Agenda packet — Orange City Council, June 6, 2023

Tom Kisela
City Manager
Mary Binning
City Attorney
Pamela Coleman
City Clerk

DAN SLATER
Mayor

ARIANNA BARRIOS
Mayor pro tem, District 1

JON DUMITRU
Councilmember, District 2

KATHY TAVOULARIS
Councilmember, District 3

DENIS BILODEAU
Councilmember, District 4

ANA GUTIERREZ
Councilmember, District 5

JOHN GYLLENHAMMER
Councilmember, District 6
AGENDA
City Council
June 06, 2023
Adjourned Regular Meeting
5:00 PM Closed Session
6:00 PM Regular Session
City Council Chamber
300 E. Chapman Avenue
Orange, CA 92866
The City of Orange City Council welcomes you to this meeting and encourages your participation. Regular City Council meetings are held on the second and fourth Tuesday of each month at 6:00 p.m.

Agenda Information
The agenda contains a brief general description of each item to be considered. The City Council may take legislative action deemed appropriate with respect to the item and is not limited to the recommended action indicated in staff reports or the agenda. The agenda and supporting documentation is available after 4:00 p.m. on the Thursday prior to the Council meeting on the City's website at www .cityoforange.org, at the City Clerk's Office located at 300 E. Chapman Avenue, and at the Main Public Library located at 407 E. Chapman Avenue. Written materials relating to an item on the agenda that are provided to the City Council after agenda packet distribution and within 72 hours before Council is to consider the item will be made available for public inspection in the City Clerk’s Office during normal business hours; at the City Council meeting; and made available on the City's website.

Public Participation
Regular meetings are televised live on Spectrum Cable Channel 3 and AT&T U -verse Channel 99, and streamed live and on-demand on the City's website at www.cityoforange.org.

Pursuant to Government Code Section 54954.3, members of the public may address the City Council on any agenda item before or during Council ’s consideration of the item, and on any other matters within the City Council’s jurisdiction by using any of the following methods:
1) In-Person
To speak on an item on the agenda, complete a speaker card indicating your name and address, and identifying the agenda item number or subject matter you wish to address. The card should be given to the City Clerk prior to the start of the meeting. General comments are received during the “Public Comments ” section at the beginning of the Regular Session. No action may be taken on off -agenda items unless authorized by law. Public Comments are limited to three (3) minutes per speaker unless a different time limit is announced. It is requested that you state your name for the record, then proceed to address the City Council. All speakers shall observe civility, decorum, and good behavior.

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1 City Council Agenda June 6, 2023
2) Written Public Comments via email or eComment
Members of the public can submit their written comments electronically for City Council consideration by emailing them to CCpubliccomment@cityoforange .org with the subject line “Public Comment Item # (insert the item number relevant to the comment )” or “Public Comment Non -agenda Item” for general public comments. The public can also submit written comments on the City ’s eComment page. Please visit the City’s website at www .cityoforange.org, click Current City Council Agenda, then click the eComment link for this meeting. To ensure distribution to the City Council prior to consideration of the agenda, we encourage the public to submit written comments by 3:00 p.m. the day of the meeting. All written comments will be provided to the Council and posted on the City’s website.
3) Public Comments via recorded voicemail message
Finally, the public can record their comments by calling (714) 744-2234 no later than 5:00 p.m. the day of the meeting. Recorded messages will not be played at the meeting, but will be provided to the Council.

In accordance with Ordinance No. 10-01, any person making personal, impertinent, slanderous or profane remarks or who becomes boisterous while addressing the Council shall be called to order by the Mayor. If such conduct continues, the Mayor may order the person barred from addressing the City Council further during that meeting, unless permission to continue is granted by a majority vote of the Council.

Please contact the City Clerk’s Office at (714) 744-5500 with any questions.

ADA Requirements: In compliance with the Americans with Disabilities Act, if you need accommodations to participate in this meeting, please contact the City Clerk's office at (714) 744-5500. Notification at least 48 hours in advance of meeting will enable the City to make arrangements to assure accessibility to this meeting.

REMINDER: Please silence all electronic devices while City Council is in session.

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2 City Council Agenda June 6, 2023
5:00 PM CLOSED SESSION

1. CALL TO ORDER

1.1 ROLL CALL

2. PUBLIC COMMENTS ON CLOSED SESSION ITEMS
At this time, members of the public may address the Council on Closed Session items only. Public Comments are limited to three (3) minutes per speaker.

3. RECESS TO CLOSED SESSION
a. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Government Code Section 54957.6
City Negotiator: Tom Kisela, City Manager
Employee Organizations: Orange City Firefighters, Orange Fire Management Association

4. CLOSED SESSION REPORT

5. ADJOURNMENT
The City Council will adjourn to the 6:00 p.m. Regular Session in the Council Chamber.

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3 City Council Agenda June 6, 2023
6:00 PM REGULAR SESSION

1. OPENING/CALL TO ORDER

1.1 PLEDGE OF ALLEGIANCE
Councilmember Jon Dumitru

1.2 ROLL CALL

1.3 REPORT ON CLOSED SESSION ACTIONS

2. PUBLIC COMMENTS
At this time, members of the public may address the Council on matters not listed on the agenda within the subject matter jurisdiction of the City Council, provided that NO action may be taken on off -agenda items unless authorized by law. Public Comments are limited to three (3) minutes per speaker.

3. STUDY SESSION

3.1. Third Study Session for the Proposed Fiscal Year 2023-24 Budget.

Receive and file the report and provide policy direction.

Recommended Action:

Staff Report
Annual Department Accomplishments, Goals, and Objectives Five-Year Capital Improvement Program Summary
Proposed Funding Increases Summary
Fee Study - Proposed Fee Changes
Attachments:

4. ADJOURNMENT
The next Regular City Council meeting will be held on Tuesday, June 13, 2023, at 6:00 p.m., in the Council Chamber, with Closed Session beginning at 5:00 p.m., if necessary.

I, Pamela Coleman, CMC, City Clerk for the City of Orange, do hereby declare, under penalty of perjury, that a full and correct copy of this agenda was posted pursuant to Government Code Section 54950 et. seq., at the following locations: Orange Civic Center kiosk and Orange City Clerk's Office at 300 E. Chapman Avenue, Orange Main Public Library at 407 E. Chapman Avenue, Police facility at 1107 N. Batavia Street, and uploaded to the City's website www.cityoforange.org.

Date posted: June 1, 2023

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4 Agenda Item
City Council
Item #: 3.1. 6/6/2023 File #: 23-0361
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Susan Galvan, Assistant City Manager

1. SUBJECT
Third Study Session for the Proposed Fiscal Year 2023-24 Budget.

2. SUMMARY
This is the third study session in support of the preparation of the Fiscal Year 2023-24 Budget. This study session provides an updated analysis of the projected General Fund revenues and expenditures, Annual Department Accomplishments, Goals, and Objectives, revisions to the Master Fee Schedule, as well as a status and analysis of the Special Revenue, Internal Service, and Water Funds for Fiscal Year 2023-24.

3. RECOMMENDED ACTION
Receive and file the report and provide policy direction.

4. FISCAL IMPACT
Fiscal impact will be determined with final budget adoption.

5. STRATEGIC PLAN GOALS
Goal 2: Be a fiscally healthy community
a: Expend fiscal resources responsibly.
b: Analyze future fiscal needs and potential revenue opportunities.

Goal 4: Provide outstanding public service
b: Provide facilities and services to meet customer expectations.

6. DISCUSSION AND BACKGROUND
This is the third study session in support of the preparation of the City’sFiscal Year 2023-24 (FY 24) budget. This study session intends to focus on the following items:
· Provide an updated status of the current budget year for the General Fund; · Provide an updated analysis of the projected General Fund revenues and expenditures for FY 24;
· Present the proposed revisions to the Master Fee Schedule; · Present a status and analysis of the Special Revenue, Internal Service, and Water Funds for FY 24, and;
· Present the proposed Annual Department Accomplishments, Goals, and Objectives for FY 24.

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5 Item #: 3.1. 6/6/2023 File #: 23-0361
Status of FY 23 General Fund Budget
General Fund revenues are anticipated to be $135.5 million, approximately $200,000 more than projected at the May 9th Budget Study Session. Transient Occupancy Tax (TOT) was adjusted to anticipate slightly more revenue at approximately $5.3 million. All other revenue projections remained the same and are on target to be received.

General Fund expenditures are anticipated to close at $135.4 million, $1 million less than what was presented at the May 9th Budget Study Session. This difference is attributed to expenditure offset as a result of anticipated grant funding from the HOME American Rescue Plan (ARP) program, awarded early May 2023. Moreover, departments continue to be vigilant in spending and anticipate minor savings in various areas of their operating budgets. Additionally, many City departments have realized savings due to staff vacancies; however, departments have utilized contractual services to ensure operations and services are not interrupted, resulting in an offset of these anticipated savings.

With adjusted budgeted expenditures of $135.4 million, revenues of $135.5 million and anticipated transfers in from reserves of $2.0 million, we are currently projecting a surplus of about $2.1 million.

To date, the estimated ending fund balance for the General Fund is anticipated to be just under $3.0 million.

General Fund Revenues for FY 24
General Fund revenues for FY 24 are projected to be $134.5 million, $1.0 million less than the estimated ending revenue for FY 23. Projected revenues tend to be lower than the previous year’s estimates, mostly due to grants and external revenues that are not initially estimated and would be counted as revenue only once received.

The projected FY 24 revenue is about $660,000 above the revenue projections presented at the May 9th Budget Study Session. The TOT revenue projection was increased by $260,000, projecting less conservatively than previously considered. Additionally, both Licenses and Permits, and Fees for Service, were increased by $200,000 each, for a total of $400,000, to account for user fee adjustments as detailed below.

General Fund Expenditures for FY 24
General Fund expenditure projection is approximately $600,000 less than the projection provided at the last budget study session at $139.5 million. This difference is attributed to the expenditure offset from the FY 24 portion of the HOME ARP grant funding, as described above. Minor adjustments were made to account for anticipated labor costs. A total of $2.0 million accounts for departmental requests for new and upgraded positions as well as increases associated with contractual obligations and rising material costs, many of which support programs associated with Council-driven initiatives.

These proposed requests (see attachment) were presented in the May 9th Budget Study Session report and are included in the expenditure projected for FY 24.

Estimate of General Fund Balance for FY 24
Based on revenues and expenditures, we are projecting a budget deficit of about $3.5 million, a City of Orange Printed on 6/1/2023Page 2 of 7
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6 Item #: 3.1. 6/6/2023 File #: 23-0361
Based on revenues and expenditures, we are projecting a budget deficit of about $3.5 million, a decrease of about $2.5 million from the last budget session of $6.0 million. This revision is due to reduced expenditures in FY 23 as a result of the HOME ARP grant award, and additional revenue and reduced expenditures in FY 24 as previously noted. As we continue to refine the revenue and expenditure amounts and implement budget balancing measure(s) with Council direction as detailed below, it is anticipated that the City Council will be able to adopt a balanced FY 24 budget.

Estimated Available General Fund Balance
Unreserved Fund Balance Available @ 6/30/23 $2,929,029 FY 24 Estimated Revenues $134,507,312 FY 24 Estimated Expenditures (139,538,218) Expenditures over Revenue (5,030,906)
Unreserved Fund Balance Available @ 6/30/24 (2,101,877) Transfer Out to Catastrophic Reserve (1,401,446)
Estimated Available Fund Balance @ 6/30/24 (3,503,323) General Fund Catastrophic Reserve 23,266,202
Est. Reserved & Unreserved General Fund Balance @ 6/30/24 $19,762,878 Master Fee Schedule
In FY 19, the Council adopted an updated Master Fee Schedule to better reflect the cost of providing services. Each year, staff updates the schedule as part of this budget process, based on revised costs for delivering each service.

With these proposed fees, we anticipate recovering approximately 51% of costs associated with the services provided. The total revenue impact of the recommended increase to fees would represent an increase in General Fund revenue of approximately $662,000; however, only $400,000 has been included in the total revenues of $134.5 million for FY 24, to represent a more conservative estimate.

Increases in fees for accessory dwelling unit applications, business license applications and renewals, fire construction permits, encroachment applications and permits, and increases to new construction permits and building permits account for a major portion of the increase in revenue.

While many of the proposed fees reflect increases based on the actual cost of providing services, some fee decreases reflect reduced cost. Proposed additions include Sidewalk Vending Permits and flat-rate Technology Fees for Mechanical, Electrical, Plumbing, and Fire construction permits. In an effort to be consistent within the Public Records Act, the Police Department is recommending the elimination of Report fees, but charging for reports based on the cost of copying documents instead.

Updated proposed fees for new construction, plan check, and inspection fees that incorporate the City of Orange Printed on 6/1/2023Page 3 of 7
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7 Item #: 3.1. 6/6/2023 File #: 23-0361
Updated proposed fees for new construction, plan check, and inspection fees that incorporate the cost calculations are included in the detailed listing of recommended fee changes attached to this staff report.

Review of Other Funds
Water Enterprise Fund (600) :

The Water Enterprise Fund started FY 23 with an available fund balance of $18.7 million which includes $8.6 million in funding for projects that have been carried over from the previous year. The revised estimated revenue is $35.0 million, about $7.2 million less than budgeted due to reduced water consumption as a result of both increased rainfall this year and conservation efforts. Expenses are $48.0 million, which includes $11.6 million in capital improvement project carryovers and adjustments, and $2.2 million in new capital improvement projects. The result is an anticipated FY 23 ending fund balance of approximately $5.3 million.

FY 24 revenue and expenditures are estimated at $45.2 million and $45.5 million, respectively, which includes $5.6 million in water capital projects and $39.9 million in operating costs. As a result, FY 24 is expected to end with an available fund balance of about $5.1 million. It should be noted that this fund balance estimate assumes all funding for multi-year projects will be spent in FY 24. 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 23 accounting records are finalized.

Measure M2 Fund (263):

The Measure M2 Fund began FY 23 with an available budgetary fund balance of $5.0 million, and is projected to have an ending fund balance of $84,370. With FY 24 revenues projected at $4.2 million, and expenditures of $3.9 million, the estimated ending budgetary fund balance is $332,000. OCTA projects M2 sales tax is expected to grow at an average annual rate of at least 3% through 2041, the end of the 30-year term. Looking at the City’sannual pavement maintenance program specifically, the Public Works department is currently expending the M2 funding at about $1.8 million a year, a slight reduction from years prior to the pandemic mostly due to reduced revenues. The addition of SB -1 funds in 2017 and support from the Capital Projects fund has softened the financial impacts to this project resulting from increased unit prices, as the cost of materials have increased. Public Works continues to perform necessary street maintenance to keep the City’sPavement Condition Index (PCI) at an acceptable level, but the City’sStreet projected PCI will be negatively impacted if funding levels are reduced.

Sanitation Fund (220/520) :

The Sanitation Fund began FY 23 with an available fund balance of $6.9 million. With adjusted revenue estimates of $6.0 million, expenses of $10.3 million, and new capital projects of $2.5 million, the expected year-end available fund balance is $120,600. The FY 24 projections are $6.2 million in revenue and expenditures at $6.2 million, resulting in an estimated ending fund balance of $170,000.

Similar to the Water Fund (600) detailed above, this fund balance estimate assumes all funding for multi-year projects will be spent in FY 24. 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 23 accounting records are finalized.

At the beginning of FY 23, the available fund balance of the Sewer Capital Projects Fund was $5.1 City of Orange Printed on 6/1/2023Page 4 of 7
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8 Item #: 3.1. 6/6/2023 File #: 23-0361
At the beginning of FY 23, the available fund balance of the Sewer Capital Projects Fund was $5.1 million. With revenues estimated at $2.3 million, and expenses of about $6.3 million, the estimated ending fund balance is $1.9 million. The FY 24 revenue estimate is $2.4 million, and capital improvement expenditures towards sewer line replacement and maintenance are $2.4 million. The estimated FY 24 ending fund balance is $1.9 million.

Gas Tax Fund (270/274):

The Gas Tax Fund began FY 23 with an available fund balance of $1.0 million, with expected adjusted revenues of $3.6 million and expenses of $4.5 million. This includes operating and capital improvement carryovers of $4.0 million and new capital projects of $490,000. FY 24 revenues estimates are $4.0 million with expenditures of about $4.1 million, resulting in an ending fund balance of approximately $600.

The Road Maintenance and Rehabilitation Account (RMRA) began FY 23 with a fund balance of $3.6 million. Adjusted estimated revenues are $3.0 million and expenditures are about $6.6 million. In FY 24, the City will receive about $3.5 million from the State, which will be fully allocated towards Pavement Management Program expenses.

Internal Service Funds (700 Series) -
The Internal Service Funds are used to account for the financing of goods and services provided by one department or agency to other departments or agencies on a cost reimbursement basis. As such, any reference to revenue represents an allocation of funds from the benefitting department to the fund providing the service, representing an ”expenditure“assigned to the benefitting department and ”revenue” to the service provider.

Equipment Replacement Fund (720) :

We continue to be prudent when replacing vehicles in our fleet. In FY 23, City Council approved $3.8 million to fund equipment replacements. The FY 23 estimated year-end fund balance will be $7.0 million.

The FY 24 budget includes revenue of about $351,000, with no scheduled transfers from the General Fund. Staff is proposing vehicle replacements of just under $3.3 million in this fund, resulting in an estimated $4.1 million ending fund balance. Included in the replacement schedule are three vehicles for Fire ($2.2 million total including purchase of a Seagrave Pumper fire apparatus for $1.3 million), thirteen vehicles for Police ($769,000), and six vehicles for Public Works ($257,000).

Workers’ Compensation Fund (730) :

The Workers’Compensation Fund began FY 23 with an available budgetary fund balance of $3.4 million, and is projected to have an ending fund balance of $4.2 million. With FY 24 revenues and expenditures both projected at $4.2 million, the estimated ending budgetary fund balance remains $4.2 million.

Liability Fund (740) :

The Liability Fund provides funding for the City’sgeneral liability insurance program, which includes limited self-insurance. The fund primarily covers the City’sgeneral liability insurance premiums, and City of Orange Printed on 6/1/2023Page 5 of 7
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9 Item #: 3.1. 6/6/2023 File #: 23-0361
costs associated with liability and property damage claims filed against the City.

The Liability Fund began FY 23 with an available fund balance of about $366,000 and is projected to have an estimated ending fund balance of $808,000. In FY 24, staff is proposing to allocate $3.6 million in revenue to cover expenditures of $4.2 million, resulting in an estimated FY 24 ending budgetary fund balance of about $160,000.

Employee Accrued Liability (PERS) Fund (760) :

The Employee Accrued Liability Fund primarily accounts for accrued leave payouts to employees, paid upon their termination or retirement. To cover employee leave payouts, fund revenue is allocated through the payroll process. Budgeted expenditures are based on estimated costs of potential FY 24 retirements, making it difficult to calculate. However, we estimate these payouts using an average amount over the past five years.

This fund’ssecondary function is to hold funds in anticipation of increases to future PERS retirement costs. With the issuance of the Pension Obligation bonds, as well a positive market performance in FY 22, there are no transfers for PERS costs for FY 24. The resulting estimated FY 24 ending budgetary fund balance is $5.4 million, of which $4.2 million is designated for pension stabilization.

Capital Projects Fund (500) :

This fund began FY 23 with an available budgetary fund balance of $12.2 million, with the estimated ending available fund balance projected to be a healthy $11.9 million. As such, staff is not proposing any transfers-in from the General Fund to cover proposed expenditures of $3.4 million in new capital improvement projects. However, there will be a transfer out of $1.0 million to the General Fund, to address the excess expenditures in FY 23. The fund is projected to have a fund balance of $8.2 million at the end of FY 24.

Based on feedback received from the City Council at the May 9th Study Session, staff reviewed all projects, associated with the General Fund, and made adjustments resulting in healthier fund balances. Staff continues to make every effort to prolong much needed repairs and improvements to City facilities and infrastructure. Repairs that cannot be postponed have been included in the Five- Year Capital Improvement Plan.

Proposed Annual Objectives for FY 24
A draft set of departmental mission statements, goals, and objectives for the upcoming budget year is provided for Council review (attached). Objectives are prepared for each division within each department and specifically identify main functions and services performed using budgeted funds.

Although provided to the City Council as part of this agenda package, staff will not be formally presenting the proposed FY 24 department summaries at this study session. Rather, if the City Council has specific questions regarding a particular department, please inquire prior to the conclusion of this study session.

Budget Balancing Strategies for FY 24
As previously mentioned, based on current revenues and expenditures, we are projecting a budget deficit of about $3.5 million. Provided below are proposed budget balancing measures to the FY 24 City of Orange Printed on 6/1/2023Page 6 of 7
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10 Item #: 3.1. 6/6/2023 File #: 23-0361
budget:
“Chilling” Vacant Positions - While every position is much needed, some positions may be held vacant as a budget savings measure. After careful review, staff have identified six new positions which can be held vacant. This includes one City Clerk Records Manager position, a new position proposed and included in the FY 24 budget. Additionally, staff has identified five currently vacant Police Officer positions that can be held vacant as a cost savings measure without affecting overall operations. Estimated savings for holding these positions vacant total approximately $828,000.

Capital Projects Fund Transfer - Per the direction provided by Council at the May 9th Budget Study Session, department staff have revisited current and proposed Capital Improvement Program (CIP) projects scheduled for FY 23 and FY 24. After reviewing projected year end balances, several projects were reduced or deferred, releasing $4.7 million back to the Capital Projects Fund (500) in FY 23. In addition, an estimated $1.5 million in FY 24 projects have been deferred or removed.

Council may propose transferring funds out of the Capital Projects Fund (500) fund balance to close the gap and offset the FY 24 projected General Fund balance deficit. A transfer of $2.8 million to the General Fund would close the budget gap for FY 24.

