Orange City Council
June 14, 2022

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June 14, 2022
Honorable Mayor and Members of the City Council:

I am pleased to submit for your consideration the Fiscal Year 2022-2023 (FY23) Budget.

This Budget incorporates the City’s firm commitment to fiscal responsibility, effective use of our resources, and high quality service delivery to our residents, businesses, and visitors. In addition, this budget has added a 10-year forecast planning analysis to help the city understand the longer-term impact of current decisions proposed.

Looking back at the past year, it is evident the residual effects of the pandemic have become less detrimental on our local economy. In the last year, we have seen increases across every industry, particularly in oil and gas as well as restaurant and hotel industries.

As Federal, State and County COVID guidelines relaxed and more patrons felt comfortable venturing out of their homes to travel and shop, we saw increased sales in the auto and general consumer goods industries.

As previously noted, with most industries recovering from the COVID-19 pandemic, revenues continue to trend upwards. It is expected that our FY 23 revenue will steadily increase from our adopted FY 22 estimates, with sales tax, transit occupancy tax, and fees for services and licenses and permits leading the growth. Inversely, the cost to deliver services to residents, businesses, and visitors continues to increase substantially.

At $130.7 million, the General Fund expenditure budget reflects the rising costs of doing business while also ensuring the multi-faceted needs of the community are met, with a particular focus on the City Council’s commitment to public safety.

While the economy has slowly been rebounding from the unprecedented circumstances related to the COVID-19 pandemic, the stability of the economy remains uncertain. High inflation rates affecting the cost of goods and services and the staffing shortages in the food service, hospitality, and retail industries are indicators that the City will continue to monitor to ensure we adapt our fiscal actions to match the economic reality that is ahead.

As in the past, the City Council has made it a priority to continue to implement prudent and conservative fiscal policies to weather fluctuations in the economy while still balancing the growing needs of the community.

Orange continues to have a bright future. We remain one of the safest cities in California; we have an outstanding business environment and are home to several major corporations, hospitals, regional shopping centers and a diverse group of small businesses; we have one of the nation’s largest historical districts – Old Towne Orange – with its thriving plaza area commercial district; we have excellent and well-maintained residential neighborhoods and parks; and, our residents have tremendous community ii
spirit with a great deal of pride in their hometown. In spite of the residual effects of the pandemic, Orange continues to take a proactive response to address all issues affecting our citizens and business community. The budget for FY 23 has been prepared to be responsive to the needs of the citizens and businesses of the City of Orange with a focus on public safety while being fiscally responsible in an effort to prepare for any potential economic downturns.

GENERAL FUND REVENUE
Total General Fund revenues for FY 23 are projected to be $130.7 million. • Property Tax is the largest source of General Fund revenue and is expected to be $50.6 million, a $2.2 million, or 4.5% increase from FY 22 estimates. There continues to be minimal impact on property tax collections, despite the potential for nonpayments due to economic hardships resulting from the pandemic. Annual increases in assessed property values and more property tax increment distributed from the County of Orange for the Successor Agency are projected to contribute higher property tax receipts. In addition, property tax in lieu of motor vehicle license fees is expected to be above budget as this revenue is tied to property tax growth. • Sales Tax The City anticipates receiving $50.1 million in net sales tax revenue, the second largest sources of General Fund Revenue. We anticipate that auto sales will continue to increase slightly, as demand continues to be high despite inventory shortages. The positive performance in building and construction activity seen in previous years is anticipated to remain flat as more consumers spend their money on other sectors and interest rates continue to increase. Restaurants are expected to trend upwards, as there are no anticipated state restrictions on capacity and indoor gathering in the future. We expect fuel sales begin to decrease from record highs beginning in the 4th quarter of 2022. We are also aware that fuel prices may also discourage the use of vehicles, temporarily deferring an increase in fuel sales. With the shift to online shopping, especially during the pandemic, allocations from the county tax pool will continue to bring in more revenue than in previous years as more consumers continue to prefer online shopping; consequently, general consumer goods growth is expected to be flat.
• Transient Occupancy Tax (TOT) is projected to be $5.1 million, an increase of about $690,000 (15.7%) above the FY 22 estimate. Both business and leisure travel continue to ease out of the effects from the pandemic due to fewer restrictions on federal and state mandates and more consumer confidence on traveling. The Disney resort has been fully open with minimal restrictions since last year, and stadiums are open, resulting in an increase in TOT to the various resorts and hotels within its vicinity. Short term rentals also have contributed a portion of the TOT. • Fees for Services and Licenses and Permits account for a combined $11.5 million and are set by the Master Fee Schedule. As part of the preparation of the FY 23 budget, staff has updated current charges for services based on revised time estimates and costs for delivering each service. With the proposed fees, we anticipate recovering approximately 63% of costs associated with provided services. As more iii
Sales Tax,
$50,098,773
Property Tax,
$50,611,117
Transient Occupancy Tax,
$5,090,000
Other Taxes , $900,000
Franchises , $2,641,702
Licenses & Permits ,
$6,163,360
Fines & Forfeitures ,
$2,130,000
Use of Money & Property ,
$1,609,544
Revenue from Other
Agencies , $1,700,000
Fees for Services ,
$5,306,479
Miscellaneous Revenues ,
$950,000
Inter-fund Revenue ,
$3,531,732
in-person participation continues in leisure activities, particularly in sports and recreation class enrollment, as well as continued development activity, we anticipate increases of fees for services. As for licenses and permits, after following the prior year’s trend, building-related permits and annual fire permits are anticipated to remain steady in FY 23, with regular fee increases expected. Increased fees include mechanical, electrical, and plumbing permits as well as new construction plan check and inspection fees. Additionally, some fees have decreased slightly due to minor decreases in cost, as applicable.
• Fines and Forfeitures are projected to be $2.1 million, an increase of about $280,000 (15%) from FY 22 estimates. Previous years’ fines were down significantly as parking enforcement was suspended due to COVID restrictions, and moratoriums were placed on certain fines and penalties. These areas are expected to be back in full force, which leads to an anticipation in returning to pre-pandemic revenue levels.

FY 23 General Fund Revenues
While we anticipate the projected revenue amount of $130.7 million for FY 23, we continue to remain cautious that any future growth in General Fund revenue will be modest and will occur gradually as the economy continues to emerge in all sectors of industry and commerce.

FY 23 General Fund Expenditures
The City is fortunate to have the history of conservative spending practices. These provided a model in ambiguous economic times, when a strong national economy did not necessarily translate to robust local revenues to provide a healthy offset to everincreasing expenditures. Over the years, early implementation of many budget reduction iv
measures, including departmental operating budget reductions, underfunding internal service fund allocations, implementing operational efficiencies, and freezing vacant positions, has enforced this standard while maintaining a stable financial position. The City has continued to implement these budget-balancing measures over the past several years and has remained vigilant in controlling spending growth during better financial times.

For FY 23, to ensure our ability to adopt a balanced budget, we are implementing the following key budget-balancing measures:
• Departmental Budget Reductions: In FY 19, an analysis determined that departments had not been using their entire budgeted allocation by the end of each fiscal year. This was primarily the result of vacant positions and more efficient use of operation monies. As such, the City Council adopted a budget reduction policy to “close the gap” on, what was then, an anticipated budget deficit. In past years, the outcome of this policy direction yielded a General Fund expenditure reduction of about $2.5 million through decreases on all department budget salaries and benefits (S&B) by 2.5%, and on maintenance and operations (M&O) by 5%. For FY 23, it remains clear a portion of this budget reduction policy should continue in order to close an expected gap between anticipated revenues and projected expenditures. City departments were given their respective target reduction amounts, resulting in a total expenditure reduction of $1.2 million in M&O only. We also anticipate additional savings as staff will charge approximately $750,000 in administrative and design costs to capital improvement projects in FY 23. Applying this to the FY 23 budget, these savings will be counted in advance, which will result in a reduced revenues over expenditures amount at the close of FY 23.
• Use of Anticipated Vacancy Savings: In the past several years, salaries and benefits cost have been a source of end-of year savings of approximately $3.5 million.

This is mostly due to position vacancies through normal attrition or those intentionally not filled. Coupled with the many recent and upcoming retirements of City staff, it is reasonable to assume we will likely have $3.8 million of unused appropriation at the end of the year, approximately 4% of the total budget allocated for salaries; therefore, the FY 23 budget assumes approximately $3.8 million of anticipated vacancy savings that will be used as a source of funds to balance the budget. • PERS Retirement Costs: On March 15, 2021, the City successfully issued 2.7% Pension Obligation Bonds (POBs), in the amount of $286.5 million, to effectively refinance the City’s Unfunded Accrued Liability (UAL) with CalPERS as of that date.

The UAL represented ongoing expenditures with a 7% interest/discount rate, coupled with increasing annual contributions to reduce the overall balance. The overall savings as a result of the issuance of the POBs in the General Fund for FY 23 is $5.9 million.

Concurrent with the issuance of the POBs, Council adopted a comprehensive Reserve Policy and Pension Funding Policy, which established the reserve levels for various City funds, as well as a method to proactively manage future unfunded pension liabilities.
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As a result of these balancing measures, the $130.7 million General Fund Expenditure is balanced with revenues exceeding expenditures by $9,000.

FY 23 General Fund Expenditures
ESTIMATED GENERAL FUND BALANCE FOR FY 23
As a result of the second installment of the ARP monies being received prior to the close of FY 22, increased revenues, and reduced expenditures, the FY 23 projected beginning General Fund unreserved fund balance was $23.5 million. FY 23 revenues of about $130.7 million and expenditures of about $130.7 million result in a balanced budget with a small surplus of $9,000, bringing the unreserved fund balance to $1.2 million, after recommended transfers of $22.3 million from the unreserved fund balance to the following funds: $7.75 million to the Computer Equipment Replacement Fund; $7.0 million to the Capital Projects Fund; $5.75 million to the Equipment Replacement Fund; and $660,000 to General Liability Fund. In addition, we propose the FY 23 budget include a $1.1 million transfer of General Fund monies to the General Fund Contingency Reserve, bringing the reserve balance to $21.77 million, in compliance with the City’s established policy amount. This results in a FY 23 estimated ending General Fund reserved and unreserved fund balance just under $23 million. When the final results of FY 22 are presented at the vi
October meeting, City Council will have the opportunity to give direction to replenish the other various reserve funds.

Estimated Available General Fund Balance
Unreserved Fund Balance Available @ 6/30/22 $23,468,556 FY 23 Estimated Revenues $130,732,707
FY 23 Estimated Revised Expenditures (130,723,636)
Net Surplus 9,072

Transfers Out
Transfer to Computer Replacement Fund (7,750,000)
Transfer to Capital Improvement Fund (7,000,000)
Transfer to Equipment Replacement Fund (5,750,000)
Transfer to General Liability Fund (600,000)
Transfer to General Fund Contingency Reserve (1,093,938) Total Transfers Out (22,253,938)
Estimate Available Fund Balance @ 6/30/23 1,223,690
General Fund Catastrophic Reserve 21,761,898

Est. Reserved & Unreserved General Fund Balance @ 6/30/23 $ 22,985,588 FY 23 Reserve and Unreserved Fund Balances
Estimated Available Reserves @ 6/30/23
Accrued Liability/PERS set-aside (Fund 760) $6,236,040
Capital Projects (Fund 500) 9,203,718
Information Technology Capital (Fund 790) 5,567,966
All Other Internal Service Funds (various) 6,950,326
Total Est. Available Reserves @ 6/30/23 $27,958,050
Unreserved General Fund Balance 1,223,690

General Fund Catastrophic Reserve 21,761,898
Total Est. Available Reserves @ 6/30/23 $50,943,638

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REVIEW OF OTHER KEY FUNDS
While the General Fund accounts for approximately 49% of overall expenditures, there are several other funds managed by the City. The FY 23 budget reflects a total of $267.2 million in expenditures for all funds. The key areas are summarized below:

The Water Enterprise Fund, which includes both operating and capital expenditures, is projected to begin FY 23 with an available fund balance of $2.9 million. Revenue and expenditures are estimated at $42.2 million and $42.7 million, respectively, which includes $2.2 million in water capital projects. As a result, the expected ending FY 23 available fund balance is about $2.4 million. It should be noted that this fund balance estimate assumes all funding for multi-year projects will be spent in FY 23. While most of the funding is budgeted up-front, the project balances are carried over until completion and are included in the year-end fund balance once the FY 22 accounting records are finalized.

The Sanitation Fund, which includes sewer maintenance, tree trimming and environmental compliance services, is projected to begin FY 23 with an available fund balance of $2.7 million. FY 23 revenue projections are $5.9 million and expenditures are $7.8 million, resulting in an estimated ending fund balance of about $771,000. Specific to the Sewer Capital Projects Fund, the FY 23 revenue estimate is $2.2 million and capital improvement expenditures towards sewer line replacement and maintenance are $2.2 million. The estimated FY 23 ending fund balance is $1.9 million.

The Gas Tax Fund is projected to begin FY 23 with a fund balance of about $530,000.

FY 23 revenue estimates are $4.0 million with expenditures of about $4.5 million, resulting in an ending fund balance of about $83,000. Specifically, The Road Maintenance and Rehabilitation Account (RMRA) will begin FY 23 with a fund balance of about $360,000.

In FY 23, the City will receive about $3.1 million from the State, which will be fully allocated towards Pavement Management Program expenses.

CITY HIGHLIGHTS
As the economy rebounds from the residual effects of the pandemic, the City has taken the opportunity to continue to make positive enhancements and changes in the community and to the organization:
• Public Safety – Police Department Enhancements: In an effort to enhance services and continue providing exceptional public safety services, several key positions were added to the Orange Police Department in FY23. This includes the addition of five sworn Police Officers, the unfreezing of 6 sworn officer positions, two full-time Parking Control Officers, two Police Services Officers, and a full-time Civilian Investigative Officer. The addition of the Parking Control Officers will assist with the influx of parking complaints and associated issues, particularly generated in the busy downtown Plaza area. The addition of the Police Services Officers will alleviate sworn positions by viii
performing non-sworn administrative, patrol and investigative duties, including the management of digital evidence collected through the body worn camera program.

And finally, the Civilian Investigative Officer will assist with the background investigative services required to onboard new police officers and meet ongoing recruiting demands, ensuring the department continues to attain the highest level caliber of employee.
• Public Safety – Fire Department Implementation of Ambulance Operator Program: In response to increased calls for service, the Fire Department will implement an Ambulance Operator Program, adding 12 full-time employees (FTE) and 6 part-time staff. The program bolsters the current Fire Department’s service capacity by adding a fifth rescue ambulance and increasing the staffing levels of the truck companies. It is anticipated the program will increase availability of the rescue ambulances, provide staffing levels recommended by the National Fire Protection Association (NFPA), and enhance the ability to manage and control emergencies without depleting departmental resources when multiple requests for service occur. • Continued Focus on Economic Development: Attracting and retaining businesses in Orange has always been a critical focus for the City. Recognizing the strength of our local economy is an essential driver to the success of the City, our staff continues to look at traditional and innovative ways to provide business development services.

The City continues to strengthen relationships with existing businesses with a focus on large employers and those businesses that generate significant revenue for the City. Partnerships with the Chamber of Commerce, the Small Business Administration, and the Small Business Development Center help us provide the support that our small businesses need to thrive. In addition, a vital component of our business development program is ensuring for a streamlined and efficient land-use entitlement process. Our Community Development Department is in the process of developing the North Tustin Specific Plan to ensure that zoning in the area allows flexibility to encourage the redevelopment of aging commercial centers. Some key businesses currently in the entitlement process and planning to invest in Orange include a third In-N-Out location and CHOC, who is building a new medical office building and expanding an existing parking structure. Finally, the Orange Plaza Paseo street closure during the pandemic provided a lifeline to downtown businesses and helped lay the groundwork for a strong economic recovery in Old Towne. The result is that we continue to see significant private property investment in the downtown core with new businesses such as Finney’s Crafthouse & Kitchen, blk.coffee, and The Richland Hotel bringing new life to historic buildings. • New Fire Headquarters Coming Soon: The new Fire Headquarters and Station No. 1 facility, located on the 1.5 acre City-owned property sited on East Chapman at Water Street, has been under construction since January 2021. This new facility will provide increased emergency service response to the Old Towne and immediate surrounding area, and to the general population of the City of Orange. Furthermore, the project will replace the current 50-year old Fire Station No. 1 and Headquarters building, and provide for improved administrative and training space, and increased room for fire apparatus. The total cost of the project, including design, construction, and outfitting, is estimated at $24.9 million and will utilize funds from the successful issuance of ix
Lease Revenue Bonds in July 2020. It is estimated the project will be completed in Summer 2022.
• City Continues to Make Significant Investments in its Capital Improvement Plan (CIP): Over the past several years, despite challenging economic conditions and especially during the COVID-19 pandemic, we have seen a high level of capital improvement activity in Orange. Looking forward, the CIP identifies 149 projects proposed for the five-year period. For the upcoming fiscal year, there are 19 new budgeted projects and continued investment in 130 projects that are either a continuation of previously approved plans, or anticipated to start during the out-years.

With these proposed projects, the City Council will be investing $38.1 million in the upcoming fiscal year and $122.0 million over the five-year planning horizon. This is a major investment in the City’s infrastructure, and represents a significant commitment to our community’s future. As in years past, funding for the CIP comes from different sources including Gas Taxes, Measure “M”, Developer Impact Fees, State and Federal Grants, former Redevelopment and Lease Revenue Bond Proceeds, and Community Development Block Grants. The following are highlights of the FY 23 Capital Improvement Plan:
• Completion of construction of the Fire Station Headquarters and Station No. 1. • Rehabilitation of the Police Headquarters Atrium.
• Design and development of a pickleball and fitness facility in Hart Park • Design and construction of the Corp Yard Renovation project. • Installation of video surveillance and heightened security in Hart Park • Installation of shade sails in tot lots at La Veta and Belmont Parks • Rehabilitation of Orange library facilities, including ADA door access at Taft Library
• Commitment of $6 million to the Pavement Management Program and an additional $7.6 million for street maintenance and rehabilitation efforts at various locations throughout the City.
• Commitment of $3.5 million towards 7 projects intended to maintain or improve the City’s water production and distribution, including $1.5 million for pipeline replacement.
• Commitment of $2.2 million to the Sewer Replacement Program

LOOKING FORWARD
The economy is improving incrementally as the City Council’s prudent policies continue to set the stage to meet the budgetary challenges and demands of FY 23. While it is important to continue on the path of caution to ensure long-term fiscal health, the City Council works hard to be able to allocate the necessary resources to allow the City to provide the citizens and businesses of the City with the excellent services they have come to expect and to bolster the City’s public safety.

While the Orange economy projects a positive outlook, the nation is currently experiencing higher inflation as the economy transitions from the pandemic and supply x
catches up to demand, with moderately higher inflation expected to continue through the end of 2023. Following the adoption of the FY 23 Budget, staff will continue to monitor the economy, and be vigilant with the City’s budget by taking proactive and reactive measures as needed. We will stay focused on the status of our current fiscal condition as well as plan for an equally challenging FY 24 budget.

We are optimistic that the reopening of the economy will yield a renewal in economic activity for our City, which in turn will provide resources to continue our mission to provide exceptional customer services to our Orange residents.

THANKS AND APPRECIATION
Undoubtedly, the preparation of this budget would not be possible without the dedication and commitment of the City’s Department Heads and their key staff members. A special note of thanks to the Finance team who worked extra hard to modify some of their forecasting and budgeting processes to meet my expectations as the new City Manager.

The extra effort required to prepare the departmental budgets overlays on top of the busy demands of the City’s day-to-day operations.

I would also like to express my appreciation to the members of the City Council for your confidence in the City’s management team as well as your policy direction in this budget process. As they say “it takes a village” and often requires some compromise to get to a final plan. I believe this document reflects the consensus direction you provided, and will meet the needs of our Departments to continue to provide top quality service and services to our community.

Sincerely,
Rob Houston
City Manager
FY 23

HISTORICAL SUMMARY OF REVENUES AND EXPENDITURES

BY FUND TYPE
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

REVENUES
General Fund 117,508,147 126,143,227 147,571,901 130,732,707 Special Revenue 25,549,480 38,476,100 38,662,426 24,520,873 Capital Projects 12,512,467 10,233,663 10,391,075 7,923,833 Enterprise 35,733,744 39,052,124 40,099,016 42,248,459
Internal Service 14,396,985 13,174,073 14,419,506 16,831,180 Redevelopment (Successor) 5,681,113 5,211,089 5,569,672 5,574,021 Total Revenues 211,381,936 232,290,275 256,713,596 227,831,073

EXPENDITURES
General Fund 116,773,275 367,310,988 98,536,187 130,323,637 Special Revenue 30,353,415 44,082,582 57,401,484 29,005,249 Capital Projects 10,929,915 19,766,545 26,218,843 17,785,228 Enterprise 35,010,073 35,983,196 24,353,287 42,745,402
Internal Service 17,072,605 19,842,809 21,263,400 24,989,944 Redevelopment (Successor) 1,505,929 1,273,252 859,524 5,573,025 Total Expenditures 211,645,212 489,207,157 233,965,736 267,177,858 1 FY 23

SCHEDULE OF CHANGES IN FUND BALANCE
Est. Available Estimated
Fund Fund Balance Transfers Transfers Estimated Estimated Fund Balance No. Funds 7/1/2022 In Out Revenues Expenditures 6/30/2023

GENERAL FUNDS
100 General Operating Fund 23,468,556 - 22,653,938 130,732,707 130,323,636 1,223,690 TOTAL GENERAL FUNDS - 23,468,556 22,653,938 130,732,707 130,323,636 1,223,690

SPECIAL REVENUE FUNDS
110 Building Records Management 533,473 - - 153,422 128,038 558,857 115 Business Investment 2,792,503 - - 6,652 - 2,799,155 120 Proposition 172 413,904 - - 872,851 957,703 329,052 125 Emergency Transport Program 36,992 400,000 - 2,875,420 3,293,285 19,127 130 PEG Program 201,881 - - 252,807 248,935 205,753
140 CASp 287,133 - - 66,157 1,601 351,689
150 O.C.P.T. Building Maintenance 111,069 - - 15,581 10,485 116,165 220 Sanitation and Sewer 2,685,866 - - 5,839,334 7,753,977 771,223 245 Air Pollution Reduction 98,238 - - 182,478 273,746 6,970 263 Traffic Improvement - Measure M2 678,515 - - 3,654,394 4,263,368 69,541 270 Gas Tax 526,876 - - 4,005,254 4,449,072 83,058
274 Road Maintenance Rehabilitation Account 356,809 - - 3,140,323 3,487,943 9,189 287 Citywide T.S.I.P. 1,520,810 - - 150,350 568,990 1,102,170 291 Santiago Hills Landscape District 920,480 - - 904,415 931,892 893,003 293 Sycamore Crossing Landscape District 98,522 - - 48,237 47,739 99,020 294 Del Rio Landscape Maint. District 266,772 - - 90,308 106,014 251,066 310 C.D.B.G. 231,300 - - 1,119,937 1,316,306 34,931
312 SB2 (1,435,695) - - - - (1,435,695)
315 C.D.B.G. - Deferred Loan/Housing Rehab 341,034 - - 1,436 - 342,470 316 Federal Rental Rehabilitation 153,472 - - 591 - 154,063 317 H.O.M.E. Grant - - - 492,223 486,812 5,411
320 California Parklands 130,070 - - 501 - 130,571
350 Traffic Safety Grant 522,623 - - 141,883 22,400 642,106 353 Federal Police Grants (3,891) - - - - (3,891)
354 A.B. 3229 - COPS/State 776,937 - - 332,497 222,280 887,154 355-7 Asset Seizure-Federal 2,483,873 - - 65,201 219,580 2,329,494 358-9 RNSP 142,975 - - 10,688 65,000 88,663
360 Asset Seizure-Treasury 58,624 - - 303 20,000 38,927 916 Affordable Housing 372,756 - - 12,289 4 385,041
921 Low & Moderate Income Housing 1,328,641 - - 85,341 130,077 1,283,905 TOTAL SPECIAL REVENUE FUNDS 400,000 16,632,562 - 24,520,873 29,005,247 12,548,188 400 CITY DEBT SERVICE FUND - - - 16,755,374 16,755,374 -

CAPITAL PROJECT FUNDS
500 Capital Projects 7,958,281 7,000,000 - 2,004 7,037,998 7,922,287 510 Park Acquistion 3,417,739 - - 847,929 2,484,060 1,781,608 511 Park Acquistion - Quimby 175,871 - - 1,452 175,219 2,104 512 El Modena Park 112,601 - - 91,845 - 204,446
520 Sewer Construction 1,904,782 - - 2,191,442 2,200,000 1,896,224 530 Drainage District 4,171 - - 16 - 4,187
540 Old Towne Parking Facility 36,811 - - 5,161 12,049 29,923 550 Reimbursable Capital Projects - - - 4,555,985 4,555,985 - 551 County Park Grants 27,460 - - - - 27,460
553 Capital Bond Proceeds 3,250,820 - 605,000 2,645,820 555 Parking in Lieu 105,272 - - 406 - 105,678
560 Fire Facilities Fees 532,718 - - 95,022 535,000 92,740 570 Police Facilities Fees 351,484 - - 31,671 20,000 363,155 573 Library Facility Fees (34,593) - - 75,000 - 40,407
951 City Trf: Tustin Project Taxable 1,532 - - 4,836 1,532 4,836 952 City Trf: NW & SW 2003 Taxable 148,879 - - 6,920 145,000 10,799 953 City Trf: NW & SW 2003 Exempt 3,837 - - 1,906 3,837 1,906 954 City Trf: Merged 2008 Exempt 9,548 - - 12,238 9,548 12,238 2 FY 23

SCHEDULE OF CHANGES IN FUND BALANCE
Est. Available Estimated
Fund Fund Balance Transfers Transfers Estimated Estimated Fund Balance No. Funds 7/1/2022 In Out Revenues Expenditures 6/30/2023 TOTAL CAPITAL PROJECT FUNDS 7,000,000 18,007,213 - 7,923,833 17,785,228 15,145,818

ENTERPRISE FUNDS -
600 Water Utility Operations 2,863,132 - - 42,248,459 42,745,402 2,366,189 TOTAL ENTERPRISE FUNDS - 2,863,132 - 42,248,459 42,745,402 2,366,189

INTERNAL SERVICE FUNDS
710 Equipment Expense 255,357 - - 3,160,352 3,317,803 97,906 720 Equipment Replacement 4,474,261 5,750,000 - 432,076 3,772,755 6,883,582 725 Major Building Improvements 65,179 - - - - 65,179
730 Self Insurance Worker's Compensation 4,205,696 - 250,000 4,204,140 4,062,755 4,097,081 740 Self Insurance Liability 266,932 910,000 - 3,395,843 3,707,806 864,969 752 Self Insurance Dental 503,127 - - 448,728 415,005 536,850 760 Employee Accrued Liability 8,020,084 - - 1,590,278 3,130,716 6,479,646 780 Information Systems Operations 560,103 - - 3,207,362 3,723,105 44,360 790 Computer Replacement 1,351,153 7,750,000 - 392,401 2,860,000 6,633,554 TOTAL INTERNAL SERVICE FUNDS 14,410,000 19,701,892 250,000 16,831,180 24,989,945 25,703,127

REDEVELOPMENT FUNDS
920 Obligation Retirement Fund 2,694,252 - 5,526,033 5,526,033 - 2,694,252 940 O.R.A. Merged Projects 3,904,189 57,200 135,532 31,651 76,159 3,781,349 987 O.R.A. Merged Debt Service 600,440 5,604,365 - 16,337 5,496,866 724,276 TOTAL REDEVELOPMENT FUNDS 5,661,565 7,198,881 5,661,565 5,574,021 5,573,025 7,199,877 GRAND TOTAL ALL FUNDS 87,872,236 27,471,565 28,565,503 244,586,447 267,177,857 64,186,889 3 4
5 6
++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23
General Fund - 100
Taxes 78,139,120 86,669,841 93,316,461 90,460,350
Franchises 2,557,949 2,541,744 2,584,518 2,641,702
Licenses & Permits 5,710,263 5,479,863 5,720,007 6,163,360 Fines & Forfeitures 1,772,867 1,485,230 1,852,400 2,130,000 Use of Money & Property 2,048,921 785,281 1,268,316 1,609,544 Revenue from Other Agencies 17,342,097 17,759,816 31,627,105 17,939,540 Fees for Services 5,658,338 5,269,038 5,200,000 5,306,479 Miscellaneous Revenues 1,824,151 3,565,855 3,507,644 950,000 Interfund Revenue 2,454,441 2,586,559 2,495,450 3,531,732 TOTAL 117,508,147 126,143,227 147,571,901 130,732,707
American Rescue Plan Funds - 101
Revenue from Other Agencies - 14,009,094 14,009,094 -
TOTAL - 14,009,094 14,009,094 -
Building Records and Planning Documents Fund - 110
Use of Money & Property 14,952 5,428 3,391 3,422
Fees for Services 150,555 120,394 154,766 75,000
Miscellaneous Revenues 85,927 53,121 144,430 75,000
TOTAL 251,434 178,943 302,587 153,422
Business Investment Fund - 115
Use of Money & Property 20,946 16,558 17,665 6,652
TOTAL 20,946 16,558 17,665 6,652
Proposition 172 Fund - 120
Taxes 915,121 1,056,635 1,045,440 872,200
Use of Money & Property 5,569 1,701 645 651
TOTAL 920,690 1,058,336 1,046,085 872,851
Emergency Transport Program Fund - 125
Use of Money & Property 3,779 - 416 420
Revenue from Other Agencies (29,764) (6,027) 115,000 115,000 Fees for Services 2,569,259 2,200,445 2,400,000 2,760,000 Miscellaneous Revenues 962 753 445 -
TOTAL 2,544,236 2,195,171 2,515,861 2,875,420

SCHEDULE OF REVENUE SOURCES - DETAIL
7 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
1% PEG Fund - 130
Franchises 262,029 249,426 244,790 251,900
Use of Money & Property 2,619 1,366 899 907
TOTAL 264,648 250,792 245,689 252,807
CAPs Certification & Training Fund - 140
Licenses & Permits 69,748 70,374 65,000 65,000
Use of Money & Property 3,225 1,564 1,146 1,157
TOTAL 72,973 71,938 66,146 66,157
OCPT Building Maintenance Fund - 150
Use of Money & Property 16,131 15,394 15,576 15,581
TOTAL 16,131 15,394 15,576 15,581
Sanitation and Sewer Fund - 220
Fines & Forfeitures 37,740 (2) - -
Use of Money & Property 71,418 29,913 20,843 21,038
Revenue from Other Agencies 34,871 37,779 99,333 -
Fees for Services 5,536,776 5,734,974 5,732,760 5,732,760 Miscellaneous Revenues 75,455 73,006 110,433 85,536
TOTAL 5,756,260 5,875,669 5,963,369 5,839,334
Air Pollution Reduction Fund - 245
Use of Money & Property 2,085 808 473 478
Revenue from Other Agencies 282,977 187,394 171,298 182,000 TOTAL 285,062 188,202 171,771 182,478
Traffic Improvement - Measure M2 Fund - 263
Taxes 2,978,039 3,017,313 3,278,843 3,458,084
Use of Money & Property 70,965 39,120 28,039 37,189
Revenue from Other Agencies 137,073 136,747 - 159,121
Fees for Services 155,602 14,860 20,790 -
TOTAL 3,341,679 3,208,041 3,327,672 3,654,394
Gas Tax Maintenance Fund - 270
Use of Money & Property 14 3 112 4,687
Revenue from Other Agencies 2,821,556 2,806,548 3,318,784 4,000,567 Fees for Services 479 3,177 4,001 -
Miscellaneous Revenues (6,978) (7,294) 3,000 -
TOTAL 2,815,071 2,802,435 3,325,897 4,005,254
8 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
Gas Tax Construction Fund - 271
Use of Money & Property 2,520 557 76 -
Revenue from Other Agencies 66,708 66,708 66,698 -
Fees for Services 356 - 162 -
TOTAL 69,584 67,265 66,936 -
Gas Tax - Proposition 111 Fund - 272
Use of Money & Property 70,008 12,273 4,455 -
Revenue from Other Agencies 344,842 196,403 204,245 -
Fees for Services 546 598 - -
TOTAL 415,396 209,274 208,700 -
Road Maintenance Rehabilitation Account Fund - 274
Use of Money & Property 32,390 15,212 9,028 9,112
Revenue from Other Agencies 2,454,070 2,596,601 2,845,193 3,131,211 TOTAL 2,486,460 2,611,813 2,854,221 3,140,323
TSIP Area "B" Fund - 284
Use of Money & Property 80,105 - - -
Fees for Services 113,792 - - -
Miscellaneous Revenues 1,372 - - -
TOTAL 195,269 - - -
TSIP Area "C" Fund - 285
Use of Money & Property 3,204 - - -
Fees for Services 11,256 - - -
TOTAL 14,460 - - -
TSIP Fund - 286
Use of Money & Property 10,904 - - -
Fees for Services 228,218 - - -
TOTAL 239,122 - - -
9 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
TSIP Citywide Fund - 287
Use of Money & Property - 32,319 21,832 73,083
Fees for Services - 235,998 1,220,902 77,267
Miscellaneous Revenues - 111,700 - -
TOTAL - 380,017 1,242,734 150,350
Santiago Hills Lndscpe Maint District Fund - 291
Taxes 875,151 872,763 682,716 875,009
Use of Money & Property 17,061 7,286 4,081 4,119
Interfund Revenue 23,361 30,466 50,574 25,287
TOTAL 915,573 910,515 737,371 904,415
Sycamore Crossing Lndscpe Maint District Fund - 293
Taxes 48,129 47,262 47,877 47,877
Use of Money & Property 1,392 587 357 360
TOTAL 49,521 47,848 48,234 48,237
Del Rio Landscape Maintenance District Fund - 294
Taxes 87,286 88,477 89,250 89,250
Use of Money & Property 5,355 2,086 1,048 1,058
TOTAL 92,641 90,563 90,298 90,308
Community Development Block Grant Fund - 310
Revenue from Other Agencies 1,601,322 2,095,300 1,163,162 1,119,937 TOTAL 1,601,322 2,095,300 1,163,162 1,119,937
SB2 - Building Homes & Jobs Act Fund - 312
Revenue from Other Agencies 1,601,322 717,931 118,004 - TOTAL 1,601,322 717,931 118,004 -
CDBG - Housing Rehab/Loans Fund - 315
Use of Money & Property - - 1,423 1,436
TOTAL - - 1,423 1,436
Federal Rental Rehabilitation Fund - 316
Use of Money & Property 2,586 980 586 591
TOTAL 2,586 980 586 591
10 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
HOME Fund - 317
Use of Money & Property 15,906 112,366 5,392 5,411
Revenue from Other Agencies 36,031 37,390 457,125 486,812 TOTAL 51,937 149,756 462,517 492,223
California Parklands - 320
Use of Money & Property 2,192 830 497 501
TOTAL 2,192 830 497 501
Traffic Safety Grant - 350
Use of Money & Property 5,953 2,616 1,866 1,883
Fees for Services 51,375 85,801 122,000 140,000
TOTAL 57,328 88,417 123,866 141,883
Federal Police Grants - 353
Revenue from Other Agencies - 23,061 30,388 -
TOTAL - 23,061 30,388 -
AB 3229 COPS/State Grant Fund - 354
Use of Money & Property 12,482 4,415 2,474 2,497
Revenue from Other Agencies 335,567 334,593 330,000 330,000 TOTAL 348,049 339,008 332,474 332,497
Asset Seizure - Federal Fund - 355
Use of Money & Property 48,221 17,079 9,385 9,473
Miscellaneous Revenues 693,268 47,460 25,000 25,000
TOTAL 741,489 64,539 34,385 34,473
Asset Seizure - State (85%) Fund - 356
Use of Money & Property 1,398 337 934 943
Miscellaneous Revenues 32,581 - 25,000 25,000
TOTAL 33,979 337 25,934 25,943
11 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
Asset Seizure - State (15%) Fund - 357
Use of Money & Property 3,336 1,300 778 785
Miscellaneous Revenues 5,750 - 4,000 4,000
TOTAL 9,086 1,300 4,778 4,785
RNSP Federal Fund - 358
Use of Money & Property 2,592 1,241 682 688
Miscellaneous Revenues 101,222 45,133 10,000 10,000
TOTAL 103,814 46,373 10,682 10,688
RNSP Treasury Fund - 359
Use of Money & Property 9 30 - -
Miscellaneous Revenues - 1,506 - -
TOTAL 9 1,536 - -
Affordable Housing - New Construction - 916
Use of Money & Property 15,979 67,888 12,276 12,289
TOTAL 15,979 67,888 12,276 12,289
Low and Moderate Income Housing Fund - 921
Use of Money & Property 135,380 479,925 85,248 85,341
Miscellaneous Revenues - 210,874 - -
TOTAL 135,380 690,799 85,248 85,341
Capital Projects - 500
Use of Money & Property 11,510 8,363 5,194 2,004
Miscellaneous Revenues - 9,600 - -
TOTAL 11,510 17,963 5,194 2,004
Park Acquisition and Development Fund - 510
Licenses & Permits 6,326,927 576,449 1,403,320 796,345
Use of Money & Property 152,606 60,215 31,777 19,510
Fees for Services 123 14,120 34,381 32,074
TOTAL 6,479,656 650,784 1,469,478 847,929
12 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
Park Acquisition and Development (Quimby) Fund - 511
Licenses & Permits 103,922 - - -
Use of Money & Property 6,492 2,406 1,438 1,452
Fees for Services - (218) - -
TOTAL 110,414 2,189 1,438 1,452
El Modena Park Facilities Fund - 512
Use of Money & Property 89,639 88,071 87,511 91,845
TOTAL 89,639 88,071 87,511 91,845
Sewer Construction Fund - 520
Use of Money & Property 66,456 26,218 14,823 14,962
Fees for Services 2,088,370 2,167,093 2,180,990 2,176,480 TOTAL 2,154,826 2,193,311 2,195,813 2,191,442
Storm Drain Fund - 530
Use of Money & Property 70 27 16 16
TOTAL 70 27 16 16
Old Towne Parking Facility Fund - 540
Licenses & Permits 6,300 3,660 5,000 5,000
Use of Money & Property 4,306 320 16 161
TOTAL 10,606 3,980 5,016 5,161
Reimbursable Capital Projects Fund - 550
Revenue from Other Agencies 2,403,403 7,031,934 5,678,311 4,555,985 Miscellaneous Revenues 104,071 7,035 9,228 -
TOTAL 2,507,474 7,038,969 5,687,539 4,555,985
City Infrastructure Bond - 553
Use of Money & Property - 9,928 5,086 -
TOTAL - 9,928 5,086 -
Parking in Lieu Fund - 555
Use of Money & Property 1,774 672 402 406
TOTAL 1,774 672 402 406
13 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
Fire Facility Fees Fund - 560
Use of Money & Property 56,662 14,140 5,918 5,973
Fees for Services 276,500 78,350 566,824 89,049
TOTAL 333,162 92,490 572,742 95,022
Police Facility Fees Fund - 570
Use of Money & Property 10,360 3,700 2,185 2,206
Fees for Services 191,701 33,731 177,232 29,465
TOTAL 202,061 37,430 179,417 31,671
Library Facility Fees - 573
Use of Money & Property 14,580 5,650 3,418 3,450
Fees for Services 438,714 48,896 151,211 71,550
TOTAL 453,294 54,545 154,629 75,000
ORA Housing Set-Aside Fund - 951
Use of Money & Property 21,179 8,013 4,791 4,836
TOTAL 21,179 8,013 4,791 4,836
NW & SW Merged 2003 Taxable Bonds - 952
Use of Money & Property 30,266 11,466 6,856 6,920
TOTAL 30,266 11,466 6,856 6,920
NW & SW Merged 2003 Tax Exempt Bonds - 953
Use of Money & Property 18,582 2,959 2,879 1,906
TOTAL 18,582 2,959 2,879 1,906
NW & SW Merged 2008 Tax Exempt Bonds - 954
Use of Money & Property 87,952 20,868 12,124 12,238
TOTAL 87,952 20,868 12,124 12,238
14 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
Water Utility Operations Fund - 600
Licenses & Permits 525 1,177 1,090 1,090
Fines & Forfeitures - - -
Use of Money & Property 349,621 152,421 129,578 129,096 Fees for Services 35,335,506 38,752,737 39,847,630 42,017,555 Miscellaneous Revenues 48,092 145,790 120,718 100,718
TOTAL 35,733,744 39,052,124 40,099,016 42,248,459
Equipment Expense Fund - 710
Miscellaneous Revenues 11,477 6,773 120,000 120,000
Interfund Revenue 2,701,881 2,350,257 1,948,609 3,040,352 TOTAL 2,713,358 2,357,030 2,068,609 3,160,352
Equipment Replacement Fund - 720
Revenue from Other Agencies 95,000 10,120 - -
Miscellaneous Revenues 614,828 312,708 139,806 -
Interfund Revenue 474,999 409,808 505,486 432,076
TOTAL 1,184,827 732,636 645,292 432,076
Self Insurance - Worker's Compensation - 730
Miscellaneous Revenues 297,287 249,887 - -
Interfund Revenue 2,706,916 3,746,164 4,080,373 4,204,140 TOTAL 3,004,203 3,996,052 4,080,373 4,204,140
Self Insurance - Liability - 740
Miscellaneous Revenues 106,713 (47,597) (54,000) (54,000) Interfund Revenue 1,915,719 1,509,429 2,136,331 3,449,843 TOTAL 2,022,432 1,461,833 2,082,331 3,395,843
Self Insurance - Dental - 752
Interfund Revenue 430,534 489,714 501,582 448,728
TOTAL 430,534 489,714 501,582 448,728
Employee Accrued Liability - 760
Miscellaneous Revenues - 45,654 - -
Interfund Revenue 1,639,902 1,713,662 1,520,596 1,590,278 TOTAL 1,639,902 1,759,316 1,520,596 1,590,278
15 ++++++++ FY 23 Budget
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

SCHEDULE OF REVENUE SOURCES - DETAIL
Information Systems Operations Fund - 780
Interfund Revenue 2,237,273 2,284,699 3,444,912 3,207,362 TOTAL 2,237,273 2,284,699 3,444,912 3,207,362
Computer Replacement Fund - 790
Interfund Revenue 127,375 89,794 75,811 392,401
TOTAL 127,375 89,794 75,811 392,401
Redevelopment Obligation Retirement Fund - 920
Revenue from Other Agencies 5,548,286 5,146,965 5,519,933 5,526,033 TOTAL 5,548,286 5,146,965 5,519,933 5,526,033
ORA Merged Projects - 940
Use of Money & Property 97,752 46,518 33,554 31,651
TOTAL 97,752 46,518 33,554 31,651
ORA Merged Debt Service - 987
Use of Money & Property 35,075 17,605 16,185 16,337
TOTAL 35,075 17,605 16,185 16,337
16 17
FY 23

HISTORICAL SCHEDULE OF EXPENDITURES

BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

GENERAL FUND
Salaries and Benefits 98,184,133 88,159,474 62,707,122 92,168,212 Contractual Services 11,541,384 10,880,860 11,824,791 13,126,966 Miscellaneous Expenditures 119,489 312,476 257,028 427,700 Materials and Supplies 1,920,755 2,116,756 2,126,762 1,057,572 Debt Service 291,006 261,527,342 1,378,790 1,715,400
Capital Outlay 88,081 83,527 96,878 260,992
Internal Service Costs 4,628,427 4,230,553 20,144,816 21,566,795 Total General Fund 116,773,275 367,310,988 98,536,186.9 130,323,637

SPECIAL REVENUE FUNDS
Salaries and Benefits 8,282,046 22,145,848 32,052,794 7,683,210 Contractual Services 3,008,696 3,105,158 3,245,670 3,530,724 Miscellaneous Expenditures 6,356,037 5,442,618 6,481,399 200,000 Materials and Supplies 627,129 748,220 713,120 1,159,464 Debt Service 3,172,857 5,062,361 6,007,195 368,570
Capital Outlay (1,427,638) (1,668,082) 427,105 368,400
Capital Improvements 7,698,747 6,890,706 5,631,063 11,601,453 Internal Service Costs 2,635,542 2,355,754 2,843,139 4,093,427 Total Special Revenue Funds 30,353,415 44,082,582 57,401,484 29,005,249

