These focus areas serve as the foundation for strategic planning and are reflected throughout the City’s programs, capital investments, and operational initiatives.
During a City Council retreat in March 2025, the Council reaffirmed its commitment to s ix overarching priorities. These priorities are viewed as equally important and are underpinned by a core guiding principle: fiscal health and long-term sustainability. This principle ensures that resources are allocated responsibly to support both current and future community needs.
DISCUSSION
The Proposed Budget includes the City and its three component units: the Housing Authority, the Sanitary District, and the Successor Agency. While these entities are legally separate, they are included in the budget for reporting purposes. The Housing Authority also operates under its own governing board.
The proposed spending plans for FY 2025 -26 and FY 2026 -27 for the City and its three component units are outlined below:
General Fund
The General Fund serves as the City’s primary operating fund, supporting nearly 60% of all municipal functions.
Public safety represents the largest General Fund expenditure category, accounting for nearly 70% of total General Fund spending. Approximately 94% of Community Development’s budget is supported by the General Fund. For Community Services, 79% of the budget is funded by the General Fund, with the remaining 21% covered by fees and grants. Public Works receives about 36% of its funding from the General Fund, while the other 64% comes from special revenue sources such as Gas Tax, Measure M2, and other state and county allocations. Economic Development’s operating budget is 31% General Fund –funded, with the majority supported by grants and county special funding. Munic ipal Support is funded 36% by the General Fund and 60% through internal service funds or cost allocations.
Proposed
FY2026
(in $000)
Proposed
FY2027
(in $000)
City of Garden Grove
General Fund 188,436$ 194,840$
Other Government-Type Funds 51,971 37,831 Water Utility 55,031 52,701
Other Business-Type Funds 2,363 2,363 Internal Service Funds 30,817 29,374
Sanitary District 20,866 22,892
Housing Authority 51,344 51,504
Successor Agency 8,015 7,929
TOTAL 408,843$ 399,434$
194
Item 206/2025
The table below outlines the total proposed General Fund budgets for FY 2025 –26 and FY 2026–27 by municipal function.
A breakdown of the services and programs funded by the General Fund is provided below:
The General Fund’s primary revenue source is taxes, which make up 87.5% of total General Fund revenues. Property Tax is the largest contributor at $71.3 million, followed by Sales Tax at $60.8 million, and Hotel Visitor’s Tax at $28.3 million.
Amended
FY2025
(in $000)
Proposed
FY2026
(in $000)
Proposed
FY2027
(in $000)
Fire 33,668$ 35,236$ 36,797$
Police 85,738 87,861 91,156
Public Works 21,038 20,273 21,040 Community Services 7,217 9,104 9,269 Community Development 7,065 7,939 8,121 Economic Development 9,038 6,058 6,123 Municipal Support:
City Administration 4,794 4,052 4,081 City Attorney 1,161 1,161 1,161 Finance 4,524 3,936 4,072
Human Resources 2,229 2,109 2,184 Information Technology 854 697 723 Non-Departmental:
Debt Service 7,172 8,753 8,756 Utilities 857 1,257 1,357 185,355$ 188,436$ 194,840$
195
Item 206/2025
Below is a breakdown of the General Fund’s major revenue sources:
Other Government-Type Funds
Other governmental funds include special revenue sources such as Gas Tax, Measure M2, development impact fees, special assessments, and various grants. Appropriations from these funds are based on projected revenues and available fund balances. The total p roposed budget for these governmental funds —excluding the General Fund —is $52.0 million for FY 2025–26 and $37.8 million for FY 2026–27.
Water Utility Fund
The City provides water service to its residents, supporting a population of nearly 170,000 and meeting an annual demand of approximately 6.5 billion gallons. The City's water system includes 13 active wells with a combined pumping capacity of more than 35,000 gallons per minute, strategically located across the community. The system also features reservoirs with a total storage capacity of 53 million gallons, and four imported water connections that together provide an additional capacity of 22,440 gallons per minute.
Including capital expenditures, the proposed Water Utility Fund budget is $55.0 million for FY 2025–26 and $52.7 million for FY 2026–27. Annual operating costs are approximately $44.0 million, supporting water services for nearly 30,000 customers. Water service charges are the primary revenue source for the utility. The most recent water rate study was completed in 2023.
Amended
FY2025
(in $000)
Projected
FY2026
(in $000)
Projected
FY2027
(in $000)
Sales Tax 31,408$ 29,992$ 30,846$
Measure O 30,415 29,951 30,803
Property Tax 67,134 70,055 72,628 Hotel Visitors Tax 28,000 28,000 28,560 Other Taxes 5,900 6,018 6,779 Charges for Services 7,272 9,117 9,306 Fines, Forfeitures & Penalties 2,285 2,290 2,354 Licenses & Permits 3,045 4,349 4,433 Other Revenue:
Investment Income 1,855 1,969 2,232 Rental Income 1,177 1,685 1,692 Expense Reimbursement 1,437 1,390 1,449 Other 1,685 2,768 2,546
181,613$ 187,584$ 193,628$
196
Item 206/2025
Below is a breakdown of the Water Utility Fund’s proposed budget for the next two fiscal years:
Internal Service Funds
To centralize and efficiently manage shared services such as fleet maintenance, IT support, risk management, and facility rehabilitation, the City has established several internal service funds. These funds account for goods and services provided internally to other departments on a cost -reimbursement basis. Their strategic use enhances cost tran sparency, improves operational efficiency, and helps stabilize departmental budgets over time.
SOURCES
Proposed
FY2026
(in $000)
Proposed
FY2027
(in $000)
Beginning Working Capital 32,027$ 28,699$
Revenues 51,703 56,061
TOTAL SOURCES 83,730 84,760
USES
Operating Expenses
Operations & Maintenance 21,134 21,592
Purchased Water Supply 18,764 19,008
Debt Service 2,901 2,902
Street Repair Charge 877 899
Toal Operating Expenses 43,676 44,401
Capital Expenses
Capital Replacement 3,500 3,500
Capital Improvements 7,855 4,800
Total Capital Expenses 11,355 8,300
TOTAL USES 55,031 52,701
Ending Working Capital 28,699$ 32,059$
197
Item 206/2025
The table below outlines the proposed appropriations for the City’s internal service funds for the next two fiscal years:
Sanitary District
Established in 1924, the Garden Grove Sanitary District (the District) operates under the authority of the Sanitary District Act of 1923. The District is governed by a Board of Directors, which is responsible for adopting ordinances, resolutions, and regulation s to ensure the effective oversight and management of District services.
The District delivers two core services to the community: sewer utility services and refuse collection and disposal.
Sewer Utility
The Sewer utility is projected to generate approximately $12.4 million annually through service charges. Operating expenditures are estimated at $11.1 million in FY 2025 –26 and $11.4 million in FY 2026–27. The difference between revenue and operating costs represents the capital replacement portion built into the rate structure, which is intentionally designed to support the ongoing maintenance and renewal of the sewer infrastructure.
The District’s sewer system has an estimated replacement value of $130.5 million. To ensure long-term system reliability and performance, a designated share of rate revenue is allocated specifically for capital reinvestment. These funds are collected through bi -monthly utility billing and reserved for planned capital improvement projects.
For the upcoming two -year budget cycle, the District proposes to invest $15.3 million in capital improvements, funding eight projects identified in the Sewer Master Plan.
Projected
FY2026
(in $000)
Projected
FY2027
(in $000)
Worker's Compensation 7,225$ 7,249$
Fleet Management 9,638 7,810
Information Systems 5,098 5,025
Warehouse Operations 650 675
Telecommunications 399 402
Risk Management 5,829 6,416
Communication Replacement 600 597
Building & Structure Rehabilitation 1,378 1,200 30,817$ 29,374$
198
Item 206/2025
Below is the proposed Sewer Utility budget for the next two fiscal years:
Refuse Disposal and Collection
The City contracts out refuse collection and disposal services through an exclusive franchise agreement with Republic Services. Under this agreement, Republic Services handles all residential, commercial, and multi-family waste collection within the City. The Garden Grove Sanitary District administers and oversees the contract to ensure adherence to service quality standards and compliance with environmental regulations.
The following table outlines the proposed budget for Refuse Collection and Disposal services managed by the District:
Proposed
FY2026
(in $000)
Proposed
FY2027
(in $000)
SOURCES
Beginning Working Capital 25,992$ 20,502$
Operating Revenue 12,407 12,407
TOTAL SOURCES 38,399 32,909
USES
Salaries & Benefits 5,485 5,719
Commodities 308 308
Contractual Services 2,475 2,475
Other Operating Expenses 2,867 2,902
Capital Improvement 6,762 8,500
TOTAL USES 17,897 19,904
Ending Working Capital 20,502$ 13,005$
FY 2025-26
Proposed
($000)
FY 2026-27
Proposed
($000)
SOURCES
Beginning Working Capital 19,259$ 20,687$
Operating Revenue 4,396 4,396
TOTAL SOURCES 23,655 25,083
USES
Salaries & Benefits 832 867
Other Operating Expenses 2,136 2,121
TOTAL USES 2,968 2,988
Ending Working Capital 20,687$ 22,095$
199
Item 206/2025
Housing Authority
The Garden Grove Housing Authority (the Authority) administers federally funded rental assistance programs through grants from the U.S. Department of Housing and Urban Development (HUD). Its primary function is to provide rental subsidies to low-income families through HUD’s Housing Choice Voucher Program.
Currently, the Authority supports more than 2,200 families with monthly rental assistance.
The program’s annual budget is approximately $42 million, which is used to directly subsidize housing costs for eligible participants.
In addition, about $4.5 million per year is allocated for administrative expenses. This covers salaries and benefits for Authority staff, as well as essential operating costs such as office rent, utilities, and overhead.
The following table presents the Proposed Budget for the Authority over the next two fiscal years:
Successor Agency
The Successor Agency budget has been prepared in compliance with AB 1X 26, following the dissolution of the Garden Grove Redevelopment Agency on February 1, 2012. Budgeted amounts align with the Recognized Obligation Payment Schedule (ROPS) approved for the applicable fiscal periods.
The Successor Agency continues to manage long -term obligations totaling approximately $44.8 million.
Proposed
FY2026
(in $000)
Proposed
FY2027
(in $000)
SOURCES
Beginning Working Capital 5,019$ 4,714$
Housing Program Allocation 51,039 51,039
TOTAL SOURCES 56,058 55,753
USES
Administration 4,359 4,519
Voucher Program 42,220 42,220
HAP Portability 4,765 4,765
TOTAL USES 51,344 51,504
Ending Working Capital 4,714$ 4,249$
200
Item 206/2025
The following table presents the Proposed Budget for the Successor Agency for the upcoming fiscal years:
Capital Improvement Plan
The Capital Improvement Plan (CIP) outlines the City’s planned capital projects, identifies funding needs, explores grant and alternative funding sources, and evaluates the long-term impact on operating budgets. Projects are prioritized based on various criteria, including feasibility, community benefit, asset age, historical preservation, safety considerations, and preventative maintenance needs.
The CIP uses a five -year planning horizon, providing both a short -term and strategic long - term outlook. While not all projects are immediately funded, each is evaluated and scheduled based on a prioritized implementation plan that aligns with the City’s infrastructure goals and available resources.
The CIP represents a citywide investment in essential infrastructure and community assets.
For the Fiscal Years 2025 –26 and 2026 –27, the biennial budget proposes a total capital investment of $82.3 million, spanning seven key categories.
Proposed
FY2026
(in $000)
Proposed
FY2027
(in $000)
SOURCES
Beginning Working Capital 199$ -$
RPTTF Distribution 7,816 7,929
TOTAL SOURCES 8,015 7,929
USES
Administration 337 351
Recognized Obligation Payments 7,678 7,578 TOTAL USES 8,015 7,929
Ending Working Capital -$ -$
201
Item 206/2025
A summary of the City’s Five-Year Capital Improvement Plan is provided below:
Additional Transfers
Achieving long-term financial health and sustainability requires a strategic approach that balances fiscal discipline with effective service delivery. As part of this strategy, the City utilizes several internal service funds to proactively set aside resources for key liabilities, such as legal claims and employee injury-related costs.
Worker’s Compensation Internal Service Fund
The Workers’ Compensation Internal Service Fund is used to pay for all work-related injuries, disability retirements, and associated administrative expenses. Internal charges to City departments are calculated based on each employee’s job classification and relative risk level.
To ensure adequate funding, the City commissions a professional actuarial study every two years to evaluate past losses and project fu ture claims. The most recent actuarial review, completed in 2024, provides funding projections for the next two fiscal years.
Based on this study and the fund’s audited balance, a $4.0 million one-time transfer from the General Fund’s unassigned fund bala nce is recommended. This transfer will eliminate the Proposed
FY 2026
($000)
Proposed
FY 2027
($000)
Planned
FY 2028
($000)
Planned
FY 2029
($000)
Planned
FY 2030
($000)
STREET IMPROVEMENTS
Arterial 22,500$ 10,600$ 8,296$ 7,684$ 7,914$ Residential 1,700 3,300 2,264 2,295 2,327
TRAFFIC IMPROVEMENTS
Citywide Intersection - 500 500 500 500
PARK IMPROVEMENTS
Woodbury Park Expansion 500 - - - - Garden Grove Park Pickle Ball Courts 950 - - - - Park Master Plan Improvements 925 300 600 - - Citywide Park Light Pole Replacement 50 50 50 50 50 Park Irrigation System Replacement 120 120 - - -
HOUSING PROJECTS
St. Anselm Affordable Housing 2,000 - - - - HOME Projects 550 550 550 550 550 Purcell Building Rehabilitation 11 - - - -
FACILITY IMPROVEMENTS
Citywide Facility Replacement 1,479 1,200 - - -
WATER IMPROVEMENTS
Water Master Plan Improvements 11,355 8,300 14,500 4,500 3,500
SEWER IMPROVEMENTS
Sewer Master Plan Improvements 6,762 8,500 7,100 8,500 1,500 TOTAL 48,902$ 33,420$ 33,860$ 24,079$ 16,341$
202
Item 206/2025
current deficit and ensure sufficient funding for projected claims, in addition to the routine internal charges collected throughout the year.
General Liability Internal Service Fund
The General Liabi lity Internal Service Fund covers all liability claims filed against the City.
Internal charges to departments are based on a combination of historical claims experience and actuarially projected future liabilities.
Following the recent settlement of seve ral significant claims, the fund is now underfunded.
To restore its fiscal stability and prepare for anticipated claims over the next two years, a $3.0 million transfer from the General Fund’s unassigned fund balance is also recommended.
These proposed tr ansfers are not part of the regular budget cycle but are essential for maintaining the fiscal health of the City’s two self -insured programs. The transfers are scheduled to occur at the end of the current fiscal year, on June 30, 2025.
GANN Appropriations Limit
Article XIII B of the California Constitution establishes limits on the amount of tax revenues that local governments may appropriate each year. Commonly known as the GANN Limit, this constitutional provision requires cities to adopt an annual appr opriations limit, which is calculated based on a formula using population growth and per capita personal income data published by the California Department of Finance. The City Council adopts the appropriations limit by resolution as part of the budget process.
Each year, the City’s independent auditor reviews the calculation to ensure accuracy. In December 2024, the auditor identified a variance in the factor used to calculate the City’s FY 2023–24 GANN Limit, resulting in an under-calculation of $1,869,422. Because the FY 2024– 25 limit was based on the incorrectly calculated prior -year limit, it must be revised accordingly. The original FY 2024–25 limit was adopted by the City Council in June 2024.
Despite this adjustment, the City of Garden Grove remain s well below its constitutional spending limit. The GANN Limit does not currently restrict the City’s appropriations, as actual appropriations subject to limitation remain significantly under the allowable threshold.
Overnight Travel and Training List
City Council Policy No. 100 -17 requires that the City Manager submit a listing of proposed staff attendance at overnight conferences, meetings, and training opportunities for the Council's approval as part of the budget adoption process. Once the City Cou ncil has approved this list, the City Manager is authorized to approve specific attendance at conferences, meetings, and training seminars in conformance with the list. The Overnight Conference and Training List for Fiscal Years 2025 -26 and 2026 -27 is incorporated in the Proposed Budget Book for Council approval in accordance with this Council policy.
203
Item 206/2025
FINANCIAL IMPACT
The total proposed budget for FY 2025–26 and FY 2026–27, including all component units, is $408.8 million and $399.4 million, respectively. Additionally, one -time transfers of $4.0 million to the Workers’ Compensation Fund and $3.0 million to the General Liability Fund are recommended from the General Fund’s unassigned balance, effective June 30, 2025.
For the General Fund, estimated revenues slightly exceed proposed operating expenditures, resulting in a balanced budget for the two -year cycle. This structurally balanced budget reflects the City’s continued commitment to fiscal discipline, achieved through cross - departmental collaboration and strategic financial planning. It underscores the City Council’s dedication to long-term financial sustainability and reinforces public confidence in the City’s responsible management of public resources.
RECOMMENDATION
It is recommended that the City Council approves the following actions:
Conduct a public hearing;
Adopt a Resolution approving the City's Proposed Budget for Fiscal Years 2025- 26 and 2026-27;
Adopt a Resolution revising Appropriations Limit for Fiscal Year 2024 -25 and establishing the Appropriations Limit for Fiscal Year 2025-26; Adopt a Resolution re -appropriating certain Fiscal Year 2024 -25 project balances and encumbrances to Fiscal Year 2025-26;
Authorize transfers from the General Fund’s Unassigned fund balance in the amount of $4,000,000 to the Worker’s Compensation Fund and $3,000,000 to the General Liability Fund, effective June 30, 2025; and
ATTACHMENT(S)
Resolution approving the City's Proposed Budget for Fiscal Years 2025-26 and 2026-27
Resolution revising appropriation limit for Fiscal Year 2024-25 and establishing the appropriations limit for Fiscal Year 2025-26
Resolution re-appropriating certain Fiscal Year 2024-25 project balances and encumbrances to Fiscal Year 2025-26
Proposed Budget Book for Fiscal Years 2025-26 and 2026-27
204
GARDEN GROVE CITY COUNCIL
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GARDEN GROVE ADOPTING THE CITY’S BUDGET FOR FISCAL YEARS 2025-26 AND 2026-27 WHEREAS, the City Council of the City of Garden Grove has carefully reviewed and considered the proposed Operating and Capital Improvement Budgets for Fiscal Years 2025–26 and 2026–27; and
WHEREAS, the City Council is responsible under the laws of the State of California for the administration and financial oversight of various special assessment districts; and
WHEREAS, public hearings and legal review of each special assessment district’s proposed budget for Fiscal Year 2025–26 have been conducted as required by state law; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Garden Grove hereby authorizes the City Manager to expend funds on behalf of the City in accordance with the requirements of applicable grant programs, the laws of the State of California, and the ordinances of the City of Garden Grove, in the amounts of $408,842,806 for Fiscal Year 2025 –26 and $399,433,693 for Fiscal Year 2026 –27, from new appropriations and reserved fund balances.
BE IT FURTHER RESOLVED that these appropriated amounts shall be drawn from the estimated revenues and availab le fund balances of the following funds, in accordance with state law and ordinances of the City for Fiscal Years 2025–26 and 2026–27.
FUN D PROPOSED
FY 2025-26
PROPOSED
FY 2026-27
111 - GENERAL FUND 188,436,477$ 194,840,048$ 113 - ECON DEVELOPMENT 662,925$ 672,968$ 117 - ACCESSIBILITY COMPLIANCE CASp 291,000$ 60,000$ 202 - FORFEIT/SEISURE- FED 105,000$ 105,000$ 203 - FORFEIT/SEISURE- STATE 40,000$ 40,000$ 204 - PUB SAFETY/PROP 172 740,225$ 760,773$ 205 - POLICE-SLESF 191,400$ 191,400$ 206 - GAS TAX 2106/2107 1,534,736$ 1,601,954$ 207 - GAS TAX 2105 1,866,278$ 1,268,929$ 208 - GAS TAX RM & REHAB 9,795,512$ 4,891,031$ 209 - GAS TAX 2103 1,310,160$ 2,223,806$ 211 - TRAFFIC MITG FEE -$ 1,200,000$ 212 - DEVELOPMT AGRMT FEE 288,800$ 288,800$ 213 - CULTURAL ARTS FEE 110,202$ 110,328$ 205
Garden Grove City Council
Resolution No.
FUN D PROPOSED
FY 2025-26
PROPOSED
FY 2026-27
214 - PARK FEE 1,095,000$ 170,000$ 215 - DRAINAGE FEE 300,000$ 500,000$ 216 - CITYWIDE PARK FEES 1,450,000$ 300,000$ 217 - G G CABLE CORP 491,515$ 508,451$ 218 - STREET LIGHTING 1,267,438$ 1,278,197$ 219 - PARK MAINT ASSMT DIST 727,243$ 752,627$ 220 - PARKING DIST MAINT 3,500$ 3,500$ 221 - MAIN ST ASSMT DIST 47,582$ 47,582$ 222 - AQMD(AB 2766) 269,098$ 273,844$ 223 - CALHOME 500,000$ 500,000$ 225 - CDBG 2,168,324$ 2,490,119$ 227 - EMERGENCY SHELTER 184,443$ 185,000$ 230 - JAG 65,100$ 65,100$
231 - OTS-POLICE 330,000$ 330,000$ 232 - POST REIMBURSEMENT 50,014$ 50,014$ 233 - STATE GRANTS 6,449,560$ 4,456,103$ 234 - FACT 350,000$ 350,000$ 236 - CA DEPT OF CONSERV 44,000$ 44,000$ 237 - CAL RECYCLE 244,100$ 244,100$ 238 - USED OIL 20,000$ 20,000$ 239 - COUNTY CSVC GRANTS 68,614$ 72,045$ 242 - FEDERAL GRANTS 25,000$ 25,000$ 244 - GARDEN GROVE TID * 4,010,800$ 4,010,800$ 246 - M2 LOCAL FAIRSHARE 7,599,337$ 4,402,656$ 248 - MEASURE M2-CTFP 4,197,100$ 250,000$ 249 - HOME 1,186,370$ 1,190,931$ 260 - TRI-CITY NAVIGATION CENTER 1,219,200$ 1,219,200$ 501 - HSG SUCCESSOR AGNCY 634,155$ 639,765$ 502 - HSG AUTH-CC PROPTS 37,000$ 37,000$ 601 - WATER OPERATIONS 42,223,686$ 42,948,561$ 602 - WATER CAPITAL 7,855,100$ 4,800,000$ 603 - WATER REPLACEMENT 4,952,562$ 4,952,562$ 630 - SEWER OPERATIONS 10,140,970$ 10,409,507$ 631 - SEWER CAPITAL 5,262,000$ 7,000,000$ 632 - SEWER REPLACEMENT 2,494,300$ 2,494,300$ 660 - REFUSE 2,968,404$ 2,987,980$ 671 - GOLF COURSE 120,000$ 120,000$ 672 - GOLF COURSE WWGM 2,243,000$ 2,243,000$ 206
Garden Grove City Council
Resolution No.
* Includes transfer amount of $858,400 as shown below:
FUN D PROPOSED
FY 2025-26
PROPOSED
FY 2026-27
681 - HSG AUTH SEC8-ADMIN 4,358,695$ 4,518,580$ 682 - HSG AUTH SEC8-HAP 46,985,300$ 46,985,300$ 701 - WORKERS COMP 7,224,717$ 7,249,116$ 702 - FLEET MANAGEMENT 9,637,819$ 7,810,009$ 704 - INFORMATION SYSTEMS 5,098,153$ 5,025,089$ 705 - WAREHOUSE OPERATION 649,948$ 674,705$ 706 - TELECOMMUNICATIONS 398,924$ 401,974$ 707 - RISK MANAGEMENT 5,828,759$ 6,415,697$ 708 - COMMUNCTION REPLMNT 600,034$ 597,300$ 709 - BUILDING REHABILITATION 1,378,600$ 1,200,000$ 811 - SUCCESSOR RDA 8,014,627$ 7,928,942$ Total 408,842,806$ 399,433,693$
PROPOSED
FY 2025-26
PROPOSED
FY 2026-27
TRANSFER OUT
244 - GARDEN GROVE TID 858,400$ 858,400$ TOTAL TRANSFER OUT 858,400$ 858,400$
TRANSFER IN
113 - ECON DEVELOPMENT 56,200$ 56,200$ 114 - TID TRANSIT 802,200 802,200 TOTAL TRANSFER IN 858,400$ 858,400$
207
H:\Budget\FY2025-27\AgendaPacket\City\GANN_Resolution-City.docx
GARDEN GROVE CITY COUNCIL
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GARDEN
GROVE REVISING THE APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024-25, AND ESTABLISHING THE APPROPRIATIONS LIMIT FOR
FISCAL YEAR 2025-26
WHEREAS, Chapter 1205 of the Statutes of 1980, effective January 1, 1981, implemented Article XIII B of the California Constitution, which establishes an annual appropriations limit for local governments; and
WHEREAS, Proposition 111, approved by the voters in 1990, amended Article XIII B to m odify the factors used in calculating the annual appropriations limit, allowing local jurisdictions to use a combination of population change and either the change in California per capita personal income or the change in the local assessment roll due to non-residential new construction; and
WHEREAS, the City Council previously adopted an appropriations limit for Fiscal Year 2024-25 by Resolution No. 9859-24; and
WHEREAS, the City’s independent auditor, in a report dated December 30, 2024, identified a variance in the calculation of the Fiscal Year 2023-24 appropriations limit, resulting in an under-calculation of $1,869,422; and
WHEREAS, based on the auditor’s recalculation, it is necessary to revise the appropriations limit for Fiscal Year 2024-25 accordingly.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Garden Grove hereby revises the appropriations limit for Fiscal Year 202 4-25 to $198,777,152, as detailed in Exhibit “A” attached hereto and incorporated herein by reference.
BE IT FURTHER RESOLVED that the appropriations limit for Fiscal Year 2025 - 26 is established at $211,936,200, and the appropriation subject to limitation is $114,606,751, as shown in Exhibit “B” attached hereto and incorporated herein by reference.
208
EXHIBIT “A”
ARTICLE XIII-B CALCULATIONS
FOR
FISCAL YEAR (FY) 2024-25
Per Capita Change = 3.62%1 (Personal Income)
Population Change = 1.17%1
Per Capita converted to a ratio: 3.62+ 100 = 1.0362
100
Population converted to a ratio: 1.17 + 100 = 1.0117 100
Calculation of factor for FY 2024-25: 1.0362 X 1.0117 = 1.0483
Appropriations Limit
FY2023-24 Appropriations Limit $189,618,5752
FY2024-25 Adjustment Factor X 1.0483
FY2024-25 Appropriations Limit $198,777,152
Appropriations Subject to Limitation
Proceeds of Taxes $114,148,536
Exclusions 0
Appropriations Subject to Limitation $114,148,536
FY2024-25 Appropriations Limit $198,777,152
Over/(Under) Limit $(84,628,616)
1 Released by the California Department of Finance, Demographic Research Unit, on May 1, 2024.
2 $189,618,575 reflects a revision to the adopted FY 202 3–24 Appropriations Limit, based on the independent auditor’s recalculation completed in December 2024.
209
EXHIBIT “B”
ARTICLE XIII-B CALCULATIONS
FOR
FISCAL YEAR (FY) 2025-26
Per Capita Change = 6.44%1 (Personal Income)
Population Change = 0.17%1
Per Capita converted to a ratio: 6.44+ 100 = 1.0644
100
Population converted to a ratio: 0.17 + 100 = 1.0017 100
Calculation of factor for FY 2025-26: 1.0644 X 1.0017 = 1.0662
Appropriations Limit
FY2024-25 Appropriations Limit $198,777,1522
FY2025-26 Adjustment Factor X 1.0662
FY2025-26 Appropriations Limit $211,936,200
Appropriations Subject to Limitation
Proceeds of Taxes $114,606,751
Exclusions 0
Appropriations Subject to Limitation $114,606,751
FY2024-25 Appropriations Limit $211,936,200
Over/(Under) Limit
$(97,329,449)
1 Released by the California Department of Finance, Demographic Research Unit, on May 1, 2025.
2 $198,777,152 reflects a revision to the adopted FY 2024 –25 Appropriations Limit, based on the independent auditor’s recalculation of the FY 2023–24 limit completed in December 2024.
210
GARDEN GROVE CITY COUNCIL
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OFGARDEN GROVE REAPPROPRIATING CERTAIN FISCAL YEAR 2024-25 PROJECT BALANCES AND ENCUMBRANCES TO FISCAL YEAR 2025-26
WHEREAS, the City Council has reviewed the estimated revenues, expenditures, and fund balances for Fiscal Year 2024 –25, as projected through the end of the fiscal year, and has given careful consideration to the year-end close of appropriations; and
WHEREAS, the City Council has reviewed and thoroughly considered the proposed budgets for Fiscal Year 2025–26; and
WHEREAS, certain capital projects and programs initiated in Fiscal Year 2024– 25 or in prior years require continued appropriations in order to be completed; and
WHEREAS, unexpended balances for these projects are anticipated to remain available as of June 30, 2025; and
WHEREAS, certain purchase orders issued in Fiscal Year 2024–25 are expected to have encumbered balances as of June 30, 2025.
NOW, THEREFORE, BE I T RESOLVED that the uncommitted and unexpended balances for certain projects as of June 30, 2025, be re-appropriated as of the close of the fiscal year as determined by the Finance Director, to Fiscal Year 2025-26 for continuing projects within the respective funds.
BE IT FURTHER RESOLVED that the encumbered balances of purchase orders outstanding as of June 30, 2025, be re-appropriated to Fiscal Year 2025-26 within those same funds.
