Garden Grove City Council
June 10, 2025

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 This Page Left Intentionally Blank

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.



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. 

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.

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

BUDGET

SUMMARIES

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.

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.

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.

THE PEOPLE OFTHE PEOPLE OF

GARDEN GROVE

THE PEOPLE OF

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POLICEPOLICE

POLICEPOLICEHUMANHUMAN

RESOURCES
HUMAN

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& HOUSING

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DEVELOPMENT PUBLICPUBLIC
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MAYOR ANDMAYOR AND

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CITY COUNCIL

CITY MANAGERCITY MANAGER

CITY MANAGERCITY MANAGER CITY ATTORNEYCITY ATTORNEY

CITY ATTORNEYCITY ATTORNEYASSISTANT CITY ASSISTANT CITY

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ASSISTANT CITY

MANAGER

ASSISTANT CITY

MANAGER
City of Garden Grove
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
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.

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.

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
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DEPARTMENTAL

BUDGETS
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.

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.

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
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
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.

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

FIRE DEPARTMENT

Effective August 16, 2019, City Fire and Emergency Medical services are provided through contract with the Orange County Fire Authority (OCFA).

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

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.

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 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 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.

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
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

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.

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.

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.

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
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

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.

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 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 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.

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
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

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.

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.

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
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

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.

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.

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.

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
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

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.
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

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).

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
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
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.

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 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 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.

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.

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
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

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.
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.

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.

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.

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.

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
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
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
Non-Departmental
Non-Departmental budget includes debt service payments and utilities for facilities Citywide.

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
This Page Left Intentionally Blank

SUCCESSOR
AGENCY

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

HOUSING

AUTHORITY
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

WATER UTILITY

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

SANITARY DISTRICT

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

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
This Page Left Intentionally Blank
5-YEAR CAPITAL

IMPROVEMENT PLAN

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.

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.

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.

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.

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

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 This Page Left Intentionally Blank

OVERNIGHT

CONFERENCES
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 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 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 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 This Page Left Intentionally Blank