081826 AS FY 26-27 Budget Adoption Proposed Budget Book — City Council - Successor Agency

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F I S C A L

Y E A R
w w w . c i t yo f f u l l e r t o n . c o m
P r o p o s e d O p e r a t i n g &
C a p i t a l I m p r o v e m e n t s
B u d g e t

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Operating
& Capital Improvements Budget

MAYOR MAYOR PRO TEM

FRED JUNG NICK DUNLAP
DISTRICT 1 DISTRICT 2

COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER

SHANA CHARLES JAMIE VALENCIA AHMAD ZAHRA
DISTRICT 3 DISTRICT 4 DISTRICT 5

CITY MANAGER

EDDIE MANFRO

POLICE CHIEF LIBRARY DIRECTOR FIRE CHIEF

JONATHAN RADUS ANITA O'KEEFE TORRES ADAM LOESER LAURA GIANNETTI-MERCER

INTERIM DIRECTOR OF ADMINISTRATIVE SERVICES DIRECTOR OF PUBLIC WORKS

STEVEN AVALOS STEPHEN BISE

DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT

SUNAYANA THOMAS

DEPUTY CITY MANAGER/ACTING DIRECTOR OF PARKS & RECREATION

DAISY PEREZ

ACTING DIRECTOR OF HUMAN RESOURCES

CITY OF FULLERTON

CITY OFFICIALS

ELECTED OFFICALS

EXECUTIVE TEAM

City Manager Eddie Manfro
Deputy City Manager Daisy Perez
Interim Director of Administrative Services Steven Avalos Senior Budget Analyst Cinndy Barrios
Senior Administrative Analyst Edgar Rosales
Adminstrative Analyst Noah Hyun
All City Departments Department Heads
Department Budget Liaisons

SUBMITTED BY

PREPARED BY BUDGET OFFICE

IN COLLABORATION WITH

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Operating
& Capital Improvements Budget

CITY OF FULLERTON

TABLE OF CONTENTS
Introduction Page
City Manager's Budget Message…................................................................................................. ................ i City Organization Chart …...................................................................................................... ........................ 1 City Profile …................................................................................................................. ................................. 3 Budget Guide …................................................................................................................. ............................. 7 Performance Measures................................................................................................................................... 15 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-10 Interfund Transfers ….......................................................................................................... .................…...... . A-12 Revenue Detail by Fund …....................................................................................................... ............…...... A-13 Expenditures by Fund & Department …............................................................................................ ...…...... . A-24 Expenditures by Fund, Department & Category …...............................................................................….. .... A-31 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-3 Adopted Resolutions ...............................................................................................................…................... AP-6 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 Manager’s Office
303 West Commonwealth Avenue, Fullerton, California 92832-1775 (714) 738-6310  [email protected]  www.cityoffullerton.com

August 18, 2026

City Manager Budget Message PLACEHOLDER

TO BE INCLUDED IN FINAL FY 2026-27 ADOPTED BUDGET BOOK

DOCUMENT

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Operating
& Capital Improvements Budget

CITY OF FULLERTON

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

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Operating
& Capital Improvements Budget

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

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

Amerige Bros. Real Estate
336 W. Commonwealth Avenue

LOCATION
Located in North Orange County, Fullerton
encompasses 22.3 square miles and is approximately
25 miles southeast of Los Angeles, 20 minutes from
Disneyland, and 15 miles northwest of John Wayne
Airport. Conveniently located near the SR-91, I-5, and
SR-57 freeways, Fullerton is a full-service city
renowned for its unique mix of residential, educational, commercial, and industrial environments. With a
population of 138,675 Fullerton is the 42
nd largest city
in the State and 6th largest city in Orange County.

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

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

Source: Q4 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: 138,675
Median Age: 39
Average Household Income: $104,286
Households with College Degrees: 43.5%
City Tree: Jacaranda
City Flower: Carnation
Fullerton Airport Flights per Year: ~91,000
Annual Budget: $283.4 million (FY 2026-27)
General Fund Budget: $142.2 million (FY 2026-27)
Number of Fire Stations: 6
Miles of City Streets: 285
Miles of Sewers: 320
Miles of Storm Drains: 68.14

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Operating
& Capital Improvements Budget

BUDGET GUIDE

Budget Guide | 7

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

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

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 for Fiscal Year 2026-27 is shown on the graph below.

Table 1 – Budget Process Flow Chart

The Pre-Budget (Phase 1) begins where the new fiscal year budget policies and strategies are formulated, the budget calendar and materials are developed by Finance. The Budget Kickoff Meeting (Phase 2) is held with all departments, and all budget strategies and policies are communicated to staff involved in the development of the budget, signaling the “official start” of the new budget year!
Budget Development (Phase 3) is when departments develop and submit their base budget, along with any budget requests to Finance, and City Manager’s Office. A collaborative effort is conducted to review all budget requests. During this time, Finance and City Manager’s Office will also work with departments to identify potential cost savings,

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efficiencies, and reductions where appropriate. This phase provides an opportunity to review budget requests and ensure expenditures are aligned with available resources and the City’s priorities. 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.

The Budget Adoption (Phase 4) typically spans over a
few months, allowing the City to hold Budget Community
meetings. During this time, members of the community are invited to learn about the City’s budget, give their input on their priorities and ask questions about the budget. In this phase, the Budget Study Session(s) are held to review the Proposed Budget in detail with the City Council. After the budget study session(s), a formal public hearing is held the first City Council meeting in June to adopt and ratify the City of Fullerton’s Operating Budget, Schedule of Fees and
Charges or “Master Fee Schedule”, and Annual
Appropriations or GANN Limit for the new fiscal year.

For Fiscal Year 2026-27, the budget adoption timeline was extended to allow for additional review following the completion of recent review conducted by Grant Thornton. Prior to the end of FY 2025-26, the City Council adopted a continuing spending resolution on June 16, 2026 to authorize expenditures for the new fiscal year. For FY 2026-27 Budget Study Session(s) were held in July to review the Proposed Budget, with a formal public hearing in August for the adoption and ratification of the City of Fullerton’s Operating Budget and Schedule of Fees and Charges.

After the budget is adopted, the Budget Execution (and final phase) is initiated and the FY 2026-27 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 2026-27 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 2026-27, the City employed an “Maintenance-of-Effort”, or MOE budget approach, in which departments were generally expected to maintain prior-year budget levels, with no automatic increase for inflation or other routine ‘cost of doing business’ adjustments. Budget increases were limited to essential or unavoidable costs, such as contractual obligations or salary and pension-rela ted increases. .For any new budget requests, departments are allowed to submit a “Form I-New Budget Request” which are evaluated with respect to the City’s priorities and overall City fiscal condition. Finance reviews and approves all MOE budgets, and the City Manager approves any Form I requests; in which department budgets’ are developed and submitted for the new fiscal year.

Revenues. For the City’s revenues, Revenue Budgets are developed by both Finance and departments utilizing various factors and quantitative/qualitative methodologies; in which the City normally takes a fiscally conservative approach in projecting revenues. For Property Tax, the City utilizes historical data of property assessed valuations, and normally factors in a 2%-3% growth factor annually; in addition to the maximum a property valuation can increase per Prop 13. For Sales Tax, the City utilizes outside consultants to assist in projecting sales tax growth and revenues, but also relies on historical and trend analysis. For other major tax revenues, such as TOT and franchise fees, a FY 2026-27 Key Budget Events Date
Budget Kickoff Meeting 1/7/2026
Department Budget Requests Due 2/12/2026
City Manager-Dept Budget Reviews March – April
2026
FY 2025-26 Continuing Spending
Resolution 6/16/2026
Start of the New Fiscal Year 7/1/2026
Budget Community Meetings 7/7/2026 and
7/9/2026
Budget Study Session(s) 7/16/2026 and
7/21/2026
FY 2026-27 Budget Adoption Meeting 8/18/2026
Table 2 – FY 2026-27 Budget Calendar

BUDGET GUIDE

Budget Guide | 9

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

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

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

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

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

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

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

Debt Management Policy
The City adheres to its Debt Management Policy
(approved July 2020) to ensure that City debt is issued and prudently managed to maintain a sound fiscal position, to maintain the highest credit rating possible, and assist the City in its financial flexibility to meet fiscal challenges and finance projects that promote and foster economic growth. It is considered sound fiscal practice and prudent financial management for the City to review and revisit its debt management policy from time to time to set parameters for issuing debt, managing the City's debt portfolio, and provides guidance to City staff and decision makers to issue debt with respect to the City’s overall fiscal condition.

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

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

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

Enterprise Funds and Internal Service Funds (ISF).
 The Enterprise Funds are used to separately account and budget for self-supporting activities that are supported by rates and/or fees. These funds include: Water Utility, Sewer Utility, Airport and Brea Dam recreational funds to name a few.
 The Internal Service Funds are used to separately account for departments that provide that provide goods or services to other funds or departments on a cost-reimbursement basis. These costs are recovered via ISF

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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.

Expenditures Guide
The City’s expenditure represents the resources used to fund the staff, programs, services, and investments that support the community and carry out the City’s duties and responsibilities. The different types of primary expenditures are outlined below.

Salaries and Benefits. Total employee compensation includes base salary, health benefits, and retirement costs.

Details of Salaries and Benefits costs are listed below.  Salaries
 Overtime
 Opt-Out
 Bilingual Pay
 Auto Allowance
 Uniform Allowance

 Health Insurance
 Dental Insurance
 Vision Insurance
 Disability and EAP Insurance
 Workers’ Compensation
 PERS UAL
 PERS
 Medicare
 Flex Credit
Maintenance and Support. Departmental expenditures related to ongoing, day-to-day activities and operations necessary to provide City services. Details of Maintenance and Support expenditures are listed below.  Internal Service Funds Allocation: Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Workers' Compensation etc.
 Maintenance, Repairs, and Rentals: The cost of maintaining or repairing City facilities, parks, equipment and keeping operations safe, clean, and functional. Includes landscaping equipment, small hand tools, Police radios and dispatch equipment, cameras, etc.
 Materials and Supplies: Routing office, administrative, or program-specific items used day-to-day such as office and medical supplies, postage, passport materials, small equipment, advertisement, and printing materials.
 Miscellaneous Expenses: Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.  Professional and Contractual: Outsources specialized services that are contracted to a 3 rd party consultant
or service provider on behalf of the City. This also includes Legal Services, Special Litigation for specific legal matters, and Election Expense.
 Professional Development: Certifications, memberships, subscriptions, trainings, meetings to external professional organizations that help City employees maintain their skills, meet required standards and education expenses.
 Utilities: Essential services required to keep programming, buildings, or operations functioning daily which include electricity, water pumping power for the City’s water wells, purchased from MWD and the Orange County Water District, and gas, telephone, and sewer.

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Revenues Guide
The City’s revenue represents the resources generated or received by the City to fund public services, programs, operations, and other City responsibilities. The primary sources of the City’s revenue are outlined below.

Property Tax: Revenue generated from taxes on property within the City, based on the assessed value of the property. The image below shows how property tax is allocated among different entities, which include the County, School Districts, Special Districts and to the City. For every $100 paid on property taxes, $15.84 comes back to the City of Fullerton.

Sales and Use Tax. Revenue generated from the sale of taxable goods and merchandise, as well as the use or consumption of taxable goods purchased from retailers when sales tax does not apply. Sales tax revenues have provided a stable revenue source for the City, which is attributed to the City’s diverse economic base which does not rely on one economic sector. The image below shows exactly what portion of sales tax the City receives.

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Transient Occupancy Tax: Also known as “Hotel or Bed Tax”. The City imposes a 10% tax on stays of less than 30 days at hotels, motels, and short-term rental (STR) properties within the City. The City retains 100% of the transient occupancy tax collected.

Franchise Fees: The City receives fees from electrical, gas, refuse, cable TV and internet service providers, and towing companies for the exclusive privilege of being an operating franchise within the City.

Business Registration Tax: Revenue received from businesses operating within the City through the registration and taxation of business activities.

Charges for Services: Revenue received from 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.

Use of Money and Property: Revenue generated from the City’s investments and from rental, lease, or use of City- owned properties and facilities.

Licenses and Permits: Revenue generated from issuance of licenses and permits to conduct operations in the City which includes development, encroachment, fireworks, and parking permits.

Revenues from Other Agencies: Revenue received from Federal, State, County, and other governmental agencies, including grants, reimbursements, and shared revenues.

Fines and Penalties: Revenue generated from fines, penalties, and other enforcement related charges due to violations of City laws and regulations.

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Understanding the Budget Book
Using the information provided in this Budget Guide will help prepare you to navigate the rest of the Budget Book.

The Budget Book is comprised of 5 main sections:
1) Introduction,
2) Budget Summaries,
3) Department Budget Sections,
4) Appendix, and
5) Capital Improvements Program Budget.

The Introduction lists the City’s Councilmembers, City Officials, contains the City Manager’s Budget Message regarding the Adopted Budget, and has general information about the City such as City Facts and this Budget Guide.

The Budget Summaries are the primary financial schedules for all City-wide funds. This includes the City’s Fund Balances Summaries, Citywide Personnel Summary, Revenues by Fund, and Expenditures by Fund and Department to name a few.

The Departments Sections provide an overview of each department, including its organizational structure, accomplishments for FY 2025-26, goals for FY 2026-27, financial summaries and funding sources, and personnel information. The Appendix contains a glossary of terms, resolutions adopted by the City Council and information on the City’s debt and debt service schedules.

The last section of the Budget Book is the Capital Improvements Program (CIP) Budget which gives an overview of the City’s financial plan to maintain and repair streets, parks, facilities, traffic, sewer, and water systems. The CIP presents all City projects by major category and funding sources over a 5-year plan.

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Operating
& Capital Improvements Budget

FISCAL YEAR
2026-27
Budget Summaries

CITY OF FULLERTON

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2026-27
Actual Actual Adopted Proposed
2023-24 2024-25 2025-26 2026-27
Revenues by Type
Property Taxes 68,622,349 69,276,022 72,012,410 77,701,821 Other Taxes (Sales Tax, TOT, Other) 35,765,154 35,884,396 38,268,684 37,176,874 Licenses & Permits 2,292,621 4,754,026 2,470,950 2,472,115 Charges for Service 12,862,980 20,391,059 23,241,148 22,458,109 Utilities Revenue (Water, Sewer, Refuse) 80,415,807 89,597,050 78,448,989 81,514,544 Other Enterprise Fund Revenues
(Airport, Brea Dam, Other) 7,568,704 7,690,883 7,142,717 7,377,152 Use of Money & Property 29,920,352 18,313,471 12,353,161 12,783,641 Intergovernmental 42,213,163 29,366,579 17,561,201 23,692,188 Other Revenues (inc. Misc, Fines/Penalties) 6,255,446 9,771,155 8,436,259 7,847,631 Total Citywide Revenues $285,916,577 $285,044,641 $259,935,519 $273,024,075 Expenditures by Funds - Program Area
General Funds 123,974,106 144,051,222 137,981,505 142,241,183 Special Revenue Funds 39,413,625 32,972,721 36,150,459 43,849,155 Water Fund (Operating Only) 34,240,758 42,045,290 43,303,509 45,326,326 Other Enterprise Funds (Operating Only) 14,622,325 13,708,548 12,059,701 11,524,595 Capital Improvement Program 22,363,158 20,695,144 32,163,535 28,883,342 Successor Agency 1,441,776 902,070 9,047,795 11,603,925 Total Citywide Expenditures $236,055,748 $254,374,995 $270,706,504 $283,428,526 Total Net Citywide Operating Position $49,860,829 $30,669,646 ($10,770,985) ($10,404,451) All Funds Budget Summary A-1

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2026-27
CITYWIDE REVENUES = $273,024,075
CITYWIDE EXPENDITURES = $283,428,526
All Funds Budget Summary | A-2
$77.7
28%
$37.2
13%
$2.5
1%
$22.5
8%
$81.5
30%
$7.4
3%
$12.8
5%
$23.7
9%
$7.8
3%
FY 26-27 Proposed Citywide Revenues
(in millions)
$142.2
50%
$43.8
16%
$45.3
16%
$11.5
4%
$28.9
10%
$11.6
4%
FY 26-27 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 2026-27
2023-24 2024-25 2025-26 2026-27
Actual Actual Adopted Proposed
Revenues
Property Tax 57,012,086 62,221,020 62,674,510 66,680,723 Sales Tax 29,315,901 29,267,933 31,308,118 31,308,118
Other Taxes 6,449,253 6,616,463 6,960,566 7,193,796
Franchise Fees 5,534,009 5,030,545 4,900,000 5,250,000
Licenses & Permits 2,292,621 4,754,026 2,470,950 3,083,672 Fines & Penalties 2,064,162 1,733,028 1,430,100 1,805,100 Use of Money & Property 4,942,498 4,297,347 4,408,224 4,333,224 Other Agencies 683,957 1,687,845 904,125 1,008,442
Charges for Service 12,178,345 13,775,938 17,784,725 17,010,686 Other Revenues 706,448 4,738,924 2,252,358 3,749,656
Library Revenues 531,109 330,756 328,928 311,213
Parks & Recreation Revenue 1,951,984 2,125,763 2,119,847 2,150,597 Total General Fund Revenues $123,662,371 $136,579,588 $137,542,452 $143,885,227 Net Transfers In 7,261,334 1,017,328 778,087 3,373,087
Total Revenues/Transfers In $130,923,705 $137,596,916 $138,320,539 $147,258,314 Expenditures
City Council 444,110 483,634 409,527 466,503
City Manager 3,367,300 3,954,910 4,879,405 5,107,705
Administrative Services 3,320,705 3,406,486 3,781,437 4,188,014 Human Resources 558,382 666,723 680,218 603,548
General Government (1,690,348) (580,992) (4,634,953) (3,793,929) Fire 33,532,155 38,074,891 37,848,818 39,135,424
Police 58,464,115 68,771,962 63,994,648 68,104,252
Community & Economic Development 5,499,964 6,295,246 7,392,771 7,495,067 Public Works 10,182,467 11,504,471 11,813,378 10,531,295 Library 4,368,652 4,647,200 4,878,964 4,495,809
Parks & Recreation 5,926,604 6,826,639 6,937,291 5,907,494 Total General Fund Expenditures $123,974,106 $144,051,170 $137,981,504 $142,241,183 Net Transfers Out 3,576,392 5,552,858 4,092,545 5,017,131 Total Expenditures/Transfers Out $127,550,498 $149,604,028 $142,074,049 $147,258,314 Operating Surplus / (Deficit) $3,373,207 ($12,007,112) ($3,753,510) $0 General Fund Summary

CITY OF FULLERTON
A-3

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2026-27
Total General Fund Revenues: $143,885,227
General Fund Summary | A-4
Property Tax
Property Tax is the City's largest revenue source at 46% of all General Fund revenue and projected to total $66.7 million in FY 2026-27. 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 2% 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, new development growth & residual property tax receipts from former redevelopment agencies.

Sales and Use Tax
Sales Tax revenue is the 2nd largest revenue (22%) in the General Fund and projected to total $31.3 million in FY 2026-27. 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 exclusive privilege of being an operating franchise within 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 2026-27
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 11 hotels and motels in the City. The City also applies its 10% TOT tax on short-term rental (STR) properties (i.e. AirBnb or Vrbo) in the City. The City generates $3-$3.5 million in TOT revenue annually and benefits from TOT revenue for its proximity to theme parks, colleges and other nearby tourist attactions.

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 2026-27
Total General Fund Expenditures: $142,241,183
Salaries & Benefits - $99.2 Million
Salaries and Benefits are the City's largest General Fund expenditure category as the City of Fullerton is a full- service city, with in-house Police and Fire Safety, along with traditional municipal services such as Public Works, Community & Economic Development and Parks & Recreation and Library community services. For FY 26-27, Salaries & Benefits account for approximately 70% of the General Fund budget and include salary increases from approved labor agreements, health & benefit increases and annual CalPERS retirement increases, including its Unfunded Actuarial Liability (UAL) for its safety and miscellaneous groups.

The Salaries & Benefits budget include the fiscal impacts of labor agreement costs that were approved for all labor groups in FY 2022-23 and FY 2023-24, which have increased employee retention and has consistently kept the vacancy rate at around 10%, all of which have contributed greatly towards the City's Organizational & Fiscal Stability efforts.

Operations & Maintenance - $43.1 Million
The Maintenance and Operations (M&O) budget is typically developed under a Maintenance of Effort (MOE) budget approach, which allows budgetary increases due to cost of doing business increases capped at a set percentage (%). In FY 2026-27, due to the City's fiscal constraints, no operating increases were allowed; and only increases to approved co-ntracts and agreements and cost allocations to City's internal services funds were factored in. Further, the FY 2026-27 Proposed Operating Budget includes programming that is in line with City Council priorities of Public Safety, Infrastructure and Organizational Stability.

Capital Outlay - $186,430
The Capital Outlay budget represents annual Public Safety equipment replacement costs and one-time Public Works landscaping repair.

2023-24 2024-25 2025-26 2026-27
Budgeted Budgeted Budgeted Proposed
Department Positions Posi tions Positions Positions
City Council 5.0 5.0 5.0 5.0
City Manager 8.0 8.0 8.0 8.0
Administrative Services 31.0 31.0 31.0 32.0
Human Resources 11.0 11.0 11.0 10.0
Fire 88.0 88.0 88.0 88.0
Police
1 191.0 197.0 196.0 190.0
Information Technology 2.0 2.0 1.0 1.0
Community & Economic Development 1

33.5 35.5 37.0 33.0
Public Works 196.5 198.5 200.0 196.0
Parks and Recreation 14.0 21.0 21.0 15.0
Library 20.3 21.3 23.3 22.3
Full-Time Employees Subtotal 600.3 618.3 621.3 600.3
Part-Time Hours ** 114,488 95,275 101,345 140,016
FTEs 55.0 45.8 48.7 67.3
Total Budgeted FTE Positions 655.3 664.1 670.0 667.6
** 2,080 part-time hours equal one Full-Time Equivalent (FTE) position.

CITY OF FULLERTON

POSITION SUMMARY
FISCAL YEAR 2026-27
Budgeted FTE's - Last 10 Years
Position Summary | A-7
718
709
692 695 691
670
655 655
664
670 668
2016-17 2017-18 2018-19 2019-20 2020-21 2021- 22 2022-23 2023-24 2024-25 2025-26 2026-27

Department FTE Description of Position Changes
Administrative Services 1.0

1.0 Add Principal Revenue Manager 1

1.0 Accountant II 1
(1.0) Delete Deputy Director of Administrative Services 3 Community & Economic Development (4.0)

1.0 Add Administrative Analyst II (Undefill) 3
(1.0) Delete Associate Planner 3
(1.0) Code Enforcement Manager 3
(1.0) Economic Development Project Manager 3
(1.0) Senior Administrative Analyst (Underfill) 3
(1.0) Senior Permit Technician 3
Fire 0.0

1.0 Add Fire Prevention Specialist I 2
(1.0) Delete Deputy Chief/Fire Marshal 3
Human Resources (1.0)

1.0 Add Human Resources/Risk Management Analyst II 3

1.0 Human Resources Manager 3

1.0 Deputy Director of Human Resources 3
(1.0) Delete Administrative Assistant - Confidential 3
(1.0) Human Resouces Manager I 3
(1.0) Human Resources Manager II 3
(1.0) Director of Human Resources 3
Library (1.0)
(1.0) Delete Library Technology Assistant 3
Parks and Recreation (6.0)

1.0 Add Deputy Director of Parks and Recreation 3
(1.0) Delete Administrative Analyst I 3
(1.0) Parks and Recreation Coordinator 3
(1.0) Parks and Recreation Manager 3
(1.0) Parks and Recreation Supervisor 3
(1.0) Parks Project Manager 3
(1.0) Parks Project Specialist 3
(1.0) Public Information Specialist 3

CITY OF FULLERTON

SUMMARY OF PERSONNEL CHANGES
FISCAL YEAR 2026-27
Position Summary | A-8

Department FTE Description of Position Changes
Police (6.0)

1.0 Add Administrative Analyst I 2

1.0 Property and Evidence Supervisor 2
(1.0) Delete Police Records Clerk 3
(1.0) Police Corporal 3
(1.0) Police Lieutenant 3
(1.0) Police Services Representative 3
(4.0) Police Officer 3
Public Works (4.0)
(1.0) Delete Civil Engineer 3
(1.0) Construction Inspector 3
(1.0) Engineering Aide III 3
(1.0) Senior Maintenance Worker 3
Citywide Net Position Change (21.0)
1 To Strengthen financial internal controls and improve fiscal sustainability, Administrative Serices to add 1 FTE Accountant II and 1 FTE Prinicipal Revenue Manager in FY 2026-27 Proposed Budget
2 To enhance organizational efficiencies, Police Department to add 1 FTE Administrative Analyst I and 1 FTE Property and Evidence Supervisor and Fire Department to add 1 FTE Fire Prevention Specialist. 3 As part of City Manager's budget deficit reduction measures, 32 FTE vacant positions across multiple departments will be unfunded in FY 2026-27 Proposed Budget, along with some minor underfills and re-organizations.

FISCAL YEAR 2026-27
Position Summary | A-9

CITY OF FULLERTON

SUMMARY OF PERSONNEL CHANGES (CONTINUED)

Projected
Beginning Proposed Proposed
Fund Fund Title Balance + Revenue + Transfers In
GENERAL OPERATING FUNDS 1
10 General Fund $22,265,696 $141,323,417 $3,373,087
11 Infrastructure Fund 3,855,928 100,000 3,978,225 13 Library 263,165 311,213 4,184,596 15 Parks & Recreation 3,235 2,150,597 3,756,897 General Funds Total $26,388,024 $143,885,227 $15,292,805

SPECIAL REVENUE FUNDS
20 West Coyote Hills Endowment 433,972 - 21 Opiod Litigation Settlement Fund 342,361 300,000 22 Air Quality Improvement 980,541 196,600 23 Sanitation 12,350 6,708,136
25 Measure M2 8,095,479 3,683,372
26 Housing 11,974,601 275,350
27 FTV Cable-PEG 641,037 216,015
28 SB2/PLHA Fund (1,010,927) 214,877
29 SB1/RMRA 9,300,020 3,856,660
30 Gas Tax 489,509 4,282,871
32 Grant Administration 454,668 1,732,837
33 Supplemental Law Enforcement Svcs. 88,946 300,000 34 Asset Seizure 2,012,971 525,679
35 Community Development Block Grant 6,139 1,410,857 36 Drainage Capital Outlay 1,240,852 443,795 37 Traffic Safety - 300,000 38 ARPA Fund 2,079,037 -
39 Park Dwelling 4,859,846 4,410,108 46 Refuse 1,179,887 18,364,293

DEBT SERVICE FUNDS
58 Debt Service Reserve 205,907 -

CAPITAL PROJECT FUNDS
74 Capital Projects (7,517,378) 5,362,000 14,071,342 ENTERPRISE FUNDS 2
40 Airport 871,232 2,935,852
41 CNG (306,491) 160,000
42 Brea Dam 706,244 4,271,300
44 Water 43,635,242 50,283,320
45 Whiting/Lemon Parking 407,495 10,000 47 Sewer 7,837,047 6,215,000
INTERNAL SERVICE FUNDS 2
62 Liability Insurance 10,706,861 11,100,000 64 Vehicle Replacement 21,785,334 3,529,101 65 Workers' Compensation 16,846,843 4,214,265 66 Group Insurance 2,012,469 8,801,651 67 Equipment Maintenance 3,880,496 4,934,630 68 Information Technology 3,890,646 8,781,885 538,906 69 Building Maintenance 2,096,203 3,530,058 70 Facility Capital Repair 2,578,131 704,960 Less: Internal Service Allocations (44,545,550)
80-89 Successor Agency 5,094,381 11,628,925 TOTAL CITY FUNDS $184,299,976 $273,024,075 $29,903,053
(1) General Fund Fund Balances include total fund balances, including Assigned, Unassigned and all fund designations. (2) Enterprise and Internal Service Funds "Beginning Fund Balance" consists of working capital fund balance, current assets less current liabilities.

