Fiscal Year 2025-2030
Citywide Strategic Plan - February 25, 2025 Update
Table of Contents
03 Executive Summary
04 Mission, Vision, Values
05 Goal Action Plan
07 Goal 1: Maintain Strong Emergency and Safety Services 11 Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability 15 Goal 3: Enhance Public Communication Strategy and Quality of Life 18 Goal 4: Improve Employee Retention and Recruitment
20 Goal 5: Improve Infrastructure, Mobility, and Technology 25 Goal 6: Ensure the Preservation of Historic Resources Strategic plans are often the culmination of different, and at times, competing factors. On the one hand, effective strategic plans should identify clear goals and objectives that an agency intends to accomplish over a defined period. On the other hand, strategic plans should be flexible, avoiding a sole focus on the City’s immediate needs. This suggests that effective strategic plans are holistically constructed, reflecting a considered understanding of short and long-term needs, as well as the changing conditions that often drive the City’s focus and circumstances.
With Kelly Associates Management Group’s assistance, the City developed and adopted the Fiscal Year 2025-2030 Citywide Strategic Plan (Plan) on November 26, 2024. The Plan is intended to be a “living document,” adaptable and open to change as conditions call for its amendment. Annual Plan updates are envisioned to occur each January, and the Plan’s adoption included a commitment to provide quarterly updates to the City Council and public thereby fostering progress and accountability.
The quarterly Plan updates include the Goal Action Plan with an additional column on the right hand side. This new column is entitled with the day that the respective updates are brought forward for City Council review. Although the Goal Action Plan is not an exhaustive objective list, it represents significant projects that will help the City take steps to achieve the six overarching community goals. Going forward, staff will continue to modify and update this column so the City may show which objectives have been completed, where progress has been made, and where the City is experiencing delays.
Strategic Plan Update Executive Summary
3 The City of Orange is committed to excellent service for our residents, businesses and visitors.
Mission
As an organization, the City of Orange is a leader in delivering the highest level of service to meet the current and future needs of our community.
Vision
Teamwork
Working together to achieve common goals.
Excellence
Demanding the best from ourselves and others.
Accountability
We are accountable to the residents and taxpayers of the City of Orange and are committed to holding ourselves, and each other, to the highest moral and ethical standards of conduct and performance excellence.
Values
4 M
issionValues
GoalActionPlan
Vision
5 TheCity'smission,vision,andvaluessetthefoundationoftheGoalActionPlan. 5 The Goal Action Plan (GAP) is intended to guide the City Council and staff so the City of Orange may achieve the six goals identified in the Fiscal Year 2025-2030 Citywide Strategic Plan. As a part of the quarterly updates, the GAP identifies objectives, implementation strategies, timeframes, proposed funding sources, as well as an update column so the City Council and public may know what recent actions have been taken to accomplish each objective.
The objectives detailed in the GAP include the following information to ensure the City achieves each goal in an orderly fashion.
Table Definitions:
Fiscal Year 2025-2030 Citywide Strategic Plan Update: Goal Action Plan 1 Goals - Overarching priorities the City Council identified and were further developed during the Special City Council meetings.
Objective Number - Number to identify a particular objective with the first number aligning with the Goal number (e.g., Goal 2 would start with
2.1). Objective numbers with an asterisk* denote those objectives the department(s) have deemed as a “Need” vs. a “Want”. 2 3 Lead Departments - The primary department(s) responsible for completing the objective. 4 Objective - Brief description of what the respective department(s) would like to achieve.
Completion Timeframe - Short-term (1 Year), Mid-Term (1-3 Years), Long-term (3-5 Years). 5 Description and Status - Additional information on what the objective entails and what the respective department(s) has done, or proposes to do, to complete the objective.
6 Funding Source - Identify which funds or other financing strategies the respective department(s) propose to complete the objective. 7 6
8 February 25 Update - A brief update on actions taken since November 2024 to acheive each objective.
Objective Number Lead Departments Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *1.1 Police Implementation of
contractual parking
enforcement services
to manage parking
violations and increase
revenue
Short-term City Council approved thirdparty vendor contract on May 28, 2024.
Program and revenue updates
will be provided during the
quarterly Strategic Plan
Updates.
General Fund Vendor fully staffed with four checkers and one manager.
Issued over 2,700 citations.