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CITY OF
GARDEN GROVE
PROPOSED
BIENNIAL BUDGET
2025-2027
WWW.GGCITY.ORG
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CITY OF GARDEN GROVE
CITY COUNCIL
Stephanie Klopfenstein
Mayor
George S. Brietigam III
Council Member – District 1
Phillip Nguyen
Council Member – District 2
Joe DoVinh
Council Member – District 4
Cindy Ngoc Tran
Mayor Pro Tem – District 3
Yesenia Muñeton
Council Member – District 5
Ariana Arestegui
Council Member – District 6
City Officials
Lisa Kim ............................................................................................... City Manager Matthew West........................................................................Assistant City Manager Omar Sandoval ................................................................................... City Attorney Niki Wetzel ......................................................... Community Development Director John Montanchez ....................................................... Community Services Director Ursula Luna-Reynosa ... Asst. City Mgr./Economic Development & Housing Director Patricia Song .................................................................................. Finance Director Jany Hyo Lee ..................................................................Hum an Resources Director Anand Rao ............................................................. Information Technology Director Amir El-Farra .......................................................................................... Police Chief William Murray ...................................................................... Public Works Director 214
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215
CITY OF GARDEN GROVE, CA
ŝ
June 10, 2025
Honorable Mayor and City Councilmembers:
It is my privilege to present the City of Garden Grove’s Fiscal Years (FY) 2026 and 2027 Biennial Budget. This document represents more than a financial plan; it reflects our shared commitment to ensuring Gard en Grove remains a safe, inclusive, and economically vibrant community for all who live, work, and visit here.
As we move forward, we continue to navigate a dynamic landscape shaped by inflationary pressures, increasing pension obligations, and the uncertainties of the global economy. In response, this biennial budget has been developed with a strong emphasis on fiscal discipline, long-term sustainability, and the strategic allocation of resources. Our aim is to preserve the City’s financial health while maintaining high- quality services and advancing community priorities.
In March 2025, the City Council reaffirmed its six
strategic priorities. These six priorities – each of
equal importance – serve as the foundation for the
FY 2026 and 2027 budget. They guide our decision-
making and ensure that resources are aligned with
the values and expectations of our residents.
Embedded within these priorities is our overarching
commitment to financial stewardship, which anchors
the budget process and supports a structurally
balanced framework.
The FY 2026 and 2027 Biennial Budget preserves core services and continues our investment in essential infrastructure, pu blic safety, and community well-being.
Highlights include:
x Continued funding for street and facility improvements to enhance infrastructure resilience and reliability.
x Strategic investment in public safety to maintain a safe environment for residents and businesses.
x Support for programs aimed at addressing homelessness and providing critical services to vulnerable populations.
x Resources dedicated to strengtheni ng code enforcement to improve neighborhood quality and uphold community standards.
x Initiatives to foster economic development, retain and attract businesses, and support local small businesses.
x Programs and events that celebrate the rich cultural diversity that defines Garden Grove.
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City Manager’s Budget Message
ŝŝ
We also remain focused on innovation and efficiency in service delivery. Leveraging technology, streamlining operations, and investing in workforce development will continue to enhance our ability to serve the community effectively and responsibly.
Budgetary Highlights
The City of Garden Grove’s total budget is projected at $408.8 million for FY 2026 and $399.4 million for FY 2027. These figures include the spending plans of the City’s three component units: the Garden Grove Housing Authority, the Sanitary District, and the Successor Agency. Combined, these component units account for an average of $81.3 million in annual expenditures.
Excluding the component units, the City’s core operating and capital budget is estimated at $328.9 million for FY 2026 and $317.1 million for FY 2027. Of these amounts, approximately 60% is funded through the General Fund, reflecting the City’s ongoing commitment to delivering essential services to the community.
The City’s Capital Improvement Plan (CIP) for FY 2026 and 2027 reflects a comprehensive, five-year planning horizo n and is aligned with the adopted master plans for each major infrastructure catego ry. The CIP prioritizes projects based on need, feasibility, and strategic value. Over the two-year period, the total CIP investment is budgeted at $82.2 mill ion, supporting key projects across transportation, facilities, water, sewer, and parks.
This thoughtful allocation of resources ensures the City remains responsive to both current operational needs and long-term infrastructure demands.
General Fund Budget
The General Fund serves as the primary fina ncial resource for supporting the City’s daily operations and long-term governmental functions. It is the main funding source for essential services, including nearly all public safety and community development programs.
For the FY 2026 and 2027 biennium, the City anticipates a modest increase of approximately 5.0% in total General Fund resources compared to FY 2025, primarily driven by newly adopted development related user fees. General Fund revenues are projected to total $381.2 million over the two-year period.
On the expenditure side, recurring General Fund expenditures are also estimated at $381.2 million, resulting in a structurally balanced budget. In addition to these ongoing costs, the budget includes $1.7 million in one-time contractual expenditures and $411,000 in capital outlays over the two fiscal years.
Notable one-time investments include:
x $800,000 for asphalt and concrete services to maintain momentum following the recently completed Pavement Acceleration Program, which received a one- time investment of $17.5 million over the past three years. 217
City Manager’s Budget Message
ŝŝŝ
x $597,300 allocated to support homelessness-related initiatives, including the continuation of a park security pilot program.
x Additional funding for departmental augmentation and staff training to address the impacts of current position vacancies and ensure continuity of service delivery.
Given ongoing fiscal and economic uncertainties, the General Fund budget has been developed using a baseline budgeting approach. This methodology assumes that current funding levels are sufficient to maintain existing services, with adjustments made only for inflation, mandated or contractual obligations, and known operational changes such as staffing modifications or program enhancements. This prudent approach reinforces the City’s commitment to long-term financial stability while ensuring that critical services remain uninterrupted.
As part of the FY 2026 and 2027 biennial budget, a total of 26 supplemental requests were approved. Of these, 16 requests – totaling $2.6 million over the two-year period – are fully or partially funded by the Ge neral Fund. These enhancements support a range of priorities, including the addition of new staff positions, increased contractual support, the launch of new programs, and targeted investments in technology to improve operational efficiency and service delivery.
Fiscal Challenges
The City remains mindful of the significant challenges ahead and continues to pursue proactive, strategic approaches to address them effectively. Two key areas of focus include:
x Unfunded Pension Liability
The City continues to manage its long-term pension obligations with diligence and foresight. In 2020, the City Council adopted a Pension Funding Policy to establish a structured and disciplined framework for accumulating resources to meet current and future pension obli gations. The policy ensures that the cost of pension benefits is funded in an equitable and sustainable manner. In alignment with this policy, the City established a Section 115 Pension Trust and has made annual contributions to bu ild reserves. Staff remain vigilant in monitoring pension liabilities and explor e alternatives to ensure long-term fiscal responsibility.
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City Manager’s Budget Message
ŝǀ
x Infrastructure Planning and Capital Asset Management
In response to the City’s infrastructure challenges, an Infrastructure Funding Policy was adopted to provide guiding pr inciples for prioritizing and funding critical capital needs. To further strengt hen this effort, the City established a Capital Replacement Reserves Policy, ensuring the availability of funding for the renewal and replacement of essential capital assets. These policies aim to protect public investments and extend the useful life of infrastructure assets.
Moving forward, staff will contin ue to develop comprehensive asset management plans that align with these policies, positioning the City to responsibly address long-term infrastructure and capital replacement needs in a sustainable and fiscally sound manner.
Through careful planning and policy-driven actions, the City of Garden Grove is committed to navigating these challenges while preserving financial stability and service excellence.
The City’s long-term financial health remains a top priority. The FY 2026 and 2027 biennial budget includes provisions to maintain healthy reserve levels, manage long- term liabilities, and prepare for unfore seen fiscal challenges. With a focus on transparency and accountability, this budget is designed to deliver results and inspire trust in our stewardship of public funds.
The FY 2026 and 2027 Biennial Budget is a balanced, forward-looking financial plan that addresses current needs while laying the foundation for a prosperous future. It is crafted with the understanding that our city’s strength lies in its people, and our goal is to ensure that every resident ca n thrive in a safe, culturally rich, and economically vibrant community.
In closing, I would like to express my si ncere appreciation to the Mayor and City Council for your continued leadership and vi sion. I also extend my gratitude to the City’s department directors and dedicated staff, whose hard work and collaboration made the development of this budget poss ible. Together, we remain committed to building a stronger, more resilient Garden Grove.
Respectfully submitted,
Lisa L. Kim, City Manager
219
BUDGET
SUMMARIES
220
The City’s Mission
The mission of the City of Garden Grove is to provide responsible leadership and quality services as we promote safety, cultural harmony, and life enrichment.
The City's Mission Statement was developed by employees and ratified by the City Council in 1995.
Vision
The vision of Garden Grove is to be a safe, attractive, and economically vibrant city with an informed and involved public. We are a diverse community that promotes our unique attributes and preserves our residential character.
In 2004, the Garden Grove City Council authorized a community study to determine what issues were most important to Garden Grove residents. Over the following year and-a-half, opinions were gathered through focus groups, surveys, an open house, and a community forum. The results were deve loped into a Community Vision Statement and Guiding Principles, which were approved in March 2005 by the City Council.
Guiding Principles
We commit ourselves to the betterment of the individual, the organization, and the community, by fostering a spirit of trust, creativity, cooperation, integrity, empathy, respect, and quality service to all.
221
Organizational Goals
To advance the vision and mission of the City of Garden Grove, the City sets strategic goals across all departments, reflected in their respective budgets. Building upon these efforts, the City Council has reaffirmed th e City’s organizational goals based on six priorities and one foundational principle to guide the City’s work over the 2025-26 and 2026-27 fiscal years.
These priorities represent the City’s continued commitment to improving quality of life for all residents, fostering a safe and vibrant community, and creating opportunities for growth and inclusion.
FY 2025-2026 Council Priorities
Addressing Homelessness: Provide extensiv e outreach campaign through the City’s Comprehensive Strategic Plan to Address Homelessness; continue operations for the Central Cities Navigation Center; maintain partnership with CalOptima Health to provide street medicine program; continue the Be Well OC partnership; provide daily street outreach from the City’s Police Departme nt Special Resource Team; continue the Caltrans Fencing Improvement Project; cont inue exploring options to improve health and housing outcomes for homeless individuals.
222
Enhancing Public Safety: Continue with the construction of the new police building; expand on community/stakeholder engage ment; provide advanced officer safety training to increase officer and public safe ty; maintain partnership with Garden Grove Unified School District (GGUSD) to support the community’s youth population; address crimes related to homelessness and violent crimes; enhance connection between police, community and schools; continue agreement with Orange County Fire Authority to provide City Fire and Emergency Medical services.
Providing Economic Development and Local Business Support: Continue supporting local businesses through programs such as “Buy in Garden Grove” (BIGG) campaign, Foods of Garden Grove, and Microbiz; update and enhance outreach/media campaigns to promote available resources such as Small Business Advisor, Small Business Intelligence and other local businesses support programs; maintain strong partnership with and support for Chamber programs an d events; facilitate/promote successful development projects; promote tourism of the Grove District Anaheim Resort, conduct civic center engagement activities.
Focusing on Infrastructure: Continue the im plementation of the City’s Infrastructure Policy; carry out the capital asset renewal and replacement reserve policy intended to ensure adequate funding for the renewal an d replacement of City’s capital assets; continue the joint efforts with the Orange County Water District on constructing PFAS treatment facilities; continue the pavement maintenance acceleration program; continue to implement water and sewer master plans to increase capacity.
Providing Resources for Code Enforcement: Continue to provide ongoing education in property maintenance and substandard ho using information; establish a permit program for short-term rentals; maintain Code Enforcement staffing, enforcement, and case resolution.
Celebrating Cultural Diversity: Continue to incorporate and enhance celebrations of cultural diversity in Community Services programs/projects such as summer concerts, outdoor movies, and summer festivals; cont inue unconscious bias in the workplace training for all new City employees, commissioners, and councilmembers.
223
THE PEOPLE OFTHE PEOPLE OF
GARDEN GROVE
THE PEOPLE OF
GARDEN GROVE
THE PEOPLE OF
GARDEN GROVE
POLICEPOLICE
POLICEPOLICEHUMANHUMAN
RESOURCES
HUMAN
RESOURCES
HUMAN
RESOURCES
FINANCEFINANCE
FINANCEFINANCECOMMUNITY
SERVICES
COMMUNITY
SERVICES
COMMUNITY
SERVICES
COMMUNITY
SERVICES
ECONOMIC
DEVELOPMENT
ECONOMIC
DEVELOPMENT
& HOUSING
ECONOMIC
DDEVELOPMENT
& HOUSING
ECONOMIC
DEVELOPMENT
& HOUSING
INFORMATIONINFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
COMMUNITY
DEVELOPMENT
COMMUNITY
DEVELOPMENT
COMMUNITY
DDEVELOPMENT
COMMUNITY
DEVELOPMENT PUBLICPUBLIC
WORKS
PUBLIC
WORKS
PUBLIC
WORKS
MAYOR ANDMAYOR AND
CITY COUNCIL
MAYOR AND
CITY COUNCIL
MAYOR AND
CITY COUNCIL
CITY MANAGERCITY MANAGER
CITY MANAGERCITY MANAGER CITY ATTORNEYCITY ATTORNEY
CITY ATTORNEYCITY ATTORNEYASSISTANT CITY ASSISTANT CITY
MANAGER
ASSISTANT CITY
MANAGER
ASSISTANT CITY
MANAGER
City of Garden Grove
224
Revenue Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund
Sales Tax 31,408,500$ 29,992,400 $ 30,845,500$ Measure O Sales Tax 30,415,000 29,951,000 30,803,000 Property Tax 67,134,400 70,054,600 72,628,500 Hotel Visitors Tax 28,000,000 28,000,000 28,560,000 Franchises 2,800,000 2,856,000 3,053,900 Business Tax 3,100,000 3,162,000 3,725,200 Licenses & Permits 3,045,000 4,349,100 4,433,300 Fines, Forfeitures & Penalties 2,284,500 2,289,500 2,354,500 Investment Earnings 1,854,700 1,969,300 2,232,400 Charges for Services 7,254,200 9,099,200 9,287,900 Miscellaneous Revenue 4,317,100 5,861,035 5,703,575 Total General Fund 181,613,400$ 187,584,135 $ 193,627,775$ Other Revenue
Other Governmental Funds 172,225,100$ 31,953,096 $ 31,990,396 $ Internal Service Funds 19,912,000 21,074,035 21,285,297 Water Utility 46,588,100 51,703,100 56,061,100 Sanitary District 16,803,000 16,803,000 16,803,000 Housing Authority 51,093,500 51,038,700 51,038,700 Other Enterprise Funds 688,800 2,436,000 2,436,000 Successor Agency 11,414,800 7,816,270 7,928,942 Total Other Revenue 318,725,300$ 182,824,201 $ 187,543,435 $ Total Citywide Revenue 500,338,700$ 370,408,336 $ 381,171,210 $
REVENUE SUMMARY
225
Amended Proposed Proposed
DEPARTMENTS FY 2024-25 F Y 2025-26 FY 2026-27
Fire 33,667,500 $ 35,235,900 $ 36,797,500 $
Police 87,923,300 91,577,037 94,890,551 Public Safety Subtotal 121,590,800 126,812,937 131,688,051 Public Works Non-Utility 51,050,600 64,928,086 53,813,155 Public Works Utilities 79,253,900 70,943,602 70,465,094 Community Services 14,051,600 12,584,370 10,692,709 Community Development 7,536,700 8,584,914 8,541,215 Economic Development 86,012,200 79,821,398 77,995,039 Municipal Support:
City Administration 6,115,600 5,337,694 5,411,140 City Attorney 1,188,100 1,188,109 1,188,109 Finance 15,672,000 13,301,546 14,142,060 Human Resources 10,920,900 9,614,238 9,719,081 Information Technology 5,562,900 5,716,012 5,664,640 Non-Departmental:
Debt Service 7,171,800 8,752,600 8,756,100 Utilities 857,300 1,257,300 1,357,300 Other Departmental Subtotal 285,393,600 282,029,869 267,745,642 Total 406,984,400 $ 408,842,806 $ 399,433,693 $
BUDGET BY DEPARTMENT1
CITYWIDE BUDGET2
1 Department Budgets include operating expenditures, internal service charges, capital improvements, and transfers.
2 Budget amounts for all component units are included in the totals above.
226
Amended Proposed Proposed
DEPARTMENTS FY 2024-25 FY 2025-26 FY 2026-27
Fire 33,667,500 $ 35,235,900 $ 36,797,500 $ Police 85,737,800 87,861,084 91,155,734 Public Safety Subtotal 119,405,300 123,096,984 127,953,234 City Administration 4,793,500 4,051,719 4,080,609 City Attorney 1,161,000 1,161,009 1,161,009 Community Development 7,064,500 7,938,725 8,120,863 Economic Development & Housing 9,038,200 6,058,049 6,122,897 Community Services 7,217,400 9,104,505 9,268,604 Finance 4,524,300 3,936,506 4,072,525 Human Resources 2,229,200 2,108,708 2,184,071 Information Technology 854,200 697,385 723,051 Public Works 21,038,500 20,272,987 21,039,785 Other Departments Subtotal 57,920,800 55,329,593 56,773,414 Non Departmental 8,029,100 10,009,900 10,113,400 CITY TOTAL 185,355,200 $ 188,436,477 $ 194,840,048 $
EXPENDITURE TYPE
Salaries & Wages 114,630,200$ 114,918,871 $ 119,994,166 $ Contractual Services 42,986,700 46,480,953 47,409,593 Commodities 2,430,000 2,411,254 2,410,691 Internal Service Funds/Debt 22,034,200 24,614,399 24,725,598 Capital 2,380,000 11,000 300,000 CITY TOTAL 184,461,100$ 188,436,477 $ 194,840,048 $ BUDGET BY DEPARTMENT AND EXPENDITURE TYPE *
GENERAL FUND
* Department budgets include operating budget, internal service funds and capital improvement.
227
2023-24 2024-25
Proposed
2025-26
Proposed
2026-27
City Manager 15 15 15 15
Community Development 30 31 31 31
Community Services 20 20 23 23
Economic Development & Housing 30 30 33 33
Finance 33 33 33 33
Human Resources 11 11 11 11
Information Technology 18 19 19 19
Police Department 254 255 255 256
Public Works 158 159 160 160
Total Full-Time 569 573 580 581
2023-24 2024-25
Proposed
2025-26
Proposed
2026-27
City Manager 1 1 1 1
Community Development
Community Services 12 12 8 8
Economic Development & Housing
Finance
Human Resources
Information Technology 1 1 1 1
Police Department 7 4 4 4
Public Works 27 27 27 27
Total Part-Time Benefited 48 45 41 41
Authorized Full-Time Positions
Aithorized Part-Time Benefited Positions
228
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229
DEPARTMENTAL
BUDGETS
230
CITY MANAGER’S OFFICE
Division Summaries
City Council
Sets community priorities and establishes policies aimed at enhancing the quality of life for Garden Grove residents and community members
City Manager’s Office
Supports the City Council in setting comm unity objectives, goals and policies, and provides leadership and guidance in the ad ministration of all City departments and services. Key responsibilities within the City Manager's Office include administrative and legislative support, policy implementation, budget development, strategic planning, and communication services.
City Clerk
Records and preserves the legislative actions of the City; facilitates municipal elections upholding the democratic process; promotes transparency through access to public records; and ensures compliance with the Brown Act, the Public Records Act, and the Political Reform Act. The City Clerk attends all legislative meetings and prepares and posts the agendas and minutes for the following legislative bodies:
x Garden Grove City Council
x The City of Garden Grove as Successor Agency to the Garden Grove Agency for Community Development
x The Garden Grove Sanitary District Board
x The Garden Grove Housing Authority
x The Garden Grove Public Finance Authority Board
x The Garden Grove Industrial Development Authority Board Community Relations
Administers public information programs , news and media relations to strengthen ties with residents, City employees, the media, and the City's service clubs, religious organizations, and ethnic groups. An im portant component of this office is communicating with Garden Grove residents through Garden Grove TV3, Connections, CityWorks water bill insert, and news releases regularly distributed to the media about new City activities, programs, and developments.
The City Manager's Office is responsible for assisting the City Council in establishing community goals and policies, and providing leadership and direction in the administration of all City departments and services. Primary functions within City Manager's Office include legislative support, policy implementation, budget development, strategic planning, and communication services. Additionally, the Office manages the City Council meeting agenda, el ections, and public records. The Office also monitors and responds to federal and state legislative issues, and represents the City's interests throughout the region.
231
FY 2023-25 Accomplishments
1. Conducted annual City Council Retreats to clearly establish City Council priorities.
2. Oversaw implementation of the FY 2023-25 Action Plans to achieve the City Council’s established priorities.
3. Actively pursued funding opportunities through grants and Community Project Funding earmarks to augment City services and programs.
4. Introduced new quarterly reports to disseminate information on key City projects and updates.
5. Oversaw the successful restructuring of the Community Development and Economic Development and Housing Departments.
6. Completed orientation and onboarding for a new Mayor and three new Council members.
7. Held the ground breaking ceremony for the Civic Center Revitalization project and commenced construction of the GGPD Headquarters as part of the Civic Center Revitalization Project.
8. Completed construction of the Central Cities Navigation Center Project (CCNC).
FY 2025-27 Goals
1. Manage and facilitate implementation of the FY 2025-27 Action Plans to achieve the priorities established by the City Council.
2. Manage an active legislative advocacy program focused on protecting Garden Grove's interests and identifying resources available to enhance City services and programs.
3. Maintain an open dialogue and promot e a positive image of Garden Grove to the community and fellow employees through effective communication, cable programming and digital media, and City programs and activities.
4. Continue to build upon the City's rela tionship with the Garden Grove Unified School District, the County of Orange, and other local agencies.
5. Communicate strategic goals, organi zational needs and direction to staff throughout the organization on a consistent basis.
6. Continue to promote economic development and celebrate the City’s cultural diversity.
232
CITY MANAGER
Full-Time: 1
CITY DEPARTMENTS
ASSISTANT TO THE
CITY MANAGER
Full-Time: 1
Government Relations
Research & Analysis
Policy Implementation
Strategic Planning
Council Support
Special Projects
ADMINISTRATION
Full-Time: 2
COMMUNITY
RELATIONS & CABLE
TELEVISION
Full-Time: 6
Part-Time: 1
CITY CLERK’S OFFICE
Full-Time: 4
Public Information &
Marketing
Cable Programming &
Compliance
City Council Agendas &
Minutes
Elections
Central Records
City Manager’s Office
FY25-26 & FY26-27
Total Number of Employees – 16
Full Time – 15
Part Time – 1
ASSISTANT CITY
MANAGER
Full-Time: 1
233
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries and Wages 4,000,900 $ 3,781,465 $ 3,947,761 $ Contractual 863,600 1,005,051 910,401 Commodities 85,700 88,306 90,106 Fixed Charges 505,200 462,872 462,872 Transfers Out 660,200 - - Total 6,115,600 $ 5,337,694 $ 5,411,140 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 4,793,500 $ 4,051,719 $ 4,080,609 $ Other Govt Funds 747,100 520,582 538,683 Water Utility 278,600 273,194 283,185 Sanitary District 296,400 323,451 334,965 Housing Authority - 168,748 173,698 Total 6,115,600 $ 5,337,694 $ 5,411,140 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
City Council 673,500 $ 754,289 $ 779,047 $ City Manager 2,028,400 2,119,342 2,082,773 City Clerk 1,087,500 911,918 941,334 Community Relations 1,666,000 1,514,146 1,569,987 Housing Authority - 37,999 37,999 Transfers Out 660,200 - - Total 6,115,600 $ 5,337,694 $ 5,411,140 $
City Manager's Office
234
City Attorney’s Office
City Attorney services are provided through contract with the law firm of Woodruff & Smart a Professional Corporation and Stradling, YOCCA, Carlson & Rauth LLP. 235
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Contractual Services 1,176,600 $ 1,176,600 $ 1,176,600 $ Fixed Charges 11,500 11,509 11,509 Total 1,188,100 $ 1,188,109 $ 1,188,109 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 1,188,100 $ 1,188,109 $ 1,188,109 $ Total 1,188,100 $ 1,188,109 $ 1,188,109 $
City Attorney's Office
236
FIRE DEPARTMENT
Effective August 16, 2019, City Fire and Emergency Medical services are provided through contract with the Orange County Fire Authority (OCFA). 237
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
CalPERS UAL 6,128,400 $ 6,462,500 6,734,000 $ Contractual Services 27,539,100 28,773,400 30,063,500 Total 33,667,500 $ 35,235,900 $ 36,797,500 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 33,667,500 $ 35,235,900 $ 36,797,500 $ Total 33,667,500 $ 35,235,900 $ 36,797,500 $
Fire Department
238
COMMUNITY DEVELOPMENT
Division Summaries
Administration
The Administration Division oversees th e department budget and accounting, contract and grant administration, information technology, and personnel.
Building & Safety
The Building & Safety Division oversees Permitting, Inspections, and Code Enforcement to ensure compliance with State and local building regulations, protecting life, health, property, and public welfare. It regulates building design and construction in Garden Grove and partne rs with the community to enforce the municipal code, promoting a safe and welcoming city.
Planning Services
The Planning Services Division administers the City’s zoning and land use codes, and helps residents and business owners create a positive environment while preserving and enhancing the appearance of the City.
FY 2023-25 Accomplishments
Administration
1. In FY 2023-25, additional positions were funded for the Community Development Department. Through FY 2023-25, Administration filled vacancies to boost productivity and response time.
2. In June 2023, the department was awarded the California Automated Permit Processing Program (CalAPP) from the California Energy Commission. CalAPP funds focus on streamlining solar permit s by allowing residents, contractors, and developers to obtain same day solar permits.
3. In September 2023, the SB 2 (Building Homes and Jobs Act) Planning Grants Program was completed. Grant funds co vered the development of the City’s Housing Element, Density Bonus Ordinance, and a UCI Housing Study.
4. In October 2023, the Local Early Action Planning (LEAP) Grant Program was completed. LEAP funded the develo pment of Focused Zoning Amendment (FZA), Focused General Plan Update and Zoning Amendments (FGPUZA), Safety Element update, Environmental Justice Element update, and the implementation and integration of new electronic permitting software and online plan routing to assist with streamlining and expediting processes for Accessory Dwelling Unit (ADU) review.
The mission of the Community Developmen t Department is to provide quality services through creativity and collabor ation that ensures Garden Grove is a thoughtfully planned, safely built, and well-maintained community. 239
5. In November 2023, the City signed a Letter of Commitment with the Orange County Council of Governments (OCCOG) to continue the collaboration with OCCOG and formally join OCCOG’s coalition to secure the United States Environmental Protection Agency (EPA) Brownfield Assessment Grant funding.
In May 2024, OCCOG was awarded $1.5 million dollars by the EPA to conduct grant activities. Grant activities will be aimed at cleaning up contaminated sites and promoting a vibrant community through development.
6. From April 2024 through June 2024, the department completed a three month multi-language awareness campaign, hi ghlighting information and services available in Planning, Building & Safety, and Code Enforcement, titled “Plan, Build, Beautify.”
7. In fall 2024, the department comple ted the Tobacco Law Enforcement Grant Program Cycle 2 (awarded 2021). The grant provided funding for a tobacco code enforcement officer to assist in educating businesses on tobacco laws and inspect business for tobacco licenses. In October 2024, the department was awarded the Tobacco Grant Program Cycle 2024-25. Grant activities include business inspections, undercover operations, and citing violators. The grant provides funding for a tobacco code enforcement officer and operational materials.
8. In FY 2023-25, the department completed multiple Request for Proposals (RFP), including for environmental consultants, on-call planning services, and a developmental fee study consultant.
9. In January 2025, the department successfully gained City Council approval of an update of planning and building fees to ensure the full cost of services is recovered by the City. It is estimated th at the updated fees will generate an additional $1.7M to the General Fund beginning in FY 2025-26.
Building & Safety
1. In February 2023, the Building & Safety Division transitioned to a new permitting system, GGReady. GGReady allows for individuals to apply for building permits online. Individuals can also receive electronic plan review and schedule inspections through GGReady.
2. In November 2023, the City Council passed Ordinance No. 2945, which amends Chapter 6.44 of Title 6 of the Garden Grove Municipal Code pertaining to the regulation of the sale of tobacco products. The amendment reflects changes in State law concerning tobacco sales and expressly prohibits the sale of tobacco products to persons under 21 years of age, the sale of tobacco products through vending machines, and the sale of flavored tobacco products.
3. In June 2024, the Code Enforcement Unit revamped its Volunteer Program.
The program allows interested individuals to gain valuable code enforcement experience by assisting Code Enforc ement Officers by providing field observations and documentation.
4. In July 2024, the Code Enforcement Unit restructured case assignments and returned to an area designation system, assigning an officer to one of five specific areas. This change brings numerous benefits including fostering 240
familiarity between office rs and their designated areas, which allows for preventive enforcement in known problem zones, and ensuring a more even distribution of cases among officers.
5. In FY 2023-25, the Code Enforcement Unit increased community outreach through various forms. Staff held pr esentations through various mediums, including presentations to City Council, television, radio, social media, and community events. Code Enforcement also revamped its webpage to be more informative and user-friendly. Informative flyers were created in multiple languages to address frequently asked questions.
6. In FY 2023-25, the Code Enforcement Unit increased its presence by expanding to seven day coverage including evening hours. This allowed Code Enforcement to respond to the increase of unpermitted sidewalk vending.
