ECONOMIC DEVELOPMENT
UPDATE
AUGUST 2026
C O M M U N I T Y &
E C O N O M I C D E V E L O P M E N T
P1
Economic development is a multifaceted endeavor that aims to enhance the economic well-being and quality of life within a community. The mission of this division focuses on three core strategic areas: Business Development, Workforce Development, and Real Estate. Each focus area plays a vital role in creating a robust and resilient economy that can adapt to changing conditions and support long-term growth and prosperity. 01 03
02 Real Estate
Promoting community
development and facilitating real
estate projects that attract
investment, improve infrastructure,
and create vibrant commercial
and residential spaces.
Workforce
Development
Provide residents with the skills and
education needed to meet industry
demands by implementing training and
educational programs to prepare
residents for the job market, ensuring they
have the skills required by employers
today and in the future.
Business
Development
Attract new businesses, support the
growth of existing businesses, and foster
innovation and entrepreneurship by
providing essential resources through
strategic partnerships to ensure business
success and economic growth.
Core FocusAreas
E C O N O M I C
D E V E L O P M E N T
Majory Real Estate Activity Small Business Outreachand Joint Events snapshot
2025-2026
S n a p s h o t F u l l e r t o n i s a q u i c k q u a r t e r l y u p d a t e o f c u r r e n t p r o j e c t s a n d s t a t s h i g h l i g h t i n g t h e F u l l e r t o n E c o n o m y .
E C O N O M I C I N D I C A T O R S
4 . 4 %
U n e m p lo y m e n t R a t e
Indicates a relativelyIndicates a relatively
healthy labor markethealthy labor market
with generally strongwith generally strong
employment.employment.
Indicates a relatively
healthy labor market
with generally strong
employment.
$ 5 . 6 m
$5.6M in adjusted$5.6M in adjusted
Q1 sales taxQ1 sales tax
receipts, down 3.2%receipts, down 3.2%
year-over-year.year-over-year.
$5.6M in adjusted
Q1 sales tax
receipts, down 3.2%
year-over-year.
S a l e s T a x R e c e i p t s
4.2% Retail Vacancy Rate
5 . 2 %
M a r k e t C a p R a t e
5.2% cap rate5.2% cap rate
reflects healthyreflects healthy
investor demand andinvestor demand and
aligns with Orangealigns with Orange
County trends.County trends.
5.2% cap rate
reflects healthy
investor demand and
aligns with Orange
County trends.
4 , 1 8 4
B u ild in g P e r m it s
T o t a l V a l u a t i o n
O f P e r m i t s $ 3 7 . 6 M
E C O N O M I C D R I V E R S
G e n e r a l C o n s u m e r G o o d s
R e s t a u r a n t s / H o t e l s
S t a t e & C o u n t y P o o l s
B u s i n e s s & I n d u s t r y
T o p S a l e s T a x D r i v e r s
T o p L a b o r F o r c e D r iv e r s
S a l e s , E x e c u t i v e s &
P r o f e s s i o n a l S e r v i c e s
E d u c a t i o n
F o o d P r e p / S e r v i c e s
N e t N e w B u s i n e s s L i c e n s e s
Growing Fullerton’s Tech &Talent Ecosystem
F u l l e r t o n s a w t w o n o t a b l e O r a n g eF u l l e r t o n s a w t w o n o t a b l e O r a n g e C o u n t y t r a n s a c t i o n s : S p a c e I n v e s t m e n tC o u n t y t r a n s a c t i o n s : S p a c e I n v e s t m e n t P a r t n e r s ; $ 1 1 8 . 5 m i l l i o n a c q u i s i t i o n o fP a r t n e r s ; $ 1 1 8 . 5 m i l l i o n a c q u i s i t i o n o f F u l l e r t o n M e t r o c e n t e r , t h e l a r g e s tF u l l e r t o n M e t r o c e n t e r , t h e l a r g e s t o u t r i g h t r e t a i l s a l e i n O C i n 8 y e a r s a n do u t r i g h t r e t a i l s a l e i n O C i n 8 y e a r s a n d H o u d i n i I n c ’ s 2 2 9 , 4 2 2 s f l e a s e , t h eH o u d i n i I n c ’ s 2 2 9 , 4 2 2 s f l e a s e , t h e C o u n t y ’ s l a r g e s t n e w i n d u s t r i a l l e a s e o fC o u n t y ’ s l a r g e s t n e w i n d u s t r i a l l e a s e o f Q 1 2 0 2 6 .Q 1 2 0 2 6 .
