded.

Fire Department | F-5
Fire Department
FISCAL YEAR 2023-24
Regular Employees - Full-Time Equivalent Positions
2023-24
Proposed
2021-22
Budgeted
2022-23
Budgeted

DEPARTMENT PERSONNEL SUMMARY
POLICE
Police De partment

Police Department
FISCAL YEAR 2023-24

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY
The Fullerton Police Department is charged with the enforcement of local, State, and Federal laws, and with protecting the lives and property of the public. The Police Department functions as an instrument of public service, working in partnership with the community to increase awareness of public safety and crime prevention issues.

To carry out its mandates, the Police Department, under the direction of the Chief of Police and with support from his Administration including Internal Affairs, is organized into two major divisions, each headed by a Captain: Operations and Support Services. The Operations Division is comprised of the Traffic and Patrol bureaus, the Jail, Communications / Dispatch, ECHO Unit, Homeless Liaison Team, North County SWAT, the K9 Unit, and Fleet Management. The Support Services Division oversees: Special Investigations Unit, Crimes Persons, Family Crimes, Crimes Property, Intelligence/High Tech Crimes, Crime Scene Investigations, Narcotics/Vice and the Gang Unit, Personnel and Training, Community Services, and Technical Services/Records, with the Property Unit and the Range under Personnel and Training. The Department has 131 sworn officers, 59 civilian employees and many part-time support staff, Police Cadet program and volunteers to ensure the smooth and efficient 100
125
150
175
200
225
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Chief of Police
Administrative Support Services Internal AffairsOperations Division Sr. Administrative Technical Services/
Community
Services
Information Technology Executive Officer
Personnel &
Fleet
Range
Investigations
Narcotics Special
Investigations Unit
Traffic Unit
Property &
Evidence
Permit
ComplianceSchool Resource
Cadets
Explorers RSVPs
Chaplains
North County SWAT Communications
Crime Scene
ECHO
K9
Homeless Liaison
Police Service
Reserves
Jail- G4S
Patrol Bureau
Watch Commanders
Gang Unit
G-1
Patrol & Investigations
•
•
•
•
Community Service
s
•
•
•
•
Technical Services (Records)
•
• Process warrants, arrest documents and dispositions, criminal citations for court, bonds, and public records requests. •
Perform regional/federal task force and grant funded operations for: DUI and traffic safety enforcement; drug recognition expert and standardized field sobriety testing training; OC Violent Gang Task Force; Organized Crime Drug Enforcement Task Force; Alcohol, Tobacco, Firearms and Explosives (ATF) Task Force; North Orange County Public Safety Collaborative for homelessness services; narcotics team.

Police Department
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Conduct Community Enhancement Patrols for homelessness outreach and zero tolerance patrol checks of city parks to ensure safety for community members.

With support of Administration, develop new Mission, Vision, and Values statements for the department to implement in January 2023.

Continue investigations of crimes against persons and property, 1,816 cases assigned in calendar year 2021 .

Contract with the Fullerton Joint Union High School District to provide 3 School Resource Officers.

Contract with the Fullerton School District to provide law enforcement patrol services for the elementary and middle school campuses.

Maintain programs for Police Explorers, Police Cadets, and Retired Senior Volunteers for the development of future police officers, and provide department assistance with non-sworn tasks and traffic control.

Provide community outreach and events such as: Coffee with a Cop, Citizens' Academy, Bike Rodeo, Adopt-a- Family, Shop With a Cop, Cookies with a K9, and National Night Out.

Provide crime and traffic report releases for citizens, outside agencies, law firms, and insurance agencies Implement online reporting for citizens through Lexis Nexis.

Police Department | G-2
• Provided law enforcement services to City of Fullerton by answering 911 calls and responding to emergencies, traffic collisions and crimes. In calendar year 2021, Fullerton Police Department responded to 69,327 service calls. •
•
•
•
•
•
•
•
parks to ensure safety for community members.
• Contracted with the Fullerton Joint Union High School District to provide 3 School Resource Officers FISCAL YEAR 2023-24
Police Department | G-3
FY 2022-23 Department Accomplishments
Police Department
Investigations of crimes against persons and property, 1,816 cases assigned in calendar year 2021.

Conducted Community Enhancement Patrols for homelessness outreach and zero tolerance patrol checks of city Provided crime and traffic report releases for citizens, outside agencies, law firms, and insurance agencies Restructured department organization to maintain efficiency with reduced personnel numbers.

Police Department employees completed 142 different classes totaling 2,657.5 hours of training for FY2021-22.

Provided 6 grant funded classes of Drug Recognition Expert and Standardized Field Sobriety Testing training for over 120 Orange County officers.

Chief Dunn was appointed as the head of the North Orange County Public Safety Collaborative to oversee the homeless outreach efforts in the north Orange County area, with the use of the Project HOPE Center.

Modernized Police fleet without use of general fund monies.

Police Department

Budgeted FTE Positions 203.0 190.0 190.0 191.0
Nonregular Hours 30,000 30,000 30,000 30,000
Salaries & Benefits 39,915,082 41,065,899 41,065,899 41,234,225 Maintenance & Support 10,245,772 13,336,227 13,336,227 14,494,946 Capital Outlay 320,427 404,337 404,337 380,000 Subtotal $50,481,282 54,806,463 $ 54,806,463 $ 56,109,171 $ Less Allocations - - - Total Operating Budget $50,481,282 $54,806,463 $54,806,463 $56,109,171

Fund No. and Title
10 - General 49,047,209 53,452,073 53,452,073 54,718,263 32 - Grants 598,059 641,600 641,600 641,600 33 - Supplemental Law Enforcement Services 345,673 211,054 211,054 211,054 34 - Asset Seizure 490,341 501,736 501,736 538,254 74 - Capital Improvement Fund - - - - Subtotal $50,481,282 $54,806,463 $54,806,463 $56,109,171 Total Operating Budget $50, 481,282 $54,806,463 $54,806,463 $56,109,171 Police Department | G-4
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
Salaries &
Benefits
73%
Maintenance &
Support
26%
Capital
Outlay
1%
Operating Budget by Category
General Fund
98%
Grants
1%Special
Revenue
Funds
1%
Department Fund Analysis
Position Classification
Administrative Analyst II 1.0 0.0 0.0
Administrative Assistant II 1.0 1.0 1.0
Chief of Police 1.0 1.0 1.0
Community Liaison Officer 2 2.0 1.0 0.0
Court Liaison Officer 1.0 1.0 1.0
Forensic Specialist II 5.0 5.0 5.0
Forensic Supervisor 1.0 1.0 1.0
Lead Police Dispatcher 4.0 4.0 4.0
Mechanic II 1.0 0.0 0.0
Mechanic III 0.0 1.0 1.0
Parking Control Officer
2 4.0 2.0 0.0
Police Captain 2.0 2.0 2.0
Police Communications Supervisor 1.0 1.0 1.0
Police Community Services Officer 2 4.0 3.0 0.0
Police Corporal 38.0 38.0 38.0
Police Dispatcher 10.0 10.0 10.0
Police Investigative Technician 1.0 1.0 1.0
Police Lieutenant 1 5.0 6.0 7.0
Police Officer 73.0 63.0 63.0
Police Property & Evidence Clerk 2 1.0 1.0 0.0
Police Rangemaster 1.0 1.0 1.0
Police Records Clerk 2 13.0 13.0 12.0
Police Records Shift Leader 1.0 1.0 1.0
Police Records Specialist 4.0 4.0 4.0
Police Records Supervisor 1.0 1.0 1.0
Police Sergeant 21.0 21.0 21.0
Police Services Representative 2 3.0 3.0 12.0
Police Technical Services Manager 1.0 1.0 1.0
Police Training Assistant 2 1.0 1.0 0.0
Public Information Coordinator 0.0 1.0 1.0
Secretary 1.0 0.0 0.0
Sr. Administrative Analyst 0.0 1.0 1.0

Total Budgeted FTE Positions 203.0 190.0 191.0
Police Department
FISCAL YEAR 2023-24

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
2023-24
Proposed
2022-23
Budgeted
2021-22
Budgeted
Police Department | G-5
Unfunded Positions 14.0
Police Officer 10.0
Police Community Service Officer 1.0
Parking Control Officer 2.0
Secretary 1.0
Notes:
(1) 1.0 FTE grant-funded Police Lieutenant position added in FY 22-23 and incoporated to FY 23-24 Budget. (2) In FY 23-24, 9.0 FTE positions from various classifications were reclassed to Police Service Representative positions that will encompass a wide range of responsibilities, encourage employee retention and provide cross-training opportunities.

Police Department
FISCAL YEAR 2023-24

DEPARTMENT PERSONNEL SUMMARY
Police Department | G-6

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

COMMUNITY &

ECONOMIC

DEVELOPMENT

Community & Economic Development
Community & Economic Development
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Community and Economic Development Department is comprised of Building & Safety, Code Enforcement, Housing, Planning and Economic Development Divisions. All of the services provided by the Community and Economic Development Department are designed to ensure orderly and safe development within the City and provide for future growth. The Department administers and enforces the City's Zoning Code and other provisions of the Municipal Code, General Plan, and adopted Building Codes. Permit issuance, plan checking, and construction inspection services are provided, in addition to housing programs and response to code enforcement issues.

The Community and Economic Development Department assists residents, businesses and others with their efforts to grow within our community in a safe, orderly and healthful manner that respects Fullerton's heritage while sustaining opportunity for present and future generations.
24 25
26 27
28 29
30 31
32 2021-22
Budgeted
2022-23
Adopted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$1,500,000
$3,000,000
$4,500,000
$6,000,000
$7,500,000
$9,000,000
$10,500,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Director of
Community and Economic
Development
Housing & Neighborhood
ServicesCode EnforcementBuilding & Safety Planning
Administration and Economic
Development
H-1
Economic Development & Administration Division
•
•
•
• Identify opportunities to maximize/leverage revenue generation and business opportunity using City Owned Real Property. • Improve Department-Wide Customer Service & Ensure 24 Hour Callback Time • Build lasting relationships with Fullerton's business community and investigate new opportunities to market Fullerton to quality developers.

Planning Division
•
•
• Complete Housing Incentive Overlay Zone (HIOZ) Implementation • Demonstrate measurable progress on Rail Specific Plan Implementation •
Housing Division
•
•
•
Code Enforcement
•
•
• Provide training to support and mentor all new Code staff to better execute their job and provide a better quality of service. • Continue with special enforcement programs; Downtown Enforcement, Cannabis Enforcement, CDBG Enforcement Building & Safety
•
•
•
•
Community & Economic Development | H-2
Provide cross-training for existing Permit Technicians through Site Visits & Ride-Alongs with Inspectors Create a "How-To" Guide for the public on the electronic permit and inspection process Provide in-house training to achieve consistency in enforcement of Building Codes/Standards - On going Leverage data and results from a completed retail strategy plan to improve economic landscape of the community.

Implement new Initiatives to drive business growth and streamline procedures to grow the city's tax base.

Community & Economic Development
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Establish and execute an Economic Development Strategic Plan to attract businesses and create jobs.

Assist with Finalization of 10 large scale development projects to revitalize and improve quality of life for residents.

Complete Housing Element (6th Cycle)
Create public nuisance inter-departmental team to address and resolve community challenges.

Continue to improve and update Code processes to implement new legislation.

Implementation electronic plan check and permit to improve plan check service and inspection service Amend Zoning Ordinances to reflect City Council priorities and community direction.

HOME ARP Program Implementation of 6 Programs assisting our homeless and at risk victims of domestic violence.

Complete CAPER and Housing Action Plan, as well as monitor CDBG/HUD grant funds.

Coordinate on 1600 W. Commonwealth project for permanent affordable housing. •
•
•
•
Hours Service).
• Worked to Complete Land Sale & Entitlements for Fox Block Economic Development Project. • Worked to Complete Land Sale for Westpark Tracks at Santa Fe Depot Project and collected community feedback. • Eliminated nearly all department vacancies in staffing and continue to pursue staff retention efforts to ensure first-class customer service.

Community & Economic Development | H-3
Community & Economic Development
FISCAL YEAR 2023-24
Launched Permit Streamlining Efforts Including (Electronic Reviews, Digital Bookings, Online Submittals, After Completed a City Retail Strategy Plan to Identify Opportunities to Attract and Retain Business in Fullerton Processed In excess of 5,000 various permits through our front desk and online services, with project valuations Resolved and closed approximately 1,000 code enforcement case & closed multiple illegal cannabis sites.

FY 2022-23 Department Accomplishments

Budgeted FTE Positions 30.0 31.0 31.0 33.5
Nonregular Hours 1,560 1,040 1,040 1,040
Salaries & Benefits 3,111,554 4,326,598 4,326,598 4,308,998 Maintenance & Support 4,399,579 5,248,937 5,248,937 6,080,016 Capital Outlay - - - - Subtotal 7,511,132 9,575,535 9,575,535 10,389,014 Less Allocations - - - - Total Operating Budget $7,511,132 $9,575,535 $9,575,535 $10,389,014

Fund No. and Title

10 - General 4,988,204 5,737,587 5,737,587 6,155,592 22 - Air Quality Improvement 1,585 - - - 26 - Housing 278,780 998,599 998,599 999,171 28 - SB2/PLHA 624,591 1,070,068 1,070,068 1,177,577 32 - Grants 314,114 539,238 539,238 551,115 35 - Community Development Block Grant 1,108,822 1,153,782 1,153,782 1,394,876 80 - Low/Mod Housing - - - - 89 - Successor Agency 195,037 76,261 76,261 110,683 Total Operating Budget $7,511,132 $9,575,535 $9,575,535 $10,389,014 2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Community & Economic Development | H-4
Community & Economic Development

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
Salaries &
Benefits
41%
Maintenance
& Support
59%
Operating Budget by Category
General
Fund 60%
Housing
Fund
10%
Grants Fund
5%
Community
Development
Block Grant
14%
Department Fund Analysis
Salaries &
Benefits
41%
Maintenance
& Support
59%
Operating Budget by Category
General
Fund 59%
Housing
Fund
10%
Grants Fund
5%
Community
Development
Block Grant
14%
Successor
Agency 1%
Department Fund Analysis
SB2/PLHA
11%

Position Classification
Administrative Analyst II 1.0 0.0 0.0
Administrative Assistant I 1

1.0 1.0 1.5
Associate Plan Check Engineer 1.0 1.0 1.0
Associate Planner 3.0 3.0 3.0
Building & Safety Manager 1.0 1.0 1.0
Building Inspector II 2.0 2.0 2.0
Building Inspector III 1.0 1.0 1.0
Building Permit Supervisor 1.0 1.0 1.0
Clerical Assistant III 1.0 1.0 1.0
Code Enforcement Manager 1.0 1.0 1.0
Code Enforcement Supervisor 1

0.0 0.0 1.0
Code Enforcement Officer 1

5.0 5.0 5.0
Deputy Director of Community & Economic Development 1.0 0.0 0.0 Director of Community & Economic Development 1.0 1.0 1.0 Economic Development Manager/Principal Planner 0.0 1.0 1.0 Geographic Information Systems Specialist 1.0 0.0 0.0
Housing & Community Rehabilitation Inspector 1.0 0.0 0.0 Housing Manager 0.0 1.0 0.0
Housing Administrator 1,2

0.0 0.0 1.0
Housing Programs Assistant 1.0 1.0 1.0
Permit Technician 2.0 3.0 3.0
Plan Check Engineer 1.0 1.0 1.0
Planning Technician 0.0 1.0 1.0
Planning Manager 1.0 1.0 1.0
Senior Administrative Analyst 0.0 1.0 1.0
Senior Building Inspector 1.0 1.0 1.0
Senior Permit Technician 1.0 1.0 1.0
Senior Planner 1

2.0 1.0 2.0
Total Budgeted FTE Positions 31.0 31.0 33.5

Nonregular Employees - Hours
Total Nonregular Hours 1,560 1,040 1,040
Notes:
(1) In FY 23-24 the following positions were added: 1.0 FTE Senior Planner, 1.0 FTE Code Enforcement Supervisor and delete 1.0 Code Enforcement Officer, 1.0 FTE Code Enforcement Officer, 0.5 FTE Administrative Assistant (shared with the Public Works Department) and 1.0 FTE Housing Manager reclassed to Housing Administrator. (2) Housing Administrator is a pending new classification pending review by Human Resources.

Community & Economic Development | H-5
Community & Economic Development
FISCAL YEAR 2023-24
Regular Employees - Full-Time Equivalent Positions
2023-24
Proposed
2022-23
Adopted
2021-22
Budgeted

DEPARTMENT PERSONNEL SUMMARY

INFORMATION

TECHNOLOGY

Information Technology
Information Technology
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The City of Fullerton's Information Technology (IT) Department provides oversight and support for all City networks and provides network administration, cloud infrastructure and data center management, database management; implementing and maintaining IT-related security measures ensuring the City's resources are secure; development and installation of software applications; maintaining the City's website; and maintenance of electronic and computer equipment, application development, and technical support services to all departments. 0 2
4 6
8 2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Information Technology
IT Support &
Administration Security Technology Operations Application Management
I-1
•
•
•
•
•
•
•
•
•
•
•
Information Technology | I-2
Implementation of Data Loss Prevention systems with appropriate encryptions to protect the transfer of data.

Contract with A-Lign to perform a gap analysis to determine the City’s compliance with standards related to the acceptance of credit card payments. Non-compliance results in the payment of higher credit card fees and/or risk of losing cyber liability insurance.

Consolidation of IT software, equipment, and supply costs from individual departments under IT budget.

Transition of all city email to Office 365 to discontinue running unsupported software.

Information Technology
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Support operational needs related to day-to-day management, security, network, systems, databases, Office 365, ONES, and AWS operations.

Support and maintain computer systems, install & diagnose workstations, maintain/upgrade basic network hardware, ensure optimal workstation performance, maintain LAN/WAN.

Manage City's security vulnerability platform, perform security patching, manage the Zero Trust platform environment, manage the KnowBe4 Security Awareness platform. Monitor published vulnerabilities, analyze existing vulnerabilities, determine prioritized approach to server and end user computing security. Manage monthly security awareness program, failed security tests, performance improvement, reporting, and policy compliance.

Complete Council approved American Rescue Plan Act (ARPA) funding IT projects.

Implement phase 2 of the ONE Solution upgrade.

Complete implementation of Tyler Technology SaaS billing ERP.

FY 2022-23 Department Accomplishments
Hardware and software upgrades to enhance the security of the City's networks and meet federal and state compliance mandates, including migration of servers to cloud-based.

Budgeted FTE Positions 6.0 7.0 7.0 2.0
Nonregular Hours 0.0 0.0 0.0 0.0
Salaries & Benefits 455,471 978,197 978,197 373,301 Maintenance & Support 6,269,773 6,194,099 6,194,099 8,170,622 Capital Outlay - 100,000 100,000 - Subtotal $6,725,244 $7,272,296 $7,272,296 $8,543,923
Less Allocations (5,783,610) (6,886,328) (6,886,328) (8,151,420) Total Operating Budget $941,634 $385,968 $385,968 $392,503

Fund No. and Title
10 - General - - - - 32 - Grants - - - - 68 - Information Technology * 6,725,244 7,272,296 7,272,296 8,543,923 74 - Capital Improvement Fund - - - - Subtotal $6,725,244 $7,272,296 $7,272,296 $8,543,923
Less Allocations:
68 - Information Technology (5,783,610) (6,886,328) (6,886,328) (8,151,420) Total Operating Budget $941,634 $385,968 $385,968 $392,503 * Information Technology was Transferred to Police in FY 2020-21 and will be included as standalone budget section beginning FY 2021-22 and forward.

Information Technology | I-3
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
Information Technology
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
Salaries &
Benefits
4%
Maintenance
& Support
96%
Operating Budget by Category
IT Fund
100%
Department Fund Analysis

Position Classification

Geographic Information Systems Specialist 1.0 2.0 1.0
Information Systems Assistant 1 1.0 1.0 0.0
Information Technology Manager 1.0 1.0 1.0
IS Project/Programmer Manager 1 1.0 1.0 0.0
Network Specialist 1 1.0 1.0 0.0
Webmaster 1 1.0 1.0 0.0
Total Budgeted FTE Positions 6.0 7.0 2.0
Unfunded Positions 0.0
None 0.0
Notes:
(1) In FY 23-24, the following positions have been vacant for a number of years and now removed from the Personnel Summary: Information Systems Assistant, IT Technology Manager, Network Specialist, and Webmaster.