Provided below is a summary of these measures:

Projected FY 24 Budget Gap $ (3,503,324)
Budget Balancing Measures
“Chilling” Vacant Positions 827,798
Transfer from the Capital Projects Fund (500) 2,800,000 TOTAL BUDGET SAVINGS MEASURES 3,627,798
Estimated FY 24 General Fund Balance $ 124,475
Conclusion
Since the last Study Session on May 9th, staff has further refined the budget projections for FY 24.

With the economy showing signs of slowing down by the end of calendar year 2023, the City faces some significant financial challenges. Staff will continue to monitor trends and search out cost savings measures to minimize unanticipated budgetary impacts. In addition, feedback from the City Council received at this study session will help further refine budgetary projections moving forward.

Budget adoption is scheduled for the June 27th City Council meeting.

1. SUBJECT
Third Study Session for the Proposed Fiscal Year 2023-24 Budget.

3. RECOMMENDED ACTION
Receive and file the report and provide policy direction.

4. FISCAL IMPACT
Fiscal impact will be determined with final budget adoption.

5. STRATEGIC PLAN GOALS
Goal 2: Be a fiscally healthy community
a: Expend fiscal resources responsibly.
b: Analyze future fiscal needs and potential revenue opportunities.

Goal 4: Provide outstanding public service
b: Provide facilities and services to meet customer expectations.

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12 Item #: 3.1. 6/6/2023 File #: 23-0361
Status of FY 23 General Fund Budget
General Fund revenues are anticipated to be $135.5 million, approximately $200,000 more than projected at the May 9th Budget Study Session. Transient Occupancy Tax (TOT) was adjusted to anticipate slightly more revenue at approximately $5.3 million. All other revenue projections remained the same and are on target to be received.

To date, the estimated ending fund balance for the General Fund is anticipated to be just under $3.0 million.

These proposed requests (see attachment) were presented in the May 9th Budget Study Session report and are included in the expenditure projected for FY 24.

Estimate of General Fund Balance for FY 24
Based on revenues and expenditures, we are projecting a budget deficit of about $3.5 million, a City of Orange Printed on 6/1/2023Page 2 of 7
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13 Item #: 3.1. 6/6/2023 File #: 23-0361
Based on revenues and expenditures, we are projecting a budget deficit of about $3.5 million, a decrease of about $2.5 million from the last budget session of $6.0 million. This revision is due to reduced expenditures in FY 23 as a result of the HOME ARP grant award, and additional revenue and reduced expenditures in FY 24 as previously noted. As we continue to refine the revenue and expenditure amounts and implement budget balancing measure(s) with Council direction as detailed below, it is anticipated that the City Council will be able to adopt a balanced FY 24 budget.

Updated proposed fees for new construction, plan check, and inspection fees that incorporate the City of Orange Printed on 6/1/2023Page 3 of 7
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14 Item #: 3.1. 6/6/2023 File #: 23-0361
Updated proposed fees for new construction, plan check, and inspection fees that incorporate the cost calculations are included in the detailed listing of recommended fee changes attached to this staff report.

Review of Other Funds
Water Enterprise Fund (600) :

Measure M2 Fund (263):

Sanitation Fund (220/520) :

At the beginning of FY 23, the available fund balance of the Sewer Capital Projects Fund was $5.1 City of Orange Printed on 6/1/2023Page 4 of 7
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15 Item #: 3.1. 6/6/2023 File #: 23-0361
At the beginning of FY 23, the available fund balance of the Sewer Capital Projects Fund was $5.1 million. With revenues estimated at $2.3 million, and expenses of about $6.3 million, the estimated ending fund balance is $1.9 million. The FY 24 revenue estimate is $2.4 million, and capital improvement expenditures towards sewer line replacement and maintenance are $2.4 million. The estimated FY 24 ending fund balance is $1.9 million.

Gas Tax Fund (270/274):

Equipment Replacement Fund (720) :

Workers’ Compensation Fund (730) :

Liability Fund (740) :

The Liability Fund provides funding for the City’sgeneral liability insurance program, which includes limited self-insurance. The fund primarily covers the City’sgeneral liability insurance premiums, and City of Orange Printed on 6/1/2023Page 5 of 7
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16 Item #: 3.1. 6/6/2023 File #: 23-0361
costs associated with liability and property damage claims filed against the City.

Employee Accrued Liability (PERS) Fund (760) :

Capital Projects Fund (500) :

Budget Balancing Strategies for FY 24
As previously mentioned, based on current revenues and expenditures, we are projecting a budget deficit of about $3.5 million. Provided below are proposed budget balancing measures to the FY 24 City of Orange Printed on 6/1/2023Page 6 of 7
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17 Item #: 3.1. 6/6/2023 File #: 23-0361
budget:
“Chilling” Vacant Positions - While every position is much needed, some positions may be held vacant as a budget savings measure. After careful review, staff have identified six new positions which can be held vacant. This includes one City Clerk Records Manager position, a new position proposed and included in the FY 24 budget. Additionally, staff has identified five currently vacant Police Officer positions that can be held vacant as a cost savings measure without affecting overall operations. Estimated savings for holding these positions vacant total approximately $828,000.

Provided below is a summary of these measures:

Budget adoption is scheduled for the June 27th City Council meeting.

7. ATTACHMENTS
· Annual Department Accomplishments, Goals, and Objectives · Five-Year Capital Improvement Program Summary
· Proposed FY 24 Funding Increases Summary
· Fee Study - Proposed Fee Changes
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18 CITY COUNCIL
MISSIONTo serve the City with strong leadership and vision. DEPARTMENT GOALS ACCOMPLISHMENTS FOR 2022-23
Serve as stewards of the public trust, conducting City business in an open, fair and ethical manner. 1. Develop sound policies that maintain and preserve prized community assets for future generations. 2. Determine the best use and allocation of the City of Orange's financial and human resources. 3. Maintain and enhance the City's fiscal standing by supporting and fostering the business community. 4. Provide community leadership and sound planning for the City's future. 5. Support efforts to reduce the City's crime rate and eliminate blight. 6. Respond to changes in community needs in a timely manner. 7. 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.

Increase the City's visibility and presence in changing regional local governance issues. 10. Expand park and trail facilities to provide greater community recreational opportunities. 11.

Adopted an annual City budget for FY 2023-24 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.

Served on regional boards and committees to ensure the City’s interests are heard and protected.5. Enhanced the City’s economic base by collaborating and providing leadership for several development related activities including the Motel 6 redevelopment and re-visioning of the North Tustin area.6.

Oversaw the transformation of 517 W. Struck so that residents experiencing homelessness can receive a range of services in a safe environment.7.

Implemented a legislative advocacy and grant writing program to further City interests at the state and federal level and secure funding to improve municipal services and facilities.8.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
19 DIVISIONS AND PROGRAMS
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 OBJECTIVESProvide for financial stability through strong financial oversight and strategic planning.1. 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.

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

Recognize exemplary service by City employees through an employee recognition program.6. 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. 20 CITY MANAGER
MISSIONTo 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.

Provide the leadership for an organization committed to serving the community.3. Constantly work to enhance the financial position of the City.4. Foster and promote the Strategic Plan and lead in the implementation of its strategies.5. Maintain and enhance the City’s character by protecting the community’s public and private assets.6. Ensure that the City is a place where residents feel safe, where business thrives, and where people have a sense of community.7.

Maintain a business environment and balanced economy conducive to business.8. Increase the City’s economic base through business retention, expansion, and diversification by attracting new, compatible businesses.9.

Increase and improve housing and employment opportunities for Orange residents.10. Promote the distinct identity of the City of Orange.11. Utilize technology to connect with community at large by providing information and direction on City services.12.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
21 ACCOMPLISHMENTS FOR 2022-23
Completed the FY 23-24 City Budget preparation, development, and approval process.1. Continued to support the success of the TEAM Orange program, which provides leadership development, team building, training, employee recognition, and communication resources for city staff.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, community engagement for the possible redevelopment of the The Village of Orange, and the preservation and reuse of historic properties in Old Towne including Finney's Crafthouse Kitchen, Black Dot Coffee, and the Richland Hotel.

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.

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.

9. Continued City efforts to develop affordable housing including providing leadership for the following projects: Valencia Garden, Katella Terrace, and the La Veta Houses.10. Provided leadership in the implementation of the short term rental ordinance, coordinating efforts with Finance, Code Enforcement, and the City Attorney's Office.11. Under City Council leadership, developed a program of state and federal legislative advocacy and grant writing.12. 22 DIVISIONS AND PROGRAMS
The City Manager Department is comprised of 1 division/program.

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 OBJECTIVESProvide 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.

Encourage innovation to develop programs or services that help improve service delivery.5. Lead employee driven professional development at all levels of the organization to create a strong work force.6. 23 CITY ATTORNEY
MISSIONTo 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.

Maintain the highest level of professional competence via a program of continuing legal education.5. Continue to develop and maintain public confidence in the City Attorney’s Office.6. Offer periodic training on a wide variety of subjects as a preventative measure against legal claims and to enhance efficiency and fairness.7.

Ensure compliance with State and Federal employment laws.8. 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. Protect the City’s capital assets for claims filed against the City.12. Maintain the highest level of departmental efficiency by researching and implementing technological advances in the risk management industry.13.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
24 ACCOMPLISHMENTS FOR 2022-23
Provided training and consultation to Human Resources and other department supervisors regarding employee discipline and evaluations.1.

Provided training to employees regarding potential claims investigation and reporting.2. Provided training to employees regarding consulting services agreements, public works agreements, and general citywide contracting processes and procedures.3.

Prepared Neighborhood Preservation Overlay District Ordinance intended to preserve the character and densities of residential neighborhoods in the area bounded by Katella Ave., Main St., SR-55, and SR-22 by regulating specified new additions to residences.

4. Conducted two Brown Act training sessions for appointed Board/Commission and Committee Members.5. 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.6.

Recuperated $390,640.15 back into City funds through the subrogation program for losses caused by the negligent act of third parties.7.

Assumed oversight of the City's continuing Covid-19 pandemic program by maintaining 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.

8. Updated the City’s COVID-19 Prevention Plan and served as liaison to employees with COVID-19 related inquiries.9.

Participated in the City's Local Emergency Planning Committee to support initiatives for emergency preparedness. 10. Conducted State Mandated reporter training to equip all eligible Community Services employees before the start of community summer programs and day camps.11. Addressed and resolved community safety concerns regarding transient activity.12. Conducted two contract preparation training sessions for all City departments' contract administrators by June 2023. 13. 25 DIVISIONS AND PROGRAMS
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 OBJECTIVESProvide 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.

Effectively supervise and monitor outside legal (contract special) counsel.3. 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.

Review contracts and advise departments as to any legal ramifications of their contents.6. 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 OBJECTIVESResolve 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. Monitor performance of third party vendors through continuous evaluations of services.3. Investigate, negotiate, and resolve property claims against the City.4. Assist city departments' compliance with Cal/OSHA, state, and federal regulations by conducting self-audits, 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.

Pursue opportunities for financial recovery through subrogation and restitution efforts.8. 26 C

ITY CLERK

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 2022-23
Respond to the legislative needs of the City Council and City of Orange residents.1. Administer municipal elections and serve as the Election Official for the City of Orange.2. Provide access to the City’s official records and legislative documents in as many different mediums as possible.3.

Administer a records management program for the City of Orange.4. Utilize technology and best business practices in effective services delivery.5. Maintain statutory compliance of the Maddy Act, Political Reform Act, AB1234, and Conflict of Interest Code.6.

Ensure the proper posting, filing, processing, and administration of City records.7. Maintain the Orange Municipal Code.8. Ensure that all members of the team perform their work ethically and with integrity.9.

Completed transition to District based elections by conducting the General Election on November 8, 2022.1.

Administered Oath of Office and hosted reception for newly elected Mayor and Council Members.2. Utilized additional resources within agenda management system to create and host online election portal to allow candidates to submit most required forms electronically.3.

Further ensured public access to City records by uploading an additional decade of Resolutions, Ordinances, and past minutes to the City website.4.

Electronically recorded over 100 documents using the Secure G2G portal.5. 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.

6. Facilitated the expansion of the Planning Commission, Design Review Committee, Traffic Commission, CDBG Board; conducted recruitment, Commissioner Oaths of Office, filed required legal forms and updated the City’s Municipal Code to expand the bodies.

7. Coordinated with City Attorney’s office to conduct Contract/Digital Signatures training for all City employees.8.

Served over 1,600 passport customers.9. Compiled and distributed Boards, Commissions and Committees Manual to convey legislative responsibilities and duties to appointed members.10.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
Coordinated Brown Act Training with City Attorney’s office for new and existing Council and Board members.11.

Recodified Orange Municipal Code.12.
27 DIVISIONS AND PROGRAMS
The City Clerk Department is comprised of 1 division/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 Provide accurate and complete agenda materials according to State mandated deadlines.1. Effectively coordinate, notice, and administer public hearings.2. 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.

Maintain and preserve City Council proceedings and related records.6. Apply technology effectively to provide increased and improved access to materials and records online pursuant to the California Public Records Act.7.

Maintain the Orange Municipal Code with regular updates to the codifier.8. Accept U.S. passport applications from the public on behalf of the United States Department of State. 9. Serve as Secretary to Successor Agency to the Orange Redevelopment Agency and Orange Investment Development Authority.10. Accept and process all claims, summons, and subpoenas.11. Ensure a high level of integrity and honesty in performance of work duties.12. 28 CITY TREASURER
MISSIONTo prudently manage, protect, and preserve funds placed in its trust.

DEPARTMENT GOALS
ACCOMPLISHMENTS FOR 2022-23
Administer the investment portfolio of the City in a manner consistent with prudent and conservative financial practices. 1.

Project cash flow requirements to ensure adequate liquidity and maximum investment opportunity. 2. Assess market conditions and other information necessary to ensure all investment objectives are met. 3. 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.

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

Reviewed and updated the Statement of Investment Policy. 1. Updated the Treasurer's Reference Manual. 2. Worked with departments to identify changes to the Master Schedule of Fees and Charges and updated the fee schedule adopted with the FY 2023-24 budget.3.

DIVISIONS AND PROGRAMSThe 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
Invest all funds in accordance with state law and the City’s Statement of Investment Policy.1. Review monthly Treasurer’s report in accordance with the City’s Statement of Investment Policy.2. Keep current on financial and economic indicators affecting the investment market.3. Maintain up-to-date cash flow information to ensure the City’s liquidity needs are met.4. Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight Committee.5.

Monitor compliance with cash receipts policy.6. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue disclosure.7.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
Maintain annual certifications for investment brokers.8. Update Statement of Investment Policy annually.9. 29 FINANCE DEPARTMENT
MISSIONTo 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 Provide timely information to City Council, city staff, and citizens on the status of the City’s investments.1. 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.2.

Provide quality service to both internal and external customers. 3. 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.4.

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.5.

Provide revenue projections and assist in the coordination, preparation, and review of the City’s Annual Budget and Capital Improvement Plan.6.

Manage collection of city revenues in the most effective and efficient manner including Business License and Transient Occupancy Tax. 7.

Provide utility billing services for 35,000 accounts for water and sanitation services.8. Coordinate the issuance and refunding of debt and other related financing as needed.9. Direct and coordinate the procurement and warehousing of equipment, supplies and services at the lowest possible cost commensurate with quality needs.10. Make timely and accurate payments for all approved salaries, benefits, goods, services, and contracts.11. Manage 20,000 business licenses, including 4,000 home-based businesses and 4,250 out-of-town businesses.12. Upgrade business license processing software to maintain a high level of service.13. Enhance fiscal transparency by developing and publishing a web-based budget book. 14. Establish a process to integrate Amazon bulk-ordering into the purchasing process.15.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
30 ACCOMPLISHMENTS FOR 2022-23
Successfully maintained the City's Short-Term rental program during its first full fiscal year of operation. Daily efforts to manage the 125 licensed short-term rentals (STRs) include monitoring compliance with the City's Ordinance, send late notices for TOT, issue Notices of Violation and collecting related fines, and fielding inquiries from potential licensees.

1. Partnered with LSL Accounting to assist in preparing the Annual Comprehensive Financial Report, thus achieving time and cost savings for the City.2.

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 2023-24 budget.3.

Integrated GASB 96, Subscription-Based Information Technology Arrangements, to change reporting method of subscription based software as lease asset for accounting and financial reporting purposes and how these activities should be reported.

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

Partnered with Chandler Asset Management for investment management and advising in order to ensure the City continues to administer a fiscally conservative investment portfolio. 6.

Provided payment arrangements and financial assistance to customers experiencing financial hardship due to Covid-19 by partnering with the Low Income Housing Water Assistance Program. 7. 31 DIVISIONS AND PROGRAMS
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 OBJECTIVESInvest all funds in accordance with State law and the City's Statement of Investment Policy.1. Review of monthly Treasurer's report in accordance with the City's Statement of Investment Policy.2. Keep current on financial and economic indicators affecting the investment market.3. Maintain up-to-date cash flow information to ensure the City's liquidity needs are met.4. Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight Committee.5.

Monitor compliance with cash receipts policy.6. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue disclosure.7.

Maintain annual certifications for investment brokers.8. Update Statement of Investment Policy annually.9. Prepare the Annual Budget and Capital Improvement Plan documents.10. Prepare and calculate position budgeting for the annual budget.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.13. 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 OBJECTIVESProvide courteous, efficient service to all internal and external customers 100% of the time.1. Process all informal bids within 24 hours of receipt of specifications.2. Procure all goods and services meeting departments’ specific needs at the best value available.3. Ensure daily mail and supply delivery and pick-ups are made to all city mail locations.4. Deliver goods requested from the warehouse within 24 hours of receipt of requisition.5. Assist in preparation of Request for Proposal and Request for Qualifications requirements.6. 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.

Process thousands of purchase orders, invoices, and warehouse requisitions annually.8. Manage and audit the CAL Card procurement program on an ongoing basis.9. 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. Conduct annual citywide training sessions on procurement and payment processes.11. 32 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.

Perform hundreds of annual gross receipts and sales tax audits.6. Scan thousands of records into Laserfiche.7. Monitor TOT for motels and hotels.8. 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, monitoring compliance, issue violation letters, and accept TOT and application payments.12. 33 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.

Prepare, calculate, and send out utility bills with 99% accuracy within two days of the meter being read.2. Process closing bills and send accounts to collections for non-payment.3. 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.

Create, process, and maintain Landlord Continue Service Agreements.5. Create, process, and manage customers on the Paramedic Subscription Program.6. 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. 34 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 Annual Comprehensive Financial Report (ACFR).2.

Audit citywide internal control systems including, but not limited to, purchasing, personnel, payroll, disbursements, cash receipts, and treasury transactions. 3.

Coordinate audits of revenue sources.4. Audit any decentralized financial operations and department-managed inventories. 5. Prepare the Annual Street and State Controller’s Reports.6. Maintain, update, and troubleshoot the Eden accounting system and provide Eden training and translation to personnel in every department.7.

Maintain financial records for over one hundred separate funds.8. Provide assistance to every department in reconciling and analyzing their specific financial activities.9. Process biweekly payroll for more than 750 employees with less than a 1% error rate.10. Prepare quarterly payroll tax returns in compliance with federal and state reporting requirements.11. Issue W-2s, prepare annual sick leave conversion calculation, process open enrollment changes, and annual leave accruals and payoffs by January of each year.12. Process all benefit and/or compensation changes per Memorandum of Understanding (MOU) or Letter of Understanding (LOU) for 19 different salary groups.13. 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.

14. 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.15. Administer and monitor financial activity to ensure that it reflects the adopted budget.16. Coordinate the wind-down of the former Redevelopment Agency and help with financial reporting, budgeting, and Oversight Board actions.17. 35 HUMAN RESOURCES
MISSIONTo 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 2022-23
Strengthen the City’s recruitment strategies by advertising employment opportunities on social media platforms and community events, resulting in receiving a greater quantity and quality of job applicants.1.

Develop and implement an interactive, scenario-based Leadership Training program for supervisory personnel.2.

Explore and implement technological advances within the field of Human Resources to ensure the highest level of departmental efficiency.3.

Improve the delivery method and frequency of Anti-Harassment Training provided to City employees.4. Research and design a citywide internship program to increase awareness of career paths in public service and invest in the next generation of public servants.5.

Invest in the mental and physical wellbeing of City employees by offering additional wellness resources through existing providers and vendors.6.

Enhance the City’s Trip Reduction Program to increase the City’s efforts to reduce regional emission.7.

Administered 122 recruitments, processed 7,597 employment applications, referred 792 qualified candidates to operating departments, and hired 169 new employees. (Based on calendar year data.)1.

Conducted 116 background investigations. (Based on calendar year data.)2. Coordinated Anti-Harassment Training for 183 employees. (Based on calendar year data.)3. 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.4.

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 274 benefit adjustments for employees and retirees.6.

Met Air Quality Management District’s Average Vehicle Ridership score requirement of 1.5.7. Increased the number followers for the City’s LinkedIn account by 30%.8. Represented the City at eight (8) job fairs, making contact with over 500 prospective candidates for employment.9.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
36 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 and uphold hiring policies and practices and provide a process for departments to recruit, select, develop, and retain qualified employees.1.

Ensure compliance with Federal, State, and local laws that impact the workforce.2. Apply the highest pre-employment background investigation review standards.3. Establish and maintain job classification and compensation programs commensurate with the City’s Strategic Plan.4.

Administer collective bargaining agreements and resolutions with employee groups.5. Review and administer employee benefit programs and plans including all retirement, medical, dental, vision, life, and disability insurance plans.6.

Develop and implement training programs to support employee growth and development.7. Recognize long-term employees and their loyalty and contributions to the City through the Employee Service Award program.8.

Minimize unemployment insurance benefits claim costs.9. Meet regional emission reduction goals through administration of the City’s Trip Reduction/Rideshare Program.10.