FUND BALANCES SUMMARIES - FISCAL YEAR 2026-27
Fund Balances Summaries | A-10

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

GENERAL OPERATING FUNDS
$12,958,624 $131,837,879 $22,165,697 General 10
3,900,000 - 4,034,153 Infrastructure Fund 11 - 4,495,809 263,165 Library 13 - 5,907,494 3,235 Parks & Recreation 15 $16,858,624 $142,241,182 $26,466,250 General Funds Total

SPECIAL REVENUE FUNDS
- 433,972 West Coyote Hills Endowment 20 500,000 142,361 Opiod Litigation Settlement Fund 21 110,000 1,067,141 Air Quality Improvement 22 8,584,141 (1,863,654) Sanitation 23 4,096,342 186,000 7,496,508 Measure M2 25 570,297 11,679,655 Housing 26 194,856 662,196 FTV Cable-PEG 27 604,410 (1,400,460) SB2/PLHA Fund 28 4,000,000 439 9,156,241 SB1/RMRA 29 100,000 3,935,449 736,931 Gas Tax 30 3,424,377 (1,236,872) Grant Administration 32 211,054 177,892 Supplemental Law Enforcement Svcs. 33 626,899 1,911,751 Asset Seizure 34 350,000 1,410,857 (343,861) Community Development Block Grant 35 600,000 524,587 560,061 Drainage Capital Outlay 36 300,000 - - Traffic Safety 37 117,872 1,961,165 ARPA Fund 38 50,000 - 9,219,954 Park Dwelling 39 18,653,903 890,277 Refuse 46

DEBT SERVICE FUNDS
- 205,907 Debt Service Reserve 58

CAPITAL PROJECT FUNDS
195,000 23,988,952 (12,267,988) Capital Projects 74

ENTERPRISE FUNDS
2,138,610 1,668,474 Airport 40 210,169 (356,660) CNG 41 4,143,826 833,718 Brea Dam 42 51,876,326 42,042,236 Water 44 94,101 323,394 Whiting/Lemon Parking 45 7,437,889 6,614,158 Sewer 47

INTERNAL SERVICE FUNDS
13,201,454 8,605,407 Liability Insurance 62 3,354,585 21,959,850 Vehicle Replacement 64 4,846,835 16,214,273 Workers' Compensation 65 9,235,609 1,578,511 Group Insurance 66 1,500,000 4,920,325 2,394,801 Equipment Maintenance 67 378,087 10,033,088 2,800,262 Information Technology 68 1,000,000 4,169,940 456,321 Building Maintenance 69 475,000 11,078 2,797,013 Facility Capital Repair 70 (47,691,685) Less: Internal Service Allocations
- 9,561,100 7,162,206 Successor Agency 80-89 $29,903,053 $283,428,526 $170,749,391 TOTAL CITY FUNDS
FUND BALANCES SUMMARIES - FISCAL YEAR 2026-27
Fund Balances Summaries | A-11

Fund Transfers In Transfers Out Description (To / From) 10 - General Fund - 4,184,596 To Library Fund - 3,756,897 To Parks & Recreation Fund - 3,978,225 To Infrastructure Fund - 500,000 To Capital Projects Fund - 538,906 To Information Technology Fund 300,000 - From Traffic Safety Fund 1,500,000 - From Equipment Maintenance Fund 1,000,000 - From Building Maintenance Fund 378,087 - From Information Technology Fund 195,000 - From Capital Projects Fund General Fund Subtotal $3,373,087 $12,958,624
11 - Infrastructure Fund 3,978,225 - From General Fund - 3,900,000 To Capital Projects Fund 13 - Library Fund 4,184,596 - From General Fund 15 - Parks & Recreation 3,756,897 - From General Fund 25 - Measure M2 - 4,096,342 To Capital Projects Fund 29 - SB1/RMRA - 4,000,000 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 - 600,000 To Capital Projects Fund 37 - Traffic Safety - 300,000 To General Fund 39 - Park Dwelling 50,000 To Capital Projects Fund 67 - Equipment Maintenance Fund 1,500,000 To General Fund 68 - Information Technology (IT) Fund 378,087 To Capital Projects Fund 538,906 From General Fund
69 - Building Maintenance Fund 1,000,000 To General Fund 70 - Facility Capital Repair 475,000 To Capital Projects Fund 74 - Capital Projects 195,000 From General Fund 500,000 From General Fund
3,900,000 From Infrastructure Fund
4,096,342 From Measure M2 Fund
4,000,000 From SB1/RMRA
100,000 From Gas Tax Fund
350,000 From CDBG
600,000 From Drainage Capital Outlay
50,000 From Park Dwelling
475,000 From Facility Capital Repair Fund
Capital Projects Subtotal $14,071,342 $195,000
TOTAL INTERFUND TRANSFERS $29,903,053 $29,903,053
Interfund Summaries | A-12

INTERFUND TRANSFERS SUMMARY
FISCAL YEAR 2026-27

2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15)
Property Taxes
Secured Property Taxes 37,575,439 41,260,065 40,644,097 43,823,649 Unsecured Property Taxes 52,367 1,143,589 1,135,722 1,135,722 Penalties/Delinquencies 795,445 65,321 43,000 56,000 Supplemental Property Taxes 984,564 885,066 620,000 825,000 Property Tax Collection Fees (189,654) (273,295) (200,000) (200,000) Homeowners Subvention 65,545 143,000 143,000 Property Tax In Lieu of VLF 17,728,379 19,140,275 20,288,692 20,897,352 Total Property Taxes $57,012,086 $62,221,021 $62,674,510 $66,680,723 Other Taxes
Sales & Use Tax 29,315,901 29,267,933 31,308,118 31,308,118 Public Safety Prop 172 1,191,957 1,315,383 1,285,566 1,298,796 Transient Occupancy Tax 3,173,115 3,239,061 3,450,000 3,615,000 Business Registration Tax 1,220,442 1,326,532 1,250,000 1,315,000 Oil Extraction Tax - - 10,000 - Real Estate Transfer Tax 863,740 735,487 965,000 965,000 Total Other Taxes $35,765,154 $35,884,396 $38,268,684 $38,501,914 Licenses & Permits
Development Permits 1,785,645 2,153,216 1,805,000 2,155,000 Parking Permits 15,848 42,722 12,000 12,000 General Plan Update Fees 1,855,329 311,557 Fireworks Permits 924 44,396 43,500 43,500 Public Works Permits 320 208,622 140,000 85,000 Police Alarm Permits 70,507 272,344 250,000 265,000 Other Licenses & Permits 237,019 97,812 143,600 133,343 Hazardous Materials Disclosures 111,023 - - - Underground Tank Permits 3,636 384 - - Overload Permits 26,722 26,800 28,058 29,480 Encroachment Permits 40,977 52,401 48,792 48,792 Total Licenses & Permits $2,292,621 $4,754,027 $2,470,950 $3,083,672 Fines & Penalties
Other Court Fines 2,055,124 1,698,742 1,300,000 1,675,000 Administrative Citations 9,038 34,286 130,100 130,100 Total Fines & Penalties $2,064,162 $1,733,028 $1,430,100 $1,805,100 Revenue Summaries by Fund | A-13

REVENUE SUMMARIES

DETAIL BY FUND
FISCAL YEAR 2026-27
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Use of Money & Property
Interest Income 640,350 429,991 445,000 445,000 Unrealized Gain (loss) 811,197 227,388 - 200,000 Supplemental Interest - - - - Property Lease 1,237,563 1,237,563 1,237,563 1,237,563 Cell Tower Rent 374,213 408,122 464,400 444,400 Rents 804,620 991,272 906,214 906,214 Leases 590,430 404,593 865,000 640,000 General Concessions 63,187 63,094 75,787 75,787 R-O-W Impact Fee 383,260 383,260 383,260 383,260 Prisoners' Welfare 23 70 1,000 1,000 Franchise Fees 5,534,009 5,030,545 4,900,000 5,250,000 Total Use of Money & Property $10,438,850 $9,175,898 $9,278,224 $9,583,224 Other Agencies
Motor Vehicle In-Lieu Tax 178,344 226,850 225,000 225,000 POST 5,812 18,663 10,000 10,000 State Mandated Costs 54,782 36,875 100,000 100,000 Federal Grant 53,008
Parks Maint. - School District - - - - Other Agency Contributions 445,019 1,352,447 569,125 673,442 Federal Dept of Justice - - - - Total Other Agencies $683,957 $1,687,843 $904,125 $1,008,442 Charges for Services
Zoning & Planning Fees 644,229 483,193 509,000 735,547 Plan Check Fees 1,018,817 1,159,186 2,265,031 2,270,559 Microfilming Fees 26,226 14,935 20,000 20,000 Sale of Maps & Publications 31,768 30,564 6,000 6,000 Misc. Filing/Certification Fees - 5,269 - - Sanitation Dist. Connection Fees 7,202 23,124 10,000 10,200 Business License Review 21,523 20,985 14,000 18,000 Fire Dept Research & Records 3,208 1,000 Police Fees 1,130,917 1,139,229 1,367,099 1,392,099 Fire Fees 419,437 610,069 744,000 764,000 Ambulance Billing 6,809,703 6,988,032 10,128,000 9,389,253 Paramedic Fees (72,641) 92,522 190,000 190,000 Public Works Fees 1,223,113 1,426,561 1,344,367 1,010,000 Refuse Services 683,845 1,479,831 966,228 966,028 Damage Repair 71,016 94,358 50,000 58,000 Vehicle Station Charging Fees 18,380 38,662 25,000 30,000

REVENUE SUMMARIES

DETAIL BY FUND
Revenue Summaries by Fund | A-14
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Parking Fees 138,808 126,895 145,000 145,000 Late Fee(Non-Utility) 13,365
Miscellaneous Fees 6,002 25,951 1,000 5,000 Total Charges for Services $12,178,345 $13,775,939 $17,784,725 $17,010,686 Other Revenues
Sale of Property 2,185 549,069 5,000 5,000 Donations 343,684 375,419 352,562 352,562 Misc. Reimbursements/Rebates 13,940 1,689,614 15,000 15,000 Admin. Indirect Cost 1,303,731 1,305,799 1,869,797 1,869,797 Miscellaneous 346,639 119,571 10,000 560,000 Escheated Unclaimed Property 699,452 847,297 Revenue Allocation (1,303,731) - - - Total Other Revenues 706,448 4,738,924 2,252,359 3,649,656 GENERAL FUND TOTAL $121,141,622 $133,971,075 $135,063,678 $141,323,417 INFRASTRUCTURE FUND (11)
Interest Income 37,656 151,994 30,000 100,000 INFRASTRUCTURE FUND TOTAL $37,656 $151,994 $30,000 $100,000 LIBRARY FUND (13)
Secured Property Taxes 82,667 86,350 84,628 88,013 Fines & Fees 3,554 3,238 4,200 1,100 Rents 15,489 15,718 20,000 42,000 State Grants 27,046 - 40,000 - Other Agencies 164 - - - Passport Execution Fee 41,930 11,912 60,000 60,000 Passport Photo Fee 14,960 6,324 20,000 20,000 Donations 345,274 207,155 1,100 1,100 Miscellaneous 26 58 - - Restricted Contributions - - 99,000 99,000 LIBRARY FUND TOTAL $531,109 $330,756 $328,928 $311,213
PARKS & RECREATION FUND (15)
Interest Income 30,310 25,517 - - Cell Tower Rent 539 - 50,000 57,000 Rents 180,528 142,721 107,452 107,452 Facility Rentals 743,654 867,118 774,500 814,500

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-15
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Leases 108,209 76,889 105,852 105,852 Field Use Charges 184,564 162,656 120,000 100,000 General Concessions 9,641 13,165 10,800 14,300 Parks & Recreation Fees 625,185 719,359 726,243 695,243 Donations 54,467 78,470 70,000 102,250 Miscellaneous 14,887 39,869 30,000 29,000 State Grants - - 125,000 125,000 PARKS & RECREATION FUND TOTAL $1,951,984 2,125,764 $2,119,847 $2,150,597 GENERAL FUNDS TOTAL $123,662,372 $136,579,588 $137,542,453 $143,885,227

SPECIAL REVENUE FUNDS
WEST COYOTE HILLS ENDOWMENT FUND (20)
Donations - 4,940 - - Interest Income 17,361 15,696 - - WEST COYOTE HILLS FUND TOTAL $17,361 $20,636 $0 $0
OPIOID LITIGATION SETTLEMENT (21)
Interest Income 1,653 42,978 - - Opioid Litigation Abatement 52,135 674,846 300,000 300,000 Opioid Litigation Subdivision 103,827 183,750 - - OPIOID LITIGATION SETTLEMEN TOTAL 157,615 901,574 $300,000 $300,000 AIR QUALITY FUND (22)
Motor Vehicle Air Quality Fees 240,444 186,252 181,000 181,000 Other Agency Contributions - - - - Interest Income 50,427 42,172 15,600 15,600 AIR QUALITY FUND TOTAL $290,870 $228,424 $196,600 $196,600 SANITATION FUND (23)
Sanitation Fees 5,991,553 7,027,549 6,650,000 6,650,000 Damage Repair 12,222 6,874 - - Interest Income 14,178 (62,793) 58,136 58,136 SANITATION FUND TOTAL $6,017,953 $6,971,630 $6,708,136 $6,708,136

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-16
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
SPECIAL REVENUE FUNDS cont.

MEASURE M2 FUND (25)
Measure M2 3,345,094 3,291,728 3,416,980 3,610,447 Interest Income 329,619 419,032 72,925 72,925 MEASURE M2 FUND TOTAL $3,674,713 $3,710,760 $3,489,905 $3,683,372 HOUSING FUND (26)
Other Revenue 4,750 19,434 - - Interest Income 297,960 284,633 275,350 275,350 HOUSING FUND TOTAL $302,710 $304,067 $275,350 $275,350
FTV CABLE-PEG ACCESS FUND (27)
Franchise - Cable PEG Support 183,479 141,625 200,000 200,000 Interest Income 52,500 29,319 16,015 16,015 FTV CABLE-PEG FUND TOTAL $235,979 $170,944 $216,015 $216,015 SB2/PLHA FUND (28)
State Grant - - 604,410 214,877 Interest Income 5 (37,970) - - SB2/PLHA FUND TOTAL $5 ($37,970) $604,410 $214,877
SB1/RMRA FUND (29)
Gas Tax SB1/RMRA 3,652,604 3,912,227 3,774,844 3,774,844 Interest Income 285,568 469,055 81,816 81,816 SB1/RMRA FUND TOTAL $3,938,172 $4,381,282 $3,856,660 $3,856,660 GAS TAX FUND (30)
Gas Tax 3,956,233 4,038,111 4,070,600 4,209,871 Damage Repair 68,874 (11) 35,000 35,000 Interest Income 58,497 51,496 61,020 38,000 GAS TAX FUND TOTAL $4,083,603 $4,089,596 $4,166,620 $4,282,871 GRANTS FUND (32)
State Grants 11,320,461 1,137,552 - - County Grants - 891 - - Older Americans Act Grant 83,687 64,971 76,000 76,000 HOME Grant 100,172 1,091,463 461,693 475,838 Federal Grants 622,299 572,377 608,638 608,638 Other Agency Contributions 19,642 239,000 532,361 532,361 Miscellaneous - - 40,000 40,000 GRANTS FUND TOTAL $12,146,261 $3,106,254 $1,718,692 $1,732,837 Revenue Summaries by Fund | A-17

REVENUE SUMMARIES

DETAIL BY FUND
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
SPECIAL REVENUE FUNDS cont.

SLES FUND (33)
State Grants 412,076 426,964 300,000 300,000 SLES FUND TOTAL $412,076 $426,964 $300,000 $300,000
ASSET SEIZURE FUND (34)
Federal DOJ Grants 540,473 1,566,184 500,000 500,000 Other Federal Grants 1,008 32,029 15,000 15,000 Other Financing Sources- Lease 91,300
Miscellaneous 44,000 2,029 - - Interest Income 23,078 56,747 10,679 10,679 ASSET SEIZURE FUND TOTAL $608,559 $1,748,289 $525,679 $525,679 CDBG FUND (35)
CDBG 1,532,300 1,474,797 1,757,083 1,410,857 Miscellaneous 65,336 16,193 - - CDBG FUND TOTAL $1,597,635 $1,490,990 $1,757,083 $1,410,857 DRAINAGE CAPITAL OUTLAY FUND (36)
Sanitation Fees 665,728 695,655 350,000 350,000 Interest Income 274,533 274,929 93,795 93,795 DRAINAGE CAP. OUTLAY FUND TOTAL $940,262 $970,584 $443,795 $443,795 TRAFFIC SAFETY FUND (37)
Motor Vehicle Fines 272,442 275,252 300,000 300,000 TRAFFIC SAFETY FUND TOTAL $272,442 $275,252 $300,000 $300,000 ARPA FUND (38)
Federal Grant 12,788,866 8,187,787 - - Interest Income 1,555,211 849,625 - - ARPA FUND TOTAL $14,344,076 $9,037,412 $0 $0
PARK DWELLING FUND (39)
Park Dwelling Fees (178,197) 5,685,461 4,315,180 4,315,180 Interest Income 101,766 190,453 94,928 94,928 PARK DWELLING FUND TOTAL ($76,432) $5,875,914 $4,410,108 $4,410,108 Revenue Summaries by Fund | A-18

REVENUE SUMMARIES

DETAIL BY FUND
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed

ENTERPRISE FUNDS
AIRPORT FUND (40)
Aircraft Taxes 123,987 164,744 205,476 172,981 Parking Fees 480 440 480 480 Rents 68,621 56,220 8,476 12,000 Fixed-Base Operators 576,606 593,131 675,714 675,714 Hangar Admin. Fees 5,400 5,500 5,670 5,954 Hangar Rental 1,238,324 1,242,092 1,362,156 1,366,301 Fuel Flowage Fees 56,171 74,757 70,213 82,233 Tie-Downs 158,105 158,746 197,631 207,513 Visitor Aircraft Parking 11,324 14,101 12,456 15,511 Field Use Charges 2,656 3,470 2,300 2,600 Airport Fees 4,400 4,400 5,340 4,840 FAA Federal Grants 532,425 348,579 - - State Grants 26,621 13,542 - - Donations - - - - Bond Proceeds - - - - Interest Income 381,466 336,723 211,481 389,725 Miscellaneous 10,460 3,106 5,324 - AIRPORT FUND TOTAL $3,197,046 $3,019,551 $2,762,717 $2,935,852 COMPRESSED NATURAL GAS (CNG) FUND (41)
CNG Sales (7) 44,885 160,000 160,000 Interest Income (2,341) (7,363) - - TOTAL CNG FUND ($2,348) $37,522 $160,000 $160,000
BREA DAM FUND (42)
Cell Tower Rent 33,238 36,144 32,000 40,800 Park Property Lease 66,498 74,205 38,000 38,000 Rents 2,000 2,000 - 2,000 Facility Rentals 69,236 62,183 45,000 52,000 Field Use Charges 183,243 211,325 211,000 215,000 General Concessions 1,369 2,295 2,000 3,000 Parking Fees - - 20,000 16,000 Recreation Fees 359,824 429,797 358,000 391,500 Golf Revenues 3,468,204 3,662,647 3,460,000 3,500,000 Donations 40,040 18,469 44,000 13,000 Miscellaneous - - - - Interest Income 164,209 147,109 - - BREA DAM FUND TOTAL 4,387,862 4,646,174 $4,210,000 4,271,300

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-19
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
ENTERPRISE FUNDS cont.

WATER FUND (44)
Water Sales 47,950,102 51,638,200 47,250,000 48,250,000 Water Permits 55,492 83,260 80,520 95,205 Cell Tower Rent 301,369 312,010 350,000 350,000 Customer Service Charges 255,335 150,513 250,000 220,000 Plan Check Fees 43,025 51,980 45,000 50,000 Misc. Fees & Charges 73,877 45,965 59,130 75,000 Water Delinquency Charges 673,523 (72) 600,000 300,000 Water System Reimbursements 477,059 52,982 13,000 13,000 Sale of Property 18,501 20,233 18,000 18,000 Damage Repair 30,087 42,972 15,000 15,000 State Grant 1,554 3,870,288 - - Federal Grant 165,329 245,017 - - PFAS Litigation Settlement 500,000
Underground Locating Impact Fee 270,000 148,500 148,500 148,500 Miscellaneous Revenue 72,566 46,389 88,615 48,615 Interest Income 2,364,447 2,461,917 200,000 200,000 Contributed Assets 108,527 200,200 - - Escheated Unclaimed Property 71,900
WATER FUND TOTAL $52,860,792 $59,442,254 $49,117,765 $50,283,320 WHITING-LEMON PARKING FUND (45)
Parking Fees - 8,000 10,000 10,000 Interest Income (13,856) (20,365) - - WHITING-LEMON PARKING FUND TOTAL ($13,856) ($12,365) $10,000 $10,000 REFUSE FUND (46)
Refuse Collection & Disposal 13,572,122 15,464,160 15,344,293 17,744,293 AB 939 Fees 512,230 - 500,000 500,000 Refuse Admin Reimbursement - - CRV 3,131 524,573 100,000 100,000 State Grants 145,426 197,029 - - GASB96 Financing 293,613
Interest Income 68,710 (15,728) 20,000 20,000 REFUSE FUND TOTAL $14,301,619 $16,463,647 $15,964,293 $18,364,293 SEWER FUND (47)
Sewer Service Fee 5,896,909 5,290,545 6,000,000 6,000,000 Wastewater Discharge Permit 35,100 33,700 40,000 40,000 Miscellaneous 18,722
Interest Income 363,172 405,969 175,000 175,000 SEWER FUND TOTAL $6,295,181 $5,748,936 $6,215,000 6,215,000 Revenue Summaries by Fund | A-20

DETAIL BY FUND

REVENUE SUMMARIES
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed

INTERNAL SERVICES FUNDS
LIABILITY INSURANCE FUND (62)
Interfund Insurance 11,353,111 11,182,927 10,750,000 13,301,910 Interest Income 1,058,888 1,465,599 350,000 350,000 Bond Proceeds - - - - Revenue Allocation (11,353,111) (11,182,927) (10,750,000) (13,301,910) Insurance Reimbursements 400 9,273 - - LIABILITY INSURANCE FUND TOTAL $1,059,288 $1,474,872 $350,000 $350,000 VEHICLE REPLACEMENT FUND (64)
Interfund Equip. Replacement 2,963,067 3,298,678 3,449,101 3,445,236 Interest Income 285,427 388,836 80,000 80,000 Sale of Property 252,955 35,843 - - Revenue Allocation (2,963,067) (3,298,678) (3,449,101) (3,445,236) Contributed Asset from Developer - - - - Miscellaneous - - - - VEHICLE REPLACEMENTFUND TOTAL $538,381 $424,679 $80,000 $80,000 WORKERS' COMPENSATION FUND (65)
Interfund Workers' Compensation 3,332,146 2,426,498 3,764,265 4,973,537 Interest Income 1,356,316 1,637,675 450,000 450,000 Revenue Allocation (3,332,146) (2,426,498) (3,764,265) (4,973,537) Insurance Recovery Costs 19 18,589 - - Benefit Reimbursements 159,261 349,500 - - WORKERS' COMPENSATION FUND TOTAL $1,515,596 $2,005,764 $450,000 $450,000 GROUP INSURANCE FUND (66)
Interfund Insurance 7,397,159 8,071,217 8,776,651 8,676,121 Interest Income 111,280 142,355 25,000 25,000 Donations 1,728 - - - Cigna Wellness Contributions 48,911 54,923 - - Revenue Allocation (7,397,159) (8,071,217) (8,776,651) (8,676,121) GROUP INSURANCE FUND TOTAL $161,919 $197,278 $25,000 $25,000 EQUIPMENT MAINTENANCE FUND (67)
Interfund Equip. Maintenance 4,839,857 4,937,391 4,854,630 4,950,846 Interest Income 180,075 255,609 80,000 80,000 Damage Repair 13,320 139,420 - - Sale of Property - - - - Revenue Allocation (4,839,857) (4,937,391) (4,854,630) (4,950,846) EQUIPMENT MAINTENANCE FUND TOTAL $193,395 $395,029 $80,000 $80,000

REVENUE SUMMARIES
Revenue Summaries by Fund | A-21

DETAIL BY FUND
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
INTERNAL SERVICES FUNDS (cont.)

INFORMATION TECHNOLOGY
FUND (68)
Interfund Information Technology 7,812,888 9,318,878 8,775,885 9,342,068 Interest Income 43,639 (83,542) 6,000 6,000 Revenue Allocation (7,812,888) (9,318,878) (8,775,885) (9,342,068)

INFORMATION TECHNOLOGY FUND TOTAL
$43,639 ($83,542) $6,000 $6,000

BUILDING MAINTENANCE
FUND (69)
Interfund Building Maintenance 3,572,559 4,305,992 3,510,058 3,431,715 Interest Income 309,211 538,456 20,000 20,000 Miscellaneous Reimbursements 583,784 583,711 - - Revenue Allocation (3,572,559) (4,305,992) (3,510,058) (3,431,715) BUILDING MAINTENANCE FUND TOTAL $892,995 $1,122,167 $20,000 $20,000

FACILITY CAPITAL REPAIR
FUND (70)
Interfund Facility Capital Repair 569,543 582,247 664,960 690,860 Interest Income 120,122 130,301 40,000 40,000 Other Revenues - - - - Revenue Allocation (569,543) (582,247) (664,960) (690,860)

FACILITY CAPITAL REPAIR FUND TOTAL
$120,122 $130,301 $40,000 $40,000
CAPITAL PROJECTS FUND (74)
State Grants 935,418 578,677 - - Measure M Regional 193,018 191,670 150,028 Federal Grants 705,768 11,209 3,218,400 5,162,000 Other Agency Contributions 1,000,000 - - - Traffic Mitigation Fees - - 200,000 200,000 Developer Agreement Fees 151,822 135 - - Bond/Loan Proceeds - - - - Interest Income - - - - Miscellaneous 579,656 595,773 - - CAPITAL PROJECTS FUND TOTAL $3,565,682 $1,377,464 $3,568,428 $5,362,000

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-22
2023-24 2024-25 2025-26 2026-27
Revenue Source Actuals Actuals Adopted Proposed
SUCCESSOR AGENCY FUNDS (80-89)
RPTTF Taxes/ROPS 11,403,609 6,803,908 9,047,795 11,603,925 Rents - - - - Interest Income 1,077,406 674,694 25,000 25,000 Miscellaneous 10,700,000 - - - Bond Proceeds 992,015 924,118 992,015 - SUCCESSOR AGENCY FUNDS TOTAL $24,173,031 $8,402,720 $10,064,810 $11,628,925 TOTAL CITWIDE REVENUES $285,916,577 $285,044,641 $259,935,519 $273,024,075 Revenue Summaries by Fund | A-23

DETAIL BY FUND

REVENUE SUMMARIES

BY FUND & DEPARTMENT
FISCAL YEAR 2026-27
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15)
City Council 444,110 483,634 409,527 466,503 City Manager 3,367,300 3,954,910 4,879,405 5,107,705 Administrative Services 3,320,705 3,406,486 3,781,437 4,188,014 Human Resources 558,382 666,723 680,218 603,548 General Government (1,690,348) (580,940) (4,634,953) (3,793,929) Fire 33,532,155 38,074,891 37,848,818 39,135,424 Police 58,464,115 68,771,962 63,994,648 68,104,252 Community & Economic Development 5,499,964 6,295,246 7,392,771 7,495,067 Public Works 10,182,467 11,505,301 11,813,378 10,531,295 Library 4,368,652 4,647,200 4,878,964 4,495,809 Parks & Recreation 5,926,604 6,825,809 6,937,291 5,907,494 TOTAL GENERAL FUNDS $123,974,106 $144,051,222 137,981,505 142,241,183 WEST COYOTE HILLS ENDOWMENT FUND (20)
Public Works 10 7 - - TOTAL WEST COYOTE HILLS FUND $10 $7 $0 $0
OPIOID LITIGATION SETTLEMENT (21)
City Manager 1,465 185,436 200,000 500,000 Police - - - General Government 4 15 - - TOTAL OPIOID LIT. SETTLEMENT FUND $1,469 $185,451 $200,000 $500,000 AIR QUALITY IMPROVEMENT FUND (22)
Community & Economic Development - - - - Public Works 5,505 4,316 10,000 110,000 TOTAL AIR QUALITY IMPROVEMENT FUND $5,505 $4,316 $10,000 $110,000 SANITATION FUND (23)
City Manager 12,635 35,373 - - Administrative Services 43,022 52,044 58,843 67,053 Human Resources - - - - General Government 24,497 31,069 - - Fire - - - - Public Works 7,762,444 7,893,313 8,734,338 8,517,088 TOTAL SANITATION FUND $7,842,597 $8,011,799 $8,793,181 $8,584,141

EXPENDITURE SUMMARIES
Expenditure Summaries by Fund | A-24

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
MEASURE M2 FUND (25)
Public Works 284,156 250,183 217,000 - Parks and Recreation 228,081 387,835 370,406 186,000 TOTAL MEASURE M2 FUND $512,237 $638,018 $587,406 $186,000 HOUSING FUND (26)
Community & Economic Development 319,000 408,771 741,839 570,297 General Government - - - - TOTAL HOUSING FUND $319,000 $408,771 $741,839 $570,297
FTV CABLE-PEG ACCESS FUND (27)
City Manager 123,495 57,381 194,856 194,856 Police 48,535 307
TOTAL FTV CABLE-PEG FUND 172,030 57,688 $194,856 $194,856 SB2/PHLA FUND (28)
Community & Economic Development 2,122,540 1,718,032 604,410 604,410 TOTAL SB2/PHLA FUND $2,122,540 $1,718,032 $604,410 $604,410 SB1/RMRA FUND (29)
General Government 622
Public Works 655 439 439 TOTAL S1/RMRA FUND $655 622 $ $439 $439 GAS TAX FUND (30)
Public Works 3,423,910 4,188,507 4,284,367 3,935,449 General Government - - - - TOTAL GAS TAX FUND $3,423,910 $4,188,507 $4,284,367 $3,935,449 GRANTS FUND (32)
City Manager 252,735 1,017 - - Fire 281,864 24,376 - 1,737,544 Police 1,152,265 1,213,236 947,740 947,740 Community & Ecoonomic Development 11,048,752 229,264 461,693 475,838 Public Works 421,035 81,411 - - Library - - - - Parks & Recreation 92,326 97,285 263,255 263,255 TOTAL GRANTS FUND $13,248,977 $1,646,589 $1,672,688 $3,424,377 Expenditure Summaries by Fund | A-25

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
SLES FUND (33)
Police 412,076 426,964 211,054 211,054 TOTAL SLES FUND $412,076 $426,964 $211,054 $211,054
ASSET SEIZURE FUND (34)
Police 569,968 487,854 406,899 626,899 TOTAL ASSET SEIZURE FUND $569,968 $487,854 $406,899 $626,899 CDBG FUND (35)
Community & Economic Development 850,282 1,140,990 1,407,083 1,410,857 TOTAL CDBG FUND $850,282 $1,140,990 $1,407,083 $1,410,857 DRAINAGE CAPITAL OUTLAY FUND (36)
Public Works 220,187 217,021 317,276 216,057 Capital Improvements - - 330,000 308,530 TOTAL DRAINAGE CAPITAL OUTLAY FUND $220,187 $217,021 647,276 524,587 ARPA FUND (38)
City Manager 19,209 26,028 26,822 13,903 Administrative Services 126,213 123,955 169,593 103,969 General Government 572,931 210,771 - - TOTAL ARPA FUND $718,353 $360,754 $196,415 $117,872
PARK DWELLING FUND (39)
General Government 53 122 - - TOTAL PARK DWELLING FUND $53 $122 $0 $0
AIRPORT FUND (40)
Public Works 5,160,925 2,509,392 2,272,373 2,138,610 Capital Improvements (520) 7,147 - - General Government - - - - TOTAL AIRPORT FUND $5,160,405 $2,516,539 $2,272,373 $2,138,610 Expenditure Summaries by Fund | A-26

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
CNG FUND (41)
Public Works 65,404 148,421 237,441 210,169 General Government - - - - TOTAL CNG FUND $65,404 $148,421 $237,441 $210,169
BREA DAM FUND (42)
Public Works 1,444 1,043 - (2,570) Parks & Recreation 4,361,648 5,817,574 4,420,681 4,146,396 Capital Improvements - (554,300) - - TOTAL BREA DAM FUND $4,363,093 $5,264,317 $4,420,681 $4,143,826 WATER FUND (44)
City Council 8,771 8,947 7,678 10,539 City Manager 33,996 55,530 - - Administrative Services 1,624,534 1,518,627 1,479,203 1,504,726 Human Resources - - - - Community Development - - - Public Works 32,533,037 40,397,192 41,730,893 43,710,230 Parks & Recreation 40,419 64,994 85,735 100,831 General Government - - - - Capital Improvements 100,227 529,710 16,100,000 6,550,000 TOTAL WATER FUND $34,340,985 $42,575,000 $59,403,509 $51,876,326 WHITING/LEMON PARKING FUND (45)
Public Works 13,354 45,165 48,721 94,101 General Government (9) (7) - - TOTAL WHITING/LEM. PARKING FUND 13,345 45,158 $48,721 $94,101 REFUSE COLLECTION FUND (46)
City Manager - 106 34,144 15,232 Administrative Services 113,124 127,831 154,678 140,395 Public Works 15,435,132 16,359,243 16,079,359 18,498,276 TOTAL REFUSE COLLECTION FUND $15,548,256 16,487,180 $16,268,181 $18,653,903 Expenditure Summaries by Fund | A-27