Information Technology | I-4
Information Technology
FISCAL YEAR 2023-24
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

PUBLIC WORKS

Public Works
Public Works
FISCAL YEAR 2023-24

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
Public Works is comprised of the following major activities:

Engineering: This section is responsible for the City’s infrastructure Capital Improvement Project design and construction, water system management, and storm water compliance.

Maintenance: This section provides on-going services for street/sidewalk repairs and cleaning; landscape maintenance for medians, parks and City trees, building services, fleet management, water system repairs and maintenance,and sewer operations.

Fullerton Municipal Airport: Fullerton Airport is the last general aviation airport in Orange County. Airport staff in conjunction with other Public Works staff provide services for business development; facility maintenance; capital improvements for the pavement, drainage, tower, lobby and hangars.

Director of
Public Works
40 60
80 100
120
140
160
180
200
220
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
AirportAdministration
General/Traffic Engineering
City Engineer/Assistant Director of
Public Works
Water Engineering
Project Development and
Construction
Water Systems
Operations
Landscape and Street
Building & Facility
Maintenance and
Equipment Maintenance
J-1
•
•
•
Building & Facilities
•
•
•
•
•
•
•
Capital Improvement
•
•
•
•
• Administer and inspect all City-funded construction projects to assure compliance with City standards and requirements. •
•
•
•
•
•
•
Coordinate all transit improvements and interface with federal, state and county transportation programs.

Implement street rehabilitation projects with Council-approved one-time American Rescue Plan Act (ARPA) funding.

Award construction contracts to replace seven miles of water main lines.

Activate Hope Center Building and complete construction of Hunt Branch Library.

Inspect all private and utility construction projects within the public right-of-way to assure compliance with City standards and requirements.

Award contracts to qualified consultants to complete Sewer, Drainage, and Water Master Plans and initiate these projects.

Environmental Programs
Contingent on hiring of an Environmental Projects Specialist, assume administration of solid waste program (including SB1383 compliance).

Air Quality management reporting and compliance, including development of a 5-year strategy.

Equipment/Fleet
Maintain the City's fleet of 400 vehicles by providing preventative maintenance, safety inspections, non-routine repairs, and the Biennial Inspection of Terminals (BIT) program, required by the State.

Administer the City's Equipment Replacement Program, which is managed through the Vehicle Replacement Fund.

Develop a long-term strategy for the public/private CNG fueling station and the slow-fill capacity needs for the City's future vehicle needs.

Public Works | J-2
Complete stormwater cost of service study.

Provide direction, management, and support services to the Engineering, Construction Management, and Field Operating divisions.

Public Works
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Administration
Develop and monitor the department budget, administer contracts, prepare reports and memos for various items.

Focused pursuit of grant opportunities to offset infrastructure improvement costs.

Provide maintenance and repairs for all City-owned buildings & facilities, and all City-owned electrical equipment.

Maintain and repair City-owned streetlights on public streets. Address High Voltage series system failure for streetlights.

Complete various facility capital repairs throughout the City.

General Engineering & Traffic Engineering
Coordinate compliance for the stormwater/National Pollutant Discharge Elimination System (NPDES).

Within staffing constraints, complete permitting and review of development projects.

Provide city-wide traffic management, including all traffic signals, signs, striping, transportation projects and traffic studies. •
• Landscape maintenance
• Irrigation repair & maintenance
• Recreational trail maintenance
• Tree and shrub planting
• Weed abatement and pesticide application
•
•
•
•
Fullerton Municipal Airport
•
•
•
• Work on improvements for branding and beautification of Airport facility. •
•
•
Implement Supervisory Control & Data Acquisition (SCADA) Connectivity Master Plan. • Develop and implement Drought Response Outreach Plan. •
•
• Provide routine and emergency mainline cleaning and manage Fats, Oils, and Grease (F.O.G) control program to minimize sewer blockages.

Manage all operational aspects of the water system including upgrade and repair of infrastructure, overseeing of water production, conservation, water quality and cross connection prevention.

Comply with all drinking water regulations (Local, State, Federal, etc.) and safeguard the water system through emergency planning and strategizing. Closely Monitor for PFOA and PFOS in the water system, in accordance with state and federal guidelines and operate the Kimberly Well 1A PFAS Treatment Plant.

Conduct resident water meter reading, implement paperless turn on/off requests, update fire hydrant meter program, and develop a program to supply city-provided water meters for construction projects.

Sewer System
Maintain and rehabilitate sewer collection system.

Public Works | J-3
Water System
FY 2023-24 Department Goals & Initiatives
Landscape & Tree Maintenance
Given severe staffing and salary constraints, reassess service delivery model for parks, recreation trails, median islands, and other City property as it pertains to:

Develop the Community Forest Master Plan and employ plan guidelines to maintain the community forest with up-to-date practices.

Street Maintenance
Provide weekly street sweeping, installs street signs, paint traffic lane and pavement legends, manage graffiti removal, and maintain public sidewalks, City storm drains, and asphalt pavements for almost 300 miles of public streets.

Complete the remainder of city-wide street sweeping signage installation for parking enforcement.

Complete storm drain catch basin cleanings and Flood Control Channel clearing for stormwater compliance purposes.

Administer a safe, efficient Airport with sensitivity to environmental issues.

Maintain a secure Airport Operations Area (AOA) consistent with federal, state, and local regulations.

Creatively pursue options for expansion of airport office facilities.

FISCAL YEAR 2023-24
Public Works
•
•
•
•
operation.
•
• Construction of Hunt Library Revitalization project with an anticipated completion date by the end of Fiscal Year 2022-23. •
Completion of Runway Shoulder Enhancement Project and design of AFI Building Renovation. •
• Performed approximately 15,000 pothole repairs.
• Reviewed 2,906 private development plans and 1,925 water plans despite low staffing level to keep up with demand.

Public Works
Public Works | J-4
Inspected 55 miles of sewer line with CCTV inspection and root-cut/hydro-flushed 332 miles of sewer pipeline to maintain the City's infrastructure.

Construction Energy Efficiency Projects with NORESCO, LLC with anticipated completion date of Fiscal Year 2022-23 • Anticipated completion of privately-funded street reconstruction of Orangethorpe and Kimberly from State College to Acacia, through the Goodman Development Project, one of the largest in Fullerton's most recent history.

FY 2022-23 Department Accomplishments
Successful operation of Orange County's first PFAS treatment facility at the Kimberly 1A site.

Completed HOPE Center Building, a facility for regional homeless outreach and proactive engagement has commenced Design of Well7A Project and construction of Main PFAS Plant has commenced.

Completion of multiple grant applications to aide the funding of various CIP projects and plans. Awarded grants include Safe Streets and Roads for All, Rubberized Pavement Grant, Environmental Cleanup, and Innovative Conservation.

Pending for formal award of grant applications from Highway Safety Improvement and Active Transportation Program by the end of fiscal year.

FISCAL YEAR 2023-24

DEPARTMENT SUMMARY

Regular Employees 195.0 185.0 185.0 185.0
Nonregular Hours 7,370 7,370 3,640 7,370
Salaries & Benefits 15,051,266 21,084,751 21,084,751 21,835,379 Maintenance & Support 59,683,541 67,938,036 67,938,036 75,748,935 Capital Outlay 1,900,369 5,521,690 5,521,690 3,472,390 Subtotal 76,635,176 94,544,477 94,544,477 101,056,704 Less Allocations (11,262,924) (16,194,927) (16,194,927) (18,909,146) Total Operating Budget $65,372,252 $78,349,550 $78,349,550 $82,147,558

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund 7,521,405 9,040,198 9,040,198 10,260,788 15 - Parks & Recreation Fund 85 - - - 22 - Air Quality Improvement Fund 6,445 303,050 303,050 288,050 23 - Sanitation Fund 5,965,306 7,901,180 7,901,180 8,560,022 25 - Measure M Fund 202,499 404,000 404,000 304,000 30 - Gas Tax Fund 3,200,137 3,500,605 3,500,605 3,727,500 32 - Grant Fund 130,766 - - - 36 - Drainage Capital Outlay Fund 160,169 265,366 265,366 266,337 39 - Park Dwelling Fund - - - - 40 - Airport Fund 1,879,437 1,656,887 1,656,887 2,918,133 41 - CNG Fund 294,764 241,927 241,927 245,725 42 - Brea Dam Fund 12,026 - - - 44 - Water Fund 29,859,338 34,722,865 34,722,865 35,930,731 45 - Whiting/Lemon Parking Fund 75,599 113,430 113,430 99,529 46 - Refuse Collection 13,206,490 13,407,314 13,407,314 15,138,759 47 - Sewer Fund 3,535,210 4,402,351 4,402,351 4,748,524 64 - Vehicle Replacement 2,805,737 5,484,461 5,484,461 4,045,105 67 - Equipment Maintenance 3,070,135 3,932,594 3,932,594 5,054,852 69 - Building Maintenance Services 2,657,430 3,596,687 3,596,687 3,828,652 70 - Facility Capital Repair 14,577 25,078 25,078 23,078 74 - Capital Projects 841,186 1,626,631 1,626,631 1,510,634 Subtotal 75,438,741$ 90,624,624$ 90,624,624$ 96,950,420$ Less Total Allocations (Funds 64, 67, 69, 70, 74): (10,066,489) (12,275,074) (12,275,074) (14,802,862) Total Operating Budget 65,372,252$ $78,349,550 $78,349,550 82,147,558$ Public Works | J-5
Public Works
FISCAL YEAR 2023-24
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Salaries &
Benefits
22%
Maintenance
& Support
75%
Capital Outlay
3%
Operating Budget by Category
General
Fund
11%
Special
Revenue
Funds
14%
Enterprise
Funds
61%
Internal Service
Funds
13%
Capital Projects
Fund
1%
Department Fund Analysis

Position Classification
Administrative Assistant I 1.0 1.0 1.0
Administrative Assistant II 2

0.0 1.0 1.5
Air Conditioning Mechanic 2

0.0 0.0 1.0
Airport Manager 1.0 1.0 1.0
Airport Operations Assistant 1.0 1.0 1.0
Airport Operations Lead Worker 1.0 1.0 1.0
Airport Service Worker 3.0 3.0 3.0
Assistant Engineer 4.0 3.0 3.0
Assistant Engineer - Water Systems 0.0 1.0 1.0
Associate Engineer 3.0 3.0 3.0
Associate Engineer Traffic 0.0 1.0 1.0
Building & Facility Supervisor 1.0 1.0 1.0
City Engineer/Assistant Director of PW 1.0 1.0 1.0
Civil Engineer 4.0 4.0 4.0
City Traffic Engineer 2

0.0 0.0 1.0
Clerical Assistant II 1.0 0.0 0.0
Clerical Assistant III 3.0 2.0 1.0
Construction Inspector 2.0 2.0 2.0
Construction Inspector - Water 1.0 1.0 1.0
Deputy Public Works Director Maintenance Services 2

0.0 0.0 1.0
Director of Public Works 1.0 1.0 1.0
Electrical & HVAC Lead Worker 2.0 2.0 2.0
Electrician 3.0 3.0 3.0
Engineering Aide III 3.0 2.0 2.0
Environmental Coordinator 0.0 1.0 1.0
Equipment Mechanic Lead Worker 1.0 1.0 1.0
Equipment Operator 10.0 10.0 10.0
Equipment Operator - Water 2.0 2.0 2.0
Equipment Service Worker 1.0 1.0 1.0
Equipment Superintendent 1.0 1.0 1.0
Equipment Supervisor 1.0 1.0 1.0
Fleet Maintenance Technician 1.0 1.0 1.0
GIS Technician 1.0 0.0 0.0
Grounds Maintenance Lead Worker 2.0 2.0 2.0
Irrigation Specialist 1.0 1.0 1.0
Landscape Supervisor 1.0 1.0 1.0
Landscape Supervisor II 1.0 1.0 1.0
Location Specialist 2.0 2.0 2.0
Public Works
FISCAL YEAR 2023-24

DEPARTMENT PERSONNEL SUMMARY
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Public Works | J-6
Regular Employees - Full-Time Equivalent Positions

Position Classification
Maintenance Facilities Dispatcher 1.0 1.0 1.0
Maintenance Worker 2 28.0 9.0 8.0
Manager - Landscape and Trees Division 2

0.0 0.0 1.0
Manager - Bldg, Facility & Sewer Divisions 2

1.0 1.0 0.0
Manager - Facilities and Fleet Division 2

0.0 0.0 1.0
Manager - Landscape & Streets Divisions 2

1.0 1.0 0.0
Manager - Streets and Sewer Division 2

0.0 0.0 1.0
Mechanic II 6.0 6.0 6.0
Mechanic III 2.0 2.0 2.0
Meter Repairer 2.0 2.0 2.0
Permit Technician 1.0 1.0 1.0
Principal Civil Engineer 2.0 2.0 2.0
Principal Civil Engineer-Water 1.0 1.0 1.0
Principal Construction Inspector 1.0 1.0 1.0
Public Works Administrative Manager 1.0 1.0 1.0
Public Works Analyst 2.0 2.0 2.0
Senior Administrative Analyst 3.0 3.0 3.0
Senior Civil Engineer 0.0 0.0 0.0
Senior Maintenance Worker I 1, 2

33.0 45.0 55.0
Senior Maintenance Worker II 4.0 4.0 4.0
Senior Maintenance Worker III - Water 10.0 10.0 10.0
Senior Traffic Engineering Analyst 1.0 0.0 0.0
Sewer Lead Worker 1.0 1.0 1.0
Sewer Program Specialist 1.0 1.0 1.0
Sewer Superintendent 0.0 0.0 0.0
Sewer Supervisor 1.0 1.0 1.0
Skilled Maintenance Worker - Building & Facilities 3.0 3.0 3.0 Solid Waste / Recycling Coordinator 0.0 1.0 1.0
Source Control Inspector 2.0 2.0 2.0
Street Superintendent 0.0 0.0 0.0
Street Supervisor 2.0 2.0 2.0
Streets Lead Worker 2.0 2.0 2.0
Traffic Painter 2.0 2.0 2.0
Tree Services Inspector 1.0 1.0 1.0
Water Distribution Supervisor 2.0 2.0 2.0
Water Lead Worker 2.0 2.0 2.0
Water Production Operator 3.0 3.0 3.0
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Public Works
FISCAL YEAR 2023-24

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
Public Works | J-7

Position Classification
Water Production Supervisor 1.0 1.0 1.0
Water Quality Specialist 1.0 1.0 1.0
Water Systems Manager 1.0 1.0 1.0
Water Technical Design Specialist 1.0 1.0 1.0
Water Utility Services Lead Worker 1.0 2.0 2.0

Total Budgeted FTE Positions 192.0 185.0 197.5
Nonregular Employees - Hours
Total Nonregular Hours 3,640 7,370 7,370

Unfunded Positions 10.0
Clerical Assistant II 1.0
Maintenance Worker 7.0
Engineering Aide III 1.0
Assistant Engineer 1.0
Notes:
(1) FY 23-24 Budget includes addition of 9.0 FTE Senior Maintenance Workers for increased Community Preservation service levels. (2) FY 23-24 Budgeted includes Proposed PW Reorganization: Additions of Deputy Public Works Director Maintenance Services, Facilities and Fleet Manager, Street and Sewer Manager, Landscape and Trees Manager, City Traffic Engineer, 1.0 FTE Sr.

Maintenance Worker I (1 FTE Maintenance Worker eliminated), 1 FTE Air Conditioning Mechanic, and 0.5 FTE Administrative Assistant II (to be shared with CED). Removed FTEs for "Manager - Bldg, Facility & Sewer", "Manager - Landscape and Trees", and 1 FTE Maintenance Worker.
** Proposed new classifications as part of FY 2023-24 Proposed Public Works reorganization are pending review by Human Resources.

Regular Employees - Full-Time Equivalent Positions
Public Works Department
FISCAL YEAR 2023-24

DEPARTMENT PERSONNEL SUMMARY
2021-22
Budgeted
2022-23
Budgeted
2023-24
Proposed
Public Works | J-8

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

LIBRARY

Library
Library

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
FISCAL YEAR 2023-24
It is the mission of the Fullerton Public Library to provide services and materials to meet the educational, informational, literacy, and recreational reading needs of Fullerton's culturally diverse community. It is a place where information and items of recreational, educational, and leisurely interest are collected, preserved, and made available in print and electronic formats. The Library Department has an administrative Library Board of Trustees appointed by City Council. The Library Department has two fund-raising support groups, which are incorporated as nonprofit organizations: the Friends of the Fullerton Public Library and the Fullerton Public Library Foundation.
10 12
14 16
18 20
22 24
26 2021-22
Budgeted
2022-23
Adopted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Library Director Library Board of Trustees
Children's ServicesTechnical
Services
Adult
Services Circulation
K-1
Administration
•
• Manage and prepare the Library's budget, activities, personnel and grants for all divisions including Hunt Library. •
an other positions to reimagine library staffing.
•
Adult Services
•
•
•
•
Circulation
•
• Maintain relationships with current library patrons and future library patrons via outreach policy, and excellent customer service.
•
Technical Services
• Optimize all workflows of the acquisitions process to automate and create efficiencies. • Expand the Library's digital branch through improving the website and other patron-library interfaces. • Maintain relationships with current library vendors and see out opportunities to work with new vendors.

Children's Services
• Maintain and develop timely, accurate, well-reviewed and popular materials for recreational and informational reading for children and families.
• Host early childhood programs with our newly received Stay and Play grant • Create 8-week Summer and Winter Reading Club Programs for children.

Seek ways to partially extend library hours in order to resume After School Club and Bedtime Bears.

Hunt Library
• Continue the planning the Hunt Library Revitalization Project and the ultimate use of the building through a process approved by Council.

Passport Services
•
Ensure that the Library is a welcoming and safe place for library patrons.

Provide reference and reader advisory to Adults and Teens.

Create 8-week Summer and Winter Reading Club Programs for teens and adults.

Resume our partnerships and establish new partnerships for Adult and Teen programming.

Work on implementing higher quality, more engaging patron notification and communication services.

Maintain library organization, including shelving and signage.

Continue the Passport Services Program which is popular with the community and provides revenue-generating services to the City.

Library | K -2
Maintain relationships with Library Foundation and Friends support groups.

Library
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Facilitate and support the Board of Trustees including the Revocation Appeal Sub-Committee.

Use the vacant (and thus far unfillable) Children's Division Manager and Library Division Manager position • Provided in-person and virtual library services to the public during the COVID-19 pandemic. •
•
• Distributed weekly 85-125 STEM take-home kits for children in grades 1-4. • Distributed weekly 125-150 STEM take-home kits for preschool aged children. • Our Reading Programs of all age levels engaged 500 adults who gave book reviews and 1,069 youthful participants read 712,911 minutes.
•
• Maintained the State Department certification of our Passport Acceptance Facility and our Passport Staff in anticipation of resumption of services.
• Implemented of new public calendar and room scheduling software (LibCal) • Offered the California State Library Parks Pass program that allows vehicle entry at over 200 participating state parks.
• Resumed Passport services offered to the community for new passport applications and renewals • Hosted the following Library programs: May the 4th Celebration Month & new "Baby Yoda" library cards, Library Card Sign Up Month, Library Lover's Month, Mystery Date with a Book • Automated juvenile paperback processing
• Won the CLA PRExcellence Award - The CLA PRExcellence (Public Relations Excellence) Committee seeks to showcase many inspirational projects from our California libraries and to honor those who have done a superb job in communicating their message to library users.

Library staff produced 4 videos to promote a variety of library services via social media Implemented a new library website with ongoing funding by the Library Foundation.

Library | K -3
Resumed in-person, weekly Storytime in November 2021.