*1.2 Police Increase technology
to reduce crime
Short-term Utilize new Flock Safety
contract to establish License
Plate Reader (LPR) and live
streaming PTZ camera
technology to assist in reducing
crime.
Acquire and utilize new
technology to advance crime
fighting abilities and move
toward building and staffing a
Real Time Crime Center (RTCC).
Seek additional funding through
federal earmark requests or
grants for additional equipment
and systems.
Initial cost City
Infrastructure
Bond / Ongoing
cost through
Asset Seizure
Funds and
Federal Earmark
and/or grant
requests
Installed and implemented 43 LPR cameras, 13 live-stream PTZ cameras, and 96 live-video streams from other video sources.
Since June 2024, Flock LPR hits have resulted in the recovery of 37 stolen vehicles and 53 arrests.
Investigative leads from Flock have been directly responsible for suspects of major crimes, such as domestic violence and copper wire theft, being apprehended quickly and safely.
Awarded $825,000 federal COPS grant to assist with
technology.
*1.3 Police Replace mobile data
computers in patrol
fleet to maintain
contemporary
technology
Short-term
Continue to assess longevity of
computers and update system
compatibility.
Updates on the number of
mobile data computers replaced
will be provided in Strategic
Plan quarterly updates.
Asset Seizure
Funds
A new model of mobile data computers for police vehicles has been tested, and plans to outfit will begin Summer 2025.
Approximately 40 vehicles will be outfitted during the initial phase, with remaining vehicles outfitted within the year.
GOAL 1: Maintain Strong Emergency and Safety Services
7 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
February 25 Update
*1.4 Police Engage public and
private
organizations to
participate in
Flock Safety
security program
Short-term Promote Flock Safety security program via social media and community outreach to encourage participation of public and private organizations to provide video/photo evidence to solve crimes.
Progress updates will be provided quarterly in Strategic Plan Updates.
Private
funding
Created list of HOA’s in Orange.
Stocked and Provided Flock marketing materials to public and private organizations.
Conducted Flock Safety presentations to four large HOA’s and two meetings scheduled for this month.
An external link was added to the Orange Police Department website - Orange Safe.
*1.5 Fire/ Emergency
Management
Develop plans,
policies, and
procedures
consistent with
national standards
Short-term Evaluate emergency management planning software to ensure consistency with state and federal guidelines and regulations.
Annually update Emergency Operations Plan (EOP), Continuity of Operations Plan (COOP), and Continuity of Government (COG) Plan.
Grants EOP is currently in progress, along with Department COOP’s.
Several software options have been evaluated including
KualiBuild/Ready, Bold Planning, Previstar’s CPS, and
Knowledge Center.
1.6 Police/
Community Services
Assist those
Experiencing
Homelessness
Short-term Continuous management and resource engagement with the local homeless population.
Address criminal law violations and quality of life issues impacting the community.
Seek to reduce number of individuals experiencing
homelessness as demonstrated by lowering related calls for service and utilizing available shelters or housing for those who seek assistance.
Executed license agreement with HUB Resource Center (HRC) and will assist HRC to sustain operations beyond 2026.
General
Fund /
State
Earmark
($3
million)
Continue to work with HRC to offer wrap around services while also assisting with identifying funding opportunities to help sustain operations.
Applied for the CalOptima Street Medicine Program.
Police Department handled 982 related calls for service.
Police Department sheltered 54 people experiencing
homelessness.
1.7 Fire/ Emergency
Management
Enhance
Emergency
Preparedness
Education &
Awareness
Short-term Develop and implement ongoing public awareness campaigns to educate residents about emergency preparedness.
Regularly assess the effectiveness of programs through surveys and community feedback.
General
Fund
CERT class will be held from April 4th-April 6th, and staff has incorporated a more streamlined sign up process.
A “Stop the Bleed” training will be held in May.
Using Emergency Management Performance Grant to create
emergency preparedness guides that will be available online.
Developing public workshops that will focus on specific emergency scenarios and responses.
GOAL 1: Maintain Strong Emergency and Safety Services
8 The City is seeking the services of a qualified proposer (“Proposer”) who is an Energy Services Company (ESCO) to perform energy services, energy-related improvements and water consumption reduction measures (“Projects”) pursuant to California Government Code section 4217.10 et seq. (Section 4217.10”). The ESCO will identify and implement building improvements to reduce energy and related costs in facilities, such that the annual cost savings are applied to annual payments for improvements.
Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
February 25 Update
1.8 Fire/Emergency
Management
Improve
Emergency
Response
Infrastructure
Short-term
Annually test emergency notifications for residents and businesses (i.e. AlertOC).
Test the Operational Area Radio to the County monthly.
Regularly assess infrastructure improvements and address any gaps.
Provide Strategic Plan quarterly updates to the City Council.
General
Fund/
Grants
AltertOC testing will be conducted annually by the County of Orange.
City is participating in monthly Operational Area Radio tests with the County of Orange.
Conducted Emergency Operations Center assessments and
identified challenges that need to be addressed.
*1.9 Police
Police facility
improvements to
the Field and
Support
Services Division
to improve
workflow
Mid-term
Contract projects to include furniture replacement, upgraded lighting, paint, carpeting, and shower facilities.
Bonds,
COPS
Fund, and
Police
Facility
Fund
Block wall project around the east and west parking lots has begun with footings installed. Estimated completion March 2025.
Plans/estimate to repair failing sewer infrastructure in employee locker rooms includes updates to shower
facilities. Funding secured and ready to begin.
Finalized quotes obtained to replace furniture, overhead lighting equipment, and carpet/paint in the east portion of the Police Department. Furniture upgrades will match
recent upgrades in other parts of the building. Non-general Fund monies in place.
*1.10
Fire/
Emergency
Management
Strengthen
Interagency
Coordination and
response.
Mid-term
Completed facility shelter assessment at El Modena High School as a large capacity shelter. Updated MOU to be
executed.
Establish Grijalva Sports Center as the designated city-owned facility for care and shelter.
Update MOU/MOAs with Point of Distribution/ Dispensing
(POD) sites.
Evaluate interagency coordination bi-annually through joint exercises and drills.
General
Fund
Completed shelter assessments at El Modena, Canyon, and Orange High Schools.
New MOU is under negotiation.
Grijalva Sports Center is established as a city-owned
shelter facility.
Working with OC Health Care Agency on medical point of
dispensing at Grijalva Park.
GOAL 1: Maintain Strong Emergency and Safety Services
9 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
February 25 Update
*1.11 Police Expand the
employee wellness
program
Long-term Continue to utilize our existing wellness grant to fund testing, critical incident debriefs, overall officer health, and psychological services.
Identify other grant opportunities to enhance employee
wellness opportunities.
General Fund
/ Grants
Completed employee health and wellness survey.
Created interest list for preventative health
screenings.
*1.12 Fire/
Emergency
Management
Update the Local
Hazard Mitigation
Plan (LHMP) to
enhance emergency
management
planning capabilities
Long-term
Received Hazard Mitigation Grant Program (HMGP) grant
totaling $159,990.
The Local Hazard Mitigation Plan will be updated by no later than April 2027.
Apply to the HMGP following the completion of the LHMP
update to secure more funding for projects.
Grants
City Council approved an agreement with Tandem
Solutions, LLC to update the City’s Local Hazard
Mitigation Plan on January 28, 2025.
GOAL 1: Maintain Strong Emergency and Safety Services
10 Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *2.1
Community
Development
Implement
permitting software
and online platform
to improve the
customer
experience
Short-term
Employ beta testing, utilizing software in a live environment to uncover deficiencies before general software release.
Anticipated to go live with software in FY25.
Building Records
and Planning
Documents
Completed.
The permitting software and online platform went
live on Tuesday, February 18th.
*2.2
Community
Development/
City Attorney
Improve Design
Review Process.
Short-term
Draft guidelines of projects requiring DRC approval, staff approval, or are exempt from Design Review.
General Fund
Staff is in the process of drafting the ordinance to
amend the City’s current design review process.
*2.3
Economic
Development
Implement and
develop a Shop Local
Program
Short-term
Worked with the Orange Chamber of Commerce to launch the Shop Local Program, Experience Orange.
Strategic Plan Quarterly updates will be provided to the City Council.
General Fund
Monitoring the impact of the program to determine
recommendations going forward.
*2.4
Economic
Development
Diversify tax revenue Short-term
Staff is having initial discussions with hotels and soliciting proposals from consultants to form a Tourism Improvement district, promoting Orange as a visitor destination.