CITY DEBT SERVICE FUND
City Debt Service - 947,783 5,333,011 16,755,374
Total City Debt Service Fund - 947,783 5,333,011 16,755,374

CAPITAL PROJECTS FUNDS
Salaries and Benefits 369,829 573,365 469,343 -
Contractual Services 181,958 75,647 160,301 32,049
Miscellaneous Expenditures 285,354 283,227 211,485 300,000 Materials and Supplies - - - -
Debt Service - 300,030 - -
Capital Outlay 625,000 3,315,843 1,711,180 -
Capital Improvements 9,467,618 15,218,287 23,666,534 17,453,179 Internal Service Costs 157 146 - -
Total Capital Projects Funds 10,929,915 19,766,545 26,218,843 17,785,228 18 FY 23

HISTORICAL SCHEDULE OF EXPENDITURES

BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2019/20 2020/21 2021/22 2022/23

ENTERPRISE FUNDS
Salaries and Benefits 6,570,934 6,677,476 5,777,330 6,524,894 Contractual Services 3,067,472 3,686,917 3,477,568 3,977,341 Miscellaneous Expenditures 5,623 42,699 11,465 -
Materials and Supplies 18,920,368 19,620,814 22,582,470 25,320,757 Debt Service 3,154,598 2,690,545 (11,204,405) 860,000
Capital Outlay (1,403,006) (2,570,119) (2,965,982) 1,250,000 Capital Improvements 2,691,343 3,885,384 4,733,783 1,875,000 Internal Service Costs 2,002,742 1,949,482 1,941,058 2,937,410 Total Enterprise Funds 35,010,073 35,983,196 24,353,287 42,745,402

INTERNAL SERVICE FUNDS
Salaries and Benefits 4,407,083 5,492,944 4,214,898 6,462,698 Contractual Services 930,761 1,473,263 1,461,401 1,570,917 Miscellaneous Expenditures 5,685,366 7,189,631 8,653,806 6,622,318 Materials and Supplies 2,146,165 2,247,858 2,167,885 2,684,388 Debt Service 2,001,252 1,902,071 2,326,857 245,716
Capital Outlay 30,324 (85,558) 701,716 3,823,094
Capital Improvements 1,268,953 998,742 974,240 2,860,000 Internal Service Costs 602,701 623,858 762,597 720,813
Total Internal Service Funds 17,072,605 19,842,809 21,263,400 24,989,944

REDEVELOPMENT (SUCCESSOR) FUNDS
Salaries and Benefits - - - 36,700
Contractual Services 8,798 13,035 7,949 15,750
Miscellaneous Expenditures 71,666 4,044 4,044 7,300
Materials and Supplies - - - -
Debt Service and Pass Through Agreements 1,379,345 1,185,420 815,831 5,496,866 Capital Outlay - - - -
Capital Improvements - - - -
Internal Service Costs 46,120 70,753 31,701 16,409
Total Redevelopment Funds 1,505,929 1,273,252 859,524 5,573,025 GRAND TOTAL 211,645,212 489,207,157 233,965,736 267,177,858 19 20
FY 23 Budget

CITY COUNCIL
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Maintenance & Operations 8,832 6,696 7,570 14,652
Total Department 8,832 6,696 7,570 14,652
DEPARTMENT PROGRAMS:
0101 City Council 8,832 6,696 7,570 14,652
Total Department 8,832 6,696 7,570 14,652
DEPARTMENT FUNDING SOURCES:
100 General Fund 8,832 6,696 7,570 14,652
Total Funding 8,832 6,696 7,570 14,652
21 FY 23 Budget

CITY MANAGER DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 1,288,332 1,351,655 1,121,847 1,415,421 Maintenance & Operations 663,257 365,207 533,478 464,092 Capital Outlay 637,047 3,315,843 26,135 -
Total Operating Budget 2,588,637 5,032,705 1,681,460 1,879,513 Capital Improvements* 2,342,955 1,004,616 61,337 159,917 Debt Service 1,390,856 1,193,783 824,194 5,496,866
Total Department* 6,322,448 7,231,105 2,566,991 7,536,295 DEPARTMENT PROGRAMS:
0201 City Manager 2,172,208 1,716,714 1,715,929 1,446,414 0211 Internal Audit Function 582 31,598 24,310 116,607
0218 Economic Development 639,319 3,329,124 33,390 15,000 9810 Administration & Project Devel.* 2,172,369 1,004,773 14,056 461,409 9890 Debt Service and Pass Throughs 1,337,970 1,148,895 779,306 5,496,866 Total Department* 6,322,448 7,231,105 2,566,991 7,536,295 * As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved and portions of that activity have been realigned to the City Manager's office. As such, this financial summary reflects past fiscal activity for the Economic Development Department, which includes Redevelopment revenues/appropriations.
22 FY 23 Budget

CITY MANAGER
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES: 2019-20 2020-21 2021-22 2022-23 100 General Fund 1,338,590 1,394,303 1,368,022 1,749,098 120 Proposition 120 35,789 28,753 27,180 24,508
312 Payments to Other Agencies 775,222 551,773 551,773 - 550 Reimbursable Capital Projects* 742,822 3,315,843 20,000 - 780 Information Systems 1,338 10,060 8,347 18,365
916 Affordable Housing (69,113) (38,593) (40,953) 4
921 Loan Receivables (247,120) (320,292) (325,500) 48,079 940 Orange Merged Capital Projects 124,146 87,832 43,693 39,459 951 City Trf: Tustin Project - Taxable Bonds 3,356 - - 1,532 952 City Trf: NW&SW Merged 2003 Taxable Bonds - - 89,800.38 145,000 953 City Trf: NW&SW Merged 2003 Tax Exempt 59,789 285,914 8,115 3,837 954 City Trf: Merged 2008 Tax Exempt Bonds 2,178,284 730,092 682 9,548 987 Orange Merged Debt Service 1,379,345 1,185,420 815,831 5,496,866 Total Funding* 6,322,448 7,231,105 2,566,991 7,536,295
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved and portions of that activity have been realigned to the City Manager's office. As such, this financial summary reflects past fiscal activity for the Economic Development Department, which includes Redevelopment revenues/appropriations.
23 FY 23 Budget

CITY ATTORNEY DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 1,904,455 1,854,824 1,478,189 2,028,296 Maintenance & Operations 6,044,883 7,533,032 8,808,429 7,062,308 Capital Outlay 21,425 6,654 14,513 34,339
Total Department 7,970,764 9,394,510 10,301,132 9,124,943 DEPARTMENT PROGRAMS:
0301 Legal Services 1,732,392 1,782,675 1,488,701 1,963,288 0312 Risk Management 6,238,372 7,611,835 8,812,431 7,161,654 Total Department 7,970,764 9,394,510 10,301,132 9,124,943 DEPARTMENT FUNDING SOURCES:
100 General Fund 1,243,714 923,733 986,674 1,374,171
730 Self Insurance Workers' Comp. 4,442,485 5,919,075 6,178,224 4,057,059 740 Self-Insurance Liability 2,284,459 2,551,702 3,136,234 3,693,713 940 Orange Merged Capital Projects 107 - - -
Total Funding 7,970,764 9,394,510 10,301,132 9,124,943
24 FY 23 Budget

CITY CLERK DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 524,366 537,818 502,028 534,805
Maintenance & Operations 105,079 133,357 109,286 300,359 Capital Outlay 2,855 674 879 -
Total Department 632,301 671,848 612,193 835,164
DEPARTMENT PROGRAMS:
0401 City Clerk 632,301 671,848 612,193 835,164
Total Department 632,301 671,848 612,193 835,164
DEPARTMENT FUNDING SOURCES:
100 General Fund 632,301 671,848 612,193 835,164
Total Funding 632,301 671,848 612,193 835,164
25 FY 23 Budget
*CITY TREASURER DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 77,095 77,504 14,138 4,380
Maintenance & Operations 468 - - -
Total Department 77,563 77,504 14,138 4,380
DEPARTMENT PROGRAMS:
0501 City Treasurer 77,563 77,504 14,138 4,380
Total Department 77,563 77,504 14,138 4,380
DEPARTMENT FUNDING SOURCES:
100 General Fund 77,563 77,504 14,138 4,380
Total Funding 77,563 77,504 14,138 4,380
26 FY 23 Budget

FINANCE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 3,921,771 4,147,605 3,533,708 3,936,447 Maintenance & Operations 621,637 631,482 908,337 1,268,025 Capital Outlay 2,862 4,475 0 2,000
Total Operating Budget 4,546,270 4,783,562 4,442,045 5,206,471 Capital Improvements 22,138 19,006 14,595 -
Debt Service - 455,283 183,927
Total Department 4,568,408 5,257,851 4,640,567 5,206,471 DEPARTMENT PROGRAMS:
1201 Administration 556,736 1,034,549 1,009,263 1,111,558 1205 Purchasing and Warehouse 604,185 595,900 593,371 696,750 1221 General Revenue 595,590 592,099 487,537 746,409
1222 Utility Billing 1,313,827 1,286,394 1,041,625 1,194,832 1231 General Accounting 1,498,071 1,748,908 1,508,771 1,456,922 Total Department 4,568,408 5,257,851 4,640,567 5,206,471 DEPARTMENT FUNDING SOURCES:
100 General Fund 3,120,558 3,274,559 3,175,901 3,666,863 220 Sanitation Fund 11,069 9,503 7,298 -
553 Capital Bond Proceeds - 845.00 - -
600 Water Utility Operations 1,302,758 1,276,892 1,034,328 1,194,832 780 Information Technology 104,809 191,223 192,648 281,094 877 Community Facilities District 91-2 - 244,152 194,578.92 878 Community Facilities Distrcit 06-1 Del Rio - 232,095 10,312.41 921 Loan Receivables 26,883 28,583 25,502 26,983
940 Orange Merged Capital Projects 2,331 - - 36,700
Total Funding 4,568,408 5,257,851 4,640,567 5,206,471
27 FY 23 Budget

HUMAN RESOURCES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 1,349,705 1,442,725 1,269,967 1,452,901 Maintenance & Operations 778,188 831,146 969,162 1,054,658 Total Operating Budget 2,127,892 2,273,871 2,239,129 2,507,559 DEPARTMENT PROGRAMS:
1401 Personnel Administration 2,125,243 2,271,434 2,236,508 2,501,891 1411 Risk Management 2,649 2,437 2,621 5,274
1412 Liability & Workers' Compensation - - - 394
Total Department 2,127,892 2,273,871 2,239,129 2,507,559 DEPARTMENT FUNDING SOURCES:
100 General Fund 1,493,211 1,591,600 1,603,207 1,879,018 245 Air Pollution Reduction 105,519 111,112 98,938 133,746 730 Self Insurance Workers' Comp. 8,040 2,437 2,621 5,696 740 Self Insurance Liability - 4,337.00 4,116 14,093
752 Self Insurance Dental 401,508 482,959 503,716 415,005 760 Employee Accrued Liability 119,614 81,426 26,531 60,000 Total Funding 2,127,892 2,273,871 2,239,129 2,507,559
28 FY 23 Budget

INFORMATION TECHNOLOGY DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 1,116,984 1,173,575 904,776 1,186,216 Maintenance & Operations 1,563,798 1,763,504 1,893,423 2,237,430 Total Operating Budget 2,680,782 2,937,079 2,798,198 3,423,646 Capital Improvements 783,702 558,257 1,093,593 2,195,000 Total Department 3,464,484 3,495,336 3,891,792 5,618,646 DEPARTMENT PROGRAMS:
1601 Information Management Systems 3,464,484 3,495,336 3,891,792 5,618,646 Total Department 3,464,484 3,495,336 3,891,792 5,618,646 DEPARTMENT FUNDING SOURCES:
130 PEG Program 20,687 250 (800) -
220 Sanitation & Sewer 10,985 5,899 320 -
500 Capital Projects Fund 16,985 31,535 355 -
553 Capital Bond Proceeds - 61,338.44 469,283 605,000
600 Water Utility Operations 11,045 5,932 321 -
780 Information Systems 2,624,121 2,916,545 2,745,389 3,423,646 790 Computer Replacement 780,661 473,837 676,924 1,590,000 Total Funding 3,464,484 3,495,336 3,891,792 5,618,646
29 FY 23 Budget

LIBRARY SERVICES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 3,615,464 3,671,814 3,384,961 3,754,586 Maintenance & Operations 1,341,154 1,312,499 2,219,388 2,072,409 Capital Outlay 28,032 10,216 57,434 20,500
Total Operating Budget 4,984,651 4,994,530 5,661,783 5,847,496 Capital Improvements 119,878 42,696 20,612 -
Total Department 5,104,528 5,037,226 5,682,395 5,847,496 DEPARTMENT PROGRAMS:
2001 Library Administration 2,315,317 2,352,250 2,701,111 2,596,559 2004 Technology & Support Services 760,951 612,049 692,834 803,936 2014 Lending Services 678,760 674,588 778,778 869,902
2016 Adult & Young Adult Services 848,129 891,794 895,595 970,447 2017 Children & Branch Services 501,371 506,546 614,076 606,652 Total Department 5,104,528 5,037,226 5,682,395 5,847,496 DEPARTMENT FUNDING SOURCES:
100 General Fund 4,971,060 4,994,309 5,661,783 5,847,496 500 Capital Projects Fund - 9,600.00 - -
573 Library Facitility Fees 133,468 33,317 20,612 -
Total Funding 5,104,528 5,037,226 5,682,395 5,847,496
30 FY 23 Budget

FIRE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 30,327,098 33,115,807 28,460,681 27,646,967 Maintenance & Operations 4,292,044 4,037,417 8,195,131 9,068,194 Capital Outlay 47,017 47,481 55,268 51,600
Total Operating Budget 34,666,159 37,200,706 36,711,079 36,766,761 Capital Improvements 1,991,894 1,178,254 2,487,032 1,144,000 Debt Service - - 1,118,597 1,715,400
Total Department 36,658,053 38,378,960 40,316,709 39,626,161 DEPARTMENT PROGRAMS:
3001 Office of the Fire Chief 4,748,240 5,160,082 5,977,878 6,794,189 3011 Fire Administration 1,271,218 1,223,522 1,302,438 1,713,138 3012 Fire Prevention 1,820,245 2,004,678 1,913,207 2,688,579 3015 EMT Program 2,920,556 2,743,388 2,023,539 2,874,286 3021 Fire Operations 15,381,525 16,455,242 17,210,336 14,550,938 3022 Paramedics 9,589,841 9,023,330 9,989,491 10,457,323 3023 Fire Training 681,581 710,640 733,484 547,708
3024 Strike Team 244,846 1,058,079 1,166,336 -
Total Department 36,658,053 38,378,960 40,316,709 39,626,161 DEPARTMENT FUNDING SOURCES:
100 General Fund 31,181,077 28,336,265 25,483,533 34,885,891 101 American Rescue Plan (ARP) - 5,513,610 9,736,129 -
120 Proposition 172 129,364 127,154 287,082 357,986
125 Emergency Transport Program 3,301,409 3,165,183 2,450,399 3,293,285 500 Capital Projects Fund 6,706 4,526 349,330 614,000
553 Capital Bond Proceeds - 735,681 881,255 -
560 Fire Facilities Fees 1,167,551 494,515 1,128,981 475,000 790 Computer Replacement 78,810 2,026 - -
954 City Trf: Merged 2008 Tax Exempt Bonds 793,136 - - - Total Funding 36,658,053 38,378,960 40,316,709 39,626,161 31 FY 23 Budget

POLICE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 46,579,321 47,673,746 40,635,767 45,340,227 Maintenance & Operations 4,078,782 3,862,538 12,229,209 12,634,333 Capital Outlay 371,146 242,797 255,966 303,582
Total Operating Budget 51,029,248 51,779,081 53,120,943 58,278,142 Capital Improvements 885,195 495,154 430,479 770,000
Total Department 51,914,443 52,274,235 53,551,422 59,048,142 DEPARTMENT PROGRAMS:
4001 Office of the Police Chief 10,081,419 10,904,457 10,296,853 12,463,957 4011 Police Administration 5,486,935 4,661,501 5,416,542 6,322,629 4012 Dispatch 2,275,136 2,294,828 2,542,373 2,629,732
4013 Records 1,363,333 1,507,073 1,473,505 1,695,571
4014 Reserves - 5 (35) -
4021 Patrol 19,681,200 19,564,353 20,237,156 21,825,036 4031 Detectives 4,766,209 4,599,648 4,662,737 4,868,485 4032 Gangs 1,559,113 1,599,012 1,576,183 1,690,559
4033 Narcotics 2,125,742 2,070,477 2,166,573 2,406,025
4034 Lab/Property 626,470 599,100 660,685 682,922
4041 Traffic 3,424,864 3,947,954 4,259,952 4,217,777
4081 Homeland Security 524,022 525,827 258,899 245,449
Total Department 51,914,443 52,274,235 53,551,422 59,048,142 DEPARTMENT FUNDING SOURCES:
100 General Fund 49,901,262 42,485,079 36,207,786 56,927,304 101 American Rescue Plan (ARP) - 8,270,377 15,907,654
120 Proposition 172 370,899 477,437 417,280 575,210
245 Air Pollution Reduction 9,087 8,017 7,112 10,000
310 Comm. Development Block Grant - - 21,931.20 196,369 350 Traffic Safety Grant Fund 5,286 5,421 58,184 22,400 353 Federal Police Grants 22,761.00 - 29,435 -
32 FY 23 Budget

POLICE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES: 2019-20 2020-21 2021-22 2022-23 354 AB3229-COPS/State 369,508 296,564 185,097 222,280
355 Asset Seizure-Federal 527,877 316,400 227,886 199,580 356 Asset Seizure - State (85%) 17,237 6,616 9,032 20,000 358 RNSP - Federal 43,389 55,275 53,017 65,000
359 RNSP - Treasury - - - -
360 Asset Seizure - Treasury - - 19,900.00 20,000
500 Capital Projects Fund 166,491 - - -
550 Reimbursable Capital Projects - 1,770 127,299 -
570 Police Facility Fees 116,489 55,456 9,689 20,000
790 Computer Replacement Fund 364,158 295,824 270,119.23 770,000 Total Funding 51,914,443 52,274,235 53,551,422 59,048,142 33 FY 23 Budget

PUBLIC WORKS DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 16,440,014 16,643,120 15,396,063 17,385,075 Maintenance & Operations 32,103,632 33,129,229 37,557,196 43,156,139 Capital Outlay (3,209,810) (4,957,617) (524,608) 5,250,665 Total Operating Budget 45,333,837 44,814,731 52,428,651 65,791,879 Capital Improvements 13,150,066 19,939,879 27,339,513 22,932,659 Debt Service 8,554,975 7,573,603 (6,977,491) -
Total Department 67,038,878 72,328,214 72,790,673 88,724,538 DEPARTMENT PROGRAMS:
5001 General Administration and 2,430,955 2,598,170 2,469,317 2,835,338 Support
5011 Engineering 10,374,449 13,425,946 21,792,641 11,133,709 5012 Development 619,004 559,163 876,304 1,100,391
5013 Building & Safety - - 853,205 1,160,254
5021 Street Maintenance 3,074,403 3,124,788 3,376,228 5,428,308 5022 Refuse and Sanitation Services 4,316,108 3,417,135 5,059,787 3,355,090 5023 Fleet Services 5,161,956 4,674,795 7,049,024 7,088,304 5024 Surface Water Quality Fund 925,668 1,011,921 870,598 913,074 5025 Tree Maintenance 1,072,892 903,980 1,011,732 892,529 5028 Facility Maintenance 1,849,671 2,332,422 2,647,252 8,084,900 5031 Transportation Planning 808,562 1,224,514 1,164,900 1,095,898 5032 Traffic Operations 1,593,658 2,131,420 1,703,717 1,910,439 5073 Roadway Maintenance 132,046 123,516 92,488 169,000 5074 Transportation Services 1,257,628 1,381,494 1,388,959 1,546,735 8011 Water Production 26,700,962 30,007,224 17,605,654 35,099,967 8041 Water Distribution 6,613,674 5,181,314 4,646,795 6,910,604 8071 Water Financing 107,243 230,412 182,071 -
Total Programs 67,038,878 72,328,214 72,790,673 88,724,538 34 FY 23 Budget

PUBLIC WORKS DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES: 2019-20 2020-21 2021-22 2022-23 100 General Fund 7,903,371 7,811,486 9,286,127 10,623,898 110 Building Records Management 28,350 - 15,917.92 32,209 150 O.C.P.T. Building Maintenance 867 455 29 10,485
220 Sanitation & Sewer 6,458,823 5,433,948 7,235,536 7,267,463 245 Air Pollution Reduction 121,716 95,340 38,082 130,000 263 Measure "M2" Traffic Imprvmnt 3,340,887 2,298,299 2,106,882 3,941,769 270 Gas Tax Maintenance Fund 2,542,160 2,691,939 2,746,756 4,409,271 271 Gas Tax Construction Fund 141,564 140,427 160,536 13,685 272 Gas Tax - Proposition 111 996,878 379,111 471,027 26,116 274 Road Maint. & Rehab. Account 1,956,202 2,106,338 1,910,635 3,487,943 284 TSIP Area "B" 654,228 - - -
285 TSIP Area "C" 36,250 - - -
286 Transportation Sys. Improvement 21,523 - - -
287 Citywide TSIP - 886,998.62 877,075 568,990
355 Asset Seizure-Federal 964 - - -
500 Capital Projects Fund 373,383 359,823 786,407 6,123,998 520 Sewer Construction 2,005,431 2,414,494 1,298,876 2,200,000 540 Old Towne Parking Facility 271,877 - - -
550 Reimbursable Capital Projects 1,352,942 3,096,648 1,542,184 2,293,299 553 Capital Bond Proceeds - 5,162,893.49 15,772,558 -
560 Fire Facilities Fees - - 536.00 60,000
573 Library Facilities Fees - 10,132.57 68,005 -
600 Water Utility Operations 33,696,270 34,706,669 22,519,977 40,690,571 710 Equipment Expense 2,864,700 2,817,408 2,837,824 3,072,087 720 Equipment Replacement Fund 1,853,309 1,743,892 2,715,556 3,772,755 725 Major Building Improvements 84,122 155,468 83,478 - 740 Self Insurance Liability - - 44,014 -
953 City Trf: NW& SW 2003 Exempt 38,144 1,446 15,034 -
954 City TRF: Merged 2008 Tax Ex. 294,916 15,000 257,621 - Total Funding 67,038,878 72,328,214 72,790,673 88,724,538 35 FY 23 Budget

COMMUNITY DEVELOPMENT DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 4,543,635 4,448,654 2,605,889 3,325,322 Maintenance & Operations* 695,636 884,585 1,585,893 1,200,270 Capital Outlay 12,187 405,089 85,310 35,000
Total Operating Budget* 5,251,458 5,738,328 4,277,092 4,560,592 Capital Improvements* 923,135 1,214,497 508,471 1,666,091 Total Department* 6,174,593 6,952,825 4,785,563 6,226,683 DEPARTMENT PROGRAMS:
6001 Administration 1,549,616 1,506,613 1,605,360 2,374,974 6011 Advance Planning 309,308 502,738 477,572 565,964
6021 Current Planning 996,170 993,073 835,644 819,845
6031 Building Inspection 675,067 636,555 205,194 (18,399) 6032 Code Enforcement 490,158 469,866 539,218 872,882
6033 Plan Check Administration 262 397 533 604
6034 Permit Services 833,878 750,819 119,078 4,065
9640 CDBG Administration* 210,160 224,673 227,762 223,987 9645 CDBG Public Service Grants/Projects* 1,174,542 1,874,232 805,717 895,950 9660 Federal HOME Program* (64,568) (6,141) (30,516) 486,812 Total Department* 6,174,593 6,952,825 4,785,563 6,226,683 * As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved and portions of that activity have been realigned to the Community Development Department. As such, this financial summary reflects past fiscal activity for the Economic Development Department, which includes Redevelopment revenues/appropriations.
36 FY 23 Budget

COMMUNITY DEVELOPMENT DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES: 2019-20 2020-21 2021-22 2022-23 100 General Fund 4,617,497 4,374,375 3,280,556 3,849,543 110 Building Records Management 162,880 140,203 112,938 95,829 140 CASp Fund 12,458 1,100 758 1,601
220 Sanitation & Sewer - - 101,461 117,944
310 Comm. Development Block Grant* 1,384,620 2,095,316 1,032,902 1,119,937 312 Payments to Other Agencies - 225,154 134,041 -
317 H O M E Federal Grant Fund* (64,486) (2,552) (29,938) 486,812 550 Reimbursable Capital Projects - 58,327 106,573 -
790 Computer Replacement - - - 500,000
921 Loan Receivables 61,623 60,901 46,272 55,016
Total Funding* 6,174,593 6,952,825 4,785,563 6,226,683
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved and portions of that activity have been realigned to the Community Development Department. As such, this financial summary reflects past fiscal activity for the Economic Development Department, which includes Redevelopment revenues/appropriations.
37 FY 23 Budget

COMMUNITY SERVICES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 4,918,569 4,821,439 4,351,273 5,314,486 Maintenance & Operations 4,857,333 4,804,270 5,735,249 6,667,558 Capital Outlay - - - 4,800
Total Operating Budget 9,775,902 9,625,709 10,086,521 11,986,844 Capital Improvements 907,698 2,540,760 3,049,988 4,921,965 Debt Service 53,227 22,414 22,414.07 -
Total Department 10,736,827 12,188,882 13,158,923 16,908,809 DEPARTMENT PROGRAMS:
7001 Community Services Administration 2,473,929 2,538,879 2,610,607 2,446,399 7003 Public Information 102,222 120,670 171,453 145,000 7011 Leisure Services 1,521,324 1,383,239 1,904,633 2,130,255 7012 Grijalva Gymnasium - - 60.00 -
7014 Athletics 245,775 218,213 326,188 472,673
7015 Special Events 71,961 124,066 174,792 287,368
7021 Park Planning, Acquisition & 962,321 2,065,187 2,611,120 4,921,965 Development
7022 Park Maintenance 4,085,418 4,188,037 4,166,240 4,871,279 7024 Landscape Maintenance Districts 768,626 1,136,723 765,037 1,085,646 7041 Human Services 505,252 413,869 428,793 548,224
Total Programs 10,736,827 12,188,882 13,158,923 16,908,809 38 FY 23 Budget

COMMUNITY SERVICES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES: 2019-20 2020-21 2021-22 2022-23 100 General Fund 8,895,102 8,609,802 9,174,180 10,567,550 245 Air Pollution Reduction 8 - - -
263 Measure "M2" Traffic Imprvmnt. 150,299 138,266 165,543 321,599 291 Santiago Hills Landscape Maintenance 661,160 958,634 663,982 931,892 District Fund
293 Sycamore Crossing Landscape 37,410 40,988 35,484 47,739 Maintenance District Fund
294 Del Rio Landscape Maint District 70,056 137,101 65,571 106,015 510 Park Acquisition 819,048 2,065,682 2,586,979 2,484,060 511 Park Acquisition & Development 97,146 2,400 - 175,219.00 512 El Modena Park Facility - 473 1,727 -
540 Old Towne Parking Facility 6,598 5,726 5,798 12,049 550 Reimbursable Capital Projects - 229,811.15 459,659 2,262,686 Total Funding 10,736,827 12,188,882 13,158,923 16,908,809 39 FY 23 Budget

NON DEPARTMENTAL
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY: 2019-20 2020-21 2021-22 2022-23 Salaries & Benefits 1,207,215 2,088,820 1,562,200 3,347,960 Maintenance & Operations 7,637,983 7,178,806 8,358,705 2,167,672 Total Operating Budget 8,845,198 9,267,626 9,920,904 5,515,632 Debt Service - 264,370,469 9,485,637 18,229,660
Total Department 8,845,198 273,638,095 19,406,542 23,745,292 DEPARTMENT PROGRAMS:
0000 Non Departmental 8,845,198 273,638,095 19,406,542 23,745,292 Total Department 8,845,198 273,638,095 19,406,542 23,745,292 DEPARTMENT FUNDING SOURCES:
100 General Fund 1,389,137 262,759,430 1,674,518 1,895,982 115 Business Investment Fund 5,921,202 5,117,624 6,191,530 - 125 EMT Transport Fund - (2,099) (2,099) -
130 PEG Program 189,035 193,542 277,800 248,935
220 Sanitation & Sewer - (3,148) 331,269.67 368,570
270 Gas Tax Maintenance - (2,099) (12,838.87) -
400 City Debt Service - 947,783 5,333,011 16,755,374
500 Capital Projects 285,354 283,227 211,485 300,000
553 Capital Bond Proceeds - 300,030 - -
600 Water Utility Operations - (6,296) 798,661 860,000
710 Equipment Expense - (1,049) 224,841 245,716
760 Employee Accrued Liability 1,060,471 2,195,642 1,612,818 3,070,716 877 Community Facilities District 91-2 - 961,400 1,428,400 - 878 Community Facilities Distrcit 06-1 Del Rio - 894,106 1,337,672 - 921 Low & Moderate Income Housing Asset - - (528) -
Total Funding 8,845,198 273,638,095 19,406,542 23,745,292 40 APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Departments:
* City Council 5.000 7.000 7.000
City Manager 5.625 6.625 6.625
City Attorney 7.000 7.000 8.000
* City Clerk 5.000 5.000 5.000
* Treasurer 1.000 1.000 1.000
Finance 31.750 32.500 32.500
Human Resources 9.000 9.000 10.000
Information Technology 8.000 8.000 8.000
Library 40.450 40.950 40.950
Fire 126.750 127.750 141.789
Police 259.918 262.968 270.639
Public Works 132.400 130.950 144.950
Community Development 32.975 33.500 24.000
Community Services 64.550 64.550 64.550
Total - Approved 729.418 736.793 765.003 *
* Includes 9 elected officials: 1 Mayor, 6 Councilmembers, 1 City Clerk and 1 City Treasurer

CITY-WIDE SUMMARY SCHEDULE OF POSITIONS

BY DEPARTMENT
FY 23 Budget
41 FY 23 Budget

CITY COUNCIL

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Elected Officials:

Council Member 4.000 6.000 6.000
Mayor 1.000 1.000 1.000
Total City Council 5.000 7.000 7.000
42 FY 23 Budget

CITY MANAGER

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

City Manager 1.000 1.000 1.000
Deputy City Manager 1.000 1.000 1.000
Digital Marketing Coordinator 0.000 1.000 1.000
Economic Development Manager 1.000 0.000 0.000
Executive Assistant 1.000 1.000 1.000
Senior Assistant to the City Manager 0.000 1.000 1.000
Sr Executive Assistant to the City Manager 1.000 1.000 1.000 Regular Full-Time Sub-Total 5.000 6.000 6.000
Regular Part-Time (FTE):

Internal Audit Manager 0.625 0.625 0.625
Regular Part-Time Sub-Total 0.625 0.625 0.625
Total City Manager 5.625 6.625 6.625
43 FY 23 Budget

CITY ATTORNEY

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:
º Assistant City Attorney II 1.000 1.000 0.000
City Attorney 1.000 1.000 1.000
Human Resources Analyst II 1.000 1.000 1.000
Legal Assistant 1.000 1.000 1.000
Risk Management 0.000 0.000 1.000
º Senior Assistant City Attorney 2.000 2.000 3.000
Senior Legal Assistant 1.000 1.000 1.000
Total City Attorney 7.000 7.000 8.000
º Reclassified: (1) Assistant City Attorney II to (1) Senior Assistant City Attorney 44 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Elected Official:

City Clerk 1.000 1.000 1.000
Regular Full-Time:

Administrative Assistant 2.000 2.000 2.000
City Clerk Services Director 1.000 1.000 1.000
Deputy City Clerk 1.000 1.000 1.000
Regular Full-Time Sub-Total 4.000 4.000 4.000
Total City Clerk 5.000 5.000 5.000

CITY CLERK

SCHEDULE OF POSITIONS
45 FY 23 Budget

CITY TREASURER

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Elected Official:

City Treasurer 1.000 1.000 1.000
Total City Treasurer 1.000 1.000 1.000
46 FY 23 Budget

FINANCE DEPARTMENT

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

Accountant 1.000 1.000 1.000
Accounting Manager 1.000 1.000 1.000
º Administrative Analyst I 0.000 0.000 1.000
Assistant City Manager 1.000 1.000 1.000
Assistant Finance Director 1.000 1.000 1.000
Budget Manager 1.000 1.000 1.000
Buyer 1.000 0.000 0.000
Executive Assistant 1.000 1.000 1.000
Finance Clerk 3.000 3.000 3.000
Finance Coordinator 2.000 2.000 2.000
Finance Manager 1.000 1.000 1.000
Financial Analyst 1.000 1.000 1.000
º Investment/Revenue Officer 1.000 1.000 0.000
Lead Finance Clerk 2.000 2.000 2.000
Payroll Manager 1.000 1.000 1.000
Payroll Specialist 1.000 1.000 1.000
Payroll Technician 1.000 1.000 1.000
Purchasing Officer 1.000 1.000 1.000
Senior Accountant 1.000 1.000 1.000
Senior Buyer 1.000 1.000 1.000
Senior Finance Clerk 7.000 7.000 7.000
Stock Clerk 1.000 1.000 1.000
Warehouse/Inventory Specialist 0.000 1.000 1.000
Regular Full-Time Sub-Total 31.000 31.000 31.000
Regular Part-Time (FTE):

Senior Finance Clerk 0.750 0.750 0.750
Stock Clerk 0.000 0.750 0.750
Regular Part-Time Sub-Total 0.750 1.500 1.500
Part-Time/Non-Benefitted (FTE): 0.000 0.000 0.000
Total Finance 31.750 32.500 32.500
º Reclassified: (1) Investment/Revenue Officer to (1) Administrative Analyst I 47 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

Administrative Specialist 1.000 1.000 1.000
Assistant Human Resources Director 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Human Resources Analyst II 2.000 2.000 2.000
Human Resources Director 1.000 1.000 1.000
Human Resources Technician 1.000 1.000 2.000
Senior Human Resources Analyst 2.000 2.000 2.000
Total Human Resources 9.000 9.000 10.000

HUMAN RESOURCES

SCHEDULE OF POSITIONS
48 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

Information Technology Manager 1.000 1.000 1.000
Information Technology Project Manager 1.000 1.000 1.000 º Information Technology Specialist 4.000 4.000 3.000
º Information Technology Supervisor 0.000 0.000 1.000
Network/Security Analyst 1.000 1.000 1.000
Systems Analyst 1.000 1.000 1.000
Total Information Technology 8.000 8.000 8.000

INFORMATION TECHNOLOGY

SCHEDULE OF POSITIONS
º Reclassified: (1) Information Technology Specialist to (1) Information Technology Supervisor
49 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

Assistant Library Services Director 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Librarian I 3.000 3.000 3.000
Librarian II 3.000 3.000 3.000
Librarian III 3.000 3.000 3.000
Library Assistant 3.000 3.000 3.000
Library Clerk 2.000 2.000 2.000
Library Manager II 1.000 1.000 1.000
Library Services Director 1.000 1.000 1.000
Library Support Services Assistant 2.000 2.000 2.000
Library Technology & Support Svcs. Mgr. 1.000 1.000 1.000 Library Technology Specialist 1.000 1.000 1.000
Library Volunteer Coordinator 1.000 1.000 1.000
Senior Library Clerk 2.000 2.000 2.000
Senior Library Manager 2.000 2.000 2.000
Regular Full-Time Sub-Total 27.000 27.000 27.000
Regular Part-Time (FTE):

Library Assistant 0.000 0.500 0.500
Library Clerk 1.000 1.000 1.000
Library Literacy Coordinator 0.500 0.500 0.500
Library Page 1.500 1.500 1.500
Regular Part-Time Sub-Total 3.000 3.500 3.500
Part-Time/Non-Benefitted (FTE): 10.450 10.450 10.450
Total Library Services 40.450 40.950 40.950

LIBRARY SERVICES

SCHEDULE OF POSITIONS
50 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Sworn Regular Full-Time:

Fire Battalion Chief 5.000 5.000 5.000
Fire Captain 30.000 30.000 30.000
Fire Chief 1.000 1.000 1.000
Fire Engineer 27.000 27.000 27.000
Fire Inspector/Investigator 1.000 1.000 1.000
Firefighter 51.000 51.000 51.000
Sworn Regular Full-Time Sub-Total 115.000 115.000 115.000 Non-Sworn Regular Full-Time:

Administrative Analyst I 0.000 0.000 1.000
Ambulance Operator 0.000 0.000 12.000
Emergency Medical Services Manager 1.000 0.000 0.000
Executive Assistant 1.000 0.000 0.000
Executive Assistant to the Chief 0.000 1.000 1.000
Finance Assistant 1.000 1.000 1.000
Fire Safety Specialist - Misc. 3.000 3.000 3.000
Hazardous Materials Specialist 2.000 2.000 2.000
Plan Examiner 1.000 2.000 2.000
Sr Emergency Medical Services Manager 0.000 1.000 1.000 Senior Office Assistant 2.000 2.000 2.000
Non-Sworn Regular Full-Time Sub-Total 11.000 12.000 25.000 Non-Sworn Regular Part-Time (FTE):

Office Assistant 0.750 0.750 0.750
Part-Time/Non-Benefitted (FTE): 0.000 0.000 1.039
Total Fire 126.750 127.750 141.789

FIRE DEPARTMENT

SCHEDULE OF POSITIONS
51 FY 23 Budget

POLICE DEPARTMENT

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Sworn Regular Full-Time:

Police Captain 3.000 3.000 3.000
Police Chief 1.000 1.000 1.000
Police Lieutenant 7.000 8.000 8.000
Police Officer 131.000 131.000 136.000
Police Sergeant 21.000 20.000 22.000
Sworn Regular Full-Time Sub-Total 163.000 163.000 170.000 Sworn Part-Time/Non-Bennefitted (FTE): 2.597 2.597 0.692 Non-Sworn Regular Full-Time:

Civilian Investigative Officer 2.000 2.000 3.000
Court Liason Officer 1.000 1.000 1.000
Crime Prevention Specialist 3.000 3.000 3.000
Emergency Manager 0.000 1.000 1.000
Executive Assistant 1.000 0.000 0.000
Executive Assistant to the Chief 0.000 1.000 1.000
Forensic Services Supervisor 1.000 1.000 1.000
Homeless Outreach Specialist 0.000 2.000 2.000
Maintenance Worker 1.000 1.000 1.000
Parking Control Officer II 4.000 4.000 6.000
Police Administrative Assistant 3.000 3.000 3.000
Police Armorer 1.000 1.000 1.000
Police Clerk 1.000 1.000 1.000
º Police Code Enforcement Officer 1.000 1.000 0.000
Police Communications Manager 1.000 1.000 1.000
Police Dispatch Shift Supervisor 3.000 3.000 3.000
Police Dispatcher 16.000 16.000 16.000
Police Jailer 0.000 2.000 2.000
Police Records Clerk 11.000 11.000 11.000
Police Records Manager 1.000 1.000 1.000
Police Records Shift Supervisor 3.000 3.000 3.000
Police Services Officer 5.000 5.000 7.000
Police Subpoena/Warrants Specialist 1.000 1.000 1.000
52 FY 23 Budget
POLICE DEPARTMENT (continued)

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Non-Sworn Regular Full-Time (continued):

Police Training Coordinator 1.000 1.000 1.000
Police Volunteer Coordinator 1.000 0.000 0.000
Property Officer 2.000 2.000 2.000
Senior Administrative Analyst 2.000 2.000 2.000
Senior Police Clerk 4.000 4.000 4.000
Non-Sworn Regular Full-Time Sub-Total 70.000 74.000 78.000 Non-Sworn Regular Part-Time (FTE):

School Crossing Guard Supervisor 0.500 0.500 0.500
Non-Sworn Regular PT Sub-Total 0.500 0.500 0.500

Non-Sworn Part-Time/Non-Benefitted (FTE): 22.872 21.922 21.447 Total Police 259.918 262.968 270.639
º Transferred: (1) Code Enforcement Officer to Community Development Department 53 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

Administrative Assistant 4.000 4.000 4.000
Administrative Specialist 2.000 2.000 2.000
Assistant Engineer 2.000 4.000 4.000
Assistant Field Services Manager 1.000 2.000 2.000
Assistant Public Works Director 1.000 1.000 1.000
Assistant Water Manager 2.000 2.000 2.000
º Associate Civil Engineer 6.000 7.000 8.000
º Building Inspection Supervisor 0.000 0.000 1.000
Chemical Sprayer 1.000 1.000 1.000
º Chief Building Official 0.000 0.000 1.000
Construction Inspection Supervisor 1.000 1.000 1.000
Construction Inspector II 3.000 3.000 3.000
º Combination Building Inspector 0.000 0.000 3.000
Deputy Public Works Director 1.000 1.000 1.000
º Engineering Technician II 2.000 1.000 0.000
Environmental Compliance Specialist 4.000 2.000 2.000
Environmental Program Manager 1.000 1.000 1.000
Environmental Scientist 1.000 0.000 0.000
Equipment Maintenance Leadworker 1.000 1.000 1.000
Equipment Maintenance Superintendent 1.000 0.000 0.000
Equipment Maintenance Supervisor 1.000 1.000 1.000
Equipment Mechanic II 5.000 5.000 5.000
Equipment Operator 5.000 5.000 5.000
Executive Assistant 1.000 1.000 1.000
Facilities Maintenance Supervisor 1.000 1.000 1.000
Finance Clerk 1.000 1.000 1.000
º GIS Analyst 0.000 0.000 1.000
Lead Custodian 1.000 1.000 1.000
Mgr. Trans. Services/City Traffic Engineer 1.000 1.000 1.000 º Permit Supervisor 0.000 0.000 1.000
º Permit Technician 0.000 0.000 1.000
º Plan Check Engineer 0.000 0.000 2.000
Principal Civil Engineer 3.000 3.000 3.000
º Project Engineer 1.000 1.000 0.000
Public Works Administrative Manager 1.000 1.000 1.000
Public Works Director 1.000 1.000 1.000
Public Works Maintenance Leadworker 6.000 6.000 6.000
Public Works Maintenance Supervisor 3.000 4.000 4.000
Public Works Maintenance Worker II 10.000 12.000 13.000 Real Property Agent 1.000 1.000 1.000
Senior Administrative Analyst 1.000 1.000 1.000
º Senior Civil Engineer 2.000 2.000 3.000
º Senior Combination Building Inspector 0.000 0.000 1.000

PUBLIC WORKS

SCHEDULE OF POSITIONS
54 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time (continued):

Senior Contract Administrator 1.000 0.000 0.000
Senior Finance Clerk 2.000 2.000 2.000
Senior GIS Analyst 1.000 1.000 1.000
º Senior Permit Technician 0.000 0.000 2.000
Senior Traffic Signal Technician 1.000 1.000 1.000
Senior Water Meter Service Worker 1.000 1.000 1.000
Senior Water Quality Inspector 2.000 2.000 2.000
Skilled Maintenance Worker - Facilities 2.000 2.000 2.000 Skilled Maintenance Worker - Public Works 3.000 3.000 3.000 Skilled Maintenance Worker - Water 4.000 4.000 4.000
Traffic Management Center Technician 1.000 0.000 0.000
Traffic Operations Superintendent 1.000 1.000 1.000
Traffic Signal Technician II 2.000 2.000 2.000
Transportation Analyst 2.000 2.000 2.000
Tree Services Coordinator 1.000 1.000 1.000
Water Maintenance Leadworker 6.000 6.000 6.000
Water Maintenance Supervisor 6.000 6.000 6.000
º Water Maintenance Worker I 1.000 1.000 0.000
º Water Maintenance Worker II 4.000 4.000 5.000
Water Manager 1.000 1.000 1.000
º Water Meter Service Worker I 1.000 1.000 0.000
º Water Meter Service Worker II 2.000 2.000 3.000
Water Plant Operator II 5.000 5.000 5.000
Water Yard Storekeeper 1.000 1.000 1.000
Regular Full-Time Sub-Total 130.000 130.000 144.000