Furthermore, Code Enforcement placed an emphasis on addressing the blight and nuisances associate with vacant lots and buildings. Code Enforcement reformed its procedures to better track vacant lots and buildings, while providing shorter and stricter deadli nes to address any ongoing code violations.
Planning Services
1. In December 2023, the City of Garden Grove’s 2021-2029 Housing Element for the 6
th Regional Housing Needs Allocation (RHNA) Cycle was certified by the California Department of Housin g and Community Development (HCD).
The Housing Element included policies and programs to plan for 19,168 housing units to accommodate population, employment, and household growth in the region.
2. In December 2023, the Planning Commission approved a Conditional Use Permit (CUP) authorizing the construc tion and operation of a new police headquarter facility along with adopti on of the corresponding environmental document at 11201 Acacia Parkway. This milestone was achieved following extensive planning coordination and public involvement. As part of the outreach efforts, an open house was held in December 2023, offering community members the opportunity to receive an update on the building design, community survey results, and project milestones.
3. In June 2024, the Planning Service Division completed Regional Early Action Planning (REAP) grant activities. REAP offered technical assistance to local jurisdictions in promoting housing and sustainable development. Grant activities included the streamlining of Accessory Dwelling Unit (ADU) production through pre-approved plan s. The City received architectural drawings for studio, one, two, and th ree bedroom unit design options that range in size from 447 square feet to 1,000 square feet.
4. In July 2024, the Planning Service Division received distinguished honors during the 2024 Planning Awards from the American Planning Association (APA) local Orange Section and the statewide California Chapter. The division earned first place (Award of Excellence ) locally and second place (Award of 241
Merit) at the state level in two award categories, Planning Agency Award and Hard-Won Victories Award.
FY 2025-27 Goals
1. Continue implementing the goals and programs outlined in the 2021-2029 Housing Element to ensure progress toward meeting the City’s Regional Housing Needs Allocation (RHNA) obligation, and supporting the development of diverse and affordable housing for all community members.
2. Conduct an annual review of the City ’s General Plan and zoning code, and make necessary amendments to ad dress community needs and ensure regulatory compliance.
3. Implement a new project management system in the Planning Services Division to streamline workflows, enhance efficiency, and improve the review and processing of land use applications.
4. Reduce processing times for permits by streamlining workflows and adopting new technologies.
5. Reduce wait time for scheduling inspections by improving inspector availability, and using online tools to optimize inspection scheduling.
6. Streamline intake processes, leverage online reporting systems, and improve case assignment efficiency by reviewing case management software and creating monthly reports for Code Enforcement Unit.
242
DIRECTOR
Full-Time: 1
PLANNING SERVICES
Full-Time: 8
DEPARTMENT SECRETARY
Full-Time: 1
ADMINISTRATIVE ANALYST
Full-Time: 1
Regional Planning Coordination
Development Review
Flood Zone Information
General Plan Development and
Maintenance
Land Use Ordinance Review and
Development
Planning Commission Support
Zoning and Land Use Information
Community Development
FY25-26 & FY26-27
Total Number of Employees – 31
Full Time – 31
CLERICAL
Full-Time: 1
BUILDING & SAFETY
Full-Time: 19
Building Inspections
Maintain Records of Permits and
Plans
Plan Check, Permit Issuance, and
Processing
Staff Support to Administrative
Board of Appeals
Substandard Housing
Code Enforcement
243
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 5,398,400 $ 6,115,312 $ 6,401,513 $ Contractual Services 1,240,000 1,485,300 1,391,900 Commodities 284,700 328,500 92,000 Fixed Charges 613,600 655,802 655,802 Total 7,536,700 $ 8,584,914 $ 8,541,215 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 7,079,600 $ 8,229,725 $ 8,180,863 $ Other Gov't Funds 403,800 245,327 245,292 Water Utility 53,300 109,862 115,060 Successor Agency - - - Total 7,536,700 $ 8,584,914 $ 8,541,215 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Administration 724,200 $ 881,555 $ 919,551 $ Building 3,831,300 4,184,010 4,072,615 Code Enforcement 1,399,500 1,649,750 1,693,968 Planning 1,581,700 1,869,599 1,855,081 Total 7,536,700 $ 8,584,914 $ 8,541,215 $
Community Development Department
244
COMMUNITY SERVICES
Division Summaries
Human Services
The Human Services division supports community well-being through various programs. The Buena Clinton Youth and Family Center promotes youth enrichment, community involvement, and safety, and offers a summer camp, after-school program, food and diaper distributions, family events, and a mobile dental clinic. The Magnolia Park Family Resource Center provides family support services, including education, counseling, and youth programs. Both centers coordinate Back-to-School and Holiday Toy drives. The H. Louis Lake Senior Center offers low- and no-cost programs for older adults, focusing on nutr ition, transportation, social support, and wellness.
Facilities Services
The Facilities Services division manages operations and reservations for various venues and park spaces across the City. High-use facilities include athletic fields for soccer (indoor and outdoor), football, so ftball, baseball, roller hockey, tennis, pickleball, and volleyball; two community centers, two park buildings, and nine picnic shelters for private events such as parties, receptions, seminars, and banquets; and two community theaters for concerts and musicals year-round. The division also coordinates rentals for the City’s mobile stage (Showmobile) and serves as the primary liaison with the Garden Grove Co mmunity Foundation, which organizes the Free Summer Concert Series and The Voice of Garden Grove.
Recreation Services
The Recreation Services division offers activities and programs designed to enrich lives at all ages. These include contract in structor classes, featured in a Parks and Recreation Guide published three times pe r year; sports programming, including a youth basketball league; aquatics classes, swim lessons, and recreational swim hours; a summer day camp with weekly field trips; a teen action collaborative that provides volunteer and scholarship opportunities; and Atlantis Play Center, a unique enclosed playground available for birthday party rentals. Additionally, the division hosts community events such as Foods of Ga rden Grove LIVE, Winter in the Grove, Art in the Park, Open Streets, Garden Grove GEMS, Jack o’Lantern Jamboree, Eggscavation, Movies in the Park, and the Summer Concert Series.
The mission of the Community Services De partment is to enrich and serve an inclusive, healthy, and vibrant community by innovatively connecting people, parks, and programs.
245
FY 2023-25 Accomplishments
1. Upgraded the large pavilion and three picnic shelters at Garden Grove Park.
Installed new playground equipment for both 2–5 and 5–12 year olds, enhancing recreational opportunities for families.
2. Completed significant improvements at Magnolia Park, including a new preschool and school aged playground, new picnic shelter, new exercise equipment, and new fencing surrounding the pool.
3. In November 2023, the Civic Center Bridge was renovated. The project included the construction of a new bridge on the west side of the Community Meeting Center, new walkways on the east side, landscaping improvements, and enhanced ADA accessibility throughout the area. The bridge was dedicated in memory of fallen Garden Grove Police Corporal Han Cho.
4. The operating system for the Atlantis Park Splash Pad was fully upgraded in 2024, with nearly all major components replaced after the system reached the end of its service life. The splash pad reopened to the public in June 2024.
5. Installed new state-of-the-art securi ty cameras at the Community Meeting Center, Senior Center, Buena Clinton Youth and Family Center, and Magnolia Park building, replacing outdated equipment and enhancing overall site safety.
6. Conducted a comprehensive, departme nt-wide fee study. As a result, fees were successfully updated across all fac ilities, parks, and rental services to ensure both cost recovery and regional competitiveness.
7. The department served as a liaison for numerous high-profile events including the Strawberry Festival, Tet Festival, West Grove Bike Parades, Flower Street Festival, and many others.
Human Services
1. Expanded the variety of excursions offered to senior participants at the Senior Center. Outings included Duffy boat rides, Angels Baseball game, Segerstrom events, and other engaging activities.
2. In July, Buena Clinton Youth and Family Center hosted its first-ever Lucha Libre event, featuring high-energy matches in a professional outdoor wrestling ring.
The culturally rich evening attracted strong community interest and included resource booths connecting families with local services.
3. Magnolia Park proudly celebrates its 25th anniversary in 2025, marking decades of service and community impa ct. In January, the center secured a new three-year grant totaling $1,050,000, enabling continued delivery of essential programs and services for the community.
Facilities Services
1. In 2024, the division secured a new tenant for the football field at Garden Grove Park. The Garden Grove Pop Warner Panthers now rent the field, operate the small building and snack bar, and host practices and games at the park. 246
2. Celebrated the Garden Grove Communit y Foundation’s 25th anniversary with a free concert at the Garden Amp, open to all residents. Due to its success, this event is now held annually every June.
3. Installed bistro lighting on the patios of the Courtyard Center to enhance the space's beauty, ambiance, and usability for patrons who rent the facilities.
Additionally, the mural artwork on the building's exterior was repainted and expanded onto the west side.
Recreation Services
1. Secured sponsorships to fully fund 50 tons of snow for the annual Winter in the Grove event. This support allowed for free, unlimited snow slide access for the entire community.
2. Partnered with the Weekly Car Sh ow to host a special screening of Grease on Main Street. The event paired the classic film with a vintage car show, creating a nostalgic and engaging community experience.
3. In partnership with the Garden Gr ove Community Foundation (GGCF), hosted the inaugural Garden Grove Teen Action Collaboration (GGTAC) Awards Banquet. Five GGTAC participants receiv ed a total of $2,000 in scholarships.
GGTAC also held its first Teen Su mmit—an innovative, one-day mini- conference planned by teens, for teens.
4. In summer 2023, the annual Day Camp program was successfully relocated to Edgar Park. This site offers improved logistics, operational efficiency, and provides a safe and accommodating environment for the 60 participating youth.
FY 2025-27 Goals
1. Enhance inclusivity of programs and services through marketing opportunities.
2. Identify opportunities to expand public art through collaborations with the local art community.
3. Continue to utilize the 15-year Parks an d Facilities Master Plan as the guiding tool to improve parks, facilities, and amenities.
4. Continue to identify and expand community partnerships that support the well- being of the Garden Grove community.
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DIRECTOR
Full-Time: 1
HUMAN SERVICES
Full-Time: 7
Part-Time: 3
DEPUTY DIRECTOR
Full-Time: 1
FACILITIES SERVICES
Full-Time: 5
Part-Time: 1
Sports Facility Reservation
Community Meeting Centers
Theater Contracts
G.G. Community Foundation
Park Patrol
FY25-26 & FY26-27
Total Number of Employees – 31
Full Time – 23
Part Time - 8
Community Services
RECREATION SERVICES
Full-Time: 6
Part-Time: 3
Contract Monitoring
Classes, Special Events
Atlantis Play Center
Sports/Aquatics
Camps
Outdoors Program
Special Events
GG Teen Action Collaborative
ADMINISTRATION
Full-Time: 3
Part-Time: 1
H. Louis Lake Senior Center
Magnolia Resource Center
Buena Clinton Resource Center
248
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 5,398,400 $ 6,115,312 $ 6,401,513 $ Contractual Services 1,240,000 1,485,300 1,391,900 Commodities 284,700 328,500 92,000 Fixed Charges 613,600 655,802 655,802 Total 7,536,700 $ 8,584,914 $ 8,541,215 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund* 7,079,600 $ 8,229,725 $ 8,180,863 $ Other Gov't Funds 403,800 245,327 245,292 Water Utility 53,300 109,862 115,060 Total 7,536,700 $ 8,584,914 $ 8,541,215 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Administration 724,200 $ 881,555 $ 919,551 $ Building 3,831,300 4,184,010 4,072,615 Code Enforcement 1,399,500 1,649,750 1,693,968 Planning 1,581,700 1,869,599 1,855,081 Total 7,536,700 $ 8,584,914 $ 8,541,215 $
Community Development Department
* General Fund Type includes Fund 117
249
ECONOMIC DEVELOPMENT AND HOUSING
Division Summaries
Administration
The Administration Division provides support to the Assistant City Manager and the department to ensure effective and efficient operations. The Senior Administrative Officer manages a team of analysts who deliver technical expertise across all program areas. Core functions include departmental budget development and oversight, fiscal analyses and reporting, co ntract and grant administratio n, procurement, accounts receivable and payable; legislative analys is, personnel management, real property management, and project management of capital improvement projects.
Office of Economic Development
The Office of Economic Development aims to drive sustainable economic growth, enhance community prosperity, and elevate Garden Grove’s position as a premier destination for residents, businesses, and visitors. By fostering strategic partnerships, promoting innovative development, and celebrating cultural diversity, the division aims to cultivate a thriving local economy that benefits all members of the community.
Neighborhood Improvement
The Neighborhood Improvement Division provides programs and services designed to improve Garden Grove neighborhoods, both commercial and residential. With funding from the U.S. Department of Housing and Urban Development and the State of California Department of Housing and Community Development, the division offers a variety of housing resources and public services for Garden Grove's low-income residents.
Housing Authority
The Housing Authority Division operates under federal grants received from the U.S.
Department of Housing and Urban Develo pment to administer rental assistance programs and serve the needs of low-income residents. The division collaborates with community partners, local government agencies, and developers to promote inclusive housing solutions, enhance the quality of li fe for residents, and support the overall goals of affordable housing availability in the area.
The mission of the Economic Development and Housing Department is to drive sustainable economic growth to enhance community prosperity and leverage public funds to enable housing security.
250
FY 2023-25 Accomplishments
Administration
1. The Central Cities Navigation Center (CCNC) was completed and began operations in June 2024, serving as a transitional and emergency facility providing vital support services for individuals experiencing homelessness.
2. Through collaboration with a local eagle scout, the City installed eight pet waste stations at the Medal of Honor Bike and Pedestrian Trail in August 2023.
3. The City purchased the Euclid Building, a five-story office building and parking facility located at 12966 Euclid Street, to support future growth and prepare for the Civic Center Master Plan. Since acquisition in August 2023, the City successfully increased the occupancy rate from 62% to 84%.
4. In January 2024, the completion of the Bicycle Corridor Improvement Project (BCIP) delivered 15 miles of infrastruc ture improvements throughout five major corridors within the City. The BCIP marks a significant step in enhancing safety and accessibility for all road users in the Garden Grove community.
5. In April 2024, the City relaunched the Foods of Garden Grove (FoGG) initiative to showcase the City’s diverse cuisines and support local businesses through community engagement. The relaunch paved the way for the City’s inaugural food tasting event, Foods of Garden Grove Live, held in October 2024.
6. In December 2024, Phases 1 and 2 of the Caltrans Fencing Improvement Project (CFIP) were completed. The proj ect installed fencing, gates, rocks, gravel, vines, landscaping, and slope paving at 14 locations, including underpasses along the 22 Freeway, to deter homeless encampments and enhance the area's security and appearance.
Office of Economic Development
1. In October 2023, Home2 Suites by Hilton celebrated its grand opening in the Grove District. The five-story hotel offers 124 rooms, 100 parking spaces, and resort amenities, and enhances the City’s hospitality scene.
2. In February 2024, the Orchard Grove Affordable Housing Project closed escrow, securing a $3,646,000 rehabilitation loan for substantial improvements. This agreement ensures the preservation of 59 affordable housing units with expiring covenant s and extends the covenants on 18 existing units until 2079.
3. Brookhurst Place Phase II is currentl y underway with the construction of Building 2, which includes 112 new apartment homes. Located in OC Koreatown, this mixed-use development aims to enrich the community and enhance the City’s landscape.
4. On January 24, 2024, the Stuart Drive Permanent Supportive Housing Development was completed, which is the first permanent supportive housing development in the City. The development provides eight disabled homeless 251
individuals with permanent rental housing with wrap around supportive services.
5. Phase I of the Civic Center Revitaliz ation—a two-phase development project featuring a new public safety facility, parking structure, and redesigned Civic Center Park—is currently under construc tion following the groundbreaking in May 2024.
6. In FY 2023-24, Cottage Industries welcomed Smoke Queen BBQ, a unique smokehouse blending American barbec ue with Asian flavors, and EcoNow, Orange County’s first zero-waste and refillery shop promoting sustainable living and community education.
Neighborhood Improvement
Advanced community well-being throug h coordinated programs that address housing, homelessness, economic developmen t, tenant protections, public health, and infrastructure, demonstrating the City’s commitment to inclusive and impactful service delivery.
1. Assisted 5,071 individuals through the Be Well OC Mobile Response Team in FY 2023-24, with a projected 5,600 to be served in FY 2024-25. Additionally, provided outreach to 462 individuals through the Street Medicine Program, with 690 projected in the next fiscal year. Delivered meals to 223 seniors through Meals on Wheels, with 190 more expected to be served.
2. Provided emergency shelter to 97 ho meless individuals, conducted street outreach to 93, and delivered rental housing and support services to 12 homeless households and 12 at-risk households through the Rapid Rehousing and Homeless Prevention Programs.
3. Supported one homebuyer through th e First-Time Homebuyer Program and plans to assist eight more in FY 2024-25. Provided home rehabilitation services to 21 households and roofing assistance to two homeowners, with 20 and 4 more projected to be assisted, respectively.
4. Provided landlord mediation and legal counseling to 318 tenants in FY 2023- 24 through the Fair Housing Foundation, with 190 additional tenants expected to receive assistance in FY 2024-25.
5. Created or retained 14 jobs for low-in come residents through the JOBS 1st Program. Launched the MicroBiz Program to support 11 microenterprises with technical and financial assistance. Offered business expansion support to 22 home-based childcare providers through the Boost Program, with 12 more to be assisted in FY 2024-25.
6. Completed two street improvement projects on Marchand Avenue and Josephine Street, benefiting 4,265 residents. One additional street improvement project is underway, proje cted to assist 2,335 residents in FY 2024-25.
Housing Authority
1. Through the Homeless Emergency Assistance and Rental Transition Program, the City was able to provide rental assistance and supportive services to 33 252
homeless and at-risk households in FY 2023-24 and is projected to assist another ten households in FY 2024-25.
2. The Garden Grove Housing Authority assisted approximately 2,253 low-income households through the Section 8 Rental Assistance Program in FY 2023-24 in disadvantaged CDBG areas/census tracts.
3. The Section 8 Management Assessme nt Program (SEMAP) evaluates PHA performance in 14 key areas of the Section 8 program through annual assessments. The City’s Housing Authority has consistently achieved the status of "High Performing Agency" since 2022 and expects to maintain the status in FY 2024-25 by conducting self-audits, random file sampling, and accurate HUD reporting.
4. In June 2024, the City’s Housing Authority successfully obtained $1.4M in HUD set-aside funds to address the shortfall in Housing Assistance Payments (HAP) due to the rising rent costs, preventing program terminations for families.
FY 2025-27 Goals
1. Facilitate job creation and working capital investments through business development initiatives.
2. Attract real estate investors and developers in targeted sectors, particularly in tourism and hospitality, manufacturing, healthcare, and housing.
3. Address critical infrastructure and public facility needs in disinvested communities.
4. Increase access to affordable housing.
5. Enhance service delivery to improve outcomes for those experiencing homelessness.
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FY25-26 & FY26-27
Total Number of Employees – 33
Full Time - 33
Economic Development and Housing
DIRECTOR
Full-Time: 1
DEPARTMENT
SECRETARY
Full-Time: 1
Administration
Full-Time: 4
Budget Development
Fiscal Reporting
Contract & Grant Admin.
Personnel Management
CIP Management
ECONOMIC
DEVELOPMENT
Full-Time: 3
NEIGHBORHOOD
IMPROVEMENT
Full-Time: 4
HOUSING AUTHORITY
Full-Time: 20
ESG + CDBG
HOME
Housing Development and
Programs
Homelessness Initiatives
Business Development
Real Estate Investment
Marketing
Successor Agency
Workforce Development
Tourism
Section 8 Program
Specialty Vouchers
Family Self Sufficiency
254
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries and Wages 6,499,600 $ 6,062,941 $ 6,336,144 $ Contractual Services 6,317,600 6,294,100 6,296,100 Commodities 60,000 96,200 99,200 Fixed Charges 67,867,400 63,948,757 63,855,195 Capital Outlay 5,267,600 2,561,000 550,000 Transfers 858,400 858,400
Total 86,012,200 $ 79,821,398 $ 77,995,039 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund* 9,038,200 $ 6,693,876 $ 6,768,765 $ Other Gov't Funds 13,694,400 13,360,482 11,388,146 Capital Project Fund - 671,155 676,767 Water Utility 86,900 76,294 79,928 Sanitation District 178,700 76,294 79,928 Housing Authority 51,111,900 50,991,211 51,138,092 Successor Agency 11,902,100 7,952,086 7,863,413 Total 86,012,200 $ 79,821,398 $ 77,995,039 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Housing Authority 50,975,300 $ 50,653,891 $ 50,793,107 $ Neighborhood Improvement 8,592,900 7,968,837 8,021,172 Econ Dev / SA Project Administrati 23,005,600 14,532,413 14,453,781 Admin / Real Property 3,438,400 6,666,257 4,726,979 Total 86,012,200 $ 79,821,398 $ 77,995,039 $
Economic Development & Housing Department
* General Fund Type includes Fund 113
255
FINANCE
Division Summaries
Fiscal Services
Fiscal Services Division provides financial management and financial reporting, accounts payable, and general accounting se rvices for the City, consistent with the highest professional standards in accordance with legal requirements and generally accepted accounting principles.
Budget & Special Projects
The Budget Division is responsible for preparing and maintaining the City’s operating and capital budgets, and payroll.
Risk Management
Risk Management Division is responsib le for insurance procurement, loss control/prevention, and self-insured liability program administration.
Revenue Management
The Revenue Division manages Accounts Receivable, coordinates centralized cashiering, and processes daily deposits for all City revenue, and is responsible for utility billing and collections, Business License Tax administration and collection, Transient Occupancy Tax administration, and Regulatory Permits administration.
Purchasing
The Purchasing Division is responsible for purchasing all goods and services for all City departments and for inventory of materials and supplies for internal customers of the Central Stores Warehouse. The divi sion is also responsible for the City’s telecommunication needs, and the disposition of surplus City property/equipment.
FY 2023-25 Accomplishments
1. Received an unmodified opinion from the City’s independent auditor for the financial statements prepared for fiscal year ending June 30, 2024, and obtained the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for FY 2022-23, the 39 th
consecutive award in this category.
The mission of the Finance Department is to promote sound fiscal stewardship through innovative, efficient and effective financial management, and provide timely, accurate, clear and complete information and support to other city departments, citizens, and the community at large while maintaining accountability and preserving public trust.
256
2. In February 2024, the City received its first GFOA Award for Distinguished Budget Presentation for its Fiscal Years 2023 to 2025 biennial budget document.
3. In April 2024, the City conducted a credit review with Standard & Poor’s Global Rating Agency in conjunction with th e issuance of the new Lease Revenue Bonds, and was assigned an “AA” unde rlying long-term rating, with Stable outlook. The rating report cited seve ral key metrics supporting the score, including strong economy, very strong budgetary performance and flexibility, very strong liquidity, very strong management, and strong institutional framework.
4. Completed the renewal of the City’s insurance policies to ensure uninterrupted coverage on property, liability and worker’s compensation.
5. Continued increasing compliance with Business License requirements derived from over 4,000 new Business License applications submitted, and almost 30,000 Business License renewals processed.
FY 2025-27 Goals
1. Continue to monitor, report and mana ge the City’s financial position/annual budget.
2. Continue to automate processes and strengthen internal controls in all d i v i s i o n s .
3. Continue to implement fiscal policies to strengthen financial management and to ensure sustainability.
4. Provide training opportunities to prof essionally grow and develop staff, and actively support, maintain and strengthen collaboration with other City departments.
5. Implement active risk management program by monitoring City's risk exposures and developing programs to mitigate risk.
6. Finalize a redesigned Business License Renewal form to aid the City’s business community with an easier process for their in arrears tax calculations.
7. Continue to pursue and implement best practices across the department, while monitoring and adjusting to critical economic indicators.
ϴ͘ Focus on improving customer service to both internal and external customers by promoting transparency and enhancing efficiency.
257
DEPARTMENT
SECRETARY
Full-Time: 1
BUDGET & SPECIAL
PROJECTS
Full-Time: 4
REVENUE
MANAGEMENT
Full-Time: 11
FISCAL SERVICES
Full-Time: 8
PURCHASING
Full-Time: 5
Insurance Procurement
Loss Control &
Prevention
Self-Insured
Liability Program
Management
Budget Development &
Management
Payroll
Cash Management
Debt Management
Special Projects
Cashiering
Utility Billing
Accts Receivable
Business License
Subrogation
Collection
General Accounting
Accounts Payable
Financial Reporting
Grant Management
Procurement
Warehousing
City Cell Phone Program
Surplus Property
Corporate Card Program
DIRECTOR
Full-Time: 1
RISK
MANAGEMENT
Full-Time: 2
Finance
FY25-26 & FY26-27 Total Number of Employees – 33
Full Time – 33
DEPUTY
DIRECTOR
Full-Time: 1
258
Expenditures by Budget Category
Budget Category
FY 2024-25
Amended
FY 2025-26
Proposed
FY 2026-27
Proposed
Salaries & Wages 6,489,300 $ 5,759,199 $ 6,021,799 $ Contractual Services 2,931,600 2,776,943 2,782,357 Commodities 97,900 97,900 97,900 Fixed Charges 6,153,200 4,667,504 5,240,004 Total 15,672,000 $ 13,301,546 $ 14,142,060 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 4,524,200 $ 3,936,506 $ 4,072,525 $ Other Gov't Funds 6,800 7,143 7,357 Water Utility 1, 184,700 1,198,116 1,233,456 Sanitation District 951,300 956,046 995,222 Housing Authority 121,200 184,038 198,089 Internal Service 8,827,900 6,957,157 7,575,881 Successor Agency 55,900 62,540 65,530 Total 15,672,000 $ 13,301,546 $ 14,148,060 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Administration 1,202,600 $ 820,967 $ 847,369 $ Fiscal Services 1,747,900 1,705,750 1,769,647 Budget 1,299,100 1,180,377 1,207,014 Risk Management 7,614,100 5,849,580 6,437,354 Revenue 2,485,600 2,443,024 2,542,340 Purchasing 1,322,700 1,301,848 1,338,336 Total 15,672,000 $ 13,301,546 $ 14,142,060 $
Finance Department
259
HUMAN RESOURCES
Division Summaries
Benefits Administration
The Benefits Administration division mana ges employee well-being and workplace safety through various programs. It overse es employee fringe benefits, including health, dental, and vision, leaves, and retirement. The division handles workers’ compensation, assisting employees with job-related injuries and claims, and implements safety programs to promote a secure work environment and prevent workplace hazards. Additionally, it mana ges tuition reimbursement, supporting employees in furthering their education. Th e division also ensures compliance with all mandated training, including sexual harassment prevention training for all employees.
Employee & Labor Relations
The Employee and Labor Relations division is responsible for fostering positive workplace relationships and ensuring compliance with labor agreements. It manages labor relations, including negotiations and dispute resolution with employee unions.
The division oversees contract interpretation and administration, ensuring adherence to collective bargaining agreements and employment policies. It provides management consultation by advising leadership on employee performance, disciplinary actions, and workplace policies. Additionally, it conducts investigations into employee complaints, misconduct, and policy violations to ensure a fair and compliant work environment.
Recruitment & Classification
The Recruitment and Classification division is responsible for recruiting and hiring qualified candidates through effective recr uitment strategies, and ensuring fair and valid hiring processes. The division mana ges the classification and compensation functions, ensuring job descriptions alig n with organizational needs and industry standards, and conducting compensation studies to maintain competitive and equitable pay structures. Additionally, this unit oversees rideshare programs to promote sustainable commuting options for employees.
The mission of the Human Resources Department is to provide guidance and support to our diverse community of employees and applicants, and to promote the City of Garden Grove as a great place to work and thrive. Human Resources places an emphasis on fairness and consistency in the recruitment, selection, retention and personal and professional development of the City's most important asset--our employees.
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FY 2023-25 Accomplishments
Benefits Administration
1. Developed system to ensure consistent workers' compensation training is provided to all supervisory staff on an annual basis.
2. Completed required reporting to Cal/OSHA.
3. Completed required reporting to Office of Self Insurance Plans with new reporting requirements.
Employee & Labor Relations
1. Assessed and designed modifications to current Human Resources and Payroll processes and procedures to configur e the HR/Payroll module of new ERP system.
2. Created comprehensive user instructions and training materials and conducted hands-on training for Department Secretaries processing merit increases and evaluations in FE.
3. Negotiated extension of Memorandum of Understanding with Police Officers Association.
Recruitment & Classification
1. Completed the 2023 Comprehensive Equity Study and implemented approved recommendations to ensure pay equity and compliance with State minimum wage laws.
2. Adjusted hourly wage for part-time classifications of Police Cadet, Police Office Aide, Recreation Specialist, and Recreation Leader to comply with changes in State minimum wage.
3. Successfully recruited for and hired several key Central Management positions - Community Development Director, Economic Development Director, and Assistant City Manager.
4. Created new Cybersecurity Analyst classification specification and filled the position through an internal recruitment.
5. Developed and implemented training for new supervisors to learn and understand the recruitment, selection, and hiring process to fill their vacancies.
6. Rolled out merit increase personnel action forms and annual, merit, and probation evaluation workflows in FE.
FY 2025-27 Goals
1. Complete the implementation of ERP Personnel Action Form workflows for new hires, leaves, supplemental pays, and separations.
2. Review and revise bilingual exam inations for Spanish, Korean, and Vietnamese.
3. Develop and implement a Department of Transportation random drug testing program for applicable positions.
4. Develop and implement a training program to support employee development, including training on leadership, supervision, business writing, diversity, inclusion, implicit bias, and cultural awareness.