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
SEWER FUND (47)
City Manager 15,749 35,758 - - Administrative Services 43,898 53,320 58,843 57,599 Human Resources - - - - General Government - - - - Public Works 4,959,911 5,097,882 5,021,642 4,880,290 Capital Improvements (70,954) (669,566) 1,000,000 2,500,000 TOTAL SEWER FUND $4,948,604 $4,517,394 6,080,485 7,437,889 LIABILITY INSURANCE FUND (62)
Human Resources (5,155,158) 12,140,549 10,750,000 13,201,454 General Government - -
Less Allocations - (11,632,927) (10,750,000) (11,099,999) TOTAL LIABILITY INSURANCE FUND ($5,155,158) $507,623 $0 $2,101,455 VEHICLE REPLACEMENT FUND (64)
Public Works 1,453,040 3,282,154 2,749,605 3,354,585 Less Allocations (2,616,652) (3,298,678) (3,449,101) (5,035,952) Capital Improvements - (1,568,716) TOTAL VEHICLE REPLACEMENT FUND (1,163,612) (1,585,240) (699,496) (1,681,367) WORKERS' COMPENSATION FUND (65)
Human Resources 3,163,220 4,111,904 3,564,255 4,846,835 General Government - - - - Less Allocations (3,332,146) (2,426,498) (3,564,255) (4,208,961) TOTAL WORKERS' COMPENSATION FUND ($168,926) $1,685,406 $0 $637,874 GROUP INSURANCE FUND (66)
Administrative Services - - - - Human Resources 7,723,700 7,653,967 8,776,651 9,235,609 General Government - - - - Less Allocations (7,397,159) (8,071,217) (8,776,651) (9,233,621) TOTAL GROUP INSURANCE FUND $326,540 ($417,250) $0 $1,988 Expenditure Summaries by Fund | A-28

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
EQUIPMENT MAINTENANCE FUND (67)
Public Works 4,100,216 4,219,812 4,896,725 4,920,325 General Government - - - - Less Allocations (5,049,960) (5,152,872) (4,854,630) (4,956,346) TOTAL EQUIPMENT MAINTENANCE FUND ($949,743) ($933,060) $42,095 ($36,021) INFORMATION TECHNOLOGY FUND (68)
Information Technology 8,821,397 6,231,010 8,441,791 9,933,088 General Government 24,043 - - - Capital Improvements - 2,715,526 992,768 100,000 Less Allocations (8,016,110) (9,318,878) (8,775,885) (8,275,633) TOTAL INFO TECHNOLOGY FUND $829,329 ($372,342) $658,674 $1,757,455 BUILDING MAINTENANCE FUND (69)
Public Works 4,288,400 3,628,765 4,132,177 4,169,940 General Government - - - - Less Allocations (4,003,661) (4,745,026) (3,510,058) (4,429,797) TOTAL BUILDING MAINTENANCE FUND $284,738 ($1,116,261) $622,119 ($259,857) FACILITY CAPITAL REPAIR FUND (70)
Public Works 11,894 11,325 11,078 11,078 Less Allocations (569,543) (582,247) (675,960) (451,376) TOTAL FACILITY CAPITAL REPAIR FUND ($557,649) ($570,922) ($664,882) ($440,298) CAPITAL PROJECTS FUND (74)
Fire - - - - Parks & Recreation - - - 300,027 Public Works (739) 272,762 - 229,583 Capital Improvements 22,335,143 20,827,853 15,063,535 23,459,342 TOTAL CAPITAL PROJECTS FUND $22,334,404 $21,100,616 $15,063,535 $23,988,952 Expenditure Summaries by Fund | A-29

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2023-24 2024-25 2025-26 2026-27
Fund/Department Actuals Actuals Adopted Proposed
SUCCESSOR AGENCY FUNDS (80-89)
Successor Agency 1,376,232 850,743 9,047,795 9,561,100 City Manager 15,721 10,224 - - Administrative Services 33,529 25,733 - - Human Resources 984 990 - - Community & Economic Development 15,310 14,380 - - TOTAL SUCCESSOR AGENCY FUNDS $1,441,776 $902,070 $9,047,795 $9,561,100 TOTAL CITYWIDE EXPENDITURES $236,055,749 $254,299,375 $270,740,648 $283,428,526 Expenditure Summaries by Fund | A-30

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2026-27
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
General Funds (10-15)
City Council 73,553 392,950 - - 466,50 3 City Manager 1,496,931 3,610,77 4 - - 5,107,70 5 Administrative Services 3,187,57 3 1,000,441 - - 4,188,01 4 Human Resources 326,803 276,74 5 - - 603,54 8 General Government (1,849,192) (1,944,737) - - (3,793,929) Fire 30,230,15 2 8,802,27 2 103,000 39,135,42 4 Police 51,350,57 8 16,753,67 4 - - 68,104,25 2 Comm. & Economic Development 4,391,241 3,103,82 6 - - 7,495,06 7 Public Works 4,491,901 6,176,92 4 83,430 (220,960) 10,531,29 5 Library 3,165,08 8 1,330,721 - - 4,495,80 9 Parks & Recreation 2,294,09 6 3,623,39 8 - (10,000) 5,907,49 4 Total General Funds 99,158,725 $43,126,988 $186,430 ($230,960) 142,241,183 Opioid Litigation Settlemnt Fund (21)
City Manager - 500,000 - - 500,000 Total Opioid Litigation Fund $0 $500,000 $0 $0 $500,000 Air Quality Improvement
Fund (22)
Comm. & Economic Development - - - - - Public Works - 110,000 - - 110,000 Total Air Quality Imp. Fund $0 $110,000 $0 $0 $110,000
Sanitation Fund (23)
City Manager -
Administrative Services 67,053 - - - 67,053 Human Resources - - - - - General Government - - - - - Fire -
Comm. & Economic Development -
Public Works 3,549,33 8 4,874,73 0 93,020 8,517,08 8 Total Sanitation Fund $3,616,391 $4,874,730 $93,020 $0 $8,584,141 Measure M2 Fund (25)
Public Works - - - - - Parks & Recreation - 186,000 - - 186,000 Total Measure M2 Fund $0 $186,000 $0 $0 $186,000
Housing Fund (26)
Comm. & Economic Development 226,012 344,28 5 - - 570,29 7 General Government - - - - - Total Housing Fund $226,012 $344,285 $0 $0 $570,297
Expenditure Summaries by Category | A-31

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2026-27
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
FTV Cable-PEG Access Fund (27)
City Manager - 194,85 6 - - 194,85 6 Total FTV Cable-PEG Fund $0 $194,856 $0 $0 $194,856
SB2/PHLA Fund (28)
Comm. & Economic Development - 604,410 - - 604,410 Total SB2/PHLA Fund $0 $604,410 $0 $0 $604,410
SB1/RMRA Fund (29)
General Government 439 439
Total SB1/RMRA Fund $0 $439 $0 $0 $439
Gas Tax Fund (30)
Public Works 1,277,42 8 2,651,021 7,000 - 3,935,44 9 General Government - - - - - Total Gas Tax Fund $1,277,428 $2,651,021 $7,000 $0 $3,935,449 Grants Fund (32)
City Manager - - - - - Comm. & Economic Development 47,584 428,254 - - 475,83 8 Fire 1,737,54 4 1,737,54 4
Parks & Recreation 74,000 189,25 5 - - 263,25 5 Police 684,40 7 263,33 3 - - 947,740 Total Grants Fund $2,543,535 $880,842 $0 $0 $3,424,377
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 - 326,89 9 300,000 - 626,89 9 Total Asset Seizure Fund $0 $326,899 $300,000 $0 $626,899 CDBG Fund (35)
Comm. & Economic Development 350,474 1,060,38 3 - - 1,410,85 7 Total CDBG Fund $350,474 $1,060,383 $0 $0 $1,410,857
Drainage Capital Outlay Fund (36)
Public Works 158,07 7 57,980 308,530 - 524,58 7 General Government - - - - - Total Drainage Cap. Outlay Fund $158,077 $57,980 $308,530 $0 $524,587 Expenditure Summaries by Category | A-32

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2026-27
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
ARPA Fund (38)
City Manager 13,903 - - - 13,903 Administrative Services 98,969 5,000 - - 103,96 9 General Government - - - - - Total ARPA Fund $112,872 $5,000 $0 $0 $117,872
Airport Fund (40)
Public Works 875,07 6 1,840,39 8 - (576,864) 2,138,61 0 Capital Improvements - - - - - General Government - - - - - Total Airport Fund $875,076 $1,840,398 $0 ($576,864) $2,138,610 CNG Fund (41)
Public Works 35,641 174,52 8 - - 210,16 9 General Government - - - - - Total CNG Fund $35,641 $174,528 $0 $0 $210,169
Brea Dam Fund (42)
Public Works 140,94 7 199,99 7 - (343,514) (2,570) Parks & Recreation 495,72 7 3,889,59 9 - (238,930) 4,146,39 6 General Government - - - - - Total Brea Dam Fund $636,674 $4,089,596 $0 ($582,444) $4,143,826 Water Fund (44)
City Council 10,539 - - - 10,539 City Manager - - - - - Administrative Services 734,762 769,964 - - 1,504,72 6 Public Works 7,911,99 9 38,234,97 2 292,500 (2,729,241) 43,710,23 0 Parks & Recreation 100,831 - - - 100,831 Capital Improvements 6,550,000 6,550,00 0
Total Water Fund 8,758,131 $39,004,936 $6,842,500 ($2,729,241) 51,876,326 Whiting-Lemon Parking Fund (45)
Public Works 54,035 40,066 - - 94,101 Total Whiting-Lemon Park. Fund $54,035 $40,066 $0 $0 $94,101 Refuse Fund (46)
City Manager 15,232 - - - 15,232 Administrative Services 140,39 5 - - - 140,39 5 Public Works 402,09 6 18,096,18 0 - - 18,498,27 6 General Government - - - - - Total Refuse Fund $557,723 $18,096,180 $0 $0 18,653,903 Expenditure Summaries by Category | A-33

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2026-27
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Sewer Fund (47)
Administrative Services 57,599 - - - 57,599 Public Works 2,809,021 3,156,55 3 80,000 (1,165,284) 4,880,29 0 General Government - - - - - Capital Improvements - - 2,500,00 0 - 2,500,00 0 Total Sewer Fund $2,866,620 $3,156,553 $2,580,000 ($1,165,284) $7,437,889 Liability Insurance Fund (62)
Human Resources 439,824 12,761,63 0 - (11,099,999 ) 2,101,45 5 General Government - - - - - Total Liability Insurance Fund $439,824 $12,761,630 $0 ($11,099,999) $2,101,455 Vehicle Replacement Fund (64)
Public Works - 1,656,21 5 1,698,37 0 (5,035,952) (1,681,367) Capital Improvements - - - - - Total Vehicle Replacement Fund $0 $1,656,215 $1,698,370 ($5,035,952) ($1,681,367) Workers Compensation Fund (65)
Human Resources 386,424 4,460,411 - (4,208,961) 637,874 General Government -
Total Workers Comp Fund $386,424 $4,460,411 $0 ($4,208,961) $637,874 Group Insurance Fund (66)
General Government -
Human Resources 442,854 8,792,75 5 - (9,233,621) 1,988 Total Group Insurance Fund $442,854 $8,792,755 $0 ($9,233,621) $1,988 Equipment Maintenance Fund (67)
Public Works 1,806,68 7 3,113,63 8 - (4,956,346) (36,021) General Government - - - - - Total Equip. Maintenance Fund $1,806,687 $3,113,638 $0 ($4,956,346) ($36,021) Information Technology Fund (68)
Information Technology 161,135 9,771,95 3 100,000 (8,275,633) 1,757,45 5 General Government - - - - - Total Information Tech Fund $161,135 $9,771,953 $100,000 ($8,275,633) $1,757,455 Building Maintenance Fund (69)
Public Works 1,368,53 7 2,801,40 3 - (4,429,797) (259,857) General Government - - - - - Total Building Maint. Fund $1,368,537 $2,801,403 $0 ($4,429,797) ($259,857) Expenditure Summaries by Category | A-34

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2026-27
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Facility Capital Repair Fund (70)
Public Works - 11,078 - (451,376) (440,298) Total Facility Capital Repair Fund $0 $11,078 $0 ($451,376) ($440,298) Capital Improvement Fund (74)
Fire - - - - - Police - - - - - Public Works 1,724,77 9 - - (1,495,196) 229,58 3 Parks & Recreation 300,02 7 - - - 300,02 7 Capital Improvements - - 23,459,34 2 - 23,459,34 2 Total Capital Improvements $2,024,806 $0 $23,459,342 ($1,495,196) $23,988,952 Successor Agency Funds (80-89)
City Manager - - - - - Administrative Services - - - - - Human Resources - - - - - Comm. & Economic Development - - - - - Successor Agency - 9,561,10 0 - - 9,561,10 0 Total Successor Agency $0 $9,561,100 $0 $0 $9,561,100
TOTAL CITY APPROPRIATIONS $128,067,681 $174,257,328 $35,575,192 ($54,471,674) $283,428,526 Expenditure Summaries by Category | A-35

CITY COUNCIL

City Council
City Council
FISCAL YEAR 2026-27

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 within 5 districts as the legislative, policy-making branch of city government, and appoints a City Manager to implement its policies and oversee the City's day-to-day operations. 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
2024-25
Budgeted
2025-26
Budgeted
2026-27
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
Citizens of Fullerton
City Council
Mayor
Mayor Pro Tem
Councilmembers
B-1

Budgeted FTE Positions 5.0 5.0 5.0 5.0
Nonregular Hours 0000
Salaries & Benefits $100,234 $76,766 $76,766 $84,092
Maintenance & Support 392,346 330,439 330,439 392,950
Capital Outlay - - -
Subtotal 492,580 407,205 407,205 477,042
Less Allocations - - - - Total Operating Budget $492,580 $407,205 $407,205 $477,042

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund $483,634 $399,527 $399,527 $466,503
44 - Water Fund 8,947
7,678 7,678 10,539

Total Operating Budget $492,580 $407,205 $407,205 $477,042 City Council

DEPARTMENT SUMMARY
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
City Council | B-2
Salaries &
Benefits
18%
Maintenance
& Support
82%
Operating Budget by Category
General Fund
98% Water Fund
2%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 117,625 119,575 Materials & Supplies 13,400 13,400 Utilities - 110 Professional & Contractual 95,000 105,000 Internal Service Funds Allocation 104,414 154,865 Grand Total $330,439 $392,950
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Maintenance, Repairs, Rentals : The costs of maintaining or repairing City facilities, parks, equipment and keeping operations safe, clean and functional. Includes landscaping equipment, small hand tools, Police radios and dispatch equipment, cameras, etc.

Materials & Supplies : Routine office, administrative, or program-specific items used day-to-day such as office & medical supplies, postage, passport materials, small equipment, advertisement, and printing materials.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Professional & Contractua
l : Outsourced specialized services that are contracted to a 3rd party consultant or service provider on behalf of the City. This also includes Legal Services, Special Litigation for specific legal matters, and Election Expense.

Professional Developmen
t : Certifications, memberships, subscriptions, trainings, meetings to external professional organizations that help City employees maintain their skills, meet required standards and education expenses.

Utilitie
s : Essential services required to keep programming, buildings, or operations functioning daily, which includes electricity, water pumping power for the City's water wells, water purchased from MWD and the Orange County Water District, and gas, telephone, and sewer.

MAINTENANCE AND SUPPORT DETAIL
City Council | B-3
City Council
FISCAL YEAR 2026-27

Position Classification

Council Member 5.0 5.0 5.0

Total Budgeted FTE Positions 5.0 5.0 5.0
Nonregular Employees - Hours
Total Nonregular Hours 0 0 0
City Council | B -4
City Council
FISCAL YEAR 2026-27
Regular Employees - Full-Time Equivalent Positions
2026-27
Proposed
2025-26
Budgeted
2024-25
Budgeted

DEPARTMENT PERSONNEL SUMMARY

CITY MANAGER

City Manager's Office
City Manager
FISCAL YEAR 2026-27

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.

The City Manager also ensures the effective coordination and implementation of public policies, programs and initiatives by utilizing the talents of all City departm ents. The City Manager's Office include s 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 10
12 2024-25
Budgeted
2025-26
Budgeted
2026-27
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
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
City Manager
City Manager's Office City Clerk's Office
C-1
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• Coordinated public outreach and communications regarding the City’s financial condition and budget development process, including community meetings, informational materials, online resources, and opportunities for public feedback.

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, City Attorney and legal services, Intergovernmental Programs, Orange County Power Authority, Information Technology, and Animal Control Services contract.

In conjunction with the Administrative Services Department, oversee the Budget Development Process and present the proposed FY 2027-28 budget to the City Council for consideration.

FY 2026-27 Department Goals & Initiatives
Increase accessibility of City information by improving the website’s user interface and ensuring ADA compliance.

City Manager
FISCAL YEAR 2026-27
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.

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

Released an RFP for Comprehensive IT Services to enhance cybersecurity, modernize systems, and improve support across all departments and successfully transitioned a new IT services provider to oversee IT City operations.

Enhance the City's Legislative Platform.

Continue to collaborate with FilmLA to market Fullerton as a film-friendly destination through a targeted campaign to attract productions that highlight local landmarks and businesses.

Initiate efforts to establish a more consistent Citywide visual identity and communications approach across departments, digital platforms, and public-facing materials.

Expand Civic Engagement through public events, town halls, and community workshops to strengthen resident participation in local government.

FY 2025-26 Department Accomplishments
Successfully hosted and produced the City’s 2026 State of the City event, highlighting key initiatives, partnerships, and achievements to the community and regional stakeholders.

Worked in collaboration with FilmLA to promote Fullerton as a film-friendly destination, showcase the City's unique character, and support economic activity through increased local spending and visibility.

Continued to offer low-cost pet vaccine clinics in collaboration with a community partner to improve access to essential animal health services for Fullerton residents.

Achieved approximately $246,000 in annual savings following the conclusion of the OC Animal Care shelter services agreement, improving fiscal efficiency and reallocating resources to priority initiatives.

Enhanced the City’s public information efforts through expanded distribution of the City Manager’s Newsletter, increased use of digital communications, and coordinated messaging across City departments.

Downtown Fullerton was once again voted one of the Top 3 Best Downtowns in The OC Register’s Best of Orange County awards.

City Manager's Office | C-2

Budgeted FTE Positions 8.0 8.0 8.0 8.0
Nonregular Hours 960 960 960 960
Salaries & Benefits 1,281,770 1,353,006 1,353,006 1,526,066 Maintenance & Support 3,079,992 3,992,221 3,992,221 4,305,630 Capital Outlay - - -
Subtotal 4,361,762 5,345,227 5,345,227 5,831,696 Less Allocations - - - Total Operating Budget $4,361,762 $5,345,227 5,345,227 $5,831,696

Fund No. and Title
10 - General 3,954,910 4,879,405 4,879,405 5,107,705 21 - Opioid Litigation Settlement 185,436 200,000 200,000 500,000 23 - Sanitation 35,373 - -
27 - FTV Cable PEG Access Fund 57,381 204,856 204,856 194,856 32 - Grants 1,017 - -
38 - ARPA 26,028 26,822 26,822 13,903 44 - Water 55,530 - -
46 - Refuse 106 34,144 34,144 15,232 47 - Sewer Enterprise 35,758 - - 89 - Successor Agency 10,223 - - Subtotal $4,361,762 $5,345,227 5,345,227 $5,831,696 Less Allocations:

None - - - - Total Operating Budget $4, 361,762 $5,345,227 $5,345,227 $5,831,696 City Manager's Office | C-3
City Manager's Office | C-5
2025-26
Adopted
2024-25
Actual
2025-26
Projected
2026-27
Proposed
City Manager

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
Salaries &
Benefits
26%
Maintenance &
Support…
Operating Budget by Category
General Fund
96%
27 - FTV Cable
PEG Access
Fund
4%
Opioid
Litigation 4%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 38,830 39,475 Materials & Supplies 58,734 68,734 Utilities 670 670
Maintenance, Repairs, Rentals 2,000 2,000 Professional & Contractual 3,468,635 3,822,012 Internal Service Funds Allocation 423,352 372,739 Miscellaneous Expenses - - Grand Total $3,992,222 $4,305,630
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

MAINTENANCE AND SUPPORT DETAIL
City Manager
FISCAL YEAR 2026-27
City Manager's Office | C-4

Position Classification

Administrative Analyst II 1.0 1.0 1.0
Administrative Assistant-Confidential 1.0 1.0 1.0
City Clerk / Director of Clerk Services 1 1.0 1.0 1.0 City Manager 1.0 1.0 1.0
Deputy City Clerk 1.0 1.0 1.0
Deputy City Manager 1.0 1.0 1.0
Executive Assistant 1.0 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 960 960 960
1 City Clerk/Clerk Services Manager was renamed to City Clerk / Director of Clerk Services in FY2025-26.

Unfunded Positions
City Manager
FISCAL YEAR 2026-27
City Manager's Office | C-5
Regular Employees - Full-Time Equivalent Positions

DEPARTMENT PERSONNEL SUMMARY
2024-25
Budgeted
2025-26
Budgeted
2026-27
Proposed

ADMINISTRATIVE

SERVICES

Administrative Services
Administrative Services
FISCAL YEAR 2026-27

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Administrative Services Department is responsible fo r supporting fiscal transparency and accountability to the citizens of Fullerton, City Council, and City Manager with the delivery of accurate & timely financial information in accordance with State and Federal laws and accounting standards. Through its four (4) divisions of Administration, Fiscal Services, Budget & Purchasi ng, and Revenue & Utility Services, th e 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 2024-25
Budgeted
2025-26
Budgeted
2026-27
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
Director of
Administrative Services
Administration
Fiscal Services Budget & Purchasing
Revenue &
Utility Services
D-1
Administration
•
•
•
• Oversee City Treasury functions and banking, including debt portfolio management and investment services. •
•
Budget & Purchasing
• Monitor and administer the City's Annual Budget Development Process for FY 2027-28. • 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. • Prepare and submit an "Award-Winning" Budget Document and receive the GFOA Distinguished Budget Award. •
•
•
•
Fiscal Services
•
•
•
•
•
Coordinate external financial statement audit and issue the Annual Comprehensive Financial Report (ACFR) for year ending June 30, 2026; as well as the annual Single Audit report, for the City's use of federal funds and compliance with applicaple federal program requirements.

Complete a RFP for a new External Auditing Services provider and contract, for professional auditing services for FY 2026- 27 and subsequent fiscal years.

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

Administer OpenGov, the City's new e-Procurement software solution to automate the City's solicitation and bid process, submit all RFPs and RFQs electronically, improve vendor outreach and better service department's purchasing needs.

Oversee Debt Management, including bond issuance(s), debt services, completion of continuing disclosure reports and administration.

Implement the Governmental Accounting Standards Board (GASB) Standards including GASB Statement No. 103 for Financial Reporting Model Improvements in conjunction with the City's auditors.

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.

Oversee all financial operations of the City, including general accounting, budget administration, financial reporting, purchasing program and payment processing.

Coordinate and oversee Fire Apparatus Financing for FY 26-27, including management of the financing process, coordinating with financial insitutions, and City Staff.

Direct and facilitate the CFD No. 3 financing, working with bond counsel, financial advisors, and City staff to faciliate the successful issuance of $9.5 million CFD Bonds.

Process the core financial operating functions of Payroll, Accounts Payable and Financial Reporting for the City and Successor Agency.

Adherence to new State and Federal Laws and regulations by monitoring legislative updates, updating internal purchasing procedures as needed, and ensuring all procurement activities remain compliant.

Administrative Services | D-2
Administrative Services
FISCAL YEAR 2026-27
Finalize ARPA grant accounting, coordinate grant compliance, and grant reporting to US Treasury.

FY 2026-27 Department Goals & Initiatives
Prepare and support issuance of mandated financial reports such as annual State Controller Reports, CalPERS reports, Measure M2 certification and audit, etc.
•
•
Revenue & Utility Services
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Completed SB90 Claims to be compliant with State Mandated Programs. •
Administrative Services
FISCAL YEAR 2026-27
FY 2025-26 Department Accomplishments
Awarded the Distinguished Budget Presentation Award for Excellence for the City's budget document for the Fiscal Year beginning July 1, 2025 (FY 2025-26).

Coordinated and completed quarterly Investment Advisory Committee Meetings, ensuring proper management of City's Portfolio.

Submission of quarterly financial updates to City Council, including the FY 2025-26 Mid-Year Report.

Enhance and monitor the City's Short-Term Rental (STR) program and activity to enhance transient occupancy tax (TOT) compliace and revenue recovery efforts.

Administer the City's Accounts Receivable program to ensure that all revenue payments collected are accurately recorded and applied. This function handles the coordination, processing, and monitoring of billings on behalf of multiple departments and programs.

Administer Utility Billing for 30,000+ accounts for commercial, industrial, and residential water, sewer, and sanitation services, as well as residential refuse services.

Implementation of Utility Access to provide a better online experience for our Utility Services Customer.

Successfully completed the FY 2026-27 Budget Process, with implementation of City Manager "cost containment" initiatives & other budget strategies to achieve fiscal sustainability goals.

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

Review and ensure all services available through the HDL Companies are operating as agreed for Business Registration to capture all revenues due to the City.

Assisted Employees in identifying the correct amount of FLSA Overtime earned in 2025 for the new federal income tax deduction IRS rule from the One Big Beautiful Bill Act.

Review and improve the process of the 'Monthly Closes', bank reconciliations, and 'Year-End' Close procedures to ensure timely financial reporting.

Continue to monitor IRS notices and guidance for new rulings related to the Big Beautiful Act to ensure the City remains complaint with tax requirements.

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.

Implementation of Resident Access to provide a better online experience for Accounts Receivable customers.

In conjunction with City Manager's Office, provided financial support to Fiscal Sustainability Ad Hoc Committee for 3 meetings in FY 2025-26.

FY 2026-27 Department Goals & Initiatives (Continued)
Awarded Certificate of Achievement for Excellence in Financial Reporting for the City's Annual Comprehensive Financial Report (ACFR) for year ending June 30, 2025.

Completed Annual Audit for Year Ending June 30, 2025, the Single Audit, all external audits and mandated report submissions (i.e. Annual Compensation, Streets Report, Measure M2 audits).

Administrative Services | D-3
Completed the Investment Services RFP and coordinated the transition to a new contracted investment services provider.
• Received and processed payments on behalf of utility billing customers for the Low Income Household Water Assistance Program (LIHWAP).
•
•
•
•
•
•
Administrative Services | D-4
In conjunction with Public Works, coordinated and facilitated RFP process for the City's Solid Waste RFP, to select a new exclusive franchise waste hauler for the City.

Successfully submitted ROPS for FY 26-27, as well as recovered $2M in outstanding Redevelopment Property Tax Trust Fund (RPTTF) funds due to the City through the Meet and Confer process with the State DOF.

Completed and submitted all required Continuing Disclosure Reports for the City's outstanding bonds, ensuring compliance with applicable disclosure requirements.

Successfully went live with OpenGov, the City's new e-Procurement software solution by administering and coordinating 10 RFPs/RFQs procurement solicitations with departments for Citywide professional services and projects.

Succesfully coordinated and completed the financing of 7 ambulances though private placement with Bank of America.

Administrative Services
FISCAL YEAR 2026-27
In partnership with the SoCal Alliance and Orange County Procurement, attended various Purchasing outreach events, including annual Supplier Event and SoCal Alliance annual conference to gain efficiencies in "piggy-back" agreements within the region and promote doing business with the City.

FY 2025-26 Department Accomplishments (Continued)

Budgeted FTE Positions 31.0 31.0 31.0 32.0
Nonregular Hours 1,057 1,057 1,057 1,057
Salaries & Benefits 3,566,081 3,920,831 3,920,831 4,286,351 Maintenance & Operations 1,741,916 1,781,766 1,781,766 1,775,405 Capital Outlay - - - - Subtotal $5,307,997 $5,702,597 $5,702,597 $6,061,756 Less Allocations - - - - Total Operating Budget $5,307,997 $5,702,597 $5,702,597 $6,061,756

Fund No. and Title
10 - General 3,406,486 3,781,437 3,781,437 4,188,014 23 - Sanitation 52,044 58,843 58,843 67,053 32 - Grants - - - - 38 - American Rescue Plan (ARPA) 123,955 169,593 169,593 103,969 44 - Water 1,518,627 1,479,203 1,479,203 1,504,726 46 - Refuse Collection 127,831 154,678 154,678 140,395 47 - Sewer 53,320 58,843 58,843 57,599 89 - Successor Agency 25,733 - - - Subtotal $5,307,997 $5,702,597 $5,702,597 $6,061,756
Less Allocations:

None - - - - Total Operating Budget $5,307,997 $5,702,597 $5,702,597 $6,061,756 Administrative Services | D-5
Administrative Services

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Salaries &
Benefits
71%
Maintenance &
Operations
29%
Operating Budget by Category
General
Fund
69%
Utility Funds
29%
ARPA
2%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 36,721 36,741 Materials & Supplies 206,049 206,049 Utilities 1,450 1,450
Maintenance, Repairs, Rentals 2,750 2,750 Professional & Contractual 437,679 543,919 Internal Service Funds Allocation 824,733 712,112 Miscellaneous Expenses 272,384 272,384 Grand Total $1,781,766 $1,775,405
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Administrative Services
FISCAL YEAR 2026-27

MAINTENANCE AND SUPPORT DETAIL
Administrative Services | D-6
Position Classification
Account Clerk II 2.0 2.0 2.0
Account Technician 2.0 2.0 2.0
Accountant II 3 3.0 3.0 4.0
Accounting Supervisor 1.0 1.0 1.0
Administrative Assistant - Confidential 1 1.0 0.0 0.0
Administrative Analyst I 1 0.0 1.0 1.0
Budget & Purchasing Manager 1.0 1.0 1.0
Business Registration Supervisor 1.0 1.0 1.0
Buyer II 1.0 1.0 1.0
Customer Service Representative (CSR) 4.0 4.0 4.0
Deputy Director of Administrative Services
2 1.0 1.0 0.0
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 1.0 1.0 1.0
Payroll Technician II 2.0 2.0 2.0
Principal Revenue Manager
3 0.0 0.0 1.0
Revenue Operations Manager 1.0 1.0 1.0
Senior Budget Analyst 1.0 1.0 1.0
Purchasing Supervisor 1.0 1.0 1.0
Sr. Customer Service Representative 3.0 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 31.0 31.0 32.0
Nonregular Employees - Hours
Total Nonregular Hours 1,057 1,057 1,057
Unfunded Positions 1.0
Deputy Director of Administrative Services
2 1.0
Notes:
(1) ASD overfilled Administrative Assistant-Confidential with Administrative Analyst I in FY 2025-26 Adopted Budget. (2) ASD to unfund Deputy Director of Administrative Services in FY 2026-27 Proposed Budget (3) ASD to add 1.0 FTE Principal Revenue Manager and 1.0 FTE Accountant II in FY 2026-27 Proposed Budget to improve financial controls.