Library
FISCAL YEAR 2022-23
FY 2022-23 Department Accomplishments

Budgeted FTE Positions 23.8 20.3 20.3 20.3
Nonregular Hours 9,300 18,600 18,600 18,600
Salaries & Benefits 1,811,309 2,433,776 2,433,776 2,391,130 Maintenance & Support 1,675,613 1,604,965 1,604,965 1,732,276 Capital Outlay - - - - Subtotal 3,486,922 4,038,741 4,038,741 4,123,406 Less Allocations - - - - Total Operating Budget $3,486,922 $4,038,741 $4,038,741 $4,123,406

Fund No. and Title
10 - General - - - - 13 - Library 3,486,922 4,038,741 4,038,741 4,123,406

Total Operating Budget $3,486,922 $4,038,741 $4,038,741 $4,123,406 FISCAL YEAR 2023-24

DEPARTMENT FUND ANALYSIS

DEPARTMENT SUMMARY
Library
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
Library | K-4
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Salaries &
Benefits
58%
Maintenance
& Support
42%
Operating Budget by Category
13 - Library
Department Fund Analysis

Position Classification

Administrative Assistant I 1 1.0 0.0 1.0
Adult Services Librarian 4.0 4.0 4.0
Children's Services Librarian 2.0 2.0 2.0
Library Clerical Assistant 1.8 1.3 1.3
Library Director 1.0 1.0 1.0
Library Division Manager - Adult Svcs. 1.0 0.0 0.0
Library Division Manager - Children's Svcs. 1.0 0.0 0.0 Library Division Manager - Technical Svcs. 1.0 0.0 0.0 Library Division Manager 1 0.0 3.0 2.0
Library Division Manager II 1,2 0.0 0.0 1.0
Library Services Supervisor 1,2 0.0 0.0 1.0
Library Technical Assistant I 3.0 1.0 1.0
Library Technical Assistant II 1 4.0 4.0 2.0
Library Technical Services Assistant 1.0 1.0 1.0
Local History Archivist 1.0 1.0 1.0
Senior Librarian 2.0 2.0 2.0
Total Budgeted FTEs 23.8 20.3 20.3

Total Nonregular Hours 18,600 18,600 18,600

Unfunded Positions 2.5
Library Technical Assistant I 2.0
Library Clerical Assistant 0.5
Notes:
(1) In FY 23-24, the following positions were: added 1.0 FTE Administrative Assistant, 1.0 FTE Library Division Manager II, 1.0 FTE Library Services Supervisor; deleted 1.0 FTE Library Division Manager, 2.0 FTE Library Technical Assistant II. (2) Library Manager II and Library Supervisor positions are new classifications pending review by Human Resources.

Nonregular Employees - Hours

DEPARTMENT PERSONNEL SUMMARY
Library | K-5
Library
FISCAL YEAR 2023-24
Regular Employees - Full-Time Equivalent Positions
2023-24
Proposed
2022-23
Adopted
2021-22
Budgeted

PARKS &

RECREATION

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

Parks & Recreation
Parks & Recreation
FISCAL YEAR 2023-24
The Parks and Recreation Department provides a wide range of programs in the areas of recreation, families, seniors, special events; and development and operation of various facilities and parklands which, include 53 parks, a golf course, over 130,000 square feet of facilities, and 30 miles of recreational trails. These programs and services contribute to the community's health, recreation, and cultural enrichment. 0 2
4 6
8 10
12 14
16 18
2021-22
Budgeted
2022-23
Adopted
2023-24
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$1,500,000
$3,000,000
$4,500,000
$6,000,000
$7,500,000
$9,000,000
$10,500,000
$12,000,000
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Total Expenditures
Deputy Director of
Parks & Recreation
Administration RecreationParks Fullerton Community
Center
L-1
Parks & Rec Administration
• Seek, apply for and manage grants to fund park, trail and open space improvements and acquisitions. • Solicit donations and sponsorships and seek grant opportunities to offset costs for ongoing and new programming. •
Parks, Fields & Trails
•
• Identify park, trail and open space deficiencies and prioritize improvement projects. • Formalize a policy to address encroachments of public park property. •
• Facilitate transitioning a portion of sports field scheduling to the Fullerton School District.

Recreation Programs & Fullerton Community Center
•
•
•
•
•
•
•
Provide access to community resources and educational programs through an upgraded community brochure, outreach events, and programs.

Parks & Recreation
FISCAL YEAR 2023-24
FY 2023-24 Department Goals & Initiatives
Review Parks & Recreation Policy Statement and Fee Schedule to ensure that fees are within market rate and policies meet the departments needs.

Complete an inventory of sports field infrastructure and create a priority list for repairs and renovations.

Provide a high quality tennis center facilitating skill development and play for individuals, groups, and teams.

Provide recreational, educational, and wellness activities that enhance the well-being of older adults in Fullerton.

Expand Senior Mobility Program and provide upgraded transportation options to seniors.

Provide the community with city wide events throughout the year: Thursday Downtown Market, Weekly Farmers Market, Summer Concert Series, Summer Fest, and Wedding Show.

Provide community instructional classes for residents of all ages by providing a facility with various space and technology features to accommodate a wide range of class offerings.

Encourage physical fitness opportunities by providing a venue for all ages to participate in organized and drop-in training opportunities. Complete fitness room expansion and remodel.

Develop and provide new recreational youth classes to be held at Chapman Recreation Building and offer a variety of family events to be held at the Fullerton Community Center.

Provide the public with unique and beautiful locations to host special events. Focus rental resources on Fullerton Community Center, Park Pavilions, Downtown Plaza, Hillcrest Rec Building, Red Cross Building & Chapman Recreation Building.

Parks & Recreation | L-2
•
• Secured funding for a community resource showcase event- Summer Fest 2022. •
emergency preparedness, feeding, and socially distanced recreational programs. • Completed Live Local campaign and programs with St. Jude, Chamber of Commerce and local businesses. • Completed the Feed Fullerton program that served over 250 families over 3,000 meal vouchers. • Completed construction of the Hillcrest Duck Pond renovation. • Completed construction of the Korean War Memorial at the Hillcrest Duck Pond through a partnership and funding from the Orange County Korean War Memorial Committee. • Began construction of Pacific Drive Park will be completed in Spring of 2022. This project included the installation of a new playground, landscaping, picnic shelter, and restroom renovation. •
Parks & Recreation | L-3
Established an volunteer-based Adopt-A-Park & Trail Program for local groups to help beautify public parks.

Parks & Recreation
FY 2022-23 Department Accomplishments
Acquired 18.4 acres of open space in West Coyote Hills after successfully raising $28 million in grant funds.

Expanded innovative senior programming with additional funding awarded by the Office on Aging that supported FISCAL YEAR 2023-24

DEPARTMENT SUMMARY

Budgeted FTE Positions 21.0 14.0 14.0 14.0
Nonregular Hours 99,279 53,490 53,490 53,956
Salaries & Benefits 2,476,311 2,677,241 2,677,241 2,428,526 Maintenance & Support 7,627,399 6,342,252 6,342,252 8,460,210 Capital Outlay - - - - Subtotal 10,103,711 9,019,493 9,019,493 10,888,736
Less Allocations (135,916) (228,930) (228,930) (233,930) Total Operating Budget $9,967,794 $8,790,563 $8,790,563 $10,654,806

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund - - - - 15 - Parks & Recreation 5,678,735 5,422,413 5,422,413 5,924,622 25 - Measure M2 36,107 276,000 276,000 370,406
32 - Grants 104,333 80,753 80,753 270,905
42 - Brea Dam 4,239,261 3,187,199 3,187,199 4,276,502
44 - Water 44,359 53,128 53,128 46,301
74 - Capital Projects 916 - - - Subtotal $10,103,711 $9,019,493 $9,019,493 $10,888,736
Less Allocations:
42 - Brea Dam (135,000) (228,930) (228,930) (233,930)
74 - Capital Projects (916) - - - (135,916) (228,930) (228,930) (233,930)
Total Operating Budget $9,967,794 $8,790,563 $8,790,563 $10,654,806 Parks & Recreation | L-4
Parks & Recreation
FISCAL YEAR 2023-24
2023-24
Proposed
2022-23
Projected
2022-23
Adopted
2021-22
Actual
2021-22
Actual
2022-23
Adopted
2022-23
Projected
2023-24
Proposed
Salaries &
Benefits
22% Maintenance
& Support
78%
Operating Budget by Category
Parks &
Recreation
Fund
54%
Measure M2
3%
Grants Fund
3% Brea Dam
Fund
39%
Water Fund
1%
Department Fund Analysis

DEPARTMENT PERSONNEL SUMMARY

Position Classification

Administrative Assistant I 1.0 1.0 1.0
Administrative Analyst I 1.0 0.0 0.0
Cultural & Events Operations Assistant 0.0 0.0 0.0 Deputy Director of Parks & Recreation 0.0 1.0 1.0 Director of Parks & Recreation 1.0 0.0 0.0
Exhibition/Museum Specialist 0.0 0.0 0.0
Museum Educator 1.0 1.0 1.0
Parks & Recreation Assistant 1 3.0 1.0 0.0
Parks & Recreation Coordinator 1 3.0 4.0 5.0
Parks & Recreation Manager 2.0 1.0 1.0
Parks & Recreation Supervisor I 2.0 1.0 1.0
Parks & Recreation Supervisor II 2.0 2.0 2.0
Parks Project Specialist 0.0 0.0 0.0
Sports Facility Coordinator 1.0 1.0 1.0
Sr. Administrative Analyst 0.0 1.0 1.0
Total Budgeted FTE 17.0 14.0 14.0
Nonregular Employees - Hours
Total Nonregular Hours 99,279 42,558 53,956
Unfunded Positions 3.0
Director of Parks & Recreation 1.0
Parks & Recreation Assistant 2.0
Notes:
(1) In FY23-24, 1.0 FTE Parks and Recreation Assistant was reclassed to Parks and Recreation Coordinator.

Parks & Receation | L-5
Parks & Recreation
FISCAL YEAR 2023-24
Regular Employees - Full-Time Equivalent Positions
2023-24
Proposed
2022-23
Adopted
2021-22
Budgeted

APPENDIX

CITY OF FULLERTION
FISCAL YEAR 2023-24
Type of Debt Issued Department/Division Maturity
Date
Original Principal
Amount
FY23-24 Debt
Service
General Fund (10)
Lease - 800MHz Radio Equipment
Principal Police 7/1/2026 2,472,439$ 180,849$ Interest Police 21,200$
Principal Fire 84,944$
Interest Fire 9,957$
Principal Public Works - Maintenance 8,221$
Interest Public Works - Maintenance 964$
Brea Dam Fund (42)
2010 Lease Revenue Bonds, Series A (Taxable RZEDB)
Principal Parks & Recreation 5/25/2031 2,705,000$ 145,000$ Interest Golf Course 103,850$
Water Fund (44)
2014 Water Revenue Refunding Bonds
Principal Public Works 9/1/2033 6,810,000$ 285,000$ Interest Water 190,213$
Liability Fund (62)
2021 Taxable Judgement Obligation Bonds
Principal Human Resources 4/1/2033 5,010,000$ 445,000$ Interest Risk Management 95,455$
Equipment Maintenance (67)
Lease - LED Street Lighting
Principal Public Works 9/25/2024 1,400,000$ 210,102$ Interest Equip. Replacement 10,895$
Building Maintenance (69)
Energy Efficiency Equipment Lease
Principal Public Works 11/1/2039 8,894,000$ 431,102$ Interest 152,682$
Successor Agency (89)
2020A Tax Allocation Revenue Bonds
Principal Successor Agency 9/1/2027 33,965,000$ 4,700,000$ Interest 909,600$
2020B Tax Allocation Revenue Bonds
Principal Successor Agency 9/1/2026 10,730,000$ 1,835,000$ Interest 74,391$
2015 Tax Allocation Revenue Bonds
Principal Successor Agency 3/1/2025 11,975,000$ 1,125,000$ Interest 138,625$
Citywide Debt Service 81,489,000$ 10,851,915$
* The City of Fullerton holds an overall bond rating of AA from S&P Global Ratings.

DEBT SERVICE SCHEDULE
FISCAL YEAR 2023-24
Debt Service | AP - 1

GLOSSARY OF TERMS

Glossary of Terms | AP-2

Annual Comprehensive Financial Report (ACFR) – The audited annual financial report of a government, which encompasses all governmental and fiduciary funds.

Appropriations (GANN) Limit – As a governmental entity in the State of California, the City is subject to an Appropriations, or GANN Spending Limit (CA Article XIII B), which places a maximum spending limit amount on the City’s annual appropriations of tax proceeds in a fiscal year.

ARPA – American Rescue Plan Act of 2021 (ARPA) is a Federal stimulus bill that was signed into law on March 12, 2021 that provided $130 billion in funding for state and local governments to alleviate economic impacts from the COVID-19 pandemic.

Balanced Budget – When the City’s operating budget, primarily the General Fund, in which operating expenditures do not exceed and are supported by ongoing, operating revenues. A budget can also be balanced by use of available reserves and/or other sources (i.e. transfers in or one-time revenues).

Budget (Operating) – A city-wide or departmental fiscal spending plan detailing current operating programs, including an estimate of expenditures and revenues for a given period (usually a single fiscal year).

CalPERS – The California Public Employees' Retirement System is an agency in the California executive branch that manages pension and health benefits for California public employees, retirees, and their families.

Capital Improvement Program (CIP) – A plan for capital improvements to be implemented each year over a number of years to meet capital needs arising from the assessment of long-term needs. It sets forth the estimated cost for each project and specifies the resources required to finance the projected expenditures.

Capital Expenditures (or CIP Projects) – The City of Fullerton recognizes capital improvements as CIP projects. A capital improvement project is defined as any project involving labor services related to the construction of, or improvements to, facilities, structures or equipment in the amount of $25,000 or more.

Capital Outlay – Expenditures for the acquisition cost of capital assets, such as equipment, vehicles or furniture, to make improvements to capital assets that increase their value or useful life. An expenditure for such in excess of $5,000 is generally considered a capital asset.

Debt Service Funds – Governmental fund type used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Enterprise Funds – Funds established to account for the operations and financing of self-supporting activities of a governmental unit that renders services on a user charge basis to the general public, similar to private business enterprises. Examples include Airport Fund, Water Fund and Brea Dam Fund.

Expenditure – The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service or settling a loss.

Fiscal Year (FY) – Any yearly accounting period, regardless of its relationship to a calendar year. The fiscal year for the City begins on July 1 of each year and ends on June 30 of the following year. It is designated by the calendar year in which it ends.

Fiduciary Funds – Funds that are custodial in nature (assets equal liabilities) and are used to account for resources held for the benefit of parties outside the government that cannot be used for government operations.

Five-Year Financial Forecast or Financial Forecast – The Five-Year Financial Forecast is the City’s financial planning tool that projects the City’s financial position over a near term, multi-year period, that is developed utilizing identified revenue and expenditure assumptions for budget year, as well as other quantitative and qualitative economic assumptions for future fiscal years.

GLOSSARY OF TERMS

Glossary of Terms | AP-3

Full-Time Equivalent (FTE) – A full-time position or employee who works or is budgeted at 40 hours per week. 2,080 hours equal one full-time equivalent.

Fund - An independent fiscal and accounting entity with a self-balancing set of accounts, recording resources, related liabilities, obligations, reserves, and equities segregated for the purpose of carrying out specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.

Fund Balance – Fund Balance represents the equity, or financial position of governmental and fiduciary funds, which is the difference between assets and liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other financing uses. Fund balance can also include a fund’s reserves level.

General Fund – The City’s primary operating fund is the General Fund, as this is its operating fund that supports traditional municipal services, such as public safety, community and economic development, parks and recreation and library community services, and public works.

Generally Accepted Accounting Principles (GAAP) – The conventions, rules, and procedures as established by the Governmental Accounting Standards Board (GASB) that serve as the norm for the fair presentation of the City’s financial statements.

Governmental Funds – Account for and budget governmental activities that are considered core operating functions of the government entity, which include the General Fund, Special Revenue funds, Grant Funds, and certain capital project funds
Interfund Transfer – The movement of any fund’s existing revenues or movement of funds (available fund balance) from one fund to another recipient fund to assist in subsidizing that fund’s services or operations. This is generally reflected as Transfers In and Transfers Out.

Intergovernmental Revenue – Revenue collected by one government and distributed (usually through some predetermined formula) to another level of government(s) and can also include one-time grants.

Internal Service Funds (ISF) – Account for the goods or services provided by one fund and/or department to another fund and/or department on a cost reimbursement basis. Examples include Building Maintenance Fund, Information Technology Fund, and Facility Capital Repair Fund.

Maintenance & Operations – Departmental expenditures related to ongoing, day-to-day activities such as supplies, professional or contractual services, maintenance, legal fees, and postage, to name a few.

Maintenance of Effort (MOE) Budget Approach – A MOE is a budget approach that allows annual budget increases for: anticipated merit and salary step increases, annual CalPERS retirement increases, any approved City agreements and contracts that have built-in contract increases, allows for CPI increases for goods and services and removes one-time expenditures from a subsequent budget year.

Memorandum of Agreement (MOA) – A written cooperative agreement that describes how two parties will work together to meet a common objective.

Modified Accrual Basis of Accounting – The basis of accounting, according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long- term debt and certain similar accrued obligations, which should be recognized when due.

Nonregular – Status of an employee who works part-time, temporary, or contracted for a short period of time.

Operating Deficit – The amount by which operating expenditures exceed operating revenue.

GLOSSARY OF TERMS

Glossary of Terms | AP-4

Operating Surplus – The amount by which operating revenues exceed operating expenditures.

Revenue – Sources of income financing the operations of government.

Recognized Obligation Payment Schedule (ROPS) – A required document, approved by the Successor Agency’s Oversight Board and the State of California’s Department of Finance, that sets forth the minimum amounts and dates of payments required by enforceable obligations of the Successor Agency for each six-month fiscal period.

Salaries & Benefits – Total employee compensation including base salary, health benefits, and retirement costs.

Special Revenue Funds – Used to account for the revenue derived from specific taxes or other earmarked revenue sources (other than for major capital projects) that are restricted by law or administrative action to expenditures for specified purposes. Examples include Sanitation Fund, American Rescue Plan Act (ARPA) Fund, Measure M2 Fund.

Successor Agency – A legally separate entity from the City whose purpose is to fulfill the existing enforceable obligations held by the former Fullerton Redevelopment Agency and dissolve all of the remaining assets that are to be distributed among local taxing entities.

Unfunded Accrued Liability (UAL) – Is the amortized dollar amount needed, or projected liability, to fund past service credit earned (accrued) for members who are currently receiving benefits (retirees), active members and for future members entitled to benefits.

Unfunded Positions – A position with no supporting budget in the current fiscal year.

Zero-Based Budgeting – Zero-Based Budgeting is a budget approach that evaluates all City programs and services individually annually, and allocates budgets based on City program and service need for that specific fiscal year, from the “ground up” or “zero-based”. Budgets are not automatically carried over from prior fiscal year.

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

CAPITAL IMPROVEMENTS BUDGET
www.cityoffullerton.com
FISCAL YEAR 2023-24

CITY OF FULLERTON, CA
Fiscal Year 2023-24
Proposed Operating
& Capital Improvements Budget

Page

CIP- INTRO
CIP-1
CIP-2
CIP-8
Storm Drain System ……………………………………………………………………………………… CIP-10 CIP-14
CIP-22
CIP-26
CIP-34
CIP-44
CIP-52
Capital Improvement Program - Project Priority Schedules Public Works Department - Engineering
Traffic Signals and Safety Lighting ………………….…………………………………………..……… Public Works Department - Maintenance Services

CITY OF FULLERTON

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP)
FISCAL YEARS 2023-24 through 2027-28

TABLE OF CONTENTS
Capital Improvement Program Overview .………………………………………….………………...………………………… Street Improvements ……………………………………………………………………….……..……… Capital Improvement Program Introduction .…………………………………………........................................................

Library ....................................................................................................………………....................................

Appendix A - Glossary of the Fullerton Plan Policies Identified in "General Plan Element Section" Sewer System ...……………………….…………………………………………………………..………
Airport ………………………………………………………………………………………....……………
Public Facilities ……………………………………………………………………………………….……
Water System ...…………….……………………………………………………………………..………
Parks and Recreation Department……………………………………………………………………………….......

CIP INTRO

Capital Improvements Program (CIP) Introduction

Introduction
The Capital Improvements Program (CIP) is the City’s capital investment plan that addresses the City’s short-term and long-term infrastructure needs. The CIP Budget is adopted on an annual basis, alongside adoption of the operating budget, in accordance to a 5-Year Plan that is administered by the Public Works Department, Engineering division. The CIP is both a fiscal and planning tool that allows the City to monitor all capital project costs, funding sources, and timing.