Capitalize on adjacent projects (e.g., OC Vibe) to attract complementary developments that would generate additional sales tax or transient occupancy tax revenues.
Working with consultants to attract high quality retailers and to develop a design concept in the West Katella Area so it may serve as a gateway to Orange.
Redevelopment
Bond Funds
Staff continues to work with Orange hotels on the
formation of a Tourism Improvement District.
A vision framework for development in West
Katella is being finalized.
Staff continues to conduct business attraction
efforts.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 11 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *2.5 Economic
Development/
Public Works
Form an Enhanced
Infrastructure
Financing District
(EIFD)
Short-term Staff is working to begin the formation process which will take approximately 12 months.
Revenue will fund infrastructure improvements that support economic development in strategic areas of the City.
Redevelopment
Bond Funds
Staff continues to engage with the County on
partnering in the formation of the district.
*2.6 Finance Reduce subsidy from
general tax revenues
Short-term Conduct an updated fee study and evaluate the current indirect cost allocation.
Identify subsidies that could be recovered.
Complete by FY25 and provide information to City Council in quarterly Strategic Plan updates.
General Fund Staff completed the initial meetings with Matrix.
The next step is for Matrix to prepare a draft cost
allocation and fee study for staff to review in
March.
*2.7 Library Services Develop and
strengthen
collaborative
partnerships to
provide and enhance
high quality programs,
resources, and spaces
for the public.
Short-term Presented the 2024 OPL Comic Convention in September 2024.
Plan, coordinate, and present 2025 Summer Reading Club by June 2025.
Plan, coordinate, and present FY25 Adult Literacy Program by June 2025.
General Fund /
Seeking Financial
Support from
Community
Partners and
Grants.
Completed OPL Comic Convention.
Prepared reading log, purchased supplies, and
scheduled banners for the Plaza.
Received FY25 Lunch at the Library Grant award.
Implemented a new online reading
comprehensive-on software for adult learners and
conducted learner reading assessments.
2.8 Finance/
City Attorney
Assess Procurement
Policies
Short-term Review existing Citywide procurement policies and related municipal codes.
Gather neighboring agency procurement policies to identify trends and other practices while also considering best practices prescribed by the Government Finance Officers Association.
Adopt new procurement polices and municipal codes in FY25.
General Fund Due to limited resources and competing
deadlines, staff has not started this objective.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 12 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *2.9 Finance Create a fiscal
sustainability plan Mid-term
Develop and implement a fiscal policy that promotes fiscal responsibility, sustainability, and best practices.
Create a framework and guidelines to assist staff during budget development and ongoing fiscal monitoring.
General Fund
Staff has completed the first draft of the
Financial Management Policies (FMPs) and
presented to the City Manager for review and
comments.
The next step is to finalize the FMPs and
schedule City Council briefings.
*2.10 Finance Achieve and maintain
90% funding status for
pension and OPEB
Mid-term
Monitor and update the Pension Guidelines regularly.
Identify a mechanism to begin funding for OPEB.
Identify opportunities to pay down new unfunded liability.
Quarterly Strategic Plan updates will be provided.
Various Funds
Due to limited resources and competing
deadlines, staff have not started this objective.
*2.11 Finance Upgrade the current
financial system Mid-term
Begin implementation of a new financial system to improve efficiency, transparency, and accountability.
Rebuild the chart of accounts and business processes.
Enhance internal control and reduce human errors.
Review opportunities to consolidate financial systems.
Various Funds
Staff have completed the initial system
configuration.
The next step is testing and refinement of the
system which is tentatively schedule for March.
2.12 Community
Development/
City Attorney
Update Zoning
Ordinance for process
clarity and improve
efficiency for new
businesses.
Mid-term
Compile list of ordinances that need to be reviewed and updated.
Begin introducing new ordinances after FY25.
General Fund
Staff is drafting an ordinance that would
streamline certain processes including the
current requirements to approve conditional use
permits for alcohol sales if certain conditions are
met.
Staff intends to finalize in Calendar Year 2025.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 13 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update
2.13 Community
Development
Expand upon
permitting software.
Mid-term
Add sign-in portal and monitors on walls after permitting software has been implemented.
Explore the potential and costs for a greeter.
General Fund
/ IT Fund
Sign-in portal and monitor are now available at the public counter.