Administrative Services | D-7

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
Administrative Services
2024-25
Budgeted
2025-26
Budgeted
2026-27
Proposed
FISCAL YEAR 2026-27

HUMAN RESOURCES

Human Resources
Human Resources and Risk Management
FISCAL YEAR 2026-27

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, benefi ts administration, workers' compensati on, 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 668 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 St ate 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 program s and implementation of legally mandated leave programs
- Workers’ Compensation: Responsible for the self-insured workers' compensation program. 0 2
4 6
8 10
12 2024-25
Adopted
2025-26
Adopted
2026-27
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
Director of Human Resources
Risk Management - Workers'
Compensation
Employee Group
Insurance
Personnel
Services Risk Management - Liability
E-1
Personnel Services
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• Maintain a comprehensive Citywide classification and compensation system. •
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Risk Management - Liability
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•
•
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• Explore allocation budget modules through actuarial data.

Risk Management - Workers' Compensation
•
•
•
• Explore alternate risk pool options to ensure best available coverages and costing.

Employee Group Insurance
•
• Limit annual premium increases to 10% through competitive bidding and plan redesign. •
• Review plan offerings annually to ensure alignment with employee needs. •
•
• Offer educational sessions on topics such as retirement savings plans, Medicare, preventive care and mental health benefits.

Foster a positive work environment that promotes employee satisfaction and retention.

Assess and implement approved department reorganizations by providing classification and compensation review and analysis.

Ensure compliance with labor laws and coordinate legally mandated training.

Administer the employee recognition program acknowledging the City's appreciation of its workforce and to drive employee engagement.

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

Monitor CalPERS and OPEB Actuarial reports and collaborate with ASD to implement annual rate changes and completion of the GASB 75.

Maintain compliance with applicable laws including: Affordable Care Act, COBRA and HIPPA.

Human Resources | E-2
Human Resources and Risk Management
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Facilitate the City's ability to attract and hire a diverse and talented workforce.

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 Third-Party Administrators, City Attorney, City Manager and City Council regarding defense/settlement strategy.

Administer the City's Workers' Compensation program and provide employees with a comprehensive industrial safety 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' Compensation renewal to ensure best available coverages and costing.

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

Provide sustainable, competitive insurance benefits while controlling long-term costs.

Negotiate multi-year rate agreements with providers where feasible to reduce costs.

Provide Citywide training and development programs that support employee growth and engagement. •
•
•
• Streamline FMLA administration while maintaining confidentiality. • Ensure employees understand their leave rights.
• Implement a new Benefits Administration program to achieve 100% electronic enrollment and to minimize enrollment errors.
• Continue to promote healthy lifestyles and wellness activities to improve employee well being.

Personnel Services
•
• Resumed attending local and specialized job fairs in support of the City's efforts to attract a diverse and talented workforce.
• Anticipate processing over 7000 applications by the end of the FY. •
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•
•
Continue implementing the Employee Recognition Program. • Sponsored 9 employees in the CSUF Leadership Development for Public Agencies.

Risk Management - Liability and Workers Compensation
•
•
•
•
Anticipate processing approximately 160 general liability claims by the end of the FY. • Achieved a greater purchasing power through our risk pooling program. •
Maintain compliance with federal and state FMLA regulations.

Plan and coordinate the annual open enrollment period and employee health fair, providing employees with direct access to benefits vendors, wellness screenings, and educational resources.

FY 2026-27 Department Goals & Initiatives (Continued)
Human Resources and Risk Management
FISCAL YEAR 2026-27
Align group insurance programs with wellness initiatives to reduce claims and improve health outcomes.

Human Resources | E-3
FY 2025-26 Department Accomplishments
Completed over 50 recruitments to fill key department-wide staffing needs.

Processed all Personnel Action Forms and updates to Human Resources Information System (HRIS) which facilitates payroll.

Administer and coordinate with Administrative Services Department implementation of all salary and benefit changes agreed to in the various multi-year agreements with labor groups.

Coordinate labor relations meetings with bargaining groups and administer Memorandum of Agreements to include clarifying contract interpretation issues.

Collaborated with departments in providing employee development and training opportunities such as mentoring and coaching.

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

Completed liability insurance reviews of all City vendor contracts.

Anticipate processing and reviewing approximately 600 certificates of insurance for all city vendors.

Implementation of automated COI software, reducing staff review hours and turnaround time.

Employee Benefits
•
•
• Plan design enhancements made to dental and vision plans. • Basic Life Insurance and LTD, EAP and FSA and COBRA administration renewed at 0% increases.
•
•
•
•
• Completed required ACA filings and reporting on time. •
•
Human Resources | E-4
FISCAL YEAR 2026-27
Since 2020, the City’s medical renewals have averaged just under 5%. Marketplace trend during this period was about 7%-12%.

FY 2025-26 Department Accomplishments
Cigna medical renewed at a 4% increase and Kaiser renewed at a decrease of 1.63%.

Partnered with carriers during the health fair to implement wellness initiatives. Vendors offered health screening and health risk assessments. Approximately 250 employees participated in the health fair.

Successfully procured and engaged a new fiduciary consultant for the 457 deferred compensation plan, reducing plan fees, increasing fee transparency for participants, and strengthening the investment menu with diversified, performance-aligned options.
100 employees received the flu shot during the annual health fair.

Coordinated with Fire Department regarding Emergency Preparedness Lunch and Learns Series. Over 100 employees participated.
150 employees participated in the 6-week 10K walking challenge. Participants logged a total of 24, 227,454 steps.

Promoted preventive health and wellbeing throughout the year i.e. monthly wellness walks, painting classes, ukelele classes, line dancing and yoga.

Human Resources and Risk Management

Budgeted FTE Positions 11.00 11.00 11.00 10.00
Nonregular Hours 0000
Salaries & Benefits 1,136,618 1,676,381 1,676,381 1,595,905 Maintenance & Support 23,437,514 22,094,743 22,094,743 26,291,541 Capital Outlay - - - - Subtotal $24,574,132 $23,771,124 $23,771,124 $27,887,446 Less Allocations (22,130,642) (23,090,906) (23,090,906) (24,542,581) Total Operating Budget $2,443,491 $680,218 $680,218 $3,344,865

Fund No. and Title
10 - General 666,723 680,218 680,218 603,548 62 - Liability Insurance 12,140,549 10,750,000 10,750,000 13,201,454 65 - Workers' Compensation 4,111,904 3,564,255 3,564,255 4,846,835 66 - Group Insurance 7,653,967 8,776,651 8,776,651 9,235,609 89 - Successor Agency 989.71 - - -

Subtotal $24,574,132 $23,771,124 $23,771,124 $27,887,446 Less Allocations:
62 - Liability Insurance (11,632,927) (10,750,000) (10,750,000) (11,099,999) 65 - Workers' Compensation (2,426,498) (3,564,255) (3,564,255) (4,208,961) 66 - Group Insurance (8,071,217) (8,776,651) (8,776,651) (9,233,621) Total Allocations (22,130,642) (23,090,906) (23,090,906) (24,542,581) Total Operating Budget $2,443,491 $680,218 $680,218 $3,344,865 2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Human Resources | E-5
Human Resources & Risk Management

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
Salaries &
Benefits
6%
Maintenance &
Support
94%
Operating Budget by Category
Liability
Insurance
48%
Workers'
Compensation
18%
Group
Insurance
34%
Successor
Agency
0%
Department Fund Analysis
Expenditure Category FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 145,650 175,150 Materials & Supplies 26,850 26,900 Utilities - -
Maintenance, Repairs, Rentals 35,650 35,600 Professional & Contractual 2,253,218 2,376,346 Internal Service Funds Allocation 326,751 316,575 Miscellaneous Expenses 547,869 547,869 Insurance 18,758,755 22,813,101
Grand Total $22,094,743 $26,291,541
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Insurance: The costs the City pays to provide health, dental, vision, life and other insurance benefits to eligible employees and retirees. This category also includes unemployment costs, insurance claims and other related obligations.

Maintenance, Repairs, Rental
s : The costs of maintaining or repairing City facilities, parks, equipment and keeping operations safe, clean and functional. Includes landscaping equipment, small hand tools, Police radios and dispatch equipment, cameras, etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Human Resources | E -6
Human Resources
FISCAL YEAR 2026-27

MAINTENANCE AND SUPPORT DETAIL
Position Classification Regular Employees - Full-Time Equivalent Positions Adminstrative Assistant-Confidential 3 1.0 1.0 0.0
Clerical Assistant III 1.0 1.0 1.0
Director of Human Resources 2 1.0 1.0 0.0
Deputy Director of Human Resources 2 0.0 0.0 1.0
HR/Risk Management Analyst II 3.0 3.0 4.0
Human Resources Manager 1 0.0 0.0 1.0
Human Resources Manager I 1 1.0 1.0 0.0
Human Resources Manager II 1 1.0 1.0 0.0
Human Resources Technician II 2.0 2.0 2.0
Senior HR/Risk Management Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 11.0 11.0 10.0
Total Nonregular Hours 0 0 0
Unfunded Positions 1.0
Administrative Assistant - Confidential 3 1.0
1 Human Resources Manager I / II will be combined to Human Resources Manager in FY 2026-27 Proposed Budget. 2 Director of Human Resources to be re-classified to Deputy Director of Human Resources in FY 2026-27 Proposed Budget. 3 Human Resources to unfund 1.0 FTE Administrative Assistant - Confidential in FY 2026-27 Proposed Budget.

Nonregular Employees - Hours
Human Resources | E-7
Human Resources & Risk Management

DEPARTMENT PERSONNEL SUMMARY
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Adopted
2024-25
Adopted

FIRE DEPARTMENT

Fire Department
Fire Department
FISCAL YEAR 2026-27

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Fullerton Fire Department is an all-hazard emergency response agency committed to protecting life, property, and the environment through emergency response, risk reduction, and public education. Operating from six strategically located fire stations, the Department’s sworn personnel provide B asic and Advanced Life Support (BLS/ALS) medical care and respond to a wide range of emergencies, including structure and wildland fires, traffic collisions, hazardous materials incidents, and technical rescues. In addition to emergency response, the Department protects the community through fire prevention inspections, code enforcement, and community outreach programs that promote fire safety and disaster preparedness citywide. The Department remains committed to maintaining rapid response times while responding to more than 16,500 emergency incidents annually.
40 50
60 70
80 90
100
2024-25
Budgeted
2025-26
Adopted
2026-27
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
$40,000,000
$45,000,000
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
F-1

Fire Administration
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Fire Suppression
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•
•
•
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•
Fire Emergency Medical Services
•
•
•
•
•
Fire Department | F-2
Manage the outfitting, radio integration, and service deployment of the new Quint and Type I Engine.

Coordinate the administrative rollout of the Fire Cadet program to establish a robust, locally managed recruitment pipeline and
youth mentorship initiative.

Deliver ongoing training and mentorship to ensure firefighter safety, focusing on modern fire behavior, technical rescue, and multi-agency response strategies.

Fire Logistics
Utilize CAD and RMS data to monitor response times against NFPA 1710 standards, identifying deployment optimizations to maintain service levels as the city grows.

Utilize direct oversight of the new in-house transport program to streamline patient care from initial 9-1-1 contact through hospital delivery, ensuring the fastest possible response times and highest quality of compassionate care.

Seamlessly integrate seven (7) custom ambulances into the transport fleet, decommissioning interim apparatus and finalizing the Department’s permanent EMS infrastructure.

Successfully procure and integrate the new municipal fire hose inventory, ensuring front-line apparatus remain fully equipped and operationally ready.

Deploy the newly graduated Paramedics to successfully stabilize the Department’s Advanced Life Support (ALS) medic unit deployment model.

Successfully integrate Firefighter Academy graduates into daily operations to stabilize minimum staffing levels and significantly reduce mandatory overtime.

Fire Department
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Administer the FEMA SAFER and AFG grants, ensuring strict financial compliance and the successful integration of 12 new Firefighter positions into the department’s long-term staffing plan.

Evaluate and update the Paramedic Subscription Program and the Master Fee and Permit Schedule to ensure alignment with current service costs and community needs.

Monitor the operational and financial performance of the City-operated ambulance program; analyze cost recovery data and optimize scheduling for the new Ambulance Operator classification.

Implement a comprehensive Firefighter Health and Wellness program utilizing recently secured grant funding to ensure the long-term physical and mental well-being of personnel.

Expand the Teen CERT and LISTOS programs into underserved neighborhoods and increase overall CERT membership through a Department Open House and targeted public education events.

Establish formal regional partnerships to secure supplementary ambulance capacity and ensure uninterrupted EMS transport during periods of high call volume.

Drive the department's digital transformation initiative by updating fullertonfire.org infrastructure and transitioning paper- dependent administrative processes into secure, streamlined digital workflows Cultivate the newly created Ambulance Operator classification as an internal recruitment pipeline, establishing clear promotional pathways and training opportunities to prepare operators for future sworn Firefighter vacancies.

Enhance pre-incident planning for high-risk and commercial occupancies throughout the City to improve firefighter safety and tactical effectiveness during emergency responses.
• Develop a long-term strategic replacement plan for the Department’s vehicle fleet and heavy apparatus to align with NFPA standards and reduce ongoing maintenance costs. • Update IT infrastructure across all six fire stations to secure network vulnerabilities, stabilize the emergency communications platform, and integrate with modern public safety technologies. • Implement an independent fleet maintenance program for the seven new ambulance units to minimize out-of-service time and ensure maximum operational readiness for the transport program. •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
FY 2026-27 Department Goals & Initiatives (cont.)
Secured City Council approval to adopt and implement the newly updated CAL FIRE Fire Hazard Severity Zone (FHSZ) designations within the City.

Procured a new Mobile Command Vehicle for the City of Fullerton, significantly enhancing field command capabilities, interagency coordination, and large-scale incident management.

Continued strong partnerships with NGO and community organizations to support the Spark of Love Holiday Toy Drive, with a special emphasis on populations often underserved during the holidays.

Achieved 4,488 direct community impressions across CERT, LISTOS, Prepare with Pedro, Stop the Bleed, CPR education, and Seniors Fight Back.

Completed the comprehensive digitization of legacy Fire Prevention records, successfully transitioning the division toward paperless workflows.

Executed an interagency agreement with Cal OES for the temporary transfer of a Type I Fire Engine, enhancing local response capabilities and regional mutual aid readiness.

Migrated the department’s scheduling and staffing program to a secure, cloud-based platform to enhance operational reliability and administrative efficiency.

Solicited and awarded a Request for Proposals (RFP) for a new Local Hazard Mitigation Plan (LHMP), paving the way for City Council adoption utilizing secured Hazard Mitigation Grant Program funds.

Successfully completed the kitchen remodel project at Fire Station 1, modernizing essential living quarters and improving daily operational conditions for department personnel.

Conducted processes resulting in the promotion of two Fire Engineers to Fire Captain and two Firefighters to Fire Engineer.

Initiated participation in the CalOptima Voluntary Rate Range Program (VRRP) Intergovernmental Transfer (IGT) to maximize cost recovery for Emergency Medical Services (EMS).

Secured $250,000 in federal Community Project Funding through Representative Correa, in partnership with the City Manager's Office, to support comprehensive fire station rehabilitations.

Modernized the Paramedic Subscription Program by developing a ground-up online enrollment platform and digitizing public lookup and billing tools.

Restructured the "Utility Worker" classification into two specialized roles: Fire Support Aide (Fire Operations) and Fire Support Aide (Fire Prevention) in conjunction with HR, successfully establishing a developmental pipeline for the Prevention division.

FY 2025-26 Department Accomplishments
Successfully applied for and was awarded the Staffing for Adequate Fire and Emergency Response (SAFER) grant and the Assistance to Firefighters Grant (AFG) to support critical staffing and equipment needs.

Successfully implemented the new City-operated ambulance transport program, which included recruiting and hiring 32 Ambulance Operators and taking delivery of seven new, fully equipped ambulance units.

Significantly enhanced citywide emergency response capabilities by reinstating the Fire Station 6 Engine Company and returning the Truck to Fire Station 1, utilizing secured SAFER grant funding.

Recruited and hired 17 new Firefighters to fill vacancies and support restored apparatus deployment.

Fire Department | F-3
Fire Department
FISCAL YEAR 2026-27

Budgeted FTE Positions 88.0 88.0 88.0 100.0
Nonregular Hours 1,040 520 520 61,672
Salaries & Benefits $26,726,586 $25,980,917 $25,980,917 $31,967,696 Maintenance & Support 9,769,231 11,764,901 11,764,901 8,802,272 Capital Outlay 1,603,450 103,000 103,000 103,000
Subtotal 38,099,267 37,848,818 37,848,818 40,872,968 Less Allocations
Total Operating Budget $38,099,267 $37,848,818 $37,848,818 $40,872,968

Fund No. and Title
10 - General $38,074,891 $37,848,818 $37,848,818 $39,135,424 32 - Grants 24,376 - - 1,737,544 74 - Capital Projects - - - - Total Operating Budget $38,099,267 $37,848,818 $37,848,818 $40,872,968 Fire Department | F-4
Fire Department

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2025-26
Proposed
Salaries &
Benefits
78% Maintenance
& Support
22%
Capital
Outlay
0%
Operating Budget by Category
General
Fund
96%
32 - Grants
4%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 240,325 347,713 Materials & Supplies 439,980 692,205 Utilities 126,000 126,000
Maintenance, Repairs, Rentals 346,412 346,412 Professional & Contractual 6,089,490 2,494,050 Internal Service Funds Allocation 3,226,361 3,143,295 Miscellaneous Expenses 1,296,332 1,652,597 Grand Total $11,764,900 $8,802,272
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Maintenance, Repairs, Rentals : The costs of maintaining or repairing City facilities, parks, equipment and keeping operations safe,clean and functional. Includes landscaping equipment, small hand tools, Police radios and dispatch equipment, cameras, etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

MAINTENANCE AND SUPPORT DETAIL
Fire Department | F -5
FISCAL YEAR 2026-27
Fire Department

Position Classification
Administrative Assistant I 1.0 1.0 1.0
Assistant Fire Marshal/Fire Plans Examiner 1.0 1.0 1.0
Customer Service Representative 1.0 1.0 1.0
Deputy Chief-Administration/Fire Marshal
2 1.0 1.0 0.0
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
3 18.0 18.0 21.0
Fire Chief 1.0 1.0 1.0
Fire Engineer 3 18.0 18.0 21.0
Fire Prevention Specialist I 1 2.0 2.0 3.0
Fire Prevention Specialist II 1.0 1.0 1.0
Firefighter 3 36.0 36.0 42.0
Senior Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 88.0 88.0 100.0
Nonregular Employees - Hours
Total Nonregular Hours 1,040 520 61,672
Unfunded Positions 1.0
Deputy Chief-Administration/Fire Marshal 2 1.0
1 Fire Department to add 1 FTE Fire Prevention Specialist in FY 2026-27 Proposed Budget. 2 Fire Department to unfund 1 FTE Deputy Chief-Administration/Fire Marshal in FY 2026-27 Proposed Budget. 3 Fire Department added 12 FTE positions during FY 2025-26 through the SAFER Grant.

Fire Department | F-6
Fire Department
FISCAL YEAR 2026-27
Regular Employees - Full-Time Equivalent Positions
2026-27
Proposed
2024-25
Budgeted
2025-26
Adopted

DEPARTMENT PERSONNEL SUMMARY

POLICE DEPARTMENT
Police De partment

Police Department
FISCAL YEAR 2026-27

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 live s 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.

The Police Department is led by the Chief of Police, supported by Administration and Internal Affairs, and is organized into tw o divisions headed by Captains: Operations and Support Services. The Operations Division oversees Patrol, Traffic, Jail, Communications/Dispatch, ECHO, the Homeless Liaison Team, North County SWAT, K9, and Fleet Management. The Support Services Division manages investigations, specialized enforcement units, Personnel and Training, Community Services, Technical Services/Records, Property, and the Range. The Department is staffed by sworn officers, civilian employees, and numerous part-time staff and volunteers who support its operations. 100
125
150
175
200
225
2024-25
Budgeted
2025-26
Budgeted
2026-27
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
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
G-1

OPERATIONS DIVISION INTERNAL ADMINISTRATIVE

ASSISTANT II

SR ADMIN

ANALYST

SUPPORT SERVICES DIVISION CAPTAIN

CHIEF OF POLICE

CHIEF'S ADVISORY

PUBLIC INFO SPECIALIST

INVESTIGATIONS

CRIMES PROPERTY

TECHNICAL

CRIMES PERSONS

POLICE INVESTIGATIVE
RANGE

PERSONNEL &

TRAINING

PROPERTY &

PERMIT COMPLIANCE

PERMITTINGSCHOOL LIAISON OFFICER

EXPLORERS
RSVP'S

CHAPLAINS

SCHOOL RESOURCE OFFICERS

COMMUNITY SERVICES BUREAU
PSRS

HOPE CENTER
CADETS

CRIME SCENE

NORTH COUNTY SWAT

PATROL BUREAU

WATCH COMMANDERS

RESERVES

PATROL PSRS
ECHO
K-9

TRAFFIC BUREAU

PATROL HOMELESS

UAS TEAM
Jail - Allied Universal

COMMUNICATIONS

STATUTORY
SP+ PARKING

ENFORCEMENT
PSRS

MOUNTED UNIT
Jail - G4S

BEHAVIORAL HEALTH

PUBLIC INFO OFFCICER
Patrol & Investigations
•
•
•
•
Community Services
•
•
•
•
•
Technical Services (Records)
•
• Process warrants, arrest documents and dispositions, crim inal citations for court, bonds, and public records requests. •
Dispatch
•
• Maintain an average of two minutes or less from receipt to dispatching (queue time) Priority One calls. (Life threatening or crimes in progress)
Provide crime and traffic report releases for citizens, outside agencies, law firms, and insurance agencies Implement online reporting for citizens.

Maintain our CA State standard of answering 95% of our 9-1-1 calls in less than 15 seconds, with our department goal of answering 95% of our 9-1-1 calls in less than 10 seconds.

Police Department | G-2
Continue investigations of crimes against persons and property.

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

Contract with the Fullerton School District to provide 1 School Liaison Officer for the elementary and middle school campuses.

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

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 2 car seat installation check events per year, plus appointments on individual basis.

Police Department
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Conduct Community Enhancement Patrols for homelessness outreach and zero tolerance patrol checks of city parks to ensure safety for community members.

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.

Collaborate with the Orange County Regional Real-Time Crime Center by providing an FPD Police Investigative Technician.
• Provided law enforcement services to City of Fullerton by answering 911 calls and responding to emergencies, traffic collisions and crimes. In 2025, Fullerton Police Department responded to 82,788 calls for service and made 6,001 arrests. •
•
•
•
•
parks to ensure safety for community members.
• Contracted with the Fullerton Joint Union High School Distri ct to provide 3 School Resource Officers and Fullerton School District for 1 School Liaison Officer.

Conducted Community Enhancement Patrols for homelessness outreach and zero tolerance patrol checks of city parks Police Department | G-3
FISCAL YEAR 2026-27
FY 2025-26 Department Accomplishments
Provided crime and traffic report releases for citizens, outside agencies, law firms, and insurance agencies.

Police Department employees completed 224 classes totaling 4,216 hours of training in 2025.

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

Investigations of crimes against persons and property, 1,938 cases closed out in 2025.

Police Department
Police Department

Budgeted FTE Positions 197.0 196.0 196.0 190.0
Nonregular Hours 30,000 20,000 20,000 0
Salaries & Benefits 49,366,795 48,221,357 48,221,357 52,244,985 Maintenance & Support 21,345,857 17,088,984 17,088,984 17,344,960 Capital Outlay 187,670 250,000 250,000 300,000 Subtotal $70,900,322 65,560,341$ 65,560,341 $ 69,889,945 $ Less Allocations - - - Total Operating Budget $70,900,322 $65,560,341 $65,560,341 $69,889,945

Fund No. and Title
10 - General 68,771,961 63,994,648 63,994,648 68,104,252 27- FTV Cable PEG Acess Fund 307 - - - 32 - Grants 1,213,236 947,740 947,740 947,740 33 - Supplemental Law Enforcement Services 426,964 211,054 211,054 211,054 34 - Asset Seizure 487,854 406,899 406,899 626,899 Subtotal $70,900,322 $65,560,341 $65,560,341 $69,889,945 Total Operating Budget $70, 900,322 $65,560,341 $65,560,341 $69,889,945 Police Department | G-4
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
Salaries &
Benefits
75%
Maintenance &
Support
25%
Capital
Outlay
0%
Operating Budget by Category
General Fund
98%
Grants
1%
Special
Revenue
Funds
1%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 383,569 441,366 Materials & Supplies 472,333 442,198 Utilities 210,596 210,596
Maintenance, Repairs, Rentals 284,030 490,843 Professional & Contractual 4,396,340 4,089,644 Internal Service Funds Allocation 11,124,667 11,452,864 Miscellaneous Expenses 217,449 217,449 Grand Total $17,088,984 $17,344,960
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Police Department
FISCAL YEAR 2026-27

MAINTENANCE AND SUPPORT DETAIL
Police Department | G -5
Position Classification
Administrative Analyst I 3 0.0 0.0 1.0
Administrative Assistant II 1.0 1.0 1.0
Chief of Police 1.0 1.0 1.0
Forensic Specialist II 5.0 5.0 5.0
Forensic Supervisor 1.0 1.0 1.0
Lead Police Dispatcher 4.0 4.0 4.0
Mechanic II 1.0 1.0 1.0
Police Behavioral Health Clinician II 2.0 2.0 2.0
Police Captain 2.0 2.0 2.0
Police Communications Supervisor 1.0 1.0 1.0
Police Corporal
5 38.0 37.0 36.0
Police Dispatcher 10.0 10.0 10.0
Police Investigative Technician 2.0 2.0 2.0
Police Lieutenant 6 7.0 7.0 6.0
Police Officer 7 63.0 63.0 59.0
Police Records Clerk 8 12.0 10.0 9.0
Police Records Shift Leader 1 1.0 2.0 2.0
Police Records Specialist 4.0 4.0 4.0
Police Records Supervisor 1.0 1.0 1.0
Police Sergeant 2 21.0 22.0 22.0
Police Services Representative I 9 14.0 14.0 13.0
Police Services Representative II 3.0 3.0 3.0
Police Technical Services Manager 1.0 1.0 1.0
Property and Evidence Superisor
4 0.0 0.0 1.0
Public Information Specialist 1.0 1.0 1.0
Sr. Administrative Analyst 1.0 1.0 1.0

Total Budgeted FTE Positions 197.0 196.0 190.0
Total Nonregular Hours 30,000 20,000 0
Police Department
FISCAL YEAR 2026-27

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
2026-27
Proposed
2025-26
Budgeted
2024-25
Budgeted
Police Department | G-6
Nonregular Employees - Hours
Unfunded Positions 8.0
Police Corporal 5 1.0
Police Lieutenant 6 1.0
Police Officer 7 4.0
Police Records Clerk 8 1.0
Police Services Representative I 9 1.0
(1) In FY 24-25, 2.0 FTE Police Records Clerk positions were deleted and 1.0 FTE Police Records Shift Leader position was added and approved by City Council.
(2) In FY 24-25, 1.0 FTE Police Sergeant was added and 1.0 FTE Police Corporal was deleted and approved by City Council. (3) Police Department to add 1 FTE Administrative Analyst I in FY 2026-27 Proposed Budget. (4) Police Department to add 1 FTE Property and Evidence Suprvisor in FY 2026-27 Proposed Budget. (5) Police Department to unfund 1 FTE Police Corporal in FY 2026-27 Proposed Budget. (6) Police Department to unfund 1 FTE Police Lieutenant in FY 2026-27 Proposed Budget. (7) Police Department to unfund 4 FTE Police Officers in FY 2026-27 Proposed Budget. (8) Police Department to unfund 1 FTE Police Records Clerk in FY 2026-27 Proposed Budget.

Police Department | G-7
Police Department
FISCAL YEAR 2026-27

DEPARTMENT PERSONNEL SUMMARY

COMMUNITY &

ECONOMIC

DEVELOPMENT

Community & Economic Development
Community & Economic Development
FISCAL YEAR 2026-27

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 2024-25
Budgeted
2025-26
Adopted
2026-27
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$2,500,000
$5,000,000
$7,500,000
$10,000,000
$12,500,000
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
Director of
Community and Economic
Development
Housing & Neighborhood
ServicesCode EnforcementBuilding & Safety Planning
Economic Development
H-1
Administration
Economic Development & Administration Division
•
•
•
•
Implement programs and initiatives that drive business expansion, attraction, and retention. • Streamline permitting processes to improve efficiency and reduce turnaround times for businesses. • Continue to highlight key opportunities to bring high-quality retail, commercial, and mixed-use developments. • Invest in pedestrian-friendly improvements, public spaces, and transit to create a thriving downtown.

Planning Division
•
• Enhance efficiency in the permit review process to reduce timelines and improve customer service. • Establish Architectural Development Standards
•
• Improve coordination with other city departments to streamline project approvals and foster a more efficient planning process.

Housing Division
•
•
•
•
• Promote Affordable Housing Development and Permanent Supportive Housing Opportunities. • Create Opportunities to Support Homeless Initiatives and Emergency Housing Placements.

Code Enforcement
•
•
• Adopt Code Enforcement Safety & Guiding Principles in Conformance with SB296 • Continue Special Enforcement Programs: Downtown, Cannabis, CDBG Building & Safety
•
•
•
• Implement Electronic Plan Review for Improved Accessibility and Transparency. • Invest in In-House and State Training Programs to Enhance Code Compliance Knowledge .
• Involve building plan checkers and inspectors in the local ICC chapter to stay current with state laws and promot e uniform code enforcement
• Enhance inspection service and quality through the integration of drone technology . • Host ADA Workshops to help local businesses understand State and Federal compliance .

Provide Customer Service Training for Effective Communication.

Increase Staff Training and Encourage ICC Certification.

Community & Economic Development | H-2
Continue to Collaborate with Nonprofits to Provide Assistance to Underserved Communities.

Implement the HOME ARP Request for Proposal Process to Support Eligible Activities and Projects Establish as enhanced Ener Gov Case Management system to track violations, inspections and follow-ups.

Update policies and procedures to comply with AB548 for inspection fo Substandard Apartment Buildings.

Optimize E-Review & BlueBeam Studio Workflow Process Citywide Plan Checks.

Strengthen relationships with businesses, residents, and local organizations through inclusive outreach and events.

Increase public participation in planning processes through outreach and interactive platforms to ensure inclusive decision- making.

Implement policies from the Housing Element to meet housing goals and support affordable housing development.

Develop and Improve Viable Living Conditions and Prevent Urban Blight in Disadvantaged Communities.

Expand Economic Opportunities for Low- to- Moderate Income Individuals.

