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060424 AS FY 24-25 Budget Resolution Budget

City Council - Successor Agency - Housing Authority
June 4, 2024

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060424 AS FY 24-25 Budget Resolution Budget
Meeting
June 4, 2024
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City Council - Successor Agency - Housing Authority
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RESOLUTION NO. 2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

FULLERTON, CALIFORNIA, APPROVING AND ADOPTING THE CITY
OF FULLERTON OPERATING BUDGET FOR FISCAL YEAR 20 24-25

AND APPROPRIATING FUNDS NECESSARY TO MEET THE

EXPENDITURES SET FORTH THEREIN

WHEREAS, the City Manager of the City of Fullerton , in conformity with Fullerton Municipal Code Section 2.09.150, has submitted to the Fullerton City Council (City Council) a Proposed Operating Budget (Proposed Budget) for all City Funds, including the General Fund, Water and Sewer Enterprise Funds, All Other Funds and the Capital Improvement Program (CIP) totaling $285,662,901 for Fiscal Year (FY) 2024-25.

WHEREAS, the General Fund is the chief City operating fund providing traditional municipal services to the community, such as public safety, public works, community and economic development, parks and recreation and library programming.

WHEREAS, the City General Fund reserve policy maintains a minimum General Fund balance totaling 10% of annual General Fund expenditures and strives to increase the reserve level to 17% (approximately two months of expenditures).

WHEREAS, the Proposed General Fund Operating Budget, excluding transfers out, will total $132,859,319 for FY 2024 -25 and the City project s to meet the 17% reserves financial goal for FY 2024-25.

WHEREAS, City Council held a Budget Study Session on April 23, 2024 to receive an initial review of the Proposed General Fund Budget for FY 2024-25 and planned capital projects budget in the Proposed Capital Improvement Program for FY 2024 -25 and provide input and direction on the Proposed Budget.

WHEREAS, City Council received a presentation and provided input and direction to staff on the Proposed Budget at the Budget Study Session.

WHEREAS, City Council has considered the Proposed Budget, which incorporates additional City Council direction and proposed amendments provided at the Study Session and subsequent meetings and held a public hearing on June 4 , 2024 to adopt the budget FY 2024-25.

WHEREAS, City Council held a duly noticed public hearing at a regular City Council meeting and included public input from residents, the business community and other interested parties.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FULLERTON RESOLVES AS FOLLOWS:

1. Citywide Budget. City Council approves and adopts the City of Fullerton Operating Budget for All City Funds including the General Fund, Water and Sewer Enterprise Funds and All Other Funds and the Capital Improvement Program for FY 2024-25 in the amount of $285,662,901, supported by $285,662,901 in Citywide revenues and available fund balances, as presented in the FY 2024-25 Proposed Operating Budget (Attachment 1).

2. General Fund. City Council adopts t he FY 2024-25 Operating Budget for the City of Fullerton General Fund in the amount of $132,859,319 in operating expenditures and $5,603,000 in transfers out for a $138,462,319 total General Fund Budget ; balanced with $1 27,716,541 operating revenues , $1,320,164 transfers in and $9,425,614 available one- time excess reserves (unassigned fund balance) , as presented in the FY 2024 -25 Proposed Operating Budget document (Attachment 1).

3. Release Assigned Fund Balance for Measure M2 Maintenance of Effort. City Council authorizes the City Manager, or designee, to release $5,500,000 assigned Measure M2 maintenance of effort set aside funds to General Fund Balance to assist in balancing the Proposed Budget for FY 2024-25.

4. Re-Appropriation of ARPA Funds. City Council reappropriates the following ARPA funds and projects i n accordance with US Treasury guidelines and eligible expenditure categories:

a. $603,000 from Administrative Allowance category to ARPA Revenue Replacement category

b. $102,294 from FCC AV System Project under Public Health category to ARPA Revenue Replacement category

c. $36,783 from PD Security CLETS Project under Public Health category to ARPA Revenue Replacement category.

5. Vehicle Replacement Fund Vehicles List. The Citywide Operating Budget for FY 2024-25 includes the annual City Vehicle Replacement Program and City Council authorizes the City Manager, or designee, to purchase all vehicles on FY 2024-25 Vehicle Replacement List (Attachment 2) , utilizing appropriate purchasing procedures and methods (i.e., open market, formal bidding) pursuant to City procurement policies and codes. Staff shall utilize cooperative purchasing and/or informal bid procedures (i.e. , obtain three written quotes) when the City cannot utilize formal bid procedures due to availability and sourcing challenges.

6. Capital Projects. City Council approves and adopts t he Capital Improvement Program Budget for FY 2024-25 in the amount of $49,227,050 as presented in the FY 2024-25 Proposed Operating Budget document (Attachment 1).

7. City Council shall consider t he Citywide Operating Budget adopted for FY 2024- 25 shall amended upon the close of FY 2023-24 to carry forward and re- appropriate any outstanding encumbrances on open purchase orders and/or existing agreements or contracts that have not exceeded adopted budget levels.

8. City Council shall consider t he Citywide Operating Budget adopted for FY 202 4- 25 amended upon the close of FY 2023 -24 to carry forward and re- appropriate funds for any awarded grants not initiated and/or fully expended and reimbursable grant revenues not received.

9. City Council considers the Capital Improvement Program budget adopted for FY 2024-25 a mended upon the close of FY 2023-24 to carry forward and re- appropriate funds for all previously approved capital improvement projects not initiated and/or not completed.

10. This Resolution becomes effective at the start of the new fiscal year, July 1, 2024 for Fiscal Year 2024-25.

11. The City Clerk shall certify adoption of this Resolution.

ADOPTED BY THE FULLERTON CITY COUNCIL ON JUNE 4, 2024.

______________________________________
Nicholas Dunlap
Mayor

ATTEST:

________________________________
Lucinda Williams, MMC
City Clerk

______________________________
Date

Attachments:
• Attachment 1 – FY 2024-25 Proposed Operating Budget
• Attachment 2 – FY 2024-25 Vehicle Replacement List

EXHIBIT A

FY 2024-25 PROPOSED BUDGET BOOK DOCUMENT

To Be Included and Attached with Final Resolution Recorded and Filed.

EXHIBIT B

FY 2024-25 VEHICLE REPLACEMENT LIST

FISCAL YEAR 2024-25

PROPOSED

OPERATING & CAPITAL

IMPROVEMENTS
BUDGET
www.cityoffullerton.com
City of Fullerton, California

CITY OF FULLERTON, CA
Fiscal Year 2024-25
Proposed Operating
& Capital Improvements Budget

MAYOR MAYOR PRO TEM

NICK DUNLAP FRED JUNG
DISTRICT 2 DISTRICT 1

COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER

BRUCE WHITAKER SHANA CHARLES AHMAD ZAHRA
DISTRICT 4 DISTRICT 3 DISTRICT 5

CITY MANAGER
ERIC J. LEVITT

POLICE CHIEF LIBRARY DIRECTOR FIRE CHIEF

JONATHAN RADUS JUDY BOOTH ADAM LOESER EDDIE MANFRO

DIRECTOR OF ADMINISTRATIVE SERVICES DIRECTOR OF PUBLIC WORKS

ELLIS CHANG STEPHEN BISE

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
Senior Budget Analyst Cinndy Barrios
All City Departments Department Heads
Department Budget Liaisons

IN COLLABORATION WITH

SUBMITTED BY

CITY OF FULLERTON, CA
Fiscal Year 2024-25
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-2 Maintenance Services ….......................................................................................................................…......... CIP-36 Police ….................................................................................................................................................…......... CIP-44 Parks & Recreation …............................................................................................................................…........ CIP-46

CITY OF FULLERTON, CA
Fiscal Year 2024-25
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 4, 2024
City Manager Budget Message PLACEHOLDER
TO BE INCLUDED IN FINAL FY 2024-25 ADOPTED BUDGET BOOK

DOCUMENT

CITY OF FULLERTON, CA
Fiscal Year 2024-25
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

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 140,541 Fullerton is the 42nd 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 2023 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 30 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

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.

Kids Splash Pad

Thursday Downtown Market
125 E. Wilshire 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: 37
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: $285.7 million (FY 2024-25)
General Fund Budget: $132.8 million (FY 2024-25)
Number of Fire Stations: 6
Miles of City Streets: 285
Miles of Sewers: 320
Miles of Storm Drains: 68.14

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 1st 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 policies 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 department s 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 C ity 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 2024-25 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 2024-25 Proposed 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 2024-25, 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 3%, 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 a ny 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 2024-25 Key Budget Events Date
Budget Kickoff Meeting 12/13/23
Department Budget Requests Due 2/15/24
City Manager-Dept Budget Reviews Feb- March
2024
Budget Study Session 4/24/24
FY 2024-25 Budget Adoption Meeting 6/4/24
Start of New Fiscal Year 7/1/24
Table 2 – FY 24-25 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 correspond ing strategic financial plan to close the gap through revenue increases or expenditure decreases.
✓ Fund-Department Budget Level. Budget control is maintained at the Fund and Departmental level. The City Manager has the authority to approve appropriation tr ansfers 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 Principles (GAAP) and outlined by the Governmental Accounting Standards Board (GASB). The City of Fullerton operates on a Modified -Accrual 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 pu blic 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 restricted 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.

Budget Summaries

CITY OF FULLERTON

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2024-25
Actual Actual Adopted Proposed
2021-22 2022-23 2023-24 2024-25
Revenues by Type
Property Taxes 59,971,976 63,368,454 64,117,385 73,387,803 Other Taxes (Sales Tax, TOT, Other) 36,045,570 37,092,982 37,288,602 37,422,671 Licenses & Permits 2,736,502 3,207,839 2,464,846 2,401,028 Charges for Service 11,351,486 13,198,319 15,821,196 19,358,964 Utilities Revenue (Water, Sewer, Refuse) 77,124,281 76,204,861 84,975,791 86,946,317 Other Enterprise Fund Revenues
(Airport, Brea Dam, Other) 11,016,833 6,963,386 6,418,082 6,455,251 Use of Money & Property 6,165,015 12,741,101 11,213,325 11,743,725 Intergovernmental 35,849,129 34,560,986 19,216,323 29,203,601 Other Revenues (inc. fines/penalties) 4,643,303 6,101,162 4,445,071 4,197,154 Total Citywide Revenues $244,904,096 $253,439,090 $245,960,621 $271,116,514 Expenditures by Funds - Program Area
General Funds 104,264,041 114,334,462 120,884,437 132,859,319 Special Revenue Funds 21,712,488 29,481,060 36,150,094 36,752,839 Water Fund (Operating Only) 31,782,760 31,105,110 37,853,377 40,002,253 Other Enterprise Funds (Operating Only) 10,409,895 12,868,881 12,300,226 11,579,044 Capital Improvement Program 33,866,537 22,942,257 41,419,550 49,227,050 Successor Agency 1,719,116 1,642,922 9,248,190 15,242,396 Total Citywide Expenditures $203,754,836 $212,374,692 $257,855,874 $285,662,901 Total Net Citywide Operating Position $41,149,260 $41,064,398 ($11,895,253) ($14,546,387) All Funds Budget Summary A-1

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2024-25
CITYWIDE REVENUES = $271,116,514
CITYWIDE EXPENDITURES = $285,662,901
All Funds Budget Summary | A-2
$73.4
27%
$37.4
14%
$2.4
1%
$19.4
7%
$86.9
32%
$6.5
2%
$11.7
4%
$29.2
11%
$4.2
2%
FY 24-25 Proposed Citywide Revenues
(in millions)
$132.9
47%
$36.8
13%
$40.0
14%
$11.6
4%
$49.2
17%
$15.2
5%
FY 24-25 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 2024-25
2021-22 2022-23 2023-24 2024-25
Actual Actual Adopted Proposed
Revenues
Property Tax 50,816,796 53,790,177 54,649,098 58,044,816 Sales Tax 29,292,047 30,622,105 30,402,492 30,512,105
Other Taxes 6,753,523 6,470,877 6,886,110 6,910,566
Franchise Fees 4,269,636 4,787,544 4,300,000 4,500,000
Licenses & Permits 2,736,502 3,207,839 2,464,846 2,401,028 Fines & Penalties 1,556,307 1,846,592 1,630,100 1,805,100 Use of Money & Property 2,348,322 4,322,353 4,043,440 4,152,240 Other Agencies 1,560,008 872,539 671,725 769,725
Charges for Service 10,523,012 12,363,504 11,903,311 14,344,359 Other Revenues 491,448 682,753 1,872,660 1,907,126
Library Revenues 224,936 305,112 402,098 324,898
Parks & Recreation Revenue 1,528,968 1,472,954 1,445,977 2,044,577 Total General Fund Revenues $112,101,506 $120,744,349 $120,671,857 $127,716,541 Net Transfers In 361,742 3,165,245 7,150,000 1,320,164
Total Revenues/Transfers In $112,463,248 $123,909,594 $127,821,857 $129,036,705 Expenditures
City Council 423,116 513,657 438,995 459,535
City Manager 2,653,555 3,303,031 3,652,786 4,095,438
Administrative Services 2,445,129 2,921,263 3,347,304 3,632,811 Human Resources 608,100 627,996 717,258 731,485
General Government 491,637 (932,157) 2,356 (2,759,011)
Fire 26,863,621 28,735,152 31,543,067 34,837,549
Police 49,047,209 54,830,228 54,718,263 61,551,581
Community & Economic Development 4,988,204 6,163,016 6,155,592 7,060,214 Public Works 7,521,474 9,017,558 10,260,788 11,295,211
Library 3,486,922 3,641,251 4,123,406 4,744,137
Parks & Recreation 5,678,735 5,513,451 5,924,622 7,210,368 Total General Fund Expenditures $104,207,701 $114,334,446 $120,884,437 $132,859,319 Net Transfers Out 3,543,046 1,411,782 4,174,587 5,603,000 Total Expenditures/Transfers Out $107,750,747 $115,746,228 $125,059,024 $138,462,319 General Fund Summary

CITY OF FULLERTON
A-3

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2024-25
General Fund Summary | A-4
Total General Fund Revenues: $127,716,541
Property Tax
Property Tax is the City's largest revenue source at 45% of all General Fund revenue and projected to total $58 million in FY 24-25. All taxable real and personal property within the City limits are 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. Overall, the City’s diverse and stable property tax base (mixture of commercial, industrial, and residential) continues to provide consistent revenue growth due to the strong assessed property valuations.

Sales and Use Tax
Sales Tax revenue is the 2nd largest revenue (24%) in the General Fund and projected to total $30.5 million in FY 24-25. 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. The City maintains a diverse and stable sales tax base due to the City’s diverse economic base not reliant on one economic sector, consumer spending, and continued County Pool allocations from a State law enacted in 2019.

Franchise Tax
Fees are charged to electrical, gas, refuse, cable TV and internet services providers, and towing companies for the privilege of operating in the City. Fees are generally based on the gross receipts from sales within the City. Franchise revenue generates approximately $4-$5 million per year.

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2024-25
General Fund Summary | A-5
Transient Occupancy Tax (TOT)
The City levies a 10% TOT tax on hotel/motel room occupancy of less than 30 days in length. The City has X hotels and motels in the City. The City also applies its 10% TOT tax on short-term rental properties (i.e.

AirBnb or Vrbo) in the City. The City generates $3-$4 million in TOT revenue annually and benefits from TOT revenue for its proximity to Disneyland and other nearby tourist attactions, its occupancy from colleges and Cal State Fullerton and location in Orange County.

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. Over recent years, the City has increased its efforts towards achieving full cost recovery on many of the City's user fees.

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 2024-25
Total General Fund Expenditures: $132,859,319
Salaries & Benefits - $86.4 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 24-25, Salaries & Benefits account for approximately 65% of the General Fund budget and include salary-related merit increases, health & benefit increases and annual CalPERS retirement increases.

For FY 2024-25, the Salaries & Benefits budget include the fiscal impacts of labor agreement costs that were approved for all labor groups in FY 22-23 and FY 23-24, increased employee retention and lowered its vacancy rate from 20% to 14%, all of which have contributed greatly towards the City's Organziational & Fiscal Stability efforts. Lastly, the FY 2024-25 Budget includes a normalized, annual vacancy factor of 4% to account for ongoing, average vacancy savings.

Operations & Maintenance - $46.5 Million
The Maintenance and Operations (M&O) budget was developed under a Maintenance of Effort (MOE) budget approach, which allows the budget to increase as a result of approved contractual increases for the City's major services' providers, cost of doing business increases capped at 3%, utility rate increases, and cost allocations to City's internal services funds. In FY 2024-25, the City's operating budget includes programming that is in line with City Council priorities of Public Safety, Infrastructure and Economic Development. In addition, other key City priority areas of Organizational Efficiencies, Community Preservation, and Community Services & Events and serve as basis of FY 2024-25 Budget.

FY 2024-25 Budget includes services enhancements to Public Safety, including addition of 4th ambulance services unit and addition of staff to initiate a Real-Time Crime Center in collaboration with the County. The FY 2024-25 Budget also includes the return of Fourth of July and First Night community events and full year of the newly opened Hunt Library to provide vital communtiy programming.

Capital Outlay - $118,000
The Capital Outlay budget represents annual Public Safety equipment replacement costs.

2021-22 2022-23 2023-24 2024-25
Budgeted Budgeted Budgeted Proposed
Department Positions Positions Positions Positions
City Council 6.0 5.0 5.0 5.0
City Manager 7.0 8.0 8.0 8.0
Administrative Services 30.0 32.0 31.0 31.0
Human Resources 11.0 11.0 11.0 11.0
Fire 87.0 87.0 88.0 88.0
Police 203.0 190.0 191.0 194.0
Information Technology 1 6.0 7.0 2.0 2.0
Community & Economic Development 31.0 31.0 33.5 35.5
Public Works 192.0 185.0 196.5 198.5
Parks and Recreation 2 21.0 14.0 14.0 21.0
Library 23.8 20.3 21.3 21.3
Full-Time Employees Subtotal 617.8 590.3 601.3 615.3
Part-Time Hours ** 109,127 71,925 114,488 115,275
FTEs 52.5 34.6 55.0 55.4
Total Budgeted FTE Positions 670.3 624.9 656.3 670.7
1 Information Technology FTE Count was included in Adminstrative Services or Police Departments in prior fiscal years. 2 Parks & Recreation Reorganization approved after FY 2023-24 Budget Adoption and reflected in the FY 2024-25 Proposed Budget. ** 2,080 part-time hours equal one Full-Time Equivalent (FTE) position.

CITY OF FULLERTON

POSITION SUMMARY
FISCAL YEAR 2024-25
Budgeted FTE's - Last 10 Years
Position Summary | A-7
717 712 718
709
692 695 691
670
625
656
671
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25

Department FTE Description of Position Changes
Parks & Recreation 1

7.0 10.0 Add Administrative Analyst I, Parks & Recreation Coordinator, Parks & Recreation Manager, Parks Project Manager, Parks Project Specialist,

2.0 FTE Parks & Recreation Supervisor I, Public Information Specialist,

2.0 FTE Senior Customer Service Representative
-3.0 Delete Deputy Director, Parks & Recreation Supervisor II, Museum Educator Community & Economic Development 2.0

4.0 Add Administrative Analyst II, Economic Development Project Manager, Project Manager, Senior Building Inspector
(2.0) Delete Clerical Assistant III, Housing Programs Assistant Police 3.0

1.0 Add Police Investigative Technician

2.0 Add Police Behavioral Health Clinician II (Grant Funded) 2 Public Works 2.0

2.0 Add Equipment Operator - Water, Water Quality Lead Worker Citywide Net Position Change 14.0
1 Parks & Recreation Reorganization approved after the FY 2023-24 Budget Adoption and changes reflected in the FY 2024-25 Proposed Budget. 2 2.0 FTE Police Behavioral Health Clinician II approved after FY 2023-24 Budget Adoption and changes reflected in the FY 2024-25 Proposed Budget.