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5. Evaluate HR processes to improve efficiencies and continue the transition from paper-based HR processes to electronic systems through the use of eForms, including personal information changes, tuition reimbursement, and bilingual testing.
6. Increase workers' comp training for all City employees to educate them on the process, their rights, and the City's legal requirements.
7. Ensure compliance with and regularly up date policies to align with California labor laws, including SB 1162 (Pay Transparency Act), AB 2188 (Cannabis Use & Employment), and CalPERS regulations.
8. Negotiate new of Memorandum of Un derstanding with Employee League, Employee Association, and Police Management groups.
9. Revise resolutions for the Central Ma nagement and Mid-Management groups.
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Recruitment
Test Development
Classification
Compensation Studies
Rideshare
Labor Relations
Contract Administration
Management Consultation
Investigations
Insurance
Retirement Programs
Worker’s Compensation
Safety Programs
Tuition Reimbursement
AB1825 Compliance
DIRECTOR
Full-Time: 1
DEPARTMENT
SECRETARY
Full-Time: 1
HUMAN RESOURCES
MANAGER
Full-Time: 1
FE ADMINISTRATION
Full-Time: 1
EMPLOYEE/LABOR
RELATIONS
RECRUITMENT AND
CLASSIFICATION
Full-Time: 5
BENEFITS
ADMINISTRATION
Full-Time: 2
Human Resources
FY2-26 & FY26-27 Total Number of Employees – 11
Full Time - 11
263
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 3,592,600 $ 2,235,445 $ 2,340,288 $ Contractual Services 584,300 634,300 634,300 Commodities 96,200 96,200 96,200 Fixed Charges 6,647,800 6,648,293 6,648,293 Total 10,920,900 $ 9,614,238 $ 9,719,081 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 2,229,200 $ 2,108,708 $ 2,184,071 $ Other Gov't Funds 280,200 240,394 244,024 Water Utility 22,000 36,619 38,071 Sanitation District 3,800 3,800 3,800 Internal Service 8,385,700 7,224,717 7,249,115 Total 10,920,900 $ 9,614,238 $ 9,719,081 $
Human Resources Department
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INFORMATION TECHNOLOGY
Division Summaries
Applications, Systems & Infrastructure
Oversees the City's critical technology foundation, including third-party and internally developed applications, servers, network infrastructure, websites, and geographic information systems.
Desktop Support
Delivers technical assistance and maintenance for desktop computers, laptops, mobile devices, and all endpoints deployed across the City.
Administration & Cybersecurity
Provides administrative support for th e Department and leads cybersecurity initiatives to protect municipal systems, networks, and data from emerging threats.
Graphics & Reprographics
Creates professional graphics and documents, offers creative consultation on City initiatives, and manages printing operatio ns, mailroom services, and the municipal fleet of photocopiers.
FY 2023-25 Accomplishments
1. Policies/ Procedures/ Planning
a. Created Privacy Policy
2. Systems/ PC Technical Support
a. New ESRI GIS server
b. Purcell building security enhancements
c. Updated City Council Chamber equipment
d. New computer lab/training room
e. New agenda management program
f. Samba Active Directory and Windows updates
g. Replacement of 286 computers
h. Nobel implementation
i. Integration of City’s mobile app with City website
j. Roll out PAF Salary/Evaluation changes
k. Lobby kiosk
The Information Technology Department provides comprehensive support to the entire agency by utilizing a mix of in
-house customized software, purchased
software, and open -source technology. IT strives to find the optimal solution for each City department while ensuring the se curity and reliability of the City's data and network infrastructure. The adoption of open source software and in -house programming has enabled IT to offer adva nced features, stability, flexibility, and integration with significant cost savings.
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l. Upgrade intranet website
m. Extend elastic logging and metric aggregations cloud service to serve as SEIM and EDR
n. New cloud-based telephone system
o. Zimbra multifactor authentication for supervisors
p. Email and collaboration software update
q. IT equipment checkout system
3. Word Processing/ Graphics
a. Document/ Spreadsheet support:
x Maintenance of City telephone directory and updates to online directory
x Creation of electronic forms and paper forms
x Formatting of manuals for various departments
b. Artwork:
x Triannual Parks and Recreation guides
x Recreation Center banners
x PDAOC program and schedule of events
x CityWorks publication
x City calendars
x Various water bill inserts
x Employee Service Awards
x College Graduates’ Reception
x Community Services Volunteer Recognition Dinner
x Winter in the Grove/ Jack-o-Lantern Jamboree/ Eggscavation x Senior Center City events
x State of the City of Garden Grove program
x Certificates/ Proclamations/ Recognitions
x Citizen Academy
x The Great Shakeout
x Outdoor Movie Series posters and flyers
4. Reprographics/ Mailroom
a. From July 1, 2023 to December 31, 2024, this division produced:
x 738,537 color photocopies
x 1,227,104 black and white photocopies
b. City Council packets
c. Maintenance of all City copiers
d. Bulk scanning of all City copiers
e. Print, fold, and stuff business license renewals and notices f. Fold and stuff monthly housing checks
g. Print and bind booklets for the Gem Theater
h. Print bound copies of the City Budget Book
i. Create various sizes of City calendars
j. Create various NCR forms for PD and Housing
k. Sort and deliver incoming mail/deliveries
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FY 2025-27 Goals
1. Add network access control and identify provider system for PD and Finance.
2. Replace Datacenter equipment.
3. Support technology outfitting for new PD building and park.
4. Replace Collaboration software (email , calendaring, document sharing).
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Special Events Support
Printing Services
Copying Services
Mail Services
Office Productivity
Support
Special Events Support
Graphic Design
DEPARTMENT
SECRETARY
Full-Time: 1
PC/Printer Support
Application Support
Mobile Support
Network Administrator
Information Technology
DEPUTY DIRECTOR
Full-Time: 1
DIRECTOR
Full-Time: 1
FY25-26 & FY26-27
Total Number of Employees – 20
Full Time – 19
Part Time - 1
DESKTOP SUPPORT
Full-Time: 6
APPLICATIONS,
SYSTEMS &
INFRASTRUCTURE
Full-Time: 4
GRAPHICS/
REPROGRAPHICS
Full-Time: 5
Part-Time: 1
CYBERSECURITY
Full-Time: 1
268
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 4,509,700 $ 4,019,064 $ 4,200,991 $ Contractual Services 407,800 806,605 818,443 Commodities 432,700 679,205 433,968 Fixed Charges 212,700 211,138 211,238 Total 5,562,900 $ 5,716,012 $ 5,664,640 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 854,200 $ 697,385 $ 723,051 $ Internal Service 4,708,700 5,018,627 4,941,589 Total 5,562,900 $ 5,716,012 $ 5,664,640 $
Information Technology Department
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POLICE
Division Summaries
The Police Department consists of three divisions: the Administrative Services Bureau, Community Policing Bureau, and Support Services Bureau.
Administrative Services Bureau
Professional Standards Division
The Professional Standards Division (PSD) is responsible for organizing and conducting the Department’s annual traini ng, the recruitment and hiring of both sworn and professional personnel, and ov erseeing the field training program for newly hired police officers.
PIO and Social Media
The PIO/Social Media team is responsible for managing the Department's communication with the public regarding police department events and critical incidents. The team's primary goals are to foster transparency, build trust, and provide accurate information in a timely manner. Both the PIO and social media team play a vital role in building a positive relationship with the community.
Community Policing Bureau
Patrol Division
The Patrol Division is comprised of 72 patrol officers, 14 sergeants, and two lieutenants. Patrol is responsible for responding to calls for service, addressing department and beat goals, and conducting proactive enforcement to combat crime.
Patrol is divided into two divisions (East and West) and three geographical areas within each division, which are called beat s. The officers are assigned to a specific beat to ensure they become familiar with the residents, businesses, and crime trends affecting those areas.
Special Resource Team (SRT)
The Police Department’s SRT was created in 2016 as a citywide effort to address the rapidly growing concerns of homelessness within the city. Homelessness is a widespread concern and has a tremendous impact on the community – members and businesses, alike. SRT officers are specially trained to better assist homeless individuals by connecting them to avai lable resources and services through community partners.
The mission of the Garden Grove Po lice Department, through a Community Partnership, is to improve the quality of life in the City and provide a sense of safety and security to community members.
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Resort Services
The primary mission of the Resort Services Team is to help maintain a safe and secure environment for the enjoyment of all guests, merchants, and employees in the resort area known as the “Grove District.” Garden Grove resort hotels cater to families and business travelers alike, with the Resort Services Team helping to ensure a safe and enjoyable stay.
Neighborhood Traffic Unit (NTU)
The Neighborhood Traffic Unit is tasked with ensuring safe and efficient travel throughout the City by enforcing traffic la ws and educating the public about traffic safety. The Traffic Unit investigates traffic collisions, enforces traffic laws including conducting DUI patrols and checkpoints, participates in school safety presentations, plans traffic control for city events, and addresses road hazards and parking issues.
Gang Suppression Unit (GSU)
The Gang Suppression Unit is comprised of officers and detectives whose primary duties are to be pro-active in suppressing gang activity and to investigate all gang related crimes that occur in the City. Utilizing partnerships with community members, State Parole, and Orange County Probation, GSU is able to magnify its efforts in curbing gang violence in the City.
Special Investigations Unit (SIU)
The Special Investigations Unit is a dedicated team of five highly skilled undercover investigators and one sergeant. This specialized unit focuses on addressing vice and narcotics-related complaints and activities within the city.
Community Liaison Division (CLD)
The Community Liaison Division oversees the Department’s community programs and the Volunteers in Policing (VIP) program. Th e Division’s primary focus is to provide comprehensive safety education for the community through presentations, outreach events, and hands on learning activities.
Crime Analysis Unit (CAU)
CAU consists of one crime analyst whose duties include collecting and analyzing crime data to identify patterns, trends, and related incidents, providing valuable investigative leads. Regular reports and bu lletins are developed and distributed to keep police personnel and community stakeholders informed about crime trends and calls for service. The position supports research projects, conducts historical crime analysis, and collaborates with other agencies to track regional trends. Additionally, the CAU generates specialized reports and pr ovides statistical insights for strategic planning and enforcement efforts.
K9 Unit
The police service canine program has been established to augment police services to the community. Highly skilled teams of handlers and canines supplement the operations of the Police Department in the detection of crimes and the apprehension of offenders. The canine unit’s primary responsibilities include handling alarm calls, responding to in-progress crimes, building and area searches, back-up of patrol 271
officers and assisting in the arrest of suspects. The dogs are often used to search for suspects fleeing serious crimes and search for lost persons. The dogs are very successful in their searches due to their acute sense of smell, hearing, and sight.
Support Services Bureau
Investigations Division
The Investigations Division is comprised of the Crimes Against Persons (CAP) Unit and Property Crimes Investigations Unit. Detectives assigned to CAP are responsible for the investigation of violent assaults, rapes, homicides, officer involved shootings, sex offenses, and other serious crimes committed against people. Property Crimes detectives are responsible for inve stigating a variety of crimes, such as burglary, theft, identity theft, auto theft, and many others.
Communications Division
The Communications Division is the primary answer point for all 9-1-1 emergency and business calls to the Police Department. The center operates 24 hours a day, 7 days a week and is staffed by a Communications Manager, four shift supervisors, 14 public safety dispatchers and one Senior Community Services Officer (CSO). The division is responsible for coordinating th e safe and efficient delivery of essential police services to the community. It is a direct link between reporting parties and officers in the field.
Records Division
The Records Division is responsible for maintaining the security and confidentiality of all police reports and citations. Reco rds staff work around the clock as the gatekeepers of all reports, conducting thor ough quality control functions to ensure that reports are in compliance with the California Department of Justice and the FBI.
This division also includes Front Desk personnel, who are responsible for taking and releasing crime and incident reports through walk-in visits or telephone calls to the Department, in addition to reviewing reports that have been filed online. As the face of the department and first point of cont act for much of the public, Front Desk personnel act as liaisons between the public and department staff, and for other City departments.
Youth Services Unit (YSU)
The Youth Services Unit is comprised of experts in dealing with school threats and investigates graffiti-related crimes. The unit also assists the Garden Grove Unified School District (GGUSD) by maintaining a presence on 64 different elementary, intermediate, and high school campuses. The Department’s current partnership with GGUSD has three support service dogs that service all GGUSD site locations. The program pairs a School Resource Officer with a support service canine to provide an extra layer of social-emotional and de-esc alation support for students dealing with anxiety, heightened emotions or behaviors, and other instances of trauma or tragedy.
Property and Evidence (P&E)
The Property and Evidence Unit is respons ible for receiving, documenting, storing, and maintaining all property and evidence seized by patrol and investigative 272
personnel until the case has been cleare d through the courts or otherwise closed.
This unit maintains all items in accordance with strict State and Federal chain-of- custody mandates, and tracks and makes av ailable these items available for court, investigators, and other law enforcement agencies when necessary. P&E staff also facilitates the disposition of all items when cases are adjudicated.
Community Impact Unit (CIU)
The mission of the Community Impact Unit is to seek solutions to a variety of community based issues and crimes. CIU directly addresses community issues as they arise by using a multilevel approach including enforcement, community outreach, and working with other police and City personnel. The unit also conducts surveillance, handles criminal investigations, prepares search warrants, and applies directed enforcement efforts in response to crime trends.
FY 2023-25 Accomplishments
1. Made necessary security improvements at the main building and other support buildings, including enhanced acce ss control and expanded surveillance coverage.
2. Brought Police Officer staffing levels to full capacity, filled all full-time positions for Records Division and Community Serv ices Officers, and filled all but two vacancies in Communications Division.
3. Continued addressing the homelessness problem by working in collaboration with the Special Resource Team (SRT), patrol, specialized units, Be Well, etc.
4. Continued working with Axon personnel on the integration of the new RMS and CAD systems.
5. Continued working with City staff in pl anning for a new state-of-the-art Police Department building to improve the services provided to the community. The project remains on track, with the Poli ce Department expected to move into the fully functional facility in 2026.
6. Identified crime trends and created solutions using partnerships with outside resources, specialized units, and patr ol by utilizing problem solving models.
After several months of zero-tolerance enforcement in two specific crime triangles, officers began to see a decrease in the number of transient encampments in the focus areas and experienced a reduction in calls for service.
7. Increased interaction with youth in our community through Teen Citizen Academy, Chief's Advisory Council, and the Explorer program.
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FY 2025-27 Goals
1. Provide excellent customer service by answering 95% of 9-1-1 calls within 15 seconds.
2. Implement an online reporting and requ est system, thus increasing the ways in which community members can file a report.
3. Continue building our relationship with the community by hosting and participating in activities, such as Coff ee with a Cop, Shop with a Cop, Read Across America, and other events.
4. Increase presence at GGUSD schools through educational presentations and police services at school events.
5. Continue addressing homelessness by advancing the current relationships with outside entities, such as Be Well, Caltrans, CHP, etc., and working jointly with the Navigation Center to ensure efficient operations.
6. Implement a drone (Unmanned Aircraft Systems) program to enhance both public safety and officer safety by providing aerial support during a variety of situations.
7. Continue to increase presence on social media platforms.
8. Review and update all Police Department manuals.
9. Identify employee development and leadership training programs for future leaders.
10.Continue working with the City on th e transitioning and opening of the new Public Safety Building.
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CHIEF POLICE
Full-Time Sworn: 1
DEPUTY CHIEF
Full-Time Sworn: 1
INTEL
Full-Time Sworn: 1
ADMIN SUPPORT
Full-Time Civilian: 1
COMMUNITY POLICING
BUREAU
Full-Time Sworn: 138
Full-Time Civilian: 11
ADMINISTRATIVE SERVICES
BUREAU
Full-Time Sworn: 6
Full-Time Civilian: 5
Part-Time Civilian: 2
SUPPORT SERVICES BUREAU
Full-Time Sworn: 37 (1 FT added
FY27)
Full-Time Civilian: 55
Part-Time Civilian: 2
Patrol
Community Liaison
Gang Suppression
Special Investigations
Traffic
Report Writers
Crime Analysis
Resort Services
SWAT/HNT
Special Resource Team
Intel Sergeant
Planning and Research
Budget and Purchasing
CALEA Accreditation
Facilities
Personnel and Training
Press Information & Social Media
Internal Affairs
Master Reserve Officers
Reserves
Police Chaplains
Peer Support Team
Cadets
Communications
Records
Investigations
Court Liaison
Alarm Coordinator
Property and Evidence
Youth Services
Total Number of Employees – 260
Full Time Sworn – 184
Full Time Civilian – 72
Part Time - 4FY25-26 & FY26-27
Police
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Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 76,160,400 $ 76,804,130 $ 80,114,578$ Contractual Services 4,035,400 6,435,814 6,440,314 Commodities 1,022,800 1,133,700 1,135,000 Fixed Charges 6,704,700 7,203,393 7,200,659 Total 87,923,300 $ 91,577,037 $ 94,890,551$
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 85,738,000 $ 87,861,084 $ 91,155,734$ Other Gov't Funds 1,573,300 3,103,919 3,125,517 Water Utility 6,000 6,000 6,000 Sanitation District 6,000 6,000 6,000 Internal Service 600,000 600,034 597,300 Total 87,923,300 $ 91,577,037 $ 94,890,551$
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Police Management 3,632,100 $ 3,750,049 $ 3,799,429 $ Community Policing 51,791,700 52,026,719 54,031,726 Police Administrative Services 7,554,900 8,483,748 8,709,798 Police Support Services 24,944,600 27,316,521 28,249,598 Total 87,923,300 $ 91,577,037 $ 94,790,551 $
Police Department
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PUBLIC WORKS
Division Summaries
Administration
The Administrative Division provides lead ership, coordination, and support for the Public Works Department. It includes the Public Works Director, Deputy Director, and administrative personnel who oversee de partment operations, planning, and budgeting.
Key Responsibilities:
x Department Oversight – Manages faciliti es, utilities (water, sewer, refuse), streets, environmental safety, and engineering, including supervision of division managers to ensure efficient operations.
x Budget & Financial Management – Prepares and administers the department’s operating and capital improvement budgets, assists in City budget planning, and collaborates with the Finance Director to recommend utility rates. x Public & Government Relations – Represents the City in City Council meetings, public forums, and government agenci es, serving as the liaison to water districts, Orange County Transportation Authority, California Integrated Waste Management Board, and other infrastructure-related entities. x Development Coordination – Works alongside the Community Development Director and Economic Development Di rector to support city development projects, including approval, permitting, and completion. x Administrative Support – Manages secretarial and clerical staff functions, including handling public service re quests, processing work orders and purchase orders, and providing administrative support to supervisors.
The Administrative Division plays a vital role in the strategic management, financial planning, and daily operations of the Public Works Department, ensuring efficient service delivery to the community.
Water Services
The Water Services Division manages essent ial services related to water, sewer, refuse, and environmental operations to en sure the City's infrastructure remains reliable, safe, and compliant with regulations. It oversees the following areas:
x Water Operations – Maintains and operat es the city's water supply system, including wells, reservoirs, imported water connections, distribution pipelines, fire hydrants, water meters, and meter reading.
x Environmental Operations – Oversees inspection programs to ensure compliance with NPDES/Stormwater permit regulations and Waste Discharge Requirements for fats, oils, and grease (FOG) management.
The mission of the Public Works Department is to preserve and enhance the health, safety, and environment of the community of Garden Grove through a team effort and responsible use of public resources.
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x Sewer Operations – Managed by the Garden Grove Sanitary District, a subsidiary of the City, this section op erates and maintains sewer lift stations and connections.
x Refuse Operations – Also under the Garden Grove Sanitary District, this section oversees the City's franchise contract with Republic Services for trash and recycling collection and maintains the abandoned Longsdon Pit landfill.
The Water Services Division plays a vital role in delivering clean water, protecting environmental quality, and managing waste and sewer services for the community.
Engineering
The Engineering Division manages infrastructure improvements, traffic systems, and land redevelopment to enhance the City's safety, mobility, and long-term growth. It oversees three key sections:
x Capital Improvement Section – Plans, designs, and oversees construction for the Five-Year Capital Improvement Plan, focusing on arterial and residential street rehabilitation and storm drainage projects.
x Traffic Engineering Section – Maintains, operates, and redesigns all City traffic signals. This section also conducts traffic engineering studies, ensures compliance with regulations, and assesses the impact of redevelopment projects on traffic flow.
x Land Development Section – Manages engineering aspects of redevelopment projects, including issuing conditions of approval, enforcing subdivision regulations, reviewing street and gradin g permits, and ensuring compliance with environmental requirements.
The Engineering Division plays a crucial role in maintaining and improving City infrastructure, optimizing traffic management, and supporting responsible urban development.
Facilities
The Facilities Division is responsible for maintaining City-owned buildings, parks, vehicles, and public spaces to ensure they remain safe, functional, and well-kept. It oversees four key sections:
x Building Maintenance Section – Maintains more than 30 City-owned buildings and parks, including planning and ex ecuting the Facilities Asset Capital Improvement Program.
x Parks and Grounds Maintenance Section – Cares for City parks, recreation areas, and street medians by handling landscaping, fertilizing, and mulching functions.
x Fleet Maintenance Section – Manages the acquisition, replacement, and upkeep of all City vehicles and equipment, including implementing the state- mandated transition to an electrified fleet.
x Custodial Section – Ensures all City facilities are clean and well-maintained.
The Facilities Division plays a vital role in keeping public spaces and assets in excellent condition for residents and City operations.
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Streets Maintenance
The Streets Maintenance Division ensures the safety, functionality, and upkeep of City streets, trees, flood control systems, and animal care services. It oversees three key sections:
x Streets Maintenance Section – Handles asphalt and concrete repairs, including residential slurry seal projects, sidewalk replacements, resurfacing of parking lots and alleys, winterization paving, crack sealing, and pothole repairs. This section also manages homeless encampment cleanups, graffiti removal, sidewalk cleanups, special event traffic control setup, and shopping cart abatement.
x Trees & Flood Control Section – Maintains approximately 16,000 City trees, including all tree trimming, tree plantings and removal, inspects flood control channels, and clears debris from catch basins to help prevent flooding. x Animal Care Services Section – Ensures public safety and animal welfare by investigating animal cruelty cases, processing animal impoundments, managing the Return-To-Field cat program, and conducting field operations.
The Streets Maintenance Division plays a crucial role in maintaining City infrastructure, managing environmental co ncerns, and ensuring the well-being of both residents and animals.
FY 2023-25 Accomplishments
Water Services
1. The Water Services Division successfully completed various work orders. The following are approximate counts: meter replacements (200), meter leaks (650), main breaks, ADU-New Water Installations (100), service breaks (150), gate valve replacements (75), hydrant replacements.
2. The Sanitation Section inspected approximately 2,900 out of 9,700 manholes; completed closed circuit television (CCTW) work for 47,068 linear feet of sewer line, and approximately 1,209,900 linear feet of cleaning.
3. The Sanitation Section diverted 22 possible sewer system overflows and completed the cleaning of 620 hot spots.
4. The Water Engineering Section comple ted the Woodbury Road and Anabel Avenue Water Improvement Project and the SCADA Implementation Project – FP2 Pressure Monitoring Upgrade.
5. The City’s Environmental Services Section was audited by the Santa Ana Regional Water Quality Control Board for its storm water program. No deficiencies were found or violations were issued.
6. For solid waste, the City concluded its implementation of Senate Bill (SB 1383), AB 341 and 1826 – requirement for diversion of organic waste for all residential and commercial properties.
7. Public Works held a series of Communit y Clean Up events in conjunction with Republic Services.
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Engineering
1. The Engineering Division’s Capital Improvements Section rehabilitated approximately eighteen (18) arterial and residential street segments citywide.
2. The Engineering Division’s Land Development Section oversaw the planning and construction of approximately thir ty-one (31) private, residential and commercial development projects.
Facilities
1. The City conducted a Facilities Condition Assessment for City-owned buildings, and the following are ongoing and/or completed capital projects: Tibor Rubin Library, Chapman Branch Library, Amphitheatre Roof Replacements, HVAC replacements at the Courtyard Center, City Hall Electrical Building Connections for Emergency Generator and Electrical Panel Improvements.
2. The Vehicle Maintenance Section closed approximately 1,800 work orders (800 for Public Safety, 1,000 for Public Works/City Hall vehicles and equipment).
Streets Maintenance
1. The Streets Division’s Animal Care Services Section processed and dispatched approximately 4,283 calls for service.
2. A total of 2,312 tons of trash and debris were removed by street sweeping operations.
3. The Street Sweeping Section, in conjunction with the Police Department, enforced approximately 38,317 street sweeping and parking violations.
4. The Streets Maintenance Section rehabilitated approximately fifty (50) residential streets throughout the City.
5. The Streets Maintenance Section completed the removal and replacement of 5,329 linear feet of concrete curb and gutter and 33,208 square feet of sidewalks and driveway aprons.
6. The Streets Maintenance Section completed critical repairs to the Valley View Flood Control Channel, Belgrave Flood Control Channel and Emerald Channel.
7. The Trees Maintenance Section completed 1,665 total service requests; trimmed 2,741 trees and removed 142 dead or diseased trees; and also planted 500 trees.
8. The Flood Control Maintenance Section cleared approximately 1,096 catch basins, installed 59 new catch basin screen devices and cleaned major storm channels, removing more than 15 tons of trash and debris.
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FY 2025-27 Goals
1. Implement the $156 million Five Ye ar Capital Improvement Program to maintain the City’s aging infrastruc ture, improve safety, stimulate the economy, and protect natural resources.
2. Continue to identify and implement va rious infrastructure projects, including the improvement of pavement conditions for residential streets, construction of water and sewer mains, storm drain improvements, Americans with Disabilities Act (ADA) upgrades for City facilities, and conservation projects throughout the City medians and facilities.
3. Maintain an ongoing current GIS-ba sed Infrastructure Asset Management System for timely management of repair and replacement of publicly owned assets.
4. Enhance public outreach by disseminating current information on Public Works Department services, programs, proje cts, policies, and procedures through various media outlets.
5. Improve workforce planning and succession planning for long-term continuity and efficiency by developing valuable, skilled employees through mentorship, education/training, cross training, and leadership assignments.
6. Strive to deliver high quality, efficien t, basic core services under existing minimal staffing levels and funding to enhance customer service and meet community needs.
7. Explore new opportunities to improve and promote an effective Injury and Illness Prevention Program that w ill ensure a safe and healthy work environment for all employees.
8. Provide a cost effective, high quality in-house Animal Care and Shelter service program to encourage responsible pet ownership through education, enforcement, and community partnerships with the goal of protecting the health and safety of the community. 281
STREETS
Full-Time: 34
Part-Time: 5
FACILITIES
Full-Time: 36
Part-Time: 20
WATER/SANITATION
Full-Time: 70
Part-Time: 2
ENGINEERING
Full-Time: 16
ADMINISTRATION
Full-Time: 1
DEPARTMENT
SECRETARY
Full-Time: 1
CLERICAL
Full-Time: 1
DIRECTOR
Full-Time: 1
Department/Division Support
Research & Analysis/HR Liaison
Reports/Correspondence
Budget/Contracts/Grants
Program Management
-Street Sweeping
-Animal Care Services
-Shopping Cart Abatement
-Bus Benches/Shelters Program
Asphalt/Concrete Maintenance
Flood Control/Urban Roofing
Street Signs/Markings
Tree Trimming
Right-of-Way
Custodial Services
Building Maintenance
Libraries
Property Management
Median Maintenance
Park Maintenance
Recreation Facilities
Vehicle Maintenance
Fuel Storage and Dispensing
Vehicle Specifications
HVAC
Parking Assessment District
Water Production & Distribution
Customer Service
Engineering
Water Treatment
Water Replacement
Water Quality
Water Resources
Capital Improvement
Water Meter Reading
Sewer Maintenance
Refuse Contract
Administration
Recycling
Environmental Compliance
Urban Stormwater Runoff
Land Development
Capital Projects
Traffic Engineering
Special Projects
Golf Course
Downtown Assessment
District
Public Works
Total Number of Employees – 187
Full Time – 160
Part Time - 27
FY25-26 & FY26-27
282
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 19,426,300 $ 17,065,296 $ 17,826,365 $ Contractual Services 8,238,000 10,283,265 10,283,265 Commodities 2,755,600 2,802,682 2,802,682 Fixed Charges 4,073,400 3,498,243 3,505,843 Capital Outlay 16,557,300 31,278,600 19,395,000 Total 51,050,600 $ 64,928,086 $ 53,813,155 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 21,038,400 $ 20,072,666 $ 20,830,943 $ Other Gov't Funds 18,277,300 29,079,814 19,140,049 Water Utility 1, 637,500 1,403,789 1,443,677 Sanitation District 1,337,500 992,394 1,025,480 Other Enterprise Funds 2,363,000 2,363,000
Internal Service 8,759,900 11,016,423 9,010,006 Total 51,050,600 $ 64,928,086 $ 53,813,155 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Administration 2,426,200 $ 2,125,956 $ 2,167,784 $ Engineering 19,750,200 32,930,150 22,990,756 Facilities 17, 441,500 18,464,527 16,687,476 Streets and Trees 11,432,700 11,407,453 11,967,139 Total 51,050,600 $ 64,928,086 $ 53,813,155 $
Public Works - Non-Utility
283
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries & Wages 13,457,100 $ 13,185,280 $ 13,736,526 $ Contractual Services 6,514,400 7,066,100 7,036,184 Commodities 2,253,500 2,253,500 2,253,500 Fixed Charges 13,069,900 11,557,698 11,630,698 Capital Outlay 25,436,200 18,117,100 16,800,000 Water Purchases 18,522,800 18,763,924 19,008,186 Total 79,253,900 $ 70,943,602 $ 70,465,094 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund - $ 200,326$ 208,848 $ Other Gov't Funds 1,214,600 308,100 308,100 Water Utility 54, 012,800 51,927,480 49,501,753 Sanitation District 24,026,500 18,507,696 20,446,393 Total 79,253,900 $ 70,943,602 $ 70,465,094 $
Expenditures by Division
Division
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Water Operations 54,464,200 $ 51,850,035 $ 49,420,700 $ Sewer Operations 21,622,700 16,476,379 18,429,016 Refuse Operations 3,167,000 2,617,188 2,615,378 Total 79,253,900 $ 70,943,602 $ 70,465,094 $
Public Works - Utilities
284
Non-Departmental
Non-Departmental budget includes debt service payments and utilities for facilities Citywide.