The CIP focuses on the maintenance and rehabilitation of the City's streets, sewer, storm drain, water systems and traffic signals to ensure public health, safety, and general welfare to its residents. In addition, the CIP incorporates improvements to the City’s airport, the only general aviation airport in Orange County. The CIP also includes capital investments to City facilities such as the revitalization of the Fullerton Hunt Library, Americans with Disabilities Act (ADA) improvements, and enhancements to various Parks and Recreation facilities.

CIP Process
While the majority of the CIP involves regular maintenance projects, each year there can be unique or non-regular projects that require implementation. Addressing these projects requires identifying the appropriate type and level of funding that allows the City to continue meeting our short-term priority needs.

The CIP is developed in four (4) stages and in conjunction with the annual budget process. Project Identification or Stage 1 is the first step in the CIP which identifies potential projects or any non-regular / special projects that need to be considered. Stage 2 or Budget Identification, determines the amount of funding that is available for CIP projects.

The City utilizes both restricted and unrestricted funds to address capital infrastructure improvements such as:

• Water Fund (restricted)
• RMRA / SB1 (restricted)
• ARPA Revenue Replacement (unrestricted)

In Stage 3, Project Review, a proposal is submitted to the City’s Infrastructure and Natural Resources Advisory Committee (INRAC) to review and approve CIP projects. Lastly, Stage 4 is CIP Budget Adoption phase, in which recommendations are presented to City Council for approval and the CIP is then adopted for the upcoming fiscal year.

Stage 1 - Project
Identification
• Coordinate with City
Departments on potential
projects
• Identify short & long term
infrastructure
investments
• Identify non-regular or
special projects
Stage 2 - Budget
Identification
• Identify funding
availability by working
with City analysts and
Budget team
• Adjust projects based on
available funding
Stage 3 - Project
Review
• Present identified
projects and funding
sources to the City's
Infrastructure Resources
Advisor Committee
(INRAC)
Stage 4 - CIP Budget
Adoption
• Recommendations are
presented to City Council
as part of the Annual
Budget adoption process
• City Council approves
CIP

CITY OF FULLERTON
FISCAL YEAR 2023-24
Funding Source

RESTRICTED FUNDS
Airport Enterprise Fund
Drainage Capital Outlay Fund
Facility Capital Repair Fund
Gas Tax Fund
Infrastructure Fund
Library Foundation
Measure M2
Park Dwelling Fund
RMRA/SB1 Fund
Sewer Enterprise Fund
Traffic Mitigation Fees
Water Fund
Restricted Funds Subtotal

OTHER FUNDS
General Fund
General Fund (ARPA Revenue Replacement)
Other Funds Subtotal
GRANTS
Community Development Block Grant
Grant - Federal
Grant - State
Measure M2 Regional Grant
Grants Subtotal

TOTAL PROPOSED CIP BUDGET

0.7%
CIP-1

5.9%

0.1%
$923,000
$38,610
$41,419,550
$3,035,440 7.3%
$3,500,000 8.5%
100.0%

0.2%
$7,120,000
$100,000
$1,620,000

13.3%

1.6%

76.9%

1.9%
$675,000

1.4%
$2,441,110

3.9%
$31,858,440
$835,000 2.0%
$804,500

17.2%

2.2%
$5,500,000

40.9%
$1,500,000 3.6%
$16,950,000
$290,000

CAPITAL IMPROVEMENT PROGRAM OVERVIEW
The proposed Five-Year Capital Improvement Program (CIP), commencing July 1, 2023, and ending June 30, 2024, is presented in this section. The CIP is a planning tool for short- and long-range capital improvements and development. The CIP links Fullerton's fiscal planning process to physical development.

City projects total $41,419,550 for 2023-24. In accordance with the City's goals, the majority of the projects are programmed for design completion or a construction contract to be awarded by June 30, 2024. Capital projects still in progress at year-end will be carried over to the following fiscal year.

The CIP program utilizes a majority of restricted funds that are not available for general operations. The funding composition of the 2023-24 CIP budget is shown below. Reconstruction and rehabilitation of the City's infrastructure system and various facilities continue to be a high priority for the Five-Year CIP.

Amount
$2,025,000

0.8%
$33,000
Percent

4.9%
$320,000
$2,675,000

0.1%

6.5%
$595,000

Department: Project Priority Number: 1
Project Number: 44400 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $2,900,000 $3,600,000 $3,600,000 $3,600,000 $3,600,000 $ 17,300,000 TOTALS $2,900,000 $3,600,000 $3,600,000 $3,600,000 $3,60 0,000 $17,300,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Deficiencies and priorities are based on the Pavement Management Plan (PMP), Average Daily Traffic (ADT), maintenance service orders, conjunction with water, sewer and/or drainage projects, participation of other jurisdictions, and on bi-annual staff surveys. This is a multiyear program of reconstruction and resurfacing of the City's arterial street system. Work on these streets typically involve significant rehabilitation and will reduce the overall pavement condition deficiencies on the arterial streets.

The arterial streets scheduled to be rehabilitated in FY 23-24 are:

State College Blvd - Yorba Linda Blvd to N. City Limits Sewer, water and/or drainage funds will be contributed proportionally when these improvements are conducted concurrently with the street improvements.

Public Works - Engineering (Streets)
Ongoing - Annual Project
CIP-3

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Street Improvement Rehabilitation
None
Annual Arterial Street Program
Mobility
Policy P5.6
Citywide
RMRA/SB1
Department: Project Priority Number: 2
Project Number: 44589 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $5,500,000 $5,500,000
$1,500,000 $1,500,000
$1,250,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $ 5,250,000 $2,450,000 $2,750,000 $2,850,000 $2,950,000 $3,050,000 $ 14,050,000 $600,000 $600,000
$325,000 $325,000
TOTALS $11,625,000 $3,750,000 $3,850,000 $3,950,000 $4,0 50,000 $27,225,000 Restrictions or Deadlines Associated with Outside Funding Sources:

APRA Revenue Replacement

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Streets)
Annual Residential Street Program
Mobility
Policy P5.6
Street Improvement Rehabilitation
Citywide
Ongoing - Annual Project
Deficiencies and priorities are based on the Pavement Management Plan (PMP), Average Daily Traffic (ADT), maintenance service orders, and conjunction with water, sewer and/or drainage projects. This is a multiyear program of reconstruction and resurfacing of the City's residential and local street system. Priorities are based on water, sewer, and/or drainage projects, plus current engineering and maintenance surveys. This project includes both total and partial reconstruction for various streets throughout the City.

The residential/local streets scheduled to be rehabilitated in FY 23-24 are:

Sudene Ave - Raymond Ave to CDS
Santa Fe Ave - Raymond Ave to CDS
Hermosa Area
Firethorne Area
Rancho-Verona Area
Cannon-Shepard Area
Las Palmas Area
Costa Ct Area
Slurry Seal - Various Streets
Locations are subject to change as priorities and funding are continuously updated. Sewer, water and/or drainage funds will be contributed proportionally when these improvements are conducted concurrently with the street improvements.

CIP-4
General Fund
Infrastructure Fund
Measure M2
RMRA/SB1
Grant - CDBG
Measure M2 funds must be spent within 3 years of receipt.

Community Development Block Grant (CDBG) funding is allocated to Sudene Avenue and Santa Fe Avenue and must be spent within 3 years of receipt.

Department: Project Priority Number: 3
Project Number: 44795 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 TOTALS $500,000 $500,000 $500,000 $500,000 $500,000 $2,50 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Drainage Capital Outlay

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Streets)
Curb/Gutter & Sidewalk Reconstruction - FY 23-24
Mobility
Policy P5.6 & P5.7
Street Improvement Repair & Maintenance
Citywide
Ongoing - Annual Project
A continuing program for curb/gutter and sidewalk repair, which will improve drainage, reduce unsightly ponding, and replace damaged sidewalk. Replacing the curb/gutter will also increase the life of the adjacent asphalt concrete paving, while repairing sidewalks will reduce the City's exposure to liability.

Locations for repair are typically identified by resident and/or or staff notifications of damage.

CIP-5
None
Department: Project Priority Number: 4
Project Number: 44401 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
TOTALS $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Streets)
Pavement Management Plan Update
Mobility
Policy P5.6
Street Improvement Rehabilitation
Citywide
Ongoing - Multiyear
A continuing program involving inspecting pavement conditions of the arterial and residential/local streets. Continual inspections is required to remain eligible to receive Measure M2 funding from OCTA.

Arterial streets must be inspected at least once every two years. Residential/local streets must be inspected at least once every six years. Training and certification from OCTA is required to complete the inspections.

CIP-6
Measure M2 funds must be spent within 3 years of receipt.

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Department: Project Priority Number: 1
Project Number: 51419 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $1,500,000 $1,400,000 $1,200,000 $900,000 $700,000 $5,70 0,000 TOTALS $1,500,000 $1,400,000 $1,200,000 $900,000 $700,00 0 $5,700,000 Restrictions or Deadlines Associated with Outside Funding Sources:

This project will replace deficient and high maintenance sewer mains that have leaks, cracks, root intrusion, and settlement problems. Deficient mains have been identified in the Sewer Master Plan. PW-Maintenance prioritizes the high maintenance sewer mains and the need for replacement.

The waste discharge requirement, as required by the California Regional Water Quality Board - Santa Ana Region (Order R8- 2002-0014, dated April 26, 2002 and Order 2006-0003-DWQ, dated May 2, 2006) requires all agencies that operate sewer systems to provide sufficient capital for both the short-term and long-term sewer system deficiencies.

Anticipated projects for FY 23-24 are:

Sudene Avenue - Raymond Ave to CDS
Santa Fe Avenue - Raymond Ave to CDS
Euclid Street at UP Railroad (north of Bastanchury)
Ellis Place - Harbor Blvd to Pomona Ave
Locations are subject to change as priorities and funding are continuously updated.

Public Works - Engineering (Sewer)
Ongoing - Annual Project
Overarching
Water
CIP-9

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Sewer System Replacement
None
Annual Sewer Replacement Program
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Sewer Enterprise Fund

Department: Project Priority Number: 1
Project Number: 52591 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $1,500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $ 5,500,000 TOTALS $1,500,000 $1,000,000 $1,000,000 $1,000,000 $1,00 0,000 $5,500,000 Restrictions or Deadlines Associated with Outside Funding Sources:

This annual program provides funds for storm drain construction and repair, including pipe lining. This work also covers items that need immediate repair and are beyond the scope of the City's maintenance crews. It may also include smaller projects identified in the Storm Drain Master Plan.

Anticipated projects for FY 23-24 are:

Repair and/or lining of existing corrogated metal pipe (CMP).

Repair and/or reconstruction of damaged catch basins and junction structures.

Video inspection of existing facilities to determine current pipe condition.

Emergency repair of drainage systems during rainy season.

Public Works - Engineering (Storm Drain)
Ongoing - Annual Project
Overarching
Water
CIP-11

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Storm Drain System Repair & Maintenance
None
Annual Miscelaneous Storm Drain Repair
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Drainage Capital Outlay
Department: Project Priority Number: 2
Project Number: 52698 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $25,000 $100,000 $100,000 $225,000
$175,000 $175,000 $350,000
TOTALS $25,000 $275,000 $275,000 $0 $0 $575,000
Restrictions or Deadlines Associated with Outside Funding Sources:

The M2 Environmental Clean-Up Grant requires the City to fund and maintain the installed debris screens for ten years after award of the grant.

CIP-12
A multiyear program to install inlet screens, and various other trash and debris screens within catch basin throughout priority areas of the City.

On April 7, 2015, the State Water Resources Control Board adopted the Statewide Trash Amendments to the Water Quality Control Plan for Ocean Waters of California to address the significant trash pollution in California’s waters. These amendments, collectively called “the Trash Provisions,” require that cities install, operate and maintain Full Capture Systems in catch basins located in Priority Land Uses to effectively capture 100% of trash generated. Priority Land Uses include high-density residential, industrial, commercial, mixed urban and public transportation.

The City has previously applied for, and received OCTA M2 Environmental Clean-Up Fund grants to purchase and install these various screens. The City is currently at 83% compliance with the requirements and ahead of schedule to meet the requirements. Staff will use FY 2023-24 to evaluate the remaining catch basins in the Priority Land Use area to ensure each catch basin can be fitted with a screen and therefore avoid issues with potential grant funding.

A requirement of these grants is ongoing maintenance of the screens.

Drainage Capital Outlay
Measure M2 Environ. Cleanup Grant
Ongoing - Multiyear

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Storm Drain)
Catch Basin Connector Pipe Screens
Growth Management
Overarching
Water
Policy OAP1, P7.5 & P20.7
Storm Drain System Repair & Maintenance
Citywide
Department: Project Priority Number: 3
Project Number: TBD Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $1,000,000 $1,000,000 $1,000,000 $3,000,000
$1,000,000 $1,000,000 $1,000,000 $3,000,000
TOTALS $0 $0 $2,000,000 $2,000,000 $2,000,000 $6,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

None
CIP-13
The City is currently in the process of updating the Master Drainage Plan. The plan will study the City's existing storm drain systems and provide recommendations for construction of new storm drain systems and/or modifications of existing systems.

Future projects will be one of the recommended projects.

Drainage Capital Outlay
Unfunded
Ongoing - Annual Project

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Storm Drain)
Drainage Master Plan Improvement Project
Growth Management
Overarching
Water
Policy OAP1, P7.5 & P20.7
Storm Drain System New Improvement
Citywide

Department: Project Priority Number: 1
Project Number: 53250 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $14,705,000 $13,200,000 $14,600,000 $13,800,000 $13,800 ,000 $70,105,000 TOTALS $14,705,000 $13,200,000 $14,600,000 $13,800,000 $ 13,800,000 $70,105,000 Restrictions or Deadlines Associated with Outside Funding Sources:

This is a multi-year program to replace aging water mains in the City's water distribution system. The City has approximately 423 miles of pipeline. Much of the City's water mains have been operating beyond their design service life. The City of Fullerton's oldest water mains were constructed in the 1910s. Over the years, many deteriorating pipes have experienced multiple leaks and breaks.

The Water Rate Study in 2019 recommended an accelerated replacement cycle. The study noted that over 50% of the City's 423 miles of pipes are over 50 years old and should be replaced. In 2019, the City approved a 5-year water rate adjustment schedule to support the annual replacement of 3, 3, 5, 7, and up to ultimately 9 miles of water mains in FY 2024.

Funding from FY 2023-24 will provide for the following project areas:
- Coronado Area - Cannon-Sheppard - Crown Area - Firethorne Area - Sunny Hills-Twilight Area - Rancho-Verona Area These locations are subject to change as priorities are continuously updated.

NB: This CIP is underfunded due to limited available budget and in an effort to accomodate other critical water infrastructure needs. $19.8M annually is required to meet projected water main replacement projects. The currently available budget can only fund approximately 7 miles of water main replacements in FY 2024, rather than the original 9- mile goal.

Public Works - Engineering (Water)
Ongoing - Annual Project
CIP-15

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Water System Repair & Maintenance
None
Water Main System Replacement & Upgrade
Water
Policy P19.4 & P19.5

CITYWIDE
Water Fund
Department: Project Priority Number: 2
Project Number: 53045 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $295,000 $295,000
$505,000 $505,000
TOTALS $800,000 $0 $0 $0 $0 $800,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-16
Grant - State
Urban and Multibenefit Drought Relief Grant Program, the well will need to be rehabilitated, equipped, and returned to service no later than July 31, 2024 to meet the grant’s deadline.

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Water)
Well 6 Rehabilitation
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
City of Fullerton Water Main Plant
Fall 2024
This program is to assess and rehabilitate the City wells. The City operates 8 wells with the oldest constructed in 1927. Most of these wells have had recurring problems with water quality due to the nature of the well construction typical of the era. In order to continue supplying reliable groundwater, proper well maintenance procedures require the wells to be video inspected and assessed for condition and rehabilitated once every ten years. Maintaining these wells is economically beneficial to the City as groundwater is more cost effective compared to imported treated surface water. Rehabilitation will extend the life of these wells before expensive replacement is needed.

Funding for the rehabilitation of well 6 is spread over multiple years:

FY 2023-2024: Design
FY 2024-2025: Equip well with motor, pump, and conversion to water-lubrication Department: Project Priority Number: 3
Project Number: 53023 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $1,500,000 $1,000,000 $1,000,000 $1,250,000 $1,250,000 $ 6,000,000 TOTALS $1,500,000 $1,000,000 $1,000,000 $1,250,000 $1,25 0,000 $6,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Water)
PFAS Management
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance

CITYWIDE
Ongoing - Multiyear
Per- and Polyfluoroalkyl substances (PFAS) are man-made chemicals that have been detected in a number of wells in Orange County, including the City of Fullerton. The Division of Drinking Water (DDW) regulations continue to evelove and currently Notification Levels (NLs) and Response Levels (RLs) are required for four PFAS constiuents, Perflurooctanoic acid (PFOA) and Perfluorooctanesulfonic acid (PFOS), Perfluorobutane sulfonate (PFBS) and Perfluorohexane sulfonate (PFHxS). Groundwater that exceeds the NL(s) require notification to governing bodies of agencies receiving the supplied drinking water while DDW recommends any groundwater wells that exceed the RLs be removed from service. The City has had to remove one high- producing well from service due to this order, with future testing and regulatory changes possibly removing other wells from service.

The PFAS program will fund the required actions needed for the City to manage and treat PFAS in the groundwater. This may include, but not be limited to, procuring funding mechanisms, land acquisition, treatment plant(s) design and construction, permit acquisition, monitoring and testing activities, modifications and upgrades to existing infrastructure, operations and maintenance costs including resin and media purchases, etc.

Some projects will be managed by Orange County Water District (OCWD) and the City will be responsible for reimbursing OCWD for the improvements to the affected wells and plants. Reimbursements will be made from this project.

Sub-projects may be created as needed. Additional funding will be requested as needs are developed.

CIP-17
None
Department: Project Priority Number: 4
Project Number: 53781 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 TOTALS $250,000 $250,000 $250,000 $250,000 $250,000 $1,25 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-18
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Water)
Water System SCADA Upgrade
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance

CITYWIDE
Ongoing - Multiyear
The City's Supervisory Control and Data Acquisition (SCADA) system is used by the water division to monitor and control the distribution of its drinking water. It is used to operate wells and pumps, monitor tank levels, system pressure, and water flow, and record historical data. The last major SCADA system upgrade occurred in 2008. The server, programmable logic controllers (PLC), radios, and other components have aged beyond their useful life and need be replaced. Many parts have failed or have had issues in recent years.

In 2019, the Risk Resiliency Assessment per the America's Water Infrastructure Act (AWIA) has identifi ed deficiencies in the City's SCADA system that will need to be addressed.

In 2020, $500,000 was allocated to perform some necessary upgrades. In previous years, an assessment was performed on the existing system and deficiencies evaluated. A preliminary cost estimate of $1,700,000 was determined to be needed to repair these deficiencies if the upgrades were to be perfomed in 2021/2022. These upgrades will be performed over multiple years due to limited staffing resources and the final cost will be inflated to match.

Department: Project Priority Number: 5
Project Number: 53018 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $250,000 $250,000 $500,000
TOTALS $0 $250,000 $0 $250,000 $0 $500,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Water)
Construction Debris Recycling
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance

CITYWIDE
Ongoing - Multiyear
Prior to 2015, the Water Transmission & Distribution Division funded approximately $100,000 per year to dispose of asphalt, concrete, and native soils generated by the repair of water main breaks at a local landfill. In addition, the Water Transmission & Distribution Division expended approximately $45,000 on an annual basis to purchase aggregate base for backfilling the trench when repairing the water main breaks. Starting in 2015, in an effort to become more environmetally and fiscally responsible, the Water Division began recycling the spoils and crushing the asphalt and concrete into miscellaneous base, replacing the imported aggregate base backfill material. By adopting this operation, the City has drastically reduced the need for import aggregate base material and the amount of exported material that resulted from the City’s water main repairs. Other public works divisions have also benefited from this effort as they have also used the recycled material.

CIP-19
None
Department: Project Priority Number: 6
Project Number: 53626 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $3,400,000 $3,400,000
TOTALS $0 $3,400,000 $0 $0 $0 $3,400,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Water)
Upgrade & Rehabilitation of City Reservoirs
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance

CITYWIDE
Ongoing - Multiyear
This program is to upgrade and rehabilitate water reservoirs, including cleaning and inspecting the reservoir for assessment, restoration of damaged interior and exterior coatings, and repair of piping deterioration from corrosion and normal aging. Many of the City's water reservoirs were built in the 1960's. The service life of these reservoirs is 50-75 years depending on construction type and maintenance schedule. A rehabilitation/upgrade program will ensure the City's reservoirs are able to provide another 20 years or more of service.