DIVI

SIONS AND PROGRAMS
The Human Resources Department is comprised of 1 division/program. 37 INFORMATION TECHNOLOGY
MISSIONTo 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 2022-23
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.

Deployed access control, surveillance, networking, phone system, PCs, and copiers for new Fire building.1.

Added access control, surveillance, and network connectivity for Handy Park renovation.2. Assisted with technology improvements for the Mobile Command vehicle update.3. Completed selection and replacement of video surveillance support provider along with major upgrade of the Genetec security platform.4.

Completed Access Door Control migration.5. Refreshed Police Department UPS at loading dock and communications room.6. Completed email “Exchange Online” migration including 2-factor mobile device authentication.7. Refreshed all edge switches (60 devices) Citywide.8. Replaced Traffic firewall.9. Assisted with consulting assessment for Work Order Management System and Land Management / Permitting.10.

Obtained and implemented leased fiber services for Fire Station 8, Fire Station 2, and Hart Park.11. Cleaned up document management system templates and search criteria, provided training, improving document retrieval. 12.

Refreshed Library Public Workstation monitors.13. Standardized Audio-Visual setup in conference rooms A and C.14. Removed legacy Telco infrastructure in various wiring closet locations.15.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
38 DIVISIONS AND PROGRAMS
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 OBJECTIVESMaintain 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. 39 LIBRARY SERVICES
MISSIONTogether 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 2022-23
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. Provide cultural and educational programs for children, teens, and adults.2. 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.

Provide friendly and welcoming library facilities for the community to enjoy.4. 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. Expanded Pop Up Library outreach through new partnerships with The Outlets at Orange, Irvine Regional Park Farmers Market, and Santiago Canyon College.1.

Planned, coordinated, and presented the Orange Public Library Comic Convention program in partnership with other Library divisions and City departments, Library support groups, local organizations, and volunteers.

2. Collaborated with OUSD to present the Lunch at the Library summer program at the El Modena Branch Library that served 947 meals to children.3.

Expanded the Library's technology and STEAM programming through the introduction of the Teen Innovation Lab, featuring computers, software, and technology used for audio production, movies, and photo editing for school projects or personal use.

4. Celebrated local history at Heritage Days and OTPA Home Tour programs, presented History Center tours to local students, renovated History Walk pedestals at the Orange Public Library & History Center, and collaborated with other City departments and local historical groups on exhibits, programs, and preservation.

5. Expanded Adult Literacy Program services through a new study room space for learners and volunteers at Taft Branch Library.6.

Presented diverse programs, including Mandarin Language Story Hours at Taft Branch Library and "Labor as an Instrument" exhibit at El Modena Branch Library, chronicling the effects of Southern California's Citrus Industry on its Latin American workforce.

7. Expanded the Library's Special Collections offerings, such as State Park Passes, Explorer Kits, and Discovery Kits featuring GoPros and telescopes, via funding received from California State Library grants.

8. Improved customer service through the elimination of extended use fees for overdue materials and the extension of loan periods.9.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
40 DIVISIONS AND PROGRAMS
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 OBJECTIVESCommunicate the Library’s vision, mission, and goals to the community via services and facilities.1. 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.

Maintain the appearance and condition of the Library facilities, furnishings, and equipment.6. Recruit, place, and oversee volunteers to enhance services.7. Provide programs and services to address literacy needs in the community.8.

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 OBJECTIVESOrder, catalog, and process purchased and donated materials in an efficient manner.1. Provide total access to library collections, including electronic resources through the internet.2. Coordinate implementation and maintenance of the Library’s network infrastructure, equipment, and software with the City’s Information Technology (IT) department.3.

Plan and present technology literacy training for staff.4. Coordinate and maintain the Library’s web pages.5.

Coordinated donation drives for local nonprofits and organizations, including the Orange Senior Center, The Hub OC, and American Red Cross, to help the residents of Orange and surrounding communities.10.

Refreshed the three Library locations with new paint, carpet, soundproofing, lighting, and meeting room furniture to provide more inviting spaces for the public.11.

Coordinated the planning and presentation of Library Staff Development Day focusing upon communication, safety, and teamwork. 12. 41 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.

Provide library card registration to new library users.2. Sort and re-shelve returned library materials promptly to ensure public access to them.3. 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.

Provide cultural, educational, and informational programs for the community.5. Promote awareness of, and access to, local history by collecting and preserving print and non-print materials relating to Orange’s past. 6. 42 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.

Provide cultural, educational, and informational children’s and teen programs for the community.5. 43 FIRE DEPARTMENT
MISSIONPrevent or minimize the loss of life, damage to the environment, and loss of property from fire, medical emergencies, and hazardous conditions. DEPARTMENT GOALS Provide exceptional customer service.1. Rapidly respond to and aggressively intervene to mitigate all emergencies.2. Maintain facilities, apparatus and equipment in a constant state of readiness.3. Assure that all personnel receive comprehensive training, consistent with the highest professional standards of the fire service.4.

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

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
44 ACCOMPLISHMENTS FOR 2022-23
Responded to a total of 17,792 incidents during 2022 – an 8.8% increase from 2021. 1. Completed 4,864 inspections in 2022.2. Plan Examiners completed 89% of plans in-house.3. Personnel responded to 18 State mission fires throughout California and Oregon. These incidents have generated invoices over $330,000 in administrative fees and $1,400,000 for personnel and apparatus.4.

Promoted one Battalion Chief, one Fire Captain, one Engineer, and sent three Firefighters to Paramedic School.5.

Successful Battalion Chief’s promotional process and Engineer’s Academy.6. Hired four Cadets to Firefighters and put them through a 5-week fire academy.7. Implemented an Ambulance Operator program in July and began service in November. This program consists of eighteen Ambulance Operators and two ambulances within the city to assist with the expanded call load.

8. Placed the fourth person back on both truck companies and halted the "Light Force" concept. Repositioned Truck 6 to Fire Station 2.9.

All Engine companies are now operating with two Paramedics, which provides "like" services with our bordering cities.10. Took delivery of one new Pierce pumper and two Chevy Tahoe’s. Ordered one Pierce pumper, one Pierce tiller truck, and two ambulances.11. Donated one Type 1 engine to our Sister City in Queretaro, Mexico.12. Through the city yard, assisted in the donation of four vehicle lifts to the Queretaro Fire Department.13. Peer Support Group, consisting of fourteen Firefighters, provide support of our personnel who are working through PTSD, anxiety, and other job-related mental health issues.14. Added the new position of Finance Coordinator, hired a Finance Assistant, and Senior Office Assistant.15. Continued our ongoing partnership with the Orange Police Department in support of the City's Community CERT training, completing Class 17.16. Partnered with OPD in a video to promote the Orange CERT Program.17. 45 DIVISIONS AND PROGRAMS
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 OBJECTIVESProvide 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. Provide for firefighter safety through practices, procedures, equipment, and safety clothing.5. 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.

Proactively guide grant application processes to create the highest possibility of grant awards.8. Develop and maintain close working relationships with other city departments, neighboring fire departments and allied organizations.9.

Improve communication with the public and other city departments.10. 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 OBJECTIVESProvide administrative staff assistance to the Fire Chief and other Chief Officers as directed.1. 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.

Provide grant research, application, and administration.3. Strive to control program costs through management techniques, while maintaining efficiency.4. Respond to special studies and information requests.5. Provide Fire Department liaison to other city departments and County agencies.6. Provide oversight of the Fire Department’s records management system.7. Administer Fire Department Emergency Services programs, providing direction for future programs, facilities, and supplies.8. 46 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 Provide administrative staff assistance to the Fire Chief as directed1. Maintain the department’s Records Management System (RMS) database and integrate all pertinent processes.2.

Conduct Records Management System training for all Fire Suppression and Prevention personnel.3. 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. Maintain the mandated hazardous materials program as required by State and Federal law.8. Provide hazardous materials information for fire suppression companies to use in emergency situations.9. Conduct the Weed Abatement Program as required by City ordinance.10. Manage the fuel modification reporting requirements for homes in the wildland interface.11. 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 Provide highly professional and courteous emergency medical transportation 100% of the time.1. Maintain the budget for the Emergency Medical Transportation Program in a fiscally responsible manner.2. Reduce morbidity and mortality from citizens experiencing medical emergencies.3. 47 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 Maintain appropriate staffing levels to provide emergency services to the public.1. Manage the budget for Fire Operations in a fiscally responsible manner.2. Provide the apparatus, equipment, and supplies needed to handle emergency responses.3. 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.

Provide the safest working environment possible for all personnel.6. Provide quality improvement reviews for operational effectiveness.7. Conduct annual pump/ladder/equipment tests for all apparatus.8. Post Incident Analysis of all command incidents and multi-victim incidents.9. Provide fire inspections and fire prevention programs to prevent emergencies in the community.10. 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.

Maintain the budget for Paramedics in a fiscally responsible manner.2. 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.

Further develop and maintain the formal Fire Department Quality Assurance (QA) Plan.5. 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. 48 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.

Coordinate the Research and Development Committee and Safety Committee programs.5. 49 POLICE DEPARTMENT
MISSIONTo 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

Maintain transparency with the community through trust, care, and commitment.1. 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. DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
50 Funded one Civilian Investigative Officer position, to manage the increased demand of background investigations, including pre-employment screenings and field interviews. 8.

The Traffic Bureau, in partnership with the California Office of Traffic Safety, conducted 10 DUI and driver’s license checkpoints, DUI saturation patrols, traffic enforcement operations, and issued citations for distracted driving.9. The Traffic Bureau, in partnership with the California Highway Patrol, conducted Standardized Field Sobriety Testing (SFST) classes and trained 30 officers on SFST instruction to assist officers in making arrest decisions of driver impairment due to alcohol.

10. Upgraded the Police Departments primary duty weapon inventory to ensure firearms adequately equip front-line officers with equipment that meets department standards to provide public safety services to the community.

11. Upgrade the Police Departments primary Taser weapon inventory to improve performance which allows officers the ability to de-escalate more efficiently.12.

Refreshed the Investigative Services Division with paint, lighting, flooring, cubicles, and office furniture to improve the workspace and accommodate ergonomic workstations for police personnel.13.

Refreshed body worn cameras and corresponding equipment in the Police Department to ensure officers are equipped with the tools they need to protect lives in the field while staying up to date with camera technology and evidence management features.

14. Facilitated and proctored 10 Police Academy Trainee tests, including a physical agility test, written exam, and an oral interview, for 307 police officer candidates resulting in 88 background investigations and 26 new officers during 2022.

15. Expanded the Police Department's Unmanned Aerial System Program by increasing system operators and incorporating a variation of drones to the department's existing aerial vehicle fleet.16.

Reallocated approximately 2,000 hours in arrest and booking duties from police services to civilian jailers.17.

Participated in community engagement events, including National Night Out, CERT, and Treats-in-the Street to educate the community and promote public safety.18.

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.

19. ACCOMPLISHMENTS FOR 2022-23
Implemented the Axon Virtual Reality training program to enhance officers' ability to address community needs with improved performance, critical thinking, and de-escalation skills.1.

Implemented the Axon Air platform that allows officers to remotely operate drones to increase situational awareness, improve ground searches, enhance crime and accident scene reconstruction, achieve de-escalation, and optimization of emergency response services.

2. The Homeless Outreach Program, HEART and Bike Team, deployed outreach services and community engagement to the homeless population in Orange and successfully provided resources to over 400 individuals.

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 five Police Officer positions, to address community needs and expectations, changes in population, intensity of the workload, and long-term growth.5.

Funded two Police Services Officer positions, to manage increased demand for police services.6. Funded two Parking Control Officer positions, to manage the influx of parking related issues and to address continued development throughout the city.7. 51 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
Recruit, conduct backgrounds, and hire top-quality applicants for all sworn and civilian positions.1. Provide employees with relevant training designed to improve skills and performance.2. Provide employees with state-of-the-art technology to improve efficiency and effectiveness.3. Administer the department’s budget and control expenditures.4. Identify and administer department grants.5. Provide and maintain an effective in-service volunteer staff.6. Direct crime prevention efforts through the planning process and community education.7. Coordinate with Facility Maintenance and Fleet Services for police facility, vehicle, and related services.8. Educate the community on police-related topics.9.

DIVISIONS AND PROGRAMS
The Police Department is comprised of 10 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 OBJECTIVESServe and protect the community by providing the highest level of professional police services.1. 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. 52 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 Provide professional customer service to citizens and co ‑ workers. 1. 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.

Process all reports for investigators, the court system, and other State and Federal agencies.2. Maintain records, computer files, and original documents to comply with mandated State law.3. Comply with regulations on the California Law Enforcement Teletype System, Criminal Justice Information System, and National Crime Information Center. 4.

Maintain all criminal department warrants in accordance with “due diligence” requirements.5. Serve as a liaison between the courts, District Attorney’s Office, and officers for subpoena service and mandated court appearances.6.

Maintain, collect, and report statistical information for the National Incident-Based Reporting System.7. 53 PATROL
The Patrol Division is responsible for general law enforcement duties, patrol activities, and proactive policing efforts intended to reduce the number of crime victims in Orange. Special functions within the Division include the Traffic Bureau, Dispatch 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 Maintain the highest level of professionalism with everyone encountered.1. 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 crime-fighting strategies and deploy resources to reduce crime.5.

Conduct training on topics directly related to investigations.6. 54 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 GangInvestigators Association meetings.

7. Create and foster partnerships with community members to encourage reporting and enhance police response to gang activities. 8. 55 SPECIAL INVESTIGATIONS UNIT
The Special Investigations Unit is responsible for public affairs presentations on the subject of narcotic and drug use, homeland security, 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, focus on large-scale narcotics traffickers operating in the area. SERVICE OBJECTIVES

Identify, investigate, and arrest drug traffickers who supply users.1. Assist other law enforcement agencies with investigations of local drug traffickers in the City.2. Conduct proactive enforcement targeting low-level street dealers selling drugs.3. Investigate and seek prosecution against those engaging in acts of prostitution.4. 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 allevidence gathered at crime scenes.1.

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

Provide on-going training to department personnel related to evidence collection and submission.4. 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.

Maintain all property and evidence according to law, policy, and procedures.7. Complete annual narcotic and gun destructions, consistent with applicable laws and regulations.8. Dispose of all property, per state law and department policy, not required for court proceedings.9. 56 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 Provide enforcement of all traffic laws regulating the flow of traffic within the City.1. 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. 57 PUBLIC WORKSMISSIONTo provide, maintain, and preserve the City’s infrastructure, facilities, and programs while promoting public health, safety, innovation, and welfare through courteous and timely customer service and efficient use of available resources. DEPARTMENT GOALS Implement and manage the City’s annual Pavement Management Program.1. Constantly seek and search for grant opportunities for the best utilization of resources.2. Protect the health, life safety, property protection, and general welfare of the community through the review of plans and inspections of the built environment in accordance with the minimum standards of law.

3. Continue plan checking and development coordination for the Orange Heights (Santiago Hills II) development.4.

Replace 1,800 small water meters per year as part of the 15-year small meter replacement program.5. Clean 700,000 linear feet of sewer and video inspect 90,000 linear feet of sewer utilizing both City crews and contractors.6.

Update the Department’s Strategic Plan to verify long-term priorities and programs.7. Ensure completion of all Public Works projects in the Capital Improvement Plan in a cost-effective and timely manner.8.

Ensure that a cost-effective, safe, and dependable potable water supply meets all residential, commercial/industrial, and fire protection needs of the City.9.

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.

10. Maintain streets, alleys, and other rights-of-way in a safe and serviceable condition, including asphalt repairs, concrete repairs, and graffiti removal.11. Provide sanitation services to all customers including street tree maintenance, street sweeping, sewer maintenance, storm drain maintenance, and environmental compliance programs.12. 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.

13. Acquire, service, and salvage, where appropriate, all city vehicles including cars, trucks, and other non-wheeled equipment, to ensure safe and reliable operation.14. 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.15. 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.

16. Continue to reduce the City’s carbon footprint by purchasing alternative fuel vehicles and upgrading to energy efficient systems at city facilities.17. Continue to implement traffic signal synchronizations along various roadways throughout the City.18.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
58 ACCOMPLISHMENTS FOR 2022-23
Completed Annual Street Pavement and Annual Sewer replacement projects.1. Started construction phase of the Cannon/Serrano Critical Intersection Improvement project.2. Awarded Police Department Headquarters roof remodel project and commenced construction phase.3. Completed Public Works/Community Development Front Counter remodel.4. Completed Traffic Signal Modifications and Upgrades at the Tustin Street and La Veta Avenue Intersection.5.

Flushed all City fire hydrants 4,301 hydrants, painted 1,100 hydrants, and began first year of a four-year hydrant painting cycle.6.

Completed over 400 pothole repairs and reconstructed over 28,000 square feet of sidewalk.7. Completed over 10,000 square feet of asphalt repairs and patching. 8. Reconstructed 28,000 square feet of sidewalk, 4,100 linear feet of curb & gutter, 100 ADA ramps, and 5,000 linear feet of sewer main.9.

Removed over 90,000 square feet of graffiti in the public right-of-way.10. Issued building permit for the following projects: CHOC 9 Story Medical Shell Building, St. Joseph College Sr. Housing Dormitory Remodel, CHOC Parking Structure Garage Expansion, and The City Drive Mixed Use Development.

11. Maintained and trimmed over 6,000 city street trees.12. Maintained daily, the Metrolink Parking Structure, and Old Towne Plaza.13. Replaced over 1,800 water meters.14. Completed the cleaning of over 700,000 linear feet of sewer line.15. Cleared debris from over 11,000 linear feet of storm drains and channels.16. Completed City’s Local Roadway Safety Plan; maintain access to certain Federal funding sources.17. Replaced 150 plastic water service laterals with copper pipe.18. Collected and analyzed 1,800 water quality samples.19. Completed over 2,900 preventative vehicle maintenance services of which 1,500 were repairs to the City’s Fire and Police vehicles.20. Provided as-needed maintenance on over 7,850 streetlights.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. Performed over 3,300 building plan check reviews.24. Read 180,000 water meters.25. Responded to over 900 facility maintenance service requests.26. Issued over 675 Subdivision encroachment permits.27. Marked 5,600 Underground Service Alerts.28. Issued over 600 transportation permits.29. 59 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, innovation, 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, technology, 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.

Prepare and submit various county, state, and federal reports.4. 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.

Continue to progress towards meeting California's solid waste mandates such as SB 1383, AB 341, and AB 1826.7.

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.

Continue to refine and manage the City’s Pavement Management Plan.2. Ensure completion of all approved projects in the CIP within budget and as scheduled.3. 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. Prepare and submit all county, state, and federal reports.5. Acknowledge all Public Works inquiries within one business day and strive for resolution or response within 72 hours.6.

Provide engineering services for capital improvement projects to other city departments.7. Provide contract administration and construction inspection for all public improvements, grading permits, and encroachment permits.8.

Complete all property sales and acquisitions on time and within budget.9. 60 DEVELOPM

ENT SERVICES AND GEOGRAPHIC INFORMATION SYSTEMS
This program provides development 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 encroachment 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.

Review and approve sewer lateral connections and facilitate out-of-area sewer connection requests.5. 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. 61

BUILDING AND SAFETY SERVICES
The Building & Safety program provides services that assist the community with their building and development projects. Professionally trained staff perform permitting, plan check, and field inspections. Inspections are conducted in order to verify that the construction work is in conformance with City building codes and the approved plans. Additionally, our building and safety staff work closely with other City agencies to provide guidance and coordinate through the building process from concept to occupancy approvals. SERVICE OBJECTIVES Facilitate same day permit issuance for small projects and single trade type projects.1. Provide 24-hour turnaround on inspection requests received.2. Inspection staff maintain late afternoon office hours to serve our customers.3. Ensure a coordinated and comprehensive inspection process by working closely with other inspection agencies during the building process.4.

Produce residential plan review comments within 7 working days and commercial plan review comments within 15 to 20 working days.5.

Provide professional and courteous service to all our customers.6. 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 other professional organizations in order to provide technically accurate service.

7. Efficiently maintain accurate permit, plan check, and inspection records through the use of the City’s permit database.8.

Perform required duties under the City’s Emergency Operations Center (EOC) and disaster response.9. 62 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.

Maintain an overall safety program to provide a safe work environment for all employees.3. Prepare and submit on time all necessary county, state, and federal reports.4. 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, street tree maintenance & planting, and environmental compliance. 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.

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

Replace deficient, aging, or damaged sewer and storm drain lines.7. Maintain over 7,000 street trees and plant over 500 new trees annually.8. 63 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 fire apparatus, safety vehicles, cars, trucks, and other non-wheeled equipment, to ensure safe and reliable operation.1.

Continue to reduce the City's carbon footprint by purchasing alternative fuel vehicles.2. Prepare and submit county, state, and federal reports.3. Prepare an annual vehicle replacement observation list, with staff recommendations, for review and approval by the City Manager, Mayor, and City Council.4.

Develop policies and procedures to ensure proper service and operation of all equipment, enhance safety, and reduce repair costs.5.

Maintain all authorized equipment at a fully functional level on a continual basis.6. Complete all routine repairs within two working days for non-emergency vehicles and within 24 hours for emergency equipment.7.

Annually conduct a parts inventory to ensure a sufficient number of required parts are available to meet operational standards.8.

Maintain and ensure regulatory compliance on fuel dispensing systems.9.

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.

Prepare and submit all county and state reports as required.2. Inventory, conduct, and complete required industrial, commercial, and municipal surface water quality inspections.3.

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

Provide training to city departments on regulatory programs.7. 64 TREE AND LANDSCAPE SERVICES
This program provides tree and landscape services for the City public right-of-way, the Del Rio Community Facilities District, Santiago Hills Landscape Maintenance District, and Sycamore Crossing Landscape Maintenance District. SERVICE OBJECTIVES Maintain over 7,000 street trees and plant over 500 new trees annually. 1. Maintain medians, tree wells, and other right-of-way landscape areas Citywide.2. Provide landscape contract administration and supervision of maintenance services for the districts and city facilities in a cost-effective manner.3.

