201
Attachment A City of Santa Ana / Purchasing
ATTACHMENT A
BID SPECIFICATION TABLE
Saddlebag LED Lights w/sensor switch 63 17 2 361 727 1
Round Blue License Plate ID Light Kit 71 60 2 452 876 1 Convenience Options
BMW Motorad Battery Charger (2.5 Ah) 77 02 8 551 897 1
Additional Items Provided by Dealer
AR Assault Rifle Mount 71 60 2 452 894 1
AR/Shotgun Mounting Bracket 71 60 2 452 840 1
Police Side Stand Extension / Base 71 60 2 412 389 1
Pr24 / Flashlight Holder L/H 71 60 2452 389R 1
Note Pad Holder 71 60 2 452 888 1
Front 12v Power Outlet (lighter style) 71 60 2 407 785 1 Front Single USB Power Outlet w/ volt meter 71 60 2 446 871 1 Fused Front Power Socket Harness 71 60 2 409 958 1
Radar / Lidar Gun Adaptor Plate MY19→ 71 60 2 407 797 1 Clear Water Lights-Darla Fog Light Kit D51 R1250RTW 1
Radio Speaker Connector Plug 71 60 2 452 844 1
Helmet Headset Interface Connector Plug 71 60 2 407 782 1 Microphone Attachment Mount (need kit below) 71 60 2 452 875 1 Kustom/Stalker/MIC Remote Attachment Kit 71 60 2 452 841 1 Accessory Connection connector Plugs 71 60 2 452 846 3
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Attachment A City of Santa Ana / Purchasing
ATTACHMENT A
BID PROPOSAL FORM
The undersigned declares that they have carefully examined the specifications, have read the accompanying instructions to bidders, and hereby propose to provide vehicles in accordance with City needs and/or fund availability and the specifications provided herein.
Quantities listed are for bid comparison only and are subject to change. The City reserves the right to increase or decrease quantities based on current needs. All pricing below should be stated per vehicle.
Bidders not willing to be considered for a partial award must indicate “ALL OR NONE” on their bid submittal.
Latest date bid pricing is guaranteed: ___________________________ Guaranteed Delivery Date (after receipt of order): __________________________ Comments and clarifications to above (if any): ____________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________ PRICING SHALL ALSO BE ENTERED IN PLANETBIDS.
ALL REQUIRED FORMS MUST BE COMPLETED AND UPLOADED WITH E-BIDS.
No. DESCRIPTION UOM UNIT PRICE
TAXABLE
(Y/N)
1 BMW – R 1250 RT-P Motorcycles EA
$
2 Documentation Fee EA $
3 Destination and delivery EA $
4 California Tire Fee (Non-Taxable) EA $
5 Total Sales Tax (9.25%) LOT $
6 Miscellaneous charges, incentives and/or fleet
discounts/rebates not included above. (Specify
below)
LOT
$
TOTAL BID PRICE PER VEHICLE $ ___________________________
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Attachment B City of Santa Ana / Purchasing Page 1
ATTACHMENT B
BIDDER’S STATEMENT AND
COMPANY INFORMATION
COMPANY INFORMATION
Company Full Legal Name:
Business Address:
Southern California Address: (if different)
Website Address:
Length of time firm has been in business:
Type of business:
(LLC, Partnership, or Corporation)
If incorporated,
State of
Incorporation:
LOCAL VENDOR PREFERENCE
Please check the applicable category below.
“Small” Santa Ana Business (7% preference)
“Small” Orange County Business (4% preference)
Other Santa Ana Business (1% preference)
None Apply
City of Santa Ana Business License
Number:
Orange County City: __________________
Business License No: _________________
PUBLIC WORK CONTRACTOR INFORMATION (IF APPLICABLE)
CSLB Number(s): DIR Registration Number:
Contractor’s License Classification(s):
PROJECT MANAGER CONTACT INFORMATION
Name: Phone: Email:
CONTRACT ADMINISTRATOR CONTACT INFORMATION
(insurance and other administrative questions)
Name: Phone: Email:
BIDDERS STATEMENT:
With my signature I confirm that I am authorized to bind the company. By submitting this Bid, I confirm I have read, understand, and accept the terms and conditions of this Invitation for Bid. Upon request, I will transfer and deliver all goods to the City in accordance with said terms and conditions. _________________________________ ___________________________ Signature Title
204
Attachment C City of Santa Ana / Purchasing Page 1 of 1
ATTACHMENT C
CERTIFICATION OF NONDISCRIMINATION
BY CONTRACTORS
As suppliers of goods or services to the City Of Santa Ana, the Firm listed below certifies that it will not discriminate in its employment practices against any employee or applicant for employment because of such person’s race, color, religion, sex or national origin, ancestry, sex, sexual orientation, age, physical handicap, mental disability, marital status, domestic partner status or medical condition; that it is in compliance with all federal, state and local directives and executive orders regarding nondiscrimination in employment; and that it agrees to demonstrate positively and aggressively the principle of equal opportunity in employment.
WE AGREE SPECIFICALLY:
1. To take affirmative steps to hire minority employees within the company;
2. To establish or observe employment policies which affirmatively promote opportunities for minority persons at all job levels; and
3. To communicate this policy to all persons concerned, including all company employees, outside recruiting service, especially those servicing minority communities, and to the minority communities at large.
Legal Name of Company Date
Authorized Signature Name (Print) and Title
Please include any additional information available regarding equal opportunity employment programs currently in effect within your company.
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206
207
208
209
210
211
Agenda Item
City Council
Item #: 3.13. 1/28/2025 File #: 25-0021
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director
1. SUBJECT
Authorize an increase to various purchase orders for vehicle parts, traffic control devices, signs, materials, and services from various vendors for the Public Works Department, Field Services Division.
2. SUMMARY
Request to authorize an increase of $275,000 to multiple existing purchase orders with various material and services vendors, on an as-needed basis, bringing the total purchase order amount to $635,000.
3. RECOMMENDED ACTION
1. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with SC Signs & Supplies, LLC for traffic control devices and signs.
2. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 with Irv Seaver Motorcycles for fleet parts and services.
3. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 with Pete’s Road Services for fleet parts and services.
4. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 with Quinn Group, Inc. Maintenance for fleet parts and services.
5. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Daniel Tire Services for fleet parts and services.
6. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $40,000 with Cal-State Auto Parts, Inc. for fleet parts.
7. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Southern Counties Lubricants for fleet parts.
8. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Parts Authority for fleet parts.
9. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 City of Orange Printed on 1/23/2025Page 1 of 3
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with RJ Noble for roadway products.
10. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with United Rental for roadway products.
11. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Vulcan for roadway products.
12. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $55,000 with Bender Ready Mix for roadway products.
4. FISCAL IMPACT
The total expenditure for the blanket purchase orders is $635,000, of which $360,000 has already been encumbered. The additional increase for these blanket purchase orders is $275,000 and will be funded through:
710.5023.53710.00000 Parts and Supplies $130,000
263.5021.53840.00000 Roadway Materials $ 95,000
710.5023.53750.00000 Parts and Supplies $ 30,000
100.5073.53660.00000 Street Signs & Marker $ 20,000
Total: $275,000
5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability Goal 5: Improve Infrastructure, Mobility, and Technology
6. DISCUSSION AND BACKGROUND
The Public Works Department Field Services Division purchases required materials using the informal bid process and government pricing. Staff requests quotes from at least three independent vendors to promptly ensure the City gets the best price.
Pursuant to Section 3.08.290 of the Orange Municipal Code, the City Council is authorized to approve the procurement of certain materials, supplies, equipment, and services unique to only one vendor.
The listed vendors offer some of the most competitive prices. Each of the twelve vendors has reached or is nearing the maximum limit of $30,000 for their respective blanket purchase orders. To continue purchasing from these vendors for the remaining balance of the Fiscal Year 2024-2025 (FY25), staff requests that the City Council authorize increases to the purchase orders up to the not- to-exceed amounts specified in the recommended actions. This request applies when vendors provide the lowest pricing, offer unique materials and services, or meet critical timing deadlines in emergencies.
The Public Works Department Field Services Division is responsible for procuring various types of parts and external services, which sometimes require specialized vendors. For example:
· Irv Seaver Motorcycles provides special parts and services specifically for police patrol motorcycles.
· Pete’sRoad Service, Inc. offers tires and 24-hour emergency roadside assistance for large vehicles, including fire apparatus. They also have the unique capability to service larger Class City of Orange Printed on 1/23/2025Page 2 of 3
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vehicles, including fire apparatus. They also have the unique capability to service larger Class 7 and Class 8 trucks, which the City’sgarage cannot accommodate due to weight capacity limitations.
· Quinn Group, Inc. specializes in parts and repair services for heavy diesel equipment and fire apparatus.
· Daniels Tire Services, Cal-State Auto Parts, Inc., Parts Authority, and Southern Counties Lubricants provide general auto parts and services at the lowest cost with readily available parts compared to other vendors.
· RJ Noble, Vulcan, and United Rentals provide various roadway products, including asphalt supplies for roadway surface repairs and concrete for street and sidewalk repairs. · SC Signs & Supplies continuously provides traffic control devices and signs for emergencies and special events to meet the city's needs.
The Field Services Division actively monitors and seeks the best-priced vendors to ensure it receives the best value.
7. ATTACHMENTS
· None
City of Orange Printed on 1/23/2025Page 3 of 3
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Agenda Item
City Council
Item #: 3.13. 1/28/2025 File #: 25-0021
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director
1. SUBJECT
Authorize an increase to various purchase orders for vehicle parts, traffic control devices, signs, materials, and services from various vendors for the Public Works Department, Field Services Division.
2. SUMMARY
Request to authorize an increase of $275,000 to multiple existing purchase orders with various material and services vendors, on an as-needed basis, bringing the total purchase order amount to $635,000.
3. RECOMMENDED ACTION
1. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with SC Signs & Supplies, LLC for traffic control devices and signs.
2. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 with Irv Seaver Motorcycles for fleet parts and services.
3. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 with Pete’s Road Services for fleet parts and services.
4. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 with Quinn Group, Inc. Maintenance for fleet parts and services.
5. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Daniel Tire Services for fleet parts and services.
6. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $40,000 with Cal-State Auto Parts, Inc. for fleet parts.
7. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Southern Counties Lubricants for fleet parts.
8. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Parts Authority for fleet parts.
9. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $60,000 City of Orange Printed on 1/23/2025Page 1 of 3
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Item #: 3.13. 1/28/2025 File #: 25-0021
with RJ Noble for roadway products.
10. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with United Rental for roadway products.
11. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $50,000 with Vulcan for roadway products.
12. Approve an increase to a blanket purchase order for a total not-to-exceed amount of $55,000 with Bender Ready Mix for roadway products.
4. FISCAL IMPACT
The total expenditure for the blanket purchase orders is $635,000, of which $360,000 has already been encumbered. The additional increase for these blanket purchase orders is $275,000 and will be funded through:
710.5023.53710.00000 Parts and Supplies $130,000
263.5021.53840.00000 Roadway Materials $ 95,000
710.5023.53750.00000 Parts and Supplies $ 30,000
100.5073.53660.00000 Street Signs & Marker $ 20,000
Total: $275,000
5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability Goal 5: Improve Infrastructure, Mobility, and Technology
6. DISCUSSION AND BACKGROUND
The Public Works Department Field Services Division purchases required materials using the informal bid process and government pricing. Staff requests quotes from at least three independent vendors to promptly ensure the City gets the best price.
Pursuant to Section 3.08.290 of the Orange Municipal Code, the City Council is authorized to approve the procurement of certain materials, supplies, equipment, and services unique to only one vendor.
The listed vendors offer some of the most competitive prices. Each of the twelve vendors has reached or is nearing the maximum limit of $30,000 for their respective blanket purchase orders. To continue purchasing from these vendors for the remaining balance of the Fiscal Year 2024-2025 (FY25), staff requests that the City Council authorize increases to the purchase orders up to the not- to-exceed amounts specified in the recommended actions. This request applies when vendors provide the lowest pricing, offer unique materials and services, or meet critical timing deadlines in emergencies.
The Public Works Department Field Services Division is responsible for procuring various types of parts and external services, which sometimes require specialized vendors. For example:
· Irv Seaver Motorcycles provides special parts and services specifically for police patrol motorcycles.
· Pete’sRoad Service, Inc. offers tires and 24-hour emergency roadside assistance for large vehicles, including fire apparatus. They also have the unique capability to service larger Class City of Orange Printed on 1/23/2025Page 2 of 3
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vehicles, including fire apparatus. They also have the unique capability to service larger Class 7 and Class 8 trucks, which the City’sgarage cannot accommodate due to weight capacity limitations.
· Quinn Group, Inc. specializes in parts and repair services for heavy diesel equipment and fire apparatus.
· Daniels Tire Services, Cal-State Auto Parts, Inc., Parts Authority, and Southern Counties Lubricants provide general auto parts and services at the lowest cost with readily available parts compared to other vendors.
· RJ Noble, Vulcan, and United Rentals provide various roadway products, including asphalt supplies for roadway surface repairs and concrete for street and sidewalk repairs. · SC Signs & Supplies continuously provides traffic control devices and signs for emergencies and special events to meet the city's needs.
The Field Services Division actively monitors and seeks the best-priced vendors to ensure it receives the best value.
7. ATTACHMENTS
· None
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Agenda Item
City Council
Item #: 3.14. 1/28/2025 File #: 24-0697
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director
1. SUBJECT
Approval of temporary street closures for approved special events. Resolution No.11596.
2. SUMMARY
The closure of City streets and parking lots, and suspension of neighborhood permit parking restrictions needed to support special events, require annual City Council action. A schedule of anticipated events, along with corresponding street and parking impacts, has been developed in conjunction with event organizers, and is being submitted for approval.
3. RECOMMENDED ACTION
1. Adopt Resolution No.11596. A Resolution of the City Council of the City of Orange approving the temporary closure of sections of public streets for approved special events.
2. Approve closure of municipal parking lots and temporary suspension of neighborhood permit parking restrictions for certain events and dates occurring in Fiscal Years 2024-2025.
4. FISCAL IMPACT
None.
5. STRATEGIC PLAN GOALS
Goal 3: Enhance and promote quality of life in the community b: Deliver high quality and safe recreational, social, environmental, educational, and cultural services.
6. DISCUSSION AND BACKGROUND
The closure of City streets and parking lots, and suspension of neighborhood permit parking restrictions necessary to support special events require City Council action. Listed below for approval are special events for the upcoming year that require either: Plaza closure, major street closure, parking lot closure, and/or suspension of permit parking.
Related to the above and in August 1997, the City Council adopted a process for approving special events that involve closing the Plaza and adjacent public streets. The City Council-approved criteria allow the Plaza to be closed for special events for up to twenty days per year, with no more than twelve of those being either a Friday, Saturday, or Sunday. This year’s requests include Plaza closures of ten days total, six of which fall on Friday, Saturday, or Sunday.
For non-City events, the event sponsor must also obtain a special event permit from the Community City of Orange Printed on 1/23/2025Page 1 of 5
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For non-City events, the event sponsor must also obtain a special event permit from the Community Development Department.
Provided below is the schedule of anticipated special events between February 2025 and December 2025. Note, the 2025 Antique Affair was approved in 2024.
Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
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Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
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Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
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Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
7. ATTACHMENTS
· Attachment 1 - Resolution No. 11596
· Attachment 2 - Map of Municipal Parking Lots
· Attachment 3 - Map of Permit Parking Area A
· Attachment 4 - Map of Permit Parking Area D & G
· Attachment 5 - Site Sketch of South Orange Street at Assistance League Building · Attachment 6 - Letters of Request
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Agenda Item
City Council
Item #: 3.14. 1/28/2025 File #: 24-0697
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director
1. SUBJECT
Approval of temporary street closures for approved special events. Resolution No.11596.
2. SUMMARY
The closure of City streets and parking lots, and suspension of neighborhood permit parking restrictions needed to support special events, require annual City Council action. A schedule of anticipated events, along with corresponding street and parking impacts, has been developed in conjunction with event organizers, and is being submitted for approval.
3. RECOMMENDED ACTION
1. Adopt Resolution No.11596. A Resolution of the City Council of the City of Orange approving the temporary closure of sections of public streets for approved special events.
2. Approve closure of municipal parking lots and temporary suspension of neighborhood permit parking restrictions for certain events and dates occurring in Fiscal Years 2024-2025.
4. FISCAL IMPACT
None.
5. STRATEGIC PLAN GOALS
Goal 3: Enhance and promote quality of life in the community b: Deliver high quality and safe recreational, social, environmental, educational, and cultural services.
6. DISCUSSION AND BACKGROUND
The closure of City streets and parking lots, and suspension of neighborhood permit parking restrictions necessary to support special events require City Council action. Listed below for approval are special events for the upcoming year that require either: Plaza closure, major street closure, parking lot closure, and/or suspension of permit parking.
Related to the above and in August 1997, the City Council adopted a process for approving special events that involve closing the Plaza and adjacent public streets. The City Council-approved criteria allow the Plaza to be closed for special events for up to twenty days per year, with no more than twelve of those being either a Friday, Saturday, or Sunday. This year’s requests include Plaza closures of ten days total, six of which fall on Friday, Saturday, or Sunday.
For non-City events, the event sponsor must also obtain a special event permit from the Community City of Orange Printed on 1/23/2025Page 1 of 5
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For non-City events, the event sponsor must also obtain a special event permit from the Community Development Department.
Provided below is the schedule of anticipated special events between February 2025 and December 2025. Note, the 2025 Antique Affair was approved in 2024.
Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
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Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
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Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
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Item #: 3.14. 1/28/2025 File #: 24-0697
Plaza Closure
Closure of the Plaza, including all four spoke streets.
Chapman Avenue to be closed from Lemon Street to Grand
Street; Glassell Street to be closed from Almond Avenue to Maple Avenue.
April 13, 2025 Orange Plaza Car Show - Rotary Club of Orange Plaza Plaza Closure from 2:00 a.m. to 9:00 p.m. Temporary
Suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A.
May 3, 2025 May Parade - Chamber of Commerce
Closure, from 4:00 a.m. to 1:00 p.m., of the following: The Plaza; Chapman Avenue from Cambridge Street to Cypress
Street; Pine, Harwood, and Shaffer Streets from Maple
Avenue to Almond Avenue; Cleveland Street from Maple
Avenue to Chapman Avenue; Center Street from Chapman
Avenue to Almond Avenue; Grand Street from Maple
Avenue to Chapman Avenue; Orange Street from Maple
Avenue to Almond Avenue; Glassell Street from Maple
Avenue to Washington Avenue; Olive Street from Maple
Avenue to Almond Avenue; Lemon Street from Maple
Avenue to Almond Avenue; and Cypress Street from Maple
Avenue to Almond Avenue.
Closure of Municipal Parking Lot 12, if necessary.
August 28, 2025 through
September 1, 2025
Orange International Street Fair, Inc.
Plaza Closure from 2:00 a.m. Thursday- August 28, 2025
through 7:00 a.m. Monday - September 1, 2025 Closure of Municipal Parking Lots 1 and 2. Temporary Suspension of Permit Parking Restrictions Chapman University
Neighborhood Permit Parking Area A.
October 30-31, 2025 Treats in the Streets Autumn Festival - Community Services
Plaza southeast quadrant closure Thursday, October 30,
2025 5:00 a.m. - 11:30 p.m.; Closure of one row of parking in Municipal Parking Lot 2 behind Assistance League
(thirteen spaces) Thursday, October 30, 2025, 5:00 a.m. - Friday, October 31, 2025 12 p.m.; Temporary suspension of Chapman University Neighborhood Permit Parking Area A,
all day Thursday, October 30, 2025; Full Plaza closure
Thursday, October 30, 2025, 1:00 p.m. - 11:30 p.m.
Chapman Avenue to be closed from Lemon Street easterly
to Grand Street; Glassell Street from Almond Avenue
northerly to Maple Avenue; Temporary suspension of Permit Parking Restrictions, Around the Old Towne area, all day Thursday, October 30, 2025.
December 5-8, 2025 Tree Lighting Ceremony & Candlelight Choir Procession - Community Services
Plaza Closure, Sunday, December 7, 2025, 3:00 a.m.-11:30 p.m. Northeast quadrant of the Plaza will remain closed until 10:00 a.m., Monday, December 8, 2025; Saturday,
December 6, 2025, 5:00 a.m. - Monday, December 8, 2025, 12:00 p.m. closure of one row of parking in Municipal Lot 2 behind Assistance League (thirteen spaces); Closure of
entire south Almond lot from Friday, December 5, 2025
6:00 a.m. - Monday December 8, 2025, 8:00 a.m. Temporary suspension of Permit Parking Restrictions Chapman
University Neighborhood Permit Parking Area A, all day
Sunday, December 7, 2025; Temporary suspension of Permit Parking Restrictions Old Towne area, all day Sunday,
December 7, 2025.
Street Closure
June 21, 2025 Annual Old Towne Orange Chili Cook Off - Rotary Club of Orange
Temporary closure of Cypress Street from Chapman Avenue to the northerly property line of 159 N. Cypress Street on Saturday, June 21, 2025 from 6:00 a.m. to 6:00 p.m.
July 3, 2025 3rd of July Celebration - Community Services Closure of North Prospect Street from Walnut Avenue to Spring Street with local access to Cambridge Creek residents from 9:00 am - 11:00 pm Thursday, July 3, 2025. Walnut Avenue will be closed from North Prospect Street to Grijalva Park with limited access, and North McPherson Road will be closed from East Pearl to Grijalva Park 9:00 a.m. - 11:00 p.m., Thursday, July 3, 2025; Closure of Spring Street from
Prospect Street to McPherson Road closure: Tuesday, July 1, 2025, 6:30 a.m.-Thursday, July 3, 2025, 11 p.m.; Temporary suspension of Permit Parking Restrictions within Permit Parking Areas D and G all day Thursday, July 3,
2025.
November 11, 2025 Veterans Day Tribute - Community Services Temporary closure of Atchison Street from Chapman Avenue to Maple Avenue on Tuesday, November 11, 2025 from 7:00 a.m. to 2:00 p.m.
Suspend Permit Parking
February 10, 2025 College/Career Presentation - Orange High School Chapman University Neighborhood Permit Parking Area A
February 12, 2025 OHS Showcase - Orange High School
Chapman University Neighborhood Permit Parking Area A
March 20-22, 2025 Spring Musical - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 23-25, 2025 Baccalaureate & Commencement- Chapman University Chapman University Neighborhood Permit Parking Area A
May 23, 2025 Spring Concert - Orange High School
Chapman University Neighborhood Permit Parking Area A
May 29, 2025 Award Show - Orange High School
Chapman University Neighborhood Permit Parking Area A
June 11-12, 2025 Graduation - Orange Unified School District El Modena High School/Fred Kelly Stadium Permit Parking Areas D & G West side of McPherson Road between Spring
Street & Pearl Street. (Adjacent to Grijalva Park at Santiago Creek)
August 19-20, 2025 Student Move-In Day - Chapman University Freshman Class Student Move-In Day Chapman University
Neighborhood Permit Parking A
November 7-9, 2025 Holiday Memories- Old Towne Orange Plaza Merchants Temporary Suspension of Permit Parking Restrictions
Chapman University Neighborhood Permit Parking A
Municipal Parking Lot Closure and Street Parking
Taste of Orange - Assistance League of Orange
May 4, 2025 Closure of Municipal Parking Lot 2, adjacent to 124 S Orange Street. Authorization to direct attendees to Municipal Parking Lots 1,3,4,5,6,7,8,9,11,12, and 13. Dedicated on- street parking east and west side of South Orange Street (Adjacent to Municipal Lot 2 for Taste of Orange vendors only) 12:00 p.m. to 8:00 p.m.
Dedicated On-Street Parking
Boutique Noel - Assistance League of Orange
October 5-11, 2025 West side of South Orange Street adjacent to Municipal Parking Lot 2 (for Boutique Noel vendors only). Reserve four parking stalls in the northeast corner of Parking Lot 2.
7. ATTACHMENTS
· Attachment 1 - Resolution No. 11596
· Attachment 2 - Map of Municipal Parking Lots
· Attachment 3 - Map of Permit Parking Area A
· Attachment 4 - Map of Permit Parking Area D & G
· Attachment 5 - Site Sketch of South Orange Street at Assistance League Building · Attachment 6 - Letters of Request
City of Orange Printed on 1/23/2025Page 5 of 5
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RESOLUTION NO. 11596
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ORANGE APPROVING THE
TEMPORARY CLOSURE OF SECTIONS OF
PUBLIC STREETS FOR APPROVED SPECIAL
EVENTS.
WHEREAS, Vehicle Code Section 21101(e) authorizes cities to close portions of streets for celebrations and local special events when, in the opinion of the City Council, the closure is necessary for the safety and protection of persons who are to use that portion of the street during the temporary closure; and
WHEREAS, the City’s Community Services Department, Orange Chamber of Commerce, Orange International Street Fair, Inc., and Rotary Club of Orange Plaza have requested temporary street closures to accommodate several special events in the streets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orange as follows:
ORANGE PLAZA CAR SHOW – ROTARY CLUB OF ORANGE PLAZA:
Section I:
That Chapman Avenue be closed from Grand Street to Lemon Street and that Glassell Street be closed from Maple Avenue to Almond Avenue from 2:00 A.M. to 9:00 P.M. on Sunday, April 13, 2025.
Section II:
That before said closure shall occur, Rotary Club of Orange Plaza shall comply with all terms and conditions contained in the preapproved Agreement.
