Fiscal Years 2025-2030
Citywide Strategic Plan - May 27, 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 Years 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 Years 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 Years 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 May 27 Update - A brief description of any significant updates since February 25, 2025.
Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 Update
*1.1 Police Implementation of
contractual parking
enforcement services to
manage parking violations
and increase revenue
Short-term City Council approved third-party vendor contract on May 28, 2024.
Program and revenue updates will be provided
during the quarterly Strategic Plan Updates.
General Fund Between February 25 up until May 16 , 7,524 parking citations were issued.
th th
SP+ is fully staffed with four checkers and one supervisor. *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
Ongoing - no significant update since February 25, 2025. *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
Ongoing - no significant update since February 25, 2025.
GOAL 1: Maintain Strong Emergency and Safety Services
7 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
May 27 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
Ongoing - no significant update since February 25, 2025. *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 Ongoing - no significant update since February 25, 2025.
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
/ Grant
Opportunities
Ongoing - no significant update since February 25, 2025.
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
Ongoing - no significant update since February 25, 2025.
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
May 27 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
Ongoing - no significant update since February 25, 2025. *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
Ongoing - no significant update since February 25, 2025. *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 cityowned 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 Ongoing - no significant update since February 25, 2025.
GOAL 1: Maintain Strong Emergency and Safety Services
9 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
May 27 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
Ongoing - no significant update since February 25,
2025.
*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 Staff is currently finalizing the Local Hazard Mitigation Plan, and will bring the final plan to the City Council for approval once finalized.
GOAL 1: Maintain Strong Emergency and Safety Services
10 Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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
Ongoing - no significant update since February 25,
2025.
*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
Ongoing - no significant update since February 25,
2025.
*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
Ongoing - no significant update since February 25,
2025.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 11 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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
Ongoing - no significant update since February
25, 2025.
*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 Finance staff reviewed the draft cost allocation and fee study prepared by Matrix with the
departments. Feedback and questions were
collected. Finance staff are working with Matrix to
finalize the report to be presented to City Council
at a future meeting.
*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.
Completed recruitment of SRC teen volunteers
and marketing. Confirmed Lunch at the Library
partnerships with OUSD/OC Discovery Cube and
hired program interns.
Attended State Library orientation for new
Literacy coordinators, launched Career Online
High School, and submitted FY26 grant
application.
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.
Staff planned to start this objective summer of
2025.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 12 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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 presented and gathered feedback from
the City Council and Audit Advisory Committee
of the FMPs.
The next step is to finalize the FMPs for the City
Council adoption in June.
Grant Thornton Advisors continues to make
progress in developing a final report that will
assist the City with its long-term financial
sustainability.
*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 fiscal constraint,
staff recommends this object be deferred to at
least FY 2027.
*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 is in the final phase of testing and
refinement of the financial system.
Citywide training is scheduled in June and Phase
1, financial system is on schedule to go live in
July.
Phase 2, Payroll and Human Resources, kick-off
held in April.
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
Ongoing - no significant update since February
25, 2025.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 13 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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
Request for Proposals released.
Staff is currently reviewing proposals that have been
received.
Staff will bring a recommendation to the City Council.
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 two separate draft policies to
address Park Naming for New City Parks and Park Asset
Naming and Donations for Park Improvements.
Presented to the City Council in May.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 14 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status Funding Source May 27 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.
Ongoing - no significant update since February
25, 2025.
*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 Ongoing - no significant update since February 25, 2025.
*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 Ongoing - no significant update since February 25, 2025.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 15 Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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.
Completed initial draft of Disaster Preparedness Plan. Installed shelving and relocated archives to improve preservation in preparation.
Coordinated with online database vendor to schedule staff training to facilitate 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
Design consultant, MIG, is working on 30% CD submittal, which includes landscape design development. Consultant will continue to finalize park design plans after County's final levee raise project plans are approved and anticipated to be received by the City in summer 2025.
MIG working on the NEPA environmental review documentation which is needed to access the $850,000 in federal grant funding. MIG plans on submitting an Exemption Submittal to HUD in May 2025.