FISCAL YEAR 2024-25
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 $33,844,906 $125,337,066 $1,320,164
11 Infrastructure Fund 1,535,558 10,000 2,926,062 13 Library 448,474 324,898 4,419,239 15 Parks & Recreation 10,681 2,044,577 5,165,791 General Funds Total $35,839,619 $127,716,541 $13,831,256

SPECIAL REVENUE FUNDS
20 West Coyote Hills Endowment 395,992 - 22 Air Quality Improvement 898,263 196,600 23 Sanitation 68,183 7,258,136
25 Measure M2 7,078,374 3,839,156
26 Housing 12,443,949 275,350
27 FTV Cable-PEG 1,227,796 216,015
28 SB2/PLHA Fund 0 590,205 29 SB1/RMRA 5,781,050 3,776,917
30 Gas Tax 1,395,565 4,079,797
32 Grant Administration (695,993) 1,827,529 33 Supplemental Law Enforcement Svcs. 88,946 300,000 34 Asset Seizure 432,591 525,679
35 Community Development Block Grant (367,455) 1,747,680 36 Drainage Capital Outlay 4,791,234 893,795 37 Traffic Safety 38,892 200,000
38 ARPA Fund 8,239,101 -
39 Park Dwelling 5,380,243 4,410,108
46 Refuse 2,628,055 16,129,686

DEBT SERVICE FUNDS
58 Debt Service Reserve 205,907 -

CAPITAL PROJECT FUNDS
74 Capital Projects (2,823,847) 10,183,610 17,145,440

ENTERPRISE FUNDS
40 Airport 3,065,071 3,631,489
41 CNG (199,796) 120,000
42 Brea Dam 536,510 4,116,300
44 Water 53,067,198 56,437,050
45 Whiting/Lemon Parking (385,538) 10,000 47 Sewer 9,007,151 6,227,650 -

INTERNAL SERVICE FUNDS
62 Liability Insurance 3,617,075 11,528,303 64 Vehicle Replacement 16,199,515 3,347,439 65 Workers' Compensation 14,087,080 2,911,660 66 Group Insurance 1,541,880 8,753,641 67 Equipment Maintenance 1,111,081 4,948,257 68 Information Technology 918,269 9,287,309 1,676,938 69 Building Maintenance (375,416) 4,343,102 70 Facility Capital Repair 2,543,907 623,049 Less: Internal Service Allocations (44,691,760)
80-89 Successor Agency 3,963,541 15,356,221 TOTAL CITY FUNDS $191,743,993 $271,116,514 $32,653,634
FUND BALANCES SUMMARIES - FISCAL YEAR 2024-25
Fund Balances Summaries | A-9

Projected
Proposed Proposed Ending
- Transfers Out - Expenditures = Balance Fund Title Fund

GENERAL OPERATING FUNDS
$15,188,030 $120,904,814 $24,409,292 General 10
2,900,000 - 1,571,620 Infrastructure Fund 11 - 4,744,137 448,474 Library 13 - 7,210,368 10,681 Parks & Recreation 15 $18,088,030 $132,859,319 $26,440,067 General Funds Total

SPECIAL REVENUE FUNDS
- 395,992 West Coyote Hills Endowment 20 21,000 1,073,863 Air Quality Improvement 22 8,711,598 (1,385,279) Sanitation 23 3,195,440 587,406 7,134,684 Measure M2 25 610,350 12,108,949 Housing 26 244,856 1,198,955 FTV Cable-PEG 27 590,205 0 SB2/PLHA Fund 28 3,500,000 439 6,057,528 SB1/RMRA 29 100,000 4,268,058 1,107,304 Gas Tax 30 1,730,268 (598,732) Grant Administration 32 211,054 177,892 Supplemental Law Enforcement Svcs. 33 381,899 576,371 Asset Seizure 34 350,000 1,397,680 (367,455) Community Development Block Grant 35 1,000,000 303,997 4,381,032 Drainage Capital Outlay 36 200,000 - 38,892 Traffic Safety 37 742,077 197,094 7,299,930 ARPA Fund 38 4,200,000 - 5,590,351 Park Dwelling 39 - 16,092,250 2,665,491 Refuse 46

DEBT SERVICE FUNDS
- 205,907 Debt Service Reserve 58

CAPITAL PROJECT FUNDS
27,329,050 (2,823,847) Capital Projects 74

ENTERPRISE FUNDS
3,369,892 3,326,668 Airport 40 221,560 (301,356) CNG 41 4,252,036 400,774 Brea Dam 42 60,227,253 49,276,995 Water 44 92,290 (467,828) Whiting/Lemon Parking 45 5,316,266 9,918,535 Sewer 47-

INTERNAL SERVICE FUNDS
11,178,303 3,967,075 Liability Insurance 62 3,886,405 15,660,549 Vehicle Replacement 64 3,461,706 13,537,034 Workers' Compensation 65 8,728,641 1,566,880 Group Insurance 66 5,187,652 871,686 Equipment Maintenance 67 378,087 10,580,160 924,269 Information Technology 68 4,157,246 (189,560) Building Maintenance 69 900,000 13,078 2,253,878 Facility Capital Repair 70 (45,788,506) Less: Internal Service Allocations
- 15,242,396 4,077,366 Successor Agency 80-89 $32,653,634 $285,662,901 $176,100,860 TOTAL CITY FUNDS
FUND BALANCES SUMMARIES - FISCAL YEAR 2024-25
Fund Balances Summaries | A-10

Fund Transfers In Transfers Out Description (To / From) 10 - General Fund - 4,419,239 To Library Fund - 5,165,791 To Parks & Recreation Fund - 2,926,062 To Infrastructure Fund - 1,000,000 To Capital Projects Fund - 1,676,938 To Information Technology Fund 200,000 - From Traffic Safety Fund 378,087 - From Information Technology Fund 742,077 - From American Rescue Plan Act (ARPA) General Fund Subtotal $1,320,164 $15,188,030
13 - Library Fund 4,419,239 - From General Fund 15 - Parks & Recreation 5,165,791 - From General Fund 11 - Infrastructure Fund 2,926,062 - From General Fund - 2,900,000 To Capital Projects Fund 25 - Measure M2 - 3,195,440 To Capital Projects Fund 29 - SB1/RMRA - 3,500,000 To Capital Projects Fund 30 - Gas Tax - 100,000 To Capital Projects Fund 35 - Community Development Block Grant - 350,000 To Capital Projects Fund 36 - Drainage Capital Outlay - 1,000,000 To Capital Projects Fund 37 - Traffic Safety - 200,000 To General Fund 38 - American Rescue Plan Act (ARPA) - 742,077 To General Fund ARPA Subtotal $0 $742,077
39 - Park Dwelling 4,200,000 To Capital Projects Fund 68 - Information Technology (IT) Fund 378,087 To Capital Projects Fund 1,676,938 From General Fund
70 - Facility Capital Repair 900,000 To Capital Projects Fund 74 - Capital Projects 1,000,000 From General Fund 2,900,000 From Infrastructure Fund
3,195,440 From Measure M2 Fund
3,500,000 From SB1/RMRA
100,000 From Gas Tax Fund
350,000 From CDBG
1,000,000 From Drainage Capital Outlay
4,200,000 From Park Dwelling
900,000 From Facility Capital Repair Fund
Capital Projects Subtotal $17,145,440 $0
TOTAL INTERFUND TRANSFERS $32,653,634 $32,653,634
Interfund Summaries | A-11

INTERFUND TRANSFERS SUMMARY
FISCAL YEAR 2024-25

2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15)
Property Taxes
Secured Property Taxes 33,666,988 35,141,450 35,663,019 37,908,128 Unsecured Property Taxes 905,744 907,172 928,377 1,135,722 Penalties/Delinquencies 51,142 50,947 43,000 43,000 Supplemental Property Taxes 634,843 1,294,155 620,000 620,000 Property Tax Collection Fees (186,649) (187,651) (200,000) (200,000) Homeowners Subvention 132,774 20,226 143,000 143,000 Property Tax In Lieu of VLF 15,611,953 16,563,878 17,451,702 18,394,966 Total Property Taxes $50,816,796 $53,790,177 $54,649,098 $58,044,816 Other Taxes
Sales & Use Tax 29,292,047 30,622,105 30,402,492 30,512,105 Public Safety Prop 172 1,201,784 1,253,809 1,285,566 1,285,566 Transient Occupancy Tax 3,140,462 3,243,491 3,460,000 3,400,000 Business Registration Tax 1,213,710 1,260,798 1,165,544 1,250,000 Oil Extraction Tax - - 10,000 10,000 Real Estate Transfer Tax 1,197,567 712,780 965,000 965,000 Total Other Taxes $36,045,570 $37,092,982 $37,288,602 $37,422,671 Licenses & Permits
Development Permits 2,130,240 2,666,520 1,805,000 1,805,000 Parking Permits 19,284 12,158 16,000 12,000 Fireworks Permits 35,646 27,426 34,890 43,500 Public Works Permits 68,614 60,774 120,000 72,074 Police Alarm Permits 270,581 256,151 275,000 250,000 Other Licenses & Permits 105,597 103,539 142,742 146,119 Hazardous Materials Disclosures 2,125 - - - Underground Tank Permits 12,061 8,142 - - Overload Permits 21,982 21,142 22,422 23,543 Encroachment Permits 70,373 51,986 48,792 48,792 Total Licenses & Permits 2,736,502 $3,207,839 $2,464,846 $2,401,028 Fines & Penalties
Other Court Fines 1,484,927 1,732,882 1,500,000 1,675,000 Administrative Citations 71,380 113,710 130,100 130,100 Total Fines & Penalties $1,556,307 $1,846,592 $1,630,100 $1,805,100 Use of Money & Property
Interest Income (44,622) 591,142 361,230 361,230 Unrealized Gain (loss) (1,181,718) 226,817 - - Supplemental Interest 19,925 - - -

REVENUE SUMMARIES

DETAIL BY FUND
Revenue Summaries by Fund | A-12
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Property Lease 1,241,563 1,237,563 1,237,563 1,237,563 Cell Tower Rent 413,094 403,999 405,600 457,600 Rents 727,784 757,707 699,000 760,800 Leases 718,529 718,468 880,000 865,000 General Concessions 75,787 383,260 75,787 75,787 R-O-W Impact Fee 383,260 - 383,260 383,260 Prisoners' Welfare - - 1,000 1,000 Franchise Fees 4,269,636 4,787,544 4,300,000 4,500,000 Total Use of Money & Property $6,623,238 $9,106,499 $8,343,440 8,642,240 Other Agencies
Motor Vehicle In-Lieu Tax 161,078 147,996 125,000 150,000 POST 24,281 17,083 30,000 20,000 State Mandated Costs 65,055 - 100,000 100,000 Parks Maint. - School District 46,655 175,000 - - Other Agency Contributions 1,261,939 532,460 416,725 499,725 Federal Dept of Justice 1,000 - - - Total Other Agencies $1,560,008 $872,539 $671,725 $769,725 Charges for Services
Zoning & Planning Fees 605,198 980,115 510,500 512,760 Plan Check Fees 2,015,853 1,769,006 2,269,565 2,270,765 Microfilming Fees 33,775 37,679 20,000 20,000 Sale of Maps & Publications 16,254 11,212 8,000 8,550 Misc. Filing/Certification Fees - 3,062 - - Sanitation Dist. Connection Fees 5,768 11,652 10,000 10,000 Business License Review 23,384 26,819 14,000 14,000 Police Fees 666,509 1,250,612 1,437,646 1,540,347 Fire Fees 368,509 368,624 1,099,250 1,117,500 Ambulance Billing 4,342,541 5,329,849 4,333,159 6,000,000 Paramedic Fees 772,733 716,912 705,000 705,000 Public Works Fees 467,851 1,010,240 521,463 1,072,609 Refuse Services 1,004,276 643,652 750,028 750,028 Damage Repair 33,522 25,817 40,000 40,000 Vehicle Station Charging Fees - 6,863 - 6,600 Parking Fees 153,185 144,211 181,600 275,000 Miscellaneous Fees 13,654 27,179 3,100 1,200 Total Charges for Services $10,523,012 $12,363,504 $11,903,311 $14,344,359 Other Revenues
Sale of Property 12,528 5,691 10,000 5,000 Donations 297,123 249,433 313,096 352,562 Misc. Reimbursements/Rebates - 56,631 15,000 15,000 Admin. Indirect Cost 100,247 1,464,903 1,524,564 1,524,564

REVENUE SUMMARIES

DETAIL BY FUND
Revenue Summaries by Fund | A-13
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Miscellaneous 81,550 370,999 10,000 10,000 Revenue Allocation - (1,464,903) - - Total Other Revenues $491,448 $682,753 $1,872,660 $1,907,126 GENERAL FUND TOTAL $110,352,882 $118,962,884 $118,823,782 $125,337,066 INFRASTRUCTURE FUND (11)
Interest Income (5,280) 3,398 - 10,000 INFRASTRUCTURE FUND TOTAL ($5,280) $3,398 $0 $10,000
LIBRARY FUND (13)
Secured Property Taxes 76,970 80,829 80,598 80,598 Fines & Fees 4,412 5,447 4,200 4,200 Rents 11,739 17,504 20,000 20,000 State Grants - - 40,000 40,000 Other Agencies - 3,836 - - Passport Execution Fee - 37,145 134,400 60,000 Passport Photo Fee - 10,940 22,800 20,000 Donations 6,587 104,614 1,100 1,100 Miscellaneous 32,337 26,963 - - Restricted Contributions 92,892 17,834 99,000 99,000 LIBRARY FUND TOTAL $224,936 $305,112 $402,098 $324,898
PARKS & RECREATION FUND (15)
Interest Income - 31,681 - - Cell Tower Rent 3,459 (539) - - Rents 129,445 81,573 121,400 106,800 Facility Rentals 490,616 600,275 531,500 826,500 Leases 151,407 92,715 105,852 105,852 Field Use Charges 120,285 139,168 130,000 120,000 General Concessions 8,156 8,618 7,800 8,000 Parks & Recreation Fees 458,567 456,278 484,425 584,425 Donations 148,000 14,750 8,000 101,000 Miscellaneous 19,032 48,435 57,000 17,000 State Grants - - - 175,000 PARKS & RECREATION FUND TOTAL $1,528,968 $1,472,954 $1,445,977 $2,044,577 GENERAL FUNDS TOTAL $112,101,506 $120,744,349 $120,671,857 $127,716,541 Revenue Summaries by Fund | A-14

DETAIL BY FUND

REVENUE SUMMARIES
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed

SPECIAL REVENUE FUNDS
WEST COYOTE HILLS ENDOWMENT FUND (20)
Donations 103,038 298,425 - - Interest Income (2,350) (3,086) - - WEST COYOTE HILLS FUND TOTAL $100,688 $295,339 $0 $0
AIR QUALITY FUND (22)
Motor Vehicle Air Quality Fees 134,334 137,942 181,000 181,000 Other Agency Contributions - - - - Interest Income (22,684) 12,740 15,600 15,600 AIR QUALITY FUND TOTAL $111,650 $150,682 $196,600 $196,600 SANITATION FUND (23)
Sanitation Fees 6,366,001 6,557,345 7,200,000 7,200,000 Damage Repair 1,846 4,272 - - Interest Income (34,067) 31,191 58,136 58,136 SANITATION FUND TOTAL $6,333,780 $6,592,808 $7,258,136 $7,258,136 MEASURE M2 FUND (25)
Measure M2 3,183,746 3,295,057 3,725,398 3,766,231 Interest Income (59,939) (6,429) 72,925 72,925 MEASURE M2 FUND TOTAL $3,123,807 $3,288,628 $3,798,323 $3,839,156 HOUSING FUND (26)
Other Revenue 5,400 4,750 - - Interest Income 232,355 267,410 275,350 275,350 HOUSING FUND TOTAL $237,755 $272,160 $275,350 $275,350
FTV CABLE-PEG ACCESS FUND (27)
Franchise - Cable PEG Support 197,873 208,688 200,000 200,000 Interest Income (20,668) 10,762 16,015 16,015 FTV CABLE-PEG FUND TOTAL $177,205 $219,450 $216,015 $216,015 SB2/PLHA FUND (28)
State Grant 2,362 1,070,068 1,177,577 590,205 Interest Income (4,202) 5,194 - - SB2/PLHA FUND TOTAL ($1,839) $1,075,262 $1,177,577 $590,205 SB1/RMRA FUND (29)
Gas Tax SB1/RMRA 2,815,910 3,188,176 3,569,182 3,695,101 Interest Income (61,728) 13,735 81,816 81,816 SB1/RMRA FUND TOTAL $2,754,181 $3,201,911 $3,650,998 $3,776,917

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-15
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
GAS TAX FUND (30)
Gas Tax 3,296,732 3,652,011 4,116,910 3,983,777 Damage Repair 7,527 21,594 15,000 35,000 Interest Income (10,985) 3,728 61,020 61,020 GAS TAX FUND TOTAL $3,293,274 $3,677,333 $4,192,930 $4,079,797 GRANTS FUND (32)
State Grants 212,035 3,060,659 35,000 - County Grants - - - - Older Americans Act Grant 68,947 75,749 75,250 100,000 HOME Grant 56,648 65,724 546,530 546,530 Federal Grants 487,604 1,032,574 302,498 608,638 Other Agency Contributions 174,100 47,250 532,361 532,361 Miscellaneous 52,838 (37,585) 40,000 40,000 GRANTS FUND TOTAL $1,052,173 4,244,371 $1,531,639 $1,827,529 SLES FUND (33)
State Grants 345,673 359,869 300,000 300,000 SLES FUND TOTAL $345,673 $359,869 $300,000 $300,000
ASSET SEIZURE FUND (34)
Federal DOJ Grants 365,140 828,227 350,000 500,000 Other Federal Grants 24,289 77,169 15,000 15,000 Miscellaneous 5,425 - - - Interest Income (5,334) 1,299 10,679 10,679 ASSET SEIZURE FUND TOTAL $389,520 $906,695 $375,679 $525,679 CDBG FUND (35)
CDBG 2,774,964 1,324,491 2,043,423 1,747,680 Miscellaneous 3,126 8,489 - - CDBG FUND TOTAL $2,778,089 $1,332,980 $2,043,423 $1,747,680 DRAINAGE CAPITAL OUTLAY FUND (36)
Sanitation Fees 1,499,905 631,857 800,000 800,000 Interest Income (90,911) 38,606 93,795 93,795 DRAINAGE CAP. OUTLAY FUND TOTAL $1,408,993 $670,463 $893,795 $893,795 TRAFFIC SAFETY FUND (37)
Motor Vehicle Fines 131,300 227,031 200,000 200,000 TRAFFIC SAFETY FUND TOTAL $131,300 $227,031 $200,000 $200,000 ARPA FUND (38)
Federal Grant 1,006,612 9,025,501 - - Interest Income (691,864) 501,202 - - ARPA FUND TOTAL $314,748 $9,526,703 $0 $0
Revenue Summaries by Fund | A-16

DETAIL BY FUND

REVENUE SUMMARIES
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
PARK DWELLING FUND (39)
Park Dwelling Fees 232,020 298,801 3,161,260 4,315,180 Interest Income (13,070) (5,721) 94,928 94,928 PARK DWELLING FUND TOTAL $218,950 $293,080 $3,256,188 $4,410,108

ENTERPRISE FUNDS
AIRPORT FUND (40)
Aircraft Taxes 113,521 226,853 124,873 249,538 Parking Fees 600 320 1,374 480 Rents 43,956 46,708 76,275 49,376 Fixed-Base Operators 553,939 560,069 581,636 588,072 Hangar Admin. Fees 7,788 4,950 4,000 4,000 Hangar Rental 1,122,606 1,141,540 1,328,736 1,325,449 Fuel Flowage Fees 48,117 38,674 54,000 50,000 Tie-Downs 93,654 111,815 103,019 122,997 Visitor Aircraft Parking 5,874 12,450 6,461 13,695 Field Use Charges 2,888 1,475 2,000 2,000 Airport Fees 5,685 4,400 6,199 4,840 FAA Federal Grants 2,539,983 261,415 723,000 1,173,000 State Grants - - 49,500 - Donations 2,300,000 - - - Bond Proceeds 269,666 - - - Interest Income (43,484) 277,830 12,108 39,718 Miscellaneous 2,547 1,723 7,574 8,324 AIRPORT FUND TOTAL $7,067,340 $2,690,222 $3,080,755 $3,631,489 COMPRESSED NATURAL GAS (CNG) FUND (41)
CNG Sales 150,102 285 160,000 120,000 Interest Income (1,963) 2,575 - - TOTAL CNG FUND $148,140 $2,859 $160,000 $120,000
BREA DAM FUND (42)
Cell Tower Rent 32,984 32,657 32,000 32,000 Park Property Lease 24,872 25,426 24,000 24,000 Rents 2,000 42,000 42,000 - Facility Rentals 49,536 63,975 39,200 41,000 Field Use Charges 203,886 230,882 220,000 210,000 General Concessions 316 1,289 2,000 2,000 Parking Fees - - 80,000 56,000 Recreation Fees 360,357 348,057 315,000 307,300 Golf Revenues 3,582,306 3,478,700 3,280,500 3,400,000 Donations 13,950 30,000 30,000 44,000 Miscellaneous - 451,921 - - Interest Income (472,976) 47,749 - - BREA DAM FUND TOTAL $3,797,230 $4,752,655 $4,064,700 $4,116,300

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-17
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
ENTERPRISE FUNDS cont.