While not physically on the wall, this has been made
available to improve customer experience and the City’s efficiency.
2.14 City Manager/
Finance
Conduct citywide
organizational audit
Mid-Term
Budget in FY26 funds to hire a third-party auditor to
review City operations to ensure the City is applying
industry standard best practices in all departments.
General Fund
Staff intends to budget the funds necessary to conduct
the organizational audit, but as of this update, staff is waiting for further City Council direction on the project scope.
2.15 Community
Services
Park naming/
sponsorship program
Long-Term
Evaluate potential of offering a park naming/sponsorship program as a source of revenue for future park projects. Funding not identified
Worked with the Park Planning and Community Events
Commission to establish a proposed Park Naming Policy
with sponsorship opportunities to be presented for
Council's consideration in Spring 2025.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 14 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *3.1 City Manager Develop additional
methods of
communication and
increase subscribers
to City’s
communication
forums
Short-term
Continuously and actively promote online subscription
opportunities currently available to Orange residents and increase the number of subscribers.
Incorporate other vehicles of messaging, including
newsletters, pamphlets, Reddit, etc.
Increase the City’s presence on social media including the number of videos, interactive posts, etc. on social media.
General Fund and
collaboration with
community
partners.
Developing plans to deliver “Our Orange” in a
digital format.
Developing a program to continue to inform
Orange residents about the City’s budget process
and how the City intends to address its structural
deficit.
*3.2 City Manager Create unified
messaging across
departments
Short-term Meet regularly with other departments to collaborate on unified messaging.
Create citywide communications schedule to promote
collaborative and uniform messaging in FY25.
General Fund Continuing to meet with departments to regularly to discuss messaging.
*3.3 City Manager/
Police Department/
Fire Department/
Emergency
Management
Update Crisis
Communication Plan
and Create Citywide
Communication Plan
Short-term Review best practices and contemporary plans utilized by other agencies.
Update and/or develop the City’s crisis communication
plan and Citywide communication plan by end of FY25.
General Fund Collaborating with other departments to update communication plans.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 15 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update
3.4 Library Services Procure, protect,
and celebrate
Orange's history
and archives.
Short-term Create a Disaster Preparedness Plan for the Library's History Center to protect and preserve archives by
May 2025.
Add the Library's digital staff photograph collection
into the Local History online collection for public
access by December 2025.
General Fund /
Seeking financial
support from
community
partners and
grants.
Conducted archival inventory and relocated archives
to improve processing and preservation for disaster
preparedness plan.
Completed upgrade of online collection database and
scheduled staff training on new features, including
batch loading files.
*3.5
Community
Services
Complete new park
on the West Side
Mid-Term Complete conceptual design in 2024.
Construction budgeted in FY25.
Coordinate with Orange County Flood Control to align
park project with County levee project in 2025.
Redevelopment
Agency
Funds/Park
Acquisition/
Federal Earmark
Waiting on final plans for County Levee project. Will
finalize park design plans after County's final plans are received.
Staff is working with HUD to get clarification on
NEPA environmental review process for this project
so the City can successfully access awarded grant
funding.
*3.6 Community
Services
Complete pickleball
courts and fitness
equipment project
at Hart Park
Mid-term Finalize requirements with HUD to receive funding.
Award bid for construction by end of 2025.
Park Acquisition
Fund and Federal
Earmark
Bids for construction have been received. Staff is
working with Michael Baker and HUD to get
clarification on contractual federal funding
requirements for this project so the City can
successfully access awarded grant funding.
3.7 Community
Services
Continue to offer
high quality and
efficient, city led
recreation
programs
Mid-term Evaluate current costs associated with summer, sports and drop-in programs, and facility and park rentals.
In progress as part of FY25
General Fund Proposing modified programming for seasonal programs for FY26 budget.
Working with Matrix Consulting on fee study.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 16 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update
3.8 Community
Services
Complete new
Skate Park at
Grijalva Park.
Mid-Term Finalize design plans.
Construction expected to begin in 2025.
Capital Project
Funds
Staff have received final design plans and
specifications from consultant. Plans are currently
going through the City's internal review process.
Addendum to the 2005 mitigated negative
declaration is in process and near completion.
3.9 City Manager City website
refresh
Mid-term Work with existing vendor or identify new website provider to refresh and improve the City's website.