Respond to homeowner and public concerns, research and resolve issues, follow through and complete maintenance requests in a timely manner.4.

Continue effective management of maintenance funds and adjust priorities as challenges or opportunities present themselves.5.

Ensure the landscape contractor is compliant with the maintenance specifications.6. Monitor irrigation systems and evaluate water management programs to reduce water usage and costs.7. Prepare annual reports for the districts and public right-of-way. 8.

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 27 buildings.1. Provide expedient and courteous service to all city departments.2. Respond to facility maintenance requests within one business day and strive for resolution or response within 72 hours.3.

Assist all departments with the development of building capital improvement requests.4. Provide cost-effective maintenance programs to assure the satisfaction, reliability, and performance of building-related facilities.5. 6 . Continue to reduce the City's carbon footprint by upgrading to energy efficient systems. 65 This program identifies current and future transportation system needs and implements programs to meet those needs for freeways, arterials, bikeways, pedestrian facilities, bus lines, railways, local transit, and parking lots. Furthermore, the Transportation Planning and Engineering 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, enhance safety, and reduce congestion through optimum use and operation of existing traffic signals, signs, street striping, streetlights, traffic calming features, 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.

Strategically pursue grant funding opportunities for the City to design, develop, and maintain public traffic systems that satisfy the transportation needs of the residential and business community.4.

Promote the development and use of a city intermodal transportation system.5. Review Transportation System Improvement Program (TSIP) fees to ensure regulatory compliance and consistency with transportation needs.6.

Review development proposals to ensure transportation infrastructure compatibility and potential traffic impacts are analyzed and mitigated accordingly.7.

Implement and deliver local transportation and roadway safety projects.8. Monitor and actively participate in regional transportation planning initiatives to ensure the City’s interests are considered.9.

Prepare and submit county, state, and federal reports.10.

TRANSPORTATION PLANNING AND ENGINEERING

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 City’s traffic control and lighting system 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.

Expand and, where appropriate, modernize the City’s signal communications infrastructure.3. Acknowledge all citizen inquiries within one business day and strive for resolution or response within 72 hours.4.

Prepare and submit county, state, and federal reports.5. 66 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.

Prepare and submit mandated county, state, and federal water quality reports.6. Acknowledge all citizen inquiries within one business day and strive for a resolution or response within 72 hours.7.

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.

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

Ensure the satisfactory performance of all meters, valves, and fire hydrants.

1. 2.

3. 67

COMMUNITY DEVELOPMENT
MISSIONTo 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. 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.

7. Address community needs and improve resident well-being by allocating funds under the Community Development Block Grant (CDBG) Program, HOME Investment Partnerships (HOME) Program, California Department of Housing and Community Development (HCD), and set-aside former Redevelopment Agency funds to public services, public facilities, fair housing activities, and affordable housing projects that benefit low-and-below moderate income residents including those experiencing homelessness or at risk of becoming homeless.

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 housing stability.

9. Provide oversight of the Short-Term Rental Program to ensure compliance with the City’s regulatory standards.10.

DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
68 ACCOMPLISHMENTS FOR 2022-23
Took in approximately 225 land use applications and conducted 97 inter-departmental Staff Review Committee reviews for projects including CHOC parking structure expansions, CHOC Medical Office Tower, Chapman University’s Killefer School Center for Quantum Physics, IDI Orange Warehouse Building, Chapman Yorba Senior Apartments and Self Storage Facility, Kornerstone Cemetery, American Way Industrial Buildings, Streetlights Apartments, La Linda Plaza Senior Apartments, Batavia Self Storage, Orange Collins Logistic Warehouse, Orange County Classical Academy (OCCA) expansion, Rapids Express Car Wash, Dephino Office Building, Salem Lutheran Preschool, In-N-Out Burger, Intracorp Homes, Jim’s Original drive-thru restaurant, Core Burger, Grace Church Gymnasium, Kiddie Academy, and St. Verena Coptic Orthodox Church Multi-Purpose Center.

1. Completed development entitlement process for key development projects including the CHOC parking structure expansions, CHOC Medical Tower, Hilbert Museum expansion, Orion Affordable Senior Apartments, OCCA expansion, Old Towne Gateway, American Way Industrial Buildings, In-N-Out Burger, Rapids Express Car Wash, and Core Burger.

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, Walmart, Tustin Street Best Buy, Prologis Distribution Facility, 1 City Plaza adaptive re-use, CHOC parking structure expansions and medical office tower, Hoffman Radiator, Taco Adobe, Valencia Gardens Workforce Housing, Katella Terrace Affordable Senior Apartments, Villa St. Joseph Affordable Senior Apartments, Orion Affordable Senior Apartments, HomeAid La Veta residences, Nexx Burger, In-N-Out Burger, and the Meats Green Waste Facility.

3. Completed the 2021-2029 Housing Element Update, Neighborhood Preservation Overlay Ordinance, Small Lot Subdivision Ordinance, and made significant progress towards completion of a Safety Element and General Plan Clean-Up Update and sign code amendment.

4. Performed long-range planning efforts for the North Tustin Street corridor including public outreach, identification of land use and economic development objectives, and support for City Council Ad-Hoc Committee community meetings.

5. Made substantial progress on development of grant funded Objective Design Standards.6. Collaborated with the Irvine Company on initial steps to begin the Orange Heights/Santiago Hills II development project.7.

Provided environmental compliance and support for a variety of CIP projects including the Fire Station Headquarters, remodeling of Fire Stations 2, 4, and 5, Santiago Creek Trail, Grijalva Park Master Plan, Water Well 28 amendments, library rehabilitation, Plaza bollards, annual concrete, pavement, sewer, storm drain, and street repairs, and Glassell/Palmyra signalization.

8. Continued review and inter-departmental coordination for the Chapman University Specific Plan update and associated environmental impact report.9.

Participated in building permit plan check for Valencia Gardens Workforce Housing, CHOC parking structure expansions, CHOC Medical Office Tower, St. Joseph Medical Office Building, Hilbert Museum expansion, Villa St. Joseph Senior Affordable Housing, Orion Affordable Senior Apartments, The Richland Hotel, American Way Industrial Buildings, Nexx Burger, Holy Sepulcher Cemetery Maintenance Building, Target Expansion, Grace Church Gymnasium, and Kiddie Academy.

10. Finalized construction for key projects including Chapman University Dance Center, Finney’s Crafthouse, Bluestone Lane, Nexx Burger, Chipotle, Tripoint Apartments, Fairfield Apartments, and The Richland Hotel.

11. Prepared and submitted the FY 2023-2024 Annual Action Plan, the FY 2021-2022 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 2022-2023 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.

12. Completed a draft grant funded Transfer of Development Rights ordinance.13. 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 14. 69 format planning materials. Applied for and received $1,039,081 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.

15. Allocated $222,815 in PLHA funding to the Family Care Center, an emergency shelter for families that offers meals, showers, laundry, tutoring, and access to computers for students.16. Allocated $1,600,000 in HOME and former Redevelopment Agency funds to Villa St. Joseph, a 50-dwelling unit senior affordable housing project.17. Committed $1,200,000 in HOME and former Redevelopment Agency set-aside funds to the Orion Project, a 165-dwelling unit affordable housing project.18. Developed the guidelines for a Tenant Based Rental Assistance Program to assist persons who are at risk-of-homelessness or experiencing difficulty with housing stability.19. Conducted 33 affordable housing inspections to ensure compliance and quality standard of life for residents.20. Conducted seven public stakeholder meetings, 11 one-on-one consultations and interviews, and two Public Hearings in the development of the HOME American Rescue Plan (HOME-ARP) Plan. Successfully submitted the HOME-ARP Plan for $1,655,186 to support services for those experiencing homelessness.

21. Assisted in the closure of several illegal cannabis dispensaries in conjunction with the Orange Police Department.22. Enforced the maintenance, boarding, or demolition of “at-risk” vacant properties that created potential for blight, graffiti, homeless encampments, and criminal activity.23. Coordinated with the City Attorney’s office in the filing of civil injunctions, criminal prosecutions, and receivership action to abate nuisance properties.24. Enhanced the efficiency methods of code enforcement, case management, staff training and implementation of field notices for addressing property maintenance, zoning, licensing, and building code violations.

25. Implemented weekend enforcement of illegal construction, unlicensed vendors, unpermitted uses, and to mitigate noise levels from commercial establishments that impact the community. 26. 70 DIVISIONS AND PROGRAMS
The Community Development Department is comprised of 5 divisions/programs.

ADMINISTRATION
Administration provides 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 OBJECTIVESAttend/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.

Maintain accurate payroll and personnel records for the Department.3. Provide courteous, timely, and helpful service to users of the Department.4. 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.

Ensure that all staff receive training and stay current with changes in the development industry.7. 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. Provide technical support for special projects requiring use of GIS applications.11. Manage department budget and identify opportunities of cost recovery and savings.12. Manage the department webpages and ensure that information is accurate and up to date.13. Negotiate, manage, and maintain contracts for the department.14. 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. Manage close out of project files and coordinate scanning and indexing of records.17. 71 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. Advance Planning provides 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. This program guides and fosters 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. 72 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 Staff Review Committee (SRC). The Planning Commission reviews and evaluates individual development proposals for conformance with City-adopted codes, ordinances, and the General Plan. The DRC is an advisory committee to the City Council and Planning Commission on architectural and landscape matters. The DRC evaluates projects in the City’s historic districts and major projects citywide for conformance with city design standards. SRC 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 SRC 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.

Return all phone calls within two business days.2. Conduct final planning inspections within two business days of request.3. Complete Zoning Verification Letters within ten business days of receipt.4. Complete Public Records Requests within ten calendar days of receipt.5. 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 235 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. 73 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, substandard 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 inter-department violations with the Police Department, Fire Department, and Public Works. Additionally, the Code Compliance program manages short term rental property regulations, special event and banner applications, facilitates the issuance of permits, and monitors compliance requirements. SERVICE OBJECTIVES Continue to provide quality customer service.1. Provide ongoing observation of areas with active enforcement efforts to preserve acceptable levels of compliance.2.

Seek voluntary compliance in 100% of all cases with assistance from the City Attorney’s office.3. 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. Conduct community outreach at City events to educate the public on the Municipal Code.5. Identify “at-risk” vacant properties and implement code compliance strategies to address property maintenance and building security violations.6.

Assist in providing information to the City’s Planning Division on any known zoning violations and the City Building Division on any known unpermitted construction.7.

Work with the Police Department on areas of mutual concern, such as illegal cannabis dispensaries, noise standard violations from bars/restaurants, and illicit homeless encampments.8.

Develop of an annual Neighborhood Clean-up program with support from non-profit organizations, service groups, and volunteers to lend a helping hand to senior citizens, military veterans and others facing financial hardships with maintaining their properties.

9. Provide oversight and enforcement of short term rental properties in the City to ensure compliance with City regulations.10.

74 Effectively and efficiently manage resources that provide support to activities that create safe, livable, and sustainable neighborhoods.2.

Provide support and manage resources that are focused on preventing and ending homelessness.3. Provide support and manage resources that benefit and improve the quality of life of low and below moderate income residents. 4.

Promote fair housing practices and accessibility among residents, community stakeholders, and those involved in the production, preservation, and operation of housing. 5.

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 is responsible for the management, administration, and oversight of the former Redevelopment set-aside funds and 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
Provide support for housing production and preservation to promote an adequate supply of ownership and rental housing that is safe, healthy, and affordable to people of all income levels, ages, races, and needs.

1. 75

COMMUNITY SERVICES
MISSIONTo 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 ACCOMPLISHMENTS FOR 2022-23
Maintain open space to meet current industry standards and environmental regulation.1. Provide for the design, construction, and oversight of new parks and facilities for the community, such as the Hart Park Pickleball and Fitness Circuit, skate park at Grijalva Park, and new park in west Orange.2.

Provide quality recreation programs and services for the community and implement new programs such as a Movies in the Park Series and a rotating Concerts in the Park Series.3.

Collect community input and make adjustments when necessary to provide special event programs servicing the interest and enhancing the quality of life for our residents.4.

Adjust staffing resources to meet the current and future needs of the Department.5. Collaborate with community organizations in the provision of social and human services programs to meet the needs of residents, including the senior and unhoused populations. 6.

Provide leadership and administrative support to the 517 W. Struck Project. 7. Continue to fulfill the expectations of the public through effectively managing limited resources.8. Create Community Services content based on community interest for the City’s Our Orange publication.9. Increase marketing efforts through recreation social media platforms and Our Orange.10. Prioritize projects and special events for future years with the input from the Park Planning and Community Events Commission. 11.

Completed installation of tot lot shade sails at Fred Barrera and Serrano Parks, allowing for sun protection for the community’s youth. Began installation at Belmont and La Veta Parks.1.

Completed installation of lighted park monument signs at Eisenhower, El Modena, El Modena Basin, Hart, La Veta, and Killefer Parks to assist the public and safety personnel with identifying City parks.2.

The City acquired in fee ownership of the leased land at Hart Park land for public park purposes in perpetuity, completing the City’s initiative to own the leased land at Handy and Hart Parks3.

Completed Phase 1 of the El Modena Basin Area Improvements project, which included irrigation improvements and installation of a tot lot shade structure.4.

Began design of the Hart Park Pickleball and Fitness Circuit project after receiving $2 million in federal funding secured by Congressman Lou Correa.5.

Raised over $85,000 in community donations and sponsorships, in support of the Department’s special event season post pandemic.6.

Successfully planned, produced, and executed three new Movies in the Park events in addition to planning, producing, and executing the City’s traditional special events including Concerts in the Park, 3rd of July, Treats in the Streets, Veterans Day, and Tree Lighting.

7. DEPARTMENT BUDGETSFISCAL YEAR 2023-2024
76 due to the COVID-19 pandemic. Resumed an in-person lunch meal program provided by Meals on Wheels Orange County, at the Senior Center.With funds from the Federal American Rescue Plan Act through Orange County Supervisor Katrina Foley’s Office, implemented the Meal Gap Program and provided meals comprised of fresh produce procured at the Orange Farmer’s Market to supplement 5,715 meals at the 517 W. Struck Transition project.

10. Successfully established replacement services for individuals experiencing homelessness in accordance with a federal court agreement at the 517 W. Struck Project area.11.

DIVISIONS AND PROGRAMS
The Community Services Department is comprised of 7 divisions/programs.

ADMINISTRATION
Administration manages the financial and logistical operations of the Community Services Department, which includes Park Maintenance, Recreation, Human Services, Recreational Trails, and Park Planning and Development.

SERVICE OBJECTIVESFacilitate 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, 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. Work with the City’s selected grant consultants to administer department grants and actively research new funding opportunities.5.

Develop, monitor, and evaluate the Department’s annual budget.6. 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.

Hosted Vote Centers at El Camino, Grijalva, Killefer, and Steve Ambriz Parks. 8. In partnership with Orange Elderly Services, Inc. (OES), provided weekly meals to homebound seniors via taxi cab, in lieu of the in person congregate program through the end of the State Emergency Order 9. 77 Operate three summer day camps and one Teens-4-Team Orange summer camp, and excursions for over 1,473 youth participants.3.

Maintain three 10-week recreation class sessions and one 14-week recreation class session of quality contract classes for over 2,900 participants. 4.

Process over 1,700 permits and monitor over 5,588 bookings for park buildings, fields, picnic shelters and open space reservations utilized by the general public.5.

Manage an active public counter which receives 13,020 phone calls, 5,952 emails and 5,208 walk-in customers annually.6.

SPORTS AND AQUATICS
This program provides 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 708 teams, in which approximately 11,328 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 245 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, which 2,233 participants register for swimming lessons and 2,865 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 300 participants for swimming lessons, youth swim team, and youth water polo.

5. Execute four seasons of an adult basketball league in which approximately 219 teams and 1,752 adults participate.6.

Provide indoor open gym pickleball and basketball play for 4,689 participants.7. 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.

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 and is responsible for producing the Our Orange publication. Programs such as these are critical to the City’s vibrant community and offer much-needed recreation options that are high-quality and safe.

SERVICE OBJECTIVESMonitor fall, winter, and spring quarters of after-school recreation sites under full-service contract with the Youth Centers of Orange, providing services for 150 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. 78 SPECIAL EVENTS
Special Events provides for the coordination and implementation of the following citywide special events: Concerts in the Park, Movies 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 Gift Program, 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 Provide 15 high-quality, citywide annual special events attended by over 46,000 participants.1. Promote private and nonprofit partnerships through the Community Partnership program, which in turn provides financial support for City-wide special events.2.

Work with the Park Planning and Community Events Commission to collect input on special events and to promote the Community Partnership program.3.

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 Provide quality parks, athletic fields, facilities, and open space for Orange residents.1. Work with the Park Planning and Community Events Commission to identify and prioritize capital projects in the Capital Improvement Plan budget.. 2.

Maintain and utilize department planning documents:Master Plan of Parks, Recreation, and Facilities;Open Space/Conservation Elements of the Orange General Plan that describe Park and Trails Development;Recreational Trails Master Plan; andQuimby Ordinance.

3. 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. 79 PARKS MAINTENANCE
Parks Maintenance provides landscape and facility maintenance at parks throughout the City. This includes maintenance of park amenities as well as including community centers, recreation trails, restroom facilities, picnic shelters, benches, tables, courts, fields, playgrounds, fountains, and other equipment. SERVICE OBJECTIVES Maintain City parks and park assets in accordance with standard horticultural and facility management practices and methods.1.

Maintain safe and functional park infrastructure to include picnic areas, tot lots, courts, athletic fields, park amenities, and equipment.2.

Provide and oversee general landscape maintenance services at all City parks and Park facilities.3. Provide skilled maintenance services at all City parks.4. Provide ongoing technical and maintenance training to Parks’ maintenance employees.5. Administer, evaluate, and modify current and future park maintenance contracts. Prepare bid documents for bidding contract maintenance services.6.

Monitor irrigation systems and evaluate water management programs to reduce water usage and costs and conserve water.7.

Oversee contractors, to include, conducting regular inspections of all contract maintenance services at City parks in order to ensure compliance with maintenance specifications.8.

Provide administrative service for projects in City parks.9. Operate clean, safe, and functional facilities to meet the community’s needs. 10.