Community & Economic Development
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Leverage surplus land in downtown to foster economic growth through mixed-use, retail, and community development proje Execute Successor Agency Obligations and Long-Term Covenants •
•
•
• 1600 W. Commonwealth Affordable Housing Project Approved With Affordable Housing Requirements In Place. • 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. • Attracted new investment and stimulated economic growth within the community. • 100% digital services implemented, improving customer service and reducing permit times. • Featured in the OC Business Journal for highlighting investment opportunities in Fullerton. • Submitted the 6th Cycle Housing Element to the California Department of Housing and Community Development (HCD).
•
• FY 2025-2029 Consolidated Plan was approved by HUD
• Tenant Based Rental Assistance (TBRA) assisted over 20 families living in mobile home parks.. • Pointe Common Apartments, a 64 affordable housing development leased up in April 2026 • Old Spaghetti Factory Lease Renewal
• Completion of New Billbord Development Agreement
• Launched Downtown Merchants Shop Local program with Yiftee •
•
•
•
• Completed the Open Space and Conservation Element as well as the Safety Element within the Fullerton Plan. • Conducted community workshop and completed the draft of the city's first Environmental Justice Element. • Developed pre-approved Accessory Dwelling Unit plans, pending release to the general public. • Processed 26 Zoning Administrator planning actions and 93 Director Determination planning actions • Hosted and conducted a community meeting regarding development of housing on religious sites via SB-4 •
• Assisted over 2,500 planning customers via the planning counter, telephones, emails, or via on-line services • Provided planning education and experience to three interns (Troy High School, Cal Poly Pomona, and UCI) Engaged more than 60 national and regional retail, dining, and service brands in active recruitment outreach, including Trader Joe's, In-N-Out Burger, TJX Brands, Darden Restaurants, and Marriott.

Community & Economic Development | H-3
Community & Economic Development
FISCAL YEAR 2026-27
FY 2025-26 Department Accomplishments
Awarded and completed $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 exceeding $100M
Resolved and closed 1,095 code enforcement cases & closed approximately 30 unpermitted Short Term Rentals.

Over 981 Fullerton residents were assisted by non profit organizations from Community Development Block Grant funding .

Awarded $300,000 REAP 2.0 grant from SCAG to prepare conceptual residential development plans for downtown Fullerton
On-boarded three new Planning Commissioners and conducted four development classes for educating the Planning Commission
Hosted 5 business outreach events 3 with the Small Business Development Center (SBDC) 2 with Realty Investment Association of California ( RIAOC) and 1 with Society of Industry and Office Realators (SIOR) Represented the City of Fullerton at six major national trade shows (ICSC Las Vegas '25 & '26, ICSC Western '25 & '26, ACRE Developer Showcase, Retail Forward: Long Beach), building relationships with national retailers, brokers, and developers.

Budgeted FTE Positions 35.5 37.0 37.0 33.0
Nonregular Hours 1,040 1,040 0 0
Salaries & Benefits 4,206,095 5,334,811 5,334,811 5,015,311 Maintenance & Support 5,600,588 5,272,985 5,272,985 5,541,158 Capital Outlay - - - - Subtotal 9,806,683 10,607,796 10,607,796 10,556,469 Less Allocations - - - - Total Operating Budget $9,806, 683 $10,607,796 $10,607,796 $10,556,469

Fund No. and Title

10 - General 6,295,245 7,392,771 7,392,771 7,495,067 22 - Air Quality Improvement - - - 26 - Housing 408,771 741,839 741,839 570,297 28 - SB2/PLHA 1,718,032 604,410 604,410 604,410 32 - Grants (HUD Home Program) 229,264 461,693 461,693 475,838 35 - Community Development Block Grant 1,140,990 1,407,083 1,407,083 1,410,857 80 - Low/Mod Housing - - - - 89 - Successor Agency 14,380 - - - Total Operating Budget $9, 806,683 $10,607,796 $10,607,796 $10,556,469 2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Community & Economic Development | H-4
Community & Economic Development

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
Salaries &
Benefits
48%
Maintenance &
Support
52%
Operating Budget by Category
General
Fund 71%
Housing
Fund
5%
Grants Fund
5%
Community
Development
Block Grant
13%
Department Fund Analysis
Salaries &
Benefits
48%
Maintenance &
Support
52%
Operating Budget by Category
General Fund
71%
Housing
Fund
5%
Grants Fund
5%
Community
Development
Block Grant
13%
Successor
Agency 1%
Department Fund Analysis
SB2/PLHA
11%
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 46,462 61,462 Materials & Supplies 112,083 110,400 Utilities 1,900 1,900
Maintenance, Repairs, Rentals 2,000 2,000 Professional & Contractual 3,329,838 3,152,645 Internal Service Funds Allocation 1,481,192 1,328,241 Miscellaneous Expenses 299,510 884,510 Grand Total $5,272,985 $5,541,158
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

MAINTENANCE AND SUPPORT DETAIL
Community & Economic Development | H-5
FISCAL YEAR 2026-27
Community & Economic Development

Position Classification
Administrative Assistant I 4

1.5 2.0 2.0
Administrative Analyst II 8

1.0 1.0 2.0
Associate Plan Check Engineer 1.0 1.0 1.0
Associate Planner 5

3.0 3.0 2.0
Building & Safety Manager 1.0 1.0 1.0
Building Inspector II 3

2.0 1.0 1.0
Building Inspector III 3

1.0 2.0 2.0
Building Permit Supervisor 1.0 1.0 1.0
Clerical Assistant III 0.0 0.0 0.0
Code Enforcement Supervisor 1.0 1.0 1.0
Code Enforcement Officer 5.0 5.0 5.0
Director of Community & Economic Development 1.0 1.0 1.0 Economic Development Manager/Principal Planner 1.0 0.0 0.0 Economic Development Manager 0.0 1.0 1.0
Housing Manager 1.0 1.0 1.0
Housing Programs Assistant 0.0 0.0 0.0
Community Outreach Specialist
1 0.0 1.0 1.0
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 1.0 1.0 1.0
Senior Administrative Analyst 8

1.0 1.0 0.0
Senior Building Inspector 2.0 2.0 2.0
Senior Planner 2.0 2.0 2.0
Total Budgeted FTE Positions 35.5 37.0 33.0

Nonregular Employees - Hours
Total Nonregular Hours 1,040 0 0
Community & Economic Development | H-6
Community & Economic Development
FISCAL YEAR 2026-27
Regular Employees - Full-Time Equivalent Positions
2026-27
Proposed
2025-26
Adopted
2024-25
Budgeted

DEPARTMENT PERSONNEL SUMMARY
Unfunded Positions 4.0
Associate Planner 5 1.0
Code Enforcement Manager 6 1.0
Economic Devlopment Project Manager 7 1.0
Senior Permit Technician 9 1.0
Notes:
(1) In FY 24-25, Nonregular Hours were converted to 1 FTE Limtied Term Community Outreach Specialist Position (2) In FY 24-25, the Econ. Manager-Principal Planner was reclassed to Economic Development Manager. (3) In FY 25-26, 1 FTE Building Inspector II was reclassified to 1 FTE Building Inspector III. (4) Administrative Assistant previously shared between PW and CED in FY 2024-25 Adopted Budget, will be fully transferred to CED in FY 2025-26 Proposed Budget
(5) CED to unfund 1 FTE Associate Planner in FY 2026-27 Proposed Budget. (6) CED to unfund 1 FTE Code Enforcement Manager in FY 2026-27 Proposed Budget. (7) CED to unfund 1 FTE Economic Devlopment Project Manager in FY 2026-27 Proposed Budget. (8) CED to underfill Senior Administrative Analyst with Administrative Analyst II in FY 2026-27 Proposed Budget. (9) CED to unfund 1 FTE Senior Permit Technician in FY 2026-27 Proposed Budget.

Community & Economic Development | H-7
Community & Economic Development
FISCAL YEAR 2026-27

DEPARTMENT PERSONNEL SUMMARY

INFORMATION

TECHNOLOGY

10,033,300

Information Technology
Information Technology
FISCAL YEAR 2026-27

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, provides Network Administration and provides Support Services to all departments. Through its 4 divisions of IT Support & Administration, Security, Technology Operations and Application Management, IT oversees: 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
2024-25
Budgeted
2025-26
Adopted
2026-27
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
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
Information Technology
IT Support &
Administration Security Technology Operations Application Management
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• Complete implementation of new server hardware in the City Hall data center. • Enhance, automate, train in Finance Enterprise (ONES) •
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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.

Information Technology
FISCAL YEAR 2026-27
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.

FY 2026-27 Department Goals & Initiatives
Integrated Fullerton PD systems with OC Sheriff’s Department Real-Time Operations Center.

Information Technology | I-2
Replace end-of-life network equipment at the Fire Department.

Optimize operational use of Tyler Technology billing/cashiering/payment products.

Replaced older laptops, desktops, and Police Department MDTs with new models.

Completed a cybersecurity tabletop exercise and network penetration test.

Completed implementation of new phone system City-wide.

Continually improve the City's cybersecurity posture as measured against industry standard models and frameworks.

Create custom consumption reporting within Tyler for Public Works team.

Complete transition from Egnyte to Microsoft OneDrive and SharePoint as our new platforms for file storage, sharing, and collaboration.

FY 2025-26 Department Accomplishments

Budgeted FTE Positions 2.0 1.0 1.0 1.0
Nonregular Hours 0.0 0.0 0.0 0.0
Salaries & Benefits 83,418 173,159 173,159 161,347 Maintenance & Support 9,843,513 8,168,632 8,168,632 9,771,953 Capital Outlay (980,395) 1,092,768 1,092,768 100,000 Subtotal $8,946,536 $9,434,559 $9,434,559 $10,033,300
Less Allocations (9,318,878) (8,775,885) (8,775,885) (8,275,633) Total Operating Budget ($372,342) $658,674 $658,674 $1,757,667

Fund No. and Title
10 - General - - - - 32 - Grants - - - - 68 - Information Technology * 8,946,536 9,434,559 9,434,559 10,033,300 74 - Capital Improvement Fund - - - - Subtotal $8,946,536 $9,434,559 $9,434,559 $10,033,300
Less Allocations:
68 - Information Technology (9,318,878) (8,775,885) (8,775,885) (8,275,633) Total Operating Budget ($372,342) $658,674 $658,674 $1,757,667

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
Information Technology
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
Information Technology | I-3
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Salaries &
Benefits
2%
Maintenance &
Support…
Capital
Outlay
1%
Operating Budget by Category
IT Fund
100%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 2,703 2,703 Materials & Supplies 360,751 397,751 Utilities 787,076 787,076
Maintenance, Repairs, Rentals 2,920,839 3,825,876 Professional & Contractual 3,259,869 3,923,149 Internal Service Funds Allocation 136,954 134,959 Miscellaneous Expenses 700,440 700,440 Grand Total $8,168,632 $9,771,953
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Information Technology
FISCAL YEAR 2026-27

MAINTENANCE AND SUPPORT DETAIL
Information Technology | I-3

Position Classification

Geographic Information Systems Specialist 1.0 1.0 1.0
IS Project/Programmer Manager 1 1.0 0.0 0.0
Total Budgeted FTE Positions 2.0 1.0 1.0
Notes:
(1) 1 vacant FTE IT Systems Manager is removed from FY 25-26 Proposed Budget.

Information Technology | I-4
Information Technology
FISCAL YEAR 2026-27
2024-25
Budgeted
2025-26
Adopted
2026-27
Proposed

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions

PUBLIC WORKS

Public Works
Public Works
FISCAL YEAR 2026-27

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.

Administration also oversees various Environmental Programs.

Engineering: This section is responsible for the City’s infrastructure Capital Improvement Program (CIP) project design and construction, water system management, city-wide traffic management, and stormwater 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 facility and staff provide general aviation services in conjunction with commercial aviation operators and fixed-base operators. Airport also leases hangars and tie-down spaces for aircrafts.

Director of
Public Works
40 60
80 100
120
140
160
180
200
220
2024-25
Actual
2025-26
Adopted
2026-27
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
$100,000,000
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
AirportAdministration and
Environmental Services
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 Facilities
Landscape and Trees
City Engineer/Assistant Director of
Public Works
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Public Works
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Develop and monitor the department budget, administer contracts, prepare reports and memos for various items.

Continue the Department's application process for American Public Works Association's Accreditation Program.

Provide direction, management, and support services to the entire Public Works Department.

Provide maintenance and repairs for all City-owned buildings & facilities, and all City-owned electrical equipment. Continue to expand preventative maintenance (PM) programs across City facilities and playgrounds, and prioritize life-safety, ADA, and code-compliance upgrades in aging buildings.

Maintain and repair City-owned streetlights on public streets, address high-voltage series system failures, and implement energy-efficient and sustainable infrastructure projects, including lighting upgrades and future EV charging stations.

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.

Administration & Environmental Services
Establish City's Advance Clean Fleet (ACF) program to comply with California Air Resource Board (CARB) requirements and implement Phase I electric vehicle charging infrastructure through the SCE Charge Ready Transport Program.

Implementation of the City's new Computerized Maintenanace Management (CMMS) program, Asset Management, and public facing application for citizens' service request portal.

Develop multiple Request for Proposals (RFPs) for various existing programs and services that are scheduled to expire in FY26-27.

Continue to administer awarded grants and develop grant applications for future grant opportunities.

Maintain compliance with regulatory requirements by staying updated with regulations and conducting thorough compliance reviews.

Improve security system standardization and technology integration across City facilities.

Ensure that public infrastructure installed by private developers meets City standards by conducting thorough inspections.

Complete the RFP process to develop and award the City’s new Solid Waste Hauler contract. Following successful negotiations, implement the transition to SB 1383-compliant collection services, supported by comprehensive education and outreach efforts, and finalize the County’s WISE Agreement.

Advance renovations at the Independence Gym, including interior improvements, restroom upgrades, and coordination with Parks & Recreation to modernize the facility.

Continue the feasibility study of microtransit program; collaborate with CSUF and Fullerton College for partnership.

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

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
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Engage with the community, committees (Active Transportation Committee), and commissions (Transportation & Circulation Commission) to gather feedback and address concerns related to safety, traffic management, active transportation, and infrastructure.

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.

Continue to implement proven treatment and rehabilitation methods to address City's street pavement conditions.

Public Works | J-3
Enhance traffic/transportation safety and efficiency by implementing projects that focus on improving traffic safety, flow, and infrastructure.

Conduct regular on-going assessments of traffic signing, striping, and signals to ensure federal and state compliance with the latest safety standards and regulations.

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

Public Works
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Capital Improvement Program (CIP)
Traffic Engineering
Implement innovative traffic management solutions to optimize signal timing, corridor coordination, and reduce congestion for all modes of transportation by utilizing the latest intelligent technologies.

Develop comprehensive transportation plans to address current concerns, future growth, private developments, and planned/unplanned events.

Street Maintenance
Maintain stormwater compliance by cleaning catch basins and clearing flood control channels of debris and vegetation to improve drainage.

Maintain and repair City streets and sidewalks, including pavement maintenance (potholes, overlays, slurry), water dig-out repairs, and sidewalk grinding/ramping.

Award construction contracts for all programmed street rehabilitation projects.

Complete design of Nutwood Avenue Active Transportation Program (ATP) project, including securing Caltrans approval.

Continue utilizing in-house staff to design and administer CIP projects.

Administer and inspect all City-funded construction projects to ensure compliance with City standards and requirements.

Equipment/Fleet
Provide maintenance and repair for the City’s fleet of 450 vehicles and equipment, including preventive care, safety inspections, corrective repairs, and State-required Biennial Inspection of Terminals (BIT) for compliance and readiness.

Manage the Equipment Replacement Program through the Vehicle Replacement Fund to control costs, extend asset life cycles, and replace aging fleet equipment on schedule.

Maintain compliance with California Air Resources Board (CARB) Advanced Clean Fleets regulation by continuing zero- emission vehicle (ZEV) integration, supporting EV charging infrastructure at City facilities, and providing staff training for ZEV maintenance and repair.

Landscape & Tree Maintenance
Continue maintaining medians, parks and trails on a weekly or bimonthly schedule.

Maintain being a Tree City by installing 250 trees or more in the new Fiscal Year (2026-2027). •
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Fullerton Municipal Airport
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Water System
Manage all operational aspects of the water operations including upgrade and repair of infrastructure, oversee water production, conservation, water quality and cross connection prevention.

Maintain and rehabilitate sewer collection system.

Continue to provide responsive and outstanding service to repair high-frequent water main breaks Support community events with traffic closures and delineation setup.

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

Public Works | J-4
FY 2026-27 Department Goals & Initiatives
Public Works
Implement improvements for branding and beautification of Airport facility.

Provide Downtown maintenance, including pressure washing sidewalks and maintaining parking lots and trash enclosures.

FISCAL YEAR 2026-27
Schedule routine leak detection surveys (60 miles annually) through MWDOC partnership to reduce emergency water outages.

Explore opportunities for electric air taxi services
Maintain a secure Airport Operations Area (AOA) consistent with federal, state, and local regulations.

Continue to maintain compliance with all local, state, and federal drinking water regulations, safeguarded the water system through emergency planning, closely monitored PFOA and PFOS per guidelines, and successfully operated the City’s first GAC treatment plant for PFAS removal.

Finalize the revision of the Conservation Program to align with upcoming state regulations and advanced development of a Cross-Connection Control Program, including drafting a management plan currently under review by the Division of Drinking Water for council approval and municipal code updates.

Develop a fully integrated pressure monitoring system, implement data utilization capabilities, and prepare Wheeler Vault for SCADA integration to support expanded pressure profile monitoring.

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.

Sewer System
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Performed interior and exterior painting at multiple City facilities, including the Fullerton Library exterior, enhancing aesthetics and protecting building envelopes.

Assisted with the design and funding approval of CSUF's Titan Pedestrian Bridge Project.

Completion of multiple grant applications to aide the funding of various programs, CIP projects and plans. Successful grant administration to secure grant funds on various state and federal funded projects such as Surface Transportation Block Grant, Earmarks, State Transportation Improvement Program, Active Transportation Program (ATP), Highway Safety Improvement Program (HSIP), Safe Streets & Roads For All (SS4A), SB 1383 Grant, MWD Leak Detection, etc.

Inspected 63 miles of sewer line with CCTV inspection and root-cut/hydro-flushed over 295 miles of sewer pipeline to maintain the City's infrastructure.

Repaired erosion damage within the channel at South Pritchard Ave.

Completed Phase 1 & 2 of the City's application process for APWA’s Accreditation Program.

FISCAL YEAR 2026-27
Public Works
FY 2025-26 Department Accomplishments
Managed and supported projects at the Fullerton Transportation Center, including elevator tower improvements and glass replacement projects.

Awarded federal grants for design phase of two arterial street rehabilitation projects.

Inspected 370 restaurants and conducted over 300 site visits by Source Control Inspectors.

Completed the Bastanchury Storm Drain Project.

Reduced Engineering Plan Check turn around time from 26 working days to 12 working days.

Maintained and enhanced compliance with SB 1383 requirements through ongoing reporting, program improvements, and collaboration with state partners.

Completed the Bus Shelter & Benches Request for Proposal and other related tasks.

Enhanced the City’s NPDES program to maintain regulatory compliance and ensure readiness for the upcoming State Water Resources Control Board audit.

Initiated and continue to lead comprehensive NPDES training for all employees involved in supporting the program, ensuring staff are equipped with the knowledge and skills necessary to maintain compliance and uphold best practices.

No Sanitary Sewer Overflows (SSOs) within the year.

Completed temporary well connection to the City’s PFAS treatment system, finalized design of new PFAS treatment facilities, and began construction on a major treatment plant.

Completed rehabilitation of a City water well, along with updates to the Water System Master Plan and Emergency Response Plan.

Completed SCADA Server upgrade.

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

Updated the City’s Flood Zone Ordinance to align with current federal National Flood Insurance Program (NFIP) Floodplain Management Regulations and California Building Standards Code (CBSC) requirements pertaining to Flood Zone Development.

Reviewed 2,947 private development plans, 372 water permits, and 650 encroachment permits despite low staffing level to keep up with demand.

Received a County hazardous materials compliance review and updated internal processes to improve alignment.

Partnered and coordinated with Fonroche Lighting America to install 69 solar-powered streetlights, reducing energy consumption and long-term operating costs.

Completed six Water Main Replacement projects totaling 6.01 miles.

Replaced approximately 670 sq. ft. of damaged sidewalk to enhance pedestrian safety and accessibility.

Public Works | J-5
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Maintained full compliance with the State’s Advanced Clean Fleets (ACF) Program.

Initiated the implementation of the City's new Computerized Maintenanace Management (CMMS) program, Asset Management, and public facing application for citizens' service request portal.

Implementation of the permanent Early Morning Parking program.

Public Works | J-6
Completion of transition to the cloud-based Fleet360 management system.

Completion of multiple grant applications to aid in the funding of various programs, CIP projects, and plans.

Completion the Cal Fire Grant and added approximately 290 trees to the Fullerton Tree Canopy.

Completion of the Safe Streets and Roads for All (SS4A) grant action plan.

Implementation of GPS tracking across all Public Works vehicles.

FY 2025-26 Department Accomplishments
Completion of design and engineering for the Southeast Hangar Rehabilitation project.

Airport Administration offices relocated to the new Flight Center, and remaining office and hangar spaces were leased to a flight training school.

Completion of intersection improvements at Lemon St & Valencia Dr, and Euclid St & Rosecrans Ave.

Completion of traffic signal, signing, and striping plans for the intersection of Harbor Blvd & La Entrada Pl.

Completion of the signal synchronization corridor project along Orangethorpe Ave.

Completion of the Harbor Blvd Transit Signal Priority (TSP) Pilot project.

Completion of Engineering Projects and upgrades such as Union Pacific Trail, Union Pacific Park, Emery Park, Lions Field, etc.

Public Works
FISCAL YEAR 2026-27

Regular Employees 198.5 200.0 200.0 196.0
Nonregular Hours 7,370 7,370 7,370 7,370
Salaries & Benefits 21,551,346 25,953,541 25,953,541 26,605,562 Maintenance & Support 79,163,520 81,752,082 81,752,082 83,205,683 Capital Outlay 2,134,249 3,267,890 3,267,890 2,562,850 Subtotal 102,849,115 110,973,513 110,973,513 112,374,095 Less Allocations (16,494,488) (20,576,888) (20,576,888) (21,414,530) Total Operating Budget $86,354,628 $90,396,625 $90,396,625 $90,959,565

Fund No. and Title
10 - General Fund 11,504,471 11,813,378 11,813,378 10,531,295 15 - Parks & Recreation Fund 830 - - - 20 - West Coyote Hills 7 - - - 22 - Air Quality Improvement Fund 4,316 10,000 10,000 110,000 23 - Sanitation Fund 1 7,893,313 8,734,338 8,734,338 8,517,088 25 - Measure M Fund 250,183 217,000 217,000 - 30 - Gas Tax Fund 1 4,188,507 4,284,367 4,284,367 3,935,449 32 - Grant Fund 81,411 - - - 36 - Drainage Capital Outlay Fund 217,021 647,276 647,276 524,587 39 - Park Dwelling Fund - -
40 - Airport Fund 2,509,392 2,272,373 2,272,373 2,138,610 41 - CNG Fund 148,421 237,441 237,441 210,169 42 - Brea Dam Fund 1 1,043 - - (2,570) 44 - Water Fund 1 40,417,426 41,730,893 41,730,893 43,710,230 45 - Whiting/Lemon Parking Fund 45,165 48,721 48,721 94,101 46 - Refuse Collection 16,359,243 16,079,359 16,079,359 18,498,276 47 - Sewer Fund 5,097,882 5,021,642 5,021,642 4,880,290 64 - Vehicle Replacement 3,282,154 2,749,605 2,749,605 1,719,585 67 - Equipment Maintenance 4,219,812 4,896,725 4,896,725 4,914,825 69 - Building Maintenance Services 3,628,765 4,132,177 4,132,177 4,160,440 70 - Facility Capital Repair 11,325 78 78 78 74 - Capital Projects 1,272,278 1,759,475 1,759,475 1,724,779 Subtotal 101,132,966 104,634,849 104,634,849 105,667,232 Less Total Allocations (Funds 64, 67, 69, 70, 74): (14,778,338) (14,238,224) (14,238,224) (14,707,667) Total Operating Budget $86,354,628 $90,396,625 $90,396,625 90,959,565 $ 1 Proposed FY 2026-27 amount subject to change due to re-instatement of positions and re-allocation of funds.

Public Works | J-7
Public Works
FISCAL YEAR 2026-27
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
2025-26
Adopted
2025-26
Projected
2026-27
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
2024-25
Actual
2024-25
Actual
Salaries &
Benefits
24%
Maintenance &
Support
74%
Capital
Outlay
2%
Operating Budget by Category
General Fund
10%
Special Revenue
Funds
12%
Enterprise Funds
66%
Internal Service
Funds
10%
Capital Projects Fund
2%
Department Fund Analysis
Expenditure Category FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Internal Service Funds Allocation 15,417,100 12,534,135 Maintenance, Repairs, Rentals 3,625,734 3,861,322 Materials & Supplies 5,299,265 5,360,678 Miscellaneous Expenses 9,235,945 8,237,926 Professional & Contractual 21,661,836 23,737,870 Professional Development 277,688 310,148 Utilities 26,242,104 29,163,604
Grand Total $81,759,672 $83,205,683
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation, etc.

Maintenance, Repairs, Rentals : The costs of maintaining or repairing City facilities, parks, and equipment, and keeping operations safe, clean, and functional. Includes landscaping equipment, small hand tools, police radios and dispatch equipment, cameras, etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Professional & Contractua
l : Outsourced specialized services that are contracted to a third-party consultant or service provider on behalf of the City. This also includes Legal Services, Special Litigation for specific legal matters, and Election Expense.

Professional Developmen
t : Certifications, memberships, subscriptions, trainings, and meetings with external professional organizations that support City employees in maintaining their skills, meeting required standards, and covering education expenses.

Utilities : Essential services required to support daily operations, programming and buildings including electricity; water pumping power for the City's water wells, water purchased from MWD and the Orange County Water District, as well as gas; telephone; and sewer services.

Public Works
FISCAL YEAR 2026-27
Public Works | J -8

MAINTENANCE AND SUPPORT DETAIL

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

1.5 1.0 1.0
Air Conditioning Mechanic 1.0 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
Asset Management Coordinator 2.0 2.0 2.0
Assistant Director of Public Works - Maintenance 1.0 1.0 1.0 Assistant Engineer 3.0 3.0 3.0
Assistant Engineer - Water 1.0 1.0 1.0
Assistant Plan Check Engineer - Engineering 2.0 2.0 2.0 Associate Engineer 3.0 3.0 3.0
Associate Engineer - Traffic 1

1.0 0.0 0.0
Building & Facility Supervisor 1.0 1.0 1.0
City Engineer/Assistant Director of Public Works 1.0 1.0 1.0 Civil Engineer 3 3.0 4.0 3.0
City Traffic Engineer 1.0 1.0 1.0
Clerical Assistant III 1.0 1.0 1.0
Construction Inspector 3

2.0 2.0 1.0
Construction Inspector - Water 1.0 1.0 1.0
Director of Public Works 1.0 1.0 1.0
Electrician 3.0 3.0 3.0
Engineering Aide III 3

2.0 2.0 1.0
Environmental Services Coordinator I 1.0 0.0 0.0
Environmental Services Coordinator II 0.0 1.0 1.0
Equipment Mechanic Lead Worker 1.0 1.0 1.0
Equipment Operator 10.0 10.0 10.0
Equipment Operator - Water 3.0 3.0 3.0
Equipment Service Worker 1

1.0 0.0 0.0
Equipment Superintendent 1.0 1.0 1.0
Facilities Lead Worker 2.0 2.0 2.0
Facilities Manager 1.0 1.0 1.0
Fleet Supervisor 1.0 1.0 1.0
Fleet Maintenance Technician 1.0 1.0 1.0
Grounds Maintenance Lead Worker 3

2.0 2.0 2.0
Irrigation Specialist 1.0 1.0 1.0
Public Works
FISCAL YEAR 2026-27
2024-25
Budgeted
2026-27
Proposed
Public Works | J-9
Regular Employees - Full-Time Equivalent Positions

DEPARTMENT PERSONNEL SUMMARY
2025-26
Budgeted

Position Classification
Landscape Supervisor I 1.0 1.0 1.0
Landscape Supervisor II 1.0 1.0 1.0
Landscape and Tree Manager 1.0 1.0 1.0
Location Specialist 2.0 2.0 2.0
Clerical Assistant III (Maintenance Facilities Dispatcher) 1.0 1.0 1.0 Maintenance Worker 2 8.0 1.0 1.0
Mechanic I 1

0.0 1.0 1.0
Mechanic II 6.0 6.0 6.0
Mechanic III 2.0 2.0 2.0
Meter Repairer 0.0 0.0 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
Senior Administrative Analyst 3.0 3.0 3.0
Senior Civil Engineer - Water 1.0 1.0 1.0
Senior Maintenance Worker I 3

54.0 61.0 60.0
Senior Maintenance Worker II 4.0 4.0 4.0
Senior Maintenance Worker III 11.0 11.0 11.0
Sewer Lead Worker 1.0 1.0 1.0
Sewer Program Specialist 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 5.0 5.0 5.0
Solid Waste and Recycling Coordinator 1.0 1.0 1.0
Source Control Inspector 2.0 2.0 2.0
Streets and Sewer Manager 1.0 1.0 1.0
Street Supervisor 2.0 2.0 2.0
Streets Lead Worker 2.0 3.0 3.0
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 3.0 3.0 3.0
Water Production Operator 2

3.0 4.0 4.0
Water Production Supervisor 1.0 1.0 1.0
Water Quality Specialist 0.0 0.0 0.0
Water Quality Supervisor 1.0 1.0 1.0
2024-25
Budgeted
2026-27
Proposed
Public Works
FISCAL YEAR 2026-27

DEPARTMENT PERSONNEL SUMMARY
2025-26
Budgeted
Regular Employees - Full-Time Equivalent Positions
Public Works | J-10

Position Classification
Water Systems Manager 1.0 1.0 1.0
Water Technical Design Specialist 0.0 0.0 0.0
Water Utility Services Lead Worker 0.0 0.0 0.0
Water Quality Lead Worker 2.0 2.0 2.0

Total Budgeted FTE Positions 198.5 200.0 196.0
Total Nonregular Hours 7,370 7,370 7,370

Unfunded Positions 4.0
Civil Engineer 3 1.0
Construction Inspector 3 1.0
Engineering Aide III 3 1.0
Senior Maintenance Worker 3 1.0
Notes:
(1) FY24-25 Mid-Year Personnel Budget Adjustment includes removal of 1.0 FTE Associate Engineering - Traffic and 1.0 FTE.

Equipment Service Worker and addition of 1.0 FTE Civil Engineer and 1.0 FTE Mechanic I. (2) Approved as part of the FY 25-26 Proposed Budget:

6.0 FTE Maintenance Workers reclassified to 6.0 FTE Senior Maintenance Worker I's.

1.0 FTE Maintenance Worker reclassified to 1.0 FTE Street Leads Worker.

Addition of 1.0 FTE Water Production Operator and 1.0 FTE Senior Maintenance Worker I.

Less 0.5 FTE Administraive Assistant II due to transfer to CED. (3) Positions to be unfunded in FY 26-27 Proposed Budget:

1.0 FTE Civil Engineer

1.0 FTE Construction Inspector

1.0 FTE Engineering Aide III

1.0 FTE Senior Maintenance Worker
Regular Employees - Full-Time Equivalent Positions
Public Works
FISCAL YEAR 2026-27
2024-25
Budgeted
2026-27
Proposed
Public Works | J-11

DEPARTMENT PERSONNEL SUMMARY
2025-26
Budgeted

LIBRARY

Library
Library

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
FISCAL YEAR 2026-27
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 City has 2 libraries: the Main Library and Hunt Library/ 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 2024-25
Budgeted
2025-26
Adopted
2026-27
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
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
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. •
•
• Implement and monitor Building Forward Library Facilities Improvement Grant #2 to improve the Main Library's elevators, generator, Young Adult area, Children's toddler area, and Osborne Auditorium.