Regular Part-Time (FTE):

Part-Time/Non-Benefitted (FTE): 1.900 0.950 0.950
Total Public Works 132.400 130.950 144.950
PUBLIC WORKS (continued)

SCHEDULE OF POSITIONS
º Reclassified: (1) Engineering Technician II to (1) GIS Analyst, (1) Senior Plan Check Engineer from Community Development Department to (1) Senior Civil Engineer, (1) Project Engineer to (1) Associate Civil Engineer, (1) Combination Building Inspector from Community Development to (1) Senior Combination Building Inspector, (1) Water Meter Service Worker I to (1) Water Meter Service Worker II, (1) Water Maintenance Worker I to (1) Water Maintenance Worker II
º Transferred from Community Development Department: (1) Plan Check Engineer, (1) Building Inspection Supervisor, (1) Chief Building Official, (3) Combination Building Inspector, (1) Permit Supervisor, (1) Permit Technician, (2) Senior Permit Technician 55 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:
º Administrative Analyst II 1.000 1.000 0.000
Administrative Assistant 1.000 2.000 2.000
Administrative Specialist 2.000 1.000 1.000
Assistant Community Development Director 1.000 1.000 1.000 º Assistant Planner 1.000 1.000 2.000
º Associate Planner 2.000 2.000 3.000
º Building Inspector Supervisor 1.000 1.000 0.000
º Chief Building Official 1.000 1.000 0.000
º Code Compliance Officer 3.000 3.000 4.000
Code Compliance Supervisor 1.000 1.000 1.000
Combination Building Inspector 4.000 4.000 0.000
Community Development Director 1.000 1.000 1.000
Environmental Compliance Specialist 0.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Historic Preservation Planner 1.000 1.000 1.000
º Permit Technician 2.000 2.000 0.000
º Plan Check Engineer 1.000 1.000 0.000
Planning Aide 0.000 0.000 1.000
Principal Planner 1.000 1.000 1.000
º Senior Administrative Analyst 0.000 0.000 1.000
Senior Code Compliance Officer 0.000 0.000 1.000
º Senior Housing Manager 1.000 1.000 0.000
º Senior Permit Technician 2.000 2.000 0.000
º Senior Plan Check Engineer 1.000 1.000 0.000
º Senior Planner 3.000 3.000 2.000
Regular Full-Time Sub-Total 32.000 33.000 24.000
Regular Part-Time (FTE):
º Code Compliance Officer 0.500 0.500 0.000
Regular Part-Time Sub-Total 0.500 0.500 0.000
Part-Time/Non-Benefitted (FTE): 0.475 0.000 0.000
Total Community Development 32.975 33.500 24.000
º Transferred from Police Department: (1) Code Compliance Officer

COMMUNITY DEVELOPMENT

SCHEDULE OF POSITIONS
º Reclassified: (1) Administrative Analyst II to (1) Senior Administrative Analyst, (1) Senior Planner to (1) Assistant Planner, (1) Senior Housing Manager to (1) Associate Planner, (0.5) Code Compliance Officer to (1) Code Compliance Officer
º Transferred to Public Works: (1) Plan Check Engineer, (1) Senior Plan Check Engineer, (1) Chief Building Inspector, (4) Combination Building Inspctor, (1) Building Inspector Supervisor, (2) Permit Technician, (2) Senior Permit Technician 56 FY 23 Budget

APPROVED APPROVED BUDGET
2020-21 2021-22 2022-23
Regular Full-Time:

Administrative Assistant 1.000 1.000 1.000
Administrative Specialist 2.000 2.000 2.000
Assistant City Manager 1.000 1.000 1.000
Assistant Community Services Director 1.000 1.000 1.000 Executive Assistant 1.000 1.000 1.000
Finance Assistant 1.000 1.000 1.000
Landscape Coordinator 1.000 1.000 1.000
Parks & Facilities Manager 1.000 1.000 1.000
Parks Maintenance Leadworker 4.000 4.000 4.000
Parks Maintenance Supervisor 2.000 2.000 2.000
Parks Maintenance Worker II 4.000 4.000 4.000
Public Affairs & Information Manager 1.000 1.000 1.000
Recreation Services Coordinator 4.000 4.000 4.000
Recreation Services Manager 1.000 1.000 1.000
Recreation Services Supervisor 3.000 3.000 3.000
Senior Administrative Analyst 1.000 1.000 1.000
Senior Landscape Coordinator 1.000 1.000 1.000
Skilled Maintenance Leadworker 1.000 1.000 1.000
Skilled Maintenance Worker - Parks 2.000 2.000 2.000
Regular Full-Time Sub-Total 33.000 33.000 33.000
Regular Part-Time (FTE):

Assistant Recreation Services Coordinator 2.625 2.625 2.625 Parks & Facilities Attendant 1.500 1.500 1.500
Parks Maintenance Worker I 3.000 3.000 3.000
Regular Part-Time Sub-Total 7.125 7.125 7.125
Part-Time/Non-Benefitted(FTE): 24.425 24.425 24.425
Total Community Services 64.550 64.550 64.550

COMMUNITY SERVICES

SCHEDULE OF POSITIONS
57 THIS PAGE

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LEFT BLANK
58 FY 23
Fund Activity
Account
Number
Project
Number Description Amount Requested
Non Departmental
100 0000 51700 12350 Animal Control 784,441
100 0000 52001 00000 Miscellaneous Expenditures 50,000
TOTAL Non Departmental 834,441
312 0201 52611 30138 Pmnt Other Agencies-North SPA Navigation 573,935 TOTAL City Manager 573,935
Information Technology
780 1601 53915 00000 Cylance Incident Response 80,000
TOTAL Information Technology 80,000
Library
100 2001 53001 19986 Patron Donation - Materials & Supplies (Misc) 3,311 100 2001 53001 20307 Patron Donation - Adult Literacy Program 14,211 100 2001 53011 19990 Friends of the Library Donation - Employee Recognition 702 100 2001 53301 00000 Library Books 50,657
100 2001 53301 19320 Electronic Resources 5,314
100 2001 53301 19322 Foundation Donation - New Adult & Children's Books 107 100 2001 53301 19986 Patron Donation - New Adult & Children's Books 158 100 2001 53301 19988 Santiago Library System - Electronic Resources & eBooks 15,534 100 2001 53301 19990 Friends of the Library Donation - New Adult & Children's Books 12,208 100 2001 53340 19969 Sons of Italy Donation - Crafts (New Graphic Novels) 401 100 2001 53340 19990 Friends of the Library Donation - Crafts (Staff Development Day) 1,654 100 2001 55131 19990 Friends of the Library Donation - Furniture, Machinery, Equip (Misc. Furniture) 5,000
100 2004 51423 19990 Friends of the Library Donation - Maintenance Contracts (Kids Catalog) 2,826
100 2004 55131 19322 Foundation Donation - Furniture, Machinery, Equip (Misc.

Technology) 65,183
100 2016 51670 19990 (Digitization) 1,726
100 2016 53340 19322 Foundation Donation - Crafts (History Center) 115 100 2016 53340 19986 Patron Donation - Crafts (History Center) 1,100 100 2016 53340 19990 Friends of the Library Donation - Crafts (SRC/Comic Con) 7,059 100 2016 53340 30121 Lunch in the Library Grant - Crafts (2022 Award Expected Shortly) 58
100 2016 55131 19990 Friends of the Library Donation - Furniture, Machinery, Equip (Microfilm Reader) 15,000
100 2017 51670 19990 Friends of the Library Donation - Children's Programs (Dia Program) 215
100 2017 53340 19322 Foundation Donation - Crafts (Comic-Con) 228 100 2017 53340 19990 Friends of the Library Donation - Crafts (SRC & Volunteer Recognition) 3,523
100 2017 55131 19990 Friends of the Library Donation - Furniture, Machinery, Equip (Misc. Furniture) 1,579
TOTAL Library 207,869

SCHEDULE OF OPERATING CARRYOVER APPROPRIATIONS
59 FY 23
Fund Activity
Account
Number
Project
Number Description Amount Requested

SCHEDULE OF OPERATING CARRYOVER APPROPRIATIONS
Fire Department
100 3023 51840 20234 Local-Training Santa Ana College 62,898 TOTAL Fire Department 62,898
Police Department
100 4011 various 20355 BSCC FY17 5,482
100 4021 50221 30189 North OC Public Safety Collaborative Overtime Safety (Police) 40,000 100 4021 55510 12307 SWAT/Canine Donations 1,057
100 4033 various 30171 Tobacco Grant Program 129,145
100 4033 various 30187 ABC-OTS Grant Salaries & Benefits 10,928 100 4041 various 30184 OTS FFY 21-22 129,515
310 4011 51030 30180 Cell Phones - Homeless Outreach 2,000 310 4011 53030 30180 Uniforms & Other Clothing - Homeless Outreach 2,000 310 4011 55131 30180 Furniture, Machinery, Equip. Additions 1,907 310 4021 various 30180 Regular Salaries & Benefits 192,665 TOTAL Police Department 514,700
Public Works
100 5021 50222 30189 North OC Public Safety Collaborative Overtime Misc 38,181 220 5022 50002 20487 Beverage Container Grant - Salaries & Benefits 1,500 220 5022 51001 20487 Beverage Container Grant - Contractual Services 17,080 220 5022 53001 20487 Beverage Container Grant - Materials & Supplies 16,000 TOTAL Public Works 72,761
Community Development
100 6001 55131 00000 Furniture, Machinery, and Equip Additions 50,000 310 9640 various 11110 CDBG 13,333
310 9645 51770 30200 517 W. Struck Transition 238,540
310 9645 57130 11070 CDBG Contingency 50,797
312 6011 51670 30142 State Grant Funds - Small Lot Ordinance 1,895 312 6011 51670 30143 State Grant Funds - N. Tustin Plan 52,415 312 6011 51670 30144 State Grant Funds - Transf. Development Rights 30,000 317 9660 various 11110 HOME 161,543
317 9660 51630 00000 Accounting and Auditing Services 2,203 550 6011 51670 19797 Oth Prof Consulting Services- Housing Element 54,927 550 6011 51670 30143 Other Prof Consulting Services - N. Tustin Spec Plan 89,183 TOTAL Community Development 744,838
Community Services
100 7001 51700 20227 Garden Plots 10,767
100 7001 51780 20054 Military Banners 1,734
100 7015 53380 30197 Special Events - Other Supplies - Special Events 2022 Season 11,469 100 7022 51420 00000 Contractual Services (Labor & Maint.) 35,000 100 7022 51700 30189 Contractual Services (Labor & Maint.) 33,381 263 7041 51780 20412 Senior Transportation Grant 19-20 157 263 7041 51780 30151 Senior Transportaion Grant 20-21 137,614 263 7041 51780 30175 Senior Transportaion Grant 21-22 119,320 TOTAL Community Services 349,442
TOTAL OPERATING CARRYOVERS 3,440,884
60 FY 23 BUDGET

CITY DEBT OBLIGATIONS
Date Date Authorized Outstanding 2022-23
of of Interest and at June 30, Prin. & Int.

Issue Maturity Rates Issued 2022 Requirement
DEBT ISSUES:

Orange City Public Financing Authority
Allocation Refunding Bonds Lease Revenue Bonds 7/16/2020 11/1/2050 4.00% 29,930,000 29,410,000 1,715,400 Series 2020A
TOTAL CITY DEBT 29,930,000 29,410,000 1,715,400
Type of Obligation
61 FY 22 BUDGET

SUCCESSOR AGENCY DEBT OBLIGATIONS
Date Date Authorized Outstanding 2022-23
of of Interest and at June 30, Prin. & Int.

Issue Maturity Rates Issued 2022 Requirement
DEBT ISSUES:
2008B Merged & Amended Taxable Tax
Allocation Refunding Bonds 5/1/2008 9/1/2027 5.0-6.2% 6,180,000 3,225,000 648,240 2014A Merged & Amended Tax
Allocation Refunding Bonds 12/4/2014 9/1/2023 3.0-5.0% 28,850,000 7,500,000 3,938,625 2018A Merged & Amended Tax
Allocation Refunding Bonds 3.0-5.0% 20,375,000 20,375,000 910,000 TOTAL REDEVELOPMENT DEBT 55,405,000 31,100,000 5,496,865 Type of Obligation
62 FY 23
Fund
Number
Project
Number Description Amount
Requested
Prop 172
120 20166 Gurney Replacement 55,000
TOTAL Prop 172 55,000
Sanitation And Sewer
220 12982 Corp Yard Renovations 1,400,000
220 15509 Sewer Cleaning & Video 500,000
220 19999 Motor Vehicle Replacements 45,000
220 20430 Storm Drain Improvements 500,000
TOTAL Sanitation And Sewer 2,445,000
Ab 2766 Air Pollution Reduction
245 19999 Motor Vehicle Replacements 130,000
TOTAL Ab 2766 Air Pollution Reduction 130,000
Traffic Improvement -Measure M2
263 13115 Pavement Management Program Survey 70,000
263 13120 Pavement Management Program 2,400,000
263 16302 Minor Traffic Control Devices 50,000
263 16304 Biennial Traffic Signal Coordination 95,000
263 16469 Traffic Signal Equipment Painting 45,000
263 20329 Chapman & Batavia Left Turn Signal Modification 100,000 263 20383 Cannon & Serrano Intersection Modification 842,419 TOTAL Traffic Improvement -Measure M2 3,602,419
Gas Tax Maintenance
270 12982 Corp Yard Renovations 300,000
270 13120 Pavement Management Program 120,000
270 16305 Traffic Signal Controller Changeout 70,000
TOTAL Gas Tax Maintenance 490,000
Rmra Road Maint Rehabilitation Account
274 13120 Pavement Management Program 2,910,000
274 30194 Santiago Canyon Road Rehabilitation Project 577,943 TOTAL Rmra Road Maint Rehabilitation Account 3,487,943
TSIP Citywide
287 20382 Katella Ave Signal Network Extension 450,000
TOTAL TSIP Citywide 450,000
Community Development Block Grant
310 11328 ADA Improvements 68,430
310 20500 Sycamore and Palmyra Neighborhoods Street Rehabilitation 629,530 310 20503 Taft Library Restrooms Accessibility 30,000
TOTAL Community Development Block Grant 727,960
Home
317 11210 HOME CHDO Allocation 73,021
317 11250 HOME Developer Projects 365,110
TOTAL Home 438,131
Capital Projects
500 12982 Corp Yard Renovations 2,750,000
500 13120 Pavement Management Program 600,000
500 14997 Municipal Parking Lot Maintenance 20,000

NEW CAPITAL IMPROVEMENT FUNDING BY FUND
63 FY 23
Fund
Number
Project
Number Description Amount
Requested

NEW CAPITAL IMPROVEMENT FUNDING BY FUND
500 16065 Quiet Zone Maintenance 50,000
500 16302 Minor Traffic Control Devices 225,000
500 17061 Old Towne Street Lighting 277,998
500 19809 City Facility Improvements 561,000
500 19826 Police Headquarter Exterior Wall Sealing 20,000 500 20374 Streetlight Pole Replacement Program 250,000
500 20441 Citywide Sidewalk Assessment 500,000
500 20461 Main Library Facility Improvements 290,000
500 20462 Taft Library Facility Improvements 100,000
500 20463 El Modena Library Facility Improvements 150,000 500 20501 USAR Tools and Equipment Replacement 200,000
500 20502 Fire Station Apparatus Bay Door Replacement 330,000 500 20505 - Fire Station 5 Exercise Room Addition 414,000 TOTAL Capital Projects 6,737,998
Park Acquisition (Infill)
510 20059 Tot Lot Shade Sails 223,000
510 20266 Park Video Surveillance & Security 65,670
510 20476 El Modena Basin Area Lighting and Irrigation 200,000 510 20479 Hart and Handy Parks Land Acquisition 3,000
510 20506 Ball Field Netting 1,420,900
510 20507 Park Facility Roof Repairs 322,710
510 20508 Irrigation Booster Pump Replacement 120,680
510 20513 New Park in West Orange 4,800
510 20514 Mural at El Camino Real Park 2,500
510 30053 Parking Lot Pavement Rehabilitation 120,800
TOTAL Park Acquisition (Infill) 2,484,060
Park Acquisition & Development (Quimby)
511 20475 Resurfacing Bike Trails and Walking Paths 175,219 TOTAL Park Acquisition & Development (Quimby) 175,219
Sewer Construction
520 15508 Sewer Line Maintenance & Replacement 2,200,000 TOTAL Sewer Construction 2,200,000
Reimbursable Capital Projects
550 18120 Well 28 Construction 1,600,000
550 20315 Hart Park Pickleball and Fitness Circuit 2,000,000 550 20461 Main Library Facility Improvements 290,000
550 20477 Area Lighting Replacement at Grijalva Park 262,686 550 30194 Santiago Canyon Road Rehabilitation Project 403,299 TOTAL Reimbursable Capital Projects 4,555,985
Capital Bond Proceeds
553 20347 Enterprise Access System 605,000
TOTAL Capital Bond Proceeds 605,000
Fire Facility Fee Districts All Com 6/07
560 12406 Signal Pre-Emption Installation 40,000
560 20124 Turnout Equipping & Replacement 90,000
560 20334 Fire Station Repairs 50,000
64 FY 23
Fund
Number
Project
Number Description Amount
Requested

NEW CAPITAL IMPROVEMENT FUNDING BY FUND
560 20465 Fire Stations Facility Improvements 60,000
560 20504 - Fire Station 3 Building Addition 250,000
560 30032 Wellness Equipment Replacement 45,000
TOTAL Fire Facility Fee Districts All Com 6/07 535,000
Water
600 18101 Water Utility Security Improvements 25,000
600 18102 Meter Replacement Program 150,000
600 18214 Well Rehabilitation 100,000
600 18301 Exterior Cathodic Protection Systems 50,000
600 18400 Pipeline Renewal Projects 1,500,000
600 18912 Water Plant Telemetry 50,000
600 19999 Motor Vehicle Replacements 280,000
TOTAL Water 2,155,000
Equipment Replacement
720 19999 Motor Vehicle Replacements 3,772,755
TOTAL Equipment Replacement 3,772,755
Computer Replacement
790 20272 GIS Enterprise Development 40,000
790 20278 Server Refreshes 100,000
790 20281 IT System Improvements 50,000
790 20282 Personal Computer Replacements 200,000
790 20339 Network Refresh 50,000
790 20342 Conference Room Audio/Video 20,000
790 20391 Financial System Replacement 200,000
790 20413 UPS Replacements 130,000
790 20456 Physical Security Platform Replacements 200,000 790 20482 Land Use Tracking and Permitting Software 500,000 790 20509 Phone System Refresh 200,000
790 20510 Storage Area Network Replacement 150,000
790 30071 Fiber Optic Cable Replacements 250,000
790 30196 Police Enterprise System 770,000
TOTAL Computer Replacement 2,860,000
City Trf: Tustin Project-Taxable Bonds
951 20247 SOARA Capital Projects 1,532
TOTAL Computer Replacement 1,532
City Trf: Nw & Sw Merged 2003 Txbl Bonds
952 20247 SOARA Capital Projects 145,000
TOTAL City Trf: Nw & Sw Merged 2003 Txbl Bonds 145,000
City Trf: Nw & Sw Merged 2003 Tax Exempt
953 20247 SOARA Capital Projects 3,837
TOTAL City Trf: Nw & Sw Merged 2003 Tax Exempt 3,837
City Trf: Merged 2008 Tax Exempt Bonds
954 20247 SOARA Capital Projects 9,548
TOTAL City Trf: Merged 2008 Tax Exempt Bonds 9,548
GRAND TOTAL 38,067,387
65 THIS PAGE

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66 Mission
To serve the City with strong leadership and vision.

Department Goals
Accomplishments for 2021-22

1. Serve as stewards of the public trust, conducting City business in an open, fair and ethical manner.

2. Develop sound policies that maintain and preserve prized community assets for future generations.

3. Determine the best use and allocation of the City of Orange's financial and human resources.

4. Maintain and enhance the City's fiscal standing by supporting and fostering the business community.

5. Provide community leadership and sound planning for the City's future.

6. Support efforts to reduce the City's crime rate and eliminate blight.

7. Respond to changes in community needs in a timely manner. Work cooperatively with other governments to improve service delivery to Orange residents and businesses.

8. Actively promote and support State and Federal legislation that reduce unnecessary regulations and unfunded mandates.

9. 10. Increase the City's visibiity and presence in changing regional local governance issues.

11. Expand park and trail facilities to provide greater community recreational opportunities.

Adopted an annual City budget for FY 2022-23 that is responsive to the most critical needs of the City and is fiscally conservative and responsible.

1. Adopted ordinances to address state actions to usurp local control of zoning and land use decisions and preserve the nature of Orange neighborhoods.

2. Participated in ad-hoc committees to address the problem of homelessness and provided regular updates to the public.

3. Presented a variety of highly regarded community events such as the Holiday Tree Lighting Ceremony, 3rd of July Celebration, Concerts in the Park, Treats in the Streets, and the Veteran’s Day Celebration.

4. Worked to maintain the economic viability of the Old Towne business community by providing additional outdoor dining areas through the Orange Plaza Paseo street closure.

5. 6. Served on regional boards and committees to ensure the City’s interests are heard and protected.

Enhanced the City’s economic base by collaborating and providing leadership for several development related activities including: the Motel 6 redevelopment, redevelopment of the JC Penny and Sears sites at The Village of Orange, and the development of workforce housing on Town & Country and West Katella Avenue.

7. Adopted a policy on small cell installations and approved a Master License Agreement with Verizon Wireless to encourage the development of wireless infrastructure in the city.

8. Approved a Disposition and Development Agreement with Katella Terrace, LP for the construction of 74 units of affordable senior housing at 1249 E. Katella Avenue.

9. Improved transparency, public communication, and customer service by launching a new city website and the Orange 24/7 citizen reporter app.

10. City of Orange
Department Summary
Fiscal Year 2022-2023
City Council
67 The City Council is comprised of 1 division/program.

CITY GOVERNMENT
The City Council provides policy direction for the City of Orange and enacts all municipal legislation. The City Council serves in a quasi-judicial role on certain administrative appeals. The City Council directs the administration of its policy decisions through the City Manager for delegation to appropriate City staff.

Service Objectives

1. Provide for financial stability through strong financial oversight and strategic planning.

Provide the resources required to maintain and improve the City’s infrastructure, public safety, and City services.

2. Promote the City’s interest in the development of a business retention and attraction program through active City Council participation.

3. 4. Support legislation that benefits City and local government service delivery.

Approve business, industrial, and residential developments that strengthen the City’s financial future and integrates land uses while not overextending existing and planned public infrastructure.

5. 6. Recognize exemplary service by City employees through an employee recognition program. Maintain the City’s website to ensure that Orange residents and businesses maintain access and are connected to the City.

7. Conduct City Council meetings in a manner that recognizes legitimate differences of opinion yet fosters mutual respect and courtesy among all participants.

8. Powered by OpenGov
68 Mission
To serve the City with strong leadership and vision.

Department Goals
Support the City Council in their representation of 140,000 residents and 13,000 businesses through effective implementation of their policy direction.

1. Maintain and develop a management team that is committed to providing high customer service while working together to meet the ever-changing needs of the City.

2. 3. Provide the leadership for an organization committed to serving the community.

4. Constantly work to enhance the financial position of the City.

5. Foster and promote the Strategic Plan and lead in the implementation of its strategies.

6. Maintain and enhance the City’s character by protecting the community’s public and private assets.

Ensure that the City is a place where residents feel safe, where business thrives, and where people have a sense of community.

7. 8. Maintain a business environment and balanced economy conducive to business.

Increase the City’s economic base through business retention, expansion, and diversification by attracting new, compatible businesses.

9. 10. Increase and improve housing and employment opportunities for Orange residents.

11. Promote the distinct identity of the City of Orange.

12. Facilitate wind down activities of the former Orange Redevelopment Agency.

Utilize technology to connect with community at large by providing information and direction on City services.

13. City of Orange
Department Summary
Fiscal Year 2022-2023
City Manager
69 Accomplishments for 2021-22

1. Completed the FY 22-23 City Budget preparation, development, and approval process.

Continued to support the success of the TEAM Orange program, which provides team building, training, employee recognition, and communication resources for city staff. Held four brown bag meetings in an effort to engage employees.

2. Continued the facilitation of business development initiatives including site selection assistance and entitlement streamlining efforts and provided leadership for several development related activities including: the Motel 6 redevelopment, redevelopment of the JC Penny site at The Village of Orange, and the preservation and reuse of two historic homes on North Cypress Street.

3. Participated in the North Orange County Cities and other regional partnership efforts in looking at opportunities to jointly conduct projects and purchases.

4. Continued collaboration with the Old Towne focus group, consisting of merchants and owners, to develop parking solutions to preserve and enhance the economic viability of Old Towne. Evaluated the short and long term infrastructure needs for the Old Towne area, including the possibility of a new municipal parking lot located east of the Plaza.

5. Coordinated the City’s response in addressing the growing homeless population in and around Orange and provided leadership in the North Orange County Service Planning Area to formulate regional solutions to this issue.

6. Continued working with Chapman University leadership to facilitate community engagement opportunities including planning for the processing of the new Chapman Specific Plan.

7. Strengthened our partnership with the Orange Chamber of Commerce by collaborating with them on programs and initiatives that support our businesses and the community.

8. Worked with the City Council, Department Heads, and EOC team to coordinate City operations to address the COVID-19 crisis while continuing to provide essential services to residents and businesses.

9. Launched a new City website with a streamlined design to better communicate with and provide services to the public.

10. Communicated with Orange County and area City Managers on public response and coordinated efforts on mandates directed by County, State, and Federal governments including the needs of the homeless population.

11. Prepared a City Council policy on small wireless facilities and a master license agreement with Verizon to help build out critical wireless infrastructure in the City while ensuring compliance with new regulations from the Federal Communications Commission.

12. Continued City efforts to develop affordable housing including providing leadership for the following projects: Valencia Garden, Katella Terrace, La Veta Houses, and the conversion of the Allure, Cameo, and Garrison apartments to workforce housing.

13. Prepared short term rental policy options for the City Council, and worked with the City Attorneys Office to draft a short term rental ordinance based on Council direction to allow short term rentals with restrictions that mitigate neighborhood impacts.

14. 70
The City Manager Department is comprised of 2 divsions/programs.

MANAGEMENT OF CITY OPERATIONS
The City Manager serves as the Council-appointed Executive Manager of the City. The City Manager is responsible for the administration and implementation of policies and programs adopted by the City Council, for providing timely and accurate information to the City Council, and for maintaining a valuable communication link that allows the Orange City Council to formulate policy, set direction, adopt programs and projects, and establish City service levels.

Service Objectives
Provide leadership and direction for balanced economic growth to enhance the long-term fiscal viability of the City.

1. Promote and foster an organizational culture that strives to provide excellent customer service at all levels.

2. Ensure that the City remains one of the safest communities in which to work, live, and visit by allocating the necessary tools and resources to public safety operations.

3. Implement an organizational strategic plan that directs and responds to the diverse needs of the community while providing long term focus of City resources.

4. 5. Encourage innovation to develop programs or services that help improve service delivery.

Lead employee driven professional development at all levels of the organization to create a strong work force.

6. INTERNAL AUDIT
The Internal Audit program provides a framework to determine the adequacy and effectiveness of internal controls through an on-going and comprehensive internal assessment of operations within each department, including the monitoring of contractor compliance.

Service Objectives

1. Audit appropriate financial provisions of contractual services or other City business relationships.

Audit Citywide internal control systems including, but not limited to, purchasing, personnel, payroll, disbursements, cash receipts, and treasury transactions.

2. 3. Assess and monitor electronic data processing controls.

4. Coordinate audits of revenue sources.

5. Audit any decentralized financial operations and department-managed inventories.

6. Evaluate the strength and effectiveness of internal controls in all city departments.

Assist City departments to develop and implement cost-effective, practical solutions to business issues and needs.

7. Powered by OpenGov
71 Mission
To be an effective and impartial legal representative for the City of Orange, as governed by its Council and managed by its staff. To uphold the State and Federal constitutions and all laws consistent with those constitutions.

Department Goals
Maintain open communications with the City Council, the Planning Commission, other advisory bodies, and all city departments to assist them in developing solutions to achieve and implement their respective goals, programs, and projects.

1. Provide high quality and timely legal services to the City Council, Planning Commission, other advisory bodies, and all city departments.

2. Effectively represent the interests of the City in direct handling of litigation and administrative proceedings.

3. Maintain effective cost control for all city legal services including effective management of outside legal counsel services and costs.

4. 5. Maintain the highest level of professional competence via a program of continuing legal education.

6. Continue to develop and maintain public confidence in the City Attorney’s Office. Offer periodic training on a wide variety of subjects as a preventative measure against legal claims and to enhance efficiency and fairness.

7. 8. Ensure compliance with State and Federal employment laws.

Implement responsible and effective risk management programs to ensure a compliant, safe, equitable, and professional working environment through effective safety trainings, updated policies and procedures, and knowledgeable support to all city departments.

9. Administer an equitable workers’ compensation program as required by law to resolve workplace injury claims through prompt and quality medical treatment and efficient claim administration.

10. Protect the City against financial consequences of catastrophic accidental loss with adequate insurance coverage.

11. 12. Protect the City’s capital assets for claims filed against the City. Maintain the highest level of departmental efficiency by researching and implementing technological advances in the risk management industry.

13. City of Orange
Department Summary
Fiscal Year 2022-2023
City Attorney
72 Accomplishments for 2021-22
Provided training and consultation to Human Resources and other department supervisors regarding employee discipline and evaluations.

1. 2. Provided training to employees regarding potential claims investigation and reporting.

Provided training to employees regarding consulting services agreements, public works agreements, and general citywide contracting processes and procedures.

3. Drafted all documents, assisted staff and provided counsel in the redistricting process, which will define Orange’s City Council district boundaries for the next 10 years.

4. 5. Addressed and resolved community safety concerns regarding transient activity.

Since the implementation of the centralized subrogation program to 1/10/2022, effectively recuperated $623,808.84 back into City funds for losses caused by the negligent act of third parties.

6. During the continuing Covid-19 pandemic, actively participated in the City’s various task forces to develop safety protocols, effective return to work administrative controls, benefit administration, workers’ compensation administration, and compliance with regulatory changes such as SB 1159, AB 685, OC Health orders, CDPH and CDC guidelines, and Cal/OSHA emergency standards.

7. Collaborated with City departments to develop a comprehensive and unified approach to the pandemic, including development of the City’s COVID-19 Prevention Plan, participation in the Emergency Operations Center, and serving as liaisons to employees with COVID-19 related inquiries.

8. Continued to reduce financial obligations to state’s Office Self-Insured Plans as a self-insured employer as related to the workers’ compensation program.

9. Collaborated with Department of Public Works-Facilities division to develop a protocol and template inspection checklist to ensure City’s fire extinguishers and AEDs are timely audited for continued compliance.

10. Conducted State Mandated reporter training to equip all eligible Community Services employees before the start of community summer programs and day camps.

11. 73

CITY ATTORNEY

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Estimated
FY 22-23
Estimated
Percentage of work-related injuries timely reported
to third party administrator 100% 100% 100%
Number of Workers’ Compensation claims closed 56 28 40
Percentage of open Workers’ Compensation claims
that are litigated 6.36% 5.88% 5.00%
Number of Covid-19 Workers’ Compensation claims
opened 21 23 10
Percentage of Covid-19 Workers’ Compensation
claims closed 100% 65.22% 100%
Number of General Liability claims closed 50 N/A 50
Number of ADA/FEHA Interactive Process meetings 3 1 1
Number of Industrial Disability Retirement
Applications Processed 5 3 4
Number of new subrogation claims 21 59 30
Number of subrogation claims closed 273 177 100
Total amount of subrogation funds recovered $189,521.47 $68,110.35 $100,000 Percentage of insurance certificate verification
requests reviewed within 5 days 100% 100% 100%
74 The City Attorney Department is comprised of 2 divisions/programs.

LEGAL SERVICES
Provides legal advice and services to the City Council, all city advisory bodies and city departments, as well as the defense and intiation of lawsuits involving the City and their respective officers and employees.

Service Objectives:

Provide efficient and expeditious legal services to the City Council, all city advisory bodies, and city departments by assigning staff members to respective fields based on their areas of expertise.

1. Provide maximum use of in-house staff to reduce the need and costs associated with the use of outside counsel.

2. 3. Effectively supervise and monitor outside legal (contract special) counsel. Minimize exposure to liability by practicing preventive law, providing training and workshops to city officers and employees, and ensuring that employee complaints are appropriately and thoroughly investigated.

4. Provide minimum turnaround time on day-to-day legal service assignments without sacrificing quality and keeping requesters informed of progress of work as appropriate.

5. 6. Review contracts and advise departments as to any legal ramifications of their contents.

Provide legal advice and services at meetings of the City Council, Planning Commission, Traffic Commission, Design Review Committee (DRC), and other boards and committees as required.

7. Provide advice and guidance in personnel matters at early stages to reduce city exposure from grievances and lawsuits.

8. RISK MANAGEMENT
Risk Management’s mission is to efficiently prevent, control, and reduce the City's financial risk while providing optimum services to city employees and residents. Services include the oversight of the following programs: workers’ compensation, safety and environmental health, liability management, financial recovery, regulatory compliance, insurance procurement, industrial disability retirements, ergonomics, training, and emergency preparedness.

Service Objectives:

Resolve workers’ compensation claims by achieving a balance between employee advocacy and loss control.

1. Serve as the gatekeeper of all parties involved in the workers’ compensation process, including departments, employees or retirees, medical providers, defense attorneys, and the third party administrator.

2. 3. Monitor performance of third party vendors through continuous evaluations of services.

4. Investigate, negotiate, and resolve property claims against the City.

Assist city departments comply with Cal/OSHA, state, and federal regulations by conducting selfaudits, work fitness evaluations, commercial driver license examinations, hearing examinations, and drug and alcohol testing. Maintain all related documents, files, logs, and databases as tools for monitoring risk.

5. Utilize current educational and training materials, both online and in the classroom, to ensure employees take precautionary measures for their individual safety as well as the community’s.

6. Provide recommendations and procure insurance to protect the City against the financial consequences of catastrophic accidental loss.

7. 8. Pursue opportunities for financial recovery through subrogation and restitution efforts. 75 Mission
The City Clerk’s Department is committed to providing exceptional customer service; promoting community involvement and awareness; supporting City Council and staff; coordinating the legislative process; administering City Elections; and managing City Records – all with integrity, accuracy, impartiality, and professionalism. Department Goals
Accomplishments for 2021-22

1. Respond to the legislative needs of the City Council and City of Orange residents.

2. Administer municipal elections and serve as the Election Official for the City of Orange.

Provide access to the City’s official records and legislative documents in as many different mediums as possible.

3. 4. Administer a records management program for the City of Orange.

5. Utilize technology and best business practices in effective services delivery. Maintain statutory compliance of the Maddy Act, Political Reform Act, AB1234, and Conflict of Interest Code.

6. 7. Ensure the proper posting, filing, processing, and administration of City records.

8. Maintain the Orange Municipal Code.

9. Ensure that all members of the team perform their work ethically and with integrity Administered Oath of Office and conducted onboarding reviews with appointed District 3 City Council member.

1. Collaborated with the IT Department in successfully implementing, training, and operating Granicus module for Boards, Commissions and Committees online applications.

2. Further ensured public access to City records by uploading an additional decade of Resolutions, Ordinances, and past minutes to the City website.3.

4. Electronically recorded over 100 documents using the Secure G2G portal.

Completed annual City-wide records destruction in compliance with the Records Management Policy removing 120 boxes and 663 electronic records from inventory; and permanently removed 218 boxes of records from out of state storage site.

5. Facilitated the creation of the Park Planning and Community Events Commission by completing Commissioner Oaths of Office, filing required legal forms and updating the City’s Municipal Code to establish the new legislative body.

6. Coordinated with City Attorney’s office to authorize acceptance of electronically filed government claims against the City of Orange.

7. 8. Served over 1,600 passport customers.

Developed an Electronic Signature Policy, in coordination with the City Attorney’s office, adopted by the City Council in May 2021.

9. Compiled and distributed Boards, Commissions and Committees Manual to convey legislative responsibilities and duties to appointed members.

10. 11. Coordinated Brown Act Training with City Attorney’s office for new and existing board members.

City of Orange
Department Summary
Fiscal Year 2022-2023
City Clerk
76 CITY CLERK

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Estimated
FY 22-23
Estimated
US Mail Items processed 76,515 68,058 72,287
City Council Approved Agreements processed 251 208 230
Public Records Requests processed 669 870 770
77 The City Clerk Department is comprised of 1 divsion/program.

LEGISLATIVE HISTORY, RECORDS MANAGEMENT, AND ELECTION

OPERATIONS
The Office of the City Clerk is the designated local official responsible for administering the democratic process by conducting local elections, developing and maintaining the City’s records management program, providing access to City records and all legislative actions, and ensuring transparency to the public. The City Clerk further acts as the compliance officer for federal, state, and local laws, including the Political Reform Act and the Public Records Act. The Office of the City Clerk is also a full-service passport acceptance facility.

Service Objectives

1. Provide accurate and complete agenda materials according to State mandated deadlines.

2. Effectively coordinate, notice, and administer public hearings.

Continue the administration, training, and operation of Granicus Legistar software for City Council and the City’s standing Boards, Committees, and Commissions meeting agendas and minutes.

3. Serve as the City’s Elections Officer; effectively administer, coordinate, and conduct all general and special municipal elections.

4. Serve as the filing officer for the City’s campaign disclosure statements and Statements of Economic Interests filings.

5. 6. Maintain and preserve City Council proceedings and related records.

Apply technology effectively to provide increased and improved access to materials and records online pursuant to the California Public Records Act.

7. 8. Maintain the Orange Municipal Code with regular updates to the codifier.

9. Accept U.S. passport applications from the public on behalf of the United States Department of State.

Serve as Secretary to Successor Agency to the Orange Redevelopment Agency and Orange Investment Development Authority.

10. 11. Accept and process all claims, summons, and subpoenas.

12. Ensure a high level of integrity and honesty in performance of work duties.

Powered by OpenGov
78 Mission
To prudently manage, protect, and preserve funds placed in its trust. Department Goals Accomplishments for 2021-22
Administer the investment portfolio of the City in a manner consistent with prudent and conservative financial practices.

1. 2. Project cash flow requirements to ensure adequate liquidity and maximum investment opportunity.

3. Assess market conditions and other information necessary to ensure all investment objectives are met.

Provide timely information to City Council, city staff, and citizens on the status of the City's investments.

4. Recommend to the City Council, as needed, changes to the Statement of Investment Policy to ensure that it accurately reflects the City Council's investment objectives and all related laws and regulations.

5. 6. Monitor and analyze revenue receipts and prepare the revenue budget.

1. Reviewed and updated the Statement of Investment Policy.

2. Updated the Treasurer's Reference Manual. Worked with departments to identify changes to the Master Schedule of Fees and Charges and updated the fee schedule adopted with the FY 2021-22 budget.

3. The City Treasurer is comprised of 1 division/program.

TREASURER OPERATIONS
Provides for the investment of the City’s funds in compliance with state law and the City’s Statement of Investment Policy. Monitors revenues, cash flow needs, and cash controls.

Service Objectives

1. Invest all funds in accordance with state law and the City’s Statement of Investment Policy.

2. Review monthly Treasurer’s report in accordance with the City’s Statement of Investment Policy.

3. Keep current on financial and economic indicators affecting the investment market.

4. Maintain up-to-date cash flow information to ensure the City’s liquidity needs are met.

Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight Committee.

5. 6. Monitor compliance with cash receipts policy. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue disclosure.

7. 8. Maintain annual certifications for investment brokers.

9. Update Statement of Investment Policy annually.

City of Orange
Department Summary
Fiscal Year 2022-2023
City Treasurer
79 Mission
To provide excellent customer service to both internal and external customers with the highest degree of reliability, timeliness, and professionalism, while safeguarding the public assets entrusted to the City.

Department Goals
Administer the investment portfolio of the City in a manner consistent with prudent and conservative financial practices.

1. 2. Project cash flow requirements to ensure adequate liquidity and maximum investment opportunity.

3. Assess market conditions and other information necessary to ensure all investment objectives are met.

Provide timely information to City Council, city staff, and citizens on the status of the City’s investments.

4. Recommend to the City Council, as needed, changes to the Statement of Investment Policy to ensure that it accurately reflects the City Council’s investment objectives and all related laws and regulations.

5. 6. Provide quality service to both internal and external customers. Maintain the financial system and records of the City consistent with the highest professional standards in accordance with legal requirements and generally accepted accounting procedures.

7. Produce timely and accurate financial reports including the Annual Comprehensive Financial Report (ACFR) and State Controller’s Reports for both the City and Successor Agency.

8. Provide revenue projections and assist in the coordination, preparation, and review of the City’s Annual Budget and Capital Improvement Plan.

9. Manage collection of city revenues in the most effective and efficient manner including Business License and Transient Occupancy Tax. Combine this with #16?

10. 11. Provide utility billing services for 35,000 accounts for water and sanitation services.

12. Coordinate the issuance and refunding of debt and other related financing as needed.

Direct and coordinate the procurement and warehousing of equipment, supplies and services at the lowest possible cost commensurate with quality needs.

13. 14. Make timely and accurate payments for all approved salaries, benefits, goods, services, and contracts. Manage 20,000 business licenses, including 4,000 home-based businesses and 4,250 out-of-town businesses.

15. Recruit, onboard, and train a new Payroll Manager to address the unique requirements and service needs of the City's biweekly payroll and all reporting requirements.

16. City of Orange
Department Summary
Fiscal Year 2022-2023
Finance
80 Accomplishments for 2021-22
Within a three-month period, fully implemented the program to license and permit Short-Term rentals in the City. Defined the scope of documents required, developed effective communication tools for with owners and their neighbors, set up a dedicated webpage for STR information, tested, launched & integrated a new registration system with that of the City and multiple hosting platforms, and developed a structure to ensure proper collection of monthly TOT. After review of 158 applications, successfully licensed 125 STRs. Daily efforts include monitoring compliance with the City’s Ordinance, sending late notices for TOT, issuing Notices of Violation and collecting related fines, as well as fielding inquiries from potential licensees and complaints from residents.

1. Worked with departments to identify changes to the Master Schedule of Fees and Charges and revised the fee schedule to be adopted with the FY 2022-23 budget.

2. Refined current departmental procedures for position budgeting, including the evaluation of alternative position budgeting tools on the OpenGov platform.

3. Integrated GASB 84, Fiduciary Activities, to improve guidance regarding the identification of fiduciary activities for accounting and financial reporting purposes and how these activities should be reported.

4. Integrated GASB 74 and 75, Financial Reporting for Postemployment Benefit Plans other than Pension Plans, and Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions, in the reporting and disclosure of the City’s ACFR.

5. Continued to increase awareness of the warehouse’s inventory and capabilities to increase cost savings throughout the City.

6. Reported FFCRA (Families First Coronavirus Response Act) wages to applicable employees to the Internal Revenue Service (IRS) on 2021 Forms W-2 as mandated by the FFCRA.

7. 81

FINANCE

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Adopted
FY 22-23
Estimated
Number of Accounts Receivable Invoices 7,236 6,320 6,778 Number of audit adjustments (Auditor
Recommended) 0 0 0
Number of budget appropriation transfers 92 89 91
Number of business license renewal notices sent 20,446 21,411 20,928 Number of business licenses issued or renewed 20,994 21,400 21,197 Number of Utility Bills sent out 225,584 222,574 224,579 Number of cash register transactions processed 243,458 242,503 242,980 Number of form 1099’s issued 206 68 50
Number of form W-2’s issued (calendar year end) 792 857 825 Number of journal entries prepared 620 588 604
Number of payroll checks issued 22,937 21,148 22,043
Number of purchase orders issued 1,224 921 1,000
82 The Finance Department is comprised of 5 divisions/programs.

ADMINISTRATION
Administration is responsibly for maintaining internal controls that safeguard the City's assets and provides budgeting, financial management, investments, and reporting for the City, consistent with the highest professional standards and in accordance with legal requirements.