SENIOR SERVICES
Senior Services provides for the support of the Orange Senior 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 4,200 trips annually.2. 80 FY 2023-2024 Budget
Fund Project FY 24 FY 25 FY 26 FY 27 FY 28 5 YEAR TOTAL 120 Prop 172
Automatic Chest Compression Device 20105 - - - 175,000 - 175,000 Body Armor 12506 - - - 60,000 - 60,000
EMS Gurney Replacement 20166 - - 60,000 - - 60,000
Fire Station Apparatus Bay Door 20502 - - 220,000 - - 220,000 WMD-DuoDote Autoinjector Replacement 20169 - - 50,000 - - 50,000 120 Total - - 330,000 235,000 - 565,000
Projected Fund Balance 451,773 559,537 339,456 219,573 330,933 130 PEG Program
Video Production and Broadcast Refresh 20516 67,500 67,500 67,500 67,500 67,500 337,500 130 Total 67,500 67,500 67,500 67,500 67,500 337,500
Projected Fund Balance 146,386 143,761 130,955 107,561 5,655 220 Sewer
Sewer Cleaning & Video 15509 400,000 500,000 500,000 500,000 500,000 2,400,000 Storm Drain Improvements 20430 400,000 500,000 500,000 500,000 500,000 2,400,000 220 Total 800,000 1,000,000 1,000,000 1,000,000 1,000,000 4,800,000 Projected Fund Balance 168,440 149,341 268,351 530,701 941,789 245 Ab 2766 Air Pollution Reduction
Motor Vehicle Replacements 19999 86,000 - - - - 86,000
245 Total 86,000 - - - - 86,000
Projected Fund Balance 60,480 169,434 279,477 390,620 502,874 263 Traffic Improvemnt -Measure M2
Biennial Traffic Signal Coordination 16304 - 95,000 - 95,000 - 190,000 Local Roadway Safety Plan 30150 - - - - 50,000 50,000
Minor Traffic Control Devices 16302 50,000 50,000 50,000 50,000 50,000 250,000 Pavement Management Program 13120 2,700,000 2,700,000 3,000,000 3,000,000 3,100,000 14,500,000 Pavement Management Program Survey 13115 - 70,000 - 70,000 - 140,000 Streetlight Pole Replacement Program 20374 30,000 30,000 30,000 30,000 30,000 150,000 Traffic Signal Equipment Painting 16469 45,000 45,000 45,000 45,000 45,000 225,000 263 Total 2,825,000 2,990,000 3,125,000 3,290,000 3,275,000 15,505,000 Projected Fund Balance 332,366 550,739 748,486 890,934 1,024,743 270 Gas Tax Maintenance
Corp Yard Renovations 12982 - 150,000 150,000 - - 300,000 Pavement Management Program 13120 - 250,000 200,000 150,000 100,000 700,000 Traffic Signal Controller Changeout 16305 100,000 100,000 100,000 100,000 100,000 500,000 270 Total 100,000 500,000 450,000 250,000 200,000 1,500,000 Projected Fund Balance 638 (462,321) (874,539) (1,086,000) (1,246,691) 274 Rmra Road Maint Rehabilitation Account
Pavement Management Program 13120 3,000,000 3,400,000 3,500,000 3,600,000 3,700,000 17,200,000 274 Total 3,000,000 3,400,000 3,500,000 3,600,000 3,700,000 17,200,000 Projected Fund Balance 469,635 607,299 715,716 796,302 850,499 287 TSIP Citywide
ADA Improvements 11328 200,000 - - - - 200,000
Batavia & Taft Signal Network Extension 20379 620,000 - - - - 620,000 Bicycle Master Plan Update 20527 100,000 - - - - 100,000 Glassell St Signal Network Extension 20380 1,020,000 - - - - 1,020,000 Katella & Batavia Signal Network Extension 20378 - 150,000 - - - 150,000 Santiago Canyon Road Signal Network Extension 20525 - - - - 250,000 250,000 287 Total 1,940,000 150,000 - - 250,000 2,340,000
Projected Fund Balance (445,107) (445,107) (445,107) (445,107) (445,107) 310 Community Development Block Grant
ADA Improvements 11328 90,000 - - - - 90,000
Neighborhood Street Rehabilitation 30220 282,390 - - - - 282,390 El Modena Basin Public Restroom Improvement 30226 300,000 300,000 310 Total 672,390 - - - - 672,390
Projected Fund Balance 51,401 - - - -
317 Home
Home CHDO Allocation 11210 64,834 - - - - 64,834
Home Developer Projects 11250 324,174 - - - - 324,174
317 Total 389,008 - - - - 389,008
Projected Fund Balance 102,644 - - - -
355 Asset Seizure- Federal
Mobile Data Computers 20335 110,000 - - - - 110,000
355 Total 110,000 - - - - 110,000
Projected Fund Balance 1,680,457 1,680,457 1,680,457 1,680,457 1,680,457 Proposed Five-Year Capital Improvement Program
Project funding includes development impact fees. Funding is dependent on receipt of development revenue. 81 FY 2023-2024 Budget
Fund Project FY 24 FY 25 FY 26 FY 27 FY 28 5 YEAR TOTAL Proposed Five-Year Capital Improvement Program
500 Capital Projects
City Facility Improvements 19809 250,000 - - - - 250,000 Corp Yard Renovations 12982 - 1,000,000 1,000,000 - - 2,000,000 Fire Station 5 Workout Room Addition 20505 - 330,000 - - - 330,000 Main Library Improvements 20461 130,000 - - - - 130,000 Minor Traffic Control Devices 16302 150,000 200,000 200,000 200,000 200,000 950,000 Municipal Parking Lot Maintenance 14997 - 20,000 20,000 20,000 20,000 80,000 Pavement Management Program 13120 600,000 1,200,000 1,200,000 1,300,000 1,300,000 5,600,000 Pedestrian Beacon Upgrades 20518 27,730 - - - - 27,730
Rolling File Cabinet Replacement 20528 25,000 25,000 25,000 - - 75,000 Skate Park at Grijalva 20519 1,750,000 - - - - 1,750,000 Streetlight Pole Replacement Program 20374 470,000 470,000 470,000 470,000 470,000 2,350,000 500 Total 3,402,730 3,245,000 2,915,000 1,990,000 1,990,000 13,542,730 Projected Fund Balance 8,168,612 5,253,612 2,008,612 18,612 (1,971,388) 510 Park Acquisition (Infill)
Cerro Villa Open Space Improvements 20520 35,000 - - - - 35,000 El Camino Real Park Exercise Equipment 20438 - 692,450 - - - 692,450 El Modena Basin Area Improvements 20476 - 200,000 - - - 200,000 Evaluation of Synthetic Turf Installation at Grijalva Park20478 - 165,000 - - - 165,000 New Park in West Orange 20513 200,000 - - - - 200,000
Park Signage Installation 20437 60,000 90,000 - - - 150,000 Tot Lot Shade Sails 20059 - 223,000 223,000 - - 446,000 Yorba Dog Park Improvements 20521 125,000 - - - - 125,000 510 Total 420,000 1,370,450 223,000 - - 2,013,450
Projected Fund Balance 2,761,832 1,391,382 1,168,382 1,168,382 1,168,382 520 Sewer Construction
Sewer Line Maintenance & Replacement 15508 2,367,750 2,438,783 2,511,946 2,587,304 2,664,923 12,570,706 520 Total 2,367,750 2,438,783 2,511,946 2,587,304 2,664,923 12,570,706 Projected Fund Balance
550 Reimbursable Capital Projects
Motor Vehicle Replacements 19999 192,000 - - - - 192,000 Parker Street Restriping 20397 - - - - 100,000 100,000
Pedestrian Beacon Upgrades 20518 249,570 - - - - 249,570 Santiago Canyon Road Multipurpose Trail 30019 - 75,000 750,000 - - 825,000 Structural Evaluation of City Bridges 13816 - 2,000,000 - - - 2,000,000 Well 28 Construction 18120 2,000,000 - - - - 2,000,000
Well 29 Construction 20312 2,000,000 - - - - 2,000,000
550 Total 4,441,570 2,075,000 750,000 - 100,000 7,366,570 Projected Fund Balance - - - - -
553 Capital Bond Proceeds
Corp Yard Renovations 12982 1,000,000 1,000,000
Physical Security Platform Replacements 20456 1,000,000 - - - - 1,000,000 553 Total 2,000,000 - - - - 2,000,000
Projected Fund Balance 260,316 - - - -
555 Parking In Lieu
Municipal Parking Lot Maintenance 14997 20,000 - - - - 20,000 Old Towne Parking Management System 20522 109,000 - - - - 109,000 555 Total 129,000 - - - - 129,000
Projected Fund Balance 254 - - - -
560 Fire Facility Fee Districts All Com 6/07
Defibrillator, AED and Battery Replacement 20393 - 250,000 500,000 250,000 - 1,000,000 Fire Station 2 Remodel 20523 - 855,000 6,916,800 - - 7,771,800 Fire Station 3 Shop and Apparatus Storage Building 20504 - - 2,826,250 - - 2,826,250 EPCR Replacement Program 20171 - - - - -
Fire Station Maint & Renov 20334 50,000 50,000 50,000 50,000 50,000 250,000 Mobile Data Computers 12955 - 119,000 - - 119,000 238,000 Signal Pre-Emption Installation 12406 - 55,000 40,000 40,000 40,000 175,000 Thermal Image Cameras 12540 - - 250,000 - - 250,000
Turnout Replc/1851 Cleaning 20124 90,000 95,000 95,000 100,000 100,000 480,000 Vehicle Extrication Tool 20384 - 75,000 - - - 75,000
Wellness Equipment Replacement 30032 - 45,000 - 45,000 - 90,000 560 Total 140,000 1,544,000 10,678,050 485,000 309,000 13,156,050 Projected Fund Balance 85,933 85,933 85,933 85,933 85,933 Project funding includes development impact fees. Funding is dependent on receipt of development revenue. 82 FY 2023-2024 Budget
Fund Project FY 24 FY 25 FY 26 FY 27 FY 28 5 YEAR TOTAL Proposed Five-Year Capital Improvement Program
600 Water
Emergency Generator 18925 250,000 - - 250,000 - 500,000 Exterior Cathodic Protection Systems 18301 50,000 50,000 50,000 50,000 50,000 250,000 Lower Serrano Pump Station 18225 - - - 1,800,000 1,600,000 3,400,000 Meter Replacement Program 18102 175,000 175,000 175,000 175,000 175,000 875,000 Pipeline Renewal Projects 18400 1,500,000 1,700,000 2,000,000 2,000,000 2,000,000 9,200,000 Reservoir 2A Site Remediation 18324 - - - 1,000,000 - 1,000,000 Reservoir 3A Construction 18315 - - - 500,000 2,000,000 2,500,000 Reservoir 4A Construction 20496 - - - - 200,000 200,000 Reservoir Recoating 18302 - 50,000 750,000 - - 800,000
South Yard Storage Replacement 20429 200,000 - - - - 200,000 Water Plant Telemetry 18912 50,000 50,000 50,000 50,000 50,000 250,000 Water Utility Security Improvements 18101 25,000 25,000 25,000 25,000 25,000 125,000 Well 28 Construction 18120 2,000,000 - - - - 2,000,000
Well 29 Construction 20312 1,200,000 3,500,000 2,700,000 - - 7,400,000 Well Rehabilitation 18214 150,000 150,000 150,000 150,000 150,000 750,000 600 Total 5,600,000 5,700,000 5,900,000 6,000,000 6,250,000 29,450,000 Projected Fund Balance 5,055,428 4,881,530 4,728,676 4,216,557 3,420,126 720 Equipment Replacement
Motor Vehicle Replacements 19999 3,291,067 - - - - 3,291,067 720 Total 3,291,067 - - - - 3,291,067
Projected Fund Balance 4,077,141 4,077,141 4,077,141 4,077,141 4,077,141 790 Computer Replacement
Civic Center Fiber Improvements 20388 - 20,000 20,000 20,000 20,000 80,000 Conference Room Audio/Video 20342 - 20,000 20,000 20,000 20,000 80,000 Document Management Improvements 20284 - 20,000 20,000 20,000 20,000 80,000 EPCR Replacement Program 20171 - 65,000 20,000 20,000 20,000 125,000 Fiber Optic Cable Replacements 30071 100,000 100,000 100,000 100,000 100,000 500,000 Financial System Replacement 20391 300,000 200,000 200,000 200,000 200,000 1,100,000 GIS Enterprise Development 20272 60,000 60,000 60,000 60,000 60,000 300,000 IT System Improvements 20281 - 75,000 75,000 75,000 75,000 300,000 Mobile Data Computers 12955 - 119,000 - - 119,000 238,000 Network Refresh 20339 50,000 50,000 50,000 50,000 50,000 250,000 Personal Computer Replacements 20282 - 400,000 200,000 200,000 200,000 1,000,000 Physical Security Platform Replacements 20456 - 200,000 200,000 200,000 200,000 800,000 Police Enterprise System 30196 635,000 635,000 1,175,000 750,000 750,000 3,945,000 Server Refreshes / memory expansion 20278 - 50,000 50,000 50,000 50,000 200,000 Sharepoint 20279 - 10,000 10,000 10,000 10,000 40,000
Storage Area Network Replacement 20510 150,000 150,000 100,000 100,000 100,000 600,000 Strategic Plan Update 20338 30,000 - - - 60,000 90,000
UPS Replacements 20413 80,000 65,000 45,000 45,000 45,000 280,000 Video Production and Broadcast Refresh 20516 67,500 67,500 67,500 67,500 67,500 337,500 790 Total 1,472,500 2,306,500 2,412,500 1,987,500 2,166,500 10,345,500 Projected Fund Balance 5,220,939 3,624,314 2,421,689 1,951,999 1,303,310 954 City Trf: Merged 2008 Tax Exempt Bonds
City Facility Improvements 19809 156,000 - - - - 156,000 Grand St Parking Lot Improvement 30165 750,000 - - - - 750,000 Police Facility Improvements 20483 100,000 100,000 - - - 200,000 Police Headquarter Exterior Wall Sealing 19826 40,000 20,000 20,000 20,000 20,000 120,000 Quiet Zone/RR Xing Safety 16065 50,000 50,000 50,000 50,000 50,000 250,000 954 Total 1,096,000 170,000 70,000 70,000 70,000 1,476,000 Projected Fund Balance 340,503 170,503 100,503 30,503 (39,497) Grand Total 32,270,515 25,263,233 23,254,946 21,077,304 21,483,923 123,349,921 83 Proposed Departmental Funding Summary FY 2024 BUDGET Department Proposal Total Notes
Non-Departmental Animal Control Contract Increase 610,515 Non-Departmental Maintenance Contract for 800 MHz Radios 13,828 Non-Departmental Reinstate Non-Departmental Misc. Expenditure 50,000 674,343
City Clerk Reclassify Administrative Specialist to Administrative Assistant 11,000 Approved in FY23 MidYear City Clerk New Position - Records Manager 116,977
127,977
City Manager Add Assistant City Manager to City Manager Department Budget 194,394 Approved in FY23 MidYear City Manager Remove Internal Audit Manager from Budget (95,357) Approved in FY23 MidYear City Manager Legislative and Inter-Governmental Affairs 205,000 City Manager Property Tax Expense 63,000
367,037
Community Development New Position - Permit Technician 77,993 Approved in FY23 MidYear Community Development New Position - Code Compliance Officer 100,000 Community Development Reclassify Code Compliance Supervisor to Code Compliance Manager 25,789 Community Development Reclassify Administrative Specialist to Permit Technician - Cost-Neutral Community Development Code Compliance Budget - Operating Costs 10,650 Community Development Current Planning Temporary Outside Personnel 10,000 Community Development Overtime 10,000
234,432
Community Services New Position - Assistant Recreation Coordinator 68,300 Approved in FY23 MidYear Community Services Reclassify Part-Time Recreation Coordinator to Full Time 14,381 Approved in FY23 MidYear Community Services Reclassify 2 30hr Park and Facility Attendants to 2 Park Maintenance Worker I positions 26,576 Approved in FY23 MidYear Community Services General Fund Expenditures for 517 W Struck Transition Plan 400,425 Community Services Reclassify Senior Administrative Analyst to Administrative Manager 21,166 Community Services Service Cost Increases 56,485
Community Services Overtime 10,000
Community Services Part-Time Salaries 1,338,600
1,935,933
Finance Reclassify Payroll Technician to Senior Payroll Specialist 9,000 Approved in FY23 MidYear Finance Reclassify Administrative Analyst I to Financial Analyst 12,000 Finance Reclassify Part-Time Senior Finance Clerk to Full Time 17,300 38,300
Fire Department Purchase Utility Task Vehicle, increase support to wellness programs 62,528 Partially offset by Strike Team reimb.

Fire Department Reclassify 2 Senior Office Assistants to 2 Administrative Assistants 26,524 Fire Department PERS on Fire FLSA Overtime 28,085
Fire Department Joint Powers Training Center - North Net 13,658 Fire Department Metro Cities Fire Authority 67,220
Fire Department Overtime 2,569,500
2,767,515
Library Alternate Workers - Library 68,000
Library Part-Time Salaries 409,755
477,755
Police Department New Position - Civilian Investigative Officer 93,526 Police Department OCSD Forensic Contract Renewal 10,000 Police Department Ammunition 65,000
Police Department Overtime 1,694,333
Police Department Part-Time Salaries 755,112
2,617,971
Public Works New Position - Public Works Maintenance Worker II 77,153 Public Works New Position - Public Works Maintenance Worker II 77,153 Public Works Reclassify Tree Services Coordinator to Landscape Coordinator 14,399 Public Works Plaza Closure Device Rentals 75,000 Partially offset by event reimb.

Public Works Commercial Driver Training 9,000
Public Works Santiago Creek Cleaning 60,000
Public Works Tree Services Contract Increase 300,000
Public Works Tree Well Maintenance 115,200
Public Works Overtime 182,000
Public Works Part-Time Salaries 2,301
912,206
Fire Department Total
Library Total
Police Department Total
Public Works Total
Non-Departmental Total
City Clerk Total
City Manager Total
Community Development Total
Community Services Total
Finance Total
84 City Fees - Proposed Changes
Fee
Full Cost
Recovery Fee Current Fee
Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
Accessory Dwelling Unit Application $1,037 $541 52% $1,037 100% Sober Living Permit $2,134 $2,079 97% $2,134 100%
Mills Act Program
Original Application Fee $1,212 $1,000 83% $1,050 87%
Inspection/Annual Report $402 $35 9% $50 12%
Zone Clearance, Over the Counter Review $42 $41 98% $42 100% Staff Research, Information Requests - Per Hour $273 $116 42% $122 45% Temporary Use Permit (recurring) $445 $369 83% $387 87% Zoning Verifcation Letter $546 $316 58% $332 61%
SB9 Application $1,747 $541 31% $1,747 100%
Code Compliance Fees
Special Promotion (Banner) Permit $218 $105 48% $110 50% Special Event Application/Permit $903 $105 12% $110 12% Violation & Reinspection Fee $459 $452 98% $459 100%
Sidewalk Vending Permit (per applicant) $645 $0 0% $400 62% new Sidewalk Vending Permit (per employee) $169 $0 0% $100 59% new Sidewalk Vending Permit (change) $169 $0 0% $100 59% new

ANNUAL FIRE PERMITS/SPECIAL EVENT
Apartments
251-350 Units $808 $800 99% $808 100%
351-450 Units $955 $950 99% $955 100%
Waste Handling - Incl. Wrecking Yards, Junk Yards, and Waste Material Handling $280 $265 95% $280 100%
Open Burning - Excluding Recreational Fires $232 $220 95% $232 100% Open Flames & Candles $232 $220 95% $232 100%
Cellulose Nitrate Film in Group A Occupancy $47 $44 94% $47 100% Combustible Fiber Storage or Handling in Escess of 100 Cubic Feet $187 $177 95% $187 100% Cryogenics Fluids Not Requiring Hazardous Materials Disclosure $47 $44 94% $47 100% Dry Cleaning $187 $177 95% $187 100%
Dust Producing Operation - Combustible Dust $93 $88 95% $93 100% Repair Garages - Includes Associated Fuel Dispensing $47 $44 94% $47 100% High Piled Storage in Excess of 500 Square Feet $140 $133 95% $140 100% Lumber Yard or Woodworking Plant $280 $265 95% $280 100% Magnesium - Melting, Casting, Heat-Treating or Grinding an Amount in Excess of 10 Pounds $93 $88 95% $93 100%
Organic Coatings - Production in Excess of 1 Gallon per Day $140 $133 95% $140 100% Ovens, Industrial Baking or Dry $93 $88 95% $93 100%
Tank Vehicles $47 $44 94% $47 100%
Temporary Membrane Structures and Tents $232 $220 95% $232 100% Hot Work; or Cutting or Welding $47 $44 94% $47 100%
Explosives - Explosive Materials, Fireworks or Pyrotechnic Special Effects (2 hour min) $309 $294 95% $309 100%
Flammable or Combustible / Liquid Pipeline Operation / Excavation (2 hour min) - per $322 $316 98% $322 100%
Buildings Originally Constructed to High-Rise Standards - Less than 75 Ft. in Height $1,545 $1,469 95% $1,545 100%
High Rise Building $1,854 $1,762 95% $1,854 100%
Mall Buildings, Covered or Open - Placement of Fixtures, Displays or Equipment; Display of Liquid or Gas-Fired Eqiupment; or Use of Open- Flame or Flame-Producing Equipment
Temporary Kiosks $154 $147 95% $154 100%
Open flame / flame producing devices $154 $147 95% $154 100% Parade Floats $39 $36 92% $39 100%
Places of Assembly $187 $177 95% $187 100%
Spraying or Dipping - Utilization of Flammable or Combustible Liquids or Combustible Powder $93 $88 95% $93 100%
Tire Rebuilding Plant $93 $88 95% $93 100%
Care Facilities:
7-99 Occupants $348 $330 95% $348 100%
100-199 occupants $463 $440 95% $463 100%
200+ occupants $502 $475 95% $502 100%
New Facility Inspection Fee:
25 clients or less $463 $440 95% $463 100%
26+ clients $502 $475 95% $502 100%
Hospitals & Convalescent:
1-99 beds $348 $330 95% $348 100%
100-199 beds $463 $440 95% $463 100%
200+ beds $502 $475 95% $502 100%
Day Care Facilities
Non-Residential Based $232 $220 95% $232 100%
Residential Based N/A $110 N/A $0 N/A Remove due to state regulations General Use Permits - per hour $163 $154 94% $163 100%
Fireworks Display - min 2 hours $309 $294 95% $309 100% Spill Response:

Up to 5 gallons $894 $855 96% $894 100%
After Hours Work Fire Safety Specialist (2 hour min) - per hour $154 $147 95% $154 100% After Hours Work Hazardous Materials Specialist (2 hour min) - per hour $161 $158 98% $161 100%
After Hours Work Fire Plan Examiner (2 hour min) - per hour $166 $160 96% $166 100% After Hours Work Fire Captain (2 hour min) - per hour $201 $190 95% $201 100% Re-inspection Fee for Rejected Prevention Division Inspection $179 $169 94% $179 100%