285
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Debt Services 7,171,800 $ 8,752,600 $ 8,756,100 $ Utilities 857,300 1,257,300 1,357,300 Total 8,029,100 $ 10,009,900 $ 10,113,400 $
Expenditures by Fund
Fund Type
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund 8,029,100 $ 10,009,900 $ 10,113,400 $ Total 8,029,100 $ 10,009,900 $ 10,113,400 $
Non-Departmental
286
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287
SUCCESSOR
AGENCY
288
Proposed Proposed
Description FY 2025-26 FY 2026-27
Administration 337,000 $ 351,000 $
Total Administrative Allowance 337,000 351,000 2014 TARB 2,342,600 2,244,800
2016 TARB 3,493,800 3,491,800
Agency Real Property 29,900 29,900
Brookhurst Triangle DDA - -
Housing Fund Deficit 500,000 500,000
Katella Cottage N/P 176,300 176,300
Katella Cottages 56,000 56,000
Limon Legal Fees 50,000 50,000
Site B2 DDA 72,300 72,300
Sycamore Walk DDA 21,200 21,200
Waterpark Hotel DDA 936,100 936,100
Total ROPS 7,678,200 7,578,400
Total Successor Agency Budget 8,015,200$ 7,929,400 $
ANALYSIS OF SUCCESSOR AGENCY
RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS)
FY 2025-26 & FY 2026-27
289
HOUSING
AUTHORITY
290
Expenditures by Budget Category
Budget Category
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
Salaries and Wages 3,535,400 3,410,300 3,561,100 Contractual 314,200 314,200 315,000 Commodities 64,900 65,100 67,200 Fixed Charges 47,318,600 47,554,400 47,560,600 Total 51,233,100 $ 51,344,000 $ 51,503,900 $
Expenditures by Department
Department
Amended
FY 2024-25
Proposed
FY 2025-26
Proposed
FY 2026-27
City Manager 56,100 168,800 173,700 Finance 99,100 184,000 192,100 Economic Development 51,077,900 50,991,200 51,138,100 Total 51,233,100 $ 51,344,000 $ 51,503,900 $
Housing Authority
291
WATER UTILITY
292
SOURCES
Proposed
FY 2025-26
Proposed
FY 2026-27
Beginning Working Capital 32,026,977$ 28,698,700$ Revenues 51,703,100 56,061,100
TOTAL SOURCES 83,730,077 84,759,800
USES
Operating Expenses
Operating & Maintenance 21,134,130 21,591,944
Purchased Water Supply 18,763,900 19,008,186
Debt Service 2,901,100 2,901,900
Street Repair Charge 877,100 899,100
Total Operating Expenses 43,676,230 44,401,130
Capital Expenses
Capital Replacement 3,500,000 3,500,000
Capital Improvements 7,855,100 4,800,000
Total Capital Expenses 11,355,100 8,300,000
TOTAL USES 55,031,330 52,701,130
Ending Working Capital 28,698,747$ 32,058,670 $
WATER UTILITY
WORKING CAPITAL
293
SANITARY DISTRICT
294
SOURCES
Proposed
FY 2025-26
Proposed
FY 2026-27
Beginning Working Capital 25,992,406 $ 20,501,933 $ Revenues 12,406,800 12,406,800
TOTAL SOURCES 38,399,206 32,908,733
USES
Sewer Operating 11,135,273 11,403,807
Sewer Capital 5,262,000 7,000,000
Sewer Replacement 1,500,000 1,500,000
TOTAL USES 17,897,273 19,903,807
Ending Working Capital 20,501,933$ 13,004,926 $
GARDEN GROVE SANITARY DISTRICT
SEWER
WORKING CAPITAL
295
SOURCES
Proposed
FY 2025-26
Proposed
FY 2026-27
Beginning Working Capital 19,259,400 $ 20,687,200 $ Revenues 4,396,200 4,396,200
Total Sources 23,655,600 25,083,400
USES
Operating Expenses
Operating & Maintenance 2,968,400 2,988,000
Total Operating Expenses 2,968,400 2,988,000 Total Uses 2,968,400 2,988,000
Ending Working Capital 20,687,200 $ 22,095,400 $
GARDEN GROVE SANITARY DISTRICT
REFUSE SERVICES
WORKING CAPITAL
296
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297
5-YEAR CAPITAL
IMPROVEMENT PLAN
298
FIVE-YEAR CAPITAL IMPROVEMENT PLAN
Budget
FY25-26
Budget
FY26-27
Forecast
FY27-28
Forecast
FY28-29
Forecast
FY29-30
Arterial Improvements Year 1 Year 2 Year 3 Year 4 Year 5 1) Harbor/Garden Grove Intersection Improvement Gas Tax 1,500,000 SB1 Gas Tax 2,425,000
Measure M2 817,900
Measure M2-CTFP 3,957,100
Total Project Cost 8,700,000 - - - -
2) 2025 Arterial Street Rehabilitation Projects
Gas Tax 300,000
Gas Tax (SB1) 6,900,000
Drainage Fees 300,000
Measure M2 6,300,000
Total Project Cost 13,800,000 - - - -
3) Residential Overlay Program Gas Tax 150,000
The City will slurry seal approximately 16.1 lanes miles of residential streets citywide
Total Project Cost 150,000 - - - -
Funding Source
The project will add a northbound left-turn lane and an eastbound right-turn lane, as well as general widening to substandard lane widths at the intersection of Harbor Boulevard and Garden Grove Boulevard. Improvements will also include a new traffic signal for the widened lanes.
This project will make repairs to the following arterial and residential streets: 1) Orangewood Ave from Knott to Western, 2) Markon Dr from Blades to Patterson, 3) Blades Ave from Markon to Monarch, 4) Monarch St from S’ly End to Patterson, 5) Edison Way from Lampson to Belgrave, 6) Industry St from S’ly End to Chapman, 7) Patterson Dr from Knott to Monarch, 8) Doig Dr from Monarch to street end, 9) Hunt Ave from Monarch to street end, 10) Belgrave Ave from Knott to Industry, 11) Anaconda Ave from Monarch to Western, 12) Western Ave from Lampson to Chapman, 13) Commerce Dr from Capital to Forbes, 14) Capital Ave from Commerce to Corporate, 15) Forbes Ave from Commerce to Euclid, 16) Emperor Quang Trung from Corporate to Euclid, 17) Corporate Dr from Capital to Forbes, 18) Euclid St from Westminster to Trask, 19) Cardinal Cir from West End to Harbor, 20) Salinaz Dr from Newhope to street end, 21) Anabel Ave from Newhope to A Better Way, 22) A Better Way from Westminster to Anabel, 23) West St from Westminster to street end, 24) Seaboard Cir from Westminster to street end, 25) Morningside Dr from Clinton to Buena, 26) Sunswept Ave from Clinton to Buena, 27) Keel Ave from Clinton to Buena, 28) Buena Way from
Morningside to Westminster, and 29) Clinton St from Morningside to Westminster.
299
FIVE-YEAR CAPITAL IMPROVEMENT PLAN
(CONTINUED)
Budget
FY25-26
Budget
FY26-27
Forecast
FY27-28
Forecast
FY28-29
Forecast
FY29-30 Funding Source
4) 2026 Arterial Street Rehabilitation Projects Gas Tax 1,200,000 Gas Tax (SB1) 3,400,000
Gas Tax 900,000
Traffic Mitigation 700,000
Drainage Fees 500,000
Measure M2 3,900,000
Total Project Cost - 10,600,000 - - - 5) Arterial Rehabilitation Program General Fund
Rehabilitation of arterial streets citywide Gas Tax 1,025,884 1,056,661 1,088,360 Gas Tax (SB1) 3,747,196 2,998,179 3,088,124 Measure M2 3,523,143 3,628,837 3,737,702 Total Project Cost - - 8,296,223 7,683,677 7,914,187 Total Arterial Street Improvements 22,500,000 10,600,000 8,296,223 7,683,677 7,914,187 Residential Improvements
1) Residential Overlay Program Gas Tax 1,000,000 1,000,000 1,030,000 1,060,900 1,092,727 The City will slurry seal approximately 16.1 lanes miles of residential streets citywide. CDBG 1,000,000 1,000,000 1,000,000 1,000,000 Total Project Cost 1,000,000 2,000,000 2,030,000 2,060,900 2,092,727 2) Concrete Replacement Capital General Fund 300,000 234,000 234,000 234,000 The City will repair residential sidewalks, driveway approaches, wheel chair ramps, and cross gutters at locations citywide.
Total Project Cost - 300,000 234,000 234,000 234,000 3) 2025 Residential Street Rehabilitation Project CDBG 700,000 The City will make improvements to residential streets bounded by Ninth, Garden Grove Blvd, West, and Lampson.
Total Project Cost 700,000 - - - - This project will make repairs to the following streets: 1) Trask from Magnolia to Brookhurst, 2) Chapman from Dale to Magnolia, 3) Chapman from Magnolia to Brookhurst, 4) Dale from Orangewood to Katella, 5) Dale from Chapman to 540' north, 6) Haster from 22 Fwy to Lampson, 7) Euclid from Trask to Garden Grove Blvd, 8) Orangewood from 9th St to West, 9) Orangewood from West to Harbor Blvd, and 10) Western from Garden Grove Blvd to Lampson. 300
FIVE-YEAR CAPITAL IMPROVEMENT PLAN
(CONTINUED)
Budget
FY25-26
Budget
FY26-27
Forecast
FY27-28
Forecast
FY28-29
Forecast
FY29-30 Funding Source
4) Lampson Avenue Storm Drain Improvements Gas Tax (SB1) - 1,000,000 This project will reduce flooding on Lampson Avenue by making improvements on the storm drain.
Total Project Cost - 1,000,000 - - - Total Residential Street Improvements 1,700,000 3,300,000 2,264,000 2,294,900 2,326,727 Traffic Improvements
1) Intersection Safety Improvements Traffic Mitigation Fees 500,000 500,000 500,000 500,000 Traffic signal improvements at intersections citywide.
Total Project Cost - 500,000 500,000 500,000 500,000 Total Traffic Improvements - 500,000 500,000 500,000 500,000 Park Improvements
1) Woodbury Park Expansion and Renovation Citywide Park Fee 500,000 State Park & Rec Grant
Total Project Cost 500,000 - - - - 3) Parks Master Plan Improvements Citywide Park Fee 300,000 300,000 Park Fee 925,000 300,000
Total Project Cost 925,000 300,000 600,000 - - 4) Light Pole Replacement Park Fee 50,000 50,000 50,000 50,000 50,000 Replace light poles throughout city parks, based on park assessment.
Total Project Cost 50,000 50,000 50,000 50,000 50,000 Included in the remodel of the 3.3-acre park is the installation of new walking trail; outdoor fitness equipment; recreational swimming pool; two playground areas; picnic shelters; a skate plaza; basketball courts; lighting; restrooms; and parking lot.
Improvements include the .5 acre expansion on property that is currently part of Woodbury Elementary School.
Replace Playground and Surface areas at the following parks: FY25- 26 Faylane Park & Pioneer Park; FY26-27 Atlantis Park; and, FY27- 28 Village Green Park, Gutosky Park and Edgar Park. FY 25-26 Prepare Conceptual Designs for Garden Grove Park Additional Improvements.
301
FIVE-YEAR CAPITAL IMPROVEMENT PLAN
(CONTINUED)
Budget
FY25-26
Budget
FY26-27
Forecast
FY27-28
Forecast
FY28-29
Forecast
FY29-30 Funding Source
5) Replace Parks Irrigation Systems Park Fee 120,000 120,000 Total Project Cost 120,000
6) Pickleball Courts Citywide Park Fee 950,000
Six (6) new Pickleball courts at Garden Grove Park. The scope of work includes professional design, site preparation, and construction, along with fence perimeter installation, sports lighting, and associated hardscape improvements.
Total Project Cost 950,000 120,000 - - - Total Park Improvements 2,545,000 470,000 650,000 50,000 50,000 Economic Development & Housing Improvements
5) Purcell Building Rehabilitation General Fund 11,000 Acquisition and rehabilitation of the Purcell Building located at 11277 Garden Grove Boulevard. State Grants
Total Project Cost 11,000 - - - - 6) St. Anselm Affordable Housing Project State Grants 2,000,000 Construction of 81 senior affordable housing units at 9473 Larson Avenue.
Total Project Cost 2,000,000 - - - - 7) HOME Affordable Housing Development HOME Grant 400,000 400,000 400,000 400,000 400,000 Total Project Cost 400,000 400,000 400,000 400,000 400,000 8) HOME PI Affordable Housing Development HOME Grant 100,000 100,000 100,000 100,000 100,000 Total Project Cost 100,000 100,000 100,000 100,000 100,000 9) HOME PI Admin HOME Grant 50,000 50,000 50,000 50,000 50,000 Total Project Cost 50,000 50,000 50,000 50,000 50,000 Total Economic Development & Housing Improvements 2,561,000 550,000 550,000 550,000 550,000 (FY25-26) Eastgate Park $40,000, Edgar Park $60,000, and Faylane Park $20,000; (FY26-27) Gutosky Park $20,000, Magnolia Park $40,000, and Westgrove Park $60,000.
302
FIVE-YEAR CAPITAL IMPROVEMENT PLAN
(CONTINUED)
Budget
FY25-26
Budget
FY26-27
Forecast
FY27-28
Forecast
FY28-29
Forecast
FY29-30 Funding Source
Facility Improvements
1) FY2025/2026 Facility Capital Replacements Facility Replacement Fund 1,208,600 1,200,000 - - - HVAC, roofing, electrical and mechanical room upgrades and replacements, including other building upgrade components to the following facilities: Coutyard Center, City Hall, Community Meeting Center, Municipal Services Center, and Police Annex.
Total Project Cost 1,208,600 1,200,000 - - - 2) Garden Grove Main Library Path of Travel Project Facility Replacement Fund 170,000 Total Project Cost 170,000 - - - - 3) City Facility Beautification General Fund 100,000 Fire Station 86 landscape resintallation
Total Project Cost 100,000 - - - - Total Facilities Improvements 1,478,600 1,200,000 - - - Water Improvements
1) Well 22 Water Treatment Plant Water 1,000,000 1,000,000 2) SCADA- MP- System Wells, PRVs and Import Water 1,000,000 1,000,000 3) Lampson Reservoir Rehabilitation Project Water 5,000,000 4) SCADA - HP4-5 SCADA - Trask & Westhaven Water 1,455,100 5) SCADA - HP1-3 SCADA - Mag, Lampson, & WGG Water 200,000 2,300,000 6) Water Improvement Project Woodbury Rd and Taft St Water 2,000,000 7) Water Improvement Project - Bowen St and Blake St Water 250,000 2,500,000 8) Design and Construction of Lampson and Trask Reservoirs Rehabilitation Water 3,000,000 1,000,000
9) Water Transmission Line Study Water 200,000
10) Water Improvement Project - Jerry Ln and Beta Ave Water 250,000 2,500,000 11) Water Main Replacement (services, hydrants, meters, valves, etc.) Water Replacement 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 Total Water Improvements 11,355,100 8,300,000 14,500,000 4,500,000 3,500,000 303
FIVE-YEAR CAPITAL IMPROVEMENT PLAN
(CONTINUED)
Budget
FY25-26
Budget
FY26-27
Forecast
FY27-28
Forecast
FY28-29
Forecast
FY29-30 Funding Source
Sewer Improvements
1) Sewer Main Replacement Project 4 & Project 31 (Design & Construction) Sewer 2,687,600
2) Sewer Rehab Phase II - Sewer Main Replacement -
Project 1 & Project 48 & 47 Sewer 274,400 2,500,000 3) Sewer Rehab Phase II - Main Lining and Spot Repair
Project 1 Sewer 500,000 2,900,000
4) Sewer Rehab Phase II - Main Lining and Spot Repair
Projects 3 Sewer 300,000 2,500,000
5) Sewer Rehab Phase II - Main Lining and Spot Repair
Projects 4 Sewer 300,000 2,500,000
6) Sewer Rehab Phase II - Sewer Main Replacement -
projects 2 Sewer 300,000 3,000,000
7) Sewer Rehab Phase II - Main Lining and Spot Repair
Projects 2 Sewer 300,000 2,000,000 2,000,000 8) Sewer Main Improvements Sewer Replacement 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 9) Sewer System Rehabilitation Plan - Phase 3 Sewer 1,000,000 1,000,000 10) Sewer Master Plan Sewer 800,000
Total Sewer Improvements 6,762,000 8,500,000 7,100,000 8,500,000 1,500,000 -
Grand Totals 48,901,700 33,420,000 33,860,223 24,078,577 16,340,914 304
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305
OVERNIGHT
CONFERENCES
306
City of Garden Grove
FY 2025-27 Budget
Overnight Conferences, Training, and Seminars
DEPARTMENT POSITION
City Manager
ACCOC Advocacy Trip City Manager, Assistant City Manager, Assistant to the CM Cal Cities Annual Conference and Expo City Manager, Assistant City Manager, Assistant to the CM Cal Cities City Manager Training City Manager, Assistant City Manager Cal Cities City Managers Conference/Training City Manager, Assistant City Manager, Assistant to the CM CALPELRA Annual Conference City Manager, Assistant City Manager, Assistant to the CM ICMA Annual Conference City Manager, Assistant City Manager, Assistant to the CM ICSC RECon City Manager, Assistant City Manager
ICSC West Division City Manager, Assistant City Manager Legislative Day of Advocacy - GG Chamber City Manager, Assistant City Manager, Assistant to the CM LOCC New Laws and Elections City Clerk
NALEO Annual Conference City Manager, Assistant City Manager National Association of Broadcasters Convention Senior Program Specialist, Administrative Aide New Laws & Elections/CCAC Annual Conference City Clerk
SCAG Regional Conference and General Assembly City Manager, Assistant City Manager United States Conference of Mayors City Manager, Assistant City Manager, Assistant to the CM Community Development
AEP Current Planners
APA Conference Director, Planning Mgr, Planning Staff
CACEO Annual Conference Code Officers, Code Supvsr, Bldg Official CAL CASp Seminar/ Annual Summit Building Staff, Permit Staff, Plan Check Engineer CALBO Leadership Academy Bldg Official, Permit Ctr Spvsr, Bldg Supvsr, Bldg Manager CEQA & GIS Current Planners
CTI Bldg Inspector, Plans Examiner, Bldg Manager
IAPMO POA, Bldg Inspector, Permit Tech, Supervising Bldg Inspector, Bldg Manager ICC Annual Conference Bldg Official, Permit Counter Supvsr, Bldg Staff NFPA Building Official, Bldg Inspector, Plan Check Engineer, Bldg Manager Open Streets National Summit/CicLAvia Director, Planning Manger, Sr Planner Community Services
CPRS Director, Deputy Dir, Manager, Supervisor, Asst Supervisor, Coordinator NRPA Director, Deputy Dir, Manager, Supervisor, Asst Supervisor, Coordinator Economic Development and Housing
ALIS Director, Deputy Director, Sr Proj Mgr, Proj Mgr
CA Housing and Community Development Director, Sr Project Mgr, Proj Mgr CAHA Housing Manager, Housing Supervisor
CALED Director, Deputy Director, Sr Proj Mgr, Proj Mgr, Prog Spec/Analyst FSS Housing Manager, Housing Supervisor, Sr Housing Spec HUD Housing Manager, Housing Supervisor, Sr Housing Spec HUD Regulatory Training All Housing Staff
IAMC Director, Deputy Director, Sr Proj Mgr, Proj Mgr
ICSC Las Vegas Director, Deputy Director, Sr Proj Mgr, Proj Mgr, Prog Spec/Analyst ICSC West Division Director, Deputy Director, Sr Proj Mgr, Proj Mgr, Prog Spec/Analyst IEDC Director, Deputy Director, Sr Proj Mgr
NAHRO Housing Manager, Housing Supervisor
NAHRO/HUD Sr Project Mgr, Proj Mgr
Outlook Forum Director, Deputy Director, Sr Proj Mgr
ULI Director
Finance
CALPERS Director, Deputy Director, Acctg Staff, Payroll Staff CAPPO Purchasing Mgr
CentralSquare Users Conference CentralSquare Administrators CMRTA Annual Conference Bus Tax Spvsr, Bus Tax Inspctr, Sr Acctg Specialists CROA Director, Revenue Mgr, BL Supervisor, Acctg Tech, Prin Acct Spec CSMFO Director, Deputy Director, Acctg Staff, Budget Staff GFOA (Various Training) Acctg Mgr, Acctg Staff, Budget Staff PARMA Director, Risk Mgmt Staff
PRIMA Director, Risk Mgmt Staff
Human Resources
CALPELRA Annual Conference Director, Manager
CalPERS Educational Forum Manager, Principal HR Analyst CSUF Leadership Academy Varies (any department, by nomination) LCW Legal Conference Director, Manager
NAGDCA Director, Manager, Principal HR Analyst
1 307
City of Garden Grove
FY 2025-27 Budget
Overnight Conferences, Training, and Seminars
NeoGov Annual Conference Principal HR Analyst
NPELRA Director, Manager
PARMA Manager
PASMA Meetings Principal HR Analyst
Information Technology
CentralSquare Users Conference Deputy Director, Sr IT Analyst DCON Sr IT Analyst
Digital Forensics Basics and Hands On Sr IT Analysts, Tech FOSS4G GIS Coordinator
ISC2 Security Conference Sr IT Analyst
MISAC Director, Deputy Director
PMP Sr IT Analysts
RSA Conference Deputy Director, Cyber Security Officer
Police
Basic Motor School NTU - Neighborhood Traffic Unit
CAHN Hostage Negotiators
Cal Chiefs Police Chief
CALEA CALEA Coordinator
CalNENA Communications Mgr, Comm Supervisors
CALRO Resort Unit Officer, Intel Officer
CAPE Property & Evidence CSOs (Community Service Officers) CATO - CA Association of Tactical Officer SWAT - Special Weapons and Tactics CCPOA Community Liaison Division, Crime Prevention CSOs CHIA Homicide Detective
CNOA SIU Officers - Special Investigations Unitt
Commercial Enforcement NTU
CPTED/Advanced CPTED Community Liaison Division
CRIA Robbery Detectives
Crime Intel Analyst Assn Crime Analyst
CVSA Training Background Investigators
FARA Ordinance Coordinator
Government Social Media Training PD Social Media Coordinator GSM Con PIO/Social Media -Public Information Officer
Heartland Law Enforcement Training Institute GSU - Gang Suppression Unit HITS K9 Unit
IACP Police Management Staff - TBD
ICAC Sexual Assault Detectives
Impaired Driving Summit NTU
LEIU Lieutenant, Intel Officer
Motor Instructor School NTU
Non-POST Training Officers & Civilians
OCCSA Police Chief
OTS Traffic Safety Law Enforcement Forum NTU
Peer Support Conference Peer Support Personnel
POST Reimbursable Classes Officers & Civilians
Southern California Gang Conference GSU
Special Events Seminar NTU
Spillman Users Conference Spillman Administrators
SWAT Training SWAT Team
TOC Con PIO/Social Media
UTAC UAS Officers - Unmanned Aerial Systems
Public Works
LOCC Director
AWWA/WEF Utility Managers, Supervisors, Analyst, Program Specialist CONEXPO - CON/AGG Supervisor, Foreman
CRRA Sr Program Specialist
CWEA Managers, Supervisors, Analyst, Program Specialist Humane Pro Supervisor, Sr Lead
NSPE Con (Engineering Leadership Conference) Associate Engineer, Project Engineer, Sr Civil Engineer, City Engineer State Humane Association Animal Control Officers
SWA of North America Sr Program Specialist
Urban and Community Forestry Society Supervisor
WCISA Supervisor, Sr Tree Maint Worker
World of Asphalt Supervisor, Foreman
ISA/TRAQ Supervisor, Sr Lead
San Diego Humane Law Academy Supervisor
2 308
ABBREVIATION FULL TITLE
City Manager's Office
ACCOC Association of California Cities - Orange County
CalPELRA California Public Employers Labor Relations Association CCAC City Clerks Association of California
ICMA International County/City Management Association
LOCC League of California Cities
Community Development
AEP Association of Environmental Professionals
APA American Planning Association
CACEO California Association of Code Enforcement Officers CALBO California Building Officials
CASp Certified Access Specialist Certification
CEQA & GIS California Environmental Qualit y Act & Geographical Information Systems CTI CALBO Training Institute
IAPMO International Association of Plumbing and Mechanical Officials ICC International Code Council
NFPA National Fire Protection Association
Community Services
CPRS California Park and Recreation Society
NRPA National Recreation and Park Association
Economic Development and Housing
ALIS American Lodging Investment Summit
CAHA California Association of Housing Authorities
CALED California Association for Local Economic Development FSS Family Self-Sufficiency
HUD Housing and Urban Development
IAMC Industrial Asset Management Council
ICSC International Council of Shopping Centers
IEDC International Economic Development Council
NAHRO National Association of Housing & Redevelopment Officials ULI Urban Land Institute
Finance
CALPERS California Public Employees Retirement System
CAPPO California Assoc. of Public Procurement Officials, Inc.
CMRTA California Municipal Revenue and Tax Association Annual Conference CROA California Revenue Officers Association
CSMFO California Society of Municipal Finance Officers
GFOA Government Finance Officers Association
PARMA Public Agency Risk Management Association
PRIMA Public Risk Management Association
Human Resources
CALPELRA California Public Employers Labor Relations Association Annual Conference CALPERS California Public Employee Retirement System Annual Educational Forum City of Garden Grove
FY 2025-27 Budget
Overnight Conferences, Training, and Seminars
List of Abbreviations
1 309
City of Garden Grove
FY 2025-27 Budget
Overnight Conferences, Training, and Seminars
List of Abbreviations
LCW Liebert Cassidy Whitmore
NAGDCA National Association of Governme nt Defined Contribution Administrators NPERLA National Public Employer Labor Relations Association PASMA Public Agency Safety Management Association Meetings Information Technology
DCON Drupal Conference
FOSS4G Free and Open Source Software for Geospatial
ISC2 Security Conference International Information System Security Certification Consortium MISAC Management Information Systems and Academic Computing PMP Project Management Professional
RSA Conference Rivest Shamir Adleman (Cybersecurity conference) Police
CAHN California Association of Hostage Negotiators
CalChiefs California Chiefs and Sheriffs Association
CALEA Commission on Accreditation in Law Enforcement
CalNENA California National Emergency Number Association CALRO California Association of Labor Relations Officers CAPE California Association for Property & Evidence
CATO California Association of Tactical Officer
CCPOA California Crime Prevention Officers Association
CHIA California Homicide Investigators Association
CNOA California Narcotics Officers Association
CPTED Crime Prevention Through Environmental Design
CRIA California Robbery Investigators Assocation
CVSA Computer Voice Stress Analysis Training
FARA False Alarm Reduction Association
GSM Government Social Media Conference
HITS Handler Instruction and Training Seminar
IACP International Association of Chiefs of Police
ICAC Internet Crimes Against Children
LEIU Training Law Enforcement Intelligence Unit Training OCCSA OC Chiefs and Sheriffs Association
POST Classes Peace Officers Standards Training Classes
SWAT Training Special Weapons And Tactics Training
TOC Talk Public Relations Conference
UTAC Unmanned Tactical Application Conference for the UAS (Unmanned Aerial Public Works
AWWA/WEF Utility American Water Works Association/Water Environment Federation CONEXPO - CON/AGG Construction Expo - Concrete/Aggregate CRRA California Resource Recovery Association
CWEA California Water Environment Association
ISA/TRAQ International Society of Arboriculture/Tree Risk Assessment Qualification LOCC League of California Cities
NSPE National Society of Professional Engineers
SWA of North America Solid Wast e Association of North America WCISA Western Chapter International Society of Arboriculture 2 310
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Item 193/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Patricia Song
Dept:
City Manager Dept: Finance
Date: 6/10/2025
Subject: Adoption of a Resolution amending certain User Fees for water service. (Action Item)
OBJECTIVE
For the City Council to conduct a public hearing to consider the adoption of the attached resolution amending certain user fees.
BACKGROUND
State law grants cities the authority to establish and implement fees, rates, and charges for municipal services, provided they do not exceed the estimated reasonable cost of delivering those services. This framework ensures that the City can recover the direct and indirect costs associated with providing specific services to the community, without placing an undue burden on the general taxpayer.
Over the years, the City Council has approved various fees and charges to support a wide range of City services – such as planning fees, building permits, water services, and facility uses – based on this cost -recovery principle. To enhance transparency and streamline the management of these fees, the City Council adopted a Master Fee Schedule in 1994. This consolidated document brought together all approved fees and charges across departments into a single, comprehensive reference. The Master Fee Schedule continues to serve as the City’s central source for service-related fee information and is periodically updated to reflect changes in service delivery costs, regulatory requirements, and community needs.