General Fund Current agreement expires in November 2025.
Staff is working with departments to identify website
needs and if a new vendor is necessary.
3.10 City Manager/
Community
Development
Annex County
Islands
Long-Term Work with Orange County LAFCO and County of Orange to determine City costs (and any County contributions) of annexing the City’s County islands.
Detail costs and submit to City Council for discussion and direction.
General Fund Staff has contacted the Orange County Local Agency Formation Commission about the process and
financial implications to annex the City’s islands.
Staff is also in contact with the Orange County CEO’s
office to gather financial data that will be brought to the City Council at a future meeting.
3.11 City Manager/
Community
Services
Former Villa Park
Landfill
Improvments
Long-Term Work with the County of Orange to identify feasible improvements to the former Villa Park Landfill with
potential park uses as first priority.
General Fund Staff has met with Orange County Waste & Recycling (OCWR) as well as staff members from Supervisor
Wagner and Supervisor Sarmiento’s Office.
To date, OCWR is willing to install a perimeter fence
as a beautification measure.
3.12 Community
Services/
Community
Development/
City Manager
Evaluate potential
of acquiring part of
Santa Ana golf
course (located in
Orange) for future
park site
Long-Term Schedule meetings with neighboring agencies to begin discussions on potential acquisition.
Funding not
identified
No update to provide at this time.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 17 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *4.1 Human Resources Develop and
implement a
comprehensive plan
to market the
City of Orange as
an employer of
choice
Short-term Draft a comprehensive marketing plan by working with the City’s communications team.
Provide quarterly strategic plan updates to the City Council.
Various Funds Human Resources has worked with hiring
departments to increase our targeted recruitment
efforts for specialized and necessary positions.
*4.2 Human Resources Create an inclusive
work environment
and build a diverse
workforce
Short-term
Conduct community/educational outreach within all
districts of City in FY25.
Place advertisements within local newspapers and utilize Channel 3 as additional outreach.
Recognize and celebrate employee performance.
General Fund
No update at this time.
4.3 Human Resources Reduce the City's
time-to-hire
employees
Short-term
Condensed two background meetings to one.
Offer onsite Livescan at hiring events.
Review and update the City's hiring process to match best practices and industry standards by end of FY25.
General Fund
No update at this time.
4.4 Human Resources Develop Citywide
Internship Program Short-term
Work with faculty at Chapman University and other local Public Administration Graduate Programs to update the
existing internship program.
Work with participating universities to draw students to the City of Orange to build professional experience, and
potentially future employment.
Various Funds
Staff continues to attend career fairs at local
universities to advertise the City of Orange to the
next generation.
Additionally, Human Resources will be working with
all city departments to coordinate placement of
interns within a variety of departments in the fall
semester.
GOAL 4: Improve Employee Retention and Recruitment
18 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status
Funding
Source
February 25 Update
4.5 Human
Resources/ City
Manager
Implement
Succession Planning
Strategies
Short-term
Revive the Orange Leadership Academy to develop current management employees so they may step into key City
leadership roles in the future.
Create methodologies to recognize and develop existing
talent so they are prepared to serve in City leadership positions.
Various Funds
Staff hosted the Orange Supervisor’s Academy in Fall
of 2024.
37 Employees received comprehensive training on
the duties and responsibilities required of all
supervisors. This includes business writing, leadership training, writing performance evaluations, having
difficult conversations, and public speaking.
*4.6
Human
Resources
Support change
management
processes, embrace
technology
improvements, and
digitalization.
Mid-term
Convert to a completely electronic Personnel Action Form (PAF) system.
Update employee evaluation process.
Transition Open Enrollment to new software program.
Track required employee training through new software.
Anticipated to be incorporated by FY26.
General
Fund
Staff is in the process of attending orientation
meetings with vendor and is scheduled to attend a
live demonstration later this month.
*4.7
Human
Resources
Conduct a full
classification and
compensation study
Long-term
Request competitive proposals for a consultant to conduct a full classification and compensation study.
The intent of the study is to ensure pay equity and market alignment; reestablish minimum qualifications and job
descriptions; consolidate the number of job titles; improve recruitment and retention; and identify career progression and professional development.
General Fund
Staff is updating each job description with revised
City values.