Section III:
That Rotary Club of Orange Plaza shall notify area residents and businesses of the event and temporary street closure in accordance with the conditions contained in the preapproved Agreement.
MAY PARADE – ORANGE CHAMBER OF COMMERCE:
Section I:
That Chapman Avenue be closed from Cambridge Street to Cypress Street; that Pine, Harwood, and Shaffer Streets be closed from Maple Avenue to Almond Avenue; that Cleveland Street be closed from Maple Avenue to Chapman Avenue; that Center Street be closed from 228
2 Chapman Avenue to Almond Avenue; that Grand Street be closed from Maple Avenue to Chapman Avenue; that Orange Street be closed from Maple Avenue to Almond Avenue; that Glassell Street be closed from Maple Avenue to Washington Avenue; that Olive Street be closed from Maple Avenue to Almond Avenue; that Lemon Street be closed from Maple Avenue to Almond Avenue; and that Cypress Street be closed from Maple Avenue to Almond Avenue from 4:00 A.M. to approximately 1:00 P.M. on Saturday, May 3, 2025.
Section II:
That before said closure shall occur Orange Chamber of Commerce shall comply with all terms and conditions contained in the preapproved Agreement.
Section III:
That Orange Chamber of Commerce shall notify area residents and businesses of the event and temporary street closure in accordance with the conditions contained in the preapproved Agreement.
ANNUAL OLD TOWNE ORANGE CHILI COOK OFF – ROTARY CLUB OF ORANGE:
Section I:
That Cypress Street be closed from Chapman Avenue to the northerly property line of 159 N. Cypress Street from 6:00 a.m. to 6:00 p.m. on Saturday, June 21, 2025.
3RD OF JULY CELEBRATION – CITY OF ORANGE COMMUNITY SERVICES:
Section I:
That North Prospect Street be closed from Walnut Avenue to Spring Street with local access to Cambridge Creek residents; that Walnut Avenue be closed from North Prospect Street to Grijalva Park with limited access; that North McPherson Road be closed from Grijalva Park to East Pearl Avenue from 9:00 A.M. to 11:00 P.M. on Thursday, July 3, 2025; and that Spring Street be closed from Prospect Street to McPherson Road from Tuesday, July 1, 2025, 6:30 a.m. – Thursday, July 3, 2025, 11:00 p.m.
Section II:
That before said closure shall occur, the Community Services Department, with assistance from Orange Police and Public Works Departments, shall provide all signing, barricades, and traffic control necessary for the closure acceptable to the City.
Section III:
That before said closure shall occur, the Community Services Department shall notify area businesses, residents, and HOAs of the event, temporary street closure, and secondary access point in 229
3 accordance with the Police Department’s directions.
ORANGE INTERNATIONAL STREET FAIR, INC.:
Section I:
That Chapman Avenue be closed from Lemon Street to Grand Street and that Glassell Street be closed from Almond Avenue to Maple Avenue from 2:00 A.M. on Thursday, August 28, 2025, through 7:00 A.M. on Monday, September 1, 2025.
Section II:
That before said closure shall occur, Orange International Street Fair, Inc. shall comply with all terms and conditions contained in the preapproved Agreement.
Section III:
That Orange International Street Fair, Inc. shall notify area residents and businesses of the event and temporary street closure in accordance with the conditions contained in the preapproved Agreement.
TREATS IN THE STREETS AUTUMN FESTIVAL – CITY OF ORANGE COMMUNITY SERVICES:
Section I:
That the southeast quadrant of the Plaza be closed from 5:00 A.M. to 11:30 P.M. on Thursday, October 30, 2025.
Section II:
That Chapman Avenue be closed from Lemon Street to Grand Street, and that Glassell Street be closed from Almond Avenue to Maple Avenue from 1:00 P.M. to 11:30 P.M. on Thursday, October 30, 2025.
Section III:
That before said closure shall occur, the Community Services Department, with assistance from Orange Police and Public Works Departments, shall provide all signing, barricades, and traffic control necessary for the closure acceptable to the City.
Section IV:
That the Community Services Department shall notify area residents, businesses, and OCTA of the event and temporary street closure and parking removal in accordance with the Police Department’s directions.
230
4 VETERANS TRIBUTE – CITY OF ORANGE COMMUNITY SERVICES:
Section I:
That Atchison Street be closed from Chapman Avenue to Maple Avenue from 7:00 A.M. to 2:00 P.M. on Tuesday, November 11, 2025.
Section II:
That before said closure shall occur, the Community Services Department, with assistance from Orange Police and Public Works Departments, shall provide all signing, barricades and traffic control necessary for the closure acceptable to the City.
Section III:
That the Community Services Department shall notify Streamliner Lounge and OCTA of the event and temporary street closure and parking removal in accordance with the Police Department’s directions.
TREE LIGHTING CEREMONY & CANDLELIGHT PROCESSION – CITY OF ORANGE COMMUNITY SERVICES:
Section I:
That the northeast quadrant of the Plaza be closed from 3:00 A.M. Sunday, December 7, 2025, until 10:00 A.M. on Monday, December 8, 2025.
Section II:
That Chapman Avenue be closed from Lemon Street to Grand Street and that Glassell Street be closed from Almond Avenue to Maple Avenue from 3:00 A.M. to 11:30 P.M., Sunday, December 7, 2025.
Section III:
That before said closure shall occur, the Community Services Department with assistance from Orange Police and Public Works Departments shall provide all signing, barricades, and traffic control necessary for the closure acceptable to the City.
Section IV:
That the Community Services Department shall notify area residents, businesses, and OCTA of the event and temporary street closure and parking removal in accordance with the Police Department’s direction.
231
5 ADOPTED this ____ day of ____________________, 2025
Daniel R. Slater, Mayor, City of Orange
ATTEST:
Pamela Coleman, City Clerk, City of Orange
APPROVED AS TO FORM:
Mike Vigliotta, City Attorney, City of Orange
STATE OF CALIFORNIA )
COUNTY OF ORANGE )
CITY OF ORANGE )
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of the City of Orange at a regular meeting thereof held on the day of , 202 5 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Pamela Coleman, City Clerk, City of Orange
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Agenda Item
City Council
Item #: 7.1. 1/28/2025 File #: 25-0048
1. SUBJECT
Appointments to the Audit Advisory Committee.
2. SUMMARY
With the adoption of Ordinance No. 02-24 and Resolution No. 11536 (adopted on March 12, 2024, and April 9, 2024, respectively), the Audit Advisory Committee was reinstated.
Resolution No. 11536 established the Committee’s qualifications for appointment including the number of representatives and terms. The newly reinstated Audit Advisory Committee shall consist of seven voting members with a term of two years. The City Treasurer and Finance Director (or their designee) shall serve as advisory non-voting members. Five members were appointed on November 26, 2024.
3. RECOMMENDED ACTION
Confirm Mayor Slater’srecommendation to appoint Carolyn Cavecche and Caleb Brown to the Audit Advisory Committee for two-year terms respectively ending June 30, 2027.
4. ATTACHMENTS
· None
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Agenda Item
City Council
Item #: 7.1. 1/28/2025 File #: 25-0048
1. SUBJECT
Appointments to the Audit Advisory Committee.
2. SUMMARY
With the adoption of Ordinance No. 02-24 and Resolution No. 11536 (adopted on March 12, 2024, and April 9, 2024, respectively), the Audit Advisory Committee was reinstated.
Resolution No. 11536 established the Committee’s qualifications for appointment including the number of representatives and terms. The newly reinstated Audit Advisory Committee shall consist of seven voting members with a term of two years. The City Treasurer and Finance Director (or their designee) shall serve as advisory non-voting members. Five members were appointed on November 26, 2024.
3. RECOMMENDED ACTION
Confirm Mayor Slater’srecommendation to appoint Carolyn Cavecche and Caleb Brown to the Audit Advisory Committee for two-year terms respectively ending June 30, 2027.
4. ATTACHMENTS
· None
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Agenda Item
City Council
Item #: 9.1. 1/28/2025 File #: 24-0688
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Trang Nguyen, Finance Director
1. SUBJECT
Fiscal Year 2023-24 General Fund Report.
2. SUMMARY
Fiscal Year 2023-24 annual audit is near completion and the Annual Comprehensive Financial Report is being prepared. Staff are prepared to report on the unaudited actuals, focusing on the General Fund.
3. RECOMMENDED ACTION
1. Receive and file the Fiscal Year 2023-24 Year-end Financial Report, focusing on the General Fund.
2. Approve the Purchase Orders carryover requests and continuing appropriations for all funds.
4. FISCAL IMPACT
None.
5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability Objective 2.9: Create a fiscal sustainability plan
6. DISCUSSION AND BACKGROUND
The Fiscal Year 2023-24 (FY24) Budget was adopted on June 27, 2023 with an adopted General Fund revenue of $135.8 million and expenditure of $139.3 million. The projected catastrophic reserve and undesignated fund balance on June 30, 2024 was $23.6 million and $390,549, respectively. The City’sannual audit started on November 18, 2024 and the field work was completed on December 18, 2024. While the Annual Comprehensive Financial Report (ACFR) is being finalized, staff has prepared the unaudited actuals, focusing on the General Fund. Staff will return in February with the ACFR and audited actuals for all funds.
The FY24 General Fund revenue of over $146.6 million, including transfers and one-time revenues, outpaced the FY24 budget by $4.8 million or 3.4%. Over $3.3 million or 70% of the increase is attributed to interest earnings from investments. The other significant increases are Revenue from Other Agencies of $1 million and Fee for Services of almost $1.3 million.
Compared to Fiscal Year 2022-23 (FY23), the General Fund total revenue, including transfers in, increased by $7.7 million or 5.6%. The total operating revenues, excluding transfers, increased by City of Orange Printed on 1/23/2025Page 1 of 5
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Item #: 9.1. 1/28/2025 File #: 24-0688
increased by $7.7 million or 5.6%. The total operating revenues, excluding transfers, increased by $7.1 million or 5.2%. The three largest increases from FY23 were Use of Money and Property at $2.4 million, Revenue from Other Agencies at $2.4 million, and Property Tax at $1.8 million. · Revenues in the Use of Money and Property category increased by about $2.4 million or 104% compared to the FY23 actuals. This is attributed to a higher gain in investments than the prior year.
· Revenue from Other Agencies increased by $2.3 million or 188% compared to the FY23 actuals, mostly due to higher receipt of various state and county grants. · Property tax increased by approximately $1.8 million or 3.4% compared to the FY 23 actuals.
Most of this increase is from the 2% CPI increase and property tax transfers.
Table 1: FY24 Unaudited General Fund - Revenue
FY23 Actual FY 24 Budget FY 24 Actual %
Received
%
Change
from
FY23
Property Tax $52,761,607 $55,024,850 $54,579,940 99.2% 3.4% Sales Tax 50,110,935 50,438,051 50,610,366 100.3 1.0
Transient
Occupancy Tax
(TOT)
6,080,399 5,350,300 6,092,658 113.9 0.2
Franchise 2,622,044 2,852,060 2,981,298 104.5 13.7
License & Permit 6,983,399 7,064,011 7,206,692 102.0 3.2 Fine & Forfeiture 2,008,770 2,023,320 1,747,538 86.4 -13.0 Use of Money &
Property
2,344,767 1,466,894 4,794,620 326.9 104.5
Revenue from
Other Agencies
1,235,990 2,615,923 3,570,197 136.5 188.9
Fee for Services 6,491,550 5,590,496 6,851,807 122.6 5.5 Miscellaneous
Revenue
2,779,559 1,820,336 1,958,560 107.6 -29.5
Internal Service
Charges
3,526,228 3,635,631 3,635,631 100.0 3.1
Total Operating
Revenues
136,945,248 137,881,872 144,029,307 104.5 5.2
Transfers in 2,000,000 3,992,330 2,629,162 65.9 31.5
Total Revenues $138,945,248 $141,874,202 $146,658,469 103.4% 5.6% The FY24 General Fund expenditure is $144 million, leaving an unspent budget of $1.5 million or 1%.
Almost $1.4 million of the unspent budget is the budgeted amount for catastrophic reserve. The true unspent budget is $137,270. Salaries and benefits exceeded the budget by almost $3.4 million. This City of Orange Printed on 1/23/2025Page 2 of 5
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Item #: 9.1. 1/28/2025 File #: 24-0688
unspent budget is $137,270. Salaries and benefits exceeded the budget by almost $3.4 million. This is due to the vacancy rate of $4.1 million that was built into the budget as a budget balancing measure. The two large unspent budgets are in contractual services and material and supplies for $1.3 million and $640,000, respectively. However, it is important to note that some of the unspent budget has been committed or restricted and will need to be carried over to Fiscal Year 2024-25 (FY25).
When comparing the General Fund expenditure to FY23, total expenditure, including transfers out, decreased by $17.5 million or -10.9%. The decrease is from the one-time transfer out of over $23 million in FY23 to restore fund balances in the Capital Project Fund and Internal Service Funds. The overall operating expenditure increased by $5.7 million or 4.1%. Most of the increase is in salaries and benefits, increasing by $6.5 million or 6.9%, and contractual services increasing by $923,000 or
6.3%. The increases are offset by the decrease in miscellaneous expenditure of -$2.8 million or -91% from the prior year.
Table 2: FY24 Unaudited General Fund - Expenditure
FY23 Actual FY24 Budget FY24 Actual % Spent %
Change
from
FY23
Salaries &
Benefits
$93,878,356 $97,024,998 $100,385,131 103.5% 6.9%
Contractual
Services
14,623,181 17,868,125 15,545,853 87.6 6.3
Materials &
Supplies
2,590,240 2,868,141 2,227,988 77.7 -14.0
Capital Outlay 501,255 552,441 135,064 29.8 -73.1
Miscellaneous
Expenses
3,122,854 365,700 282,313 77.2 -91.0
Debt Services 1,908,256 1,713,000 1,711,460 99.9 -10.3
Internal Service
Costs
21,566,017 23,668,706 23,636,031 99.9 9.6
Total Operating
Expenditures
138,190,159 144,061,110 143,923,841 99.9 4.1
Transfers Out 23,276,946 1,363,261 - 0.0 -100.0
Total
Expenditures
$161,467,104 $145,424,391 $143,923,841 99.1% -10.9
At the end of FY24, the General Fund has almost $2.3 million in unspent purchase orders, however the purchase order carryover request is $877,565 or 38% of the unspent balance for ongoing projects and commitments (Attachment A). Staff is also requesting a continuing appropriation of $1,144,345 for General Fund purposes such as grants and donations that were received in FY24 but have not been spent (Attachment B).
At the end of FY24, the General Fund had an operating surplus of just over $234,000, revenue at City of Orange Printed on 1/23/2025Page 3 of 5
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At the end of FY24, the General Fund had an operating surplus of just over $234,000, revenue at $144 million and expenditure of $143.9 million, excluding one-time revenue. There was a one-time transfer of $2.5 million from the CIP Fund to the General Fund. On June 30, 2024, the total General Fund ending fund balance is almost $27 million, including reserves. After applying the 16.6% catastrophic reserve of $23.9 million and carryover of just over $2.0 million, the undesignated reserve on June 30, 2024 is just under $1.1 million. It is important to note that the City would have closed with a deficit of $1.45 million and would need to borrow from the catastrophic reserve if the one-time transfer of $2.5 million from the CIP Fund had not occurred.
Table 3: FY24 Unaudited General Fund - Fund Balance
Budget Actual Variance to
Budget
Beginning Fund Balance $24,228,416 $24,228,416
Operating Revenues 137,881,872 144,029,307 6,147,435
Transfers in 1,492,330 129,162 -1,363,168
Total Revenues 139,374,202 144,158,469 4,784,267
Operating Expenditures 144,061,110 143,923,841 -137,269 Transfers out 1,363,281 - -1,363,281
Total Expenditures 145,424,391 143,923,841 -1,500,550
Surplus/(Deficit) -6,050,189 234,628 -6,284,817
One-time Transfer in (CIP Fund) 2,500,000 2,500,000 -
Total One-time Revenues 2,500,000 2,500,000 -
Total Fund Balance at 6/30/24 20,678,227 26,963,044 6,284,817 Catastrophic Reserve at 6/30/24 23,914,144 23,891,358 -22,786 Carryover to FY25 - 2,021,910 2,021,910
Ending Undesignated Fund Balance -$3,235,917 $1,049,776 $4,285,693 In closing, the minimum reserve is short of the City Council 30% minimum designated reserve for all funds by over $6.7 million. Any available undesignated fund balance should be used to cover the shortfall of the 30% minimum designated reserve. Staff will return in February with the FY24 audit results and a report of the audited actuals for all funds.
Table 4: FY24 Discretionary Reserves
Fund Defined Minimum Minimum Reserve
Amount
General Fund (100) 16.6% of GF Expenditure $23,891,358
Building Records Management
Fund (110)
None -
Capital Projects Fund (500) Avg. of 5-year CIP 4,330,360 Equipment Replacement Fund
(720)
Avg. 3-year Prior Actuals 1,895,054
Worker’s Compensation Self-
Insurance Fund (730)
150% Avg. 3-year Prior Claims
Paid
4,594,299
General Liability Self-Insurance
Fund (740)
150% 3-year Prior Claims Paid 694,284
Employee Accrued
Liability/Pension Stabilization
Fund (760)
None -
Computer Replacement Fund
(790)
Avg. 3-year Prior Actuals 1,030,258
Total $36,435,613
Minimum Designated Reserve
Policy
30% of GF Expenditure $43,177,152
Excess/(Deficit) Fund
Balance
-6,741,539
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Fund Defined Minimum Minimum Reserve
Amount
General Fund (100) 16.6% of GF Expenditure $23,891,358
Building Records Management
Fund (110)
None -
Capital Projects Fund (500) Avg. of 5-year CIP 4,330,360 Equipment Replacement Fund
(720)
Avg. 3-year Prior Actuals 1,895,054
Worker’s Compensation Self-
Insurance Fund (730)
150% Avg. 3-year Prior Claims
Paid
4,594,299
General Liability Self-Insurance
Fund (740)
150% 3-year Prior Claims Paid 694,284
Employee Accrued
Liability/Pension Stabilization
Fund (760)
None -
Computer Replacement Fund
(790)
Avg. 3-year Prior Actuals 1,030,258
Total $36,435,613
Minimum Designated Reserve
Policy
30% of GF Expenditure $43,177,152
Excess/(Deficit) Fund
Balance
-6,741,539
7. ATTACHMENTS
· Purchase Order Carryover Listing
· Continuing Appropriation Listing
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Agenda Item
City Council
Item #: 9.1. 1/28/2025 File #: 24-0688
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Trang Nguyen, Finance Director
1. SUBJECT
Fiscal Year 2023-24 General Fund Report.
2. SUMMARY
Fiscal Year 2023-24 annual audit is near completion and the Annual Comprehensive Financial Report is being prepared. Staff are prepared to report on the unaudited actuals, focusing on the General Fund.
3. RECOMMENDED ACTION
1. Receive and file the Fiscal Year 2023-24 Year-end Financial Report, focusing on the General Fund.
2. Approve the Purchase Orders carryover requests and continuing appropriations for all funds.
4. FISCAL IMPACT
None.
5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability Objective 2.9: Create a fiscal sustainability plan
6. DISCUSSION AND BACKGROUND
The Fiscal Year 2023-24 (FY24) Budget was adopted on June 27, 2023 with an adopted General Fund revenue of $135.8 million and expenditure of $139.3 million. The projected catastrophic reserve and undesignated fund balance on June 30, 2024 was $23.6 million and $390,549, respectively. The City’sannual audit started on November 18, 2024 and the field work was completed on December 18, 2024. While the Annual Comprehensive Financial Report (ACFR) is being finalized, staff has prepared the unaudited actuals, focusing on the General Fund. Staff will return in February with the ACFR and audited actuals for all funds.
The FY24 General Fund revenue of over $146.6 million, including transfers and one-time revenues, outpaced the FY24 budget by $4.8 million or 3.4%. Over $3.3 million or 70% of the increase is attributed to interest earnings from investments. The other significant increases are Revenue from Other Agencies of $1 million and Fee for Services of almost $1.3 million.
Compared to Fiscal Year 2022-23 (FY23), the General Fund total revenue, including transfers in, increased by $7.7 million or 5.6%. The total operating revenues, excluding transfers, increased by City of Orange Printed on 1/23/2025Page 1 of 5
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increased by $7.7 million or 5.6%. The total operating revenues, excluding transfers, increased by $7.1 million or 5.2%. The three largest increases from FY23 were Use of Money and Property at $2.4 million, Revenue from Other Agencies at $2.4 million, and Property Tax at $1.8 million. · Revenues in the Use of Money and Property category increased by about $2.4 million or 104% compared to the FY23 actuals. This is attributed to a higher gain in investments than the prior year.
· Revenue from Other Agencies increased by $2.3 million or 188% compared to the FY23 actuals, mostly due to higher receipt of various state and county grants. · Property tax increased by approximately $1.8 million or 3.4% compared to the FY 23 actuals.
Most of this increase is from the 2% CPI increase and property tax transfers.
Table 1: FY24 Unaudited General Fund - Revenue
FY23 Actual FY 24 Budget FY 24 Actual %
Received
%
Change
from
FY23
Property Tax $52,761,607 $55,024,850 $54,579,940 99.2% 3.4% Sales Tax 50,110,935 50,438,051 50,610,366 100.3 1.0
Transient
Occupancy Tax
(TOT)
6,080,399 5,350,300 6,092,658 113.9 0.2
Franchise 2,622,044 2,852,060 2,981,298 104.5 13.7
License & Permit 6,983,399 7,064,011 7,206,692 102.0 3.2 Fine & Forfeiture 2,008,770 2,023,320 1,747,538 86.4 -13.0 Use of Money &
Property
2,344,767 1,466,894 4,794,620 326.9 104.5
Revenue from
Other Agencies
1,235,990 2,615,923 3,570,197 136.5 188.9
Fee for Services 6,491,550 5,590,496 6,851,807 122.6 5.5 Miscellaneous
Revenue
2,779,559 1,820,336 1,958,560 107.6 -29.5
Internal Service
Charges
3,526,228 3,635,631 3,635,631 100.0 3.1
Total Operating
Revenues
136,945,248 137,881,872 144,029,307 104.5 5.2
Transfers in 2,000,000 3,992,330 2,629,162 65.9 31.5
Total Revenues $138,945,248 $141,874,202 $146,658,469 103.4% 5.6% The FY24 General Fund expenditure is $144 million, leaving an unspent budget of $1.5 million or 1%.
Almost $1.4 million of the unspent budget is the budgeted amount for catastrophic reserve. The true unspent budget is $137,270. Salaries and benefits exceeded the budget by almost $3.4 million. This City of Orange Printed on 1/23/2025Page 2 of 5
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unspent budget is $137,270. Salaries and benefits exceeded the budget by almost $3.4 million. This is due to the vacancy rate of $4.1 million that was built into the budget as a budget balancing measure. The two large unspent budgets are in contractual services and material and supplies for $1.3 million and $640,000, respectively. However, it is important to note that some of the unspent budget has been committed or restricted and will need to be carried over to Fiscal Year 2024-25 (FY25).
When comparing the General Fund expenditure to FY23, total expenditure, including transfers out, decreased by $17.5 million or -10.9%. The decrease is from the one-time transfer out of over $23 million in FY23 to restore fund balances in the Capital Project Fund and Internal Service Funds. The overall operating expenditure increased by $5.7 million or 4.1%. Most of the increase is in salaries and benefits, increasing by $6.5 million or 6.9%, and contractual services increasing by $923,000 or
6.3%. The increases are offset by the decrease in miscellaneous expenditure of -$2.8 million or -91% from the prior year.
Table 2: FY24 Unaudited General Fund - Expenditure
FY23 Actual FY24 Budget FY24 Actual % Spent %
Change
from
FY23
Salaries &
Benefits
$93,878,356 $97,024,998 $100,385,131 103.5% 6.9%
Contractual
Services
14,623,181 17,868,125 15,545,853 87.6 6.3
Materials &
Supplies
2,590,240 2,868,141 2,227,988 77.7 -14.0
Capital Outlay 501,255 552,441 135,064 29.8 -73.1
Miscellaneous
Expenses
3,122,854 365,700 282,313 77.2 -91.0
Debt Services 1,908,256 1,713,000 1,711,460 99.9 -10.3
Internal Service
Costs
21,566,017 23,668,706 23,636,031 99.9 9.6
Total Operating
Expenditures
138,190,159 144,061,110 143,923,841 99.9 4.1
Transfers Out 23,276,946 1,363,261 - 0.0 -100.0
Total
Expenditures
$161,467,104 $145,424,391 $143,923,841 99.1% -10.9
At the end of FY24, the General Fund has almost $2.3 million in unspent purchase orders, however the purchase order carryover request is $877,565 or 38% of the unspent balance for ongoing projects and commitments (Attachment A). Staff is also requesting a continuing appropriation of $1,144,345 for General Fund purposes such as grants and donations that were received in FY24 but have not been spent (Attachment B).
At the end of FY24, the General Fund had an operating surplus of just over $234,000, revenue at City of Orange Printed on 1/23/2025Page 3 of 5
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At the end of FY24, the General Fund had an operating surplus of just over $234,000, revenue at $144 million and expenditure of $143.9 million, excluding one-time revenue. There was a one-time transfer of $2.5 million from the CIP Fund to the General Fund. On June 30, 2024, the total General Fund ending fund balance is almost $27 million, including reserves. After applying the 16.6% catastrophic reserve of $23.9 million and carryover of just over $2.0 million, the undesignated reserve on June 30, 2024 is just under $1.1 million. It is important to note that the City would have closed with a deficit of $1.45 million and would need to borrow from the catastrophic reserve if the one-time transfer of $2.5 million from the CIP Fund had not occurred.