Funding will be for rehabilitation at the following reservoirs:

FY 2024-25: Coyote Reservoir - An above-ground nested concrete reservoir constructed in 1958. It requires structural rehabilitation and safety upgrades per Cal/OSHA and Health Department. The overflow pipe is corroded. Additional funding may be required after assessment from a consultant. Pre-design began in FY 2021-22, and construction is estimated to take place in FY 2024-25.

This location is subject to change as priorities are continuously updated.

CIP-20
None
Department: Project Priority Number: 7
Project Number: 53002 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $200,000 $225,000 $250,000 $275,000 $300,000 $1,250,000 TOTALS $200,000 $225,000 $250,000 $275,000 $300,000 $1,25 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Water)
Miscellaneous Distribution System Improvements
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance

CITYWIDE
Ongoing - Annual Project
This program is to repair or replace valves, vaults, large meters, and other miscellaneous structures required for operating a water distribution system.

The vaults scheduled for repair pose safety hazards to the maintenance crew due to their layout and are not compliant per new Cal/OSHA regulations for confined space access.

The valves requiring replacement are broken and cannot close completely. The poor condition of the valves cause more customers to be out of service when a water shutdown is required, whether for construction of new development or for emergencies (e.g., water main breaks).

The large meters serve multifamily, commercial, and industrial properties. The City has a maintenance program that tests for the accuracy of these meters and verifies that the City is collecting the correct revenue from its customers. Older meter assemblies were not installed with the ability to be tested. The large meter replacement schedule priorities are based on the highest water users whose meters are not testable.

CIP-21
None

Department: Project Priority Number: 1
Project Number: 49015 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2021-22 Funding:

Airport Enterprise Fund 100,000 $
FY 2022-23 Funding:

Grant - Federal 250,000 $

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $200,000 $200,000
$22,500 $22,500
TOTALS $222,500 $0 $0 $0 $0 $222,500
Restrictions or Deadlines Associated with Outside Funding Sources:

Grant - State
Project will replace the existing Pulse Light Approach Slope Indicator (PLASI) system for Runway 6 with a modern Precision Approach Path Indicator (PAPI). These systems are navigational aids to assist pilots on approach to the runway by providing a lighted indicator that they are above or below or on the established glideslope. Upgrading to the PAPI system will also involve upgrading the existing electrical system supporting the system.

The City must provide project design plans for FAA review and approval as part of the FAA grant application. The Airport Enterprise Fund has funded the plan development and associated staff administration costs as part of the FY 2021-22 budget.

These costs are eligible for reimbursement as part of the approved total grant funding amount. The FAA has programmed the grant for Federal Fiscal Year 2022-23. The Federal FAA grant will cover 90% of the project costs, Caltrans Aviation (State) grants are available that match 5% of the FAA grant, with the City responsible for the remaining costs.

Public Works - Airport
Winter 2023
CIP-23

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Airport Replacement
Grant funds are restricted to eligible project costs only.

Runway Precision Approach Path Indicator
Public Safety
Policy P12.8
Airport
Grant - Federal
Department: Project Priority Number: 2
Project Number: 49017 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $33,000 $33,000
$540,000 $540,000
$27,000 $27,000
TOTALS $600,000 $0 $0 $0 $0 $600,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-24
Grant - Federal
Grant - State
Grant funds are restricted to eligible projects only.

Airport Enterprise Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Airport
Perimeter Fencing Enhancement
Public Safety
Policy P12.8
Airport Repair & Maintenance
Airport
Summer 2024
The northerly perimeter of the Airport is secured by an eight foot high chain link fence and access controlled gates. To enchance security along this perimeter, barbed wire strands will be added to the top of fencing.

The City must provide project design plans for FAA review and approval as part of the FAA grant application. The Airport Enterprise Fund will fund the plan development and associated staff administration costs but these costs are eligible for reimbursement as part of the approved total grant funding amount. The Federal FAA grant will cover 90% of the project costs, Caltrans Aviation (State) grants are available that match 5% of the FAA grant, with the City responsible for the remaining costs.

Department: Project Priority Number: 3
Project Number: TBD Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $100,000 $100,000
$2,000,000 $2,000,000
$100,000 $100,000
TOTALS $0 $0 $2,200,000 $0 $0 $2,200,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-25
Grant - Federal
Grant - State
Grant funds are restricted to eligible project costs only.

Airport Enterprise Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Airport
South Aircraft Parking Ramp Pavement Rehabilitation
Public Safety
Policy P12.8
Airport Repair & Maintenance
Airport
Summer 2026
Rehabilitiation of the approximately 1,000,000 SF of existing asphalt concrete pavement. Work is expected to involve grind and overlay of the pavement. Pavement striping and markings will be reinstalled at the conclusion of the project.

Project costs include design, construction, inspection and administration.

Funding will be provided by FAA Grant (Federal) and Caltrans Aviation Grant (State). The Federal FAA grant will cover 90% of the project costs, Caltrans Aviation (State) grants are available that match 5% of the FAA grant, with the City responsible for the remaining costs.

Department: Project Priority Number: 1
Project Number: 46930 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $135,000 $135,000 $140,000 $140,000 $550,000
$100,000 $100,000
TOTALS $100,000 $135,000 $135,000 $140,000 $140,000 $650, 000 Restrictions or Deadlines Associated with Outside Funding Sources:

Install traffic safety and calming devices at various locations identified as "high incident" or "school impact zones" within the City.

Improvements may include variable speed feedback signs, upgraded pedestrian pushbuttons, warning signs, lane marking upgrades, and/or signal timing modifications as necessary. Staff intends to propose these improvements in an all out effort to best maintain overall motorist, bicyclist, and pedestrian safety.

Anticipated projects for FY 23-24 are:
- Continued Modifications of Traffic Signal Timings Citywide - Safety Assesments of Local Schools
- Associated signage/striping improvements based on findings Public Works - Engineering (Traffic)
Ongoing - Multiyear
CIP-27

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Traffic Signal & Safety Lighting Replacement
None
Multi-Modal Safety Enhancement Program
Mobility
Policy P5.6, P5.7, P5.8 & P5.9
Citywide
Gas Tax
Traffic Mitigation Fees
Department: Project Priority Number: 2
Project Number: 46027 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $105,000 $105,000 $115,000 $115,000 $440,000
$200,000 $105,000 $105,000 $115,000 $115,000 $640,000
TOTALS $200,000 $210,000 $210,000 $230,000 $230,000 $1,08 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-28
Measure M2
Measure M2 funds must be spent within 3 years of receipt.

Gas Tax

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Traffic)
Traffic Signal Operation Enhancement/Maintenance &
Equipment Replacement Program
Mobility
Policy P5.6
Traffic Signal & Safety Lighting Replacement
Citywide
Ongoing - Multiyear
Potential modification to traffic signal operations including, but not limited to, the addition of protective/permissive phasing, lead/lag phasing, or phase overlaps to improve traffic progression and reduce delay. Replacement of antiquated equipment including traffic signal controller cabinets, video & bicycle detection systems, and other miscellaneous traffic signal hardware.

Phased replacement of 8-inch signal heads, traffic signal luminaires, and pedestrian push buttons at various intersections.

Additionally, this project aims to maintain the continued operation and progression of vehicle flow on numerous priority corridors that have previously been synchronized in cooperation with OCTA, Caltrans, and neighboring cities.

Anticipated projects for FY 23-24 are:
- Citywide Replacement of Existing 8-inch signal heads
- Citywide Replacement of Existing Traffic Signal Luminaires - Coninued Replacement of Failed Video Detection Systems Department: Project Priority Number: 3
Project Number: 46621 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $150,000 $170,000 $180,000 $190,000 $690,000
$325,000 $150,000 $170,000 $180,000 $190,000 $1,015,000 TOTALS $325,000 $300,000 $340,000 $360,000 $380,000 $1,70 5,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-29
Measure M2
Measure M2 funds must be spent within 3 years of receipt.

Gas Tax

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Traffic)
Installation of New Traffic Signals & Rectangular Rapid Flashing Beacons
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting New Improvement
Citywide
Ongoing - Multiyear
This project consists of installing new traffic signals or rectangular rapid flashing beacons (RRFB's) at various locations throughout the City. Locations are established as warranted based on criteria established in the California Manual of Uniform Traffic Control Devices (CAMUTCD). Additional considerations may be given based on studies of current traffic volumes, accident history, and other factors. The results of these studies may indicate warrants/requirements for a new traffic signal are not met, whereas, the installation of RRFB's may be recommended.

Anticipated traffic signal projects are:

State College Boulevard and Kimberly Avenue
Euclid Street and Rosecrans Avenue
Additional locations may be determined if appropriate studies indicate requirements for a traffic signal are met.

Department: Project Priority Number: 4
Project Number: 46034 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2022-23 Funding:
110,274 $
110,274 $
1,122,192 $
60,000 $

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $6,480 $6,480 $12,960
$25,920 $25,920 $51,840
TOTALS $32,400 $32,400 $0 $0 $0 $64,800
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-30
Gas Tax
Measure M2
Measure M2 Regional
Traffic Mitigation Fees
Measure M2 Regional
Measure M2 funds must be spent within 3 years of receipt.

Measure M2
Traffic Signal & Safety Lighting Replacement
Euclid Street - City Limits
Summer 2026
A multi-jurisdictional project through Orange County Transportation Authority's (OCTA) Project P/Regional Traffic Signal Synchronization Program (RTSSP). The Euclid Street project from La Habra Boulevard in the City of La Habra, through the cities of Fullerton, Anaheim, Garden Grove, Santa Ana, and Caltrans jurisdiction, culminating at the I-405 freeway in the City of Fountain Valley. Total corridor length is 16.8 miles and involves 67 signalized intersections of which 13 are in the City of Fullerton.

The City of La Habra is lead agency on this project with participation from the City of Fullerton. Agencies are required to provide 20 percent matching funds. Total cost for the 3-year project is $5,807,142.00, which includes $4,645,714.00 (approximately 80% of the project cost ) funded by OCTA. Total project cost within the City of Fullerton amount to $1,467,540.00 of which Fullerton's match dollar is $293,508.00. 1st year costs total $280,548.00 with 2nd & 3rd year costs totaling $12,960.00 for ongoing Maintenance & Operations. As part of the project, Fullerton will receive new cabinet assemblies, controllers, CCTV cameras, fiber optic interconnect, video detection, and ethernet wireless communication at affected intersections. New timing and coordination patterns will also be developed and implemented at all signalized intersections within the project limits.

Ongoing maintenance and operation are included as part of the overall cost and extend 2-years beyond the project completion date.

Policy P5.1 & P5.6

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Traffic)
Euclid Street Regional Traffic Signal Synchronization
Program
Mobility
Department: Project Priority Number: 5
Project Number: 46035 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2022-23 Funding:
34,560 $
34,560 $
516,480 $
60,000 $

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $3,960 $3,960 $7,920
$12,690 $12,690 $25,380
TOTALS $16,650 $16,650 $0 $0 $0 $33,300
Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2 funds must be spent within 3 years of receipt.

CIP-31
Traffic Signal & Safety Lighting Replacement
Yorba Linda Boulevard - City Limits
Spring 2025
A multi-jurisdictional project through Orange County Transportation Authority's (OCTA) Project P/Regional Traffic Signal Synchronization Program (RTSSP). The Yorba Linda Boulevard project from State College Boulevard in the City of Fullerton, easterly through the cities of Fullerton, Placentia, Yorba Linda, and Caltrans jursidiction, culminates at Oak Canyon Drive in the City of Anaheim. The corrodor is 11 miles in length and involves 47 signalized intersections of which 7 are in the City of Fullerton.

The City of Yorba Linda is lead agency on this project with participation from the City of Fullerton Agencies are required to provide 20 percent matching funds. Total cost for the 3-year project is $4,323,312.00, which includes $3,458,649.60 (approximately 80% of the project cost) funded by OCTA. Total project cost within the City of Fullerton amount to $678,000.00 of which Fullerton's match dollar is $135,600.00. 1st year costs total $129,120.00 with 2nd & 3rd year costs totaling $7,920 for ongoing Maintenance & Operations. As part of the project, Fullerton will receive new cabinet assemblies, controllers, CCTV cameras, fiber optic interconnect, video detection, and ethernet wireless communication at affected intersections. New timing and coordination patterns will also be developed and implemented at all signalized intersections within the project limits.

Ongoing maintenance and operation are included as part of the overall cost and extend 2-years beyond the project completion date.

Gas Tax
Measure M2
Measure M2 Regional
Traffic Mitigation Fees
Measure M2
Measure M2 Regional
Policy P5.1 & P5.6

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Traffic)
Yorba Linda Boulevard Regional Traffic Signal
Synchronization Program
Mobility
Department: Project Priority Number: 6
Project Number: 46036 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2022-23 Funding:
140,000 $

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $220,000 $140,000 $360,000
TOTALS $220,000 $140,000 $0 $0 $0 $360,000
Restrictions or Deadlines Associated with Outside Funding Sources:

None
CIP-32
Traffic Signal & Safety Lighting New Improvement
Citywide
Summer 2025
To date, the City has installed forty-seven (47) new Intelight traffic signal controllers. This will result in a remaining balance of 113 controllers out of 160 signalized intersections still requiring replacement. It is staff's intention to replace the remaining controllers - allowing for spare controllers for emergency replacements - over a period of three years.

The new controllers will replace antiquated controllers and controllers that are currently incapable of communicating with the City's Traffic Signal Master Computer. These new controllers are also non-proprietary in nature and capable of communicating with a multitude of traffic management software. The end product is a lower cost controller which allows the City greater flexibility when obtaining technical support or utilizing other software platforms.

In addition, a necessary expansion of the existing Traffic Management Center (TMC) will require new software, hardware and communication equipment, to manage future demand on the citywide traffic signal system. Staff forsees both an increase in the number of signals to be added to the network in the next 5-years and a heavier workload forced onto existing servers that are considered antiquated to utilize new and necessary technology. These improvements will be necessary in year two of the three year program.

Gas Tax
Gas Tax
Policy P5.3 & P5.6

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Traffic)
Traffic Management Center (TMC) System Expansion
Mobility
Department: Project Priority Number: 7
Project Number: 47003 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $100,000 $100,000 $100,000 $100,000 $100,000 $500,000
$183,000 $183,000
TOTALS $283,000 $100,000 $100,000 $100,000 $100,000 $683, 000 Restrictions or Deadlines Associated with Outside Funding Sources:

Policy P5.3 & P5.6

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Engineering (Traffic)
Annual Street Light Conversion Project
Mobility
Traffic Signal & Safety Lighting New Improvement
Citywide
Ongoing - Multiyear
In an effort to update street lights citywide, the City will be looking to prepare a Street Light Master Plan. The Street Light Master Plan will set forth methods in which the City can seek to update the existing street light system that has become outdated.

The City will be receiving a federal grant for $183,000 to proceed with this project.

Gas Tax
Grant - Federal
None
CIP-33

Department: Project Priority Number: 1
Project Number: 55022 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $95,000 $95,000 $95,000 $95,000 $95,000 $475,000
TOTALS $95,000 $95,000 $95,000 $95,000 $95,000 $475,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-35

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Facility Repair & Maintenance
None
Annual Unanticipated Maintenance Costs
Community Development & Design
Policy P1.5
Various Locations
Facility Capital Repair
For unforeseen repairs that exceed routine building maintenance costs but are not included in the regular facility capital repair schedule.

Recent unforeseen projects include:

Brea Dam Building 2 Hazardous Material Abatement
Public Works - Maintenance
Ongoing - Annual Project
Department: Project Priority Number: 2
Project Number: 55052 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $200,000 $200,000 $225,000 $225,000 $225,000 $1,075,000 TOTALS $200,000 $200,000 $225,000 $225,000 $225,000 $1,07 5,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Annual Facility Maintenance Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
For programmed and scheduled repairs that exceed routine building maintenance costs. Typically projects that require outside contractors.

Programmed projects include:

Plumbing repairs and maintenance at various buildings
HVAC equipment replacement at various buildings
Electrical panel replacements at various buildings
Fire sprinkler repairs, equipment replacement at various buildings Muckenthaler - Window restoration, railing restoration.

These projects are subject to change as priorities are continously updated.

CIP-36
None
Department: Project Priority Number: 3
Project Number: 55044 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $100,000 $100,000 $100,000 $100,000 $100,000 $500,000
TOTALS $100,000 $100,000 $100,000 $100,000 $100,000 $500, 000 Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Annual Building Painting Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
Paint the interior and/or exterior of buildings as determined on a yearly inspection basis.

Programmed projects include:

City Hall (Exterior)
Police Department (Exterior)
Issac Walton Cabin
These projects are subject to change as priorities are continously updated.

CIP-37
None
Department: Project Priority Number: 4
Project Number: 55045 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $75,000 $100,000 $100,000 $100,000 $100,000 $475,000
TOTALS $75,000 $100,000 $100,000 $100,000 $100,000 $475,0 00 Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Annual Building Flooring Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
Install new flooring/carpeting in buildings as determined on a yearly inspection basis.

Programmed projects include:

City Hall 3rd Floor Lobby areas
These projects are subject to change as priorities are continously updated.

CIP-38
None
Department: Project Priority Number: 5
Project Number: 55049 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $125,000 $100,000 $100,000 $100,000 $100,000 $525,000
TOTALS $125,000 $100,000 $100,000 $100,000 $100,000 $525, 000 Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Annual Building Roofing Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
Install new roofing and/or repair existing roofing on buildings as determined on a yearly inspection basis.

Programmed projects include:

Fire Station 1 - Administration
Fire Station 1 - Bay Overhangs
Brea Dam Building 2
HOPE Center (Repairs)
Basque Yard Maintenance Buildings
These projects are subject to change as priorities are continously updated.

CIP-39
None
Department: Project Priority Number: 6
Project Number: 55057 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $150,000 $250,000 $250,000 $250,000 $250,000 $1,150,000 TOTALS $150,000 $250,000 $250,000 $250,000 $250,000 $1,15 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Annual Citywide ADA Improvements
Community Development & Design
Policy P1.13
Public Facility Rehabilitation
Various Locations
Ongoing - Annual Project
The City has completed updating the federally required Americans with Disabilities Act (ADA) Transition Plan and Self Evaluation. This plan is required by every public entity in the United States with 50 or more employees. The Transition Plan identifies locations and improvements that do not meet current standards and requirements. The locations may be legally allowed as they met the regualtions at the time of construction, but since regulations evolve over time, the locations may not meet current regulations and therefore should be scheduled for updates.

The City should make efforts to improve accessibility on a regular basis. Currently, the City addresses accessibility on all applicable CIP projects (i.e. curb ramps, sidewalk repairs, path of travel modifications, ramp construction, restroom renovations, etc.), but this project allows the City to increase the work on City facilities such as parking lots, buildings, general signage, etc. throughout the various City facilities.

Programmed projects include:

Parking lot ADA parking stall renovations
Restroom renovations
Curb ramp construction and updates
Sidewalk and path of travel repairs and construction
CIP-40
None
Department: Project Priority Number: 7
Project Number: 55053 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2021-22 Funding:

Facility Capital Repair 25,000 $
Grant - CDBG 25,000 $
FY 2022-23 Funding:

Infrastructure Fund 500,000 $

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $385,000 $385,000
TOTALS $385,000 $0 $0 $0 $0 $385,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-41
None
Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Fullerton Transportation Center ADA Improvements
Community Development & Design
Policy P1.13
Public Facility Rehabilitation
Transportation Center, 120 E. Santa Fe Avenue
Winter 2024
As part of a settlement agreement with the Department of Justice, multiple Amtrak stations are required to implement improvements to provide facilities that meet the current American with Disabilities Act (ADA). Fullerton is included as one of the locations. Since the City owns the property (leases the building to Amtrak), the City is responsible to complete the improvements.

Improvements are expected to include upgrades to the building and restroom, directional signage, parking stalls, signage, removal of obstructions, curb ramps, path of travel slopes, handrail modifications, etc.