COMMUNITY DEVELOPMENT

FIRE DEPARTMENT
85 City Fees - Proposed Changes
Fee
Full Cost
Recovery Fee Current Fee
Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
Report Fees $61 $58 95% $61 100%
Non-Criminal Cause & Origin Investigators Report - per hour $196 $186 95% $196 100% Non-Criminal Misc. Investigators Report - per hour $196 $186 95% $196 100% Non-Criminal SFD Investigators Report - per hour $196 $186 95% $196 100% Non-Criminal Commercial Occupancy Investigators Report - per hour $196 $186 95% $196 100% Standby Time Hazardous Materials Specialsit - 2 hour min - per hour $161 $158 98% $161 100% Change Hazardous Materials Contents of Underground Storage Tank - 2 hour min - per hour $561 $530 94% $561 100%
Hazardous Materials - Store, Handle, Use Sell - per hour $561 $531 95% $561 100% Review HMMP Plans - per hour $154 $147 95% $154 100%
Hazardous Materials - Disclosure Fees:
1 material $272 $266 98% $272 100%
2-4 materials $433 $424 98% $433 100%
5-9 materials $594 $582 98% $594 100%
10-15 materials $674 $661 98% $674 100%
16-20 materials $795 $780 98% $795 100%
21-25 materials $996 $978 98% $996 100%
26-30 materials $1,117 $1,096 98% $1,117 100%
31-44 materials $1,238 $1,215 98% $1,238 100%
45+ materials $1,399 $1,373 98% $1,399 100%
Underground Tanks:
1 tank $705 $690 98% $705 100%
2 tanks $866 $849 98% $866 100%
3 tanks $1,027 $1,007 98% $1,027 100%
4 tanks $1,188 $1,165 98% $1,188 100%
5 tanks $1,349 $1,323 98% $1,349 100%
Class I or II liquids Removal $322 $316 98% $322 100%
To install, alter, remove, abandon, or temporarily place out of service $161 $158 98% $161 100%
To change type of contents to a material other than designed for - 2 hour min - per hour $161 $158 98% $161 100%
Plan Check Hazmat Fee - hourly $161 $158 98% $161 100%
Existing Tank Monitoring System Restart $644 $632 98% $644 100% Aerosol Products - Level 2 or 3 in excess of 500 pounds $140 $133 95% $140 100% Amusement Building $386 $367 95% $386 100%
Aviation Facility $421 $397 94% $421 100%
Carnival or Fair - Min 2 hours (hourly) $309 $294 95% $309 100% Compressed Gas Not Requiring Hazardous Materials Disclosure $140 $133 95% $140 100% Exhibits & Trade Shows - Min 2 hours $309 $294 95% $309 100% Flammable & Combustible Liquids $140 $133 95% $140 100% Floor Finishing - in Excess of 350 Sq. Ft. Using Class I or II liquids $154 $147 95% $154 100% Fruit & Crop Ripening - Using Ethylene Gas $140 $133 95% $140 100% Fumigation & Insecticidal Fogging $77 $73 95% $77 100%
Hazardous Materials Not Requiring Hazardous Materials Disclosure $140 $133 95% $140 100% Hazardous Production Materials Facility $309 $294 95% $309 100% Liquid or Gas-Fueled Vehicle(s) in an Assembly Building $154 $147 95% $154 100% Liquid Propane Gas Not Requiring Hazardous Materials Disclosure $140 $133 95% $140 100% Miscellaneous Combustible Storage in Excess of 2,500 Cubic Feet $140 $133 95% $140 100% Open Flame or Torch - Removal of Paint or Use within a Wildfire Risk Area $77 $73 95% $77 100%
Private Fire Hydrant - Use or Removal from Service (1 hour min) $154 $147 95% $154 100% Pyrotechnic Special Effects Material - Use or Handling (1 hour min) $154 $147 95% $154 100% Pyroxylin Plastics - Storage or Handling in Excess of 25 Pounds; or Assembly or Manufacture of Products containing Pyroxylin Plastics $280 $265 95% $280 100% Mechanical Refrigeration Equipment Regulated by CFC Ch. 6 $140 $133 95% $140 100% Rooftop Heliport $140 $133 95% $140 100%
Storage of Scrap Tires & Tire Byproducts - Exterior Storage Exceeding 2,500 Cubic Feet; or Indoor Storage of Any Amount $280 $265 95% $280 100% Wood Products - Storage of Chips, Hogged Material, Lumber or Plywood in Excess of 200 Cubic Feet $140 $133 95% $140 100% Activity Related to Motion Picture, Television, or Commercial Production - Change of Building Use or Occupancy; Attendance of Live Audience; Wrap Party; Use of Pyrotechnic Special Effect; Open Flame; Use of Flammable or Combustible Liquid or Gas $154 $147 95% $154 100% 2nd and subsequent Re-Inspection for Same Violation. $292 $279 96% $292 100% FIRE CONSTRUCTION PERMITS:

Fire Protection Systems:

New:
1-5 devices $966 $948 98% $966 100%
6-15 devices $1,207 $1,186 98% $1,207 100%
16-30 devices $1,610 $1,581 98% $1,610 100%
31-50 devices $2,253 $2,213 98% $2,253 100%
Each additional 50 devices or portion thereof $322 $316 98% $322 100% Modifications:
1-5 devices $644 $632 98% $632 98%
6-15 devices $724 $711 98% $724 100%
16-30 devices $1,046 $1,027 98% $1,046 100%
31-50 devices $1,207 $1,186 98% $1,207 100%
Each additional 50 devices or portion thereof $322 $316 98% $322 100% Fire Sprinklers - 13 / 13D / 13R:
86 City Fees - Proposed Changes
Fee
Full Cost
Recovery Fee Current Fee
Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
New Construction:

Up to 50 Heads $1,449 $1,423 98% $1,449 100%
50-100 Heads $2,012 $1,976 98% $2,012 100%
Each additional 50 heads or portion thereof $322 $316 98% $322 100% Tenant Improvements / Modifications:

Up to 50 Heads $805 $790 98% $805 100%
50-100 Heads $1,046 $1,027 98% $1,046 100%
Each additional 50 heads or portion thereof $322 $316 98% $322 100% Preaction Fire Sprinklers:

New Construction:

Up to 50 Heads $1,932 $1,897 98% $1,932 100%
50-100 Heads $2,253 $2,213 98% $2,253 100%
Each additional 50 heads or portion thereof $322 $316 98% $322 100% Tenant Improvements / Modifications:

Up to 50 Heads $1,046 $1,027 98% $1,046 100%
50-100 Heads $1,449 $1,423 98% $1,449 100%
Each additional 50 heads or portion thereof $322 $316 98% $322 100% Underground Private Fire Service Line $1,851 $1,818 98% $1,851 100% Automatic Fire Extinguishing Systems (Hoods, spray booths, etc.) $644 $632 98% $644 100% Spraying or Dipping Flammable or Combustble Liquids Booths $805 $790 98% $805 100% Clean Agent Systems $1,127 $1,106 98% $1,127 100%
Smoke Control Systems $2,897 $2,845 98% $2,897 100%
Fire Pumps $1,610 $1,581 98% $1,610 100%
Standpipe System $885 $869 98% $885 100%
High Piled Storage $966 $948 98% $966 100%
Dry Cleaning $644 $632 98% $644 100%
Dust Production $805 $790 98% $805 100%
Industrial Ovens $805 $790 98% $805 100%
Carbon Dioxide System Exceeding 100 pounds of CO2 Used in Beverage Dispensing Application $140 $133 95% $140 100% High Rise Building - Base (includes 6 floors) $3,219 $3,161 98% $3,219 100% High Rise Building - per additional floor $322 $316 98% $322 100% Temporary Membrane Structures and Tents $724 $711 98% $724 100% Tanks:

Underground Tanks:

First Tank $2,575 $2,529 98% $2,575 100%
Each additional tank $483 $474 98% $483 100%
Aboveground Tanks
First Tank $966 $948 98% $966 100%
Each additional tank $322 $316 98% $322 100%
Vegetation Management Fuel Modifications $1,127 $1,106 98% $1,127 100% Special Events Application $121 $119 98% $121 100%
Miscellaneous Plan Review - per hour $161 $158 98% $161 100% Technology Fee (Fire Construction Permits) $60 $0 0% $5 8% new Regulatory Permit Renewal $46 $15 33% $30 65%
Business Licenses
New Business License Application $142 $56 39% $76 54%
Annual Renewal Processing Fee $98 $26 27% $41 42%
Massage Permit - includes material + inspection $253 $199 79% $250 99% Initial Regulatory Permit Review $195 $75 38% $100 51%
Seconhand Dealer Renewal Permit $56 $30 54% $40 71%
Online Business License Renewal $40 $11 28% $26 65%
Firearm Renewal Permit $111 $0 0% $40 36% New
Facility Rentals
El Modena Community Room, Orange Public Library & History Center Room A, Orange Public Library & Hisotry Center Room B, Rotary Room, Taft Community Room N/A N/A N/A N/A N/A Remove Taft Community Room Reports - Basic $39 $24 62% $0 0% Recommend elimination Reports - Redacted 58 41 71% $0 0% Rrecommend elimination Extensive Reports (more than 75 pages) $116 $82 71% $0 0% Recommend elimination Black & White Copy $1.26 $0 0% $0.15 12% Replaces Reports Fees Color Copy $1.26 $0 0% $0.25 20% Replaces Reports Fees
Business License Review $81 $151 186% $49 60%
Evidence Digital Media (Redacted) $120 $49 41% $24 20% Per evidence code 1563.b.1 Tow Truck Driver Background - Renewal $73 $0 0% $65 89% New Deposit-Based Fees
New ABC License Application N/A $7,500 N/A $5,000 N/A Billed at cost - reduce deposit

BUILDING - MEP
Inspection outside of normal business hours $137 $121 88% $137 100% Inspection/Re-inspection fees during business hours $137 $121 88% $137 100% Inspection for which no fee is indicated $137 $121 88% $137 100% Plan review for changes, additions, and revisions to plan $143 $132 92% $143 100% Change of Occupancy, requiring new and temporary C. of O. $152 $141 93% $152 100% Security Plan Check $143 $132 92% $143 100%
Alternate Materials or Methods Request $152 $141 93% $152 100% Records Research $64 $56 88% $64 100%
Waste Management Plan $148 $95 64% $148 100%
Technology Fee (Valuation) 0.13% 0.12% 92% 0.13% 100%
Technology Fee (MEP Permits) $60 $0 0% $5 8% new
Electrical:

Service or Panel:

Up to 1,000 amp $137 $121 88% $137 100%

LIBRARY

PUBLIC WORKS

FINANCE

POLICE DEPARTMENT
87 City Fees - Proposed Changes
Fee
Full Cost
Recovery Fee Current Fee
Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
1,000+ amps $274 $243 89% $274 100%
Outlets - Per Item $14 $12 86% $14 100%
Lights - Per Item $14 $12 86% $14 100%
Switches - Per Item $14 $12 86% $14 100%
New Construction $69 $60 87% $69 100%
Power Equipment:

Up to 1 HP or to 1kva $69 $60 87% $69 100%
Over 1 HP $137 $121 88% $137 100%
Sign & Circuit (electrical portion only) $137 $121 88% $137 100% Temporary Power - (main pole of equipment) $69 $60 87% $69 100% Temporary Power - distance poles - per pole $69 $60 87% $69 100% Busways $137 $121 88% $137 100%
Private street Light $137 $121 88% $137 100%
Issuance Fee $64 $53 83% $64 100%
Plan Review - 1/2 hr min $72 $74 103% $72 100%
Inspection of Solar Panel System - 1/2 hr min. $69 $60 87% $69 100% Inspection of items not listed - 1/2 hr min $69 $60 87% $69 100% Re-inspection fee - 1/2 hr min $69 $60 87% $69 100%
EV Charger - Per Item $69 $0 0% $69 100% new
Plumbing:

Water Closet $69 $60 87% $69 100%
Urinal $69 $60 87% $69 100%
Bathtub (including shower head) $69 $60 87% $69 100%
Shower Stall $69 $60 87% $69 100%
Kitchen Sink $69 $60 87% $69 100%
Dishwasher $69 $60 87% $69 100%
Garbage Disposal $69 $60 87% $69 100%
Clothes Washer $69 $60 87% $69 100%
Water Heater $69 $60 87% $69 100%
Sewer (new, add, alter, repair) $69 $60 87% $69 100%
Water Softener $69 $60 87% $69 100%
Clothes Dryer $69 $60 87% $69 100%
Gas Piping - per outlet $27 $24 89% $27 100%
Miscellaneous Fixtures $69 $60 87% $69 100%
Industrial Waste Receptors $69 $60 87% $69 100%
Drainage Piping (alter, repair) $69 $60 87% $69 100%
Drinking Fountain $69 $60 87% $69 100%
Roof Drainage System $69 $60 87% $69 100%
Cesspool $69 $60 87% $69 100%
Septic Tank $140 $135 96% $140 100%
Backflow Devices - per device $69 $60 87% $69 100%
Solar Systems (plumbing portion) $140 $135 96% $140 100% Issuance Fee $64 $53 83% $64 100%
Plan Review - 1/2 hr min $72 $74 103% $72 100%
Inspection of Solar Panel System - 1/2 hr min. $69 $60 87% $69 100% Inspection of items not listed - 1/2 hr min $69 $60 87% $69 100% Re-inspection fee - 1/2 hr min $69 $60 87% $69 100%
Mechanical:

Heater - less than 100,000 BTU $137 $121 88% $137 100%
Heater - greater than 100,000 BTU $206 $182 88% $206 100% Air Conditioner:
0-100,000 BTU $137 $121 88% $137 100%
100,000-1,000,000 BTU $206 $182 88% $206 100%
1,000,000+ BTU $274 $243 89% $274 100%
Air Handler - 10,000 CFM or less $137 $121 88% $137 100% Air Handler - over 10,000 CFM $206 $182 88% $206 100%
Evaporative Cooler $103 $91 88% $103 100%
Fan Coil $69 $60 87% $69 100%
Ventilation Fan $69 $60 87% $69 100%
Grease Hoods $274 $243 89% $274 100%
Mechanical Firebox (metal Fireplace) $137 $121 88% $137 100% Mini Split System (includes elect/multi-zones) $197 $0 0% $197 100% new Registers (inlet or outlet) $14 $12 86% $14 100%
Issuance Fee $64 $53 83% $64 100%
Plan Review - 1/2 hr min $72 $74 103% $72 100%
Inspection of Solar Panel System - 1/2 hr min. $69 $60 87% $69 100% Inspection of Items not listed - 1/2 hr min $69 $60 87% $69 100% Re-inspection fee - 1/2 hr min $69 $60 87% $69 100%
Pool / Spa Equipment $274 $243 89% $274 100%

BUILDING - MISCELLANEOUS
Antenna—Telecom Facility
Cellular/Mobile Phone, free-standing $345 $227 66% $345 100% Cellular/Mobile Phone, attached to building $345 $227 66% $345 100% Arbor/Trellis $415 $360 87% $415 100%
Chimney Repair $219 $205 94% $219 100%
Demolition
Commercial $546 $372 68% $546 100%
Residential $484 $257 53% $484 100%
Disabled Access Compliance Inspection $349 $328 94% $349 100% Door
New door (non structural) $238 $193 81% $238 100%
New door (structural shear wall/masonry) $238 $193 81% $238 100% Fence
Over 6 ft. in height $238 $193 81% $238 100%
Each addl 100 lf $23 $21 91% $23 100%
Fireplace
Masonry $405 $377 93% $405 100%
88 City Fees - Proposed Changes
Fee
Full Cost
Recovery Fee Current Fee
Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
Pre-Fabricated/Metal $301 $280 93% $301 100%
Flag pole (over 20 feet in height) $301 $280 93% $301 100% Foundation Repair $417 $389 93% $417 100%
Garage (detached)
Wood frame up to 1,000 sf $528 $494 94% $528 100%
Masonry up to 1,000 sf $632 $591 94% $632 100%
Modular Structures
Partition—Commercial, Interior (up to 30 lf) $141 $132 94% $141 100% Additional partition $53 $49 92% $53 100%
Partition—Residential, Interior (up to 30 lf) $141 $132 94% $141 100% Additional partition $53 $49 92% $53 100%
Patio Cover $415 $344 83% $415 100%
Photovoltaic System
Residential $383 $358 93% $383 100%
Commercial $664 $620 93% $664 100%
Commercial, each additional 1 kilowatt $71 $66 93% $71 100% Pile Foundation
Cast in Place Concrete (first 10 piles) $706 $665 94% $706 100% Additional Piles (increments of 10) $706 $665 94% $706 100% Driven (steel, pre-stressed concrete) $706 $665 94% $706 100% Additional Piles (increments of 10) $706 $665 94% $706 100% Product Review $143 $137 96% $143 100%
Re-roof
Residential $206 $191 93% $206 100%
Multi-Family Dwelling $453 $423 93% $453 100%
Commercial $453 $423 93% $453 100%
Commercial Addition $453 $423 93% $453 100%
Retaining Wall (concrete or masonry)
Standard (up to 3' high/50 lf) $471 $441 94% $471 100%
Additional retaining wall $71 $66 93% $71 100%
Over 3-10' high/50 lf $511 $480 94% $511 100%
Additional retaining wall $71 $66 93% $71 100%
Over 10' high/50 lf $530 $499 94% $530 100%
Additional retaining wall $71 $66 93% $71 100%
Gravity/Crib Wall, 0-10' high (up to 50 lf) $242 $225 93% $242 100% Additional Gravity/Crib Wall $73 $68 93% $73 100%
Gravity/Crib Wall, over 10' high (up to 50 lf) $383 $358 93% $383 100% Additional Gravity/Crib Wall $73 $68 93% $73 100%
Roof Structure Replacement $264 $247 94% $264 100%
Additional roof structure replacement $53 $49 92% $53 100% Sauna—steam $211 $198 94% $211 100%
Siding
Stone and Brick Veneer (interior or exterior) $207 $165 80% $207 100% All Other $207 $193 93% $207 100%
Additional siding $70 $66 94% $70 100%
Signs
Directional $297 $248 84% $297 100%
Ground/Roof/Projecting Signs $237 $191 81% $237 100%
Rework of any existing Ground Sign $203 $159 78% $203 100% Other Sign $273 $159 58% $273 100%
Wall/Awning Sign, Non-Electric $273 $225 82% $273 100%
Wall, Electric $273 $225 82% $273 100%
Skylight
Less than 10 sf $273 $99 36% $273 100%
Greater than 10 sf or structural $176 $165 94% $176 100% Stairs—First Flight $211 $198 94% $211 100%
Each additional flight $59 $66 112% $59 100%
Storage Racks
0-8' high (up to 100 lf) $141 $133 94% $141 100%
each additional 100 lf $71 $66 93% $71 100%
over 8' high (up to 100 lf) $211 $198 94% $211 100%
each additional 100 lf $71 $66 93% $71 100%
Supplemental Plan Check Fee (after 3rd review) $143 $136 95% $143 100% Supplemental Inspection Fee $140 $129 92% $140 100%
Swimming Pool/Spa
Vinyl-lined (up to 800 sf) $449 $361 80% $449 100%
Fiberglass $695 $620 89% $695 100%
Gunite (up to 800 sf) $695 $620 89% $695 100%
Additional pool (over 800 sf) $283 $266 94% $283 100%
Commercial pool (up to 800 sf) $767 $661 86% $767 100%
Commercial pool (over 800 sf) $705 $661 94% $705 100%
Spa or Hot Tub (Pre-fabricated) $283 $262 93% $283 100% Window or Sliding Glass Door
Replacement $168 $126 75% $168 100%
New Window (non structural) $203 $159 78% $203 100%
New window (structural shear wall/masonry) $415 $358 86% $415 100% Bay Window (structural) $415 $358 86% $415 100%

ENGINEERING
Lot Line Adjustment $2,393 $2,122 89% $2,393 100%
Certificate of Compliance $2,393 $2,122 89% $2,393 100% Certificate of Correction / Amended Map $2,393 $2,122 89% $2,393 100% Process Grading Application $345 $273 79% $345 100%
Encroachment Permits:

Process Encroachment Application $327 $255 78% $327 100% Driveways - non-arterial $638 $526 82% $638 100%
Driveways - arterial $1,147 $969 84% $1,147 100%
Sidewalk $567 $465 82% $567 100%
89 City Fees - Proposed Changes
Fee
Full Cost
Recovery Fee Current Fee
Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
Streetwork / Trench Repair:
0-100 feet $928 $779 84% $928 100%
100-300 feet $1,288 $1,092 85% $1,288 100%
300-500 feet $2,024 $1,735 86% $2,024 100%
500-1000 feet $2,887 $2,480 86% $2,887 100%
1000-1500 feet $3,608 $3,097 86% $3,608 100%
1500-2000 feet $4,202 $3,610 86% $4,202 100%
Minor Encroachment Permit $426 $342 80% $426 100%
Utility Lateral for house connection on residential streets $1,005 $847 84% $1,005 100% Fire Service Connection $1,854 $1,581 85% $1,854 100%
Grease Interceptor $1,304 $1,120 86% $1,304 100%
Flood Zone Written Notice $392 $317 81% $392 100%
Street Addressing $789 $666 84% $789 100%
Summary Abandonment $1,642 $1,538 94% $1,642 100%
Full Abandonment $1,642 $1,538 94% $1,642 100%
Quit Claims $1,642 $1,538 94% $1,642 100%
Simple Research & CD Prep $266 $202 76% $266 100%
Map Sheets $208 $157 75% $208 100%
Sewer Frontage Charges - per l.f. $155 $137 88% $155 100% Grease Interceptor License Fee $7,500 $3,000 40% $7,500 100% Waste Bins and Pods $228 $0 0% $228 100% new
FIELD SERVICES changed title from "Maintenance"
Initial Inspection & Application - Mail Carriers, Newspaper Racks, Drop Off Boxes, Recycling Bins, etc. $100 $104 104% $100 100% Renewal Inspection - all boxes $50 $52 104% $50 100%
Removal of Abandoned Shopping Cart $56 $50 89% $56 100% Banner Installation & Removal $259 $235 91% $259 100%
Graffiti Removal
0-50 square feet $146 $131 90% $146 100%
Each addl square foot $0.75 $0.68 91% $0.75 100%
Old Town Plaza Sidewalk Cleaning $1.57 $1.44 92% $1.57 100% Tree Removal $43 $42 98% $43 100%
Tree Planting $293 $287 98% $293 100%
Outdoor Dining Permit - New $385 $479 124% $385 100% moved from Community Development Outdoor Dining Permit - Renewal $205 $131 64% $205 100% moved from Community Development