Table 3: FY24 Unaudited General Fund - Fund Balance
Budget Actual Variance to
Budget
Beginning Fund Balance $24,228,416 $24,228,416
Operating Revenues 137,881,872 144,029,307 6,147,435
Transfers in 1,492,330 129,162 -1,363,168
Total Revenues 139,374,202 144,158,469 4,784,267
Operating Expenditures 144,061,110 143,923,841 -137,269 Transfers out 1,363,281 - -1,363,281
Total Expenditures 145,424,391 143,923,841 -1,500,550
Surplus/(Deficit) -6,050,189 234,628 -6,284,817
One-time Transfer in (CIP Fund) 2,500,000 2,500,000 -
Total One-time Revenues 2,500,000 2,500,000 -
Total Fund Balance at 6/30/24 20,678,227 26,963,044 6,284,817 Catastrophic Reserve at 6/30/24 23,914,144 23,891,358 -22,786 Carryover to FY25 - 2,021,910 2,021,910
Ending Undesignated Fund Balance -$3,235,917 $1,049,776 $4,285,693 In closing, the minimum reserve is short of the City Council 30% minimum designated reserve for all funds by over $6.7 million. Any available undesignated fund balance should be used to cover the shortfall of the 30% minimum designated reserve. Staff will return in February with the FY24 audit results and a report of the audited actuals for all funds.
Table 4: FY24 Discretionary Reserves
Fund Defined Minimum Minimum Reserve
Amount
General Fund (100) 16.6% of GF Expenditure $23,891,358
Building Records Management
Fund (110)
None -
Capital Projects Fund (500) Avg. of 5-year CIP 4,330,360 Equipment Replacement Fund
(720)
Avg. 3-year Prior Actuals 1,895,054
Worker’s Compensation Self-
Insurance Fund (730)
150% Avg. 3-year Prior Claims
Paid
4,594,299
General Liability Self-Insurance
Fund (740)
150% 3-year Prior Claims Paid 694,284
Employee Accrued
Liability/Pension Stabilization
Fund (760)
None -
Computer Replacement Fund
(790)
Avg. 3-year Prior Actuals 1,030,258
Total $36,435,613
Minimum Designated Reserve
Policy
30% of GF Expenditure $43,177,152
Excess/(Deficit) Fund
Balance
-6,741,539
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Item #: 9.1. 1/28/2025 File #: 24-0688
Fund Defined Minimum Minimum Reserve
Amount
General Fund (100) 16.6% of GF Expenditure $23,891,358
Building Records Management
Fund (110)
None -
Capital Projects Fund (500) Avg. of 5-year CIP 4,330,360 Equipment Replacement Fund
(720)
Avg. 3-year Prior Actuals 1,895,054
Worker’s Compensation Self-
Insurance Fund (730)
150% Avg. 3-year Prior Claims
Paid
4,594,299
General Liability Self-Insurance
Fund (740)
150% 3-year Prior Claims Paid 694,284
Employee Accrued
Liability/Pension Stabilization
Fund (760)
None -
Computer Replacement Fund
(790)
Avg. 3-year Prior Actuals 1,030,258
Total $36,435,613
Minimum Designated Reserve
Policy
30% of GF Expenditure $43,177,152
Excess/(Deficit) Fund
Balance
-6,741,539
7. ATTACHMENTS
· Purchase Order Carryover Listing
· Continuing Appropriation Listing
City of Orange Printed on 1/23/2025Page 5 of 5
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FY 25 BUDGET
Fund Fund Description Fund Total
100 General Fund $877,564.40
105 Reimbursable Expense - 110 Building Records Management Fee 246,952.38
220 Sanitation and Sewer 449,313.86
263 Traffic Improvement - Measure M2 1,765,161.49
270 Gas Tax Maintenance 4,365.13
274 Rmra Road Maint Rehab Account 1,647,853.22
287 TSIP Citywide 90,151.02
310 Community Development Block Grant 430,867.39
312 SB2 - Building Homes and Jobs Act 2,908,830.47
317 HOME 6,807.50
353 Federal Police Grants 12,884.00
354 AB3229-COPS/State 50,200.00
355 Asset Seizure - Federal 39,491.23
500 Capital Projects 920,618.58
510 Park Acquisition (Infill) 265,099.66
512 El Modena Park Facility - Cell Tower Fee 92,077.00
550 Reimbursable Capital Projects 2,830,665.79
551 Grijalva Park Fund 5,813.99
553 Capital Bonds Proceeds 388,701.14
555 Parking In Lieu 11,800.26
573 Library Facility Fee 147,743.63
600 Water 6,014,131.07
720 Vehicle Replacement 1,553,618.74
740 Self Insurance - Liability 103,732.19
780 Information Technology 38,757.18
790 Computer Replacement 1,114,439.98
921 Low & Moderate Income Housing Asset 14,913.75
952 City Tfr: NW & SW Merged 2003 Txbl Bonds 161,903.60 954 City Tfr: Merged 2008 Tax Exempt Bonds 22,235.00
TOTAL PURCHASE ORDER CARRYOVER $22,216,693.65
PURCHASE ORDER CARRYOVER LISTING BY FUND
261
FY 24 YEAR END BUDGET
Fund Vendor Name Carryover Request Department Total
Non-Departmental
100 Pivotal Strategies LLC 68,861.19 $
Total Non-Departmental 68,861.19$
City Manager/Economic Development
100 Hootsuite Inc 9,999.00 $
952 Kosmont and Associates Inc 31,000.00
952 Citythinkers Inc 32,987.50
952 Kosmont and Associates Inc 46,505.00
952 Kosmont and Associates Inc 16,411.10
952 The Modassic Group 35,000.00
Total City Manager/Economic Development 171,902.60$
City Attorney
100 Bill Whalen and Assoc Inc 10,783.20 $
100 Eagan US Holdco LLC 8,546.00
100 Burke Williams and Sorensen 24,288.25
740 Litili LLC 7,533.33
740 J S Held LLC 6,372.11
740 Knapp, Samuel 4,500.00
740 Eagan US Holdco LLC 42,730.00
740 Mc Cune and Harber LLP 20,541.75
740 Target Solutions 22,055.00
Total City Attorney 147,349.64$
Community Development
100 Lisa Wise Consulting Inc 15,165.19 $
100 Morse Planning Group 9,000.00
100 ODP Office Solutions LLC 5,000.00
100 Chattel Inc 27,026.62
100 Amber Gregg Inc 35,000.00
100 DSLA Design 30,000.00
100 Willdan Engineering 15,224.74
110 Maintstar Inc 231,607.00
110 Park Consulting Group Inc 5,100.00
110 Document & Microfilm Conv 10,245.38
790 Maintstar Inc 231,607.00
790 Park Consulting Group Inc 5,100.00
921 Michael Baker International 10,908.75
921 Kane, Ballmer, & Berkman 4,005.00
310 Michael Baker International 17,033.75
310 R J Noble Company 252,474.64
312 The HUB OC 2,908,830.47
317 Michael Baker International 6,807.50
500 R J Noble Company 34,134.86
Total Community Development 3,854,270.90$
Community Services
100 Ashmore Construction 20,810.38 $
500 Grindline Skateparks Inc 150,252.51
510 RHA Landscape Architects 53,841.03
510 Verde Design Inc 40,353.60
510 Moore Iacofano Goltsman 170,905.03
512 Verde Design Inc 92,077.00
PURCHASE ORDER CARRYOVER LISTING BY FUND
262
FY 24 YEAR END BUDGET
Fund Vendor Name Carryover Request Department Total
Community Services cont.
551 Grindline Skateparks Inc 5,813.99
Total Community Services 534,053.54$
Finance
100 Cullen and Associates Inc 47,360.00 $
600 Tyler Technologies Inc 217,107.20
Total Finance 264,467.20$
Information Technology
220 Maintstar Inc 129,624.00 $
553 Triad Consult & Systms Design 32,820.00
553 Siemens Industry Inc 8,021.00
553 Triad Consult & Systms Design 4,906.25
600 Maintstar Inc 129,624.00
780 Sidepath Inc 38,757.18
790 Maintstar Inc 129,624.00
790 Copmlete Paperless Solutions 5,156.00
790 Tyler Technologies Inc 661,259.80
790 Western A/V 42,749.58
790 Odyssey Power Corp 25,143.60
Total Information Technology 1,207,685.41$
Library
100 Avidex Industries LLC 38,681.51 $
500 Diversified Thermal Services 283,835.00
550 Diversified Thermal Services 232,000.00
573 Gevork Consulting Engineering 4,908.53
573 Diversified Thermal Services 142,835.10
Total Library 702,260.14$
Fire
500 L N Curtis & Sons 134,238.37 $
Total Fire 134,238.37$
Police
100 Orange Cnty Treasurer-Tax Coll 4,996.00 $
100 Motoport USA 2,843.79
100 Defense Technology LLC 4,978.05
353 CPAC Inc.com 6,599.82
353 CDCE Inc 6,284.18
354 Lexisnexis Claim Solutions Inc 9,000.00
354 Axon Enterprise Inc 35,000.00
354 Linear Systems 6,200.00
355 Insight Public Sector Inc 12,000.00
355 Motorola Solutions Inc 14,618.78
355 Advexure LLC 3,047.17
355 CDCE Inc 1,229.94
355 FSOC LLC 5,648.26
355 Proforce Law Enforecement 2,947.08
553 Insight Public Sector Inc 12,107.29
790 Linear Systems 13,800.00
Total Police 141,300.36$
PURCHASE ORDER CARRYOVER LISTING BY DEPARTMENT
263
FY 24 YEAR END BUDGET
Fund Vendor Name Carryover Request Department Total
Public Works
100 Tripepi Smith and Associates 7,655.00 $
100 KOA Corporation 1,990.00
100 Superior Pavement Markings 46,334.79
100 Horizons Construction Co Intl 21,309.01
100 ODP Office Solutions LLC 6,853.01
100 David Volz Design 13,900.00
100 Deere & Company 49,490.50
100 Belkorp AG LLC 151,630.17
100 Economics Inc 12,965.00
100 H F and H Consultants LLC 90,000.00
100 Tripepi Smith and Associates 96,873.00
220 Gillis + Panichapan Architects 4,365.13
220 Ramona Inc 230,470.00
220 Joseph C Truxaw & Assoc 750.00
220 RPW Services Inc 9,650.00
220 Excel Paving Company 66,011.46
220 Excel Paving Company 8,443.27
263 California Pro Engineering Inc 24,934.46
263 Fehr & Peers 95.79
263 R J Noble Company 117,799.46
263 National Signal Inc 16,656.01
263 Gexpro, General Supply & Services 29,900.00
263 Smith-Emery Laboratories 4,521.82
263 LCR Earthwork & Engineering 65,046.97
263 Hardy & Harper Inc 1,481,606.98
263 Onward Engineering 24,600.00
270 Gillis + Panichapan Architects 4,365.13
274 Hardy & Harper Inc 1,344,840.92
274 R J Noble Company 129,192.02
274 All American Asphalt Inc 37,299.02
274 All American Asphalt Inc 136,521.26
287 Iteris Inc 13,482.43
287 Advantec Consulting Engineers 18,671.25
287 Mark Thomas & Company Inc 57,997.34
310 Public Restroom Company 161,359.00
500 Yunex LLC 47,724.07
500 Gillis + Panichapan Architects 4,365.15
500 AECOM Technical Services Inc 15,182.03
500 Yunex LLC 5,888.17
500 California Pro Engineering Inc 38,955.20
500 Fortel Traffic Inc 48,215.15
500 R J Noble Company 1.28
500 Nextech Systems Inc 27,983.78
500 Ameron Pole Products LLC 29,900.00
500 DCSE Associates Inc 8,500.00
500 Horizons Construction Co Intl 91,443.01
550 Kimley-Horn and Associates Inc 2,218.72
550 AECOM Technical Services Inc 44,128.24
550 Iteris Inc 134,287.17
PURCHASE ORDER CARRYOVER LISTING BY FUND
264
FY 24 YEAR END BUDGET
Fund Vendor Name Carryover Request Department Total
550 Mark Thomas & Company Inc 173,992.36
550 California Pro Engineering Inc 41,095.40
550 Fehr & Peers 862.09
550 Excel Paving Company 18,161.73
550 Elecnor Belco Electric Inc 22,500.00
550 All American Asphalt Inc 91.53
553 WLC Architects Inc 1,137.30
553 New Dynasty Construction Co 275,034.25
553 Smith-Emery Laboratories 969.64
553 Horizons Construction Co Intl 53,705.41
555 Dixon Resources Unlimited 11,800.26
720 National Auto Fleet Group 106,186.80
720 National Auto Fleet Group 610,095.67
720 Hi-Standard Automotive, LLC 93,232.39
720 National Auto Fleet Group 46,823.98
720 National Auto Fleet Group 168,766.38
720 National Auto Fleet Group 291,677.87
720 National Auto Fleet Group 40,836.31
720 National Auto Fleet Group 68,722.45
720 National Auto Fleet Group 127,276.89
954 PBK Architects 22,235.00
Total Public Works 7,161,575.88$
Public Works - Water
550 Environmental Construction Inc 2,161,328.55$
600 Tetra Tech Inc 4,827.06
600 Tetra Tech Inc 219,965.01
600 Casamar Group LLC 7,057.83
600 Tetra Tech Bas Inc 63,333.91
600 Mueller Co 25,323.97
600 Stantec Consulting Service Inc 15,093.25
600 Alexanders Contract Svcs Inc 92,447.19
600 General Pump Company 145,123.86
600 Environmental Construction Inc 3,488,836.00
600 Ninyo and Moore Geotechnical 31,587.50
600 Municipal Water District of 33,318.00
600 Tesco Controls LLC 38,882.53
600 CEM Construction Corp 1,429,392.00
600 Socal Scada Solutions LLC 22,500.00
600 Tess Electric Inc 48,311.01
600 Graybar Electric Company Inc 1,400.75
Total Public Works - Water 7,828,728.42$
TOTAL PO CARRYOVERS 22,216,693.65$
PURCHASE ORDER CARRYOVER LISTING BY FUND
265
FY 25 BUDGET
Fund Fund Description Fund Total
100 General Fund $1,144,345.43
263 Renewed Measure M Traffic Improvement 259,581.72
291 Landscape District 40,000.00
310 CDBG 26,353.57
312 SB2- Building Home and Jobs Act 2,938,830.47
317 Home Grant 2,157.41
550 Reimbursable Capital Projects 71,622.86
TOTAL CONTINUING APPROPRIATIONS 4,482,891.46
CONTINUING APPROPRIATION LISTING BY FUND
266
FY 24 YEAR END BUDGET
Fund Project Decription Amount Requested
Department
Total
City Manager
100 00000 Other Professional and Consulting Services 20,000.00$ Total City Manager 20,000.00$
Finance
100 00000 Other Professional and Consulting Services 267,520.00$ Total Finance 267,520.00$
Library
100 19986 Materials and Supplies - Patron Donations 11,059.02$ 100 20307 Materials Supplies - Literacy Program Supp 25,409.36 100 19990 Friends of the Library (Donations) 576.73
100 00000 Library Books 2,174.00
100 19322 Library Foundation 43.93
100 19986 Patron Donation/Materials 128.68 100 19988 Libr Bks - Santiago Library System (SLS) 10,517.82 100 19990 Friends of the Library (Donations) 15,364.73
100 30205 Library Books - Laurie Marine Living Trust 237.83 100 19990 Friends of the Library (Donations) 2,977.55
100 19990 Friends of the Library (Donations) 8,447.38
100 19990 Maint Cont Bldg/Equip Friends of Library (Donations) 1,100.00 100 19322 Library Foundation 26,433.09
100 19990 Friends of the Library (Donations) 19,766.00
100 19990 Friends of the Library (Donations) 6,493.52
100 30121 Craft Supplies - Lunch at the Library 3,212.56 100 19990 Friends of the Library (Donations) 855.65
100 19990 Friends of the Library (Donations) 3,748.50
Total Library 138,546.35$
Fire
100 20490 Safety Equipment - CalOES Admin Recovery 228,878.14$ Total Fire 228,878.14$
Police
100 30224 Medical & Psychologic Serv - BSCC 22-23 70,645.88$ 100 30224 Overnight Training Conference BSCC 22-23 9,197.46 100 30224 Equip Additions - BSCC 22-23 2,581.41 100 30189 Overtime - Safety Noth OC Public Safety 15,261.28 100 12307 Canine/SWAT Donations 426.75
100 20159 OT - Misc Post Release Comm Super 43,165.42
100 30237 Overtime - Safety Tobacco Grant FY 23-24 187,281.79 100 30237 Furniture, Machinery, Equip Add - Tobacco Grant 268.37 100 30231 Overtime - Safety OTS Grant FY 23-24 68,569.57 100 30231 Local Train, Conf, Mtg OTS Grant FY 23-24 2,897.00 100 30231 Furniture, Machinery, Equip Additions 2,309.07 Total Police 402,604.00$
Public Works
100 19805 Equipment Rental-Compactor Rentals-Plaza 6,741.69$ 100 30201 Other Prof&Consul Svc-SB 1383 Grant FY22 48,769.12 291 20255 Reg Salaries Misc - Santiago Hills LAD 40,000.00 Total Public Works 95,510.81$
Community Development
110 00000 Minor Office Equipment 4,139.74$
550 30212 Other Prof & Consulting Svc - Obj Design 22,280.25 550 19797 Other Prof Consulting Serv-Housing Element 49,342.61 Total Community Development 75,762.60$
CONTINUING APPROPRIATION LISTING - OPERATING BY DEPARTMENT 267
FY 24 YEAR END BUDGET
Fund Project Decription Amount Requested
Department
Total
Community Services
100 20227 Garden Plots 11,972.13$
100 20054 Military Banners 3,966.49
100 00000 Other Contractual Services 9,391.00
100 20530 Special Events 2024 1,816.77
263 30175 Senior Transportation Grant 21-22 76,102.51
263 30191 Senior Transportation Grant 22-23 183,479.21
Total Community Services 286,728.11$
Economic Development
310 11110 CDBG - Regular Salaries 10,984.60$
310 11110 Accounting and Auditing Services 1,009.53
310 11110 Publicity and Advertising Services 739.15
310 11110 Other Professional and Consulting Services 9,856.90 310 30233 CDBG Project Costs - OUPSF 3,763.39
312 30206 Other Prof Consult Svcs-Hub Resource Ctr 2,938,830.47 317 30206 Other Prof Consult Svcs-Hub Resource Ctr 2,157.41 Total Economic Development 2,967,341.45$
TOTAL OPERATING CARRYOVERS 4,482,891.46$
CONTINUING APPROPRIATION LISTING - OPERATING BY DEPARTMENT 268
FY 24 YEAR END BUDGET
Fund Activity Project Decription Amount
Requested Fund Total
Building Records Management Fee
110 6001 20482 CIP - Other Capital Outlay - Track Software 241,555.68$ TOTAL Building Records Management Fee 241,555.68$
O.C.P.T. Building Maintenance
150 5028 30059 OC & PT Various Improvements 43,705.92 $ TOTAL O.C.P.T. Building Maintenance 43,705.92$
Sanitation and Sewer
220 5023 various Motor Vehicle Replacement 95,000.00
220 5028 12982 Corp Yard Renovations 1,680,911.86$
220 5022 15509 CIP - Sewer Cleaning/Video 217,923.13
220 5028 19809 CIP - City Facility Improvements 26,900.00 220 5011 20430 CIP - Storm Drains Impr Citywide 1,327,257.68 220 5011 30166 CIP - Storm Drains-Cambridge St Infrastr 242,000.00 220 5011 30168 CIP - Storm Drains-Walnut Ave Infrastruc 1,096,658.08 TOTAL Sanitation and Sewer 4,686,650.75$
AB 2766 Air Pollution Reduction
245 5023 19999 Motor Vehicle Replacement 142,178.74
TOTAL AB 2766 Air Pollution Reduction 142,178.74$
Traffic Improvement - Measure M2
263 5011 13115 Pavement Management Program Survey 174,217.21$ 263 5011 13120 CIP-Pavement Management Program 2,593,152.90 263 5032 16304 CIP-Biennial Trafic Signal Coordination 318,883.33 263 5074 20329 CIP - Street Light/Signal Installation 60,996.33 263 5031 20443 CIP-Orange Community Shuttle Feasibility 8,510.79 263 5011 30168 CIP - Streets-Walnut Ave Infrastructure 854,810.48 TOTAL Traffic Improvement - Measure M2 4,010,571.04$
Gas Tax Maintenance
270 5028 12982 CIP - Renovations 291,130.92$
270 5032 16305 CIP - Street Light/Signal Installation 84,968.15 TOTAL Gas Tax Maintenance 376,099.07$
Rmra Road Maint Rehabilitation Account
274 5011 13120 CIP Streets-Pavement Mgt Program 1,500,676.50 $ TOTAL Rmra Road Maint Rehabilitation Account 1,500,676.50$ TSIP Citywide
287 5032 13115 CIP-Street Signal Inst-Pavement Survey 20,880.00 $ 287 5011 13120 CIP -Streets-Pavement Management Program 1,213.87 287 5032 20353 CIP - Chapman Grand Left Turn Signal Mod 450,000.00 287 5032 20354 CIP - Chapman Cambridge Left Turn Mod 416,293.81 287 5032 20380 CIP - Glassell St Signal Network Ext 130,000.00 287 5032 20382 CIP - Katella Signal Network Extension 1,315,286.25 287 5031 20425 CIP-Street Light/Signal Inst-Tustin St S 65,578.79 TOTAL TSIP Citywide 2,399,252.72$
Santiago Hills Landscape Maint 1986 & 2015
291 5025 20255 CIP - Santiago Hills LAD Gen Renovation 430,284.86$ TOTAL Santiago Hills Landscape Maint 1986 & 2015 430,284.86$ Community Development Block Grant
310 5028 30226 CIP - Renovations-El Modena Basin Restrm 287,878.10$ 310 9645 11328 ADA Improvements - Curbs 7,699.39
310 9645 20500 Rehab/Dev Grant- Sycamore and Palmyra Neighborhood3,175.63 310 9645 20503 CIP - Building and Improvements 2,853.68 310 9645 30220 Rehabilitation/Development Grant 258,792.93 TOTAL Community Development Block Grant 560,399.73$
HOME
317 9660 11210 HOME CDHO Allocation 64,834.65$
317 9660 11250 HOME Developer Projects 277,120.43
317 9660 20512 Rehab/Dev Loans-Katella Terrace Sr Housing 780,000.00 317 9660 30210 Rehab/Dev Loans - Villa St Joseph 491,194.50 317 9661 30210 Rehab/Dev Loans - Villa St Joseph 127,486.99
CONTINUING APPROPRIATION LISTING - CAPITAL PROJECTS BY FUND 269
FY 24 YEAR END BUDGET
Fund Activity Project Decription Amount
Requested Fund Total
HOME cont.
317 9660 30228 CIP - Other Capital Outlay 133,819.97
TOTAL HOME 1,874,456.54$
Asset Seizure - Federal
355 4011 20335 CIP - Police Veh Mobile Data Sy (MDC) 113,487.43$ TOTAL Asset Seizure - Federal 113,487.43$
Capital Projects
500 1601 30071 CIP - Fiber Optic Cable Installation 90,000.00 $ 500 2001 20461 CIP - Building and Improvements 108,654.43 500 2001 20462 CIP - Building and Improvements 59,125.00 500 2001 20463 CIP - Building and Improvements 89,375.00 500 2001 30056 CIP - Building and Improvements 283,835.00 500 5028 12982 Corp Yard Renovations 1,005,578.15
500 5011 13120 Pavement Management Program 182,213.13
500 5032 16065 Quiet Zone/Rr Xing Safety 24,913.84
500 5032 16302 CIP - Signal -minor traffic control 229,343.82 500 5028 19809 CIP - City Facility Improvements 342,313.02 500 5011 20325 CIP - Streets-Santiago Bike Trail IV 65,224.40 500 5011 20374 CIP - Street Light/Signal Installation 209,004.92 500 5028 20462 CIP - Building and Improvements 99,534.34 500 5028 20463 CIP - Building and Improvements 125,000.00 500 5028 20494 CIP-Building And Improvements-Weimer RM 178,184.85 500 5032 20518 CIP - Street Light/Signal Installation 27,730.00 500 7021 20519 Cip - Building and Improvements 1,659,988.01 TOTAL Capital Projects 4,780,017.91$
Park Acquisition (Infill)
510 7021 20315 CIP - Hart Park Pickleball & Fitness Circuit 509,241.84$ 510 7021 20321 CIP - Grijalva Park Master Plan Update 100,000.00 510 7021 20437 CIP - Building and Improv-Park Signage 188,276.90 510 7021 20477 CIP - Reno Area Lighting Replacement 371,960.27 510 7021 20520 CIP - Building and Improvements 34,142.63 510 7021 20521 CIP - Building and Improvements 124,820.00 510 7021 30133 CIP - Renovations - Hart Park Field Netting 128,293.60 TOTAL Park Acquisition (Infill) 1,456,735.24$
El Modena Park Facility - Cell Tower Fee
512 7021 30048 CIP Buildiing - El Mo Upper Restroom & Area 367,951.69$ TOTAL El Modena Park Facility - Cell Tower Fee 367,951.69$ Sewer Construction
520 5011 15508 Sewer Line Maintenance/Replacement 2,488,567.58$ 520 5011 30166 CIP - Sewer Construction-Cambridge St 236,000.00 520 5011 30168 CIP - Sewer Constr-Walnut Ave Infrastruc 127,000.00 TOTAL Sewer Construction 2,851,567.58$
Reimbursable Capital Projects
550 5011 13816 Structual Evaluation of City's Bridges 709,006.54$ 550 5011 20325 CIP - Streets-Santiago Bike Trail IV 47,579.87 550 5023 19999 Motor Vehicle Replacement 127,413.78
550 5032 20329 CIP - Signal Mod - Chapman & Batavia Left 41,749.77 550 5011 20383 CIP - Cannon/Serrano Intersection 50,860.32 550 5031 20425 CIP - Street Light/Signal Intall - Tustin 789,936.03 550 5031 20425 CIP - Other Capital Outlay - Tustin St Sig 158,951.95 550 5031 20425 Tustin St TSSP Placentia 50,133.61
550 5031 20425 Tustin St TSSP Tustin 12,153.38
550 5031 20443 CIP - Orange Community Shuttle Feasibility 997.09 550 5022 20485 CIP - Storm Drains - Tustin Street BioClean 85,783.54 550 5032 20518 CIP - Street Light/Signal Installation 249,570.00 550 5032 30115 CIP - Glassell & Palmyra Signal Install 6,284.32 550 5031 30150 Cap Proj Other Prof & Consulting LSRP 7,811.19 550 5011 30162 CIP - Streets-Citywide Bus Stop Enhancement 7,829.88
CONTINUING APPROPRIATION LISTING - CAPITAL PROJECTS BY FUND 270
FY 24 YEAR END BUDGET
Fund Activity Project Decription Amount
Requested Fund Total
Reimbursable Capital Projects cont.