WATER FUND (44)
Water Sales 47,861,738 46,457,921 52,940,000 53,851,305 Water Permits 44,174 39,033 45,000 45,500 Cell Tower Rent 319,362 342,739 320,000 320,000 Customer Service Charges 103,951 189,933 440,000 350,000 Plan Check Fees 45,487 45,151 40,000 40,000 Misc. Fees & Charges 29,848 22,718 22,830 47,130 Water Delinquency Charges 1,212,315 1,076,353 600,000 900,000 Water System Reimbursements 10,056 7,425 10,000 13,000 Sale of Property 29,878 18,099 20,000 18,000 Damage Repair 40,228 7,191 5,000 15,000 State Grant 345,758 (231,013) 505,000 - Federal Grant 143,116 39,975 - - Underground Locating Impact Fee 270,000 270,000 270,000 148,500 Miscellaneous Revenue 271,033 49,622 88,615 88,615 Interest Income (967,644) 525,001 600,000 600,000 Contributed Assets 198,170 77,325 - - WATER FUND TOTAL $49,957,470 $48,937,474 $55,906,445 $56,437,050 WHITING-LEMON PARKING FUND (45)
Parking Fees - 7,500 10,000 10,000 Interest Income 4,123 (1,583) - - WHITING-LEMON PARKING FUND TOTAL $4,123 $5,917 $10,000 $10,000 REFUSE FUND (46)
Refuse Collection & Disposal 13,091,818 13,684,575 14,189,878 15,200,000 AB 939 Fees 438,682 512,934 475,200 500,000 Refuse Admin Reimbursement - 134,171 144,293 144,293 CRV - - 265,393 265,393 Miscellaneous - 4,705 - - Interest Income (22,750) 8,449 20,000 20,000 REFUSE FUND TOTAL $13,507,750 $14,344,834 $15,094,764 $16,129,686 SEWER FUND (47)
Sewer Service Fee 6,055,470 5,336,462 6,100,000 6,000,000 Wastewater Discharge Permit 36,200 34,833 40,000 40,000 Interest Income (175,383) 101,297 187,650 187,650 SEWER FUND TOTAL $5,916,287 $5,472,592 $6,327,650 $6,227,650

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-18
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed

INTERNAL SERVICES FUNDS
LIABILITY INSURANCE FUND (62)
Interfund Insurance 7,348,463 12,024,521 11,140,637 11,178,303 Interest Income (466,656) 244,367 350,000 350,000 Bond Proceeds - - - - Revenue Allocation (7,348,463) (12,024,521) (11,140,637) (11,178,303) Insurance Reimbursements 3,549 1,000 - - LIABILITY INSURANCE FUND TOTAL ($463,107) $245,367 $350,000 $350,000 VEHICLE REPLACEMENT FUND (64)
Interfund Equip. Replacement 2,822,721 2,823,044 3,074,744 3,267,439 Interest Income (102,190) 60,560 80,000 80,000 Sale of Property 100,394 257,698 - - Revenue Allocation (2,822,721) (2,823,044) (3,074,744) (3,267,439) Contributed Asset from Developer 750,000 - - - Miscellaneous 12,708 1,833 - - VEHICLE REPLACEMENTFUND TOTAL $760,912 $320,091 $80,000 $80,000 WORKERS' COMPENSATION FUND (65)
Interfund Workers' Compensation 4,429,433 4,082,954 3,248,682 2,461,660 Interest Income (619,058) 365,348 450,000 450,000 Revenue Allocation (4,429,433) (4,082,954) (3,248,682) (2,461,660) Insurance Recovery Costs 859 203 - - Benefit Reimbursements 263,676 302,771 - - WORKERS' COMPENSATION FUND TOTAL ($354,523) $668,322 $450,000 $450,000 GROUP INSURANCE FUND (66)
Interfund Insurance 7,325,916 6,983,274 9,081,050 8,728,641 Interest Income (44,235) 23,147 25,000 25,000 Donations - - - - Cigna Wellness Contributions 29,352 34,216 - - Revenue Allocation (7,325,916) (6,983,274) (9,081,050) (8,728,641) GROUP INSURANCE FUND TOTAL ($14,884) $57,363 $25,000 $25,000 EQUIPMENT MAINTENANCE FUND (67)
Interfund Equip. Maintenance 2,957,261 3,353,805 4,804,332 4,868,257 Interest Income (102,450) 73,254 80,000 80,000 Damage Repair 41,072 47,807 - - Sale of Property 520 810 - - Revenue Allocation (2,957,261) (3,353,805) (4,804,332) (4,868,257) EQUIPMENT MAINTENANCE FUND TOTAL ($60,857) $121,871 $80,000 $80,000

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-19
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
INTERNAL SERVICES FUNDS (cont.)

INFORMATION TECHNOLOGY
FUND (68)
Interfund Information Technology 5,783,610 6,790,737 8,042,420 9,281,309 Interest Income (70,426) 104,721 45,000 6,000 Revenue Allocation (5,783,610) (6,790,737) (8,042,420) (9,281,309) INFORMATION TECHNOLOGY FUND TOTAL ($70,426) $104,721 $45,000 $6,000

BUILDING MAINTENANCE
FUND (69)
Interfund Building Maintenance 2,769,009 2,788,130 3,646,403 4,323,102 Interest Income (54,858) (4,908) 20,000 20,000 Miscellaneous Reimbursements - 540,662 - - Revenue Allocation (2,769,009) (2,788,130) (3,646,403) (4,323,102) BUILDING MAINTENANCE FUND TOTAL ($54,858) $535,754 $20,000 $20,000

FACILITY CAPITAL REPAIR
FUND (70)
Interfund Facility Capital Repair 561,954 567,372 570,019 583,049 Interest Income (35,661) 10,116 50,000 40,000 Other Revenues - - - - Revenue Allocation (561,954) (567,372) (570,019) (583,049) FACILITY CAPITAL REPAIR FUND TOTAL ($35,661) $10,116 $50,000 $40,000 CAPITAL PROJECTS FUND (74)
State Grants 16,823,578 6,583,644 250,000 7,140,000 Measure M Regional 411,548 95,298 38,610 238,610 Federal Grants 2,000,000 1,259 183,000 2,805,000 Other Agency Contributions 54,423 72,848 - - Traffic Mitigation Fees - 84,000 100,000 - Developer Agreement Fees 77,244 25,635 - - Bond/Loan Proceeds - - - - Interest Income - - - - Miscellaneous 16,428 190,442 - - CAPITAL PROJECTS FUND TOTAL $19,383,221 $7,053,126 $571,610 $10,183,610

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-20
2021-22 2022-23 2023-24 2024-25
Revenue Source Actuals Actuals Adopted Proposed
SUCCESSOR AGENCY FUNDS (80-89)
RPTTF Taxes/ROPS 8,964,690 9,270,595 9,262,816 15,012,851 Rents 9,912 - - - Interest Income 577,820 774,084 25,000 25,000 Miscellaneous 50 - - - Bond Proceeds 992,015 992,015 318,370 318,370 SUCCESSOR AGENCY FUNDS TOTAL $10,544,487 $11,036,694 $9,606,186 $15,356,221 TOTAL CITWIDE REVENUES $244,904,096 $253,439,090 $245,960,621 $271,116,514 Revenue Summaries by Fund | A-21

DETAIL BY FUND

REVENUE SUMMARIES

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2021-22 2022-23 2023-24 2024-25
Fund/Department Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15)
City Council 423,116 513,657 438,995 459,535 City Manager 2,653,555 3,303,031 3,652,786 4,095,438 Administrative Services 2,445,129 2,921,263 3,347,304 3,632,811 Human Resources 608,100 627,996 717,258 731,485 General Government 491,637 (932,142) 2,356 (2,759,011) Fire 26,863,621 28,735,152 31,543,067 34,837,549 Police 49,047,209 54,830,228 54,718,263 61,551,581 Community & Economic Development 4,988,204 6,163,016 6,155,592 7,060,214 Public Works 7,521,474 9,017,558 10,260,788 11,295,211 Library 3,486,922 3,641,251 4,123,406 4,744,137 Parks & Recreation 5,678,735 5,513,451 5,924,622 7,210,368 TOTAL GENERAL FUNDS $104,207,701 $114,334,462 $120,884,437 $132,859,319 WEST COYOTE HILLS ENDOWMENT FUND (20)
Public Works - 19 - - TOTAL WEST COYOTE HILLS FUND $0 $19 $0 $0
AIR QUALITY IMPROVEMENT FUND (22)
Community & Economic Development 1,585 - - - Public Works 6,618 5,026 288,050 21,000 TOTAL AIR QUALITY IMPROVEMENT FUND $8,203 $5,026 $288,050 $21,000 SANITATION FUND (23)
City Manager 39,014 3,943 - - Administrative Services 53,570 35,333 47,794 55,295 Human Resources 1,018 - - - General Government 13,265 13,103 154,346 - Fire - - - - Public Works 5,965,306 7,360,123 8,560,022 8,656,303 TOTAL SANITATION FUND $6,072,173 $7,412,502 $8,762,162 $8,711,598 MEASURE M2 FUND (25)
Public Works 202,982 266,580 304,000 217,000 Parks and Recreation 36,107 124,022 370,406 370,406 TOTAL MEASURE M2 FUND $239,089 $390,602 $674,406 $587,406 Expenditure Summaries by Fund | A-22

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2021-22 2022-23 2023-24 2024-25
Fund/Department Actuals Actuals Adopted Proposed
HOUSING FUND (26)
Community & Economic Development 278,780 11,348 999,171 610,350 General Government - - 6,973 - TOTAL HOUSING FUND $278,780 $11,348 $1,006,144 $610,350 FTV CABLE-PEG ACCESS FUND (27)
City Manager 54,866 30,628 194,856 244,856 TOTAL FTV CABLE-PEG FUND $54,866 $30,628 $194,856 $244,856 SB2/PHLA FUND (28)
Community & Economic Development 624,591 214,602 1,177,577 590,205 TOTAL SB2/PHLA FUND $624,591 $214,602 $1,177,577 $590,205 SB1/RMRA FUND (29)
Public Works 515 710 439 439 TOTAL S1/RMRA FUND $515 $710 $439 $439
GAS TAX FUND (30)
Public Works 3,200,254 3,304,947 3,727,500 4,268,058 General Government - - 62,200 - TOTAL GAS TAX FUND $3,200,254 $3,304,947 $3,789,700 $4,268,058 GRANTS FUND (32)
City Manager - 2,190,000 - - Fire - 149,760 - - Police 598,059 1,395,161 641,600 947,740 Community & Ecoonomic Development 314,114 437,566 551,115 566,895 Public Works 130,766 2,500 - - Library - - - - Parks & Recreation 104,333 100,334 270,905 215,633 TOTAL GRANTS FUND $1,147,272 $4,275,321 $1,463,620 $1,730,268 Expenditure Summaries by Fund | A-23

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2021-22 2022-23 2023-24 2024-25
Fund/Department Actuals Actuals Adopted Proposed
SLES FUND (33)
Police 345,673 359,869 211,054 211,054 TOTAL SLES FUND $345,673 $359,869 $211,054 $211,054
ASSET SEIZURE FUND (34)
Police 490,341 599,441 538,254 381,899 TOTAL ASSET SEIZURE FUND $490,341 $599,441 $538,254 $381,899 CDBG FUND (35)
Community & Economic Development 1,108,822 739,591 1,394,876 1,397,680 TOTAL CDBG FUND $1,108,822 $739,591 $1,394,876 $1,397,680 DRAINAGE CAPITAL OUTLAY FUND (36)
Public Works 160,912 205,640 266,337 303,997 General Government - - 10,320 - TOTAL DRAINAGE CAPITAL OUTLAY FUND $160,912 $205,640 276,657 303,997 ARPA FUND (38)
City Manager 5,118 23,377 23,430 25,878 Administrative Services - 111,192 151,723 171,216 General Government 671,537 1,815,357 6,699 - TOTAL ARPA FUND $676,655 $1,949,926 $181,852 $197,094
PARK DWELLING FUND (39)
General Government 138 104 - - TOTAL PARK DWELLING FUND $138 $104 $0 $0
AIRPORT FUND (40)
Public Works 1,879,437 2,376,919 2,918,133 2,196,892 Capital Improvements 426,910 - 822,500 1,173,000 General Government - - 42,891 - TOTAL AIRPORT FUND $2,306,347 $2,376,919 $3,783,524 $3,369,892 Expenditure Summaries by Fund | A-24

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2021-22 2022-23 2023-24 2024-25
Fund/Department Actuals Actuals Adopted Proposed
CNG FUND (41)
Public Works 294,764 113,584 245,725 221,560 General Government - - 512 - TOTAL CNG FUND $294,764 $113,584 $246,237 $221,560
BREA DAM FUND (42)
Public Works 12,026 - - - Parks & Recreation 4,104,261 4,357,650 4,042,572 4,252,036 General Government - - 8,947 - TOTAL BREA DAM FUND $4,116,287 $4,357,650 $4,051,519 $4,252,036 WATER FUND (44)
City Council 2,953 (7,317) 7,645 7,550 City Manager 78,137 26,472 - - Administrative Services 1,795,459 1,469,562 1,471,676 1,471,402 Human Resources 2,514 - - - Public Works 29,859,338 29,567,682 35,930,731 38,469,964 Parks & Recreation 44,359 48,711 46,301 53,337 General Government - - 397,024 - Capital Improvements 378,771 437,574 17,455,000 20,225,000 TOTAL WATER FUND $32,161,530 $31,542,684 $55,308,377 $60,227,253 WHITING/LEMON PARKING FUND (45)
Public Works 75,567 85,711 99,529 92,290 General Government - - 3,400 - TOTAL WHITING/LEM. PARKING FUND $75,567 $85,711 $102,929 $92,290 REFUSE COLLECTION FUND (46)
Administrative Services 1,434 73,457 160,245 141,998 General Government - - 32,504 - Public Works 13,206,491 13,892,415 15,138,759 15,950,252 TOTAL REFUSE COLLECTION FUND $13,207,925 $13,965,872 $15,331,508 $16,092,250 SEWER FUND (47)
City Manager 39,239 3,943 - - Administrative Services 41,403 35,042 47,694 55,295 Expenditure Summaries by Fund | A-25

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2021-22 2022-23 2023-24 2024-25
Fund/Department Actuals Actuals Adopted Proposed
Human Resources 1,078 - - - General Government - - 142,299 - Public Works 3,535,210 5,896,032 4,748,524 4,760,971 Capital Improvements 88,667 255,565 1,500,000 500,000 TOTAL SEWER FUND $3,705,598 $6,190,582 $6,438,517 5,316,266 LIABILITY INSURANCE FUND (62)
Human Resources 8,455,390 9,666,649 11,140,637 11,178,303 General Government - (12,459,521) 21,655 - Less Allocations (7,768,463) - (11,140,637) (11,178,303) TOTAL LIABILITY INSURANCE FUND $686,927 ($2,792,873) $21,655 $0 VEHICLE REPLACEMENT FUND (64)
Public Works 1,038,033 1,525,205 4,045,105 3,886,405 Less Allocations (2,937,080) (2,948,413) (4,243,744) (4,336,439) TOTAL VEHICLE REPLACEMENT FUND ($1,899,047) ($1,423,208) ($198,639) ($450,034) WORKERS' COMPENSATION FUND (65)
Human Resources 101,579 2,594,288 3,785,254 3,461,706 General Government - - 18,302 - Less Allocations (4,429,433) (4,082,954) (3,248,682) (2,461,706) TOTAL WORKERS' COMPENSATION FUND ($4,327,854) ($1,488,665) $554,874 $1,000,000 GROUP INSURANCE FUND (66)
Administrative Services 629 - - - Human Resources 7,068,466 7,229,109 9,081,050 8,728,641 General Government - (6,983,274) 20,683 - Less Allocations (7,345,142) - (9,081,050) (8,728,641) TOTAL GROUP INSURANCE FUND ($276,047) $245,835 $20,683 $0 EQUIPMENT MAINTENANCE FUND (67)
Public Works 3,070,135 4,023,252 5,054,852 5,187,652 General Government - - 89,767 - Less Allocations (2,957,261) (3,558,663) (4,811,332) (4,875,257) TOTAL EQUIPMENT MAINTENANCE FUND $112,874 $464,589 $333,287 $312,395 Expenditure Summaries by Fund | A-26

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2021-22 2022-23 2023-24 2024-25
Fund/Department Actuals Actuals Adopted Proposed
INFORMATION TECHNOLOGY FUND (68)
Information Technology 6,725,245 8,241,076 8,543,923 8,903,222 General Government - - 55,191 - Capital Improvements - - - 1,676,938 Less Allocations (5,783,610) (6,814,231) (8,151,420) (9,281,309) TOTAL INFO TECHNOLOGY FUND 941,634 $1,426,844 $447,694 $1,298,851 BUILDING MAINTENANCE FUND (69)
Public Works 2,657,430 3,305,020 3,828,652 4,157,246 General Government - - 64,805 - Less Allocations (2,769,009) (3,168,643) (3,654,103) (4,330,802) TOTAL BUILDING MAINTENANCE FUND ($111,579) $136,377 $239,354 ($173,556) FACILITY CAPITAL REPAIR FUND (70)
Public Works 14,577 13,384 23,078 13,078 Less Allocations (561,954) (567,372) (583,049) (596,049) TOTAL FACILITY CAPITAL REPAIR FUND ($547,377) ($553,988) ($559,971) ($582,971) CAPITAL PROJECTS FUND (74)
Public Works - - - - Capital Improvements 32,972,189 22,249,118 21,642,050 27,329,050 TOTAL CAPITAL PROJECTS FUND $32,972,189 $22,249,118 $21,642,050 $27,329,050 SUCCESSOR AGENCY FUNDS (80-89)
Successor Agency 1,832,425 1,608,433 9,038,223 15,012,851 City Manager 44,548 18,608 26,351 28,513 Administrative Services (353,401) 63,730 64,512 73,279 Human Resources - 88 8,421 9,520 Community & Economic Development 195,544 (47,937) 110,683 118,233 TOTAL SUCCESSOR AGENCY FUNDS $1,719,116 $1,642,922 $9,248,190 $15,242,396 TOTAL CITYWIDE EXPENDITURES $203,754,836 $212,374,692 $257,855,874 $285,662,901 Expenditure Summaries by Fund | A-27

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2024-25
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
General Funds (10-15)
City Council 67,940 391,595 - - 459,535 City Manager 1,287,927 2,807,511 - - 4,095,438 Administrative Services 2,693,982 938,829 - - 3,632,811 Human Resources 399,290 332,195 - - 731,485 General Government (2,695,683) (63,328) - - (2,759,011) Fire 24,945,271 9,789,278 103,000 34,837,549 Police 45,244,350 16,307,231 - - 61,551,581 Comm. & Economic Development 4,339,782 2,720,432 - - 7,060,214 Public Works 4,508,110 6,994,815 15,000 (222,714) 11,295,211 Library 2,790,745 1,953,392 - - 4,744,137 Parks & Recreation 2,839,411 4,370,957 - - 7,210,368 Total General Funds $86,421,125 $46,542,908 $118,000 ($222,714) $132,859,319 Air Quality Improvement
Fund (22)
Comm. & Economic Development - - - - - Public Works - 21,000 - - 21,000 Total Air Quality Imp. Fund $0 $21,000 $0 $0 $21,000
Sanitation Fund (23)
City Manager -
Administrative Services 55,295 - - - 55,295 Human Resources - - - - - General Government - - - - - Public Works 3,370,650 5,279,153 6,500 8,656,303 Total Sanitation Fund $3,425,945 $5,279,153 $6,500 $0 $8,711,598 Measure M2 Fund (25)
Public Works - 217,000 - - 217,000 Parks & Recreation - 370,406 - - 370,406 Total Measure M2 Fund $0 $587,406 $0 $0 $587,406
Housing Fund (26)
Comm. & Economic Development 238,633 371,717 - - 610,350 General Government - - - - - Total Housing Fund $238,633 $371,717 $0 $0 $610,350
FTV Cable-PEG Access Fund (27)
City Manager - 244,856 - - 244,856 Total FTV Cable-PEG Fund $0 $244,856 $0 $0 $244,856
Expenditure Summaries by Category | A-28