Service Objectives

1. Invest all funds in accordance with State law and the City's Statement of Investment Policy.

2. Review of monthly Treasurer's report in accordance with the City's Statement of Investment Policy.

3. Keep current on financial and economic indicators affecting the investment market.

4. Maintain up-to-date cash flow information to ensure the City's liquidity needs are met.

Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight Committee.

5. 6. Monitor compliance with cash receipts policy. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue disclosure.

7. 8. Maintain annual certifications for investment brokers.

9. Update Statement of Investment Policy annually.

10. Prepare the Annual Budget and Capital Improvement Plan documents.

11. Provide assistance to every department in reconciling and analyzing their specific financial activities.

12. Administer and monitor financial activity to ensure that it reflects the adopted budget.

PURCHASING AND WAREHOUSE
Provides a centralized buying and accounts payable service for all departments to ensure the purchase and invoice payments of construction projects, services, equipment, and materials are at the lowest possible cost commensurate with quality needs. Serves as a central store for commonly used supplies, makes daily mail and supply deliveries to all affiliate locations, and handles all outside printing and duplicating needs for departments.

Service Objectives

1. Provide courteous, efficient service to all internal and external customers 100% of the time.

2. Process all informal bids within 24 hours of receipt of specifications.

3. Procure all goods and services meeting departments’ specific needs at the best value available.

4. Ensure daily mail and supply delivery and pick-ups are made to all city mail locations.

5. Deliver goods requested from the warehouse within 24 hours of receipt of requisition.

6. Assist in preparation of Request for Proposal and Request for Qualifications requirements.

Ensure the purchase of all goods and services procured through the Purchasing Division are done so in accordance with all federal, state, and city laws, regulations, and policies.

7. 8. Process thousands of purchase orders, invoices, and warehouse requisitions annually.

9. Manage and audit the CAL Card procurement program on an ongoing basis.

Ensure the payments of all goods and services through the Accounts Payable Division are done so in accordance with all federal, state, and city laws, regulations, and policies.

10. 11. Conduct annual citywide training sessions on procurement and payment processes. 83 GENERAL REVENUE
General Revenue manages the collection of various revenues and maintains payment records for the City.

This includes processing Accounts Receivable, Short Term Rental Permits, Transient Occupancy Taxes (TOT) and Business License taxes in accordance with the Orange Municipal Code. Cashiering is also provided for business license payments, miscellaneous receivables including TOT, and accounts receivable payments. General Revenue is a collector of business information and maintains continuous records of all business activity taking place in the City.

Service Objectives
Provide outstanding customer service to both external and internal customers by processing and reconciling payments from counter customers, mailed-in payments, faxes, and on-line renewals or applications. Also provide on-line business searches and new business listing for inquiring customers.

1. Prepare monthly reports of business license registrations for the Fire Department, Police Department, Public Works Department, Economic Development Department, and others as needed.

2. Process and send out certificates to thousands of new business license applicants and renewals, frequently generated online, and send out delinquent notices and close-outs as necessary.

3. Monitor hundreds of business regulatory permits including massage therapists, secondhand dealers, firearm dealers, tow truck drivers, solicitors, and others.

4. Annually follow-up and process thousands of non-compliant or delinquent businesses, plus new business license leads.

5. 6. Perform hundreds of annual gross receipts and sales tax audits.

7. Scan thousands of records into Laserfiche.

8. Monitor TOT for motels and hotels.

Research thousands of leads from the Franchise Tax Board, hundreds of fictitious business name registrations from the Orange County Clerk Recorder’s office, and hundreds of seller’s permit holders from the State Board of Equalization.

9. Review all building permits issued by the City, checking all contractors, architects, engineers, and others for business license compliance.

10. Accounts Receivable creates and sends first, second, and third invoices for all city departments. (developer billing, expense reimbursement for grant funds, hydrant rentals, false alarms, damage to city property, city permits, disturbance calls, lease agreements, and other miscellaneous invoices). In addition, Accounts Receivable collects payments for all invoices and sends accounts to collections for non-payment.

11. Monitor 125 Short Term Rental Permits, which includes evaluating new applications, monitorting compliance, issue violation letters, and accept TOT and application payments.

12. 84

UTILITY BILLING
The Utility Billing Division provides the billing, collection, and data management of all utility accounts for water, city sanitation services, and the voluntary paramedic subscription program. All customer inquiries regarding the billing of these services are handled within this division. In addition, this program has the responsibility of managing petty cash and accounts receivables, which processes all city department invoices.

Service Objectives
Provide customer service for all utility billing related questions or comments via phone, counter, or e- mail.1.

2. Prepare, calculate, and send out utility bills with 99% accuracy within two days of the meter being read.

3. Process closing bills and send accounts to collections for non-payment.

Create and process electronic work orders (Closing/opening readings, meter exchanges, high consumption, leaks, re-checks, door hangers, repairs/replacement of parts, and delinquent turn-offs).

4. 5. Create, process, and maintain Landlord Continue Service Agreements.

6. Create, process, and manage customers on the Paramedic Subscription Program.

Download and process electronic payments daily (lockbox, ACH “Automatic Clearing House”, online, phone, and bill pay banking payments). In addition, collect payments via the counter and night deposit box daily.

7. Provide an online customer portal for customers to view and pay utility bills, as well as the ability to setup automatic payments via checking accounts and credit cards.

8. 85

GENERAL ACCOUNTING
General Accounting is responsible for maintaining a system of internal controls that safeguard the City’s assets and provides financial management and reporting, payroll, accounts payable, and accounting services for the City, consistent with the highest professional standards and in accordance with legal requirements and generally accepted accounting principles.

Service Objectives
Coordinate all financial audits including the City’s annual audit, the Federal Single Audit, Gas Tax, Air Quality Management District (AQMD), various state and federal grants, and Proposition 172 audits.

1. In conjunction with the financial audit, prepare the City’s Comprehensive Annual Financial Report (CAFR).

2. 3. Prepare the Annual Street and State Controller’s Reports. Maintain, update, and troubleshoot the Eden accounting system and provide Eden training and translation to personnel in every department.

4. 5. Maintain financial records for over one hundred separate funds.

6. Provide assistance to every department in reconciling and analyzing their specific financial activities.

7. Process biweekly payroll for more than 750 employees with less than a 1% error rate.

8. Prepare quarterly payroll tax returns in compliance with federal and state reporting requirements.

9. Prepare and calculate position budgeting for the annual budget.

Issue W-2s, prepare annual sick leave conversion calculation, process open enrollment changes, and annual leave accruals and payoffs by January of each year.

10. Process all benefit and/or compensation changes per Memorandum of Understanding (MOU) or Letter of Understanding (LOU) for 19 different salary groups.

11. Upon an employee’s retirement or separation from the City, conduct multiple manual calculations to ensure proper processing of the net benefits, leave pay-outs, and salary included in the final paycheck.

PERS and deferred compensation reporting is an additional component of this task.

12. Assist in the set-up and tracking of Capital Improvement Plan (CIP) expenditures, including related salary costs, and revenue sources under Project Accounting for new and on-going city projects.

13. 14. Administer and monitor financial activity to ensure that it reflects the adopted budget.

Coordinate the wind-down of the former Redevelopment Agency and help with financial reporting, budgeting, and Oversight Board actions.

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86 Mission
To ensure quality customer service through responsible management of human resources and to promote the safety and well-being of employees, the workplace, and ultimately the community.

Department Goals
Accomplishments for 2021-22
Review, analyze, propose, revise, and enact changes to the City’s employment process to comply with new and current rules and regulations set by State and Federal laws.

1. 2. Work with the City Manager's Office to analyze vacant positions to determine appropriate hiring action.

3. Support departments to recruit, hire, retain, and promote the most qualified employees.

Support operating departments with navigating the impacts of the COVID-19 Pandemic, including compliance with various workplace standards and legislation.

4. Assist departments in managing employee performance, resolving labor disputes, and addressing grievances and disciplinary matters.

5. 6. Administer an effective classification and compensation system.

7. Assist in administration of collective bargaining agreements and resolutions with employee groups.

Develop and implement quality training programs to enhance the professional development of City employees.

8. Maintain the highest level of departmental efficiency by researching and implementing technological advances within the field of Human Resources.

9. Administer the City’s Trip Reduction Program to reduce mobile source emissions generated from employee commutes, and to comply with State and Federal Clean Air Act requirements.

10. Respond to all unemployment insurance claim requests for information, providing employee separation information that should be considered by the California Employment Development Department when determining unemployment insurance benefits eligibility.

11. Work with insurance broker to forecast, tailor, and negotiate the most appropriate, quality, and cost effective benefit programs and rates for employees.

12. Complied with all requirements of Families First Coronavirus Response Act and Assembly Bill 685, and partnered with all City departments to navigate personnel impacts of the COVID-19 pandemic.

1. Administered 100 recruitments, processed 6,783 employment applications, referred 672 qualified candidates to operating departments, and hired 131 new employees. (Based on calendar year data.)

2. 3. Conducted 78 background investigations. (Based on calendar year data.)

4. Coordinated anti-harassment training for 129 employees. (Based on calendar year data.

Achieved minimum wage law compliance by conducting a salary review and adjusting classifications affected by the new requirements of California’s minimum wage laws.

5. Organized the annual Employee Open Enrollment process electronically, which included processing over 288 benefit adjustments.

6. 7. Facilitated a virtual Employee Retirement Seminar.

City of Orange
Department Summary
Fiscal Year 2022-2023
Human Resources
87 HUMAN RESOURCES

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Estimated
FY 22-23
Estimated
Recruitments Administered 83 120 103
Employment Applications Processed 7,051 5,708 7,840
Qualified Candidates Referred to Hiring Managers 546 378 539 Background Investigations Completed 80 26 TBD
Employees Hired 111 66 104
Employee Retirements Processed 37 25 27
Open Enrollment Changes Processed 282 288 294
Employees Participating in the Trip Reduction Program 113 95 110 City’s Average Vehicle Ridership Score 1.58 1.50 1.50
88 The Human Resources Department is comprised of 1 division/program.

ADMINISTRATION
Human Resources Administration is responsible for the recruitment and selection of a qualified workforce, contract negotiations and administration, job classification and compensation, employee training and development, employee benefits administration, State and Federal employment law compliance, and employee relations. Self Insurance/Employee Benefits provides for payment of dental insurance and unemployment claims. Outside administration of dental claims is also provided under this program.

Service Objectives
Establish hiring policies and practices and provide a process for departments to recruit, select, develop and retain qualified employees.

1. 2. Apply the highest pre-employment background investigation review standards.

Establish and maintain job classification and compensation programs commensurate with the City’s Strategic Plan.

3. Administer and review employee benefit programs and plans including all retirement, medical, dental, vision, life, and disability insurance plans.

4. Meet and confer with employee bargaining groups to resolve labor issues related to employee wages, hours, and working conditions.

5. 6. Ensure compliance with State and Federal laws that impact the workforce.

7. Assist with the process of addressing and resolving employee relations issues within the workplace.

8. Develop and implement training programs to support employee growth and development.

Recognize long-term employees and their loyalty and contributions to the City through the Employee Service Award program.

9. Meet regional emission reduction goals through administration of the City’s Trip Reduction/Rideshare Program.

10. 11. Minimize unemployment insurance benefits claim costs.

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89 Mission
To effectively support City departments in the state-of-the-art creation, modification, transmittal, storage, retrieval, and collection of data resources and other information critical to efficient City operations.

Department Goals
Accomplishments for 2021-22
Investigate, implement, and maintain reliable information systems that help improve the City’s product and service delivery.

1. Provide Orange residents, business owners, and interested outside companies and individuals with accurate and accessible public information.

2. Improve and enhance network communications within and between City departments and City employees.

3. 1. Assisted in the implementation of an agenda management system.

Assisted efforts to deploy equipment in the Council Chambers for new voting technology and adoption for Council Districts.

2. 3. Continued expanding Geographic Information Systems (GIS) functionality across city operations.

Continued engagement with consulting resource for the City's evaluation and replacement of current maintenance management system with emphasis on requirements, RFP, and selection.

4. 5. Completed RFP, selection, and implementation of Security Operations as a service.

6. Completed RFP, selection, and award of contract for the Access Control System.

7. Assisted Traffic Management with server and storage system upgrade.

Assisted in the migration from current in-car video to integrated in-car and body-worn video for the Police Department.

8. 9. Upgraded 120 Orange Library patron PCs to Windows 10 and Office 2019, enhancing security.

10. Completed the Surveillance Camera Installation project at Plaza Park.

Completed selection and replacement of VoIP phone support provider along with major upgrade of the Mitel VoIP platform.

11. Expanded VoIP phone system functionality for mobile phone connectivity, softphones enabling flexible work-from-home and outside office connectivity.

12. City of Orange
Department Summary
Fiscal Year 2022-2023
Information Technology
90 The Information Technology Department is comprised of 1 division/program.

INFORMATION MANAGEMENT
The Information Management Services program assists city departments with the City’s various data development, collection, and retrieval systems. The program provides technical support to the City’s computer network, servers, personal computers, printers, the City’s website, specialized technologies of specific city departments (image systems, records management and dispatch systems, library automation systems, etc.), and software associated with each operation.

Service Objectives
Maintain current service level of responding to all city calls for after-hour emergency Information Technology (IT) support within 30 minutes.

1. Maintain current service level of responding to all city employee desktop computer problem requests within four hours.

2. Maintain and continue to enhance the City’s website to ensure that it is an effective communication tool to the residents and businesses of Orange.

3. Evaluate technology resources in the marketplace to determine appropriate technology upgrades to ensure city business needs are being met.

4. Powered by OpenGov
91 Mission
Together we strive to preserve local history and to provide equal access to information, ideas and knowledge through books, programs and technology. Department Goals Accomplishments for 2021-22
Provide centralized information, resources, and staff to serve the community to meet their information and literacy needs. Also, to provide library cardholders timely and convenient electronic access to the library’s catalog, website, databases, and electronic resources.

1. 2. Provide cultural and educational programs for children, teens, and adults.

Provide books, magazines, CDs, DVDs, and other materials for library cardholders to borrow, free of charge. Also, to collect, preserve, and promote a variety of materials documenting the City’s history.

3. 4. Provide friendly and welcoming library facilities for the community to enjoy.

Promote collaborations with volunteers, community groups, and educational institutions to enhance sharing of information and/or resources. Encourage and facilitate community partnerships to raise financial support for library facilities, materials, services, and programs.

5. Continued service recoveries from COVID-19 crisis and adapted services as needed to meet community needs and comply with health ordinances, such as the reopening of the Library's homework centers and Taft Branch Library, and the expansion of operating hours at all locations.

1. Collaborated with OUSD to present a “grab-and-go” Lunch at the Library summer program at the El Modena Branch Library that served 1,557 meals to children during the pandemic.

2. Expanded the Library's technology to address digital inequity during the pandemic through the addition of hotspots and laptops, via funding received from the California State Library's CARES Hotspots and Chromebooks Grant.

3. Celebrated local history at Heritage Days and 75 Years of OC Equal Rights: Mendez v. Westminster programs, DIY photo preservation and oral history workshops, and collaborations with other City departments and local historical groups.

4. Expanded Adult Literacy Program services through new and upgraded study room spaces for learners and volunteers at all Library locations.

5. Presented Nuestras Voces/Our Voices series of exhibits and programs at the El Modena Branch Library to celebrate the Latin American presence in Orange, via funding received from California Humanities' Library Innovation Lab Grant.

6. Expanded early literacy and STEAM collections, materials, programming, and spaces for children and teens, including the addition of media equipment to the rebranded Teen Innovation Lab, via funding received from the California State Library’s Shared Vision Grants.

7. Improved customer service through the initiation of automatic renewals to assist patrons in avoiding accumulation of extended use fees.

8. Refreshed the Tannas Family Children’s Garden with installation of furniture to increase seating and provide a more inviting space for children and their families.

9. Coordinated donation drives for local nonprofits and organizations, including the Community Action Partnership of OC, OC Animal Care and American Red Cross, to help the residents of Orange and surrounding communities.

10. City of Orange
Department Summary
Fiscal Year 2022-2023
Library
92 LIBRARY

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Adopted
FY 22-23
Estimated
Library visits 76,152 198,216 198,216
Library card holders 61,144 58,735 58,735
Library cards issued 3,397 5,128 5,128
New/donated items processed 2,396 5,676 5,676
Items borrowed/downloaded 302,126 298,290 298,290
Reference questions answered 10,470 15,606 15,606
Local history questions answered 160 164 164
Public computer and wireless sessions 70,055 110,162 110,162 Library website visits 157,726 157,126 157,126
Database searches 154,826 112,442 112,442
In-person/virtual programs presented 163 214 214
Program attendance 9,979 12,634 12,634
Summer Reading Club participants 472 478 478
Lunch at the Library meals served 1,107 1,557 1,557
Outreach visits to community 0 18 18
Outreach attendance 0 4,668 4,668
Volunteer hours 2,351 7,818 7,818
Adult Literacy Program tutor-learner session hours 384 358 358 Meeting and study room reservations 1,328 5,214 5,214
93 The Library Department is comprised of 5 divisions/programs.

ADMINISTRATION
Library Administration provides planning, direction, management, and ongoing evaluation of the Library Services Department, seeks and administers library-related grants, and oversees library building maintenance, remodeling and renovations. Library Administration also coordinates the Volunteer Program and Literacy Program and serves as liaison to the Library Board of Trustees, the Library Foundation, the Friends of the Library, and other community support groups.

Service Objectives

1. Communicate the Library’s vision, mission, and goals to the community via services and facilities. Work with the Library Board of Trustees in the performance of its duties and responsibilities through the preparation, distribution, and posting of agendas and recording of all Board meetings.

2. Maintain and strengthen relationships and communications among and between the Library’s primary groups – Trustees, staff, Foundation, Friends, city management, and City Council.

3. Collaborate with the Library’s support groups to strengthen public/private partnerships in order to provide contributions for library facilities, programs, and services.

4. Implement organizational development, team building, and staff training activities through staff meetings, task forces, ad-hoc committees, employee appreciation activities, and in-service training.

5. 6. Maintain the appearance and condition of the Library facilities, furnishings, and equipment.

7. Recruit, place, and oversee volunteers to enhance services.

8. Provide programs and services to address literacy needs in the community.

TECHNOLOGY AND SUPPORT SERVICES
The Technology and Support Services Division orders, receives, catalogs, and processes all library material.

It is responsible for maintaining a quality catalog database that provides access to library materials from within the Library facilities or online from home, school, or office. Maintaining the automated library system, the automated internet sign-up system, public-access computers at all libraries, wireless access at all libraries, and information presented on the Library’s web page are all part of this program. In addition, maintaining, planning, and helping to implement new developments to the Library’s computer network infrastructure, equipment, and software are also included.

Service Objectives

1. Order, catalog, and process purchased and donated materials in an efficient manner.

2. Provide total access to library collections, including electronic resources through the internet.

Coordinate implementation and maintenance of the Library’s network infrastructure, equipment, and software with the City’s Information Technology (IT) department.

3. 4. Plan and present technology literacy training for staff.

5. Coordinate and maintain the Library’s web pages.
94 LENDING SERVICES
The Lending Services Division provides public services including new library card registrations, check-out and check-in of library materials, and collection of fees at Orange Public Libraries. In addition, Lending Services staff members sort and re-shelve returned library materials, oversee library borrowers’ accounts, and coordinate the services of a collection agency. This division also manages the routine mechanical operations of the Automated Materials Handling System (AMHS) and self-checkout machines.

Service Objectives
Provide control of materials on loan to the public by checking materials in and out and collecting fees owed to Orange Public Library.

1. 2. Provide library card registration to new library users.

3. Sort and re-shelve returned library materials promptly to ensure public access to them.

Assist in maintaining prompt, problem-free operation of self-checkout, automated check-in, and sorting activities to optimize use of technology to facilitate library use and manage operational costs.

4. ADULT AND BRANCH SERVICES
The Adult and Branch Services Division provides access to library materials and technology in various formats for adults and also provides programming in order to educate, enrich, entertain, and inform adults. A History Center with specialized staff and collections provides preservation of, and public access to, Orange’s unique and important heritage at the Orange Public Library & History Center. The Adult and Branch Services Division also oversees the Taft and El Modena Branch Libraries.

Service Objectives
Provide reference services for adults at the Orange Public Library & History Center, Taft, and El Modena Branch Libraries.

1. Maintain a print, digital, and audio-visual collection that provides reading, listening, and viewing materials including popular non-fiction and support to the local educational curriculum.

2. Provide enriched library services to adults, including bibliographic and computer instruction, reader’s advisory service, and local history assistance.

3. Facilitate public online access to information through subscription databases and public internet resources.

4. 5. Provide cultural, educational, and informational programs for the community.

Promote awareness of, and access to, local history by collecting and preserving print and non-print materials relating to Orange’s past.

6. 95

CHILDREN'S AND TEEN SERVICES
The Children’s and Teen Services Division provides access to library materials and technology in various formats, as well as programming, in order to educate, enrich, entertain, and inform children, teens, and their families. This division includes the Children’s and Teen Homework Centers.

Service Objectives
Provide reference services, including reader’s advisory and digital instruction to children, teens, and their families.

1. Provide enriched library outreach services to children, teens, and families including class visits and tours, school visits, and after-school homework assistance to children in grades 1-6 and teens in grades 7-12.

2. Provide materials in print and digital format to support homework assignments along with popular and recreational reading materials for children and teens.

3. Facilitate online access to subscription databases and public internet resources through information literacy instruction.

4. 5. Provide cultural, educational, and informational children’s and teen programs for the community.

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96 Mission
Prevent or minimize the loss of life, damage to the environment, and loss of property from fire, medical emergencies, and hazardous conditions.

Department Goals

1. Provide exceptional customer service.

2. Rapidly respond to and aggressively intervene to mitigate all emergencies.

3. Maintain facilities, apparatus and equipment in a constant state of readiness.

Assure that all personnel receive comprehensive training, consistent with the highest professional standards of the fire service.

4. 5. Efficiently use public funds while providing effective utilization of resources for maximum benefit.

Provide fire prevention, code enforcement and hazardous materials regulatory programs that assure a high level of public safety.

6. Deliver quality public education programs that address fire and life safety issues present in the community.

7. Coordinate emergency service activities to assist city departments and the public in preparing for a disaster.

8. Furnish personnel with equipment, clothing and other measures to ensure their safety and maximize performance capabilities.

9. Locate and apply for government and private grant programs to provide supplemental funding for new and existing Fire Department programs.

10. City of Orange
Department Summary
Fiscal Year 2022-2023
Fire Department
97 Accomplishments for 2021-22

1. Responded to a total of 16,357 incidents during 2021 – a 10.45% increase from 2020.

2. Completed 4,037 inspections since June 2021.

Throughout the first half of 2021 members assisted at the Disney and Convention Center PODs daily from January 1, 2021 – June 30, 2021.

3. Personnel responded to 22 State mission fires throughout the State of California and Oregon. Fires have invoiced over $2,563.310.88 with Administrative fees exceeding over $623,410.62 for both apparatus and personnel.

4. 5. Promoted 2 Fire Captains, 2 Engineers, 1 Plan Examiner, and 1 Fire Safety Specialist.

6. Successful Fire Captain’s promotional process and Engineer’s Academy.

7. Hired 13 new firefighters and saw 3 complete probation.

8. Successfully trained 13 new firefighters over a 5 week fire academy.

9. Took delivery of one new Pierce pumper, an OES Type 1 and Type 6.

10. Broke ground for new Fire Department Headquarters at 1176 E. Chapman Ave on January 4, 2021.

11. Donated Type III fire apparatus and miscellaneous fire equipment to Queretero, Mexico.

Started a Peer Support Group of 12 Firefighters in support of our people working thru PTSD and other related mental health issues.

12. Added a new position of Plans Examiner to our Prevention Bureau. To this point on the Plans Check side, over 80% have been completed in-house.

13. Responded to an ASI on Lincoln which took the life of 4 people. A USAR trench rescue taking the life of 1 individual, and the shooting death of Aiden which landed on the world-wide stage as the man-hunt took place.

14. Continued on-going partnership with Orange Police Department in support of the City’s Community CERT training.

15. 98

FIRE DEPARTMENT

PERFORMANCE MEASURES/WORKLOAD INDICATORS
2019 2020 2021
Total Calls 16,483 14,809 16,357
Fire Incidents 709 729 845
EMS 13,426 11,791 13,014
Rescue Ambulance Transports 7.109 6,120 7,013
Rescue Ambulance Transports (Advanced Life
Support) 66.5% 70.4% 74.2%
Rescue Ambulance Transports (Basic Life Support) 33.5% 29.6% 25.8% Private Ambulance Transports 80 41 18
Service Calls 1,059 1,143 1,284
Hazardous Materials Calls 123 111 103
Other Emergencies 1,147 981 1,063
Regional Emergencies 19 56 46
Total Suppression Hours Worked 328,016 344,291 342,333
Fire Plan Reviews Performed
Fire Protection Systems 406 334 228
Tenant Improvement / New Construction Fire
Review 635 613 898
Inspections
Apartments 952 502 925
Fire Prevention and Life Safety 2,157 1,573 2,064
Tenant Improvement / New Construction
Inspections 798 789 790
Fire Code Courtesy and Complaint Follow-up 140 200 205
State Licensed Care Facility Fire Clearances 34 39 53
Fire Prevention Reserve Program - Volunteer Hours 4,007 762 1,423 Special Events - Permits Issued 24 11 17
99 The Fire Department is comprised of 7 divisions/programs.

FIRE CHIEF
The Office of the Fire Chief provides overall management of the fire protection and life safety resources necessary to maintain an effective level of service to the community. Program emphasis is organizational vision and planning and providing direction for the administrative, prevention, training, paramedic, rescue, and fire suppression functions of the Fire Department.

Service Objectives
Provide staff assistance to the City Council and City Manager as required and perform as an effective member of the City Manager’s executive management team.

1. Serve as a strong advocate for fire and life safety issues relating to citizens, businesses, and visitors to the City of Orange.

2. Manage the fiscal, physical, and human resources of the Fire Department and assure the appropriate allocation and best utilization of those resources.

3. Guide the development of plans, policies, and procedures required for the effective delivery of high quality customer service within the current city setting as well as annexation areas and new development.

4. 5. Provide for firefighter safety through practices, procedures, equipment, and safety clothing. Maintain a collaborative working relationship with labor organizations to assure the Department services are optimal and employees are supported in an appropriate work environment.

6. Review and analyze Fire Department practices, procedures and equipment to assure excellent service is provided to department customers.

7. 8. Proactively guide grant application processes to create the highest possibility of grant awards.

Develop and maintain close working relationships with other city departments, neighboring fire departments and allied organizations.

9. 10. Improve communication with the public and other city departments.

ADMINISTRATION
The Fire Administration program provides the development, coordination, control, and management of Fire Department fiscal resources. The program provides other administrative functions including personnel, workers’ compensation, payroll, policy and procedure development, facility, apparatus, and equipment management. The Fire Administration program is managed by the Services Deputy Chief/Fire Marshal as directed by the Fire Chief.

Service Objectives

1. Provide administrative staff assistance to the Fire Chief and other Chief Officers as directed.

Provide timely acquisition, delivery, and documentation of supplies, services, repairs, and other activities needed for the day-to-day operations of the Fire Department.

2. 3. Provide grant research, application, and administration.

4. Strive to control program costs through management techniques, while maintaining efficiency.

5. Respond to special studies and information requests.

6. Provide Fire Department liaison to other city departments and County agencies.

7. Provide oversight of the Fire Department’s records management system.

Administer Fire Department Emergency Services programs, providing direction for future programs, facilities, and supplies.

8. 100

PREVENTION
The Services Division, which encompasses Fire Prevention, Emergency Preparedness, Arson Investigation, CERT, and Fire Station construction and improvement; is charged with the responsibility of decreasing the potential for occurrence of fire, loss of life, or personal injury due to fire, explosion, or other hazardous conditions. This is accomplished through fire and life safety code inspections, code enforcement processes under the authority of City ordinances and State law, public education programs for residents and organizations in the community, and fire cause/arson investigation policies and procedures. The Fire Prevention program is managed by the Services Deputy Chief under the direction of the Fire Chief.

Service Objectives

1. Provide administrative staff assistance to the Fire Chief as directed Maintain the department’s Records Management System (RMS) database and integrate all pertinent processes.

2. 3. Conduct Records Management System training for all Fire Suppression and Prevention personnel.

Present business inspection, hazardous material inspection, code enforcement, fire investigation, scene management, and wildland interface/fuel modification code training to Fire Suppression personnel.

4. Conduct 48 mandatory annual high-rise building inspection reports. Submit 48 annual inspection reports to the California State Fire Marshal.

5. Conduct state-mandated jail inspections and forward reports to the California State Fire Marshal and the California Department of Corrections.

6. Provide fire and life safety recommendations through plan review and inspection of hazardous occupancies, new construction, underground tanks, wildland interface fuel management design, hospitals, schools, state licensed care facilities, and specialized fire and life safety activities.

7. 8. Maintain the mandated hazardous materials program as required by State and Federal law.

Provide hazardous materials information for fire suppression companies to use in emergency situations.

9. 10. Conduct the Weed Abatement Program as required by City ordinance.

11. Manage the fuel modification reporting requirements for homes in the wildland interface.

Investigate promptly the cause, origin, and circumstances of each and every fire involving loss of life or injury to person, or destruction or damage to property.

12. EMERGENCY MEDICAL TRANSPORTATION
The Emergency Medical Transportation Program provides ambulance transportation from the scene of a medical emergency to a hospital. Personnel assigned to the rescue ambulances are “Dual-Function.” In addition to providing medical service, they respond to structure fires and other life/property threatening incidents in the community.

Service Objectives

1. Provide highly professional and courteous emergency medical transportation 100% of the time. Maintain the budget for the Emergency Medical Transportation Program in a fiscally responsible manner.

2. 3. Reduce morbidity and mortality from citizens experiencing medical emergencies. 101

OPERATIONS
The Fire Operations program is administered from eight fire stations located throughout the community and coordinates with the Police Department to form an “all risk” emergency response system. The Fire Operations program is tasked with responding to, and mitigating fire, medical, physical rescue, explosion, and hazardous condition emergencies. This program also conducts annual fire safety inspections, public education, and fire training. Other areas of responsibility include station, apparatus, and equipment maintenance.

Service Objectives

1. Maintain appropriate staffing levels to provide emergency services to the public.

2. Manage the budget for Fire Operations in a fiscally responsible manner.

3. Provide the apparatus, equipment, and supplies needed to handle emergency responses.

Provide and utilize automatic and mutual aid agreements to/from surrounding communities in accordance with State and Local agreements.

4. Provide public education programs that will help prevent emergencies and enhance the quality of life in the community.

5. 6. Provide the safest working environment possible for all personnel.

7. Provide quality improvement reviews for operational effectiveness.

8. Conduct annual pump/ladder/equipment tests for all apparatus.

9. Post Incident Analysis of all command incidents and multi-victim incidents.

10. Provide fire inspections and fire prevention programs to prevent emergencies in the community.

PARAMEDICS
The Paramedic Program provides Advanced Life Support (ALS) treatment capabilities to the community. The program provides an extension of the Base Station Hospital’s emergency services into the field. The program also provides resources for response to emergencies such as fires and other life or property threatening incidents.

Service Objectives
Provide ALS treatment in accordance with various protocols and requirements designated by County and State Emergency Medical Services (EMS) Agencies.

1. 2. Maintain the budget for Paramedics in a fiscally responsible manner. Maintain documentation of current appropriate licenses or certifications for all personnel assigned to the Paramedic Program as required by law.

3. Provide EMS education and skills maintenance training programs for ALS and basic life support providers, in conjunction with the Orange Fire Department Training Captain.

4. 5. Further develop and maintain the formal Fire Department Quality Assurance (QA) Plan.

Provide and maintain adequate medical supplies and equipment to ensure that EMS duties can be performed in the safest manner possible for the public and City personnel.

6. 102

TRAINING
The Training Program delivers and facilitates training activities to all operations personnel, including research, development, and implementation of a variety of training courses. This includes basic and advanced firefighting techniques, administrative, and supervisory training. This program coordinates and administers Firefighter recruitment and promotional exams. Additionally, the Training Program manages training academies for the ranks of Firefighter, Engineer, Captain, and Battalion Chief. This program maintains a strong working relationship with Santa Ana College, Urban Areas Securities Initiative (UASI), and the California Firefighter Joint Apprenticeship Commission (CFFJAC). In addition to training functions, the members of this program also serve as the department’s Safety Officer, ensuring compliance with common safety practices.

Service Objectives
Coordinate and direct department activities as they relate to training, employee development, and safety.

1. Coordinate the development of entry-level and promotional examination processes in cooperation with the Human Resources Department.

2. Provide the development, implementation, and monitoring of recruit training, apparatus operator training, officer training, and company performance standards based on evaluations.

3. Provide training standards to meet Federal regulations, CAL-OSHA regulations, and safety/operational requirements.

4. 5. Coordinate the Research and Development Committee and Safety Committee programs.

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103
Mission
To perform law enforcement duties with innovative leadership, accountable to the people we serve, to ensure their safety and improve the quality of life in our diverse community.

Department Goals

1. Maintain transparency with the community through care, trust and commitment.

Utilize the Public Information Officer (PIO) / Community Engagement Liaison to enhance the Police Department’s partnership with the community

2. Coordinate the resources of all city departments relative to emergency services and homeland security and maintain the operational capability of the City's Emergency Operations Center (EOC).

3. Create a safe environment for our citizens by utilizing all available resources as the Police Department works to suppress criminal activity in the City of Orange.

4. Seek out opportunities to implement lasting solutions to problems facing the community and thereby improve the quality of life in Orange.

5. Create a professional working environment and organizational structure that prepares, encourages, and provides opportunities for employees to achieve their full potential.

6. Use acquired technology to quickly and accurately identify crime trends and direct appropriate resources to address them.

7. Expand the use of non-sworn personnel, citizen volunteers, and reserve officers in new and innovative ways to enhance the department's ability to respond to the vast array of challenges facing law enforcement.

8. City of Orange
Department Summary
Fiscal Year 2022-2023
Police Department
104
Accomplishments for 2021-22
Expanded the body worn camera program in the Police Department to include Field Services Division personnel that interact with the community in any type of enforcement activity.

1. Implemented an automated platform for collection and reporting, in compliance with AB 953 - Racial Identity and Profiling Act (RIPA).

2. Through the Community Development Block Grant, the City of Orange established the Homeless Outreach Program and funded two Homeless Outreach Specialist positions, to deploy outreach services and community engagement to the homeless population in Orange.

3. The Orange Police Department Field Services Division, HEART and Bike Team, developed ongoing collaborations with Orange County Mental Health, Be Well, Psychiatric Emergency and Response Team (PERT), and the Crisis Assessment Team (CAT) to provide continued engagement and outreach to the homeless population in Orange.

4. Funded two Police Jailer positions, to shift arrest and booking duties from police officers to civilian employees to manage increased demand for police services.

5. Funded an Emergency Manager position, assigned to the Police Department, Homeland Security Division, to successfully manage the City’s emergency services.

6. Funded a Police Sergeant position, assigned as a Public Information Officer/Community Engagement Liaison within the Police Department, to develop a City communications plan to reach the community, manage public safety inquiries, and address “Key Priorities” of Council.

7. Upgraded the Police Departments crime and accident scene reconstruction laser scanner to bring technology and functionality of the system up to current standards while also improving reliability of the system.

8. The Traffic Bureau, in partnership with the California Office of Traffic Safety, conducted 12 DUI and driver’s license checkpoints, DUI saturation patrols, traffic enforcement operations, and issued citations for distracted driving.

9. Implemented a new City of Orange branded CERT promotional video to recruit and educate prospective members of the community about disaster preparedness.

10. Facilitated and proctored six Police Academy Trainee tests for 261 candidates that included a physical agility test, written exam, and oral interview.

11. Administered recruitments, testing, and backgrounds resulting in 38 new hires including, 22 sworn officers and 16 non-sworn positions.

12. Participated in community engagement events, including National Night Out, CERT, and Treats-in-the Street to educate the community and promote public safety.

13. Completed an upgrade of the Property room storage system to maximize storage space and quick retrieval of stored property while also minimizing safety hazards.

14. The Bike and HEART team partnered with the City of Orange Community Services and Public Works, Santa Ana Police Department, and County of Orange Public Works to conduct outreach and engagement to ensure safety at City parks and water right-of-ways.

15. 105

POLICE DEPARTMENT

PERFORMANCE MEASURES/WORKLOAD INDICATORS
2019 2020 2021
Total Crime 6,817 6,840 6,899
Calls for Service 100,861 88,663 89,816

1. Transient related 3,215 3,621 4,487

2. Chapman University Party 224 196 259
Call Response Time – Minutes

1. Emergency 6.3 4.3 4.3

2. Non-Emergency 12.1 10.3 10.7
911 Emergency/Public Safety Calls Received 56,789 50,639 49,492 911 Calls Answered within 10 seconds 85.80% 91.77% 98.05% Total Reports Taken 10,424 10,071 10,273

1. Police Services Officer 1,311 1,313 937

2. Online Reporting 641 787 840
Arrests (Felony and Misdemeanor) 4,802 4,785 5,684
Traffic Citations Issued (Infractions) 4,025 6,958 7,161 Parking Citations Issued 29,242 14,831 28,122
Traffic Collisions 1,262 1,070 1,108

1. DUI Related 161 161 190
DUI Arrests 496 476 661
Hired Positions – Sworn 19 8 22
Hired Positions – Non-Sworn 13 6 11
Advanced Officer Training (AOT) Hours Per Officer 20 18 38 106
The Police Department is comprised of 11 divisions/programs.

OFFICE OF THE CHIEF
The Office of the Chief is comprised of the Chief of Police, Executive Assistant, Public Information Officer, and Internal Affairs. The Office of the Chief is responsible for planning, coordinating, directing, and evaluating the activities of the Police Department and providing command functions as it relates to public safety and the mission of the Police Department.

Service Objectives

1. Serve and protect the community by providing the highest level of professional police services.

Utilize the Public Information Officer (PIO)/Community Engagement Liaison to enhance the Police Department’s partnership with the community.

2. Implement policies to comply with state and federal laws and regulations to ensure the safety of law enforcement personnel and the community.

3. Oversee the operations of the department and manage the department’s budget to fulfill the agencies responsibilities.

4. Facilitate the development of a strong management team that identifies and addresses the future needs of the department and the community.

5. Develop a highly trained and professional staff of law enforcement personnel dedicated to the department and the community.

6. Provide an organizational work atmosphere that provides employees with the motivation to reach their highest level of ability.

7. SUPPORT SERVICES
The Support Services Division is responsible for numerous diverse functions in support of Police Department operations including fiscal affairs, information technology, timekeeping, personnel and training, armory, cadet program, crime prevention, volunteer program, emergency management coordination, facility maintenance, and fleet services. The Division is also responsible for grant administration, contracts, and technological advancements within the Police Department.

Service Objectives

1. Recruit, conduct backgrounds, and hire top-quality applicants for all sworn and civilian positions.

2. Provide employees with relevant training designed to improve skills and performance.

3. Provide employees with state-of-the-art technology to improve efficiency and effectiveness.

4. Administer the department’s budget and control expenditures.

5. Identify and administer department grants.

6. Provide and maintain an effective in-service volunteer staff.

7. Direct crime prevention efforts through the planning process and community education.

Coordinate with Facility Maintenance and Fleet Services for police facility, vehicle, and related services.

8. 9. Educate the community on police-related topics.
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DISPATCH
Dispatch answers all incoming 9‑1‑1 emergency, and non-emergency business line phone calls for police services. Employees are responsible for correctly routing and prioritizing emergency and routine calls, as well as disseminating vital information to police employees or other appropriate agencies. Dispatch provides support for field officers by coordinating activities and providing information through a complex network of computerized systems.

Service Objectives

1. Provide professional customer service to citizens and co‑workers.

Prioritize tasks in a timely and efficient manner to best serve the needs of both callers and field responders.

2. Facilitate leadership development of shift supervisors to enhance consistent supervision on all shifts to monitor workload and performance, as well as provide a foundation for leadership, direction, and cooperation between communications and patrol.

3. Efficiently use computerized systems to further serve the public and officers by providing the necessary information to maximize investigations in a continual effort to keep businesses, residents, and City of Orange visitors safe.

4. Maintain the communications operating manual and training program to include four distinct training phases for new Dispatchers.

5. RECORDS
The Records Bureau maintains and protects the integrity of the department’s crime reports and other documents. Included in this function is the file maintenance of the Records Management Computer System, warrant/subpoena processing, data input, and maintaining the Mobile Audio Video (MAV) system. The Records Bureau is also responsible for complying with State mandated regulations and responding to public inquiries.

Service Objectives
Provide professional and courteous customer service to the public, law enforcement agencies, and department co-workers.

1. 2. Process all reports for investigators, the court system, and other State and Federal agencies.

3. Maintain records, computer files, and original documents to comply with mandated State law.

Comply with regulations on the California Law Enforcement Teletype System, Criminal Justice Information System, and National Crime Information Center.

4. 5. Maintain all criminal department warrants in accordance with “due diligence” requirements.

Serve as a liaison between the courts, District Attorney’s Office, and officers for subpoena service and mandated court appearances.

6. 7. Maintain, collect, and report statistical information for the National Incident-Based Reporting System. 108
PATROL
The Patrol Division is responsible for general law enforcement duties, patrol activity, and proactive policing efforts intended to reduce the number of crime victims in Orange. Special functions within the Division include the Traffic Bureau, Communications Center, Bike Team, Canine Unit, SWAT, Homeless Engagement and Resource Team, Homeless Outreach Program, Reserve Officers, Jailers, Police Service Officers, and Explorer Post #266.

Service Objectives

1. Maintain the highest level of professionalism with everyone encountered.

Demonstrate leadership by collaborating with various stakeholders throughout the community to improve the quality of life through education and enforcement.

2. Utilize daily briefings to continuously train field personnel in core competencies of patrol work that maximize investigations and interactions with high-frequency offenders.

3. Regularly plan and prepare for expected and unexpected events through continued educational information, practical training, application of technology, and proper scheduling of personnel.

4. Apply CompStat strategies to reduce crime. CompStat is comprised of gathering timely and accurate intelligence, deploying rapid and focused resources, utilizing effective tactics and strategies, and conducting relentless follow-up of policing efforts.

5. Continually and proactively address recurring issues with the homeless population and individuals with mental illness to efficiently reduce victimization and direct individuals to appropriate community resources.

6. Coordinate with the department’s Peer Support Program and volunteer police chaplains, to assist department personnel or the community, in reducing the personal impact of trauma.

7. DETECTIVES
The Detectives Division is responsible for analyzing interviews, interpreting evidence, identifying suspects who commit crimes, and working closely with the District Attorney’s Office to bring charges against the offending party. Special functions within the Division include Crimes Against Persons and Property and Economic Crimes.

Service Objectives
Respond and assist Patrol Officers at crime scenes where the need exists for immediate investigative follow-up.

1. Respond to inquiries from victims and provide community education related to the prevention of both property and violent crimes.

2. Utilize federal, state, and local resources to assist with unsolved crimes and prosecute them to the fullest extent of the law.

3. Investigate financial crimes including identity theft, credit card fraud, counterfeit checks, embezzlement, internet and computer-based fraud, financial elder abuse, forgery, and various “theft by scam” cases.

4. Through participation in the CompStat process, collaborate with the Patrol Division to develop crimefighting strategies and deploy resources to reduce crime.5.

6. Conduct training on topics directly related to investigations. 109
GANGS
The Gang Unit is responsible for the suppression and investigation of crimes involving criminal gangs, including traditional street gangs and other criminal associations subject to the Street Terrorism Enforcement and Prevention Act. The Gang Unit is also responsible for monitoring subjects who are on active parole or probation with criminal street gang affiliation and suppressing graffiti activity through prevention and investigation. Special functions within the Unit include coordinating efforts of School Resource Officers and juvenile investigators.