Adult Services
•
•
•
• Introduce Adult Literacy and English Language Pilot Programs. •
Circulation
• Engage the community through dynamic passive programs such as our California Library Association Award Winning Mystery Date with a Book, emphasizing the impact and value of library services
• Maintain relationships with current library patrons and future library patrons via outreach policy, and excellent customer service.
• Implement and train new staff members to support future division improvements and maintain consistent service. • Maintain library organization, including shelving and signage.

Technical Services
• Optimize all workflows of the acquisitions process to automate and create efficiencies. • Promote the Library’s electronic resources and website to engage community members with the Library's digital branch. • Continue modernizing patron and item databases to reflect current library users and resources • Optimize records-keeping to improve digitization and reduce supply needs. • Partner with community organizations to promote relevant Library electronic resources. • Expand the digital archive collection to include maps and other large format images.

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 resume After School Club and Bedtime Bears. • Make better use of space in Osborne Auditorium to better host events, recitals, and expand programming.

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.

Maintain productive relationships with the Library Foundation and Friends support groups.

Library
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Facilitate and support the Board of Trustees at their monthly meetings and throughout the year.

Streamline library spending and make best use of general and library funds.

Library | K -2
Hunt Library
• Continue successful programming that serves the needs of the community. • Increase circulation, foot traffic, and programming while expanding our Foreign Language Collection. • Continue partnership with Parks & Recreation Department to best utilize the facility.

Passport Services
•
•
Train and implement new full-time Library Technical Assistant with the primary goal of maintaining passport offerings • Implemented digital library card signup to streamline process for new library cardholders. • Doubled Library Card sign-ups from previous year.
• Continued success of the reopened Hunt Library and implemented several well attended programs there.
• Expanded popular programming offerings to twice as often and held them at the Main Branch and Hunt. • Continued successful programs such as Seasonal Craft nights, Meditate @ the Library, Master Gardeners, and Library Paint Nights.
• As of Mid-January circulated 211,000 items including physical materials, digital materials, hot spots and park passes. This puts us on pace for over 400,000 by the end of the Fiscal Year. • Introduced auto-renewals on most checked out library materials, further enhancing the patron experience. • Through our patron notification platform MessageBee, we sent over 46,000 notices to patrons with a 98% success rate. • Sent 174,000 copies of our newsletter with a 96% click-through rate. • Recruited and hired a new Library Technology Assistant and Childrens' Librarian with the goal of returning to having the Library open on Sundays before the end of the fiscal year. • Maintained and continuously update the library's website, including doing more to feature our local history room and collection.
• Won a California Library Association PRExcellence Award for digital media. •
• Ran a monthly STEAM partnership with La Vista High School averaging 30 students each meeting. •
• Continued promoting the State Parks Program, with over 1,000 checkouts this FY alone (as of February) and more than 4,200 since the program began in May 2022
• Implemented new electronic resources to meet community needs. • Increased participation numbers for Children's and Adults Summer and Winter reading programs. •
FY 2026-27 Department Goals & Initiatives
Reopen Passport services, a valued community resource, while exploring ways to ensure consistent and efficient operations
FY 2025-26 Department Accomplishments
Celebrated Library Card Sign-Up Month, National Library Lover's Month, as well as several exciting programs, such as Summer Reading Club, Winter Reading Club, Mystery Date with a Book, the Magical Holiday Ball (with over 300 attendees), Star Wars day and saw Storytime attendance soar.

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.

Completed several projects funded by the Building Forward #2 Grant including the installation of a new generator, repairs to the Main Library's elevators, lighting changes, and big renovations to the Osborne Auditorium.

Library | K -3
Library
FISCAL YEAR 2026-27
• Implemented green initiatives to increase digitization, reduce printing, and recycle and reuse packing materials.
• Recruited and hired two new librarians to expand and continue Children's programming. • Reduced lost materials ratio by 15% in FY25-26.

Library | K -4
Library
FISCAL YEAR 2026-27
FY 2025-26 Department Accomplishments (cont.)

Budgeted FTE Positions 21.3 23.3 23.3 22.3
Nonregular Hours 22,500 20,520 20,520 20,520
Salaries & Benefits 2,553,204 3,005,051 3,005,051 3,165,088 Maintenance & Support 2,093,995 1,873,913 1,873,913 1,330,721 Capital Outlay - - - Subtotal 4,647,200 4,878,964 4,878,964 4,495,809 Less Allocations - - - - Total Operating Budget 4,647,200 $4,878,964 $4,878,964 $4,495,809

Fund No. and Title
10 - General - - - - 13 - Library 4,647,200 4,878,964 4,878,964 4,495,809

Total Operating Budget $4,647,200 $4,878,964 $4,878,964 $4,495,809 Library | K-5
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
FISCAL YEAR 2026-27

DEPARTMENT FUND ANALYSIS

DEPARTMENT SUMMARY
Library
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
Salaries &
Benefits
70%
Maintenance
& Support
30%
Operating Budget by Category
13 - Library
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 2,200 2,200 Materials & Supplies 266,870 27,550 Utilities 154,550 154,550
Maintenance, Repairs, Rentals 450 450 Professional & Contractual 305,452 120,720 Internal Service Funds Allocation 1,141,391 1,022,251 Miscellaneous Expenses 3,000 3,000 Grand Total $1,873,913 $1,330,721
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expense
s : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

MAINTENANCE AND SUPPORT DETAIL
Library | K -6
Library
FISCAL YEAR 2026-27
Position Classification
Administrative Assistant I

1.0 1.0 1.0
Adult Services Librarian 4.0 4.0 4.0
Children's Services Librarian 2 2.0 3.0 3.0
Library Clerical Assistant 1.3 1.3 1.3
Library Director 1.0 1.0 1.0
Library Division Manager 2.0 2.0 2.0
Library Division Manager II
1 1.0 0.0 0.0
Library Services Supervisor 1.0 1.0 1.0
Library Technical Assistant I
2 1.0 2.0 2.0
Library Technical Assistant II 3.0 3.0 3.0
Library Technology Assistant
4 1.0 1.0 0.0
Local History Archivist 1.0 1.0 1.0
Senior Administrative Analyst
1 0.0 1.0 1.0
Senior Librarian 2.0 2.0 2.0
Total Budgeted FTEs 21.3 23.3 22.3
Total Nonregular Hours 3 22,500 20,520 20,520
Unfunded Positions 1.0
Library Technology Assistant 4 1.0
Notes:
(1) Library Manager II position was reclassified to Senior Administrative FY 25-26 Budget. (2) In FY 25-26, a new addition of Children Services Librarian and Library Technical Assistant I was added to the Budget. (3) By reducing Library Circulation hours in FY 25-26 Proposed Budget, this will not affect Library service hours. (4) 1 FTE Library Technology Assistant will be unfunded in FY 2026-27 Proposed Budget.

Nonregular Employees - Hours

DEPARTMENT PERSONNEL SUMMARY
Library | K-7
Library
FISCAL YEAR 2026-27
Regular Employees - Full-Time Equivalent Positions
2026-27
Proposed
2025-26
Adopted
2024-25
Budgeted

PARKS & RECREATION

DEPARTMENT ORGANIZATION CHART

5 DEPARTMENT DESCRIPTION
0 1

DEPARTMENT FINANCIAL SUMMARY

Parks & Recreation
Parks & Recreation
FISCAL YEAR 2026-27
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 municipal 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
2024-25
Budgeted
2025-26
Adopted
2026-27
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
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Total Expenditures
Deputy City Manager
Administration Special EventsParks Recreation
L-1
Deputy Director of Parks
& Recreation
Parks & Rec Administration
• Streamline processes to improve efficiency in managing park facilities and capital projects. • Increase strategic use of the City's website and social media platforms to effectively promote programs, services, special events and park amenities/projects, improving community awareness and participation. • Secure and responsibly manage funding through Park Dwelling Fees, grant opportunities, and strategic capital planning to support ongoing park upgrades and infrastructure improvements. • Develop and implement new revenue opportunities through program fee optimization, special events, partnerships, sponsorships, lease negotiations, and facility rentals to support long-term financial stability. • Develop and implement Capital Improvement Projects that enhance quality of life citywide by investing equitably, prioritizing long- term sustainability, and creating resilient and vibrant spaces. • Complete construction of a fully adaptive playground at Independence Park, expanding inclusive recreational opportunities and ensuring accessibility for children of all abilities
• Finalize renovation of Independence Park gymnasium to modernize the facility, improve safety and functionality, and enhance programming capacity for the community.
• Develop a comprehensive Parks Master Plan to establish a long-term vision, prioritize capital investments, promote equitable access, and guide strategic decision-making for the future of the park system Parks, Fields & Trails
• Update the website with current photos of the new park amenities and enhancements • Increase field rental revenue by 10%.
• Revitalize the Adopt-A-Park program and promote it through schools and community organizations. • Ensure the equitable distribution of the City's Sports Fields to local youth sport organizations per the Department's Field Allocation Policy.
• Introduce adult programming/leagues
• Reopen Independence Park gym and provide classes, camps, and rental opportunities • Expand access to the Tennis Center by offering additional classes, camps, and private instruction for tennis and pickleball users Recreation Programs & Fullerton Community Center
• Increase the availability and variety of daily recreational, educational, and wellness programs that promote and enhance the overall well-being of older adults in Fullerton.
• Promote affordable and accessible initiatives to support the independence and well-being of Fullerton's aging population. • Implement a comprehensive Gym Use Policy to ensure accurate and equitable allocation of gymnasium space while clearly outlining facility policies, procedures, and expectations.
• Incorporate feedback from the Senior Advisory Committee into the daily operations and programming of the Community Center to ensure alignment with senior community priorities.
• Increase the availability of rentable park pavilions to accommodate greater demand for private rentals.

Parks & Recreation
FISCAL YEAR 2026-27
FY 2026-27 Department Goals & Initiatives
Parks & Recreation | L-2
• Establish and strengthen intergenerational relationships and initiatives at the Fullerton Community Center by hosting diverse events and programs that encourage meaningful cross-generational engagement. • Provide the public with unique and beautiful locations to host special events. Focus rental resources on Fullerton Community Center, Hunt Branch Library Park Pavilions, Downtown Plaza, Hillcrest Rec Building, Red Cross Building & Chapman Recreation Building.

City Events
• Provide signature events to provide unforgettable experiences for families and community members. • Increase the vendor participation and community impact for our Fullerton Night Market. • Host a one time 3-day 4th of July Celebration in honor of America's 250th Birthday. Featuring car show, live entertainment, firework show, drone show, and much more for the community to engage and honor longstanding traditions. • Expand event marketing by utilizing social media, signs, banners, and more to connect with and inform the community.

Parks & Rec Administration
• Successfully conducted a formal RFP process and selected a new golf course management company, CourseCo, securing a significantly lower management fee while positioning the City for enhanced revenue growth and future CIP projects • Effectively led a community-driven Kaboom playground build at Union Pacific Park, delivering a brand new play space through strong volunteer engagement and partnership efforts
• Completed construction of Union Pacific Trail Phase 2 and completed development of the Union Pacific park, expanding recreational amenities, improving connectivity, and enhancing open space for residents. • Completed the replacement of the playground at Emery Park, enhancing recreational opportunities for families • Replaced the synthetic turf at Lions Field to improve playability, safety, and longevity of the facility, ensuring continued high-quality recreational use for the community.
• Streamlined purchasing procedures to improve efficiency, enhance internal controls, and expedite payments to contractors while securing essential services and materials in a timely manner.

Parks, Fields & Trails
• Proposal for the transformation of two tennis courts into eight pickleball courts at the Tennis Center, along with the replacement of all tennis net posts at the facility.
• The lighting at Gilbert Park has been upgraded to enhance visibility and improve the overall environment. • Improvements to the lights, restrooms, and layout of Valencia Park. • Revised the Athletic Field Use and Allocation Policy. • The first adaptive program was a successful launched at the Tennis Center. • Onboarded a staff dedicated to Lions Field to maintain the artificial turf • Expanded our winter reseed closures to Nicolas and Chapman Park • Increased revenue at the Downtown Plaza by $10,000
Parks & Recreation
FISCAL YEAR 2026-27
FY 2025-26 Department Accomplishments
Parks & Recreation | L-3
FY 2026-27 Department Goals & Initiatives (Continued)
• We successfully automated our staff scheduling process using WhenToWork, allowing shifts to be assigned, updated, and communicated efficiently while reducing manual coordination and scheduling conflicts. • Successfully established the first municipal outdoor pickleball courts in Fullerton at Union Pacific Park, enhancing recreational opportunities for the community.

Recreation Programs & Fullerton Community Center
• The Community Center’s themed events experienced high attendance across each celebration, with the majority of events selling out.
• Introduced programs such as Mexican Train Dominoes, Lotería, and language-focused events to foster inclusivity and celebrate cultural diversity within the community.
• Successfully utilized the Richman Outdoor Grant to organize six trips, with a total attendance of 100 participants. • Introduced the City of Fullerton’s first Senior Summer Camp, promoting active engagement, social connection, and overall well-being among older adults.
• Implemented a standardized gymnasium application process for new and existing users to promote clarity, transparency, and equitable facility use.
• Exceeded the projected number of private rentals at the Fullerton Community Center. • Collaborated with Meals on Wheels Orange County and Fullerton Senior Club to host more senior focused events such as a Springtime Celebration and Harvest Day Dance
City Events
•
Planned and hosted many successful community events such as: Summer Concerts, Movies in the Parks, Pup-toberfest, Community Yard Sales, Oktoboofest, Tree Lighting Ceremony at various city parks, Hunt Branch Library, City Hall, and Downtown Plaza. • Successfully organized and executed a dynamic 4th of July celebration featuring a community bike parade, classic car show, festive contests, family-friendly rides, and a spectacular fireworks show. The event brought the community together for a memorable day of patriotism, connection, and celebration.
• Successfully expanded the Thursday Night Market vendor base, maintaining an average of 50+ vendors weekly and enhancing the market’s diversity and appeal.
• Successfully brought back the Veteran's Day Parade & Ceremony event at Hillcrest park by working with local schools, youth sports leagues, Veterans, Fire Department, and Police Department. • Developed a yearly sponsorship prospectus packets to increase sponsorship opportunities and support from local business.

Parks & Recreation | L-4
Parks & Recreation
FISCAL YEAR 2026-27
FY 2025-26 Department Accomplishments (Continued)

DEPARTMENT SUMMARY

Budgeted FTE Positions 21.0 21.0 21.0 15.0
Nonregular Hours 51,200 50,918 50,918 50,918
Salaries & Benefits 2,897,332 3,686,339 3,686,339 3,264,681 Maintenance & Support 9,925,446 8,917,900 8,917,900 7,878,252 Capital Outlay 554,300 - -
Subtotal 13,377,078 12,604,239 12,604,239 11,142,933 Less Allocations (183,581) (526,871) (526,871) (238,930) Total Operating Budget $13,193,497 $12,077,368 $12,077,368 $10,904,003

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund - - - 15 - Parks & Recreation 6,825,809 6,937,291 6,937,291 5,907,494 25 - Measure M2 387,835 370,406 370,406 186,000
32 - Grants 97,285 263,255 263,255 263,255
42 - Brea Dam 5,967,574 4,659,611 4,659,611 4,146,396
44 - Water 64,994 85,735 85,735 100,831
74 - Capital Projects - 287,941 287,941 300,027 Subtotal $13,343,497 $12,604,239 $12,604,239 $10,904,003 Less Allocations:
42 - Brea Dam (150,000) (238,930) (238,930) (238,930)
74 - Capital Projects - (287,941) (287,941) (150,000) (526,871) (526,871) (238,930)
Total Operating Budget $13,193,497 $12,077,368 $12,077,368 $10,665,073 Parks & Recreation | L-5
Parks & Recreation
FISCAL YEAR 2026-27
2026-27
Proposed
2025-26
Projected
2025-26
Adopted
2024-25
Actual
2024-25
Actual
2025-26
Adopted
2025-26
Projected
2026-27
Proposed
Salaries &
Benefits
29%
Maintenance &
Support
71%
Operating Budget by Category
Parks &
Recreation
Fund
61%
Measure M2
3% Grants Fund
2%
Brea Dam
Fund
35%
Water Fund
1%
Capital
Projects
3%
Department Fund Analysis
Expenditure Category
FY25-26 Adopted
Budget
FY26-27 Proposed
Budget
Professional Development 32,700 30,700 Materials & Supplies 236,840 147,940 Utilities 793,517 781,747
Maintenance, Repairs, Rentals 539,901 544,407 Professional & Contractual 4,608,960 3,951,745 Internal Service Funds Allocation 2,359,869 2,088,500 Miscellaneous Expenses 349,113 333,213 Grand Total $8,920,900 $7,878,252
Internal Service Funds Allocation : Distribution of operating costs to the specific department that utilizes those central support services, such as Information Technology, Vehicle Replacement, General Liability, Worker's Compensation etc.

Miscellaneous Expenses : Principal and interest payments for debt service, payments to other agencies, depreciation, reimbursable services, credit card merchant fees, and uncollectable accounts.

Professional & Contractual : Outsourced specialized services that are contracted to a 3rd party consultant or service provider on behalf of the City. This also includes Legal Services, Special Litigation for specific legal matters, and Election Expense.

Professional Development : Certifications, memberships, subscriptions, trainings, meetings to external professional organizations that help City employees maintain their skills, meet required standards and education expenses.

Utilities : Essential services required to keep programming, buildings, or operations functioning daily, which includes electricity, water pumping power for the City's water wells, water purchased from MWD and the Orange County Water District, and gas, telephone, and sewer.

MAINTENANCE AND SUPPORT DETAIL
Parks & Recreation | L -6
Parks & Recreation
FISCAL YEAR 2026-27

Position Classification

Administrative Assistant I 1.0 1.0 1.0
Administrative Analyst I 3 1.0 1.0 0.0
Deputy Director of Parks & Recreation 4 0.0 0.0 1.0 Events Specialist 1 1.0 0.0 0.0
Parks & Recreation Coordinator 3 6.0 7.0 6.0
Parks & Recreation Manager 4 2.0 2.0 1.0
Parks Project Manager 3 1.0 1.0 0.0
Parks Project Specialist 3 1.0 1.0 0.0
Parks & Recreation Supervisor I 3.0 3.0 3.0
Parks & Recreation Supervisor II 3 1.0 1.0 0.0
Public Information Specialist 3 0.0 1.0 0.0
Sports Facility Coordinator 2 1.0 0.0 0.0
Sr. Customer Service Representative 2.0 2.0 2.0
Sr. Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE 21.0 21.0 15.0
Nonregular Employees - Hours
Total Nonregular Hours 51,200 50,918 50,918
Unfunded Positions 6.0
Adminstrative Analyst I 3 1.0
Parks and Recreation Coordinator 3 1.0
Parks and Recreation Supervisor II 3 1.0
Parks Project Manager 3 1.0
Parks Project Specialist 3 1.0
Public Information Specialist 3 1.0
Notes:
(1) In FY23-24, per Parks and Recreation Department reorg, the following positions were added: Administrative Analyst I, (2) In FY 24-25, 1.0 FTE Sports Facility Coordinator was approved to be reclassed to 1.0 FTE Parks and Recreation Coordinator.
(3) In FY 26-27, 6 positions were unfunded: 1.0 FTE Parks and Recreation Coordinator, 1.0 FTE Parks Project Manager,

1.0 FTE Parks Project Specialist, 1.0 FTE Public Information Specialist, 1.0 FTE Administrative Analyst I, and

1.0 FTE Parks and Recreation Supervisor II.
(4) In FY 26-27, 1.0 FTE Parks and Recreation Manager to be re-classified to 1.0 FTE Deputy Director of Parks and Recreation.

Parks & Recreation | L-7
2024-25
Budgeted
2025-26
Adopted
2026-27
Proposed
Parks & Recreation
FISCAL YEAR 2026-27

DEPARTMENT PERSONNEL SUMMARY
2 0 2 6 - 2 0 2 7

F I S C A L

Y E A R
Appendix

Type of Debt Issued / Fund Department/Division Maturity Date
Original
Principal
Amount
FY 26-27
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 196,527 $
Interest Police 5,522 $
Principal Fire 92,308 $
Interest Fire 2,594 $
Principal Public Works - Maintenance 8,933 $
Interest Public Works - Maintenance 251 $
2025 Ambulances and Equipment Lease
Purpose: Lease purchase of Ambulances for Fire Department 11/1/2031 1,955,000$ 362,266 $ Principal Fire 301,948 $
Interest Fire 60,318 $
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 62,190 $ s sp 38,86$ Principal Parks & Recreation 165,000 $
Interest Golf Course 68,976 $
2013 Judgement Obligation Bonds
Principal Human Resources - $
Interest Risk Management -$
Water Fund (44)
2014 Water Revenue Refunding Bonds
Purpose: Revenue Bonds 9/1/2033 6,810,000$ 471,875 $ Principal Public Works 325,000 $
Interest Water 146,875 $

DEBT SERVICES SCHEDULE
FISCAL YEAR 2026-27
Debt Service | AP - 1
The Debt Service Schedule provides an overview of the City of Fullerton's current Debt Portfolio and a summary of all bond issuances. The City issues various bonds, including: lease revenue bonds , refunding bonds, judgment obligation bonds, capital leases, and various loan programs. The City holds an 'AA' credit rating from Standard and Poors (S&P) Global Ratings. According to the City's FY 2024-25 Annual Comprehensive Financial Report (ACFR) and under State finance law, outstanding general obligation debt should not e xceed 15 percent of total assessed property value. The City’s assessed valuation for FY 2024-25 was $26.020 billion, making the City's legal debt limit $3.903 billion . Below is a breakdown of the City's debt service payments for FY 2026-27:

DEBT SERVICES SCHEDULE
FISCAL YEAR 2026-27
Type of Debt Issued / Fund Department/Division Maturity Date
Original
Principal
Amount
FY 25-26
Debt Service
Liability Fund (62)
2021 Judgement Obligation Bonds (2021 Taxable)
Purpose: To Refund 2013 Judgement Obligation Bonds 4/1/2033 5,010,000$ 540,526 $ Principal Human Resources 460,000$
Interest Risk Management 80,526$
Building Maintenance (69)
NORE
SCO Energy Efficiency Project
Purpose: Solar panels for City Owned Facilities & Properties 11/1/2039 8,894,000$ 583,562$ Principal Public Works 455,340$
Interest 128,222$
Successor Agency (89)
Purpose: Refunding Revenue Bonds
2020A Tax Allocation Revenue Bonds Successor Agency 9/1/2027 33,965,000$ 6,887,900$ Principal 6,525,000$
Interest 362,900$
2020B Tax Allocation Revenue Bonds Successor Agency 9/1/2026 10,730,000$ 1,561,734 $ Principal 1,550,000$
Interest 11,734$
Total Citywide Debt Service 87,216,439$ 11,049,025$
Debt Service | AP - 2

GLOSSARY OF TERMS

Glossary of Terms | AP-3

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-4

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-5

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.

Citywide Vacancy Report

DEPARTMENT FTE POSITION VACANCY DATE
1 ADMINISTRATIVE SERVICES 1 ACCOUNTING SUPERVISOR 12/10/2020 * 2 ADMINISTRATIVE SERVICES 1 DEPUTY DIRECTOR OF ADMIN SVC 3/6/2026 3 ADMINISTRATIVE SERVICES 1 DIRECTOR OF ADMINSTRATIVE SERVICES 3/7/2025 4 ADMINISTRATIVE SERVICES 1 PURCHASING SUPERVISOR 3/12/2026 5 ADMINISTRATIVE SERVICES 1 UTILITY SYSTEMS SPECIALIST 7/1/2026 6 CITY MANAGER 1 ADMINISTRATIVE ANALYST II 7/1/2022 **
7 CITY MANAGER / IT 1 GIS SPECIALIST 7/31/2025
8 COMMUNITY & ECONOMIC DEVELOPMENT 1 ASSOCIATE PLANNER 3/28/2025 9 COMMUNITY & ECONOMIC DEVELOPMENT 1 ASSOCIATE PLANNER 12/31/2025 10 COMMUNITY & ECONOMIC DEVELOPMENT 1 CODE ENFORCEMENT MANAGER 12/31/2025 11 COMMUNITY & ECONOMIC DEVELOPMENT 1 ECON DEV PROJECT MANAGER 7/1/2024 ** 12 COMMUNITY & ECONOMIC DEVELOPMENT 1 HOUSING AND COMM REHAB INSPECTOR (in lieu of BI III) 11/16/2018 13 COMMUNITY & ECONOMIC DEVELOPMENT 1 SENIOR ADMINSTRATIVE ANALSYT 3/6/2026 14 COMMUNITY & ECONOMIC DEVELOPMENT 1 SENIOR PERMIT TECHNICIAN 7/13/2018 *** 15 FIRE 1 DEPUTY CHIEF / FIRE MARSHAL 5/22/2026
16 FIRE 1 FIRE CAPTAIN 7/1/2026
17 FIRE 1 FIRE ENGINEER 3/27/2026
18 FIRE 1 FIRE EINGINEER 7/17/2026
19 FIRE 1 FIRE ENGINEER 5/2/2026
20 FIRE 1 FIRE ENGINEER 7/17/2026
21 FIRE 1 FIRE ENGINEER 2/13/2026
22 FIRE 1 FIRE ENGINEER 2/13/2026
23 FIRE 1 FIREFIGHTER 7/8/2026
24 FIRE 1 FIREFIGHTER 5/23/2026
25 HUMAN RESOURCES 1 ADMINISTRATIVE ASSISTANT - CONFIDENTIAL 8/29/2025 26 HUMAN RESOURCES 1 HUMAN RESOURCES/RISK MGMT ANALYST 6/12/2026 27 HUMAN RESOURCES 1 DIRECTOR OF HUMAN RESOURCES 3/13/2026 28 LIBRARY 1 LIBRARY TECHNOLOGY ASSISTANT 7/7/2026
29 PARKS & RECREATION 1 PARKS AND RECREATION COORDINATOR 8/15/2025 30 PARKS & RECREATION 1 PARKS AND RECREATION SUPERVISOR I 8/14/2026 31 PARKS & RECREATION 1 PARKS PROJECT MANAGER 7/1/2024 ** 32 PARKS & RECREATION 1 PARKS PROJECT SPECIALIST 7/1/2024 ** 33 PARKS & RECREATION 1 PUBLIC INFORMATION SPECIALIST 7/1/2025 ** 34 PARKS & RECREATION 1 SENIOR CUSTOMER SERVICE REPRESENTATIVE 7/1/2024 ** 35 POLICE 1 LEAD POLICE DISPATCHER 10/8/2022
36 POLICE 1 FORENSIC SPECIALIST II 4/30/2026
37 POLICE 1 POLICE CORPORAL 7/3/2025
38 POLICE 1 POLICE CORPORAL 7/20/2026
39 POLICE 1 POLICE CORPORAL 8/1/2026
40 POLICE 1 POLICE DISPATCHER 4/28/2023
41 POLICE 1 POLICE LIEUTENANT 4/30/2026
42 POLICE 1 POLICE LIEUTENANT 12/18/2024
43 POLICE 1 POLICE OFFICER 5/23/2025
44 POLICE 1 POLICE OFFICER 5/23/2025
45 POLICE 1 POLICE OFFICER 5/18/2026
46 POLICE 1 POLICE OFFICER 11/20/2025
47 POLICE 1 POLICE OFFICER 12/10/2025
48 POLICE 1 POLICE RECORDS CLERK 9/27/2024
49 POLICE 1 POLICE SERVICES REPRESENTATIVE I 7/17/2026
50 POLICE 1 POLICE SERVICES REPRESENTATIVE I 7/2/2026
51 PUBLIC WORKS 1 CIVIL ENGINEER 4/10/2026
52 PUBLIC WORKS 1 CIVIL ENGINEER 5/15/2025
53 PUBLIC WORKS 1 CONSTRUCTION INSPECTOR 4/28/2026
54 PUBLIC WORKS 1 ENGINEERING AIDE III 1/17/2025
55 PUBLIC WORKS 1 EQUIPMENT OPERATOR 4/24/2026
56 PUBLIC WORKS 1 EQUIPMENT OPERATOR - WATER 4/29/2026
57 PUBLIC WORKS 1 EQUIPMENT OPERATOR - WATER 4/16/2026
58 PUBLIC WORKS 1 GROUNDS MAINTENANCE LEAD WORKER 11/7/2025 59 PUBLIC WORKS 1 MAINTENANCE WORKER 6/23/2025
60 PUBLIC WORKS 1 MECHANIC III 7/27/2022
61 PUBLIC WORKS 1 MECHANIC III 7/3/2026
62 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER I 7/30/2026 63 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER I 6/30/2025 64 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER I 2/26/2026 65 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER I (413SRMW101) 7/1/2025 ** Citywide Vacancy Report

DEPARTMENT FTE POSITION VACANCY DATE
66 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER I (419SRMW101) 7/1/2025 ** 67 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER I 3/5/2026
68 PUBLIC WORKS 1 SENIOR MAINTENANCE WORKER III 7/9/2026 69 PUBLIC WORKS 1 SKILLED MAINTENANCE WORKER - WATER II 4/30/2026 70 PUBLIC WORKS 1 SKILLED MAINTENANCE WORKER - WATER II 8/29/2025 71 PUBLIC WORKS 1 SKILLED MAINTENANCE WORKER - WATER II 3/13/2026 72 PUBLIC WORKS 1 STREETS LEAD WORKER 7/1/2025 **
73 PUBLIC WORKS 1 WATER LEAD WORKER 2/28/2025
74 PUBLIC WORKS 1 WATER LEAD WORKER 3/19/2026
75 PUBLIC WORKS 1 WATER PRODUCTION OPERATOR 3/31/2026
TOTAL NUMBER OF VACANCIES 75
Notes:

Vacancy information as of 8/3/2026
Citywide Vacancy Rate is 12%
* Position underfilled with Accountant effective 10/12/2024 ** Position never filled
*** Position underfilled by Permit Technician beginning 9/5/2020 2 0 2 6 - 2 0 2 7

F I S C A L

Y E A R
C a p i t a l
I m p r o v e m e n t s
P r o g r a m B u d g e t

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Capital
Improvements Budget

Page
CIP-Intro
CIP-1
CIP-3
CIP-9
Storm Drain System ……………………………………………………………………… CIP-12
CIP-15
CIP-26
CIP-28
CIP-39
Park Improvements…............................................................................................... . CIP-44
Capital Improvement Program - Project Priority Schedules Public Works Department - Engineering
Airport ………………….…………………………………………..…………..………… …
Public Works Department - Maintenance Services

CITY OF FULLERTON

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
FISCAL YEARS 2026-27 - 2030-31

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

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Capital
Improvements Budget

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.