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2024-25
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
SB2/PHLA Fund (28)
Comm. & Economic Development - 590,205 - - 590,205 Total SB2/PHLA Fund $0 $590,205 $0 $0 $590,205
SB1/RMRA Fund (29)
General Government 439 439
Total SB1/RMRA Fund $0 $439 $0 $0 $439
Gas Tax Fund (30)
Public Works 1,447,248 2,813,810 7,000 - 4,268,058 General Government - - - - - Total Gas Tax Fund $1,447,248 $2,813,810 $7,000 $0 $4,268,058 Grants Fund (32)
City Manager - - - - - Comm. & Economic Development 67,826 499,069 - - 566,895 Parks & Recreation 28,378 187,255 - - 215,633 Police 684,407 263,333 - - 947,740 Total Grants Fund $780,611 $949,657 $0 $0 $1,730,268
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 - 131,899 250,000 - 381,899 Total Asset Seizure Fund $0 $131,899 $250,000 $0 $381,899 CDBG Fund (35)
Comm. & Economic Development 458,899 938,781 - - 1,397,680 Total CDBG Fund $458,899 $938,781 $0 $0 $1,397,680
Drainage Capital Outlay Fund (36)
Public Works 154,112 149,885 - - 303,997 General Government - - - - - Total Drainage Cap. Outlay Fund $154,112 $149,885 $0 $0 $303,997 Expenditure Summaries by Category | A-29

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2024-25
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
ARPA Fund (38)
City Manager 25,878 - - - 25,878 Administrative Services 171,216 - - - 171,216 General Government - - - - - Total ARPA Fund $197,094 $0 $0 $0 $197,094
Airport Fund (40)
Public Works 774,541 1,896,729 - (474,378) 2,196,892 Capital Improvements - - 1,173,000 - 1,173,000 General Government - - - - - Total Airport Fund $774,541 $1,896,729 $1,173,000 ($474,378) $3,369,892 CNG Fund (41)
Public Works 17,383 204,177 - - 221,560 General Government - - - - - Total CNG Fund $17,383 $204,177 $0 $0 $221,560
Brea Dam Fund (42)
Public Works 133,904 206,926 - (340,830) - Parks & Recreation 352,716 4,138,250 - (238,930) 4,252,036 General Government - - - - - Total Brea Dam Fund $486,620 $4,345,176 $0 ($579,760) $4,252,036 Water Fund (44)
City Council 7,550 - - - 7,550 City Manager - - - - - Administrative Services 612,463 858,939 - - 1,471,402 Human Resources -
Public Works 6,888,797 33,426,808 300,000 (2,145,641) 38,469,964 Parks & Recreation 53,337 - - - 53,337 Capital Improvements 20,225,000 20,225,000
Total Water Fund 7,562,147 $34,285,747 $20,525,000 ($2,145,641) $60,227,253 Whiting-Lemon Parking Fund (45)
Public Works 51,456 40,834 - - 92,290 Total Whiting-Lemon Park. Fund $51,456 $40,834 $0 $0 $92,290 Expenditure Summaries by Category | A-30

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2024-25
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Refuse Fund (46)
Administrative Services 141,998 - - - 141,998 Public Works 345,178 15,605,074 - - 15,950,252 General Government - - - - - Total Refuse Fund $487,176 $15,605,074 $0 $0 $16,092,250 Sewer Fund (47)
Administrative Services 55,295 - - - 55,295 Public Works 2,451,103 3,180,785 76,000 (946,917) 4,760,971 General Government - - - - - Capital Improvements - - 500,000 - 500,000 Total Sewer Fund $2,506,398 $3,180,785 $576,000 ($946,917) $5,316,266 Liability Insurance Fund (62)
Human Resources 378,540 10,799,763 - (11,178,303) - General Government - - - - - Total Liability Insurance Fund $378,540 $10,799,763 $0 ($11,178,303) $0 Vehicle Replacement Fund (64)
Public Works - 1,090,215 2,796,190 (4,336,439) (450,034) Capital Improvements - - - - - Total Vehicle Replacement Fund $0 $1,090,215 $2,796,190 ($4,336,439) ($450,034) Workers Compensation Fund (65)
Human Resources 338,076 3,123,630 - (2,461,706) 1,000,000 General Government -
Total Workers Comp Fund $338,076 $3,123,630 $0 ($2,461,706) $1,000,000 Group Insurance Fund (66)
General Government -
Human Resources 439,611 8,289,030 - (8,728,641) - Total Group Insurance Fund $439,611 $8,289,030 $0 ($8,728,641) $0 Equipment Maintenance Fund (67)
Public Works 1,709,251 3,478,401 - (4,875,257) 312,395 General Government - - - - - Total Equip. Maintenance Fund $1,709,251 $3,478,401 $0 ($4,875,257) $312,395 Expenditure Summaries by Category | A-31

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2024-25
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Information Technology Fund (68)
Information Technology 353,606 8,549,616 1,676,938 (9,281,309) 1,298,851 General Government - - - - - Total Information Tech Fund $353,606 $8,549,616 $1,676,938 ($9,281,309) $1,298,851 Building Maintenance Fund (69)
Public Works 1,398,690 2,758,556 - (4,330,802) (173,556) General Government - - - - - Total Building Maint. Fund $1,398,690 $2,758,556 $0 ($4,330,802) ($173,556) Facility Capital Repair Fund (70)
Public Works - 13,078 - (596,049) (582,971) Total Facility Capital Repair Fund $0 $13,078 $0 ($596,049) ($582,971) Capital Improvement Fund (74)
Public Works 1,756,765 - - (1,756,765) - Parks & Recreation 270,321 - - (270,321) - Capital Improvements - - 27,329,050 - 27,329,050 Total Capital Improvements $2,027,086 $0 $27,329,050 ($2,027,086) $27,329,050 Successor Agency Funds (80-89)
City Manager 28,513 - - - 28,513 Administrative Services 73,279 - - - 73,279 Human Resources 9,520 - - - 9,520 Comm. & Econ. Development 118,233 - - - 118,233 Successor Agency - 15,012,851 - - 15,012,851 Total Successor Agency $229,545 $15,012,851 $0 $0 $15,242,396 TOTAL CITY APPROPRIATIONS $112,093,793 $171,296,430 $54,457,678 ($52,185,002) $285,662,901 Expenditure Summaries by Category | A-32

CITY COUNCIL

City Council
City Council
FISCAL YEAR 2024-25

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 2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
Citizens of Fullerton
City Council
Mayor
Mayor Pro Tem
Councilmembers
B-1

Budgeted FTE Positions 6.0 6.0 5.0 5.0
Nonregular Hours 0 0 0 0
Salaries & Benefits $133,131 $76,440 $76,440 $75,490
Maintenance & Support 373,208 370,200 370,200 391,595
Capital Outlay - - - - Subtotal 506,340 446,640 446,640 467,085
Less Allocations - - - - Total Operating Budget $506,340 $446,640 $446,640 $467,085

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund $513,657 $438,995 $438,995 $459,535
44 - Water Fund (7,317) 7,645 7,645 7,550
89 - Successor Agency - - - -

Total Operating Budget $506,340 $446,640 $446,640 $467,085 2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Adopted
City Council | B-2
City Council

DEPARTMENT SUMMARY
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
Salaries &
Benefits
16%
Maintenance
& Support
84%
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 2024-25
Regular Employees - Full-Time Equivalent Positions
2024-25
Proposed
2023-24
Budgeted
2022-23
Budgeted

DEPARTMENT PERSONNEL SUMMARY
* *
*
* *
*
**
* ** ** **

CITY MANAGER

City Manager's Office
City Manager
FISCAL YEAR 2024-25

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, Legislative Support, Community Choice Aggregation, Grant Management, Information Technology, and oversight of the Animal Control Services contract.
0 2
4 6
8 2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
City Manager
City Manager's Office City Clerk's Office
C-1
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• Implemented a mobile outreach program called City Hall on the Go. • Awarded $3.5 million in earmark funding requests.
• Successfully completed RFP process for Legislative Advocacy and Grant Writing Services. • Established partnership with Cal Trans for underpass clean-up and maintenance services.

Enhanced and 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 2023-24 Department Accomplishments
Worked in collaboration with Mayor and City Council to produce and plan the 2024 State of the City.

Completed new City Councilmember offices.

Under the guidance of the City Council, successfully implemented budget reduction strategies in FY 23-24 in efforts to increased reserve levels and achieve balanced budget; achieved 17% reserve goal.

Completed the Hunt Library Restoration.

Worked in collaboration with the Fullerton Parks & Recreation and Golden Hill Little League to coordinate the 3rd annual Tommy Lasorda Day Celebration.

Worked in collaboration with the Human Resources Department to coordinate the 2024 Employee Appreciation Event.

Finalized acquisition of Fullerton Navigation Center.

Released monthly City Manager's Report which is available for City Council, city staff, and residents to view on the city's website.

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

Implement animal care service programs throughout the City including low cost vaccines, spay/neuter services and adoption events.

Enhance the City's legislative platform by ensuring there is a representative in Sacramento and Washington DC.

City Manager
FISCAL YEAR 2024-25
FY 2024-25 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 Programs, Orange County Power Authority, and Animal Control Services contract.

Budgeted FTE Positions 7.0 8.0 8.0 8.0
Nonregular Hours 960 960 960 960
Salaries & Benefits 1,121,721 1,145,605 1,145,605 1,342,318 Maintenance & Support 4,478,283 2,751,818 2,751,818 3,052,367 Capital Outlay - - - - Subtotal 5,600,004 3,897,423 3,897,423 4,394,685 Less Allocations - - -
Total Operating Budget $5,600,004 $3,897,423 3,897,423 $4,394,685

Fund No. and Title
10 - General 3,303,031 3,652,786 3,652,786 4,095,438 23 - Sanitation 3,943 - - - 27 - FTV Cable PEG Access Fund 30,628 194,856 194,856 244,856 32 - Grant Fund 2,190,000 - - - 38 - American Rescue Plan (ARPA) 23,377 23,430 23,430 25,878 44 - Water 26,473 - - - 47 - Sewer Enterprise 3,943 - - - 89 - Successor Agency 18,608 26,351 26,351 28,513 Subtotal $5,600,004 $3,897,423 3,897,423 $4,394,685 Less Allocations:

None - - - - Total Operating Budget $5,600,004 $3,897,423 $3,897,423 $4,394,685 City Manager

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
2023-24
Adopted
2022-23
Actual
2023-24
Projected
2024-25
Proposed
City Manager's Office | C-3
Salaries &
Benefits
31%
Maintenance &
Support
69%
Operating Budget by Category
General
93%
FTV Cable
PEG 5%ARPA
1%
89 -
Successor
Agency
1%
Department Fund Analysis

Position Classification

Administrative Analyst II 1.0 1.0 1.0
Administrative Assistant/Confidential 1.0 1.0 1.0
Assistant City Clerk 2 1.0 0.0 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 1.0 0.0 0.0
Deputy City Clerk 2 0.0 1.0 1.0
Deputy City Manager 1.0 1.0 1.0
Executive Assistant 1 0.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 8.0 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 2024-25

DEPARTMENT PERSONNEL SUMMARY
2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
* **
* *
*
*
*

ADMINISTRATIVE

SERVICES

Administrative Services
Administrative Services
FISCAL YEAR 2024-25

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Administrative Services Department is responsible for 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 manages and administers the City's finances and financial reporting, including treasury, budget administration, and debt issuance and debt 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 2022-23
Budgeted
2023-24
Adopted
2024-25
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
$6,000,000
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
Director of
Administrative Services
Administration
Fiscal Services Budget & Purchasing
Revenue &
Utility Services
D-1
Administration
•
•
•
• Oversee City Treasury functions and banking.

Budget & Purchasing
• Monitor and administer the City's Annual Budget Development Process for FY 2024-25. • Streamline and continue to improve City's budget development process to align with City Council priorities & City Manager initiatives, ensuring a collaborative and fiscally transparent process. • Continue to prepare an "award-winning" budget document and receive the GFOA Distinguished Budget Award. •
•
•
Fiscal Services
•
•
•
•
Revenue & Utility Services
•
•
•
•
Administrative Services | D-2
Procure and implement a new e-Procurement software solution to improve the City's solicitations, vendor outreach and improve department purchasing efficiencies.

Administrative Services
FISCAL YEAR 2024-25
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.

FY 2024-25 Department Goals & Initiatives
Administer the Fire Department Paramedic Subscription Program billing for utility billing single family residential customers.

Administer Library and Parks & Recretaion donations received with the utility bill.

Administer utility services billing for water, sewer, sanitation services as well as refuse services for residential customers.

Oversee debt issuance and administration.

Implement Governmental Accounting Standards Board (GASB) Statement No. 101 for Compensated Absences.

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, 2024 as well as the annual Single Audit report.

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

Support evaluation of the Chart of Accounts in the City's ERP system to enhance project and grant tracking and determine whether a revised account structure would benefit department tracking requirements.

Prepare and support issuance of mandated financial reports such as annual State Controller Reports, CalPERS reports, etc.
•
•
• Implemented Tyler Munis General Billing and Cashiering Functions. •
•
•
•
•
•
•
•
•
Awarded the Distinguished Budget Presentation Award for excellence in budget preparation of the City's budget document for the Fiscal Year beginning July 1, 2023 (FY 2023-24).

Successfully implemented GASB 96 Subscription Based Information Technology Agreements.

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, 2023.

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.

Administrative Services | D-3
Staff participated in Tyler implementation sessions to gather detailed information for building the new utility billing system as well as testing and data validation.

Sucessfully administered and coordinated 15 RFPs/RFQs prcourement solicitations with departments for Citywide services and projects.

In conjunction with Public Works, implemented the City's SB 1383 Environmental Purchasing policy with the City's general supply vendors and implement system controls.

Improved the City's Budget Outreach efforts, and hosted a Budget Community Meeting, conducted a Budget Priorities Survey to get community input on Proposed FY 2024-25 Budget.

Submission of quarterly financial updates to City Council, including the FY 2023-24 Mid-Year Report.

Administrative Services
FISCAL YEAR 2024-25
FY 2023-24 Department Accomplishments

Budgeted FTE Positions 32.0 31.0 31.0 31.0
Nonregular Hours - 1,057 1,057 1,057
Salaries & Benefits 2,763,086 3,413,269 3,413,269 3,798,528 Maintenance & Operations 1,897,878 1,877,679 1,877,679 1,802,768 Capital Outlay - - - - Subtotal $4,660,964 $5,290,948 $5,290,948 $5,601,296 Less Allocations - - - - Total Operating Budget $4,660,964 $5,290,948 $5,290,948 $5,601,296

Fund No. and Title
10 - General 2,872,648 3,347,304 3,347,304 3,632,811 23 - Sanitation 35,333 47,794 47,794 55,295 32 - Grants - - - - 38 - American Rescue Plan (ARPA) 111,192 151,723 151,723 171,216 44 - Water 1,469,562 1,471,676 1,471,676 1,471,402 46 - Refuse Collection 73,457 160,245 160,245 141,998 47 - Sewer 35,042 47,694 47,694 55,295 66 - Group Insurance - - - - 89 - Successor Agency 63,730 64,512 64,512 73,279 Subtotal $4,660,964 $5,290,948 $5,290,948 $5,601,296
Less Allocations:
66 - Group Insurance - - - - Total Operating Budget $4,660,964 $5,290,948 $5,290,948 $5,601,296 Administrative Services | D-4
Administrative Services

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Salaries &
Benefits
68%
Maintenance &
Operations
32%
Operating Budget by Category
General
Fund
65%
Utility Funds
31%ARPA
3%
Successor
Agency
1%
Department Fund Analysis
Position Classification
Account Clerk II 1 5.0 2.0 2.0
Account Technician 1 0.0 2.0 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
Business Registration Supervisor 1 0.0 1.0 1.0
Buyer II 1 2.0 1.0 1.0
Customer Service Representative (CSR) 6.0 4.0 4.0
Deputy Director of Administrative Services 1 0.0 1.0 1.0 Director of Administrative Services 1.0 1.0 1.0
Fiscal Operations Supervisor 1.0 1.0 1.0
Fiscal Services Manager 1.0 1.0 1.0
Lead CSR - Utility Services 1 2.0 1.0 1.0
Payroll Technician II 2.0 2.0 2.0
Revenue Manager 1 1.0 0.0 0.0
Revenue Operations Manager 1 0.0 1.0 1.0
Revenue Specialist 1 1.0 0.0 0.0
Senior Budget Analyst 1.0 1.0 1.0
Purchasing Supervisor 1 0.0 1.0 1.0
Sr. Customer Service Representative 1.0 3.0 3.0
Utility Services Supervisor 1.0 1.0 1.0
Utility Systems Specialist 1.0 1.0 1.0

Total Budgeted FTE Positions 32.0 31.0 31.0
Nonregular Employees - Hours
Total Nonregular Hours 0.0 1,057 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 Purchasing Supervisor; add 1.0 FTE Deputy Director; delete 1.0 FTE Revenue Manager; delete 1.0 FTE Revenue Specialist and add 1.0 FTE Business Registration Supervisor; delete 1.0 FTE Lead CSR position; add 1.0 FTE Revenue Operations Manager.

Administrative Services | D-5

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
Administrative Services
2022-23
Budgeted
2023-24
Adopted
2024-25
Proposed
FISCAL YEAR 2024-25
* ** ** ** * **********

HUMAN RESOURCES

Human Resources
Human Resources and Risk Management
FISCAL YEAR 2024-25

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 709 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 2022-23
Budgeted
2023-24
Adopted
2024-25
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
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. •
•
•
• Assess and implement approved 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.
• Manage retiree benefits and billing.

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

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

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 Excess Workers' Compenation renewal to ensure best available coverages and costing.

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 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
Human Resources | E-2
Administer the City sponsored 457 deferred compensation program.

Human Resources and Risk Management
FISCAL YEAR 2024-25
FY 2024-25 Department Goals & Initiatives
Facilitate the City's ability to attract and hire a diverse and talented workforce.

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

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

Coordinate legally mandated training.

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

Personnel Services
•
•
•
•
• Collaborated with departments in providing employee development and training opportunities such as mentoring and coaching.
• Reinstated the Employee Recognition Program
• In coordination with the Police Department, streamlined the recruitment process for Police Officer Trainee, including building a physical ability course at the Fullerton Sports Complex • Sponsored 8 employees in the CSUF Leadership Development for Public Agencies Risk Management - Liability and Workers Compensation
•
•
•
• Provided state-mandated benefits for employees injured on the job. • Achieved a greater purchasing power through our risk pooling program.

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

Human Resources and Risk Management
Human Resources | E-3
FISCAL YEAR 2024-25
Completed over 75 recruitments to fill key department-wide staffing needs.

Coordinated with hiring managers in onboarding all new employees.

Successfully completed negotiations with all seven employee bargaining groups as well as the Confidential/Nonrepresented and Executive 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 2023-24 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 0
Salaries & Benefits 1,680,883 1,414,838 1,414,838 1,565,037 Maintenance & Support 18,437,247 23,317,781 23,317,781 22,544,618 Capital Outlay - - - - Subtotal $20,118,130 $24,732,619 $24,732,619 $24,109,655 Less Allocations (23,525,749) (23,470,369) (23,470,369) (22,368,650) Total Operating Budget ($3,407,619) $1,262,251 $1,262,251 $1,741,005

Fund No. and Title
10 - General 627,996 717,258 717,258 731,485 62 - Liability Insurance 9,666,649 11,140,637 11,140,637 11,178,303 65 - Workers' Compensation 2,594,288 3,785,254 3,785,254 3,461,706 66 - Group Insurance 7,229,109 9,081,050 9,081,050 8,728,641 89 - Successor Agency 87.96 8,421 8,421 9,520

Subtotal $20,118,130 $24,732,619 $24,732,619 24,109,655 Less Allocations:
62 - Liability Insurance (12,459,521) (11,140,637) (11,140,637) (11,178,303) 65 - Workers' Compensation (4,082,954) (3,248,682) (3,248,682) (2,461,706) 66 - Group Insurance (6,983,274) (9,081,050) (9,081,050) (8,728,641) Total Allocations (23,525,749) (23,470,369) (23,470,369) (22,368,650) Total Operating Budget ($3,407,619) $1,262,251 $1,262,251 $1,741,005 Human Resources & Risk Management

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Human Resources | E-4
Salaries &
Benefits
6%
Maintenance &
Support
94%
Operating Budget by Category
Liability
Insurance
48%
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 0
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 & Risk Management

DEPARTMENT PERSONNEL SUMMARY
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Adopted
2022-23
Budgeted
*
*
*

FIRE DEPARTMENT

Fire Department
Fire Department
FISCAL YEAR 2024-25

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Fullerton Fire Department is an all-hazard agency composed of sworn safety and trained professional employees.

There are six (6) Fire Stations strategically located throughout the City which provide fire-based Advanced Life Support services to any situation within industry standard response times. The Department deploys trained ermegency professionals to residential, business, and vegetation fires, medical emergencies, hazardous material spills, traffic accidents, public assists such as to aid the elderly or physically challenged, flooding, and water main 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
2022-23
Budgeted
2023-24
Budgeted
2024-25
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
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
F-1

Fire Administration
•
• Evaluate and update the Paramedic Subscription Program. •
• Continue to 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. •
•
Fire Suppression
•
•
•
Fire Department Emergency Medical Services
•
• Continue oversight of ambulance transport services contract & evaluate alternative service options. •
• Continue to evaluate the Department vehicle fleet to conform to NFPA standards. • Outfit new Firefighter Trainees with proper compliment Personal Protective Equipment. • Implement a comprehensive Personal Protective Equipment cleaning and maintenance program. • Continue to maintain Department assets to NFPA standards. • Continue to evaluate the Department vehicle fleet to conform to NFPA standards. • Outfit new Firefighter Trainees with proper compliment Personal Protective Equipment. • Implement a comprehensive Personal Protective Equipment cleaning and maintenance program.