DISCUSSION
User fees and charges are payments made for voluntarily requested, publicly provided services that benefit specific individuals rather than the general public. In acco rdance with sound financial management practices, these fees should aim to fully recover the costs of providing such services to protect the broader public interest. Since fees are to be based on actual service costs, periodic reviews are essential to ensure they remain aligned with current cost structures.
312
Item 193/2025
During a recent review, staff identified several Water Service fees that require updates to accurately reflect current labor and material costs, thereby ensuring fairness and cost recovery. Additionally, a new fee is proposed within the same category to recover costs associated with non-compliant customers under the City’s Cross Connection Control Program.
Staff recommends the following changes:
Description Current Rate Proposed New Rate
Construction Meter with Backflow
Device Deposit
$2,800.00 $3,800.00
Construction Meter with Backflow
Device Daily Rental Fee
$1.00/day $2.00/day
Water Service Restoration of Non -
Compliant Backflow Testing Fee
None $107.00
Construction Meter with Backflow Device Deposit and Daily Rental Rate
The City currently requires a deposit from contractors for the use of construction meters connected to fire hydrants for temporary water service during construction. This deposit is intended to cover costs if a meter is damaged, lost, or stolen. Fees are deducted from the deposit to cover backflow testing, water usage, and meter installation, relocation, or removal.
A daily rental fee is also charged to partially recover the cost of routine meter replacement and staff time spent performing monthly meter reads to monitor usage and inspect meter condition. This daily fee has not been updated in over 20 years.
Currently, the cost to replace a 3 -inch hydrant construction meter is approximately $3,880 including tax. The exist ing $2,800 deposit is no longer sufficient to cover full replacement costs in the event of damage.
Water Service Restoration Fee for Non-Compliant Backflow Testing Fee
This proposed new fee is intended to recover costs incurred when customers fail to com ply with the City’s request to test their backflow prevention devices. As part of the City’s Cross Connection Control Program, privately owned backflow devices must be tested annually to ensure they function properly and prevent contaminants from entering the City’s potable water system.
There are approximately 2,000 backflow devices citywide. To comply with State Water Resources Control Board regulations, the City must ensure that each device is tested at least once a year. When owners fail to submit pass ing test reports, City staff must shut off the water service to enforce compliance. After the device is tested and passes, staff must restore the water service.
The new fee will help encourage compliance and allow the City to recover the costs associated with the shutoff and restoration process. This fee will only apply to non -compliant backflow device owners.
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Item 193/2025
The actual cost for staff time and vehicle use is calculated at $107.58, based on current fully burdened labor and vehicle rates.
FINANCIAL IMPACT
The proposed fee increase and new fee are intended to improve cost recovery for the delivery of water services to users.
RECOMMENDATION
It is recommended that the City Council:
Conduct a public hearing; and
Adopt the attached Resolution amending certain user fees for water service.
ATTACHMENT(S)
1. Resolution Amending User Fees for Water Service
314
GARDEN GROVE CITY COUNCIL
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GARDEN GROVE,
CALIFORNIA, AMENDING USER FEES FOR VARIOUS CITY SERVICES
WHEREAS, State law authorizes a city to adopt and implement fees, rates, and charges for municipal services, provided that such fees, rates, and charges do not exceed the estimated reasonable cost of providing such services;
WHEREAS, the various departments of the City of Garden Grove have identified certain services provided on request to members of the public and organizations;
WHEREAS, the actual and direct costs to the City to provide these services have been calculated and analyzed, and where the cost of such services have changed, a revised fee or charge has been determ ined as set forth in Schedule A attached hereto;
WHEREAS, the actual and direct costs to the City to provide certain other services have been calculated and analyzed and fees or charges for such other services are set forth in Schedule A;
WHEREAS, the revised fees and charges are based on the actual or estimated reasonable cost of providing the services, including labor, materials, and overhead, and do not exceed such costs;
WHEREAS, the City Council has previously established fees and charges for various City services in Resolution No. 8726 -06, as amended by Resolution Nos. 8730-06, 8731-06, 8791-07, 8794-07, 8823-08, 8861-08, 8902-09, 8999-10, 9064- 11, 9073-11, 9137-12, 9171-13, 9175-13, 9216-14, 9301-15, 9389-16, 9390-16, 9401-16, 9406-17, 9442-17, 9460-17, 9468-17, 9490-18, 9514-18, 9532-18, 9556- 19, 9575-19, 9607-20, 9669-21, 9762-22, 9807-23, 9818-23, 9897-25, 9898-25 and each such established fee and charge is unaffected by this Resolution, unless such fee or charge is superseded by a revised fee or charge in Schedule A;
WHEREAS, pursuant to legal notice, a Public Hearing was held by the City Council on June 10, 2025, and all interested persons were given an opportunity to be heard; and
WHEREAS, all legal prerequisites to the adoption of this Resolution have occurred.
315
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Garden Grove does hereby amend fees and charges as set forth in Schedule A attached hereto. The revised fees and charges in Schedule A supersede any fees and charges previously adopted for the same user and development processing fees.
BE IT FURTHER RESOLVED that in order to provide the public an easy -to understand schedule of fees, the City Clerk is directed to compile and make available upon request an updated schedule of fees and charges for City services that combines: (1) the list of previously-established service fees and charges that are not addressed by this Resolution, with (2) the list of services subject to revised fees and charges attached hereto as Sc hedule A. The combined list is for public information purposes, and clerical or other errors or omissions in the preparation of the list shall not have the effect of increasing, decreasing, invalidating, or waiving adopted fees or charges.
BE IT FURTHER RESOLVED that the fees attached in Schedule A shall become effective 60 days from the adoption of this Resolution.
316
Schedule A - Proposed Fee Schedule and Cost Documentation Water Service Fees
Fee Description Current FeeProposed Fee
Construction Meter with Backflow Device Deposit2,800.00$ 3,800.00$ Construction Meter with Backflow Device Daily Renal Fee1.00$ 2.00$ Water Service Restoration of Non-Compliant Backflow
Testing None 107.00$
Actual City Costs - Backflow Meter
Item Unit Price Quantity Total Cost
3" Hydrant Backflow Meter $3,878.11 1 $3,878.11
Actual City Costs - Water Turn On/Shut Off
Item Hourly Rate
Estimated
Hours Total Cost
Water Quality Technician $70.39 1 $70.39
Utility Truck Rental Rate $37.19 1 $37.19
Total $107.58
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Item 192/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Patricia Song
Dept:
City Manager Dept: Finance
Date: 6/10/2025
Subject: Introduction and First Reading of an Ordinance to adopt the Paramedic Tax Override Rate for Fiscal Year 2025-26. (Action Item)
OBJECTIVE
For the City Council to introduce an ordinance to adopt the Paramedic Tax Override Rate for Fiscal Year 2025-26.
BACKGROUND
In June 1974, Garden Grove voters approved a property tax increase (override) to pay for emergency paramedic services. The approved ballot measure established a tax assessment on properties within the City specifically to pay for a "mobi le intensive care program," or Paramedic Services, in an amount not to exceed 10 cents per $100 of assessed valuation.
The Paramedic Services can be provided by the City or on a regional basis.
Resolution No. 4547-74, adopted by the City Council on March 19, 1974 stated the purpose for the property tax increase was to (1) provide an emergency medical care system for the citizens in the community; (2) pay salaries and required training to program personnel; and (3) purchase and maintain vehicles, radio, telemetry and intensive care equipment, and all necessary supplies. With the transition to the Orange County Fire Authority (OCFA) in April 2019, the City no longer directly pay for the paramedic program personnel and equipment.
Instead, annual contractual payment is made to the OCFA to continue to provide paramedic services to our residents.
The current rate of the Paramedic Override tax is 8 cents ($0.08) per one hundred dollars ($100.00) of the assessed valuation, which remain unchanged since June 2017.
DISCUSSION
The use of an ad valorem tax override on taxable properties within the City is necessary to ensure the ongoing delivery of paramedic services to our community.
Since 2019, the Paramedic Services has been provided through a contract with OCFA. For Fiscal Year 2025 -26, the City’s cost for this contract is estimated at $28.8 million, which 318
Item 192/2025
covers both fire protection and paramedic services. According to data from OCFA, over 80% of all incidents they respond to are medical related.
The proposed tax rate remain unchanged from the prior year - 8 cents ($0.08) per $100.00 of the assessed property value.
FINANCIAL IMPACT
The proposed paramedic tax assessment is expected to generate approximately $16.4 million in revenue for Fiscal Year 2025–26. These funds will be used to cover the cost of paramedic services provided by the Orange County Fire Authority (OCFA).
RECOMMENDATION
It is recommended that the City Council:
Introduce and conduct the first reading of the attached ordinance authorizing a property tax override of 8 cents ($0.08) per one hundred dollars ($100.00) of the assessed value for Fiscal Year 2025-26 for paramedic emergency medical care services.
ATTACHMENT(S)
1. Ordinance Establishing the Amount of Money for Paramedic Services that must be Raised by an Ad Valorem Tax Override and the Setting of the Tax Rate of Said Override
319
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GARDEN GROVE
ESTABLISHING THE AMOUNT OF MONEY FOR PARAMEDIC SERVICES THAT MUST BE
RAISED BY AN AD VALOREM TAX OVERRIDE AND THE SETTING OF THE TAX RATE OF
SAID OVERRIDE
City Attorney’s Summary
City Council Resolution No. 4547-74 submitted to the voters for approval an ad valorem tax for paramedic services in an amount not to exceed 10¢ per $100 of assessed valuation. The measure was approved by the voters in June 1974. State law requires that the City Council set the annual levy of the tax by ordinance or resolution. This Ordinance sets the levy of the tax at 8¢ per $100 of assessed valuation for FY 2025- 2026.
THE CITY COUNCIL OF THE CITY OF GARDEN GROVE DOES ORDAIN AS FOLLOWS:
SECTION 1: In June 1974, over sixty percent (60%) of the Garden Grove voters approved an ad valorem tax override to provide emergency medical care service (Paramedic Services) to the community, whether it be provided by the City of Garden Grove or on a regional basis, and thereby incurring a d ebt consisting of personnel, equipment and contractual payment obligations for the provision of Paramedic Services.
SECTION 2: Property taxes for indebtedness approved by the voters prior to July 1, 1978, are authorized pursuant to Section 93 of the Revenue and Taxation Code.
SECTION 3: The City Council of the City of Garden Grove hereby declares it is necessary to raise an estimated $16,353,000 through the use of an ad valorem tax override on the taxable property within the City of Garden Grove to maintain and pay for the emergency medical care services.
SECTION 4: The tax rate for the authorized ad valorem tax override as approved by voters of all assessable real and personal property for the Fiscal Year 2025-26 shall be 8.0 cents ($.080) per one-hundred dollars ($100) of assessed valuation, using as a basis the value of the property as assessed and equalized by the County of Orange, State of California, and shown on the 2025-2026 assessment roll of said county.
SECTION 5 : This ordinance shall exclude from Section 4 annexations of assessable, real and personal property to the City of Garden Grove after July 1, 1978, indicated by the listing on the attached document designated Exhibit "A".
SECTION 6: Severability. If any section, subsection, subdivision, sentence, clause, phrase, word, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, word, or portion thereof, 320
Garden Grove City Council
Ordinance No.
irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, words, or portions thereof be declared invalid or unconstitutional.
SECTION 7: The Mayor shall sign and the City Clerk shall certify to the passage and adoption of this Ordinance and shall cause the same, or the summary thereof, to be published and posted pursuant to the provisions of law.
321
Garden Grove City Council
Ordinance No.
EXHIBIT "A"
Listed Annexations Finalized after July 1, 1974 and
Not Subject to Paramedic Tax Override
Annexation No./
Reorganization No.
City Resolution No. Date Completed
1-78 5573-78 August 8, 1978
2-78 5634-78 October 24, 1978
3-78 5637-78 November 28, 1978
4-78 5670-78 November 30, 1978
5-78 5671-78 November 30, 1978
7-78 5731-79 March 30, 1979
1-79 5813-79 July 30, 1979
141 7875-96 May 29, 1996
322
Item 211/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Patricia Song
Dept:
City Manager Dept: Finance
Date: 6/10/2025
Subject: Award a contract to Carl Warren & Company for third-party liability claims administration services. (Cost: $480,000 for three years) (Action Item)
OBJECTIVE
For the City Council to award a contract to Carl Warren & Company to provide third -party liability claims administration services.
BACKGROUND
The Finance Department oversees the City’s self -insured general liability program, which covers tort and civil liabilities. Under this program, the City contracts with a third -party administrator (TPA) experienced in public entity liability to manage approximately 120 claims received annually. The TPA has the expertise to collaborate effectively with claimants, City staff, and the City Attorney’s Office, providing informed recommendations on claim disposition. Serving as the City’s representative, the TPA handles all aspects of claim investigation, adjustment, and processing for third -party monetary claims against the City.
Additionally, the TPA maintains a comprehensive database of all claims and loss history, offers legal support for litigated claims, represents the City in Small Claims Court, and, with City approval, processes settlements and payments to relevant parties.
DISCUSSION
Since 1986, the City has retained Carl Warren & Company to provide claims administr ation services. Their current contract is set to expire on June 30, 2025. To ensure the City continues to receive high-quality service at a competitive price, the City issued a Request for Proposal (RFP No. S1360). Two proposals were submitted and evaluated by staff from the Finance and Police Departments. The evaluation criteria included qualifications and experience, project approach, Risk Management Information System capabilities, and pricing. Based on this comprehensive review, Carl Warren & Company wa s rated as the top -scoring firm for the City’s claims administration services.
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Item 211/2025
FINANCIAL IMPACT
The total cost of the three -year contract is $4 80,000, funded through the City’s Risk Management internal service fund.
RECOMMENDATION
It is recommended that the City Council:
Award a contract to Carl Warren & Company to provide third party liability claims administration services, in the amount not to exceed $480,000 for the three-year term of the contract, with an option to extend the agreement for two additional one-year terms, for a total performance period of five years; Authorize the City Manager, or designee, to execute the professional services agreement on behalf of the City and to make minor modifications as appropriate; and
Authorize the City Manager, or designee , to execute amendments to the agreement for any options to extend.
ATTACHMENT(S)
1. Consultant Agreement between Carl Warren & Company and the City of Garden Grove to provide third party liability claims administration services.
324
CITY OF GARDEN GROVE
CONSULTANT AGREEMENT
THIS AGREEMENT is made this ____ day of ______, 2025, by the CITY OF GARDEN GROVE, a municipal cor poration, (“CITY”), and Carl Warren & Company , LLC, a California Corporation (‘‘CONSULTANT”).
RECITALS
The following recitals are a substantive part of this Agreement:
1. This Agreement is entered into pursuant to Garden Grove COUNCIL AUTHORIZATION, DATED _____________________.
2. CITY desires to utilize the services of CONSULTANT to Provide Third Party Liability Cl aims Administration Services per the Scope of Work (Attachment “A”) and RFP S-1360.
3. CONSULTANT is qualified by virtue of experience, training, education and expertise to accomplish services.
AGREEMENT
THE PARTIES MUTUALLY AGREE AS FOLLOWS:
1. Term of Agreement: The term of the agreement shall be for period of three (3) fiscal years from July 1, 2025 through June 30, 2028 , with an option to extend said agreement for an additional two (2) fiscal years, for a total performance period of five (5) fiscal years. Optional fiscal years shall be exercised one (1) fiscal year at a time, at the sole option of the CITY. This agreement may be terminated by the CITY without cause. In such event, the CITY will compensate CONSULTANT for work performed to date in acco rdance with proposal which is attached as Attachment A and is hereby incorporated by reference. CONSULTANT is required to present evidence to support performed work.
2. Services to be Provided: The services to be performed by CONSULTANT shall consist of the services as further specified in CONSULTANT’S proposal attached hereto as ATTACHMENT “C” and incorporated herein by reference. CONSULTANT agrees that is provision of Services under this agreement shall be within accepted accordance with customary and usual practices in CONSULTANT’S profession. By executing this Agreement, CONSULTANT warrants that it has carefully considered how the work should be performed and fully understands the facilities, difficulties, and restrictions attending performance of the work under this agreement.
325
3. Compensation. CONSULTANT shall be compensated as follows:
3.1 Amount. CONSULTANT shall be compensated in accordance with the rate schedule set forth in the Proposal Pricing Form/Best and Final Offer which is attached as ATTACHMENT “B”.
3.2 Not to Exceed. Total Compensation for this agreement shall not exceed One Hundred Sixty Thousand dollars ($160,000.00) per fiscal year, and shall not exceed a total amount of Eight Hundred Thousand dollars ($800,000.00), for the five fiscal year term of the contract, in arrears and in accordance with RFP No. S -1360 and the Proposal Pricing Form/Best and Final Offer, and which is attached as A ttachment “B,” and is hereby incorporated by reference. CONSULTANT warrants that all services will be performed in a competent, professional and satisfactory manner in accordance with the standards prevalent in the industry for such services. CONSULTANT shall not be compensated for any services rendered in connection with its performance of this Agreement, which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the City Manager. The Proposal and this Agreement do not guarantee any specific amount of work.
3.3 Payment. For work under this Agreement, payment shall be made per invoice for work completed. Within 45 day of delivery of goods or completion of performance of services, CONTRACTOR must promptly render an invoice to CITY or payment may be significantly delayed. For extra work not a part of this Agreement, a written authorization by CITY will be required, and payment shall be based on the Proposal Pricing Form/Best and Final Offer (Attachment “B”).
3.4 Records of Expenses. CONSULTANT shall keep complete and accurate records of payroll costs, travel and incidental expenses. These records will be made available at reasonable times to CITY.
3.5 Termination. CITY and CONSULTANT shall each have the right to terminate this Agreement, without cause, by giving thirty (30) days written notice of termination to the other party. If CITY terminates the project, then the provisions of paragraph 3 shall apply to that portion of the work completed.
4. Insurance Requirements
4.1 Commencement of Work CONSULTANT and all subcontractors shall not commence work under this Agreement until all certificates and endorsements have been received and approved by the CITY. All insurance required by this Agreement shall contain a Statement of Obligation on the part of the carrier to notify the CITY of any material change, cancellation, or termination at least thirty (30) days in advance. 326
All subcontractors shall provide the same insurance as required herein of CONSULTANT. CONSULTANT shall be responsible to collect and maintain all insurance for all subcontractors.
4.2 Workers Compensation Insurance For the duration of this Agreement, CONSULTANT shall maintain Workers Compensation Insurance in the amount and type required by California Law, if applicable. The insurer shall waive its rights of subrogation against the CITY, its officers, officials, agents, employees, and volunteers.
4.3 Insurance Amounts CONSULTANT shall maintain the following insurance for the duration of this Agreement:
a) Commercial general liability in an amount not less than $1,000,000 per occurrence; (Claims made and modified
occurrence policies are not acceptable.); Insurance companies must be admitted and licensed in California and have an AM Best’s Guide Rating of A-, Class VII or better, as approved by the CITY;
b) Automobile liability in an amount not less than $1,000,000 combined single limit; (Claims made and modified occurrence policies are not acceptable.) Insurance companies must be admitted and licensed in California and have an AM Best’s Guide Rating of A-, Class VII or better, as approved by the CITY;
c) Cyber liability, including cyber security, in an amount not less than $1,000,000. Insurance companies must be acceptable to CITY and have AM Best's Guide Rating of A-, Class VII or better, as approved by the CITY;
d) Commercial crime liability, including employee theft, in an amount not less than $2,000,000 per occurrence. Insurance companies must be acceptable to CITY and have AM Best's Guide Rating of A-, Class VII or better, as approved by the CITY.
An Additional Insured Endorsement, ongoing and completed operations, for the policy under section 4.3 (a) shall designate CITY, its officers, officials, employees, agents, and volunteers as additional insureds for liability arising out of work or operations performed by or on behalf of the CONSULTANT. CONSULTANT shall provide to CITY proof of insurance and endorsement forms that conform to CITY’s requirements, as approved by the CITY.
An Additional Insured Endorsement for the policy under section 4.3 (b) shall designate CITY, its officers, officials, employees, agents, a nd volunteers as additional insureds for automobiles owned, lease, hired, or borrowed by CONSULTANT. CONSULTANT shall provide to CITY proof 327
of insurance and endorsement forms that conform to CITY’s requirements, as approved by the CITY.
Loss Payee Endorse ment under the policy under section 4.3 (d) shall designate CITY, as Loss Payee. CONSULTANT shall provide to CITY proof of insurance and endorsement forms that confirm to the City's requirements, as approved by the CITY.
For any claims related to this A greement, CONSULTANT’s insurance coverage shall be primary insurance as respects to CITY, its officers, officials, employees, agents, and volunteers. Any insurance or self - insurance maintained by the CITY, its officers, officials, employees, agents, or volunteers shall be excess of the CONSULTANT’s insurance and shall not contribute with it.
If CONSULTANT maintains higher insurance limits than the minimums shown above, CONSULTANT shall provide coverage for the higher insurance limits otherwise maintained by the CONSULTANT.
5. Non-Liability of Officials and Employees of the CITY. No official or employee of CITY shall be personally liable to CONSULTANT in the event of any default or breach by CITY, or for any amount, which may become due to CONSULTANT.
6. Non-Discrimination. CONSULTANT covenants there shall be no discrimination against any person or group due to race, color, creed, religion, sex, marital status, age, handicap, national origin or ancestry, in any activity pursuant to this Agreement.
7. Independent Contractor. It is understood and agreed that CONSULTANT, including CONSULTANT’s employees, shall act and be independent contractor(s) and not agent(s) or employee(s) of CITY, and that no relationship of employer-employee exists between the par ties. CONSULTANT’s assigned personnel shall not obtain or be entitled to any rights or benefits that accrue to, or are payable to, CITY employees, and CONSULTANT shall so inform each employee organization and each employee who is hired or retained under this Agreement. CITY is not required to make any deductions or withholdings from the compensation payable to CONSULTANT under the provisions of this Agreement, and is not required to issue W -2 Forms for income and employment tax purposes for any of CONSULT ANT’s assigned personnel.
CONSULTANT hereby expressly assumes all responsibility and liability for the payment of wages and benefits to its assigned personnel, and all related reporting and withholding obligations. CONSULTANT hereby agrees to indemnify and hold CITY harmless from any and all claims or liabilities that CITY may incur arising from any contention by any third party, including, but not limited to, any employee of CONSULTANT or any federal or state agency or other entity, that an employer -employee relationship exists by reason of this Agreement, including, without limitation, claims that CITY is responsible 328
for retirement or other benefits allegedly accruing to CONSULTANT’s assigned personnel.
8. Compliance With Law. CONSULTANT shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government.
CONSULTANT shall comply with, and shall be responsible for causing all contractors and subcontractors performing any of the work pursuant to this Agreement, if any, to comply with, all applicable federal and state labor standards, including, to the extent applicable, the prevailing wage requirements promulgated by the Director of Industrial Relations of the State of California Department of Labor. The City makes no warranty or representation concerning whether any of the work performed pursuant to this Agreement constitutes public works subject to the prevailing wage requirements.
9. Disclosure of Documents. All documents or other information developed or received by CONSULTANT are confidential and shall not be disclosed without authorization by CITY, unless disclosure is required by law.
10. Ownership of Work Product. All documents or other information developed or received by CONSULTANT shall be the property of CITY. CONSULTANT shall provide CITY with copies of these items upon demand or upon termination of this Agreement.
11. Conflict of Interest and Reporting . CONSULTANT shall at all times avoid conflict of interest or appearance of conflict of interest in performance of this Agreement.
12. Notices. All notices shall be personally delivered or mailed to the below listed addresses, or to such other addresses as may be designated by written notice.
These addresses shall be used for delivery of service of process.
(a) Address of CONSULTANT is as follows:
Carl Warren & Company, LLC
Attention: Angelique King, President
175 N. Riverview Drive, A
Anaheim, CA 92808
(b) Address of CITY is as follows (with a copy to):
City of Garden Grove: City Attorney
P.O. Box 3070 City of Garden Grove
Garden Grove, CA 92842 P.O. Box 3070
Garden Grove, CA 92842
13. CONSULTANT’S Proposal . This Agreement shall include CONSULTANT’S proposal, ATTACHMENT “C” hereto, which shall be incorporated herein. In the event of any inconsistency between the terms of the proposal and this Agreement, this Agreement shall govern.
329
14. Licenses, Permits and Fees. At its sole expense, CONSULTANT shall obtain a Garden Grove Business License, all permits and licenses as may be required by this Agreement.
15. Familiarity With Work. By executing this Agreement, CONSULTANT warrants that: (1) it has investigated the work to be performed; (2) it has investigated the site of the work and is aware of all conditions there; and (3) it understands the facilities, difficulties and restrictio ns of the work under this Agreement.
Should CONSULTANT discover any latent or unknown conditions materially differing from those inherent in the work or as represented by CITY, it shall immediately inform CITY of this and shall not proceed, except at CONSULTANT’S risk, until written instructions are received from CITY.
16. Time of Essence . Time is of the essence in the performance of this Agreement.
17. Limitations Upon Subcontracting and Assignment . The experience, knowledge, capability and reputati on of CONSULTANT, its principals and employees were a substantial inducement for CITY to enter into this Agreement. CONSULTANT shall not contract with any other entity to perform the services required without written approval of the CITY. This Agreement may not be assigned voluntarily or by operation of law, without the prior written approval of CITY. If CONSULTANT is permitted to subcontract any part of this Agreement, CONSULTANT shall be responsible to CITY for the acts and omissions of its subcontractor as it is for persons directly employed. Nothing contained in this Agreement shall create any contractual relationship between any subcontractor and CITY. All persons engaged in the work will be considered employees of CONSULTANT. CITY will deal direc tly with and will make all payments to CONSULTANT.
18. Authority to Execute. The persons executing this Agreement on behalf of the parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the parties are formally bound.
19. Indemnification. To the fullest extent permitted by law, CONSULTANT agrees to protect, defend, and hold harmless CITY and its elective or appointive boards, officers, agents, and employees from any and all claims, liabilities, expenses, or damages of any nature, includin g attorneys' fees, for injury or death of any person, or damages of any nature, including interference with use of property, arising out of, or in any way connected with the negligence, recklessness and/or intentional wrongful conduct of CONSULTANT, CONSULTANT'S agents, officers, employees, subcontractors, or independent contractors hired by CONSULTANT in the performance of the Agreement. The only exception to CONSULTANT'S responsibility to protect, defend, and hold harmless CITY, is due to the negligence, recklessness and/or wrongful conduct of CITY, or any of its elective or appointive boards, officers, agents, or employees.
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This hold harmless agreement shall apply to all liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by CONSULTANT.
20. Modification. This Agreement constitutes the entire agreement between the parties and supersedes any previous agreements, oral or written. Thi s Agreement may be modified only by subsequent mutual written agreement executed by CITY and CONSULTANT.
21. Waiver. All waivers of the provisions of this Agreement must be in writing by the appropriate authorities of the CITY and CONSULTANT.
22. California Law. This Agreement shall be construed in accordance with the laws of the State of California. Any action commenced about this Agreement shall be filed in the central branch of the Orange County Superior Court.
23. Interpretation. This Agreement shall be interpreted as though prepared by both parties.
24. Preservation of Agreement . Should any provision of this Agreement be found invalid or unenforceable, the decision shall affect only the provision interpreted, and all remaining provisions shall remain enforceable.
25. Appropriations. This Agreement is subject to and contingent upon funds being appropriated therefor by the Garden Grove City Council for each fiscal year covered by the term of this Agreement. If such appropriations are not made, this Agreement shall automatically terminate without penalty to the CITY.
[SIGNATURES ON FOLLOWING PAGE]
/ / /
331
IN WITNESS THEREOF, these parties have executed this Agreement on the day and year shown below.
Date: _____________ "CITY"
CITY OF GARDEN GROVE
By: ___________________________
City Manager
ATTESTED:
____________________________
City Clerk
Date: _______________________
"CONSULTANT"
Carl Warren & Company, LLC
By: ____________________________
Name: _________________________
Title: __________________________
Date: __________________________
Tax ID No. ______________________
If CONSULTANT is a corporation, a
Corporate Resolution and/or Corporate
Seal is required. If a partnership,
Statement of Partnership must be
submitted to CITY.
APPROVED AS TO FORM:
____________________________
Garden Grove City Attorney
________________________
Date
332
RFP No. S-1360
ATTACHMENT “A”
SCOPE OF SERVICES
Provide Third Party Liability Claims Administration Services
GENERAL INFORMATION
The City of Garden Grove is located in central Orange County approximately twenty- five miles southeast of downtown Los Angeles with a population of approximately 173,000. It is the fifth largest City in Orange County and the twenty -fifth largest in the State of California. Despite the City's comparatively large size, it is a relatively young community, incorporated on June 18, 1956.
The City spans an area of 17.8 square miles. It has the Council -Manager form of government, with the Mayor elected at large for a two -year term, and six council members elected at large for four -year staggered terms. The City Council engages the City Manager and City Attorney. The City Manager has the responsibility for hiring the department heads and for administering the City's programs in accordance with the policies adopted by the Council.
Garden Grove is a full service city. The services provided by the City include p olice, street maintenance, park maintenance, water, sewer, recreation, traffic/transportation, public improvements, planning, zoning and general administrative services. Also included in the City’s overall operations are the Garden Grove Housing Authorit y, the Garden Grove Sanitary District, the Garden Grove Public Financing Authority, and the Garden Grove Successor Agency to the Garden Grove Agency for Community Development.