550 5013 30208 Conditional Grant/Loan - CA Energy Com 80,000.00 550 7021 20315 CIP - Hart Park Pickleball & Fitness Circuit 1,999,935.21 550 7021 20477 CIP Renovations - Area Lighting Replacement 262,686.00 550 8011 18120 CIP - Source of Supply Wells 2,180,239.93 550 9810 30074 CIP - Build Impr - OTC Video Surveillance 19,333.97 TOTAL Reimbursable Capital Projects 6,888,256.38$
Capital Bond Proceeds
553 5023 19999 Motor Vehicle Replacement 58,547.43
553 5028 12982 CIP - Renovations 1,499,188.07$
553 5028 20444 CIP - Building And Improv-Police Atrium 649,868.18 TOTAL Capital Bond Proceeds 2,207,603.68$
Parking In Lieu
555 5011 14997 CIP - Streets 5,215.00 $
555 5031 20522 CIP - Street Light/Signal Installation 66,760.26 TOTAL Parking In Lieu 71,975.26$
Police Facility Fees
570 5028 20483 CIP - Building And Impr-Police Facility 211,020.00 $ TOTAL Police Facility Fees 211,020.00$
Library Facility Fees
573 2001 30056 HVAC Replacement - Library 271,587.35$
573 5028 20461 CIP - Buildin Impro-Main Library Improv 724.83 TOTAL Library Facility Fees 272,312.18$
Water
600 1222 20391 CIP - Financial System Replacement 371,976.33 $ 600 5023 19999 Motor Vehicle Replacement 462,824.42
600 5028 19809 CIP - City Facility Improvements 7,768.26 600 8011 18214 Well Rehabilitation 320,106.46
600 8041 18301 Exterior Cathodic Protection Systems 108,715.92 600 8041 18400 Pipeline Renewal Projects 5,841,666.53
600 8011 18912 Water Plant Telemetry 64,732.39
600 8011 18925 Emergency Generator 511,364.68
600 8011 20312 CIP-Well 29 Construction 1,600,462.43
600 8041 20429 CIP Oth Cap Outlay-S Water Yard Storage 1,251,941.44 600 8041 30166 CIP-Transmission & Distr Mains-Cambridge 200,000.00 600 8041 30168 CIP - Transmission & Distr Mains-Walnut 500,000.00 TOTAL Water 11,241,558.86$
Vehicle Replacement
720 5023 various Motor Vehicle Repl- 4,186,584.08
TOTAL Vehicle Replacement 4,186,584.08$
Major Building Improvements
725 5028 19809 CIP - City Facility Improvements 211,823.05$ 725 5028 19826 Police HQ Exterior Wall Sealing 15,000.00 TOTAL Major Building Improvements 226,823.05$
Computer Replacement
790 1201 20391 CIP - Financial System Replacement 1,675,422.95$ 790 1601 20282 CIP - Desktop PC Replacements 407,375.97 790 1601 20338 CIP - Strategic Plan Update 60,000.00
790 1601 20455 CIP - Comp Equip Multi Factor Authenticate 210,000.00 790 1601 20510 CIP - Compute Equipment - SAN Replacement 300,000.00 790 1601 30071 CIP - Building and Improvements 350,000.00 790 4011 30196 CIP - Furn, Mach, Equip Replacements 44,113.33 TOTAL Computer Replacement 3,046,912.25$
Affordable Housing - New Construction
916 9810 30210 Rehab/Dev Loans - Villa St Joseph 372,756.00$ TOTAL Affordable Housing - New Construction 372,756.00$
CONTINUING APPROPRIATION LISTING - CAPITAL PROJECTS BY FUND 271
FY 24 YEAR END BUDGET
Fund Activity Project Decription Amount
Requested Fund Total
Low & Moderate Income Housing Asset
921 9810 20540 Rehabilitation/Development Loans 2,200,000.00$ 921 9810 30210 Rehab/Dev Loans - Villa St Joseph 576,000.00 TOTAL Low & Moderate Income Housing Asset 2,776,000.00$ City Tfr: Merged 2008 Tax Exempt Bonds
954 5032 16065 Cap Proj Other Professional & Consulting 12,593.94 $ 954 5028 19809 CIP - Building and Improvements 156,000.00 954 5028 19826 CIP - Building And Improvements 40,000.00 954 5028 20483 CIP - Building And Improvements 100,000.00 954 5011 30165 CIP-Renovations-Grand St Parking Lot Imp 840,035.69 TOTAL City Tfr: Merged 2008 Tax Exempt Bonds 1,148,629.63$ TOTAL CAPITAL CARRYOVERS 58,486,022.77 $
CONTINUING APPROPRIATION LISTING - CAPITAL PROJECTS BY FUND 272
Agenda Item
City Council
Item #: 10.1. 1/28/2025 File #: 24-0655
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director
1. SUBJECT
Introduction and First Reading of an ordinance establishing paid parking in the Orange Plaza area, approval of an amendment to the agreement with Dixon Resources Unlimited for RFP support services, and modifications to the Neighborhood Permit Parking Program necessary to support paid parking. Ordinance No. 02-25. Resolution No. 11595.
2. SUMMARY
Previous parking studies and recent stakeholder discussions have identified a need for implementation of parking management strategies to maximize available parking for businesses within the Plaza area. The most effective method to accomplish this is to charge a nominal fee for parking near the Plaza. The idea of paid parking is supported by key players, including, among others, the Orange Chamber of Commerce, and many of the downtown merchants. The six recommended actions of this report are required to initiate and ultimately implement paid parking.
3. RECOMMENDED ACTION
1. Introduce and conduct First Reading of Ordinance No. 02-25. An Ordinance of the City Council of the City of Orange establishing Parking Meter Zones, operations; fees; and procedures.
2. Approve First Amendment to Agreement with Dixon Resources Unlimited in the amount of $30,881 for RFP support services.
3. Authorize the appropriation of $35,000 from the Parking in Lieu (555) unreserved fund balance to:
555.5031.56100.20522 CIP-St Light/Signal Install-Old Towne PMS
4. Modify City Neighborhood Permit Parking Program to adjust the boundaries of Area “A”and establish Permit Parking Opportunity Area “6.”
5. Adopt Resolution 11595. A resolution of the City Council of the City of Orange adopting a revised master resolution of designated permit parking areas and established permit parking opportunity areas within the City of Orange.
6. Direct staff to identify appropriate curb restrictions, including time-limited parking and loading zones, and present to City Traffic Commission for approval.
4. FISCAL IMPACT
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The expense for this amendment is $35,000 and will be funded through Parking in Lieu (555):
555.5031.56100.20522 Evaluation of Smart Parking Devices in Old Towne.
If paid parking is approved, a request-for-proposals would be issued, the result of which is expected to be the award of a contract for a vendor to implement a paid parking system. The initial capital cost, estimated at approximately $700,000, will be reported at that time. Moreover, the net revenue from paid parking is anticipated to be around $1.2 million per year.
5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology Objective 5.4: Develop and implement Old Towne parking management program
6. DISCUSSION AND BACKGROUND
Background
The continued economic success of Old Towne Orange has resulted in increasing calls for parking policy changes in and around the Plaza. Specifically, the current business composition in the Plaza is such that it would significantly benefit from a policy that (1) encourages parking turnover along storefronts, (2) facilitates enforcement of time-limited parking within the same area, and (3) provides long-term parking around the commercial “periphery.”This policy recommendation is supported based on both an analysis of available parking data and discussions with the Downtown Merchants and Orange Chamber of Commerce.
Chronology
In August 2022, the City commissioned the Old Towne Parking study, which evaluated parking inventory and occupancy on the streets and 14 city parking lots (including the Old Towne West Structure) around the Plaza. The study indicated that, while parking supply was adequate for current and future (intermediate term) parking demand, there is a parking distribution imbalance that renders the parking supply inefficient and incompatible with current land use patterns. This contributes to traffic congestion, visitor frustration, and potentially suppresses the economic potential of Old Towne.
The results of the study were presented to City Council in April 2023.
In October 2023, the City Council awarded a professional services agreement to Dixon Resources Unlimited (Dixon) to develop a parking technology implementation plan. Specifically, Dixon’sscope of work included, among other things, identifying ways to apply modern parking management concepts and technologies in and around the Plaza. The Dixon report, attached for reference, discusses paid parking implementation (including equipment demos and financial analysis), enforcement improvements, wayfinding enhancements, and curb management strategies. The key takeaways from the report are that license plate-based paid parking and enforcement are the most effective ways to achieve these recommendations.
Concurrent with the development of its report, Dixon teamed up with Public Works and Economic Development staff to host three outreach meetings between January and October 2024 with the Downtown Merchants, as well as several vendor demonstrations with City staff to preview smart parking technologies and devices that could be deployed in the field. The feedback received at the outreach meetings indicated support for the paid parking concepts.
Staff has subsequently developed a framework to implement paid parking in the commercial core of Old Towne (a map of the affected area is shown in the attached Area Map), and related documents for the City Council’s consideration, including:
1. A paid parking ordinance - required to identify affected streets and lots, establish effective City of Orange Printed on 1/23/2025Page 2 of 5
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1. A paid parking ordinance - required to identify affected streets and lots, establish effective times, and approve parking rates.
2. Permit parking resolution - to ensure that surrounding residential areas are included in one of the city’spre-defined permit parking areas, thereby allowing residents a streamlined process to opt in to permit parking if future commercial parking displacement were to occur.
3. A contract amendment for Dixon to provide RFP development and support services - Smart parking technologies, including paid parking infrastructure, are such that the systems architecture, including selection and customization of specific equipment, is competitively developed by prospective vendors responding to a detailed request-for-proposals. Dixon would provide the technical expertise to oversee that process for the City.
Proposed Paid Parking Program Details
Footprint
Paid parking is the most effective way to achieve the desired storefront turnover and enforce time limits, e.g. 2-hour parking, in and around the Plaza. The parking supply in Old Towne can viewed as a three-zone system (as shown in Area Map):
1. The Commercial Core (eight square blocks closest to the Plaza), generally bounded by Maple Avenue to the north; Almond Avenue to the south; Lemon Street to the west; and Grand Street to the east. This area includes City Parking Lots 1 through 8.
2. The Transitional Zone between the Commercial Core and the surrounding residential neighborhoods. This includes portions of Cypress Street, Center Street, Glassell Street, and Maple Avenue; the City Hall and Library parking Lots, the Metrolink Station parking lot, and the Old Towne West Parking Structure.
3. The Residential and Commercial Periphery beyond the Commercial Core and Transitional Zone
Based on parking supply and demand, staff recommends implementing paid (short- term) parking in the Commercial Core (except along residential frontages); preserving free (long-term) parking in the Transitional Zone and Periphery, where allowed; and expanding the neighborhood permit parking program to provide coverage for all portions of the Residential Periphery, as needed.
Key Parameters
The draft ordinance reflects paid parking within the Commercial Core on Monday through Sunday, from 9 a.m. to 6 p.m., with pricing as follows:
· $1.25 per hour in city parking lots.
· $1.50 per hour on city streets.
· $2.00 per hour in marked parking spaces around the circular roadway.
Parking sessions would be paid for through a designated mobile payment system or pay stations strategically placed throughout the area. Visitors would enter their license plate number, along with City of Orange Printed on 1/23/2025Page 3 of 5
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strategically placed throughout the area. Visitors would enter their license plate number, along with their payment. The license plate information is then stored in a parking management system, which can communicate with licensed plate readers (“LPR”) deployed by Parking Enforcement officers.
Enforcement
The license plate-based approach facilitates efficient parking enforcement, as LPR-equipped vehicles can simply canvas an entire street, lot, or area by driving down the aisles. Any violators can be quickly and automatically identified, with the decision to issue a citation up to the officer on site.
Exceptions/Permits
Because there is the potential need to accommodate City sponsored special events, the ordinance allows staff to administratively suspend paid parking operations. Moreover, permits exempting payment and/or time limits can be issued to Senior Center patrons and residents of certain mixed- use buildings.
Similarly, should the library parking lot experience excessive spillover, a digital permit parking system may be put in place, whereby the lot would be restricted but library patrons could obtain a permit by registering their vehicle during their visit.
The ordinance would also allow the Director of Public Works to issue a certain number of permits for long-term parking within the paid parking footprint, in exchange for an administrative fee to be determined by staff.
Revenues and Expenditures
The annual recurring net revenue from implementing the above paid parking program is projected to be approximately $1.2 million, excluding any citation revenue. Moreover, the initial capital outlay is expected to be about $700,000, which would reduce Year 1 revenue to approximately $500,000.
In addition, there would be administrative support needed to run the program. This cost is factored into the revenue projections, and would provide for oversight of vendor contracts, coordination of maintenance efforts, program and parking data analysis, and auditing of parking fees collected and deposited with the City. Staff anticipates initially contracting this function out to a qualified consultant and may assess the need to hire in-house staff at a future date.
As Old Towne evolves, and parking needs change, City Council may, by Ordinance, expand the paid parking footprint beyond the Commercial Core and into the Transitional Zone. That modification, if necessary, could be implemented piecemeal. Expanding the footprint and/or adjusting the parking rates can significantly increase future revenue.
Permit Parking “Shield”
The City’sNeighborhood Permit Parking Program NPPP contains pre-defined areas of high parking demand potential, known as Permit Parking Opportunity Areas (PPOA.) Within PPOAs, residents may opt into permit parking under a streamlined process that simply requires 55% support of residents on a block(s). There are no application fees or parking occupancy studies required.
As part of the proposed paid parking program, staff also recommends the NPPP be modified such that all residential areas around the Commercial Core and Transitional Zone be incorporated into one of the city’sPPOAs. In doing so, residents of those areas would have a mechanism to request permit parking if any displacement or spillover were to occur as a result of adjacent paid parking.
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Through Resolution 11595, the boundaries of Area A are being modified to cover residential areas north of Chapman Avenue; and PPOA #6 is being established to cover residential areas south of Chapman Avenue.
Next Steps
Curb Regulations for CTC Consideration
To achieve the desired turnover, paid parking would need to be supplemented with updated time limits, e.g. “2-hour”and “3-hour”parking, in the Commercial Core. Staff will present recommendations to the City Traffic Commission for approval, along with modification of any loading zones.
Develop and Issue RFP
Staff will work with DIXON to develop specifications for a smart parking system. The specifications will be used to procure a vendor, through an RFP process. Prospective vendors will identify equipment and architecture needed to achieve the City’s parking objectives and provide cost proposals for consideration. At the end of this process, staff will present a recommendation to City Council to award a vendor contract. This process is expected to take approximately three months.
Procurement and Integration
Once a vendor is on-boarded, various equipment would need to be procured, installed, programmed, and integrated in the field. This process, dependent on lead-times, is expected to take 4-6 months.
Based on the above timelines, paid parking is expected to “golive”sometime in early to late fall this year. Economic Development staff and the Public Information Officer will assist with ensuring adequate information is provided to the community prior to enforcing paid parking.
7. ATTACHMENTS
· Area Map
· DIXON Study
· Ordinance No. 02-25
· Resolution No. 11595
· First Amendment to agreement with Dixon
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Agenda Item
City Council
Item #: 10.1. 1/28/2025 File #: 24-0655
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director
1. SUBJECT
Introduction and First Reading of an ordinance establishing paid parking in the Orange Plaza area, approval of an amendment to the agreement with Dixon Resources Unlimited for RFP support services, and modifications to the Neighborhood Permit Parking Program necessary to support paid parking. Ordinance No. 02-25. Resolution No. 11595.
2. SUMMARY
Previous parking studies and recent stakeholder discussions have identified a need for implementation of parking management strategies to maximize available parking for businesses within the Plaza area. The most effective method to accomplish this is to charge a nominal fee for parking near the Plaza. The idea of paid parking is supported by key players, including, among others, the Orange Chamber of Commerce, and many of the downtown merchants. The six recommended actions of this report are required to initiate and ultimately implement paid parking.
3. RECOMMENDED ACTION
1. Introduce and conduct First Reading of Ordinance No. 02-25. An Ordinance of the City Council of the City of Orange establishing Parking Meter Zones, operations; fees; and procedures.
2. Approve First Amendment to Agreement with Dixon Resources Unlimited in the amount of $30,881 for RFP support services.
3. Authorize the appropriation of $35,000 from the Parking in Lieu (555) unreserved fund balance to:
555.5031.56100.20522 CIP-St Light/Signal Install-Old Towne PMS
4. Modify City Neighborhood Permit Parking Program to adjust the boundaries of Area “A”and establish Permit Parking Opportunity Area “6.”
5. Adopt Resolution 11595. A resolution of the City Council of the City of Orange adopting a revised master resolution of designated permit parking areas and established permit parking opportunity areas within the City of Orange.
6. Direct staff to identify appropriate curb restrictions, including time-limited parking and loading zones, and present to City Traffic Commission for approval.
4. FISCAL IMPACT
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The expense for this amendment is $35,000 and will be funded through Parking in Lieu (555):
555.5031.56100.20522 Evaluation of Smart Parking Devices in Old Towne.
If paid parking is approved, a request-for-proposals would be issued, the result of which is expected to be the award of a contract for a vendor to implement a paid parking system. The initial capital cost, estimated at approximately $700,000, will be reported at that time. Moreover, the net revenue from paid parking is anticipated to be around $1.2 million per year.
5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology Objective 5.4: Develop and implement Old Towne parking management program
6. DISCUSSION AND BACKGROUND
Background
The continued economic success of Old Towne Orange has resulted in increasing calls for parking policy changes in and around the Plaza. Specifically, the current business composition in the Plaza is such that it would significantly benefit from a policy that (1) encourages parking turnover along storefronts, (2) facilitates enforcement of time-limited parking within the same area, and (3) provides long-term parking around the commercial “periphery.”This policy recommendation is supported based on both an analysis of available parking data and discussions with the Downtown Merchants and Orange Chamber of Commerce.
Chronology
In August 2022, the City commissioned the Old Towne Parking study, which evaluated parking inventory and occupancy on the streets and 14 city parking lots (including the Old Towne West Structure) around the Plaza. The study indicated that, while parking supply was adequate for current and future (intermediate term) parking demand, there is a parking distribution imbalance that renders the parking supply inefficient and incompatible with current land use patterns. This contributes to traffic congestion, visitor frustration, and potentially suppresses the economic potential of Old Towne.
The results of the study were presented to City Council in April 2023.
In October 2023, the City Council awarded a professional services agreement to Dixon Resources Unlimited (Dixon) to develop a parking technology implementation plan. Specifically, Dixon’sscope of work included, among other things, identifying ways to apply modern parking management concepts and technologies in and around the Plaza. The Dixon report, attached for reference, discusses paid parking implementation (including equipment demos and financial analysis), enforcement improvements, wayfinding enhancements, and curb management strategies. The key takeaways from the report are that license plate-based paid parking and enforcement are the most effective ways to achieve these recommendations.
Concurrent with the development of its report, Dixon teamed up with Public Works and Economic Development staff to host three outreach meetings between January and October 2024 with the Downtown Merchants, as well as several vendor demonstrations with City staff to preview smart parking technologies and devices that could be deployed in the field. The feedback received at the outreach meetings indicated support for the paid parking concepts.
Staff has subsequently developed a framework to implement paid parking in the commercial core of Old Towne (a map of the affected area is shown in the attached Area Map), and related documents for the City Council’s consideration, including:
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1. A paid parking ordinance - required to identify affected streets and lots, establish effective times, and approve parking rates.
2. Permit parking resolution - to ensure that surrounding residential areas are included in one of the city’spre-defined permit parking areas, thereby allowing residents a streamlined process to opt in to permit parking if future commercial parking displacement were to occur.
3. A contract amendment for Dixon to provide RFP development and support services - Smart parking technologies, including paid parking infrastructure, are such that the systems architecture, including selection and customization of specific equipment, is competitively developed by prospective vendors responding to a detailed request-for-proposals. Dixon would provide the technical expertise to oversee that process for the City.
Proposed Paid Parking Program Details
Footprint
Paid parking is the most effective way to achieve the desired storefront turnover and enforce time limits, e.g. 2-hour parking, in and around the Plaza. The parking supply in Old Towne can viewed as a three-zone system (as shown in Area Map):
1. The Commercial Core (eight square blocks closest to the Plaza), generally bounded by Maple Avenue to the north; Almond Avenue to the south; Lemon Street to the west; and Grand Street to the east. This area includes City Parking Lots 1 through 8.
2. The Transitional Zone between the Commercial Core and the surrounding residential neighborhoods. This includes portions of Cypress Street, Center Street, Glassell Street, and Maple Avenue; the City Hall and Library parking Lots, the Metrolink Station parking lot, and the Old Towne West Parking Structure.
3. The Residential and Commercial Periphery beyond the Commercial Core and Transitional Zone
Based on parking supply and demand, staff recommends implementing paid (short- term) parking in the Commercial Core (except along residential frontages); preserving free (long-term) parking in the Transitional Zone and Periphery, where allowed; and expanding the neighborhood permit parking program to provide coverage for all portions of the Residential Periphery, as needed.
Key Parameters
The draft ordinance reflects paid parking within the Commercial Core on Monday through Sunday, from 9 a.m. to 6 p.m., with pricing as follows:
· $1.25 per hour in city parking lots.
· $1.50 per hour on city streets.
· $2.00 per hour in marked parking spaces around the circular roadway.
Parking sessions would be paid for through a designated mobile payment system or pay stations strategically placed throughout the area. Visitors would enter their license plate number, along with City of Orange Printed on 1/23/2025Page 3 of 5
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strategically placed throughout the area. Visitors would enter their license plate number, along with their payment. The license plate information is then stored in a parking management system, which can communicate with licensed plate readers (“LPR”) deployed by Parking Enforcement officers.
Enforcement
The license plate-based approach facilitates efficient parking enforcement, as LPR-equipped vehicles can simply canvas an entire street, lot, or area by driving down the aisles. Any violators can be quickly and automatically identified, with the decision to issue a citation up to the officer on site.
Exceptions/Permits
Because there is the potential need to accommodate City sponsored special events, the ordinance allows staff to administratively suspend paid parking operations. Moreover, permits exempting payment and/or time limits can be issued to Senior Center patrons and residents of certain mixed- use buildings.
Similarly, should the library parking lot experience excessive spillover, a digital permit parking system may be put in place, whereby the lot would be restricted but library patrons could obtain a permit by registering their vehicle during their visit.
The ordinance would also allow the Director of Public Works to issue a certain number of permits for long-term parking within the paid parking footprint, in exchange for an administrative fee to be determined by staff.
Revenues and Expenditures
The annual recurring net revenue from implementing the above paid parking program is projected to be approximately $1.2 million, excluding any citation revenue. Moreover, the initial capital outlay is expected to be about $700,000, which would reduce Year 1 revenue to approximately $500,000.
In addition, there would be administrative support needed to run the program. This cost is factored into the revenue projections, and would provide for oversight of vendor contracts, coordination of maintenance efforts, program and parking data analysis, and auditing of parking fees collected and deposited with the City. Staff anticipates initially contracting this function out to a qualified consultant and may assess the need to hire in-house staff at a future date.
As Old Towne evolves, and parking needs change, City Council may, by Ordinance, expand the paid parking footprint beyond the Commercial Core and into the Transitional Zone. That modification, if necessary, could be implemented piecemeal. Expanding the footprint and/or adjusting the parking rates can significantly increase future revenue.
Permit Parking “Shield”
The City’sNeighborhood Permit Parking Program NPPP contains pre-defined areas of high parking demand potential, known as Permit Parking Opportunity Areas (PPOA.) Within PPOAs, residents may opt into permit parking under a streamlined process that simply requires 55% support of residents on a block(s). There are no application fees or parking occupancy studies required.