GOAL 4: Improve Employee Retention and Recruitment
19 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *5.1 Public Works
Update Facility
Condition
Assessment
Short-term
Complete the Assessment to identify facility maintenance needs by end of FY25.
Study would provide analytics on expected useful life,
facility replacement, and costs.
Various Funds No update or funding has been identified at this time.
*5.2
Public Works/
Economic
Development
Complete Old
Towne-West
Orange Shuttle
Feasibility Study
Short-term
Final report completed in Fall 2024.
Identifies routes for local transit service connecting Old Towne to/from activity centers.
Will request implementation funding through OCTA.
M2 Funding
Staff will continue to pursue possible funding for
implementation.
*5.3
Public Works/
Economic
Development
Deploy a micro
transit service in
and around Old
Towne
Short-term
City Council approved an MOU with ATN to provide
$100,000 in funding to launch service.
Identify options to fund 18-month trial.
Redevelopment
Bond
Funds/Grants
Staff continues to pursue various methods of
funding the 18-month trial including State budget
requests with the City’s Assembly members and
State Senators.
*5.4
Public Works/
Economic
Development
Develop and
implement Old
Towne parking
management
program
Short-term Staff is finalizing an Old Towne parking management program which will include evaluating scenarios for paid parking.
Revenue from future program will support additional
parking and other improvements including way finding
signage to support businesses and economic development.
Plan is anticipated to be completed in Fall 2024.
Parking Fees First reading of paid parking ordinance was completed at the January 28, 2025 City Council
meeting.
Second reading to be held on February 25th.
GOAL 5: Improve Infrastructure, Mobility, and Technology 20 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source February 25 Update *5.5 Public Works
Implement full
master plan for
renovation and
reorganization of
City Corp Yard
Short-term
Multiple construction phases are expected over the
next few years.
The first phase of construction began in Fall 2024.
Bond/General
Fund/Sanitation/
Gas Tax
Police Department evidence building and security
wall is in progress.
Additional projects have been postponed at this
time due to budget constraints.
*5.6 Public Works
Develop an Active
Transportation
Plan
Short-term
Plan development to begin in FY25 and will provide a
roadmap for improving bicycle and pedestrian
safety/mobility, including identifying candidate
corridors to be converted into “complete streets.”
Federal Funding/
TSIP / Grants
This project is ongoing. A consultant will be
procured during or before Fiscal Year 2026.
*5.7 Public Works
Update Storm
Drain Master Plan
Mid-term
Identify third party consultant to develop master plan.
Master plan will provide information on needed
improvements to address flooding issues and/or
existing deficiencies.
FEMA/Sanitation
Fund/General
Fund
No funding identified at this time.
*5.8
Public Works/
Community
Development
Update Sewer
Master Plan to
coordinate with
next General
Plan update
Mid-Term
A third-party consultant will be hired in FY26 or FY27
(dependent on General Plan update) to identify sewer
system deficiencies while also providing analytics on
expected useful life, sewer replacement, and costs.
Sanitation Fund No update at this time.
GOAL 5: Improve Infrastructure, Mobility, and Technology 21 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source February 25 Update *5.9 Community
Services
Identify costs and
funding associated
with maintaining
new amenities
Mid-term
Identify costs and funding sources to maintain new
skate park, pickleball courts, new park in West
Orange, Antepassado Park, and restroom building at
El Modena Library/Basin.
Funding not yet
identified
Exploring Maintstar capabilities for asset
management planning by accumulating
maintenance cost data.
*5.10 Community
Services
Update Parks and
Recreation Master
Plan
Mid-term
Funding request to be included in proposed FY26 CIP.
Master Plan completed by 2027. Park Acquisition
Fund
Proposal for Fiscal Year 2026 Capital
Improvement Plan project has been prepared.
*5.11 Community
Services
Update Master
Plan for Grijalva
Park
Mid-Term
Included in the FY25 CIP.
Set fundraising and operation goals/timelines for
outside organizations (Library Foundation, GOCAT,
and Senior Center) for proposed new facilities.
Complete plan by 2025.
Park Acquisition
Fund
Working with EPA Brownfield Assessment
Coalition through the Orange County Council
of Governments on possible funding
opportunities.
*5.12
Information
Technology
Develop Citywide
Information
Technology
Strategic Plan
Mid-term
Develop comprehensive plan of needed technology
services to effectively serve the community over the
next decade by end of FY26 and assess current IT
structure.