TRAFFIC
Neighborhood Permit Parking Program Application $4,444 $3,400 77% $500 11% reduce per Council direction 8/2022 Neighborhood Permit Parking Program Processing Fee $1,024 $1,500 146% $500 49% reduce per Council direction 8/2022 WATER
Plan Check & Inspection Fee
Water Service, no on-site water facilities $595 $462 78% $595 100% Broken Curb Stop $273 $227 83% $225 82%
Pull Water Meter $194 $161 83% $175 90%
As of Last Read Establishment Fee $29 $20 69% $25 86%
After Hours Reconnection Surcharge $161 $50 31% $100 62% Meter Testing - deposit $239 $208 87% $239 100%
Backflow Prevention Inspection $342 $262 77% $342 100%
90 Animal Control and Shelter Fees - All Fee Increase
Full Cost
Recovery Fee Current Fee Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
I. Fees for Animal Licenses
Annual Dog Licenses (12 months)
a. Non-neutered $159 $159 100.0% $159 100.0%
b. Neutered (Note 1) $51 $38 74.5% $42 82.4%
c. Neutered, Sr. Citizen and Military discout (Note 2) $51 $19 37.3% $21 41.2% d. Puppy, 6 months old or younger $51 $38 74.5% $42 82.4% Cat License (12 months)
a. Non-neutered $9 $9 100.0% $9 100.0%
b. Neutered $9 $9 100.0% $9 100.0%
Other
a. Reissue of lost dog or cat license tag $9 $9 100.0% $9 100.0% b.Transfer of dog or cat licence $9 $9 100.0% $9 100.0% c. Assistance dog licence $11 $11 100.0% $11 100.0%
d. Police / Law Enforcement $11 $11 100.0% $11 100.0%
e. Exotic Animal Permit
Per Aviary $691 $500 72.4% $500 72.4%
Per Species $997 $500 50.2% $500 50.2%
f. Animal Permit (per household per year)
more than three (3) animals $627 $627 100.0% $627 100.0% more than three (3) animals - Nonprofit $627 $627 100.0% $627 100.0% Late Fee $48 $48 100.0% $48 100.0%
Non-Compliance Fee- Collections $58 $58 100.0% $58 100.0% Non-Compliance Fee $150 $150 100.0% $150 100.0%
Rabies Vaccination Exemption Fee-New $65 $65 100.0% $65 100.0% 4-1-95 Declared Dog
a. 4-1-95 Declared Dog Permit $692 $692 100.0% $692 100.0% II. Fees For Animal Business Licences
Application Fee (Note 3) $138 $138 100.0% $138 100.0%
Penalty Fee (Note 4) 25%
Re-inspection Fee $466 $466 100.0% $466 100.0%
Commercial Kennels Permit-Modified
a. under 30 animals $874 $650 74.4% $650 74.4%
b. over 30 animals $933 $750 80.4% $750 80.4%
Pet Shop
a. Aquatic Only $1,219 $850 69.7% $1,000 82.0%
b. Pet Shop $1,160 $800 69.0% $1,000 86.2%
Fixed Locations Grooming Parlor (per year) $608 $525 86.3% $525 86.3% Mobile Groomers
a. Field Inspection $585 $450 76.9% $500 85.5%
b. OCAC Inspection $500 $400 80.0% $400 80.0%
Animal Rental Establishment (per year) $531 $500 94.2% $500 94.2% Permanent Animal Exhibition (per year) $707 $700 99.0% $707 100.0% Temporary Animal Exhibition
a. First day $161 $150 93.2% $150 93.2%
b. Additional day (not to exceed per year max) $80 $75 93.8% $75 93.8% Commercial Stable (per year)
a. 1-49 horses $1,120 $750 67.0% $750 67.0%
b. 50-99 horses $1,238 $900 72.7% $900 72.7%
c. 100 or more $2,073 $1,500 72.4% $1,500 72.4%
Circus (billed as hourly rate) (Note 5)
Business Licensing Hourly Rate $145 $145 100.0% $145 100.0% Vet Services Hourly Rate $123 $123 100.0% $123 100.0%
Rodeo (billed as hourly rate) (Note 6) $145 $145 100.0% $145 100.0% III. Fees For Animals Impounded
Daily Feed and Care
a. Large animal $155 $155 100.0% $155 100.0%
b. Medium animal $101 $100 99.0% $101 100.0%
C.Dog or Cat $136 $68 50.0% $68 50.0%
d. All other animals $72 $50 69.4% $50 69.4%
Veterinary Services
a. Rabies Vaccination $10 $10 100.0% $10 100.0%
b. Services performed by County staff, per qtr. Hr. $31 at cost at cost C. Emergency services performed by other than County $100 $100 100.0% $100 100.0% staff, per treatment (Note 10)
d. Other procedures (Note 7) N/A N/A N/A
e. Owner Requested Euthanasia $132 $132 100.0% $132 100.0% Health Related Grooming
a. Minor (Note 8) $21 $21 100.0% $21 100.0%
b. Major $90 $90 100.0% $90 100.0%
Health Related Bath
a. Small $24 $24 100.0% $24 100.0%
b. Medium $33 $33 100.0% $33 100.0%
c. Large $50 $50 100.0% $50 100.0%
Disposal Options
Rendering $19 $19 100.0% $19 100.0%
Impound Fees- Modified
Brought in by Field Officers
a. Large animal (horse, cow, etc.) $171 $171 100.0% $171 100.0% b. Medium animal (pig, sheep, etc.) $134 $134 100.0% $134 100.0% c.Dog, cat or other small animal* $205 $150 73.2% $175 85.4% Brought in by Citizens/ Over the Counter
a. Large animal (horse, cow, etc.) $126 $126 100.0% $126 100.0% b. Medium animal (pig, sheep, etc.) $99 $99 100.0% $99 100.0% c.Dog, cat or other small animal* $134 $134 100.0% $134 100.0% Owner Requested Disposal from Field
a. Large animal (horse, cow, etc.) $232 $232 100.0% $232 100.0% 91 Animal Control and Shelter Fees - All Fee Increase
Full Cost
Recovery Fee Current Fee Current Cost
Recovery %
Proposed
Fee
Proposed Cost
Recovery %
b. Medium animal (pig, sheep, etc.) $138 $138 100.0% $138 100.0% c.Dog, cat or other small animal* $32 $32 100.0% $32 100.0% Placement Fees
a. Dog
Days 1-5 after being made available $53 $50 94.3% $53 100.0% Days 6-30 after being made available $53 $20 37.7% $20 37.7% Day 31 and over after being made available $53 $0 0.0% $0 0.0% b. Cat
Days 1 after being made available $53 $50 94.3% $53 100.0% Days 2 after being made available $53 $0 0.0% $0 0.0%
c. Exotic animals, including birds and reptiles $53 $50 94.3% $51 96.2% d. Other animals (except livestock) N/A N/A N/A
e. Livestock N/A
Lower of
actual cost or
market value
Lower of
actual cost
or market
value
f. Sr. Animal for Sr. Citizen - Dog
Dog $53 $0 0.0% $0 0.0%
Cat $53 $0 0.0% $0 0.0%
Microchip
a. Implant & Registration Fee $14 $14 100.0% $14 100.0% b. Home Again Re-Registration Only Fee (Note 9) $0 $0 $0 c. Home Again New Registration Only Fee (Note 9) $0 $0 $0 d. Avid Registration Only Fee $1 $1 100.0% $1 100.0%
Canine Spay / Neuter Fee $209 $65 31.1% $75 35.9%
Feline / Rabbit Spay Neuter Fee $417 $65 15.6% $75 18.0% Relinquishment Fee (Owner Surrender) $34 $34 100.0% $34 100.0% Deceased Animal Disposal (at shelter) Fee $13 $13 100.0% $13 100.0% Quarantine Fee $145 $145 100.0% $145 100.0%
Animal Delivery Fee $54 $54 100.0% $54 100.0%
Vicious Declaration Fee $1,571 $1,571 100.0% $1,571 100.0% 4-1-95 Non- Compliance Fee $899 $899 100.0% $899 100.0% Taxable Sales
a. Cat carrier fee $4 $4 100.0% $4 100.0%
b. Animal leash fee $1 $1 100.0% $1 100.0%
c. Pet ID tag (Unlicensed) $2 $2 100.0% $2 100.0%
Sedation Fee $15 $15 100.0% $15 100.0%
Notes:

Note 1 - Per CA Food and Agri. Code § 30804.5, fees for sterilized animals shall be issued at no more than 50% of the fee for unsterilized animals.

Note 2 - Sr. Citizen and Military (active and veteran) fee for sterilized animals is equal to 50% of the regular fee for sterilized animals (see Note 1).

Note 3 - The Application fee is a non-refundable deposit toward the license fee.

Note 4 - Penalty Fee is 25% of fee for animal business licenses not renewed within 30 days after expiration of the previous license, or for licenses not timely obtained.

Note 5 - Circus fee is an hourly rate; the fee will be a billing by hour or portion thereof at an hourly rate of $145 for Business License staff time; and at a rate of $123.00 for Veterinary Services staff time.

Note 6 - Rodeo fee is an hourly rate; the fee will be a billing by hour or portion thereof at an hourly rate of $145 for Business License staff time; Note 7 - Vet Services - Other Procedures (Column G amount) is an estimate based on the current fees and fee units reported in Chameleon Sys. Account Code Summary Report (FY 2014-15).

Vet Services - Other Procedures (Column H amount) is the sum total of a separate fee calculation for each of these fees, using the Vet Services hourly rate plus actual cost of supplies.

Note 8 - Per program staff, there is no S&EB or S&S related cost relating to this fee.

Currently Minor grooming is performed by volunteers.

Note 9 - Per program staff, there is no staff program related cost associated with this fee.

Note 10 - Program plans to charge the emergency veterinarian service at actual cost. The $100 rate is only for the estimates, subject to change during contract negotiations with vendors.

Note 11 - The total does not agree to the $17,244,201 of User Fee Related Service Costs in Attachment A. This is due to the various methodologies in the fee calculations. Variance is within a reasonable amount. 92 New Construction
Plan Check Fees
Construction Type Construction Type Construction Type

IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project
Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
A-1 Assembly—Fixed Seating 500 $1,997 $99.8325 $1,664 $83.1938 $1,331 $66.5550 - Theater, Concert Hall 2,500 $3,993 $47.9100 $3,328 $39.9250 $2,662 $31.9400 - - 5,000 $5,191 $31.9400 $4,326 $26.6167 $3,461 $21.2933 - - 10,000 $6,788 $7.9967 $5,657 $6.6639 $4,525 $5.3311 - - 25,000 $7,988 $25.5500 $6,656 $21.2917 $5,325 $17.0333 - - 50,000 $14,375 $28.7500 $11,979 $23.9583 $9,583 $19.1667 A-2 Assembly—Food & Drink 500 $2,225 $111.2475 $1,854 $92.7063 $1,483 $74.1650 - Restaurant, Night Club, Bar 2,500 $4,450 $53.4000 $3,708 $44.5000 $2,967 $35.6000 - - 5,000 $5,785 $35.5950 $4,821 $29.6625 $3,857 $23.7300 - - 10,000 $7,565 $8.8950 $6,304 $7.4125 $5,043 $5.9300 - - 25,000 $8,899 $28.4850 $7,416 $23.7375 $5,933 $18.9900 - - 50,000 $16,020 $32.0400 $13,350 $26.7000 $10,680 $21.3600 A-3 Assembly—Worship, Amusement 500 $2,567 $128.3513 $2,139 $106.9594 $1,711 $85.5675 - Arcade, Church, Community Hall 2,500 $5,134 $61.6050 $4,278 $51.3375 $3,423 $41.0700 - - 5,000 $6,674 $41.0850 $5,562 $34.2375 $4,450 $27.3900 - - 10,000 $8,729 $10.2600 $7,274 $8.5500 $5,819 $6.8400 - - 25,000 $10,268 $32.8500 $8,556 $27.3750 $6,845 $21.9000 - - 50,000 $18,480 $36.9600 $15,400 $30.8000 $12,320 $24.6400 A-4 Assembly—Indoor Sport Viewing 500 $2,054 $102.6810 $1,711 $85.5675 $1,369 $68.4540 - Arena, Skating Rink, Tennis Court 2,500 $4,107 $49.2840 $3,423 $41.0700 $2,738 $32.8560 - - 5,000 $5,339 $32.8680 $4,450 $27.3900 $3,560 $21.9120 - - 10,000 $6,983 $8.2080 $5,819 $6.8400 $4,655 $5.4720 - - 25,000 $8,214 $26.2800 $6,845 $21.9000 $5,476 $17.5200 - - 50,000 $14,784 $29.5680 $12,320 $24.6400 $9,856 $19.7120 A-5 Assembly—Outdoor Activities 1,000 $1,198 $29.9588 $998 $24.9656 $799 $19.9725 - Amusement Park, Bleacher, Stadium 5,000 $2,396 $14.3550 $1,997 $11.9625 $1,598 $9.5700 - - 10,000 $3,114 $9.6000 $2,595 $8.0000 $2,076 $6.4000 - - 20,000 $4,074 $2.3950 $3,395 $1.9958 $2,716 $1.5967 - - 50,000 $4,793 $7.6650 $3,994 $6.3875 $3,195 $5.1100 - - 100,000 $8,625 $8.6250 $7,188 $7.1875 $5,750 $5.7500 A Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 - - 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300 B Business—Professional Office 1,000 $2,225 $55.6238 $1,854 $46.3531 $1,483 $37.0825 - - 5,000 $4,450 $26.6850 $3,708 $22.2375 $2,967 $17.7900 - - 10,000 $5,784 $17.7900 $4,820 $14.8250 $3,856 $11.8600 - - 20,000 $7,563 $4.4650 $6,303 $3.7208 $5,042 $2.9767 - - 50,000 $8,903 $14.2350 $7,419 $11.8625 $5,935 $9.4900 - - 100,000 $16,020 $16.0200 $13,350 $13.3500 $10,680 $10.6800 B Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 - - 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300 E Educational—Group Occupancy 1,000 $4,022 $100.5488 $3,352 $83.7906 $2,681 $67.0325 - 6+ persons, up to the 12th Grade 5,000 $8,044 $48.2550 $6,703 $40.2125 $5,363 $32.1700 - - 10,000 $10,457 $32.1750 $8,714 $26.8125 $6,971 $21.4500 - - 20,000 $13,674 $8.0450 $11,395 $6.7042 $9,116 $5.3633 - - 50,000 $16,088 $25.7250 $13,406 $21.4375 $10,725 $17.1500 100,000 $28,950 $28.9500 $24,125 $24.1250 $19,300 $19.3000 E Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 - - 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300 F-1 Factory Industrial—Moderate Hazard 4,000 $2,047 $4.4430 $1,706 $3.7025 $1,364 $2.9620 93 New Construction
Plan Check Fees
Construction Type Construction Type Construction Type

IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project
Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
- - 20,000 $2,758 $3.5640 $2,298 $2.9700 $1,838 $2.3760 - - 40,000 $3,470 $0.9000 $2,892 $0.7500 $2,314 $0.6000 - - 80,000 $3,830 $1.3280 $3,192 $1.1067 $2,554 $0.8853 - - 200,000 $5,424 $0.6240 $4,520 $0.5200 $3,616 $0.4160 400,000 $6,672 $1.6680 $5,560 $1.3900 $4,448 $1.1120
F-2 Factory Industrial—Low Hazard 3,000 $1,840 $15.3263 $1,533 $12.7719 $1,226 $10.2175 - - 15,000 $3,679 $7.3650 $3,066 $6.1375 $2,453 $4.9100 - - 30,000 $4,784 $4.9050 $3,986 $4.0875 $3,189 $3.2700 - - 60,000 $6,255 $1.2250 $5,213 $1.0208 $4,170 $0.8167 - - 150,000 $7,358 $3.9150 $6,131 $3.2625 $4,905 $2.6100 - - 300,000 $13,230 $4.4100 $11,025 $3.6750 $8,820 $2.9400 F Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 - - 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300 H-1 High Hazard Group H-1 1,000 $1,797 $44.9250 $1,498 $37.4375 $1,198 $29.9500 - Pose a detonation hazard 5,000 $3,594 $21.5600 $2,995 $17.9667 $2,396 $14.3733 - - 10,000 $4,672 $14.3800 $3,893 $11.9833 $3,115 $9.5867 - - 20,000 $6,110 $3.6000 $5,092 $3.0000 $4,073 $2.4000 - - 50,000 $7,190 $11.5000 $5,992 $9.5833 $4,793 $7.6667 - - 100,000 $12,940 $12.9400 $10,783 $10.7833 $8,627 $8.6267 H-2 High Hazard Group H-2 2,000 $1,814 $22.6680 $1,512 $18.8900 $1,209 $15.1120 - Pose a deflagration hazard 10,000 $3,628 $10.8840 $3,023 $9.0700 $2,418 $7.2560 - - 20,000 $4,716 $7.2600 $3,930 $6.0500 $3,144 $4.8400 - - 40,000 $6,168 $1.8200 $5,140 $1.5167 $4,112 $1.2133 - - 100,000 $7,260 $5.7960 $6,050 $4.8300 $4,840 $3.8640 - - 200,000 $13,056 $6.5280 $10,880 $5.4400 $8,704 $4.3520 H-3 High Hazard Group H-3 1,000 $1,733 $43.3238 $1,444 $36.1031 $1,155 $28.8825 - Readily support combustion 5,000 $3,466 $20.7750 $2,888 $17.3125 $2,311 $13.8500 - - 10,000 $4,505 $13.8750 $3,754 $11.5625 $3,003 $9.2500 - - 20,000 $5,892 $3.4600 $4,910 $2.8833 $3,928 $2.3067 - - 50,000 $6,930 $11.1000 $5,775 $9.2500 $4,620 $7.4000 - - 100,000 $12,480 $12.4800 $10,400 $10.4000 $8,320 $8.3200 H-4 High Hazard Group H-4 1,000 $2,156 $53.9100 $1,797 $44.9250 $1,438 $35.9400 - Pose health hazards 5,000 $4,313 $25.8720 $3,594 $21.5600 $2,875 $17.2480 - - 10,000 $5,606 $17.2560 $4,672 $14.3800 $3,738 $11.5040 - - 20,000 $7,332 $4.3200 $6,110 $3.6000 $4,888 $2.8800 - - 50,000 $8,628 $13.8000 $7,190 $11.5000 $5,752 $9.2000 - - 100,000 $15,528 $15.5280 $12,940 $12.9400 $10,352 $10.3520 H-5 High Hazard Group H-5 1,000 $2,156 $53.9100 $1,797 $44.9250 $1,438 $35.9400 - Semiconductor Fabrication, R&D 5,000 $4,313 $25.8720 $3,594 $21.5600 $2,875 $17.2480 - - 10,000 $5,606 $17.2560 $4,672 $14.3800 $3,738 $11.5040 - - 20,000 $7,332 $4.3200 $6,110 $3.6000 $4,888 $2.8800 - - 50,000 $8,628 $13.8000 $7,190 $11.5000 $5,752 $9.2000 - - 100,000 $15,528 $15.5280 $12,940 $12.9400 $10,352 $10.3520 H Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 - - 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300 I-1 Institutional—7+ persons, ambulatory 1,000 $2,841 $71.0280 $2,367 $59.1900 $1,894 $47.3520 - - 5,000 $5,682 $34.0800 $4,735 $28.4000 $3,788 $22.7200 - - 10,000 $7,386 $22.7400 $6,155 $18.9500 $4,924 $15.1600 - - 20,000 $9,660 $5.6800 $8,050 $4.7333 $6,440 $3.7867 - - 50,000 $11,364 $18.1920 $9,470 $15.1600 $7,576 $12.1280 - - 100,000 $20,460 $20.4600 $17,050 $17.0500 $13,640 $13.6400 I-2 Institutional—6+ persons, non-ambulatory 1,000 $3,551 $88.7850 $2,959 $73.9875 $2,367 $59.1900 - - 5,000 $7,103 $42.6000 $5,919 $35.5000 $4,735 $28.4000 - - 10,000 $9,233 $28.4250 $7,694 $23.6875 $6,155 $18.9500 - - 20,000 $12,075 $7.1000 $10,063 $5.9167 $8,050 $4.7333 94 New Construction
Plan Check Fees
Construction Type Construction Type Construction Type

IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project
Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
- - 50,000 $14,205 $22.7400 $11,838 $18.9500 $9,470 $15.1600 - - 100,000 $25,575 $25.5750 $21,313 $21.3125 $17,050 $17.0500 I-3 Institutional—6+ persons, restrained 1,000 $3,466 $86.6288 $2,888 $72.1906 $2,310 $57.7525 - - 5,000 $6,931 $41.5950 $5,776 $34.6625 $4,621 $27.7300 - - 10,000 $9,011 $27.7350 $7,509 $23.1125 $6,007 $18.4900 - - 20,000 $11,784 $6.9200 $9,820 $5.7667 $7,856 $4.6133 - - 50,000 $13,860 $22.1700 $11,550 $18.4750 $9,240 $14.7800 100,000 $24,945 $24.9450 $20,788 $20.7875 $16,630 $16.6300 I-4 Institutional—6+ persons, day care 1,000 $2,610 $65.2538 $2,175 $54.3781 $1,740 $43.5025 - - 5,000 $5,220 $31.3200 $4,350 $26.1000 $3,480 $20.8800 - - 10,000 $6,786 $20.8800 $5,655 $17.4000 $4,524 $13.9200 - - 20,000 $8,874 $5.2200 $7,395 $4.3500 $5,916 $3.4800 - - 50,000 $10,440 $16.7100 $8,700 $13.9250 $6,960 $11.1400 100,000 $18,795 $18.7950 $15,663 $15.6625 $12,530 $12.5300 I Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300
L Labs (California ONLY) 2,000 $3,149 $39.3570 $2,624 $32.7975 $2,099 $26.2380 - - 10,000 $6,298 $18.8880 $5,248 $15.7400 $4,198 $12.5920 - - 20,000 $8,186 $12.6120 $6,822 $10.5100 $5,458 $8.4080 - - 40,000 $10,709 $3.1520 $8,924 $2.6267 $7,139 $2.1013 - - 100,000 $12,600 $10.0800 $10,500 $8.4000 $8,400 $6.7200 200,000 $22,680 $11.3400 $18,900 $9.4500 $15,120 $7.5600 M Mercantile—Retail or wholesale store 150 $856 $142.6088 $713 $118.8406 $570 $95.0725 - - 750 $1,711 $68.4600 $1,426 $57.0500 $1,141 $45.6400 - - 1,500 $2,225 $45.6300 $1,854 $38.0250 $1,483 $30.4200 - - 3,000 $2,909 $11.4000 $2,424 $9.5000 $1,940 $7.6000 - - 7,500 $3,422 $36.5100 $2,852 $30.4250 $2,282 $24.3400 - - 15,000 $6,161 $41.0700 $5,134 $34.2250 $4,107 $27.3800 M Commercial Tenant Improvements 150 $513 $85.5638 $428 $71.3031 $342 $57.0425 - - 750 $1,027 $41.0850 $856 $34.2375 $685 $27.3900
- - 1,500 $1,335 $27.3750 $1,112 $22.8125 $890 $18.2500 - - 3,000 $1,746 $6.8350 $1,455 $5.6958 $1,164 $4.5567
- - 7,500 $2,053 $21.9150 $1,711 $18.2625 $1,369 $14.6100 - - 15,000 $3,697 $24.6450 $3,081 $20.5375 $2,465 $16.4300 R-1 Residential—Transient 2,000 $7,628 $19.0650 $6,357 $15.8875 $5,085 $12.7100 - Boarding Houses, Hotels, Motels 10,000 $9,153 $15.2700 $7,628 $12.7250 $6,102 $10.1800 - - 20,000 $10,680 $7.6200 $8,900 $6.3500 $7,120 $5.0800 - - 40,000 $12,204 $6.3600 $10,170 $5.3000 $8,136 $4.2400 - - 100,000 $16,020 $6.8700 $13,350 $5.7250 $10,680 $4.5800 - - 200,000 $22,890 $11.4450 $19,075 $9.5375 $15,260 $7.6300 R-2 Residential—Permanent, 2+ Dwellings 1,500 $7,628 $25.4175 $6,357 $21.1813 $5,085 $16.9450 - Apartment, Dormitory, Timeshare 7,500 $9,153 $20.3400 $7,628 $16.9500 $6,102 $13.5600 - - 15,000 $10,679 $10.1700 $8,899 $8.4750 $7,119 $6.7800 - - 30,000 $12,204 $8.4800 $10,170 $7.0667 $8,136 $5.6533 - - 75,000 $16,020 $9.1500 $13,350 $7.6250 $10,680 $6.1000 - - 150,000 $22,883 $15.2550 $19,069 $12.7125 $15,255 $10.1700 R-3 Dwellings—Custom Homes 1,500 $2,225 $44.4825 $1,854 $37.0688 $1,483 $29.6550 - - 2,500 $2,670 $44.5200 $2,225 $37.1000 $1,780 $29.6800 - - 3,500 $3,115 $44.5125 $2,596 $37.0938 $2,077 $29.6750 - - 4,500 $3,560 $55.6125 $2,967 $46.3438 $2,373 $37.0750 - - 6,500 $4,672 $57.2229 $3,894 $47.6857 $3,115 $38.1486 - - 10,000 $6,675 $66.7500 $5,563 $55.6250 $4,450 $44.5000 R-3 Dwellings—Production Phase 1,500 $1,112 $22.2600 $927 $18.5500 $742 $14.8400 - of Master Plan (repeats) 2,500 $1,335 $22.2150 $1,113 $18.5125 $890 $14.8100 - - 3,500 $1,557 $22.2825 $1,298 $18.5688 $1,038 $14.8550 - - 4,500 $1,780 $27.8063 $1,483 $23.1719 $1,187 $18.5375 - - 6,500 $2,336 $28.6114 $1,947 $23.8429 $1,557 $19.0743 - - 10,000 $3,338 $33.3750 $2,781 $27.8125 $2,225 $22.2500 R-4 Residential—Assisted Living (6-16 persons) 1,500 $4,768 $15.8850 $3,973 $13.2375 $3,178 $10.5900 95 New Construction
Plan Check Fees
Construction Type Construction Type Construction Type