As part of the proposed paid parking program, staff also recommends the NPPP be modified such that all residential areas around the Commercial Core and Transitional Zone be incorporated into one of the city’sPPOAs. In doing so, residents of those areas would have a mechanism to request permit parking if any displacement or spillover were to occur as a result of adjacent paid parking.
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Through Resolution 11595, the boundaries of Area A are being modified to cover residential areas north of Chapman Avenue; and PPOA #6 is being established to cover residential areas south of Chapman Avenue.
Next Steps
Curb Regulations for CTC Consideration
To achieve the desired turnover, paid parking would need to be supplemented with updated time limits, e.g. “2-hour”and “3-hour”parking, in the Commercial Core. Staff will present recommendations to the City Traffic Commission for approval, along with modification of any loading zones.
Develop and Issue RFP
Staff will work with DIXON to develop specifications for a smart parking system. The specifications will be used to procure a vendor, through an RFP process. Prospective vendors will identify equipment and architecture needed to achieve the City’s parking objectives and provide cost proposals for consideration. At the end of this process, staff will present a recommendation to City Council to award a vendor contract. This process is expected to take approximately three months.
Procurement and Integration
Once a vendor is on-boarded, various equipment would need to be procured, installed, programmed, and integrated in the field. This process, dependent on lead-times, is expected to take 4-6 months.
Based on the above timelines, paid parking is expected to “golive”sometime in early to late fall this year. Economic Development staff and the Public Information Officer will assist with ensuring adequate information is provided to the community prior to enforcing paid parking.
7. ATTACHMENTS
· Area Map
· DIXON Study
· Ordinance No. 02-25
· Resolution No. 11595
· First Amendment to agreement with Dixon
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City of Orange – Old Towne
Parking Technology
Implementation Plan
Prepared by Dixon Resources Unlimited
for the City of Orange
September 2024
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1 Table of Contents
Executive Summary………………………………………………………………………………....... 2 Modern Parking Management Concepts…………….............…..…………...........................6 Introduction to Parking Management and Economic Development......................................6 Parking System Components.......................................................................................................7 Paid Parking Process..................................................................................................................... 8 Recommendation #1- Paid Parking Implementation ……………………..…………………... 9 Incorporate Paid Parking and Parking Zones Based on Financial Modeling........................11 Rate Establishment......................................................................................................................15 RFP Process for Pay Station and Mobile Payment....................................................................16 Pay station and Mobile Payment Implementation...................................................................19 Recommendation #2 – Enforcement Enhancements....................................................... 19 License Plate Recognition (LPR).................................................................................................19 Data Collection............................................................................................................................20 Recommendation #3 - Wayfinding and Parking Guidance..............................................21 Procurement of Automated Parking Guidance System.........................................................22 Automated Parking Guidance System Implementation........................................................ 23 Update Static Wayfinding Signage.......................................................................................... 23 Recommendation #4 - Curb and Off-Street Management............................................... 24 Summary of Recommendations.......................................................................................29 Appendices......................................................................................................................30 Primary Financial Modeling Scenarios......................................................................................32 Sample Implementation Schedules ..........................................................................................41 Parking Component Matrix........................................................................................................43 Case Studies / Financial Benefit of Paid Parking......................................................................47 Additional Financial Modeling Scenarios.................................................................................51
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2 Executive Summary
City of Orange – Old Towne
Parking Technology Implementation Plan
This Parking Technology Implementation Plan (“PTIP”) provides a detailed set of recommendations with the goal of improving the parking experience and supporting economic development by implementing paid parking, smart technologies, and other parking management strategies in the Old Towne commercial core o f the City of Orange (“City”). The PTIP is a summary which incorporates interviews, site visits, document reviews, financial analysis, current technologies, and comparable city reviews that occurred in November 2023 through May 2024. As outlined in the scope of work, the City requested that Dixon Resources Unlimited (“DIXON”) examine existing parking conditions in Old Towne, facilitate stakeholder engagement with the business community, coordinate vendor technology demonstrations , pr oduce financial modeling scenarios, and prepare this PTIP with the goal to provide the City with a roadmap towards an improved program through, among other strategies, paid parking management and technological integrations.
Figure 1 - Old Towne Orange – Plaza Park
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3 Stakeholder Feedback, Field Observations and Data Analysis During two public meetings on Thursday, January 11, and Wednesday, March 13, the DIXON team met with downtown businesses and city staff to identify parking challenges and opportunities in Old Towne Orange. Feedback from business owners and employees highlighted three important needs:
1) There is not enough available parking in the “commercial core”, generally within the Downtown Plaza District boundaries defined in the Orange Municipal Code by Maple Ave nue to the north, Almond Avenue to the south, Lemon St reet to the west and Grand Street to the east;
2) There is a lack of active parking enforcement in the commercial core, contributing to a lack of turnover for businesses and customers; and 3) There is a lack of useful parking information, informing drivers where to find available parking in the commercial core.
Analysis of available parking data and field visits validated the aforementioned concerns. Parking occupancy and inventory data showed that, while overall Old Towne parking supply exceeds demand, that demand is imbalanced, which causes congestion in the commercial core. In general, long -term parking demand is often taking up valuable store-front spaces while periphery lots such as the Old Towne West parking structure, are extremely underutilized and are often considerably less than half full during “peak” periods . This indicates there is a significant opportunity to more efficiently manage and effectively utilize the existing parking infrastructure.
Vendor Demonstrations
Demos were conducted with paid parking and sensor technology vendors in January, February, and May of 2024 to get a better understanding of how paid parking and real- time parking availability could improve the parking experience for customers, businesses, and residents in Orange. Paid parking options , including digital pay station and mobile applicati ons, were pr esented by multiple vendors , and camera sensor technology options were provided that could feed real-time parking availability onto mounted digital signage and/or parking applications.
Financial Modeling Scenarios
Several financial modelin g scenarios were analyzed, each of which detail s potential revenues generated by implementing a mix of paid on and off-street parking. Included in the scenarios are different hourly rates, potential costs to the City between capital and ongoing operationa l expenses, and anticipated parking occupancy and compliance of paid customers. The resulting projections indicated that, while revenue potential can be highly sensitive to changes in said parameters, e.g. pricing, compliance, enforcement, and hours of o peration, conservative assumptions are 287
4 expected to result in a viable paid parking program - one that can achieve parking management/economic development goals in a revenue-positive manner.
Recommendations
Based on the background provided and the content s of this report, a number of immediate and near-term improvements are developed/identified that fall into four general categories:
• Paid Parking Implementation
• Enforcement Enhancements
• Wayfinding and Parking Guidance Implementation, and
• Curb-and-Off-Street Management
Specifically, for immediate consideration is a 10-step plan described below that is critical to Old Towne parking management and economic development:
1. Implement Paid Parking from 9am-6pm 7 days a week in the commercial core area shown below.
Paid parking, including both on-street parking spaces and off-street lots within the commercial core, is expected to generate (net) approximately $900K in year 1 and $1.2M annually thereafter.
Figure 2 - Recommended Paid Parking Footprint
2. Establish parking rates of $ 2.00 per hour for on-street parking around Plaza Square where Chapman and Glassell intersect, $1.50 per hour for on-street parking in the remaining footprint, and $1.25 per hour for off-street parking 288
5 These rates are appropriate based on rate studies of comparable downtowns in Southern California. All lots would be similarly priced.
3. Issue an RFP for paid parking infrastructure, to design and procure pay stations and a mobile payment (pay via app or text) system Respondents would design the architecture and propose detailed smart parking solutions for the city’s consideration.
4. Enforce through License Plate Recognition
License Plate Recognition (LPR) camera systems can instantaneously verify whether parking sessions have been paid as parking control officers patrol the area, significantly increasing enforcement efficiency and efficacy.
5. Procure an Automated Parking Guidance System on Commercial Core Lots Real-time parking availability displayed at the entrances to each parking lot (and through phone applications) will improve parking availability, as less drivers will be circling lots and blocks unaware if there is parking availability. This proposed improvement should be explored after paid parking is implemented.
6. Update static wayfinding signage as needed
Revisit placement and messaging of static signs to complement automated parking guidance system
7. Specific to each lot, implement a mix of time-limited, visitor, and employee parking options in the Main Library, Senior Center, and Civic Center lots Once paid parking is implemented in the commercial core, parking will need to be preserved for visitors and employees in peripheral off-street locations.
8. Expand Downtown Permit Parking Area A to protect residential perimeter from commercial parking spillover
The City already has a robust neighborhood permit parking program with streamlined opt-in criteria for areas inherently susceptible to commercial parking intrusion.
Adjusting the boundaries of eligible residential areas to include the entire Old To wne perimeter would provide all residential areas with a mechanism to combat intrusion.
9. Work with merchants to identify and install short-term parking zones
10. Approve municipal code updates as needed, including setting parking rates and, if desired, a no-reparking ordinance
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6 Modern Parking Management Concepts
Parking Management and Economic Development
Many cities in California are implementing paid parking as a management tool to improve the parking experience for residents, visitors, and businesses. Paid parking and active enforcement can have a positive impact on local economies in several ways, including:
1. Increased Consumer Spending
When customers can easily access businesses, they are more likely to spend money in the area by frequenting multiple locations . Utilizing the “park once” concept, a downtown visitor pays for parking and within two hours, can go to a restau rant, visit antique stores, and grab a coffee to go. This can lead to job creation, increased tax revenue, and overall economic growth in a commercial core . Numerous case studies have detailed the economic benefits of paid parking, why it is good for turnover, and examples are included in Appendix D of this report.
2. Parking Reservoirs for Small Businesses
Off-street parking locations within close proximity to downtown businesses can be especially helpful for small businesses that may not have dedicated parking spaces or available on-street parking. Parking turnover created by paid parking management is even more critical in such situations. Small businesses are essential to a commercial core’s viability, a nd downtowns offering a diverse mix of service, retail, restaurant, cultural, institutional, and entertainment uses will not thrive if paid parking management is not implemented.
3. Reduced Traffic Congestion
Smart parking solutions including time -limited paid parking, LPR enforcement , and real-time parking availability /wayfinding encourage turnover, making it easier to find parking spaces while reducing traffic congestion. Without smart parking solutions, many downtowns would suffer from lack of customer turnover, inability to locate available parking on arrival, and enforcement inefficiency, creating frustrations for those circling blocks looking for parking spaces, and negatively impacting profitability of businesses.
4. Additional Revenue for the City’s Parking Program
Revenues from paid parking can be used to finance city mobility and parking improvements, such as street repairs , sidewalk improvements, trash and graffiti removal, micro -mobility funding, bicycle/pedestrian infrastructure and safety enhancements including lighting. Many cities utilize parking revenues to sustain and enhance their parking programs, expanding paid parking manag ement if needed as the commercial core grows.
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7 Parking System Components
For all recommendations to become implemented, multiple parking components will have to integrate and communicate with each other so that the customer experience will be convenient, accessible, and easy to follow. The following components, discussed throughout this PTIP, will allow the City to efficiently manage the parking program:
1. Pay Stations
Pay stations are a preferred payment option versus single space parking meters throughout many cities as one pay station can manage up to 15 parking spaces per block. One pay station can also manage one off-street parking lot. Allowing for card, coin, or contactless payment, parking payments are instantly validated and automatically transmitted to parking enforcement. The recommended configuration is a pay -by-plate system as the vehicle’s license plate number is used to verify that parking fees have been paid on-street or at an off-street lot/garage.
2. Mobile Payment
In conjunction with physical pay stations is the implementation of mobile payment, which allows the user to pay for a parking session using their mobile phone. The user can utilize a stored cr edit card to pay for their session or can text a number to start a paid session. Zone numbers are assigned to each paid parking area for enforcement purposes, and the active paid parking sessions are tracked and verified by a license plate number.
3. Mobile Applications
In addition to text-to-pay options, the user can also download a mobile application and create an account on a mobile application to pay online. Once the mobile application is downloaded, the user can open their mobile device every time they start a paid parking session. This is convenient for repeat visitors to the commercial core areas and is efficient compared to physically paying at a pay st ation. The mobile application should also provide an opportunity to integrate with and provide micro -transit shuttle information including routes, stops, and anticipated wait times , and ideally, should allow the user to hail rides. It should also be able to integrate with and display real-time parking availability at off-street locations as part of the wayfinding system.
4. License Plate Recognition (LPR) System and Enforcement License Plate Recognition systems automate the manual processes otherwise required for time limit and paid parking enforcement. The LPR system will interface with the City’s paid parking management solutions to automatically detect a vehicle is associated with a valid parking session. For instance, instead of manually chalking a vehicle in a time-limited zone, LPR will be used to enforce the length of stay by digitally 291
8 “chalking” the vehicle using the vehicle’s license plate number. An LPR system will be leveraged for multiple purposes simultaneously, including verifying paid parking status, abandoned vehicle abatement, scofflaw detection, wanted vehicle detection, and enforcement of residential parking permit zones.
5. Wayfinding, Automated Parking Guidance, and Real-Time Availability Automated Parking Guidance systems convey parking availability in real time to the user. Utilizing camera-based sensor technology , real -time parking availability is fed into an application or to digita l signage at various locations. In addition to digital signage located at off -street parking locations, real-time parking wayfinding signage can also be installed along the major thoroughfares with directional arrows and available parking counts, directing drivers where to find available parking. This solution should be explored at a later phase after paid parking is implemented.
6. Cameras
Cameras serve multiple purposes in paid parking management. For wayfinding, t he real-time dynamic signage interfaces with cameras mounted to existing light poles in the surface lots that can detect when and where vehicles are parked on each lot and can convey real-time information at the entrance of the lot. The goal is to mitigate cars circling through the co mmercial core causing congestion, and instead strategically placed dynamic signage integrated with cameras will direct vehicles in an efficient manner. Cameras also aid in parking compliance as LPR hardware relies on cameras mounted on the parking enforcement vehicles, which capture whether a paid parking session has occurred or not by scanning the plate. In conjunction with real-time parking guidance, this solution should be explored, after paid parking is implemented.
Paid Parking Process
Between physic al pay stations, mobile payment options, enforcement, and citation processing, there are multiple components that require close coordination for a parking program to be managed effectively. Due a limited number of vendors for paid parking, enforcement, and citation management, integrations are generally seamless between all components, and parking programs throughout California are partnering with multiple vendors to manage parking operations. Figure 3 outlines the components and process once a paid parki ng session or parking violation begins , starting with the following steps:
1. The customer finds their preferred location and pulls into the parking space.
2. The customer has the option to either physically pay at the pay station (meter) or through mobile payment via an app or text to pay.
3. The customer has the option to extend their parking session via a text message update or push notification on their phone.
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9 4. LPR units mounted on parking officer’s vehicle capture license plate information with the use of cameras.
5. License plates are verified through a virtual dashboard system and identifies whether customers have paid for their parking session.
6. Citations are then sent from the virtual dashboard system to officers’ devices in real time.
7. Officers then iss ue warnings or citations via a mobile printing device which provides information related to the violation, including time of day, location, issuing officer’s name, violation type and next steps.
8. The citation process is managed by either a citation managem ent company or the police department for payment and appeals.
Figure 3 - Paid Parking Component Lifecycle
Recommendation #1 - Paid Parking Implementation
As part of the scope of work, numerous documents and studies were reviewed . This PTIP follows recent parking utilization data , which in-part analyzed existing parking supply and demand through parking utilization/turnover surveys . Surveys were conducted in October 2021 to determine existing parking supply and demand in Old Towne, analyzing approximately 1000 on-street parking spaces and 1,700 off-street parking spaces in public parking lots. As shown in Figure 4, t he survey area was 293
10 defined by Palm Avenue to the north, Palmyra Avenue to the south, Cypress Street to the west, and Center Street to the east.
Figure 4 - Old Towne Parking Utilization Survey Map
The data demonstrated that there were two general themes related to parking utilization:
1. In the commercial core areas surrounding Orange Plaza, the on -street and off- street parking areas were consistently over-parked, as occupancy (calculated by dividing the number of parking spaces in a n area by the number of spaces occupied) regularly exceeded 90% in surrounding blocks and parking lots.
2. Surface lots and the parking structure on the periphery of Old Towne were considerably under -parked, at or below 50% occupancy, highlighted in light green.
The contrast between the overparked commercial core versus the under -parked periphery illustrates a highly inefficient use of public parking as the industry measure for target occupancy is 85 %. Agencies throughout California are implementing paid parking with the goal of establishing an overall peak parking occupancy rate of 85 %.
This metric, first introduced by Donald Shoup, a research professor in the Department of Urban Planning at UCLA, guarantees that one out of every seven parking spaces is available during peak periods and limits the number of vehicles unsuccessfully circulating busy parking areas. At 85%, there are enough vacant parking spaces to minimize congestion from drivers searching for spaces as available parking is 294
11 geographically distributed throughout a wider footprint . The target ratio of 85 % will also serve the local businesses and foster economic development as the availability of parking supply will align with parking demand, allowing for easy, convenient , and accessible parking for the customer base.
Although the surveys were conducted in 2021, existing conditions of both on -street and off -street parking occupancy continued to follow the same pattern , captured during four site visits between December 2023 and March 2024 . As shown in Figure 5, the following pictures were taken on Wednesday, December 13, 2023, between the hours of 10:00am to 12:00pm, which was the first of four site visits.
Figure 5 - On-site Utilization Photographs
The site visits confirmed that on -street and off -street parking in the commercial core are still highly utilized, over 90 % in Old Towne. Coupled with the absence of active parking enforcement described later in this report, the lack of turnover is severely impacting businesses and their customers’ ability to obtain convenient and accessible parking.
Based on occupancy data collected in 2021 and again in 2024, the City should move forward with a paid parking management solution in the commercial core of Old Towne. The paid parking recommendation should also include off -street parking lots within the commercial core area . The following steps outline the process for implementation:
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12 1. Incorporate paid parking and define parking zones based on financial modeling (immediate)
Based on occupancy data, the recommended footprint of the proposed paid parking zone should be bounded by Maple Avenue to the north, Almond Avenue to the south, Lemon Street to the west, and Grand Street to the east, as shown in Figure 6. In the commercial core, parking occupancy is consistently over 90% with little turnover.
Figure 6 – Recommended Paid Parking Footprint in Commercial Core
Utilizing this footprint, staff was presented with various financial modeling scenarios which considered the following inputs:
• Hourly rates (Ranging from $1.00 to $2.00 per hour)
• Total number of On-street spaces
• Total number of Off-street spaces
• Operational days per year (355, excluding City holidays) • Hours of operation (Standard of 9:00am to 6:00pm)
• Occupancy (number of parked vehicles vs total supply) • Compliance (percentage of customers who paid for parking) • Projected operational expenses, including staffing, and credit card fees • Projected capital expenses for parking technology
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13 Additional scenarios are included in the appendix of this Plan which include an expanded footprint and incorporates extensions of Glassell, W. Maple, Almond, E, Chapman, and Cypress from W. Almond to W. Maple. Although not recommended at this time, the scenarios modeled in the expanded footprint illustrate potential revenue generation if paid parking were to extend outside of the core commercial area. If parking availability in the commercial core becomes constrained due to increased demand and development, the City should investigate expansion of the program. As shown in Figure 7, the expanded area al so includes the parking structure and three additional off-street lots in addition to on-street expansion:
Figure 7 - Expanded Paid Parking Footprint
Table 1 includes seven financial modeling scenarios, four of which are in the initial core area and three of which are the expanded zone. The expanded zone is included to give an estimate of revenue potential, if the City were to explore paid parking outside of the commercial core. Highlighted are the annual net projected revenues captured for each 297
14 scenario after year one and after year five in ascending order, and the recommended scenario #3 is highlighted:
Table 1 - Financial Modeling Scenario of Potential Parking Revenues*
*Financial modeling scenarios only incorporate paid parking revenue. Citation revenue is not included.
After reviewing various scenarios, the recommended scenario shown in further detail in Table 2, prices on-street parking at $1.50/hour and off-street parking at $1.25/hour.
This provides a reasonable forecast of anticipated revenues and expenditures in the commercial core. The model is also based on a conservative approach of 66% occupancy and comp liance, meaning 66% of vehicles occupied parking spaces, and of the occupied parking spaces, 66% actually paid for parking.
Table 2 – Revenue Projections for Recommended Scenario – Commercial Core
The two columns, On -Street and Off -Street detail gross annual revenues, minus expenditures, which projects net revenues over a five -year period. Equipment and Paid Parking Scenarios 1-7 Year 1 Net Revenues Cumulative Net Revenues After Year 5
1. Commercial Core Only - $1.50 On-Street / Off-Street Free $342,038.00 $2,706,190.00
2. Commercial Core Only - $1.25 On-Street / $1.00 Off-Street $635,746.00 $4,350,730.00
3. Commercial Core Only - $1.50 On-Street / $1.25 Off-Street $889,739.00 $5,620,695.00
4. Commercial Core Only - $2.00 On-Street / $1.50 Off-Street $1,260,986.00 $7,476,930.00
5. Expanded Zone - $1.25 On-Street / $1.00 Off-Street $1,581,905.00 $9,249,523.00
6. Expanded Zone - $1.50 On-Street / $1.25 Off-Street $2,104,851.75 $11,864,259.00
7. Expanded Zone - $2.00 On-Street / $1.50 Off-Street $2,797,939.00 $15,329,696.00 On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss $513,938 $375,801 $889,739
Annual Revenue - Year 2 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Annual Revenue - Year 3 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Annual Revenue - Year 4 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Annual Revenue - Year 5 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Cumulative Revenue Years 1-5 $3,517,628 $3,418,466 $6,936,094 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $2,941,688 $2,679,006 $5,620,694
On/Off-Street Revenue Model
298
15 operating costs in year one versus year two are significantly reduced as capital and set- up costs are only applicable in year one. After year one, net revenues (highlighted) are projected at around $1.2 million combining both on -street and off -street revenues.
Operating costs also consider management of the parking program which can either be managed by City staff, likely adding one FTE Parking Manager to the Public Works Department, or management can be contracted out to a parking management company which would yield considerable savings. One FTE Parking Manager can cost the city over $150,000 per year while a contractor would cost the City around $100,000 per year.
2. Establish initial hourly parking rates (immediate)
To establish initial parking rates, a comparable rate study was conducted by examining paid on-street and off-street hourly rates in ci ties throughout Orange County and Los Angeles County. As shown in Table 3, four inland cities and four coastal cities were identified, all within a 40-mile radius from the City of Orange.
Table 3- Comparable City Parking Rates
The most comparable city within the study area is neighboring Santa Ana, which currently prices on-street parking between $1.00 to $2.00 per hour, and off -street parking at $1.50 per hour, after two-hours of free parking. Based on the proximity of Santa Ana to the City of Orange, comparative rates are proposed for both on -street and off-street locations. As shown in Table 4, for on-street locations surrounding Plaza Square where Glassell and Champan intersect , an initial paid parking rate of $2.00/hour is recommended, for on-street locations outside of Plaza Square, an initial paid parking rate of $1.50’hour is recommended, and for off-street locations within the commercial core an initial parking rate of $1.25/hour is recommended. The reason for the higher on-street rate is that curb parking is the most convenient and is generally higher in demand than off-street locations that are not directly adjacent to businesses.
To implement paid parking, the City would be required to schedule a public hearing at Council to update Title 10 – Vehicles and Traffic of the Municipal Code. Once vetted and updated, the City could start the process for paid parking management.
City On-Street Rate Off-Street Rate
Santa Ana $1.00 - $2.00 per hour $1.50 per hour
Anaheim (City Hall area) Free $3.00 - $4.00 per hour
Huntington Beach $2.25 - $4.00 per hour $2.00 - $4.00 per hour Newport Beach $1.00 - $2.00 per hour $2.30 - $4.65 per hour Laguna Beach $1.00 - $2.00 per hour $2.75 - $4.95 per hour San Clemente $1.00 - $2.00 per hour $1.50 per hour
Pasadena $0.75 - $1.25 per hour $1.00 first two hours $2.00 per hour after Glendale $1.50 - $2.00 per hour $1.50 per hour
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16 Table 4 - Proposed Parking Rates
Zone Rate Maximum Time Limit
On-Street Parking Around Plaza Square $2.00 per hour 2-hours On-Street Parking Outside of Plaza Square $1.50 per hour 2-hours Nine (9) Off-Street Commercial Core Lots $1.25 per hour 4-hours
As the initial footprint of the proposed paid parking zone is confined to eight square blocks around Plaza Park, the City should monitor and continually evaluate parking utilization, to determine if the footprint should be adjusted . The City should also continue to monitor future development and impacts on parking supply especially after the State of California ended parking mandates on January 1, 2023. The signing of Assembly Bill 2097 imposed that California cities no longer can require minimum parking requirements on new developments within a half-mile of public transit.
Figure 8 - City of Orange Transit Stops
As shown in Figure 8, public transit which includes bus stops, highlighted with red pins in the map, outlines a broad footprint where parking supply could be impacted. Also included is the Orange Transit Center, highlighted with a blue pin . As certain developers now may have the opportunity to completely exclude on -site parking throughout the commercial core and periphery of Orange, spillover effects due to the lack of available parking will require a managed solution comprised of paid and time - limited parking . Additional solutions include the expansion of residential parking permit programs, implementation of MicroTransit, shared parking agreements, and increased bicycle and pedestrian infrastructure.
300
17 3. Procure pay station and mobile parking solutions via an RFP process (immediate)
City staff were presented with vendor demonstrations for paid parking options which included pay station and mobile payment solutions. Ideally, the City should procure multi-space pay stations, capable of managing an entire block of paid parking instead of single space m eters, which only manage one space per meter. In conjunction with pay stations, the City should implement a Pay -by-Plate configuration due to the efficiency and flexibility that plate -based systems offer. With a pay -by-plate configuration, the driver parks, purchases parking session time at the pay station, and enters their license plate number at the pay station to record payment. With this solution, drivers do not need to return to their vehicle to display receipts. Instead, the license plate number is used to verify payment status.