F u l l e r t o n s a w t w o n o t a b l e O r a n g e C o u n t y t r a n s a c t i o n s : S p a c e I n v e s t m e n t P a r t n e r s ; $ 1 1 8 . 5 m i l l i o n a c q u i s i t i o n o f F u l l e r t o n M e t r o c e n t e r , t h e l a r g e s t o u t r i g h t r e t a i l s a l e i n O C i n 8 y e a r s a n d H o u d i n i I n c ’ s 2 2 9 , 4 2 2 s f l e a s e , t h e C o u n t y ’ s l a r g e s t n e w i n d u s t r i a l l e a s e o f Q 1 2 0 2 6 .
W e c o n t i n u e t o s u c c e s s f u l l y c o n d u c tW e c o n t i n u e t o s u c c e s s f u l l y c o n d u c t m u l t i p l e e v e n t s t o e n g a g e a n dm u l t i p l e e v e n t s t o e n g a g e a n d s u p p o r t o u r l o c a l b u s i n e s s c o m m u n i t ys u p p o r t o u r l o c a l b u s i n e s s c o m m u n i t y t h a t f o s t e r c o l l a b o r a t i o n a m o n gt h a t f o s t e r c o l l a b o r a t i o n a m o n g b u s i n e s s o w n e r s a n d p r o v i d eb u s i n e s s o w n e r s a n d p r o v i d e r e s o u r c e s a n d s u p p o r t t o o u r l o c a lr e s o u r c e s a n d s u p p o r t t o o u r l o c a l a n d r e g i o n a l p a r t n e r s .a n d r e g i o n a l p a r t n e r s .
W e c o n t i n u e t o s u c c e s s f u l l y c o n d u c t m u l t i p l e e v e n t s t o e n g a g e a n d
s u p p o r t o u r l o c a l b u s i n e s s c o m m u n i t y t h a t f o s t e r c o l l a b o r a t i o n a m o n g b u s i n e s s o w n e r s a n d p r o v i d e
r e s o u r c e s a n d s u p p o r t t o o u r l o c a l a n d r e g i o n a l p a r t n e r s .
325+
F u l l e r t o n h o s t e d t h e O C S e m i c o n d u c t o rF u l l e r t o n h o s t e d t h e O C S e m i c o n d u c t o r L e a d e r s h i p G r o u p a n d i s w o r k i n g w i t h C S U FL e a d e r s h i p G r o u p a n d i s w o r k i n g w i t h C S U F t o s t r e n g t h e n w o r k f o r c e p i p e l i n e s , c o n n e c tt o s t r e n g t h e n w o r k f o r c e p i p e l i n e s , c o n n e c t s t u d e n t s w i t h i n d u s t r y n e e d s , a n d d e v e l o ps t u d e n t s w i t h i n d u s t r y n e e d s , a n d d e v e l o p f u t u r e t r a i n i n g a n d t a l e n t p r o g r a m s t h a tf u t u r e t r a i n i n g a n d t a l e n t p r o g r a m s t h a t s u p p o r t i n n o v a t i o n , e n t r e p r e n e u r s h i p , a n ds u p p o r t i n n o v a t i o n , e n t r e p r e n e u r s h i p , a n d e m e r g i n g i n d u s t r i e s i n F u l l e r t o n .e m e r g i n g i n d u s t r i e s i n F u l l e r t o n .