CI
P 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.

Th
e 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:
• Wa
ter Fund (restricted)
• RMRA / SB1 (restricted)
• ARPA Revenue Replacement (unrestricted)
In S
tage 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 2026-27
Funding Source

RESTRICTED FUNDS
Airport Enterprise Fund
Drainage Capital Outlay Fund
Facility Capital Repair Fund
Gas Tax Fund
Infrastructure Fund
Measure M2
Park Dwelling Fund
RMRA/SB1 Fund
Sewer Enterprise Fund
Traffic Mitigation Fees
Water Fund
Subtotal
OTHER
General Fund
Other (Settlement)
Subtotal
GRANTS
Community Development Block Grant
Grant - Federal
Subtotal

TOTAL PROPOSED CIP BUDGET
The proposed Capital Improvement Program (CIP) 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 CIP.

CAPITAL IMPROVEMENT PROGRAM OVERVIEW
Proposed FY Funding
Amount
$600,000

0.3%
$0
Percent

2.1%
$100,000
$3,900,000

0.0%

13.5%

3.8%

17.8%

22.3%
$2,500,000 8.6%
$6,450,000
$1,100,000
$5,162,000

0.7%
$500,000 1.7%
$475,000 1.6%

2.1%
$22,371,342
$50,000 0.2%
$4,096,342
CIP-1

19.0%
$28,983,342 100.0%
$5,512,000

14.1%
$4,000,000 13.8%
$200,000
$600,000

1.2%

77.2%
$350,000
STREET

IMPROVEMENTS

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba Blvd.

Nutwood Ave.

Malvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans Ave.

Beach
Blvd.

G
ilbert
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

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-Sheppard Area Euclid Street - SR91 to Valencia Dr (DESIGN ONLY) Courtney-Ash Area Harbor Boulevard - SR91 to Orangefair Ave (Anaheim Joint Project) Rancho-Verona-Yucca Area Rosecrans Avenue - Sunny Ridge Dr to Gilbert St Yale-Santa Fe-Princeton Area Yorba Linda Boulevard - east of State College Blvd (DESIGN ONLY) Malvern-Euclid Infrastructure Improvements
Slurry Seal - Various Streets

PROJECT COSTS
Funding Source FY 2026-27 FY 2027-28 FY 2028-29 FY 2029 -30 FY 2030-31 TOTAL $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 $3,500,000 $3,400,000 $3,400,000 $3,400,000 $3,400,000 $ 17,100,000 $2,345,000 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $ 12,345,000 $3,700,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $ 19,700,000 $350,000 $350,000
$614,000 $614,000
TOTALS $11,109,000 $10,500,000 $10,500,000 $10,500,000 $ 10,500,000 $53,109,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-3

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Street Improvement Rehabilitation
Measure M2 funds must be spent within 3 years of receipt.

Federal Grant is restricted to Euclid Street and Yorba Linda Blvd. projects.

CDBG Grant is restricted to project Yale-Santa Fe-Princeton Area.

Street Reconstruction, Rehabilitation & Repair Program
Mobility
Policy P5.6
Citywide
General Fund
Grant - Federal
Grant - CDBG
RMRA/SB1
Measure M2
Infrastructure Fund
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.

Department: Project Priority Number: 2
Project Number: 44068 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category:

Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2023-24 Funding:
100,000 $
1,122,000 $
FY 2024-25 Funding:
50,000 $

PROJECT COSTS
Funding Source FY 2026-27 FY 2027-28 FY 2028-29 FY 2029 -30 FY 2030-31 TOTAL $300,000 $300,000
TOTALS $300,000 $0 $0 $0 $0 $300,000
Restrictions or Deadlines Associated with Outside Funding Sources:

This project involves pedestrian and pavement rehabilitation improvements to State College Boulevard from Yorba Linda Boulevard to the northern City limits. The work will include rehabilitation of existing streets including pavement rehabilitations, repair of damaged curb and gutter, repair of sidewalk, construction of ADA curb ramps, construction of driveway approaches as applicable, water pollution control, traffic control, adjustment of manholes and water valves, signing and striping, and all related work.

Project design is expected to be completed in FY 26-27, with construction expected to be completed by Fall 2027.

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Streets)
State College Blvd. - Yorba Linda Blvd to City Limits
Street Improvements
Mobility
Policy P5.6, P6.2
Street Improvement Rehabilitation
State College Blvd between Yorba Linda Blvd to City Limits Fall 2027
SB1
Grant - Federal
SB1
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-4
SB1
Department: Project Priority Number: 3
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:

FY 2024-25 Funding:
50,000 $
306,000 $
FY 2025-26 Funding:
675,000 $

PROJECT COSTS
Funding Source FY 2026-27 FY 2027-28 FY 2028-29 FY 2029 -30 FY 2030-31 TOTAL $550,000 $550,000
$4,548,000 $4,548,000
TOTALS $5,098,000 $0 $0 $0 $0 $5,098,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Bicycle

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Streets)
Harbor Blvd Complete Streets Improvement Project
Mobility
Policy P5.6, P6.2
Street Improvement Rehabilitation
Harbor Blvd between Brea Blvd and Valencia Mesa Dr
Winter 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 26-27, with construction expected to begin in FY 26-27 and continue through FY 27-28; FY 26-27 Measure M2 funding represents the minimum local match, with additional funds potentially required depending on construction costs.

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.

Measure M2
Grant - Federal
CIP-5
Measure M2
Grant - Federal
Measure M2
Department: Project Priority Number: 4
Project Number: 44798 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 2026-27 FY 2027-28 FY 2028-29 FY 2029 -30 FY 2030-31 TOTAL $350,000 $400,000 $500,000 $500,000 $500,000 $2,250,000 TOTALS $350,000 $400,000 $500,000 $500,000 $500,000 $2,25 0,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Streets)
Curb/Gutter & Sidewalk Reconstruction - FY 26-27
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.

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

Department: Project Priority Number: 5
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 2026-27 FY 2027-28 FY 2028-29 FY 2029 -30 FY 2030-31 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
TOTALS $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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 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.

FY 2029-30 will involve inspection of the arterial streets and submittal of the Pavement Management Plan (PMP) Report.

FY 2030-31 will involve inspection of approximately 1/3 of the City's residential/local streets.

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

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Capital
Improvements Budget

SEWER SYSTEM

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba
Blvd.

Nutwood Ave.

M
alvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans
Ave.

Beach
Blvd.

Gilb e rt
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $2,500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000 TOTALS $2,500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000 Restrictions or Deadlines Associated with Outside Funding Sources:

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

Priority projects:

Brick manhole replacement - Typically part of street rehabilitation projects Valley View Area - Pipe rehabilitation/replacement
Euclid-Malvern siphon replacement
Pritchard Ave south and north of Commonwealth Ave - Pipe upsizing Gregory Ave - Pipe abandonment, upsizing, and lateral modifications As needed pipe repairs and frame replacements associated with street projects Locations are subject to change as priorities and funding are continuously updated.

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

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Sewer System Replacement
N/A
Annual Sewer Replacement Program
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Sewer Enterprise Fund
Department: Project Priority Number: 2
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $2,000,000 $2,500,000 $2,500,000 $7,000,000
TOTALS $0 $0 $2,000,000 $2,500,000 $2,500,000 $7,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-10
N/A
Unfunded

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Sewer)
Sewer Master Plan Improvement Project
Growth Management
Policy OAP1, P7.5 & P20.7
Sewer System New Improvement
Citywide
Ongoing - Annual Project
The City has recently completed updating the Sewer Master Plan. This plan has provided recommendations to address system deficiencies and/or improve the sewer system. The majority of the recommendations are to upsize the pipelines to address capacity issues and concerns.

Future projects will be one of the recommended projects.

STORM DRAIN
SYSTEM

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba
Blvd.

Nutwood Ave.

M
alvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans
Ave.

Beach
Blvd.

Gilb e rt
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $600,000 $600,000 $1,200,000
$500,000 $500,000 $500,000 $1,500,000
TOTALS $600,000 $600,000 $500,000 $500,000 $500,000 $2,700,000 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.

Priority 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.

Work under this project will also include emergency repair of drainage systems during the rainy season.

Public Works - Engineering (Storm Drain)
Ongoing - Annual Project
CIP-12

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Storm Drain System Repair & Maintenance
N/A
Annual Miscellaneous Storm Drain Repair
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Drainage Capital Outlay
Unfunded
Department: Project Priority Number: 2
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 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 2026-27 - 2030-31
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

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba
Blvd.

Nutwood Ave.

M
alvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans
Ave.

Beach
Blvd.

Gilb e rt
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $4,000,000 $6,000,000 $9,000,000 $8,000,000 $7,000,000 $34,000,000 $8,000,000 $8,000,000 $10,000,000 $12,000,000 $38,000,000 TOTALS $4,000,000 $14,000,000 $17,000,000 $18,000,000 $19,000,000 $72,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Water Main System Replacement & Upgrade
Water
Policy P19.4 & P19.5
Water System Replacement
Citywide
Ongoing - Annual Project
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 System Masterplan 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. The Masterplan recommends replacing 7 miles of pipeline annually, equalling to a 60-year replacement cycle.

Funding form FY 2026-2027 will provide for the following project areas:
-Commonwealth/Acacia to Chapman - Harbor Blvd/Complete Street Project -Euclid/Malvern
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. $16M plus annually is required to meet projected water main replacement projects. The current available budget can only fund approximately 2 miles of water main replacements in FY 2026-27, rather than the 7 miles recommended in the Water Master Plan.

CIP-15
Unfunded
None
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $1,000,000 $1,600,000 $1,700,000 $1,800,000 $1,900,000 $8,000,000 $500,000 $500,000
TOTALS $1,500,000 $1,600,000 $1,700,000 $1,800,000 $1,900,000 $8,500,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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 c ontinue to evelove and currently Notification Levels (NLs) and Response Levels (RLs) are required for four PFAS constiuents, Perflurooctanoic acid (PFOA) and Perfluorooctanesulfonic acid (PFOS), Perfluorobutane sulfonate (PFBS) and Perfluorohexane sulfonate (PFHxS). Groundwater that exceeds the NL(s) require notification to governing bodies of agencies receiving the supplied drinking water while DDW recommends any groundwater wells that exceed the RLs be removed from service. The City has had to remove one high- producing well from service due to this order, with future testing and regulatory changes possibly removing other wells from service.

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

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

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

CIP-16
Other
"Other" fund source is from PFAS settlements from responsible party to adress "forever chemical" contamination in U.S. public water systems. Public water systems that detects PFAS are eligible for this fund. Money must be used for testing, filtering systems, and other remediation efforts.

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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $500,000 $400,000 $400,000 $400,000 $400,000 $2,100,000 TOTALS $500,000 $400,000 $400,000 $400,000 $400,000 $2,100,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Water System SCADA Upgrade
Water
Policy P19.4 & P19.5
Water System New Improvement
Various Locations
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. An assessment was performed on the existing system and 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.

CIP-17
None
Department: Project Priority Number: 4
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $250,000 $300,000 $300,000 $350,000 $350,000 $1,550,000 TOTALS $250,000 $300,000 $300,000 $350,000 $350,000 $1,550,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Water Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Miscellaneous Distribution System Improvements
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Various Locations
Ongoing - Annual Project
This program is to repair or replace valves, vaults, large meters, and other miscellaneous structures required for operating a water distribution system.

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

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

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

CIP-18
None
Department: Project Priority Number: 5
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $400,000 $400,000
$3,500,000 $3,500,000
TOTALS $400,000 $3,500,000 $0 $0 $0 $3,900,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Unfunded
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 2026-27: Addtional funding required for the construction of Tank Farm 2D Tank 2 Rehabilitation, engineering estimate.

FY 2027-28: 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 2027-28.

Public Works - Engineering (Water)
Ongoing - Multiyear
CIP-19

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Water System Rehabilitation
None
Upgrade & Rehabilitation of City Reservoirs
Water
Policy P19.4 & P19.5
Various Locations
Water Fund
Department: Project Priority Number: 6
Project Number: 53005 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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $300,000 $250,000 $250,000 $250,000 $250,000 $1,300,000 $1,500,000 $1,500,000 $2,000,000 $2,000,000 $7,000,000
TOTALS $300,000 $1,750,000 $1,750,000 $2,250,000 $2,250,000 $8,300,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-20
Unfunded
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Water Well Replacement
Water
Policy P19.4 & P19.5
Water System New Improvement
Various Locations
Ongoing - Multiyear
This program is to replace water wells that have deteriorated beyond rehabilitation efforts and/or have been impacted by the migration of groundwater contamination. Replacing water wells will help improve system reliability, increase the accessibility to the lower cost groundwater supply, and meet projected water demands. Production from the water wells comprise approximately 77% of the City's water. Future changes in the region's water supply management may allow the City to increase this percentage. City wells range in age from 20 to 95 years.

Funding for a replacement well is spread over multiple years, location is to be determined via well siting feasibiliity study:

FY 2025-26 : Well siting feasibility study, construction of Well 7A,Equip well with motor, pump, and piping.

FY 2026-27: Predesign Welll 16
FY 2027-29: Design
FY 2029-30 and beyond: Construction
A Community Project Funding Grant for $1.2M was applied for FY 2026-27 with a 20% cost share ($300,000) from City of Fullerton for the Well 16 project.

Department: Project Priority Number: 7
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $300,000 $300,000
TOTALS $0 $300,000 $0 $0 $0 $300,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-21
None
Unfunded

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Abandon and Remove Well 12A
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Various Locations
Spring 2028
This program is to properly abandon Coyote Well 12A. This well was drilled in 1993 but did not produce much water--initially around 500 GPM and dropping to 300 gpm towards the end of its life. In addition, the little water that was produced had high levels of Iron and Manganese, which required a treatment train. Due to the low production and treatment costs, staff recommended the well be taken offline in 2003. The following tasks will need to occur: well abandonment, which includes removing the pump, perforating the casing, and filling in the hole with sealing grout; treatment train disposal; and disconnection from the existing water system.

Per California Department of Water Resources; a well that is no longer useful must be destroyed in order to

1. Assure that the groundwater supply is protected or preserved for future use

2. Eliminate the potential physical hazard.

Department: Project Priority Number: 8
Project Number: 53750 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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $2,500,000 $2,500,000 $2,500,000 $2,500,000 $10,000,000 TOTALS $0 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $10,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Unfunded

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Advance Metering Infrastructure (AMI)
Water
Policy P19.4 & P19.5
Water System New Improvement
Various Locations
Ongoing - Multiyear
AMI takes the meter readers out of the field and brings the readings directly to the utility. This system utilizes high power transmitters attached to the meters and end points to collect meter readings throughout the day. The AMI meters will register the water used and send the meter reads back to the City for billing or other data management purposes. AMI also has functions that allow residents to track their own water use and check for leaks. This technology based metering allows flexibility in monitoring water use and billing.

FY 2025-26 Funding:

Water Fund - $100,000
CIP-22
None
Department: Project Priority Number: 9
Project Number: 56303 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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $1,200,000 $1,200,000 $1,500,000 $1,500,000 $5,400,000
TOTALS $0 $1,200,000 $1,200,000 $1,500,000 $1,500,000 $5,400,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-23
None
Unfunded

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Water Production Equipment Upgrade & Rehabilitation
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Various Locations
Ongoing - Multiyear
This program is to repair, replace, and rehabilitate water production equipment and any related site improvements. This includes replacement of old motor control centers, pumps, motors, controls, piping, and enclosures. These upgrades are necessary to maintain the ability to move water throughout the City, integrate the controls with the Supervisory Control And Data Acquisition (SCADA) System, and improve emergency resiliency.

Funding will be for upgrades at the following booster stations:

FY 20----: Tank Farm Booster Station - This station was built in 1960 with much of the original infrastructure still in place.

Replacement parts for repairs are getting harder to obtain as much have been discontinued over the years.

FY 20--- / FY 20---: Hermitage Booster Station
These locations are subject to change as priorities are continuously updated.

Department: Project Priority Number: 10
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $1,000,000 $2,000,000 $3,000,000
TOTALS $0 $1,000,000 $2,000,000 $0 $0 $3,000,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Unfunded

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Water)
Electric Generator Upgrades
Water
Policy P19.4 & P19.5
Water System New Improvement
Various Locations
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.

FY 2024-25 Funding:

Water Fund - $2,000,000
FY 2025-26 Funding:

Water Fund - $500,000
CIP-24
FY 27/28 and 28/29 to fund construction of Lower Acacia, Coyote, & Hermitage Pump Station Emergency Generator.

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Capital
Improvements Budget

AIRPORT

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba
Blvd.

Nutwood Ave.

M
alvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans
Ave.

Beach
Blvd.

Gilb e rt
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

AIRPORT
Department: Project Priority Number: 1
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $75,000 $75,000
$1,500,000 $1,500,000
$75,000 $75,000
TOTALS $0 $0 $0 $1,650,000 $0 $1,650,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Airport Rehabilitation
Airport
Summer 2030
Airport Enterprise Fund
CIP-26
Rehabiltiation and maintenace of the approximately 1,000,000 SF asphalt concrete pavement. Pavement striping and markings will be reinstalled and updated 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.

Policy P12.8

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Airport
South Ramp Pavement Rehabilitation
Public Safety

TRAFFIC SIGNALS &

SAFETY LIGHTING

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba
Blvd.

Nutwood Ave.

M
alvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans
Ave.

Beach
Blvd.

Gilb e rt
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

TRAFFIC ENGINEERING
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $25,000 $25,000
$133,000 $50,000 $50,000 $50,000 $50,000 $333,000
TOTALS $158,000 $50,000 $50,000 $50,000 $50,000 $358,000 Restrictions or Deadlines Associated with Outside Funding Sources:

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

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

Public Works - Engineering (Traffic)
Ongoing - Multiyear
CIP-28

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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
Traffic Mitigation Fees
Measure M2
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $25,000 $25,000
$347,000 $200,000 $200,000 $200,000 $200,000 $1,147,000 TOTALS $372,000 $200,000 $200,000 $200,000 $200,000 $1,172,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Traffic Mitigation Fees

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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 modifciation 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 detection systems (including bicycle), 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.

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

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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $25,000 $25,000
$50,000 $50,000 $50,000 $50,000 $200,000
TOTALS $25,000 $50,000 $50,000 $50,000 $50,000 $225,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Traffic Mitigation Fees

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
Installation of New Traffic Signals & Rectangular Rapid Flashing Beacons
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
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 based on criteria standards as warranted in the California Manual on Uniform Traffic Control Devices (CA MUTCD). Additional considerations may be given based on studies of current traffic volumes, accident history, and other relavent 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: Harbor Blvd and La Entrada Pl, State College Blvd and Kimberly Ave CIP-30
Measure M2
Measure M2 funds must be spent within 3 years of receipt.

Department: Project Priority Number: 4
Project Number: 46040 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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $1,508 $190,000 $7,500 $7,500 $206,508
TOTALS $1,508 $190,000 $7,500 $7,500 $0 $206,508
Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
State College Boulevard Regional Traffic Signal
Synchronization Program
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
State College Boulevard - City Limits
Summer 2029
A multi-jurisdictional project through Orange County Transportation Authority's (OCTA) Project P/Regional Traffic Signal Synchronization Program (RTSSP). The State College Boulevard project from Cliffwood Avenue in the City of Brea, through the cities of Fullerton, Anaheim, Orange, and Caltrans jurisdiction, culminating at Garden Grove Boulevard in the City of Orange.

Total corridor length is 11.3 miles and involves 58 signalized intersections of which 13 are in the City of Fullerton.

The City of Anaheim is lead agency on this project with participation from the City of Fullerton. Agencies are required to provide 20% matching funds. Total cost for the 3-year project is $4,687,683.50, which includes $3,750,146.80 (approximately 80% of the project cost ) funded by OCTA. Total project cost within the City of Fullerton amount to $1,013,075.00 of which Fullerton's match dollar is $202,615.00. Project design, construction, equipment, and implementation total to $187,535.00 with an addtional $15,080.00 for ongoing Maintenance & Operations beyond project completion. 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.

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

Department: Project Priority Number: 5
Project Number: 46042 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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $50,000 $50,000
$255,000 $10,000 $10,000 $275,000
TOTALS $50,000 $255,000 $10,000 $10,000 $0 $325,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-32
Measure M2
Measure M2 funds must be spent within 3 years of receipt.

Traffic Mitigation Fees

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
Bastanchury Road Regional Traffic Signal
Synchronization Program
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
Bastanchury Road - City Limits
Summer 2030
A multi-jurisdictional project through Orange County Transportation Authority's (OCTA) Project P/Regional Traffic Signal Synchronization Program (RTSSP). The Bastanchury Road project from Malvern Avenue in the City of Fullerton, through the city of Placentia,culminating at Village Center Drive in the City of Yorba Linda. Total corridor length is 11.4 miles and involves 38 signalized intersections of which 16 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% matching funds. Total cost for the 3-year project is $3,557,245.00, which includes $2,845,796.00 (approximately 80% of the project cost ) funded by OCTA. Total project cost within the City of Fullerton amount to $1,522,850.00 of which Fullerton's match dollar is $319,610.00. Project design, construction, equipment, and implementation total to $304,570.00 with an addtional $15,040.00 for ongoing Maintenance & Operations beyond project completion. 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: 46041 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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $50,000 $50,000
$40,000 $5,000 $5,000 $50,000
TOTALS $50,000 $40,000 $5,000 $5,000 $0 $100,000
Restrictions or Deadlines Associated with Outside Funding Sources:

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

Traffic Mitigation Fees

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
Placentia Avenue Regional Traffic Signal
Synchronization Program
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
Placentia Avenue - City Limits
Summer 2030
A multi-jurisdictional project through Orange County Transportation Authority's (OCTA) Project P/Regional Traffic Signal Synchronization Program (RTSSP). The Placentia Avenue project from Imperial Highway in the City of Brea, through the cities of Fullerton, Placentia, culminating at State College Boulevard in the City of Anaheim. Total corridor length is 4.4 miles and involves 16 signalized intersections of which five (5) are in the City of Fullerton.

The City of Placentia is lead agency on this project with participation from the City of Fullerton. Agencies are required to provide 20% matching funds. Total cost for the 3-year project is $1,499,890.00, which includes $1,199,912.00 (approximately 80% of the project cost ) funded by OCTA. Total project cost within the City of Fullerton amount to $468,730.00 of which Fullerton's match dollar is $93,746.00. Project design, construction, equipment, and implementation total to $89,946.00 with an addtional $4,800.00 for ongoing Maintenance & Operations beyond project completion. 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: 7
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:

PROJECT COSTS
Funding Source FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $25,000 $25,000
$175,000 $25,000 $25,000 $25,000 $25,000 $275,000
TOTALS $200,000 $25,000 $25,000 $25,000 $25,000 $300,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Traffic Mitigation Fees

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
Traffic Management Center (TMC) System
Expansion
Mobility
Policy P5.3 & P5.6
Traffic Signal & Safety Lighting Replacement
Various Intersections along Orangethorpe Avenue and Harbor Boulevard Summer 2029
To date, the City has installed fifty-five (55) new Q-Free (previously Intelight) traffic signal controllers. This will result in a remaining balance of 105 controllers out of approximately 160 signalized intersections still requiring replacement. It is staff's intention to replace approximately 25 controllers per year, while still allowing for spare controllers in case of emergency replacements, over a period of four years.

The new controllers will replace antiquated ones that are incapable of communicating with the City's central traffic signal system server. These new controllers are non-proprietary, in nature, and capable of communicating with a multitude of traffic management software. The end product is a lower-cost controller which affords 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, in order to manage future demands on the citywide traffic signal system. Staff foresees both an increase in number of signals added to the network (within the next five years) and a heavier workload forced onto existing servers that will be considered antiquated and will need to utilize new and necessary technology. These improvements will be necessary in year two of the four year program.

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

Department: Project Priority Number: 8
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 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:

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
Annual Street Light Conversion Project
Mobility
Policy P5.3 & P5.6
Traffic Signal & Safety Lighting Replacement
Citywide
Ongoing - Multiyear
The City owns and operates over 6,000 street lights on arterial and local streets. Approximately one-half of these lights are on an 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 do 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 solar lights consisting of individual solar panels at the top of each light; or d) replacing all underground conduits and wiring.

It is expected that 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.

CIP-35
Gas Tax
Department: Project Priority Number: 9
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$ 6,480$
110,274$
60,000$ FY 2024-25 Funding:
6,480$

PROJECT COSTS
Funding Source FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $110,274 $15,000 $125,274
TOTALS $110,274 $15,000 $0 $0 $0 $125,274
Restrictions or Deadlines Associated with Outside Funding Sources:

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Public Works - Engineering (Traffic)
Euclid Street Regional Traffic Signal Synchronization
Program
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
Euclid Street - City Limits
Fall 2027
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.Total cost for the project is $5,807,142.00, with approximately 80% funded by OCTA through Project P. Participating agencies are required to provide 20% matching funds, with each City responsible for its own match contributions covering design, construction, and ongoing maintenance and 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 funds must be spent within 3 years of receipt.

Measure M2
Measure M2
CIP-36
Measure M2
Traffic Mitigation Fees
Measure M2
Department: Project Priority Number: 10
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$ 3,960$
34,560$
60,000$ FY 2024-25 Funding:
3,960$

PROJECT COSTS
Funding Source FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $34,560 $34,560
TOTALS $34,560 $0 $0 $0 $0 $34,560
Restrictions or Deadlines Associated with Outside Funding Sources:

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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
Winter 2026
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. Total cost for the project is $4,323,312.00, with approximately 80% funded by OCTA through Project P. Participating agencies are required to provide 20% matching funds, with each City responsible for its own match contributions covering design, construction, and ongoing maintenance and 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 funds must be spent within 3 years of receipt.

Measure M2
Measure M2
CIP-37
Measure M2
Traffic Mitigation Fees
Measure M2

CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Capital
Improvements Budget

PUBLIC FACILITIES

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba Blvd.

Nutwood Ave.

Malvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans Ave.

Beach
Blvd.

G
ilbert
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $425,000 $450,000 $450,000 $450,000 $450,000 $2,225,000 TOTALS $425,000 $450,000 $450,000 $450,000 $450,000 $2,225,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-39
N/A
Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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 Sprayground Equipment Replacement
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 - Repair/restoration of exterior and interior doors These projects are subject to change as priorities are continously updated.

Department: Project Priority Number: 2
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $50,000 $100,000 $100,000 $100,000 $100,000 $450,000
TOTALS $50,000 $100,000 $100,000 $100,000 $100,000 $450,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-40
N/A
Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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.

Potential projects include:

Fire Station 1 - Bay Overhangs
Public Works Fleet Shop - Skylights
Annual preventive maintenance and minor repairs citywide Replacement at one facility
These projects are subject to change as priorities are continously updated.

Department: Project Priority Number: 3
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $100,000 $150,000 $200,000 $200,000 $200,000 $850,000
TOTALS $100,000 $150,000 $200,000 $200,000 $200,000 $850,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-41
N/A
Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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
Buildings - Door opening and exiting, counter heights, etc.

Department: Project Priority Number: 4
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 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 TOTAL $300,000 $400,000 $450,000 $500,000 $500,000 $2,150,000 TOTALS $300,000 $400,000 $450,000 $500,000 $500,000 $2,150,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-42
N/A
Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
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:

City Parking Lots - Hardscape Repairs and Pavement Rehabilitation Hillcrest Stairs Maintenance and Repair
Hillcrest Recreation Building - Kitchen Renovation and Patio Doors Hillcrest Access Roadways
Muckenthaler - Concrete parking area rehabilitation
Fire Stations - Bay Door Replacements
Police Department - Parking Lot Vehicle Canopy
Fullerton Museum - Ductwork
City Clerk - Exterior Emergency Exit Door
These projects are subject to change as available funding and priorities are continously updated.

CITY OF
Imperial Hwy.

Bastanchury Road
Brea
Blvd
Berkeley
Ave.

Yorba Blvd.

Nutwood Ave.

Malvern
Ave.

Chapman Ave.

Commonwealth Ave.

Valencia Dr.

Orangethorpe Ave.

Rosecrans Ave.

Beach
Blvd.

G
ilbert
S
Magnolia Ave.

Brookhurst Rd.

Euclid St.

Harbor Blvd.

Lemon St.

Raymond Ave.

State
Blvd.

Placentia
Ave.

Linda Orange Fwy.

Riverside Fwy.

Santa Ana
Fwy.

Lambert Rd.

College

PARKS & RECREATION
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 2026-27 FY 2027-28 FY 2028-29 FY 2029 -30 FY 2030-31 TOTAL $50,000 $50,000
$100,000 $100,000 $100,000 $100,000 $400,000
TOTALS $50,000 $100,000 $100,000 $100,000 $100,000 $450,0 00 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 exitsting park amenities.

Parks and Recreation
Ongoing - Annual Project
CIP-44

CITY OF FULLERTON
FISCAL YEARS 2026-27 - 2030-31
Parks Replacement
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Park Facilities Improvement
Parks & Recreation
Policy P15.2
Various Locations
Park Dwelling Fund
Unfunded

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CITY OF FULLERTON, CA
Fiscal Year 2026-27
Proposed Capital
Improvements Budget

2 0 2 6 - 2 0 2 7

F I S C A L

Y E A R
CIP Appendix

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

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

Overarching OAP3 Leverage the advantages and advances of technology.

Overarching OAP4 Seek opportunities for increased efficiency and effectiveness.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Appendix A - 2

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Appendix A - 3

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Appendix A - 4

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

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

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

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

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

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

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

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

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

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

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

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

Economic Development P9.17 Support projects that do not compromise the City’s ability to provide quality services to its existing and future residents and businesses.

Economic Development
P10.1 Support policies, projects, programs and regulations, as well as regional and subregional efforts, that reduce the cost of living and the cost to do business, such as on-line services, technology, tax incentives, permit streamlining programs and others.

Economic Development
P10.2 Support regional and subregional efforts that recognize the unique roles of each sector of the economy (private sector, public sector, non-profit sector and educational sector) in economic development and take advantage of the strengths and benefits of each sector through strategic alliances.

Economic Development
P10.3 Support regional and subregional efforts to foster strategic alliances with businesses, local colleges and universities, Orange County SCORE, the Orange County Business Council, the U.S. Small Business Administration, the U.S. Economic Development Administration, the Fullerton Chamber of Commerce, the Downtown Business Association, service clubs, local churches and other non-profit organizations.

Economic Development
P10.4 Support regional and subregional efforts to promote economic development in North Orange County.

Economic Development P10.5 Support projects and programs that foster a citywide culture of innovation that values learning, creativity, adaptability and local entrepreneurship.

Economic Development P10.6 Support policies, projects and programs that bolster the efforts of local school districts, vocational schools, colleges and universities to maintain an outstanding educational system that best prepares today’s students for tomorrow’s workplace. (Also see Chapter 14: Education for related policies.) Economic Development P10.7 Support policies, projects, programs and regulations that encourage the growth and development of the vocational schools, colleges and universities within Fullerton and, as a result of such expansion, create jobs and entrepreneurial opportunities, enhance educational opportunities for Fullerton residents, support neighborhood stability and strengthen the City’s image as an educational center. (Also see Chapter 14: Education for related policies.)
Appendix A - 5

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Economic Development P10.8 Support programs to encourage Fullerton residents to become entrepreneurs and invest in new businesses with high growth potential.