Service Objectives
Identify and monitor the activities of criminal gangs, their associates, and leaders to suppress criminal activity and reduce crime through aggressive enforcement, surveillance, the use of informants, and conducting thorough investigations.

1. Respond, provide leadership, and assist Patrol Officers at crime scenes where the need exists for immediate investigative follow-up related to gang cases.

2. Provide training to and exchange intelligence information with patrol officers, school resource officers, detectives, school administrators, and outside agencies.

3. Address graffiti issues through active enforcement and partnerships with the Orange Unified School District (OUSD), satellite schools, and private businesses.

4. Continue collaboration with the Orange County District Attorney’s Office with GRIP, and participating schools on a regular basis to help prevent young persons from becoming involved in a gang by intervening, counseling, and providing resources regarding the dangers and consequences of gang involvement.

5. Identify “at-risk” youth, provide pre-offender counseling, and proactively address the growing concern for juvenile delinquency.

6. Develop and maintain adequate sources of criminal street gang intelligence through informants, school meet-ups, literature, allied agency contacts, use of technology, and attending monthly Gang Investigators Association meetings.

7. Create and foster partnerships with community members to encourage reporting and enhance police response to gang activities.

8. 110

SPECIAL INVESTIGATIONS UNIT
The Special Investigations Unit is responsible for public affairs presentations on the subject of narcotic and drug use, maintaining communications with other local, state, and federal agencies, and providing training to personnel on the issue of drug use and trafficking patterns in the City. Detectives create a deterrent to those selling drugs by taking a proactive approach through enforcement strategies, enforcing the laws related to vice offenses and Alcohol Beverage Control (ABC) violations, and by promoting community awareness in drug enforcement. In addition, two detectives assigned to a Federal drug task force and one detective assigned to a County narcotics task force, target large-scale narcotics traffickers operating in the area.

Service Objectives

1. Identify, investigate, and arrest drug traffickers who supply users.

2. Assist other law enforcement agencies with investigations of local drug traffickers in the City.

3. Conduct proactive enforcement targeting low-level street dealers selling drugs.

4. Investigate and seek prosecution against those engaging in acts of prostitution. Monitor and investigate alcohol establishments to ensure compliance with ABC laws and prevent sales to minors.

5. Monitor establishments that sell tobacco products to prevent furnishing and use of tobacco products by minors.

6. Provide training and exchange intelligence with the Field Services Division on crime trends and focused enforcement efforts.

7. Collaborate with the County of Orange to ensure compliance under the guidelines of Post Release Community Supervision pursuant to AB 109.

8. LAB/PROPERTY
The Lab is responsible for forensic analysis of physical evidence from crime scenes for future court use. The Lab works to identify suspects through latent print analysis and compares prints to known individuals in the statewide fingerprint identification database, California Identification (CAL-ID). The Lab also processes items for DNA evidence to identify suspects. The Property Unit is responsible for packaging, storing, controlling, transporting, and disposition of evidence and other property collected through the normal course of law enforcement duties in the community.

Service Objectives
Liaison with forensic units throughout the County to provide accurate and timely processing of all evidence gathered at crime scenes.

1. 2. Identify suspects through fingerprinting and the CAL-ID computer system.

Coordinate processing of DNA and gun evidence with regional and national unsolved-crimes, sexual offender, and firearm databases to assist in identifying additional suspects and cases.

3. 4. Provide on-going training to department personnel related to evidence collection and submission. Maintain the Digital Imaging Management System (DIMS) for digital photographs and other digital media.

5. Keep current all policies on the use, storage, and management of digital photographs and other digital media.

6. 7. Maintain all property and evidence according to law, policy, and procedures.

8. Complete annual narcotic and gun destructions, consistent with applicable laws and regulations.

9. Dispose of all property, per state law and department policy, not required for court proceedings. 111

TRAFFIC SERVICES
The Traffic Bureau is responsible for traffic enforcement, investigating traffic collisions, parking enforcement, street sweeping compliance, and impounded vehicles. The Bureau oversees crossing guard services, provides traffic related education presentations to the community, and coordinates police enforcement during City sponsored events.

Service Objectives

1. Provide enforcement of all traffic laws regulating the flow of traffic within the City.

Provide special enforcement aimed at addressing specific traffic safety concerns, while providing public safety education related to vehicles, pedestrians, motorcycles, and bicycles.

2. Address traffic matters related to impaired driving through enforcement and educational programs to reduce DUI related traffic fatalities and collisions.

3. Utilize technology and crime data information to enforce vehicle code violations relative to commercial vehicles and other traffic safety violations.

4. Provide leadership through traffic safety education and enforcement programs by participating in community events such as National Night Out, Open House, Walk to School, and Citizen’s Academy.

5. Investigate all major traffic collisions and criminal cases to comply with the National Incident-Based Reporting System and Investigative Division standards.

6. HOMELAND SECURITY
The Homeland Security Unit is responsible for coordinating the resources of all city departments relative to emergency services and homeland security. This Unit is also responsible for the maintenance and operational capability of the City’s Emergency Operations Center (EOC) located at the Police Department.

Service Objectives

1. Assist all city departments with preparation for major emergencies and disasters.

2. Coordinate the development of emergency plans and operational procedures.

3. Maintain and provide citywide training on EOC procedures.

4. Assist the City Council, City Manager, department managers, and key staff during EOC activations.

Coordinate with the Department of Homeland Security, California Office of Emergency Services, and the Orange County Operational Area to ensure that the City maintains essential programs and services and receives appropriate training.

5. 6. Represent the City of Orange in all-hazard related activities at the local, regional, and state level.

7. Provide Community Emergency Response Team (CERT) disaster preparedness training to the public.

8. Coordinate EOC emergency preparedness drills within the department.

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Mission
To provide and preserve the City’s infrastructure, facilities, and programs and to promote public health, safety, and welfare through courteous and timely customer service and the efficient use of available resources.

Department Goals

1. Implement and manage the City’s annual Pavement Management Program

2. Constantly seek and search for grant opportunities for the best utilization of resources.

3. Replace 1,800 small water meters per year as part of the 15-year small meter replacement program.

Clean 700,000 lineal feet of sewer and video inspect 90,000 lineal feet of sewer utilizing both City crews and contractors.

4. 5. Update the Department’s Strategic Plan to verify long-term priorities and programs.

Ensure completion of all Public Works projects in the Capital Improvement Plan in a cost-effective and timely manner.

6. Ensure that a cost-effective, safe, and dependable potable water supply meets all residential, commercial/industrial, and fire protection needs of the City.

7. Improve safety and reduce congestion through the design, installation, maintenance, and operation of the signals, signs, streetlights, and other traffic control devices necessary for an efficient transportation system.

8. Maintain streets, alleys, and other right-of-ways in a safe and serviceable condition including asphalt repairs, concrete repairs, and graffiti removal.

9. Provide sanitation services to all customers including street tree maintenance, street sweeping, sewer maintenance, storm drain maintenance, and environmental compliance programs.

10. Regularly inspect and service the City’s sewage and storm drain collection systems and implement the requirements of the National Pollutant Discharge Elimination System (NPDES) and Waste Discharge Requirements (WDR) permits.

11. Acquire, service, and salvage, where appropriate, all city vehicles including cars, trucks, and other nonwheeled equipment, to ensure safe and reliable operation.12.

Maintain all city facilities in a clean and safe manner; manage new and/or existing facility improvements; coordinate graffiti and shopping cart removal for the City.

13. Represent the Public Works Department before the Mayor, City Council, City Boards and Commissions; County, State and Federal agencies; and community groups and organizations in a manner that brings recognition and credit to the organization.

14. 15. Continue to reduce the carbon footprint by purchasing alternative fuel vehicles.

Provide Orange residents with exceptional customer service and the provision of engineering, traffic, maintenance, water resources, and infrastructure.16.

17. Continue to implement traffic signal synchronizations along various roadways throughout the City.

Protect the healthy and safety of the community through plan check and inspection of new remodeled structures that ensures compliance with governmental regulations.

18. City of Orange
Department Summary
Fiscal Year 2022-2023
Public Works
113
Accomplishments for 2021-22

1. Maintained daily, the Metrolink Parking Structure, Orange Paseo, and Old Towne Plaza.

2. Completed Fire Station No. 1 Headquarters on time.

Completed Prospect & Spring Right Turn Lane Modification project which adds additional left and right turn lanes when existing Grijalva Park.

3. Completed design & award phase for Police Department Headquarter roof remodel and commenced construction as scheduled.

4. 5. Successfully implemented the new Citizen Reporting App, Orange 24/7 Installed left-turn signals at the Flower Street & Chapman Avenue, Chapman Avenue & Feldner Street, and Collins Avenue & Glassell Street intersections.

6. 7. Completed over 400 pothole repairs and reconstructed over 10,000 square feet of sidewalk.

8. Completed Annual Street Pavement and Annual Sewer replacement projects.

Completed engineering design and environmental phase of the Cannon/Serrano Critical Intersection Improvement project.

9. Installed speed radar feedback signs on critical sections of Chapman Avenue, La Veta Avenue, and Collins Avenue.

10. 11. Responded to over 900 facility maintenance service requests.

12. Removed over 80,000 square feet of graffiti in the public right-of-way.

13. Replaced over 2,000 water meters.

Reconstructed 12,000 square feet of sidewalk, 3,500 linear feet of curb & gutter, 138 ADA ramps, and

1.4 miles of sewer main.

14. 15. Issued over 600 Subdivision encroachment permits.

16. Maintained and trimmed over 6,000 city street trees.

Flushed all City fire hydrants 4,301 hydrants, painted 1,100 hydrants, and completed a four-year hydrant painting cycle.

17. 18. Completed the cleaning of over 700,000 linear feet of sewer line.

Completed over 1,200 preventative vehicle maintenance services and over 1,500 repairs to the City’s fleet including Fire and Police vehicles.

19. 20. Replaced 150 plastic water service laterals with copper pipe.

21. Conducted monthly preventative maintenance checks on each of the City’s 158 traffic signals.

22. Supervised the sweeping of over 38,000 miles of City streets.

23. Cleared debris from over 3 miles of storm drains and channels.

24. Acquired and analyzed 1,600 water quality samples.

25. Completed over 10,000 square feet of asphalt repairs and patching.

26. Read 180,000 water meters.

27. Marked 5,000 Underground Service Alerts.

28. Issued over 700 transportation permits.

29. Provided as-needed maintenance on over 7,800 streetlights.

Issued building permit for St. Joseph's Medical Office and Garage, Valencia Gardens, Finney's Restaurant, St. Paul Lutheran Church, Chapman University's Dance Center, and Wilshire Tower Apartments.

30. Finalized construction for key projects including Fire Headquarters/Station 1 and Fairfield Town & Country's apartment complex and parking structure.

31. 114

PUBLIC WORKS

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Estimated
FY 22-23
Estimated
ADA Street Corner Ramps Constructed 105 129 100
Building & Safety Customers Serviced 7,100 7,200 7,150
Building & Safety Plan Reviews 3,850 3,500 3,300
Building Permits Issued 3.303 3,200 3,000
Stormwater Catch Basin Inspections 1,983 1,983 1,983
Flood Channel Inspections 6 6 6
Commercial Stormwater Compliance Site Visits 122 100 100 Public Right-of-Way Encroachment Permits Issued 603 650 675 Food Industry Inspections for Fats, Oils, and Grease
Preventative Maintenance 221 150 150
Stormwater Pollution Prevention Industrial Site
Inspections 112 100 100
Linear Feet of Curb & Gutter Constructed 3,052 2,425 2,100 Linear Feet of Sewer Pipe Constructed 3,820 7,300 5,000 Municipal Facility Infrastructure Inspections 60 40 40
New Development Pollution Prevention Site Inspections 43 40 40 Bi-Annual citywide Pavement Condition Index Rating
(0-100) 80.6 83.0 82.7
Stormwater Catch Basins Cleaned 101 200 200
City Right-of-Way Trees Maintained 5,026 6,000 6,000
Facility Maintenance Service Requests Complete 868 900 900 Linear Feet of Curb & Gutter Reconstruction 1,895 2,000 2,000 Linear Feet of Sewer Pipe Maintenance 600,000 700,000 700,000 Linear Feet of Storm Drain and Channel Maintenance 10,614 11,000 11,000 115

PUBLIC WORKS
Miles of Street Curb Swept by City Contractor 38,000 38,000 38,000 Pothole Street Repairs 335 400 400
Preventative Vehicle Maintenance Services 2,895 2,900 2,900 Square Feet of Asphalt Repairs and Patching 3,500 10,000 10,000 Square Feet of Graffiti Removal 79,353 80,000 90,000
Square Feet of Sidewalk Reconstruction 26,139 28,000 28,000 Vehicle Repairs 2,244 2,500 2,500
Orange 24/7 Citizen Reporter Service Requests
Completed N/A 1,500 1,500
Pre-Construction Underground Service Alerts Marked 5,712 5,500 5,600 Development of Traffic Analyses Reviewed 32 45 45
Citywide Street Lights Maintained 7,836 7,850 7,850
Traffic Safety Work Orders Prepared 71 50 50
Traffic Signals Inspected and Maintained 157 158 158
Transportation Permits Issued 700 750 750
Action Items Presented to Traffic Commission 9 15 15
Hydrants Flushed to Support Fire Services 4,301 4,301 4,301 Hydrants Painted 1,100 1,100 1,100
Water Meters Read 180,000 180,000 180,000
Water Meters Replaced 3,222 2,000 1,800
Drinking Water Samples Analyzed 1,590 1,800 1,800
Water Services Replaced from the Water Main to the
Meter 282 282 282
116
The Public Works Department is comprised of 13 divisions/programs.

ADMINISTRATION
This program provides management and staff support to achieve the Department’s mission statement and support all departmental activities including budget, personnel, labor relations, customer service, emergency management, clerical support, training, and special projects. The program also manages the City’s solid waste and street sweeping franchise agreement, administers various grants, and operates a public education program for solid waste, hazardous waste, organics recycling, edible food recovery, and recycling.

Service Objectives
Represent the Public Works Department before the Mayor, City Council, City Boards and Commissions, and other agencies, organizations, and community groups in a manner that brings recognition and credit to the organization.

1. Provide accurate and timely support to divisional activities in the areas of budgeting, personnel, labor relations, training, organizational studies, clerical support, filing, and public counter support.

2. Prepare the annual departmental budget and supporting documents as aligned with the City's budget timeline and present the Department’s budget before the City Manager and City Council.

3. 4. Prepare and submit all county, state, and federal reports.

Review department organization each year to ensure the most efficient utilization of authorized staffing and cost-effective service delivery.

5. Review the progress of all departmental goals and objectives and coordinate new goals for the following fiscal year.

6. ENGINEERING AND CONSTRUCTION MANAGEMENT
This program provides design, inspection, and construction management for public improvements. Real estate and property management services include appraisals and disposal of real property, preparation of maps and other special studies necessary to support departmental and city programs. This program also assists in the development of the annual Capital Improvement Plan (CIP).

Service Objectives
Coordinate with Orange County Transit Authority (OCTA) for regional grant programs including the Comprehensive Transportation Funding Program, renewed Measure M, and Federal funding packages.

1. 2. Continue to refine and manage the City’s Pavement Management Plan.

3. Ensure completion of all approved projects in the CIP within budget and as scheduled.

Prepare an annual 5-year CIP Program relating to roadways, facilities, sewer and storm drains, and facilities while coordinating the program review and approval process with the City Manager, Mayor, and City Council.

4. 5. Prepare and submit all county, state, and federal reports.

Acknowledge all Public Works inquiries within one business day and strive for resolution or response within 72 hours.

6. 7. Provide engineering services for capital improvement projects to other city departments.

Provide contract administration and construction inspection for all public improvements, grading permits, and encroachment permits.

8. 9. Complete all property sales and acquisitions on time and within budget. 117

DEVELOPMENT SERVICES & GIS
This program provides engineering services for public and private improvements, issues permits, checks plans, and establishes requirements for public improvements including street, alley, sidewalk, curb and gutter, sewer and storm drains. This program coordinates the annual Special Assessments, Community Facilities Districts, and the City’s Geographic Information System (GIS) database.

Service Objectives
Process, coordinate, review, and record all subdivisions of land including tract maps, parcel maps, lot line adjustments, and certificates of compliance.

1. Facilitate development activity within the City by completing all plan checks within the established time schedule (three weeks for first plan check) and accurately calculate all fee payments and respond to permit applicants on schedule.

2. Review and approve permit applications for all public utility and construction activities on public streets and other street detours and closure requests.

3. Maintain an accurate library of all infrastructure data and respond to all requests for information within 72 hours.

4. 5. Review and approve sewer lateral connections and facilitate out-of-area sewer connection requests.

Issue new street addresses to developments and utility services and maintain the city's address database of street name and house number assignments.

6. Operate and maintain GIS for all city infrastructures and property related data and review all special district assessments annually for accuracy and compliance with financing agreements.

7. Conduct annual review of revenue requirements for Landscape Maintenance Districts including preparation of Annual Engineering Reports, conducting public hearings, and inclusions of the assessment on the County Tax rolls.

8. Administer Federal Emergency Management Agency (FEMA), National Flood Insurance Program (NFIP), and the City Flood Reduction Ordinance for the City. Coordinate with federal, state, and local agencies on floodplain management programs. Administer the FEMA Community Rating System (CRS) program. Maintain flood information, respond to resident inquiries, and file FEMA flood letters and map documents.

9. BUILDING AND SAFETY
The Building Inspection program provides services that assist the community in their building and development projects. Professional, trained staff perform field inspections at various phases during construction. These inspections are conducted in order to verify that the construction work is in conformance with City building codes and the plans approved in plan check. Additionally, inspection staff work closely with other City agencies to provide guidance and coordinate the building process. Inspection staff maintain office hours both in the morning and the afternoon to answer questions and update Building Division records. Service Objectives Strive to provide inspection services for all inspection requests within one, but no more than three business days.

1. 2. Maintain early morning and late afternoon office hours to serve our customers.

Ensure a coordinated and comprehensive inspection process by working closely with other inspection agencies during the building process.

3. 4. Provide professional and courteous service to all of our customers.

Develop knowledge of the latest code updates and new materials through the International Code Council (ICC) and the National Fire Protection Association (NFPA) code seminars and professional organizations in order to provide technically accurate service.

5. 6. Efficiently maintain accurate inspection records through the use of the City’s permit database. 118

STREET MAINTENANCE
This program utilizes city personnel or private contracts to clean, repair, maintain, and improve roadways, bridges, public walks, and related facilities. Crews are involved in asphalt and concrete maintenance, graffiti removal, street signage, and pavement markings.

Service Objectives
Maintain streets, sidewalks, alleys, and other rights-of-way in a safe and operable condition for the public's health, safety, and welfare.

1. Acknowledge all inquiries within one business day of receipt and strive for response or resolution within 72 hours.

2. 3. Maintain an overall safety program to provide a safe work environment for all employees.

4. Prepare and submit on time all necessary county, state, and federal reports.

Complete all scheduled projects, including capital improvement project items, within budget and as scheduled.

5. Review annually, all policies and procedures applicable to job performance to improve safety and productivity.

6. SANITATION SERVICES
This program provides sanitation services to residential and commercial properties, including street sweeping, sewer and storm drain maintenance, weed abatement, and environmental compliance & code enforcement.

Service Objectives
Continue administering programs to promote public awareness of, and compliance with, the need to recycle solids, liquids, organics, and hazardous wastes generated by the City.

1. Regularly conduct CCTV video inspections, cleaning, and service as required of the City’s sanitary sewer and storm drain systems.

2. 3. Acknowledge all complaints within one business and strive for resolution/response within 72 hours.

Annually review all county, state, and federal regulations and submit required reports to ensure continued City compliance with mandated programs.

4. Administer sewer cleaning & pump station maintenance to ensure quality service and compliance with city, state, and federal regulations.

5. Ensure street sweeping of all public streets, bike lanes, municipal parking lots, and alleys in accordance with established performance standards.

6. 7. Replace deficient, aging, or damaged sewer and storm drain lines. 119

FLEET SERVICES
This program provides for the acquisition, repair, maintenance, and disposal of all city vehicular equipment and the operation of a parts warehouse.

Service Objectives
Acquire, service, and salvage, when appropriate, all city vehicles, including cars, trucks, and other nonwheeled equipment, to ensure safe and reliable operation.1.

2. Prepare and submit county, state, and federal reports.

Prepare an annual vehicle replacement observation list, with staff recommendations, for review and approval by the City Manager, Mayor, and City Council.

3. Develop policies and procedures to ensure proper service and operation of all equipment, enhance safety, and reduce repair costs.

4. 5. Maintain all authorized equipment at a fully functional level on a continual basis.

Complete all routine repairs within two working days for non-emergency vehicles and within 24 hours for emergency equipment.

6. Annually conduct a parts inventory to ensure a sufficient number of required parts are available to meet operational standards.

7. 8. Maintain and ensure regulatory compliance on fuel dispensing systems.

SURFACE WATER QUALITY
This program provides for compliance with federal and state water quality regulations, primarily under the National Pollution Discharge Elimination System (NPDES) for storm water quality and the Waste Discharge Requirements (WDR) for sewer management. These programs strive to improve surface water quality in the City of Orange and eliminate sewer overflows from the City’s sewer system.

Service Objectives
Promote public education to businesses and residents regarding proper practices and procedures to manage urban runoff and minimize the discharge of fat, oil, and grease into the sewer system.

1. 2. Prepare and submit all county and state reports as required.

Inventory, conduct, and complete required industrial, commercial, and municipal surface water quality inspections.

3. 4. Inventory, conduct, and complete required restaurant NPDES and WDR inspections.

Annually review all county, state, and federal regulations to ensure city compliance with mandated programs and regulations.

5. Participate in county and regional committees to remain informed and compliant with new water quality and WDR requirements.

6. 7. Provide training to city departments on regulatory programs. 120

FACILITY MAINTENANCE
This program provides maintenance services for public buildings and city facilities, administers annual contracts for mechanical systems, custodial services, site-specific facility maintenance, and manages new or existing building improvement projects and contracts.

Service Objectives
Work with various departments to address maintenance needs and schedules for the City’s 26 buildings.

1. 2. Provide expedient and courteous service to all city departments.

Respond to facility maintenance requests within one business day and strive for resolution or response within 72 hours

3. 4. Assist all departments with the development of building capital improvement requests.

Provide cost-effective maintenance programs to assure the satisfaction, reliability, and performance of building-related facilities.

5. TRANSPORTATION PLANNING
This program identifies current and future transportation system needs and implements programs to meet those needs for freeways, arterials, bikeways, pedestrian corridors, bus lines, railways, and parking lots.

Furthermore, the Transportation Planning section conducts traffic and transportation studies, makes recommendations to the City Council and Traffic Commission for transportation system improvements, attends regional meetings, and plans, designs, and constructs a variety of transportation system improvement projects.

Service Objectives
Improve mobility, safety, and reduce congestion through optimum use and operation of existing traffic signals, signs, street striping, street lights, and other traffic control devices.

1. Annually review all city transportation plans to ensure compliance with applicable guidelines and implement programs as needed to promote efficient movement of people and goods.

2. Acknowledge all citizen inquiries within one business day and strive for a resolution or response within 72 hours.

3. Maximize the amount of grant funding obtained by the City to design, develop, and maintain public traffic systems to satisfy the transportation needs of the residential and business community.

4. 5. Promote the development and use of a city intermodal transportation system.

Annually review all Transportation System Improvement Program (TSIP) fees to ensure regulatory compliance and consistency with transportation needs.

6. Review development proposals to ensure uses and development traffic impacts are analyzed and mitigated accordingly.

7. 8. Prepare and submit county, state, and federal reports. 121

TRAFFIC OPERATIONS
This program plans, designs, installs, maintains, operates, and repairs traffic signals, street lighting, warning beacons, and other electrical traffic control and safety devices in the roadway, providing for efficient operation of the City’s traffic and transportation system. This program is also responsible for overseeing and expanding the City's traffic signal communications network, providing for traffic signal synchronization on critical corridors, and operating the City’s Traffic Management Center.

Service Objectives
Maintain the highest level of safety and efficiency for the traffic control system of the City through a vigorous maintenance, repair, and replacement program.

1. Promote the utilization of advanced state-of-the-art technology to operate and monitor the City’s transportation system.

2. Acknowledge all citizen inquiries within one business day and strive for resolution or response within 72 hours.

3. 4. Prepare and submit county, state, and federal reports.

WATER ENGINEERING AND PRODUCTION
This program ensures that the City’s residents, visitors, and businesses will have an adequate supply of potable water for all necessary municipal and private uses including fire protection through the operation and maintenance of all sources of supply and pumping facilities. This program also provides engineering services for development and capital projects and is responsible for water quality activities to ensure the safety of the City’s water supply is in conformance with county, state, and federal guidelines.

Service Objectives
Provide a reliable supply of potable water to the City through a coordinated program of groundwater production and use of imported supplies.

1. Ensure completion of all approved projects in the Water Capital Improvement Plan (CIP) within budget and as scheduled.

2. Prepare an annual 5-year CIP and coordinate its review and approval by the City Manager, Mayor, and City Council.

3. Regularly test the City’s water supply to ensure compliance with all local, state, and federal water quality assurance standards.

4. Assure reliability of all water production facilities through a proactive program of ongoing maintenance and replacement.

5. 6. Prepare and submit mandated county, state, and federal water quality reports.

Acknowledge all citizen inquiries within one business day and strive for a resolution or response within 72 hours.

7. 122

WATER DISTRIBUTION
This program maintains, repairs, and replaces all facilities dedicated to the safe delivery of potable water to the residents, visitors, and businesses of the City including pipelines, valves, fire hydrants, pump stations, and storage tanks and provides for the reading, maintenance, and replacement of all meters in the system.

Service Objectives
Ensure the reliable and timely delivery of potable water to the community for all purposes through a proactive distribution system maintenance program.

1. Acknowledge all citizen inquiries within one business day and strive for resolution or response within 72 hours.

2. 3. Ensure the satisfactory performance of all meters, valves, and fire hydrants.

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Mission
To guide the development and preservation of a livable, safe, and sustainable Orange.

Department Goals
Provide development assistance to businesses and residents by meeting stakeholder expectations in an atmosphere that balances City Code requirements and customer goals.

1. Achieve high levels of customer service and efficient, coordinated development review to improve the manner in which services are provided.

2. Maintain the quality of life in neighborhoods and desirability of commercial and industrial areas by ensuring that physical property conditions convey a safe, orderly, and positive image of the community.

3. Pursue achievement of the General Plan Community Vision Statement by guiding physical change in the City through analysis and recommendations to the City Council, Planning Commission, other appointed bodies, the development community, and citizens on land planning and development issues.

4. Support stewardship and protection of the City’s historic resources by providing clear policies and procedures, incentives, and public information that guide property maintenance and alterations.

5. Support economic development and property investment by establishing and tracking performance measures for development review and code compliance to be recognized as a department for efficient and timely permit and application processing.

6. Address community needs by allocating funds under the Community Development Block Grant (CDBG) Program and HOME Investment Partnerships Program to public services, public facilities, fair housing activities, and affordable housing projects that benefit low and moderate income residents.

7. Ensure that long-range planning documents are in alignment with community expectations for a high quality built and natural environment supported by community amenities that respect the City’s heritage and accommodate future growth.

8. Address community needs through the effective management of special grant funds received from the Department of Housing and Urban Development (HUD) and the California Department of Community Development (HCD) for the development of Planning documents and to support efforts that address homelessness.

9. City of Orange
Department Summary
Fiscal Year 2022-2023
Community Development
124
Accomplishments for 2021-22
Took in 150 land use applications and conducted 82 inter-departmental SMART reviews for projects including the St. Joseph Medical Office Building, Valencia Gardens, Mabury Ranch Tentative Tract Map, Plaza Park Memory Care, The Richland, Prologis industrial warehouse redevelopment, Varco/National Oil Well site redevelopment, First Presbyterian Church of Orange Tentative Parcel Map, and Grand Gimeno Event Center projects.

1. Completed development entitlement process for key development projects including the Ronald McDonald House expansion, St. Joseph’s Medical Office Building, The Richland, Villa St. Joseph affordable senior housing project (adaptive reuse of Sisters of St. Joseph Motherhouse), Valencia Gardens, Park Plaza Memory Care, Grove Residential Specific Plan, Orange Express Car Wash, Nexx Burger restaurant, and Mabury Ranch Tentative Tract Map.

2. Communicated regularly with economic development staff about property inquiries and application submittals and collaborated in meetings involving key projects and properties. Representative examples include The Village at Orange, Prologis industrial warehouse, Varco/National Oil Well, and American Way Cultural Center

3. Compiled information from other cities that have experienced catastrophic events to develop catastrophic event procedures for conducting planning-related project review in a streamlined manner that supports property owner recovery and is consistent with standard disaster relief requirements.

4. Made notable progress on a comprehensive effort to re-index scanned LaserFiche records to improve the searchability of archived records and document cross-referencing and scanning of archived large format planning materials.

5. Extended and upgraded a web-based story map and walking tour of the Plaza Historic District that featured interpretive information and historic photos and launched a virtual cultural history tour of the Cypress Barrio neighborhood.

6. Collaborated with the Public Works Department and other Orange County cities on adoption of Traffic Impact Analysis (TIA) guidelines that address state mandated Vehicle Miles Traveled (VMT) analysis.

7. Completed the 2021-2029 Housing Element Update, comprehensive parking code amendment, wall and fence ordinance, small lot subdivision ordinance, and initiated final approval process for the sign code amendment.

8. Provided environmental compliance and support for a variety of CIP projects including the radar feedback and pedestrian crossing improvements, Water Well 28, Water Well 29, Fire Station Headquarters, Fire Station 2, and Glassell/Palmyra signalization projects.

9. Worked with and educated local businesses on safe operations during the COVID-19 pandemic and provided information related to state and county restrictions.

10. Drafted an Urgency Ordinance in response to the state’s SB 9 legislation regarding the split of singlefamily residential lots for purposes of housing development. The Urgency Ordinance establishes criteria for site design to ensure appropriate spatial accommodation for utilities and infrastructure, emergency access, and context-sensitive infill development designed to maintain the quality and character of Orange neighborhoods. The Urgency Ordinance will serve as the basis for developing a permanent ordinance in FY 2022-23.

11. 12. Completed update to Local CEQA Guidelines to reflect changes to state law and current City practices.

Continued review and inter-departmental coordination for the Chapman University Specific Plan update and associated environmental impact report.

13. Participated in review of building permits issued for the Fire Station Headquarters, Water Department Warehouse, Target, Chick-fil-A, Villa Ford car wash, Chapman University Science Building improvements, Fairfield Apartments, Planned Parenthood, UCI medical office building, Bosscat restaurant, Kaiser Medical Office, CHOC Heart Clinic and Fetal Center, TriPoint Townhomes, Sunrise Senior Living & Memory Care Facility, Pacific Premier Bank, and Orange County Department of Education.

14. Finaled construction for key projects including the Cameo Apartments, Branch West Apartments, Trio Townhomes, Marywood residences, Reeves Hall at Chapman, Spicy Thai restaurant, Ulta Beauty Supplies, CHOC cardiology offices, County of Orange Health Care Agency, Fire Station 2, and Bosscat restaurant.

15. 125
Prepared and submitted the FY 2022-2023 Annual Action Plan, the FY 2020-2021 Consolidated Annual Performance and Evaluation Report for the Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) programs to the U.S. Department of Housing and Urban Development (HUD). Administered and provided technical guidance to the FY 2021-2022 CDBG subrecipients. Held public meetings and hearing before the CDBG program advisory committee and City Council to inform the public about the annual allocation process for the CDBG and HOME funds and collected public comments on community needs.

16. Applied for and successfully received $944,217 in Permanent Local Housing Allocation (PLHA) grant funds, also known as SB2 Year-2 funds, from the California Department of Housing and Community Development for the operation of the two new navigations centers in Buena Park and Placentia.

17. Allocated $1,338,070 in CV-1 and CV-3 funds for the Homeless Program to provide support and continuum of care resources for persons experiencing homelessness.

18. Allocated $780,000 in HOME funds to Orange Senior Housing for the construction of a 74-unit senior affordable building on a 1.54 acre lot.

19. Submitted for and received $118,044 in SB2 Year 1 reimbursements for the North Tustin Specific Plan and Small Lot Subdivision Ordinance. Submitted for and received $86,085.86 in LEAP grant reimbursements for the North Tustin Specific Plan.

20. Developed and launched an interactive virtual directory of Old Towne Orange businesses featuring point to point directions, business contact information, and ordering capabilities where available to enhance visitor experience to the area.

21. Initiated development of design standards and related environmental assessment of the Seasonal Orange Plaza Paseo.

22. 126

COMMUNITY DEVELOPMENT

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Estimated
FY 22-23
Estimated
Customers assisted at the planning counter 1,200 1,600 1,500 Total planning applications received 125 175 175
Number of reports to committees and commissions 51 85 50 Code Enforcement cases (hotline) 10 15 30
Code Enforcement cases (Orange 24/7) 81 300 500
Number of code violations cleared 1,125 1,336 1,400
Mills Act contracts completed 38 27 30
Mills Act inspections completed 4 15 25
Number of Public Records Requests 80 65 100
Number of Special Event Permits issued 7 15 35
Code Enforcement cases opened 1,266 1,407 1,500
127
The Community Development Department is comprised of 6 divsions/programs.

ADMINISTRATION
Administration provides payroll, budgeting, technical, personnel, purchasing, scheduling, and policy management support for the Department. Additionally, administrative staff assists with coordination and communication between the divisions, other departments, and the City Manager and City Council.

Service Objectives
Attend/conduct weekly meetings to provide coordination and support to divisions within the Department and with other departments.

1. Maintain ongoing communication as needed with the City Council and community on development issues.

2. 3. Maintain accurate payroll and personnel records for the Department.

4. Provide courteous, timely, and helpful service to users of the Department. Maintain or enhance regular communication between Community Development staff and other development-related departments.

5. Conduct department meetings to keep all employees updated on administrative changes, projects/activities, and other issues.

6. 7. Ensure that all staff receive training and stay current with changes in the development industry.

Evaluate and implement technology solutions to improve the customer experience and employee productivity.

8. Brief the City Council, Design Review Committee, and Planning Commission on upcoming planning and development issues.

9. Staff public meetings and provide technical and clerical support for the Design Review Committee (DRC), Planning Commission (PC), Community Development Block Grant Committee (CDBG), and Zoning Administrator (ZA).

10. 11. Provide technical support for special projects requiring use of GIS applications.

12. Manage department budget and identify opportunities of cost recovery and savings.

13. Manage the department webpages and ensure that information is accurate and up to date.

14. Negotiate, manage, and maintain contracts for the department.

Design, develop, and maintain interactive platforms used to engage and inform the community on the history of the city.

15. Assist with the design and development of educational resources and materials used for community outreach.

16. 17. Manage close out of project files and coordinate scanning and indexing of records. 128

ADVANCE PLANNING
Advance Planning provides comprehensive, long-range land use, environmental, and policy planning to the City of Orange consistent with the City’s quality of life objectives including maintaining and implementing the General Plan, facilitating inter-agency coordination, reviewing proposed legislation, updating the Municipal Code, and ensuring compliance with legislative mandates. This program provides expert environmental review guidance to the City, focusing on environmental legal compliance for capital improvement projects and review of environmental documents referred to the City from other public agencies. To provide informational and analytical land use, environmental and demographic information to the public, and city staff in order to facilitate an ongoing understanding of the community, as well as the physical conditions affecting growth and change in Orange. To guide and foster the fulfillment of the City’s RHNA housing goals, particularly the entitlement and development of senior and affordable housing projects.

Service Objectives
Maintain and implement the City’s General Plan as a long-term visionary document to guide City decision-making that benefits residents and businesses while improving the quality of life in Orange.

1. Develop and revise City standards, guidelines, and public education materials related to land use, environmental conditions, and demographics so that policies, practices, and data are relevant, legally adequate, internally consistent, and readily presentable for reporting to various agencies and accomplish informing decision-makers and the community. Ensure that they are aligned with the City’s long-term quality of life and economic development objectives for guiding positive changes to the physical environment and keep decision-makers and the community informed.

2. Maintain the City’s General Plan and Zoning Ordinance to ensure compliance with changes in State Law.

3. Coordinate demographic, statistical, and environmental information and data relating to the city and making this information available in a user-friendly manner for informational and analytical purposes.

4. Coordinate environmental review for all City capital improvement projects, working to provide adequate legal protection to the City and minimize adverse environmental effects on the community while meeting City project objectives and timelines.

5. Facilitate entitlement and permitting needs to fulfill housing development meeting the City’s Regional Housing Needs Assessment for senior, special needs, and affordable housing categories consistent with State housing law.

6. Initiate, complete, and monitor Housing Element Policy Action Items to fulfill City obligations and provide opportunities for housing within the City for all income levels and varying needs.

7. Participate in meetings of regional entities such as OCCOG and SCAG, and report on potential legislation, new legislation, grant opportunities, planning trends, and participation opportunities.

8. Maintain detailed housing data, statistics, and report as required to the Planning Commission, City Council, and various State and regional agencies.

9. 129

CURRENT PLANNING
Current Planning facilitates property reinvestment and development consistent with the City’s economic development and quality of life objectives by coordinating the development review process and providing stewardship to the City’s historic districts. This program implements the City’s General Plan by administering the Zoning Ordinance and all development and design related documents which contribute to a livable community and a high quality built environment. This program also includes the Planning Commission (PC), Design Review Committee (DRC), and the Streamlined, Multi-disciplined, Accelerated Review Team (SMART). The Planning Commission reviews and evaluates individual development proposals for conformance with City-adopted codes, ordinances, and the General Plan. The Design Review Committee is an advisory committee to the City Council and Planning Commission on architectural and landscape matters.

The DRC evaluates projects in Old Towne and major projects citywide for conformance with city design standards. SMART facilitates the processing of development applications and focuses on achieving timely and efficient project review. Current Planning provides staff support to all three bodies and manages the SMART review process.

Service Objectives
Enhance the Department’s high level of customer service by approaching each question or case in a solution-oriented manner with emphasis on the customers’ development goals and ensuring that handouts and public information materials are clear, user-friendly, and easily accessible both at the public counter and on the City’s website.

1. Respond in a timely and solution-oriented manner to Orange residents, businesses, developers, other agencies, city departments, and other members of the public through phone calls, written requests, emails, and the approximately 5,000 personal interactions at the front counter. Specifically:

2. Review initial and subsequent application submittals within the State mandated 30-day review period and advise applicants with written project status.

1. 2. Return all phone calls within two business days.

3. Conduct final planning inspections within two business days of request.

4. Complete Zoning Verification Letters within ten business days of receipt.

5. Complete Public Records Requests within ten calendar days of receipt.

Provide pre-application assistance in coordination with staff from other departments involved in development review and Economic Development in order to facilitate new business and property reinvestment.

3. Guide applicants of an expected 150 land use applications through the City’s development review process and manage project review by other city departments through the weekly inter-departmental project review meetings to achieve timely and efficient project entitlement.

4. Balance the application of the provisions of the Zoning Code and other adopted documents with customer development goals and City expectations.

5. Conduct approximately 40 Planning Commission and DRC meetings annually and attend City Council and Zoning Administrator meetings as needed to review, rule, or make recommendations on land use proposals and development projects to ensure that new developments are well planned, well designed, and consistent with good planning principles.

6. Process Mills Act contracts and perform at least 20 required annual inspections on existing Mills Act contracts.

7. Provide necessary support to the Design Review Committee, Planning Commission, and City Council on the adoption and maintenance of the City’s General Plan, Zoning Ordinance, discretionary development projects, and land use issues of special significance to the City.

8. Ensure projects in the Old Towne and Eichler Historic Districts are in conformance with the Secretary of Interior Standards for the Treatment of Historic Properties and applicable design standards.

9. Provide support to other city departments regarding land use and environmental matters and Code interpretations involving business licenses, capital projects, and private property matters.

10. Maintain easily accessible records related to property-specific entitlement history and land use activity to better serve the public and support real estate transactions and economic development activity.

11. 130

CODE COMPLIANCE
The Code Compliance program provides enforcement of the City’s Municipal Code as it relates to neighborhood and community issues including property maintenance violations, building code violations, non-conforming signage, sub-standard housing conditions, land use violations, public right-of-way violations, violations of the boardinghouse ordinance, and private property graffiti enforcement. Working closely with other agencies, the fundamental goal of the Code Compliance program is to seek compliance with the City’s Code to achieve a safe, clean, and healthy living and working environment. Cases are generated through reported violations and officer surveys and self-initiated cases within their assigned areas in a proactive approach if necessary. Through a combination of research and field inspections, violations are documented and orders to comply are issued. In certain cases, Code Compliance mitigates issues involving interdepartment violations with the Police Department, Fire Department, and Public Works. Additionally, the Code Compliance program manages special event applications, facilitates the issuance of permits, and monitors compliance requirements.

Service Objectives

1. Continue to provide quality customer service.

Provide ongoing observation of areas with active enforcement efforts to preserve acceptable levels of compliance.

2. 3. Seek voluntary compliance in 100% of all cases with assistance from the City Attorney’s office.

Keep current with the latest methods and technology through continued education and association with professional organizations such as California Association of Code Enforcement Officers (CACEO) and International Code Council (ICC).

4. 5. Conduct community outreach at City events to educate the public on the Municipal Code. 131

PERMIT SERVICES
The Permit Services program answers and directs general inquiries, provides technical, permit and support functions at the public counter, and provides plan check services for all plans, computations, and other data filed by an applicant for a permit. All building improvement plans are received and coordinated through this program, including plans for Planning, Fire, and Police Departments. Permit Services provides plan review functions for simple projects, issues building permits for all approved construction projects, and coordinates the maintenance of all records in a digital archive system. The Plan Check function reviews all documentation to ensure compliance with all local and applicable state requirements and coordinates the plan check process with other regulatory agencies such as Fire, Police, Health, and Public Works in order to provide a comprehensive approval process. Service Objectives

1. Provide prompt, efficient, and friendly customer service.

Process plan check applications and issue building-related permits while working closely with other agencies during the process.

2. 3. Provide counter plan check services for simple, smaller projects such as patio covers and solar panels.

4. Prepare all construction-related documentation for digitizing.

5. Work with and maximize the utility of computerized permit tracking software.

Provide user-friendly handouts to assist customers through processes including the Building Division Procedures Manual.

6. 7. Provide an initial plan check on 80% of all plans within three business weeks.

Keep current on the latest code updates and new materials through professional development seminars.

8. Participate in regular coordination meetings with Fire, Police, Public Works, and other regulatory agencies.

9. 10. Coordinate multi-departmental simultaneous plan checks for all major projects. Manage and administer all provisions of the City’s Building Codes and perform Code interpretation duties of the Building Official.

11. 12. Provide technical assistance for all customers including city projects.

HOUSING
The Housing Division is responsible for the management, administration, and oversight of all activities that receive grants from the Department of Housing and Urban Development (HUD) and the California Department of Community Development (HCD), including the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME) funds, and special grants. In addition, the Housing Division supports Successor Agency activities related to housing. These financial resources enable the City to provide various public services, complete infrastructure improvements, and create and retain affordable housing for Low and Moderate Income residents. Service Objectives Administer the annual CDBG and HOME Programs and ensure compliance with Federal CDBG and HOME regulations.

1. Provide technical guidance to existing and potential CDBG sub recipients including nonprofit agencies and city departments.

2. Involve citizens in the development of the Consolidated Plan and corresponding Annual Action Plan and allocation of CDBG and HOME funds.

3. Provide technical guidance to nonprofit entities and various City Departments to ensure program compliance.

4. Oversee, manage, and maintain special grants received from HUD and HCD for specific programs including Coronavirus, Aid, Recovery, and Economic Security Act (CARES), Building Homes and Jobs Act (SB2), and Local Early Action Planning Grant Program (LEAP).

5. 6. Provide Successor Agency support. 132
Mission
To enhance the quality of life and a safe community by providing lifelong learning opportunities, leisure activities, and recreational experiences in well-maintained parks and facilities.

Department Goals
Maintain City parks, assets, and all public landscapes in accordance with standard horticultural and facility management practices and methods.

1. 2. Maintain open space to meet active and passive park needs of all residents.