Improvements are being phased over three years. Phase 1 was completed in FY 21-22 and involved small scale improvements that were accompilshed by staff such as determination of scope of improvements, signage replacement and installation, striping revisions, etc. Phase 2 completed in FY 22-23 involved design of restroom upgrades, parking stall modifications, curb ramp reconstruction, ramp reconstruction, drinking fountain replacement, etc. Phase 3 is scheduled for FY 23-24 and will involve the majority of the construction activitities.

Department: Project Priority Number: 8
Project Number: 55061 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $120,000 $120,000
TOTALS $120,000 $0 $0 $0 $0 $120,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-42
None
General Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Human Resources Office Renovation
Community Development & Design
Policy P1.5
Public Facility Rehabilitation
City Hall, 303 W. Commonwealth Avenue
Spring 2024
Improvements will involve remodeling the front section of the Human Resources offices at City Hall. The improvments will involve removal of the existing counter and open cubicles; replacement of the flooring, construction of three new office spaces; lighting modifications; painting; plus electrical and IT modifications.

The remodel will provide a more secure work environment and private office spaces for Human Resource staff.

Work is funded through Department cost savings.

Department: Project Priority Number: 9
Project Number: 55450 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $650,000 $750,000 $750,000 $750,000 $750,000 $3,650,000 TOTALS $650,000 $750,000 $750,000 $750,000 $750,000 $3,65 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Public Works - Maintenance
Infrastructure Repair & Replacement - Public Facilities Community Development & Design
Policy P1.5
Public Facility Rehabilitation
Various Locations
Ongoing - Annual Project
The City has over 30 buildings and facilities with a range of ages. Many buildings are in need of significant repairs, upgrades and renovation to maintain functionally for both staff and public.

Potential projects include:

Fire Station 1 - Building Renovation (multi-year improvements) Fire Stations - Bay Door Replacements
Fire Station 3 - Hose Tower Reconstruction
Police Department - Jail Renovation
Police Department - Women's Locker Room Renovation
Police Department - Parking Lot Vehicle Canopy
Police Department - Mural Room Repairs
Police Department - Sunken Courtyard Rehabilitation
City Parking Lots - Pavement Rehabilitation
Maintenance Yard - Storage Yard Wall and Fencing
Indepedence Park Pool - Equipment Replacement
Muckenthaler - Concrete parking area rehabilitation
These projects are subject to change as priorities are continously updated.

CIP-43
None

Department: Project Priority Number: 1
Project Number: 56023 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $110,000 $110,000
TOTALS $110,000 $0 $0 $0 $0 $110,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-45
No restrictions at this time.

Library Foundation

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Library
Library Conference Center Technology Upgrade
Community Involvement
Policy P18.4
Library Replacement
Main Library, 353 W Commonwealth Ave
Winter 2023
Project improvements will upgrade existing equipment in the Library Conference Center with a laser projector, HD projector screen, microphones, theater surround sound system, cameras for remote conference meetings, camera for recording and live streaming of library programming, touchpad for activation of equipment, peripheral connection multi-access point, and wireless streaming hub.

Department: Project Priority Number: 2
Project Number: 55062 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $250,000 $250,000
$100,000 $100,000
$150,000 $150,000
TOTALS $500,000 $0 $0 $0 $0 $500,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-46
Infrastructure Fund
Library Foundation
The California State Library’s Building Forward #2 Grant requires a 50% match.

Grant - State

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Library
Library Elevator Refurbishment
Community Development & Design
Policy P1.5
Library Replacement
Main Library, 353 W Commonwealth Ave
Winter 2023
The Library has two elevators serving the public and staff. Due to their advanced age, parts for service and replacement are increasingly more expensive and difficult to find. The elevators are an essential part of the Library operations, therefore refurbishment and updating of parts for the elevator cabs and associated mechanical equipment is recommended to provide consistant operation and reduced service costs.

Funding is available from The California State Library’s Building Forward #2 Grant, but will require a 50% match.

Department: Project Priority Number: 3
Project Number: 56024 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $140,000 $140,000
TOTALS $140,000 $0 $0 $0 $0 $140,000
Restrictions or Deadlines Associated with Outside Funding Sources:

The library's materials current sorter needs replacement due to a number of factors, primarily being high noise level issues and various wearing/worn out components that are currently and/or soon to be unsupported for critical updates in the future. Please note, the current sorter is averaging 81+ decibels of sound and that extended exposure over 85 decibels can cause hearing loss. The new materials sorter will also allow for increased productivity as it will sort at a faster rate with less misfiles or errors that cause delays.

Library
Winter 2023
CIP-47

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Library Replacement
No restrictions at this time.

Library Material Sorter Replacement
Community Development & Design
Policy P1.5
Main Library, 353 W Commonwealth Ave
Infrastructure Fund
Department: Project Priority Number: 4
Project Number: 55060 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $30,000 $30,000
TOTALS $30,000 $0 $0 $0 $0 $30,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-48
Must be completely spent by 4/30/2024.

Library Foundation

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Library
Hunt Library Technology Revitalization
Community Development & Design
Policy P1.5
Library New Improvement
Hunt Library, 201 S. Basque Avenue
Winter 2023
The Hunt Library is currently under significant renovation that will include providing library services. The space for the library services will be more confined as a large portion of the building will be available for other uses by the City, local community groups and/or future space rental. As such, the library space will need a mobile approach with equipment such as laptops, charging kiosks, and other like items to best provide for the community and patron needs.

The remaining area of the building also needs new audio visual equipment including, projector, speakers, image screen, and other supporting equipment to prepare it for any needs from the city, local community, or future rentals.

Department: Project Priority Number: 5
Project Number: TBD Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $25,000 $25,000
$75,000 $75,000
TOTALS $0 $100,000 $0 $0 $0 $100,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-49
Unfunded
The funds are held by the Library Foundation as it was an anonymous donation for the children's area to be used for renovation.

Library Foundation

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Library
Library Children's Preschool & Primary Area
Revitalization Project
Community Development & Design
Policy P1.5
Library Rehabilitation
Main Library, 353 W Commonwealth Ave
Spring 2025
The library's preschool and primary area needs various improvements to keep patrons happy and safe in an inclusive and welcoming section of the of the library. The preschool and primary area improvements will include new seating and lounging furniture to better meet library patron's needs to allow for more mobile and fluid child movement. Also needed are new developmental play furnishings and items that induce mentally and physically stimulating play that supports newer studies in early childhood development.

Department: Project Priority Number: 6
Project Number: TBD Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $100,000 $100,000
TOTALS $0 $0 $100,000 $0 $0 $100,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-50
No Restrictions at this time.

Unfunded

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Library
Library Young Adult Area Improvements and Expansion
Community Development & Design
Policy P1.5
Library Rehabilitation
Main Library, 353 W Commonwealth Ave
Spring 2026
The Young Adult Area (Teen/Tween Zone) requires additional space and function to better serve the library's growing teen/tween patrons and materials. The area is to be a safe space where teens/tweens can safely and comfortably gather, have focused programming, and other activities. New furniture and shelves would allow for better placement of library materials and movement as well as places for studying/projects/research. The Teen/Tween Zone will also have the capability to host makerspace and other interactive/STEAM based library activities and projects.

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Department: Project Priority Number: 1
Project Number: 54055 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $350,000 $350,000
$100,000 $100,000
TOTALS $450,000 $0 $0 $0 $0 $450,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-53

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Parks Rehabilitation
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Valencia Park Improvements
Parks & Recreation
Policy P15.2
Valencia Park, 2425 W. Valencia Ave
Grant - CDBG
Park Dwelling Fund
This project will provide general park improvements and upgrades to park amenities. Improvements shall include walkway and basketball court repair, ADA compliance upgrades, replacement of drinking fountain, restroom rehabilitation, new shade structure, tables and benches and other miscellaneous work. This project will be partially funded by CDBG fund and is within the Parks & Recreation Department's work plan goal to focus on improvements to exitsting park amenities.

Parks and Recreation
Fall 2024
Department: Project Priority Number: 2
Project Number: 54490 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $175,000 $175,000 $175,000 $175,000 $175,000 $875,000
TOTALS $175,000 $175,000 $175,000 $175,000 $175,000 $875, 000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-54
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Park Dwelling Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Parks and Recreation
Park Facilities Improvements
Parks & Recreation
Policy P15.2
Parks Replacement
Various Locations
Ongoing - Annual Project
Project involves unscheduled, unforeseen, and unanticipated replacement and renovation of various park and trails amenities that are damaged beyond repair and maintenance throughout the park system. These replacement and renovation projects are smaller in scope than a full CIP project, may require some design and engineering and may be considered more urgent, and need to be completed in a shorter time frame. Amenity replacement can include items such as play structures, playground safety surfacing, park restrooms, trail renovations, lights, irrigation systems, concrete walkways, fencing, field renovation, netting, etc. This project is within the Parks & Recreation Department's work plan goal to focus on improvements to exitsting park amenities.

Department: Project Priority Number: 3
Project Number: 54501 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $100,000 $100,000
TOTALS $100,000 $0 $0 $0 $0 $100,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-55
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Park Dwelling Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Parks and Recreation
Hillcrest Park - Exercise Equipment
Parks & Recreation
Policy P15.2
Parks New Improvement
Hillcrest Park, 1200 N. Harbor Blvd
Fall 2024
This project will provide exercise equipment to an open park space that is currently under-utilized. All of the equipment uses the particpant's own body weight and therefore does not require any electricity. This amenity would fit in with well with the fitness theme at Hillcrest Park, which is known for its many walking trails and the Hillcrest stairs. This project is within the Parks & Recreation Department's work plan goal to focus on improvements to exitsting park amenities.

Department: Project Priority Number: 4
Project Number: 54269 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $400,000 $400,000 $400,000 $400,000 $0 $1,600,000
TOTALS $400,000 $400,000 $400,000 $400,000 $0 $1,600,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-56
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Park Dwelling Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Parks and Recreation
Playground & Safety Surfacing Replacement
Parks & Recreation
Policy P15.2
Parks Replacement
Various Locations
Ongoing - Annual Project
This project involves the replacement of 2 to 4 park playgrounds and playground safety surfacing per year throughout the City's park system that have been identified as damaged and beyond repair or out of compliance. This replacement project will address playgrounds that are not included in larger park improvement projects and may require some design and engineering.

This project is within the Parks & Recreation Department's work plan goal to focus on improvements to exitsting park amenities.

Department: Project Priority Number: 5
Project Number: 54691 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027-28 TOTAL $60,000 $60,000 $120,000
TOTALS $60,000 $60,000 $0 $0 $0 $120,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Park Dwelling Fund

CITY OF FULLERTON
FISCAL YEARS 2023-24 - 2027-28
Parks and Recreation
Independence Park Improvements
Parks & Recreation
Policy P15.2
Parks Rehabilitation
Independence Park, 801 W. Valencia Ave
Spring 2026
This project will provide general park improvements and upgrades to park amenities in two phases. The first phase will be the community meeting and desgin phase. City will contract with a skate board park design company to conduct community meetings to determine if a new above ground skate park at the front of the park can replace the below ground skate park at the back of the park. In addition this phase will include a design of a fully accessible playground towards the front of the park to replace the two smaller and older playgrounds adjacent to the gymnasium. The second phase will be engineering drawings followed by construction of the improvements which will include the community input for a skate park, fully accessible playground, picnic tables, benches, landscaping, and irrigation upgrades. Construction costs estimates are contingent on the community design and expected to be funded in FY 2025-26. This plan is to improve visibility and safety and to attract more park users.

CIP-57
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

APPENDIX A

TOPIC AREA POLICIES
Overarching
OAP1 Comply with State and Federal laws and regulations while maintaining local control in decision-making.

Overarching
OAP2 Pursue Federal, State and local funding options to support implementation of The Fullerton Plan.

Overarching OAP3 Leverage the advantages and advances of technology.

Overarching OAP4 Seek opportunities for increased efficiency and effectiveness.

Community Development &
Design
P1.1 Support regional and subregional efforts to create a strong sense of place and support the efficient use of land.

Community Development &
Design
P1.2 Support projects, programs and policies to promote compatibility and mutually beneficial built environments and land uses with adjacent jurisdictions and other agencies.

Community Development &
Design
P1.3 Support projects, programs, policies and regulations to protect, and where appropriate restore, the natural landscape, topography, drainage ways, habitat, and other natural resources when planning improvements to existing and new neighborhoods and districts.

Community Development &
Design
P1.4 Support projects, programs and policies to improve connections between housing, shops, work places, schools, parks and civic facilities, and integrate uses where possible and appropriate. (See Chapter 4: Mobility for related policies.)
Community Development &
Design
P1.5 Support projects, programs, policies and regulations to maintain positive attributes of the built environment and seek continual improvement.

Community Development &
Design
P1.6 Support projects, programs, policies and regulations to evaluate and consider short- and long-term impacts of the conversion of manufacturing and industrial lands and employment centers on the City.

Community Development &
Design
P1.7 Support projects, programs, policies and regulations to promote a development pattern that encourages a network of multi-modal transportation options.

Community Development &
Design
P1.8 Support projects, programs, policies and regulations to evaluate and consider short- and long-term impacts of significant planning efforts or developments on nearby neighborhoods.

Community Development &
Design
P1.9 Support projects, programs, policies and regulations to create housing types consistent with market demand for housing choice.

Community Development &
Design
P1.10 Support projects, programs, policies and regulations to evaluate ways to contribute to the resiliency and vitality of neighborhoods and districts as part of community-based planning of Focus Areas.

Community Development &
Design
P1.11 Support programs, policies and regulations to consider the immediate and surrounding contexts of projects to promote positive design relationships and use compatibility with adjacent built environments and land uses, including the public realm.

Community Development &
Design
P1.12 Support projects, programs, policies and regulations to encourage energy and resource efficient practices in site and building design for private and public projects. (See Chapter 19: Open Space and Natural Resources for related policies.)
Community Development &
Design
P1.13 Support projects, programs, policies and regulations to produce buildings and environments that are inherently accessible to people of all abilities.

Community Development &
Design
P2.1 Support regional and subregional efforts to improve the public image and perception of Southern California, Orange County, and North Orange County.

Community Development &
Design
P2.2 Support projects, programs, policies and regulations to promote distinctive, high-quality built environments whose form and character respect Fullerton’s historic, environmental and architectural identity and create modern places that enrich community life and are adaptable over time.

Community Development &
Design
P2.3 Support projects, programs, policies and regulations to preserve existing landmarks and encourage the creation of new landmarks that reinforce Fullerton’s identity and image.

Community Development &
Design
P2.4 Support projects, programs, policies and regulations to reinforce the character and sense of place of established neighborhoods and districts by preserving and enhancing the attributes which contribute to neighborhood and district identity, vitality and livability.

Community Development &
Design
P2.5 Support programs and policies to facilitate the efforts of property and business owners within neighborhoods and districts to maintain and manage the quality of their environments.

Community Development &
Design
P2.6 Support projects, programs, policies and regulations to create a positive identity and distinctive image as part of community-based planning of Focus Areas.

Community Development &
Design
P2.7 Support projects, programs, policies and regulations to site and design buildings to create a positive, accessible image along the street and reinforce a vibrant and comfortable public realm.

Community Development &
Design
P2.8 Support projects, programs, policies and regulations to respect the local context, including consideration of cultural and historic resources, existing scale and character and development patterns of the surrounding neighborhood or district.

GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Appendix A - 1

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Housing
P3.4 Support projects, programs, policies and regulations to facilitate infill development - focused on extremely- low, very-low, low, and moderate income - within feasible development sites for homeownership and rental units.

Housing P3.5 Support projects, programs, policies and regulations which encourage mixed use development, including the use of specific plans and industry outreach.

Housing
P3.6/P3.7 Support projects, programs, policies and regulations which provide family housing and non-traditional housing types geared to households earning 30% or less of Median Family Income for Orange County.

Housing P3.8 Support projects, programs, policies and regulations which encourage a variety of housing choices to meet the particular needs of seniors.

Housing P3.11 Support projects, programs, policies and regulations which encourage the development of surplus City land for affordable housing.

Housing P3.12 Support projects, programs, policies and regulations which encourage partnerships with non-profit, community-based service orgnaizations to develop affordable housing.

Housing P3.20-23 Support projects, programs, policies and regulations which increase the quality of housing and neighborhood conditions.

Housing P3.24/P3.26 Support projects, programs, policies and regulations which encourage the sustainable use of resources, including energy, in new housing and retro-fit projects.

Housing P3.28 Support projects, programs, policies and regulations which coordinate amenities and services with housing.

Housing
P3.29 Support projects, programs, policies and regulations which provide housing opportunites for the Fullerton workforce.

Housing P3.32/3.36 Support projects, programs, policies and regulations which encourage a variety of housing choices to meet the particular needs of those with physical and mental disabilities.

Housing
P3.33 Support projects, programs, policies and regulations which provide emergency shelter, supportive and transitional housing.

Historic Preservation
P4.1 Support programs and policies to raise the regional and subregional awareness of Fullerton’s historic resources.

Historic Preservation
P4.2 Support programs and policies to raise the awareness of the value of historic resources in strengthening communities, conserving resources, fostering economic development, and enriching lives.

Historic Preservation
P4.3 Support projects, programs, policies and regulations to promote the maintenance, restoration and rehabilitation of historical resources.

Historic Preservation
P4.4 Support projects, programs, policies and regulations to reinforce the character and sense of place of established neighborhoods and districts by protecting and preserving those elements in both the private and public realms which contribute to the historic character through the use of tools including, but not limited to, preservation overlay zones and landmark districts.

Historic Preservation
P4.5 Support projects, programs, policies and regulations to encourage the protection and preservation of individual historic structures throughout the City, but with particular attention to the preservation of noteworthy architecture in the downtown.

Historic Preservation
P4.6 Support projects, programs, policies and regulations that contribute to the preservation of historic resources as part of community-based planning of applicable Focus Areas.

Historic Preservation
P4.7 Support projects, programs, policies and regulations to design new buildings that respect the integrity of nearby historic buildings while clearly differentiating the new from the historic.

Historic Preservation
P4.8 Support projects, programs, policies and regulations to seek co-benefits along with historic preservation, for example, the provision of affordable housing and/or resource conservation.

Historic Preservation
P4.9 Support projects, programs, policies and regulations to encourage the retrofit of historic buildings in ways that preserve their architectural design character, consistent with life safety considerations, maintaining the unique visual image of Fullerton.

Mobility
P5.1 Support regional and subregional efforts to implement programs that coordinate the multi-modal transportation needs and requirements across jurisdictions, including but not limited to the Master Plan of Arterial Highways, the Commuter Bikeways Strategic Plan, the Signal Synchronization Master Plan, the Orange County Congestion Management Plan, and the Growth Management Plan.

Mobility
P5.2 Support regional and subregional efforts to increase alternatives to and infrastructure supporting reduction of single occupant vehicle trips.

Mobility
P5.3 Support projects, programs, policies and regulations to utilize signage and technology to provide real-time information to users of the multi-modal transportation network.

Appendix A - 2

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Mobility
P5.4 Support projects, programs, policies and regulations to advance the Fullerton Municipal Airport as an important economic asset that provides efficient regional travel for business, commerce and the general public, as well as a base of operations for public safety aviation operations.

Mobility
P5.5 Support projects, programs, policies and regulations to advance the Fullerton Transportation Center as an important economic asset that provides efficient regional travel and mode choice options for business, commerce and the general public.

Mobility
P5.6 Support projects, programs, policies and regulations to operate and maintain a comprehensive network of arterial highways and local roads supporting safe and efficient movement of people, goods and services to, through and within the City.

Mobility
P5.7 Support projects, programs, policies and regulations to maintain a balanced multi-modal transportation network that meets the needs of all users of the streets, roads and highways – including bicyclists, children, persons with disabilities, motorists, movers of commercial goods, pedestrians, users of public transportation and seniors – for safe and convenient travel in a manner that is suitable to the suburban and urban contexts within the City.

Mobility
P5.8 Support programs, policies and regulations to plan for and implement an efficient transportation network that maximizes capacity for person-trips, not just vehicle-trips.

Mobility
P5.9 Support projects, programs, policies and regulations to improve – in coordination with the school districts – alternatives to the motorized transport of students by parents to and from school.

Mobility
P5.10 Support projects, programs, policies and regulations to use public easements and rights-of-way along flood control channels and/or inactive railroads as part of the multi-modal network.