F u l l e r t o n h o s t e d t h e O C S e m i c o n d u c t o r L e a d e r s h i p G r o u p a n d i s w o r k i n g w i t h C S U F t o s t r e n g t h e n w o r k f o r c e p i p e l i n e s , c o n n e c t s t u d e n t s w i t h i n d u s t r y n e e d s , a n d d e v e l o p f u t u r e t r a i n i n g a n d t a l e n t p r o g r a m s t h a t s u p p o r t i n n o v a t i o n , e n t r e p r e n e u r s h i p , a n d e m e r g i n g i n d u s t r i e s i n F u l l e r t o n .
Industrial Vacancy Rate7.8%
4.2% Office Vacancy Rate
Since 2022, the Community and Economic
Development Department has made meaningful
changes to enhance customer service, attract
high-quality developers, and elevate Fullerton’s
reputation as a prime investment destination. Our
commitment to improving services and
showcasing the city’s unique economic
opportunities has driven significant progress.
By harnessing the strengths of our entire team,
we’ve fostered collaboration across divisions and
built strong partnerships with external
stakeholders. These efforts have resulted in key
achievements, such as the implementation of the
eReview system, which has made permitting faster
and more efficient, positioning Fullerton ahead of
the curve in facilitating development. We
continue to foster an environment where
businesses can thrive, new investments are
welcomed, and economic vitality is sustained.
As a result, Fullerton’s reputation is growing, and
we’re excited to build on this momentum, ensuring
our city remains not just a great place to live, but
a thriving center for business and innovation.
P3
Progress & Initiatives
KPI’s &BusinessesReached
510+
The city and partners at OCIE SBDC have supportedFullerton small businesses for the past four years,directly supporting businesses throughout the recovery. $799K
Secured Funding for Branding & Transit StationEnhancements through CleanCA & Caltrans.Completed in 2025 600+ Attendees
To various Small Business Events & Meetings(RIAOC, SIOR, Semi-Conductor Leadership, SmallBusiness Certifications, Financial Literacy) 12-Day Plan Check
Plan Check Review times have beenstreamlined to 12 business days for the firstreview, 10 for the second review, and 5 forthe last review. 100% Digital Permits
All permits have been converted into digitallyavailable submittals and review across variousdepartments. Our efforts have positioned us aheadof other cities in the county.
P4
Development Status
P5
Fullerton is seeing steady growth, particularly in the residential and industrial sectors. We’re committed to supporting
development through a collaborative environment that ensures that both community goals and project success are met. While commercial development isn’t at its peak, it remains an important focus, with key projects like the Fox Block in progress.
For the latest updates on specific projects, scan the QR code to get real-time status updates.
ProjectStatus
Engagement Efforts
The City of Fullerton has continued to expand its business and industry engagement through workshops, events, speaking opportunities, and direct outreach. We have hosted and
participated in events with organizations such as SIOR, RIAOC, ACRE, and the Fullerton Rotary Club, and have been invited to serve on panels highlighting Fullerton’s development and investment opportunities. We remain open to partnering with other organizations as a way to share information, promote the City, and gain valuable market insight.
Our outreach also extends beyond Fullerton through
participation in regional, national, and international
opportunities, including ICSC, the World Korean Business Conference, FIFA-related activities, etc. While the City may not always be able to participate at the same level as larger jurisdictions, we look for meaningful opportunities to gain exposure, build relationships, and position Fullerton for future investment.
Our Economic Development Manager is also strengthening
relationships with property owners, brokers, developers, and businesses throughout the City. This ongoing communication helps us understand upcoming vacancies, leasing activity, development opportunities, and market challenges earlier in the process.
Property owners and brokers increasingly notify staff when projects are moving forward so the City can help coordinate permitting and provide a more responsive development
experience.
These relationships are important because economic
development deals take time. Through ongoing business
recruitment efforts, we have established relationships with retailers and businesses interested in Fullerton, even when the right site is not immediately available. Our goal is to maintain those relationships, understand what they need, and ensure that when the right location and timing align, Fullerton is viewed as a responsive partner and a great place to invest and do business.