Maintain active Paramedic School Eligibility List and continue to send personnel to Paramedic School to restaff Paramedics within the Department.

Fire Department
FISCAL YEAR 2024-25
FY 2024-25 Department Goals & Initiatives
Apply & receive FEMA Staffing for Adequate Fire & Emergency Response (SAFER) grant for 12 additional Firefighters.

Provide training and mentorship to all members to keep them safe and current on response strategies.

Continue to provide responsive and professional Fire Suppression and Rescue Services to the highest industry standard Continue to seek opportunities to increase efficiencies and processes within Fire Administration.

Update department policy/procedures and rules/regulations.

Increase overall public engagement through a Fire Department Open House, public education events, & increase Community Emergency Response Team (CERT) membership.

Monitor response times to conform to national standards.

Fire Department Logistics
Fire Department | F-2
Fire Department Logistics
Continue to maintain Department assets to NFPA standards. • Recruited and established Firefighter Trainee eligibility list in collaboration with HR. • Hired, trained, and coordinated two Firefighter Trainee Academies and one Lateral Firefighter/Paramedic Academy. • Completed promotional testing processes for Fire Captain, Fire Engineer, and Paramedic in collaboration with HR. • Replaced (12) AEDs funded by a Firehouse Subs Foundation grant. • Sent six personnel to Paramedic School.
• Hosted first FFD Promotional & Recognition Ceremony since 2019. • Established a new 3 year ambulance contract for patient transportation with Falck Ambulance. • Hired a Customer Service Representative, which brought Fire Administration to full staffing. • Started implementation of a new Records Management Software, Fire Due in collaboration with IT. • Completed the replacement of the Fire Department light vehicle fleet in collaboration with PW. • Replaced antiquated back-up generators at Fire Station 1 and 4 in collaboration with PW. • Ordered one new Fire Engine and one new Quint Ladder Truck to replace aging fire apparatus fleet. • Replaced worn out/dated office furniture in Fire Administration. • Continued to increase engagement in the CERT program including the 1st high school program through Troy high school. • Started a LISTOS program within the City.
•
Replaced antiquated SCBA air fill station and hydraulically operated Hurst extrication tools funded by the Assistance to Firefighters Grant.•
Completed installation of fire engine exhaust capture devices at all six fire stations reducing exhaust carcinogens contaminants within the station. This was funded by the Assistance to Firefighters Grant.

Fire Department | F-3
FY 2023-24 Department Accomplishments
Fire Department
FISCAL YEAR 2024-25

Budgeted FTE Positions 87.0 88.0 88.0 88.0
Nonregular Hours 2,080 1,040 1,040 1,040
Salaries & Benefits $20,847,750 $22,963,993 $22,963,993 $24,945,271 Maintenance & Support 7,837,766 8,479,074 8,479,074 9,789,278 Capital Outlay 199,396 100,000 100,000 103,000
Subtotal 28,884,912 31,543,067 31,543,067 34,837,549 Less Allocations
Total Operating Budget $28,884,912 $31,543,067 $31,543,067 $34,837,549

Fund No. and Title
10 - General $28,735,152 $31,543,067 $31,543,067 $34,837,549 23 - Sanitation - - - - 32 - Grants 149,760 - - - 74 - Capital Projects - - - - Total Operating Budget $28,884,912 $31,543,067 $31,543,067 $34,837,549 Fire Department | F-4
Fire Department

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Salaries &
Benefits
72%
Maintenance
& Support
28%
Capital
Outlay
0%
Operating Budget by Category
General
Fund
100%
Department Fund Analysis

Position Classification
Administrative Assistant I 1.0 1.0 1.0
Assistant Fire Marshal/Fire Plans Examiner 0.0 1.0 1.0
Customer Service Representative 1.0 1.0 1.0
Deputy Chief-Administration/Fire Marshal 1.0 1.0 1.0
Deputy Chief-Operations 1.0 1.0 1.0
Division Chief-Training 1.0 1.0 1.0
Emergency Medical Services (EMS) Manager 1.0 1.0 1.0
Emergency Preparedness Coordinator 1.0 1.0 1.0
Fire Battalion Chief 3.0 3.0 3.0
Fire Captain 18.0 18.0 18.0
Fire Chief 1.0 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
Firefighter 36.0 36.0 36.0
Senior Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 87.0 88.0 88.0
Nonregular Employees - Hours
Total Nonregular Hours 1,040 1,040 1,040
Fire Department | F-5
Fire Department
FISCAL YEAR 2024-25
Regular Employees - Full-Time Equivalent Positions
2024-25
Proposed
2022-23
Budgeted
2023-24
Budgeted

DEPARTMENT PERSONNEL SUMMARY
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POLICE
Police Department

Police Department
FISCAL YEAR 2024-25

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 operations of the Department.
100
125
150
175
200
225
2022-23
Budgeted
2023-24
Budgeted
2024-25
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
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
Chief of Police
Administrative
Assistant II
Support Services
DivisionInternal AffairsOperations Division Sr. Administrative Analyst
Technical Services/
Records
Community
Services
Information Technology Executive Officer
Personnel &
Training
Fleet
Management
Range
Investigations
Bureau
Narcotics Special
Investigations Unit
Traffic Unit
Property &
Evidence
Permit
ComplianceSchool Resource
Cadets
Explorers RSVPs
Chaplains
North County
SWAT Communications
Crime Scene
Investigations
ECHO
K9
Homeless Liaison
Officers Police Service
Rep
Reserves
Jail- G4S
Patrol Bureau
Watch Commanders
Gang Unit
G-1
Patrol & Investigations
•
•
•
•
Community Services
•
•
•
•
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 2024-25
FY 2024-25 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 2024-25
Police Department | G-3
FY 2023-24 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 203.0 191.0 191.0 194.0
Nonregular Hours 30,000 30,000 30,000 30,000
Salaries & Benefits 42,536,377 41,234,225 41,234,225 46,138,757 Maintenance & Support 13,585,840 14,494,946 14,494,946 16,703,518 Capital Outlay 1,018,297 380,000 380,000 250,000 Subtotal $57,140,513 56,109,171$ 56,109,171$ 63,092,275$ Less Allocations - - -
Total Operating Budget $57,140,513 $56,109,171 $56,109,171 $63,092,275

Fund No. and Title
10 - General 54,786,042 54,718,263 54,718,263 61,551,582 32 - Grants 1,395,161 641,600 641,600 947,740 33 - Supplemental Law Enforcement Services 359,869 211,054 211,054 211,054 34 - Asset Seizure 599,441 538,254 538,254 381,899 Subtotal $57,140,513 $56,109,171 $56,109,171 $63,092,275 Total Operating Budget $57,140,513 $56,109,171 $56,109,171 $63,092,275 Police Department | G-4
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
Salaries &
Benefits
73%
Maintenance &
Support
27%
Capital
Outlay
0%
Operating Budget by Category
General Fund
98%
Grants
1%Special
Revenue
Funds
1%
Department Fund Analysis
Position Classification
Administrative Analyst II 0.0 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 1.0 0.0 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 0.0 0.0 0.0
Mechanic III 1.0 1.0 1.0
Parking Control Officer 2 2.0 0.0 0.0
Police Behavioral Health Clinician II 3 0.0 0.0 2.0
Police Captain 2.0 2.0 2.0
Police Communications Supervisor 1.0 1.0 1.0
Police Community Services Officer 2 3.0 0.0 0.0
Police Corporal 38.0 38.0 38.0
Police Dispatcher 10.0 10.0 10.0
Police Investigative Technician 4 1.0 1.0 2.0
Police Lieutenant 1 6.0 7.0 7.0
Police Officer 63.0 63.0 63.0
Police Property & Evidence Clerk 2 1.0 0.0 0.0
Police Rangemaster 1.0 1.0 1.0
Police Records Clerk 2 13.0 12.0 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 12.0 12.0
Police Technical Services Manager 1.0 1.0 1.0
Police Training Assistant 2 1.0 0.0 0.0
Public Information Coordinator 1.0 1.0 1.0
Secretary 0.0 0.0 0.0
Sr. Administrative Analyst 1.0 1.0 1.0

Total Budgeted FTE Positions 190.0 191.0 194.0
Police Department
FISCAL YEAR 2024-25

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
2024-25
Proposed
2023-24
Budgeted
2022-23
Budgeted
Police Department | G-5
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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. (3) 2.0 FTE Police Behavioral Health Clinician II approved July 18, 2023 as part of the County of Orange Clinician Program. (4) 1.0 FTE Police Investigative Technician approved during the FY 2024-25 Budget Police Department
FISCAL YEAR 2024-25

DEPARTMENT PERSONNEL SUMMARY
Police Department | G-6

COMMUNITY &

ECONOMIC

DEVELOPMENT

Community & Economic Development
Community & Economic Development
FISCAL YEAR 2024-25

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 2022-23
Budgeted
2023-24
Adopted
2024-25
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
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
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
•
•
•
• Build Relationships W/Brokers & Partners to Attract High Quality Retail to Fullerton • Improve Overall Department Communications & Media Information • Begin Long-Range Planning Efforts & Actively Pursue New Grant Opportunities Planning Division
•
•
• Formalize Digital Archiving of Planning Projects
• Establish Architectural Development Standards
•
Housing Division
•
•
•
•
Code Enforcement
•
•
• Adopt Code Enforcement Safety & Guiding Principals In Conformance SB296 • Continue with special enforcement programs; Downtown Enforcement, Cannabis Enforcement, CDBG Enforcement Building & Safety
•
•
•
•
Community & Economic Development
FISCAL YEAR 2024-25
FY 2024-25 Department Goals & Initiatives
Complete Robust Outreach & Marketing of City Owned Development Opportunities Submit Certified Housing Element (6th Cycle)
Increase Staff Training and Encourage ICC Certification Among Staff Next Day Building Inspections Implemented for New Projects Respond to All Customer Inquiries & Web Based Communications Within 24-48 Hours Execute Successor Agency Obligations and Long-Term Covenants Host Quarterly Small Business One-Stop-Shop Meetings
Produce Engaging Content for City Website, Social Media and Print Media Enhance Code Enforcement Communications through media channels such as website and others.

Comply with AB548 Regarding Inspections of Substandard Apartment Buildings Optimize E-Review & BlueBeam Studio Workflow Process Citywide Plan Checks Begin Environmental Justice Element Work
Develop Viable Living Conditions in Disadvantaged Communities Expand Economic Opportunities for Persons of Low-Moderate Income Collaborate with Nonprofits in Fullerton to Assist Disadvantaged Communities Prevent Urban Blight in Underserved Community
Community & Economic Development | H-2
•
•
•
•
residential solar permitting through a digital platform. • 1600 W. Commonwealth Affordable Housing Project Approved With Affordable Housing Requirements In Place • Initiated Surplus Land Act (SLA) Process with Developers for 799 Rolling Hills Dr • Made progress in community engagement, hosted small business clinic and one-stop-shop with SBDC where over 70 local businesses attended and gained valuable resources from partners.

Community & Economic Development | H-3
Community & Economic Development
FISCAL YEAR 2024-25
Implemented SolarApp+ In partnership with the National Renewable Energy Lab (NREL) to offer fully automated rooftop Awarded $799,030 in Competitive Clean California Grant for Fullerton Transit Station Enhancements 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 2023-24 Department Accomplishments

Budgeted FTE Positions 30.0 33.5 33.5 35.5
Nonregular Hours 1,560 1,040 1,040 1,040
Salaries & Benefits 3,193,219 4,308,998 4,308,998 5,223,373 Maintenance & Support 4,387,667 6,080,016 6,080,016 5,263,119 Capital Outlay - - - - Subtotal 7,580,886 10,389,014 10,389,014 10,486,492 Less Allocations - - - - Total Operating Budget $7,580,886 $10,389,014 $10,389,014 $10,486,492

Fund No. and Title

10 - General 6,128,350 6,155,592 6,155,592 7,060,214 22 - Air Quality Improvement - - - - 26 - Housing 11,348 999,171 999,171 610,350 28 - SB2/PLHA 214,602 1,177,577 1,177,577 590,205 32 - Grants 437,566 551,115 551,115 566,895 35 - Community Development Block Grant 739,591 1,394,876 1,394,876 1,397,680 80 - Low/Mod Housing - - - - 89 - Successor Agency 49,429 110,683 110,683 118,233 Total Operating Budget $7,580,886 $10,389,014 $10,389,014 $10,343,578 Community & Economic Development

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Adopted
Community & Economic Development | H-4
Salaries &
Benefits
50%
Maintenance
& Support
50%
Operating Budget by Category
General
Fund 69%
Housing
Fund
6%Grants Fund
5%
Community
Development
Block Grant
14%
Department Fund Analysis
Salaries &
Benefits
50%
Maintenance
& Support
50%
Operating Budget by Category
General
Fund 68%
Housing
Fund
6%Grants Fund
5%
Community
Development
Block Grant
14%
Successor
Agency 1%
Department Fund Analysis
SB2/PLHA
11%

Position Classification
Administrative Assistant I 1

1.0 1.5 1.5
Administrative Analyst II 2

0.0 0.0 1.0
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 2

1.0 1.0 0.0
Code Enforcement Manager 1.0 1.0 1.0
Code Enforcement Supervisor 1

0.0 1.0 1.0
Code Enforcement Officer 1

5.0 5.0 5.0
Director of Community & Economic Development 1.0 1.0 1.0 Economic Development Manager/Principal Planner 1.0 1.0 1.0 Economic Development Project Manager 2

0.0 0.0 1.0
Housing Manager 1.0 1.0 1.0
Housing Programs Assistant 2

1.0 1.0 0.0
Permit Technician 3.0 3.0 3.0
Plan Check Engineer 1.0 1.0 1.0
Planning Technician 1.0 1.0 1.0
Planning Manager 1.0 1.0 1.0
Project Manager I 2

0.0 0.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0
Senior Building Inspector 2

1.0 1.0 2.0
Senior Permit Technician 1.0 1.0 1.0
Senior Planner 1

1.0 2.0 2.0

Total Budgeted FTE Positions 31.0 33.5 35.5

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) Approved during the FY 2024-25 Budget; New positions and reclassifications pending HR review.

Community & Economic Development | H-5
Community & Economic Development
FISCAL YEAR 2024-25
Regular Employees - Full-Time Equivalent Positions
2024-25
Proposed
2023-24
Adopted
2022-23
Budgeted

DEPARTMENT PERSONNEL SUMMARY
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INFORMATION

TECHNOLOGY

Information Technology
Information Technology
FISCAL YEAR 2024-25

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 2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
Information Technology
IT Support &
Administration Security Technology Operations Application Management
I-1
•
•
•
•
•
• Complete implementation of new server hardware in the City Hall data center. • Replace end-of-life applications and infrastructure as funding allows. •
•
•
•
•
•
Coordinated audio/video system upgrades to the Council Chambers and Council Conference Room.

Completed the City's first table-top exercise. This cybersecurity event simulation helped to clarify roles and responsibilities, communications, and other decisions that would need to be made in the event of a cyber Coordinated a penetration test to idenfity potential gaps in network security.

Information Technology | I-2
Information Technology
FISCAL YEAR 2024-25
FY 2024-25 Department Goals & Initiatives
Support operational needs related to day-to-day management, security, network, systems, databases, applications, and AWS operations.

Support and maintain computer systems, install and 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.

Complete implementation of Tyler Technology billing/cashiering/payment products.

FY 2023-24 Department Accomplishments
Implemented new camera and badge system City-wide.

Enhanced security of water plant critical infrastructure.

Completed initial version of cybersecurity incident response plan.

Budgeted FTE Positions 7.0 2.0 2.0 2.0
Nonregular Hours 0.0 0.0 0.0 0.0
Salaries & Benefits 1,606,007 373,301 373,301 353,606 Maintenance & Support 9,443,623 8,170,622 8,170,622 8,549,616 Capital Outlay (1,048,655) - 0 1,676,938 Subtotal $10,000,975 $8,543,923 $8,543,923 $10,580,160 Less Allocations (6,814,231) (8,151,420) (8,151,420) (9,281,309) Total Operating Budget $3,186,743 $392,503 $392,503 $1,298,851

Fund No. and Title
10 - General - - - - 32 - Grants - - - - 68 - Information Technology * 10,000,975 8,543,923 8,543,923 10,580,160 74 - Capital Improvement Fund - - - - Subtotal $10,000,975 $8,543,923 $8,543,923 $10,580,160
Less Allocations:
68 - Information Technology (6,814,231) (8,151,420) (8,151,420) (9,281,309) Total Operating Budget $3,186,743 $392,503 $392,503 $1,298,851 Information Technology | I-3
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
Information Technology
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
Salaries &
Benefits
3%
Maintenance
& Support
81%
Operating Budget by Category
IT Fund
100%
Department Fund Analysis

Position Classification

Geographic Information Systems Specialist 2.0 1.0 1.0
Information Systems Assistant 1 1.0 0.0 0.0
Information Technology Manager 1.0 1.0 1.0
IS Project/Programmer Manager 1 1.0 0.0 0.0
Network Specialist 1 1.0 0.0 0.0
Webmaster 1 1.0 0.0 0.0
Total Budgeted FTE Positions 7.0 2.0 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 2024-25
2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions

PUBLIC WORKS

Public Works
Public Works
FISCAL YEAR 2024-25

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY
Public Works is comprised of the following major activities:

Administration: This section provides direction, management, and support services to the entire Public Works Department. The Administration also oversees various Environmental Programs.

Engineering: This section is responsible for the City’s infrastructure Capital Improvement Project design and construction, Water system management, city-wide traffic 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, facility maintenance, fleet management, water system repairs and maintenance, and sewer operations.

Fullerton Municipal Airport: Airport staff facility and staff provides general aviation services in conjunction with aviation commercial operators and fixed based operators. Airport also leases hangars and tiedowns spaces for aircrafts.

Director of
Public Works
40 60
80 100
120
140
160
180
200
220
2022-23
Actual
2023-24
Adopted
2024-25
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
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
AirportAdministration
General/Traffic Engineering
Water Engineering
Capital Improvement
Equipment Maintenance
J-1
Assistant Director of Public Works
Maintenance Services
Streets and Sewer Water Systems Operations
Building and Facility
Landscape and Trees
City Engineer/Assistant Director of
Public Works
•
•
•
•
Building & Facilities
•
•
•
•
•
•
•
• Maintain compliance with regulatory requirements by staying updated with regulations and conducting thorough compliance reviews.
•
•
• Implement innovative traffic management solutions to optimize signal timing and reduce congestion.
•
•
• Develop comprehensive transportation plans to address future growth and development. •
•
•
Public Works
FISCAL YEAR 2024-25
FY 2024-25 Department Goals & Initiatives
Administration
Develop and monitor the department budget, administer contracts, prepare reports and memos for various items.

Assess and evaluate the Department's qualifications for American Public Works Association's Accreditation Program.

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

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
Improve efficiency in reviewing private development plans by implementing streamlined procedures, clear guidelines, and utilizing EasyDev and EnerGov systems for automated processing.

Update permit applications and procedures to reduce processing time.

Strengthen the City’s stormwater management program by enhancing pollution prevention measures, ensuring compliance with NPDES permit regulations, and collaborating with regional water quality boards.

Improve customer service and communication by establishing clear communication channels, providing regular project updates, and prioritizing responsiveness and professionalism.

Public Works | J-2
Complete Bus Shelter & Benches Request for Proposal and other related tasks.

Ensure that public infrastructure installed by private developers meets City standards by conducting thorough Enhance traffic efficiency and safety by implementing projects that focus on improving traffic flow, safety, and infrastructure maintenance.

Conduct regular assessments of traffic signs, striping, and signals to ensure compliance with safety standards and regulations.

Prioritize transit improvements to enhance accessibility and promote sustainable transportation options.

Engage with the community to gather feedback and address concerns related to traffic management, active transportation, and infrastructure (TCC and ATC).

Collaborate with other city departments to integrate traffic management initiatives with broader urban planning and development strategies.

Continue to collaborate with federal, state, county, and neighboring cities to improve connectivity while managing resources wisely.

Traffic Engineering
Capital Improvement
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• Perform additional sidewalk repairs and street paving.

Fullerton Municipal Airport
•
•
•
• Work on improvements for branding and beautification of Airport facility.