The City has a self -insured program for its tort and civil liabilities. The Cit y is self- insured for the first $2 million of each occurrence. Excess liability insurance is carried thereafter with commercial insurers. Claims administration and adjusting services are provided by contract with a third party administrator specializing in public entity liability. Representation in matters of litigation is performed through the retaining of outside law firms and is supervised by the city attorney.
The City of Garden Grove is seeking the services of a Third-Party Administrator (TPA) to adm inister the City’s Self -Insurance Program. The TPA will act as the City’s representative in all matters related to the investigation, adjustment, processing, and resolution of claims for money damages asserted by third parties against the City.
The contract term shall be for three (3) years with two (2) one-year options to renew.
The City averages approximately 100-120 claims per year. The following table shows the various types of claims the City has received for the past three (3) fiscal years:
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3-YEAR FREQUENCY SUMMARY
CAUSE CLAIMS % OF CLAIMS
AUTOMOBILE 41 14%
CITY TREES 63 21%
CONSTRUCTION/REPAIR OPERATIONS 19 7%
DANGEROUS CONDITIONS 13 4%
EXCESSIVE FORCE/VIOLATION OF CIVIL
RIGHTS
28 9%
IMPROPER IMPOUND 4 1%
MISC-OTHER 19 6%
POLICE - PROPERTY DAMAGE 30 10%
POLICE - OTHER 5 2%
POT HOLES 25 8%
SIDEWALK DEFECT/TRIP & FALL 27 9%
STREET DESIGN/DEFECT 14 5%
WATER/SEWER 13 4%
TOTAL 301 100%
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ATTACHMENT “A”
RFP No. S-1360
Provide Third Party Liability Claims Administration Services
SCOPE OF SERVICES
The City of Garden Grove is accepting proposals from qualified firms to provide third party liability claims administration services as outlined in the Scope of Services below.
The CONSULTANT shall administer the City’s Self-Insurance Liability Program and act as the City’s representative in all matters related to the investigation, adjustment, processing, and resolution of claims for money damages asserted by third parties against the City.
1. ASSIGNED PERSONNEL: Assign a Principal Account Adjuster and a Subrogation Claims Adjuster to the City to act as the primary contact for the City. The City must approve the Principal Account Adjuster and any other personnel assigned to perform services for the City. If for any reason, in the City's sole discretion, the service provided by any assigned personnel is unsatisfactory, the contractor will agree to assign replacement personnel that must also be approved by the City. Adjusters assigned to the City must have a minimum five (5) years full time experience as a general liability adjuster and a minimum of three (3) years’ experience with public agency liability claims adjusting. An Associate in Claims Designation is preferred.
2. CLAIMS ADJUSTMENT SERVICES: The contractor will provide complete claims adjustment services on each accident or incident, which is, or may be the subject of a liability claim against the City. Such services shall include, but are not limited to:
a. Open and maintain a claim file on each potential or actual claim assigned to the contractor.
b. Review all new claims for liability and provide an assessment of liability to the City no later than twenty-one (21) days from receipt of claim from the City.
c. Review status of claims and adequacy of reserves on all active cases at least every sixty (60) days.
d. Provide narrative reports to the City when recommending disposition of a claim or any other significant events that have occurred or will occur. Reports must be clear and concise and be provided within format approved by the City.
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e. Diary all files at appropriate intervals to allow for timely completion of required activity.
f. Files will clearly and concisely document each action taken on a claim.
g. Identify and notify possible co-defendants.
h. Identify liability and potential defenses, including use of governmental immunities, comparative negligence, joint tortfeasors and joint and several liability.
i. Tender claims to other potentially responsible parties.
j. Make a written recommendation to the City once the investigation is complete, including identification of potential defenses and recommending action on the claim, with alternatives, when appropriate. All notices pertaining to claim insufficiency, returning late claims, and claim rejections, shall be timely and in accordance with the relevant provisions of the Government Code.
k. Contact claimant, or their attorney, within five (5) days of receipt of claim and maintain appropriate contact until the claim is closed.
l. Telephone calls from City s taff, claimants, or claimant’s attorneys shall be returned within one (1) business day. If the contractor's appropriate staff member called is not available to return the call within this time frame, another designated staff member must return the call.
m. Have translators available to assist with non-English speaking claimants.
n. Whenever its investigation results in a determination that the City has sustained a liability to a third party, the contractor will process such claim or potential claim for settlem ent in accordance with instructions and policies established by the City for settlement.
o. Notify the City’s excess carriers of all claims that exceed, or may exceed, the City’s self-insurance retention or as required by the excess carriers’ liability claim reporting procedures.
p. Act as liaison between the insurance carriers and the City on matters affecting the adjustment of claims.
336
q. Seek reimbursement from the excess insurance carrier for any losses in excess of the City’s self-insured retention.
r. Obtain settlement agreements and releases upon settlement of claims or potential claims.
s. In addition to claims cases actually assigned to the contractor for claims adjusting, certain other claims may be opened, adjusted, settled and closed by City staff. The co ntractor will issue claim numbers, and will update and maintain a loss database for such claims on behalf of the City. Such claims will not be included in pending or annual caseload assignments for billing purposes.
t. Maintain and store all hardcopy files for seven (7) years after the claim file is closed.
3. SUBROGATION SERVICES: The contractor will manage the subr ogation process through its completion, determine subrogation potential, and assist the CITY in effecting recovery in the least costly manner and with the most advantageous disposition. Such disposition must be approved by the City. Services shall include, but are not limited to:
a. Review claims data submission to identify potential subrogation opportunities where another party is legally liable for the loss.
b. Conduct thorough investigations to gather evidence including police reports, work-orders, and property damage assessments to establish liability.
c. Evaluate the legal basis for a subrogation claim, including applicable state laws and insurance policy terms.
d. Reach out to the at -fault party or their insurance company to initiate a subrogation claim, providing details about the incident and the amount owed. e. Engage in negotiations with the responsible party or their insurer to attempt to reach a settlement on the subrogation claim.
f. Upon City’s approval, initiate legal proceedings to recover funds through litigation, including filing lawsuits and representing the City in court as necessary.
g. Track the progress of subrogation claims, maintain documentation, and communicate updates to the City.
337
h. Collect recovered funds from the at-fault party or insurance company, and distribute them to the City net of service fees.
4. INVESTIGATIVE SERVICES : The contractor will provide complete investigative services, which shall include, but not limited to:
a. Prompt receipt, acknowledgement and examination of all reports of accidents, incidents, claims or cases which are or may be the subject of liability claims, and will do so in not more than two (2) business days after receipt of the report at the contractor's office.
b. Provide immediate investigation of accidents, incidents, claims or other cases as requested by the City; investigation will include on -site investigation, photographs, interviewing of witnesses, determination of losses and other such investigate services necessary to determine liability and losses.
c. Maintain service on a 24 -hour, seven (7) days per wee k basis, to receive telephone reports of any incident or accident, which may be the subject of a liability claim, and provide immediate investigative services to the extent necessary to provide a complete investigation. The contractor will provide the City and will maintain current a roster of the contractor's staff that are available for emergency and after-hours contact or call out.
d. Arrange, with prior City approval, for ex pert services including but are not limited to professional photography, independ ent medical examinations, professional engineering services, and laboratory services.
e. Report all bodily injury claims to the Index Bureau. Conduct Index Bureau searches for repeat claimants. Conduct additional Index Bureau searches at request of the City.
5. LEGAL SUPPORT SERVICES : The contractor will provide the following legal support services on each claim where the claimant has commenced litigation:
a. Upon notification by the City that litigation has been filed on an open claim, the contractor will contact the City’s trial attorney and provide all information and files concerning the claim.
b. Maintain a liaison with the City’s trial attorney and provide such investigation services as are required by such attorney during pre-trial and trial stages.
338
c. Assist the City’s trial attorney in answering any interrogatories or requests for admissions filed by the claimant.
d. At the request of the City, attend settlement conferences on behalf of the City.
e. Assist City staff in Small Claims Court actions filed by an d against the City, including but not limited to, obtaining witness information, evidence, assistance in preparing the case for trial, and appearing on behalf of the City.
f. Review, evaluate, and monitor special counsel statements of services.
g. Regularly and reasonably discuss and review investigation issues, discovery, and case strategy with the City’s trial attorney.
6. ADMINISTRATION SERVICES : The contractor will provide the following administration services:
a. Attend meetings and prepare status reports at the request of the City.
b. Provide tabulated status reports on all reported claims, indicating the status of each reported claim, details of such claim, the outstanding reserves for each claim and details of all claim payments, at the request of the City.
c. Maintain computer database of all reported claims and provide the City access to such database. At a minimum, such database will provide fields acceptable to the City, file notes, reserves, and expenses incurred on each claim. Provide on-line access for City staff to access all claims information, payment and expense information, and provide City staff the ability to produce loss runs and other reporting information on the City’s claims. The contractor will provide appropriate personnel for support services.
d. Provide the City wi th up to three (3) special loss runs per fiscal year as requested by the City.
e. Inform the City of changes or proposed changes in statues, rules and regulations and case law affecting the general liability program.
f. Assist in the development of policies an d procedures relating to the general liability program.
g. Conduct risk management related seminars for City staff at the request of the City.
339
h. Comply with the mandatory reporting requirements of Section 111 of the Medicare, Medicaid, and SCHIP Extension Act of 2007 (MMSEA).
7. SWEEP ACCOUNT SERVICES: The contractor will provide the following sweep account services:
a. The City will establish a Sweep Account, which will always display a zero balance and funds will be automatically transferred when any checks are cashed. The contractor will use this account for the settlement of claims and/or payment of claim expenses.
b. The contractor will follow and enforce the Payee Positive Pay standard practices. Exceptions must be reviewed/approved daily.
c. The contractor will not issue any settlement payment until authorization has been secured from the City. Payment of claim expenses greater than Fifteen Thousand Dollars ($15,000) will require notification to the City within seven days.
d. Expenses authorized by City will be paid within fourteen (14) days of receipt of the invoice.
e. Checks issued by the contractor shall require two (2) authorized signatures.
f. The contractor will maintain a detailed check register, which accounts for every check in the trust account number series. The contractor will provide a copy of the check register to the City on a biweekly basis, unless requested more frequently by the City.
g. The account will be reconciled on a monthly basis, within seven business days of the following month.
h. All employees of the contractor who have access to the trust account will be bonded.
8. AUDITS: CONSULTANT will cooperate with the City and will make available any and all claim files and records available for audits. Audits of claims will be conducted by either City staff or a contracted claims auditor at a frequency and duration as specified by the City. The City or contracted claims auditor will have reasonable access to the necessary portions of the contractor’s facilities, records and files for review or audit purposes.
340
PROPOSAL REQUIREMENTS
CONTENTS OF PROPOSAL
The electronic proposal submittal must have all of the following components and required documents or it may be deemed as non-responsive at the discretion of the City.
1. COVER LETTER
Each proposal must be accompanied by a cover letter, signed by an individual authorized to bind the proposing entity. An unsigned proposal is grounds for rejection. The cover letter shall include an introduction of the company and statement of professional qualifications.
2. COMPANY PROFILE
Please submit the following information:
a. Name, address, telephone and fax numbers, and Federal Employer I.D.
Number.
b. Organizational chart.
c. Number of years of experience your company has had in providing related, or equivalent, services.
d. Relevant comparable contracts completed during the last five (5) years.
Please indicate the year of the contract, the type of contract, and the contracting agency.
3. QUALIFICATIONS OF PERSONNEL AND RESUMES
The consultant shall furnish a personnel-staffing plan with sufficient information for evaluating the quality and competence of the personnel dedicated to the program.
The City, in its assessment of the proposal, will place considerable emphasis on the commitment by the proposer to provide qualified personnel for the execution of the contract. Proposers must provide resumes in outline form for the Principal Account Adjuster and/or key personnel committed to the contract. Proposers must also include the number and type of additional support personnel who will be assigned to the contract.
The resume format should be as follows:
Name
Classification
Education – Show degrees earned and certifications, school, and year of completion.
Summary of Experience – Summarize experience as it relates to municipal liability insurance claims adjusting.
341
4. REFERENCES
Provide five (5) current references for whom your company has provided liability claims administration services in the past five (5) years. Indicate the scope of the work performed for each of the referenced clients; the name of the client; address, email address and telephone number and name of each client’s contact person; and the annual dollar volume of claims processed for each client.
Please ensure that the information provided for your references is current and accurate.
References will NOT be considered if the information provided is inaccurate, outdated, or if a response is not received from any reference provided.
5. OVERVIEW AND APPROACH
a. Proposers must include in this section their understanding of managing a municipal liability claims program.
b. Proposers must include their approach to providing efficient and effective third party claims administration services. Include your proposed administrative procedures, areas of responsibility, and service delivery time frame. Additionally, identify the proposed staffing and describe the transition plan and implementation of the contract.
c. Proposers must reference all corresponding itemized numbers as listed in the Scope of Services and must note any services not provided by the proposing entity.
Proposers must also list any resources, assistance from the City, or other items expected to be provided by the City.
d. Proposers must itemize those services which are further req uired in the servicing of the contract but that are not noted in the aforementioned paragraphs as requirements and will entitle this section as Additional Services.
e. Proposers must submit samples of standard monthly reports and samples of specialized re ports available to the City. Please specify which reports are to be included at no additional cost and which reports are available at an additional cost.
Please specify cost for each report. If reports are available on disk, please list the available formats, and any additional costs.
6. COMPENSATION SCHEDULE
Proposers must provide detailed cost information for their services on an hourly, monthly and annual, or per file basis, and include all costs associated for the services provided. Proposers are required to complete the entire Proposal Pricing Form/Best and Final Offer (Attachment “B”) and include it with their proposal. Pricing shall 342
remain firm for a minimum of three (3) years. Any such proposed price adjustments shall not exceed the Bureau of Labor Statistics Consumer Price Index (CPI) data for All Urban Consumers, not seasonally adjusted, all items index for Los -Angeles- Riverside-Orange County, CA, for the 12-month period preceding the month in which the request is made.
In addition to the Pricing Proposal Form, provide the following:
a. Describe how your service fees are charged.
b. Describe how fees are tracked.
343
17 Attachment “B”
PROPOSAL PRICING FORM-BEST AND FINAL OFFER
Provide Third Party Liability Claims Administration Services
THIS FORM MUST BE COMPLETED AS OUTLINED BELOW AND SUBMITTED WITH THE PROPOSAL. PLEASE DO NOT CHANGE THE FORMAT OR ALTER THIS FORM IN ANY WAY.
Pricing shall remain firm for a minimum of three (3) years . Any pricing adjustment requests for follow-on contract renewal periods shall be provided no later than sixty (60) days prior to the end of the contract period. Any such proposed price adjustments shall not exceed the Bureau of Labor Statistics Consumer Price Index (CPI) data for All Urban Consumers, not seasonally adjusted, all items index for Los-Angeles-Riverside-Orange County, CA, for the 12-month period preceding the month in which the request is made.
DESCRIPTION OF FEE RATE COMMENTS
Principal Account Adjuster
Principal Account Adjuster –
Overtime
Set up Charge
Additional Loss Runs
Administration Fee
Overhead
Auto & General Liability Bodily Injury
Claims
Property Damage Claims
N/A
N/A
0.00 No charge
0.00 No Charge
0.00 $6900
$500.00 (1st)
$250.00 (2+)
$950.00 (1st)
$665.00 (2+)
N/A
Mileage reimbursement only
First feature per claim
Additional features per claim
First feature per claim
Additional features per claim
344
18 Police Liability
Incident Only
Fast Track Claims (obvious liability,
documented damages)
Claims that enter Litigation
Other Adjuster Services (mediation,
small claims court, etc)
Subrogation
Outside Investigations
Photographs
Photocopies
Mileage
NOTE: ATTACH ANY ADDITIONAL COSTS/FEES ASSOCIATED WITH THE SCOPE OF SERVICES.
$50.00
$275.00
50% of the flat
rate surcharge
IRS Mileage
21%
Per feature
Per submission
At Cost
Included
Included
IRS Rate
Mileage reimbursement only
Half of applicable feature
charge
% of net recovery. No recovery,
No fee
$1,190.00 (1st)
$1,071.00 (2+)
First feature per claim
Additional features per claim
345
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Carl Warren & Co, LLC
5/6/2025
Angelique King
951-565-3005
[email protected]
Carl Warren & Co, LLC
346
Certificate Of Completion
Envelope Id: 5EB27047-A94B-4126-A251-6DA7AA6AACBF
Status: Completed
Subject: Here is your signed document: Best and Final Offer-Carl Warren and Company.pdf Source Envelope:
Document Pages: 3
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Certificate Pages: 1
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Angelique King
AutoNav: Disabled
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Time Zone: (UTC-08:00) Pacific Time (US & Canada)
6320 Canoga Ave., 12th Floor
Woodland Hills, CA 91367
[email protected]
IP Address: 10.101.81.137
Record Tracking
Status: Original
5/6/2025 12:39:57 PM
Holder: Angelique King
[email protected]
Location: DocuSign
Signer Events
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Angelique King
[email protected]
Executive Vice President
Carl Warren & Company
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 172.59.184.206
Sent: 5/6/2025 12:42:05 PM
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Signed: 5/6/2025 12:57:33 PM
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Sandra Segawa
[email protected]
Security Level: Email, Account Authentication
(None)
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347
Print Date 5/7/2025 10:48:37 AM
City of Garden Grove
Compliance Summary Report
Vendor Number
Vendor Name
AM Best Rating
Insurance Carrier
Policy #
Eff. Date
Exp. Date
Coverage
V00554-51264
CARL WARREN & COMPANY
Compliant
A+p , XV
Sentinel Insurance Company,
Ltd.
72SBAAG9334
8/22/2024
8/22/2025
Auto Liability
A+p , XV
Sentinel Insurance Company,
Ltd.
72SBAAG9334
8/22/2024
8/22/2025
General Liability
Ag , XV
Allied World Surplus Lines
Insurance Company
03121299
6/1/2024
6/1/2025
Professional Liability
A-p , XV
Technology Insurance Company,
Inc.
TWC4486308
8/22/2024
8/22/2025
Workers Comp
Risk Profile :
Professional Services/Consulting
Required Additional Insured :
City of Garden Grove, its officers, officials, agents, employees and volunteers 348
Item 196/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Patricia Song
Dept:
City Manager Dept: Finance
Date: 6/10/2025
Subject: Award a contract to Meeder Investment Management, Inc. for investment advisory services. (Action Item)
OBJECTIVE
For the City Council to award a contract to Meeder Public Funds, Inc., dba Meeder Investment Management, Inc. (Meeder) for investment advisory services.
BACKGROUND
In 2020, the City transitioned from managing its investment portfolio in -house to engaging an external investment advisor. Prior to this shift, the City’s investment options were limited primarily to Treasury bills and federal agency notes. Since partnering with an external advisor, the portfolio has become significantly more diversified.
2020 Portfolio Asset Allocation: 2025 Portfolio Asset Allocation:
As a result, the City’s investment portfolio has grown from $265.8 million in July 2 020 to $417.3 million as of April 30, 2025. The average weighted maturity has increased from 1.6 years to 2.2 years, and the weighted average yield has risen by 2.20%, from 1.63% to
3.83%.
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Item 196/2025
Recognizing the value of professional portfolio management, the Ci ty intends to continue leveraging the expertise of an experienced investment advisory firm. The current five -year contract with Meeder is set to expire on June 30, 2025. In alignment with best practices, the City has issued a Request for Proposal (RFP) to identify the most qualified provider to meet its investment advisory service needs.
DISCUSSION
Request for Proposals (RFP) No. S-1357 for Investment Management Services was issued on February 14, 2025. By the submission deadline of March 31, 2025, the Ci ty received six proposals. A thorough evaluation was conducted by a three-member Finance team, assessing each proposal based on the firm’s qualifications, project team experience, proposed work plan, and cost.
Meeder received the highest score in all five evaluation categories among the six firms.
Below is a summary of the evaluation scores for all proposals received.
Meeder has been serving public agencies for over 30 years and currently manages more than $155 billion in public fund assets, including $25 billion on behalf of California public entities.
Over the past five years, Meeder has demonstrated a strong track record of enhancing the City’s investment performance, as well as that of other cities in Orange County.
Under the new contract, Meeder will provide a comprehensive range of services, including investment policy review, portfolio management, cash flow analysis, credit analysis, broker/dealer due diligence, and the preparation and presentation of investment reports.
Their investment strategies will incorporate all instruments permitted under applicable State statutes to best align with the City’s objectives. A detailed scope of services is included in Attachment A to the Consultant Agreement between the City and Meeder (Attachment 1).
The a greement establishes an initial three -year term beginning July 1, 2025, with two optional one-year extensions. The fee schedule, based on an actively managed portfolio of $348.0 million, is outlined below:
Meeder
Investment
Management
Chandler Asset
Management
US Bancorp
Asset
Management,
Inc.
Public Trust
Advisors
Insight
Investment
Garcia Hamilton
& Associates, LP
Rater 1 97 91 91 84 81 83
Rater 2 94 90 85 84 89 66
Rater 3 99 95 85 90 79 77
290 276 261 258 249 226
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Item 196/2025
FINANCIAL IMPACT
The fees for investment advisory services will be incorporated into the Finance Department’s annual operating budget. Approximately 80% of the total cost will be allocated to the General Fund.
RECOMMENDATION
It is recommended that the City Council:
Approve and authorize City Manager, or designee, to execute a Consultant Agreement between the City of Garden Grove and Meeder Public Funds Inc., dba Meeder Investment Management, Inc. (Attachment 1).
ATTACHMENT(S)
Professional Agreement between the City of Garden Grove and Meeder Public Funds Inc., dba Meeder Investment Management, Inc.
Year 1
July 1, 2025 -
June 30, 2026
Year 2
July 1, 2026 -
June 30, 2027
Year 3
July 1, 2027 -
June 30, 2028
Year 4
July 1, 2028 -
June 30, 2029
Year 5
July 1, 2029 -
June 30, 2030
Managed Amount 348,000,000$ 348,000,000$ 348,000,000$ 348,000,000$ 348,000,000$ Basis Points 2.75 3.00 3.25 3.50 3.75
Total Fee 95,700$ 104,400$ 113,100$ 121,800$ 130,500$ 351
1 CONSULTANT AGREEMENT
THIS AGREEMENT is made this day of , 2025, by the CITY OF GARDEN GROVE, a municipal corporation, ("CITY") and Meeder Public Funds, Inc., dba Meeder Investment Management, Inc., herein after referred to as “CONSULTANT”.
RECITALS
The following recitals are a substantive part of this Agreement:
1. This Agreement is entered into pursuant to Garden Grove COUNCIL AUTHORIZATION, DATED _____________________.
2. 2. CITY desires to utilize the services of CONSULTANT to Provide Investment Manager and Portfolio Services for the City of Garden Grove per RFP S-1357 and the Scope of Services, Attachment “A”.
3. CONSULTANT is qualified by virtue of experience, training, education and expertise to accomplish services.
AGREEMENT
THE PARTIES MUTUALLY AGREE AS FOLLOWS:
1. Term and Termination Term and Termination. The term of the agreement shall be for period of three (3) fiscal years from July 1, 2025 through June 30, 2028, with an option to extend said agreement two (2) additional fiscal years, for a total performance period of five fiscal (5) years. Option years shall be exercised one (1) fiscal year at a time, at the sole option of the CITY. This agreement may be terminated by the CITY without cause. In such event, the CITY will compensate CONSULTANT for work performed to date in accordance with the Scope of Services which is attached as Attachment “A” and is hereby incorporated by reference.
Consultant is required to present evidence to support performed work.
2. Services to be Provided. The services to be performed by CONSULTANT shall consist of tasks as set forth in the Scope of Work and CONSULTANT’s Terms of Services. The Scope of Work is attached as Attachment “A”, and CONSULTANT’s Terms of Services are attached as Attachment “C,” which are incorporated herein by reference.
3. Compensation. CONSULTANT shall be compensated as follows:
3.1 AMOUNT. Compensation under this agreement shall be paid in accordance with CONSULTANT’s Proposal Pricing, Attachment “ B,” incorporated herein by reference.
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2 3.2 Payment. For work under this Agreement, payment shall be based on schedule included in Proposal Pricing Attachment “B”.
3.3 Records of Expenses. CONSULTANT shall keep complete and accurate records of all costs and expenses incidental to services covered by this Agreement. These records will be made available at reasonable times to CITY.
3.4 Termination. CITY shall have the right to terminate this agreement, without cause, by giving thirty (30) days written notice of termination. If the Agreement is terminated by CITY, then the provisions of paragraph 3 would apply to that portion of the work completed.
4. Insurance Requirements.
4.1 COMMENCEMENT OF WORK. CONSULTANT shall not commence work under this Agreement until all certificates and endorsements have been received and approved by the CITY. All insurance required by this Agreement shall contain a Statement of Obligation on the part of the carrier to notify the CITY of any material change, cancellation, or termination at least thirty (30) days in advance and provide a Waiver of Subrogation in favor of the City.
4.2 WORKERS COMPENSATION INSURANCE. During the duration of this Agreement, CONSULTANT and all subcontractors shall maintain Workers Compensation Insurance in the amount and type required by law, if applicable.
4.3 INSURANCE A MOUNTS. CONSULTANT shall maintain the following insurance for the duration of this Agreement:
(a) Commercial general liability in an amount of $1,000,000.00 per occurrence (claims made and modified occurrence policies are not acceptable); Insurance companies must be
acceptable to CITY and have a Best’s Guide Rating of A- Class VII or better, as approved by the CITY.
(b) Automobile liability in an amount of $1,000,000.00 combined single limit (claims made and modified occurrence policies are not acceptable); Insurance companies must be
acceptable to CITY and have a Best’s Guide Rating of A -, Class VII or better, as approved by the CITY.
(c) Professional liability in an amount not less than $1,000,000 .
Insurance companies must be admitted and licensed In
California and have a Best’s Guide Rating of A -Class VII or better, as approved by the City. If the policy is written on a Docusign Envelope ID: 4DB63A8D-8CA4-4134-9B38-6DFC81123FE5 353
3 “claims made” basis, the policy shall be continued in full force and effect at all times during the term of the agreement, and for a period of three (3) years from the date of the completion of services provided. In the event of termination, cancellation, or material change in the policy, professional/consultant shall obtain continuing insurance coverage for the prior acts or omissions of professional/consultant during the course of performing services under the term of the agreement. The coverage shall be evidenced either by a new policy
evidencing no gap in coverage, or by obtaining separate extended “tail” coverage with the present or new carrier.
(d) Cyber liability, including cyber security, in an amount not less than $2,000,000 per occurrence.
An On-Going and Completed Operations Additional Insured Endorsement for the policy under section 4.3 (a) shall designate CITY, it’s officers, officials, employees, agents, and volunteers as additional insureds for liability arising out of work or operations performed by or on behalf of the CONSULTANT. CONSULTANT shall provide to CITY proof of insurance and endorsement forms that conform to CITY’s requirements, as approved by the CITY.
An Additional Insured Endorsement for the policy under section 4.3 (b) shall designate CITY, it’s officers, officials, employees, agents, and volunteers as additional insureds for automobiles, owned, leased, hired, or borrowed by the CONSULTANT. CONSULTANT shall provide to CITY proof of insurance and endorsement forms that conform to CITY’s requirements, as approved by the CITY.
For any claims related to this Agreement, CONSULTANT’s insurance coverage shall be primary insurance as respects CITY, its officers, officials, employees, agents, and volunteers. Any insurance or self -insurance maintained by the CITY, its officers, officials, empl oyees, agents, and volunteers shall be excess of the CONSULTANT’s insurance and shall not contribute with it.
If CONSULTANT maintains higher insurance limits than the minimums shown above, CONSULTANT shall provide coverage for the higher insurance limits otherwise maintained by the CONSULTANT.
5. Non-Liability of Officials and Employees of the CITY. No official or employee of CITY shall be personally liable to CONSULTANT in the event of any default or breach by CITY, or for any amount which may become due to CONSULTANT.
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4 6. Non-Discrimination. CONSULTANT covenants there shall be no discrimination against any person or group due to race, color, creed, religion, sex, marital status, age, handicap, national origin, or ancestry, in any activity pursuant to this Agreement.
7. Independent Contractor. It is agreed to that CONSULTANT shall act and be an independent contractor and not an agent or employee of the CITY, and shall obtain no rights to any benefits which accrue to CITY'S employees.
8. Compliance with Law . CONSULTANT shall comply with all applicable laws, ordinances, codes, and regulations of the federal, state, and local government.
CONSULTANT shall comply with, and shall be responsible for causing all contractors and subcontractors performing a ny of the work pursuant to this Agreement to comply with, all applicable federal and state labor standards, including, to the extent applicable, the prevailing wage requirements promulgated by the Director of Industrial Relations of the State of California Department of Labor.
The City makes no warranty or representation concerning whether any of the work performed pursuant to this Agreement constitutes public works subject to the prevailing wage requirements.
9. Notices. All notices shall be personally delivered or mailed to the below listed address, or to such other addresses as may be designated by written notice. These addresses shall be used for delivery of service of process.
a. (CONSULTANT)
Meeder Public Funds, Inc.,
dba Meeder Investment Management, Inc.
Attention: Jason Click, President
6125 Memorial Drive
Dublin, Ohio 43017
b. (Address of CITY) (with a copy to):
City of Garden Grove Garden Grove City Attorney
11222 Acacia Parkway 11222 Acacia Parkway
Garden Grove, CA 92840 Garden Grove, CA 92840
10. CONSULTANT'S PROPOSAL. This Agreement shall include CONSULTANT'S proposal or bid and Terms of Service which shall be incorporated herein by reference. In the event of any inconsistency between the terms of the proposal, CONSULTANT’s Terms of Service, and this Agreement, this Agreement shall govern.