P6
P4
STRATEGIC PARTNERSHIPS
There are ongoing conversations with existing
and new partners to drive innovation and
entrepreneurship in Fullerton. Discussions are
progressing with institutions like California State
University, Fullerton (CSUF), the OC Inland Empire
Small Business Development Center (OCIE SBDC),
and Fullerton College to develop programs that
enhance AI literacy and technical skills. We are
also exploring the potential for launching
accelerators and incubators, which are crucial for
nurturing startups and fostering growth. These
initiatives aim to position Fullerton as a leader in
preparing a future-ready workforce.
INDUSTRY STRENGTHS
Fullerton has become a hub for technological
advancement, attracting high-quality tech
companies like Samsung Technologies and Mullen
Electric Vehicles. The city's robust healthcare
industry, anchored by institutions like St. Jude
Medical Center, complements this growth by
providing cutting-edge medical services and
research opportunities. Existing industry leaders,
such as NTS Labs (now Element Space and
Defense), have laid a strong foundation for
innovation, particularly in aerospace and
defense. Our focus on developing accelerators
and incubators and leveraging the airport’s
growth potential will further strengthen Fullerton's
position in the tech and healthcare landscapes.
Houdini Inc., a Fullerton-based company, signed a
229,422-square-foot industrial lease which is the
largest new industrial lease in Orange County for
the quarter, demonstrating continued strength in
Fullerton’s industrial market.
P7
I n n o v a t i o n &
E n t r e p r e n e u r s h i p
S W O T A n a l y s i s
C I T Y - W I D E
I D E N T I F Y K E Y
I N D U S T R I E S
S T R A T E G I C
I N I T I A T I V E S
F i n a n c i a l
I N C E N T I V E S
M A R K E T
A N A L Y S I S
P E R O F R M A N C E
M E T R I C S
D E V E L O P
P O L I C Y T O O L S
S T A K E H O L D E R
E N G A G E M E N T
Develop a clear and actionable plan with defined objectives and priorities to guide Fullerton's economic development initiatives.
The development of a comprehensive Economic Development Strategic Plan will provide Fullerton with a unified direction for economic efforts, ensure efficient resource allocation, and foster a collaborative environment among stakeholders. This plan will enhance Fullerton’s economic identity, attract businesses and tourists, support local industries, and ultimately lead to a more vibrant and resilient local economy. Key actions of the plan are identified below:
Economic Development
Strategic Plan 1
2024-30 GOALS
P8
Business Development
In 2023, the City completed a comprehensive Retail Market Study with Kosmont Companies to assess the health of Fullerton’s commercial centers, identify opportunities to fill vacancies and reposition underperforming properties, and recommend strategies to strengthen long-term economic resiliency and tax revenues. The study identified 13 action items. Business development in downtown Fullerton aims to create a vibrant environment that supports local businesses and enhances community appeal. Supporting events and small businesses and improving city services are key to strengthening the local economy. While downtown is a focus, we recognize the need for better outreach to other commercial corridors and encourage their participation to ensure all areas are engaged for the city's economic health.