Environmental Programs
Provide continued Air Quality Management reporting and compliance.

Equipment/Fleet
Maintain the City's fleet of 450 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.

Implementation of Advanced Clean Fleets Regulation by California Resources Board (CARB) in the Vehicle Replacement Program, assist in development and installation of EV Charging Stations at certain City Facilities to accommodate Zero Emission Vehicles (ZEV), ensure Mechanics are properly trained to provide maintenance and repairs on ZEVs.

Landscape & Tree Maintenance
Increase frequency of maintenance in the Parks, Trails, and Streetscapes.

Employ plan guidelines to maintain the community forest with up-to-date practices.

Street Maintenance
Administer and inspect all City-funded construction projects to assure compliance with City standards and requirements.

FY 2024-25 Department Goals & Initiatives
Award design and construction contracts of $9M for street rehabilitation projects Award construction contracts to replace at least seven miles of water main lines.

Public Works | J-3
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 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.

Improve administration and operation of solid and recycling waste program (including SB1383 compliance).

Collaborate with Fleet and Facility Divisions for planning and design of Electric Vehicle Charging Stations at Maintenance Services facility.

Public Works
FISCAL YEAR 2024-25
Pursuit of available grant opportunities to offset infrastructure improvement costs.

Implementation of Storm Water Quality regulations for compliance, improve Standard Operating Procedures, prepare the City for Santa Ana Water Board Audit.

Assist Equipment and Fleet Division in the implementation and repporting requireemnts of Advanced Clean Fleets Regulation by California Resources Board (CARB).

Reinstitute in-house Homeless Encampment Cleanup Program to perform landscape maintenance on public right of way to preserve a clean and safe environment for the public. •
•
•
•
•
•
•
•
•
•
•
FISCAL YEAR 2024-25
Public Works
Schedule routine proactive leak detection surveys to reduce the number of emergency water outages.

Continue to provide responsive and outstanding service to repair high-frequent water main breaks FY 2024-25 Department Goals & Initiatives
Water System
Finalize and implement priority SCADA upgrades acquiring four additional emergency supply generators to existing wells and reservoirs.

Revise the Conservation Program to meet future Conservation is a California Way of Life regulations currently under the rulemaking process. Develop and implement a Cross-Connection Control Program to meet new state requirements
Develop a pressure profile and acquiring needed equipment for future implementation.

Identify and replace existing meters with AMI meters for phase one of the AMI replacement program.

Inspect all Food Service establishments to manage Fats, Oils, and Grease (F.O.G) control program to minimize sewer blockages
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 operations including upgrade and repair of infrastructure, oversee 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. Successfully operate and manage city’s first GAC treatment plant for PFAS.

Sewer System
Maintain and rehabilitate sewer collection system.

Public Works | J-4
•
• Awarded ARPA funded street rehabilitation construction projects. • Completed construction of Hunt Branch Library Building Renovations • Completion of Sewer Master Plan and Water Master Plan Updates. •
•
•
• Successful operation of Orange County's first PFAS treatment GAC facility for Well 3A site. •
• Responsive and outstanding service to repair high-frequent water main breaks. •
•
• Performed approximately 15,000 pothole repairs.
• Enhanced the Level of Service of the Graffitti Abatement Program. •
•
•
• Reduce Engineering Plan Check turn around time from 26 working days to 12 working days. •
•
• Improved compliance level with State's SB 1383 California's Short-Lived Climate Pollutant Reduction Strategy. •
FISCAL YEAR 2024-25
Design of Well7A Project and construction of Main PFAS Plant has commenced.

Completion of multiple grant applications to aide the funding of various programs, CIP projects and plans. Succesful grant administration to secure grant funds on various state and federal funded projects such as Active Transportation Program (ATP), Highway Safety Improvement Program (HSIP), Safe Streets & Roads For All (SS4A), SB 1383 Grant, MWD Leak Detection, etc. Pending formal award of grant application from Orange County Complete Streets Program for the Harbor Improvement Project by the end of FY 2023-2024.

Public Works | J-5
Inspected 55 miles of sewer line with CCTV inspection and root-cut/hydro-flushed 295 miles of sewer pipeline to maintain the City's infrastructure.

Updated the City’s Flood Zone Ordinance to align with current federal National Flood Insurance Program (NFIP) Reviewed 2,906 private development plans and 1,925 water plans despite low staffing level to keep up with demand.

Assessed the requirement of California Air Resource Board’s (CARB) Zero-Emission Vehicle (ZEV) program and ensure the City is in a position to meet the regulations.

Completed the city-wide street sweeping signage installation for parking enforcement.

Acquired service truck with a crane attachment to efficiently scheduled large meter replacements.

FY 2023-24 Department Accomplishments
Provided training for Storm Water Quality compliance to Public Works Department and Community and Economic Deparment.

Submit Sewer System Management Plan and Annual report to State Water Recourse Board for compliance.

Awarded Southern California Chapter – American Public Works Association’s B.E.S.T. Project of the Year Award for the Hunt Library Revitalization Project and the Energy Infrastructure Modernization Project.

Nominated for American Public Works Association’s National Project of the Year Award for the Energy Infrastructure Modernization Project, pending announcement of award in September 2024 at APWA's National Conference.

Public Works
Update Public Works Engineering Fee Schedule to ensure fees charged for services reflect the actual costs incurred by the City in provide such services.

Regular Employees 185.0 196.5 196.5 198.5
Nonregular Hours 7,370 7,370 7,370 7,370
Salaries & Benefits 15,857,917 21,835,379 21,835,379 25,007,188 Maintenance & Support 65,190,294 75,748,935 75,748,935 77,377,247 Capital Outlay 4,942,035 3,472,390 3,472,390 3,200,690 Subtotal 85,990,246 101,056,704 101,056,704 105,585,125 Less Allocations (12,660,520) (18,909,146) (18,909,146) (20,025,792) Total Operating Budget $73,329,726 $82,147,558 $82,147,558 $85,559,333

Fund No. and Title
10 - General Fund 9,017,558 10,260,788 10,260,788 11,295,211 15 - Parks & Recreation Fund 1,182 - - - 20 - West Coyote Hills 19 - - - 22 - Air Quality Improvement Fund 5,026 288,050 288,050 21,000 23 - Sanitation Fund 7,360,123 8,560,022 8,560,022 8,656,303 25 - Measure M Fund 266,580 304,000 304,000 217,000 30 - Gas Tax Fund 3,304,947 3,727,500 3,727,500 4,268,058 32 - Grant Fund 2,500 - - - 36 - Drainage Capital Outlay Fund 205,640 266,337 266,337 303,997 40 - Airport Fund 2,197,455 2,918,133 2,918,133 2,196,892 41 - CNG Fund 109,557 245,725 245,725 221,560 44 - Water Fund 28,360,589 35,930,731 35,930,731 38,469,964 45 - Whiting/Lemon Parking Fund 78,491 99,529 99,529 92,290 46 - Refuse Collection 13,892,415 15,138,759 15,138,759 15,950,252 47 - Sewer Fund 5,453,269 4,748,524 4,748,524 4,760,971 64 - Vehicle Replacement 6,413,470 4,045,105 4,045,105 3,886,405 67 - Equipment Maintenance 3,781,410 5,054,852 5,054,852 5,187,652 69 - Building Maintenance Services 3,111,605 3,828,652 3,828,652 4,157,246 70 - Facility Capital Repair 13,384 23,078 23,078 13,078 74 - Capital Projects 1,020,546 1,510,634 1,510,634 1,756,765 Subtotal 84,595,767 96,950,420 96,950,420 101,454,645 Less Total Allocations (Funds 64, 67, 69, 70, 74): (11,266,040) (14,802,862) (14,802,862) (15,895,312) Total Operating Budget 73,329,727$ $82,147,558 $82,147,558 85,559,333$ Public Works | J-5
Public Works
FISCAL YEAR 2024-25
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
Salaries &
Benefits
24%
Maintenance
& Support
73%
Capital Outlay
3%
Operating Budget by Category
General Fund
11%
Special
Revenue Funds
13%
Enterprise
Funds
61%
Internal Service
Funds
13%Capital Projects Fund
2%
Department Fund Analysis

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

1.0 1.5 1.5
Air Conditioning Mechanic 2

0.0 1.0 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 3.0 3.0 3.0
Assistant Engineer - Water Systems 1.0 1.0 1.0
Associate Engineer 3.0 3.0 3.0
Associate Engineer Traffic 1.0 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 3.0
City Traffic Engineer 2

0.0 1.0 1.0
Clerical Assistant III 2.0 1.0 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 1.0 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 2.0 2.0 2.0
Environmental Coordinator 1.0 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(4)

2.0 2.0 3.0
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 0.0 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 2024-25
2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
Public Works | J-6
Regular Employees - Full-Time Equivalent Positions

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

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

1.0 0.0 0.0
Manager - Facilities and Fleet Division 2

0.0 1.0 1.0
Manager - Landscape & Streets Divisions 2

1.0 0.0 0.0
Manager - Streets and Sewer Division 2

0.0 1.0 1.0
Mechanic II 6.0 6.0 6.0
Mechanic III 2.0 2.0 2.0
Meter Repairer(3)

2.0 2.0 0.0
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 - Water 0.0 0.0 1.0
Senior Maintenance Worker I 1, 2

45.0 54.0 54.0
Senior Maintenance Worker II 4.0 4.0 4.0
Senior Maintenance Worker III 10.0 10.0 11.0
Senior Traffic Engineering Analyst 0.0 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 Skilled Maintenance Worker II - Water 4.0 4.0 5.0
Solid Waste / Recycling Coordinator 1.0 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(3)

2.0 2.0 3.0
Water Production Operator 3.0 3.0 3.0
Regular Employees - Full-Time Equivalent Positions
Public Works | J-7
2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
Public Works
FISCAL YEAR 2024-25

DEPARTMENT PERSONNEL SUMMARY

Position Classification
Water Production Supervisor 1.0 1.0 1.0
Water Quality Specialist(3)

1.0 1.0 0.0
Water Quality Supervisor(3)

0.0 0.0 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(3)

2.0 2.0 0.0
Water Quality Lead Worker(4)

0.0 0.0 2.0

Total Budgeted FTE Positions 185.0 196.5 198.5
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 the addition of 8.0 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.
(3) FY 24-25 reflects PW Reorganization approved in FY 23-24 in conjunction with Human Resources:

1.0 FTE Water Quality Specialist reclassified to 1.0 FTE Water Quality Supervisor.

2.0 FTE Water Utitlity Services Lead Workers reclassified to 1.0 FTE Water Quality Lead Worker and 1.0 FTE Water Lead Worker.

2.0 FTE Meter Repairer reclassified to 1.0 FTE Skilled Maintenance Worker - Water II and 1.0 FTE Senior Maintenance Worker III. (4) FY 24-25 reflects addition of 1.0 FTE Equipment Operator-Water and 1.0 FTE Water Quality Lead Worker.

Regular Employees - Full-Time Equivalent Positions
Public Works
FISCAL YEAR 2024-25
2022-23
Budgeted
2023-24
Budgeted
2024-25
Proposed
Public Works | J-8

DEPARTMENT PERSONNEL SUMMARY

LIBRARY

Library
Library

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
FISCAL YEAR 2024-25
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 2022-23
Budgeted
2023-24
Adopted
2024-25
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
$5,000,000
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
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. •
•
• Plan and implement Building Forward Grant #2 to improve the Main Library's elevators, generator, YA area, Children's toddler area, and Osborne Auditorium.

Adult Services
•
•
•
•
Circulation
•
• Investigate and procure digital library card applications, maximizing staff and patron time and ease-of-use. • 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. • Offer new electronic resources to meet community needs and provide unique services.

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 including Preschool Storytime and Stay and Play • 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. • Make better use of space in Osborne Auditorium to better host events, recitals, and expand programming.

Hunt Library
• Open the Hunt Library and implement programming that would serve the needs of the community • Maintain relationship with Fullerton School District and collaborate with them to provide class visits and various other experiences.

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

Maintain library organization, including shelving and signage.

Library | K -2
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.

Continue to enhance our partnerships and establish new partnerships for Adult and Teen programming.

Integrate new Automated Materials Handling machine.

Maintain relationships with the Library Foundation and Friends support groups.

Facilitate and support the Board of Trustees including the Revocation Appeal Sub-Committee.

Streamline library spending and make better use of budget to continue to correct inefficiencies.

FISCAL YEAR 2024-25
Library
FY 2024-25 Department Goals & Initiatives
• Introduced MessageBee, the library's new, more visually appealing and engaging patron notification platform. •
•
optimize the workflow of the Library.
• Distributed monthly 75 STEM take-home kits for children in grades 1-4 in partnership with Sunny Hills High School • Distributed monthly 50 STEM take-home kits for children ages 3-6. • Our Reading Programs of all age levels engaged over 500 adults who gave book reviews and 1,222 Children and T participants who read a cumulative 814,946 minutes.
•
and collection.
• Maintained the State Department certification of our Passport Acceptance Facility and our Passport Staff. • Received and appropriated various grants from the State to fund the grand reopening of The Hunt Library
• Offered the California State Library Parks Pass program that allows vehicle entry at over 200 participating state parks and made them renewable for checkout.
• Processed over 100 Passports and over 125 Passport Photos a month. •
such as Summer Reading Club, Winter Reading Club, Mystery Date with a Book, the Yule Ball (with over 500 attendees), and saw Storytime attendance soar
• Researched and procured a replacement for the Library's outdated Automated Materials Handling machine • Received and appropriated several grants from the State and the State library to fund the revitalization of the Hunt Library and infrastructure improvements at the Main Library. • Processed orders to prepare Hunt Library for its grand re-opening. • Upgraded technology in Conference Center to better meet current needs of patrons and other city departments.

Library | K -3
Celebrated Library Card Sign-Up Month, National Library Lover's Month, as well as several exciting programs, Reintroduced the library's newsletter
Brought on an Administrative Analyst and an Administrative Assistant to bolster Admin Department and better Maintained and continuously update the library's website, including doing more to feature our local history room Library
FISCAL YEAR 2024-25
FY 2023-24 Department Accomplishments

Budgeted FTE Positions 20.3 20.3 20.3 21.3
Nonregular Hours 18,600 18,600 18,600 22,500
Salaries & Benefits 1,901,663 2,391,130 2,391,130 2,790,745 Maintenance & Support 1,716,069 1,732,276 1,732,276 1,953,392 Capital Outlay 13,430 - - - Subtotal 3,631,161 4,123,406 4,123,406 4,744,137 Less Allocations - - - - Total Operating Budget $3,631,161 $4,123,406 $4,123,406 $4,744,137

Fund No. and Title
10 - General - - - - 13 - Library 3,631,161 4,123,406 4,123,406 4,744,137

Total Operating Budget $3,631,161 $4,123,406 $4,123,406 $4,744,137 FISCAL YEAR 2024-25

DEPARTMENT FUND ANALYSIS

DEPARTMENT SUMMARY
Library
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
Library | K-4
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Salaries &
Benefits
59%
Maintenance
& Support
41%
Operating Budget by Category
13 - Library
Department Fund Analysis

Position Classification

Administrative Assistant I 1 0.0 1.0 1.0
Adult Services Librarian 4.0 4.0 4.0
Children's Services Librarian 2.0 2.0 2.0
Library Clerical Assistant 1.3 1.3 1.3
Library Director 1.0 1.0 1.0
Library Division Manager - Adult Svcs. 0.0 0.0 0.0
Library Division Manager - Children's Svcs. 0.0 0.0 0.0 Library Division Manager - Technical Svcs. 0.0 0.0 0.0 Library Division Manager 1 3.0 2.0 2.0
Library Division Manager II 1,2 0.0 1.0 1.0
Library Services Supervisor 1,2 0.0 1.0 1.0
Library Technical Assistant I 1.0 1.0 1.0
Library Technical Assistant II 1,3 4.0 2.0 3.0
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 20.3 20.3 21.3

Total Nonregular Hours 18,600 18,600 22,500

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. (3) Library Technical Assistant II and 1,920 non-regular were added in FY 2023-24.

Nonregular Employees - Hours

DEPARTMENT PERSONNEL SUMMARY
Library | K-5
Library
FISCAL YEAR 2024-25
Regular Employees - Full-Time Equivalent Positions
2024-25
Proposed
2023-24
Adopted
2022-23
Budgeted

PARKS &

RECREATION

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

Parks & Recreation
Parks & Recreation
FISCAL YEAR 2024-25
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 5
10 15
20 25
2022-23
Budgeted
2023-24
Adopted
2024-25
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
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Total Expenditures
Deputy City Manager
Administration Special EventsParks Recreation
L-1
Parks & Rec Administration
• Seek, apply for and manage grants to fund park, trail and open space improvements and acquisitions. • Foster collaboration with community partners and tenants • Centralize department purchasing, insurances, and processes Parks, Fields & Trails
•
• Increase patrol of our Parks and Trails
• Prioritize communication and enforcement of department policies with Sports Partner Leagues • Promote our Adopt-A-Park program
•
Recreation Programs & Fullerton Community Center
•
•
•
•
• Establish the Hunt Branch Library & Event Center as a dynamic community hub by fostering new partnerships, offering diverse youth programs and family events, providing versatile rental and gallery spaces, and promoting lifelong learning and cultural enrichment. •
City Events
•
•
•
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.

Offer cultural events, language classes, and heritage celebrations that celebrate the diversity of Fullerton's population, fostering cultural understanding and community cohesion.

Expand and provide new recreational youth classes to be held at Hillcrest park, Fullerton Community Center, and Hunt Branch Library & Event Center.

Expand Fullerton Community Center hours of operation and fitness opportunities Parks & Recreation
FISCAL YEAR 2024-25
FY 2024-25 Department Goals & Initiatives
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 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
Provide the community with city wide events throughout the year: Thursday Downtown Market, Weekly Farmers Market, Summer Concert Series, Wedding Show, First Night Fullerton, 4th of July Celebration, and Season of Lights.

Increase opportunities for community engagement and sponsorship for Fullerton businesses at City events Increase attendance for all city wide events throughout the year. • In collaboration with the Fullerton Library, Re-Opening of Hunt Library and Event Center: private events and community programming • Completed construction of Acacia Park playground.
• Projected $85,000 increase in private rental revenue at the Fullerton Community Center • Approximately $165,000 collected in current and past due Field Use payments •
• New and no cost or low cost art and music programming for adults and youth at the Fullerton Community Center Parks & Recreation | L-3
Paperless Parks division staff communication and implementation of duties through technological upgrades Parks & Recreation
FY 2023-24 Department Accomplishments
FISCAL YEAR 2024-25

DEPARTMENT SUMMARY

Budgeted FTE Positions 14.0 14.0 14.0 21.0
Nonregular Hours 53,490 53,956 53,956 51,200
Salaries & Benefits 2,909,087 2,424,283 2,424,283 3,544,163 Maintenance & Support 7,813,570 8,464,453 8,464,453 9,066,868 Capital Outlay 7,147 - - - Subtotal 10,729,804 10,888,736 10,888,736 12,611,031 Less Allocations (140,000) (233,930) (233,930) (238,930) Total Operating Budget $10,589,804 $10,654,806 $10,654,806 $12,372,101

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund - - - - 15 - Parks & Recreation 5,512,269 5,924,622 5,924,622 7,210,368 25 - Measure M2 124,022 370,406 370,406 370,406
32 - Grants 100,334 270,905 270,905 215,633
42 - Brea Dam 4,944,468 4,276,502 4,276,502 4,490,966
44 - Water 48,711 46,301 46,301 53,337
74 - Capital Projects 916 - - 270,321 Subtotal $10,730,720 $10,888,736 $10,888,736 $12,611,031 Less Allocations:
42 - Brea Dam (140,000) (233,930) (233,930) (238,930)
74 - Capital Projects (916) - - - (140,916) (233,930) (233,930) (238,930)
Total Operating Budget $10,589,804 $10,654,806 $10,654,806 $12,372,101 Parks & Recreation | L-4
Parks & Recreation
FISCAL YEAR 2024-25
2024-25
Proposed
2023-24
Projected
2023-24
Adopted
2022-23
Actual
2022-23
Actual
2023-24
Adopted
2023-24
Projected
2024-25
Proposed
Salaries &
Benefits
28%
Maintenance &
Support
72%
Operating Budget by Category
Parks &
Recreation
Fund
57%
Measure M2
3% Grants Fund
2% Brea Dam
Fund
36%
Water Fund
0%74 - Capital
Projects
270,321
2%
Department Fund Analysis

Position Classification

Administrative Assistant I 1.0 1.0 1.0
Administrative Analyst I 0.0 0.0 1.0
Administrative Manager 0.0 0.0 0.0
Cultural & Events Operations Assistant 0.0 0.0 0.0 Deputy Director of Parks & Recreation 1.0 1.0 0.0 Director of Parks & Recreation 0.0 0.0 0.0
Events Specialist 0.0 0.0 0.0
Exhibition/Museum Specialist 0.0 0.0 0.0
Museum Educator 1.0 1.0 0.0
Parks & Recreation Assistant 1 1.0 0.0 0.0
Parks & Recreation Coordinator 1 4.0 5.0 6.0
Parks & Recreation Manager 1.0 1.0 2.0
Parks Project Manager 0.0 0.0 1.0
Parks Project Specialist 0.0 0.0 1.0
Parks & Recreation Supervisor I 1.0 1.0 3.0
Parks & Recreation Supervisor II 2.0 2.0 1.0
Public Information Specialist 2 0.0 0.0 1.0
Sports Facility Coordinator 1.0 1.0 1.0
Sr. Customer Service Representative 0.0 0.0 2.0
Sr. Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE 14.0 14.0 21.0

Nonregular Employees - Hours
Total Nonregular Hours 99,279 53,956 51,200
Unfunded Positions 3.0 0.0
Director of Parks & Recreation 1.0 0.0
Parks & Recreation Assistant 2.0 0.0
Notes:
(1) In FY23-24, 7 Positions were added to the Parks and Recreation department: Administrative Analyst I, Parks and Recreation Manager, Parks and Recreation Coordinator, Parks Project Manager, Parks Project Specialist, and Senior Customer Service Representatives. (2) Reclass of 1.0 FTE Events Specialist to Public Information Specialist approved during the FY 2024-25 Budget; Classification pending HR review.