General Fund
Planning to include funding for a Citywide
Information Technology Strategic Plan.
Pending City Council budget adoption.
GOAL 5: Improve Infrastructure, Mobility, and Technology 22 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source February 25 Update
5.13 Public Works/
Community
Services
Work
Assessment
Management
System
Mid-term
Work with consultant to track costs and labor
associated with parks maintenance and plan for
maintenance needs possibly by FY26.
Various Funds
Implementation in progress. Work Assessment
Management System utilized to track costs and
work orders.
5.14 Public Works/
Economic
Development
Identify
opportunities to
add landscape
medians on
arterial streets
Mid-term
Evaluate and identify opportunities to beautify
and add landscaping throughout the City.
Currently is conceptual and still planning course
of action.
Quarterly updates will be provided to the City
Council in Strategic Plan Updates.
Enhanced
Infrastructure
Financing District /
Gas Tax / M2
Funds
Public Works is looking at landscape and funding
options to install drought tolerant materials.
5.15 Public Works
Create Master
Plan for EV
charging
infrastructure at
City facilities
Long-term
Budget funds to begin developing plan possibly in
FY28.
The plan would evaluate all City facilities for EV
readiness while conducting a gap analysis which
could be used to guide future projects.
General Fund /
Grants
No update at this time.
5.16 Public Works
Develop a
Facility Energy
Efficiency
Master Plan
Long-term
The plan would evaluate all City facilities energy
usage and ways to save energy / cost.
Based on the findings, a course of action to
improve efficiency would be developed.
Staff will consider options to develop plan.
General Fund /
Grants
No update at this time.
GOAL 5: Improve Infrastructure, Mobility, and Technology 23 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source February 25 Update
5.17 Public Works
Connect houses
on septic to city
sewer system
Long-Term
Identify remaining homes currently on septic.
Engage property owners and identify funding
strategies to possibly lessen homeowner costs to
move onto City sewer system.
General Fund
Project is currently being studied and
researched.
5.18 Public Works
Complete
Santiago Creek
Trail Extension
Long-term
Phase 1 of project currently underway with
construction completion anticipated in
September 2027.
Staff continues to search for outside funding
opportunities through OCTA and/or federal
community project requests.
This final phase would complete the multipurpose
trail.
California Active
Transportation Program
Funds / Grants /
Federal earmark
No update at this time.
5.19 Public Works
Retaining wall
resiliency
Long-term
Catalogue homes with retaining walls vulnerable
to natural disasters including earthquakes or
significant rain events.
Engage property owners and identify funding
strategies to possibly share costs in retrofitting
and securing susceptible retaining walls.
General Fund No update at this time.
GOAL 5: Improve Infrastructure, Mobility, and Technology 24 Objective Number Lead Departments Objective Completion Timeframe Description and Status Funding
Source
February 25 Update
*6.1
Community
Development/City
Attorney
Develop
Historic
Preservation
Ordinance
Mid-Term
Develop a historic preservation ordinance that
encourages adaptive uses, preserves
architecturally and historically significant
structures, and fosters civic pride.
Complete in FY26.
General
Fund
Orange Legacy Alliance (OLA) has executed a
memorandum of understanding with the City.
OLA’s recommendation may help inform the
forthcoming ordinance.
*6.2
City Manager/
Community
Development/City
Attorney
Become a
Certified Local
Government as
recognized by
the National
Historic
Preservation
Act
Mid-Term
Apply to become a Certified Local Government,
helping secure funding and providing technical
assistance to preserve historical assets.
Complete in FY26.
General Fund
To become a Certified Local Government, the City
must adopt a historic preservation ordinance.
Further progress will be made when the historic
preservation ordinance is finalized.
*6.3
Community
Development/
Fire
Develop
comprehensive
inventory of
historical
assets Citywide
Mid-Term
Develop parameters on what constitutes a
historical structure/asset by FY27.
Engage the community to provide input on
potential historical assets by FY27.
Develop comprehensive list of historical assets for
City Council consideration.
General
Fund
Orange Legacy Alliance’s recommendations and
research on the City’s Mill’s Act program may help
inform parameters to be adopted as a part of this
inventory development.
GOAL 6: Ensure the Preservation of Historic Resources
25