The business community feedback has centered around support services for homelessness, security, and cleanliness, as well as more inviting spaces. They call for effective small business policies, a mix of uses to foster an 18-hour economy, and the attraction of reputable tenants through strong relationships with property owners. The downtown business community has been really glad to see events back in downtown and want to partner with the city for more. Resources provided to date, including but not limited to:
One-Stop Shop Events, Coffee Collab Series, New & Existing Business Meet + Greets
Small Business Guides, Retail Business Resource Guides, Downtown Event(s) Technical Training Seminars and Certification Programs
D o w n t o w n
F u l l e r t o n
1 2
3 4
5 6
7 8
9 1 0
b . e . a . r p r o g r a m
S p o n s o r t e c h n i c a l
a s s i s t a n c e
B u s i n e s s D a t a
A n a l y t i c s
B u s i n e s s P a r t n e r
F a c a d e P r o g r a m
P r o p . B a s e d
I m p r o v e m e n t
D i s t r i c t
E v a l a u t e C i t y
O w n e d
P r o p e r t y F o r
S a l e / D e v
I n v e s t I n D T F
I n f r a s t r u c t u r e
W a y f i n d i n g &
P u b l i c S p a c e s
A n a l y z e P r i v a t e l y
O w n e d S i t e s
F o r B r o k e r s
E n g a g e B r o k e r s
& C o m m u n i t y
2 P9
As part of our ongoing efforts to bolster local businesses, the City of Fullerton is excited to announce the Yiftee gift card program and our efforts to date with a soft rollout. Industries frequently allocate significant budgets toward employee and consumer benefit programs. With this Yiftee initiative, we aim to capture and retain some of those dollars within our city, further driving local economic growth and fostering stronger community ties. We have 14 participating businesses and have sold $24,000 in sales, which includes a match from the City to incentivize the program.
The city has comprehensive marketing guides to ensure a seamless transition for businesses to opt in for free and utilize the Yiftee program. These guides provide clear instructions and best practices, making it easy for businesses to participate and take full advantage of this program's opportunities.
City Permits & Licensing
B u s in e s s 1 0 1
1 0 - S t e p G u id e
Shop. Play. Dine. Stay3
P10
C O M M U N I T Y &
E C O N O M I C
D E V E L O P M E N T
Scan for ourquick guide
est. 1887
C O M M U N I T Y
B U S I N E S S
P R O F I L E
C I T Y O F
F U L L E R T O N
Strategic Land Redevelopment &
Neighborhood Planning
W e a r e a d v a n c i n g r e d e v e l o p m e n t e f f o r t s t h r o u g h o n g o i n g e n g a g e m e n t w i t h d e v e l o p e r s a n d i n v e s t o r s a r o u n d b o t h p r i v a t e l y a n d C i t y - o w n e d s i t e s . T h e s e r e l a t i o n s h i p s h e l p u s u n d e r s t a n d m a r k e t r e a l i t i e s , g a u g e i n t e r e s t , a n d d e m o n s t r a t e t h a t t h e C i t y i s a p a r t n e r i n h e l p i n g v i a b l e p r o j e c t s n a v i g a t e t h e d e v e l o p m e n t p r o c e s s . T h a t f e e d b a c k h e l p e d s h a p e o u r p u r s u i t o f R E A P 2 . 0 f u n d i n g , w h i c h w i l l n o w a l l o w u s t o e v a l u a t e d e v e l o p m e n t o p p o r t u n i t i e s w i t h i n a h a l f - m i l e o f t h e T r a n s p o r t a t i o n C e n t e r . T h i s f i s c a l y e a r , w e w i l l b e g i n c o m m u n i t y o u t r e a c h a n d d e v e l o p R F P s f o r s e l e c t e d C i t y - o w n e d s i t e s t o h e l p t u r n t h a t p l a n n i n g i n t o i n v e s t m e n t a n d d e v e l o p m e n t o p p o r t u n i t i e s .
K e y A c t i o n s :
S u r p l u s L a n d : A l i g n R e q u e s t s f o r P r o p o s a l s ( R F P s ) w i t h t h e c i t y ' s s t r a t e g i c o b j e c t i v e s a n d c o m m u n i t y n e e d s t o e n s u r e i m p a c t f u l p r o j e c t s . B y i n c o r p o r a t i n g t r a n s p a r e n c y e a r l y i n t h e p r o c e s s w i t h d e v e l o p e r s , w e e s t a b l i s h c l e a r e x p e c t a t i o n s , f o s t e r i n g v i a b l e p a r t n e r s h i p s f r o m t h e o u t s e t .