The use of License Plate Recognition for
parking enforcement (explained later in the
PTIP) will automatically notify a parking
enforcement officer when a vehicle is not tied
to an active parking session. Another benefit
of the pay -by-plate approach is that the pay
station, illustrated in Figure 9, will be able to
monitor the
length of stay
since each
parking session
is associated
with a unique
license plate
number. The City
should offer a
mobile payme nt
feature for
customer
convenience. A
mobile payment
solution allows
drivers to pay for
a parking session using their mobile phone. They can
either text a number to pay, or they can simply create an account on a mobile application shown in Figure 10 to
pay online. Zone numbers are assigned to each paid
parking area for enforcement purposes, and the active
Figure 10 - Pay by Plate Pay Station
Figure 9 - Mobile Application
301
18 paid parking sessions are tracked and verified by a license plate number. A mobile payment solution can be provided by a vendor with little investme nt to the City.
Instead, the vendor is mostly funded by the convenience fees charged to the user. The vendor would also provide decals for the meters and static signage and would be responsible for education and outreach. As the City may provide micro-mobility shuttle transportation in 2025, a mobile payment app lication could also incorporate shuttle information including stop locations and lead times for pick-up and drop-off.
As both pay station and mobile payment options will be available for paid parkin g sessions, the City will be able to offset the number of pay stations with mobile payment signage. This will dramatically reduce costs, as upfront capital investment of pay stations will be significantly reduced as mobile payment signage will supplement physical pay stations. Figure 11 highlights the various elements of paid parking ; on- street pay stations (yellow circles), off -street pay stations (green circles) , and mobile payment signage (phone icons), illustrates how a mix of pay stations and signag e can be distributed throughout the commercial core:
.
Figure 11 - Pay station and Mobile Signage Locations
302
19 4. Establish a timeline for implementation o nce vendors are identified, selected, and agreements are in place (near-term)
Typically, pay station deployment takes anywhere between three to four months from a notification to proceed while mobile payment deployment takes anywhere between two to three months to once a go-live date is confirmed. The reason that pay s tations take longer to deploy is because of the capital investment and physical equipment, which require delivery, installation, and physical testing. Detailed implementation schedules are attached at the end of the report in Appendix B.
Recommendation #2 – Enforcement Enhancements
Enforcement duties are currently the
responsibility of the Police Department which
is in the process of soliciting parking
enforcement vendors to manage various
parking regulations throughout the City. The
parking enforcement vendor’s
responsibilities could be expanded to
include active and regular enforcement of
any parking restrictions and paid parking in
Old Towne. This would include increasing
resource and service leve ls, and o ptimizing
enforcement capability through LPR cameras,
similar to that shown in Figure 1 2, and
deploying plate-based parking
management.
1. Set a requirement that the selected enforcement vendor will utilize LPR equipment for enforcement (immediate)
The parking enforcement provider should be equipped with a vehicle mounted LPR system in order to streamline parking compliance operations . In addition to vehicle mounted equipment, the City’s enforcement provide r should also utilize handheld mobile LPR to provide enforcement officers with the added flexibility of monitoring on foot. If the City is limited on the number of contracted vehicles for parking enforcement, mobile LPR is an effective supplementary tool to vehicle mounted LPR.
Figure 12 - LPR Camera
303
20 As a parking compliance tool, LPR can enhance operational efficiency by automating the manual processes otherwise required for time limit and paid parking enforcement.
An example of a LPR system, shown in Figure 13, can interface with the City’s future paid parking and citation management systems (Data Ticket) to automatically detect whether a vehicle is associated with a valid parking session. For instance, instead of manually chalking a vehicle in a
time-limited zone, LPR will be
used to enforce the length of stay
by digitally “chalking” the vehicle
using the vehicle’s license plate
number. An LPR system will be
leveraged for multiple purposes
simultaneously, including
verifying paid parking status,
verifying time limited parking on
the periphery of Old Towne,
abandoned vehicle abatement,
scofflaw detection, wanted
vehicle detection, and
enforcement of permit zones.
As the parking program expands,
the City’s long-term goal should ultimately equip all enforcement vehicles with LPR to optimize operations. This will enhance efficiency and coverage. This will especially be important for the areas in between the proposed paid parking zone and the residential permit districts where spillover effects can occur . Frequent coverage is important for encouraging compliance with parking policies, and a high rate of compliance will enable the City to evaluate the true impact of parking policies.
2. Leverage ongoing data collection to determine the potential of rate adjustments, expanded paid parking footprints, and other data driven decisions (near and ongoing)
The other significant benefit of the mobile LPR technology is the ability to collect ongoing parking occupancy and utilization data, eliminating the need for traditional , cost prohibitive parking studies. Using LPR as a data collection tool will maximize the City’s investment in technology. This will provide the City a wealth of information since data will be collected during regular co mpliance patrols, and the system can be used to conduct targeted studies as needed. The data collected by the LPR system will enable the City to make data-driven decisions based upon the ongoing monitoring of program effectiveness. As the parking program expands and new technology is implemented, the City should continually evaluate the effectiveness of policies. Rather than reacting to perceptions, parking management strategies are most effective when changes are made incrementally based on data.
Figure 13 - LPR Dashboard in Vehicle
304
21 With an LPR system systematically collecting data, over time an occupancy history for each block will be captured. Analytics on the data will allow staff to accurately document utilization, shown in Figure 1 4, and will help guide decisions related to parking rates, operating times, time limits, permit programs, and enforcement.
Ongoing evaluation will be essential to ensuring the program can be adapted to best fit the needs of Orange.
Recommendation #3 – Wayfinding / Parking Guidance
In addition to paid parking and improved enforcement, the business community has expressed the need for real -time parking availability in the off -street parking locations.
Currently, the wayfinding system in Old Towne is difficult to navigate due to the lack of size and quantity of signage, as shown in Figure 15. Although not an immediate need, the City has expressed interest in installing a real -time parking system for existing lots, like the dynamic signage that is in the Lemon Parking Structure. Being mindful of the value of preservation in the City, the aesthetic of real -time signage in the commercial core
should have a differing
look than the modern
parking structure
signage. Any upgraded
signs, whether dynamic or static, should retain the
historical character of Orange , as currently seen
throughout the commercial core and beyond. Figure
16 is an existing wayfinding sign that was installed in Santa Monica which displays real -time parking
availability while keeping with the aesthetic character of the community . In terms of implementation
Figure 14 – Sample Data Collection/Occupancy Rates
Figure 15 -Wayfinding Signage
Figure 16 - Signage in Santa Monica
305
22 timelines for wayfinding once the RFP is submitted , vendors will determine timelines, costs, and scoping elements during the proposal process.
As outlined in the scope, staff
were presented with vendor
demonstrations for camera-
based sensor technology
which provide s real-time
parking availability that could
be fed into an application or to
digital signage at various
locations. The information is
also fed through a dashboa rd
that the City can monitor and
manage in real time, and an
example is shown in Figure
17. The signage interfaces
with the cameras mounted to
existing light poles in the surface lots that can detect when and where vehicles are parked on each lot and can convey real-time information at the entrance of the lot. This would help direct vehicles to available parking and will help mitigate congestion on surrounding streets if occupancy in a particular lot is at or near capacity. Combined with prominent, strategically placed static and directional signage, many cities utilize this complementary approach to improve how parking is conveyed to the public.
1. Procure an Automated Parking Guidance System on the surface lots in the paid parking area (mid-to-long-term)
Currently, there is no way to inform drivers when surface lots are full which has the potential to create
congestion in the commercial core. As shown in Figure
18, r eal time parking availability displayed at the
entrances to each parking lot would improve parking
availability, as less drivers would be circling lots and blocks without confirming whether occupancy is
completely full. In addition to installing at each parking lot, the City should invest in real-time parking signage along the major thoroughfares with directional arrows,
directing drivers where to find available parking. Key locations should include signs along Chapman and
Glassell, particularly around Plaza Park, the center of the commercial core. Understanding that the City has
a historical aesthetic and preservation of the public
Figure 18 - Digital and Static Sign
Figure 17 - Real Time Parking Dashboard
306
23 space is important, many sign fabrication shops work with parking technology vendors to incorporate digital information into signage designed and catered towards a specific city brand. This is implemented by cities in many historical districts throughout the United States and California.
A growing number of parking vendors are offering mobile application capabilities, utilizing web applications that can feed from open -source data platforms. By using an existing smart phone, real-time data can be integrated with several different parking applications. To stay competitive in today’s market, most parking tech nology vendors
recognize that an open platform is necessary, so there are many options to consider when procuring real -time
parking availability. As shown in Figure 19, the City of Brea currently offers a parking app to direct users to available off-street parking structures and provides up -to-date parking availability . This solution benefits many repeat - visitors to the commercial core of Brea and would do the same for visitors to Orange by allowing users to plan ahead when visiting Old Towne. The combination of an
application and physical real-time signage w ill provide a comprehensive solution for customers and employees .
The implementation of real-time signage should follow the implementation of paid parking and LPR enforcement. The City could leverage paid parking revenues to help fund the real time signage and ongoing maintenance of the system.
2. Once a vendor is identified and agreements are in place, establish a timeline for implementation with the selected vendor (mid-to-long-term) Typically, real-time signage deployment takes anywhere between three to four months to once both parties confirm a go -live date. Both the City and the vendor will work together to determine s ignage locations, signage design, fabrication, marketing and installation. An implementation schedule is included in Appendix B.
3. Update static wayfinding signage as needed (immediate and near term) A unified parking brand provides an improvement to the overall customer experience.
The direction of the signage needs to be clear and easy to understand. The wayfinding signage located throughout the City should focus on directing visitors to the parking lots located throughout the commercial core and especially the free lots on the periphery which have been historically underutilized . Signage should be placed strategically to direct drivers to the lots in a manner that does not contribute to the congestion around the commercial core. The City should conduct an audit of existing wayfinding signage and update accordingly. Wayfinding signage should be consistent Figure 19 - City of Brea App
307
24 throughout the City, easy to read, in good condition (replace if fading or peeling) and should be installed with one to two signs per block face. Static signage can be implemented well ahead of dynamic, real-time signage.
Recommendation #4 – Curb/Off-Street Management
If not managed correctly, the introduction of paid parking can have unforeseen consequences resulting in spillover effects into other neighborhoods. To ensure proper management of a paid parking program, th e following recommendations will help mitigate spillover effects in the City.
1. Ensure that time limits are implemented and enforced in peripheral streets and lots outside of commercial core (immediate)
Time-limited parking should be introduced on streets between the paid parking areas and residential parking permit areas. For example, Cypress Street is just outside the proposed paid parking zone and is completely unregulated, outside of street sweeping restrictions on Wednesdays from 3:00am to 6:00am . The City should implement time limited parking either for two or four hours during paid parking enforcement hours. Regular enforcement of time limited (unpaid) streets and lots should also be implemented. The City should implement the free time-limited parking zones prior to the installation of paid parking.
2. Establish a no re-parking regulation (immediate)
Executed through a municipal code update, this solution would prohibit cars from re- parking on the same block once their time has expired. For example, if a car has reached the two-hour limit on a particular two-hour timed block, the driver would have to move to another block face or lot to start a new parking session. The vehicle may not return within the initial block face or parking lot for two hours, following the expiration of the initial period . This is an effective parking turnover tool used by many cities in California.
3. Ensure adequate short-term zones in the commercial core (immediate)
To accommodate short-term parking, the City should consider installing 1-2 short-term parking spaces per block. Short-term parking spaces should be located adjacent to service or quick-stop locations including coffee shops or fast-food restaurants. Short- term spaces should be monitored by parking enforcement for time limit violations.
4. Develop a program for employee parking solutions (mid-term)
Although not an immediate action, the City should investigate an Employee Parking Permit Program subject to cap amounts so that the availability of visitor and customer 308
25 parking will be preserved. The employee program still will allow employees of the commercial core to obtain parking permits in designated employee permit parking zones, and a portion of off -street parking can be allocated for employees of the commercial core. The City should provide incentives such as low permit rates and free transportation from the peripheral lots to work via the upcoming MicroTransit Service provider FRAN. To establish an employee permit program, the following actions should be considered:
• The City will have to execute a municipal code update to address permit parking polices for businesses and the opportunity for virtual permits. • If an employee parking program is approved, the City should determine permit rates based upon stakeholder feedback and demand.
• To encourage employee participation, price permits lower than the cost for daily parking to encourage compliance and ensure that permit holders have an affordable and convenient option.
• Encourage business owners to fund employee parking permits as the permit parking program will lead to more custom er parking and revenues for the businesses in the commercial core.
• Utilize revenues from the permit program to fund the ongoing management of the program.
Once the City receives input from the bus iness community and the employee permit program is approved, the City should place a limit on the number of employee permits allocated per off-street lot. Once the program is live and employees can purchase
permits, a menu of off -street locations can be provided, and once a particular lot has reached its limit, that lot will be removed from the permit portal. Figure 20 shows the City of Redding’s current permit portal, where employees create an account, log in, and choose which off-street location to park. When the City reaches a limit on a lot, that Figure 20 – City of Redding Employee Permit Portal
309
26 option is removed from the menu. This allows the City to distribute employee parking passes and not overburden certain lots.
5. Coordinate micro -mobility to align with paid parking and employee parking options (near-term)
A partnership with the Orange Chamber of
Commerce and Anaheim Transportation
Network has secured funding for ten Micro-
Transit shuttles and 50 % of the initial 18
months of operations. The City should work
collectively with both entities to strategically
develop the service parameters to benefit
visitors, com muters, and employees. Stop
locations and routes should be conveniently
located, but should also span out to
peripheral lots, where employees and long-
term visitors would park once, and utilize
Micro-Transit to their desired destination. As operational funding would need ongoing financial support, parking revenues could help offset long term costs of the program.
The service would also be an incentive to buy into the Employee Parking Program, where permit holders would have access to free rides to and from peripheral lots. If feasible, the City should also look to expand service hours on weekends to allow for transportation for restaurant and bar employees during late night hours.
6. Incorporate additional lots into the City’s parking management system (mid-to-long-term).
Figure 22 – Lot 15 and Lemon Parking Structure
Figure 21 - FRAN Micro-Transit Shuttle
Lot 15
Lemon Parking Structure
310
27 City Lot 15 borders the Orange transit line and generally ha s parking availability throughout the week except for special event days. The Lemon Parking Structure, like lot 15, also has parking availability, with weekday utilization generally below 50%. As the City continues to develop and grow, both lots should be i ncorporated into paid parking management, if parking utilization is over the 85% threshold. Both lots would provide an opportunity for employee and long-term parking options, and could be an Important transportation hub, featuring a mix of automobiles, public transit, and Micro- Mobility options.
The City’s Library (1), Civic Center (2), and Senior Center (3) lots are more off-street locations that would require parking management once paid parking is implemented in the commercial core. The availability of parking for employees and visitors at all three civic assets could be impacted by visitors and non -city employees searching for free parking.
Figure 23 – Library, Civic Center, and Senior Center Lots
1. Library Lot –The library lot (1) is the third largest off -street parking asset in the City’s study area with approximately 154 spaces. Of the 154 spaces in the library lot, 144 are completely unrestricted, meaning that vehicles can park throughout the day. Currently, there is plenty of parking availability in the lot, however that could change once paid parking is implemented in the commercial core . To protect on -site use for both library visitors and emp loyees, the City could incorporate time -limited parking with a mix of 1 -hour short -term and 4 - 311
28 hour visitor parking , which would be easily enforced through LPR. By comparison, many cities throughout California offer as little as 1 to 3 hours of parking for library visitors. If at any point, the library lot is consistently over 85% utilization, the City should consider any or all of the following strategies:
a) Tie into the City’s existing per mit management system and offer virtual permits. For employees, users would log into the City’s permit management dashboard, create an account, and log their license plate number as their permit number. The license plates would then be verified by LPR used by Parking Enforcement Officers. The permits would also be renewed on an annual basis. For volunteers and visitors, a kiosk (iPad or computer) could be set up at the entrance, and a library administrator or volunteer/visitor could enter their license plate number and establish a maximum time limit at the kiosk which will be verified by LPR. b) Add the lot into the paid parking program which will likely improve parking availability.
2. Civic Center –The Civic Center lot s are multi-use lot s which are utilized by employees, visitors, volunteers, and the public. Of the 99 existing spaces in the Civic Center lot s, 77 are completely unrestricted , with the remaining spaces accounting for a mix of 2 -hour, ADA, electric vehicle, and reserved parking.
Currently, there is enough parking availability in the lot s, however that could change once paid parking is implemented in the commercial core. To protect on-site parking for employees, volunteers, and visitors, the City could incorporate time-limited parking with a maximum of 4-hours and tie into the City’s permit management for employee parking, which would be easily enforced through LPR. If at any point, the Civic Center lots are consistently over 85% utilization, the City should consider a combination or all of the following strategies:
a) For volunteers and visitors anticipating parking for longer than four hours , a kiosk (iPad or computer) could be set up at the entrance, and a n administrator or volunteer/visitor could enter the license plate number and at the kiosk which will be verified by LPR.
b) Actively enforce both lots between the hours of 5-6pm to discourage long- term parking, particularly on City Council and other public meeting nights, to make parking readily available to attendees.
c) Add the lot into the paid parking program which will improve availability.
3. Senior Center Lot – The Senior Center, open Monday through Friday between 8:00am to 4:00pm has limited on-site parking that visitors and employees use during the week. To protect on-site parking for both visitors and employees, the City should choose between the following strategies:
312
29 a) Employees and visitors should use physical permits that could be placed on the vehicle’s dashboard, printed by Senior Center staff, and could be updated daily so that permits cannot be duplicated and be fraudulently used. A day of the week cou ld be tied to a particular permit color, and the date, day of week, and time limit would be printed on the permit, which could be verified by Parking Enforcement Officers.
b) The Senior Center can also tie into the City’s existing permit management system and offer virtual permits to employees and visitors. For visitors, a kiosk (iPad or computer) could be set up at the entrance and a staff member or volunteer can enter the license plate number.
7. Expand Downtown Permit Parking Area (Area “A”) to cover all residential streets in the area that are susceptible to commercial parking displacement (near term).
Area A, The Downtown Permit Parking Area of the City’s Neighborhood Permit Parking Program was established in 1987 to combat commercial and university parking intrusion onto the surrounding residential streets. The boundaries of Area A were established with the idea that entire residential blocks contained within can opt -in (if streamlined criteria are met) when parking demand exceeds their threshold of tolerance. The boundary or Area “ A” is shown in Figure 2 4. While the current boundaries are sufficient based on existing land use and parking conditions, their expansion (to envelop the paid parking area) should be considered.
Figure 24 - Potential Permit Parking Program Expansion - Area A2
313
30 Summary of Recommendations
This report provides several immediate and near-term Old Towne parking strategies.
While a few these strategies can be individually considered to either address focused parking concerns or affect incremental change, they are most effective when deployed in combination and centered around smart parking technologies.
Moreover, given the continued transformation of Old Towne, existing parking concerns expressed by local merchants, anticipated economic expansion, and recent state legislation, paid parking is expected to be the single most effective s trategy for addressing the City’s current and future needs. Therefore, it is the foundation of the 11-step plan identified in the Executive Summary.
Many of the smart parking technologies associated with license plate reader -based enforcement, electronic wayfinding, and application-based information and payment systems can be funded through a paid parking program and can be cost effectively designed to complement paid parking infrastructure. Paid parking programs can be periodically reassessed to adjust parking rates and boundaries as future needs change.
Recommendations
Section Recommendations
Paid Parking
Implementation
1. The City should utilize financial modeling to
forecast paid parking revenues and
expenditures and define parking zones based
on data
2. The City should establish initial hourly parking
rates.
3. The City should procure paid parking solutions
via an RFP process.
4. Once vendors are identified and agreements are
in place, the City should set a timeline for
implementation with the selected vendors.
Enforcement
1. The Police Department should require that the
selected enforcement vendor will have LPR
equipment for enforcement.
2. In addition to enforcement the City should
leverage ongoing data collection which will lead
to rate adjustments, expanded paid parking
footprints, and other data driven decisions.
Wayfinding and Parking
Guidance
1. The City should prioritize the installation of an
Automated Parking Guidance System on the
surface lots in the paid parking area.
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31 Section Recommendations
2. Once a vendor is identified and agreements are
in place, the City should set a timeline for
implementation with the selected vendors.
3. The City should update static wayfinding
signage as needed.
Curb Space/Off-Street
Management
1. Ensure that time limits are implemented and
enforced in peripheral streets and lots outside of
the commercial core.
2. Establish a no re -parking regulation via a
municipal code update.
3. Ensure adequate short-term zones in the
commercial core.
4. Develop an Employee Parking Permit Program
that allows employees in the commercial core to
obtain parking permits in designated employee
permit parking zones.
5. Coordinate micro -mobility to align with paid
parking and employee parking options.
6. Incorporate ad ditional peripheral lots into the
City’s parking management system.
7. Expand Downtown Permit Parking Area (Area
“A”).
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32 Appendix A
Financial Modeling Scenarios
Various financial modeling scenarios were produced with a range of hourly rates within the $1.00 - $2.00 per hour, and at 66% occupancy and compliance. Meaning that vehicles would be parked in paid spaces 66% of the time and of those who were parked, 66% paid for parking. The first set of scenarios incorporate the commercial core area bound by Maple Avenue to the north, Almond Avenue to the south, Lemon Street to the west, and Grand Avenue to the east (See Figure 20).
Figure 20 - Paid Parking Footprint - Core
316
33 Scenario 1 – Commercial Core On-Street at $1.50 per hour and free Off-Street:
Parking System Costs and Net Revenues Years 1-5:
317
34 Scenario 2 – Commercial Core On-Street at $1.25 per hour and Off-Street at $1.00 per hour:
Parking System Costs and Net Revenues Years 1-5:
318
35 Scenario 3 – Commercial Core On-Street at $1.50 per hour and Off-Street at $1.25 per hour
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss $513,938 $375,801 $889,739
Annual Revenue - Year 2 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Annual Revenue - Year 3 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Annual Revenue - Year 4 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Annual Revenue - Year 5 $703,526 $683,693 $1,387,219
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $606,938 $575,801 $1,182,739
Cumulative Revenue Years 1-5 $3,517,628 $3,418,466 $6,936,094 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $2,941,688 $2,679,006 $5,620,694
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $1,387,219 $1,387,219 $1,387,219 $1,387,219 $1,387,219 $6,936,095 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total $889,739 $1,182,739 $1,182,739 $1,182,739 $1,182,739 $5,620,695 City of Orange - Parking Management Plan Revenue Estimates 2024 City of Orange - Parking Management Plan Cost Estimates 2025 319
36 Scenario 4 – Commercial Core On-Street at $2.00 per hour and Off-Street at $1.50 per hour
Parking System Costs and Net Revenues Years 1-5:
On-Street at $2.00/hour and Off-Street at $1.50/hour On-Street Off-Street Combined Annual Revenue - Year 1 $938,034 $820,432 $1,758,466
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss $748,446 $512,540 $1,260,986
Annual Revenue - Year 2 $938,034 $820,432 $1,758,466
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $841,446 $712,540 $1,553,986
Annual Revenue - Year 3 $938,034 $820,432 $1,758,466
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $841,446 $712,540 $1,553,986
Annual Revenue - Year 4 $938,034 $820,432 $1,758,466
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $841,446 $712,540 $1,553,986
Annual Revenue - Year 5 $938,034 $820,432 $1,758,466
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $841,446 $712,540 $1,553,986
Cumulative Revenue Years 1-5 $4,690,171 $4,102,160 $8,792,330 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $4,114,231 $3,362,700 $7,476,930
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $1,758,466 $1,758,466 $1,758,466 $1,758,466 $1,758,466 $8,792,330 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total $1,260,986 $1,553,986 $1,553,986 $1,553,986 $1,553,986 $7,476,930 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 320
37 The second set of scenarios expands beyond the eight -block core commercial area and includes extensions of Glassell, W. Maple, Almond, E, Chapman, and includes Cypress from W. Almond to W. Maple. The expanded area includes the parking structure and two additional off -street lots and only includes on -street segments that have mostly commercial uses (See Figure 21 ). Resident ial blocks that are primarily residential are excluded from any financial modeling as paid parking is not recommended adjacent to residential uses.