FISCAL YEAR 2024-25
Parks & Recreation
Parks & Recreation | L-5
2022-23
Budgeted
2023-24
Adopted
2024-25
Proposed

DEPARTMENT PERSONNEL SUMMARY
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APPENDIX

CITY OF FULLERTION
FISCAL YEAR 2024-25
Type of Debt Issued / Fund Department/Division Maturity Date
Original
Principal
Amount
FY24-25 Debt
Service
General Fund (10)
Capital / Equipment Lease for Emergency Radio Equipment Purpose: Lease purchase of 800 MHz Radio Equipment 7/1/2026 2,472,439$ 306,135$ Principal Police 185,931$
Interest Police 16,119$
Principal Fire 87,331$
Interest Fire 7,571$
Principal Public Works - Maintenance 8,452$
Interest Public Works - Maintenance 733$
Airport (40)
Airport Loan Program by CalTrans
Purpose: Fullerton Airport Building Renovation and Expansion Project 6/30/2041 1,300,000$ 101,051$ Principal Public Works - Airport 58,293$
Interest Public Works - Airport 42,758$
Brea Dam Fund (42)
2010 Lease Revenue Bonds, Series A (Taxable RZEDB)
Purpose: Revenue Bonds 5/25/2031 2,705,000$ 242,612$ Principal Parks & Recreation 150,000$
Interest Golf Course 92,612$
Water Fund (44)
2014 Water Revenue Refunding Bonds
Purpose: Revenue Bonds 9/1/2033 6,810,000$ 472,506$ Principal Public Works 295,000$
Interest Water 177,506$
Water Well Easement 4/30/2026 406,611$ 81,322$ Purpose: Easement on Goodman Property for the installation and operation of the City's Water Well Principal Public Works 81,322$
Interest Public Works -$
Liability Fund (62)
2021 Judgement Obligation Bonds (2021 Taxable)
Purpose: To Refund 2013 Judgement Obligation Bonds 4/1/2033 5,010,000$ 542,216$

Principal Human Resources 450,000$
Interest Risk Management 92,216$

DEBT SERVICE SCHEDULE
FISCAL YEAR 2024-25
Debt Service | AP - 1
The Debt Services Section provides an overview of the City of Fullerton's current debt portfolio and summary of all bond issuances. The City issues lease revenue, refunding bonds, judgment obligation bonds, capital leases and various loan programs. The City holds a 'AA' credit rating from Standard and Poors (S&P) Global Ratings.

DEBT SERVICE SCHEDULE
FISCAL YEAR 2024-25
Equipment Maintenance (67)
Tanko Lighting Streetlight Project
Purpose: Finance Lease for the Streetlight LED Conversion project 9/25/2024 1,400,000$ 220,997$ Principal Public Works 215,481$
Interest Equip. Replacement 5,516$
Building Maintenance (69)
NORESCO Energy Efficiency Project
Purpose: Solar panels for City Owned Facilities & Properties 11/1/2039 8,894,000$ 583,711$ Principal Public Works 439,034$
Interest 144,677$
Successor Agency (89)
Purpose: Refunding Revenue Bonds
2020A Tax Allocation Revenue Bonds Successor Agency 9/1/2027 33,965,000$ 5,598,000$ Principal 4,880,000$
Interest 718,000$
2020B Tax Allocation Revenue Bonds Successor Agency 9/1/2026 10,730,000$ 1,906,299$ Principal 1,850,000$
Interest 56,299$
2015 Tax Allocation Revenue Bonds Successor Agency 3/1/2025 11,975,000$ 2,290,875$ Principal 2,210,000$
Interest 80,875$
Citywide Debt Service 85,668,050$ 12,345,724$
Debt Service | AP - 2

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.

Revenue Bond - Is a category of municipal bond supported by the revenue from a specific project. Revenue bonds finance income-producing projects and are thus secured by a specified revenue source.

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.

FISCAL YEAR 2024-25

CAPITAL IMPROVEMENTS
BUDGET
www.cityoffullerton.com
City of Fullerton, California
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CIP-Intro
CIP-1
CIP-2
CIP-8
Storm Drain System ……………………………………………………………………………………... CIP-10 CIP-14
CIP-24
CIP-28
CIP-36
CIP-44
CIP-46
Capital Improvement Program - Project Priority Schedules Public Works Department - Engineering
Airport ………………….…………………………………………..…………..………………................

Public Works Department - Maintenance Services

CITY OF FULLERTON

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP)
FISCAL YEARS 2024-25 through 2028-29

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

Capital Improvement Program Introduction .………………………………………….………………...……………………… Police Department …........................................................................................................................................

Appendix A - Glossary of the Fullerton Plan Policies Identified in "General Plan Element Section" Sewer System ...……………………….……………………………………………………………........

Traffic Signals and Safety Lighting ……………………………………………………………….........

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. During this stage, the City utilizes various tools and information to select which projects will receive funding. A few of these tools include the City’s Pavement Condition Index (PCI) rating, street traffic volume, planned development or improvements, and combining utility work (water / sewer) with street rehabilitation. 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 2024-25
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
Subtotal
OTHER
General Fund
Subtotal
GRANTS
Community Development Block Grant
Grant - Federal
Grant - State
Measure M2 Environmental Grant
Measure M2 Regional Grant
Subtotal

TOTAL PROPOSED CIP BUDGET
The proposed Five-Year Capital Improvement Program (CIP), commencing July 1, 2024, and ending June 30, 2025, is presented in this section. The CIP is a planning tool for short- and long-range capital improvements and development. It links Fullerton's fiscal planning process to physical development.

The City funding composition and total funding for the fiscal year is shown below. 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, however Capital projects still in progress and 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. Reconstruction and rehabilitation of the City's infrastructure systems and Citywide facilities continue to be a high priority for the Five- Year CIP.

CAPITAL IMPROVEMENT PROGRAM OVERVIEW
Proposed FY Funding
Amount
$1,000,000

0.2%
$0
Percent

2.0%
$100,000
$2,900,000

0.0%

5.9%
$900,000 1.8%
$11,706,610

2.0%
$36,520,440
$4,200,000 8.5%
$7,140,000

2.0%

8.1%

41.1%
$500,000 1.0%
$20,225,000
$0
$1,000,000
$0
$1,000,000

0.7%

74.2%

14.5%
$350,000
$200,000 0.4%

0.0%
CIP-1

23.8%

0.1%
$3,978,000
$38,610
$49,227,050
$3,195,440 6.5%
$3,500,000 7.1%
100.0%

0.0%
STREET

IMPROVEMENTS

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:

Targeted Streets/Areas for upcoming projects are:

Local Streets Arterial Streets
Cannon-Shepard Area Euclid St at SR-91
Courtney-Ash Area Gilbert St - Valencia Ave to Commonwealth Ave Crown Area Malvern Ave - Bastanchury Rd to Basque Ave
Firethorne Area Placentia Ave - Orangethorpe Ave to Chapman Ave Hermosa Area
Maplewood Area
Citywide Slurry Seal

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $1,000,000 $2,000,000 $2,250,000 $2,500,000 $2,500,000 $10,250,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $1,500,000 $1,600,000 $1,750,000 $2,000,000 $2,000,000 $8,850,000 $3,500,000 $3,600,000 $3,700,000 $3,700,000 $3,700,000 $18,200,000 TOTALS $8,000,000 $9,200,000 $9,700,000 $10,200,000 $10,200,000 $47,300,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Public Works - Engineering (Streets)
Ongoing - Annual Project
Street pavement rehabilition and improvement projects priorities are based condition deficiencies detailed in the Pavement Management Plan (PMP), Average Daily Traffic (ADT), maintenance service orders, in conjunction with water, sewer and/or drainage projects, participation of other jurisdictions, and on staff surveys. This is a multiyear program of reconstruction and resurfacing of the City's street system. Currently local street priorities are based on water, sewer, and/or drainage projects, plus current engineering and maintenance surveys, but locations are subject to change as priorities and funding are continuously updated. Work on these streets typically involves significant rehabilitation and will reduce the overall pavement condition deficiencies on the City's streets.

CIP-3

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Street Improvement Rehabilitation
Measure M2 funds must be spent within 3 years of receipt.

Annual Street Program
Mobility
Policy P5.6
Citywide
General Fund
RMRA/SB1
Measure M2
Infrastructure Fund
Department: Project Priority Number: 2
Project Number: 44796 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 TOTALS $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-4
Measure M2 funds must be spent within 3 years of receipt.

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Streets)
Curb/Gutter & Sidewalk Reconstruction - FY 24-25
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 based on the Citywide sidewalk evaluation, plus resident and/or or staff notifications of damage.

Department: Project Priority Number: 3
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $0 $50,000 $50,000 $50,000 $50,000 $200,000
TOTALS $0 $50,000 $50,000 $50,000 $50,000 $200,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-5
Carryover funds saved from previous fiscal years are sufficient to cover expected FY24-25 expenses.

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

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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. Reports detailing current pavement conditions are submitted every two years to 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.

FY 2024-25 will involve inspection of approximately 1/3 of the City's residential/local streets.

FY 2025-26 will involve inspection of the arterial streets and submittal of the Pavement Management Plan (PMP) Report.

FY 2026-27 will involve inspection of approximately 1/3 of the City's residential/local streets.

FY 2027-28 will involve inspection of the arterial streets and submittal of the Pavement Management Plan (PMP) Report.

FY 2028-29 will involve inspection of approximately 1/3 of the City's residential/local streets.

Department: Project Priority Number: 4
Project Number: 48008 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $150,000 $150,000
$7,140,000 $7,140,000
TOTALS $7,290,000 $0 $0 $0 $0 $7,290,000
Restrictions or Deadlines Associated with Outside Funding Sources:

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

Grant funds subject to requirements of the granting agency, including Build America, Buy America (BABA) regulations.

CIP-6
Measure M2
Grant - State
This project will increase connectivity on the Brea-CSUF-Santa Ana River Trail bicycle route by implementing pedestrian and bicycle infrastructure along Nutwood Avenue and under SR-57. The Nutwood Avenue Bicycle and Pedestrian Mobility Enhancement Project aligns with the Fullerton Bike Connection Plan goals and visions. The plan facilitated this specific project and identified the need to widen the State Route 57 (SR-57) underpass to provide additional bicycle and pedestrian facilities on Nutwood Avenue.

This project will create nearly a mile of new Class 1 and Class 2 buffered bike lanes on both sides of Nutwood Avenue where only Class 3 bike routes currently exist. The Class 1 bike lane will allow students, faculty and staff to safely travel along this portion of Nutwood Avenue and connect to the CSUF bike path without crossing Nutwood Avenue. The project will also widen the SR-57 underpass by cutting into existing slopes and installing retaining walls, while retaining existing vehicular travel lane configurations, improve ADA ramps, and add conflict zone markings at intersections and driveways.

Project design is expected to be completed in late FY 24-25 or early FY 25-26, with construction activities commencing shortly after. Project schedule is also dependant upon availalibility of Caltrans staff to perform the required reviews and approvals.

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Streets)
Nutwood Ave Bicycle & Pedestrian Mobility
Enchancement Project
Mobility
Bicycle
Policy P5.6, P6.2
Street Improvement Rehabilitation
Nutwood Avenue between State College Blvd and Placentia Ave Winter 2026
Department: Project Priority Number: 5
Project Number: 48009 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $50,000 $973,000 $1,023,000
$305,000 $4,548,000 $4,853,000
TOTALS $355,000 $5,521,000 $0 $0 $0 $5,876,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Streets)
Harbor Blvd Complete Streets Improvement Project
Mobility
Policy P5.6, P6.2
Bicycle
Street Improvement Rehabilitation
Harbor Blvd between Brea Blvd and Valencia Mesa Dr
Spring 2027
This project involves bicycle, pedestrian and pavement rehabilitation improvements to Harbor Boulevard from Brea Boulevard to Valencia Mesa Drive. The work will include constructing gap closure sidewalk and installing Class II and Class IV bicycle lanes by reducing the roadway to two lanes in each direction; installing a new traffic signal at Brea Dam Park which will also facilitate cyclist traversing the Fullerton Loop (local mountain bike trail); repairing and modifying the storm drain system; upgrading street lighting; updating curb ramps; constructing new center medians; and installing new signing and striping.

A traffic study has been performed for the proposed lane reduction (6-lane to 4 lane) and concluded the lane reduction is not expected to negatively affect existing or future traffic conditions. The lane reduction will provide the additional space for enhanced bikeways (buffered Class II bike lanes and Class IV bikeways) and close the sidewalk gap on both sides of Harbor Boulevard.

Project design is expected to be completed in FY 24-25, with construction activities commencing in FY 25-26.

CIP-7
Grant - Federal
Measure M2 funds must be spent within 3 years of receipt.

Grant funds subject to requirements of the granting agency, including Build America, Buy America (BABA) regulations.

SEWER SYSTEM

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

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 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 $2,500,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-9

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Sewer System Replacement
N/A
Annual Sewer Replacement Program
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Sewer Enterprise Fund
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 are:

Brick manhole replacement
Valley View Area - Pipe rehabilitation/replacement
Chapman Ave Alley Area - Pipe abandonment and lateral modifications Basque Ave - System realignment
As needed pipe repairs associated with street projects
Locations are subject to change as priorities and funding are continuously updated.

Public Works - Engineering (Sewer)
Ongoing - Annual Project

STORM DRAIN
SYSTEM

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

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $950,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,950,000 TOTALS $950,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,950,000 Restrictions or Deadlines Associated with Outside Funding Sources:

This annual program provides funds for inspection, repair and rehabilitation of existing storm drainage facilities, 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 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
CIP-11

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Storm Drain System Repair & Maintenance
N/A
Annual Miscelaneous Storm Drain Repair
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Drainage Capital Outlay
Department: Project Priority Number: 2
Project Number: 52699 Project Name:

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $50,000 $50,000
$200,000 $200,000
TOTALS $250,000 $0 $0 $0 $0 $250,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Drainage Capital Outlay

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Storm Drain)
Catch Basin Connector Pipe Screens
Growth Management
Policy OAP1, P7.5 & P20.7
Storm Drain System Repair & Maintenance
Citywide
Fall 2025
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. FY2024-25 improvements are expected to meet the goal of 100% compliance.

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

CIP-12
Measure M2 Environ. Cleanup Grant
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.

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

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $1,000,000 $2,500,000 $2,500,000 $6,000,000
TOTALS $0 $0 $1,000,000 $2,500,000 $2,500,000 $6,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Unfunded

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Storm Drain)
Drainage Master Plan Improvement Project
Growth Management
Policy OAP1, P7.5 & P20.7
Storm Drain System New Improvement
Citywide
Ongoing - Annual Project
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 drainage paterrns within the City. Recommendations will be provided for construction of new storm drain systems and/or modifications of existing systems to address any system deficiencies and/or improve the drainage patterns.

Future projects will be one of the recommended projects.

CIP-13
N/A

WATER SYSTEM

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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $14,000,000 $14,000,000 $14,000,000 $14,000,000 $14,000,000 $70,000,000 TOTALS $14,000,000 $14,000,000 $14,000,000 $14,000,000 $14,000,000 $70,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-15

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Water System Repair & Maintenance
None
Water Main System Replacement & Upgrade
Water
Policy P19.4 & P19.5
Citywide
Water Fund
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 2024-25 will provide for the following project areas:
- Gregory Area - Cannon-Sheppard Area - Maplewood Area - Coronado Area - Courtney-Ash Area - S Raymond Cul-de-sacs Area These locations are subject to change as priorities are continuously updated.

Note: 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 2025, rather than the original 9- mile goal.

Public Works - Engineering (Water)
Ongoing - Annual Project
Department: Project Priority Number: 2
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $1,000,000 $1,000,000 $1,250,000 $1,250,000 $1,500,000 $6,000,000 TOTALS $1,000,000 $1,000,000 $1,250,000 $1,250,000 $1,500,000 $6,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-16
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Water)
PFAS Management
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Annual Project
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.

Department: Project Priority Number: 3
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $250,000 $250,000 $275,000 $275,000 $300,000 $1,350,000 TOTALS $250,000 $250,000 $275,000 $275,000 $300,000 $1,350,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-17
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Water)
Water System SCADA Upgrade
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Annual Project
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 identified 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: 4
Project Number: 53060 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $2,000,000 $2,000,000
TOTALS $2,000,000 $0 $0 $0 $0 $2,000,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-18
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Water)
Tank Farm Site Improvements
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Tank Farm
Ongoing - Multiyear
The Tank Farm site's main purpose is for the Water Division to have a large amount of water storage available with the five potable water tanks located at the site. The site has also gained many additional purposes over the years. The Water Division also uses this site to recycle materials to create Base for use as backfill for water main breaks. Other Public Works Divisions, and other CIty departments, have also used the site for various purposes including training grounds, storage, material processing among many others as this site is highly vaulable for the many uses it has provided to the many groups. Multiple cell phone companies also lease land space to place cell phone towers.

Over the years, use of the site has made more challenging for the Water Division to perform some operations. This project will perform general site maintenance and organization to allow for the Water Division to better achive their goal of providing clean, reliable, safe drinking water to the City residents. This project improvements may involve repaving the site, upgrade of the electrical service, installation of backbone infrastructure for future work and other items deemed necessary for the future needs of the Water Division as necessary. Additional funding may be requested as needed.

Department: Project Priority Number: 5
Project Number: 53740 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $500,000 $500,000
TOTALS $500,000 $0 $0 $0 $0 $500,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-19
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Water)
Water System Security Upgrades & Site Improvements
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Winter 2025
As part of an agreement, the city rents out land space at a few water facilities to cell phone companies to install cell phone towers. These are secured sites and these companies have to have regular reliable access to these sites to maintain their equipment. The City had electronic gates installed with card readers for allowing these companies the access they require.

Many of these gates, along with their electronic components, were installed over 20 years ago with no proper upgrades in between. The gates have had issues such as the control boards breaking and finding replacement parts are getting harder as they become obsolete. This project will upgrade the security gates and replace the control with a newer system that can be more reliably maintained. Additional parts may need to be replaced to be compatable with the new system.

Department: Project Priority Number: 6
Project Number: 53024 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $2,000,000 $2,000,000 $4,000,000
TOTALS $2,000,000 $2,000,000 $0 $0 $0 $4,000,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Water)
Electrical Generator Upgrades
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Multiyear
Many of the City's water facilities are ill-prepared to operate during an extended period of lost power. These facilities are critical for providing residents clean drinking water during emergency situations. Of the City's sixteen major water facilities, three have permanent generators and around half have connections for a portable emergency generator. The remaining facilities would be inoperable during power failure events.

An electrical condition and generator assessment study was conducted to prioritize the sites in order of generator necessity. The upgrades will provide permanent generator(s) and/or generator connections to the City's most critical water facilities.

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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $225,000 $250,000 $275,000 $300,000 $300,000 $1,350,000 TOTALS $225,000 $250,000 $275,000 $300,000 $300,000 $1,350,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-21
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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.

Department: Project Priority Number: 8
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $250,000 $300,000 $350,000 $900,000
TOTALS $250,000 $0 $300,000 $0 $350,000 $900,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-22
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Water)
Construction Debris Recycling
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Multiyear
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.

Department: Project Priority Number: 9
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 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:

CIP-23
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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.