11. Licenses, Permits, and Fees. At its sole expense, CONSULTANT shall obtain a Garden Grove Business License, all permits, and licenses as may be required by this Agreement.
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5 12. Familiarity with Work. By executing this Agreement, CONSULTANT warrants that:
(1) it has investigated the work to be performed; (2) it has investigated the site of the work and is aware of all conditions there; and (3) it understands the facilities, difficulties, and restrictions of the work under this Agreement. Should Consultant discover any latent or unknown conditions materially differing from those inherent in the work or as represented by CITY, it shall immediately inform CITY of this and shall not proceed, except at CONSULTANT’s risk, until written instructions are received from CITY.
13. Time of Essence. Time is of the essence in the performance of this Agreement.
14. Limitations Upon Subcontracting and Assignment . The experience, knowledge, capability, and reputation of CONSULTANT, its principals and employees were a substantial inducement for CITY to enter into this Agreement.
CONSULTANT shall not contract with any other entity to perform the services required without written approval of the CITY. This Agreement may not be assigned voluntarily or by operation of law, without the prior written app roval of CITY. If CONSULTANT is permitted to subcontract any part of this Agreement, CONSULTANT shall be responsible to CITY for the acts and omissions of its subcontractor as it is for persons directly employed. Nothing contained in this Agreement shall create any contractual relationship between any subcontractor and CITY. All persons engaged in the work will be considered employees of CONSULTANT. CITY will deal directly with and will make all payments to CONSULTANT.
15. Authority to Execute. The persons executing this Agreement on behalf of the parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the parties are formally bound.
16. Indemnification. To the fullest extent permitted by law, CONSULTANT shall defend, and hold harmless CITY and its elective or appointive boards, officers, agents, and employees from any and all claims, liabilities, expenses, or damages of any nature, including attorneys' fees, for injury or death of any person, o r damages of any nature, including interference with use of property, arising out of, or in any way connected with the negligence, recklessness and/or intentional wrongful conduct of CONSULTANT, CONSULTANT’s agents, officers, employees, subcontractors, or independent contractors hired by CONSULTANT in the performance of the Agreement. The only exception to CONSULTANT’s responsibility to protect, defend, and hold harmless CITY, is due to the sole negligence, recklessness and/or wrongful conduct of CITY, or any of its elective or appointive boards, officers, agents, or employees.
This hold harmless agreement shall apply to all liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by CONSULTANT.
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6 17. Appropriations. This Agreement is subject to and contingent upon funds being appropriated therefor by the Garden Grove City Council for each fiscal year covered by the term of this Agreement. If such appropriations are not made, this Agreement shall automatically terminate without penalty to the CITY.
\ \ \ \
(Agreement Signature Block on Next Page)
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7 IN WITNESS THEREOF, these parties have executed this Agreement on the day and year shown below.
Date: _____________ "CITY"
CITY OF GARDEN GROVE
By:___________________________
City Manager
ATTESTED:
____________________________
City Clerk
Date: _______________________
"CONSULTANT"
Meeder Public Funds, Inc., dba
Meeder Investment Management, Inc.
By: ___________________________
Name:__________________________
Title:___________________________
Date: __________________________
Tax ID No. ______________________
Contractor’s License: _____________
Expiration Date:_________________
If CONSULTANT is a corporation, a
Corporate Resolution and/or Corporate
Seal is required. If a partnership,
Statement of Partnership must be
submitted to CITY.
____________________________
Garden Grove City Attorney
________________________
Date
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358
8 RFP No. S-1357
ATTACHMENT “A”
SCOPE OF SERVICES
Provide Investment Manager and Portfolio Services
The City of Garden Grove is requesting proposals from consultants to provide investment management and advisory services for approximately $385 million in investment portfolio.
A. OVERVIEW
The overall scope of services is to provide investment management and advisory services for the City’s approximately $385 million investment portfolio, among which $348 million was invested in securities. The City shall invest public funds in such manner as to comply with state and local law, and meet the objectives of the Investment Policy, in priority order of Safety, Liquidity and Return on Investment.
The initial term of the agreement will be for three (3) years, with two one-year options at the sole discretion of the City. The anticipated overall term will be from July 1, 2025 to June 30, 2030, with the exercise of the two optional years. The City reserves the right to review the Consultant’s performance at the end of each contract year and cancel all or part of the engagement if performance is deemed unsatisfactory.
B. BACKGROUND INFORMATION
1. Community Profile
The City of Garden Grove incorporated on June 18, 1956. It is located in central Orange County approximately 25 miles southeast of downtown Los Angeles. With a current population of approximately 168,234, it is the fifth largest city in Orange County and the 31st largest in the State of California.
The City spans an area of 17.9 square miles and is a general law city in the State of California. It has a Council -Manager form of government. On May 10, 2016, the City adopted Ordinance No. 2866 changing the City’s at -large system of electing City Council members to a By-District election system and established the boundary lines of the six districts. While the Mayor continues to be elected at -large for a two -year term, the six City Council members are elected by districts for four -year staggered terms. The City Council appoints the City Manager and City Attorney. The City Manager has the responsibility for hiring the department directors and for administering the City's programs in accordance with the policies adopted by the City Council.
Garden Grove is a full servi ce city. The services provided by the City include police safety, street and park maintenance, water, sewer, recreation, traffic/transportation, public improvements, planning, zoning, code enforcement, business license, and other general municipal services . The City began contracting with Orange County Fire Authority to provide fire protection and paramedic services on August 16, 2019. Also included in the City’s overall operations are the Garden Grove Housing Authority, the Garden Grove Sanitary District, Garden Grove Successor Agency, and the Garden Grove Public Financing Authority.
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9 2. City of Garden Grove Investment Policy
The City Council adopted the current Garden Grove Investment Policy on July 20, 2019.
Please refer to Attachment 1 for the policy.
3. Most Recent Portfolio Report
Attachment 2 is the most recent portfolio report for the City of Garden Grove.
The City uses U.S. Bank Corp as its custodian and safekeeping agent to hold and manage possession of the City’s invested assets.
C. MINIMUM QUALIFICATIONS REQUIRED FOR PROPOSAL SUBMITTAL
1. Must be a registered Investment Advisor as defined and regulated by the Securities and Exchange Commission (SEC) and not a broker/dealer. Please provide a copy of SEC Form ADV, Parts I and II with the RFP.
2. Must be independent of any financial institution or securities brokerage firm or shall fully disclose any relationships with such financial institutions and/or securities brokerage firm relevant to the Consultant’s relationship with the entity.
3. Have a minimum of five (5) years of experience in providing the services requested to public agencies in an investment advisor capacity.
4. The primary consultant assigned to this engagement must have a minimum of five years of advisory experience with public sector investment management.
5. Have a minimum of $1 billion in public sector assets under ongoing and continuous active management.
6. Have no record of unsatisfactory performance as evidenced by complaints filed with the SEC or federal or state agency with jurisdiction over the services provided by the Consultant.
7. Those proposals not meeting the minimum qualifications will be deemed as non - responsive at the discretion of the City.
D. PROPOSAL CONTENT
1. Company Profile: Provide a brief profile that identifies the company information, including years in business, names previously used, and other company affiliations; description of any anticipated changes of ownership or control of the company; mailing address of the proposer’s principal place of business; mailing address; phone number, a nd fax number of the office in which the project team will be located; and other general information that is deemed as significant enough to be highlighted.
2. Litigation Issues: Address any pending or current litigation related to the services provided, and any terminated contracts with the past five (5) years with an explanation of the reasons for termination.
3. Executive Summary: Please include an executive summary that demonstrates your understanding of the City’s requirements and a summary of how you will deliver the services described in the Request for Proposal.
4. Statement of Qualifications: Describe your recent experience (within the last five years) servicing public sector clients with Investment Management Services.
5. Staff Qualifications: Please detail the experience and qualifications of key personnel who will be assigned to the City. Please include resumes outlining their experience, education and performance record.
6. Technical Approach: Describe your general project approach to accomplish the required services outlined in this RFP along with the following:
a. Demonstrate your working knowledge of current governmental investment management practices in the State of California.
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10 b. Briefly describe your investment management philosophy including your approach to managing government portfolios.
c. What technical analysis (if any) do you use?
d. How do you manage risk?
e. Describe your investment accounting and reporting system f. What performance benchmarks would be recommended for the City’s portfolio? Provide examples of portfolios similar to that of the City of Garden Grove.
g. Describe your ongoing daily investment procedures proposed for the City, including for trades, security selection, controls, etc., and how you will provide liquidity.
7. Customized Reports: Consultant must provide customized reports as requested by the City. Any additional costs for customized reports should be included in your proposal.
8. Sample Reports: Please provide a sample of monthly investment report as well as any other reports/publications routinely provided to your public sector clients.
9. All other Required Documents as mentioned on Pages 9-10 of this RFP document.
E. SCOPE OF SERVICES
The City of Garden Grove is soliciting proposals from qualified, professional, independent Consultant’s to provide the services outlined below. Best industry and/or management standards may require additional services not explicitly enumerated. The Consultant may identify and recommend additional services deemed appropriate to achieve the objectives set forth in this RFP.
The selected Consultant shall provide qualified personnel to deliver services that may include, but are not limited to, the following:
1. Investment Strategies : Develop and implement sound investment strategies to maximize the portfolio’s performance while adhering to the City’s Investment Policy and California codes.
2. Portfolio Management: Assume full management of the City’s investment portfolio, with full discretion to execute necessary trades to meet the investment objectives of safety, liquidity, and yield. Provide trade confirmations, including details such as the security’s par value, traded amount, maturity, coupon yield, and marke t comparison, to designated City staff within 24 hours of each trade.
3. Market Research : Conduct technical and fundamental market research, including yield curve analysis. Consultant must keep the City informed of changing economic conditions through emails, weekly and/or monthly reports.
4. Cash Flow Analysis: Assist the City with cash flow and maturity analysis.
5. Credit Analysis : Provide credit analysis of the investment instruments within the portfolio.
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11 6. Reporting: Prepare and deliver monthly, quarterly, and annual reports that cover:
o Local and national economic conditions
o Portfolio holdings and composition
o Performance analysis, returns, weighted average maturity, duration, performance objectives, and policy compliance
o Annual reporting to include required disclosures under Government Accounting Standards Board (GASB) statements
7. Meetings: Attend virtual monthly and/or quarterly meetings with City staff and, as needed, with elected or appointed City officials. In-person meetings might be required occasionally.
8. Risk Management : Evaluate market risk and develop strategies to minimize its impact on the portfolio.
9. Compliance: Ensure the portfolio complies with applicable policies and laws.
10. Performance Benchmarking : Establish appropriate performance benchmarks a nd include them in reporting requirements.
11. Policy Review : Conduct an annual review of the City’s Investment Policy and recommend amendments as needed.
12. Creditworthiness Monitoring: Monitor the creditworthiness of financial institutions and investments within the portfolio.
13. Online Access: Provide authorized City staff with online access to view the City’s current investment account.
14. Audit Support: Assist with inquiries and reporting requirements related to the City’s annual financial audit.
15. Coordinate with Custodian: Consultant will coordinate with the City’s third party custodian for safekeeping of securities and to settle trades.
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12 ATTACHMENT B
PRICING PROPOSAL
[Attached]
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13 ATTACHMENT C
MEEDER INVESTMENT MANAGEMENT
TERMS OF SERVICES
Meeder Public Funds, Inc.
[Attached]
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28 RFP S-1357 PROPOSAL PRICING (PAGE 1 of 3) Provide Investment Manager and Portfolio Management Services for the City of Garden Grove. Respondents must complete and submit their proposal pricing as . The fee can be structured as a fixed amount, or a percentage of the portfolio balance. The pricing proposal must include all proposed fees to administer all services set forth in Attachment A, Scope of Services. Be advised the City reserves the right of modify this Compensation & Payment Schedule during contract negotiations with the Respondent(s) selected as a result of this RFP process. Annual Cost Portfolio Management Service Fees YEAR ONE Portfolio Management Service Fees YEAR TWO Portfolio Management Service Fees YEAR THREE Portfolio Management Service Fees YEAR FOUR Portfolio Management Service Fees YEAR FIVE Portfolio Size$348,000,0000.0275%$95,700$104,4000.0300%$113,1000.0325%$121,8000.0350%$130,5000.0375% Docusign Envelope ID: 4DB63A8D-8CA4-4134-9B38-6DFC81123FE5 365
29 RFP S-1357 PROPOSAL PRICING (PAGE 2 of 3) ADDITIONAL SERVICES/COSTS: Additional pages for any additional costs not included above or additional services you wish to propose to the City must be attached and included with the proposal. All additional costs/services must be itemized, described and NTE pricing must be provided for all additional costs/services proposed. he Cost Evaluation points described in Section 8.0, EVALUATION OF PROPOSALS, of this RFP, will be based on the specified service listed above and may or may not include any of the additional costs/services proposed. Please include as part of your Pricing Proposal submission. \ \ \ \ (Signature Block on Next Page) Docusign Envelope ID: 4DB63A8D-8CA4-4134-9B38-6DFC81123FE5 366
30 RFP S-1357PROPOSAL PRICING (PAGE 3 of 3) It is understood and agreed that: a) No verbal agreement or conversation with any officer, agent or employee ofCITY, either before or after the execution of the Agreement shall affect ormodify any of the terms or obligations of this Proposal.b) CITY will not be responsible for any errors or omissions on the part of theundersigned in formulating the proposed prices, nor will Proposer be givenrelief on account of error.c) The undersigned hereby certifies that this Proposal is genuine and is notsham or collusive, or made in the interest or on behalf of any person notherein named, and that the undersigned has not directly or indirectlyinduced or solicited any other proposer to put in a sham proposal, or anyother person, firm or corporation to refrain from proposing, and that theundersigned has not in any manner sought, by collusion, to secure forhimself an advantage over any other proposer.d) The undersigned is licensed in accordance with the Laws of the State ofCalifornia.e) All proposals shall be signed in ink by the president, chief executive officer, orindividual authorized to act on behalf of the company, with current Power ofAttorney if applicable. The name and mailing address of the individualmaking the proposal must be provided.Check below where appropriate: Partnership: That are partners, doing business under the firm name of and that the co-partnership makes the accompanying proposal. Individual: That is the bidder and makes the accompanying proposal. COMPANY NAME: _______________________________ BIDDERS NAME: ________________________________ EMAIL ADDRESS: _______________________________ PHONE NUMBER: _______________________________ ____ AUTHORIZED SIGNATURE DATE Meeder Public Funds, Inc. Jason Click [email protected] 614.760.21 03/06/2025
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Terms of Services – Discretionary Accounts
Meeder Public Funds
The following Terms of Service are applicable to services offered by Meeder Public Funds, Inc. (“Meeder”) and shall be incorporated into any agreement for investment advisory services (“Agreement”).
1. Investment Management Services. Client appoints Meeder as discretionary investment manager to invest, reinvest and manage the securities, cash and other assets of the Account subject to the investment guidelines (“Investment Guidelines”) provided by Client.
2. Trading Authorization. Client grants Meeder discretionary trading authority and appoints Meeder as agent and attorney-in-fact with respect to investments in the Account. Meeder may direct the purchase, sale, exchange, conversion, delivery or other acquisition or disposition of securit ies and other investments in the Account and act on behalf of Client in all other matters incidental to the handling of Account investments , all without prior consultation with Client.
3. Custody. Meeder will not assume physical custody of the Account or any portion of it. Client shall establish a custodial account with a qualified custodian (“Custodian”). Client will receive from the Custodian account statements and confirmations identifying assets and transactions in the Account. All transactions will be consummated by payment to, or delivery by, the Custodian of all cash, securities and other assets due to or from the Account. The Custodian shall be responsible for investing any daily cash balances in the Account and Meeder will not exercise discretion to select sweep vehicles for the Account.
4. Investment Objectives and Restrictions. Client may provide Meeder with an Investment Policy Statement or other written directions setting forth the investment objectives and any specific investment restrictions or limitations which govern the Account. Meeder shall be entitled to rely on such guidelines, objectives and restrictions relating to the Account as it may receive from Client. It is Client’s responsibility to inform Meeder in writing of any changes or modifications to these directions, which shall be given ten days in advance of any such change.
5. Fees. For the services provided in accordance with this Agreement, Client shall pay Meeder an annual fee (“Fee”) as follows: Fees are billed either ☐ monthly or ☐ quarterly in arrears as selected by Client. The Fee will be ☐ deducted directly from Client’s Account or ☐ invoiced directly to Client, as selected by Client. Where Client has elected to have fees deducted Client authorizes the Custodian to deduct fees from the Account and pay them to Meeder. The account statements will reflect the fee amount withdrawn in any period. Client is responsible for notifying Meeder of any exceptions or objections to the amount billed within thirty days from the billing date.
6. Brokerage. Unless otherwise directed, Meeder will place trades for the Account through such brokers or dealers as it may select. When selecting brokers, Meeder's primary consideration will be the broker's ability to provide best execution of trades and Meeder may consider the quality and reliability of the brokerage services, trade price and commission, as well as research and other services provided by the broker -dealers.
7. Trade Aggregation . Meeder may aggregate trades for multiple clients when, in the adviser’s judgment, aggregation is in the best interests of the clients involved. Orders are aggregated to facilitate best execution and each client participating in the aggregated transaction receives the same price and participation in such trade on a pro-rata basis. Where it is not possible to obtain the same execution price for all securities purchased or sold on an aggregated basis, Meeder will follow its trade allocation policy, which is designed to ensure that securities allocations are made in a fair and equitable manner.
8. Promoter Arrangements. Meeder accepts Clients referred through unaffiliated third parties (“Promoters”) and may pay cash compensation for the endorsement of Meeder’s services, which provides the Promoter with an incentive to refer clients. Clients will not incur additional fees for being referred to Meeder by a Promoter. Clients Docusign Envelope ID: 4DB63A8D-8CA4-4134-9B38-6DFC81123FE5 368
MPF Terms of Services – MPF 005 (5-25) Page 2
that engage Meeder as their investment adviser following a referral by a Promoter will receive a written disclosure statement describing the nature and terms of the arrangement, including the amount payable to the Promoter.
9. Local Government Investment Pools . Where appropriate, Meeder may recommend the use of a Local Government Investment Pool (“LGIP”) in which Meeder or one of its affiliates earn advisory and/or administration fees. Assets placed in an LGIP are not included among eligible assets when calculating the investment advisory fee. Because Meeder or its affiliates receive fees in connection with programs we sponsor or recommend, use of these programs presents a conflict of interest. By investing in an LGIP, Client specifically consent s to the conflicts presented by such investment and payment of fees.
10. Custodial Sweep Vehicles. Where available, Meeder may recommend the use of the Meeder Government Money Market Fund as a v ehicle to sweep cash held in the custodial account for investment. Because Meeder’s affiliates earn advisory, transfer agency and administration fees for management of the Meeder Government Money Market Fund, recommendation of the fund as a sweep vehicle presents a conflict of interest .
Meeder charges investment advisory fees on the total market value of assets held in the custodial account, including sweep vehicles. By selecting the Meeder Government Money Market Fund, Client specifically consent s to the conflicts presented by such investment and payment of fees.
11. Third-Party Payments. Meeder or its affiliates receive compensation from unaffiliated third parties for endorsing or recommending certain financial products to its clients. This arrangement presents a conflict of interest because it provides Meeder with an incentive to solicit and secure participation in the program. Asset-based advisory fees are not charged for assets invested in products that pay indirect compensation to Meeder.
12. Proxy Voting. Meeder does not accept or assume authority to vote proxies for its public fund clients.
Clients will receive their proxies or other solicitations directly from their Custodian. Client agrees that Meeder will not advise or act for Client in any legal proceedings, including bankruptcies or class actions, involving securities held or previously held by the Account or the issuers of such securities.
13. Electronic Delivery. Client consents to electronic delivery of all documents from Meeder, including but not limited to a copy of the executed Agreement, statements, confirmations, Meeder’s Form ADV Part 2 and amendments thereto , and other general communications delivered to Client’s electronic mail address of record.
Delivery of communications to Clients in this fashion will be deemed effective unless Meeder is notified otherwise.
Client is responsible for maintaining an accurate and up to date email address and to ensure that Client at all times has the ability to receive communications directed in this manner.
14. Confidentiality. All information and advice furnished by either party to the other, including their respective agents and employees, shall be treated as confidential and shall not be disclosed to third parties except as otherwise required by law or as agreed to in writing by Client . Notwithstanding the foregoing, Client consents to the use of Client 's name in sales and marketing material used by Meeder or its affiliates solely for the purpose of identifying the Client as an investment advisory client.
15. Services to Other Clients. Client understands that Meeder serves as investment adviser for other Clients and will continue to do so. Client also understands that Meeder, its personnel and affiliates ("Affiliated Persons") may give advice or take action in performing their duties to other clients, or for their own accounts, that differ from advice given to or action taken for Client . Meeder is not obligated to buy, sell or recommend for Client any security or other investment that Meeder or its Affiliated Persons may buy, sell or recommend for any other client or their own accounts.
16. Meeder’s Representations. Meeder represents that it is a registered investment adviser under the Investment Advisers Act of 1940.
17. Client’s Representations . Client represents and acknowledges that: (i) Client is the sole owner of the Account assets and has full power and authority to enter into this Agreement and to commit the assets to Meeder's management and supervision; (ii) that the person signing this Agreement on behalf of Client is authorized and empowered to establish accounts and commit the assets to Meeder's management and supervision on the entity’s behalf; (iii) Client has received Meeder's current Form ADV , Part 2A and B ; and ( iv) Client has received a copy of Meeder's Privacy Policy.
Docusign Envelope ID: 4DB63A8D-8CA4-4134-9B38-6DFC81123FE5 369
Print Date 5/19/2025 9:07:44 AM
City of Garden Grove
Compliance Summary Report
Vendor Number
Vendor Name
AM Best Rating
Insurance Carrier
Policy #
Eff. Date
Exp. Date
Coverage
V01570
MEEDER PUBLIC FUNDS,
INC. dba MEEDER
INVESTMENT MA
Compliant
Ag , XV
Valley Forge Insurance Company
6025571227
4/1/2025
4/1/2026
Auto Liability
Ag , XV
Valley Forge Insurance Company
6025571227
4/1/2025
4/1/2026
Excess Liability
A , XV
Continental Casualty Company
6025571227
4/1/2025
4/1/2026
General Liability
A , XV
Continental Casualty Company
652130249
7/31/2024
7/31/2025
Professional Liability
A+g , XV
Everest National Insurance
Company
fl5ex00540241
7/31/2024
7/31/2025
Professional Liability
Ar , XV
Allmerica Financial Benefit
Insurance Company
w2wj682426
4/1/2025
4/1/2026
Workers Comp
Risk Profile :
IT Professional Services
Required Additional Insured :
City of Garden Grove, its officers, officials, agents, employees and volunteers Docusign Envelope ID: 4DB63A8D-8CA4-4134-9B38-6DFC81123FE5 370
Item 218/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Jany Lee
Dept:
City Manager Dept: Human Resources
Date: 6/10/2025
Subject: Adoption of a Resolution implementing the terms and conditions of employment for Central Management. (Action Item)
OBJECTIVE
To obtain City Council approval of a resolution implementing terms and conditions of employment for the City’s Central Management classifications identified in the Resolution.
BACKGROUND/DISCUSSION
At the direction of the City Council, the City extend ed its current Memorandum of Understanding (hereinafter “MOU”) with the Garden Grove Police Association and negotiated a new MOU with the Garden Grove Police Management Association with similar terms and conditions of employment. These agreements are set to expire on June 30, 2027.
Accordingly, a Resolution for Central Management employees has been prepared to align with the City Co uncil’s direction to provide similar wage and benefit provisions to ensure consistency across employee groups. A new Resolution provides for the following:
A three percent (3.0%) base salary increase effective July 2025; Eliminate Step A of the salary schedule in July 2025; Create a new Step J with the rate to be five percent (5%) higher than Step I in July 2026;
Eliminate Steps B and C of the salary schedule in July 2026; Cafeteria Benefit to be consistent with other bargaining groups; and Vacation accrual rates to be consistent with OCEA Employee’s League and Employee’s Association.
FINANCIAL IMPACT
The estimated annual cost of a three percent (3%) base salary increase is approximately $131,000. Establishing a new Step “J” at five percen t (5%) above Step “I” and eliminating Steps “A”, “B”, and “C” is projected to cost $141,400 in the year of implementation.
371
Item 218/2025
At this time, the cost impact of increased cafeteria plan contributions cannot be determined, as further information is still pending.
These estimates do not include routine cost increases associated with merit -based step advancements, changes in eligibility for specialty pay, employee promotions, or associated pension impacts.
Appropriate budget appropriations reflecting the agreed-upon terms of the new MOU will be incorporated across all applicable funds.
RECOMMENDATION
It is recommended that the City Council:
Adopt the attached resolution implementing terms and conditions of employment for the City’s Central Management group; and
Authorize the City Manager to finalize any last minute language changes that may required.
ATTACHMENT(S)
1. Central Management Resolution 2025
372
GARDEN GROVE CITY COUNCIL
RESOLUTION NO.____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GARDEN
GROVE ESTABLISHING SALARIES, FRINGE BENEFITS AND
EXEMPTING CENTRAL MANAGEMENT CLASSIFICATIONS FROM
MUNICIPAL CODE SECTION 2.44.390 AND OVERTIME, AND ADJUSTING THE CITY MANAGER BASE SALARY.
WHEREAS, Chapter 2.44 of Title 2 of the Garden Grove Municipal Code provides that the City Council shall by resolution: (1) establish salary ranges and salary rates and the allocation of classes thereto; and (2) set forth the classification of full -time positions in the various City departments and offices;
BE IT RESOLVED that the City Council does hereby rescind Resolution No. 9753-22; and
BE IT FURTHER RESOLVED that the City Council does establish the following:
SECTION 1: CENTRAL MANAGEMENT CLASSIFICATIONS
For purposes of this Resolution, Central Management positions are identified as follows:
Classification Salary Range
Assistant City Manager
Community Development Director
C255
C245
Community Services Director C240
Economic Development Director C245
Finance Director C245
Information Technology Director C240
Human Resources Director C240
Police Chief C258
Public Works Director C245
Deputy City Manager C240
SECTION 2: SALARIES AND COMPENSATION
A. Wages
Effective in the pay period following July 1, 202 5, all members of the central management group shall receive a three percent (3%) increase to base salary.
Effective in the pay period following July 1, 2025, current s tep “A” will be 373
Resolution No.____
June 10, 2025
eliminated.
Effective in the pay period following July 1, 2026, step “J” (a five percent (5%) step) on the salary schedule shall be created. Members of the unit who, as of the pay period following July 1, 2026, have been in step “I ” for over a year may be eligible for a merit increase.
Effective in the pay period following July 1, 2026, current steps “B” and “C” shall be eliminated.
B. Bilingual Pay
The City will pay eighty- five dollars ($85) each pay period to a designated bilingual employee required to use his full -range of bilingual abilities (Vietnamese, Korean, Spanish, and/or any other language designated by the City Manager) on City business. Determination of capability shall be made by qualifying test established by the City of reading, writing, and speaking ability in the given language. An employee so designated by the City shall be required to translate at any time.
The City will pay sixty -five dollars ($65) each pay period to a designated bilingual employee required to use his verbal -only bilingual abilities (Vietnamese, Korean, Spanish and/or any other language designated by the City Manager) on City business. Determination of capability shall be made by qualifying tests established by the City of speaking ability in the given language. An employee so designated by the City shall be required to translate at any time. An employee may cease to be in a designated position as a result of transfer, promotion, or other reassignment.
To the extent permitted by law, Bilingual Pay will be reported to CalPERS as special compensation per Title 2 California Code of Regulations section 571(a)(4) and 571.1(b)(3) for Bilingual Premium.
SECTION 3: FRINGE BENEFITS
Unless otherwise provided, benefits and leave policies as offered to the Middle Management group will be offered to the classifications listed in this Resolution.
A. Cafeteria Benefit
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Resolution No.____
June 10, 2025
Upon authorization from the City Manager, changes to the cafeteria benefit contribution may be afforded to Central Management members if changes to the cafeteria benefit contribution rate s and terms are negotiated for other bargaining units. The distribution of this monthly rate into tiers (e.g., single, two-person, family, and waiver) shall be determined annually by the Human Resources Director and approved by the City Manager.
B. Health Insurance
The City shall contribute on behalf of each employee and each eligible retiree, the monthly PERS statutory minimum toward the payment of premiums for health insurance under the PERS Health Insurance program.
Retiring employees and their dependents shall have available the ability to continue to participate in the PERS Health Insurance program. The eligibility of participation shall be determined by the PERS program.
C. Tuition Reimbursement
Central Management employees are not eligible for any education incentive programs offered by the City but are eligible to participate in the Tuition Reimbursement Program.
D. Vacation Buy-Back
Central Management employees may elect to convert unused vacation benefit at their hourly rate of pay into cash anytime during the calendar year, provided that they retain after such conversion at least eighty (80) hours of unused vacation benefits.
E. Sick Leave Sell Back/Payoff
Central Management employees who are eligible and meet the same conditions for annual sick leave sell back as other employees shall receive $.70 on the dollar based upon the pay rate in effect as of June 30.
At retirement, Central Management employees shall be paid an amount equal to 50% of his/her total accumulated but unused sick leave hours. Any remaining accumulated but unused sick leave hours will be used toward the extension of their service period under the PERS retirement system, subject to Government Code Section 20965.
375
Resolution No.____
June 10, 2025