Figure 21 - Expanded Paid Parking Model
321
38 Scenario 5 - On-Street at $1.25 per hour and Off-Street at $1.00 per hour (expanded footprint)
Parking System Costs and Net Revenues Years 1-5:
322
39 Scenario 6 – On-Street at $1.50 per hour and Off-Street at $1.25 per hour (expanded footprint)
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $1,020,843 $1,764,033 $2,784,876 Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss $739,983 $1,364,869 $2,104,852
Annual Revenue - Year 2 $1,020,843 $1,764,033 $2,784,876 Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss $853,983 $1,585,869 $2,439,852
Annual Revenue - Year 3 $1,020,843 $1,764,033 $2,784,876 Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss $853,983 $1,585,869 $2,439,852
Annual Revenue - Year 4 $1,020,843 $1,764,033 $2,784,876 Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss $853,983 $1,585,869 $2,439,852
Annual Revenue - Year 5 $1,020,843 $1,764,033 $2,784,876 Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss $853,983 $1,585,869 $2,439,852
Cumulative Revenue Years 1-5 $5,104,214 $8,820,165 $13,924,379 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss $4,155,914 $7,708,345 $11,864,259
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $2,784,876 $2,784,876 $2,784,876 $2,784,876 $2,784,876 $13,924,379 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total $2,104,852 $2,439,852 $2,439,852 $2,439,852 $2,439,852 $11,864,259 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 323
40 Scenario 7 - On-Street at $2.00 per hour and Off-Street at $1.50 per hour (expanded footprint)
Parking System Costs and Net Revenues Years 1-5:
On-Street at $2.00/hour and Off-Street at $1.50/hour On-Street Off-Street Combined Annual Revenue - Year 1 $1,361,124 $2,116,840 $3,477,963 Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss $1,080,264 $1,717,676 $2,797,939
Annual Revenue - Year 2 $1,361,124 $2,116,840 $3,477,963 Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss $1,194,264 $1,938,676 $3,132,939
Annual Revenue - Year 3 $1,361,124 $2,116,840 $3,477,963 Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss $1,194,264 $1,938,676 $3,132,939
Annual Revenue - Year 4 $1,361,124 $2,116,840 $3,477,963 Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss $1,194,264 $1,938,676 $3,132,939
Annual Revenue - Year 5 $1,361,124 $2,116,840 $3,477,963 Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss $1,194,264 $1,938,676 $3,132,939
Cumulative Revenue Years 1-5 $6,805,618 $10,584,198 $17,389,816 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss $5,857,318 $9,472,378 $15,329,696
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $3,477,963 $3,477,963 $3,477,963 $3,477,963 $3,477,963 $17,389,816 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total $2,797,939 $3,132,939 $3,132,939 $3,132,939 $3,132,939 $15,329,696 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 324
41 Appendix B
Sample Implementation Schedules
Pay Stations
Task Party Target Timeline
Notice to Proceed (NTP) City/Vendor Day 1
Define/Map Meter/Sign Locations City/Vendor 30 Calendar Days Complete Meter Configurations City/Vendor 30 Calendar Days Complete Credit Card Processing City/Vendor 30 Calendar Days Meter Program Configuration Approved City 30 Calendar Days Meter Location Site Preparations City/Vendor 30 Calendar Days Initial Public Outreach City/Vendor 1-90 Calendar Days Pay Station Delivery Vendor 75 Calendar Days
Pay Station/Signage Installation Vendor 90 Calendar Days On-Site Training of City Staff City/Vendor Once Installed Continued Public Outreach City/Vendor During Installation Post-Installation Follow-up Meeting City/Vendor Post Installation Implementation Complete 90–120 Days
Mobile Payment
Task Party Target Timeline
Notice to Proceed (NTP) City/Vendor Day 1
Define/Map Mobile Locations City/Vendor 30 Calendar Days Setup Merchant Account City/Vendor 30 Calendar Days
Engage Parking Enforcement Vendor 30 Calendar Days
Define Signage Locations Vendor 30 Calendar Days
Establish Marketing Plan City/Vendor 30 Calendar Days
Test Transactions (Merchant) City/Vendor 45 Calendar Days Test Transactions (Enforcement) City/Vendor 45 Calendar Days Signage Installation Vendor 45 Calendar Days
Go Live City/Vendor 45 Calendar Days
Continued Public Outreach City/Vendor During Installation Post-Implementation Follow-up Meeting City/Vendor Post Installation Implementation Complete 60–75 Days
325
42 Wayfinding/Automated Parking Guidance System (Real-time parking availability) Task Party Target Timeline
Notice to Proceed (NTP) City/Vendor Day 1
Define/Map Signage Locations City/Vendor 30 Calendar Days Approve Design City/Vendor 30 Calendar Days
Fabricate Signage Vendor 60 Calendar Days
Establish Marketing Plan City/Vendor 60 Calendar Days
Signage Installation Vendor 90 Calendar Days
Go Live City/Vendor 90 Calendar Days
Continued Public Outreach City/Vendor During Installation Implementation Complete 90–120 Days
License Plate Recognition and Enforcement
Task Party Target Timeline
Notice to Proceed (NTP) City/Vendor Day 1
Coordination with Orange PD City/Vendor 15 Calendar Days Installation of LPR Equipment City/Vendor 30 Calendar Days Installation of LPR Dashboard Vendor 45 Calendar Days
Integrations with Paid Parking City/Vendor 60 Calendar Days Establish Community Outreach Vendor 60 Calendar Days
Go Live City/Vendor 90 Calendar Days
Continued Public Outreach City/Vendor During Installation Implementation Complete 60-90 Days
326
43 Appendix C
Parking Component Matrix
Pay Stations
Capabilites
One pay station can managing an entire block of paid parking and can take credit card, coin, cash or mobile payment. With a pay-by-plate license plate configuration, the driver parks, purchases parking session time at the pay station, and enters their license plate number at the pay station to record payment. The paystation also integrates with mobile payment so the user can extend their parking session via text to pay or through a mobile payment app.
Vendors Flowbird, IPS Group, T2, McKay Meters
Appriximate Costs to City $7,000-$10,000 per pay station, plus credit card fees Operating Costs $700-$1000 per pay station per year, which includes software, support Pros
1.Paid parking stat s can be monitored through LPR
2.Statistically there is an increase in mobile payment usage due to integrations
3.Significantly reduces collection time and frequency compared to single meter
4.Payment flexibility including coins, cash, card, and contactless
5.Reduced maintenance compared to single meters
6.Does not allow users to “piggyback” on remaining time from previous parker
7.Improved streetscape – less equipment
Cons 1. Installation of multiple signs directing parkers where to pay Pay Station Solutions
327
44 Mobile Payment Solutions
Capabilites
A mobile payment solution allows drivers to pay for a parking session using their mobile phone. They can either text a number to pay, or they can create an account on a mobile application to pay online. Zone numbers are assigned to each paid parking area for enforcement purposes, and the active paid parking sessions are tracked and verified by a license plate number.
Vendors PayByPhone, ParkMobile, Passport, Flowbird, IPS Group Appriximate Costs to City $1,500 - $3,000 setup fee, plus credit card fees Operating Costs Costs are generally absorbed by the customer through convenience fees Pros
1.Users of parking apps can find spots without circling the block
2. Easy to pay using stored credit card on an app or by using mobile pay
3. User can add time remotely to their session before it expires. Some apps even al
4. Capability to allow users to reserve parking in advance.
5. Interfaces easily with parking enforcement for compliance
6. Cost savings to the City as there is no hardware and costs are absorbed by the user
7. Mobile apps can also provide parking availability, and transit information allowing the user to "park once" and nagivate through the city Cons
1. A small portion of users do not have access to smartphones so equity is a concern 2. QR Codes displayed on signs have the poential to be succeptable to fraud
Mobile Payment Solutions
328
45 LPR Enforcement Solutions
Capabilites
The License Plate Recognition system automatically detects whether a vehicle is associated with a valid parking session through the use of a camera mounted on an enforcement vehicle or through a mobile device. LPR can digitally verify the vehicle using the vehicle’s license plate number verifying paid parking status, and can verify time limited parking zones and residential parking permit zones.
Vendors Motorola, Genetec, Aims, Passport
Appriximate Costs to City $40,000-$50,000 per vehicle, depending on the number of cameras Operating Costs $7,000-$10,000 per year which includes software, hosting, support Pros
1. Highly efficient as enforcement officers capture violations while driving
2. Enforces all types of payment solutions including multi-space and mobile paymen
3. In addition to paid parking zones, LPR can enforce time-limited, residential permit parking zones and can register scofflaw violations
4. Can provide cities with on-going data collection to help with parking management
Cons 1. Up front costs
LPR Enforcement Solutions
329
46 Wayfinding and Parking Guidance Solutions
Capabilites
Camera-based sensor technology provides real-time parking availability that feeds into dynamic digital signage and into an application The signage interfaces with cameras mounted to existing light poles in the surface lots that can detect when and where vehicles are parked on each lot and can conveyinformation at the entrance of the lot. Digital signage can also be installed along the major thoroughfares with directional arrows to guide vehicles to various lots.
Vendors EnSight Technologies, Spot Genius, Nedap, Cleverciti Appriximate Costs to City $10,000 - $15,000 per lot, $10,000 to $20,000 for digital signage along thoroughfares Operating Costs $15,000 per year which includes software, hosting, support Pros
1. Provides real-time parking availability so vehicles can find parking efficiently
2. Parking information can be fed to signs on each corresponding lot, into wayfinding directional signage throughout a city, and into an app on a smartphone.
Cons 1. Up front costs
Wayfinding and Parking Guidance Solutions
330
47 Appendix D
Case Studies and Literature of Economic Benefits of Paid Parking From A Guide for Activists by the Parking Reform Network (https://parkingreform.org/playbook/pbd/#intro)
Austin, Texas - West Campus
To promote density, Austin relaxed parking requirements for new developments. The strategy worked and new apartments brought more college students and their cars.
However, this created a parking headache for the adjacent neighborhood. Rather than renting spaces from the apartment building, students now parked in the free on-street spots. Neighbors urged the ci ty to take action as the free parking spots became long term student car storage . With a $43,000 grant from the EPA, the city piloted a PBD from 2006 -2011. The 96 meters produced $163,000 in the first year, $40,000 of which was spent on sidewalk and curb e nhancements, crosswalks, benches, transit shelters and the addition of bicycle infrastructure including two-way bike lanes.
In 2011, after a rigorous public debate, the city passed an ordinance allowing neighborhood associations to apply for PBD. In 2012, the city established the West University PBD, expanding the previous PBD and adding 254 meters. 51% of dedicated to promoting alternative transportation and reducing vehicle miles traveled. The PBD generated $150,000 in its first full year, while the area saw a 10% growth in sales tax revenue. Residents have chosen to invest approximately $1 million in parking revenue on sidewalk improvements on 25th street within the West Campus PBD.
The city also passed an ordinance creating the Parking and Transportation Management District Program (PTMD) in 2014. Austin’s PTMDs function similarly to its PBD but are more widely applicable. PMTDs broaden revenue spending requirements to include recrea tional spaces and allow business owners, in addition to residential groups, to request their implementation. The East Austin PTMD manages nighttime parking with meter enforcement beginning at 6:00 PM and has funded 150 feet of sidewalk to fill gaps. The Colorado River Area PTMD and the Mueller PTMD charge for parking around the Colorado River Trail and Mueller Lake Park, respectively, funding the upkeep of the popular recreational spaces.
Pittsburgh, Pennsylvania - South Side Flats
A densely populated neig hborhood with a bustling nightlife scene, South Side Flats was experiencing quality of life problems in 2017. The weekend influx of restaurant and bar patrons necessitated more trash pickup and street cleaning than previously allocated for the area. Increa sed popularity as a nighttime destination brought increases in public disturbances and crime. The search for parking sent visitors into residential areas, where they bothered neighbors and were targeted for crime. Vehicle 331
48 break-ins were the most common, bu t there were also muggings and, in some cases, shootings.
The city needed to find a way to stabilize the neighborhood. Described as “a public safety plan disguised as a public transportation plan” by City Council President Bruce Kraus,* the city implemented a PBD pilot in March of 2017. The pilot included:
• Weekend, nighttime meter enforcement of the district’s 688 on-street spaces • An extension of residential permit parking (RPP) hours • A complimentary weekend shuttle to free nearby parking lots • A safety lane comprised of 35 parking spots to increase emergency vehicle access on the weekend
The net revenue the city collects from meters after 6:00 PM is reinvested in the neighborhood though the Department of Public Safety. In the first 8 months, the PBD generated $134,000 and now regularly produces around $210,000 per year. The city has spent the revenue adding lighting and signage, restriping the street, creating a new residential permit program, paying for dedicated nighttime police patrols and parking enforcement, buying a street sweeper to keep garbage out of the nearby river, and implementing a rideshare pickup/dropoff area.
As part of a wider movement to increase safety in the area, the PBD has helped separate the uses of neighborhood space. The stricter RPP enforcement funnels visitors into the metered spots, discouraging parking that necessitates wandering through the neighborhood late at night. Since the PBD began, there has been a 20% increase in rideshare usage and a 37% decrease in criminal activity. The parking occupancy nears 100% during peak demand, suggesting that the parking could be even better managed with higher pricing.
Pasadena, California - Old Pasadena
Old Pasadena had been the commercial center of Pasadena from the city’s founding in 1874. The Great Depression and suburban sprawl drove businesses from the area and it fell into decline in the ‘50s. Attempts to revive the shopping district by emphasizing its unique, historic character in the late '80's and early '90s had failed and vacant stores and buildings were falling into disrepair. The businesses that remained had employees parked in front of them, causing customers to park further away. With employees moving their cars every 2 hours, the best parking was constantly occupied.
The city thou ght that charging for parking could help address these issues and promised to reinvest all net revenue back into the metered district to appease business owners' concerns. They passed an ordinance to install meters in 1993 and since then they have consiste ntly produced $1 -1.8 million per year in revenue after operating expenses. The city kickstarted the renovation process by taking out a $5 million dollar 332
49 loan for the “Old Pasadena Streetscape and Alleyways Project.” This money, financed by future parking r evenue, funded street furniture, trees and tree grates, decorative lighting, and alley restoration.
From 1993 -1998, property tax revenue tripled and sales tax revenues quadrupled. Douglas Kolozsvari and Donald Shoup call this process the virtuous cycle: As meter revenue pays for public improvements, the public improvements attract more visitors who pay for curb parking, and more meter revenue is then available to pay for more public improvements. The PBD continues to fund events, street maintenance (more visitors necessitate more maintenance, a problem that PBDs create and solve) marketing, and police foot patrols. Another nearby shopping district, Plaza Pasadena, did not see comparable increases and was demolished in 2001. The former premier shopping district of Pasadena requested a PBD similar to Old Pasadena’s, which has now become the South Lake Parking Place parking meter zone established in 2007. The Civic Center also has a meter district and Pasadena’s Parking Manager Jon Hamblen believes that a new PBD will be implemented in the Playhouse District in the coming years.
Columbus, Ohio - Short North Neighborhood
Columbus overhauled its citywide parking policy in 2019 with a new strategic parking plan. The previous plan had been fractured and the city hoped to simplify the parking system moving forward. From this plan, the Short North PBD was born in January 2019 as a means to provide mobility options to employees in the mixed -use arts district between downtown and Ohio State University. The new plan implemented residential permit parking and meters throughout the district, which limited employees’ parking options. After their first attempt at an employee shuttle failed, the city continued to work with employers and employees to find a way to use its PBD funds that effectively addressed the district’s needs. They spent meter revenue to give employees discounted transit fares and car, ride and bike share memberships. They also established an employee p ermit program for both on and off -street parking, giving businesses an opportunity to purchase up to 10 permits at a progressive rate.
The meter revenue funds projects to enhance parking management and alternative transportation options that are proposed annually by a committee community member and approved by the city. In 2019, the first full year of operations, the meters generated $2.64 million in gross revenue, $535,000 of which went to the PBD after operating expenses. The district spent $225,000 on a contract with the Short North Alliance, the local business improvement district (BID), to provide the PBD services. These took the form of off -street parking discounts, parking validation codes for businesses, a communications campaign to educate the publi c on the parking changes, and an employee mobility fund. The remaining revenue was carried over to 2020, where it became an unexpectedly crucial revenue stream. As the COVID -19 virus kept people 333
50 at home, parking revenue decreased significantly. The Divisio n of Parking Services drew upon the parking benefit district revenue generated in 2019 to fund its essential expenses and maintain the program without having to take a loan or make cutbacks.
334
51 Appendix E
Additional Financial Modeling Scenarios
The following scenarios were explored with a range of hourly rates between the $1.00 - $2.00 per hour range, at 25% occupancy and 25% compliance rates in the commercial core:
335
52 Scenario 8 – Commercial Core On-Street at $1.50 per hour and free Off-Street:
Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Free Off-Street On-Street Off-Street Combined Annual Revenue - Year 1 $100,942 $0 $100,942
Equipment & Operating Cost - Year 1 $211,488 $150,000 $361,488 Net Gain/Loss -$110,546 -$150,000 -$260,546
Annual Revenue - Year 2 $100,942 $0 $100,942
Equipment & Operating Cost - Year 2 $97,488 $15,000 $112,488 Net Gain/Loss $3,454 -$15,000 -$11,546
Annual Revenue - Year 3 $100,942 $0 $100,942
Equipment & Operating Cost - Year 3 $97,488 $15,000 $112,488 Net Gain/Loss $3,454 -$15,000 -$11,546
Annual Revenue - Year 4 $100,942 $0 $100,942
Equipment & Operating Cost - Year 4 $97,488 $15,000 $112,488 Net Gain/Loss $3,454 -$15,000 -$11,546
Annual Revenue - Year 5 $100,942 $0 $100,942
Equipment & Operating Cost - Year 5 $97,488 $15,000 $112,488 Net Gain/Loss $3,454 -$15,000 -$11,546
Cumulative Revenue Years 1-5 $504,710 $0 $504,710
Equipment & Operating Cost - Year 5 $601,440 $210,000 $811,440 Net Gain/Loss -$96,730 -$210,000 -$306,730
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $123,988 $11,988 $11,988 $11,988 $11,988 $171,940 Mobile Application $2,500 $500 $500 $500 $500 $4,500
Credit Card Fees $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 .5 Contract Parking Manager $55,000 $55,000 $55,000 $55,000 $55,000 $275,000 Total $361,488 $112,488 $112,488 $112,488 $112,488 $811,440 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $100,942 $100,942 $100,942 $100,942 $100,942 $504,710 Expenses $361,488 $112,488 $112,488 $112,488 $112,488 $811,440 Total -$260,546 -$11,546 -$11,546 -$11,546 -$11,546 -$306,730 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 336
53 Scenario 9 – Commercial Core On-Street at $1.25 per hour and Off-Street at $1.00 per hour:
Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.25/hour and Off-Street at $1.00/hour On-Street Off-Street Combined Annual Revenue - Year 1 $84,118 $78,477 $162,596
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss -$105,470 -$229,415 -$334,884
Annual Revenue - Year 2 $84,118 $78,477 $162,596
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss -$12,470 -$29,415 -$41,884
Annual Revenue - Year 3 $84,118 $78,477 $162,596
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss -$12,470 -$29,415 -$41,884
Annual Revenue - Year 4 $84,118 $78,477 $162,596
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss -$12,470 -$29,415 -$41,884
Annual Revenue - Year 5 $84,118 $78,477 $162,596
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss -$12,470 -$29,415 -$41,884
Cumulative Revenue Years 1-5 $420,592 $392,386 $812,978 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss -$155,348 -$347,074 -$502,422
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $162,596 $162,596 $162,596 $162,596 $162,596 $812,978 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total -$334,884 -$41,885 -$41,885 -$41,885 -$41,885 -$502,422 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 337
54 Scenario 10 – Commercial Core On-Street at $1.50 per hour and Off-Street at $1.25 per hour:
Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $100,942 $98,096 $199,039
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss -$88,646 -$209,796 -$298,441
Annual Revenue - Year 2 $100,942 $98,096 $199,039
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $4,354 -$9,796 -$5,441
Annual Revenue - Year 3 $100,942 $98,096 $199,039
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $4,354 -$9,796 -$5,441
Annual Revenue - Year 4 $100,942 $98,096 $199,039
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $4,354 -$9,796 -$5,441
Annual Revenue - Year 5 $100,942 $98,096 $199,039
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $4,354 -$9,796 -$5,441
Cumulative Revenue Years 1-5 $504,710 $490,482 $995,193 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss -$71,230 -$248,978 -$320,207
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $199,039 $199,039 $199,039 $199,039 $199,038 $995,193 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total -$298,441 -$5,441 -$5,441 -$5,441 -$5,442 -$320,207 City of Orange - Revenue Estimates $1.50 On-Street / $1.25 Off-Street City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 338
55 Scenario 11 – Commercial Core On-Street at $2.00 per hour and Off-Street at $1.50 per hour:
Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $2.00/hour and Off-Street at $1.50/hour On-Street Off-Street Combined Annual Revenue - Year 1 $134,589 $117,716 $252,305
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss -$54,999 -$190,176 -$245,175
Annual Revenue - Year 2 $134,589 $117,716 $252,305
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $38,001 $9,824 $47,825
Annual Revenue - Year 3 $134,589 $117,716 $252,305
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $38,001 $9,824 $47,825
Annual Revenue - Year 4 $134,589 $117,716 $252,305
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $38,001 $9,824 $47,825
Annual Revenue - Year 5 $134,589 $117,716 $252,305
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $38,001 $9,824 $47,825
Cumulative Revenue Years 1-5 $672,947 $588,579 $1,261,526 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $97,007 -$150,881 -$53,874
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $252,305 $252,305 $252,305 $252,305 $252,305 $1,261,526 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total -$245,175 $47,825 $47,825 $47,825 $47,825 -$53,874 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 339
56 The following scenarios were explored with a range of hourly rates between the $1.00 - $2.00 per hour range, at 25% occupancy and 25% compliance rates in the expanded footprint:
340
57 Scenario 12 – On-Street at $1.25 per hour and Off-Street at $1.00 per hour (expanded footprint) Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.25/hour and Off-Street at $1.00/hour On-Street Off-Street Combined Annual Revenue - Year 1 $122,059 $202,483 $324,542
Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss -$158,801 -$196,681 -$355,482
Annual Revenue - Year 2 $122,059 $202,483 $324,542
Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss -$44,801 $24,319 -$20,482
Annual Revenue - Year 3 $122,059 $202,483 $324,542
Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss -$44,801 $24,319 -$20,482
Annual Revenue - Year 4 $122,059 $202,483 $324,542
Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss -$44,801 $24,319 -$20,482
Annual Revenue - Year 5 $122,059 $202,483 $324,542
Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss -$44,801 $24,319 -$20,482
Cumulative Revenue Years 1-5 $610,295 $1,012,416 $1,622,711 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss -$338,005 -$99,404 -$437,409
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $324,542 $324,542 $324,542 $324,542 $324,542 $1,622,711 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total -$355,482 -$20,482 -$20,482 -$20,482 -$20,482 -$437,409 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 341
58 Scenario 13 – On-Street at $1.50 per hour and Off-Street at $1.25 per hour (expanded footprint) Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $146,471 $253,104 $399,575
Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss -$134,389 -$146,060 -$280,449
Annual Revenue - Year 2 $146,471 $253,104 $399,575
Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss -$20,389 $74,940 $54,551
Annual Revenue - Year 3 $146,471 $253,104 $399,575
Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss -$20,389 $74,940 $54,551
Annual Revenue - Year 4 $146,471 $253,104 $399,575
Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss -$20,389 $74,940 $54,551
Annual Revenue - Year 5 $146,471 $253,104 $399,575
Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss -$20,389 $74,940 $54,551
Cumulative Revenue Years 1-5 $732,354 $1,265,520 $1,997,873 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss -$215,946 $153,700 -$62,247
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $399,575 $399,575 $399,575 $399,575 $399,575 $1,997,873 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total -$280,449 $54,551 $54,551 $54,551 $54,551 -$62,247 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 342
59 Scenario 14 – On-Street at $2.00 per hour and Off-Street at $1.50 per hour (expanded footprint) Occupancy rates of 25% and compliance rates of 25%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $2.00/hour and Off-Street at $1.50/hour On-Street Off-Street Combined Annual Revenue - Year 1 $195,294 $303,725 $499,019
Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss -$85,566 -$95,439 -$181,005
Annual Revenue - Year 2 $195,294 $303,725 $499,019
Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss $28,434 $125,561 $153,995
Annual Revenue - Year 3 $195,294 $303,725 $499,019
Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss $28,434 $125,561 $153,995
Annual Revenue - Year 4 $195,294 $303,725 $499,019
Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss $28,434 $125,561 $153,995
Annual Revenue - Year 5 $195,294 $303,725 $499,019
Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss $28,434 $125,561 $153,995
Cumulative Revenue Years 1-5 $976,472 $1,518,623 $2,495,095 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss $28,172 $406,803 $434,975