Economic Development P10.9 Support projects and programs by local banks, the U.S. Small Business Administration, non-profit organizations, or colleges and universities to create business incubators, microfinance programs and other means to encourage and/or grow small businesses in the City.

Economic Development P10.10 Support policies, projects and programs that help local businesses reduce their operating costs and manage their energy use, including economic development incentives and initiatives by utility companies, and promote such opportunities on the City’s website and at the public counters of City departments.

Economic Development P10.11 Support policies, projects, programs and regulations that facilitate the installation of broadband, fiber- optic, hybrid coax, and similar infrastructure within employment and business districts to enhance the City’s ability to recruit and retain technology-dependent businesses.

Economic Development P10.12 Support policies, projects, programs and regulations that diversify the Downtown economy to create more economic activity.

Economic Development P10.13 Support policies, projects, programs and regulations for diversifying the City’s manufacturing base and facilitating investment in the City’s industrial areas that will result in maintaining or growing local jobs and creating an environment that is attractive to high tech, research and development, business incubators, manufacturers, transportation and warehouse logistics companies, services, and other emerging industries.

Economic Development P10.14 Support projects, programs, policies and regulations to evaluate ways to foster local entrepreneurial spirit and intellectual capital as part of community-based planning of Focus Areas.

Economic Development P10.15 Support policies, projects, programs and regulations that encourage the growth and expansion of Fullerton’s health and medical service providers and enhance the City’s health and social services cluster.

Economic Development P10.16 Support policies, programs and regulations pertaining to planning efforts for the City’s Focus Areas that facilitate investment and encourage economic activity that benefits the Fullerton community and the City.

Economic Development P10.17 Support projects and programs that pursue grants from the U.S. Economic Development Administration, the Kaufman Foundation, and other government agencies and philanthropic organizations to improve the economic feasibility of projects that create jobs.

Revitalization
P11.1 Support regional and subregional efforts pertaining to community revitalization that are rooted in sustainable development principles.

Revitalization P11.2 Support projects and programs surrounding community revitalization that are rooted in community-based planning processes that integrate the vision, values, views and priorities of residents, property owners, business owners and other members of the Fullerton community.

Revitalization P11.3 Support policies, projects and programs concerning historic preservation to protect Fullerton’s heritage, revitalize neighborhoods, generate design and construction jobs, and bolster the community’s sense of place.

Revitalization P11.4 Support policies, projects and programs to foster skill development and economic success through education and the creation of a culture of entrepreneurship.

Revitalization P11.5 Support policies, projects, programs and regulations that utilize innovative policing and crime prevention techniques to improve the safety of neighborhoods and districts, such as evidence-based policing, community- based policing and Crime Prevention Through Environmental Design (CPTED).

Revitalization P11.6 Support policies, projects, programs and regulations that encourage the revitalization of brownfield and grayfield properties to protect the environment, reduce blight and revitalize underutilized properties.

Revitalization P11.7 Support policies and programs that benefit property- and business owner-initiated efforts to establish an assessment district to fund special improvements and services that help revitalize and maintain neighborhoods and districts.

Revitalization P11.8 Support policies, programs and regulations that facilitate the use of creative financing tools for revitalization efforts that alleviate blight, stimulate private-sector investment, upgrade public infrastructure and facilities, and provide quality affordable housing.

Revitalization P11.9 Support policies, projects, programs and regulations that prioritize revitalization efforts that are within or adjacent to the City’s Focus Areas.

Revitalization P11.10 Support policies, projects and programs that encourage residents, homeowners’ associations, neighborhood groups and others to organize and develop neighborhood-based revitalization strategies that embrace creativity, mobilize assets and generate positive change.

Appendix A - 6

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Revitalization P11.11 Support policies, programs and regulations that facilitate parking management programs within the Transportation Center, Downtown and other appropriate Focus Areas to better manage the parking supply for the benefit of businesses, visitors and residents.

Revitalization P11.12 Support policies, projects and programs that facilitate partnerships with property owners and developers to achieve revitalization results that contribute to clean, safe and attractive neighborhoods and districts.

Revitalization P11.13 Support policies and programs that strengthen efforts by the Downtown Business Association and/or Chamber of Commerce to evaluate best practices for advancing the economic vitality of Downtown Fullerton, such as the “Main Street Four Point Approach” to commercial district revitalization.

Revitalization P11.14 Support programs that identify and analyze proven financing mechanisms and funding resources available to the City of Fullerton and local non-profits for revitalization projects.

Public Safety P12.1 Support programs that strengthen regional partnerships between public safety and human services agencies to encourage strong family relationships, reinforce healthy child development and encourage lawful behavior.

Public Safety P12.2 Support regional and subregional efforts to prevent violence, child abuse, sexual assault, domestic violence, illegal use of firearms, violence associated with substance abuse, crimes against property and other similar issues.

Public Safety P12.3 Support policies and programs that bolster productive communication and problem-solving between public safety personnel and the Fullerton community.

Public Safety P12.4 Support policies, projects, programs, and regulations that balance the need to reduce vehicle accidents, injuries, and deaths through traffic calming and street design with the need to facilitate emergency response times.

Public Safety P12.5 Support policies, programs and regulations pertaining to proactive code enforcement methods which reinforce the proper maintenance of properties, buildings and landscapes, and adherence to applicable regulations, while discouraging conditions that foster vandalism and more serious crime.

Public Safety P12.6 Support programs that involve young people in discussions about crime and prevention, increase youths’ attachment to the community, engage youth in productive activities, and reinforce success in education.

Public Safety P12.7 Support policies, programs and regulations that give the Fire Marshall flexibility to approve streets and fire lanes with reduced clearance requirements when other fire safety factors are incorporated into the project (such as street connectivity, traffic safety and the presence of sprinkler systems).

Public Safety P12.8 Support policies, projects, programs and regulations that provide for safe and efficient airport operations through compliance with the Fullerton Municipal Airport (FMA) Master Plan and the Airport Land Use Commission for Orange County’s Airport Environs Land Use Plan for FMA and the Airport Environs Land Use Plan for Heliports..

Public Safety P12.9 Support policies, projects, programs and regulations that strengthen partnerships and community-based efforts, such as Neighborhood Watch, to reduce crime through prevention, education and enforcement, and encourage communities to build block-by-block networks to prevent crime, develop social ties and solve common problems.

Public Safety P12.10 Support policies and programs that involve the community in supporting informal monitoring, participating in legitimate activities and building a sense of ownership and control over neighborhoods.

Public Safety P12.11 Support projects, programs, policies and regulations to proactively address public safety concerns as part of community-based planning of Focus Areas.

Public Safety P12.12 Support policies, programs and regulations that implement crime prevention strategies that have demonstrated success, including Crime Prevention Through Environmental Design (CPTED), Crime-Free Multi- Housing, Business Watch; Neighborhood Watch, iWatch and other similar strategies.

Public Safety P12.13 Support policies, projects, programs and regulations that make crime prevention and the maintenance of public safety service levels considerations in design and management of existing and new private and public spaces.

Public Safety P13.1 Support regional and subregional efforts to: coordinate as appropriate Continuity of Operations Plan, plans and procedures for Emergency Operations Centers, and emergency response training systems; maintain inter- agency and public communications systems that will provide mutual aid and be reliable during and following an emergency; and, formulate definitive plans and procedures for evacuation of hazard-prone areas and high risk uses.

Appendix A - 7

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Public Safety P13.2 Support policies and programs that ensure adequate resources are available in all areas of the City to respond to health, fire and police emergencies.

Public Safety P13.3 Support policies, projects, programs and regulations that reduce structural and non-structural hazards to life safety and minimize property damage and resulting social, cultural and economic dislocations resulting from future disasters.

Public Safety P13.4 Support programs that promote greater public awareness of disaster risks, personal and business risk reduction, and personal and neighborhood emergency response.

Public Safety P13.5 Support policies, programs and regulations that ensure the City, its residents, businesses and services are prepared for effective response and recovery in the event of emergencies or disasters, including the provision of information about the current nature and extent of local safety hazards and emergency plans, including evacuation plans and procedures to accommodate special needs populations. Information should be provided in multiple languages to maximize understanding by community members.

Public Safety P13.6 Support policies and programs that improve the coordination of disaster-related programs within City departments.

Public Safety P13.7 Support policies, programs and regulations which are based on research and evaluation and that implement new technologies and methods to improve the efficiency and effectiveness of fire and police services.

Public Safety P13.8 Support programs for ongoing staff training focused on the risks posed by older structures and infrastructure, as well as how to reduce those risks.

Public Safety P13.9 Support policies, programs and regulations that maintain or strengthen code enforcement as an important tool to uphold community health, safety and welfare consistent with the provisions of the Fullerton Municipal Code.

Public Safety P13.10 Support policies and programs to involve and educate the Fullerton community in emergency preparedness.

Public Safety P13.11 Support policies, programs and regulations to create problem-solving strategies and plans for areas with higher crime rates in the City and to reduce crime by implementing these strategies and plans through a range of measures including increased policing activities, neighborhood partnerships and other innovative programs.

Public Health P14.1 Support programs to coordinate with state, county and regional agencies to improve public health and well-
being through a range of efforts with regional, subregional and local agencies including schools, local medical facilities, senior centers and adjacent jurisdictions.

Public Health P14.2 Support policies, projects, programs and regulations that result in changes to the physical environment to improve health, well-being and physical activity.

Public Health P14.3 Support policies, projects, programs and regulations that facilitate successful farmers’ markets at appropriate and convenient locations throughout the City.

Public Health
P14.4 Support policies, projects, programs and regulations that encourage community gardens that are operated and managed by local volunteers and that provide for small-scale local food production in areas convenient to residents.

Public Health
P14.5 Support policies, projects, programs and regulations that provide for convenient and safe areas that facilitate opportunities for physical activity such as parks, trails, open space, safe streets for bicycling, safe sidewalks for walking, and recreational facilities for residents of all ages and abilities.

Public Health
P14.6 Support policies and regulations involving land use and zoning changes that would provide access to daily retail needs, recreational facilities, and transit stops within a walkable distance (i.e., a quarter- to a half-mile) of established residential uses.

Public Health
P14.7 Support projects and programs that facilitate private, non-profit and public health-related organizations’ efforts to provide for a range of health services including large- and small-scale medical facilities, assisted living facilities, and comprehensive healthy living resources in locations that are accessible to residents.

Public Health
P14.8 Support projects, programs, policies and regulations to evaluate ways to improve opportunities for community health and wellbeing as part of community-based planning of Focus Areas.

Public Health
P14.9 Support policies, projects, programs and regulations that encourage buildings to support the health of occupants and users by using non-toxic building materials and finishes, using windows and design features to maximize natural light and ventilation, and providing access to the outdoor environment.

Public Health P14.10 Support policies, projects and programs that demonstrate best practices related to promoting wellness in City facilities and at City-sponsored events.

Appendix A - 8

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Parks and Recreation P15.1 Support regional and subregional efforts to establish and maintain a collaboration of parks and recreation programs, to share best practices, discuss solutions to common challenges, and explore opportunities for connecting and expanding trails, joint use of parks and recreational facilities, and recreation programming for participating cities.

Parks and Recreation P15.2 Support policies, projects, programs and regulations that preserve, protect, maintain and enhance Fullerton’s existing parks, recreational facilities and trails.

Parks and Recreation P15.3 Support policies, projects, programs and regulations that strengthen access to quality recreation programs which, in turn, promote a sense of community and a higher quality of life for Fullerton residents.

Parks and Recreation P15.4 Support policies and programs that bolster appropriate partnerships between the City and agencies, including educational institutions, railroad franchises, utility companies, etc., to secure, co-locate or otherwise share parks, recreational facilities and trails on school campuses, within public easements and in other similar locations.

Parks and Recreation P15.5 Support policies, projects, programs and regulations allowing commercial ventures as ancillary uses in Fullerton parks and recreational facilities when determined they are context-appropriate, complementary to the facilities, viewed as a public benefit, and generate revenue that supports parks and recreational programs and facilities.

Parks and Recreation P15.6 Support policies, programs and regulations that facilitate the planning, design and development of an extensive system of parks (passive and active), recreational facilities, and trails that meets the current needs of Fullerton residents and is accessible and within a 15-minute walking distance (i.e., one-quarter to one-half mile) of every Fullerton resident.

Parks and Recreation P15.7 Support projects and programs that contribute to a citywide minimum park-to-population ratio of 4 acres per 1,000 people.

Parks and Recreation P15.8 Support programs that promote recreational activities that facilitate healthy and community-oriented lifestyles for Fullerton residents.

Parks and Recreation P15.9 Support policies, projects and regulations that reinforce a City commitment to a community-based parks and recreation program that maximizes opportunities to share information, promote two-way communication, and involve the Fullerton community and user groups in integrating a broad and diverse range of interests and concerns pertaining to the planning, development, enhancement and rehabilitation of parks, recreational facilities and trails.

Parks and Recreation P15.10 Support policies and regulations which require new construction of dwelling units in the City to pay a park dwelling fee that provides for the creation and enhancement of open space, parks and recreational facilities accessible to all residents.

Parks and Recreation P15.11 Support projects and programs for renovating or improving existing parks that consider the needs and desires of the surrounding neighborhoods and districts.

Parks and Recreation P15.12 Support projects, programs, policies and regulations to consider parks, recreational facilities and trails as part of community-based planning of Focus Areas.

Parks and Recreation P15.13 Support projects and programs incorporating design features in parks, recreational facilities and trails that reflect the sense of place and unique characteristics of the local context.

Parks and Recreation P15.14 Support policies and programs pertaining to public parks, recreational facilities and trails that interface with private property that advance reciprocal compatibility through collaboration, programming and design.

Parks and Recreation P15.15 Support projects and programs that involve the Fullerton community in park improvement plans through workshops, focus group discussions, and interviews and surveys with park users.

Parks and Recreation P15.16 Support projects located adjacent to or near parks and trail facilities that facilitate connections and reinforce a positive relationship between private property and public parks and trails.

Arts and Culture P16.1 Support policies and programs that build upon Fullerton’s identity as the Education Community, as well as a community with a vibrant downtown art and theater scene, by promoting cooperation and communication between public agencies and private and non-profit institutions regarding educational and cultural activities that advance arts and culture.

Arts and Culture P16.2 Support projects and programs to capitalize on Fullerton Joint Union High School's Academy of the Arts and the art programs at Fullerton College and Cal State Fullerton to promote student involvement in local and regional arts institutions.

Arts and Culture P16.3 Support programs that utilize existing facilities within the City and adjacent areas to increase the broad range of musical and arts events available to Fullerton residents and visitors.

Arts and Culture P16.4 Support policies and programs that promote quality arts and cultural facilities to serve distinct but interrelated purposes.

Appendix A - 9

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Arts and Culture P16.5 Support programs that encourage and develop activities and events serving Fullerton's diverse and changing population with a wide variety of relevant cultural experiences.

Arts and Culture P16.6 Support policies and programs which continuously seek to improve and strengthen the Fullerton Library System as an educational and cultural resource accessible to the entire Fullerton community.

Arts and Culture P16.7 Support policies, projects, programs and regulations that facilitate the provision of venues for community groups to participate in cultural events and observances.

Arts and Culture P16.8 Support projects and programs that recognize and celebrate Fullerton's status as an arts center and build upon its regional reputation through the support of existing City cultural events, and the development of new events, such as the Leo Fender Music Festival.

Arts and Culture P16.9 Support programs to make use of existing Artist in Residence programs at Fullerton College and Cal State University Fullerton to gain artworks of national stature for inclusion in the City’s public art collection.

Arts and Culture P16.10 Support programs that develop and coordinate community-based efforts to create public art pieces.

Arts and Culture P16.11 Support projects, programs, policies and regulations to consider cultural activities and the arts as part of community-based planning of Focus Areas.

Arts and Culture P16.12 Support policies, projects and programs that emphasize the cultural value of the Muckenthaler Center through its educational activities for the Fullerton community and its amphitheater serving local theater companies.

Arts and Culture P16.13 Support policies, projects and programs that recognize the Fox Theater for its past and potential future roles in Fullerton’s arts and culture community.

Arts and Culture P16.14 Support policies and programs pertaining to the Fullerton Museum Center that continue and strengthen its exhibits and education programs and capitalize on its reputation as an arts hub and Downtown Fullerton destination.

Arts and Culture P16.15 Support policies, projects and programs that enhance cultural programming offered at Plummer Auditorium, including hosting major performances with a regional draw.

Education P17.1 Support regional and subregional efforts to work collaboratively with education providers to coordinate efforts and achieve shared goals.

Education P17.2 Support policies, projects and programs that contribute to the retention and attraction of public and private vocational education programs that broaden the range of educational opportunities in Fullerton and address workforce needs of businesses and organizations.

Education P17.3 Support policies, projects, programs and regulations that contribute to the long-term vitality of higher educational institutions, high schools and elementary schools, and the Fullerton Library system.

Education P17.4 Support policies and programs that include educational providers, Fullerton Library staff and the Fullerton community in planning educational facilities and programs to ensure a broad range of needs and concerns are addressed.

Education P17.5 Support policies, projects and programs that ensure residents of all ages, backgrounds and abilities have access to facilities and programs, such as libraries and community education programs, that provide learning experiences for people at every stage in life.

Education P17.6 Support policies, projects and programs that facilitate shared use and joint development of resources with education providers, such as recreational facilities, infrastructure, and other cultural, intellectual and artistic opportunities.

Education P17.7 Support policies and programs that continue the provision of recreational and library programs that support successful school experiences, such as programs for school readiness, tutoring, literacy, English language and computer skills.

Education P17.8 Support policies, projects and programs that recognize and accommodate schools as community centers in which residents participate in programs, assist with education, help improve school facilities, hold community events and use recreational facilities.

Education P17.9 Support policies and programs pertaining to school environments that are safe and provide access to educational, physical activity and enrichment activities. (Also see Chapter 11: Public Health for related policies.) Education P17.10 Support policies, projects and programs that facilitate efforts by educational institutions and the private sector to develop an adequate supply of housing for faculty and staff of all schools, as well as adequate housing for college and university students. (See Chapter 2: Housing for related policy actions.) Education P17.11 Support policies, projects and programs that address the educational and library needs of disadvantaged communities in Fullerton.

Appendix A - 10

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Education P17.12 Support projects, programs, policies and regulations to evaluate ways to consider educational opportunities and collaboration with education providers as part of community-based planning of Focus Areas.

Education P17.13 Support policies and programs that encourage regular communication and coordination between the City and education providers about facility and infrastructure needs of campuses and nearby neighborhoods, and seek opportunities to develop these through collaborative planning and joint-use agreements.

Education P17.14 Support policies, projects and programs that prioritize revitalization activity around campuses and reflect the importance of schools in the community.

Education P17.15 Continue to mitigate the impacts of growth by assessing school impact fees and other appropriate mitigation measures.

Education P17.16 Support programs that foster coordination between the City and local school districts, colleges and universities to assess and mitigate project impacts pertaining to on- and off-campus development.

Education P17.17 Support policies, projects and programs that recognize the Fullerton Library as a central element in Fullerton’s citywide educational system.

Community Involvement
P18.1 Support programs that encourage local participation in regional planning, decision-making and activities that affect the City of Fullerton and its residents.

Community Involvement
P18.2 Support regional and subregional efforts to develop new outreach tools, such as a clearinghouse feature on cities’ websites for use by other public entities and regional agencies (such as school districts, universities, neighborhood organizations, transportation agencies, etc.) to post notices of items under their jurisdiction.

Community Involvement
P18.3 Support policies, projects, programs and regulations that maximize opportunities for public participation in planning and decision-making processes pertaining to community development and design, including outreach to members of underrepresented communities.

Community Involvement
P18.4 Support policies and programs that support opportunities for volunteerism and engagement of community members in civic activities.

Community Involvement
P18.5 Support policies, programs and regulations that maintain transparency in municipal operations and decision-making by being clear about City objectives and providing access to information, City staff and decision makers.

Community Involvement
P18.6 Support policies, projects, programs and regulations that take all feasible steps to ensure that everyone interested in participating in community forums has the materials necessary to contribute to informed decisions.

Community Involvement
P18.7 Support policies and programs that facilitate full representation of Fullerton’s diverse community on City committees and commissions.

Community Involvement
P18.8 Support policies and programs that provide and promote opportunities for low- or no-cost meeting rooms in City facilities for community groups and local organizations as incentives for strengthening community engagement.

Community Involvement
P18.9 Support policies and programs that engage youth in City governance through opportunities such as internships and having youth representatives on public bodies.

Community Involvement
P18.10 Support policies and programs to review and update the City’s noticing requirements and consider the use of websites, automatic telephone calling systems, email distribution lists, text messaging and other innovative features to provide better access to information.

Community Involvement
P18.11 Support policies standardizing the issuance of press releases for major planning efforts and development projects in order to provide information to the Fullerton community and to encourage community involvement at workshops and hearings.

Community Involvement
P18.12 Support policies and programs that encourage neighborhood involvement by engaging neighborhood organizations and homeowner associations (HOAs) in projects affecting their particular area.

Community Involvement
P18.13 Support policies programs and regulations that strengthen the efforts of neighborhoods and districts to become self-reliant when it comes to solving area problems.

Community Involvement
P18.14 Support policies, projects, programs, and regulations that uphold the scheduling of community meetings at locations and times convenient for community members desiring to provide input.

Community Involvement
P18.15 Support policies, programs and regulations that maximize opportunities for early notification of proposed projects, or projects/issues under consideration, using the most current technologies as they become available.

Water
P19.1 Support regional and subregional efforts to ensure that an adequate water supply, including groundwater, remains available.

Appendix A - 11

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Water P19.2 Support regional and subregional efforts to promote water efficiency and conservation.

Water
P19.3 Support projects, programs, policies and regulations to encourage the use of new technologies which reduce water use.

Water P19.4 Support projects, programs, policies and regulations to maintain adequate quantities of water, including groundwater, available to the City now and in the future.

Water P19.5 Support projects, programs, policies and regulations to ensure the quality of the water supply.

Water P19.6 Support projects, programs, policies and regulations to evaluate ways to conserve and reduce water use as part of community-based planning of Focus Areas.

Water
P19.7 Support projects, programs, policies and regulations to encourage water efficient practices in site and building design for private and public projects.

Water P20.1 Support regional and subregional efforts to support functional and healthy watersheds.

Water P20.2 Support regional and subregional efforts to support cleaner and reduced urban runoff.

Water
P20.3 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff from the improper handling and disposal of commercial products.

Water P20.4 Support projects, programs, policies and regulations that support a functional and healthy watershed within neighborhoods and districts.

Water P20.5 Support projects, programs, policies and regulations to encourage site and infrastructure improvements within the City’s Focus Areas to support cleaner and reduced urban runoff.

Water
P20.6 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff caused by private and public construction projects.

Water P20.7 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff caused by the design or operation of a site or use.

Air Quality & Climate Change
P21.1 Support regional and subregional efforts to improve the alignment of housing options and employment opportunities to reduce commuting.

Air Quality & Climate Change
P21.2 Support regional and subregional efforts to promote a transportation system coordinated with air quality improvements.

Air Quality & Climate Change
P21.3 Support regional and subregional efforts to implement programs that regulate pollution across jurisdictions, particularly where the source is not under the City’s authority.

Air Quality & Climate Change
P21.4 Support projects, programs, policies and regulations to promote a balance of residential, commercial, industrial, recreational and institutional uses located to provide options to reduce vehicle trips and vehicle miles traveled.

Air Quality & Climate Change
P21.5 Support projects, programs, policies and regulations to reduce impacts to air quality from the improper handling and disposal of commercial products.

Air Quality & Climate Change
P21.6 Support projects, programs, policies and regulations to reduce impacts to air quality caused by private and public construction projects.

Air Quality & Climate Change
P21.7 Support projects, programs, policies and regulations to reduce impacts to air quality caused by the design or operation of a site or use.

Air Quality & Climate Change
P22.1 Support regional and subregional efforts to reduce greenhouse gas emissions associated with transportation through land use strategies and policies, transportation system improvements, and transportation demand management programs.

Air Quality & Climate Change
P22.2 Support regional and subregional efforts to reduce greenhouse gas emissions associated with electrical generation through energy conservation strategies and alternative/renewable energy programs.

Air Quality & Climate Change
P22.3 Support regional and subregional efforts to reduce greenhouse gas emissions associated with water conveyance through water conservation strategies and alternative supply programs.

Air Quality & Climate Change
P22.4 Support regional and subregional efforts to reduce emissions associated with solid waste through increased recycling programs and reduced waste strategies.

Air Quality & Climate Change
P22.5 Support projects, programs, policies and regulations to use technology whenever feasible to minimize travel for City meetings and trainings.

Air Quality & Climate Change
P22.6 Support projects, programs, policies and regulations to reduce greenhouse gas emissions from waste through improved management of waste handling and reductions in waste generation.

Air Quality & Climate Change
P22.7 Support projects, programs, policies and regulations to address climate change impacts relevant to the City as an inland community, including rises in average and extreme temperature, less annual precipitation, more flooding during El Niño seasons, increased power outages and higher levels of smog.

Air Quality & Climate Change
P22.8 Support projects, programs, policies and regulations to coordinate future community-based planning efforts of the Focus Areas for consistency with the SCAG Sustainable Communities Strategy and Orange County Sustainable Communities Strategy.

Appendix A - 12

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Air Quality & Climate Change
P22.9 Support projects which voluntarily desire to implement site and/or building design features exceeding minimum requirements to reduce project greenhouse gas emissions.

Integrated Waste Management P23.1 Support regional and subregional efforts to increase recycling, waste reduction, and product reuse.

Integrated Waste Management P23.2 Support projects, programs, policies and regulations to promote safe handling and disposal by households, businesses and City operations of solid waste which has specific disposal requirements.

Integrated Waste Management P23.3 Support projects, programs, policies and regulations to promote practices to reduce the amount of waste disposed in landfills.

Integrated Waste Management P23.4 Support projects, programs, policies and regulations to expand source separation and recycling opportunities to all households, businesses and City operations.

Integrated Waste Management P23.5 Support projects, programs, policies and regulations to develop neighborhood-serving, State-certified recycling facilities in neighborhoods and districts.

Integrated Waste Management P23.6 Support projects, programs, policies and regulations to evaluate ways to increase recycling and product reuse and reduce waste as part of community-based planning of Focus Areas.

Integrated Waste Management P23.7 Support projects, programs, policies and regulations to consider project level solid waste management needs at the site and building design stages.

Open Space and Natural
Resources
P24.1 Support projects, programs and policies to coordinate with existing regional park districts, the private sector and nonprofit institutions to manage and maintain regional open spaces.

Open Space and Natural
Resources
P24.2 Support projects, programs and policies to encourage the establishment of land trusts to help preserve significant open space within the region.

Open Space and Natural
Resources
P24.3 Support projects, programs, policies and regulations to increase access to and use of open space resources while respecting the natural environment.

Open Space and Natural
Resources
P24.4 Support projects, programs, policies and regulations to ensure that, when natural topography allows, public open spaces are accessible to people of all abilities.

Open Space and Natural
Resources
P24.5 Support projects, programs, policies and regulations to preserve areas of open space sufficient to meet the long-range needs of the City.

Open Space and Natural
Resources
P24.6 Support projects, programs, policies and regulations to manage open space watersheds to limit potential fire and erosion hazards.

Open Space and Natural
Resources
P24.7 Support projects, programs, policies and regulations to create open space as funding and other opportunities become available.

Open Space and Natural
Resources
P24.8 Support projects, programs, policies and regulations to preserve the environmentally sensitive areas of public open spaces.

Open Space and Natural
Resources
P24.9 Support projects, programs, policies and regulations to encourage diverse, environmentally-sensitive, passive open spaces.

Open Space and Natural
Resources
P24.10 Support projects, programs, policies and regulations to promote recreational trails and the bikeway system to link open spaces to public areas and neighborhoods.

Open Space and Natural
Resources
P24.11 Support projects, programs, policies and regulations to evaluate increasing urban and natural open spaces as part of community-based planning of Focus Areas.

Open Space and Natural
Resources
P24.12 Support projects, programs, policies and regulations to limit the construction of facilities in open space areas and to design necessary improvements, such as fire roads, access roads, and parking facilities, to minimize environmental impacts and maintain the visual qualities of the open space.

Open Space and Natural
Resources
P24.13 Support programs, policies and regulations to require maintenance of environmentally-sensitive areas by qualified/trained personnel and/or contractors.

Open Space and Natural
Resources
P25.1 Support regional and subregional efforts to conserve habitat for sensitive species and plant communities.

Open Space and Natural
Resources
P25.2 Support projects, programs, policies and regulations to preserve the City’s public creeks and lakes such as Tri City Lake, Bastanchury Greenbelt Creek, and Laguna Lake; pursue collaborative efforts to restore channelized portions of Brea Creek and Fullerton Creek. (See Chapter 16: Water for related policies and actions.) Open Space and Natural
Resources
P25.3 Support projects, programs, policies and regulations to comprehensively plan for, manage and promote trees throughout the City.

Open Space and Natural
Resources
P25.4 Support projects, programs, policies and regulations to promote and encourage residents and visitors to respect the natural environment of wildlife inhabiting and/or migrating to the City’s open spaces.

Open Space and Natural
Resources
P25.5 Support projects, programs, policies and regulations to manage development in areas containing significant or rare biological resources.

Appendix A - 13

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Open Space and Natural
Resources
P25.6 Support projects, programs, policies and regulations to preserve and enhance established conservation areas.

Open Space and Natural
Resources
P25.7 Support projects, programs, policies and regulations to consider and mitigate project level impacts to sensitive habitat areas at the site and building design stages.

Open Space and Natural
Resources
P25.8 Support projects, programs, policies and regulations to consider and mitigate project level impacts to public waterways at the site and building design stages.

Natural Hazards P26.1 Support projects, programs, policies and regulations to coordinate planning for and response to natural disasters with other agencies within the region.

Natural Hazards P26.2 Support projects, programs, policies and regulations to prepare to respond to natural disasters to the best of the City’s ability.

Natural Hazards P26.3 Support projects, programs, policies and regulations to consider natural hazard risks and mitigation as part of community-based planning of Focus Areas.

Natural Hazards P26.4 Support projects, programs, policies and regulations to discourage or limit development within areas that are vulnerable to natural disasters, particularly in areas with recurring damage and/or the presence of multiple natural hazards.

Natural Hazards P26.5 Support projects, programs, policies and regulations to utilize hazard specific development regulations to mitigate risks associated with identified potential natural hazards, including flooding, wildland fires, liquefaction, and landslides when development does occur.

Appendix A - 14

City Council - Successor Agency - Housing AuthorityAugust 18, 2026

City Council - Successor Agency - Housing Authority
August 18, 2026