SHELL BUILDINGS
- All Shell Buildings 1,000 $685 $17.1150 $571 $14.2625 $456 $11.4100 - - 5,000 $1,369 $8.2080 $1,141 $6.8400 $913 $5.4720
- - 10,000 $1,780 $5.4840 $1,483 $4.5700 $1,186 $3.6560 - - 20,000 $2,328 $1.3600 $1,940 $1.1333 $1,552 $0.9067 - - 50,000 $2,736 $4.3920 $2,280 $3.6600 $1,824 $2.9280 - - 100,000 $4,932 $4.9320 $4,110 $4.1100 $3,288 $3.2880 * Each additional 100 square feet, or portion thereof, up to the next highest project size threshold. 96 New Construction
Inspection Fees
Construction Type Construction Type Construction Type

IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project
Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
A-1 Assembly—Fixed Seating 500 $2,325 $116.2625 $1,938 $96.8854 $1,550 $77.5083 - Theater, Concert Hall 2,500 $4,651 $93.0000 $3,875 $77.5000 $3,100 $62.0000 - - 5,000 $6,976 $139.5100 $5,813 $116.2583 $4,650 $93.0067 - - 10,000 $13,951 $31.0100 $11,626 $25.8417 $9,301 $20.6733 - - 25,000 $18,603 $9.2900 $15,502 $7.7417 $12,402 $6.1933 - - 50,000 $20,925 $41.8500 $17,438 $34.8750 $13,950 $27.9000 A-2 Assembly—Food & Drink 500 $3,488 $174.3938 $2,907 $145.3281 $2,325 $116.2625 - Restaurant, Night Club, Bar 2,500 $6,976 $139.5000 $5,813 $116.2500 $4,651 $93.0000 - - 5,000 $10,463 $209.2650 $8,719 $174.3875 $6,976 $139.5100 - - 10,000 $20,927 $46.5150 $17,439 $38.7625 $13,951 $31.0100 - - 25,000 $27,904 $13.9350 $23,253 $11.6125 $18,603 $9.2900 - - 50,000 $31,388 $62.7750 $26,156 $52.3125 $20,925 $41.8500 A-3 Assembly—Worship, Amusement 500 $3,488 $174.3938 $2,907 $145.3281 $2,325 $116.2625 - Arcade, Church, Community Hall 2,500 $6,976 $139.5000 $5,813 $116.2500 $4,651 $93.0000 - - 5,000 $10,463 $209.2650 $8,719 $174.3875 $6,976 $139.5100 - - 10,000 $20,927 $46.5150 $17,439 $38.7625 $13,951 $31.0100 - - 25,000 $27,904 $13.9350 $23,253 $11.6125 $18,603 $9.2900 - - 50,000 $31,388 $62.7750 $26,156 $52.3125 $20,925 $41.8500 A-4 Assembly—Indoor Sport Viewing 500 $2,790 $139.5150 $2,325 $116.2625 $1,860 $93.0100 - Arena, Skating Rink, Tennis Court 2,500 $5,581 $111.6000 $4,651 $93.0000 $3,720 $74.4000 - - 5,000 $8,371 $167.4120 $6,976 $139.5100 $5,580 $111.6080 - - 10,000 $16,741 $37.2120 $13,951 $31.0100 $11,161 $24.8080 - - 25,000 $22,323 $11.1480 $18,603 $9.2900 $14,882 $7.4320 - - 50,000 $25,110 $50.2200 $20,925 $41.8500 $16,740 $33.4800 A-5 Assembly—Outdoor Activities 1,000 $2,093 $52.3275 $1,744 $43.6063 $1,395 $34.8850 - Amusement Park, Bleacher, Stadium 5,000 $4,186 $41.8350 $3,488 $34.8625 $2,791 $27.8900 - - 10,000 $6,278 $62.7750 $5,231 $52.3125 $4,185 $41.8500 - - 20,000 $12,555 $13.9500 $10,463 $11.6250 $8,370 $9.3000 - - 50,000 $16,740 $4.2000 $13,950 $3.5000 $11,160 $2.8000 - - 100,000 $18,840 $18.8400 $15,700 $15.7000 $12,560 $12.5600 A Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 B Business—Professional Office 1,000 $5,232 $130.7850 $4,360 $108.9875 $3,488 $87.1900 - - 5,000 $10,463 $104.6550 $8,719 $87.2125 $6,976 $69.7700 - - 10,000 $15,696 $156.9600 $13,080 $130.8000 $10,464 $104.6400 - - 20,000 $31,392 $34.8850 $26,160 $29.0708 $20,928 $23.2567 - - 50,000 $41,858 $10.4550 $34,881 $8.7125 $27,905 $6.9700 - - 100,000 $47,085 $47.0850 $39,238 $39.2375 $31,390 $31.3900 B Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 E Educational—Group Occupancy 1,000 $3,488 $87.1988 $2,907 $72.6656 $2,325 $58.1325 - 6+ persons, up to the 12th Grade 5,000 $6,976 $69.7650 $5,813 $58.1375 $4,651 $46.5100 - - 10,000 $10,464 $104.6400 $8,720 $87.2000 $6,976 $69.7600 - - 20,000 $20,928 $23.2400 $17,440 $19.3667 $13,952 $15.4933 - - 50,000 $27,900 $6.9900 $23,250 $5.8250 $18,600 $4.6600 - - 100,000 $31,395 $31.3950 $26,163 $26.1625 $20,930 $20.9300 E Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 F-1 Factory Industrial—Moderate Hazard 4,000 $1,783 $2.7750 $1,486 $2.3125 $1,189 $1.8500 - - 20,000 $2,227 $3.0960 $1,856 $2.5800 $1,485 $2.0640 - - 40,000 $2,846 $1.5960 $2,372 $1.3300 $1,898 $1.0640 - - 80,000 $3,485 $0.7560 $2,904 $0.6300 $2,323 $0.5040 - - 200,000 $4,392 $0.7800 $3,660 $0.6500 $2,928 $0.5200 97 New Construction
Inspection Fees
Construction Type Construction Type Construction Type

IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project
Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
- - 400,000 $5,952 $1.4880 $4,960 $1.2400 $3,968 $0.9920 F-2 Factory Industrial—Low Hazard 3,000 $895 $7.4663 $746 $6.2219 $597 $4.9775 - - 15,000 $1,791 $5.9700 $1,493 $4.9750 $1,194 $3.9800 - - 30,000 $2,687 $8.9550 $2,239 $7.4625 $1,791 $5.9700 - - 60,000 $5,373 $1.9800 $4,478 $1.6500 $3,582 $1.3200 - - 150,000 $7,155 $0.6000 $5,963 $0.5000 $4,770 $0.4000 - - 300,000 $8,055 $2.6850 $6,713 $2.2375 $5,370 $1.7900 F Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 H-1 High Hazard Group H-1 1,000 $586 $14.6375 $488 $12.1979 $390 $9.7583 - Pose a detonation hazard 5,000 $1,171 $11.7000 $976 $9.7500 $781 $7.8000 - - 10,000 $1,756 $17.5600 $1,463 $14.6333 $1,171 $11.7067 - - 20,000 $3,512 $3.9100 $2,927 $3.2583 $2,341 $2.6067 - - 50,000 $4,685 $1.1700 $3,904 $0.9750 $3,123 $0.7800 - - 100,000 $5,270 $5.2700 $4,392 $4.3917 $3,513 $3.5133 H-2 High Hazard Group H-2 2,000 $702 $8.7840 $585 $7.3200 $468 $5.8560 - Pose a deflagration hazard 10,000 $1,405 $7.0200 $1,171 $5.8500 $937 $4.6800 - - 20,000 $2,107 $10.5360 $1,756 $8.7800 $1,405 $7.0240 - - 40,000 $4,214 $2.3360 $3,512 $1.9467 $2,810 $1.5573 - - 100,000 $5,616 $0.6960 $4,680 $0.5800 $3,744 $0.4640 - - 200,000 $6,312 $3.1560 $5,260 $2.6300 $4,208 $2.1040 H-3 High Hazard Group H-3 1,000 $878 $21.9563 $732 $18.2969 $586 $14.6375 - Readily support combustion 5,000 $1,757 $17.5500 $1,464 $14.6250 $1,171 $11.7000 - - 10,000 $2,634 $26.3400 $2,195 $21.9500 $1,756 $17.5600 - - 20,000 $5,268 $5.8650 $4,390 $4.8875 $3,512 $3.9100 - - 50,000 $7,028 $1.7550 $5,856 $1.4625 $4,685 $1.1700 - - 100,000 $7,905 $7.9050 $6,588 $6.5875 $5,270 $5.2700 H-4 High Hazard Group H-4 1,000 $703 $17.5650 $586 $14.6375 $468 $11.7100 - Pose health hazards 5,000 $1,405 $14.0400 $1,171 $11.7000 $937 $9.3600 - - 10,000 $2,107 $21.0720 $1,756 $17.5600 $1,405 $14.0480 - - 20,000 $4,214 $4.6920 $3,512 $3.9100 $2,810 $3.1280 - - 50,000 $5,622 $1.4040 $4,685 $1.1700 $3,748 $0.9360 - - 100,000 $6,324 $6.3240 $5,270 $5.2700 $4,216 $4.2160 H-5 High Hazard Group H-5 1,000 $703 $17.5650 $586 $14.6375 $468 $11.7100 - Semiconductor Fabrication, R&D 5,000 $1,405 $14.0400 $1,171 $11.7000 $937 $9.3600 - - 10,000 $2,107 $21.0720 $1,756 $17.5600 $1,405 $14.0480 - - 20,000 $4,214 $4.6920 $3,512 $3.9100 $2,810 $3.1280 - - 50,000 $5,622 $1.4040 $4,685 $1.1700 $3,748 $0.9360 - - 100,000 $6,324 $6.3240 $5,270 $5.2700 $4,216 $4.2160 H Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 I-1 Institutional—7+ persons, ambulatory 1,000 $879 $21.9750 $733 $18.3125 $586 $14.6500 - - 5,000 $1,758 $17.5680 $1,465 $14.6400 $1,172 $11.7120 - - 10,000 $2,636 $26.3640 $2,197 $21.9700 $1,758 $17.5760 - - 20,000 $5,273 $5.8640 $4,394 $4.8867 $3,515 $3.9093 - - 50,000 $7,032 $1.7520 $5,860 $1.4600 $4,688 $1.1680 - - 100,000 $7,908 $7.9080 $6,590 $6.5900 $5,272 $5.2720 I-2 Institutional—6+ persons, non-ambulatory 1,000 $1,099 $27.4688 $916 $22.8906 $733 $18.3125 - - 5,000 $2,198 $21.9600 $1,831 $18.3000 $1,465 $14.6400 - - 10,000 $3,296 $32.9550 $2,746 $27.4625 $2,197 $21.9700 - - 20,000 $6,591 $7.3300 $5,493 $6.1083 $4,394 $4.8867 - - 50,000 $8,790 $2.1900 $7,325 $1.8250 $5,860 $1.4600 - - 100,000 $9,885 $9.8850 $8,238 $8.2375 $6,590 $6.5900 I-3 Institutional—6+ persons, restrained 1,000 $1,099 $27.4688 $916 $22.8906 $733 $18.3125 - - 5,000 $2,198 $21.9600 $1,831 $18.3000 $1,465 $14.6400 - - 10,000 $3,296 $32.9550 $2,746 $27.4625 $2,197 $21.9700 - - 20,000 $6,591 $7.3300 $5,493 $6.1083 $4,394 $4.8867 - - 50,000 $8,790 $2.1900 $7,325 $1.8250 $5,860 $1.4600 - - 100,000 $9,885 $9.8850 $8,238 $8.2375 $6,590 $6.5900 98 New Construction
Inspection Fees
Construction Type Construction Type Construction Type

IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project
Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
I-4 Institutional—6+ persons, day care 1,000 $1,099 $27.4688 $916 $22.8906 $733 $18.3125 - - 5,000 $2,198 $21.9600 $1,831 $18.3000 $1,465 $14.6400 - - 10,000 $3,296 $32.9550 $2,746 $27.4625 $2,197 $21.9700 - - 20,000 $6,591 $7.3300 $5,493 $6.1083 $4,394 $4.8867 - - 50,000 $8,790 $2.1900 $7,325 $1.8250 $5,860 $1.4600 - - 100,000 $9,885 $9.8850 $8,238 $8.2375 $6,590 $6.5900 I Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 L Labs (California ONLY) 2,000 $5,580 $69.7590 $4,650 $58.1325 $3,720 $46.5060 - - 10,000 $11,161 $55.8120 $9,301 $46.5100 $7,441 $37.2080 - - 20,000 $16,742 $83.7120 $13,952 $69.7600 $11,162 $55.8080 - - 40,000 $33,485 $18.5920 $27,904 $15.4933 $22,323 $12.3947 - - 100,000 $44,640 $5.5920 $37,200 $4.6600 $29,760 $3.7280 - - 200,000 $50,232 $25.1160 $41,860 $20.9300 $33,488 $16.7440 M Mercantile—Retail or wholesale store 150 $1,395 $232.5300 $1,163 $193.7750 $930 $155.0200 - - 750 $2,790 $186.0150 $2,325 $155.0125 $1,860 $124.0100 - - 1,500 $4,185 $279.0300 $3,488 $232.5250 $2,790 $186.0200 - - 3,000 $8,371 $62.0050 $6,976 $51.6708 $5,581 $41.3367 - - 7,500 $11,161 $18.6150 $9,301 $15.5125 $7,441 $12.4100 - - 15,000 $12,557 $83.7150 $10,464 $69.7625 $8,372 $55.8100 M Commercial Tenant Improvements 150 $419 $69.7613 $349 $58.1344 $279 $46.5075 - - 750 $837 $55.8150 $698 $46.5125 $558 $37.2100
- - 1,500 $1,256 $83.7150 $1,046 $69.7625 $837 $55.8100 - - 3,000 $2,511 $18.5900 $2,093 $15.4917 $1,674 $12.3933 - - 7,500 $3,348 $5.5800 $2,790 $4.6500 $2,232 $3.7200
- - 15,000 $3,767 $25.1100 $3,139 $20.9250 $2,511 $16.7400 R-1 Residential—Transient 2,000 $13,952 $34.8750 $11,626 $29.0625 $9,301 $23.2500 - Boarding Houses, Hotels, Motels 10,000 $16,742 $41.8650 $13,951 $34.8875 $11,161 $27.9100 - - 20,000 $20,928 $20.9100 $17,440 $17.4250 $13,952 $13.9400 - - 40,000 $25,110 $9.3000 $20,925 $7.7500 $16,740 $6.2000 - - 100,000 $30,690 $11.1600 $25,575 $9.3000 $20,460 $7.4400 - - 200,000 $41,850 $20.9250 $34,875 $17.4375 $27,900 $13.9500 R-2 Residential—Permanent, 2+ Dwellings 1,500 $13,952 $46.5113 $11,626 $38.7594 $9,301 $31.0075 - Apartment, Dormitory, Timeshare 7,500 $16,742 $55.8000 $13,952 $46.5000 $11,162 $37.2000 - - 15,000 $20,927 $27.9150 $17,439 $23.2625 $13,952 $18.6100 - - 30,000 $25,115 $12.3900 $20,929 $10.3250 $16,743 $8.2600 - - 75,000 $30,690 $14.8800 $25,575 $12.4000 $20,460 $9.9200 - - 150,000 $41,850 $27.9000 $34,875 $23.2500 $27,900 $18.6000 R-3 Dwellings—Custom Homes 1,500 $2,093 $41.8650 $1,744 $34.8875 $1,395 $27.9100 - - 2,500 $2,511 $62.7600 $2,093 $52.3000 $1,674 $41.8400 - - 3,500 $3,139 $62.8200 $2,616 $52.3500 $2,093 $41.8800 - - 4,500 $3,767 $41.8388 $3,139 $34.8656 $2,511 $27.8925 - - 6,500 $4,604 $47.8157 $3,837 $39.8464 $3,069 $31.8771 - - 10,000 $6,278 $62.7750 $5,231 $52.3125 $4,185 $41.8500 R-3 Dwellings—Production Phase 1,500 $2,093 $41.8650 $1,744 $34.8875 $1,395 $27.9100 - of Master Plan (repeats) 2,500 $2,511 $62.7600 $2,093 $52.3000 $1,674 $41.8400 - - 3,500 $3,139 $62.8200 $2,616 $52.3500 $2,093 $41.8800 - - 4,500 $3,767 $41.8388 $3,139 $34.8656 $2,511 $27.8925 - - 6,500 $4,604 $47.8157 $3,837 $39.8464 $3,069 $31.8771 - - 10,000 $6,278 $62.7750 $5,231 $52.3125 $4,185 $41.8500 R-4 Residential—Assisted Living (6-16 persons) 1,500 $13,952 $46.5113 $11,626 $38.7594 $9,301 $31.0075 - - 7,500 $16,742 $55.8000 $13,952 $46.5000 $11,162 $37.2000 - - 15,000 $20,927 $27.9150 $17,439 $23.2625 $13,952 $18.6100 - - 30,000 $25,115 $12.3900 $20,929 $10.3250 $16,743 $8.2600 - - 75,000 $30,690 $14.8800 $25,575 $12.4000 $20,460 $9.9200 - - 150,000 $41,850 $27.9000 $34,875 $23.2500 $27,900 $18.6000 R R Occupancy Remodel 150 $1,395 $46.5113 $1,163 $38.7594 $930 $31.0075 - - 750 $1,674 $55.8000 $1,395 $46.5000 $1,116 $37.2000 - - 1,500 $2,093 $27.9150 $1,744 $23.2625 $1,395 $18.6100 - - 3,000 $2,511 $12.3900 $2,093 $10.3250 $1,674 $8.2600 - - 7,500 $3,069 $14.8800 $2,558 $12.4000 $2,046 $9.9200 - - 15,000 $4,185 $27.9000 $3,488 $23.2500 $2,790 $18.6000 S-1 Storage—Moderate Hazard, Repair Garage 500 $1,395 $69.7590 $1,163 $58.1325 $930 $46.5060 99 New Construction
Inspection Fees
Construction Type Construction Type Construction Type

SHELL BUILDINGS
- All Shell Buildings 1,000 $837 $20.9220 $698 $17.4350 $558 $13.9480 - - 5,000 $1,674 $16.7520 $1,395 $13.9600 $1,116 $11.1680 - - 10,000 $2,512 $25.1160 $2,093 $20.9300 $1,674 $16.7440 - - 20,000 $5,023 $5.5760 $4,186 $4.6467 $3,349 $3.7173 - - 50,000 $6,696 $1.6800 $5,580 $1.4000 $4,464 $1.1200 - - 100,000 $7,536 $7.5360 $6,280 $6.2800 $5,024 $5.0240 * Each additional 100 square feet, or portion thereof, up to the next highest project size threshold. 100

Orange City CouncilJune 6, 2023

Orange City Council
June 6, 2023