A n t i c i p a t e d T i m e l i n e : 2 0 2 6 - 2 0 2 7 I n c e n t i v e s a n d S u p p o r t : E x p l o r e a n d p r o v i d e f i n a n c i a l a n d p o l i c y i n c e n t i v e s C o m m u n i t y I n t e g r a t i o n : A c t i v e l y i n v o l v e t h e c o m m u n i t y i n p l a n n i n g p r o c e s s e s t o e n s u r e d e v e l o p m e n t s r e f l e c t l o c a l n e e d s a n d p r i o r i t i e s .
N e i g h b o r h o o d P l a n n i n g : I m p l e m e n t n e i g h b o r h o o d - s p e c i f i c a n d m a s t e r p l a n s t o g u i d e p r i v a t e d e v e l o p m e n t t h a t a l i g n s w i t h F u l l e r t o n ' s l o n g - t e r m g o a l s . 4 P11
Long-range planning is a critical component of economic development in Fullerton.
By establishing clear, specific goals and making the needs of our community transparent to the development community, we ensure that our city's growth is both strategic and inclusive.
Specific plans and other planning tools are particularly valuable because they provide a framework for future development. They offer clear guidelines that help streamline the approval process while allowing space for innovative and flexible proposals. These tools clarify the city's vision and ensure that growth aligns with the community's needs and priorities.
These efforts contribute to a more cohesive and appealing urban landscape, making Fullerton a desirable destination for residents, visitors, and investors alike.
Neighborhood Planning
P12
FOCUS AREA A: AirportIndustrial Zone
FOCUS AREA G: NorthHarbor Corridor
Focus Area J: EducationCorridor
FOCUS AREA D: HarborGateway Corridor FOCUS AREA K:Southeast Industrial Union Pacific Plan Area
P13
Streamline Permitting & Pursue Regulatory Reform5
Branding & Wayfinding
6 The City completed the nearly $800,000 Clean California Transit Enhancement Project at the Fullerton Transportation Center, improving safety, mobility, wayfinding, and placemaking at one of Orange County’s busiest transit hubs.
Key Accomplishments:
Restored and enhanced the historic depot and pedestrian areas.
Added new wayfinding, real-time transit signage, public art, bike racks, and restriped bike lanes.
Partnered with Caltrans, Metrolink, OCTA, and Amtrak.
Created a foundation for consistent City branding and
wayfinding.
P14
Retail Study
Completion
Wayfinding &
Branding Effort
Shop Local
Programs
We conducted a comprehensive retail
market study to identify strengths and
opportunities in Fullerton.
Secured a $799k grant to initiate
wayfinding and branding projects for
Fullerton Transportation Center and
Downtown.
Enhance shop local programs with an
upcoming initiative with Yiftee gift cards
to boost local commerce.
Project Completed in
May of 2023
Completed June 2025
Launched in October 2025 14 businesses
currently participating with over $24k in
card sales
Project
Description
Status/Anticipated Timeline
Micro-Transit Pilot
Program
Microtransit pilot program to improve
local transportation options with
recommendation on a feasible long-term
solution for both funding and operations.
Project transferred to Public Works
MATRIX OF ACTION ITEMS & STATUS
Lease
Management
Implement better lease management
practices and software for city properties.
Ongoing - Software Lease
Query Implemented in 2023
P15
Economic
Development
Strategic Plan 2025
Initiate the development of the Economic
Development Strategic Plan for 2026-
2027.
Pending Staff
& Financial Resources (approx. 100-150K);
FY 2025-26
Tourism
Promotion
Enhance Fullerton as tourist destination
leveraging the city's unique assets and
events. Broaden City marketing efforts.
Pending
Explore Financing Options for Development
Infrastructure; P3s, Development Impact
Fees, Special Districts, EIFD, etc.
Pending
Financing
Incentives for
Development
Permitting
Efficiencies
Streamline permitting processes to
improve efficiency and reduce
turnaround times for businesses.