HUD's initial review will take approximately 30 – 45 days. *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
HUD application approved and funds are available to draw down.
Award for construction of the Pickleball Courts and Fitness Equipment project is scheduled to go to City Council for approval in June 2025.
Upon approval, staff anticipates construction would then begin in July/August, with project completion in Winter 2026.
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 Working with Matrix Consulting on program fee study and proposed increases.
Offering modified aquatics program for summer 2025
Working with local non-profit to offer comparable summer camp at no cost to the City.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 16 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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
The City has received final design plans and
specifications from consultant. Plans are now going
through the City's internal review process.
Once final plan approval is received, the project will
be put out to bid for construction. Staff anticipates
presenting a construction contract to Council for
approval in Fall 2025.
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 Ongoing - no significant update since February 25, 2025.
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 County provided staff the estimated annual revenue the City would receive if the City annexed all County
islands.
Staff is working with City departments to determine
estimated costs to service County islands.
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 Ongoing - no significant update since February 25, 2025.
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
Ongoing - no significant update since February 25,
2025.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 17 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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 Ongoing - no significant update since February 25, 2025.
*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
Ongoing - no significant update since February 25,
2025.
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
Ongoing - no significant update since February 25,
2025.
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 met with representatives of Santiago Canyon
College on May 20, 2025, to begin the planning
phase of a Fall 2025 Intern Opportunity.
Staff attended the Chapman University and Santa
Ana College Career Fairs and spoke with over 100
students.
GOAL 4: Improve Employee Retention and Recruitment
18 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status
Funding
Source
May 27 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 Ongoing - no significant update since February 25, 2025.
*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
Ongoing - no significant update since February 25,
2025.
*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
Ongoing - no significant update since February 25,
2025.
GOAL 4: Improve Employee Retention and Recruitment
19 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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 Ongoing - no significant update since February 25, 2025.
*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
Ongoing - no significant update since February 25,
2025.
*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 is evaluating current MOU while pursuing
various methods of funding for the 18-month trial
period.
*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.
Parking Fees City Council passed the paid parking ordinance on February 25, 2025.
Staff will be releasing a Request for Proposals to
begin program implementation.
GOAL 5: Improve Infrastructure, Mobility, and Technology 20 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source May 27 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
Ongoing - no significant update since February
25, 2025.
*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
Ongoing - no significant update since February
25, 2025.
*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
Ongoing - no significant update since February
25, 2025.
*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
Ongoing - no significant update since February
25, 2025.
GOAL 5: Improve Infrastructure, Mobility, and Technology 21 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source May 27 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
El Modena restroom maintenance funds have
been identified within the current operating
budget.
Antepasado Park will be maintained by PWD.
Identification of costs (including long term
maintenance, utilities, custodial, landscape,
and potential personnel, etc.) and funding
sources for remaining new amenities are
currently being considered and will be built
into a future budget cycle.
*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
and was presented to the City Council at the
April CIP Study Session.
*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
Seeking to utilize the EPA Brownfield
Assessment Coalition Grant to finalize the
masterplan scope of work in collaboration
with the Orange County Council of
Governments.
*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
Currently on hold; staff included IT as a part
of the Citywide Operational and
Organizational Assessment (See objective
2.14).
GOAL 5: Improve Infrastructure, Mobility, and Technology 22 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source May 27 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
Ongoing - no significant update since February 25,
2025.
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
Ongoing - no significant update since February 25,
2025.
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
Ongoing - no significant update since February 25,
2025.
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
Ongoing - no significant update since February 25,
2025.
GOAL 5: Improve Infrastructure, Mobility, and Technology 23 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source May 27 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
Ongoing - no significant update since February
25, 2025.
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
Ongoing - no significant update since February
25, 2025.
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
Ongoing - no significant update since February
25, 2025.
GOAL 5: Improve Infrastructure, Mobility, and Technology 24 Objective Number Lead Departments Objective Completion Timeframe Description and Status Funding
Source
May 27 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