3. Provide for the design, construction, and oversight of new parks and facilities for the community.

Provide administrative and technical landscape support to the Public Works and Community Development Departments.

4. 5. Provide quality recreation programs and services for the community.

6. Provide special even programs servicing the interest and enhancing the quality of life for our residents.

Collaborate with community organizations in the provision of social and human services programs to meet the needs of residents.

7. 8. Continue to fulfill the expectations of the public through effectively managing limited resources. Generate news releases, news stories, and public information pieces informing residents and promoting the City's services, programs, and activities.

9. Manage and protect the City of Orange identity, including identification of the City's brand, use of logos, website, and graphic standards on letterhead for consistency of the City's message.

10. Work closely with all levels of City staff to gather information and data as required to craft the City's official narrative.

11. 12. Work with the media to facilitate information requests and maintain the City's brand.

13. manage the City's non-public safety Social Media pages.

14. Oversee the content creation, design, printing, and distribution of the City's "Our Orange" publication.

15. Administer the City's Commercial and Student Film Permit process and operations.

16. Provide marketing through recreation social media platforms.

City of Orange
Department Summary
Fiscal Year 2022-2023
Community Services
133
Accomplishments for 2021-22
Completed installation of tot lot shade sails at El Modena, Fred Barrera, and Serrano parks, allowing for sun protection for the community’s youth.

1. Raised over $84,500 in community donations and sponsorships, in support of the Department's sepcial event season post pandemic.

2. Successfully planned, produced, and executed the return of in-person special events including six Concerts in the Park, 3rd of July, Treats in the Streets, Veterans Day, and Tree Lighting following one year of virtual events due to the Pandemic.

3. Implemented a new appointment system at the front counter using Veribook software to assist customers efficiently, and implemented virtual and modified recreation contract class programming.

4. 5. Hosted Vote Centers at the Sports Center at Grijalva Gym and Steve Ambriz Parks.

In partnership with Orange Elderly Services, Incl (OES), provided weekly meals to homebound seniors via taxi cab, in lieu of the person congregate program during the COVID-19 pandemic and with funds from the Federal Ameriican Rescue Plan Act through Orange County Supervisor Don Wagner, implemented tthe Meal Gap Program and provided 656 seniors and families with gift cards totaling $345-1,000 each to local grocerty stores.

6. Attracted 66,890 followers across all City social media platforms including Facebook, Instagram, Twitter, Nextdoor, and LinkedIn. Posted over 1,500 separate stories on various topics and managed the City's communications to residents through the 2021 redistricting effort.

7. Completed the Handy Park maintenance renovation project and began taking reservations for the new community building.

8. Obtained over $262,000 in grant funding from the Prop 68 Per Capita Grant program to assist in replacing pathway lighting at Grijalva Park.

9. 10. At the direction of the City Council, rinstated the Park Planning and Community Events Commission. 134

COMMUNITY SERVICES

PERFORMANCE MEASURES/WORKLOAD INDICATORS
FY 20-21
Actual
FY 21-22
Adopted
FY 22-23
Estimated
Attendance at special events 14,129 46,000 46,000
Attendance in Youth Programs (aquatics, afterschool
programs, day camps, and the Teen Action Committee) 73 8,200 8,200 Number of community members served in all other
programming and events 569,888 500,000 600,000
Amount of sponsorship donation revenue received
(comprised of revenue received through the calendar
year program)
$65,950 $69,000 $85,000
Number of senior ridership on City Senior Mobility
Program (SMP) & Medical Transportation Program
(MTP)
3,519 3,900 4,000
Number of facility rentals (sports field permits, building reservations, picnic pavilions, and use permits) 3,771 4,200 4,300 Average city of Orange Municipal pages Social Media
Reach (combined average reach per post) 3,320 3,320 6,640 Average monthly hours of park security offered 360 548 360 General Fund expense dedicated to maintaining the
City’s park system $4.2 mil $4.6 mil $4.7 mil
Active Capital Improvement Projects 26 25 21
135
The Community Services Department is comprised of 11 divisions/programs.

ADMINISTRATION
Administration manages the financial and logistical operations of the Community Services Department, which includes Park Maintenance, Recreation, Human Services, Landscape Maintenance (Public Right-Of- Ways and Assessment Districts), Recreational Trails, and Park Planning and Development.

Service Objectives
Facilitate public/private partnerships to collaborate with the City in order to provide in-kind and/or financial contributions for the support and development of community programs, services, and amenities.

1. Provide administrative and management support for all department employees, enabling them to provide quality service to the community.

2. Provide advice and support to the City Manager on matters relating to park maintenance and management, recreation, human services, park planning and development, and public information, along with revenue-generating programs.

3. Work closely with the Public Works Department, Community Development Department, City Manager’s Office, Police Department, and other departments on capital improvement, development projects, and operational issues that affect multiple departments.

4. 5. Administer department grants and actively research new funding opportunities.

6. Develop, monitor, and evaluate the Department’s annual budget.

Evaluate current staffing and resources to ensure that critical service areas are covered with the appropriate amount of staff at the appropriate level of the organization.

7. PUBLIC AFFAIRS AND INFORMATION
Public Affairs and Information manages the media relations, public relations, marketing, and communications for the City, which includes the City’s quarterly publication “Our Orange”, social media outreach, interactions with the press and mass media, advertising, and commercial film permits.

Service Objectives

1. Act as the spokesperson for the City to the media. Generate news releases, news stories, and public information pieces promoting the City’s services, programs, and activities.

2. Manage and protect the City’s identity, including identification of its brand, use of logos, website, graphic standards, and letterhead for consistency of its message.

3. Work closely with all levels of city staff to gather information and data as required to craft the City’s official narrative.

4. 5. Work with the media to facilitate information requests and maintain the City’s brand.

6. Write articles, speeches, letters, and other content as required by City Council and staff.

7. Manage the City's non-public safety Social Media pages.

8. Oversee the content creation, design, printing, and distribution of the City’s “Our Orange” publication.

9. Manage the City’s Crisis Communication Plan.

10. Administer the City’s Commercial Permit Process and operations.

11. Assist in marketing, advertising needs, and efforts to promote the City.

12. Administer and edit four issues of Our Orange.

13. Monitor the media for coverage of City and respond when appropriate 136

LEISURE SERVICES
Leisure Services provides programs in the following areas: after-school recreation, summer day camps, youth excursions, and recreation classes for youth and adults. In addition, staff administers and monitors park and facility permits. Programs such as these are critical to the City’s vibrant community and offer muchneeded recreation options that are high-quality and safe.

Service Objectives
Monitor fall, winter, and spring quarters of after-school recreation sites under full-service contract with the Youth Centers of Orange, providing services for 200 children who participate in supervised sports, arts/crafts, tutoring, games, special events, and excursions with the use of CDBG funds.

1. Lead the development of the Community Services section of the “Our Orange” community activity brochure four times a year, promoting classes, events and facility use.

2. Operate three summer day camps and one Teens-4-Team Orange summer camp, and excursions for over 1,500 youth participants.

3. Maintain three 10-week recreation class sessions and one 14-week recreation class session of quality contract classes for over 4,200 participants.

4. Process over 1,800 permits and monitor over 15,000 bookings for park buildings, fields, picnic shelters and open space reservations utilized by the general public.

5. Manage an active public counter which receives 16,070 phone calls and 10,320 walk-in customers annually.

6. SPORTS AND AQUATICS
Sports and Aquatics provide sports programming such as adult softball and adult basketball, youth sports programs, annual sports field allocation, permitting and monitoring of athletic fields, a 9-week City-staffed summer aquatics program, and a contract aquatics program in spring, summer, and fall.

Service Objectives
Provide four seasons of adult softball under full-service contract with Major League Softball for approximately 680 teams, in which approximately 10,930 adults participate.

1. Coordinate the use of city athletic fields by approved Orange community youth groups ensuring equitable distribution and a priority for resident recreation-based programs.

2. Process/manage approximately 200 athletic field permits from approved Orange community youth groups, youth/adult sports leagues, and the general public.

3. Provide a 9-week full-service summer aquatics program at Hart Park Pool, at which over 1,600 participants register for swimming lessons and 6,500 swimmers participate in Recreation Swim.

4. Partner with Orange Regional Competitive Aquatics (ORCA) to provide an 8-week summer, 8-week fall, and 8-week spring aquatics programs utilizing a local pool, serving over 400 participants for swimming lessons, youth swim team, and youth water polo.

5. Execute four seasons of an adult basketball league in which approximately 194 teams and 1,552 adults participate.

6. 7. Provide indoor open gym pickleball and basketball play for 4,680 participants. Work with local youth sports organizations on a bi-annual use calendar, according to sports season, for approved allocated use at City parks and facilities.

8. 137

SPECIAL EVENTS
Special Events provides for the coordination and implementation of the following citywide special events:

Concerts in the Park, 3rd of July Celebration, Treats in the Streets Autumn Festival, Veterans Day Tribute, Tree Lighting Ceremony and Candlelight Choir Procession, Children’s Holiday Breakfast, and other park dedications and events. These events have become a part of the hometown feel and culture of Orange, and help to unify the community by bringing together residents in a common celebration.

Service Objectives
Continue to provide six high-quality, citywide annual special events attended by over 46,500 participants.

1. Promote private and non-profit partnerships that bring together members of the community in support of citywide special events.

2. PARK PLANNING, ACQUISITION, AND DEVELOPMENT
This program provides for the planning, acquisition, and development of parks, recreational facilities, and trail projects within the community.

Service Objectives

1. Provide quality parks, athletic fields, facilities, and open space for Orange residents.

Identify capital projects in the Capital Improvement Plan budget based on the Master Plan of Parks, Recreation and Facilities, the Open Space/Conservation Elements of the Orange General Plan that reference Park and Trails Development, and the Recreational Trails Master Plan.

2. 3. Maintain and utilize department planning documents:

1. Master Plan of Parks, Recreation, and Facilities;
Open Space/Conservation Elements of the Orange General Plan that describe Park and Trails Development;

2. 3. Recreational Trails Master Plan; and

4. Quimby Ordinance.

Identify grant-funding opportunities for viable park acquisition, development, and renovation of open space, parks, trails, facilities, and equipment.

4. Work with the community, local non-profits and partner agencies to manage, maintain and expand the City’s trail network.

5. 138

PARKS MAINTENANCE
Parks Maintenance provides landscape and facility maintenance at parks and open space areas throughout the City. The Division also provides management and administration for landscape maintenance of City facilities, which include fire stations, libraries, Civic Center, Santa Fe Depot, Senior Center, recreation trails, freeway overpasses, medians, landscape easements, and rights-of-way.

Service Objectives
Maintain safe and functional park infrastructure to include picnic areas, tot lots, courts, athletic fields, park amenities, and equipment.

1. 2. Provide and oversee general landscape maintenance services at all city parks and facilities.

3. Provide skilled maintenance services at all city parks.

4. Provide ongoing technical and maintenance training to Parks’ maintenance employees.

Administer, evaluate, and modify current and future park maintenance contracts. Prepare bid documents for bidding contract maintenance services.

5. Provide landscape technical assistance, plan check services, and perform field inspections for city and private development projects.

6. Oversee contractors, to include, conducting regular inspections of all contract maintenance services at city parks, city facilities, and rights-of-way, in order to ensure compliance with maintenance specifications.

7. 8. Provide administrative service for projects in parks, city facilities, and landscape assessment districts.

9. Operate clean, safe, and functional facilities to meet the community’s needs.

DEL RIO COMMUNITY FACILITIES DISTRICT 06-1
Del Rio Community Facilities District (CFD) provides contract administration and supervision for landscape maintenance services for the Del Rio Community Facilities District (CFD) 06-1.

Service Objectives
Provide landscape contract administration and supervision of maintenance services for the CFD in a cost-effective manner.

1. Respond to public concerns, research and resolve issues, follow through and complete maintenance requests in a timely manner.

2. Provide quality maintenance of landscapes, walkways, and other infrastructure and maintain expenditures within budgetary constraints.

3. Monitor irrigation systems and evaluate water management programs to reduce costs and conserve water.

4. Conduct regular walk-through inspections at the CFD with the landscape contractor for compliance with the maintenance specifications.

5. 6. Manage a maintenance program for the concrete walks, fencing, and other amenities.

7. Maintain the bio-swales and water retention features in a manner that meets the design intent. 139
SANTIAGO HILLS LANDSCAPE MAINTENANCE DISTRICT 86-2/15-1 Santiago Hills Landscape Maintenance District provides contract administration and supervision for landscape maintenance services for the Santiago Hills Landscape Assessment District 86-2 and 15-1.

Service Objectives
Provide landscape contract administration and supervision of maintenance services for the Assessment District.

1. Respond to homeowner concerns, research and resolve issues, follow through and complete maintenance requests in a timely manner.

2. Continue with ongoing repair of existing irrigation systems of old or damaged components to ensure optimum system efficiency.

3. Ensure that the landscape contractor implements water saving measures through efficient use of the central irrigation management system.

4. Continue effective management of maintenance funds and adjust priorities as challenges or opportunities present themselves.

5. 6. Ensure the landscape contractor is compliant with the maintenance specifications.

Assist the Public Works Department in the preparation of the annual reports for the Assessment District.

7. SYCAMORE CROSSING LANDSCAPE MAINTENANCE DISTRICT 94-1 Sycamore Crossing Landscape Maintenance District provides contract administration and supervision for landscape maintenance services for the Sycamore Crossing Landscape Assessment District 94-1.

Service Objectives
Provide landscape contract administration and supervision of maintenance services for the Assessment District in a cost-effective manner.

1. Respond to homeowner concerns, research and resolve issues, follow through and complete maintenance requests in a timely manner.

2. Identify options and opportunities to reduce maintenance costs to maintain expenditures within budgetary constraints.

3. Monitor irrigation systems and evaluate water management programs to reduce costs and conserve water.

4. Conduct regular walk-through inspections at the Assessment District with the landscape contractor for compliance with the maintenance specifications.

5. 6. Assist the Public Works Department in the preparation of annual reports for the Assessment District. 140

SENIOR SERVICES
Senior Services provides for the support of the Orange Senior Citizens Center, senior meal programs, senior transportation services, and other related services. These programs are vital to the City’s mission and help to strengthen the community as a whole. These services provide support to patrons who are in need and offer a facility to serve special populations.

Service Objectives
Support and monitor the activities of the Orange Senior Center, run and managed by Orange Elderly Services, Inc.

1. Collaborate with Orange Elderly Services to facilitate the senior transportation contract with Orange County Transit Authority (OCTA), which provides over 12,190 trips annually.

2. Powered by OpenGov
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FY 23
Department FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total Community Development 938,131 - - - - 938,131
Community Services 4,856,295 610,300 223,000 - - 5,689,595 Economic Development 159,917 - - - - 159,917
Fire Department 1,474,000 3,629,250 730,000 815,500 898,000 7,546,750 Information Technology 2,260,670 1,090,000 1,055,000 1,055,000 1,005,000 6,465,670 Library 30,000 - - - - 30,000
Police Department 770,000 880,000 770,000 770,000 770,000 3,960,000 Public Works 24,103,374 12,520,000 13,370,000 10,505,000 10,770,000 71,268,374 Water 3,475,000 4,675,000 6,275,000 6,025,000 5,475,000 25,925,000 TOTAL 38,067,387 23,404,550 22,423,000 19,170,500 18,918,000 121,983,437

DEPARTMENT SUMMARY
143
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total Community Development
11210 HOME CHDO Allocation 73,021 - - - - 73,021
11250 HOME Developer Projects 365,110 - - - - 365,110
20482 Land Use Tracking and Permitting 500,000 - - - - 500,000 TOTAL Community Development 938,131 - - - - 938,131

PROJECT SUMMARY LISTING BY DEPARTMENT
144
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Community Services
20059 Tot Lot Shade Sails 223,000 223,000 223,000 - - 669,000 20315 Hart Park Pickleball and Fitness Circuit 2,000,000 - - - - 2,000,000 20438 El Camino Real Park Exercise Equipment - 387,300 - - - 387,300 20475 Resurfacing Bike Trails and Walking Paths 175,219 - - - - 175,219 20476 El Modena Basin Area Lighting and 200,000 - - - - 200,000 20477 Area Lighting Replacement at Grijalva 262,686 - - - - 262,686 20479 Hart and Handy Parks Land Acquisition 3,000 - - - - 3,000 20506 Ball Field Netting 1,420,900 - - - - 1,420,900
20507 Park Facility Roof Repairs 322,710 - - - - 322,710 20508 Irrigation Booster Pump Replacement 120,680 - - - - 120,680 20513 New Park in West Orange 4,800 - - - - 4,800
20514 Mural at El Camino Real Park 2,500 - - - - 2,500
30053 Parking Lot Pavement Rehabilitation 120,800 - - - - 120,800 TOTAL Community Services 4,856,295 610,300 223,000 - - 5,689,595 145
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Economic Development
20247 SOARA Capital Projects 159,917 - - - - 159,917
TOTAL Economic Development 159,917 - - - - 159,917
146
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Fire Department
12406 Signal Pre-Emption Installation 40,000 40,000 40,000 40,000 40,000 200,000 12506 Body Armor - - - 60,000 - 60,000
12540 Thermal Image Cameras - - 250,000 - - 250,000
12955 Mobile Data Computers - 238,000 - - 238,000 476,000 20105 Automatic Chest Compression Device - - - - 175,000 175,000 20124 Turnout Equipping & Replacement 90,000 90,000 95,000 95,000 100,000 470,000 20166 Gurney Replacement 55,000 - - - - 55,000
20169 WMD-DuoDote Auto Injector Replacement - - - 30,500 - 30,500 20171 EPCR Replacement Program - 65,000 - 70,000 - 135,000 20334 Fire Station Repairs 50,000 50,000 50,000 50,000 50,000 250,000 20384 Vehicle Extrication Rescue Tool - 70,000 - - - 70,000 20393 Defibrillator, AED & Battery Replacement - 250,000 250,000 250,000 250,000 1,000,000 20501 USAR Tools and Equipment Replacement 200,000 - - - - 200,000 20502 Fire Station Apparatus Bay Door 330,000 - - 220,000 - 550,000 20504 Fire Station 3 Building Addition 250,000 2,826,250 - - - 3,076,250 20505 Fire Station 5 Exercise Room Addition 414,000 - - - - 414,000 30032 Wellness Equipment Replacement 45,000 - 45,000 - 45,000 135,000 TOTAL Fire Department 1,474,000 3,629,250 730,000 815,500 898,000 7,546,750 147
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Information Technology
20266 Park Video Surveillance & Security 65,670 - - - - 65,670 20272 GIS Enterprise Development 40,000 60,000 60,000 60,000 60,000 280,000 20278 Server Refreshes 100,000 50,000 50,000 50,000 50,000 300,000 20279 Sharepoint Implementation - 10,000 10,000 10,000 10,000 40,000 20281 IT System Improvements 50,000 50,000 50,000 50,000 50,000 250,000 20282 Personal Computer Replacements 200,000 200,000 200,000 200,000 200,000 1,000,000 20284 Laserfiche Upgrade - 20,000 20,000 20,000 20,000 80,000 20339 Network Refresh 50,000 50,000 50,000 50,000 - 200,000 20342 Conference Room Audio/Video 20,000 20,000 20,000 20,000 20,000 100,000 20347 Enterprise Access System 605,000 - - - - 605,000
20391 Financial System Replacement 200,000 200,000 200,000 200,000 200,000 1,000,000 20413 UPS Replacements 130,000 80,000 45,000 45,000 45,000 345,000 20456 Physical Security Platform Replacements 200,000 100,000 100,000 100,000 100,000 600,000 20509 Phone System Refresh 200,000 - - - - 200,000
20510 Storage Area Network Replacement 150,000 150,000 150,000 150,000 150,000 750,000 30071 Fiber Optic Cable Replacements 250,000 100,000 100,000 100,000 100,000 650,000 TOTAL Information Technology 2,260,670 1,090,000 1,055,000 1,055,000 1,005,000 6,465,670 148
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Library
20503 Taft Library Restrooms Accessibility 30,000 - - - - 30,000 TOTAL Library 30,000 - - - - 30,000
149
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Police Department
20335 Police Vehicle Mobile Data Computer - 110,000 - - - 110,000 30196 Police Enterprise System 770,000 770,000 770,000 770,000 770,000 3,850,000 TOTAL Police Department 770,000 880,000 770,000 770,000 770,000 3,960,000 150
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Public Works
11328 ADA Improvements 68,430 500,000 250,000 250,000 250,000 1,318,430 12982 Corp Yard Renovations 4,450,000 - - - - 4,450,000 13115 Pavement Management Program Survey 70,000 - 70,000 - 70,000 210,000 13120 Pavement Management Program 6,030,000 5,650,000 5,800,000 5,850,000 5,850,000 29,180,000 13816 Structural Evaluation of City Bridges - - 2,000,000 - - 2,000,000 14997 Municipal Parking Lot Maintenance 20,000 20,000 20,000 20,000 20,000 100,000 15508 Sewer Line Maintenance & Replacement 2,200,000 2,200,000 2,200,000 2,200,000 2,200,000 11,000,000 15509 Sewer Cleaning & Video 500,000 500,000 500,000 500,000 500,000 2,500,000 16065 Quiet Zone Maintenance 50,000 50,000 50,000 50,000 50,000 250,000 16302 Minor Traffic Control Devices 275,000 200,000 200,000 200,000 200,000 1,075,000 16304 Biennial Traffic Signal Coordination 95,000 - 95,000 - 95,000 285,000 16305 Traffic Signal Controller Changeout 70,000 70,000 70,000 70,000 70,000 350,000 16469 Traffic Signal Equipment Painting 45,000 45,000 45,000 45,000 45,000 225,000 17061 Old Towne Street Lighting 277,998 - - - - 277,998 19809 City Facility Improvements 561,000 - - - - 561,000 19826 Police Headquarter Exterior Wall Sealing 20,000 20,000 20,000 20,000 20,000 100,000 19999 Motor Vehicle Replacements 4,227,755 - - - - 4,227,755 20329 Chapman & Batavia Left Turn Signal 100,000 - - - - 100,000 20374 Streetlight Pole Replacement Program 250,000 300,000 300,000 300,000 300,000 1,450,000 20378 Katella & Batavia Signal Network Extension - 950,000 - - - 950,000 20379 Batavia & Taft Signal Network Extension - 200,000 - - - 200,000 20380 Glassell St Signal Network Extension - 740,000 - - - 740,000 20382 Katella Ave Signal Network Extension 450,000 - - - - 450,000 20383 Cannon & Serrano Intersection 842,419 - - - - 842,419 20397 Parker Street Restriping - - - - 100,000 100,000
20430 Storm Drain Improvements 500,000 500,000 500,000 500,000 500,000 2,500,000 20441 Citywide Sidewalk Assessment 500,000 500,000 500,000 500,000 500,000 2,500,000 20461 Main Library Facility Improvements 580,000 - - - - 580,000 20462 Taft Library Facility Improvements 100,000 - - - - 100,000 20463 El Modena Library Facility Improvements 150,000 - - - - 150,000 20465 Fire Stations Facility Improvements 60,000 - - - - 60,000 20500 Sycamore and Palmyra Neighborhoods
Street Rehabilitation
629,530 - - - - 629,530
30019 Santiago Canyon Road Multipurpose Trail - 75,000 750,000 - - 825,000 30194 Santiago Canyon Road Rehabilitation 981,242 - - - - 981,242 TOTAL Public Works 24,103,374 12,520,000 13,370,000 10,505,000 10,770,000 71,268,374 151
FY 23
Project
Number Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total

PROJECT SUMMARY LISTING BY DEPARTMENT
Water
18101 Water Utility Security Improvements 25,000 25,000 25,000 25,000 25,000 125,000 18102 Meter Replacement Program 150,000 150,000 150,000 150,000 150,000 750,000 18120 Well 28 Construction 1,600,000 - - - - 1,600,000
18214 Well Rehabilitation 100,000 150,000 150,000 150,000 150,000 700,000 18225 Lower Serrano Pump Station - - - 500,000 1,600,000 2,100,000 18301 Exterior Cathodic Protection Systems 50,000 50,000 50,000 50,000 50,000 250,000 18302 Reservoir Recoating - - 50,000 850,000 - 900,000
18315 Reservoir 3A Construction - - 300,000 2,000,000 - 2,300,000 18324 Resevoir 2A Site Remediation - - - - 1,000,000 1,000,000 18400 Pipeline Renewal Projects 1,500,000 1,500,000 1,500,000 2,000,000 2,000,000 8,500,000 18912 Water Plant Telemetry 50,000 50,000 50,000 50,000 50,000 250,000 18925 Emergency Generator - 250,000 - 250,000 - 500,000 20312 Well 29 Construction - 2,500,000 4,000,000 - - 6,500,000 20496 Reservoir 4A Construction - - - - 150,000 150,000 20497 Reservoir 5 Pump Station Replacement - - - - 150,000 150,000 20498 Reservoir 8A Pump Station - - - - 150,000 150,000 TOTAL Water 3,475,000 4,675,000 6,275,000 6,025,000 5,475,000 25,925,000 152
FY 23
Fund
Number Fund Title FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 5 Year Total 120 Prop 172 55,000 - - - 175,000 230,000
220 Sanitation And Sewer 2,445,000 1,000,000 1,000,000 1,000,000 1,000,000 6,445,000 245 Ab 2766 Air Pollution Reduction 130,000 - - - - 130,000 263 Traffic Improvement -Measure M2 3,602,419 2,215,000 2,430,000 2,215,000 2,380,000 12,842,419 270 Gas Tax Maintenance 490,000 770,000 770,000 770,000 770,000 3,570,000 274 Rmra Road Maint Rehabilitation Account 3,487,943 2,730,000 2,830,000 2,930,000 2,930,000 14,907,943 287 TSIP Citywide 450,000 2,250,000 180,000 180,000 180,000 3,240,000 310 Community Development Block Grant 727,960 140,000 70,000 70,000 70,000 1,077,960 317 Home 438,131 - - - - 438,131
355 Asset Seizure- Federal - 110,000 - - - 110,000
500 Capital Projects 6,737,998 3,966,250 1,140,000 1,450,500 1,140,000 14,434,748 510 Park Acquisition (Infill) 2,484,060 610,300 223,000 - - 3,317,360 511 Park Acquisition & Development (Quimby) 175,219 - - - - 175,219 520 Sewer Construction 2,200,000 2,200,000 2,200,000 2,200,000 2,200,000 11,000,000 550 Reimbursable Capital Projects 4,555,985 75,000 4,250,000 - 100,000 8,980,985 553 Capital Bond Proceeds 605,000 - - - - 605,000
560 Fire Facility Fee Districts All Com 6/07 535,000 684,000 730,000 505,000 604,000 3,058,000 600 Water 2,155,000 4,675,000 4,775,000 6,025,000 5,475,000 23,105,000 720 Equipment Replacement 3,772,755 - - - - 3,772,755
790 Computer Replacement 2,860,000 1,979,000 1,825,000 1,825,000 1,894,000 10,383,000 951 City Trf: Tustin Project-Taxable Bonds 1,532 - - - - 1,532 952 City Trf: Nw & Sw Merged 2003 Txbl Bonds 145,000 - - - - 145,000 953 City Trf: Nw & Sw Merged 2003 Tax Exempt 3,837 - - - - 3,837 954 City Trf: Merged 2008 Tax Exempt Bonds 9,548 - - - - 9,548 TOTAL 38,067,387 23,404,550 22,423,000 19,170,500 18,918,000 121,983,437

FUNDING SOURCES SUMMARY
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Project Description
Federal HOME Investment Partnerships Program (HOME) funding set aside for Community Housing Development Organizations (CHDOs). The City-designated CHDO is Orange Housing Development Corporation (OHDC). The project is to be determined. Appropriation of HOME funds for housing projects is subject to City Council approval.

Project Details
Project Type: Ongoing
Funding Source(s): HOME
Financial Summary
11210
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Home CHDO Allocation $73,021 $0 $0 $0 $0
TOTAL $73,021 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
HOME CHDO Allocation
Project 11210
Department: Community Development
155
Project Description
Federal HOME Investment Partnerships (HOME) Program funding allocation for affordable housing development projects. Housing development projects need to be determined. Appropriation of funds for affordable housing projects is subject to City Council approval.

Project Details
Project Type: Ongoing
Funding Source(s): Home
Financial Summary
11250
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Home Developer Projects $365,110 $0 $0 $0 $0
TOTAL $365,110 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
HOME Developer Projects
Project 11250
Department: Community Development
156
Project Description
The current permitting software used in Community Development was purchased in 2010. The system has become outdated and does not have the functionality needed to meet the growing demands for multidepartment and system integration. This project proposes to upgrade the current permit tracking software to a comprehensive, flexible, fully integrated system that will automate workflow and tracking services for land use, building permits and other general permits, have online and mobile functionality, and act as a central portal for internal and external stakeholders to meet the current and future needs of the City.

The project cost entails system set-up, information migration, training, and technical support. Any annual maintenance cost will be included in the annual budget.

Project Type: Ongoing
Funding Source(s): Building Records Management Fee; Computer Replacement Project Details
Project Type: Ongoing
Funding Source(s): Building Records Management Fee; Computer Replacement Financial Summary
20482
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Land Use Tracking and Permitting Software $500,000 $0 $0 $0 $0 TOTAL $500,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Land Use Tracking and Permitting Software
Project 20482
Department: Community Development
157
Project Description
As a long-standing City Council initiative, shade sails will be installed over existing tot-lot equipment in City parks to protect users from sun exposure, as well as equipment that can become very hot during the warmer months. There are currently shade sails over the tot-lots at the following parks: Belmont, El Camino, Grijalva, Handy, Olive, Shaffer, Steve Ambriz, Serrano, Fred Barrera, and El Modena. In FY 23, shade sails will be installed at La Veta and expanded at Belmont Parks. The following parks are still in need of shade sails in this order of priority based on available shade: Eisenhower (2), Santiago Hills, and Hart Parks.

Future shade sail installations will be prioritized based on the need for shade at each tot-lot and available funding.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2014-2015
Estimated Completion Date: June 2025
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20059
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Tot Lot Shade Sails $223,000 $223,000 $223,000 $0 $0
TOTAL $223,000 $223,000 $223,000 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Tot Lot Shade Sails
Project 20059
Department: Community Services
158
Project Description
This project includes design and development of a lighted Pickleball facility and fitness equipment in the southwest portion of the park. Additionally, traditional amenities will be considered to include paved access to the facility, spectator seating/bleachers, fencing with wind screens, benches, drinking fountains, trash receptacles, bike racks, security cameras, and landscaping.

In FY 18, the City began to pursue in-fee ownership of the sections of Hart Park currently owned by CalTrans where the proposed project would be located. It is anticipated the land acquisition for this property will be complete by the end of FY22.

In FY 22, Congressman Lou Correa secured $2 million in federal Omnibus Bill funding for this project. Park Development fees are being allocated to supplement grant funding.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2024
Funding Source(s): Park Acquisition (Infill); Park
Acquisition & Development (Quimby); Reimbursable
Capital Projects
Financial Summary
20315
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Hart Park Pickleball and Fitness Circuit $2,000,000 $0 $0 $0 $0 TOTAL $2,000,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Hart Park Pickleball and Fitness Circuit
Project 20315
Department: Community Services
159
Project Description
Currently, there are two parks with exercise equipment, Grijalva and Shaffer Parks. The equipment at these locations are popular and highly used by park patrons. The proposed project will include design and installation of a lighted, shaded exercise equipment station at El Camino Real Park. The installation of the exercise equipment will encourage an active and healthy lifestyle for residents and El Camino Real Park patrons. The project is currently scheduled to be completed in FY 24.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2024
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20438
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget El Camino Real Park Exercise Equipment $0 $387,300 $0 $0 $0 TOTAL $0 $387,300 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
El Camino Real Park Exercise Equipment
Project 20438
Department: Community Services
160
Project Description
Sections of bike trails within the City, and adjacent walking paths, are degraded and in need of maintenance/repair. The scope of work will address asphalt areas ranging from slurry seal and stripe to remove and replace if required. Areas to be evaluated include:

The evaluation was complete in FY 22 and design and construction is anticipated to begin in FY 23.

1. City-owned portions of the Santiago Creek Bike Trail between Hart Park and Cannon St.

2. The bike trail adjacent to the El Modena open space on Cannon St.

The asphalt walking paths within Hart Park including the pavement near the existing tennis courts and the pavement in the area directly behind and to the east of Field 1.

3. Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill); Park
Acquisition & Development (Quimby)
Financial Summary
20475
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Resurfacing Bike Trails and Walking Paths $175,219 $0 $0 $0 $0 TOTAL $175,219 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Resurfacing Bike Trails and Walking Paths
Project 20475
Department: Community Services
161
Project Description
Through a 1973 use agreement with Orange County Flood Control District (OCFD), the City operates the El Modena Basin located north of the intersection of S. Hewes St. and E. Jordan Ave. as a public park.

Currently, the El Modena Basin’s amenities include a walking path around the interior open space. This project would provide area lighting to portions of the walking path, irrigation to improve the existing plant material, soil preparation and turf replacement in rocky areas, and an upgraded decomposed granite path for an enhanced experience and to define edges and boundaries for irrigation. The requested funding includes costs to design the project and evaluate potential installation of a restroom. Preliminary construction costs for lighting and irrigation are approximately $2 million and installation of a restroom is estimated to be an additional $500,000. Staff will request an additional expense allocation for construction based on cost estimates after design. Construction will require construction approval from and lease negotiations with Orange County Flood Control.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20476
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget El Modena Basin Area Lighting and Irrigation $200,000 $0 $0 $0 $0 TOTAL $200,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
El Modena Basin Area Lighting and
Irrigation
Project 20476
Department: Community Services
162
Project Description
Currently, there are a total of 54 light poles providing area/pathway lighting for Grijalva Park (side A). The lighting was designed with metal poles mounted on concrete foundations at ground level. Deterioration near the base of these poles has resulted in the need to replace several light poles in past years. In spite of past measures taken to protect the poles, deterioration continues due to the effects of corrosion. Several light poles have now been removed, including two which came down during heavy winds. Nine poles in total have been removed due to safety concerns and all others are being evaluated regularly. The objective of this project is to replace all of the area lighting to include new poles and fixtures, designed to resist the corrosive impacts of irrigation water, dog urine, and other factors. This project will require a photo-metrics study prior to an open bid process. Additionally, this project will be partially funded through the Per Capita Allocation program funded through Prop 68.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill);
Reimbursable Capital Projects
Financial Summary
20477
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Area Lighting Replacement at Grijalva $262,686 $0 $0 $0 $0 TOTAL $262,686 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Area Lighting Replacement at Grijalva Park
Project 20477
Department: Community Services
163
Project Description
The City leased the 200’ of Handy Park from Caltrans. Caltrans determined the property is no longer needed for transportation purposes and, in FY 22, sold the property to the City based on an appraisal conducted in July 2020 in the amount of $273,000.

Similarly, the City currently leases the southerly 200’ of Hart Park. This is a 50-year leases that commenced in 1973 and expires in 2023. Hart Park is beloved by our community and highly used by many different active groups and local residents. Caltrans determined the property is no longer needed for transportation purposes and will be selling the property upon expiration of these lease. The City has been working with Caltrans to acquire in fee ownership of the leased land for public park purposes in perpetuity. The City had Hart Park apprised in July 2020. Hart Park’s land value appraisal is $443,000. Caltrans is currently reviewing the sale and transfer of the property to the City. This project allocates Park Acquisition Fund (510) to support the sale and transfer of Handy and Hart Park. The remaining funds will be used to complete the sale and transfer of the Hart Park the property.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20479
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Hart and Handy Park Land Acquisition $3,000 $0 $0 $0 $0 TOTAL $3,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Hart and Handy Parks Land Acquisition
Project 20479
Department: Community Services
164
Project Description
The City has ball fields at 10 of its 22 parks (El Camino Real, El Modena, Handy, Hart, Killefer, McPherson, Olive, Santiago Hills, Shaffer, and Steve Ambriz Parks). Many of these ball fields are located near or adjacent to residential neighborhoods, so an evaluation of ball fields at all 10 park locations was conducted to determine the need for field netting based upon safety and liability concerns caused by foul balls. Field netting installations would prevent foul balls from leaving the playing area and entering adjacent homeowner properties, passive park areas, and parking lots. Through a separate project, Hart Park Field Improvements (project number 30133), the City and its partners (Chapman University and Orange Lutheran High School) will install foul ball netting along the first and third baselines to protect the perimeter from foul balls at Diamond 1 located at Hart Park through a separate project (number 30133). The netting assessment proposed that ball field netting is needed at the following parks: El Modena, McPherson Athletic Center, and Steve Ambriz Park. Relative to Shaffer Park, the City will conduct an evaluation to ensure that the existing netting meets current standards.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20506
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Ball Field Netting $1,420,900 $0 $0 $0 $0
TOTAL $1,420,900 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Ball Field Netting
Project 20506
Department: Community Services
165
Project Description
Maintenance of the roofs on Park buildings is critical to the overall preservation of the buildings. Most park building roofs are generally in good to fair condition due to ongoing replacement efforts over the last several years. In 2021, the City evaluated the facility roofs at the restroom and picnic pavilion at La Veta Park, picnic pavilion at Olive Park, and restroom building at Santiago Hills Park, in addition to the Sycamore Concession Building. These evaluations revealed that each park facility roof requires some level of reroofing. This project will conduct necessary reroofing at all of these facilities.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20507
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Park Facility Roof Repairs $322,710 $0 $0 $0 $0
TOTAL $322,710 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Park Facility Roof Repairs
Project 20507
Department: Community Services
166
Project Description
The irrigation booster pump at El Camino Real Park assists in increasing water pressure and flow to the park's irrigation system. The existing pump is creating a water hammer effect, causing mainline breaks in the past. The current pump is failing and is beyond repair. This project would replace the booster pump to ensure that the irrigation system receives the proper water pressure and flow.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20508
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Irrigation Booster Pump Replacement $120,680 $0 $0 $0 $0 TOTAL $120,680 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Irrigation Booster Pump Replacement
Project 20508
Department: Community Services
167
Project Description
This project would consider a phased approach on the development of a new park on the west side of Orange.. The proposed location is a 2.34 acre property currently owned by Orange County Flood Control located on West Chapman between Interstate 5 and the 57 freeway. Adjacent to this property is a proposed workforce housing project sponsored by BLDG Partners. The City has been working with BLDG Partners and Agora Partners on the feasibility of building a park on the aforementioned site. The first phase of the project, to be completed in FY23, includes working with Agora Partners on community outreach to complete a conceptual plan for a passive park and discussing land acquisition with the County. Agora will cover the costs associated with the conceptual plan. The FY 23 appropriation could pay for an appraisal on of the property if needed.

Based on the conceptual plan and feedback from the County, future phases of the project include finalizing land acquisition, completing an environmental review, design, and construction. Funding for these phases will need to be identified, which include exploring grant opportunities.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2022-2023
Estimated Completion Date: June 2027
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20513
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget New Park in West Orange $4,800 $0 $0 $0 $0
TOTAL $4,800 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
New Park in West Orange
Project 20513
Department: Community Services
168
Project Description
This project will create a mural on the east and west side of the handball courts at El Camino Real Park. The project will occur in phases beginning with staff led community outreach efforts to collect input on design.

Phase 2 would be to develop a scope of work and a request for proposal (RFP) based on the community’s input to select an artist. The final phase would be installation of the mural and treatment of the new public art with anti-graffiti coating. The requested funding is for phase one and development of the RFP and comes from the Park Acquisition (infill) fees (510 fund). Funding for the artist selection, design, installation, and graffiti coating treatment has not been identified; however, staff will work with the community member who brought forward the request to identify sponsors, donations, or grants to fund the remaining phases.

Note: The included photo serves as an example, and does not depict the actual artwork.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2022-2023
Estimated Completion Date: June 2027
Funding Source(s): Park Acquisition (Infill)
Financial Summary
20514
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Mural at El Camino Real Park $2,500 $0 $0 $0 $0
TOTAL $2,500 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Mural at El Camino Real Park
Project 20514
Department: Community Services
169
Project Description
The asphalt pavements in the parks are in various stages of degradation and will require protective measures over the next several years. Some lots require complete removal and replacement of asphalt pavement, some can be ground down and capped with new asphalt, and other lots require slurry coating and new striping to protect them from further degradation. Lots were prioritized according to condition. Successful rehabilitations were completed as follows: Killefer parking lot in FY 17, Eisenhower and El Camino parking lots in FY 19, and Olive and Grijalva parking lots in FY 21. The parking lot at Handy Park has been incorporated into the Handy Park Maintenance Renovation project and was completed in FY 22. The City evaluated the parking lots at Fred Barrera, McPherson, Serrano, and Santiago Hills Park in FY 22. Design and construction is tentatively anticipated to begin in FY 23 The project will be ongoing and future locations will be identified through site evaluations of the nine remaining park parking lots in later years.

Project Details
Project Type: Ongoing
Funding Source(s): Park Acquisition (Infill)
Financial Summary
30053
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Parking Lot Pavement Rehab $120,800 $0 $0 $0 $0
TOTAL $120,800 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Parking Lot Pavement Rehabilitation
Project 30053
Department: Community Services
170
Project Description
Santiago Hills Landscape Assessment District (SHAD) residents voted in 2015 to increase their assessment so that the landscape can be maintained, repaired, and renovated over time. This project represents a longterm Capital Improvement effort to re-landscape SHAD as funding accumulated beyond what is needed for ongoing maintenance. With the community's input, funds will be utilized for landscape renovation to replace plants, shrubs, and irrigation, which are beyond their useful life. In FY 21, the community identified the following priorities.

The first two of these priorities were completed in FY 21. The third priority will begin in FY 22. Additional priorities will need to be identified with further community input in future years.

Renovation of the second half of Skylark, including the four corners on Skylark and Canyon View Avenue

1. Renovation of three small medians on Canyon View Avenue between Skylark and Old Camp Road, on Skylark at Canyon View Avenue, and on White Oak Ridge at Canyon View Avenue

2. 3. Renovation of the corners at White Oak Ridge and Newport Avenue medians Project Details
Project Type: Ongoing
Funding Source(s): Santiago Hills Landscape
Maintenance 1986 & 2015
Total Budget: $800,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Santiago Hills LAD General Renovation
Project 20255
Department: Community Services
171
Project Description
The City owns the 42-acre Grijalva Park site which is being developed in phases. In 2003, Phase I was completed and includes an active park with soccer fields, a tot lot, and a small activity room. In 2005, a Grijalva Park Master Plan was developed for the remaining 27 acres which included a sports center/gymnasium, skate park, amphitheater, additional restrooms, picnic facilities, an aquatics center, and additional parking. In 2011, the Sports Center at Grijalva Park was opened, along with adjacent parking. Nine acres remained undeveloped. In 2019, City Council gave their support for four community partners to fundraise to develop the vacant property.

Amenities may include a skate park, aquatics center, arts theater, and community/library/senior center. Given that the locations identified for these new amenities are currently undeveloped land sitting atop a landfill, any potential project at this site would likely require complete California Environmental Quality Act review. Additional planning and site testing may be required, as the City explores these partnership opportunities.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Total Budget: $100,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Grijalva Park Master Plan Update
Project 20321
Department: Community Services
172
Project Description
This project involves evaluation, design, and installation of new LED light fixtures and/or improvements to existing fixtures at El Camino Real Park. Current lighting conditions throughout the park and tennis courts are diminished and dimly lit. Lighting improvements at the park would provide a safe, inviting environment, as well as properly lit courts for the many users who frequent the park and play tennis in the evening time.

Lighting improvements may also provide potential for utility cost savings with the conversion to LED fixtures.