Mobility
P5.11 Support projects, programs, policies and regulations to integrate land use and transportation planning and implementation. (Also see Chapter 1: Community Development and Design, P1.4 Connection and Integration of Uses.)
Mobility
P5.12 Support programs, policies and regulations to analyze and evaluate urban streets using an integrated approach from the points of view of automobile drivers, transit passengers, bicyclists and pedestrians rather than auto-centric thresholds which conflict with other policies of The Fullerton Plan – including better environments for walking and bicycling, safer streets, increased transit use, cost-effective infrastructure investments, reduced greenhouse gas emissions, and the preservation of open space.

Mobility
P5.13 Support projects, programs, policies and regulations to encourage transit improvements that incentivize investment and link neighborhoods, while fitting the scale and traffic patterns of the surrounding area.

Mobility
P5.14 Support policies and regulations which require new development to pay a fair share of needed transportation improvements based on a project’s impacts to the multi-modal transportation network.

Mobility
P5.15 Support projects, programs, policies and regulations to connect neighborhoods via a multi-modal network to each other and to the City’s Focus Areas.

Mobility P5.16 Support projects, programs, policies and regulations to encourage the development of private and/or public infrastructure facilitating the use of alternative fuel vehicles.

Bicycle P6.1 Support regional and subregional efforts to ensure bicyclists are considered when developing new or retrofitting existing transportation facilities and systems.

Bicycle P6.2 Support efforts to maintain, expand and create new connections between the Fullerton bicycle network and the bicycle networks of adjacent cities, Orange County and the region.

Bicycle P6.3 Support projects, programs and policies to maintain and update as necessary a Bicycle Transportation Plan prepared and approved pursuant to the California Streets and Highways Code to maintain eligibility for funding for State Bicycle Transportation Account funds.

Bicycle P6.4 Support projects, programs, policies and regulations to recognize that every street in Fullerton is a street that a bicyclist can use.

Bicycle P6.5 Support projects, programs, policies and regulations that make bicycling safer and more convenient for all types of bicyclists.

Bicycle P6.6 Support projects, programs, policies, and regulations to facilitate safe travel by bicycle to key destinations within the community and the larger region.

Bicycle P6.7 Support projects, programs, policies, and regulations to reduce negative impacts to and increase opportunities for bicycle users and the bicycle network in private and public development projects.

Bicycle P6.8 Support projects, programs, policies and regulations to develop a multi-tiered network of bicycle travel options that consider traffic volumes and rider experience; and which recognizes that all streets should be safe for bicycling.

Appendix A - 3

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Bicycle P6.9 Support projects, programs, policies, and regulations to support the safe and efficient movement of bicyclists through and across intersections.

Bicycle P6.10 Support projects and programs in conjunction with local bike shops, organizations and advocates to foster responsible ridership and reduce barriers to bicycling.

Bicycle P6.11 Support projects, programs, policies and regulations to connect neighborhoods via a multi-modal network to each other, and to and through the City’s Focus Areas.

Bicycle P6.12 Support projects, programs, policies, and regulations to provide convenient bicycle parking and other bicycle facilities in existing and potential high demand locations within the City, such as educational institutions, parks, business districts, transit stops, retail, commercial and employment centers.

Bicycle P6.13 Support projects, programs, policies and regulations to use recognized bicycle infrastructure design standards of the Federal Highway Administration, California Department of Transportation, and the American Association of State Highway and Transportation Officials, and participate in their pilot studies for alternative designs when appropriate.

Bicycle P6.14 Support projects, programs, policies and regulations to consider bicycle friendly design using new technologies and innovative treatments.

Growth Management P7.1 Support regional and subregional efforts to focus growth and development within areas that can be adequately served by existing and planned infrastructure systems.

Growth Management P7.2 Support projects, programs, policies and regulations to accommodate housing growth consistent with the Regional Housing Needs Assessment in areas of the City with existing and planned infrastructure capabilities. (See Chapter 2: Housing for related policies.)
Growth Management P7.3 Support projects, programs, policies and regulations to plan for appropriate levels and types of infrastructure based on the desired character of each neighborhood or district.

Growth Management P7.4 Support projects, programs, policies and regulations to evaluate infrastructure capabilities as part of community-based planning of Focus Areas.

Growth Management P7.5 Support projects, programs, policies and regulations to ensure that development is appropriate in scale to current and planned infrastructure capabilities.

Noise P8.1 Support regional and subregional efforts to implement projects or programs that abate and/or attenuate noise across jurisdictions, particularly where the source is not under the City’s authority.

Noise
P8.2 Support projects, programs, policies and regulations to control and abate noise generated by mobile sources.

Noise
P8.3 Support projects, programs, policies and regulations which ensure noise-compatible land use planning recognizing the relative importance of noise sources in order of community impact, the local attitudes towards these sources, and the suburban or urban characteristics of the environment, while identifying noise sensitive uses.

Noise P8.4 Support projects, programs, policies and regulations to control and abate noise generated by stationary sources.

Noise P8.5 Support projects, programs, policies and regulations to evaluate ways to ensure noise-compatible land use planning as part of community-based planning of Focus Areas.

Noise P8.6 Support projects, programs, policies and regulations to permit uses where the noise level of the surroundings—after taking into account noise insulation features and other control techniques of the use—is not detrimental to the use.

Noise P8.7 Support projects, programs, policies and regulations to permit uses and/or activities where the noise generated by the use and/or activity is not detrimental or otherwise a nuisance to the surroundings.

Economic Development
P9.1 Support projects, programs and policies with regional organizations involved in economic development to strengthen strategic alliances, ensure the efficient use of City resources and to encourage mutually supportive efforts.

Economic Development
P9.2 Support policies and programs for allowing key City staff to actively participate with economic development organizations, including Fullerton business organizations such as the Chamber of Commerce, Downtown Business Association and others, so that the City is informed of economic development efforts, opportunities to promote a business friendly environment are identified, and the City’s interests are represented.

Economic Development
P9.3 Support programs for attracting hotels and other visitor accommodations to key areas such as the Fullerton Transportation Center Focus Area, the Harbor Gateway Focus Area, the North Harbor Corridor Focus Area and other appropriate focus areas.

Economic Development
P9.4 Support policies, projects, and programs that encourage working with other cities, counties, and government agencies to jointly leverage resources and assets to create and strengthen economic clusters within the region.

Appendix A - 4

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Economic Development P9.5 Support policies and regulations that direct the City to follow prudent financial standards and to maintain strong financial reserves as inherent parts of the budget decision-making process.

Economic Development P9.6 Support policies and regulations that require the addition of new City services based on finding that a clear need has been identified and a sustainable funding source is developed.

Economic Development P9.7 Support policies and regulations pertaining to fees charged by the City to both reflect actual costs for providing such services and consider offsets from other funding sources.

Economic Development P9.8 Support projects, programs, policies and regulations that involve investment in technology that reduces the costs of City services and that result in the efficient use of City resources and revenues.

Economic Development P9.9 Support policies, programs and regulations regarding privatizing City services if and when the private or non- profit sectors can clearly deliver equitable and affordable services more efficiently than City government.

Economic Development P9.10 Support policies, programs and regulations that sustain the provision of quality municipal services and efficient and responsive business assistance as essential tools to attract and retain businesses and employees.

Economic Development P9.11 Support programs to proactively review City ordinances, policies and procedures to reduce barriers to investment while upholding the quality of life enjoyed by Fullerton residents.

Economic Development P9.12 Support policies, programs and regulations that strengthen the City’s ability to maintain accurate accounting records and that keep the City Council, City Manager and Fullerton community informed of the City’s financial conditions at all times.

Economic Development P9.13 Support policies and programs that coordinate with City departments to plan and prioritize capital improvements to ensure that certain funding resources are allocated to the City’s most critical economic needs.

Economic Development P9.14 Support policies and programs to lease parts of public spaces, parks and select sidewalks to private businesses and non-profit organizations to activate the space with programs and activities, such as small product vendors, bike rentals, community garden plots, exercise programs, and larger events and festivals.

Economic Development P9.15 Support programs by property and business owners that are interested in establishing an assessment district or business improvement district to fund economic development programs that benefit the district.

Economic Development P9.16 Support projects, programs, policies and regulations to evaluate ways to improve long-term fiscal strength and stability as part of community-based planning of Focus Areas.

Economic Development P9.17 Support projects that do not compromise the City’s ability to provide quality services to its existing and future residents and businesses.

Economic Development
P10.1 Support policies, projects, programs and regulations, as well as regional and subregional efforts, that reduce the cost of living and the cost to do business, such as on-line services, technology, tax incentives, permit streamlining programs and others.

Economic Development
P10.2 Support regional and subregional efforts that recognize the unique roles of each sector of the economy (private sector, public sector, non-profit sector and educational sector) in economic development and take advantage of the strengths and benefits of each sector through strategic alliances.

Economic Development
P10.3 Support regional and subregional efforts to foster strategic alliances with businesses, local colleges and universities, Orange County SCORE, the Orange County Business Council, the U.S. Small Business Administration, the U.S. Economic Development Administration, the Fullerton Chamber of Commerce, the Downtown Business Association, service clubs, local churches and other non-profit organizations.

Economic Development
P10.4 Support regional and subregional efforts to promote economic development in North Orange County.

Economic Development P10.5 Support projects and programs that foster a citywide culture of innovation that values learning, creativity, adaptability and local entrepreneurship.

Economic Development P10.6 Support policies, projects and programs that bolster the efforts of local school districts, vocational schools, colleges and universities to maintain an outstanding educational system that best prepares today’s students for tomorrow’s workplace. (Also see Chapter 14: Education for related policies.) Economic Development P10.7 Support policies, projects, programs and regulations that encourage the growth and development of the vocational schools, colleges and universities within Fullerton and, as a result of such expansion, create jobs and entrepreneurial opportunities, enhance educational opportunities for Fullerton residents, support neighborhood stability and strengthen the City’s image as an educational center. (Also see Chapter 14: Education for related policies.)
Appendix A - 5

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Economic Development P10.8 Support programs to encourage Fullerton residents to become entrepreneurs and invest in new businesses with high growth potential.

Economic Development P10.9 Support projects and programs by local banks, the U.S. Small Business Administration, non-profit organizations, or colleges and universities to create business incubators, microfinance programs and other means to encourage and/or grow small businesses in the City.

Economic Development P10.10 Support policies, projects and programs that help local businesses reduce their operating costs and manage their energy use, including economic development incentives and initiatives by utility companies, and promote such opportunities on the City’s website and at the public counters of City departments.

Economic Development P10.11 Support policies, projects, programs and regulations that facilitate the installation of broadband, fiber- optic, hybrid coax, and similar infrastructure within employment and business districts to enhance the City’s ability to recruit and retain technology-dependent businesses.

Economic Development P10.12 Support policies, projects, programs and regulations that diversify the Downtown economy to create more economic activity.

Economic Development P10.13 Support policies, projects, programs and regulations for diversifying the City’s manufacturing base and facilitating investment in the City’s industrial areas that will result in maintaining or growing local jobs and creating an environment that is attractive to high tech, research and development, business incubators, manufacturers, transportation and warehouse logistics companies, services, and other emerging industries.

Economic Development P10.14 Support projects, programs, policies and regulations to evaluate ways to foster local entrepreneurial spirit and intellectual capital as part of community-based planning of Focus Areas.

Economic Development P10.15 Support policies, projects, programs and regulations that encourage the growth and expansion of Fullerton’s health and medical service providers and enhance the City’s health and social services cluster.

Economic Development P10.16 Support policies, programs and regulations pertaining to planning efforts for the City’s Focus Areas that facilitate investment and encourage economic activity that benefits the Fullerton community and the City.

Economic Development P10.17 Support projects and programs that pursue grants from the U.S. Economic Development Administration, the Kaufman Foundation, and other government agencies and philanthropic organizations to improve the economic feasibility of projects that create jobs.

Revitalization
P11.1 Support regional and subregional efforts pertaining to community revitalization that are rooted in sustainable development principles.

Revitalization P11.2 Support projects and programs surrounding community revitalization that are rooted in community-based planning processes that integrate the vision, values, views and priorities of residents, property owners, business owners and other members of the Fullerton community.

Revitalization P11.3 Support policies, projects and programs concerning historic preservation to protect Fullerton’s heritage, revitalize neighborhoods, generate design and construction jobs, and bolster the community’s sense of place.

Revitalization P11.4 Support policies, projects and programs to foster skill development and economic success through education and the creation of a culture of entrepreneurship.

Revitalization P11.5 Support policies, projects, programs and regulations that utilize innovative policing and crime prevention techniques to improve the safety of neighborhoods and districts, such as evidence-based policing, community- based policing and Crime Prevention Through Environmental Design (CPTED).

Revitalization P11.6 Support policies, projects, programs and regulations that encourage the revitalization of brownfield and grayfield properties to protect the environment, reduce blight and revitalize underutilized properties.

Revitalization P11.7 Support policies and programs that benefit property- and business owner-initiated efforts to establish an assessment district to fund special improvements and services that help revitalize and maintain neighborhoods and districts.

Revitalization P11.8 Support policies, programs and regulations that facilitate the use of creative financing tools for revitalization efforts that alleviate blight, stimulate private-sector investment, upgrade public infrastructure and facilities, and provide quality affordable housing.

Revitalization P11.9 Support policies, projects, programs and regulations that prioritize revitalization efforts that are within or adjacent to the City’s Focus Areas.

Revitalization P11.10 Support policies, projects and programs that encourage residents, homeowners’ associations, neighborhood groups and others to organize and develop neighborhood-based revitalization strategies that embrace creativity, mobilize assets and generate positive change.

Appendix A - 6

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Revitalization P11.11 Support policies, programs and regulations that facilitate parking management programs within the Transportation Center, Downtown and other appropriate Focus Areas to better manage the parking supply for the benefit of businesses, visitors and residents.

Revitalization P11.12 Support policies, projects and programs that facilitate partnerships with property owners and developers to achieve revitalization results that contribute to clean, safe and attractive neighborhoods and districts.

Revitalization P11.13 Support policies and programs that strengthen efforts by the Downtown Business Association and/or Chamber of Commerce to evaluate best practices for advancing the economic vitality of Downtown Fullerton, such as the “Main Street Four Point Approach” to commercial district revitalization.

Revitalization P11.14 Support programs that identify and analyze proven financing mechanisms and funding resources available to the City of Fullerton and local non-profits for revitalization projects.

Public Safety P12.1 Support programs that strengthen regional partnerships between public safety and human services agencies to encourage strong family relationships, reinforce healthy child development and encourage lawful behavior.

Public Safety P12.2 Support regional and subregional efforts to prevent violence, child abuse, sexual assault, domestic violence, illegal use of firearms, violence associated with substance abuse, crimes against property and other similar issues.

Public Safety P12.3 Support policies and programs that bolster productive communication and problem-solving between public safety personnel and the Fullerton community.

Public Safety P12.4 Support policies, projects, programs, and regulations that balance the need to reduce vehicle accidents, injuries, and deaths through traffic calming and street design with the need to facilitate emergency response times.

Public Safety P12.5 Support policies, programs and regulations pertaining to proactive code enforcement methods which reinforce the proper maintenance of properties, buildings and landscapes, and adherence to applicable regulations, while discouraging conditions that foster vandalism and more serious crime.

Public Safety P12.6 Support programs that involve young people in discussions about crime and prevention, increase youths’ attachment to the community, engage youth in productive activities, and reinforce success in education.

Public Safety P12.7 Support policies, programs and regulations that give the Fire Marshall flexibility to approve streets and fire lanes with reduced clearance requirements when other fire safety factors are incorporated into the project (such as street connectivity, traffic safety and the presence of sprinkler systems).

Public Safety P12.8 Support policies, projects, programs and regulations that provide for safe and efficient airport operations through compliance with the Fullerton Municipal Airport (FMA) Master Plan and the Airport Land Use Commission for Orange County’s Airport Environs Land Use Plan for FMA and the Airport Environs Land Use Plan for Heliports..

Public Safety P12.9 Support policies, projects, programs and regulations that strengthen partnerships and community-based efforts, such as Neighborhood Watch, to reduce crime through prevention, education and enforcement, and encourage communities to build block-by-block networks to prevent crime, develop social ties and solve common problems.

Public Safety P12.10 Support policies and programs that involve the community in supporting informal monitoring, participating in legitimate activities and building a sense of ownership and control over neighborhoods.

Public Safety P12.11 Support projects, programs, policies and regulations to proactively address public safety concerns as part of community-based planning of Focus Areas.

Public Safety P12.12 Support policies, programs and regulations that implement crime prevention strategies that have demonstrated success, including Crime Prevention Through Environmental Design (CPTED), Crime-Free Multi- Housing, Business Watch; Neighborhood Watch, iWatch and other similar strategies.

Public Safety P12.13 Support policies, projects, programs and regulations that make crime prevention and the maintenance of public safety service levels considerations in design and management of existing and new private and public spaces.

Public Safety P13.1 Support regional and subregional efforts to: coordinate as appropriate Continuity of Operations Plan, plans and procedures for Emergency Operations Centers, and emergency response training systems; maintain inter- agency and public communications systems that will provide mutual aid and be reliable during and following an emergency; and, formulate definitive plans and procedures for evacuation of hazard-prone areas and high risk uses.

Appendix A - 7

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Public Safety P13.2 Support policies and programs that ensure adequate resources are available in all areas of the City to respond to health, fire and police emergencies.

Public Safety P13.3 Support policies, projects, programs and regulations that reduce structural and non-structural hazards to life safety and minimize property damage and resulting social, cultural and economic dislocations resulting from future disasters.

Public Safety P13.4 Support programs that promote greater public awareness of disaster risks, personal and business risk reduction, and personal and neighborhood emergency response.

Public Safety P13.5 Support policies, programs and regulations that ensure the City, its residents, businesses and services are prepared for effective response and recovery in the event of emergencies or disasters, including the provision of information about the current nature and extent of local safety hazards and emergency plans, including evacuation plans and procedures to accommodate special needs populations. Information should be provided in multiple languages to maximize understanding by community members.

Public Safety P13.6 Support policies and programs that improve the coordination of disaster-related programs within City departments.

Public Safety P13.7 Support policies, programs and regulations which are based on research and evaluation and that implement new technologies and methods to improve the efficiency and effectiveness of fire and police services.

Public Safety P13.8 Support programs for ongoing staff training focused on the risks posed by older structures and infrastructure, as well as how to reduce those risks.

Public Safety P13.9 Support policies, programs and regulations that maintain or strengthen code enforcement as an important tool to uphold community health, safety and welfare consistent with the provisions of the Fullerton Municipal Code.

Public Safety P13.10 Support policies and programs to involve and educate the Fullerton community in emergency preparedness.

Public Safety P13.11 Support policies, programs and regulations to create problem-solving strategies and plans for areas with higher crime rates in the City and to reduce crime by implementing these strategies and plans through a range of measures including increased policing activities, neighborhood partnerships and other innovative programs.

Public Health P14.1 Support programs to coordinate with state, county and regional agencies to improve public health and well-
being through a range of efforts with regional, subregional and local agencies including schools, local medical facilities, senior centers and adjacent jurisdictions.

Public Health P14.2 Support policies, projects, programs and regulations that result in changes to the physical environment to improve health, well-being and physical activity.

Public Health P14.3 Support policies, projects, programs and regulations that facilitate successful farmers’ markets at appropriate and convenient locations throughout the City.

Public Health
P14.4 Support policies, projects, programs and regulations that encourage community gardens that are operated and managed by local volunteers and that provide for small-scale local food production in areas convenient to residents.

Public Health
P14.5 Support policies, projects, programs and regulations that provide for convenient and safe areas that facilitate opportunities for physical activity such as parks, trails, open space, safe streets for bicycling, safe sidewalks for walking, and recreational facilities for residents of all ages and abilities.

Public Health
P14.6 Support policies and regulations involving land use and zoning changes that would provide access to daily retail needs, recreational facilities, and transit stops within a walkable distance (i.e., a quarter- to a half-mile) of established residential uses.

Public Health
P14.7 Support projects and programs that facilitate private, non-profit and public health-related organizations’ efforts to provide for a range of health services including large- and small-scale medical facilities, assisted living facilities, and comprehensive healthy living resources in locations that are accessible to residents.

Public Health
P14.8 Support projects, programs, policies and regulations to evaluate ways to improve opportunities for community health and wellbeing as part of community-based planning of Focus Areas.