AIRPORT

Department: Project Priority Number: 1
Project Number: 49014 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 1,950,000$

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $1,173,000 $1,173,000
TOTALS $1,173,000 $0 $0 $0 $0 $1,173,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Public Works - Airport
Summer 2026
The southeast hangars were built circa 1980 and are prone to leaking water and dirt/debris intrusion due to poor roof condition.

Hangar roofs need to be either replaced or covered with foam or a rubberized coating. Hangars are also in need of electrical upgrades as the aging electrical supply panels cannot meet the existing demand. Proposed scope of work also includes replacement of damaged or missing rain gutters along hangar doors and new exterior paint.

Project costs include design, construction, inspection and administration. The City must provide project design plans for FAA review and approval as part of the FAA grant application. The Airport Enterprise Fund typically funds the plan development, project bidding and associated staff administration costs, however, these costs are eligible for reimbursement as part of the approved total grant funding amount. Funding is anticipated to be provided by an Airport Improvement Grant under the Bipartisan Infrastructure Law, which funds 100% of eligible project costs.

CIP-25

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Airport Rehabilitation
FAA Federal Grant funding must follow FAA regulations and requirements.

Southeast Hangars Rehabilitation
Public Safety
Policy P12.8
Airport
Grant - Federal
Department: Project Priority Number: 2
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $62,500 $62,500
$1,250,000 $1,250,000
$62,500 $62,500
TOTALS $0 $0 $1,375,000 $0 $0 $1,375,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Policy P12.8

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Airport
Slurry Seal Aircraft Parking Ramp
Public Safety
Airport Rehabilitation
Airport
Summer 2027
Airport Enterprise Fund
CIP-26
Maintenace of the existing asphalt concrete pavement by applying slurry seal to approximately 1,000,000 SF of pavement. Any pavement cracks will be sealed prior to application of slurry seal. Pavement striping and markings will be reinstalled at the conclusion of the project.

Project costs include design, construction, inspection and administration. The City must provide project design plans for FAA review and approval as part of the FAA grant application. The Airport Enterprise Fund typically funds the plan development, project bidding and associated staff administration costs, however, these costs are eligible for reimbursement as part of the approved total grant funding amount. Funding is anticipated to be provided by a FAA Grant (Federal) and Caltrans Grant (State).

FAA Grant typically covers 90% of the costs with the Caltrans Grant typically providing 5% of the costs and the City required to provide the remaining 5% match to receive the funding.

Grant - Federal
Grant - State
FAA Federal Grant funding must follow FAA regulations and requirements.

TRAFFIC SIGNALS &

SAFETY LIGHTING

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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $135,000 $135,000 $135,000 $135,000 $135,000 $675,000
TOTALS $135,000 $135,000 $135,000 $135,000 $135,000 $675,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-29

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Traffic Signal & Safety Lighting Replacement
Measure M2 funds must be spent within 3 years of receipt.

Multi-Modal Safety Enhancement Program
Mobility
Policy P5.6, P5.7, P5.8 & P5.9
Citywide
Measure M2
Traffic Mitigation Fees
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 are:
- Safety Assesments of Local Schools
- Miscellaneous striping and signage modifications
- Minor bicycle facility improvements
Public Works - Engineering (Traffic)
Ongoing - Multiyear
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 TOTALS $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

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

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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 are:
- Citywide Replacement of Existing 8-inch signal heads
- Citywide Replacement of Existing Traffic Signal Luminaires - Coninued Replacement of Failed Video Detection Systems - Citywide replacement of pedestrian push buttons
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $550,000 $700,000 $250,000 $250,000 $250,000 $2,000,000 TOTALS $550,000 $700,000 $250,000 $250,000 $250,000 $2,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-31
Traffic Mitigation Fees
Measure M2 funds must be spent within 3 years of receipt.

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Traffic)
New Traffic Signals & Rectangular Rapid Flashing
Beacons Installation Program
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 upgrade
Lemon Street and Valencia Avenue modifications
Harbor Boulevard and La Entrada
Chapman Avenue and Commonwealth Avenue modifications
Harbor Boulevard and Chapman Avenue upgrade
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: FY 2023-24 Funding:
110,274$ -$
110,274$ 6,480$
1,122,192$ 25,920$
60,000$ -$

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $6,480 $6,480
$25,920 $25,920
TOTALS $32,400 $0 $0 $0 $0 $32,400
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-32
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.

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

Traffic Signal & Safety Lighting Replacement
Euclid Street - City Limits
Summer 2026
Measure M2
Policy P5.1 & P5.6

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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: FY 2023-24 Funding:
34,560$ -$
34,560$ 3,960$
516,480$ 12,690$
60,000$ -$

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $3,960 $3,960
$12,690 $12,690
TOTALS $16,650 $0 $0 $0 $0 $16,650
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-33
Measure M2
Measure M2 Regional
Measure M2 funds must be spent within 3 years of receipt.

Measure M2 Measure M2
Measure M2 Regional Measure M2 Regional
Traffic Mitigation Fees Traffic Mitigation Fees
Gas Tax Gas Tax

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Traffic)
Yorba Linda Boulevard Regional Traffic Signal
Synchronization Program
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
Yorba Linda Boulevard - City Limits
Fall 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.

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$
FY 2023-24 Funding:
220,000$

PROJECT COSTS
Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $200,000 $200,000 $400,000
TOTALS $200,000 $200,000 $0 $0 $0 $400,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-34
Measure M2
Measure M2 funds must be spent within 3 years of receipt.

Gas Tax
Gas Tax

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Traffic)
Traffic Management Center (TMC) System Expansion
Mobility
Policy P5.3 & P5.6
Traffic Signal & Safety Lighting New Improvement
Citywide
Fall 2025
To date, the City has installed seventy-seven (77) new Intelight traffic signal controllers. This will result in a remaining balance of 83 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 over the next several 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 several 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.

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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 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:

CIP-35
Gas Tax
Measure M2 funds must be spent within 3 years of receipt.

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Traffic)
Annual Street Light Conversion Project
Mobility
Policy P5.3 & P5.6
Traffic Signal & Safety Lighting Replacement
Citywide
Ongoing - Multiyear
The owns and operates over 6,000 street lights on arterial and local streets. Approximately one-half of these lights are on an old and antiquated high voltage (series) electrical system. Power to the high voltage lights is provided by SCE via transfomers that are also an antiquated component that SCE has difficulties repairing when they fail.

The City is looking at different options to convert the high voltage systems to a standard low voltage (multiple) system. The options include a) transferring ownership and conversion cost of the lights to SCE with a resulting system consisting of overhead power lines; b) maintaining ownership, but installing new overhead lines; c) converting to solor lights consisting of individual solar panels at the top of each light; c) replacing all underground conduits and wiring.

It is currently expectedthat conversion of the existing high voltage will be a combination of the options noted above.

Conversion priority is expected to be based on the history of outages and SCE's ability to repair their transformers.

PUBLIC FACILITIES

Department: Project Priority Number: 1
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $450,000 $450,000
TOTALS $450,000 $0 $0 $0 $0 $450,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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. Public Works staff maintains a list of projects and priority is determined on a continuous basis. Typically, the projects require outside contractors.

Potential projects include:

Plumbing repairs and upgrades at various buildings
HVAC equipment replacement at various buildings
Electrical panel replacements at various buildings and facilities Police Dept - Replacement of damaged ceiling tiles, rehabiltiation of sunken courtyard area Muckenthaler - Door restoration, railing restoration, water and storm drain pipe rehabilitation City Hall - Replacement of halon fire system components Izaak Walton Cabin - Replacement of damaged windows
Fire Stations - Rehabilitation of shower/bathroom rooms Independence Park Pool - Replacement/upgrade of pool equipment Hillcrest Recreation Building - Rehabilitation of sewer pipe, repair/restoration of exterior and interior doors These projects are subject to change as priorities are continously updated.

CIP-37
N/A
Department: Project Priority Number: 2
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $100,000 $100,000
TOTALS $100,000 $0 $0 $0 $0 $100,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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 requested and/or determined on a yearly inspection basis.

Programmed projects include:

Police Department - Exterior
Hillcrest Recreation Center - Exterior Window Frame Repairs and Painting Muckenthaler Center - Exterior Window Frame Repairs and Painting These projects are subject to change as priorities are continously updated.

CIP-38
N/A
Department: Project Priority Number: 3
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $50,000 $50,000
TOTALS $50,000 $0 $0 $0 $0 $50,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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 requested and/or determined on a yearly inspection basis.

Programmed projects include:

City Hall - City Manager's Area
Basque Yard - Supervisors Area
Basque Yard - Building Corridors
Police Dept - CSI Lab
These projects are subject to change as priorities are continously updated.

CIP-39
N/A
Department: Project Priority Number: 4
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $50,000 $50,000
TOTALS $50,000 $0 $0 $0 $0 $50,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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 based on known damage/issues and/or determined on a yearly inspection basis.

Programmed projects include:

Fire Station 1 - Bay Overhangs
Museum - Repairs
Library - Repairs
These projects are subject to change as priorities are continously updated.

CIP-40
N/A
Department: Project Priority Number: 5
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $250,000 $250,000
TOTALS $250,000 $0 $0 $0 $0 $250,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Maintenance
Annual Citywide ADA Improvements
Community Development & Design
Policy P1.13
Public Facility Rehabilitation
Various Locations
Ongoing - Annual Project
The City has an updated 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.

Typical projects include:

Parking lot ADA parking stall renovations
Restroom renovations
Curb ramp construction and updates
Sidewalk and path of travel repairs and construction - Parks and Facilities Buildings - Door opening and exiting, counter heights, etc.

CIP-41
N/A
Department: Project Priority Number: 6
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $650,000 $650,000
TOTALS $650,000 $0 $0 $0 $0 $650,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
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 (not considered routine maintenance projects), upgrades and renovation to maintain functionally for both staff and public. Public Works staff maintains a list of projects - requested and/or known issues - and priority is determined on a continuous basis.

Typically, the projects require outside contractors.

Potential projects include:

Fire Station 1 - Building Renovation (multi-year improvements) Fire Stations - Bay Door Replacements
Fullerton Community Center - Emergency Generator
Police Department - Jail Renovation
Police Department - Men's and Women's Locker Room Renovation Police Department - Parking Lot Vehicle Canopy
Police Department - Patrol Room Renovation
Police Department - Vehicle Lift
City Parking Lots - Pavement Rehabilitation
Muckenthaler - Concrete parking area rehabilitation
These projects are subject to change as available funding and priorities are continously updated.

CIP-42
N/A
Department: Project Priority Number: 7
Project Number: 56025 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $250,000 $250,000
TOTALS $250,000 $0 $0 $0 $0 $250,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Maintenance
Fuel Tank Replacement - Fire Station 1 and 5
Public Safety
Policy P13.2
Fire Service Replacement
Fire Station 1 and 5
Fall 2025
Replace existing above ground fuel tanks serving Fire Station 1 and Fire Station 5. The existing tanks are showing signs of wear and are approaching the end of their useful life. Replacement is recommended to maintain support for emergency response of the Fire Department and also serves as backup fuel for the Police Department and Public Works Department in times of emergencies.

CIP-43
N/A

Department: Project Priority Number: 1
Project Number: 55065 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $2,500,000 $2,500,000
TOTALS $2,500,000 $0 $0 $0 $0 $2,500,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-45

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Police Service Renovation
Grant funds subject to requirements of the granting agency, including Build America, Buy America (BABA) regulations.

Police Department Building Renovation
Community Development & Design
Policy P1.5
237 W. Commonwealth Ave
Grant - Federal
Project will involve renovation and improvement to areas of the historic Police Department building. The work is expected to include:
- Men's and Women's Locker Room Renovation
- CSI Lab - Flooring repair/replacement
- Jail - staff intake area renovation
- Patrol Room - equipment storage renovation
- Parking Lot - Shade structure for City vehicles
Police Department
Winter 2026

Department: Project Priority Number: 1
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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $100,000 $175,000 $175,000 $175,000 $175,000 $800,000
TOTALS $100,000 $175,000 $175,000 $175,000 $175,000 $800,000 Restrictions or Deadlines Associated with Outside Funding Sources:

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 existing park amenities.

Parks and Recreation
Ongoing - Annual Project
CIP-47

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Parks Replacement
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Park Facilities Improvements
Parks & Recreation
Policy P15.2
Various Locations
Park Dwelling Fund
Department: Project Priority Number: 2
Project Number: 54056 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 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:

Grant - CDBG

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Parks and Recreation
Union Pacific Park Renovation
Parks & Recreation
Policy P15.2
Parks Rehabilitation
Union Pacific Park, 121 W. Truslow Avenue
Ongoing - Multiyear
This project will provide general park improvements and upgrades to park amenities in multiple phases. There is currently sufficient money in FY 24-25 budget to cover Phase 1.

Phase 1 will involve repair and rehabiltiation of the existing multi-use trail, concrete walkway, basketball court, construction of pickeball courts, and irrigation and landscape renovation.

Future phases are expected to involve construction of a new playground structure, exercise equipment, community garden as well as the addition of park amenities such as benches and tables.

CIP-48
Park Dwelling Fund
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Community Development Block Grant (CDBG) funding is allocated to UP Park and must be spent within 3 years of receipt.

Department: Project Priority Number: 3
Project Number: 54721 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $2,000,000 $2,000,000
TOTALS $2,000,000 $0 $0 $0 $0 $2,000,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-49
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 2024-25 - 2028-29
Parks and Recreation
Lions Field Turf Replacement
Parks & Recreation
Policy P15.2
Parks Replacement
Lions Field, 1440 N. Brea Blvd
Winter 2025
The project aims to renovate existing artificial turf areas within Lions Field to enhance the aesthetic appeal, functionality, safety and sustainability of all turf areas. By replacing the current outdated or worn-out turf with high-quality, resilient, and environmentally friendly alternatives, the project will create vibrant, usable, and low-maintenance green spaces that benefit residents, visitors, and local user groups.

Department: Project Priority Number: 4
Project Number: 54261 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 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 TOTAL $2,000,000 $2,000,000
TOTALS $2,000,000 $0 $0 $0 $0 $2,000,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-50
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 2024-25 - 2028-29
Parks and Recreation
Independence Park Improvements
Parks & Recreation
Policy P15.2
Parks Rehabilitation
Independence Park, 801 W. Valencia Ave
Ongoing - Multiyear
This project will provide general park improvements and upgrades to park amenities in multiple phases.

The initial phase of this project will include the construction of Fullerton's first adaptive playground as well as outdoor restrooms, demolition of existing raquetball building, and landscape and irrigation renovations.

Future phases will include facility upgrades to the gymnasium, such as replacement of gym floor, installation of an HVAC system, renovation of restrooms and ADA compliance requirements. Staff is currently working on a master plan with community input to decide on other amenities that will be included in this project.

CIP APPENDIX

CITY OF FULLERTION
FISCAL YEAR 2024-25

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

EXHIBIT B

FY 2024-25 VEHICLE REPLACEMENT LIST

ADJ DEFERRED REPL DEFERRED

PROGRAM UNIT YEAR MAKE MODEL LIFE EXP LIFE EXP YEARS DATE REPL DATE FIRE
1 2224 119D 2017 FORD EXPLORER 5 9 (4) 2022 2025 41,259 $ 54,540 $ 2 2222 908B 1997 ONAN GEN20KW 22 28 (6) 2019 2025 21,443 $ 60,000 $ FIRE SUBTOTAL 114,540$
PD
3 2275 888C 2018 HYUNDAI SANTA FE 7 7 0 2025 2025 37,495 $ 46,590 $ 4 2277 805C 2020 DODGE DURANGO 3 5 (2) 2023 2025 45,390 $ 53,000 $ 5 2277 807A 2020 DODGE DURANGO 3 5 (2) 2023 2025 45,390 $ 53,000 $ 6 2277 808A 2020 DODGE DURANGO 3 5 (2) 2023 2025 45,390 $ 53,000 $ 7 2277 809B 2020 DODGE DURANGO 3 5 (2) 2023 2025 45,390 $ 53,000 $ 8 2277 812C 2020 DODGE DURANGO 3 5 (2) 2023 2025 45,390 $ 53,000 $ 9 2277 816A 2019 DODGE DURANGO 3 6 (3) 2022 2025 36,797 $ 44,320 $ 10 2277 817A 2017 FORD EXPLORER 3 5 (2) 2020 2022 40,261 $ 47,010 $ 11 2277 821A 2019 DODGE DURANGO 3 6 (3) 2022 2025 36,797 $ 44,320 $ 12 2277 822B 2019 DODGE DURANGO 3 6 (3) 2022 2025 36,697 $ 44,200 $ 13 2277 824C 2017 FORD EXPLORER 5 8 (3) 2022 2025 42,796 $ 54,850 $ 14 2277 834A 2017 FORD EXPLORER 5 8 (3) 2022 2025 39,967 $ 51,220 $ 15 2277 841A 2017 FORD EXPLORER 5 8 (3) 2022 2025 35,578 $ 45,600 $ 16 2277 843B 2017 FORD EXPLORER 5 8 (3) 2022 2025 45,372 $ 58,150 $ 17 2287 863C 2015 TOYOTA TACOMA 7 10 (3) 2022 2025 48,377 $ 65,970 $ PD SUBTOTAL 767,230$

PARKS & REC
n/a -$ - $
PARKS & REC SUBTOTAL -$

COM DEVELOPMENT
n/a -$ - $
COM DEVELOPMENT SUBTOTAL - $

LIBRARY
n/a -$ - $
LIBRARY SUBTOTAL -$

PUBLIC WORKS ADMIN
18 2411 653B 2003 TOYOTA LIFT 22 22 0 2025 2025 34,000 $ 34,000$ PUBLIC WORKS ADMIN SUBTOTAL 34,000$

STREETS
19 2419 653B 2000 FREIGHT LINER 17 25 (8) 2017 2025 83,088 $ 180,410 $ PUBLIC WORKS STREETS SUBTOTAL 180,410$
WATER OPS.
20 2425 250D 2008 FORD RANGER 10 17 (7) 2018 2025 19,802 $ 33,550 $ 21 2425 560B 2008 FREIGHT M2112 15 17 (2) 2023 2025 126,281 $ 213,950 $ 22 2425 552C 2007 CHEV KODIAC 7500 12 18 (6) 2019 2025 105,762 $ 184,830 $ 23 2425 755B 2022 UT 49 TRAILER 17 23 (6) 2039 2045 7,041 $ 14,370 $ 24 2428 537A 2006 FORD F-150 10 19 (9) 2016 2025 18,704 $ 45,170 $ PUBLIC WORKS WATER OPS. SUBTOTAL 491,870$
25 LANDSCAPE
26 2423 707A 2007 KAW ASAKI MULE 5 18 (13) 2012 2025 9,078 $ 15,860 $ 27 2423 708A 2007 KAW ASAKI MULE 5 18 (13) 2012 2025 9,078 $ 15,860 $ 28 2423 731A 2005 J DEERE J/D 1200 7 20 (13) 2012 2025 10,671 $ 19,840 $ 29 2423 764B 2005 MILLERBILT TRAILER 10 20 (10) 2015 2025 5,960 $ 11,080 PUBLIC WORKS LANDSCAPE/TREE SUBTOTAL 62,640$

EQUIPMENT
30 2416 654B 2000 HYSTER H60XM 22 25 (3) 2022 2025 29,250 $ 63,510$ PUBLIC WORKS SUBTOTAL 63,510$
SEWER
31 2427 204A 2005 FORD RANGER 10 20 (10) 2015 2025 17,898 $ 33,280$ PUBLIC WORKS SEWER SUBTOTAL 33,280$

BUILDING
32 2413 941C 2005 KOHLER GEN15KW 15 20 (5) 2020 2025 19,434 $ 36,140$ 33 2413 734A 2015 HYDRO PRESSURE 10 10 0 2025 2025 9,220 $ 12,570$ PUBLIC WORKS BUILDING SUBTOTAL 48,710$

AIRPORT
n/a -$ -$
PUBLIC WORKS AIRPORT SUBTOTAL -$
Total 32 Vehicles Total Vehicle Purchase Cost 1,796,190$ TOTAL 64417 EXPENDITURE 1,796,190$
FY 2024-25 ISF Revenue for Vehicles 3,267,439$
Interest Income 80,000$
Fund 64 Balance (1,551,249)$
TOTAL REVENUE 1,796,190$
*Listed vehicles are due for replacement next fiscal year. Supply chain, availability, and need of vehicles will determine actual fiscal year purchases.

CITY OF FULLERTON

PUBLIC WORKS DEPARTMENT - VEHICLE REPLACEMENT PROGRAM
EXHIBIT B - FY 2024-2025 VEHICLE REPLACEMENT LIST

PURCHASE
COST

REPLACEMENT
COST

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