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $499,019 $499,019 $499,019 $499,019 $499,019 $2,495,095 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total -$181,005 $153,995 $153,995 $153,995 $153,995 $434,975 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 343
60 The following scenarios were explored with a range of hourly rates between the $1.00 - $2.00 per hour range, at 50% occupancy and 50% compliance rates in the commercial core:
344
61 Scenario 15 – Commercial Core On-Street at $1.50 per hour and free Off-Street:
Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Free Off-Street On-Street Off-Street Combined Annual Revenue - Year 1 $403,768 $0 $403,768
Equipment & Operating Cost - Year 1 $211,488 $150,000 $361,488 Net Gain/Loss $192,280 -$150,000 $42,280
Annual Revenue - Year 2 $403,768 $0 $403,768
Equipment & Operating Cost - Year 2 $97,488 $15,000 $112,488 Net Gain/Loss $306,280 -$15,000 $291,280
Annual Revenue - Year 3 $403,768 $0 $403,768
Equipment & Operating Cost - Year 3 $97,488 $15,000 $112,488 Net Gain/Loss $306,280 -$15,000 $291,280
Annual Revenue - Year 4 $403,768 $0 $403,768
Equipment & Operating Cost - Year 4 $97,488 $15,000 $112,488 Net Gain/Loss $306,280 -$15,000 $291,280
Annual Revenue - Year 5 $403,768 $0 $403,768
Equipment & Operating Cost - Year 5 $97,488 $15,000 $112,488 Net Gain/Loss $306,280 -$15,000 $291,280
Cumulative Revenue Years 1-5 $2,018,841 $0 $2,018,841
Equipment & Operating Cost - Year 5 $601,440 $210,000 $811,440 Net Gain/Loss $1,417,401 -$210,000 $1,207,401
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $123,988 $11,988 $11,988 $11,988 $11,988 $171,940 Mobile Application $2,500 $500 $500 $500 $500 $4,500
Credit Card Fees $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 .5 Contract Parking Manager $55,000 $55,000 $55,000 $55,000 $55,000 $275,000 Total $361,488 $112,488 $112,488 $112,488 $112,488 $811,440 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $403,768 $403,768 $403,768 $403,768 $403,768 $2,018,841 Expenses $361,488 $112,488 $112,488 $112,488 $112,488 $811,440 Total $42,280 $291,280 $291,280 $291,280 $291,280 $1,207,401 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 345
62 Scenario 16 – Commercial Core On-Street at $1.25 per hour and Off-Street at $1.00 per hour:
Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.25/hour and Off-Street at $1.00/hour On-Street Off-Street Combined Annual Revenue - Year 1 $336,473 $313,909 $650,382
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss $146,885 $6,017 $152,902
Annual Revenue - Year 2 $336,473 $313,909 $650,382
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $239,885 $206,017 $445,902
Annual Revenue - Year 3 $336,473 $313,909 $650,382
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $239,885 $206,017 $445,902
Annual Revenue - Year 4 $336,473 $313,909 $650,382
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $239,885 $206,017 $445,902
Annual Revenue - Year 5 $336,473 $313,909 $650,382
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $239,885 $206,017 $445,902
Cumulative Revenue Years 1-5 $1,682,367 $1,569,544 $3,251,911 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $1,106,427 $830,084 $1,936,511
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $650,382 $650,382 $650,382 $650,382 $650,382 $3,251,911 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total $152,902 $445,902 $445,902 $445,902 $445,902 $1,936,511 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 346
63 Scenario 17 – Commercial Core On-Street at $1.50 per hour and Off-Street at $1.25 per hour:
Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $403,768 $392,386 $796,154
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss $214,180 $84,494 $298,674
Annual Revenue - Year 2 $403,768 $392,386 $796,154
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $307,180 $284,494 $591,674
Annual Revenue - Year 3 $403,768 $392,386 $796,154
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $307,180 $284,494 $591,674
Annual Revenue - Year 4 $403,768 $392,386 $796,154
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $307,180 $284,494 $591,674
Annual Revenue - Year 5 $403,768 $392,386 $796,154
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $307,180 $284,494 $591,674
Cumulative Revenue Years 1-5 $2,018,841 $1,961,930 $3,980,770 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $1,442,901 $1,222,470 $2,665,370
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $796,154 $796,154 $796,154 $796,154 $796,154 $3,980,770 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total $298,674 $591,674 $591,674 $591,674 $591,674 $2,665,370 City of Orange - Revenue Estimates $1.50 On-Street / $1.25 Off-Street City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 347
64 Scenario 18 – Commercial Core On-Street at $2.00 per hour and Off-Street at $1.50 per hour:
Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $2.00/hour and Off-Street at $1.50/hour On-Street Off-Street Combined Annual Revenue - Year 1 $538,358 $470,863 $1,009,221
Equipment & Operating Cost - Year 1 $189,588 $307,892 $497,480 Net Gain/Loss $348,770 $162,971 $511,741
Annual Revenue - Year 2 $538,358 $470,863 $1,009,221
Equipment & Operating Cost - Year 2 $96,588 $107,892 $204,480 Net Gain/Loss $441,770 $362,971 $804,741
Annual Revenue - Year 3 $538,358 $470,863 $1,009,221
Equipment & Operating Cost - Year 3 $96,588 $107,892 $204,480 Net Gain/Loss $441,770 $362,971 $804,741
Annual Revenue - Year 4 $538,358 $470,863 $1,009,221
Equipment & Operating Cost - Year 4 $96,588 $107,892 $204,480 Net Gain/Loss $441,770 $362,971 $804,741
Annual Revenue - Year 5 $538,358 $470,863 $1,009,221
Equipment & Operating Cost - Year 5 $96,588 $107,892 $204,480 Net Gain/Loss $441,770 $362,971 $804,741
Cumulative Revenue Years 1-5 $2,691,788 $2,354,316 $5,046,103 Equipment & Operating Cost - Year 5 $575,940 $739,460 $1,315,400 Net Gain/Loss $2,115,848 $1,614,856 $3,730,703
On/Off-Street Revenue Model
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $227,920 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $240,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 FTE $150,000 $154,500 $159,135 $163,909 $168,826 $796,370 Total $537,480 $248,980 $253,615 $258,389 $263,306 $1,483,290 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $172,480 $18,480 $18,480 $18,480 $18,480 $246,400 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 1 Contract Parking Manager $110,000 $110,000 $110,000 $110,000 $110,000 $550,000 Total $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $1,009,221 $1,009,221 $1,009,221 $1,009,221 $1,009,221 $5,046,103 Expenses $497,480 $204,480 $204,480 $204,480 $204,480 $1,315,400 Total $511,741 $804,741 $804,741 $804,741 $804,741 $3,730,703 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Cost Estimates 2025 City of Orange - Parking Management Plan Revenue Estimates 2025 348
65 The following scenarios were explored with a range of hourly rates between the $1.00 - $2.00 per hour range, at 50% occupancy and 50% compliance rates in the expanded footprint:
349
66 Scenario 19 – On-Street at $1.25 per hour and Off-Street at $1.00 per hour (expanded footprint) Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.25/hour and Off-Street at $1.00/hour On-Street Off-Street Combined Annual Revenue - Year 1 $488,236 $809,933 $1,298,168
Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss $207,376 $410,769 $618,144
Annual Revenue - Year 2 $488,236 $809,933 $1,298,168
Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss $321,376 $631,769 $953,144
Annual Revenue - Year 3 $488,236 $809,933 $1,298,168
Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss $321,376 $631,769 $953,144
Annual Revenue - Year 4 $488,236 $809,933 $1,298,168
Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss $321,376 $631,769 $953,144
Annual Revenue - Year 5 $488,236 $809,933 $1,298,168
Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss $321,376 $631,769 $953,144
Cumulative Revenue Years 1-5 $2,441,180 $4,049,663 $6,490,842 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss $1,492,880 $2,937,843 $4,430,722
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $1,298,168 $1,298,168 $1,298,168 $1,298,168 $1,298,168 $6,490,842 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total $618,144 $953,144 $953,144 $953,144 $953,144 $4,430,722 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 350
67 Scenario 20 – On-Street at $1.50 per hour and Off-Street at $1.25 per hour (expanded footprint) Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $1.50/hour and Off-Street at $1.25/hour On-Street Off-Street Combined Annual Revenue - Year 1 $585,883 $1,012,416 $1,598,299 Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss $305,023 $613,252 $918,275
Annual Revenue - Year 2 $585,883 $1,012,416 $1,598,299
Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss $419,023 $834,252 $1,253,275
Annual Revenue - Year 3 $585,883 $1,012,416 $1,598,299
Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss $419,023 $834,252 $1,253,275
Annual Revenue - Year 4 $585,883 $1,012,416 $1,598,299
Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss $419,023 $834,252 $1,253,275
Annual Revenue - Year 5 $585,883 $1,012,416 $1,598,299
Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss $419,023 $834,252 $1,253,275
Cumulative Revenue Years 1-5 $2,929,416 $5,062,078 $7,991,494 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss $1,981,116 $3,950,258 $5,931,374
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $1,598,299 $1,598,299 $1,598,299 $1,598,299 $1,598,299 $7,991,494 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total $918,275 $1,253,275 $1,253,275 $1,253,275 $1,253,275 $5,931,374 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 351
68 Scenario 21– On-Street at $2.00 per hour and Off-Street at $1.50 per hour (expanded footprint) Occupancy rates of 50% and compliance rates of 50%
Parking System Costs and Net Revenues Years 1-5:
On-Street at $2.00/hour and Off-Street at $1.50/hour On-Street Off-Street Combined Annual Revenue - Year 1 $781,178 $1,214,899 $1,996,076 Equipment & Operating Cost - Year 1 $280,860 $399,164 $680,024 Net Gain/Loss $500,318 $815,735 $1,316,052
Annual Revenue - Year 2 $781,178 $1,214,899 $1,996,076
Equipment & Operating Cost - Year 2 $166,860 $178,164 $345,024 Net Gain/Loss $614,318 $1,036,735 $1,651,052
Annual Revenue - Year 3 $781,178 $1,214,899 $1,996,076
Equipment & Operating Cost - Year 3 $166,860 $178,164 $345,024 Net Gain/Loss $614,318 $1,036,735 $1,651,052
Annual Revenue - Year 4 $781,178 $1,214,899 $1,996,076
Equipment & Operating Cost - Year 4 $166,860 $178,164 $345,024 Net Gain/Loss $614,318 $1,036,735 $1,651,052
Annual Revenue - Year 5 $781,178 $1,214,899 $1,996,076
Equipment & Operating Cost - Year 5 $166,860 $178,164 $345,024 Net Gain/Loss $614,318 $1,036,735 $1,651,052
Cumulative Revenue Years 1-5 $3,905,888 $6,074,494 $9,980,381 Equipment & Operating Cost - Year 5 $948,300 $1,111,820 $2,060,120 Net Gain/Loss $2,957,588 $4,962,674 $7,920,261
On/Off-Street Revenue Model (Expanded Zone)
Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 FTE $275,000 $283,250 $291,748 $300,500 $309,515 $1,460,012 Total $755,024 $428,274 $436,772 $445,524 $454,539 $2,520,132 Compoment Year 1 Cost Year 2 Cost Year 3 Cost Year 4 Cost Year 5 Cost Years 1-5 Pay Station System $220,024 $24,024 $24,024 $24,024 $24,024 $316,120 Mobile Application $5,000 $1,000 $1,000 $1,000 $1,000 $9,000 Credit Card Fees $105,000 $105,000 $105,000 $105,000 $105,000 $525,000 Dynamic Signage $150,000 $15,000 $15,000 $15,000 $15,000 $210,000 2 Contract Parking Managers $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Total $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Year Year 1 Year 2 Year 3 Year 4 Year 5 Years 1-5
Annual Revenue $1,996,076 $1,996,076 $1,996,076 $1,996,076 $1,996,076 $9,980,381 Expenses $680,024 $345,024 $345,024 $345,024 $345,024 $2,060,120 Total $1,316,052 $1,651,052 $1,651,052 $1,651,052 $1,651,052 $7,920,261 City of Orange - Parking Management Plan Cost Estimates 2025 - With FTEs City of Orange - Parking Management Plan Cost Estimates 2025 - With Contracted Parking Managers City of Orange - Parking Management Plan Revenue Estimates 2025 352
69 353
ORDINANCE NO. 02-25
AN ORDINANCE OF THE CITY COUNCIL OF
THE CITY OF ORANGE ESTABLISHING
PARKING METER ZONES; OPERATIONS; FEES;
AND PROCEDURES.
WHEREAS, pursuant to California Vehicle Code Section 2250 8, local authorities may establish parking meter zones and the rate of fees for those zones by ordinance; and
WHEREAS, a local authority may accept but shall not require payment of parking meter fees by a mobile device; and
WHEREAS, the City seeks to manage parking demand, encourage parking turnover in the Old Towne “commercial core,” generally described as the eight square blocks around Plaza Square Park;
WHEREAS, the City desires to encourage long-term parking demand to utilize certain designated parking facilities outside of the “commercial core”; and
WHEREAS, the City desires to exercise curb management authority by modifying, adding, and enforcing parking time limits and loading zones in Old Towne Orange; and
WHEREAS, the City desires to create a paid parking program for the Old Towne commercial core; and
WHEREAS, the City desires to define and establish on and off-street paid parking zones, establish on and off -street parking meter fees, and establish mechanics of the paid parking program.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ORANGE DOES HEREBY ORDAIN AS FOLLOWS:
SECTION I:
The recitals stated above are true and correct, incorporated herein, and form the basis for the adoption of this Ordinance.
SECTION II:
A new Chapter 10.40 of the Orange Municipal Code is hereby added to read as follows:
10.40.010 Parking Meter.
"Parking meter" means any device for recording paid parking time, whether single-space, multi- space, or pay station, which may accept payment via coins, mobile device, or other means. 354
2 10.40.020 Parking Meter Space.
"Parking meter space" means an area designated by markings on streets or in parking lots for parking vehicles in metered zones.
10.40.030 Parking Meter Zones Established; Hours of Operation; Fees.
The following parking meter zones are hereby established:
A. “Orange Plaza Commercial Core” parking meter zone.
1. The following streets, portions of streets, and off -street parking lots are included in the Orange Plaza Commercial Core parking meter zone.
(a) City Parking Lot 1 – South of Chapman Ave, between Orange St and Grand St. (b) City Parking Lot 1A – South of Chapman Ave, between Orange St and Grand St. (c) City Parking Lot 2 – West of Orange St, between Chapman Ave and Almond Ave. (d) City Parking Lot 3 – West of Orange St, between Maple Ave and Chapman Ave. (e) City Parking Lot 4 – Southwest corner of Maple Ave and Orange St. (f) City Parking Lot 5 – Southeast corner of Maple Ave and Olive St. (g) City Parking Lot 6 – East of Olive St, between Maple Ave and Chapman Ave. (h) City Parking Lot 7 – East of Olive St, between Chapman Ave and Almond Ave. (i) City Parking Lot 8 – West of Olive St, between Chapman Ave and Almond Ave. (j) City Parking Lot 9 – Northwest corner of Olive St and Almond Ave. (k) Both sides of Maple Ave, between Lemon St and Grand St (residential frontage exempt).
(l) Both sides of Chapman Ave, between Lemon St and Grand St. (m) North side of Almond Ave, between Senior Center driveway and Grand St (residential frontage exempt).
(n) South side of Almond Ave, between Lemon St and Orange St (residential frontage exempt).
(o) Both sides of Lemon St, between Maple Ave and Almond Ave (residential frontage exempt).
(p) Both sides of Olive Ave, between Maple Ave and Almond Ave (residential frontage exempt).
(q) Both sides of Glassell Ave, between Maple Avenue and Almond Ave. (r) Both sides of Orange St, between Maple Ave and Almond Ave. (s) Both sides of Grand St, between Maple Ave and Almond Ave (residential frontage exempt).
2. Hours of Operation: 9:00am to 6:00 pm
3. Maximum Parking fee:
(a) $1.50 per hour for on-street parking
(b) $1.25 per hour for off-street parking
355
3 B. “Plaza Square Park” parking meter zone
1. The following streets, portions of streets, and off -street parking lots are included in the Plaza Square Park parking meter zone:
(a) The circular roadway around the perimeter of Plaza Square Park
2. Hours of Operation
(a) On-street parking spaces – 9:00am to 6:00 pm
3. Maximum Parking fee
(a) On-street parking spaces $2.00 per hour
10.40.040 Adjustment of Parking Meter Fees.
The Public Works Director may adjust parking meter fees within the maximum limits established by the City Council, with notice published at least 30 days prior to implementation.
10.40.050 Use of Parking Spaces in Parking Meter Zones.
Parking spaces in metered zones are exclusively for vehicle parking, as defined by this title.
10.40.060 Exemptions.
Vehicles displaying valid disabled placards or plates, emergency vehicles, and others as defined in the California Vehicle Code are exempt from meter fees.
10.40.070 Payment Requirements.
Payment must be made by mobile payment or other approved methods. “ Pay by plate” users must provide correct vehicle information.
10.40.080 No Re-Parking Restriction in Timed Metered Parking Zones.
No person shall stop, stand, or park any vehicle upon the street in any one block for a period of time in excess of any restriction or limitation on such stopping or standing or parking posted on said block. Compliance requires that vehicles be removed from the block in which parked at the end of the allotted time so designated.
10.40.090 No-Fee Parking Permits.
The Public Works Director or designee is authorized to issue temporary or periodic no- fee parking permits for City vehicles, patrons of the Orange Senior Center and Visitors of the 356
4 Orange Public Libra ry, and for residents and employees of the mixed -use buildings along the 100 Blocks of Glassell when determined necessary . Permits may not exempt time limit compliance.
10.40.100 Reduced Parking Fees.
The Public Works Director or designee may issue permits, including those by electronic means, for pre -paid parking meter fees. For such permits, the fees may be discounted and the number limited as determined by the Public Works Director or designee.
10.40.110 Special Event Parking.
The Public Works Director or designee may temporarily suspend meter operations or take meters out of service for public benefit during special events.
10.40.120 Time of Parking in Parking Meter Zones.
A. The maximum legal parking time for each parking meter space shall be as determined from time to time by resolution and shall be indicated by signs in the parking lot in, or block on, which the time limits apply.
B. The maximum legal parking time shall not be in excess of any maximum legal parking time which may be prescribed and determined and posted as provided elsewhere in this title.
C. Nothing contained herein shall be deemed or construed to permit parking during times or hours prohibited elsewhere in this title.
10.40.130 Fraudulent Payment Prohibited.
No person shall deposit or cause to be deposited in any parking meter any slug, device, or substitute for lawful money of the United States or any other unauthorized payment device, or to otherwise fraudulently attempt to obtain time on a parking meter or otherwise avoid making the required payment.
10.40.140 Tampering.
No person not authorized by the Public Works Director shall remove, open, tamper with or willfully impair the usefulness of any parking meter installed pursuant to this chapter.
10.40.150 Violation of this Chapter.
A. Violations of this chapter shall be subject to civil parking penalties pursuant to the schedule of parking penalties established by the city council.
B. Any person violating this chapter is guilty of a misdemeanor and upon conviction thereof shall be punishable by a fine of up to $1,000.00 or by imprisonment up to 6 months or both fine and imprisonment.
357
5 SECTION III:
If any section, subdivision, paragraph, sentence, clause or phrase of this Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subdivision, paragraph, sentence, clause and phrase thereof, irrespective of the fact that any one (or more) section, subdivision, paragraph, sentence, clause or phrase had been declared invalid or unconstitutional.
SECTION IV:
The City Clerk is hereby directed to certify the adoption of this Ordinance and cause the same to be published as required by law. This Ordinance shall take effect thirty (30) days from and after the date of its final passage.
ADOPTED this ____ day of ___________________, 2025.
Daniel R. Slater, Mayor, City of Orange
ATTEST:
Pamela Coleman, City Clerk, City of Orange
APPROVED AS TO FORM
Mike Vigliotta, City Attorney, City of Orange
358
6 STATE OF CALIFORNIA )
COUNTY OF ORANGE )
CITY OF ORANGE )
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby certify that the foregoing Ordinance was introduced at the regular meeting of the City Council held on the ___ day of _____________, 2025, and thereafter at the regular meeting of said City Council duly held on the ___ day of ____________, 2025 was duly passed and adopted by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Pamela Coleman, City Clerk, City of Orange
359
RESOLUTION NO. 11595
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ORANGE ADOPTING A REVISED MASTER
RESOLUTION OF DESIGNATED PERMIT PARKING
AREAS AND ESTABLISHED PERMIT PARKING
OPPORTUNITY AREAS WITHIN THE CITY OF
ORANGE
WHEREAS, pursuant to California Vehicle Code Section 22507, local authorities may generally prohibit or restrict the stopping, parking, or standing of vehicles on certain streets or highways, or portions thereof, during all or certain hours of the day; and
WHEREAS, local authorities may also include a designation of certain streets upon which preferential parking privileges are established with a permit or permits that exempt them from the prohibition or restriction of the ordinance or resolution; and
WHEREAS, pursuant to the authority provided by the California Vehicle Code, the City Council of the City of Orange codified Chapter 10.30 of the Orange Municipal Code generally establishing parking requirements for the City of Orange; and
WHEREAS, Sections 10.30.010 and 10.30.020 specifically establishes the Neighborhood Parking Permit Program designating portions of certain public streets for permit-parking and explicitly authorizes the City Council of the City of Orange to add, remove or modify designated areas within the Neighborhood Parking Permit Program by resolution; and
WHEREAS, the creation of a “Master Resolution” containing all the permit parking areas in a single document eliminates the need to potentially revise multiple resolutions when an area is added, deleted, or modified within the Neighborhood Parking Permit Program; and
WHEREAS, the City Council of the City of Orange most recently adopted said Master Resolution on November 26, 2024 (Resolution No. 11584), containing a list of all permit parking areas within the City; and
WHEREAS, the City Council is adopting metered parking in the Old Towne Commercial Core; and
WHEREAS, implementing metered parking may redistribute on -street parking demand within the Old Towne Historic District and it is desirable to buffer the adjacent residential areas from this impact;
WHEREAS, certain streets within the Chapman University Neighborhood Permit Parking Area “A” boundaries are fronted by commercial properties as part of the Old Towne Commercial Core and will be used for metered parking; and
WHEREAS, staff now recommends revising Chapman University Neighborhood Permit Parking Area “A” boundaries in the Master Resolution of Permit Parking Areas within the City of Orange; and
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2 WHEREAS, staff now recommends adding Neighborhood Parking Permit Opportunity Area “6” to the Master Resolution of Permit Parking Areas within the City of Orange; and
WHEREAS, accordingly, the City Council desires to rescind Resolution No. 11584 and replace it with a revised Resolution;
NOW, THEREFORE, BE IT RESOLVED , by the City Council of the City of Orange does resolve as follows:
SECTION I:
That Resolution No. 11584, adopted November 26, 2024 is hereby rescinded, effective immediately upon the date of the adoption of Resolution No. 11595.
SECTION II:
The following streets are to be removed from Chapman University Neighborhood Permit Parking Area “A”:
1. South side of Palm Avenue, from Cypress Street to Lemon Street.
2. Both sides of Maple Avenue, from Cypress Street to Lemon Street.
3. North side of Maple Avenue, from Lemon Street to Olive Street.
4. South side of Maple Avenue, fronting 224 W Maple Avenue.
5. North side of Maple Avenue , from the westerly property line of 202 N Glassell Street to Orange Street.
6. South side of Maple Avenue, from Olive Street to Grand Street.
7. North side of Chapman Avenue, from Lemon Street to Olive Street
8. West side of Cypress Street, from Palm Avenue to the extension of the southerly property line of 171 N Cypress Street.
9. East side of Cypress Street, from Palm Av enue to the northerly property line of 185 N Cypress Street.
10. West side of Lemon Street, from Palm Avenue to Maple Avenue.
11. East side of Lemon Street from the northerly property line of 233 N Lemon Street to Maple Avenue.
12. East side of Lemon Street , from the northerly property line of 145 N Lemon Street to Chapman Avenue.
13. West side of Olive Street, from the southerly property line of 138 N Olive Street to Chapman Avenue.
14. East side of Olive Street, from Maple Avenue to Chapman Avenue.
15. West side of Grand Avenue , from Maple Avenue to the southerly property line of 123 N Grand Street.
16. East side of Grand Avenue, from the southerly property line of 183 N Grand Street to the northerly property line of 143 N Grand Street.
Opportunity Area “6” is established to include the following streets:
1. East side of Cypress Street, from the northerly property line of 125 S Cypress Street to the northerly property line of 243 S Cypress Street.
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3 2. Both sides of Cypress Street, from the northerly property line of 243 S Cypress Street to Palmyra Avenue.
3. West side of Lemon Street, from the northerly property line of 146 S Lemon Street to the northerly property line of 176 S Lemon Street.
4. Both sides of Lemon Street, from the northerly property line of 176 S Lemon Street to Palmyra Avenue.
5. Both sides of Olive Street, from Almond Avenue to Palmyra Avenue, excluding the frontage of 206 W Almond Avenue.
6. Both sides of Orange Street, from Almond Avenue to Palmyra Avenue.
7. Both sides of Grand Street, from Almond Avenue to Palmyra Avenue.
8. Both sides of Center Street, from Almond Avenue to Palmyra Avenue.
9. Both sides of Shaffer Street, from Almond Avenue to Palmyra Avenue.
10. Both sides of Marietta Place, from Cypress Street to the west terminus.
11. North side of Almond Avenue, from Cypress Street to the easterly property line of 229 W Almond Avenue.
12. South side of Almond Avenue, from Cypress Street to the easterly property line of 230 W Almond Avenue.
13. South side of Almond Avenue, from the westerly property line of 128 W Almond Avenue to Shaffer Street.
14. North side of Almond Avenue, fronting 215 W Almond Avenue.
15. Both sides of Washington Avenue, from Glassell Street to Shaffer Street.
16. Both sides of Palmyra Avenue, from the westerly property line of 416 W Palmyra Avenue to Shaffer Street, excluding the frontage of 308 S Glassell Street.
In addition, Exhibit B has been updated to identify the general boundaries of Chapman University Neighborhood Permit Parking Opportunity Area “A” and Opportunity Area “6”. Exhibits C through I are maps visualizing the Opportunity Areas described in Exhibit B.
SECTION III:
That the Master Resolution of Permit Parking Area for the Neighborhood Permit Parking Program attached hereto as Exhibit s “A”, Exhibit “B”, Exhibit “C”, Exhibit “D”, Exhibit “E”, Exhibit “F”, Exhibit “G”, Exhibit “H”, and Exhibit “I” are hereby adopted.
ADOPTED this day of , 2025
Daniel R. Slater, Mayor, City of Orange
ATTEST:
Pamela Coleman, City Clerk, City of Orange
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4 APPROVED AS TO FORM:
Mike Vigliotta, City Attorney, City of Orange
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of the City of Orange at a regular meeting thereof held on the day of , 202 5 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Pamela Coleman, City Clerk, City of Orange
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Exhibit A