Public Health
P14.9 Support policies, projects, programs and regulations that encourage buildings to support the health of occupants and users by using non-toxic building materials and finishes, using windows and design features to maximize natural light and ventilation, and providing access to the outdoor environment.

Public Health P14.10 Support policies, projects and programs that demonstrate best practices related to promoting wellness in City facilities and at City-sponsored events.

Appendix A - 8

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Parks and Recreation P15.1 Support regional and subregional efforts to establish and maintain a collaboration of parks and recreation programs, to share best practices, discuss solutions to common challenges, and explore opportunities for connecting and expanding trails, joint use of parks and recreational facilities, and recreation programming for participating cities.

Parks and Recreation P15.2 Support policies, projects, programs and regulations that preserve, protect, maintain and enhance Fullerton’s existing parks, recreational facilities and trails.

Parks and Recreation P15.3 Support policies, projects, programs and regulations that strengthen access to quality recreation programs which, in turn, promote a sense of community and a higher quality of life for Fullerton residents.

Parks and Recreation P15.4 Support policies and programs that bolster appropriate partnerships between the City and agencies, including educational institutions, railroad franchises, utility companies, etc., to secure, co-locate or otherwise share parks, recreational facilities and trails on school campuses, within public easements and in other similar locations.

Parks and Recreation P15.5 Support policies, projects, programs and regulations allowing commercial ventures as ancillary uses in Fullerton parks and recreational facilities when determined they are context-appropriate, complementary to the facilities, viewed as a public benefit, and generate revenue that supports parks and recreational programs and facilities.

Parks and Recreation P15.6 Support policies, programs and regulations that facilitate the planning, design and development of an extensive system of parks (passive and active), recreational facilities, and trails that meets the current needs of Fullerton residents and is accessible and within a 15-minute walking distance (i.e., one-quarter to one-half mile) of every Fullerton resident.

Parks and Recreation P15.7 Support projects and programs that contribute to a citywide minimum park-to-population ratio of 4 acres per 1,000 people.

Parks and Recreation P15.8 Support programs that promote recreational activities that facilitate healthy and community-oriented lifestyles for Fullerton residents.

Parks and Recreation P15.9 Support policies, projects and regulations that reinforce a City commitment to a community-based parks and recreation program that maximizes opportunities to share information, promote two-way communication, and involve the Fullerton community and user groups in integrating a broad and diverse range of interests and concerns pertaining to the planning, development, enhancement and rehabilitation of parks, recreational facilities and trails.

Parks and Recreation P15.10 Support policies and regulations which require new construction of dwelling units in the City to pay a park dwelling fee that provides for the creation and enhancement of open space, parks and recreational facilities accessible to all residents.

Parks and Recreation P15.11 Support projects and programs for renovating or improving existing parks that consider the needs and desires of the surrounding neighborhoods and districts.

Parks and Recreation P15.12 Support projects, programs, policies and regulations to consider parks, recreational facilities and trails as part of community-based planning of Focus Areas.

Parks and Recreation P15.13 Support projects and programs incorporating design features in parks, recreational facilities and trails that reflect the sense of place and unique characteristics of the local context.

Parks and Recreation P15.14 Support policies and programs pertaining to public parks, recreational facilities and trails that interface with private property that advance reciprocal compatibility through collaboration, programming and design.

Parks and Recreation P15.15 Support projects and programs that involve the Fullerton community in park improvement plans through workshops, focus group discussions, and interviews and surveys with park users.

Parks and Recreation P15.16 Support projects located adjacent to or near parks and trail facilities that facilitate connections and reinforce a positive relationship between private property and public parks and trails.

Arts and Culture P16.1 Support policies and programs that build upon Fullerton’s identity as the Education Community, as well as a community with a vibrant downtown art and theater scene, by promoting cooperation and communication between public agencies and private and non-profit institutions regarding educational and cultural activities that advance arts and culture.

Arts and Culture P16.2 Support projects and programs to capitalize on Fullerton Joint Union High School's Academy of the Arts and the art programs at Fullerton College and Cal State Fullerton to promote student involvement in local and regional arts institutions.

Arts and Culture P16.3 Support programs that utilize existing facilities within the City and adjacent areas to increase the broad range of musical and arts events available to Fullerton residents and visitors.

Arts and Culture P16.4 Support policies and programs that promote quality arts and cultural facilities to serve distinct but interrelated purposes.

Appendix A - 9

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Arts and Culture P16.5 Support programs that encourage and develop activities and events serving Fullerton's diverse and changing population with a wide variety of relevant cultural experiences.

Arts and Culture P16.6 Support policies and programs which continuously seek to improve and strengthen the Fullerton Library System as an educational and cultural resource accessible to the entire Fullerton community.

Arts and Culture P16.7 Support policies, projects, programs and regulations that facilitate the provision of venues for community groups to participate in cultural events and observances.

Arts and Culture P16.8 Support projects and programs that recognize and celebrate Fullerton's status as an arts center and build upon its regional reputation through the support of existing City cultural events, and the development of new events, such as the Leo Fender Music Festival.

Arts and Culture P16.9 Support programs to make use of existing Artist in Residence programs at Fullerton College and Cal State University Fullerton to gain artworks of national stature for inclusion in the City’s public art collection.

Arts and Culture P16.10 Support programs that develop and coordinate community-based efforts to create public art pieces.

Arts and Culture P16.11 Support projects, programs, policies and regulations to consider cultural activities and the arts as part of community-based planning of Focus Areas.

Arts and Culture P16.12 Support policies, projects and programs that emphasize the cultural value of the Muckenthaler Center through its educational activities for the Fullerton community and its amphitheater serving local theater companies.

Arts and Culture P16.13 Support policies, projects and programs that recognize the Fox Theater for its past and potential future roles in Fullerton’s arts and culture community.

Arts and Culture P16.14 Support policies and programs pertaining to the Fullerton Museum Center that continue and strengthen its exhibits and education programs and capitalize on its reputation as an arts hub and Downtown Fullerton destination.

Arts and Culture P16.15 Support policies, projects and programs that enhance cultural programming offered at Plummer Auditorium, including hosting major performances with a regional draw.

Education P17.1 Support regional and subregional efforts to work collaboratively with education providers to coordinate efforts and achieve shared goals.

Education P17.2 Support policies, projects and programs that contribute to the retention and attraction of public and private vocational education programs that broaden the range of educational opportunities in Fullerton and address workforce needs of businesses and organizations.

Education P17.3 Support policies, projects, programs and regulations that contribute to the long-term vitality of higher educational institutions, high schools and elementary schools, and the Fullerton Library system.

Education P17.4 Support policies and programs that include educational providers, Fullerton Library staff and the Fullerton community in planning educational facilities and programs to ensure a broad range of needs and concerns are addressed.

Education P17.5 Support policies, projects and programs that ensure residents of all ages, backgrounds and abilities have access to facilities and programs, such as libraries and community education programs, that provide learning experiences for people at every stage in life.

Education P17.6 Support policies, projects and programs that facilitate shared use and joint development of resources with education providers, such as recreational facilities, infrastructure, and other cultural, intellectual and artistic opportunities.

Education P17.7 Support policies and programs that continue the provision of recreational and library programs that support successful school experiences, such as programs for school readiness, tutoring, literacy, English language and computer skills.

Education P17.8 Support policies, projects and programs that recognize and accommodate schools as community centers in which residents participate in programs, assist with education, help improve school facilities, hold community events and use recreational facilities.

Education P17.9 Support policies and programs pertaining to school environments that are safe and provide access to educational, physical activity and enrichment activities. (Also see Chapter 11: Public Health for related policies.) Education P17.10 Support policies, projects and programs that facilitate efforts by educational institutions and the private sector to develop an adequate supply of housing for faculty and staff of all schools, as well as adequate housing for college and university students. (See Chapter 2: Housing for related policy actions.) Education P17.11 Support policies, projects and programs that address the educational and library needs of disadvantaged communities in Fullerton.

Appendix A - 10

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Education P17.12 Support projects, programs, policies and regulations to evaluate ways to consider educational opportunities and collaboration with education providers as part of community-based planning of Focus Areas.

Education P17.13 Support policies and programs that encourage regular communication and coordination between the City and education providers about facility and infrastructure needs of campuses and nearby neighborhoods, and seek opportunities to develop these through collaborative planning and joint-use agreements.

Education P17.14 Support policies, projects and programs that prioritize revitalization activity around campuses and reflect the importance of schools in the community.

Education P17.15 Continue to mitigate the impacts of growth by assessing school impact fees and other appropriate mitigation measures.

Education P17.16 Support programs that foster coordination between the City and local school districts, colleges and universities to assess and mitigate project impacts pertaining to on- and off-campus development.

Education P17.17 Support policies, projects and programs that recognize the Fullerton Library as a central element in Fullerton’s citywide educational system.

Community Involvement
P18.1 Support programs that encourage local participation in regional planning, decision-making and activities that affect the City of Fullerton and its residents.

Community Involvement
P18.2 Support regional and subregional efforts to develop new outreach tools, such as a clearinghouse feature on cities’ websites for use by other public entities and regional agencies (such as school districts, universities, neighborhood organizations, transportation agencies, etc.) to post notices of items under their jurisdiction.

Community Involvement
P18.3 Support policies, projects, programs and regulations that maximize opportunities for public participation in planning and decision-making processes pertaining to community development and design, including outreach to members of underrepresented communities.

Community Involvement
P18.4 Support policies and programs that support opportunities for volunteerism and engagement of community members in civic activities.

Community Involvement
P18.5 Support policies, programs and regulations that maintain transparency in municipal operations and decision-making by being clear about City objectives and providing access to information, City staff and decision makers.

Community Involvement
P18.6 Support policies, projects, programs and regulations that take all feasible steps to ensure that everyone interested in participating in community forums has the materials necessary to contribute to informed decisions.

Community Involvement
P18.7 Support policies and programs that facilitate full representation of Fullerton’s diverse community on City committees and commissions.

Community Involvement
P18.8 Support policies and programs that provide and promote opportunities for low- or no-cost meeting rooms in City facilities for community groups and local organizations as incentives for strengthening community engagement.

Community Involvement
P18.9 Support policies and programs that engage youth in City governance through opportunities such as internships and having youth representatives on public bodies.

Community Involvement
P18.10 Support policies and programs to review and update the City’s noticing requirements and consider the use of websites, automatic telephone calling systems, email distribution lists, text messaging and other innovative features to provide better access to information.

Community Involvement
P18.11 Support policies standardizing the issuance of press releases for major planning efforts and development projects in order to provide information to the Fullerton community and to encourage community involvement at workshops and hearings.

Community Involvement
P18.12 Support policies and programs that encourage neighborhood involvement by engaging neighborhood organizations and homeowner associations (HOAs) in projects affecting their particular area.

Community Involvement
P18.13 Support policies programs and regulations that strengthen the efforts of neighborhoods and districts to become self-reliant when it comes to solving area problems.

Community Involvement
P18.14 Support policies, projects, programs, and regulations that uphold the scheduling of community meetings at locations and times convenient for community members desiring to provide input.

Community Involvement
P18.15 Support policies, programs and regulations that maximize opportunities for early notification of proposed projects, or projects/issues under consideration, using the most current technologies as they become available.

Water
P19.1 Support regional and subregional efforts to ensure that an adequate water supply, including groundwater, remains available.

Appendix A - 11

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Water P19.2 Support regional and subregional efforts to promote water efficiency and conservation.

Water
P19.3 Support projects, programs, policies and regulations to encourage the use of new technologies which reduce water use.

Water P19.4 Support projects, programs, policies and regulations to maintain adequate quantities of water, including groundwater, available to the City now and in the future.

Water P19.5 Support projects, programs, policies and regulations to ensure the quality of the water supply.

Water P19.6 Support projects, programs, policies and regulations to evaluate ways to conserve and reduce water use as part of community-based planning of Focus Areas.

Water
P19.7 Support projects, programs, policies and regulations to encourage water efficient practices in site and building design for private and public projects.

Water P20.1 Support regional and subregional efforts to support functional and healthy watersheds.

Water P20.2 Support regional and subregional efforts to support cleaner and reduced urban runoff.

Water
P20.3 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff from the improper handling and disposal of commercial products.

Water P20.4 Support projects, programs, policies and regulations that support a functional and healthy watershed within neighborhoods and districts.

Water P20.5 Support projects, programs, policies and regulations to encourage site and infrastructure improvements within the City’s Focus Areas to support cleaner and reduced urban runoff.

Water
P20.6 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff caused by private and public construction projects.

Water P20.7 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff caused by the design or operation of a site or use.

Air Quality & Climate Change
P21.1 Support regional and subregional efforts to improve the alignment of housing options and employment opportunities to reduce commuting.

Air Quality & Climate Change
P21.2 Support regional and subregional efforts to promote a transportation system coordinated with air quality improvements.

Air Quality & Climate Change
P21.3 Support regional and subregional efforts to implement programs that regulate pollution across jurisdictions, particularly where the source is not under the City’s authority.

Air Quality & Climate Change
P21.4 Support projects, programs, policies and regulations to promote a balance of residential, commercial, industrial, recreational and institutional uses located to provide options to reduce vehicle trips and vehicle miles traveled.

Air Quality & Climate Change
P21.5 Support projects, programs, policies and regulations to reduce impacts to air quality from the improper handling and disposal of commercial products.

Air Quality & Climate Change
P21.6 Support projects, programs, policies and regulations to reduce impacts to air quality caused by private and public construction projects.

Air Quality & Climate Change
P21.7 Support projects, programs, policies and regulations to reduce impacts to air quality caused by the design or operation of a site or use.

Air Quality & Climate Change
P22.1 Support regional and subregional efforts to reduce greenhouse gas emissions associated with transportation through land use strategies and policies, transportation system improvements, and transportation demand management programs.

Air Quality & Climate Change
P22.2 Support regional and subregional efforts to reduce greenhouse gas emissions associated with electrical generation through energy conservation strategies and alternative/renewable energy programs.

Air Quality & Climate Change
P22.3 Support regional and subregional efforts to reduce greenhouse gas emissions associated with water conveyance through water conservation strategies and alternative supply programs.

Air Quality & Climate Change
P22.4 Support regional and subregional efforts to reduce emissions associated with solid waste through increased recycling programs and reduced waste strategies.

Air Quality & Climate Change
P22.5 Support projects, programs, policies and regulations to use technology whenever feasible to minimize travel for City meetings and trainings.

Air Quality & Climate Change
P22.6 Support projects, programs, policies and regulations to reduce greenhouse gas emissions from waste through improved management of waste handling and reductions in waste generation.

Air Quality & Climate Change
P22.7 Support projects, programs, policies and regulations to address climate change impacts relevant to the City as an inland community, including rises in average and extreme temperature, less annual precipitation, more flooding during El Niño seasons, increased power outages and higher levels of smog.

Air Quality & Climate Change
P22.8 Support projects, programs, policies and regulations to coordinate future community-based planning efforts of the Focus Areas for consistency with the SCAG Sustainable Communities Strategy and Orange County Sustainable Communities Strategy.

Appendix A - 12

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Air Quality & Climate Change
P22.9 Support projects which voluntarily desire to implement site and/or building design features exceeding minimum requirements to reduce project greenhouse gas emissions.

Integrated Waste Management P23.1 Support regional and subregional efforts to increase recycling, waste reduction, and product reuse.

Integrated Waste Management P23.2 Support projects, programs, policies and regulations to promote safe handling and disposal by households, businesses and City operations of solid waste which has specific disposal requirements.

Integrated Waste Management P23.3 Support projects, programs, policies and regulations to promote practices to reduce the amount of waste disposed in landfills.

Integrated Waste Management P23.4 Support projects, programs, policies and regulations to expand source separation and recycling opportunities to all households, businesses and City operations.

Integrated Waste Management P23.5 Support projects, programs, policies and regulations to develop neighborhood-serving, State-certified recycling facilities in neighborhoods and districts.

Integrated Waste Management P23.6 Support projects, programs, policies and regulations to evaluate ways to increase recycling and product reuse and reduce waste as part of community-based planning of Focus Areas.

Integrated Waste Management P23.7 Support projects, programs, policies and regulations to consider project level solid waste management needs at the site and building design stages.

Open Space and Natural
Resources
P24.1 Support projects, programs and policies to coordinate with existing regional park districts, the private sector and nonprofit institutions to manage and maintain regional open spaces.

Open Space and Natural
Resources
P24.2 Support projects, programs and policies to encourage the establishment of land trusts to help preserve significant open space within the region.

Open Space and Natural
Resources
P24.3 Support projects, programs, policies and regulations to increase access to and use of open space resources while respecting the natural environment.

Open Space and Natural
Resources
P24.4 Support projects, programs, policies and regulations to ensure that, when natural topography allows, public open spaces are accessible to people of all abilities.

Open Space and Natural
Resources
P24.5 Support projects, programs, policies and regulations to preserve areas of open space sufficient to meet the long-range needs of the City.

Open Space and Natural
Resources
P24.6 Support projects, programs, policies and regulations to manage open space watersheds to limit potential fire and erosion hazards.

Open Space and Natural
Resources
P24.7 Support projects, programs, policies and regulations to create open space as funding and other opportunities become available.

Open Space and Natural
Resources
P24.8 Support projects, programs, policies and regulations to preserve the environmentally sensitive areas of public open spaces.

Open Space and Natural
Resources
P24.9 Support projects, programs, policies and regulations to encourage diverse, environmentally-sensitive, passive open spaces.

Open Space and Natural
Resources
P24.10 Support projects, programs, policies and regulations to promote recreational trails and the bikeway system to link open spaces to public areas and neighborhoods.

Open Space and Natural
Resources
P24.11 Support projects, programs, policies and regulations to evaluate increasing urban and natural open spaces as part of community-based planning of Focus Areas.

Open Space and Natural
Resources
P24.12 Support projects, programs, policies and regulations to limit the construction of facilities in open space areas and to design necessary improvements, such as fire roads, access roads, and parking facilities, to minimize environmental impacts and maintain the visual qualities of the open space.

Open Space and Natural
Resources
P24.13 Support programs, policies and regulations to require maintenance of environmentally-sensitive areas by qualified/trained personnel and/or contractors.

Open Space and Natural
Resources
P25.1 Support regional and subregional efforts to conserve habitat for sensitive species and plant communities.

Open Space and Natural
Resources
P25.2 Support projects, programs, policies and regulations to preserve the City’s public creeks and lakes such as Tri City Lake, Bastanchury Greenbelt Creek, and Laguna Lake; pursue collaborative efforts to restore channelized portions of Brea Creek and Fullerton Creek. (See Chapter 16: Water for related policies and actions.) Open Space and Natural
Resources
P25.3 Support projects, programs, policies and regulations to comprehensively plan for, manage and promote trees throughout the City.

Open Space and Natural
Resources
P25.4 Support projects, programs, policies and regulations to promote and encourage residents and visitors to respect the natural environment of wildlife inhabiting and/or migrating to the City’s open spaces.

Open Space and Natural
Resources
P25.5 Support projects, programs, policies and regulations to manage development in areas containing significant or rare biological resources.

Appendix A - 13

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Open Space and Natural
Resources
P25.6 Support projects, programs, policies and regulations to preserve and enhance established conservation areas.

Open Space and Natural
Resources
P25.7 Support projects, programs, policies and regulations to consider and mitigate project level impacts to sensitive habitat areas at the site and building design stages.

Open Space and Natural
Resources
P25.8 Support projects, programs, policies and regulations to consider and mitigate project level impacts to public waterways at the site and building design stages.

Natural Hazards P26.1 Support projects, programs, policies and regulations to coordinate planning for and response to natural disasters with other agencies within the region.

Natural Hazards P26.2 Support projects, programs, policies and regulations to prepare to respond to natural disasters to the best of the City’s ability.

Natural Hazards P26.3 Support projects, programs, policies and regulations to consider natural hazard risks and mitigation as part of community-based planning of Focus Areas.

Natural Hazards P26.4 Support projects, programs, policies and regulations to discourage or limit development within areas that are vulnerable to natural disasters, particularly in areas with recurring damage and/or the presence of multiple natural hazards.

Natural Hazards P26.5 Support projects, programs, policies and regulations to utilize hazard specific development regulations to mitigate risks associated with identified potential natural hazards, including flooding, wildland fires, liquefaction, and landslides when development does occur.

Appendix A - 14

City Council - Successor Agency - Housing AuthorityJune 6, 2023

City Council - Successor Agency - Housing Authority
June 6, 2023