Applications Online - Complete
e- Review - Complete
Policy Updates - Pending Planning staff
Workflow Efficiencies - Ongoing
City Owned Parcel
Disposition &
Management
Leverage surplus land in downtown for
economic development projects. The
following for potential development:
799 Rolling Hills Avenue
114 E. Wilshire Avenue
150 Santa Fe Avenue
Transportation Center Parcels
Amerige Court - Downtown Parcels
Marketing sites currently Via REAP 2.0
grant; Pending economic development
staff and planning to help facilitate the
process for:
Community Feedback
Draft RFP
Potential Re-Zoning
Anticipated Timeline: 2027-2030
127 W. Chapman Acquisition - Complete
P16
Downtown Parking
Management
Improvements or
BID
Utilize downtown parking management
funds to implement small business
improvement initiatives or help create a
Downtown BID, including revenue
generation for security and cleanliness.
Repaved downtown streets. Implemented
Yiftee Shop Local program and Help two
FIFA watch parties
~12-24+ months, Consultant assistance
needed, $50K-150K.
Project
Description
Status/Anticipated Timeline
Façade
Improvement
Programs
Implement programs to help existing
businesses improve their storefronts
and utilize space effectively.
Exploring Parking Revenue Funds &
supplemental grant(s).
~$100-$500K+ program fund. Anticipated
Timeline - pending staff
Explore City owned
Billboard Revenue
Potential
Opportunity for potential revenue
generation to support General Fund.
Approval of 2 Development Agreement(s)
with increased fees pending
Outreach and
Events
Community Engagement, Small
Business Events, highlight
opportunities, attract investment, etc.
Partner with Parks and Rec for business
oriented public events.
Ongoing Efforts
Business Expansion,
Attraction, and
Retention (BEAR)
Program
Support and grow local business by
providing resources, guidance, and
assistance.
Staff training and resources for program
implementation.
Partnering with CSUF to conduct
economic analysis on business retention
and assist with strategy development.
Programming joint partnerships for
business owners through SCORE and OCIE
SBDC centers.
Technical
Assistance
Programs
Provide expert guidance and resources
to help start, grow, and manage
business.
~$25-100K+/yr depending on
partner/program.
In Progress - Agency Partners as primary
lead.
Property Based
Improvement District
(PBID)
Explore the creation of a PBID to support
downtown cleaning, security,
marketing, and physical
improvements.
To Be Determined - Pending Business
Interest & Council Direction on Special
Assessment District Concept(s).
Physical
Improvements &
Placemaking Efforts
Assess & Invest in pedestrian-oriented
improvements, such as plazas, outdoor
spaces, water features, and transit
services.
Downtown Improvements; Walk on
Wilshire Status & Enhancements
Ongoing Effort
Pending Council direction and funding
FY 2024-2025
Social Media and
Marketing Channels
Grow social media engagement
channels to promote local businesses
and events.
Ongoing Effort
Small Business Highlights &
Showcasing Resource Partners
Project
Description
Status, Anticipated Timeline, Funding
City Owned Property
Evaluation/Sale
Redeveloping City Owned Surplus
properties
Ongoing solicitation of informal developer
feedback to inform a potential project.
REAP 2.0 analysis will conclude Aug. 2026.
Next Steps for SLA Process, Community
Process, RFP, etc. pending Council
direction.
Downtown
Wayfinding
Upgrades
Need funding sources to complete the
wayfinding program completed by SPD.
Timeline pending funding, full scope will
be $100- ~1M+, exploring grants.
P17
Short Term Rental
Policy Review
Review and update the City’s short-
term rental policy to improve
compliance, address illegal operators,
strengthen enforcement, and ensure
collection of applicable Transient
Occupancy Tax (TOT), while creating a
clearer and more effective regulatory
framework.
Optimizing the payment portal, pursuing
direct agreements with Airbnb and other
platforms to improve TOT collection, and
revising the City’s STR regulations. The
updated policy is anticipated to return to
Council in October 2026.
Transient
Occupancy Tax &
Citywide Hotel
Feasibility
Assessment
Contacting consultants to review the
city for hotel feasibility study. Staff has
hotel Development Impact Fee incentive
program created and ready for council
approval.
Soliciting proposals, underway.
Project
Description
Status, Anticipated Timeline, Funding
P17