If alternate funding becomes available through grants or rebate programs, those funds will be used in lieu of the Park.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2018-2019
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Total Budget: $227,600
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
El Camino Real Park Lighting
Improvements
Project 20401
Department: Community Services
173
Project Description
Olive Park is an 8.02-acre property and was acquired in 1975. The park features a community building, which can accommodate up to 75 guests and is resolvable for private functions. In FY 19, there were 130 bookings, servicing approximately 8,000 park visitors. The facility’s popularity is due in part to its kitchen, which has not been updated since its original construction. Due to its age and heavy use, the kitchen is in need of an update. The project scope includes resurfacing the cabinets, replacing the countertops, and painting.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Total Budget: $50,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Olive Park Kitchen Update
Project 20435
Department: Community Services
174
Project Description
Park signage consists of two major types: monument signs and regulatory signs. Park monument signs are identifiers and assist the public and safety personnel with locating City parks. These signs provide the Fire and Police departments, as well as residents, which the ability to easily identify park addresses and are lit to assist with visibility at night. Due to age, and in some instances, vandalism, there are some City park monument signs that have been damaged or removed. Regulatory signs are posted throughout the parks and bike trails to communicate specific regulatory information. Regulatory signs are utilized to notify patrons of the Orange Municipal Code (OMC) and are used by park staff and the Police Department to assist with enforcement regulation.

Phase one this project consists of replacing monument signs at the following locations: Eisenhower (2), El Modena, El Modena Basin, Hart (2), La Veta, and Killefer Parks. The Hart Park monument sign located at the Glassell street entrance includes landscaping improvements to the Glassell entrance. Park monument signage design, involving the selection of the type of sign according to the City’s Policy for the Standardization of Park Signage, as well as location of footings, occurred in FY 21. Installation will be completed in FY 22. Phase two of this project will include an evaluation of existing regulatory signage and replace missing and/or damaged regulatory signs throughout City parks and bike trails. The regulatory sign evaluation began in FY 22. Design and installation will begin in FY 23.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill)
Total Budget: $575,300
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Park Signage Installation
Project 20437
Department: Community Services
175
Project Description
Tot lot rubberized surfaces are installed to ensure playground safety, allow for ADA accessibility and are an aesthetic asset to park facilities. These surfaces have a longevity of approximately 10 years with proper maintenance and care. This project entails replacement of the rubberized tot lot surface at Serrano Park to provide continued safety for the park tot lot users. The rubberized surface at the tot lot at Serrano Park was installed in 2011, and is due for replacement. This project will be completed in conjunction with the Tot Lot Shade Sail Project (20059) installation at Serrano Park in FY 22 to minimize the amount of time the tot lot will be out of use.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2022
Funding Source(s): Park Acquisition (Infill)
Total Budget: $47,750
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Rubberized Tot Lot Surface Replacement
Project 20440
Department: Community Services
176
Project Description
Nineteen of the City’s parks have restroom buildings, both interior and exterior. Many of these restrooms were last renovated 15 to 20 years ago and are in need of evaluation to ensure the restrooms are functional and attractive space for public use. This project will involve initial evaluation of the current state of all restrooms at City park facilities in FY 24 and renovation of facilities are not no longer functional or are in need of an update in subsequent years. A specific scope will be developed for each restroom building depending on need.

Preliminary cost estimates for construction are $1.3 million. Staff will request an additional allocation based on cost estimates following the evaluation.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2024
Funding Source(s): Park Acquisition (Infill)
Total Budget: $50,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Restroom Interior Upgrades
Project 20448
Department: Community Services
177
Project Description
As noted in the Department’s Parks Master Plan, the number one deficiency is the supply of lighted soccer fields. As acquiring new land to construct new soccer fields within the City is difficult, the City could consider converting three existing natural turf fields at Grijalva Park to synthetic turf. Unlike the natural turf fields, the synthetic fields will not require closure for annual field renovation due to use or be subject to rain delay.

Synthetic fields allow for additional play, therefore providing additional supply of lighted soccer fields. The soccer fields at Grijalva sit atop a former landfill. Due to this, staff recommends conducting a feasibility study and any potential site testing to identify the feasibility and best implementation plan for installing synthetic turf. Construction would be part of a future CIP.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2024
Funding Source(s): Park Acquisition (Infill)
Total Budget: $164,770
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Evaluation of Synthetic Turf Installation at
Grijalva Park
Project 20478
Department: Community Services
178
Project Description
El Modena Park was constructed in the early 1970s and several amenities are in need of repair in order to maintain a safe and functional park environment for patrons. A phased maintenance renovation will include irrigation improvements, tot lot shade sail, asphalt, concrete, and drainage repairs to the parking lots. Phase 1 was completed in Fiscal Year 2022 and included irrigation improvements and installation of the tot lot shade structure. Phase 2 will include installation of rubberized surfacing at the tot lot. Additional phases will be developed as funding is available.

Project Details
Project Type: Ongoing
Funding Source(s): El Modena Park Facility - Cell
Tower Fee
Total Budget: $638,092
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
El Modena Park Area Renovation
Project 30048
Department: Community Services
179
Project Description
Located at Hart Park, Diamond 1 is used as a collegiate-level playing baseball field. Currently, the City partners with Chapman University and Orange Lutheran High School to maintain this premier field.

Installation of ball field netting along the first and third base foul likes will protect the perimeter from foul balls, as its location abuts a neighborhood. The City will work with Chapman University to design fencing and netting for this field. Additionally, the field lighting will be updated as part of the overall improvements. The City will manage and oversee the project and will allocate the total amount of the project cost once a scope is identified. The City will work with the two regular users for reimbursement per percentage of use, to be negotiated before award.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2023
Funding Source(s): Park Acquisition (Infill);
Reimbursable Capital Projects
Total Budget: $250,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Hart Park Diamond 1 Field Improvements
Project 30133
Department: Community Services
180
Project Description
In October 2014, the State Department of Finance approved a Bond Proceeds Funding Agreement in which the remaining redevelopment bond proceeds were approved for transfer to the City during the ROPS 14-15B period.

This Agreement authorizes the City to expend the redevelopment bond proceeds in a manner that is consistent with the original bond covenants and of benefit to the Orange Merged and Amended Redevelopment Project Area, including public infrastructure improvements.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2014-2015
Estimated Completion Date: June 2023
Funding Source(s): City Trf: Tustin Project - Taxable Bonds; City Trf: Nw & Sw Merged 2003 Taxable Bonds; City Trf: Nw & Sw Merged 2003 Tax Exempt; City Trf: Merged 2008 Tax Exempt Bonds Financial Summary
20247
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget SOARA Capital Proj $159,917 $0 $0 $0 $0
TOTAL $159,917 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
SOARA Capital Projects
Project 20247
Department: Economic Development
181
Project Description
The Opticom Traffic Pre-emption project involves the purchase and installation of traffic signal pre-emption equipment on the City’s major roadways, intersections, and fire apparatus. Pre-emption equipment installed on fire apparatus triggers the associated equipment within traffic signals to control signal lights for oncoming fire apparatus right-of-way during Code 3 responses. The first step of the project was completed and included the installation of infrared technology in all signals along Chapman Avenue and 23 Fire Department vehicles.

Additional installations were performed for select signals on Chapman, Tustin, Main, Katella, Taft, Glassell, Batavia, Collins, State College/City Drive, Lincoln and Santiago. Pre-emption equipment installations are coordinated with Public Works and the Traffic Division during scheduled improvements to intersections. The second step of the project was completed and involved the installation and retrofit of updated global positioning system (GPS) signal pre-emption equipment. This equipment activates signal pre-emption based on estimated time of arrival or distance by fire apparatus which prioritizes right-of-way during multiple unit responses.

Approximately three to four signals are retrofitted annually as an ongoing project at a cost of $40,000.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
12406
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Signal Pre-Emption Installation $40,000 $40,000 $40,000 $40,000 $40,000 TOTAL $40,000 $40,000 $40,000 $40,000 $40,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Signal Pre-Emption Installation
Project 12406
Department: Fire
182
Project Description
Replacement program for body armor and supplemental associated equipment. Fire Department body armor consists of a ballistic style protective helmet and a chest-worn ballistic body vest. The project objective is to provide fire suppression personnel with body armor and supporting equipment during "active shooter" and "civil disturbance" type responses. As part of this program, ballistic helmets were purchased in FY 15 along with supplemental individual first aid kits (IFAK). The IFAK equipment is required per the Orange County Annex Plan. Body armor equipment has a useful life of seven years. Approximately two-thirds of the ballistic equipment was replaced in FY 19 utilizing UASI Grant funds. In FY 21, CIP funds were used to complete the current inventory, which provides one set of body armor per post position, on each emergency apparatus.

Project Details
Project Type: Ongoing
Funding Source(s): Capital Projects
Financial Summary
12506
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Body Armor $0 $0 $0 $60,000 $0
TOTAL $0 $0 $0 $60,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Body Armor
Project 12506
Department: Fire
183
Project Description
Six-year replacement program for Thermal Imaging Cameras (TICs). The project objective is to maintain a reliable and serviceable stock of TICs in the Fire Department. Useful life of current TICs is six years. The new cameras replace the older units, which after repairs over the years gradually lose their effectiveness. In some cases, the needed parts for repairs are no longer supported by the manufacturer. The Fire Department purchased new TICs in 2018.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
12540
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Thermal Image Cameras $0 $0 $250,000 $0 $0
TOTAL $0 $0 $250,000 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Thermal Image Cameras
Project 12540
Department: Fire
184
Project Description
Replace 32 mobile data computers (MDC) every three years. MDC technology is continuously being improved and updated. MDCs require periodic replacement in order to maintain compatibility with dispatch centers, Automatic Vehicle Locator (AVL), and portable notebooks. The MDC equipment was last replaced in FY 20.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07; Computer Replacement
Financial Summary
12955
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Mobile Data Computers $0 $238,000 $0 $0 $238,000
TOTAL $0 $238,000 $0 $0 $238,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Mobile Data Computers
Project 12955
Department: Fire
185
Project Description
Purchase ten Autopulse Automatic Chest Compression Devices (ACCD) and provide replacement of ACCDs every five years thereafter. The project objective is to maintain a reliable and serviceable stock of ACCDs in the Fire Department and adhere to OCEMS Policy #325.00, which would increase the number of ACCDs from five to ten and redistributed from the four rescue ambulances to the seven engines and two trucks. Useful life of current ACCDs is five years. The new machines replace the older units, which after repairs over the years gradually lose their effectiveness. In some cases, the needed parts for repairs are no longer supported by the manufacturer.

The last replacement of ACCD equipment was in FY 22.

Project Details
Project Type: Ongoing
Funding Source(s): Prop 172
Financial Summary
20105
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Automatic Chest Compression Device $0 $0 $0 $0 $175,000 TOTAL $0 $0 $0 $0 $175,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Automatic Chest Compression Device
Project 20105
Department: Fire
186
Project Description
Purchase turnout safety gear for up to 25 new recruit firefighters in FY 21 and FY 22. There are currently 22 Fire Department personnel who are over the age of 50 and have 30 years of service. There are an additional 19 Fire Department personnel who will turn 50 years old within the next two years. Due to the large number of anticipated retirements within the next few years, there is a need to budget for the increased costs of safety gear that are issued to new recruit firefighters. The current operating budget can support the costs of approximately five new hires per year. The average cost of safety gear is $8,500 per person. This project also provides the funding to replace turnouts for 108 fire suppression personnel and seven administrative staff members as they become damaged or have reached their life expectancy of ten years. It also provides funding for annual cleaning and inspection of 230 sets of turnout gear in accordance with NFPA 1851 standards. In FY 16, the Fire Department purchased 43 sets of secondary turnout gear for one shift of 36 fire suppression personnel and seven administrative staff. In addition, 36 sets of turnouts were purchased in FY 17, and 36 sets of turnouts were purchased in FY 18. Ongoing annual maintenance and inspection costs of approximately $15,000 are already included as part of the operating budget. The replacement cycle will resume in FY 22 and FY 23 to capture existing turnout equipment expiration dates.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
20124
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Turnout Replc/1851 Cleaning $90,000 $90,000 $95,000 $95,000 $100,000 TOTAL $90,000 $90,000 $95,000 $95,000 $100,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Turnout Equipping & Replacement
Project 20124
Department: Fire
187
Project Description
Replace Emergency Medical Services (EMS) gurneys as they reach the end of their ten year service life. Current EMS gurneys are battery-operated devices which move EMS patients from an emergency incident to the rear of the Rescue Ambulance. These gurneys provide total patient lifting assistance for fire personnel, which reduces workplace injuries. This project includes the replacement of two gurneys that have reached the end of their service life and the ongoing purchase of two new gurneys every five years.

Project Details
Project Type: Ongoing
Funding Source(s): Prop 172
Financial Summary
20166
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget EMS Gurney Replacement $55,000 $0 $0 $0 $0
TOTAL $55,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Gurney Replacement
Project 20166
Department: Fire
188
Project Description
Establish a two-year replacement program for Weapons of Mass Destruction (WMD) auto injectors. These personal syringe-like devices are pre-filled with medication used to combat the effects of chemical, biological, radiological, and nuclear weapons commonly used in terrorist attacks. Auto injectors are used throughout the country to protect public safety personnel. The current expiration date for all Fire Department auto injectors is August 2025.

Project Details
Project Type: Ongoing
Funding Source(s): Capital Projects; Fire Facility Fee
Districts All Com 6/07
Financial Summary
20169
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget WMD-DuoDote Autoinjector Replacement $0 $0 $0 $30,500 $0 TOTAL $0 $0 $0 $30,500 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
WMD-DuoDote Auto Injector Replacement
Project 20169
Department: Fire
189
Project Description
Establish a two-year replacement program for Emergency Medical Services (EMS) Electronic Patient Care Report (EPCR) iPads. The Fire Department currently has 55 iPads equipped with cellular activation to be used for gathering real-time patient data in the field. EPCR equipment was implemented on January 1, 2012 according to the Health Insurance Portability and Accountability Act (HIPAA) and Department of Health and Human Services (HHS) National Standards and mandatory requirements. iPads, protective cases, vehicle chargers and keyboard equipment were replaced in FY 19.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
20171
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget EPCR Replacement Program $0 $65,000 $0 $70,000 $0
TOTAL $0 $65,000 $0 $70,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
EPCR Replacement Program
Project 20171
Department: Fire
190
Project Description
The Fire Station Maintenance project provides funding to address maintenance issues which go beyond current replacement capacities. This project establishes funding to replace aging HVAC units, duct work, thermostats and other climate control measures to improve facility efficiency. This project also provides funding for painting and exterior repair to Fire Department buildings to provide protection from weather. Following the 2016 Facilities Condition Assessment Report, many fire stations have been in need of new carpet, flooring, electrical, and plumbing improvements.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fees District All Com
6/07
Financial Summary
20334
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Fire Station Maint & Renov $50,000 $50,000 $50,000 $50,000 $50,000 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Fire Station Repairs
Project 20334
Department: Fire
191
Project Description
This project will establish funding to replace four sets of aging vehicle extrication power rescue tools. The project objective is to maintain a reliable and serviceable stock of vehicle extrication rescue tools in the Fire Department. Ten years is the reasonable life expectancy of these tools as long as adequate servicing has been conducted. The Fire Department currently maintains and operates four sets of vehicle extrication rescue tools for each of the two front line trucks, one front line Urban Search and Rescue unit, and one reserve truck. Three sets of vehicle extrication tools were purchased in 2019. The fourth set will reach its service life in 2024. The approximate cost for each set of vehicle extrication rescue tools is $70,000.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
20384
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Vehicle Extrication Tool $0 $70,000 $0 $0 $0
TOTAL $0 $70,000 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Vehicle Extrication Rescue Tool
Replacement
Project 20384
Department: Fire
192
Project Description
The intention of this CIP is to combine two existing CIP projects into one (Defibrillator Replacement - Project 20106 and A.E.D. Monitor and Battery Replacement - Project 30072). This project replaces 25 Paramedic cardiac defibrillators every five years. The current units in service were purchased in 2021. Cardiac defibrillators, AEDs and batteries require annual testing and calibration by the manufacturer to assure proper function. Using properly maintained units protects the Fire Department, and ultimately the City, from potential litigation. When a unit extends beyond its useful life, it becomes increasingly difficult and cost prohibitive to have the unit tested and calibrated by the manufacturer. In some cases manufacturer support is not available. New cardiac defibrillators were purchased in FY 22.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
20393
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Defibrillator, AED and Battery Replacement $0 $250,000 $250,000 $250,000 $250,000 TOTAL $0 $250,000 $250,000 $250,000 $250,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Defibrillator, AED & Battery Replacement
Project 20393
Department: Fire
193
Project Description
The Orange City Fire Department currently staffs and operates one of five Type 1 Heavy USAR units in Orange County. This unit may be dispatched locally or regionally on complex USAR incidents to provide highly specialized equipment and trained personnel to mitigate the following types of emergencies:

This apparatus is equipped with a large variety of specialty power tools and equipment which require ongoing maintenance and repair. These tools and equipment include: power saws, drill hammers, on-board air compressor, Stanley Tool, rope/rigging equipment, shoring equipment, confined space air and communication lines. Most of the equipment that is currently housed on USAR 6 is over 20 years old and has reached its service life. The Fire Department must replace this equipment in order to continue providing urban search and rescue services safely and effectively.

1. Confined Space Rescue

2. Trench Rescue

3. Swift Water Rescue

4. Lifting and moving of heavy objects

5. High-angle rope rescue

6. Low-angle rope rescue
Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Capital Projects
Financial Summary
20501
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget USAR Tools and Equipment Replacement $200,000 $0 $0 $0 $0 TOTAL $200,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
USAR Tools and Equipment Replacement
Project 20501
Department: Fire
194
Project Description
The Fire Station Apparatus Bay Door Replacement project provides funding to replace the aging apparatus bay doors at Stations 3, 5, 6 in FY 23 and Stations 7 and 8 in FY 26. Over the past five years, the Fire Department has seen a dramatic increase in the need to have the apparatus bay doors serviced and/or repaired at the fire stations. Most recently, the front apparatus bay door at Fire Station 4 was damaged beyond repair and it took several months to receive a replacement. When apparatus bay doors become damaged and inoperable, it affects emergency response times and causes unnecessary damage to apparatus that are having to be parked outside in the elements. Recommendations have been made by several door companies to replace the existing sectional panel doors with steel slat roll-up doors for reliability and longevity.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2026
Funding Source(s): Capital Projects
Financial Summary
20502
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Fire Station Apparatus Bay Door $330,000 $0 $0 $220,000 $0 TOTAL $330,000 $0 $0 $220,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Fire Station Apparatus Bay Door
Replacement
Project 20502
Department: Fire
195
Project Description
The Fire Department is looking to replace two existing structures to the rear of Fire Station 3 with one new building that will include: additional space for apparatus storage, a workshop, laundry room, and a room for medical and disaster supplies. Fire Station 3 was built in 1962 and currently has a barn and concrete masonry building that are located in the rear parking lot of the property. These two buildings are used for the outfitting of emergency apparatus with tools and equipment, station laundry, and medical supply storage.

Due to the age and deterioration of these two buildings, building a new structure will provide the necessary space to meet the operational needs of the department for many years to come. The existing fire station will remain unchanged. The estimated cost of this project is $2,675,000, per cost estimate provided by WLC Architects.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2024
Funding Source(s): Capital Projects; Fire Facility Fee
Districts All Com 6/07
Financial Summary
20504
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Fire Station 3 Shop and Apparatus Storage Building
$250,000 $2,826,250 $0 $0 $0
TOTAL $250,000 $2,826,250 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Fire Station 3 Building Addition
Project 20504
Department: Fire
196
Project Description
Fire Station 5 was built in 1965 and did not account for the space needed to store and utilize exercise equipment.

This equipment, along with the department’s wellness program, are essential in providing a stronger and more physically fit workforce. The exercise equipment is currently housed on the apparatus bay floor of Station 5, which severely limits the ability to park emergency apparatus inside the structure. The addition of an exercise room to the rear of Station 5 will provide flexibility for the future operational needs of the Fire Department by creating more space for personnel and apparatus. The existing fire station will remain largely unchanged, with the exception of some minor aesthetic improvements to match the new room addition. The estimated cost of this project is $360,000, per cost estimate provided by WLC Architects.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Capital Projects
Financial Summary
20505
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Fire Station 5 Work Out Room Addition $414,000 $0 $0 $0 $0 TOTAL $414,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Fire Station 5 Exercise Room Addition
Project 20505
Department: Fire
197
Project Description
The Orange Fire Department (OFD) currently embraces the International Association of Fire Chiefs (IAFC) sponsored wellness program, so as to provide for a stronger and more physically fit workforce, in order to deliver service that ensure public safety. In order to be successful with this program, wellness equipment is provided at each of the eight fire stations. In an effort to maintain the effectiveness of this wellness program it is necessary to initiate a long term replacement plan, due to the significant amount of time and money spent repairing the current inventory. Additionally, some of the machines are aged to a point to where it is impossible to find replacement parts. Aging wellness equipment was replaced at Fire Stations 3 and 4 in FY 17 and Fire Stations 5 and 6 in FY 19. The replacement of aging wellness equipment for Fire Stations 7 and 8 occurred in FY 21. This project will be ongoing based on equipment needs at each station.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Districts All Com 6/07 Financial Summary
30032
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Wellness Equipment Replacement $45,000 $0 $45,000 $0 $45,000 TOTAL $45,000 $0 $45,000 $0 $45,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Wellness Equipment Replacement
Project 30032
Department: Fire
198
Project Description
Purchase 105 Self Contained Breathing Apparatus (SCBA) harnesses and associated equipment. The Fire Department embraces national firefighting safety standards set forth by the National Fire Protection Association (NFPA). SCBA are used to provide firefighter safety during fire attack, search, rescue, and other emergencies involving Immediately Dangerous to Life and Health environments. This proposed equipment has a 10-year life expectancy. New SCBA equipment was purchased in FY 20.

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Total Budget: $950,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
SCBA Retrofit & Replacement
Project 20104
Department: Fire
199
Project Description
This project will establish funding for the design and construction of a permanent facility for Fire Station 1 and Headquarters, which serves the portion of the city within a two-mile radius of the Old Towne Plaza. The purpose of this facility is to provide increased emergency service response to the Old Towne area, the immediate surrounding area, and to the general population of the City of Orange. This new facility will be designed to accommodate both Fire Station 1 and Fire Headquarters. Fire Headquarters is comprised of Fire Department management, operations, administration, and Fire Marshal staff. The project will be designed to allow Fire Station No. 1 and the Headquarters component to be constructed as a single phase. Based on the standards of coverage, it has been determined that the best location to accommodate a new Fire Station 1 and Headquarters is the 1.5 acre, City-owned, property that is located in the southeast corner of the intersection of Chapman Avenue and Water Street in the City of Orange. The total cost of the project, including construction, is estimated at $34.4 million. A combination of existing City and bond funding will be used to fund the project.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: June 2022
Funding Source(s): Capital Bond Proceeds
Total Budget: $34,442,418
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Fire Headquarters Replacement
Project 20400
Department: Fire
200
Project Description
It is the request of the Fire Department to purchase 120 Bendix King (BK) (KNG-2 P150CMD) handheld radios and 20 Bendix King (KNG-M150-R) mobile VHF radios, associated handheld microphones, rechargeable batteries, and vehicle chargers. BK radios are approved on the National Interagency Incident Communications Division (NIFC) list for VHF Fire Radios, UHF Fire Radios, or Cooperator Radios. VHF radios are key to local, regional, and statewide mutual aid response communications. The BK VHF single band radios are the only ones that are supported on State and Federal incident team run incidents. These radios allow us to operate on emergency incidents with both Cal Fire and the United States Forest Service.

VHF radios also provide redundancy to agency communications should a large-scale failure of the communications system occur within the countywide 800MHz network. Our current inventory of BK analog radios are being phased out in favor of the upgraded digital P25 compliant models. The new digital models are both cloneable and field programmable. The analog models are forecast to not be supported for parts and repair within the next two to five years. The life expectancy of BK radios is fifteen to eighteen years. New BK radios were purchased in FY 22.

Project Details
Project Type: Ongoing
Funding Source(s): Capital Projects
Total Budget: $300,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Bendix King Radios
Project 20474
Department: Fire
201
Project Description
This project will expand video surveillance systems at several park locations. These sophisticated systems will continue to deter ongoing illegal activities such as graffiti, general vandalism, criminal activity, park hour violations, campfire, and overnight camping. Video surveillance systems have been installed at Hart, Shaffer, Plaza, and Yorba Parks, and the Sports Center at Grijalva Park. For FY 23, expansion of cameras are anticipated for Hart Park. The project will be ongoing and future locations will be identified dependent upon the ability to connect park sites to the city's network.

Project Details
Project Type: Ongoing
Funding Source(s): Park Acquisition (Infill); Capital
Bond Proceeds
Financial Summary
20266
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Park Video Surveillance & Security $65,670 $0 $0 $0 $0
TOTAL $65,670 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Park Video Surveillance & Security
Project 20266
Department: Information Technology
202
Project Description
The ESRI Enterprise Advantage Program (EEAP) is a flexible framework to help the City reach its vision of adopting ArcGIS to meet objectives of several departments, including Public Works, Community Development, Community Services, Fire, and Police. The program provides consulting services, proactive technical advisory, annual planning/review meetings, a collaboratively developed technical work plan, participation in community technology webcasts as well as access to premium technical support and training.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20272
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget GIS Enterprise Development $40,000 $60,000 $60,000 $60,000 $60,000 TOTAL $40,000 $60,000 $60,000 $60,000 $60,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
GIS Enterprise Development
Project 20272
Department: Information Technology
203
Project Description
This project provides for replacement of aged servers. The most significant need is an accumulation of funds for the replacement of eight Virtual Machine (VM) hosts and other physical servers by FY 23.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20278
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Server Refreshes / memory expansion $100,000 $50,000 $50,000 $50,000 $50,000 TOTAL $100,000 $50,000 $50,000 $50,000 $50,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Server Refreshes
Project 20278
Department: Information Technology
204
Project Description
In FY 17, the City implemented a new SharePoint employee portal site to replace the old intranet. This project provides for professional services for anticipated new and improved uses such as document collaboration, workflow, and further development of the employee portal.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20279
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Sharepoint $0 $10,000 $10,000 $10,000 $10,000
TOTAL $0 $10,000 $10,000 $10,000 $10,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
SharePoint Implementation
Project 20279
Department: Information Technology
205
Project Description
This request is for as-needed small projects and IT capital expenditures. Specific scope and cost will be determined during the budgeted fiscal year. This could include such items as wireless access points, phone handset replacements and enhancements, desktop application licensing, and data center infrastructure improvements.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20281
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget IT System Improvements $50,000 $50,000 $50,000 $50,000 $50,000 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
IT System Improvements
Project 20281
Department: Information Technology
206
Project Description
A recurring annual replacement of the City's aging PC (desktops, laptops, tablets) inventory is recommended.

This initiative is a recommended guideline to replace a fourth of the City's PC inventory to prevent the inventory from becoming excessively aged and prevent impact to staff productivity due to PC failures. In FY 24, the program will be reassessed.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20282
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Personal Computer Replacements $200,000 $200,000 $200,000 $200,000 $200,000 TOTAL $200,000 $200,000 $200,000 $200,000 $200,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Personal Computer Replacements
Project 20282
Department: Information Technology
207
Project Description
In FY 18, the City upgraded its document management system to the latest version of LaserFiche and upgraded its licensing to LaserFiche's latest platform, which is its largest enterprise licensing option. For FY 22, the City will continue to integrate additional features that are now available as a result of these upgrades. The budgeted amounts represent professional services that will assist in their implementation.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20284
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget LaserFiche Upgrade $0 $20,000 $20,000 $20,000 $20,000
TOTAL $0 $20,000 $20,000 $20,000 $20,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Laserfiche Upgrade
Project 20284
Department: Information Technology
208
Project Description
This projects replaces various network appliances and infrastructure as they age or fail.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20339
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Network Refresh $50,000 $50,000 $50,000 $50,000 $0
TOTAL $50,000 $50,000 $50,000 $50,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Network Refresh
Project 20339
Department: Information Technology
209
Project Description
Currently, City conference rooms have been furnished with large screen monitors for meeting collaboration and presentations. This project includes the continued effort to install audio and video in various conference room locations.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20342
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Conference Room Audio/Video $20,000 $20,000 $20,000 $20,000 $20,000 TOTAL $20,000 $20,000 $20,000 $20,000 $20,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Conference Room Audio/Video
Project 20342
Department: Information Technology
210
Project Description
The City possesses three different access control systems, which causes confusion with badge access management where staff require access to facilities across these three systems. In FY 17, the City acquired a Genetec security solution. This project anticipates licensing and hardware to implement access control exploiting the capabilities of the recently acquired Genetec system. In addition to replacing the existing access control system locations enabled today, this initiative envisions adding access control for seven park facilities. Ongoing for FY 22, consider augmenting for intrusion detection for all City facility locations and expand access control to include fire stations, the branch library, Senior Center, Hart Park, and Eisenhower Park. In addition, panic buttons for the Senior Center and branch library could also be considered.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: June 2022
Funding Source(s): Capital Bond Proceeds
Financial Summary
20347
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Enterprise Access System $605,000 $0 $0 $0 $0
TOTAL $605,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Enterprise Access System
Project 20347
Department: Information Technology
211
Project Description
Tyler Technologies has indicated they are no longer improving or marketing the City’s current financial system product. IT Services recommends the City consider accumulating funds to replace this system. It is anticipated work on this project will commence no sooner than FY 26.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20391
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Financial System Replacement $200,000 $200,000 $200,000 $200,000 $200,000 TOTAL $200,000 $200,000 $200,000 $200,000 $200,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Financial System Replacement
Project 20391
Department: Information Technology
212
Project Description
Provide uninterruptable power supplies (UPS) and related electrical work to datacenter UPS and intermediate distribution frames (IDFs), or network equipment closets, to ensure that network and server infrastructure and audio visual equipment stays available in the event of a power outage.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20413
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget UPS Replacements $130,000 $80,000 $45,000 $45,000 $45,000 TOTAL $130,000 $80,000 $45,000 $45,000 $45,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
UPS Replacements
Project 20413
Department: Information Technology
213
Project Description
This request recognizes the need with an aging security platform to replace or add cameras, wireless radios, additional door locations, intrusion detection zones, consulting services, and storage replacement and expansion by FY 26.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20456
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Physical Security Platform Replacements $200,000 $100,000 $100,000 $100,000 $100,000 TOTAL $200,000 $100,000 $100,000 $100,000 $100,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Physical Security Platform Replacements
Project 20456
Department: Information Technology
214
Project Description
The City's VoIP phone equipment is estimated to reach end of life in FY 23. Funding and strategy for refreshing the existing Mitel VoIP phone system hardware in FY23 have been identified.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Computer Replacement
Financial Summary
20509
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Phone System Refresh $200,000 $0 $0 $0 $0
TOTAL $200,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Phone System Refresh
Project 20509
Department: Information Technology
215
Project Description
The Storage Area Network (SAN) for the Police Department will reach end of support in FY 24. Backup storage for the two datacenters will reach end of support in FY 25. The requested budget over the next few fiscal years accumulates towards those respective replacements goals. A recurring CIP budget is recommended to refresh SAN hardware on an ongoing basis for future repairs.

Project Details
Project Type: Ongoing
Funding Source(s): Computer Replacement
Financial Summary
20510
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Storage Area Network Replacement $150,000 $150,000 $150,000 $150,000 $150,000 TOTAL $150,000 $150,000 $150,000 $150,000 $150,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Storage Area Network Replacement
Project 20510
Department: Information Technology
216
Project Description
Having City locations on our own fiber increases security and bandwidth. The project will be used to replace aging IT Fiber infrastructure. The City's east fiber ring replacement is anticipated to occur in FY 23.

Project Details
Project Type: Ongoing
Funding Source(s): Capital Projects; Computer Replacement Financial Summary
30071
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Fiber Optic Cable Replacements $250,000 $100,000 $100,000 $100,000 $100,000 TOTAL $250,000 $100,000 $100,000 $100,000 $100,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Fiber Optic Cable Replacements
Project 30071
Department: Information Technology
217
Project Description
The KACE appliance is useful at the Civic Center for helpdesk management, IT asset inventory management, software distribution, and software license management. This initiative is for licensing and professional services to expand the use of this product at the Police Department facility.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2015-2016
Estimated Completion Date: June 2023
Funding Source(s): Computer Replacement
Total Budget: $25,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
KACE for Police
Project 20277
Department: Information Technology
218
Project Description
During FY 17, an effort was made to evaluate and select a consultant to assist the City to replace the existing Maintstar work order management system, which was implemented by the City 18 years ago. It is recommended to review and consider a replacement. The new system will include an inventory of all City assets and infrastructure, provide data and insight to guide capital project needs, record data on maintenance on each asset, and allow for work order requests for internal and external uses. This system would be used in tandem with a Citizen Request Management system, which would allow citizens and businesses to report issues online and receive updates as to the status of their request. Finally, the system would provide much of the data needed for reimbursement in the event of a major emergency or disaster.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2015-2016
Estimated Completion Date: December 2023
Funding Source(s): Computer Replacement; Sanitation and Sewer; Water Total Budget: $1,054,800
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Work Order Management Consulting
Project 20285
Department: Information Technology
219
Project Description
The City's former 3-year strategic IT plan was delivered in 2013. Therefore, IT Services recognizes the City is due for another strategic plan review. Due to recent structural changes with the IT Department, a Strategic Plan is still anticipated.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: June 2023
Funding Source(s): Computer Replacement
Total Budget: $30,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Strategic Plan Update
Project 20338
Department: Information Technology
220
Project Description
Multi-factor authentication allows for three factors of identification:
1) What you know
2) What you have
3) What you are
What you know is generally a password. This initiative considers either "what you have" or "what you are" using an access badge or biometrics. A card reader or camera at every PC location would be needed. If a password is somehow compromised, the additional required factor for credentialed access will prevent gaining credentialed access and therefore greatly increase the City's security posture.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2023
Funding Source(s): Computer Replacement
Total Budget: $210,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Multi-Factor Authentication
Project 20455
Department: Information Technology
221
Project Description
Many Library patrons are wheelchair-bound or experience limited mobility. These patrons have experienced difficulty in entering the Library's public restrooms, and several have requested staff to make facility improvements. This project would install push plates for an automatic swing for the public restroom entrance doors at the Taft Library. The installation of push-to-open mechanisms will improve accessibility for Library patrons. Push plates were installed for the doorways of the four public restrooms at the Orange Public Library & History Center in FY 21 and will be installed for the doorways of the two public restrooms at El Modena Branch Library in FY 23. The Library has applied for CDBG funds for FY 23 for this project.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2023
Funding Source(s): Community Development Block
Grant
Financial Summary
20503
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Taft Library Restrooms Accessibility $30,000 $0 $0 $0 $0 TOTAL $30,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Taft Library Restrooms Accessibility
Project 20503
Department: Library
222
Project Description
The HVAC of the original building at the Orange Public Library & History Center is 30 years old and is nearing the end of its service life. The unit is inefficient, and replacement parts are becoming difficult to locate, resulting in loss of control and uncomfortable temperatures for Library patrons, volunteers, and staff. Phase I involved the creation of a design to replace the one-of-a-kind unit and was completed in FY 20. Phase II will include the HVAC replacement as well as upgrades to the transformer and is expected to be completed by June 2023.

Replacement of this unit was also included in the recommendations of the energy efficiency audit and the Facilities Condition Assessment that were completed. Funding for this project reflects projected energy savings related to an Energy Coalition Grant.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2013-2014
Estimated Completion Date: June 2023
Funding Source(s): Reimbursable Capital Projects;
Library Facility Fees
Total Budget: $600,267
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
HVAC Replacement - Library
Project 30056
Department: Library
223
Project Description
Many Library patrons are wheelchair-bound or experience limited mobility. The restrooms at El Modena Library are in need of modernization. The current layout makes it challenging for patrons to access the restrooms. This project will rehabilitate the two public restrooms, providing a wider pathway and ease of transition for wheelchair-bound patrons. Also included are adding push plates for an automatic swing for the restroom entrance doors, new fixtures, and modifications required to meet Americans with Disabilities standards. The rehabilitation of the restrooms will improve accessibility for Library patrons.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: August 2022
Funding Source(s): Community Development Block
Grant
Total Budget: $65,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
El Modena Library Restrooms
Rehabilitation
Project 30161
Department: Library
224
Project Description
The Police Department's Mobile Data Computer (MDC) replacement project replaced a quarter of the MDCs in the patrol fleet, on an annual basis, beginning in FY18 with a completion date of June 2021. The five-year warranty included in the initial purchase of MDCs is set to expire in February 2023 (FY 22-23) and will span over the following three years. Staff, with the support of Information Technology, determined that the shelf life of the Panasonic Toughbooks should extend beyond the five-year warranty period and remain in an adequate operating condition for at least five years, maximum seven years. In anticipation, the department will create a budget line item at the five-year mark, beginning in FY 23-24, that will allow the department to maintain contemporary and functional MDCs in the patrol fleet should MDCs reach end-of-life sooner than expected.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2027
Funding Source(s): Asset Seizure - Federal
Financial Summary
20335
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Mobile Data Computers $0 $110,000 $0 $0 $0
TOTAL $0 $110,000 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Police Vehicle Mobile Data Computer
Replacement
Project 20335
Department: Police
225
Project Description
The purpose of this project is to replace the existing BWC program contract with an all-inclusive Officer Safety Plan Solution that manages police hardware and software. TriTech Software Systems dba Central Square is the current vendor of the Police Department’s Computer Aided Dispatch and Records Management System (CAD/RMS) used for basic operations, including dispatching and 9-1-1 services, data collection, workflow, and real-time reporting. The agency has found that Central Square has not been flexible or responsive with the implementation of system upgrades, which has put a strain on IT resources. The rollout of State mandated programs, such as the National Incident-Based Reporting System (NIBRS / CIBRS), have been delayed. Several promised deliverable "patches" and "bridges" for software such as Crossroads and Desk Officer Reporting System (DORS) have not occurred. Due to the lack of state mandated Racial Identity Profiling Act (RIPA) software in Central Square, the department had to purchase it from an outside vendor. The inability of Central Square to meet the demands of the department has made it incredibly challenging for staff using this software to efficiently execute basic police operations. The total value of upgrades to the TriTech/Central Square CAD/ RMS system is approximately $500,000 within the last three years. This is in addition to annual maintenance costs of approximately $110,000.

Axon is the current vendor of the Police Department’s Tasers, Body Worn Cameras (BWC), Fleet Mobile, and interview cameras. Axon now offers an all-inclusive Officer Safety Plan (OSP 7+) that includes a bundled solution for police operations. Included in the OSP7+ Solution is the latest equipment, including Tasers, BWC, Fleet cameras, interview room cameras, the Evidence.com portal, which is cloud based for data storage and sharing, Records software, and CAD software. In addition, the Axon OSP 7+ solution also includes hardware and software upgrades throughout the length of the contract. This means that equipment updates are included along with software upgrades that include CIBRS and RIPA for no additional costs. The services offered through Axon OSP 7+ is a network solution that allows all systems to connect and integrate with one another without the costly expense of building bridges that are time consuming and labor intensive. In a time when law enforcement is highly scrutinized, the OSP 7+ solution will provide significant value to the entire department and is widely accepted amongst the law enforcement community and supported by a large majority of community members.

The agency currently utilizes numerous vendors for basic police functions, four of which can be consolidated into the Axon OSP 7+ Solution. These vendors include TriTech/Central Square, DIMS, Tracker Products, and Veritone. Over a five-year period, the cumulative cost for services/software/equipment from the four vendors, including Axon cameras, is valued at approximately $3M, while the cost of the all-inclusive OSP 7+ solution is valued at approximately $3.8M, a cost increase of approximately $800K. This will allow the department to transition to the Axon OSP 7+ solution for a moderate increase. The Police Department’s proposal to the City is for a 10 year contract valued at approximately $7.7M, this equates to $3.8M over five years or $770K annually. In comparison, executing a five year contract is valued at $4M which equates to $806K annually. In addition, a five year renewal could potentially include year-over-year cost increases that could result in a 27% increase that ultimately ends up being approximately between $1M - $1.5M more than the original 10 year contract.

Funding will be made available through the Computer Replacement Fund (790) as documented in CIP 30196 which replaces CIP 20337 that only included a la carte costs related to body worn, vehicle and interview cameras. The OSP 7+ solution is an all-in-one product that will continue to improve as new technological advancements are built into the bundle and will prove to be an invaluable system. To prepare for the ongoing cost of this system, if permitted, is to use the revenue generated through parking enforcement. The net revenue collected by the City is currently estimated at $1.2M per year, while the annual cost of a 10-year contract with Axon for the OSP 7+ solution is approximately $770K. The net revenue to the City would be reduced to approximately $430K per year.

City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Police Enterprise System
Project 30196
Department: Police
226
Project Details
Project Type: One-Time
Starting Fiscal Year: 2022-2023
Estimated Completion Date: June 2032
Funding Source(s): Computer Replacement
Financial Summary
30196
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Police Enterprise System $770,000 $770,000 $770,000 $770,000 $770,000 TOTAL $770,000 $770,000 $770,000 $770,000 $770,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Police Enterprise System
Project 30196
Department: Police
227
Project Description
This project will modify curbs and ramps at various locations throughout the City to comply with the Americans with Disabilities Act (ADA) regulations. This has been an ongoing project, partially funded with Community Development Block Grants (CDBG).

Project Details
Project Type: Ongoing
Funding Source(s): TSIP Citywide; Community
Development Block Grant; Capital Projects
Financial Summary
11328
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget ADA Improvements $68,430 $500,000 $250,000 $250,000 $250,000 TOTAL $68,430 $500,000 $250,000 $250,000 $250,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
ADA Improvements
Project 11328
Department: Public Works
228
Project Description
Renovation of the Corporate Yard has completed the feasibility study. Next steps include finalizing the layout and designing the construction plans. This project will focus on improving space allocation, enhancing paths of travel and safety, maximizing equipment and vehicle storage, and redistributing departments’ storage areas of Police, Community Services, and Public Works. Upgrades will also include necessary improvements to comply with NPDES/environmental requirements. With the sale of the eastern 2.81 acres of the Corp Yard, $1 million from the sale will go towards this project.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2008-2009
Estimated Completion Date: June 2023
Funding Source(s): Sanitation and Sewer; Gas Tax
Maintenance; Capital Projects
Financial Summary
12982
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Corp Yard Renovations $4,750,000 $0 $0 $0 $0
TOTAL $4,750,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Corp Yard Renovations
Project 12982
Department: Public Works
229
Project Description
Windshield field surveys of the City's pavement are conducted every two years for arterial streets and every six years for local streets to determine the pavement condition indexes for each segment. These surveys are conducted as a requirement for numerous grant programs, OCTA bi-annual reports, and overall pavement management programs. This project also includes traffic data collection including traffic counts, parking surveys, and speed surveys to be done bi-annually.

Project Details
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2;
TSIP Citywide
Financial Summary
13115
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Pavement Management Program Survey $70,000 $0 $70,000 $0 $70,000 TOTAL $70,000 $0 $70,000 $0 $70,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Pavement Management Program Survey
Project 13115
Department: Public Works
230
Project Description
The City's Pavement Management Program identifies the condition of 320 miles of streets and identifies the maintenance needs of this roadway system. This program requires $6 million annually for slurry sealing, asphalt overlays, and reconstructions. This program also includes landscaping maintenance activities within the street right-of-way. The fiscal year's CIP lists other road maintenance projects and CDBG projects. This project outlines the remaining funding needs from Gas Tax, Measure M2, and Capital Projects. Approximately $7.6 million of new funding will be allocated to the various roadway management projects for this fiscal year.

Project Details
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2;
Gas Tax Maintenance; Rmra Road Maintenance
Rehabilitation Account; Capital Projects; Reimbursable
Capital Projects
Financial Summary
13120
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Pavement Management Program $6,030,000 $5,650,000 $5,800,000 $5,850,000 $5,850,000 TOTAL $6,030,000 $5,650,000 $5,800,000 $5,850,000 $5,850,000 Powered by OpenGov
City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Pavement Management Program
Project 13120
Department: Public Works
231
Project Description
Currently, there are eight roadway bridges located throughout the City that require maintenance. Caltrans has inspected those bridges and has made recommendations for maintenance and repair. A maintenance and retrofit plan are ready for implementation. The City is waiting for Caltrans program construction funding due to existing funding being no longer available. The project is expected to receive funding for construction phase in FY 24-45.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2008-2009
Estimated Completion Date: December 2025
Funding Source(s): Gas Tax Maintenance;
Reimbursable Capital Projects
Financial Summary
13186
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Structural Evaluation of City Bridges $0 $0 $2,000,000 $0 $0 TOTAL $0 $0 $2,000,000 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Structural Evaluation of City Bridges
Project 13816
Department: Public Works
232
Project Description
This project rehabilitates municipal parking lots every seven years and any maintenance issues annually. Work consists of slurry sealing, crack filling, removing and replacing defective asphalt concrete paving, striping, asphalt concrete overlays, miscellaneous delineation, and wheel stops. This project also includes the maintenance and renovation of trash enclosures.

Project Details
Project Type: Ongoing
Funding Source(s): Gas Tax Maintenance; Capital
Projects
Financial Summary
14997
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Municipal Parking Lot Maintenance $20,000 $20,000 $20,000 $20,000 $20,000 TOTAL $20,000 $20,000 $20,000 $20,000 $20,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Municipal Parking Lot Maintenance
Project 14997
Department: Public Works
233
Project Description
This project annually fixes hot spots due to root intrusion, offset joints, and damaged sewer mains. It also replaces both hydraulically and structurally deficient sewer mains. As part of the 2017 Sanitation Fee study, a new capital improvement component has been established to address the replacement and upgrade needs of the City’s sewer system. Annually, $2.2 million is available to fund necessary sewer facility improvements at various locations citywide.

Project Details
Project Type: Ongoing
Funding Source(s): Sewer Construction
Financial Summary
15508
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Sewer Line Maintenance & Replacement $2,200,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 TOTAL $2,200,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 Powered by OpenGov
City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Sewer Line Maintenance & Replacement
Project 15508
Department: Public Works
234
Project Description
The State's Waste Discharge Elimination (WDR) requires the City to complete a condition assessment of its entire 300+ mile sewer line system and develop a rehabilitation and replacement plan. Additional contract services are needed to comply with WDR requirements.

Project Details
Project Type: Ongoing
Funding Source(s): Sanitation and Sewer=
Financial Summary
15509
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Sewer Cleaning & Video $500,000 $500,000 $500,000 $500,000 $500,000 TOTAL $500,000 $500,000 $500,000 $500,000 $500,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Sewer Cleaning & Video
Project 15509
Department: Public Works
235
Project Description
This project will provide for the annual Quiet Zone and Safe Railroad Crossing maintenance agreement with Southern California Regional Rail Authority and any related maintenance or improvements necessary for compliance.

Project Details
Project Type: Ongoing
Funding Source(s): Capital Projects
Financial Summary
16065
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Quiet Zone/Rr Xing Safety $50,000 $50,000 $50,000 $50,000 $50,000 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Quiet Zone Maintenance
Project 16065
Department: Public Works
236
Project Description
This project will provide for minor traffic control devices such as signage, striping, lighting, undergrounding, wiring, and other traffic-related devices and appurtenances as directed by the Traffic Commission and City Traffic Engineer.

Project Details
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2;
Capital Projects
Financial Summary
16302
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Minor Traffic Control Devices $275,000 $200,000 $200,000 $200,000 $200,000 TOTAL $275,000 $200,000 $200,000 $200,000 $200,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Minor Traffic Control Devices
Project 16302
Department: Public Works
237
Project Description
This project is for the on-going implementation of studies and improvements for traffic signals along the City's major arterials within its boundaries. The studies include traffic counts, analysis of traffic flows, provide signal timing, and synchronization. The project will provide for the traffic signal infrastructure improvements necessary to achieve optimum signal timing and synchronization. The coordinated signal timing will be implemented through the City's Traffic Management Center. Changes in traffic flow require updating at twoyear intervals. The traffic signal coordination will reduce travel times, save on gas, and reduce vehicle emissions.

Project Details
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2
Financial Summary
16304
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Biennial Traffic Signal Coordination $95,000 $0 $95,000 $0 $95,000 TOTAL $95,000 $0 $95,000 $0 $95,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Biennial Traffic Signal Coordination
Project 16304
Department: Public Works
238
Project Description
The City maintains 158 traffic signals. Nearly two-thirds of the controllers have recently been updated or replaced to allow for better coordination with the City's Transportation Management Center (TMC). The project is an ongoing process of updating or replacing controllers, signal cabinets and communication equipment, CCTV cameras, traffic signal battery backups, future signal controller needs, and upgrading TMC equipment and software.

Project Details
Project Type: Ongoing
Funding Source(s): Gas Tax Maintenance; Capital
Projects
Financial Summary
16305
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Traffic Signal Controller Changeout $70,000 $70,000 $70,000 $70,000 $70,000 TOTAL $70,000 $70,000 $70,000 $70,000 $70,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Traffic Signal Controller Changeout
Project 16305
Department: Public Works
239
Project Description
This project provides for the painting or application of an anti-graffiti coating to traffic signal equipment at intersections within the City. The paint on the City's traffic signal equipment (signal and pedestrian heads, pedestrian push buttons, and cabinets) requires routine maintenance to prevent deterioration. The City has 158 signalized intersections and this project would fund a portion of the intersections as needed.

Project Details
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2;
TSIP Citywide
Financial Summary
16469
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Traffic Signal Equipment Painting $45,000 $45,000 $45,000 $45,000 $45,000 TOTAL $45,000 $45,000 $45,000 $45,000 $45,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Traffic Signal Equipment Painting
Project 16469
Department: Public Works
240
Project Description
The project will focus on installing new acorn streetlights in Old Towne. Shaffer Street between Chapman Avenue and Maple Avenue was selected to enhance safety for high pedestrian use near the Orange Public Library and History Center.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2008-2009
Estimated Completion Date: June 2023
Funding Source(s): Capital Projects
Financial Summary
17061
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Old Towne Street Lighting $277,998 $0 $0 $0 $0
TOTAL $277,998 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Old Towne Street Lighting
Project 17061
Department: Public Works
241
Project Description
The Citywide Facilities Conditions Assessment (FCA) report identifies high priority facilities projects, and will continually be used as a tool in planning the City’s future facility improvements. Work Items include improvements at the Civic Center and other facilities. Projects prioritized for Fiscal Year 2022-23 are as follows:

Carpet replacement at one of three buildings at City Hall (Administration, Public Works/Community Development, or Finance)

1. 2. Police Department locker room remodel and lighting replacement

3. Replacements of vehicle lifts, hoists, and garage doors at Corporation Yard Project Details
Project Type: Ongoing
Funding Source(s): Sanitation and Sewer; Reimbursable Capital Projects; Major Building Improvements; Capital Projects
Financial Summary
19809
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget City Facility Improvements $561,000 $0 $0 $0 $0
TOTAL $561,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
City Facility Improvements
Project 19809
Department: Public Works
242
Project Description
The ceramic tile exterior of the Police Headquarter requires cleaning and sealing every five years to prevent internal damage from rainwater. This project accumulates funding which is critical to the maintenance of the Police Headquarter and will also fund other water leak repair costs.

Project Details
Project Type: Ongoing
Funding Source(s): Major Building Improvements;
Capital Projects
Financial Summary
19826
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Police HQ Exterior Wall Sealing $20,000 $20,000 $20,000 $20,000 $20,000 TOTAL $20,000 $20,000 $20,000 $20,000 $20,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Police Headquarter Exterior Wall Sealing
Project 19826
Department: Public Works
243
Project Description
Replacement vehicles in the City's fleet, which includes the following: four vehicles for Fire, fourteen vehicles for Police, five vehicles for Public Works, and two vehicles for Community Services. Also included are the additional vehicle replacement of two electric vehicles for the Fire and Public Works departments, funded by the Air Pollution Reduction (AQMD) Fund. Lastly, the Public Works' Water Division will utilize the Water Fund to purchase four vehicles.

Project Details
Project Type: Ongoing
Funding Source(s): Sanitation and Sewer; Ab 2766 Air
Pollution Reduction; Water; Equipment Replacement
Financial Summary
19999
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Motor Vehicle Replacements $4,270,755 $0 $0 $0 $0
TOTAL $4,270,755 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Motor Vehicle Replacements
Project 19999
Department: Public Works
244
Project Description
The project will provide for a protected left-turn phase for the northbound and southbound approaches on Batavia Street at Chapman Avenue to improve operational efficiency and enhance safety. The addition of a protected left turn is an effective countermeasure that can reduce the possibility of crashes. The scope of work includes installation of signal poles and gear, controller and cabinet, CCTV camera, new conduits, wiring, battery back-up system, loop detectors, ADA ramps, and restoration of existing improvements.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2023
Funding Source(s): Reimbursable Capital Projects;
Traffic Improvement - Measure M2
Financial Summary
20329
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Chapman & Batavia Left Turn Signal Modification
$100,000 $0 $0 $0 $0
TOTAL $100,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Chapman & Batavia Left Turn Signal
Modification
Project 20329
Department: Public Works
245
Project Description
As a cost-saving measure, the City acquired an additional 4,359 streetlight poles from Southern California Edison (SCE) in FY 18. Over half the poles are steel poles. An annual pole replacement program is necessary to maintain the acquired streetlight infrastructure. This program will biannually replace 40 steel streetlight poles with City standard LED-retrofitted concrete poles and underground overhead wires.

Project Details
Project Type: Ongoing
Funding Source(s): Capital Projects
Financial Summary
20374
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Streetlight Pole Replacement Program $250,000 $300,000 $300,000 $300,000 $300,000 TOTAL $250,000 $300,000 $300,000 $300,000 $300,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Streetlight Pole Replacement Program
Project 20374
Department: Public Works
246
Project Description
The project will extend the existing City's Traffic Signal Network along Katella Avenue from Main Street to Struck Avenue and along Batavia Street from Katella Avenue to Palm Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: July 2024
Funding Source(s): TSIP Citywide
Financial Summary
20378
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Katella & Batavia Signal Network Extension $0 $950,000 $0 $0 $0 TOTAL $0 $950,000 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Katella & Batavia Signal Network Extension
Project 20378
Department: Public Works
247
Project Description
The project will extend the existing City's Traffic Signal Network along Taft Avenue from Shaffer Street to Main Street and along Batavia Street from Taft Avenue to Fletcher Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: July 2024
Funding Source(s): TSIP Citywide
Financial Summary
20379
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Batavia & Taft Signal Network Extension $0 $200,000 $0 $0 $0 TOTAL $0 $200,000 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Batavia & Taft Signal Network
Extension
Project 20379
Department: Public Works
248
Project Description
The project will extend the existing City's Traffic Signal Network along Taft Avenue from Shaffer Street to Glassell Street and along Glassell Street from Taft Avenue to Lincoln Avenue. This will connect to the existing fiber lines on Glassell Street from Lincoln Avenue to Riverdale Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion. Current funding is for design of the project while construction funding is requested.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: July 2024
Funding Source(s): TSIP Citywide
Financial Summary
20380
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Glassell St Signal Network Extension $0 $740,000 $0 $0 $0 TOTAL $0 $740,000 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Glassell Street Signal Network
Extension
Project 20380
Department: Public Works
249
Project Description
The project will extend the existing City's Traffic Signal Network along Katella Avenue from Tustin Street to Santiago Boulevard and on Santiago Boulevard from Katella Avenue to Meats Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion. Construction of improvements include upgrades to the controller cabinet and communication appurtenances.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: July 2023
Funding Source(s): TSIP Citywide
Financial Summary
20382
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Katella Ave Signal Network Extension $450,000 $0 $0 $0 $0 TOTAL $450,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Katella Avenue Signal Network Extension
Project 20382
Department: Public Works
250
Project Description
This project will add a second dedicated right turn lane on northbound Cannon Street to eastbound Serrano Avenue, in order to accommodate the increase in right-turn movements. The project will also widen the northerly curb face on Serrano Avenue in order to mitigate the bottlenecking effect of the existing two left-turn lanes for Southbound Serrano Avenue. Public Works is working on the engineering and environmental phase of the project.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: December 2023
Funding Source(s): Traffic Improvement - Measure M2;
TSIP Citywide; Reimbursable Capital Projects
Financial Summary
20383
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Cannon & Serrano Intersection Modification $842,419 $0 $0 $0 $0 TOTAL $842,419 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Cannon & Serrano Intersection
Modification
Project 20383
Department: Public Works
251
Project Description
This project will provide for the ultimate roadway configuration as the City builds out and adjacent parcels potentially redevelop. By reorganizing the existing paved roadway, this will provide features necessary to best serve various road users.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2018-2019
Estimated Completion Date: July 2027
Funding Source(s): Reimbursable Capital Projects
Financial Summary
20397
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Parker Street Restriping $0 $0 $0 $0 $100,000
TOTAL $0 $0 $0 $0 $100,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Parker Street Restriping
Project 20397
Department: Public Works
252
Project Description
This project replaces existing deficient drainage systems and constructs new storm drain lines as needed per the Master Plan of Drainage to alleviate localized flooding.

Project Details
Project Type: Ongoing
Funding Source(s): Sanitation and Sewer
Financial Summary
20430
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Storm Drain Improvements $500,000 $500,000 $500,000 $500,000 $500,000 TOTAL $500,000 $500,000 $500,000 $500,000 $500,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Storm Drain Improvements
Project 20430
Department: Public Works
253
Project Description
The Citywide sidewalk assessment identifies the condition and maintenance needs of 550 miles of sidewalk.

The City has been distributed into five assessment areas based on estimated age of infrastructure. The assessment includes 1) Ranking the deficient sidewalk and determine how the information will integrate with the current GIS system 2) Recommending repairs and treatment for each damaged area, including approximate costs. Once an area assessment is completed, an improvement phase would follow. The assessment for Area 1, Old Towne, has been completed and improvements are scheduled this fiscal year. General locations of each area of the City are Area 1 Old Towne, Area 2 Southwest, Area 3 Northwest, Area 4 Northeast, and Area 4 Southeast.

Project Details
Project Type: Ongoing
Funding Source(s): Gas Tax Maintenance; Capital
Projects
Financial Summary
20441
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Citywide Sidewalk Assessment $500,000 $500,000 $500,000 $500,000 $500,000 TOTAL $500,000 $500,000 $500,000 $500,000 $500,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Citywide Sidewalk Assessment
Project 20441
Department: Public Works
254
Project Description
This project will encompass all facility improvements for Main Library. In an attempt to mitigate leaks and downtime to the restroom, this project will upgrade all the restroom fixtures and replace necessary piping. The dumbwaiter elevator which transports surplus books to the basement needs to be replaced. This scope of work also includes removing the wave monument in the Children's Library and reinstalling the necessary fire suppression system and lighting. To prevent current worn areas from progressing into safety hazards, and to provide an attractive and functional space for the public, this project will also refurbish the interior with new paint, carpet/flooring, baseboards, and soundproofing for study rooms and offices as well as replace damaged concrete pedestals on the exterior History Walk.

Project Details
Project Type: Ongoing
Funding Source(s): Library Facility Fees; Major
Building Improvements; Capital Projects
Financial Summary
20461
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Main Library Improvements $580,000 $0 $0 $0 $0
TOTAL $580,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Main Library Facility Improvements
Project 20461
Department: Public Works
255
Project Description
This project will encompass all facility improvements for Taft Library. In an attempt to mitigate leaks and downtime to the restroom, this project will upgrade all the restroom fixtures and replace necessary piping.

Additional restroom improvements such as painting will provide a fresh appearance. This scope of work includes removing approximately 8,000 square feet of existing carpet and replacing it with new.

Improvements also include replacing the windows which are in need of replacement and reframing due to ageing and vandalism.

Project Details
Project Type: Ongoing
Funding Source(s): Library Facility Fees; Major
Building Improvements; Capital Projects
Financial Summary
20462
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Taft Library Improvements $100,000 $0 $0 $0 $0
TOTAL $100,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Taft Library Facility Improvements
Project 20462
Department: Public Works
256
Project Description
This project will encompass all facility improvements for El Modena Library. This project will upgrade staff restroom fixtures and replace necessary piping. Interior painting will also be addressed throughout the Library.

This scope of work includes removing approximately 8,000 square feet of existing carpet and replacing it with new. Other improvement include soundproofing study rooms and roofing improvements to restore its useful life.

Project Details
Project Type: Ongoing
Funding Source(s): Library Facility Fees; Major
Building Improvements; Capital Projects
Financial Summary
20463
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget El Modena Library Improvements $150,000 $0 $0 $0 $0
TOTAL $150,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
El Modena Library Facility Improvements
Project 20463
Department: Public Works
257
Project Description
This project will encompass miscellaneous improvements at all eight fire stations. This project will revitalize the carpeting in three fire stations (2, 6, & 7). The carpets have seen a lot of wear and tear over the years and are past their life expectancy. One station will be re-carpeted each year over a span of three years. This project will also refresh outdated paint at two fire stations (2 & 3).

Project Details
Project Type: Ongoing
Funding Source(s): Fire Facility Fee Districts All Com
6/07
Financial Summary
20465
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Fire Station Flooring Improvements $60,000 $0 $0 $0 $0
TOTAL $60,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Fire Stations Facility Improvements
Project 20465
Department: Public Works
258
Project Description
This project will rehabilitate Sycamore Avenue, Holly Street, Ash Street, Palmyra Avenue, Flower Street, and Lilac Lane in the Sycamore and Palmyra Neighborhoods, which includes but not is limited to cold planing (miling) the existing asphalt, asphalt concrete overlay installation, slurry seal, reconstruction of sidewalks, curb and gutters, driveways, cross gutters, and corresponding adjustment of manholes and water valves to grade on residential streets.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: December 2024
Funding Source(s): Community Block Grant
Financial Summary
20500
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Sycamore and Palmyra Neighborhoods Street Rehabilitation $629,530 $0 $0 $0 $0
TOTAL $629,530 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Sycamore and Palmyra Neighborhoods
Street Rehabilitation
Project 20500
Department: Public Works
259
Project Description
Construction of a multipurpose trail adjacent to Santiago Canyon Road connecting the existing trail at the reserve neighborhood to Cannon Street. The trail would be constructed of decomposed granite, and would allow for pedestrians, equestrians, and bicycles to travel. Community Services will be seeking grant funding sources for both the design and implementation of the project.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2025
Funding Source(s): Reimbursable Capital Projects
Financial Summary
30019
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Santiago Canyon Road Multipurpose Trail $0 $75,000 $750,000 $0 $0 TOTAL $0 $75,000 $750,000 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Santiago Canyon Road Multipurpose Trail
Project 30019
Department: Public Works
260
Project Description
This project will rehabilitate roadway pavement on Santiago Canyon Road from Newport Boulevard to Jamboree Road. The work will include pavement rehabilitation, replacement of failed pavement areas, damaged sidewalk and curb and gutter, removal and construction of existing ADA ramps to conform to federal guidelines, adjustment of utility covers to grade, and restriping the roadway. The City was awarded funding through OCTA's Pavement Management Relief Funding to assist with the construction of this project.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2022-2023
Estimated Completion Date: December 2023
Funding Source(s): RMRA Road Maintenance
Rehabilitation; Reimbursable Capital Projects
Financial Summary
30194
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Santiago Canyon Road Rehabilitation $981,242 $0 $0 $0 $0 TOTAL $981,242 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Santiago Canyon Road Rehabilitation
Project
Project 30194
Department: Public Works
261
Project Description
The Main Street Traffic Signal Synchronization Project is a multi-jurisdictional project between Culver Drive in Irvine and Taft Avenue in Orange. The corridor is about twelve miles and includes 69 signals across the four jurisdictions of Irvine, Caltrans, Santa Ana, and Orange. The corridor is between CHOC Court and Taft Avenue and includes twelve traffic signals. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This Project will be led by OCTA. The programmed funds represent a 20% City fair share contribution to the TSSP grant through M2 funding.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: December 2023
Funding Source(s): TSIP Citywide
Total Budget: $272,350
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Main Street Signal Synchronization
Project 20191
Department: Public Works
262
Project Description
This project is the final phase of the Santiago Creek Bike Trail alignment in the Master Bikeway Plan.

Construction of the multi-purpose trail will connect the existing bike trail west of Cannon Street and parallel the existing equestrian trail on the northern bank and terminate at the Santiago Oaks Regional Park. The project will construct an asphalt concrete bike trail and rehabilitate the existing equestrian trail with decomposed granite along with needed amenities such as rest areas and trash receptacles. The trail will allow for pedestrian and bicycle traffic along an eight-mile stretch of trails. The City received funding sources from OCTA's BCIP Grant for this project's preliminary engineering and environmental costs. Estimated construction costs are $10 million.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: December 2022
Funding Source(s): Capital Projects; Reimbursable
Capital Projects
Total Budget: $1,938,826
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Santiago Bike Trail Phase IV
Project 20325
Department: Public Works
263
Project Description
The project will provide for traffic signal upgrades at the intersection to enhance the capacity and improve traffic signal operation at the intersection. The scope of work includes upgrading the video detection system, traffic signal controller and cabinet, modified controller foundation, and dual service pedestal.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: December 2022
Funding Source(s): TSIP Citywide
Total Budget: $120,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Tustin & La Veta Traffic Signal
Upgrade
Project 20351
Department: Public Works
264
Project Description
The project will provide for a protected left-turn phase for the eastbound and westbound approaches on Chapman Avenue at Grand Street. The proposed signal modification will enhance the capacity and improve the traffic signal operation at the intersection. The project features decorative signal poles consistent with the Old Towne District theme. The scope of work includes installation of signal poles and gear, controller and cabinet, wiring, CCTV camera, electrical service, upgrade emergency vehicle preemption, and restoration of existing improvements.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2024
Funding Source(s): TSIP Citywide
Total Budget: $450,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Chapman & Grand Left Turn Signal
Modification
Project 20353
Department: Public Works
265
Project Description
The project will provide for a protected left-turn phase for the eastbound, westbound, northbound, and southbound approaches on Chapman Avenue at Cambridge Street. The proposed signal modification will enhance the capacity and improve the traffic signal operation at the intersection. The scope of work includes installation of signal poles and gear, controller and cabinet, wiring, CCTV camera, electrical service, and restoration of existing improvements.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2024
Funding Source(s): TSIP Citywide
Total Budget: $425,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Chapman & Cambridge Left Turn Signal
Modification
Project 20354
Department: Public Works
266
Project Description
The Garden Grove Boulevard Traffic Signal Synchronization Corridor is a multi-jurisdictional project between Valley View Street in Garden Grove and Bristol Street in Santa Ana. The corridor is 8.7 miles and includes 34 signals across the five jurisdictions of Garden Grove, Caltrans, Westminster, Santa Ana, and Orange. In Orange, there are two traffic signals along Garden Grove Boulevard, located at Lewis Street (shared with Garden Grove) and at The City Drive. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This project will be led by OCTA. The programmed funds are City fair share contribution to the TSSP grant, funded through M2.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: September 2023
Funding Source(s): TSIP Citywide
Total Budget: $7,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Garden Grove Boulevard Signal
Synchronization
Project 20376
Department: Public Works
267
Project Description
As part of an ongoing project, which began ten years ago, the Katella Avenue Traffic Signal Synchronization Corridor is a multi-jurisdictional project between the I-605 on-ramp in Los Alamitos and Jamboree Road/Santiago Canyon Road in Orange. The corridor is 19.6 miles and includes 73 signals across the nine jurisdictions of Los Alamitos, Caltrans, Cypress, Stanton, County of Orange, Garden Grove, Anaheim, Villa Park, and Orange. In Orange, the corridor is between Struck Avenue and Santiago Canyon Road/Jamboree Road and includes nineteen traffic signals. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This project will be led by OCTA. The programmed funds are City fair share contribution to the TSSP grant-funded through M2.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2017-2018
Estimated Completion Date: September 2023
Funding Source(s): TSIP Citywide
Total Budget: $250,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Katella Avenue Signal Synchronization
Project 20381
Department: Public Works
268
Project Description
This project will remodel the Public Works and Community Development front counter by providing more workspace behind the counter and install new work stations for better file storage and setup. Finance front counter remodels are to be improved in future years. ADA accessibility, signage, and security enhancements will be assessed with each upgrade.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2018-2019
Estimated Completion Date: September 2022
Funding Source(s): Major Building Improvements
Total Budget: $250,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Civic Center Public Facility Improvements
Project 20408
Department: Public Works
269
Project Description
The Tustin Street Traffic Signal Synchronization project a multi-jurisdictional project between First Street in Tustin and Wabash Avenue in Yorba Linda. The corridor is over eleven miles and includes 55 signals across the seven jurisdictions. 25 of the signals are within the City of Orange. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This project will be led by City of Orange and primarily funded through Measure M2.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2025
Funding Source(s): TSIP Citywide; Reimbursable
Capital Projects
Total Budget: $7,300,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Tustin Street Signal Synchronization
Project 20425
Department: Public Works
270
Project Description
This project will explore opportunities and benefits for a new community shuttle service. The service could provide an alternative to driving while connecting key destinations such as the Outlets, medical corridor, Old Towne, and Chapman University.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2023
Funding Source(s): Traffic Improvement - Measure M2;
Reimbursable Capital Projects
Total Budget: $75,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Orange Community Shuttle Feasibility
Study
Project 20443
Department: Public Works
271
Project Description
The Citywide Facilities Conditions Assessment (FCA) was completed in 2016 and identified that the Police Station Headquarter atrium glazing has reached the end of its life cycle. This project will investigate the feasibility of rehabilitating the existing glass glazing to current standards or replacing the glazing with a roofing system that requires less maintenance during its life cycle. The project will proceed based on findings and assistance from the architect.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: December 2022
Funding Source(s): Capital Bond Proceeds
Total Budget: $5,000,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Police Headquarters Atrium Rehabilitation
Project 20444
Department: Public Works
272
Project Description
This project will add a dedicated right-turn lane on the exit to Grijalva Park to southbound Prospect Avenue. The improvement will assist in vehicular egress especially during large events.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: December 2022
Funding Source(s): TSIP Citywide
Total Budget: $1,514,398
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Prospect & Spring Right Turn Lane
Modification
Project 20458
Department: Public Works
273
Project Description
This project will encompass miscellaneous facility improvements for police facilities including paint and carpet.

This project will include a HVAC improvement for Police Headquarters. This project will also make improvements to the Information Technology server room fire suppression system which is housed at Police Headquarters.

Project Details
Project Type: Ongoing
Funding Source(s): Police Facility Fees
Total Budget: $300,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Police Facility Improvements
Project 20483
Department: Public Works
274
Project Description
This project will install a BioClean Separating Baffle Box or equal on Tustin Street north of Santiago Creek Bridge. The existing storm drain system is a 4’x4’ reinforced concrete box that ultimately discharges in Santiago Creek. The project will also install 11 connector pipe screens on Katella Avenue, Main Street and La Veta Avenue to capture litter from commercial sites along Katella Avenue, Main Street and La Veta Avenue.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2023
Funding Source(s): Sanitation and Sewer;
Reimbursable Capital Projects
Total Budget: $627,200
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Tustin Street Bioclean Installation
Project 20485
Department: Public Works
275
Project Description
The 501(c)(3) non-profit, Orange Children and Parents Together (OCPT) has an agreement with the City to utilize facility space at the El Modena Branch Library. As part of their agreement, the City utilizes OCPT funding to make various improvements at the facility to comply with State inspections and an aging facility.

Project Details
Project Type: Ongoing
Funding Source(s): OCPT Building Maintenance
Total Budget: $95,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
OCPT Facility Improvements
Project 30059
Department: Public Works
276
Project Description
The project will provide for a protected left-turn phase for the northbound and southbound approaches on Glassell Street at Collins Avenue. The addition of a protected left-turn lane is an effective countermeasure that will reduce the possibility of crashes. The scope of work includes replacement of signal poles and gear, new conduit, wiring, battery back-up system, loop detectors, ADA ramps, and restoration of existing improvements.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2015-2016
Estimated Completion Date: December 2022
Funding Source(s): Reimbursable Capital Projects
Total Budget: $281,900
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Glassell & Collins Left Turn Signal
Modification
Project 30081
Department: Public Works
277
Project Description
The project will provide for the installation of a traffic signal at the intersection of Glassell Street and Palmyra Avenue. The signalization of the intersection is an effective countermeasure that can reduce the possibility of crashes. The scope of work includes installation of signal poles, controller and cabinet, CCTV camera, new conduit, signal wiring, loop detectors, ADA ramps, wireless antenna, dual meter service, emergency vehicle preemption, and audible pedestrian push buttons.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2018-2019
Estimated Completion Date: December 2024
Funding Source(s): Reimbursable Capital Projects
Total Budget: $708,200
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Glassell & Palmyra Signal Installation
Project 30115
Department: Public Works
278
Project Description
This project will develop a Local Road Safety Plan (LRSP) that will define goals, objectives, and strategies to reduce accidents on local roads. The LRSP will also provide a framework to identify, analyze, and prioritize roadway safety improvements and offers a proactive approach to addressing safety needs while demonstrating agency responsiveness to safety challenges. The scope of work will include the following key tasks: state of the system review, accident history assessment, countermeasure development, implementation program, and development of the LRSP document.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: December 2022
Funding Source(s): Traffic Improvement - Measure M2;
Reimbursable Capital Projects
Total Budget: $11,100
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Local Roadway Safety Plan
Project 30150
Department: Public Works
279
Project Description
This project will enhance existing bus stops at five locations with new bus shelters with solar panels, eight-foot benches, five-foot benches, and trash receptacles. This project will be funded by the Orange County Transportation Authority Comprehensive Transportation Funding Programs.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2022
Funding Source(s): TSIP Citywide; Reimbursable
Capital Projects
Total Budget: $108,130
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Bus Stop Enhancements at Various
Locations
Project 30162
Department: Public Works
280
Project Description
This project will install a BioClean Separating Baffle Box or equal on Chapman Avenue approximately 150 feet west of Eckhoff Street. The existing storm drain system is a 66" storm drain line that ultimately discharges into Bitterbush Channel located 2,000 feet downstream of the proposed location. The project will also install thirteen connector pipe screens on Main Street, Brian Street, Chapman Avenue, and Katella Avenue to capture litter from commercial and residential sites draining into the Santa Ana River.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2022
Funding Source(s): Sanitation and Sewer;
Reimbursable Capital Projects
Total Budget: $386,004
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Chapman Avenue BioClean Installation
Project 30163
Department: Public Works
281
Project Description
This project will rehabilitate the Beverly Drive Neighborhood. The project limits are from SR-57 to Bitterbrush Channel. The rehabilitation will consist of removing and reconstructing badly damaged pavement, cold planing, and capping the roadway. Other aspects of the project include replacement of damaged sidewalk, curb & gutter, restriping, and construction of ADA compliant ramps.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2023
Funding Source(s): Community Development Block
Grant
Total Budget: $611,830
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Beverly Neighborhood Street
Rehabilitation
Project 30164
Department: Public Works
282
Project Description
This project includes demolition of the existing Fire Station No. 1 & Administrative Building, the apartment complex, and a portion of public parking lot. Each will be removed and reconstructed to connect the Grand Street Parking Lot for better traffic circulation. The scope of work also includes earthwork, construction of new asphalt concrete pavement, driveways, curb and gutter, and sidewalk, installation of a new irrigation system, landscaping, parking lot lighting, signage, and parking lot striping.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2022
Funding Source(s): Capital Bond Proceeds; City Trf:

Merged 2008 Tax Exempt Bonds
Total Budget: $2,430,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Grand Street Parking Lot Improvement
Project 30165
Department: Public Works
283
Project Description
This project will upsize the existing 18” RCP storm drain line from Palm Avenue to Walnut Avenue per the Master Plan of Drainage to alleviate the localized flooding issue on Cambridge Street during 25-year or higher storm events. Other improvements include replacement of deficient sewer and water mains. In addition, Cambridge Street roadway pavement will be rehabilitated, and the existing concrete curb will be replaced with new concrete curb and gutter. The project also includes replacing damaged sidewalk, reconstructing existing ADA ramps to conform to federal guidelines, adjusting utility covers to grade, and restriping the roadway.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2022
Funding Source(s): Sanitation and Sewer; Capital
Projects; Sewer Construction; Water
Total Budget: $2,103,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Cambridge Street Infrastructure
Improvement
Project 30166
Department: Public Works
284
Project Description
This project includes the rehabilitation pavement surfacing, replacement of failed pavement areas, replacement of broken curb and gutter, reconstruction of ADA ramps to conform to federal guidelines, adjusting utility covers to grade, and restriping the roadway on Katella Avenue from SR-55 to Harding Street. In addition, the existing landscaped raised median will be enhanced with modifications to the irrigation system and landscape.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2022
Funding Source(s): Traffic Improvement - Measure M2
Total Budget: $870,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Katella Avenue Street Rehabilitation
Project 30167
Department: Public Works
285
Project Description
This project will construct a new 48” RCP storm drain line on Walnut Avenue from Cambridge Street to California Street per the Master Plan of Drainage to alleviate the localized flooding issue on Walnut Avenue during 25-year or higher storm events. Other improvements include replacement of deficient sewer and water mains. In addition, Walnut Avenue from Cambridge Street to Tustin Street roadway pavement will be rehabilitated, and the existing concrete curb will be replaced with new concrete curb and gutter. The project also includes replacing damaged sidewalk, reconstructing existing ADA ramps to conform to federal guidelines, adjusting utility covers to grade, and restriping the roadway.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2022
Funding Source(s): Sanitation and Sewer; Traffic
Improvement - Measure M2; Sewer Construction;
Water
Total Budget: $2,749,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
East Walnut Avenue Infrastructure
Improvement
Project 30168
Department: Public Works
286
Project Description
This project will widen portions of Cannon Street from Santiago Canyon Road to Serrano Avenue to add a third northbound thru lane. The scope of work will include widening the bridge as well as the roadway north of the bridge in order to maintain the continuity of the thru lane until Serrano Avenue where it would get dropped into a dedicated right-turn lane to eastbound Serrano Avenue. The existing painted median will be replaced with a raised median. All improvements fall within the City of Orange public right-of-way except for the portion between Taft Avenue and Serrano Avenue in which a portion of the proposed improvements will fall in City of Villa Park public right-of-way.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2023
Funding Source(s): TSIP Citywide; Reimbursable
Capital Projects
Total Budget: $206,250
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
Cannon Street Bridge Widening
Project 30174
Department: Public Works
287
Project Description
This project provides funding to replace and construct Water Utility Security improvements at various water facilities as identified in the Water System Vulnerability Assessment. The improvement areas include block walls, fencing, surveillance cameras, and other improvements.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18101
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Water Utility Security Improvements $25,000 $25,000 $25,000 $25,000 $25,000 TOTAL $25,000 $25,000 $25,000 $25,000 $25,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Water Utility Security Improvements
Project 18101
Department: Water
288
Project Description
This project provides for the repair or replacement of water meters in the water system to reduce water loss and accurately bill for water usage. As part of the on-going 15-year small meter replacement program, an average of 1,800 small meters are replaced per year. Additionally, this project allows for the automated method of gathering meter reads, consumption data, and other system information that will benefit water operations and customers.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18102
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Meter Replacement Program $150,000 $150,000 $150,000 $150,000 $150,000 TOTAL $150,000 $150,000 $150,000 $150,000 $150,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Meter Replacement Program
Project 18102
Department: Water
289
Project Description
Well 28 is a proposed new 3,000 gallons per minute (GPM) groundwater production facility to be located at the northeast corner of Maple Avenue and Lemon Street. The property was acquired through an exchange of lands between the City and Chapman University. This project includes design, well drilling, pump installation, electrical, storm drain, treatment, and a pocket park. The Orange County Water District is funding a conjunctive use program and treatment program to assist with construction costs.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2009-2010
Estimated Completion Date: March 2023
Funding Source(s): Water; Reimbursable Capital
Projects
Financial Summary
18120
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Well 28 Construction $1,600,000 $0 $0 $0 $0
TOTAL $1,600,000 $0 $0 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Well 28 Construction
Project 18120
Department: Water
290
Project Description
This project provides for on-going inspection, repair, and refurbishment of 12 existing water wells.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18214
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Well Rehabilitation $100,000 $150,000 $150,000 $150,000 $150,000 TOTAL $100,000 $150,000 $150,000 $150,000 $150,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Well Rehabilitation
Project 18214
Department: Water
291
Project Description
This project includes the design and construction to complete the 100-horsepower pressure pump station in northeast Orange. This pump station will move water from Zone 3 to Zone 4.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2009-2010
Estimated Completion Date: July 2027
Funding Source(s): Water
Financial Summary
18225
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Lower Serrano Pump Station $0 $0 $0 $500,000 $1,600,000 TOTAL $0 $0 $0 $500,000 $1,600,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Lower Serrano Pump Station
Project 18225
Department: Water
292
Project Description
This project provides for ongoing inspection, repair, and replacement of interior and exterior cathodic protection systems for steel water tanks in the water system. Each of the steel tanks rely on a functioning cathodic protection system for corrosion protection.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18301
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Exterior Cathodic Protection Systems $50,000 $50,000 $50,000 $50,000 $50,000 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Exterior Cathodic Protection Systems
Project 18301
Department: Water
293
Project Description
This project is part of a long-term reservoir maintenance program that provides for the repair and replacement of exterior/interior protective coatings for all fifteen steel reservoirs in the water system.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18302
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Reservoir Recoating $0 $0 $50,000 $850,000 $0
TOTAL $0 $0 $50,000 $850,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Reservoir Recoating
Project 18302
Department: Water
294
Project Description
This project provides for the design and construction of a one million gallon steel water tank at a site directly adjacent to the existing Reservoir 3. This tank will provide additional storage for existing residential needs and fire protection for Zone 3 in northeast Orange.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2009-2010
Estimated Completion Date: June 2028
Funding Source(s): Water
Financial Summary
18315
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Reservoir 3A Construction $0 $0 $300,000 $2,000,000 $0
TOTAL $0 $0 $300,000 $2,000,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Reservoir 3A Construction
Project 18315
Department: Water
295
Project Description
This project provides for design, specifications, cost estimates, and construction of site stabilization for the Reservoir 2A site in the Vista Royale Tract, located in northwest Orange. This existing facility is being monitored for peripheral movement. The proposed remediation includes the installation of soldier piles and grade beams to minimize future differential movement on site.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2009-2010
Completion Date: June 2028
Funding Source(s): Water
Financial Summary
18324
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Resevoir 2A Site Remediation $0 $0 $0 $0 $1,000,000
TOTAL $0 $0 $0 $0 $1,000,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Reservoir 2A Site Remediation
Project 18324
Department: Water
296
Project Description
This project provides for the design and construction of water mainline replacements for the City's water system.

Approximately 1.5 miles of pipeline are targeted to be replaced annually due to increasing age, substandard sizing, corrosion, or high maintenance.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18400
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Pipeline Renewal Projects $1,500,000 $1,500,000 $1,500,000 $2,000,000 $2,000,000 TOTAL $1,500,000 $1,500,000 $1,500,000 $2,000,000 $2,000,000 Powered by OpenGov
City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Pipeline Renewal Projects
Project 18400
Department: Water
297
Project Description
This project provides for the maintenance of the Supervisory Control and Data Acquisition (SCADA) system. This computer-driven telemetry system allows for remote monitoring and automatic control of all water sources of supply, pumping, storage, and flow control facilities.

Project Details
Project Type: Ongoing
Funding Source(s): Water
Financial Summary
18912
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Water Plant Telemetry $50,000 $50,000 $50,000 $50,000 $50,000 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Water Plant Telemetry
Project 18912
Department: Water
298
Project Description
This project provides for the acquisition of one fixed 480-volt three-phase emergency generator to be used to supply emergency electricity to water pumping facilities during power outages. Locations of the remaining generators are scheduled for Reservoir 4 in FY 24 and Reservoir 8 in FY 26.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2009-2010
Completion Date: June 2027
Funding Source(s): Water
Financial Summary
18925
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Emergency Generator $0 $250,000 $0 $250,000 $0
TOTAL $0 $250,000 $0 $250,000 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Emergency Generator
Project 18925
Department: Water
299
Project Description
Well 29 is a proposed new 3,000 gallons-per-minute groundwater production facility to replace Well 8 located at Katella Ave. and Struck Ave. This project includes design, well drilling, pump installation, electrical, storm drain, piping connection, treatment, and an emergency power generator. The Orange County Water District is funding a treatment program to assist with construction costs.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2025
Funding Source(s): Water; Reimbursable Capital
Projects
Financial Summary
20312
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Well 29 Construction $0 $2,500,000 $4,000,000 $0 $0
TOTAL $0 $2,500,000 $4,000,000 $0 $0
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Well 29 Construction
Project 20312
Department: Water
300
Project Description
This project provides for the design and construction of a three million gallon steel water tank at a site near the intersection of Cannon Street and Creekside Avenue. This tank will provide additional storage for existing residential needs and fire protection for Zone 1 in southeast Orange.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2031
Funding Source(s): Water
Financial Summary
20496
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Reservoir 4A Construction $0 $0 $0 $0 $150,000
TOTAL $0 $0 $0 $0 $150,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Reservoir 4A Construction
Project 20496
Department: Water
301
Project Description
This project provides for the design and construction of a 2,000 gallon per minute replacement pump station at Reservoir 5 in southeast Orange.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2032
Funding Source(s): Water
Financial Summary
20497
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Reservoir 5 Pump Station Replacement $0 $0 $0 $0 $150,000 TOTAL $0 $0 $0 $0 $150,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Reservoir 5 Pump Station Replacement
Project 20497
Department: Water
302
Project Description
This project provides for the design and construction of a 2,000 gallon per minute pump station at the corner of Cliffway Drive and Costello Place in southeast Orange.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: October 2030
Funding Source(s): Water
Financial Summary
20498
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Reservoir 8A Pump Station $0 $0 $0 $0 $150,000
TOTAL $0 $0 $0 $0 $150,000
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City of Orange Capital Improvement Program
Fiscal Year 2022-2023
Reservoir 8A Pump Station
Project 20498
Department: Water
303
Project Description
This project provides for the design and construction of the warehouse replacement. The existing 5,000 square feet warehouse will be renovated and used in conjunction with the proposed Fire Department Headquarter. The replacement warehouse will be constructed at the water division's south yard for parts and equipment storage.

This project also provides for the cover structure over the water division's materials storage area in compliance with the National Pollutants Discharge Elimination System (NPDES) requirements. The structure prevents run-off from washing out construction material such as sands, asphalt, base, and soil into the storm drain system. It also helps reduce noise and assists with dust control. This project will also pursue sustainable energy and efficiency measures such as integrated solar panels.

Project Details
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2023
Funding Source(s): Water
Total Budget: $1,300,000
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City of Orange Capital Improvement Program
Ongoing Projects
Fiscal Year 2022-2023
South Water Yard Storage Replacement
Project 20429
Department: Water
304
% 2022-23 2022-23
FUND PROGRAM ELIGIBLE BUDGET M.O.E
General 5001 General Administration 39.27% $2,103,343 $825,983 5011 Engineering Services 16.82% 1,001,401 168,436
5012 Development Services 9.09% 1,082,287 98,380
** 5021 Street Maintenance Services 85.18% 732,030 623,543 5031 Transportation Planning 100.00% 766,690 766,690
5032 Traffic Operations 100.00% 265,864 265,864
5073 Roadway Maintenance 100.00% 169,000 169,000
5074 Transportation Services 100.00% 1,446,735 1,446,735 Total General Fund 4,364,631
M.O.E. Base 3,392,885
Over/(Under) Base $971,746
** Percent eligible for activity 5021 applied to budget for salaries and benefits only.

CITY OF ORANGE
MEASURE "M2" MAINTENANCE OF EFFORT
2022-2023 Fiscal Year
305
Planning Commission Minutes - Final May 16, 2022

5. COMMISSION BUSINESS

5.1. General Plan conformance finding for Fiscal Year 2022-2023 through 2026-2027 Five-Year Capital Improvement Program.

Staff provided an overview of City projects contained in the Capital Improvement Program as presented in the Staff Report.

The Commission did not have any comments or questions.

A motion was made by Chair Vazquez, seconded by Vice Chair Glasgow, to find that the projects identified within the proposed five-year Capital Improvement Program are consistent with the City's General Plan.

The motion carried by the following vote:

Ayes: Glasgow, Simpson, Martinez, and Vazquez
Noes: None

Absent: Trapesonian